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From YouTube: City Council Study Session | Apr 25 2022
Description
City of Palm Springs City Council Study Session, held April 25th, 2022
A
A
A
C
C
C
Second,
one
is
the
the
new
a
new
pickleball
courts
as
as
requested
through
measure
j.
The
major
j
minutes
of
march
17
2022
recommended
yes
for
a
regular
major
j
fund
engineering
is
to
review,
ensure
there
is
no
less
no
net
loss
in
the
tennis
courts
in
the
city,
I'm
here
to
ask
the
city
manager
and
each
member
of
the
council
to
include
the
funding
of
new
courts
in
amount
of
one
million
dollars
in
the
next
year's
budget
and
improvements
to
the
existing
courts.
D
David
feltman
palm
springs,
hello
on
the
tv
screens
to
the
council
members
mayor
mayor
pro
tem
council
member
staff.
Thank
you
well
last
week,
I
said
I
would
do
my
homework
after
speaking
on
thursday
night,
and
I
did
do
my
homework
and
read
the
staff
report
and
I'd
like
to
just
make
three
points.
I
would
ask
the
council
and
the
staff
to
please
make
capital
projects
an
associated
accounting
for
these
projects
transparent.
D
D
D
B
D
B
B
B
Naomi
soto
you're
live
at
the
city
council.
You
have
two
minutes
to
provide
your
comments
and
you
may
begin
hi
good
evening.
My
name
is
naomi
soto.
I'm
vice
chair
of
the
measure,
j
commission
and
I
just
wanted
to
make
a
few
comments
on
some
items
that
I
noticed
that
were
noted
with
measure
j
funds
as
well
just
kind
of
as
a
resident,
some
things
that
I've
seen
needed.
B
So
just
a
couple
of
points
around
the
measure,
j
funded,
so
item
number
17,
an
engineer,
project
manager
as
well
as
the
item,
40
and
41,
are
all
noted
as
measure
j
items
and
at
least
for
17
and
40.
Those
are
items
that
the
measure
j
commission
has
not
discussed
in
any
form
whatsoever
and
so
just
want
to
make
sure
that
the
council
is
fully
aware
of
that
that
that's
not
something
that
we
have
discussed
around
item
41
around
the
plaza
theater.
B
B
I
recognize
in
particular
for
the
engineering
project
managers.
It
would
greatly
improve,
but
that's
not
something
that
there
has
been
a
ton
of
unison
on
so
just
kind
of
putting
that
out
there
for
the
council's
awareness-
and
I
just
wanted
to
note
something
that
was
particularly
troublesome
for
me-
was
around
the
fact
that
they're
not
recommending
a
digital
communications
manager,
but
there
is
a
recommendation
for
a
hundred
thousand
dollars
for
a
branding
guide
as
well.
B
Fifty
thousand
dollars
for
a
party
when,
as
a
resident,
I
can't
even
tell
which
park
is
gonna,
be
open
and
functional
or
which
water
facility
is
gonna,
be
open
for
my
toddler
and
infant,
and
so
I
go
to
cathedral
city
to
be
perfectly
perfectly
frank,
because
their
facilities
are
tend
to
be
open
more
regularly.
So
I
think
the
communications
manager
to
help
facilitate
a
lot
of
the
social
media
content
would
be
extremely
valuable,
and
I
look
forward
to
discussing
this,
especially
with
the
metro
j
funds
at
our
next
commission
meeting.
B
B
I
would
just
like
to
suggest
that
if
there
is
a
surplus
right
now
that
the
land
called
boulders
and
crescendo
should
be
donated
for
land
conservation,
as
was
originally
expected
when
it
was
given
to
the
city
from
westman
or
or
obtained
from
westman
and
or
at
least
to
put
a
conservation
easement
on
it
again,
as
was
expected,
so
I
would
very
much
like
to
stress
that
that
would
be
great
for
many
many
many
reasons,
all
of
which
I
think
have
been
discussed
numerous
times.
Thank
you
very
much.
F
Thank
you,
madam
mayor
and
council,
we're
here
this
evening
to
have
a
first
presentation
and
discussion
about
the
next
fiscal
year
budget.
So
this
is
a
pretty
lofty
document
and
a
lofty
exercise.
So
I
recognize
that
there's
a
lot
of
context,
probably
missing
from
the
staff
report,
which
we
hope
to
illuminate
a
little
more
this
evening.
So
just
to
take
us
back
a
little
bit.
F
You
will
recall
that
last
year,
around
this
time
we
were
presenting
a
budget
for
the
fiscal
year
that
we're
still
in
right
january,
1st
until
june
30
of
this
year
and
you'll
recall
that
we
were
still
in
the
middle
of
the
pandemic.
That
budget
started
to
show
recovering
revenues.
So
some
of
the
positions
that
were
eliminated
had
been
restored,
but
at
that
time
we
really
still
weren't
even
fully
recovered
and
still
had
a
number
of
vacant
positions.
F
We
engaged
in
a
strategic
planning
exercise
in
november
that
helped
us
establish
a
broad
range
of
strategic
priorities
and
since
then,
staff
has
been
meeting
on
the
side
and
basically
coming
up
with
proposals
to
meet
the
needs
of
those
priorities
to
tie
future
investment
to
those
goals.
So
this
evening,
we're
mostly
focused
on
the
general
fund,
which
is
the
city's
main
operating
fund,
but
there
are
others
in
the
city
that
are
equally
important.
A
large
enterprise
fund
is
the
airport
fund.
F
F
After
looking
at
our
revenue
projections
and
making
sure
that
you
buy
in
generally
to
our
pro
approach
to
forecasting
future
revenues,
we're
going
to
look
at
our
base
expenses-
those
are
expenses
that
essentially
council
has
already
committed
to.
So
those
are
the
departments
we
all
know
very
well
like
police
and
fire,
but
it's
also
some
of
those
new
positions
and
things
that
were
allocated
over
the
course
of
the
last
year.
F
Now
the
base
budget
does
grow
over
time,
because
we
have
inflationary
pressure,
we
have
things
like
increased
costs
for
fuel
when
we
adopt
mouss
with
our
bargaining
units,
those
generally
contemplate
increased
commitments
to
payroll
and
benefits,
and
some
of
those
things
so
we'll
describe
for
you
at
a
high
level.
What
is
driving
the
increases
to
the
base
budget?
So
some
of
the
new
revenue,
that's
coming
in
to
kind
of
shortcut
to
the
end,
is
committed
to
increases
in
the
base
budget,
not
new
programs,
but
to
make
it
really
easy.
F
What
is
part
of
the
base
and
what
we're
proposing
for
new
investments,
we've
kind
of
segregated
all
of
the
new
requests
and
we'll
look
at
those
individually.
So
it's
really
clear
where
we're
proposing
to
invest
in
new
programs
and
services.
For
the
most
part,
the
general
fund
is
preoccupied
with
our
operational
divisions,
so
those
are
mostly
requests
for
personnel,
but
not
exclusively.
F
F
So
we'll
look
at
all
of
that
get
your
direction
and
then,
as
I
said,
anything
else
we
need
to
do.
This
is
our
first
meeting.
So
if
council
wants
to
look
at
in
more
depth
in
a
particular
area
of
the
budget,
whether
that's
a
department
or
you
know
a
category
like
personnel,
we're
looking
for
that
direction
as
well
as
direction
on
where
we've
proposed
making
investments.
There's
a
lot
of
context
and
I'll
explain
some
of
that
as
we
go
through
these
requests
for
funding
some
of
even
what
was
mentioned
on
the
calls.
F
There
are
instances
where
it's
not
that
staff
isn't
proposing
a
position
eventually,
but
timing
becomes
a
factor
right.
So
so
sometimes
we
think,
let's
say
a
communications
position
is
likely
valuable,
but
we
don't
think
we're
ready
to
describe
that
position
to
cost
it
out
and
to
do
everything
that
might
be
involved
in
the
budget
process.
F
Whatever
conversation,
we
don't
conclude
this
evening
and
then
we
have
opportunities
to
present
any
follow-up
information,
basically
until
mid-june,
where
we
aim
to
adopt
the
budget
on
time
ahead
of
the
july
first
start
of
the
fiscal
year,
even
that
just
to
comfort,
everybody
is
not
the
last
bite
of
the
apple,
as
we
know-
and
I
just
described
over
the
course
of
this
current
fiscal
year.
We
made
numerous
budget
amendments
when
we
saw
opportunities
to
make
new
investments
and
knew
that
we
had
the
revenues
to
do
so.
F
G
G
With
exception
to
touching
any
of
the
salary
information,
we
went
ahead
and
met
with
most
almost
all
department
heads
with
the
city,
manager
and
finance,
and
after
we
did
that
meeting,
I
personally
went
through
and
looked
at
each
line
item
by
item
by
department
and
if
I
did
see
a
spike
in
a
certain
expenditure,
maybe
contractual
services
or
travel
and
training.
I
went
ahead
and
called
the
department
we
talked
about
it
and
until
it
made
me
feel
comfortable,
and
that
was
how
we
got
through
this
year's
budget.
G
The
next
slide
is
going
to
go
ahead
and
show
you
our
sales
taxes,
basically
our
major
major
taxes.
So
if
you
notice
in
19,
we
had
sales
taxes
23.4,
we
dropped
when
covet
hit
to
20.9
we're
estimating
this
year
to
be
at
30.1
million
property
tax
slightly
goes
up
each
year
that
really
didn't
change
too
much
with
covid,
except
for
they
did
extend
payments
out
another
year.
If
you
could
not
afford
your
payments,
the
state
said:
okay,
we'll
give
you
one
more
year
until
you
can
get
caught
up
cannabis.
G
G
Now
we
go
on
to
the
expenditures
we
were
all
very
careful.
We
did.
Very
each
department
was
very
careful
and
spending
it
during
the
covid
process.
So
if
you
look
at
1819
it
was
140
and
then,
when
covid
hit,
we
went
down
to
124
and
even
even
lower
in
2021,
and
then
the
increase
in
21,
22
and
22
and
23.
G
G
H
We
need
a
tutorial
on
this.
Is
it
on
okay,
good
evening,
mayor
mayor
pro
tem
council
members,
I
want
to
walk
through
the
fun
balance
schedule
with
you,
it's
on
page,
seven,
just
for
making
sure
we're
all
on
the
same
page,
but
the
fund
balance
is
really
an
accumulated
surplus
over
time.
So
at
the
beginning
of
22
we
had
a
fund
balance
of
52.4
million
dollars,
we're
in
the
third
column
over
the
green.
Just
it
says
fiscal
year,
2122
estimated
actuals,
so
52.4
million
is
where
we
started.
H
H
The
excess
52.7
million
is
for
the
city
manager
to
make
recommendations
to
the
council
on
how
to
spend
that
gives
us
a
total
fund
balance
of
82
million
and
with
our
calibers
reserve.
The
fund
balance
we
anticipate
ending
with
at
the
end
of
22.
Right
now
is
113.9
million
dollars
be
more
than
happy
to
take
any
questions.
There's
any.
H
H
H
A
H
C
G
All
other
sources
of
revenue
can
consist
of
charges
for
services
permits
anything
that
you
don't
see
here.
We
have
a
lot
of
building
permits,
a
lot
of
building
costs,
fire
inspections,
recreation
fees
that
we
collect.
It's
all
other
sources,
rather
than
the
main,
the
main
taxes
that
we
you
see
at
the
first
page.
C
G
You
will
see
when
we
do
the
budget
in
a
brief
it'll
list.
Every
revenue
account
that
exists
there
and
if
we
want
to
see
more
of
them,
I'd
be
happy
to
bring
them
and
put
like
them
on
a
slide.
So
you
can
see
all
revenues,
but
it
mostly
we've
always
been
focused
on
the
main
revenues,
which
is
the
taxes.
H
C
E
Thank
you,
mayor
nancy.
I
just
have
a
question
about
this
slide,
showing
the
projections
and
thank
you
for
including
the
information
pre-pandemic,
because
I
think
it's
really
important
to
look
back
at
the
last
few
fiscal
year
cycles
and
budgets
and
not
just
compare
to
the
last
one
which
was
both
you
know,
actually,
a
post
pandemic
that
we're
not
post
pandemic,
but
a
post
shutdown
boom
right
and
so
could
you
just
detail.
It
looks
like
you're
really
comparing
and
your
projections
are
much
more
similar
to
this
past
fiscal
year
than
the
pre-pandemic
years.
G
Well,
what
we
see
today
in
our
financials
is
t.o.t
is
very
high
right
now
and
I
can
to
continue
to
see
that
going
on
I'm
I
budget
very
conservatively.
So
that's
why
justin
had
mentioned.
We
could
probably
come
back,
but
we
did
what
we
see
happening
this
year.
I
slightly
bumped
it
up,
maybe
two
percent
on
most
for
next
year,
so
I
didn't
want
to
go
crazy
and
go
well
predict
that
it's
going
to
be
10.
I
want
to
be
a
little
bit
more
conservative.
