►
Description
00:00:00 Call to Order
00:00:30 Oral Communications
00:12:00 2018 Long Term Financial Plan (LTFP)
B
C
B
D
A
Good
afternoon,
thank
you
for
making
this
accommodation
for
us.
The
topic
I
wanted
to
address,
as
may
be
indirectly
related
to
the
long
term
financial
planning,
but
it
has
more
specifically
to
do
with
the
funding
that
we
get
from
medicine
so
that
we
do
have
an
adequate
emergency
plan
in
place.
If
anything
should
happen
at
San
Onofre.
A
So
I
first
want
to
acknowledge
that
today
happens
to
be
the
seventh
anniversary
of
Fukushima,
which
really
brings
to
mind
the
suffering
that
continues
there
and
ongoing
radiation
into
the
environment,
where
the
billions
of
dollars
spent
and
billions
to
go
and
we've
just
you
know
it's
another
reminder.
We
don't
want
to
end
up
in
that
position
and
that
emergency
planning
is
great,
but
the
best
possibility
is
is
to
prevent
an
accident
from
happening
in
the
first
place.
So
we
would
like
to
suggest
that
we
have
more
input
on
how
the
emergency
funding
is
spent.
A
I
understand
that
$30,000
of
the
$193,000
allocated
by
edison
for
such
purposes
was
not
used
and
there's
other
ways.
We
could
use
that
funding
either
for
more
in
independent
nuclear
experts
to
advise
us
on
things
like
metallurgy
and
how
long
those
canisters
will
last.
What
should
we
do
if
there's
a
crack,
because
Edison
tends
to
speak
only
in
terms
of
probability
and
saying
that
it's
just
such
a
low
possibility
that
something
would
happen,
they
don't
need
to
consider
it
well.
A
We
think
we
should
be
prepared
for
the
worst
and
understand
from
other
experts
get
their
input
as
well.
You
know
we're
also
stuck
in
this
town
without
a
hospital,
and
we
should
have
a
hospital
that
could
address,
radiate
radiological
emergencies
and
we
there's
other
ways
that
we
can
use
that
money
and
then
I
was
very
disappointed
in
an
email
I
got
today
from
Stephen
Foster.
Our
emergency
planner,
saying
that
it
looks
like
Edison
wants
to
reduce
the
amount
of
payments
that
would
protect
us
in
the
event
of
an
emergency.
A
So
I
don't
know
where
this
fits
into
the
long-term
planning
exactly,
but
it
seemed
like
relevant
topic.
I
wanted
to
bring
up
and
share
with
you
and
see
what
we
could
do
to
make
sure
we
have
adequate
funding
and
that
we
use
that
funding
to
the
best
of
its
ability.
So
you
know
I'm
just
throwing
out
a
few
suggestions.
I'm
sure,
there's
more,
you
know
we'd
like
to
get
live,
real-time
radiation,
monitoring
of
the
plant
and
other
things.
But
that's
that's
what
I
had
to
say
and
I
appreciate
you
listening
thanks,
Thank.
E
It
can
be
put
stationary,
but
it
monitors
24/7
and
it
transmits
publicly
on
the
sanity,
Commission
San
Onofre
website
and
the
safecast
website
all
the
time
so
that
any,
if
anything
happens,
it's
at
San
Onofre
will
be
able
to
see
it
immediately
for
whoever's.
Looking
at
that
point
in
time,
it
also
has
an
emergency
system
set
up
with
it
as
well,
so
notifications
can
be
enabled
to
go
out
so
on
the
march
22nd
CEP
meeting
I
will
be
presenting
this
monitor
to
California
eveson,
asking
them
to
put
it
on
the
isthmus
pad.
E
I
would
appreciate
your
support
at
that
upcoming
c.p
meeting,
because
I
believe
the
city,
all
the
city
officials
should
be,
in
my
opinion,
standing
up
for
defense
and
depth
when
I
was
on
the
CEP
meeting.
For
the
first
year
can
be
for
the
first
year,
I
heart
on
defense
and
debt,
the
whole
nuclear
field
is
built
on
defense
and
dep,
except
the
decommissioning
process
and
the
storage
of
nuclear
waste.
E
Edison
has
never
made
their
information
publicly
and
some
somehow
after
Fukushima
went
down
or
happened,
the
federal
radiation
monitoring
system
was
no
longer
accessible
for
several
months.
So
we
believe
that
instead
of
having
this
information
hidden
by
corporations
and
government
agencies,
it
ought
to
be
so
I.
Look
for
your
support
in
asking
Edison
to
put
this
radiation
monitor
by
safe
guess
who,
if
you
look
them
up,
are
the
approved
by
the
IAEA
and
the
Union
BC,
which
are
the
two
big
monitoring.
Thank
you.
Apologize
for
going
over
fine.
F
D
E
C
Thank
you,
I'm
gonna
read
something
very
quickly
here
for
the
foreseeable
future.
Sent
committee
has
a
new
budget
burden,
I
guess
we're
talking
about
budgets
here
and
that's
a
realistic
preparation
for
our
radiation
disaster.
In
our
area
we
already
have
Regency
planning
but
conventional
emergence
from
conventional
emergencies,
but
not
for
radiation
emerge
which
are
entirely
different,
so
we
know
that
the
nuclear
waste
dump
is
now
being
loaded.
It
may
be
here
for
decades,
possibly
centuries,
there's
all
kinds
of
things
that
can
go
wrong.
This
requires
a
new
kind
of
planning.
C
So
I'd
like
you
to
consider
this
in
your
budget
deliberations,
we
get
money
from
medicine
and
I
would
like
to
see
that
this
money
be
used
widely,
and
some
of
the
priority
should
include
radiation
monitoring.
There
is
no
on-site,
real-time
radiation
monitoring
available
to
the
public,
and
we
should
have
that.
We
should
also
have
literature
distributed
to
the
public
and
effort
to
discuss
radioactive
contamination
and
its
health
and
consequences.
C
This
preamble
is
I
wanted
to
mention
that
there
has
been
a
petition
circulated
by
a
hundred
and
fifty
five
residents,
and
this
has
gone
to
the
cep
and
it
will
be
discussed
at
the
next
meeting
and
it's
particularly
asked
the
CEP
to
hold
a
special
meeting,
hold
it
in
San
Clemente,
and
it
will
be
on
two
topics:
one
is
external
threats
to
the
nuclear
waste:
dump,
we're
not
talking
about
canister
leaks
and
things
like
that.
We're
talking
about
external
threats,
either
natural
or
or
things
like
terrorism.
C
The
second
would
be
disaster
planning
and
in
the
event
that
there
is
such
a
radioactive
contamination
fala.
So
they
have
not
discussed
this
and
any
CEP
meetings
either.
One
of
these,
and
so
we'd
like
to
have
discuss
so
I,
there's
a
document
here,
it's
about
ten
pages,
long
and
I
liked
it
if
it
could
be
circulated,
I
don't
have
the
means
to
copy
it
and
I'd
like
to
give
it
to
whoever
to
circulate
it.
This
contains
some
documentation
about
a
Sandia,
National
Lab
study
about
dangers
and
threats
to
storage
facilities.
C
Nuclear
waste
facility
not
just
operate
reactors
but
ones
that
are
the
ones
that
are
our
storage
facilities.
So
there's
numerous
points
of
aid
in
there
which
which
are
worth
knowing
these
things
have
been
studied
and
we're
in
a
whole
new
world
now,
and
so
we
have
to
prepare
for
it.
We
have
to
educate
the
public
and
so
I
hope
you'll
allocate
some
funds
for
this.
Thank
you.
Thanks.
C
D
I'm
sure
you
remember,
but
just
so
you
remember,
I,
remember
this
meeting.
It
was
on
July
23rd.
We
had
emergency
planning
preparedness
discussion
and
then
we
had
a
presentation
in
October
of
2014
on
emergency
planning.
Preparedness
I'll
have
to
go
back
and
review
those
again
just
on
the
details,
but
for
those
who
were
interested,
we
had
full
CEP
meetings
on
both
of
those
items.
May.
C
G
C
C
H
H
H
So
the
long-term
financial
plan,
a
plan
that
identifies
fiscal
issues,
challenges
an
opportunity.
It
also
establishes
fiscal
policies
and
goals.
Exam
examines
fiscal
trends,
establishes
reserve
policies,
it
provides
focus
on
long-term
initiatives
and
produces
a
financial
plan.
This
LT
F
P
is
a
critical,
critical
document
to
reinforce
the
city's
triple-a
bond
rating
that
we've
maintained
for
many
many
years,
and
you
know
we
always
have
kind
of
a
message
and
I
think
this
year
as
we
approach
the
next
fiscal
year
1819.
H
This
message
that
I
have
at
the
bottom
is
really
gonna
resonate
the
long
term
approach
to
preserving
the
city
for
another
90
years.
So
some
of
the
previous
long-term
financial
plans
have
been
you
know,
putting
away
money
today
for
the
future
tomorrow
or
dealing
with
deferred
maintenance
from
a
reserve
standpoint.
All
of
these
approaches
that
the
council
has
taken
over
the
last
four
years
have
put
us
in
a
good
position.
As
we
see
you
know,
looming
deficits
in
the
future
years.
H
Seven
big
themes
that
I
want
to
talk
about
before
we
jump
into
it.
So
the
number
one
is
the
general
fund
operating
position
as
I've
mentioned
before.
Our
annual
goal
is
to
have
at
least
one
million
dollars
and
as
you'll
see
in
today's
presentation,
we're
landing
at
about
a
million
point.
Two
also
it's
important
that
we
have
the
operating
position
to
help
fund
capital
and
one-time
items
in
the
future
provide
a
financial
foundation
for
future
downturns.
H
This
is
really
important
and
I
want
to
highlight
this
because
we've
been
holding
these
monies
and
building
a
reserved
specifically
knowing
that
in
the
future
fiscal
years
we
see
a
deficit.
So
it
puts
us
in
a
good
position
to
address
those
deficits
without
seeing
negative
impacts
to
the
city,
ie
cuts,
etc.
H
Obviously,
very
small
or
negative
operating
position
over
the
remaining
four
years.
Public
safety
costs
continue
to
increase
so
as
you'll
see,
the
Orange
County
Sheriff's
Department
projected
an
increase
as
their
first
estimate
for
fiscal
year
1819
at
four
point:
seven
percent.
We
are
doing
four
percent
for
the
later
years.
In
this
five-year
forecast,
Oh
CFA
is
projecting
4.5
their
contractual
cap,
and
we
are
also
forecasting
that
over
the
next
four
to
five
years
in
part
of
this
forecast,
another
cost
implication
is.
H
If
you
recall,
we
went
ahead
and
agreed
to
adding
a
fourth
firefighter
to
be
phased
in
over
eight
years.
One
of
the
things
that
you'll
see
as
Judy
does
the
presentation
later
on
those
costs
that
are
amortized
over
eight
years.
We're
starting
we'll
start
to
see
those
impacts
in
the
future
years
that
also
contribute
to
our
deficit.
H
Pynchon
contributions
are
increasing,
it's
important
you'll
see
a
couple
of
different
elements
that
will
discuss
pension
cost
and
what
we're
looking
to
do
in
the
future.
