I'll call the regular meeting to order. To make it easier for residents to voice their comments, there will be two public comment periods. There will be one at the beginning of the meeting designated for comments related to items on the agenda, and one at the end of the meeting for general public comment. Public comment for designated public hearing items will be heard when the item is called. Speakers will be limited to three minutes to state their comments. This meeting is being video recorded and streamed live on the internet Mr. Valdez, please confirm posting and roll call. Mayor, this meeting has been posted in accordance with the Nevada Open Meeting Law. All members of the Council are present, and you have a quorum. The record will note that Council Member Larson is attending via teleconference. Thank you. I would like to invite Reverend Mariano Ordonez, pastor from the Henderson United Presbyterian Church, to the podium to give the invocation, followed by the Pledge of Allegiance, which will be given by Julio Velez from Troop 7. Let us bow our heads and close our eyes as we ask guidance from the Almighty God. Let us pray. Gracious and loving God, we give you thanks for this day and for the opportunity to gather in service to the people of this community. We ask for your guidance and wisdom as the members of the Henderson City Council carry out the responsibilities entrusted to them. In the scriptures, you have said that citizens ought to obey the governing authorities since you have established those very authorities to promote peace and order and justice. Therefore, I pray for our mayor, the various levels of city officials, and in particular for this assembled council. Grant them clarity of mind, fairness in judgment, and a spirit of cooperation as they deliberate and make decisions that affect the lives of many. Help them to seek the common good, to listen with respect, and to act with integrity and compassion. Bless the city of Henderson and all who live, work, and serve here. May this meeting be guided by your wisdom, patience, and a shared commitment to the well-being of the whole community. In your holy name we pray. Amen. Good evening. Please place your hand over your hearts and join me in the Pledge of Allegiance. I pledge allegiance to the flag of the United States of America and to the republic for which it stands, one nation, under God, indivisible, with liberty and justice for all. Thank you. Ms. Garcia-Vas, are there any changes to the agenda? No, Mayor Romero, there are no changes. Thank you. May I have a motion to accept the agenda as presented? I'll move. Please vote. Aye. we have a voice vote please. All in favor please say aye. Aye. Opposed? Aye. All members voted in favor of the motion made by Councilman Sebach and it carries. The first section of your agenda is commendations and recognitions. Item number one is a recognition of the 988 suicide and crisis lifeline mobile crisis dispatch pilot office from the office of community and neighborhood programs. This is for information only and if a director Our first item, I'd like to invite Community and Neighborhoods Program Director Haley Juralamek and Crisis Response Team Supervisor Lisa Kelso to share more about the pilot and what it means for our community. My name is Haley Juralamak, Director of Community and Neighborhood Programs, and tonight I have Lisa Kelso, our licensed clinical supervisor for our crisis response team to present. We're here to share some exciting information about our ability to be the pilot for our 988 crisis lifeline. Historically, on a national level, we have approached mental health using our emergency systems, which have resulted in stigma, an overuse of 911, high rates of incarceration for individuals with mental illness, over-dependence on and crowding of emergency rooms, lack of continuity of care leading to repeat hospitalizations, use of psychiatric inpatient facilities, and ultimately we did not get people to the right resources or to the care that they need. So what you see here is the sequential intercept model, which frames out the new approach to those in a behavioral health crisis. The sequential intercept model, also referred to as a SIEM, encourages collaboration with the focus on providing people with the right resources at the right time. This framework is designed to prevent the criminalization of mental illness and to enhance collaboration between the justice system and the behavioral health systems. It identifies critical intercept points where interventions can prevent further involvement into the criminal justice system. So for this presentation, we're going to focus on intercepts 0 and 1. The entry point for intercept zero is typically 988, the suicide and crisis lifeline. At this intercept, individuals in behavioral health crises are connected to community-based services. This reduces pressure on emergency services, including 911, law enforcement, emergency departments, and our fire departments. The entry point for intercept one is typically 911. This intercept focuses on the collaboration between clinicians and law enforcement to get individuals into necessary services and treatment. The city's crisis response team is currently operating in this intercept with our fire and police departments. Lisa will talk about this a little more later in the presentation. So this new approach includes an integrated crisis response system. The crisis response system is a national system comprised of three major elements. The first element is someone to contact. 24-7 crisis call centers provide immediate, accessible support by telephone, text, and chat in both English and in Spanish. There are also services for veterans and the hearing impaired available on the call center system. Someone to respond is designed to provide rapid on-site interventions to de-escalate crises and connect individuals to care. The third element is a safe place for help. These locations provide immediate treatment and support to stabilize the behavioral health crisis. All right, so 988 is someone to contact. This is intercept zero. In July of 2022, the 988 Suicide and Crisis Lifeline was launched nationwide, and that replaced the 10-digit National Suicide Prevention Hotline number. In Nevada, we have two call centers, one in northern Nevada, and our southern Nevada call center opened on July 1st of 2025. On average, there are 3,200 calls that are answered in state per month through 988. The average time that a 988 counselor stays on the line and talks to an individual who has called is 20 minutes. Nationally, it's estimated that 10 to 20% of 911 calls are related to behavioral health, which is roughly 24 million annually. The Substance Abuse and Mental Health Services Administration has found that less than 2% of calls to 988 require law enforcement intervention. Most calls can be resolved at the call center level or can be resolved at the mobile crisis dispatch level. So that brings us to our crisis response team. As a team of licensed mental health clinicians and navigators, We are part of Henderson's Crisis Response System. In the city of Henderson, from July to December of 2025, there were approximately 1,700 behavioral health-related calls. Our licensed mental health clinicians self-dispatch to 911 behavioral health-related calls. This places us at intercept one. We collaborate with law enforcement and fire EMS. On scene, our licensed mental health clinicians can complete assessments and provide treatment recommendations. We work to connect to the individual to the right level of service. So we can ride with the ambulance and the individual to the hospital where we provide information and communicate with doctors and nurses, not only for treatment recommendations, but then discharge planning, Or if fire and police have determined that there's no need to transport the individual, we can remain on scene after police and fire have left to help connect the individual to treatment. We're working on providing clinical case management for up to 90 days to have that continuity of care and connection to the right service. Because we're part of Henderson's crisis response system, and because of the work we've been doing at Intercept 1, we've been chosen by the state of Nevada to be the first and only team to be dispatched directly from 988. This will put our team's intervention at intercept zero. We're currently working with the state to formalize the partnership, and we expect to be operational later this year. And looking ahead, May is Mental Health Awareness Month. So again, 988 is available for anyone who is in need of supportive services. And we'll take any questions. First of all, I want to thank both of you and your whole teams for the incredible work that you do. You started out just yourselves and then you moved to a partnership with the fire department, which was so successful. Then you expanded to the police department. All of those have provided incredible help to those most urgently in need in our community. And sometimes all it takes is somebody showing that they care and being there for who are having a crisis. So I want to thank you for that work. What you do requires such compassion and patience and care and you all do it remarkably well and I'm so grateful for the service that you provide to our community. It's amazing that you have been selected to be the 988 response team in Henderson. It's incredible that it's not surprising at all with the work that you do. So thank you for that. Congratulations on being selected and I look forward to seeing all all the many lives you are saving in the future from just being there for somebody. And so is the pilot a year, correct? Or no? Is it not time sensitive? It's just going to help frame out next steps for future teams. So we're really just kind of helping them work through any challenges to streamline services. That's awesome. So it's going to go forward, and this is just only going to get better and better and build and be able to provide this incredible service to our residents and those that are in need. And I just thank you all for what you do, and I know that