Good morning, everyone.

I like to call our racial equity committee meeting to order at 1101.

Madam Clerk, would you call role to establish quorum?

Yes, thank you, Chair.

Councilmember Talamantes.

Councilmember Garrett.

Running late.

Councilmember Jennings.

And Chair Vane.

Here.

Vice Mayor Talamantes, would you help us lead the land acknowledgement and the Pledge of Allegiance?

Please rise for the opening acknowledgments on our Sacramento's Indigenous People and Tribal Lands.

To the original people of this land, the Nissanan people, the Southern Maidu, Valley and Plains Mewak, Patland Winto peoples, and the people of the Wilton Manteria, 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 together today in the active practice of acknowledgement and appreciation for Sacramento's indigenous people, history, contributions, and lives.

Thank you.

So you pledge.

In the United States of America and do the republic for resistance.

Thank you, Vice Mayor, for leading that.

We have one items, uh one item on consent.

Uh Madam City Clerk, do we have any comments on consent?

Thank you, Chair.

No, we do not.

Okay.

Is there a motion on the floor?

There is.

So moved by coach.

Councilmember Jennings.

Second by the Chair, Mai Vang.

Um would you call the vote?

Councilmember Telemantes.

Councilmember Garrett.

Councilmember Jennings.

Chair Vane.

Yes.

Thank you.

The motion passes.

Thank you so much.

Next item is on the discussion calendar.

Um, just do we're gonna move some items around to um ensure that we have some of our members here to present on item two.

So with that, we'll actually take up item three first.

Um, update on application on budget equity tool on Sacramento Police Department.

Good morning, members of the Racial Equity Committee.

Um, and uh those of you who are online and those of you who are in the chambers.

My name is Ami Zenzelay Barnes, pronouns are she and they.

I serve as the diversity and equity manager of the Office of Diversity and Equity, which is located in the Human Resources Department.

Uh this presentation is a continuing update and conversation and feedback on the efforts of uh city departments and applying the budget equity tool uh that was created in 2023.

The first half of this presentation is just to be a reminder and grounding overview of the budget equity uh tool is development and its purpose and its components.

So that will be a very quick overview.

Uh the second half of the presentation is where the content and the update of the SAC police department and their experience in applying and using the budget equity tool for the fiscal year 2526 on their budget reductions.

And I do wish to extend gratitude to Chief Lester and Lieutenant Sabrina Briggs, who leading the consultation and the work efforts, and also the different personnel of PD who worked on the budget equity tool to inform that work and the presentation that you will see today.

So a brief uh background.

Uh, the budget equity tool was to be a tool to apply and embed equity in our systems of decision-making policies and procedures and practices around decisions around budget reductions.

Um, it is a tool to proactively seek to eliminate inequities and advance equity in budget reductions, help to identify and clarify measurable outcomes for those items that were identified or proposed as budget reductions, and to engage staff and staff teams and decision making uh and decision makers in the decision making process and to understand that process, to inform those decision making processes to maximize benefit and to minimize the burden on vulnerable and historically impacted communities.

Also, the budget equity tool, the goal was to develop mechanisms for successful implementation and evaluation and accountability, not only for current budget reductions, but also for future.

The budget equity tool, just as a reminder, is an equity lens, so it's a series of questions.

It is and was created out of the initiation and thought of this committee for the Racial Equity Committee to start to apply an equity lens to our budget.

And so this phased in approach is where the budget equity tool was created.

It is to affirm and align with the city manager's office budget instructions and strategy around reductions and understanding those the impact and the analysis around the impact.

Was also to affirm and align around council priorities.

There were a couple of years ago, nine priorities that were identified by the council, and so this tool was informed by that.

But we also know recently, the last couple of weeks, there was another prioritization process that the council engaged in.

So as we look at the future fiscal cycle, we want to make sure that the budget equity tool aligns with those identified priorities.

And it's also to provide guidance to council in decision making for your staff teams and how you make decisions.

It's adapted from the 2021 resource report that was developed out of the city of Toledo and the government's Finance Officers Association, and really it centers on how cities can apply an equity lens to budget cuts through two perspectives service impacts and location impacts.

So now a little bit about the overview just to be as a reminder.

Section one was about goal setting, classification around budget and project outcomes.

In this section, decision makers, staff teams were to identify goals and project outcomes of the service or project that was being proposed to be reduced or cut.

Here, clarity of how a service or project connects to city goals, priorities, helps to define the potential reductions impact on different communities.

And in the section two, the first perspective of service impact is explored.

Here, a spending cut could reduce the quality of service that a city delivers.

So here collecting data is key in this step to allow decision makers, staff teams to identify surnergies with existing work and unearth opportunities to reduce the perpetuation of historical or present inequities and faced by certain communities.

And here the data collection is what is present or what data needs to be collected in order to understand the service impacts, and in the section three is designed for the budget equity resource tool to under to help decision makers understand the location impacts.

So here we're wanting the decision maker or staff team to understand the geographic character of the budget cuts or reductions, the impact to vulnerable and already underserved communities and neighborhoods in the city of Sacramento.

And here we offered as in addition to the 311 portals and information and resources that we have in the city, we also offered the Sacramento Equity Explorer Design Tool to help identify three broad definitions of that geographic nature of location impacts.

The first one being citywide, the second one being central location, and the third being mobile program or service.

And then the last section, impacts by demographics, decision makers and staff teams are prompted to document impacts of budget cuts and reductions to mitigate unintended consequences or document impacts for future actions.

And so now I will hand it over to Chief Lester for the remainder of the presentation.

Thank you.

Good morning.

Thanks for having us today.

I'm here to represent the Sacramento Police Department and how we use the budget equity tool when we did our reductions this year.

And I'm here with Lieutenant Sabrina Briggs.

She serves as our executive representative for our city's racial equity committee.

I really have to give her a lot of the credit for putting this together so we could present.

So what we're gonna do is we're gonna outline the equity tool as it relates to the impact of the proposed budget reductions last year to our department.

For the budget, over about 90% of our total budget is allocated to employee costs.

And as you know, all departments were asked to complete a 15% budget reduction exercise last year.

But because the bulk of the PD budget is spent on employees, a reduction of that magnitude significantly affects our ability to be able to provide the people and the staff to deliver essential services to our city.

So today's goal is to present an overview of our BCP reductions and then provide some examples because we're not certainly going to go through all 45 of them today, but what those cuts could mean to our community, how we use the equity tool to determine the impacts of those cuts and the cuts that could disproportionately impact our marginalized and underserved populations.

So last year there were a handful of selected departments that were selected to use the equity tool in conjunction with their cuts.

