Okay, we will call this meeting to orders.

The 5 p.m. Council meeting is Sacramento City Council.

Please call the roll.

Thank you.

Councilmember Kaplan.

Councilmember Dickinson.

Vice-Mirtae Lamentes will be here momentarily.

Councilmember Pleckibaum.

Councilmember Maple.

Mayor Prattemkella.

Councilmember Jennings.

Councilmember Vang.

I am here.

Mayor McCarty.

Here.

You have a quorum.

Okay, let's have Councilmember Jen.

Oh, excuse me.

Yes, we're going to have our girl scouts to the land acknowledgement and the pledge.

Thank you.

Thank you.

Thank you.

Please rise for the opening and knowledgements in honor of Sacramento's Indigenous people and tribal lands.

To the original people of this land, the Nissan people, the southern Maidu, the Valley Plains,

the Mewok and the Puttenwintun peoples.

The people of Wintun Rancheria, Sacramento's only federally recognized tribe.

May we acknowledge and honor the native people who came before us and still walk beside

us today on these ancestral lands by choosing to gather here today an active practice of people's

history and active has an acknowledgement of an appreciation of Sacramento's Indigenous

people's history, contributions and lives.

Thank you.

Please stay standing for the pledge of allegiance.

I pledge allegiance to the flag of the United States of America and to the rural public

for which it stands one nation under God, indivisible, liberty and justice for all.

Thank you.

Thank you.

Thank you.

Thank you.

Thank you.

Thank you from 2012 90.

And your name?

Thank you.

Oh, thank you, Trip 90.

We need to share these, right?

Okay.

We will share them.

Thank you so much.

Thank you so much.

Thank you.

Mayor?

We had no closed session tonight.

So, Madam City Attorney, I believe there's no report out.

Thank you.

Thank you.

Madam Clerk, we will proceed with the consent calendar.

One announcement that item number 20 will not be heard this evening.

This is the item related to the proposed change to the police review commission.

This will instead be incorporated with a larger discussion on changes for boards and commissions

with the City of Sacramento under Chair Jennings.

So with that item 20 will not be heard.

Any council members that wish to pull items or note items for discussion on the consent

calendar?

Please note.

We have a quick comment.

It's in the cap.

Quick comment on item 3 and on item 9.

Mayor Pro Temgata?

Yes.

A quick comment on item 12.

Okay.

Councillor McKinsey, do you have something?

We have slowed.

Shall I call those names?

Yes.

Go ahead.

Let's take a look at Councillor McKinsey on item 9.

One.

Thank you so much, Madam Clerk.

Item 3.

I am really excited.

We have been working on this behind the scenes with our amazing city staff, rich standards,

yall, and James, and others.

We have surplus land in Nautomas.

And we are fully declaring it.

But we're doing it through a process that we are working for this to become affordable

housing for families and seniors.

So it was meant to be a community center, but one of the amazing things about this on

the corner of the property, we are hoping to add in a small community center venue that

is open not just to the residents, but for community members.

And this is just the first part in it.

So I am so excited that Nautomas is doing its part and we're going to have more affordable

housing for families and seniors in Nautomas.

So thank you to our city staff and everyone who has worked to make this point.

And then I just want to, on item 9, thank all of our transportation staff for all their

hard work in creating the neighborhood connections final draft plan.

I think it's really important that we design a city for people, our streets, for people,

for communities, our neighborhoods, for people, not for cars.

And I look forward to figuring out ways that we can truly implement the steps we need

to make sure that Sacramento is not known as a dangerous place for our pedestrians, but

it is a safe place and something where you can live, work, and play, walk, and bike, and

take transit where you need to go and it's not so car-centric.

So thank you so much for your plan.

Good job.

So councilmember Dickinson on item 9 also.

Thank you.

I wanted to join in the thanks to the staff and to the community for developing this plan.

I know it's been in the works for quite some time.

I wanted to make two quick specific comments relating to district 2.

One is that the plan shows a connection at the intersection of South Avenue and

real into Boulevard to be pedestrian islands and I think that actually might be a better

location ultimately for something like a roundabout.

So as we approved this plan, we realized it's a living document.

And secondly, there wasn't much in the plan related to the eastern side of Robla, just

west of the former McLean Air Force based on McLean Park.

And I think that's an area of that.

That may be the case because there's not much in the way of streets and roads there that

are very suitable, but it may also be something that we need to address without improvements

and those in the future as well.

So a couple things to put on the to-do list.

Thank you.

Councilmember Maple on item 9.

Thank you.

So at the risk of sounding repetitive, but I did punch up first.

I do want to especially thank Jennifer Dolan-Way and Jeff Jelzma on this in particular.

This has been years in the making and really intentional work.

I've seen Jeff out at numerous community events, tabling, talking to people, and that's just

in my district.

So I know this is the case throughout the city.

So I just really want to acknowledge his work in making this a truly community-led plan.

I think that sometimes what happens in government is we know all the right answers and put it

on paper and say this is what we're going to do.

And I think there was a very intentional effort here to make sure that we were hearing directly

from the community and inputting their opinions.

And so just thank you.

Thank you.

Mayor for Tim Gera, you had comments on 12.

Thank you very much.

And before I talk about 12, I'll just say that while item number 9 works on the neighborhood

connections and the low-stress streets, it dovetails perfectly with item number 12, which

creates the stockable of our multimodal partnership to realize a true bus rapid transit system.

And so I really want to appreciate and thank staff for this next step forward in realizing

what will be not only bike lanes, walkability, short-roar pedestrian crossings in islands

and being able to make stockable of our no longer old highway 99 and a true multimodal connection

where not only biking, cycling, but having a bus rapid transit system that can move through

quickly without the traffic in there to increase the usage there.

And with all the housing that's going in there, the development on mutual housing on fruit

region Stockton or should I say younger in Stockton with the Mercy Housing Project that's

there.

We broke ground on the Gateway Project on 9th Avenue and 10th Avenue and we're working

on the Remington property on 13th Avenue.

All of this is going to be critical to have available and fast public transportation for

folks to be able to use there.

So with that, very thankful for all this tap on item number 12 and accolades to number

9.

Thank you.

That concludes council comments.

I have four speakers signed up for the consent calendar.

Should we take those out?

Yes, please proceed.

Lambert, Dan Allison, Paul.

So it looks like Lambert on item 1 or 2, Dan Allison on 9 and 12 and Paul on 9 as the

mayor announced item 20 will be pulled.

I was here earlier and I see some people that were here at 11 o'clock when I was here.

That's why I always mentioned Minty Cuppie.

He was here at 11 when I was here and I would not have come back had the millennials who

are tremendous followers of us.

And on number 1, I saw where Megan of office of arts and culture, I had to come back because

she and her office has been very kind to Grand High School.

The Grand Drumline, they are the ones that called me to come back here.

I wasn't coming back here tonight.

I have a life to live.

But because she has helped the drumline, many times for those people who don't know who

the drumline is, Google it.

Grand Drumline is a decades-on-teenage group from Grand High School and they're going to

Ireland this year.

I don't know how many of you have ever been to Ireland.

I have no idea why they're going to Ireland but they're going there and they're globe

trotters.

And so I took time out of my schedule to come back here and thank the office of arts and

culture specifically Megan.

Her budget should never be cut.

She should always get whatever she needs.

She's never been caught in a scandal with her money.

And so I'm really honored to have met her through Mayor Steinberg in Del Paso Heights

and she was there and she promised she would go help the Grand Drumline and she did.

So I had to come back and acknowledge her, fund her budget.

Thank you for your comments.

Dan Allison on 9 and 12 and then Paul on 9.

Dan Allison district 4.

I'm commenting on item 9 at the moment.

I don't just support neighborhood connections.

I love it.

It's an outstanding document.

I have read through the entire thing, not all the examples, but the rest of the document.

And I see nothing to dislike about it.

I really like it.

I like the traffic calming toolbox.

I think that it's a great document.

Of course, funding is required in order to implement it and that's the next question

that comes up.

But it's a great start.

It's a template.

It will help the city get grant funding and perhaps even reallocate some of its own

budget to doing neighborhood connections.

And I'm very much looking forward to it.

Do you want me to comment on 12 while I'm here?

If you'd like to.

Okay.

So I'm changing hats.

I'm commenting on 12 on behalf of Sacramento Transit Advocates and Riders Star.

We support the Stockton Boulevard Project and are glad to see this contracting to move

forward with the planning on it.

And look very much forward to when the planning is complete implementation of the project.

We think that Stockton Boulevard, both as the highest transit use route in the county

and as an important corridor for revitalizing Sacramento is critical.

And if we do a good job on this one, it will engender demand for doing more BRT routes

throughout the city.

Thank you.

Thank you for your comments.

Paul on item 9.

I just wanted to say I support item 9.

We need neighborhoods to be more connected to improve them for walking and biking and

transit.

And as you seek to target those pedestrians with your capitulation to excessive cars on

trucks.

So last week, we need to prioritize our crumbling infrastructure over $1 million in delayed

infrastructure maintenance is not the vibe.

At the end of the day, these delays continue.

While we have 172 vacancies in the police department, while we pay hundreds of millions of

dollars over the past several years and over time, while we can't entice new officers

because of how bad the public view of police is, we can't even entice them with massive

signing bonuses, which isn't helped by trying to bypass the police commission and it's

a delay to be critical to police by trying to include a cop.

You're not making the conditions any better to address infrastructure to this gross

mismanagement of city funds.

Thank you.

Thank you for your comments.

Mayor, I have no more speakers on the consent calendar.

Okay.

Thank you.

We have a motion in a second on the consent calendar.

Excuse me.

Item 20.

Yes, excluding item number 20.

So I have a motion by Council Member Gatta and a second by Council Member Kaplan.

Thank you.

All those in favor, please say aye.

Aye.

Any nos or abstentions?

Hearing none, the consent calendar passes.

Minus item 20.

Okay.

Next item, please.

We move to public hearings.

Item number 23 is an Atomas Basin Habitat Conservation Plan, the HCP, FEE 2025 adjustment.

Good evening, Mayor and Council Members.

I'm Matthew Isla, Assistant Planner with the Community Development Department, and I

will be speaking about the annual adjustment to the Atomas Basin Habitat Conservation

Plan known as the HCP.

All new development within the Atomas Basin is subject to the HCP and the implementation

agreement executed between the city and the federal and state wildlife resource agencies.

The HCP specifies avoidance measures and mitigation for loss of habitat and incidental take coverage.

Prior to new grading, development located in the Atomas Basin, which is North Natomas

and South Natomas, in the city of Sacramento is subject to the payment of HCP fees.

Per the requirements of the city's HCP and the HCP implementation agreement, the city

considers a FEE adjustment on an annual basis in order to ensure the accuracy of the

funding to implement the HCP.

The Natomas Basin Conservancy's economic consultant completed an updated finance model that indicates

a necessity to adjust HCP fees in order to successfully implement the HCP.

This year, a FEE increase is proposed for the 2025 construction season.

The current FEE, without land dedication, is $46,000 and $9 per gross acre with a proposed

increase to $47,000 and $31.

This represents a $1,022 increase.

The FEE with land dedication is currently $32,259 per gross acre and is proposed to increase

to $33,281.

This also represents a $1,022 increase.

Historically, the FEE has been relatively stable.

For example, 19 years ago in 2006, the FEE was $41,182 per acre and in 2010 was $44,000

and $50 per acre.

The increased adjustment is needed to accurately reflect the current costs of implementing the

HCP.

The Natomas Basin Conservancy Board and city staff recommend that the city council adopt

the resolution that would increase the HCP fees.

City staff is available if you have any questions.

Thank you.

That concludes my presentation.

Thank you so much.

Madam Clerk, is there any public comment on the site?

I have no public comments on item number 23.

Wonderful.

Is this your first time presenting?

I think it was.

I can't repeat your name again.

Matthew Isle.

Matthew.

Okay.

Welcome to the podium.

I'm glad that you're being mentored by Cheryl.

She's an expert at everything Natomas, Basin fees and everything.

So just welcome.

I'd like to open and close the public hearing and move this item.

And then I will move on to that council member, Kathleen.

Thank you.

And I will second her motion on that.

I just want to call out that as of this year we have protected more than 5,400 two acres

of open space, which is an actual increase of 249 acres from the last time this came to

council.

And for those that don't know, I mean the Natomas Habitat Basin Conservancy was basically

required for conservation for development in Natomas.

I had to get federal approval.

And it is something why many of us in Natomas love where we live because we know it protects

the more than 22 plant animal species in the basin that we see.

Like the Cooper Hawk that's in my neighborhood, the Swenson Hawks that I see went on my walks

and the eagreets and so many others.

But this is great.

I look forward to seeing how we can expand and protect more land out there because it's

demanded and our residents are looking for that.

So thank you so much for all of your work.

I know this is a technical annual thing but it's always a reason to call out why we love

Natomas because we have so many animal and plant species.

So thank you.

Open and closed.

Thank you.

Thank you so much.

All right.

Madam Clerk, please call the roll.

Thank you.

Council member Kaplan.

Aye.

Vice-Marchelemente.

Aye.

Council member Plekibom.

Council member Maple.

Aye.

Mayor Pro Tem Gata.

Aye.

Council member Jennings.

Yes.

Council member Vang.

Yes.

