Regular City Council and Housing Authority* - Regular Meeting

Good afternoon everyone and welcome to the city council study session meeting of Tuesday March 10th 2026. I now call the meeting to order. Um if everybody can now please stand and we'll say the pledge of allegiance together. Ready? Begin. I pledge allegiance to the flag of the United States of America and to the republic for which it stands, one nation under God, indivisible, with liberty and justice for all. Thank you, Madam Clerk. Could you please do the roll call? Council member Pettis, here. Council member Reynolds here.

Council member Groos, here. Council member Buley here. Um, Council Member Maher is planning to join us remotely but um in a short while. Okay. Um, Mayor Potm Chavez here. Mayor Stevens here. Thank you. Okay. So, we have one study session item tonight and I'm just looking at this agenda. So, uh, Madame Clerk, are we going to do the, um, presentation first? We going to do the presentation, then have public comment, or public comment, then the presentation? Presentation first, please, Mr. Mayor.

Presentation, then the public comment. Okay, sounds good. So, we're going to do the presentation by by um by our staff and then if you have public comment, everybody get two minutes. you could just speak on um on the item that's been presented and if there's not that many speakers uh we'll we'll maybe we'll bump it up to to three minutes um if anybody wants to go three minutes. So with that could you please read the title? Yes. Facilities master plan for city-owned facilities presentation presentation by Mr. Seth Ramen public works director.

Okay. Well done. And this is for the pe purpose of people watching and people participating. You're free to use first names. You were free to dress a little bit more informally. I took advantage of that to a certain extent. Some people have dressed up, but you have the freedom to dress. You don't have to. It's uh it's what it's all about, right? So, um, Mr. Seth, wait, you know what, Roger, you're you have the you have the floor. Thank you, Mr. Mayor.

So, so, Mr. Mayor, city council members, city manager, staff, and our community. Uh we're here to present to you our um initial presentation on the facilities master plan. Uh just want to point out that this is the first time in my career with the city that we are doing something like this. looking at all our facilities and looking at the needs of our facilities and um coming up with uh with a plan down the road for how we want to address ongoing maintenance needs as well as uh future needs of the city to assist in this process. We uh recruited um Gendler Associates um they'll be making the presentation briefly u led by uh Mike Atkins. he's uh he's uh on the on the staff table on the other side uh and his team will do the presentation bulk of the presentation from the city side. Um in addition to myself uh we have uh Patrick Bower our deputy public works director uh who was intimately involved with the project project as a project manager as well as uh from public works we have uh Ryan Wilson uh he's in the audience um as a assistant engineer. We also have uh support from uh Alma Reyes. She was one of the integral part of our uh working team during this process. With that um I'll have um Mike Atkins uh introduce his team and then u we'll start the presentation and then and then I'll have some close-up remarks and then we can take questions.

Mike. Mike, you have the floor.

Thank you, Mayor. Uh, Mayor Stevens, members of the council, thank you for your time this evening. My name is Mike Atkins with uh with Gendler. I'm joined uh by Kevin Rosenstein uh who's in our the audience today and also by Shuen Qui who's to my right here. Uh but also from Bureau of Veritas. We partner with Bureau Veritas, our long-term partners who conduct uh facilities uh engineering uh conditions assessments. Uh I'm joined by Aspen uh from Bureau of Veraritas today. [sighs] So just want to run one run through the agenda of the items that we're going to cover. Uh we're going to briefly talk about the project introduction and what the purpose is and what our goals were on the outset of the project. We're going to review with you the uh the facilities master plan overview, what we did cover, what we did not cover briefly so you have a better understanding of what elements that we took a look at. And next we'll talk about the facilities evaluation. This is the evaluation criteria we developed to ensure that there was an even and holistic scoring process used across all facilities to make sure that we looked at them in an equitable way. And then we'll talk about our key findings. You know, what are the main things that we learned about the facilities conditions today? Next, we're going to take a a quick look at future planning options. What does all this mean? What does it mean when we do a facilities conditions assessment? What do all these numbers really mean to you? And what does that look like for for your future needs? And then finally, we'll conclude with next steps. So the project purpose was really for us to take a look at the conducting and completing a facilities master plan. We want to ensure that this facility master plan will improve program and service efficiencies, streamline workflows, and position the city to become an effective municipal administration. It's important to know that we did not just look at facilities conditions, but we also wanted to understand implications. We did a lot of qualitative and quantitative data gathering uh to help really uh inform our framework of how we conducted the evaluation. [snorts] So we we conducted a process of evaluating, assessing, analyzing and creating. And that's again that's our process that we took with uh with your

facilities with the city of Costa Mesa. Understand the current conditions assess their abilities to meet the needs of current services plus anticipated growth for the city for the future. We wanted to understand what are those gaps where we see any gaps in that uh service delivery or any um any uh facilities uh portfolio needs and then finally uh create an action plan to address those deficiencies those gaps. Just briefly with our project history and project methodology we began uh we began actually about a year ago uh with our first uh on-site meetings with the project team. Uh that's where we conducted qualitative uh data gathering with department surveys and department questionnaires. Also bureau of veritas hit the ground uh at 20 facilities uh within your portfolio to start to collect uh facilities conditions assessments. We had a next phase uh that ran roughly from June to December of past 25 to 26 uh where we looked at uh really understanding the future growth and needs of the city. not just looking at the the facilities conditions evaluation but what are the uh what are the growth opportunities what are the growth potentials of the city and how does that impact the analysis and findings and then finally developing an implementation plan and an action plan. So at the outset of our of our project, we really wanted to ensure that um the lens at which we were going through this process with the city was in alignment with your uh with your city council goals. We wanted to make sure that we were incorporating your goals and priorities into the way that we evaluated our data. And so you'll see here the items in the blue boxes and the bold text. Those are your uh city council goals from the website from from your uh from your website which you've established as your strategic goals. We took that and understood how we could fold that into facilities master plan goals to ensure that when you have a priority of recruiting and retaining high-quality staff. We wanted to make

sure that we looked at the potential uh potential improvements for uh providing safe and modern functional workplaces to enhance employee experiences. For example, the strengthen public safety and improve quality of life. We looked at opportunities to ensure equitable service access and delivery uh throughout the city and the growing areas. Uh we also wanted to make sure that we were taking opportunities to optimize existing facilities and have strategic future new investments. We wanted to align facilities investments with long-term housing needs uh and especially in those areas of community growth. Also to develop an implementable and datainformed improvement strategies to make sure that these were actionable and realistic goals. And lastly to integrate uh low impact design, energy efficiency and climate resiliency across all facilities to ensure that we're making uh meeting and advancing your environmental sustainability and climate resiliency goals. Okay, briefly for our facility master plan scope, uh we had included in the scope 20 facilities. Uh not every facility that you that you own, but 20 different facilities that are approximately uh 326,000 square ft. And you can see the different types of facilities breakdown. Of those 326,000 ft, approximately uh 38% uh were public safety facilities. That's the largest breakout. Uh those are listed in the blue column. fire stations, police facility, and the police substation. The office facilities incorporated about 23% of that portfolio. We looked at city hall communication center and the airport loop office which you lease. The community facilities and infrastructure facilities were also incorporated into that at uh 26% and 13%. The facilities that were included uh were the uh Donald Dugen Library, Norma Herzog Community Center, Communications Center, the Boys and Girls Club, and the Golf Course Clubhouse. The map is simply just a reference uh

for you to see which uh facilities we did incorporate into this study. So next we're going to shift over to the facilities evaluation. This is where we established a an evaluation criteria for equitable analysis across all your facilities and Shuin is going to walk us through that.

Thank you Mike. Um so part of our project goal is to assess facility conditions and evaluate whether the facility can meet not only your current but also future needs. So throughout the study we've gathered data from multiple sources. So Bureau of Veritas did facility conditions assessment focusing on the physical condition of the facilities. So they were looking for systems due for repair replacement and at the same time Gansla our team um held multiple interviews with the department focusing on the perspectives from the users. So how the facility support their operations where there might be limit what are some changes of their needs in the future. So to bring all of those information together and be able to evaluate facilities consistently, we developed this facility evaluation matrix which looks at all the facilities through these three different lenses. So the first one is asset health which includes effective building age and the facility condition index determined through the facility conditions assessment. Uh second functional performance covers space adequacy operational functionality and compliance concerns including ADA or life safety issues that may present a higher risk. Um strategic alignment looks at how facilities support citywide goals including location and access to services, sustainability and resiliency. We believe that by looking at all the seven factors together it pro can provide us a complete picture to see how the per how the facility is performing and help us identify gaps and opportunities.

So after each category is scored the results are weighted and combined into the final score. So asset health is accounts for about 45% uh functional performance is 35% and the strategic alignment is about 20% of the final score. And then if a facility has significant compliance or life safety concerns a penalty factor is applied to reflect the urgency of those issues. So this is a very this is a detailed page of how we apply all the scoring but essentially all the categories are rated on a one to four scale. So it's four meaning um strong performance and one meaning some significant challenges. So this table um is showing the final results by facility ranked by their final score. You can see here several um facilities including fire station three and four and westside subst westside substation is showing some challenges compared to others. So when you look at the table, we wanted to emphasize that this is not a priority list. Um we the scores is trying to provide a consistent framework when we are trying to compare the facilities and of course it is up to the city to have the final decisions on what project to prioritize based on the funding availability um strategic opportunities and other considerations. But this is um the the results of our evaluation and we know that um bureitas facility

condition assessment is a key component of this evaluation. We've provided individual reports for each facility which has detailed maintenance inventory and cost estimates over the next 20 years. So these are the snippets from the city hall reports which I won't go through them in detail but in the next key finding section Aspen will walk spend some time walk through um some of the findings on the summaries.

