City Council - Regular Meeting

You'd have to stand up to look at you. Do we have any changes? There are no changes to the agenda. Mayor, thank you so very much. And that moves us to public comment. City clerk, will you read the statement of participation, please?

Public comment is the opportunity for members of the public to comment on items that are within the city council's jurisdiction but not on the agenda. Because of restrictions contained in California law, the city council may not discuss or act on any item not on the agenda, but may briefly respond to statements made or ask a question for clarification. The mayor may also request a brief response from staff to questions raised during public comment or request that a matter be agendaized for a future meeting. Public comment will be limited to 3 minutes. If you are a member of the public and you wish to address the city council, please complete a request to speak form available at the entrance and submit it to the city clerk. You will be called upon at the appropriate time. If you have materials and other items to present to the members of the city council, please do not approach them. All materials shall be presented to the city clerk for distribution. And Mayor Ross, we do have one request to speak form, Mr. Robert McCormick.

Good afternoon, Mr. McCormack.

Good afternoon, Mayor Ross, City Council. My name is Robert McCormick. I'm a decorated United States Marine Corps veteran. Only thing I do in my daily life is take this dog for a walk, sweep the sidewalks at Cathedral Town Villa Apartments on Officer David Basquez Street and Monty Hall and clean my apartment. And yet almost every single communication that I have with Janet at CEAG and Dana at the VA is Robert, you need to follow the rules. Robert, you need to follow the rules. Follow the rules of what? When I was homeless and I was at the uh benches in front of the library and I didn't even have an apartment, Robert, you need to follow the rules. Follow the rules of what? homelessness. This is a Salem murder trial operations and tactics operations against me. No one was found guilty because of forensic evidence or hard evidence. And in those witch trials, it was all 150 pages of a complaint against a complaint against complaint of what? And that's what these people are employing against me to eventually have me illegally evicted for a second time. I don't know uh who was here during the time in which I was illegally evicted and my vehicle was illegally impounded because I was living in it. But this body of authority and government is a continuence. Doesn't stop. It doesn't matter if the administration changes and you guys, the buck stops here. It stops with you all. Whatever your

predecessors did, that's your problem now. But I should not be continuously and my ex right now is continuously every moment of her life being threatened with eviction. Why? What the hell did I do to begin with? 16 years in my apartment. Never laid on my rent. never laid on my bills. Never. Yet, I was illegally evicted and I am being threatened again and my ex is constantly under that same threat. Why? Thank you. Thank you, sir, for your time.

Mayor Ross, the following comment was received for the record, provided to the members of the city council, and made available at the entrance for public inspection. Javier Enriquez, South Coast Air Quality Management District, provided comments related to Coachella Coachella Valley Dust Summit and the Invest Clean funding programs. Thank you very much. So now we move into our study session and our first item is the College of the Desert Update. Good afternoon. Good afternoon.

Good afternoon. On behalf of the board of trustees at College of the Desert and our president, Superintendent Martinez Garcia, we are happy to be here in the in Cathedral City, the heart of the Coachella Valley to share how Roadrunner Motors is shaping the future of both College of the Desert and this community. I am Scott Agens. I'm the director of education centers for the West Valley for College of the Desert. And with me is Dr. Chip West, vice president of administrative services, and Dr. Jessica Enders, uh, interim dean of applied science and business. This project reflects COD's four strategic pillars, expanding access to education, addressing basic needs of our students, strengthening enrollment, and building engagement. Together with the city, we're creating something that will honor Cathedral City's history, strengthen its presence, and define its future. Cathedral City has long been known as a harb of hardworking people and resilience with deep roots in the automotive industry from dealerships to service centers that anchor the local businesses here. Th this project includes general and specialized classrooms and a teaching laboratory with lifts, active storage, an electric charging station, a CNG filling station are also planned. a small amount of office space along with an industry industry partner conference room, parking for class vehicles as part of the instructional program and parking for students and faculty. As you know, the site is near one of the largest concentrations of automobile repair shops, part stores, body shops, renear and auto dealerships in the Coachella Valley. Recently, one of our students, Jesse, a Cathedral City resident, shared

that he lost his job, but refused to give up. He always dreamed of working in the automotive field, and Cood gave him the entry point he needed. When he was told about our plans for Roadrunner Motors right here in Cathedral City, he was ecstatic. He said, "Cood is helping me believe in myself again, and my teachers are the best mentors I've ever had." This project advances both Jesse's goals and Cathedral City's goals. Diversifying the economy, building a workforce pipeline, and strengthening the city's identity as a center of opportunity. Each milestone we have achieved reflects progress not just for College of the Desert, but for Cathedral City's long-term vision. The city has invested heavily in redevelopment, creating a vibrant core that attracts residents and visitors alike. Roadrunner Motors will be an anchor in that vision, drawing students, businesses, and families here. We are not the only thing that's going on in Cathedral City, and we see it going up all over the place. And congratulations to you all. This rendering isn't about a building. It's about placemaking. Cathedral City has always seen itself as a hub, centrally located, serving as a connector across the Coachella Valley. Roadrunner Motors enhances that identity. positioning Cathedral City as the home of the valley's future workforce in automotive and mobility industries. Imagine Jesse walking into this space for the first time, not seeing classrooms and labs, but seeing his city invest in him. This facility symbolizes a partnership between College of the Desert and Cathedral City, where student success and civic pride interact. Already significant progress has been made in design, partnerships, and planning. Cathedral City has been at the table from the beginning, aligning this project with the city's economic

development strategy and redevelopment goals. This is more than construction. It's collaboration. Every step strengthens Cathedral City's position as the central hub of innovation in the Coachella Valley. The Roadrunner Motors campus will transform lives. Students will graduate with industry ready skills and work straight into stable jobs. This is what Cathedral City envisioned. A local workforce preparing to meet the needs of today's industries and tomorrow's opportunities. By helping students secure living wage career, we address the students basic needs while advancing the city's economic vitality. Cood's Roadrunner automotive program has a long-standing reputation for producing highly skilled graduates who excel in the automotive industry. With the new facility, the program aims to elevate its impact and further contribute to meeting the workforce needs in the automotive sector. Students enrolled in the program will have access to cutting edge diagnostic tools, computerized systems, and a range of vehicles for pra practical training. The Roadrunner Motors building is designed to stimulate real world automotive scenarios, ensuring that the graduates are wellprepared to tackle the challenges of the rapidly evolving automotive landscape. This program excels in aligning its curriculum with industry standards and emerging trends. This ensures that students not only acquire foundational knowledge and skills but also stay a breast of the latest advancements in automotive technology. This program covers a comprehensive range of topics from engine diagnostics and repair to electronic systems and hy hybrid electric vehicle technology. Our automotive students are dreamers and innovators. They see themselves not only