And then this year the city manager's office asked for volunteer departments to do this, and so I volunteered our department to submit these in addition to our 45 BCPs, which were accompanied, each individual one was accompanied by an equity tool analysis.

And then in parallel, Lieutenant Briggs conducted a comprehensive review of each of those 45 BCPs and the tools that were submitted as part of that exercise.

You know, because we have so many, and again, certainly more than we could cover in this presentation, Lieutenant Briggs did a great job of really consolidating them into six operational categories, and these categories provide a structured framework to evaluate those potential impacts of budget reductions across the department.

So to demonstrate the application, I am going to focus on two specific areas and illustrate how those reductions would result in impacts.

So specifically, we are going to look at traffic safety.

I should have clicked ahead, I'm sorry, traffic safety, and then we're also going to look at personnel, which is important because it includes hiring, training, recruiting, and our youth services.

So I'll start with traffic enforcement and our major MCU team, which is our major collision investigation unit.

The stats are on the screen about how those units are structured and essentially the work that they did.

Several BCPs were submitted related to traffic enforcement.

The motor teams and the investigation unit we know play a critical role in reducing injury and fatal crashes through enforcement, but also education, working with our city engineers, and then through community engagement.

They target high crash areas, they respond to traffic complaints in the community, and they address certainly dangerous sideshow activities which occur throughout the city.

And their work has led to arrests, vehicle impounds, and firearm seizures.

These teams also provide safety during protests and other events, ensuring protection for both demonstrators and motorists.

And unfortunately, Sacramento has some of the highest crash rates among large California cities, but thanks to these units, crashes have actually dropped over 18% and fatalities fell by over 30% last year, compared to the year before.

These units also support DY and hit and run investigations and partner with organizations such as Vision Zero and MAD to improve traffic safety.

We know that without them, these responsibilities that they currently that they currently have would fall to very strained patrol operations and would essentially diminish our citywide effectiveness, and especially impact communities that have high crash areas.

And as a side note, our agency was actually awarded agency of the year by mothers against drunk driving for their extensive efforts in all of these areas.

So we know that a reduction in traffic would significantly impact our ability to address traffic complaints.

Also, last year, the five locations that experienced the highest number of complaints were Consumnus River and Bruceville, which is in District 8, Howe Avenue and Folsom, which was in District 6, Stockton and Fruit Ridge, which is also in District 6, Stockton and 47th in Council District 6, and then Truxel and Gateway Park, which is in Council District 3.

One of the other critical needs I talked about is really just staffing for demonstrations and special events.

You know, we are the capital city, and we have a high number of special events and certainly First Amendment events.

Our traffic teams are often the very first unit to be used to facilitate the safe movement of people, conduct street closures, and implement these very dynamic traffic management plans to route traffic in a dynamic fashion.

And without the ability to use these units, the work would fall to patrol, which would impact our ability to respond.

The reduction or elimination, we know of daytime and nighttime motor teams and the major collision investigation unit would certainly disproportionately affect these underserved communities by reducing traffic enforcement and delaying responses to major collisions.

And eliminating or reducing the teams would likely increase crashes, dangerous driving, and sideshow activity.

So we know that if we were to lose these units, the impact really would be increased road safety risks in neighborhoods that are already vulnerable to limited resources and would certainly decrease opportunities for proactive engagement.

I believe that would result in frustration from our community, which can be measured to a certain extent, but also significantly reduced the visibility of officers in our community, which is a common concern that people have.

On training and personnel, which is the second area that we looked at, and again, there are several BCPs and accompanying equity tools that went with this.

We're going to just talk about the units that are affected.

This division includes our backgrounds division, our recruiting, our advanced officer training division, and that unit was created based on a couple of things best practices and the phase one and two DOJ recommendations.

And these units also include youth services, which encompasses our magnet academies, and we know those magnet academies have a really proven track record of success.

We know that reducing or eliminating background investigations, recruitment, and advanced officer training would lead to delays, certainly in hiring new officers and also in the quality of officers that we hire.

It would hinder our efforts to build and maintain a diverse and qualified police force and limit access to continuing education and certainly specialized training.

These factors I think would certainly weaken effective and accountable policing and ultimately affect public safety and community trust.

The programs that we have that we have really are working, and I benefited from these programs 30 plus years ago, but we have really increased opportunities, I think, for youth to become public servants through some of these programs.

In the past few years, we have seen significant increases in diversity of race and gender in our pipeline and our entry-level programs.

Since 2022, our police academy has an average of 67% diverse or diverse candidates.

And this is versus an average of 55% from 2014 to 2021.

Our student trainee has diversity of about 80%, and our CSO Academy has diversity of about 78.5%, so also close to 80% since we re introduced those programs in 2016 and 2017, respectively.

And these are important pipelines into professional staff careers as well as sworn staff careers.

And I think that the most important thing is that these programs, like they did for me, offer a pathway into entry-level public service positions where you can then grow within your organization.

And we really are trying to represent the communities that we serve, and these programs are ideal examples of how we can do that.

I'd like to touch on our Magnet Academy because I'm so proud of the work that our team does with this.

We've had the Magnet Academy, it was founded in 1990, so it is a long-standing program.

We're now in five high schools.

It's a small but mighty program.

We have five officers and one sergeant there.

But we have had a 100% graduation rate in those programs, and we have over 600 students.

It's an amazing program.

So we had to, I mean, due to the cuts, in order to reach our 15%, we had to submit a BCP to eliminate this program, and I believe had it have been implemented, it would have had a catastrophic impact to this flagship program.

The CJAs serve between about 550 and 650 students annually.

They focus on prevention and intervention for at-risk youth.

The program certainly improves graduation and college attendance rates while providing career and life skills.

We assign police officers, and many people don't know this, but they're actually certified teachers as well.

That's required as part of the program to get your teaching credential, and they are the leaders of these academy.

The officers really play a vital role.

They co-teach, they mentor, they counsel, and they build trust not only with the students but also with the families of these students.

So you're not just reaching the students, but this is, you know, an entire family unit that we're having a positive effect on.

While their involvement is certainly required, and I talk about the involvement of the officers by the California Department of Education to maintain career technical education grant funding.

Without these schools, we would have to either find district resources, which I think are not widely available, or simply close the programs.

And through activities such as college visits, test prep, leadership training, and community service, our CGAs provide really transformative opportunities that promote education, positive behavior, and public service.

And unfortunately, if we had to reduce or eliminate these programs, we just couldn't support the Magnet Academy.

We have proven that this program has successfully provided high school students with educational and activity based opportunities, really do explore their potential.

And what I would love if every magnet school academy student decided to take a job or move into public service, what's really important to me is that we're really creating life skills and educational experiences to help them, you know, become very productive in their adult life.

