Okay.

Good afternoon everyone.

Like to welcome you to the personnel and public employees committee meeting and thank

you all for joining us today.

I'd like to start off with our roll call please.

To establish a quorum.

Thank you chair.

Member of telemante's.

Chair.

Member Kaplan.

Chair.

Member Van.

I'm here.

And Chair Jennings.

I am here.

Okay.

Let's move to our land acknowledgement and pledge of allegiance.

Council Member Van, would you do the land acknowledgement and I will do the pledge of

allegiance?

Absolutely.

Please rise if you are able.

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

Plains, me walk, put win and win to peoples and the people of Walton, Rancheria, Sacramento's

only federally recognized tribe.

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

sizes today on these ancestral land by choosing together today in the active practice of

acknowledgement and appreciation for Sacramento's indigenous peoples, history, contributions

and lives.

Pledge of allegiance, salute please.

I pledge allegiance to the flag of the United States of America and to the Republic for

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

Thank you.

Thank you.

We have one item on our consent calendar which is the approval of the personnel and public

employee committee minutes from our last meeting.

Are there any discussion?

There are no public comments on moving.

I can confirm that we have no speaker slips on the item.

Okay.

Is there a second?

Second.

All right.

It's been first and second.

All in favor say aye.

Aye.

Oppose.

Abstain.

I will abstain because I was not at that meeting.

I was not a part of that meeting at that time.

I watched it.

Okay.

So you're good.

Oh yeah.

I watched it.

You both abstain.

It doesn't pass.

Yeah.

I watched it.

So I'll vote yes.

Good.

There you go.

So therefore we pass with a 3-0 and 1.

Okay.

Is that good?

All right.

Let's move to item number 2.

The proposed process and schedule for selecting an executive recruitment firm to conduct

the city manager's recruitment.

We actually went over a schedule at our last city council meeting and I can go over that

again if there are people that are new in the audience that need to hear that schedule.

So my colleagues would you like for me to go over the schedule again?

Yeah.

I think it would be helpful just to go over the schedule again in case you didn't use

watching.

I agree.

All right.

Okay.

This is to the public.

The following is a proposed schedule to choose a search firm by the March 1st deadline

as requested by the mayor.

Today, February 4th, we will evaluate the two proposals that we received from the search

firms.

On February 18th, we will invite the two firms to present to the P and P.E. committee

for a live interview.

At the conclusion of the interviews, the P and P.E. committee will make a recommendation

to the mayor and city council.

On February 25th, the mayor and council will hear and discuss the P and P.E. recommendations

and will vote to retain one of the two search firms.

This proposed schedule will allow us to meet the March 1st deadline as requested by the

mayor and without any additional questions or further clarifications, I would appreciate

a motion to adopt a schedule as proposed.

So, Moont.

I'll say.

All right.

I have one speaker for public comments.

Henry Harry.

Good morning.

First, I want to see this timeline that you guys are proposing past.

Second, I hope you introduce similar timelines and other phases of this election process.

And lastly, share a thought that people were upset with the $400,000 city manager pay.

And they were upset when we were told that the city manager wanted to extend this contract.

We were told it was a one year contract extension, but it turned out to be really a two year contract

extension.

And people were upset that the city manager was allowed to stick around after we thought

that he had moved on.

And so, the origins of these problems flow from some authority.

Somebody had to create them.

They need to be addressed during this election process.

And I think this body should develop a city manager contract.

So these things don't happen again.

Thank you.

Thank you, sir.

So we will now come back to voting on the process.

The correct?

Okay.

All in favor of the process as stated by the chair.

Please say aye.

Aye.

Aye.

Opposed?

abstain?

abstain?

abstain?

abstain?

abstain?

abstain?

abstain?

abstain?

abstain?

abstain?

abstain?

abstain?

abstain?

Thank you.

We will now move to item three.

The review of the executive recruitment firm to conduct the city manager recruitment.

And we are today being charged with evaluating two firms.

To facilitate the mayor and city council process, to choose the next city manager.

I'd like to bring up our HR personnel in order to do that, please.

Good morning, Shirley Banks-Ravins, senior HR director.

As you know, we had five contracts with service providers and two of them responded to

the bids.

And I'm going to ask my human resource manager, Ebony Kavanaugh, if you've never met

her.

I still come up and talk about the two bids that we did receive.

Thank you.

Thank you.

Good morning.

Good morning.

Good morning.

Good morning.

Good morning.

Good morning.

Good morning.

Good morning.

Good morning.