you are incredibly capable and trained in your professions, and you've been able to take your schooling and your accomplishments and really put it into this program, and I've seen that. And thank you. It really... helps us offer even more to our residents. So I want to say thank you, of course. But the bigger part I want to just comment on is the impact this makes to the community. So thank you to the city leadership and for all you do to get this off the ground, because it's a game changer for our city, for the Valley, as 988 continues to grow and expand. But you said you did 1,700 calls approximately the last six months or whatever. but that number uh... has an exponential effect because it's that many less people call on nine one is that many less people uh... use the resources of our police and our fire which in turn and freeze them up to be more available uh... for the community so it's less drain on nine one one it's less impact for the officers and uh... fire of first responders and so All of that makes a cumulative difference to seeing more people on the streets, better response times. So it has a huge benefit to our community. So thank you for leading this. I know we have a long way to go, but I'm very happy that you get to pilot this and continue to grow, and it's in a very good hands. So I commend you both, and you and your team. So thank you for what you're doing and leading through this. I just want to say thank you. This is an incredible program, and I know it's been a lot of work getting to this point. We appreciate it. And anything we can do to help push it forward, we're here. So thank you very, very much. Appreciate it. Councilwoman Larson, did you have anything that you'd like to add? Yes, thank you. I wanted to say thank you because you at someone's moments because you're dedicated lives are being Families are being your work, Matt, is going to express. Thank you for standing. So care and support and healing our community. Someone in support and then I'm a professional at the bottom of my heart. Incredibly difficult and challenging, but you do it with such ease and compassion. Haley, to you and you. Councilman, we have a little bit of a bad connection, so we can get most of what you're saying, but it's breaking up pretty badly. But clearly, she's very happy with what you're doing and the way that you're doing it. So thank you very much for being here. Thank you. Thank you. Our second item is a proclamation declaring April 20, 2026, a safe pools rule day in the city of Henderson. Henderson is committed to protecting the health and well-being of our residents. The Safe Pools Rule Campaign plays a vital role in helping prevent these tragedies by promoting simple, effective safety practices throughout our community. Let's take a moment to watch a short video highlighting the importance of the three P's of pool safety. One of the hottest cities in America. And with that, is a huge responsibility to keep our kids safe at the pool. Drownings are a leading cause of death for young children in Southern Nevada. So before you dive in, we need your help to ensure all pools remain a safe and fun place this summer. Patrol. Most tragedies can occur in seconds. Always keep an adult nearby. Protect. Install pool fencing, alarms, and locks. These protective barriers can save a life. And finally, prepare. Have a summer safety action plan, including swim lessons and CPR classes for our little ones. Please spread the message and remind everyone, not just this summer, but every summer, that... City Fools Rule! I think we should just do a clap for that. That's a great video. At this time, I'd like to invite the Mayor and City Council to the gallery to present the proclamation, along with the CEO of Henderson Hospital, Sam Kaufman, TROSPER Public Relations Principal. Actually, I think Vanya is here. and Director of Media Relations and Special Events. Vanya Musto, Henderson Professional Firefighters Vice President Jonathan Ufers, Henderson Fire Chief Scott Vivier, Parks and Recreation Services Supervisor Skyler Roberson, Parks and Recreation Services Supervisor Michelle Schaefer. And did I miss someone else? I think we also see Zach coming up front too. All right, Sam, answer your phone. My wife. First of all, I want to thank our professional firefighters for the incredible work you do every year to make sure that people are aware how preventable this is, how preventable drownings are, and how most of the drownings and most of the submersion events are for kids that are four and under. Totally unacceptable. And the message that you are sharing with our community to protect our children can't be overstressed. And we would be remiss We have a special group of kids here who you saw in that video. I think they were a little bit younger in that video. They do an incredible job. We have one that was the victim in this instance right over here. Can you raise your hand? She was so convincing. I think she might have a future in film or acting because you couldn't tell if she was breathing. And she was very convincing and she took her role very, very seriously, which is incredibly important. But I would like to honor each of you today by proclaiming April 20th, 2026, Safe Pools Rule Day. And I look forward to having a very safe summer for all children in Henderson. Thank you, mayor. Um, I just want to say on the behalf of local 1883 and the members, um, we couldn't do this without mayor council city management, uh, CSN Kaufman, uh, chief of beer, um, and the rest of council. We do this year after year. I've done this since I've been here, my kids and my fellow brother, Anthony rush, his kids, uh, partake in this to bring awareness. And I just want to remind everyone that tragedy can strike at any second. Every second counts. And please practice three Ps, patrol, protect, and prepare. As warm weather comes, watch yourself around body waters and watch your friends, your neighbors, and your fellow brothers and sisters around any type of water. So thank you again. We couldn't do this without collaboration in front of everybody you see in front of here today. So thank you. I also want to thank Henderson Hospital for the role they play and the partnership they give to us every year. It's an incredible partnership, so thank you. Mayor and Council, the next section of your agenda is presentations. Item number three is a presentation, public safety update Henderson Fire Department. I'd like to invite Fire Chief Scott Vivier to share public safety and operational updates, including response times, department programs, successes and challenges. Welcome, Chief. Thank you. For the record, my name is Scott Vivier, and I'm honored to serve as the Fire Chief of the City of Henderson. and wait for the presentation to come up. And honorable Mayor and Council Members, thank you for the opportunity to speak with you today, and thank you for your continued support of the Henderson Fire Department. Everything I'll share with you today is a direct reflection of your commitment to public safety and the people we serve. Why we exist. At the heart of our department is a simple belief, people matter. That belief guides every decision we make, how we train, how we respond, how we serve, and how we support our community. Our vision of becoming America's premier fire department isn't about prestige. It's about ensuring that every resident, every visitor, and every business in Henderson receives the highest standard of care and protection. We do this through excellence through accreditation. Our accreditations are not just plaques on the wall. They are proof to our community that our community receives services measured against the highest national and international standards. We remain one of only a handful of departments worldwide to maintain accreditation through the Commission on Fire Accreditation International, where we've been accredited six consecutive times since 1999. And we are also the only fire department in Nevada accredited by the Commission on Accreditation of Ambulance Services. We've also been continuously accredited since 1999. These recognitions reflect years of disciplined work, rigorous evaluation, and a culture of accountability. And as you know, we are the only fire department in the United States that has those accreditations, as well as in a city that has earned the Malcolm Baldrige Award for Quality, which again is due to your leadership and foresight. So as we look at 2025 in review, I'm happy to share with you some impressive statistics and some of our accomplishments. Our community continues to grow and with it the demand for emergency services. In 2025 we responded to 44,064 calls, a modest but meaningful increase from the previous year of 1.1% from 2024. Over the past five years our call volume has increased by 15%. Despite increased demand, our teams continue to deliver high quality services. Fire total response time has improved by 23 seconds compared to 2024, and we continue to perform between our baseline and benchmark targets with steady month-to-month consistency. And as you know, an improvement of even just a couple of seconds takes an exponential amount of resources, so to see double-digit improvements is letting us know that our distribution system, our resources, and our people are in the right places, able to get to the emergencies in the correct amount of time. Our EMS response times have also improved by 11 seconds. These gains don't happen by accident, they come from strategic deployment, training, and the addition of the new resources that you, Council, have supported. Maintaining response times in a growing city is a significant achievement and reflects operational efficiency and resource deployment. Now I'll talk about some of our outcomes from those rapid response times. Our crews responded to 187 structure fires last year. Now those are just fires in a building. We responded to well over a thousand total fires, but 187 fires in a building. Nearly every one of those fires, 98.3%, was confined to the area of origin when we arrived, far exceeding our 90% target. What this means is it means that we are