Recommendation to conduct a Budget Hearing to receive and discuss an overview of the Proposed Fiscal Year 2020 Budget for the following Departments:  Public Works including Capital Improvement Program, Development Services, and Health and Human Services.
Thank you. Next Expo. Ash Booker Ezell. Okay, fine. Next. One more. George. One more year. Okay. And. Okay. Do we have an annoying. Oh. Okay. Is Mr. Perry. Well. It seems the end of our. Public comment. Now. Into the budget now. I know when I was a teen. Okay. Thank you. We are. Madam Court, can I have you please read the first hearing? Item number one is a report from financial management. Recommendation to conduct a public hearing. Receive and discuss an overview of the proposed fiscal year 2020 budget for public works, including Capital Improvement, Program Development Services and Health and Human Services. Thank you. We have a request. Unless there's any objection from the council, there's been a request to allow public comment on on the budget first. I think some folks in the community may have to head out and say, I'm going to call these names and if you're here, please come forward. You can make some general comments on the on the budget and then we'll hear some of the department presentations. And so let me go ahead and call. Call the first group of five. Jeff Mallin Herlin to Horo. I'm sorry if I put mispronounce this, maybe I'll dirty veronica wilcannia and pho moron if those first five could please come forward. Honorable. What do I do? Okay. I can do it. Okay. Thank you. Good evening, Mayor Garcia. And Honorable Council members. I am. My name is Jeff Malin and the Bluff Park Historic District in Council District three. And I represent here myself, as well as being a part of the Bluff Park Neighborhood Association. And we are honored to have been included in the public works portion of of the budget considerations for for next year. You have received a number of comments from people, so I won't necessarily repeat them, but I just want to thank you for the for the esteemed honor. We are super excited about the to be part of the historic preservation effort in the city. And we think that this project will support the city and the historic district. Thank you. Thank you so much. Next speaker, please. When I'm not just maybe one of these three and they are they always do I keep it a lot of those are like empty, an abyss of wisdom, for example. They're always looking or burning letter working, medium group. COOPER supposedly keep undergoing that loss. De La Rosa enters Colombia's. My daughters. I think once this iguanas, I've done only the homework. And I think lessons will say, Oh, God, this is incredible. MoMenTos, cinta cuentas cuatro. This by no means possible to complete the class with that Peruvian novia. Nadia Caldera, me, your my brother Manas and Busari to see what is the problem and Tamu is one problem. Muchos me neither local or region and they are not participating. It is with us in that U.S.A. you that. Not as they can have what other westerners, they are New Guinean Tamil. But as per the policies, there's a solid Uma. But elements are there long between us. I think inclusive growth is. Good afternoon. My name is Linda and I live in District one. Today I'm here to speak regarding the priorities for the budget for the people, for example. Today I'm here and I don't see any sign here in my language. How can it be possible that when 40% of the residents of Long Beach, who are older than five years old, speak another language that is not English in their homes , and this includes 145,544 other people who speak Spanish. My husband and I had a conflict with the city, but there was no one who could speak my language. And it's been three weeks now and we still have not received an answer from the city to our problem. This is not just my problem. This is a problem with many members of our community. And this makes people not want to participate in their neighborhoods and in this city. Please do not leave us out of the budget. Include $530,000 to the policy to make access to our language for people who are people of the city of Long Beach. Thank you. Thank you very much. Speaker, please. But I'm not just at those numbers. Veronica, can you be one of these three thoughtful, healthy essays? That is an idea model DEPARTAMENTO de leaders, LSU that you represent Denton Espanol. He is better for the cancer minolta's. But again I contest. I don't represent them. Go the mic on the spot on my video means that maybe that's ill motivated like your mother. Less political motive, operability information there potentially uncollectable lawsuits and the people in Paraiso. Metheny, I get that. I'm sorry. Outro Apartamento you're Italian Mother Teresa nice better dispossessing anthem. You know those in hospital system of medical care but I sit. But I know. So you didn't. It's better you can offer that to me too. This idea that as though the recipe the la your mother is the son said to be so was utilized constantly meant he could L.A. area there were representantes and the parentheses the illness. But that's sort of been a lack of money that for as long as customers program ten local superstore this than your employer can impose $3 million but I implement that la policia solidum gracias. Thank you. I had called for more. Oh, yeah. I just want the next two people in line for more. No. Okay. Good evening. My name is Veronica. The Kona and I live in District eight August six. I made a call to the Department of Utilities for the city and I asked to speak to a representative in Spanish. The wait was 15 minutes before someone answer my call. When someone answer my call, they asked for my information, my address, and the reason for my call. I explain the recent form I call and I asked for information regarding the reason for not collecting the trash in this city where I live. They told me that they needed to transfer me to another department. I was called three and it took 20 minutes. I was waiting for 20 minutes and the system and the system said that they could answer, they could return my call, and I decided to take that. To this day, I have not received a call. This is a basic service that is used on a daily basis, and I feel that it would be important to have representatives who can speak different languages. And we ask you to please add $130,000 to the budget to implement a policy that makes access in different languages. Thank you. Thank you. Our next our next five speakers are Giselle Becerra, Maria Angelica Murillo, Lilia Ocampo, Maria Lozano and Magnolia Rodriguez. Please come forward. My group to Zelda, Sarah Marino and Angelica. Maria Lilia Ocampo, Maria Lozano and Magnolia Rodriguez. Please come forward. Please confirm. Well. Good evening, Mayor and council members. My name is Lily Campo. I live in District one and I want to ask for the budget to consider. Funds and allocate money for. The paper papers to be translator and the different languages that we have as a diverse city. We also want. To have to consider the. The fans. So many different languages are people have access to that different language to the service that the Siri the Siri provide. When we come here to look for the different departments and be service in our language as much as possible, because. Sometimes those. Misunderstand can cause like we will lose our service if we come to pay our gas or electricity and we don't have the. Understanding. Of what it being we are being told or what we said. And also, it's not that we're not trying. We're trying to learn the language. But sometimes for us, it's like a broken phone. Or when your cell phone doesn't have service, you only hear like three words and lost the rest. Oh, thank you. Thank you so much. Next speaker, please. When I notice minorities. Maria Lozano we want to repeat it. But then according to it all, those that as long as I use pronouns he does not give me, ma'am, I want to be not cry. Hold up. I don't be an ongoing control, not personal killers who the Omar village yell will give a present though. But apparently that is, I think they nevertheless quando la persona guillotine the old lady who gave the nigga passing through Kinsey. Good evening. My my name is Maria Lozano, and I'm here to tell you about a situation that my mother had when she came to pay for a bill. The bill was supposed to be for $79. And if you don't get the next person and they told her that she needed to pay $150 them, that that's what the system was showing. So he has a copilot working it. And I must tell you that at the last second they don't give this clinic that entails epidural canal in Espanol. So she was concerned because she only had the money to pay for the bill and not the amount that they were asking. And they told her that if she didn't pay, that she would have her services disconnected. Here on Cannon is a moment on Aria Caleb well-attended in Espanol. Sorry at the Gator Castle, yet I got two separate bags in total, but I no longer. I went in there and took pieces in tomorrow's reader working avia keynote speaker Berkeley's Laura Sullivan Coronado they must. And so she had to go home and get the money and go back and paper. She was still very confused as she did not know the reason why she was being asked to pay a different amount. Yeah, it's possible. I saw it label online and it's finally you don't get as a memento unless at the end of it and Clara spagnuolo so totally polarized workers electoral must look at this bill and so she went back and again she was told that there was no one who could speak the language to explain to her the reason. So she paid the amount to this, say she does not know the reason why she had to pay that amount equal for the economy. Okay. So I'm with this data, Cynthia. This has been our lab working on control numbers on this glioma. So she share with me this. She was very sad about the fact that she was not able to find anyone that could speak to her in her language. Thank you. Thank you very much, Speaker, please. When I notice Atlas. Bread, Magnolia Rodriguez, Burton, quite coalition. They're Grupo Garcia. The Western L committee part is a building healthy community. The language historically para represent para el distrito city. For necesario to. Learn more specifically, this decision is a la ciudad. Necesitamos. El and go ahead para todos participation. The party la comunidad in a process or press western oral attorney experience rega produces pride and comfort in their la importancia is the most appropriate ideal. Yes, they are combined Gallego or mutual masses Yamada strategy versus you that. Joe Louis City Hall. But I got me. Really. Del Garcia, our. We are now the medium. In terms of medical personnel, then we'll get laterally applied in Gillespie McKinnon's Sego Chemical Potassium. Yoakum up to the levee. I pay my bill. Degas, Enquirer. Le Parisien are in. Hot water in English. But we are a pity. I pay my bills. The gas and water or medical. Suppose on a computer. Laura, you are the only one with medical tomorrow. This connection you service. Your internal a that disconnected themselves. You really had. No, no, no, no. Let me help me. They only pay my bill. They worry. Oh. And does. It really matter. If we're up by that? Jocelyn comes from Leader Itamar. It also began with what I got this term. He said. Recio. Is the price of piezo. My garrulous and fearless linguist traveled to see the documentos and the only other consumidor anteriormente mc on say hi boys though as part of hipsters tambien waiting up for yet gracious. Good evening. My name is Magnolia Rodriguez. I belong to a group of budgets and also healthy communities of Long Beach. I am here to represent my community and the District Seventh and it is very important that our voices are included in the decisions that are made in this city. We need to have access to languages for every one that participates in their community. During the process of the budget. I would like to relate my experience, which I expect, which I experience, and so that you can understand the importance of. So you can understand how important it is to have. So what I'm going to do is I'm going to let you kind of capture the story. Okay. I did give you double time on this, but we've got to make sure we do it quickly so you can just kind of capture the capture the translation. Yes. Yes. When I went to city hall to pay my bill that the person who helped me did not understand. I try very hard to explain what I was there to do. I said I pay my bill. She didn't understand. She said, my, your you will be disconnected tomorrow. And I said, no, I'm paying my bills. So as you can understand, I was very confused and concerned, wondering whether my services would be disconnected. I just want to ask this lady to add a budget, to add bilingual workers, and to have documents interpreted in many languages. Thank you. Thank you so much. Our next speakers are Cyndi Dela, Cruz Brown, Paula Stewart, Janice Mendez, Jordan Doering, Anthony Kennedy. Those next five can please come forward. All right. Good evening, council members. My name is Sydney de la Cruz Brown. I am a resident of the seventh District and organizing director at Long Beach Forward as well as a member of the Long Beach Language Access Coalition. Low income, Latino, Filipino and Cambodian communities are part of our Long Beach community, and we deserve to be included. Don't leave us out of the budget. This year's budget. We cannot be included by adding the people's budget that allocates 530,000 for language access and 500,000 for census outreach by trusted messengers. The City Council declared language access as a priority in 2012, but seven years later, we didn't. We still do not see structural funding. Last year, the budget included 60,000 for language access, the largest amount of funding that we have ever seen. This year the amount is half of that, and it's almost spent. Residents who don't speak English are not being included from the city, according to the American Community Survey. Like Lena said earlier, about 47% of Long Beach residents over the age of five speak another language at home outside of English. Because the City Council has not allocated enough funding for the language access. Low income families have suffered when we have not had important documents like the water rate increase. Notices translated to service kiosks in the new city hall are in English only and the city's first multilingual budget hearing, an extreme, had extremely low attendance because there was no multilingual outreach in the community, and fliers are only in English until the week of the event. Nearly all. This is why we asked that. Not that this is. The need has not decreased by 50%, and neither should the funding. Thank you so much and hope you'll consider our recommendation. Thank you. Stuart. Yes. Thank you for having this hearing tonight. My name is Holly Stewart. I live in the Walker's building over at Fourth and Pine. And I'm here because I do support also the idea that people's budget items that have just already been discussed. And these are important because if our city has to be the city that we have been and that we want to be in the future, a place that is inclusive of all the people and then makes a better life for all the people. We have to do these things. We have to have as many languages available at City Hall and through city staff as possible. That's a part it. Just as language or language. Just as in English. And the other thing is, do we really need to have a complete count in a sentence in the census? Because that, in fact, gives the city its rights in terms of being part of the United States and in terms of federal funds and budgets and things like that. And the kinds of things we're talking about. By the way, build on what we've talked, listening to all night about preserving jobs, keeping jobs, not having automation take things away. We need to have a life that goes on for all the people who are in. One of the best words of all is make sure everybody is counted and that everybody is served by the city of Long Beach. I'm proud to be a Long Beach resident. I've been here quite a while now and I was here back in the seventies. So let's just keep this going and let's have budgets and put money into things to build jobs and don't people we don't want to end up in the in the 21st century. Or is this the 21st? Anyway, with with the police and the military running our cities and we're getting more and more like two thirds of our budget is from police. That isn't good. Thank you very much. Yeah, thank you. Thank you. Thank you. Next week, police. Hello. Mayor Garcia and City Council. My name is Janice. Mendez, and I'm 17 years old. I'm a leader with. The Invest in Youth Campaign and Californians for Justice. I'm a lifelong resident of the ninth District, and I'm here in support of the people's budget because I understand the difficulty of growing up in a community that lacks investment and resources as a part of the people's budget. We are calling on the City Council to allocate 500,000 of the proposed 600,000 for the census, to go to community based organizations to conduct local education and outreach efforts targeting these hard to count communities. Our vision is that through the census process, we are. Building trust and engagement with our most hard to reach populations and avoid creating any fear or anxiety that can lead to misinterpretation of the. Needs of our city. It is critical. That we get this right. The youth of Long Beach are depending on your leadership to get this right. Young people are among the most vulnerable populations, and we will inherit the outcome of the 2020 census. So we are calling on the City. Council to prioritize vulnerable and hard to reach populations by leveraging community based organizations deep ties to communities. Thank you. Thank you. Next speaker, please. My name is, and I can fe. Um. I. I don't see him out here, so I won't put him on a spot, but I went to one of these budget hearings that you guys have been conducting within the community. And I had a, um, a candid conversation with a city employee and which is why I made sure to look at the agenda item. And with that it came. Up today. Because if there's one department. In the entire city apparatus that needs more money, it's code enforcement. I think they need at least five or $10 million. You know, they only got about two people in office and they give I think they get more phone calls than, you know, they are probably up there with, uh, nine. Nine, one one. You know, I think code enforcement, what they do. Is, I think, objectively speaking, some of the best work any city department can do. You know, whenever I'm dealing with a tenant who's telling me about. They got mold growing on the. Walls and, you know, the the piping is is the the water isn't coming out. Hot water isn't coming out for the last couple of weeks. Who do we call a color code enforcement? The problem is, is only about two, three people in that office. And, you know, the way that the baby boomer generations is going, you know, we need we need some stimulant stimulated income going into the budget side for them so we can get some more. You know, people in there are going to be working for 20, 30 years. So if I can make a recommendation, at least give the good people, the code enforcement, five, $10 million. Thank you. Thank you very much. The next next speakers. If I call your name, please confer. Kelly Chinchilla, Alyssa tung, Monserrat Pineda, Mia Hernandez, Luna Hernandez, Laurie Smith and Sterling Raglan. That concludes our public comment after that group. Good evening. Mayor Garcia and City Council. My name is Kelly Chinchilla, and I'm a part of CalPERS for Justice and the youth ambassador with Ambassador Youth Campaign. And I'm a lifelong resident of the ninth district. The census is something that we know is very important, but often gets overlooked as a process. Lots of times people get left out and there's no way for folks to be included when it comes to filling these things out. Folks don't know that you can do this online or call it in, and some people stated that they don't even get the little paper in the mail. And to get an accurate count and truly represent the population of Long Beach, we need to we need people out there doing the work and collecting these surveys from the underrepresented. But the point is the point isn't just to go out and collect the survey, but to truly inform the community about why this is so important. When people are left out, we don't get the resources we need. The best way to go and collect these is to have local community based organizations, because we know the best about how to reach out to these communities. And folks, as I talk to neighbors and community members. So yeah, and it's imperative that we get this right for the outcomes of the 2020 census. It'll have lasting effects on our city and especially young people like myself who inherit the outcomes of the count. So that's why we're asking to allocate $500,000 and a one time fund to have community organizations educate and conduct outreach to the community. Thank you. Thank you. Mic Speaker. Good evening, Mayor Robert Garcia and City Council members. My name is Monserrat Pineda, I I'm a lifelong resident of District nine here in Long Beach. I'm here tonight in support of the People's Budget proposal to allocate $530,000 towards language access for non-English speakers. I'm here in support of the many organizations that have worked tirelessly to uplift the voices of our community members. Most importantly, I'm here tonight in support of my family, my neighbors, and my friends as community leaders of your city, who is one of the most diverse from ethnic backgrounds, economic status and age. I asked you to not forget the members of your community who do not always feel that they belong simply because of their lack of knowledge in English. Residents who do not speak English should not be excluded from the city budget. This is their city too, and they should feel and every right to have a voice to understand what is happening in their own city. These residents need to have access to information regarding their own city with something as simple as translation. They need to be provided with the resources not only to understand the continent of information, but to feel that they are valued as community members. Language justice is not a privilege. It is a necessity. As someone who grew up in a household where I had to translate city notices, city bills and explain what was happening in Long Beach, I know how difficult it has been for my parents to navigate through not being able to understand English proficiently. I know how much of an impact representation has on an individual. That is why I'm here tonight to ask you to represent your community and provide them with the resources that they deserve. Thank you. Thank you. Next speaker, please. Hi. My name is Luna Hernandez. I am a ninth district resident. I am in support of the People's Budget because Long Beach is a home to many to diverse non-English speakers, meaning my mom, my friends and my neighbors, Long Beach resident are in need of language justice. Thank you. Hi. Good evening. Honorable Council Members and Mayor Garcia. My name is Mia Hernandez and I am a lifelong ninth district resident. I am in full support of the people's budget proposal. 