 Well, I can see that we're live, but we don't, I don't think we have a quorum yet, is that accurate? We see a few people in the waiting, well, in the attendee, so we're moving them over to panelists. Thank you. Hey, Jenny Lynn. Hi. Welcome. And Andrew, welcome. Welcome to you. Thank you. Hello, everybody. Oh, hey, Elias, how are you? Good to see you too. I see you too. OK. Hello, Manta. Welcome. Doing well. Thanks. Good to see you. Well, it looks like we have six. Is that right? So we have a quorum and we can get started. Is that accurate? Yes. OK, great. Thank you. Well, so I'd like to welcome everyone. I'm really glad you're here and we're getting rain, which makes even more special. Let's see. I guess the first thing we need to do is call the meeting to order. It's four or two in the evening. And I'd like to call the meeting to order. And then I'll ask the recording secretary to please do roll call. Chair Bailey. Here. Vice Chair Miner. Here. Member Smith. Here. Member Hinnett. Here. Member Atkinson. Here. Member Holmes. Here. Member Casten. Here. Let the order reflect that all committee members are present. Thank you. So I just have a little bit of housekeeping to remind people of. Please keep your audio on mute unless you're speaking. The staff will remain muted until meeting to speak also. And as members of the public join the meeting, they will be participating as an attendee. And your microphones and camera will be muted. Only today's panelists will be viewed during the meeting. If you're calling in from a telephone and choose to speak during the public comments portion of today's agenda for privacy concerns, the host will be renaming your viewable phone number to resident in the last four digits of your phone number. And now I'd like to ask the recording secretary to explain how public comments will be heard today. Each agenda item, the item is presented. The chair will ask for committee members' comments and then open it up for public comment. The host in Zoom will be lowering all hands until public comment is open for the agenda item. Once the chair is called for public comment, the chair will announce for the public to raise their hand if they wish to speak on a specific agenda item. If you're calling in to listen to the meeting audibly, you can dial nine to raise your hand. The host will then call on the public who have raised their hands. Public comment will be limited to three minutes and a timer will appear on the screen for the committee members and public to see. Once all live public comments have been heard, the meeting host will read emails submitted. If you provide a live public comment on an agenda item but also submitted an email, your email comment will not be read during the meeting. Additionally, there is one public comment period on today's agenda to speak on non-agenda matters, which is item two. This is the time when any person may address the committee on matters not listed on this agenda. Ellen, we can't hear you, you're muted. I apologize for that. We're now taking public comments on item two, non-agenda matters. This is the time when any person may address the committee on matters not listed on this agenda. If you wish to make a comment via Zoom, please raise your hand. If you are dialing in by telephone, please dial star nine to raise your hand. And then can you let us know, post if we have any members of the public. No emails were received and I see no hands raised. Okay, great. Well, let's move on to approval of the minutes from our previous meeting. We need a motion to approve the minutes from the last meeting or the notes from the last meeting. Can someone? I moved to approve the minutes from the last meeting. Great. Thank you. Thank you, Nick. And then can someone give us a second? A second. Thank you, Yvette. Okay, great. Then let's go on to scheduled items now. And we will have, I'm calling for item 4.1, which is the fiscal year 2022-23 measure out proposed budget. And we have presentations, I believe. Who's going first? Hello, I'm Veronica Connor and I will introduce the item today. I am the budget manager here at the city and just wanna thank everybody for being here today. This meeting is an annual meeting that we do to go over the proposed fiscal year budget for the upcoming fiscal year. Each department will have a chance to present their budget. And this is the committee's opportunity to look at the budget and ensure that it is in line with the measure O ordinance. So before we jump in, I also just want to note that there is an attachment on the agenda called the fiscal year implementation plan. This is a detailed line by line overview of the budget. And we don't intend to put this up on the screen and go through it line by line if anybody wants to, we certainly can. But in the slides ahead in this presentation, there will be more of a summary view and an overview. So the departments will be touching on everything within that implementation plan. So with that, I will turn it over to the departments. And I believe Ms. Fire up first. Yes, fire. Thank you very much. Good afternoon, Chair Bailey and members of the committee, Scott Westrop Fire Chief, City of Santa Rosa. And we'll be running through our proposed budget for fiscal year 2223 with you today. And a little change for us just so everybody's aware, I currently don't have an ASO in the department. So I'd like to thank finance for their help on preparing this. And if I get real stumped on anything, I'll have to rely on finance to step in and help out. So looking at the fiscal year 2122 budget with the mid-year appropriations, we should end this fiscal year right around $4.8 million. Fast forward into the next budget year, what's proposed for 2223. It's pretty much right down the board the same. There's some minor changes we'll talk about in the next slide, but where you'll see the big variance is the $640,000 in service and supplies. And what that is is the one-time allocation of funds that we use to purchase the mobile radios is approved by the COC last month. And so we're obviously, it's a one-time purchase, so we're not going to budget forward again next year. So it was added into the mid-year appropriations and then it was taken out of the proposed budget in 2223. Next slide, please. So the major budget changes for the fire department, salaries and benefits increased overall due to MOU negotiations. Most of that was absorbed in the mid-year appropriations of this fiscal year. And then excluding the one-time purchase of the mobile radios and the mobile radio repeaters for about $650,000, service and supplies increased by about $10,000, and most of that's attributed to IT costs through the city. On the benefits line, you'll see that health insurance, liability insurance increased by $13,000 and excluding the one-time purchase in the mid-year allocations, the overall budget totally increased by $41,000. Next slide, please. Now where I'm a little more comfortable is talking about how Mejro is applied via, Mejro is applied to the fire department. And as we all know, there's really three buckets in which the fire department is allowed to use Mejro funds. And the first one is for personnel. So currently there are 10.25 FTEs assigned to Mejro out of the fire department. We have three captains that are also paramedics as the frontline supervisors, three paramedic engineers, those are the drivers of the equipment and three firefighter paramedics who sit in the back and do probably a lion's share of the work. Our training captain who is assigned to the training facility on West College Avenue. And then on top of that, a quarter of our EMS battalion's use time is charged to Mejro. On top of that, one thing that gets missed a lot is that our ladder trucks, the long ladder trucks with two drivers, those are advanced life support or paramedic equipped units because of Mejro. So there's six paramedics who are also charging out to Mejro. So there's a total of 15 paramedics in the organization assigned to Mejro. Sorry. Next slide, please. So next, talking about fire station construction, historically Mejro has been used for the construction of fire station five on Newgate Court, 10 in the Southwest and 11 in the JC neighborhood. Currently, we just purchased property for a new fire station, eight in Roseland. We still need to fund a fire station, nine in the Southeast. And then there's funding in Mejro that goes towards the permanent fire station at the fire station 11 site. It's currently a modular building and needs to be retrofitted into an actual building instead of a modular. So that's what we've been using for. One thing that we've been talking about not only with the COC, but also with the town halls is that the issue we've run into is the 2004 sales tax measure. That's great and it helped us a lot early on but construction costs have far outpaced the revenue that's generated by Mejro. So what you see in our reserve fund balance is essentially there. So we can leverage those funds to either purchase property or if we need to fill a funding gap on building a fire station or retrofitting a fire station, we can use those funds there. Next slide, please. And lastly, the fire department can use Mejro funds for special equipment for emergency response. So we've used it to purchase type one fire engines which are the fire engines you see driving around on the street 99% of the time. Type three fire engine, our command vehicles for those were purchased out of Mejro and some of the swift water equipment that we have. And then as this CSC knows, we purchased 55 dual band mobile radios and eight mobile repeaters that's really gonna enhance our communication ability particularly in the wildland environment that pass through council to purchase pass through council and the purchase order is in. So hopefully if we're not too jammed up by the supply chain, we should see those delivered hopefully this year. And with that, that is the end of our presentation and I'll turn it over to the chair for any questions or comments. Thank you, Chief Westrop. And are there any questions or comments? Yes, I have one. Is the new fire station being planned and to be built in found grove? Is that coming out of a different bucket like FEMA? Correct. So the funding allocation for the new station five which is going to be in a different side. It's not going to be on new gate court. It will be on fountain grove and stagecoach. We went through and just actually closed escrow about two weeks ago on the piece of property. So we actually own the piece of property and there is geotechnical work going on there. But that's not going to be funded by out of measure. It's actually funded through a block grant or a community development block grant and mitigation and disaster recovery. So it is, it's actually state money coming in to build that fire station. So it comes from the feds through the state to us. So it won't be used, you know, measure funds won't be used for that. We are able to fund that through higher levels of government structure. Thank you. Are there more questions or comments? Quick question for the Chief. What's first, thank you for your service to the community. It's much appreciated. So 2017 steel weighs heavy on my mind, maybe some of the other residents of Santa Rosa. So we appreciate it. My question is, what are command vehicles? Are they different from the fire trucks that we see? Yeah, the command vehicles are what, like what I drive on my staff drive. So we use Taho's as command vehicle. So you might see us driving around in a bright red Tahoe with a light bar, but they're set up as a command vehicle because they have a lot of different radio banks, a lot of different radio setups and obviously the light bar. And then the back, you can lift the back up and turn the entire thing into a command post. So it has slide out boards, file cabinets and stuff. There's no room in the back of those Taho's to actually put any groceries or anything like that. It's all set up to command an incident. So we can be on the road and stop at any event and command it from that platform. Thank you, Chief. Thank you. Are there other questions or comments for the Chief Westrop? Yeah, I had a couple of questions, Chief. Thank you for your presentation. And secondly, I have to toggle my screen here. And I think I discussed this last time with the process I've been using is I have the measure of language up the page five and six where it has those bullet points and has tried to connect it to the budget item and the detailed budget plan. And there's a couple items that I just don't see a clear correlation. One is it looks like there is an allocation for insurance. And is that tying into which, I guess which of the bullet points does that tie into? Is that a part of firefighters that a part of equipment purchases or how does that fit into the funding allocation? So I might need Veronica to jump back in here, but my guess is, or my thought is that it's actually vehicle insurance for the vehicles assigned to Measure O. Is that correct, Veronica? So actually that insurance is a small portion of the citywide liability insurance that we give a portion opposite of the Measure O funds. And so, yes, part of it is for autos. Okay, and so when I'm reading the, let's see here, construction relocation of the fire stations, you do. I guess I'm just trying to see the direct tie-ins. I don't