We
need
to
come
back
quarterly
or
mid-year.
G
E
Thank
you,
that's
really
helpful,
and
I
do
know
that
you
usually
project
conservatively
and
that's
sort
of
the
debate
we
had
pre
pandemic
or
right
at
the
beginning
of
how
much
it
would
affect
our
budget
and
how
much
we'd
have
to
reduce,
and
so
you
know
that
seems
like
the
important
thing
here
is
is
projecting
that
out.
So
I
appreciate
your
expertise.
Thank
you.
G
And
I
do
have
a
report
that
I
keep
on
these
by
by
every
month,
so
that
should
be
able
to
I'll
give
it
to
you
at
the
next
meeting.
If
that
works-
and
I
I
think
I
stepped
out
of
my
bubble
a
little
bit
more
with
justin
said,
don't
be
so
conservative,
you
need
to
step
out
of
your
bubble.
The
only
thing
I'm
worried
about
is
right.
G
Now,
inflation,
we
don't
know
what's
happening
again,
so
that's
another
factor
where
I'd
I'd
rather
come
back
and
and
in
a
quarter
and
say
this
is
where
we
are
right.
Now,
let's
bump
up
the
revenues
a
little
bit
more,
instead
of
coming
to
you
and
saying:
well,
I'm
sorry
we're
not
going
to
get
an
extra
5
million.
So
we're
going
to
have
to
you
know,
cut
all
the
operating
expenses.
I'd
rather
add
than
have
to
subtract.
A
A
G
F
F
I
would
venture
to
guess
there
haven't
been
very
many
periods
in
palm
springs
history,
where
we've
had
the
opportunity
to
make
this
kind
of
investment
in
one
time
or
ongoing
expenses,
and-
and
we've
largely
taken
advantage
of
that,
we
always
want
to
be
careful.
Knowing
that
things
come
up
mid-year,
we
could
think
of
a
handful
of
examples
this
year
that
weren't
part
of
the
early
budget
conversation
but
turned
out
to
be
significant
priorities.
F
So,
as
we
go
through
the
individual
categories,
what
I
would
say
is
overall
we
wanted
to
do
a
handful
of
things.
One
we
did
want
to
be
assertive
in
spending
not
to
the
detriment
of
our
financial
position.
In
fact,
as
the
finance
director
described,
we
still
want
to
be
reasonably
conservative
so
that
we
don't
need
to
cut
later
and,
as
the
mayor
pointed
out,
it's
easier
to
add
than
than
to
cut.
But
that
said,
we
also
don't
want
to
leave
a
lot
of
money
on
the
table.
You
can
see.
F
I
may
have
not
recommended
a
certain
investment,
not
because
I
don't
think
it
stands
on
its
own,
but
because
of
other
operational
considerations,
so
I'll
outline
a
few
of
those,
but
ultimately
some
of
it
just
comes
down
to
timing
right.
So
something
like
a
communications
position,
I'll
just
use
that
one
as
an
example.
I
certainly
think
we
need
one
but
we're
also
in
the
process
of
re-envisioning
how
that
department
operates
and
likely
bringing
on
a
position
that
council
has
already
approved,
which
would
be
kind
of
a
chief
communications
or
public
relations
officer.
F
Well,
is
that
person
going
to
be
very
adept
at
one
thing
or
another?
Maybe
it's
social
media
and
digital
presence?
Maybe
it's
other
traditional
forms
of
marketing.
How
are
we
going
to
use
the
other
team
members
as
we
reorganize
this
vision?
It
leaves
a
lot
of
questions
so
in
recommending
that
we
don't
fund
that
position
now
as
part
of
the
budget.
What
I'm
really
saying
is
I'd
like
to
evaluate
what
happens
after
we
grow
the
team.
F
A
little
bit
assess
our
strengths
and
weaknesses
at
that
point
and
then
tailor
a
position
to
whatever
our
needs
are
thought
to
be.
At
that
time.
We
could
just
as
easily
add
something
like
that
as
an
appropriation
as
a
placeholder,
but
I
didn't
want
to
miscommunicate
especially
to
the
staff
team
when
it
came
to
making
those
recommendations.
F
F
And
then
the
group
of
us,
along
with
the
finance
team,
got
together
to
make
final
recommendations
based
on
what
we
think
are
the
overall
needs.
A
lot
of
consideration
goes
into
that,
including
the
position.
We
think
the
department
is
as
a
starting
point
right.
Some
some
are
keeping
up
differently
than
others,
so
it
wasn't
about
giving
everybody
an
equal
amount.
It
was
about
looking
at
the
starting
place
of
each
department.
Looking
at
the
merits
of
the
request,
understanding
the
consequence
if
funding
was
provided
or
not
provided,
and
then
balancing
all
of
those
requests.
F
In
light
of
our
available
funding
and
like
I
said
preserving
enough
that
we
could
go
into
the
fiscal
year,
knowing
that
we
can
still
make
some
additional
investments
over
the
course
of
the
year,
so
that's
kind
of
what
underpins
all
of
this
and,
as
we
start
at
the
top
of
the
list,
you'll
see
two
positions
proposed
to
be
added
to
finance.
We
have
some
one-time
costs.
Those
are
generally
related
to
things
like
computers
or
furniture,
or
something
that
we
might
need
to
outfit.
A
new
team
member.
F
F
important
to
note
with
our
finance
department
like
a
lot
of
departments.
They
provide
an
internal
service
right
and,
and
we
want
to
make
sure
we're
doing
more
to
help
our
team
understand
their
operations
from
a
financial
perspective,
so,
in
particular
with
a
budget
manager
we're
able
to
offer
more
assistance
to
our
departments
in
understanding
their
financials,
helping
them
prepare
budgets
and
do
those
kinds
of
things.
Nobody
really
owns
that
position,
which
is
why
we
have
the
director
and
assistant
director
leading
the
conversation
today
and
then
with
the
auditor.
F
This
is
simply
an
opportunity
to
be
a
little
more
engaged
with
our
external
stakeholders
and
ensuring
that
everybody's
paying
their
fair
share
and
on
a
level
playing
field.
Those
positions
tend
to
pay
for
themselves
because,
whether
it's
intentional
or
not
intentional,
sometimes
people
miss
what
they're
supposed
to
pay
and
and
by
discovering
that
and
asking
people
to
make
the
city
square.
We
generally
recover
the
funds
that
we
invest
in
that
kind
of
a
position.
F
Next,
we
go
to
an
I.t
technician,
you'll
notice,
in
a
few
places
something
awkward
like
this.
Where
it
looks
like
we
are
proposing
a
half-time
position.
What
that
really
means
in
this
case
is
half
the
position
would
be
paid
for
in
the
general
fund.
The
other
half
of
the
position,
I
believe,
is
proposed
to
be
paid
for
by
the
airport
enterprise,
which
again
operates
kind
of
like
an
independent
business.
So
what
you're
seeing
here
is
the
general
fund
side
of
that,
but
we
do
see
growing.
F
You
can
imagine,
as
we've
seen
other
operational
challenges
at
the
airport,
how
important
it
is
that
we're
responding
to
issues
with
technology
and
keeping
up
with
that
and
then
the
overflow
half
position
anything
from
kind
of
help
desk
types
of
calls
to
help
people
when
a
computer
or
something
isn't
working
right.
I
mean
every
once
in
a
while:
it's
it's
email
or
logging
in
or
the
vpn
or
you
name
it,
let
alone.
F
Looking
at
new
opportunities
to
deploy
technology,
the
gis
technician
we
we
have
one
I'm
familiar
with
having
one
in
organizations
that
are
much
smaller.
You've
seen
the
power
of
those
tools,
as
we
look
at
things
like
vacation
rental
data
and
we're
able
to
geospatially
locate
things
like
the
number
of
code
calls
we
have
and
compare
that
to
the
number
of
vacation
rentals.
We
have
in
a
neighborhood
and
have
really
dynamic
mapping.
F
That's
really
what
we
get
out
of
gis
and
we're
due
for
another
person
to
help
us
with
those
kind
of
data
with
our
police
department.
We're
proposing
three
new
officers,
please
what
I
invited
the
police
chief
to
do
is
come
up
with
a
number
that
he
thought
would
get
us
a
little
bit
of
relief,
but
bear
in
mind
that
we
have
an
outstanding
project
coming
forward.
I
hope
in
the
next
number
of
months
that
we'll
take
a
much
deeper
dive
into
our
operations
at
the
police
department.
F
We'll
look
at
calls
for
service,
we'll
attempt
to
come
up
with
ideas
to
grow.
Our
team
to
meet
the
service
calls
in
some
traditional
ways
and
in
some
creative
ways.
So,
for
instance,
you'll
note
that
there
were
a
couple
of
requests
for
behavioral
health
people
to
to
be
part
of
our
police
department
team.
I
I
support
that
fully.
The
only
reason
it's
not
recommended
at
this
time
is
because
I'd
like
to
see
the
results
of
that
department
review
and
if
it
needs
to
be
more
than
that,
we
would
propose
more
than
that.
F
These
three
officers
are
meant
to
provide
us
a
little
bit
of
relief,
give
us
a
little
bit
of
room
to
recruit
beyond
our
current
vacant
positions
if
we're
lucky
enough
to
to
find
individuals
to
bring
them
on
as
we're
doing
that
review
and
and
by
all
means.
If
there's
an
area
here
where
council
members
have
questions,
feel
free
to
interrupt
otherwise
I'll.
Just
keep
going
down
the
list.
A
F
Thank
you
mayor.
That
is
the
intent
as
we
complete
that
review
is
is,
is
a
part
of
it
is
theoretical,
but
a
part
of
it
is
very
real
right.
So
if
we
have
a
certain
level
of
calls
for
service-
and
we
have
a
certain
number
of
officers
available
and
there's
a
gap,
that's
our
gap.
It's
it's
easy
to
say.
Well,
in
theory,
we
have
another
10
officers
and
if
we
had
them
they'd
be
able
to
field
those
calls.
F
C
We
might
want
to
spend
money
on
right
if
we
have
another
I'll,
just
pick
5
million
in
staffing
that
we
think
is
going
to
come
on
board,
that's
going
to
impact
how
much
we
want
to
spend
on
other
things.
So
I
think
that'd
be
a
helpful
number
for
us
to
know
what
that
looks.
Like
and
have
a
sense
from
council
what
we
think
we
want
to
see
in
staffing.
C
F
Thank
you,
councilmember,
that
that
makes
a
lot
of
sense
and
part
of
the
reasons
why
I
included
a
list
of
those
positions
not
recommended
for
funding
is
exactly
that,
so
that
you
could
see.
Make
no
mistake.
I
don't
think
any
of
these
were
gratuitous.
I
don't
think
anybody
was
just
kind
of
you
know
christmas
shopping
when
they
outlined
what
they
thought
their
needs
were
so
right
off
the
bat.
F
I
can
tell
you
that,
there's
about
another
2.5
million
dollars
in
positions
that
have
been
proposed
that
have
merit
that
aren't
recommended
as
part
of
this
budget
cycle.
One
of
the
reasons
we
hold
back
is
because,
despite
our
best
efforts
to
always
wrap
our
arms
entirely
around
the
needs
of
a
community
and
the
services
that
we
need
to
create
to
meet
those
needs,
it's
just
dynamic
right
and,
and
we
come
across
things
mid-year.
Sometimes
it's
responding
to
opportunities.
E
E
I
would
love
to
also
have
the
information
about
staffing
levels
prior
to
the
pandemic
and
comparing
those
cuts,
because
I
do
think
we
talked
strategically
at
that
time,
about
departments
and,
like
council
member
course
noted
the
future
of
departments
and
how
to
get
there,
and
so
I
think
you
know
looking
at
again
that's
my
kind
of
overall
comment
for
this
report.
Is
it
kind
of
leaves
out
the
historical
context
of
where
we
were
pre-pandemic
right
before?
E
If
that
makes
sense,
so
it
looks
like
larger
increases,
because
it's
not
looking
at
you
know
the
prior
fiscal
years
and
then
seamless
staffing.
I
really
want
to
see
you
know,
for
example,
to
include
you
know
what
those
cuts
were
where
we
got
back
to
and
then
yeah.
What's
the
additional
need
over
time.
F
F
I
think
I
can
say
with
confidence
that
we
are
getting
back
to
pre
pandemic
and
then
moving
beyond
pre-pandemic
right,
so
we
will
have
a
larger
team
and
be
invested
in
more
areas
and
more
robustly
than
ever
before,
because
we
have
a
strong
economy
and
that's
really
facilitating
them,
but
we
can
get
more
specific
context
for
you.
That
will
help
you
understand
where
we
see
some
of
that
growth.
F
Okay,
if
we
can
put
the
powerpoint
back
up
I'll
pick
up
where
I
left
off,
so
I
had
mentioned
three
traditional
officers
and
then
there
are
also
two
other
requests
coming
from:
pd,
a
crime
analyst
and
a
crime
scene
technician.