as mechanics but as leaders in the rapid changing industry. Roadrunner Motors will give them the training and the space and the confidence they need. And it will give Cathedral City the workforce it needs to sustain its automotive identity and attract new investments along the way. That is access and enrollment for us at work at the same time. This project is a living example of what happens when education, government, and businesses come together. Cathedral City leaders have been unwavering in their support, and our local auto dealers and employers are ready to partner on internships, apprenticeships, and jobs. City officials and community members have supported this project, advocated for this project, sometimes had to beg for this project. We're sorry about that. and and the employers are ready to do their part in collaboration and all of this remains strong. The facilities curriculum the this facilities curriculum is designed to meet the needs the skill needs of regional employers ensuring that graduates are prepared for local job openings in the automotive industry. This project is specifically designed to create a skilled workforce that can support growth of the automotive industry. a major business sector in Cathedral City. This is engagement at the highest level and it ensures the success of both our students and this city as well. In closing, Roadrunner Motors in Cathedral City's story is as much as it is Cood's story. It honors the city's history in the automotive sector, reinforces its identity as the heart of the valley, and strengthens its economic future. It is also Jesse's story. It is the story of Cathedral City families and it is the story of what happens when a community invests in itself through

education. As COOD continues to invest to cuttingedge facilities like Roadrunner Motors, the college solidifies its position as a leader in automotive education and support and shapes the future of the industry. Thank you. And we are available for questions. Oh, that's a good thing. Okay, we've got questions. Council member Lamb, would you like to start?

Yes, I would. And and I don't really have a question, but it's great to to uh re reacquaint myself with you again and um be introduced to you. Thank you. And and I'm glad you're here. Um, and I just wanted to say I I after speaking with our um city manager on Monday for our um session um studying our agenda, um I I drove up Margot Murphy Way and um I took little videos of the progress because a couple months ago it was there was some stuff the green fence was up but now the they're the trucks are rolling and it's really fantastic and exciting to see. Um, and I saw some folks from the Lexus dealership and they were applauding and you know, everybody's really excited about it. Um, because the train workforce um is such a value to our automotive industry and they took a they took a chance on us in 1988 and and said we want to be in Cathedral City and I'm thrilled to death that this collaboration exists. So, thank you. Thank you.

My question is um as you know materials have increased in price quite a bit throughout the US and the world. Uh are you still in budget to for construction of this? You want to help us with that chip? He's the budget guy. I don't want to make a mistake. At least he's smiling.

It's piece of cake. Yeah. We we've been anticipating obviously with everything that's going on uh with tariffs and with federal government, we've been very thoughtful about planning out and frontloading a lot of the materials that we knew we were going to need and we've been storing those. So, we went ahead in anticipation of this project and really outlined some of those big pro programs that we knew were going to change like steel um and some of the other building materials. We've done also a lot of concrete work on the c on that campus right now. A lot of infrastructure and walls and a lot of leveling. All of that stuff we brought in early on and held on to those materials to really reduce cost. So we're still on budget right now. Uh we have a healthy contingency as we're moving forward. Knock on wood. Uh we've had a couple of challenges and snags as we've gone forward with the project, but we've been able to weather those and keep it moving. So on time and on budget.

I'm happy to hear that. Uh are you doing the same thing for the Palm Springs project? Uh we are. So you want to talk, you can take the Palm Springs

on time and on budget. Uh knock on wood. Uh but no, like like with the Roadrunner Motors, we have acquired materials early. We have uh invested in having storage areas for these materials like we've done for Roadrunner Motors. We've done a lot of that. In fact, we uh have acquired those special pretty tree looking things that you see that are made out of steel. We acquired those and did the contract for that almost a year ago so that we would have these steel structures now and they would be in storage and then they can be applied. So we've done a lot of that in most of our projects at Cood because we found that that that helps us as well including we've already bought trees and plants for the Palm Springs campus that will be put in the ground 2 years from now, you know, or a year and a half from now. But we're keeping those and getting those so we can avoid those overages on the budget.

Sounds like you have a great construction manager. Oh, now he's smiling. So big. Now, since uh you're saying that you're on time and on budget, when do you expect the first students to actually uh step into the classroom? What for for Roadrunner Motors? It will be the spring of 2027. Oh, okay. So, they'll finish construction at the end of next year and we'll basically we get to take over the building. They release it to us and then we'll be ready for instruction in 2027. And when these students graduate, it will be a two-year associate degree. Correct.

They can, as you saw in one of the slides, let me go back here. Oh, missed it again. Uh, we have certificates and degrees. So some students can go in and take a certificate and go ahead and get in the workforce for a certain certification and then they can continue to take but the uh real the real goal is to have them have their associates degree in automotive technology. Okay. Now uh when students actually get their degree or their uh certificate are they going to be in other words called or have is they going to be certified automotive technicians?

Yes in the different areas they'll be certified automotive technicians. Has there ever been a thought about also having or adding an an a automotive body classes there? It's not within the structure of what we do at the college for that, but that's something to consider. That would probably be something that we would do through our PACE program partnership and community education because they can do that quicker and they don't have to have it within the curriculum. Our curriculum doesn't cover that currently now, but we could do it in another way if if we needed to do it that way. Well, that's all my questions. Thank you. Okay. Thank you so much, Mayor Pro.

I thank you, Dr. Atkins for the presentation. It's so good to see you and and see that the uh projects are moving forward. I don't really have a lot. I I did just want to touch you in your presentation. You talked a little bit about industry alignment and I as as completion approaches, I'm sure the local industry will become more and more excited. Um, but I just wanted to kind of check in with you to see I know you've got a program already that's continuing to go, but have you been able to partner with um our our local particular our dealers, but some of our other local uh large repair shops? Um, and if not, is there something the city can do to help with those partnerships?

Well, thank you for that offer. We are already working in conjunction with them and that's the part of the purpose of bringing our students to Cathedral City because they'll have a more they'll be more likely to have apprenticeships and everything directly related. They can walk from our place to your places. Uh there's already that going on. There's already consideration for what the technology is happening and and all of that and prepare for that. We also have a relationship with Sunline as far as the Sunline busing and all of that. We we are creating different partnerships throughout and looking at different partnerships even beyond beyond the local dealers which we already have. But anything we can do to get your help, we do appreciate.

Okay. Well, I know that as as the opening actually approaches, you know, there'll be probably more opportunities. um because people I think they look now and they say it's more than a year out, but probably a year from now is when it'll really be peaking. So um hopefully we'll be having continued communication with you even then before the opening. So yes, and we're we're we've created a new position. In fact, Jessica, can you speak to it a little bit? We're creating a new director of apprenticeships and and Jessica is actually in charge of that area, so I'll let her talk.