Good morning.

My name is Ebony Heaven, human resources manager for the employment classification and

development division of the human resources department.

The city did receive two bids from both MGT and CPSHR.

Based on a thorough comparison of both proposals, CPSHR consulting is the stronger choice for

the city manager recruitment due to their extensive experience conducting executive level

recruitments, local presence, proactive recruitment approach, cost effectiveness, and commitment

to diversity and inclusion.

CPSHR has a well established relationship with the city of Sacramento having successfully

conducted multiple executive searches, classification studies, promotional examinations, and diversity

initiatives.

As a public agency themselves, CPSHR has a deep understanding of Sacramento's governance

structure, leadership, and community priorities which uniquely position CPSHR to identify

the best candidate for this critical role.

Additionally, CPSHR specializes in government executive searches, boasting a 95% retention

rate for placements after two years in their respective position, which supports their

ability to find long-term high-quality candidates.

Their recruitment strategy is highly proactive, leveraging direct outreach, aggressive candidate

sourcing, and targeted recruitment strategies to attract top tier talent, including individuals

who may not be actively seeking employment.

CPSHR offers cost-effective and efficient recruitment strategies allowing for greater flexibility

in state-call consultations, candidate assessment, and direct coordination with city officials.

In contrast, while MGT consulting presents a solid proposal, it lacks the direct experience

with the city of Sacramento region and has higher associated costs, particularly for

consult travel and additional recruitment services, where a CPSHR has extensive improvement

experience and recruiting city managers for numerous government organizations and successfully

identify and placing top talent and municipal leadership roles.

Another key advantage of CPSHR is their strong diversity recruitment track record, with 57%

of recent executive placements being women are minority candidates, aligning well with Sacramento's

DEI objectives.

Lastly, CPSHR provides a one-year service guarantee, meaning if the selected candidate leaves within

12 months, they will provide professional services to appoint a replacement at no additional

cost, a level of commitment that further reduces hiring risk for the city.

While MGT offers a service guarantee, there is a potential to incur additional costs should

travel be required as the service guarantee is limited to cost and expenses.

Given these factors, CPSHR consulting is human resources recommendation for conducting

the city manager recruitment as they offer expertise and result servant approach, which

ensures a seamless, localized partnership.

Thank you.

Thank you.

Before you leave, I just want to open it up to my colleagues for questions to you on what

you just presented.

Councilmember Cap.

Thank you, Chair Jennings.

Thank you, Chair.

Question.

We had five.

Did we as a city personally reach out to those five and ask them to propose?

Yes, we sent out requests for bid on January 15th.

A reminder to all of the vendors were sent out on January 27th and proposals were due on

January 29th.

Did we personally call them?

We did not.

We sent email communication, which is our standard process.

Are any of the other three that did not propose Sacramento or California based?

Not to my knowledge, no.

Looking at these two, I mean one is clearly understanding of California over the other,

but this is also really important.

So I wanted to make sure we do our due diligence in the short amount of time that we have to

make sure that it is the right and there was nobody else currently pre-qualified that should

have been given the opportunity.

It was short timelines.

For me, I think what's important that I would like to see come back to this committee is

that we put down in our council rules and procedures what is the process, specifically

when you, for hiring in charter positions are open, that it's memorialized.

I would like to make it a standard that if we have quick turnaround times, we actually

put a call to the liaison.

I think we all know we're inundated with emails and so much is flying back and forth that

a little extra touch sometimes goes a long way.

Because I want to make sure we've got the full breadth.

I don't know how this committee feels if they're fully comfortable with CPS.

You know, I'm fine with that, but I just don't know what we're missing out on of the other

three firms that could have submitted a proposal.

Okay.

For the comment, discussion?

Okay.

So our normal process is through email.

That is correct, yes.

Have we ever taken on the process of making direct phone calls to those who may be responded

or didn't respond or?

Not to my knowledge, no.

There are a reason for that.

It's the documentation to make sure that it's a fair, consistent process.

Okay.

So the documentation is important in this whole process.

Absolutely, yes.

Got it.

Got it.

Sure.

I agree.

But realize this is city manager, which is the most important thing that the council can

do hiring.

So I agree with you.

There is a normal process, but with city manager, I really want to make sure that we do something

that is very transparent and fair and doesn't have the appearance of manipulation.

And what not going forward in this process, I would feel more comfortable if it was our

HR leading it and the HR giving presentations to the council as they should be the ones

handling all the paperwork and the dotting the eyes and the crossing the tees versus,

you know, we are the policymakers.