4040 7% of Long Beach residents over the age of five speak a language other than English at home. These are Long Beach residents, and it is inappropriate to not acknowledge this language barrier. The hardworking organizations behind this campaign have a strong connection with our non-English speaking populations, and I want you to trust, to support and to pour value into our local community based organizations by providing funding. Thank you. Thank you. Good evening, honorable mayor and city council name is Elsa tongue from Long Beach Forward and a District seven resident. And I'm here for the people's budget. So making equitable decisions about how resources are allocated in this city is a start to reversing the structural ways certain people and communities have historically been ignored because of racial and economic discrimination. The Budget Oversight Committee, Bossy, oversees the annual city budget and makes recommendations to the full council. But when it comes to making decisions on where and how to spend the city's money, wealthier and whiter communities have been overrepresented on the bossy, while lower income communities of color have been underrepresented, which has helped to perpetuate inequality based on race and class since the boss's establishment in 2000, three council districts two, three, four and five have been represented the most, with District three having a seat on the committee. For the vast majority of the past six years, districts six, seven and eight have had very little representation, and districts one and nine have had zero representation at all. Districts three, four and five include wealthier, predominantly white communities in East Long Beach, and districts one, six, seven and nine include predominately lower income communities of color in central, west and north Long Beach. As this current budget cycle continues on, we call on Mayor Garcia and the city council members to discuss equitable representation. Thank you. Thank you so much. To take steps to address this structural inequity. Thank you so much. Thank you. Thanks, speaker, please. Good evening, counsel. My name is Sterling Franklin. I'm a resident of the eighth District. And I just had a couple of comments that I was thinking of as these gentlemen and ladies were speaking. I'm not associated with the People's Coalition, but it sounds to me like their request is not unreasonable at all. $500,000 to include. Everyone and we possibly can in a democratic process that is the backbone of any local municipality. And I would spend $1,000,000,000,000 if we could get every single resident activated in our community, and that's what they're asking for. I think you guys should support that other thing, the automation situation that that came up recently. I think there needs to be more money allocated for job training and I'm glad that the Council has addressed this issue with this study. But I can tell you that by the end of this study, it will tell you that jobs will be lost. You don't need a study to tell you that there are there are innovations happening as we speak in the in the port industry, and we need to prepare for that. And that needs to be included in this budget. Job training. There needs to be an awareness campaign because this is the city that is employing these people. As the mayor said, this is a public entity and we need to reach out to those people. And this budget is a chance to do that. And I think we have a great opportunity. We should miss it. Thank you. Thank you so much. Next week for his final speaker. Hi. My name is Laurie Smith. I'm a resident and property owner in Bluff Park in the third district. And I'm here to speak about the concerns about the recent and proposed public works projects that are not consistent with the city's general plan, specifically the historic preservation element and the scenic element. Recent public works projects do not adhere to the Bluff Park Historic District Ordinance, nor do the projects pass through the city's Cultural Heritage Commission. The general plan elements provide details about official policies the city has adopted pertaining to each of these elements and policies. Establishing any one of the elements must not conflict with the others. Two elements of the city general plan that do not appear to be addressed by the capital improvement projects that were presented to the Planning Commission last week. They they did not. They were not consistent with this store preservation element and the scenic element. And as a recent Mills Act recipient for my home, for my home that I bought recently and went through a very intense process with development services, I became aware of the city ordinances in general plan elements that protect the our properties . So the BLOCK Park Historic Ordinance specifies that the entire neighborhood is a designated landmark, not just specific buildings. And the designated streets are Ocean Boulevard, Second Street, One Apparel Loma. So the primary goals of the historic preservation element are to better integrate historic preservation into city procedures and interdepartmental decisions. And the historic preservation elements. Streetscapes such as light standards, contribute to the historic character of the district. I voice his concerns and questions several times the public system development services as well as my city representative. Thank you so much time as myself and other property owner concern thank. You so much. Consumers are not going to. Ma'am. Your time is up and that your microphone is off. Thank you so much. Thank you, ma'am. Your time. Your time is up, so we've got to be respectful of the time. Thank you so much. Thank you so much from that concludes public comment on the budget hearing and we will go ahead and begin the presentations for the departments. So if you're if you're here for an item that is after the budget, we are probably going to spend the next 45 minutes to an hour on the budget. So that is what is coming up next. Okay. So with that, I'll turn it back over to Mr. West and Mr. Modica for the next discussion on the Budget. Thank you, Mr. Mayor, members of the City Council. So we have three departments that will be presenting. We have public works who will also be doing the public works budget and the CHP program. We have development services and we have Health and Human Services. And so with that, I will turn it to Craig Beck, our public works director. Okay. Good evening, Mayor. City council and community members watching this presentation. I'm here this evening to talk about both the public works operating budget and the city's capital improvement plan, or sometimes called CHP for fiscal year 20. I will first focus on the public works department. So who is public works? Public works, of course. Services include the maintenance and rehabilitation of the city's rights of way, including streets, sidewalks and our urban forest services, supporting a healthy and sustainable city environment, including waste diversion, stormwater management and enhancing Long Beach livability and the efficient and safe design, construction and maintenance of our public facilities. In these pictures, you will see some of the team members at work. Some accomplishments this year include some large infrastructure projects, including where we're sitting today. So the opening of our new sitting and our new city's civic center installing 68 lane miles of streets, 1000 new ADA curb ramps, park playgrounds and facilities. All this work has kept our project team extremely busy this year and they will continue to manage multiple projects moving forward in fiscal year 20. It's interesting whenever I look at stats like this and have a chance to reflect on all the activity of our field operations, I'm just amazed at how much work they achieve in a year 46,000 calls for service. That averages about 180 work orders each day. 80 this year just from Golden Beach alone. I know the mayor was talking about that app earlier today. I really don't know how they're able to do it. For example, the clean team responded over 21,000 illegally dumped items. Well, this number is still too high. We are seeing a positive change through collaboration with Harvard Kennedy School and the city's innovation team. Public Works has increased its services for collection of large items, and the community has responded this year. There was an 18% increase in folks asking for items to be picked up, thus reducing them just being dumped on the corner or in the alleys. So still a lot of work to do, but we are making progress. The Clean Team also supported 47 neighborhood cleanups, collecting over 300 tons of litter during these cleanups. So for their hard work, I have to give a shout out to AOC seven and Wesker. Both those neighborhood associations are definitely the neighborhood cleanup leaders. So we we believe and we put out the gantlet for others to try to achieve their success. So livability will allow me to strength is that our community loves being outside, enjoying parks, beaches and dining to make it easier to get around. The city continues to invest in the expansion of its bicycle network. This year we celebrated one of our newest and longest bike routes, the Daisy Myrtle Bike Boulevard, taking you from uptown to downtown. This nine and a half mile bike way runs through districts one, six, seven, eight and nine. And if you haven't taken a ride on it yet, I highly recommend that you do. It's a great way to see our city. The next bike way to be completed will connect central Long Beach to Cal State via 15th Street. It's our 15th street bike boulevard, so go beach. There is also a new important connection through Belmont Shore. Getting us getting bicyclists all the way to the L.A. or excuse me, the San Gabriel River. This is an important connection for that highly traveled bicycle path with 160 miles of bike ways, the community has responded. We added a new echo totem this year at Promenade and Broadway, similar to the one that we have down at the Belmont Pier. And those totems are on pace to record over 1.6 million pedestrians and bicyclists enjoying being outside. I also want to highlight sustainability. Our efforts continue to grow with an 8% increase in the amount of waste diverted through recycling efforts. So we've increased recycling. Also, phase three of the expanded polystyrene ordinance or EPS ban goes into effect in December, and that will bring into compliance our small our smaller restaurants, 100 seats or less. Even though it's still months away. We are seeing compliance from many of those restaurants. So we appreciate the hard work of the team and the work of the restaurants and really the citizens who are pushing sustainability efforts citywide. So what does the public works budget look like? It's really split 5050 between operating and CHP. It's roughly $245 million. And I want to focus on operating first. Which, as you can see in this slide, kind of breaks down the different funding sources. So in FY 20, the operating budget is 127, $127 million. The different funding sources include the General Fund. Public Works represents about 7% of the city's general fund, supporting 244 hardworking men and women providing city services like street sweeping parking enforcement, traffic operations, permit review and street maintenance. Notable changes, Public Works is constantly striving to deliver more efficient services to Long Beach. We're proposing new positions to support street medians. You will call that is a directive that came from this council to transition medians from Parks and Rec to public works. The city has over 220 acres of medians, median islands and backlots, and that's equal to about 166 football fields. So these positions are key to help deliver a cleaner city. Public Works has also released a new development guidelines. This book is to help our customers navigate the permit process. We have also reorganized the operation to deliver faster service and I really think the team for their efforts to try to make that process easier. Last thing we're doing is looking at technology and like development services. We're implementing a permit filing to help implement a faster process and like to also highlight the passage of a measure w with that funding. Long Beach should receive over $5 million annually for stormwater capture and reuse projects. With this funding I anticipate we will break ground of LBE must this next year. This is a facility cleaner. Our water going into the L.A. River. It's an exciting project and I look forward to getting it built. Also to help reduce some costs. The General Fund Public Works has been able to shift its staff for stormwater from general fund to measure W funding. This will save almost $800,000 annually. Lastly, we will be bringing forward in the next fiscal year the adoption of our state streets. Long Beach Vision Zero plan. This will seek to eliminate serious injuries and fatalities in our transportation system. I look forward to making that presentation to council and gaining broader community support as we move forward with a Safe Streets Long Beach program. So what are our challenges and opportunities? One of the opportunities we have is our zero waste plan. So not vision zero, but zero waste. We will be bringing that forward to this council soon. We're currently in the process of conducting a waste character characterization study, and that's not easy for me to say. This will allow us a better understanding of what waste is actually going into is being thrown away, and so from that will be able to understand better what can then be diverted. So we're working on that and we look forward to bringing that to council in the community for adoption. We're also implementing a pilot program for automated license plate reading. This will help our parking enforcement staff be more efficient. It also allows us to electronically chalk, if you will, tires to enforce time, limited parking areas and assist in the recovery of stolen vehicles. So so far, that's in a pilot mode. And we look forward to finalizing that and bringing something forward to council to give us new tools moving forward. So what's one of our challenges? Well, one of the big challenges we have in our department is a competitive job market. It's significantly impacting the retention and recruitment of qualified staff. Currently, public works has approximately 100 vacant positions or 20% of our workforce. So I look forward to working with Christina, our new civil service director, to help close this gap. I'm confident that we can come up with a program to help hire staff and help fill those vacancies. So that concludes my operating budget discussion and now I want to shift into a.S.A.P. So this investment in infrastructure continues to be a priority for staff and for this Council. I know that as I meet with different council districts, there's always lots of questions about where are we in different infrastructure projects and how are we moving infrastructure forward? It's always good to talk about some of the prior some of the projects that have been accomplished. So you see some pictures here. New sign at the airport, Bay Shore lifeguard station. A new curb ramps, a storm drain line on Seaside Way, a new playground at Drake Park and our soon to be completed New Haven Park Community Center. So shifting to the Skippy side of the public work budgets, there's roughly $118 million that is being, excuse me, committed to infrastructure improvements. And we've done a revamping of the copy book and there are six different categories within the IP book. We're trying to show three or four snapshots of the community gets an understanding of what is that three year investment plan. And so if you went to any one of these different categories, you would see the details of the various projects that would that are planned for implementation under under these categories. So first, I want to highlight mobility. The city takes a complete street streets approach. And so what does that mean? It means that we don't just redo a street. We also look to see if it needs to add ADA curb ramps, if we need to fix broken sidewalks, if curb and gutters need to be replaced, if the trees need to be trimmed. So or if the street is part of the bicycle masterplan and we need to add a bicycle facility. So that's all a part of what we look at whenever we redo a street. And this is an example of third street in downtown what which we call our cycle track project. But in this example, we've added updated bus lanes, updated separated bike lanes, and it's really a key connection for all folks riding in and out of the downtown area. So this year, 13.6 miles of bicycle lanes were added for all residents, ages 8 to 80. That's what we strive for. It's not for the club riders, but mainly for folks trying to use it as transportation or for exercise. And it really enhances the city city's livability efforts when we provide alternatives to single occupancy vehicle trips. Mobility has a number of different funding sources. You see them listed here and then you see how we plan to utilize those resources moving forward. So under our major streets, we have two different street categories majors and and residential. So our major streets, we plan on improvements in fiscal year 22 Market Anaheim, which is a pedestrian safety corridor project, and we will start working on getting the design updated for Artesia, which is a Great Streets project, and that's being coordinated through Skegg. So we're looking forward to those major projects coming forward. We're also planning to finish paving all the dirt alleys because council made a commitment in measuring to two paved dirt alleys so that funding is identified, which will accomplish the last of about roughly 1.6 miles of alleys to be paved. And then we have $7 million that will be going towards sidewalks and addressing our ADA ramps in our path of travel. All right. So this slide hopefully looks familiar. This is essentially our five year street plan. We're well into this plan. And I wanted to highlight just I know you can't really see all the details of all the streets in this plan, but you can see that on our Web page. But this really shows all the green, the green, our completed streets and really highlights the level of activity that's been occurring in the city since the passage of measure. This is just 17 to 19. So in two and a half to three years, we've been able to achieve a lot of work in our in our citywide streets system. We do work to try to do at least a two year paving program that gives us a year to design the streets, in a year to deliver the streets. This shows the one that was provided last year for the 19 and 20 streets. We're working now to update a new program which will show that fiscal year 20 and 21 streets. So shifting now to public facilities. We plan to invest about $11 million to further our our public facilities. You can see the sources of those fundings on the table to the left. And what where is that money going to go? So the council is looking to make strategic investments, and we are working to finalize a facility condition assessment, which is looking at our libraries, parks and other city owned facilities. And that money will go to address some of the most needed issues in those in those facilities. Once I have the FCA completed, I'll be able to return to this Council and highlight what facilities will be targeted with those dollars. The police academy design will be completed and we'll be building that project in fiscal year 20 and hope to start construction towards the end of FY 20. We're also looking at energy efficiency improvements at our armory building. So under the category of Parks and Recreation, we're looking at continuing our efforts to complete some enhancement in Hampton Park . We're also looking to expand our Drake Chavez greenbelt or interconnecting those two parks and then putting some money towards those areas. Wetlands restoration. Quickly, beaches and marinas. There's a commitment of $2 million there that will help with the Colorado Lagoon Playground, Naples Seawall Maintenance and Alamitos Bay improvements. Our airport has projects planned for the terminal and rehabilitation of the airfield runways. And