And Mayor McCarty's absent.

Motion passes.

Okay.

Thank you so much.

And now we're moving along to discussion calendar item number 24.

The personnel committee has taken the lead on the recruitment of our new city manager with

the leadership of Mr. Council member Jennings.

So if you want to take it away.

Thank you very much.

Colleagues, each of you has a memo at your desk regarding the executive recruitment firm's

selection process.

And so when you came back from break, we left it at your desk.

Our clerk did that.

Our mayor has requested that we as a city council choose an executive recruitment firm

to help us choose our next city manager.

And that should be done by the first of March.

I'm pleased to say that we are in a position to do this so tonight.

The city of Sacramento city manager is a leader of over 5,000 employees.

And the main person responsible for the administration of a $1.6 billion municipal budget.

The city manager position needs to work with the council to implement their directions

and collaborate with fellow charter officers and direct reports.

They must be able to work with a diverse community.

They must work with and manage our employee groups.

They must possess skills set that allow them to address complicated and complex issues

from public safety to land development to animal welfare to utilities including flood control.

From economic development to regional cooperation and public transportation.

This position is varied and extremely complicated.

Our process to fill this position needs to respect the individual that are applying.

While at the same time provide a clear and transparent process that includes public participation

throughout.

I'm going to say that again, provide a clear and transparent process that includes public

participation throughout.

Currently the final decision on the next city manager will be made by the mayor and the

city council.

It will take into account public input and collective conversations with whom we want to fill

this very important position.

The PE and PE committee met on February the 18th for a public in person interview and

unanimously selected or is recommending to the mayor and city council that we retain the

company CPSHR.

The following is a recap of the comments made by the full city council at our January 29

committee directing the PE and PE committee to undertake this review of the search firms.

Number one, undertake a true national search.

Number two, highlight and reinforce the attributes of our community.

Number three, consultation with community members and community groups for the attributes

and skills of the next city manager of the city of Sacramento.

Number four, consultation with employee groups.

Consultation with employee groups for the attributes and skills of the next city manager.

Number five, discussion with the mayor and each city council member to define the qualifications,

characteristics, attributes, goals and skill sets for the next city manager.

Number six, that the firm would bring back to the full city council.

What they heard from their interviews with the mayor and city council and present this

profile to the full city council and our community in a public city council meeting.

That this would happen prior to the starting of the recruitment process so that the mayor

and the council could discuss and give additional direction as needed.

As indicated in the process memo handed out, we will be undertaking individual interviews

with the mayor and city council.

The firm selected will be sending a questionnaire to each of you prior to your interview to

help you organize your thoughts around the two main issues.

What do you see in the next city manager and what outreach process to the community do

you want?

Then they will then return to the full city council on March the 25th.

This meeting will be publicly noticed and brown at compliant.

I am pleased to invite to the podium Jennifer Wilkerson from our HR department to introduce

the recommended firm.

Good evening council members.

Jennifer Wilkinson with an administrative officer in the employment classification development

division of the human resources department.

Council member Jennings mentioned most of what I was going to share as well.

I will go ahead and introduce Pam Derby.

She is an executive recruitment manager with the CPSHR consulting firm and she will be giving

a presentation on the firm's recruitment process for your consideration.

Good evening.

Thank you Jennifer.

Vice mayor council members.

First of all I am Pam Derby with CPSHR consulting.

I manage the executive search function part of me of our consulting firm.

I am in year 22 with CPSHR.

Just a little bit about us.

We are actually a California joint powers authority.

Our mission is the promise of the public sector.

We have been doing hundreds of public sector recruitment over the last 20 plus years as

a company.

We are currently celebrating our 40th anniversary and we are headquartered here in Sacramento.

We were originally part of the state personnel board and then in 1985 as I said 40 years ago

we veered off into the JPA room.

I would like to thank the P&E committee so much we are very honored by your recommendation.

With that I would like to give you a high snapshot of what the process would look like.

The first thing we would discuss with all of you is a proposed timeline.

Currently this takes about 120 days for a city manager search.

Now I would anticipate this could take longer for the city of Sacramento given all of the

feedback etc. that we need to gather for this process for the multiple types of panels

that may be involved, the selection processes that may be very complex and so it could span

beyond that 120 day realm but that is typically what this looks like.

This is we have a three phase process and the first phase is defining this ideal candidate

that council member Jennings has discussed.

So first again we need to establish the timeline, what are the communications expectations

from the city council who is going to be our point of contact.

We are already working very closely with the human resources department and would anticipate

that that relationship would continue.

Again, as Mr. Jennings said, we would conduct information gathering meetings with the council.

We would anticipate staff, community leaders, the community at large and those meetings

with the city council were anticipating to start as soon as possible.

If we are selected this evening by the full council to conduct this search.

After we gather all of that information as the chair Jennings has mentioned, we will put

together a profile and bring that back to the council on March 25th.

From that information and that ideal candidate profile, we put together the marketing materials

which is a recruitment brochure, all the advertising, etc.

So that first phase is all about gathering all of this information and it's about putting

together the materials that we need to market the position for the city.

Phase two is the aggressive recruitment piece and this is where number one, we would be

launching all of the efforts through advertising, through social media, personal leads, etc.

To encourage individuals to apply for this position.

We have a huge database of city management candidates around the country that's between

10 and 15,000 at this point.

Then initially we reach out to that entire group.

However, from the conversations we've had from you, what you told us were the ideal candidate

attributes is when we're then going out and looking for those specific types of candidates

and that can involve the telephone, email, LinkedIn contacts, even texting.

And then, you're often, after we have candidates, we do an awful lot of text work these days

because people are immediately reading that.

Everyone will apply directly to CPSHR through our applicant tracking system.

We acknowledge within 48 hours that they've applied.

After that time, we will be screening the minimum qualifications that are part of your

job spec.

We'll be screening those candidates against those minimum qualifications, the candidates

that meet those.

We will conduct a very thorough screening interview with.

And then we would present a short list of recommended candidates to the council.

At this point, that's phase two.

Usually we're looking at four to six weeks for that process.

As I said, we would probably advertise this as open and tell filled.

And then the first resume review date.

And we'll see where we are.

Phase three is about the selection process.

Again, we'll be talking with all of you about what you see as the selection process.

What are those logistics going to look like?

What types of panel interviews would you like to do, etc?

We'll be doing reference checks on your finalist candidates.

We do a background check, a very thorough background check on after the job offer is made.

We cannot do a criminal background check in California until a job offer is on the table.

And then we're also available to assist with employment negotiations as necessary.

So the next steps we anticipate are, as I mentioned, these individual conversations with

each council member to determine those ideal candidate attributes, skills, goals, etc.

And then we would be presenting that ideal candidate profile in the recruitment plan

at the March 25th City Council meeting.

The other thing we'll be doing immediately is we will be doing a salary study that is

determined for executive level salaries.

We know in the city charter that there are stipulations that we need to adhere to doing that

study, but we will do that and we'll present that at the March 25th meeting as well.

And with that, I'm available for any questions.

Thank you.

Thank you.

Councillor Irving.

Thanks, Mayor.

First, I wanted to take this opportunity to thank Councillor Bridgettings for his leadership

and the PNP committee, but also for this beautiful memo as well to all of my colleagues.

And so really appreciate Councillor Marginne's leadership and getting us to this point.

I do serve on the PNP committee and we did an interview during that time.

I think folks can go back to the archives and watch the PNP meeting to really hear from

both of the firms.

And this is the firm that the PNP committee did unanimously vote to put forth.

But given that this is the 5PM meeting and now it's in front of the full and I do see

that we have an audience here that was not here during the interview process, I do think

it's important to perhaps even in this moment ask similar questions that I asked last time

because I think that's important.

So the first question, very similar to the one I asked, but it was really around ensuring

that we recruit a diverse pool of candidates.

I know that at PNP one of the topics that we talked about was really ensuring as a

city that equity diversity, inclusion belonging is really critical in terms of the work that

we're doing here in the city.

And I wanted to ask you in particular given the many years of your organization doing

recruitment is that what practices have your organization put in place to address your

firm's own biases in the recruiting process.

I think that's really important just for you to be able to share what you all have put

in your process.

And then the other question that I wanted to share with you again because it's not here

is also what is your placement retention rate as an organization, usually after an offer

is given to a candidate, how long do you follow up with your client in the city of Sacramento?

I think that's really important to be transparent about to because it may be a good fit.

It may not be a good fit.

And so would love for you to answer those two questions.

And then I have one more question after that.

So as I mentioned, we are a full service human resources consulting company.

And so we actually have a DEI and B unit at CPS HR that is continually doing training

with the entire staff.

They also do training with clients around this subject.

As I mentioned two weeks ago, last week at our 40th celebration, we had inclusivity training

that day for our entire staff.

And then another training in the afternoon for just supervisors and managers.

And so those are the many things that we do to ensure that we're following those practices

in our own company.

I think that our numbers speak for themselves.

We do keep track.

We ask for optional EEO when people apply.

But we also are, make sure that we advertise in journals and job boards that focus on DE and

MI and B. But over the last three years, 57% of our placements have been people of color,

females are both.

And we can break that down further.

And we know that a third of those individuals were people of color.

And so obviously we screen everyone who meets the minimum qualifications.

That's one way to look at it.

We also are sharing the EEO information with the city each week to make sure that we're

staying on track.

We utilize Zoom info, which has a diversity filter as well that helps us with that situation.

But it's of the highest importance for us.

And it certainly is something that we live day to day at CPSHR consulting.

Our retention rate for city managers is very high.

Typically after we have, I don't recall ever redoing a city manager recruitment.

It's possible.

My senior brain after 22 years.

But we are at 95% after two years.

I think we're down to 92% after three years.

But again, we are keeping those analytics and we're paying attention to those things.

Awesome.

Thanks Pam.

I appreciate you just sharing the practices that your firm has implemented in order to address

any biases during the recruiting process.

I know we as mayor and council really want to make sure this is a national surge and

want to make sure that we create a process that reflects our community.

The last question I had.

I had a comment.

Actually, let me do the comment and I'll ask you the last question.

One is really appreciate the request to me with mayor and council individually to do interviews.

I think my staff has said to me that you have already begun to kind of reach out.

So that's great.

I really want to emphasize the sessions with care holders.

I think that's really important.

I think it's great.

We represent our constituents as well.

But our constituents are incredibly diverse in their opinions and what they want to see

in the city manager.

I really want to reaffirm that I think holding spaces for our care holders, our residents

or CDOs is going to be really key.

The last question I had was really around compensation.

Compensation has been a point of contention and concern within our city and our residents.

I think we hear often from our constituent.

I wanted to ask you what recommendations would you provide if this mayor and council move

forward with your firm?

Because today we have to take a vote if we're going to take you on as a firm to help begin

this process.

But I wanted to know in what ways will your firm help us assess, develop a competitive

and fair compensation.

I think that's important.

Obviously we don't want to underpay, but we also want to make sure that it's competitive,

but we want to make sure that's balanced.

So we'll love to hear from you just your thoughts on the ways in which your firm can help

provide recommendations to the mayor and council on a fair compensation package.

Well as I mentioned, the city is a little different than some cities.

Many cities, the executive pay is there's nothing tied to it.

However for the city of Sacramento, some of those parameters are in the city charter,

which we have to adhere to in completing the salary study.

However, I have a member of my team who is a compensation, has compensation expertise.

She does all of our executive pay studies.

We'll be looking at organizations that have a higher population, those with a lower population.

But with executive pay, it's about a total compensation package as well.

And so oftentimes you're looking at a base salary, but you also have to look at all of

those other perks that go along with for a city manager, county administrator, general

managers.

They all have different things that they bring in their employment agreements that they

will try to negotiate for, whether that's relocation, etc.

And so we certainly have extensive experience with these types of positions and knowing

what other positions around the country and the state of California in particular because

of our housing situation, etc.

We know what they're paying and what those packages look like.

So obviously we need to stick to the city charter when we're doing this study.

However, we also have anecdotal information that we can certainly provide.

But as I said, we anticipate presenting this.

We want to be transparent about it and we can present this at the March 25th Council meeting.

Thanks, Pam.

Those are all my questions.

Thank you so much.

Thank you.

Thank you.

Vice Mayor Talamantes.

I'd like to make a motion to hire CPS HR consulting for next steps and get the ball rolling.

Okay.

We have a motion is second.

So have one more comment.

Oh.

Council member Maple.

Thank you.

Thank you so much for the presentation.

This is really helpful.

Thank you, Council Member Jennings, for outlining the next steps and for your work on the committee.

I know that this is obviously one of the biggest issues before us in the next six to eight

months and certainly for the community as well as a big deal for Sacramento.

I have one question for you which is how many city manager recruitment have you done over

the course of your career, I guess.

You can guess to me as well.

Probably between 10 and 20.

I have focused on council board appointed positions and have dealt with much bigger groups of individuals

than this.

And some of the biggest JPAs in the state.

We've done extensive stakeholder engagement with many of those.

And so you know between 10 and 20 city managers, but extensive list additionally to that of

other board appointed positions.

Wonderful.

So you're really qualified and that's great.

And I want to echo some of the comments that Council are weighing.

Really appreciate your detailed questions.

And I also want to really appreciate you for interviewing us individually as well as staff

because you know I think sometimes you can't get it.