So it would be my preference that in any spot moving forward that we have our HR department

present to council on anything going forward versus one of us doing that.

Yeah.

I don't disagree with that.

I just feel like in this particular case with those timeline that we have and the date

to get this done by March the 1st, I think we have plenty of time as a council to be able

to have a discussion about the process with these two firms that have responded.

And I'm probably more interested in moving forward with one of the two of those two firms

that have responded than worrying about the ones that have not at this point in time.

I don't disagree.

If that makes sense, because this is such an important process, then I want to try to focus

on that because I think we are charged with evaluating these two firms to facilitate

the mayor and city council process to choose the next city manager of the city of Sacramento.

We've talked about the fact that disposition is the leader of over 5,000 fellow employees

and the main person responsible for the administration of the $1.6 million budget.

This person needs to work with the council and implement their direction and collaborate

with fellow charter officers and direct report.

So your point on how important it is, it cannot be overstated.

They need to be able to work with a diverse community, work with and manage our employee

groups, process the skills that allow them to address complicated and complex issues from

public safety to land development to animal welfare to utilities, including further control

from economic development to regional cooperation and public transportation.

For public transit, disposition is extremely complicated and extremely varied.

So our process that we have, I think that we've kind of helped out, will help us over

the next period of time to fill the position to make sure that we get respect the individuals

while they're applying at the same time and providing clear and transparent process that

includes public participation throughout, which is something that we feel is very important.

And ultimately, the final decision on the next city manager will be made by the mayor

and the city council taking into account the input and collective conversations with all

the people, with all the public.

So we've received these two proposals and we're going to move forward with these two proposals

and take the process as we've already outlined earlier.

So are there any further questions here?

Okay, my, Councillor Mournay.

Thank you, Chair Jennings.

Really appreciate your leadership on this as we embark on this journey together to find

our new city manager.

I'm okay with moving forward with the two firms.

We will be coming back on February 18th to do an intense interview and so we would really

encourage the public to get involved.

Or send us emails individually as council members of the kind of questions you want us to ask

the firm.

And if we decide that we don't want to go with both of the firms, that's okay too.

We'll make a discussion then.

Perhaps one of them would, we'll select one perhaps we won't select both of them.

I'm hoping that we'll be able to move forward.

The only questions I did have for HR given that we only had two firms that apply.

I would love for a loop around back to maybe ask them like why they didn't apply.

I would just be curious to know maybe perhaps it was timeline, maybe because they felt

like they have too much on their plate and they didn't want to apply.

I would just be curious to know why they didn't apply.

I think doing a loop around would be really good to the remaining three firms that did

not apply when we solicit.

But with that, I'm comfortable with moving forward with the two firms and being ready

to engage in full interviews with the public so that we could make sure we reach our

goal of identifying a firm by March so that we could really start that work.

So that's it and thank you Councillor Mageddon for your leadership on this.

All second the motion.

Motion's been made and seconded.

To confirm.

Sorry.

Sorry for the interruption.

To confirm I have no speaker slips on this item.

Thank you.

That was the next thing.

Was there any questions from the public?

All right.

No, you're good.

You're doing a great job.

Okay.

All in favour say aye.

Opposed?

Abstain?

Again, we are unanimous in that process.

So that takes care of item number three and we are moving forward accordingly.

All right.

We'll move to our next item.

Item number four.

City of Sacramento planning and design commission 2000, 24 and your report.

You may proceed.

Thank you.

Thank you.

Chair Jennings council members, I'm from Stacia Cosgrove with your community development

department and I'm pleased to be here this morning to give you a presentation on the

planning and design commission's 2024 annual report.

I have with me here our past 2024 chairperson Maya Wallace and planning director Greg Sandlin.

So our current planning and design commission was established in 2012 prior to 2012 the city

of Sacramento had a planning commission and a separate design commission and it was

at that time that the city decided to embark on some streamlining for the private development

process and decided to combine the planning commission and the design commission into

one.

So that's how we arrived at the 13 seat commission that we have today.

Nine of those 13 members are appointed by city council and the mayor and four are recommended

for appointment by this body PMP committee.

Three of the members recommended by the PMP committee are actually seats that are reserved

for licensed professionals.

So someone would need to be a licensed architect, landscape architect, contractor or engineer

in order to have one of those three seats and that assures that we do have those professional

technical abilities on the commission.

So the commission has been granted the authority to carry out planning and zoning law and their

work falls primarily into these three buckets.