Just
for
a
little
bit
of
revisiting
history,
the
city
has
four
different
pension
plans.
Costs
are
increasing
for
all,
and
the
public
safety
contracts,
ie
fire
and
police
are
also
impacted
from
pension
contributions
as
well.
Legal
costs
continued
to
increase,
so
we've
seen
in
increased
legal
costs,
and
we
expect
those
to
continue.
H
The
city
is
involved
in
a
number
of
ongoing
lawsuits
and
just
to
give
you
a
kind
of
a
brief
snapshot
of
where
we
were
at
with
litigation
litigation
separate
from
general
counsel,
litigation
for
fiscal
year.
1617
was
at
about
1.2
million
dollars
and
fiscal
year
at
a
date
for
1718
we're
at
about
750
thousand
dollars
and
that
750
thousand
dollar
figure
is
roughly
up
to
January
of
18.
So
we
still
have
some
more
months
to
attribute
to
that.
H
Some
revenue
sources
are
on
the
decline,
so
t
ot,
revenue
and
related
business
license.
Revenue
is
decreasing.
One
of
the
things
we'll
highlight
is
a
loss
of
rental,
an
income
with
negotiating
since
we're
moving
in
there.
These
are
all
things
that
we're
just
pointing
out
to
the
council:
it's
not
an
issue,
but
we
want
them
to
be
want
you
to
be
aware:
the
beaches
park
and
recreation
waivers
and
partnership
agreements.
This
is
something
that
we're
starting
to
track.
Now
that
we
have
our
new
class
registration
system
that
allows
us
to
do
so.
H
I
think
it's
going
to
be
important
in
the
future
that
we
let
the
council
know
these
waivers
and
these
partnership
agreements.
While
they
provide
a
service
to
the
city,
they
add
up
and
cost
that
hurt
us
negatively
and
then
also
ambulance
reimbursements
from
Medicare
and
Medicaid
are
stagnant.
While
the
county
has
raised
their
ambulance
for
recovery,
what
we're
finding
on
the
Medicare
and
Medicaid
is
they're
only
going
to
pay
one
amount,
regardless
of
what
our
rates
are.
H
So
we're
not
really
seeing
the
revenue
that
we
had
hoped
for
with
those
increase
in
ambulance
rates,
funding,
infrastructure,
maintenance
and
reserves
and,
as
I
highlighted
earlier
when
times
were
tough,
we
didn't
really
focus
on
our
infrastructure,
maintenance
and
reserves,
because
we
needed
it
for
the
general
fund.
We've
course
corrected
that,
but
again
now
we're
seeing
you
know
as
we
look
into
deficit
years.
This
investment
we
need
to
continue
to
focus
on
affects
our
ability
from
from
an
operating
position
as
well.
H
And
then
last
capital
project
require
fire
funding.
Well,
we
have
a
larger
operating
position
that
does
provide
finally
funding
for
future
capital
projects.
We
have
to
be
conservative
and
nimble
with
that
money
as
well
as
we
have
many
projects
that
equate
to
a
lot
of
need
and
funding
and
staff
resources.
That's
a
problem
and
it's
difficult.
The
beaches,
parking
recreation
master
plan
that
will
be
coming
before
you
in
the
March
20th
meeting.
One
of
the
goals
with
that
master
plan
was
to
identify
what's
in
front
of
us
now,
that's
been
deferred.
H
H
Maintenance
deferred
maintenance,
exactly
whether
it's
picnic
tables
you
know,
tennis,
courts,
bathrooms,
etc.
So
one
of
the
things
for
the
master
plan
once
it
lands
and
council
provides
direction
and
approval.
We
then
have
to
integrate
those
wants
into
our
Luo
city
CMMS
system
and
start
prioritizing
the
highest
risk
from
the
lowest
risk
and
the
highest
risk,
obviously
getting
addressed
from
a
funding
perspective
going
forward.
So.
I
H
Then
also
we
have
a
general
plan
that
does
dictate
capital
projects,
as
well
as
the
information
technology
strategic
plan.
So
while
these
are
all
important
and
very
critical
to
city
operations,
we
have
to
be
cautious
and
how
we
plan
them
and
how
we
address
them
from
a
funding
perspective,
and
so
with
that
I'm
going
to
turn
it
over
to
Judy
to
provide
a
little
overview
on
the
trend.
Analysis.
J
So
the
reason
we're
going
to
talk
about
the
trend
analysis
for
just
a
second
is
before
we
really
do
a
forecast
and
look
forward
we'd
like
to
take
a
chance
and
look
back
and
see
what
trends
we
have,
and
we
do
this.
So
we
make
sure
that
we're
watching
certain
items
that
need
it.
So
we
look
back
and
see
if
there's
anything,
that's
kind
of
standing
out
to
us
in
terms
of
the
trends
that
we're
seeing
and
so
in
this
case
we
have
the
same
problem
with
the
clicker.
J
It's
a
little
slow,
so
I'm
going
to
show
you
this
on
page
32
in
your
book.
There's
a
much
more
deeper
chart
about
this
and
there's
a
lot
more
information
on
each
of
these
trends.
But
I
think.
The
important
thing
here
to
note
is
this
is
from
1994
until
the
present,
and
you
can
see
that
the
last
three
years
on
the
negative
side,
we
don't
have
any
warning
or
negative
unfavorable
trends.
So
that's
that's
a
good
thing.
J
On
the
positive
side,
we
do
have
three
that
are
favorable,
but
it's
a
caution
and
all
that
means
is
just
take
a
look
at
them,
and
so
one
of
them
happens
to
be
capital
projects,
and
that
doesn't
necessarily
mean
that
it's
a
bad
thing.
It's
just
that
if
it's
changing
dramatically
there's
a
note
for
us
to
take
a
look
at
that.
So
I
just
want
to
mention
to
you
that
you
do
have
that
trend
analysis
in
your
book
and
if
you
want
to
look
at
that
further,
there's
a
whole
section
on
that.
J
So
then
I
want
to
just
move
into
looking
at
the
forecast
line.
So
I
don't
know.
If
we
need
to
do
batteries
on
this
thing
or
what
there
we
go.
Okay,
so
look
at
the
forecast,
so
Eric
just
kind
of
talked
about
the
big
themes.
But
basically
you
know
what
does
the
forecast
tell
us
overall
there's
a
lot
of
information
in
there.
So
what
are
the
big
things?
And
so
we
have
a
projected
negative
operating
position.
The
last
three
years
of
the
forecast
and
the
first
year
is
positive.
The
second
year
it's
a
basically
zero.
J
So
the
last
four
years
are
concern
and
we
do
have
to
make
adjustments
to
ensure
that
those
are
not
negative.
We
do
see
the
property
tax
and
sales
tax
revenues
continue
to
rise,
which
is
a
great
thing
for
us,
because
those
are
our
two,
your
revenue
sources
and
so
seeing
those
rise
is
important,
but
we're
seeing
t
ot
and
rental
revenues
decreasing,
so
the
T
ot
from
our
sto
you
vacation,
rentals.
J
We've
made
some
policy
changes,
and
so
we
know
that
some
of
that
rent
that
revenue
is
going
to
be
decreasing
because
of
that
we're
also
seeing
some
of
our
cell
towers
and
that
type
of
thing
not
grow
as
robustly
as
we
have
before.
We
are
seeing
on
the
expenditure
side
that
our
contracted
expenditures,
Public,
Safety
pension,
etc.
Consider
continue
to
exceed
our
projected
revenue
and
we're
looking
at
about
a
3.5
million
unassigned
fund
balance
at
the
end
of
the
next
fiscal
year,
based
on
the
forecast.
J
However,
that's
all
will
change
over
the
next
year
and
a
half,
but
that's
where
we're
at
at
this
point
and
that's
before
any
capital
improvement
program
costs.
So
that
being
said,
let's
look
at
some
of
the
numbers
here.
So
the
important
thing
here
is
that
the
operating
revenues-
2.8
percent
annual
increases,
what
we're
forecasting
over
the
five
year
period.
So
that's
an
average
increase
on
the
operating
revenues
and
that
becomes
important
when
you
look
at
the
slide
when
we
talk
about
expenditures.
J
So
we'll
come
back
to
that,
the
two
major
revenue
sources,
property
tax
and
sales
tax-
you
can
see
there
that
property
tax
is
52
percent
of
our
general
fund
operating
revenues
and
sales
tax
at
16.
So
between
those
two,
it's
at
68,
almost
70
percent
of
all
of
our
revenues
come
from
those
two
sources.
Property
tax
continues
to
increase
four
point:
three
percent
we're
seeing
in
next
year.
J
H
J
And
we
also
have
not
included
that
home
goods
as
well
again,
not
knowing
when
it
was
going
to
open
this
was
the
permit
was
pulled
today.
So
we
may
include
that
in
the
budget,
when
we
get
there,
okay,
so
operating
expenditures,
remember
I
showed
you
the
revenues
2.8
operating
expenditures
will
grow
into
3.8,
so
you
can
see
the
structural
difference
there
and
the
changes
that
we
have
to
make
so
I
want
to
just
talk
about
our
biggest
expenditure
components,
and
so
salaries
and
benefits
are
about
30
percent
of
our
operating
expenditures.
J
J
What
our
numbers
are
for
next
year,
we'll
be
in
year
two
of
that
agreement,
so
a
3.1
percent
increase
in
wages
and
a
small
increase
in
health
insurance
for
employees,
but
coming
back
to
the
city,
employees
will
be
paying
1.1
percent
additional
of
their
pension
costs.
Each
of
those
three
years
so
that
helps
the
wages
go
up
at
our
benefit.
Costs
go
down
based
on
this
and
then
by
the
end
of
this
three-year
contract
will
have
full
pickup
of
the
employees
pension
portion
by
the
employees.
J
So
our
pension
plan,
so
Eric
talked
about
this
a
little
at
the
beginning.
I
had
a
bunch
of
slides
in
here,
but
it
got
it's
very
complicated.
So
my
goal
of
this
there's
only
two
slides
and
I
just
want
you
to
understand
that
there's
a
lot
of
things
going
on
I
think
that's
what
I
want
you
to
understand.
So,
based
of
all,
we
have
four
different
pension
plans:
our
miscellaneous
general
employees.
J
J
Then
we
have
our
safety
lifeguard
plan
for
our
marine
safety
employees,
and
then
we
have
another
plan,
a
safety
plan
which
were
our
police
and
fire
employees
from
way
back
when
before
we
transition
to
contracts-
and
so
we
still
have
a
pension
obligation
to
those
members
and
when
they
retire
or
if
they
have
retired,
to
pay
those
pensions
so
for
plans
and
then
the
next
thing
that's
going
on
is
in
each
of
those
plans.
We
have
some
changes
coming
up.
J
Okay,
so
the
first
thing
is:
in
the
prior
years:
we've
had
lost
investment
losses
and
we've
had
Assumption
changes
and
so
CalPERS
faces
those
changes
in
overtime
so,
rather
than
all
hitting
at
once.
They
hit
over
time
good
news,
bad
news,
good
news
that
you
don't
have
to
take
the
hit
all
at
once,
but
the
bad
news
is
you
keep
seeing
those
increases,
even
though
the
loss
or
the
change
was
five
years
ago.
