Good morning.

The time is now 9 01 a.m.

on Tuesday, August 26th, and the City of San Antonio budget work session has called to order.

Madam Clerk, please call the roll.

Councilmember Corps.

Councilmember Castillo Anguiano.

Present.

Councilmember Via Gran.

Here.

Councilmember Mungia.

President.

Councilmember Castillo.

Councilmember Galvan.

Councilmember Aldereta Gavito.

Here.

Councilmember Meza Gonzalez.

Councilmember Spears.

Councilmember White.

Mayor Jones.

Here.

Thank you.

Mayor, we have quorum.

Thank you, Madam Clerk.

This meeting is to hear about budgets for human services, health, and library departments.

Eric, are you ready to begin the staff presentations?

Yes, ma'am.

Good morning, Mayor and Council.

We'll start with a Melody, transition to Claude, and then Sukrete will wrap us up this morning.

Just a reminder this is the morning session.

We do have a session this afternoon with three other departments.

No.

Ma'am, would you lean into the mic?

Thanks.

There it is.

Better.

Thank you.

Okay.

All right.

All right.

So I look forward to your questions after the presentations.

But before I get started, I want to introduce Jessica Dovellina, Deputy Human Services Director.

Patrick Steck, Assistant Human Services Director for 34 more days until he transitions to the Homeless Services and Strategy Department as assistant director there.

And Rebecca Flores, Human Services Education Program Administrator.

So this morning, I will share an overview of the department and the fiscal year 26 proposed budget by program services.

I'll also provide recommendations from the comprehensive budget review, a preview of our priorities for fiscal year 26, and a briefing and next steps for an updated delegate agency process.

And so human services focus for FY 2026 is working upstream and beyond to prevent the kind of negative outcomes that we know leads to homelessness, justice involvement, family violence, and other adverse events.

To do this, we provide a wide range of programs and services supporting vulnerable populations, shown here by Course Strategy Area.

We get to work with 3,700 children and their families each year through our head start and early head start programs.

Our youth success programs include next level youth opportunity center, ambassador internship program, and youth commissions to help strengthen low-income families.

We provide emergency utility assistance, volunteer income tax assistance, and one-on-one financial counseling.

And that those programs serve almost 50,000 individuals and families annually.

Older adult programs are offered at comprehensive senior centers and part-time nutrition sites to provide nutritious meals and a range of programs promoting health, social interaction, education, and financial stability.

Investments in nonprofit delegate agency support our direct services and city priorities.

So this chart shows human services budget history since fiscal year 2019, broken down by general fund, delegate agency funding and grants.

DHS general fund increased by 12 million dollars from 2019 to 2025, and funding for delegate agencies increased by 4 million.

The reduction in general fund for fiscal year 2026 reflects the transition of DHS homeless services to the new homeless services and strategy department.

A significant portion of our funding came from federal and state grants over this period and is about half of our funding in 2026.

This chart does not include the Child Care Services Grant Program historically managed by DHS.

The program moves to a new grantee on October 1st, and we are working with Workforce Solutions Alamo to ensure that there is no impact to child care providers and families who depend on the program to work.

So Human Services FY26 proposed budget of 95.9 million includes 42.4 million from the general fund for program services, operations, and DHS delegate agencies.

52.4 million from federal and state grants with a personnel complement of 350 dedicated and skilled employees.

The chart on the right shows the breakdown of funding by course service, area with children's services making up more than half of the department's budget through federal grants.

The remaining 49%, including senior services, youth success, and operations is primarily supported by the general fund.

What isn't in the chart is the value of our collaborations and partnerships.

DHS doesn't do anything alone.

Dozens of community and government partners help us achieve our goals and also extend our reach into the community.

Head start programs partner with Edgewood and San Antonio school districts and six nonprofit child care providers to provide high quality early education, health, and family services to 3,330 children six weeks to five years of age every day.

Head start primarily serves families below 130% of the federal poverty threshold and prioritizes children with disabilities, unhoused military families, and parents who are working or going to school.

Raising the quality of child care centers directly correlates to stronger outcomes for children.

Human services through Workforce Solutions Alamo will continue administering the Child Care Quality Initiatives grant.

Trained mentors work with child care centers in the 13 County Workforce Region to achieve Texas Rising STAR accreditation and to increase the TRS quality level for others.

As far as youth initiatives, the Youth Success Division serves almost 700 youth and young adults, prioritizing education, career development through training, college, or military.

The comprehensive budget review process recommends transitioning project worth from health to DHS Youth Success Team to align youth resources and enhance youth experience.

If approved, our first step will be to engage staff and youth participants in strategic planning for the program moving forward.

Led by our human services education administrator, we have the capacity and expertise to integrate Project Worth into our continuum of services.

And next level opportunity youth center serves vulnerable young adults who are not working and not in school.

Over half of our participants lack a high school credential, and many are near or experiencing homelessness and criminal justice involvement.

DHS works in partnership with communities and schools and Goodwill and many other nonprofits to connect them to education and work.

We anticipate more than 100 youth and young adults in the program will achieve their diploma or employment this year.

And we support the San Antonio Youth Commission and Higher Education Student Advisory Board.

Some of you attended the Youth Budget Town Hall this weekend, which was started and led by these commissions to amplify youth voice and city programs.

We strengthen families by supporting residents in their path to financial stability, ensuring access to critical benefits, and assisting with pathways to employment.

These are aimed at achieving greater self-sufficiency and long-term stability.

Financial counseling services we provide include credit, budgeting, and debt reduction.

Our goal for this coming year is to help participants reduce at least 1.4 million in debt.

We are also expanding services around legacy planning and legal support, new grants from the Cities for Financial Empowerment Fund, build on efforts to help low-income residents navigate wills, advance directives, and titles to protect their assets.

And we will continue to provide emergency CPS bill assistance to low-income ratepayers.

With eligibility now expanded to 150% of the federal poverty level, we anticipate serving 22,000 households.

DHS is enhancing older adult investments in 2026 to improve outcomes and financial stability through access to extended hours at 12 comprehensive senior centers.

Earlier this year, we coordinated with adult protective services to develop training for city employees on how to identify and report elder abuse.

The initial training pilot included 10 departments with 6,800 city staff completing the training to date.

In fiscal year 26, we will launch the training to all city departments and employees.

This program was the first of its kind in Texas and has been recognized by Adult Protective Services as a statewide model.

Specialized financial counselors help older older adults in financial crisis.

Education on fraud and abuse and scams encourage seniors who have been targeted to come forward for assistance.

We work closely with local providers, SAPD, and the Elder Fraud and Exploitation Task Force to resolve these cases as needed.

And we are also working to expand participation in the SAVES program, which provides property tax assistance for seniors who volunteer at our senior centers.

And we are expanding our network of partnerships with local, state, and national organizations to provide best in class services to our seniors.

Today, our programs are offered through 12 comprehensive senior centers, and including 11 centers that are accredited through the National Council on Aging.

We have four part-time city operated sites and 28 partner operated part-time sites that participate in our meal program and other initiatives.

An array of programs include fitness, health screenings, computer classes, arts, noon meals, nutrition education, and of course bingo.

In 2026, we will fully implement new transportation route software to help us optimize routes, increase transportation capacity, and reduce the amount of time that seniors have to spend riding on the bus.

And just briefly, we will be working with the Capital Delivery Department and Community Stakeholders throughout 2026 to complete and reopen three centers in 2027.

These include the renovated Ella Austin Community Center in May of 2027, the expanded West End Senior Center in July of 2027, and the new Kenwood Community Center also in July.

The CBR team reviewed legally required services, budgets, staffing growth, and program results.

Based on the review, the CBR recommended streamlining youth services by transitioning programming from health to DHS to align and enhance youth experience, implementing $683,000 in efficiencies for 2026 by right-sizing program budgets and eliminating duplicative funding efforts.

These reductions will have no impact on service levels.

Restructuring the delegate agency funding process to provide greater clarity and transparency related to funding priorities and reducing the funding pool by $500,000.

Identifying potential fiscal year 2027 efficiencies by transferring 206 participants from four city operated part-time nutrition sites with low attendance that are and those that are close to comprehensive senior centers with more robust programming.

Since fiscal year 2020, the city through the Human Services Department has issued a consolidated funding process, combining multiple funding sources and departments to invest in local programs that support departments, services, and city priorities.

Following award human services works closely with awarded agencies to negotiate and execute contracts and performance agreements.

Once executed, we monitor program results along with expenditures over the fiscal year.

These results can be reached through the QR code that's on the slide.

Currently, contracts are awarded for a two-year term with the second year based on funding availability and performance.

This budget slide reflects the total general and grant fund delegate agency budget of 24.38 million by our four long-term outcomes.

The fiscal year 2026 proposed budget includes designated funding to eight agencies for a 12-month term aligned with the adopted budget process.

It also extends contracts to 40 agencies that were competitively funded for an eight-month term.

We plan to clarify the funding process through a number of strategies.

The first is separating designated and competitive funding processes to provide that greater transparency regarding the actual available funding pool.

Of the eight agencies recommended to be designated in fiscal year 26, seven provide essential services that support city programs and service levels.

These include five school districts that provide after school programming for 6200 students, the Center for Health Care Services, providing sobering and minor medical services for individuals in police custody, and Haven for Hope, the community's largest homeless provider.

One agency, a partnership, is also recommended for designated funding in fiscal year 26.

UP provides discretionary services that support community needs and city priorities.

The 40 agencies that are proposed to receive an eight-month contract extension include agencies providing essential services, like those that support programming at our senior centers, as well as agencies that provide discretionary services that address city priorities across the community.

As an example, in fiscal year 2025, $2.4 million was allocated for older adult programs in our comprehensive senior centers.

That funding is essential to our work at the centers, and a reduction to funding would impact in that category would reduce programming at the centers.

The second step is expanding engagement with funded agencies, community stakeholders, and local funders, including publishing a soup to nuts policy document that provides clarity on the process for agencies that are interested in current and future funding opportunities, and then leveraging ongoing community engagement efforts by the city and other local funders.

Third, we want to improve internal and external alignment by standardizing performance measures across funding priorities and local funders, reduce the number of metrics collected, focusing on the important data that is needed to demonstrate impact and reduce administrative burden.

And another option we've discussed is exploring the feasibility and benefits of outsourcing discretionary funding to a local funder aligned with their investments.

Lastly, we are proposing to establish a four-year contract term that would allow us to better understand the impact of funding and provide agencies with a longer term commitment.

In terms of the competitive funding timeline, we're proposing following budget adoption.

We will return to city council B session in October for additional policy direction on the changes we are recommending today.

And then follow with community engagement sessions in November to inform and gather input from agencies, funders, and commun and the community on city council funding priorities identified for the next competitive cycle.

We would issue the competitive request for proposals on December 1st, and staff would make funding recommendations for to mayor and council in May of 2026 for new contracts that would begin June 1st, 2026.

Contract renewal for years two through four would be dependent on funding availability and contract performance.

Preparation for the next cycle would begin in fiscal year 2029, and with a new contract term to begin on June 1st of 2030.

In closing, the proposed fiscal year 2026 human services budget totals 94.8 million with a personnel complement of 350 full-time employees.

This proposed budget includes $683,000 in efficiencies to right size budgets and eliminate duplication.

It has no impact to services.

Regarding delegate agencies, we are recommending execution of 12-month designated funding agreements with eight agencies and eight-month contract extensions for 40 agencies to fund them until a new RFP is issued.

Mayor and Council following budget adoption.

We will work with you all to gather input and feedback on funding priorities and process.

Okay.

Thank you.

All right.

Quick overview.

Today's presentation includes an overview of our department and our proposed FY26 budget.

I'll provide highlights of our Metro Health initiatives using the Foundational Public Health Services Framework as an organizing tool to describe the community specific proposed services proposed for next year as we wrap up our fifth and final year of the SA forward plan.

Before I start my presentation, it's important to mention that we are a nationally accredited local health department as recognized by the Public Health Accreditation Board.

You see that in the top right corner there, the logo, also known as FAB.

This is a voluntary designation for all local, state, tribal health departments across the United States.

One in four local health departments across the country have met these national standards, and there are seven other accredited health departments here in Texas.

Just wanted to quickly introduce our starting lineup at the department.

This is of my executive leadership team.

You recognize their faces again.

Dr.

Anita Curian is a deputy director now in her eighth year at the department.

They can wave the right behind me.

Assistant director Mario Martinez is now in his 22nd year at COSA.

Assistant Director Marjorie White, eight years at COSA, three years here with Metro Health.

And finally, Jesse Higgins, who is our chief mental health officer since 2022.

That's a new function that we established at the department.

I'm really grateful for their steadfast dedication and commitment to the department.

The next few slides will highlight their portfolio.

So this is a quick overview of the work of our department.

In the left on the left side, you'll see some of the newer offerings.

The Center for Policy and Health Improvement, led by Dr.

Wu.

We have the Epianalytics and Informatics co-led by Drs.

Golary Aga and Dr.

Zarita Espinoza, as well as our workforce development team led by Patricia Kittle.

Collectively, they are newer entities that were established or expanded during the pandemic.

Dr.

Curian oversees our communical disease and environmental health division.

This anchors regulatory functions and helps to protect the public from the spread of communical diseases and environmental hazards.

Our community health and safety division is led by assistant director Marjorie White.

This division promotes healthy behaviors, not just through educational programs, but through neighborhood level activities.

This division houses our WIC program, serves as a crucible of innovation for our chronic disease programming, and anchors our violence prevention work.

The operations and organization performance division led by Assistant Director Mario Martinez.

This division oversees the department's overall operations, performance management, and communications.

And this division also provides the cross-cutting functions and capabilities needed to ensure the success of our community specific activities.

Finally, just know that this division does anchor our accreditation work.

So again, this is a unique offering at our department.

We represent over 40 different programs and initiatives, and you'll see examples throughout this presentation.

So this gives you a quick snapshot.

This slide shows our budget history over the last seven fiscal years.

The light blue and gray bars represent the city's support.

The green bars represent grants or external funding.

And just note that it does not reflect funding made available by ARPA.

Overall, these trends reflect a mix of support made available from federal and state level pass-through grants, the city's general fund, as well as the city's Reefs Fund.

This recap also reflects a doubling effect experienced by our department, which has doubled in size since 2019.

With the accelerated growth come growing pains, and just which is one of the findings reflected later in the presentation and insights gleaned from the comprehensive budget review process and that budget proposed for next year, and our budget proposed for next year.

This slide also reflects the substantial investments and growth made possible due to our successful grant applications as well as the city's unprecedented support later literally made possible during the pandemic.

Again, a true testament to the city's steadfast commitment to addressing the conditions where all can be healthy in this jurisdiction.

Keep in mind that again, if you look back at 2019, two-thirds of our operating budget was supported by grants, acknowledging our fiscal fragility.

That snapshot, keep in mind that that's the experience of most large health departments across the United States.

Again, to mitigate the boom and bust cycles again during the pandemic, you see this conversion and this support made possible by the city, again, reflected by the blue bars.

So we plateaued the last couple years.

We set a record where we topped out at $50 million anchored to the general fund.

Again, keep in mind that this snapshot does not include ARPA funding, which is winding down this year.

As you can see, the grants at Green Bars are leaving off to pre-pandemic levels.

Up until uh FY 2022, the department's operating budget hovered at about 45 million dollars, with a line share of the budget supported by external funding.

While the grants have accelerated our growth, the general fund has served as a stabilizer, which is we can only appreciate now, especially given the disruptions experienced by our staff and community partners these last six months.

So I'll the last couple of the next couple of slides I'll talk about our departmental budget proposed for this year.

So for our budget is 79.2 million dollars and a staffing complement of 593 authorized positions.

The city's contribution amounts to 46.5 million dollars supporting 279 staff, while the grants account for nearly 33 million dollars and support over 300 staff.

The pie chart shows a breakdown across our various divisions and units.

Our community health and safety division, which encompasses uh violence prevention, chronic disease, and maternal child health, accounts for about 40% of our budget and over 250 staff.

The violence prevention section serves as one of the largest uh single sections at our department, again, reflected with the city's uh strong contribution these last few years.

Um you may recall that uh in 2020, our crisis afflicts were transferred from SAPD to our department.

This was a commitment reflected in our SA forward plan and also allowed us to build a cadre of case managers that are now a part of our staffing compliment.

The communical disease division and the complement with environmental health, those combined units anchor our regulatory functions and account for about a third of our operating budget.