But I love this program because it creates recruitment pathways for a lot of our low-income and disadvantaged students while offering a lot of activities that promote this community awareness and positive behavior.

And then on to just late, I mean, we're not the only department that's going to talk about this, I'm sure.

You know, a lot of our budget challenges are certainly labor-driven.

We're currently at critical staffing levels and have been for quite a while.

We're certainly trying to address that through creative means, especially technology and leveraging best practices, but I can tell you in September of 2025, we had 42 fewer officers than we did the year prior in September of 24.

Just last month, we had to move to eliminate the regional transit police services contract, which will end at the end of the year, and then Thomas Unified SRO program.

We also eliminated one sergeant out of our force investigations team and one officer.

We've eliminated an officer in internal affairs and eliminated one position on the impact team that's currently vacant, but does support the IMT and citywide efforts to address homelessness.

And then, as you know, recently, as we were preparing for this, we've lost over 60 retired and nuitant positions, and that has really affected our ability to do some of the crucial work that we need to get done to meet some of our legislative mandates.

So ultimately, we know that budget cuts are sometimes necessary.

They certainly risk reversing the progress that we have made towards equitable policing and I think can even unintentionally deepen some of our systemic disparities.

To preserve public safety and community trust, especially in communities that have historically borne the brunt of under or over policing, it is critical that decision makers like us consider the equity implications of funding reductions and certainly prioritizing maintaining services that support and protect all of our city.

And let me see, I'll talk about some, oh gosh, I can I go backwards here we go.

Okay, um we're gonna talk about some challenges because we wanted to talk about this tool specifically and some of the things that we learned.

So, specifically, you know, oh, I'm sorry, let me flip to the next page.

Um we wanted to just kind of talk about where the tool may have been a little bit more difficult for our department to use, and I'm also gonna talk about opportunities as well.

So we found that the budget equity tool sometimes had limited police specific context context.

The tool is pretty general because it has to apply to all of our departments, and it's not specifically tailored for public safety services.

So it made it sometimes difficult to capture the full complexity of our specialty units, which were also listed under BCPs or some of our mandated services that we have to continue to provide.

We also found that quantifying equity impacts can be difficult.

And this comes down to the metric conversation that we often had.

Many of the questions, like what is the measurable reduction in the quality of the service, were sometimes I felt subjective or based on some limited data, especially in areas of prevention or enforcement focused units.

We found that this was very resource intensive.

Certainly, maybe that was unique to our department because we submitted so many, you know, budget change proposals.

But completing a very thorough equity analysis for each of the BCPs was very time consuming and diverted some staff, especially when we had very tight deadlines last year.

We also found that the tool is not able to prioritize mandates.

So there's certain things that we have to do that we really don't have, you know, a lot of say, it's not flexible, and the framework we felt like treated all programs very similarly without waiting for legally required or contractually obligated functions.

So sometimes I think that perception of what was discretionary was sometimes difficult to parse out.

We also found it was difficult sometimes to measure the long-term impacts, such as the consequences of cuts.

They may not be immediately visible and they're hard to factor into short-term budget decisions.

I'm talking about things like how do you measure trust within your community.

When you're talking about recruitment for diversity, if you remember going back to 2008 when we had the big recession, it was a few years later that we laid off our, we had to lay off employees.

And when we did those layoffs, those were our newest hires, which were also often our most diverse hires.

And so sometimes there is like a multi-year component to these.

And then I also felt that there's the potential for inconsistent application.

Now, grant, this was our very first year as department using this tool, but we had the captains that were, I guess, most knowledgeable about those units, use the tool.

So when you have, you know, 10 or 11 people using it, there's just different ways.

And so we found, like, sometimes there was inconsistency between how we, you know, how we detailed those out.

But having said that, I think there's some opportunities, as with all challenges, there's always things that you can look at.

And so this tool really helped to provide, I think, a very structured equity lens.

It prompted us to really explicitly consider how proposed cuts could disproportionately impact marginalized or vulnerable populations, including by race and ethnicity, geography, and certainly access to services.

I felt like including this, especially in our very transparent budget process, helped us to have a consistent documented framework that provided justification for these difficult funding decisions and increased accountability both internally and certainly to the public.

I also felt like it encouraged department-wide awareness.

So engaging various units in the equity analysis process, I felt like it built awareness of systemic disparities and certainly encouraged proactive thinking about how to mitigate unintended consequences of our budget reductions.

Then use of the tool certainly aligns SPD's process with the city of Sacramento's broader DEI and public accountability efforts, reinforces our commitment to equitable service delivery as well.

And then it provided a holistic community impact view by examining the service, the demographics, and the geographic impacts.

The tool ensured that decisions were not made in isolation, but they considered the broader consequences, especially for many of our neighborhoods that don't have as many resources.

And then it helped us to identify risk, areas where service reductions may have unintentionally widened disparities and allowed our leadership team to reprioritize or propose some alternative solutions.

So I'll just end with this.

As we move into this upcoming budget cycle, we're going to continue to evaluate the operational and certainly the community impact of future proposed reductions.

I believe that this process, even though I think that we can certainly improve upon it as we move forward, it certainly in enhanced engagement with our city leadership, our labor groups, and our community organizations.

So we're going to continue to prioritize our reductions based on our core safety principles and legal mandates, and this tool, I believe, will help us to understand the impacts of those proposed reductions, even more than just the budget change proposal, you know, format does.

And then finally, I think that this tool highlight the impacts that budget reductions may have and will help us prioritize those strategies around providing public safety to our city.

So thank you very much for your time today.

I know I've covered a lot, but I appreciate your attention and thank you for letting us volunteer to do this as a department.

Thank you.

Thank you, Chief Lester, and thank you, Ami.

Do I have any comments from my colleagues?

Comments.

No.

Any oh, yeah.

Any public comments?

Thank you, Chair.

No, we do not have any public.

Okay, I think we have uh interim city manager Laney in the queue.

Thank you.

I just want to say thank you to the team and to all of the teams who engaged in this to the teams that are going to engage in it next year.

This is the process of normalizing the use of the tools on a citywide basis.

And the lift will get heavier and heavier for each department as our reductions get bigger and bigger.

But it's important that we understand it and we take a look and we make our decisions on reductions fully informed.

Thanks.

Thank you.

Mayor Pro Tem Eric Era.

Thank you very much, Chair.

Appreciate this.

And I just wanted to say thank you for those who uh worked on the Magnet Academy, particularly the one at Hiram Johnson.

And you know, I think the partnership with both uh police and fire on that uh academy has been great.

It's an area where we wanted to increase the number of recruitments in that in that area.

