All right. Call this being ordered, please. Sacramento City Council. Thank you the roll. Council member Kaplan. Council member Dickinson. Vice Mayor Talamontas. Council member Plucky-Bong? Council Member Maple? Here. Mayor Proto-Mgara? Council Member Jennings? Council Member Vang? Here. Mayor McCarty? Here. Okay. You have a forum. Thank you. Council Member Dickinson. Will you please lead us in the pledge and land acknowledgment? Please join us in stand as you are able. This is for the opening acknowledgment in honor of Sacramento's indigenous people and tribal lands. To the original people of this land, the Nisanan people, the southern Maidu valley and Plains, Mewockwyn, Winton peoples and the people of the Wilton Rancherillo, Sacramento's only federally recognized tribe. May we acknowledge and honor the native people who came before us and still walk beside us today on these ancestral lands by choosing to gather together today in the active practice of acknowledgement and appreciation for Sacramento's indigenous peoples history, contributions, and lives. Thank you, and now if you would please join me in the Pledge of Allegiance. I pledge allegiance to the flag of the United States of America and to the Republic which it stands, one in one nation, and under God One Nation under God in the visible with liberty and justice for all. First item. Madam Clerk. Mayor, we have the only one item today. It's the Department of Community Response, Fire and Police presentations on operational program, planning and deployment of strategic resources and budget. Okay. Thank you. Please begin. Good afternoon, Mayor and Council. I am Mario Lara, Assistant City Manager for Public Safety. And it is truly my honor and privilege to introduce the department heads who will be presenting this afternoon. We know that public safety, public protection remains among the highest priority and core services within the city. This afternoon you will hear from Department of Community Response, who is, the department is led by Director Brian Pedro. You're also going to hear from the Fire Department, which is led by Fire Chief Chris Costa Mania, Police Department, which is led by Police Chief Kathy Lester. I also want to acknowledge and recognize our Director of Emergency Services, Daniel Bowers, who is in the audience. He will not be presenting this afternoon. He oversees our emergency preparedness, which, you know, provides the training and tools necessary to ensure that the city remains resilient and has the response capabilities in the case of emergency. We also have many members of the department staff in the audience who will be able and present to be able to respond to questions you may have. With that, I will turn it over to Brian Pedro to start the presentations. Thank you. All right. Good afternoon, Mayor Council. We'll give you a quick rundown of what our department does. I'm sure you're well aware at this point, but we'll remind you of some of the great work that we've done over the past year. So I truly look at our department as a part of the public safety three-legged stool. What we have in place now is we have a 311 phone number that people can call for our homeless concerns and those calls would have been without the ability for us to have the instant management team to respond to these. They would have been 901 calls and I can tell you that the 39,000 calls we received this year I'll show you later in the slides of how that's impacted some of our other nine-on-one responses. So our department was originally brought up as an alternative response department. We do see a little glimpse of that currently within the Incident Management team we have the Street Overdose Response Team that is a combination of a Fire Department Paramedic and DCRNRC, one of our outreach workers, and that is responding to provide suboxone for opioid withdrawal treatment and also leave behind kits that have fentanyl test strips and narcan. And so that we are already showing a model of alternative response along with our homeless response. This is a view of our mission statement. I believe this is really accurate in what we're doing. the mission of the Department of Community Responses to provide compassionate individual I support to people experiencing homelessness with the goal of aiding them on their path toward recovery, wellness, and self-sufficiency. Quick by the numbers of our office, we have three offices within the department. We have 37 FTs, 30 programs and contracts that we manage. Our overall budget is 51.9 million. We have 5.9 million operating and then 46 million and other projects. This is what that looks like in a breakdown. Our operating fund is the 5,800. We have an annual projected fund of 11.4. So our overall budget base is 25.4 million and then we get to our final number by adding in half funding, some one time funding from last year and then a little bit of operating savings from the previous year as well. But as you can see here, 75% of our funding is either one-time or short-term or some kind of external funding. My office, I'm constantly looking for ways that we can be more efficient, more cost effective, trying to create programs that have a more sustainable model to them. And then on top of that, I'm also looking at well-being of our staff. We did have this year, we had our first annual staff party during the holidays, and we have some other events to try and help staff break out of the day to day challenges that we face providing outreach in our streets. It's a very real stressor for our employees and we're trying to put some programs together so they can have a little fun every once in a while. Here's a picture of our current team. We are staffed up to 16 right now. A year ago we were at eight so we've been successful in our hiring and we have a just a great crew and a great cross-section of staff We meet in the office every morning, so I get to see them every morning and We have our little morning Pep talk to get them ready for the day keep them motivated Let them remind them of the great work that they're doing every day. These are some of the few of the things that our neighborhood resource coordinators do. So obviously enrolling people into the homeless management information system. This is our HMIS system that tracks everybody by name and allows us to GIS where we last contacted them. Not only do we have the information in the system, but we have a point of last time that we actually spoke to them. This keeps track of someone else comes upon them, punches their name in the system, they're able to see what services they've been provided, where they've come from, and what we have to offer. Some of the other things that we have here, we can refer directly into our road center and outreach and engagement center. We can refer into the crib, which is well spaces crisisspaces crisis receiving center, and also connect to veteran services. So we did a, the VA really did a push this last year. They came to Sacramento with their teams. They did a, what's called a VA surge. They contacted us and said, hey, we want to do a surge in your neighborhood. Can you help us out, find our veterans? We connected them with everybody in our HMIS system that we have has a veteran in that system. And they were very successful in the surge. They saw 56 unsheltered veterans. 17 veterans obtained same day housing and 15 veterans were offered a voucher in the VA, the VASH program. And so they were very excited about that. And then two weeks ago, I was contacted by the local VA homeless outreach coordinator and we have been working with her. We already have a veteran connected with her that looks like we're going to get housing for that veteran as well. The city outreach work that over the calendar year 2024, so we had 15 FTs at this point, 8,478 services were provided. We did 1100, over 1100 rapid placements and then we were at 9,773 unique locations during that year. So our Office of Homeless Services, Office of Homeless Services, is I've been pushing on this office this year to look at our contracts, renegotiate our contracts, get accountability on our contracts, find ways that we can reduce costs, find revenue opportunities, and then preparing actually all of our contracts that in itself is a fair amount of work. And so we've done some great work and we're going to continue. Here is a look at the 30 contracts that we have within this office and many of them are annual. So it is a fair amount of paperwork just to get these through the system. City funded shelters. We have congregate shelters. We have non congregate shelters. Tays shelters, our transitional age use shelters, women and family, our respite centers, and then the City Motel program. Each of these have different services and different setups for providing across the cross section of our homeless community. And every once in a while, if you see a shelter list opened and it shows there's beds open, the only reason they're opened is either they haven't been filled yet because there is a turnover period or they are very specific in that reason why that bed is open. It's for a specific population and that bed hasn't been filled. Our shelters, we have 18 shelter sites. Again for calendar year 2024, we had a total of 1,375 beds. We sheltered 4,769 and then exits to improve circumstances. This is 47%. And this metric here to improve circumstance, that is anything better than where you were. If you're from the street to a shelter, from a shelter to more secure housing, then that falls into this category of improved circumstances. I'm dual-hatted and also manage the incident management team that responds to homelessness. These are all the departments that are involved in this along with some contracted partners. And this is essentially that dual mandate providing outreach engagement, and then also the compliance and enforcement. This is really that responsibility that we have to all of our citizens, housing unhoused to provide that balance of enforcement and then providing that compassionate service and care. And we've done a lot of work and I'm very proud of the work that we've done and continue to do. We send out our instant management team based on 301 calls. Everybody has heard the mantra put it in 3-1 Everybody has learned that. We are receiving about 120 calls per day. It was up to about 150 or 60 at one point. We peaked and came back down. We're steady at about 120. When we first started, we had about 3800 backlog calls in our 301-1 system. one system, we currently have that down to around 500 claims over the weekend. And we. We had about 3,800 backlog calls in our 311 system. We currently have that down to around 500 claims over the weekend and we start all over again on Monday. Our response times to our rapid calls and our general outreach calls originally started 16 to 20 days. We have it down to 24 to 48 hours and these are specifically our general outreach calls for a priority rapid call. Some of the challenges that we face we now know just about every piece of land that's in the city and who it belongs to. We have many agreements we have reached out to every department in the city to invite them to come join our Wednesday instant management team meeting, meet and greet. And we have made connections with just about everybody at this point. Helps us with, so we're not just pushing back and forth on each other. We can coordinate any kind of assignments that we have and then Elk Grove Police Department just reached out to us this past week so we'll be reaching out to them and just helping with that coordination and communication between departments. This is a little bit of work that we've done with our teams. This was on Broadway. Again, this is that storage on public property violation, camping under a critical infrastructure violation. And so that is why you see a clean sidewalk. This is something that is not what are people's call sweeps. This is where encampments will be moved from this area. There are a few ordinances and operational ways that we will move people is someone in critical infrastructure within 500 feet of schools or somebody that refuses to comply with the ordinance. Other than that, as long as they are compliant with the ordinance, they can stand and stay where they are. So the sweeps are not completely accurate be accurate they say. If you want to call this a sweep, this is just compliance for Critical infrastructure. This is our dashboard that we have for this management team. For the year 2024, so we had 37,000 calls. We closed 39,000. some of the calls create calls, so we closed more than we're actually received. Did a little over 14,000 outreach, compliance and enforcement was 5,900 and then 9,000 pounds or 9 million pounds of trash and debris collected. And this is just within the IMT, our entire outside of this is about 15 million pounds. This is some of the benefits that we're seeing with the use of the IMT and our response to homelessness. Like I said, the 3-1-1 is now an availability to call for that concern that I think would have gone to the 311. So decreased the SACPD calls related to homelessness is city wide by 8% and then in the central city specifically down 19%. And I think we'll continue to see this as we maintain our teams out there. Overall homelessness for this last pit count, we decreased over homelessness by 21%. We decreased our unsheltered homelessness by over 40%. Unfortunately the state model is no good deed and so they reduced our funding because we reduced our count and so now we're trying to shore up that situation. And as you can see again, our budget challenge is here is that 25% of our department is funded with City ongoing funding. And 75% is what we work on. We continue to apply for a camera resolutionazolution fund grant. Half grants, hopefully that Keeps coming in and then cutting As much as I can off of our budget. Our strategies decrease contract Costs we have trimmed a significant amount in the millions of dollars Unfortunately when we lose 11 million in half funding that Stings a little bit to try to get ahead on this We are identifying new funding. We get the $18 million this year from the income resolution grant and very conscious when we look at those grants that it doesn't Put more of a liability on the department as we take in these grants to create these programs. And then optimizing efficiencies for IT we've been working with 311 to improve the efficiencies there. One of the models that we are rolling out in June, July is for the user to be more selective on what the call is so that we can send the appropriate team. Currently we'll send the team and it's not necessarily a call that that team would have responded to so then we have to put it back in the queue and send the correct team. So working on some strategies to make it more efficient on our responses. Some new approaches and models that we will discuss at some time in the future, I'm hopeful of, is shifting our models that we currently have, looking at some new models such as microsites, some ADUs, and some really scalable, affordable, permanent