And uh the newest units are mental health and our the newly established Center for Policy and Health Improvement, uh which was established during the pandemic with the rollout of the SA Ford plan, accounts for about 14% of our budget, and our administrative and operational expenses are about 9% of our budget.

This slide shows the complement of our grants, and it uh shows the array of grants and external funding secured by our department.

Keep in mind that this again, Snapshot does not include any support from ARPA.

Just note that the grants account for about half of our operating budget for next year.

This differs from the support experienced by larger local health departments like Dallas, Austin, Chicago, which largely depend on external funding.

We have experienced significant delays receiving confirmation of our notice of grants awards this year.

We continue to experience an overall decrease in grant funding when compared to the last few years.

Clearly, we're seeing a trend to return to funding to pre-pandemic levels.

For example, our diabetes education team as well as our oral health screening team are mostly supported by this funding.

In addition, we have embedded operational support to critical components of our communical disease division, and we're fortunate to amplify the work of the stand-up team because of this funding.

Just note again, we are approaching our fifth and final year of the SA forward plan.

So just know that for us, this fiscal score storm does carry momentum well into the next fiscal year of FY27 and has implications for potential disruptions of long-standing programs and initiatives while we're trying to maintain progress made these last few years.

So in the next segment, I'll provide an overview of the results of the CBR process, the comprehensive budget review, the findings, and recommendations for next year's budget.

So as you heard from uh Melody in terms of the Department of Human Services, we were one of four departments that also participated and were reviewed by the fiscal team.

Um served as one of the four departments.

Uh the departments were selected based on the size of our general fund, the scale of our recent growth, and the potential duplication of efforts.

So the CBR process has resulted in a total of 4.4 million dollars in proposed reductions and a reduction of 22 positions supported by the general fund.

Right sizing of budgets and positions with current spending, reducing duplicate programs where feasible, and the streamlining of programs, and a realignment of programs and staffing.

The impacted units include the paid sick leave program, uh, some operational support, uh, the community health worker resource hub, the unlock program, the poor Vita program, trauma informed care, as well as project worth.

And I'll quickly highlight uh some of those changes.

But just to put into context, in terms of staffing complement, um you'll see this reflected on this and the next slide.

Uh, there were four community health workers, uh, six program specialists, uh, seven managerial or clerical or administrative staff, and then uh five management analysts.

Before I walk through the recommendations, it is important to reiterate COSA's commitment to the impacted staff.

And you heard this from the city manager a couple weeks ago.

In our department, there are 19 filled positions.

Three uh additional positions are currently vacant from the pool of recommended reductions.

The positions slated for reduction or elimination have been guaranteed a placement in other units or departments across the city.

Again, a testament to the city's commitment to the staff.

So what you see on this slide, right sizing.

Uh, again, adjusting line item budgets to reflect actual spending across several divisions.

This includes efficiencies and contractual services, advertising printing, binding mail, rental of facilities.

Reducing the paid sick leave budget.

Again, in FY2020, the city implemented the paid sick leave ordinance requiring private employers to provide paid sick leave.

This was later deemed unenforceable by court ruling.

This happened prior to the pandemic.

Just know that this will reduce our staffing complement by four positions that support this program as it is deemed no longer needed.

Just know that this includes uh program manager and analysts, and the positions and duties will be absorbed by existing staff.

There will be no impact to services.

Again, another example of right sizing.

Just know that there are uh operational positions that include data analysts and administrative assistant, which will be absorbed by existing staff.

The uh next segment in terms of the unlock program.

Just know that there are this was one of the newer offerings made available during uh uh through our essay forward plan.

There are four local agencies that assist uh recently released uh Bear County detainees by connecting them to health and social services.

Uh this uh would eliminate the uh the city's component to the unlock program as this duplicates the services already provided by agencies.

This would reduce four positions.

These positions assisted recently again released uh detainees by connecting them to these health and social services.

Um should note is that while the CHWs will no longer conduct this case management for existing clients effective October 1 of this year, they will be referred to agencies providing collaborative support services such as the Bear County Reentry Center, Chrysalis Ministries, Goodwill of San Antonio, and Haven for Hope.

This next segment is really showing about the realignment of programs and staff.

Again, this amounts to 1.9 million dollars.

And again, you've already heard some of this, but let me at least put into context in terms of Metro Health.

Regarding the transition of progress work program to the Department of Human Services, this eliminates three positions and moves two positions to DHS for a more holistic, streamlined approach to youth services.

The Team Ambassador Program and DreamSA website components of the program will continue but will be realigned with DHS's youth success division for more holistic approach.

The also health equity again.

This what's been proposed here is this reduces the contractual services to another program costs for this unit at our department as these functions are duplication of work completed by the city's DEIA team.

Just know that the remaining non-personnel budget, uh, this houses uh this unit houses the uh 300K made available for to establish the Center for Health Equity of South Texas or uh the Center for Health Empowerment of South Texas, also known as Chest.

There will be no impact to services.

Just know that we are repurposing three grant-funded positions that currently support this office through the CDC's public health infrastructure grant to perform duties and tasks related to the implementation of what's called the community health improvement plan or the CHIP.

Regarding trauma-informed care, just know that this uh reduction this reduces one position dedicated to providing administrative and organizational support to the South Texas Trauma Informed Care Consortium, also known as STIC, a different stick.

The Ecumenical Center and the Institute of Trauma Informed Care at University Health will remain available to support the trauma informed care certification process.

Just know that the duties will be absorbed by remaining grant-funded staff and program objectives will be updated to reflect grant-funded positions timelines.

There will be minimal impact to services.

Regarding Poor Vita, this was uh this these recommendations would eliminate two positions that oversee the Poor Vita program.

Just know that the program itself was expanded during the pandemic as part of the SA Forward plan to promote healthier dining options.

Currently, there are 25 restaurants that are enrolled in this program.

Existing staff at the department can absorb certain uh duties and continue to engage the enrolled restaurants.

Just know that we will incorporate the remaining staff into a reimagined chronic disease prevention program in the coming fiscal year.

Lastly, regarding uh the uh CHW or the community health worker hub.

Uh this uh recommendation reduces four positions and supports costs to include advertising that support the CHW hub.

This transition uh the the community-based CHW capacity building to the San Antonio Area Foundation.

CHW trainings and certifications will continue through UT Health, Alamo Colleges, the State's health services, as well as the San Antonio CHW Association.

Just know that of the uh 800K that you see reflected here, 255,000 would be used to support the capacity building uh efforts at uh the San Antonio Area Foundation.

So, with that, I thought that was uh helpful context, so then we can talk about highlights of the work and I'll wrap up my presentation to talk about an adjustment to our proposed fee schedule.

Um this framework defines a minimum package of public health capabilities and programs that uh no jurisdiction can be without.

This framework was updated just a few years ago in 2022 to assure that it reflects the evolving nature and modernization of governmental public health.

Again, applying lessons learned during the pandemic.

This framework outlines the unique responsibilities of health departments and can be used to explain the vital role that health departments serve in a thriving community.

So it's uh designed as a house to so just know that at the top you'll see five foundational areas uh reflecting core programs and services aimed at improving the health of the community.

These areas are uh in terms of communical disease prevention and communical disease control, chronic disease and injury prevention, environmental public health, maternal child and family health, as well as access to and linkages to clinical care.

The foundation, the base of the house, by contrast, the foundational capabilities which you see at the bottom are cross-cutting functions needed to support basic public health programs, protections, and activities.

These are key to ensuring community health well-being and outcomes.

These provide a solid foundation for the house, although these functions may be less visible than the defined programs in community.

These capabilities are critical to ensure the stability of a health department again as a thriving enterprise.

Just note that it's important to underscore that this framework was rolled out just a few years ago in dovetails with a national blueprint called Public Health Forward, modernizing the U.S.

public health system.

That was released at the end of December of 2021.

This also aligns with the CDC's public health infrastructure grant, which is a multi-year funding that allows us to accelerate the implementation of what we have locally as our SA Forward Plan and dispositions health departments to meet the challenges of the 21st century.

These next two slides are to remind us of at least some of the work of the department.

Again, I've introduced it.

I've introduced our all-star team, and I'll just quickly highlight what we have planned for the next fiscal year.

As you can see on this slide, the communical disease team monitors, investigates, and controls disease outbreaks.

Our immunization team educates and vaccinates the community.

Many of you may have partnered with our team on the ground for recent back to school events.

It's important to highlight that the Metro Health Lab serves as a regional lab for biological and high consequence disease testing.

The lab serves as a regional resource that covers 29 counties across DHSH region 8 with support from our state and federal agencies.

This lab also conducts dairy testing and rabies testing.

So for next year, looking at conducting at least 22,000 case investigations to be completed within 30 days of notification, administering at least 10,000 vaccines, and conducting at least 120,000 lab tests.

This invisible shield serves as the lead for responding to the national uh needles uh outbreak over the last six months.

Just note that the state attributed 762 cases to the national outbreak.

That represents about half the confirmed cases across the United States this year.

For context, last year there were 285 reported cases across the U.S.

on all of 2024.

So here in Bear County, there have been two reported measles cases this year, a total of six reported cases over the last 20 years.

So regarding chronic disease, um, just know that diabetes uh we looked at the data according to the 2023 data that the diabetes is the fifth leading cause of death here in Greater Bear County to address this issue.

Our fantastic team at the department, the diabetes prevention and control program, conducts free diabetes prevention and self-management workshops in areas of our community with the highest prevalence of diabetes.

The program has 800 individuals, complete the various workshop series each year, and for the next fiscal year, our goal is to uh get 20% of the participants to complete a diabetes self-management program that they'll indicate improvement in their confidence to manage their diabetes.

Regarding domestic violence, again, the domestic violence work is tied to our violence prevention section, one of the largest sections of the department.

The domestic violence prevention program provides immediate crisis support and case management for individuals who experience intimate partner violence.

Crisis advocates, again, co-located at uh SAPD substations to support people in the immediate aftermath of a violent event.

Clients who may benefit from longer term support are transferred to the case management service delivered through the same program.

For next year, we're looking at over 11,000 uh survivors referred by SAPD will accept services from our Metro Health Domestic Violence programs.

I should mention that the uh collaborative commission on domestic violence is co-chaired by our deputy city manager Maria Villa Gomez.

We uh we work very closely with SAPD and we dovetail with our violence prevention strategic plan and a number of initiatives to increase the visibility of our campaigns across the city.

You may have seen some of the decals in the area restrooms.

Again, um that is a part and parcel part of an ordinance that we amended last year.

Last example for this in terms of our work for next year, the our gun violence program called Stand Up SA is built on an evidence-based uh model for community gun violence intervention.

It is the longest-running program in Texas.

It's been here for over 10 years.

It's an asset-based intervention.

Team members detect and interrupt violence situations and change community member attitudes about the use of violence.

The staff serve as credible messengers who de escalate and mediate conflicts while linking individuals to services and assistance they may need.

And so for next year, we're looking at uh community member encounters again, over uh uh 1,1100 will accept uh support services from the stand-up essay program.

So, the next couple of examples.

So, a number of our critical regulatory functions involve the oversight of food safety surveillance of vector-borne illnesses and monitoring the air quality and pollution.

Keep in mind that many of these functions dovetail will dovetail with the state and federal regulations in coordination with our communical disease division in order to mitigate outbreaks while educating about the factors that may impact the quality of life of area residents.

So for next year, we'll conduct at least uh 39,000 food safety and public swimming pool inspections.

We're looking at uh collecting at least uh 600 mosquito samples for Westnow virus disease surveillance, and we're looking at per the city ordinance that at least uh 1600 businesses will register with our air solution control program regarding maternal health and family health.

Just know that uh these areas um the three examples are the WIC program, oral health and child abuse prevention.

Um the supplemental nutrition program for women, infants, and children, also known as WIC, offers food benefits, nutrition education, breastfeeding support, and health care referrals to families who qualify.

WIC services are available to pregnant postpartum and breastfeeding women and infants and children under the age of five.

Our Metro Health team serves an average of 34,000 individuals across 10 clinic sites across the city.

One of the largest, we serve as one of the largest WIC programs here in the city, and it also includes our San Antonio Lactation Center.

I'm also proud to announce that our Metro Health WIC program was audited recently by the state WIC office earlier this year and had no findings, which is a first for a WIC program of our size.

The Oral Health program provides oral health education and preventive dental services to children in school-based settings from early head start to elementary school years in school districts throughout San Antonio.

Early detection and prevention services include limited oral health oral evaluations, a fluoride varnish and dental sealance.

The program staff provide case management to families whose children have urgent unmet dental needs, linking them to a dental home for treatment, and providing assistance with obtaining surgical services when needed.

Just to note, in terms of the reduction of the Medicaid 1115 waiver reserves effective at the end of next year and a year from now, we're on the throes of assessing the best options for supporting our area of schools that participate in the program.

So while we're talking about FY26, we're paying close attention to the implications for FY27, which also represents a fiscal cliff for our department.

Lastly, in terms of the Triple P program called the Positive Parenting Program, this delivers an evidence-based parenting education curriculum proven to reduce child abuse and maltreatment.

The curriculum focuses on parenting children from infancy through 16 years old.

The curriculum modules are organized with different levels of intensity to focus on different needs, and we're looking at engaging over 600 individuals who complete level two and three of our parenting course next year.

So with that, wrapping up with this framework, just know that the areas, uh three areas that Metro Health staff and programs provide linkages to clinical care, include mental health and public safety, behavioral health, and childhood asthma.

And these are just a few quick examples.

In the intersection of mental health and public safety, um, a chief mental health officer coordinates with the uh San Antonio Community Outreach and Resiliency Effort, also known as SA CORE with the police, fire department, StRAC, and CHCS.

Um next year is that over 2,500 of uh the 911 mental health calls uh for um that the SA Corps team responds to will be referred to for follow-up services.

Later this fall, our office um led by uh Jesse Higgins will be co-host the second annual Bear Area School Safety and Mental Health Summit in collaboration with Bear County communities and schools and educational service center region 20.

This summer reflects the convening power of our department to bring over 150 partners together to work on the intersection of school safety and mental health.

Again, it's an illustration of public health uh critical functions.

If you zoom out to a broader behavioral health efforts and linkages underway, our our office also holds the two contracts for school-based mental health services that expand access to area uh access to area to youth and needs of serving, a minimum of 250 school-based clients or students who participate in four or more counseling sessions.

And with the city's opioid settlement funds, we work across disciplines to implement the framework of prevention, harm reduction, treatment, and recovery to address substance abuse in our community.

Lastly, our SA Kids Breed program, which has been in place since 2019 to improve the quality of life of children with asthma by teaching them and their families the best practices to control their asthma.

This program provides free home education and environmental remediation to help address high hospitalization rates among children with asthma, and the program keeps kids in schools, out of the hospital, and parents at work.

So, as I wrap up my presentation, I did want to at least uh bring up the speed in terms of this late breaker in our food establishment fees.

Uh so I want to turn our attention to the um this section in terms of the fee schedule.

During the 89th legislative session, the Texas legislature enacted Senate Bill 1008, which establishes limitations on the authority of local governmental entities, including municipalities, counties, and public health districts to impose fees related to the regulation of the food service industry.

Specifically SB 1008 stipulates that local fee for alcohol permits, food permits, and related inspection or processing services must not exceed the maximum amounts that would be charged by the state of Texas for comparable regulatory functions.

In alignment with the provisions of SB 1008, we at Metro Health undertook a comprehensive review of its current fee schedule.

As a result, the department has implemented revisions to ensure full statutory compliance.

The food established permit fees is one of the categories of fees that has been modified.

I should mention that some of this information reflected in the initial budget documents have been updated based on our back and forth with the state, the city attorney's office and program staff as we comply with this new legislation.

These adjustments bring local fees into alignment with state imposed limits while allowing our department to continue delivering core public health services that ensure food safety and protect community wellbeing.

So the left side of the slide again this would be go into effect this December 1 of this year.

The left side of slide shows the current fee structure and the fees so broken down by employees so one to 10 employees 400 11 to 25 employees 711 is the current fee for agencies that have 26 to 50 employees 966 dollars the fee and then agencies with 51 or more employees 1200 would be the current fee structure.

The proposed fee structure based on gross volume of food sales you see in terms of the range so up to 49,999 dollars you see the proposed fee of 284 from 50 to 150 basically it would be 567 and then 1500 or more in terms of the volume of gross volume of food sales would be 850 would be the proposed fee.

Now this slide provides at least um again some updated information in terms of the breakdown of cross various cave categories and activities.