First implementation of the planning and development code which is title 17 of the city code relating

to zoning and design review and this includes work to approve conditional use permits, tentative

maps, site plan and design review, the commission can also approve amendments to plan unit

development schematic plans and text.

The second grouping of work is that the commission makes recommendations to city council on legislative

change requests such as re zones, general plan amendments and then also code and policy amendments

so related to housing element implementation, general plan implementation, mending the code

to respond to state law or neighborhood planning efforts.

And then finally the commission also hears appeals of projects that are decided at the

director level.

So in 2024 the commission held 18 regular meetings and the work was divided 57% of the work was

related to private development project applications, 43% towards policy items.

The commission's work used to be much more heavily related to applications but as a result

of streamlining efforts it's consciously moved more towards policy and a lot of the private

development projects that are consistent with policy have been streamlined and are now

decided at the staff and the director level.

There were three director appeals heard by the commission this year.

So at the end of each calendar year planning staff brings forward what we call the planning

and zoning work program and the commission gives input into this program work program and

what it does is assist staff in prioritizing the many different projects that we could

be working on our long range and zoning staff could be working on and helps to prioritize

in the face of city priorities but also finite staff resources so we appreciate their help

with that.

The council adopted the 2025 work program on January 21st and that's included in the

commission's annual report as an attachment and that gives an indication to you and to

the members of the public as to what the commission anticipates working on over this next

year.

The commission made two recommendations this year.

The first was a request to discuss or consider reducing the number of commissioners and

were the number of votes required to pass a motion with the purpose of increasing operational

efficiency of the planning and design commission and that would require an amendment to title

two.

The second recommendation of the commission was to request planning staff bring back a

workshop item to discuss offsite alcohol conditional use permits as they relate to environmental

justice element policy EJ 2.16 which discourages the establishment of offsite alcohol sales

drive through restaurants and tobacco sales within disadvantaged communities near pedestrian

priority areas schools and one other location which is I'm forgetting at the moment transit

yes yes so and this is something that staff can begin to prepare and to bring back because

it is an important discussion in order to be able to understand how to implement this new

policy and be fair with all the projects that are coming before us.

So that concludes my portion of the presentation I want to invite up our past chair Maya Wallace

to say a few words and then that will end our overall presentation and will be available

for any questions you have.

Thank you.

Chair Councillor Embers thank you for the opportunity to speak and to serve the people of Sacramento

this is my second term on a commission and I appreciate the opportunity to work with

our exceptional staff and I really want to commend the staff and the community for partnering

on projects like the Stockton Boulevard plan and the Del Paso Marysville project as well.

Our main goal as the commission has been to get primacy to housing access and affordability

and I just wanted to reiterate that that is like the most pressing issue facing the city

and continue to look forward to working with you to make that a possibility and then one

other thing that isn't mentioned but occurred to me recently is that we have a challenge

in balancing economic development and community development in terms of our alcohol CEPs.

So sort of just sort of reiterate what Stacey was saying in terms of our recommendation.

Really it's also about building community.

How do we get people to come out and interact with each other and foster social cohesion

in our communities and not have it only be about things that make money for us.

And that is all I have to say about this and thank you.

I'll close my remarks.

Yes.

Thank you.

All right.

I'm going to ask Vice Mayor Tele Montes to microphone as yours.

I have no speaker slips for public comment on this item.

Thank you.

Thank you, Chair.

Stacey, I have a question.

For the recommendation one for reducing the commissioners or reducing the threshold for the vote,

I don't want to reduce the threshold for the vote.

I think keeping votes standard is important.

What is the kind of recommendation behind reducing the number of commissioners?

Is it because commissioners are not showing up to the meetings or leaving early?

Is there not a quorum?

The way that it was couched in the conversation was that 13 members is quite a large planning

and design commission and that the commission perhaps could operate more efficiently with 11 members, for example.

It meetings would maybe be a little bit shorter and could move through items a little bit more efficiently.

Certainly, I think probably there were a few meetings where there were not a lot of commissioners present.

There were just enough to have a quorum and so obviously attendance is very important.

Do you know what the standard is for other cities?

Of how many commissioners they have?

I think of the largest cities in California.

We have the largest planning commission.

The last time we did this research which was in 2020.

I think it's probably more usual to have seven or nine.

It just depends on the governance structure of the city.

Are you looking for a direction from us today on Pp&E for how to move forward on this in terms of recommendations?

It was a recommendation that was, I think the way that the commission couched it was that they wanted to have further discussion related to whether or not there were merits to this reduction.