see ongoing expenses for automobiles within the fire section of Measure O. If you can just point me to A, B, C or D that would probably solve my question. So if we could go back to the slide that shows the financial table, all of the ongoing vehicle expenses within Measure O are in that services and supplies line. So that's all rolled up. It includes other things such as professional services and computers and phones and vehicle expenses. It's just one total. So you'd be considering a part of purchase of specialized equipment for fire departments, so 2D under the ballot measure. I'm sorry, what was the question? Well, so I'm looking at the language in Measure O, pages five and six of the ordinance. And what is it? Section three dash 26.120 permissible uses. Item A2 shows the fire ones. And then there's four sub points to it. And so I'm just trying to understand which one of those four sub points the ongoing insurance falls into. And the one I'm seeing that seems to be what you're saying is the purchase of specialized equipment for the fire department. And so we're considering the ongoing insurance as part of that purchase of equipment. Right, so if insurance is applied to both construction of buildings and new vehicles that were, that were, where measure O funds were used to acquire them, the, all the ancillary costs that go along with that goes with that. So yes, you're right. If we have vehicles or anything that's that enhancement but whatever is associated with that cost goes forward falls within that part of the permissible uses. So, and just for my piece of mind, so there's an accounting measure that over the last 18 years has tracked the equipment that we've purchased and we're making sure that the assurance amount assigned to the department ties specifically back to that equipment. We have that kind of nexus there. Yes, absolutely. All right, excellent. Thank you. Those are my questions. Great, thanks Nick. Are there other questions or comments? Okay, I think we're done. Thank you, Chief and Alan and everyone who helped answer those questions. And now we'll go to the police department. Good afternoon, I'm Pam Lauren. Thank you so for the police department. I'm here with Captain Cregan. I'll present the budget side and then I'll hand it off to Captain Cregan. Thank you. So this slide shows a summary just like the fire departments of where our budget is and what our proposed budget is. This year we are asking for 4.2 million. The majority of that is used in salaries and benefits. You can see that reduced a little bit this year. That was due to retirements and rehiring of newer employees who cost a little bit less. See an increase in services and supplies about 180,000. That is used for equipment for our downtown enforcement team, the downtown enforcement office lease as well as maintenance and fuel for three patrol vehicles and three motorcycles. And we actually increased it by about 155,000 to install cameras in our vehicles. And Captain Cregan will go into more details about that on the next slide. The last line is the administration line which increased by about 9,000. That's the general fund administration cost. Next slide please. Captain Cregan. Thank you and I'll take over from here. So some of the things ASO Lawrence explained some of the changes with the budget but the major highlights here is and we had gotten feedback from the measure oversight committee about increasing some of our focus on community engagement. And we listened to that feedback and we made some adjustments. So one of those is creating the new two student intern positions with a specific focus on our community engagement. And that's now that we're dying down with COVID and we have such an interest of getting out, working with our community, hearing more some of the concerns from the community about changes that we can make internally. We're creating these two positions and these for full-time students from local, either the JC or Sonoma State or any other local education services here. Also, we're gonna add another important thing for us is that we've always had the acts on body worn camera systems that each officer, uniformed officer wears while allowed in patrol. But one of the things that we've heard from our community and we wanted to respond to that is increasing that visibility with our cameras and putting it on our patrol vehicles. So we're working with acts on to be able to put different camera lenses on our patrol vehicles that have a forward facing camera, a side facing camera and a camera on our rear passenger area where anyone's being transported in a vehicle. And that's important for us, not only for the accountability of the staff but also for the full transparency to our community. Because sometimes the body worn cameras can be limiting with their point of view especially when people are tussling on the ground or maybe they're very close to the individual. So we wanted that broader perspective of the whole incident that could be captured on these vehicle cameras and also making sure that anyone's transported in those vehicles that we have that video to make sure that they're treated professionally and that we have a full documentation of that entire contact and being able to when allowed by law to be able to use those camera footage to be able for full transparency with our community. Another thing we're seeing as across America we're seeing some of the increases with supplies and services. We saw an increase with the fleet and that's for the vehicle specifically signed to measure O. So in measure O we have three patrol vehicles and three motorcycles that are assigned and that's some of the fleet increases specifically for those measure O vehicles. So those are the three, some of the major changes that we made from some of our previous measure O budgets. If we can go to the next slide, please. So this is continue a highlight of our 16 full-time employee positions that are funded directly by our measure O dollars. And we have in our two divisions of the police department that are represented here today in filled services which is like our uniformed presence out in the community. We have one lieutenant. We and that lieutenant is assigned to our special event and our traffic division and they manage the numerous special events that we have throughout the city that the fairgrounds and other part of our city and then our entire traffic bureau. And then the sergeant and that sergeant is dedicated to our traffic bureau as well as one of the sergeants of our traffic team. Nine sworn police officers. And those are spread out that we have two currently in a downtown enforcement team which focuses not only in the vibrancy of our downtown core but also in some of the homeless issues city wide. And then also we have two dedicated to our traffic team that are motorcycle officers that are enforcing some of the increasing traffic complexities that we have in the city and also assisting with some of the sideshow efforts that have really been a struggle over the last few months. We have two filled and evidence technicians and these play such an important role of processing every crime scene that we have especially violent crime scenes or ones that are complex of coming out. And then when they're not processing crime scenes they're responding to auto burglaries and other crimes that are occurring here in the city of Santa Rosa and putting their expertise. We have filled evidence technicians that are dedicated to a crime lab that we have here at the Santa Rosa police department. And it's very important to us of having these robust services and making sure that we're fairly and accurately collecting evidence. And so when individuals go to court that they get the best evidence as presented and as collected and really the best practices methods. One community service officer and the community service officer is taking non-injury collision reports, is taking burglaries and is taking a host of other assisting with some of our traffic like citations or parking citations throughout the city. And then our technical services bureau which is another where we saw over 200,000 calls coming to our 911 dispatch center last year. We have a supervisor who's assigned there to help manage the staff in there. And then we have one police technician and that's in our records bureau who has processed thousands of reports that come in each year. And we've had some additional things of processing warrants and other things. But that's an important part about having our records division fully staff. So when individuals from our community come in looking for an accident report or any report they've been victim of that they're able to get those reports in a timely manner and get the services that they demand. We can go to the next slide please. So this is an important one for us about what highlighting we talked about what some of the specific measures are done but what measure row from the very beginning was focused on enhancing some of the police services. So this is some of the things that we're enhancing and we're using these 16 positions for. Some of it is for enhancing our patrol services. And we've seen a busy year last year we saw six homicides in the city of Santa Rosa this year already in the first quarter of the year we've seen three homicides. And those homicides mean something to us. It's not just numbers on a page. And I was talking to some community members about that this week that we saw a 32 year old young man, Brian Perez Lara who was killed and started off early in the year in January of this year in Sebastopol Road at the La Fundita truck-o-truck. And then we saw just in March of this year at the Dirty Bird, a bar on Minnesino Avenue, Zaminik Zumteg. And he was another just 24 year old young man who lost his life here in Santa Rosa. And then in April of this year had another tragic loss of a young 19 year old man who was this at Comstock Elementary School Connor Boondock and lost his life. And these are more than just numbers on a page to us. These are individuals of Brian and Dominic and Connor who all tragically lost their life this year. And I'm telling you as the police department we're focused on doing what we can to make sure there's not another name added to that list this year. Because it means a lot to us. And these measure of dollars of having more officers who are visible in the community and working on some of these issues to really be able to assure our community we're doing everything we can to minimize some of the victimization that we've seen here in the city of Santa Rosa. With that also goes with our increasing our traffic enforcement. Very unfortunately we've already seen four fatal collisions this year. And again, that means a lot to us. And it's something that we wanna be able to put the resources. And some of it's gonna be traffic enforcement. Some of it's gonna be getting out there and doing education on some of the how to be safe with traffic and working with local schools and working with different areas about how to get people to be aware of some of the bike zones and especially the school corridors where we have young people going to school in the morning or especially as we get closer to the summer rolling around. Community engagement. And this is something that we heard loudly from the individuals here on the measure oversight about is increasing some of the community engagement increasing our work with the violence prevention partnership and working on some of those upstream approaches to be able to address some of the issues in the community. And we know very well here at the police department that we're not gonna solve all the violence reduction and some of the gang issues or traffic issues only with enforcement. We're never gonna arrest our way out of these issues or solve all the traffic issues just by writing citations. So we really know of working ahead with Magali Teyes and her powerful group and working with Rec and Park and some of our other key partners. It's really important to us and increasing that community engagement being more visible and most importantly hearing from our community about things that the community wants from the police department and how we can best serve the community. Also increasing, and this is some of the things that are specifically brought out in the measure ordinance about increasing our patrols with the downtown of Railroad Square and Prince Memorial Greenway. And those are three key areas that are specifically mentioned in the original measure out ordinance that we're gonna can focus on. And a new one that we have now is the Smart Railway. And that's gonna be another area that we've seen some safety issues that have popped up with fatalities and other issues that have occurred on the Smart Railroad. And that's where we have our downtown enforcement team which is funded directly by Measure Rowe in part to be able to have a presence on those railroads. Also improving our response time to local emergencies. We saw unfortunately last year our response time to priority one calls creep over seven minutes, the seven minutes and three seconds. And I was talking to some community members, seven minutes and three seconds is a long time when you call 911 and you're waiting for someone to show up and provide that support. And we're committed to be able to use our Measure O dollars and use our