Okay, madam clerk, if we can go ahead and get started, we're going to go and call the city council meeting and the redevelopment agency board meeting to order today, March 3rd at 10:04 a.m. [snorts] We could maybe start with the pledge of allegiance. Um is director vampiran here. If I could ask you to lead us in the pledge of allegiance today, please 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 so much, Director Ramir. Madam Clerk, if we could start with the roll call please. >> Thank you. We'll we'll first start with roll call for the Reno City Council. >> Council member Taylor >> here. >> Der >> here. >> Vice Mayor Martinez. Council member Eert >> here. >> Reese, >> I'm here. >> Anderson here. >> Mayor Shivy absent at this time. Vice Mayor Martinez, you do have a quorum of the Reno City Council. And we'll go ahead and also call a role for the redevelopment agency board. Council member Taylor >> here. >> Dor >> here. >> Vice Mayor Martinez >> here. >> Eert >> here. >> Reese >> here. >> Anderson >> here. >> She absent at this time. You do have a quorum of the redevelopment agency board. >> Thank you so much. We'll roll right through for public comment on the Reno City Council first. Do we have any public comment registered for Reno City Council? >> We do have public comment registered. if you'll give me just a moment. >> Mr. Vice Mayor in point of order, can I ask we've opened the redevelopment agency and the city council at the same time? Yes. Are we taking um public comment as for both at this time? >> Yes, >> we are taking one round of public comment. >> Thank you for clarification. Yes. All right, Vice Mayor Martinez, our first item today on both the Reno City Council agenda and the redevelopment agency agenda is opening public comment. It should be noted for those in attendance that comments are to be addressed to the mayor and council as a whole. Comments heard under this item will be limited to three minutes per person and may pertain to matters both on and off the council's agenda. Council may not take action upon any matter not agendaized on today's agenda. When you're called on for public comment, please state your name for the record and begin speaking. The timer will begin when you've stated your name and you will be afforded three minutes. For those participating in chambers in accordance with council rules 6.3.11, while in this room, please be respectful. Disruptive behavior from audience members like clapping, yelling, whistling, etc. which impede the meeting may result in a warning issued by the presiding officer. If the behavior continues, you may be removed from chambers. If you're an attendee in the Zoom meeting would like to make public comment, please raise your hand at this time. Our first public commenter is Chuck Riley, followed by Steven White, followed by Will Truce. >> Hi, my name is Chuck Riley. I'm a part of a growing number of business owners on Four Street that share a vision to transform East Four Street into an exciting destination. Um, it's my belief that when you fix broken window panes, they stay fixed. When you don't, buildings face despair. The Reno Restore Project allowed many of us to fix our broken pains and bring our businesses back to life. And we all are appreciative of your leadership in continuing to drive that important project. The art district in Los Angeles in Las Vegas and the LA River Project in Los Angeles and many other vibrant hotspots in our country today at one point needed an infusion from their city leaders to help people like myself fulfill their dream of transforming a once historic pathway to our city as a go-to popular destination for food, entertainment, and the arts. We have on the agenda today adding street lights to the corridor. By adding string lights to the the four street corridor, we will do more than light up the streets. We will create a safer environment that will [clears throat] attract people outside of the city to embrace what many of us already know to be a great city destination. We will also be providing light poles that could become camera hotspots for area businesses to assist the RPD in monitoring uh the area. Adding lights to Forest Street and assisting my co colleagues in the vibrant district would create an immediate return on investment in helping the RDA accomplish its goals for a vi a vibrant inner city destination. As BIS business owners, the Reno Restore Project and lighting up our streets will empower us to invest further and sooner in our businesses. I respectfully ask you I I respectfully ask you to help us help you make East Four Street anired city project much like Las Vegas did with the art district. Thank you very much. >> Thank you, Mr. Steven [clears throat] White followed by Will TRS. >> Good morning. Um, we reprinted the flyer here. I gave you a copy and on the backside we put the rules for Art in the Park. Figured that was important so people know what it was all about. Um, you know, I'd like to call to your attention the fact that, you know, for 40, 50 years, this city governments and other city governments around the country have quite literally violated the constitutional rights of artists in America, run them off of public property and labeled them as commercial vendors. [clears throat] You realize the damage we've done to all these young people? Literally generations of young artists have been denied their their God-given right to be able to share their artwork with the communities they live in. They've been denied their constitutional right to freedom of speech through artistic self-expression. It's terrible. We've all been robbed. Those generations of young people lives have been destroyed. You know, literally creative lives have been destroyed because of this. Um, you know, there are just so many benefits to the arts. You can change kids' lives in a positive way. It can help the senior citizens. I just got an email from David the other day. He was downtown here at some uh some place where he ran into a bunch of homeless people and it turned out they were doing artwork [laughter] and he went and told them about all this. There was one guy apparently that was carrying a bunch of little paintings of flowers around with him. So, this can help, you know, homeless people as well. But it is so important that we get this going, that we get funding for more of these displays. We should have had art displays in our public parks for all these years. Think about it. While on the one hand we have literally robbed all these young artists of this wonderful opportunity for all these years. On the other hand we've spent millions and millions of dollars on sports venues you know creating opportunities for community involvement in sports. There's no excuse for now, now that we understand the law, now that we have the federal court rulings and the state law, there's no excuse for not providing venues in the parks for all these young artists and old artists of all ages to be able to share their artwork with their community. It's long overdue and it's their god-given right. It's their constitutional right to do this. And by God, isn't it time that we start bringing beauty to the world? Isn't it time that we start bringing understanding and building bridges of understanding between all the people that make up this melting pot of humanity we call America? So, I appreciate your support and I hope that you'll help us get the funding to create more of these displays for artists to be able to do this in the park. God bless you all for the work you do. Thank you. >> Will Truce followed by Josh Theurriott followed by Samantha Ryan. Good morning, members of city council, city manager Bryant, and Mayor Shivi. I just wanted to briefly share how meaningful the Restore Grant is for small businesses, business owners in our community. I'm [clears throat] a co-owner of Black Rabbit. We're known for many things. locally sourced drinks and pie, diverse and inclusive live performances, and kind-hearted bartenders. But at our core, we don't really see ourselves as a bar. We see ourselves as a community gathering space that fosters meaningful and joyful connections between people. Like many small businesses, we don't own our building. Instead, we've invested much of our lives, energy, and resources into opening a space that brings people together. Because of that, we often have very little capital left to continue improving the space in the ways that we've dreamed of. When we were awarded the Restore Grant in 2024, it allowed us to meaningfully transform the interior of our venue. We were able to make it more beautiful, more welcoming, and more conducive to the performing arts. As a result, we've been able to support more local musicians, artists, makers, and charities. Those ripple effects go far beyond our walls. Programs like this help strengthen Reno's culture, creativity, and local economy. And I just want to sincerely thank you for continuing to support small businesses through initiatives like the Restore Grant. It truly makes a difference. And I'm also just learning that the uh string lights for East Forest Street are in part on the agenda today. And I just want to say everything the Restore grant did for Black Rabbit in regards to making it more beautiful, more welcoming, and a vital part of our economy and culture. I think these string lights are going to do something similar for the East Four Street area. So, I want to vocally voice my support for that, too. Thank you folks. >> Josh Theura, followed by Samantha Ryan, followed by Shane Matias. Uh good [clears throat] good morning council members, madame mayor if she's out there, uh city manager Bryant, uh RDA team, those who are here. Um for the record, my name is Josh Terriott. [clears throat] I'm an East Fourth Street and Brewery District investor and enthusiast as well as the president of the Brewery District Coalition. Uh so it should not be a surprise that I'm here to voice my support for uh the resour program as well as the um uh beastro lighting project uh uh and budget allocation as detailed on page 19 of the presentation. I've been active in the east for street corridor for about 15 years long before it became known as the brewery district. And I've had the opportunity to speak with many businesses operate uh business operators in the district as well as businesses who have interest in operating in the district as well as many residents who enjoy visiting the district. I've heard many opinions of the area both positive and negative. A reoccurring theme is the perception of safety in the district. As we all know, [clears throat] excuse me, as we all know, we have some unique situations and challenges in the brewery district. And as we work together to preserve and respect the history of the area while harnessing the potential, there are few there are few clear value added improvements that can be made. Lighting the streets and alleys is one of those necessary improvements. I've seen firsthand how effective good lighting can be in reducing mischief and crime while providing a sense of safety. The positive results happen almost immediately. Adding beastro lights on East Street provides multiple benefits. better lighting to discourage bad behavior, improves improve the sense of safety, create a unique experience, and showing respect for an area that has been the home to many longtime Reno businesses. The RDA programs have been instrumental in our collective efforts to restore and revitalize the East Fourth Street corridor and the uh East Fourth Street corridor and the Brewer District. As more businesses move to the area, more residents and tourists visit the area, and as the university expands into the area, additional investment and improvements will provide exponential value to all supporters as well as the city. Providing a brighter, safer, and more welcoming atmosphere to friendly and supportive visitors will have a positive impact on tax revenue, crime, and the overall experience of visit of visiting the biggest little city in the world. Thank you for your time, consideration. >> Samantha Ryan, followed by Shane Matias. >> Good morning. [clears throat] I'm speaking in favor of the street lights on Fourth Street. Um, my office is there. I've been there for just over a year. I chose to locate there because I'm very excited about the transition that the area is going through. Uh, I work in commercial development and brokerage. I'm heavy in retail tenant representation. There's a lot of exciting brands that I'm hoping to bring to this market. And what I realized after being on Fourth Street for a year is that our biggest challenge is perception of safety. That's that's the fight when we're trying to bring new companies there, when we're trying to encourage foot traffic for all the existing businesses. Um, for the last 10 years, I've done a lot of work in Southern Nevada. I worked on a a groundup hotel project in the Las Vegas Arts District that delivered shortly after COVID. Um I think that area, if you're not familiar with it, it's a great model of what the Forest Street area can become and is working to become. I just think it's about 5 to seven years ahead of where our brewery district is. uh the city of Las Vegas chose to install some of these beastro lights in that area um right after the hotel delivered and the the difference that it made was immediate. All of a sudden, people felt safe. They felt comfortable to explore the next block. It lifted all of the businesses. Um the area also got an insurgence of events. Right now, organizations want to host their nighttime events in an area that's already well lit. So, it was a huge economic boom. I saw it firsthand and I think it's a great way to help Fourth Street. Thank you, >> Shane Matias. Followed by Shane Turner. >> Uh Matias, by the way. Um so I'm the owner of the Reno Bar and Grill. Um we're at 903 East War Street. Um people we are also recipients recipients of the uh restore program and without that um we would not be able to do what we're doing. Uh that money was uh instrumental in o opening the restaurant. Um currently people when they come down to four street they've never had a reason to be in that area before. Now that there's a restaurant there people are pleasantly surprised. They go it's not as bad as we had thought. Um, but there are still security concerns. Um, we've had a a few incidents with uh vehicle tampering and a few things. Um, but with the with the new lights, I think uh it'd be a more welcoming situation for uh the public to come down and see what we're doing. So, thank you, >> Shane Turner, followed by Ian Anderson. Um, hi everybody. Um, my name is Shane Turner. I am the new owner operator of Aby's Highway 40. Um, this was brought to my attention recently, but the, uh, the introduction of Beastro lighting for the brewery in East 4th District, I think could be an incredibly beneficial aspect for our community and for everybody coming into our community. these people. Um I had a lovely conference group come to Aby's this last weekend and they voiced their um anxiety walking through some aspects from where they were staying to the bar itself. And I think that if we're able to create a more inviting atmosphere, we have so many travelers moving through these spaces and to create a space where it's not just points of brightness at an establishment establishment, but having a truly lovely place to explore by lighting it in a way that connects everything as the community that we have is connected. Um, I can't see it be any I can't see it being anything other than beneficial for us, for all of our patrons, and for uh accessibility. Thank you. >> Ian Anderson. >> Good morning. Thank you very much for your time. I'm Ian Anderson and I'm on the Parks and Rex Advisory Committee Board and I'm here to speak to you about the capital improvement project budget. for the parks and rec uh department. Um there's a couple of interesting projects that we're here to support. We hope that you all can uh support these as we go through the budgeting process. Um they're pretty straightforward requests this year. Um including Manzanita pathway uh park repairs. Uh many of the sidewalks that are in Manzanita Park are due to roots and things like that. Um we're seeing that uh they're not ADA compliant. it's very hard for people uh to be able to walk on those paths. As you know, that's a great park uh surrounded by neighborhoods and is used very very regularly. And so we hope that um we can get that um completed this year. In addition, Chrissy Colin walking past there as well. Um there's been degradation to the uh to the asphalt paths and we hope that uh we can get them ADA compliant and um repad those much much like what's occurred at um at Virginia Lake Park. the redoing of all of the paths over there in past years facilitate walking and exercising. Um, and then lastly at Virginia Lake Park is the fountain replacement. As you know, the water quality there is an ongoing issue and the fountains and the circulation of water there. Super important. So, those are just three of the projects that uh I wanted to bring to your attention. Again, this is the capital improvement project budget for the parks and reccks uh department. So, as you're going through and you're making all the difficult choices you have, we hope that you'll consider those and support those so that um all of our families can enjoy the parks. Thank you very much for your time. Greatly appreciate it. >> Thank you, >> Mr. Vice Mayor. We have no additional public comment registered for the record. We did receive four >> on this or on B1. You labeled it as B1. >> Well, I'd rather do it now. >> Okay. >> Art Rangel, thank you. >> Thank you. Before my three minute starts, I just whoever came up with this, thank you so much. I wish everybody in the state of Nevada understood the constraints that cities and counties have relative to property tax and the sea tax and the way it's distributed. >> Well, you can thank Madame Manager and her team in budget and finance and a lot of those folks. >> Yeah, very very good job. Um, [clears throat] I asked city uh clerk to distribute what I'm about to read to each of the council members. Uh, for the record, Art Rangel, I'm speaking on item B1 on your council agenda. Um, I'm going to read from the the following wording is taken from the city of Reno public engagement review process. And it I'm going to read this is where it it reads and I quote, "By examining engagement, the city aimed to create more effective and and accessible engagement strategies. This review was essential to ensure that community voices are genuinely heard and considered in decision-making, ultimately leading to a more transparent, responsive, and trusted governance. During the budget preparation process, the plan and staff recommended increasing the land use appeal fee from $107 to $500. Then after some discussion, the council approved increasing the land use appeal fee to $1,200 after hearing that neighboring city appeal fees was that amount. What was not discussed was how many land use appeals are being processed in the city of Reno. In my decades of working for and with planning comms, I've never seen as many appeals as I have in Reno. I believe the reason is because in its desperate approve this the planning department is desperate to approve development uh and forgotten the fundamental purpose of zoning which is separation of incompatible uses. The planning staff often recommends projects that are incompatible with adjacent land uses. One example is a warehouse distribution centers in proximity to residential in the north valley. Another is a OneUp club approved by the planning commission in February of last year based on the staff's recommendation, then appealed to the city council in April. Fortunately, you, the city council, deny the CUP, thereby reducing the rowdiness and crime downtown. It would only be fair to have the project proponent, typically the developer, pay 90% of the $1,200 land use appeal fee and the appellant, typically a resident, pay 10%. A developer can ride off the fee while a resident typically cannot. This would ensure the community voices are genuinely heard and considered in decision-making, ultimately leading to more transparent, responsive, and trust governance. Please make this a priority when you go through your fisc year 2627 budget, the feast schedule, and uh strategic priorities. Thank you. >> Thank you. With that, we have no additional opening public comment. We did receive four comments um general in nature and not directly associated with an agenda item prior to 4 p.m. yesterday, Tuesday, March 3rd. These comments were written correspondents received via our reno.gov online public comment form or by emails to our office. Copies of these have been distributed to the Reno City Council and are available to the public on reno.govme. >> Thanks so much, Madam Clerk. And just for clarification, uh Mr. Shipman. Uh, in order to approve the agendas for the next item, would you like separate motions? >> Yes, please. >> Okay, perfect. Yeah, I'm looking for a motion for approval of the special Reno City Council meeting. >> Are there any changes? >> Are there any changes, madam city manager? >> No changes. The only recommendation you might want to consider is if Mr. Klein is here, you might want to pull that to the top, >> but I don't see him. >> I don't see him to approve. >> Second. >> Okay. All those in favor say I. >> I. >> Any opposed? >> Motion passes unanimously. We'll move on to the RDA uh agenda. Madame uh city manager, are there any changes to the RDA? >> No. >> Move to approve. >> With that, I'll look for a motion. >> Thank you. We got a motion to second. All those in favor say I. >> I. I. >> I. >> Any opposed? Motion passes unanimously. Thank you so much. With that, we'll move on to agenda item B1 on the special Reno City Council meeting uh presentation discussion regarding the development of the FY2627 budget fee schedule and strategic priorities. Director Van Beern, before you start, we'll go ahead and go to public comment. Is there any public comment, Madam Clerk? >> I apologize, Vice Mayor Martinez. Technically, we wouldn't take public comment on this item since it's discussion uh presentation only. However, I did have one commenter register. So, if you're if you'd allow her to speak, that would be great. Of >> course. >> Okay. Alicia Barber, >> let's do that first. >> City council, >> are you doing one presentation for both, Vicki? Okay, we'll hold it for the RDA. >> Okay. Director Van Beern, >> thank you. Good morning. Uh Vicki Van Beern, director of finance. For the record, today we have this special workshop on the budget and we'll be talking about all of the budget funds for you in a very high level overview. We have uh this in alignment with your strategic plan. Your strategic plan is uh it aligns with all of the priorities in your strategic plan. This total budget look as we're looking at it because the budget is the tool that turns the strategic goals into reality. And so this body does direct the funding that directs that funding toward achieving the desired outcomes. So in this way the budget in total is in alignment with your entire strategic plan. The agenda today just to give you an idea of the flow of today's workshop. These are the the various topics that we we will be discussing and we've broken it up into sections. So after each section that you see here, there will be a little stop sign similar to we did last year, the little uh triangle on the bottom corner to stop for discussion um and ask so you can ask questions and have discussion on these topics. And we've kind of broken it up in the slides so that it it gives a nice flow to it. Um but obviously if there are questions or things that you want to stop in between, let me know. But we definitely have kind of put in this stopping so that we can um keep the flow. So really, what's the budget? What's the budget workshop? What's the purpose of it? Sometimes we get those questions about this. What's your role? What do we want to see from you? And really today, we're going to present the budget to you. We're going to present um the departments and some of the things that are going on with capital. And really, we're looking for the strategic policy direction from you as council. We want you to ask questions, guide the decision making, um comment on the things that we're talking about, identify what your funding priorities are in the budget so that we can make sure that those are addressed, and then um ensure that the spending aligns with the priorities and the long-term goals of this council. So today, you know, we'll be taking notes from the discussion. Um we'll be making those notes, working with manager Brian and her team as far as updating the budget from what we hear today. and then we'll be finalizing the numbers in the next few weeks as we work through that process. And we're still going to be back before you to give updates um and provide updates along the way before budget adoption. So, there's still many more opportunities to discuss the budget, to give input, to give that guidance that we need as we continue to build this budget out. So in total fiscal year 27 the budget overview this is by fund type uh $968 million for the city of Reno. General fund is highlighted there. That is the largest fund uh in relation to the fund types. $377 million in total for the general fund. This does include the ending cash balance or ending fund balance in this slide. Um so in total almost a billion dollar budget similar to where we were last year. You'll see enterprise funds are the next largest. That does include building and the sewer enterprise in that line on this slide because this is by fund type. When you look at the total budget by function, where does all the money go? Well, it goes to community support, judicial, public safety, uh parks and wreck infrastructure general government. Um, general government includes all of the the stuff that kind of behind the scenes like city manager, finance, HR, those behind the scene things that aren't really noticed somewhere else, but um needed for everything else to occur. Um, we do have fund balance and then we have debt service associated. It's this is really where all the money goes. At total positions, we have about 1,500 positions citywide. We have 14 1,490 positions citywide. Of that, uh, 81% is general fund. This is split by fund. So, you can kind of see where where the positions are and how many are in each type of fund. So, 81% of the total positions in the city are in the general fund. And then in the general fund itself of the 1,200 positions there uh 8 almost 850 of those about 71% are public safety. So that's going to be your police, fire and dispatch in the general fund. So if we go on to just kind of focus on the general fund first general fund we have projected revenues for next year of $330 million. We have um see consolidated tax is still the largest revenue source here. Property followed by property tax and then franchise fees. Um we do not have the final numbers for property tax yet. Those don't come out until March 25th. So we are still making some estimates there and we're still watching data points as they come in. So again, this is where we stand today. This is our working document. We will continue to update this as we come forward to you um each month. I'm still going to do those monthly updates until the budget is adopted. We will have um those discussions as they follow. We've received six months of consolidated tax up to this point. We've received through December. We will receive the January allocation at the end of March. So, we'll still be looking at that, still be adjusting those projections as they come in. Um and then we're going to monitor all revenue sources obviously. Um and really kind of focusing on franchise fees, too. uh because watching how that fluctuates with the weather changes and such as we have more data there, we're going to continue to watch that as well. But these are our estimates right now at this point, $330 million. Um between the four top revenue sources that you see on here, se tax, property tax, franchise fees, and licenses and permits. If you go around that, that's 83% of the budget just from those four sources. Um, so it's just really important to remember that when you look at the overall budget for the general fund in total, this gives you an idea of a history of what it looked like for property tax, um, and all of the other revenue sources as you go across. Um, as I mentioned, 83% of the general fund is made up of those top four revenue sources, property tax through franchise fees on this slide. Um you'll notice that in some years we have seen some flattening and then even declines in some years and that really started around fiscal year 23. When we look at property tax, property tax has had consistent growth anywhere from 6% up to almost 9% over the years. This chart is showing you what we adopted as the budget in the gold color and the dark blue is showing you um the actuals or the estimated as we're looking out for the current year and next year. Um the variance compared to that and then the year-over-year change on the bottom. The thing I want to point out here for this um property tax slide is we're very close. You can see the budget is very close to where we've actually ended every single year. We can get very close to that. Um it's not has not been a challenge over the last few years to really anticipate that. It's come in very close to what Department of Taxation has given us. And that's the number I was talking about we're waiting for for March 25th. Um we will have that then. But uh for the current year, if you look out on the right hand side, fiscal year 26, right now we're anticipating we're going to end the year about 1.3% above budget. Um, and then for next year, we're anticipating growth right now of 7.5%. And then obviously we will update this as we move forward, but gives you that idea of what we're looking at for growth in this space for next year. CAX the same type of chart uh showing the adopted budget versus where we actually end the year. You'll see in this chart looks okay up till fiscal year 22 and then fiscal year 23. That's where the challenges started um as far as revenue declining. Good morning, Madame Mayor. [laughter] You >> and so in fiscal year 23, you'll see we actually have a year-over-year uh percent change of the negative 1% in that year. And then from that point forward, we've had very small to minimal growth. I I will say that you know we anticipated following that negative uh year to be very flat going out and thankfully we've had at least two and 3% growth going out forward and so that has really helped us but it is you know it's a small growth as we move forward for next year. Well for the current year you'll see on the bottom of that fiscal year 26 column there we have year-over-year change of 3%. We're anticipating right now 3%. Again, we'll watch the next CAT tax number that comes in for January and we'll update based on that. If we see it's a little more, we're we may increase that a little bit or a little less, but right now we're at the 3%. Next year, I have two and a half% in for next year. And again, we're going to still watch the economy and that potentially could change a little bit. Cax is a history over the years. This gives a very long history of it. Average growth for consolidated tax is around 4%. That's usually due to inflation and population growth. That's really what creates that 4% growth. You can see it's very volatile over the years. The line in there is showing you that average growth at 4%. The other bars are showing you the actual percentage change year-over-year. You'll see starting out on the the right hand side starting out in fiscal year 23 that's where consolidated tax went down 1% growth and then from that point we're seeing that flattening you know the small growth out there and that's really um highlighting what we've talked about that we're in year four of this. So year 1 was fiscal year 23 and then going out we're currently in year four which is fiscal year 26 and next year will be the fifth year of what we're seeing here. And so this this occurring and continuing on um in this pattern is creating um a problem with um how we're getting compounding revenue. So, we've talked about this previously, how what the impact of this, but it's so critical that everyone really understand and the public understand this too. Um, compounding growth, especially with revenues, it is really critical that it grows year-over-year because we know inflation grows every year, year-over-year. Things cost more every year. And when we lose revenue growth, it's not just the year in which it occurs, it's the outy years. And that's really why we're looking at this as more of a long-term problem. Yes, it occurred and it we had short-term challenges, but now we're facing long-term challenges because now we're in year four and we're going into year five of this. So, what this chart is showing you is showing you uh in the darker bars there. It shows you the actual growth in revenue and consolidated tax just looking at the largest revenue source and then what we're estimating for 26 and 27. The light gray bar is showing you what the growth would have been if we had 4% growth year-over-year every year consistently during this five-year cycle. The difference between that is shown in that pink area. And if you add that up up over a 5year period, that's almost $40 million over five years. That's why we have long-term problems and challenges as far as solving this for the future. uh expenditures haven't stopped growing and haven't stop stopped uh climbing. The inflationary costs continue to go up. But this is what has happened here. And now that's this is where we live right now. Um and it's not going to fix itself overnight. This is a challenge that we have to face as we continue to look at the long-term impacts. So it's not just consolidated tax. That was just the slide to show you how consolidated tax is impacted. But this is also affecting other top revenue sources. So we've had slow or even declining revenue growth in other revenue sources. So consolidated tax we just talked about franchise fees has experienced the same thing. You can see here flattening or even declining growth in some years. And then um licenses business licenses as well has had that. So if you look at just consolidated tax over to licenses that's 54% of the budget. over half of the budget has either had slow or declining revenue growth in this five-year period that we're talking about. So really, it's, you know, just to reiterate, it's not it's not a one-time thing because when you miss out on those current year revenues, we missed out on them in 23 and 24. You miss out on those. It's not just that year, it's the future growth potential that we've missed out on. And so that's really why this is a long-term challenge. it's not going to write itself overnight. Um, and the solutions are we reduce expenses, we increase revenues, or we do a combination of both, which UF council as council has given us policy direction in this area and has really supported us in doing this. So, looking at the fiscal year 27 um general fund expenses, we have $329 million uh projected for next year. 80% of that is salary and benefits. done a lot of work in this space. Uh $19.2 million in reductions. This brings, if you remember the slide I showed you on revenues, $330 million in revenues. We have 329 million here in expenses. We have a balanced budget as of today at this point with what's in front of you. It is balanced. Um we do have some impacts that are not addressed and we are working on that. We're also looking at the revenues. Like I said, we're still adjusting things as we move along, but we are in a a much different space than we were when I came before you in November and December with this first roll up of the budget. So, >> say that again. [laughter] >> We, you know, we are doing a lot of things and and I really want to highlight on this this slide the reductions, the $19.2 million in reductions because this has been critical in getting this to a balanced budget. Um $5.4 million. This was a change in how we budget and really um budgeting for vacancy savings as far as that are occurring during the years and we will continue to monitor uh the budget during the year. It does introduce a little bit of more risk in the budget as we move forward, but we are comfortable at that space to do this. Um 4.2 in annual capital. We're using some one-time funds to cover that this year. And so um that helps bridge that gap. We're also um suspending the workers comp and oped additional funding that we were doing to build up that long-term liability against that long-term liability that um still funding the current obligations but kind of pushing those um additional fundings out a little bit. And then um a really big one on here are the frozen positions. So fiscal year 26 in the current year budget when you adopted it had 20 frozen positions in it. Subsequent to that, a reduction in force was done for eight additional positions. So that came to 28 positions. Additionally, with uh these these produ projections, we're projecting another eight frozen positions for a total of 36 in this budget. So 36 positions um frozen and funded um from the point that we've started this whole process and gotten into this. Um the eight additional positions that are proposed for fiscal year 27 are positions that have been vacant the entire year. Um departments have agreed that yes these positions are vacant. Those can be frozen. Um so moving forward um that is the recommendation. The savings from that is $4.6 million to the budget by just reducing those 36 positions. So significant um significant lift there. um zerobased budgeting. We did that this year where departments had to start from zero to build their budgets and then reducing travel and training, memberships, boards and commissions, other things that we could do in that area, $3 million. So between all of these reductions, $19.2 million. So really a heavy lift there. We do have a few things that are not addressed here. are the collective bargaining agreements. Um, we have some of those open and we have the FLSA FLSA item that is still open. We are working on that currently. Um, and that will be part of the discussions as we continue to move forward. But really good news as far as um getting to this place here with this balancing and then working through the remaining items as we move forward. Um, what are the priorities when you look at it? You've seen this before. 