 Prior to the meeting started, I would like to make the announcement that for those of you participating via Zoom, live translation in Spanish is available to members of the public wishing to speak or listening Spanish. You can join the Spanish channel by clicking the interpretation icon on your toolbar. It looks like a globe. Once you join the Spanish channel, we recommend you shut off your main audio so you only hear the Spanish translation. Para los recién llegados a la reunión este la interpretación en español está disponible y las personas quienes desean escuchar en español pueden pasar al canal de español para cambiarte canal haga clic en el icono de interpretación ubicado en la barra de herramientas de Zoom para hacer un globo terráqueo. Ya que se una al canal de español, recomendamos que apagan su micrófono para poder escuchar la interpretación claramente. Thank you, Charles. And Stephanie and Dina, I am seeing a quorum of council members. So let's go ahead and reconvene our meeting that we started last night. So I'll call us to order at eight oh one. Let's go ahead and call the roll. Hey, councilmember Tibbetts. Here. Councilmember Schwedhelm. Here. Councilmember Sawyer. Here. Councilmember Fleming. Councilmember Alvarez. Vice Mayor Rogers. Presidente. Mayor Rogers. Here. Councilmember Fleming. Have you joined us? Let the record show that all councilmembers are present with the exception of councilmember Fleming. All right, thank you so much. So before we go in, jump into this council, I just want to reiterate some of the comments that were made last night. We did have a chance to hear from the public and that was great. And then today is really a chance for us to hear from our staff about some of the accomplishments, some of the things that they have on their plate so that we can better weigh exactly what we want to add to the to the workload in this coming year and to talk about what our priorities are as a community. Mr. City Manager, did you have some introductory comments? Yes. So before we get underway, I just want to talk about how important these next two days are. They really set the vision and the guide posts for the organization. You you you will see that there are opportunities abounding in the work plans and the mandates that are coming forward in in from staff and in the organization. You know, it assists us in navigating challenging issues. And I'll give you an example of one is housing. Housing is a necessity for us as a community, both on the social and economic fronts. We've committed to a housing for all plan. But at its base, we still wrestle with the fact that unlike other other states around the country, housing does not return the investment that it generates from communities back into communities because of Proposition 13. That means it doesn't reward communities the way other other states are structured, where we would be in a conversation about our property tax base in the next couple of months and setting the property tax. We have to configure a whole array of of other support mechanisms, including sales tax initiatives to support the gap between those things. But it is crucial to identify that. So as we move forward, we understand where the commitment lies. Even if there are other consequences to that, that becomes our guidepost, our central mantra for for bouncing ideas and establishing us as a risk taking organization. I will also say there are limitations, right? Sometimes those those goals and those guideposts come into some conflict with each other. I will give you an example of that is the Benefali Golf Course. There was a lot of talk about that last night and at some point we will sit down and discuss who may or may not be contracted to provide those support services. But that's an example of where there is opportunity for staff to look at what the asset is, what what we can do to bring it to its full potential later on, and that may look at array of opportunities. I just want to assure council and the community after listening. The staff has made no decisions. What we what we understand is that there's an opportunity now. And frankly, sometimes we're not the best or fully equipped to handle that. And sometimes that's why we need to bring in outside help to help the council, the community, understand what those issues are. You know, one of those things could be as simple as raising the green fees. Although I think when some folks see how much that would require, that might cause pause in the community. And that may force the council to consider other subsidy initiatives. It's not that the golf course doesn't make money. The question is, does it make enough money to sustain itself in the long term and address its infrastructure needs? So I just want to take that moment to say, that's why this is important. That's why we really look to this as the guiding principles for the next 18 months. And we are looking forward to it. And you're going to see there are lots of opportunities, even as we're challenged, as the mayor will say, when I get to fiscal constraints later on and organizational constraints, I may throw out a proverbial wet blanket. That was his quote. There is still tremendous opportunity. And I think it was reflected in many of the sentiments expressed last night that this organization and this council has advanced against its priorities. But that's because it has a clear set of priorities and guide posts. And I just want to thank you for committing your time to do this work and staff look forward to the next few days. Thank you, Mr. manager and mayor for those open comments. I think the ball or baton now passes to me. I'm Greg Larson. I'm with management partners and ecstatic to be back with the city of Santa Rosa. Again, like we were together just since six months ago in the midst of the early days of the pandemic to do priorities, setting to get through the pandemic. And this is also I believe the seventh year that management partners has had the good fortune of working with Santa Rosa. And this is the work for the public that I spend most of my time doing. Now is helping city councils make decisions and supporting them in that process. So my role today is to be your facilitator and it's to report back to the council. The interview results from the interviews we conducted several weeks ago. It's to be a rigorous clock watcher because we have a lot to get through in two days. So I have a timestamp items for almost every part of the agenda. Well, I'll be driving it along. And then mayor, I'll be assisting you and the council in terms of getting to consensus where the council needs to provide direction as we proceed. So what I'd like to do is a few introductory slides and we see the slides now up. We can skip to the next slide dealer. And we've had the welcome by the mayor, as well as by the manager on the next slide. And now we can go to the workshop objectives, working with your staff and following what's been done in prior years. We propose for workshop objectives for these really three days to obtain public input, which was largely accomplished last night to review your adopted priorities and the status of those and your staff submitted a report to you with that comprehensive update in early January. And then to guide the city's work plan through actually next fiscal year, even through FY 21, 22. And then always to strengthen the council and staff teamwork. And I know your staff misses the round table discussions that we were able to have between staff, council and public in pre-pandemic years and we're having to use the 2D zoom forum instead, but just having this time together in your staff hearing directly from the council, the nuances behind the priorities, strengthens that teamwork. And plus, as the mayor mentioned, you'll be hearing from your staff this morning as well. So those are the four workshop objectives we've lined up for these next couple of days. And if we go to the next slide, Dina, this was really the work you already completed on yesterday's meeting in terms of hearing from the public. That's why they're all checked off. And now next we'll go to today's agenda. And we've already had the call, the order and opening comments. And most of our work today will be spent on celebrating recent accomplishments, hearing from your staff and then beginning the council discussion on the key priority areas. I did want to let you know that as we were working through the staff presentations yesterday and last week, we are postponing the communication style assessment at this time just to make sure we have enough time for council to hear from staff and to discuss the issues. And we may come back to that tomorrow, depending on our progress through the rest of the agenda. So that is the one recommended change. That's really a time management change that we're recommending at this time. If you could click, we'll then wrap up with a little exercise and adjourn by one o'clock today and just to give you a preview of tomorrow, if we go to the next slide, you'll see that we will continue going through the council's priorities from prior years, then we've set aside some time for the council to provide further direction on the PG&E settlement, as well as to discuss and provide direction on Community Advisory Board composition. That is a carryover from your prior council meeting three weeks ago, I believe it was, maybe four. And then if you could click, Dina, we'll again do the wrap up and adjourn by noon tomorrow is the current schedule. So mayor, that's what's been distributed to the public as the agenda for these three days, with the one exception of the communication style assessment, to leave that in today would have just reduced staff presentation time significantly, and there's a lot of important information to share. So we'd like to proceed along that path. Yeah, absolutely. And I appreciate you walking us through it, Greg. I think that having to postpone the communication style so that we can get to the work is the perfect metaphor for how this council has operated the last couple of years and how much has been on staff's plate. So if you can go ahead and jump into the next section, I think we're anxious to start. Great, good. OK, next slide. We do have some ground rules. These are ground rules. This council has embraced in prior years and you show it in most of your council meetings and deliberations, which is to listen to each other, to understand and to assume good intent and to pursue consensus to the greatest extent possible. And particularly for priority setting or goal setting, we think consensus is essential because you can move that much faster and farther if the council has reached consensus. So as the council will recall from last August, we sometimes result or defer to what we call cheap consensus, where I'll just be looking for thumbs up if council supports the direction we're going or some sideways, if you're OK with it, even if it's not your hot button issue, but you can live with it. And thumbs down means the council needs to discuss it some more. There's not consensus. And all of this is just to provide direction to your staff on what they bring back to you in the budget and work plan for formal adoption. So we may as we get to going through the priorities, need to use that cheap consensus tool, but we'll see. And those are the ground rules, and I've already explained my role. I'd like to go to the next slide and introduce my colleague, Sam Lieberman, who you'll see on the screen, Sam. Thanks, Greg. I was with you back. I think it was in August of last year. I'm happy to be back again. I will be taking copious notes of your conversation, you know, keying in, especially on the important topics in regards to your priorities. But as you have your discussion, there will be some things that you discuss that, you know, you'll want to talk about at another time that won't be as relevant to our discussion today. I will capture that on our bike rack so that we have a record of the discussion and so that you can pick up that conversation at another day. But I'm happy to be with you guys and happy to be taking some notes again and looking forward to the conversation. So the bike rack will be a tool. We'll use it for just any more time on an issue than we have time for during these two days. We'll place it on the bike rack and work with your staff to schedule that to come back for a more full council discussion, maybe with the information you need in advance of that drill. So with that, let's now jump into the meat of it. And the first thing is to celebrate recent accomplishments. And in the wake of a pandemic, so many cities I work with across the state, all they've done is pandemic response and dealing with the fiscal and community and workplace dynamics of the pandemic that it's been challenging to get to the work plan that existed previously. But as I met with the council, this is the first question I asked each of you, what has the city done well in terms of pandemic response as well as other priorities. And you are very clear in the results you provided. So I'd like to go to the next slide, which really talks about the key accomplishments related to the pandemic response. And the council's comments here were extraordinary. But I do want to outline this slide briefly. Whenever I'm presenting council interview results, I generally present it in most frequently mentioned items at the top and less frequently mentioned items at the bottom. And again, these aren't absolute statements of where the council is because they were top of mind interview responses from each of you. But every member of council acknowledge that the city did what it could in response to covid with many, many acknowledging that so much of the covid response es a federal, state, private sector o personal level and beyond the city's control. Particular recognition of our external communications and that the budget options that you had to consider in the midst of it all were well presented. And then lower down the list was recognizing the internal communications got stronger and stronger that there was support for businesses, the support for workers with the paid sick leave continuing to provide community services in very different ways than we did pre-pandemic and then the direct support for homeless and people unhoused people in your community. So these were the accomplishments that the council, you all told me in the course of our interviews that I wanted to reflect back to you and now let's go to the next slide. You had an even longer list of other key accomplishments and while some of these could arguably have been on the pandemic slide as well, I'm reporting them back to you on the way you shared them with me, which was in this overall what were the cities victories over the last year and lots of recognition of the public communications and increased transparency coming out of the open government work that your climate change efforts moved ahead aggressively, even in the face of the pandemic, the childcare funding initiative, which was really just added as one of your top priorities. Last August, you made a huge headway on that. And then many council members acknowledge that the development proposals and downtown specific plan open government moving ahead on the DEI work with the seed collaborative and all of this, you're going to be hearing more about today from your staff. Economic Development Task Force has been functioning to really look out for the economic interests of the city and after the November election, your districts are fully implemented. You were in a hybrid status prior to that. You are now a fully distributed city. Parks are serving as childcare and learning centers, rental assistance provided. You had other emergencies besides the glass fire and coming out of the public discourse about police reform early last summer and late spring, your police embraced eight can't wait and started moving those initiatives ahead, plus you had economic benefits. So this is a huge list of accomplishments, both in the face of covid and beyond covid, that this city and this council and the staff can can really celebrate. And I'd like to go to the next slide and ask the council a question first. And this is where Sam will be taking notes that will reflect back in the report. It comes back. I'd like to hear from from council members on what you believe made these accomplishments possible. And I'll put the mayor and then the vice mayor on the spot to go first, if I may, and then we'll just go around the screen to the other council members to highlight, you know, one to three items you think made these victories possible for the city over the last year. Mayor, can I call on you first? I think for me, when I look back at the last year, obviously we had things thrown on our plate that we didn't expect, but we also didn't allow it to derail some of the things that we know are important long term. And I'll talk specifically about our communications. I'll talk about climate change. I'll talk about childcare. Those were all things that we had said that we needed to address. And though we had the pandemic layered on top of it, staff kept their eye on the ball and kept moving it forward, even in the face of everything else. So I'd say that that was to me the biggest thing is not allowing us to get completely distracted from the things we need to do long term. Vice mayor, I know you weren't on the council then, but you've certainly been watching the city intently for the last year. What would you add to the list of reasons why the city was so successful last year? I would say the ability to work as a team, although the council provides direction to staff, the council is very cognizant of the issues that the staff face and possibly shortage of staffing if we don't allow enough time or resources to work on certain projects. So I would say, yeah, working as a team. Councilmembers, who would like to jump in and share their thoughts on what made the victories possible? I think I saw him with his hand up. Oh, let's go by the law. Sorry. I'll go ahead, Eddie. I was going to say before everybody takes the good ideas. I bet I better get in here, right? No, I think it's a love for senator Rose and the respect that we have for our constituents. Y aunque no estoy aquí en el pasado, puedo decirle a la hermana que quiera trabajar juntos y asegurar que se mueva la ciudad en la mejor manera posible. Así que eso es, en realidad, justificando la energía que ha sido ubicada por el cuarto prior, es lo que me está emocionando ser parte de este council. Así que muchas gracias a los que han puesto en la palabra. Y he escuchado el mayor nominar John next, creo. Bueno, gracias. Thank you, Mayor. You know, I think one of the things that I experienced and in the last year, and then that is quite an impressive list. But there are a couple of things where like the child care funding initiative, I had my doubts as to whether or not we would really be able to move into that arena with success and what I needed to do is listen to my colleagues, learn more about the issue and then suspend my disbelief. And I think that that is indicative of how the council has been functioning with the new council members and even before how we were being acting boldly. And I think that each of us in our own way, at some point or another, had to suspend their disbelief about a particular issue or suspend their own philosophy about whether or not to move forward on a particular issue. But I think that acknowledging the the positive nature of the idea, of the concept, of the policy, which is what we do, we're policy makers and allow that policy to kind of nurture it and then bloom and then see the positive results. And kind of you have to be willing to take a risk as well. And I think this council has shown that it's being that it is willing to take a risk and it's willing to move forward, even though the thumb may be sideways. Sometimes we still once in a while down, but but we still move forward on some really important in some important areas. And I believe that it is that that spirit that has been has allowed us to accomplish so many different pieces of our work plan. And then it's really very and I'm really proud of what the council has been able to achieve in the past year. Councilman Swenholm or Tibbetts, would you like to go next? Go ahead, Jack. OK, I really appreciate what John had to say. And I think that is something that's very true, certainly about the council, but you can't have a successful council without a really stellar staff. And I think that our staff does work very hard. It's it's the reason why, when things like using the Beto Valley Golf Course Discussion as an example, they said, look, we really don't have the time or expertise. You know, I've kind of changed my position from wanting to do it in house to saying, OK, you know, we need to listen to them and respect that. But I I do. And that's far and across the board, you know, their ability to pinpoint where there are opportunities. And then I'm going to have a little bit snarkier of a comment. It's going to come off the snarkier, but it's not to be snarkier. And that is that a lot of the reason why we had so many successes on that board is because we had the ability to find money that wasn't ours to enable those programs. And I but I bring that up for two reasons. One is because staff knew where to look. Find it number one, so that me tipping my hat to them. But number two, I think it really highlights the need about how cashstrap local governments are to be created. And for me, it's mainly two things. I'm a big believer, City Council is a team sport. We can accomplish so much more working together. I think we've demonstrated it over the last two years. And also a huge part of that team is our staff. And again, we weren't we were working together. We weren't doing things to each other. We were working in concert. And the other thing, the last time we did, you know, our last goal setting was kind of abbreviated. And the challenges that we had. But two years ago, when we started that, we also spoke of staff capacity, right? In being focused on goals that we can accomplish versus. We have a whole bunch of things that may sound great, but we're not accomplishing anything. So let's focus on what we can actually accomplish and do well, given the capacity that we have now and stay focused on that. I really appreciate the city manager and his team listening to what Council had to say and how we accomplished those goals that we established. Y I do see Council Member Fleming has her hand up. Yes, thank you. I am juggling being a single parent and getting my kid to school. I will be on the video in a little bit later on today, guys. But I definitely wanted to chime in here because I think that we've done some great things this last year. And I wanted to attribute them to a couple of different factors. One is, you know, are all of our city departments have worked so well together and it's not always easy to get planning and infrastructure and transportation and public works to to do things as seamlessly as they have. And I just wanted to thank them and encourage that continued integration, participation and view of the big picture. The other thing that I think really, you know, I know we're not really calling people out by name, but I'm going to go ahead here and say that Stephanie, Dina y Sandy have done yeoman's work in terms of making this possible for the public and us to participate seamlessly as possible in a remote world and that without their dedication to this process, I don't know where it would be. And the other thing is that the economic development team, right? You said Rafael have been stellar in responding to so many different requests that have come from all different directions. And so and then finally, you know, kind of what Councilmember Sawyer said, that that we listen to each other and there's not a member on the council that that that I don't feel comfortable sharing my ideas with and getting their feedback and feeling like whether or not they might love the idea or not, that I'd be given a fair fair hearing and vice versa. So I think we have a lot to be proud of. And I and I think that one of the things that we've done really well is we don't allow the national discord to infect our local government. And I couldn't be more proud of our city. Thank you, Mayor and Council. Game this work with so many cities during these tough times. Y San Juan es un excepción de ver con mucho que ha sido hecho tan rápido y que es un espíritu coligio y positivo. Y justo reflectiendo lo que habéis hablado sobre el trabajo entre el Council, el trabajo de los excelentes staff y los councils que trabajan con el staff, el engagement de la comunidad, ser responsable de los desafíos, tomar riscas. Y yo justo le pido a la lista. Esta ciudad, como muchos de nuestros clientes, es solo un tránsito largo de hacer este trabajo prioritario, porque le ayuda a el Council a ser concentrado y le ayuda a su staff a ser concentrado. Y yo creo que el que estás devotando dos y medio días a este trabajo es una reflexión de ese comienzo de este Council para continuar la práctica, incluso cuando tienes que hacerlo en Zoom. Así que yo justo le pido a ese trabajo prioritario, es todo lo más importante. Hay otro tránsito largo por lo que has sido tan sucesivo. Y creo que es más importante ahora, según las constraciones que están en ciudades en el país y el país, en California en particular, tanto fiscales y en términos de staff, tiempo y capacidad. Entonces, moviendo al siguiente slide, vamos a hacer lo que hemos hecho en los años prioritarios, que es realmente dejar que el staff tenga una oportunidad para decirles lo que están viendo en el grado, y es, nos llamamos Fiscal Challenges de Construcciones Organizacionales, creo que podríamos llamarlo Wet Blanket, pero es, es el mismo concepto donde primero el manejo de ti va a compartir alguna idea en el siguiente slide sobre dónde la ciudad es y es un poco de un recap de tus discusiones la semana pasada. Y luego tenemos un número de staff que van a estar vinculando a compartir, pero realmente, generalmente, seguimos un model de tres partes, quieren destacar algunos adicionales, que tal vez el council no tenía el top de la mente cuando hicimos las entrevistas, pero que eran significados trabajadores o victorias para la ciudad de cada de sus departamentos. Entonces, el manejo ha preguntado a los staff para enfocar sus comentarios sobre las mandaciones y el plan de trabajo. Entonces, ¿qué es el trabajo que tiene que ser hecho o no? Es una prioridad del council. Es solo que estás necesaria de hacerlo. Por suerte, hay un montón de trabajadores, pero hay un montón de trabajadores que los ciudadanos están obligados a hacer. Así que queremos presentar los mandaciones y el plan de trabajo de los departamentos, para