So at this point staff doesn't have a recommendation.

We haven't looked into it but I think if I were to say the commission would want to be able to further this conversation to kind of see it to its logical conclusion whether that's to reduce or to do nothing at all.

Chair something I consider for us as a committee here.

I think that would probably be more of a conversation for us here at Pp&E instead of the commission having to have a discussion with them themselves about how to reduce number of.

Planning commissioners that don't think it would be appropriate for themselves to be able to do that.

So maybe something for us to table for another day.

And then I agree with the second recommendation on discussing the Alcaw CUP's.

I know that there's a controversial project in my district that the committee members are posing.

I don't think it's a good idea either and so it's just like how do we create a standard for that moving forward especially with the environmental justice component.

So looking forward to that workshop. Thank you.

Councilmember Kaplan.

I'll concur with my colleague because currently Pp&E it's one appointee per council office and mayor and then four are appointed by Pp&E.

But I think that would be good to have it as a future agenda item to look at the specifications that we appoint and is that balance and what would it do and look like.

I think that's a good point for further discussions at some point that fits our agenda.

I will at the chair's convenience I think is a good conversation to come back with as well as look forward to the hearing a report back.

Whether it goes to ends up at law and ledge and then comes to council on changes with the CUP and alcohol.

So specifically how does our general plan work with all of this because we had the major overhaul and I know more emphasis was put on environmental justice and community.

And so I think chair Wallace is correct of how does all of this come together so that it is not hodgepodge because we've created a philosophical belief and a really progressive general plan.

So what does that look like as we implement it and one thing I read in her letter but was not mentioned that I would like to see.

The planning and design committee work on is how do we build that community and look at projects also through a climate change tool.

Because we know Sacramento is getting hotter weather is getting wilder it's not predictable and I'm sorry we're still the city of trees and we know trees reduce the impact and we know big parking lots increase the impact with the amount of heat.

So we look at projects coming in what does that do for their climate index and how do we look and change things around so it's not just we approve the project because it fits here.

How does it interweave with environmental justice climate change and creating the community that I know all of us in the city want.

So I don't know what that discussion looks like but I'd really like that thought process to how do we implement that I think as we look at the next play on the next step with our general plan.

So it's not just a piece of paper but it's something that we're actually implementing.

I do look forward on more thoughts on as we look to streamline and have this discussion regarding alcohol and environmental justice I think it's the same with cannabis.

Because we already know there is disparity and that's something we have to look at and filter so that we create equity in that as well.

So thank you.

Councillor Mouraing.

Thanks chair. I echo both of my colleagues looking forward to this committee taking a closer examination of the number of seats on the planning commission and figuring out what makes sense moving forward and looking forward to whether it comes to long leisure of the full council around the alcohol and CUPs.

And lastly I just really want to take this moment to say thank you to all of our commissioners. I really want to thank the chair for her heart and hustle.

Many of our commissioners don't get paid for this and this is really labor of love.

So I really just want to say thank you to all of our city commissioners for their service and great job Maya.

So I won't repeat what my colleagues have already said but I would like to have a timeline and a sense of urgency to bring this back before us so we can understand exactly how we're going to move forward to either reducing the number of commissioners or changing the voting process whatever it may be but I'd like a timeline as to what are the next steps and when will they take place.

Right. We'll have to put that together and return that information to you. We don't have that timeline at this moment.

I just don't want these items to get lost in all the priorities that we have and so the timeline is something I think will help all to make sure that it stays a priority and that we address these issues.

I'm very interested in the conversation about 13 commissioners to 11.

I would have thought it may have been a bigger number or a smaller number in that case but I would like to know and get an idea is what is the best practice that we've looked at that maybe takes us from 13 to 11 that shows us that we'll get the results that we're looking for.

And so whether that number is 11 9 7 whatever it may be I think we should take a look at it to make sure that we're getting what we want so we don't have to come back before these bodies again to make additional changes because we're not where we need to be.

Thank you.

I will.

Or the annual report and work plan to city council.

A second.

Further discussion all in favor say aye aye opposed abstain all right thank you.

Okay we will move to item number five.

City of Sacramento utility rate advisory commission.

2024 and a report and 2025 work plan.

Hello members of the committee.

I'm Jordan bird administrative analyst in the department of utilities and staff liaison to the utilities rate advisory commission or URAC for short.

I'm here to provide you with a brief overview of the commission's.

Go ahead.