Thanks Shuen. Uh now we're going to cover our our key findings uh section where we'll discuss uh some of the high level key findings of what those uh [snorts] as it impacts or as is reflected by the current conditions of the facilities. The key findings we followed a structure of the the same type of uh assessment matrix that we developed for scoring. We have key findings that relate to your asset health, key findings for the functional performance and key findings for strategic alignment. These are the three primary categories that we used to uh understand and evaluate your conditions at the at the each of your facilities or your portfolio. But also using the same structure helped us to make sure that we were really directly addressing uh some of those key challenges or opportunities that we discovered. So by maintaining the same structure, we're able to see a continual flow throughout the process. And so first with the uh the asset health, I'm going to turn that over to Aspen to uh review briefly a couple of the the key facilities condition indexes pieces of data.

Thanks Mike. So I wanted to walk through what a facilities condition index is and how we extrapolate that out of a facility condition assessment. A facility condition index is in its most simplest terms a proportion of a building's current system replacement needs expressed um as part of as a proportion of the current replacement value of the building. This is a common tool used in asset management. Um, used for owners of large portfolios to compare relatively across portfolios to compare apples to apples, if you will, to help make objective and defensible capital prioritization and investment decisions. You may note um on the chart that you see here in front of you that the higher the score, the worse the condition is. So, it's a little bit opposite to what you may uh be used to seeing. So, the simplest way to explain this is if you have a car worth $10,000 and you need to fix it for $15,000, then it is past its expected useful life. It is similar here with the facility condition index. Um the higher the index, the closer it is to the end of its useful or serviceable life. Next slide please. As you can see here we have uh developed replacement reserves which is the minimum investment needed to address building deficiencies by forecast years. uh the escalation in FCI score as presented here is based on no investment

taking place. So the um increase in score across years is assuming that no system replacements or capital investments will take place in the buildings. So you can see the deterioration and compared to whether um where to prioritize each investment um in order to adequately keep the FCI score in a feasible range for your portfolio. I will pass it back over to Mike.

Thank you, Aspen. We'll move on with our key findings. uh switching from the facilities condition index to uh some more of the qualitative data that we gathered whereas the bure of veritas information is very quantitative in nature. We also folded in several aspects of qualitative data to help uh inform our key findings. The compliance concerns is one that Shuen had mentioned previously. Uh many of the public public safety facilities were constructed uh prior to code requirements uh and continue to be occupiable yet fully functional today. This doesn't necessarily mean that they were built to not uh built out of compliance. It just means that new codes have been introduced since they've been built. Uh and there's a level of effort required uh to ensure that those facilities uh are in alignment with current standards today. The next key finding discusses space constraints. Space constraints is essentially uh a reference or a reflection of how much space do you have versus how much space will you need in the future based off of a projected headcount growth. And so looking at city hall police facilities, fire station 3, 4, and 5, those are reported at operating at or near capacity. The two charts that we provided uh show specifically for city hall and the police facility of where your current headcount is uh current as of 2025 and then what those projections are uh based off of historic growth and year-over-year growth in alignment to the city's population as well. Uh and so that's those two charts are provided for again for city hall and police facility and they reflect about a 14% growth in headcount uh for city hall and about 18% for police facility. which means that uh sorry Shan went which means that there's uh the space constraints uh that are showing uh will start to show up over years uh as more FTEES come on board. Next we're focusing in on city hall and

the service experience. The diagram that you see here shows the different floors of city hall. This is called a stacking diagram. Mayor, um can I ask that we just slow down? This is new information that we did not receive prior to the meeting. So, I'm just trying to digest and follow along. I'm going to just ask that we slow down the pace.

I I agree. Could Let's do Let's do this. Um if if we'll be okay because, you know, we can pretty much do whatever we want to do. Would it be okay with um all the participants here if you know you took a little break and then and then asked if we had questions about individual in you know about the slides I think that would slow down the pace and the questions might be more current to the information. Okay. So if that's okay let's do that. Um and with in that regard um do do you have any does anybody have any questions so far? I've got a bunch, but I don't Well, you know, you're not procluded.

I want to finish the presentation. I just like I want to understand this slide as we go through and we're just moving really fast. Okay. This is stuff that was not in our staff report, so we're seeing it for the first time. Yeah. No, I know. I have a couple just basic. Sure. Go ahead and go. We're just We're just breaking the rhythm a little bit. Have a little sorbet, you know.

Yeah. And consistent with what everybody said, this is a lot of great useful information. And I'm writing furiously with no I won't go into all of those notes right now. First off, I like the opening statement that this is the first time we've done something like this that anybody can recall. And I think that's very forward thinking rather than um be a city who is just waiting for all of these assets to get to their uh end of their useful life and we scramble to figure out how to how to replace them. So, uh, kudos to to prior councils who got this thing moving forward. I think it was probably something overdue. Um, but yeah, just a general question. I was uh you you I think one of your uh categories that you guys were uh rocketing through here, if I can locate it real quickly when you're going through your um assessment. There we go. Was slide 12. When you talk about space adequacy and whether the facility provides enough space for current and future needs, um I'm from district one and I obviously to took a a focus on a couple of the assets that were in that location and it's always just occurred me just a general question. Uh has there been thought put into what's a a futuristic modern library going to look like? Um, and and when you looked at the usage, did you guys go there and look at what's the current use and are they still checking out books and videos? Um, or is it a a a collection point to to use some of the current or latest technology? But when you're projecting out to 2045, did some thought go into what's a future community kind of look like in and what's the actual purpose of a library in the future? or could that thing be repurposed or and I'm just study session

I'm just throwing ideas out there but any comment on that

so council beauty I'll start um and then and then our consultant I can can add to that um at [clears throat] this point uh we were looking at the conditions I'm assuming you're referring to the Mesa library right now so um we are looking at continuing to keep the current operations going not uh looking at expanding the footprint of that facility or or how it functions. But those things might come when we start planning for any future replacement. Um the initial thought is to is to keep you know for example the roof of that library. I've been seeing that as needing to replace for the past few years but it's doesn't rise up to the priority where it has to be funded. um you know so so things like that you know make sure that the facility is in good repair the the HVAC systems are in good repair at at the site so those are the main main areas now when we were planning for the Donald Dunan library I mean that was looked into when we that that was what we built 5 years ago and and they looked at uh it it's a lot more modern in terms of uh it's it's um it's how it's built um it has things like teen center. It has uh areas where um where where um teens can gather and also a lot of computer workstations for people uh to to come and access um books in different ways or or access information and and work collaboratively too. So, so those kind of thoughts went into our our um planning process for Donald Duncan Library and and I'm sure the similar libraries developments are going on elsewhere in the county and and other places too. So, so if I understand this report, you've done an analysis and I'm going to be oversimplistic here, but

it's to maintain kind of the current functionality and and um and the questions that that I'm positing that's council when we get up there. And these are some of the other factors we go into. Does it make sense to repurpose this facility? Does it make sense to continue to to peacemeal out the maintenance or does it make sense to reconfigure or do something? So, but this report, it's kind of if we were going to move forward with these specific assets, how to maintain their their usefulness and try to start getting caught up on some of the deferred maintenance if that's the plan.

That's exactly right. Um you know um there is another um you know we provided uh uh another uh document in response to council comments and and it has one of the tables is facility investments over 10 years and you can see that you know we have been investing about $2 million a year on maintenance and about 4 million a year on new construction over the past 10 years. This is average annually right? I look back and see you know just five more years back and see what happened and you know in 2010 2011 2012 it's almost zero

in maintenance and new construction most of the investment started in 2014 time frame just before you know this particular um review. So before that building maintenance took a backseat and not only building maintenance pretty much all infrastructure maintenance did not get the attention it's getting now. So, so we we we are kind of on the right right side right now. Uh trying to maintain our facilities, trying to keep up with um with our maintenance, but but we do have challenges.

And I'm just opining here and I have one brief question because I don't want to monopolize all the time. Um boy, I would look forward to as we get our hands around this to have more study sessions because of the Brown Act and the uh quorum issues. Uh these are the types of things that I think we really need to robustly discuss um when we get into prioritizing. But I'm a big advocate for more and better information, more and better information so that we can get to those decisions. And my my last question before I turn it over, I noticed that uh the Boleric Park uh uh community center um that's a lease. Um and maybe this is a question for legal counsel. Who's responsible for the uh the shell, the exterior, the uh the the main? Is that a triple net in tenants responsible for for the maintenance and upkeep or um where's that one if we know? And I I'm not holding anybody to that level of specificity tonight because this is all coming at us. I

I don't know, but we'll look into that. Get back to you. Okay. We do we do maintain that facility. We have uh but do we maintain I'm sorry as an obligation or we've been maintain it's a legal obligation best of your knowledge it's an obligation because we house uh many programs with children and um and our staff so we like the the hitch upgrades or the day-to-day painting and all that we we we do that I mean whatever maintenance is required we we take

and and I lied I do have one other question I noticed you guys just put that beautiful asphalt out there I've been using it is there a reason we didn't Well, we had all the crews out there and they were working on the roads that they didn't go ahead and uh reassphalt the uh the driveway at that time, not in the budget or it's a different project. Okay. All right. I'll seed the floor.

Thank you. I just I have I have one question and just a quick comment and I'll have others, but can you go to 23, please? Slide 23. So if you look on the I guess on either one of these charts on the left side, it it shows a an increase, not a huge increase, but a definitely an increase of staff over over time into the future. Where did you obtain those pro projections is my first question.

Mr. Mayor, if I can start that too. Uh so so we did uh so the consultant team did talk to different uh directors um departments on um where uh we would be heading down the road

in terms of uh staffing needs and part of the the thinking behind this is the the reena numbers itself. you know there is a projection that uh we would have 10,000 more units which means you would add 30,000 people to our city. So that's kind of okay. Now when you have so many more people then there's other needs that come up in terms of public safety in terms of uh staff support. Again things it's hard to project right now how

you know digitally we will change our day-to-day operations you know so so things may change in some ways u but this is our best projection at this point. Yeah, I think you anticipated my next point, which is, you know, when we went back to the mayor's conference and I mean, this is we're just getting started, you know, in this. Everybody was talking about how we're going to use artificial intelligence to streamline our our operations and you know which which could could do two things as it pertains to facilities which could be outweighed or or weighed against the point that Raja made about uh an increase in housing which may or may not happen whether we want it to or not. Some people don't, some people do. um and when it happens is rather speculative, but did you consider the you know the introduction of AI into the mix and also remote work which you know was really invogue around the time of of of course the pandemic but you're seeing it in the private sector as being a real sticky concept you know I mean perhaps some of you are work remotely yeah and so did you consider those kind of trends in the in in in the way people execute their jobs even if we had uh an increase in housing because some of those positions would be impacted by AI remote work which would impact facilities.