The
next
thing
that's
happened.
J
Last
year,
CalPERS
decided
that
the
discount
rate
wasn't
exactly
matching
what
the
investment
returns
are
expected
to
be,
and
so
they
have
a
three
year
plan
to
lower
that
rate,
and
basically
that's
a
lot
of
you
know
it
sounds
confusing.
All
it
is
is
what
did
they
assume
we're
going
to
make
on
investments
over
the
next
twenty
to
thirty
years?
And
if
you
think
about
it,
if
you
assume
you're
gonna
make
seven
and
a
half
percent.
Well,
you
need
less
money
now
to
me
the
goal
in
the
future.
J
If
you're
gonna
make
less
than
your
investment
interest,
you're
gonna
need
more
money
in
order
to
meet
the
same
goal
in
the
future.
So
what's
happening
there,
is
they
lower
that
rate?
Our
contributions
need
to
go
up
to
be
able
to
meet
our
obligation
on
the
pension
side.
So
that's
how
pending
CalPERS
and
then
in
our
legacy
plan
we're
also
seeing
that
same
type
of
reduction
about
a
1%
reduction
based
on
what
the
returns
have
been
and
the
investment
makes.
J
The
third
thing
you'll
see
here
is
new
actuarial
assumptions
and
what
that's
a
big
word
that
just
means
that
every
few
years
CalPERS
looks
at
mortality
rates.
When
do
people
retire?
How
long
do
they
live
and
then
they
make
changes,
because
if
people
live
longer
or
they
retire
earlier,
there
may
be
more
money
that
we
have
to
fund
for
those
retirements,
it's
so
careful
to
make
those
changes
which,
when
they
have
longer
lives
and
that
type
of
thing
that
means
more
more
kind
tribution
that
we
need
to
put
in
so
that
impact
begins
in
1920.
J
So
a
year
from
now
the
last
thing
on
here
this
just
came
out.
We
just
got
a
letter
about
this
I
think
a
couple
weeks
ago,
that
CalPERS
is
reducing
the
amortization
period
from
30
years
to
20
years
for
these
losses
and
these
assumption
changes
again
sounds
complicated,
but
we
all
many
of
us
have
mortgages
and
we
understand
when
you
pay
a
30-year
mortgage,
your
payment's,
lower
than
when
you
pay
a
20-year
mortgage.
J
So
it's
good
news
in
the
long
run,
because
we'll
pay
less
in
an
interest
just
like
you
would
with
a
20-year
mortgage,
but
you
got
to
come
up
with
that
money
earlier
than
you
would
by
spreading
it
over
30
years.
So
all
of
those
things
are
going
on
with
all
of
those
plans
that
I
showed
you,
so
it's
very
hard
to
get
your
arms
around.
What
are
all
these
increases
coming.
J
J
So
a
couple
things
we've
done
to
address
pension
increases,
I,
lied,
I
said
two
slides
really
three,
the
pepper
rules
were
changed
a
few
years
ago,
and
that
was
a
state
change,
and
so
that
means
new
employees
coming
in
who've
never
been
in
the
pension
system.
Will
it's
a
lower
contribution
cost
and
they
have
a
lower
benefit
than
employees
have
been
in
the
system
so
over
time,
that
mix
will
change,
I
mean
less
pension
costs
for
the
city.
The
MOU
changes
that
I
mentioned
a
little
while
ago.
J
That
council
has
implemented
over
the
last
several
years
has
helped
because
those
MOU
changes
have
reduced
the
city's
costs
for
pension.
We've
made
some
payments
in
prior
years
and
we've
restructured
the
safety,
lifeguard
unfunded
liability
and
that's
actually
been
able
to
save
us
money.
You
might
remember
about
four
years
ago
we
took
500,000
that
we
had
set
aside
and
we
paid
down
some
of
that
liability.
J
We've
been
pre,
paying
our
contributions
and
making
additional
payments
as
long
as
it's
within
the
budget
we're
allowed
and
then
we're
also
currently
reviewing
some
options
for
additional
one-time
payments
or
restructuring
for
maybe
a
pension,
stabilization
set-aside
or
for
a
section,
115
trust.
So
those
are
all
options:
we're
not
ready
to
come
forward
with
those
to
counsel
yet.
But
we
are
looking
at
them
to
see
if
there's
a
way
we
can
address
these
increases
and
make
the
city
more
financially
stable
by
addressing
them
in
one
of
those
ways
and.
H
I
think
it's
important
to
know
one
of
the
things
that
obviously
myself
and
the
finance
team
are
looking
at
is
how
do
we
manage
those
future
deficits,
because
we
can't
use
one
x
to
offset
ongoing
operating
position
deficits,
but
one
of
the
thought
processes
here
is
regardless
of
one
of
these
four
options
before
us.
Anything
we
do
to
pay
down
on
the
pension
will
help
on
the
operating
position
side
with
future
rates
to
the
city.
H
So
in
essence,
you
pay
here
to
save
there,
and
so
those
are
something
some
things
that
we're
gonna
be
thinking
about
over
the
next
few
months.
As
we
see
this
stuff
play
out
with
CalPERS
and
quite
honestly,
with
OU
sirs,
because
keeping
in
mind
and
the
Orange
County
Sheriff's
Department,
they
have
currently
I
believe
two
outstanding
bargaining
units
that
have
not
landed,
and
so
the
quotes
that
I've
brought
forward.
Today,
the
4.7%
for
the
sheriff's
department
does
not
include
those
potential.
H
You
know
negotiated
results
with
salary
and
if
you
can
play
back
to
last
year,
what
they
ended
up
doing
was
no
more
pension
pickup,
but
they
added
a
few
more
grades
to
the
deputies.
Salary
grade,
so
they
gave
them
a
few
more
steps
to
go
into
which
obviously
negatively
impacts
us
over
the
long
term,
because
it's
more
money
from
a
contractual
standpoint.
So
this
is
something
that
we're
gonna
be
really
focusing
on
over
the
next
quarter.
With
regards
to
that,
yes,.
J
Thank
you
so
moving
on
to
other
expenditures,
moving
right
into,
we
were
talking
about
OCS
d,
and
so
I
just
wanted
to
talk
about
our
public
safety
expenditures
because
they
represent
in
total
about
forty
five
percent
of
our
general
funds
operating
budget,
and
so
that's
Police,
Fire
ambulance
and
marine
safety
expenses,
so
our
police
contract.
Our
first
estimate
increases
by
about
four
point:
seven
percent
or
six
hundred
and
seventy
thousand
up
to
about
fifteen
million.
J
The
increases
are
based
on
the
current
MO
used
in
place
with
OCS
C.
As
Eric
just
mentioned.
There
are
a
few
that
are
not
negotiated
yet
so
once
those
are,
those
could
mean
increases
for
our
contract
pending
on
where
those
negotiations
land
and
our
forecast
assumes
the
same
staffing
levels
as
current
the
current
year.
Future
years.
J
We
have
a
four
point:
four
percent
increase
average,
but
we
haven't
made
the
assumptions
or
changes
to
reflect
any
future
staffing
and
that
four
percent
o
CSC
has
not
given
us
any
kind
of
indication
they're
working
on
that
their
long
term
number.
So
that's
what
we're
going
with
for
this
at
this
point
that
that
number
could
go
up
or
down
as
well
before.
F
H
Is
the
first
estimate
we
typically
they
have
three
estimates
stages,
so
potentially
we
could
get
a
second
estimate
and
a
third
estimate
historically,
as
James
has
indicated
that
they
typically
the
first
estimate
is
high
and
we
subsequently
see
lower
estimates
at
second
estimate
and
third
estimate.
But
right
now
we've
just
received
the
first
estimate.
It.
H
J
There
were
but
I'm
thinking,
last
year's
increase
was
around
seven
seven,
eight
percent,
but
that
was
incorporating
that
overtime
I'm.
A
few
remember
there
was
that
whole
overtime
was
sort
of
off
the
books
and
then
they
put
it
in
the
books.
So
it
was
a
little
bit
it
seemed
higher
than
it
was
because
we
were
paying
that
cost.
We
just
weren't
paying
in
the
contract,
if
that
makes
sense,
and
I
can't
remember
the
prior
years
before
that.
But
I
don't
think
this
is
that
far
off
from
this.
A
F
K
J
It's
in
the
contract
numbers,
though
that
was
the
difference,
so
the
overtime
we
are
paying
out
is
all
in
this
number,
so
you
don't
have
to
go
and
look
at
vacancies
and
kind
of
do
a
you
know
a
math
with
it.
It's
all
in
this
number.
So
but
that's
a
good
point
Chris,
and
so
we
do
have
to
be
careful
when
the
second
one
comes
in
that
we
plan
for
that
there
may
be
had
a
conference
that'll
be
great
I.
H
We
also
out
of
that
matrix
study.
This
is
a
good
time
to
address
the
public
safety
task
force,
and
so
we've
already
had
four
meetings
of
the
task
force
and
we're
anticipating
two
more
meetings,
and
that
would
be
to
bring
back
to
the
council
as
part
of
the
budget
workshop.
The
recommendations
of
the
public
safety
task
force
is
recommending
as
part
of
the
matrix
study
and
then
also
having
lieutenant
Peters
here
to
communicate
his
concerns
and
what
his
wants
are.
K
We
need
to
increase
our
deputy
account
that
we've
looked
at
the
matrix
that
we've
seen
we've
Peters
Chief
Peters
has
done
a
fantastic
job,
I
believe
in
interacting
with
the
public
and
his
people
out
there
visible
and
getting
all
the
things
majors
talked
about
as
far
as
visibility
of
the
patrols
and
everything
else
to
give
people
the
assurance
of
feeling
of
that
there
is
people
like
that.
There
are.
K
B
To
finish
my
thought
and
building
on
that,
the
mix
is
probably
maybe
the
dollar
amount
is
right,
but
the
mix
might
be
different.
You
know
we
had
traffic
enforcement
issues,
we
have
the
deputies
on
the
ground.
We
have
an
investigative
unit,
there's
a
lot
of
different
things
that
might
be
done
differently
with
a
new
chief
in
town
and
a
high
horse
and
a
pulpit.
What
an
image.
H
The
other
thing
to
keep
in
mind
too,
is
the
Orange
County
cities
banded
together
and
also
contributed
money.
Just
like
San
Clemente
did
to
have
matrix,
who
won
the
RFP
to
do
a
study
of
Orange,
County,
Sheriff's
Department
costs,
and
that
should
be
coming.
We
should
start
seeing
some
of
those
tenets
of
results
and
recommendations
within
the
next
two
or
three
months.
So
hopefully
we
can
get
some
feedback
before
the
actual
budget
adoption
process,
just
you
think
about,
but
your
points
are
made
wellness,
tantrum,
shorts,.
J
Okay,
so
I'm
gonna
move
on
from
our
police
services
to
our
fire
services.
So
here
as
well,
we
received
a
first
estimate,
88.8
million,
basically
the
projected
increase
at
4.5%
or
372,000.
Now
that
increase
that's
the
highest
that
we're
allowed
to
have
in
our
contract.
So,
even
though
this
is
a
first
estimate,
that
number
is
not
going
to
change
very
much.
