 All right, chair Bailey. We are now live and you can begin. Great. I'd like to call the meeting to order and ask the recording secretary for the roll call, please. Thank you. So chair Bailey. Here. Vice chair minor. Here. Member Ronald. Here. Here. Member bison Dorf. Here. Member McQuilla. Member Atkinson. Here. And member SAP. Here. Let the order reflect that all members are present minus McQuilla. I have a couple of housekeeping things I need to tell you about. I need to remind you to keep your audio ambient. Unless you are speaking. Okay. So we don't get background noises. The staff will remain muted until they need to speak. And as members of the public join the meeting, they will be participating as an attendee. So they will, their microphone and camera will be muted also. And the public will be muted. And the public will be muted. And the panelists will be viewed during the meeting. And if you're calling it from a telephone, this is speaking about the public still, and you choose to speak during the public comments portion of today's agenda. For privacy concerns, the host will be renaming your viewable phone number to resident. And the last four digits of your phone number. And I'm going to ask the recording secretary now to explain how comments, public comments will be heard at today's meeting. Thank you, chair Bailey. At each agenda item, the item is presented. The chair will ask for committee member comments and then open it up for the public. The host and zoom will be lowering all hands until public comment is open for the agenda item. Once the chair has called for public comment, the chair will announce for the public to raise their hand if they wish to speak on the specific agenda item. If you were calling in to listen to the meeting audibly, you can dial star nine to raise your hand. The host will then call on the public who have raised their hands. Public comment will be limited to three minutes and a timer will appear on the screen for the committee members and public to see. Once all live public comments have been heard, the meeting hosts will read emails submitted. If you provided a live public comment on an agenda item, but also submitted an email, your email comment will not be read during the meeting. Additionally, there is one public comment period on today's agenda to speak on non agenda matters, which is item two. This is the time when any person may address the committee on matters not listed on the agenda. And this will be turned back over to you, chair Bailey. Now I see I call for items number two. Is that right? Yes. Public comment on non agenda items. We are now taking public comments on item two, not agenda matters. This is a time when any person may address the committee on matters not listed on this agenda. If you wish to make a comment via zoom, please raise your hand. If you're dialing in via telephone, please dial star nine to raise your hand. We have anyone. There's some kind of background jabber going on. Somebody has a radio on or talking to their spouse. Oh, interesting. I can hear it too, but it's, it's, um, it's not me. It's not you. Everybody else is muted. Maybe it's a public person. No, it's. Yeah, it's not the public. Just a moment. All right, it looks like the sound has stopped. So we'll go ahead and turn it over to our host. To give the instructions for public comment. Thank you. A countdown timer will appear for the convenience of the speaker and viewers. The first speaker will be acknowledged and invited to speak when the countdown begins. Please make sure to unmute yourself when you're invited to do so. Your microphone will be muted at the end of the countdown. At this time, I see no hands raised. And there were no email comments. Mailed in. Okay, great. Then let's move on to item three, which is approval of the minutes. For the special meeting that was held on October 24th, 2019. And I'd like to need it. I need a member of the committee to make a motion to approve of the minutes from the special meeting on October 24th, 2019. Motion to approve. Great. And then we need a second. I second. Thank you. Okay. So let's move on to scheduled items. To the next one is this report on the fiscal year 2019. 20 measure of annual report. So we will be going through the measure of presentation. I believe it'll come up on the slide show. And I'm just going to turn this right over to violence prevention. It should be on slide number three. Good afternoon. Could you all hear me? Yes. Hi, my name is Magali Davis and I am the new engagement director. I just wanted to give you a little bit of information about my style since I will be overseeing the violence prevention partnership. And thank you for this opportunity. Aside from some of the information that we're going to be sharing this afternoon, I wanted to let you know. That we're going to be working on some of the new projects. That will be taking place as well. As we respond to our community through not only violence prevention partnership, but through the city center was a power plan. And two of those new items that we're going to be exploring. You know, moving forward towards the year. Is our ethnic studies with the cop program, which is a partnership between Santa Rosa PD, and our community engagement department. We are holding a pilot program for a distance learning site. We have 12 to 15 youth grades, three to six. And it's a six week pilot program that we hope to have more information once we wrap up towards the end of this. This fall for you all, we're going to survey the youth and see how impactful the program has been in terms of, you know, any impact it's had on abuse relationship to law enforcement. And if it's been able to help us create a bridge for our community. Another program that we have is the Santa Rosa PD low writer patrol car. And that's going to be used as an engagement tool. We are working on, we've procured a car. That's another partnership with the Santa Rosa police department. We have the vehicle and we will be working with a community community organization, the Sonoma County low writer council that will be helping us put the, the patrol car together and we'll be using that for community outreach event. So I just wanted to give you all a quick update and introduce myself as well. And I will hand it over to my colleague. Hello, my name is Jason Parrish. I'm the administrative services officer working with both the recreation and community engagement divisions. So on the first slide, number four, we'd just like to call your attention, the beginning fund balance of 1.36 million with the ending fund balance of about 998,000. So it shows we're using fund balance of around $365,000 with a program that measure will continue for another few years. And the intent is to be able to use that fund balance so that as the measure concludes, we don't have a large fund balance. We're using the monies for direct services. The other thing I'd like to call your attention to on this slide is the reserve for encumbrance and project commitments. So that represents basically the fact that our choice grant program is on a calendar year. And so this shows roughly half of the total annual expenditures that were remaining after January 1st, and will continue. And if you could advance the slide. So, and to give you a little bit more detailed breakdown, what you'll see here is that the personnel make up roughly half of the overall violence prevention programs. Within the salaries, what you also have is $160,000 in temporary employees and those are the seasonal employees that work out in the field for the recreation neighborhood services group, providing direct services. And then you also have the choice grants in this case, which by the measure O is required to be at least 35% of the violence prevention portion. Right now a little bit higher than that. The administration is the overall citywide financial allocation that goes into the violence prevention program. And if you could advance the slide. And as you could see here, we go through an annual rebalancing as we progress through the budget, looking at what our long-term revenues are as well as our expenditures so that every year we try and make sure that those two meet up. And right now we are a little bit over in the expenditures over revenues based on the current projections. And so right now community engagement and recreation are both working on those to determine whether or not our programs at the end of the year will be what we thought we had started out the year with outside of COVID. And I believe it's moving to the next presenter. Chair Bailey and members of the COC, Jason Carter, violence prevention manager, part of the community engagement office. As you can see, staff continue to participate on local and statewide initiatives such as the California violence prevention network, the funder circle, circle health action, juvenile justice coordinating council, keeping kids in school committee and many others to ensure the city's efforts are consistently communicating and collaborating with various projects and strategies. Also in September of 2019, we launched the annual violence prevention annual seminar which was titled managing trauma to