organizational emphasis as we look at our resource allocation of our staff to be able to bring that number down to our goal of being a six minute response. And hopefully we can go even shorter than that, but we're gonna work and that's one of our priorities the year to start seeing a decrease in that response to priority one calls. And then obviously we're gonna continue working with some of our unsheltered populations here in Santa Rosa. We have key partnerships with Catholic Charities and so many other key partners and Kelly Kai can call from our Housing and Community Service. We work with daily. And also one of the things that we're so excited this year is our launch of the in-response mental health support team. And that's gonna be a game changer of working on mental health, substance abuse and homeless issues in our city. And we're very excited to see what some of the progress is gonna be with each one of those key teams. If we can go to the next slide please. Some of the upcoming challenges. And when we talked about some of them but one of the things that we really experienced in 2020 and 2021 is the unpredictability of Measure O and with how the economy going and what the collection of this money is gonna be. So that's gonna be a challenge. And I know ASO Lawrence spends a lot of times working with the city staff and looking about what are some of the future predictions and making sure that we stay within our budget with that. Also Measure O was such a critical part of the police department's budget with 16 funded positions. It's it'll be crippling us to lose some of those things sort of something for us to look at. And with that comes for us with the Measure O sunsetting in March of 2025. And I know just last week we presented to the oversight committee on some of the challenges that are ahead and we're really working on some of the community education of understanding what the community wants to see in a new Measure O that goes forward before the community and the ballot coming up in November of this year. For us, it's gonna be important to know that we need these Measure O to be able to understand some of the staffing needs and keep the level of service that our community demands and wants to see as we work towards some of the violence reduction, the traffic safety and really working that we're more visible out in the community with some of the needs that we have there with community engagement. Our next slide please. So I'll turn it back over to Chair Bailey with any questions that you have on the presentation or any of the changes that we've made to our budget. Thank you, Captain Cregan. It was a great presentation and it's good to hear all the things that have changed since the last time we met. Do we have any questions or comments for Captain Cregan? I have one. Andrew Smith here, Captain Cregan just a general overview for the police department. What system do you, does the city use to track all the data you get from the cameras and other documents that you referenced? Is it a central system that the city owns or is it a service that the Santa Rosa subscribes to? So are you specifically talking about the body worn camera systems and then the fleet system that we'd be purchasing? Yeah, things like that. How do you, where is it stored and how do you actively quickly get the data when you need it? Yeah, it's part of our contract with Axons, our camera system, both for the body worn camera and the vehicles, we have a thing called evidence.com and it goes to a cloud-based service where we are able to track and it automatically downloads. So when the officers come in and plug in their cameras it automatically downloads to this evidence.com not only for secure tracking for us for evidence purposes but so supervisors have access to be able to report that. And the same thing happens that we'll build a system when the vehicle comes into the back lot it automatically downloads that. So that way we assure that every video is being downloaded for full transparency and then important thing for us is that accountability so supervisors can do spot checks of that work and then for the district attorney can have now a full accounting of what occurred both from the personal body worn camera and the vehicle, whatever the crime that we may be investigating is. Thank you. Are there any more questions for Captain Cregan? Yes, so I really appreciate the detail list of the enhancements due to measure L that the police department is doing and especially the community engagement. I think that's really important for that to be highlighted. And then the other question I have is in relation to the cameras that will be put into the vehicles. I wanted to find out is there any additional maintenance costs that might increase the cost of it? Or is that assuming some other budget or is that going to be coming out of the measure O? I'll pause, but I do have another question. So ASO Lawrence might be able to weigh in this but I believe we have a five year contract that would include the maintenance of that but she's a lot more familiar with it than I am. That's correct. We'll be taking it to council and next fiscal year a new contract that will include maintenance for five years. And then after that it would be an additional contract and probably at about the same amount depending on if we need to replace cameras at that time. So will that be coming through measure O or going through a different budget or you just don't know yet? In five years from now? Or- Nevermind. I'm sorry, the initial contract, yeah. Yeah, it will be paid out of measure O. Yeah, so the 155,000 to be clear includes maintenance and includes even if cameras have to get replaced that's part of the five year contract that we would have that. So if a camera were to go down after six months then they would have to replace it because we're in a contract with them and say if it breaks or anything like that. So that would be the total cost is 155,000. Okay, and then the next question was in regards to we're all feeling the pinch with the rise in gas prices. And so is there anything that the department is looking in regards to maybe going with more environmental friendly vehicles that could help hopefully reduce the cost? And would that be something I feel like it could come out of measure O? And so that's my next question. Yeah, and that's a very valid question and we're having some citywide discussions about that about as we look toward the future. And that's something actually Chief Navarro and I went to a presentation about two months ago with Fremont PD that was doing some electric vehicles. So we're looking at some of the agencies and we'll continue to have kind of a global citywide discussion because it isn't a large initial investment with some of the charging stations and that's something that I know our city like definitely has a desire to move forward as we build up that capacity. I think another thing to point out Captain is that we do have a lot of hybrid patrol vehicles and we are moving towards replacing all of our current vehicles to a hybrid at least if we don't go fully electric. Yeah, that's a great point. So the majority of our fleet, I know we had just done a recent purchase that went to council several months ago and they were all hybrid patrol vehicles. So that's a great point. At least it's a step forward. It's not, I know it's not there all the way. Okay, and then my last question is in regards to in response, I know they have mental health for mental health, but is there any new programming that could possibly come out and measure to assist in the in response team and what they're doing? Well, right now we have funding set through ARPA funds that we have. So we have just over $3.9 million that city council dedicated. Congressman Thompson's office has been a fierce ally of this team and worked to get just over it was 1,052,000 that's dedicated. And we're working with some of our local hospitals as well toward. So we have just over two years of funding for the full 24 seven in response team, but we'll certainly be working with city manager and city council and our CFO looking once we use those funds about where the best bucket of that money, whether it be general fund or would be built into the future measure, that'll be certainly a community and city leader discussion. But I'm excited to say that we have a pretty good pot of money dedicated because it's such a priority to our city to make sure that team is maintained and we get to the full 24 seven responses quickly as staffing and equipment allows. Yeah, I think it's really important because that is a type of diversion that can help with mental health and other issues. And I think that's what measure O is about. So really, hopefully you guys can really delve into that. Absolutely. Thank you, Yvette. Are there other comments or questions from the committee? Yes, I do. I have a question for Captain Cregan. Thanks for your time and commitment, surface. I have two questions. You mentioned a priority one call. I'm curious as to what is a priority one call and how do you designate these, how do you designate the priorities? Absolutely. So our dispatchers have like a triage of calls so we actually have four levels of call and a priority one basically in summary is like an emergency call for service. It's something that's urgent and it immediately needs an officer. Our priority two would be like, all right, this is like someone's like maybe yelling in a store or something like that or causing a disturbance, but it's not an emergency. So that would be a priority two. A priority three is like, hey, a cold burglar report meaning that, hey, I came home and I was going on vacation and someone broke into my car. So it's like, okay, we need to get there but it's not like we need to rush there. And our priority four is like, hey, someone needs a call back on a community issue. So though, so really that priority one is what we consider like an emergency call for service that we need to get someone there as quickly as possible and this needs an immediate police response. And that's the one that we talked about is seven minutes and three seconds is our average time for those. And we want to do better than that. And we're committed this year to making some changes but also being really transparent measure O plays a key part in that for us about those additional resources that we receive. And this becomes, starts becoming a busy time of year as we get into the fire season with and it's become almost like yearly thing, unfortunately about with evacuations and the PG&E public safety power shutoffs. So that's another thing that kind of affects some of those calls for service. Thank you. My last question in reference to the vehicles that Vice Chair Miner mentioned, I, you mentioned that you looked into recently, I don't know if it was presentation but the cost of in all, what would be the cost difference between an electric vehicle, hybrid? What, just curious, what are the cost differences? So we looked, I heard a presentation it was by the chief from Fremont PD and they talked about the initial, I don't have the exact numbers in front of me but we could follow up with you but the initial costs are higher for sure for the electric vehicle, especially the charging stations but they did like a 10 year span and we're keeping patrol cars usually between five to seven years as their lifespan and over the span of the vehicles is where you really start to see the cost. The obviously fuel is the biggest drop in cost but even some of the maintenance issues that you're seeing go down of not having the engine, things like that. So the long-term benefits cost-wise could be beneficial and then obviously you can be very clear just environmental impacts are very positive. So it's something that I know the city that we're gonna continue to examine and it's something that has becomes as you see some of the costs drop for the charging stations for the vehicles that I think that we'll be leaning even more toward but I don't have those exact cost in front of me today but it's something that we could maybe if the oversight committee would like more information on we could do some research and present to you on. Sounds great. Thank you. Of course. Thank you, Captain. Oh, I had a question. Great, I was just gonna ask you, Elias if you have one. Oh, yeah. Yeah, thank you for the great presentation y'all. Love to see that youth intern, student intern thing. That's a great idea. And I think something I would add is I was a little just worried. I think I know we've talked about this in the past but just like in regards to my interpretation cause I know there are clear words in the ordinance but sometimes you get really nitpicky such a thing of this like about insurance, stuff like that. It can become very nitpicky but obviously it's up to can be up to interpretation and just for me personally and I think for the community, I'm representing in the district I think obviously with the violence that you did bring up as you said like a lot of it obviously were very violent in nature and did involve I guess it did seem like some of them were like gang involved per se, whatever but when I read the ordinance, the gang prevention and intervention really weighs heavy for me. And I do like, I'm sorry, I know we just got cut off but I was gonna say it weighs heavy on