City Council - Regular Meeting

Yeah. I have it. I'm not very good at using it. Thank you for everybody being here tonight. We will start with a prayer from Councilman Cox, and then Amber Ray will lead us in the pledge. You're praying.

Okay.

That's what I have on my paper, so if she didn't talk to you, then... Let us pray.

Our dear and gracious Heavenly Father, we are so thankful for the opportunity that we have to live in this wonderful community and to be surrounded by wonderful people and we're so thankful for the rain that has blessed this valley and the good that it does and pray that we will receive that that is necessary to sustain life and that we will be wise stewards in that which we do have. We're grateful for one another and grateful for the opportunity that we have to serve and pray that we will do those things that will be best for the community and those around us. We, again, thank thee for our blessings and pray for these things humbly in the name of Jesus Christ. Amen.

States of America, and to the Republic for which it stands, one nation, under God, indivisible, with liberty and justice for all.

Thank you, Robert and Amber. Okay, are there any adjustments to the agenda?

Mayor, I would move that we approve this agenda order for this work meeting on September the 16th. Second.

I have a motion and a second. All in favor? Aye. Any opposed? Okay, great. Nothing under the administrative side, so we'll just jump to our business agenda. So our first one is Karen Scherer is going to share with us our current service levels and mitigation funding status. So, James.

James said he was going to give the prayer.

I didn't even know James was in the audience.

I didn't recognize that suit coat, James. We can add him to the rotation. You guys, you all don't want me doing the prayer. It would be five hours of homelessness statistics. Yeah, okay, thank you all for having me here tonight. I appreciate it. We're gonna go over a few things. I am required by the state to report to the council for our city's mitigation funding. I also really wanted to talk about some of our current service levels, some trends that we are seeing, and then talk a bit about a project we were hoping to get going very soon that will add some additional capacity at our shelter. Okay, so where we stand today, so for those of you who may not be familiar with our services, we are a rural access point for emergency shelter for adults and families, food insecurity, basic needs. We have a drop-in services program, so if you need a meal, if you need a shower, if you need to do laundry, we can help with all of that. We actually did 45,000 meals in our shelter last year. How many? 45,000, and about 15,000 of those were for people that were not in our shelter program, so just community members that came down and had a meal with us. We also provide housing navigation, so if you need some assistance finding housing, it's a little difficult, there's not a lot of housing available right now, especially when we're talking about affordable units, but we'll do our best to help you out. So, in 2025, we had 445 unduplicated individuals in our shelter. We had... Worryingly, 26% of our shelter enrollments were seniors, and that's 55 and over. I am currently writing a grant to try to see if we can help with some senior homeless prevention that is for 62 and older. So I pulled those stats yesterday, and it turned, about 14% of our shelter clients were 62 years or older, and FY26, which just ended in, June 30th. Yeah, June 30th. End of June. This is why I'm not the finance guy. So in the last year, 55% of our shelter residents reported a disability. Many of those are physical disabilities or mental or acute mental health issues. This is not my back hurts, right? This is a long-term disability.

Is that both physical and mental disabilities?

Yeah. So 55, actually I think that 55 is actually medical or physical, and then we had about 45% of our shelter residents report a long-term acute mental health issue. So, Contrary to what we see in a lot of larger municipalities where there's much more sort of drug use and crime may be associated, at least with the image of homelessness, I think in many rural communities and especially in our community, what we're seeing are kind of our most vulnerable community members that are sort of falling into homelessness. Again, one out of every four is 55 or over. If you go into our shelter and you line four people up, one of them's gonna be a senior. Last year in our pantry, we served 1,270 households. That equates to just under 4,000 people total. And we distributed 408,000 pounds of food to the community in 2025. I think we're on track to break that this year. We've seen a lot of new community members that have signed up for pantry services, folks that have never used our services in the past, again, running some data yesterday. In the last year, we've had, Rachel can yell at me if I'm wrong, but 140-ish, seniors, so 62 and over, that signed up for pantry services in the last year. James, are these fiscal year 25 or is this calendar? This is calendar year 25. So 25 to 26, yeah. Well, and on the shelter enrollments, you'll note that in the last, we've had about a 50% increase in the number of shelter, unduplicated shelter residents. since 2023. So it was 297 in 2023. That went up to 345 in 2024. And then in 2025, we were up to 445. A little bit of mitigating factors, if you all remember, 2023 was pandemic era, and there were some things that did constrain our ability to get people into shelter through that year. But yeah, quite an increase over the last three years. So the trend that we are seeing really is more people in greater complexity. By greater complexity, we're talking about more acute medical issues, more acute mental health issues. We're getting a lot of folks with mobility issues and more older adults and people with disabilities kind of across the board. And again, you see that increase kind of over the last three years with shelter enrollment rates.

James, can I ask a question on that? Yeah. Is this similar with the Office of Homeless Services and the continuum of care across the state? Is this similar to what other regions are seeing as well, whether the percentages are the same? Is it similar kinds of trends or is this unusual?

Yeah, well, it is. We have some, so the number of seniors seems to be something that's really like within our local homeless council, so that's Iron, Kane, Garfield, and Beaver counties. Even Washington County is not seeing this the way that our service area is with the number of seniors. So there are some things that are kind of specific to our area or our region, but the general trend is pretty indicative of statewide numbers. I think year over year, We've seen an increase in homelessness. I know the annual point in time count, which is kind of the homelessness census every January, year over year has shown an increase. So by all the metrics that we use, enrollment rates, all of that, homelessness is on the rise. And that's nationwide, but also for Utah. Thank you.

James, just a quick question. Of all these numbers, what percentage of them are transient versus people in our community? that require this from a non-coin basis?

So with most stats, that can be an interesting conversation. The mayor and I actually had a conversation not too long ago about this very topic. So we might wanna talk about people that maybe have ties to the community that grew up here, went away, became homeless, and now wanna come back. Do we count them as local? So there's different things that can factor into that. At what point do you go from transient to resident?

Is it six months, is it a year, is it?

Right, right. Well, and for the state says once you're in Utah, basically it's two weeks, and then you can start signing up for state benefits and stuff like that, right, once you've resided here for two weeks. It is generally probably about 40% Iron County, and then maybe 15% Washington County, 12% Salt Lake-ish area, and then sort of spreads out after that.

Well, I appreciate, because the conversation we had is similar. I think it's important for our community, for us to be transparent with, is we accepted this idea of us being the regional shelter city, right? That what are the benefits and potential challenges that that brings? And as a community, the community needs to understand what that is, and I think it's a very fair discussion that I agree that I'd love as much data as you can continue to figure out how to get on that to make sure that, because the reason I lean into that question is if there are people, if they're from here, to me if they have connections here, they grew up here, their families are here, I'm more comfortable with us saying, yeah, let's figure out how to make sure we take care of our people. But if we're being used, then that, to me, I feel like is a little questionable on if that's the place that we want.