65% of the budget. This is totaled department. So, police department $122 million. Fire department $84 million. Dispatch about $10 million. Between those three, 65% of the general fund budget is on safe community, on public safety. When you look at it, same information but just by department, a little different chart because it really gives you a different visual on how the how the expenses are actually divided. Fire and police, you can see um are the majority of the budget. Uh public safety really stressing that priority from you as council. Again, another chart to just give it to you. same information just in a different chart because sometimes people look at things and it clicks different ways to different people but we wanted to give you some different ways to look at it. Um you can almost see that police, fire and dispatch that big piece of the pie almost kind of equates to the same as um the top three revenue sources that we have in the general fund. if you remember that pie um really takes up that you know a big piece of the pie and it really highlights your priorities as council. You know public safety, infrastructure parks recreation how are we spending the budget? The budget reflects your priorities as council. Proposed reductions right now at this point, you know, we got there through zerobased budgeting um training and travel. So travel's only um uh included for reti required certifications or as required in the collective bargaining agreements. Um we have reduced memberships to only those that are required. Streamlined boards and commissions and then the Reno works program um is no longer in there. Reductions to staffing. That's the 36 positions that I just talked about. those 28 continuing that we currently have plus an additional eight for next year and then vacancy savings really budgeting for that and bringing those budgets more in line with the actual spending and then giving you the forecast. Well, now the forecast looks like this. Um the forecast as we move forward you have cash uh the cash flow issues start if we get below 10% of fund balance. The dark blue lot bars show you fund balance. Fund balance is what we need in operating cash basically on hand to operate on a daily basis. Revenues don't flow in at the same pace that expenditures come in. Um but we definitely have some runway now to move forward um in a path forward. uh still some challenges and still some things to figure out, but we're definitely making some definite strides to get uh in the right direction. um inflation has really and the cost of goods has really created um a lot of challenges not just for Reno but for every jurisdiction and so this forecasting for the future I'm very optimistic as we start to move in this direction and really focus on getting that aligned as we move forward. So this is a stopping point here um and I'm glad to answer questions. >> All right, nice job. Okay, I'm going to look for green lights. I'm going to hand it hand it over to council. >> Thank you, Madame Mayor. So, Vicki, just to kind of clarify, we started off this year and where we are now at 20 plus million dollar budget deficits. Is that accurate? >> That is accurate. Yes. >> And you've and your team and the city manager's team has been able to get us to a place where we're going to have a balanced budget moving forward. >> Are we're going to balance this budget? Well, I would say that is a huge accomplishment to you, your team, the city manager, and everybody that worked on this because that that's a big big lift. Um, so thank you. Uh my question is on slide 10 and you said I think you answered it in your last statement but it looks like you know the when we say that revenues are declining and on slide 10 it looks like you see revenues going up and I just want to clarify that re revenues may be going up a little bit but the cost to do a business as far as inflation the cost of services and the cost of labors our growth is not keeping up at that with that and that is where we're finding the challenges. Is that accurate? Budget long-term budget challenges. >> It is. Our revenues are going up, but they're not going up at the same pace that the costs are going up. So costs are still that inflationary cost is still outpacing our revenue growth, especially when you see some of the revenue large revenue sources kind of uh flattening or declining or even very small growth. Really, property tax has really kept us floating at this point. property tax being the having that consistent growth that you can see on this slide um as the others kind of fluctuated and had that volatility that has kept the revenue still growing overall. >> So then when we look at slide 14 when you talk about the long-term impacts of of that happening and the compounding I think I wrote down uh $40 million over four years of compounding growth that we're not seeing and revenue that we're not seeing. That's just in consolidated tax, too. That's just in C. Yes. So, over this fiveyear period, if you had normal growth of 4% year-over-year, >> which we have not had, comparing what we've had and what we project compared to that 4% if we had had it, it's almost $40 million. Um, thank you. I I I mean I know it's a lot and I think it's a big win today to be sitting here saying that we're going to be able to balance the budget, but we know it doesn't come at a cost to you, the teams out there and our people and the things that we're not being able to do. So I appreciate you. Thank you, Madam Mayor. >> Councilwoman Anderson. >> Yes. So I have a a little bit of more of the same, but I think it's worth repeating. I just want to point out that we are in March, the beginning of March. So, I think the timing on that is something that we should all be really appreciative of because it was because of your early warnings and the being able to kind of circle the wagons and we all were able to make really mature decisions. Not that they weren't hard, but mature decisions early to be able to write the ship here. I've been in the private sector for most of my career and when you when you have big large budgets like this and you have to make these large cuts quickly, it's much easier in the private sector because you have a lot less encumbering rules and regulations about how you can use your money. So when when I came on council two years ago and knew that we were looking at these these deficits, it was more concerning to me because I knew that you don't have the ability to quickly turn a ship in the public sector like you do in the private sector. And somehow with your early planning on this and having the team that you've built that's been able to find these opportunities for optimization, we're here in March and have the ability to confidently plan for the next year. So, I mean, just I can't say enough kudos to that. That is very impressive. Thank you for your work and thank you to your team. >> Okay, Councilman Ree. >> Thank you, Madam Mayor. Um, Miss Vanurren, first of all, thank you for uh the work that your team has done. Um, I think Miss Anderson hit the nail on the head when she said it's really been about early intervention, right? I think part of the thing about your tenure with the city which predates me but your time as our head person is during my time is that you have always been a realist right you don't have head in the sky head in the clouds talking about numbers that are not real you've based decisions in your office that have then led us to be able to make the decisions based on very conservative principles you have been paying down debt obviously and I when I say you we right we we or doing this together, but you are like the tip of the spear, right? And so, um, I I want to make sure that it's not lost because sometimes what happens is we go out into the community and the first question I get asked in any community forum is about our budget, right? Because what they see are headlines and headlines grab attention that say Reno has a deficit. Insert a number. Right? But that what they don't understand is that you know every year when you build the deficit or the budget you're dealing with the revenue coming in and your expenses and in good years they're the other way right the budget is upside to the positive and other years it's to the negative and so what you do then is you build the budget from that point forward to submit as we're required to do legally a balanced budget. So it's an often curious thing because people um not aware of the minutia of government um think that the government has somehow um been wasteful or neglectful or we have over spent. They kind of analogize their own experience as a a person who has to balance their checkbook at home for their mortgage and the gas and the food and all those things. And so, Miss Anderson, I think, posited it correctly that you're allowing us to look at the data and then make good choices about where do we tighten the the belt, right? Where where do we cut? How do we freeze positions? And in that regard, um, you know, it's sort of discouraging that there is no media here today, right? Sometimes they come and they're all lined up in the back. They're not here today. So, I hope they'll understand that this is a tremendous win for the city of Reno. uh like other government agencies uh locally whether it be the county, the city of Sparks, Wo County, they're all dealing with the slowness of revenue growth and the projections that don't match prior year projections. And so in that regard, um I hope people will be shouting the same thing from the rooftops, which is Reno balanced its budget. I have more to say in the second round because I think there's a lot to unpack here about the future. But for today, I celebrate with you this uh effort on your part and our part to to write the ship to do what we have to do to submit a balanced budget [snorts] and I think a lot of that is due to your leadership. So I kudos to you and your team. >> Thank you. >> All right, Council Neighbor. >> Yeah. Um I'm not going to repeat everything everyone else said, but thank you and thank you for all your work. Um, I also just wanted to mention that the the issues that we had with the state changing the way they they funded us for a while. I mean, that was a huge hurdle to overcome as well. So, I just wanted to thank you for that as well. Um, this was not a regular budget year in so many ways, and I appreciate your work to get us to a place where where we have a balanced budget um while we were also dealing with all of these unknowns at the same time. Um, so I know the state has gone back to its original or previous way of of funding us, but there was a lot of um kind of scary moments for a while there. We weren't sure what was happening uh to a degree. Um, but um, thank you for all that uh, effort. I also wanted to call out the police and fire salaries. I didn't write down what slide it was on, but it was the pie. Um that is so important for the community to see. >> These are total budgets. >> Yeah. Yeah. That we really are prioritizing police and fire and public safety for the community. That is showing that you know we really want to make sure that our community is safe. If somebody needs assistance um we have the staff that we need available for them. So, thank you for for that transparency um with, you know, showing uh where these budgets uh get allocated. So, thank you for that. >> Councilwoman Der, >> oh, I think you're on mute. >> Okay, thank you. There you go. >> Thanks for calling on me. Um I too want to share my thanks. I think the budget team has worked incredibly hard um this year with our management team to get where we needed to be. Um I think it would be instructive uh Vicki for you to just explain some of the big picture shifts that brought us from a $24 million deficit to zero deficit. It sounds like if that's the correct statement. >> Sure. Thank you for the question. Um, this is on slide 17. So, we did a number of things. The biggest piece of it was reductions in spending. So, $19 million in reductions in spending. And then US council made that policy decision to increase uh franchise fees uh and you did that on February 11th. So that bridged that gap of that $24 million that we were seeing for this year. And not only does that, it brings that policy decision going forward so that we have ongoing revenues in the future for that as well. Um and so that's really the space. >> So increase revenue on one hand with franchise fees and decrease spending by uh reducing operating. It sounds like, but you also have the 28 positions frozen. And then I want to understand it sounded like I might have missed what you said, but I think you said that you were also proposing to freeze eight additional positions this year that were currently vacant. Is that correct? >> That is correct. So, there would be 36 frozen positions in the 27 budget. >> And in a previous meeting, I asked you to send a list of those that were frozen. And I believe you did. And what I'm hoping at some point today you will tell us what these eight are that you're recommending additionally. >> Do you want me to read it into the record? >> Absolutely. >> Council member Dora, I can read it to you. The first is the assistant human resources director. There are four senior engineering technician ones, the internal auditor and two development permit technicians. All are currently vacant. >> Okay. But is it because you've held them vacant and not searched for them or that you just weren't able to fill them or or were you holding them vacant? >> These eight we have held vacant and we will be holding more vacant because we are already thinking about the FY28 budget and we'll probably need to reduce it a little bit more in order to balance that one. So these we just did not authorize filling. >> Okay. And the engineer ones I think you said are those what what group are they in? Are they public works? Is it permitting? >> Four are in public works. >> Okay. All right. Thank you. >> You're welcome. >> And there, just to clarify, there is a total list of the positions on the very back of the presentation itself. At the very last page following the next steps, there's a listing of all 36 positions. >> Okay. >> Okay. That's very helpful. Thank you. >> Okay. Vice Mayor. >> Thank you, Madam Mayor. I won't belabor the point. You already heard all of everybody gushing over all the work you and the city manager have done to get us to a point. And I just want to make a quick note and highlight, you know, that the headlines about a year ago were a lot very apparent in the deficit and the negativity around our budgeting. Um, and it seemed like there was a lot of uh public outcry about the expenditures and the efficiency of the city as an organization. But obviously with the ways that you've gone around managing the revenues and expenditures that we have within the city and all the work with each department individually that have looked at their budgets and tightened up as much as they can have gotten us to a point now where we're able to balance that budget and not looking at such tremendous uh deficits. So I really just wanted to highlight that and appreciate you all for the work you do. I just had one specific question about the uh full the positions that you are recommending. It looks like there's I think nine or eight in the council and executive operations line and I was just curious if you have you don't have to say anything into the record but curious if you have a list of what positions are um in the in that specific line item. Um I can help with that. Sort of where the liaison land. >> That is where the liaison land and Christie and uh Issha. So it's all the team that supports the council and the executive staff. >> Okay. I just wanted to um highlight it looks like there's nine. >> It includes agenda management. So it also includes Tyler and Kelly. >> Okay. Okay. So, it's the leazison plus correct additional folks that help a little bit in your office and with our operations as well. Okay. I just wanted to highlight that and I appreciate you including the a frozen positions cuz similar to council member doer, I wanted to see that and it does look like they're on the last slide that you're providing today. So, if anybody's curious to look at those details, I know it's already been read into the record, but it's also at the last slide in our deck. So, thanks so much, Madame Mayor. >> All right. Good comments. Thank you so much. Um, Councilman Ree, >> thank you very much, Miss Van Buren. Um, so we've sort of talked about the laying of the table as to where we are today and of course the headline and don't bury the lead is that the balanced budget is here, right? U but also your presentation hints at and speaks towards a future, right? And so we have to not only plan for today the budget that we'll submit to the state later in the next couple of months, uh, but also we have to put ourselves on a path for financial stability, right? And so this council has consistently paid down debt, balanced the budget, balance the budget not on ending fund balance but in its own right. Um so a lot of consistent themes over time. Um what when and then you've identified that there are things that and I think Miss Manager said as well that there are things that we have to do to make sure that the next year cycle because it's one of those things it's so strange. I'm sure your position feels like this. You'll finish the budget in sort of late May and then on June one you wake up and say, "Okay, we get to do it again, right?" And and I I'm not telling you anything you don't know, but that is the crazy thing about your job is that you're chasing the budget you're in plus the next budget and the five 10-year version. So, you've said some things about holding positions vacant. You've talked about um ways in which we've had to make choices to increase our revenue stream. And I think we've done that in the franchise fee discussion about uh waste management. Um is that presentation the next step or does that happen today where you start to talk about not this year but the next budget and the five-year plan? Because of course um we as electeds, we want to be able to celebrate the win today, but we know that that win is only as good as whether or not we're able to be sustainable conservative appropriate. Um, I I know, you know, in campaign season people like to use a lot of buzzwords. I'm not interested in those buzzwords, but Miss Anderson posited like, hey, we're not the private sector, which can pivot very differently and very quickly. And I think Miss Eert makes an excellent point about the state's impact on our budget, but when do we have that conversation or how are those conversations to be had for the public's benefit? >> Did you want uh Yes. We we're going to continue to talk about long range planning. Um you know in fiscal year 23 and 24 we were trying to get through it just like everyone else but now we are actually working on the long range planning of it. We didn't fall off a cliff but we've certainly had challenges that started a few years ago. And planning for the future is really um what these discussions are really about. I want to go back to that slide uh 17 here and talk a little bit about this. So that annual capital spend you see as a reduction. That's one-time money. And so we're going to that's really where we're going to start looking at and talking about next year because we don't have a space to do that for next next year, meaning fiscal year 28. This is the last of one-time money. Um we're starting there. We're going to talk about long-term liabilities and what the goal is for that. And we're going to talk about those things. These other things are things that will continue ongoing, but start focusing on the one-time things that we have in the current budget because we know we won't have them for fiscal year 28. So, >> well, and I think you and Madame Mayor, if I may just complete the thought, please. Um, you have posited that and Miss Eber again makes a good point about the impact of the state's actions, right? I don't think any of us were anticipating a PERS increase that would immediately jump us up five and six million dollars, right? and the changes to how the state um reported funds received and also dispersed those funds went back and forth and back and forth and we felt like a yo-yo because in briefings you would tell us we're doing this acrruel method now we're doing a cash basis then we're doing this new method so you've pivoted through a lot of things and I think what I want the public to understand is uh we're going to keep the lights on the police and fire will respond to the calls our parks will be jewels of this region. We will keep our people happy, healthy and well. And those are the important things because again a lot of the minutia of government is lost in the headline grabbing and attentiongrabbing um you know blogs and pseudojournalism but the real work happens in your office and at this dis and that I'm grateful for. >> Mayor if I can. >> Yeah. >> And uh thank you for that uh conversation. I just want to add a couple of points. So, one, we're going to continue if the council desires with the monthly financial updates that we believe has been incredibly helpful both for us and for you. So, we're going to continue down that path. Um, two, uh, we are going to have to have another round of reductions. We we can't sustain this. We're going to try and do that through attrition like we did with these eight. So, we're going to continue to hold positions vacant to monitor. Um, we're also working on identifying some reduction in areas where we're either subsidizing or not having full cost recovery with some of our partners. So, all these little things add up to the solution. No one thing can be the entire answer, but they do all add up to the final solution. And those are the things that we're we're talking about today and we're going to keep talking about with you. And as you know, your uh financial stability is one of your foundational strategic planning things. We're going to come back to you with some ideas about how we can, you know, kind of bolster our financial stability. So, no [clears throat] one's stopping. We we've really over the past 18 months have solved twice for a $25 million deficit. And um it it's really an extraordinary effort not only by Vicki and her team but by every person at the city because every time we don't fill a position either service levels reduce or someone else picks up that work and it has been a lift for for everyone. So we're really grateful to everyone who participated into this body's leadership and guidance and support through the process. >> All right. Um, I I'm glad you brought that up, Jackie, in the sense I think we would be naive to think that we don't have to continue to make tough decisions, as you know. Um, I mean, I remember um when we talked about what the deficit was going to be and the press asked me and I said, I have full confidence in Vicki. She is brilliant and I just want to tell you miraculous job that you have done. I know it wasn't easy. I want to re also really um commend Jackie as well on your leadership. Um she knows we we go back and forth, back and forth. Um but the good thing about Jackie and I is we have the same goal and um I just, you know, I know what she has to go through behind the scenes and the stress and just, you know, and she worries. That's what I love about Jackie. You have a great heart and you worry about everyone else and it's not easy. You make really, really tough decisions. Um, I know it's a collective effort and also I don't think I think you know um, Councilwoman Eert brought up some very important points that we forget about. Not to mention Nevada is so challenging with property depreciation and the structure we work under. People don't understand that um, at all. And so it's even that much more of a huge undertaking when you start to put your pencil to paper. So, I just want to say your team is phenomenal. You have been phenomenal. I don't know how you do it. Vicki is like calm like this the whole time that she does it. I went into her office. Oh my gosh, Vicki, we got to do this, this, and this. And she's just calm and you're professional and um I think you just do such a wonderful job. I know it wasn't easy. So, I do want to sing your praises and I want to sing Jackie's praises because I know how difficult those decisions are whenever you when when it affects people. Um, I think that's the hardest part of what we do because we know it affects their daily lives. And so, I do want to commend both of you um, tremendously in your teams cuz it's I know it wasn't easy. So, good job. >> Thank you for that. >> And I love the Bryant. You have certainly we've worked on a lot of stuff here and and I just my team's here. So, I just want to highlight >> I have a fantastic team. It's not just me. >> Team numbers. I call them team numbers. They they're very good at what they do. >> They are very very good >> and they care tremendously. And many of you have been here a long time. So, you know, it's also great that there's a lot of institutional knowledge. I've seen budgets go up and down and we've had, you know, a $10 million overage and you came to us and said, "Hey, what do you want to do with this money?" And then, you know, when we I think it was year three into my first term, we started paying down the debt of $200 million. So, I have seen us go up and down and up and down and sometimes those um situations are out of our control, but it also I want to commend this council because as you know um a lot of the things that you want to do and you hope your visions they they take money and resources and sometimes you you just can't get there. So, I want to thank you guys too because I know it's it's never easy and it can be very frustrating. But anyway, good job, Jack. Um, Jackie, I want to say thank you. >> Thank you, >> Joe. Okay. What do you What do you have for us next? >> You ready? Okay. >> Next, we're gonna talk about special revenue funds. So, we we talk a lot about the general fund. That's the most challenging for us to balance. Special revenue funds are monies that are either dedicated either by law or policy to a specific purpose. So, we track these separately and independently. This is a list of the special revenue funds um that we currently have. You'll see we have $86.1 million in special revenue funds. So, they are dedicated to a specific purpose. The money that comes in has to be spent for that purpose. Um the two on here that I'm going to talk specifically about our street fund, that's the largest one at almost $69 million. And then I'm going to talk uh about room tax specifically and kind of go into that one a little in more detail for you. So street fund uh in total the revenues coming in projected for next year are $44 million. Um 68% of that does come from a property tax override. So it comes from property tax and then 20% of the revenue comes from fuel taxes and then a little bit from some other sources. Most of that does go to capital projects. It goes to street sweeping, um paint and sign, snow removal, traffic engineering. Um it goes to the neighborhood streets program which is part of that capital program. Um but the biggest expenses really in the street fund are the capital. You can see that uh in this slide here you can see it shows kind of a history over the years. The gold area is going to be the capital spends per year. And then the blue are salary and benefits. And then uh the gray are service and supplies over the years. You can see it remains uh fairly consistent over the years as you kind of go. The capital spend does kind of eb and peak in there. And that's based on the projects as those come through the cash flow over those years because a lot of those projects do overlap years. And so you'll see that flow in here in the actual spins. Then in room tax um this is the room tax portion the 1% that is dedicated um split equally between parks and then US council for um specifically designating where it needs to go. This has remained relatively flat over the last I would say probably seven or eight years now. it's been around $3 million. It really has not grown. Um, and the reason it hasn't grown is because we've lost uh hotel rooms as far as the number of hotel rooms and this is a p as a percentage of that. We with Heras and other closings. It does remain flat though because hotel rates have gone up over the years. So although we've lost rooms, the rates have gone up and as a percentage it just stays really around that $3 million mark. What you'll see on here is total coming in of the $3.3 million in total revenue projected for next year. Half of that would go to parks as per the ordinance [clears throat] and then the other half would go to um US council to direct. So you'll see on the right hand side some of the we've just kind of allocated it out based on the history of what this council has put in the past because it's the same dollar amount. There's really no new revenue in here. It's pretty much the same revenue you've had over the years. And so where it's normally gone, uh, we have the payment for the Lear Theater. That's a debt service payment. You'll see on here that's $125,000. You support the arts commission, um, the art and culture staff support, art and public places, um, special events, um, and then some art repair and maintenance. Those are the main areas that this council and this body has approved over the last few years and we've just gone ahead and put it on here um for your review. And then downtown lighting as well. That's the Sternberg poles. If you were to want to change any of this, you would have to switch it from one of these things to something else. But um given that it's the same amount of revenue, this was the starting point that we brought forward for you. And this is another stopping point here just because um this one typically has a little bit of conversation and this is the end of the special revenue funds as far as I was going to talk about them today. So are there questions here? >> Thank you Vicki. Um I have a question about the room tax fund. You just mentioned that if we wanted to do something different we would have to switch things up. What is or switch? What does that mean? What are the What are the steps to use this $3.3 million someplace else if we wanted to? >> Well, you only have half of that just as clarification because half is dedicated to parks through um the ordinance that exists. So, the other half is for US council and that's pretty much the area that you see on here in the purple. >> But would we have to could we change an ordinance one way or another to do different thing? I'm I'm asking what the process is. Is the process to change the ordinance? >> So, you would have to change but currently the allocation half goes to parks and half goes to council. >> Okay. So, if we if if there was $3.3 million that we needed to reall or that this council decided through an ordinance, that's the process that we would use. >> It would. And just as a reminder, the things you see on here like the support to parks is really support to the general fund. So, if you were to pull that support for parks from here, that impacts the general fund. >> Sure. >> Um support that you see on here for special events or the arts and culture staffing that's supporting the general fund and that's staffing for those items. >> Understood. Thank you. Thank you, Mr. President. Council member Ree, >> I I suppose I didn't understand in part because I just stepped off the dis briefly, but uh is your on this particular slide and maybe that's a question for Miss Taylor. You wish to reallocate this differently than this is. >> No, I was at the end of the presentation uh Vicki had said you could reallocate it or you could change it and I was wondering what the process is, what the could is, how how that would be done. I wasn't sure if it was by NRS or if it was by ordinance. So that was my question. >> And it it is by ordinance. Is that correct, Miss Van? >> I believe it's ordinance or a is it a resolution? Not >> I'm sorry. >> It's not state law. It's something we've done here. >> Something that you have said and it could be changed. I was more referencing as far as if you wanted to change something on here, you know, without going to that extent. Say for example, you see um public art repair and maintenance $200,000. Maybe we forgo that this year and you want to use that $200,000 for something else. You could potentially do that. >> Yeah. So, I was just getting more clarification on that process. >> Okay. And and so that to be clear though to pull on the thread, uh if I so desired as a council member and could get friends to go with me, I could take all this money and put it into risk or I could take all the money and put it towards police officers. Is that >> um there's some limitations to police as well within what currently exists. >> Yeah. And so I just want to make sure that we're having the same conversation because what I don't want to see happen is we identify this revenue source and somehow we undo 30 or 40 years of our sort of experiential um work in this area because those are important things, right? Our parks and recck budget is one of the most important things that we do. It's one of our charter responsibilities and obligations. I sometimes hear people talk about um like why does the city have art, right? Right? And then we have to have this big discussion about why art is important, right? Why we want to have art and why special events drive the opportunity for development and economic uh vitality in a region, right? So, I just want to make sure that I wasn't missing something in the presentation which suggested to me that you aren't saying we should do something different. You're identifying the source. You're saying where the money goes to or could go to, not that there ought to be made changes to it. >> Correct. >> Okay. Thank you so much. Are there any other questions? Council member doer, I see you online. >> Thank you. Um, hey Vicki, could you just go back to the part that was about the 68 million for the street fund and you said it was an override and I just want to understand when that happened or what it actually means an override. >> Uh, override means those property taxes are specifically earmarked for the street fund. And so it was a voter approved override that these property taxes go specifically to the street fund. >> And the total is it a percentage as well as a number? >> Is it a percentage? >> It's a percentage. It's a percentage. >> Do you happen to know what it is or >> um not off the top of my head? I do not. >> Okay. But it generates 68 million. >> No, it generates 68% of that 44 million that you see there. >> Oh. of the 44 million 68% of the 44 million >> correct >> so what is what is that amount I guess >> I don't know half 248 million off the top of my head >> okay and then is this in addition to other CI um CIP funds >> as far as everything we spend on on streets or is there other monies that come in from the general fund. >> There's there's no money from the general fund coming into the street fund. They get property tax and they get fuel tax. That makes up the bulk of the money that comes into the street fund for those neighborhood street programs. >> So, but what I'm saying is to repair streets are are are those under a separate capital projects item under the general fund? No, they're paid for through the street fund. >> That's it. So all every time we go to repair streets, uh fix sidewalks, put in lights, all of that comes from here. >> Yes. >> Okay. And then there there's no general fund going to capital improvements for roads. Is that that's what you're saying? >> No. Capital projects are paid for through the street fund, not the general fund as far as streets. Yeah. Okay. Thank you, >> Vicki. Can I just add a quick question to that? Mr. Meer is on in addition to that in a separate agency, RTC has RTC5 funds for regional and some local roads. Correct. Okay. >> Yes, they have their own pot of money. >> Not included. Okay. Thank you. Thank you, Mr. Vice Mayor. >> Of course. Does anyone else from the body have any other questions or comments? The only thing I'll add to and you can correct me if I'm wrong, but sometimes other funds like CDBG have been used to support, you know, ADA pedestrian ramps or inclusion Yes. of sidewalks or stuff like that, street repairs as well. >> Yes, absolutely. Like other special revenue funds where funds are dedicated for a specific purpose. Yes. >> Okay. I just want to make sure we flush out everything that council member Derer was sort of alluding to. Thank you so much. If you want to continue, >> director Van Beern. Well, if I could just follow up, that's okay. >> Sure. >> So, sometimes it is hard, you know, that to understand the full bucket of monies to Council Member Martinez's point, who made it better than me. I'm trying to understand, you know, the full amount that would go to a project that might be from different buckets. as he said it might be from CDBG or it might be from you know another special revenue that I'm not knowing today but is it and and then you weren't really sure you you estimated it's maybe 20 million of the 44 or 25 million >> 30 it's about 30 million >> 30 million >> is from property tax >> okay all right I'll leave it there >> that's ongoing funding the street fund is ongoing funding CDBG that's as that funding is available for specific projects. So that would be on an annual basis if if things like that come up that can be allocated. >> Right. Okay. Thanks. >> Thank you. >> Ready? >> Okay. So we're going to move to enterprise funds. We have two enterprise funds. We have the building fund and we have the sewer enterprise funds. Um for this presentation we have combined the the two pieces of the sewer the sewer user fund and then the sewer connection fund to give you a total look at sewer fund. This is how we report it to the state. Um we reported in total sewer fund but that is what I'm talking about today. In total between the building fund and the sewer fund we have $284 million and that does include ending cash balance. So on the building enterprise funds, as a reminder, enterprise funds, you know, we treat these like a business. They run because people come in, they pay for a