me for the prevention and intervention and I think I seen the Sheriff's Department has like a youth academy type of thing. I don't know y'all probably seen it or something but I just wanna recommend I think if some of the officers, yeah, sorry, I broke up but if some of the officers that are being like funded by measure O maybe new if they were being funded by ordinance that had this belief about intervention and ordinance intervention and prevention maybe some more things could be included in their like job restriction because I wanna be honest with you when I see this it like just providing like their salary and nothing in there that has any relation to like gang prevention intervention it does kind of have me feeling like I don't know if it's following the ordinance and maybe following the ordinance like word by word you know like traffic enforcement technically but I think in the spirit of it I do some concerns are raised for me but I just wanna just throw that out there but thank you for the presentation though for sure. Absolutely I appreciate that and we wanna continue to focus with those student interns and I really wanna stress that like our traffic enforcement is not just about enforcement our motor officers are doing a lot of education pieces and the same with our downtown enforcement officers that we're doing and then we are right now we're in the middle of a community police experience we call it and that's like it's an eight week academy for community members to come learn about the police department so I believe they're in week four of that and in July of this year we have our youth academy that's going for it so I believe it's July 17th and it's a one peak program that they meet five days a week and then we have in September we have a Spanish speaking community police experience that's gonna start so those are all ones and you can follow in our local social media we talk but that's really important to us and we've done it over the years and it kind of got derailed with COVID but now we're excitedly coming back so there's 15 members in the current community police experience and then I was actually just talking to our staff about it today about could we do another round of that in the early fall? So we just have to navigate wildfires and things like that but if not, we'll do it early next year do another community police experience because it's such an important part for us to educate the community on some of the things that we're doing here but then also hear back from the community about some of the things that we can be doing better but spread the word about the we have it we're about to send out applications for the July Youth Academy so if you have contacts and at the schools and anyone we'd love to make that a really full class and really get a engaging or engaging time with our youth. Thank you, in fact, chief we're not chief, I'm sorry, captain I wonder if you could put the information someone could put the information somewhere in chat so that because I know there are people on the screen who might have young people they'd like to invite to something like that. Yes, absolutely, I'll see if I can get it in chat and if not, I will get it to you to send out to the group like that but I believe it's July 17th as a youth academy and I know it's in September as the Spanish speaking community police experience. That would be great. If you could send me the information I'm glad to get it out to everyone. Awesome, thank you. And share it to people that I know also aside from a committee, so thank you very much. Are there other questions or comments for? Yeah, I had a couple of questions. Thank you captain for the presentation is excellent. I just had a couple of questions. You referenced the goal of reducing the response time from seven minutes and three seconds down to six minutes. Is that a one year goal or is that kind of a more short, a little longer goal? It's an immediate desire to start working toward that but it's a permanent goal. We don't want to see you go before seven minutes again like that's disturbingly high for us and we're committed to looking at how we can utilize our resources and to be able to drop that and we're having internal discussions with our dispatch procedures, with our response to the calls and how we allocate staff throughout the city. Another important part of us that we want to do is work toward increasing some substations across the city. Right now we have just one substation on Dernville Road. So our primary focus is to get a substation open in the Roseland community and that not only to be able to have where Roseland residents have a more accessibility of coming in and engaging our staff but also to help with our officers of not driving all the way back to the station, the process reports or evidence that they could do that at the substation and be able to respond more quickly into our community. And then our second one would be looking at one of the east side of Santa Rosa somewhere again to help and that'll be one of our goals toward increasing community accessibility but also decreasing our response time to emergencies. Excellent, I appreciate that. The response times are really important and it's good to see that called out. How are you gonna be tracking that metric and reporting back, are you reporting back to the council on it or is an internal thing with the city manager? How's that progress gonna be managed? The most visible one as we do it is we put it in our annual reports. So actually our annual reports gonna be coming out within the next two weeks and it lists, it has a lot of data but it lists our response time for all for priority one through four. So it lists the average. So that's one where you're guaranteed to get it every year. We do talk often at our council budget process. So this year it'll be May 10th and 11th that we're going through our budget process and it's often discussed the council as we look at some of our staffing priorities and future funding. So that's another opportunity but certainly if measure oversight would like some more information that we could schedule that through the years and be happy to present to the measure oversight committee later in the year if there's a time and place that you guys would like to see that. Well, I'm always glad to see it but I think I obviously it'd be best probably utilized by our policy makers instead of us finance folks. So in kind of on that topic to get into some of those unfortunate nitty gritty details of the ordinance a couple of questions on the line items. For the community service officer my understanding is that position specifically supports traffic services. So that would be a part of the police and traffic control services as a part of the measure. Correct, so I think it could be that's the primary thing that they're directly we're doing traffic like parking citations they respond to collisions they take all collisions reports. So that's one of the primary ones that they also assist with the it says police patrol services part of that they're part of our filled services division. So they're responding out in uniform and assisting our officers with calls for service and rose reports. Excellent, and then on one of the slides you'd reference the smart tracks essentially the rail line as one of the specific geographic regions for the measure. I know it's not specifically referenced outside of railroad square as one of the geographic focuses. So is that considered a general police service under one A? Yes, I agree that's a generals and the reason we put it in there is that it wasn't specifically smart obviously because it wasn't in creation in 2004. It does run through the railroad square area and intersects with the Prince Memorial Greenway as well. So it's just a direct nexus to some of those areas that were heavily patrolling and are those three are specifically called out in the measure ordinance of the downtown railroad square Prince Memorial Greenway. Excellent, and somewhere with Sebastopol Road I'm hearing you say that that sounds like it'd be a general police service to increase that. Correctly, and that would be like the prompt the number A under the in the ordinance of just like it says police patrol services. And so that's an important part of us patrolling the Rosen community as it is with all areas of our community to make sure they all get an equal level of service. Excellent, and then the last one especially because it's a new one and I always like to make sure we have a good foundation for anything that we're doing new for the community engagement intern positions. I see two places where it might be going and they're either police support services or as a broad definition of kind of the gang enforcement school resource services definitions. How do you see it fitting into that language? Yeah, I think it really supports a lot like with our patrol, our police patrol services because we're getting more feedback in community about where do you want to see us allocating our resources? And sometimes we're saying, Hey, we're in the downtown and we're here. Babe, we want more presence on Stony Point Road where speeders are for whatever homeless issues, whatever. So it plays into better educating us about where to put the patrol services. I also think the same thing with traffic. They're gonna play a key part with hearing about some of our traffic concerns go to some traffic safety days, work with our local schools about traffic safety and like the school corridors. So that'll be a big part of it. And with gang enforcement, we talk today we can't only be focused on the enforcement side of these issues that has to be on the education. And that's talking about the prevention and intervention and our interns are gonna play a key role with that. And I think they'll very work very closely with the violence prevention partnership and some of their things. And just like Ali and I were just talking this week about several events that we have coming up that we're gonna have tabling with both the police department and in response and these community engagement officers that's exactly where they're gonna be. They're gonna be working there with us at our side at those events. Excellent, thank you. I really appreciate the thought they've put into being able to expand into that area within the guidelines and measure out. So thank you. Absolutely. And do we have any more questions or comments for Captain Kreegan and ASO Lawrence? Not seeing any hands. Thank you both very much for your presentation and answering your questions. And it was a really good presentation and thank you to the committee for all of your interest and taking this very seriously. It's really important to the whole community. So appreciate that very much. Thank you. Now I believe we move on to Recreation Use Services. Yes, good afternoon. I'm gonna go off script for a second. I watched in the presentations have noticed how many times the members of the oversight committee have taken to say thank you to the staff for the reports and everything. And I just wanna point out that we're doing our jobs and a thank you to all of you because you're volunteering to serve a very important oversight committee that builds trust with the community through accountability. So a big thank you to all of you. We've got a full oversight committee here for this meeting today. So start off with saying thank you. Also with Recreation, we're gonna do our presentation a little backwards because I'm so excited to talk about where we're headed that I wanted to get into the story before we got into the numbers. So I'm gonna kick off with where we're headed in Recreation with Measure O and with Neighborhood Services. It has been an honor to do presentations to you in the past and looking at the hard work and the creativity and the passion of all of the staff that I get to represent. But it's so exciting to not be talking about the past and not be talking about COVID but be looking forward to 22, 23 and where we think that we are realistically headed. So I am very excited with this presentation. With that said, in last month, we had our first program during spring break. Actually, could we stick with the other side for a minute, please? Last month we had the opportunity through spring break to have our program back at a school site. And that was the first time we had done that since 2019. And while it seems like a minor thing, it's a huge impact. Again, staff have been creative and finding ways to offer programs but the difference is usually we're serving anywhere from 25 to 40% of the youth when we come up with creative ways to offer a program at Church of One Tree or in one of the rooms at our community centers as opposed to the space and the resources we have available when we're partnering with the schools. So getting back on the campus was huge. You'll see the picture on the far left there, kids enjoying Safari Day. That is one of our recreation sensation programs which is our summer program. And we've got contracts in place and we're taking registration to have four programs this summer again, all at schools, which means we can serve 120 kids per site, 480 kids over the summer, which again, that's just a huge step forward from some of the other programs where maybe we're serving 40, 50, 60 kids. It's really, really big and important to us. So we're really