24 and your report and 2025 work plan which is included in the agenda materials for this item the commissions purpose is to review utility rate proposals made by the Department of utilities or DOU.

And recycling and solid waste division or RSW for changes to utility service rates.

It has the responsibility for holding public rate hearings and providing recommendations to the mayor and city council on issues relevant to setting utility ТогдаReutes in conjunction with these duties.

The Commission acts to encourage community participation and understanding in the rate setting process.

To successfully achieve these objectives, the Commission engages in a process of ongoing

discussion and education on all matters relevant to the utilities that may impact rates.

With 2024 being a non-rate adjustment year, the Commission met three times and its focus

was on developing and orienting Commission members a couple of whom were new to the Commission

to an understanding of the Department of Utilities and recycling and solid waste overall operations,

including challenges and opportunities and how these are being met.

Key highlights and accomplishments for 2024 track the scheduled meeting topics and were

primarily related to items reviewed or commented upon and motions passed.

At the May 22nd meeting, the Commission reviewed fiscal year 2023 and 2024 financial

update report for the Water Fund, Waste Water Fund, Storm drainage fund and the Storm

drainage property fee fund.

Changes to the Department's financial reserve policies were also reviewed and discussed.

At the August 28th meeting, the Commission received three reports from DOU, including

an overview of the Department from our Director of Utilities, a deferred maintenance progress

report from engineering staff and a status of fiscal year 2024 year end projections and

the 2025 approved budget.

Solid waste presented a summary of their rates, recent accomplishments and the services provided.

Finally, at the October 23rd meeting, the Commission reviewed the Department of Utilities

five year strategic plan and its implementation.

The Commission's work for 2024 concluded with approval of this 2024 annual report and

the review of topics to be discussed in 2025.

As 2025 being another non-rate adjustment year, the work that the Commission is expected

to undertake includes the onboarding of several new Commissioners due to recent changes

and the city code increasing the number of seats to 11.

Additionally, the Commission will receive a deeper understanding of the financial infrastructure

and regulatory factors affecting utilities and solid waste during the four scheduled

meetings.

As shown on the tentative agenda calendar, the upcoming topics range from water and wastewater

fund reviews to major water planning efforts like River Arc and Water Plus.

There will be departmental and financial updates from utilities and solid waste to close

the year the Commission expects to receive an update on water and wastewater rate development

efforts and to develop their work plan for 2026.

I thank the URAC members for their efforts this year and thank you to all the staff from

the court's office and the city attorney and the DOU and the recycling and solid waste

staff.

It's greatly appreciated that the Commission has been given this opportunity to share

its important work and its voice with the community and with the PNPE committee.

With that, I will conclude my presentation.

Representors from the Department of Utilities are here to take any questions you may have.

Thank you all for your time and attention.

Thank you.

Okay.

We will move to public comment.

Any public comment on the item?

Thank you, Chair.

I have no speaker slips on this item.

Okay.

We will move to comments from my colleagues.

Council member of Kaplan.

Thank you, Chair.

As we are heading in, if you watch the Budget Audit Committee presentation, we know that

DOU and our utilities needs to be a council discussion of where we have to increase rates

if we are to stay.

Above board and not go bankrupt and I know DOU is starting the review process and the

long process through prop 218 that requires a lot of reports.

So this committee is going to be more important than ever.

So I am outing myself.

I have been looking for a good year-end person.

Haven't found one yet, but I know I need to appoint one.

And we need to work pretty quickly on this to make sure that they have the accurate number

of people there to have valid meetings.

But this is going to be really important.

And I want to thank you because I know what prop 218 is in the undertaking that it requires.

Nobody wants to increase our rates.

But we have kept them pretty stable for a long time.

I almost feel like we are a little late in working on this.

And I know we need to move fast.

But having good educated people on Iraq is really important.

I want to thank those who have been serving for their service.

But I am outing myself because I know I need to appoint others since the process did change

to make it consistent with other boards and commissions that we make sure we get people

on.

If there is no other comments, I will move this on to Council for review.

Additional comments from my colleagues.

I will second that motion to move it to Council for review.

Further conversation?

Seeing none, hearing none.

All in favor say aye.

Opposed?

Of stain?

We are unanimous in doing so.

Thank you so much.

Okay.

Item 6.

Committee of Sacramento Preservation Commission, 2024, annual report and 2025 work plan.

Good afternoon, sir.

Good afternoon, Chair Jennings.

And members of the committee, Sean DeCorsi, Preservation Director with the Community Development

Department.