supportive housing models. And looking into clients paying into the program to maintain the sustainability of the program, try and reduce some of our liability on the out of pocket on this. And then looking at public and private partnerships. And then our last story is never losing focus on why this matters. So Crystal and her 10 children were, she kind of shows how quickly things can unwind. So she got a divorce and having trouble making ends meet, working at Amazon at the time, couldn't make ends meet, lost the house, the family was living in a motel and a vehicle. They survived for a while. In those conditions, we ended up eventually pulling them into the OEC. We had them in our outreach engagement center for a while. I did a lot of work with Hope Cooperative and eventually got them into a house in Carmichael. And so it was a lot of work from a lot of people making this happen. And we have a little quote from Augustine Ramirez who was with Hope at the time. He is now one of our NRC sees. Happy to have him on board. And this is just showing the work that can be done out there. We don't celebrate this enough, but it is happening out there. And that is the end of my presentation. If you have any questions. Next. Do you want to do questions here or next? You have a comment? of the coming. We're doing all of this one item. Till we do an after all for your presentation. Yeah, so we'll do the next presentation. Yeah. Okay. Next presentation. Thank you. There's no questions for us. Good afternoon, Mayor. Members of the Council, I'm Chris Costa Juanio, the Sacramento Fire Chief. Thank you for the opportunity to speak with you today. As a fire chief, it's my duty to ensure the safety and well-being of our communities. My responsibilities include overseeing daily operations and emergency responses while strategically planning for our future allocating resources to enhance our department services. Our services exist to safeguard our citizens. property, the economic vitality of the city, and we achieve this through efforts of our executive team city behind me this afternoon. During the budget process, our priorities were clear, while planning for up to a 15% reduction, which would be 23.4 million for the fire department. We also had to make sure that we were able to provide tools, training, staffing effectively, and responding to the citizens in the communities. This is our challenge with large numbers of retirements. The daily staffing in the department. 30 years ago we started on an adventure with providing EMS in the city of Sacramento. We had two academies a year at that time when we were up staffing the department for the EMS in the city. Now 30 years later we're seeing the retirements as part of that. So, we work on staffing consistently. With that, we prioritize community engagement. Our outreach and recruitment efforts are in our communities, recognizing that our future lies in the communities with the future Sacramento firefighters here homegrown in the city of Sacramento. By budgeting carefully and thoughtfully we can continue to support our hiring initiatives and build a resilient and well prepared department. Firefighting and emergency medical services are important to the community and adopting new technology is important to the department as we try to deliver this to the community. Some of those opportunities we've seen in the future are drones in place of first responders. We've tested it, the police department tested it. We know that it can work for us. It doesn't replace a fire department though. We need the men and women in the fire department to handle all the calls we have. So daily we have 178 men and women staffing the stations and the equipment. We've also successfully tested a squad trial last year. Squad is a fast-light and mobile piece of fire equipment. You'll see a picture of it here in a second. It's something that, if you're old enough, Johnny and Roy used it. It worked. It's not a new thing. So we're willing to try it. We also have a private partnership with Medicare Amulance. It provides more BLS ambulances on the street so that we have more advanced life support ambulances available to our communities. The issue we're facing is the growth of the city, which is great, is outpacing the growth of the fire department. The Sacramento Fire Department responds to numerous calls, annually highlighting the immense demand for our services. Each year we handle approximately 7,000, or you can round up to 80,000 this year, medical calls averaging one every four minutes. With that, there's 5,700 fire calls a year or one about every 90 minutes. Here's how we match up on population growth too. As the population of the city grows, so does our call volume. In 2017, we ran about 91,000 total calls. Last year, we ran 110,000 calls. And I'll see this right now, the fire departments, geographics are bigger than the cities. We're 146 square miles that we provide service in because we have contract areas. But those companies in the contract areas also respond into the city. So that helps us. That bolstered us. So what do we do? We've set up some goals to address key issues of the department. First, it's the continued investment in the department. We must prioritize our firefighters overall wellness and our facilities. We're actively seeking programs to support physical and mental health and healing after long days of demanding work with little rest. Volume reductions. We seek innovative ways to collaborate and reduce overall call volume, working with other city departments, TCR, the police department. Regional dispatch centers. We have a regional fire dispatch center, but we also work with all the law enforcement agencies and Private businesses again. I spoke about medic ambulance helping us with the private ambulance service We need to invest in the infrastructure and equipment for our future our firefighters have the best possible working environment and can actively re-energize after calls for service Modernization we continue to evaluate methods to enhance and deploy our models and the squad was a First try at that and we keep looking at new ways to do that Again, Medicare ambulance started in January with this. They're picking up on average about 1,000 extra calls a month that would have gone to other entities or agencies in the county. Adding more BLS units is helpful. And next month on April 4th, we'll graduate 23 recruits from our first single role academy. Marking the start of the next evolution EMS and Sacramento. Renew our future will be involved combining all these strategies and new ones that we haven't explored yet. We have to do this as the city grows. The population is growing out and infilling neighborhoods that we've never seen before. You have the rail yards that will be the largest infill project in America. And you have a city that's going vertical to which has demands on the fire department itself. All right, this one is death by PowerPoint slide. This is the department overview. This is our org chart. It's a complex org chart. And it illustrates the complexity of the department and what we do. The structure of the org chart though itself ensures that we are equipped to manage various emergencies for medical calls to special operations calls to fires. We have operational functions that are listed in blue and that's one of our biggest sections. You know we have firefighters and we're deeply steeped in firefighting but we also have the emergency medical services section which is in the red or orange color. Our EMS teams deliver crucial medical assistance addressing high volume of medical calls. We receive every year meeting the community at their time of need and providing alternatives to their needs. Prevention. Prevention is focused on the proactive measures. Sometimes it's not talked about. But prevention is a major part of any professional modern fire department. And we have a great prevention division in the city of Sacramento. Investigations. You'll hear us talk about the number of arson fires we have in the city of Sacramento. This investigation, unit, conducts a thorough investigation of every fire, cause and origin, pulling criminal arsonists off of the streets not to let them repeat the crime. Our support functions, logistics. They ensure that all necessary equipment and supplies are available properly maintained, communications communications, facilitates a seamless communication between different units, external units, across the city and across the county. This is all done 24-7 365. You'll hear me say this a lot. We're here around the clock every day of the year. IT support. We become a technological driven department. Without IT support 24-7, we go to notepads and radios. Human resources. They manage the recruitment. Our recruitment takes six months now to back around a firefighter to get them ready to go to the academy. Fiscal, the smallest section you see up there in green for the money that they help us save. They're small but mighty department. I have to thank them. They help us every year. So I'll conclude with this slide just to say that it's carefully designed to help us balance everything that we have to do and deliver. This slide is what we do. It shows both traditional and non-traditional emergencies. It illustrates how our team is prepared to handle scenarios anything that you throw at us. And've said it before there's nothing that we don't go to there's some things we just don't do we don't handle down wires But we'll stand there in the street and make sure nobody gets hurt we don't fix broken water mains but we'll stand there and make sure somebody doesn't hit it again And everything else you can see up there, we do. It's the one off technical rescues. It's flying people to floods with the military, a train trussle fire, protests, and even concerts. We responded to the eat and fire. We responded with both fire engines and a rescue team that looked for lost level ones. Here I'm trying to show you the kind of the immense part of the city that we have. We take care of it. It's the whole city. It's the contract area. And 178 firefighters and 24 stations watch over the city 24 7 365. The population on the charts larger because we do have the contract areas. This I think this site also it highlights the geographical scope and logistical intricacies of the operations, underscoring the extensive infrastructure that our team supports. Safety and efficiency is vital. It also safeguards the city's economic engine. So all the building we've done the last ten years, you need a fire department, a police department, and DCR to protect what we've built. And we're all interconnected and sometimes cut off by sacramental's unique geography with the two rivers, the railroad, and two interstates that flow through the city with our neighborhoods intertwined in between. This map right here when it plays shows you the last 10 years of growth. On the left you have North Sacramento on the right you have the southern part of the city. I'll let it play out. But this is a challenge we're faced with. As the city grows and builds, we still protect it. But we haven't added a company since 2016. And before people ask, we have added Medicaid units. But we have not added a fire company since 2016. buy the numbers again, these are our challenges. We have an urgent need to modernize, and I show this station because it was built in 1933. It runs ran last year, 5700 calls with the fire engine. The squad that's sitting there during the trial ran 2,000 calls and the medic unit that's not pictured Right over 4,000 calls out of a 2-Based station that was built in 1933 Again the volume of the calls is outpaced. This is an apartment and I'm focused on that today because watching nationwide nationwide. This is a focus. It's going to be hard for the City of Sacramento to plan for the future if we don't plan today. There's land available in the city today that won't be available ten years from now. It's also crucial for us to address the well-being and work load of the employees, balancing load more equitably among the companies, and that takes the infill of companies as well. Second, to me, expanding and modernizing our facilities that we have is a way for us to work as a city together. It helps us provide more resources to the community and update operationally obsolete buildings. Finally, investing in technology and equipment will enhance our operationally efficient department, but it will also help us with response times. Knowing where the closest unit is, coastal is available unit is, we do this today, we still could enhance it more. It also helps us provide alternatives. The slide's important. If you know the 19th and X Street fire, it's public housing. This fire does, it's different if the wind was blowing that night. It's different if engine 12 wasn't out on a medical aid and saw it in the sky. If you know where engine 12 is compared to 19th and X, they're a long ways away. Engine 5 was out and they saw it. What I'm trying to show you here is our engine companies and truck companies are busy. They're out in the middle of the night when this fire starts. But because of their training, their capability and their equipment, they stop the fire, they save the building and they save the podium of the building that burned. Had the podium been destroyed, it would have been millions of dollars more for that foundation system to be replaced. This is just one fire. So what do we do? We see this as opportunity, we see this as an opportunity to work with the council, the community. Not every fire is something that we can't handle, but we need to get in front of the things that we can't handle today. 34 of our companies, but we have 34 companies. 