So what you see here the health licensing inspections which are along with reinspections are listed here.

Just know that the current listing of zero dollars at the top of the slide in terms of the the current fee structure show for the new licensing inspections is not applicable since there does not exist a $52 fee for this change of ownership which you see at the bottom of the screen we are proposing a one time 150 fee which includes the change of ownership and therefore the $52 fee would no longer be applicable rather than incur a separate fee for the change of ownership.

Just know that the reinspections again you see the existing and the new so what's uh currently in place for first second third and fourth reinspections and the proposed fee structures standardizing that at $150.

For the mobile vendors as you see listed for openly handled potentially hazardous foods adjusting it from $300 to $258 late fee for licensing instead of 10% fee per month it would be a flat fee of $100 school based activities whether it's the the school food the permit or the inspections you see the breakdown for keeping it at $140 but then looking at $150 fee per inspection and then in terms of our interface with development services we are proposing we are amending the current 3% and lining that out so there would be no charge for that development services fee and I already mentioned in terms of the change of ownership fee.

At the bottom of the slide should mention that the temporary food establishments the proposed fee would be $52 per food booth and single events of 14 days but just know that the $200 per food booth and multiple events would be restricted to cover a two-year period we do prefer the $52 fee per food booth rather than the open-ended fee that spans a two-year window that could be used at multiple events this creates a logistical challenge when it comes to providing the adequate monitoring and oversight for our sanitarians to ensure compliance with our health and sanitari codes so in terms of the rollout this is just a quick snapshot that again this would be discussed with council to seek approval sometime in the coming weeks this ordinance would go into effect December 1 we would roll out a robust educational campaign over the course of the fall old school mail email letters to food establishments and schools located in the city of San Antonio we would coordinate with our partners on the ground and say stakeholder meetings the labor would come through our environmental health officers or sanitarians to provide educational materials to area businesses and we would amplify our messaging and our reach through a robust social media campaign to increase awareness.

The labor would come through our environmental health officers or sanitarians to provide educational materials to area businesses, and we would amplify our messaging and our reach through a robust social media campaign to increase awareness.

Just know that while our fiscal challenges and managing staff fatigue and burnout and turnover have been our existence for the last few few months, especially in the during this endemic state with the pandemic.

We do remain deeply committed to minimizing disruption in services to area residents.

We've made adjustments to maintain our vaccination clinic.

We're pivoting with our partners on the ground in terms of our capacity to continue to educate around diabetes and to provide services like WIC and Oral Health and the like.

We are prepared to engage these networks directly to assist them.

And lastly, as I mentioned at the outset, we are nationally accredited health department.

We're on a glide path towards re-accreditation as we continue on our transformation journey, especially in applying lessons learned from the pandemic.

We are playing even closer attention to our agency's performance and impacts in the community.

The CBR experience dovetails with our shaping a culture of improved quality at our department, which is codified by the designation as recognized by the public health accreditation board.

So with that, that concludes my formal presentation.

I'll be available to address questions you may have during the next segment following the presentation by the library.

Sukrit, next up.

Thank you, Dr.

Zeker.

Good morning, Mayor and Council members.

I am Sukrid Goswami, Library Director of the San Antonio Public Library.

I would like to take a moment to acknowledge members of my leadership team who are here with me today.

Assistant directors Kathy Donlin and Dale McNeil, assistant to the director Jessica Zarita, and our DFA Gabriela Raushuber.

Together, we are proud to present to you the fiscal year 2026 proposed budget for the library.

To begin, I will provide a snapshot of the library department, who we are, what we do, and the impact we deliver.

I'll then highlight our strategic goals and share key initiatives planned for 2026.

To close, you will hear directly from our library board chair, Jaspet Kore, who will share the community perspective on our work.

San Antonio Public Library isn't just about books, it's about people.

From a child learning to read to a teen, finding their path to senior discovering independence online.

The library is here for you and all San Antonians, every stop all the way.

You see this on our mission.

You see this in our lived values.

This proposed budget ensures we can keep transforming lives in 2026 and beyond.

Digital resources, databases, e-books, audiobooks, etc.

This investment not only maintains our collection, but grows it to meet the needs of our patrons.

In the slides ahead, I'll show how each of these six areas reflects our commitment to delivering excellent library services to our community.

In 2019, our adopted general fund budget was 42 million dollars.

By 2025, it had grown to 54.4 million.

For the fiscal year 2026, our proposed budget includes 55.4 million from the general fund.

During this period, we have accomplished several key milestones that reflect our ongoing commitment to our community.

We launched a new enhanced library card and expanded its availability to all locations.

We added focused adult education initiatives through our Learn at SAPL sites.

We modernized the technological systems that power checkouts, cataloging, and collection management, delivering a smoother and more reliable customer service experience.

We developed a five-year collection plan to bring us in line with our peer libraries, reduce wait times for materials, and ensure a responsive collection.

These achievements demonstrate both our dedication to serving San Antonio and the trust you have placed in us to deliver meaningful impact.

For the fiscal year 2026, our total proposed budget is 58 million dollars.

This includes the 55.4 million in the general fund that we looked at in the previous slide, and 1.4 million in grants and private gifts from our partners, the San Antonio Public Library Foundation and the Friends of San Antonio Public Library, both 501c3 nonprofit organizations.

Along with 1.2 million investment in our buildings through capital projects.

We will have 554 positions in various different roles dedicated to serving our community.

When you look at how we allocate our budget, you'll see our priorities right away.

About a third, 36%, goes directly to providing access to information.

Another 20% is dedicated to keeping our library spaces safe and welcoming.

18% supports our collections, books, ebooks, audio books, and more.

And the rest goes into technology, services, and community engagement, everything that keeps the library connected and relevant to San Antonians.

In other words, we put resources where they are needed the most, directly into people's lives.

Our library strategic plan adopted just last year is the roadmap that guides our work.

The eight goals in this plan aren't abstract, they are a clear testament to our commitment to your community.

They are measurable, actionable, and rooted in accountability.

We track outcomes, measure impact, and adjust based on data.

This way, every program and service we offer truly reflects the need of our community.

This means not only our collection of books and materials, but also the highly trained staff that helps the community access that information across our 30 locations.

This year, we are investing 21.2 million dollars to ensure librarians and professional staff continue providing accurate and timely information and resources to our community.

These information professionals will leverage the 10.2 million in collection of books, audiobooks, databases, and other e-resources.

This amount includes the staff and resources required to get those materials catalogued, processed, and on the shelves for the public.

Year over year, growth in our circulation is reflected here.

We measure success of our collection through how many times items are checked out.

Our circulation has grown from 5.4 million in 2020 to 10 million today.

That's near nearly doubling in just five years.

Not because gadgets are fun, even though they are, but because technology is the bridge that connects people to opportunity.

From job seekers building resumes to students tackling homework, from older adults learning digital skills to entrepreneurs starting businesses.

The library is helping to close the digital divide by providing resources to advanced literacy, provide self-directed learning and educational support every single day.

For example, many job applications have gone online only, and the library provides computers with internet connection to members of our community to apply for jobs.

Sometimes having never touched one before.

After just a few one-on-one sessions with our staff, they are able to send emails, pay bills online, and connect with the world.

These are a few examples of what investment in technology really means.

The library constantly reviews investments in technology and measures the success of our efforts.

In fiscal year 2025, in partnership with another city department, ITSD, we improved the accuracy of how we count hours of technology use.

You will see that change reflected on this graphic.

Although you see a slight decrease reflected here, which is due to the change in methodology to measure the usage because of the new software and equipment.

In fiscal year 2026, we will be investing 11.6 million in maintaining 30 library locations.

Each one of our locations is a community anchor.

In addition, 2.8 million goes towards strategic initiatives ensuring we are reaching residents where they live and work with an additional focus on vulnerable populations.

With nearly 2.6 million visits projected in 2026, our libraries are not just buildings, they are living rooms for the city, hubs for civic engagement, and safe spaces for connection.

From story times that spark a child's imagination to teen programs that provide mentorship to lifelong learning opportunities for adults and older adults, we invest $4.5 million in services for all ages.

In 2026, we will host over 12,000 programs, just as we did last year.

There's 12,000 chances for San Antans to learn, connect, and grow together.

I would like to give you all an example, where a local educator recently shared with us that the library is instrumental in supplementing key social and learning experiences many children missed during the COVID pandemic.

She told us that programs such as our read to a dog series have helped her shy readers develop their love for reading.

And programs such as Lego Time and coding clubs help connect her students to STEM and literacy.

At every single one of her parent teacher conferences, she directs families to visit San Antonio Public Library.

She tells us that she considers the library a fundamental partner in education.

In last citywide survey, 96% of residents reported satisfaction with San Antonio Public Library.

That's not just a number, it's the evidence that San Antans deeply value their library.

It affirms what we already know that our library is one of the most trusted and loved institutions in our city.

San Antonians see their library as an essential part of their lives.

Our aspirational goal for San Antonio Public Library is to reach 100% customer satisfaction.

In terms of new funding, the proposed budget includes an additional addition of 1.3 million.

This one-time funding is included to upgrade and enhance intrusion alarm systems at eight library locations.

Capital outlay is proposed in an amount of 266,000 to replace furniture and equipment at 22 library locations.

Across the system, over 450 technology devices will be replaced with the proposed 710,000 in technology updates.

This investment aligns with our strategic plan and ensures that our furniture and technology remain modern, functional, and well maintained, creating a welcoming and safe environment for all who use our facilities.

Ensuring these locations remain safe, well maintained, and welcoming for our community is a top priority.

The proposed budget dedicates around 1.2 million to capital and deferred maintenance projects.

Guided by a comprehensive facilities plan, the library strategically schedules maintenance based on the projected life cycle of building systems, ensuring projects are prioritized effectively each budget cycle.

In this budget, funds are proposed to close a critical gap for heating, ventilation, and air conditioning projects at the Collins Garden and Cody branches.

Additional improvements include replacing the roof of the Forest Hill branch.

The library department looked internally to identify efficiencies that do not impact our services to the public.

With that in mind, the library will realign three areas, allowing us to reduce eight positions in 2026.

It is important to acknowledge the commitment of the city manager and the partnership with the HR department in supporting the employees affected by this change.

Realignments within the public service areas took into consideration staff workload, organizational structure, and customer experience.

Through careful restructuring, this change does not affect public service.

We took a hard look at our budget and can realize 180,000 efficiency by right sizing various budget line items.

Again, this efficiency does not pose a service disruption.

The last efficiency addresses the city's partnership with the San Antonio Book Festival.

The Central Library will continue to be venue for the annual event and will continue to provide in kind support.

The fiscal year 2026 budget includes a direct contribution of 100,000 in the library's budget, which is a reduction from prior years.

As we look ahead, our goal for 2026 is clear to deepen community engagement and increase the use of library services.

You will see us in neighborhoods, schools, and public spaces.

Because the library belongs everywhere San Antonians are.

And with that, it is my pleasure to introduce Jaspreet Kore, Chair of the Library Board of Trustees, who will share more about the community's perspective on this great work.

Good morning.

On behalf of the Library Board of Trustees, I'd like to thank you.

Thank you, Mr.

McCary.

Um, good morning.

On behalf of the Library Board of Trustees, I want to start by thanking the mayor and city council for your continued support and investment in the San Antonio Public Library.

Your leadership makes a real difference, and it's reflected in every community that we serve.

As a parent, I've seen that difference firsthand.

You'll see here a picture of me with my kids and Smarty, the library mascot.

My children are library advocates, and not just because I am, but because they've experienced the power of libraries from a very young age.

Through diverse programming and spaces that welcome their curiosity and learn, they learned that libraries are more than just books of and shelves of books.

They're gateways to discovery and to belonging.

Today I want to share a recent experience with you all that beautifully illustrates just how trusted and valued our library is, not just here in San Antonio, but all around the world.

So here you see a book called Your Child, His Family and Friends that was checked out from the San Antonio Public Library in July of 1943.

Earlier this month, the library received a wonderful surprise.

This book that had been checked out 82 years ago.

It traveled from San Antonio to Mexico City on to Oregon, and it was tucked away until a family member discovered it.

Instead of discarding it, they recognized it as an as an important library resource.

They carefully packaged it and included a letter of explanation and mailed it back to us.

We shared this story, and it resonated across the globe, making national and international news.

It reached 30 countries worldwide, was broadcast on 130 TV segments, 73 radio segments, and 140 online news stories, a publicity value of 38 million dollars.

It's a simple act, but it was a reminder that people everywhere know what libraries stand for.

Trust, knowledge, community connection.

And it reminds us that people hold on to what they value, sometimes for 82 years.

It happens because we as a city continue to invest in institutions that matter.

And locally, it brought renewed attention to a key decision that was made by this body nearly four years ago to eliminate late fines and remove barriers to access.

Not only for everyone in San Antonio, but for their friends and family that come to visit our library branches and central library as well.

That decision didn't just change policy, it changed lives.

And continued investment in our libraries ensures that generations to come will have that same sense of belonging, curiosity, and opportunity, just like that family did 82 years ago, and just like my children have today.

Thank you.

Again, going back to the first principles of the guidance that this body provided to the staff in terms of building this budget, fund our no-fail missions, uh, those folks that keep us safe, uh, make sure make sure they've got the resources to do that, right?

Fire police, EMS, let's minimize any risk to our most vulnerable communities, and you all have laid out here one that the ways in which you serve our most vulnerable communities, but also the ways in which that work is about to get tougher, um, and the very hard choices before us as we work to minimize that, and then certainly minimizing any long-term risks because there's also some of these changes.

Um, what I um I find it a little bit difficult to understand uh the the true nature of some of the cuts though, the true impacts of them without a certain a greater level of fidelity in terms of who is currently being served certainly by district, um, but uh then also how these changes would impact the most vulnerable.

So, for example, when we talk about you know, senior center or youth services per capita, that's helpful.

Um, but what I would like to understand is service to communities based on need, right?

So it's not just you know, there's so many kids in the community.

No, it's actually how many of those kids in that community actually are very reliant on this, right?

How many folks do we have?

WIC recipients, Social Security, Medicare, Medicaid, those folks that are already the most vulnerable, for whom these changes, these impacts would disproportionately impact them.

I think that's the level of fidelity that this body really needs to receive.

And I know uh Dr.

Dr.

Jacob, you've got a great data team that can help us better do that.

So I'd ask that you um please provide that level of information as best you can.

I think that'll help us because again, I mean, we know it's difficult now, we can anticipate how difficult it will be, but again, always in the back of our minds is the implementation of the reconciliation bill.

Um, on top of we're already experiencing impacts of the tariffs, uh the continued economic environment, but uh we we know who is going to be impacted by these, but uh as you all can help us understand what these will look like based on the changes that you all have articulated, that'll be helpful.

I say also, and I'm not sure if if Craig is in here, um, but we as we look across some of these issues, um uh, for example, we asked Judge Obleto, for example, to provide some of her information, some of the things, some of the the work that they're doing with the youth they have um uh they have displayed via um by school district, but that's actually not the most helpful for this body.

It's helpful to understand a level of fidelity greater by council districts, so we can overlay some of those challenges with what some of the things that you all are are um are the changes that you all are anticipating.

Um I mean, yesterday I was just at Councilwoman Castillo's uh town hall, and folks there were clamoring for more parks and rec understanding again, it's not just uh being able to bounce a ball, uh, but it is in fact the community and thus the public safety um impacts um and considerations that need to be considered alongside um any reduction in these investments.

Um, Dr.

Claude, uh Dr.

Jacob, excuse me, um, can you speak?

Because you are, I think, uniquely impacted, and maybe uh Ms.

Woosley the same, so welcome your comments as well.

But you all are impacted by I think kind of what I'll call the double whammy, right?

Which is not only a reduction in funding, um, but also a greater level of complexity in in how you do your work based on uh the federal um federal and state changes in um um frankly DEI, right?

So can you speak to kind of how you're addressing and working to serve the community, not in light again in the reduction of resources, but also in terms of um the uh the the complexity of navigating those those changes.

Um thank you for the question, Mayor, uh Madam Mayor.

I would say two things.

One, given the experience of the last six or eight months, um we have pivoted a number of our functions within the department.

So, for example, the reference to the Office of Health Equity, recognizing that we are wrapping up a uh countywide community uh health assessment, and we're looking at the codifying the our community health improvement plan or what's called the CHIP.

Um but we wanted to make sure that we had resources available to overlay this equity lens to the work.

So it's an internal asset, this office, it's anchored to the Center for Policy and Health Improvement.