build a resilient community with over 180 in attendance, discussing strategies and how to best serve those that have experienced trauma. Some of the breakout sessions included getting identification and local emerging trends with Santa Rosa police department, strengthening partnerships with school districts and supporting students with Santa Rosa city schools and self care for direct service professionals with child parent institutes. Some of the other events included a youth basketball tournament in partnership with neighborhood services with over 300 in attendance, community actions, south park day night festival as well as the west night night walk for safety with SRPD and life works. Also during this particular fiscal year the partnership began the planning stages of expanding upon the game prevention awareness month model by creating the first annual violence prevention awareness series. That's a series of monthly events launched in January of 2020. The year started off with supporting a training for Brookhill parents as well as engaging community school students with open conversations with law enforcement officers. But unfortunately in March we had to table some of the events and we'll be retooling for fiscal year 2021 and look forward to sharing the outcomes of the first annual VP awareness series at the next measure annual report. Also in the upcoming slides happy to provide an overview of the choice grant programs and guidance. Next slide please. Cycle nine of the choice grant program funded nine nonprofit organizations that ultimately served over 15,000 youth and families in Santa Rosa through various activities and trainings such as land paths, summer programming with arts, crafts and reading and child parent institute with positive parenting programs and of all the services delivered by the city and nonprofit partners 93% of those services were provided to youth with 7% to young adults and parents. Also in alignment with the strategic plan and community safety scorecard 100% of the activities were delivered in areas identified as underserved with 40% of these events in fiscal year 1920 specific to the Roseland City Council. Also in alignment with the strategic plan and community safety scorecard 100% of these events included the solely night with community actions, various student engagement workshops, career readiness curriculums and nature walks among others. Also one of the many projects staff is involved with is capturing some of the historical data and outcomes and the impact of this project. We have been working on this project since the launch of the choice grant program in 2006 as well as over 270,000 in many grants to support one-time projects that occur throughout the year. Next slide, please. The guiding people successfully referral component is has the partnerships wrap around coordinator position receiving referrals from probation schools, various nonprofit agencies, and we have been working on this project since the launch of this project. This project takes and brings a case review to a multidisciplinary assessment and referral team in order to coordinate referrals for the wraparound coordination of services. The M-DART consists of all choice funded agencies that regularly meet and track services to families in need. The M-DART is also known as the California Violence Intervention and Prevention Grant. As noted, this funding also includes additional pass-through funding to two local agencies that prioritize services for GPS referrals. With this additional funding, life works of Sonoma County delivered bilingual family-based service. The sonoma County was also the only vulnerable child with a child with a child at their home with both the youth and the parents, focusing on family engagement and utilizing behavioral health strategies and also social advocates for youth provided intensive case management, work readiness workshops and paid work experience while utilizing motivational interviewing strategies. the city was able to secure funding for the wraparound coordinator position through the end of fiscal year 2021 to continue wraparound coordination to families in need. And I just wanted to provide some statistics from some of the GPS outcomes, which include on this particular fiscal year 96 undubicated high risk slash at promise youth and 51 of their family members were provided wraparound services as well as 62% of youth that participated in career readiness workshops showed an increase in a positive youth justice domain such as community work education and health assessments. And one final data point also since launching the GPS program GPS has provided 5,718 one-on-one services through June 30th of 2020 which include pro-social activities crisis intervention in various trainings for youth. And with that I will turn it over to recreation division director Kelly Magnuson. Thank you. Hello everyone this is Kelly Magnuson with Recreation in Parks. I'm happy to present our direct service programs today. As I've mentioned in the past recreation serves mostly school age youth but we are a large employer of high school and college students as well. So starting in July 2019 that July splits our summer so we start off in June with our recreation sensation programs we continue it through July and that serves about 130 youth per site. Last summer we had four sites and then we roll right into the fall with our sports programs and last fall we were really fortunate and we got cooperation from several schools for their gym space because the city doesn't have their own gym. So we were really excited to work with Rosalind accelerated middle school, Comstock middle school, L.C. Allen high school, and San Rosa middle school for the use of their gyms. We were able to offer our basketball program, so it's all cheerleading and those are all really successful programs. And then one of the things that we experienced last fall was the King Cade fire which made us shut down our programs for several weeks due to the schools being closed and the smoke in the air so that was unfortunate. But we came right back from the holidays and we started up again with our sports and our community programs. We had eight neighborhood sites focusing on after school programs that included arts and crafts, homework assistance, community events, nutrition, recreation activities and those went all the way until March when the pandemic hit and we had to shut down all of our programs. So if we could move on to the next slide please. So for the month of March we were just regrouping and trying to figure out what could we do to serve our youth with the shelter in place. So our staff worked really quickly on pulling together a virtual tutoring program. We had 12 temporary staff work with about 35 students over the virtual doing their virtual homework assistance and that proved to be a really popular and successful program. We did that through the end of the school year while we were while we were doing the the tutoring program. Our full-time staff put together a summer program called Better Together. This was a five-week full-day summer program at Burbank housing sites but we were only allowed to have 12 youth per site and because that's how many were allowed for the health order they were called cohorts. So we had these these different groups of kids that were with us all day so we were providing daycare, recreational activities, sports for just a small number of kids and it was really really a lot of work because we had to do the social distancing protocols. We had to do the temperature checks daily. We had to follow all the CDC guidelines and then after we got into a few weeks of that it was going really well so we added on two more cohorts at the Finley Community Center. So we got a lot of experience with how to do day camp during the summer and so we decided to move into our our next fiscal year which started in July after the those programs shut down we moved into a distance learning full-day program at both of our community centers. So that's what we're doing now and looking into the future we're really dependent on what's going to be allowed for the Sonoma County Health Order but our staff is very resilient and willing to regroup and currently we're serving 120 kids at the distance learning program and about 75 percent of them are from from underserved families and are really needing a lot of our help. So that's it for me and we can move on to Jason Parrish who's going to talk a little bit more about what we're looking forward to as we move ahead. And if the slide could be advanced please. So part of what both community engagement and recreation have had to work through is what do operations under COVID look like and so as you could see here we started out the year with a little bit under a million dollars in reserves. What is being estimated right now based upon our actual revenue collections projected out is to have 283 thousand dollars by the end of the fiscal year. That looked at the original budget pre-COVID we established for fiscal year 2021. So we both community engagement and recreation are in the process of reevaluating programs and grants as well as the composition of the total program