Those
are
a
little
bit
self-explanatory,
just
given
the
title,
but
the
crime
analyst
in
particular,
as
the
chief
deploys
a
new
version
of
community
policing,
neighborhood
policing,
it's
really
heavy
on
data
and
heavy
on
understanding
those
analytics
as
a
means
to
help
solve
problems,
and
then
crime
scene
technician
is
ultimately
a
way
to
conduct.
F
Some
of
the
necessary
investigations.
Have
somebody
that's
really
immersed
in
that
skill
set
while
not
having
to
rely
as
heavily
on
some
of
the
traditional
law
enforcement
personnel
that
might
perform
that
activity
so
that
they
can
go
on
to
the
next
call.
So
these
are
just
other
support
type
services
that
will
help
the
police
department
operate
at
a
higher
level.
F
With
our
firefighters,
we've
been
asked
to
invest
in
a
pretty
significant,
upgrade
and
level
of
service.
It
is
a
recommended
standard.
When
you
look
at
kind
of
nfp
17,
it's
you
know
the
the
promulgated
documents
of
really
how
we
should
be
running
our
fire
department
to
keep
people
safe,
to
respond
optimally,
etc,
suggests
that
we
should
be
running
four
people
per
apparatus.
F
It's
also
just
worth
noting
that
that,
like
police
fire
are
responding
to
more
calls.
So
bottom
line
is
as
we
grow,
even
when
that's
not
permanent
population,
but
say
the
visitor
economy
and
other
things
they
get
the
calls
and-
and
they
have
a
substantial
increase-
and
this
will
also
just
provide
additional
flexibility
in
responding
to
those
calls
staffing.
F
You
know
and
all
the
same
things
we
see
in
in
police,
where,
when
you're
down
somebody
from
you,
know
on
injury
or
leave
or
something
like
that,
having
a
little
more
flexibility
with
how
to
assign
people
and
not
have
to
rely
as
heavily
on
overtime,
which
is
you
know
something
we'll
always
have
some
of,
but
we
don't
want
to
live
on
that
right.
We'd
rather
have
the
the
size
of
team.
We
need
to
handle
the
call
load.
F
So
this
helps
us
build
into
that
and
then
a
fire
captain
training
and
for
training
and
administration
just
gives
the
chief
the
opportunity
to
delegate
some
of
those
training
activities.
A
little
more
directly
have
somebody
own
that
and
again,
as
the
team
grows,
and
it's
a
team,
that's
constantly
training
like
the
police
department.
F
We
want
to
make
sure
that
they
have
the
right
people
to
really
guide
those
efforts
and
and
focus
full
attention
on
keeping
our
team
prepared,
which
is
serving
our
residents
and
keeping
our
team
safe,
building
safety,
administrative
secretary
secretary.
We
actually
had
two
requests
for
administrative
positions
in
both
building
services
and
engineering,
we're
proposing
as
a
first
step
that
they
share
an
individual,
and
so
that's
another
case
where
you
know
at
some
point
we
really
might
need
to.
F
We
want
our
some
of
our
building
inspectors,
our
engineers
to
be
spending
as
much
of
their
time
in
their
niche
area
of
expertise
right
so
having
support
staff
around
them,
helps
to
make
sure
that
they're
freed
up
to
do
the
job
that
that
only
they
can
do
so.
For
now,
we'd
like
to
have
one
position
assist
both
teams,
as
we
bring
somebody
on
given
that
this
request
is
approved
and
we
see
how
that
person
works
out
and
what
we're
able
to
accomplish.
We
may
come
back
and
say
at
the
end
of
the
day.
F
We
do
need
two,
but
one
will
be
a
step
in
the
right
direction
and-
and
again
this
enables
us
to
evaluate
before
we
commit
to
both
next
you'll
see
a
homeless
outreach
coordinator.
I
just
want
to
point
out
and
you'll
likely
recall
that
council
had
already
approved
a
hybrid
position,
a
position
that
was
intended
to
be
dedicated.
F
Both
to
housing
and
homeless
services,
so
that
was
the
first
attempt
for
council
to
recognize
our
need
to
grow
capacity
in
those
priority
areas,
but
we
found
it
very
difficult
to
recruit
for
that
position
and
in
part
it's
because
people
tended
to
be
really
steeped
in
one
of
those
activities
more
than
the
other.
Granted
there
is
overlap.
F
Certainly
housing
is
instrumental
to
homelessness
as
one
example,
but
number
one
given
the
prominence
of
both
of
those
categories:
affordable,
housing
and
homelessness.
In
our
priorities
and
noting
the
challenges
that
we
had
recruiting,
somebody
that
had
experience
in
both
we're
proposing
to
split
them
and
have
positions
in
each
well,
we
have
funding
allocation
that
exists
already
for
one
right,
so
that
would
help
us
get
the
the
housing
coordinator
and
now
we're
proposing
creating
another
position
for
the
the
homeless,
outreach
or
services
so
that
we
have
one
person
dedicated
to
each
of
those.
F
These
are
coming
not
only
because
the
council's
identified
these
as
priority
areas
and
kind
of
some
of
the
standard
services
that
we
need
to
enhance,
but
also
because
we've
had
issues
in
these
areas
and
resident
complaints.
Ultimately,
so
we
think
making
investments
here
will
help
us
provide
better
services.
So
we've
got
a
recreation
facilities,
program
coordinator,
a
park
attendant
slash
park,
ranger
a
court
attendant
and
then
a
demuth
recreation
assistant.
F
J
Thank
you,
justin.
On
that
note,
with
parks
and
rec,
I
appreciate
seeing
these
positions.
I
think
we
know
we've
talked
at
length
about
about
the
need
there,
but
one
thing
with
parks
and
rec
that
we've
raised
before
is:
there
was
a
literacy
coordinator
position
that
did
services
primarily
at,
I
believe,
all
at
james
o
jesse
community
center,
and
it
was
a
really
great
position,
the
woman
that
was
in
that
role,
retired,
and
I
believe
that
we
have
not
filled
that
role.
Is
that
a
current
vacant
position
or
was
that
position
eliminated?
J
I
just
really
would
like
us
to
be
able
to
have
this
this
position
back.
We
don't
have
enough
child
care
and
preschool
programs.
The
district
is
currently
backlogged
and
the
kids
who
want
to
get
into
pre-k
kant,
so
anything
that
the
city
can
do
to
go
back
to
something
we
were
already
doing
to
kind
of
fill.
That
would
be
great.
B
J
Okay,
so
that's
something
that
if
we
can
get
some
information
for
next
time
to
see
how
we
can
add
that
back
and
this
I
would
be
especially
interested
to
find
out
if
we
can
from
the
district,
what
kind
of
where
we're
at
in
terms
of
numbers
of
of
youth
that
are
being
that
are
unable
to
attend
pre-k.
I
think
that
would
be
helpful
and
kind
of
what
the
need
is
overall
and
I'm
sure,
probably
jeanne.
J
J
It's
specifically
to
the
literacy
because
it
was
for
the
pre-k
group,
so
I
know
I
went
in
once
a
couple
of
years
back
and
read
to
the
kids
and
they're
all
like
you
know,
four
years
old,
even
I
think
there
was
a
couple
of
three-year-olds
as
well,
but
it
prepared
them
for
kindergarten,
and
it
was
actually
really
helpful
too
over
there
because
they
could
be
close
to
home
and
didn't
have
to
travel
to
an
elementary
school
as
well.
But
now
we're
seeing
that
the
elementary
schools
are,
you
know,
they're.
J
B
J
I
think,
then,
that's
part
of
the
confusion
is
what
is
actually
happening
there,
because
there
there
was,
but
then
there
was
reports
that
that
wasn't
running
anymore
and
we'll
find
out.
So
if
we
can
just
yeah
any
any
additional
details
and
finding
out
you
know
what
it
is,
we
actually
need,
because
that
it
was
a
position
like.
I
said
it
was
closed
due
to
a
retirement,
not
because
to
my
understanding
that
we
don't
want
it
anymore.
E
Perfect
so
then
I'll
just
flag
verbally,
thank
you
to
mayor
pro
tem
garner
for
raising
that
point,
and
that
was
my
larger
point
that
she
made
better
than
I
did
really
concretely
is.
I
want
to
see
the
list
of
positions
that
were
cut
or
unfunded
during
the
pandemic,
because
I
do
think
that,
as
we're
adding
new
staff,
we
need
to
see
that
are
there
positions
that
you
know
or
people
that
we
want
to
bring
back,
that
we
could
do
first.
E
I
think,
moved
forward
that
I
know
of-
or
I
wasn't
involved
in
that
so
thank
you,
mayor
pro
garner
for
raising
that
and
good
opportunities
here
to
provide
a
lot
more
services
to
our
community,
both
ones
that
they
expect,
like
the
literacy
coordinator
and
then
new
ones
with
new
staffing.
So
thank
you.
F
F
But
there
could
be
some
surprises
there
right
where
something
might
cost
more
than
what
we
originally
anticipated
when
that
review
was
done,
because
they
really
just
can't
quite
dedicate
the
time
as
they're
immersed
in
big
projects
and
as
we'll
see
when
we
start
to
look
at
that
capital
improvements
plan,
there's
some
very
big
projects
on
the
horizon,
some
big
bridges
and
some
other
things
that
are
really
going
to
occupy
the
team.
So
one
way
or
the
other.
I
think
we
need
something
like
an
additional
project
manager.
It
might
be
a
nice
alignment
with
measure
j.
F
We
would
have
to
ask
them
to
see
if
they
would
be
interested
in
recommending
that
kind
of
an
expenditure.
I
certainly
understand
the
downside
that
we
want
those
funds
to
be
used
for
direct
investment,
but
the
truth
is
we
might
be
waiting
much
longer
for
that
direct
investment
if
we're
not
able
to
implement
those
projects.
So
this
is
one
way
that
we
might
grow
our
capacity
and
and
work
to
catch
up
and
and
really
eventually
get
on
schedule
with
not
just
a
capital
improvements
plan,
but
one
that
grows
as
our
economy
grows.
F
So
next
we
go
into
a
pretty
substantial
list
of
requests
for
our
maintenance
department,
so
our
maintenance
department
really
covers
a
lot.
They
have
crews
that
are
dedicated
to
downtown.
They
have
crews
that
are
dedicated
to
streets,
some
that
are
focused
more
on
parks,
some
that
are
more
focused
on
fleet
and
in
general
they
could
use
additional
investment
all
across
the
board.
You
know
that
we've
received
complaints
when
there's
a
mess
to
be
cleaned
up,
and
we
can't
get
to
it
right
away.
F
As
our
economy
has
really
taken
off,
we
see
more
visitation.
We
see
more
activity
in
town
and
it
just
translates
into
greater
needs,
so
we'd
seek
your
support
for
things
like
a
downtown
maintenance,
lead
worker
and
then
two
additional
workers
that
that's
really
creating
a
small
crew.
So
in
addition
to
just
having
more
hands
on
deck,
it
also
enables
that
team
to
to
rework
the
schedule
and
be
available
in
some
of
those
shoulder
hours
where
right
now,
somebody
may
not
be
available
at
all
ensuring
that
we
provide
a
higher
level
of
service.
F
Similarly,
with
street
maintenance,
you
see
something
similar
there
we're
just
adding,
I
believe,
one
leed
park
mechanic
and
all
these
parks
maintenance
positions
are
these
services
right
now
are
being
provided
by
contract,
so
we're
proposing
to
adjust
that
contract
and
bring
some
positions
in-house.
So
there
is
an
offsetting
savings
associated
with
that,
and
you
see
that
number
outlined
below
where
we
think
we
could
offset
541
000
of
these
costs,
which
is
the
vast
majority,
so
that
enables
us
to
you
know,
create
jobs
in
our
organization
where
we
have
union
representation,
good
benefits.
F
You
know
high
quality
of
life,
especially
when
residents
are
able
to
get
those
jobs,
and
we
think
it
will
help
us
to
enhance
our
commitment
to
things
like
our
parks,
not
not
to
claim
that
our
contractors
aren't.
But
it's
a
different
thing,
especially
if
you
find
someone
in
the
community
that
loves
the
community
that
wants
to
have
a
career
in
parks
and
can
be
dedicated,
hands-on
and
earn
a
decent
living.
So
we
we
see
that
as
very
valuable
and
so
that's
a
pretty
big
shift
for
us.
E
Thank
you.
I
have
a
question
and
I
very
much
support
the
move
from
contracted
services
to
in-house
wherever
we
can,
because,
like
you
mentioned,
those
are
good,
paying
better
union
jobs
for
our
residents
and
for
our
residents
know
that
we're
working
on
building
hiring
in
in
our
community.
So
I
just
have
a
question
about
some
of
the
positions.
Could
you
show
the
slide
again?
Please.
E
E
Thank
you.
I
appreciate
that
and
then
are
we
considering
the
cows
calpers
obligations
and
sort
of
the
longer
term
costs
of
those
positions
too.