excited to get that back up and on the ground and running at full capacity. In the middle there on the top, you see a photo that's a community gathering, the Spring Fest. And I believe that one is 2019 Spring Fest. That was one of the first events that got canceled in 2020 due to COVID. So the idea of looking forward it next year and starting to bring back some of those. I struggle with what to call them. Yes, they're community events, but when we're with the work that we're doing, they're family engagement community events. It is the term I've been able to come up with, but it's right, they're intended to get families to come and do these things together. A lot of our programs are focused, right? Summer camps that's focused on getting the kids somewhere safe, but it's important to create memories and build those opportunities for families to do something fun together as well when they do have time to spend time together and not just when we're providing childcare and those types of services. So we've had in the past, we've had Valentine's Day dances and Halloween events and Spring Fest. So looking forward to being able to run those events and start bringing those opportunities back together for families to have fun. The bottom center there, you see the pool. Having that as a resource of as we bring back our summer programs and these things, taking those field trips, going to the pool and giving the kids those experiences. So again, something that we're excited, that's another step back to getting our programs back to full force. And on the right side there, you see our sports programs are, and what I wanna stress there is again, the creativity, what we've done in the past of having smaller sports clinics and things so that we still have those opportunities for kids, but getting back to running our full leagues. And that picture there showing the kids as a team and a huddle with their coach, the coaching, the mentoring, that whole piece of it that there's just an element that's so exciting to see come back with junior warriors and dance and cheer, foot saw, all those different programs that are offered and to get back there and offering those in the gymnasiums and the different space that we haven't been able to use these last few years. So with that said, that's the story of where we're headed with 22-23. And now I will ask Jason Parrish to jump on if we go to the next slide, we can look at the number side of it and what that looks like. Thank you so much, Jeff. Chair Bailey and members of the committee, I'm Jason Parrish, the Administrative Services Officer for Recreation and Community Engagement. And so what you are going to see for the recreation use services is immediately with recreation is going to be a balancing. It looks like there's a $56,000 reduction. But what's happened is Jeff was able to come to a strategic agreement with Burbank Housing that allows us to provide some of the afterschool programs that we have been in the most impacted neighborhoods, utilizing Burbank Housing funding that they were able to obtain for those activities. What that does is ensure that the use services section itself remains balanced where before a year or two ago, we are looking at potentially having to make reductions in programs, heading into the final couple of years of the measure O because of inflation and growth in labor costs. And that's not gonna be the case now. So what you do see as a balanced budget overall, it's just that we've taken some of the temporary hours and we've moved them over to the change for kids. All the services are there and they're actually better, more stable now. And if you could forward the slide. So what you do see on the recreation slide is a supervisor with two recreation coordinators and one and a half recreation specialists. So that's the regular staff along with another one and a half recreation specialists in the general fund program that's not being presented tonight. And so measure O also goes on to support over eight full-time equivalent seasonal temporary employees and that equates to probably about 150 people working youth generally, working with the programs and out in the neighborhoods and providing the direct services that Jeff was mentioning earlier. And what they do provide for recreation as you could see below measure O helps with after school sites, recreation sensation, summer programs, sports and aquatic, break camps, family nights and field trips. What this shows is the full range of services that the recreation division provides is being packaged and provided to these kids to make sure that they participate as part of the overall community. And if you would like to forward. So, and again, the major budget changes right now are this new agreement we have with urban housing which looks at long-term growth in overall recreation programming even though it may not be directly in measure O but it's especially what Jeff and all the staff I've seen them doing is really focusing on following up from COVID because so much especially with measure O and neighborhood services have been impacted with the kids. They did the school with rec. And so now there's opportunities that they're chasing. And if you want to forward one more time and I will hand it over to the deputy director of community engagement, Macaulay Thomas. If I could just jump in, sorry with one thing that Jason touched on and I forgot to add in my piece and just to kind of stress that there are these other funding sources so that contract with Burbank housing some of the America Recovery Act money changed for kids some other resources that through COVID we moved a lot of our measure O resources to do different things. A lot of it having to do with after school programming some of the program areas we could run. What we wanna do is as we move back we wanna do everything we can to not have to stop doing what we were doing to move measure O back. So the Burbank housing and these things are huge that we're gonna be able to continue to do a lot of the stuff that we were doing during COVID and special COVID programs while we're also taking away that measure O money and bringing back some of those programs that we had to close to it. So it's exciting that some of these other opportunities have come up at the same time that we're able to really expand the services that we're providing next year, not just because of COVID but because we have some other resources that are non-measure O resources that allow us to for measure O to do what it was doing before the pandemic. So it really is exciting to see more programs being offered instead of just shifting resources from one program to another. So I do have a question before we go to violence. So I wanna make sure I'm clear. So some of the monies that was coming out of measure O to pay for the services, the bill is being picked up by Burbank. So is that correct? So we have a contract with Burbank housing. We still have some like permanent positions and different stuff that'll be providing and it's different depending on some of the sites but so oversight with some of the permanent staff and stuff is measure O positions but some of the costs of the staff that are at the site, the temporary employees at the site working with the kids and supplies and some of that stuff we're able to cover through the contract with Burbank housing, which means we're able to take some of that measure O money that might have been funding some of that in past years and put that back to bringing back, junior warriors basketball instead of closing some of those programs and bringing back some of those other programs. So there are other funding sources, the America ARPA funds, the America recoveries money is another one where we're in communication right now to continue something that we've piloted to run an after school program a stealing community center with Santa Rosa city schools and with that in two years of funding looking at beyond the extent that but again, it's not using measure O money that we weren't able to run some of those other programs now it's shifting to a two year program with ARPA funds and so that program can continue while that measure O money goes back to doing programs that it was funding prior to the COVID shutdown stuff. Okay, okay, I got it. Cause I was going to ask, are you going to create new programming but because of the shift, you're just going to be able to go back to what you was offering before the before COVID. Right. So yeah, without that ARPA money, the stealing program goes away if we bring back junior warriors because we need that measure O money to bring back. So then we're stuck with what new programs that we started do we want to keep and which old ones do we want to bring back but fortunately we've been although I identify some other funding sources where we'll be doing some of that shift of measure O while still having other sources to maintain some of the programming. So it's Does anyone else have questions for deputy director Tibbets regarding the or for is so parish at this time? Yeah, I have one question and I really appreciate all these programs. I see them every summer, especially in all areas of the city and they're just very important for everyone. Um, just quickly, I know that the measure O language says youth and parent programs. Are there currently active parent education and engagement programs as a part of your operations? So not as a part of our operations, but again, the violence prevention, which is about to present as long along with recreation, right? It's kind of the at one point we were all under the same umbrella and organization things. There's been a split. So in previous ones, I've kind of talked about recreation, really focusing on kind of a safety net approach of, you know, the broad programs and then a continuum of services through violence prevention and the choice grants and those things that they do that Magali will talk more about where there are some of those services that you talk about. Certainly we're right. We're referring to those programs. We're building relationships to these other programs where we get to know the families, the parents, those types of things and enable to refer to some of those other resources that are in the community through measure O as well. Thank you. And then I know, Kevin Kriegen, and I think it was a previous presentation to talk about the wraparound services as a part of the in response program. Is there access or a similar type of wraparound service when folks in your youth programs are identified as needing help for other reasons such as homelessness or, you know, abuse or those types of things? Is there some type of access to services? Yeah. So again, that works through the violence prevention partnership. You know, it's so important for recreation to be a part of the operational team and the policy team. And and I was, you know, involved very heavily in working with Magali and her team, because again, right, we're not going to be able to provide in recreation. There's there's a certain thing that we provide. What I think is important is that as we're providing that, especially when it's the measure O programming that have this bigger vision and this bigger goal is that we're doing some of that relationship building and how our programs are set up. So for example, our summer camps, having the same kids every summer as opposed to a traditional recreation summer camp that's usually registered by the week. It's really important that we're doing that consistently through the summer. We're getting to know the families. We're building relationships. Then they, you know, they're also in a sports program, these different things. They know some of these stuff for a really long time and we build those relationships where we understand, okay, this, you know, the situation has changed for this kid. The family dynamic has changed. One of those things are, you know, the number of situations like just in school of rec, I could think of kids, you know, that during that program went into foster care or these different things that happened. And then yes, we've got this whole network that we're connected with through Magali and her team at the choice grants to have a continuum of services and not just say, well, we're doing all this great stuff to get them here. And then we pass them off and good luck. Hope you make it to adulthood. It certainly needs to be that full round approach of continuing services for them and identifying changing needs, right? So as adults, our needs change from day to day. So kids feel that as well and making sure that we're aware of that and how we offer our programs. And so there's training for your staff on how to assist kids, youth, in accessing the next level of services if they're in a situation where they could use it. Yeah, we do some through the referral but that is certainly a piece I'd like to build on more. I've done that in some of the other areas where it's like, well, you know, when we do scholarships or some of those things, are we just giving a scholarship or are we also teaching them how to, you know, create their account and how to register for other programs or do those types of things. I think there's certainly room for us to continue to develop and grow with that of, you know, creating those tools we are looking through. Again, it's not a measure of funding source. It's