to see what strategies we could use moving forward. So thankfully we aren't going to have to be using these in the current year but what we would be looking at and the committee has received in the past is the 35 percent for choice funding right off the bat. In the past the violence prevention partnership has had to adjust that amount down to me lower revenues. So that's one option with the neighborhood services and the recreation programs it would have to be evaluating the ability to continue funding all of the programs that are currently being performed and both units while these are measurable programs also have general fund components to them that supplement or provide additional programming. And so with the community scorecard that's a very long process that the community engagement is currently working on to move forward and with a mini-grant program because of the calendar year the next mini-grant program will be coming out in January and so all of those issues are going to have to be on the table as we see about the last few years of the measure program moving forward. Thank you. Does anyone have any questions or comments? Yes I have a couple of questions. Okay as we go back to slide six it talks about the revenues and the expenditures and so I do see that right now the expenditures is more than the revenue. So with that being said will that cut the actual programming or will there be loss of jobs or do you foresee the sales revenue coming in? Sorry it's Jason Perush again and what we are having to evaluate is the current year expenditures with COVID going on as we found out with recreation they have very intensive needs and I'm pretty sure violence prevention has also experienced with their nonprofits that their expenditure needs have been high. Because of the nature of the program in recreation the only program that we have are the field services that we provided each of the different Burbank housing sites so we would have to look at possibly cutting a housing site on the community engagement site because the measure requires that we spend 35 percent of the money on grants. The remainder of the violence prevention program is all in staff and that is once we get a better handle on what the mid-year revenues will be for both sales tax and it will give us the first half of a full COVID year of operations we'll be able to reevaluate those in January or February to see how much if at all we would need to adjust each of the programs to meet the financial restraints. Okay so moving forward then once you do that reevaluation I did hear that they did tutor in they also did some programming at some of the sites would that to make up the 35 percent would you increase those programming at those particular sites or would you venture out and do other sites? Right now in discussions with Kelly Magnuson it would have to be an evaluation of the overall need in the community and where those locations are specifically would be cited and that is community engagement and the violence prevention partnership works with recreation on those so I would like to be able to give a more definitive answer but if Kelly would also like to comment okay I think you can hear me now sorry so we we continually evaluate how we are going to provide programs we would like to be back at the Burbank housing sites full-time there's eight sites that includes our Apple Valley site we'd like to have our full sports program in action simultaneously it just really depends on what what the health order allows but we are we are budgeted to do those those programs currently so I'm not sure exactly what you're asking at this point could you could you ask me the question again? Yes well in in respects to if we stay in COVID are you going to revamp the programming to meet those needs that is needed in the community so it it may look different you know will you continue to do it social distancing through zoom there are other options so I'm just curious did you look into the other options if we continue to stay in the purple or red or whatever color we in right now? We will continue to change with the needs of the youth in in this the school situation as well if the schools go to a hybrid model we'll adjust and we'll we'll do programming for the for the kids who are out out of school we might go back to after-school programs we might do the full-day program but as as long as the community centers are closed to the general public and we aren't allowed to have senior services and we're not allowed to have rent the rooms for gathering we can repurpose the community center for the underserved youth programs but we our hands are kind of tied with our numbers we aren't allowed to have groups larger than 14 kids in a group and we aren't allowed to offer sports right now we can only do trainings so we we just have to be prepared to change with the health order and then we'll open up more and more programs as we are allowed to but there's there's a lot of kids out there that need us and so we we're able to shift and and revision programs as needed okay and for the total number sir i just want to clarify on slide eight it says the total serve youth is 15 thousand and some change so that's for the whole since the program been in existence correct vice chair minors jason carter no that's just specifically for cycle nine okay thank you for the clarification and then also you mentioned the wraparound program and it's in place until 2021 and so what will that look like will you can revamp everything to take a look and see how you can continue with the wraparound program or will it you know dissolve in 2021 jason carter again so unfortunately that that particular component of the partnership has always been funded by state grants and you know it's been a ongoing partnership with the state and snow county probation to kind of keep it going if you remember a couple years ago the meseros citizens oversight committee had approved a six-month stop gap to where we did not have funding we were able to identify funding and then we received the new state funding so i think a similar philosophy will be adopted in from you know as on an ongoing basis who will always be looking for additional funding whether that's through the state whether that's through different foundations we are trying to again capture all of that measure of data because it's a the match piece of obtaining external grants has been proven to be critical for us and so will be it's a constant evaluation of what's available and what's appropriate for the city to participate in okay thank you and then my last questions on slide 13 in relation to the unaudited reserves and i just wanted to make sure i understand that completely can somebody review that or give me a definition for unaudited reserves yes is jason parish again so when the city closes out its books at the end of june the new fiscal year starts there is an auditing process that staff goes through for another month to close out the books and that's what you see is the unaudited reserves by i believe it's january or december 1st following an outside auditor will come in and review the city's books and then at the end they will make any audit recommendations and the final closeout will happen so for all intents and purposes though this is the final balance at the end of the fiscal year okay and that's all the questions i have thank you jason i have a question do you have um does the city know yet how much revenue has been lost because of sales tax loss because of covid that would be a better question for shelly riley the city's budget manager so last fiscal year we went down about five and a half percent from 1819 fiscal year 1819 um because of the delay in sales tax it's actually paid out two months after the month closes we don't really have that grade of a gauge of what's happening for this fiscal year yet because i believe we've only had two payments when i looked at those very briefly um they were lower but they weren't drastically lower but we really won't know for another couple more months to be honest with you okay thank you but so when we come back in march april to do the budget we'll have better revenue estimates for not only the end of this year meaning 2021 and next year 21 22 and that's when we would adjust anyone's budgets to make these cuts to programs personnel etc if necessary but at this time it's too early to say whether we all absolutely have to do that or not okay thank you jason i also wanted to before you move on i also wanted to mention that um magdalena has joined the meeting and if she can turn on her camera if she is here so she could be seen as hi good to see her your babies with you no i'm in my office okay but i will have to drive to get them soon so you can see the inside of my minivan too it's good to see you welcome thank you so much sorry i was a little late okay we're glad you're here thank you uh jason i wanted to ask you a question you you mentioned something about ten million dollars was the the amount of money that's been um i wonder if you could tell me about that money was that that was that just the measure o dollars or is that measure l plus general fund or is it measure l plus general