lastly, utilities is focusing on upgrades to our stormwater pump stations and our capture and reuse projects like Long Beach, much like, as I mentioned earlier, and then important water and sewer pipelines. So before I conclude measure, I before I conclude the SIP presentation, I think it's important to talk about measuring because without measure, a many of these things that we're talking about this evening we wouldn't be talking about. Measure has been a significant influence in how we address our citywide infrastructure. And first, I want to point to this map. If you haven't been to the cities, measure a Web page. Please go there. It's a fantastic interactive map. The team has done a tremendous job really putting information out about measuring projects. So just some projects. Quickly, I want to scroll scroll through some pictures of what measure has helped fund Bixby Park Community Center, roadway improvements via Carmelita as West Police Station Improvements, Accessibility at City Place, Garage and Harvey Milk Park Silverado Field Improvements Main Health Facility Lobby Improvements More Curb Ramps Citywide Veteran's Park Playground New Roof at Fire Station ten Eldorado Park Restroom Repairs, Redondo Avenue Improvements and our Smart Streetlight Network. So those are just a few highlights of our measure funds. So what are we looking at for fiscal year 20? It's another $19 million, a measure that's looking to be invested. And with the 19 million planned for FY 20, which is going to support alley improvements, Low Street is wetlands, Drake Chavez, Greenbelt and Police Academy design, as I mentioned before, with all of that investment. Next slide, we're looking at a $107 million through fiscal year 20. So if you recall, when we went out to the community and started talking about the infrastructure plan, it was roughly $100 million a measure investment. We will have already exceeded that with this year's allocation. And then looking forward into the next three fiscal years, it's anticipated another $45 million will be allocated towards infrastructure, bringing the total through FY 23 to over 150 $153 million of investment from Measure A. So just lastly, where are our challenges and opportunities relative to CHP in fiscal year 20? We continue to strive to create plans for making strategic investment of our infrastructure dollars. We'll be updating our payment management plan. So in 2020 will have new data to see where we're at from a citywide PCI assessment. We recently completed a sidewalk, what some call a self-assessment are really looking at where are we have missing curb ramps, where do we have out of compliance curb ramps, where do we have uplifted sidewalks and how do we then plan to address those? So that sidewalk assessment was recently done. As I mentioned earlier, we're in the process of finalizing our facility condition assessment. That should be something we will update every ten years along with the sidewalk plan. A pump station master plan was last done in 2015. So that would be another ten year plan that we would update regularly. And so the one that we're really weak in, that we're looking for a different measure, w opportunities is our stormwater master plan. The last update we had was in 2005 and it was really an incomplete report. That was roughly the time when the stormwater program was transferred from water to the city. And so we still need to get a really good understanding of where we have challenges within our stormwater conveyance system. That's one of the reasons that we're working to find and seek grants, opportunities to address stormwater. I mentioned Seaside earlier. That was a federal grant. We're also working or were are pleased to announce that the Federal Economic Development Administration, EDA, has awarded Long Beach about $8 million for to address flooding in different business corridors in the city . So we're really looking forward to getting that money in and fixing a couple of things. Just lastly, I appreciate the Council's continued support for investing in the city's infrastructure. There is a great need, as and as indicated by these recent assessments listed here, but we are making progress. I look forward to working on delivering these important projects illustrated here tonight, and I'm available to answer any questions. Thank you for your time. Thank you very much, Mr.. Mr.. Beck. I'm going to hear Development Services and Health next, and then we'll come back and do all the questions. So one, development services. Good evening, Mayor, honorable mayor and members of the City Council. I'm really pleased to present this year's budget for the Development Services Department. I'd like to take a moment to just acknowledge and thank our Administrative and Financial Services Bureau manager, Lisa Falls, who played a key role in the preparation of our budget this year. So I'll start by talking about the core services that are. Can I get the. The clicker. No, you're fine. Okay. You're fine. So we'll go ahead and get started. I'd like to talk about the core services that the Development Services Department provides. Our mission is fundamentally to shape the city's physical environment and improve the quality of life for the city's residents, visitors and our daily work force. And I'll talk briefly about the role that each department plays in that effort in the planning and each bureau. In the Planning Bureau, we really shape the built environment through the general plan land use policies that are adopted by council and the use of the zoning code regulations to implement those policies. We review all proposed new development projects to ensure that they are in conformance with not only the general plan but also the zoning code objectives . The Building Safety Bureau maintains and updates our local building standards to ensure that new buildings are properly designed and constructed. Our Plan Check Engineers Review Development Project plans to confirm that the construction meets current codes as well as during the construction. The inspectors ensure that all structures are being built according to the approved plans. Our Code Enforcement Bureau ensures that buildings and properties are maintained and that communities are free from blight. We're in the second year of implementing a program that monitors vacant lots to ensure that they're there, properly maintained, and that they don't become an eyesore in the community. Our Housing Bureau works with the developers to provide affordable housing, and our neighborhood services team provides routinely interfaces with the community and with developers to enhance the quality of life. These efforts include their work with neighborhood groups on physical improvements in their neighborhoods, as well as implementing a residential and commercial facade improvement program, as well as coordinating neighborhood cleanups and neighborhood tree planning events. These all work to enhance neighborhood esthetics as well as to build a sense of community. Lastly, we work to ensure that the city's significant historic buildings, architectural resources and neighborhoods are preserved. So I'll talk a little bit about some of our accomplishments as it relates to preserving the city's heritage. We've made great strides this year in preserving the city's historic resources. The Planning Bureau, working with the Cultural Heritage Commission, had a number of significant accomplishments this year. We approved 21 mills that contracts to rehabilitate landmark properties. We won an American Planning Association award for the Design Guidelines for 16 historic districts in the city, and the Grant neighborhood in North Long Beach became the first historic district that has been established in the city in the last ten years. And lastly, per the mayor's request in his budget that our department is assisting the funding of the Long Beach Historical Society's efforts to digitize the the Long Beach Press Telegram archives. So our staff looking at how we actually do shape this physical environment and shaping current development activity. Our staff has been working harder than ever. I think anybody who's been driving around the city can see a substantial amount of new construction underway. This slide highlights a few of the recently completed or soon to be completed projects such as our new Civic Center and City Hall, important administration building, new apartments in the downtown, and two new single family subdivisions that have been built in the city, as well as new projects in the Douglas Park area, the Long Beach Exchange and the terminal. During this fiscal year or this previous fiscal year, the building safety staff completed nearly 6100 plan reviews. This is an increase of 25% more than they completed last year and the number of commercial and residential inspections that our inspectors in the field. That number increased even more dramatically. It increased by 75% over last year's inspection levels. Our department is also protecting existing residents through code enforcement and rental housing inspection. Code enforcement staff investigated approximately 14,000 cases. They inspected nearly 11,000 over 11,000 homes and reported 133 potential garage conversions. And they registered 630 properties in the foreclosure registry and an additional 215 properties in the vacant lot registry program. And we also draft at the recently a city council adopted tenant assistance program policies. And in terms of looking towards the future, I'd just like to highlight some of our accomplishments during this past fiscal year. We mentioned the land use policies that lay the groundwork for building our future. This year we completed three significant policy documents, and those will soon be coming to the City Council for Adoption. The first is the general plan noise element, one of our mandated general plan elements. We completed a draft Climate Action and adaptation plan and also a Globemaster Quarter specific plan. This plan will facilitate an innovative repurposing of the former Boeing C-17 site, as well as stimulate reinvestment along the charity Cherry Boulevard Corridor. We also entered into agreements with four affordable housing developers on a project on projects that will provide a total of 190 new affordable homes for some of the city's most vulnerable, vulnerable populations. Vista Del Puerto Apartments are a for 47 affordable homes for families and households with special needs. That project is in coordination with Clifford Beers. The second project, The Spark at Midtown, provides 97 affordable homes for families and households who are homeless or at the risk of homelessness. We're building that project in coordination with link housing. We partnered with Habitat for Humanity for a project at 116 West 14th Street for ten for sale townhomes for low and moderate income first time homebuyers. And lastly, for 69, West Apartments provides 39 affordable homes for households who have experienced homelessness. That project, we're also partnering with link housing. We launched an updated the city's website and we're really proud of the fact that this new website update has a mapping tool that allows the public staff, city council members and anyone who's interested to track the status of our major new development projects. So here for a brief snapshot of our budget, the development services. Our department's budget really relies on a mix of funding sources, including fees for services, former tax increment and also a number of different grant sources. But I'd like to note that most of our services that we provide in the department are covered by fees, and only 7% of our budget is from the city's general fund. And this year in our budget we're adding to new FTE fees. So I'd like to briefly talk about some of the notable changes in the budget that are being that is being proposed for this year. I talked about the two new FTE fees that are being added. Those are to implement a program that was directed by council to implement the short term rental ordinance. And these two positions include an administrative analyst and a combination building inspector. They both of these sessions will be needed to to manage the program as well as to enforce compliance with the ordinance that council. We hope to be bringing to council later this year. We're also going to be using a third party consultant to provide registration data interface as well as to man that 24 hour hotline to respond to immediate issues that occur in the residence. And they will also validate the data for the registrants. So I'd like to just talk a little bit about some of the challenges and opportunities in our department, and I'd just like to highlight a couple of those, both in planning, engineering and our inspection staff. We are experiencing, like the public works department, we're experiencing a lot of turnover and it's generally do from retirement but some from attrition. And we continue to experience that, that level of vacancies at about a 19% rate, so just shy of 20%. And essentially we have to do with either hiring temporary or contract staff to to backfill positions to continue providing an appropriate level of service. We also have challenges with our technological capabilities. As you probably know, we're assessing the are in for a data tracking system. And the objective of that effort is to optimize how the system functions for us as a tool for tracking, monitoring and reporting our key workflow dynamic to make our our service delivery more efficient. And lastly, on one of the key efforts that we have been undertaken this year is our outreach, community engagement and outreach efforts. Our community we have implemented this year for the first time community education workshops. We have a much more robust reporting of the department's agendas for project reviews, and those are now being made available to the public in a much more transparent manner. And we also have a we continue with our very robust community outreach activities, and we're promoting those very highly on the city's new website. So those we will continue to be working on each of these challenges. And that concludes our presentation. And I'd like I'm available to answer any questions at the conclusion of all of the budget presentations. Thank you. Anex health. Good evening. Good evening. Honorable mayor, vice mayor and city council members. Thank you for this opportunity to share the Department of Health and Human Services for a 20 budget. We've had a busy and exciting year and we have significant opportunities on the horizon. First, I do think my team members who make all of what I share with you possible. I appreciate them fully and know the Health Department would not be where it is today without them. Of course, services. The Health Department offers over 40 public facing programs serving the life span from prenatal to end of life. We work in and for every community in our city to protect the public's health, promote healthy living. We prevent and control communicable and vector borne diseases. We're currently building systems to improve access to early childhood and older adult services. We house people and we enhance opportunities, policies and systems to address health and social inequities in our city. Excuse me. Miss Cisco. Can the audience not hear? You're not here. Everyone here. La la, la, la. Yes, please. You told me I didn't have to. How you can hear there. Thank you. Thank you. All right. So. So while public safety generally focuses on police and fire. The Health Department is a vital component of the public safety continuum. In Long Beach. We plan daily to ensure the city is prepared for large scale public health emergencies and partner closely with the police and fire departments at large scale events such as the Grand Prix and Pride Parade, we coordinate emergency shelter, response and services and lead bioterrorism efforts for the city and the region. Our environmental health team coordinates city response to hazardous waste threats and ensures our restaurants and waters are safe. We lead violence prevention efforts through safe Long Beach, and we immunize against public health threats. Just think, without the Health Department, mosquitoes would have taken over Long Beach and many more of us could have West Nile virus. Measles would be more prevalent. No one would know if it was safe to swim in our waters and our beaches would be so lonely. More people would have foodborne illness and we'd lose a lot of tourists and just think we could have a release of anthrax at a large scale event? No. Wouldn't know what it was, nor could they adequately respond. It would be crazy to think about a city without a health department. Our accomplishments this year reflect the wide variety of programs in our department. We launch the All Children Thrive, which focuses on shifting policy and systems and developing new mechanisms for funding health and other services for children and families. We are highlighted as a best practice across the state. We were recently awarded our second round of funding for this effort. We've implemented an age friendly task force which is striving to strengthen the system of services and connection in the city through the Health Department relationships at the county level, the justice lab now has direct access to service systems for people that are being assessed by the mental health clinician in the jail. We are currently the only city in Los Angeles County with this direct access to resources. We continue to contribute to the fitness and safety of bikers in Long Beach, giving out over 500 helmets and educating a thousand people on bike safety. The Language Access Program continues to increase access to services and community involvement. We've had a 37% increase in the number of documents translated and a 91% increase in interpretation. Requests for community meetings relaunch the Justice Fund, which provides legal representation for immigrants facing deportation. And we continue to strengthen the equity lens in the city by training 500 staff and community partners to ensure planning efforts, the capacity and outcomes in communities that have previously had limited opportunity. In terms of communicable diseases. We launched the the HIV NSD strategy in partnership with our comprehensive HIV planning group. The mayor has proposed $250,000 per year for the next two years to support work to achieve these strategies to support reduction in new HIV infections. We currently operate a prep center for Excellence. We've tested over 900 people for HIV. We've also conducted 800 syphilis contact investigations in the last year. We responded to more than 3300 disease reports diseases such as salmonella, pertussis, typhus and West Nile virus. This has all been done with a team of four, four people. The the team is small, but it's mighty. We met the citywide effort for the regional measles outbreak. New measles suspect cases come in regularly and the team investigates each one. One measles case can include follow up for over 100 people. We pull in staff from across the department and they work around the clock. And finally, our vector control responded to over 600 requests for mosquito abatement in the city in addition to our normal services. I must say, we're very excited about our new and welcoming ADA compliant lobby that was funded through Measure A is absolutely beautiful and I welcome you all to come out and visit. In terms of homelessness, our accomplishments continue in homeless services and the housing authority. With our partnerships with other state departments and nonprofit providers. We've permanently housed over 1100 people this year, and the point in time count showed an 8% decrease in those who are chronically homeless. We secured $27 million in grant funds this year, which has allowed us to continue to operate our ongoing services while also allowing us to purchase the navigation center in your homeless shelter site, provide more prevention services and rapid rehousing, as well as move toward implementation of services for Youth Safe Parking and the jobs program. The Housing Authority implemented the homeless incentive program for landlords, provided over 7200 housing vouchers 712, or which for homeless veterans. The Housing Authority also committed 121 project based vouchers for ongoing support of low income and homeless housing in the city. Our budget this year was our budget. Last year was just over $133 million. This year it is just over 152 million. This is due to increased homeless and housing authority funding. The funding for public health specific programing remains essentially flat. The department receives approximately one third of a percent of the general fund acting to take after taking into consideration overhead costs. This represents a little bit less than 1% of our department revenues. We have 427 budgeted full time positions. The notable changes in the general fund include moving the language access program manager position from a three quarter time to full time position and an additional $25,000 for utilities for the Homeless Navigation Center. One time funds include $80,000 for the Language Access Program Services and 255,000 to support the Proactive Homeless Initiative and rapid response. Within the Health Fund, we are upgrading and hiring new environmental health specialists that will be serving in the food program. And finally, ASAP funding will support a public affairs officer, the first we've had in the Health Department to support developing strategic messaging and education campaigns for issues such as homelessness and HIV, STD prevention, effectively communicate public health messaging and highlight the many amazing programs and services offered by the Health Department. Other things continue to go well for the department, we