How
are
we
sort
of
thinking
about
you
know
because
remember
back
when
we
were
here
doing
this
three
years
ago
and
making
significant
cuts,
we're
really
worried
about
our
obligations
and
how
we
would
pay
for
them
and
not
increasing
that.
G
That
is
correct.
We
don't
know
what
the
long-term
cost
is
going
to
be
for
calpers
or
opeb
justin.
I
met
with
a
consultant
and
justin
is
trying
to
get
level
payments
and
we're
thinking
about
meeting
when
we
meet
with
the
consultant
we're
going
to
get
information
options
for
the
council
to
determine
what
options
they
want
to
go
with
if
they
want
to
go
with
a
115
fund
of
with
calpers.
F
I
don't
want
to
get
too
far
out
in
front
of
that
exercise,
but
smoothing
over
some
of
the
next
handful
of
years,
where
we
do
expect
to
see
incremental
increase
in
our
unfunded
liability
as
kind
of
an
annual
number
before
we
start
to
see
a
decrease,
so
we're
always
going
to
have
a
typical
pension
obligation.
Anytime,
we
have
personnel
we've
set
ourselves
up
well
so
far.
A
If
I
could,
I
want
to
make
sure
that
we're
keeping
a
couple
of
things
separate
here,
one
is
just
simply:
the
cost
of
any
employee
is
going
to
have
pension
obligations
that
are
built
into
the
salary
numbers.
Is
that
correct
right
and
then?
The
second
question
is:
how
do
we
manage
the
increase
in
costs
that
that
we're
seeing
in
our
pension
obligations-
and
I
really
advocate
the
kind
of
study
that
you're
taking
and
doing?
A
I
know
that
I
sit
on
the
riverside
county
transportation
commission.
They
paid
ahead
their
obligations
when
sitting
with
a
cushion
like
we
are
looking
at,
and
it
has
resulted
in
some
very
significant
savings,
thereby
taking
advantage
simply
of
the
opportunities
calpers
affords
any
agency
to
pay
their
obligations
ahead.
E
Thank
you,
mayor
really
appreciate
your
expertise
on
that
and
I
also
support
staff's
recommended
plan
to
look
at
those
ongoing
obligations
and
the
cost
to
the
city
city
manager.
Could
I
also
ask
I
had
missed
it
the
firefighters
and
fire
captain?
I
missed
the
opportunity
to
put
my
question
in.
Can
we
talk
about
that
now
or
do
you
want
to
talk
about
it
at
the
end,
are
you
going
to
go
through
the
additional
requests
listed
and
requested,
but
not
recommended.
E
Okay,
thanks,
so
could
you
just
go
through
sort
of
more
in
detail,
the
the
thinking
there
and
the
plan?
I
know
the
firefighters
and
the
fire
department
have
been
asking
for
adequate
staffing
levels
for
many
years
and
that's
a
priority
that
we've
been
working
on
with
them.
So
I
was
just
wondering
sort
of
the
timeline
and
the
numbers
for
the
fifth
out
of
the
15
they
recommended.
It
sounds
like
you
modified
to
to
include
six.
Is
that
right.
F
F
So
I'll
ask
chief
knowledge
to
come
up
to
talk
a
little
bit
more
about
the
rationale
for
those
requests,
but
in
terms
of
why
the
number
was
recommended,
it
really
just
comes
down
to
that
being
a
pretty
substantial
lift
all
at
once
and
balancing
the
overall
needs
to
invest
in
areas
across
the
board,
preserving
some
funding
for
things
that
are
yet
to
be
determined
like
an
evaluation
of
our
police
department.
As
I'll
explain
in
a
little
bit,
we
have
some
placeholders
in
some
areas
like
homeless
services.
F
Housing
is
a
really
big
priority,
which
not
only
will
take
ongoing
operations
money
but
likely
more
than
a
single
position.
So
it's
really
just
with
an
eye
to
the
future
that
we
say:
let's,
let's
tackle
a
chunk
of
this
transition
to
four
per
apparatus,
while
still
giving
us
the
ability
to
monitor
the
economy.
It
might
not
be
right
around
the
corner,
but
at
some
point
there
will
be
a
recession.
F
Hopefully,
that's
more
of
a
level
leveling
off
of
revenues
and
not
a
substantial
decline,
but
we're
always
kind
of
planning
so
that,
ideally
the
conversation
we're
always
having
is
where
can
we
invest
next
and
not?
Where
do
we
cut
to
kind
of
save
the
day,
so
it's
just
meant
to
balance
overall
priorities,
an
approach
that
is
both
assertive
in
investing
in
services,
while
cautious
enough
to
set
ourselves
up
for
financial
stability,
long
term,
okay,.
K
So
what
would
you
like
me
to
start
with
specifically
the
firefighter
question
or
the
captain
question
the
firefighter
question?
So
we've
had
meetings
and
I
don't
want
to
get
into
too
much
detail,
but
the
reason
that
I
asked
for
15
was
that
will
get
our
city
to
a
place
where
we
will
move
from
class
3
iso
rated
city.
K
So
how
nfpa
establishes
that
standard
is
based
on
tasks
that
are
specific
to
types
of
occupancies,
and
it
was
a
deep
study.
You've
seen
the
standard
of
cover
study.
We
had
that
identified
a
combination
of
both
human
resources
and
our
firefighter
staffing
and
additionally,
maybe
some
relocation
of
our
fire
stations
to
improve
our
response
times.
So
that's
how
we
came
to
those
numbers
the
city
manager
did
ask
me
would
would
if
we
could,
because
it's
going
to
be
difficult
to
get
all
15.
K
If
we
did
have
nine,
I
can
tell
you.
I
could
probably
adjust
our
staffing
across
all
of
our
stations
to
get
us
to
the
requirement
for
iso
to
get
us
to
a
class
one
if
we
did
have
the
nine,
so
I
just
want
to
throw
that
out
there.
I'm
not
saying
you
know
my.
I
don't
know
the
overall
budget.
That's
not
my
choice,
that's
policy
maker
and
the
city
manager,
so
I
don't
know
where
we
are
on
that,
but
I'm
I
just
wanted
to
throw
that
out
there
for
food
for
thought.
K
The
captain,
the
captain
we
asked
for,
because,
if
we're
going
to
increase,
we
have
our
training,
we
have
a
training
division.
We
have
to
hire
the
new
firefighters,
we
have
an
academy.
We
have
mandatory
training
on
an
annual
basis
basis
that
we
have
to
meet.
We
have
california
standards
that
we
have
to
meet.
It's
called
cal
jack
and
we
have
to
meet
those
standards.
The
workload
with
our
current
staff.
E
K
E
K
It's
really
hard
to
get
paramedic
firefighters
today,
just
because
of
all
the
fire
departments-
and
there
are
a
number
of
fire
departments
actually
at
4-0
staffing
already
in
southern
california,
but
it's
very
difficult
and
we're
having
a
really
hard
time
with
our
diversity
and
with
the
number
of
applicants
and
actually
qualified
for
firefighting,
not
just
the
medical
part
of
our
organization.
So
actually
this
request
is
for
emts
and
they
have
to
kind
of
go
in
tandem
because
to
have
a
paramedic,
emt
combo.
We
need
the
two
firefighters
on
the
apparatus.
K
This
will
hopefully
open
the
door
up
to
be
able
to
have
programs
our
explorer
program
and
things
where
we
can
reach
out
to
the
high
schools,
the
college
of
the
desert,
who
has
a
fire
science
program
there
and
start
drawing
more
from
our
community
rather
than
having
to
draw
from.
I
mean
we're
getting
people
from
northern
california
applying
just
because
of
the
paramedic
requirement
and
it's
really
hard
to
to
keep
it
local.
If
we
do
that.
K
E
B
E
K
So
if,
if
we
have
the
standard
the
people
first,
that
would
probably
be
the
top
priority
and
then
relocating
the
fire
stations
and
bringing
on
because
our
current
fire
stations
like
station,
one
is
65
years
old
and
it
does
not
meet
modern
standards
and
we
can't
even
accommodate
female
firefighters
at
that
at
that
facility,
along
with
the
only
one
that
actually
can
is
station
four
with
a
makeshift
at
station.
Two,
but
not
really
so
we
we
have
a.
K
K
K
Osha
requires
two
and
two
out,
so
we
have
to
have
if
no
matter
what
first,
in
due
district
a
fire
engine
comes
from,
it
requires
the
further
away
unit
to
get
there
before
we
can
even
affect
a
rescue,
because
we
have
to
have
two
firefighters
to
be
able
to
go
in
and
two
firefighters
to
be
outside
in
case
something
goes
wrong,
so
it
and
that's
an
osha
requirement.
Cal
osha.
J
Thank
you,
councilmember
holstich,
for
answering
or
asking
all
of
the
questions
that
I
also
had
about
the
fire
department,
but
I
do
have
a
question
about
the
vehicle
purchases.
It
looks
like
we
have
quite
a
few
vehicles
that
need
to
be
purchased,
and
I
know
that
we've
talked
about
this
before
moving
towards
purchasing
electric
vehicles
or
hybrid
vehicles.
I
know
that
with
maintenance
trucks-
we're
not
quite
there
yet
with
being
able
to
acquire
electric.
F
So
one
of
our
biggest
needs
is
going
to
be
infrastructure
and
electric
service
upgrades.
We
have.
We
have
added
some
charging
stations,
both
in
public
areas
and
associated
with
facilities
that
help,
but
really
to
move
in
that
direction
in
a
in
a
stronger
way.
We're
going
to
need
a
pretty
big
investment
in
infrastructure
to
support
the
charging,
so
hybrids
are
certainly
easier
because
you
know
they
still
run
on
a
traditional
fuel
fuel
source.
F
We
do
have
in
mind
to
do
that.
I
think
our
first
step
with
our
fleet
inventory
is
to
really
get
a
better
handle
on
exactly
you
know
which
vehicles
need
to
be
replaced
when
which
vehicles
can
kind
of
be
retired
down
into
service,
whether
or
not
we're
going
to
be
leasing
or
buying
establishing
a
fund.
So
that's
one
of
those
liabilities
that
we
invest
in
annually
and
ideally
level
payments.
E
I
just
wanted
to
thank
mayor
pro
tem
for
raising
that
question,
because
I
got
in
the
weeds
with
the
fire
department,
and
that
was
also
my
question
and
I
forgot
it
so
I
completely
agree
with
mayor
pro
10
thinking
through.
You
know
the
investments
when
we're
purchasing
cars
for
five
plus
years
and
the
cost
to
the
environment
and
gas,
and
all
of
that
very
much
would
like
to
see
those
investments
sooner
rather
than
later,
and
also
look
for
funding
for
eat.
E
F
It
looks
like
we
are
anticipating
our
85th
anniversary
celebration,
so
there's
some
money
set
aside
to
make
that
a
big
deal
given
the
nice
round
number
of
85.
marketing
and
tourism
contractual
services.
I
I'm
looking
for
someone
to
help
me
my
I'm
drawing
a
blank
on
what
that
number
is
this.
Anybody
remember,
or
I
might
have
to
look
it
up.
F
F
While
we
look
for
that
and
get
some
of
the
original
forms
out,
let
me
just
go
ahead
and
continue
and
I'll
circle
back
to
that
or
nancy
and
teresa
can
planning
department.
We've
got
one-time
costs
associated
with
a
zoning
code
update
so
you'll
recall
in
our
conversation
about
priorities
and
work
planning
that
we,
our
zoning
code's
about
30
years
old.
I
don't
believe,
that's
probably
the
total
cost.
I
think
that
effort
will
span
a
couple
of
years,
so
this
contemplates
getting
us
started
with
that
endeavor
cyber
security
operations
center.
F
Don't
need
to
tell
you
about.
You
know
the
needs
to
continue
to
be
careful
and
provide
cyber
security.
Some
of
this
pertains
even
to
our
liability,
insurance
and
things
that
people
are
expected
to
have,
and
you
know
where
I
worked
previously.
One
of
the
neighboring
communities
was
actually
a
victim
of
ransomware.
You
know
it's
a
real
thing
so
that
we're
constantly
making
sure
that
system
is
up
to
snuff,
fiber
fiber
master
plan
is,
is
similar,
ultimately
planning
out
where
we
would
extend
fiber
connections
to
keep
our
facilities.
You
know
well
connected.
J
F
C
We
kind
of
know
now
a
little
bit
based
on
where
that
fiber
is
but
the
study,
it's
a
study
that
basically
looks
at
what
we
have
now
and
then
kind
of
analyzes
how
you
can
extend
that?
Sometimes
it's
with
more
fiber,
sometimes
with
what's
with
wireless
technology
or
other
kinds
of
broadband,
but
the
the
goal
is
to
get.
I
think
larry.
Do
you
remember
what
it
is
10?
I
think
it's
at
least
it's
at
least
100
megs
out
out
to
the
areas
where
there
there's
no
broadband
at
all.
Now.
J
Great,
thank
you
so
this
is.
This
is
really
important.
I
think
for
us,
as
we
learned,
especially
during
the
pandemic,
that
there's
several
dead
zones-
and
you
know
golden
stands.