able to get to the location, deploy our resources, and keep the fire to where it started. If it started in the kitchen, it stayed in the kitchen. If it started in the garage, it stays in the garage. If the whole house was on fire, it stayed to the whole house and didn't spread to other houses. This means less property loss, fewer displaced families, and safer neighborhoods. In medical emergencies, our teams continue to deliver life-saving care. Among bystander witness cardiac arrests who are in a shockable rhythm, nearly one-third of the patients achieved a spontaneous return of circulation. This means the restoration of a heartbeat, pulse, and blood pressure. It's a strong indicator of effective training rapid response, and community CPR. And just last week, we got a chance to celebrate our cardiac arrest survivors at our celebration of life. We got to honor two of our fire captains who during their time on this department have been responsible for 15 cardiac arrest survivors surviving, which is an impressive stat. Nationwide, the out-of-hospital survival rate if you suffer cardiac arrest is less than 10%. What also matters besides the outcome of fire and medical is how we treat our people. We measure success not only in outcomes, but in how people feel about the care that they receive. Our customer service surveys show that 98% of our customers are overall satisfied. Over 99% of residents felt our personal arrived promptly and acted professionally, and 97% said we met or exceeded their expectations and that 1% was a police officer, Chief Raider, who wasn't happy with how he responded. I'm just kidding. That's a joke. Gotta work in a police fire joke. These numbers reflect us living out our values of compassion, integrity, and respect, behaviors we work hard to demonstrate on every call for service. So a couple key achievements. In December 2025, we earned our 10th consecutive CAS accreditation, placing us among only four accredited agencies in Nevada, and we are the only fire department in the state to hold this distinction. By the numbers, our CAS accreditation has been held since 1999. There are only 189 total accredited agencies in the US and Canada, and agencies only become accredited after a peer review, which is then sent to a board for a final review. As you know, we also opened our 13th fire station, Station 92. This was a major milestone that strengthened our service delivery. Station 92 opened May 7th of 2025, and we've already responded to over 2,600 calls in its first year of being open. Station 81 is probably one of the projects I'm most excited about. Station 81 opened May 27th, 2025 in the former Camping World building, and that station has already responded to more than 5,400 calls. And as you know, that was an adaptive reuse project where we were able to move from a smaller building into an existing structure, saving millions of dollars and greatly improving our response capability, as well as providing much needed warehouse space for our growing support branch. We also continue to stay engaged in the community. Our commitment extends beyond our emergencies and we know that our community is important to the work we do. We hosted nine open houses, welcoming nearly 2,850 residents. We held a Camp 911, giving local children hands-on experience with fire and EMS skills. We trained over 305 residents who received CPR and bleeding control certifications. And in addition, we performed several dozen neighborhood-specific classes that focused on emergency prevention. We know that prevention is a key strategy in addressing increasing service demand. And these programs build trust, preparedness, and a stronger connection between our department and the people we serve. We also revamped our Explorer program. Interest in fire service careers is growing, and we're excited to see that. This year, 159 young people attended our Explorer Orientation Day and 91 are now active in the program with a current average weekly attendance of 75, which is nearly quadruple previous years. This program is a pipeline that allows young men and women to get experience in the fire service and hopefully join this world-class department in the future. Additionally, we continue to focus on unique Staffing and Recruitment Challenges, and this year we held the Women in the Fire Service Seminar. Our recent workshop welcomed 36 participants helping these women see themselves in this profession, and that was held on Saturday, April 11th. Additionally, we are excited to welcome 11 new firefighters into our family who graduated Cadet Academy 57 on March 26th. They are now currently serving in our 13 fire departments where they'll be finishing the rest of the probationary year. What's on the horizon for you? If you've been watching the news or Seeing about fire department vehicles, there are lots of news stories about how difficult it is to get fire department equipment across the nation, but I want you to know that's not the case for us. While we still suffer those same challenges, our partnership with Public Works and their forward thinking has allowed us to stay ahead of the curve. As a matter of fact, we have eight fire engines that are currently on order, with two going in service next month, another two arriving the end this year, for arriving in the previous year, in the next year, and unlike other municipalities that need a fire engine today and they must wait five years for it to arrive, we're well ahead of the curve being able to keep our units healthy. In addition, we have one aerial ladder truck that has also arrived and is being upfitted that will be in service shortly, as well as we were able to put in some additional support vehicles such as our command package Tahoe's and a trailer that was received on grant that will allow us to expand our structural collapse capability. And also looking forward to the future, we have Cadet Academy 58, which we are in the process of testing for. As a matter of fact, yesterday we just finished the physical agility testing for that, and those candidates will now be moving on to their oral interviews. Finally, for selection interviews, That academy will start no sooner than August 31st, and we received more than 1,200 applications for those positions, and we're confident that we're gonna be able to find and fill those positions so we can continue to support future growth. Now, this academy will be for current vacancies and future anticipated attrition, and I can let you know that our current staffing number is healthy, and the number of vacancies that we have is in line with our traditional natural attrition, We're currently only behind nine people on the floor, 11 total, and we know that we'll be able to fill those rapidly in this academy. In closing, Mayor and Council, the progress we've made is a direct result of your leadership and unwavering support for public safety. Because of you, our firefighters have the tools, training, and facilities that they need. And because of you, our community receives world-class services. We are able to live out our mission every day which is to provide exceptional public services because people matter. On behalf of the entire fire department, I want to thank you. We look continuing to doing the work together. I'm now happy to answer any of your questions. Chief, thank you for that impressive presentation. Especially impressive is the fact that call numbers went up, not a lot, but they did go up because we are slowly growing, but your response times went down, which is incredible and is a testament to your forward thinking about positioning of stations and who you put where and the types of response vehicles that you have at each station based on the number of calls that you get and the types of calls that you get. If there's one thing that maybe most people don't know, U-Haul have a phenomenal record keeping ability. You have facts and figures to back up every single request you ever have You know down to probably the second how long it takes to respond to each type of emergency. You know that I have gone on ride-alongs and I've spent some time with your people. And if there is ever a group that epitomizes people matter, it is you. You live that every single day. It's not just something you say or put on a wall. Your people are living it every day. And I am constantly impressed with everything how they treat everybody in an emergency. Doesn't matter what the emergency is, doesn't matter how hurried you had to be to get there, they are calm, they are compassionate, they are caring at every single stop they go to, no matter what the situation is. I'm so proud of the work that you do. I'm so proud of our community being one of the safest in the nation. And it is in large part because of your team and their actions and the Chief Raiders team and their actions. You guys work every single day with the keeping in mind that your goal is to have Henderson be the safest city in the nation. And you live that out every single day. And it is incredible. incredibly impressive and I want to thank you for your work that you do. Thank you, Mayor. The credit goes to the men and women doing the work. You can't call yourself the best unless you show up for the test and score number one and that's what they do every day. Mayor, just a quick question, Chief. At the beginning of your presentation there was, I think there were two lines. Target, what was the other line? Benchmark and baseline. Explain the difference for us. Absolutely. So when we look at our numbers, average is not good enough. Average means 50%. So we measure our performance at the 90th percentile, which means nine out of 10 times what is your performance. And we have two numbers. One is a benchmark. The benchmark is the best performance you hope to achieve. Now a benchmark number is always meant to be difficult. It is always meant to be something that you have to work to get. So our benchmark is the lower number. Our baseline is what our performance has been at the 90th percentile for the past five years. Our goal is to always be between our baseline and our benchmark. Of course, we want to be closer to