And uh I still think that uh, you know, in the future, if we can figure out some more of a fluid connection with the Sack State Lex program.

So, you know, SAC Hiram Johnson's is literally, you know, a few minutes away on a bike ride.

And so if we could if we could have a fluid you know program where they're at Hiram Johnson, Lex, and then into our CSO program, it just I think that that would help us on our recruitment and retention.

And it's something that I don't know how it in the in the BET if it if it if that's captured if systems are captured, but in the future I'd like to figure out okay, are is there a way for us to look at the effectiveness of systems like that?

So thank you, Chair.

Thank you.

Uh thank you so much.

I just have some comments and uh maybe uh some suggestions.

So, first just want to say thank you, Ami, and thank you, Chief Lester, really, for this undertaking.

Um, I know that this is a process that we are beginning to implement in every department and really appreciate uh SAC PD stepping up uh with the 45 budget change proposal.

Um, and I know that it was a lot of work, but I just want to say thank you because uh this is an exercise that we're doing with all departments and appreciate you stepping up to that.

And um, thank you for taking it on, and I also recognize that this is a tool, a conversation that I had with Ami and the team, is that it is a tool and that we are constantly updating, pivoting, and making sure that we're making changes necessary to address the unique services for each department because every department is different.

Um, but it does allow us now to actually begin to dive in a little bit deeper, even though acknowledging that it's gonna be hard to capture it all.

So I do appreciate you sharing how uh quantifying the equity impacts can be difficult uh long term, right?

But the fact that we're actually doing this to actually look at our services, the ways in which location, geography, that is important because I think we should be doing that across all of our services.

Um I will say that you know, as a city, um, I know that we have direct services, but we do definitely need more nuanced view of how to cut budgets fairly and equitably, right?

And the only way to do that is actually to begin to have a tool like this, even though it's not perfect, it begins to give us a glimpse.

And um I think this is a good first step.

I think applying an equity lens to budget cuts can help us um make reduction in budgets because we know that we need to do that, but how do we do that in a way that doesn't um doesn't harm communities because we know that's gonna that's we know that we have some tough decisions ahead um and and the decisions we make will impact our our working families, and so um just again, want to say thank you for for taking that step.

Um, I I just wanted to speak on a little bit about um data collection in particular, maybe this is something that can be an additive, not just to the police department but every department as well, um, is that I know that in every department you are all the expert of your service and what you do right and um when I look at the budget tool it you know it's section one is goal setting right um and usually it's department the department that sets those goals because we trust that they are the expert of their um their jobs and um usually we lean in on that and so I I understand that I just wonder if there are opportunities uh in the goal setting um to participate in the goal setting right I know there's a lot of a lot of goals in each department and I say that because um you know community members may have a different take on a goal in a department whether that's PD or parks right um and so I'm just putting that out there to to think about those conversation because goal setting is important and it's usually set by the department but it'd be great to see how the goals are also informed by communities and that's something that I just want to put out there right not an extra to do but something to consider and to think about um and I share that because I I think about I think um Chief Lester you thank you for pulling up around the traffic enforcement and the work that you all do to keep our um community safe you also share that you know if there were cuts in our traffic that geography it would impact D6 in particular you missed out on the items that she mentioned but on how and power in and D3 and in D8 as well and I think that's really important to acknowledge and then we also know that you know historically in low income communities there is a big mistrust in government right not just PD but in government in general um and as a result they may not always call in for service whether that's traffic or any service um and so I just wonder you know when we're considering equity and using data do we also assess like geography of complaints and feedback I just that's just probably something that I'm just curious about as well in terms of services.

Yeah you know um actually we have our five organizational priorities um that we've set and actually service um and how we provide service to the community is one of them and so we've um implemented technology um through our versa term system to get feedback and we actually receive very good feedback lots of times it's not so much about the service that was provided but those friction points that people have with the city and I'll give you an example one of the things that's come up pretty repeatedly is that when somebody needs to make report they don't necessarily want to wait for eight or 10 hours and they need to have better technology and so for the last few years we've been looking to see how we can streamline that process you know we did uh uh implement the mobile police station to try and mobilize our services to get into different communities because we really only have the two public counters that actually had some limited success but it was based on the fact that we thought you know trying to get those services to the community versus having the community have to drive to a police station or you know take public transportation which can be difficult um as well and so when we're talking about metrics and things that we measure if you look at the budget book there's some standing things like officers per thousand those are very easy to measure but I don't know that they do a great job of really in measuring the impacts we've proposed some additional metrics that I would like to see us measure um and you know our system of of CAD and RMS goes back to the early 2000s so kind of like the financial system there's only so much you can do with it but we did just I think counsel for this um we um are implementing the peregrine technology which is essentially a platform to pull data from all of those sources and I'm hoping that with that technology um that looks very promising pulling some additional data and metrics especially making it geographic based thank you if this answer your question it does it does and it's really great that like when there's an incident that there's a process whether it's long or you're trying to shorten it to make it quicker.

I just think yeah I just wanted to offer that um as we're thinking as we're you know at using this tool is to look at other measures of impacts like are there feedback on the service are there um because we're also looking at the impact as well and so I'm just curious in terms of what the community is saying about that service in particular right because the city can say one thing that if we you know for example if we cut back on certain position we won't have the service anymore I want to know on the other end like what is the community response to that like so I think you know I think that should that should uh be you know one indicator of a policy decision making when we're deciding if we're gonna cut something or we're gonna keep something right and this goes not just for PD but like every department right and so I'm thinking about um those data measures as well but but this is really great I think this is a first great step and the fact that SAC PD took this on to actually do this in houses on the 45 BCPs is a great first step because it we're having an opportunity to dive deeper into our services and being more critical about everything we do in the city and so I just want to say thank you for that.

So thank you.

Can I if I can respond just real quickly to the notion of community I think that's where we we're gonna rely on our elected officials to express your priorities as a reflection of your community input because it's it's this lift alone is beyond capacity then to engage I think the community in a meaningful way that's we have to rely on you helping us to do that and reflecting there.

Yeah absolutely and that's why we were elected and I would also say that it'd be good if we had numbers on like are there complaints and feedback about a specific service I think it's good for mayor and council to know what that data is as well.

So um because we're gonna be having to make some tough decisions ahead and so yes it is on the elected officials um as well to hear directly from their communities but if we're collecting data on feedback on service complaints we should be able to have access to that data so we can review it as well as we're determining the budget so um council member Jennings just very quickly um I just want to focus on one thing for a second and then come back and talk about your next steps.