I am also joined today by Greg Sandlin, the Planning Director for the Community Development

Planning Division.

I am proud to present the 2024 Preservation Commission annual report.

The Preservation Commission's responsibilities are to develop and recommend to the City Council,

Historic Preservation, Policies and Plans, to make recommendations on updates to the Sacramento

Register of Historic and Cultural Resources, and to hear appeals for development projects

involving historic properties.

Over the past year, the Preservation Commission has made significant progress in reviewing nominations

for new historic designations and providing guidance on key policy initiatives.

One of the most notable achievements was initiating the landmark nomination for San Francisco

Boulevard and reviewing the nomination for the South Land Park Hills Historic District.

The commission also approved updates to the R Street Historic District that will facilitate

future infill development in that area.

In addition to individual nominations, the Commission contributed to policy initiatives

that impact Preservation Citywide.

These include reviewing the accessory dwelling unit objective design standards, currently

development, the Sacramento Parks and Urban Forest Master Plans.

Beyond nominations and policy review, the Commission was involved in the conclusion of the African-American

Historic Experience Project and the LGBTQ Plus Historic Context and Survey effort.

Along with developing these historic context statements, these grant funded projects identified

19 potentially eligible landmarks and two historic districts significant to the black at LGBTQ

communities.

These efforts highlight the growing focus of the Commission on Inclusive Preservation that

recognizes underrepresented histories.

Looking ahead to 2025, the Commission will continue its role in shaping historic preservation

in the city.

Many of the historic resources identified through the African-American and LGBTQ projects will

move forward as formal nominations, expanding recognition for these groups.

Additionally, the Commission will review updates to the signage regulations for both Old

Sacramento and the Central Shops Historic Districts.

Another major focus will be the Sacramento Network to Freedom Trail Project, a grant-funded

project by the National Park Service to recognize sites associated with the Underground Railroad

History in Sacramento.

Finally, the Commission will contribute to an update to the National Register listing

for the Old Sacramento Historic District that will assist economic development with marketing

the district to more diverse audiences.

This concludes my remarks and I'm available to answer any questions from the committee.

Thank you very much.

I'll look to my colleagues and also is there any public comment?

Thank you, Chair.

I have no speaker slips on this item.

Okay, Councilmember Kaplan.

Thank you, Chair Jennings.

Thank you for all of your work.

I have no questions.

So go forth and continue to keep going.

I'll approve this.

Move on to Council.

I'll second.

In first and second, I've looked at your work and work has been incredible and look forward

to moving this to the Council as well.

All right, any other comments?

All in favour say aye.

Opposed?

abstain?

We are again unanimous.

Thank you.

Okay.

We will move to item number seven, the selection of the Vice Chair for this committee, the

personnel and public employees committee for the calendar year of 2026.

I'm sorry.

I'm just trying to make sure no hands were up.

Good.

Okay.

So, if I were to make a recommendation based on the experience and having been in the position

and done it, I would make a recommendation on my colleague Kaplan to be the Vice Chair

for 2024 through 2025.

For the calendar year of 2025, let me be clear on that.

I would make that motion to make that happen so that you have consistency from the previous

Chair to this Chair.

You have knowledge and experience since I have not been on the PMP committee before.

But I would make that recommendation.

I will second that recommendation for Councillor Maureen Kaplan to be Vice Chair.

Any other nominations?

I mean, I was going to nominate myself, but I'm just kidding.

Thank you for your, one more comment.

Just thank you for your leadership last year and looking forward to usurping in this capacity.

Thank you, Chair.

And thank you, Lisa, for your process of improvement here at the city.

I know you worked really hard on that last year.

But I'm going to be abstaining from the vote today just because there's a lot that's happened

and transpired in this past year.

A lot of words were inter-change.

And as we move forward with charter officer evaluations, informants, I think it's really

important that we stand together as a team, respect each other and just our kind to each

other.

So I'll be abstaining.

Okay.

So just from my standpoint, as the new Chair of PMPE, I'm looking forward to making the

changes that we all feel need to be made in this city and moving forward.

And whatever has happened in the past, I want to make sure that it stays in the past and

does not move forward.

And so I want to make sure that you understand that I will listen to every single person, no

matter what the concern is, no matter what the issue is, no matter what the opportunity

is.

I will listen.

And together, we will put together a plan that will make PMPE something that will benefit

us going forward for years to come.

So anything that has happened in the past that is bad, I promise you I will not carry

it forward.

But anything that has been good, we will build on it and make it successful going forward.