If you have all of us in a room and everyone is talking over each other, right?

You're really challenging not to mention the Brown Act, but having that time to really

sit down and talk to you about values and the things that we'd like to see is going

to be important.

I also want to echo that connection to community.

I think that's very important for Sacramento.

We're connected to our constituents, but there's also a lot of organizations and individuals

that make up the fabric of this community.

And I think that input's really important too.

So I appreciate that as well.

And looking forward to supporting this and working with you.

Thank you.

Thank you.

We have a motion in seconds.

I have one comment and one question.

First of all, we wanted to make sure we had a thorough process in selecting the firm and

focusing on a top job in the city of Sacramento.

I think we had a great civics lesson the past year on what a city manager is.

I bet you if you go back 20 years and ask people what the city manager does versus today,

night and day.

So I know our first seven council meetings we talked about the city manager every meeting.

So we're counting on you to help make sure that we get the right person for this position.

And I also want to thank Mr. Jennings and making sure that you were inclusive and very thorough in this process.

And so I am confident and just lastly, I remember my show was you, but this firm.

And my prior role here on the council when we selected a city manager in a search process.

So I'm familiar with that.

Maybe one thing that you could help us with, because I think there's probably a lot of expectations as far as what it would look like.

So there's probably some people in this room that would like you to bring the finalist to their living room.

And have a chance to have some one on one communication with them.

It doesn't always work that way.

There's confidentiality sometimes as chair Jennings noted it with the applicants.

So it probably differs from time to time.

So what would you kind of advise us?

And how should we start communicating that with the public as far as what the end.

And not the result, but kind of the end process could look like.

Thank you.

So what we suggest, if you would like to include community members in the selection process,

is that each council member chooses two to three individuals.

And probably we would not have, we'd have one individual that would serve.

But we have to do adjust for schedules and things.

And that panel represents you.

Frankly, we have them signed NDAs because, again, the candidates are very worried about confidentiality.

We have had candidates in other states where the Brown Act,

they're open meeting laws are sunshine laws.

They're not open meeting laws.

And they get down to a final six.

And then they have to release the names of those candidates.

We've had a process where a council decided after the names had been released that they

wanted to wait until after their election.

And two of those six council city managers did get fired.

So that happens.

And so we want to be very careful about confidentiality.

And in California, city manager candidates are not as used to those public types of,

you know, being out in front of the public for everyone to see.

That's not typical in California.

But there are ways to get community feedback.

And we think the best way to do it in that final process is the council indicating

individuals that are activists in your districts, etc.

Whatever the case may be, to sit on a panel to provide you feedback, their feedback about

the candidates.

Do you know of any examples in California with where let's say cities had finalists of

three individuals?

And they had those three go to potentially a select group of public.

So have a trial run and keep that confidential.

So well, what I will say is I've had a process where for the city of Richmond, which is a

highly political city, very involved citizenry, the final three candidates did do an open forum.

And we had a good 100 plus individuals in the room that were able to ask all three candidates

questions.

I think that that was a little nerve-wracking for the candidates.

But it has been done.

I don't know that we got the best result from that.

But we have employed the community panel situation.

Most recently, County of San Diego, we had community panel and they did sign NDAs.

Those candidates names leaked, but that didn't come out of CPSHR.

So there's only so much we can do, but we do everything we can.

Okay.

Thank you for your answers.

Seeing no more.

Oh, yes.

Two speakers.

Mary, I have two speakers.

Mac Wurley and Lambert.

Mr. Wurley.

Thank you.

And then Lambert, come on up.

Oh, dear.

I can hear some things now that I wouldn't like that.

We probably cannot ask the city of Managing A. Ask bullshit.

Don't worry, not this act of murder.

If you live in this city, you can't ask a city of Managing A question.

Something is wrong.

Now, she mentioned the brown act.

Did you who here by late at the brown act?

I would say all the suckers go because nobody brought it up.

If that's going to be worth it, chant the leading manager.

Those that stay here, you guilty of participation when you know he broke the brown act.

You can't wake up.

Know a little about law.

Where did the companies, private companies, did this organization appoint you?

A manager.

Five hundred.

A manager.

Five other corporations.

Where did you come to a conclusion that you would only bring one in front of the people?

All of you contact you come here.

We waste a lot of time here.

Ask some questions.

Get to see the face.

Everybody make emails, cannot sit to the face.

We want to know, do we have access to public to those emails?

We transfer it to you.

That's public information.

That should be that.

People can email, cannot stand here in my face and say, well, I say, I face you straight

up.

You're going to lie.

You're lying.

And we got to do something about that here because what happened here?

If it didn't break the brown act, I say it comes to the whole damn thing.

Thank you for your comments.

Lambert.

Lambert, our final speaker on this agenda item.

This is stunning to me.

As a citizen, as a native, this is absolutely stunning to me.

One minute I hear a report saying that they're concerned about the brown act.

Does the city manager have to adhere to the brown act?

That needs to be confirmed.

I'm stunned that Mr. Worthy and me are the only ones speaking on this matter.

This man has been called in more scandals than I've ever seen of any elected official.

And he's still on the payroll and in the middle of a major scandal unless I don't know how

to read.

I learned that this city council, any city council with a two thirds vote can fire a city

manager.

Why don't you do it?

Why do you allow somebody to come back and be an assistant to a city manager and he

never speaks to the public?

Does that mean that the city manager does not have to speak to the public?

And I mean all of them.

They never come down here and use this technology.

Can they use it?

You should be able to come up here and present this to us.

You make too much money not to come down here and tell us about the city manager's report.

That's why you have a deficit because you're not telling the people what's going on with

that city manager report.

I'm the one that took the blows for saying that.

It makes no sense to me and I learned in race equity meetings that they don't have

to adhere to the brown act.

So if they don't have to adhere to the brown act, it must be challenged because it's out

of whack.

He should be terminated and so should somebody city managers.

Thank you for your comments.

Mary have no more speakers.

Thank you.

No more public comment.

We do have a motion and a second on this measure.

All in favor, please say aye.

Aye.

Aye.

Any nos or abstentions?

Hearing none.

We're done.

Measure passes.

So Mary, now move to item 25, which is agreements for city motel shelter program.

Good.

Good.

Good evening, Mayor and Council.

Brian Pedro, Director for Department of Community Response.

I present to you a quick overview tonight of our motel program and ask for approval of

the contracts with the exception of one.

We would like to withdraw the recommended contract with Jibum Hotel Inc.

DBA, motel six Sacramento Old North and bring that back at a later date.

That would like to move forward with the other contracts.

With that, I will run through a short PowerPoint.

I'm sure we've had enough PowerPoints today, but we'll keep it going.

All right.

So I wanted to run over a quick history of where we ended up with the motel program.

So it started in December of 2020.

It was originally a COVID sheltering program to rapidly deploy as a health program, actually.

As primary goal was to prevent people from contracting and spreading the COVID-19 virus.

And it wasn't primarily emphasizing ending permanent housing, providing wraparound services.

It was just to get people off the streets at that point.

So it was started back in the good old days when jurisdictions had access to an unprecedented

amount of federal COVID relief dollars that could be spent on housing.

It was originally funded with ARPA, with the American Rescue Plan Act.

It's now funded with HAP funding.

There has been some combinations over the years of General Fund and HAP mixture.

And then currently it is funded with HAP, and it's our only city shelter that's specifically

for families.

Timeline on the provider, because we have a couple of contracts here, we have the service

provider, which actually is providing our wraparound services.

And then we have separate contracts for each motel that's providing the facility.

So we need to go back a little bit, because the original RFP for the service provider was

released in May of 23, due in June of 23.

In July of 23, step up was awarded the bid.

It was the only applicant that bid for the contract.

And we did an initial contract for 10 months from September to June.

This put us at the end of our physical budget, but it was also because it was the remainder

of HAP funding that we had for this contract.

So we did a 10 month.

We did extended in June for eight more months to put it in alignment with where we're at

now with the rest of our motel facility contracts.

And this would be the second extension, we had the eight month, and now this would be a

one year extension with our total amount request on this is 1.87303.

The service is provided from step up during FY24.

We had total 455 households, because this is a family program that's 14, 40 people,

total people that were served.

852 have been exited from the program, both in positive and negative exits.

We had 272 positive exits to permanent housing that comes out to about a 32% exit rate for

permanent housing.

We had another 57 people that were exited to temporary situations such as transitional

housing and or reunification with friends and family.

And then 52 were exited out of the program.

In places not meant for human habitation and these were people that wanted to leave the

program, had nowhere to go, but walked out and simply went back to the streets.

26 were exited to other shelters or safe havens.

And then lastly, this is the information that we are digging into that 431 of the clients

exit.

They had no exit data collected by the provider.

We are digging into that.

We have had discussions with the providers, all of our providers to certainly do their best

to get all the data that we can as to why an individual has exited the program.

Switching over to our motel owner contracts.

So we sent RFP out for this in November of 2024.

Proposed what we do in December.

We did have nine complete proposals, one incomplete.

And then January 7th, we entered into contract negotiations.

We were in contract negotiations back and forth for a week and got a final completion on

the 14th with a total of 5,985,000.

And this is in total, so the one contract would be pulled out of this amount that we are

not bringing to you tonight.

And here is what that looks like in the total numbers.

Again, the 5,900 bless you.

The 5,985,000 for the motel owner contract will be minus the one contract, which is 1.7.

The 1.8 is for step up, total amount, again, 7,885 or 858 minus the 1.7 for tonight.

And then I will say that in our renegotiations that we were able to decrease our total cost

on this program at 1.5 million dollars for the next year in annual savings.

We reduced our locations from five locations to four, but kept our total number of rooms

at 200 below that is the locations.

And then a quick breakdown of what our cost is for this program per unit, including services,

costs of the room and services.

It's $2,580 per month.

It goes out to about $880 per person per month and then a daily cost of $29, which is the

cheapest program that we currently have.

There is a caveat to this that this program does not provide meals and other programs do.

And then lastly, I will say the median length of state for the clients in our motels currently

is 168 days.

And that is down and dirty of what our motel program looks like and I am open to any questions.

Madam Clark, do you want to go first mayor or do you want me to?

Yeah, you got it.

Okay, thank you.

And thank you for the presentation.

I really appreciate it.

It's really good for us.

I know we get these presentations.

We get three things for the public to see what we're doing.

Thank you.

It's great for the public to see what we're doing and that this work is ongoing, right?

So it's not that something happens one month and nothing happens.

There is ongoing projects between our shelter programs and motels that has been ongoing

for years and that's part of this ecosystem.

One of the questions, I think that's the biggest question I have.

So we talked about this in Audit Committee today, but we did get disappointing news yesterday

that we are receiving about $5.4 million less and half funding from the state than we anticipated.

And there's a lot of different reasons for that.

The state has around budget challenges and then also maybe in the formula for healthy

determine who gets funding.

Maybe we were penalized a little bit because we did see such a large reduction in our

pit count, which many of us would probably argue that that shouldn't be a goal, right?

We should actually probably be continuing to fund programs that are working in my opinion.

So that's one of the things that through law and legislation committee we're going to tackle

and see if we can get some language in this coming trailer bill at the state level

to make sure that we have, that we're getting rewarded for programs that are working versus the opposite.

But my key question is, are any of our current programs, including this motel shelter program,

going to be impacted by that fund, basically the lack of that $5.4 million that we're not anticipated to receive?

It will require us to shift funding for sure.

So the programs that we that currently aren't funded with have is because it's easy to tell you what's not funded with have

and what is.

We've St. John's our outreach engagement center and Roseville road campus.

And those are the four that aren't funded by have.

So everything else is have.

I have worked hard the last year trying to carve off as much money as we can.

From our contracts to try and make our $1.5 stretch farther.

And I'm certainly glad that I put that work in and our team put that work in to do that because we're going to be very tight.

Our city manager wants to apply in here.

So thank you.

What we have done through our budget process and you will hear about that in the next item is that we have taken the delta

between what the state provides us in the jar all fund and we have attempted to close that as part of our overall budget gap.

And so that gap got that much bigger and we will attempt to close it leaving homeless services whole if we can.

Okay, that makes a lot sense.

So we're going to be looking at the totality of the gap rather than specific funding.

That's really helpful.

And I think you know I'm seeking for myself but probably there are others on this diet that would agree with me that.

The issue of not one of the key issues for residents of Sacramento is homelessness.

And so this is an area where we put a lot of resources in but we really do need them to continue because we want to continue to see the results that we're seeing.

So just appreciate that.

And then another question that I have.

So I think you said that the medium stay is about 158 days.

60.

160?

168.

168.

Thank you.

What is in this case you don't know this on the top of your head but what is the longest day?

Well, so longest day is around two years and that was individuals that were because in COVID when we brought everybody in it wasn't just families it was everybody.

And so there were some singles and there still are some singles that are in the program.

And our longest was around two years.

Okay, that's really good to know because I just I think one of the things that we.

Because I know we've had conversations about this and I spoke with some other stuff.

I think one of the things that we need to figure out as a council here is what are our overall goals for a program like the Motel Shop program and our other programs to.

Especially around around like this day like is our overall goal and strategy to be able to have a handful of people stay for two years or.

168 days or is it that we want as many people as possible to be able to use this as a temporary program.

I don't know the answer that myself but I think it's something we need to.