que el council tenga el full sentido de que tu staff está intentando entregarlo. Entonces, también hemos pasado eso para ver qué es el trabajo en los próximos 6 meses y entonces el trabajo que va por el próximo año y tal vez incluso al final de 2022, 2022. Así que estamos buscando un corto termo y un largo termo de trabajo porque eso se va a ser importante para el council después de esta mañana y mañana cuando estás hablando a cada de las áreas de prioridad porque, como hemos ofteniado con el council, no tienes el dinero o el staff para hacer todo mañana. Pero si lo planas en el tiempo y respetar el resto del trabajo que está en el camino, se puede hacer en tu staff cuando lo seguirás en la dirección del council. Así que el corto termo y el largo termo, lo que está mandado, lo que es el plan de trabajo, se va a llevar hacia la discusión de prioridad después. Así que con eso, voy a ponerla a la managera de la ciudad que va a dirigir el resto de este programa. Mayor, hemos planado estas presentaciones para que las dos horas toman total. Hemos un gran plan de trabajo después, pero obviamente, si necesitamos uno antes, eso es en tu llamada. Es genial. Gracias, Greg. El siguiente slide, por favor. Así que esto no va a ser un sorpreso al council. Esto es simplemente un recopio de dos slides que recibiste la semana anterior. La organización, sé que voy a poner la peregrinación en la blanca, cuando vas a ver donde la oportunidad está abierta. Quiero asegurar que es claro que hay mucha oportunidad que vas a ver presentada por el equipo. Y hay algunas nuevas cosas que vienen de nuestro camino que se fiten con el trabajo existente. Quiero agradecer al councilmember Fleming por reconocer que intentamos acceder a estas posibilidades como una ciudad sola, incluso si tenemos diferentes departamentos en diferentes capacidades adreciendo estas posibilidades juntos. La gran cuestión que vas a ver right off es que estamos navegando a diversos traumas, traumas de una forma adicional, traumas de COVID, lo que no es claramente articulado es que tenemos más traumas que eso que hemos estado negociando. Todavía tenemos una recuperación robusta de la fecha de los tubos en 2017. Y la pregunta fue preguntada por CID Collaborative, a quien vas a ver más intimamente en un par de semanas, pero también como parte de esta presentación estarás dando una idea de su plan de trabajo. Ellos me preguntan el full gamete. Una de las primeras preguntas para mi fue que lay out all the traumas that the organization experience has experienced because they want to make sure, again, that they're meeting the staff and the community where they're at. And the reality is that leads to the structural deficit, which still is an issue that we really need to take on because you see it as 18 million dollars. And that tracks back to probably a trauma that we still haven't fully dealt with as an organization, which is the 2008 recession. A lot of what you see there has been built up since 2008. I'm really excited to introduce Jan Mazik, the new chief financial officer later on, and she will take you through a preview of the work she needs to take the organization through and a course correction that she's going to be working with the long term finance and audit committee on. Additionally, if we can go to the next slide, the big issue that still hovers above us is our diminishing reserves. This doesn't include what staff has proposed is setting aside 40 million of the PG and E settlement so you could free up 55 million for community investments to help address the long term issues and stabilize the organization. There are whispers and maybe more than whispers in Washington, D.C., about a COVID relief package, but there has been none to date. If we receive those COVID dollars, we will absolutely be right back in front of council to have a discussion about how and where those dollars will be invested. Right now, the real monies that may be coming to the community may be coming through different avenues, which is going to necessitate our collaboration. The county is to receive about 30 million dollars of rental assistance, and it's really important we collaborate with them to make sure that the needs of our residents are met in that conversation. So if we go back, that's the one thing that really is a challenge for us, is right now, we're on a course to only have five million dollars in reserves a year in without making substantial adjustments to that. And as you go back, if you go back one slide, you can see those trauma induced items are still where accruing costs around them. That includes costs around how this organización was the first in the county to adapt to the needs of our shelter and expand into hotel services. We've built the expansion with two million dollars in general fund to expand the site at Samuel Jones Hall to help us just press some of those costs, but it's still going to be a transition period as we wrestle with the realities of the pandemic. So that's just to give you a picture that there are structural issues we need to address. There's an immediate issue about our reserve health and there's still the lingering uncertainty of what a relief package will be from Washington, D.C. And lastly, we're holding nearly 40 positions and we're asking an awful lot of our organization. That's why I'm requesting that we be focused and disciplined when we come out with the principles. This is an organization that works tremendously hard for its community, tremendously hard for the council, but is facing a lot of challenges and we're holding positions. And there is additional issues in that we're finding and this isn't just something for Santa Rosa. It's and we're having to understand this a little better. It's becoming more and more challenging to recruit for the municipal workforce. This is something that has been identified across the state. We're trying to figure out what this issue is, but I've heard from folks like management partners from the League of California Cities that there is a challenge now recruiting for municipal workforces that is starting to become a parent across the state. So we're not only imposing a hiring of limitation, but we also have this issue that even in open positions, there may be some challenges in quickly filling those positions. And that'll be the closing of my presentation as I turn it over to each of the departments to be led by the police department and Chief Navarro. Good morning, Mayor Rogers and members of the City Council, Rainer Navarro, Chief of Police. I've got three slides and try to fly through these as you have a very busy morning. We had several accomplishments over this last year, in addition to working with our other city departments on several projects. But in July, we made significant updates to our website, including a change for the better page, which provides more transparency in the areas of our policies, our data, training, and also our community engagement. In September, we created, created our own Department Operations Center. This was vital for us, especially during the glass fire operations where we managed the callback of our entire staff to evacuate thousands of community members and address emergency schedules for several weeks. We made several enhancements to our security around the department, which is an aging facility to address, because we have confidential files and computer access. We had to upgrade several of our locking mechanisms on our doors and cameras. And this is an ongoing project that we're continuing to work on over the next year and a half. We made our incident management team responded to the COVID crisis and put a lot of protocols into place and procedures to protect both our community and our employees. And we made several changes along the way over the year as we had to adapt. And we shared much of our learning and experience with other departments throughout the region. We created a PIO position with a sergeant and we've also identified several employees throughout the department who are going to be part of our future community engagement program and team as a collateral assignment. And so that's something that we're going to be working on as we move towards more community engagement. We completed two significant multi-year upgrades. One was to our records management system. And then the second one was to our radio system to set up for final implementation. We've got a few more things we'll talk about later that we have to do, but the bulk of it was completed this last year. We also implemented a text to 911 system for greater access for our community members who need to contact us in case of an emergency and aren't able to dial 911. We've acquired and implemented software to assist us in our backgrounds and in our dispatch or testing for improved recruitment and hiring in those areas. And in the area of wellness, we've established a collaboration with first responders resiliency. It's a local nonprofit to work with our staff and then also acquired a wellness app through our longstanding relationship with wellness solutions, which is providing providing options for our staff with all of the emergencies that we are going through. The next slide, please. With regards to mandates, we have I think the biggest mandate that that we have to deal with is answering and responding to emergency 911 calls. So we have to take the call and we have to send an officer to these emergency calls during our normal years, our field personnel respond to over 140,000 calls for service and our dispatch takes in around 230 to 250 calls for service, 230 to 250,000 calls for service during the year. Over the next six months, we're going to be continuing to work on public records acts requests, which come in that we are mandated to respond to. And it's become a significant impact for our support staff to to get those done in a timely manner. We're going to be updating the critical incident protocol. And this is something that we work with our other regional agencies with within the county and a large part of that work comes on our violent crimes team to to to revamp it and make sure it's up to date. And this is going to be to address new mandates that have come into effect related to the attorney general taking over certain critical investigations. We'll have training that we have to do for both our scorn and our civilian employees. And we average about 22,000 hours of training per year, and much of that is mandated training that we have to get done. We still have some projects in technology, including some, as I talked about, our records management system and our radio project. We have some final testing that we have to do with both the radio system that should be done in the next several months. Y then also implementing the National Incident Based Reporting System, which is done through our RMS system. We've got some final testing and should be done with that within the next two months and hopefully the radio system by early summer. Over the next 18 months, again, we'll continue to address our calls for service, our PRA requests and training. Y then, in addition to that, we are mandated to start collecting data on stops by January 2022 to meet the requirements of the Racial Identity and Profiling Act. We are well ahead of schedule. Again, we have to do it by start collecting by January of 22, but we're already working with our consortium in the county y we're going through our department is one of the testing sites and we're going through training right now and we should be implementing that program early or prior to January. So we're looking good there. We're going to be, we have to deal or we have to address several grants and mandates that come along with those grants and this includes developing programs and documenting and reporting reporting criteria over the year. Some of the training that we have, we have to work, we will be working on is training on community policing, cultural awareness and implicit bias. And then we'll also be working on operational grants to enhance our efforts in the areas of traffic safety, alcohol, violations and acquiring safety equipment. Next slide, please. With regards to our department work plan over the next six months, one of the things that we have a priority in is our employee wellness. In addition to our work with resiliency first, we are going to be acquiring an additional wellness app from a company called Cortico. This is work that we've been working with HR on and we're going to continue to work on our department morale to ensure that our employees see our organization as a great place to work. So that's going to be a priority for us to to really work on not only maintaining our workforce, but also recruitment and hiring as we will be addressing our attrition rates over the next year. As we we may be seeing or we have 20 over 20 employees eligible to retire in 2021. We're going to be working with the city manager's office to implement a police auditor. This was we had a discussion with the Public Safety Subcommittee and we are going to be putting out an RFP within the next 60 days and implementing that program back here very soon. We're also going to be working on our chiefs community ambassador team and we have gone through applications. We we're going we're going to be doing some interviews next week and hopefully getting that up to speed with some virtual training in April and moving forward with that with our community engagement. And we're going to continue to work on our ongoing emergency preparedness, specifically for potential issues that we have been seeing every fall. Over the next 18 months or 7 to 18 months, we're going to conduct a staffing study. We're going to look at a staffing study that's going to inform us on not only our patrol, which is historically what we've looked at, but also all the all of our divisions and will include staffing, staffing needs in our investigative assignments, in our dispatch and our record section. We're going to evaluate our future response to calls for service and use that along with our conduct or our staffing study to inform us and help us look at what calls we should be going to and other calls that we can either address through maybe a civilian, civilians, you know, going to calls or maybe doing it through online services. And we're going to be working very closely with our community engagement team on our as we prepare for in-person engagement again and working with the SEED collaborative on our Equital Policing Plan. We'll be working with our teams to address traffic safety. Last year, we had eight fatalities and eight additional major injury collisions. So that is one of those core operational areas that we need to work on. We're going to be working on violence reduction. We saw a 49% increase in shootings last year, including four homicides and about 240 firearms taken off the street. So that's another area that we want to we want to improve on. We're going to be addressing technology issues to address our we'll need to address our body more cameras and look at an extended solutions as we we have contracts that last about five years. We'll also have to be looking at looking at improving our video equipment for our investigative assignments in our interview rooms, because our technology is aging and starting to fail. We want to implement an electronic east electronic citation and an improved accident investigation software to improve our efficiency and improve our response to community service. And we also want to develop a thriving public safety internship program. Right now, we have one that focuses on our vehicles, but we want to really work on something where people get exposure to our investigations, our patrol and our records record section. And that's going to help us as we look forward again to our recruitment and hiring. Finally, we are going to be working on our aging public safety building. Again, we have additional security needs around our parking lots, and we're going to be working on that developing RFPs and looking at what we need to do over the next 18 months. And we are one thing I didn't add on here, and I'm sorry, I missed it, but we're going to be working on our mental mental health response team. And that should be looking at we're looking at probably early summer at getting that up to speed and and getting a team out there. It won't be 24 7, but it'll be a start and creating a program for that to go into the future. That is the end of my slides. And so I'll turn it over to the fire department. Thank you very much. One moment as we get chief Westrop on the screen, there he is. Thank you. Here we are. Good morning, Mayor Rogers, members of the council, Scott Westrop, Interim Fire Chief. For the accomplishments for the fire department, obviously we have the response and ongoing recovery from the Kincaid, Long Bridge and class fires in addition to the Tufts Fire, which is an ongoing effort as well. We've adopted the Community Wildfire Protection Plan, which is the basis for the Vegetation Management Program, was adopted by council in September of 2020. And we've developed and implemented programs such as evacuation zones, which are used in the glass fire, the Know Your Way Out public campaign, the temporary evacuation points, which are COVID friendly ways to evacuate people into a into a safe area versus a congregate shelter. We've implemented our Recruitment and Diversity Strategic Plan and of course our Wildland Resiliency and Response Strategic Plan, which you've all seen to some detail. The Fire Prevention Bureau has reorganized to facilitate the Vegetation Management Program, adopted the fire code and went through a COOP audit. And the COOP audit is the Certified Unified Program Agency, which essentially gives the Fire Department management of hazmat programs within the city. We've made major enhancements to the Emergency Management Program, adding a Deputy Emergency Manager, Community Outreach Specialist. We've updated the continuity of operations plan and stood up an alternate EOC that is COVID friendly as well. We purchased a ladder truck, which we'll hopefully see in May of this year. I kind of called out specifically the COVID response. Three months early in the pandemic, we had a specialized response unit stood up. Essentially, it was to save personal protective equipment. It had specialized gear until the supply chain caught up with demand. That unit is downstaffed, but it is still equipped and ready to roll out if we had a major spike in the community or in a specific location. In the vaccination efforts, our EMS battalion chief and members of our operational personnel have assisted the citywide and communitywide efforts for vaccination and really driving the driving force behind getting the city personnel vaccinated. And then they'll also roll into the community as well. Next slide, please. Under mandates in the next six months, you'll be seeing the burning, burning ordinance coming to council in March, on March 16th. Essentially, this allows vegetative burn piles in the city limits as part of vegetation management. You'll also be seeing the dead and dying trees ordinance since in early summer, 21, is similar to weed abatement removes hazards tree hazard trees that are a threat to structures or the right of way. So you'll be seeing that soon. There's a lot of annual reporting that's required, particularly out of the prevention bureau. SB 1205 is born from the ghost ship fire and it essentially allows us the opportunity to prove to the state that we're doing inspections on schools and all our two structures, which would be hotels, motels, apartments, etc. And then off to the state fire, martial high rise and jails reporting, essentially the same thing that we're doing those inspections. And if we don't, the state will come in and do it. So we take care of that before they do that and charge our facilities, exorbitant amounts. And then annual reporting on underground storage tank inspections as part of the CUPA program. Mucha like our partners in law enforcement, we have a lot of training, the department logs about 30,000 hours of training a year, but mandated we have to do training in OSHA, NFPA, which is the National Fire Protection Administration and Emergency Medical Services Fields. Also required by the NFPA and OSHA is equipment and PPE inspection. So all of our equipment has to be inspected, all of our personal protective equipment for structural wildland firefighting has to be inspected and then grant compliance in the next six months. We'll be closing out the COVID supplemental grant, which is a FEMA assistance for firefighters grant that we received to purchase personal protective equipment for the code response. We'll be closing that grant out in the next six months. And then the next seven to 18 months, the fire prevention bureau will be going through the Triennial State CUPA audit. Again, it's a requirement for us to maintain our CUPA status that will be bringing the fire code adoption process through council, so we'll be adopting a new fire code based on based on state and federal guidelines. We'll also be updating the hazmat and CUPA ordinances through council, so you'll be seeing that coming before you in the next 18 months or so. And just like law enforcement, our partners in the police department, our communications systems need to be upgraded to P-25 compliance, which is essentially federal compliance, a federal compliance issue to ensure that interoperability of radio systems for disasters standard across the nation. And then some other grant compliance we'll need to close out the NOAA weather radio grant. We received 12,000 NOAA weather radios that will be rolled out to the community soon as another tool for alert and warning. And the seven weather stations will be installed and the grant will be closed out through FEMA as well, so we'll have our own weather radio station or weather stations to monitor our micro climates within the community. Next slide, please. So our work plan in the next six months will be obviously very busy and this is just sort of the high level view of some of the things we'll be working on. But as far as wildfire resiliency projects, we'll be implementing the vegetation management program, which is essentially taking the CWPP and making it effective. Y then we 2.0 plan or the Santa Rosa Wildland Response and Resiliency Strategic Plan. Our team is working really hard on making enroads there and moving along with that program. We'll be hopefully standing up the HOTEOC and making much further enhancements to the alert and warning capabilities of the city for the community. And as I stated before, you will also be seeing the burning ordinance coming to you. We'll be expanding the programs that are involved in the recruitment and diversity strategic plan. We have a meeting with the Santa Rosa Junior College today to talk about that, so we're still moving forward with those programs and projects. And we'll be starting a new fire department strategic plan that will cover years 2021 to 2026. This will be a largely community based project to where we want the community to be part of building and a big part of building the future vision of the fire department. In the next seven to 18 months on wildfire wildfire resiliency projects, we're going to continue working on rebuilding Station 5. Obviously, it won't be done in the next seven to 18 months, but it should be nice to put a shovel on the ground and get going on building that fire station. We'll be exploring the options that we see in filling some gaps in our all risk service delivery and social services. Obviously, you've seen that we are interested and involved in the CUDES model conversation. So we'll be continuing down that path to see where the fire department can best deliver social services to the community. We'll be developing a formal secession plan. So again, a gap that we have, that we have an informal secession plan, but we really need to formalize that and get a third party view of what a secession plan looks like for the fire department. We'll be exploring EMS opportunities or emergency medical service opportunities where this release stems from is the ambulance franchise RFP and the potential for a public public private partnership in that realm and where we can actually see some opportunities for the city in that regard. And then lastly, we need to purchase two type one fire engines in the next fiscal year. They'll be replacing a 1996 and 2001 fire engine that we still have in our reserve fleet to upgrade those to serviceable pieces of equipment. So that's it for the fire department for now and I will turn it back over to the host to move on to the next department. Thank you. And we're next going to hear off from both transportation, public works and watcher. Yes, good morning, mayor, council members, Jason, I'm the operations and transportation assistant city manager, I'll be covering Santa Rosa water and transportation and public works projects. I do have Jennifer Burke available if there's any questions as we get forward with this. So let's just start off by talking about accomplishments in Santa Rosa water. It's been a very, very busy year. Well, let me just start by saying both the centers of water and transportation and public works teams have been working extremely hard over the course of the last year to ensure that all of our operations and and day to day functions are continuing to go as quickly and as efficiently as possible through the course of this pandemic in an effort to make sure that all the infrastructure is adequately cared for. As you can see in the accomplishment slide for Santa Rosa water, there's a number of things relating to new water discharge permits. I think some of the keys are looking at the bond sale. This was a big deal for Santa Rosa water. We're very excited. They they had the opportunity to go out from the bond, which allowed them to then refinance the existing bond that they had in the end. The proposal not only was was successful in getting us money to be able to to replace a critical aging piece of equipment, but it ended up saving rate pairs about sixteen point nine million dollars during the life of the debt. It was a big deal and I'm very proud of the way Santa Rosa water approached and accomplished that. As you've heard from other apartments, we've had a number of activities through the course this year relating to service interruptions with PSPS and wildfires. We've had some other incidents occur, especially in Santa Rosa water, which has caused the staff to have to adjust their operation and the teams come through the flying colors. We did complete our project with fifty three thousand meters being put in place. This is a substantial improvement that will help us be able to better track the operation for individual property owners and help us plan the future. We did meet and