do face some challenges the increasing HIV and STD rates, as well as increased presence of other communicable diseases and the many international communicable diseases that will not stop at the border are putting intense pressure on our team. Our Response Team Health Department is the only to provide TB provider in the city of Long Beach. TB is very difficult to treat as people have to be seen every day. We are currently at 40% of staffing capacity and this is very concerning given the highly transmissible nature of the disease. The competition for medical staff, including nurses and doctors as well as laboratory staff, is intense. Our salaries cannot compete, placing pressure on our existing staff to try and meet the growing needs of the clinics. The older adult population continues to grow, become more diverse and have fewer resources. Yet our service system for older adults is essentially unfunded for particularly for those who cannot get to senior centers. The mental health and substance use prevention and treatment system is insufficient to meet the needs of the city. In addition, the homeless prevention funding does not nearly match the number of people who are at risk of homelessness. Well, we are completely remodeling the north facility and we're very excited about this opportunity. The remaining facilities are aging and need significant physical and technological upgrades. Funding for the Health and Human Services programing is becoming more difficult to access. The competition is steeper than at the national and state level. To add to this difficulty for the competing for the grants, we have had insufficient administrative resources to manage the hiring process for all the new grant funded positions and to ensure that we draw down all those last dollars. The team is amazing, amazing and fully committed. There just aren't enough of them. Unfortunately, this leads hard earned money, hard earned grant money on the table because we cannot fully draw it down and we really hate leaving money on the table. And finally, in the past, the health department was financially in a place that it could not meet payroll, given difficult times. We work every year to ensure that we build the reserve needed. So this does not happen in the future. In a grant environment, this is very difficult. But through strong fiscal discipline, we are making progress. Our opportunities are endless, but there are just a few that I'll share with you here. We received a second round of funding for our catchy and Our Children Thrive initiative, which allows us to continue designing a coordinated system for young children and their families across the city. We just completed the community health needs assessment process for the department for the city and have nearly completed our own strategic plan for the next five years, which lays out our goals and strategies for a robust organization and community health improvement. The Youth Vote Strategic Plan for youth and emerging adults is underway. This plan will outline goals and strategies to ensure youth success across our city. While currently unfunded, we continue to lead the Long Beach Age friendly initiative, which builds off the earlier older adult strategic plan and works to design services and connection systems to support older adults . Our trauma and resiliency informed city efforts are moving forward. Both the Health Department and Library Services will serve as pilots for this program. The Justice Lab, in partnership with the police department, is growing, and we see real opportunity in the city to connect people to services they need instead of their returning to the streets. This provides increased wellness opportunity for the people involved, as well as a crime prevention strategy for the Long Beach communities. We'll open a fully remodeled center for families and youth in Heaton Park next year, which will work on strengthening families and violence prevention. We've also added two clinical rooms to provide much needed HIV testing and treatment and other clinical services in North Long Beach. The Navigation Center year round shelter will greatly strengthen services for people experiencing homelessness and change the face of access to services to our city. State funding will bring an additional 9 to $10 million to strengthen prevention and housing retention services with a focus on older adults and transition age youth. We're moving forward with technology opportunities that we're very excited about. The first is a common intake and referral system for the health department. Our goal here is that data are collected only once for each person who walks into our system and people are connected to those services they need. This will improve customer service and outcomes. We're also working with UCD to improve data access and integration among city and community partners for homeless services. It's an improve our view to the cost of services, the ability to prioritize service improvements across the city, to enhance efficiencies for future cost savings to the city. Your Health and Human Services Department is present, is proud to stand for the health and wellness of Long Beach communities and individuals. We continue to seek funding, innovation, partnerships and community voice to build opportunity across this great city. We truly appreciate your support over the past year and we look forward to our continued work with you to move many opportunities forward. And with that, I conclude my presentation. I'm open for questions. Great. Thank you. This is our receive and file presentation. If I can get a motion in a second to receive and follow the presentation. Thank you. Before I go to Councilman Pearce, I'm going to make a couple couple questions and comments. I want to just first start by just saying how impressive our public works budget is and it just continues to to grow and to really focus on doing quality projects expeditiously and certainly putting those measure dollars to work. It's always a good opportunity to check in and just just remind ourselves how, how significant that investment by the community has been to our public infrastructure. It's hard to measure. I was I was having a conversation, you know, with some of your team members. And I think that what I love about the the public works team, especially the team that we've assembled, that you've assembled, Mr. Beck, is they are they're really thoughtful about what the future of city building is and where cities are going. And they're really constructing and rebuilding kind of streets and communities in that direction with that with the forward looking lens. So I just want to commend you for that. And I wanted to add that you and I had had a conversation and I know we don't have you looking into the exact number in here, but I think it's it's your estimation that. In APR could be could be around 15 years or so. And I know you're still going to look at the exact number, but it could be that in about 15 years, thanks to both Measure Rea and our regular CIP work, we could we the potential to repave every street in the city. Is that correct. Yes, Mayor. I think if you look at our our current investment and if we are able to continue that current investment, I do believe that that's very accurate, that we would move from probably poor to fair level streets throughout the city to very good. And I think that's really significant because it shows a direct investment that when you put those extra dollars there, there's an opportunity for us over the next, you know, ten, 15, 20 years to really rebuild the entire city when it comes to a street infrastructure point of view. And I think that's really substantial and something I'm excited about. You mentioned pieces. I don't I just want to make sure I mention this is for for the public sake as well. There there's a report or a story today, I think I read in online about our PCI numbers and the data that was pulled on PCI. Just as a note, I think the PCI data that was pulled was from 2014. So I just give a cautionary note. I've had a lot of friends text me there. There's PCI numbers which are which is great. I'm glad they're looking at our other open data portal, but those are PCI numbers that I think are from 2014 . It's not before measure investments. And so a lot of those numbers are not up to date. And I think we are working on putting up the latest data so that people have the correct information. Is that correct? Yeah, that's correct, Mayor. And just to add to that, so that that data comes out of the city's pavement management plan, so that's part of the results of the pavement management plan. We are in the process of conducting an update. So the most current data we have is from 2017. So I do anticipate once we have the 2020 data, that will be even in better shape than we were between 14 and 17. Okay, great. And obviously, I know that some of these numbers that we're giving and the years were we're doing some guesstimate. So we'll have better we'll have a real better idea of of what the total years for a complete repave and where the PCI goes. As we do more work ahead. So thank you for that. And but I also want to just a note and again, to to both our other departments, thank you for the great work. There's some really important programing and work that is happening. I do want to just note, just in the Health Department budget, when we called this out as well to remind the council what we don't often talk about it because it's not maybe it may not be top of mind all the time. We can't we can't forget that Long Beach. Is in the unfortunate position of having one of the highest HIV infection rates in the state between us and San Francisco and West Hollywood. I mean, we've discussed this. This is a we're at a a health crisis level four four in this area. And we have to take aggressive action and support, not just prep, pap and all the other really life saving drugs and choices that there are for four members, four members of our community, but also to aggressively try to reverse and bring down these high rates by working with the community and just doing a lot more testing. And so I think I want to thank the particularly the HIV Comprehensive Study Group that has put forward some significant recommendations to help us with this work and many members of the LGBTQ community who consider this for them, if not the top issue, one of the top issues that we should be focused on as a city, because it certainly also is is an issue that directly affects that community and particularly gay men. And so I just want to make sure that we uplift that. And I want to thank you all for the work there. And with that, Councilman Austin, do you have any comments? Just a few. Seems like I've been here all day long, and this air blowing underneath is not helping. But thank you to all of the departments for your presentations. I want to just just have a couple of questions. One for our public works director. And, you know, everything is planned out and that's what the budget is for. But my question is, is there room and flexibility in your department's budget for unplanned infrastructure needs, such as, you know, serious facility repairs that come up? In the course of every day. Operations. So Councilmember Austin, the short answer is yes. We tried to allocate some funding for emergency repairs. I believe the budget proposed for FY 20 is $1,000,000. Okay. So can we build a new fire station for $1,000,000? Um, unfortunately, no. Significantly more to build a new fire station. But as an example, and I've used this example before, but I think it really does illustrate some of the challenges that we have at times. We had a water leak at the Stearns Community Center, and that water leak brought water into the electrical panel. And when we tried to address that and uncover the challenges and peeled back the roof, the entire roof structure was completely disintegrated from a lack of maintenance. And we ultimately had to cut the entire roof off that building and build up the new roofing structures before we could put a roof back on that. What would normally be a simple reroof project turned into a hole what we called a roof academy, and cost the city over $1,000,000. So that one project alone eight well into and beyond the emergency funds that we had available for facility work. And I would say that we're probably going to be facing the same type of problem with the fire station nine situation, which obviously was not planned or foreseen. Otherwise, it would be listed in this 520 budget. But I think because of the serious nature of that, that. Unforeseen issue with the the mold in that fire station. That's going to be an issue that I'd like to see moved to a priority list. And I've already had the conversations with the city manager as well as fire chief to do that. And so, again, it's good to know that there are some contingency funds here. Obviously not going to be enough. So the other pieces is mobility. We've talked a lot about that. We've made a lot of great progress in the city with Measure A and other funding streams. Can you talk about how your department leverages the the other measures other other measures from from the county MTA like measure R, measure M SB one funding to to and where those funds are going toward to overall master plan. We I know we get to put a lot of emphasis on measure a I'm sorry. Yeah. Imagery. Yeah. So I think it's a really good question. And just as reference, if we went back three years, which is before Measure A, it's before the extension of L.A. County Measure M and before SB one gas tax, we were able to make an investment of roughly $16 million into our city streets. Today, our investment is more than double that. We're at about $33 million. So we're able to make significant strides in addressing our deteriorated roadways citywide. And you have to remember, and that's one of the reasons I try to illustrate are our Complete Streets approach, that we're not just doing paving, we're adding in those ADA ramps. Whenever we touch the street, we're adding in and fixing those sidewalks that are damaged and fixing the curbs and gutters that are damaged. So I know at times there's there's concern about the cost of the street, but you have to understand that it's a full package. And when we're done with that particular street, we don't plan on having to be back in that area, except maybe for some maintenance slurry for ten or 15 years that we're really doing a complete project and then moving on to the next. And I think we're very excited about some of the funding sources that we have and we're able to address. We're now getting into some of our major corridors. You know, I've had conversations about market before and that is on the list of streets that we're working on. That and dilemma in District eight. Of course, we are interested in our District eight projects, but in the interest of everybody's time here, I'm interested in the citywide efforts as well. I think you you hit on something that begs another question. I know we got some communication today from some residents regarding, you know, seeing a line item. The states that we're spending up to $10 million or planning $10 million for for planning and design for for our streets program. Explain how and and what that contra I think that's actually one of our items in in our agenda today. But can you explain how those funds are used for for our our mobility plan? Sure. Thank you for that opportunity. So the item before the council this evening is an extension of existing on call engineering contracts, and we're asking for a total capacity of $10 million for various design needs. That not only includes our street projects, but it also includes work that we're doing on Shoemaker Bridge, which is a large design cost and endeavor for us to take on. So these are budgeted amounts. They aren't actually committed to specific projects, so to speak. It's part of our on call package. Having those engineering contracts in place allows the department to be very nimble in how we design, build and deliver streets throughout the city. And if you go back to the map that I shared earlier, it's one of the reasons that we have had so much progress in the last three years. I think Council for their support in our on call contracts. There was one approved earlier this year for All American Asphalt and Sally Miller. So those two large road building contractors are now under contract in the city and allows us to deliver streets much quicker. Thank you for that. My next question is for our health department director on this call. AP. Obviously, our health department is doing a lot of work here in the city, a lot of important work, and we appreciate it. Obviously, the the major issue and the issue of the day is homelessness for and we hear it from our constituents on a daily basis. What are we doing? How are we doing? And we can't do enough. It doesn't appear. But and I but I know we're making a lot of. Progress and not much credit to you, your department and the people that work hard every day for our health department and for the city. My issue always has been and always will be. Are we doing enough outreach and does this budget meet your outreach needs for for the city to really make a positive impact on this very important issue? So we conduct outreach every day. We are we are out. And I think the key thing to understand is that we have a planned outreach system and then we have all the phone calls that come in with additional places that people would like us to visit. And we often don't have the capacity to make it to all those places, particularly when we you know, there's a there's an a focus on something more quickly. And so to have you know, we often we say, well, we can be out there within 48 hours or something instead of being able to be out there right away . Um, the measure h funds are funding additional outreach. So right now we have those resources. Our problem is, as you know, at our current capacity, is that we have, you know, people out on sick leave and going back to school and some other things. And so we are down significantly in our outreach capacity. Um, not, not necessarily due to the funding of it, but more about, uh, with the situation with the people who are outreach workers. Then, you know, they'll come back, we'll get people hired and we'll be able to move forward. But the measure H has allowed us to build outreach capacity. Okay. And for the the those employees who do this critical function and it's it is really a critical job. What are their work hours and winter normal? What is the normal work week look like for an outreach worker for homeless? It's Monday through Friday. They often go out at 530 or so in the morning so that they can meet people while they're out first thing. The Multi-Service Center is open until approximately 430 every day, but Thursdays it closes a little bit earlier on Thursdays. It's not open on the weekends or extended hours from there. Okay. So if someone has a need for for or is experiencing something, they have to wait until after basically office hours at this point. They can call two on one, so they can call the county to run one and get referrals to services. The other is we have the contract with the local motel, so we have vouchers held, right motel rooms held through voucher that are available after later hours to the police department or fire department if they've identified somebody who was ready to go into housing. Aside from that, we do not have any other services available. The interesting piece is that the providers of most of those who provide services within the city, if they are shelters, they tend to be full by mid-afternoon. And so even if they're, you know, if they were open later to take increase, they don't really they generally don't have any additional beds. So that is certainly an issue. And 125 bed shelter that we're planning to open will have, you know, a very positive impact on that opportunity. In addition, that the 24 hour nature of the new shelter will allow for ongoing services. So while we currently don't have the weekend and evening opportunities, the shelter will be able to provide that. So we really see a shift in the ability to access services once that happens. Thank you. I know obviously, I know this is a work in progress, but we certainly still have work to do. I'd be more than supportive in terms of extending those hours making. And I know Councilmember Price has talked about this as well. There's there's this is a 24 hour kind of need in operation and in many respects. The and so the development services. Thank you, Ms.. Tatum. I just want to say your department is, you know, really on overdrive, doing quite a bit of work here in the city. Major development projects, small development projects. You guys are doing it all I do. I think you gave some great, great information regarding our code enforcement and how the numbers are actually up. And I guess they're doing a whole lot more with less if you listen to Mr. Kim vs public comment. But the up plan I just wanted to just just so give some some praise on on that that work particularly because I know it's going to make a very positive impact. That work is going to have a great positive impact on North Long Beach, my district, as well as a District nine. And I know it's something that that Councilmember Richardson and I very much support. And so we continue that. I think the zoning work there is going to not only transform North Long Beach, but it's going to also have an impact on the entire city. So keep up the great work. I just want to just give some some comment on that and no real budget comments. Thanks. Thank you, Councilman Councilor Marie Ringa. Thank you, Mary and I. Want to piggyback on some of the some of the things that Castmember Austin has said in