J
Now
again,
this
is
without
the
increases
that
will
likely
occur
over
the
next
six
years,
and
so
that
number
you
know,
is
likely
to
go
up
and
what
that
total
will
be,
not
sure,
but
keep
in
mind
is
you
know,
you're
approaching
a
million
dollars
there,
that's
an
additional
million
dollars.
We
have
to
find
in
the
budget
to
be
able
to
fund
this
position
over
this
time.
K
I
Yes
in
here
talks
so
much
about
you,
know
staffing,
and
we
want
that.
Fourth
firefighter
on
the
engine,
we're
paying
extra
for
it.
Do
we
have
any
say
over
staffing
on
see
if
I
owe
CFA
on
our
contract
on
how
they
staff
like
do
like
how
many
captains
are,
we
gonna
have
how
many
engineers
are
we
gonna
have
this.
L
D
They
staff
out
we
as
a
member
of
the
council's
member
of
the
board
and
so
the
board
man
direct
staff
to
do
that.
But
to
James's
point.
If
the
professional
staff
and
the
firefighting
staff
is
making
recommendation,
we're
reengineering
with
a
twenty
five
member
board
the
recommendations,
it
would
be
fairly
unusual,
so
I
don't
know.
I.
I
D
D
I
D
You
know
we
can't
abolish
the
overtime
system
right
so
we're
you
know,
that's
what
it's
a
you
know
predicated
upon,
but
I
do
think
that
there
are
shortfalls
in
how
engineering
I
think
you
can
improve
how
the
engineering,
if
you
rotate
I,
think
you
can
bring
on
more
folks
and
I.
Think
you
could
do
that.
I
just.
I
I
I
D
Yeah
I've
had
these
conversations
staff.
There
I
think
that
there's
a
few
things
that
you
know
in
terms
of
the
engineering
staffing,
you
know
these
different
things
that
I've
noticed
they're,
the
captain's,
etc.
I
think
that
you
know
Oh
CFA
is
a
member
agency.
That's
that
is
actually
directly
connected
to
cities.
There's
a
member
of
City
Council
on
in
every
board,
member
and
so
costing
is
a
big
deal.
D
Cost
increases
are
a
big
deal
and
so
they're,
you
know,
I
think
that's
what
the
push
is
to
manage
it
to
a
way
that
is
sensitive
to
those
cost
increases
and
so
I'll
communicate.
That
message,
of
course,
the
you
know
we're
concerned
and
and
and
I
and
after
conversations
I
went
toward
the
firehouse
a
few
weekends
ago.
D
After
conversations,
I
could
see
how
challenging
that
would
be
on
families
and
then
they're
being
forced
into
and
the
women
that
are
being
forced
into
service,
but
there's
larger
financial
forces
at
play
in
terms
of
how
CFA
is
being
run
so
and
I'll
certainly
communicate
that
dumb.
It
was
very
clear
to
me
after
getting
a
closer
look
at
it,.
K
You
just-
and
this
might
be
a
little
picky,
but
it
might
help
people
when
they
first
glance
to
see
any
other
stuff
as
we're
looking
through
it.
I
would
love
us
to
give
a
definition
there
of.
When
we
talk
about
the
fourth
firefighter
that
it's
a
it's
a
it's
a
position,
that
is
it's.
It's
a
24/7,
it's
filled
by
three
bodies.
Okay,
so
see
the
immediate
image
says:
I
got
a
fourth
for
apart.
J
Yes,
yes,
good
point,
thank
you.
Okay!
So
we'll
move
we'll
move
from
a
fire
services
contract.
That's
right
pass,
so
our
ambulance
program
is
the
other
public
safety
item
that
I
want
to
talk
about,
and
we've
got
through
a
lot
of
changes
with
this
over
the
last
several
years.
If
you
remember,
we
had
one
ambulance
that
we
had
one
plus
a
seasonal,
then
we
got
rid
of
the
seasonal.
We
have
one
plus
CF
in
a
care
ambulance
that
we
did
an
RFP
and
we
ended
up
with
two
care
ambulances.
J
So,
finally,
for
the
first
year
we
have
we
know
what
our
costs
are
going
to
be
it's
not
based
on
actuals.
We
have
a
contractual
amount.
So
next
year
on,
this
will
go
up,
$72,000
6.2
percent,
it's
all
care
ambulance.
They
provide
two
full-time
ambulances
and
the
total
contract
is
about
1.2
million
annually.
J
Now,
I
just
want
to
point
out
that
that
increase
that
six
point
two
seems
high,
but
most
of
their
contract
is
based
on
their
staffing
costs
and
their
staffing
is
lower
wage
people
and
so,
as
the
minimum
wage
in
California
increases
we're
going
to
see
increases
in
their
contract
because
they've
built
that
in
so
they
may
be
largely
because
you
can
imagine
a
dollar
on
a
ten
dollar
is
a
big
percentage.
That's
ten
percent
right
there.
H
Important
to
note
too
one
of
the
issues
that
not
only
care
but
all
the
ambulance
providers
are
dealing
with
is
LA
has
a
higher
minimum
wage
than
the
rest
of
the
state.
And
so
one
of
the
things
that
care
has
had
to
do
is
provide
that
same
cost
to
their
Orange
County
employees,
because
at
the
end
of
the
day,
what
you'd
see
is
no
one
wanted
to
work
in
Orange
County
and
go
to
LA
County
to
make
more
money.
H
K
We
thought
about
putting
this
up
that
got
the
bid.
I
mean
I
I,
a
6.2
percent
increase
after
the
first
year,
I
mean
I.
Remember
all
this
blood
sweat
and
tears
that
you
guys
went
through
just
to
get
this
thing
put
together
the
first
time
and
it's
common
in
practice
of
bidding
on
contracts
and
I've
only
been
involved
with
that
for
30
plus
years.
Is
that
you,
especially
on
the
service
contract,
which
I
happened
to
be
an
expert
on
they'll,
get
their
foot
in
the
door,
eat
it
the
first
year
or
whatever?
K
The
first
term
is
even
eat
it
the
first
term
or
the
first
year
whatever's,
but
then
come
back
and
slam
it
and
get
your
profit
margin
back
into
where
you
want
it,
and
the
city
is
sitting
there
saying.
Well,
we
don't
want
to
spend
the
money
again
to
go
out
to
another
bid,
so
I
guess
witches
live
with
this
I.
F
K
F
One
else
put
in
we
got,
we
owe
one
returned,
and
that
was
care
and
they
know
that,
and
so,
if
we
put
it
back
out
to
bid
again,
it
might
not
be
as
favorable
when
it
comes
back
and
we're
into
a
contract.
Now
that's
tied
down,
so
this
was
a
protected
forecast.
The
60%
was
what
we
signed
on
for.
So
this
isn't
something
shocking
to
us.
I
mean
it's
a
shocking
number,
but
it's.
J
Well
and
when
we
did
the
RFP
just
you
know
that
we
looked
at
that
because
it
was,
you
know,
6.2.
What
is
that-
and
it
really
is
all
related
to
that
staffing
cost
so
I'm,
not
sure
I
mean
if
someone
has
a
magic
way
to
pay
people
$9
an
hour
instead
of
$12
a
minimum
wage
I'm,
not
sure
how
they
would
do
it
and
that's
what
mostly
I
mean
we
have
their
detailed
breakdown
of
the
line
item.
So
we
could
share
that
with
you.
If
that
might
make
you
yeah.
K
K
F
Other
thing
that
put
us
in
a
bad
spot
is
when
your
current
provider,
those
CFA,
sends
you
letters,
saying
we're
no
longer
interested
in
helping
you
out.
Good
luck.
It
gives
you
a
little
tap
on
the
back
on
your
way
out
the
door
and
then
no
one
else
signs
up
to
say:
hey,
we
want
to
do
it
for
you,
you
kind
of
between
a
rock
and
a
hard
place.
K
Let's
just
make
a
note
of
an
electorate,
maybe
get
together
with
you
guys
when
it
comes
up
when
it
does
renew.
We
have
to
push
this
down
a
year
whatever,
but
I'm
in
that
business.
So
if
I
can,
maybe
we
can
look
at
it,
I'd
like
to
see
what
the
contract
numbers
and
real
numbers
are
and
maybe
come
up
with
some
ideas?
Yes,
okay,
okay,.
J
So
moving
off
of
those
were
our
revenue
and
expenditures,
the
largest
side,
and
so,
if
we
look
at
how
all
this
falls
out
in
terms
of
our
operating
position,
we've
talked
about
these
numbers
a
little
bit,
but
basically
in
1819
the
coming
budget
year,
based
on
the
forecast
only
we're
at
about
400,000
in
1920.
You
know
it's
a
hundred
thousand,
but
it's
really
lower
than
that
and
then
negative
in
the
years
following
that-
and
you
know,
those
negatives
are
all
attributable
things.
We've
already
talked
about
we're
adding
a
firefighter.
J
So
if
you
look
at
this
graphically,
what
does
this
mean
in
terms
of
our
unassigned
fund
balance,
which
is
our
savings
account?
What
does
that
mean?
So
7.2
million
is
what
we
expect
to
end
the
current
year
at
7.2
million
it
may
be
higher
than
that
is
we
have
vacancies
and
that
type
of
thing
that
aren't
necessarily
included
there.
J
So
when
the
number
comes
out,
maybe
it's
8
million,
but
that's
the
number
at
the
end
of
the
year
and
then
you
can
see
how
we
decrease,
based
on
the
forecast
over
time
to
a
negative
six
point:
six,
if
nothing
else
changed
in
20,
22
23,
and
this
would
already
cause
my
doom
and
gloom
slides
and
you
hear
it
every
year.
But
that's
what
the
numbers
show,
and
so
we
do
make
changes
to
adjust
those
every
year.
It's
do
it
and
then
to
get
a
better
do.
Let's.
J
Gloom,
the
first
one
did
not
include
any
capital
projects,
so
all
the
things
that
we
want
to
do:
Restaurant
repairs,
maintenance
to
you,
know
beaches
and
parks,
and
things
like
that.
Those
are
capital
project,
one-time
costs.
So
when
you
add
those
in
you
could
see
that
the
number
gets
drastically
even
lower
by
the
end
of
20
to
20
three
now
this
is
just
based
on
what
was
in
the
budget
last
year.
So
in
our
long-term
capital
projects
we
have
every
year.
J
J
So
that's
what
we
have
the
hard
decisions,
sometimes
about
do
a
or
do
B,
okay,
so
getting
past
that
there's
some
other
fund
balance
items
that
could
help
us
in
the
future
or
just
to
let
you
know
where
these
are
so
marblehead
development.
We
talked
about
this
a
little
bit
future
phases,
additional
stores,
restaurants
I
believe,
there's
a
movie
theater,
that's
supposed
to
open.
J
J
You
know:
25
lots
all
together,
though,
by
the
end
of
this
fiscal
year,
all
of
those
will
have
been
sold.
All
the
money
will
have
come
in.
We've
used
the
money
in
the
general
liability
fund
to
meet
our
reserve
requirements
and
our
general
liability
insurance
retrospective
payments.