service, and the city provides a service. In the building enterprise fund, it's charged for services. It's those building permits, building inspections, the things that people are coming in and requesting. That's $13.9 million of estimated revenue for next year. Um, how is that allocated back out? Most of that's spent in building permits, the staff time in doing that, um enforcement, also um inspections and engineering services, all of the things related to those services that people come in and request. When you look at the building fund history over time, um you can see that most of it is salary and benefits on the top in the gray area and then service and supplies are in that darker blue area on the bottom. a lot of people involved in doing building permits and building inspections, providing that service to customers. You do see a dip in fiscal year 21 and really that dip is created um by two things. Uh a decrease in the salary and benefits and the surface and supplies kind of at the same time. That was during COVID. And during COVID, a number of positions were held open because we really didn't know how the impact from COVID was going to affect building activity. And so going into that, not only did we hold positions in the general fund, in other funds as well, but in the building fund, it's very obvious in this one with that little dip that you see. Uh once we knew coming out of CO that, you know, building activity was did look a little different, but it was still consistent. you see that consistent ramp back up and the consistency going back across from fiscal year 24 across being very consistent as far as the total expenses. Um but yeah, it it has come back and it's been pretty consistent across the board. When you look at the sewer enterprise fund, again, these are services being provided to customers charge for services. Those are your actual sewer users um sewer users customers uh that we bill for the 54% of the revenue comes from that total revenue ofund almost $180 million. Half of that comes from sewer user fees and then about 5% of that comes from su sewer connection charges. Those are the two kind of distinctions that we make in the sewer fund. As far as um expenditures, again the big bulk of expenditures, more than 50% are going to be on capital improvements, improving the infrastructure tumor riswarf doing that infrastructure to improve um those facilities. Here's a sewer fund history and the same look of it. You can see that capital outlay really spikes out there in fiscal year 26 and 27. Those are the large projects that are coming forward. In fiscal year 26, we do have the uh advanced purified water facility um project in there. And so that is a very very large project. That's a joint project with Tamwa. And so you see that spiking here. It probably will it won't occur like this in actuality because it's going to overlap many years as we go into the future, but it is currently budgeted um in fiscal year 26. So that's why you see it spike here. And then in fiscal year 27, they have a number of projects that are coming forward that they anticipate. And you'll see that a little bit later in the presentation. You'll see those actual projects that are coming forward for 27. And we do anticipate um some bonding for that. And that would be through the state through their um state revolving fund. Those funds that are very good rate for us as a city to bond some of those projects. Um if you remember the American Flats project, the advanced purified water facility, uh we will be we're looking at closing that bond um within a month or so here this year. So that was $70 million for that and looking at bonding some of these projects out later, which is a very good use of um debt for these very large projects. So that that's this section. I didn't know if there were specific questions and a lot of these um some of your questions here might be answered as we move into the actual capital projects because that's really where the bulk of everything lays and that will be coming following my presentation to your your capital projects people that are experts in that area. >> I don't see any lights on but I'll just check are there any questions or comments from the body? Doesn't look like it. Okay, if you want to continue. >> Perfect. >> Director. >> So, I'm going to move on, >> if I may. Um, this is Naomi. Sorry. >> Yeah, sorry, I couldn't see your hand raised. Yeah, council member Der. >> Yeah, thank you. Um, on slide 30, I I think it was I can't see the slide from here, but this slide is about this is what I wanted to ask. do the um I I want to distinguish for myself and for everyone the difference between the building enterprise fund. So this is just for buildings versus permitting because you said a lot of permitting people but there's two kinds of permitting. One are permitting actual buildings and the other are permitting projects. And I've been confused and I I know I've asked this question years ago, but I just wanted to get recentered on this. The permit fees that people pay for permitting projects, PUD, CUPs, etc. Where where does that fun money go? >> I'm going to turn this over to uh Director Pingry. >> But I mean, does it go to to this fund or just to the general fund? That is my question. You >> good afternoon. Chris Pingry, director of development services. Um, so building permit funds, these are strictly for bu everything related to the building permit process. So everything from the application through the plan review to the inspections and then this is all set up through the building enterprise fund. The some of the things you're speaking of would be related to the general fund which are all land entitlements. Um, and and that process is ran through the general fund. So everything coming through in a tenative map or final map um any of our um entitlements that is all general fund related. >> Okay. So when they pay a permit fee for a PUB let's say that goes to the general fund. >> Correct. That is correct. That is a separate separate process >> and those staff are funded out of the general fund versus this which is just about the physical building. >> That is correct. >> Getting that building permit. Okay. >> That is correct. And okay, that's where I was a little um I used to serve on the building enterprise fund as you know as a liaison and we had talked about funding permit review for like PUD cups those kind of thing planning from there but then at that time it wasn't as clear that the income didn't go into that fund. >> That's cor that's correct. >> Okay. So we've separated those fully at this point. Right. >> 100%. >> Yeah. All right. Thanks. >> That's it. >> Thank you. Yeah. Go ahead. Come direct. >> Okay. I'm going to move into internal service funds. So internal service funds just to refresh your memory are the the funds that we have. We have four of them. They're funds where uh the departments are paying for a service and the city is providing that service. So they're treated like a business enterprise as well. Similar to building and sewer. We treat these like a business. Departments pay for a service and then um the city provides that service. So you'll see on here the four that are listed fleet fund, the risk, the medical and the workers comp. When you look at these in total there's $135 million. Um the largest one is the medical fund. Um I'm going to kind of have a quick look at what's included in here and what's being paid for. So in the fleet fund this accounts for the maintenance and replacements of replacement of motor vehicles. This is the fleet facility. The cost of running that facility, replacing vehicles, maintaining vehicles. The city's responsible for uh responsible for fleet of 760 vehicles, 326 police vehicles that are serviced in there, repair and maintenance citywide except for fire. fire has their own fleet um maintenance. So, this is the citywide excluding fire. Um projected expenses are almost $19 million. We're doing a pretty large capital purchase based on their fleet plan that fleet designed as far as what they need their capital needs are for next year. $1.3 million. If you remember in the current year budget, we have we didn't budget any replacements in the current year budget. That was one of the things that was cut in order to balance this budget this year for next year. We talked about last year um that wouldn't be sustainable long term, but as a short-term solution, yes, it worked. And yes, it did work. And this shows you that now that we're moving to fiscal year 27, we are back to funding that program and we're funding it in a robust way. That's where that $11 million is. salary and benefits um quite for about 17% of it. Fuel um repair and maintenance. So in total their budget is about $19 million. And the way that works is every department pays in that has a vehicle pays into this fund and that's how we fund this. When you look at the medical uh internal service fund, it's self-funded. This pays for the health insurance and the pres prescription coverage. Um most of it is claims. So, $45.7 million in projected expenses for next year. We have a third party administrator that administers the claims. The city pays those claims as a self-funded entity. Um, 89% of this budget is claims. And we have seen a significant increase in the cost of the claims and that's because the cost of medical care and the cost of medical in general has really gone up over the last few years especially since co um we are continuing to monitor this and you know this does impact the health insurance rates that employees are charged as well but we monitor this um regularly and it is um based on claims. So, as the costs go up, we have to look at ways to either increase the revenues or decrease expenses. It's similar to what we do in any other fund. Workers comp um workers comp has about $13 million projected in expenses for next year. Again, most of it is claims, 86%. And then, um we do have third party administration to administer the claims. Again, the city does pay those. And then risk. risk is for the self-funded general insurance program. So, insurance premiums make up about 40% of the expenses in here. Total expenses right at 8.7 million projected for next year. Insurance premiums being about 40% of that. That's going to be your property insurance premiums. And then claims, that's if this if claims are settled, someone sues a city, this is where we pay those claims out of. And then uh salary and benefits associated with that. That would be um city attorney's office associated with this. Um and then um other professional services uh outside attorneys or anything else that may be needed in this space. So this is a stop here on the internal service funds if there are questions as far as what those look like and and how those are administered. >> Are there any questions from the body? Council member Derer, I see your hands raised. >> Yeah. Um I was just wondering, Vicki, do you see um these internal service funds changing? I I didn't see that. You said, "Oh, they're going to increase by a certain percent or something." >> No, we we allocate them out based on um claims that we've seen in the past and we charge the departments for what we need in order to fund these. So we look at what the history is. We look at what we're anticipating for next year. And then we have an allocation based on employee size of department, budget size, an allocation that determines what each department is charged to make. >> Do you have a field based on a year-over-year? I mean, are you budgeting so much more this year for medical or or uh workers comp, for example? >> Workers comp is remaining consistent. uh risk we have reduced a little bit this year because the insurance premiums have not increased as much as we thought they would two years ago. So it's actually doing a little better. So that one we have decreased a little bit the allocation back to the departments. Um medical I do think medical we're going to continue to have to monitor. Um you know that we increased um the medical insurance by 10% this year that started in January. um we've increased that. We may or may not have to increase it on the go forward, but we watch this because really the claims are going to depend on how that how that impacts the money that we have available to pay the claims. Um that could be mean increases to the cost of it to the cost to the employees. It could be changes to how the cost shares because the city pays for a portion and the employee pays for a portion. It could also mean changes to the plan. So we look at not just taking more dollars from one area. We look at everything as far as um how that looks as we move forward. >> Okay. And then does this include for example an allocation of the attorney's office to various departments and they have to pay a certain amount of overhead or does this include Yes, it does. >> That would be in the risk. >> Yes, that would be in the risk fund. >> HR as well in the risk fund. >> Yes. >> Okay. So you have a overall allocation to all departments to pay for internal services including your office. >> Correct. Absolutely. We don't pay for fleet because we don't have a vehicle. So >> Gotcha. So if you don't use it at all then you don't pay. >> Right. But everybody uses risk. Everybody uses medical um or pays into medical um and not everyone uses fleet. But like I said, what about attorneys and HR and >> they still pay in everyone pays into risk, workers comp, everyone, >> right? But is there a separate overhead I guess fund that's not called risk, that's not called um medical where people are paying for services from other departments? That's what I'm trying to get. >> That's completely separate from what this is. That's indirect costing that we do is which is a completely different costing where >> departments such as finance and HR are distributed those cost out to the other areas. >> Okay. Do you cover that today or >> we did not that that's a a very very large topic. We didn't cover that today. >> Okay. All right. Thank you. I mean you're not planning to cover it today? >> No. Looks like she's on mute now. We'll move on. Director Mure. >> Okay, this is my last section and then I'll turn it over um to Lindsay Hatfield, our budget manager, and she's going to go over the section, give you an intro for capital, and then we'll start the whole capital process and what those projects look like. Probably more interesting than this. So, um fee schedule. I just have a couple slides on the fee schedule to give you an update here. fee schedule. As part of the budget adoption process, we bring forward the fee schedule every year. Um the budgets adopted, the fee schedule is adopted. At the same time, um we analyze as city staff in the finance department. We take the prior year fee schedule. We apply CPI, which is the consumer price index to all of those fees where it's applicable. Um, we use the western region CPI from December and that is 2.9%. You can kind of see a history on the right hand side. I like this just because you can see really where that inflation started to hit in 23 and 24 where those costs got really high and inflation hit. We actually had adjustments based on CPI to our fee schedule that mirrored that. Um, currently you normally see around 2 to 3% that's normal inflation and what we have this year is 2.9%. Not all fees are increased by CPI because some are um set by statute, they're set by um FBI and police, they're set in different ways. So MUN court and police have a lot of their fees where they don't change because they are set by some other mechanism. And then we have other ones that are set by another method um depending on like the building valuation table that comes out in February. That is not updated on the table as it currently is. That will be in the next round when you see that. But that is set in a different way. But all those fees that we can adjust by CPI. We go ahead and do that in the finance department. We send it out to the departments. That's the starting point for them to start looking at what they're charging um for the specific services. I have a quick summary of the fee schedule for you here. Um, on the fee schedule, a lot of the fees that you'll see adjusted by CPI are business license, the citywide ones, um, code enforcement, some in MUN court, some in police, um, public works. So, we put some stars on ones that not everyone, they're they're one star excluded, but for in general, this was CPI. I've called out some ones that have some notable changes just so you're aware and you want to look at those. In parks, they are proposing to expand the sliding scale to additional programs. The sliding scale was approved by council before to address um inequities so that people could afford to use services and it's a sliding scale based on income. Uh addition of an asset replacement fee um to replace assets as they come due. And then in business license, a 10% increase on non-transient motel. So that's the 28 day plus stays where people are actually using this to live in them license fees. Police has some increases on the schedule to uh parking permits and then the body board and camera reduction fees. And it's really in line to bring it into what the cost is to provide that service. Bringing it in line um to do that. fire inspection, similar thing to bring it in line with the cost of doing the service. Um the fire inspection overtime request for callouts for that. They've changed it to a minimum of a 2-hour charge versus the actual cost. It would just be a two-hour charge for those. Building did do a number of consolidations. So, they consolidated quite a few um of their fees into a new fee technically, but they're fees that went together anyway. So, they were really trying to make it a little cleaner and easier for people to use and look at the schedule. Um, but it was just more of an administration of consolidating fees that normally go together anyway per statute or ordinance or that other method that we were talking about, the building valuation table, which will come out um and will be in the next round. And then also I want to make a note that sanitation franchise fee, the one that US council just approved on February 11th, is now located on the fee schedule so that you can look at it every year and have input on to what that looks like as we move forward. So that's the end of this presentation. Um questions? >> Council member Taylor. >> Thank you. Um thank you for the presentation. I just wanted to clarify one point. Um and I think it was important to a couple of my colleagues. the waste management fee. That means that we can review that every year. It's not going to go up automatically by CPI. I mean, we we said it was in there, but if we don't want it to go up this, we will have an opportunity every year to say we don't want it to go up or keep it the same. >> You can. Yes. >> Okay. Thank you. Thank you for including that. I appreciate. Thank you, manager Bryant. >> Anyone else in person before I go online? Yeah. Council >> Wever, [clears throat] >> just to kind of piggyback on that, will it automatically just increase by CPI unless we call it out or will it be something that is mentioned specifically um when we discuss fee schedules? >> I could see it h I could see it working either way. I mean, you could look at it every year or you could um if the discussion here today is that you didn't want it to have a CPI on it, then that's clearly maybe, you know, I'll work with manager Bryant and we'll work on what that would look like if that's kind of more of the thought process. But you could certainly I could see it working either way. >> Okay. So, could we say now we don't want it to include CPI? You can certainly have that as a discussion today and we'll make notes and I'll work with manager Bryant on what she wants to recommend as we continue through the process. >> Okay. Yeah. >> How do you feel involved? >> Yeah. So, just for clarification, I just want to remind everyone where we started, the body agreed to increase the franchise fee to $1.40 a month. Um, an average CPA >> $140 a month. >> Increase it by not to 140, right? >> Yes. Yes. increase it by 6% >> by 6% which was $140. A 3% increase on that would be 4 cents. So the body can do one of two things. You can either vote during the actual budget approval process because we're discussion only today to remove it or you can look at it on an annual basis. So maybe next year at three 3 cents you don't care if it's 3% and then maybe the year after that it's 7% and you might would care. Um either way, by putting it in the fee schedule, which was the important piece, we made it a lot more transparent and easier to catch. So, it's up to the body as to whether that's important for them to do or not. Okay. So, so can we say now we want to just take out the CPI part? >> You can now. You could say the words now, but we can't do anything now because the item's discussion only. >> Okay? >> So, you would need to vote because you've already voted to do it by CPI. You would need to make a motion to not do it by CPI at the budget adoption process. >> Okay. All right. Thank you. Sorry about that. Thank you. No, no, no worries. >> I just wanted to build on that really quick. um for future knowing that CPI and what we charge for um that franchise fee. I know that there's timing in the beginning of the year where we have to tell Waste Management by a certain date what we're going to be charging or else it takes another year or whatever that time frame is. I just want to make sure that we're marking that we're making that decision in the next budget year at the appropriate amount of time so we don't miss that deadline. >> Just as a note. Okay. Thanks. Thank you, Madam Mayor. Yeah, I'll just uh also echo the support. I think it sounds like a lot of the folks on the body are wanting to get the CPI attachment removed and I was comfortable with the fee raising to 14%, but once the CPI got added, um I wasn't as comfortable supporting that. And so hopefully you're hearing from the body that that's where uh we would like to see it and obviously included in the fee schedule and wanting to see us re evaluate that every single year and see that. And I think part of the reason that I am inclined to support that is because as you noted earlier, Waste Management already has CPI attached to their own service fees. And so that's got to automatically increase the amount that the franchise fee will produce for the city in total. So make sure that >> I'll just make sure I highlight those points. >> Yeah, thank thank you for that. And so just for the record, I'm thinking through how we're going to make sure that Vickiy's budget presentation when it's time for adoption flags this in case someone wants to actually make a motion and the body wants to approve it. We can't change it right now because the vote has already occurred. Uh but we will make sure that no one forgets that that's an area if someone wants to address it. Does that work? >> That totally works. I just want to make sure you understand that you're hearing for it from the majority of the members of this body. >> Thank you. >> Yes, >> Mr. Vice Chair. >> Go right ahead. >> Mr. Vice, >> go right ahead. >> Yeah, go right ahead. Madame Mayor is uh presiding now. >> Oh, okay. Madame Mayor, go ahead. Okay. Um, yeah, though I wanted to address two things. That was it. When I had asked to reconsider it, I was assured of this process, but I wanted to explain the reason I wanted to reconsider it was it's once and done. Like we don't have to think about it every year forever more. And even when all of us are off council, they, you know, future uh folks have to think about it. So, one way uh certainly first of all, it's not going up by CPI this year. It's going up by the 4% that we voted on, right? And it the CPI wouldn't kick in till next year. And so, um I'm sure folks will remember for next year, but if you want to adopt a sustainable, um I guess way of addressing this, it would be to have another vote at a future time and just take off the automatic CPI. So you don't have to remember every year. And then if people in the future want to do something else, they certainly can raise it by a different percentage. It's either related to CPI or something else. So I think there's both a short-term fix, but there's a longer term fix too if people want to consider that. The second thing I wanted to address is u the perennial issue about the appeal fee. Um it is sitting and you know manager will have to remind me but it's at a fair to me a very large number um and I would like to see that rolled back a very uncomfortable and three of us did not support the budget last year myself and council member Eird and council member Martinez because of this issue. We've had no appeals this year that have come to council since July. Um and we're already at March and so we've only got what um four months left and um it's not that big of an issue but it is a important justice issue I think and so when the budget comes back I'd like to see it go back I know that the manager had proposed $500 last year and I think we if you can remind me what it is now it's something like $2,000. >> It's $1,200. >> $1,200. So, I'd love to see it go back to the previous figure. It was I and I think before last budget it was at $100 and we were looking at raising it to $200, which I was comfortable with. Um, which was a doubling. So, I'm if no one else is speaking to it, that's that's my perspective is it's not that big of a deal. Um, $1,200 or $200 in our budget given that these are very few and far between. So, I'd like to see us um address the issue and especially we have not adopted as we had proposed some way to offset the cost for people and it seemed like a very complicated thing. We might have to de to um assess need uh do a means test. It seemed complicated. Um or we could just if someone asked we could reduce it. All of this just seemed um unnecessary. I'd just like to see it go back to a reasonable number in the budget. So, thank you. >> Reasonable, what I consider reasonable, which is $200. So, thank you. >> Okay. >> Yeah. I think I just want to address uh Councilwoman Der's comment. Understand what you were saying, but I think if I remember the history, we were trying to bring it up to other jurisdictions and we assess the cost of what it actually takes to do an appeal internally. So, if we say it's just a cost of $1,200, I don't think that's necessarily accurate. I understand where you're coming from, but just want to make sure that we're looking at the big picture. So, thank you. >> Okay. I appreciate that. Um, and that you are correct that it was based on that. Um, but not everything at the city is based on cost recovery. I mean, we have enormous parks um programs that are free to the public. I know where it sounds like we want to put in more fee schedule for parks programs, but the point is is the city doesn't charge on top of the taxes that we collect. We don't then also charge for every service that citizens get. And so that's I understand the theory. I just didn't agree with it in this case. I appreciate what you said. >> Thank you, Council Neighbor. >> Yeah. Um I just want to thank Council Member Der for bringing that up. I I also had um [snorts] a lot of issues with raising the fees to that amount. Um my first year on council, I believe it was around $60 to file an appeal, and I did have a constituent reach out to me um to find out how to um to file an appeal. a warehouse was going in their backyard and they were going to be operating 24/7 and she was concerned because she had two small children and it was literally abudding her backyard. Um, and she called me back after talking with staff to tell me that the fee was $60 and she couldn't afford it. Um, so I'm concerned that even if we have some kind of program to assist people, um, how do we get the word out that it's even available? I think if people hear that it's $1,200, they're not even going to research further. Um, it really broke my heart that somebody in that position um, wasn't able to have due process. Um there has been a situation too where um you we had a charter school come to my ward that wasn't required to come to a NAB um came uh went through planning was given a permit. Uh Wo County School District appealed it but the residents in the community didn't know about it and they weren't really given an opportunity to um file an appeal or anything. So, I'm I'm really concerned about um just making sure that everybody um can file an appeal. You know, it's very concerning for my ward in particular where we have this um kind of haphazard spot zoning that's happening, changing residential to industrial where um it's in communities where they're lower income. Um and uh that's just factual information. Um, and these are the people that need our support the most. And you know, we will operate the Moana pool at a loss. You know, we have Sky Tavern so we can help people ski um for less money, help kids. Like, this is not um out of the realm of things that the city does. This is a service that we provide to the community. And um I just think $1,200 is so far out of line. I I I would prefer go back down to like $60 to be honest. And I understand people wanting to um recoup costs, but the reality is that this is a service a service that the city is supposed to provide to the public. Um so I just want to say that um yeah, I just think that making it $1,200 makes it completely unattainable for the majority if not all the members of my community. Thank you. Okay. Perfect. Yes. I see that ends my portion of this. I'm going to turn it over to Lindsay Hatfield, our budget manager, to talk capital improvements. >> Madame Mayor, before we move on, I just had one quick question. >> Go right ahead. >> For Director Pingry, um, one of the fees that was either newly introduced or consolidated, I was just curious if you could tell me what the building alternate methods fee is. I saw that included in the fee schedule and just wanted to get some more information on it. >> Chris Bengri, director of development services, that's a wonderful question. Um, our alternate means and methods is a it's a conduit that our development community has in their toolbox in order to if they have an issue with the way a building code um specifically spells out in the building code a way to do a project, whether it's a fire partition, whether it's a type of construction, that there is a process in place that they present an alternate to the code specifics in in that book um that that is prepared for our building official to review and our code team to go through and make sure that it meets the equivalent and the intent of the code that was written. So, it's a process that takes some time for our staff. Um it's usually a pretty in-depth document with some testing and um other things prepared to present that it does meet the intent of the building code and it really gives our development community an alternative to you know in some of our older buildings. I think that is where we would use that the most where some of the existing structure doesn't meet today's code. They can give us an alternate means and methods that would meet that intent and we could therefore approve that project and move it forward. >> Great. Thank you for working on that. >> Mhm. >> Thank you, Madam Mayor. >> Sure. No problem. You ready? Okay. So, >> I think we're at afternoon now. So, good afternoon, council members, mayor. Lindsay Hatfield, budget manager for for the record. Um, I'm going to introduce our capital improvement projects for next year, what's being proposed. First, we'll talk about the some of our capital needs that are reliant on the general fund as a revenue source, some special revenue projects, and then also we have a few departments that are going to come up and present on their specific capital needs and plans for the upcoming year. [snorts] Before we get into the recommended funding for FY27, I wanted to take a minute and focus a little bit on our unfunded general capital maintenance needs. These are initial estimates for outstanding capital maintenance. And I have plus marks on all of these because as we move into the future and as we continue to defer some of these maintenance um costs, those costs do go up every year. We see pressures from from two sides. We see inflationary pressures of cost of of doing the work going up. We also see further deterioration of our assets. So just keep in mind that these are initial estimates and they do grow the the further that we get through through these years. In total, we have 88 parks with hundreds of acres of open space. They've identified $81 million in ne in needed maintenance funds. This would go towards pathway and safety surface repairs, playground improvements, and other general maintenance on our parks. [snorts] Our facility maintenance team has identified over $60 million in needed maintenance for our structures. We have over 200 structures in the city. 56 of those are high buildings. And what we mean when we say high use, these are our pools, our recreation centers, city hall, the courtyard, um all of those facilities that are used daily by either residents or staff. And for that $60 million, they've identified various projects, um, HVAC replacements, roof repairs, exterior repairs, um, building envelope repairs, just a range of general maintenance needs there. Additionally, serving both of those, um, both our parks and our facilities, we have 80 parking lots, and our public works team has identified over $36 million in needs in that area. Public Works measures the condition of our parking lots through a pavement condition index, a PCI. The average ideal PCI for parking lots is around 70. Their maintenance plan targets lots that have deteriorated under 55. And unfortunately, this represents about 45% of our parking lots, which really highlights the need for this annual programming for for the the annual funding for this these programs. [snorts] In addition to those outstanding capital maintenance needs, we also have annual replacement needs that rely on the general fund. I'm highlighting three of those the larger plans here for you today. The first is our IT core infrastructure replacement plan. This is the funding that um it uses to replace our wireless access points, our network switches, our phone system. Um really critical cyber security infrastructure um that 816,000 >> [snorts] >> We also have our annual fleet replacement plan. You'll notice this amount is smaller than what Vicki noted on her slide. That is because we're looking at an average over the next 5 years. The fleet replacement plan does fluctuate. It's not going to be the same. They don't have the same needs every year because the replacement schedule is based on which pieces of equipment need to be replaced. Our city fleet includes police and code enforcement vehicles, trailers, large specialized pieces of equipment like street sweepers, sewer combo trucks, our snow plows. Um, and so in years when maybe a few snow plows need to be replaced, that number is going to get a lot bigger. Um, overall we have 760 assets in our fleet for the city, not including our fire fleet. Um, and 43% of those are for police. Finally, we have the apparatus replacement program. This is something that council chose to fund several years ago and have been consistently putting money towards. When before we adopted the replacement plan for apparatus, the average age of the fleet was 17 years old. Our fire department uses guidelines put out by the National Fire Protection Association and they recommend that your fleet be under 10 years old. Since implementing the fire apparatus replacement plan, we have been able to reduce the average age of our fleet to 11 years. So, we are almost at that target, and this funding has been critical to to meeting that goal. In total, we have about $10 million in annual critical capital replacement needs. For FY27, departments requested a total of $118 million in general fund capital improvement projects or capital maintenance projects. The bulk of that those requests were for new fire facilities, major remodels, and facility maintenance needs as well as the $25 million listed here for the HR ERP software. We all know through the many discussions we've had on the budget that we do not have $118 million available for next year to put towards capital funding. Um, we had to get creative this year because in the current year for FY26, we did defer several of these things. We used some one-time resources. We used some rollover funds to make sure that projects continued, but there was no new funding put towards these areas. So for FI27, it is critical that we increase and reallocate some of that money towards the maintenance needs and the replacement needs. And so we've gotten creative and we have identified um [clears throat] $4.3 million in one-time funds that are remaining from some capital projects that were completed and closed out that [snorts] we believe can be put towards the capital maintenance and replacement plan needs. And we've also identified $2 million in future property sales that we believe could be targeted at the initialization phase for the HR software system. Finally, we have some special revenue funds here. Um room tax proposing or they have requested $280,000 for public art repair, maintenance, and new projects. Street fund has $17 million in projects proposed. I'm not going to speak much on that because Carrie's going to follow and go into more detail there. And then the housing funds that I have listed here, these are the requests that were put in for CDBG funds. We do not know what that allocation is yet. So this is not this may not end up being the same list that comes forward to the subcommittee or that gets approved by the subcommittee. [clears throat] I mean that meeting will happen later in the fiscal year. We just wanted to make sure that you were aware of the requests that have been put in. And then one item to note from the CDBG funds, the $300,000 that's listed for Manzanita Park pathway repairs. This is also listed under the parks capital maintenance funding for their $700,000. In the event that CDBG funds are not allocated, they intend to use those funds to do that project. If the CDBG funds are allocated for this project, they do have other, as we saw in the first slide, um, significant needs that they can use that 300,000 for for for other projects. So, I am available for some questions if you have any. And then we also do