Mobile
home
park
in
particular,
has
just
had
in
so
much
trouble
and
the
kids
had
the
worst
time
connecting
to
their
schooling
during
during
that
time,
so
anything
that
we
can
do
to
identify
which
areas
are
in
the
greatest
need,
as
well
as
we're
moving
forward
to
target.
J
Those
first
would
appreciate
it,
and
I
know
that
cal
state
san
bernardino
is
also
doing
work
on
this
and
connecting
their
students
and
they've
are
also
working
with
grants
and
other
things.
So
they
might
be
someone
that
the
city
can
kind
of
partner
with
to
to
do
this,
because
they've
already
started
on
their
own.
C
Yeah
and
it's
it's
changing
a
lot.
There's
there's
billions
of
dollars
becoming
available
for
this,
and
the
state
is
just
changing
they're
kind
of
almost
putting
the
onus
for
that
middle
mile
and
last
smile.
They
call
it
on
this
on
the
local
government
to
build
those
projects
so
so
to
speak
so
and
that
fiber
master
plan
is
identify
where
those
areas
you
would
want
to
build
out
and
then
build
a
plan
over
five
years
or
whatever
it
might
be,
to
get
that
that
bandwidth
out
to
those
areas.
A
Jason
before
you
go,
I
do
think
we
need
to
see
some
maps
regarding
where
all
of
our
dead
zones
are
throughout
the
city
and
in
some
instances
it's
going
to
be
in
some
of
our
lower
income
communities,
but
not
in
all
and
one
effort
that
I
think
we
should
at
least
have
some
alternatives
to
look
at
is
do
we
continue
to
wait
and
rely
on
the
private
market
to
bring
the
num
the
type
of
cell
towers
and
other
communication
sources
that
we
need
to
our
city?
Or
is
this
something
we
should
invest
in
ourselves?.
C
And
that's
a
big
question:
that's
kind
of
being
answered
at
the
state
level
now,
because
sometimes
the
big
providers
we're
working
with
with
verizon
now
to
try
to
identify
some
of
those
cellular
dead
spots
because
of
the
the
cad
system
that
we're
bringing
in
and
that
sort
of
thing
and
they're
not
always
super
helpful
with
that.
So
the
state
is
kind
of
giving
getting
that
and
the
feds
are
providing
the
the
funding
to
do
that
stuff
and
just
kind
of
putting
it
in
our
hands
to
plan.
It.
F
Just
a
quick
note,
really
changing
the
game
for
connectivity
is,
of
course
much
more
robust
than
this
fiber
study.
So
especially
as
you
look
at
missing
middle
mile,
as
you
make
operational
decisions
like.
Are
we
building
dark
fiber,
which
means
providers
would
come
and
actually
light
it
up
so
to
speak?
Would
we
build
lit
infrastructure?
F
F
Okay,
so
after
that
fiber
master
plan,
we've
got
a
communications
branding
package,
so
there
was
a
comment
by
a
caller
earlier,
just
noting
that
it
seemed
like
it
might
be
a
mistake
to
not
invest
in
a
position
but
to
invest
in
this.
Well,
as
I
kind
of
indicated,
the
position
is
something
we
would
re-evaluate
as
we
kind
of
reorganize
that
department
and
see
what
a
new
composition
looks
like,
but
we
do
think
that
part
of
a
good,
comprehensive
communication
strategy
is
some
of
the
little
things
right.
F
There
are
a
number
of
other
little
things
that
come
along
with
some
of
the
branding
exercise,
whether
it's
to
the
way
people
recognize
city
vehicles,
it's
it's
even
little
things
like
letterhead,
etc,
where
we
think
we
would
want
to
invest
in
a
foundation
of
what
our
appearance
and
brand
is
before.
We
build
out
a
lot
of
those
new
tools.
That's
really
what
that's
meant
to
to
do,
not
to
say
that
we
wouldn't
otherwise
invest
in
our
communications
team.
I
think,
overall,
it's
small
for
a
community
our
size,
but
we'd
like
to
grow
incrementally.
F
F
You
know
more
video
production
and
getting
information
out
in
ways
that
really
inspire
engagement,
traditional
written
materials
and
and
things
like
that
are
still
have
a
place,
but
one
way
to
modernize
would
be
to
have
help
from
people
like
nit
doing
video
production,
which
could
enhance
communications.
Even
if
the
position
is
in
another
department
like
I.t
so
still
more
to
come.
There.
G
F
So
some
of
these
are
historic
costs
that
just
haven't
always
had
a
place
in
the
budget
like
creating
a
trailer
for
the
film
festival.
Some
do
represent
new
investments.
So
if
you'd
like
to
see
a
more
detailed
breakdown
of
that,
I
know
one
of
them
is
to
produce
the
ps.
I
love
you
more
often
than
than
is
current,
so
that's
kind
of
a
a
line
item
that
contains
a
few
programs.
E
F
We
do
need
to
do
some
analysis
to
better
understand
what
our
annual
costs
need
to
be
to
sustain
our
facility.
So
remember
that
earlier
I
mentioned
we
want
to
annualize
future
liabilities.
We
want
our
pension
costs
to
be
level.
We
want
investment
in
our
fleet
to
be
relatively
level
or
at
least
to
know
what
it
is
right.
We
we
have
volatility
in
the
way
we
actually
expend
resources.
F
Sometimes
you
need
to
make
a
big
investment
in
a
facility,
so
you
have
a
year
where
it's
big
and
the
next
year,
it's
small
and
that
all
begs
the
question:
how
much
do
we
really
need
to
spend
each
year
to
make
this
thing
sustainable?
For
now?
One
of
the
reasons.
One
of
the
ways
we
are
using
our
accumulated
fund
balance
is
to
establish
funds
that
that
they
already
exist,
but
seeding
them
with
some
more
money
for
catch
up.
F
So
so
what
I
can't
say
for
sure
is
that
6.817
is
the
exact
amount
of
deferred
maintenance
and
something
else
that
we
would
put
into
the
fund
on
an
ongoing
basis
is
sustainable.
We
still
need
to
ask
and
answer
that
question,
but
for
now
we're
taking
some
of
the
investments
we
need
to
make
in
these
areas
from
our
one
time
as
a
catch-up,
knowing
that
we
still
need
to
refine
our
analysis
to
determine
what's
needed
on
an
ongoing
basis,
same
thing
with
a
transfer
to
a
new
it
replacement.
So
same
thing
right.
F
We
computers
are
not
nearly
as
expensive
as
cars
and
cars
generally
aren't
as
expensive
as
facilities,
but
they're
all
future
costs
that
we
want
to
have
our
eyes
wide
open
to,
and
so
we
would
propose
dealing
with
the
it
costs
in
a
very
similar
way.
We
invest
an
amount
of
money
annually.
This
basically
gets
that
fund
started
with
a
pot
of
funds,
and
you
could
see
that
as
investing
in
the
replacement
of
things
two
three
four
years
ago,
that
are
going
to
come
due
soon,
where
we
had
not
made
that
investment
in
those
fiscal
years.
F
F
F
The
additional
amount
to
the
calpers
is
three
million.
I
believe
that's
because
we
have
three
million
already
provided
for
so
that
gives
us
a
total
of
six
and
again
we
could
probably
split
the
hair
at
some
point
of
whether
that
whole
six
should
come
from
the
accumulated
balance,
or
some
should
be
ongoing
on
on
the
assumption
that
some
of
it
needs
to
be
ongoing,
at
least
for
some
period
of
time.
E
I'll
just
jump
in
so
sorry,
it's
a
little
different
being
on
zoom.
So
thank
you
for
those
recommendations
really
appreciate
it.
I
just
had
a
question
about:
could
you
describe
the
transfer
to
facilities
fund
for
in-house
projects
a
little
bit
more,
so
what
projects
those
are
which
ones
are
current
which
are
deferred
are
those
measure
j
projects?
F
Yeah,
so
I
I'd
be
happy
to
ask
teresa
if
she
has
some
of
that
information
at
the
ready
with
the
in-house
projects.
These
really
are
projects
that
that
I
would
like
into
our
standard
investment
in
facilities,
but
it's
a
definitive
list
of
things
that
we
think
we
can
kind
of
do
in-house,
but
really
all
of
that
pot
of
funds,
that's
going
into
facilities,
is
helping
us
address,
deferred
maintenance
or
other
regular
maintenance
needed
at
facilities.
These
are
roofs.
These
are
cooling
towers.
F
It's
it's
just
run
of
the
mill
we
do
have
a
definitive
list.
The
number
of
in-house
projects
was
pretty
specific.
The
larger
number
for
investment
in
facilities
is
is
not.
We
know.
We
have
a
plan
that
identifies
about
100
million
dollars
of
deferred
maintenance,
so
this
is
an
attempt
to
kind
of
start
to
do
more
than
what
we've
done
historically,
as
we
also
build
the
teams
that
can
execute
that
work.
F
B
K
E
That's
okay:
let's
do
that
and
whatever
council
would
like,
but
that's
okay
with
me
to
do
it
with
the
cip.
I
think
that
makes
a
lot
of
sense
and
then,
if
I
just
have
one
more
comment
on
the
affordable
housing
fund,
thank
you
so
much
to
staff
and
and
the
city
manager
for
recommending
really
a
significant
investment
in
affordable
housing.
That's
something
we
haven't
had
for
a
long
time
and
that's
really
important.
E
I
just
wanted
to
note,
through
my
work
as
chair
of
the
seabag
coachella
valley
association
of
government's
homelessness
committee,
to
note
for
council
and
staff
that
lift
to
rise
is
cr
has
created
a
fund
to
help
fund,
affordable
housing
projects
regionally
and
they've
gotten
state
investments
they
have
another
state
budget
ass.
The
county
has
just
is
holding
two
million
dollars
in
that
fund
to
build
it
up
and
they've
already
funded
five
affordable
housing
projects
that
are
now
moving
forward.
So
I
might
ask
council
to
think
about.
E
If
we
want
to
be
involved
in
a
loan
loss,
reserve
fund,
like
lift
horizon,
is
doing
that
might
help
spur
the
development
of
affordable
housing
in
more
creative
ways.
So
what
they're
doing,
I
think,
I'm
not
an
expert
about
it,
but
you
know
like
gap,
financing
or
bridge
financing
or
some
financing.
That's
not
traditionally
available
that
might
block
affordable
housing
projects
from
even
coming
forward.
E
A
Justin,
I
do
have
one
question
for
you.
One
of
the
issues
that
we've
talked
about
at
length
in
the
past
is
commitment
to
street
repairs
and
bringing
all
of
our
streets
up
to
where
they
would
have
a
satisfactory
payment
condition
index
score.
So
as
we
move
through
the
budget,
I'd
like
to
to
take
a
look
at.
Are
there
opportunities
to
jumpstart
any
of
those
expenses?
A
I
I
hate
to
say
this
since
I've
been
such
an
advocate
for
for
street
repairs,
I
am
a
bit
concerned
that
the
cost
of
petroleum
is
so
high
right
now
that
this
may
not
be
the
best
time
to
be
doing
a
jump
start.
We
certainly
a
few
years
ago
benefited
tremendously
from
having
major
projects
ongoing
at
a
time
that
petroleum
prices
were
perhaps
artificially
low,
so
that,
in
the
analysis
as
to
how
much
we
can
spend
and
how
quickly
I
I
would
appreciate
also
looking
at
the
question
of,
is
this
the
right
time.
F
That's
great
and
very
helpful
mayor.
I
agree
with
you
totally.
It
is
good
to
really
look
at
the
long
game
with
that
kind
of
roadway
infrastructure
and
you're.
Absolutely
right
that
as
those
prices
swing
wildly,
you
know
it
can
be
very
significant
in
terms
of
the
miles
you
get
per
per
the
dollars
you
spend
and
sometimes
waiting
a
year.
You
change
that
price
a
lot,
but
in
the
context
of
the
age
of
a
road
you
don't
always
sometimes
you
do.
Sometimes
you
don't.
So
that's
a
good
note.
J
So
so
on
that
that
just
reminded
me
of
our
pedestrian
safety
report
and
all
of
that
that
we've
been
talking
about
with
bike
safety
and
pedestrian
safety.
Where
does
that
all
fit
within
this
budget?
I
know
that
we're
still
going
to
be
getting
a
lot
more
detail,
but
can
you
kind
of
give
us
a
little
bit
on
that.
F
Yeah,
so
so
to
be
clear,
some
of
the
detail
is,
is
pending
direction
from
council.
So
right
now
we're
focused
on
the
operations
fund,
the
general
fund,
which
is
mostly
programs
and
people
as
we
look
at
the
capital
fund,
we'll
start
to
get
much
more
into
streets
and
sidewalks,
in
particular,
with
our
pedestrian
plan.
It's
it's
very
close
to
being
ready
to
present
to
to
council.