We've
also
left
all
the
money
in
there
for
unanticipated
legal
costs,
and
so
we've
had
quite
a
few
leak
part
a
bit
of
legal
costs,
as
Eric
mentioned
earlier,
and
we've
been
funding
it
with
these
proceeds.
J
B
B
L
J
You,
okay
and
then
also
just
as
a
reminder:
we
have
the
Vista
Hermosa
lopata
the
store,
Mosul
and
their
way
back.
When
we
did
a
talk
about
time
flying
right,
we
did
a
praise
Allah
several
years
ago.
Three
point:
three
million,
don't
know
what
the
value
is
now,
but
if
that
land
was
sold,
there
be
more
money
for
our
savings
account
if
you
will
but
there's
other
uses
that
may
be
consider
for
that
land
as
well.
So
we're
not
assuming
that
that's
gonna
happen,
just
kind
of
mention
it.
That's
still
there
we've.
L
Eric
and
I
have
have
met
with
a
number
of
interested
parties
for
the
lopata
Vista
Hermosa
corner
various
retail
commercial
projects,
entertainment
projects-
you
know
it'll,
come
down
to
discussing
it
with
the
council
and
and
figuring
out
what
the
direction
is.
Do
you,
what
kind
of
amenity
do
you
want
to
see
there,
and
what
do
you
foresee?
Do
you
foresee
selling
it
or
do
you
foresee,
leasing
it
and
that's
a
philosophical
decision
that
the
council
needs
to
make.
I
Can
I
ask
staff
one
more
request
on
the
Marblehead
Development?
You
know
we
heard
some
time
this
last
year
that
they
had
hired
designers
from
Pacific,
Beach
I,
think
that
was
the
Huntington
Beach
project
to
redesign
the
restaurant
pads
and
we
have
heard
nothing
since
then
so
I
think.
Could
we
get
an
update
on
whether
that's
still
a
plan
for.
L
It
Cecilia,
do
you
have
anything
to
say,
you
know:
we've
we've.
Our
big
project
with
the
outlets
has
been
the
signage
issue,
and
we
know
that
they're
in
in
permitting
right
now
for
a
theater.
We
don't
know
the
theater
chain
and
we're
getting
close
to
the
hotel
phase,
but
we
haven't
had
any
discussions
that
I'm
aware
of
with
restaurants,
hi.
I
Cecilia
Gerardo
daily
community
development
director,
my
understanding
is,
they
did
contract
out
with
a
retail
leasing
firm
to
help
with
the
leasing
of
the
restaurant
pad
sites,
not
a
redesign
of
the
pad,
but
a
leasing
of
the
restaurant
sites,
and
we
have
not
had
any
inquiries
from
the
outlets
or
any
new.
Additional
information
on
the
restaurant
had.
The
only
developments
that
have
occurred
relate
to
as
James
mentioned,
the
theater.
I
I
J
So
just
quickly,
I
just
want
to
talk
about
our
reserves,
our
emergency
reserves,
and
so
we
will
at
the
end
of
1819,
based
on
this
forecast.
We'd
have
twelve
point
six
million,
and
then
you
can
see
the
growth
there
on
each
year.
This
is
twenty
percent
of
our
operating
expenditures.
So,
as
those
grow,
we
grow
our
reserve
to
make
sure
that
we
maintain
that
level.
J
Gfo
a
best
practices
is
18
percent
of
operating
expenditures,
so
we're
a
little
bit
higher
than
that
and
when
I'm
done
I'm
gonna
be
done
here
in
just
a
minute.
Jake
is
going
to
come
up
and
he's
gonna
talk
about
reserves
in
general.
This
is
one
of
the
the
sea
emergency
reserve,
but
he's
going
to
talk
about
other
reserves
and
recommendations
for
funding
those.
J
J
The
downturn
is
the
correction
yeah.
You
know
that
Cal
State
Fullerton
forecast,
which
I
you
know
we
used
to
do
our
forecasting
they've
talked
about
the
next
couple
of
years.
They
expect
to
continue
to
see
growth
for
the
next
couple
years
with
them.
Maybe
a
downturn
when
I
say
the
next
couple
years,
looking
at
on
this
calendar
year,
18
and
19,
and
then
thinking
in
20
there
may
be,
you
know,
start
to
be
a
downturn.
J
I,
don't
know
how
confident
they
even
felt
in
though
in
that,
as
what,
though,
because
you've
got
so
many
changes
occurring
on
the
federal
level,
with
regulations
and
taxes
and
that
type
of
thing
that
it's
hard
to
look
at
the
market
and
look
at
the
trends
and
think
this
is
what
it's
going
to
do
because
of
those
changes.
So
that's
the
best
information
they've
given
us
so
far,
though,
okay.
B
Well,
and
and
on
a
serious
note,
it's
interesting
to
me,
because
cities
can
usually
build
when
the
economy
is
bad
in
a
way
that
the
private
sector
can't.
So
if
we
have
any
capital
projects-
and
we
know
there's
a
soft
economy
coming,
we
might
want
to
time
our
activity
there
so
that
we
don't
have
to
compete
in
the
construction
climate.
Sure.
D
Thing
too,
because
one
of
the
byproducts
of
higher
real
estate
taxes
as
fun
as
it
is
to
see
this
massive
increase
in
property,
value
and
property
taxes
for
our
city,
I
think
there's
a
very
different
level
of
service
expected
by
someone
who
buys
their
home
for
a
million
and
a
half
versus
someone
who
bought
it
for
$200,000
and
in
terms
of
our
municipal
services.
The
professionals
of
the
Planning
Department,
the
street
cleaning,
the
sidewalks
Public
Safety.
All
those
services.
D
Going
to
get
a
higher
level
of
expectation
and
it's
not
bad-
it's
not
good,
it's
just
the
way
it
is,
and
so
I
think
it's
something
that
we
all
know.
You
know
I'm
just
stating
something
that
is
very
intuitive
to
us,
but
is
we
see
an
increasing
amount
of
turnover
people
migrating
south
to
our
community
and
newer
faces?
D
It's
gonna,
add
levels
of
complexity
that
I
don't
know
if
we've
faced
as
much
nowadays,
it's
once
we're
already
there
to
a
degree,
but
we
also
have
to
retain
a
lot
of
the
essence
of
what
makes
our
community
so
unique,
and
so
we
have
to
really
fight
against.
Not
it's
not,
but
we
have
to
really
define
ourselves
and
stick
to
that.
You.
F
F
People
came
here
knowing
that
you're
gonna
be
away
from
the
county
core
and
with
being
away
from
the
county
core
you're,
not
going
to
get
the
same
level
service
that
you
would
from
the
county
core
and
now
we're
seeing
a
turnover
and
our
populace
we're
seeing
a
turnover
in
our
housing
market.
People
are
moving
out
of
the
county
court
to
the
frontier
expecting
to
get
the
same
level
service
and
we
don't
have
a
$200,000,000
Irvine
budget.
F
K
And
I
agree
and
I
think
one
of
the
problems
is
that
historically,
the
city
has
always
looked
more
for
its
Spanish
village
by
the
seek
character
and
kept
it
a
residential
type
of
pocket
community,
and
so
therefore,
our
neighbors
have
benefited
from
us
having
to
shop
there
and
go
there
so
sales
tax
revenue
has
never
been
something.
We've
seen
have
any
significant
growth
here.
I
do
know
the
outlet
concept
was
to
help
offset
that,
but
two
point
something:
percent
growth.
K
Over
the
years
that
we've
been
seeing
in
sales
tax
just
system
going
to
cut
it
I
mean
that's
really,
where
I
think
that
we
need
to
be
able
to
that
we
have
an
ability
to
increase
property.
Taxes
are
going
to
be
where
they're
going
to
be
I,
mean
inflation
or
whatever
is
going
to
adjust
that
we're
pretty
well
built
out
on
what
we're
going
to
be
be
able
to
tax
anyway
of
a
property
tax.
K
So
I
really
think,
as
our
community
responds
and
we
we
try
to
deal
with
having
services
in
here
first-class
services
for
all
our
residents,
that
hopefully
we
can
support
the
businesses
will
grow,
bring
in
some
of
the
high-end
stuff
destination
stuff
and
therefore
we
can
grow
our
sales
tax
revenue.
So
I
think
whatever
we
can
do
to
to
work
on
the
sales
tax
side
also
will
benefit
the
money
that
we
need
to
get
into
spend
one.
I
Thing
that
I
want
to
comment
on
is
every
city
is
feeling
the
sales
tax
going
lower.
It's
not
just
us
I,
just
read
today
the
city
of
mission
viejo,
what
their
mayor's
talking
about
and
he's
they
have
lower
sales
tax
to
and
they
have
the
mall.
And
so
what
they're?
Trying
to
tell
people
is
hey
your
Amazon
purchase.
We
don't
get
the
money
for
it,
so
every
single
city's
feeling
it
it's
not
just
us
and
all
these
packages.
I
You
know
people
that
that's
the
new
way
that
they're
buying
things
so
I
understand
what
you're
saying,
but
there's
a
lot
of
other
forces
in
play
that
we
have
no
control
over.
We
have
companies
here
that
are
wonderful
companies
that
do
amazing
things
and
they're
making
millions
of
dollars,
and
we
get
zero
of
it
because
it's
it
originates
the
sale
originates
and
another
State.
We
get
nothing
from
it.
Well,.
I
D
Makes
it
an
exceptional
point,
I
think
one
thing
philosophically
this
is
this
is
an
interesting
conversation
frankly,
I.
Think,
philosophically,
though,
one
of
the
things
that
has
supported
a
lot
of
I
believe
a
lot
of
the
desirability
of
our
community
and
and
frankly,
a
lot
of
the
the
the
home
value
is
the
fact
that
we've
been
able
to
retain
an
essential
charm,
I,
there's,
obviously
and
plus,
as
you
also
go
upstream
in
terms
of
these
homes
and
the
value
paid.
There
are
also
different
shoppers
and
they're
different.
You
know
it's.
It's.
D
A
different
type
of
different
type
of
resident
probably
spent
a
lot
of
money
locally
in
restaurants
and
businesses
and
other
things
like
that.
So
it's
a
chicken-egg
right.
You
know,
as
that,
as
the
homes
get
more
valuable
and
sell
to
people
who
are
coming
into
town.
They
obviously
also
have
purchasing
power,
and
hopefully
doing
things
like
that,
but
I
I
agree
with
Lori
on
one
thing
is:
is
that
in
two
thousand
four
or
five
did
we
expect
that?
D
Oh
seven,
oh
eight
would
be
such
a
massive
disaster
and
then
the
commensurate
effects
and
makes
yeah
the
subsequent
effects.
In
oh
eight,
oh
nine,
ten
ten
yeah
I
came
in
in
ten
when
it
was.
They
were
already
addressing
the
issues
of
the
current
councils
already
addressing
those
problems,
but
it
was
a
severe
you
know.
D
Was
it
severe
cuts
that
were
made
to
it,
and
so
it
would
be
nice
to
be
able
to
I
mean,
obviously
the
forecast
I'm
at
the
are,
but
it
would
be
nice
to
at
least
know
that
we
are
prepared
for
what
I
believe
to
be.
That
eventualities
is
a
is
going
to
be
a
significant
drawback,
and
you
know
either
home
values,
sales,
tax,
etc.