Absolutely. Um yes, as Dr. Atkins was mentioning, we are in the process of hiring a director of apprenticeships and internship as well as we have an employment engagement manager and a jobs developer position uh or job specialist. And so what this whole ecosystem, if you will, is designed to do is to get students engaged with employers, get them into those apprenticeship programs, and then get them directly connected in with industry to get the jobs that they need. And so um hiring for that right now and it will be perfectly positioned in alignment with once we get um this uh program up and running um to hopefully have them those jobs all the way through. So yeah, we're excited for the opportunity and as he mentioned we I'm like where'd you go? Um we do have a lot of partnerships already in place and we have what's called advisory committees. So, we are working directly with the dealerships and with local industry to have them help um inform our curriculum so that way we're up to date on industry standards so our curriculum stays up to date.

That's great. Thank you, Dr. Yes. Oh, by the way, this is why I brought them. Uh we currently have partnerships with Chrysler, Ford, Toyota, Subaru, and Audi. Excellent. So

yeah, I know I know that many of us are hoping that not only will you be creating um skilled a skilled workforce to go into these the local businesses, but it'll it'll it'll continue after that as technology changes, certifications, you know, require um renewals, those types of things. And it'll it'll get to be such a relationship that you'll be working with them. I mean, you may even find some of your instructors in the local workforce, those types of things. So to me, this is has such potential for a synergy um that benefits both the local industry, but also just the the um goals of the city and a in a educated workforce and the goals of the college in in providing those types of services. So thank you so much for the work that you're doing.

Thank you. I get to bring it home, but I only have two little questions really. So, you mentioned a couple of the dealerships. You had Ford and Subaru and one that I hadn't even heard of before, but there are many others throughout the Coachella Valley, obviously on the I 10 group as well as the ones here in Cathedral City. We'll be trying to develop relationships with each and every one of them. Well, yeah, we'll try to we're going to try to develop as many relationships as we can. So, we're hoping now we're going to concentrate on Cathedral City because that's the whole reason we got here, right?

Sure. But there are other opportunities that we're seeing throughout not just dealerships but other possibilities of other vehicle related situations throughout the valley. Uh that we can and you might emphasize on one thing and and a different area, you know, emphas maybe maybe to be the Sunline's going to do that that new internship thing. You know, maybe they're teaching something specific that you'd like to take advantage of and vice versa. I hope that you'll have that kind of a a collective u

we we actually have that and as Scott was kind of mentioning earlier through our PACE program we have um our uh we have a relationship with them where we actually help train them on those vehicles and so we're we're uh actively working with them on that. And as far as the other dealerships um we we do continuously work with them and we wouldn't solely have the programming here. We also have our dual and concurrent enrollment programs in the high school and so those would continue where we're still on the east end of the valley such as at Amastad High School and also in Rancher Mirage High School. So where students are still getting exposure to it at an earlier age and then can transfer into the um the Cathedral City Roadrunner Motors program, but that way those relationships are still there because they'll still need to have employees as well. And so we want to make sure across the entire Coachella Valley that we're maintaining and building those relationships.

And when you say they move really from from that kind of a program back into Cathedral City, what about what about the kids that are farther out? Do they come out of high school and have to go to Cood or is there enough education at let's say the Ranch Mirage? They've got a magnificent facility. Are they ready to come right over to Roadrunner Motors? Oh yes. Yes. Perfect. So they don't have to come over to the campus of COD and and get their English and and mathematics and and all of that.

Well, they can get that at high school as well, too. So, I mean, they can do it in a variety of ways. That's one of the great things about Cood is that's why I say we have something for everyone and we have a pathway that meets just about every need. So whether they want to take it in person, they want to take it online, they want to take it in high school, or if they want to get a certificate, go directly into the workforce, come back later and get an AA degree, we serve the top 100%. So we have a pathway for everyone. I'm going to steal that line, the top 100%. That finishes my Oh, I one more question from Council Member Goodier.

Came up with one more question as she was talking. Okay. Now, uh, since you're talking about automotive repair, being in the desert, we have thousands of golf carts. Are some of these students going to be trained possibly to work on golf carts since they're electric? Oh, maybe we stumped it. I don't have that answer clearly. Currently, there are some a part of our automotive program does have a track for smaller vehicles, including golf carts, especially electric vehicles. Um, and so it's a piece, it's a component that they can get. It's not a dedicated program, but there's a thread that runs through across the curriculum that has a a component for that. So, it's it is included, but only secondarily right now.

Oh, okay. Well, thank you. So, it's not a separate certification. It's embedded in the curriculum. That would be a hell out of a business to get into. It would be would be. There's got to be thousands of them in the valley. Thank you so much for your time, each of you, and for coming to be with us tonight. I feel really, you know, inspired by the direction we've headed. Somehow I got wei in there. I'm not really sure I've done anything, but but when I go home, it's all going to be about me. We have all worked together. And we would also like to acknowledge that our student trustee is also now here, too. Couldn't even see her. I'm sorry. I didn't see you. Oh, no. She came in while you were talking, so I didn't want to interrupt. So beautiful. I didn't know to go up.

You were sitting so still. We thought John had just gotten more hair since the last time we saw him. Don't we all? Don't we all? Thank you all so very much. Thank you for introducing him. All right. Our second item on the study. Oh, I'm sorry. I guess we do. Are we have anybody that would like to speak publicly? Ross, we did not receive any requests to speak forms and I don't believe we have any members that would like to speak. Thank you. Thanks so much. So, moving to number B or it's not number, it's letter B in our study session. It's the Internal Revenue Code section 115 trust P plan policy. May we have a staff report, please?

Thank you, mayor. Uh, as you may recall back in June, uh, the council approved a resolution to move our investments from Kalpers, uh, to be managed by Schustster Advisory Group. And this is for our IRC section 115 trust plan which uh houses our OPED benefits. And Kevin uh one of the uh tasks that council asked was for staff to come back with a an investment policy. And so Kevin is going to present that draft policy to you tonight and if approved or if if the council is okay with it, we will be bringing it back to the next meeting for approval. Thank you so much. Thank you.

Good afternoon. may or may protime city council, city staff, interested parties out there in the etherland. Um, as the city manager said, um, IRC section 115, the trust plan for our other post employment benefits, our oped. And so this is call this a sister investment policy because we have a traditional treasury investment policy and based on your request we have an investment policy for our oped funds. As usual, questions along the way or save them until the end. Back in August of 2021 is we when we made our first investment into the Kalpers SERT, which is the California Employers Retiree Benefit Trust. And for the ensuing almost four years, well, four years plus by the time it was actually transferred, um, we invested monies in Kalpers for that. Over that time, ironically, with about a $14 million investment, over time, we accumulated 16 million plus or an additional 2 million plus because, keep in mind, it rides the wave of the marketplace with respect to it. So, we were invested through Kalpers for that first four plus years. As the city manager mentioned, in June of 25, we came to you and resolution 2025-9 was passed to look at and you all agreed to moving those funds from the Kalpers ser over to the management of Sher Shuster Advisory Group. Keep in mind these are the same folks that they cover our 401A here at the city which is our retirement savings plan and our 457D which is our um deferred compensation plan. So after all was said and done and in

