oh [Music] [Music] [Music] [Music] [Music] [Music] oh [Music] [Music] [Music] [Music] [Music] shinging I you [Music] spee for [Music] um city council workshop for Saturday February 20th uh is called to order with the staff please call the role mayor Kaufman here mayor protim Bergen here council member bersin I'm here council member kums present council member Gardner council member gner council member grber here council member Hill here council member Lawson here council member Johnston here council member Marano present and council member Mario pres there's a quum thank you uh budget update yes hello everyone um Katie are you the uh admin can you give me share access yes we can one moment please thank you much we're getting there so I've I've come to work and I've looked around everywhere and I can't find the the food bar so um have to forgive me all right so can everybody see my presentation yes 2020 Revenue actual so here we go all right so in summary what I'm going to talk to you about today is that we did end up better with revenues than our projection there's there's multiple reasons for this um I would say that doesn't mean just because we beat it that our projection was incorrect I'm going to show you a couple a couple facts from that um we are definitely sorry about that uh we're unsure about the ongoing nature this additional revenue and I'll talk to you a little bit more about that and uh last but not least we're going to be bringing forth some ideas for for this onetime funds we think that right now we beat 2020 uh pretty well um and we've got some ideas for the use of some of this money uh but definitely leaving some money open for for the thoughts that we've heard from you and if anybody has any questions just please feel free to to shout them out all right so just a reminder about the leads projection that we used for for uh the 20 20 revenue and the 2021 Revenue four quarters of decline after a couple good quarters in 2019 uh basically 10% off that time and you'll see down here you're looking at the somewhere between 10 and 16% down with 6.77% down in 20120 full year all right and so because of that what did we do well we held positions uh we did not lay off anyone so we just held some positions we used quite a bit of savings savings from utilities savings from leas P es some fleet savings uh nobody could travel anyway so we had some travel uh savings um that strategic Court assessment we didn't do the capital Bond program the $500,000 for that we didn't do um we also stopped some uh technology projects had a couple Furlow days although we did give uh bonuses at to to the employees to offset that somewhat and we cut quite a bit from Capital most of the cuts from Capital weren't necessarily cuts from from projects there were just funds available that were sitting over in the capital projects fund that we pulled back we moved a pretty fair uh fair size project into a future years uh to help us out there and we cut some lower priority projects last but not least we brought in some new Revenue the cares money helped us and uh the marijuana fund transfer helped us so were we wrong absolutely what we assumed in our projections we assumed large decreases in sales tax and drops in one-time revenues we were worried about the fall and winter flu season looking a lot like May if you remember May was that uh over 133% down it was the S the second largest decrease that we've ever had in our revenues uh we were worried about a property tax vote that happened in no happening in November that was going to take7 million more dollars away from us and we didn't really assume any significant bump from the third third party Marketplace facilitator Revenue uh that Finance uh got into in about September what actually happened is that we were basically flat in ongoing Revenue but we had significant increases in onetime revenues if you remember July July we had the single largest payment that we've ever had from a technology company that that hadn't really even given us any money before $1.7 million a single payment uh Shoppers kept shopping in Aurora but but they went online um so in other words we had our brick and mortar stuff kind of went down but things like best buy.com went up uh and last but not least what we saw is what we think we're were happening is that Aurora was actually doing better than other cities because in typical non-co times Aurora's ATT a net outflow of workers and when you outflow your day and you're working in some other Town some other City uh you tend to spend more money there so when you're home the money was being spent in Aurora the next thing that happened to us is that we did have a a fall and winter flu season but it didn't affect our Revenue like it did in may we more flat uh in our in our base Revenue uh the property tax vote passed if you remember that was the Gallagher uh vote that passed if that would have failed we would have decreased our 20202 Revenue projection by another $7 million but because it passed we're our our projection is still standing and then the last but not least the probably one of the best things that happened to us uh that Marketplace facilitator Revenue um we're getting in at least about $500,000 a month and so that's that's good news uh definitely so was it was our 6% uh projection wrong yes but was it an incorrect projection I really don't think so because if I look at other cities we are seeing shortfalls this is this is actually from the common sense Institute uh how do tax collections look like in Colorado amidst a pandemic you look at places now there's there's cities up in here that that are mountain towns that that tend to have a based on a lot of Tourism but you'll see some 10% Downs Boulder was over 10% down you got to figure that we were projected to be about 6% down and so if if we were Boulder then then we would have been worse than that if we were Colorado Springs we'd be about in the same spot look at Denver Denver was 15% down and this these numbers are through August uh Fort Collins was about 5 to 6% down same as Steamboat Springs so you'll notice that 6% down wasn't odd we just Beat It we just did better than it so how is our sales tax performance well there you go you can see the the month of May was that big almost 133% down a lot of flatness that July 10% up had a lot had almost all to do with that big single check uh then flat otherwise and you'll notice starting in September we had a 6% up and then October was was pretty well flat and then after that we started going gang busters uh that Gang Busters has a lot to do with that what some more onetime money coming in but also that Marketplace facilitator giving us probably 7 to 800,000 uh in those months which caused most of that but what you're not seeing is 16% Downs if you take out all the all the cool stuff in the marketplace facilitator and All the onetime Monies uh you're looking at more flatness than a decrease so in told all told throughout 2020 and this is these numbers are are non audited yet we're going to the audit right now but we've probably got about $ 21.7 million more in operating Revenue than what we projected sales taxes almost all of that uh 20.8 million of that uh the rest of it about about nearly a million dollars is just uh audit Revenue uh Auto use tax loggers tax we doing better than than were projected um a lot of those did decrease but they didn't decrease at the level that we had projected them to um not everything is Rosy we do have uh franchise fees came in a little worse and and property tax is doing a little little worse but not bad um we do have more Capital Revenue about $4 million more that that money is going to go over to the capital projects fund so so so that's