So.
J
G
Good
afternoon,
mayor
and
councilmembers,
my
name
is
Jake
Ron
I'm,
the
financial
services
officer
for
the
city
of
San
Clemente,
oh,
did
I
press
there.
We
go
my
bad
all
right.
So,
just
going
through
the
different
reserve
categories,
we
have
the
operational,
the
infrastructure
and
the
emergency.
Again,
the
foundation
is
the
emergency,
and
then
we
try
to
set
aside
the
infant
infrastructure
reserves
and
then
operational
reserves.
G
There
we
go
all
right
for
the
emergency
reserves.
No
changes
are
recommended.
As
you
may
record
remember
in
previous
years,
we
changed
it
to
20%
of
operating
expenditures
for
the
general
fund,
which
will
set
it
12
point:
1
million
dollars
and
Enterprise
Fund
emergency
reserves
we're
going
to
keep
those
at
12%
all
right.
G
So
for
the
reserve
team
changes
in
the
capital
infrastructure
reserves,
the
first
one
is
transferred
the
380,000
from
the
general
fund
to
the
facilities,
maintenance
reserve
and
again
some
of
that
is
comprised
of
setting
aside
money
for
the
pier
and
then
also
some
of
the
regular
routine
maintenance.
The
second
recommendation
is
transferring
hopefully
in
a
map
between
1
million
and
2.5
million,
and
again
we
have
a
basically
a
backlog
of
I'll
call
it
big
facilities
that
will
need
work
in
the
future,
whether
it
be
the
city
hall
or
the
marine
safety
building.
G
We
won't
get
in
all
the
details,
but
there
are
significant
facilities
and
significant
work.
That
needs
to
be
done
so
this
kind
of
planning
for
the
future
a
little
bit
and
setting
those
money.
Those
funds
aside
and,
as
you
know,
we've
been
going
through
the
park
asset
reserve
and
funding
that
that
one
we've
been
focusing
on
doing
the
equipment
replacement,
the
playground,
equipment
replacement
and
also
we've
been
setting
aside
money
for
artificial
turf
repairs
and
replacement.
So.
G
Keep
in
mind,
I
might
talk
a
little
capital
and
I
may
or
may
not
be
wrong
on
this
I.
Think
more
from
the
financial
aspect
of
thing.
Vista
Hermosa
was
built
five
six
years
ago,
so
we're
getting
to
the
point
where
there
is
gonna
need
to
be
some
significant
money
put
in
to
replace
those.
So
we've
been
trying
to
plan
ahead
and
set
money
aside.
So
when
we
do
get
that
big,
two
hundred
thousand
three
hundred
thousand
dollar
project
go,
we
have
the
funds
available
to
do
it
when.
K
But
I
my
my
concern
of
a
reason:
I
support.
It
was
because
I
thought
it
was
going
to
save
us
money
over
a
long
term.
So
if
we're
not
saving
money
over
long
term,
if
the
cost
to
put
in
regular
turf
and
maintain
water
it
and
cut
it
and
maintain,
it
is
a
lot
cheaper
than
put
in
artificial
turf.
That's
only
gonna
last
us
over
five
to
seven
years,
then
I
I
want
to
be
able
to
see
that
make.
G
G
Right
and
then
the
third,
this
kind
of
almost
to
carry
over
from
previous
years
as
we've
been
implementing
Lou
City
we're
gonna,
continue
to
gather
and
Meishan
as
to
what
assets
are
out
there
and
what
needs
to
be
done,
and
basically
analyze
capital
asset
categories
and
identify
assets
funded
for
replacement
in
the
facilities,
maintenance,
basically,
capital
equipment,
replacement
and
park
asset
a
quick
way
to
synopsize.
This
is
for
the
park
asset.
We
kind
of
identified
alright
right
now,
we're
just
doing
playground,
equipment,
replacement
and
setting
aside
funds
for
turf
replacement.
G
H
K
So
now,
I'm,
talking
from
decades
ago,
of
being
an
HOA
president
and
dealing
with
our
reserve
assets
and
I
I
thought
we
always
had
a
reserve
report
that
we
listed
all
those
assets
that
we
would
have
to
replace
and
we
assigned
a
dollar
value
to
them
or
what
we
anticipated
right.
That
cost
would
be
so
that's
what
you're
gonna
be
riding
us
right.
More.
H
Or
less
more
or
less
I
mean
I'm
not
coming
from
HOA
background
as
well.
We're
not
gonna
get
into
like
you
know,
small
things,
but
we're
gonna
set
a
thrill
threshold
of
let's
say,
hypothetically
twenty
five
hundred
dollars
of
value
and
higher
and
then
prioritizing
all
of
those
needs
and
coming
up
with
a
life
lifetime
expectancy
and
the
monthly
or
the
annual
contribution
of
that
reserve
to
fund
those
replacements
and.
B
C
B
K
B
Is
fully
football
this
I
would.
This
was
something
I
brought
to
Council
when
I
got
on
the
site,
there
was
no
park
reserve
and
at
the
time
we
just
pulled
a
number
out
of
the
air,
and
there
was.
It
was
very
difficult,
even
find
money.
It
was
like.
Oh
here's,
30
thousand,
let's
throw
it
over,
though
so
now
what
I'm
challenging
finance
to
do
is
because
now
we
have
a
lucidity,
and
we
have
a
lot
of
you
know.
Smarter
thinking
behind
us
is
1.35
the
right
number.
Okay,.
B
K
G
All
right
and
moving
on
one
recommendation
that
we're
also
making
for
the
operational
reserves.
It's
a
transfer
and
amount
of
120
thousand
from
the
general
fund
to
the
accrued
leave
reserve.
As
you
may
recall,
we
tried
to
get
this
up
to
full
funding
last
year,
but
basically
with
the
low
interest
rate,
environment,
MOU,
changes
and
a
whole
bunch
of
other
things
going
through.
We
just
wanted
to
take
one
more
stab
at
it
and
do
the
hundred
and
twenty
thousand
and
that
should
get
us
back
on
a
go-forward
basis
to
fall
funding.
So.
N
B
That
we
one
direct
staff
to
analyze
capital
asset
categories
and
identify
assets
funded
for
replacement
in
the
purpose
section
of
the
capital
equipment
reserve,
the
facilities
maintenance
reserve
in
the
park
asset
reserve
after
Lucy
Liu
city's
implementation
number
two.
We
transfer
an
annual
amount
of
380,000
from
the
general
fund
to
the
facilities
maintenance
reserve
for
fiscal
year.
B
2018
19
number
three
transfer
an
amount
between
one
to
2.5
million
in
fiscal
year,
2018
19
to
the
facilities
maintenance
reserve
from
the
general
funds,
unassigned
balance
for
for
transfer,
280
thousand
from
the
general
fund
to
the
park
asset
reserved
for
FY,
2018,
19
and
five
transfer.
An
amount
of
a
hundred
and
twenty
thousand
from
the
general
fund
to
the
accrued
leave
reserve
for
the
same
fiscal
year.
K
D
M
Evening,
mayor
Brown
and
members
of
the
council,
Tom
Vonnegut
public
works
director.
Ken
Nats
would
normally
provide
this
presentation
to
you,
but
he
is
unfortunately
fell
ill,
so
I
am
pinch-hitting
for
him
tonight.
What
I'd
like
to
do
is
just
briefly
highlight
just
going
you
doing
it
for
me.
Okay,
thank
you
for
projects
mentioned
in
the
paper
and
also
briefly
discuss
the
Casa
romantica
parking
lot,
and
that
is
not
in
your
paper
and
I
have
some
information
on
that
as
well.
M
So,
in
terms
of
beach
sand
replenishment
there
there
are
two
items
and
I
do
have
an
update
and
I
know
you
read
it
in
a
long-term
financial
plan
paper
regarding
the
Corps
of
Engineers
project.
The
key
point
on
this
particular
project
is
that
there
is
a
cost
overrun
that
the
Corps
is
informed
us
of
in
the
design
phase,
which
is
where
the
project
is
now
that
total
is
about
three
hundred
thousand
dollars.
M
I
will
talk
about
a
strategy
how
to
deal
with
that
in
the
current
fiscal
year
in
a
moment,
but
I
just
wanted
to
point
that
out
to
you,
the
recommendation
on
this
slide
is
actually
to
get
your
direction
to
insert
in
the
upcoming
budget
a
one
hundred
thousand
dollar
placeholder.
If
you
will,
which
will
serve
as
a
contingency
in
case
we
run
into
this
again,
which
would
not
be
unprecedented
tom.
M
M
Now
the
Corps
is
telling
us
that
looks
like
they
need
a
hundred
another
hundred
another
three
hundred
thousand
but
I
have
a
strategy:
how
to
reduce
that
or
try
to
minimize
the
pain,
but
right
now
it's
three
hundred
thousand
total
of
which
the
city
of
beer
would
be
responsible
for
about
thirty-five
percent.
So,
yes,
we
had
a
grant
for
what
we
thought
was
the
cost.
Now
the
cost
is
going
up
and
I
have
an
idea
on
how
to
do
that.
M
So
that's
a
perfect
transition
if
I
can
get
the
next
slide
so
on
the
opportunistic
San
project.
Let
me
just
talk
about
this
in
our
current
fiscal
year
budget.
Right
now
we
have
a
quarter
million
that
you
approve
to
potentially
put
more
sand
at
North
Beach.
The
short
message
is
it's
not
going
to
happen
this
year,
a
because
there
doesn't
appear
to
be
a
sand
source
that
will
come
online
before
the
end
of
the
fiscal
year
and
be
one
of
the
permits
we
have
four
or
five
different
permits
for
that.
It's
expired.
M
It's
a
core
permit
and
I've
been
working
with
the
staff
there
we're
just
unsure
when
it's
going
to
get
renewed,
so
it
won't
happen
that
250,000
isn't
going
anywhere.
So
my
recommendation
to
you
is
to
take
a
hundred
thousand
of
that
and
transfer
it
to
the
core
project
and
then
I
would
match
that
with
state
grants
we
would
shift
some
of
our
construction
grant.
So
we
do
have
3.4
million
already
approved
from
the
state
to
apply
to
construction
state
staff
suggested
they
could
take
some
of
that
money
shifted
to
design.
M
So
between
that
shift
and
this
transfer,
we
can
take
care
of
our
cost
overrun
right
now
and
keep
this
process
going
then
to
make
up
for
some
of
the
state
funds
that
were
robbing
from
the
future.
Staff
has
already
submitted
another
grant
application
to
try
and
replenish
that
at
the
state's
urging
and
next
week
at
your
council
meeting,
you'll
have
a
resolution
to
ratify
that
approach.
It's
not
guaranteed
but
they're
pretty
committed
to
our
project,
so
they
encouraged
us
to
do
that.
M
So
that's
how
we're
gonna
try
and
keep
the
core
project
going
and
then,
like
I,
said
this
North
Beach
projects
not
gonna
happen
this
year
and
it's
my
recommendation
right
now.
We
have
not
put
anything
into
the
fiscal
year.
19
budget
I
think
where
we
are
with
the
core
project.
We
need
to
just
go
full
steam
and
focus
on
that.