So the Magnet Academy founded in 1990 you know you can do the math and talk about how many years that is five high schools 650 students 14,000 hours of community service so as we go through the next steps and we evaluate the impact of that over what period of time will you evaluate that and come back before this body and tell us the short-term medium-term long term impact of how of the decision to eliminate something like this.

Well in our Magnet Academy we have great data on because we've collected that for a long time and um and because we are uh we do work with California Department of education I think that's a great program where some of our other preventative programs we have a tough time measuring like what do you actually prevent even though we know there's some level of effectiveness I think the challenge for us is going to come down to really two things one you know the police department your your core priority is to respond to 911 calls.

Now we don't want to have that be our only priority because you're not doing preventative things in the community you're not addressing problems before they come to a crisis and I feel that's also the responsibility of not just the police department but the city and a lot of the services that we issue.

So I think our our our difficulty is going to come down to as we continue to cut and cut and cut um there's things that we know are impactful in our community and certainly the budget equity tool um can demonstrate that but there's also this strain with how do you how do you get to those 911 calls?

How do you get to the traffic accident?

And there's things like to um council member Vang's question that we know are friction points for the community you know you hear me talk very frequently about violent crime and crime reduction but I know in everyone's council district and everyone's community it's concerns over homelessness about blight about some of those low lying um I guess public offenses that are very important but the as we continue to re reduce services it really impacts our ability to get to those calls and address those issues that are of great importance to our community.

So I think that's gonna be the challenge and I don't think that's a surprise to anyone trying to figure out like what are your key key um you know priorities um what can't you be doing?

So the way I think we look at it is some some of these things will need to be retooled.

There may be some other opportunities out there.

I'm obviously um a big supporter of alt response and doing what DCR does to fill some of those gaps.

I think we just need to be very creative as we move into the future.

Just one more thing that I want to I'd like to make sure we get as we go forward in this.

Of all those students who participated in this year over year over year over year, how many of those students then come into the department in order to respond to the crime that we have?

I'll have to get you those numbers because I don't have them offhand.

They're not as as high as you would think, right?

We um it's a partial pipeline.

We do have a lot of student trainees coming into our program from the Magnet Academies.

Um but you know, what we we feel is even if you don't come to maybe the city of Sacramento necessarily, are you well prepared to be effective as an adult?

Have we given you some of those skills that maybe you wouldn't have gotten in a traditional school program?

So I think that's really the effectiveness of the program.

I would love for all these kids to want to become dispatchers or record supervisors or police officers, um, but that's not really the reality.

I don't think that negates the positive impact that those programs have on our youth, though.

Totally agree, but we just need to know how many do that and what's the impact of not having that program in order for them to be able to pick that as a career or potential career.

So I know I just I'm I'm looking at this next steps, and I'm trying to figure out over what period of time will we come back and hear what the impact is of the next steps that she's outlined here.

And I'm asking our body is this coming back to us or does it come back to the full council.

Is the question is when do we see this again?

And how do we?

Because you're gonna see this again each and every year.

We are starting our 27.

Oh, that's a terrifying thought to say that out loud.

Budget process.

And so the police department will engage in this all over again with another however many budget change proposals they develop.

Um it will be part of the material that you all receive in probably March.

I'm gonna look back at Pete and see if that's a nod.

Um, so you will have the list of proposed reductions, you will have the equity tools that partner with them.

Um we will be having that conversation with council so that when you come into budget, you will be able to compare what was selected as part of a reduction for the proposed budget and what wasn't, and you can look at all of those tools and all of those impacts and all of the things that were considered before a decision was made to put that in the proposal for your consideration about whether that remains and/or if it gets swapped out.

And so I am sure that Chief Lester can provide you kind of updated information as they go through their data on you know who ultimately became an employee of the police department or the people who and we can do that off agenda as part of a memo back, and or reports on discrete programs back to this committee.

But the equity tool is meant to be an iterative process that begins anew every single year.

And if I could add to that, um I know that we come in front of this body, you know, with our list of budget change proposals, but as a department head, I have to also prioritize.

So this is our first year of using the equity tool, and I've always thought when we're talking about developing programs, or unfortunately, in you know, situation where we have to cut programs trying to minimize the impacts, and I also have a difficult time measuring some of these impacts.

So this has been an ongoing process within our department.

This was the first year that we used the equity tool.

There's some things I would do differently, and we've worked with Ami and her team to kind of learn.

So as we move into this next year, there's some additional data points I think that we can include that will help me as a department head make those decisions.

Now, certainly I'm gonna submit those to our city management team.

Um, and it's you know, not my sole decision, but it's a very helpful tool for us when you're looking at trying to measure the impacts.

And so um, you know, our data sometimes is tough.

We're getting some good technology, and I think that's gonna be a game changer for us moving forward, and we've already submitted to Peter and his team some some metrics just overall on the budget that I would like to see change because when you know, I'm I'm often asked like what is the effectiveness of the program, and we're talking about public safety.

There's a lot of opinions on what you know is public safety, and I think, um, none of them are necessarily wrong.

It's just trying to pick and choose the best ones when you can't afford to do everything.

And I and I appreciate that, and I'll I'll stop here.

But what you have in the four next steps, and I know there are more, but there are four that you've put here.

They don't have a timeline and they don't have a destination as to how I can as a council member follow each one of those steps in order to be able to make decisions moving forward.

And so that's what's missing for me, and that's why I asked the question is where how will this come back to us as council members so we can make informed decisions as well.

That's a good question because you know, often I think we look at this as like a year-to-year process, right?

We look at this current year only versus the next two, three, four or five years, and it's playing that long game.

I think that we're all going to have to.

I don't disagree with you.

I think when we're talking about the BCPs and the budget equity tool, we are looking at this year, and then moving on.

I always am thinking about learning long-term impacts.

Maybe that's some additional data that we can include, because I think we certainly have some flexibility as department heads to include that.

I I do think that each of these steps is going to at least the first three, the one in red is something that we have to um work on how we this is really like what happens after the reduction is made.

After remember, this is a tool to evaluate a budget proposal theoretically, it's putting money in or taking money out.

And then you're saying what are the impacts to those programs and services once we've done that.

And that's not necessarily something that we have we have like uh the it's not the right cut and run, but we've always been moving on to the very next thing, right?

And so measuring that over time.

But each of these first three steps is gonna happen on the natural, and as we refine our data sets and we continue to uh collect that data over time.

I think we'll start to see the that measurable uh impacts um and and then strategies to address as we go.

And that will it be iterative every single year, it will come back at budget time.

Okay, thank you.

I think that's it.

Thank you so much, Chief.

Appreciate it.

Thank you so much.

Okay, next, there was no comments on this item, right?

Okay, next item.

We're gonna move item two back up.

That's the update on the Sacramento Center on Racial Equity and the Score Initiative.