Decide on because my understanding is right now it's just however long.

We don't necessarily have those time limits and I'm not suggesting that we should but I do think it's something we need to talk about.

Just so you are clear as staff on what are our goals with what's the strategy what do we want to do with this funding and these rooms that exist.

And so that's just a question that I'll kind of put out there for us to think about and thank you for the presentation.

Thank you councilmember Gare.

Thank you mayor.

First you know thank you councilmember Maple because I think when we have that discussion I think we should definitely have it in the totality of all of our resources and tools.

The Shelter Program has helped our team be able to respond and get folks immediate housing and place them in the in the right location at the right with the right need.

And be able to do it quickly we saw how obviously how long it takes to build a facility or get to a facility so I feel that the that the motel program has played a critical role.

I think the concern that that we have here is also it's if if the state's going to continue to you know get defund our success then then that makes it difficult for us to be able to rely on on that is actual space.

So I for one I'm very supportive of what the current model is particularly with the college town motel six program where it does provide some space for the shelter program it also provides space for other shelter needs that are that are within the with their community.

And it's been able to balance and also keeps us an affordable place for families who are coming to visit their their students at Sac State and can afford other hotels it provides a in actual affordable motel to so I do feel that that model has served well in that area.

I would like to sit down with what staff on a couple other motels that weren't selected along the stockable of our corridor I'm concerned about making sure that we have enough resources in the South area as well to make sure that we have a.

Other options for emergency stay very happy about the safe stay location in opening up but again I think this is one where we want to make sure that we utilize other uses and certain motels will have a better optimal use for a particular purpose and so I think some of them some of the one of the motels that was left off had a better optimal use so.

With that mayor what I'll do is I'll go ahead and and move this item here and all the say is I'd like to make sure that what for them for the time being we keep the configuration particularly those in district six and and really appreciate your team you know Brian because I think the success has been we're able to place people quickly into housing with supportive services so thank you Mr Mayor.

motion second.

Motion a second council member Talamontis thank you and this is more direction for the Paul and sends Northgate motel in my district at Vista Nueva the Natal Miss Unified School District has somebody there on site to help our kids and they help facilitate that transition and support rights support services I was wondering if we can do the same for the twin river school district.

For this hotel and provide just more direction I know that the kids outside right now are playing in the parking lot of the businesses nearby around on the street and it's really unsafe and so I just want to make sure that the kids have you know somewhere to play safely and also the support from the school district.

direction and then just to make sure I know the staff report says you know up to 132 rooms but the contract that we're going into right now at least for the Paul and sends is just 51 rooms right.

At which location the Northgate one Northgate 50.

I mean the staff recommends entering to agreements with Tribubim hotel 60 rooms college hotel 60 rooms are an acre 29 and Paul and sends 51 rooms so it's just the 51 right.

Yes.

Sounds good thank you.

Councillor Dickinson.

Thank you.

I think one of my questions Ryan is along the lines that's been raised earlier really where this program fits in the long term fabric of delivering homeless shelter housing and services because presumably these are maybe I presume these non city sources

of money will run out at some point and so is this a do you see this as a program if it's your fear down to $29 a day that's pretty hard to beat but do you see this as a program that would go on indefinitely or do you see an end to this and a different approach with whatever money is available.

I would think that this program even as cheap as it is needs to be supplemented with some funding and whatever I have some ideas and some ways that we can fund it at least to shrink the cost to the city.

It's it's supplemental funding for housing in one way or another and essentially all of our programs are and we have a lot of have funding going towards all these programs so I mean I have a lot of ideas on how we can turn things into more permanent housing situations.

But well we don't need to explore all the city.

I mean it does seem to have the advantage of giving people their own space as opposed to a congregate shelter on the one hand on the other hand it's quite dispersed which is both the strength and weakness.

So it's just in it's one question ongoing question.

Second question is is the local money that meaning the city's general fund and measure you money is that match money in this case?

No. Match you seen match to the help.

Well you're getting funding from still it looks like through ARPA.

There was a tail end of some ARPA funding that I think we just used the last of it.

Okay so all right so maybe I misunderstood the staff report this is all half money.

Yes.

Oh I see so is the city the city money matched to that or is it just to supplement to get enough money to cover the cost.

Correct.

So then a logical question in our times is is there is there any kind of substitute money that wouldn't be general fund money that we could plug in?

That's the millions of dollar question.

We and and and I say this in that we I when I look at even our ERFs or other grants that are available to us.

We have to be careful on applying for those because there we incur some costs when we apply for those programs it may be for more sheltering.

But then then we incur the cost of having to pay for an operator or having to pay for the land and there's a continued you know continued cost with that.

So it's nice to receive ERF funds but it also we also end up incurring some some costs with that.

I see okay I mean it's just out you know we're going to look at every nickel and dime.

And then finally I do think to the extent that that we can track better data.

It's in our interest obviously there's a lot of not just public questioning of what happens to people in accounting for for expenditures that are made but also from the governor and others at the state level.

So I'm sure you're even more acutely feeling that than then perhaps we are but it certainly helps us all to figure out where the best use of our our limited dollars are if we can figure out what's happening to people where they're going and not just on an exit but on a longer term basis as well which I know is extremely difficult and challenging.

But that is our challenge it seems to me so.

And whatever we can do in that regard I think is also ultimately to our benefit.

And I will say that we are you know looking at both sides of this obviously another way to add revenue to these programs.

We're currently working to looking at Cal aim to provide services and get reimbursed from from the Cal aim funding yeah so that's a real source we're having real conversations to get that program up and going.

It gives us an avenue perhaps for better tracking and it will give us some funding some some are any really.

Thank you that's it mayor thank you.

Thank you councilor Kaplan.

So I think that's about looking at alternative sources of how can we supplement this program I can tell you I know Cal aim works on Nettomas unified became certified as a provider so that we could get reimbursement I see no reason why the city can't do that as well.

I will echo what some of my colleagues said is I've said to you the better we can get at data I think especially as we are facing a budget shortfall the only way we can make really good decisions is if we know what is working what is not working.

And I want to commend you because when you came in there was none and we now have that standard of providers understanding that they have to keep track of things which again is always been somewhat my frustration on this it's supposed to work but I don't know if it's working because I have no data and it needs to be understood with all of our contractors this is an expectation we will not keep you if we cannot see how the money is being spent where it is going to be.

Because it is somewhat disturbing well they talk about positive outcomes is actually a decrease than where we've been in the past and the amount of people that we don't know what happened to I get that's going to happen but I don't want to pay these providers for whoops I don't know I mean we are paying them a lot of money and I think that's what you're seeing from the public and it's not it's not your fault you're trying to correct.

And I think we are trying to correct and help further a system that hasn't always been built on accountability but the taxpayers want to know where is their money.

And I think we all want to know we're trying to help people what are we doing that's working that's actually helping so that if we're doing something that is actually not helping so we can change it.

And then I want to go to you haven't said it so I'm going to say it as we look at there's a balance and I don't know how to set the policy that's what you're there.

We've got individuals how do we encourage them to take classes and take the resources that are being provided to help provide them and get them in the best possible space so that they can get into permanent house.

And then we get into permanent housing or permanent supportive housing just being in the hotel motel program and not showing any progress and being there for a year or two years.

I don't think that's what anybody wants to see.

So if there are ways of incentive of like we look at okay maybe you've got six months but you got to meet these benchmarks.

Or I know there are a lot of individuals that a car broke down big expense they're ending up homeless they need a little help where this hotel motel program might be helping them get back on their feet and they could potentially help supplement the rent and the cost while they're doing that.

So I think that's something as to how that it gets implemented I'm not sure but I'm open and I think it's it's giving ways that people are encouraged to take the services being provided because we can't have a program where nobody's taking the services being provided and they get to stay there indefinitely.

I'm sorry we got to bring people in that really want get off the streets and are willing to sign up and take the services for that.

And I know I'm preaching to the choir because you're moving in that direction but I wanted to say it out loud but I also wanted to say thank you because I appreciate if we're paying a certain amount of room night but we're not getting the same cleaning every other day that somebody who would be renting it they don't deserve to get the nightly cost.

That they could get from somebody staying in their motel hotel. So thank you for thinking about taxpayer dollars that's one way to save a little money what saved us 1.5 million.

So I think keep doing the good work you're heading in the right way and I appreciate all that you do.

Councillor Mabel.

Normally I don't like to speak twice but I was inspired by the comments of a couple of my colleagues and wanted since we're on this topic I wanted to bring up a couple things that I've been on my mind.

One of the things that this program in particular makes me think about is whether or not it's an appropriate time in the near future for us as a council with our new council members and our new mayor to revisit this conversation a little bit more holistically and think about the totality of what we're spending on this.

And what different what we're doing in terms of short term solutions and long term solutions right I think it's very clear if you read our report from Sacramento steps forward and you know other agencies that are working on this issue that the bottleneck is that we don't have enough permanent places for people to go.

That's always the problem we don't have enough housing that people can afford and it creates it's the elephant in the room and almost every discussion is it relates to this issue and so I'm thinking all the time about you know okay we're allocating

X number of millions of dollars for very short term solutions that may or may not result in people ending up in permanent housing or better situations in their lives and if we revisited that conversation could we be maybe spending more money on permanent construction of housing or whatever that we look like to create more permanent solutions for people rather than spending a lot of those so that's it that's a philosophical and a policy conversation and I know our mayor cares a lot about this issue and has discussed that in the campaign trail and now here's a question.

I just wanted to put that out there I'm really open to that discussion because I think we can always we can always improve and we can always think about different ways of

spent using our resources and in the most effective way.

Then the other thing that I wanted to bring up it has it's not the first time it won't be the last that I use this opportunity to talk about we really have a need for a shared governance model as it relates to homelessness in our region I know I sound like a broken record but I feel this very strongly.

You know 15 years ago when Sacramento sets forward was first created by both the city and the county.

At that time both the city and the county said that they were going to create a joint powers authority that would be the governing body that would make decisions as it relates to homelessness and that never occurred.

And so the challenge with the situation that we're in I know others brought up data is Sacramento sets forward is a wonderful organization with very smart people they're great at collecting data and they're doing the coordinated access system.

But because there's no shared governance and therefore no real sure accountability on this issue it's hard for us to put those pieces together right so we can have all this data from all over the county of Sacramento but we're not necessarily able to see the big picture always because the city of Sacramento is doing this part in the county is doing this part in Folsom's doing that and Elk Grove is doing that and so I just would really bring it up again I know there's conversations ongoing I know that our mayor when he was in the assembly authored legislation on this.

It's just it's it's a most important so I hope that we continue to push as a body to make that happen because I think it's time so thank you.

Okay thank you I do have a couple questions as well most it most has been hit on but I do want to mention the issue overall on the state budget and the half money so the half allocation for the current year was not adjusted.

In the budget year there is no money so we're trying to fight to get that in the in the 25 budget that I'm confident that we will succeed cities across California but as as councilor Garris said the the peers that we have a lower amount the current year because our homeless count went down so I'm going to go back and talk to our mayor's and see if that basically see that's accurate and see where the other money went to other cities in the top 10 have an increase or to go elsewhere because I think that's not the right answer to that I think we have that.

I think that is a good point.

You're being penalized for good behavior, good work.

So, just a big picture.

Thank you for going and scrubbing it and helping save money.

And that will be that's going to allow us to do more.

Because one thing we're learning over and over and over

is that our problems far exceed what we have available.

So it needs to be 100% as Councillor Mabel said.

More nimble and find ways for efficiencies and see what works best.

And so that leads to a great question.

As we've asked our city auditor through this audit process to look at this.

And there's shifting the scope a little bit to evaluate all the programs we have,

all the contracts, how much we, it's not always Apple's apples.

But roughly how much we pay per bed, what are the success rates.

It looks like you're doing that a little bit.

So are you, we're getting a report from the auditor,

something that you could or will provide us as well as the programs under your kind of oversight.

You know, which ones are most valuable,

getting our biggest pervert bill of bank for the buck?

Yes, so I've had staff painstakingly go through all of our contracts and all the costs

down to the penny on cost per individual, cost per day, cost per unit,

and also the cost for services at each site.

And what we're getting at each site and what the outcomes are at each site.

And really teasing out that information to try and determine from the data that we do have,

which program is truly the most effective dollar value for what we have.

And I mean, we're looking at pennies.

It's the dollar value really of best service provided for the best cost.

So that's what we've teased apart.

I would say that since I've gotten into my position,

I'm a few steps ahead of the auditor right behind me chasing what they want to look at

because it's stuff that I wanted to look at with our program as well.

I'm auditing our program all the time and trying to tease out.

And I know it's been said many times, but we're services,

the city paying millions and millions of dollars in services with mediocre outcomes.

Are we responsible for providing those services when there are a lot of other services being

provided from a lot of other places and not just the county is as money tightens.

I mean, I personally look at housing people and getting them off the street as number one.

And if we can provide services for them or somebody can provide services,

then that's fantastic.

But I would rather get more people off of our streets and get them in a safe place.

And then we can worry about all the other extras because all those extra cost millions of dollars.

And we don't have that money to do this.

We just don't.

So we need to focus on just getting people off the streets.

Well, I would say aim into that because this is apples to oranges, but what we learned over

at the safe stay on Stockton Boulevard for you and I went is the cost of a tiny home is,

I think it was roughly nine or 10,000 dollars.