regards to some of the positive works about being out there. But also, there's some challenges that that we need to face as well in terms of public works. I know that, you know, we have our challenges with infrastructure, with sidewalks and streets, especially when we're talking about the deterioration of some of those cement streets that are almost beyond their lifestyle, their life cycle going at 70, 80 years, which is, I think, something like the life cycle of a concrete street. So is have you looked at which ones you're looking at to maybe convert into maybe asphalt type street? Or have you identified what areas those would be looking at the next ten years, five years, whatever it is that we need to look at those trees. I know there's there's a couple of streets that are really I mean, just in dire, dire need. People complain about their, you know, alignments going off in their vehicles and what have you. So is there is there a plan that you have in place or is it something that's coming in the very near future? Councilman Murang'a, you are correct. We do have some street segments within our citywide network that is constructed of concrete entirely of concrete. And while concrete streets tend to last longer than an asphalt street. They're also extremely expensive to replace. And we've been struggling with that cost and managing the replacement of different segments. Part of the challenge is many of our concrete streets are within historic neighborhoods. And as we start having discussions about doing an overlay or putting asphalt on top of those streets to try to repair them, community members have come out and expressed concern about the historic nature of their street, or rather the concrete street, adding to the historic nature of their neighborhood and community, and have essentially asked us to not put asphalt streets down. So that's a struggle that we're trying to work through, knowing that there's a significant cost to replace with concrete versus doing an asphalt overlay is really been the biggest challenge and something we'll continue to work on as we move forward. Do you have any. Ideas, any kinds of out of the box type of thinking that we could use or maybe that the city council can look at to perhaps set a set out, set aside some funding that will address perhaps the the worst concrete streets so that we can improve those, especially if we, as you mentioned, and we'll have one of the largest historic areas in my district, and it's all concrete. And when you look at repairs that I've made, rephrase it that we have made in the city in regards to street improvements and so well prepares. It just stands out. There's nothing that that's been taking place in that area because the majority is concrete. But I think that the time is arriving where we need to look at how we're going to mitigate that, how are we going to repair those kinds of streets with concrete, like for like so that it can maintain the the integrity of those neighborhoods, perhaps what we might want to do and we can do it tonight. But obviously, I think we need to look at some future discussions as to how we can leverage some of these budgets that we're getting the funds, major funds to put to the side so that we can address especially those those are streets in in a historical district so that we can repair to maintain the integrity of those districts and maintain the quality of life that people have gotten used to in the streets in that area. So I'm just throwing it out there as a as a thought. You know, we could have off of the mike discussions afterwards when we when we meet at our regular meetings to talk about how we can address this. And certainly happen to work with you on on moving this forward. And I did want to share that, that there is an out of the box idea that the team has come up with and that is colored asphalt. So there is a way to lay asphalt that isn't the typical black asphalt that you see in a street. But we can get it to a color that could be very close to matching what a concrete street looks like. So that might be an alternative that works in those historic neighborhoods. Those are things that we're exploring. We wanted to try to get a sample so we could put a call it a pilot paving, if you will, of what that might look like and see if it's something that we would consider moving forward with. So those are some of the things that we're working on. But yeah, continue to work with you on trying to figure out a way to address those streets. Really. I'm really glad to hear that because obviously we need to think about new and innovative ways of how to address these these big challenges that we had that we have in regards to development services. You know, one of the biggest challenges that I have in my district and probably, you know, citywide is the zoning that we have. We just went through a major Alawi exercise two years back, looking at our transportation corridors. What we could do there, and especially we were talking about the housing elements in regards to affordable housing, transitional housing and how we could address our homeless and mobility issues with the city in regards to getting people to and from places to work and also be able to afford to live in Long Beach as well. So I mean, and a lot of that has to do with with with how we how we structure our our code in terms of those corridors, residential, commercial. Remain. Are the other ones. At last track rate, residential commercial. And there's a third one there. I can't think of it right now. Industrial. Industrial, of course. Industrial. So, I mean, it's it's it becomes an issue sometimes in some neighborhoods. I know that was a major a big discussion when we're going through the Allawi discussion, because there were some residents who were concerned that some of these changes that we were looking at would affect residential areas in regards to heights. And some of the buildings around residential neighborhoods, especially around the corridors that are that are adjacent to two neighborhoods where you would have aa4 or five storey building going up and there would be a single family homes right behind that. And that still continues, I think, to be to be a concern. And and so I think we have people who are monitoring that very closely because they don't want that intrusion of a five or six storey building that is going to be looking into people's front yards or backyards. So I think we still have to be very careful, I think, in that area as far as what we're what we're proposing to do. And I'm especially concerned with with some some of the. The the the the zoning that we have in some of the corridors, it's, you know, you know exactly what I'm talking about in terms of Santa Fe. I mean, it's that Santa Fe corridor that I have there has so much potential. And it did have potential at one time, but because of the changes nature of it was it was incremental or or how it happened. But, you know, that whole corridor is just a mishmash of all kinds of different. Commercial, industrial, residential. It's crazy, you know, and it really, I think, hampers how we address the West Long Beach area, especially in that Santa Fe corridor, because there are restrictions and and the and the codes that are there in residential, commercial and the ability to build a residence right on Santa Fe that you had is totally, completely out of place. And you know what I'm talking about? I mean, that that shouldn't have to happen, but I want to prevent that happening again. So I'm going to be obviously discussing with you and looking at ways that we can create more opportunities for development. That's going to be very, very beneficial to the community, to the West Long Beach community in regards to business development as well as providing improved housing opportunities along that corridor as well. So and what are the major obstacles I think that we have here is and I don't know you you probably can tell me, is being able to adjust change. Get rid of. Some of those measures that that restrict us from being able to provide greater business and economic development and in that area. So that's something that, again, something we can't deal with right now tonight. But I want to throw it out there as as a a need in that area, because I'm you know, I'm constantly being confronted with we're not doing anything for the we're saying we're not doing anything for Santa Fe Corridor. And the understanding is, well, you know, the the zoning laws, the zoning rules in that area prevent us from doing that. I mean, I have to give kudos to the eighth and ninth districts for being able to do such the other such a great job and what they're doing with the with economic development in those areas. But they were able to do so because contiguous is a nice it's a nice contiguous community that they can do that. Not nothing like I can do that in West Palm Beach because zoning rules restrict us from doing that, and we need to revisit that. And I'm really getting passionate about this because I really feel that, you know, our hands are tied because of the zoning rules that we have in that area. And that includes Will Willow Street as well. That goes from the freeway to to the border to L.A. and that that also has a mixed use mishmash of different zoning rules, where you have houses next door to businesses, next door to churches that just me makes that corridor a complete mess. And we need to be able to be able to correct that. We're going into a future here where we want to build real, good communities for people to want to live there and that and be proud that they're living in that area. And if we have zoning laws and rules that restrict that, I think that needs to be corrected. And that councilman will be happy to work with you to address some of those issues. You're correct. We do understand where they are and will be. We hope we will. Thank you very much. In terms of the health department, you know, again, the health department is just amazing in everything that you're able to do with grants and what, 97%. Of your budget is grants and funding in the. Excuse me. Are you? Well, yeah. What's 2% now? Yeah. Yeah. So 85% comes from grants, about 15% comes from fees, or maybe 13% comes from fees like the environmental health. And the other 2% comes from the general fund. So you continue to face challenges. And, you know, I was, as mentioned earlier in terms of the, you know, STD, STD investigations that you have to do and and the TB education investigations you had to do so many and and with limited staff and you do quite a bit with what you have. And that having been a former Health Department employee, I know the great work and the commitment that individuals have there because they might they might not be able to get the great big bucks that they probably deserve. But it's a labor of love and they love their work. And they really have a lot of kudos for for the health department and the employees that work there, because they really do have a commitment to service in Long Beach and especially working with the health department. But we do have some challenges, right? We have our language access program that is in your department, in your area. I know that you have increased the allotment for a full time language access program coordinator, which is great. But if you heard tonight, as you heard tonight, we had quite a number of residents come up here and say, you know, I came for a service and I didn't get it. Because there was a language barrier. So we need to improve that. And I could understand, if not only in your lap or in the health in the health department. It's a citywide issue. And I think we need to look at at different departments, especially those that have a lot of public contact, like commercial services, where they go up and pay their bills. We need to provide we have to provide more opportunities to hire bilingual staff and provide them with the bilingual pay that they deserve in order to provide that service. So this is that's a citywide type of issue. And I don't know if the EEOC is is capable of doing that. Okay. I must ask father part. I must say, I fell in love anyway. Where was I? Anyway, bottom line is that. That when it comes down to. Service, sir, increasing our ability to serve the communities, especially when in the diversity with languages and with cultures. I think we were not doing the best job that we possibly can to serve those communities. And it's and as we move forward. Long Beach has become increasingly diverse. Increasingly people of color. Increasingly, people with different languages that speak here. So, I mean, we need to move forward. We need to progress with that so that we can start getting better service to our communities who need that. So I know it's not you per se, but having a full time language access program coordinator, I think provides us that opportunity to to address that, that issue that we're getting. And it's it's only going to get worse. So we really need to be a little bit more proactive in trying to address the language needs of our communities, because it's it's it's it's an increasing issue that's coming up. And then one last thing that I wanted to to get before I get off my soapbox. I know we're I'm one on one right now. It is the is the the issue with geez, I lost my track at that rainbow train of thought. Anyway, I'll just go ahead and stop there for Don. If it comes back, I'll re line up and bring it back. But I think it's, it's it's phenomenal what you're doing with the the budget that you have. I and I've repeatedly said again and again, especially right around this time of year, budget budget time is that we need to look at institutionalizing much of the services that you do and get away from grants. We need to start we need to institutionalize what we're doing with STD education and investigations. Well, what we doing with homeless homeless services we need to that those need to be part part of the essential services that the city provides and that have to rely on grants. So I'm off by soapbox. Thank you. Thank you, Councilmember Councilman Pierce. All right. Good evening, everyone. How you guys doing? Yeah, it's like almost 11 and I've got a long list, but I'm going to talk excitedly for you guys if I could. Okay. So I'm going to start with public works. And just overall, again, these three departments, just like last Tuesday, you guys are essential to my constituents, the city of Long Beach as a whole. I'm very impressed with the changes that we've made from year to year, recognizing that we've brought on a whole new industry cannabis into the city and tried to regulate not only retail manufacturing , understand that that's a challenge that we're undertaking, a huge CHP projects. And so just overall, I've enjoyed working with all the directors and really appreciate you guys working with us to deliver the needs that our constituents are really asking for. So I'll start with public works. The first question is really around our mobility plan. I know that we talked last time around making sure that enforcement was really key for our scooters and our bikes and making sure we're getting those off the sidewalks in our business corridors. I also know that in downtown we have a lot of tourists and that those are often the people that ride the scooters on the sidewalks, that ride kind of erratically and aren't getting to work to home. And so we've had lots of conversations around what the D Cal program looks like. I know we don't want them, you know, every two feet. I know we don't want five different organizations putting them on our sidewalks. So I hope that you can share with us what the DeKalb plan is and if that's included in this budget. So kind of going back to the presentation we made on our Micromobility program, good news. We're about ready to release our MICROMOBILITY permit for the permanent program. And Councilmember, if you remember during that presentation, we wanted to come up with a modified drop zone vehicle. And within that modified drop zone vehicle, it would include language relative to no writing on the sidewalk. Plus, our new program really strengthens the rider education component as something that is it was part of our pilot program, but it was a much weaker component that we believe that the new program, working with the vendors who want to do business in Long Beach, will have to really strive to implement better rider education, information, training videos, regular tests, if you will, just as more of a safety reminder. And so those are those pieces together, I think Will along with some enforcement that we're working with the police department on, some specialized enforcement paid for from these fees that we'll get out of the MICROMOBILITY program will help address some of the sidewalk writing that we're experiencing. Great. Thank you for that. When we're talking about our street repairs and street request in the second District, the most requests I get are for our alleyways. And I you know, I take an alleyway every single day and it feels like off roading, but it's just so much easier to get to the street that I need to get to. What is a realistic timeline around? I know we have an alleyway plan. I know that with Measure eight, we're doing the dirt roads first. Can you just talk a little bit more about the Alleyway plan and funding that's needed for that and kind of what's happening. To do that? Similar to our payment management plan, we did a similar thing for all of our alleys. We know our conditions of those alleys and their relative need. It's roughly $100 million. I think the number is 98. In the presentation, we have the $5 million commitment for Measure two to pave the dirt alleys. So that's really good news. We'll finish that in fiscal year 20, but we haven't yet identified funding for repairing the alleys moving forward. One of our challenges, Measure eight, gives us some flexibility. Most of our transportation dollars are tied to just that, to transportation and alleys are typically not eligible for fund for those type of funds. So I look forward to working with this council, moving forward on identifying dollars that can help us address kind of that next level of of problem. Alley We know we have some that aren't dirt but are very, very close, you know, asphalt that has worn away, large pothole segments, new grading that needs to occur because there's retention of water. And so I certainly realize that every district could point to really, really bad alleys. And I'm looking forward to try to find funding to be able to address those moving. Well, hopefully in the next year we can try to work on that a little bit more. Definitely the second district, I think because we have so many multifamily areas, people really do use the alleyways as additional roads and so it is a question I get asked often. So I needed to make sure that I asked for everyone. The next question I have is just around staffing. It looks like you're doing a great job with interns. I, I start as an intern at Lane before I became staff, so I have great appreciation for that. Is there a plan to take interns to full staff? Because I know that you have staff openings, so I didn't know what the plan was to fill those openings if it was with interns or so. I certainly agree. We have a great partnership with our colleges and we have been able to attract a lot of bright young men and women who want to come and see what we see, what it's like to work in public works. And it gives them a good on the job training opportunity and gives us a good resource to be able to to get some things done. I'm a strong believer in giving folks an opportunity to move into the city. And so we'll be working with civil service to make sure that there are those testing opportunities and that our interns are eligible to take those tests and get on lists so we can ultimately hire them. Awesome. Thank you. I want to give you props for Vision Zero. I think this year you guys have really stepped it up. I know that in the second district, we're obviously having a lot of conversations around that. I also this year will be spending some of our divide by nine funds to focus on Seventh Street. And so I'll be just on the visioning. So I really look forward to working very closely with you guys. So we're doing that with you and, you know, looking at planning and making sure that we don't have a vision that doesn't set with the city parameters. So looking forward to that and the thanks for giving props to AOC seven. They definitely rock. My next my next focus is going to be on development services. But my first question is really for both of you guys. I know that we have a lot of businesses and particularly in the cannabis industry that I get complaints on around how they go forward with the permit process. And I think it's there's permits with public works and there's permits with development services and trying to understand, you know, alignment with those. I understand in the past there was more coordination or that's what I was told by a previous member of this body, that there was coordination to make sure that people had one point person that was able to really talk them through both public works requirements and development services. Is there anything in the budget or process right now within your departments to make sure that. That that those things are clear to people that are trying to go through the permit process. I would say that generally the the planning department, because we issue the entitlements and we coordinate with all of the other departments for the comments that those other departments have on a project. As it goes through the process, we tend to tend to be the lead. And we do have a key contact person in public works that we coordinate any development project with. And that point person coordinates with all