F
In
the
context
that
I
described
earlier,
where
we're
still
kind
of
catching
up
on
some
projects
that
started
a
while
ago,
you
might
remember
that
we
presented
cycle
8
projects
that
were
coming
through
caltrans,
that's
going
to
be
coming
back
later,
so
that
we
can
evaluate
the
applicability
of
the
cwa
to
those
investments.
But
those
were
a
bunch
of
intersections
that
had
already
been
determined
to
have
issues
with
accidents,
and
things
like
that
that
I
think
call
for
projects
was
in
may
9th
2016..
F
You
know,
and
so
we
had
just
proposed
finally
closing
the
loop
on
that,
but
now
we're
going
to
extend
it
for
a
while,
as
caltrans
and
the
federal
highways
administration
looks
at
our
cwa
agreement
and
and
contemplates
adhering
to
those
terms.
So
that's
how
long
it
can
sometimes
take
we,
we
hope
to
catch
up
with
that
when
we
start
talking
bike
pad
and
road
repair
and
the
other
things,
but
we're
in
the
transition.
Now
from
from
a
period
where
we
were
really
trying
to
catch
up,
especially
through
the
pandemic.
J
F
And
by
all
means
it's
a
good
time
to
get
out
the
notes,
so
so,
if
something's
in
your
head
about,
oh,
I
don't
want
to
forget
to
talk
streets
or
sidewalks.
It's
it's
not
too
early,
I'm
making
the
notes,
and
actually
it
helps
us
so
that
when
we
prepare
those
materials
we
can
bring
them
back
with
a
focus
on
those
items.
So,
although
we're
not
prepared
to
talk
about
it
at
length
tonight,
those
are
helpful.
A
E
Mayor,
if
I
can
thank
you
to
mayor
protem
for
raising
the
library
as
well,
I
agree
that's
on
my
list,
as
well
as
needed
airport
investments
and
just
regular
maintenance
for
the
airport,
and
that's
why
I
asked
for
the
comprehensive
sort
of
measure
j
projects
that
have
been
funded
over
the
last
few
years.
You
know,
what's
unfunded
through
measure
j,
what
those
requests
are,
so
we
can
look
at
comprehensively.
E
A
F
F
That
said,
it
still
has
an
impact
on
operation,
so,
for
instance,
when
we
have
a
lot
of
capital
improvements
at
the
airport
and
those
are
managed
by
team
members
here,
they're
not
able
to
do
quite
as
much
simultaneously
with
other
projects
and
it's
one
of
the
reasons
I
mentioned.
That
context
is
to
kind
of
set
the
stage
that
we
want
to
have
a
robust
conversation
on
all
the
fun
things
we
get
to
do
and
invest
in
in
the
future.
F
With
the
caveat
that
right
now
we're
still
catching
up
on
a
bunch
of
projects
which
is
all
a
fancy
way
of
saying
it's
going
to
take
us
a
little
while
to
get
to
some
of
those
we
want
to
prioritize
so
that
we're
getting
to
the
most
important
first.
Sometimes
the
priorities
are
a
little
bit
outside
of
our
control
when
we
have
grant
opportunities,
external
funding
or
just
big
needs
like
we
may
have
at
the
airport
very.
F
The
the
airport
will
be
a
conversation
of
both
the
operations
and
the
capital,
so
so
all
together
in
the
airport,
but
still
looked
at
as
separate
components
of
the
airport
enterprise.
So
you
will
get
to
look
at
both
the
investments
we're
looking
to
make
in
the
operation
side
and
the
investments
on
the
capital
side,
and
then
we
do
have
additional
kind
of
partner
stakeholders
in
that
endeavor,
because
we're
always
working
with
airlines
to
help
address
their
needs
and
the
kind
of
lease
agreement
we
have
with
at
the
airport.
F
F
All
right,
okay,
picking
up
where
we
left
off
we've
got
a
couple
general.
This
is
a
description
that
I'm
not
sure,
you'll,
understand
and
nancy
help
me.
I
believe
this
is
accounting
for
internal
service
charges,
where
we
have
a
general
fund
portion,
chargeback
of
facilities,
maintenance
and
a
general
fund,
chargeback
of
fleet
maintenance
for
added
employees
and
benefits.
So
that's
where
we
are
basically
covering
some
of
those
costs
for
facility
and
fleet
maintenance
and
charging
back
to
departments.
G
You
are
correct
if
you
look
at
the
staff
report,
the
description
for
38
and
39
explains
what
was
added
employ-wise
to
and
the
vehicles
that
were
added
and
those
get
charged
back
to
all
funds
in
all
departments.
So
that's
kind
of
what
I
didn't
really
know
how
to
describe
it
as
much,
but
38
will
tell
you
what
what
positions
are
being
added
and
also
39
and
those
get
charged
back
to
every
fund
in
every
department.
G
F
Let
me
help
similar
to
the
airport
being
an
enterprise,
it's
kind
of
stand
alone,
but
if
the
human
resources
being
provided
to
the
airport
are
for
airport
employees,
the
airport
pays
for
those
services.
Well,
we
we
handle
our
fleet
and
facilities
in
a
similar
way,
but
different.
So
we
put
funds
into
a
facilities
fund,
an
internal
service
fund,
so
that
it's
really
easy
to
watch
the
the
money
come
in
and
the
money
go
out,
but
you
have
people
administering
those
programs,
and
so
we
charge
the
various
departments
charged.
F
I
mean
pd
has
a
bunch
of
vehicles,
so
they
help
pay
for
their
vehicles
and
the
people
that
are
running
the
fleet
department.
So
each
department
actually
pays
for
its
portion
of
some
of
its
needs
when
it
comes
to
fleet
and
facilities.
The
money
is
just
kind
of
moving
internally
between
funds.
It's
a
little
different
in
that
the
airport
is
a
special
kind
of
operation.
F
If
we're
moving
on
the
next
thing,
we
have
is
police
and
fire
replacement
radios,
so
you
are
all
familiar.
I
believe
that
the
system
we're
currently
participating
in
a
regional
joint
powers,
authority
called
erica,
has
been
providing
some
of
our
communications
infrastructure,
we'll
be
transitioning
to
a
new
system
and
frankly,
the
radios
are
obsolete
at
this
point
anyway.
So
there's
really
no
negotiation.
We
just
need
to
pay
for
these.
There
was
a
note
here
saying
that
this
could
be
measure
j
or
fund
balance.
F
Certainly
we
would
want
to
honor
the
process
of
going
to
measure
j
asking
them
if
they
would
like
to
recommend
use
of
funds
for
something
like
this,
but
but
since
it's
not
an
ongoing
cost,
we
don't
need
to
spend
three.
You
know
3.5
million
dollars
every
year,
we're
proposing
taking
it
from
something
other
than
incoming
revenue
right
either
the
accumulated
balance
or
potentially
a
source
like
measure
j
but
again
haven't
haven't
talked
with
them
about
that.
So
this
is
just
for.
F
You
to
know
that
there
are
a
variety
of
places
we
can
come
up
with
the
money
we
need
for
that
investment,
the
plaza
theater.
This
is
a
placeholder.
Frankly,
I
just
want
to
reiterate
that
nobody
came
to
me
and
twisted
my
arm,
not
a
council,
member
or
anybody
else,
so
I'm
recommending-
or
at
least
suggesting
that
you
can
put
a
placeholder
aside
for
investment
in
the
plaza
theater,
because
the
city
owns
the
plaza
theater.
F
I
will
say
that
I
believe
fully
that
for
communities
that
have
the
kinds
of
assets
that
attract
philanthropy
and
other
grants.
We
should
lean
as
heavily
as
possible
on
philanthropy
and
other
grants,
because
if
we
don't
have
to
cover
the
cost
out
of
our
discretionary
funds,
it
doesn't
mean
that
there
are
dividends.
You
know
it
means
that
we're
able
to
invest
in
something
where
we're
likely
not
going
to
attract
philanthropy
and
grants
that
could
be
roadway,
infrastructure,
bike
pad,
etc.
F
F
Certainly
if
there
were
claims
or
reports
that
a
donor
wanted
to
see
matching
funds
as
a
condition
we
would.
We
would
flesh
that
out
in
full
detail
before
we
made
any
commitments,
but
noting
that
it
is
a
city
facility,
noting
that
we
still
have
a
decent
gap
in
in
the
goal
of
fundraising.
This
is
one
way
to
help
close
that
gap,
or
at
least
be
provided
the
allocation
for
some
sort
of
capstone
funding.
If
it's
necessary.
That's
that's
why
it's
in
here.
J
J
I
think,
with
the
plaza
theater,
I
don't
see
any
huge
need
to
do
it
all
at
once.
I
think
we
can
continue
as
measure
j
recommended
500
000
a
year,
but
the
other
thing
that
I
just
want
to
point
out
is
that
we
have
a
huge
renovation
to
do
of
the
theater,
but
then,
once
that
renovation
is
done,
the
city
will
be
then
maintaining
the
plaza
theater.
So
I
I
just
kind
of
want
that
to
be
part
of
the
conversation
as
we
are
looking
for,
that
grant
money.
J
Is
that
it's
not
as
if
the
city
doesn't
care
about
the
the
plaza
theater,
it's
that
we
still
will
have
an
ongoing
cost
for
decades
for
the
rest
of
the
you
know
the
the
life
of
our
city.
So
so
this
isn't
nothing
that
we're
not
doing
nothing.
We
we
are
actually
actively
going
to
need
to
set
aside
those
those
funds
to
make
sure
that
we're
we're
properly
functioning.
F
100
and
that's
not
just
for
the
maintenance
of
the
capital
infrastructure,
but
likely
the
operation
so
most
I
shouldn't
say
most
many
museums
and
theaters,
and
things
of
this
nature
aren't
money
makers.
Many
of
them
to
have
the
kind
of
programming
you'd
like
to
see
are
subsidized,
which,
which
is
not
unusual
right.
When
we
have
a
downtown
park
series,
we
don't
charge
tickets,
we
don't
offset
costs,
it's
an
investment
for
comm,
the
community
benefit.
So
I'm
not
saying
anything.
F
That's
unusual
there
other
than
to
to
agree
fully
with
your
point
that
there
will
likely
be
annual
costs
associated
with
operations
and
and
maintenance.
And
again
I
I
I
don't
want
to
miss
either
point
one.
You
want
to
lean
as
heavily
on
philanthropy
and
grants
for
those
programs
where
people
have
affinities
like
these
kind
of
cultural
centers,
because
those
same
philanthropists
aren't
going
to
be
here
for
the
nuts
and
bolts
stuff
that
that
we
need
some
of
that
money
for,
but
it's
also
not
unreasonable
to
also
be
a
co-investor
for
a
facility
like
this.
F
A
I
wish
we
could
get
private
philanthropy
to
come
forward
for
street
repairs,
but
so
maybe
we'll
have
to
talk
through
that
one
a
bit
but
clearly
the
plaza
theater
is
our
facility,
and
I
believe
that
we've
got
a
great
opportunity.
What's
already
been
demonstrated
to
have
philanthropy
step
in
substantially
on
this
project
and
one
of
the
things
as
we
look
at
any
investment
from
the
city.
A
I
think
it
would
be
helpful
to
see
what
is
the
total
budget
for
the
complete
restoration
and,
what's
the
commitment
coming
from
from
the
city,
and
I
I
don't
want
to
jump
ahead
to
what
those
percentages
may
be.
But
from
my
understanding,
if
we
were
to
go
forward
with
this
one,
two
million
dollars,
we
would
be
producing
substantially
a
very
small
portion
of
an
overall
budget,
not
an
insignificant
one,
but
so.
C
I'm
looking
forward
to
when
you
win
the
lottery
and
creating
your
own
foundation
for
street
repairs
very
beneficial
for
the
entire
city,
so
you
know,
I
think,
on
the
plaza
theater
and
all
these
are
good
points.
You
know
I
first
read
the
staff
report.
You
know
there
are
some
capital
improvements
in
here
because-
and
I
now
understand
it's
because
they
may
come
from
the
general
fund.
But
you
know
when
we
talk
about
capital.
C
I
think
that's
a
good
time
to
talk
about
that
versus
what
else
we
have
and
what
the
right
amount
is
on
the
plaza
theater.
I
know
measure
j
we
heard
had
a
recommendation
of
a
million
dollars.
I
think
500
this
year,
500
next
and
just
I
just
wanted
to
ask
for
the
city
manager
historically
at
one
of
our
budget
meetings.
We'd
start
with
a
sort
of
study
session
with
measure
j
to
get
their
recommendations
and
input,
given
all
the
work
they've
done
and
for
us
to
ask
them
questions.
F
J
funding
at
the
time
council
had
indicated
that
it
wasn't
sure
where
those
projects
came
from
and
how
they
fit
into
an
overall
community
priorities
and
and
so,
rather
than
allocating
them
by
project
council
directed
staff
to
put
that
money
aside
as
a
placeholder,
so
I
and
most
of
the
staff
team,
I
think,
had
thought
the
whole
time
that
measure
j
had
looked
and
evaluated.
Those
projects
made
recommendations
for
its
funding
and
that
that
was
consistent
with
the
five-year
capital
improvements
plan.