fund plus money that has come in from all the different grants that have been able to be received um because of all the programming that we have um if i could ask a question i just want to make sure you i'm uh asking jason perich or jason carter oh thank you for straight i forgot about that jason carter chair bailey can you hear me yes oh there i am jason carter again um i i believe that is a combination um but it is a total sum of the grants distributed to the nonprofits uh both through some of the general fund allocation but mainly through measure l okay but that doesn't include all of the money that's come in with other grants that have that you've all been able to get over the years correct yeah so state funding that's a we look at that as a different allocation of of revenue and so we we didn't include it in the specific measure o dollars but okay um as always we are you know communicating to the public that without the local measure o funds uh we wouldn't be even eligible for much of the state grants that we have received in the past right that's what i was i wanted to hear okay thank you that's it for me does anyone else have questions or comments i'd like to keep jason carter on the hot seat for one more second if i could um jason it's it's it's mark staff um if this is a broader question um the choice grants program touches such a nice cross-section of of nonprofits in the in the city um are you getting any anecdotal evidence about how many of them are going to have to are thinking of or might have to suspend operations as a result of of their their own budget issues member staff staff this is jason carter again um i i don't want to speak for agencies but i can tell you what the city has done to prevent exactly what you had mentioned through the choice grant program especially once the covid impact was you know here and and initiating we did accept modifications in all services for the original contracts and intended outcomes we wanted to make sure that our nonprofits were adjusting were you know conforming to all of the the questions and the chaos that was happening back in march and so we delayed evaluation reports but at the same time we continued with the original payment timeline so our cbos would not have any additional gaps in funding um as as far as um across the board like you had mentioned i i i'd rather not speak for particular agencies but i do know that you know uh most if not all of the the agencies are still in existence but i know that some have scaled back some have modified uh but all are very very much appreciative of the efforts that uh the city has participated in with our measure of funds thank you anyone else i have a question man's agonizing here but first i'd like to uh thank you for the work that you do for the for the city of Santa Rosa through the violence prevention um a lot of people benefit from a lot of people a lot of families benefit from these programs uh i have two questions can you can you elaborate think it's not jason carter the other jason here is jason perich jason perich on you you mentioned that expenses had increased during covet and i was wondering if you can elaborate and provide a few examples of how expenses had increased the second question okay sorry go ahead second question is you know i see you know there's a cop program there's a little rider patrol there's a lot of athletics uh what about stem stem uh programs that's it um i will answer the first part and i would actually ask um kelly magnificent deputy director of recreation if she would be able to address the second part um as well as supplement my initial answer is that the experience that recreation is having is during covet we have been trying to uh continue first the support for the kids and not engaged in our program uh but is specially trying to supplement the work that the schools are doing so making sure they're doing their homework and what the experience of staff has been is the additional stress out there in the community there's been several articles in the press democrat recently reflecting this is requiring a lot more resources as far as ensuring that the kids are able to focus that we're consulting with teachers as well the protocols in place for being able to ensure that we could do a viable you know covid based operation if you will uh is is very intense as uh kelly magnificent mentioned we can do up to a 14 person class overall but that requires constant cleaning throughout the day if the kids want to go outside we have to make sure there will be an environment or a playground that has been cleaned and so those types of activities make the uh overall resources required for the ongoing programs to be higher than you would expect if a program was actually you know we had fewer kids in the program because of covid hi this is kelly magnificent again jason i think you answered that really well but what i can add is that um many of the youth that we're serving in our current program are extremely challenged uh with the distance learning and so this i think we have four schools that have referred students to us uh for for our assistance in the program and we've had to hire extra staffing to assist those youth so where we might be able to have two staff in an after school program with 25 kids we've got three staff with a program of 12 kids because the the needs are so great in helping the kids throughout their school day so the cost has gone up in addition to that we have the sanitation staff that it's required to run run this program so um the the desks are cleaned every couple hours the kids temperatures are taken each morning um it's just it's a real rigorous program to keep the safety protocols in place and so that's costing us more money i hope i answered your question yes thank you do we have any other questions or comments i have a quick what i think will be a quick question um this is member ro darmel i'll say it because i know that it's an intimidating last name for people um i i could see from the report that there are obviously systems in place to measure the effectiveness of many of these programs and i was just wondering uh if those are available to review anywhere just curious about you know how we're measuring the effectiveness of the programs that we are funding and making decisions about what's most helpful to our community member ro darmel jason carter again we contract with upstream investments from the snow county human services department same department that also released the portrait of sonoma and oversees the upstream investments portfolio to do our evaluation so we don't have a full years data yet but once we do for this particular cycle we can certainly send that off to you our previous evaluators also provided metrics in how our agencies have produced outcomes in comparison to the original scope of work and and we're more than happy to send that to you to the entire um coc thank you anyone else one more one more question the the science science programs i i say this because i have a background in science uh so i was just curious you know it's nice that the kids that uh the community gets to engage in athletics but what about uh the stem programs science engineering math this is kelly magnuson again and we do try to bring in contract instructors into our programs to offer some of those enrichment programs uh recreation also offers a kids science after school program it just started today at the church of one tree it's not funded by measure o but it is a it is a program that's offered to the community we we do offer a lego engineering camp during the summer that's open to the general public so um recreation tries to have several offerings in in all those topics throughout throughout the year but specifically measure o is funding um after school a direct service programs and now the distance learning program and the sports programs but we try to bring components of enrichment into those programs if that makes sense by bringing in some outsiders and some guest speakers and having little mini series within the within the program itself okay okay thank you everyone i i just want to thank everyone in the recreation and parks and uh finance prevention partnership it's i know it's it's hard work to begin with and then with covid and the fires that we've been experiencing it's extremely hard so thank you for all the flexing that you've done particularly i was so pleased to see the and after i mean a school program put together so many parents who just don't have the bandwidth to they can't even be home and so i know there were probably a lot of children there still are that are just home with um you know with just trying to do school by themselves and that's really hard so thank you for stepping up as much as you have and i'm hopefully there'll be more opportunities more funding to come in that can can help us support those who need it the most but thanks for all your hard work you're here okay so now we move on to the next piece is that right that is correct it looks like a fire department is now up oh this is tony gozner can you hear me sort of can you hear me better now a little bit yeah thank you my name is tony gozner with our Chief of