our benchmark, and we don't want to exceed our baseline. And so our 90th percentile performance improved by 23 seconds for fire responses and 11 seconds for EMS responses, which, again, is a significant achievement. I appreciate that. It's always a... kind of a bad joke, but if you're going to have a heart attack, have it in Henderson. Chances of survival are far better than anywhere else. It is, and I can't speak in specifics because that would be a violation of HIPAA, but just two days ago we had a citizen suffer sudden cardiac arrest who's already at home with their family. They were discharged completely neurologically intact, and again, that's just because of the men and women that do this every day. Thank you so very much. Appreciate it. I just wanted to say, you know, it's one thing to hear about our department. It's another to watch them in action. And I've had times where I've been able to do that, but mainly at the Safe Pools Rule program that we feature every year. And I watch how they come onto the scene and they just perform. in an incredible way. They are exact. They are focused. They are going to do the best job. And it matters. And you can tell to them it matters. And it is about people. And we have some of the most incredible people at the city of Henderson across the board, but especially at the fire department and the police departments. Their skills, their training, and their dedication make our fire department the best in the nation. And leadership is helps in a big way to set that tone. So thank you for your leadership. Thank you to all of the men and women serving in our fire service. I am grateful, but it was so impressive to watch that. And I just am grateful that I had that opportunity. And I know I turned over to you and I said, oh my gosh, is every fire department this way? But they are incredible. Thank you. Thank you, Councilwoman. I'll be quick. First, the police jokes are not funny. So, you know, I didn't find any humor in that. Understood, sir. But the last time you were here and presenting about six months ago, I challenged you about your outreach efforts. And because that prevention, again, turns into efficiency, turns into lower response times, and it makes our firefighters, our professionals, being able to be effective at what they're doing and more focused and so you did that so I want to say thank you for paying particular attention to that to that community engagement and I'm going to continue to challenge you in that not only because you started listening up the CPR training the AED training the slip and fall training or slip and fall prevention efforts that that again reduces the amount of call demand on your team and it frees up their time to respond to other emergencies and so you know those prevention efforts although hard to measure make a big difference. And so as we continue to move forward, to continue to look for those ways, like we just saw their presentation on 988, and how that also, I'm sure, is contributing to the call reduction. Any type of efficiencies or anything you can to free up your personnel makes a big difference, and at the end of the day, it saves those lives. So thank you for taking the lead in that. Thank you for your team, because we're seeing the results of that. and the leadership you bring and the results of that engagement is paying off. So please continue to do that. I look forward to the next presentation. Thank you, Councilman. We'll continue to meet your challenge. Councilwoman Larson, do you have anything to add? Can you hear me okay? So far. All right. Chief, I just want to express my sincere thank you to you and your team for your phenomenal work in saving lives and protecting our community. You do it with deep compassion and sexual quality of care. Your outstanding response times make a real difference in emergencies and ensure our residents receive help when they need it. And I just wanna thank you. We are extremely grateful for your services, your commitment that you produce every single day. Thank you. Thank you, Councilman. Thank you. Now is the time for our first public comment, but before we begin, the City Clerk will make an announcement. All email, text, and social media messages to the City Council and City staff is subject to the Nevada Public Records Act and the Nevada Open Meeting Law. Please do not sit, stand, or block the aisles, walkways, or doorways. And as a reminder, the vestibule at the back of the chambers is reserved for working City staff and public safety personnel only. During the meeting there are three opportunities for public comment. The first public comment period at the beginning of the meeting is for items that are on the agenda but are not designated public hearing items. The second public comment period is for designated public hearing items. During this period public comments are limited to designated public hearing items only. The third public comment period at the end of the meeting is for general public comment. During this period, comments may be offered on topics that are not on the agenda, but comments should be limited to matters within the jurisdiction, authority, or control of the city. Please note that the City Council cannot take action or deliberate on matters that are not on the agenda. Therefore, issues raised during the final public comment period will be referred to the appropriate city department for response through a contact Henderson case created by the City Clerk's office at the direction of the City Manager. Persons who would like to speak during any of the three public comment periods should sign up with the Deputy City Clerk managing the public comment queue in the vestibule at the entrance of the chambers in the back of the room. When your name is called by the City Clerk, please walk to the front of the podium, speak directly into the microphone, and state your first and last name for the record and your zip code. You will have three minutes to speak. Mayor, we have no one signed up for the first public comment period. Thank you. I'll close the public comment. The next section of your agenda is the city manager's report. Good evening, Mayor and Council. Congratulations to the 40 men and women who recently graduated from the Henderson Police Academy 13. These officers were challenged and persevered through months of intense training to earn their badge and are now ready to serve and protect our community. This academy also marked an important milestone as the first to include two graduates who participated in the Henderson Police Cadet Program, highlighting the success of our efforts to grow and develop future officers from within our own community, We're proud to welcome them to Team Henderson and are grateful for their dedication to keep Henderson one of the safest cities in the country. We are recognizing National Public Safety Telecommunicators Week by highlighting the vital role of our dispatchers and the city's fully staffed state-of-the-art dispatch center in West Henderson. Last year, the center handled more than 270,000 calls for service, supported by 42 dispatchers delivering an efficient and coordinated emergency response, while expanding training workstations to meet the city's growing demand. Often unseen but never unheard, we thank our dispatchers for being the steady pulse at the start of every emergency and connecting our community to help when it matters most. The Henderson Fire Department recently hosted its employee recognition and award ceremony, honoring more than 130 staff members, medical partners, and residents for their outstanding contributions. From life-saving efforts to outstanding customer service and leadership, these awards reflect the dedication and heart behind their work. Their heroism is to be commended. Thank you. Last week, our Animal Protection Services team removed 40 animals from a home after responding to unsafe and unsanitary conditions. I'm happy to share that all animals are now receiving care from the city veterinary staff and will be made available for adoption as they are medically cleared. I want to recognize and thank the Animal Protection Officers, veterinary staff, and partner organizations for their quick and coordinated response to ensure the safety and care of these animals. It is especially meaningful that this rescue occurred during Animal Protection Officers Week, highlighting the dedication these professionals bring to their work year round. We extend gratitude to all of our officers who serve with care and commitment to both residents and animals who depend on them. April is National Volunteer Month, and it's the perfect time to say thank you to our volunteers who contribute to making Henderson a premier place to call home. Last year, more than 2,000 volunteers contributed to more than 83,000 hours of service across our departments. One of our city's greatest assets is our sense of community. Thank you, volunteers, for your collaborative spirit and significant community impact. This week we are shining a light on National Crime Victims Week by turning the lights on Water Street District purple, a visual reminder that no one has to navigate the aftermath of a crime alone. Our Victim Witness Advocate Program connects, works alongside officers to guide victims and connect them with the services they need. The city is committed to supporting victims through resources, advocacy, and care. Thank you, Mayor and Council. That concludes this evening's City Manager's Report. Mayor, do you have anything? Sorry, okay. So I wanted to recognize that Stephanie Garcia-Vaas has been awarded America's 250 Public Service Champions Award by Local Government 250 and the National Academy of Public Administration. Well done. Your leadership continues to provide support leadership to the team that is making tremendous strides in all areas of our city. You have put an amazing team together that makes us proud every single day, and I want to congratulate you on earning that honor. Thank you, Ma'am. Thank you. The next section of your agenda is the consent agenda. Unless an item is pulled for discussion, council will take action on all