a separate funding source that changed for kids which is the roll up of utility bills to possibly do some scholarships that would even potentially be outside of our own programming. So maybe it's a monthly membership for a family to something here locally that we could, you know, give a scholarship and offer those opportunities. Again, connecting them to more resources beyond just what we can provide. Thank you. Okay, any more questions for, I keep wanting to call Jeff, I've known Jeff forever. So Deputy Director Tibbets or for ASO Parish? I have a question for Director Tibbets. This is in, I'd like to preface this question with a few, some numbers I teach. Racing sexism classes in the state. In STEM, STEM science, technology engineering and mathematics and we're constantly looking at the data from different areas of the United States on the data related to different groups such as Latinx population, such as the Native American population and their presence in these STEM fields. Now, what the numbers show is that there are significantly lower numbers of Latinx and other ethnic groups relative to the Euro-American counterparts. They're lower numbers, but there are higher rates of them exiting the pathway to getting a STEM degree. And this is important because these folks having access to these STEM degrees and science allows you to go on to be a nurse, a dentist, nutritionist, doctors, all the things that service, all these things are, all these positions are critical, provide critical healthcare needs to the community. And the numbers also show that once these folks go out and become physicians, they're more likely to come back to the communities that they came from rather than someone else coming into their community. And last time these people can, they share same values, the same language. So, but what the numbers also show is that when these students are exposed to the sciences at early ages, they're more likely to go on into these fields and less likely to dissipate or fall out of the pipeline to become educated in the STEM field. So, are there any science related programs that you consider, the athletics are great, the love and teaches team sports and helps them keep up with their physical health? But what are you doing to promote science? And is that on the radar for you? Yeah, thank you for bringing that up. It's absolutely on the radar. We have taken some steps that I think are important steps and I hope that that's gonna lead to us doing more of it. So, some of the steps we've taken is while we're not running a designated program through our after school programs. And I'm kicking myself right now because before the last two times I came before you, I talked with staff to make sure I had my notes in front of me and this is the one I didn't talk to them about the STEM but I know this year we've started a contract and I don't have who that's with and everything in front of me. But we have somebody we've partnered with that's coming in and providing some STEM programming at our after school programs at Burbank Housing and the, again, it's not measure of funded but I talked about looking at possibly trying to establish another scholarship fund through recreation that would be tied into the measure of neighborhood services and those programming and looking at some of the traditional recreation programs that we have that have a higher cost to them that are STEM based. Some of the engineering and science camps and stuff during the summer. That's another thing we're looking at that is not the external connecting them to other but internal that we're offering. Can we scholarship some kids? So we find some kids who really through the after school program really connect to that STEM programming. Well, now can we look at getting that family engaged and getting them in one of these summer camps. So we're just kind of on the fringe of starting to take some of those steps and something else I'll point out where again it gives me the optimism that we're on the right path. I think we've got some catch up to, you know, be honest we've got some catch up to do with it. But again, we're working on the budget for the Steel Lane after school program that against through the ARPA funds a separate funding but it's part of our budget right now. There's a line item for how much are we gonna spend to bring in STEM stuff. That's not, you know, we haven't identified that specifically in the past. It's just been some extra curricular stuff. So it certainly is more on our radar than it has been. We're playing some catch up with those things and then we certainly have some goals and some ideas to help us get to those goals of exposing more children to these programs. Great questions. Are there any more comments or questions for Deputy Director Tibbetts or Jason or, Hey, so Jason Parrish. We don't need fancy titles. I know. I'm trying to give you your down here. I just want to make a quick comment that I think the partnership with Burbank Housing is great and I think very innovative. And I think in general looking at those kind of creative funding partnerships is amazing and allows us to do more impact with these funds by leveraging those additional resources. So great job and very, very exciting to see that all come through fruition. Thank you, Jenny Lynn. I was going to say something very similar. You said it better than I can. Just it's really impressive that I know the long-term relationship we've had with Burbank Housing and kudos to the staff for keeping that going and having them see the value of the programs that they're willing to put money into it is really amazing and wonderful. So thank you for that and all the work that you do. And I don't see any more questions or comments than we're going to move on to community engagement. Thanks very much for your presentation and all the work that you do. Good afternoon, everyone. Margarita is here, Director of Community Engagement. I also oversee the Vans Prevention Partnership. So we can go to the next slide, please. I also want to note that I try to write down some of the questions that came up which I appreciate all of them because I'm hoping some of them will get covered in this. But if not, please, please let me know how I can provide more information because I am very focused on some of the things that we're asked and I want to make sure to circle back to them. Okay, so with the Vans Prevention Partnership, we focus and we'll continue to focus on upstream approaches to serve our youth and families when it comes to interrupting violence in our community. And with the Choice Grant Program, we've been able to award over $11 million in grants. And as you can see from this slide, the focus areas have been pretty steady in school readiness, student engagement, truancy prevention, street outreach and mediation, workforce development. These core areas have been identified time and time again as important areas to focus on. So through the work that we've been doing with our partner agencies, we learned that violence is rooted in social structures that exist in San Rosa and many of which have to do with proximity and access to resources for community members. So our Choice Cycle 10 agencies have assisted us in counseling, parent education, which I know was one of the questions. We're very fortunate to be working with our CAP program, Fathers Who Needles, which is a parent education program, trauma recovery for youth and their families, as well as diversion and intervention services for youth, case management, training workshops, group activities, the range of care is very wide. And you can expect to see this to continue and be enhanced next year. And I also do wanna circle back to the question regarding case management. I think that's a really great, I'm sorry, not case management, a wraparound coordinator. That's a really great question and I wanna make sure to circle back to that. So the Violence Prevention Partnership via our Choice Funded Agencies, the policy team, the operations team, as well as the crisis response team have identified an area that is critical and important to address. And that is that once the pandemic hit, many of our agencies as larger entities had impacts on budgets, as we all know. And one of the first items that had to go unfortunately for many of these agencies was professional development. As we all know during the pandemic and much after, this is the time when we needed it the most to fully understand and grasp the scope and the range of need when it comes to our youth and families. So as a result of the Violence Prevention Partnership had begun a series of conversations and workshops grounded in trauma-informed care. Since the summer of 2020, as a collective community we all changed and we learned that we needed to show up better as an institution and with a stronger understanding of where our youth and families find themselves as well as to address our own trauma as service providers and our agency partners. So many of our boots on the ground folks are people of color and we needed language to be able to help ourselves as caregivers so that we could show up better for community, the community that we serve and on a day-to-day basis. So we have received and continue to receive positive feedback on the dire need for trauma-informed language and practices. So I can definitely talk more about like why this is important anecdotally and we are also collecting surveys on the direct service providers that we work with. This is a very specific need and it's really important for us to all have some collective language around you know how we work with our youth and family. So we've worked with the Hanna Institute and on the margins we've also been asked to continue to provide support for boots on the ground folks and anecdotally it's been transformational not just for our team but for the various city departments that have been joining us for these workshops and we're hoping to have surveys collected on the impact and how this has been helpful and useful for our agencies that we partner with as well as our organizations in our community. So if we can go to the next slide please. So in addition to some of the items on this slide one of the goals we had as a department when I started this position was to make sure that the community saw our team not only collaborate with our partner agencies and across city departments but to make sure that we utilize the incredible wealth and knowledge of the members of the violence prevention team. So staff, we are fortunate to have a team of staff who've been working with our committee for years and have created a multitude of programs that are not only trauma informed but are able to celebrate cultural wealth and have been building solid relationships with many community members for many years. Two of our community outreach specialists Gustavo Mendoza and Danny Chaparro will be running our school outreach program. So this program will run at a local middle school and high school. The program was born from the continuous need that we were hearing from schools, from administrators and seeing that we are experiencing and have been experiencing since the pandemic and uptick in violence at schools coupled with many of the negative impacts of sheltering in place like learning loss and lack of access to resources once sheltered in place. So this program will work with youth identified by restorative specialist and school administrators and personnel teachers. Our staff are using again trauma informed principles and they're gonna run a 12 week program to help youth with stress management, anger management as well as to serve as a bridge to our GPS which is guiding people successfully wraparound coordinator, Irma Cuerras. So they're gonna continue to help us identify youth and families who may need mental health support. Maybe their family is experiencing the need for rental assistance or they need to get connected to childcare programs and maybe they lost their childcare they need to get access to childcare. And so going back to our wraparound coordinator which is our GPS guiding people successfully wraparound coordinator. She's going to be leading our staff in a collaboration with Sonoma County regional parks to deliver green spaces for all faces which is an outdoor program promoting outdoor recreation and using our parks to decompress. The partnership strives to have one third of the participants of these pro-social programs be probationary youth. These pro-social programs also offer youth referred by probation, schools and community and their families. This is an opportunity to cultivate a support system and network with families that have similar life experiences. This opportunity to meet other families and parents with similar life experience reinforces family and community connectedness. We're also going to be building now and deploying the Mary Lou program which some of you may know and thank you all who were able to come out on March 26th for the reveal of the Mary Lou which is our retired low-rider patrol car that we are going to be using for several different engagement activities. So once we launch and develop the program it'll be centered around the principles that create and establish a sense of belonging for youth and families via series of engagement opportunities and speaker series and we'll have more to come on this. Our listening