50% of those companies, 17 companies, run over the national, suggested average of 3500 calls a year. 11 of those companies run over 3,500 calls a year. 11 of those companies run over 4,000 calls a year, and five of those companies run over 5,000 calls a year. At the end of the day, the companies just aren't available when you need them. And when you have a fire like this, one that you have in front of you right now, we're calling multiple companies. You hear us call multiple alarms, so there's drawdown really quick in the city. I'll go back one. So what do we do to help modernize the apartment? It's sustainability. It's providing fire stations that are equipped for the city's future. It's resilience with ongoing investments in both infrastructure and our firefighters. It's innovation, leveraging technology, fostering partnerships, and implementing adaptive response models. How do we do this? It's collaboration with local businesses, educational institutions, and civic organizations. It'll help us enable, or we will be able to leverage a collective expertise and resources, ensuring comprehensive and the unified effort. Our vision for the future is ambitious yet attainable. By prioritizing sustainability, resilience, and technology, along with innovative thinking, we can build a department that meets or exceeds the community's expectations. Together, we can create a safer, efficient, forward-thinking model for others to follow. Budget reduction would be speaking about budget reductions. It's great for the Fire Department. Our future is centered around growth and innovation. It's essential to address current financial constraints, the post-significant challenges to our operations and our community safety. It's my job to highlight the repercussions of the budget reductions that our department or the broader community would be facing. If we were faced with a full 15%, it would look like closing or shuttering eight companies in the Sacramento Fire Department. We wouldn't be able to protect the robust economic engine that we built over the last 10 years. We'd have delayed care to emergencies and medical aids, resulting in more significant loss of life and property. So to summarize what I need to say is we've provided the overview of the impact, the reductions are dire, and I want to emphasize the urgent need for strategic investments to ensure the safety and prosperity of the Sacramento residents. I'd like to give options to. Option A is simple, it's an investment, it's a full investment, but it's going to require a detailed study into the fire department and the data that backs up the words I've been speaking about today. Option B, it's some improvements, leaving manageable risks. And option C just leaves us with a slower response, year over year, and higher risk, not only in the community, but for the firefighters. There's 178 firefighters out on the street right now. Protect us. I can't stand up here and talk to you about what I just did without thanking them first so thank you. So much. Do you have a card? Welcome Chief Lester. Hi everyone good afternoon. Good to see you. OK, we've got it up. I know I'm going to ask Mindy or Kami for some help with the, we have a quick video. So just want to say good afternoon. Thank you very much for having us. I always really appreciate the opportunity to come before and talk about not just the budget, but give a department overview because we can talk about the great work that's been done in the past year. So I'm going to be covering some of the highlights and achievements of the team. I've got all of the captains, a few lieutenants and our professional staff with me today. I'm also going to present to you our 2025 priorities, some key initiatives that we are going to be embarking on or currently engaged in technology because I know how important that is. And then we're going to wrap up by addressing some of the challenges that we faced including prior years reductions. And I know we're going to be talking about the proposed strategy so I'll touch on those as well. So we'll start with just a brief video. It's only about two minutes long to talk about some of the programs and achievements and it'll give you a visual of some of the things I'm going to talk about. So, can you help me? I don't think it's going to play if I click it. Oh, thank you. Magic. you I'm going to do a little bit of the same thing. I'm going to do a little bit of the same thing. I'm going to do a little bit of the same thing. I'm going to do a little bit of the same thing. I'm going to do a little bit of the same thing. you you I'm going to go to the next one. I'm going to go to the next one. I'm going to go to the next one. I'm going to go to the next one. I'm going to go to the next one. I'm going to go to the next one. I'm going to go to the next one. I'm going to go to the next one. I'm going to go to the next one. I'm going to go to the next one. So thank you for letting me share that. So we had over 600,642,000 calls come into the Com Center last year that resulted in almost 160,000 calls being dispatched and our officers additionally initiate almost 60,000 calls on their own. This call volume equates to almost one and a quarter calls to our Com Center every minute of every day. That's an average of about 437 dispatch calls for service and our average staffing each shift is about 36 officers. We took 60,000 reports last year and what we saw was actually a pretty significant increase in our online reports. Those reports were submitted for crimes that we don't typically have the capacity to respond to to include things like auto burglaries, catalytic converter theft and shoplifting crimes that have already occurred. So out of necessity and I thank you for helping us approve this, we will be investing in an upgrade online reporting system that we much easier to use by our community and be available in multiple languages. I'd also like to, I tried to condense our crime stats really to one slide. And I remember last year at Councilmember Kaplan's request, we had talked about showing more than just a year to year picture. So we've provided five years of data here and taken a five year average. Based on the five year average, we are down in every category that we report to the FBI, which is consistent with agencies across the country. And I wanna note, because many of you were here, that when we start our violent crime reduction strategy in 2022, that came on the heels of some huge spikes, as you can see, in violent crime. And since that time, we have seen a 45% reduction in shot spotter activations. We've seen 29% fewer shooting reports, and 48% almost 50% fewer victim shot, a reduction from 256 in 2021 to 133 in 2024. Now, it's still far too many, but those are significant reductions. And we've also seen reductions in those years to homicide, 17% decrease, rape is down 40%. Robbery is down 18%. Agribate assault is down 25%. Burglary is down 21%. That is down 18%. motor vehicle theft is down 23 percent. Just highlights the great work of our officers. I'd like to talk also about one of our flagship programs. In 22, after we announced our violent crime reduction strategy, we were awarded the Public Safety Partnership Grant that was only given to six cities across the United States that year, and it remains only given to five or six cities every single year. But this year we've entered our third and our final year of that engagement. Through the first two years we've had five federal indictments by the US Attorney's Office with approximately 13 and a half pounds of fentanyl seized within our engagement areas. That's approximately 3 million potential lethal doses of fentanyl that is no longer in our community. And we have the US Attorney's Office helping prosecute those offenders. In 2024, while working with our federal partners, we see over 2,000 pounds of narcotics and no less than 200 firearms. These seizures really were a culmination of months-long investigations by our officers and partner agencies, and these seizures really do serve to disrupt criminal activity and contribute to the deterrence of violent crime in our city. We also, I'm very happy to report, secure to $500,000 capacity building grant where we would be able to continue the work that we're doing with this into our fourth year once the engagement ends. Talk about firearms enforcement. As you can see in 2024, we took 827 illegal or illegally possess firearms off the streets. And in the past three years, we've taken almost 4,000 firearms off of the streets, including 500 that were turned in by community members as part of our multiple gun buyback programs. What's interesting of note is that we have seen about 40% increase this year in the number of rifles and machine guns that have been confiscated, but we are seeing significantly fewer ghost guns. We're down 61% compared to where we were in 2021. Shot spotter activations are also significantly lower in the past few years. But still, we only have in about 90% of these shootings, nobody calls in. So we don't have any citizen callers with that shot spotter technology. And that's how we actually come to find that these shootings occurred. And then special events and demonstrations. You know, we are a busy city. We are the capital city, we have great things happening here. We had 1258 special permanent events. That was a 24% increase over 2023. And we also had 61 large-scale operations that required big formal plans, which include things like kings games and various political demonstrations or protests. So I think this is just a sign of great things in our city. We also responded to 228 side shows, which continue to be a challenge for us. Of our specialty units, we have 15 full-time SWAT officers and they had 99 critical incident deployments last year. We only had two uses of force, which was less than 2%. And we engaged in 48 community events, which included active shooter training for a lot of our nonprofit organizations. Of our crisis negotiators, we have 35 police negotiators who do this as an extra assignment, and they responded to 101 calls of people in crisis. Our UIS, our drone teams, we have 21 officers that are FAA certified pilots and serve in other full-time assignments throughout the department. But notably, they took 345 calls for service. They flew over 900 flights, 901 flights, and they assisted with the apprehension of 119 different suspects. On traffic enforcement, this is one of the biggest complaints I'm sure that you get and we certainly get, you know, at our community meetings, we know it's a significant challenge. We did see a decrease in traffic collisions across the city by 6% last year, but what I really think is remarkable is the significant reduction in fatalities. We saw 38% fewer traffic deaths this year and 31% fewer fatalities. Our traffic enforcement team is small but mighty. They have eight officers and those eight officers made over 6,000 traffic stops last year, which is about a 14% increase of the year prior and issued over 4,000 traffic citations, which was about 24% higher. And our department As a whole made about 22,000 traffic stops and issued over 7,000 citations. On hiring in 2024, we had 840 applications for police officer that's down a little bit from the year prior. But we did see that a similar number met the minimum qualifications, which is 537. We conducted 185 backgrounds for sworn officers and actually hired 28 new police officers. We also hired 12 CSOs and 8 student trainees. And then additionally, because it's not just sworn that makes up our department, we conducted about 320 backgrounds for professional staff and we hired 63 that are new members of our department. Sorry, I clicked too far. Oh no. Can't we? Can you help me go backwards? Do I just click here? Back? No? There we go. Okay. Sorry. One too far. Thank you. Okay. On investigations, so investigations is a big division within our department. They handled almost 3,000 cases. As you know, we have really put some effort towards human trafficking. We investigate 65 separate human trafficking cases, and that resulted in the recovery of 37 recovered sex workers. And we've also joined the DOJ and the District Attorney's Task Force. Our detectives have on-call responsibilities and throughout the year responded to 115 callouts, many of which occurred after hours. In 2023, our homicide clearance rate was 80%, that's well above the state average of 62%. And while we don't know what the homicide clearance rate will be in 2024, statewide, we're already at 73%. And our clearance rate just speaks to the level of cooperation really and trust I believe that we have in the community as well as our detectives being very dedicated to finding justice for our victims. Very proud of the work that the Office of Violence Prevention does, we could have a whole council meeting just on that work we presented at measure you last night and talked about the work of this office. We're currently engaged with 11 community-based organizations. This last year they engaged over 1300 youth and they provided over 37,000 program hours. This program has been able to provide $2.1 million in grants and an additional 20,000 in community grants this past year. So I'll talk about our 2025 priorities just like the fire chief and DCR. I think it's very important to have goals and have structure when you're leading an organization and look at the things that are important. So every year we establish our department priorities to ensure that we're really effectively using our limited resources to meet the needs of our community. These definitely align with our long-standing department mission to work in partnership with the community to provide life and property to solve neighborhood problems and to enhance the quality of life in our city. So I'll start with the very first one which is operational readiness and response. This is maintaining a constant state of readiness and prayer preparedness so we can respond to not just the everyday needs but also exceptional situations within our community. On crime reduction we have been a champion of data-driven strategies to identify trends and allocate resources to prevent crime and certainly to mitigate crime. This also requires us to continue to maintain and foster strong community relationships and being vigilant in our efforts to proactively address crime and apprehend criminals. Employee investment. On employee investment, I have to say really it's our members that make this great department and it's the people of our department that make us great. So we have to ensure a very positive and supportive work environment that values their contributions. I think public safety, public protection as a whole, we have a lot of challenges and it's very wearing on the people that step up to serve. So it's our job and certainly our obligation as leaders to ensure that we're doing everything we can to create and foster a positive environment. Quality-police service, not a surprise to anyone, you know, I'm very service-minded and customer service-minded. I believe that what we do and how we do it is how we are viewed by the public. And it has everything to do with how we interact within our community. So giving great customer service is a key tenant of how we provide public safety. And then finally, strategic governance. We have, as you know, we're required to meet a lot of mandates and deliver a high level of service with diminishing resources. That means we have to not only develop and implement a comprehensive strategic plan to guide our department's future direction, but we have to make sure that what we are doing currently is meeting the expectations of our community. So these priorities are going to be outlined in a strategic roadmap, which we will, which we really plan on releasing later this year. Our key initiatives. So pretty proud of this. We have actually invited the Department of Justice and the COPS office to come and do a full organizational assessment. This is about an 18-month engagement. And I really say it's because we are a learning institution and an learning organization we had to apply for this assessment and they've sent the acceptor application and have sent a team out to take a look at how we're structured how we're conducting our operations and give us recommendations on how we can be more efficient and provide better service and I'm very excited excited about the outcome