the City Santa Rosa Major has been just a great thing for the city as it relates to the fire department and you'll see that in our presentation today Jim Arendt is our administrative service officer he's going to go through the financials and then Deputy Chief Scott Westrop will go through the operational portion for the city with that i'm going to turn it over to Jim Arendt thank you okay we're on the first slide as you can see this is the talking about the fund balance where we go through the revenue and expenditures for the year that's just passed we've got a little different situation we started with a fund balance of about 3.1 million dollars and due to covid south sales tax revenues took a pretty good hit so they came in lower than anticipated and our expenditures are pretty much stayed the same or where we expected so we ended up eating into our our reserve balance by roughly $24,000 and that's for the time of $3,097. Next slide these are expenditures as you can see the the lion's share of the expenditures are in salaries and benefits roughly 84 percent of it is spent on that and due to a the basically the ones that have gone up salaries were up about $58,000 due to a contract settlement last year that brought the rent the salary costs up and we had a drop in overtime based on strike teams not being as active last year benefits were also up about $113,000 mostly only not mostly exclusively related to cow purse that was a pretty big hit we took at that and overall our expenditures were up about $196,000 based on salaries and the benefits. Next slide you'll see the the line with our revenues and expenditures and I think first thing I want to point out is you'll notice for us it's the first time in five years that revenues have actually dropped below expenditures we've done a pretty good job of keeping them above and that's by design we've been slowly putting fund balance aside every year so that we're able to fund future fire stations that's part of what we're hoping to do so that's what you're seeing there unfortunately but this year that kind of we took a small hit of about $24,000 our sales tax revenue was down $218,000 and our expenditures were up $195,000 so overall the net for the year is we ended up about $448,000 below what we revenues expenditures over expense and that was the hit we took on our fund balance. Next slide here's Scott. All right good afternoon Scott Westrop deputy fire chief at the city of Santa Rosa fire department and just briefly we're going to talk about some of the positions that Mejero provides to the community through the fire department. The positions that we have that are generated out of Mejero are three fire captains which are our frontline supervisors on the engines and ladder trucks that you see on the streets. We have one fire captain who is dedicated to our training division so that's the captain that manages our training facility there on the west college. Three fire engineers which are the operators apparatus operators that you see driving the various fire equipment around town and three firefighters. Mejero also funds 25 percent of our EMS battalion chief so our emergency medical services battalion chief to manage the oversight of our EMS paramedic and BLS programs and then it offers the paramedic incentive pay for the six firefighters who are the paramedics on our two ladder truck companies. So a few years ago due to Mejero we were able to upgrade our ladder trucks to advanced life support services. Next slide please. Some of the positive impacts that Mejero has had on the fire department to provide better service to the community is it's provided the nine firefighters and training captain that were mentioned in the previous slide. It's also provided the the staffing for incentive pay for three engines and two truck companies to be paramedic units so they provide a higher level of medical service and with that comes the enhanced EMS management through the partial funding of the battalion chief. About 65 percent of our calls for service are medically related so it's it's most of what we do and so it's it's really important to have those personnel in place and to have the the management oversight place for that program. Due to the the personnel the stations and the equipment that Mejero has provided it's improved our response times and the deployment of our resources has reduced fire loss and improved the EMS outcome for medical patients that we respond to. It's increased our ability to reach out to the community and be a stronger member of the community and of course it financed the station five construction. Next slide please. So these are fire stations that Mejero has provided funding for construction on fire station 10 which was completed in 2008 which is the slide on the top right fire station 11 which was completed in 2009 it serves the the JC neighborhood down on the bottom left and then fire station five which was completed in 2015 on Newgate Court and Fountain Grove which is on the bottom right it no longer looks like that as you may have seen we unfortunately lost that fire station that helps fire and we're currently working on reconstructing fire station five at a different site. Next slide please. Some of the equipment that Mejero has provided two type one fire engines which are the fire engines we drive typically on a day-to-day basis which you'll see in the top right corner engine 10 there is a type one fire engine. It's provided one type three wildland firefighting engine which is the engine you see on the bottom left there. Obviously that engine's got a lot of use this year four command vehicles which you obviously see in the the center of the screen there and then one swift water rescue trailer such as some of the equipment that Mejero has provided to provide enhanced service to the community and with that I'll turn it back over to Ada Silverman. Okay next slide go to 24 this is looking ahead at where we're going to be at the end of this current year as you see there's a three million 0.97 again the starting point we are actually going to be in a deficit this coming year as well up to the tune of $476,000 which will bring our reserves down to 2.6 million dollars and it should be pointed out that the the reduction is the $476,000 was really principally driven by the sales tax drop that we experienced due to COVID. For fire and Mejero that that came to a roughly $611,000 of that $476,000 so it's a pretty big hit we're taking on that and we're fortunate that we have reserves that we can tap into. It is not what we designed or what we had hoped to do with the reserves we really were hoping to have some money left over for fire stations and each one of these is just taken a little bit away it's kind of like when you have a savings account and you're having to dip into it because of unforeseen things that's what you're seeing right here so the takeaway is we're still anticipating to have the estimated reserves at the end of this current budget year of 2.6 million dollars and with that we'll open up any questions. I have a question on slide 17. Can I get some clarification on the transfer out debt? The transfer out is the debt service that we paid when we were we had a bond that we that we took out or a to fund the construction of fire station five that's what that is exclusively it's all debt service. Okay and in relation to the new fire station we talked about this at our last meeting and I know you were supposed to be looking for a new site and where are you in the process of that? Do you have any potentials and then the next question in relation to that is the funding that will be coming from measure O and that's on I'm sorry slide 21. Sure now this is Scott Westrop again so where we're at on the purchase of a new site for the new fire station five we're currently in a sequel process we've purchased a piece of property from a private company in Santa Rosa. We're moving the fire station down off the hill for a couple reasons it's coming into a better spot to serve our strategic plan and our standards of coverage that will provide better service to the north end of Mendocino area and then it also provides still rapid service to the Fountain Grove area so it's in a better spot for our response times and service delivery it's also a safer location for a fire station it's not at the top of a hill or a draw or a valley it's it's down in a low lying spot so it's a little bit more fire safe I'm relatively speaking to the Fountain Grove area and so we're essentially in about a year-long sequel NEPA process and then we'll work on breaking ground after that so we're making good progress there I'm sorry do you still have the I'm sorry do you still have the temporary one that's up there is that still um in place correct so the temporary fire station five was put on the old fire station five-sided 34 E portfolio road there's a temporary structure there and service has been restored there for quite some time so there's still service delivery up there it's just been a much more laborious process to rebuild a new station five or a new location and we had existed and we're really working with the city on on funding there's obviously not going