Mayor Stevens, absolutely those those were things that we considered u and and to uh add a little bit more uh clarity into how we project these numbers we also look at a mathematical equation. So we we definitely take the inputs of the department leaders and we look at their historic growth trends and then we also uh project backwards from uh FTEES per 10,000 city residents to give us another data point to kind of gauge what the anticipated growth is reported from the department leaders. So with with those two data points we're able to really understand what does historical growth look like and how does it impact future projections. But to your point, uh things like AI, yes, just just scratching the surface of what that looks like. We did have uh in-depth conversations with each department leader to understand what does the future of work look like for their department. Uh including uh remote work or hybrid work. Uh where are there opportunities potentially for seat sharing if that's something that uh in the future if that becomes necessary? Is that something that could be entertained or leveraged to help uh maximize space efficiency? So we we had uh numerous conversations with a lot of different uh work styles or workplace strategies uh to understand uh as best as we can uh without the crystal ball of of of what AI might do um what are the different variables that impact each department's uh projected growth. So we we had those those types of conversations uh with a lot of um with every department leader. So my only comment and then I want to if unless other council members have comments we can go back to the presentation whatever is please don't tighten the bolts too tight on this because I think the feedback you get from uh the study session from the council is going to be good but I'd love to have a and I think other council members might express this too an opportunity to talk to you all in a zoom meeting or in in a private meeting or something like that either myself or it

with a Brown Act compliant group and give you my feedback on these facilities as well. Um, and maybe even take a look at some of them, right? I mean, I've been to most of them. I'm embarrassed to say I haven't been to all of them, but I've been to almost all of them, but the ones I haven't been to, I'd go to and check it out. So, I'd like to get my hands a little bit dirtier into this, literally. Um, because I'm sure some of these facilities are pretty dirty. Um, and uh, uh, and before we close the book on this, uh, it's, uh, I don't I don't know if that was part of your scope, but if it wasn't, I would be like to think about expanding the scope so we could do that. Okay, we we can go back to the thing and we'll

just real quick before I'm going to get in before. Go ahead. I asked permission. No, it's all I'm just curious on the consultant side, did you guys, when you were looking at this whole thing, look at space per resident as compared to other cities, how we're doing relative to other cities in our current situation.

Uh yes, council member uh Pettis, we we did take a look at the the surrounding uh communities and and basically what is the uh a benchmark uh for for Costa Mesa compared to other municipalities. Uh so we we did do a comparison as well. Um, forgive me I don't [clears throat] have some of the exact numbers off the top of my head, but but we did a benchmark analysis of uh FTEES per 10,00 residents to see how did Costa Mesa compare again to the exact uh surrounding areas. So that that was a part of our analysis. Again, I don't have those numbers uh directly off the top of my head. Do we suck or can you just give me the general uh certifying suck?

Okay. All right. Well, thank [laughter] you. Well, I I I will like I mean, how do we compare it generally? Is it more, less, about average? Well, we can get you accurate numbers, but on top of my head, I I think Newport Beach might have a higher u staff per 10,000 residents uh than Costa Mesa, and I think we have a higher than Santa Anna, but we can get definitely get you accurate numbers. We've have those data. Okay. And you're asking about space as opposed to staff.

Yeah. Yeah. Yeah. It'd be helpful, you may may not know this, but in in your experience in doing these types of analyses, like are there are there sort of general thresholds? I feel like there's so much that really is city specific, but are there general thresholds or benchmarks in terms of like um publicly accessible community space per residents or per population and and things like that? Um that those kinds of benchmarks would be helpful to see as well. Um I'm going to I have a few general questions um on the stuff that you've already covered. One is just I just want to make sure that I'm I'm understanding the data in front of us correctly. You've several times said that you did 20 building analyses, we got 17 in our stack. So um like if you go to pay the slide nine just to make sure um I'm processing the information correctly. So, um, we have we we got reports for 17 facilities. Um, in the summary table staff provided us earlier today. There's 17 facilities. You have 20 listed here. Um, we don't have one for the airport loop office. We don't have one for fire station 2. We don't have one for the Corpyard warehouse fleet, I believe. Were those done and we just missed them or were those excluded?

Go ahead. So for the airport loop loop office since that's a lease facility uh that one specifically was was not taken a look at for facilities conditions assessments we we did do uh a high level analysis of what the the who's there basically getting an understanding of of operations uh and so for fire station 2 since that one was recently completed uh for construction that one was not incorporated into facilities conditions assessment scope sorry administration one Fire Station 2 is still uh in the plan. That's right. Yeah. So, we didn't include that

because we're investing in a new one. Okay. So, that was intentionally excluded. The airport loop office, which I didn't even know we had, but it makes sense. It's a lease building. That was intentionally excluded. Probably shouldn't be on the list here. And then Corpyard warehouse. The Coryard warehouse. Corpyard warehouse is part of that Corpyard U report. So, that's part of the full. Yes. That covers building AB and the warehouse and fleet. And then on the list of facilities excluded, so we would add to that fire station 2, but it says communication center there. It also says communication. We also have a report on the communication center. So are there two different ones or is that just a mistake? That's a typo. We will correct it. Okay.

Um yeah, we have a communications building report. So I I assumed that was the same thing. I wanted to confirm. Okay. Um on page on slide 15, this is where I I really needed you guys to slow down. There's a facility scores. Um in the reports that we got as part of the staff report, it's all about the FCI. So first of all, can you talk a little bit more about this? I know you you talked through how you developed the score, but how should we think about this score compared to the FB FCI scoring? And why are there two different metrics? Um so we've collected data from multiple sources. So FCI score came from if a study on the physical condition of the building and then um for us we did multiple interviews, questionnaires, we did sitewalk and we collected a lot of qualitative data from the occupant perspective how department how the users are using the space. So this matrix we shown earlier here uh was trying to combine all of those information together. So essentially to answer your question the FCI index or the FCI assessment is part of the evaluation. It is one of the criterias we looked at when we think about a performance of a building. Um so for example the the FI FCI score if rated so each criteria is rated from one to four uh so depending on FCI score the facility is given either a one rating or four two three or four and that's come that all comes together to this table. This is a more kind of comprehensive look of the facilities. Okay, I'm following um a little bit more

here. So, the FCI um is really helpful in understanding the current facility condition and a sense of like necessary improvements to keep the facility in like adequate shape. Okay, that's and that's very specific that kind of somewhat translates or correlates to a dollar number that we need to plan for in terms of investing. Okay. And then this new um facilities evaluation score is that we're calling it final score that's incorporating a whole bunch of other things. Are these waiting factors you're doing? Is that like industry standard practice in terms of facilities assessment or is that something that you guys created for Costa Mesa? Um how did you determine the waitings?

So it's not necessarily an industry standard, but it was through conversation with project teams to understand what are the priorities. If we go back to the um the strategic alignments of of the city's goals, uh we we wanted to make sure that we were really looking at uh you know focusing on the right places. Uh we didn't want to focus too much on one of the other that wasn't relevant for the city's decision-m going forward. And so if you look at the compliance concerns, uh this one was uh was one that we incorporated knowing that we needed to uh to highlight that there are compliance concerns. And so we had a different waiting methodology applied for that again because not not every every city is different, every municipality is different. And so to have a an industry standard for something this nuanced, it doesn't it doesn't exist at that level. So we we built this with the project team and with the um the department leaders feedback to make sure that we were focusing on the right things.

Okay. So um if if we were if we were to um for example say I'm just making something up space adequacy was twice as important obviously that would change the final scores and so on and so okay absolutely

does the um sustainability and resiliency category um I'm looking here it looks more of like a equipment assessment are you looking did you look at um the like energy intensity of these buildings right like uh I I was really interested in um maybe this comes through our climate work, I don't know. Um like which buildings are much more energy intensive compared to comparable buildings which are areas for us to actually reduce costs in terms of um utilities. Is would that be incorporated in the score or not? I'm I'm thinking it's not. I just want to confirm. No ma'am to that level that that wasn't incorporated. Okay. Okay. It's more um what what equipment is there?

Yes, ma'am. what's what's in alignment with with city city strategic goals for uh for sustainability and how might that be able to be improved but also for continuity of operations and redundancy of of uh facilities. Okay, let me just slip through I think um skipping some of the more detailed things. I just want to understand what's what's been shared with us. Uh and then okay uh on the space constraints piece. So, you talked about a looking out on a 20-year horizon. Is there information here on like the current situation regarding space constraints? Are we adequately spaced or are there major gaps there?

In our appendex, we have a lot more details for um the primary administrative spaces. So, city hall and the police headquarters were were the two ones that we we focused most on with obviously the highest uh density of administrative spaces. uh and we do have that broken out in our appendex. Um for for the immediate term uh there are needs at different levels uh of of intensity for different departments. Uh so across the board that's going to be different for each department, but there are some space constraints at both of those locations in the immediate term. Uh but more so uh projecting out uh in 10 to 15 years. Okay. And you say in our appendex, is that something that we have access to? Yes, ma'am. That's a part of this this presentation.

Oh, okay. the appendix to this presentation. Yes, ma'am. Good. Okay. Um Okay, I'm ready to keep going if others are. Thank you. So, before we move on, um we need to uh Council Member Mars joined us, so we need to do a a reading reading to comply with the Brown Act. Yeah, thanks, Mr. Mayor. I joined at 8:27. Um, as stated in the agenda, I'm attending remotely from the Hyatt in Arlington. Um, and there are no persons present with me.