exceed the state water conservation target that which which required a 20 percent reduction in daily per capita water use by 2020. Our target was one hundred and twenty six gallons per capita de and we did we did ninety nine in 2020, which was pretty substantial and exciting. As you can see here, we're also dealing with a streets to creeks campaign, creating awareness about the effective everyday activities of our creeks and we're working on a cost of service study so that we can bring forward a four year rate recommendation. And I'll talk more about that in just a minute. Next slide, please. When we look at the accomplishments and public works, you know, our transit teams really taken a leading role in combination with Mayor Rogers, looking at how we're going to be evaluating all of our transit systems in the North Bay, in particular Sonoma County to ensure that we've got the best possible combined operation moving forward. And our transit manager, Rachel Ead, has done a great job of of of helping lead that within the region and we're really excited. That also includes our activities with MTC and the Blue Ribbon Task Force. So we're we're excited to see that move forward and we are pushing it. We have started the initiation of our electrification of our bus infrastructure. This includes the approval and purchase of four battery electric buses, as well as the integration and and deployment of the charging infrastructure associated with that coming up. You're going to see that we're going to be looking for additional buses and additional infrastructure improvements as we start going after grants. So you'll see some grant requests coming through the council process here in the next month. Recently, in the last two weeks, we launched the debris response team. This is where we've shifted a staff from our maintenance and public our our parks and streets maintenance teams in an effort to provide additional service for our community to improve aesthetics to reduce the amount of debris overall. To give you an example in their first week of operation as a team, we removed about 119 cubic yards of materials from our streets and public ways. And that's a significant amount of material in one week, and so we're hoping to continue that with those quantities reducing over the course of time as we see the investment starting to work. We did successfully complete the Sam Jones Hall project in four months that in and of itself, while it may be identified as a fabric structure, it's a very aggressive timeframe that we were able to complete that and get that operational for our homeless services to be able to best respond to the COVID outbreak and the needs of the homeless community in and around Santa Rosa. Bike and Pet Overcrossing is a project, a major project that's continuing to move forward and we've accomplished a milestone in getting ourselves through the PED document and into design and we've successfully completed 17 of the 30 FEMA projects for infrastructure improvements, including Coffee Park. I'll be providing a staff briefing on that on the 23rd, and so we'll go into more detail about that in the future. Next slide, please. Looking at our mandates, you'll see our list is fairly significant and the majority is relate to Santa Rosa water. We have a lot of things going on that were acquired. We have the adoption of our Urban Water Management Plan and we're required to do this by July of 2021. This will provide an assessment of the city's water system, including water supply and demand and an overview of our cycle, water and conservation programs. This is this, among other things that you'll see on this list, is a huge initiative that the team is having to put forward. We're dealing with our compliance and discharge permit, our annual water quality consumer confidence report. The dry year response really is a major con is a really major issue. You know, we're looking at what could appear to be one of the biggest dry years we've had to deal with in over a decade. And in doing so, staff is spending an enormous amount of time preparing for that. This isn't a have to do. This is a need to do. We need to repair our community. We need to repair our systems. We need to develop this program so that we can respond and be responsible stewards of those facilities and those assets being water, our wastewater and our recycled water. They're just they're just critical components. We are working towards that four year water and wastewater rate schedule. It's our intention to have a study session with council on the second. We're looking at doing a prop 2.8 hearing by the end of with notifications sending out by the end of march. And we'll do a public hearing, hopefully with council in and around May 25th. We did actually move forward with our UV system replacement. That's the bond that I talked about in our accomplishments. This is a key piece and we've got two to three years to complete this in order to comply with our NPDES discharge permit for that site. We're dealing with a new storm water permit and we've been aggressively working with the North Coast Regional Water Quality Control Board on that because we've got to deal with the new permit conditions by July 2020. From a transit standpoint, as we're talking about with our fleet electrification, CARB has established mandates for us to be able to have a certain number of our fleet purchases, the all electric. We need to have 25% of our fleet purchases by 2030 and 50% by 2040. And so these are things that we're starting to incorporate. En fact, what you're seeing is a majority of our of our purchases right now are entirely focused on electrification. We do have a short range trans transit plan coming up. These are some. This is a product that MTC requires that we do every three to four years. It includes a transit service plan, a financial plan, a capital program covering the 10 year plan horizon. And it ensures that we're doing proper management of the transit system. We're identifying funding issues that are likely to affect transit operations and our capital activities. It is a big effort for that transit team and it tends to consume quite a bit of their operational or their professional staff in the office to make this thing happen. There are two other pieces here that I've identified. There's the State Lands Act application. This is a new law that went into place a year ago. And we are starting to see the impacts of it as we look to adjust, shift and sell properties. This includes every property that we're looking at in the downtown and includes properties within the city that we have to follow this new Lands Act and it is very complicated. So we're the real estate team is working hard to understand this and develop a new practice and procedure to ensure that we're compliant with this moving forward. And then lastly, the implementation of SB 1383. This is a state composting law, which is going to have dramatic impacts for communities throughout the state. You'll be the community, I'm sorry, the Climate Action Subcommittee will get to hear a briefing on this in March and we'll start to outline what the implications of this particular program are as we move forward. Next slide, please. When we think about work plan, we're looking beyond the things that you see in the work plan. We've been developing over the last year. We are looking at trying to implement programs such as City Works. That's something that will help us do a better job of tracking our performance, our initiatives and the efforts that staff put out on the street. It is a comprehensive CMMS system and we're expecting that's going to launch in June and July of this year for our maintenance teams, which will help us be able to to provide more information in the future. Other things that are coming up is we're actively working on dealing with fair evaluation for our transit system. This this will include things such as an unlimited youth fair program and an eco pass program. An eco pass program really is working with development with developers and businesses in the community to try to establish a mechanism where we can provide partnerships that allow free fair type of access onto the city bus system, that doesn't force all the revenue capture to be on the city side. It allows us to share that with the developers and business owners. We are talking about dealing with a park asset inventory and condition assessment that is coming forward and we're hoping to have that completed by this summer so we can start understanding what our investment should be. We recently went out and are working on a DDA with Freebird on the Bennett Valley Senior Center. We're excited to see the 62 unit affordable housing complex come forward. We think this is a great shift in service and resource for our community. And this is one that's going to start to take and ramp up here in the near future. I'm looking a little further out. We are looking to try to finish the remaining FEMA projects this year with one with one that will probably linger, not only the Fire Station 5 Project, who are anticipating a completion date in the 2024 timeframe. The Regional Organics Processing Facility is one that we're working with Zero Waste Sonoma in effort to put a regional composting facility out at the treatment plant. And we think that will also be a benefit that is ongoing. The Potter Valley Project is a large initiative that we've been in that we've been working on with many, many partners. It's a hydro facility on the that's up on the Eel River. It does impact the Russian River watershed. And so we're working with all of the agencies involved, the coalition, which includes California Trout, Humboldt County, Mendocino County, Inland Water, Power Condit, Power Commission, the Round Barn, Indian Valley Tribe and Sonoma Water. We are part of Sonoma Water's portfolio. And so we're working actively with them to ensure that this particular asset is a benefit for the City of Santa Rosa and Sonoma County into the future. We're continuing to work on consolidating and evaluating our transit system with our adjacent partner operators within Sonoma County. And honestly, the dedicated staff that you have in your maintenance program is actively and continuously working to try to improve operations and to try to make our infrastructure as livable, viable and long lasting as possible, given the resources that we have. And we're a very dedicated team that's continuing on that. Two other initiatives that you'll see on here is the Microgrid and Energy Utilization Study. We expect that that'll come with a final report later this summer that we can begin to start looking at an implementation plan. And then we've spent quite a bit of time as discussion relating to the PG&E settlement funds about wildfire, wildfire investment. One of those relates to a Traffic Resiliency Initiative, and it's it's something that we're going to be looking at in a number of different ways, because we do believe that this is a critical component for us moving forward. And with that, I'll conclude by remarks on the operations and transportation portfolio and hand it over to Claire Hartman. Thank you. Good morning. I'm waiting for my slide here. So I have the pleasure of introducing the accomplishments and work plan for the community development and engagement portfolio. And just as a reminder, it's a really multifaceted portfolio. So the functional divisions that are within this include planning, building, engineering, economic development, housing, homeless services, community engagement and recreation. So it's broad, but we have a lot of functional alignment within our team and also across the organization. Many of the things I'll talk about today, we don't do alone, we may facilitate, we may play a primary role, but we all of our work actually relies on partnership across the organization. So with that, I'll start off with accomplishments. Now, you all did a tremendous job reflecting back on the accomplishments of the CDE team, but just a couple of other highlights I'd like to talk about one is just COVID compliance in our section. We do have code enforcement and they were charged with addressing code COVID compliance. We were very successful this last year. We collaborated with other departments. We collaborated with police and a PIO team. We collaborated with operations as well. And we applied the education first approach. And a lot of that messaging was very strategic. And I actually want to thank several council members for participating in video messaging and radio spots. It had an effect. We had very few fines issued. We had a lot of compliance. The other thing I'd like to highlight is our head planning and economic development permit counter, a virtual counter. This is something that we had thought of for several years previous and COVID basically ripped the bandaid off and said, let's do it because we needed to continue our operations and start continuing to process permits. We activated the permit center within four weeks. Now that included a 100% remote plan review. And it's actually more closer to like 95% of our permits are taken in electronically then and continues today. We do offer some in person services for those that cannot access computer or feel more comfortable submitting in person. So we do accommodate that. But this is something that we'll see that will continue on in the future. The other thing I'd like to notice is and I'm glad that Stephanie and Dina got some commendations about virtual public meetings. They really took leadership in that. We supported them in that process through this portfolio. We handle a lot of community meetings, as you can imagine. And also many review authority meetings on a regular basis. So I'd like to say that we dovetail nicely with their their leadership. And within three weeks of the shelter in place in March, we were all operating every board commission committee in a virtual sense. What we saw is increased participation, which is fabulous because now you can actually attend these meetings while you're taking care of your child, while you're making dinner for your family. So we're actually getting a broader group that can participate and they're also feeling more comfortable participating and not just observing because of all the different mechanisms that we've set up and tested and tried again. It'll be an ongoing process and it gets to an audience and I'll talk a little bit further about future steps for that. And the other thing I'd like to highlight and you guys mentioned already our homeless support services. And again, you'll see that's across the organization. But what I think that accomplishment is here is that what we learned with the Finlay example and with the sprung structure, adding 60 beds to restore the capacity, but at a non congregate in a non congregate way. We're actually what we learned is that we can actually attract those harder to reach populations and get them not only out of off the street and into shelter, but actually get them then on to permanent supportive housing. So it took covid to sort of test us in this way, but we rallied up, we did it. And what we learned is that this works non covid accomplishments that weren't covered already. We've we conduct our listening sessions. We extended this time in reflection of bad air quality and covid restrictions and a lot of the audiences that we wanted to reach out to with listening sessions required in person meetings. So you can imagine doing very, very small groups that took a lot longer. So we've been working through that and we're excited to be presenting that later this year, the results of those sessions. Another really popular thing has been our violence prevention awareness series. And we recently had a deconstructing race and racism seminar. Great attendance is recorded on community engagement website. And we hope to do several more of those types of seminars. It's already been talked about, you know, you see activations, but really can't be underestimated. The contraction of the organization and having to contract focus on emergency response and then that activation of getting back to business as quick as possible. Y I commend everyone across the organization for being able to do that. And then let's see the kickoff of general plan and climate action plan update. We are kicking it off with the most robust and creative community involvement strategy the city has seen. Our community advisory committee held its first meeting and they are the most diverse representation that I have seen with the city. Y so we're excited about that and proud for your help in supporting those efforts. And then we've kept sports alive through recreation. It hasn't been easy, but we've a lot of communication, a lot of support for the youth sports and allowing practices to permit processes. Next slide. So there are things that we have to do. For example, we do need an adoptive housing element. Y what that does is it gets us access to many different grants, which we do require a need and that leverages a lot of the other initiatives that city council goals often weigh into. So we need a adopted housing element. Our climate action plan is quite outdated. We have new standards, new goals to adhere to. And it's time to do another community driven process around it. And when you do touch these elements, you do need to do it environmental justice element. But we didn't stop at what we minimally needed to do. What we're going to do is a comprehensive general plan update. And we're looking at all the elements. We need to look at transportation safety. We're adding a healthy city layer to it. We're adding an equity lens to it. So while we do have to do these things, we're using this as an opportunity. And it's quite a robust task. But it's kicked off and it's it's moving along. And then we'll have the update to our housing hazard mitigation plan and our ongoing allocations for affordable housing and our rental assistance program. Next slide. So in terms of the work plan that are associated with council goals, we have a lot of them. We're quite busy. I have to say that there's a lot here, but it is really a labor of love. This portfolio is full of extremely talented people. We're very lucky to have them. They're very energetically looking at council goals and how we can fold them into our daily operations. We appreciate the focus and direction that council goals provide our work. And in most cases, we are able to fold them into our daily tasks. And when we can't, we leverage other resources. So we are always on the lookout for grants. We're looking for leveraging work that other departments are doing or even community partners. So we make it work. What I'd like to highlight is what you're going to experience in the next six months. You will see the community empowerment plan. I know everyone's been patient for that. We're going to work with SEED collaborative to make sure that this presented in the best manner possible. We are looking at providing some assistance to Rosalind. We'd like to help the consideration of a community benefit district, not unlike what the council just passed for Railroad Square. And then we have a bunch of things that are still moving forward in terms of our downtown emphasis in terms of downtown economics and downtown housing. So we will be as mentioned before, we will be before you. Shorty on our first phases of the EIFD, our ENAs and DDAs. And also we will be looking at launching a request for proposals or request for qualifications on two of our city sites. And then most recently, we convened the ad hoc to help the county with its decision making in terms of locating at Civic Center. And there is a lot of housing under construction right now. There's actually other infrastructure projects under construction in the works for downtown and similar to what you see for our rebuild sites. So the dashboards that we have for the glass fire for housing and for and for the tubs, we are going to create a dashboard for downtown. So you can actually follow the progress of our work down there. En terms of longer term, we are getting the initial steps together, but it's an ongoing program for the low rider patrol car. Obviamente, we're working heavily with operations and also police to get that up and running. You'll see that soon. Again, emphasis on supporting Rosalind. We want to support their work and getting it organized. Economic Development Subcommittee has an interest in looking at universal childcare. So we'll look at work, taking what we started and moving that forward. And then expedition of development permits that will be an ongoing task. We do think about that quite a bit because but again, the council's leadership on prioritizing those permits has helped tremendously. There's other areas that will be working that are longer term. So we already talked about the general plan update. That's going to take three years, a little shorter, but still a year to a year and a half would be historic surveys for the downtown, our missing middle housing initiative and then the Menesino Avenue specific plan. Excellent. So there are other items that come up from time to time to our attention that are quite important, but do fall outside of council goals and we just don't have the capacity to fold them into our daily operations. So these are things, though, that we feel are so important. We'd like to look into. So in the near future, we will be looking at efforts towards the community engagement strategic plan. We have a new division director for this section. We would like to take time to evaluate its structure, its focus and get it really on the most efficient effective path forward. Same with economic development. And then there's a lot that goes into building up to summer recreation programs. We're hopeful, we'll be moving out of tears. So because there's so much preparatory work, we're moving forward in that direction. A lot easier to cancel the programs than to just ramp them back up. So we are moving in that direction. And in longer term, you've heard about vacation rental ordinance. We don't have one. So we do, we make do with what we have. It's a lot of education, but there's work to do on that. And then, of course, probably the most you've heard about is telecommunications ordinance. We have one, but it's quite outdated. And we do need to update it just not just for legal reasons because it's outdated, but also our community has demanded a community driven ordinance that would address small sales, but also macro sites, which are the cell towers, whatnot. Y then we'll continue to seek grants for one longer term projects, such as the South East area annexation specific plan, which is important because we need to work with the county on implementing our new housing numbers, arena and a lot of the county. We'll be looking to the south side of Santa Rosa to place their housing. And we would love them to place it in a well-planned area that integrates with our urban principles with the city. Y no, es mi last slide. En el next beaker, City Attorney Sue Gallagher. Good morning. I'll start in. I'm not seeing my picture yet up there, but and I will try to stay brief. I know we're we're running a little late in our process. So I'll review our city attorney accomplishments. Some of these have been mentioned previously, so I'll run through them quickly. As you well know, we did finalize the PG&E settlement from the 2017 fires this past year and received over 95 million dollars for the city. We had a key role in preparing and presenting the open government ordinance that was presented in December to the council and adopted. We were integrated into the development and approval of the downtown specific plan and EIR, a tremendous effort working very closely with Claire's team. And we worked in partnership with HR, successfully negotiating MOU extensions with all bargaining groups where the contracts were up. And then, of course, we were very deeply involved in the 2020 election including council member elections, as was noted. This was our we became fully into district elections this year, so working on council member elections and also our successful tax measure. Obviously, I worked very closely with our city clerk and her team in all of those efforts. And we worked closely with both human resources and with the economic development staff in navigating some very challenging responses to covid, including personnel policies, a wellness efforts and then business assistance and employee protections. We also were involved in ongoing defense of critical litigation. Tremendous number of cases currently pending in our in our office. But the keys were litigation that was that arose out of the protests last May and June. Litigation that is ongoing regarding our homeless encampment policies and practices. We were challenged under sequel for all electric ordinance, also challenged under sequel for our downtown specific plan. Y, of course, we're also addressing the Cal OSHA investigations. We had a very successful year in code enforcement, included several receiverships, a number of research receiverships on properties that really serve to protect our neighborhoods. And then on the contracting front, we did convert from paper contract review to electronic routing and signature. Welcome to the 20s 21st century. So next slide. The city attorney's office is subject to mandates on the state law and city charter. And although this slide is divided into six months and seven to 18 months, I'll just walk through those mandates as a single list. Probably the biggest item that is on the horizon is the redistricting. And the elections code does require that we review our council districts upon receipt of the federal 10 year census, and I'll talk about that a little bit more under our work plan. The initiation of charter review, that is authorized by our city charter. It's not required, but it is authorized at this point by our city charter. And I'll talk more about that on the next slide as well. Labor negotiations, virtually all of our contracts are expiring and we will be working very closely with HR in renegotiating, renegotiating those agreements. We have continued defensive critical litigation. That is we are required to defend the city. We currently have approximately 35 to 40 pending claims and lawsuits and to highlight again, probably the largest and most time consuming and critical PG&E, Kincaid, lawsuit, defensive litigation arising out of the protests, out of litigation relating to homeless encampments, CalOSHA investigations and others. Indeed, four of our nine attorneys are devoted to these litigation efforts. We have a number of statutory obligations, including PRA compliance, Public Records Act and other document productions that, as I'm sure the clerk's office will mention, has become a very large effort and we are very much integrated into those