F
We
went
back
and
watched
the
meeting
and
think
I
understand
where
the
the
conflict
came
from
or
the
difference
of
understanding,
because
staff
did
present
the
entire
five-year
cip
with
projects
that
were
slated
in
the
first
year.
So
went
through
them
discussed
them
with
the
commission.
There
were
generally
positive
comments,
but
I
believe,
fell
short
of
actually
taking
a
vote
to
approve
them
as
recommendations
for
council.
F
So
this
was
going
to
be
explained
when
we
do
the
capital
improvements
plan
in
the
budget,
but
we,
I
think
it's
reasonable
at
this
point-
that
we
would
want
to
take
that
back
to
measure
j
and
I'm
just
talking
about
the
projects
where
we
would
contemplate
using
measure
j
funding.
We
would
take
that
back
to
the
measure
j
commission
to
solidify
its
recommendations
before
any
final
approval.
That
doesn't
likely
mean
we
can't
review
the
capital
improvements
plan
in
its
entirety.
F
In
fact,
there
are
huge
parts
of
it
that
have
nothing
whatsoever
to
do
with
measure
j,
but
but
at
some
point
we
we
should
do
that.
I
don't
know
if
it's
the
same
kind
of
joint
meeting
that
you're
talking
about
council
member
cores,
although
we
were
made
aware
of
that
history,
I
was
being
someone
that
wasn't
here
when
that
happened.
E
So
I
think
that's
important,
but
it
should
go
through
that
process
and
then
you
know,
because
that's
listed
as
a
placeholder.
The
question,
then,
is
you
know
what
are
those
other
placeholders
that
we
might
need
for
funding
for
the
community?
So
I
see,
you
said,
did
homelessness
there.
You
know.
In
the
past,
we've
talked
about
we've
done
grants
and
sponsorships.
E
We
get
a
number
of
recruit
requests
through
the
year.
There's
things
that
the
council's
talked
about
like
reparations
or
universal
basic
income
or
other
ways
we
can
leverage
state
funding.
So
I
think
I
think
that
that
would
be
important
to
assess
holistically
all
together.
So
one
thing
isn't,
you
know,
put
out
put
there
and
other
things
or
not
so
I'd
like
to
see
you
know
larger
conversation
about
how
to
invest
some
of
the
money
into
the
community
in
ways.
E
I
know
there
are
also
things
like:
we've
talked
about
with
council,
waiving
user
fees
for
non-profits
to
use
facilities
or
using
waiving
user
fees
for
palm
springs
residents
living
in
poverty,
or
something
like
that
right.
So
we're
kind
of
only
looking
at
the
expenditure
side
of
this
and
the
you
know,
requests
for
the
general
fund
allocations,
but
I
do
think
that's
like
the
broader
conversation
we
can
have
holistically
like
what
are
all
those
requests
that
we
want
to
fund
and
how
to
best
do
it.
F
J
One
thing
I
didn't
we
don't
have
listed
here
is
anything
about
workforce
development
and
I
know
we've
we've
talked
about
this
kind
of
in
passing
a
lot
and
we
haven't
really
had
an
opportunity
to
to
dive
into
to
what
that
would
look
like
with
the
city,
and
I
understand
a
lot
of
it
is
because
it's
it's
a
big
request,
but
the
city
for
many
years
had
a
workforce
development
program.
It
was
federally
funded
and
when
those
federal
dollars
ran
out
the
program
was
ended.
J
I
would
but
it
was
a
really
huge
help
and
many
of
our
parks
and
rec's
staff
actually
have
were
part
of
those
those
programs,
and
obviously
it's
been
a
huge
benefit
to
those
those
residents.
A
lot
of
them
are
our
locals,
so
I
I
would
like
us
to
to
get
back
into
figuring
out
how
we
can
allocate
funding
for
workforce
development,
even
if
initially
it's
small,
because
I
think
it
is
going
to
take
time
to
fully
develop
something,
but
we
we
do
want
to
make
sure
that
we're
getting
is
providing.
J
But
we
do
have
have
issues
with
people
commuting
long
hours
to
to
get
here
and
our
local
residents,
the
city
of
palm
springs,
is
the
best
paying
job
you
can.
You
can
have
in
the
city
of
you
can
have
here,
and
I
don't
I
would.
I
really
think
that
might
be
true.
I
I
know
as
an
attorney,
I
was
not
getting
paid
as
well
as
staff
members
in
the
city
of
palm
springs,
so
I
want
our
locals
to
be
able
to
take
advantage
of
that.
F
F
We
we
have
a
general
idea
of
scale
as
to
what
our
partnership
with
martha's
will
cost
to
operate
a
navigation
center,
but
we
have
other
areas
that
are
still
not
defined
right
like
how
much
additional
security
might
we
need
to
honor
a
commitment
to
the
neighborhood
that
will
really
be
mindful
of
the
potential
for
secondary
impacts
when
it
comes
to
housing.
I
already
mentioned
the
same.
Economic
development
is
yet
another
example
where,
to
some
extent,
these
these
programs
beg
the
question.
F
One
of
the
things
I
recommend
at
the
end
of
the
day
is
wherever
we're
at
you
know.
Just
just.
Suffice
it
to
say
there
are
going
to
be
other
new
priorities
that
come
about,
and
that's
one
of
the
reasons
to
be
assertive
in
in
identifying
areas
for
new
investment,
but
also
to
hold
a
little
something
back
for
some
of
those
future
conversations.
All
of
those
are
good
examples
and
again
the
police
department.
You
know,
as
we
do
a
review
if
we're
going
to
get
into
behavioral
health
and
some
other
creative
ways
that
we
deliver
services.
F
What's
it
going
to
cost
is
that
five
people
or
10
or
15,
we
just
don't
know
all
the
things
we
just
talked
about,
could
rival
all
of
the
approvals
that
that
are
before
you,
the
recommendations
that
are
before
you
right
these
they're
significant.
So
it's
good
to
be
thinking
about
those
things
and
we
can
work
to
put
a
little
more
specificity
behind
some
of
the
very
general
concepts.
But
but
a
lot
of
it
really
does
depend
on
how
we
build
into
those
programs
and
what
the
expectation
is.
A
If
I
could
pick
up
on
that-
and
I
want
to
thank
the
mayor
pro
tem
for
raising
it,
one
of
the
programs
that
we've
abandoned
is
the
student
intern
programs,
and
it's
something
I
would
like
us
to
to
look
at
very
seriously
most
particularly
for
some
of
our
youth
that
are
at
risk.
There
is
nothing
better
than
having
a
job.
F
Thank
you.
That's
great,
and
I
forgot
to
mention,
as
I
was
quite
elaborate
in
in
the
discussion
of
some
of
the
unknown
future
budget-
needs,
that
one
approach
to
both
of
those
things
you
just
mentioned
is
really
a
potentially
a
shift
in
focus
on
how
we
recruit
for
positions
getting
people
interested
in
city
jobs
earlier
at
an
entry
level
and
fostering
their
growth
into
higher
levels
of
the
organization
over
time.
F
A
lot
of
communities
just
make
a
concerted
effort
to
recruit
locally,
and
we
can
do
that.
That
may
require
additional
personnel
and
in
some
instances
it
might
only
require
a
shift
in
focus.
So
we
we
hear
you
that
we
have
opportunities
to
do
a
better
job,
recruiting
locals
that
are
committed
to
the
community
that
are
more
likely
to
stay
for
an
entire
career
and
and
not
leave
when
they
get
an
opportunity
closer
to
home,
because
they'll
be
as
close
as
they
can
get.
E
I
have
a
question
if
I
can
just
from
that,
so
one
other
area
is
constituent
services.
That
council
at
least
has
frequently
identified
the
need
for,
and
study
staff
has,
frankly
struggled
responding
to
all
of
the
requests
that
we
get.
So
I
know
that
we
had
previously
allocated
more
funding
for
a
council
assistant,
since
we
only
have
one
for
all
five
of
us
for
scheduling.
E
F
So
in
the
current
budget
there
was
money
provided
for
a
position
that
would
help
us
with
those
services.
So
you'll
recall
that
previously
we
had
two
someone
working
in
the
city
manager's
office
and
someone
assisting
with
council,
and
so
we
added
at
at
least
one
additional
position,
but
we're
still
recruiting
for
the
first.
So
right
now
we
have
one
person
who
used
to
help
with
council,
helping
with
both
council
and
and
me
and
the
city
manager's
office.
F
What
I'd
really
like
to
do
as
we
bring
on
the
first
of
those
two
is
again
kind
of
reevaluate
and
look
at
the
team
and
say
who's
got
the
skill
set
to
really
do
some
of
the
constituent
services
piece,
while
not
dropping
anything
or
or
diminishing
our
level
of
service,
with
maintaining
the
other
administrative
support
that
we
all
rely
on.
So
it
might
be
that
that
constituent
service
person
is
on
staff
already,
but
needs
to
be
freed
up
to
do
the
job
right.
So
bottom
line
is.
F
We
do
have
two
positions
funded
that
we
can
fill
to
help
on
the
administrative
end
between
the
city,
manager's
office
and
council,
and
then
somebody
mentioned
grants
earlier.
We
we
have
actually,
I
think,
we're
going
to
be
presenting
a
contract
we've
been
through
the
procurement
process.
That
was
something
that
council
also
provided
funding
for
in
this
year's
budget
and
we'll
have
a
firm
coming
on
board
to
do
that.
Work
in
the
next
few
weeks.
The
next
couple
meetings
so.
J
Thank
you.
Thank
you,
mayor.
Just
one
thing
on
on
that
in
terms
of
the
job
descriptions,
I
just
want
to
flag
this.
It's
one
thing
that
I've
had
several
people
say.
Well,
I
I
can't
I
don't
qualify
for
that
job
because
there
were
so
many
specifics
listed
that
they
didn't
want
to
apply,
including
someone
who
now
has
an
interview,
because
I
pushed
them
and
pushed
them
and
pushed
them
to
apply
anyway.
J
F
Sure,
thank
you.
Thank
you
to
the
point
about
how
we
budget
positions.
This
is
also
sometimes
the
reason
why,
if
we've
submitted
something
very
specific
to
you
like
the
communications
position,
and
it's
meant
to
do
a
certain
job,
why
sometimes
I
suggest,
let
us
build
some
other
components
of
the
team
and
see
where
we're
at,
because
what?
If?
What?
F
So
we're
always
kind
of
looking
at
that.
But
I
hear
you
some
of
our
positions,
especially
the
ones
that
require
technical
expertise,
sometimes
have
pre-qualifications
that
make
it
difficult
all
to
the
point
about
starting
our
recruitment
at
entry
level
and
really
developing
people
for
those
opportunities.
Once
they're
already
in
the
organization.
E
Right,
I
have
a
comment
if
I
can't
sorry
mayor,
it's
ping-ponging
all
over
the
place.
I
have
a
question
or
a
comment
really
about
the
measure.
G
measure,
j
use
of
fun.
So
I
really
agree
with
the
vice
chair
of
the
commission,
who
called
in
and
we've
been
really
careful
to
use
measure
j
resources,
not
for
staffing
but
for
infrastructure
and
for
the
items
identified
in
the
initiative
that
the
voters
pass.
E
So
I
do
think
that's
important
and
then
I
think
we
should
clarify
the
role
of
the
measure
j
commission
because
it
sounds
like
there
is
frustration
over
role
and
responsibility
and
just
right
that
the
measure
j
commission
is
intended
to
be
an
oversight.
Commission
is
how
it
was
phrased
in
the
ordinance
or
in
the
initiative,
but
really
has
never
functioned
that
way
because,
from
the
beginning
measure,
j
was
making
recommendations.
E
I
know
the
mayor,
you
know
raised
this
issue
too,
that
you
know
how's
an
oversight
commission
making
recommendations.
So
I
think
we
should
clear
up
that
frustration
with
the
committee
so
that
we
can
just
be
clear
because
it
should
be
used
for
infrastructure.
There's
always
a
concern
that
it'll
be
whittled
away
for
for
operating
expenses,
for
the
city
or
for
staffing,
so
maybe
it
makes
sense
to
have
a
measure
j.
E
You
know
person
who's,
doing
those
projects
funded
by
that
fund,
and
I
think
that
could
be
acceptable
as
we
really
work
to
make
sure
all
the
funds
have
all
of
the
expenses
for
operation
allocated
to
them,
and
I've
raised
this
before
in
a
few
other
budget
cycles.
But
I
just
want
to
flag.
We
made
a
separate
fund
for
measure
j.
E
Similarly,
voters
voted
to
approve
measure
d
for
public
safety,
but
we've
never
really
identified
that
separately
in
a
way
that
we
use
those
funds
for
measure
d
and
public
safety
and
while
it's
a
general
tax,
and
we
can
do
that,
it
might
make
sense
to
really
think
about
the
measure
that
revenue
and
how
much
we're
allocating
to
public
safety.
So
I
just
wanted
to
to
comment
that,
as
we
talk
about
the
use
of
measure
j
funds.