And we'll talk about that in a different time.

But the other cost, not the services, are like 10 times more that.

It seems that we're not maximizing.

So we're building a perfect situation for a handful of people.

And some people are outside.

I mean, you and I went to the Roseville roadside and there was the cappants on the inside.

And there was a lady on the fence with a little tarp who was waiting there literally like

almost like knocking on the chain link.

Can I come?

But like, it wasn't her time.

She just out there.

And so, yeah, so if you could come back to us with ideas or what we need to do to do more.

Because we all know we need to do more.

And yeah.

So I want to then go back to the question that some of the council members asked is this hotel

concept was fabulous idea.

It was born during, as we all know, the pandemic we needed to find easy, cheap places to put

people and quarantine people.

These hotels weren't being utilized.

It's like we had tons of money grabbing them and it started securing them.

And hindsight, we wish we would have bought them during that low time and not leasing them.

But here we are now.

So if you look at the kind of the menu of what we have, we have a variety.

Some motel programs, the congregate sites, the tiny home sites.

They all serve different means.

But do you view this hotel per day as one of the more cost effective and efficient varieties

we have?

I think it is for a site that's already standing essentially.

Of all things are being equal because you don't pay, you know, you sell the electric.

It's all built in the rate.

So if you just look at that, is it more viable to do more of these as opposed to other options?

I would lean towards other options that are more permanent in nature.

I truly think that when we got into this and we stood up all of our sites, they were

emergency shelter.

The definition of emergency shelter was 30, 60, maybe 90 days.

And after that, it's some kind of housing.

It's interim housing, temporary housing, whatever you want to call it at that point.

We're years down the road on this thing and we're still putting people in, really, the

only true emergency shelters we have are OEC Road to Road.

We have our navigation centers, but the length of stays on these is way past an emergency

shelter and that's also part of our bottleneck.

That leads to the question that Councillor Maple asks is the throughput.

Phil Plucky-Bom, Councillor Plucky-Bin, I took a field trip to Texas in June.

We went to go visit San Antonio and the Haven for Hope program.

We asked them, they have a major campus there in their core.

It was a couple thousand people and 80% of the homeless in the city, essentially go there.

We asked how long was the stay and it was a couple months?

Yeah, it was a couple months.

That's it.

And then there's a variety of reasons why.

Layant is cheaper in Texas.

There's more land available, regulations, all these other pieces.

But the reality is that's in essence why we have a problem here.

But the flip side is that we create these programs for emergency.

And so you say the average is 168 days and some are there for two years.

Is that the plan?

The goal is to have somebody here and then get to permanent supportive housing or other

housing where they would pay rent, get a subsidized rent through housing choice vouchers or

public housing, get some other program, hopefully no more than a third of their income on rent

like we think is the key thing to do.

But is it sound for us to have individuals here for multiple months, multiple years?

It's essentially de facto housing and not a shelter.

Well, other people are waiting outside knocking to get in.

Yeah, there's many, many layers to this.

I would, I tend to be the contrarian and not the most popular in the circles that I run in.

I can tell you that there are many people that their income, if they collect SSI, which

is a little over $1,200 a month.

We're trying to solve for two things here.

We're trying to solve for behavioral health and mental health service and stabilizing

someone and also trying to provide housing for them.

But we can't do both.

We behavioral health is going to take years and years.

And I always joke, but it's like, hey, I have friends that see their therapist and they've

seen their therapist for 30 years and they're still seeing their therapist.

So that is, again, not, in my opinion, not our focus.

Our focus is to determine how we can house people that are making $1,200 a month.

Now there is this magic world that people think that if we get somebody in a shelter that

is suddenly they're going to get stabilized and get on their feet and go get a job and

make $3,000 a month and get their own apartment.

That is, again, going to take years if it ever happens.

So we need to determine how do we get somebody into some type of permanent housing for $1,200

a month that they can pay a portion of it and still have some money just like the rest

of us that pay rent or have a mortgage and pay 30 to 40 to 50% of our income towards that.

It's the same thing.

It's a smaller scale.

Well I guess people make rational decisions for economic reasons.

If you have no money, a limited money, or a good job.

And so if you're an individual and you were formally homeless, you end up in a motel six

program and you're there and you could stay there or you could try to get another program

and eat $1,000 a month is not a lot of money in today's cost for everything else.

In the totality of things, why would someone leave the motel six if they could stay there

for a couple of years?

Well what's the reason they would want to leave?

Well, and again, being the contrary on this and not the most popular in the room, I would

say that if we are past stabilizing you and past the emergency shelter component of this

and you want to continue to stay, then that is a type of housing, a type of interim,

transitional, whatever you want to call it.

And if you were getting SSI and you're getting your $1,200, why would it be out of the

question to charge you a couple of hundred dollars a month to stay there and without strings

on it?

So if that person with SSI graduated to some other type of program, what would be the

equivalent they would pay for their subsidized rent?

If they succeeded and left the motel six program?

And that's where this transition is, right?

So if we look at getting somebody into an apartment, a voucher or some other program,

what would be roughly what they would be paying?

Well, the vouchers aren't around, but if they were around.

So an apartment, because we're doing this right now, an apartment around here, a one

bedroom apartment, if you're lucky to find $1,400 a month.

So you're already upside down.

So you need more than 1,400.

And then to get into an apartment, you need an ID, you need a security card, and most

of the places want a credit of more than 600 and first and last and W2's and job.

Like it's an impossible, close to impossible challenge to transition from that into simply

a one bedroom apartment.

And that's part of what we're up against and why the throughput on this, everybody thinks

it's this magical thing that we're just moving people through.

Yes, so I'm trying to ask Mr. Pedro, is there an equivalent that we could say this is a

fair amount somebody would pay in a subsidized program if they so-called graduated from a motel

six program that went somewhere else and have an equivalent, they would potentially contribute

your participate with staying in our programs for a longer term and there we could use that

to help more people get in in the first place.

Could you bring us back some ideas or suggestions or some type of analysis what that would look

like?

Okay.

Is this information?

Yeah, but there's no motion.

There is.

We have motion.

Okay.

We give a motion a second.

No more council member comments or questions we do now have public comments.

Thank you, Mariah, three speakers.

Jensen, Kubacha, Lambert, and then Heather.

Thank you, City Council Mayor and Brian Pedro.

He pretty much addressed the main problem is the rent is like not realistic for a lot

of the people that's on fixed income.

So you got families even if they got two fixed incomes it's not three times the rent.

Even the low income ones like the brand new ones they built on richers is like it's still

affordable for like the people that's coming out of his programs.

So it's you know he kind of hit he's dealing with it.

So we have to listen.

So basically there's no real answer to it unless like he said charge the people a less

amount you know that that could take some of their money but they still have money to

live.

We're spending a lot of millions of dollars on leasing property throughout the year 7.8

million.

I mean like she said Katie maybe we can be buying properties with this kind of money and

you know and then like like she said Miss Kaplan six months program what is your goals.

A lot of these people are are not mentally stable so we have to have levels of the behavioral

health.

So it's not just everybody's the same.

Some people that are at certain levels have to go into a facility that has mental help

for them too.

It's like almost like a facility that's you know a care facility for 431 clients that

they don't know where they're at.

That's despicable to be spending that much kind of money.

So we need to find these people and the people that did get permanent housing I want to see

them because I've never met anyone yet that has got a permanent house from these programs

and me and my family has been in the programs for a couple years in and out.

We had to buy a house boat to solve our problem but the program took our house boat which

the city did take our house boat with illegally and they still have it.

So thank you.

Any of your comments?

Lambert?

Following Lambert is Heather.

I'm not really sure exactly what I'm going to say to you but it's going to be blunt because

Ellen I have to be patient today and I'll come back and give her a life experience of

that thing.

I will be preventing this from going backDC to challenging it.

And Qingda introduction inesta was that it's producing a lot of money and it's going

to be a lot more complex design as well.

This does help support people not again that they have coming running with them money

means you don't really want homeless to go away

because your money will go away.

It is tremendously an honor to see Roger Dickerson

in that seat because I knew who he was

before he got there and it is a tremendous honor

because you must question things.

When I was in college, I never remember

anybody being homeless.

They worked two jobs, they worked.

It was always something to do with work.

And they were never homeless.

I never heard of a student ever sleeping in a car

when I was in college.

I never met anyone like that.

My point is it's a tremendous honor

to know you, City Councilman Dickerson

because a lot of elders I know

when I was in living here, they voted for you

and I never knew who you were

and I would ask when I was living in another state,

well why are you voting for him?

And what they always said was that he had

tremendous integrity.

It takes integrity but that is, maybe I'm exhausted

but that is very cruel to say the good old days.

Comments, Heather?

Hi, some of this stuff that I was wanting to talk about,

you guys have already addressed.

Something that was alarming to me was how many people

weren't accounted for and I work in a hospital

and I know that if we need more staff,

if we need more money for our department,

then we have to prove that we did work

or that we need the staff, we need the money.

So I can see how there's a lack of money coming

if we don't have proof that we're making things happen.

I also just still see a lot of homeless people out there

so I don't really see the improvements.

I'm sure there are.

But I knew a person that worked as a social worker

and he worked with the unhoused and he expressed to me

regularly how frustrating it was

because of how difficult it was to get these people in a house.

He would do all the identification, get them cell phones

and all the things but getting them into a house

was felt impossible to him.

So and he did share to me with me

that the hotels were a short term thing.

It was an emergency.

It's like the weather is horrible.

It's storming out or the temperatures are way too high

or something like that.

It wasn't a permanent solution and I think that

that as a huge thing we're lacking is

something more permanent for these people.

But ultimately I'm still just kind of confused how

there's a lack of like accountability

for what is happening to these people.

That's a huge number that was up there

of people that are unaccounted for as far as

what happens to them.

So I think that is a huge improvement that needs to happen.

Thank you for your comments.

Mary, I have no more speakers on this item.

I have a motion by Council Member Gettett

and a second by Council Member Maple.

Yes, we do.

All those in favor please say aye.

Aye.

Any nose or abstentions?

Hearing none, measure passes unanimously.

Next item.

Our next item is number 26 fiscal year

FY 2425 budget update and proposed adjustments.

Mr. Mayor with your indulgence,

we'd like to take 26 and 27 together as one item.

Please.

I want you to do them twice and have a couple of minutes.

The same.

Oh, and I believe the city manager wants to make an initial.

Yes, please.

City manager, help us start off here.

Thank you.

I just want to start with a thank you to all of the finance staff,

to the budget staff, to the department staff.

This has been a heavy, heavy lift already.

Been working on this since November.

It will continue to be that lift all the way through budget

adoption in early June.

And I don't think that we can thank you all

enough for your efforts in this.

We have had hours and hours and hours of meeting

that were based on hours and hours and hours of staff work

to get even to this point.

And so I just really want to thank you for all of that.

So with that, please.

Thank you city manager.

Good evening, Mayor, council members

and members of the public on P Coletto, the city's finance

director with me is Murthala Santizo, our budget manager.

In municipal finance, we always live in three years,

the prior year, the current year, and the budget year.

And we'd like to update you on all three tonight.

So I'm going to start off with the good news.

I usually come with bad news, but I'm going to start with good news.

And that is that our fiscal year, 24 year-end results

were very positive.

And we haven't broken up in the chart in two sections.

And that's because we have kind of an interesting novel

source of gain that I'll explain in a second.

About 14.1 million of the positive result

was kind of what you traditionally think.

Revenue is over budget, expenses below budget.

Kind of our operating savings from fiscal year 24.

The other 12.7 million is kind of a unique situation.

So our treasury pool is invested in bonds, very safe assets.

And what happened about three years ago

when the Fed started raising interest rates,

the value of our pool when you marked it to market,

went down.

And so accounting rules say cities, jurisdictions,

you can't say that you won't need that cash.

So you need to take a loss at your end.

So the last few year ends, we've taken losses.

Unrealized losses on the investment pool.

But the Treasurer's Office has done a great job

at managing our cash flow.

They didn't have to sell all of those assets at a loss.

They've now matured.

The great thing about bonds is when they mature,

you get your principal back.

And now we're investing that in market rate yields.

And so we can pay ourselves back for those losses

we took in prior years.

And that's about $12.7 million.

So that accounts for the $26.8.

3.3 was kind of already forecast.

It was built into our forecast baked into the cake.

So we have 23.5 million that can be allocated.

And we'll talk about that at the end.

And now I'll pass it off to Murtholow

to talk about how we're doing this year versus our budget.

Great.

Thank you, Pete.

Good evening, Mayor and Council Members.

Murtholow, San Tizzo, Budget Manager.

I'll briefly go over the fiscal year 25 approved budget.

And then discuss the proposed changes.

The fiscal year 24 approved budget, I'm sorry,

25 approved budget is 1.6 billion in all funds

with over 5,000 employees.

847 million of it is general fund measure U.

And the fiscal year 25 gap was 66 million

and was closed without eliminating any field positions.

So just to roughly summarize this table,

which we have, which is in our approved budget,

is how we balance the fiscal year 25 budget.

We had approximately 55 million in citywide, level one,

and level two reductions.

And approximately 15 million in revenue enhancements.

And of course, a few other various adjustments.

Approximately 63 vacant FTEs were deleted.