those document productions. Brown Act compliance, political reform act compliance, ADA compliance, ongoing attorney training and mandatory legal education to maintain our licensure. And we work on those statutory obligations, not only with council, but also with staff and with all of our boards and commissions. Our charter also obligates us to continue to provide, of course, legal support for the council, for the city manager and for departmental initiatives, continued legal support for boards and commissions. We sit with quite a few of our boards, commissions and committees. We're obligated to review city contracts, we're obligated to review resolutions and ordinances, all resolutions and ordinances. We are, it is our responsibility to provide legal training to staff and to elected and appointed officials, code enforcement and defensive claims. Next slide. Our work plan and again, I will combine this into a simple list for purposes of the presentation and I want to emphasize, we are a service department, as you know, so much of our work is driven by the council goals, by the council's directions and by departmental programs and policies. We are integrated and act as partners in almost all significant projects and programs in the city. So all of the efforts that you are hearing or many of the efforts that you're hearing from the other team leaders, we are a part of those efforts and very eagerly a part of those efforts. And those include police reform initiatives working with HR closely with HR and C collaborative to further diversity, equity and inclusion. We will be partnering in these innovative work being done by the water department, as well as the many mandates that they work under. Housing initiatives, economic development, including business supports and potential real estate redevelopments. These are the exclusive negotiating agreements, enes, the disposition and development agreements, EDAs and as has been mentioned, the potential civic center. We're also involved in homeless services. And then I just would highlight a couple of the projects that are listed here. We are looking to initiate the redistricting process. Again, that is mandated by state law. We've just learned recently that the Census Bureau is now estimating that the census data that we need, the population and ethnic data that we need for redistricting will likely not be released until September, the end of September of 2021. So this will delay our start on redistricting. But we will we would anticipate going moving forward with engaging a demographer and at least getting the process as set. And we would expect that process will will engage us from September through to early in the summer of 2022. By statute requires for public hearings, extensive public engagement. Some of this work could be delegated to a commission should the council so desire, but we can talk more about that as we get into the details later. Preparing for potential charter review, there is the charter allows us now to begin a review of the charter to consider any charter amendments. We can do those amendments only once every 10 years pursuant to the charter. Again, it's authorized now, but it is not required that we start now so it can be delayed if the council so desires. I but if the council wants to bring any count any charter amendments to the voters in 2022, we will need to get started very soon. I recommend that the council at least consider a limited amendment to address our conversion to district elections, but it is also an opportunity broader review. Should you so desire if you want to prioritize that effort? Currently, the again, as I mentioned, currently the charter limits amendments to once every 10 years. But you know, again, that's in the charter and can be altered. Very quickly, comprehensive other items that we're going to be working on, comprehensive labor negotiations. Again, virtually all contracts, unit contracts will be expiring this year during this coming summer continued defense and prosecution of the critical litigation. I've already mentioned those supportive development potentials. The DNAs DNAs and Civic Center have mentioned those. And as Claire discuss the general plan, including the housing element and climate action plan, and you've already heard of some of the ordinances that are going to be coming forward, housing measures, telecommunications, edificación, rentals, composting, ordinance, some code enforcement enhancements were in test, anticipating, and then resiliency measures, open burns that didn't die in trees. And then we have other measures that were other initiatives that we're looking at that are a little bit behind the scenes. Enhanced records management, litigation holds and a number of others. Y I will leave it at that and we'll hand it back to the city manager, I believe. Thank you. So I just want to, you know, continue what the city attorney said, this is, you know, her team works to support the entire organization and all its initiatives. They've been instrumental in really making sure that we've been able to have progress in the pandemic. Sue and her team have been responsive to every request that's come from the internal services group. And it's really been a phenomenal team effort in very difficult communications environments with moving pieces, multiple meetings, and that's the real praise I have for the internal services team and the legal team working together is it's been a learning experience during the course of the pandemic and just it's been phenomenal work, not only as it's been recognized explicitly by councilmember Tibbetts and councilmember Fleming about not just identifying the tools, the commitment of the team to making sure communications go out that that that we we learn from the process as we go through and we adapt. But that also the resources are available to support the changing dynamic. And I think that that's one of the things that gets a little bit lost is that this team has been both the legal and the internal services team has been flexible, has adjusted to the dynamic and is really committed to servicing the council and the community through outreach, through adaptability. And I can't commend them enough to for the work that they've done. They're going to get an opportunity, however, briefly to step through some of that work, but it really has. I just want to call out that the next person you're going to get to meet is is Jan. She's the new chief financial officer for the city. She started at the beginning of the January. She's going to outline a little bit of what she's learning and begin us on a process to change that I think will help us address the structural issues that we've faced for a long time. I'm not going to say the medicine is going to always be easy, but it is it is it is it is well it's going to be welcome. And I think if you listen to your colleagues on the long term finance and audit committee, you're going to hear that that they're they're ready for the challenge and they'll be bringing this back to council, those continuing conversations. Jan, you're up next and then we'll walk through the rest of the internal services team. Thank you. Good morning, mayor and council members. If we can have the next slide, please. Just a little bit about the work plan for the finance team in the current in the upcoming fiscal year. One, it's organizationally comprehensive in terms of the financial initiatives that we will talk about in the next slide. And those initiatives, though, extend really between a two to four year horizon because of the associated timeframe needed to realize meaningful growth. I think perhaps with regard to reserves. And they're also reliant on agency wide participation with regard to underlying policies, practices and for ongoing decisions. The department's resources are also allocated to capital projects related to water billing and parking garage repairs. Next slide, please. So I actually call this page transform while transacting. That's not a term that I point, but it's one that's used a lot in the financial business, meaning that we really don't have the opportunity for two step processes anymore. Most of us are sort of transforming in real time while we get our work done. Just to provide a little bit broader perspective and then share some of the comments that I made with the committee last week. When I came to the city, I think at the end of my first week, one of the things that we needed to get on top of right away was financial position. You know, what was it? The city manager wanted to know in preparation, I think appropriately for the upcoming budget year and also giving the council some opportunity to see where we were ahead of being asked to make upcoming budget decisions. And so with that, you know, it really sort of became a scramble what does that mean? And then you realize that you're sort of giving this perspective, which we're being asked to give, but with things not fully within our control. There are a lot of business activities that take place in the departments, revenue posting, posting to the GL, you know, paying accounts, accounts payables. And those are all things we have to consider in the finance department. And some of those practices that we think about, yes, they will remain where they are, but how do we get on a cycle for making some of the changes so that we're able to get information in more timely and and really for decision making purposes? To provide a little bit broader perspective, though, as I was asked to do do that review, it was really difficult to do that without taking a look at what had been going on over some extended period of time. I call it a view of historical data that's generally indicative of future performance and puts information in context. And by that, I mean, very simply, are we moving upward or downward financially? Or are we sort of fluctuating from year to year? I think the short answer is that revenues, for some time, have been declining. Expenditures, for some time, have been climbing. And, you know, that divergence really paints a very difficult picture, but also paints, you know, a part of the reserve story. So financial condition, which is what I call it, is impacted by a number of factors. And it's a convergence of environmental, fiscal, meaning financial taken along with economic considerations, organizations, and as I mentioned earlier, policies or decisions and other actions. So the results tend to show up in a number of ways, which is budget balancing challenges, service levels y susceptibility to what our socioeconomic forces. And so we're being forced to make adjustments in real time. I think you can see evidence of all of those things that are converging for decision making, but also financial impact. And so with that in mind, I think our best alternative is to strengthen budgetary, fiscal and financial practices with the intent de que esas prácticas permitan la habilidad de asegurar una gran ejecución a través del negocio y darles feedback a veces. Esto significa que la reserva de reconstrucción, balancear las expendencias de recursos de recorrido y darse información a veces que necesitan acción. Y si es incluso que estén en el curso, afirmar esa decisión, o hacer una decisión diferente. Y así son algunas de las estrategias y creo que he enumerado muchos de ellos. Pero lo largo y lo shorto es que tenemos una estructura de costa de alta operación. Hemos tenido una conversación con un consultante sobre la liabilidad de CalPERS. Y para pintarlo muy viva, es la única cosa que es cierta, es que esa obligación va a incrementar cada año. ¿Cómo vamos a manejar ese recurso? Eso es un given, incluso si nada más en el negocio cambia. Estos son los que van a aumentar los costes. Y así creo que tenemos que dejar nosotros un runway, tenemos que dejar nosotros un espacio para tener flexibilidad financiera. Así que, los reinos no son realmente dentro de nuestro control. Y los reinos más sustentables que vamos a poder realizar van a venir a través de taxas y de políticas, que necesitan un ajuste. Creo que hemos aprendido eso con un mesurón y algunas de las otras mesuras de taxa que están ahora en uso de la ciudad. Tenemos que continuamente examinar los planos. Una de las cosas que se vio en el comité fue por qué, ¿cómo vamos a tener un mejor control sobre lo que está pasando billeteamente? Porque hay demandas en la ciudad de la ciudad para decisiones de billete, con la expectación de que una vez que la fundación viene de los reservas, si hay que ser. Y creo que una de las cosas que vamos a implementar con el budgeto de la próxima década, y no voy a pasar mucho tiempo hablando de el budget, pero voy a compartir esto, el colegio de la ciudad no ha visto esto. Así que, pero lo hablamos, porque hablamos de esto en el comité, es que vamos a intentar a los departamentos, a todos, a realmente pensar en el proceso de preparación de billete de lo que ese plan parece. Sí, puede ser referido a una persona administrativa para manejar los detalles de billete, pero como un método práctico, creo que tenemos que invitar el tiempo para hacer un trabajo al frente, lo que significa que el budget, el budget debe ser una reflexión del trabajo que cada uno va a hacer para el próximo año. Nuestro intento será para limitar las apropiaciones en el principio del año del budget, y, por supuesto, habrá cosas que van a venir, pero esas deberían ser, si hay un montón de pensamientos en lo que estamos haciendo, esas deberían ser pocas y más detalles, irrespectivas del departamento. Si de alguna manera hay algo que cambia en el ciclo, entonces, veré esa decisión formalmente en el proceso de midyear. Así que esas son algunas de las cosas que estamos pensando en. Es importante, no solo trabajar con el equipo financiero, estaré llegando a nuestros colegas a la ciudad, porque un montón de los trabajos, la colección de dinero va a ir a otros departamentos. Sí, queremos que las personas se depositen mucho más rápido que las que están ahora. Spendiendo, pagando los acciones, intentando pasar algunas de las voces latinas que estamos viendo, y para que todas las acciones sean para el beneficio de saber donde estamos financiamente. Y así con eso, voy a ponerlo en contra de la hostia. El siguiente paso va a ser el Departamento de Recuerdos Humanos y Amy Reeve. Gracias, Sean. Buenas noches, mayores y colegas. Soy Amy Reeve, director de Recuerdos Humanos. Así que voy a cubrir algunos de los mandatos que el Departamento de Recuerdos Humanos está trabajando, y también un plan de trabajo. Y luego, me gustaría dar algunos contextos adicionales para el trabajo de la extensa que vamos a hacer con el colaborador C. Así que, en términos de mandatos, durante los próximos seis meses, anticipamos que vamos a tener un fútbol sobre la complejidad de la seguridad y, específicamente, la complejidad de la OSA. Así que estamos con un cliente que está ahora nuestro broker a través de la JPA. Tenemos una división de seguridad que va a asistir a la ciudad y crear un programa de entrenamiento de la OSA. Además, vamos a asesinar exposiciones en el trabajo, clasificaciones basadas en las recomendaciones de la consulta. Y también vamos a estar proponiendo a un oficial de seguridad y a las asociaciones departamentales para apoyar los programas de seguridad de la ciudad. También vamos a continuar a tener un fútbol sobre implementar las políticas y los procedimientos y dar reglas regulares, como se relaciona con la pandemia y la OSA. En los próximos 7 a 18 meses, como Sue ha already mencionado en su presentación, vamos a tener un fútbol sobre la negociación laboral con 12 tablas de bargón y, virtualmente, todos los contractos que van a abrir. Si podemos ir a el próximo fútbol, por favor. Además de los mandatos, también tenemos un plan de trabajo que es muy enfocada en la diversidad, la equidad y el plan de inclusión. En los próximos 6 meses, con ese plan, anticipamos la ciencia de la diversidad y el oficial de EEO para la ciudad. We will be beginning interviews with stakeholders and, in fact, a council, you've probably been contacted by Steve Collaborative to start that interview process. And we will be establishing citywide steering committees and starting the data collection process. From there, in terms of the next 7 to 18 months, we will be working with Steve Collaborative to review, research and develop best practices related to the equity plan. We'll be creating a recruitment and diversity task force for FIRE, an equitable policing task force and a citywide equity task force. In addition to the work with Steve Collaborative, we are going to be identifying and implementing new benefits and a third party administrator, as well as transitioning to online self-service enrollment for all of our employee benefit plans. In addition, we're going to be continuing the implementation of new modules in NEOGov, which include learn and perform, and we'll be creating an electronic approval process to fill positions and manage those positions against the budget and position control. If we can move to the next slide, please. So with Steve Collaborative, we do have a diversity, equity and inclusion work plan, and this is a large scale project. We anticipate it taking at least 18 months just to give some additional context here. As Council recalls, one of the goals in increasing diversity, equity and inclusion within the city was to hire a consultant to help with this work plan. And after an RFP process, the city steering committee selected Steve Collaborative. They will be providing consulting services to assist the City of Santa Rosa, the City of Santa Rosa Fire Department and the Santa Rosa Police Department. Steve's engagement process is founded on the principles of inclusion and seeks to build trust and high buy-in. At the end of the robust process, which will include stakeholder engagement, Steve will present three deliverables to the city, which will include a city equity plan that supports equitable structures, policies and practices, a Fire Department diversity and recruitment strategy plan that supports diversity and equity in recruitment and an equitable policing plan, which is designed to further improve community police relations and protect citizens and officers. All three plans focus on advancing a more equitable, inclusive and diverse city, Fire Department and Police Department. The consultant proposes to assist the city with the following processes. The first process is called bridging, which are strategies to eliminate silo departments and functions and improves knowledge, understanding, trust and communication between the city, the community, Santa Rosa Fire Department and the police department. The second process the consultant will walk us through is called belonging, which will involve creating a work environment and culture where everyone belongs. The third is prevention, which are strategies to decrease barriers and disparities y reduce policy violations. Y la final estrategia es protección, which includes strategies to preserve the safety and well-being of residents, city personnel and people impacted by the criminal justice system. The project approach to methodology, which will be used to introduce these strategies to the city, is called targeted universalism. It is important to note that the consultant's general approach to equity is through the lens of targeted universalism. Y que este proyecto fue conceptualizado por el co-founder John A. Powell. Y es que trabaja en establecer los goles universales pursuando procesos de tarjeta para lograr esos goles. Tarjeta universalism es un concepto que creo que se verá mucho en los próximos 18 meses. Y él reconoce que para lograr un gole universal, debemos reconocer el hecho de que diferentes grupos de personas están situados diferente en la sociedad. Y como resultado de estructuras y equities, crea diferentes tipos de barreras y diferentes paredes en términos de alcanzar un gole. Tarjeta universalism directa la atención a estas varias paredes y paredes y sugera cambios estructurales para lograr un gole smoother. Por lo tanto, las personas son de acuerdo con lo que son. Estrategias serán desarrolladas por la colaboración y serán diseñadas para lograr un gole por tomar situaciones específicas a la consideración para que puedan obtener lo que necesitan, cuando y cómo necesitan, mientras también moviendo contra el gole universal o paredes. Esta acción también adresa la polarización causada por solo tarjeta o solo estrategias universales. Solamente, las estrategias universales son para reconocer las formas en las que los grupos están individualmente situados. Estos tipos de estrategias trabajan muy bien para los que consideran la norma, pero no para los que tienen específicos o únicos condiciones o situaciones específicos. Solas estrategias universales son oftenmente percebidas como muy ambiciosas y inequitas y ayudando a los que son más en necesidad. Conversalmente, las estrategias solas tendrán que no considerar las formas en las que las normas, desayunas y prácticas de diferentes grupos pueden diferir de la idea universal de la imaginación. Estas estrategias son solo enfocadas en apoyar a los individuos que van a lograr transformarse en sistemas de transformación. Y son a veces criticadas para que no estén ayudando más de uno a otro y pueden ser visto como preferenciales. El universalismo de tarjeta es una metodología data-driven que involucra un proceso de cinco pasos, lo que tendrá a hacer. El primer paso será definir el objetivo universal para la ciudad. Segundo, ellos marcarán cómo la población overall es correcta para ese objetivo universal. Segundo, ellos marcarán la proporción de los segmentos de la población comparado con el objetivo universal. Y eso será un contexto interno y externo para el contexto de la organización. Ellos también verán cómo las estructuras y otros factoros de apoyo o el progreso de la comunidad contra el objetivo universal. Y finalmente, van a hacer recomendaciones para implementar las estrategias de tarjeta. El universalismo de tarjeta puede ser aplicado en un contexto interno y externo y puede ayudar a las organizaciones de tarjeta para lograr los objetivos de tarjeta relacionados con la equidad y el conocimiento dentro de las operaciones de la organización, y también dentro de los programas y servicios que se proporcionan a la comunidad. Así que, como revisamos la equidad de diversidad y la equidad de diversidad y el plan de trabajo de inclusión, verán que el trabajo ha empezado y van a incluir reuniones orientaciones y entrevistas con varios estados, comenzando este mes en febrero de 2021. Desde ahí, el consultor va a llevarme a través de las organizaciones y las estaciones de facilitación con los objetivos planos que se anticipan para ser aplicados a la ciudad en el April de 2022. Mientras el consultor anticipa más de 1,500 consulting hours en el proyecto, es imposible predictar cuánto tiempo y esfuerzo necesitará de los estados de la ciudad a este punto, como lo que va a depender de cómo el escopo developa que los escopos están engañados y entrevistas y grupos de concentración están conductos. Es anticipado que todos los departamentos estarán activamente engañados en la diversidad, la equidad y el plan de inclusión en algún nivel durante el proyecto. Y con la acercación de la acercación de los estados, es intensivo laboral. Pero lo que asegura que los estados están más abiertos y preparados para la implementación de este plan de equidad. Y con eso, voy a dar la presentación a la oficina de la ciudad. Gracias. Gracias. Antes de empezar con las mandaciones, quiero decir que a la oficina de la ciudad de la oficina de la ciudad, somos pequeños, pero poderosos y trabajan muy bien y colaboración a través de la organización. Y hemos logrado mucho en esta pasión durante esta época de COVID. La mayoría de las oficinas de la ciudad de la ciudad están dictadas por mandaciones legales de la Códula de Gobierno y de la Códula de Elecciones. Como pueden ver, desde el acto de Brown, California Public Records Act, Política Reforma Act, Madi Act, y así por. Así que, durante los próximos seis meses, hemos comenzado la implementación de la orden de la orden de la Códula de Elecciones. Estamos trabajando con la organización y el staff para obtener eso en el ronco y ayudarlos a encontrar las mandaciones de esa orden. Y eso es incendio y será durante los próximos seis meses. Y los mandaciones de los 17 a 18 meses es el proceso de redistricción y el partner con la oficina de la ciudad. Y también nuestra preparación de la elección 22. Eso estará empezando muy pronto. Hay un montón de trabajo que va a entre los dos. Y así, nuestro equipo trabajará con la oficina de la ciudad para obtener ese rol. Siguiente, por favor. Así que, un plan de trabajo por los próximos seis meses, tenemos una coordinación de entrenamiento que está sucediendo, nuestra E.B. 1234 E.T.X. entrenamiento. Tenemos un plan de entrenamiento para el 9 de marzo de 3 a 5. También proporcionamos links a la Comisión de Practicación Política y el Instituto de Locales. Así que nuestros staff y comisiones de orden pueden tomar ese entrenamiento en su lesión y, como sus planos se proporcionan, pero tenemos que proporcionar ese entrenamiento en dos años, así que eso será este marzo de 9 de marzo. Y también tenemos el S.B. 1343 entrenamiento para el antihorazmento. Y estamos coordinando eso con nuestro departamento de HR para obtener ese plan. La otra pieza que estamos trabajando en el próximo 6 de marzo es nuestras reuniones en la Ciudad de Cité Hybrid, virtual y en persona, incluso aunque estamos aún en COVID, en algún momento sabemos que vamos a estar en persona en la cadena, pero porque de la plataforma virtual, ha aumentado el engagement público. Y así que esto es algo que creo que la comunidad va a preguntar a nosotros para que puedan continuar participando en nuestras reuniones. Así que estamos aprendiendo y esperando desarrollar algunas propias prácticas. Y quiero decir que durante el año pasado cuando fuimos en COVID y tuvimos que aprender la plataforma virtual, nuestra comunidad fue instalada por muchos de nuestros ciudadanos y agencias de la outside en nuestras propias prácticas porque se han visto cómo hemos aprendido a nuestras reuniones muy bien. Así que estamos contactados y consultados con otras agencias y entidades sobre lo que hicimos. Y así que estoy muy orgulloso de nuestra comunidad para hacer esto suceder y desarrollar esas para nuestra ciudad. Definitivamente somos un líder cuando viene a nuestras reuniones en la Ciudad de Cité. Y con eso, voy a ponerlo a la Comunicación Chief de Comunicación y Relaciones de Intergovernmenta. Officer Adrienne Martens. Gracias Stephanie. Buenas noches, Mayer Rogers, Vice Mayor Rogers, Members of the Council. Adrienne Martens, Chief of Communications Intergovernmental Relations Officer for the Communications and Intergovernmental Relations Office. I