consent agenda items with one motion. May I have a motion? Please vote. Aye. You got to vote. Did you vote? All members voted in favor of the motion made by Councilwoman Cox, and it carries. And before we begin on that, part of the consent agenda was... accepting a donation from Solar Shade to our animal shelter. And I want to thank them for their generous donation. It's a great example of our community's partnership and having a business step up in a meaningful way that's going to have a direct impact to our animals and the people caring for those animals. And it also fits very well within the the broader plans that we have for the improvements to the animal shelter, which are going to be happening very soon. I want to take a minute to recognize our shelter staff and volunteers for their continued dedication and compassionate service to these animals. And thanks again, Sol Up, for the amazing donation that you've made to make this a better place for our animals. The next section of your agenda is public hearings. Item 25 is a continued public hearing for DEV-2025-017-848, a major modification to the amended and restated cadence development agreement, and the recommendation is to approve. Mayor and members of council, this item is a major modification to the amended and restated cadence development agreement to allow one additional tavern and cadence master plan where this would then be two total taverns within the planned community on 2,200 acres. I just want to kind of give you a little background. Originally, Cadence was approved to have six taverns. And back in the day when the resort hotel was possibly going to be built within Cadence, Boyd Casino, that was the Joker's Wild, they had the decision either to build within Cadence maintain their current location. They decided to maintain their current location. Then at that time, Landwell had to make a decision on how to modify that urban core since they weren't going to have a resort hotel, which did include six taverns. So at that time, they modified the plan and removed the six taverns because they weren't sure where they were going to be located. Later on, they did come back in July of 2022 to ask for, I'm sorry, in 2023 to ask for one tavern to be located along Lake Mead. And at that time, they did add additional conditions over and beyond Title 19. So this tavern is going to be non-smoking, allow underage, so children. It's also going to require 75 seats in a dining room, not including the bar area. And also the food has to be served 24-7, which is over and beyond what the development code is. So today they are coming back to ask for one additional tavern. So that would be two total versus the six they originally had approved on the table. boulder highway side of the of the property so again two taverns with 13 000 homes 2200 acres so staff and planning commission both recommended approval of this request and before we start just to be clear the second tavern is proposed to have the same conditions for the 24 hours all those things as well correct that is correct in the in the exhibit in the in the um regulations that we have part of the standards and everything. It's very specific, the two on the Lake Mead Village Center and then also the Warm Springs Village Center, the same exact conditions. Thank you. Mr. Chairman. Thank you, Mayor, members of the Council. Tom Amick, 1980 Festival Plaza. With me also on this application is John Marciano, 218 Lead Street. We are here on behalf of the applicant, the Landwell Companies, and Mr. Ferris, who's up here with us. We appreciate Eddie's summary of the request for the major modification. He did a good job. I don't have anything further. I would just reserve some time for comment if necessary, if there are any other comments from the audience, and then I can answer any questions if you guys have them obviously as well. This item is a public hearing, which I'll now open. Yes, we have one speaker, Erin Midby, for item 25. your name and zip code for the record, please. Yes. Good afternoon, Mayor and Council. My name is Erin Midby on behalf of Boyd Gaming, and my zip code is 89052. And we are opposed to this proposed additional tavern, as many of you know. We recently opened Cadence Crossing Casino and made this investment in the city. And this will be the third tavern that has been improved surrounding that property within the last year. And we believe that this proposal can't be looked at in a silo, but rather needs to be looked at in the totality of the circumstances for overall economic development and the vision for Boulder Highway and this area. Our biggest concern is the oversaturation of gaming and alcohol based on our data. This area of town actually has the highest saturation of gaming devices in the entire valley within three and five miles. That is actually just for non-restricted gaming devices and locations. That saturation grows if you include the restricted gaming areas and the additional machines. So this would be 30 additional machines that have already been approved and then an additional 15. We believe this location is further exacerbated by the convenience stores that have been recently approved, each with five machines. So again, another total of 10 machines in that area. And the same for the oversaturation of alcohol. Although the distance separation does not apply with respect to Cadence Crossing and the master planned communities, the underlying rationale of having a distance separation between full on-sale alcohol uses remains. to prevent oversaturation of use with alcohol sales. Taverns and non-restricted gaming establishments all have the same exact liquor license that permits the full sale of beer, wine, and liquor. With this application's approval, that would be four full liquor licensees surrounding the corner of Boulder Highway and Warm Springs. We didn't think that was the vision that you all had for Boulder Highway and promoting the reimagined Boulder Highway plan. So we would respectfully request that the council deny this and not approve this additional tavern. If that's not an option, though, we would respectfully request something like a restaurant with a bar that would allow for five machines, as we understand that the residents all want additional restaurants and locations to attend to. So thank you so much. No one else in the queue, Mayor. I'll close the public hearing. Council, any questions or comments? They already did. I just have a couple of questions really quick. So, and I think you've already said this, but this project is going to be different than what we are used to having. So in other words, non-smoking, family-friendly, just talk a little bit about the efforts and this is well above code. Like he's, they've gone well above what's required. So if you can just spell that out a little bit. Sure. Happy to do that. So as you guys know, this would be part of the, this is an additional tavern that is within the Cadence Master Plan. The locations that Ms. Minby referred to were all along Boulder Highway. This is within Cadence Master Plan. which gives Mr. Ferris the ability to increase the standards, which he has done, because the intention for this location, as was the location on Lake Mead, is to provide a location and service for his residents, which means families, which means 24-hour food service at all times. Minors would be welcome. in the facilities, no smoking. So those standards are over and above what the city of Henderson's current standards are for a tavern. So really it's a, you know, we're looking for a restaurant with the machines to accompany that as an accessory more than anything. So that's why we have the elevated standards for this location. And also, how many taverns were approved? Give a little bit of the history. So yeah, just a brief history lesson on this. And I actually happened to be there with Lee 20 or so years ago when we were working on the original development agreement for Cadence and put together the 80-acre urban core that Cadence had envisioned, which included the resort hotel component that our friends at Boyd were contemplating doing at the time. And as part of that 80-acre urban core, in addition to 40 acres that he was going to do for the resort hotel, he had an entertainment district, and that's where the six taverns were going to be located that Mr. Dichter referred to. the original development agreement that had the option for Boyd to construct a resort hotel also had 40 acres of entertainment district which had six taverns approved as part of that which happened to be located immediately adjacent to the facility that they could have built had they elected to. They obviously did not and made the business decision to pursue the improvement for the what was then Joker's Wild location, now Cadence Crossing, which they certainly had the option to do that, but we don't think it's fair that Lee would be punished for giving those locations up when Boyd made that decision to go with the upgrade of Joker's Wild. to then come back and punish him and say, well, he gave those up, but now he can't have any back. We just don't think that's right, and we don't think that's fair. He's asking for two of the six back that he had originally been approved for. One is on Lake Mead. One is on Boulder Highway at this location. They both have the elevated standard. So as the council knows, he doesn't have much left. so there wouldn't be a situation where he would come back looking for any additional locations. So we think that's the right thing to do. I think, you know, when Mr. Ferris learned that Boyd would not take the option to build the new location, he could have come back to you and said, hey, I thought I was going to get 80 acres of of urban core and a new 40 acre resort and a bunch of new commercial and retail components. That didn't happen. He had to pivot to something else, which meant he could have come back and asked for some relief on some of the obligations that he made at that time, most notably a park budget that was very close to $100 million, but he didn't. He built all of it and kept his word and kept his promises to the city