Well, it doesn't mitigate the need that those people from our side of our area have, but it does make a difference, right? It does make a big difference. To you guys, it's got to be transparent, I guess. But... I mean, there's gotta be ways to kinda focus on our community and see how we can reduce those numbers.

James, just for educational purposes, is there a term for a city where people seem to tend to gravitate to because they know there's good services? I don't wanna call it something that is not. Is there a term for that that you know of in your industry?

Not really. It's not the field of dreams? No, no, no. It is a very difficult question because Cedar City is expanding. We are growing. We are on the I-15 corridor. People are going to come here. I don't know if you've been down to St. George in the summertime, but I'm not going into that 110 degree weather, right? So we get folks that come up for the summer. Maybe they leave in the winter. It's much less fun to be homeless when it's freezing cold and snowing outside. Although people are remaining more year round, that's a trend we've seen over the last few years is we do have folks that aren't leaving the area even when weather gets inclement. I don't know if it's quite a if you build it, they will come situation. Cedar City is not necessarily a destination place for homeless people. Occasionally, sometimes that is something that happens a little bit, but people are going to Salt Lake, LA, San Francisco, way more than they're coming here.

I just had one last question on this subject. In any of your funding or grants, any of that kind of stuff, is that ever a question that's asked? Like what percentage of people are local versus you think transient? Does that even come up when it comes on the funding side of things?

No. So largely in... So our funding is largely state, of the government funding we have, is largely state funding. And they really look at, so they have a formula that takes into account population density, housing cost burden, service rates, which is where that would kind of factor in. But they're looking really at like aggregate data. They're not really looking at specific numbers of where somebody comes from.

So this is an informal, in my mind, math, but I do homeless counts with you guys, and 80% of statistics are made up on the spot, so take that for what you will. I'm a data nerd.

I'm pretty, I like to be very transparent about data, which is why with Waldo's question, you hear 400 homeless students in the Iron County system, right? That sounds... But most of them are on a couch with their uncles in the home. But many of them are doubled up because they report to the McKinney-Vento program, and their data and their funding has different requirements than my data or funding. We count people that are literally either in a shelter fleeing domestic violence or they are living in a place not fit for human habitation. So it's not when you compare rates. Sometimes it's not apples to apples, and frankly, yeah, a lot of the data's made up on the spot sometimes.

So my point is that most of the people that I've encountered doing that with you for the last three or so years, about half of them have a tie here, and about half of them were going somewhere and got stuck here. They're on their way to somewhere, and so the ones that we've talked to in that process, that's kind of the two at least that I've seen.

Yeah, and so I love this conversation because part of it is how do we get resources to kind of mitigate the effect of homeless folks coming into our community, right? There are a lot of times where I have somebody who's coming through and maybe they need new tires for their car or they need a car repair or they need a bus ticket and there's not really funding for those types of things. In our community, so domestic violence is the largest cause for women and families to fall into homelessness. Studies range, in our community, it's about 60% of women and families that come to our shelter. Domestic violence is a direct precursor to their episode of homelessness, right?

Not to beat a dead horse, but case in point, there was a guy at the canyon that kind of crashed his RV, and he needs a welder. Now that the stock show's over, I might be able to take a generator up there and help him weld it up so he can get to his kids. I mean, he was up there in a wrecked RV because he couldn't fix it. So anyway.

So with domestic violence, right, so we partner with Canyon Creek Services, they're a fantastic organization, we love them. We get a lot of people fleeing domestic violence in our shelter as well. A lot of times people, I mean this is not a very large community and if you are a victim of domestic violence, it can be very hard to reestablish yourself in a community, especially if your abuser is in the community. There are many times where we could get somebody out of town and safe with mom back east or wherever, but largely it's very hard to procure funding for those types of things. But I think this is a great conversation because this, Not only do we need to expand our shelter and some of our services to meet need, but I think there's a lot of discussions about how we can mitigate people falling into homelessness or help people who are in homelessness get to communities where they do have a support network. So I do appreciate the conversation.

Or get them out of homelessness.

Or get them out of homelessness, yeah, absolutely.

Or get them to where there's a support system.

Yeah, yeah, yeah.

Because that helps them get out.

You know, all of the data all of the data says that if you can keep people, like homelessness is a traumatic thing. I was homeless as a teenager in Oakland, California. It was not a fun time. If we can keep people from falling into homelessness, that's the best option. If we can minimize the amount of time they spend homelessness, that is like second best and especially the way we do that is by getting people into support networks and getting them reintegrated into the community. Okay, so I wanted to highlight a few things. So one of the things that the city's mitigation funding is really designed to do is to kind of mitigate the impact of having a shelter on the community. We'll talk a little bit about specifically how we use that funding, but I really wanna highlight that this is like a community working together. We've had some projects that we've done with the city and with Cedar City Police Department recently that I think have made a pretty good impact on our neighborhood down there. One is that the city council passed an ordinance prohibiting parking on 900 North past the shelter area there between 8 p.m. and 6 a.m. Those hours were picked so that folks that are not in shelters still can come down, get dinner, engage in services, get connected to resources, but then sort of mitigate an issue we had with overnight camping.

But not congregate and cause...

Yeah, so the overnight restrictions have worked tremendously well on discouraging long-term vehicle parking and street camping. We have nobody camping down at the end of that street now. The clients have all abided by the ordinance. Sometimes with a little bit of grumbles, but we basically said, hey, this is what we have to do.

You blame us.

Well, that's right. We'll take that one. Well, we kind of sell it to them as in if you want to be able to access services, then we have to make sure that the neighborhood stays looking nice and that we are good stewards of the land and all of that. There's been some environmental improvements at the end of the street. The trees and bushes at the dead end of 900 North along that drainage ditch there, all of that has been cleared out. Unfortunately, we did notice some people were trying to sort of set up camps back there. So all of that's been cleaned out. So we have no camping, no random people walking around at 3 a.m. up to nefarious things. So we are thankful of that. You know, one of the things we also take very seriously is the safety of our residents in shelter, right? So we absolutely do not want courtesy, counter to some Facebook posts you may have seen, we do not invite criminals to hang out in our shelter all day long. That's not what we're doing.