Thank you. Um, okay. Why don't you just if there's no other questions at this time, continue on and then we'll have more questions for you at the end and then we'll open up to the public. Yes, sir. We'll we'll make sure we pause. Yes. So, uh, yes. Um, Andrea, sorry. I had staff send me a copy of the presentation, but am I wrong in understanding there's a lot of new information in this presentation that was not in the staff report? Is that does that jive with your experience or am I just missing out because I was 27 minutes late? I agree. Um, it it a lot of the information is is in the PowerPoint. Did you get a copy of the PowerPoint sent to you?

I did get a copy of the PowerPoint. I'm just um I thought I read the staff report fairly thoroughly before this meeting and I'm finding myself playing catchup quite a bit. So um I'm wondering if that was the rest of council's experience as well.

Well, yeah, the staff reports pretty short and then we have the facility. All I got was the staff report and then the facility index stuff. So we're uh um we're we're all I think we're all kind of learning some certain things uh in real time. So uh why don't you continue? I one one more quick clarifying question. Um so in the I'm on slide 14, the facilities evaluation scoring. So I'm looking at the space adequacy score. Is that current space adequacy? Is that like space adequacy today or is that for that 20-year horizon? That's today. Today. Okay. Thank you.

Okay.

Yes, sir. We'll pick back up on uh page 24. So, this this specific key finding was focused at city hall and the uh essentially what we're highlighting here is if you look at the building from a cross-section, you see each floor and where each department is laid out. Uh we found that the customer service experience uh is somewhat challenging as different floors are locked off to the public, different floors are open to the public. Uh and so really just looking at that uh it it creates a different type of um different types of challenges whether it's security challenges or customer service or customer experience challenges. So that was our our key finding here is just looking at uh the way that the building is laid out, the way that different floors are accessible and where key services are provided within the facility. Before we move on from that, any questions on this page? Well, let's just go through it. We'll we'll ask people they'll it's it's a relatively informal as I said at the very beginning. If council as long as we don't talk over each other, if council wants to interrupt and ask a question, they're free to they're free to do so.

Just like maybe like count to five before [snorts] speaking on the next slide, that would help. Yes, ma'am. It quietly. Okay. It's like you're it's like she's preparing a witness. [laughter]

Um next page. the uh the employee experience. This is again really focused on city hall um but it it could be actually is applied uh across the board where there's uh the employee experience is different at each facility not just each facility but within each floor of facilities as well. Uh the lack of space standards uh has resulted in varying workstation sizes or office sizes across the board. uh the different types of uh workspace solutions are are made up on the spot to make sure that they're incorporating uh unique or specific needs. Uh also many spaces are subdivided or uh rendered uh smaller than they intended to be or maybe not quite to their full capacity uh due to um just getting getting the job done, making sure that things were needed uh to get the job done that they needed for. uh meeting spaces were also limited across the board uh for collaboration space of different sizes and also different types of technology. You know, again going into more more digital connections and digital collaboration, not every collaboration space uh was outfitted adequately to be able to host those types of engagements. The next page takes a look at the uh service distribution which really is uh you know what what are these publicly accessible services that the public needs to go to a facility for. And so we recognize that the west side uh was uh slightly underserved uh in comparison to other areas of the city. And so with that uh we know that there has been recent investment obviously the the Lions Park redevelopment with the library and the community center those have increased uh public amenities in the area but we also recognize that there are some additional gaps uh that that exist as well. uh looking at some of the um underutilized assets that are there at the site. The uh the historical

society building site itself, not the facility, but the site itself uh has a lot of untapped potential for additional services that could be provided or or shifted to that portion of the city. Uh we also recognize that there are challenges within expanding uh some of the facilities that are there due to the nature of of uh the building layouts or the type of facilities that they are. specifically uh the recreation center uh but also that there's really a need for addressing some of the broader service gaps that we identified uh that are not accessible in that part of town that are done uh predominantly out of city hall. And so looking at different types of permitting or information access for residents that may not have as much access to transportation to get to city hall. The [snorts] next key finding focuses on emergency response and continuity of operations. So for the emergency operations center, uh we we know that it uh obviously the the current EOC uh it does not support uh long-term operations. It is outfitted for short-term operations, but there are some specific uh amenities within it that don't support again, you know, long-term multi-day or or week events. Uh we know that um the there is also no designated uh continuity operations site, but we know that the Fair View Development Center uh does offer uh some future potential uh as a a state uh state-run site that could be collaborate could have some collaboration there with long-term Coupe locations for emergency response and public safety facilities. Uh we found that the dispatch facility uh is slightly outdated, but upgrades are underway to help improve that. Uh we also know that the police department lacks room for growth and space for modern services like the real-time crime centers and different types of of drone operations.

Uh and so when looking at um you the the question to uh you know current capacity uh what are the current capacities the police headquarters was found to have a lot of limitations in its current footprint to accommodate the immediate needs of of future growth for some of those services. the community uh support and uh shelter facilities. Uh of those that exist, uh no facility is is fully uh shelter ready. Uh meaning a remain in place shelter location for different types of disasters for community support. Uh they they lack uh some of the the requirements such as uh fully updated ADA uh accessibility, uh fully functional kitchens, and backup generator power to be able to maintain uh shelter in place services for the community. Uh also the the senior center while it does have fully ADA access uh it has uh been known to uh to flood in the past during significant storm events uh and also that the the DRC has showers but lacks full kitchen. Uh and of course Bellerax's lease status uh creates a little bit of lack of flexibility and uncertainty with that facility to be able to make that a shelter in place. Okay. Okay, the next focus is on sustainability and this is speak speaking specifically to solar infrastructure and EV charging. Uh while there are some solar uh in place and while there is some EV charging in place, the city's goal to move forward to uh an electric based fleet will require significantly more infrastructure to support that goal. So looking for opportunities to consider uh car ports with more EV charging at different sites where where possible. energy and systems modernization that specifically calls out the the lack of centralized HVAC or energy management systems to understand where are some of those those major uh energy draws coming from and how to manage that more efficiently. And lastly, sustainability goals. As the

city targets uh lead silver or higher on new facilities, that will also require additional investment into how the facilities are built and designed in the in the future. Okay. Okay, next we're going to switch over to future planning uh options that Shuen is going to walk through. So, thank you Mike. So, in the key finding section um with all the gaps and opportunities identified, now is time to move on to the action plan. So through the facility conditions assessment, we identified maintenance and repair items that are necessary to maintain building performance. And the next timeline we've shown here. [snorts] Um it has a lot of information, but it illustrates potential capital investment the city may choose to make to improve facility conditions. So if you go one step beyond just baseline maintenance, what are some potential capital investment you can make to improve facilities which may in which may cover major renovations or full replacement of certain city assets. So if you look at this timeline, um the gray bar illustrates the deferred maintenance and life cycle replacement that go through the next 20 years and the colored bar represents larger capital projects that are distributed over the next 20 years such as um renovating city hall or or replacing like five stations and substations. So all of those capital projects are faced thoughtfully over the 20 years and not all occurring all at once. Um we included appropriate planning time to to

be able to secure funding for for those big investments. Sure. Oh, you got to turn your mic on.

I'm trying to see how this uh chart would probably tie into uh 21 like in 21 I I think the gray when you say deferred maintenance is that pretty much the the numbers that we see on on this page 21 like we'll just take the first one boler community center 43,000 in 2025 that is a number just to kind of maintain it in in the year 2025 and then as we extrapolate out that that's the dollars to to keep it uh from reaching uh the end of its useful life so to speak.

Correct. Yes. So if we go back to 30, is it accurate that the gray area is consistent with the chart I just looked at? And then these green would be uh additional uh funding to actually replace or repurpose or put a new structure. Yes, that's the Okay, I got to go. I'm reading it very Okay, thanks. Um any other questions from the council members? No.

Yeah, I mean I I'll ask um digesting this. I'm I'm still digesting it, but I'm going to ask our staff, is this slide 30? Um, is this your recommendation? Have you guys looked at this? And is this do you agree with these recommendations in terms of um when buildings should be demolished and constructed?

So, Council Reynolds, um, as you can see in this one, um, not all the buildings are supposed to be demolished and reconstructed. There are um quite a few that are renovation step um projects here. Um I think the earliest one that you see on the list here is uh station 4. Um again it depends on um on our evaluation ongoing basis. Again we don't we don't just say okay this is the list and we asking generally like have you guys reviewed this and do you you generally agree with these recommendations that this is like this is not the consultant saying here's here's an idea. You're saying that this is a proposal you're putting in front of council. Is that am I is that right?

That's correct. But again, it's not that we agree with everything on the exact timeline that's being referenced in here. So we might we might differ in that way. Uh a good example is for example they say the city hall glazing all the windows have to be replaced in the next 5 years. Well that doesn't mean we will go through that process. That's a lot of glass to be replaced at at $3 million. So we might say that's not needed or you know so so those are the evaluations that we have to make but but in general yeah this is uh what um is proposed and we agree with that in general

and and um we want just one specific question to to continue to understand this um looking at the westside substation for example I recall um numerous discussions about that building being in really poor shape um sort of urgent funds to make it habitable um safe for employees. But here I'm not seeing like did we fix all that? Because I hear on this chart I'm not seeing any um deferred maintenance or replacement until 2031

or even then it's it's just pre-work and planning and design. So help me to help me understand sort of reconcile those two things.

So Congress Reynolds um Patrick and I walked with Westside substation with our police command staff and we reviewed the needs of that immediate needs and we have sufficient funding at this time to address what's needed. We could upgrade uh we could make that um upgrades in terms of uh new not only new furniture and carpeting and paint but also upgrade the the restrooms and make it more accessible. Again, this is for a portion of the site that is being used by our staff. Not the the whole building is not being used. So, we looked at how we can make improvements to make it uh make it better for the staff that's working right now. there's a long-term need for that site and that's reflected in the long outside of of the near-term timeline.

Okay. So, the the um issues that we had heard previously that need to be addressed still need to be addressed, but you're saying that's not showing up here because that's already been funded. The immediate needs are funded. Funded but not done. Yes. But not done. Okay. Thank you, Raja. Uh yes. So that includes the roof leakage that's noted in the facilities condition report. It it it does address um uh repairs to you know all the you know systems and roof to make sure it is functional. When did we fund a roof replacement?