to be enough money in Mejaro to fund the construction of fire station it's somewhere between 12 and 15 million dollars to build a new fire station so we're going to work with PGP G&E settlement money general fund money and other ways that we can bring some revenue to rebuild that fire station so I don't anticipate us using Mejaro to build the new station five you say you don't anticipate using Mejaro I don't just because there's with three with less than three million dollars in our reserve fund balance and the need for 12 to 15 million dollars we're going to have to find another revenue source for a building fire station and then my last question is in regards to you know with the construction that we have going on in our city and I know there's going to be a exponential growth of apartments in that area and so will this fire station be able to handle the additional housing that's coming in yeah that was that was forecast in our strategic plan and our standards of coverage was the increase for housing particularly on the north end of menacino avenue and so the new fire station site which is at the corner of stagecoach road and found road parkway brings it much closer to the north end of mendicino and so it actually will improve the response time for both the the initial arriving unit and the subsequent assembly of a full alarm assignment if there was fire there so it actually is in a better location to provide better service to those areas okay thank you so much that's all the questions I have thank you does anyone else have questions or comments okay then thank you very much for all the work you're doing thank you really appreciate it stay safe good afternoon I'm Pam Lawrence ASO for the police department if we can advance to the next slide so this slide shows you our beginning fund balance in our reserves of 1.1 million dollars our sales tax revenue of 3.8 million our other revenues of four thousand dollars and then our expenses of 4.2 million which meant that we had to dip into our reserves again this year leaving us a balance of 756,000 next slide please this shows a breakdown of where the money was spent as you can see the majority of the funding 94% was spent on salaries and benefits we spent about 135,000 on services and supplies which included maintenance and the fuel for two vehicles for downtown enforcement it included the lease for the substation downtown as well as insurance and then we spent 112 on general fund administration fees next slide so this shows you a 15 year and 15 years since the inception of the program it shows expenditures steadily increasing generally keeping pace with our revenues but as you can see every couple of years our revenue did not meet up to our expenditures so we had to dip into our reserves those years as we're having to do this year next up next slide please chief Navarro will be presenting the next few slides. Good afternoon or good evening Rainer Navarro chief of police first of all thank you for the time right now to allow us to come in front of you to provide this provide this update I wanted to start off real quick just to let you know give you a quick overview of our mission and our vision and then we'll go into how Mejaro helps support that our measure our mission is to make our city a safe place to live work and play and our vision is to be the standard of excellence in policing that's a very high bar and you know but we never stopped improving or wanting to improve or innovate our services this particular slide here as you can see we have 19 positions in our Mejaro fund and both sworn and civilian staff are used through Mejaro and are assigned throughout the department this includes nine officers a lieutenant and a sergeant who are assigned to designated specific assignments that address priority issues such as homelessness and excuse me sorry such as homelessness and other issues that come up and such as traffic and gangs and youth services these positions are vital to meeting the mission and the vision of our department and also the city council's mission to provide at high quality public service and and cultivate a vibrant resilient and livable city if we can go to the next slide please so to talk a little bit about the impacts that Mejaro provides to us it really does enhance our patrol services in the past we've used Mejaro to provide equipment or purchase equipment such as electric motorcycles for our downtown enforcement team we use it for our downtown office next to the transit mall and a few years ago it helped us update our radio infrastructure as we saw our radio or an aging system that we had here for the city what we what we do is we do use a strategy as we move forward last year we actually did a five community listening sessions to incorporate the community's voice into our strategy you know community policing is not only what we do but who we are and we do feel that feedback is truly a gift so what we do what we've done is we found that we continue to see traffic and homeless issues as some of the top priorities for our community Mejaro allows our staff to go out and address these specific priorities and we've we have officers in our downtown enforcement team that address homelessness and on our traffic team that addresses traffic enforcement we've as you can see we've had approximately a thousand enforcement contacts that can be attributed to Mejaro officers and if we go to the next slide this is this slide will kind of talks about a little bit more of the other issues other things that we we handle and it can be a little bit more difficult to measure some of the other impacts that that Mejaro helps us helps us in but to provide a just a quick overview it does improve our response time and to local emergencies you know this year alone we have probably I think nine months out of this last 12 months have been in some sort of emergency mode and Mejaro staff were directly involved in our evacuations related to the both the Kincaid and the glass fires and our Mejaro staff took the lead on the onset or at the onset of our COVID emergency by setting protocols and maintaining the equipment for the safety of not only our staff but for the community at large and have been at the forefront of doing a lot of the checks for businesses at the very beginning to to ensure compliance of the health order. We have a very strong partnership with the Santa Rosa City Schools and also the other school districts in and around Santa Rosa. Our SROs are take a large part of that and they educate staff and students in a variety of areas including drugs drug awareness gangs alcohol abuse and they deal a lot with working with students and staff in the area of crisis issues and self-esteem and peer pressure. Last October if you remember there we had a an SRO that responded very quickly to a shooting in front of one of our local schools to help lock it down and that response helped us in a swift and safe resolution to that particular incident. Our our staff also is involved in the youth community police experience which occurred prior to COVID and we are currently working on steps to do a virtual community police experience for our students as we continue through the health emergency. Our SROs still get calls to assist with crisis calls for students and facilities where they are engaged with our local nonprofits to help mentor youth and engage the community. Our our officers have been a part of several community listening sessions over the last several months during with community action partnership and several other nonprofits and as Magali mentioned earlier on in her in her presentation our SROs are involved in a ethnic studies with a cop and that's a collaboration between us recreation of parks and the office of community engagement. We also work on homelessness and that is done with our measure officers that are assigned to the downtown enforcement team. We provide daily referrals to homeless services. It's specifically work with the homeless outreach services team and we meet on a weekly basis with various homeless service providers to address the homeless issues in our community. The we have seen an increase in customer service. Again our vision is to be the standard of excellence in policing and measure row is vital to our staffing model in order to accomplish our mission and vision. It it has helped us enhance services such as the downtown enforcement team school resource motors and also meet essential grant requirements to help us in our mission. Next slide please. We're going to be talking a little bit about the future strategy as we step into 2021. We have continued to see needs in areas of our staffing facilities and providing innovative programs that are going to meet the needs of our communities. Our city and the department are feeling the financial impact of COVID and we are we're addressing that with strategies for this next year. Go to the next slide please. As Pam mentioned we have been dipping into our or we have been dipping into our reserves for several years now. We have seen a rising cost of salaries and benefits and as Pam mentioned we have began this fiscal year with about $756,000 in our measure reserves. The salaries