So that was one question I had. When I was on the board of Canyon Creek, we were, really careful with the People that we had in the in the shelter for security reasons and so forth. So how do you manage? When you have such a high percentage of the people that use the services the security of those people that have gotten there as a result of domestic violence and

So our building is secure. You have to have a FOB to get in or out. The door is manned by staff or security, so everybody, like when people go out, even if they just go outside to smoke for five minutes and they come back in, we do a pocket check, we do bag checks. But nobody gains access to the building without being let in by a staff member or security. So we control access points for the whole building. Okay, so and then over the past little while, we've had some community groups that have come out and done street cleanups for us. We did have some volunteers from Church in the Park and Henry's Place. I believe we were having a group from Mountain America or something, are coming down to clean up the grounds and do some street cleanup for us. So we're trying to make sure that that street stays clean and a safe and inviting place to be. And I'll just say, the goal is really not just enforcement. Part of the city's mitigation funding is that you, cities have to have a camping ordinance, they have to discourage and mitigate, congregate camping in different areas. And we don't have a lot of that in town. We do have some up the canyon, Three Peaks, some of the BLM land. We have some spots where people do camp. But we have worked collaboratively with Cedar City Police Department to make sure that we're discouraging that, our folks are following city ordinances. And it really is like not just enforcement, but the emphasis is on coordinated management. So it's not, you push people, you can't camp here, you push them somewhere else. It's like when you're sweeping your floor and you're just, but you're never actually doing something to alleviate the issue. So the goal really is to get people into coordinated services, whether that's here or in another municipality where we can kind of empower them to be more self-sufficient and kind of live their best life. Okay, so the most fun part, budget. So our city's mitigation allocation for FY27 is a little over $100,000. This is a breakdown of how we spend it, and it really kind of represents that mix between safety, security, and supportive services. So we use some funding to pay for coordinated entry community case manager. Coordinated entry is just a fancy term meaning access to the emergency response system. Anybody in the community and literally anybody housed, unhoused can come to us and meet with our case manager and if If they need assistance, we will help them. If it's not assistance our organization provides, we will connect them with another organization that does. We help people apply for benefits. We do all of that kind of stuff. So that is One portion of it, about half-ish, a little less than half, the other half goes to a contracted security company. When we initially got mitigation funding over the course of the first, I think that was 2023, we saw an almost immediate 42% reduction in the number of calls we were making to Cedar City Police, for assistance with difficult clients. We have remained at that level pretty much for the subsequent years. At this point, Plus or minus a couple of points each quarter, 70% of our emergency response calls are for medical emergencies or mental health emergencies that require a professional, right? We are not doctors or EMTs, so we do have to call in those situations, but largely our calls for service are to help people with a mental health emergency or a medical emergency. And Waldo, again, to your question, that pays for security that controls access points. They monitor the property. They help de-escalate when we have clients that are upset. They coordinate with law enforcement. They do patrol not just our grounds, but they do check the area to make sure it's safe and that there's nothing going on. Okay, so our plan then, looking at the data, who we're serving, the number of people we're serving, we are trying to build a micro-shelter project. So this would be six duplex units. It would add 12 beds to our local response system. The state decided they were tired of giving communities a bunch of money to give to hotels for winter overflow. I'm sure the hotels loved it, but it didn't do anything to really strengthen our emergency response system. It wasn't ideal because if you put somebody in a hotel across town in the middle of winter, they are then siloed, right? So they are not going to be engaging in services. They're not gonna be close to us where we can monitor them and get them connected to resources. So the state has decided to put some of that funding into building more permanent solutions to winter response. We applied for and won a chunk of money from that grant. So this is our goal is to build not just winter capacity, but this will be year-round capacity. This will also be capacity that works for seniors or folks with mobility issues. Our current shelter is two stories, anybody who's been inside it. First, if we need to put a bunch of cots up in winter, there's no place to put them. We've got several dorms that are upstairs. So if we have folks with mobility issues or seniors, they can't get in the top bunks, they can't go upstairs. So this really allows us to be more accessible for kind of the population that are really utilizing our services. And it gives us a chance for them to be onsite so they have access to all of our resources.

Is there like, let's say you put these six duplex units in there and as we were talking before, you've got showers and bathrooms and all of that kind of good stuff. Is there a time limit? I mean, how do you process people so it doesn't become like, hey, you know what's nice? Cedar City, they got these, you know?

Right, right. Yeah. I have found that the best way to, so accountability is like a thing, right? Supporting people, empowering people is not the absence of accountability. We hold people accountable for how long they get to stay in shelter, all of that, essentially through our supportive services. So largely it's case management. So everybody who comes in, If they're going to stay within seven days, they have to have a case plan, so they have to meet with a case worker and begin coming up with a plan for how, essentially how they're gonna move on to the next step. And that next step can be very different depending on the person, right, or what their individual needs are, but they are required to go through that process. You know, if it starts getting several days out past that deadline and they're not providing, you know, they're not meeting with us, they're not engaging in the program, then that's kind of how we determine stay. The other thing is it's a little bit tricky to say we're gonna do 30 days full stop, right? If we get a senior who's disabled and they come to us, it's very difficult to house them in a place that's accessible, that meets their needs. It's very difficult to find housing for them if they are on a fixed income, SSI, SSDI. It can take six eight months sometimes to house somebody because it's just more difficult to find a place that's appropriate for them so shelter stays really kind of are individualized based on the case plan assessments we aim for 30-ish days with most people But it really kind of depends on what situation they're in and what care they need. And, you know, if we get somebody that comes in and they need to get into mental health services, how long does it take for a bed to open up for us to transfer them to another program? So there's quite a few factors involved, but it's, for it to go, our average length of stay is about 45 days. 45. But that, you know, you've got outliers on both sides.

Great.

Thank you.

I'll talk to you later about my next thought.

We can work on those details in committees and otherwise and nothing we can resolve in this Senate.

So on that note with this new micro shelter development, we are planning a groundbreaking ceremony on October 22nd at 11 a.m. Everybody in this room is invited. We do hope you'll show up. It will hopefully be a pretty big celebration for us. October 22nd. October 22nd, 11 a.m. I know that we'll have some folks from the governor's office, some folks from the Office of Homeless Services, some of the donors from the project from different businesses in town. But we would love to have the whole community.

Mr. Jett and I are actually speaking next week about this. What is it?

Southern Utah Homeless Summit. This is the 22nd annual Utah Homeless Conference or Homeless Summit. This year, they've decided instead of making everybody drive to Salt Lake, it turns out there are other areas in the state of Utah, like south of Nephi. So they are now doing three regional conferences. Yes, and Carter and I will be presenting on the Local Homeless Council and this amazing collaborative community that we're in. We are honestly the envy of quite a few places. The state is looking at our community kind of as a model of how collaboration and resource sharing and community support works. Yeah, I'll just say partnership is the strategy and I think that's kind of what the state is trying to learn from us, interestingly enough. I think in rural communities and especially in our community, collaboration is not an enhancement to the strategy, it really is the strategy. It's just the way we do things here. But with that, I will leave off. Just a big thank you to Cedar City and especially to Chief Adams and CCPD. They are great code enforcement. Officer Vasquez gets high marks from my team all the time, so we appreciate it.