It allows us to at least make sure that we put our best foot forward in the and at least looking at the impacts of some of these changes.

I would say programmatically, a lot of this has kept us a little bit off balance, but I would say the lessons learned from the pandemic, the way that we package our San Antonio Ford or SA forward in those six priority areas, one of which really spoke to our intentionality for addressing these conditions that were exacerbated during the pandemic.

Uh our work around food insecurity, our work around mental health, looking at the interpersonal conflicts or violence.

So just know that that's part and parcel.

So we do have and we've repurposed some internal assets to make sure that we're short up and that we can effectively implement the community health improvement plan, which will be codified uh over the course of the fall.

And it's a three-year plan here in the Greater Bear County.

So it's uh multiple of different factors, but just know that we've repurposed some resources, and this is referenced here in the realignment of the Office of Health Equity and those four staff.

Yeah.

Thank you for that um explanation.

Um having seen some of this play out previously, traditionally there's been a difference between how somebody understands compliance and how they actually are working to achieve equity.

Um and so I understand, you know, again, the the the pressures around us, um, but I would want to just make sure that these are two very different types of work, but two very different outcomes.

And so um, you know, welcome understanding how we are still working to achieve our equity outcomes, which are different than our compliance um uh necessities by law.

You know, I'll I'll just one suggestion uh in addition to what what Claude uh talked about, Mayor.

Um in most cases, especially in in Claude's realm and and Melody's um the the need of the community is different uh in different parts, and and so the overlay of that helps, I think, to a greater degree uh being able to answer what you're talking about the difference between compliance and equity.

There are there are um you know, when when we look at and we'll we'll do we'll break out some of these by council districts, and we'll try to be on our toes going forward because this is seems to be a recurring question for the last two work sessions.

Um the resources and ensuring that the focus, whether it's diabetes management or its senior centers and where they're located, um, really based on need, I think helps satisfy that to a certain degree.

Not a hundred percent, but it is uh it is an important part of what we do and and where we do it.

Yeah, 100%.

I mean that's that's why I ask, because we we really need a better way uh to see ourselves, frankly, now and as we anticipate some of these changes.

Um can you speak to also um Dr.

Jacob, your offices, and again, as we're thinking about the changes in the budget, we're also seeing changes in the regulatory environment, right?

As they are rolling back some EPA protections, particularly as it relates to air quality, and we already know frankly how challenging our own air quality is and and what that means, in particular for our young people that um are are challenged with what not as asthma but also access to the resources to address their their asthmatic conditions.

Can you speak to how your um your office is is is working to respond to some of those things and and your ability to again surveil the environment, understand those changes, and then and then respond.

Thank you for the question, Mayor uh Madam Mayor.

I would say two things.

One is that the cons the situation continues to evolve.

Um so each week we report out any updates that we receive, whether it's changes to our funding or any other instructions or guidance from the CDC now has a permanent director.

I would say regarding EPA, um, right now we're working with national partners, paying attention to what their response has been on the ground.

We work hand in hand with our State Department of Health just to make sure that we're in alignment uh alignment with the efforts on the ground.

So I would say right now we're paying attention, we remain vigilant, but we work hand in hand with our with our staff, but just know that as the situations evolve, we continue to at least ensure that we're in compliance.

Um just know that it's not only environmental health, it's we're literally looking at the FDA and any changes, NIH funding, any of the CDC categorical funding.

It's been zid dizzying to say the least, and so it's coming at us.

We have been very consistent with at least paying attention, we remain on task and vigilant and we respond accordingly.

Yeah, I mean, your office is one that not only in light of kind of the growing need, but also um the misinformation and the disinformation in the public health space, that you have to be certainly one of our more nimble, uh more nimble departments.

And I understand that you know, 40% of your budget right now is grants.

Um so I would like to understand if we were to um if we were to plus up your budget by 20%, um, how would you use those resources?

You don't have to answer that right now unless you're ready to, and I'd be very impressed if you were.

Um but I think again, this is an area where we can only do, we can only help ourselves um by plussing up these resources, making sure you've got the resilience that you need um and can adjust accordingly, because it is um we the the cuts that we are about to experience in our community are unprecedented.

Um and we saw during COVID um being flat footed uh in in the public health space is um is is a is a choice, right?

And we can help ourselves by making these investments now.

I will also say um, you know, one of the uh resources that is most helpful is the community healthcare health care workers.

Uh, we heard from some uh woman last night actually uh that it that did great work during COVID and I think was concerned about how that that would be provided.

And and I would like your kind of written assessment um of how the change the changes in the budget as that resource in particular is approached, because it's not just kind of who does the work, uh, but again the Proba Deldas and the trust that they have in communities is unrivaled, right?

So it's not just hey, we're gonna realign that to this other thing that can also do it.

It's it's about the trust that they've got um and and the and an effectiveness that frankly you can't actually quantify.

Um but I'd welcome again a written assessment of of changes in on that front.

Um I I say all that as as well, just again, if you had 20% more in your resources, because when we look at I mean we the domestic violence piece, um we uh to look at that number.

How did that go?

Did some math here up here.

But based on your number, you said only 68% of the folks referred by SAPD take you up on your resources.

Is that right?

Yes, ma'am.

Okay.

So that's 17,000 people a year that are referred from SAPD to for your resources.

That's 49 people a day.

49 people a day.

And so if we are um we know as well, in an economic environment that is more challenging, we will only see more interpersonal violence.

Uh which is it which is why it's it's important again that you have the the resiliency to respond to those accordingly and and do what needs to be done to ensure that a greater percentage of folks take you up on on that offer.

Um okay, let me um turn it over to my colleagues here.

I'm gonna point at personal privilege and and call on the chair first of the uh community health committee and then uh chair of public safety, uh Chair Lavan.

Thanks.

Thank you, Mayor.

Yeah, thank you again to everyone who presented today.

I mean, I don't even know sometimes why I'm going after the mayor after she repeats all the quotes I had here.

But no, uh I think it's a lot of the same or very similar conversation points on the impact public health, um, the impact our human services have on our community impact libraries too, right?

And not only serving directly to address public health needs, it's not only to address um youth services or senior services, but the kind of double, triple, quadruple impacts they have when it comes to educational outcomes when it comes to public safety outcomes when it comes to uh workforce needs and all these other pieces that come together with these investments.

And so I mean, I think I mentioned last week as well, like hopefully one day bit similar to the SAPD police staffing uh study that shows kind of what could be possible um for our human services for our public health, our metro health department, uh, even for our library needs of how as we sk if we were to scale these programs up, what could that really mean for our community?

What what could that improve in terms of public safety, terms of educational outcomes?

What could that mean for public health overall, including health care access to?

And so, of course, not in that moment, right yet, but I think that's something that with especially within the community health committee, um, my colleagues and I will be looking at a bit more with some more scrutiny, and I think similar to my comments on homelessness last week, not scrutiny as in to dismantle, but scrutiny to figure out how can we continue to support in the future long term, right?

We're gonna see a harder impact 2027, and I want to make sure that we're looking forward of ways to address that.

Um hopefully get to a better position, um, understanding that it's not just on us, but it is still uh our decision that we make here at City Council uh to make those improvements in our community long lasting, uh more impactful as much as we can.

And so some of the questions may overlap with what I would want to see within the community health committee, but I'll start with um with Metro Health, just because I think it's of course one really impacted by all these pieces.

Um a lot of these grants, of course, are expiring, including the Medicaid uh waiver that you mentioned.

A lot of these grants, of course, are expiring, including the Medicaid uh waiver that you mentioned.

Um how those grants help serve within the SA forward plan or generally within our your work in your department, how how impactful those grants to the actual outcomes that we're looking at here, and what will what will that look like without them?

What will we see in a reduction in the outcomes that we've already been working on within SA forward?

Yeah.

Thank you for that question.

Two things.

Just know that the SA forward that reflects about a quarter of our operating budget for the next fiscal year, uh, mostly supported by the general fund.

So while the grants help to at least give birth to SA forward, we're able to create a solid uh glide path to get us through to year five.

Um so right now we're literally looking at the complement right now is from the CDC's public health infrastructure grant.

That grant expires in November of 2027 based on the current schedule.

Um and that amounts to about uh nine point seven percent of the support for the SA forward uh portion for the next fiscal year, so less than 10%.

Um, that's helpful, and I think you know, I'm glad we're able to still maneuver with a general fund pieces, but I do understand, and I think you know, we all understand a bit too that uh the service that we're providing will be impacted by these pieces, right?

And so what I want to kind of see too is that maybe in the optimistic one, right?

What can we do with more, but also in a way a negative one, right, that says what's what are we gonna lose with this, right?

Not only this direct services that we provide, um, but again, kind of how it impacts our community overall, who would be affected by these pieces within our community, who would be affected by the loss of dental care support, and things like that.

And that's not something you have to give today, right?

But I think that is necessary for us to make these decisions as we go forward and to figure out how we can continue to short these resources where we can or look for new ways to do that.

Um I know we're also looking at positions being impacted by these.

Do we know how many positions are covered under the grants, including the Medicaid uh waiver that'll be impacted so this year, but in the case, yeah.

So the CLIF effective October 1 of 2026.

So we have over 80 staff supported by the 1115 uh Medicaid waiver.

So and that covers a spectrum of different programs.

So diabetes program, oral health, STI, um, healthy neighborhoods, and so we're we're acutely aware of that.

Um we've depended on that funding for over a decade, um, and so we're paying attention, and it aligns with the schedule for SA forward, so that's why I mentioned it.

Yeah, um, so for this year, we're we're we're we're coasting to get through FY26, but really we're we're gearing up for what happens a year from now.

Right, right.

And I think same here, I think it's what our council should also be focused on too, right?

How do we look at that that next cliff, right?

And what are we gonna do with it?

Um I mean, I I don't have any more questions for you.

I think a lot of them are gonna be just kind of data focused so we can continue working on those pieces, but I just want to say thank you for the work y'all are doing in the department for the the right sizing you had to do for this year and what you're looking at already, and we'll see how we continue to support community health as you look at chip and we look at SA Forward Plan 2.0 or whatever that becomes, right?

Um, to figure out what is our long-term goal here with our city.

So thank you.

Thank you.

Um for DHS, I had a couple quick questions.

Um one of them I I know I mentioned uh I spoke with Maria about as we talked about at the budget town hall last nine, district six, um, regarding the senior centers.

Um I'm really grateful that they're not impacted within this year, but I think definitely within 2027, looking at what the part-time nutrition centers that impact will be on our communities as well.

I know for sure, and I've talked to my residents about this already, but I want to make sure we're continuing to look at this.

A long-term solution for some of those part-time nutrition centers uh within the West side of San Antonio, particularly within my district.

Um, well, yes, of course, Lisa Tervino, Doris Griffin, Robinette are not far necessarily from uh the locations at Bethel and Darner.

Um I know our residents have been asking for for a long time.

A comprehensive senior center within the West Side of San Antonio, and there isn't really one that's based there aside from uh the Frank Garrett Center, which is further in than where my folks are at, right?

And where even some of the folks in District 5 are at.

And so figuring out long term, and I say figuring out a little loosely, right?

It's not gonna be tomorrow.

Um, but figuring out long term how we can uh address that gap that we'll see, because ultimately at the end of the day, uh for these residents, even if they are able to transport to Lisa Turvino or to Robinette or Doris Griffin, um they're lacking that space within their community themselves, right?

The Azure community will not have this piece.

Um this particular this important role uh or important service in their area, and so figuring out how we can work together with district five, district six, maybe see how we can piece those pieces together, um, will be helpful maybe with the bond conversations, but also of course making sure that we can actually staff it and maintain it, right?

Um so I I just want to express my concern on those pieces for 2027, but thankful it's not happening just yet.

And I think with those conversations we do have with our seniors at these centers about not only transporting, but what would they want to see potentially?

What could remedy this issue?

I know when I spoke to some folks at Bethel before, um, and even a little few folks around Darner, uh they mentioned, well, we've had some cultural disputes in different places there.

We want to make sure that if we do ever get one, that it's we're able to kind of still do uh the work the fun activities that we do at each of our centers, and that's too drastically different.

I don't think that'd be too much of a problem.

Uh but I think it's something that we need to have those conversations about, and part of the conversations about moving folks to different places uh will need to be that, right?

How does this how are these folks gonna be able to adjust?

I think they will uh to places that are very different from where they're at, right?

Sure.

I don't want to go too deep into it, especially at that time, but district six is such a massive district in terms of divides and economic disparities, on a racial ethic lines, all these different pieces.

And so when folks have to go outside 410 uh to a different senior center, not only they interact with people that they don't always interact with, sometimes they do, right?

Some families are still all across the city, right in these ways.

Um, but there is that feeling of I have to leave my home to go to this fabulous service that I can't get anywhere near me.

Um I gotta talk to folks who maybe don't understand me in different ways, right?

And so those are just some of the things that are in my head when I think about those pieces, but again, grateful it's not happening just yet, and those conversations can continue to be worked on.

Um, flip side with youth services beyond senior center services, right?

Uh I know, of course, project worth at next level we're looking at in the ambassador program, we're looking at ways to kind of put them all in the one umbrella, and I think that's really smart and really good to do.

So it's a bit more holistic, it's a bit more comprehensive.

What I want to make sure is, and what I heard from residents too, and especially at the youth town hall as well, right?

Um, how do we make sure that uh these these uh services are not have any reduction in quality?

I don't think they will, but I want to make sure that they don't, right?

That it's not too coupled up to the point where these folks who are being served by these pieces are losing any kind of quality in their services.

Can you speak to a bit about what that'll look like, what the staffing will look like as well, um, what those changes will be.

So we're fortunate that two of the umployees from Metro Health will come with project worth and will help us maintain that consistency.

But I think I'm I mentioned the first thing we're going to do is sit down, include the staff from both program from both departments, really, um, clients that are being served currently, parents if they're interested in participating to understand what their needs are and um do some strategic planning around that before we we start making changes.

So our intent is to continue project worth, to continue the the functions, the mission, and anyone who's being served right now, we're not gonna just stop services.

Um they will continue to be served until they exit the program.

And that's extremely helpful.

That last piece was in my next question, right?

Are we gonna see these any reduction in services provided to the community overall with the number of youth will be engaged?

And that's great.

No, and we feel like it will, you know, what we're looking to do is create a continuum of care for youth and young adults, and we feel like this is a good fit and fill in some of the gaps that we have.

That's great.

Thank you.

Last thing I'm just gonna mention on that one.

I know we've talked about this before in the past, even with a couple of seconds left about the ambassador program, seeing ways that we can expand it to non-college students as well.

I know the focus right now is college students, but I think with next level and project worth, if there are ways that if they're all in a house under one piece, that if there's ways that we can continue to provide that economic opportunity for our residents, would be great, uh, who also aren't already in college.

Um, I think that's an interesting thing to look at to see how we can actually address some deeper roots of poverty for folks who maybe aren't able to go to college.

But I'll come back around.

Thank you.

Yeah, thank you, Chair.

Ms.

Woosley, let me um also foot stop my thanks for the Project Worth program at the youth town hall.

I heard from youth and parents alike about the importance um and their thankfulness for that program, something that they can't get at their school district, right?

So thank you for that.

Um, Chair Core.

Thank you, Mayor.

Thank you all so much for the presentations today.

Sir Kurt, I'm gonna start with you at the library.

Um, so it's been almost six months since you've been on board.

That is correct.

Drink it from a fire hose.

Well, you're doing a great job.

I wanted to ask a question about the book festival.

So can you tell me a little bit about that uh decrease in funding for the partnership there?

Uh yes, I I would to call Dale.

I think Dale will be able to explain really well.

Thanks.

Thank you.

So good morning.

I'm Dale McNeil, assistant director at the library.

So the book festival, I believe next year will be the 14th year, and it's been funded by the city from two departments, the library and the department of art and culture.

So this is uh reduction.

Um at one point, the library's portion was well, 50,000 and then 100,000 and then 150,000.

So this is a little reduction.

Well, not a little, but I mean 50,000 is not a little, but it's that reduction.

The book festival, um, staff and board have been notified that this is in the proposed budget.

Um, it would continue at the central library, and that you know, big one-day event would continue.

I want to reiterate that I wholeheartedly disagree with this decision and would encourage my council colleagues to really think about this.

The book festival is one of the largest free public book events that we have in the country.

It's an incredible event.

And the day before they spend a lot of time going to our most low-income schools.

They spend time in Edgewood and SAISD.