We did not know it's not a roof replacement. It's just roof repair. is part of our we allocated $900,000 towards uh Westside substation and that would take care of the immediate needs of the site but not the future. If you if if we think about reconstructing, demolishing and reconstructing, that's u a much bigger, larger project that has to be separately funded. Yeah, I mean I hear that like that there's a there's sort of patching the roof so it's not leaking. There's replacing the roof and then there's demoing the building and building a new building. And that's a spectrum that I would think we'd need to make a decision on.

Yeah. I mean as I mentioned we did walk the site and identify uh with our command staff on what's needed in the immediate term. Okay. Okay. Thank you. Thank you. Moving on.

Yeah. So um so this this timeline as we talked about is really intended to be a planning tool to help the city understand like sequencing scale and some long-term um implications. So this timeline may may shift um depending on like fundings and priorities. So this slide um summarizes the estimated capital improve investments over the next 20 years. The orange bar shown here represents the replacement reserve identified through the FCA. So that's the the table we just showed in page slide 20. Uh so that's the deferred maintenance and life cycle replacement costs showing the red show in the orange columns. The blue bars represents new construction and major renovation projects we just shared on the timeline such as fire station replacement or like city hall renovation. So [snorts] this is showing if all of the recommendations we put forward in the previous timeline were executed, this would be the amount of the estimated uh financial investment that would need in the next 20 years. So all the costs shown here are escalated according to the projected timing and funding is assumed to accumulate throughout the planning period. So if everything is as implemented the average capital investment would be approximately 11 million per year over the 20 years. So 4 million on replacement reserve per year and 7 million on new construction and renovation.

So I've got a quick question I've been dying to ask. So on I if you look at 2027 replacement reserve I mean that's right around the corner. We're we're a matter of months from 2027 and we're a couple months from doing our budget. What's the reason there's so much going into the replacement reserve in the next fiscal year? Yes, Mr. Mayor. This is based on the findings of the facility condition assessment where uh building assessors go out and assess the condition and the effective age of systems in place and estimate when they would need to be replaced in order to keep the building operating optimally and as is. So there just happens to be a lot of systems that have a forecasted replacement year of 2027 as a result of the facility condition assessment findings.

Okay, I I understand. I appreciate it. Thank you. So quick question um in the the numbers. So in the upper right this is I think your kind of conclusion here

um city needs to invest an average of 11 million annually 4 million on replacement reserve and send 7 million on new construction. Um earlier director Seth Ramen described our our um average investment in facilities over the last 10 years which was two million a year on maintenance and 4 million a year on new construction. Um are am I comparing the right numbers? So like what we have been doing two and four this study is saying needs to grow to four and seven. That's correct. Council Reynolds. However, I just want to point out um I mean that's the ideal comparing the right numbers. Exactly. You're comparing the right numbers. Lots of caveats. I know.

Um however, it doesn't mean that we have to program that much every year. Uh it's it's ideal. For example, the the biggest expense that you see on this one for $9 million um is for the city hall. Now, as I mentioned, one of the big expense for the city hall are the replacement of all the windows or all the glass that's uh on on every floor. That's we may not choose to do that project and that might bring the that particular value down significantly. Um and so so things like that are out there. So we have to take a look at this and prioritize what's needed and and and go from there

or somebody does. Yes, we will. Staff does. Yeah. Okay. And um two more questions just to to understand this again. So that 11 million annually, right? So so you've clarified that that includes some things that are not critical. It's just part of the the normal building maintenance stuff. Um okay. Uh but again this is for only the 17 buildings included in this analysis. Is that right? So it doesn't include the was like four or five other facilities that we excluded from the analysis. That's correct.

Okay. And you're you're is I'm assuming I should not take away that those buildings are not going to need any investment for the next 10 years. So, Council Reynolds, yeah, there there will be need for some of the buildings, especially I can see uh the country club uh will be needing investments um you know at some point in the future. Um and and so so there are other needs that are out there.

Okay. It'd be helpful. I know those were excluded from the analysis, but just to get some, you know, as part of the followup, like what's the scale of the 10-year investment need for those buildings as well, so we're not looking at those when we're way behind schedule, right? Okay. Um and does this include so when I was reading the the reports that we got um it looked and the FCI scores as we discussed earlier I understood that as investments needed to maintain the existing buildings. Um but then the previous slide we had said maybe we demolish and construct new buildings. Are those two different cost estimates? How should I how should I understand that in terms of the cost estimates? Um so in this chart if a building is replaced and that portion so for example like the substation is replaced after 2035 and that part of the replacement reserve identified through the substation FCA is taken off from this chart. So taken off from the orange column in this chart.

Okay. So this chart is reflecting the assumptions in terms of new building replacement on the previous slide. Correct. Okay. So it won't then reflect the um exactly the costs from the like maintain the building forever estimates. Yeah. The maintain the building forever cost is outlined in the earlier I think slide 20 and um yeah. Okay. Thank you. Okay, Mr. Mayor. Oh, yeah, of course.

Can I just I just want to put a pin in this for council. This idea that there is a regular investment that should be maintained just to fund our facilities. I think we we'll talk about the can later this year and about the idea of funding capital needs which sometimes turns into the kitchen sink of um things we need to fund including bond payments. Um but there is an ongoing need that is exclusive to facilities that we might consider as an alternative to can as we enter the the budget process. So, not expecting council to have opinions on that right now, but something that I'd like to talk more about with staff in the coming months.

It's a good point. Thank you. Go go go ahead. Um,

great. Um, so next is this is really for referencing um so previous slide we showed the capital expense and this is showing the operating expense. So operating expense including utilities, janitorial services, um daily repairs for lease facilities includes like rents. Um so currently 2025 at around 4 million is where you're currently spending and as uh so this is escalated based on inflation and also as city's portfolio grow operating expense will will keep increasing. Okay. And as as we come to a close here with our our presentation, we just want to to kind of highlight what are are some of the facility master plan uh you know big big highlights and pieces that we discussed and covered. I want to circle back to the the the categories that we use of asset health which is really what's the current state of the the facilities the functional performance which again operationally how are the buildings performing for the services that they are providing and then the strategic alignment for city's goals. If we look at asset health you again as we just discussed uh 4 million annually as a baseline maintenance and life cycle replacement not including uh the uh new construction or renovation. Also, the facilities that were built under previous code standards, they may require substantial upgrades or replacement uh based off of uh numerous factors of code compliance for uh each of those facilities. Also consider long-term strategy for each facility. You know, again, this is what we presented here today is is an option. uh it's up I think next steps for the city are really to understand what are the priorities for for

maintenance for maintaining long-term or replacement or uh building new. So again these were uh options that we presented and not necessarily uh the only way forward for functional performance. You know there are ways to explore uh efficiently accommodating the growth. Uh and so I think looking at the fac the city facilities that are primarily focused on administrative work. Uh those have opportunities to accommodate growth efficiently uh with different types of workplace strategies. Also improving public access. You know, we talked about that a little bit with the city hall uh customer experience. And then standardizing and modernizing space needs really to have uh equitable uh workplaces across floors, across locations, and across uh employee types. And then finally with strategic alignment uh again with Westside communities as as that area is growing, uh what are some of the ways that that can be serviced more equitably? uh assessing where facility readiness can be improved for emergency response and supporting the community in the events of uh emergencies. And then finally uh integrating sustainability goals uh into the facilities as you look forward uh in the future to maintaining or or renovating facilities. What are those opportunities uh to incorporate those uh those sustainability measures that you're aiming for? And finally with our next steps, we want to move forward with uh finalizing the facilities conditions assessment report. So taking the information we presented to you today uh and uh Mayor Stevens, any feedback we would welcome uh and to be able to incorporate that and understand how we can make this uh a document that you can move forward with. So that's our next steps is to really finalize this this report. Uh next also identifying critical improvements needed at various facilities over the next five years as has been mentioned that we've identified

what are those uh needed but which ones are are critical that must be done. Next is annually prioritizing improvements based on facilities conditions, staff and community needs and budget. Next, develop a long-term CIP strategy to address future facility needs. And finally, review facilities conditions every five years as uh facilities evolve and needs evolve and uh technology incorporated into workflows may significantly change or alter space needs in the future. And that concludes our presentation for this evening. Mr. Mayor, if I may. Of course.

First, I want to apologize because I might have told uh Mike to be very quick in his presentation because it's a long presentation. So, so and and this is actually one half of his presentation. There is another part to it where uh he looked into the future needs to gangster team looked at it. We'll we'll get that to you uh separately. Um it talks about each for example city hall how we can expand modernize the each floor and and create more cubicles, workspaces. Um if you have that mic we can share that quickly. Um and um again this is I consider this as a start of the discussion. Uh so we welcome your comments community's comments and then uh we'll have another presentation at some point to finalize this uh discussion.

I get it. And and so just and my my one question is just one of basic timing. Um what when do you think it'll come before us to make some f final decisions and uh as a council? Is it is this like summertime or fall or what are we talking? Yeah, I I think in about 3 months I'll work with our uh city manager staff to come up with the appropriate time to come back to you. But but most of the information um is there. We have to compile it, get your comments, incorporate all that and uh and we should be ready to come back in few months.

Yeah. So like July, August. Exactly. Okay. Okay. Thanks. Okay. So So that's good. I think why don't you I think you you guys have said enough for us to absorb. Let's go down the list and make sure we cover all the questions and comments of council. We also have to open it up to the public. Should we open up to let's open up to the public now. Yes. Yeah. They they were going to give us a quick just and maybe we won't stop for questions, but a quick view of some of the other analysis they've already done. I I would like to see that.