Do we have folks here?

Yes, hello everyone.

Good.

I was like, what time is it?

Good morning, still.

My name is Kao Yi Tao, and I am a member of the Racial Equity Alliance here to provide uh a few updates on behalf of the Racial Equity Alliance.

Um the last time that we shared space together was in July.

So uh I'm glad that we are um really reconnecting on what has been happening around the school or work plan and the process.

And first, just want to affirm that the racial equity alliance, we are here, we are committed to this work to make sure that the score work plan is developed, centering our community and will be successful, especially as we look at um what is to come uh in the new year.

We can since July we've continued to meet bi-weekly as a racial equity alliance.

We continue to also meet with the in the trio space.

We also are involved in different subcommittees.

We have planned, um, we recently planned uh and held a strategizing retreat in September so that we as a group can really take a deep dive into the score work plan.

And so again, just reaffirming that as a community body, we this work is crucial uh to the important decisions that we'll also be making as a city.

Secondly, I want to affirm our support for the Office of Diversity, Equity, and Inclusion.

I want to give a shout out to Ami, Larissa, and Armando who have been responsive to us throughout the process.

Even beyond the true space, where we are where it is a standing meeting, they've been responsive to our questions, made space to huddle with us outside of those meetings, and so we appreciate their work with us, and it really reflects the partnership that we have been building with the city.

Recently at the through the county's Thrive Summit, we had a chance to also uplift our partnership with the city.

So we are glad that other communities across the county are learning from this partnership and this process, and um grateful that Mayor Protangura was also able to be part of that panel as well.

My third update for you all is that the Racial Equity Alliance will be meeting with ODE uh in November to further refine the work plan based on the recommendations that we compiled.

And this to us uh is important because this work plan is comprehensive and there are many layers, and we are I believe that we are all on the same page around making sure that what we put out into community is strong and reflects our shared vision for racial equity in the city.

Uh last but not least, um, our update um is that we are continuing, um, besides the work that we are doing, focused on the score work plan, as community advocates and leaders in racial equity, we continue to follow the developments of the city that impact the development and success of the score work plan and of the racial equity resolution.

We're we're really excited to work with our new appointed city manager, Marikesha Smith, who, as you all know, is the first black woman to serve as city manager in our in our city.

At the same time, we are alarmed with the sudden departure of Dr.

Letitia Watson, who is the former director of the Office of Public Safety Accountability, and this is the body that is charged with investigating community complaints against the police on the fire department.

Um city leaders like Dr.

Letitia Watson have created tangible impacts around racial equity for our city, like the uh dramatic reduction in illegal search and seizures.

I know we know that as a city council body, you're not able to comment on Dr.

Watson's departure.

Um, but even so, with this being the racial equity committee, we feel that it is appropriate for us to name this concern as a community, and for you all to confirm to affirm your commitment to protecting our black trans queer woman.

Our black trans core women are not only the most impacted by systemic injustices, like in the resolution when we talk about health to housing to economic opportunity.

They're not just the most impacted, but they are the leaders on the front line pushing and steering this work forward, and so as a community body for us, it's important that the city not only hires these leaders but also protects them and retains them because their vision and their work in this is crucial.

That is all for my updates.

Thank you.

Thank you, Gaoy.

Um, and thank you so much for just the score update initiative.

Really great to hear the progress that has been made with the alliance and the ODE staff.

Um, I know that we are on a path to getting the SCORE work plan done so that we can begin to implement the racial equity resolution and phases.

Um, so just really great that y'all are meeting outside of the trio meetings, and the trio meeting just for my colleagues, if you don't know what the trio meetings are, that's literally ODE.

That's the Alliance, ODE uh interim city manager, um, the alliance and our council office and also mayor staff as well now in that space.

Um, and so we meet, they meet on an ongoing basis to talk about updates to the score work plan, how do we better partner community and city, and so it's really great to see that happening, and I'm really hopeful about that.

Um I just want to reaffirm you know, we can't speak about um what the from Dr.

Watson.

I I know that you brought that up, and I just want to speak that uh, you know, I just want to reaffirm that that is a priority.

I would say to my colleagues as well that we do everything we can to protect and retain all of our workers here.

Um, and that there's been some great changes that has been made under her leadership, and so those are the comments that I have.

Um, but I just want to say I hear the alliance and I appreciate you stepping forward uh to share your thoughts on that.

So thank you.

Mayor Pro Tangera.

Yeah, thank you.

I just wanted to again thanks for the update and also thank uh more weather for uh her participation in the Thrive Summit.

And after the conversation, it was it was enlightening to hear so many people from the county saying, you know, how much work has come out of this collective body, obviously, not I wouldn't say from the diocese specifically, but from the trio meeting.

Yeah, the trio meetings.

It's true.

And that and that uh, you know, uh afterwards, because sometimes you you go to give a presentation and you wonder how much information they know.

Uh but uh it was uh it was great to hear so much engagement afterwards.

Uh so I want to thank you for being and participating in that and highlight that effort manager.

Thank you.

Thank you so much.

Do we have any comments on this item?

Thank you, Chair.

No, we do not.

No comments.

Okay, thank you so much to the Alliance member for your update.

Um, the last item that we have, um, saving the best for last.

You're all the best, but you know, this one uh disability advisory commission recommendation for advancing disability inclusion and city equity initiatives.

Hello, everyone.

My name is Stephanie Seiss.

I'm an assistant engineer with the public works department, and I support the Disability Advisory Commission and the preparation of the annual report and the work plan.

And I am pleased to bring forward this item today as a result of the commission's work on the 2024 annual report recommendations, and with me is Commissioner Alex Greenbump, who will speak more on this topic.

Good morning.

Hi.

Uh thank you for having us.

Uh you know, disability is a universal human experience, transcending race, age, life circumstances, socioeconomic status, and really every community across the world.

Um, therefore, accessibility in Sacramento's beautiful melting pot should be integrated in the Racial Equity Committee's work and the SAC City Council's um policy making and um community engagement.

Um so I thank you very much for having us here today to present to you.

I think that opening this line of communication between the DAC and the Racial Equity Committee is um you know an important step.

Um I'm grateful for that.

So thank you.

As part of um the city's ongoing commitment to fostering a more inclusive and equitable environment.

Uh the DAC's 2023 annual report was whereas reaffirmed and carried into the 2024 annual report.

These recommendations aim to ensure that individuals with disabilities, both observable and non-observable, are meaningfully included in the city's diversity, equity, inclusion, and belonging efforts and initiatives.

First, the city's mandatory DEIB training for elective elected officials, council staff and appointed officers, should be updated to incorporate comprehensive disability awareness and etiquette content.