In this slide, we're showing the breakdown

between one time in ongoing and approximately 45%

of the reductions in revenue strategies

that were used for fiscal year 25 were ongoing.

Okay, so onto the fiscal year 25 budget updates.

We have several adjustments to be made

based on the first half performance of fiscal year 25.

Our general sales tax and measure U, sales taxes

rejected to be below budget.

Overall, there has been a statewide decline

in retail purchases, which is due to inflation

and purchasing from taxable goods

to non-taxable services.

Specifically in Sacramento, the drop is seen

in transportation, construction, and business to business.

Higher prices and interest rates are the drivers

for the decrease.

The good news is that property tax, property transfer tax,

utility user tax, or a UUT, and cannabis BOT

are projected to be above budget.

The housing market has continued to stay strong,

which has allowed our property and transfer tax to grow.

The increase in UUT is mostly due to the increase

in electricity and gas rates.

However, that increases offset from people

cutting land lines and cable, which has continued

to be happening over the years.

And then finally, cannabis BOT over the last six months

is coming in higher compared to last fiscal year.

Department revenues is projected to also be higher

for some departments.

Most of it is due to parking revenues.

We have a few expenditure adjustments.

We have current contracts in Yipsey

that has allowed for them to offset the cost

of existing positions.

This change is an expenditure reduction.

And then we also have one expense that we're adding

that is urgent in nature.

And that is our 911 communication center.

The 911 communication center, which also serves

as a city's emergency operation center,

has two critical areas that are beyond their useful life

and require replacement.

The roof currently leaks when it rains

and can no longer be patched.

And the two power supply units that ensures continuous powers

when there is an outage is also needs to be replaced.

And so if either of these two items were to fail,

it would stop operations in that building.

And so here are the actual fiscal year $25 changes.

As you can see, although there is a large decrease

in sales tax for both Bradley Burns

can measure you, the other city wide

and department revenue sources make up the difference.

And then of course, due to the increase in Canvas BOT,

the children's fund will see an increase as well.

I'll go through the next four slides pretty quickly.

This is just providing a visual of our four main revenues

resources over the last six years in comparison

to fiscal year 25.

So as you can see, property tax continues to be our strongest

revenue source.

It continues to grow year over year.

And then as you can see right here for sales tax,

what we saw between fiscal year 20 and 22

was pretty huge increases.

And this was due to inflation.

But because of that, we had some changes

to behaviors in the public.

And that was the shift of purchasing taxable goods

and non-taxable services.

And then of course, the public also tightening up

in regards to how they're spending their money.

So starting in fiscal year 22, you start

to see that decline as we start leveling off.

And that is also similar to measure you starting

in from 20 to 22.

You see that increase.

And again, it decreases in levels off as well.

And then finally for UUT, we saw continuous growth

until fiscal year 23 when it dropped in fiscal year 24

and increased again.

I believe that for fiscal year 24, the reason for the drop

was just due to electricity usage dropping.

But the, as I mentioned earlier, the rates increase

and gas and electric has cost it to increase.

And as with all revenue sources, we'll continue

to monitor the drivers and update our forecast as necessary.

Thank you.

Thank you.

So that leaves us with where are we now, right?

So we took all the information,

Mertala was talking about.

We updated our forecast.

And so our forecast is not assuming a recession.

We don't know when that might happen.

It incorporates the latest labor agreement

that council approved, but not any future potential

labor agreements.

And I want to pause a little bit on the HAP funding.

So I know I'll show the number in a second,

the $62 million budget gap we're forecasting.

We ultimately had to make a decision to put an estimate

in there to publish and finalize the budget gap.

And so we put an estimate in there of $18.3 million of HAP.

As you all know, we heard the very bad news yesterday

afternoon about what our actual HAP allocation is.

So just for context, I think there's two different factors

at our work.

One is more than the other.

So overall, the regional allocations were reduced

in half-round six versus half-round five.

They were reduced by about 12.5%.

Our allocation was reduced by 40%.

And so the bulk of that is really the point

in time count formula.

So our HAP five total allocation was roughly $27 million.

We can use roughly 80% of that on our homelessness services

budget.

Our current allocation, the HAP six allocation,

is 16.1 total.

And so we're using that same assumption

that we can use about 80% of it.

So the impact, we had taken a conservative approach

with about a 15% year on year decrease.

And obviously, the actuals are way below that.

And that impact is about $5.4 million.

And we'll show that at the end.

And then again, the other thing this does not

include that I really want to highlight,

because it's a big issue right now.

A big issue of concern is we do not

have the potential loss of federal funding in our forecast.

And so we're closely monitoring that.

But again, if we are to lose some of the funding that's

already been communicated, that will hurt our budget.

So as I mentioned before, the number

that we're trying to hit, our starting point, $62.2 million

budget gap.

I know it's very cold comfort to everyone in this room,

but we are not alone.

Cities up and down the state in the last few weeks

have announced sizable funding gaps,

including San Diego, Oakland, San Francisco, LA, Fresno,

and San Jose, and many other cities.

And so there really is this structural issue

of inflation, cost going up higher than revenues.

That's really up and down the state.

This is just to show the structural nature of our budget deficit.

Our expenses are growing faster than our revenues.

One thing I will point out is fiscal year's 27, 28, and 29.

Don't have a half assumption in them

or homelessness funding assumption.

So assuming the state does continue funding,

those deficits would decrease.

Things would get better.

So how are we going to balance?

Really our approach is very similar last year.

We want to focus on defining our core services

and minimizing service impacts versus saying, hey,

we want to cut across the board.

We also want to minimize our staffing impacts

because we deliver our services through our people.

And so to get a menu of options, we

ask every department to come up with strategies

to hit a 15% reduction target.

Because that would be much bigger than our deficit

and allow us to make strategic decisions.

And at the same time, we're looking at citywide strategies.

So these are project balances.

Maybe monies we've set aside for something we haven't

started that we want to reappropriate

and to bring those forward to you as options.

So we're still finalizing with the departments,

all of the reduction strategies.

This is a high level rollup of what we've received so far.

These numbers may change a little bit

as we finalize things.

Just like last year, we are going to publish

and provide you and the public with every single strategy

that gets submitted, the financial impact, the staffing

impact, and the service impact.

And so we have categorized them based on service impact

with level one being the lowest, level four being the most

severe.

And you can see today, we've identified $88 million

of departmental strategies.

And we also have the citywide strategies, which we'll

provide.

We're expecting the end of next week

to be able to provide that information.

This is a budget calendar.

As a city manager mentioned earlier,

we're shooting for June 10th adoption by Charter.

We'll have to propose a balanced budget by April 30th.

Pending factors.

So I mentioned it before, but the federal funding risks

are really top of mind.

Not just for the funding we get directly from the federal

government, we also get federal funding via the state.

And federal funding supports a lot of local jobs, both direct

federal jobs in the region and jobs at the state.

The state receives a lot of federal funding,

especially for health and human services and transportation.

Again, we've talked before about our unfunded pension

obligation and capital needs that we need to address.

And the future of what homelessness funding we might get,

it's worth noting the governor did not include homelessness

funding in his budget proposal.

But certainly, I think the city's in the legislature

will lobby hard to get that funding.

And as always, we have the risk of a recession, which

will make our budget situation worse.

So the recommendations before you,

you've approved the annual comprehensive financial report

on the consent calendar.

Staff is recommending approval of the current year budget

adjustments that Mertala mentioned before.

And applying the 23.5 million of savings

towards the fiscal year 26 budget gap.

And budget and audit also gave further direction this morning

that if staff is to identify any one-time investments,

that would have a positive impact on the city

and its finances to bring them to council.

And we certainly will during the budget process

if those opportunities arise.

So if council is to apply the prior year savings

to the current year budget gap, and we

adjust for the half funding actuals versus our estimates,

we would have a revised target of $44.1 million.

And that is it for us.

And we are happy to answer any questions.

Thank you.

I'm Mayor Maple.

Thank you, Mayor.

And I will be very pleased to be here.

I just want to thank you for your presentation.

I noticed that you all look a little tired because I

know that you gave us the same presentation at 11 a.m.

You had the Matt and A. At the Budget and audit committee.

And so thank you.

Thank you for all the work that's gone into this.

And obviously, staying up with all of us

to cap off this very long day.

I'm going to keep my comments brief because I made longer

ones at Budget Not It.

But a few things I wanted to uplift.

As Vice Mayor Talamante mentioned at Budget Not It,

obviously, we need to be looking at both where

do we make cuts?

We're going to have to do that.

It's a very difficult budget year.

We're going to have to make tough choices.

Those are before us.

But it's not just about cuts.

It's also about how do we increase our revenues to what

are the different ways in strategies that we can look at

to do that.

So as she mentioned, I think that we should definitely

consider revisiting our business operations tax

modernization slash update.

That was unsuccessful last year for a lot of different reasons

that I'm not going to rehash.

But I do think that it's an important conversation

to have.

And we can be nuanced about it because the reality of it

is that companies like Amazon and Walmart and big companies

are currently paying a max cap of BOT business operations

tax in the city of $5,000 a year, to me that is mind blowing.

And that's because that code has not been updated

in more than 30 years.

And I believe maybe before I was born, if it's the year

that I think it is, that I don't have it on the top of my head.

And so I just think about that.

It's we make policy decisions.

And when we place arbitrary caps on things,

what happens is we end up 30 plus years down the road

and wondering why we're still looking at a number that

doesn't seem to fall in line with what it should be.

And so I think that conversation is timely.

It should happen again.

We should be strategic about how we do it.

And so that's one thing that I think is really important

and want to uplift that Vice Mayor mentioned that.

Secondly, I didn't mention this at Bajinati,

but it has since come to mind is we know that our small businesses

are a backbone of the funding, the tax

revenues that we're getting, and are a huge part of our economy

here in Sacramento.

I want to uplift that our continued investments

as a council into our business corridors,

like Stockton Boulevard and Broadway and Franklin,

that's going to overall help our financial situation.

So I just want to, I don't want to still lose sight

of the bigger picture.

It's not just the big, big things like Adi Square

and the Roliers.

It's also investing in our infrastructure of these corridors

that's going to ultimately help not just those businesses

through dive or small ethnic businesses,

but also our neighborhoods.

And so that's just something I wanted to uplift.

We talked about HAP.

I think we've beat that horse.

So those are the things that I want to mention.

Thank you again for the presentation for that work.

Thank you.

Council Member Dickinson.

Thank you, Mayor.

I just would piggyback to a certain extent

on council member Maples comments about what we discussed

at the Budget Nautic Committee this morning.

We did have a good, I think a very good exchange

and a good conversation this morning.

We did want to emphasize looking for revenue enhancements

and not just cuts.

But we also talked about looking at what we can do

with technology, ranging from artificial intelligence

to drones that would allow us to maintain service levels

as close to current levels as possible,

even if, even if we don't have as many people as we would

like.

And of course, we hope we'll have all the people.

But in that same vein, and you have a list of vacancies

throughout the city that's been compiled by the finance staff.

I'm appreciative of that, but that's another potential strategy.

We heard a little bit actually about that referenced

in the presentations this afternoon

by the departments that were here as well.

And then I think as the finance staff noted,

looking at working with the state legislature

with our legislative delegation, both for the short term,

happened, we were discussing this with the Motel Program

a little bit, Mayor, you raised that.

But also the longer term, meaning one of the real difficulties

that local governments have is the uncertainty

of what funding is going to be available, especially,

I mean, in general, but especially on homelessness,

because those are investments that don't start on July 1st

and on June 30.

They are ongoing, necessarily, in order to have success.

So this wasn't a task.

It was just a comment that we would be wise

to try to combine with other local governments

around the state who face the same challenges

in this regard, vis-a-vis, the administration

and the state legislature, and pursue both in the short term,

but in the longer term, some greater certainty

with respect to financing.

So those are a few of the things we discussed this morning

as well.

Thank you.

Council Member, and also for that recap

for some of the sort of weren't there this morning.

Council Member Kaplan.

Thank you, Mayor.

I too listened in on the 11 o'clock

so that I could get a heads-up and pre-briefing

on potential questions that I might have.

Just have one, but I do want to call out.

Thank you to our city treasure and team

for finding ways to maximize and bring in revenue.

And I want to echo.

I've set it before, and I'm going to echo it again.

I would like to see this council move forward with a new BOT

measure to go to the ballot.

But it really has to be, I think, the structure

we started with, removing the license increases,

the small stuff that affected small businesses.

Because in reality, when we looked at redoing the structure

for BOT, I think it was those who grossed less than $15 million

a year, actually got a small decrease

and really helped our smallest businesses.

And the impact came with those of setting the stage

that even the BOT we were looking at charging

was less than some of our surrounding areas.

But I think we really have to look at, and I agree,

how can we bring in revenue?

And I think this goes across the board in the city.

Where are our fees?

Where have we not raised fees in a long time?

If you got Prop 218, we've got to start the process now,

and we've got to start looking ahead.

But with BOT, we've got to look at, is it best

to go on the ballot next June or next November?

And start telling the story that if you go to San Francisco,

you're paying this, a Stockton paying this, Roseville,

BOT is this.

It's actually really cost effective

to be a really gargantuan multinational company

and to be here.

And that's not OK, because I feel like we're not doing our job.