Okay. So this was in reference to uh just some of the additional detailed analysis and planning options that we did for city hall. Um so as as Shuin gets to that page uh really we we created a we we went into a deep dive to understand what are these future projections that each department uh has shared with us where are there the uh the deficiencies or challenges and really looking for opportunities uh to to optimize the the um specifically for city hall. So, um, unless, uh, Council Member Reynolds, unless you'd like me to go into more detail, I think, um, keeping at at a high level, what we're showing here is three different options of levels of renovation to accommodate some of the growth uh, at at different levels again of of um, of investment. Looking at at the existing the top uh, the top diagram there shows uh, the level four, this is the level four current state on that top diagram. So that shows the current breakout uh of of workstations, offices and also uh meeting spaces and collaboration space. In the middle you see what we called it as a a moderate renovation and how we can uh create a 20% uh 28% increase of uh of spaces uh through moderate renovation. And finally, a major renovation uh would give you a 46% increase including nine additional offices and uh much more collaboration space that would help accommodate more of the virtual or hybrid type of uh virtual meetings that that take place. Uh so this is one example of what we conducted as a deeper dive analysis uh to accommodate the different challenges that we reflected in the key findings.

So thank you. Um, and thi, so this is an example of how you can use the same building, the same space, just reorganized to get a lot more Yes, ma'am. value. The cost of doing that, we haven't seen those numbers. Do you have those I'm not looking for those numbers now, but do you have those numbers already costed out that we can see as part of future discussions?

Yes, that's actually included. So this um renovating the office for um we we have the cost here as of 2025 it's about 12 million um just a rough order magnitude but this this is really what the blue bar in if you remember that capital cost this slide on me sorry moving it back um so this is really what the blue bar shows uh renovating the office floor is one of the actions. So, so the first line maintain remodel typical office floor. So, if if that is carried forward um that cost has been built into into the blue blue part of this cost estimate.

Okay. Thank you. Yeah. And we don't you mentioned that appendix earlier. We your last page of your presentation has has the new construction costs. Appendix. It says appendix B on it. So the the remodel proposal like what you just or remodel options like what you just shared that's going to be on here. Yes. Okay. Yeah. I would I would appreciate um getting the slide deck for that additional information because we don't we don't have that.

Yeah. Again these are ideas doesn't mean that I mean we we have the cost for ongoing maintenance. we could continue maintain our facilities. It's only if we choose to do okay, we want to renovate a building or then then these are the costs.

Yeah. But I think to Arus's point, let's let's get the information. I mean, if we if we don't read it, that's one thing, but let's open it up to the public. Anybody? Ralph? Three? You can take three minutes. Ralph, it's all good here. Let me uh go ahead.

Evening, Mr. Mayor, uh council. Uh congrats to Gensler and uh consultants, all the people involved in this analysis. Seems very thorough, uh detailed, that's for sure. um year ago at this time uh study session midyear reviews um discussion on can do we wave can don't we wave can full can partial can um during that discussion actually Andrea Maher councilwoman Maher initiated uh the point in discussion with U director Seth Ramen uh what I'm parapring ing uh what kind of what's your concerns? What kind of keeps you up at night? And leading to we need to do a prioritization of the full capital plan. Later on in the meeting, Mayor Stevens, uh Mayor Pro Tim Chavez seconded that opinion. Um that didn't happen unfortunately. uh given this assessment, facilities assessment, given the park assessment that was just completed and reviewed with the PAX commission um last week and which they're going to weigh in on it uh this coming Thursday. Um the glass is half full. This is a prime time to now do the prioritization of the complete facilities plan. Not just facilities, excuse me, capital plan, not just facilities, parks, streets, transportation, the other categories that I think medians and whatever else. Um, I would urge I've been campaigning for this for years. I would urge you to do this.

Um, for those of you who are termed out in November, get it done by November. Um, frankly, I think three months may be a little optimistic. Maybe that's okay for the facilities portion of it, but it may take longer when you add in the parks and the streets and the transportation and everything else. But, um, not only from an operational standpoint do you need this, but from a financial standpoint, you need this. Um c actually frankly the last couple years the long-term financial plan the five-year plan I didn't much put much faith in it. I thought I was much too optimistic. Uh the cash needs uh were not fully recognized. I don't believe in that. And so you need this you need the strategic plan here on on for capital not just operationally but for cash standpoint for financial standpoint and that might be a a bigger reason than operational because there's some big numbers in in here.

Thanks Ralph. Anybody on Zoom? Madame clerk. Yes, Cynthia, please. Hi, Cynthia. You have the floor. You can take three minutes.

Okay. Thank you. Uh, good evening. Um, [clears throat] I agree with Ralph that there needs to be a full assessment. We need to get the full picture here. Um, the the other thing that I wanted to talk about was of course my pet peeve, which is the tennis center. And the tennis center serves a lot of people. As we increase our population by the buildout of the anticipated housing, it's going to be like dropping another city in the middle of Costa Mesa. You know, another 40,000 residents is going to create a demand on all these facilities. Now, the tennis center, of course, has been around for a long time. Um I played there back in the mid70s and it hasn't changed much. It seriously needs to be updated. Um you know what we see in the assessment on the tennis center though was that um when it came under plan type and descriptions in safety which is an observed or reported unsafe condition that if left unressed could result in injury a system or component that presents potential liability risk. We lost the USA tournament that was played at the tennis center specifically because that tennis center was judged unsafe by USA. Our tennis center does not have the facilities for us to have a tournament there is what they said specifically. You know, it was the lack of an HVAC system, but you know, locker rooms. Yeah, we got people changing their clothes out in the parking lot for heaven's sakes.

That's tennis center needs to be raised [gasps] and and reconstructed. If you look at how other cities use their tennis centers, they are money-making operations. They have meeting rooms. They have facilities that can be used for other than the tennis center, but we need to think about how we can better use that facility for income for the city. Thank you. No further speakers, Mr. Mayor.

Okay. Close public comment. Let's Why don't we just go down the row and start with um Mike and then go to Lauren and then Andrea and then and then we'll skip me and go down the row and I'll go last. Mike. only had a couple. I know my uh colleague here had had a number of questions. So, uh I was just looking at at 34 in particular, your next steps, identify critical improvements, need vert, and develop a funding strategy. Um could you guys elaborate on that a little bit? Will you look into as you get into each facility and I'm sure title 24 type upgrades and all these things that we're talking about. [snorts] Um, when you do your analysis on funding, do you look simply at a our general fund or allocated amounts or do you look for potential state, federal, county uh um lanes that we can look into?

Council Buy, uh, it's it's all of the above. Um, so some some sometimes it's bonds that we go after for major projects uh to to fund improvements. um as I mentioned the the last 10 years uh or so we we've been able to allocate uh 6 million of our city money towards these projects. 2 million in maintenance and four towards new construction. So so we've been uh you know doing quite reasonably well in terms of trying to keep up with the maintenance. Um but of course we need to add to that over time and um and you know any increase in revenues down the road will be used for um helping towards that goal.

And then I really liked Ralph's commentary about using this as a potential opportunity to not just uh the CIP the facilities but let's look at the parks let's look at the streets. And my question is uh these city asset structures that that are the subject of this report if we branch out into the parks and is that type of analysis is that something that can be done inhouse? I know we've got a parks assessment going on right now through the parks committee or I mean is I'm curious how much burden something like this to put on city staff versus using an outside contractor. not looking to take work away from you guys, but I'm just curious.

So, Cosmo Bey, yeah, we we the park assessment was completed and was presented to uh to PAX Commission. Um and we took that information and um now we incorporate that in a five-year plan knowing that a lot of the projects are actually a future column for funding later. We assume that we would renovate a park every year. Um and and if we get uh lucky like with the funding um where we got 10 million from our state senator recently and we worked on three parks and and our um our supervisor funded uh big chunk of uh skate park which will come to you for approval and you know we also are working on um on Brentwood Park. So, so quite a few parks are getting done in a ch in in in in one year time frame you know this year for example and and we may have that those kind of opportunities down the road but we try to be you know we when we get those we move projects ahead of the schedule. One good example I can think of is u is our alley program. You know, we did a similar assessment back in 2010 on our 129 city alleys and majority of them were in failing conditions. We actually had we had dirt alleys, we had asphalt. I mean, you know, so think alleys were in a very poor shape back in 2010 and we started a program. Every year we tackled few. Right now I think 90% are done in concrete completed. We have very few left. We'll come to you next meeting I think or in in April for renovating another 10 of those. So I think 105 of the 129 are done. So so we

made progress on that one and and now when those alleys are concrete that'll last for 100 years. So same strategy you know down the road as we keep working towards uh these projects we'll get there uh roads is another example our PCI was in a bad shape before we when we did a road project we had to go all the way to subgrade we have to dig you know 4 feet to fix a road now our PCI pavement condition index is at 85 which means most of the streets are we just grind couple inch and then we put back the payment. We much reduced cost and much more efficient. We might do localized areas of repairs but most of them are you know you'll see slurry seal or grinded overlay. So there are funding sources for those kind of projects. You know luckily for streets we use other means for facilities and parks the sources get limited.

I'm going to not cut you off there. I think you were and that's all useful info, but you you kind of underscored one of my my concerns. You you gave me a kind of an update on on on streets and and the alleys and and and and an update on on what's happening in the parks and some funding. And I think and I'm going to uh probably speak what I thought I was hearing from from Ralph and what what I understand as a council. It would be useful to me if we've got uh a workable, realistic, not just a wishlist five-year plan. We actually do a citywide, we've started here with the facilities. Um, you know, I proper kudos to you and I since since I've been up here for a year, I think all of the the kudos are justified with with your knowledge and how you run our department. But the day may come when Roger isn't walking around here with all of this encyclopedia knowledge of what's going on. And a future council would like to have um a 5 10 year plan that's citywide and then as we get these one-off funding sources that fall out of the sky or or we we get granted something, sure, we can jump ahead and apply it. Um but it would be nice to have uh as close to concrete as we can roadmap that that is there for uh the current staff, current council and future council. So I would I don't know if that's feasible. I think it should be feasible. Um, and I would just hope that city manager and staff and I think again kudos that we've started this process, this facilities, but I really think it would be beneficial for long-term planning to have a a citywide thing that we can all look at and as a new guy who came on last year, it was completely Greek to me. But if I know that there's

been this kind of thoughtful research into a plan that's identified a long-term scope, I'm all about information. So, thanks. We'll definitely work on that. Thank you.