One closing comment. I just wanted to say that three council members up here have all had the honor of serving as chair of the local homeless council. And I want to say, for me, I can't speak for them. One of the most rewarding experiences I've had because of what you just said, very collaborative, supportive community of dedicated folks wanting to try and help in any way they can. So I thank you for your service, James, and all you do.

Thank you.

Councilman Schmidt.

James, on this money that you're getting, and I need to disclose, I'm actually working and helping them on this project coming out. Kent, you and Jonathan, if at all possible, we need to expedite a few of these things so we can get these things in the ground and get it going. We've got some road breaks we gotta put in, we got some street cuts, water lines and stuff that we have to get going and so we're going to be asking for a groundbreaking that's gonna allow us to do a bunch of grading so that we don't get caught in the middle of the winter. We don't wanna start at the end of October we need to start this as soon as possible. All pro is the general contractor on this and so if we could at least get a grading permit so that we can get some of these things out of the street, get the gradings done as soon as possible because we're really under a crunch timeframe.

Thank you, Carter.

You let me know who I need to talk to, and I'll do it.

We do need to get permission from the property owner that is right next to you, just to the west. I think that's the women's crisis people. It's Southwest Behavioral Loans. We just need permission there to access through their property. We're good on that. Okay, so the other stuff, we just need to, we need to get this permit so we can get going.

No, my end remark on this, Mayor, is it goes along a lot along with what Councilman Phillips had to say. You know, being on this committee, in our lives, we each have our own passions and things that we choose to do, and there are people in this town that this is the passion they've chose to take on, and I'm so grateful for that, because it's not something that I see and deal with in my everyday life, right? There are people in this town who this is what they care about the most, and this is their every day. They wake up, they eat, sleep, and drink helping homeless people, and it's so awesome to see that we have people that do that so that the rest of us can enjoy our city, and we each take our own turn at certain things, and yeah, we have some amazing people in this town.

Thank you. Thank you, James. Thank you. Thank you, James. Thank you so much.

Okay, number two is to consider the appointments to our newly created Cedar City Cares Committee, so Pam Brannan, Tim Marriott, Craig Corey, and Cleve Weaver as the citizens' appointments, and then Councilman Schmidt, as we talked about last week, will serve as the.

Mayor, I have a request for two other people, but do I need to talk to you later about that?

Well, so the bylaws you passed have five, Now, there's a lot of people that will get engaged in this organization, subcommittees.

These are city staff members?

Oh, yeah. So city staff, we can talk about who to help support the organization from a staff standpoint.

Yes.

Yeah, but that's just something we can talk through administratively.

I'll get with you later, but there's two that we need. Okay. Any of these people here?

No, I've talked to all of them. They've all accepted it. But each of them had commitments for a variety of things.

I just don't know Tim or Pam.

So Tim lives out in the Iron Springs area by the elementary school. He works for the school district. Okay.

Can you give us a little brief on each one of them?

So Pam's the only one that I don't know really well. She works at the university. I asked Mindy Benson, President Benson, to, okay, you probably know more about Pam than I do.

Yep. Yeah. She's over all the volunteer student activities and everything at the university when, like they just went to Beaver and did a whole day of service. Yeah, I saw that. That's out of Pam's office. Pam coordinates all of that stuff and the whole pantry and everything else. This would be a great fit for her.

So in general, the way I approach this and these appointments was I tried to identify the three largest employers. So, the university, the school district, and IHC. And to get it started, I thought it would be good to have somebody from those organizations kind of represent, because they'll help the largest number of people have access to get them involved to kind of launch it. The bylaws, of course, didn't require any member from any organization, but I thought that would be a good way to approach it in the beginning. So that's where those three. So Craig Corey works at the hospital. He's the one that Jameson recommended there from CFO, isn't he?

Yeah. Okay. Mayor, with that, I move that we put that on consent. Second. Second.

I have a motion and a second. All in favor? Aye. Any opposed? Great, thank you. I am super excited for that organization to kick off. I think it's gonna do good things. All right, Jeff.

Hi, Jeff Leonard, Wastewater Treatment Plant Superintendent. I'm here for you to consider the purchase of a roll-off truck for us. The roll-off truck is used to transport the biosolids to the landfill. We make 10 tons of biosolids a day. That fills a 30-yard roll-off. So we have to take a truck to the landfill every day. And there's constraints at the landfill, too. We have to be there before noon and not deliver after noon.

Yeah, I've personally learned one thing. If I'm at the landfill and I see that truck roll up, I get out of there.

You do not want to be there.

Is this a brand new truck?

This is a brand new truck. We have $260,000 in the budget, and we selected the Premier Truck Group truck, which is a little bit more than the second lowest because the Premier Truck Group truck has a Cummings engine. Fleet has asked us to help standardize their fleet by picking the Cummings engine because they have specialized tools for that already. They have training on it. And it's so common, you get parts cheaper. Plus we have a part source for Cummings here in Cedar City. So they've asked us to go that route.

Good job being that low on your budget.

Nate, thanks. This is the total, this is the total outfit, the roll-off, everything? Roll-off, everything.

Jeff, what's going to happen to the old vehicle?

The old truck goes to the street department, and the street department will use it as their backup, and if we need it as a backup, we'll be able to take it.

Yeah, perfect. Mayor, I think it's great, and the prices are close enough, but I'm a big fan of Cummins Motors. They can work on them right here. Steve can work on them, no problem. Keep your parts, and it has a better suspension system anyway. So I make a motion to put this on consent for next week.

I have a motion and a second. All in favor? Aye. Any opposed? Great.

Thank you, Jeff.

Next one is a public hearing to consider resolution approving budget amendments for 26-27.

She's always good at making nice PowerPoints.

I know. You're going to make me blush. So we're at the first quarter budget adjustment. It's that time of year already. So the first one we have is concerning the police department. And we had revenue, grant revenue from last year that wasn't spent. You'll see that dealt with later in the fund balance policy. It'll mention that. So this is for in-car equipment for $12,000.

Okay, and this is coming to us because the grant came in after the budget process?

No, it came in last year.

Oh, and it just wasn't utilized. It just wasn't used. Right. Okay.

It's a rollover. So are we going to use it? Yeah. Yeah, for cameras. Yeah. That's what we're buying with it is the camera. In-car.