This includes guidance on using respectful non-ableist language, such as people first and third person um terminology, and training on self-description practices to support inclusivity and accessibility in meetings.

These updates will certainly foster a deeper understanding of disability inclusion and promote respectful engagement across all levels of city leadership.

Additionally, uh the city's uh race and gender equity action plan, along with the future DEIB plans, we asked to be revised to explicitly include the experiences and needs of individuals with disabilities.

Uh recognizing disability as a critical dimension of identity ensures that equity initiatives are truly reflective of the full diversity within the community.

Finally, um the um we recommend that uh as such that well, this presentation focuses on the intersexuality of disability with race and gender and offers insights that can inform and strengthen the city's broader DEIB strategies and initiatives and the council's policy making.

By centering the voices, voices, those with lived experience, the city can take meaningful steps towards inclusive policy making.

Commission's 2024 recommendation carried forward from 2023.

Updating, and that's what I had just spoke about, updating the city's DEIB training, really, is I think an important step into when we have that level of inclusivity and accessibility at that at high level, then we can begin to um you know filter down and it becomes part and parcel of policy making, really.

Umward, I'm I also wanted to point out that um Brandy Son Void, she's a former commissioner on the disability advisory commission.

She's here with us today too.

She's also with our chair.

Um she served on the commission for nine years.

Um her and myself, you know, if you have any questions, we're here.

And again, thank you for allowing us here.

And I think that you know, as we meet forward, um, I hope that this isn't the first, you know, we can come back and speak to you as well.

Thank you very much.

Um, do we have any comments from my colleagues or comments from the public before any comments?

Yeah, I'll start with public comments.

Thank you, Chair.

We have one comment.

Um, Brandy Susan Boyd, please.

Still good morning, good afternoon.

Um, my name is Brandi Tuzon Boyd, and I had the honor of serving on the city's disabilities advisory commission for nine years, and I'm truly grateful for this opportunity to speak to you guys today.

Um, I'd like to begin by thanking the Racial Equity Committee for inviting the DAC to present and engage in this important dialogue and the and for the support of council members Vang and Talamantes over the years.

When the city discusses diversity, equity, and inclusion, disability is often forgotten during the conversation.

The DACS recommendations shared today recognize that true inclusion requires continuous effort and action.

A true change in the city's culture.

One of DAC's recommendations in its 2024 annual report, which was carried forward from 2023, calls for an update to the city's mandatory diversity, equity, inclusion, and belonging training for elected officials, council staff, and appointed officers, including disability awareness and etiquette as well as training on first person and person first, sorry, and third person language can help ensure that all city representatives are equipped to foster inclusive and accessible meetings and spaces that not only reflect but lift up the dignity and the rights of people with disabilities.

The second recommendation also carried forward from 2023 requests that the city's race and gender equity action plan and any future DEI plans be updated to explicitly include individuals with both observable and non-observable disabilities.

It is really essential that we expand our focus to recognize the diverse needs of our disabled community, ensuring that no one is left behind in our city's efforts to achieve equity.

And finally, um, the chair did or the previous speaker didn't speak to this, but I also would like to request that the Racial Equity Committee's support the DACS proposal to establish a citywide ADA coordinator similar to the citywide language access coordinator.

This position could be instrumental in supporting these initiatives, helping implement recommendations and ensuring that the city maintains a culture of inclusion for all of our brothers and sisters with visible and invisible disabilities.

Let's work together to create a more inclusive, accessible, and equitable city for everyone.

Thank you again.

Thank you, Chair.

That's all the comments.

Thank you so much.

Do we have any comments from my colleagues?

Okay, interim city manager, yes.

Um, I just want to um and I mean confirmed that phase two of the mandatory DEIB training does include disability, as well as when we come upon the need for phase one, which we will, with the new city manager coming on board to go through that, will include also disability.

So know that that's happening already.

Okay, that's great.

Um first, uh, Mayor Pro Tem Garrett, go ahead.

So I just I wanted to call and highlight the recommendation to recognize both observable and non-observable disabilities.

I think that many times is uh is overlooked.

I think there's a there's a stereotype or impression about what is a disability and and uh it it doesn't really address the full scope of what we're trying to achieve.

I think some of those uh points were brought up by when AERP showed up uh and part of our plan to make an all all um uh age all-inclusive city as well.

And so uh, and I it's great to hear that comment uh being brought up and recommendation brought forward again.

So thank you, Chair.

Thank you.

Um, just a few comments.

First, I want to thank Sylvia.

Is it Sylvia?

Yeah, hi, Alex.

Oh, I think around the back, so we have my fire chair.

Chair wasn't able to make it, okay.

Well, thank you.

Well, thank you so much for being here today to represent the entire commission and Brandy.

Thank you for your many years of service on the DAC.

And I also see uh my commissioner in the audience as well, Jacqueline as well.

Um, just wanted to acknowledge all of the three of you for your great work um on the commission.

Um, and that uh, you know, I I do take the commission's recommendation really seriously, and one of the recommendations was uh to have you all come here to the racial equity um committee to actually share your recommendations on what we can do to to move some of your items forward.

I know oftentimes these recommendations uh go through the PNP and then it comes to the full council and we take a vote on it, but it's really up to the council to act on it.

Um, but there were key items in the recommendation that uh definitely uh fall within the racial equity committee, and we wanted to commit to that.

So, one making sure that you all do get an opportunity to come here and to present to the racial equity committee.

Um so we did that, but not just a checkoff box.

I want to make sure that there is actually follow-up, and so great to hear because I'm looking at three ask.

Uh great to hear that for the DEIB training uh regarding third person language and fostering inclusive spaces that we're gonna include that in the RFP to make sure that as new mayor and council comes in, um, that that is part of the um the DEIB training.

Um, I know because of Brown Act, we usually do three and three and three, and so um that will be incorporated based on whoever takes whoever gets accepted for the RFP, right?

Um, and so if you all know folks, once that RP goes out, I would encourage you to also reach out to you know companies to say, hey, there's a DIB training that's out there right now that the mayor and council is looking for.

So definitely this is a partnership, so I also wanted to offer that to all of you as well.

Um, in terms of the city gender, uh, race and gender plan, making sure that we include observable and non-observable disability.

I don't know if Ami wants to speak to that.

I know that we're working.

I mean, if Ami wanted to speak to any of the work that we're currently doing on that piece, and then I'll then I'll speak on the third item item, which is the DAC proposal citywide ADA coordinator.

Yeah.

Well, I think um currently, uh we just had our equity team convening in September of all the department equity teams.

Um, and there we did a deep dive and incorporation and educative uh educative convening around the results-based accountability framework.