If
and
when
something
were
to
come
up
next
fiscal
year
we
come
back
to
you
at
that
opportunity
and
see
you
know
kind
of
test.
You
know
what
your
desire
is
to
pursue
it.
D
I
do
have
a
question
regarding
the
design
face.
So
now
the
way
this
project
was
created
and
correct
me
if
I'm
wrong,
but
once
it
happens
we
have
the
option
to
every
five
years
for
50
years
right
to
exercise
that
sand
replenishment
option
that
we
can
have
that
sand
read
down
back
on
the
beach.
Does
it
have
to
go
through
the
design
phase
every
time
or
is
this
a
one-time
design?
And
then
we
just
it's
it's
basically
executing
on
phasing
from
that
point.
You
know
that
so.
K
I
I
understand
the
sand.
Replenishment
concept
was
program
was
that
we
had
those
major
storms
that
just
blew
the
sand
out
of
the
entire
sand
cell.
So
the
normal
cycle
whether
it'll
go
through
is
wintertime.
The
storms
have
come
in
and
pulled
the
sand
away
and
it
would
push
to
go
down
Shore
down
south
and
then
it
would
switch
and
come
back
to
us
in
the
summertime
as
the
shifts
and
everything
came
forward.
K
K
M
Have
not
because
I
think
what
you're
talking
about
is
opportunistically.
We
have
not
because,
as
part
of
the
core
study,
they
looked
at
the
sand
supply
in
the
system,
including
offshore
of
San,
Clemente
and
determined.
That
part
of
our
problem
is
that
there's
just
not
a
whole
bunch
out
there,
in
fact
where
the
sand
would
be
coming
from,
for
this
big
project
is
basically
offshore
of
Oceanside,
so
we're
starved
up
here
and
so
that,
besides
being
really
expensive,
it
just
didn't
look
like
there
was
enough
to
take
it,
otherwise
the
other
project
would
have
done.
M
M
Great,
so
for
marine
safety,
a
key
point
here
is
I
need
25
percent,
more
funding
about
1/4
million,
and
that's
because
the
1
million
dollar
we
had
put
in
the
budget
was
based
on
a
preliminary
estimate.
It
wasn't
fully
fully
fleshed
out
now
we
have
a
final
design
estimate,
we're
pretty
confident
that
we
have
a
current
cost
estimate,
and
so
our
recommendation,
because
this
project
is
planned
for
fall
in
the
next
fiscal
year,
is
to
supplement
the
1
million
budget
with
another
quarter
million.
M
M
Moving
on
municipal,
pier
rehabilitation,
is
your
council's
aware
that
projects
underway
and
it'll
be
complete
by
mid
May
before
the
Memorial
Day
weekend
for
sure
it's
currently
2
million
dollars?
Is
the
budget
amount
during
the
building
plan
check
additional
88
improvements
and
requirements
were
flagged.
The
estimate
for
those
is
a
quarter
million
to
keep
the
project
going.
The
building
department
put
a
condition
on
the
permit
to
allow
the
main
project
to
continue
with
the
ADA
improvements
to
follow
in
fall
because
we
want
to
stay
out
of.
We
have
to
stay
out
of
the
summer
season.
M
The
ATA
improvements
largely
consist
of
doing
some,
creating
a
new
pathway
between
the
at
grade,
railroad
crossing
and
the
base
of
care
restroom
off
to
the
inland
side
to
create
more
gradual
grades
that
would
meet
a
DEA
requirements,
as
you
know
that
that
that
pathway
has
some
severe
grade
changes,
and
so
that's
the
main
feature
of
that
improvement,
and
so
that's
how
we're
recommending
dealing
with
thank
you
and
then
in
terms
of
the
negotiator
model.
You've
heard
a
lot
about
this.
M
The
message
here
so
third
floor
is
basically
ready
for
staff
moving
and
right
now
we're
planning
on
still
doing
that.
I
believe
mr.
Sun,
towards
the
end
of
the
month,
the
first
staff
may
be
going.
Certainly
by
April.
We
should
be
underway
with
the
transition
from
city
hall
staff
over
to
negotiate
yeah.
H
M
Then
our
attention
is
largely
shifting
towards
getting
a
detailed
design
for
the
first
floor
improvements.
Currently,
our
estimate
is
two
and
a
half
million,
and
so
we're
recommending
again
a
split
here
as
shown
and
recommended
in
your
fiscal
year.
Nineteen
budget,
we're
refining
that
and
our
goal
is
to
get
underway
sometime
in
fall
and
be
complete
by
spring
and
summer
of
next
year,
with
the
first
floor
and
some
minor
second
floor
improvements
and,
as
you
know,
the
main
feature,
there
is
turning
the
lobby
around
making
it
more
customer
friendly
and
facing
the.
K
M
There
we
go,
and
then-
and
finally
this
is
not
in
your
paper,
but
I've
been
asked
to
share
a
few
thoughts
on
this.
So
the
issue
here
concerns
the
parking
lot.
It
costs
Romantica
and
specifically,
as
you
know,
except
for
the
entryway.
Much
of
the
lot
is
a
decomposed
granite
surface.
So
there's
concerns
and
issues
about
rutting
that
occur
on
that
surface.
The
maintenance
burden
that
presents
also
I
believe
in
terms
of
the
layout
it
may
not
be
is
optimal
for
maximizing
a
number
of
vehicles
there,
so
the
cost
of
a
Montek
of
staff.
M
They
are
looking
into
an
alternate
material
for
the
pavement
of
the
lot
or
that
portion
they're
working
on
a
concept
and
a
cost
estimate.
While
the
lot
is
the
cost
of
romantic
OHS
responsibility
for
the
lease
agreement,
if
your
council
ultimately
is
inclined
to
participate
in
some
cost-sharing,
I've
identified
here,
one
possible
funding
source
to
the
extent
water
quality
features
will
be
required
to
clean
ocean
fund,
could
legitimately
legitimately
help
with
that
cost.
So
just
you
know
planning
that
seed
for
you.
There
are
various
approvals
that
would
be
required,
most
notably
a
cultural
heritage.
M
Permit
from
the
city
to
address
cultural
heritage
issues,
parking
lot,
design
and
layout
as
well
as
water
quality,
and
so
that
involves
the
applicant,
putting
together
an
application
package.
Then
we
go
through
our
development
management,
team
review
process,
design,
review
subcommittee,
Planning,
Commission
and
ultimately
Council.
You
know
we've
optimistically
estimated
five
months,
but
it
depends
on
the
quality
of
the
submittal
and
the
details
of
the
submittal.
So
it
could
be
potentially
longer.
M
M
H
L
We
still
haven't
decided
that
you
know
it's
according
to
the
agreement
that
we
have
with
costs
ro
Monica
the
parking
lot.
Construction
maintenance
is
the
responsibility
of
Casa
ro
Monica.
So
if
there's
a
desire
by
the
council
to
do
a
project
there,
we'll
have
to
amend
the
the
amendment
with
agreement
with
cost
of
RO
Monica
and
decide
how
to
do
it.
L
F
F
B
In
the
day
we
had
this
thing
called
the
redevelopment
fund
and
it
in
the
redevelopment
fund.
There
was
five
hundred
thousand
dollars
for
a
parking
lot
for
Casa
romantica
and
it
was
part
of
LT
FP
and
then
Sacramento
decided.
There
would
not
be
redevelopment
funds
anymore.
Most
of
the
pure
ball
activity
that
the
city
participated
in
was
thanks
to
redevelopment
funding.
B
So
the
city
has
a
history
of
keeping
this
cultural
resource
up
to
the
level
it
needs
to
be,
but
when
the
redevelopment
funds
were
taken
away,
both
the
pier
and
Casa
have
been
the
big
losers
on
that
funding
stream.
So
that's
why
it's
here
and
to
all
I'm
Bonnie,
gets
point
it's
kind
of
on
its
own
timetable,
because
we
don't
have
a
price
yet
and
we
don't
have
a
cost
sharing
method
and
we
don't
have
a
timetable,
but.
L
I
L
I
L
I
B
D
L
L
K
L
F
D
H
The
purpose
of
the
Casa
romantica
slide
was
kind
of
twofold
aid
to
kind
of
disclose
to
the
council.
This.
This
want
to
go
this
direction,
but
be
it's
also
to
manage
expectations
for
the
cost
romantic
on
the
city.
Up
to
this
point
and
when
a
design
is
produced,
it's
important
to
note
that
the
city's
not
funding
any
of
the
design
aspect,
that's
something
that
cost
is
doing
independently
and
once
they
give
us
those
costs
and
we
have
kind
of
identifiable
project,
then
we're
going
to
be
coming
back
to
the
council.
D
D
What
I've
indicated
the
meetings
to
be
very
clear
is
is
that
is
that
we
should
partner
on
this
and
that
we
should
have
a
place
in
this.
Are
we
gonna
responsible
represent
I?
Don't
believe?
So
that's
why
the
design
work.
A
lot
of
things
are
doing
here
and
they're,
probably
more
of
a
partnership
agreement
there,
but
I
do
think
it's
a
problem
that
needs
to
be
solved
sooner
rather
than
later.
It's
not
something
we
could
pick
up
three
years
and.
B
I
agree:
a
hundred
percent
with
everything
the
mayor
just
said.
One
of
the
frustrations
in
some
of
these
preliminary
meetings
is
Casa
has
an
estimate
for
$75,000
and
you'll
recall
in
the
redevelopment
funds.
The
placeholder
was
$500,000,
so
the
first
order
of
business
is
get
a
design
and
get
a
cost
estimate
and
engineers
a
cost
estimate
on
what
we're
looking
at
here
and
then
Kathy
to
your
point.
I
I
The
other
thing,
I'm
concerned
with
is
pulling
money
out
of
the
clean
ocean
fund
and
using
that
as
a
piggy
bank.
Every
time
we
try
to
figure
out
what
to
do,
because
when
that
went
through,
there
was
a
lot
of
people
that
didn't
want
that
increase.
They
were
very
upset
about
it
and
we
we
did
it
so
this
would
have
to
really
be
justified
to
come
out
of
that.
I
K
I
K
I'm
willing
to
do
is
at
least
look
at
it,
I'm
not
willing
to
look
at
it
until
I
have
I
actually
know
what
we're
supposed
to
be
looking
at,
which
means
I
do
need
to
know
what
they
plan
to
do
out
there.
What
the
cost
is
going
to
be
and
then
determine
whether
or
not
you
know,
because
I
do
believe.
Casa
Monica
is
a
value
to
the
city
and
I
want
to
you're
out
a
way
to
help
continue
to
help
support
them.
I
M
Part
of
the
intent,
if,
if
we're
going
to
try
and
target
to
get
something
for
your
consideration
for
the
upcoming
budget,
which
would
be
for
staff
to
receive
some
information,
so
we
could
start
ground-truthing
it
and
have
those
discussions
with
the
cost
of
our
Monica
staff
and
their
team
to
to
figure
out.
Okay
does
this?
Is
it
fall
in
the
world
of
reasonable?
Is
that
appropriate,
cetera
and
vet
that
a
little
bit
before
it
comes
to
your
budget
workshop
with
a
number
and
a
cost
I'm.