will start by saying that it was actually a year ago this week that the comms intergov team officially came together and physically moved our offices to form a new centralized y el departamento de comunicaciones colocados un mes más tarde, el lugar de desplazamiento fue implementado en respuesta a la pandemia, y después de eso, fuimos remoto, pero lo diré que la centralización de nuestra operación ha hecho todo el distinto y nuestra habilidad para mantener a nuestra comunidad informada durante la landscapa de la pandemia. También quiero reconocer todo el trabajo que fue puesto por los miembros de esta comunidad, sobre la última año, y el apoyo de la staff a través de nuestra organización, como estamos encontrando nuestro foco durante la transición de nuestro departamento. Y cuando se refiere a enfocar en nuestras áreas de trabajo para los próximos 6 a 18 meses, la cosa más importante que puedo decir es que el trabajo de los miembros de la comunicación es realmente determinado por el trabajo de todos los demás departamentos. Muchos de los miembros y los planos de trabajo que han already been shared by my colleagues are ultimately going to be tied to a communications or outreach plan. There's going to be a need there for our team to support those efforts. And so our team works across the city to determine the best ways to address those needs and ensure accessibility is met for our diverse community through a range of potential strategies, everything from digital to print video production, radio, paid advertising, community meetings and media relations for our mandated work for the next six months supporting the public information needs through the pandemic will continue to dominate our teams time will also need to develop and implement outreach and communications plans for a few mandated projects that I've highlighted the redistricting of Santa Rosa, which the clerk just mentioned, water rate setting, which includes prop 218 rate payer noticing. This works already begun and it will ramp up over the next few months connecting the public to the annual water quality report and roll out of the city citizen engagement tool deliverables that were identified in the open government ordinance will also continue to work to enhance the city's open data portal, which was another item identified in the open government ordinance. And this work isn't just about making the data available. It's really that works done by other departments and by it, but our role will be to present that information in a meaningful way that makes it easier for the public to understand for a mandated work for the next seven to 18 months. Some of those six month items do carry over, but in addition to public information for the pandemic, which we anticipate will continue, will be geared up and ready for any emergency response during fire season, critical weather events, so PSPSs. We'll also be working closely with the clerk's office to implement outreach around some of the items Stephanie just shared, the redistricting process review of the city charter and the 2022 elections. And next slide, please. So on our work plan for six month priorities to keep us speeding through this, the first bullet on the slide. It's outreach and communication plans for key programs and projects throughout the organization. So you've already heard about many of these, as I said during presentations by other members of the executive team. So I'm not going to go through them, but I have identified the big ticket projects that will rely heavily on communications there on the slide. And in addition to those, we'll continue to provide our communication support for 2020 fire recovery and rebuilding. We'll explore opportunities to improve our community information systems. So we're always trying to find ways to strengthen this area, whether we are communicating with our residents for urgent emergency region reasons or for routine program and service announcements. We want to continue to look at opportunities and make sure that we're using the best tools possible. Another item is updating our city-wide social media policy. This is something that we actually wanted to implement earlier in the year due to the pandemic, hadn't gotten to it. We're ramping that back up right now. Our policy hasn't been updated in several years. This is something that will eventually go before council sometime in the next six months. And really the technology and what's available on social media platforms has far outgrown. The policy as it's currently written. So we'll be looking to do a complete update of that. For our website, we do try to pick a few focus areas of the website to concentrate some major improvements on, including redesign and reorganization to better enhance just the aesthetic and also just user navigation and the ability to find information. So next in the queue is work with the HR department on their website to do a redesign. And then you heard from Claire earlier talk about the virtual permitting counter and there's some website enhancements that do still need to come as part of that work. And then a few weeks ago, council adopted the city's first ever federal legislative advocacy platform and staff are already beginning work with our federal lobbyist team, MMO partners to strategize on the identified priorities in that platform. And then within the next six months, we'll be working on an RFP process for a state lobbyist contract. Our current contract is due to expire later this year. And then for a seven to 18 month work plan, the first bullet on the slide, outreach and communication plans for key project program areas. Again, this identifies major areas that we expect to spend our time on communications plans and outreach. So I won't call those out, but they've been identified on the slide for you. And then a couple additional website projects will be in the works, revamping the fire department's website. And we need to do some redesign work of our parks projects information pages. And then we will, once we have our state lobbyist contract in place, we'll be developing a state legislative platform similar to what we just did for our federal program. And then in a year, we'll also want to revisit that federal legislative platform to update any priority areas as needed. And that's all for the comms in our web team. So I'll turn it over to our IT department. Thank you. Good afternoon, Mayor and members of the city council. I'm your secretary, the IT director and chief information officer for the city of Santa Rosa. We're going to go over the work plans that we have for IT. And a lot of this happens in the background. You've seen touches of it in prior department presentations, but a lot of it goes in the background. Our customers in general are the public through how we work with the department to help provision more online services, which is increasingly more important now in this pandemic that it ever has been before. And also our customers are departments and the staff. And more and more we're starting to see that a heavy burden of our work is to work with our staff as they navigate working from home. As you all know, just over under a year ago, our 1,300 or probably 75% of those employees were jolted from working in the office to all of a sudden having to figure out how to successfully access our city systems and how to successfully do their work and to communicate with their peers. So we spent a tremendous amount of time this last year on that model. So some of the key things I wanted to share with you today in these work plans, and I won't go through them bullet by bullet, you can obviously read those, is that our focus is on this hybrid model, being able to support our employees working from wherever they are in a way that understands their home networking limitations and challenges and just a new process for them. We're focusing a lot with the clerk and with communication or government on making public meetings, something that worked well. As you all know, probably six months ago, none of us really knew really how to use Zoom. Now it's working quite well and we're shifting into what we call the hybrid meetings where the goal is to have an equal level of participation and engagement, whether you're sitting in a physical room in the council chambers or your remote. We're also trying to take that idea of having hybrid meetings back into the workplace. We understand also that even for city staff, now the model is going to be that a lot of our meetings that used to be in conference rooms will be hybrid. The example I give to people to kind of get the difference is that all of you have been in these meetings, perhaps in a board meeting, we have a big room of about 10 people, 15 people in a room, y there's one person on a voice pod in the middle of the conference table. And that person is nowhere engaged in the meeting. It often complicates the meeting. And so what we need to do is develop some things that make that such that that remote person or persons is equally engaged in the meeting and we're leveraging technologies like Zoom, like Teams to make that happen. We're rolling this out throughout this year. Security is a big deal for us. We've all heard about fishing and spear fishing. The new terms now are remote worker in point securities. In other words, when someone takes one of our city devices home or the users are public device access to internet, that is exposed in a way it never was before. So we launched a very significant cybersecurity trading program about nine months ago, every employee in the city. And I think all of you have gone through that. It's going to be a repetitive exercise. The threats are more challenging than they ever have been. And frankly, it is very hard to discern at times. We're really trying to help our staff understand what that means and protect our network and our systems and confidential and private information. Some other things that we're doing, and I just on the slide, you'll see these things about multi-factor authentication and this is coming to the city. Most of you have experienced this with Nest or Google or something like that. We're going to ask you for a pin code to help ensure that it's actually you accessing the system. We've rolled that out partly through the city and we need to roll that out because that's one of the great ways of protecting our endpoints and protecting logins. GIS continues to be a big deal for us and a big opportunity. We're working with the departments, as you've heard a little bit. We're working a lot with the EOCs. If you looked at our EOC two years ago, the GIS presents information there that gets pushed out to the public. Pretty much every map you see comes through what we do with the departments. And we're going to continue that. And also, there's a lot of GIS work to happen on districting. There's been more and more requests and we anticipate more and more data analysis to be done on, okay, what does this particular city service roll out as a function of a district? Are there inequities in districts? And mapping tools, GIS analysis tools are fundamentally great for that. So that's what we're doing. We're doing a lot of our standard work also, just keeping the network up and running and just really trying to help our city staff be efficient as we move into this new world that we are definitely engaged in for part of well. Thank you. So the one, before I dive into the details on this slide and a couple of changes and opportunities here, I do also want to emphasize that we're in a process and we're beginning, we've been in ongoing conversations and continue those conversations about what reopening looks like. I mean, I don't want to lose sight that that is going to be another transition that's going to take place. As we move forward, staff is going to have to adjust. There will be questions about what environments we continue, what is it, what does the new normal look like as vaccinations roll out and we return to a different environment and how does that impact, how we engage with the public, how we disseminate information, how folks work on projects. There's a lot of work that could be done on those topics and that transition and those conversations are underway. There are another transitions. I informed council that for the immediate future, the homeless services team will be coming to work in the city manager's office. There's a unique opportunity to engage in a regional conversation. We are at the limits of what we can do as an organization to impact the regional issue on the local level. I believe the other cities are committed to this. There seems to be interest from the board about a regional collaborative and how we can really move, how we care for and address the unsheltered in our community needs to expand that beyond just the city work. And so they'll be coming, working with me on a day-to-day basis and I'll be working with those peers across the county to try to address change in that environment. There's also a real opportunity that I suspect the mayor and council member Sawyer will discuss with you in more detail around a collaboration and offering to analyze the county complex question. Essentially the county is down to two locations for the future of their complex, either staying on their current campus or potentially moving and becoming part of our downtown. I believe there's an opportunity to vet this process, probably engage in substantial visioning with partners about what this opportunity outlines, but the county has a very firm deadline to meet some of that and revisit this conversation with their board of July 2021. And we believe that there's an important conversation because it has impacts in other areas of council priority, including the housing equation, the economic development equation and frankly the future of our city. But we do feel that there needs to be a visioning part of this exercise beyond just the math problem and that would require staff resources to look at the vision of what that could be downtown, to look at the vision of what that could be on the county complex, but more to come with that. And then lastly, but certainly not least, there is an opportunity for this council to begin the work on potentially addressing a charter revision. The first date for charter revision to come forward would be in November of 2022. For council to put something on the ballot for consideration means that you would have to back up to that August 2022 date. One of the things you've heard from other, from other, from the legal team, from the clerks team, is that we do have a mandate to do a process on redistricting. I would say we're pretty much at our capacity to do significant outreach and the date keeps being moved back in terms of when we will get the information to do the census. So one of the questions that I would like the council to consider is where do you want staff to put its resources? Which of these exercises do you wanna organize around? We'll be here to answer specific questions, the city attorney, the clerk's office, myself, but there is this question, again, we just learned, I just learned when you all listened to it, we won't likely see the census data until September. If we're gonna take on a charter revision, we need to be already working on the charter revision and we need to have instruction from you about what the scope and scale is this a charter commission and we're happy to schedule a study session. I mean, I don't think we can get the details relatively quickly out of this to talk about a charter revision process. So that's one of the big ones hanging out there is that you have this mandate around redistricting, but you also have this opportunity of your first time that you can actually address the charter revision. And so that's one of the things staff is hoping that you'll give us a little more clarity on where you would like to go in that conversation as this conversation unfolds. But I think you can see it's a pretty extensive work plan from the team over the next 18 months and we look forward to the continuing conversations and we're here to answer questions or help facilitate this process moving forward and I'll turn it back over to Greg. Thank you very much, Mr. Manager and all the staff, I'm not sure about the council, but I'm exhausted just hearing all that work. It's being done. And so mayor, we have scheduled now if we can go to the next slide, a break for the council and in particular the issues that the managers has brought up about districting and charter reform. We have that council discussion and direction scheduled under the open government priority that the council has. So after a break, we're gonna be moving from staff presentations to council discussion and direction as we walk through each of the priority areas. I just wanna give in my experience with many cities, give kudos to the staff for being on point, thoughtful, thorough and within time on all of their presentations. We're actually a few minutes ahead of schedule and when we have 13 speakers, that's where a facilitator like me panics that we're going to get behind schedule but we're actually a few ahead. So mayor, I'd recommend a 15 minute break. Yeah, let's go ahead and come back at 10.45. Give everybody a couple extra minutes here and we'll come back and we'll have our discussion about the council priorities that Greg heard from our previous interviews, as we'll stand at recess. All right, it's 10.45. I see a quorum of council members. Madam City Clerk, do you wanna call the roll so we can resume? Yes, thank you. Council member Tibbets. Oh, thank you. Council member Schwedhelm. Here. Council member Sawyer. Here. Council member Fleming. Council member Alvarez. Present. Vice mayor Rogers. Present. Mayor Rogers. Here. Let the record show that all council members are present. Great, and I see Sam. Sam, are you doing this next segment? Oh, sorry, there's Greg. I was gonna say, I couldn't see you for a second, Greg. Well, thank you. Now, we're turning to how we're gonna be spending the rest of our time together today and the beginning of tomorrow morning, which is really to hear from the council on each of the priority areas. And as the mayor mentioned initially, I wanted to share back some of the results from the interviews as we'll do with each priority. But as we've shared with the council previously, the whole purpose of the priority setting is to recognize that we can't do everything, but we can do some things. And the new circle to add to this mix based on your staff's presentations is that there's work that has to be done. That's even if it's not viewed as a council priority, it is still going to take your staff's capacity and kind of usable resources because there is no discretion on getting it done. So the priority setting becomes really important to make sure staff is aware of what the council most once done with the available resources. And of course, to start that discussion, we'll go to the next slide, which is we always look at what a city's mission and vision are. And for the city of Santa Rosa, it's to provide high quality public services and cultivate a vibrant, resilient and livable city, which clearly you've been successful doing over time and in the last year, but I'd also add your vision of Santa Rosa leading the North Bay, you've clearly been living up to as well. So like to start off with these, whatever we get into priority setting because they are your North Star, to guide where you're going to focus your time and the staff's time during the year ahead. I also wanted to go over a little bit of history over the last two years on the next slide. And it kind of shows how council's priorities have evolved. In the left column is your 2019 priorities, where you used our standard framework of tier one, which is the primary focus kind of the must do's that staff has to focus on. Tier two was as resources allow and in the lower box is possible future priorities. Last year when we met in August, obviously the world had been turned upside down and so we had a new higher level priority, which was crisis response priorities. And these are the ones you identified back then in August that were directly related to the COVID response. And tier one, you didn't wanna change the labeling of it because they're still continuing priorities for this council was the climate change, housing, and government and council reform. And clearly as the accomplishments noted, climate change and government reform and housing, you've made significant progress on each of those, as well as on the COVID priorities up above. But then we also had the future priorities that were going to have to be tended to at some point. Now on the interviews, this gets to reflecting back to use some interview results on the next slide. I have rank ordered kind of a little bit of a forced exercise. Council members will remember in the interviews, I said, okay, we have these eight priorities taken COVID as a given. So COVID is the ninth priority that's at the top because it's like Amanda, you don't have a choice on that. You have to respond and deal with it. But of these eight, I asked each council member to choose at most three that you thought we had to see visible progress on in 2021 as a community. And these are roughly the order that they came out in from the council interviews. Homelessness and housing and affordable housing, clearly being in the highest tier. Also it linked as many council members shared with me in the interviews. Piscal stability and economic resiliency are also linked in terms of your business community is successful and your residential community is employed. It helps on the tax revenue generation for the city, which helps the fiscal stability as well. So there's some linkage there and they were matched with climate change as kind of the next tier in that forced dotting exercise I made you do it orally with me. And then in the third tier was public safety priorities, DEI and government and council reform. And again, as you'll see later on as well, there was much linkage between the public safety priorities and reform and the organizational diversity, equity and inclusion and recognizing those are overlapping quite a bit. So I did want to reflect back to you that this was kind of what you shared with me in the interviews but as I was explaining to your manager and staff, it was more evenly divided amongst all of them that I typically see with the city. So it's not like homelessness, housing and fiscal stability was all of you thought those were tier one and everybody else thought the others were tier two. So it was much more nuanced between them, which to me reminded me of the discussion you all had last August, which was choosing between these is like choosing which of your kids you love the most. It's impossible to do. They're all priorities for the city. And given what we've just seen from staff, what we've used in other cities, particularly as the pandemic is continuing into year two and is driving workloads that it's often better to do within priority, priority setting than priority setting between priorities so that you scale how far you can go in each priority based on the workload and capacity of your organization. So you'll be pleased to see on the next slide, that means that we won't be doing a dotting exercise today. They're very hard to do by Zoom anyway. And based on the feedback you already gave me in the interviews, it's not an essential tool we have to use today. So what we are gonna be doing for the rest of this morning and most of tomorrow morning is we are going to walk through each of the nine priority areas starting with COVID and we're gonna review each one in order. I'll be sharing some interview results from each of those that you shared with me when we met. And then what we're really looking for coming out of each priority area is kind of your feedback in direction to staff on how do we move that priority forward in the next six months and the next 18 months. Then following the two days worth of work, staff will come back and start incorporating that direction into the budget development within the resources that are available since there are constrained resources as was lined out earlier. But then also work plans based on staff capacity in each of the priority areas with their mandates and other work as has previously been described. Staff will come back with a recommended work plan like they did after last August's retreat to bring back to you to show how staff is interpreting your direction to keep moving the needle forward on each of those nine priority areas. So that is our recommended approach. Our goal today is to get through COVID response, climate change, economic resiliency including childcare and fiscal stability, funding and services. Those four priorities today, we've allocated roughly 25 minutes for each one. Knowing some will take a little bit longer, some will take a little bit shorter but an average of 25 minutes for each item for the council to get to consensus on where staff should focus their work in the next six months and 18 months in that priority area. So mayor, that's our recommended approach. I'll just turn to make sure the council's comfortable with that before we give it a try. Yep, let's keep moving. Okay, great. And we are running about 15 minutes ahead and I've never heard of anyone complaining whenever a retreat ends early. So if we stick to the schedule and then a few minutes early I'm sure there won't be complaints but if the council needs more time to work through an issue we do have a few minutes available. So, for the first one, COVID response. The interview results are again presented typically how I always present them which is in a rough ranking of what the council shared with me in the interviews. And in this one, the economic recovery for businesses and workers was clearly the highest and mentioned by most of the council and the next three were also mentioned by council and your staff has talked a little bit about each of these already in terms of homeless services and improved relationship with the county being moved up as a priority in the manager's office to really lead that regional discussion and discourse. And it was mentioned by one member in an interview but it was also on the preexisting work plan and I did wanna highlight this that you will see on each of these charts that we've standardized for all of these priority areas. The interview comments that came from council are bolded and sourced interviews. Other items that came from the preexisting work plan that staff shared with you in January. The completed items we didn't put on this chart because we're really trying to look at the work ahead. The items that are listed such as don't cut or reduce utility services were items that were listed as future work in the work plan that staff distributed to you in January. So