sessions will be continuing on. One opportunity that I wanted to highlight in which we'll be coming on April 30th from 10 a.m. to 11 a.m. at the Findlay Auditorium. Our new city manager, Marquesha Smith will be available for an in-person question and answer where we are trying to identify what the communities are, community priorities are directly from the community. We're especially trying to listen our team is as any impacts that mentioned youth and families or programs that community members would like to see. On May 21st from 10 a.m. to 2 p.m. the Violence Prevention Partnership as well as the other measure departments represented here will be hosting the wildfire ready program. This will be an opportunity for us to merge all the services and resources from not just this group but our mental health and wellness providers who are ever so present when emergency situations arise. And I did want to circle back also to member Hennet asked a very good question around what are our game prevention strategies? And we realize that we are competing with what games offer and that's on a very basic level, a sense of family, belonging and community. This year will also be very focused on connecting youth to pro-social activities, direct items like tattoo removal programs, identifying agencies who will provide livable wages and identifying employment agencies for folks who have been formerly incarcerated as well as creating spaces to celebrate cultural wealth which has been highlighted over and over not just in all of our meetings that we've attended recently but through our partner agencies and also documented in surveys like the ones that we recently launched a few months ago when we asked the community for feedback on sideshows that was one of the prominent themes. So we're a tiny bit mighty staff and we are hoping to expand capacity via our violence prevention partnership policy team who are the policymakers in our local nonprofits superintendents, elected folks who serve youth and families. So we're looking to utilize the thought partnership and network and the resources of our larger network. Also our operations team who are the boots on the ground folks and most importantly, directly using feedback from the community. So that is the end and I will actually pass it over to Anso Parish. Thank you so much Stella. So on this slide, what you get is an overview which is somewhat deceiving. So in the first two lines for salaries and benefits what's reflected there is the prior violence prevention manager left the city leaving the vacant position. Magali and her team at the time as she has said was most in need of boots on the ground. So that violence prevention manager is underfilled right now with the community outreach specialist and what we are anticipating is that the full violence prevention manager position will be back with us on July 1st and so that gives Magali an opportunity to again bring that position back into our operation. So what you're seeing here is a temporary personnel action that took place that within the city's budget system rolls through and so this will be corrected shortly and what you will have is a full team as well as an additional community outreach specialist. We're hoping if you look at the choice grant program what is reflected there is the overall increase in the program driven by the overall increase in sales tax. So the choice program is 35% of the overall collections of the use services section within measure O and so as the sales tax goes, so go the choice grant program. If you could forward the slide please. So again, as I mentioned, there's a temporary underfill of the violence prevention manager and that position should be available and ready to fill again come the start of July. All the choice grant funds, choice grants, excuse me are fully funded as well as the evaluation services for the program. Especially what both sides of the violence prevention as well as the recreation side are struggling with is the re-initiation of services. They're all about people. And so as we had to stay away from each other they had to struggle to redefine themselves and they did so beautifully. And so now it's the re-engaging fully with the community and having the community used to re-engaging with the programs. And if you want to forward that by one slide questions or comments. So I do have a question. It's in regards to, we talk about prevention and things of that nature. And I know sometimes we always think about programming program and programming. And I know we've been through a lot of rough times in the last few years. And so I wanna find out if there's anything that incorporates the whole family in re-creation. And I remember we used to have, I think Jeff mentioned the dances. So is there any other programming that gets the family being bonded together through re-creation, maybe a family fun day where it's all about just having games and playing games and being bad, toss, all that kind of stuff. Is there anything like that? They're with the after school programs on the recreation side. There are family fun nights where they do engage the entire family and the activities that the kids normally take part in. And is it, do you have it? Cause it says in the ordinance, it's in relation to neighborhoods that typically would have a higher, gain prevention, you know, gains. And so I don't necessarily see that for certain areas. I know they have it with programming, but not in general within the community. Like, you know, like for instance, I live by Roseland. So I haven't seen anything like that where, oh yeah, that's cool. Let me take my family down to the park and do something. You know what I mean? I'm looking for something like that because it's keeping people occupied. And then also dealing with the trauma. But if you have the family involved in the activity, they might wanna do more of that than to always be doing trauma, trauma, trauma, trauma. So that's what my question is. And I wanna see if there's anything like that or you guys thinking about doing something like that in the future, where it's more maybe in the neighborhood inviting the people in the neighborhood that may not necessarily need wraparound service. Yes. Thank you for the question. And yes, so one of the things that we've started to do now that we have the opportunity to safely be out is to partner with some of our local agencies. Because again, celebration of cultural wealth is a giant theme that we don't wanna ignore. And just celebration in general, right? That's the piece that we've been missing throughout the pandemic. So we do have some things in the works that are partnering, expanding our capacity with partnering with different organizations. We're gonna bring back the Violence Prevention Awareness Series. Some of many of those have to do with, you know holding them in community with families, inviting families. We have a couple of things coming up that we haven't necessarily advertised quite yet. But, you know, the wildfire array series I know is like, you know it is kind of one of those programs where you're going and you're getting a lot of information and but you're also trying to get resources for trauma but we will have engaging opportunities for youth, right? And we will be working with, you know both the chiefs to look at, you know when we're looking at recruitment like how, you know, for agencies like how do we start with our committee members here through engagement? So we are looking at doing both. I don't wanna over promise cause I feel like I haven't officially titled some of the projects that we have happening but through the Office of Community Engagement we do also have a fund which is the DEIB spaces which we are working on creating language around how community members can apply to that funding. And that is just that is how do we celebrate culture with family, with youth, creating those spaces. And then with some of the funding that we identified we're not necessarily going to do a full mini grant program in the way that it's been seen before but we wanna make sure some of that funding does go to address some of the very specific things like the tattoo removal or pro-social activities for youth. So I hope that kind of answered your question. A little bit. And I'll touch on the recreation side of it and I'll say Vice Chair Miner so I can also get in on the game of fancy titles. I appreciate you bringing that up. It is absolutely something that's on my radar. Certainly it's a component of Measure O and what we're doing with Measure O but I would take it a step further and say that that's something that I'm looking and evaluating as far as the City of Santa or as a recreation division. There has been quite a period of time now where we've stepped back on some of that stuff across the board for a number of different reasons usually tied to budgetary restrictions but that is certainly a very big priority for me to get recreation more into engaging back to some of the type of programming that we've historically done that there's been a gap of over the last decade or so where we've lost a lot of that type of programming and as we build that back making sure that we're doing it equitably across the city utilizing Measure O as well. So while it's certainly a Measure O point and I appreciate you bringing it up in my mind it's also a bigger city wide recreation what is our role in the community and what we're doing whether that's us putting on things or just our involvement and what's going on with the community. So this weekend there's the Earth Day event in Courthouse Square recreation is putting on the family activities at that event for the kids and stuff. We haven't had a big role in that in the past even though it's city organized. So where things are city organized how do we get more engaged with the community when it's not city? How are we, you know, our connections and, you know, I know I believe you've been involved with the MLK day and night festival where I used to be super heavily involved with that with organizing the movie night and doing all that stuff on behalf of the city and some of those connections and stuff have been lost over time as priorities have shifted. So there's a lot of work for us to do across the board in terms of just recreation and not just Measure O but hopefully we'll see progress in that soon. It's certainly a goal of mine. Okay, thank you for that. You could just give me a call because I, in relation to that. Yep, absolutely. Do we have any more questions? Let's see. I had a question. So a lot of times with infrastructure sales tax measures, there's an X factor to the dollars that are raised from the sales tax. So, you know, you get X amount local and that is leveraged for matching state and federal. For a lot of your programs, it seems pretty clear that I've had 11 million over since 2006 to choice that's leveraged a lot of additional dollars within other organizations. Do you have a tally? Do you know what that X factor is of how much additional funding was attracted to these types of programs because of these funds? I don't believe we've actually gone through and done the tally of what all the matching funds is. What I can say is one of the most significant additions, ongoing additions in the measure O program has been the GPS program. And the GPS program funded by probation department to be able to ensure that the most impacting kids have the ability to reintegrate into their neighborhoods and to make sure they're wrapped around with services. And so that provides an entire community outreach specialist every year, just right off the top. And that's Magali and her staff are able to leverage that because of the matching opportunities from the choice grants we're already providing to social advocates for youth and the other major nonprofits in the community. Oh, I just want to add that percentage wise. Our granted agencies, they have to match 50% and 25% of it could be in kind. So we can, we can assume that the 11 million was at a minimum 16 and a half million in actual service dollars. I'd say that's a reasonable estimate. I appreciate that. I want to dovetail a little bit off of Vice Chair Miner's question. A lot of the language and the ballot measure around the youth services does have geographic specification. And it seems like that lends to also needing to track certain social and economic factors within the neighborhoods. I know the county had done the portrait of Sonoma County, which had given us a pretty good geographic understanding of kind of where those areas are in Santa Rosa back when that came out. Has that been ongoing? Is that type of data utilized in the targeting of the programs? And if there was an area where I would love to see a follow-up, this is probably it, because it seems to be the most intricate in aspect of the measure of ballot measure language that's probably fairly hard to tackle. Yeah, that's a great question. And we did have our own report that we released in 2016 with a lot of that information of really getting into the targeted populations. Now we have the opportunity to use some of the other resources that are available, such as the portrait of Sonoma, but also here at the city, we have equity priority groups and really incredible work that I'm just going to name Beatriz Guerrero from our planning department has been putting together. And I