of that assessment. And then we're finishing the CRETAQ assessment, which has helped us to build out our strategy and compliance unit. I recently did a presentation here about Prop 36 enforcement and the opportunities that that will enable us to use. We've also looked at doing some enhanced traffic enforcement and implemented some strides around that last year which I believe have shown to be very beneficial based on the numbers. We're also going to be working on non-fatal shootings. We had partnered with the California Partnership for Safe Communities in the county. We'll be working with them and our investigations team is taking that on. We're working on a pilot with the county community wellness response team to use as a resource for officers in the field and potentially divert calls from our 911 center to 988. Along the lines of employee wellness, really looking to develop enhanced training for sworn and professional staff. Talked about the public safety partnership. We have civilianized our lead in our media relations office. We've improved our complaint process. We're working with the police executive research forum on a project. We've converted our digital records for the DA for race-blind filing. And we have established really great partnerships with the University of Chicago and the Washington D.C. Police Leadership Academy. We have stood up the Office of Strategy and Compliance in the last year. We are in the very early stages of working with Sac State to talk about a community mediation program and then also with our legislature on key legislative changes, especially around traffic safety. And as I said before, we'll be working on the strategic roadmap. Our technology projects this year, we launched the Public Safety Camera Network, which has been overwhelmingly positive. We have some great success stories. We also piloted Drone as a first responder. We will continue to use the Spider-Tick Survey software, and we're using technology to enhance some of our recruiting strategies. We're looking at an AI power traffic management system as a pilot and potentially an AI power document redaction software pilot for the number of parays and documents that we release. We think that could be a huge savings to staffing. And then at our communication center as you saw we take over 600,000 calls a year. Many of those don't result in a call for service, so we're working really hard to build the best possible interface between our community and the services that we provide. So with technology, we're hoping to find improved call processing where we can use technology to assist with call triaging, redirecting, translation and location services. Challenges, not a surprise to anyone sitting here. We have a limited staffing. I'll talk about some of the reductions over the last few years and the modification of response protocols and the impacts of potential cuts. So about us, we are at just over 1,100 authorized positions. We have 735 sworn staff and 384.5 professional staff. So we have 87 sworn vacancies and 95 professional staff vacancies. And I'll go in and explain that and what that actually looks like. So I know this is a busy slide and Chief Costa-Manya kind of covered the growth of the city. We've seen some really exponential growth in the last few years. And I'm comparing our numbers now to where we were in 0 0708. That was when we had a higher level of staffing than we currently do. So at that time, we were close to being fully staffed. We had 804 sworn officers and 468 professional staff. And then as you can see, that number has been reduced. So this slide is really to show from a historical perspective that we, like many organizations, made cuts in response to the recession and we certainly have not rebounded completely. So to put into perspective the population growth, we've grown by over 65,000 people. It's 14% and to put it into perspective for every square mile in our city that means there are 559 more people. And from 2008 to 2023, we added almost 28,000 housing units. We are currently authorized for the 735 sworn and an additional to the 356 career professional staff were authorized to have 28.5 part time student trainees, which is where that 0.5 number comes from. We rounded up for the purpose of the slide to 385. And as of March 14th, we have 87 sworn in 95 professional staff vacancies. We do use some of those career sworn and professional vacancies for our pipeline program. So for example, we're currently holding 23 sworn vacancies for police recruit, CSO 2's that have graduated the academy and police pre-hiers that are waiting to start the academy. And for our professional staff, we have 261 of those positions that are currently filled. In regards to the non-career staff, we have 17 CSOs and 18 part-time student trainees that are on those positions as well. And we have some frozen positions like all the apartments that we can't fill. But when you're comparing apples to apples and you look at the authorized sworn number of 804 back in 2008 compared to what we currently have, which is 648 officers, that's a deficit of about 156 officers. And in just the last two budget cycles, we've reduced our sworn staffing or authorized sworn staffing by about 34. And I think we've all talked about it. We've got great things going on in the city, the building of the Golden One Center, a build out of Delta shores. We're gonna see the rail yards. You can certainly look at the density maps where all the housing is going. So there's great things happening in the city but it's certainly a challenge for public safety because we really haven't changed well the city has as far as trying to maintain our growth and I know that I think pretty much there was no one here when this happens so I'll just talk about some of our reductions you know the recession of 2008 to 2009 led to really significant staffing reductions At that time, we reduced our staffing by approximately 175 positions. And that loss of employee ease also meant significant impact to services that we provided to our community, which we really have never fully recovered from. These include things that I have a list here in front that increased response time to emergency calls for service. The reduced ability to respond to certain property crimes, reduced capacity and forensics. We closed most of our public counters. We also saw reductions in record property. The communications are administrative support services and we greatly reduced over time. We eliminated units that were never restored. So in addition to the services, some of our important specialty units and core services were actually eliminated. Some were restored on a limited basis, but for example, during the recession, we eliminated our narcotics division. We still do not have a narcotics division. Financial crimes, vice and the high profile offender teams. And even now, unfortunately, we have not been able to add sufficient staffing to respond to non-injury traffic accents, many misdemeanors, and many cold reports of crime. In 2023 and 2024, always looking, even prior to significant budgetary challenges, always looking to see what we do, what we can do more efficiently. In 2023 of work to do. We have a lot of work to do. We have a lot of work to do. We have a lot of work to do. We have a lot of work to do. We have a lot of work to do. We have a lot of work to do. We have a lot of work to do. We have a lot of work to do. We have a lot of work to do. the cannabis positions. We eliminated the shot spotter teams, although we did keep the technology. We reduced the size of the cannabis positions. We eliminated the shot spotter teams, although we did keep the technology. We reduced the size of the pop teams. We eliminated the mental health unit. We significantly reduced the size of outreach and we shifted that work to the commands. We combined the magnet and the SRO sergeant into one position. We eliminated the sergeant in recruiting and shifted that work to Lieutenant. We centralized burglary and robbery and we eliminated sworn positions so that we could add a special events lieutenant which we desperately needed. And then last year we eliminated our civilian emergency call manager, a captain, now takes on that workload as well as two professional staff, two positions in our transparency unit and five sworn positions. So the proposed strategies with those are 15% reduction is 32.9 million, 213 full-time positions. I'm sorry, let me go back. Okay, I think, okay, sorry about that. I clicked too quickly. So with the exception of shot spotter technology and over time, the really the remaining elimination strategies are all people who deliver core services to our city. So it's a total of 213 positions, even with 195 vacancies if all were to be adopted, we would lay off 21 people, but we would also lose multiple programs. So we would lose the mountain and marine unit which is loss of coverage to old sack and have no coverage on our waterways or the ability to remove abandoned boats and watercraft. We would lose our community service representatives that took on the work about reach engagement. We would eliminate the office of Violence Prevention, which has done fantastic work. Our recruiting unit would go away and that pipeline has 94% diversity for student trainees and 77% for our community service officer and has gone on to create permanent positions, career positions for a number of people that have started in that pipeline program. We would eliminate the human trafficking team, which would eliminate the specialty work and causes to forfeit our partnership with the DA's office in DOJ and lose a significant number of clerical positions, which are really critical for our department to run. Of the additional elimination strategies, we would lose 13 records positions due to already, and really due to already critically low staffing just last week, we had to ship duties from records like the reporting of missing persons and stolen vehicles out to patrol. We would lose the training captain position and with that a lot of the recommendations from the Department of Justice, phase one and phase two, reports. We would lose the day and the night time traffic enforcement teams. We also would not be able to support the IMT. We have 14 officers assigned to DCR to help with enforcement and to help with connectivity for our unhoused population and we would have to eliminate that. For our pop teams we lose the ability to coordinate with the city attorney's office and really resolve long-term problems in neighborhoods. We would eliminate the internet crimes against children, eliminate executive lieutenants which restrict our interface between the commands and the community. And we would eliminate both SWAT teams which would make Sacramento one of the very few large cities that didn't have a permanent SWAT team. And if you remember, we responded to 99 critical incidents this past year. We would still be responding to those. We just would not have a full time team to do that. And then for reduction strategies, force investigations and AOT are both DOJ recommendations. We would lose 50% of our community service officers. All but one of our magnet school officers, and that's a great program. We have five schools in the last three years, had 100% graduation rate. We lose our air ops, three of our air ops positions and we would take our violent crime reduction teams. We have three citywide and reduce those to one. And I firmly believe the work that they're doing with OVP is had a significant impact on our violent crime reduction numbers over the past few years. So I realize that was a much more abbreviated presentation than we typically do, but I appreciate your time. And if you have questions on anything I've presented or anything outside of this presentation, you know, involving the police department, I'm here as well as the team to answer any questions. So thank you. It's first is Matt King and then Christina Rogers and then John Frius Morales. You could line up in the aisle. I'm going to put it's a lot of the things that we have to do. I'm not sure if it's a lot of things that we have to do. I'm not sure if it's a lot of things that we have to do. I'm not sure if it's a lot of things that we have to do. I'm not sure if it's a lot of things that we have to do. I'm not sure if it's a lot of Please protect Corv core services, police rangers, fires, parks, water sewer garbage, and maybe take a look at some of the more poorly performing NGOs and nonprofits, city vendors who might be overcharging. I know we spoke of audit by the mayor during his campaigns and stuff, so maybe that's something to look into as ways to cut as well. Rory facing a critical shortage in public safety. Many activists portray a bad sense of urgency to further defund departments throughout California. We'll never truly be rid of crime as we are at a pivotal stage in turning crime around with Prop 36. We can't afford to take away the tools needed to bend the curve. I'm no expert, but I do know how criminals and addicts think being one. We've done enough to pacify a small minority of voices. We've given them marijuana and massage parlors and basically free reign to destroy the city with no consequences. Let's be known as the best city in California to live in. With the addition of the A's coming to our city, it's time that we make it a safe, clean welcoming space space to attract lots of revenue, businesses, and get the people of this city in overall sense of euphoria, well-being, and security. We implore a view not to cut our officers or Rangers, our fire department, or any other of our core services. Lastly, let's figure out how to partner with privatized Haven for Hope Community Programs to bring that core program to our community. Our OMS data showed roughly 73% of individuals experiencing homelessness left or never successfully completed their treatment. And thank you for your comment and your time is complete. or Rogers? Good afternoon, City Council. The City of Sacramento needs to go back to focusing on core services. That's what your job is and that is what the citizens expect you to focus on. Public safety, maintenance and parks have been stretched then. Yet Sacramento's population continues to grow. During the mayor's listening sessions, I've heard several neighborhoods address serious public safety concerns such as speeding, stealing, and shootings. They also want potholes fixed in street lights working and safe parks. One reason why the city is struggling to earn revenue is because of the cuts to core services. I've heard from plenty of people that they don't visit Midtown like they used to. It's not worth the parking hassle or navigating filthy streets with their children. People are concerned about being accosted by a dangerous person wandering around without accountability or heard about the downtown shootings. I guarantee you, if you have a robust law enforcement and city maintenance team, eventually, you'll see a rise in revenue. More people will feel safe going to restaurants and shopping. You can reverse this terrible cycle. trust has been broken but it can be earned back over time. The citizens have spoken by passing Proposition 36. We've all made it clear we want safety, justice, and we want accountability for those who destroy our quality of life and attack our local businesses. It's time to say no to those who have their hands out for funding, but have no accountability for how they spend city money. Course services are your first responsibility, and you'll show us your priorities by how you handle this year's budget. I understand the goal is to make cuts across the board, which is fair. But I'd also like to ask any funding requests outside of course services should be ignored. At this point, common sense and property proper financial management should be the goal. And thank you very much for listening. know there's's just a few of us here, but that's because a lot of the citizens who are here who have voted for you, who support you are working right now and they have very busy schedules with their families. So the few of us that can be here are trying to be here today. Thank you very much. I support fully funded police and fire departments and there should be no cuts to police and fire cut DCR DCR is not delivering on outcomes the homeless commit 30% of crimes and caused 2,000 fires every year in my neighborhood The homeless started 13 fires in the last two years the auditor said homeless crimes are expensive, 17 million for security, outreach, and cleanups. 