Okay. Thank you, um, Veraritoss for your guys' report. This is a really good report. Um, I have a couple of concerns when I'm looking through this. I I read through, um, most of the facility addition assessments. And one thing in particular that I'm seeing is our electrical systems in just about every building are very taxed, meaning they're in poor condition. They need to be updated. Um whether it's a switch panel or an electrical box. And what I find interesting is that most of our fire departments have fire alarm systems that are in poor condition. Um, one of the things that I would like to see is what it would take through at at the very least all of our fire departments to get them up um to a level of safety that would be commercially accept acceptable acceptable based on the code as far as like fire hazard stuff in our fire stations. And I know one of the number one fire hazards is electrical. And it just seems it's uh it's just it's it's all throughout most of our our facilities that it seems we have a a dilapidated electrical system. So maybe we can get together on that or if there's some sort of other presentation. Some of these retrofits are in the hundreds of thousands of dollars and I'm not quite sure how that happens. I know we do a lot of uh we've done for the last at least 15 years a lot of uh costsaving and um electrical need savings. I just don't understand how this came about. But if someone wants to explain, I'd love to hear it. If this is something that comes for another day, that's fine. I just want to take note that it's all across the board and I would really like to see this addressed.

Thank you. Maybe Aspen, do you want to I just want to make sure that I want to there is no safety type of an issue. All buildings are occupiable and it's not that we and anything is unsafe. Can you elaborate on this fire? Um

yeah, so the the effective age of the systems as found um by the facility condition assessments doesn't necessarily indicate a safety issue in the current moment unless uh very clearly stated. Um, so the fact that they are nearing the end of their useful life is a way for the city to forecast and plan for these replacements in a timely manner so that it does not become a safety issue. But if our assessors ever found an immediate life safety issue on site, uh, that was communicated immediately. And I don't believe we had any immediate uh life safety issues when we were out there, but that is standard protocol and would have been communicated immediately.

Okay, that's fine. And uh thank you for that. I just want to make sure that we're looking at that cuz um I can see it across just about every facility condition assessment that we have a an over uh searchcharged electrical system in each building. So, thank you. While we're on this, I just want to jump in and ask a quick question that I had. On page 15 of the PowerPoint, there's a column and it's entitled compliance concerns and the first f five rows have a Y which to me indicates yes, there are compliance concerns. What's the nature of those compliance concerns? uh you I think you've said that just now that it's not life safety concerns, but what what what are the concerns and and compliance with what?

Uh yes, sir. There were a variety of different types of concerns that were uh when the facility was built, it it wasn't built to meet those um specific needs of modern fire stations or police facilities. Uh so those are again, they're operational, they're safe. Uh it isn't a life safety issue. It's a more getting to modern code compliance for modern operations of fire stations and police facilities. Thank you. Yes sir. Mr. Mayor, it mainly refers to the gender compliance. It's u it's to make the facilities genderneutral. Gender compliant. Oh, I get it. I get it. I understand. That's the primary.

Yes. So So statutory compliance with ADA and things of that nature. Yes. Yeah. Okay. Accommodate. Yeah. Arless, you want to say something? Okay. Um, well, I was going to uh read what you described as a Y in the compliance column, but if you're confirming that that it's a that's a whatever legal requirement or something. Okay. Okay. Thanks. Good. Andrea, you're up.

Yeah. Thanks. I'll just echo Ralph's comments, right? I think this is about this is great information. Now, what do we do with it? Right? What are what do we change in terms of how we operate, how we plan, how we think about our capital improvement projects? Between this and parks, we now have a lot of very detailed information about what's broken, what's working, what needs to be replaced going into the future. And so now I think it's incumbent on us as a council to do something productive with that information. Does that mean looking at our 5-year CIP differently? Um I I do think I'd like to see some sort of uh amalgamated scoring of now all of our facilities including parks to try to understand where we should be prioritizing. Um, but I'll just emphasize, you know, when we get to the budget and we start looking at the capital improvement projects, I I think it's really incumbent upon us as council to look at it in the context of these facilities that, to Lauren's point, we know have issues or we know are not meeting our own compliance requirements or um, you know, we we know are are about to be real issues and need to address now. So, I I just I I appreciate the report. I do wish that we had posted that presentation as part of the agenda because there was a lot of information in there that was not in the staff report that we were trying to digest in real time. But, um, be that as it may, I I think now the the question is what do we do with this information? Thank you.

Thank you. Let's go to uh Manuel. Thank you, John. I'll say John. keep it casual. I'm wearing I'm wearing a suit for no

I like it for a reason. But um first of all, thank you guys for a good job staff and consultants. This is really really good presentation. I think the fact that you're hearing council members mentioned they wish they had it just demonstrates the value you provided us. Um and again I'm just going to echo a couple things that have been said because I think quite frankly we're going down the same path anyways. Um Ralph and Andrea are are very right like we just have to bite the bullet and start investing in our infrastructure. Our city's about 72 years old. Um, you know, some facilities are not that old. Maybe they're 50 years old, 40 years old, but it is time to start investing in our in our facilities, in our parks. Um, and I think there are cities that we can look at like Cypress that have designated funding pots that have to be spent on certain things. Um, I am not a fan of of um of the cap of, you know, and I'm I'm willing to look at maybe changing it to be for actual funding facilities, not just any capital improvement. I think that'll be very smart, but I don't think we can avoid the reality that we just have to bite the bullet and start allocating funding from our budget to solve these these issues. Um, to Ralph's point of urgency, uh, let's move up a month. Let's get it done by October. Um, and again, I think for me what really frightens me is just that the lowest score ranking scores came from our public safety facilities. Um, and that just terrifies me because that's who our residents call when when things go wrong and just demonstrates again why it's important for us to just get in that habit of systematically upgrading our facilities to avoid being in the situation. So, my general comments again, thank you for the support. It's really well done. A lot of good information, but in my eyes is simple. We just have to we have to start prioritizing these improvements for our parks and for facilities. Arless.

Okay. Um I I think I generally agree with everything that's that's been said so far. Um I'm really glad we're doing this. Um I'm really glad we've done the parks assessment. Um I think it was I I think I remember council me really pushing for this facilities one. So um and we've in the past eight years or so done this for IT infrastructure and set up that master plan. might recall um some really surprising information early on about our fleet and fleet maintenance and how we're funding that. Um uh I know our parks commissioners are reacting to the the parks assessment. So I'm um that is actually my highest priority out of this even though I have a whole bunch of detailed questions that I'll you know probably save for another another time. But um uh even just like some quick numbers on um comparing the investments that we typically make now with what's projected in terms of the investment needed right so comparing the two and four to the what was it four and seven recommendation I think seeing those numbers on the park side is going to be really important for us seeing those numbers on um fleet management it's going to be important what are those numbers for it and all the like necessary infrastructure um you know digital or or physical Um, and I'm probably missing a couple things. Streets and then you know what fraction of that is typically funded through um outside funds versus need to be funded through through general fund. Um, I would again I think I think you can do some some general math that gives the the basic picture of that on a big scale like ahead of budget season. I I don't think we can wait till October for that. I think we need to just get a general sense of of that. Is that reasonable? I mean, that's that's looking at historical spending and then, you know, making some assumptions to project long-term spending. Is it is it reasonable to say that's a fairly straightforward analysis to do?

Yes, Council Member, I would agree with that. Um, I think this tool is coming to us um at a valuable time along with all of the information that um you just described um to help inform our um CIP going forward into the next fiscal year, but then our longer term CIP and then how we fund our priorities.

Yeah. Yeah. Okay. Yeah. And and um Yeah, I'll I'll leave it at that. Okay. Um and then you know as part of that I already mentioned um kind of folding in making sure that we have some you know line item for estimates on the buildings that were not included in this analysis because we're agreeing that we're not going to not invest in them for the next 10 years, right? Or 20 years. Okay. Um what what I'd like to see that we've only um or maybe we've touched on in a couple places is um where Tell me if this was already part of the analysis otherwise like to think about how to how to consider it is where are there um significant costs savings opportunities or revenue generation opportunities as part of um you know some of this uh facility maintenance. Obviously any safety stuff happens first, but so for example, I mentioned, you know, there may be upgrades that actually have a pretty significant impact on our um utility costs, right? And so that might be um a an important part of or a valuable part of the scoring metric in terms of how we prioritize that, right? Since since we know we're going to need more money than I think we have to do these analysis, um Cynthia McDonald mentioned, you know, there's maybe re revenue generation opportunity. I'm I'm assuming John will also mention that with some of our facilities. Um so looking at ways not not just what's everything going to cost us, but where are there um opportunities to save money or um uh generate revenue um or grow uh revenue generation from these investments. Uh and just one question on um kind of the new construction piece was is does is the new construction considerations looking at some of the more modern like modular construction opportunities. I'm

thinking of some of our smaller buildings like the historical society or even the westside substation where um some of the like prefab type construction might I have no idea if it's cheaper or not. I'm assuming it is. Um but is is that considered in the analysis or we just assuming kind of traditional construction of new buildings? Yes ma'am. I'm just looking at at more traditional construction methodologies.

Okay. Okay. Um I said one more question but I have I do have one more. Okay. Uh slide 33. If you can go there. Um there were some really interesting things on this slide um that I was I was happy to see. I didn't expect this to be in scope. Maybe it's not. Um but I I just want to understand if it is in scope and if so like where does this come into the analysis? So for example um uh bottom in the middle standardize and modernize spaces to meet the needs and expectations of today's workforce is what you showed at the end of the presentation kind of in that. Okay. And those costs then the blue bar as you said that's included in the 4 million and 7 million average cost. Okay. So that isn't there um upper right um you know westside communities could benefit from neighborhood scale satellite services. So, I'm interpreting that as localized services from buildings that don't currently exist, possibly a mobile vehicle. I know we've seen that for health services. I think there's some from like clerk services by the county. Is that what you're thinking about? And and if so, and is that considered in the cost or is there any analysis around those types of ideas? So one of the opportunities identified is there are on top potential in the historic society building site.