at the time. And as you guys can plainly see when you drive through there, it's beautiful. It's a wonderful master plan community. He's done a great job. So we feel like, you know, this request for to get one of these back from the six he was approved for is a fair compromise to him and will better the community. And you also, I think, noted that it would go from what originally would have been 90 machines to now 30. Correct. Okay. Thank you. Hold on. So I understand both sides. I understand the concern from Boyd about too many gaming machines concentrated in one location. or the possibility that more might come. So what I would like to propose as a stop gap or a prohibition against that, I would like a major modification done to the development agreement that would prevent any further, Mr. You might not always be here. You might not, it might be, Mr. Parrish might not always be here. It might be somebody else. And so I would like it in the actual development agreement that there's a prohibition on any further taverns of any kind within the Cadence community so that in a year or another year, they come back again and ask for something else. So that way, Boyd can be assured that this is it. There's no more coming. And we can get it into a document that codifies or at least close to codifies what it is we're asking for. Yes, I've got your notes here. We'll figure it out if it goes into development agreement or part of the standards for the taverns, but we'll make sure it's in a document that will run with the land. Nick's good with that. And we'll bring that forward to you at a future meeting. Okay. Then I would entertain a motion with that included condition. Yes, I'll make a motion to approve with the mayor's inclusion of that. It will come forward. Is that what you said, Nick? Come forward in a future meeting. Yep. Make that motion. Please vote. I agree with development agreement language in the future. All members voted in favor of the motion made by Councilman Stewart, and it carries. Thank you very much. The next item on your agenda is item number 26, a public hearing for the labor agreement, Henderson Police Supervisor Association, the funding source is the general fund, sales and use tax special revenue fund, and crime prevention special revenue fund. The recommendation is to approve, and we have HR Assistant Director London Porter here. Good evening, Mayor and Council. For the record, I'm London Porter, Assistant Director of Human Resources, And tonight I'm presenting a summary of a three year labor agreement between the Henderson Police Supervisors Association known as HPSA and the City of Henderson. Before I begin, I want to recognize the collaboration that has helped this contract cross the finish line, starting with HPSA President Charles Hedrick, the HPSA negotiating team, and the men and women who serve as the heart of HPSA. The city's negotiating team included Tamia Hawthorne from Human Resources, David Weiser from Finance, and Police Chief Reggie Rader, Christina Gilmore from the City Attorney's Office, Ben Gert from Outside Council, and our City Manager Stephanie Garcia-Vaus. A special thank you to you, Mayor and City Council, for your continued trust, your support, and your encouragement throughout the process. Now for the details. This agreement consists of a three-year term from July 1, 2025 to June 30, 2028. The contract includes increases in wages, retention pay, and deferred compensation match. In addition, this agreement contains reductions to the holiday and call-out pay. 100 percent of the savings, I'll say that again, 100 percent of the savings were reallocated to fund retention pay and deferred compensation. These enhanced benefits were directly prioritized by the HPSA membership. In closing, this agreement provides additional financial respect to our men and women who serve with honor and integrity. It also positions the city to remain competitive with recruitment, retention of critical leadership, and to deliver the commitment of being a high-performing service-driven organization. HR's recommendation is to approve this contract. That's HR's recommendation. Also, there's a note from President Hedrick over at HPSA, and his note reads, The new collective bargaining agreement that is before the council today represents years of difficult work. The members of the HPSA have ratified this agreement by well over 90%. And while the pathway here was difficult and at times disappointing, we appreciate what the agreement represents. The HPSA looks forward to working with the city and the chief under this new agreement. Any questions? First, we have to open the public hearing. This is a public hearing, which I'll now open. Mayor, there is one person in the public comment queue for this public hearing, Chief Reggie Rader. Regulator 89015. I'd like to thank the mayor, the city council, Stephanie Garcia Voss, city manager, the city attorney's office, finance, HR, everyone involved in the negotiation team, as well as our union heads for the supervisors' union and the officers' union to be able to get this deal done. A three-year deal is going to provide us a whole lot of stability. It makes it a lot easier for my job as a chief of police. I also want to point out the It's no small undertaking if you look at where we've come in a year to having to pull officers out of retirement to have a critical labor shortage to now getting ready to start an academy, the largest one we've ever had at the beginning of May, is really saying something. And that couldn't be done without the full weight of all of this city putting public safety first. And then another little point I'd like to make is while other agencies across the town are having to resort to up to $20,000 in bonuses, we have not had to do that to fulfill requirements every vacancy and then some because people want to come to the city to work here because it's such a fantastic place. So thank you to all those that are involved. Really appreciate it. No one else in the queue, Mayor. I'll close the public hearing. London. First of all, I want to thank all the teams. I actually, before the negotiations started back up after the arbitrator's decision, I asked two things of the city manager. The first was to try a completely different approach that was more open and had more give and take. And the second was if it was all financially feasible to be able to not have our members have to pay back the money that the arbitrator decision would have caused them to have to pay. I am so grateful that both of those things happened. In this case, negotiations were completed in two days. Far different result than what happened prior to that. And so I am grateful for both sides coming together with open minds and ideas that we're willing to work together and get this fantastic agreement for three years which provides a stability not only for the city for its finances but for the meant for the police members it's not a comfortable place to be not knowing what your what your compensation package is going to be moving forward and that's not a good place for anybody and none of us nobody wins when there's arbitration so I'm grateful that you all were able to accomplish this and and have such a wonderful result for our members I am super excited about the fact that this puts us in such a competitive position that by the end of this recruitment, our new training class, we will have zero vacancies. Average for the nation is 10%, and we are already far below that, but to have zero, that is not something we have seen in decades, and it is because of all of your hard work, the work of Chief Raider in reorganizing and prioritizing the work of the city manager working with him and with the staff to get it done and with HR for really thinking outside the box and working to bring the groups together for a resolution that works for everyone. So thank you for that. Congratulations. Thank you to the HPSA members. 90% approval rate is nothing to sneeze at. We appreciate the fact that they were all in and supportive of this contract and I'm excited to see it move forward. I JUST WANT TO THANK EVERYONE FOR THEIR HARD WORK. THIS IS NOT A FUN PROCESS FOR ANYONE ON ANY SIDE TO WORK THROUGH THIS SOMETIMES VERY, VERY CONTENTIOUS PROCESS. AND FOR EVERYBODY TO HANG IN THERE AND DO THEIR BEST WITH THE OUTCOME WE GOT, I VERY MUCH WANT TO APPRECIATE IT. THANK YOU TO EVERYONE. So, of course, thank you to everyone involved, your team, city leadership, to the HPSA, to President Hedrick and Chief Rader, everybody. The question I have is that you said it puts us on par with other agencies here in town, correct? That this pay and benefit package? That is correct. Yeah. And I know the mayor said, I just have to say, from a past law enforcement experience, to be able to attract people to a police department, It takes quite a bit. Of course, your paying benefits is one of the first things everybody looks at. Then they look at the equipment. But the other thing they look at is the culture. They look at the environment. They look at the community in which they're going to live and serve. And there's many facets to it. But to achieve that vacancy rate that's projected at this next academy down to zero is quite a story to tell, especially given the turnaround that we experienced in this last year. And so fantastic experience. work by everybody involved and it takes everybody coming to the table with that. It's not just one side or the other. It is a combined effort. But at the end of the day, the people who benefit the most, not only are the heroes, the people putting their lives on the line, but also our community. Never forget that part that they have a level of service that is getting compensated for and is going to continue to lead over these next three years and it brings that sense of stability there and we're putting more and more officers on the street And so thank you to everybody involved, the city leadership, to the mayor and council and their support, and to Chief Rader and your entire HR team and to the union and to the 90%, well, actually to all of them. So thank you all for what you're doing