and benefits of our staff make up about 94% of our measure row expenditures. So in essence we have run out of money in our reserves due to the reduction in revenue. Again measure row is vital to our staffing model and to address however to address the reduction in revenue. We are going to be freezing to school resource officers positions which will give us approximately $400,000 in savings. This decision was not made lightly. We had to take into account the reduction in revenue. The current state of our schools which is virtual in nature so our SROs are not on campus. However they are vital in our response for COVID and continuing that collaboration with our school partners and the school board is continuing to look at the SRO program in the future. With that we will continue to evaluate our priorities for measure row revenue based on both the department and the city priorities in the areas of public safety, emergency preparedness, traffic, homelessness, and violence. That concludes our portion of the presentation and Pam and I are available for any questions that you might have. So I have a couple of questions in relation to the reserves. So since you're dipping into your reserves my question is in relation to the current employees that is paid out of the measure O funds will there be whether there be any cuts or anything of that nature? Sorry I was on mute. So currently we are freezing the two positions which is going to help us with that deficit and so that'll help us with that $377,000 deficit and then as we move forward we are going to be evaluating what the measure O revenue will look like and how that addresses or how that's going to impact our staffing. But we do have you know we are continuing to evaluate you know how that how that's going to impact us. Again measure O is vital to the staffing model that we have right now. So the two positions that are freeze are from the current five SRL officers you currently have? That is correct. Okay and then the community service officer what is that role again? The role of the community service officer is basically a civilian assignment which allows our officers basically to be freed up for emergency calls. So the community service officer responds to traffic accidents you know what we what we call cold burglaries or calls for service that you know have already happened there's probably not any suspect information and but it allows our civilian a civilian staff member to go out into the field to address those calls take reports that sort of thing. And then also you stated you did the five listening sessions and I know there was some programming that was going to come out of the five listening sessions. Do you have any of that available at this time? Could you be I'm sorry could you be more specific vice chair? I know you did the five listening sessions to get the community feedback and I know there was some programming that was going to come out of the community feedback and so is that where the low rider and the ethnics is that what that arrived from? So those did come out of our more recent community empowerment meetings that we worked on with with the mayor and also the office of community engagement and the but however the our measure row funds are not are not being used for the low rider car. We do have an older vehicle that does not impact measure row that is going to be leaving the fleet and we are we're going to be basically looking we're looking at ways to donate that car and then we're working with the office of community engagement on raising funds right now due to the due to the resources that are needed measure row is again vital for our staffing and essential equipment for emergency and and responding to the community for cost of service. Okay and then my final question is in relation to the school resource resource officers if it continues to stay the way it is with the state of the schools will they be repurposed into something else within the department will that still be will those positions still be around what does that look like? So for the remainder of the year the the school resource officers are being reassigned to patrol they still they still take on significant portion of the things that are going on right now with COVID again they they've been dealing with some of the business compliance issues that we've had. They are helping us with patrol staffing right now and they are involved in the ethnic studies studies with the COP. If the health emergency or the pandemic continues into the the next school year then we are addressing or we will be reevaluating what needs to be done and we're working with the schools on that but you know most likely if there's no school then the the officers are reallocated into some other areas with potentially some of them continuing to work on some of the current issues that we have. They still do get calls for service from the schools to address students and to you know that might be in crisis have a crisis issue or with some of the school facilities that may have problems because they are not being occupied right now. That was that was going to be my last question but not it's not so my next question has to do with so in the event that this you know should happen will that funding for the SROs will it still be coming out of the measure oh if they're repurposing to something else will they with their payments and benefits salaries and benefits still come out of measure oh well if they're we we we also use measure oh for officers or staff that are in patrol such as the field evidence technicians community service officers and I and three patrol officers so again the for all of our staffing you know measure oh has been very beneficial and helping us enhance all of our services and calls responding to calls for service so those positions would be reallocated back to patrol to continue that without without school resource officers on campus what what they do handle a lot of calls that would end up going to patrol in the first place so they would continue to enhance our our services back in in the in the patrol function okay thank you chief Navarro this is member staff um first of all thanks thanks to you and to your teams for all they've done in a year when it seems like every single week there was a new large challenge to be undertaken um you know what what a last nine months or so in the report you or the report mentioned that there was that there was a drop-off in expenditures this year because we had done some or the the department had done some radio upgrades in past years and those expenses were not incurred this year my question is are some of the infrastructure projects that we've talked about in these meetings in the past in terms of radio upgrades in terms of electrical upgrades are some of are those infrastructure projects just on hold right now um are there is a department looking for ways to push those forward yeah again we're going to have to continue to strategize as we move into the future on how we um prioritize the different projects that we have um and again you know we we've got to figure out you know what what happens with Mejaro as we move forward but i think last year we talked a little bit about you know the uh the desire to try to provide more projects from an infrastructure model uh right now that's it's going to be very difficult to do um as in the area that we are right now so it's going to be something we'll continue to look at uh and and prioritize based on uh the city priorities and the department priorities but right now it is a little unclear um and um you know we we did get the radio project done but right now we're looking at different strategies to address other facility improvements that we have um that you know if we have to stay in the um facility i i anticipate we stay we're going to be staying in our facility for some time and we'll have to look at what that what the improvements are for there um as it's an aging facility understood thank you marles manza akinsen here um i'm curious as to what the demographics of these 19 funded positions are ethnicity wise um sir i don't have those the demographics on these particular positions but that is definitely something that we can get and and get back to back to this committee on okay we're actually um we did provide a report out to the public safety subcommittee um uh or we have demographics on our on our department i'd have to look into that but we can get back to you on the 19 positions you uh one more question that the 498 arrest um what would the nature of those arrests and is that something that you take pride in so the arrests are just one arrests and citations are uh those are the easiest way to kind of measure what's what um the activity that goes on uh i you know to be honest with you if we can work our way out of a job then um by having a having a community and a city that doesn't have any crime that would be great but uh the the fact of it is we do have crimes that occur and part of our job is to maintain safety and to address criminal activities that that do occur i don't have the breakdown but uh our our arrests range from misdemeanors all the way up to to felonies and you know it's it's