As residents, so I echo having that conversation,

whether it go through budget and audit again,

but we need to start having that conversation again.

I had asked this of you earlier.

So as we look and we see that executive orders

are coming down left and right.

And our city attorney's office is sending us summaries

almost every day.

And it's almost like I'm a kid from the Chucky Cheese

era.

And I always say it's like whack-a-mole.

We're what's being whacked on what day

and it doesn't seem to be an order.

And there's threats about potential loss of federal funding.

Has your staff starting to look at?

While I'm pretty confident that this council would authorize

a lawsuit, there's always the freeze that comes in.

Have we figured out how much push do we have?

And if something is frozen to pay our bills,

are we paying that chess move so that we don't have to all

of a sudden do a mass layoff because funding has been frozen?

But how are we preparing for that push?

Yeah, thank you, council member.

So the first step was really seeing what funding is at risk.

And it's even more complicated than just, hey,

these are our federal grants because a lot of our programs,

a lot of our federally funded programs come via this state.

So the first kind of order of business was what is our exposure?

And so we did that.

We worked with all the departments on a project by project

basis to get that list.

And then as far as for how do you adjust to that operationally,

it's almost on a case by case basis because there are some things

that we get funded for, even some of the Department

of Justice funding, that's kind of part

of our normal operations.

I mean, our cop's hiring grant is DOJ funded.

We've hired those police officers.

We would want them to keep doing, we already

have a shortage of police officers.

We want them to keep doing their job.

And in that case, what we would probably try to do is say, OK,

well, how do we manage that within our existing resources?

There are other cases where maybe we have a really big capital

project that's being funded federally and it's at risk.

And then I think we need to do a risk assessment of, hey,

do we think this is at a very high risk of being frozen

or being swept or very low risk and then make a decision

from there on whether or not to go forward.

But on some of the operational things,

it's almost like how we handle our FEMA reimbursements

where we have to front that money.

And we may, even if we want to lawsuit,

it might be years in the future.

And so we have to try to manage our cash flow

and manage within our resources.

And so it's a fluid process and it's

something that we're working really closely with the departments

on.

Obviously, it's very difficult.

And as you say, things are kind of coming fast and furious.

And so the city attorney's office has done a great job

of keeping everyone in the city a prize of what's going on.

And then that gives us the information

to have the operational conversations.

So have you kind of mapped out scenarios?

Are you looking at mapping out if certain things

so that you know what maybe there is a gap

that you don't know about?

Yeah, I mean, there's certain, especially

the Department of Justice funding.

It's a small amount in the context of our budget.

But we know that portal is frozen.

We can't actually go in there and draw down those funds.

And so we're working with PD to make sure

that we can continue to operate within our resources.

And to the extent we incur those costs

and have to get reimbursed later,

it would lessen our cushion for this year.

Thank you.

Thank you.

Mayor Prattam Gera.

Thank you.

Thank you, Mayor.

On that following comment, I'll just

note that it's my understanding that under our policy

and platform that I believe the city attorney

has the authority to make sure that we execute

our legal defense in any situation where

are already allocated and appropriated money

if it's halted or in any way that we execute

our defense on that.

So that first that comment.

The second, I appreciate bringing the tax expert

on understanding our tax issues.

Today, a budget and audit, so I won't go over those.

And I think what we're doing today is very prudent

and making sure we're moving over our unallocated dollars

to making sure that we address the gap for the next year.

So with that, Mr. Mayor, I'll go ahead and move that.

We move the 23, I think it's 0.6 million.

Yes, we have an emotion on item number 26.

We have a motion of second.

27 is informational no vote.

Oh, yeah.

So just of that item there.

Yeah, a few comments as well.

This is the mid-year roundup of where we're at.

And this is the easy part telling us how much money

we have and now we need to go shop in the store

based upon our limited budget.

That's the real test.

And we threw out a lot of scenarios.

And so I just asked it, you know, eyes wide open.

But everything on the table, no matter how painful or easy

it is, because we all need to see everything.

Revenue ideas, every department, what it would mean

is the quality of life impacts in our residents.

And so we need to have it all there.

So also just a suggestion on the revenue that

comes into the city.

Most people know we get most of our money in property tax

and sales tax.

And we get, you tell them user tax.

I think it's confusing for me and the council in the public

when you have two sales tax things like in the federal government.

They increase income taxes here and there.

You don't say, oh, this is the Obama income tax year.

And this is the Nixon one.

It's just this federal income tax and same with the state.

So I think for consistency, I know for measure you,

you have to have requirements in the reporting

because the builders, I get that.

But as far as the budgeting, I think just sales tax

would be much easier for us to track and follow.

We are happy to do that.

Yeah.

And then lastly, on the HAP, you know, that is,

I talked about this last item.

And I certainly will follow up with our leadership over there.

At the legislature are certainly our local reps,

but also folks in the leadership

sharing fiscal committees as well.

Could you help us understand not just our loss

and the magnitude, almost this went down 20%.

We lost 40% of money.

But I don't think the total number decrease statewide.

So we lost.

So who won?

So you could give us a list of who else were the increases

were just so we can help our narrative make our case.

Yeah, we can provide you the list.

Yeah.

Excuse me, manager.

Yeah, again, is also going to work on that with.

Thank you.

Yeah.

Yeah, and then, you know, I guess there's

that saying that misery loves comfort, right?

And so not to make us feel better that other cities

are in there.

But can you tell me the number you said

is putting in lightning earlier today?

I think it's the city of San Diego.

Yeah, San Diego is about a $250 million budget deficit.

That really was not the number, because it's

a very different budget.

But the percentage is around 12% of their general fund.

What is ours?

ours is probably closer to 7%.

Yeah.

So I think that puts it in perspective

that the impacts is painful for us,

but the other places that it's worth.

So it's not just Sacramento is a massive, massive problem

that's an issue across the state.

And in blue cities and red cities,

it's not a part of an issue that's

happening in other jurisdictions as well.

So with that, again, this is the prelude

to the frankly tougher conversations

in the coming months as far as what to do with these numbers.

So we have a motion of seconds.

This is informational.

The second item, and we do have public comments.

Thank you.

Speaker's, Michael Andrew Barnbaum,

Mac Worthy, and Zion Tattis.

Yes, thank you, Mayor, City Council.

I'd like to thank you for allowing

a comment and participation at the beginning

of the 2526 budget process.

The deficit, no matter what amount is very concerning,

I will go on record to support the motion under item 26

to reduce that deficit to what was shown in the slide

down to the 44 million mark.

Many people thought it was going to be in the 60s or the 70s

when it was mentioned a couple months ago just in reference.

But certainly, we'd like to see any way we can do things

to promote revenues for the city and not cuts.

But also to council members' points,

seeing what we can do to support our local Sacramento-based

businesses.

That was an excellent example I heard.

And I'd go on record to say I know over the last several months

it was a very key thing I've learned between July and December.

I supported Oak Park Brewing, strapping the Sacmade Studios

and Hacker Lab all over there on the Broadway corridor.

When I've worked weekends and it's time for a meal break,

I posted, I've supported Little Joe's and even Sammie's

up the street.

A lot better than going to a national chain that you may have

heard in the news that's not based in Sacramento.

And I think small businesses are the driving force of our local

economy in the city and everything during budget season needs

to be done to promote that through and through.

Thank you, Fat.

I'm here for any questions.

Thank you for your comments.

Thank you, Matt Worthy, is our next speaker.

Following Matt is Zion Tattis.

Yeah, what was here should have been a ride you should have

had control of that and what was going here and instead of

coming here and waste time on it again.

Now, how many of your own do business that's just up there?

You can't get ahead of free enterprise.

Now, your cell tax, I worked for the President of

Unpaid, Mr. Association for 22 years,

ten of those years she was the president.

See, I went to house luncheon and so forth,

things sit down and talk.

So you all own the way for government.

Now, cell tax, there's a way that they're going to make money

anyway.

Because see, think about it when you purchase your cell

tax.

You pay your tax upfront.

You don't own inventory.

You got to understand that.

So you're not there.

You got to get there with free enterprise.

They're waiting to operate.

Now, see, I was in a business and I paid what I put

this is up front.

See, they pitted up front and then we let them come in.

You come in and run that over into the police department.

Now, shoplifting is a dollar for much.

If they say we filed for $10,000, they get $20,000 insurance.

Insurance partners are going to kill you here.

Got them to say it.

But see, you all ain't had no businesses to be affiliated

with what you go on in their meetings.

That's really not said what I say about it.

A city manager.

You got to get somebody to know something about free enterprise

here.

Because you keep begging.

You ain't going to get no one begging.

And here you rang up about fellow government.

I told you to at least get the cut.

And they said, with what's your problem here,

we should get the fellow cut.

Take that money away from me because you have abused it.

So wake up before it's going on here.

Zion Tattas is the final speaker on these two items.

Hi, everyone.

Thank you for having me.

So I wanted to talk about two things.

The first one is racial equity.

As you know, we passed last time racial equity.

So we really need to put that on the budget.

How are we using the budget to really add equity

into every budget that we're doing?

So even though we passed that, there's

nobody's talking about it.

Our community is hurting.

So we really need that racial equity when it comes to access

to nutrition food, access to housing,

access to education, access to health care,

and good opportunities.

So that is needed in our community as soon as possible.

And like you guys saying, the small businesses,

the backbone of economy, right?

Now small businesses are hurting, especially

like small businesses like mine.

So if you despair attention, maybe

have a side fund for small businesses that the fund is not

going to us.

It's going to the middle businesses

in the upper class businesses.

So if you say we are the backbone of the economy,

if your backbone is hurting, so that is

you can't function eventually, you collapse.

So that's how I see it, especially

these small businesses are who hire the community.

So big businesses hire from outside,

but we hire the community.

So we really want to focus on small businesses

and also that racial equity.

Don't forget about that, please, because we really

need a specific racial equity this year on the budget.

So that's what I wanted to say.

Thank you.

Thank you for your comments.

Mary, have no more speakers.

OK.

We do have a motion on item 26.

27 is informational.

We have motion this second.

All in favor, please say aye.

Aye.

Aye.

Any nos or abstentions?

Passes 9-0.

Do Mary move to council comments, ideas, and questions?

Council member Maple.

Hi.

It would be incredibly brief, because I know it's been a long day.

This is the last time I'm going to say this here.

It's been many weeks.

But tomorrow is when we're finally doing our event.

At Sacramento City College, please join us in the evening time

at 6 p.m.

Sacramento City College and their Student Center.

We are going to be showing the documentary film that

was filmed here in Sacramento by a local filmmaker

about the life and legacy of Verna Kanson.

She is an amazing civil rights leader here in Sacramento.

She lived here.

She ran the NAACP for many years in Sacramento

and leaves an amazing legacy, not just on civil rights,

but also on housing.

So come by, and then we're going to have

a wonderful panel discussion.

And we actually have her sister flying out

to come join us on that panel, which we're really excited about.

So come join us at 6 p.m. Sacramento City College.

Thank you.

Council member Vang.

Thanks, Mayor.

Just to announcement from South Sacramento District 8,

wanted to let folks know that next Saturday,

the Medavue Urban Tree Project is hosting an event.

Had John still k-8, we're going to be planting trees.

And you can actually sign up to volunteer.

Actually a phone number here.

You can either call office or just call 916-877-4854.

And that is a member of a committee for the Medavue Urban Tree

Project.

So encouraging folks to come out to that.

It is 9 to 1 p.m. at John's still in Medavue.

And then lastly, just want to folks to say the day

for our annual District 8 community conversation.

Happening at Union House Elementary at 780-Dear Creek.

This is our annual meeting happening from 10 to 1.

Really to discuss the progress that's

happening in our neighborhoods, completed projects,

ongoing projects, future projects, and initiative.

City staff will also be there present to talk about various

initiatives and community needs.

And then lastly, we'll also be using the space to hear

from our residents and careholders.

During our community conversation meetings,

I usually have our various departments, my office,

in particular, do breakout groups so that we have time

within our session to actually spend time

with all the residents on various topics.

And so I would love to also hear from the community directly.

I know we just hired someone, a company to start the process

for the city manager process in particular.

But I'll be using our annual community conversation

as a space to also hear from careholders and residents

about what they want to see in the next city manager.

And those are my updates from my district.

Thank you, Council Member Kaplan.

Thank you, Mayor.

Tomorrow night, I am having a community male theft meeting.

Unfortunately, a male theft has been a huge issue

in my district.

And I'm partnering with the SACPD DA's office

as well as Congressman Almy Barra's office on some tips

and things that our community can do to increase the likelihood

of catching these criminals.

And then happy event on Saturday, March 1st.

We are doing the official ribbon cutting

for the West Shore new park that is at 3822 Lake Katie Way.

It's going to be at 10 a.m.

So come on out and join us.

And then on Sunday, we are having our third annual district

one pet adoption and foster event at the North Natomas Community

Center from 11 a.m. to 1 p.m.

So if you just want to buy things for your pet, come on out.

We have vendors who have made cute stuff for your animals.

But we also have several of those who participate in fosters

and adoption who are actually bringing animals out.

So look for more information on our website.

We will be posting pictures of animals up for adoption.

Thank you.

Thank you.

Vice Mayor Talamantes.

Hosting a town hall tomorrow as well.

But all things district three, five, 30 to seven p.m.

Natomas High School.