have presentations from our parks department, public works, and utility services on their proposed capital projects for next year. Madame May, I have a quick question if you don't mind. Um, thank you for the for the information. I just wanted to make sure I'm understanding this correctly. So, in the unfunded general maintenance from capital maintenance needs, there's $180 million. That's stuff that we're not going to touch this year in FY27 or is the 118 or I'm sorry, the 6.3 that we are going to fund out of that 180. >> Yes. So the 4.3 here would put $900,000 towards facility maintenance, $1.5 million towards the fire apparatus replacement plan, that $816 that it identified for their critical infrastructure, $700 or $700,000. >> I guess what I'm So what I'm asking is after we have the $118 million requests, we're only going to fund $6.3 million. Okay. So, if I am doing math, which it looks like there's 170ish million in unfunded capital improvement projects that we're not going to be doing. >> Yes. So, the slide that outlines the unfunded capital maintenance needs, departments did not submit all of those next year as requests. Okay. >> So, that's just recognizing that, you know, we have all of these assets. We know this is the amount at least that needs to be put into it, but these are just the requests that departments put forward for next year. >> Okay? And maybe I'm getting ahead of myself, but at one time we had a scorecard for all these capital improvement projects where it was like maybe we had 80 parking lots, but 10 of them were at the F level or whatever. Is that something that's in the presentations or in the back materials? >> I don't think it's in the presentations, but Carrie could speak more to that. I know her team does use that pavement condition index to identify which lots are the most critical to be repaired in the next year. >> Yeah. And I guess big picture is what I'm wondering is is it 180 million $170 million of unfunded critical, you know, like failing infrastructure or is it all all of it? Okay. Thank you. Thank you, Madam Mayor. >> Well, I just want to build a little off Miss Taylor's comments and that is to say um this isn't something that sprung up overnight. I mean cities, counties, municipal entities, states all have huge backlogs of deferred maintenance, right? I think when I started here, um I remember a conversation with Miss Kofsky in which she told me there was like 350 or 400 million in roadway improvement backlog, right? I mean, you take it's like how do you eat an elephant? One bite at a time, right? No one's suggesting that somehow we are at some moment where we've let all these critical assets be degraded. You're suggesting that there are always ongoing needs within a complex organization like ours and our teams have tried to prioritize those things to make sure that we hit the sort of mission critical ones this year, but given where we are in the general broader economy. We're not going out and going to build a whole lot and do a whole lot of things with money we don't have. >> Yes. Um that is Yes. I was intending to highlight that it's critical that we we do take that elephant one bite at a time and stay on top of it. >> Yeah, you did a brilliant job. So, thank you so much for it. [clears throat] >> You're doing great. >> Any other questions? >> All right. Um with that, I'll invite our >> director might too. I didn't see any green lights on. Go ahead. Yeah. So, um, just to piggyback off of, uh, Council Member Taylor's, uh, question about like the rating, will we have kind of like a rating going forward so we can prioritize what needs to get done because I know we're going to have to kind of keep the belts tight for a while. So, will that be part of the process going forward? >> Um, I'll let Director Ksky speak more to that. >> Carrie Kosski, director of public works. Um absolutely we use all kinds of different ratings depending on what the type of infrastructure it is that we're looking at. So for roads we use PCI for buildings we use others uh other uh ratings but yes moving forward we will do that. >> Okay. >> We will keep those ratings and then that is our job here is to make sure that the infrastructure doesn't get into that critical failure mode. >> Yeah. Thank you. >> Welcome. Okay, Councilwoman Der, >> I I couldn't tell if you Well, your hand isn't raised. >> I I did not raise my hand this time. >> Okay. Just didn't want to >> overlook you. Okay. Thanks so much. >> All right, Nathan. It's all you. >> Thank you. >> Love the snazzy glasses. >> Thank you, Nathan Elliott, parks recreation director for the record. Um just here to show a few of our projects that we have coming up that we're uh requesting funding for through the budget. Um starting out with residential construction tax. There's not much on there this time, but it's important to remember that this body approved several projects over the last few years that are going through that process in in all of the different wards. So, um we could certainly send a memo out with an update on that. But um for this year, we're asking for additional funding for residential construction tax for the Hilltop Park lighting upgrades, Paradise Park bridge replacement, and then the Chrissy Colin, a small U project at Chrissy Colin to uh activate the space with the botchi ball court. Uh, as far as the capital maintenance fund with the proposed 700,000 that's in the budget for this year, um, we really are getting to some of those things that aren't as exciting, um, but really are important to make make sure that our parks remain accessible and make sure a space that that all people can can get involved in. So, um generally we want to have money for our safety surface replacements on our playgrounds. Um spot improvements for sidewalks and path repairs as you see um issues with with roots from trees and and just breaks and deterioration in small sections. That allows us to address some of those. And then of course we need to stay on our irrigation um projects which again nobody sees until they're broken and then the water's shooting everywhere and we need to be able to turn those off. So, um, we try to keep putting a little bit of money into that every year and, uh, we'll continue to do that this year. some of the larger projects that I have some pictures of with the Manzanita Park pathway which was uh again something we'll be looking for CDBG to offset and then release this 300,000 back into additional projects the Chrissy Colin walking path which we have some pictures of and then Virginia Lake uh the park fountain replacement that will keep our water flowing good and and trying to improve and keep um the water quality a space where people uh don't have to worry about the algae blooms as often. So, here's uh some imagery of Manzanita Park and as you can see um it's there are tons of priorities to to your point and um these are pictures that are not inconsistent in other spaces. So, as we look at prioritizing uh we want to make sure it's clear that that this doesn't mean that the there are other issues that we don't see or aren't as considered, but with the money we have, we have to prioritize. Um and this is one that has risen to that level where the park the path is is almost unusable to anybody, never mind from an ADA perspective. So, we are prioritizing that in Manzanita. Chrissy Colin is similar. Um, and I don't even know that these are the the necessarily worst pictures, but there are significant route issues near the Rainbow Bridge um and along the river path. So, we're prioritizing that as well. And in Virginia Lake, uh you can see some of the fountains in the background, and that's that's the support that some of these um uh pumps will allow us to continue to be consistently on and keep circulation. right now it's kind of bandated together where we're constantly having to go in and spend repair time uh that takes our techs away from um things like slide replacements and um hardscape improvements. So those are those are the uh the humble asks for this time. Uh any questions? >> Are we gonna do that at the end? >> All right. Go ahead, Vice Mayor. >> Thanks so much, Madam Mayor. Thank you, Director Le, for the presentation. Um I know obviously this is not encompassing of all the needs in the parks. Um do you have a full list of all the capital projects um and those and just curious you don't have to share all of them now obviously it's probably going to take a while to go through. >> I have them memorized. I can I can do this. No. Um we do we have a facility um condition index for for our parks which includes things like playground replacements um irrigation repair, irrigation replacement. So, um, once something goes below a rating of good in its useful life, then it becomes deferred maintenance. And that's where you start to see that 81 million that's listed continually creep up as things age out. So, not only does it go up from a price point of um, interest or not interest, but consumer price index. It also things move into that space that were fine last year, but now have started to deteriorate at that level. So, but we do have a comprehensive list and a 10-year plan that has prioritized those. >> Awesome. Yeah. And I'll just highlight two parks in particular for you right now. And uh maybe we can talk more as if you could send us that list that would be helpful. Okay. Uh the first one is Stewart Park over near Wells Avenue. And Stewart um just because of how uh degraded the pavement is on the basketball courts and how difficult it is to actually use that facility. I'd just like to point that out and see if there's any ways whether it is through CDBG, the RCT or a collaboration uh with anyone else. I think it might also be included in RDA2. Um but if there's any creative ways you could think of to support improvements to Steuart Park, I would be really appreciative of that. And then the second one is uh any improvements on Miraloma Park. Um it's a heavily used park in our region. um and if there are ways to bring new playground facilities um there I know there's been investment obviously for the pickleball courts, tennis courts um and the path is going to get uh re renewed as well this s this spring. So just looking at continuing the momentum and the improvements at Loma Park. So those were the two I just wanted to highlight for you. Thank you. >> All right. Thank you. >> Yeah. >> All right. Anything else? >> Go ahead Mayor. >> Real quick. Um, hold on one second. Um, Councilwoman, I'll get back to you. Go ahead, Councilwoman Taylor. >> Thank you. Um, Nathan, it look, you know, $700,000. I just want people to understand that this is not everything that parks is doing in this space because, and I think this is for a lot of our other departments, too. Everybody is looking for money, um, grant money, other money, matching money, and I think with the addition of your grants manager, um, you've been able to secure more funding. I'm just hoping you could just talk a little bit about that on the efforts of we know dollars are tight. We know we have more needs than we have resources, but we're also trying to get very creative and collaborative in finding money to improve our parks. >> Great. And thanks for bringing that up. Right now, Landon Miller, our fund development manager, upstairs working on a grant with uh Conserve Nevada to try to improve river access, um which is a part of all of the plans. Um so, he's working on that right now. Uh at our last council meeting, you uh approved the acceptance of a gift from the rodeo to improve our splash pad at um at Idle Wild and the Kitty Land. So, um, that position >> partnerships with Renown, >> partnerships with Renown, partnerships with the with the DRP, with the ACES, and and really building that space where not only through grants, but also through sponsorships and partnerships that that we can kind of add a third leg to the stool from a from what's a tax based funding mechanism, a user fee mechanism, and now kind of philanthropic mechanism. Well, you and your team have done an excellent job of of looking for new money and finding new money to move our parks forward. And I know we're looking at a parks district, too. So, much appreciated. Thank you. >> Thank you. Yeah, keep connecting us with people if you don't. So, >> all right, >> Director. Hold on one second. Counciloman Dur, go ahead. >> Oh, sure. Um, also, Nathan, I wanted to thank you as well. Um, I appreciate you putting those Virginia Lake Fountain. Um, I know there are three fountains and I was this to repair replace one or what's the plan there? >> I believe it's to replace the pumps in all three. >> Uh, because I know that since I've been on council, this has been a source of continuous concern from the public. I've heard it, heard it, heard it. Um, that constantly one or more of the fountains are out and to your point, they go directly to maintaining the water quality so we don't have to shut down the lake. Uh so it's not a danger to animals like dogs um or fish. Um and so is that your goal with the water quality? >> Yeah, absolutely. To to keep the water quality as best as it can be. I mean, there's some things we can't control and the pumps don't fix everything, but if if they're not failing um and constantly needing to be repaired, we can get our folks out in the other spaces and doing repairs as well. So that's it's kind of both of those things. >> Okay. And then also related to water quality of course is the bank on the west side of the lake which has been eroding. And when the bank erodess that puts that soil it puts it into the water the water column as they call it. And then that increases TDS which then increases shade which then you know also has a detrimental impact on the water quality. And I had heard through the grape vine I thought that you were working on a plan to address the bank as well. I I there's there's definitely a a strategic space that we'd like to go to get uh pricing updated so we know exactly what we need and then we can identify those funding sources to do it incrementally where I think we've been waiting for this large windfall. Um but we need to start taking some action which will will get us into a better space. So that is the goal over the next year is to to find out what what is needed um based on today's pricing versus old pricing and then also seeing how we can again take bites of the elephant. >> So when you say this large windfall what what are you referencing? >> Well I think we we were looking at a number that was you know potentially estimated between you know 1.8 and $3 million which um is is a significant amount to get all at once and so that seemed to be uh in a space holding this back a little bit. So, we're seeing if we can and do that incrementally rather than try to get it all at once. Does that >> So, are you saying try to repair the West Bank like in pieces? >> At least understand if that's that's a thing that we can do. So, we need to we need to do a um we need to get pricing for for that. >> Okay. In general, >> so so right now it's not on the books anywhere CDBG or any other funding source at this time. >> I believe it's been discussed extensively at CDBG. Um, I don't know where it is on the prioritization at this point. >> When will we get CDPG? >> That's Let's see. Do we have Monica? >> I can get you an answer, but I can't do that right now. >> Okay. All right. Well, that would be good to know. Um, I've just, you know, we've discussed it for going on 12 years. It was a problem before that, and it's one of those things that's a foundational issue. If the bank erodess, well, it is eroding, then the irrigation pipes are exposed. They have go out of commission, the trees start falling in the lake, you know, it's a cascade of problems. So, I don't think we want to reach the critical um the critical point there. Um I just want to be able to track it and and just find out where it is in the system would be great. And then but when you mentioned large windfall, you were saying more that there was a significant cost maybe versus a financial windfall. >> Yes. >> Okay. Okay. Thank you. >> That's on Ree. >> Thank you so much. And and for your benefit, Miss Der, the CDBG meeting was cancelled a couple of weeks ago. Um I I don't know if it was weather related. I can't remember at this point, but it's scheduled for March 23rd. So, we'll have that ongoing issue always in CDBG of trying to figure out how to add dollars to Virginia Lake, which has been that committee's desire, but the the elephant has been so large it hasn't been able to be eaten yet. >> Um, >> well, I was really impressed, I'll just add, with what Nathan and his team were able to do at Idle Wild. Um this wasn't in an error where I was the ward um representative but um they were able to line the whole pond which was also leaking and that was a very long um project in the works and it was put off for for many many years and it was finally I think achieved this year and um I think that is an example of you know a big problem needs a big fix but eventually we can do it. All right thank you. >> Yeah their their team is awesome. Uh, Mr. Rulott, I wanted to just follow up on a thread of Miss Taylor's, which is we had the pros plan still working through some of that process and also the creation of uh parks improvement districts, right? Where are we when are we going to get to see some of the coming attractions? because I I feel like we have all this great work that you're doing both in the public and private and different sectors and we are still waiting on some of those things to be able to come alongside and say here's how we can help the heavier lift because the truth is is we have been you know starving our parks of needed resources for a long time just because we have other needs, right? The budget presentation this morning posits that 71% of our budget really is police and fire. So that mean we're making up for the other 29% with all the other needs we have which includes parks and recreation. I I want to see of course us move in a much more robust and positive way. But to do that we've got to have some of these other tools. So today presentation wise excellent. We're doing what we can with what we have. You're stretching every dollar everywhere you can. You're getting money from whatever source you can and and like Miss Der said doing an awesome job. No no no one fault you in any way. It's really incumbent upon us to provide more resources. Right. We got to go out and figure out how to do that. Um, and there's a lot of ways that that could happen. Um, but where are we with some of those other elements? >> Sure. Ju just briefly on the park district, uh, this body should get a memo from our department in the next two to three weeks with an update. Um, it is going well. We're through the, um, statistically valid survey, which is a complete and real sample of the residents in the region that talks about their support for it, including would they support funding uh, an independent park district. Uh so we will have an update for you in a memo. Uh we still expect to be on course for this body and the the bodies of the three jurisdictions locally to potentially make that decision of creating a park district and then seeing how a funding mechanism could work. So we're on schedule to do that over the next six to seven months um August September timeline where there will be a decision point to say is this the thing that we want to do that would put us and change our trajectory in the park space. Well, and I'm absolutely firmly believe that you're the person to lead us in that direction. So, thank you for your commitment. Thank you for the work you're doing. We we're eager to hear more about it. >> So, with that, I think I'm going to hand it over to public works. >> All right. Hold on one second. Yeah, >> Councilwoman, go ahead. >> Yeah, I just wanted to [clears throat] bring up Virginia Lake again. I know I always bring it up. Um, it's been a concern of mine and I'm I'm happy to hear that you guys are are working on a a a big picture grant and then also going to try and start working on it incrementally. Um, I know that there was one time where we we potentially had enough money in the uh CDBG uh but um I wasn't able to get support from the board to um allocate all the funds to that. So, um I know there's a lot of need for a lot of different projects, but hopefully we're we're able to take that on even if it's just bit by bit cuz it's it's such an important park to the city of Reno and um I appreciate your efforts on that and and looking for for new ways to tackle that and I appreciate your work that you've done at uh Dorothy Michael Lindon. There's been a lot of uh great updates and um sidewalk fixes and things like that with the the CBD I can't say it CBDG uh money. So, thank you for all your work on that. >> Thanks. Public works gets a ton of that credit. They help us so much. >> Yeah. Thank you. >> Isn't that true? Okay. >> Councilwoman Der, did you have anything? I don't see your hand up. >> No, I'm good. Did I ask my question? Thanks. >> Thanks. >> Hello. >> Hello. Good afternoon. Katie Harrison, engineering manager with public works. For the record, on the next several slides, I'll go through the capital improvement um projects for public works, including the $2 search charge, retra sewer, and street funds. Overall, the public works CIP for fiscal year 27 totals 48.2 million. I'll go into more project specific on the following slides, but in general, this includes 28.2 for sewer fund projects, including sewer collection system rehabilitation, and capacity projects. 17.1 million in street funded projects such as rehabilitation, preventative maintenance, and transportation safety, a million dollars in $2C charge funded projects for the Reno Event Center and National Bowling Stadium, and $2 million in retrack trench repairs and maintenance. This slide breaks down the $28.2 million in sewer collection projects. These include 13 million in pipe rehab projects such as our sewer lining or replacement programs that we typically do in advance of our street reconstructions. Next are the septic to sewer projects in islands 8 and 18 and include our matches for state and federal grant funding. Next is $2 million for inflow and infiltration or INDI removal projects. And these help improve our improve our capacity in the system by removing storm water from the sanitary sewer system. Next is a million dollars for manhole rehabilitation projects, followed by a million dollars for the North Valley satellite corporation yard. We're just wrapping up phase one of that project and we are now saving street and sewer funds um for the next phase. And finally, there's just over three and a half million allocated for interceptor capacity upgrades. On the street fund, we're recommending $17.1 million in street funded projects. These include just over 10 million in our neighborhood street rehabilitation projects in the southwest. Um, again, a million dollars to save towards that next phase of the North Valley's Corporation yard. 4.5 million for our preventative maintenance projects, which include surface treatments such as slurry seals and mill and overlays, 645,000 for traffic and transportation safety projects, and 790,000 for the bridge program. I wanted to highlight that traffic safety is an area in with um in which with support from this council, we've been successful in receiving several state and federal grants to advance those priorities. On to Retra. Um from the RET maintenance fund, we're recommending $2 million for bridge crossing repairs. These would include bridge deck repairs to stop water intrusion onto the trench walls, which prolongs the life of that concrete. There are currently 12 crossings and we're um recommending splitting that into three phases of four bridges each. And finally, from the $2 room searchcharge fund, we're recommending a million dollars um for exterior facade joint resealing at both the Reno Event Center and the National Bowling Stadium. These projects were prioritized in coordination with the RSCVA and the $2 searchcharge subcommittee. The work will replace deteriorated joint sealant throughout the building envelopes of both buildings, which will preserve the life of the facilities by preventing water intrusion into the walls, which can cause interior damage, deterioration of structural components, and lead to higher long-term costs. And that's the end of the public work slides, but I'm available for any questions. >> Okay. Thank you so much. I'm going to hand it over to Councilman Ree. >> Thank you so much. And um I don't have a lot of questions maybe but I wanted to understand the part which is overlapping between the obligations that we have to the bowling stadium and discussions we're going to have in the afternoon session about um the capital projects proposals in the RDA. So, I don't know if you're tracking I I assume you are, but you know, there is a proposal in there that talks about using funds from the redevelopment agency um lighting on the exterior of the building. And I'm just trying to figure out how these two things interrelate and thank you so much and I'm so sorry to to drag us into the afternoon session prematurely, but it's important to the question of this ask. >> Carrie Kosky, director of public works. Um how they relate are they are both um the both projects are related to the facilities. Um these projects here are more to keep the facility um in good condition um so we can so we don't we don't um degrade them any further. the projects that you're going to hear about this afternoon. The lighting is is a is a safety project, but it's it's to um it's not necessary to keep the building in good condition. >> Okay. And and so that makes sense to me. I'll ask in the afternoon session, so giving you time to think about it, how we might um I don't know, demand that either RSCVA or the uh downtown properties contribute in some way to that overall ask. Right. Because I'm just trying to balance um sometimes we look at these projects and your office and you both in particular are very good about saying hey I know you have X goal in mind but let us grab some dollars from RTC from the university from the RSCBA and you're cobbling all the dollars together to get the better project and that really will be my question and focus in the afternoon uh session rather than >> I won't spoil the surprise but I think Miss Tney has uh some really good understand. Thank you so much. Appreciate that. >> Okay. >> Um, Madame Mayor, >> go right ahead. >> Yeah. I mean, uh, Mr. Reese almost word for word uh, took my question. As a matter of fact, I had the same exact thought was, how does and and I'll just maybe broaden the question. How does the $2 search charge, which is for downtown, at least the way I understand it, um, how does that interface, let's say, with the RDA funds? It sounds like maybe they are both sources that can be tapped. Is that right, Carrie? >> Carrie Ksky, director of public works. You're correct. >> Okay. So, it's really a matter of how much we would take out of the $2 search charge and how much we would take out of RDA, possible RDA funds. And I think what you're saying is the way you've structured it or thought about it is that you're trying to maintain buildings out of the $2 searchcharge and you're trying to do improvements uh or either aesthetic improvements or or enhancements uh out of this RDA fund. Is that >> correct? Correct. just just to uh put a a pin or a note on that is the uh redevelopment funds cannot be used for maintenance. So, we would want to use these funds, the $2 room room charge funds for the maintenance. >> Makes sense. Okay. And then in general, the projects you laid out and and I may be shifting back to some things that were mentioned with parks, but the CIP in general, uh I just want to get some clarity. I I asked earlier uh Miss Van Beern about this, but the money that the funds that you're identifying for these needs are all general fund or are they from a partly from a street fund? How does that work? >> Um they are um there out of several funds. So um we we're talking about the $2 searchcharge fund, the retract fund, sewer fund, and the street fund. the the projects that we that that Katie lined out. So, it kind of depends on which category you're asking about. >> Okay. So, and I just want to make sure I realized I maybe didn't ask the full question about the street fund, but maybe you know when it's a tax override, like in other words, the voters voted on a ballot initiative to exceed the $364 tax rate and to add an increment just for streets. Is that how it worked? >> Um, yes, sort of. Yes. >> Okay. Is that >> It's a little bit little bit more complicated, but but yes, that money that the voters voted on does go to streets. Yes. >> Okay. So, that can be used on some of these projects that you mentioned, I think. >> And it is being used on on these. So in the street fund projects, yes, the what Vicky lined out for the um funding from the property tax source to the street fund is being used here >> on these CIP projects. >> Yes. Of the CIP projects. >> Okay. Gotcha. All right. Thank you. >> Situation. >> Anything else? That's okay. >> Good. >> Good. Good to see you. >> Thank you. You too. Uh so good afternoon, Madame Mayor and City Council. Trina Mcun, director of utility services for the record. Um I will be going through the utility services fiscal year 27 budget. And just wanted to note that um all of these projects come out of the sewer fund fully funded by the sewer fund. So utility services has identified approximately $78.5 million in proposed projects for our fiscal year 27 capital improvement program. The majority of funding um is for is needed for projects at the Treky Meadows Water Reclamation Facility or Tamorph as you see it on the screen. Um that's totaling just over $73 million. Additionally, we propose to spend $2.4 million on our lift station program, $1.7 million on storm drain and flood control projects, and $1.2 million on the Renoad water reclamation facility um or RZWorth. So, uh next I'll highlight some of our fiscal year 27 proposed projects. Um when we start with Torf, I want to note that uh we have 73 just over $73 million at TMORF, but Reno's portion of that is about $50 million. Um we um because we split those costs with Sparks based on ownership and that split is 68.63% Reno and 31.37% sparks. Um so of that $73 million proposed at Tumorf um our largest project is for the de deatering building replacement project. Dewatering is uh one of the initial processes at the treatment plant and it separates liquids from bioolids. Um the existing deatering uh building has reached its capacity, cannot be expanded and is seismically deficient. Um that project is approximately $60 million. Uh the next project oop sorry gas conditioning um system at tamorph that system cleans um and conditions gas that is captured from our um digestion system and it produces approximately one mill one megawatt of power for the treatment plants. These improvements will um rehabilitate that system. The headworks wet well uh recently next on here recently experienced a gate failure requiring replacement and the backup power design will um identify plant backup power options um to provide redundancy should Nevada Energy experience future outages. The plant has experienced uh a number of outages over the past few years ranging from minor impacts at the plant to one permit violation. So we find it important to come up with some backup power options. Uh lastly at Tenworf the city rehabilitates two clarifier basins every other year and uh resulting in clarifier coatings occurring approximately every 15 years which is the design lifespan of those coatings. Um at the Reno Steadwater Reclamation Facility um we are proposing fencing and electrical improvements for site security and safety. and those are at $1.25 million. Um, next on our lift stations, the majority of our lift stations have been rehabilitated over the last 5 years uh rehabilitated or replaced over the last 5 years and we're now back to uh routine maintenance uh such as SCADA, which is supervisory control and data acquisition or the brains of a lift station. That's how we can control it remotely and understand what's happening there. um and other miscellaneous upgrades to pavement uh electrical and safety improvements. This year we plan to encumber one storm water improvement project and it will be either at Sadly Way or Matly Lane. Those both historically um routinely had flood issues when it rains. Um and that will be based on whichever project is finalized. We have some easement issues we're working through. And lastly, we're excited um to begin the final design of the Westwash Dam improvement project to bring it up to current design standards. Upgrades will in include spillway improvements, volume increases, and a new cutoff wall um at the face of the dam. I wanted to note that the design costs will be 100% reimbured for this project by the Natural Resource Conservation Service or NRCS. And that's what I have. I'm here for questions. Thank you. >> All right. Great job, Councilwoman Taylor. One quick question. Where's APWF in all this? >> APWF um is in fiscal year in fiscal year 26 budget and so it hasn't been approved by this body, but it it is intended to be approved before we roll into fiscal year 26. >> So, we're not expecting any cost in 27, >> right? >> Okay. Thank you. >> All right. Councilwoman Der. >> Yeah. Just a quick question too on a AAPWI or the facility. Um earlier when Vicki showed us slides, she showed um this large leap in 2027 I think it was and I wondered did we frontload and just put all the money it's going to take or have we put a like a cash flow schedule out so that it's not what such a big impact in one year >> or is this always the way you budget it? >> Yeah, thank you for the question. So when we encumber a project, we have to ensure that it is in that fiscal year's budget even though it will take a number of years to spend that amount down. So we actually have two models. We have a budget model that you know when we have to encumber and make sure that we can cover those costs and then we have an actual um spend model, cash flow model if you will that that further or better identifies when that money we anticipate that it would be spent. >> Okay. All right. Thank you. Okay, go ahead. >> Yeah. Um, I had a question about the gas conditioning system improvement. So, I've actually had constituents ask me about this. Is can you just tell me more about this? Is this capturing natural gas and using it for >> power? Can you just talk about that a little bit more? So, we have a process at the treatment plant um that uh produces gas. And so, this system and not a lot of facilities, not a lot of wastewater treatment plants have this system, but we actually capture that gas. Um it's also part of our air quality um plan to be able to capture that gas instead of releasing it into the environment. And this system basically takes that and turns it into power for the plant. We power approximately onethird of the plant every year with that with this system that captures and uses it for power. >> Okay. So there's not an excess. It's only a third. Okay. And you're you're capturing >> all of it. Okay. Okay. Cuz I've had people ask like, can't we use that to to um sell to residents? And I'm I was like, I don't think that's a possibility. But thank you for for explaining that more. It's just not not enough. But thank you. >> Great. All right, I think that's it. Good job. Okay, I believe um I think Trina is that her last presentation and >> that's it. >> Vicki is going to wrap it up. >> Vicky Bam, you're in director of finance for the record. Just to give you an idea of what's up next for this is the end of the city arena portion. You'll have redevelopment coming up next, but so you have an idea. This isn't the final time we're talking budget. This is to hear your discussion, hear your thoughts. We'll work with manager Bryant um to bring forward changes and updates as we continue to move toward budget adoption. So today we had the workshop. I will come forward with the financial update in March and April. We'll continue to have budget discussions at those. May 6 you will have a complete budget overview. Again, not as detailed as today, but you know, general the whole budget so that we can get thoughts and ideas on that as we move into budget adoption. We will present to the financial advisory board on May 14th and then May 20th is the actual budget adoption. So, you can see on here there's still a lot of time, a lot of discussion that we're going to continue to have as we move forward and you can continue to keep it in the the front of your mind as we continue this process. Okay, >> that's it. >> All right. Anything else? Nope. Good. Okay, we are going to take a 15 minute break. I need everyone to get up and stretch your legs and get something to eat and then we will be back. Um, >> so we'll come back. >> Well, what maybe 1:15 is probably the best. >> Why don't we do that? >> Okay. All right, everyone. We'll see you back here in uh 1:15. >> Okay. I'm going to go to this interview, then I'll come back. >> Okay. Hi, I'm Reno Fire Chief Dave Copper. It's an honor to connect with you as we look back on 2024, a year of innovation, strong work, and unwavering dedication [music] to protecting our communities. The Reno Fire Department reached incredible milestones, overcame challenges, and made a real impact on the biggest little city. Let's look back at 2024 and the achievements [music] and highlights of the Reno Fire Department. 