They get all the kids super excited.

I've been a part of that event.

And the kids get so excited to get free books.

They're literally screaming when they get to meet the authors.

It's so empowering.

It's one of my absolute favorite events throughout the year.

And I saw that was like, whoa, that I so if you have, if you haven't had a chance to go, I would strongly urge you to go.

It's at the Central Library, and it served over, I think 22,000 people last year.

And uh bibliothek even noted that they had a significant increase in library memberships, and I'm sure it did for the public library.

So I would love to see how many more folks got new cards or got engaged with the central library because of this event.

But uh, if anybody else agrees with that, I would encourage us to comment on that because I would really hate for them to lose funding and then not be able to do some of the school works that they're able to do.

So that one that was my pitch there.

Um the for the enhanced library cards.

Some of my colleagues and I really fought for this a couple years ago.

Do we have numbers on usage, whether they're how that program is going and whether or not it's being used at CAM or Haven for Hope.

I'll have to double check with one of my colleagues.

And you can send it to me afterwards, maybe that could be a follow-up.

Okay.

I'd just love to see the numbers there.

Perfect.

Um, and then the last question, um, I just wanted to comment that I'm grateful that you guys are looking at the capital improvements for HVAC.

We've heard from some of our community members that some of the HVAC deficiencies have been challenging, and many of us spent a lot of time at libraries during this campaign season.

So we we felt that.

So I'm glad that you guys are are really focusing on these and appreciate all the work that you're doing.

Thank you so much, Rickard.

And thank you to Jesus Breath and all of the other board members, including my representative Carla for all their advocacy.

Y'all never let me forget when there's an event going on at the library to come join.

So I appreciate that.

Thank you.

Um, I'll move on to DHS.

Uh, Melody, thank you and your team for everything that you do.

They recently briefed me on the changes with CCS.

I had a couple of uh employees that reached out and shared this.

I didn't realize what how quickly this change happened.

I'm still curious as to why it happened.

We don't have that information yet, but um, want to thank you for y'all's leadership and making sure that transition is smooth for both the employees and the families because that's what's really important.

Um, and it also to I think Mayor has commented, really shows us how vulnerable we are for uh at the whims of grants and things like that when they go, and so it really wanna thank you on your leadership on that.

And I also wanted to thank the leadership for Head Start, they're doing such a great job over there.

I got to participate in the um, I guess audit from the uh federal government of that a few months ago, and it was fascinating to hear the types of questions they were asking, but more so is exciting to see our advisory board members really advocate for the work that Head Start is doing, and many of them are parents, and so hearing from them is super powerful.

Um, delegate agency funding, you know, this is uh my jam.

It's super important that we fund our delegate agencies at the fullest level because these are the people that are really doing the not uh all of the wraparound services and supports for our youth and family.

So I support the proposal that you have in here to do eight months extended contracts, and I would like to recommend three focus groups, maybe.

The first one I think we should talk to is funders.

I've been talking to a lot of the funders in the community, and they've basically been sharing that if city the city is critical in the funding for these nonprofits, and if we pull out, it hurts them because they don't have the capacity to fill in the gap if we walk out.

So I think we should do a focus group with the funding community and figure out better ways to align.

Obviously, the second one, let's talk to the orgs themselves and see how they feel like we can improve the program.

And then the third focus group I think we should do is with United Way and communities and schools because they're the ones that are actually um leading the metrics on how things are being tracked, and that was one of the feedbacks that uh feedback that we got last time.

And then, of course, looking at Councilman Via Gran's push for how do we change like short-term versus long-term grantees, I think is a great focus for this upcoming few months as well.

And I'm sure um Chair Galvan with the educational equity uh group can take this on, the committee can take this on as well.

Um then the last thing I wanted to thank y'all on is from my Kenwood community center.

I was thinking about this when we first in 2023, we were like, it's gonna be open in two years, and I was like, Eric, two years, right?

And you're like, I don't know, councilwoman.

But I want to say that what I really appreciate about the time that we've taken is the community engagement.

So we let a community co-design group that's actually providing input for the Kenwood Community Center, and it's a group of like 20 people, and your team has done a great job of bringing everyone together and listening to the input like where does the bathroom go?

Does it go right to next to the front door or does it go next to the food hall?

And things like that make a difference for community members.

So I'm super glad that that's going to be the funding is continuing to be allocated in 2027 will be there ready to cut the ribbon.

So thank you all for your work on that.

Thank you.

Um, and then I'll just end with uh I'm good with that.

I'll just end with Metro Health.

Um Dr.

Jacobs, I wanted to uh thank you for your work on the reproductive justice fund and your team's work.

I know it's been harder the last couple years, but you've been really flexible and willing to um take the direction of this council and move that work forward.

Um I also wanted uh double down on the mayor mentioned like what would you do with additional funding?

Um, my double down on that is the behavioral health program for schools.

We talked about this when you guys you guys came to Cheka a little while back.

Um, and I just wanted and we talked about what what more could you all do if you had additional capacity for that?

And I know that program is super successful because I I've had school schools and partners tell me that they really appreciate this because it's telehealth and kids can access it.

And so if we were to double down on that on the extension of work, what would that behavioral health look like?

What capacity uh could we add to increase that program specifically?

I think would be wonderful.

And then the last last thing, I don't know if you have the answer to this, but we talked about the health inspection fees.

I understand we've never charged for them.

One of the questions that I had asked was what is the impact to businesses for this, and this is like the second to last slide, yeah.

So the um health inspection fee is is now obviously being charged.

I wanted to see do we know what the impact is going to be?

Because we talked about Eric that there's an increase to this for um food establishments, but at the same time there was a decrease because of the state.

Um, and it was so we were trying to, I wanted to just share that we were trying to balance this out with that it wasn't gonna be just a hit on the food establishments, that they actually got a decrease in funds.

So I don't know if we have that and and maybe we can just follow up with that specific number what if we can get that in the memos afterwards.

I just want to make sure that our food establishments know that they're not just having an increase total for completely.

Thank you, Dr.

Jacob.

And thank you, Dr.

Winger leadership team for all the work that you do.

Thank you, Mayor.

Those are my questions.

Uh Chair View Grande.

Thank you.

Thank you, Mayor.

Uh, thank you for the presentations.

You've all did a great job in following the directions that the city manager gave you about looking for redundancies and looking how to cut the budget, and I applaud that.

Uh again, Eric, I want to make myself clear that my priority as of right now in terms of additional funds is the cost of living increase for our employees because what I heard is that your employees are going to be doing more.

So I think it needs to be in three percent and on good years, we really need to move that up to five percent.

But here we are today, and I'm not ready to say what where we get you more money, because I'm still trying to think of creative ways of how we get more money here in the San in San Antonio.

But I do want to start with the library.

Uh um, so director uh Gaswani, I want to thank you for your efforts.

Josie Martinez is part of the board, and your board of trustees is doing amazing job in terms of getting publicity out there, making sure that we're telling the library stories.

I uh is incredible.

The one thing I'd like to have follow-up with um is if there's shortage of grant funds for the library, where is that coming from?

And if your two groups, I think it's Friends of the Library and the other um group that raises funds, the San Antonio Library Foundation.

If the donors there are dropping off, how can we help there and what we do that?

So if we could get that, the other is the furniture and equipment going into the libraries.

If we could kind of if I could get some information on how it's accommodating specifically the seniors and those living with disabilities, because I want to make sure that we are continuing to keep that uh front of mine.

I think the library, because of its 96 uh percent satisfaction rating, because we all use it.

I my staff and I all got our enhanced library cards because I I'm like you never know what one day when you lose that wallet or you you something's not working, you have that, and we want it to be an example.

And we loved the process, and now Canopy and Libby are on my devices.

So I think we do need to do more surveys and and talk on those stories.

The other thing is I think for the library in particular, where we're gonna find money, where we're gonna find funds is really in partnerships.

So I look forward within this next um this next four years is working with you to see how we can get those partnerships, so how we can get those fundings and making sure that we are continuing to be um top notch in terms of how we tell their story.

And the other thing is you you all can count me in on any platform.

If you need me to go to Austin, if you need me to go to DC and talk about how well our libraries do, I will definitely get that done.

So thank you for your efforts.

And if you could just get me that information so we can see how we can help moving forward.

Thank you.

Thank you for your comments, and we will get you all the information you ask for.

Thank you.

Thank you.

So the one thing with the library as you sit down is it's where technology begins, but really I think with these three departments that we have, we see how technology is important and we need to tell the story.

So thank you for being that little hub that started with it.

Next, I want to move on to Metro Health.

Um Dr.

Jacobs and I, Claude and I see each other a lot because we both sit on chess.

So you know my first question is kind of if on slide nine when you talked about that.

If you can after this, get me kind of a breakdown what that's going to look like, because I really do if we can take this off of Metro Health Plate and let that organization do the coordination with some of the nonprofits and then see how we move that forward, especially those working in our rural areas in and around the South Side.

And I'm thinking Floresville, Pleasanton, Von Army who come up here.

So if we could get that, I love the new, I don't know if it's new, it looks new to me, but uh the foundation of public health services and what your team is doing, and I love the little all of you that are here, you guys are doing an incredible job.

Um the one thing I think we need to look at is we talked about um, yes, financial burdens bring um bring stress and they are gonna cause things to happen.

But I think when we think about this, and then Melanie, when you come up with DHS, is that our poverty report really needs to be that what is helping guide us because the the makeup of of who's poor and who's struggling, which is single moms, is not gonna change.

As long as women of color are getting paid, you know, 54 cents for every dollar that men of not color are getting paid.

We are going we're going to be hurting.

So I think we need to make sure that that drives us as we move the decisions.

So thank you for that.

And I think when we talk about assessment and surveillance, we really need to look at women, we need to look at single women and children of single women as we move forward.

So thank you for all you do.

The communicable diseases, 29 counties, that's a lot of counties.

And that's a lot of people that need their vaccinations.

And I like you all are concerned about this upcoming flu season and concerned about how we how we have the resources.

So please continue to keep on the good work and see how if I if we had the money, we would get it.

But again, it's gonna be those partnerships and it's going to be how we do that.

So if we could continue to work together on that and see how where the dollars are or where they're hidden in terms of labeled under something else, I and Claude, you've been amazing at getting grants, and I think we're just gonna need to get creative on on how we do that.

And because your team does so much analysis and and so much assessment and surveillance, I think we can get that, but it's gonna be a long road.

So with that, I'm I'm encouraged about where we're going.

We need to keep moving forward in this process.

It's just going to be hard.

Um, and the one thing I want to say when we talk about domestic violence, when we talk about violence prevention, I feel like we need to take a just hands-off mentality with people in terms of talking it.

Ask for permission if you're a hugger, ask for permission.

The other thing is just don't touch, you know, don't hands off people's shoulders, hands off people's arms, make sure there's a big excuse me if I'm going to go, excuse me, before you put hands on, because I think that that is that is where we're going to have to move because this where we are in our climate is it's just so um, there's just so much anger and tension there and frustration is that things just seem to be um very explosive.

So, with that, I think the only question I have for you, Claude.

Um, oh, and thank you for your reach recent immunization process with us.

But the only question I have is if we can get more information about the chronic disease and injury prevention, and then if I can if if we are tracking any data specifically with um the schools regarding asthma days or emergency visits for children, those are the two things I'm kind of tasking you because again, this is all about how we get more money for the city of San Antonio.

It's gonna be through partnerships and know that I'm there looking under every rock to try and find the dollars we need to get back to our budget.

Thank you, Claude.

Thank you, councilwoman.

Yes, we're keeping track of the punch list as it's growing.

So thank you.

Thank you.

And Melanie, I I I only have two minutes.

And yours was kind of one I had the most for, but we're we're gonna need to do this in B sessions, and we're gonna need to do this in committees.

Um there are some things I'm not sold on the four years.

I think it might should it should maybe be three.

I'm really we're going to need to look at our nonprofits and their their donor list and what has kind of um you know pared down because what I don't want is to create more work for you because we have a nonprofit that we say we're funding for for four years and they were relying on other grants, and then they cease to exist in two, and then you're you have funds that you're now okay.

Now we have a whole bunch of funds to redistribute, and we found that in during the COVID.

So I think there's gonna be a lot of unpacking to this process.

The other thing is the seniors they don't like to go to the big senior centers, they just don't.

And I only have Lions and uh Wellmed right now, and I have like three to four others, and I love my press at senior center too, but sometimes the Southsiders that live in district three don't want to go to District Five.

So I I really you're gonna really need to help me kind of work through that in terms of the meal program because I'm you said that, and I was like, I'm gonna I said Eric, I'm gonna need to build a new senior center if that's the case, another giant senior center.

But please kind of get back with us on that.

But truly, I think um just a lot of questions as we um as we talk with our older adults and as we move and as we as we talk about the nonprofits, but right now I'm not sold on the four years.

I think it's it's too much pressure on our nonprofits.

They can do something for two years, and if they're there was they're relying on certain corporate donors and our corporate donors.

I think about Haven for Hope and losing New Star, and we just we need to we need to kind of think through that process.

So I'm looking forward to that, and I want to thank you for all your efforts and what you continue to do.

Thank you, Chair.

You've got time and all right.

Thank you.

Councilwoman Alderta Gabito.

Thank you.

Uh thank you so much to Melody, Dr.

Claude, and Sukret for y'all's presentations today.

Melody, I'm gonna start with you.

Um I actually do want to echo Councilwoman Via Grand's comments about us, I think it was a majority of us saying that we were for cost of living adjustments um for city employees, and I think that's extremely important because we are seeing that our city employees are gonna have to do more with less, and so we need to make sure that they're taken care of.

Um off of that on slide number four.

Do we have a chart that shows the number of homeless we have had in San Antonio and how much direct and indirect funds we have invested in in homelessness?

We do.

We can um I will work with Patrick and Mark Harmona to put together we have one the point in time count chart that goes for the past 10 to 15 years.

Okay, so we can show that, and then we can show along with that the city investments and grant investments.

Yeah, and I think that's important because um one of the things I was also at Councilwoman Castillo's um budget town hall last night, and I heard it there.

I hear from District 7 residents, people are getting very frustrated with the what they're seeing is a lot of money we're investing in homelessness, um, and and it feels like the problem is getting worse, right?

And so I think that we need to to figure out what the strategy is.

I know that we're creating a new department, all that kind of stuff, but um how we are tackling um the problem is it's still kind of gets gets lost, you know, and we need to be able to communicate that to residents.

One of the other things I've heard, I heard last night, and I I've heard also from residents, is and and I want to uh understand the thinking.

So Haven for Hope opened up in 2005, correct?

2009.

2009, and we were only supposed to invest in it for the first 10 years, right?

Council in the past had made that agreement, but somehow that changed.

That's what I'm trying to understand.

So we executed a 60 now year operating agreement and a ground lease agreement with Haven for Hope, and that operating agreement didn't specify a dollar amount of support, but that the city would contribute to meals and uh security and operations in general during the operating agreement time period.

So then the intention was we were always supposed to invest in Haven for Hope.

Right, because we actually own the land that Haven for Hope is on and some of the buildings, and the uh property will revert back to the city at the end of the agreement.

Okay.

When is the end of the agreement?

There's no 60 plus 29.

Okay.

Yeah, a long time.

No, I'm curious because um and and maybe and you know, I I uh maybe how it's sold in the media because I have heard that from District 7 residents as well.

Like, why are we investing so much in Haven for Hope?

Um, we they they a lot of people were under the impression that the funding was to stop.

So I just wanted to get clarification on that.

Um I will um have to respectfully push back on my colleague, Councilwoman Secor, in that I do think that it is good for us to have a conversation with funders with nonprofit funders.

Um, but I also think that we need to set the real expectation that the city budget can't solve for all the things, right?

And I'm saying this as a former executive director of a nonprofit.

Um you know, times are tough with federal changes, um, but you know, we need to invest in our core services, you know, as the mayor says, and in mission critical uh uh mission critical events for us, you know, our police officers are firefighters, our streets, and so these are tough conversations that we have to have, and so um I do think that we need to set a realistic picture for our funders that we can't always rely on the city budget to to make things work.

Um and so I I think that that that conversation needs to happen, and and we also need to um you know be aligned with with where we invest.

And I do want to be clear, I'm not saying that these nonprofits uh uh work isn't uh noble, it is, but you know, we also have a budget of our own, right?

And so we we have to prioritize where we where we need that money.

Um all nonprofit work is um extremely important in our community, but we can't always take the the brunt end of carrying everything forward.