F
So
I'm
hearing
two
very
different
things
that
first
off.
Let
me
just
point
out
that
I'm
not
comfortable
with
this
coming
in
the
11th
hour,
I'm,
honest
because
I
have
I,
have
issues
that
I
want
to
be
addressed,
that
I
would
love
to
have
on
the
LT
F
P
that
aren't
being
heard
this
evening.
One
is
the
beach
drill.
Extension
I
have
a
whole
list
of
other
things
that
I'd
like
to
see
done
and
have
on
LT
F
P,
so
I
support
the
Casa.
F
But
what
I'm
hearing
from
you
too,
is
that
there's
a
perception
that
if
we
move
forward
with
this
there's
going
to
be
some
sort
of
cost,
sharing
cost
sharing
my
mind
to
the
extent
would
be
10%
of
the
project
and
I.
Don't
think
that's
what
Casas
has
in
mind.
So
my
fear
here
is,
if
we
do
vote
on
this
evening
and
there's
support
majority
support
for
it
that
they're
going
into
it
spending
money
with
it,
with
the
thought
and
idea
that
we're
gonna
be
6040
partners
in
this.
D
D
B
I
guess
I.
What
I
would
say
is
I
think,
there's
a
partnership
here,
but
I,
don't
I
think
it's
premature
to
even
figure
out
what
the
cost-sharing
would
be
and
I'll
tell
you.
Why
one
is
we
don't
know
the
size
of
the
project?
Number
two.
We
don't
know
the
scope
of
the
project
number
three.
We
don't
have
a
complete
understanding
of
the
funding
sources.
There
may
be
a
grant
out
there
for
a
cultural
gem
like
Casa
romantica.
D
Agree
with
that
I
just
think
for
your
for
your
edification.
It
would
be
a
fairly
substantial
percentage.
It's
you
know,
to
say
we're
getting
away
with
five
percent,
which
it
really
walked
down.
This
path,
I
think,
would
be
in
my,
at
least
from
from
my
point
of
view
and
I.
Do
not
you
know.
I
haven't
chat
with
Lori
about
this
I
think
that
would
be
an
accurate
representation
of
my
expectations.
I
just.
L
Want
to
remind
the
council
that
Casa
has
been
here
twice
before
the
council
with
this
project
and
the
direction
from
the
council
was
to
work
with
Casa
on
this
subject.
So,
while
it
may
be,
we
may
be
daylighting
it
here
at
el
tfp.
This
is
a
subject
that
we've
been
talking
about
for
for
I,
don't
know
six
six
nine
months
now
and
it's
a
conversation,
that's
been
going
on
going.
L
That
Casa
has
come
to
the
council
and
it's
asked
for
the
council's
assistance
and
we've
followed
through
with
that,
and
we
think
we
finally
have
a
pathway
to
the
project.
We
don't
know
what
the
financial
aspect
is
a
hundred
percent
yet,
but
this
is
how
we
wanted
to
bring
it
forth
to
you
so
the
kit,
so
that
it
will
be
considered
at
some
future
date.
F
F
B
M
You're
doing
those
five
I
may
have
failed
to
mention.
I
just
need
to
honor
my
commitment.
Just
last
Thursday,
your
coastal
Advisory
Committee
held
a
meeting
and
they
discuss
the
items
regarding
Santa
punishment.
I
can't
mention
if
I'm
I
can't
remember
I
mention
it
now
and
I
wanted
to
transmit
to
you,
because
it
was
after
the
time
we
submitted
the
paper
that
they
did
in
fact
recommend
your
approval
of
the
items.
Perfect
yeah
needed.
F
F
The
general
fund
assigned
fund
balance,
three
include
125
thousand
Phil,
he's
name,
is
reserve
fund
and
hundred
five
thousand
for
the
public,
so
his
construction
be
fund,
public
safety,
construction
reserve,
so
secure
2018,
2019
CIP
budget
for
the
marine,
sixty
building
rehabilitation
number.
Sixteen
five
three
zero
include
two
hundred
thousand
from
general
fund
in
fiscal
year,
2018
19
CIP,
but
it
was
a
peer
rebuilt
ation
ad
improvements
project
number.
Sixteen
eight
one.
M
This
is
predicated
on
the
approach
that
eric
mentioned,
with
the
goal
of
getting
to
you
by
your
budget
workshop,
so
that
you
could
potentially
consider
something
for
inclusion
in
the
budget
and
the
recommendation
for
you
is
to
direct
staff
to
continue
discussions
with
the
casa,
romantical
cultural
center
and
gardens
on
a
potential
project
to
improve
the
parking
lot
and
for
the
center
to
prepare
information
for
city
staff,
review
and
inclusion.
In
the
City
Council's
fiscal
year,
19
budget
workshop
planned
in
May.
F
So
before
you
guys
make
a
motion,
I
just
want
to
be
very
clear
that
I
think
Tim's
perception
is
very
real
of
what
the
expectation
is
out
there,
that
we
are
gonna,
be
a
substantial
partner
in
this
and
I.
Don't
think,
that's
a
fair
expectation
to
make,
because,
from
my
perspective,
I
have
serious
hesitation
with
making
that
motion
this
evening.
So
I'm
not
gonna
be
supporting
the
motion,
but
it's
not
because
I
don't
support
the
Casa
I.
Just
think.
The
expectation
of
our
conclusion
is
gonna
be
way
too
high.
I
would.
I
I
M
D
M
So
my
crystal
ball
would
be
that
the
cause
for
maanteeeca
sometime
late
April
early
made
the
latest
wood
and
we
would
be
you
know
discussing
coordinating
with
them.
They
would
have
information
on
on
a
concept
that
they've
had
their
team
put
together
with
an
estimate
we
would
start
talking
about.
Is
that
realistic?
Does
that
seem
like
a
work?
What
are
the
concerns,
but,
most
importantly,
have
a
reasonable
budgetary
number
and
I
think
the
plan
would
be
in
your
budget
workshop
is
to
have
that
as
a
recommendation,
even
with
potentially
on
I'll
talk
with
Eric.
M
H
H
Right
now,
you're
just
giving
direction
you're
not
taking
formal
action
on
anything
you're,
not
at
funding
anything
it's
just
seeking
direction
because
councilmember
Don
checks
point
you
know
the
cost
is
about
ready
to
spend
some
money
on
a
design,
and
you
know
they've
voiced
a
want
to
have
some
type
of
cost
sharing
mechanism.
We
don't
know
what
that
is,
we're
looking
for
unrestricted
funding
to
support,
rather
than
we're
looking
for
restricted
funding.
H
K
I
D
Haven't
committed
anything,
no
one
can
hold
our
feet
to
the
fire
here,
but
are
we
gonna
declare
our
interest
in
doing
this?
Is
this
something
that
conceptually
would
like
to
walk
down
or
conceptually?
Do
we
find
that
it
is
outside
the
purview
of
this
council
in
our
budget
and
that
we
probably
shouldn't
even
walk
down
this
path?
I
could
vote
on
that
tonight.
I
can
vote
on
that
way.
I
think
I'll.
B
B
That
we
direct
staff
to
work
with
Casa
romantica
to
secure
designs
and
cost
estimates
as
in
a
timely
fashion,
to
coincide
with
the
budget
workshop
in
May
or
April
in
May
and
with
the
Ender.
That's
the
motion
with
the
understanding
that
this
is
a
conversation
that's
going
on
and
that,
but
there's
no
decisions
being
made
this
evening.
D
N
Good
evening,
mayor
Brown,
members
of
the
council,
Bryan
Brower
IT
manager,
I'm
here
to
present
to
you,
the
2010
update
to
the
IT
strategic
plan,
the
IT
strategic
plans,
the
city's
roadmap
for
all
projects
that
are
technology
related,
and
we
use
this
to
align
technology
resources
with
departmental
goals
and
priorities.
The
plan
was
first
developed
in
2015
and
since
then,
the
last
three
years
we've
brought
an
update
each
year
to
to
reflect
different
advancements
in
technology
and
evolving
business
needs
for
the
city.
N
Within
the
plan,
there's
a
listing
of
completed
projects
and
initiatives
that
have
been
borne
out
of
the
plan
in
the
last
three
years.
At
this
point,
we've
completed
20
of
those
projects
and
some
some
recent
highlights
are
the
recreation
management
software
system
that
we
brought
online
in
November.
We
recently
finished
construction
on
our
data
center
improvements
and
we're
getting
ready
to
complete
the
move
into
there.
N
N
We
currently
have
a
number
of
projects
underway,
really
a
lot
of
projects.
It's
it's.
The
number
of
projects
is
unprecedented
as
long
as
I've
been
involved
in
IT
here
at
the
city,
we
have
17
strategic
projects
that
are
underway
and
budgeted
in
the
current
fiscal
year
which
were
working
on
right
now,
and
these
are
in
varying
degrees
of
completion.
Some
are
still
in
the
planning
phases.
Others
are
very
close
to
becoming
members
of
the
completed
list.
Some
highlights
include
the
IT
improvements
we've
made
recently.
N
We
have
a
network
infrastructure,
upgrade,
that's
nearly
complete
we're
getting
ready
to
install
our
new
storage
systems,
and
we
have
some
other
security
and
business
continuity
projects
that
are
underway
right
now,
as
well.
We're
getting
ready
to
award
the
contract
on
a
new
telephone
system,
that'll
be
used
citywide.
Will
we
bring
that
to
the
council
next
month
or
also
we
just
closed
the
opening
period
on
an
RFP
for
proposals
for
a
legislative
management
system?
This
is
going
to
greatly
modernize
the
way
the
city
clerk
does
business.
N
There's
a
lot
of
ancillary
projects
that
go
with
that,
so
we're
excited
to
get
that
underway
and
then
in
the
next
fiscal
year
we're
going
to
be
bringing
eight
projects
through
the
budget
process
in
the
coming
months.
One
of
those
is
going
to
be
an
upgrade
to
our
permitting
and
licensing
system,
that's
used
throughout
community
development
and
engineering,
and
also
we're
going
to
take
a
look
at
our
current
electronic
document
management
system
and
see
if
we
can
make
some
recommendations
for
improvement
there
and
with
that
I'll
open
it
up
for
any
questions.
I'll.
N
N
D
C
D
Know
the
website
functionality
of
all
the
different
systems
we
do
it's
been.
It's
been
great.
We
want
to
commend
you
for
all
your
good
work
and
I
think
we're
getting
to
the
point
where
and
she's,
just
like
I'd
mentioned
before
I
think
our
residents
are
getting
used
to
a
higher
level
of
service
and
expectations,
so
we're
hopefully
ahead
of
the
curve
on
this
one.
Thank.
F
D
K
A
D
No
public
hearings,
public
comments,
there's
no
card
submitted
I
move
that
we
adjourn
to
the
next
regular
counseling
that
will
be
held
on
March
20
2018
in
council
chambers
located
one
don't
have
any
presidio.
Second,
in
California
closed
session
items
will
be
considered.
A
5:00
p.m.
the
general
session
will
commence
at
6
p.m.
motion
by
Brown.
Second
by
him,
all
those
in
favor
aye
passes
5-0
staff.
You
did
a
wonderful
job.
Thank
you
for
everything.
Thank
you.