the next slide we'll tie back to that time frame and the things that happened but they didn't happen quite as timely as we had hoped. Um, we did have $16 million transferred over into the new um um funds that are now managed by Schustster in coordination with the city man this elected city treasurer and myself. So, back in June, we shared this slide with you on what the implementation would look like. We the council presentation that we made to you for the approval of the trust plan for the delegation of the authority to Schustster. The document completion it wasn't quite as timely but this is what happened with respect to the coordination of the existing trust along with Schustster and Schwab who manages that. So we went through the whole document process and review and signatures. Then there was the account set up with Schwab and that took a couple weeks from that standpoint. And then once all happened then Schustster acting our behalf contacted Kalpers and Kalpers can take anywhere up to 120 days. They didn't take the 120 days, but um it did take a little bit over a month or so. And so they actually it was funded in um it was funded in early October because we our last quarterly statement from CalPER sered was the quarter ending September 30th and that's how we knew we had gotten up to 16 million based on those quarterly statements. So why an OPED policy? And like I said earlier on, it's kind of like a sister investment policy, but it supports the long-term funding strategy just for this specific purpose for our other postemployment benefits, which keep in mind is for our retiree healthc care benefits to be able to plan for that provide

structure for investment decisions in that trust plan through the IRS and IRC code 115. In doing so, we're delegating the day-to-day investment discretion to Shuster Advisory Group, but in coordination with if anything is significant or materially changes, that's where it comes back to a joint review and approval with the elected treasurer, Greg Jackson, and myself. Keep in mind, Greg has been part of this as we've gone along the way over these last three or four months, and he's seen what events have happened. and ensures compliance with fiduciary duty risk management and the funding goal. The funding goal in the end is to be able to maximize this kind of a plan in this kind of an investment to help mitigate our unfunded liability um with respect to um the projections over the in the coming years for our retirey healthcare. attached to your staff report. We documented an internal polic. We documented what we see as that plan and that will be a living document that will be included in our internal policy and procedures document that we share with our auditors every year. In that document, we have 19 policies and this will be the 20th policy. So based on the investment strategy, we have taken a balanced long-term investment strategy. And if you go back to and I have a slide coming up, this ties back to if you remember from back in June, we had 11 different pillars so to speak of strategies with respect to investment ranges. And what we presented to you and with your concurrence, we went with the middle three. And those middle three are the most balanced approach ranging from a 4060, a 5050 or a 6040 with respect to investment

strategies um tied to equities versus balance and cash. Um and then the delegation of authority as we've discussed ties back to Shuster from a day-to-day standpoint and they operate within the terms of the advisory agreement and the investment policy. So the strategy that we chose was what is highlighted a balanced approach with a moderate risk tolerance. We opted not to go with a a big globally diversified when um with we do have a we do have income, we do have capital appreciation, but once again it's a modest approach and it's a balanced approach. The key assets are equities, bonds, and cash, not real assets and alternatives tied to that that can be a little bit riskier.

Excuse me, Kevin. Yes, sir. On that moderate approach, is there still a possibility of losing funds on something like this or just lesser than

it lessens? So from from a truly if we were truly conservative council member Carnival we would be at the lower range of like the zero the 10 and the 20% with respect to cash kinds of holdings and not having any form of risk. So we have about a 50/50 approach. So where that coordination will come into play is with um the elected treasurer and myself. They will manage within those ranges. If there's anything that's coming or any intel, they'll share with us. But we will not deviate currently right now be we'll stay within that range. But if something looks like it's going to start happening outside in the world that we need to change, we'll go to we'll go to the left to the more conservative. So you can change at any

we can change at any time. Our philosophy though and tied to this policy we would not go to the right. The right meaning that would which would be riskier. Okay. All right. So that would be our plan. Thank you Kim.

And council member uh part of the reason that we wanted to take this approach is when all of our funds were in the Kalpers program it was all pulled. So the city had no way to assess the performance of our investments in that pool and had no way to change investments. It was we were beholdened to what uh Kalpers was doing on behalf of everyone. This gives the city a bit more uh control over its investments and trying to maximize uh our investment return while also uh keeping a a safe profile so that we're not

we have flexibility that we didn't have before as part of part of the search. So while you're here, let me also ask. So we talk about a balance mixed of equity, fixed income and cash. And then we talk about the assets being equities, bonds, real assets and alternatives and cash. So the question comes, well, where do real assets and alternatives come into that? That's why it's not that it's listed, but it's not bolded. Well, it's in the policy, too, that you could do it. So, but I didn't I didn't understand why it's in there if if if it's not part of our

it's an alternative, but we would tend to shy away from that. Well, then why is it in the policy that says the the investment adviser can do it? We we can delete that from the policy. So she's we we're identifying those items that and if you look at the next slide you'll see from an equity a fixed income and cash currently what we entered and where we're at is that 50/50 ratio

and all of that made perfect sense but then I that's why I'm asking because there's a section in there that says goes on about investment may use you know bunch of things not limited individual securities mutual funds exchange traded funds fixed income portfolios and alternative investments and then it defines alternative investments and I had trouble saying well where would that come in back into the the mix of classes that we're you know good feedback and with respect to this afternoon's purpose we'll take that and we will do a modification okay thank you

certainly so tied to that next slide you can see this is where and also ties back to you council member car valley that 4060 right now we're at a 50 and a 50 of the 48% and the 2% cash that makes up the more conservative approach. But then we we could be anywhere in that 40 60 range. And then when you couple it and you look at the fixed income and the cash, that's where those percentages would add up to a 50% as well on the right side. So I I had a a not a question but a a kind of just a clarification for my part my understanding it's from page nine in our booklet and it's um it's under in anticipated cash flows. So it it's a great little paragraph. I just want to make sure that I'm clear about it. says, "Assets in the plan will seek to mitigate the impact of the funding of current and future unfunded OPEB liabilities to reduce the impact of future expenses on the employer/plan sponsor." Um, and then it says it's not anticipated the plan will have a high level of dis dispersements in the next five years. Um, and the the point point of all this is to make sure that we have assets enough to meet our obligations for un the unfunded mandates. So, who is the person that decides, yipes, there's a bunch of people retiring and the dispersements we have enough funds to cover those dispersements or they're there's nobody retiring and and who who whose triggers that? It's not. So that's where we would come into play. It is not Shustster. Yeah.

And tied to that and to go a little bit deeper, we're currently on a pay as you go basis. We do these monies that we set aside, we do not plan to make dispersements from these this $16 million. These monies are there to help reduce our unfunded liability. And so our goal is if we contribute to our this plan on an annual basis and the last couple years we have not contributed because of concerns with respect to our revenues versus our expenditures.