Thank
you.
F
Thank
you.
We
only
have
one
more
line
item
in
the
recommended
new
investments
and
that's
for
security
services
at
three
recreation
centers.
We
just
think
that
this
is
needed
to
make
sure
that
our
team
and
our
patrons
feel
safe.
It's
not
all
the
time
that
we
have
incidents,
but
they
happen
often
enough
that
we
think
security
at
those
facilities
in
particular,
is
warranted.
F
So
the
only
challenge
that
I
see
there
is
that
we've
leaned
pretty
heavily
on
our
contracted
services
and
in
this
labor
market,
where
it's
been
difficult
to
hire
people
we're
already
not
performing
all
of
the
security
we
would
otherwise
procure
because
I
think
staffing
shortages
make
that
difficult.
So
we
may
need
to
look
internally
at
how
we
do
this,
but
bottom
line
is.
F
It
was
mentioned
earlier
that
sometimes
you
create
a
few
positions
and
it
takes
you
a
year
to
fill
them
all
right.
So
we've
created
a
few
police
department
positions
right
now.
We
still
have
some
vacancies
in
that
department,
so
we
want
to.
We
don't
want
the
limit
of
what's
allocated
to
be
what
holds
us
back.
F
But
the
point
is
what
you
just
saw
if
council
were
inclined
to
agree
with
those
recommendations
and
fund
those
things,
it's
going
to
take
us
a
while
to
build
into
that.
Meanwhile,
some
of
these
other
positions,
the
need
and
the
want,
and
the
fact
that
these
would
enhance
service
levels,
don't
go
away.
We
would
likely
revisit
some
of
these.
F
F
Absolutely
that's
the
case
now,
just
just
to
clarify
we're
coming
off
a
year
where
we've
seen
really
remarkable
borderline,
unprecedented
growth
in
areas
like
tot
and
what
we're
projecting
next
year
is
that
they
continue
to
grow,
but
at
a
far
less
space
than
what
we
saw
this
year
and
it
that
begs
the
question
in
in
a
post-pandemic
environment.
Are
we
seeing
a
lot
of
drive
market
traffic
and
as
people
return
to
fly
destinations,
will
that
impact
the
overall
level
of
tourism?
The?
F
I
don't
think
anyone
has
that
crystal
ball
is
a
recession
somewhere
on
the
12-month
horizon.
The
24-36
we've
all
heard
different
prognosticators
predict
what
they
think,
but
it's
going
to
come
at
some
point.
So
bottom
line
is
we're
projecting
some
growth.
If
growth
is
more
robust.
Yes,
we
have
opportunities,
even
if
it's
just
comes
in
how
we
predicted
it
will
there's
still
the
opportunity
to
talk
about
some
additional
investments,
mid-year.
J
Thank
you,
and
I
think
I
want
to
echo
again,
councilmember
hostage's
comment
about
balancing
right,
staffing
versus
capital
improvement
projects,
and-
and
I
think
this
is
exactly
why
right
this
this
conversation
that
we're
having
right
now,
how
much
is
this
going
to
grow?
How
much
of
is
it
going
to
decline
a
bit
as
we
just
see
how
people's
comfort
levels
change?
J
J
I
don't
know
if
it's
this
next
budget
discussion
or
if
it's
a
third
budget
discussion,
but
I
would
like
to
have
an
opportunity
for
us
to
discuss
that
the
what
do?
What
are
our
priorities
in
terms
of
staffing
and
and
capital
improvement,
and-
and
maybe
we
do
need
a
third
day
or
or
the
end
of
the
next
meeting,
to
really
kind
of
flesh
it
out
more
because
I
do
want
us
to
have
enough
time
to
go
through
this,
this
cip,
without
like
we
are
like
we're
doing
right
now,.
C
Great
thank
you
mayor,
so
just
on
the
staffing-
and
I
see
the
positions
you
know
that
are
would
be
great
to
have
that
just
not
right
now
for
the
budget,
but
good
to,
as
we
talked
about
earlier,
having
that
total
number
so
we're
thinking
about
it,
just
a
few
others.
I
just
wanted
to
mention
in
that.
I
know
for
as
long
as
I've
been
on
council
there's
been
requests
that
we
add
a
long-term
planner
to
the
planning
department.
Not
just
you
know,
processing
current
things.
We
could
really
think
long
term.
C
So
just
it
would
be
great
to
get
a
sense
of
where
the
you
know,
planning
building
department
are
on
that.
If
that's
something
they
want
to
look
at
I've
had
this
conversation
with
the
city
manager,
but
at
some
point
thinking
about
a
dei
diversity,
equity
inclusion
manager
for
the
city
and
maybe
shorter
term.
Having
someone
on
staff.
Who
is
the
point
person
on
that
again?
I
know
we're
hiring
in
hr,
so
it
might
not
be
able
to
do
it
now,
but
I
just
wanted
to
keep
that
on
the
list.
C
I'm
avoiding
some
of
my
capital
things,
although
most
have
been
mentioned,
so
I
think
by
others
already
on
the
communications
sort
of
social
media,
public
affairs
communications.
I
your
reasoning
for
not
doing
that
now
makes
sense
to
me,
but
just
if
we
need
to
do
some
one-time
spending
for
more
consultant
support.
C
F
I
Thank
you.
Thank
you
to
all.
I
don't
know
if
the
public
knows
this,
but
a
lot
of
our
directors
are
sitting
in
the
audience.
They
have
a
very
difficult
job.
Managing.
I
think
it's
a
nexus
of
500
employees
here
in
the
city,
and
I
thank
you
for
your
work
and
your
hard
work
and
rallying
everyone
to
be
on
the
train
with
us,
which
sometimes
we're
all
over
the
board.
So
this
is
a
good
start.
I
want
to
thank
you.
I
agree
with
the
recommendations.
I
And
what
should
we
be
doing
now?
I
think
mayor
middleton
mentioned
some
options,
but
just
to
look
at
what
those
might
be.
I
also
agree
with
the
comments
made
in
the
placid
theater.
You
know
whether
we
do
it
now
or
later
or
how
we
do
it
and
whether
it's
a
foundation
that
runs
it
or
a
fund.
We
really
need
to
look
at
in
the
broader
scope
of
all
our
priorities.
I
I
It's
a
little
disjointed
a
bit,
how
we're
doing
it
and
if
we
can
find
a
way
to
make
it
less
disjointed,
where
one
body
is
trying
to
recommend
and
think
that
they're
doing
it
and
we're
really
the
body
and
how
do
we?
How
do
we
mitigate
all
of
that?
I
think
it's
very
difficult.
I
brought
this
up
before
about
measure
j.
I
have
some
concerns.
I
also
agreed
that
we
should
look
at
the
library
at
some
point
and
what
that
means.
I
We
have
a
plan
for
the
library,
but
I
think
what's
important
about
that
is
that
we
have
done
a
plan
for
the
library
we've
done.
A
plan
for
desert
gateway,
we've
got
other
specific
plans.
None
of
that
work
in
those
plans
is
funded,
and
I
think
that,
and
is
that
going
to
be
a
priority
for
us
or
not,
and
if
not,
I
think
we,
the
residents,
have
a
right
to
know
whether
that
will
be
a
priority
or
not.
So
I
think
understanding
what
that
means.
I
I
I
agree
with
mayor
middleton
and
I
know
it's
coming
forth
about
roadways
and
also
with
mayor
pro
tem,
who
also
talked
about
roadways
traffic,
but
I
would
add
traffic
homing
to
all
of
that,
as
we
need
to
fund
our
traffic
calming
much
better.
I
know
this
may
come
out
in
our
next
process
that
we're
coming
from,
but
also
how
do
we
implement
our
safe
routes
to
schools?
Some
other
plans
that
we've
got
you
know
those
are
all
unfunded.
I
We've
done
these
great
plans
and
if
they
sit
on
the
shelf
too
long,
they
gather
dust
and
we
don't
have
any
opportunities.
Then
they
get
old
and
we
have
to
redo
them.
So
I
think
we
need
to
look
at.
Are
we
going
to
fund
some
of
that
roadways,
traffic,
calming
bike
lanes,
safe
routes
to
schools,
sidewalks,
and
all
of
that
I
think
that's
important
to
do
also
when
we
come
back
with
kind
of
a
capital
improvements.
One
of
the
things
we
talked
about
was
connecting
to
the
sewer
on
those
areas
that
don't
have
sewer
connection.
I
I
also
want
to
make
sure
as
a
question
that
our
vacation
rental
department
is
staffed
correctly
because
daily
new
vaca
illegal
vacation,
rentals
pop
up
and
people
take
them
down
like
for
coachella
and
whatnot.
Do
we
have
sufficient
staffing
to
kind
of
you
know,
keep
control
under
that?
I
know
anytime.
Somebody
does
an
illegal
one,
it's
very
difficult
to
track,
but
I
don't
think
it's
good
that
we
have
as
many
illegal
rentals
out
there
as
you
can
find
online.
I
I
think
that's
really
important.
I
also
think
what's
not
added
here.
Is
commission
training,
commissioner
training,
especially
things
like
the
planning
commission
to
be
able
to
go
to
a
conference
to
learn
best
practices,
but
even
more
than
that,
I
think
a
commissioned
dinner
at
some
point
once
a
year
an
annual
dinner
is
not
funded
in
here
would
be
a
great
thing
to
fund
and
I
think
we
also
really
need
to
look
at
our
parks,
and
this
could
be
through
the
capital
improvement
project.
We've
done
a
bit
of
work
to
desert
highlands.
I
I
F
Council,
I've
got
a
couple
of
pages
of
notes.
I
think
let
us
work
on
some
of
this.
We
already
had
in
mind
to
come
back
and
talk
about
capital.
We
have
the
airport
to
catch
up
on.
We
have
some
of
the
other
smaller
funds.
I
just
want
to
point
out
that
the
way
the
schedule
worked,
we
were
kind
of
targeting
having
study
sessions
once
a
month,
which
often
puts
you
know
three
or
four
weeks
in
between
meetings.
This
time.
The
next
study
session
is
scheduled
for
may
4th,
which
is
really
right
around
the
corner.
F
So
a
lot
of
these
suggestions
that
might
take
some
additional
analysis
will
probably
not
be
ready
by
then
you
will
get
part
way
down
the
road
by
better
understanding
the
capital
improvements
plan,
the
various
sources
of
revenue,
what
is
already
programmed
in,
but
some
of
these
things,
we'll
probably
have
to
follow
up
on
at
a
later
date,
we'll
do
our
best
in
that
short
time
frame
to
prepare
for
many
of
them.
But
what
we
may
need
to
do
is
either
bring
you
some
requests
to
consider
or
again.
F
F
If
there
aren't
additional
questions
on
what
we've
presented
this
evening,
it
sounds
like
there's
some
fairly
general
agreement
pending
the
balance
of
the
budget,
that
the
kinds
of
investments
we've
recommended
at
this
point
are
viewed
favorably
again,
the
caveat
being
that
as
we
look
at
capital
and
some
other
things
you
may,
of
course
you
reserve
the
right
to
shift
some
focus,
but
I'm
not
hearing
that
anything
we've
presented
is
way
off
the
mark.
Am
I
right
about
that.
E
I
just
have
a
few
changes
or
notes
that
I
might
request
come
back
or
council
can
discuss
so
one.
I
heard
the
police
chief
say
that
if
we
fund
nine
firefighters
instead
of
six,
we
get
to
a
better
rating
and
provide
better
service.
So
I
don't
know
where
council
is,
but
I'd
like
to
see
an
analysis
either
how
to
do
that
in
this
budget.
E
E
So
I
think
that
frustrates
our
residents
and
then
we
get
the
brunt
of
that
on
social
media
and
elsewhere.
So
I
really
think
investing
in
our
social
media
is
incredibly
important,
our
communications
overall.
So
I
will
support
the
city
manager's
recommendation.
If
we
can't
use
this
position
now,
but
I
agree
that
we
should
definitely
be
contracting
those
services.
E
We
have
the
funding
to
do
all
this
incredible
work
and
we're
not
funding
communicating
it,
which
almost
means
like
it
doesn't
happen
for
our
residents
and
people
literally
think
all
kinds
of
things
about
the
10
million
dollars
for
homelessness
and
everything
else.
So
I
personally,
as
a
council
member,
would
very
much
like
to
see
more
investment
in
that
you
know,
communication
manager
or
contract
services
until
then-
and
those
are
really
the
only
changes
overall,
I
have
other
than
the
the
items
that
we've
discussed
just
for
more
information.
A
Then
I
believe
we
have
reached
the
time
to
adjourn
this
study
session
at
8
15.
We
will
be
resuming
at
5
30
on
may
4th
with
a
second
study
session,
I
believe,
concentrating
on
budget
issues.
We
will
be
back
for
our
regular
meeting
on
may
12th
at
5
30,
and
I
also
invite
everyone
to
come
out
to
the
plaza
theater
for
the
state
of
city
at
5
00
pm
on
may
3rd.