2024's wildland season tested our region with incidents like the Gold Ranch, Davis, and Callahan fires straining resources from across the West. Although these fires happened just outside [music] Reno city limits, our firefighters stepped up to assist while ensuring our Reno community remained well protected. In 2024, RFD deployed 264 resources to [music] more than 100 wildland fires, contributing over 65,000 hours of work. These efforts brought nearly $2 million in reimbursements back to the [music] department. Right here at home, we responded to 51,737 calls for [music] service, an increase of over 2,000 from the previous year. Our commitment to service [music] continues to grow along with our community. The safety and training division saw impressive growth in 2024, paving the way for a stronger, more skilled team. We proudly promoted 11 captains and eight operators, [music] hired 25 new firefighters, and welcomed five single roll EMS personnel. This year we ran two 3-week [music] fire equipment operator enginemies, one twoe fire equipment operator truck academy, and a twoe acting [music] captain's academy. These intensive programs help sharpen our skills and prepare our teams for any [music] situation. We also expanded our monthly company level training sessions, introducing specialized active shooter training and wide area search [music] exercises. And through partnerships with surrounding fire departments, we enhanced our response capabilities [music] for wildland fires and hazmat operations. Additionally, we upgraded the training facilities at station 11 with new technology [music] to improve the delivery of our programs, ensuring our team is always ready to meet the demands of our city. The Reno Fire Prevention Bureau experienced significant [music] strides this year in 2024, starting with the appointment of a new fire marshal, three fire captains, and three new fire inspectors. Our team saw great success in our arson investigations, achieving an [music] impressive 80% conviction rate, and completed over 6,000 building inspections to help keep Reno safe. For the fourth [music] consecutive year, we hosted our dumpster program thanks to a grant from State Farm. This program helps neighborhoods in the wildland urban interface clear [music] dry vegetation and debris, creating defensible space. Thank you to everyone who participated and helped reduce wildfire risk in our community. In 2024, we were also thrilled to receive nearly 245,000 from FEMA's fire prevention and safety grant to develop a community wildfire protection plan. This comprehensive framework will prioritize wildfire mitigation efforts, improve emergency preparedness, [music] and ensure long-term safety for Reno's residents and infrastructure. Keep an eye out in the coming months for ways to get involved. We're excited to collaborate with you in 2024. We work closely with our community partners [music] to update the regional hazard mitigation plan. The plan assesses the potential impact of all prioritized hazards to the region and [music] provides mitigation strategies and actions to reduce such risks. The update ensures the plan remains effective in addressing the evolving needs of our communities. We also prioritized firefighter health with initiatives [music] like our fourth annual cancer screenings and the introduction of the coronary calcium scan. [music] These proactive prevention programs are vital in detecting early markers of [music] heart disease and cancer. Critical steps for firefighters facing heightened risks associated with their profession. Additionally, we launched a groundbreaking pilot [music] program with the Epic Brain Center exploring enhanced mindbody performance [music] treatments. This innovative approach supports firefighters dealing with PTSD and other mental health challenges while empowering them with improved executive function to perform at their best. >> 2024 was a landmark year for the Reno Fire Department Emergency Medical Services Division with [music] 30,649 calls for service. Collaboration played a key role in 2024 as we joined forces with regional partners to strengthen our unified response to medical emergencies. We were excited to welcome our new EMS management assistant and [music] expand our specialized training for our single role program. Ensuring our EMS team is always prepared to meet our community's high demand for advanced emergency medical services. [music] We conducted division level training on new medical equipment, including cutting edge video luringoscope blades that are vital in life-saving situations [music] and new medications that can be used to treat various patient presentations by our mid and advanced level providers. [music] We also implemented a new medical charting platform, further enhancing patient care. >> Reno Fire Department's support services division achieved significant milestones in 2024. enhanced [music] vehicle maintenance and repair, increased apparatus safety, and equipment modernization. Through our apparatus [music] replacement program, we added two new brush trucks designed for firefighting in rugged terrain and a state-of-the-art ambulance, ensuring our fleet meets the diverse needs of our community. We also enhanced operations by refining [music] the use of fleet cameras throughout our vehicles. These systems capture critical moments during incidents, training, [music] and daily operations, providing insights that improve safety and support crew education. Our logistics [music] team continues to push innovation forward, adopting advanced battery powered tools on our fire engines and ladder trucks, and improve personal protective equipment. These enhancements extend [music] equipment lifespan, improve functionality, and prioritize firefighter safety. Looking ahead, [music] we're excited to introduce a new heavy rescue apparatus in 2025. The first of its kind [music] for our department since 1986. As an all-risk fire department supporting many different types of incidents, this addition ensures our crews [music] are ready to respond to any emergency, no matter the challenge. >> As we reflect on 2024, Reno Fire Department has much to celebrate. from our interlocal agreement with the Reno Tahoe [music] Airport Authority, enabling us to assume firefighting services across all airport properties and our partnership with Truckucky Meadows [music] Fire and Rescue, which now provides automatic aid to ensure the closest resource response to emergencies, no matter the jurisdiction. We're building the [music] foundation for continued growth and excellence. I'm pleased to share that we also received the keys to [music] 455 East Second Street, our future central fire station. We're excited to begin serving you from this state-of-the-art facility [music] in 2027. At RFD, we believe that being part of the community is just as important as [music] responding to emergencies. Whether it's hosting fire safety programs, participating in local events, or building relationships with residents, we strive to be more than the first responders. We're your neighbors, partners, and advocates for [music] a safer region. None of our work would be possible without the dedication of our team and the unwavering support of our Reno City Council, state, and federal representatives. Their commitment ensures RFD is always ready to serve and protect [music] our community. On behalf of the Reno Fire Department, thank you for your trust and support. Together, we accomplished [music] so much in 2024, and we look forward to an even brighter and safer year ahead. Thank you for standing with us. >> [music] >> My name is Robert DS. I'm a field specialist with Rise. And this experience with Bonnie Pace and the Pathway Pilot has been awesome and tremendous. And I'll never forget it. [music] >> [music] >> I'm free. [music] Heat. Heat. [music] Heat. Heat. [music] [music] [music] Heat. Heat. [music] [music] [music] Heat. Heat. [music] Tell me. [music] [music] [music] Heat. Heat. N. [music] [music] >> [music] >> Insane. [music] [music] >> [music] >> Heat. Heat. [music] Heat. Heat. [music] [music] Heat. Heat. [music] [music] [music] Heat. Heat. [music] [music] [music] As we move into the next budget year, we're excited [music] to share some of the key accomplishments this past year in the biggest little city. Whether working to ensure a safe [music] and welcoming community, planning for responsible growth, or maintaining strong fiscal accountability to our residents, our team is dedicated to building [music] a community that people are proud to call home. >> Running a city is no small feat. It takes seven dedicated council members and over 1,700 committed employees to make this city thrive. While you see some of them every day, many are behind the scenes. >> But we all have one thing in common. [music] We make Reno more than just livable. >> We make it lovable. Ensuring the infrastructure in our community [music] stands the test of time is critical to obtaining a vibrant and resilient city. >> The utility services team oversees storm water, waste water, and recycled [music] water throughout the city, including the sanitary sewer system. I know sewer is one of those things that people don't often talk about, but sewer systems play a crucial role in protecting public health and our environment. One important element in the sanitary sewer system is lift [music] stations, which are needed in low-lying areas to pump sewage up to a gravity sewer line. All of our sewer lines convey sewage and ultimately end up at our wastewater treatment facilities. Over the last 5 years, our team evaluated 27 public lift stations in our community and determined that some needed major rehabilitation. Since the evaluation, the city has successfully [music] rehabilitated five lift stations and completed the design improvements for the seven remaining stations in need of rehabilitation. [music] These remaining lift stations will be constructed in the next 2 years to ensure the sustainability of the systems for years to come. Since 1995, City Reno Council has made street maintenance and rehabilitation a major priority. The public works team maintains [music] a pavement management system to evaluate the condition and serviceable life of over 755 miles of streets. This system allows us to plan for preventative maintenance and major rehabilitation projects based on [music] priority. Maintaining infrastructure such as roads is the job of the maintenance and operations team. This last year, the streets division maintained 755 [music] mi of paved roads. That includes 37,000 mi of road being plowed, over 6,000 potholes repaired, and over 12 million square feet of cracks sealed or filled. Our teams work around the clock when needed [music] to ensure that residents can get where they need to go safely, rain, snow, or shine. At city of Reno and our sewer and storm drain division, there's 50 of us that take care of just over 800 miles of sanitary sewer that includes 35 lift stations. Our sewer and storm drain division in the city of Reno ensures safe maintenance for over 600 miles of storm water lines. It's our aggressive preventive maintenance program that ensures that your system [music] will respond properly to prevent overflows and flooding, keeping our residents and our environment safe and sound. The fleet management team maintains over 850 pieces of equipment, including police cars and other emergency response equipment. This year, the fleet management team was ranked in the top 100 best fleets in the Americas. And doing work in-house saves the city millions of dollars each [music] and every year. And our final areas of responsibility is facility maintenance. We perform a wide variety of repairs and remodels and preventative maintenance on over 200 city-owned buildings. And just this last year, we completed a seismic retrofit [music] of city hall, which ensures the safety of both staff and the public during earthquakes. Parks, recreation, and open space are [music] vital for creating healthy, sustainable, and vibrant communities. Last November, the Reno City Council adopted the parks, [music] recreation, and open space master plan. The plan identifies top priorities and an [music] implementation strategy to improve existing parks, trails, and recreational facilities, identifying and acquiring land for new [music] parks and recreational spaces, activating the Truckucky River Corridor and downtown spaces, and expanding [music] recreational programming. >> But the crowning achievement this year for the parks team is the Moana Springs Community Aquatics and Fitness Center. Opening in August, this 52,000q [music] foot facility will include a 50meter indoor competition pool, multi-use indoor recreation pool, an outdoor soaking pool, 5,000 ft² fitness facility, and more. This project represents a vital investment in the health and well-being of our community for generations to come. As we approach the completion of two [music] major projects in our community, the public safety center and the Moana Springs Aquatic Center, it's important to highlight [music] the clean energy components of both projects. At Moana Springs, the city received a community project funding award to install solar and was selected by NV Energy to be a community-based solar resource host site at the same location. The Moana Springs [music] parking lot features solar covered parking to support this project. and the public safety center will include rooftop solar as well as battery storage to provide energy savings. By investing in clean energy, we are [music] moving towards a cleaner, more resilient and equitable energy future for our community. Reno is one of the best places to live, work, and play. So, we know that growth in our community is inevitable. At the city, we are focused on responsible growth to achieve [music] balanced and long-term development that benefits all residents. Last year, the city of Reno completed the ward redistricting [music] process that transitioned our community from five to six wards. Redistricting [music] ensures that each elected official represents approximately the same number of residents. Final maps for the new wards were voted on by the Reno City Council following a community engagement process that spanned across four months and included 17 opportunities for residents to participate. The new ward maps will go into effect following the 2024 [music] election cycle. We encourage you to visit our online mapping tool to learn more about the new wards. Responsible growth means long-term planning. In January of 2021, the city adopted a new zoning code. And in June of 2022, the city initiated an amendment [music] to address outstanding cleanup items. This includes everything from grammatical errors to accounting for [music] updates in state law. Development services has spent the past year working through these changes and seeking public input. Final adoption [music] of an updated zoning code is anticipated early next year. The city of Reno is working with our regional partners [music] to manage water resources sustainably for future generations through the One Water Nevada initiative. This program is working to ensure there is enough water available to meet the needs of all users while protecting [music] and even improving the region's water quality and environmental integrity. A key element of this project is the advanced purified water facility at American Flats. With construction expected to begin in the near future, this facility will apply state-of-the-art water purification processes and provide the region with the potential for over 2 million gallons of highquality drinking water daily. At the City of Reno, we are focused on ensuring that everyone has access to safe and affordable housing. The city of Reno helps to improve housing stability [music] by providing rental and deposit assistance for all residents, including seniors and veterans. In the past 6 [music] months, the team has assisted 584 households with rent, supported 175 [music] costburdened seniors, and dispersed $1.5 million in rental assistance. The city of Reno is a leader on the affordable housing front. Back in 2019, the state law [music] changed and since then, the city has been allowed to enact an ordinance that has given us the right to wave or reduce fees for sewer connection fees and building permit fees as long as the project is associated with an affordable housing development. And to date, Reno has approved reductions and waiverss totaling almost $8 million. This has contributed to 1,800 new affordable housing units that are moving forward. City Council has also added conditional requirements for certain development projects and those are to help pay for affordable housing. This has been triggered on five development projects. This is estimated to generate over $4 million in funds which will support affordable housing. Last year, the city of Reno supported the development of 492 affordable units [music] through funding programs and city incentives, including federal home funds, volume cap allocation, and [music] sewer fee reductions. Developments that were supported include the Marval Way Apartments, [music] Copper Mesa Apartments, Oravada Street Senior Apartments, and The Ridge at Sun Valley. And while increasing the number of affordable housing units is a priority, the team is also [music] working to invest in low to moderate income neighborhoods. In the past year, the city funded $1 million in park and pedestrian safety renovations [music] and supported key projects, including park improvements at Robin Hood, Dick Taylor, [music] Paradise, and Mayor's Parks. Downtown Reno is evolving as our community transition from a region focused on tourism to a more economically diverse city that supports urban living, transportation, social gathering, and small [music] businesses. >> Many consider Virginia Street to be the heart of our downtown and the Virginia Street placemaking study reinforced that. Gil design firm over three phases of community engagement developed a strategy and a long-term plan of what our Virginia street and our downtown could look like. City Council approved the placemaking study last fall and identified $2.5 million in state and local fiscal recovery funds to implement phase one of the study. This year, state and local fiscal recovery funds were also utilized to create the Restore Reno facade and tenant improvement program. The program provided matching funds to property owners and tenants for facade improvements and interior upgrades. 39 businesses were awarded matching grants with the total economic improvement value of the combined projects being $5.7 million. At the same time, the team partnered with the regional transportation commission [music] to develop the downtown micromobility plan, enhancing downtown roadway networks to improve safety for all users and create a more welcoming environment for pedestrians, bicyclists, and other micro modes of transportation. Design is currently underway for this project and construction is anticipated in 2026. And no discussion of the downtown area [music] is complete without addressing the Truckucky River corridor. This year, city council approved the use of state [music] and local fiscal recovery funds to make improvements along the Truckucky River path, including activation efforts, enhanced safety with better lighting, paint refresh, path improvements, and more. Reno is committed to building a community where all residents feel welcome, safe, and able to fully participate in their government. Providing access to [music] city programs and services is critical to building a strong community. From improving ramp access to city hall to the addition of UBO3 and listen everywhere devices, we are working to make government more accessible for everyone. [music] Throughout the year, our team works with community partners to host celebrations that embrace, honor, and recognize the diverse cultures represented in the biggest little city. This includes the Black History Month celebration in City Plaza and the Asian-American, Native [music] Hawaiian, and Pacific Islander Heritage Month celebration at Wingfield Park. Building a welcoming community requires intentional efforts to embrace diversity, inclusivity, and create opportunities for all residents to thrive. The safety, health, and well-being of all residents is our number one priority as we work to build a community we are proud to call home. >> The Reno Fire Department provides all risk service to the citizens and visitors of the biggest little city. Last year, the team ran almost 50,000 calls, a [music] record high for the department. This includes everything from emergency medical response and water rescue missions to all types of fires, [music] including structure, brush, and vehicle, to name a few. The team continues to meet [music] the needs of our growing community by increasing staffing and resources for the department, maintain the strongest training program in the region, upgrading equipment through the fire apparatus replacement program, and investing in proactive fire prevention measures. We are excited to announce that plans are already underway for construction of a new central fire station that will be located in the heart of downtown. The 70,000t facility will house administrative and fire personnel with the ability to respond with up to five separate crews to serve the busiest part of our city. We look forward to its completion in 2027. The Reno Police Department boasts 354 sworn staff members. To meet the growing needs of our community, we added 43 [music] new and dedicated officers to the ranks along with the hiring of seven lateral officers from other departments throughout the [music] country. Last year, our patrol teams responded to over 72,000 calls for service. The traffic [music] team responded to 2,971 accidents. Victim services [music] served over 2,300 victims and the investigation section was assigned 3,762 cases. These cases covered offenses from property crimes to [music] crimes against persons. In September, the department launched a new data-driven initiative to improve crime [music] and blight in downtown. The directed engagement, enforcement, and deployment strategy, affectionately known as deeds, has been in operation for just over 6 months. In that time, we have seen a 12% decrease in the citizen initiated calls for service, a 55% decrease in vehicle versus pedestrian [music] crashes and a 29% decrease in commercial burglaries. We are excited to announce in August of this year, we will celebrate the opening of our new public safety center in [music] downtown Reno. >> The public safety center will serve as the headquarters for the Reno Police Department. Located in the former Reno Gazette Journal Building, this facility will be able to provide a swift emergency response to our community. This state-of-the-art facility is double the size of the existing station and provides exciting new features such as expanded public parking, private interview areas, community engagement, meeting space, and improved safety and security features to ensure the building will stand the test of time. >> A fast emergency response would be impossible without the crucial work of our Reno [music] dispatchers. Last year, our dispatch team answered over 500,000 calls, serving as the vital link between individuals in need of assistance and emergency service [music] providers. And this last year, the cities of Reno and Sparks along with Wo County and REMA came together to identify a unified [music] computer aided dispatch program that will deploy the nearest and most appropriate resources to an emergency. The technology will be launched in 2025, improving emergency response [music] for the entire region. Our [music] staff is made up of talented and dedicated people who are passionate [music] about the biggest little city. We've built a workplace filled with integrity positivity [music] collaboration, and diversity. an organization that has [music] been nominated as one of the best places to work in Northern Nevada for three years running [music] and was the first organization in Northern Nevada to be recognized as one of the best places for working parents. Our employees have endless [music] opportunities to make a positive impact in our community. The people [music] and stories behind our programs are why we take pride in our jobs and why we love this city. When we proudly look [music] at the community we've built, we know we are just getting started. We've had a lot of great accomplishments this last year, but the work isn't done. As we begin the [music] next fiscal year, be on the lookout for some major projects. >> Soon, we'll be opening the new public safety center and the Moana Springs Community Aquatics [music] and Fitness Center. These landmark projects will serve generations of Renoites for years to come. We hope you'll join us for both celebrations. >> And keep an eye on downtown as we continue to focus on revitalization using the input [music] and feedback we receive from our community. You'll see improvements to the Riverwalk, activation of Virginia Street, and improvements for pedestrians and microobility users alike. >> To keep up to date on everything that's happening at [music] the city, check out our website at reno.gov and follow us on X, Facebook, or Instagram [music] at city of Reno. until next year. [music] >> You know how uh speeders got categories? Categories. Different types, different cars, wannabe race car drivers with zero talent and all the insurance claims. >> Go on. >> Yeah. So, you got the I didn't realize I was going 95 type. Like the car magically went 45 over just on its own. Oh, officer. I thought I was going 45. No, buddy. You thought about going 45. Well, then you got the uh I'm late for work guys. Like going 25 over is going to make up for the 30 minutes they spent laying in bed watching Tik Toks. Ain't nothing like risking a reckless driving charge to get to a job that you already hate. We can't forget the I was just keeping up with traffic folks. Oh, the if everybody jumped off the bridge defense. Just because everybody else is breaking the law doesn't mean that you get a free pass. Nah, but it does mean we all get to sit on the side of the road together while we trade live stories and I write this ticket at lightning speed. There's one. Yeah, we got a black Volkswagen uh headed your way, guys. Got him. In all seriousness, Reno, we need to slow down when driving on our roads. >> Speed and impairment are the two biggest factors in fatality crashes. >> That [snorts] is why the Reno Police Department will be conducting proactive speeding enforcement on McCarron and around the city. >> Slow down, Reno. You got it. The I'm not from Nevada and pretty sure the speed limit signs all look the same everywhere. Do you want to make [music] a difference in your neighborhood? The city of Reno's six neighborhood advisory boards are your chance to shape the future of your community. From parks [music] and public safety to development projects, your voice matters. Joining an NAB is easy and it's a great way to connect with neighbors and city leaders [music] while making Reno an even better place to live. Applications are open now. Visit reno.gov GV/NAB [music] to learn more and apply. Get involved and help make Reno not just livable, but lovable. I'm Corey. I'm a housing manager with the city of Reno, and [music] we are here at our second Love Your Block project, pop-up nursery for Yori Avenue residents. We had residents of this neighborhood apply, and we've got about 75 plants and trees here to give out to the neighbors to beautify the neighborhood, get a little more green here. It's one day of planting [music] and a lifetime of new shade and and beautiful greenery in the neighborhood. >> The Yori Papa nursery is project that my neighbor and I kind of came [music] up with. People get to beautify their yards. Sometimes landscaping is intimidating due to the cost. This initiative, this project helps kind of eliminate that obstacle for a lot of people and so it'll [music] be nice to see more plants in more people's yards and just make more of a beautiful neighborhood. Uh, secondarily, I'm a huge fan of pollinators and native [music] plants, and so getting more of those in the ground is just going to help the environment overall. >> It's super exciting. I love this project. I started the bee friendly campaign, [music] which was created to help people talk to their neighbors. So, a lot of times when you start a pollinator garden in your front yard, it doesn't look like a traditional yard. So, I created these signs to kind of help with communication. [music] It's a great neighborhood gathering and I'm super proud to be a part of it. >> We're just so excited to be here in partnership with Reno Food Systems, Be Friendly Nevada, and the Nevada Division of Forestry alongside [music] all these neighbors to to get in the neighborhood and get planting. My name is Maria Hernandez [music] Pon. I am a graduate from the community court and I'm here to share my success story. >> About 5 months ago, you and I sat down for the first time [music] and had a discussion. >> Yes. >> What do you need? What do you want? And now look at you. Tell me I got bits of bits [music] and pieces along the way, but share what that was like. What was what was it like right before I met you and what is it like now? [music] Well, before you met me, I was going through a very hard time. Um, I ended up, you know, having to give guardianship of my son to my brother. Um, I was trying to recover from drugs and [music] here you came, you know, the community court. Um, and yourself. Um, and [music] I mentioned that to you and you told me about all these nice programs and resources that are available to me. Um, and I'm thinking [music] 5 months back like I would have never thought that I'd be here right now. That's for sure. >> Yeah. What what connection did you make in community court [music] that helped you achieve that? >> Well, taking accountability for my actions, [music] you know, realizing um that I had a a problem. Um step one, you know, admitting that you're powerless and your [music] life has become unmanageable. That's definitely >> very important. Um and then reaching out for help [music] would be the second most important I would say. >> Nice. >> That's so cool. >> Yes. You are the the image of what I want everybody that I meet at community [music] court to to accomplish. It's you. >> Every box I intend to check and rarely do. You do and you check all of them. >> I originally met Maria on our first day [music] of work. Uh we both have the first same start date. So we got to meet each other there and we immediately bonded. I immediately saw huge potential in Maria. Um, [music] she is really great. She's a people person and she she just strives [music] for the stars. >> If it wasn't for Community Court, I wouldn't be where I am today. They pushed [music] me to get the help that I needed with my recovery. Um, you know, they helped me get my job. They've helped me [music] through every step of the way. >> Community court is an alternative to traditional court. And I in in essence that's what is [music] different about it is it's it's the alternative approach. Um I think in traditional court it's more cut and dry black and white. You've committed this crime. This is [music] the standard sentencing. Therefore here you go. Um in community court uh Judge Hazel Stevens who I I couldn't say enough good [music] things about him and the way that he is driving this court. It's started with the Nevada Urban Indians. her [music] counselor Troy um knocked it out of the park with the substance use uh counseling [music] uh job connect Tim is our contact there and he did a great job of working [music] with her. They did the uh the application process right away. They met later that week. They completed all of the online [music] applications uh sent out all the information they needed to who then linked her to the placement agency that got her in here. Um she also worked with Downtown Reno Partnership [music] who helped her get her IDs. She wouldn't have been able to get this job without uh those IDs. And so it it was several people [music] working together as one to achieve what uh we consider. >> So cute. >> Thank you. All right, we're reconvening at 127 and at this time, Council Member Eert is absent. Okay. I we were waiting on everyone to get back, but um she'll she'll show up soon. And I am going to hand the meeting over to Vice Mayor Martinez. >> Thanks so much, Madame Mary. Madame Clerk, I think we're jumping into the RDA. >> That's correct. >> Perfect. We'll go ahead and open item B1 on the Special Redevelopment Agency board meeting presentation discussion regarding the development of the 2026 27 budget. Assistant city manager attorney. >> Vice Mayor Martinez, just for the record, we did have one public commenter if you'd like to take that before we go into the presentation. >> Yeah, we did the same thing in the morning. Let's go ahead and do that as well please. >> Perfect. We have Alicia Barber, which we will promote over now. Hi there. Can you hear me? >> We can go ahead. >> Great. I think there were a lot of public comments actually emailed also. Um, good afternoon. I'm sorry I had to leave. This is Dr. Alicia Barber, historian and adject professor in historic preservation at the University of Nevada. I last spoke in front of you last fall when you kindly gave me a role in planning the community meeting about the LER that was held on January 10th. Um, council member Dur also helped plan and lead that and council member Reese actually made an allocation, I believe, from his um, discretionary funds to pay for some of the expenses. So, thanks to you both. The LER is soon going to be an individual item on your council agenda and we had initially been told that that would be February, but I was recently told by staff that it will be in April. So, I'll be back then. But it was a tremendous turnout. The Historical Resources Commission met soon after that and they formulated some recommendations for you that will be presented to you then. Um, they include seeking your approval to establish an account to receive private donations among other things. And the city also issued a survey that you'll hear about. So, that's all to come. But in the meantime, obviously, you're starting your discussions about the redevelopment budget. And in the list of capital improvement projects that were considered by staff for RDA funds, the LER was given a line item of 1.5 million, which is the full estimate for stabilization and security, fencing, some landscaping and exterior improvements. And that wasn't ranked highly by staff and it was not ultimately recommended by the full RDA advisory board. Although I believe that the two members who did support allocating funds toward the LER are the two who attended the community meeting about it. So I think that made a big difference. Uh I want to encourage you today to start considering an aotment of any size to help secure and stabilize the building and help protect it from the elements. That is the dire need. We all know our government cannot fund the complete restoration of the building. However, the building is city-owned now and it is very very vulnerable and the need for some basic stabilization and sealing is really urgent. Um, I've been told that RDA funds can't be used for maintenance. And I know I know that Miss Turney is going to be working on delineating what tasks she thinks would constitute maintenance of the LER, but I do wonder whether we can categorize any of the needed work as maintenance when the building has not been used or maintained in decades and it's all necessary to make the building usable. Um, as you know, even once funding is in place and when jobs are small, it can take time to design plans, to get required reviews and approvals, issue a call for bids if needed, and get work completed. So an allocation from RDA funds now could allow some urgent work to begin in July and get it done before the weather turns. And I just want to end by emphasizing that there is state and regional interest in this building. I spoke about the lear at Tucson Modernism week last fall and actually just appeared on the K&PR public radio program state of Nevada this morning to talk about it. Um I was invited to do that. So um a little money from the RDA at the outset could really make a difference at this critical moment. So, thank you so much, >> Madame Mayor and Mr. Vice Mayor. >> Please go ahead. >> I Dr. Barber, I don't want you to get off the line before I've had a chance to ask you a question because I would hate for you to I know you're listening in. Can I ask you a question? Does anyone mind? >> No, go ahead, please. >> Dr. Barber, can you hear me? >> I can. >> Okay. So, the 1.5 million, which was the line item, um, look, I I have some strong feelings about supporting it, but I want to know what it would go, what what does it get us? Are you the best person to tell us that? Meaning, you've analyzed the report and you can tell us with certainty that if we allocated that dollar amount, it would get what we need done. Like, my worry is that it says 1.5 million, but then we go out to bid and it comes back at 2.8 8 million and then we don't have enough to do all the things and then we're caught in this thing where we're chasing it. Do you have any thoughts about that based on your review of the record? >> Yeah, it's a great question and staff had actually been looking at the estimates from the historic structure report and then updating those cost estimates for that January meeting. There was about 600,000 that was going to go towards some basic building um stabilization and security. That was things like um the roofing um the ceiling of the building um doors and windows in particular. I think you've seen images of some plants, you know, vegetation creeping in. Of course, it's susceptible to water. Um there was additional sort of a million or so, I think, beyond that. That was going to be for exterior improvements, fencing, etc. So, I think really trying to itemize this a little more would be helpful. Um the historic structure report did actually itemize that quite a bit more. I know that Miss Tney has been looking at that, too. So, I'm I'm I'm pretty sure she would have some numbers for you as well. >> Perfect. I I'll circle back with them in the presentations. I didn't want to get ahead of myself, but I I want to make sure that I didn't miss the opportunity to ask you the question. >> Thank you. >> Okay. >> All right. Um, good afternoon, redevelopment chair and board. Thank you so much, Ashley Attorney, assistant city manager. For the record, uh, today we are in front of you to discuss the redevelopment agency operating budget. This will look a bit different than what you saw on the city council side. So, I will encourage you to shift the hat in order to move over into a different mindset. Uh, in the effort of transparency, we are going to be going into really extensive detail on what the redevelopment agency budget will cover this year. uh it's similar to what we did last year but based on zerobased budgeting which is something that the agency started doing before as we are coming out of dormcy we [snorts] felt it important to go through a lot of these items line by line expense