But but the good thing is by having it in there we're having this asset growth. We're having the growth of it. But we pay as you go every year. So based on our um current composition of our existing staff coupled with as we know as we have retired people that will be rolling off into retirement we plan for and through an actuarial study that is done every two years by foster and foster. That actuarial study ties back to those projections so that we know what the curve is that that liability will be. The good news is when Pepper was implemented back in 2013 and also with respect to changes that we've done in our internal and having different tiers for newer employees, the kinds of obligations and commitments that we have on classic employees like myself or newer employees that are have come to us within the last 5 years. our commitments and obligations in those memorandums of understanding are less than they were before. So that curve right now in about 2040 2042 in there is where we hit the peak of our unfunded obligations or even our obligations period as we contribute to this plan. that gap between the 16 million and call it the 48 million that is in there that 32 million if we contribute more to this plan that liability will reduce but ma'am tied to your question currently today we do not plan on spending any of those dollars

that's it's a savings plan okay thank you thank you for clarifying and then also to your other point if we would ever change course then we would make that decision Kevin, I have one question now. Um, this will give us will give the city control of that money, $16 million. Yes, sir. More more control because we're we're in the marketplace, but yes.

Yes. So, uh, by doing so, what will be the earning differential as to what we expect and what we're getting from CalPER? So if and I did not go back to that but back in June if you will remember some of the ratios that we had we look at anywhere from a 2 to 5% positive increase with respect to what our earning what we when you look at the one year the threeyear the 5year history of the comparison of where Schustster has been with the management that they've done in the past with other agencies versus what Kalpers has earned because they're actually there moving things with respect to they're monitoring and they're more proactive and they will be able to move things and make recommendations to us because back to the city manager's point, we're not in a pool. We're we're in control of our own destiny in coordinating and collaborating with an investment firm like Shuster

as a group. But 2 to 5% additional. Yeah, that's that was what was projected depending upon the one year, the three-year and the fiveyear. Thank you. Any other questions? So, so based on today, I'm sorry, ma'am. No, I just just

So, so based on that policy, this is the mix of that from the previous slide, the 50, the 48, and the 2%. You see the 2% in cash, you see the 48% in bonds, and then the remaining 50% is what's highlighted in the middle column. So, in coordination with the position that I encumber and the city treasurer, Schustster provides a custom portfolio at no additional cost. Similar to, as I said before, what we do with the retirement savings plan, the 401A, and also the 457b, the deferred compensation plan. Back in June in your in your agenda packet, then we had Schustster had provided city staff with their section 115 trust and also the defined benefit client list. Why does this matter? Well, in summary, basically it reinforces the city's commitment to be responsible responsible fis have responsible fiscal stewardship to help offset the rising retirey benefit cost by it being more in our control and not part of a pool. We're in more control of our destiny and it ensures better oversight and investment discipline in that coordination. So like for example today in the 401A and the 457B we have semianual meetings with Shuster. So we can we we will be doing and planning with them is we will be able to do the same type of thing whether it's semianual we get we get quarterly reports from them today on on those plans. So we will be able to tie back to do we use a similar approach with them on the OPED that we've already started over the last year plus on the 401A and the 457. So we will be going down that path with them and having those discussions

I do have a question. Now let's say later on this policy is adopted by city council. Yes sir. Now, a year, two, maybe three years from now after his approval, we're not happy with Schustster. Can we go back to Kalpers? Yes, sir. Okay. Thank you. We can. Um, so our next steps, no other questions based on this discussion, feedback. I've heard one piece of feedback from Mayor Prom Gregory. Any other feedback that you all may have? Yes, please.

Yes.

So, um, so the policy actually the staff report has a policy statement from Schustster, but that's not the actual policy, but a lot of that is is in the actual proposed policy here. Um, but there's some things I don't see. So you had a on the slide here that says said something like in coordination with the financial director and the city treasurer you'll come up with the the mix of that's an excellent statement but it's not in the policy. You would think the policy that would be part of the introduction. There's I don't see financial director or city treasurer those words anywhere in the policy and I expected I expected the policy to outline some of the duties or some of the involvement at least of those positions or

and it will probably be more involvement vice duties because the day-to-day duties will be with Shuster it will be more of the involvement and the coordination so we we we will we will address there really should be something I would think and Again, it doesn't have to be long, but like the sentence you had in there, if that was somewhere in the beginning here of the intro here, that would I to me that makes a lot more sense. Somebody looking at it, you know, then just kind of going into the We will do that. Good feedback. So, I don't have any issues with the rest of it until we get to the duties and responsibilities and then it looks like that was picked up from the the Shuster memo memo and moved over. Mhm.

So the interesting part is there's in the Schustster memo it defines who those are but in so in the actual policy it doesn't define these terms. So I was wondering why we're continue to either use the terms or should we clarify. So for example it's on page 11 duties and responsibilities says the employer plan sponsor well that's the city of Cathedral City

plan administrator that's the city manager the definitions but not in the policy. The definition is back in the memo is responsible for confirming the accuracy of the statement in writing. And then it says advising trustee, custodian, investment advisor of any change in the plan/accounts financial situation. Wouldn't that be in the city's financial situation, funding status or cash flow? Why would it be the plan/acounts? That's really going to be but the Shuster is going to be the one telling us that because they're going to be telling us how the investments did.

They will. And maybe maybe based on what we what Schustster provided us, maybe we need to clarify some of that because ask a question with respect to what you just asked. Are you are you thinking that some of this data is going to end up in our financial statements? No. Good. Because that's not what I only in some only in summary form.

No, I'm I'm I'm getting more basic into my doing what and why are we using these undefined terms in our policy? They're not defined in the policy. They're defined in the memo. And it's our policy. So why would we call ourselves employer plan sponsor? Why wouldn't we just say the city of Cathedral City and the city manager? because there's other places in here that talk about Schustster by name and and then of course and then a different and that was an oversight because we were using that just as a template but if we but we can go back and do more customization.

Yeah, you either have to define it in a definition term or you need to you can but in our own policy we can call ourselves us. It's not generic anymore. So I mean even where it says plan custodian is I have to look back not in the policy because it's not there but you have to look back in the memo and that says oh that's Charles Schwab trust bank doesn't it say Charles or at least have it in parenthesis if you're defining it maybe and yet similar to the way sometimes we do in a staff report the first time we can put in prints who that would be used that term is used in other parts I think that's what we would do

yeah at least it would be defined so that would be my suggestion and in where it says that part of the city's job is to is to advise all these other people including the investment adviser of any change in the plan or the account's financial situation. I'm thinking, well, no, what they want to know is any change in of the city's financial situation, our cash flows, those kind of thing. They know what's changing in the their own plan accounts. So, that I think that would be clearer

and and some of that also is written from a standpoint that and we have not been able to do that because we make lump sum deposits when we make deposits. Some of that is also written from the standpoint of the view of doing dollar cost averaging and like the same thing that happens with our deferred comp plans and our 401A plans from having an amount go in on a periodic basis. We currently do not do that. We have that as a goal to be able to do that but given the fact of where our financial situation is with respect to projections and budgets and forecasting we haven't done that. So some of it is written from that perspective. So but your point is well taken.