we've carried that forward so you don't have to be jumping back and forth between documents and you have the interview results and the pending work plan work on one slide in front of you. So this becomes the artful work of now trying to get council feedback on the priorities for staff for the first six months and for seven to 18 months. And I might just add what I've already heard from your manager is he clearly sees the homeless services and improving relationship with the county being worth that's going to start in the next six months and be quite consuming. So I would almost take that shot if you concur as a recommendation from staff to recognize of these items on this page those are probably the priorities for the first six months. Yes, absolutely. There is there and council member Schwedhelm can speak to that a little bit but there is opportunity here to move this conversation from not just being city centric to productive regional conversation because all the cities are at the table now. And I believe there's renewed interest from at least some of the board of supervisors to explore that conversation. And I do know council member Schwedhelm had to duck off for a couple of minutes here but he and I have had that conversation recently about the need for a more collaborative regional approach. And I know specifically the state auditor has come in and looked at the state's fragmented homeless services system as well recommending the same thing. So I don't want to put words in council member Schwedhelm's mouth but he is the city's representative for the continuum of care. Is just to start moving towards consensus. So is there council consensus for the homeless services and particularly in consultation with the county and the other cities being a priority for your staff for the next six months. Seeing all thumbs up on that. I think moving now to the top of the list because of the nature of our brief interviews we couldn't get into detail was economic recovery for businesses and workers could run the gamut of many, many things. And so I think trying to get some clarity from council members and your thoughts and so many of you mentioned this as a priority for the next year on what you would like staff to focus on in this area in terms of COVID response would help staff then come up with a realistic work plan to reflect back to you of what's in their capacity. So I turn it over to council members who felt economic recovery for businesses and workers was a top priority for 2021 to share a little bit what they'd be looking for for staff to consider or develop a work plan on provide a little more color to this direction. And Greg, I did wanna jump in as well and then I'll call on council members but what I did hear last night from the public comment that fit into this space as well was the right to recall or worker retention, economic recovery and business support, downtown support specifically, early childcare and education programs as well as project labor agreements and skilled and trained workforce. So I wanted to make sure that the public's comments were reflected in this segment as I'll do in the others. That I'll go to council member Tibbets. Thanks mayor, that the risk of sounding contrarian and I was what I liked about how this was phrased by Greg was trying to narrow the focus about business and workers. And so that's where I was coming from is trying to separate out things that could have a tangential nexus with it like homelessness, affordable housing, childcare and really focusing on more the direct inputs sustain our business and workers. I would say that the right to recall would be an issue that would be directly related to worker retention but issues that also I think just more specifically keep the doors of the businesses open. And I think to figure those policies out we should go speak to the businesses where they are their trade associations about what they need so that we're really addressing what their needs are. If we want to add other things, I'm all for that but I think they should come in to stand alone items in other areas of our priorities tier. All right, council member Sawyer. Thank you mayor. I agree with Jack wholeheartedly and I'm certainly would not want a conversation around PLAs get in the way of us gathering information from the business community as far as what they think is necessary right now. I mean, I think we need to gather and our economic development department will be is very, very effective and can help guide us in how to solicit information from the business community to know what they feel would give the most relief the fastest. And that's kind of what I would be looking for is input from that community and not get except well, except for the issue that mentioned around the right to rehire. What is that? That's not the actual term, but I think it's it's issues like that, but I think we need to that we could probably implement implement pretty quickly and could have some really positive effects and take some stress off of the off of the workers as we move forward. But I think we need to get fairly surgical on what we do to help the businesses. And I'm not sure that we can get that surgical until we have the right information coming back from the patient, if you will. So I would look forward to that gaining that information so to help guide our path. All right, Council Member Fleming. Yes, thank you. What I'm hopeful for is that that through the Economic Development Subcommittee that we can continue to work on work plan that includes the values of the organization, which are financial sustainability, but also diversity, equity and inclusion. And in some ways, what we do along diversity, equity and inclusion will allow us to help keep our businesses open and also support our workers and into that and things like child care and project labor agreements, right? A first recall, I think can all be prioritized within that committee and not be a huge boondoggle for the whole Council to take up each one of these things. What I'm hoping for is that we can be more. Less reactive to business or labor concerns and more proactive through that committee and set an agenda that is supportive to both business and labor and not have it be one or the other. Because when our businesses do well and our labor community is doing well, everybody is doing well together. And one of my major goals is that to reduce the tension between these two groups. And I think that that has been largely accomplished as exemplified by the emergency paid sick leave that we recently took up and how labor and business both came together and said, you know, we found a good compromise. I think that those things could be extended to write a first recall to project labor agreements and to child care where the business community and the worker community have both expressed a strong desire to do that, that work together. So I'm in favor of all these initiatives and I don't think that we can be specifically surgical when there's so many things flying at us. I think what we need to do is be intentional and strategic because there's all the conditions of covid are constantly changing and are impossible to predict. I mean, where we are right now would have been difficult to see three months ago or six months ago. And so I think that we just need to activate that resource that we have and race has been tremendous in helping us to move through that. So for me, that's a really high priority and a plug around child care. My vision here is really simple and it's not specifically for children, parents or businesses. It's that it's this the second most powerful economic driver behind housing and that it's a heck of a lot faster to mobilize. And so to the degree that we can support it through planning and economic development and code changes and anything else as well as financial support when we can come across it or partnerships with other agencies public or private and leveraging our resources. I think that we stand to make Santa Rosa a place that's more economically viable for families to live here and therefore supporting our business community as well as our labor community and our growing families. And one of the things that motivates me and has me most passionate about this issue over anything else is that it is the opportunity for us to make Santa Rosa a more inclusive place to live. And it's an issue that touches everybody pretty much in one way or another. So I think that this to me our economic future is the number one thing that I'm looking at right now that and doing it in a way that's equitable and as well as that takes into account climate change. And so if we put all of these pieces together I think that we really come to a nexus here. And so one of the things that accounts member Fleming just touched on that resonates with me and Greg I think I was mentioning this to you when you and I did our interview is really empowering our subcommittees to be a little bit more nimble with what they're hearing. And so I guess this is a question for the city manager how can we have that conversation providing the overall priorities and goals with this broad category but then empowering say our economic development subcommittee to reach out, listen to workers, listen to businesses and then bring the individual ideas that they are suggesting or that they are interested in seeing and doing some of that work at the subcommittee level prior to coming to council. Is there a way for us to do that? Well, I think this is your direction is if that's where you want to go we would come back with a proposal to meet that goal. We're not, you know, it's impot. Again, are we talking about one subcommittee? Are we talking the volume of subcommittees? Is there specific subcommittees that you want to focus on? I think those would be the things that we would follow up if that's council's direction that that's the way you would like to go mayor or the council would like to go then we would come back with a work plan to address that. So it's sort of scope and scale as Greg referenced earlier. This is for you to tell us what you would like to do and us to come back with a proposed plan and as we go through the budget process with their further adjustments for us to do to try to meet that plan, we would be happy to do so. Right now, I think that's an open question. I don't, I can't answer it right now but we would try to address the desire through the process. Yeah, and I, my intention, my hope is to empower our subcommittees to help facilitate some of that. But I think I need to hear from you and others. Does that create additional work for staff or is it the same amount of work is just bringing something straight to the council? Anytime we do outreach and organization, we need to evaluate that against the work plan say this is how we would propose getting there. I don't have a specific answer. What I'd say is if that's the direction we'll work on a plan to achieve it, right? So that's where we're at. I don't want to get, if that's the way it would just be helpful to know in general what's being elevated, what's being deferred to that committee. You know, council member Fleming has specifically said to, and you're saying, have the committee work on it be more proactive. I would go back with staff at that point and say, so how do we turn that dynamic in a different direction and what resources? And it may require us to re-engineer some of the other things that we're working on. Right now, the challenge with this is, I would say in the pre-COVID environment, some of this was easier to manage. Some of it as every time we bring one of these committees into this very dynamic environment, it sets up a whole series of challenges in terms of how do we operate? How do we make sure those things are getting posted? How do we staff that? Where's the resource? We're working on some of that, but that's why I need to know the scope and scale. And then we'll come back with the answer. All right. And I'll let other council members weigh in on this as well. Greg, you're muted. You're on mute, Greg. There, yeah, sorry. And I might just add that it's kind of why we frame the issue because particularly for the economic development subcommittee and the climate change subcommittee, there was some pretty good council recognition that the committee has done a lot of leadership work on behalf of the council, but the challenge for staffs in many cities is always to make sure a strong committee doesn't supplant overall council direction and that those are always being brought into alignment. And that's where the work plan issue becomes important. And so what I'm hearing is economic recovery for businesses and workers. Two real messages from the council so far and then there's several who haven't spoken is one, let's hear from businesses and workers what it is they need as part of the COVID response piece of that. And maybe the committee deals with it initially in terms of their overall work plan management knowing that staff has finite capacity to do it all at once and that the COVID work may take precedence over a longer term economic development task force work based on the feedback from businesses and workers. That's kind of what I've heard so far. What Mr. Larson is saying is what I believe we have been doing and what I'm hopeful in this, what we can come out of this retreat is a more formalized direction from the council to continue doing that with the knowledge that we're not setting policies, we're prioritizing evaluating and open at all times to receive new assignments from the council in general and return them back to the general council for review and implementation. So, that's it. Mayor to the vice mayor or council member Alvarez for COVID? I agree with everything that's been stated thus far. I do believe that the inclusive invitation to our business as well as our labor force is actually absolutely imperative. Last night, we heard from Juanito seeking stability in regards to the worker recall and worker retention. I would like to see that these issues move forward. In regards to separating the issues, I do see the point in doing so. So hopefully we can remove, for example, the worker recall so that staff can focus on the longer range of issues such as the climate as well as the childcare and so many of the other issues. I do believe that when it comes to the homeless issues as well as many of the housing, those are all gonna be issues that hopefully will be addressing as well as the services equity, specifically Rosalind. But I do believe that separating the issues allows us to focus on them individually. But I hope that we do not lose focus on the other issues as well. But definitely the worker retention so that our labor force understand that we are looking at post COVID. I believe that I would like to look at the right to retention. I think that that is very important that is COVID directed. And also not sure if it's here and I know the mayor had mentioned it, but PLAs, just the mentorship opportunities that we have working with the unions, getting our youth and other people involved in local employment, and also just keeping our residents employed and at a fair wage so that they can continue to live locally, I think is very important. It's something that it seems like the council has been driving towards with the minimum wage. So I just like to keep pushing that forward. And I believe we've heard from everybody who's now with us mayor. And so far I heard all thumbs up for the homeless services and improved work with the county clearly being top tier that the council fully supports where staff's going on that, that the economic recovery work, including a right to work or right to rehire and other COVID response be delegated to the committee upon hearing from businesses and workers what they'd like covered. PLA, I've only heard a couple of council members mentioned and just as I continue to watch the clock, I might want to suggest that for vaccine distribution assistance and advocacy, when we held our interviews, I'll be blunt, that process seemed chaotic and it seems that vaccine distribution is normalizing nationally and in California and the Bay Area. So I wasn't sure if that remained as high of a priority for council in terms of what the city's role was in that. But it seems as progress is being made at other levels of government, that one might drop to the bottom of the list for city responsibility. I was going to say that it's definitely something that I would still want to look at, but it seems as though the county is taking control of that and based on a meeting that we had last week, I believe it was mayor, Hopkins notified us that the state was going to be coming in and taking control of a lot of that process also. So. And I think, I think if I can jump in, I think that for me, it doesn't necessarily need to be our priority, but I want to leave the window open in the event that there are resources that come down for us to be able to do so. There's a lot of talk with the new Biden administration of direct partnerships with cities to create mass vaccination sites or to help marshal additional resources. And so there could end up being a role for the city to play that's a little bit bigger than it is currently. And I don't want us, I don't want us to end up having to scramble and overwork and overstress staff to be able to meet those mandates or to miss out on an opportunity to help. So I think that was part of why I wanted some of this on here as well. And really fast, Greg, I just want to jump back because one of the things that I was hoping for with this conversation was a very definitive, very resounding response. Yes, everybody gave thumbs up to the improved relationship with the county, but specifically the conversation around pursuing a joint civic center or some form of move in that direction that the council member Sawyer has joined me on. Mr. City Manager, can you talk a little bit about some of the direction that we're looking for here as well? So I'm not sure. I think this was COVID response and I think we're starting to drift out of the COVID response bucket. So I think there will be a place for that conversation, but this is COVID response. Okay, yeah, I do want to have the broader conversation as well and I hope we'll get some strong direction from council at that point. Two items from now under economic resiliency. Right, thank you. Sure. So maybe I might summarize what I'm hearing as some consensus is kind of the biggest bucket is to improve the relationship with the county and to structure the vaccine and homeless services discussions through that conduit of the work that the manager's already outlined. In second, in terms of economic recovery for businesses and workers to have the committee kind of own that in consultation with the business and worker communities to set priorities within staff capacity. And it sounds like starting with the right to rehire as an initial discussion focus there. That's what I'm hearing as consensus for this bucket. Is she a thumbs up from most council members? Okay, good, great. So quick process check. We're going to promote Jason now because he's going to be the staff liaison for climate change. Okay. And just as a quick process check, that's what we're going to be doing eight more times. This morning and tomorrow is hearing what the council told me in the interviews and then getting some council feedback and trying to identify a direction to your staff what to put into the work plan and how to approach it. And in this next case, Jason or the manager will always jump in if they feel there's information missing from the council's discussion or additional clarification of the council direction is needed to wrap up that item. So for the next slide, moving to climate change. Sorry for the size of the type but there was a lot on this list. Hopefully you can see it. I have taken the liberty of where the council raised interview items that were higher level and more broad and I saw work plan items that really nestled underneath those higher objectives. I've structured it that way. So the bold is primarily from the interviews while the italics flush right underneath it were the work plan items that I saw linked to the broader goal that the council had mentioned. So clearly as council member plumbing mentioned this was up one of the places where several council members said, no, the climate action subcommittees providing good leadership and seems to be balancing the workload and capacities of staff to drive issues ahead that following that approach, the next tier was to set the goal to really on what's the long term vision here of reducing the carbon footprint by 2030 and adopting the climate action plan update. It's part of the general plan update process and to really look for what are the most tangible actions to achieve that longer term goal. A newer issue that's come up from several council members was to expand the focus to include issues of equity for people of color as well in the climate change discourse to not have that be left out of the discussion. And then as your staff outlined the solid waste system improvements and changes that are being mandated by staff as a former solid waste manager. I think it's integrally linked to climate change action. Others think of climate change action more vehicle miles and energy related. I think it's all linked and that's the appropriate place in your work plan to be reflected. Then you have the municipal fleet, discussion items, street lights and then the Rosalind Creek Community Park Master Plan and Seqwa certification was also listed under this work plan and what was submitted to you in January. So that's what has come forward and given for both economic resiliency and climate action, I might ask my colleague Sam to just put on the bike rack to work with staff on what is the process for committees to drive work ahead, provide the leadership that's been so successful and to have the touchstones with council to make sure it's a council wide priority and that staff time is being reflected in there. And that's not under any one of these that's a more of a overarching process question. But let's focus on climate change. Is this a fair reflection of the work you want done over the next six months and then over the next year and a half? And Greg, I think I'll jump in again like I did on the last site and what I additionally have heard from the public both in our listening session last night but also we have recently done a listening session at the Climate Action Subcommittee to hear from folks what they'd like us to focus on is I did hear sustainability director and implementation team as a possible priority. We also have heard repeatedly for an ordinance regulating new gas stations throughout Santa Rosa and also the need for a discussion on a comprehensive carbon sequestration program. So I don't know if that's reflected in some of those elements, particularly I think the first one about following the lead of the committee staff. I think that it definitely falls into that category but I did want to make sure that the public comments were reflected here as well and for people to see where it fits in. Maybe after we hear from other council members I'll ask Jason to offer in what's kind of new and programmed work, new work versus programmed work. Other council member comment on priorities and direction for staff the next six months versus the next 18 months in the climate change realm. Looks like Jack has his hand up. Thanks, Chris. I absolutely support the climate change goals and I do believe those have to be a tier one that run tandem with a lot of the other things that we do. One thing that I saw or I did not see on that list that I strongly believe needs to be on that list and could be some of the easiest low hanging fruit in terms of cost to the city and GHG reductions and quality of life is something I brought up a few months ago now and I was told it would be referred to the climate subcommittee and that is the concept of continuing our employees, our 1600 employees or however many of them would be eligible to be able to continue to work remotely for X number of days a week. If we can get those cars off the road one, two days a week for each employee. I mean, talk about reducing our CO2 tonnage. So I hope that can be on there too. We just for clarification, we are looking at some of that. There are very different requirements throughout the organization and there are some sacrifices that we would be made in terms of teamwork work. So while we are looking at it, we can't commit at this time to understand exactly what the fallout is and it affects each agency differently. It just, for field work, it's just not possible but that is part of the continuing reopening conversation. So we are absolutely looking at that council member. That's fine, Sean. I'd just love to see it next year and I understand that public works can't go out and do it. The police can't work remote and fire, but the innumerable admin positions we have certainly could a day or two a week. Well, and that's what we're looking at. We're looking at flexible schedules that still meet team oriented goals because we're working as a team and sometimes this environment does not lend itself to some of the creativity and invigoration that come from face to face work, but we are looking specifically about flexibility and work schedules. Well, to counter that, maybe we'll get some bean bags for the city manager's office. Happy to do so. Other council comment on the climate change goal, additions, items you'd like to see earlier. Relativa prioridad entre los... Councilor Alvarez. En regards to the Rosalind Creek, which you just mentioned, Greg, I would like to know if the county is providing any additional assistance with their commitment with the pre-adiccion agreement that we had. It's more of a question, I'm sorry. Councilmember Jason, can you give me more, Fritz, when you say county and their pre-adiccion commitment, could you explain what your thoughts are there? You're muted, councilmember. I got a little excited there. In regards to the open space and preservation of the areas that we have in Rosalind, and I was thinking about the commitment that the county made to the city of Santa Rosa in regards to the shared expense as well as the expansion of preserving these open areas. Y, en cuanto a la parte carbónica de las familias que tienen que viajar en nuestro área, en cuanto a estar dentro de la misión, o la sesión de gas. Me aprecia esa pregunta. Puedemos hablar en más detalle en línea, específicamente sobre esto, pero hemos trabajado con la districta de la open space en un esfuerzo para adquirir las propiedades, y eso es el nivel predominante de su comitment. En cuanto a la conservación que la propiedad está relacionada con la perpetuidad para las usaciones