something that's it's a it's a necessity that we have to take part in again those are the uh those are just hard statistics uh to to be able to show you what what isn't what we can't often measure is the amount of community outreach and engagement that we do uh such as working with host and all of the referrals that don't don't come into play when um when we're not making the arrests um you know the those particular arrests when you look at the number of calls for service that we uh went to last year which was uh over 137 thousand calls for service and um we had about um i think department-wide 9000 arrests and 400 uh plus are from the mezzarro officers we do a lot more work than we do than we do arrests so um it's a it's a statistic that we use uh we're continuing to try to improve on how we capture the information as far as engagement and um and all the other things that we're doing thank you i actually had a question about the data on the arrests and citations as well so i might as well just say it now since we're on that piece um which was just yeah in terms of what is tracked i know that data is a challenge across all government agencies it's not it takes a lot of work um but i'm wondering how much data is tracked here like the outcomes of the arrests whether or not they lead to charges racial breakdowns of those and citations in terms of especially when their citations with fines and fees attached to them how often those are actually paid and collected upon that is a great question so um we we basically contract our it's easy to find the number of arrests number of citations the number of calls for service that we go to a lot of the um the results of of our contacts when it comes to an enforcement action um it there there could be some lag times because we have to wait um a lot of that information is dealt with after it goes to court um i don't have that readily available it might be something that we can look at um what i can tell you is next year uh we have been pushing very hard to move up a a program that is statewide it actually was a it's called the RIPAA Act it's the Racial Identity Profiling Act of 2015 and it requires all agencies to go and come into compliance by 2023 to actually report out our stops our enforcement stops and the demographics uh relating to those stops uh so the to give you a quick update the larger agencies such as Los Angeles, San Diego, San Francisco, and the California Highway Patrol they had to start uh reporting out collecting and reporting out a couple of years ago and it goes by the size of the agency we are required to begin uh collecting data in 2022 and reporting out in 2023 uh what i've asked my staff and i've encouraged the other chiefs and and we we have collectively agreed is to work on begin to collect the information in january 2021 so just a few months from now so we can start reporting out in 2022 so we're we're hopefully going to be a year uh a year early in providing that information but there is a lot of work to do with the Department of Justice to make sure that we can provide that so we should have a little bit more clear information uh starting next year i have a question yes um i was wondering if there's any sort of like um evidence processing backlogs like i've heard of other jurisdictions that have rape kit backlogs or any other sort of i guess evidence related things that if we had more funding we could process better if that makes sense uh yes it does make sense uh i can tell you that our uh rape kits uh we are we do not have a backlog on rape kits uh we uh we have a process in place that has been uh i have been working very well over the last couple years you know we have some of the some of the other evidence that may come up with significant crimes you know it it depends on what's going on with the Department of Justice because we use their labs you know for for different purposes so sometimes it's it's out of our hands it's more of the the capacity for for the state we do have our field evidence technicians they uh we do have a few of them that can actually do fingerprint uh identifications and verifications um and so that is a huge benefit to us um and then um you know but uh things do cost money so we do we we have been uh looking at the need for additional funds to ensure that we we can continue uh the testing in the future but right now we do not have a backlog thank you start all the questions are those all the questions it looks like it thank you chief and um all the work you do thank you okay i guess it's my turn to call for public comment we're now taking public comments on the 2019-20 measure annual report if you wish to make a comment via zoom please raise your hand if you are dialing in by telephone please dial nine star nine excuse me to raise your hand to our zoom post a countdown timer will appear for the convenience of the speaker and viewers the first speaker will be acknowledged and invited to speak when the countdown begins please make sure to unmute yourself when you are invited to do so your microphone will be muted at the end of the countdown at this time i am seeing no hands raised and there was no email comments received okay well then we don't have uh any public comments so i think that we're done is that right so you just need to move to approve and get a second and then i'll vote on approving the annual report oh that's right okay somehow i missed that so we need to get um because someone likes to make a motion to approve the acceptance of the report i make a motion to approve the acceptance of the report okay and someone like to make a second second okay i think we have i saw jim first and then mark right i think jim was in dwarf quint first mark sorry okay thank you very much and i'd like to thank everybody for all their attention and good questions you just need to take a vote before you oh we need to take a vote sorry i forgot that part i saw jim first and then mark right i think jim was in dwarf quint first mark sorry i vote yes do i need to ask for a vote is that my job yes okay it's my job to ask for a vote who'd like to accept the report hi any notes any any nays looks like we have everyone although manza did you vote yes to accept the report yes okay thank you all right looks like we have everyone just the reminder you have to let the members know about um staying on measurable right would you like to talk about that shelly or is there someone else who will do that sure i could do that so just for those members that uh weren't here earlier um magnolia and mark i believe that your term is up at the end of this december so if you would like to stay on you will need to fill out um new paperwork and reapply to be part of the measure of subcommittee um that's all handled through the clerk's office so if you need information on that you can contact me or alisa the recording secretary if you don't know the clerk's email yourselves do we also have to charm our respective council person um the application i believe uh you should um talk to them but usually um like i said earlier we don't have that many um people applying so i don't think we've ever had to deny anyone and jim mentioned that um he may not be on the council next year so um we may have at least one open spot so thank you perfect thank you if you'd like i what i can do is contact the city clerk myself and then ask her to send out the information to all four of you would you like that so i so you don't have to contact her i'll do it for you mark is that okay with you oh sure thank you okay all right i'll have them send the information to you so you don't have or i'll shall i ask her to send it to me and then i'll send it out to you okay or you mean is this you're talking about the application information correct oh well i think i think it was shelly or somebody else already sent it to us i've just been negligent so i've i've got it oh you have it okay i thought i saw it and i i've had so many what doesn't matter everybody has so many emails right now but okay well great i will um then but nagdalena i will send it to you yeah so i mean how does that work with i have a new district um a council person coming in i mean i do they not appoint them anymore or how does that work so the new council will come in um but they all can reappoint and unless they have somebody else in mind um they will evaluate all the applications received and then go ahead and pick from there so um if your council member if your current council member doesn't make it on the council if another one doesn't have a member to appoint to this citizens oversight you could step in for them great okay well thank you to the staff and to everybody else it's good to have two new members i hope if you have any questions about what's going on give me a call i'll do my best to answer the the questions for you or show you went on any information that maybe you need and jim i you know 12 years of being on the citizens oversight committee is yeoman's work so thank you so much for your service okay well thank you to the staff and to everybody else it's good to have two new members i hope if you have any questions about what's going on give me a call i'll do my best to answer them