Okay. Yeah. And I'd be happy to offline if you know if you I don't know if somebody's taking notes or if you look at the the video after, but we we we do both. So like for example, this is a Mallalerie and London thing and they'll tie back to making changes with respect to we're just in app for mode right now. I think it's funny on the next page it like talks about more responsibilities. The trust administrator and investment adviser is responsible. Those are both Schustster as defined in the memo. But if you were just looking at this cuz this will go this will be a policy that will go in the book. It's not very clear who who is that you know because it's not defined in the policy anywhere. And I think that's where we'll do that in in the first time like we discussed.

All right. So, my last thing was reporting because um I I thought in here there would be a responsibility for reporting out to some of the some of the bodies like the city treasurer for review so they could so and that's so if if we're not explicit enough that's it's similar to the quarterly statement like there would be a there was a quarterly statement with with the we would download that quarterly statement 30 days after. Okay.

With respect to so we we can pull that data in and then tie back to it. Um and like previously mentioned the 401A the 457 we do a semianual review with Shuster. We may opt to do a quarterly review with Schustster. We may also opt like sometimes certain kinds of things we can could report to the governing body and say this is the status as of this quarterly report. Yes. In the financials, we do report tied to this is a piece of our financials with respect to our OPED and our unfunded liability. But as you pointed out, technically it's not part of the financial statements.

The details are not, but in summary, we we have a we have OPED reporting in in we and we have we have statements and conditions. So this policy in reference to this policy will be updated not in this year's financials that we're working on now but updates next fall when we're working on the financials that close for 2526 we so there will be more in those financials but I was making reference to the details those kinds of the detailed information is not but in summary it is because it is a requirement that we actually post our open

well that's that's why I'm asking I think the policy should include uh some type of a statement that there'll be periodic reporting but you you can define the you can define the period it should define the period I don't not saying I'm an expert and I say oh it needs to be monthly it needs to be quarterly it needs to be once a year but I think that it should be reported to the treasur at some point that might be more often and he is part he is part of it so in this system um Mr. Jackson also has inquiry and reporting capability. That's excellent. And and but it should say in the policy

and and we can include that and we can also tie back to the different positions because we have different positions that can do actions and we have different positions that are only in career and reporting capabilities. Okay. Well, that might be enough cuz cuz I think that should be included. I think although it's not part of the financials that it should be part of what's reported to the finance advisory committee however ann at least annually when you meet with them it could be another agenda item to just to go over this that that would be new I mean our our primary focus with them has has been revenue generating and that's what they're we've spoken a desire before to give them more more transparent view of the finances

we could we could include that every fall in an annual report and then somewhere in to council and you're saying it would be referenced in other in other um reporting that you do to the council, maybe like the quarterly budget updates or something like that. Again, it's not part of the statements, but you could have a reference to it. And then my last thing was, you know, a lot of a lot of good policies say this policy will be reviewed annually, by annually, every 3 years and we and we anticipate doing it annually. We have a requirement on the investment policy on that is a standard that is a requirement for our audit and we bring that to you whether there's a change or not every spring

but this is a little different. So, I would say we should probably have that as part of this policy, a statement as to how often it should be reviewed and and what and and our intention was to be able to bring it as not we wouldn't have it as an audit requirement for an annual because that is an audit requirement. This policy would not be an audit requirement, but when we're dusting off the investment policy, we would dust this off every year. So, it would be appropriate to put a statement like that in here so that

so that when all of us are gone, somebody pulls this out, they realize, oh, hey, I'm supposed to at least report on this to these bodies, to this person and and every, you know, annually, at least annually, for review of the policy itself to the council and based on what comes from this, that's where then in our internal document, that's where our third fiscal officer, Rick, comes into play because He's the the ring leader of the policy and procedures document. So based on what comes from what you all approve, that will then go into our internal document.

Okay. All right. If you could make sure that's included in our final document, I think that would be good. And that's that's the last item I have. I don't have any issue with the with the 50/50 balance. you know, uh we've talked about that at the last the uh the last meeting and uh about how you have to sometimes have a little risk in there to be able to get a decent return. So, um I think that part is spelled out well. So, thank you. All right. Thank you, Mayor. Thank you. This was just a discussion. We appreciate your time.

Exactly. Information and discussion and we plan to bring it back at a subsequent council meeting. Our target was November 12th. If for some reason based on the feedback today, it will be, I'm sure, by December 10th. It will be a Christmas present at the latest. At the latest. Thank you, sir. Thank you. And mayor Ross, we did receive public comments on this item. The following comment was received for the record, provided to the members of the city council, and made available at the entrance for public inspection. Sunshine Herrera asked clarifying questions related to the policy. And I don't believe we have any others. [Music] Thank you so much.

Thank you. Our next item is the downtown project

mayor and council members. Andreas. Good afternoon, honorable mayor, Mayor PM, and council members. Andreas Perez here today to present to you the update for the downtown dog park for the month of October 2025. Now, this project is in line with our strategic plan goal, goal B, community investment, and specifically action item B4. Now, this project is located in our downtown district area, uh, situated on the former second street park across the street from the Awaken Casino and adjacent to the fire station 411. Now this project has been in development for quite some time now going back to 20 the year of 2022 where a concept design was developed or concept plan was developed and later used as a basis for a design and engineering services contract award to David Bolt's design. Our last update here to city council and the parks and community events commission was in September of 2024 just over a year ago. And at that time, the engineer's estimate for the downtown dog park project was just approximately $4.35 million. Now, since that design since that design update, uh we have continued to incorporate feedback from city council as well as my firsthand experience with the construction and completion of the Esparanza Park project. Now, city staff and DVD are continuing to work together to produce the final construction package documents for the project. Now, some key features in the downtown duck park are the fenced, a large and small duck park, shade structure, benches, drinking fountain. There'll be a parking lot with tent with tent stalls, two of them being ADA compliant,

park lighting, as well as five pickle ball courts, security cameras, drought tolerant landscaping, and an underground drainage system. And I want to emphasize here the the underground drainage system is a key benefit to the project because it allows us to maximize our space, incorporate the additional additional pickle ball courts, and with the additional pickle ball courts, we are inviting more park users and makes us more appealing in the grant world when we apply for a future grant.

And have we figured out how much that added to the project financially? We had that question last time and someone was going to figure that out and I never heard back. So the the engineers estimate for the underground uh gener system is approximately 160,000 based on their land item. Thank you. What is the cost of adding the pickle ball courts as opposed to a standard? Say say again. I'm sorry. And what are the costs of these pickle ball the five pickle ball courts as opposed to a standard park that wouldn't have a pickle ball court?