And so that's my commitment as your Chair.

I'm learning having a vice-chair in the position that has had the experience before being

the Chair would help me tremendously going forward.

But each one of you and your perspectives that you bring will help me tremendously.

And so again, it doesn't mean that vice-chair gets more privileges than anybody else.

It just means that when I'm not here, they get to sit in the seat and run the meetings.

And so, but with that, I will, if there's no other additional comments, I will call for

the vote.

All in favor say aye.

Aye.

All.

Anybody oppose, say nay.

Those who abstain say so.

Thank you.

Okay.

So the rest is 3-0 to 1.

3-0-1.

Congratulations.

Okay.

I took a confirm I didn't have any speaker slips on the vice-chair item.

Thank you for keeping me covered on that.

Okay.

Council member Vang.

Do you have a point you like to me?

Oh, yeah, I was just committee.

Okay.

So we'll go to committee comments, ideas, questions and meeting reports.

I will call on you first.

Yeah.

I just wanted to flag this for the PNP committee.

I asked chair.

First of all, congratulations for being appointed to chair and look forward to working with you

this year.

I wanted just to flag this because I know you work on setting the agenda for PNP.

And I know that our city attorney's contract is coming up.

And I want to make sure that we have her evaluation scheduled in a timely manner so that, you

know, I don't, I mean, her contract is coming up.

And so we make, I want to make sure that we do evaluation.

And so asking you as PNP to make sure that we get that on the calendar before the contract

expire so that we can have a conversation about that.

And so just wanted to flag that for you.

Thank you very much.

Absolutely.

Other comments?

Okay.

Any other comments on matters not only agenda?

Thank you chair.

I have two speaker slips from matters not only agenda.

Our first speaker is Henry Harry, followed by Keon Bliss.

Good morning again.

And I can say that it is great to see democracy in action.

I have a question that I want to ask you about the issue with domestic violence that

is rolling around in my head.

And I think that we measure our society by how we treat our women.

And I think that we have to do a better job.

When the issue of gay marriage was in San Francisco, a leader stepped up and that was Gavin Newsom.

He stepped up and took the lead on that action, on that issue.

And I think with regards to domestic violence, we need someone to step up within the city.

On the council to take a leadership role.

But one thing I'm going to do right now is to propose that the city do a weekly citywide

domestic violence report, the same way we do a weekly homeless action report.

And I think that report should cover things like how many dispatch calls there are for

domestic violence.

How many reports are taken for domestic violence?

How many of those reports are submitted to the district attorney?

And then how many of those reports are actually filed and prosecuted by the district attorney?

And if the district attorney is not pursuing those cases, maybe they can describe to people

or tell us why.

Is it a matter of insufficiency on the part of the police reports that are being submitted

to them?

Or is it just a matter of the volume of those reports that are coming in and perhaps

the district attorney can't handle it?

But those, the answer to these questions are important.

And we as citizens can't help fix the problem if we don't know what it is.

And so I urge one of you guys to step up and take a leadership role on this issue.

Thank you.

Thank you, sir.

Thank you for your comments.

Our final speaker is Keon Bliss.

I didn't even think if I was actually going to say anything until you brought up a chair

or how you were going to implement and address leadership on this committee going forward.

And one of the things that stuck to me was when we're talking about issues of the past,

I mean, in order to really heal the divides that ultimately come from that, the first step

oftentimes is taking accountability for the actions and attitudes that were committed

during that time of leadership.

And I think a lot of times there is this genuine fear that people have of actually addressing

these past conflicts or even just having some sort of mediation or just discussing them.

So it oftentimes gets swept down in the rug so that they end up repeating again in different

formats, under different, like using different terms and whatnot.

And I'm really going to encourage you to do the exact opposite.

And if there is any sort of tension either on this body or on other bodies that you really

take that to heart and actually not shy away from the uncomfortable conversations.

I mean, I can tell you from my experience I've been saying it for more than four years

over the course of my time.

There is a substantial culture of ignorance and discrimination that permeates from every

corner of the city.

And there have been steps, there are concrete steps taken, but a lot of the pain and actions

or the actions that cause a lot of harm have not been substantially addressed.

I've named them to the through the HR process with the city and they still haven't even

been addressed.

I'm going to encourage you to really ask the hard questions.

Your time is complete.

Thank you for your comments.

Your time is complete.

Check this out.

No more speakers.

Thank you.

Okay.

All speakers have been heard.

We have covered all of our business from items one through seven.

With that said, we are here by adjourned.