and continue to do to keep our community safe. Appreciate it. This was an extremely long process. I'm sure everyone is very glad to have it over with. I am. I'm very grateful it worked out for our men and women that are serving on our police department. And that they do not have to have any money removed or paid back to the city. That worked out fabulous for them. And I'm so grateful. Having to have done that after receiving a pay cut last year was difficult. So this was the best, I think, for both sides. And I'm grateful to everyone. And I would echo what has been said about our team coming together and making it work. And I love win-wins. So thank you for to everyone for all the work they've done. I know that there's a lot that aren't even recognized that are behind the scenes. So thank you. I appreciate it. You're very welcome. Councilwoman Larson. Yes, I want to say thank you to everyone for working together to finalize the agreement. And the zero vacancy rate that we will soon see is absolutely phenomenal. Thank you. Thanks. May I have a motion? I motion. Please vote. Aye. All members voted in favor of the motion made by Councilman Seabach and it carries. Thank you. The next section of your agenda is bills referred for adoption as ordinance. Item number 27 is bill number 3918, ZCA-2007-660012-A2, DeMarco and Olson, and the recommendation is to adopt as ordinance number 4155. Any questions? If not, we have a motion. Please vote. Aye. All members voted in favor of the motion made by Councilman Seabach and it carries. The next section of your agenda is new business. Item 28 is the appointment by Councilman Carrie Cox to the Henderson Community Education Advisory Board. The recommendation is to appoint Dan Sandoval to the Henderson Community Education Advisory Board. Any questions or comments? We have a motion. Please vote. Aye. All members voted in favor of the motion made by Councilwoman Cox, and it carries. Item 29 is the appointment by Mayor and Council to the Southern Nevada Water Authority. The recommendation is to appoint Councilman Jim Sebach to serve as the City of Henderson's representative alternate to the Southern Nevada Water Authority. We have a motion. Please vote. All members voted in favor of the motion moved by Councilman Stewart and it carries. Item 30 is a presentation, the City of Henderson's tentative budget for the fiscal year 2026-2027 and the recommendation will be to accept. Assistant Director of Finance David Weiser is here to do the presentation. Good evening Mayor and Council. For the record, my name is David Weiser. I'm the Assistant Director of Finance. And today I'm going to be presenting the tentative budget for fiscal year 2027. But before I get started, I want to give a big thank you to all those involved in building this year's budget, all of our department analysts, our department directors, our city manager's office, and most especially our budget office. As you know, this is a six month long process and involves countless amounts of hours just to get us to this point. So with that, I'll jump right into our planning considerations for the upcoming fiscal year. First and foremost, we have asked all of our departments to maintain cost neutrality. This is the second consecutive year we have taken this approach, and the reason is simple. We continue to see our expenditure growth outpace our anticipated revenue growth. So in order to give you a fiscally responsible and sustainable budget, we have to ensure that we are right-sizing our expenditures to our revenues. Now, it's important to note that cost neutral doesn't necessarily mean that there is no new additions to this year's budget. We still have our contractual obligations that we have to plan for. We still have unfunded mandates, and we need to operationalize past investments of the City Council. In addition to that, we have implemented a best practice for the second consecutive year, which is where we identify operational savings within our general fund budget. I'm proud to say for this fiscal year, we have identified $1 million approximately in general fund savings with no impact to our current service levels. Additional planning considerations include our local economy. As you can see, consolidated tax remains a real down spot for us, which has effectively remained flat with limited growth. The housing market here has remained constrained due to high interest rates, and these high interest rates are also impacting permit activity here in the city of Henderson. Our own development services center has reported a 15% decline year over year for the current fiscal year. At the same time, we're seeing slowing tourism growth, which impacts our growth-dependent revenues, such as consolidated tax. You're probably aware, last calendar year, the LVCVA reported visitor volume down by 7.5%. So far for this calendar year, it has remained flat. And then at the national economy scale, we have geopolitical risks, right? We have all seen a surge in energy costs. Just since February, we have seen national gasoline prices increase by more than a dollar. Jet fuel prices are also increasing. And all these factors will ultimately impact the tourism industry here in southern Nevada. these surging energy costs will also cause inflationary pressures for us directly when you think about the cost of construction the cost of vehicles the cost of purchasing equipment these things all have downstream impacts to our budget and again we've also seen continued weakness not just locally where our unemployment rate is elevated from the national averages but weakness in the overall national economy, which will hinder discretionary income and spend within the Las Vegas Valley. Now, one bright spot to note is Property taxes in the city of Henderson remain one of the lowest among major Nevada cities. At $0.77 per $100 of assessed valuation, we're able to provide our citizens some of the best services with the lowest tax rates here in the southern Nevada. So in addition to that, at $0.77, we also have a very low employee-to-citizen ratio at $6.5. employees per 1,000 residents. So looking at those two factors combined, you can see we're able to do more with less, but yet still give our residents the high quality of services, such as one of the top nationally recognized parks and recreation departments, fire departments, one of our nation's safest cities, and so on. Now going into where the money comes from for the general fund for fiscal year 2027 we are anticipating 420 million dollars in general fund revenues. The largest slice of that pie is consolidated tax at 42 percent. Now as you know consolidated tax is primarily sales tax driven and it is not geographic based to the city's boundaries it is based on the Clark County's boundaries, and it is redistributed to us via a formula prescribed by NRS. So it is highly volatile to how well the local economy is doing. So when those 40 million tourists do not show up at the Las Vegas Strip, that ultimately is what's hurting our revenue growth. The second largest revenue stream is property tax at 30%. And we are also limited with the growth in property tax due to the state legislature implementing property tax caps of 3% for residential properties and 8% for commercial properties. So that also impacts our level of growth that we can see from the property tax. So combined, 72% of our general fund revenues are from these two sources, and they are largely outside of the city's ability to control. Diving a little deeper into consolidated tax, since this is our largest revenue stream, you can see for fiscal year 2027, we are anticipating $176.1 million in revenue. Now that is up from our 2026 budget of a 1.8%. However, the real story here is if you zoom out, And take a look at the four-year trend going from 2024 to 2027. That total four-year growth is only 2.3%. Now, that is striking because when you look at historical averages pre-COVID, our consolidated tax growth rate was anywhere from 5% to 8% on average. So this is not enough to keep pace with our expenditures. Assessed valuation growth is anticipated to go up 4% to $24.1 billion for fiscal year 2027. And now assessed valuation growth correlates strongly with property tax, but it is not a one-for-one correlation because of those property tax caps of 3% for residential and 8% for commercial. Oftentimes in a period of strong growth, we see assessed valuation grow faster than our property tax revenues. This year, we are seeing the opposite because we are actually eating into some of the previously abated amounts. So for fiscal year 2027, we're anticipating a 6.9% growth for our property tax revenue with 143%. million dollars that's that blue bar there the orange bar however is represents amounts that are abated due to the tax caps now abatement means a effectively represents a reduction in the taxes owed by the property tax owners due to the tax caps and we are anticipating forty two point four million dollars in revenues that we are not receiving in due to these tax caps. Now you can see that amount has gone down from its peak in 2025 and that's because assessed valuation growth is simply not keeping up, which is indicative of how well the overall economy is doing. Now, that 6.9% number does look good on paper as a headline rate, but the true story is a little bit more in the details here, and that's why we're showing this property tax per capita. So this is inflation-adjusted and adjusting per residence, so taking account of population growth. Our property tax is actually lower in 2026 than what it was in 2011. So you can see we got $366 61 cents per resident in 2026 in 2011 that number was 371 dollars and 84 cents so that is a four percent decline so even though we see these numbers such as 6.9 percent growth it doesn't feel like it because when you account for inflation you account for the population growth that we have to provide services for it is just not enough to keep up At the same time, those property tax abatements are also growing pretty exponentially as well. In 2026, $123.21 per resident is being abated. In 2011, that number was only $12.45, so more