of the other bureaus and divisions within public works. So I think we do have a fairly, fairly well-defined process for coordinating. The thing I would point out is that in addition to public works and planning for all the permitting, there is a separate process that these cannabis projects need to go through, and that's out of the city, the city manager's office. So I think we do have a fairly well-defined process, but probably like anything it could be better. And to the extent that we have a feedback on, I guess, critical areas that we need to address, we're certainly more than happy to take a closer look at how we can improve those, but we didn't propose any additional funding in the budget for that purpose. But I would just mention one other based upon the Council direction a few months ago. One of the things we are looking at is, is are just ways to streamline and make it a little bit easier for those businesses to go through the process. And the results of that will be coming back to you in the next, I'm going to say the next few months. So hopefully we can take a look at that. I guess the development in the permitting process to see if there are ways that we can continue to work on streamlining the process. That's been I think I would add just two quick things to Linda's comments. And one is our new building permit center. If anybody hasn't been there, they should go. We've been able to co-locate a business license, public works, planning, building. Everybody sits now on the second floor. So that's kind of a truly one stop shop. So that's going to help everything become more efficient. And then I mentioned earlier in my presentation that Public Works has just released a development guideline, and that's really intended to help people walk through the public works process. So we're happy to put any companies that have questions in touch with our operation. And within that guideline book, it provides very definitive timelines of when people should expect to get a response back. That's great. I didn't hear that. Thank you for that. I do know that in our economic development services, one of the things that they did, you know, a couple of years ago was really doing the online portal for small businesses that were trying to open up. And I know that technology sometimes is our strongest suit and sometimes we feel light years behind. And so anything we can do to think about technology in that effort, whether it's an online timeline where you're here and here's the department you talk to next, obviously would be awesome. But thank you guys for for answering that direct question. For Development Services, I want to thank you for the work that you've done on housing, on the short term rentals and bringing staff on to do that and all the stuff that you brought on last year's budget. I really am impressed with that and I appreciate the additional community outreach. Obviously, it's an area we can always do try to strive to be our best at. Let me see. I want to make sure I find my notes before I pass on. My team is writing notes in my Google doc as I'm talking like I'm going to read this. I love you guys. You're awesome. Let's see. Development services, technology on the Cup, focusing on restaurants and entertainment. How are you guys going to engage the community members like we did on the first up overhaul? Can you repeat the first part of that? What effort? You mentioned the second phase of updating the CFP process in your presentation. I. I did not. I talked about the cannabis process. That's the one thing we're taking a look at. Was that what you meant? No. In not in your presentation. In the budget book, it talks about focusing on restaurants and entertainment uses next. Yes, we will. We have a standard protocol for doing community outreach. And what we would typically do is identify a couple of different phases. First, the general public to get their feedback, but we also like to make it a point to reach out very specifically to stakeholders. So to the extent that we're trying to target restaurants or any specific entity in the business community, we would make it a point to work directly with our economic development department, chambers of Commerce, or anybody that could make sure that we're reaching out to the folks who are going to be most affected to make sure that that input is is incorporated into whatever we bring back to council. I appreciate that. I remember when we did the CFP process the first time when we tried to do a lot of outreach, there was a lot of business owners that were scared, for whatever reason, to talk to the city and to share their honest opinion. The people that we did get to the table when we had the City Roundtable were the people that were willing to talk. A lot of them were restaurant owners. And so I would encourage you to go back to that list and engage those that are willing to really be honest with the city so that we get honest feedback. So that that would be my request on that. And that's all I have for for those two departments. I really appreciate, again, you guys have done a great job in addressing the concerns that we've brought up. Now for the Health Department, I feel like I'm the cheerleader of the health department. Every budget cycle this microphone is so far, I feel like I'm leaning over the table. You do a lot with a small amount from the general fund, which I'm greatly appreciative of. As was mentioned by the mayor, our city numbers are absolutely unacceptable and I think it's been great to see the funding that we added last year's budget really out on the streets. We've really seen the mobile unit. I actually went and did my own, you know, we had it at the park. I went and did my acid test right there with the mobile unit. Everybody was fantastic. They served a lot of people that day. I think that the numbers that we have there are great. My question is, in your in the strategic plan, we do a lot of great plans. And then you got to come to us at the budget and you got to beg for kind of crumbs, you know , identifying $2 million and identifying the necessary funds to make sure that our state plan is real is going to be difficult. And so I just I want to say whatever help we can do to try to identify grants and partnerships with other organizations, I know in the planning groups, we have a lot of great people at the table, but I also know we have a lot of great people at Cal State, Long Beach and professors that want to help do the work and doctors that want to help do the work. So anything that we can do, because now Carla has really been engrossed in that community to make sure that we're using all the resources that we have at our fingertips, because it is an epidemic that could get worse if we're not really tackling it. I wanted to comment on the Office of Aging. I wasn't here when the council directed staff to create the Office of Aging with that staff person. We have a plan, a strategic plan for our aging adults. What is what does it look like not to have staffing for that department? I mean, my district is 35% seniors. And now that we have a plan without a staff person budgeted, what does that mean for us? So we had one time funding that we were able to carry over through accessing some small grants to make it through two years. That funding ends as of October one. That position is the one who is driving our Healthy Aging Center all the additional older adults strategic planning that is taking place or an age friendly initiative. The key areas of focus are really housing and homelessness, as we are seeing increasing numbers of older adults becoming homeless. Transportation is a core issue that comes up all the time health, safety at home, in the community and quality of life. One of the key things we're really trying to do is how do we bring an age friendly lens to all the work of the city so that every time we plan, every conversation also acknowledges the fact that we need to look at it a little bit differently and a sort of a universal approach for older adults. So without somebody in that space, those things get set aside or they're piecemeal together whenever someone has some time to focus on it. And the data show that by 2030, five, older adults over the age of 65 will outnumber the number of children under the age of 18. So we've got about 15 years to get ourselves really together, to be able to have the systems and services in place. And our older adults within the city are becoming more diverse and generally lower income are seeing higher levels of poverty and homelessness. So there's a lot of work to be done there and there will not be anybody to hold that space. We do have a public health nurse. We do have a half time mental health social worker who does co-locate at the Fore Street Senior Center to provide services. Great. Thank you. I mean, looking at the at the strategic plan that you guys presented, when I look at the needs and the opportunities, the opportunities seem really large and they don't seem like we're tackling with all the resources that we that we need to. And so understanding that sometimes our senior population is also the most difficult populations to reach, whether because of the housing that they live in or whether it's because they don't trust, because there's so much fraud that happens out there. I would love to see us have that staff person back and I don't know where my colleagues are on that, but I know that my constituents are just getting used to having that staff staff person there. We had five senior roundtables where she's been able to come out, and it's been a huge resource of sharing information that these people didn't know was there. And so it's something that I would like to explore. The second part, I think you'll no one's going to be surprised, but the language access policy for 2020 have been again around since the beginning of this advocacy. I was really proud of us in the last two years and the progress we made with the conversations on this council. Unfortunately, there's not a representative for District One, but I do know that that is a district that has the largest number of Spanish speakers. The needs have not decreased by 50%. And so the idea that we would put in 50% of the funding. I'm just really confused by that. I really don't understand why we would reduce that funding whenever we actually need more. We know that whenever we go out and we educate the community that the government is here to work with them, where often there's not a lot of trust with the government, where often they don't know that they can come and actually communicate with the people that are supposed to represent them, then our democracy is flawed. This is at the core of what cities do. This is what big kids cities do. L.A. does, Sacramento does, San Francisco. They have a language access plan that is real, and it is baked into to every fabric of what they do. So I appreciate that we have on here funding Francesca's position full time, totally support that the idea of skill pay, bilingual skill pay. I've heard a lot of stories about what workers can get it, what workers can't. Every department should have somebody that has bilingual skill pay. Every department interfaces with the public in some way. Every department has someone that picks up the phone and is talking to a constituent in a different language. What we talked about last time was really how we make it structural, and that's not just about that position being full time, but that it's been for the last two budgets that I've been a part of. We've talked about having people in every single department be responsible for translation and making sure that we don't have like the water department. Right. Right now we're talking about rate changes, but we only have information in English. So how are we making sure that every constituent out there is able to know what's happening? So that's what when we talked about whether it's Rex uses his baked in sprinkled on top you know thing but that's what we mean by language. Access cannot just be the council saying, hey, we have language access. It has to be in the culture of every single department where those people have a budget item, a line item in every single department that says, here's what we're using so that we are a city that is accessible to everybody. So I support in the, you know, the what we call in this people's budget should know that by now. I definitely support, you know, making the full time position, the bilingual school pay interpretation, translation and community stipends on outreach. I mean, I know we did a budget meeting recently that was supposed to be bilingual, that a flier didn't get translated for the bilingual budget meeting until very recently before. That's not a city that has a culture of language access. And so I think that we can do better. We're a city that has shown ourselves to be really great at doing a lot of awesome things. So I that's my that's my pitch today is that our health department needs to continue doing the great work that they that they do, that if we do strategic plans, that we also need to have a plan to implement those strategic plans and not shy away from that. And if we're going to have language access, if we're going to be that city that is diverse, that we actually create a culture where residents can count on coming to meetings and them being accessible to everyone. I probably have more. I have one more for public works, trees, tree trimming. Tree trimming plan. Can you walk me through that real fast? Currently, the city has funded about $1,000,000 annually for tree trimming. Given the number of trees that we have citywide that allows us to trim on a seven year cycle. So we essentially have split the city up into seven segments and we do one segment each year. We also have some funding for emergency tree removal, and we've we're starting to experience that more and more during storms that we're losing trees, most of our urban forest and all. We have a number of new trees planted, but most of our urban forest is at the end of their typical tree life somewhere in the 70 year range. And I think Councilmember Mungo had had mentioned at the BMC that we are seeing a number of tree losses and we're trying to ramp up our ability to replace those moving forward. Thank you every single one of you for your help. Appreciate it. Is that it? The. Okay, we'll move on, Mr. Price. Okay. Thank you. So I'll start. Thank you, all of you, for your presentations. I'll start with public works. So. Mr. Beck, I was looking at the public the parking operations that we have. And I would have thought that with the implementation and the installation of our smart meter technology, that our parking revenues would have gone up. But it seems like the the revenues have stayed pretty stable. Um, in looking at page 83 on our budget summary. Can you speak to that at all? And certainly I think when you look at the overall parking revenue for this fiscal year, we had a large drop off because of the construction projects that we experienced in the downtown. So for a number of months, almost six months, we had no meters active in two of our main corridors on third and on Broadway in the downtown area. We're just getting those meters installed and back online, so we're hopeful to get back up to speed in our anticipated parking revenues. Okay. It looks like I mean, the highest we've been was in in 2018 and then we dipped down. So unless I'm reading this wrong, I mean, I was thinking that the increase would be significant with the installation of the smart meters and our ability to be more efficient with enforcement. Do we expect that that number, even from the 2018 period of time, will go up a lot higher once all of our lots are on the smart meters and operating? Yeah, I think that and as I mentioned earlier, if the pilot with the automated license plate reading comes through as we anticipate it will, that will also help us be more efficient. Okay. I will say the parking citation revenue increased dramatically and I don't know how much of that had to do with I know we had a slight increase, but that's recent. And then the smart meters. That's a good revenue source for the city. It's a steady revenue source for the city. But do you know what that increase could be attributed to? Is a combination or is it mostly the smart meter technology? I'm sorry. The question was parking enforcement citation. Revenue. Oh, so the council adopted an increase to the parking citation amount and that went up $10 per unit. This fiscal year. Okay. So that's why the proposal is about 2 million more. Okay. Makes sense. Curtis. Okay. We had some revenue changes that I noted in your summary, your budget summary on page four of three. And it looks like it was pretty significant from it was revenue from other agencies went down from 434 million in 18 to 25 million . Now is that and actually went down and in 19 and 20 what is that attributed to that $10 million difference. If you know. Okay. I am on page 403. Revenue from other agencies. I can get those details and provide those to you in in more specifics. Okay. I'm assuming it's probably, you know, revenue that we got maybe from the state or county that that ended. And I just want to know, moving forward, if we're expecting that backer or not. You talked about $21 million. And I don't know how what you referred to it as, whether it was emergency funds or. Councilman Austin was asking you about that $1 million. I'm sorry. What? $1 million? Oh, $1 million. Correct. I heard $21 million. I heard you elevate that. I'm. I'm happy to receive 21 million. Happy to put that to good use. Okay. But that's just. And that's for emergency repairs. $1 million for emergency repairs? That's correct. If we were to. Identify additional moneys for Ali's for FY 20, would we be able to? How feasible would it be to allocate that money on a divide by nine type basis so that every district could get a portion of that additional moneys to be able to repave an alley or two? Well, I think as your public works director, I would recommend one of two options. Either that that you equally divide the money or you do it by need. And we when I say by need, what we would look at is a total. Call it square footage of Ali's spread across the city. And then you would divide it by that percentage. So if District three had 10% of the alleys citywide and District four had 12% of the Ali's, you would divide the numbers by those percentages. That's what we did with the extra million dollars that we received for path of travel sidewalks. We we divided it by need based on the number of sidewalk square footage by district. Okay. So there would be a mechanism to ensure, you know, the entire city benefits from additional funds that we'd be able to allocate to a specific need. That's correct. Okay. Okay, Fer. Thank you, Mr. Beck, for our Development Services budget. And this may be a better question for Mr. GROSS. Is he still here? Oh, yeah. There he is. Well, I don't know. On page one, 91, it looks like there's a property tax decrease. And that's why 20 in terms of your anticipated revenues. Why is. That? Because, general, overall, for the city, there's a property tax increase. The property tax that we receive is based on our enforceable obligations. Sorry. The property tax that we receive is based on our enforceable obligations that we put on our ROPS and our enforceable obligations are going down primarily due to this was our last year to repay our city agency loan and that had been a significant amount. Got it. Request. Okay. Thank you. That makes a lot of sense. The other thing that I noticed was the and I didn't put the note on the transfer to other funds. From Development Services. Oh, yeah, here it is. Okay, so on that same page, transfer to other funds in FY 18 was 26 million, and then it went up to. 42. And then it drops dramatically for the proposed Y is that that's got to be attributed to something. So also the ROPS but. We'll have to get back to you. Okay. No problem. It just it's just a very dramatic dip, like, you know, 40 million. Okay for our health department. How feasible would it be for the Health Department's Multi-Service Center to develop a skeleton crew for the weekends at the Multi-Service Center? We've looked at various staffing models about what it would take to operate there, and the resources really run between the half million dollars. Um. For a year. For a year. With Saturdays open range between a fully staffed all new by completely stout. Otherwise we would be looking at people trying, you know, working overtime and other sort of situations. And so it ranges between a half million to $700,000 per year to be open on Saturdays, and that's twice that number on Sundays. The issue is that when people come in, you still have to have security, you still have to have supervisors in the building. You have to have people who can assess. So even in a skeleton crew, minimum is between six and about six people by the time everything is covered. And the 500, 500 is 700 for Saturdays and a million for Saturdays and Sundays. That's on a regular staff. Not regular staff as part of their their hours, not overtime hours, just regular. So if we were going from leaning toward the $500,000 per day rate or, you know, for a Saturday and then another 500,000 for Sundays, that would be hiring some part time staff, some overtime staff and coverage when we moved to the $750,000 range. That is full time news staff. And they would be operating. They would be they would be full time staff. They would also work early, you know, other days of that week to be able to cover additional capacities. Okay. Is there any model that you've looked at that doesn't involve opening the center, but having caseworkers or other support people available on weekends or working on weekends? Does it have to be