by expense um as we get into this the redevelopment agency is governed by NRS 279 which discusses that redevelopment means the planning development replanning redesign clearance reconstruction and rehabilitation of any combination of these or all are part of redevelopment area and the provision of such residential, commercial, industrial, public or other structures or spaces that may be appropriate or necessary in the interest of the general welfare. What that means effectively is at its core increasing the property tax values of blighted properties. So that is a big focus of what we do in the redevelopment agency. RDA1 area was established in 1983. This expires in 2043. This is predominantly what we think of as most of the core of downtown. RDA2 was established in 2005 and is currently set to expire in 2035. This area is a bit more cobbled together, but it covers such areas of uh areas around Keystone, Midtown, Fourth Street Brewery District and then down Virginia Street to get into the Lynen Grove neighborhood in between Plum and Moana and then Virginia and Kitsky as your barriers. As you're aware, it also encompasses parts of GSR and out at Cabela's out north in Verdai. The agency was just relaunched in August of 2024. It feels like we've been talking about RDA for a long time. Uh but really in essence, we've only been active for nearly 18 months now. Uh we did not have redevelopment agency staff before that time after a period of dormcy of almost two decades. This body appointed your advisory board in January of last year and they did review and recommend a budget to you last year and you adopted that budget which is what we're currently executing. The redevelopment advisory board also reviewed the budget and the CIP uh just on Monday and so unfortunately chair Paul Klein was unable to make it today since his regards and regrets. Uh but we'll go over what the RAB recommended as well to you today. As we just discussed your current redevelopment areas, the redevelopment fund is funded by four sources of revenue. The primary lion share is from tax increment. This is the property tax that is above the base of when the area was established minus statemandated carveouts that comes directly to the redevelopment agency to further the mission and goals that you've set. The parking gallery is located in RDA1. uh that is the RDA owned infrastructure that is on the corner of first and Sierra Street. This aids us in being able to produce parking for our businesses and other structures in the downtown area. We do receive a small state carveout of motor vehicle privilege tax for RDA1 and then we receive interest on our reserves. to go over the debt. RDA1, we previously due to the decrease in increment from the Great Recession had to borrow money from RDA 2 in order to cover our bond obligations. We've paid off that debt in 2025. Uh so we're clear on that part. RDA2 has been made whole. This leaves us with the remaining bonds that mature this next FY in RDA1. What that means is that we will have additional increment coming in starting in FY28. RDA2 includes a very small bond for an area improvements around Cabelas. This matures at the end of the agency, excuse me, the area life of 2035. You've seen this um graph a few times. This is our projected increment. This is something that we work very closely with the assessor, our finance department, the state taxation as well as we have a third party that does a study for us every two years to look at each parcel in the areas to identify what we think is going to come online. Uh what you can see from this in previous maps, we had very low increment coming in u mostly in the RDA1 was specifically an area where we saw a massive drop from the great recession. This happened due to decrease in overall property values. We also saw many of the businesses in RDA1 filing for obsolescence which causes a dramatic drop in property tax that comes in. The good news is we're rebounding and RDA2 is making a very very strong rebound as you're seeing from the increment that's come in the last few years which has allowed us to add in some reserves which we'll go over in more detail. All right, time to remember every accounting class that you took in your first semester of college or some that were given in high school and we will do our best to walk through. U it is heady and detailed but again in the effort of transparency I felt it was important that you saw all of the numbers. The first thing to note is RDA1 increment is estimated at about $5.2 million in FY27. RDA2 is coming in just under 11.2 million. As I mentioned, the agency does own the parking gallery in RDA1. This comes in at about $900,000 in revenue. We'll talk about the expenses later. As we mentioned, the motor motor vehicle privilege tax is $128,000. We're currently earning 60 grand in interest on our revenues from RDA1 and $700,000 in interest annually in RDA2 on our reserves. This means that the overall agency budget that is projected in FY27 is $18.2 2 million. Some of the standards and things that I think are important to note. I have made the commitment to you of running the agency at a 20% operating cost of the overall budget. Uh we have been very focused on maintaining the agency at a very very lean level for as long as we can. So that way it allows the most amount of our increment money to be able to go to programs and projects in the area. Uh we are continuing to maintain the split of the 7030 percentage between RDA1 and RDA2 expenses for things that are blended um unless they are area specific. So area specific things will go and be charged to that particular area as required by law. The agency has also really started focusing on community engagement. We're doing presentations in the community. Anyone who is interested in learning about RDA, we're happy to come and speak and educate. Uh we're also working with partner organizations to be able to come and speak with them and ensure that we're educating and understanding how we can work collaboratively together in the space. And lastly, we are having public meetings. Uh we recently did a stakeholder meeting for parking gallery to understand the needs in parking downtown as well as our RAB meetings that happen the first meeting, first Monday of the month every month. Um people are welcome to join us for that. From a staffing perspective, we are not requesting any new FTEES this year. Again, as I mentioned, we are maintaining a very, very lean staff. Uh the agency is proposed to be comprised of 9.2 FTEEs, shifting around some of the pay to be commiserate with the work that's being done in the RDA space, but again, not requesting any new positions. Uh we currently have two vacancies that we have been holding on to to again maintain that leanness, but we've reached a point from a workload standpoint we have to bring that help on. those two positions currently being advertised and we encourage people with that specialized experience to apply with us. From an agency expense overhead, as I mentioned, maintaining agency operations at less than 20%, we're currently running at 2.8. As I mentioned, revenue was 18.2, so that would put 20% would be at 3.6 million. We're obviously below that. We're running about 17% right now. Uh there are two things that I'd like to note on here that are important. You'll note on the miscellaneous operating expense of $124,000. The lion share of this is the payment to EDON. Uh that was something that this body decided to do last fiscal year to move that $100,000 expense from the city council general fund budget into RDA with the expectation that Edon would be focusing their efforts on the RDA1 and two spaces. uh we do work closely with Edon and that is something that we are hopeful that they'll continue to focus their efforts on the needs that are in this specific area. The second thing to know is the indirect cost. You did hear briefly about this from director Vanurren during the city council portion. There is an indirect cost allocation that is the internal services. So these are the costs for HR, finance, um IT. This is something that there is a two-year lag. We anticipate that this cost will increase over the coming years. uh we will likely be switching to a direct billable model in order to ensure that the city is being made whole and that we are auditing our records again and ensuring that we're running as lean as we can. But we do anticipate that cost to go up. However, it is budgeted to be the same in FY26 and 27. Program expenses. Uh this is where we'll get into more of what the agency is proposing and these are based off of the direction that we've received from this body uh to align with plans on the city council side or executing your goals and visions. The first one as we mentioned before is the parking gallery. The expense to run the parking gallery is about even with the revenue that we bring in. So this is a costneutral asset. We do believe that this is beneficial for the agency to continue to own as it does help with the small businesses in the downtown area. We know that we've got a lot of redevelopment coming in and new residential and we want to be able to provide that parking to help our small businesses and some of the residential needs. We have allocated $200,000 for site pre-evelopment activities in RDA2. The direction from this body to me was to go work with the Reno Sparks Gospel Mission and Catholic Charities to help them in their relocation efforts for moving them to the NMS campus. Uh this is not the cost of relocation. This is for site pre-development such as appraisals, title searches, consultants to ensure that we have relocation studies done. So we felt this was important to note. uh TIFF consultants, we've made the decision to not hire an underwriter on staff based off of the inconsistency in which TIF agreements come in. Uh we also believe that having a subject matter expert is how we can bring you and the advisory board the best recommendation. Uh so this is based off of what we think is coming in the pipeline and based off what we had last year. Next line item is the activation pilots. This is something that we've heard loud and clear from this board that you would like to see more activation in more places in your underutilized spaces. This is allocating $150,000 for RDA1 and $150,000 in RDA 2. You likely recently saw the announcement of the district activation pilot expansion. This is building on the great work that the gift of ARPA gave us to be able to activate our downtown areas. This expands this into the brewery district into Midtown and the Riverwalk. So, this is a suggested line item to increase that. The next item are studies and analysis. We are very aware that plan is a four-letter word and so these are very specific needs that are proposed this next year. Uh these would include the next round of the parking analysis to let us know what curb utilization and meter usage is after we get the microobility plan in place. Uh we do know that our meters are looking at end of life in another three fiscal years. And so this will help us to understand exactly where the meter should go, where should we have loading zones, and then help us move forward with understanding what technology is best for our city. There's a few other studies that are involved in there as well. A strategic plan for this body, should you choose to engage, is an option on here. Um, we also are looking at the streetscape analysis if that's something that you would like to expand that hasn't been updated in many years for downtown and it's a very narrow area of downtown. If we would like to set standards for how development occurs, what setbacks would look back and incorporate that into title 18, that helps to clarify the vision. The next item is a retail attraction campaign. This is something that we're very excited about and uh staff will be bringing this before the advisory board in the next month or two and then to this body. Uh we've heard you loud and clear about the need to attract retail along our vacant storefronts specifically on Virginia Street. And staff is currently finishing up their research to understand what other cities do for best practices. Some of these may look like broker incentives. They may look like rent subsidization. They may include some ideas from many RDAs will actually lease a space, improve the space themselves and then sublet it. So those will be policy decisions for you that will be coming forward. So we felt it important to be able to earmark funds for that. Getting into the blight mitigation programs, we know that this is something that is a core tenement to the work that we do in the redevelopment space. Um as you know, we fund a code officer for the proactive work in that area. The hand team came to us this year and indicated that the love your block grant, this is something that we know we've seen wonderful success. This uh started in W 3 last year is now currently in W one based off of calls for service and code enforcement needs. Uh they came to us and said if there are funds available for RDA, this is something that they could stretch it further. So we are recommending 25,000 in RDA1 and 100,000 in RDA 2. The next one is restore. This is something that you heard uh multiple public commenters come in and speak about this earlier this morning. We are recommending the same amount as you funded this year of 500,000 in RDA1 and an expansion to a million in RDA2. This last round of a million dollars. We had nearly $3 million in asks. So we do believe that the needs are still out there. The next one is the resecure program. This is something that you have currently funded this year that we are getting ready to take to the RAB next month and then we'll come out on the street. Uh we're very excited about this. This is what we would also call a SEPTED opportunity, which is crime prevention through environmental design. This is a matching grant, as we've heard loud and clear from this body, that you would like to have as minimal risk and optimal maximum outcome as you can. So, the resecure program will be a match for people who would like to put cameras on their businesses, change their landscaping, add additional lighting for safety. So, we're very excited about this program and think it aligns with what this body's asked for. Last thing we're recommending continuation of funding is for small walls, 50,000 in RDA1 and 50,000 in RDA 2. Uh, this was something that we took to the RAB on Monday. They were incredibly supportive of this program and excited to see it launch. I believe applications are open now, next week. Applications for this will be open next week >> for small walls. >> Okay. And what does that mean? >> Small for the program. Small walls is a mural match program to get more murals and more spaces. So this is to help our local artists scale up from projects. Businesses are to contact the city of Reno. We'll help put them in touch with an artist and then the artist will go do the work and we will give a reimbursement of half of that up to $10,000. So it gets more art in more public spaces on exterior buildings. Uh this is what we're calling the roll up to kind of smush everything into one. It shows your debt obligations. As I mentioned, RDA1 has the last bond payment due this year. Additionally, when RDA1 was extended, there was an obligation by state law that 18% of the increment over our debt will be set aside for county schools for capital projects. We've been in touch with them. They don't currently have any projects that are scheduled in the RDA1 area. However, we will continue to put this in a fund for them. They'll come forward with those capital projects and then we'll release that as needed. We also have RDA2 as I mentioned the small bond and then we have the million dollars from baseball. This is recommended that you pay for this through 2035 and then it goes to RDA1. After that, as we mentioned our agency overhead, these are separating the 7030 split from RDA 1 and two. Getting into the programs, we just went over those. This is your rollup. This shows you your overall expenses without capital projects are $1.5 million in the agency this year. This means you have a remaining revenue of $122,000 in RDA1 and 6.5 million in RDA2. That's where we start the capital project conversation. Now getting into your reserves. So this is something that in RDA1 as we mentioned the increment has been slowly slowly growing and we have not had um too many of those capital projects come forward. So that's why we're excited to bring you and hear what your feedback is for us so we can go and fund what you think is necessary. Currently the funds in RDA1 are 4.2 million in the reserves. RDA2 is 22.8 million. As we mentioned, there's overhead for the agency. Best practice across the country recommends 18 months of operating expenses to be kept in your reserves. This allows us to be able to weather a storm if we run into some rough patches with property tax. We know that our revenue sources in Nevada can be very volatile. And so this allows for the agency staff who are hired to be able to finish out contracts, if we still have them, and either weather the storm or then transition them at that point. The second thing you'll see is a recommendation for reserves to be held for future increment payments. Currently, you have two approved tiff deals in RDA2. This is a recommendation of keeping half a year's increments in your reserves. Uh this allows us to be in a more conservative posture where when those obligations come due, you're not drawing out of your current year's revenues in order to make good on those. With these recommendations, this leaves your ending reserves of RDA1 of 3 million and RDA2 at about 14 million and some change. Getting into your capital projects, as I mentioned, your remaining revenue after your expenses in RDA1 is 122,000. RDA2 is 6.5. uh we are making a recommendation to you to take $2 million from your RDA1 reserves in order to do more capital projects and then $4 million from your RDA2 reserves that will take you up to $10 million. Getting into the CIP um how these projects were identified. This is something that the plans that you as RDA or you as city council have adopted are very extensive. And so part of what we've heard loud and clear as direction is we have these very expensive plans. Uh for example, the Truckucky River vision study cost $330,000 which is a wonderful gift that ARPA gave us that was not general fund money to be able to help us plan out what the needs were on the river in a more holistic view. Uh the Virginia placemaking study was $150,000. Again, a wonderful gift of ARPA to be able to tell us what are the actual needs that we can implement. Uh we've also heard from this body that you would like us to go execute and so best place to execute is by identifying what are the needs in front of us. We also met with you as board members. We met with the RAB members in advance. We spoke with partner agencies. Uh spoke with each of the city departments to understand the needs and future capital projects. And then again looking at each of the plans of these, there were 102 submissions totaling nearly $300 million in capital improvement needs. You'll see $143 million for RDA1 and $104 million for RDA2. The math doesn't quite math for a couple reasons. Uh the first one is there were some items that were removed because they are not in the RDA, so they're not eligible. uh some of these are also located in RDA 1 and 2. So those numbers were removed accordingly. We developed a scoring framework. This is modeled very similarly after the process that you see for the city's version of the CIP and the city's version of the CDBG funding. Um the scoring was brought forward to identify does this align with your existing plans from a strategic priority standpoint? other opportunities for economic development and placemaking impacts. Are these projects shovel ready? Projects that were ready to be implemented and done within 24 months were ranked higher. We also looked at if there was an opportunity for leveraging of funding in order to help the RDA monies stretch further. Uh accessibility and equity was something that was looked at as well as the long-term maintenance costs and then cost benefit and then other partnerships. The CIP committee was comprised of multiple staff um including someone from finance department to let us know if we can afford it. Um the maintenance and operations department to understand what the maintenance expenses would be once it's done. As we mentioned a few times today, RDA funds are not allowed to be used for maintenance only the capital. So the agency creates the capital project and then it is handed over to the city side to maintain. So it is important that the maintenance and ops team are very involved through these capital projects. So we are not building something for them that they can't take care of later, leaving stranded assets. We had someone from development services to help us look at these from a future permitting and planning standpoint. We also had staff from the redevelopment agency and city manager's office. And then someone from the downtown Reno partnership also sat on the committee to help review and score. The committee made their recommendations and then those were sent to the RAB on Monday. I'm going to go over what the recommendation from the RAB was because that is what your advisory body has suggested to you on Monday. They recommended as you will see in your packet and as a reminder um the entire list of all CIP projects are listed in your packet. You are the final deciding body and so this body has the authority to pick and choose, move them up and do as you please. Um this is purely based off of the ranking off of the scoring sheet that we mentioned. The number one ranked need was the Virginia Street sidewalk improvements. Um, this is a shortened version of what the project really is. This is not just sidewalk. Uh, this is the entirety of the streetscape. So, this is sidewalk, power, new lighting, irrigation, trees, and silicell up the trees from the river to the freeway. Um, this is an estimated cost of $20 million. We, as we mentioned, know there's not $20 million available today, but felt it was important from a ranking that you needed to know that this was on here. Um, the body recommended to you that you allocate $400,000 towards a triage and assessment of Virginia Street to identify, can we find where power is failing? Are there short-term fixes? Can we part and parcel and identify other ways to go about this? The second item that was recommended from the scoring and move forward by the RAB for your approval is the event center bowling stadium exterior lighting. Director Ksky started to mention this briefly in her presentation on this $2 charge. Uh the estimated cost of this is $800,000 and the four square corners, what I like to call it, of fourth street and university is incredibly dark and the city owns all four of those facilities. The request came in at $800,000 for uplighting and cake lighting around the top of the building, adding additional ambiance as well as safety. Uh what is great is once this was submitted, I have since spoken with RSCVA and they have budgeted $400,000 towards this capital expense. So really they're looking for the delta from the agency again finding ways to expand RDA money. The next item is a Whitewater pullout location. This aligns with the Truckucky River vision plan to identify better egress and ingress into the river. This is located right outside City Plaza. We currently have steps that go down to get into the river or come out. Uh what we find is that there's a lot of boulders right there and people who are tubing floating I don't know if they call it floating anymore. Uh they if they miss their exit in Wingfield, it's very difficult for them to currently get out at city plaza based off of the rock configuration. So this is a request to move that. The next item is shade on believe plaza. Uh we note this in the Virginia placemaking study. Your downtown action plan, the Truckucky River vision plan, your master plan. Uh shade on believe is a a chronic issue and limitation for us to be able to do things in that space for special events and congregations. Uh this is not long-term large scale shade. This is very small tactical shade similar to what we did at West Street Plaza. The next one is the historic rail depot. This body approved a capital improvement plan for FY26 that we're currently in to build Amtrak uh ADA bathrooms on the Amtrak side that allows us to segregate out the historic side. Um I'm excited to announce that that is actually project is out for bid right now which is the first capital improvement project to be done by the redevelopment agency in more than 15 years. I didn't think bathrooms would be the first thing that we did but we're excited nonetheless. Um, so this is for a recommendation for the historic side in order to get it further along to be able to lease. Um, at this time when people are approaching us and they look at the historic rail depot, we have some binding constraints. Um, the first one is the current electrical is not split, which means we can't charge tenants individually for their usage. uh it's currently in the lease that Amtrak is supposed to pay their fair but we don't have a way to actually build them. So this is a need in order to make sure that we are costing and charging accordingly. Uh this would also help to be able to put in tenant improvements like HVAC and water and sprinkler systems. Uh the RAB recommended this project as well. However, they suggested that we should run this in tandem with an RFP to see if there's someone who would like to do it and either we work on the improvements or we have that as a tenant improvement availability. The last item is downtown wayfinding at $250,000. This was mentioned in multiple studies. Again, the um downtown plan Virginia street placemaking mentioned that our wayfinding signage is a bit lacking in ult. Uh so this helps to have one consolidated space. The items that are recommended in front of you from the advisory board total just under $2.8 million. Moving on to RDA2. Again, these are the recommendations from the RAB to you. You have ultimate authority. The University [clears throat] Village pedestrian improvements. These are around the university village area between University and Lake Street and the freeway and fifth. Uh these are the areas that they've purchased the historic homes for grad student faculty housing. Um as we do know there is a proposed development going in on university and six increasing pedestrians over there. Uh this is a request for not just sidewalks but this is sidewalks, lighting and power to increase. Uh this is something that's mentioned in your downtown action plan as well as your master plan. You also passed a resolution indicating that we are a college town. Uh the RAB recommended that this should be reduced to 825. Um 8.25 would effectively pay for sidewalks and the stubs. It would not pay for power and lights. The second item that ranked is the Riverpath phase 1 construction at $6 million. You may recall with ARPA money you were able to pay for the design of phase one. Phase one is identified as Lake Street along the river to Broadhead Park. Phase two is Broadhead to John Champion. Phase three is John Champion to effectively the Spark City limit over around Galleti. Um this is an important step forward. Generally design indicates that you are moving forward with construction. So design is different from a plan. And I think that's an important thing to designate for the public to know. A plan is a blueprint and if we have the money, we're great to go that way. Design actually are the full mechanics of what you are going to build. So phase one construction is not just asphalt on a path. This is an expansive shift around the river as we know it. Uh this includes removal of fuel tank that is housed right underneath of the path. This is new asphalt that will create ADA accessibility for folks who are mobility impaired or kids on tricycles. Uh what this will also do is allow for additional lighting benches. Uh this includes further setbacks along the river, widening the river path to 50 ft. So we will have some boundary line adjustments with this as well. Lastly, this is going to include extensive invasive species mitigation inside the river itself. Uh this helps. Right now, if you walk along the river path of this phase 1 area between Lake Street and Broadhead, there's an incredible amount of erosion that is happening and our trail is actually falling into the river in some areas. This will help us with those setbacks to be able to create safer paths along with a railing to prevent people from falling in. Um the second item that was proposed was the phase 2 design as I mentioned. Uh so what you are seeing is construction of your previous phase and design of your next phase and then in theory next year we would bring you construction of phase two design of phase three. Uh the RAB recommended that you actually move forward with design of phase two and three this next year with that reduction of the university village improvements. The next item are the play elements at Broadhead and John Champion Park. These are not traditional large playground equipment, but smaller uh nature equipment and some other health equipment that would go in these areas in order to activate. This aligns with the Truckucky River vision plan that identifies more usage of our city parks that are along the river. The last is the uh East Fourth Street Beastro Lighting. You heard from some of the business owners today indicating that this request would help with safety along the Fourth Street corridor where they've made their investment in their businesses. As mentioned, the REB made REAB made this recommendation and RDA2 CIPs are looking at $10.3 million. All right, next steps for you today are board feedback. Uh, you are not agendaized and stylized for direction. However, we're happy to take your feedback. We have property tax projections should be finalized. Uh, director Vmbern is expecting those to come in towards the end of March. So, what we have right now is projected. We hope that they will not move that much. Uh right now, you may know this that the board of equalization is meeting throughout the month of February and March and evaluating property tax appeals. When someone comes in for obsolescence on a large commercial property that is in an RDA, that will directly impact our revenues. So, that's something that we're watching closely. You will have your tenative budget submission is due to the state April 15th and then your final adoption of your RDA budget happens in May. and we're happy to take feedback. >> Okay, you are the only one with your green light on. Go ahead. >> Oh, okay. Um, first of all, I'm um super excited that this is fantastic work. I think there's a lot to unpack here. Um, there's like nuance all over the place. So, I have maybe a starting point for some framing issues for myself. Um, and it might help explain to my colleagues where I am headed with it. Uh the first is sort of this concept that the RDA has been dormant for the last 20 25 years, right? It really has not been throwing off increments. So in the time that I've been on council prior to today, I've never had to have these kind of discussions and that is an important kind of framing paradigm because it's all new to us, right? It's certainly new to me. Um the second is it's the first time we're daylighting this important work here, right? We've been having these conversations. We've held briefings. Um the public has been parts of some of it. different subgroups have worked on plans, all those things. So, this is important work that we're doing here. And I think that because we're not stylized for action today, I'm very excited to be kicking off the conversation and doing all that. Um, you know, that point about no action being taken, it doesn't mean that we're not going to have a robust discussion. just means you aren't asking us to vote, put hand to the air and say these are my priorities which I think is good because it means we can hear what each other's priorities are which is I think part of the reason why I like and quite frankly with Miss Der being online it's harder for me to have that like connection so I I'm glad that we're going to have more opportunities. Um the next thing is really my questions about a couple of the slides and I want to start with slide 13. It may explain some of the later questions. So slide 13 is the reserves for fiscal year 27 and you show it as RDA ending reserves there and uh RDA2 ending reserves. Let me make sure I understand these are projections not current money in the bank, right? >> These are current money in the bank. >> Okay. So um these are what we have because if if I did the math right on RDA1 we have 3 million in the bank. You're saying hey there's recommendations for 2,80,000 which would leave a million in the bank. Correct. >> Right. And then with RDA2, there's 14450 and some change minus the 10 325 means there would be 4 million in the reserve. >> There would be 10 million in the reserve because your increment what's left over is 6.5. I'm recommending that you take four of this 14 to get you to that 10. So you'll have 10 million in capital and then that leaves 10 million in the bank. >> So this is where I start to get wonky about the way that we're presenting it. What I'm trying to figure out is just how much money do we have so I can fairly evaluate the projects that you want us to evaluate and prioritize and so I can't tell now if it's the 6 million I mean it's 10 million in RDA2 that you prioritized >> that we're re Yes. >> We actually have significantly more money than that if we wanted to spend it. >> Yes. If you wanted to spend everything that you have in reserves based off of this slide plus what your leftover increment, you could spend $20 million. Um, well, the math ain't math and then for me because I'm I'm missing some part about that's why I started my questions framing it by saying what's in the bank today? What are you projecting over the next fiscal year? >> Right? And so somehow the slide is either misleading me or I'm I'm a simpleton. I don't know what the answer is but I want to know because when we are prioritizing it's not like hunger games up here. We don't want to fight to the death about which project gets in and which does not. So which slide uh okay so this slide is a is a better way to look at it. >> So I think the way to look at it is for your next year's projected what what do you have? So when we take the expenses which are the people the debt the programs >> you have 122,000 this is increment for this next year and 6.5 so that is the how much is projected for you to be able to do something with for your capital projects when we go back to this slide this is what do you have in the bank that's the 3 million and the 14 million >> how do we get to spend 2 million in RDA1 at a from a $100,000 standpoint >> because you have 3 million in the bank. So, we're recommending of your 3 million that's left in the bank, this is your bank account, your savings account, 3 million. So, this is why it's saying if you pull from your reserves of 2 million, that's how you get to your 2 million. >> Perfect. So, my time's up, but I want to just say this is why it's important that we're just starting this work, right? It's it's okay that I I'm confused by the different slides showing different numbers. Um, in the end, I just want to be able to prioritize the things that we value and prioritize together here at the body. Make sure we're running the agency fiscally responsible, have the reserves you need to meet future payments as you've identified, and then I have some questions in the next round. >> Okay. Um, looking at the budget is really interesting. There's, um, several things kind of all over the place. I want to have like this really really broad discussion so where we're not doing it in budget because this is what you're looking at your budget but I think there's other things at play and I don't want to get um I know this is budget so I don't want to get too like restore you know I have feelings about restore one of the things that I would like to see otherwise I wouldn't want to fund it I think the biggest pain points and you guys know this is the perception on Virginia Street and that really is one of the biggest perceptions And I think sometimes people don't see the work because we're very broad in downtown. So I would like to be able to define the that area. The the issue too, and I saw this happen directly right across the street, is you give restore money to a landlord and they improve their building and then they jack up the rents because now they can. They say, "Oh, my building is so nice now and now I'm going to charge you$3 to $4 a square foot." And um so we have seen that. So you have to be very careful about how those improvements I do think that they should come with requirements. Otherwise the city the tax dollars are helping very wealthy landlords um improve their their uh um properties. Is that probably a correct statement? >> I can't speak to their wealth because I don't know that part. But >> yes we do. [laughter] >> I can't speak to that part. >> I'm not talking about wealth. But let's talk about how many properties they own and then we can figure out what those properties are worth. Yes. >> And so that that is very real. Correct. >> That we know that they have big portfolios. >> We do know that we have a lot of legacy property owners that own a lot. And yes, to your point, it is investing in that exterior or tenant improvements as a tool as mentioned in some of your plans because we do find that there's legacy property owners that otherwise are not incentive >> that use restore money. They use restore money and they improve their property. >> So I just have I I just feel very strongly about that. Um, and then also we've had businesses that didn't come to fruition that we gave money to. And so that also is tough. Um, and I appreciate your efforts. The other one I want to go back to, um, is the go back to the bowling stadium. Let's look at that. Um, the bowling stadium, you have 800,000, correct? And then, am I right? 