than 10 times growth in the amount of taxes being abated. And remember, those are taxes that the city is not receiving. As far as where the money goes for the 2027 total expenditures are anticipated to be $422 million. I do want to point out that that is about $2 million more than our revenue numbers, but that is due to one time capital expenditures within our budget. Our recurring revenues and recurring expenditures are structurally balanced for fiscal year 2027, and we are in total compliance with our financial management policies. Now, as you can see on the left-hand side, that pie chart, 60% of our budget is dedicated to public safety, That is consistent in years past. And then on the right-hand side, we have the same expenditures broken up a little bit differently. You can see salaries and benefits represent about 80% of total general fund expenditures, which is to be expected when you consider the type of services that we provide to our residents, whether it's police, fire, parks and recreation, we are a people-oriented business. Getting into the fun stuff for fiscal year 2027, our budget highlights. I want to highlight the Cadence Sports Park. This is a turnkey developer funded park, which means there was no upfront cost to the city. And if this was a park that we had developed internally, this would have cost the city $100 million to develop. So a huge investment there. because it is 100 acres it's a community asset with multi-use fields courts trails and many family amenities as well additionally we are anticipating 500 000 in new revenue to the city's general fund and with that new revenue we are being strategic in how we operationalize this park for the new staffing that will be ultimately required to operate it by taking a phased approach over two fiscal years to hire these staff. In addition, we are being strategic because we are going to be redeploying our turf conversion project team. which will be expiring at the end of this calendar year. We will be redeploying those individuals to our parks and facilities staff overall for our park service. In addition to this Cadence Sports Park, I also want to point out that we are also making additional investments within our parks maintenance group and our parks facilities within various parks such as splash pads, pools, all throughout the city within the next budget year as well. For community safety, we are making permanent our crisis response team. This is the existing team that you saw earlier today. In addition to that, we are going to expand those services through coverage and hours that we are able to provide our residents and we're able to do this with the use of special revenue funds so no impact to our city's general fund for these expanded coverage. Additionally, we are expanding and scaling up our police cadet program for six full-time cadets, which will help us to strengthen our recruitment pipeline, reduce our long-term hiring costs and training costs for our police department. Additionally, we will be maximizing our officer staffing with 14 new police patrol officers and one jail administrator as well. Now, it's important to keep in mind that the budget at the end of the day is a plan and all plans could be subject to change, especially when we have a potential material event such as the city's parks ballot. So the city's parks ballot on June 9th, the primary voters will decide if we maintain funding for 40% of our parks and recreation budget. Now this ballot question is simply to maintain the existing 77 cents of $100 of assessed valuation. As I pointed out, that is already the lowest tax rate among major Nevada cities, and it is only to maintain that rate, not to increase. Now, if this measure were to fail, the city will lose $22 million annually in dedicated parks and recreation funding. That is 16% of our total property tax rate, and this would be effective beginning fiscal year 2028. However, our planning would begin immediately. Now, to put this into perspective, this is over 5% of our total general fund revenue. The last time the city experienced a 5% decline in general fund revenue was during the onset of the great financial crisis. So this would be the equivalent of a great recession for the city's finances. If the measure were to succeed, we would simply be able to maintain the existing levels of services that our residents expect because the tax rates will remain the same. So given the magnitude of this impact of this parks ballot, we wanted to share with you some potential consequences if this ballot were to fail. If it fails, these are some illustrative examples, and it's not an all-inclusive list, but to provide you some illustrative examples of how would we fill this $22 million revenue gap. The first example is simply indiscriminate cuts. We would take a 40% across-the-board cut to our Parks and Recreation Department. This would impact staffing, operating hours, deferral and park maintenance, facility closures, and would be detrimental impact to all services and programs that we provide. An example number two, we ask our residents to pay more for less. We do aggressive fee increases to offset these cuts. We prioritize revenue generating programs like sports. However, even with a 100% fee increase, notwithstanding any impact to demand for those services, that would still generate less than $9 million, so not enough to cover that $22 million hole. Therefore, we would still have to have substantial cuts resulting in deferred maintenance, diminished services, reduction in facility hours, and our closures may still be required. Lastly, would be an all of the above approach a citywide mitigation approach where we would take a hybrid and of the both to increase revenue substantially. We were prioritized program reduction, but then we would also be implementing our citywide contingency plans for up to a 5% across the board cuts. So all in all, a pretty severe and material change to this upcoming year's budget, even though this would be impacting effective 2028. Now with that, I wanted to share with you some next steps for this fiscal year's budget. First and foremost, the 2027 budget is online for all of our residents to view. It has been submitted to the Department of Taxation for certification. which we expect to receive sometime prior to May 15th. And then on May 19th will be the public hearing and ultimately council adoption of the final budget, which we will submit to the Department of Taxation by June 1st. So with that, be happy to answer any questions. David, I want to thank you and your team, actually the team across the city for working on this budget. This was not This is not by any stretch of the imagination an easy budget to put together for all the reasons that you talked about and more. I mean, exacerbating the tax cap problem is also the depreciation problem. We're the only state in the nation that has depreciation, which is further reducing the property taxes that we get. We have rising costs that are completely outside of our control. Most of the things that are impacting our budget are completely outside the city's ability to control at all. costs and revenues. And so that makes it very difficult to plan a budget that is responsible and that meets the needs of our residents, maintains our high quality of life, and maintains the premier services that we have provided historically for our residents. I can't overstate enough, I agree with you, the ballot question that is coming up We have got to keep those tax dollars in Henderson and people need to educate themselves on that ballot initiative so that they understand the implications of it not going forward and what would be required of the city to do to maintain operations even at a minimal level. So that's something I appreciate that you highlighted for us. It's hard to understand the magnitude of what would happen if that doesn't pass. And I think you gave some great examples. Those are all realistic options that we will have to face if that situation should arise. I want to ask, you mentioned some of the capital projects that are going to be going forward. We have several. Despite all the bad news, we do have good news. And when you present the final budget in May, if you could please talk about those capital expenditures, not only the physical improvements themselves, but how we are staffing them, things that we have done to, you mentioned it a little bit with some of the park staffing, but kind of elaborate a little bit more on the things so that we can see some of the positive things that are happening as well with our capital improvement plan. I appreciate the fact that we have a balanced budget, that you took the time to abide by the law. We're not the federal government. We don't kick the can down the road and do a continuing resolution. We have a balanced budget and we have a responsible 80-day fund and we have a responsible stabilization fund should things really turn south. You all have prepared us in a way that makes it, we are able to make these decisions in a much more controlled environment than we otherwise would be. And thank heaven that we have that slow steady growth or else we would be in significant trouble because of the tax caps and the depreciation. So I appreciate the efforts that you put in. Not only to educate yourselves on all the things that are impacting our city's budget, but also looking to the future and what we need to do to make sure we're able to maintain services, maintain operations, and maintain the premier nature of our community. I appreciate it. Thank you. Then may I have a motion to accept the presentation. Please vote. I just, sorry, can you hear me? All members voted in favor of the motion made by Councilwoman Cox and it carries. I vote aye. Thank you. Sorry, you're in and out still. Item 31 is a resolution to delegate budget augmentation authority and execute award agreements for grants and philanthropic funds to the city manager, CEO, or her designee. And the recommendation is to adopt as resolution number 4679. We have a motion. Please vote. Aye. All members voted in favor of the motion made by Councilman Stewart.