We need to rely on corporate partners, we need to rely on grant writers getting other grants from elsewhere because we we just can't soak all of it in.

Um I do also um have concern about four-year contracts.

A lot can happen in four years.

Um so definitely not a fan of that.

I I think to your contracts, we just saw this with our terms.

Um, anyways, um when I also had a question on the list of essential versus discretionary um nonprofits.

How did we decide what which is which?

Um through the definition, so discretionary nonprofits are not supporting any a direct city program.

Okay, essential they do support direct city programs.

The example, the best example is the senior centers.

Without those funds, we don't have any activities going on in the senior centers.

Okay.

So the essential is supporting city programs, discretionary is not still good work, but they're not supporting city programs.

Okay, that's the support city priorities, but not necessarily direct programs.

Okay, and just because y'all called it out on on slide number 16.

What is the agreement with that partnership again?

I remember they made some noise to get some funding, but right.

So separate from that, up is um a designated agency and has been for about three years.

However, they're not, you know, after school challenge um supports really in a lot of ways the parks department because they don't have the capacity to serve that many children, supports the police department before because those children are not running around on the street after school.

Center for Health Care Services supports the police department, Haven for Hope, of course, supports the homeless response system.

Um doesn't necessarily specifically support agencies, and so it is considered discretionary.

Okay.

Good to know.

Um, on slide number eight, the expanding utility assistance, just to be clear, um just uh is this where we're I pushed for in 2024 to increase ADP?

The expanding utility assistance, just to be clear, um, just uh is this where we're I pushed for in 2024 to increase ADP?

The affordable.

Oh no, ADP is a different program that um CPS operates.

So then what is this?

So we do the project REAP, which is actually we go in and credit accounts with uh dollars from CPS, so that people's bills are, you know, they're not disconnected, their bills are are paid.

We can do that up to twice a year for families up to 400.

Um, and so this the uh eligibility right now is 125 percent of poverty, but but we did have several council members ask us to consider increasing that, and the county has also increased their portion to 150 percent so potentially residents can get um assistance from CPS and then also the city.

Is that correct?

Okay, yes, and and this was this was uh this was a proposal to align based on the actions you all took uh during the last CPS rate conversation so that we didn't have two different standards.

I see.

Okay, no wonder, and that that and that's what was throwing us off because we're like, well, this looks a lot like what we pushed for ADP.

Thank you for that.

Um, you know, and I I do also think that going back to some of the delegate agency work, you know, we do need to be creative in thinking about how we could um help with uh our budget, and my team and I were gonna come out with some ideas later on um today or tomorrow.

One of the other things that I think we should be creative on is how we work with the county on our delegate agency efforts.

You know, I know a lot of them go to the city and the county, and I'm not sure you know whether we say, hey county, y'all take on domestic violence.

I um this is it for for example purpose, you know.

But I think we should be working smarter, not harder.

And um, I think that we need to lean on each other, especially right now as times are tough.

Um so you know, I'd I'd like to push on you all to see some j so to offer some suggestions on how what that could look like.

We'll have that conversation before we come back to B session.

Okay, perfect over perfect.

Um, Dr.

Claude, I don't have anything.

Um, really quick for the library um library uh sorry the roof replac the roof replacement on Forest Hills.

How long is it?

Do we have a project timeline on that?

Uh for Maverick.

Oh, so I know HVAC was for Maverick, and I think it's supposed to be completed in the fall fall, but forest hills, the roof replacement.

Yeah, Kathy would answer that.

Okay, yeah.

Yes, absolutely.

So um, if funded, we would be able to complete that roof replacement within a year.

Okay, perfect.

Thanks.

And you know, I just want to quickly note that I love it when neighborhood meetings are at libraries.

Uh I was at one last night at Forest Hills, and my girls just love it because they're always coming to neighborhood meetings with me.

So um our libraries do so much good for our community.

That's all.

Thank you.

Councilwoman Castillo.

Uh thank you, Mayor.

Thank you, everyone, for the presentations.

Uh, beginning with libraries, I would like to echo um the importance of the San Antonio Book Festival.

But I think a way that we can supplement that funding is again by evaluating uh our hot tax and the ways in which we have broken it up to support OHP and the arts department and visit SA.

I do think there's opportunity for us to infuse more funding, whether it's to the SA Arts Department to fill that gap for the book festival, and or request visit San Antonio to contribute because this festival, as the councilwoman mentioned, attracts folks all throughout the United States who come in, stay in hotels, rent vehicles, and so much more.

So I think this is something that we should find creative ways to help supplement that gap.

Um but I also wanted to highlight you and your team and uh the Cons Garden Library in particular, that's where our field office is housed, and uh we're excited for the Las Palmas office to open so we can be in that library as well.

Um but we know you and your team uh have robust programming, and it's always great to hear on weekends or weekdays just laughing from kids, uh screaming from kids.

Um, but it shows the diversity of programming that you all offer uh in terms of youth services, and then as well as for our older adults as well through um the digital literacy um courses that y'all offer.

So I'm pleased to see that we're not seeing an impact there, and they'll continue to be offered to uh San Antonio residents, and then of course, uh the agreement that we have with the counties, so county residents as well.

Um, but also highlighting the HVAC system at Collins Garden Library.

Thank you uh to your team for that.

Uh it's very necessary, and then of course, recognizing the chairwoman who's been present at the majority of uh budget town halls that I've seen, so just thank you for ensuring that uh you're taking note uh and taking it back to the board on what needs to be improved.

But just wanted to thank you and your department uh for the work that y'all do, and then of course, um of course the art gallery that you'll have the central library.

Um, we all will be working with the arts departments, not a budget request necessarily, um, but to work with some uh community folks on how we can showcase the blankets during uh national aids history month.

Um so we'll be reaching out and and talking about what that could look like.

Perfect.

Looking forward to it.

Thank you, Councilwoman.

Thank you.

And then moving to um, I guess they overlap, right?

Um again, we know that Metro Health plays a pivotal role in addressing many of our public safety concerns, and when we think about um the presentation that we received regarding public safety and the decrease in crime, whether it's violent crime, property crime, whatever the case may be, there have been drastic decreases.

And I believe that's in response to many of the delegate agencies and the SA forward plan, the poverty plan, um, that we're seeing the reduction in those crimes.

So, in terms of the work of Standup SA, will we be seeing any reductions in terms of support within stand-up SA?

Uh stand-up SA again, I mentioned we've had that program for over a decade.

Um, so for FY26, we have the commitment and the uh budget to support that work, the two dozen staff and the three teams.

Um the CLIF comes a year later.

So that's my reference to the fragility around the 1115 uh Medicaid waiver.

So that's uh so we're planning for that, but just know for next year.

No, we have uh robust support for that team.

Yeah, and and with stand-up SA, right?

We've seen a number of gun violence incidents interrupted, roughly 488, and then we've also seen other violent um members contacted for support for services by the SA program over 1,950, right?

So this is impactful.

Um, but I say that all to say that Stand Up SA does great work and working in coalition, right?

They often lean on other nonprofit organizations to connect residents to resources and wraparound services.

Uh, what that looks like is Big Mama Safe House and Stand Up SA.

So I want to highlight the important role by not supporting nonprofits like Big Mamas, how it can have on our public safety plan on the SA forward plan if we don't continue to supplement uh the work that they do because again, this is keeping our community safe, uh, and we're seeing it evident in the data in the public safety presentation.

Um so I I wanted to highlight those uh key components in terms of uh public safety and the role Metro Health and the SA forward plan has played in reducing violent crime, and I think this is where we can't afford to reduce and or remove any um uh positions, right?

But I'm pleased to hear what those that are impacted, they have found assignments to continue to do uh work in community.

Um but with that, uh thank you, Dr.

Jacob.

Uh, I wanted to pivot over to DHS, right?

And um particularly with the youth programming and the ambassador program, um, the city of Chicago and the City of San Antonio, we have a huge youth violence uh epidemic, right?

We have kids killing kids, kids killing adults.

And what the city of Chicago has been able to do to drastically reduce violent crime amongst youth is by supporting uh a program similar to the ambassador internship program, but it it's 16 to 24, right?

And it's provided to opportunity youth.

And I think as the councilman mentioned, there's opportunity to work with next level to provide opportunity to kids that college may not be the tracked, but they're looking to gain a skill set.

And I think by revisiting how we do uh the ambassador internship program, we can see uh ways to reduce violent crime amongst our youth, and then of course, provide uh that training that we heard last year at the youth commission budget town hall, right?

Last year the focus was you know what opportunity are there for folks 18 to 24 in terms of workforce development and retraining, particularly for those that do not want to go on to a four-year university.

Um in terms of the discretionary funding, support and community needs and city priorities.

I I think right when we're talking about reductions and cuts.

I think again, the poverty plan, the SA forward plan, uh, the violent reduction plan all point to where we should be investing, and it also has data to cooperate where those investments should go.

Um so, in terms of the 700 278,000, I think there would be value uh in you know, reallocating some of that funding to go towards next level and/or the youth commission because during the ARPA conversations, the San Antonio Youth Commission was able to disperse a hundred thousand dollars of mini grants.

And when you look at how those mini grants were dispersed, oftentimes they look like what we have nonprofits applying for.

But this empowers our youth to go through the RFP process and our youth know right where the investment should go and what their needs are.

So I'm hopeful that we could revisit where that 278 is going because right now we're talking about cuts.

We have the data in terms of what the needs are, and then we have a well-equipped and a very wise youth commission that we should compend could should continue tempower.

I did have a couple of questions in terms of uh the RFP process, Eric, for the essential and the discretionary delegate agencies.

Would there be opportunity for council to recommend specific uh nonprofits to receive that uh support?

Go back one slide.

No, forward.

That one right?

No.

Okay, we keep hitting the wrong slide.

So the your question is whether or not whether or not there are there's an opportunity for the council to slot agencies or services on the under under the um essential correct.

Yes, I mean we're we're coming back for the for the proposed budget.

We have as as Melody laid out, we have um a number of programs or agencies that are uh slotted for 12 month funding in the in the budget and then eight month extensions.

But as as uh Melody pointed out, we we're really we're coming back in October to talk about the funding.

If there are allocation adjustments that you all want to make, um you can do that either through the proposed budget or as you uh discuss the uh the uh the future program uh in the fall.

All right, thank you, Eric.

And mayor, if I may, um Benny Price at Big Bama Safe House, if I could allow him my last two minutes uh to share the importance of the work that uh Big Mama Safe House plays in not just District 5, but all throughout the city of San Antonio.

So if you could come up, Benny.

Thank you, Mayor.

Oh, okay.

Thank you.

Um City of San Antonio.

Uh my name is Benny Price.

And nice.

My name is Benny Price, and I'm the CEO of Big Mama Safe House.

Umprofit 51c3 uh grassroots organization uh invested in public safety here in San Antonio.

Public safety's number one job is saving lives.

And right now, the number one cause of death for our youth is gun violence.

That's not that's just not a statistic, it's a call to action.

We've seen firsthand when the city invests in community organizations, gun violence goes down.

The data proves it, and the streets of San Antonio reflects it.

We don't do this work alone.

We collaborate, we network, and we partner with individuals, organizations, businesses, and both city and state agencies.

Organizations like Stand Up SA are doing incredible work reducing violence among our highest risk individuals.

Big Mama Safe House provide violence intervention services with its great program called the Gang Rehabilitation Ending Affiliation Ties.

Uh wrap around services, including youth employment initiative with Texas Workforce, Trump Informed Care Training, and Referral Services for All Social Services.

We have not been uh just a great partner for the city, we have been a great neighbor with offices on the east and west side.

That's why today we're requesting to be included in a line item in the city budget.

Specifically, we're advocating for our youth employment through the yes workforce and ready to work programs.

These initiatives support unhoused youth ages 17 to 24 and those agent out of foster care.

We help them earn high school diplomas, GEDs, build cognitive and practical skills, access mental health services, and become educated in Trump-informed care while all working hands-on in our community.

And we have some of those here with us today.

Supporting Big Mama Safe House is not just a moral investment, it's a smart one.

The return is measurable, the impact is visible, and the live saves are invaluable.

Let's make sure our budget reflects our values.

Let's invest in safety and opportunity and in our youth.

If you have any questions or more or need more information, feel free to contact us.

Help is not on the way.

Help is here, Big Mama Safe House.

Thank you, sir.

Thank you.

Thank you, Mayor.

Councilman White.

Thanks, Mayor.

Um, I will try to be brief.

I want to thank all the departments for the efficiencies that that they found for first and foremost.

I know with the uh delegate agencies, we right-sized some budgets saving about a half half million dollars.

Same at the part-time new nutrition sites as well.

Um with regard to Metro Health, it looks like we found uh 4.4 million in uh inefficiencies and the 26 budget and another 1.9 and uh for 27 and on the basis of realignment.

So uh I just again I I appreciate these comprehensive budget reviews that we're doing that that hopefully are gonna lead to our new hybrid budgeting process that that we take a look at moving forward because as we are in a time of uh fiscal uncertainty here uh at the city and and budget deficits and all the rest of it, we need to continue to press each department to truly look at each line item expense that they uh are thinking about incurring in the coming year uh and asking ourselves is it really necessary to to achieve what what the department is trying to achieve.

So I'm happy that um we saw some of that in in today's presentation.

Um the human services.

I want to begin by talking about the senior center hours, extending the senior center hours.

This is um great, great news.

Uh uh our seniors at the Northeast Senior Center, uh they love it there, and so the to the extent we can provide more options and more hours to all of them.

Um I know my residents appreciate it, and I'm sure all of our seniors uh appreciate that at uh at my colleagues' respective uh senior centers.

Um with that said, uh, you know, I think I I think we're we're spending too much money uh on these uh on these delegate agencies, I gotta tell you.

We we've been talking about it over the past year.

And um, you know, considering the fact that we have a our very uh basic core service that we provide, that being public safety, considering the fact that um we are still uh many police officers short.

I mean, we had our lead uh law enforcement officials stand at that podium right there and tell us last week that the community uh will be safer uh as soon as we get to that 60 percent of our officers being on patrol and and 40 percent on call.

And he said uh the quicker we do that, the safer the community is gonna be.

And so we need to fund those additional 40 officers to get us to a total of 65 in this year's budget.

So what I would like to propose is the restricted funds, you know, we can compromise, we can leave those as they are, but some of these unrestricted funds that are discretionary on some of these delegate agencies, I would like to drop that pool of money uh by a million dollars uh and put that million dollars uh towards the funding uh of the additional officers uh in this year's budget.

Uh we'll still have to find the other, I guess 1.1 to get us to the 65, but again, it it's not directly cutting from any specific agency.

I just think we should cut the pool of money by a million bucks and then uh allow everybody to to compete for that money uh because we gotta we got to get these officers on the street.

Um strengthening families.

There was a slide on it.

Uh what was not on the slide was um American Gateways, I see is still going to get money from this city council as it stands right now.

Um it looks like in in the budget book we still have a hundred thousand dollars.

Um is this the uh no, there's a strengthening families uh slide in the in um that I saw, but it's not in there.

And so um I I again want to reiterate that American gateways should not be getting a dollar from from this city council.

Uh it is it is not a core service of our municipal government to be uh funding free legal services for non-United States residents.

I'm I I don't I don't really know what why that's even even a question.

Uh and so I I would like us to take a look at at removing that 100,000 dollars and and putting it towards a uh a core a core city service.

Um Claude, and in uh in terms of of what's going on with your department, it looks to me that between 2019 and 2026, Metro Health's budget has nearly doubled in terms of the general fund support.

Can you tell us a little bit about what's driving uh that increase?

Yes, thank you, Councilman.

Um the increase has been attributed to the investments for the SA forward plan that was launched in FY22.

Uh that amounts to uh for FY26 that will be uh uh 20 million dollars, so about uh a quarter of our operating budget.

Um so we have leveraged over 135 staff anchored to the general fund, and that's what you see reflected in our accelerated growth.

Uh so between grants as well as uh leveraging the general fund tied to the rollout of the SA forward plan, and we're going into year five of that plan.

But but I I'm just focused on the on the general fund.

Yes.

It looks like the budget's nearly doubled in seven years.

Yes.

Is that something that that was anticipated?

So the commitment again a few years back was tied to the investment for the rollout of the SA forward plan.

So yes, that was the multi-year plan, a five-year plan.

We're now in year four of that plan, and um we have one more year to go tied to that initiative.

Okay, and okay.

And so what specific services are are driving the growth?