In-car cameras is what we're doing.

So the next one is also the police department. Revenue from the overtime reimbursement and then it's gonna be going to the DUI shifts and the Office of Medical Examiners call outs and it's a reimbursement from the state. So we've got the money, we just need to put it back in the budget. And the third one is also from the police department. And as you can see, there's different items that we've gotten reimbursement for that we need to put the money back into the budget.

Oh, so this is the revenue. The other ones were the expenditure side. This is where that revenue, where all that's coming from.

Yes.

Gotcha.

So I've listed the revenue first and then the items that we're approving the expenditures for. Okay. and the task force. They've got revenue last year, they had an issue with finding the cameras and the order was canceled for whatever reason, I don't know. And so they were unable to purchase it last year, so they're gonna purchase them this year.

So we have found the product? I mean, we found the cameras, we're good to go?

Yes. And this is from the Fire Department. This is revenue from the Capital Improvement Fund. As you know, from, was it last week?

Last week, yeah, the masticator.

We talked about the masticator. And this is that budget adjustment for that. Fire has gotten reimbursements for their supplemental fire suppression, and they're asking that some of that money be put in overtime, and then the other part of it be put in the capital improvement fund for earmarked for their expenditures.

I'm great for that. Them fire guys, they make their money.

Yes, they do.

Yeah, keep coming. Keep coaching.

So this is a transfer, really, from one project to the next. We're taking revenue from the 3000 North project, which is in this year's budget, and we're putting it in the chlorinization system for the wells, for the Quichapa Well Rehab and the Power Studies. And Jonathan's here if you want to ask questions.

This is a portion of the pod. Are you hiding, Jonathan?

This is the portion of the project to rehab all four of those wells out there that has to be done between basically now and April-ish.

So these have to be done before the big project?

Yeah, we have a short window to do it.

We don't have a choice. Yeah, the chlorination is a mandate, right? And the revenue from the 3000 North project, that actually started out in the 25, it was new in the 25-26 budget. Wasn't it a rollover this year also? We didn't add...

We did add money in this current fiscal year to the project. What the idea is is we'll backfill the 3000 North project once we do the bonding for the larger project. Gotcha. So we need to get started on the rehab.

Is this the project that you did put out a request for qualifications and only got back one or two or so? Yes. So now my understanding we're putting it out for open bid?

Yes.

And when will that be due?

At the end of September. So we'll have it for the first round of meetings in October.

Cool. Good deal. Thank you. Thank you, Jonathan. Thank you.

Then we have the storm drain fund. Revenue from the detention basin is going to be moved over to the Nichols Canyon Road and Canyon Ranch Drive storm drains, and that's also a Jonathan project.

Yeah, do we know about this project? I'm sorry, Jonathan. Go ahead, Paul.

There used to be a Melling substation, power substation, where 600 South runs into I-15.

You mean where the bridge is?

It's on the south side of the bridge. Utah Power and Light Company, now Rocky Mountain Power, owned the corner of that property. And there used to be a substation there. It was long ago decommissioned. We budgeted some money many years ago to try to buy it from them. with the intention of putting a storm drain basin in there so we could slow down a bunch of storm water before it kept going down the line. We were never able to complete the purchase from Rocky Mountain Power. Our understanding of that property is no longer owned by Rocky Mountain, but Imlay probably bought it. So we're going to repurpose this money to Nichols Canyon. It's the northwest side of that intersection. where we have to raise the existing storm drain detention basin that was there forever when the freeway used to have the off-ramp there. That's the last part of our contract with SITLA to get free title to all that property is we have to raise that up.

Are you going to fill the whole end at the top?

Yep, we're going to fill the whole end. And there's a couple of storm drain improvements we have to do before we can fill the whole end.

That's the one on the northwest corner.

Northwest, yeah.

Across from the new pane.

Councilman Wilkie.

So we're taking $74,100 from that other. How much was total was budgeted for that detention basin property that we never purchased?

I don't have that number, but I can get it for you.

That'd be curious to see how much is sitting there.

It wasn't much more.

Okay, this is most of it?

This is probably, this is the vast majority of it.

Okay.

Yeah, it was $75,000.

I was hoping you were going to tell us you'd found some old project.

It was $75,000, so we have $900 left. Sweet, never mind then.

I was hoping this was some, you know, million-dollar project we budgeted years ago and never did. No.

Okay, excellent.

So we have a public works facility fund. We got revenue from the rotary to do a service project and they're just putting the money back into the expenditure where they took the supplies from. And that's it.

No questions. Very well done. Yep. Thank you.

Entertain a motion. Oh, sorry. We've got to have the public hearing first. Unless there's any questions from council. No. If not, I'll open the public hearing. Anybody that would like to speak to our budget adjustments, you're welcome to.

And no, you can't have the $900. Technically, it's there.

Seeing none, I will close the public hearing and entertain a motion.

Mayor, I would move that we put this item on action for next week as it is a resolution. Second.

Motion and a second by Councilman Schmidt. All in favor? Aye. Any opposed? Fantastic. Next one is to consider resolution adopting Cedar City fund balance and reserve policy.

This is fun.

So tonight we have the fund balance policy. I've been eagerly awaiting this night. Here are the council action steps that I'd like the council to consider. As you can see, there's three.

we can do that.