recreativas y pacientes, y eso es el trabajo que estamos haciendo directamente con ellos, y se refiere a la acción climática cuando veamos a desarrollar ese parque en su futuro estandido y función. Gracias, señor. La segunda parte sería la acción, la acción, el fóclico. Y uno de los ejámenes que me gusta usar es que los capos organicos son geniales, pero el problema es que muchas personas no pueden afortunar. Y, por supuesto, esto relaciona con el aspecto económico de la acción climática y el fóclico que realmente tenemos que hacer en la districta, específicamente, en order a llevar la comunidad a un nivel financiero que pueden afortunar ese capo organico. Así que creo que un montón de esto está sucediendo en el nivel regional, y es nuestro esfuerzo en colaborar con el RCPA y el MTC en cómo podemos asegurar la distribución de equilibria de, por ejemplo, la infraestructura de agresión, y luego trabajar con la industria para aumentar y aumentar el número de vehículos disponibles. Creo que, como un ejemplo de donde podemos ser, un poco, un adecuador para intentar asegurar que estamos incorporando estas en las áreas que pueden ser deficientes, y eso es lo que creo que podemos jugar a la escala regional para intentar ser adecuados a través de nuestra ciudad. Gracias, señor. Y, Jason, estoy contento de que te lo traes, porque, a mí, esto es uno de esos topics que realmente nos mete la visión de misión y valores para nuestra comunidad. Y cuando damos que estamos llevando a El Norte Bay, esto es uno que específicamente pongo algunos de los trabajos que hemos hecho en el clima donde sabemos, particularmente, algunos de nuestros pequeños ciudadanos que estamos trabajando con, no tienen el tiempo de staff o las recursos para realmente obtener un montón de estos programas de la tierra, hasta que se vean cómo trabajan, y Santa Rosa, siendo capaz de caminar a ese espacio y crear las ordenaciones modelas que otras personas pueden adoptar o ver el data para proveer los conceptos que otros están buscando. Creo que, a mí, es también extremadamente importante como objetivo para la ciudad. Y, señor, creo que, como continuamos de trabajar por algunos de estos iniciativos, verás que el staff es realmente tomando en cuenta la naturaleza agresiva que el consejo nos está pidiendo para ponerlo en el clima. Y, si es nuestro interés en intentando agarrar la acción climática y ser los primeros para llegar más cerca para acceder a nuestros goles, o si estamos enfocando en y llevando la manera de consolidar las recursos de transporte y rendirse la mayor batería electrónica operadora en El Norte Bay, o si estamos los que van lo que posiblemente podemos con nuestras ordenaciones compostas y ordenaciones recicladas. Creo que verás como progresamos por muchos de estos métodos de trabajo que el staff está tomando en cuenta el interés de los goles y estarán presentando con el más agresivo de la acción, creemos que se acercan dentro del interés de las ciudades. ¡Gracias! ¿Mamá vice-mayor? Bueno, también quiero apreciar el tema de la acción para las personas de color. No era hasta que fui a la ciudad de la acción que me llevaron a hablar y usé la termina lenta porque no era todo el tiempo, pero las cosas que están pasando dentro de nuestra comunidad en el cambio climático. Para mí, es muy importante que nos educamos a nuestra comunidad y a las personas de color dentro de nuestra comunidad porque no ha sido algo que realmente estamos involucrados porque estamos involucrados con otras cosas como la justicia social. Así que tengo que decir que la gente de color se recicla, pero de mi experiencia no reciclamos porque del ambiente, reciclamos para dar el 5 centímetro que estamos en charge cuando pertenemos a algo. Así que para educar y ponerlo ahí, creo que el más de la vía que tenemos dentro de las personas dentro de nuestra comunidad que podemos llevar mucho más. Me aprecio, señor vicepresidente, y creo que, ya que llegamos más y más a nuestras conversaciones de D.E.I. con la colaboración de la acción, se va a integrarse a todas las iniciativas que los staff de la ciudad están trabajando, incluyendo el cambio climático. Miro, no creo que hemos escuchado de los miembros de la acción o de la acción en este tema. Sí. Se ve John adelante para que pueda ir primero. Gracias, señor. Bueno, la una cosa que estoy pensando en mi cabeza que me da un poco de preocupación que salió la noche anterior, que realmente sería maravilloso si pudiéramos tener un director de sustentabilidad, pero estoy muy cognizante de nuestra condición financiera. Así que creo que, realmente, tener un director de sustentabilidad podría generar muchos de estos problemas juntos y encontrar ways que pueden ayudar a la ciudad a seguir adelante en algunas de estas iniciativas. Pero estoy preocupado por los costos involucrados y estamos en un frío de precios ahora mismo. Y así, ninguna discusión sobre adquirir a alguien para extender o para intentar unir estos problemas juntos sería aunque alguien considera una necesidad. Ahora, me feo que sería una luxuría que no podemos afortunar. Bueno, para dar tu mente a la acción, de nuevo, esto es un asesino para nosotros para volver. Así que, si eso es algo que el consejo nos quiera explorar, nos explorarán. Hay mayores formas de financiar esa posición o elevar o crear una posición con la organización. Así que estamos buscando el consejo para dirección. Así que, si eso es lo que queremos explorar, no hay harmas en explorar en especial durante el proceso de subvención. Puede ser algunos traídos, pero podríamos educar por ahí. Así que, si eso es un deseo, podemos explorar eso. Bueno, para mí, me preguntaría si, si o no, tenemos la capacidad dentro de nuestro propio staff para tomar un cierto número de trabajo en el subcommittee sobre la acción climática o sobre todos esos issues de la situación han sido bastante afectivas. Así que, no estoy seguro de que necesariamente quiera dictar o sugerir que necesitamos un director en ese área. Habría de saber primero cuáles gafas un director puede sentir que no estamos currently cumpliendo, pero no es algo que me aprecia. Tengo que convencer que es una necesidad. Bueno, de nuevo, quiero asegurar que entiendes que estamos abiertos para que la mayoría de los consejos quiera explorar esa posibilidad. Podemos explorar esa posibilidad y llevarla de vuelta a lo que puede parecer. Así que, yo diría que es donde tienes la oportunidad de proporcionar ese impacto. Si el consejo quiera verlo, podríamos absolutamente verlo. Bien, gracias. Así que, claramente, a mi mente, el clima es lo más presionante junto con el desarrollo económico y la inequidad. Y las tres de estas cosas están allotadas juntos en una forma inextricable. Y lo que vemos es que algunos de los más grandes retrasos en nuestro fundo general tienen que hacer con wildfires y wildfires tendrán que hacer con el clima. Y así, y así y así. Así que, creo que tenemos que explorar la idea de tener un director de sustentabilidad. Y tenemos que embriar estas ideas como ser integrado a nuestra seguridad pública y nuestra welfare económica y también tener un futuro viable. Ahora, si no podemos afortunar o si no podemos figurear lo necesario para eso, esos son diferentes conversaciones. Pero creo que serán remis para no mirar la naturaleza de los tres cosas que están allotando y cómo importante son para el futuro de nuestra ciudad. Eso es lo que tengo que decir sobre eso. Jack. Gracias, Chris. Me gustaría reenforzar mi apoyo para lo que John ha dicho. No estoy dispuesto a tener un director de sustentabilidad y creo que podríamos encontrar que puede ser muy bien una posición necesaria si no estamos encontrando nuestros goles GHG. Y eso es donde voy a extender el cabillote. Creo que lo que me gustaría ver para este año es que nosotros obtenemos los goles de reducción de gas de greenhouse por nuestro plan de acción clima con el staff de greenhouse que tenemos por hacer una prioridad de acción antes de salir y descubrir una posición pensión que va a ser difícil de conseguir. Una vez que tenemos que, incluso si realmente completamos nuestros goles, así que me propongo extenderlo. Y lo voy a extender a los adecuados que están muy adecuados para la posición de directa de sustentabilidad es quizá un potencial compromiso durante este tiempo de austeridad. Y eso es, ¿puedemos ver al final de este año? ¿Puedemos dar un objetivo de reducción de GHG en términos de los outputos de la policía? Y si no conocimos, vamos a ir a comprarlo. Pero me gustaría trabajar con los goles primero y los gente que tenemos. Eddie. Y para que te diga un comentario que el consejo y el tibet se ha hecho, también me gustaría ver en cualquier exploración de un director publico colaborando con CEDE que no va a estar en la mesa. Es un buen punto, Eddie. Y también voy a explicar que hay esa acción regional que está sucediendo con la CEDE que tiene asistencia a los colegios que tal vez el modelo es mejor integración con nuestros colegios existentes con ese coordinador de sustentabilidad que tienen. Me gustaría explorar qué es el mejor modelo para Santa Rosa. Y eso puede acabar siendo nuestro propio coordinador de sustentabilidad. No lo puedo, no lo estoy seguro. Pero al consejo y el tibet y el tibet de soya, la prueba es en el pude y en las reducciones de nuestros GHGs. Y así, ¿cuál es lo mejor que llegamos ahí? Y, de nuevo, ¿cómo cogemos algunas de estas conversaciones regionales es donde mi interés está? Y si puedo contestar, señor, diré que tenemos similares conversaciones con Zero Waste Sonoma relacionadas con muchas de las iniciativas. ¿Qué ropa pueden llevar para que el apoyo de la ciudad pase? Y así, creo que el engañamiento de la CEDE en esa conversación sería una buena. Mayor, tal vez voy a entrar, estoy escuchando un poco de la dirección posible de la CEDE aquí. Primero, estoy intentando lo que sus staff compartieron con usted antes, que el trabajo solidario ha de empezar este año, así que me pido ese cajón de trabajo en el 1º 6-month column porque estás bajo una clara de estados ahí para tener ese trabajo lanzado. Y tu plan de acción clima es con el plan general y eso va a ser un proceso multi-year, así que, mientras puede ser un método incremento, y creo que he escuchado el cajón decir que están confundidos en el comité, dirigiendo eso adelante, la opción final de la plan de acción clima está probablemente en ese segundo cajón. Entonces, veo un poco de trabajo que ha salido de un número de miembros de la CEDE sobre la ciudad cuidando su propia emisión. Y es la botha de la acción que está reflejada en el plan de trabajo. Es el issue de trabajo remoto que el círculo de la CEDE y el manager de la ciudad han hablado de eso. Creo que también es el trabajo de las luces de la ciudad. Es como cómo la ciudad no solo adopte políticas y programas para la comunidad, pero sus propias operaciones. Veo que eso es un 3º método de trabajo que probablemente se cruza en las dos líneas. Y luego el 4º método es el issue de la acción clima que he escuchado que se ha hablado en un par de formas. Uno, como parte de la colaboración de la CEDE y el trabajo que está haciendo la ciudad en la ciudad, como posiblemente linked al trabajo de las líneas de la ciudad. Jason, ¿puedes tener otros comentarios sobre cómo capturar esto en términos de prioritización y tus recomendaciones para el council? No, Greg. Creo que lo capturé muy bien y me pido todo en unos buques ricos. No he escuchado any follow-up on the gas station and the carbon sequestration program. ¿Están esos problemas already in a staff work plan or further down the line as the climate action plan is developed? Yo diré que a este momento no están en la lista de prioridad. No significa que no pueden ser, pero estoy interesado en escuchar si el council no se siente. Es una prioridad sobre algunos de estos otros que están en la lista, como la VMT y la reunión con nuestro GHG emisión. ¿John? Gracias, señor. Solo quiero mencionar lo que usted dijo, Chris, y eso tenía que hacer con la acción regional. La ACPA es probablemente un gran lugar para empezar y tener una conversación sobre dónde los esfuerzos regionales están saliendo y dónde están sucediendo y intentar mencionar eso porque Santa Rosa es un país dentro de la ciudad. Y si podemos hacer todo el trabajo que queremos en el cambio climático, pero si no estamos actuando regionalmente, nuestro trabajo será dominado a un nivel muy alto. Así que, realmente quiero enforcear la importancia y concluir con usted en la importancia de una acción regional a toda nuestra misión en la reducción de gases. Y cada otro, cada otro aspecto ambiental que viene, realmente requiere ese regional. Y yo puedo decir nacional y nacional, yo sé que los Estados Unidos pueden ser un lugar hermoso, o muchos planes están en lugar para ayudar al planeta y a todos los demás que están escruyendo y no lo hace mucho mejor si no estamos alli trabajando juntos. Así que, el más que podemos hacer eso, el más suficientemente vamos a ser. Y Greg, mi respuesta a tus preguntas es que, sí, esos son importantes, principalmente porque eso es lo que hicimos una sesión de escuchar en la subcomité de acción climática para escuchar a los públicos donde estaban interesados en ese comité, y esos son las dos cosas que definitivamente hemos escuchado. Así que, quiero asegurar que ellos estén en la lista para que el público comprenda que, sí, estamos haciendo estas cosas grandes, también, pero eso no significa que no vamos a perder el sitio de algunos de sus intereses en esta conversación. Jason, creo que tenemos suficiente aquí para empezar creciendo el plan de trabajo con esta dirección de la Comunidad. He informado antes, he escuchado un poco de nuances de hacer que las estaciones y la sequestración de carbón están colocadas en los proyectos de trabajo, pero el mandatario de la orden será basado en la recomendación de la capacidad. También he negado a mencionar que el tema de la acción actualmente viene en tres formas para la ciudad sobre el cambio climático. Uno es la discusión regional, segundo es la discusión de su propia discusión, y tercero es el mandatario que su plan general necesita especialmente adrecer problemas de equidad y, desde que estás conectando a la acción climática, creo que tienes tres formas de directamente asegurar que eso está cubierto como la Comunidad, escuchando a sus colegas de la Comunidad que eso es un issue de importe. Y luego, en el tema de la acción climática, creo que el staff ha tenido un feedback general de asegurar que podamos continuar el cambio climático y la recomendación del staff que el staff necesita revisar qué es el mejor way de lograr eso. ¿Es que, por un cuerpo de consultor regional o qué? Y tu staff tendrá recomendación de cómo mejor lograr eso. Creo que podemos mover a la mayor si se ve general en esa suma de la dirección. OK. Good. Next is Economic Resiliencia. This is the other long list. Yes, manager. And we're going to promote Clare Hartman to lead this discussion with this council. And while we're promoting Clare as I looked at the work plan of your city on the existing priorities, the portfolio that Clare is overseeing is directly involved in at least four of the council's priorities. And you may recall that when she presented her portfolio's work plan she had one whole slide that was simply the work of the portfolio related to council priorities. So I think as former city manager managing the workload of this portfolio is going to be one of the more challenging issues because the council has a lot of priorities that affect this portfolio and clearly the staff is embracing the work as well from what was shared earlier. So moving on to Economic Resiliencia, it's another long list. It is another one like climate change where there were a number of council members who said, you know, we're making progress here, continue the work with the committee focus as we saw under COVID response a real desire to provide small business support particularly as we transition beyond COVID to make sure there's that focus on small businesses. And the next tier was recognizing some linkage between the economic and the housing issues while they're set, kept as separate goals now. I think the general plan process will inevitably blend those together, but there may be more immediate work the council is looking at maximizing federal funding for Santa Rosa with the new pandemic bill plus what else comes forward and a couple council members did raise the issue of starting to look at the next level of childcare services and funding beyond leadership actions you took this past year which, you know, clearly was leading the north bank to borrow from your vision. And then you have all the other work that was in the work plan that was raised previously. I'd like to maybe as we focus the discussion first if it's timely, Mr. Manager, I don't see councilmen trying to hold them back yet so maybe we hold off dealing with the city, county, civic center till he returns and we just go mayor to general comments here first and then we'll come back to that issue later in this. I don't know, Mr. Mayor Rogers if you want to do that. I mean it's you and councilmember Sawyer who were part of that conversation. So we can go ahead on that topic if you'd like. Let's go ahead and do general comments on this slide first. I know councilmember Schblatthelm is due back right around noon which is only a couple of minutes away. So let's see if he gets back in time for the discussion around the civic center. I'm looking for hands from councilmembers on where they want to start. And for this long list it might be easiest to think things that we don't want to focus on in the next six months which is kind of still in the pandemic realm versus items for the next 18 months. Vice mayor. I would say things to continue to focus on is definitely childcare with the pandemic we were able to see that the brunt of childcare and needing to take off work and not being able to go to work with women. And so just to assist with that I think that that is definitely appropriate to help to get our women back in the workforce. And that's it for right now. Okay councilmember Alvarez. Yes thank you mayor. In regards to the economic resiliency including the childcare one of the things that I really would hope that we look at contracts for our businesses primarily for Rosalind where a lot of the merchants do not have contracts nor is there any recourse for them to demand a contract from the landlord. I believe this might be a legal issue that goes way beyond my ability process but nonetheless I've seen the exploitation of fellow merchants because of again the lack of contract. This might also be a great place for a conversation of appealing where we can assure that our labor force is a local one. Again these are simply my ideas I don't know the legalities of them but I do want to think that economic development such as Raissa Rivera and the other individuals who have been instrumental into bringing up Rosalind's economic district I definitely again would like to see what expenditures the county have yet to contribute to district one with the annexation understanding that we had a couple years ago and I think that will be all for now. Alright Council Member Sawyer Thank you Mayor. Great could you or Stephanie or whomever is in charge of the slides put the slide back up again so that I can take a look at it's more important than my personal opinion I really continuing our efforts I think speaks to the success of the economic recovery subcommittee or task force at the time and now the economic development subcommittee I'm still needing other than with the childcare services which I think I learned a great deal about how important it is to have childcare on a number of levels it's almost I think to many the community it's a bit of a mystery is what is the link why is this so linked to our economic recovery and economic success in our city and so I think we have some education work to do and outreach but I think that I would need that outreach from the business community again to find out what we really need to be focusing on I mean we can pick from these we've got a long list here the long list is because there are so many issues that we have to deal with I think that ascertaining the short term and perhaps more long term needs of the business community through some I don't even know how we would do it that in itself would be probably an expensive task but I think an important one to understand what their needs are there are well we do have a retailer again and that's great they used to have everyone on the council in the old days used to be have some tie to business and that is not the case any longer and I think that we don't necessarily have a direct tie in to the business community sitting at the dais if you will so having being able to do the outreach to the business community and find out what is important to them as opposed to trying to guess at it and I think we have a pretty good idea but before I were to devote a council time to one particular issue I would need to hear from the business community both in Roseland and other areas railroads square and the downtown because they may or may not overlap but I would really feel more comfortable making a decision on that after hearing from them so I would say outreach to the business community to ascertain those what they feel are the most important areas that need to be need to be addressed in the short and long term would be very helpful to me I would be have a hard time prioritizing this without that input thank you council member and I will put on your reading list I'm about halfway through CalChamber put out an agenda for California recovery that walks through a lot of those things that you're asking about that I think is really instructive for us as well council member Tibbets exactly what John said I like a lot of the things that I'm seeing on here I really do deferrals of fees for suspension water shutoffs during COVID update of water demand fee schedule for high rise development we love the resilient city but I think until you really sit down with our local chamber and also talk with as you pointed out Chris read what CalChamber is recommending and including our labor workforce whether it's labor unions or other associations I think it's hard for us to get ahead of what the community needs I'm thinking back to there's kind of a white paper on the metro chamber provided to us right when COVID-19 was breaking out childcare was one of the things on that list there was a lot of things on this list that the city not only didn't do but kind of avoided and I think we need to probably go back to that list and go back to Peter and others like him and say hey look what do you see as being the most critically needed programs as we emerge from COVID-19 gathering that input as our number one policy goal for the moment councilmember Fleming just for sort of the edification of folks what we did do was we took the list that came from the chamber and we went down and we ticked off all the things that were state or federal things that were beyond our scope and while it's true we were not able to get to everything that was requested we did end up a bit of what was within our scope and what was requested and I think that to those points what we ought to do is we ought to have a mini goal setting within the economic development subcommittee and present our findings you know as an ongoing practice to the general council to keep council members in loop and also your suggestions I think that we ought to continue to look at because when I look at this list it is a little bit like picking children there's really nothing on this list that I don't think is really really important and you know I wish we had the bandwidth to do it all so the one thing that I would caution us about doing is remembering that when we do have these if we were to do a mini goal setting within the subcommittee we'd be really careful to keep in mind who's too busy working running their small business out of their home and homeschooling their children and you know all these different types of things to be able to reach us and make a really concerted effort to try to get those voices to the table so that we're not just responding to labor or the business community without recognizing that not everybody has the ability to get access to the tools of community organizing and so that would be my thought and then the other thing is how can we leverage our efforts so if we do something like childcare if we do something like any sort of land use thing how can we get other jurisdictions to do it so that we're not repeating but we're collaborating and amplifying our efforts in a way that makes the region more prosperous and fair for all workers and businesses. Councilmember Alvarez Mayor, I did speak but since you called me on again I did want to mention that I am assisting Rosalind in creating a business organization the name of it will be ours to really as Councilmember Fleming stated those that might not have access to have their voices heard hopefully through organization we can actually produce a unified voice with the concerns of the community thank you I see that Councilmember Schwedhelm has rejoined us here Councilmember do you have any thoughts on this slide as well sorry for missing the beginning of the discussion but the first continuing our efforts in what I heard both Councilmember Sawyer and Fleming say about the economic development subcommittee it's real important for me to have a process to actually prioritize those whether it be from the business community or any other stakeholder so just continuing in that process and I think it's great to start with this subcommittee and then if there are a list of prioritized items you know some of these that are here because again I don't disagree with any of these policy goals but where do we start our efforts as a result of the discussion from that subcommittee come to the entire council thank you thanks Councilmember and I largely agree with the comments that have been made I do specifically want to call out as I know councilmember Tibbet touched on the deferral of fees and suspension of water shutoffs due to COVID I understand that there's a priority that will come out based on our discussions as a councilmember we have to keep people safe during COVID we cannot shut off people's water so I do want to elevate that one a little bit within the ranking system and then now that we have all seven councilmembers I do want to touch on the conversation around a civic center some form of joint partnership with the county and just making sure that we elevate and provide the space needed for staff to be able to do that and I wanted to start by just calling on councilmember Sawyer who was a part of this first meeting that we had last week to see his thoughts and then look for general direction from the council thank