16 million went to planning managers, attorneys, and infrastructure repairs. Only 13% of homeless half-funds went towards homeless permanent housing. Spending so much on administrative overhead by DCR is a waste of money. In the last 16 years, Sacramento's population has surged 11% with 67,000 new residents now calling the city home. But the sworn police patrols that protect us have actually decreased 7%. There are 78 police patrol vacancies, key units that protect us, narcotics, financial crimes, vice, and high profile offender teens were eliminated and never restored. The unhoused are warming up to recovery. Last year, 379 unhoused, completed addiction treatment in Sacramento County, and that's because of diversion to treatment. That's a 22% rate for the unhoused, complete recovery. By adequately funding our police, we can increase life saving citations. Now, citations are life saving and offer a genuine chance for rehabilitation to do those struggling with addiction and mental illness. This is not about punishment. It's about supporting individuals to rebuild their lives. Thank you. We have Vito Scromo, Jeffrey Tartaguia, and Macworthy. Thank you Mayor and City Council. I'm here to again ask you to support the core functions of the City of Sacramento. I've been involved with state budgets. I've been involved on planning, long-term planning. And as you look at these funds, I understand the crisis we've had your facing, which I had to face, my role at the Capitol, it's critical to look at the long range. By cutting core services and stuff, you're actually impacting future budgets. I've seen that happen at the state level. So it's not just one time cut that would have helped your budget. It's a long-term financial restraint and impact to your budgets down the road. So if you were thinking in the long-term and worried about things, you would protect the core core services Many businesses and residents have left because of the reduction in Fire and the police department which again affects your budget So think about the financial impact and what could happen with the reduction in core services? We've seen that happen at the state level. Thank you very much Next speaker Jeffrey Tartagia. Jeffrey Tartagia and Abdakit. Why I am here today is because on the first one, subject matter is homeless. How your phones are being used. The second one I can relate to is a fire that occurred right over at H Street. So question mark will be is what you are eliminating in the way of services? How drastically the impact will be of those reductions? The third element we'll say is dealing with on this last comment, who with the police, is indeed seen of all the calls what the resolution rate was. Now lastly, all of these are oral comments. I see very little of them give you substantial reports or contact information at the end. You may have had one or two of them, but with the cataracts, I really can't see the screen to see what you have there in the way of resolution. The other thing I will also comment is again to Kevin, is you did not put for comments not on the agenda, and one of the comments I will make is this, is that over here on your bulletin boards, you no longer have a listing of these meetings, post it. You don't even direct that you got them at the north side to go look for them. Would appreciate if you would correct this of having on the outside bulletin boards some degree of comment so that somebody can see that doesn't have electronic means to look for them on your website. I will be back after the at five o'clock for not on the agenda because I really think you need to change that. Thank you. Backworthy and after Mac we have Jay Kat, Vanessa and Nikki. You're gonna have to do some reign organizing separates the fire department and the fire department and police department should be subject. You mix an appardance. You are not telling that people have facts here. You are saying we're going to do this and we're going to do that just like the oversight. It reduce any ways the police department operating? No. You humiliated them in one place. We would like to see every day, every police will give a data report on what they done that day, every other day. We're gonna eliminate the word chief and set up a nine pound to operate the Polish department. The same thing to the fight department. Some of the things that we want to people that was in charge of that. The one three one one is garbage. So I'll tell you that now, garbage. That's money, spirit. Now the first guy at the presentation, you got too many people involved in homeless money. This reason you talk about the Department of Justice coming. Let's bring the Department of Justice and do a public out audit on that. And you'll see where the Polish Department could have got money and you took it and You don't know what what it happens. You got people sitting here can't even read a really finance for it The only hope you got is Dixon people this gonna be a shit Creek What just some of what you're gonna do when a People start demonstrating again It's difficult. You don't have to have a training to operate a Fire truck what What would be if I went out and took a crime, I would knock the fire down so he ain't got no fire. No water. What's the thing? And I'll do it if I can run it. I got a crime, a criminal money too. All the day, natural gas. What would I do? That's a 50 pound pleasure going through your house. our crushing wrench and a hammer and a highway flat and running out here. Thank you for your comment. J Cat. Hi, my name is Jpe. I'm here because I guess part of the sweeps, hope, whoever that guy is right there does nothing for nobody. Like I understand the sweeps, I get the sweeps. They clean up the sweeps and whatever. But you guys forget that theeps take everything, like I'm in mental health, I'm in outpatient rehab, I'm in, I do all these things that you guys ask of all the homeless to do, but the sweeps, I don't have ID now. The hope helps me get my ID, guess what? The sweeps come through, They, they, they, they, they're the IDs away. And now it's garbage and debris. And then you guys say, oh, well, we don't know what's between difference between trash and belongings. But the police or friends of cleanup or hope doesn't even go through or even take the time to go through any of that. And I just find that it's not fair or right or you guys should find a better way to to do these sweeps. I'm not saying the sweet sweeps are bad. You guys should find a better way to do them. And because it's now I don't have my mental health because they they took my laptop. Now I can't do my mental health. I can't do my therapy. I can't do my outpatient rehab. I can't do none of that because it's all in the garbage now. Now what am I supposed to do? Like I don't know what to do now because all my stuff is gone. I guess that's all. Thank you. Next we have Vanessa after Vanessa. It's Nikki, Keon Bliss, and then Marbella Salah. We'll try that again, Marbella Salah. Marbella. Marbella. Marbella. Salah. Can't read that, sorry. If you could light up in the aisle. Yeah, Vanessa had to take off. She just went through a sweep yesterday in her body. She's just in so much pain. She's a disabled person. At least three of the folks at that encampment were in wheelchairs. No notice. They destroy everything. And they don't give you time. There used to be these green tags that were like 24 hour notices, which was not enough time and still not following the law because the lear case said you had to give 48 hours, but they were at least like some time notice, right? I hate that I'm standing here being like, oh God, I wish I could see those green tags again because I hate those fucking green tags because they mean that the sweep is come, you know what I mean? They mean that everybody's everything is likely about to be destroyed, that they're going to be forced to be displaced. But yeah, y'all have totally disregarded all of that and are just destroying people's stuff with no notice. So that's just one story there, thousands, as you've heard, them recount all their contacts. I'll say that budgetarily, you know, in 2023, the previous council passed what was called the Homeless Response Protocol. You'll remember. And it was allowed for unlimited overtime for DCR, the police department and code enforcement. And if you want to try to figure out maybe where to cut back on some spending, maybe look at that unlimited overtime, it's maybe even a good question to ask. How much is that? How much are we spending when we say unlimited overtime to terrorize the people who live outside in our community? How much have we spent doing that? The whole community is having budget issues. It's not just you. Everybody is struggling. How are we spending? Thank you for given us two minutes to actually give a comment on it. That's not democracy. That's not participation in city matters. It's really just a checkbox is performative and it's bullshit. You know that. That's why you jam this into a special meeting, specifically the limit, or the ability to actually participate in this, which is off agenda comments, which you can't do, like what you don't have to do on a special meeting. And you've been doing it almost every single week since the beginning of 2025. So it's, like this isn't a participatory sum, but I'm just going to lay out a couple of key pieces of information I can get within the next minute or so as I name that. The city is funded over 78 new full-time positions for the Sacramento Police Department since at least 2018. The department continuously cites the long-term impacts of the 2008 recession, but provides very little transparency in the actual staff vacancies are over time pick. Last year the department reported the police department reported 175 vacancies among 1100 positions, a3 sworn positions, 92. Now it's 182 vacancies despite the 10 cuts that they made vacancies before. It speaks to me of something that's bigger issue which may be at the culture of the play, but among the tier reductions last year that the council was considering, only 130 of those vacant positions were offered. And despite the high vacancy rate, the department included 91 full-time staff positions that were filled, which makes me wonder what's actually in there for the tier reductions this year. And when we're talking about reducing overtime, let's talk about the fact that in 2023 alone, $23 million was spent on police just on police overtime, which is a tenfold increase from 2011. Thank you for your comment, your time is complete. You have exceeded your speaking time, please take your seat. By continuing to speak, you are disrupting the orderly conduct of the meeting and our in violation of chapter five of the City Council rules of procedure. These are questions that we need to ask. Time's up, can you? Thank you. Good afternoon. I'm here. I'm a measure U Commissioner for District Free, but that's not what my comments are coming from. I'm here as the president of Garland, Northgate, neighborhood association. And I just want to state that for sure the Crime prevention is a worthy investment in our community because they work with the community-based organization and prevents our young people from going down the wrong path and it's a worthy investment. But I also want to recognize, because sometimes we forget to do that, to recognize the work that the police, especially North Command, has been doing in Garland, Northgate. They've been incredibly responsive to our needs, to our businesses, to our community members who are upset with the speeding that happens on Northgate. And whenever an issue is brought to their attention, whether it's our businesses, whether it's a community member, they respond. And our community members have seen a difference in the speeding. Still, Northgate, we have a lot of issues, but at least from the police perspective and community involvement with us, they've been responsive. They've also been involved. We're working to minimize how our community sees police officers and police officers see our community and they're involved in our holiday dinner. They come to meetings. They come to workshops that we organize and I was very, very happy to see at last night know your rights workshop in del Paso, that they were there with the community, Spanish-speaking community, to say we're going to protect you. We're not involved with INS, et cetera. And that was a great thing. So, and I also just for last minute, the community response team in conjunction with the office, Vice Mayor's office, Northgate Gar garlic and we've seen an improvement because they are responding. It's not perfect. They got a ways to go. Thank you for your comment. Your time is complete. No more speakers. No more speakers. Thank you. That concludes public comment. Now it's time for questions and comments from council members. Start with council member Bain. Thank you Mayor. First I just really wanted to take this time to thank Mr. Pedro, Chief Costa Manga and Chief Lester. Thank you so much for your thorough presentation. I do have some questions and also some comments. I think my first comments is, one, I did look at our 5 PM meeting and I noticed that it was fairly light. And so for me, it would have been great to have this presentation at 5 PM. I think there's so many family members that couldn't attend residents at can attend, but I would understand that there's only so many meetings we can have in a calendar year. And so staff was doing their very best, so they scheduled it at 2 p.m. So I just want to acknowledge that. But I did notice the 5 p.m. was pretty light