So let's talk about the overall policy framework. Tonight I'm presenting the proposed fund balance policy for Cedar City. The purpose of this policy is fairly simple. We want to make it sure that the city maintains an appropriate financial cushion so we can continue providing essential services when unexpected things happen. This policy gives us a consistent framework for determining how much we should maintain in reserves, when those reserves can be used, and what we should do if our balances fall below our targets. In simple terms, fund balance is the financial cushion within a governmental fund. But it's important to understand that not all fund balance is available to the city to spend on whatever it chooses. Some amounts are restricted by law or outside requirements. Other amounts may be committed or assigned for specific purposes. So when we talk about maintaining reserves, we're talking about maintaining financial flexibility while also recognizing the different portions of fund balance that have different There are several reasons why we need reserves. First, emergency as a national disasters can create significant and immediate expenses. We also need protection against unexpected revenue shortfalls or economic downturns. And they always happen, we know they do. We can always expect one on the horizon. And finally, reserves give us some flexibility when unexpected capital or infrastructure needs arise. The overall goal is continuity of service. If something unexpected happens, we don't want the first response to be an immediate reduction in essential city services. We will talk about the general fund reserve balance first, which is our nest egg. The general fund is the primary focus of this policy. The proposed policy establishes a reserve target of 25% of the current year general fund revenues. Another way to look at this is for every dollar of general fund revenue, we're targeting approximately 25 cents as financial cushion. This is a policy target. It's not saying that the city can't save more than 25%. Utah law establishes a higher statutory limit, which we will discuss on the next slide. The 25% target is intended to give Cedar City a reasonable level of financial protection while still allowing the city to use its resources for current services and plan needs. It's important that our policy work within the Utah law. Utah code addresses accumulated general fund balance and establishes a statutory limit based on current period general fund revenues. The statute also identifies circumstances in which general fund balance may be used. So our policy isn't replacing state law, instead it's establishing Cedar City's own financial standard within the requirements of state law. Our proposed 25% target is therefore a policy choice that provides a cushion below the statutory maximum. Policy also establishes some basic principles for when the reserves can be used. What we don't want to do is routinely use reserves to pay for reoccurring operating expenses. If we consistently use reserves to balance the operating budget, that can indicate that revenues and ongoing expenditures are structurally out of balance, which is not good. The policy also recognizes that we shouldn't solve a short-term budget problem by unnecessarily delaying maintenance or investment in our own infrastructure and other assets. So what if the general fund falls below 25%? It doesn't mean that the city has failed or that we have to take immediate drastic cuts. Instead, the city manager and the finance director will develop a financial plan to restore the balance The plan would come before the city council as part of the budget process. The goal is to restore the reserve to the minimum target within three fiscal years while taking into account the city's overall financial condition. And importantly, progress would be reported to the council annually. This gives us a plan before we actually have a financial problem rather than trying to develop one after the fact. This slide's really interesting. It gives us a look at our fund balance over the past 10 years from 2016 through 2025. You can see in 2025, we reached approximately 15.1 million, which represents about 42% of the revenues. So that's why we did the budget adjustment last year to transfer the 5 million to capital improvement funds to use it there. This policy gives the council and the public a clear understanding of why we maintain reserves and how those reserves support the city's long-term financial stability. So just a short mention about the capital projects reserve project or fund. The capital projects fund has a different purpose so it has a different reserve target. So the proposed policy establishes a target equal to 50% of the average annual expenditures of the capital projects fund over the previous 10 years. The ideal is to have some financial capacity available when unexpected capital needs arise or when projects experience significant changes or unexpected costs. Routine life cycle replacement should be anticipated and included in the city's normal capital planning and budgeting rather than relying on reserves every time an asset needs to be replaced. Let's talk about the enterprise funds reserve target. Enterprise funds are vastly different from the general fund because they intend to operate more like business activities and generally recover their costs through fees and charges. For these funds, the policy establishes an operating reserve target equal to 180 days or approximately six months of operating expenses. If an enterprise fund cannot reasonably meet the target, the policy requires an annual review and a plan to improve the financial position rather than simply ignoring the shortfall. So in conclusion, what does the policy actually accomplish for Cedar City? First, it accomplished a consistent financial standard. It establishes a clear expectations for how we should maintain in reserves and what reserves are intended to accomplish. It helps protect essential services when the city encounters an unexpected financial challenge. It also improves long-term planning because we are simply not looking at whether we have money today. We're looking at whether we have enough financial capacity to deal with tomorrow's needs as well. And perhaps most importantly, it creates transparency. Council staff and the public can understand why the city maintains reserves and what circumstances would justify using them. What we're asking council is to adopt the fund balance policy next week. Once adopted, the policy will provide a framework for managing the reserves going forward. And the fund balance levels will be reviewed annually. And if it falls below a minimum target, the policy provides a process for developing a recovery plan. The important thing to note is this isn't intended to restrict council's authority over the budget, not by any means. It's actually to help give you a guideline and a framework when making those budget decisions. Are there any questions?

Waldo. Yep. I think this is brilliant, by the way, Terry. Not only do I appreciate the way you put these complex things into real layman's terms so that a mere mortal like I can understand it, but also the thought process that went through it. So you, your staff, and Paul as the city manager, I'm sure he had a lot of input This is terrific in my opinion. And I know we have to vote on it next week. But there's just one suggestion I wanna make. I think it was like four or five slides back where if we get cattywampus with the reserves that there will be a plan that will be developed and discussed and then presented to the council by the finance director and the city manager. I would like to make sure that the mayor is an integral part of that discussion before it comes to the city council. I think his input as the key representative of the taxpayers as an elected official is very important to this process. Would you consider putting that in there?

Absolutely, I think that's a great suggestion and I'll make the make the change And you know mayor I hope you don't mind that I'm throwing you under the bus on this one makes sense because our the ordinance talks about how the Budget comes through the mayor anyway, so it makes sense to align that language to match the current process.

That's what I thought, and I think, I mean, the way the budget process went this year, I wasn't here before on other ones, but this was painless, in my opinion, the way you guys presented that budget. So, Great, put another thing on your calendar.

I just want to echo Councilman DeLong's comments. I think the presentation was excellent and I appreciate what Ms. Marsh is doing for us in terms of getting this information in a timely fashion, allowing us to see where we are. I guess my only question would be, I'm pretty confident where I know over the years where our general fund is and where our capital improvement fund is, where I'm less clear is on our enterprise funds. I don't know how many of them fall within the criteria that you're spelling out here and which ones need to be addressed and don't need to be addressed. So maybe a little more clarity on that down the road. I don't think it should change the policy, but it would help us have more information on the enterprise funds.

So I was going to mention one thing coming down the road that you approved in this year's budget that's already out and being worked on is the review of all of your enterprise funds charges and fees. Right. So that information is going to come back to you, shoot, Jonathan left, probably in the next two, three months. And I think that will fill in that piece of the picture for you.

Yeah, I'm not saying that the policy that's outlined is not the correct one. I just want to have more information to fill into that policy.

Good feedback. Councilman Wilkie.

So, and you may have specified this, and maybe I just missed it, but so is your proposal, Terry, that only if we get above the 35%, like we did this year, that we would move the money over to the capital? Or if we got above 25%, that then we would move anything over 25% over? 25, right?

25% is our minimum. Oh, that's a minimum. It's not our maximum.

Well, the maximum is set by the state, which is 35%.

And so that's why we transferred the money to the capital improvements fund.

We can choose if it's between that 25 and 35, whether we leave it there or whether we move it.

So that was my question. So the policy doesn't state, obviously above 35 it has to move. But anywhere between 25 and 35 will make the decision together on, hey, we're at 32, let's move this or whatever.

Yes, that's up to council.

Okay. Great question, Carter.

Any other questions from council?

No. Mayor, I would move that we put this item on action.

Since this one is a money one, I'm just going to make sure. Is there anybody that came tonight to talk about this? I'm always open to public putting input on the work meeting if there is. Okay.