you mayor we are really at a crossroads with the county in this conversation and we have a unique opportunity to have a conversation not only a conversation but actually have intentional work done to in the direction of bringing other than the jail and the courthouse and the sheriff's department to bring the county campus to the downtown potential it is not it's not all positive there are definitely challenges that we need to identify and how that would happen is already doing some of that work and we need to do some of that work as well and how it would actually benefit the downtown and where the challenges would be to the downtown and bringing such a large campus to our to the core of our city to the center of our city but I think we need to give it our best shot this opportunity will only happen once and it's been a long time coming and from the meeting that we had the other day we're seeing a lot of interest of caution cautioned interest and I think it's probably a a smart way to approach it both from their side and from ours as well but this is the closest and people have been talking about this as a possibility it would be a game changer for many of our businesses downtown for the downtown if done right no we have to do it right but when done right this could totally turn around the future of our downtown and change the landscape of the economic success of the downtown forever possibly so I think it's really really important that we give the staff whatever they need to do the work necessary to identify the challenges and the potential success and the positive nature of bringing the county campus to the downtown I really I support it wholeheartedly in concept but there are a lot of issues that would have to be resolved and considered so I would like to be able however possible to give the staff all the tools that they need to do that kind of exploration and I'm going to let the city manager weigh in here for a second as well just to make sure that he's getting giving us clear direction on what he needs to hear from council in terms of authority and to make that space well while I think councilmember Sawyer is correct that it is to evaluate downtown it is also to evaluate their current site and we need to keep that in mind that this is a process that they've asked to join in and potentially bring partners to that would evaluate in its totality both locations and lay out the pluses and minuses I want to make sure council understands that because it's not this is there they're trying to decide between two locations there's value needs to be a partnership and a legitimate evaluation envisioning process about both locations I don't want council to be surprised that we're looking at both locations that's the request and that would be the time commitment from staff I want to make that clear that this is not we have to commit to go in with open an openness to this conversation that was the request that was generated from the county is to help them look at both sites evaluate both sites in their totality and engage in envisioning so I just want to make sure that that is that was the request that I heard from the county contingent which included two supervisors council member Fleming I have a clarifying question for the city manager about that is the request for us to evaluate both sites for a co-location that could be part it was to look at everything and look at partnerships in the community and legitimately engage in that dialogue okay so what I'm trying to ask changes are we helping them to evaluate their current site for them only or are we looking at their current site for a potential co-location it would be it would be both and all staff would spend time looking at the value of maybe if we relocated is there additional housing development that could be stimulated downtown could we achieve our goals I'm not saying what the answer is but the request was to look at all options and that we would legitimately engage in that conversation you mentioned supervisors I'm assuming correct who are our council and staff that is Mayor Rogers and councilmember Sawyer where the representatives from the city okay and who's joining them from our staff and it's going to be a full but this is the issue it starts it started out with assistant city manager not insistent interim assistant city manager Hartman it's going to require staff from public works potentially there was discussions of a shredding and visioning process to surround this so it that and we have a July due date to look at this opportunity okay well the the only thing that I would add to that that I love about our staff is that we're really going to get into yes especially when it comes to development and you know economic prospects for our city so I'm sure we're in good hands with the mayor and Mr. Sawyer as well as the rest of the team and I'm very excited for what could come forward councilmember Schwedhelm you have a specific question other than I'm very supportive of this conversation yep I'm just going around the table to make sure that council is supportive of us going this direction with the priority here for staff time for me the unknown is that we're not completely we being the city center rows and not completely in control of this y I would just you know and maybe you and councilmember Sawyer can be the judges of this that if the county is truly looking at this as an opportunity to collaborate in the true sense of the word collaborate because if this is just an exercise to check the box that we evaluate we're going in a different direction there's other things that staff could and should be doing and again some of that I'm basing it on my experience with the annexation of Roseland both as a staff member and you know I thought mayor Sawyer at the time did excellent job negotiating and getting through that saying we're getting to yes this is going to happen and that's the whole thing that I think staff from both entities need direction our goal is this one or the other not just an exercise in having this discussion. Councilmember Alvarez. Although a bit premature I have to say that I love the idea of the county and the city sharing the space and I say that from the business of men perspective to be able to take a document and go down maybe a couple flights of stairs or down the hallway and get another signature for the collaboration is actually absolutely a dream come true so those are my two cents. Alright councilmember Tibbets. I support moving forward and vice mayor. I support moving forward I do have concern about everything that we already have in the works in our staff capability or not capability I know they're capable but the capacity that they have to do all this in the time frame that was that was set forth so that would be my only concern but I guess Sean will deal with that part. Well you have two representatives the mayor and councilmember Sawyer in that conversation but I do think it could be a fairly big lift and I want to make sure that the council understands that they have a July deadline to at least have an initial conversation we still don't know where the conversation is going there's going to be need to have additional definition meetings there's partnership meetings others have reached out to us on the state side potentially on the school district side and some of it directly responding to councilmember Alvarez's question I believe that was the statement that some of our school district representatives said it would be great to be co located so we could encourage or maybe that was the mayor who said that it encourages dialogue between these entities instead of silos and so I would say I don't have a clear answer yet on work commitment but if this is a priority there are some times where other things may be delayed to meet this July timetable but you do have two representatives sitting in that conversation who can report back to you about the progress that we're making yeah it's not I mean I don't have to repeat all the work that we have set before us that we need to start working on the things like I mean we also have a lot we already have seed collaborative on board coming in doing I mean a lot of community engagement we have a lot going on not to mention our water rates are going up we need to get that communication out to the community I mean there's just so much that we have going on right now I'm just afraid that if we take on more and not have the time frame to complete it thoroughly in the city way which is thorough complete and to get it done right and we stretch our staff to thin that that could pose a problem and it's something we'll keep a very discreet eye on and as I said I'll be relying on the communication from the mayor and the council member to keep you in the body informed of progress on this front yeah and I'm a resounding and I appreciate the city manager touching on that that council is not just prioritizing staff time on this one but also giving direction to me and council member Sawyer to also make it a priority in our own schedules in our own work as well working with council members and I'm very happy to do that I think to John's point this is the kind of thing that you only get one bite at the apple and once the decision is made it's a decision that's made for 50 years and so I'm very supportive of us not missing a window now that one has presented itself to us so I heard seven yes's for us to prioritize that in our plan Greg yep and I think we can jump to kind of the summary of what I've heard and maybe the manager or Claire will want to respond to make sure it's clear enough direction clearly number one given the short time frame and the one time consideration is the co-location opportunity with the county second issue I heard mentioned most frequently was business outreach to both Roseland and the other business centers downtown to help inform the subcommittee or the task force to come up with the prioritization of a long list of ideas to then come back to council in with a recommendation on what moves forward first the one standalone issue that I heard one council member I believe it was the mayor possibly was the fees issue and the utility that I think may have been more of a COVID related issue that how do we manage that through COVID so that might be a standalone so county issue COVID related small business support then business outreach to prioritize these issues for the long term work plan of the committee council and staff that's what I hear is the direction Sean or Claire is that sufficient clarity for you to start trying to piece it together thank you I do have clarifying question about the process for prioritization of the items this is a very nimble and efficient subcommittee so they have been able to act quickly on items which I know has been part of the success of that subcommittee and so I wanted to clarify because you had summarized that they would prioritize this long list of items and then bring it back to the council and I'm wondering if that was really the intent of that direction or rather that the subcommittee in concert with the business community have the role of prioritizing especially the short term assignments thank you for that question what I heard the council talking about most was getting input and I heard less clarity from council on whether it was the committee I heard the committee to do a recommendation the question is is the council willing for the committee to just act on that prioritization unless staff has workload concerns they need to bring to council following on the vice mayor's comment yeah so if I may mayor my suggestion and I'd be interested to hear what Mr. Sawyer or Mr. Alvarez had and I'll just reiterate it here is that the subcommittee hold a mini goal setting sorry my messages are coming through the subcommittee hold a mini goal setting and set our priorities and we bring it to the council for their input and their suggestions as well but that hopefully it'll be a fairly seamless process and that we can continue to update the council on a regular basis as to what we're doing and elicit their input so it'll be an ongoing moving target I'm comfortable with that councilmember Sawyer did you have comments I do thank you mayor and I agree I think that because of the staff the staff support that we have we may be able to come up with a prioritization and also because we have an open meeting and they have members of the community business owners and et cetera coming in to speak to us I and our with Raisa Dilarosa's finger on the pulse of the business community at a pretty high level I think we would be able to come up with a pretty good list of priorities just with the input from staff and the input from those that attend the committee meetings I think we could put a big dent in that effort just with our current representatives at the table especially councilmember Fleming in certain areas especially childcare there are other areas she is very passionate about I think we could come up with a good list ourselves and then run that by the council get kind of a nod from economic development and their input and those that decide to attend our meetings and then bring those prioritizations to the council I think we could do that councilmember Alvarez I agree thank you sir any other input from councilmembers or thumbs up if I could just add because we talked about collaboration I would just ask that if it's not already done so that the economic development the county economic development board is also participating in that conversation because again we may be able to leverage some of the same activities that they are doing we are trying to accomplish the same thing I am involved, I am good with that okay I will only voice my concern that we we are trying to work on the county collaboration I am not sure we can work on every element of county collaboration that is part of the focus here I do understand that the economic development board has proceeded in its traditional arrangement focusing Mendicino as its partner and so while there is opportunities there it is not a revolutionary change and we came into the late part of this I would just say that is where I start to get concerned is that the county continues to be somewhat fragmented in its response and if we are chasing every department within the county that could get complicated really fast I am just weighing that of the downtown issue versus the need to because raiz is going to need to be involved in the county complex conversation but we will pursue it I am just trying to manage expectations okay, any other input okay councilmember alvarez last bite at the apple no problem thank you mayor City manager is there a list of expectations that they want us to satisfy before july we don't have that this is early what came up in the meeting is that there was a very concrete certain circumstances and the conversation might not be full enough so staff has to go meet over the next few weeks on some of these issues and we will have a better sense at that time a very narrow focus in the initial conversation and I think the step forward we made was widening the scope of that conversation to be one about vision and where we could go as the mayor and the councilmember stressed where we could go and that this would be a change for 50 years and we need a vision that matches that space I think with that mayor we can move on to the last one we're going to cover today if we could have the slides come back up please and if we can promote Jan that would be great thank you and this is the fiscal stability funding and services where last year and again this year some councilmembers saw this just not so much as a priority fundamental baseline of how we approach the work I think the end of the discussion last year and certainly this year with COVID is that there's so much work that has to be done it's kind of above and beyond the norm so pulling it out and recognizing it separately as a body of work that's going to command staffs and councils time and attention is why it's been pulled out again for the council interviews continue the work of the council of the city I should say focus on stabilizing or increasing revenues and funding and this was consideration of both tax revenues grant revenues and B revenues it was kind of all encompassing couple councilmembers did mention as last year avoid difficult service cuts or layoffs to the extent possible and then all of this now in the context of the new CFOs strategies direction that was presented to the committee last week and to the council today that's framing kind of a a medium and long term body of work that needs to be done that was discussed earlier I think the appropriate way to this approach on this one would be since you're entering the budget process you have a new CFO who's laid out a plan of work already for to open it up to council mayor for any comments on things they'd like to have in particular focused on in either the six month or the 18 months that hasn't already been addressed but I think really to then have it go back to staff to take the work plan that your CFO presented earlier and turn that into a document that comes back to your committee and council so I think this could be a quicker or once around the screen for each council member to share focus areas mostly for Jan's education and benefit as she pulls together the work plan for you. Councilmember Sawyer. Thank you mayor well you know I would really like given we have a new CFO we are impressed to prioritize the work in this particular area without hearing what her priorities are for us and then have that conversation this is this is a concern I know of all the council members and the entire organization is fiscal stability and I and how they will continue to deal with their service provision so I would want to hear from our CFO and have her let us know what we need to do to help write the ship as it let us know where it's tilting and then how to stabilize it and that's where I would start Councilmember Svethel. Thank you Mr. Mayor you know for me it's we've talked about this animal of a structural deficit how do we address the structural deficit right in the third bullet point down there the avoid difficult service cuts or layoff for me any layoff or service cut is difficult but again if that service delivery or the number of employees we have is affecting our structural deficit and again I'm interested in hearing how do we get out of this address the structural deficit so we don't have to continue to have this conversation or let's talk about it this is the solution for it and if it is increasing the revenue what are our options let's make those decisions but let's address that structural deficit Councilmember Alvarez Thank you Mayor for me it's service level level equity specifically review government facilities and services where we can achieve an equal level of equity this for me includes education which speaks to one the Latinx recovery the possibilities of education and really investing into the future of San Rose Thank you Councilmember Fleming I'm with Councilmember Schwedhelm I would really like to hear from our new CFO about what she sees as a outlook here and also exploring ways that we can get revenue in order to cover our structural deficit you know when it comes to water and sewer rate setting looking at ways to make those more equitable within the confines of Prop 218 and making sure that our planes are not subsidizing our higher elevation locations so I think that there's a bunch of work to be done within this but I don't think I have enough information to set for the direction at this point Councilmember Tibbets you know just I'm coming in a half time here I apologize I had to jump on a work call briefly but looking at these policy goals and what we should do in the first six months I think definitely avoiding difficult service cuts or layoffs should be priority number one same with stabilizing and increasing revenues for funding I know that we Chris, you and I spoke many months ago about looking at our tax structure and how we're so sales tax reliant and coming up with a tax package for the voters that removes the burden off sales taxes I think we should really still pursue that so that we're a little bit more resilient to economic downturns everything else well I think the MPDES permit direction's probably got to be in the first six months by default is my guess but you know everything else on this list 7 to 18 months I'm fine with Madam Vice Mayor Thank you Mayor definitely want to increase revenue decrease the deficit I agree with Councilman Sawyer that we need to have a conversation about what is it that we can do and how provide us some insight and I am one that also would like to avoid layoffs and look and evaluate whether or not as an organization the city is top heavy and I must admit that I have not looked at that but that is would be a concern of mine if we are going to look at continuing to hold the 40 positions and or layoffs ok and I will agree with a lot of the comments from my colleagues we brought in a new CFO for a reason who has a wealth of experience and knowledge and has worked in this space a lot longer than any of the council members so I definitely want to see Jan get a chance to implement her vision for the future of the city's finances with that said I do think that there is a much overdue conversation to be had about the volatility of the revenue sources for our city and figuring out a way to make it so that we are more sustainable more predictable long term and looking at our service delivery models to make sure that we are not just doing things because that's how we've always done them or because they're the path of least resistance but really does put our community in its best position 5 10 20 years out so I think you're hearing similar things Greg and maybe I'll just turn it to Jan to see if there's a key question or additional feedback that would help her in her work in terms of preparing the budget and the work plan to come back to council any additional information that would be helpful to you Jan at this point in time or is that clear enough from council the one question I would ask because I don't know what it means is what does NPDS stand for non point discharge and elimination system I believe that is correct storm water storm water oh oh that I understand score one for the facilitator you know so couple of things I think there's this has been a really good discussion this morning you know and just from a fiscal stability standpoint I think all options and all possibilities are on the table probabilities perhaps not but you know when I think about the things that breed fiscal stability I think about economic growth I think about a thriving community where people want to get together where they want to thrive where they want to live I think about revenues I think about spending controls and I think about timeliness in how finance communicates that with the city council and the decisions the city council makes in response that's what breeds fiscal stability in my mind I didn't mention reserves but that's very much a given so I also think that we from a reserve perspective I think what is it that gives financial flexibility and we're talking about financial flexibility when things happen that are not able to control or be immediately responsive to so in California it's earthquakes and it's fires and yes I realize that it's emotional here but I think that planning for it is part of what also needs to be now and you can't set aside yes 20 million dollars just to deal with emergencies but I think part of it is we make a recommendation as to what that emergency option may look like and so those are really the sorts of things that I think about having said that one of the things that was revisited in my mind this morning as a fire chief did his presentation is are we looking at partnerships perhaps we could do within the county or within the area to leverage services that we already have that's one way I think everybody knows it in California we really don't have much control on the revenue side where we do have control is on the expenditure side now that said if you're like every other California city I personally haven't done this math but most California cities have discretionary budget costs in the vicinity of about 70-75% a year that doesn't leave a lot of discretion in a budget and what I would say as you think about where you do discretionary spending is going to matter are we going to be constructive about it or are we going to be investment oriented about how we use those resources certainly there arguments to be made for both but that's how I think about it and so the discussion is as you think about where do we go holistically what does that look like now I do want to talk about reporting some of the things that I talked about in a work plan relates a lot to reporting and the city council is usually looking to the finance organization to report but there are a lot of imports in other departments and I ask the question internally tell me what the policy is and so part of that whole framework is perhaps some policies need to be in place and that would you know they have teeth when they come back to when the city council is a part of that approval process so we're internally focused what I would say is not only do I think about sort of what we do within the city but we also have external shareholders we have bondholders who care about the overall financial performance I think we learned after the 2008 crisis that the rating agencies will weigh in whether or not you're doing a debt issuance or not and so we have some responsibility there as well thank you very much I think the direction from council was really for Jan and Sean to come back with what they recommend be done here and to advise the council on how to write the ship of state financially and Jan laid a lot of that out in the strategies discussion earlier this morning with that Mr. Mayor we're done with the substantive work for today we can go to the next slide and just recap that we've gone through four of the nine strategic priority areas we'll go through the remaining five tomorrow and then we'll have the discussion on PG&E settlement and discussion of the community advisory board composition and we'll start at eight o'clock tomorrow I will recommend mayor unless you are the council request otherwise they given the length of the morning and that you only had one break in the morning that we skip the key takeaways from today and we instead hopefully we'll have that time available at the end of tomorrow's retreat for each council member to share one or two key takeaways from the multiple days of working together I'm looking for thumbs up but I'm comfortable with that yep looks good ok with that we will stand at recess until tomorrow see you guys tomorrow