so it would have been great to have this presentation of 5 p.m. for the public. But this is recorded and communities can also tune in but just wanted to uplift that. A few comments. I'll start with DCR first, Mr. Pedro. If you can come up. First of all, thank you to you and your staff for all the work that you are doing to really address homelessness in the city and working with the county and community partners. One of the slide that you brought up, on one of the slide that you brought up, one of your proposed strategy is one to decrease contract costs and I'm just curious to know during your renegotiations of these contracts how much money have we saved in renegotiations I'm just curious. Last year it's been around 5 million. We still have two or three more contracts, four more contracts to negotiate and that's going to be a little offset with the negotiations of our cleanup contract because we have prevailing wage to work with there. I see. No, thank you so much. I just I was just curious to know what those numbers were. I really appreciate you reevaluating those contracts to see we could be more efficient. The contracts in particular are they measure you in general fund or all grant and funding or is it a mix? A mix. Yes, they're all a mix of, gosh, is this a various mix of some previous half funding, spending the last end of that to shore up a contract and then we'll put general funding with it. It's a mix. Okay, great. No, I thank you for that clarity because I do have a follow-up question for Pete later on too. So good to know that the renegotiating is not just, it's not just our half dollars but it's also our general fund so we're able to free up some of those dollars. Thanks Pete, he's coming up. Okay, I'll have questions for you in a little bit. Thanks. Those are my only questions. Thank you so much. And then I also just want to say thank you to you, and your staff. to free up some of those dollars. Thanks Pete, he's coming up. OK, I'll have questions for you in a little bit. Thanks. Those are my only questions. Thank you so much. And then I also just want to say thank you to you and your staff. I've been out there with the DCR team. My staff has to be at the various encampments doing translation. And I also know that this line of work is incredibly hard. And the turnover is really hard. And so I just want to say thank you to the staff I'm looking at them, you know, every day showing up because knowing that what we do is bigger than ourself. So just wanted to say thank you. Thank you. Great. Fire Chief Kustamanga, your next. Thank you so much to you and the brave men and women in our fire department. So just thank you for the thorough presentation and it was great. I only actually have one question for the fire department. I know that police is the largest budget, the largest department in terms of budget for measure you and general fund. Fire is next in line in terms of the second largest budget and just curious to know, and maybe Pete can answer this, but if you know the answer, if you don't, you could defer to your staff is. I also know that fire department also brings in a large revenue into the city of Sacramento and just curious to know how much does the fire department, when we compare all departments in the city of Sacramento, who generates the most revenue? I mean, I don't know, that's probably a question to Pete, but just curious if you know what fires numbers are. What I'll talk about right now. I don't know, yes, so. Sorry, we both interrupted you, Chief Costume. No, that's okay. If you guys want to guess, you can guess, but I'll let you know, as this year, we're bringing net new revenues close to $10 million. And that's one of our largest strategies for offsetting. What that cost would have been. When we talk about $23.4 million in the 15% scenario, it was our ability to bring that new revenue instead of cutting companies or staff from operations or EMS sections. I'm not gonna try and give you an exact number of the total revenue that the fire department brings in because we bring it in in different ways. The three big buckets are our EMS system and we'll help you with this, but $48 million a year in EMS, not all of that is, it's more after the offsets it's $20 million in revenue, it's still an offset to the department. Fire prevention is about 3.5 million a year, and then, Oh this year the tax rolls brought in about 350,000 and that's largely not in the city But more in the contract areas in the county that we see that growth in the tax rolls Thanks No, I appreciate that chief customer and I'm only asking that question because I know that we're going to be faced with some tough decisions up here as policymakers and I think it's also important to look at our various departments in terms of the revenue they bring in because if we do cut staff that is able to support and bring revenue in, it could hurt us in the long run and so I think that's just something that's important to consider. That's the only question I have for right now. For now. Thank you so much. Thank you. Chief Lester. Chief, thank you so much for your presentation. Really, really thorough. Also just want to uplift the work that you've done. You and your staff have done to take guns off the street. I think the numbers speak for themselves and really the hard work of your officers as well. And so I just really wanted to thank you for that. And also thank you for presenting your high level proposed strategy. I think it's always hard for every department to come forth. And we're going to be having some tough conversation. But I appreciate you bringing those recommendation forward so that we can consider those. I'm just one question in your presentation. I know these vacancy numbers keep changing every year. Lat today, you mentioned that there was 182 vacancy and you also mentioned, which is really great, that we recently hired additional officers as well. And so just wanted to know, what number of vacancies are we anticipating to fulfill next year? You know, it's a great question. So we only have 11 police officers in the academy right now. But we, and then thank you, counsel, for the support of the pipeline programs, because we were able to create a CSO III position, which is a permanent CSO position, and it's essentially a civilian investigator. And so we just opened the posting for that. That's 10 positions. But we usually a trip between 32 and 35 sworn officers every year. So if we only graduate 11 or 12 from the academy, we don't keep up with the tradition. And I think the reason that number changes every year is when you change the authorized FTE. And then we have vacancies that kind of fluctuate. So, you know, two years ago, we were authorized to have 7.69, and now we have 7.35. But truly, we have 648 uniformed officers right now. And so, yeah, that to wherever we were a couple of years ago. But that's why it's even confusing for me and this is the world that we live in to be able to track it but when our FTE or authorized staffing changes every year and with the vacancies that number can seem pretty confusing. Thanks, Chief. And then just clarification, I wanted to ask Pete and our city manager this but when we have vacancy are those vacancy dollars included in our budget or do we absorb them? Do we absorb them? I think that's important because you know as we're engaging in conversation, the vacancies for example we keep them in the budget. So we budget for each position. So if a position whether a position is vacant or filled it is included in the budget. However, we do assume a vacancy factor in our budget. So we say, hey, you know, based on historical averages, we save roughly 2% on salary savings. And so we include that savings in the budget as well. And just to answer your previous question around fire, fiscal year 24, they brought in just over $61 million of revenues. And most of that is through EMS and fire prevention. That's great, thanks and thanks for sharing those numbers. Thanks Chief, I appreciate you answering that. It's just for clarity. No more questions for you, but I think mainly a direction for staff. I know this was like super high level and the various department presented on their recommendation and publicly right now we don't have, publicly we don't have the list of like levels of impact one to four and I know that's gonna be coming soon. They were publicsons sent out Friday, a week ago last Friday and they are on the city's finance website so all of the proposed reductions are there. So do we on that website, have we defined because community has reached out to me and I haven't been able to define it. Have we defined what level one is level four? To level four? It moves from the least amount of impact to programs or service to the most severe. So who's defining that? I'm just curious. When we, the departments that report to the city manager, we did all of that together. So every department came, we went through it, they go through it first with the budget office and have a conversation and they come back together and they talk with all the city manager and the assistant city manager and the department director and we decide on what we believe is the level of impact and that is how it's published. Does the level impact varies from definition from department to department? Theoretically they should have it it may because the level of impact what is severe in one department to a program in service may not be the same in another department. So it could be based on department. Okay. And I'm only asking this because I think in full transparency, I have community members that have reached out to me like how you determine what is level one, two, three, and four, and you know, we can't compare department to department, like apples to oranges. And so the more that we can be clear on those definitions in terms of level of impact, department by department, would be very helpful for me. I know we're still kind of the beginning. We're not going to be making these tough decisions until later April may. But I think having those definitions for all of the departments will be important for me as a policy decision maker. So just wanted to provide direction if we can get some clarity around that. It would help me in terms of deciding what I'm as a policymaker, what am I going to cut? Because I want to know what the department's definitions are in terms of level 1, 2, 3, and 4, impact if it varies from department to department. So just wanted to share that. And looking at the mayor and hope that that could be a direction because as a policymaker, I want to have that information so I can explain to my constituent why I made that decision. And then lastly, I just have one more question for Pete and then some comments. Pete, you know, I often hear that as a solution to balancing our budget, we should just cancel our contracts with CBOs, right? and some of our contracts are grant funded, but just for our general fund in particular our measure you and our general fund If we were to remove all city contracts that were funded by measure you and general fund would we still be in the red? So I would have to get back to you I don't know the total amount of general fund that is going to all our contracts off of the top of my head. I just say in general what we've been trying to do and present to council are here are the individual options and here's the impact of each of those decisions whether that's a service provided by city staff or a service that we contract out for. And we just want to put them all out on the table. Yeah. And then council can have that discussion. But, you know, as far as what is our general fund going to all the contracts, I just don't know that off the top of my head. That's great. I would love to know that answer before our next budget meeting. I think that's really important because I've heard from constituents situations I've heard from people even today that what we need to focus on is just looking at our city contracts and so if we let's just say we limited all our city contracts from the major heard from constituents or I've heard from people even today that what we need to focus on is just looking at our city contracts. And so if we, let's just say we limited all our city contracts from the measure, from measure you and General Fund, just curious to know who would be in the red, that would be helpful in terms of just clarity on our budget. And I, I asked that question because for me at the end of the day as a city, we are mainly a people budget and I just want to reaffirm that that the majority of our funding goes to pay people who are residents in the city who keeps our city running. me at the end of the day as a city, we are mainly a people budget. And I just want to reaffirm that. The majority of our funding goes to pay people who are residents in the city, who keeps our city running. And I know that we're going to have some tough decisions ahead. And I'm hoping we're going to be able to manage these challenges together. And yeah, there is no, no easy choice moving forward. And as we're, you know, we're headed The next month in April and May We're we're gonna have to really evaluate all of the reductions on the table and revenue options as well And so again, just we really want to thank DCR police and fire for your for your presentation I know there's gonna be many more conversations ahead. So those are my comments mayor. Thank you. Yes, no. We're live. Yeah, before we get to vice mayor Talimante. Just want to know to the public too. This is not our budget hearing. This is our overview department. And seriously, and obviously we have serious budgetary issues. and so it bleeds into the overview because of what we're facing with the budget. Have we had this three years ago or four years ago we probably wouldn't look at in that lens. And I will say, Council Member, I think you make a good point that I look at that and all these tiers, it's not a science, it's not 100% objective and we're the ultimate arbiter. So we have to start somewhere. So I think it's fair that we have city staff and their eyes, what are the least impactful things we could do for neighborhoods throughout the city of Sacramento and they give us their best shot and that's up to us to make the final decision. So it's not perfect, but I think it gives us a good starting point. It'll start with the budget audit committee, and then we'll have ample opportunity. I know we'll have very difficult discussions back and forth. And just to remind you, this was when I sat in your seat 15 years ago, it was the toughest thing that I had to do. It was make those two budget votes back to back years and you talked about people. We had to send people notices that they're no longer employed with the City of Sacramento. So we're going to make sure that we evaluate everything backwards and forwards. Council member, Vice Mayor Talimantes. Thank you, ma'am. All right, I'm good. To pick you back off of Councilmember Vaines comments just so that the public knows. City manager, can you please explain so if people saw