If not, motion. I would move that we put this on action for next week.

Second. I think Councilman Cox beat you all. You were trying to get into minutes. All in favor?

Aye.

Any opposed?

Actually, he should be the one to second it because he's the only accountant here, right?

Last one is to consider the installation of four-way stop at the intersection of Cody Drive and Legacy Ave. Before I turn it to Kent, it is interesting because we were talking of is this something that council should really have to decide on or can engineers just make a decision if a stop sign is needed or not? And our current policy or ordinance requires you to decide if a stop sign goes in anywhere in our city. That's good.

We have to hear about it a lot.

So I agree that I think this is one that, well, I think it's one that you can still move forward. But if, If an engineer decides there should be one, I don't know why we need to decide if a stop sign should go in or not.

We'll just scratch off our phone number.

So we're adding that to the ordinances to maybe look at, is this really an issue that every stop sign should be approved by council or not? I don't know.

Well, we use the same criteria to determine if there is one, right? We do traffic studies and go through the whole process.

It's an engineering question. Sometimes you can add an extra one that an engineer might not think is necessary because public says, hey, I want to slow down traffic in this neighborhood, and we agree.

And so we could initiate a traffic study and run it through the process, right?

Or just say we want one.

But if it does come an issue and the public has concerns one way or the other, they're going to come to the council. And we can eliminate one or grab one. We encourage that.

So this one started because of a public that there's some here tonight that called me and asked about it. And we went through the process to have Kent evaluate it with engineering standards.

I recognize some of that public.

And here we are, so Kent, do you want to give us your thoughts on this stop sign? Can you make this a little bigger, Kent?

Well, first I wanted to give you kind of an overall view of where this intersection is in case anyone's not familiar. So we have Cove Drive here, Cody Drive coming up from Cross Hollow. So this is east of Cove Drive, this intersection right here, if you could see my pointer.

This is the one that People that lived there brought a couple months ago, I think, talking about this.

It's been in the works for a couple of years.

But who's counting? So now zooming into the intersection here, this is kind of the situation as we're seeing it. So we went out, we looked at really the controlling factor here is sight distance. There's a lot of traffic there, and sight distance isn't great. So let's look first at the north leg. So there's a stop sign on the southbound approach here, that north leg, and also on the northbound approach. Stop sign right here. Cody Drive currently does not have to stop. So on this north leg, as you look here in the northwest quadrant, so if I'm pulled up to the stop sign and I'm looking to my right, there's pretty good sight distance. You can see down the road a considerable distance right here. There's not really an issue with the sight distance looking to the west as you approach, come up to the stop sign on that approach. Looking to the east is a little more challenging. Depending on what vehicle you're driving, how high your eye is above the pavement, this may be more or less easy to see up the street than what you see right here. But you can see, and there's a block fence right in here. There's cars that park on the road from time to time. But this isn't bad, really, but it's not great either. Let's look at the other leg of the intersection, though. The other leg of the intersection, if you pull up here and you're looking to the right, Once again, we have good sight distance looking to the right. That's not a problem. Looking to the left is a whole different matter. That's what this photo in the bottom left is showing us. Yeah, when I went out there and drove through this intersection a few times looking at it myself before one of our staff put together the information you see here, I was... actually surprised when I got there at how bad it is. I found myself creeping out, I was almost at the center of the road, I think, before I felt like I could finally go to get across. It is very, very poor there. So we've noted on here A measurement that we made on, and this depends once again on how high your eye height is above the pavement and where exactly you're stopped out here, but we measured a sight distance to a vehicle in the center of the approaching lane here of about 167 feet looking to the left. whereas on the other approach, we were up around 321 feet. So let's take a look here, if I can, where's the rest of my,

That one's only two pages.

Okay. My other sheets got lost. I don't know where they are. But I can kind of walk you through it. So the amount of sight distance we need is based on the design speed of the roadway. Which for this roadway, I would set that at 30 miles per hour. This posted speed limit is 25. You would typically want to design for a little over that. And certainly with this being a continuous wide our speeds do tend to exceed 25 miles per hour. So looking at 30 miles per hour as the design speed, for this movement right here, we should have about 335 feet of sight distance.

You got half that.

We have 167. So we're at half. Yeah, it's not good. It's very bad. You look at the other leg, we're actually pretty marginal there. We're showing 321. That's at least in the ballpark. of the 335, but it is still kind of marginal on that site distance. That one in and of itself may not be sufficient justification for the four-way stop, but this one here definitely is. So that was kind of the conclusion we came to. You know, looking to the right here, you really need, you know, if someone were trying to make a left turn out, looking to the right, you need about 290. We've got way over that, right? That 290 is about what you need as well to just make a straight across movement. Once again, we're far short on this one here. So based on what we looked at, we would recommend that an all-way stop be installed at this location. Of course, we would want to make sure we put advanced signage in from there, including perhaps some temporary signage that draws attention to that for a while. But yeah, we would recommend that installation here.

Okay, so that's the summary recommended. Any questions for Kent from the council?

I have one question. And it appears to be from the photographs I can tell, because Cody Drive, you know, can be very steep as you go up, but it looks like this is relatively steep. flat through here, not flat, but.

Yeah, I mean, there's a decent grade on it, but compared to other portions of it. I just always worry about snow and people stopping and trying to accelerate and things like that. Yeah, this one would not be a significant concern, I don't think in that regard. Thank you.

No.

Any other questions, council?

Do we have money? No. I'm sure we have money in the budget to cover this or in our new rainy day.

Yeah, this is only the cost of a few signs. So this is easy for us to deal with within operating budgets. Awesome.

I know there are some here that wanted to come and if you just wanted to listen or speak to it, you're welcome to come and say anything if you want to.

I just have one question while she's coming up. Chief, do you have any issues with it from a traffic standpoint from police? Okay, thank you.

I'm Danny Brown and I actually live Let's see which picture is my house.

There's a little pointer right there, the round one. On top. The round one.

I'm going to go by details. I'm a girl. Just kidding. Thank you. Don't forget which side we're on. Thank you. This is my house right here. We have been there. We're going on our eighth year. I have actually been trying to do this since we moved in seven years ago. We've been through three traffic studies, and so I appreciate the mayor and Kent and everybody hearing one of my complaints to you guys in February just to have this addressed. I think one thing that wasn't mentioned is it's definitely a blind turn to the left, and we've been hit almost numerous times. I think we finally took a vacation this summer. I'm the principal at North, so rarely do we come across those vacations. We went all the way down to San Diego, all the way back with no issue, and then almost got hit pulling into our driveway. So the other issue is that is the main street to the middle school. And so you have middle school traffic as well as to the lake. So you have a lot of community members both all the way down, I saw a three year old crossing by themselves the other day. And my husband and I have seen many people, including our own kids, almost hit. It's look both ways, they're not gonna stop. It's just not cars. There's a lot of people walking. Yes.