Well the the five pickle ball courts themselves they are approximately 150,000 each each court. This includes the surface, the 6- inch uh pavement, the surfacing, all the accretements required, the netting, and as well as the fencing, the 10-ft fencing around it. So, it's about 150,000 each court. Thank you.

In this project. So, uh today our estimate uh remains at $4.35 million. And attaching your staff report is a uh detailed park rendering identifying the location of each of the previously mentioned items. And as a reminder of our fiscal impact for the project, city council authorized 413 just just approximately $413,000 to Dave was designed for the completion for the preparation of construction documents for the project. Now uh from our discussions with city with city council and your direction are continue to pursue grant funding to offset the construction costs as well as confirm the second street parks um confirm that the park is free of any incumbrances and that there are not any um outstanding eligibility requirements from the state and federal grants. And this first step for us was to for city staff along with our grant consultant and VR consulting uh to meet with representatives from state parks and specifically uh members from the office of grants and local services also known as ovals. Now with the completion of the fire station 411 in 2020 it encroached onto 7 approximately 79 acres onto the second street park. At the time of its construction, its implica the implementations of using this parkland were not understood and our city records were in inconclusive or unavailable regarding any potential grant related restrictions of using the site. From my discussions with Ogles, uh it was determined that the second street park was in fact funded uh through the 1976 and 1980 state bond acts. Now this occur this occurred prior to our cities incorporation in 81 and these bond acts

do require that any land developed using these bond funds be exclusively used to for park recreation. Any other use must be authorized by a specific act of legis of state legisl also confirmed that fire station 411 does not qualify as a public recreational facility. They do lift weights there. you wash cars.

So, thus OGO is requiring us uh requiring the city to seek first step being uh seek legislative approval to form formally authorize a change in land use and also offset the 79 acres lost. Now, this offset of land must be equal or greater in size and also not have been previously designated as parkland and must be dedicated for public recreational purposes.

So, so let me ask while you're here if I may there. So, when it says not have been previously designated as parkland previous to what? previous to when to today somehow today's the magic day or previous to when it stopped being parkland. Uh when is when is it? I mean that may be you may not know that may be a legal thing that needs to be researched but I think that makes a difference. No, it's it's basically new parkland from when from from what date? from out of

in 2019 you constructed you started constructing the fire station. So in 2019 it ceased being that portion ceased being publicly available. Have we added parkland since 2019 that may be eligible to offset it can't be funded by other grants. So ok I mean excuse me espironza park did not qualify. Have we added other parkland since then when we did the general plan update? Did we not add some little pieces around here? Correct. But those aren't what they would call their already designated parks. But we'll confirm that one question.

And I got you there. They're already I would say they would you can't have any previous. But I'm saying you need to determine well what's the date there because we have added parkland that's not otherwise restricted since then. Could we not then at least argue that that that we have added parkland and move the designation from there to one of these other pieces that may have been added.

And as I understand this, what you're saying is the vacant lands that we said these are potential parks for the city in our general plan. And I I understand where your question is coming from. I'll just make sure that the state doesn't recognize our general plan planning actually mean that it's a park itself.

Right. Well, and this may be a legal term. So, it may be something that the city attorney needs to get involved with. But when I see that and saying, "Oh, we have to offset it." The question to me comes well have we already offset it without the same as we didn't know we were we were making an error by taking parkland away. Maybe we've added parkland there that then could be argued because it's going to be a process and going to have to go to the legislature. the whole thing that we're going to move the designation from there over to there if the legislation says it's okay in instead of having to go now because it was just discovered now have now be the date to go forward and say we have to add from now. Not to say not to saying we aren't going to add from now. But

the reason I'm saying this is that most things that we add we're probably going to be wanting to find grant money for. And if we find if we move the designation, my guess would be that we're not going to be able to or it's going to hinder being able to get grant money for those. So, if we have some little pieces that we've added, like some of the ones around here that technically are parkland, then I would at least want to explore being able to move the designation there.

Understood. That was one of the questions we were going to ask them that if general plan on paper means anything to them or are they talking about a park that's actually a park or something that was uh in the works of being a park? So, I'll find out those clarifications. All right. Just just to make sure. Right. Yeah. Absolutely. Can you help me understand how deep the park is? So h how much is 79 acres in width? But that is But no, I mean this that's what we want. How deep is the park? And then how w how deep is the space and how wide? I want to kind of get a visual for what you're going to be adding. What it would be the fire station piece.

It'll be that whole the whole parking of the fire station. It's It's approximately that size and can fire without it. 43,560 ft. Square root it. Yeah. So, can you help me understand how that works? It's not like the fire station can just give up that land.

No. And what they're saying is you already gave it up. Find some place to make up that. So obviously if we found a nice little pocket that was 79 acres and we build a park on it, that would suffice. Having done the legislation that allows us to do that. Um but most likely we're we're talking about one of those parcels, a little pocket park just it could only be a pocket.

Correct. But an acre is a substantial piece of property. You can do something on that. and in inhouse. Just to let you know, we've looked at the potential of those parcels that we have that there's a lot you can do if we did it organically, kind of like what we did with the Panorama dog park. So, to get what the state wants of some active activity that could occur, not just a piece of grass that's out there. But if you let the uh presentation continue, we'll have some more information here by all means. Thank you. Okay, moving on. We have so um we have identified city staff have identified key city- owned parcels that meet this criteria and these parcels are as followed. So we have parcel one which is located near our senior center um between BC and sea street. is approximately 085 acres. Parcel 2 is is slightly larger uh behind the big lots and situated between situated next to Buddy Rogers and Day Palm Drive and just south of the CBIN trail.

Is it accessible? a a seeding trail is just south of this and parcels three and four are located uh between bagel road. We have parcel 3 which is 3.5 acres which is currently used as the staging area for by palm beach unified school district for the construction and parcel 4 which is behind our veterans village. And I do want to note key note here is that par parcels two uh and 3 four here shown are high resource areas for potential low-income housing. So our current tasks are to initiate the legislative process and formalize the park line replacement. Now staff have recently met with assembly member walls and staff uh to begin this process. Also the future Cathedral City Community Center could influence the selection of the replacement park location. Now, we will continue to work with with Augles as we progress towards satisi satisfying the bond act requirements and secure grant funding for future opportunities of a downtown duck park project. And this concludes my presentation. I would hand it back to you.

Thank you so much. Gentlemen, any questions? pretty much I more of a comment but you know a fire station you know is I believe a little bit more uh necessary than a dog park or pickle ball so I know there was kind of an error made there so is it just possible like the property behind big lots we would just and actually that's larger than 0.79 acres right so the whole property would be a park at that particular point

so the property behind big bus left. That's for as for our discretion to to use and develop. Um, as director uh Carella has said, organically, it doesn't have to be a dog park. It doesn't have to be a pickup court. It's for us to decide. That's um as long as long as it's an outdoor recreational use for for use.