Be there.

Come learn.

It'll be fun.

That's it.

OK.

Thank you.

More announcements?

Seeing none?

Comments.

Mary, have 15 speakers for public comments.

For matters not on the agenda.

I'll call up a few names.

Donna Taylor, Jessica DeVia, Jorge Polo,

Timas, Tiffany Martin, MacWritty, Frank Morgan, Jr.

And embedding some people have gone home.

So please let me know who you are.

OK.

I am Donna Taylor.

My name is Jessica Davila.

We're from the Roseville 3900 Rosevilleville.

We've been having problems with the trailer.

People are getting sick as there's no.

And we don't have power.

I'm first.

I want to thank God.

And then I want to thank you guys for listening.

Oh, cold.

OK.

Sorry.

Please don't shout out from the audience.

Thank you.

Please proceed.

Everybody is getting sick over there in that program.

We just need some help.

We don't have no power or nothing.

We've been sleeping up there the day room every single night.

And it's just hard.

People are falling down and staring from the trailer.

I felt down twice.

And my husband, he sprinkles ankle.

Thank you.

Did you have comments too?

OK.

So my name is Donna.

First, I want to thank God.

I am a resident of Roseville, a first-up community

Roseville, where 3900.

I'm here to speak out for the 35 signatures that I have

for the people that are in the trailers who don't have

electricity.

The pilots have electricity.

There are 60 of them.

They have electricity.

They have its rodents there.

The pilots are leaking from the rain.

The trailers have no electricity at all.

People are freezing.

Going back and forth to the hospital

from the cold and the mold.

The Roseville road is dangerous.

People are getting hit by cars.

There's no way to walk on the sidewalk

because there's no sidewalks.

There have been three deaths on Roseville road

in the last two months.

One of them was a resident at first-up community.

The speed limit is 55.

Anyone walking on Roseville road don't have a chance.

The director keeps making excuses about us not having

no electricity, braining the city.

I put in grievances, hardships.

I would like to also point out that the shelter

unstocked in and the one on the floor

and have electricity, have washers and dryers

to wash their clothes, have a place to park their car

that their brother stays in whose home is.

So I just want to thank you for listening to me.

But yes, we don't want somebody else to die in the trailer

before someone before electricity comes on.

Thank you.

Thank you for your comments.

Jorge Polot and Tiffany Martin and MacWorthy.

Good evening, Mayor and City Council.

My name is Jorge Polot and I'm speaking here today

to talk to you about ensuring the future of our community

and construction industry.

This all begins with the pre-qualification language

at our local developments.

First, I want to emphasize the importance of health care

for the workers building our community.

Personally, my wife has helped heart problems

and requires constant treatment.

Without health coverage, the financial burden would be

overwhelming.

Many families like mine rely on health care

to avoid falling into debt.

By supporting contractors who offer health care,

you're not just investing in projects,

you're investing in the people who make our community better.

As leaders, you have the ability to create policies

that require contractors to provide health care

for their workers, raising the standards

in the construction industry.

Another important thing to think about

is hiring people from our community.

Sometimes we must travel two to three hours away from jobs,

which means we are spending money on gas

and food in other areas and it means our town

and business is an important tax revenue.

With driving power for work, this takes a toll on our bodies

and personally, it takes time from our family.

There is no time in between the week,

again, home, eat, shower, sleep,

and then wake up and do it all over the next day.

This can all be changed by with local hiring.

Along with local hiring, we also need to make sure

that the people we hire are trained for the job.

For that, a apprenticeship program can solve this problem.

These programs help train tens of thousands

of Californians each year to be ready for good jobs.

And the best part is they do not cost taxpayers anything.

Policies like pre-qualification

make sure the contractors hire apprentices

and do their part in building a strong local workforce.

Lastly, and most importantly,

it's making sure people earn a living wage.

It is important that our community workers

make enough money to live on.

Without fair pay, personally,

I know I wouldn't been able to purchase a home

and gain my family a better life.

I know you want the best for our community

and you will make the right choices to help us thrive.

Thank you for your time.

Thank you for your comments.

Tiffany Martin, following Tiffany's Mac Worthy

then Frank Morgan, Jr.

Good evening, everyone.

My name is Tiffany K. Martin.

I'm a certified community health worker

as well as the founder and executive director

for elevated health and community.

Elevated health and community is a local 501C3

health equity nonprofit.

And we offer events and workshops

that provide mental health resources,

physical health resources,

and provide safe and joint minute of the outdoors

for marginalized communities.

The city of Sacramento has been a supporter

of our not just runners event,

which is a free public health and wellness fair

as well as a registered all ages,

all abilities, 5K and one mile event.

Together, I believe that we can do more

by establishing a formal program

that not only expands access of information and resources

so people have what they need to make high,

well informed decisions,

but also to create a patient advocacy program

so that we can get the kind of equitable care that we deserve.

I would like to partner with this council and the city

to expand our impact.

Assembly Bill, such as AB 3161,

equity in health care, and AB 2319,

which Mayor McCarthy was a co-writer on,

dignity in childbirth,

have been enacted into law,

but in terms of patient advocacy,

I'm hard pressed to find anyone within CDPH,

or within our local health facilities

that understand that these mandates are coming through.

And there's not an infrastructure in place being worked on

to make sure that these initiatives

actually bring value to our communities.

I would like to be of service,

I would like to be of support.

I want to offer myself as well as elevated health

and community as a resource to make sure that these programs

don't just fall flat on their face,

but they serve our community.

Consider this also your personal invite

to not just for runners on May 10th at Garcia Band Park.

It talked.

Thank you for your comments.

Your time is complete.

Thank you for your comments.

Next speaker is Mac Worthy.

Okay.

We'll listen to a lot of Google on legislation 36.

Now, where do that will be applied

when elected officials here commit a crime?

Will there be a done thing?

Now, we know here some crime have been committed here.

And personally, we know that my civil rights

freedom of speech have been committed here.

Are we going to get support on that?

No.

That was designed for us, not the political position.

Look at your constitution.

And an American constitution.

So in case you commit a crime, what we're going to do is not.

And not in that.

So these people sitting here, you got to think.

Think for yourself.

We subject you fall into a civil unrest by July right here.

Right here.

Be aware.

Be aware that it's coming down.

I stand here and talk about the money going to be shot.

Then later they go, oh, you know, damn, well, they're going

to be shot.

We don't have executive orders in another four years.

Yeah.

That's all we can do.

It's making it to the orders.

We ain't got none of this.

Why don't we talk about Elon Musk by TikTok first?

Not myself.

Money.

Money is controllable.

What was the intent of the people crossing the border?

Nobody wants to say where?

Voters I can present you as not citizens vote.

Why can a non-citizen invest in America?

You got to think here instead of playing politicians here.

Politicians that go over here and that now all about drugs

been 44 years.

You're still in that same page house.

Been four to four years.

Thank you for your comments.

Your time is complete.

Our next speaker is Frank Morgan, Jr.

Then L.R. Roberts, then Lambert, then Mac.

Good evening.

I'm tired.

I've been here since 11 o'clock this morning.

But I went to the code enforcement.

And I'm a little disappointed.

I got a lot of calls.

I got the gamey cards.

I talked to people.

But nothing's really been done.

And I'm a hard worker.

I try to do what I can for my community over in the Oak Park

area.

But it's just a little disappointing.

I try to get people to help me.

And there's no help.

They put things back.

But I'm still on the same burner.

I had to pay that $900 fine.

I really didn't have it.

But if I don't pay it, I get a delinquent fee.

It all just keeps tying over.

And I know the city's trying to get revenue.

But I can't pay the whole city.

And I just ask for some help.

And I still haven't gotten it yet.

And it's a little disappointing.

But I know we all got our issues.

And what we have to do.

But it's time to start helping the people.

We're here.

We love Sacramento.

I didn't like it when I first moved here.

But it just kind of grew on me.

And I'm here now.

And I just want to need some help.

And we got to help our people.

People are struggling here.

People talking about they don't have no electric.

Come on.

That's it.

You may.

Must help our people, y'all.

Come on.

You guys are on the council.

You got to do something.

I love all the areas.

But we got to do something for our people.

It's just we're here.

We're struggling.

And it's getting worse.

And the city is dry by and see the homes people outside.

That's inhumane.

It really is.

Just not so much worried about me.

I have a roof over my head.

But it's just crazy.

We've got to help our people here, y'all.

It's only you guys to make it happen.

Thank you for my time.

Thank you for your comments.

Next speaker is LR Roberts, then Lambert, then Mac.

I'm LR Roberts.

I live in District 5, where I ran a business for 15 years.

I'm sorry.

I'm showing up covered in peanut butter.

Apparently, I can't make multiple peanut butter sandwiches

to give away and without covering myself in it.

I hope nobody's allergic.

So Crystal calls me from the homeless union

when I haven't noticed a sweep

by duly-gligal observing of sweeps.

But this time she called me of one near the Roseville Road

project.

So I went and checked on the sweep.

And while I'm looking at the sweep, which

was done extremely inhumanely, and for no reason,

because nobody lives anywhere near where the sweep happened,

people came to me and complained about this Roseville project

that these people were talking about in our electricity.

This is two or three weeks ago.

Somebody complained to me about how poorly the Roseville

project was being run.

So I'm backing it up because people

complained to me about it then.

The other thing that I've noticed is someone's

mentioned at a meeting about how the population of certain

ethnic groups are certain percent in the city,

but their representation of the homeless population

is much higher.

The number of black people that are homeless,

and the number of Native Americans and the people that

are homeless, is way out of proportion to their percent

in the population.

I feed people, as you know, every Tuesday.

And three times in the last month, most of the people who

were homeless were young black men.

One time it was 100% of the people who came up to be fed.

And they all seemed to be only wearing gym clothes,

and they had no other personal possessions.

So something is definitely wrong,

and something is definitely racist.

And then the last thing that I was telling somebody today

and nobody believed me, when the cops

come up and throw away everything you own,

and give you a ticket and put you in jail,

it counts as homeless services in the budget.

That should never be the case.

Thanks, guys.

Thank you.

Give your comments.

Falling Lambert is Mac, Ben Jensen, Ben Ezra, Kubaccia,

Noah Ben Ezra, Ben Rev, Ben Paul, Ben Leslite.

I'm going to make sure I keep my time tight.

First of all, something has happened,

and this man is talking about free enterprise.

And I'm going to prove to this city

that a native knows exactly what that means.

I will be reaching out to you, Mr. Dickerson.

The millennials have come up with an idea that has stunned me.

They have shown me that on the internet,

we can create jobs for people who speak different languages,

but because it's my motto that cheesecake

is appeal to most races, most cultures, and both sexes,

it inspired them.

They can work remotely from home.

And we can do this thing, Mr. Dickerson,

but you have to look at it.

Because I'm convinced that it can go.

And it doesn't matter what the economy is going to do.

It doesn't matter what the price of eggs is.

It doesn't matter what any of that.

And these young people stayed after me for over a year.

And I said, show it to me.

And they have shown it to me.

I'm telling you, Mr. Dickerson, this thing is incredible.

And it's been called a global deal.

If you understand anything about economics,

a global deal can be a game changer.

Because cheesecake's appeal to people all over the world.

I've been trying to tell you that.

And I'm convinced that I now have my degree.

I've been talking about coming down here,

studying you to get a degree.

I'm giving myself a degree.

You may never see me down here anymore

because of all of the cruel things I heard tonight.

It's a waste of my time.

We need to go, Mr. Dickerson.

Thank you for your comments, Mack, then, Jensen.

Go go fast.

So I don't have to get loud again there.

It's like a finish.

First around the motel and the fixed income conversation,

the model you're looking for is public housing.

It's a revenue generating stream for our community.

But y'all aren't talking about that.

Y'all are talking about how to keep putting our tax dollars

and folks fixed income money into private landlord pockets.

Even though the private property market

is the driver of homelessness, you won't be able to make it make sense.

Hi, all.

My name is Mack.

My pronouns are they.

I'm a community organizer, artist, parent.

I don't know.

Just a general person who cares, lives, and creates, and sacraments.

I know some of you all and some of you all are new here.

So hello and blessings to you today.

I got a couple of calls today from Roseville Road Residents,

including folks who couldn't come to the meeting today

due to transportation costs.

I'm not sure why access to public transit passes

aren't something that is given for free to city shelter

and housing program residents.

But me assuming the best means that maybe it just hasn't

been thought of, so I want to throw it out there.

I will start by saying the feedback loops must be

created between y'all, the city, shelters, and its residents.

Residents should feel good about going to staff.

But we all know that sometimes that's not always the case.

So they should have access points.

So they're elected officials in the city and county services

that are serving them at all times.

And mostly y'all called about people being cold.

And some still with that electricity

are their place of residence.

40 people freezing at night to be exact.

I mean, actually thousands freezing every night

on Sacramento City streets without access to services,

let alone housing and opportunity.

I just watched the city in the county

push 300 people off of West El Camino,

including taking their tents and blankets,

even though we don't have anywhere for them to go,

while it rained the other day.

As I was saying, the loops are important because something

as simple as blankets and updates about where the electricity

shouldn't be that hard.

But because it's going to take calls and emails and beocracy

and dealing with budget checks and hierarchical structures,

it's going to take days for somebody to get a blanket.

I would add that folks would have these things