the charts of level 1, 2, 3, 4, 5 and I know the page was 10 pages of cuts and it was kind of smaller to read for some people but can you explain what the process is going to look like and when it's going to come to B&A? As I said the the list of public now they're available on the city's website. We will be bringing those lists to budget and audit this next week on March 25th and that will be the time that if our budget and audit committee members have questions that staff will be available from all of the departments to answer those questions. We can also the information that was asked. We will be doing supplemental budget information as part of the budget and audit committee reports as well as anytime we come back for a budget item. So when council members ask questions that we don't have any answers to, they will be included in those next pieces of information. And then we will propose a budget that will be released the week of April 28th. And that will include the actual package of reductions that were selected to balance the budget. And then when you hear from our Assistant City Manager's representing the same groups of departments, they will be outlining the actual reductions that were included in the proposed budget that were chosen from those lists that we've given you. So they become like a menu. And then we've made some selections and then council can do what their will is after the proposed budget is released on the 20th. Thank you so much. And you know addressing this budget deficit is not going to be easy for any of us. For the residents that came to comment, I agree that we need to focus on our core city services to our city staff. We value you and the service that you do to the city of Sacramento and our community And for us as council and leadership of the sat city of Sacramento We need to figure out how to grow our revenues because our our expenditures are all facing our revenues And if that means going back to the BOT measure To put it on the ballot again, but do it right this time. That means working with our economic development department to make sure that we can have more projects that are bringing money in. And also, I mean, our sales tax is down and that's because people are hurting financially, live in paychecks, so people don't have that extra income to go be able to go buy something, so we get that sales tax, revenue. So there's some things that are in our control, somethings that are not in our control. So I just want to preface it with that. I have a few quick questions. And so for the first ones, we're Brian Pedro, Mr. Pedro. For the timeline for Cal aim, is there any dollar amount associated with that or when we're going to become eligible to get those dollars? So we've applied, we're going through the application process and there's a couple of layers of that. We finished that part. Once we get final on that, there'll be some training associated with it, and then we'll be able to start billing. Looking like June, July. It's, I hesitate on giving a number to that. Average reimbursement for like navigation services around 425 per individual per month. We have several individuals still out there that aren't signed up with Kelly in the thousands. Okay. So. But that'll be a stable revenue source if we'll once we become eligible and we become. It's, uh, so Calame is through 26, I believe it is. 20, 26, I think. Okay. And then there is a, they're looking at a continuation of that. Okay. Thank you. That's all the questions for you. And then Chief Customer, too. We had the rail yards EIFD meeting this morning, and we discussed the number, all the new residents are gonna be populating that, so it's gonna add to your map significantly. And I did ask about the fire station, if would trigger a new fire station and the answer staff told me was no, because the River District Fire Station would be able to one, you know, to reach that area. So I wanted to get your two cents on that and what their calls for service looks like now compared to the amount of people moving into the rail yards. So respectfully, I disagree with the River District decision there that you heard. Station 14 can respond to the downtown but the rail yards is geographically cut off by some streets, roads and for years we've had plans to build a larger station to service the downtown and the vertical population that we have downtown. We pulled station three out of downtown and moved it out to the airport in the 80s and we have not built a station downtown since then and our population has gone vertical. Most departments, our size, professional apartments have five person companies and a vertical downtown like we have here. We have Ford. How do we combat that? We combat that by adding companies and a station in the rail yards. And it's not just like when I have station to running over 5,000 calls a year on the engine and over 3,500 calls a year on the truck company and 6,000 calls a year on the medic unit, that's just one station downtown. It should have three more companies downtown. Got it. City manager, maybe that's a conversation that we have for the EIFD committee and include your input on this because that sounds troubling. Yeah, we can do, we can provide you more data than what I'm just speaking to you right now, but it is something that we would be happy to speak to the EIF ID committee about. Okay. And then in terms of mandatory overtime, so different question. Was there any updates on mandatory overtime and what can be done to improve the problem that we have? Yeah. I'll clear up publicly. Mandatory overtime is something that is terminology. It's staffing of the 178 positions. And when we don't have enough people signed up, we can't let people go home. So that becomes a mandatory overtime. Can we flatten that out and help the city and the fire department save money? Yes, we can. And I spoke to it briefly about having two academies a year. Right now we have one big academy that started in January and it graduates in June. We'll have retirements all summer long and we won't start an academy again until next January. What I would propose is that we have two academies a year again like we have in the past. It stabilizes the vacancies that we talk about but those vacancies are part of that 178 that work go to work every day so we'll have fewer vacancies, fewer mandatory. You still get we will still have over time because you have injuries you have vacations time off your covering. Thank you and congratulations to single-role Academy graduation that I can't make. Thank you very much. And thank you all for being patient with us on that one. And chief, last year, next. Thank you so much. I know we don't have an narcotics division, which I mean is painful to us, especially with now Prop 36. How do those two intertwine? You know, we had a narcotics division, obviously pre-PROP 47. And now with Prop 36, what we've done is we've designated detective to take on a lot of the ORC type cases. And our VCR teams, because violent crime, there's an intersection with narcotics and guns. They actually do a lot of work in that area, but no, we don't have a dedicated team. So people have to sort of cross train. What we don't have are the experts that were like your narcotics experts, you know, from 15 or 20 years ago. But I will say that we've tried to leverage our federal partnerships. That's why that PSP program has been so beneficial because we've done a number of narcotics, you saw the the drugs that we were able to confiscate and seize in this last year. That has a lot of a lot to do with the VCR teams that are out there but also being able to bring an ATF and the DEA and have our federal partners help us with some of the enforcement. So we we're very strategic about the task forces that we serve on that they have to benefit the city locally, but we do see some benefits. But that's the reality of not having a specific team to do that. Okay, thank you so much. Thank you. That's it. I guess my last comment is when I first started at City Hall in 2018 and I met with every single department to understand what they do. Everyone talks about this 2007, 20088, like golden era of the city of Sacramento before the recession and how everyone wants to get back to that era. And I mean, I mean the recession happened and we came back and then the pandemic happened and I think we need to be real to ourselves like okay we're not probably going to be able to get back to the 2007-2008 golden era. And so where are we going to make those sacrifices as we move forward as a city. And so I think for next year's presentations, I think we'll start doing a reflection of 10 years ago today to today. So 2015 to 2025 and start reflecting on those numbers moving forward in that data moving forward. Thank you, Mayor. Thank you, everyone. I just want to agree with my colleagues that I think as we look you present our lot of core services, core services that are built in the city of Sacramento's charter, especially for our police and fire, that as we look for the budget we have to protect. I will join in echo Vice Mayor Talamonte's I do support relooking at the BOT measure specifically such that it is crafted that it reduces taxes on our small businesses and make those who earn over 15 million a year pay their fair share in taxes like our surrounding jurisdictions. I'm not interested in further increasing the license fees, which tend to be more of our small businesses. And I know it's coming to law and ledge in May. So I'm using my two cents in front of everybody to give some feedback. Mr. Pedro, I want to thank you for your leadership. One of the things I just want to bring up and I don't expect you necessarily to have an answer but I think we do need to call it out. How can the city continue to spend $25.4 million from our general fund on services to the unhoused when we've been consistently talking about what we've been providing isn't necessarily seeing a positive outcome of getting people off the streets and into housing and having a positive impact on their life. Right. Yes, and that's why I am always a contrarian in the room and people don't like to hear my Models because they are a shift from what we are doing now such as charging individuals to say in our programs and changing our service models so that not Current structure we're paying for all services for all people all the time, and not everybody needs all services at all the time. And so shifting that model of service as needed per individual, more of that model. And then ultimately shifting some of this funding to get some affordable housing. When I say affordable, I mean we're looking at a model right now, a permanent supportive housing model and some other models that are lack of better term, ultra low income housing to get people housed, charge a small rate for rent, and have them pay and create a sustainable model that the city is not constantly paying out every year to provide mass amount of service. So there is a lot of things that we can do with the way we have a structure right now. Thank you. I mean, I do want to call out we've had a 29% decrease in our homelessness in Sacramento based on the pit. But I do think we have to as a council look at our priorities when we have such a huge structural deficit that is outgoing structural deficit. And to me, taking the cuts majority on police and fire while keeping the unhoused services which I don't think are running efficiently. Whole is not something that I'm supportive of. I know that this council two years ago asked for and started an audit on unhoused. Unfortunately we know as amazing as our auditors are, it does take a while, but I think we need to do things faster, which I know under your leadership we are looking at it and I do support that, but I also acknowledge we can't continue to have $25 million come out of our general fund. When we're not seeing a return on investment, when our community members are demanding that our officers respond to more calls and our firefighters have not increased building another station yet they're taking more calls in the city has grown over 15%. And we can't even meet the minimum standard of four minutes. More likely we can't even meet anywhere eight minutes on a call based on the 2016 city gates. So I appreciate everything you're doing but but I do think as a city, as we move forward, we have to balance where the priorities are, but I just do wanna say thank you because I know you're trying to save money and create efficiencies. So keep at it. Yes, and I will say to a counterpoint to that is we did show reduction in 911 calls calls because we have the alternate response that we do the instant management team and having 311. If we pull it off the table, we might get more officers, we might get more firefighters. They're going to respond to more calls. It's going to absorb immediately. So just thinking of that equation, there is some value certainly in having our response. And I am supportive of IMT, but it's, where's that balance as to where data proven that it shows, where's the sweet spot that we get the return on adjustment. So I'm going to go a little out of order. Chief Lester. Can I clarify one thing too? Y'all know, April 29th we're going to come back and have a whole conversation. Brian is prepping for that. We're going to let him go on vacation in between this and that. We're going to come back and talk about a holistic look at what we're doing and how we're doing it. We could do differently. So thank you, you said that table, I think the mayor had asked for it a couple of weeks ago, so we will be coming back shortly. Awesome. Stay tuned, Danny Buddy, listening. Chief Lester, thank you for coming up with kind of like the five year view. I think it really says where we were before the pandemic, pandemic, and what you are doing. Again, I support our core services and the Office of Violence Prevention. What if anything can our police department do to look at because we know the fire department can charge certain fees? Does the police department have that same capabilities? No, as a matter of fact, people think I think that revenue from citations comes back to the general fund, and it does not. It goes, the majority of it goes to the state, would you get some vehicle license fee money, some Saved True Money? We get some pause just a second. Just, I need to highlight that. So you get pulled over for speeding. Yeah, it's not coming back to the city of Sacramento. No. Okay. So all of that revenue that we generate, if it's a city code violation, for example, if we were to write a city code violation for a parking violation, then yes, that would it's a smaller amount. But no, it actually doesn't come back. come back and I don't know that you would want your police department to be generating revenue, right? I mean, I think there can be potentially in here, in here, conflict there. But you know, so unfortunately we're not one of your departments that make money. I know we cost the city quite a bit in labor for the services that we provide. We don't have the same ability as say