So there are six priorities tied to the SA forward plan.

It's access to care, it's mental health, it's violence prevention, and it's food insecurity, uh, coupled by automating functions, so data technology infrastructure, as well as our ongoing work around health equity and social justice, which I mentioned earlier in terms of making sure that we have that staffing complement.

So those are the six priority areas we've reported out to the community health committee year over year, but that has been uh the investment tied to mitigating the conditions that were exacerbated during the pandemic.

Um so that's why we invested in that multi-year plan.

Okay.

All right, thank you.

Uh in closing, I'm just gonna echo the comments of my my council colleague Councilwoman Aldrato.

We're spending a ton of money on homelessness.

We we went over it last week.

Uh I don't believe there's there's any there's any clear plan to actually combat um uh the the root cause of of homelessness.

Uh we're we're we need to look at it at everything we're doing there in terms of how we're spending our dollars and and uh what you said about working with the county um too applies to the homelessness issue as well.

Uh when you look at the cities that have really done the best job on that issue, um the they work with you know their city-county partnerships along with uh partnering with the the counties in in the surrounding area.

So I really think we need sort of a a regional uh approach to that issue, uh and it would be nice if some of the cost could could be spread to some of those other jurisdictions as well.

Thanks, Mayor Councilwoman Mesa Gonzalez.

Thank you, Mayor.

Um just wanted to start by thanking city staff on budget adjustments that uh they're making in all departments and on in these three.

Wanted to start with uh human services, really just want more of a breakdown.

I think we've talked about this before, just as re as it relates to uh the numbers related to immunizations, domestic violence, our air pollution control programs by district.

That's human services, right?

No.

Metro Health.

Uh I'm I went for, sorry.

Yes, I'll go with right.

Stay there, Claude.

Stay there, Claude.

Um, so yeah, breakdown of just those uh services by district, I think gives that better picture of uh for budget discussion, right?

Of um where this money is going and where the need is in the community.

So again, just on the immunizations, domestic violence outreach, air pollution control program, even the SA Kids Breathe.

Um I'm sure you guys can get that.

Um I know we've talked about uh you know we have a cops, our citizens on patrol for SAPD.

Is there any sort of program that we can discuss related to SA core of just how the the neighborhoods can get involved in that?

Has that been talked about at all?

Thank you, Councilwoman.

So did you want to know about the activity side of SA Core or something specifically?

Is there just a is there some sort of can initiate that is similar to our cops program for SAPD?

I don't know who's better to answer that, but uh good morning to Mayor and Council.

We can explore that, Councilwoman.

We can add it in the follow-up memo.

Yeah and give you a recommendation.

Okay.

Um I think also wanted to highlight that investment that we've made as a city, that increase in our general fund and in Metro Health.

I think you know the fact that we're anchoring to that tax base, I think you mentioned earlier, um, is really how we can secure these programs, right, and not be reliant on these grants.

And so down the road with with this 1115 waiver uh going away, we're not gonna see that impact so much in 26, but more so in 27.

And so the sooner we can prepare for that um as a council, and even within our uh committees, I think that's important that we start those conversations.

Um let's I think that was it for Metro Health.

Thank you.

For human services, the same thing, just a breakdown of our um for our older adult adults on the food security and transportation, where that's coming from in the in the city.

And also a budget breakdown of our budget history of our services, especially with our older population, uh senior service.

Let me see, where is it?

I think it's uh yeah, slide five.

If we can just do a budget history of those services from 2019 to 2025, the increase to our senior independence, child, children's success, um, as our seniors are are living longer and and more independently.

Um, what are those resources look like down the road?

Uh for our senior centers support extending those hours.

If you go to Bob Ross anytime during bingo, everyone will be very happy to hear that.

I just went this Friday.

Um, it's a lively bunch.

Um I recommend going if you need some downtime.

Um let's see for senior centers, also.

I think it's on slide 11.

Uh, this is my pitch for Bob Ross Senior Center.

Um, is not on this list, and I'd love to see that in the near future.

Uh it's the first senior center that was ever built in San Antonio because of our council member uh Bob Ross, who was um interested in learning more about how we could serve our senior population.

Um, so making sure we've we've done, you know, we've we've done um certain we've changed, I guess uh some of the the I lost my train of thought, sorry.

I would like to see that on there.

Um, and also we're the only district without a community center, district eight.

Um, so really want to make sure that uh we get a district uh community center, whether it's a community center and a senior center together, that's intergenerational.

I think that would be important.

But district eight is a big district, and uh Bob Ross is the only senior center we have.

I think a lot of people in District 8 think that Walker Ranch is our senior center.

It is not.

I know they all wish it was, but I think we all do, but um something like that I think would be uh very helpful.

So uh what else?

I think on libraries, I'll move on to libraries.

Just want to again thank you to everything that our libraries are doing and uh the connectivity and the trust that we have in our libraries is is crucial.

So thank you to our chair who happens to be my district eight appointee.

Uh, thank you for all the work that you've done uh for our library system.

Um also on the capital projects for um our libraries, we've got uh Cody Library getting uh HVAC um improvements, but would also like small improvements like a larger one-way sign there.

They're very small, and so we really just need to increase it.

It's um I was there pretty much every day during early vote and election day and saw two accidents, um, and also just would like to see that yellow arrow on the ground of when you park needs to be much larger and brighter.

But those those one-way signs were crucial.

Um, so want to make sure we do that.

And also want to agree with uh councilman Castillo on uh the hot taxes related to the festival.

I would compla uh completely agree with um how we can use those hot tax dollars uh to help fund that festival because of the folks that come in to see that.

So that's all I had.

So thank you so much.

Thank you.

Councilwoman Spears.

Thank you, Mayor.

Um, thank you so much for your hard work on the presentations and the information.

Um did have some questions and comments.

I think I'll start with human services.

Um I too am happy to see the senior center hours being extended.

I'm really concerned about this group of people.

I I think they're gonna need more and more resources, and um I want to make sure we're tackling food insecurity and transportation challenges across the whole city.

Um, isolation is just really key here, and so that's why I'm happy about the senior uh centers extension.

But I would like to see a breakdown by district of how the services are being utilized.

Um I did not hear much about our veteran population, and I think I wanted to know how we're coordinating with our state and local partners, um, such as HEDVASH and the TDHCA's veterans transitional housing program, um just how we can collaborate with them and work together with them to better support our veterans.

Just how we can collaborate with them and work together with them to better support our veterans.

And I think we need this in a comprehensive manner because the county runs our court systems and it greatly impacts the results that we have here for all of our efforts in San Antonio.

And I think it would reduce redundancy of service.

I think we will see delicate agencies and how the money is used across the board and probably find some ways to reduce our spend there.

I do think we need to look at spend how we're spending on delicate agencies.

I support Councilman White's idea of reducing that by a million dollars because I again hear so much about how public safety is number one for my my residents.

And so I feel like that's an easy way to get to our 60-40 ratio that we're looking for.

And I I also I greatly disagree with spending any money on American gateways.

I I can't fathom doing that when we have such a high domestic violence rate here for our own citizens.

I just can't fathom doing that for someone that's not a citizen.

Let's see.

And I too am concerned about the four-year contract.

I would like to keep it at the two, just so we can keep monitoring.

But overall, what you're doing is is truly important, and I really appreciate that very much.

So thank you.

Um Dr.

Jacob, I had a couple of questions for you too.

The youth success division, I think is tremendously important in capturing that vulnerable group of people.

Um I wondered if moving the project worth into alongside youth success, does that expand that program as you do that?

That is being transitioned to DHS, so that's the reference thing.

But so it will probably expand the program overall.

Yes.

Okay.

Okay.

I'll defer to Mellon.

Sorry.

Just real quick.

It will expand opportunities for youth.

Okay, it's good.

Um so again, I'm going back to this stat that just has stuck with me about domestic violence because the number the the initial the homeless population, the the 49% number of first-time homeless are domestic violence victims and their children.

So I'd like to know more about the domestic violence prevention and response programs that we're offering.

And um, yeah, so that's one thing, and and probably a breakdown by district would be helpful there too.

I think that's it there.

Okay.

Oh, I did have one more question.

This is kind of a big one.

Where are we with the 13 million dollars in reimbursements on the migrant resource center?

Still pending reimbursement.

Is there any way we can assure our taxpayers they're not gonna be on the hook for this?

I get asked this often.

We have, and we will continue to advocate for the reimbursement of that federally approved program.

Um so in my mind, there is money that we're owed from the federal government for that, um, some for winterstorm URI, and a little bit left from COVID, and we're gonna continue to advocate to get reimbursed.

Okay, um, let's see.

Okay, so the libraries.

So I love the library.

I go to the library, however, I am concerned when I saw the 26 FTEs, and we're only doing 25 police officers, it really just the correlation was hard for me because I literacy is super important.

So I just want to say that there.

And then we have some redundancies with the county there in the bibliotec program and then the San Antonio Public Library.

What can we do to reduce spending across both of those?

I mean, it's everyone's tax dollars there.

So we need to be mindful of that.

But I had I had a question if there's a possibility of maybe a pilot program where we could embed libraries in our senior centers since they are using the resources, and you said like they're learning their computer skills there.

Is there a way to expand it there?

And especially in the underutilized senior centers, maybe that's something that we could be looking at expanding our service there since it's already a facility we have.

Just an idea, something I was thinking about.

Oh, and then fines.

How much have we?

I know we eliminated fines in 2021, right?

Uh I believe so, yes.

I'm not gonna lie, I know my kids have lost a few books.

Um so my question is how is this truly impactful?

Is this something that we should be looking at at maybe bringing back?

I mean, I still worry I'm gonna get a fine, you know.

Um, how are we replacing inventory and and um like how much are we missing out on in fines to help help fund some of these programs you want to do with the library?

So I don't have the figures, uh, but uh the impact of uh fine free libraries nationwide as uh so powerful uh what it does is sometimes a kid checks out the book, they look they lose it, they don't tell their parents then they don't come back to the libraries.

Same thing with even like people like me.

Like, you know, like I have like three expensive books out, and uh you know, and uh they are on my shelf.

I'm not even being able to come to the library and not returning.

And then it's those things are happening all around the country, all in the libraries.

So what this does is this actually ensures that our books are coming back.

Uh no matter if it's three months, nobody's four months, but the books come back.

And also there's another thing.

When there are books overdues, it's not like people can come in and then they keep continuing to check out books and books.

So there's a limit.

So once there is an overdue book, uh those are the people they can't come back, they can't just check out further books.

But the fear of paying fines, that goes away.

I see.

Okay.

Okay, I think that's it.

Really, I was just noticing that our surveys came back that the libraries were a low resident priority and public sur public safety is a top priority.

So I just wanted to make that correlation there.

But again, I do appreciate and love our library.

I think we just had a big celebration at the Encino Library for our anniversary.

So um, thank you very much.

And that's all I have.

Thank you, Mayor.

Chair Mungia.

Thank you, Mayor.

I want to start with uh DHS.

So when you have designated versus competitive agencies, how do you decide that?

And if a nonprofit has been awarded um competitive for several years, um how do you figure that into eventual designated nonprofit status?

So the agencies that are designated over time.

Um we've said, okay, we have an agreement with Haven for Hope, we know we're going to fund it this amount.

Why put it through a competitive process?

Um and make it look like the pool is bigger than it really is.

And so we began um designating those agencies that were listed.

So that's an administrative directive that you have.

No, it was it's approved by council every year.

So when we go through the process, the RFP process, we ask council if they want to continue designating that funding.

Okay, but we can take a nonprofit that's in competitive and put them into designated if we wanted to.

You could.

Okay, good to know.

Um I will also ask for um, I think it was kind of mentioned the alignment of data and reducing some metrics in reporting.

Obviously, we want accountability for nonprofits, but every nonprofit I've spoken to who receives funding from the city just says it is just such a burden to have all this data.

And they ask me, like, do you see that data or what are the data points that we submit to you helpful?

And I can't answer that.

So I'd like us to kind of go into that a little bit more and see how we can streamline those things, see the impact of these nonprofits in our community.

So just because there's a nonprofit that's based in D1 or D7 doesn't mean that they're not providing critical services for D4 or D3D5, right?

So I kind of need to see that a little bit more.

For the nonprofits that are in this funding that are under homelessness, is it gonna stay with you?

How are you gonna work with Mark Carmona on that?

So we'll work together on crafting the RFP document, making those recommendations.

DHS will continue to lead the process, but with input from not just the homeless services and strategy department, but other departments that that these programs have an impact on.

Yeah.

And you know, I'm open to the conversation about two, three or four-year contracts.

What I think is important though is that when we um reissue those contracts or they're up, it should be midterm.

It shouldn't be the election year.

Yes.

Uh, because we I met with you right when I was on the staff, and I said, well, you don't know who's gonna be coming back, and it's there's a level of uncertainty that exists with that.

So I would just recommend that contract and a midterm with our four-year term, uh, no matter if we stick to the two or four or three.

So I think that's some good feedback.

Uh part-time senior centers closing uh next fiscal year.

Um what what's the thought behind that?

So there are there are only four part-time sites that the city actually operates.

And those four sites are much more expensive than the comprehensive sites.

The difference between the cost per person is $2,000 and almost $600.

Um that's part of it, but also they're just the attendance is not very high.

Yeah, it's one of those sites, the South Sand Community Center.

Yes, it is.

Yeah, that's in D5, uh, right next to D4.

So and I and I understand that point.

A lot of those folks live, you know, within five blocks from that.

So the next closest one would be what to them.

So the South Sand Center is actually about to close for renovations county owns that building.

Um so we're gonna work right now to start transitioning those seniors to other sites so that they can receive their meal service.

Yeah.

Uh so before we get to the final closure, right?

Invite me to that because I want to be there for those residents.

I I run into them at neighbor associations.

I'm sure district five does as well.

So we want to let them know those changes coming up.

Um, and then sticking with you all, um, utility assistance.

When you guys did the comprehensive budget review, was it not looked at to move utility assistance to NHSD, which is already doing rental assistance, relocation assistance?

Um, no, I don't believe that was one of the things.

I think we should uh because my staff they're pros, but that is two separate processes, right?

Versus if we could just get one process with all that type of utility help um with rental relocation, usually those go hand in hand.

Uh and so we can maybe move that over to them.

I think that could be some savings there, some you know, better coordination uh with one application versus having to do several.

And again, for SAWs, they have to go through SAWs for the uplift program, not through the city.

So ultimately that could be three applications people are doing to get assistance for the two utilities and for rental.

Sorry, I'm gonna jump in the help on this one.

Um Kate Kinnison, Chief Innovation Officer, in collaboration with the budget office and the departments we worked on the comprehensive budget reviews, and we did look at NHSD, but the eligibility requirements are different.

You have to be in an NHSD program in order to be eligible for that utility assistance.

So there wasn't as much overlap as we originally thought, which is why we focused on some efficiency that came from a 58% reduction in online applications.

That's where we actually saw the efficiency in the review of that program.

Okay, I'd like a separate briefing on that just to see how we can work on that because I think ultimately it is beneficial to have a universal application for those assistance programs versus several.

And again, if they come to my office, we can do that for them with the same documentation, but if they're on their own, that's more difficult, I think, for a resident to navigate, especially if they're in a crisis moment.

So uh I'd like some more information on next level.

Um, I think that's really important.

And I saw in the budget book that there's a um loss of a grant with Northside ISD, and there's an office closing.

I think that age group 1624, which I mentioned in the public safety budget meeting is very important because that's the age when things start to go wrong if they're not enrolled in school, they don't have that all that kind of stuff.

So not right now, but I'd like to visit that office and see what they do.

I'd like to get some more information on that.

And I think ultimately that'll be a good conversation at the new um education committee to kind of see how they're plugged in and how they're working and how we can expand that and coordinate them with municipal court.

I think there's already coordination, but I want to make sure that's very, very strong coordination on that.

Yep, we can absolutely uh set that up and talk to you more about it.

Sure, thank you.

And Metro Health is next.

Um, so you talked a lot about some changes to the SA Ford plan through staff reductions and and programming changes.

Um, how much does that really change your five-year plan that the council had passed in place?

Thank you, Councilman.

So, yes, a five-year plan with through the CBR process, we up we recognize some opportunities.

Um, what we saw is a staffing compliment on the aggregate of 22 positions, but just know that we have the support vita, for example, we have realigned that to dovetail with our community nutrition program.

So existing staff to carry that initiative forward.

Uh the expansion around trauma-informed care.