400 is coming from the RCVA. >> Correct. So, when this initially was submitted, we were told the cost was $800,000 and we did not know their commitment. And so, I met with them on Friday and they indicated that they have $400,000 to contribute to this project. So, that drops the ask of the RDA agency down to 400. >> Okay, good. Um, and I see you have it up there. That's what that is. >> That's what that is. And this is the RAB recommendation. >> Okay. The other thing is how many projects did you have to score? 102. >> 102. And you showed us how many >> We showed you your top dollar amount to get you to the recommended capital dollar. >> Okay. I do think um and it's and I know that it's in in your packets, everyone, but we should probably also have see all of them um so that it's very transparent so it doesn't look like we just for some reason here here were the ones that you know that's it, right? Correct. You have full authority to pick anything off the list that you would like or anything not on the list. Yeah. Um this is just what the RAB recommended. So that's what's in front of you is the the RAB recommendation. >> Well, the RAB saw all 103. >> Correct. >> They they did. I think it's important though in these meetings because I do hear that, you know, sometimes we give presentations that are just sort of at this level and they don't see them to the level that we that we get to see them. Um, sometimes I think the the public just doesn't um they don't have all the information we have. So sometimes I think that they don't realize that there are other things that they're probably um wanting to see on there, right? And so then they think that we didn't look at it when they don't see it on there. And so I want to make sure um that we show everything to let them know it was considered um and it wasn't that we forgot about it or it wasn't that we didn't care about it. that it was on there. >> There are incredible needs to your point, Madame Mayor, of the 102 submissions. Again, these were the known issues from your adopted plans, stakeholders, um the extensive outreach that's done for those plans, and every single project is deserving. I don't believe that there is anything on this list that staff would ever recommend that you don't do. Uh it's just that there's >> there's more more months than money is what my grandpa used to say. And so you have the very difficult job of prioritizing what you would like to see come to fruition. And so our goal was to bring you forward what the RAB recommended and ultimately it's your budget and your decision. And so we're happy to execute whatever you want. >> Thanks. So I just want to make sure that people know just because they didn't see on the list does not mean that it didn't get looked at. It >> it it does matter. >> It just didn't rank as high. It's a what I've been saying is not no just not yet. >> Yes. Um because there's incredible needs that are identified. >> Perfect. Okay. Awesome. >> Um hold on one second. Oh, sorry. Uh Councilman Dur, go ahead and then I'm going to go to Councilwoman Taylor and then >> All right, Council. >> Well, thank you very much. This is a very extensive process that you've put forth um Ashley and your team um to to start laying out what the choices we have before us. Um, like council member Reese, and I mentioned this actually at my briefing with you, I would really like it if you could present a spreadsheet that starts with how much money we have in the bank and then brings in all the revenue and then shows proposed expenses and then um ends with the choices we have which is how high to fund the reserves and how high to fund the CIP. So on reserves, I'm I'm confused about one thing and that is you you said it's recommended for redevelopment agencies to do 18 months of reserves and and yet at the city uh we look at cash flow lasting like 3 months you know we have like uh 14% of our budget or something like that highlighted for reserves if I have the right figures. Um, and I just I wondered, you don't have to answer, but because we're short of time, but one of my questions I hope to get answered over some further time is why would we pick such a high number? Um, and can we get by with a lower number? You pointed out that we're just getting started and we don't have that. um we we should have money to finish projects obviously in reserves but we shouldn't and and also to pay staff let's say for 3 months just like we do for the city but um I I would like to really take a look at that as we go forward. So I'm not asking for really a response but I'm just telling you what would help me to evaluate this stuff. Um, one thing I I'm going to bring up the LER now because one of the things I was surprised you mentioned all the studies that we've paid for. You even listed their amounts of money. We paid about $150,000 to do an assessment of the LER and I didn't hear you mention that study. That study was approved by both the historic resources and to my recollection the council. We accepted it. We paid for it. So, it's an existing study. Um, in the past we already budgeted from ARPA money, as you pointed out, the the windfall or the grant or the gift of ARPA. We budgeted to spend a million dollars and that was primarily on the exterior. Um, we deducted 200,000 for the study and other things. We actually had a budget of about 800,000 for exterior improvements. We also through the study found out um and I just looked at the figures again around 600,000 roughly um for interior. The reason I think both are important I'll just really quickly get to it. We have an asset and I'll compare it to the um train station which is on the list for expenditures. we have an asset that if we do not take care of it with things like water intrusion and plant intrusion, the asset will go into the category of demolition by neglect. So my theory is that we've got to protect the asset and even if we didn't spend any more dimes, let's say for the next 5 years um until we aggregated enough money um at least we're protecting the asset and it is not going into some kind of remission or decline. The second thing about the outside and then I'll end this round. Um what I would love to do is turn the lear into an asset that is helping pay for itself. We if we make the outside improvements, we will have the ability to um charge money to use it for weddings, which will probably come with a um which would be outdoor weddings, which would come with a higher rent fee than let's say McKinley, which is only like a hundred or 200 an hour. uh we could utilize it for events right away downtown like our town and other outdoor activities like the western lights and so on and so forth things that need space and I think it turns it into a revenue producing facility quite quickly which can all go to the maintenance needs. So I would advocate that we need to do those things um based on the reports, the studies that have already been done and the fact that we don't want to lose our asset. We want to stabilize it. Um I'll leave it there. I we'll come back to that but some other stuff too. I have some obviously some thoughts but I don't want to exceed my time here. So thank you >> Councilman Taylor. Thank you. Um I'm not I'm going to have some general thoughts here and I want to the redevelopment agency this money our efforts my understanding is it is an investment to increase property tax to increase revenue >> is so everything that I look at through here that is how I'm going to be judging it. How are we increasing investment and property tax revenue? Um, is that a is that a fair assessment to be judging things? >> Yes. >> Um, one of the things the 102 projects I want you to kind of talk about how those were brought to us. I don't know if I'm ready to say I like this project, I like that project. But there are there are also things that I am very supportive of because of the investment that has already been made by outside people. For example, the university has invested, I don't know, $300 million so far and it is going to generate revenue in other parts of the city for investment and redevelopment. To me, that is a good use. The river is something that this council has said is a number one priority. $6 million on the river. Perfect. That's a that everybody can win there. Um the east four street beastro lighting. Again, those businesses have put a ton of money by themselves into that and is going to generate more money and more development. my questions with some of the other things. I mean, is there like a a do nothing option with the rest of the money and save it to where it can accumulate and get more money to um like for next year? So, maybe we take three big projects and that's where we put our money. Um I might not have a popular opinion on the LER, but because my colleague brought it up, we had somebody that came forward, they wanted to take the LER from us. We still have debt on that project based on the presentation we just had. We're going to have a payment this year. We have a payment next year. My understanding it's going to take $20 million at least to get that to a place where we could use it to generate money. Is that accurate? >> Yes, there are three options proposed in the study. But >> to say that we're going to use it the front part of it without any bathrooms, electricity, or anything like that does not make any sense to me. You can't just put some grass and some fence in the front part of it. So, my I've said this from the very beginning, sell it to somebody that can love it more than we can because we don't have $20 million to do that. Plus, it would not generate any property tax because it's our building, right? We're not >> correct. >> Okay. Um Okay, that's it for right now. I don't want to go over. Thank you. On the 102 projects though, can you tell me how you Oh, real quick on restore. I understand completely understand the concerns but I think we also had like 13 new businesses that came forward under restore. So I don't want to minimize the positive impacts that that pro that program had too and the public comment that we had here earlier. We had five business owners come forward and say we wouldn't have been able to be where we are without the restore. So there's probably some things that we can tweak and make better but I also think it's a very important program. So if I may madame mayor in order to answer the questions um working in reverse order as it relates to restore your concerns were well heard through the ARPA round of giving funds to people who didn't open that was a dramatic shift that we made with the execution of the RDA funds and so funds are not released until there's a certificate of correct it's been corrected this last round so funds are not released unless there's a certificate of occupancy which means the business has to open u we also ensured that it is a full reimbursement component. So no funds are expended. If you don't open, you don't get any money. >> Okay. >> So those are big shifts cuz we heard the concerns and we felt that that was very important. >> It was it was problematic and you and you shifted fast. So that was good. >> Yeah. We shifted because we took that feedback and that's part of what we really try in the RDA space is to be very nimble. So we take your feedback and we run with it. So those shifts were made because we heard that that was very important. >> Uh we also have stronger contracts with each of the businesses that are coming in. And so that is a difference also from the ARPA rounds. Uh we had our exterior external lawyer looked at everything and created really good contracts for us. So there's some big shifts that we made based off the feedback from you. So thank you for giving us that feedback. Um going backwards to the next question of the is there a do nothing option. Um yes, you don't have to expend any funds at all. You can continue to keep those in your reserves if you would like. Uh, one thing that this board has made very loud and clear to me is you are not interested in taking on debt to do projects at this time and you want us to be moving in a pay as you go position. And so that's part of why the projects that were brought to you dip into your reserves because you have some. However, we're not proposing taking out debt until you tell us to do that. So you do have an option to keep that money in the reserves in order to build it up to do larger projects. Um, as Councilman Reese mentioned, you haven't seen this before because one, we didn't have any staff. And then last year we had a very small amount of money that was set aside to do that first Amtrak bathroom. Very exciting first project. Um, and so that's something that again we're happy to take that feedback. You can continue to let that money grow in the bank. We're earning positive interest on it. So that's a path for you too if you don't want to move forward. Um, going to the last one on 102 projects. How are those chosen and how did they come to us? So we started from a place of our plans and as council member Derer mentioned there is the study that was done from historic structures report that's how the leer made it into this uh so that was considered council member Derer just for awareness and all three versions that were presented in that plan are in the CIP list in front of you which is stabilization turning into a theater for 15 million or turning into a performing arts center for 20 million. So all three are listed, all three were ranked. Um, predominantly these started from the plans and because those plans have been adopted by you as a body. So these are not things that staff thought were important while they were out walking around. They were very specific to your direction. Uh, we met with each of you if you took briefings with us to ensure if you had additional items that weren't listed. Uh, we met with partner agencies. So we reached out to RTC, RSCBA to find out are their projects INDOT, flood are there things that they are working on that we can use RDA as an enhancement. The idea is that redevelopment funds cannot be used to supplement a some or excuse me to um take over an existing project. They should be an enhancement. So we're really trying to find ways to stretch your money as far as we can. Uh we did meet with city departments as you saw from your last presentation. there's a tremendous amount of known needs on the city side for that city- owned infrastructure that may never be able to be funded based off your general fund. Um, so those are how the 102 came through online submission and that's what is included in your packet with the full list and that full list to go to the RAP as well. >> Councilwoman, [clears throat] okay, thank you. Thank you for the work on this. Um, I'll just quickly give you my feedback on what I think is exciting and um, generally say that I'm here to be a part of the the really exciting work and how we are going to improve the these two RDAs, the built environment. um these there's so many projects that could be achieved and what I'm looking for especially in the beginning is things that can be meaning have meaningful impact whether it's finishing a significant project that is related to our strategic goals anything related to the university the built environment that brings the university across I'm in support of um I know that we're also going to be considering going out and looking at partnering with other um agencies in the region to help the university to secure additional funding for that area. So, that makes perfect sense to me. Um, knowing how many bowlers we have coming into the region this year, anything that improves the safety around the bowling stadium and improves our the lipstick on Reno for the bowlers, if I mean, that's important. We should put the best face on that we can for the bowlers in that area. Anything on the river that is significantly significantly impacts our goals on the river, I'm in support of. Um um but most importantly, I think that any of the onesie twoosy things that are going to get us into the weeds that are just kind of like decor, it's an improvement. It's um meaningful. It might be something that is helpful, but it isn't meaningful enough or more meaningful than maybe rolling that money into future into a future year. to Miss um Door's point, not you know, if we save, we might be able to do something more meaningful as we learn more in the future on projects like the Lear or whatever. Um but at this time, I just I feel like we won't be able to get anything that's truly meaningful meaningful done there. Um and if we can save so that we're ready to be more nimble when opportunities come up, I'm in support of that as well. So, thank you for your work on this. All right, good comments. Okay, go ahead. Take it away. >> Okay, so um we just got this ball rolling again, right? What you said? The first RDA was formed in what year? >> 1983. >> And the second one was >> 2005. >> And how long were these not active? >> 17 years. >> Okay. And why weren't they active? because we didn't have any property tax above our debt obligations to be able to pay staff or do any capital projects. >> Right. And because of that, what happened with our original agreement with the ACES? >> We were forced into a renegotiating position in which the general fund backed the increment that did not materialize due to the recession. >> Yeah. And we're currently facing some difficult times with our budget because of what's happening just, you know, statewide, countrywide. Um, so with all of that history and what's going on in mind, I'm really apprehensive about doing a project right now. There's a lot of things that are worthy. That's not the question. Um, my concern is kind of getting over our skis. I think I'd rather wait a little bit um acrue that interest. I think you said it was like $700,000 a year and then we can do more meaningful work on the projects. You know, if it takes a larger amount of money, we can do that larger amount versus, you know, just a portion of a lot of smaller projects. And maybe there's some that are not a lot of money that we could do. Um, but the bulk of what we have in our reserves, I think we should save it and and kind of build it up. Um, just because I think we should be prepared for rainy days. Um, the history of this is there's been a long time without any money um, in here. So, I think we should just kind of um, see how it goes for a while, accumulate funds. We got some things that might like really need maintenance. Um, as much as I want to do new things, too, but I I think we should be a little bit cautious before we um take on a bunch of of other projects. And I don't, again, this is not um to say anything about the projects. I think they're all probably worthy of it, but we just need to be realistic about the history of of these two RDAs. Um, and also, um, to Council Member Taylor's point, like the whole point of this is kind of to get a better return on your investment. And I want to make sure that when we do something that um, we are making an improvement that benefits our tax base. And I don't know how many projects that we've done that we are seeing improved tax revenue from, you know, past projects. But I just want to make sure that um we get a great return on our investment when we do this. So um I will have more stuff if we do another round. >> All right. Go ahead. >> Just one more thing. Sorry, I forgot to mention my support for the beastro lighting on Fourth Street. The light will make it so much more magical down there. So, it will the feeling of safety and just being able to really feel confident in the environment, but also feel relaxed is will be a huge improvement. I think that that would bring a lot more people to the area and activate that space. So, um just wanted to make sure that was on the record. >> All right, Councilman, >> thank you so much. Um just great conversations with my colleagues. Um many of which I agree with the comments. But what I will say is uh the redevelopment agencies um about 6 years ago we started to know that this event horizon would happen, right? Um the city manager's office began preparing for the time at which the tide would turn and the redevelopment agencies would do what they were intended to do. Um and so the idea that we would do nothing that is anathema to what the redevelopment agency is doing and can do. And so I'm not in favor of that. What what I want to ask about is with regard to slide 18 uh which is the RDA recommendations from the RAB. I just want to give some thoughts to it. First, I still don't know if I know the answer to this question. If we leave reserves and pay admin, how much can we spend in RDA1? >> $3 million. >> You have $3 million. If you pay people to do the work, you have $3 million that you can spend. Um, does that include leaving money in reserve? >> No, that is that's your whole reserve tank that >> it leaves the agency overhead. >> I understand. >> But then it's the when you want to know what can I spend >> technically you could spend 3 million the RAB recommended that you only take two of that three >> to leave reserve. Right. So my question was if we leave if we pay admin and we leave a reserve what's the number? >> Can I try? >> Let me try. Council member Reese, if you look at the top, it says beginning fund balance in RDA1 is 4.2. >> You're going to subtract 4.2. You're going to take 1.2, which is the overhead, and then that leaves you three. So, you will have $3 million. >> But where is the reserve out of that number? >> That is the Well, it's it's your ending fund balance, I guess, let's use that word. You could then save a million or two or 2.5. That was the policy question that Miss Der asked. So I wanted to ask it the way that a lawyer would ask it, right? Cuz that's all I can do because I am a lawyer if you're drinking at home, right? >> If we leave a reserve, which is a policy question and we pay the admin, how much do we have to spend in RDA one? >> The question of if you leave a reserve is the policy question. So if you pay the overhead, you keep overhead in the reserve. So that's the 1.2 to bucket that that is saved. That leaves you with 3 million. >> And your policy recommendation is we leave a million in there in reserve. So your recommendation as a policy question is that we have $2 million to spend. >> Correct? >> Okay. Now, we're going to do the same thing for RDA2. And Madame Mayor, because I've had to get through this process, I'm going to need a little more time. Same question in RDA2. How much do we have to spend in RDA2 if we leave a reserve consistent with our policy direction? You have $14 million available to spend. We are recommending that you take $4 million of that [clears throat] to add into what's left of your increment for this incoming year. >> No, that wasn't my question, Mr. Attorney. I I'm trying to figure out what the dollar amount is that we can spend in RDA2, the top level, >> 14 million. >> Okay. Does that include money to pay for overhead? >> Yes. >> Does that it includes it? Meaning you've already subtracted already taken that out. >> Okay. And then what about a reserve >> there? That is your total savings account reserve. >> So there's no reserve included at 14 million. There's no reserve. >> 14 million is your reserve. I'm recommending and the RAB recommended you take four and that leaves you with 10. I >> I don't care what the RAB recommended because Miss Der and I are trying to figure out an answer to a very simple question. You can either say it's$ 14 million and that does not take into account any kind of reserve to set aside for next year or or to pay something that happens outside the thing or it's 10 million which is the recommendation. >> It's 14 million and you can decide if you want to spend any on that of capital projects this year or not. >> I I know but I don't want to spend every penny we have. I'm trying to understand what the universe is as the starting point. So it it must be that it's the 14 million. >> 14 is your starting point. >> Okay. And does that include overhead costs already taken out? >> Yes. >> Okay. Is there anything that's held in [clears throat] reserve? If I spent every dollar of the 14 million and you also spent every dollar of the administrative cost, would it leave us a zero? >> It would leave you zero. >> Okay. So we still need to have the policy question about how much we would have in a reserve. Correct. >> And are they recommending $4 million be held back? And that's how you got to the $10 million for CIP spends in this year. >> They are recommending four million get spent. So you now have two buckets of 10. The reason why is because they both equal 10. And that is because you have 6 million left in increment. So that's next year's revenue. You have 14 in your savings account. Take four. That gets you to 10 to go spend in capital projects and then 10 left in your reserves. That's your ending fund balance for future years. >> And Miss Derer will probably want to have a round of questions related to this because this is why we're having a hard time arriving at a decision because I don't know how much money we really have to spend and I still don't know. >> You have 14 million to spend. >> Well, we don't have 14 million. If your policy choice is to have something in reserve to um buffer against economic calamity or or rainy day fund, >> we have some that's already calculated in that's the set aside for the agency overhead and your future increments. So 14 million is what is in your actual ending fund that you have the policy choice to either spend every penny of that, no pennies of that or some pennies of that. We've have our recommendations. >> Still have not gotten the answer that I was looking for. So, I'm so sorry. Either I'm not explaining it well or we're just not communicating well today. My point is that >> if there if there is $14 million to spend, but your CIP recommendations were only 10, there's still $4 million to spend that could have been allocated to worthy projects. If that's not the case, then something is off in the math ain't math. >> Uh Brian Mardle, for the record, let me try to to summarize this. So we have two accounts in RDA. Uh we have an admin account that deals with the annual increment that comes in. That's our budget for the year that we come in. Then we have a savings account that's held in reserve. It's called the reserve fund. Um so currently if we propose sort of a budget, let me go back to this slide. Um [snorts] this is what we're going to receive in revenue this year. $18 million from all the funding sources. Uh the treasurer uh from assessments sends us money from RDA1, sends us 11 million from RDA2. We get parking gallery revenues. This is what we will make in revenue this year. $18 million. Um we also have a savings account. That savings account has a lot of money in it as as it as we go. So I'll say that right now, if you were to look at our savings account in RDA1, there would be 4.2 million and in RDA2 there would be 22 million. So we have our revenue that's coming in for the year and then we have our savings account balance. So beginning fund balance uh as of July 1, 4 million and 22 million. >> We good there? >> We're getting closer. But the fact that you've combined them and then want us to de develop CIP budgets based on RDA1 and RDA2 being different confuses all again. >> Okay. Um let me try to explain that point. So uh let me go back to the slide. So 18 million in revenue um coming in. Um we have agency overhead of 2.8 million to pay for the agency this year. We're expecting them to come out of our annual revenue. Um then we have pro program expenses. Same same thing. Um and this is a summary of our obligations. So we're going to bring in 18 million in revenue. We're going to spend 11 million. So that means at the end at the end of this year we just use the revenue coming in. We will have $122 left in RDA1 to spend on projects and we will have 6.5 million in RDA2 to spend on projects. That's not talking about our savings account. That's just looking at the revenue that came in this year. Based on agency overhead, based on staffing, we'd have $122 $122,000 to spend in RDA1 and 6.5 in RDA2. What we're asking and what the RAB recommended we do is pull up $2 million from our savings account and add it to the RDA1 bucket and pull up $4 million from the RDA2 bucket so that we can um do $2 million and $10 million in one and two. So if you look at the beginning fund balance, the beginning fund balance is 4 million and 22 million. Um, if we left, just as a stress test for the agency, if we left some overhead in there and left a half a year's increment to pay for things, we could safely extract $3 million and $14 million respectively without breaking the threshold that's recommended here. >> And why were the recommendations for two and 10? Um that is what was proposed uh and that is what the RAB recommended but it is your discretion to see how much to decide how much you would like to pull up from reserves and the threshold without getting into and it is a policy decision but the threshold without getting into the danger zone would be 3 million and 14 million. If you take extract more than that um you're you're risking the sustainability. >> Well Mr. Ricardo, I'm not suggesting that we take more than that, but I don't understand why we didn't take at least that. Right. And so, and I'm going to maybe seed my time because I've I've I sort of need a minute to just collect my thoughts and take a deep breath. Maybe Miss Der, it looks like she might be trying to get in on this. >> Go ahead, Councilwoman Der. And then I will go to >> What I'd like to suggest because this is the oral explanation between Miss Turney, Mr. Mardo is a little bit hard to follow, especially online. Um, what I would recommend is that we just lay out the RDA budget the way we do the city budget. So, you have your opening balance. That's everything that that's in your savings account. Then you come in with your reser uh revenue. You have you you've estimated revenue and then you allocate it for RDA1 and RDA2. You do two separate budgets so they're not mixed like this, which gets to be very hard to understand to to try to get to Mr. Teresa's point of how much do we have in each we we should separate them out from the beginning allocate the staff costs and so on and then at the end of the day at the bottom of the chart you have here's how much is left and we can allocate it between reserves between capital and reserves is really a savings account. So it would be very simple to understand without a lot of explanation because this is how all of our budgets have been laid out and maybe between now and next time you guys could u uh redesign how your presentation here goes so we could just understand a straight from top to bottom and then we'll be understanding what our policy choices are. Um that's just my recommendation for the next time we talk about this. Um, I did want to just go uh talk a little bit about generally about the projects for a minute. Um, I'm going to start with RDA2. There are a lot of good projects on here. Um, I could get behind almost every one, but I do have a question. Um, we have, you all know how much you love parks and we have 300,000 listed for play elements for Broadhead and Don Champion and that is not adding to our um value of um the land. Um, it's not providing economic development. It's mostly for people who live here. It's not generally um luring people to our town or increasing economic development, but it's a good thing to do. But I just wanted to challenge a little bit our assumption that every project that we discuss has to be about um what it's adding today to the bottom line. And I'll go back to the LER for a minute, not only for a sec. One of our goals and I've seen this in the programming is you want to activate the space. Well, just to use the lear, it is sitting there. It is not activated. In fact, it could be considered blight. And in fact, it's drawing down, it's bringing down the surrounding property values. If we put some money into the exterior, what we're going to do is be able to activate it. We are going to improve the property values for the nearby uh properties, which will increase our tax base. And um it will address blight because right now I can't I don't believe anybody would say it's anything but blight with no landscaping and a falling down construction fence. Um there's also an element here just like we concerned about parks uh number four here on RDA2 we we do have to concern ourselves with historic preservation and that is one reason on the chart for here um we had or maybe it was over on RDA1 maybe you could shift to that one we had the um train station it's a historic feature it's it's very important maybe you could change the slide to RDA1 Um, so we can just see that and I I just want to mention those those values are important too. Activation, reducing blight, improving property values, and historic preservation. All of those are also hit in number six here, historic rail depot improvements. We're talking about bathrooms, okay? In and of itself, a bathroom is not going to make the building useful, but it's an important step in ADA. So I just want to make sure that when we're speaking about these things, we're applying the same criteria to all. And so I'll just leave that there. But I want to speak about criteria because there was an earlier conversation about um restore uh restore itself. And one of the things I think could help, you've already begun down this path, is to um set more um let's call it stringent criteria for restore, beef up the criteria, I guess is a better way to put it so that the folks getting it maybe there's a means test in terms of um do you need this money or could you fund it yourself? I mean often that is how grants work is they look for where money is needed and I understand that restore will help increase uh potentially tra walkth through traffic or economic development but we have to make sure to the mayor's point that we're not hurting oursel at the same time as we increase the storefronts are we then um upping the rents and it's really a net zero because we haven't brought more people in. We've made it more expensive to be downtown, not less. So, if we can beef up the criteria, these programs could be really, really good. I think um I I am unclear, and this is not to be answered now. I'm unclear. I'm just letting a question out. I'm unclear on the shade on belief plaz. So, I've supported having Shade on Belief Plaza my entire career on city council, but the the the proposal was always over a million, not 150,000. So, I'm unclear on this project. Is it umbrella? Is it little tents? So, in other words, I don't really understand what is proposed with the project. Similarly, with the Whitewater Park pull out, I I love it. I think it would be really useful, but I don't in my own mind have a concept of are are we talking about changing the concrete or just moving the rocks as was discussed? You know, I'm unclear. So, it's hard for me to evaluate it on the Virginia Street sidewalk improvements. Originally, staff had zero recommended because they said, "Well, it's going to cost 20 million. We don't have 20 million." Um, I'm was pleased that the RAB said, "Well, can't we do this in pieces and parts? can't we focus on perhaps one block and do it that way? And that's the kind of project that you really can segregate, it's not while it adds to an overall a whole um it is not um it is doable block by block. You know, it may be more efficient if you're mobilizing to do two blocks, but if you can see, I like the concept of um dropping some of these big dollar ticket items to smaller pieces that are a little more affordable. Um and then finally, uh wayfinding signage. I've always supported it, but I guess where I my focus is prioritizing. So I feel that ultimately probably we will do almost every project that's listed on these two pages and more. It's just a matter of timing and priority. And to that end, I'm going to again use a principle that I've brought to the table um which is if we have something that's falling apart, and I'll take the historic rail depot here. If if its roof is not solid, that's something we should do. We may not be able to do the whole entire project, but we need to do the improvements that will keep the building sustainable so that we can work another day that it doesn't fall apart. And I have been on this theme the entire time I've been on council, which is to support our facilities to maintain them um and improve them. I mean, you can't maintain a roof. Sometimes you have to replace the whole thing. And in talking with the attorneys, they said that is not a maintenance. That's a that's a capital improvement. So I I want to just say I love many of the projects. I think it's a timing issue and that in the moment we need to prioritize our things on the things that if we don't do it, if we don't do it, what will be the outcome? And then lastly to repeat, we really need to lay this budget out in a way that you know average people myself included can understand a little bit better. And I think if you do it the way that um our CFO did earlier, starting with what's our opening balance coming through, what's our revenue, what are proposed expenses, because I even think there are some expenses that are included in the program that probably could be reduced or eliminated. Um and so I do think we can't just skip over that. We need to look at what is included in the programming phase of RDA, not just the project phase. Thank you for the time. >> Okay. Thanks. Go ahead, Vice Mayor. >> Thank you, Mayor. >> Take it away. >> I wanted to see if I could maybe ask some questions to help us understand the budgeting situation. I get that there's a lot of moving parts and there's sounds like two separate buckets, but each within their own redevelopment agency as well. And then the way that staff charges those in a 7030 split can also cause some inconsistencies in the numbers as they come in. Obviously, they make sense once you're seeing the line items and you're analyzing them on your end, but when we're seeing just the overall picture and the larger sums of money, I'm going to try to look at this on a >> in a timeline, I guess, sort of way. So on July 1st, the redevelopment agency 1 has $4.2 million in the account. >> Yes. >> And the redevelopment agency 2 has 22.1 million. >> Yes. >> And you're projecting RDA1 to get a projected $5.4 million. >> Yes. in TIFF in the automobile registration, that sort of stuff. I didn't include the parking gallery stuff because you basically said that's a wash. So, I didn't include that money, but I'm guesstimating and projecting that that's what it is. So, by June 30th of 