Let me add to that. I'm glad you brought up that point regarding that parcel. So, we just took uh I I'll caveat right here. We're we're actually issuing the permit for the AA Culligante gas station. Obviously, that's tribal property. The permit is for all the peripheral streets that they're cleaning up and widening and doing their frontage improvements. That includes East Palm Canyon, Monty Hall, and Buddy Rogers. One of the particulars that they didn't finish on the last phase of the casino was to make that intersection at Buddy Rogers and Day Palm a four-way intersection. So technically, if you're on that property coming out, you will have a signal that tells you you can go left, right, straight, or go or no go. So it'll be a four-way intersection. So that basically opens up the entrance to the park. So recently we just did the tour with Cabag of CVLink uh with all the major players in CAG in there including Tom Kirk and we were talking and I know they're watching this right now but we were talking about there's an opportunity there at one time we had talked about doing something that kind of enhances being a trail head uh at for the CV link uh CV link bank may not exactly go right by there right now, but um I was advised by Tom and I'm not going to commit them, but he said the funding, the new funding for CVAG for CV Link portions may not be associated with air quality funds and could qualify as a parking lot trail head with some amenities that are active. you know, even thinking of things to warm up to get on your bike

and things like that, a restroom. So, uh, and some maybe some child play things too also as well. So, there's opportunity there and that opened up. So, that was kind of a breath of fresh in disguise there. So, yeah. Okay. So,

and I'm glad you mentioned that because you look at these other parcels. These are other parcels that we've looked at before have potential as you mentioned for I know you said 2, three, and four, but even one has been talked about. It may not rank well for um uh affordable housing, but it's been looked at for housing or a a senior center down the road or you know, some other activity. I mean, it's right there with the church and the um and the current senior center right there in the parking lot. So, so that one's not appealing. And of course the other two have been much debated about possible um community center swimming pool at one time other affordable housing um uses the the parcels behind the veterans village and the Salvation Army. So, out of the out of the maps that you mentioned, the one that just makes the most sense to me if we have to go there, I mean, it may eventually be developed for this anyways, but like I said, I've got this little caveat saying, well, maybe maybe we don't have to go there right now and it would and by looking at parcels we've already added, and that would take the time pressure off and make it cleaner to um as far as getting outside funding. But is that part that's behind the old big lots because my understanding was that it had because of its shape and its location that it would have limited use but would be ideal for as you said for a way station some parking and a way station and some some amenities that complement um CV link. So, so yes, I just so I just want to throw that out that I'm glad you brought that up because out of the parcels that are there, that would to me that would be the one that would make the most sense to look for this.

I agree. Thank you. Yeah, I agree. Thank you very much. Okay, thank you. taking advantage of this moment we're talking about that so and this is a a study session would have be feasible for us to secure a lowcost highlevel plan like we've done with other ones to see what something would look like on that parcel to get ahead of the game and maybe uh take advantage of discussions with the state on this what's low cost John low cost

typically what we did with uh we've done this on certain um we have an architect landscape architects just give us like a 10,000 foot view of what something would look like and it costs like so under $10,000 something already using your budget or not not required that would fit in my engineering budget so like under $10,000. Well then that's between you and the city manager. But yeah, I would think that would make sense if you're

Well, I just wanted to make sure you think that's a good idea. I want to make sure that that we don't just do that and then forget looking at the existing pieces because even if we eventually end up developing that I still think there's an advantage if we can substitute some of our existing pieces if they qualify because that takes to me that takes the the state's going to want us to move on this and then that takes the time pressure off a little bit. Well, now I'm misunderstanding and I apologize for this. Existing pieces meaning exist.

Let's go back. So So we have to determine when the Second Street park when we it wasn't being used anyways was my understanding. But but when when we took some action that made it not a a recreation use, was that groundbreaking? was that uh was was that opening of the fire station when that was and then we should look at well have we added park space that wasn't designated park space before that time have we added park space and I know we know we know we've added espironza but as you said that's problematic because we it was grant money but have we added other park space and my recollection is and there may have been others but during the general plan update. We did designate certain parcels for park space that weren't designated park space before.

Okay. And I'm saying, well, if that happens to equal or be greater than 79 acres, then why can't we use other park space that we've already designated, but we designated after the other other piece was ruined or whatever you want to call it, the use was changed. Yeah. The designated park space has to be new. Correct. Okay. New. But it'll be new since then, right? Not new since today. New since new since we It can't be on an existing park. It can't be an amenity added to a new park.

But existing at what time? Why does it have to be from now? Why can't it be from when we we the city took the other one out of circulation? If Second Street Park is here and in 2019 we do something that takes it out of circulation and now we find out we weren't supposed to do that and if we're going to do that we need to add new but it's new since 2019. It's not new from today cuz we've added some park since 2019. Okay. Or haven't we? That's council member. I don't know that we can answer your questions and see till we see the grant language and the regulations.

I'm not asking to answer the question. I'm asking that we research it. And then that's what I said. I hope that just because we're looking at this other parcel, we don't not research that other possibility. And then that's you said you were confused. So, okay. And then we went back over time. I understand the question and we'll we'll talk about it tomorrow. Um but uh I I think what we're what you're trying to get at is can we take credit for land that we've already designated um after we did the take for the fire station. So,

and and John, I I recall, and I'm sure you do, too, when it was a ballpark there just not that long ago. Did that change the shape of the the the park in any way? Because it was there and now it's not there. And now, well, we took a little bit of the outfield. You took a little bit. and their requirement is you replacing that park, you replace that whole acreage with a park, but you need to add what the fire station did somewhere else.

And and and one last thought, and I'm sure you've all thought about it, but bear with me. Is there anything um that would be a fair trade with the tribe to take just a little sliver off of the side of that park and make it part of the park? Well, the challenge would be that it we'd have to do a covenant on it and we couldn't do it on the trib's property. The covenant's got to be with the state that says just we did a covenant for the amphitheater and we did a covenant for Okato Park. We also did a covenant for Espironza. So, unfortunately, uh they're pretty um emphatic about new monies, new land

as they should be. It would have to be something that it was agreed upon. Respecting Mayor Prom's question, we'll dive deeper in that and make sure there's no caveat that we can get in there. Okay. Thank you. Any further questions, council? Thank you so much. So, that Yeah. So, that concludes this issue. Do we have any people who would like to speak on it, please? Yes, Mayor. The following comment was received for the record, provided to the members of the city council and made available at the entrance for public inspection. Sunshine Herrera expressed her concern related to the downtown dog park project.

Thank you. And that ends our three subjects under study session and we will be going into close session. Mr. City Attorney, will you please read the close session items? U mayor, before we adjourn, I just need to announce that we have one item of anticipated litigation. If there's anybody in the audience would like to in ask a question or make a comment make a comment about that item, they can do so now. If not, we can recess into close session. I see nobody stepping forward. Thank you, sir. We'll see you there.