Again, the staffing compliment, uh, we're looking at maintaining the support to get uh city departments level one trauma certified.

Um, but it's also uh again curtailing some of the commitments to community networks like the consortium.

So the outcomes are not gonna change based on what you're moving on.

No, no.

So this is really more about uh operational efficiencies, and we're committed to our five-year outcomes.

Okay, as long as the spirit of the plan is in place, and I'm not on that committee, but I'm sure they'll be grilling you about that.

We'll brief the community health committee, that's where we typically provide updates.

Um, so the devent domestic violence prevention, you know.

I took a tour of municipal court yesterday, and and something that's uh it is interesting to note.

Of course, we have programs and services for victims of domestic violence, and there are you know several defendants who go through that court who are uh class C misdemeanors within domestic violence.

They have to pay to take a class in order to satisfy the court requirement on their violation.

Um, and so it's interesting, right?

If there is shared custody right with a domestic violence couple, right, and they separate, of course, we would hope that the victim has those resources, but the perpetrator um, you know, kind of does go on as well, and so how are we ensuring that the person who committed the offense is not just given a ticket and it's on their record, but they actually have classes and programs that help reduce issues that they're dealing with.

So I think some coordination with the municipal court um would be great.

Um, and I'm sure we can get into you know a deeper dive on that also.

And the community health worker division, I guess is that was called.

Um, how many positions are you moving out of that division?

It's uh uh reduction of four CHWs that I referenced.

Um, and that's tied to our unlock the previous slide.

Yeah, four out of how many?

Um staffing compliment of about 60 staff.

Okay.

So I'd like to get a little bit more on unlocked and where you anticipate those programs going.

Okay.

Air quality is very important.

I was on a toxic tour last Friday.

Air quality is a huge issue on the South Side, especially with districts four and five.

So I'd like to get some more information out of you to see how we can help have those detection out there.

Uh so more on that later.

Thank you.

Councilman uh Castillo Angiano.

Thank you, Mayor.

Um, I oh first of all, thank you all for those presentations.

They were very, very, very helpful.

Um I'll start with the Department of Human Services.

I'm I'm I guess I'm just really curious to see how we're measuring these metrics and who kind of decides on the development of our youth.

Do you do you know how that just comes to be?

As far as metrics, we um measure those things that um achieve the goals for that program, which is to connect youth to work or to education.

So we we track a set of measures that show us that people are making progress, that they're participating in case management, um, that they're not uh recidivizing if they've come from a commute municipal court referral, things like that.

Ah, okay, cool.

Um, yeah, because I was wondering like let's say, because I can see mental health being like a very critical need right now.

And to me, I it kind of seems like what are we doing in a mental health perspective to kind of help them and also make our metrics um more achievable?

Um so that helps me there.

Um let's see.

Oh, and then do we have any metrics for LGBTQ populations or our black and brown populations?

We do track demographics for all of our programs and the delegate agencies do as well.

So we can provide um some of that.

Cool, okay.

Cool.

I think that helps me with that.

Um I'll move on to Metro Health.

Let's see.

Um I guess when it comes to vaccinations, have we seen a decrease in this department?

Um thank you for the question, Councilman.

I would say um vaccine hesitancy, vaccine malaise.

We've seen that through the experience of the pandemic.

Um we did announce earlier in the winter that we are seeing a cut to our federal grant, but we've repurposed uh some support to at least maintain capacity for our vaccination clinic.

Um so again, we stay on task.

Uh and thanks to Dr.

Karen and her team, we've are making ourselves available, especially during the month of August, which is National Immunization Awareness Month.

So we've been amplifying our messaging.

You've seen the billboards, the ads, the public service announcements.

Awesome.

Thank you.

Uh and then I just want to echo my support for uh seeing what we can do for Big Mama Safe's files when it comes to our delegate agencies.

Um that way they can receive some funding as well, because they do really, really good work.

Um and then moving on to the library.

I definitely want to support um Councilwoman Core on figuring out what we can do with the book festival.

Um seems like the hot tax might be able to do something with that.

So I'd be interested in looking at that.

And then I guess I want to see how often do kids come into the library unaccompanied by parents.

Um, because I know from my personal experience, that was the number one place that I visited when my parents were at work.

Um and the programs that they had, you know, I I don't know if I would be here like today without them.

Um so I I I guess I'm interested in seeing what that is.

Um or if you have that right now.

I'll get you those stats.

Perfect.

Um, I think that pretty much clarifies it.

Thank you, Mayor.

Thank you.

Chair Gloven.

Thank you, Mayor.

Uh I know I talked fast already, so I'm gonna try not to do that with my five minutes.

Uh, but I a couple quick things I'm gonna get through.

Uh first I'll just kind of echoing support on this great conversation.

Number one, book festival uh funding, absolutely want to make sure that's short up.

Uh, I think looking at the hot tax is a great idea, especially with VisitSA given uh our city's connection to South Texas overall, along with the RGV and some of these festivals that only happen here that they can reach the closest place most folks can reach from there uh for things like this.

And so I think that's always a really good thing to keep building that culture of literacy here in our city uh that not only supports our libraries and bibliothek too for the county, but overall, just literacy we know impacts people's lives all the way through for social emotional needs and even other needs too.

Um so definitely want to see that.

Um I think council member Messi Gonzalez was talking a little bit about the looking at citizen patrol related to kind of mental health pieces, and I want to see maybe if there's some overlap there with community health worker hub, uh, even for the future of it and what it's going to partnership with, if there are some overlap that we can look at in the future.

I think it's just a conversation worth having it uh the community health committee.

Um's point on the COLA adjustment, definitely needed.

Uh I still would like to see what that could look like and how that can get done with the scaled approach uh for focusing more so on raising the incomes uh for folks at the lower end of the spectrum within our our city uh versus folks on the higher end of the income ladder.

Um delegate agency funding, uh definitely want to look a bit more at what the discretionary and essential um buckets are and what's included in there at the moment.

I know we have the consolidated funding pieces within our budget book, and I just want to make sure there's a more clear list that we can get.

Maybe even not only for this year, but for the past year or so, to kind of see what that's been and what that looks like.

Uh so we can better make some better decisions on those pieces of what is discretionary.

Uh and of course that'll come for B session too when we do that.

So we can provide that.

Thank you.

Um definitely echo Council Bricastillo's point on youth violence.

Uh I know there's a lot of really good work that we can do uh with youth subcommittee at community health, and so very excited for that conversation to happen too.

And again, looking at that as doubling up, tripling of resources that can happen when we make these investments uh in human services and in metro health programming.

Um echo council member Spears' piece on county, city and suburban city uh task force piece.

I think it's just good overall for all the things we can talk about with education, human services, public safety.

I think those are all great things that we should figure out ways that we can collaborate a bit more in a more productive manner.

Um then Council Ramung's piece on utility assistance, definitely any way that we can find ways of universal applications, something I'm gonna be very supportive of, not only for utility assistance and rental assistance, but other pieces too that our city administers.

Uh, I think it's extremely helpful for our residents to not take so much of a burden to apply for these pieces, rather put it on us to figure those pieces out.

Um the one question, or maybe two.

No, I think the one question I had uh was around uh metro health for the the new fees uh or the adjustments to the fees.

Uh do we have or can we share the data on how many establishments would be impacted by the volume, the food volume sales pieces.

I just think it'd be helpful to kind of conceptualize that a little bit more.

Uh because I'm personally I just don't know what the food volume is for different restaurants and what restaurants and establishments would be affected by these pieces.

Okay.

So we'll we'll pull all that together as a part of the memo that we send because to provide additional context for this.

Councilwoman Castillo.

Thank you, Mayor.

Just wanted to circle back to highlight and uh express support for um the partnership with the county and city, despite district five being the only urban council district.

We do have the county jail, we do have Haven for Hope that does have interlocal agreements with unincorporated cities beyond the city, of course, the city of San Antonio, and we do have the Center for Health Care and Services.

So I think uh having those uh partnerships and conversations will not only help us be intentional with funding, but also how we can have the greatest impact to support folks beyond San Antonio.

Um so I'm pleased to see with DHS that we are going to revisit the SAFES program, right?

Uh, one thing that I heard from some of our seniors, and I hope I'm hopeful we could expand it to include seniors who currently have mortgages.

Uh, we have a couple of folks who are active volunteers with their senior centers, uh, but they don't necessarily own their home yet, uh, and they're making payments through their mortgage.

So uh would there be opportunity for us to expand the parameters to include um folks that uh are making payments on their mortgage?

So we'll have that conversation with the finance department and see if we can uh find a way to accommodate some of those.

Okay, thank you.

And then regarding delegate agencies, right?

I'm hearing two things, right?

Uh let's uh reduce funding for delegate agencies, but let's also prioritize things like domestic violence.

And I think about uh like her, right?

We have Kayla here who's uh for her, rather, um, who's a nonprofit that provides services to victims of domestic violence and so much more.

So, you know, when we're talking about responding in terms of public safety, we need to make sure that victims of develop domestic violence also have resources that we could connect them to.

Uh and I know uh for her, right, it's not included within the delegate agency uh bucket where they had been included before.

So I'm hopeful that as we prioritize what those delegate agencies uh tasks that we'd like to see accomplish, that we do prioritize um you know, public safety, violence interruption, and of course, um domestic violence support.

So that's something that I'd be expecting for us to continue to have discussions on.

And then um I just want to thank my colleagues.

Sure.

I was just gonna clarify really quick.

So they are not included because they were ARPA funded, and there's no more ARPA dollars, no dot no ARPA dollars at all in the delegate agency, but she will have the opportunity to apply in June.

Okay, thank you.

Actually, in December.

Yeah, no, I appreciate that clarification.

And uh I I know there's a handful of uh delegate agencies that did receive ARPA funding, but we know they're just instrumental in keeping our community safe.

Um so I'm hoping uh one they apply and that um they do get selected, particularly again, echoing uh the work of Big Mama Safe House.

Um I would hope that's something that there's council consensus in that we are seeing the results in terms of public safety and that they can be included in the budget.

Um and lastly want to thank my colleagues for reminding me um American gateways.

I'd like to see their uh funding increase.

Their funding within the budget has been reduced.

So thanks for the reminder, and I hope I have support from my colleagues to uh reinstate the funding for American gateways.

Thank you, Methodine.

Thank you.

Um regarding the book festival, I couldn't agree more in terms of what an economic driver this is.

So an impact analysis that helps us understand that piece of it, not just how we can fund it, but actually how much money it brings in uh would be very helpful for this council.

This thing may actually pay for itself three or four times over, so please provide that.

Um I do not support um uh increasing funds for public school lunch inspections.

However, we were going to 150, it went from zero to 150 bucks.

So, however, whatever amount of money we thought we were going to raise from that, please recommend another way for us to do that, um, not public school kids' lunches.

Um the two to four year contracts.

Can I was there a um I can understand, I can appreciate the the shortened time and and how longer contracts may come with um certainly more commitment, but can you help us understand if the longer contracts actually were different in scope and in outcomes as to why that longer time may actually be beneficial?

So when we monitor agencies and they provide reports on their outcomes, um sometimes it's a year at a time.

And so instead of looking at a program that's been operating for four years, we look at it really in the way we monitor one in one year at a time.

So you may have a school program or a college program, and it takes people four years to graduate.

We would be able to see the outcome of that over the contract term.

Thank you.

I'm gonna interrupt my comments.

We had some other folks um sign up for the second round uh newly.

Um councilwoman Spears, go ahead, please.

Oh, I just wanted very briefly to say I sub I'm supportive of the COLA adjustment and scaling that uh Councilman Via Gran and Councilwoman Councilman Galvan uh brought up that's all thank you.

Um Councilman Castillo and Guiano.

Thank you, Mayor.

Um yes, I do support the COLA adjustment as well as American Gateways.

We should like this is a very, very critical service.

Uh 12% of our San Antonio residents are San Antonio and the residents, so they're hours too, and we should be taking care of them.

Um so I just wanted to support that.

And then um kudos to the homeless outreach.

Um with that being, I guess I'm just really interested in seeing um or learning more about that, because like 15% of youth under 18 are homeless, and we should be doing what we need to do to take care of them.

Thank you, Mayor.

Thank you.

Has everyone that it would like to speak for the second round signed up?

Is everyone okay?

Um, Ms.

Woosley, just to wrap up that last point.

Um, so the contracts were really same in scope, just different amount of time, not different scope with a longer amount to see different outcomes.

Is that correct?

No, um, what we're recommending is four-year contracts for all of them.

And then in years two through four, we would monitor for performance and make recommendations for the next year.

Mayor, the other the other reason why we were proposing that is that, especially given the the turbulence potentially around other funding, that it would give those agencies selected some uh a longer lead time to plan accordingly for their organization.

And are those contracts um um fo entities that would be disproportionately impacted by cuts to federal grants that could be that could be an element of that conversation in October that you all have.

Yeah, please um identify that.

We'll do that.

Thank you.

I can certainly appreciate the importance of our um of our senior centers having been to the Walker Ranch one.

Um I went there, it was a January uh time frame, and it I just happened to be there for a birthday celebration.

Uh so it was great, they had a DJ, they were all line dancing.

Um, and it was I asked them how many meals they had served that day, and they said it was about 200.

And they said it was gone in 15 minutes.

And so what I I want to make sure that we're being cognizant of as we think about shoring up our senior services, is making making the connection that has been made a couple of times, want to put a finer point on it.

Uh, these delicate agencies, um, if they are in any way impacted um and they are directly also supporting our seniors, we will see an increase in need at our senior centers, right?

So not only do we want to do more for them, we will in fact have to do more for them if some of the um services provided by our delegate agencies go away on top of cuts to Medicare and some of the other food program assistance uh food assistance programs that are designed to help our seniors.

Do we have an analysis of of what that looks like?

Cuts in those food assists in particular for our seniors.

Again, I think you heard this body really pay attention to to that uh to that population.

So cuts in food assistance, right?

Um uh cuts in in access to health care services, um, and then cut potential million dollar cuts in delegate agencies that may be helping our seniors.

Can you help put that in context?

And you don't have to do it right now, but help put all of that in context for us so we can see if that in fact makes sense.

Right.

And we'll work with health departments nutrition program as well.

Great, thank you, ma'am.

Um, and then I I want to be clear, and maybe somebody can help provide this to the body.

I think there is sufficient literature that shows that um any reduction in literacy in fact contributes to poverty, which in fact contributes to more public safety.

Um, Chief McManus was here just the other day talking about, hey, this staffing request is based on workload.

Okay, so if we're contributing either in the immediate and their longer term to workload, um, as a result of reductions in some of these other areas, other areas, whether it be parks and rec or whether it be literacy, um, we have to understand that these things it's not it's it's in fact not an either-or, right?

It is a fact and an and uh when you reduce one um to uh thinking that you're going to to make ourselves safer when we don't do that in the in the near or in the long term.

So if there is, I'm sure this is a this is probably really easy news article to find, uh, or some academic journal that can talk about changes in literacy as a result and what it causes in terms of increases in poverty, which then means increases in public safety concerns.

Please make sure that this body has that to level set across the board.

Okay.

Um I know Dr.

Uh Dr.

Jacob, you don't often say, hey, what would you do with 20% more money?

Um, but I think we have to lay that lay that flat.

Uh you are the one that is going to, I think, experience, not you, excuse me, we.

We are going to experience um, and our neighbors are going to experience um some of the hardest, um hardest cuts here, and it will in fact show up um in area, it'll show up in our public schools, it'll show up in our senior centers, it'll show up in our emergency rooms.

So um articulating how we're um best surveilling and being able to respond to those is is important.

I think 20% just help us as an exercise, help us understand what that does.

And not just hey, bodies, but no kidding, outcomes.

Right?

That's exactly that's that's what this body needs to understand.

Um okay, thank you for the um very thoughtful questions.

Go ahead and clarification the the comment about the um public school inspection fees that's not proposed to be changed.

Well, on the slide it went from zero to one fifty.

No, it's it's a little bit further down on the slide, it's it's staying the same.

Okay.

Why was it why did it say why did it on that same thing?

I'll show you.

I just wanted to clarify.

Okay.

If it's the school food establishment permit, that's staying the same.

Uh no, it wasn't that one.

It was the one right after that.

Public school inspections, zero to one fifty per second.

Okay, all right, you're talking about that one.

That's the one.

Yep, thank you.

Um, great.

Thank you very much again for the presentations.

Uh, there being no further discussion, the time is now 12 13, and the meeting is adjourned.

Thank you.