2027, >> we're looking at a total of about $9.6 6 million that could be in that reserve fund which you're proposing to do overhead costs the love your block restore um resecure small walls and all the other list of projects that the RAB recommended. >> Yes. As well as debt and >> and the debt payment. >> Correct. So similar thing on the RDA2 that would be 22.1 plus the 11.9 which is was what I calculated from slide number [snorts] uh 7 on your presentation. So we're looking at about what that be 20 no 35 million >> yes >> in total for the current plus projected revenues by June 30th of next year. So if that >> 34 yes >> that gives us hopefully council member Reese and Derer total amount of what we're looking at in the large bucket of what we can invest either in our reserve funds and save that money or you know spend the save the 18 month overhead for staff or support any of the projects that either staff or the RAB are recommending. Um, yeah, I don't have any further comments besides trying to >> Miguel, good job. >> Create a better timeline for all of us to understand what the larger bucket is. And it just seems like there was a lot of >> moving parts to it. And it took all my mental capacity to get to that point. [laughter] I >> think you did a good job. >> So hopefully that helps us all better. >> Are you good at numbers? I think I bet you are. >> If it does, I am, but I I also like words and I like mixing all of it. So hope >> No, I like how you broke you broke it down. No, it was good. >> Helps us better understand where we're at. And obviously, this doesn't include, I think, [snorts] all of the other expenses that are being projected. And I think that's where staff is coming and are asking for our policy decisions to decide how much we want to save in revenue in reserves versus how much we want to spend on these individual projects. So, >> yeah. >> But you are very quiet and you just outlined it very very well. I thought you did a great job. >> Good job. >> And mayor, if I can, we will uh redo the budget presentation and send it out in the Narda memo so that you have a little bit better clarity of the money. >> Okay, Councilwoman Eert, go ahead. >> Yeah, I just wanted to say great job, uh, Council Member Martinez, um, just kind of explaining that better. Um, yeah, I just I feel like we might be able to do uh more. Uh, and I know that uh the Lear is going to take a lot of money to do any work on and I know there was um mentioned um you know there's a fear of uh demolition by neglect. I I'm afraid we're already there having been in there. I I um I know that the um the facility on Record Street that we owned was was basically condemned. Um I I think the Lear is is in really awful shape. I don't know if my fellow council members have been in there, but um it's it's going to need so much money and I don't know if the city of Reno is capable of of um completing that task. So, um I do I do think that there's some smaller projects that we could maybe do that would be great and a good return on investment, but I think that if we could um save saver funds, acrew some interest, we could do some some bigger projects going forward. So, thank you. >> Okay. Um Ashley, let me ask you because you know this one is really important. What what is going to be the plan? And I think just go back so I understand this more clearly and I know this one is um one of your big um initiatives and we share this because I know and you know we are always like lighting lighting lighting >> right and it's been super challenging because of the infrastructure. How can we also um again I go back to the placemaking on Virginia Street from walking from city hall down you know um four street is going to get the beastro lighting going to be amazing. I would like to see the same thing because you're going to have to break it down. You don't have the $20 million to bite off the whole thing. So I would like to see it done in in um incrementally. And then also if we placem make right here in our front door, this is like literally the front door of the city of downtown is how people perceive it because they go under the arch. That's our welcome door. So think about what people see right there at the arch. Our welcome door from walking to here to there. The experience is, you know, it's not attractive. It's underwhelming. People view it as not safe. Those types of things. I think we need to put our best foot forward um and show that we can have a great presentation um when they are coming through our front door of downtown Reno. And so I know that it's a lot of money, but how can we do it incrementally? And I know the the overhead uh lighting, what do we call that? It's um what do we call that lighting? It's uh string lighting. >> Beastro lights. >> Yeah, the beastro lighting or the market lights, >> right? um these are a little bit different than the beastro ones, but um we've you and I have looked at this a million times. >> So, how do we get there? And also I really would like to see ways to activate um those sidewalks and whether it's like Thursday to Sunday and you know do the pop-up vendors, get shade, get places where artists can they can come down and they can create parkletits you know just the little things that the bid did with the um the planters and the even the garbage cans. And I know people weren't happy about the garbage cans. They look really, really nice. They have branded the area. And I think just a little bit more of that just in these few blocks to show our front door that um we can, you know, welcome people and our visitors and community that we're putting our best foot forward. And I think too when it gets attractive, people do want to put their business down here. The other thing I do think there should be conversations and maybe you guys are doing this but like uh with the Nugget or other properties or Cashmere, what about Restore? This might be a great opportunity for Restore to parcel their um their square footage so they can put 500 square feet in there up to 2,000 square feet. Maybe if the city took that on and we paid for those improvements and made a deal, you cannot charge more than market rate or whatever. Um, it's much easier for an entrepreneur or small business to to be able to afford a 500 square foot. You start small and then you build it up. But if we could talk to them, if we really want retail down here, and that is our biggest goal is talking to them to see would they be willing to um partner in parceling out those large square footage because those are so hard to take down. But I just I would love to see us um put a really good uh forward face on right down here especially because it is the front door of downtown >> without I know we don't have the 20 million but how do we get there to where we do we invest at least >> something? >> Yeah. >> Um so I'll I'll work in reverse order to answer your parceling activation component first and kind of go backwards. You see that's how my brain works. I can only remember the last thing first. Um so that's normal. One of the line items that is proposed is $150,000 in a retail attraction campaign. We're calling it that's a generic name. Um one of the things an idea that will be brought to the RAB and then to this body is exactly what you're speaking of. And so one of the strategies that a lot of other RDAs engage around the country is they will lease a space and then they will do the TI and then they essentially hold the lease and then the RDA would sublet to these smaller businesses. So that is a strategy. Um and so that is one that is being researched that will be brought to this board from a policym decision because that is a choice that >> we feel that you should engage to let us know how you would like us to go spend your money. And so, um, our placemaking manager, Rachel McIntyre, is doing that research and we'll be bringing that forward to you in the next couple of months. So, that's why you see that line item up there is to do exactly what you're asking for. >> Okay. Um, that's good. There's like a whole bunch of different ways you can slice it. >> So, and I would just say we did that over at um, West Street Market, I think, >> and be careful of that. Yes, that was >> there's some challenges and so we have to make sure that um one we are protecting the agency so we don't run into challenges like we've had in the past. >> Um and that two you're a very active part of that decision because you are the ones that people stop in the grocery store and say why did you rent out to this person or not to another one. So we want to ensure that you have all the information based off that research so we can go execute. So that's to your point of trying to activate on Virginia Street. So that is a line item that is proposed. >> Okay. >> Um to your point of Virginia Street and how do we do a something and how do we get the lights? Uh I would say what staff can do is we can go and do a power mapping to try to understand the power. Uh what we find right now is the biggest challenge not even stringing lights across Virginia Street because that's a weightbearing issue with the Sternbergs. What we really find is the power source itself. So the lighting that was previously in the trees that we would put twinkle lights on, those short out. So when we power wash, every time that either we or the DRP is pressure washing Virginia Street, those short out is one issue. Um we find a tremendous amount of vandalism also with the electrical that happens in those public spaces and so often we either have to shut them down when we're not doing special events or turn them on. >> Gotcha. So, what I would say is we could go back and try to figure out what the power mapping because the other piece is we don't even know why they're shorting out their source. We just know that they pop a breaker three blocks over and then we have to call somebody on call to try to sort it out. >> Yeah. >> So, that could be one way is we can try to figure out where the power is breaking. >> Yes. >> Because that's your that's your route. >> Let me ask you this. The historic rail um depot improvements. I believe we were looking for a tenant. Correct. >> We are. Yes. So the ideal deal with Amtrak is they're supposed to pay their own power. Right now the building is not separated, so there's no way for us to segregate that out. There's also um it's stubbed for water. There's no water on the historic side. The There is >> Yeah, >> there is water stubbed. Um there's no sprinklers. Uh there's no grease traps. So, those are things that >> Can I ask you this? I I would just recommend until you find someone to lease it because it'll it's a little more challenging than regular regular retail. But until you find someone to lease it, um cuz you said that we could hold off on spending money, I would hold that off because also they are going to if they're going to go in there, tenants also have their own idea of tenant improvements. I would be very careful. I don't think it's money you need to spend right now, but it's there in case we find someone that wants to lease it. Um because otherwise I I see that all the time where landlords um improve their their properties and also if you rent to like franchises or or certain things there are they have certain requirements for lighting or certain things that you might have improved and it they end up ripping them out. So, I'm just a big believer that hold on to your um your TI money and uh let them figure it out so it marries what their um requirements are or their vision or just certain things. It it can save you a lot of money. Um but I'm glad that you know we're looking at that. That's a very very cool very cool space. Okay. >> Staff is happy to run an RFP for that if that's the direction of the body. >> Um well, and that's another thing because you know, Councilwoman Taylor brought it up. I I would agree. We really have to get out there and and I've had people come to me with the lair. You've had that woman um come to you. I think it's good, but I think we get out there and say, you know, I mean, I could see it be um you know, a school or something like that. We really also need to do it for the neighborhood. That's not fair the way that it looks for that neighborhood. Um but I think it has a ton of potential. I think Councilwoman Eert makes a really good case. Are we going to come back and say, "Oh, now we have to demolish it." We can't do that. That would be that and that would be shame on us, right? And then it we would look very very negligent. So, I think too we need to put our best foot forward. We've had conversations about it, but what does that look like for the future of the Lear and finding someone um that wants to take on such a project? I believe they're out there. I've had people ask me, but it's kind of been in limbo with what we're doing next. And I keep telling people, hey, wait for us. We're going to we're going to get it out there. We're going to, you know, see if there's a good marriage that really works out there. So, but if if not, I do think um you know, the outside really needs to be preserved. I I I just feel strongly about that cuz you absolutely could lease it out. Um, I know we do not have the ability to do the whole thing, but we need to do the landscaping and we need to do the fence that I know you fought so hard for. Am I right? >> Did you not fight hard for that fence? >> We did. We met with many state agencies to try to get that approval. >> Yes. And you did a good job. You did it. So, you should be proud. Anyway, um, uh, what what else? So, let just let me ask you. So who who decided on these top seven exactly? >> This is your RAB recommendation is what? This is RAB. But they but >> when I heard your presentation, you said it was all staff. >> It was a CIP committee comprised of multiple departments and then DRP. >> And so they put forward the ranking, which is what's in the packet. >> And based off of the recommendation of 2 million coming from your reserves, your current savings account because you don't have any new increment, >> they recommended these projects be funded out of that available funding. >> Okay. Um, and then how many people were on that committee? >> Six. >> So you had six people internally. How many people did you have from the B? >> One. >> One. >> I assume that was Naomi. >> Correct. >> Okay. So you had five from the city, one from the B. >> Correct. >> And then they came and made a recommendation to the RAP board. >> Correct. >> Got it. >> Okay. So that's how we got here. >> And that's a similar process that we follow on the city side for CIP and CDBG funding. >> Got it. Okay. All right. Take it away. >> Okay. Um I feel like I haven't yet even got to the heart or the meat of it, but I'm going to operate under these assumptions. I'm going to say there's $3 million in RDA1 and there's 20 million in RDA 2. Whatever numbers Mr. Martinez came up with don't exactly align with that, but it's close. Um, for my part in, uh, RDA1, um, number one, I'm not sure that, um, the re ranking list. I'm not interested in the triage of Virginia Street. That's what I think you were talking about with heat mapping. We can go do that. Um, but I don't think that $400,000 should be spent there. The bowling center is going to be paid half by us, half by um, RCBA. That's great. 3, four, and five, that's $380,000. I'm not sure any of those do a lot for me personally, but I I'm um somewhat agnostic. What are important to me are the historic Royal Depot improvements. I think it should be made into a vanilla shell that is able to be leased. It's hard for someone to come in and say, "I have a business idea, but let me wait 6 months while you go out and do the vanilla improvements to it." So, I'm there. And then I think we should fully fund whatever is necessary on the LER. The LER is an important part of our historic resources as is the home uh or as the rail depot and both of them should be fully funded. I know that that might exceed the $2 million recommendation, but that's sort of a conversation that we've got to have at this body. It should be made that it is essentially weatherproof, right? Whether that's the roof. I asked Dr. [snorts] Barber about some of the costs there, but we should commit fully to it. If it's 1.5 million, it means we have to move some stuff around or we dip into the 3 million that I said was there, right? which may exceed the two million recommendation, but at the end of the day, those are my priorities in RDA2 or RDA1. RDA2 um University Village pedestrian improvements absolutely should be done and fully funded. I do not agree with the RAB's recommendation not to fully fund it. I'm not sure they understand that we can't go out and do an assessment. We own those sidewalks. the university has invested like a it's not I think it's might be four or$500 million and I think there's a broader vision for that area that is I think ultimately will be the larger entrance to campus it will be Evans Avenue and all that area there I think it goes all the way up to the VA at the top of the university where we have the opportunity to have a new VA people will enter and exit through that part that area has got to be done and I think there's other things that are going to come on the heels of that whether that's additional purchase is by the university where that's different kinds of land use applications that are coming down the pike. RTC I think has a big investment there that they have started to talk about at our board level. We've been talking about Evans Avenue and how it might be a broader way to engage the university and the city and knit them that much more closely together. Absolutely my top priority there. Um I am all on board with River Path phase one, River Path Phase 2. Um design, yes, I don't think we have to design three. I think what we're going to find when we get into constructing phase one and designing phase two is that the lessons we learn from designing and building the other two phases will inform the third phase which means we have time to do it. Um I would extend I I would I would also not pay for the elements at Broadhead or John Champion Park. I think those are part of the future river design which may change what we do with them, right? And so it doesn't make sense for us to go go out and design those areas but also add some workout exercise equipment to them. So it doesn't make much sense to me. Of course, East four street beastro lighting is an absolute must. I would take this number and I would um whatever I've said we would save which I think is just the design threephase uh for the river. I would put that into expanding the district activation pilot program which I think has been wildly successful. That's how we got Western Lights. It's I think how we could make some effort at supporting um dancing in the streets, but more importantly the other activations. I I think those are part of it. So I would take the money that you could save from the John Champion park not doing it and the broadhead park elements and the not doing phase three of the design and I would put it into that. That would still leave you $10 million in that account for some future things. Right? So we can only do so much, right? Capacity is what it is. And so again, today was not our opportunity to, you know, raise hand and say, I'm sort of expressing to the body where I think these numbers shake out for me. Um, and the last thing I want to leave with because I know we're coming to an end for this discussion point is this is exciting, awesome stuff. We all have the ability to be cheering from the rooftops. I know that we're putting you through some paces today because we we've got to understand the budget. We've got to understand the different elements of it. Each of these things has very specific things that I learned today about which phases were which and where they went from to what phase. Um, but man, this is exciting and you kind of have to juxtapose it against what we talked about in the morning. In the general fund, we got some issues, right? We're we're balancing our budget but no money, right? In the RDA budget, we have money and money to spend. And I think we have to really wear our different hats in those. But having them on the same day means we get two, you know, kudos. A, we balance the budget today and B, we can do some really cool stuff in the redevelopment agency. We got to go out and do it and we are going to do that together. But man, I'm excited. The this is exciting work and and Miss Turner, you're doing fantastic work in the agency. Uh, you and Mr. Mardo, your whole team, Rachel, all just killing it out there. And so please understand that while we are passionate and have lots of opinions, um none of that's a reflection that we don't think you're doing a good job. I think you're doing exceptional work. Uh man, just killing it. Don't let us get in your way. Okay. >> Thank you so much. >> Appreciate the support. Our team is the lifeblood of what we're doing and we do appreciate the leadership from this board. We know that what we are putting forward to is very dense and it's very different. Um, and there are multiple phases. And when we bring this back, I can help highlight of where you have check-in points from a policy decision point because it may be a decision point from a policy standpoint. You may think 18 months of overhead is too much. Um, so that's a policy choice. Keeping half a year of increment so we don't run into a resettlement agreement situation. That's a policy choice. deciding to either spend all, none, or some of your reserves after those first two policy choices. That's your third policy choice. So, I would say because this feels new and it feels different. It is nuanced, but it's because you you do really have to wear your policym hat in a much higher level when it comes to the RDA components. So, that way we can move fast and execute for you. But those policy choices have lasting implications. So it we're happy to spend all the time necessary and I'm grateful for the team who helps to support me to get you guys what you need. >> Well, and Miss Turney, my I think my point and you've made the point back to us is that we have an excellent opportunity. It's very exciting. It's kind of the area where we have some ability to make meaningful change. The other thing I'll say to my colleagues is it beggets the question of we have got to extend the life of the redevelopment agencies because it is only just now doing what it was supposed to have done all those years that it laid dormant. So all the things that we thought it would do when it was first hatched and it's been extended both of them at various times. Our absolute priority when we go out to our legislative priorities must be extend the life of these redevelopment agencies because that is the tool that will allow us to drive those issues and create the conditions under which more investment. I was told that some of the applications are being withdrawn from the redevelopment agency board because there's not enough runway to get the but for tests and all that. It's got to be extended. And if you do that, then you're having a larger conversation about the policy choices you make over a broader period of time, right? And how much you should have in reserves. It impacts how long the thing survives. So, we got to extend it. >> One of the line items for you. I'm sorry. >> Yeah. If you can wrap it up. I know we're a little over time. >> Nope. >> Uh, Council Member Taylor, I think you have your light on. We'll go to you. >> I do. I'll be very, very quick. Um, and I again I'm going back to being very disciplined with this money and what we're supposed to be doing with it. I'm not going to say everything that I can and can't support. Um, but I'll give you the highlights. I want us to partner with agencies wherever possible. RSCVA, um, RTC, other agencies to make sure if we're doing a street project that they're not going to be coming through and ripping up that street. I know Carrie is very good with that. If they are going to be going through and doing a project, we want to get the lighting. We want to get the sidewalks. We want to get the ADA. So, I guess, you know, going through the projects, I'm I'm absolutely on board with anything with the Truckucky River. Um, I I'm not in love with so much of the design further down the road. I'd like to get that stuff constructed. Um, I can get behind the University Village pedestrian improvements for sure. Um, four street beastro lighting. Again, I go back to the Lear. Um, I think it's better to [snorts] do an RFP, get somebody out there that can actually take it and do something with it that we're not going to be able to. I agree with Councilwoman Eert. It's it's in dis it's in so much disrepair. We need somebody to come in and and love it. We're not able to. We did do a disservice to it and we still owe debt on it. So, I would not be in favor of that. I like the thing that is different for me in RDA1 with the historic rail depot is I think with a minimal amount of money getting a vanilla shell on it like uh Councilman Ree said we have the opportunity to lease that out and make money on it in an area downtown. So I think that's really important too and I don't think I think you can do a big TI improvement package or whatever you're going to do with it without actually having somebody agree that you're not going to get some lease it out and say we'll do something for you in eight months. So, those are those are my big comments. Um, I'm I'm in favor of saving some of the money until we can do something bigger, too. But appreciate the work that you guys are doing. Again, this is this is really exciting. Really exciting stuff. And the activation piece is so important, and I know we have to be a little bit careful where we're putting activation dollars. Um, I think we're pushing as far as we can in that limit space. So, I'm I'm very excited and I I just think the small businesses around here are really seeing the benefit. I mean, this stuff takes time, you know, and uh it's it's good. It's all good stuff. Thanks. >> Thank you, Council Member Taylor. Do you have anything, Council Member Eert? Yeah, let's go to you next. >> Yeah. Um I just wanted to comment on uh a statement made about extending the RDAs. I think that's a whole separate discussion we need to have. I know part of I mean the reason why we have fund funding in here is because it's it's kept out of the regular um property taxes. It's it's allocated, you know, to the RDA. Um so when the RDA expires, all that revenue goes, you know, into the general pot for property taxes, which funds our general fund. So, um I think we need to have maybe a broader discussion about what the financial implications would be of not um renewing [clears throat] the RDA versus renewing it. Um especially with uh the GSR project going in, what kind of impact that would have on our taxes. And I'm not saying that it wouldn't still be beneficial, but I think um we need to have that kind of analysis before we make a decision like that. So, just wanted to get that on the record. >> Thank you, Council Member Der. I see your hand up. >> Yep. Thank you. Uh, just for my closing comment, I just wanted to say that I have to say I agree with 95% of what Council Member Reese offered. I I didn't take the time in my comments today to go through every project, but I think the ones that he had suggested waiting on um is valid. you know, waiting on the park, waiting on um the shade. In other words, there there are some things that are urgent to do and then there are some things that are nice to do. Um the other thing I wanted to mention is whether it's the depot, the lear or another historic building. I think we all have to understand the role of historic preservation. Um it is a tourism boost in every town that is undertaken to um restore or prioritize their buildings, their older buildings. Um and again this is not just about the Lear but all older buildings. The second thing is that um they give the whole community character. Where do we want to go? places that have historic districts whether it's uh you know in New Mexico or Oregon or wherever these are draws for a whole different segment of our population and I just wanted to also say that in the part of the budget that is more programmatic I we only have about 25,000 and 100,000 focused on code and we had huge conversations about how important code compliance was for blight. And I just I think if there's an opportunity to increase that number, it's something we might want to consider um in terms of just making sure that people clean up their property, properly fence their property, that they do their part while we're trying to do our part. And I just really appreciate the conversation today. I thought everybody's ideas were really interesting and helpful. And I hope that um I think someone said earlier about these choices and we always use the the word hunger games. This is not about this to me. This is about understanding what our colleagues think is important and finding a a road to compromise. Whether I might love a particular project or not love it or think it's timely to do right this minute. I I recognize that I don't have all the answers and that my colleagues have really important points of view and I I um I take those very seriously. You know, what they think is important and I hope they'll consider what I think is important as well. And then finally, I will add a note on the Lear. I I I mean listening today, it sounds like, you know, the Lear is um falling down, but that is not what the structural report said. It was more about being in fair condition and it will fall down if we don't take the needed steps, but we're not at that point. We're not at a demo point for gosh sakes and we need to take care of all of our assets. So, I just just bear it in mind. Um that historic preservation's important. Um activation is important. Um [snorts] improving overall property values is important. I think all of these projects should be looked at through those lenses as well. So anyway, I want to thank my colleagues. Great conversation today. Thank you um Ashley and the other staff for what you brought to us today. Um I hope you'll go back and kind of rejigger things and figure out how we can I guess get our hands on the budget as uh council member Martinez started doing for us. But I like to see it in writing, not just oral presentation. So, thanks everyone for today. >> Thank you, Council Member Der. It looks like we're going to wrap up the conversation on this item here. I don't see anybody else's lights on, so we'll close agenda item B1 on the redevelopment agency board and move on. Is Mr. Klein online by any chance? No. So, we'll go ahead and not address his item. Um, and move on to any board com uh board member comments from anybody on the agency. Is there anything? Yeah, council member. >> Is this is this for council and RDA or are we just in RDA? >> Just RDA right now. And then we'll move on to the council. Do you have anything on that? >> We're good. Council member doer. I think she's good there. Okay. Do we? >> Yeah. No final comment. No, I made my final comment. Thank you. >> Okay. Thank you. With that, we'll close the item and move on to any p final public comment on the redevelopment agency board. Do you have any public comment, madame clerk? >> Um, vice chair, [snorts] we do not have any closing public comment on the RDA. >> Awesome. With that, I'll look for an adjournment uh motion to adjurnn for the eight agency board redevelopment. >> So, motion a second. All those in favor say I. >> I. Any opposed? >> All right. So, the redevelopment agency board has adjourned and we'll move back to the Reno City Council. Um, let me just reorient myself. We did that one. We'll move on to C1, City Council comments, announcements. Uh, Council Member Eert. >> Yeah, I just wanted to make some comments. Um, and I know I've spoken with um, city manager Bryant and Chief Nance, but I just really need to um, raise public awareness for the necessity of traffic enforcement in Ward 4. Um, uh, this last Saturday. Um, I was personally almost run off the road by somebody tailgating and then attempting to intentionally sideswipe me in the van in my van with my kids with me. Um, I actually had to call 911 over it. Um uh that was on uh Lemon Drive in my community. And then today on my drive-in uh to council this morning, I was almost rearended by someone who was tailgating me um to the extreme and there was a car in front of me that stopped and the vehicle behind me had to swerve out into uh the dirt to not hit me. So um that's just two instances in one week for me. Um there's an overwhelming uh amount of feedback from the the residents in Ward 4 that there are people just driving recklessly because there is a perception that we will not have traffic enforcement out there. So I know we like to keep all of our areas safe and secure and I just want to make sure that uh I'm raising awareness to the necessity for having traffic enforcement um on a regular rotation and ward 4 as well uh to change some of these behaviors that are happening. uh out in the north valleys that are extremely dangerous. Um and we have a lot of accidents that um cause fatalities just because of the the factor of speed. Um so just um want to let the rest of council know this is something that I'm really struggling with in a personal level and also um my community members. So just want to say that publicly. Thank you. >> Thank you council member. Are there any other announcements? Council member Reese. >> Yes. Thank you so much. I wanted to um just express some gratitude to uh Miss Van Burren again and her team for the excellent work that was done in the budget process, the city manager's office of course as well and all the folks on the RDA team. I I really think that both of the issues that we dealt with today are really fantastically well handled by staff, incredibly adept at working through the last seven months. It's been hard and a struggle, but a lot of kudos to the staff for the work that they do. >> Thank you, Council Member Ree. Council member Der. >> Yeah. Thank you so much. Um I just as a followup to our meetings, I know that um Miss Vanurren said we're going to have a meeting in March and April, but those are primarily to review our financial conditions. And I'm just wondering if a part of those meetings, those presentations, can include um further discussion like we had today, not not to this extent, but I don't want to wait all the way to May 6 and find out how this was all processed because just two weeks later, we have to make a final budget decision. And by May 6, I can hear people, we don't have time to recalibrate that. We don't have time to calculate that. We're we're in a bind. we have to get the budget submitted blah blah blah and I just hope that we can either have another um discussion so we can sort of set a direction for staff before you know today was not even direction today was some feelings some thoughts lots of questions and so I guess I'm hoping that we can have more discussion before the May 6th when things should be pretty much wrapped up um so I'm going to be asking staff you know to I want to understand some of these projects that did not make the list. Maybe I missed something. I want to understand them a little bit better. It's going to take a little bit more time to process. I want to look at the budget that they send us. And does that open up, for example, in RDA2, does it open up the opportunity to take on some things that we thought we could not afford um or we didn't have the budget? So, so I hope you know I know I see Jackie's not here at this moment, but perhaps um you know you can get that message to her and uh see what we can do to have take another crack at this. Thank you. >> I will make sure that message gets to her. Council member Der. >> Okay. Thanks. >> Thank you, Council Member Derer. Um I just have a couple of things. The first one is that the Washer County School District is hosting a meeting tonight at Pine Middle School at 5:30. If anybody uh in the community is over near Corbett, Donner Springs, or Smith Elementary School, they're going to be discussing the conceptual plans for the new elementary school that's going on uh there at the Pine Middle School campus. >> This is ending in like one minute, just an announcement. >> And then um the next She's dead. >> Council member Door, you're unmuted. >> Wait. >> Uh, sorry. >> All good. Just want to bring it to your attention. Okay, we're good to go. Uh, and then the second thing was I know Dancing in the Streets was mentioned earlier today. They're going to have a fundraiser uh for anybody who wants to support this Friday from 6:00 to 11:00 p.m. at the Reno Public Market. So, if you want to stop by and help them uh raise some funds to ensure that Dancing in the Streets continues to be a free event for our community, that's going to be this Friday from 6:00 to 11:00 at the Reno Public Market. And then the other thing I just wanted to highlight for the council there was uh I don't know exactly why the meeting was canceled but I know last time our partners with uh dispatch and hexagon were here there was a lot of consternation about the uh movement or the advancements of the consolidation um regionalization efforts of dispatch and that meeting was canceled yesterday. uh haven't got noticed of when it will get put on the radar or on the agenda again, but I just want to bring that to everybody's attention because I know everybody's had sort of strong opinions um of that and that meeting that was scheduled for yesterday was canceled. Um hopefully there's a new one coming on and we can get some more updates from our uh um partners to make sure that we're staying on track and regionalizing our dispatch efforts there. That's all I had in terms of updates from my end. So, we'll look to a motion to adjurnn or sorry, final public comment. I almost skipped that. Thank you, madam clerk. Thank you, Mr. Vice Chair. >> Final public comment. >> We don't have any public comment registered. There's no hands raised in Zoom, but we did receive three letters that were either general in nature, just received after 4 p.m. yesterday. Those have been distributed to the Reno City Council and are part of the record. So, now we are ready for um item E, a motion to adjurnn. >> I get a motion. >> Second. >> We have a motion, a second. All those in favor say I. >> I. >> I. >> Awesome. Thank you so much. We're adjourned.