think we'll be really kind of crucial in looking at how we provide services. But, and the other piece is our team works on providing an update for, this is what our agencies did. We have an RBA model, which is results-based accountability. So we ask, how much should we do? There's three questions. How many people participated? Are we better off? Do we turn the curve basically? And so we also, you know, as part of what we strive to do in a timely fashion as we possibly can is to provide these reports to the community so that community members know, like this is what our partner agencies are working on. This is where the funding is going. And then we can talk about how collectively we're working with them to sort of expand that reach. Awesome, thank you. And then just one last question. It's so easy to focus on youth and there's that one word in there of parents also. And I know you said family a few times, but are there specific programs that are being targeted towards parents around the educational directives in the measure? Could you tell me more about what do you mean by educational directives? What would the police grants the ballot measure references youth and parent programs? And so I'm just wondering what choice grant programs we funded that specifically target parent education? Yes, thank you. So one of our choice cycle 10 agencies that does that specifically is CAP through their father's news programs. But we also do parent education through LifeWorks, which is one of our mental health service providers. And also really honestly, most of these programs even our reach program at the Boys and Girls Club, they work a lot with the families as well as the youth that are currently in juvenile hall. I mean, I'd love if I can send over this 2020 choice update report, but yeah, the father of some of those L-N-C-P-I, which is a child parent institute. Yeah, they also, I'm sorry, I'm like looking specifically through our 2020 updates. I could give you the most accurate information, but yes, we, most of our agencies work with the youth and families. Excellent, thank you. And just one last question, this can be a follow up to, I usually try to send these types of detailed questions ahead of time and I didn't, but I was actually participating in a CPI training, specifically around training, concerning folks with developmental disabilities, often including folks on the autism spectrum and folks that don't have language. Our aspects of our programs, we make sure that there are some available in Taylor for reaching into that community because they have higher rates of moping victims of various types of crimes and such. Unfortunately, I can't say with certainty that the specific programs that we are funding have a focus on that, but definitely is an important Jason. I was just going to say, as part of the general recreation programming, we do our summer and winter camps. In the summer camps, we also host at Howard Park Camp Kennedy and a second camp whose name is escaping me at the moment that are centered on children with disabilities and they're completely free to the participants and they run in parallel with the normal camps. And so the activities are there for the kids and they have a very high level of focused staffing for them. Thank you. And maybe we can follow up offline about that. I apologize for not sending that ahead of time. So thank you for your presentation tonight. Thank you. And I just want to say one more really quick thing to member Atkinson, I remembered your question. In terms of representation and STEM and our use of color, one thing we, one program we did participate in very recently was the Latino Family Educational Summit at Sonoma State University. That is a program that I founded many years ago and I'm having a really difficult time letting go of. So our staff was able to participate in table, but we're really hoping that next year we can have a bigger footprint. It is specifically working with Latino youth and families and it's an invitation to the various departments, at Sonoma State. And when I was specifically doing the program, it was a call to the STEM and also business and nursing and those departments to connect them with you. So again, next year hoping to have more capacity and more participation in that program. I do have another question in relation to what Nick was talking about. We was supposed to have the scorecard come out at the beginning of this year. So am I understanding that you no longer gonna do that? You're gonna rely on other data? Is that the case or is that something that's still gonna be present? Because I believe that was funded out of measure O? Yeah, thank you for that question. So we are looking at, my hope is to be really consistent since upstream investments put together a really beautiful 2020 report and update. We're hoping to give folks the 2021 at some version or iteration of it because we also wanna make sure that we close out cycle 10 so that we can effectively tell the community, during this two and a half year period, this is what our agencies were able to accomplish. This is how they supported the community. The more robust, I don't wanna call it a report card. Why am I blanking right now? It's called the community scorecard. The scorecard, thank you. The more robust scorecard, to be honest, we are trying to find ways financially to support that just because some of the resources and services that we were counting on before on that and are not available anymore. So with our partners, because we got to something that we wanna get a third party so that the community knows, we're not making up our own numbers, there's sort of that accountability factor in there. So there will be a cycle 10 report out, but if we're having to consolidate efforts, I don't know if the 2021 report out will be as robust, but it is on our radar to do a scorecard given the opportunity that funding is available. Okay, because there was some pieces that's missing out of the portrait where the scorecard did pick up on. So I don't know that's beneficial to Santa Rosa only. So I don't know, you might have to take a second look at that to make sure that the community is receiving the proper data to continue to work out their pieces in programming because that was one of the data points I did use for programming here in Santa Rosa. So I wanna make sure that it was told to us, oh, it's gonna come out this year. And now you're saying there's not enough money to have that come out. So I wanna make sure that the data that we receive as community is comprehensive and the portrait doesn't hit all of the comprehension points. So I wanna make sure that you guys keep that on your radar because I'm gonna be looking for that for the work that I do in the community. And I really appreciate that comment. And I also wanted to just mention that in it's sort of larger the totality of the scorecard, it was wonderful. There was great information there, but it was 80 pages and also, which is necessary, right? But in terms of becoming accessible to community, that's also like a middle place that we wanna get to is like, if we're gonna spend the funding on this, we wanna make sure that as many community members are accessing it and understanding it, and it's a piece that will be used by many folks. So I just wanted to put that out there as well. Pictures are always good. So do we have any more questions or comments for community? I always forget your title of your department. We are the Office of Community Engagement and Violence Prevention Partnership. Thank you. Any more questions or comments? I guess I have one question for you, Megali. Is the money for the scorecard come from Measure O money or is that something that comes from the county? That is directly from Measure O funding. So is it in the budget for next year? It looks like a no. It wasn't included in the budget for next year, but there is available fund balance too, and that should make it available to put it into 2324. Oh, so it won't be for the next couple of years then. We won't have that report. Not in sort of that 80-page version. Okay, the data is available, but we just in terms of how to put it together, the cost of putting it together is prohibitive. Is that what you're saying? Okay. I just have to say for in terms of us moving out and asking the community for more money to expand Measure O starting in 2025 when it's on set, that this is going to be a really important report to have. And it's disappointing personally to me that we don't have that information right now. So whatever information you can pull together, I think it's going to be really needed for the sales tax measure. And if I can just briefly expand on that. I don't know if an 80-page follow-up is necessary. Like a reporting structure where there's a every five-year, 80-page more in-depth one, but something where we get the two to three-page update or you pick the top indicators, the top leverage points that we should be tracking annually so that we know that we're still on course until we get the next in-depth report. It might be worth, well, we're an oversight committee, so it's not my place to tell you what it's worth, but I know it'd be worth for me a lot as an individual voter. And I really appreciate that. And so here's the, I wish I could just figure out how to put this in the chat box, but this is our 2020 report. And the reason why we love this so much is that the language is super accessible. There's wonderful infographics. It talks about place-based programming. It does identify lots of great results-based accountability information regarding our community. It also talks about the individual served and it does provide this really beautiful map that you can't tell and it's color-coded. So we'd love to be able to get this over to you if that's an opportunity. So this is kind of what I mean. It's like we'd love to keep doing this on a year-to-year basis so that you can see the progress that we've made and what our organizations have worked on. And this is like incredibly accessible language and information. Okay, great. Yeah, I think it would be great if you would put that information. If you send it to me, I can get it out to everyone. So then I have another follow-up question. So that report that you just showed us, is that something that you guys do internally? We have to pay for that. Just because unfortunately we don't have enough staff to support the work and to do the evaluation and to put the whole thing together, it's many, many hours. Okay, okay. Thank you very much. Are there any more questions or follow-up comments? Well then I think what we should do next is go on to public comments. Are there members of the public waiting to make comments? There were no emails received and I see no hands raised. Okay, great. Then what we need to do then is to need a motion to approve the budget as it is proposed and a second from someone. So who would like to make a motion? I'll move to approve the budget as proposed. Thank you. Second? Yes. Jenny? Okay. Okay, thank you. And then I believe we need to vote. Is that right? Will we do comments prior to voting? You want more comments? I thought we had comments already. I was just doing questions, but I'm happy to go to a vote if that's not in our process. No, that's fine. We think that we can have comments now. It would be good. I didn't realize you wanted something. Thank you for bringing that up. I was always, I always wait for public comments to finish before I actually made comments. Gotcha. My sole comment is, I just want to commend all the staff and specifically recognize the ASOs. I know how much work it goes into producing what looks like a simple one pager when it gets to us. And I know it's not that simple. So just thank you everyone. I just want to say that we're 18 years down the road and it is incredibly impressive, both the success of these funds and how well the city has maintained consistency in spending the funds the way the voters had intended with the original measure out. I think, well, without a doubt, I can proudly vote to support this and say that the voters intent has been not only met but likely exceeded from where it was 18 years ago. So thank you all for tonight's presentation and good luck at council. And anyone else like to make comments? I don't see anyone. So I guess the next thing to do is to vote. So is that something I do or someone else does? Yes. Member Hennett. Member Hennett. Member Holmes. Okay. Member Holmes. Member Atkinson. Member Kaston. Hi. Chair Bailey. Hi. Vice Chair Miner. Hi. Member Smith. Hi. Member Atkinson. We couldn't hear you, but it looked like you said I. Is that correct? That's correct. Thank you. Let the order reflect that all subcommittee members have approved the proposed budget. Great, thank you very much. And I want to thank all of the presenters and for their presentations and the committee for all your interest and concern and study that you do before you get here. And thank you all for all you're doing and all the work that's done is just remarkable in the community. I am 100% convinced we need to pass another sales tax measure so we can continue the great work that's been happening. So I guess it's time to close the meeting and it's 5.58 or two minutes early. I look forward to seeing you all and I hope you enjoy the rain as much as I do. Thank you, everybody. Thank you.