That's the framework that um we are going to be using in order to develop measurable outcomes from each of the departments.

So each department went through a prioritization of those performance measures.

Um so we're still forming um the race, gender and equity action plan concluded its first reiteration in 2025, which we're at the end of 2025.

So we will begin to reimagine what the race, gender, and equity action plan looks like with this new framework, still drawing from GARE's theory of change, visualize, normalize, organize, operationalize.

And so I think this is a great opportunity to align it with also the work of the score initiative and have those conversations with care holders, including the disability advisory commission around how could that be incorporated in the more citywide racial equity action plan, but also the internal one as as it stands now.

So we're really in this next year or two really kind of reimagining what that plan looks like and aligning it to the work of SCORE as well.

That's I hope it gives you that in a nutshell.

Yeah, no, Ami, that's really great because that means that there are ample opportunities to actually shape the work that the alliance is doing with ODE in terms of creating the score work plan and ensuring that the score work plan also makes sure that we're including the um the voices of DAC.

So I think that we're still like at the beginning of this.

So I'm looking at Gaunty right now, and I'm looking at Brandy and all the commissioners that hopefully y'all can connect after this, because that is going to be critical in the work that we do.

Um and I think that yeah, shaping that school work plan, making sure that those voices, all of the voices are included is gonna be about most important.

So I think that's really great.

Um, on the third piece, um, on the support for a DAC proposal citywide ADA coordinator.

Um, I can only speak for myself uh as an individual, but that I do support that.

As you all know, we are um in the middle of a, you know, we we have some tough budget decisions ahead, right?

And so um I can only speak to that as an individual, and that I would just encourage you to continue to speak to other uh council members as we're going through the budget process, right?

Um, that you continue just to be a voice and to continue advocating for that.

Um, and so I don't know that those are my comments on that in particular.

I think it is very helpful when you have one individual.

I mean, using, for example, language access coordinator, where their sole focus is really ensuring that our city services is, you know, that that we're reading reaching all of our uh our limited English uh speakers in the city.

I mean, that's a job in itself, right?

And I I think this position would be really beneficial to the city.

Again, it is a it is a budget policy decision that the mayor and council has to um debate and and discuss among all the various priorities, and so um I leave that to the full council to discuss, but I appreciate you bringing it up as one of the recommendations because it has been in DAC's recommendation for several years, so just wanted to acknowledge that.

Um, those are my comments, and I see Vice Mayor Talamontis in the queue.

Thank you, Chair.

Uh, to our city manager, just I know I know hiring the language access coordinator has been such a huge accomplishment, I think, for the city council, and thank you guys for your leadership on it.

Um, how does this position interface with the disabilities advisory commission?

Because I feel like they they are connected in many ways, and so is there a work plan for it for us to start measuring the success and kind of what we hope to achieve with it?

Around uh just clarifying language access as it reaches the coordinator position with the disabilities advisory commission is it will because there's a law that we have to subscribe to around accessibility and ADA and language access and access in general, so all of that's gonna come together.

We have a working team with HR IT.

Do you remember who I have a memo, right?

Because we're gonna send a memo out today, you're gonna get an email on all of this.

Um, talking about we have a working group in order to ensure that we're implementing the plan, and I'm sure that our language access coordinator will be brought in as part of that implementation to ensure that we are consistent with the legal requirement to be accessible in our communications.

Okay.

Yeah, I guess for me on these recommendations, obviously, we're hitting a budget deficit, and it's tough to to add on positions at this time while we're cutting back positions and just trying to prevent any layoffs from happening.

So for me, in my head, I'm kind of like okay, well, how do we successfully implement these recommendations with the capacity that we currently have?

Um, because I just want to make sure that we're just pragmatic in this approach because I believe in this mission, but I'm also understanding that you know we're pretty limited.

Um, and that's one thing that I think that through our like, you know, whether it's like planning department or other departments, like you know, infrastructure transportation department, ADA needs to be embedded along the process, because a lot of times what happens is a project gets completed.

Then I'm connecting with Brandy who used to be our commissioner for Nathomas, saying, Oh boy, we missed the mark here heavily, and then we have to go back into a project to undo it or to fix it, which then in return costs more money at the end of the day.

And so for me, it's it's kind of like how do we embed it in how and how we do process and policies now?

And so I think uh I'd love to work with the commission to to figure that out and how we can do it within the budget that we currently have, the programs that we currently have, but make sure that your voices are heard along the way, not just at the end when something gets completed.

Okay, thank you so much, Vice Mayor Talamantes.

I believe those are all the items on the agenda.

Do we have any comments from colleagues?

Mayor Pro Tem Ariguera.

Yeah, I think um, you know, I'm not um maybe if we could uh either at the mid year or coming soon, I'd like to get an update on uh from some of our uh fuel network partners on uh uh some of the pressing issues and the services, and I know a lot of the other partners that are associated with the fuel network have faced uh federal reduction cuts.

Um I believe, you know, refugee services that are normally funded through CETA are are facing major uh funding reduction cuts and so um I think if we could uh identify uh the right uh the timing of conversation on how to bring this issue to our city.

Obviously, you know, the the need is not just within the city, it's within the entire county.

So um I'd like to I'd like to find some time for staff to maybe work with SETA or and our team to to figure out how we bring that conversation to the racial equity committee.

Okay, that's great.

I'll make a note of that.

I'm looking at my staff to make a note of that as a potential agenda item, and we'll work on that.

Um any other items.

I just have one um item and it's regarding the DEIB training.

I know that we are in phase two.

I just want to acknowledge that there's been a lot of work uh to get us to this moment, um, a lot of action taking place to actually create an RFP, and we are in the final steps to actually get it out there and uh um and it seems like we need to have a process uh and an agreement on how we actually move forward and make that happen.

Um and so um I don't I know that the update is that we finished the RFP and now it's just the next step.

Um, and so I just have direction for um staff in particular.

Uh Vice Chair Jennings and I would like to meet with um the city clerk's office and the city manager's office and ODE to figure out uh what that process is, um just so that we have clarity on on our end as well, and so just wanted to provide that direction if staff can work on coordinating a meeting with both city clerk and city manager and ODE's office to figure out process because um the DIB training is something new that we voted to put on ourselves to do, but we want to make sure that um we're moving this um item along and so just want to to provide direction on that.

So I don't know if you have any comments on that, uh, Councilmember Jennings.

I couldn't have said it better.

So we do want to have a process to move it forward, and I think bringing that meeting together will allow us to do so.

Sounds great.

Okay, those are all my only comments.

Um I think that is it.

Meeting is adjourned at 12 15.

Thank you so much, everyone.

Um, I have to go to the community, and uh,