tied to the center? I think the issue there is that, I mean, we could do outreach on the weekends and do that. The issue is, where do we do the assessments? Where do we connect people to services? And the key thing for us is that most of our providers also don't do intake on the weekends, almost any of them. And so when it comes to if they needed shelter or if they needed some level of care, we would not be able to connect them to that care on the weekends. Um, if we can, if, if we have a center for people to engage in, then we, then we continue to do that work. And then we would look at the possibility of renegotiating some of our contracts or seeing if there would be others to help support those services within the Multi-Service Center. So I think without a place to go, we can do outreach and reconnect people, but then they still have to come into the multi-service center and and do all the full assessments and everything it is to actually start to engage in services. What about if the service was was limited to maybe providing motel vouchers for that night or for two nights until the multi-service centers open and facilities have intake operations available? I mean. We're doing that already through the that you know, we're holding the two motel rooms with vouchers per night. And that's exactly what's happening, is that they're being housed in a motel and then they come into the multi-service center the next day and they provide and then they can access services. That's how that model works. But we're not doing that on the weekends. We're not. I'm just saying that that's what that we could look at that mechanism. Good. Right? Oh, they do. On the weekends. That does happen on the weekends. I'm sorry. Not on the weekends. Okay. For those two motel rooms. Okay. So so what I'm hearing you say is it really wouldn't be very probably would not be a good use of city resources to open the multi-service center on the weekends anyway, because they wouldn't be able to get anyone into a service because there's no intake on weekends for most of the service providers. That's correct. I think when we have the, when we have the, the year round shelter open, um, that's a 24 hour operation in that space we would be able to do intakes and connection and have people to land. So at that, at that time, it really does sort of shift the face of accessibility to service overall. Um, but until that time, we have a hard time with working with our providers to access services. Okay. That's very helpful. Thank you for that. Because I think a lot of us were wondering, you know, if we're assuming there would be a lot of benefits to having the multi-service center open on the weekends. And what I'm hearing is there probably would be some benefit, but it would be limited in nature in terms of placement . That's correct. The outreach teams that we have working on the weekends, I didn't know we had outreach teams working on the. We don't. Oh, we don't. We could if we were going to open the Multi-Service Center on the weekends, part of that team could be outreach teams that could go out, could be conducting outreach, bring people back to the multi-service and go through those service miles. We don't currently have that as our operational OC. Could we have an outreach teams that worked on the weekends without the Multi-Service Center being open to give vouchers to people to stay in a hotel, to check in a multi-service center that Monday? We can look at what that would take. Okay. So currently right now, the place, you know, the so the police officers have the opportunity to utilize those two vouchers. We don't conduct any other operations in the quality of life team does not operate on the weekends either. I know so. So really the. We could look at a model of outreach. Um. In partnership with the police department and others to determine if we could pull that off and I could bring back information on that. That would be really great. I think that's something we'd be interested. Maybe we do a pilot where there is a collaborative effort on the weekends and those individuals are housed temporarily for the weekend until they can come in to the Multi-Service Center that Monday. That way there's, you know, there's a close eye on them and they can have transportation and access. So we'll put well, we'll look at what that could be and we'll make sure to bring that forward. Thank you very much. How does our how do we currently decide what part of the city we conduct outreach in? Is it complaint driven? Is there a schedule? There's a schedule. So the city is broken into into sort of segments and those are all visited. So we visit, um, we visit each site at least ten times in a month. And we go out to over 100 sites. And so we're all over the city. And then on top of that, when we receive calls to the Multi-Service Center, we then respond as as we have capacity to respond to those addition to those additional calls. Okay. Let me ask you this one other question about this weekend of this weekend option. Yeah. Would it be possible in the weekend option that the individual that's working that weekend, the case worker that might be helping doing the outreach, could also follow up with, you know, kind of keep that that case. Like if they make a connection with someone on a weekend, give them a voucher to come to Multi-Service Center on Monday, that they'd be able to be the person that that person sees. It's not guaranteed. But would that would the individual that's working at the Multi-Service Center also be able to do the outreach on the weekends, having that continuity? Yes, we can do that. I think we would just have to look at what the staffing is and what the days are that they're working in those kind of things. But we do I mean, that is the way relationships are built as our outreach workers. So our outreach workers know just about everybody by name on the streets, as do those. You know, our quality of life workers and the Hart team. So I think those relationships do exist. And we could continue to to build on that with the outreach workers don't do case management necessarily. So we would then when they come into the multi-service center, lead into a straight into the into the ongoing assessment and case management process. But that would likely be with somebody else. Okay. And Ms.. Colby, I know you're really involved with the collaborative efforts of all the departments in terms of homeless outreach. So when you're bringing this item back, I would love to see is there a model that could work on the weekends where we have collaborative partners, police and homeless services working together to do some directed efforts in particular areas. So what would that kind of look like? Me and I will have to do back and we did do a pilot of a couple of Saturdays where we went out and did proactive outreach and response. I think it was just in the mornings, but we'll go back and look at that and see what the costs were for that, what that model looks like. And we can we can work from there. I would love loved to see that data. Thank you very much and know no pressure, but the sooner the better on that because I think we're thinking about options for for this budget cycle. So in terms of okay, so on page 301, of course, I made these notes when I was reviewing the budget this weekend and I don't remember what's on what page on page 301, we from FY 18 to 20. It looks like the other other revenues. So in FY 18, obviously the other revenues was in the $300,000 range and now we're closed. The proposed is close to a $5 million range. What is that? Is that from grant funds? I'm assuming it is, but I don't know. They're looking for the page. So I wasn't paying for getting people. I'm sorry. So what's the question again? Rio one under other revenues, if you look at Fy18, we're at 351,000, but then it goes up to, you know, above 4 million. So what is the source of that other revenue? It looks like measure H. Measure H. Wow. We received an a significant increase in Measure H funding, that is outreach and other and other sources from the county. Do we expect that to continue long term? It is an ongoing funding source. But yeah, it's a ten year funding source. Um, the way that it is distributed. So we receive, we receive a direct allocation based on the percentage of homeless population that the city is of the counties of the county's homeless count. Um, and then we received those revenues only for those, um, for those strategies that Lahsa, which is the county S.O.S. receives. So that's, that's what we get. So it basically covers, um, it covers five different strategies, but it would be ongoing, that is outreach, prevention, rehab and rapid rehousing is the end. Yeah, outreach prevention. Rapid rehousing are the primary areas as well as support in doing the continuum of care. Okay, that's that's honestly, I did not realize how much of an increase that was to the to the city. That's huge. And I think that's really important for us to to highlight in terms of those county dollars. That's huge. Yeah. And looking at on that same page, I noticed that the amount of overtime that was used in the Health Department in FY 18. Was more than double what we're proposing in FY 20 and as well as 19. So is that because your staffing model has changed or because overtime dollars are not as readily available to you? We have had a large number of vacancies and we've been requiring staff to work. We've been asking staff to work overtime to cover. So when we're talking about these measles outbreaks and all of those, that is all overtime work and with vacancies. So what we're doing is we are we are working to fill those staffing positions moving forward so that we're not paying the overtime. Okay. Because we're paying less in FY 20 and overtime and in FY19 and overtime than we did in FY 18. Right. So we've been building we've been building, we have been hiring so that we're not paying we're not in the overtime structure. Okay. Got it. Thank you. Okay. On page 84, there's a $9 million reserve for the health department. And I'm wondering where that comes from. What is that? So the reserve comes. So each year at the end of the year there we, you know, after we've we've closed out the budgets into about ten years ago, we were actually in a deficit situation, unable to make payroll. Since that time, we've been moving forward so that each year that we we work to have to hold some of those funds that we receive and we put it into a reserve. Our goal is a six month reserve so that if grants and we don't have any way to cover people, if at the federal level for some reason, you know, when we've had shutdowns, we are very concerned about how we pay for the housing authority and all those things. So we've just through strong fiscal discipline and prudence, we've been holding those funds. They come primarily from re-alignment funding. Um, so what we've been, you know, and also a lot of, from vacancies when we're unable to fill positions out of realignment and those, those go into the reserve. So we're utilizing those for the six month reserve and we've been utilizing those funds for the HIV, STD positions and other things that the that we don't have ongoing funding for. Sometimes we dip in for one time funding. Okay. But your intention though, for that $9 million is to continue that reserve and not tap into it in 20. All right. Well, we are we will be tapping into it for the HIV CD, the tune of $250,000 this year and again next year. Um, that and then the, um, we, we, our intent is to maintain that reserve. But we do have different things that come to us because we are a grant organization through audits and other things that sometimes we do, we pay back. We want to make sure that we have the resources available to do that. Okay. And these reserves are these reserves. General fund reserves. They are not. They're re-alignment funding. Okay. What can realignment funding be used for? Public health? Public health? How broad is that category? It's the work. It's the I mean, it's the work of the public health department, um, moving forward. So we receive approximately it's been between seven and $8 million a year from the state that comes through, that comes to based on population. Those are only on those are only funds that do not have a specific outcome or other. They pay my salary. They pay my administration salary, pays for the lab, pays for vector. It pays for a lot of other things. Any funding that we have available left over from that, that's what goes into the reserve and is held as a public health focus. Okay. So basically anything that you do in your department, not the housing. It does not it cannot be utilized for homeless services and other things that are the human services portion of our department cannot be utilized out of that fund. It's very much specific to public health. Oh, I see. Okay. Okay. All right. I don't have any other questions at this time. Thank you. Thank you, Councilwoman. Councilmember now. Thank you. For those watching this meeting or not tonight, it's it's after 11:30 p.m.. So I'm going to streamline my comments because I promised Vice Mayor Andrews I'd get him on before midnight. I guess I'll start with the Health Department and there's so many topics we could talk about, especially the homeless issues. But indifference to today, which happens to be August 20th, happens to be World Mosquito Day. And I appreciate that Kelly mentioned that in her comments. And the American Mosquito Control Association has been around for, I think, 80 some odd years out of Sacramento. So the problem is not getting resolved. And in fact, you can make a case for it's getting worse in terms of the strains and different species in the past. First of all, you want one of your health department staff, Emily Holman, has done a great job. Every year she'd come out and do the presentation. We didn't have it this year. And as you know, we've we've had a West Nile death in the fourth District. So it's something very important to us. I guess. My question is, since the vector control district didn't go through, what is plan B or were you describing it earlier or what is the plan for the future without that in place? So as a as I indicated, we we pay for vector control out of our realignment funding. The realignment funding has been a fairly stable resource in the last since I've been there in the last five or six years. But prior to that had gone down, you know, based on the economy. So that so basically for vector services, that is our funding source. We're doing our best to keep it stable. But as, as we see increases in, um, in different diseases and different types of mosquitoes and other vector borne diseases, I do have concern that we will not be able to keep up with the capacity given the funding source that it utilizes. Okay. Thank you for that. And so I would just suggest that we we need to. Look at other sources for this and and not let this fall to, you know, not a top priority. It needs to be a top priority, in my view, all the time. I'll move on to public works and thank you, Craig Vick, for mentioning our neighborhood associations. Wesker and AOC seven West is 100% in the fourth District and AOC seven. I think I have one or two streets of that organization, but it's interesting that they're adjacent to one another. For those who don't know, AOC seven is Anaheim Orange, a seventh street and. Jerry and Wesker is buried. Think about this area, how huge it is and dense on the north. It's PCH on the east, Redondo on the south 10th street and on the West Cherry. A huge area. They do a monthly cleanup. Our office provides a dumpster and we're more than happy to do that. And if anyone else would like to form a similar organization, we'd sure support that. And to to public works, I would assume you would just support more groups like that organized organizing. So just want to get the okay on that. Yeah, absolutely. The more that neighborhoods take control of their own areas, the better we see a reduction in illegal dumping. Okay. And the other piece is, I think the clean team, it's a great concept because we'll have one street or one alley or a certain section of the district that seems to be chronic. And so, you know, regular visits by them, you know, these groups collect so much and trash because they they do it once a month and we're very happy for that. But most of these areas, I think we could do it more often and certainly expand it. Also want to thank you for mentioning the Stearns Park Community Center Roof. And and it is fixed now. I hope so, because Mayor Garcia is going to be there on Saturdays. So we don't want it collapsing on him, if at all possible. But you had many no. Worries of a collapse. Yeah. Okay. Councilmember But you had mentioned the the maintenance issue there or the lack thereof and just sort RINO's. Craig Beck inherited this issue as did I, but I think in real numbers it's important to point out that for lack of doing a roof repair or let's say a roof job, I have no idea what that number is. Let's say it would definitely be under $50,000 to fix the roof. The entire repair was 1.4 million. Is that number right? That's the ballpark, yes. Okay. So it really behooves us to to do that ongoing maintenance to that point, have you developed a program? Obviously one I guess didn't exist before your time, but but what are we doing moving forward? Thanks for the question. A couple of things. Partly through measure A, some measure did fund a reroof program. There was $1,000,000 committed to doing roofing. Many of that many of those dollars went towards our libraries and our fire stations. And then secondarily, the facility condition assessment that we're currently underway and will complete here in another few months. One of the most important aspects of that is identifying where we have further roof challenges and we'll be prioritizing dollars towards the roofs. First, we want to make sure that we can stop the leaking and if in fact, that's existing in a building and then we go from there. Okay. And speaking of water, I think you were leaking. ROSE But you also inherited the the the medians from Parks and Rec recently. And that's a major challenge for us, is just getting the medians watered. We've had this discussion many times, but I just want to say it publicly that we were we weren't watering medians by state mandates. So we're going to look at ways to to get that going again. One of the key areas in my district is the traffic circle, and no one ever said anything about it to me until the grass died. And then we heard from a lot of folks who didn't like that look. I think I'll. I had a couple other notes here. I'm going to, for brevity, move on to development services. I just like to say we have some tremendous personnel there. I'd like to say publicly what Oscar Orsi has meant to community hospital. He's just done a tremendous job and he I don't think he's been recognized publicly. So I'd like to say that now. Christopher Coons. I don't think we've ever thrown a question at him that he hasn't answered, and very often it's directly with a constituent. So that is very much appreciated. I guess the one area where I would like to see us move forward on and that would be communication to the council offices. I think I said the certain thing year after year, but I consider it stakeholders. And if there's a new development or something in our district, a boy, be great to know whether it's a new restaurant and at the time it comes to the planner. We'd love as much information as possible on that so we can promote that. That's all I have. Thank you. Thank you, Councilmember Vice Mayor Andrews. Okay, fine. I'm going to wake up everyone because I'm going to devote my 38 minutes to Rex. Okay. All right. Well, I'll move on. First of all, I'm going to deal with public works, and that is Mr. Beck. Well, he says, I want to thank you and all your employees for all the hard work you do. You know your department does, especially I want to thank all the people who work in the refuge department. You know, the Transportation Mobile bill does an amazing job. What they have and what they have known to have gone back and forth on the traffic control and and the and pedestrian safety. And I'm impressed that the seven and eight traffics, you know, safety and park and investigation has been completed. Moving on. I would like to say I would really like you and your team to be focused on the consistency process and the criteria to improve traffic calmness measures across the city. These are various plans out there. And the right plan is, you know, we call it the Verizon zero among those others. There have been many ways to implement them and to keep them up this year. So I would like for you to continue to do a great job that you have been doing on the street. So I'm looking forward to meeting with you individually to determine if there are additional resources that this body can allocate to help you with. So I have no really no big questions. I just want to kind of thank you, Mr. Beck, because I heard that once and. MLK that you're going to do Hill Street. That has been I am almost 90 years old and that street is just not being talked about. So I heard that is on the horizon for the next month or so. It is a thank you very much. I just look good. Thank you. Councilman Richards. I'm not through. Okay. I got 38 minutes. Go ahead. I'm use all of my 38 minutes. Get 38 minutes. I'm good. Okay. And Mrs. Tatum, I want to thank you and your employees for the hard work you and your department does. You know, they are very, you know, courageous in and promptness in their response. And I really must say that because, you know, when we talk about code enforcement and other things, you guys are there because you really help my district, because you guys realize the situation that