Um so currently it's like a modular building very small footprint but it's a former bank. Yes. Yes. Uh so in the recommendation we proposed a replacement of that building for city as a multi- department shared city facility if like it could be used for recreational purposes. It could be used for some of the satellite services like permitting services from like moving from city hall to to that area like there are opportunities there that that's what we kind of kind of referring to from here like bringing services to the west side.

Okay. So that's that's a specific concept. Is that concept included in the cost estimates in front of us? Okay. So every is everything on this page included in the cost estimates?

Yes. Um okay. So I just need to understand what the concept is. Um, I'm sorry. Really? Third time is a charm. Last one. This is actually supposed to be the first one. Um, on the summary that staff put together for us, um, pulling together data from the individual facility reports, there's 21,000 identified as safety issues, 15,000 identified as environmental issues, which was like an air quality concern, um, and 93,000 on accessibility. Um, at least the safety and environmental, those are relatively small numbers and seem urgent. Are we um do we have a plan to just address those?

Yeah, Council Reynolds, anything that is uh immediate safety needs, we will address them. We have funding to do that. Okay. And that would include um what on this chart is that safety environmental. Yes. Okay. I thought maybe accessibility, but I I'll let you judge. Okay. Thank you. That was it really,

Jeff? Yeah. Thanks, John. So, I mean, I'm I'm excited we're doing this. I think it's great. Mostly I think we're at a jumping off point. That's why I'm excited. Uh I think that we have an opportunity as a city here. Facilities planning in my view should go handinhand with evaluating staffing levels and and pro programmatic priorities at the city level. So, I'm not excited to spend more money, but I do think infrastructure is a primary responsibility that we should be addressing and how we find the money um can can come from a lot of different uh approaches. And I think looking at staffing and looking I mean this is a 20 20 year outlook. So it's it's tough to priorities are going to evolve councils are going to change and facilities in my view should follow function and it's our responsibility to ensure that function remains efficient and I think that's where the money is going to come from. So I think we have a real opportunity to really start looking at how the city spends money and how we can start focusing on what really matters which in this case includes infrastructure. So thank you

Lauren. Yeah, I I'm sorry. I just have a couple of more things. Um, how did you guys go about picking the buildings out um that were um in need of assessments? Who who gave you directives on doing that? How did that go? [clears throat]

That came from staff that uh we prepared that when we went out to RFP for the assessment. So for for example, station one was recently built. We didn't include that. Station two is on schedule to get built. We didn't do that. The communication center, just anything that was in planned to be significantly remodeled, we didn't include.

Okay. Um, so I noticed the golf course wasn't in this. Is that was that done on purpose? So, Council Gomez, the golf course is uh has a project on our books for uh for um modernization study. So, there is already a project on that's um that's programmed in our CIP. Okay. Do we have a date on when we're going to start that study or how that's going to go? We have few ongoing projects. As soon as we have staffing uh that completes those projects, we'll jump on that project.

Okay. All right. I just noticed that it wasn't on there. Thank you. That's all I have since that last thing.

Okay. So, I have some comments. I thought um it was very interesting. I mean, everything you guys put together was great. I think what we've heard from some council members is it would be helpful to have the information. um you you know we've got this now but you've got all these other slides and stuff like that and get that information as soon as possible to us so we consider it um well before we h make any decisions on the action items like for example I mean I'm just like super pragmatic this would have been good like in a notebook right I'm just old school you know anyway and then this would have been really good if it's possible it's really a nice poweroint point very effective, but some type of a narrative report I think would be digestible in writing, you know, for the public and for for the council because the public's going to weigh in on this at some point and before we make any hard and fast decisions. Um, I really liked I liked a council. You guys did really great comments, so I'm not going to repeat all of them, but some of them stood out. I like Mike's comment when he was talking about the Mesaverie Library. And I'll give you a little tiny story about that. I'm on the TCA, the toll road uh board, and we're just we were just making a decision about whether we completely re refurbish our headquarters or whether we tear it down and build up another building. And I was like the only one that I didn't vote for it in the end because I didn't want to just do a protest vote, but would would have probably voted for tearing it down and building up a new one because, you know, who wants to have a 60-year-old building? And that was what we we would have if we remodel it 60 30 years from now to be 60 years old. So just for fun I Googled 60-y old buildings in Costa Mesa sorry in Orange County. 60-y old buildings in Orange County. And the first building that came up was the

Mesavery Library. A and so so but no Mike's point I think is good because as we look at this and we just sort of really imagine what the world is going to look like particularly a service like the library um that we have to be very creative about how can we shrink that and that that or change it or reimagine it and and make it more um uh appealing a as a as a service offering to our community while even maybe reducing our facilities cost or at least the cost of replacing it that is reflected in this report with thinking about um and I'm sure you considered some of that but trying to replicate what was there you know just completely reimagine it and that's for other people to be up here to do u and I'm not asking you to do it but I'm making this comment to to the world to the to the ether no one's ever going to listen to it again um funding sources. You know, it's an interesting thing. Raja mentioned my favorite thing that we have a great PCI uh pavement condition index. We also have the um the alley project which has been going on for 10 years and supported by all these council councils and council members. Never anybody voted against that. And it's really a a a model of sustained investment in a specific thing and that has l you know um improvements that can last for hundred years. So I'd like to see us kind of go for that but it but but now I'm going to keep it a little real. Okay. Um one of the reasons we have a great pavement condition index is because we have measure M2. So, a little bit of every dollar you spend in the county of Orange goes to transportation projects. And

then we are one of the major beneficiaries of that. Our public's works department is outstanding and gets more than their fair share uh because they're so good at grants and and and backing things up and have such great credibility with the OCTA, they get more than their fair share of measure M2 money. [snorts] Um, that's one of the reasons relative to our our our our facilities and our parks, our streets are much nicer in Costa Mesa and I want you to enjoy that as you go home tonight. But also keeping it real. So we don't have that level of funding for facilities and that's why facilities have kind of been the stepchild, right? And then of course we have other areas of funding. You may have heard this term or maybe you haven't because you've been focusing on facilities. There's a thing we've been throwing around the last couple years, the Minoney. David Min, who used to be our senator, um, state senator, is now our congress member, and he gave us something in the order of $15 million to deal with certain parks projects. Right? That's kind of a cool thing to do for a senator, now a congressman. Maybe that's one of the reasons he is a congressman is because he adopted he aligned his values with the values of the people that get to go to parks. And nevertheless, even notwithstanding the investment that he put in, we are still going to get a parks assessment that's going to say we need to put more money into parks. You know, it's the gift that keeps on giving. with facilities, it's more challenging from a budgetary perspective because there's no M2 and they're not flashy and and with the exception of some of these projects like Boleric, the downtown center, um uh the uh the libraries, they're not public facing. So what you have is the the the the like

the last rung of the people who get the attention from a budgetary standpoint are employees and sadly as some of the council members pointed out particularly Lauren. It's often the the shortest end of the stick are public safety employees are firefighters which is just ah you know whatever. But we have to uh be realistic about this in the sense that we're going to go into a budgetary cycle. We're going to have next week we're going to have our or a couple weeks we're going to have our uh uh um CIP uh study session and uh you know it's not getting any better in terms of the budget. We had we had issues in 2024 uh 25 issues in 2526 and I anticipate we're going to have issues in 26 and 27 and and the baseline amount of money that we need to spend is on employees. We spend a tremendous amount of money on our employees through our collective bargaining agreement and I've got no problem with that. Um, we agreed to them and we need our employees and we value our employees. The next level is what's called maintenance of effort which we have to put in in order to get this M2 money to make our streets look so nice. And then that leaves a a small amount of discretionary money left to spend on facilities and parks and so forth. So whereas we can say okay now we've received your information and now we have seen the light and we know that there's a lot of deferred maintenance in in in um uh in in our facilities and in our parks. The fact of the matter is we do not work for the branch of the government that prints money, right? And so um I agree with what Arl said. It'd be wonderful to come up with ways to save money and generate revenue, but like if we do some type of swag store, you have to sell a lot of Costa

Mesa hats to fix a roof, right? So, I'm not sure. I mean, we can have a plan. I'd love to. We should have a plan. It's just the plan has to have some modicum of realism in terms of the budget. Not just our budget this year, but our budget going forward. I I see a lot of aspiration in in in this in in this work that's being done. It's very aspirational. I appreciate it. I love to dream big. But um you know, you you got to wake up from the dream at some point in time. We got to pay for our employees and we got to pay for our streets and and and uh we do have a lot of deferred attention that's been done to the our IT. We had an IT master plan. who would have taken money out of that, right? It's very necessary and we've done it over the last 5 years. So, we have to make some tough choices. But what are we going to do? Are we going to are we going to uh have our pavement condition index go down? Are we going to see a few uh less employees around here? What are we going to do? Okay, those are the policy decisions we need to make. But we can't just say, "Hey, you know, we're gonna build all these buildings and then we're gonna uh commit the the um the the future councils to it." I think we it has to be tinged with a bit of budgetary reality. That wasn't your cho That wasn't your assignment. That's our assignment. And I get it. See if any questions. It's not I mean it's really not my assignment either because I only got one more budget to vote on and then I'll be like Ralph Tabota taking my three minutes complaining to the next council. Um I don't want to ask that question. I already asked that question.

I'm not going to ask that question. Okay, something to think about uh p public private partnerships. Okay, so let me give you a perfect example of that and of course there this would be you know fraught with having to deal with a lot of details to make sure the separateness and so forth and so on. But when we talk about the real crime center, which I think is an awesome idea, and by the way, Dave Minn is coming through with money on that, too. Um, what if we were to see if we can co-host that at Andreal? What about different different private places that are in our community that would be willing to subleasase from us, retrofit for us, so we don't have to come up with all the capital. So, I think we need to think about private public partnerships on a lot of these facility deals. We have to be creative or or it just won't get done. We don't Let's, you know, let's snap out of it. We don't have the money to do to do the things around this report. Um, so let's try to be creative and let's try to get as much of it done as we can. That's all my comments. Um, shall we adjourn? Okay. Thank you. Thank you.