And the feet are from Cody, just exacerbations too.

Yes, and I think the one thing the city tried to do was to put up that speed sign. to slow people down, because it is a high lease bed area, and it slows a little bit down, but it blinks red all the time. So we're out there yelling at people. I think Johnny's here yelling at people. He lives across from us. And then you have a lot of teenagers on their phone, very distracted. So not only has it increased with the amount of people that have moved into the area, but then that also goes all the way down to the new condos at the bottom of the hill, right? So you have a lot more traffic coming through there. I don't know what time you drove by there, but sunrise and sunset, that's actually blinding as well on that street. So when you have both directions where the sun's causing an issue, the blind left, you do have to inch out. The stop signs actually, I don't know the exact measurements, but 10 feet back as you inch out to hopefully not get hit. So I just know for us, I think my husband and I were talking about how the biggest inconvenience would probably be to our property and Johnny's property, meaning that we'd have to pull out of our driveway to a direct stop every single time. And we're happy to make that inconvenience because of the amount of people who have almost got hit pedestrian-wise, that it's just not worth a life being hurt or injured, and there's so much traffic there, being that across to the middle school, and we have lots of other families. I have yet to meet one community member that's opposed to it. So I appreciate your time.

Thank you.

Thank you.

Oh, we got another one coming. Fantastic. You sat through the meeting. You might as well say what you want to say.

My name is Nicole Yamamoto. I live just in Mesa Hills, just around the corner from this stop sign. I wanted to add my voice to Danny's in creating a safer space for our middle schoolers and our high schoolers, our little kids that live in our neighborhood. We have a lot of traffic there. I would propose that we make sure that we put in a crosswalk that has flashing lights beforehand to make sure that people coming around can really see that stop sign. I don't know what the city's policy is.

Now you're talking budget.

But making sure that people are aware that pedestrians do cross there. As an avid runner, I cross that multiple times a week and have to not only look but also listen to make sure that I get across safely. So please put in a crosswalk with flashing lights as well if you can.

Thanks. That's a good call.

When we put the four-way stop, we naturally will stripe the crosswalks, not necessarily flashing lights, but at least the crosswalks would get put in, or is that not true?

We would automatically put in the stop bars, not necessarily the crosswalks, but I've made myself a note that we need to look at getting crosswalks in as well.

Stop bar meaning the white line that says stop right in front of it?

Yeah. Okay. Yeah, and that's not something that our ordinance would require your action on to put the crosswalk in, but we will definitely look at the whole thing.

I'd like to make that part of that consideration.

Just to make sure, though, if you're going to make, as you talk about this, to make official motions on it, There's striping for the crosswalk, which is cheap, easy, no problem, but the flashing light part is a second to that request.

Yeah, well, the one over there by Cody Drive by the ballpark, where they put the light where everybody ran it for the first year before they realized that there was a stop sign there right before the ball field.

Yeah, that's different. That's recognition of some extra signage and flashing lights before it, but a permanent crosswalk signage is different.

Yeah, but it's not that much.

Well, what does it cost?

I think it's worth looking at.

The striping itself isn't terribly expensive. If we did put up some type of pedestrian activated flashers, that would, I believe would be probably in the $15,000 to $20,000 range. When you put in an all-way stop, you now have that stop condition. I'm not sure how much bang you get for your buck putting in those pedestrian-activated flashers. Those are very good for mid-block crossings. A stop-controlled approach, I don't know if there's that much value in them.

We could put the Public Works Department, we could maybe put their... boards up, message boards up for a couple months or something like that.

Yeah, we'll find some, there's some extra stuff. Oh yeah, that would definitely be part of what we would do. The same we did on Cody Drive a couple years, or on Cove Drive by the temple a couple years ago. Yeah, we would do that. Okay, great.

Hey, so my name is Johnny Carroll and I actually live How's this thing work here? There we go. There we go right there. So I live in that house right there. I've lived there since 2010. So yeah, I just want to reiterate what Danny Brown said, you know, traffic is crazy ever since it's been growing, especially down across all those there. But one thing is, we have a bus stop right here. So And I drive school bus, so that's, I don't know how that works out. My wife's a routing technician, so. You got that route. So I used to go, when I used to go on my layover, I used to go down Legacy here and turn right here, and it's just, it's blind. And there's been times like cars just would come out and just speed or whatever. So then I just started going this way, but In the mornings, like especially with the sunrise, you can't see. And there's kids that ride their bikes and they walk to school right here. So this is another reason why we want the four-way stop sign is just those kids you know I would stop and I would turn my flashes on you know and let let them cross because you know I don't want I don't want them to get hit so you know and you know let's let's least get the like Danny says get the stop signs put up you know and if you want I can sit out there in my lawn chair on the corner do whatever so But yeah, we're totally, all our neighbors are for it. So, you know, so yeah.

I think this is the flavor of the council. They're probably in favor of it as well.

Yeah, and thank you for the evergreen tree. Just keep that tree. Don't cut it down.

Paul was just saying that's the fix. Just cut the tree down. No way.

Mayor, unless there's anybody else. Go for it. I would move that we put this on consent, making sure that we also include the striped crosswalk.

So I have a motion.

Second.

And a second. All in favor? Aye. Any opposed? So what that means, just so you know, when it goes on a consent agenda, the council's basically decided. So it's moving forward.

It has to go to a second.

If we do this, then Chief Adams, if we put the stop signs up there, I would like to see that relatively enforced pretty strongly, and that doesn't mean just educationally. That means giving them tickets to get their attention.

We generally do that every time a sign is put in.

We will need your assistance. Let me just say something about that. I got pulled over on Fiddler's Canyon by a very polite officer officer of our police department, and I was on a call with a bishop, and he heard that, so he stepped back, waited until I was done, I had already pulled over, and he just looked at me and he said, we're just trying to educate you so you don't go above the speed limit, looking at the school and everything. That stung more than a ticket, to be quite frank. He was overly polite, and he was like, just looked at me in the eye like saying, really? You are doing this?

Like he was disappointed in you? Yeah. He gave you the mom guilt. I felt like father being disappointed in me.

Catch me, you know, taking cookies when I wasn't supposed to, right? So I don't know that a ticket is always the answer.

Thank you. Okay, well, that's our agenda.

Mayor, I would move that we adjourn this meeting of the city council's work meeting on September 16th. Oh, let's stay in that.

Motion and second. Oh, council.