we're in over there. And I really want to thank you guys very, very much for being so prompt and responsive and the things that you do. I'm very proud that you. Included disability disposition and a department agreement for, you know, Libya. That's a link. And they have a Habitat for Humanity in the budget work that your department accomplishment and all these projects have broken ground in the district. And I know that it would wouldn't have not happened if it was possible without your help. And Mr. Patrick Ewing and Chris Coons and yourself. And you guys are doing a great job. If you look around the sixth District opening up three, we put the shovel in the ground with three projects. And that's saying something, you guys, because the fact that we're going to be able to help, you know, eliminate some of this homeless situation that we have. I'm just telling the other district, get busy, get busy because we got a big job to do. And thank you guys so much for being there for us. I also want to applaud you and your house in the neighborhood serve as well on the Neighborhood Leadership Program. This program really educates our residents on how the city works and empowered them to advocate for their neighborhoods. And I'm excited for the graduation this Saturday. And think everyone of you guys. And the last but not least, I'm going to deal with Health and Human Services. You know, I do have a pet peeve with that situation because the fact that the department at many of our top priorities, under their care and for the many districts in the hot topics are all covered and you're focused on 2020. I looking forward to continue conversation and making our homeless coordination an extreme system and then making it stronger, especially increased increase in our engagement on the youth and keeping our community healthy. One of my biggest pet peeves, and after listening to it tonight was our earlier that believe that we could be stronger in our language access program . I don't speak Spanish fluently, but I realize what the lady was saying tonight when she talks about paying a bill and not being able to have someone to be able to dare to translate that word, because if you don't pay your bills, they're going to cut something out. And these individuals do have a family. And I was very, very saddened. And to me that we're not able to be able to do something about that. So we got to put more money into it and make sure and I don't believe that we yet have, you know, streamlined this system to our non English speaking residents. And can we do a get this information that they need or to interact with that city in a way that can equal to English speakers? I'm very happy that our language coordinators is being made full time, but I worry that maybe this not be insufficient. And and she the goals of providing an equal service to all of our residents. And I'm wondering if there is more that we could do in partnership with community based organizations and other innovative means to leverage the investment. Thank you. I told you I could do it. Less than five. Thank you. Thank you. Thank you. Thank you, Vice Mayor. Councilmember Richardson. Thank you, Mr. Mayor. Unfortunately, the later it gets, the slower I speak. I'll do my best. So first of all, these three departments, I think it's very appropriate that they are presenting together. I think of planning as sort of what's the long term game and how do we think about think long term public works is implementation. How do we get them the resources they need to implement the things that we need? And then health is really quality of life. We all talk about quality of life and what that means. We're fortunate to have our health department. And to think from a health lens on the decisions we make. So all three of your departments are incredibly important to doing our job as a city in providing quality, quality public services. In terms of I'll start with planning long range stuff. So you certainly have a lot going on. So we won't reiterate a lot of that. You know, the city wide stuff I think has been covered. So I'm just going to touch on just a couple of things that that I can speak to congratulate. I think, you know, I can't say enough about Oscar and Christopher Koontz. You've got some great lieutenants within your department. I think the work that took place in Grant Neighborhood this year was was incredible. It meant a lot to place that focus on sort of the historic nature in our communities. It was great to get an update on the Vacant Lot program. I think the next step is to really make that connection to economic development because we wanted to register them, but ultimately we wanted to encourage them to make plans for these vacant lots that have sat vacant across town. So I think we need to make sure in this next fiscal year, we we make that connection between the vacant lot registry and economic development. The Neighborhood Leadership Program is a great program. We've heard a few good things about a plan, and you and I had a conversation about a plan today. I think it's important that we, you know, make sure we intersect a plan with some of the amazing work public works has going and and that we do a better job really lifting up you know, destination uptown right. That's what this is is we've never had this amount of planning attention in Uptown before. And I want to make sure we get this right and that the residents understand how significant of an effort this is. And I know that we have we have a you know, we have we're in agreement on that. I think, you know, just in general, when we refer to the shelter, we need to start referred to it as bridge housing. Right. We need to be disciplined, planning, health and all of us and referring to this appropriately as bridge housing. And I myself will help hold folks accountable to to adopting that, because that's essentially what this is. This is a bridge. It's a gateway to other services, a gateway to getting people out of homelessness. That's what that's what it is. You know, Mr. Koonce has given a lot of I want to make sure that it's important that we know that he has the flexibility to help with this arena process moving forward. It's incredibly important. We're rounding the bend on methodology. We're getting more and more involved in this gang. And when we come out of the arena process, there's a big conversation on what happens beyond arena, and we have a role as a major city to help shape that process. In fact, due to advocacy of, you know, some of the Big Ten mayors and others, you know, there's a there's a grant program that skegg. $50 million that we can help shape to help cities do what's next. And so I want to make sure that that you and Christopher are being proactive while we have a seat at the table and helping to shape what will be helpful to Long Beach from our position and what can help get other cities cranking on this regional housing issue because it is an issue for Long Beach and we can help shape that $50 million program. So that's essentially my comments. I didn't really have any questions for you. Linda is the easy ones. You know, it was move on public works. Just some feedback. So first of all, I know you're doing an amazing job with the limited resources you have and you keep getting more and more responsibilities placed on you. I think we need to think about the name of the Daisy Bike Boulevard I've heard of as the Daisy Myrtle. I've heard that the Daisy Linden Myrtle. It's a north south bike boulevard. I think we can make a better name for that, because I had a hard time even understanding when I thought Daisy Avenue was few different , but it's been referred to differently. It's a great project. You know, me and councilman in Austin went on a ride with you, and it's a great project. And I think we need to embrace these these newer sites, so we need to brand it a little bit better. Artesia Boulevard is something that is always in the conversation with ninth District because only touches the ninth District. Right. So folks may get tired of hearing of it, but hearing about it. But we're the only ones are going to pick up and lift up Artesia because it only touches it's a 91 freeway, essentially only touches the ninth district. And you've done a pretty good job at effect at sort of linking different agencies to lift up how important it is to the region and has been a successful strategy. So, you know, with Skaggs support with the colleagues support with the city strategy, MSR sees support with active transportation stuff and Metro strategy with the great Artesia Boulevard Project. We have something special that's going to begin to take shape this year and so on, to make sure that we are intentional about using this opportunity to address whatever we can address Artesia Boulevard, including undergrounding those utility lines. We will probably not touch Artesia again for another 25 years. So while we have an opportunity, we have to, like early on, embrace this conversation about utility lines. And I know we talk about that, but I think it's important enough for us to lift it up because this is our, you know, one time year to do that out in park. I see it here. I know it's a difficult project. We know once you crack open a near 100 year old building, you're going to find things. And, you know, and this has been you know, we've had to sacrifice over the last, you know, really nine years and focus on assembling that funding over years to be in this project. And we knew we had $7 million to begin. This could potentially be more. So thank you for really taking on this tough project, finding the issues to, you know, finding out how to address these issues. So my question here on out in part is what do we see as the you know, given the action tonight and what we're doing, the budget, what do you see as the anticipated completion of this phase of Highland Park? Well, if all goes well, Councilmember, we hope to be done in November. Okay. All right. And I know that that means you always give yourself a couple of months of cushion. So that's a good sign. November. I know they want a. Couple months of cushion, but certainly we hope to be done in November. And if all goes well, we we will be having a celebration in that month. Great. Fantastic. And it's again, Highland Park is important. We've made sacrifices. There are five city halls closer to to Highland Park in my district than our own city hall. So to many people, that is our civic center in uptown. I mean, it's it's you know, it's got a North health facility that you, you know, you and Kelly have partnered on and have a really good plan. So it's incredibly important. And I'm looking forward to closing that chapter for now so we can focus on many of the other priorities that we have in Uptown. It's hard to go to the community, say, unfortunately, the next few years we can't focus on playgrounds, we can't focus on this and on that because we have this massive project of 100 year old community center to make safe. So so thank you for that. So I'm going to move on now to health. I'll start with, you know, there's a really there's some some dynamic synergy going on with Kelly and Teresa Chandler and even Diana Tang and and the mayor's efforts in the state led efforts. I mean, I'm noticing the money that you guys are pulling down on homelessness. It should be recognized and we should be encouraged. And you are doing so much work, everyone's lifted that up. And I think everyone's made a strong point that we should be supporting it because every dollar we invest in the health department is leveraged, you know, nine times, 97 times 50 at least. So we have to continue to do that. And while it might be tempting to go to you and talk about efficiencies, the reality is you are the most efficient department. You have consistently been the most efficient department for many, many years. And so we want to continue to reward that efficiency. I lift up a couple of things. It's great to see you're going to be taking on the youth strategic plan. It's great that you guys closed out the Veterans Strategic Plan in this past year, and we gave one times to help with the printing from our our office to help make sure that happens. So that's fantastic. I know we have a lot of workout work cut out for us on Bridge on the Bridge housing project in North Long Beach. We're not there yet. I don't want you know, I think we should all just be realistic that we still have a lot of work to do in terms of the multidisciplinary approach and having all the cities on the same page to make sure that there's the commitment we made publicly to really join hands and push this project. We have to follow that through. And it's going to we're going to have to color outside the lines a little bit. I know that this is going to intersect what you're doing, what Linda is doing, what economic development is doing. But we have to get it right. It's on us to just get on each other's nerves early and figure this out. So we look back on this and this is something that that we can really be proud of, because it's important to all of the work that we're doing in the city around homelessness, sort of. The next thing is the homeless incentive program. We, you know, we came to council and talked about helping to find funding and other we identified some county funding for the in the housing authority, the incentive program. But when we came to council and talked about that, we also talked about the source of income discrimination policy. Do you have an update on where and this is the policy that essentially said you can't outright just say no Section eight in your advertisements and source of income. We should be neutral. Do you know where you are with that policy. Yeah. So we've we pulled from the county's language to the county recently passed a similar ordinance we have pulled that we think it's a really strong that the language is appropriate and makes a lot of sense for the for the city. So that is currently sitting with the city attorney to draft to draft the ordinance. And we're bringing that forward to you. Okay. All right, great. You have an idea on a timeline where we can get that back. I just want to close this issue out. Thank you. So next, you know, Councilman Superhot brought up the vector control in my district, about 40% in the Compton Creek Mosquito Abatement District. And we get a question and there's dedicated staff and they do outreach and we see that. And I was, you know, disappointed to see what happened with the Vector District. But at the same time, I didn't see much of an education campaign around it. I don't know that people fully understood what the stakes were and how this understand this helps our ability to respond. What went into the education campaign around this. Given that it was prop to 18? Um, we were, uh, we were instructed that, that the, a strong education campaign could look more as an advocacy campaign. And so in those cases we were able to, through our, um, through the, the information that went out, you know, with the original survey and then went out with the ballot itself, had a lot of information to it. Um, if we were in community meetings or, and people talked with us, we would share with them what the, what the issues were. But we did not produce materials. Okay. Just just some feedback. When it came up that this was an idea, I think it was already too late. I think we have to have an ongoing education campaign around the issue so that when this does come up and it's time to go silent on the issue, we've already helped shape the message. And I know, you know, Monday morning quarterbacking is hard to look back at what we did wrong. But I think I think it is important, even though 40% of my district's in a basement district, I do see the difference. And it's important. And we need to we need to maintain a focus on that. I want to move to language access. You know, this is a general statement. It's not really directed at you, Ms.. Collopy, but having served as chief of staff for four years and then been on council for five, I'm tired of this. It being the main, main issue of council. At some point staff has to just own this and say this is a part of what we do. This is a part of our service philosophy. The Council, many councils reaffirm this so we can move on other things, I think, between now and the next and I don't want to sound cliche because Janine use this councilwoman Pearce uses baked in that sprinkling on top means to me we take it we own it. We have an understanding of where we're going. It's got buy in from the community and we move forward because the council does have other things to get to. And an example of making it in again is we talked about signage at the Civic Center. I don't know that it was embraced, but the kiosks are in English only. That's something we can't address. I mean, we can't we can't even respond to that. I don't know how we miss that. There's I don't I don't know if there has been a good education or understanding of the challenges, but the kiosk should not be in English, only in the city. And that's an example of we got to be going in. People need to know come correct or this is going to be an issue I council so this need we need to really take this to heart. This should not be something the council spent so much time on. In my opinion, we should be moving on. Right? So that's just my opinion. Their last thing I'll say, I actually like all the conversation about making the Multi-Service Center and outreach happen on the weekend. And I know I understand there's limitations every time we take grant funding and there's limitations with, you know, the measure age funding and. So I got the message council. Nothing. I know that. I know that there's limitations. I think I think it makes sense for us to say, I mean, and this is a different conversation, but the new revenue that comes in, should Masri be available? I think it should be. I think it should. I think I mean, I think it should be able to be used on to close the gaps on homelessness. We're making commitments, the capital we're investing in and the bridge housing facility. We're doing certain things, but we know there is a gap in services and with funds that are other people's color of money measure is our local covered money. And we we set the policy on it. I think if there is should be an allowed use maybe not forever, but while we're in the midst of this crisis, it should be an all out use. So that's just me as a policymaker taking a position on policy. And I think measures should be opened up to be used in certain ways to help us close the gap on homelessness. Again, thank you for indulging us for the last, you know, 5 hours or so into midnight. A lot of great work is happening. We're proud of the work that all of you are doing, and we look forward to continue to work with all of you. Councilmember. Well, and it is a it is a obviously a large budget and an important discussion. So I know it's late, but it is it is critical in these budget meetings. I tend to go late. So I think we all understand. I want to just reiterate just briefly the discussions that was brought up by multiple members around homelessness and weekend service. I really hope in the next couple of weeks the council addresses that in the Budget. I think that the really well-taken points. And Kelly, your point on the Multi-Service Center, I know that it's not possible. It's called P positive or not feasible to open it on the weekends like you had mentioned. What about the navigation center that we're going to open? I know that we're going to be opening a navigation center that will also include services or a smaller social service footprint. Would that be possible to kind of be a location where when we open it is open on weekends or have some of those. So you don't have the whole multi-service center open, but you have a navigation center open on weekends. That's something we certainly look into. Since it hasn't opened yet, hasn't been fully staffed, we're not sure exactly which just we could look at the staffing of that and to see what the possibility. I'm just wondering if, you know, using that as it is because it's a smaller footprint and could serve as a weekend center for these types of services. And this I mean, maybe it couldn't, but I just think we should throw that in the mix. I mean, generally, it will be it will be just sort of a smaller service model and the primary, you know, a lot of the focus of that space is for storage of people's belongings. So that may be a place that we could utilize. And our team will look at that and consider that as well as as well as the alternate around the outreach worker and motel vouchers. And I do think that the the bridge housing site is critical to addressing the week in service. Obviously, I think that and I would I will just say for the council that I will absolutely support if the council comes up with some ideas or moves around funding to do a weekend outreach, and we can work to address and provide additional services on the homeless service side. I think that's something which would be great if we were able to do that. Where are we at with our. Or our number at the Multi-Service Center are homeless. Kind of one stop shop phone number. Is that all been implemented? Yes. It's five seven now for AMC. Okay. And can you remind me, Mr. City Manager, the CRM system. That's in this budget, correct? So CRM system is funded. We are we've been doing a number of things over the last year and a half. We will get an update from tech, an innovation. I believe you'll be seeing some progress with the rollout either end of the year or early next year. Okay, great. Thank you. There's a motion in a second on on the budget hearing. Members, please go ahead and testaments. ICE May Andrews Council Member Richardson. Motion carries. Thank you. Item 28.