fire does or some of these other revenue generating systems. I do think there is a benefit to what we're doing with all response since you were just asking about it. I know we took a, we went to Albuquerque to look at the Albuquerque Community Safety Model and I know that combined with DCR and the Fire Department that it's not necessary revenue, but I look at it as how do you save the city money? How do we reduce some of these calls and not have such an expensive response? You know, there are things that are difficult like last time when we did the Prop 36 presentation. I talked about the jail wait times and what that actually costs. And I don't know that I can actually Put a number on I know what I pay in booking over time. I know how many hours or officers spend down there But having officers not in the streets hard to quantify what that is. So I think there's some efficiencies that can be had during the presentation we talked about legislative changes and Working with one of our assembly members and senators to look at some of traffic improvements. And one thing that the state has slowly started to take a look at is automated traffic enforcement. And I would like to see those revenues somehow be funneled back into the city. I don't know if that's possible or not, but that was our recommendation. So it's not a police officer, but it's a speed camera or something else to have administrative penalties be routed back to the city. So we have made that recommendation. Thank you. Thank you, Chief, because I think that is great, because individually I am supportive of that legislation. So I know one of the things that I can request is if a city implements this, that maybe there is an oversight fee for the state, but that revenue does come back to the city. When people do run our red lights, I believe in that added extra accountability, which I think will further make it safer for pedestrians in cars. When you come back, as we next have this conversation, I think it would be interesting, because I do think we need to hear from how DCR police and fire are implementing an alternate response, because I know we have the single role, and I am T and some of the things, what is the best practices plan for making sure that our officers may not be the right first responder? Or we have, you know, our single-world ambulance is some handling the lower level and what that looks like for coordination because I know each of you are doing something but I'm not sure I understand the comprehensive approach. So where fire Mr. Pedro and new chief come back and kind of how does this all, how are we all working together to do that? Absolutely, a big proponent, thank you. Thank you, that's all I got for you. Chief Costa Manga. Can I pick up or see left off? Yes, you may. I think part of it, I do wanna talk about with single role the medic partnership that we have and Transport to alternate destination we have medics that are certified. It's called TAD We'll be able to get people to the right place on the first try meaning that not everybody has to go to the ER that we visit with So that's important and you have the three legs of the stool sitting in here today. We do work together and we can give a real call for a hints of report on how we do all this. Some of this is, if the fire department has been the slowest in getting some of these things in place, because we do have a lot of local ordinances that we have to follow as well. But we have a lot of backing both in the county and the state to do what we're doing. Thank you. I got to see a lot of that firsthand while I participated in the fire ops 101. You know, I think as I've indicated, the biggest surprise was going into the simulated smoke-filled room and being functionally blind and trying to figure out what to do and how to do it and being able to will aware full gear and climb up the ladder which also brought up understanding. Can you just briefly talk about in the last four years how much has the cost increased to get a fire engine? The increased cost to a fire engine or fire truck has got a 50, 56%. So basically engine from 600,000 to 1.2, to a certain extent, or 750? Yeah, yes. And then, what is the, what was the average time for getting equipment to what it is now? It was roughly a year and it's 41 months now. And we've seen that since times were stretching out before the pandemic, it was really good during the pandemic and then after the pandemic and people started to normalize everybody ordered what they put on hold and the factories have not come up and it is not it does it doesn't matter which factory you're going to or maker. They're all have a glut and the one that we work with has the least amount of backup. and could the tariffs impact this as well? Well, yeah, I mean, it has in the past. We had a steel tariff. I can't remember what year it was 2018 or 2017, that have greatly impacted and increased our cost a lot. We have a looming tariff that we're concerned about. And there's price increases every year for the companies that build this equipment in a central part of America. They have to pay their employees to and costs are going up as they negotiate their contracts for their workers. Are 24 stations enough or a standard to allow for adequate coverage in response time in our city? No, the 24 stations are, I'll just go back. It's farther back than 10 years. And I can bring you a more data driven report on this. But when we built stations 60 years ago, what some of our stations are 50, 60, 90 years old, we built them for two pieces of equipment, an engine and a truck, and men only. So we have to look at our station, stations going in the future for a minimum of three pieces of equipment, an engine truck and a medic unit, and to accommodate our staff into the future. We have women on every shift in every firehouse, and we can't accommodate them in two every day. And we have to look forward to that. And it's not just that. It's how we store our equipment to keep from exposing our firefighters to cancer. It's how we provide work out equipment and rest areas in the station, all things that have changed. And I can't remember exactly what year, 1982 or 83, the department ran about 15,000 calls a year with 21 stations. We run 110,000 a year with 24 stations and 34 companies. Which highlights I also looked at are 2024 to 29 CIP and just the major long term projects that can't be completed in five years and need to be addressed or finalized equal approximately 561 million, which means new fire stations upgrading our old stations getting new equipment. Does that sound about right? Just the ten stations alone that we have identified as the need to replace or reoccupy would be 250 million. And then if you add in the ongoing and the additional stations that we would need to build in the city, yes, 500 million. So based off of those answers, council members, I would hope that you could follow up individually and talk to our city manager in 2016 the city authorized a standards of response coverage report by city gate and back then I will tell you vice mayor telemante's notomus had the longest response time. 30 and 43 call time took over nine minutes. Station 15 was the only one that took longer. And travel time 30 and 43 took the longest. 15 was the only one that took longer. So north of the city, Nautomas, we are significantly hurt by the inability for having one another fire station or two. We know we need one in the rail yards, we know we need another one in the south, and I know the county is looking at building the one over in North Lake, but our residences are significantly hurt by not getting adequate response time. I know we need an upgraded new fire station downtown. I think we need to look at an update the 2016 city gate report which please let the city manager know if you support that because I think we need to look at what is what is a potential you saw Sacramento County do a bond measure to update and support its fire stations, rebuild modernize and get equipment. The fact that our fire department gets $3 million CIPA year barely covers an engine and a truck and we know we need to do more than that but in order to really understand our need and how I think the fire in LA I really highlighted that can happen here what it looks like and I would hope that you could talk to our city manager to say you support updating the city gate report from 2016 to really look at what we need to do to create safety in our city but I want to thank you for answering my questions. Thank you. Okay. Thank you. Just a few comments. I think that we've hit this. This is, first of all, this is extremely helpful for me as a new mayor. And I assume council members, Plucky Bomben, Dickinson, getting an overview of departments that we know a lot about, but having the slides and analysis of where we've been and where we're headed, especially coming up to the budget, extremely helpful, just a few things I want to share. So, first, DCR, thank you for the work that you do. I know some folks earlier said we should get ready and no, absolutely not. I think you're all doing a great job. I just want to say one thing, kudos for saving us money on contracts, looking to do things definitely. I just want to say every penny that you save, in my view, goes back to DCR to do more DCR work. And that's not clearing encampments, which I know is a part of your assignment, but most importantly, opening up shelter, especially tiny home shelters. The congregate ones just aren't as effective and we've seen success with these tiny home ones. So every penny that you save through this, I view, goes back to you to open up more locations. So those three and one calls can be effective in getting people into needed shelter off of the street. So thank you. And then for PD, I just think it's important to know and maybe the chief can kind of wander up here and comment on these two things. Is the vacancies is a big issue and how it's scoring the budget. But I think it's key to say that those monies are key to pay for backfilling and pay for overtime for people to fill. When a roll call happens, you need X amount of people to fill the patrol slots. And so whether it's a person that's filled because we're paying someone a paycheck or using it money to pay somebody else either way we need that money to fill the slot for roll call right. You're 100% correct and actually we track that very closely to see every line item that we're paying over time for. Not only does it go to support patrol, but also things like demonstrations are a comm center, like all comm centers across the country, are pretty short right now, most are 30 plus percent down, including ours, and we have 911 call time, or 911 answer times that our state required. And so we were able to explain that, certainly with a 20 minute presentation, I couldn't bring that here, but we definitely have I could provide what we're budgeted for what we spend and where we spend it and why? Yeah, and I think it's a good point that vice mayor brings up that 2008 and 2009 really 6 through 8 when that big rush all those Natomas homes were built all that Flesh of property tax money coming to the city. We're approving new fire stations and hiring new police officers. Those were the good old days and I'm not sure that's happening again this is kind of new normal so I get that but but I think it is important to note and it's amazing that we have 65,000 more people and 150 to fewer people who are police personnel. And half are sworn. So that's wild. When you tell that to people in the public, and I did, for a year and a half, just focusing on this pure mathematics, people are just blown away by that. What are you telling me this? So how would you describe how we've been able to do that and not have a severe impact on community safety that 150 fewer people working for PD and 65,000 more people? Yeah, and that's actually, and I was thinking about when you made the comment, I'm not typically somebody who looks back and says, oh, we did it this way and we always have to do it that way. We have gotten a lot more efficient. You've got an extremely group of various talented commanders in the back. We demand a lot of them. I think a lot of it has to do with leveraging technology, making sure that we use data the right way. Like traffic is a great example of that. If we just sent eight traffic officers out into the city and said, right tickets every day, You would not have seen those reductions, but you saw those reductions because they tracked, they worked with traffic engineering. They look at the high collision intersections. Everyone has traffic complaints, I know in your district that we focus on. So we're very strategic about doing that. So I would say from the reductions, you know, 15 years ago, 17 years ago, we've gotten much better in providing public safety with limited resources. And I think the reason that we go back to sort of that bar is because I think a lot of us feel like we were keeping pace with city growth and it stopped and thank goodness for measure you and for the work that the mayor and council have done to really try and uphold a lot of key and core services. But I do think we're at that point where the city continues to grow. You know, we look at different areas and think how are we going to police that? How are we going to provide fire services? Because we know our staff is not growing. And I think we would be remiss if we weren't very honest and transparent about that during these decision making processes. Thank you and I don't have any other fire comments but chief won't let you know to be ready Friday night we're going gonna be out there for 12 hours. I'm not doing the 24 hours, I know I'm shamed. I know I'm shamed because I have literally opening days Saturday morning, but I know my colleagues have said that you don't really count as a right along unless you do a full 24, but we'll start with 12. Mayor, you're gonna throw a baseball after doing 12 hours of a ride on? And maybe go on a bike ride with Lucky Bumps, so what else I need to do? Okay, I'm gonna throw a helmet when they come to the baseball. Yes, okay. And you're gonna cool jacket. Your name on it. Okay, thank you. Okay, so let's adjourn to close session. We will now adjourn to a special meeting for the purpose of a closed session. We have a forum of council members in chambers. There are two items on the agenda. Item number one, pursuant to government code section 54956.9D, David one, to discuss matters pertaining to pending litigation. People of the state of California versus city of Sacramento, Sacramento County Superior Court Case Number 23 Charles Victor 0 0 8658. Item number two, pursuant to government code section 549 5 6.9, D David 1, to discuss matters pertaining to pending litigation. Prime auctions LLC at all, the city of Sacramento. Sacramento County case. Sacramento County Superior Court case number 23 Charles Victor 0 0 8662. We have no speakers on any of the closed session agenda items. And may or you may adjourn to closed session. Mayor adjourned. Thank you. Thank you.