that's good stuff that will help to uh bring back uh some of the some of the projects if we want to bring back some of the projects that we cut or we can put it toward uh Transportation which is what we typically do uh when we get in more Capital Revenue building just continues happening if you talk to anybody who's selling uh houses uh the house market in in aora and actually in the whole metro area is still just just redh hot um hard to find a house so told you about the revenues on the expense side we're probably going to end 2020 right around our projection um how much remains to be seen we're still working through some things that it takes a long time to to get through the year and to to get a solid number uh we're probably looking more like uh like around the March time frame to have a pretty solid number of where we were uh and the fact of the matter is that the money that we're bringing in from cares is making a little bit more difficult than any normal year but we think that we're going to be right around on projections so that 20 that 2122 million is probably a good net number to see for for uh onetime money so if 2020 is better Is 2020 going to be better as well so so the real question is how much of this money do we think is ongoing and my answer is I I I think that the risk side side is that we'll probably have more money but I can't tell you how much yet it's too early to tell uh there's a couple pieces of good news uh that that Marketplace facilitator Revenue we projected 700,000 for the whole year and we're getting 500,000 plus each month so so that's good news and it does feel like a trend meaning that we've received it in September October November December we got it again in January uh the second piece of good news we're not quite done with our January sales tax we're pretty darn close but we are over January of 2020 and if you think about that January of 2021 was Christmas sales covid affected and January 2020 was Christmas sales non-co affected and we beat it so that's great news uh what we don't know uh we didn't drop like the lead's projection project projected up for us so we probably won't grow like it either and so what I'm I'm going to go back just a little bit and tell you what I mean by that if you look at this chart you'll notice that four quarter decrease going from the second quarter of 2020 to the third first quarter of 2021 but then it's showing us growing after that at 4% 8% 5% we're probably not going to have that those growths uh like that but uh we didn't drop because we didn't drop so we probably won't grow like it uh there's uncertainty about what the world is going to look like postco when it's going to happen how it's going to happen what does it look like are are people going to continue to stay home Aurora going to continue to stay in Aurora uh that sort of thing so U we want to see how how that's going to play out before we uh guess on a number we're going to have some uncertainty about the effect of the stimulus activities or lack thereof what what's going to happen with all of that are are are people going to get more money how's that going to work that definitely helped us out last year when people got those checks uh we we tend to we we saw some benefit from that especially in marijuana interestingly enough and then the last thing you you hear a lot about a k-shaped recovery what a k-shaped recovery means is that different people are going to react differently in terms of of coming out of a recession uh caused by covid wealthier people's fortunes have rebounded while the pain continues for people in low-wage jobs from retail to entertainment to hospitality and it kind of looks like this that this is a Colorado employment since January of 2020 you'll notice that high wage workers basically flat dropped off but then came back on middle wage workers had a had a drop of around 6% but look at the low wage workers have dropped have not come back yet and so that means that different people in different economic areas are are are going to uh have different rebounds which will affect what our revenue is so long story short I can't tell you how much this is ongoing I think that the good news is Marketplace fac facilitator I think feels good uh and January felt good but it remains to be seen um once we get together in April we'll have a couple months of 2021 under our belt and I'll feel better about giving you an ongoing uh projection for that all right so what if we have around $22 million what we're what are we talking about in terms of our plan for these onetime funds well the first thing I want to do is refill the operating Reserve we use the operating Reserve remember the operating Reserve is that 1 to 3% of the general fund set aside for for bad times well we had our bad time uh we got our money back let's refill that operating Reserve um and have that uh have that bullet in there for the have that tool in there for the next issue we have uh the next thing uh we we're going to look at an e enterprise resource planning system uh it's about $12 million there we have some money set aside for this already there is a special side presentation uh that we're going to go through um with this di are you ready for it I'm ready but I believe I need the authorization to share my screen all right so Katie if you could give me access that would be great yes one moment you all are so lucky you're getting two present in one so can everyone see this can you see my screen okay I just want to talk about the enterprise resource planning solution and some of the needs of why this would be a good investment for the city of Aurora so we'll talk about just kind of the current state in the desired State for the Erp and So currently the current solution that utilized by the city was purchased and implemented in 1994 so here's just kind of a fun fact for you in 1994 the city had just a little over 2,000 FTE here we are fast forward to 2021 we had a 63% growth in personnel and now we have just under 3,200 employees and so what is that translate to in terms of just kind of the human Capital Management um needs and so I'll First share with you when I first started with the city just about three years ago I went to the then CIO and said hey I've got a silly question for you I can't find my dashboard and she's like your dashboard I'm like yeah you know my turnover data my vacancy reports my time to feel sick leave utilization those types of things and she said well you don't have and I was kind of surprised and so my next question was how do I know the health of the organization and she's like well you do those things manually so you know here we are today we're a really large city 3,200 FTE and that doesn't even include the seasonal or temps that we but here's what we'd like to do is secure an Erp solution that not only integrates the human Capital Management components but also the finance the purchasing functionality all of those things because they all tie in together and provide U the ability and capability for the city to provide more decision-based or fact based um decision capabilities our current system right now doesn't have all of the capabilities necessary so we have to have other solutions that complement it which requires complex interfaces manual data transfers and it just has a missing business functionality and anytime you get into kind of interfaces or data transfers that are manual in nature you have room for error you have room for issues to occur or the uh interface is not working as do designed so with an Erp solution we're able to provide kind of more of a especially with an integrated solution you're able to provide um more efficient use of your resources in your data and also just kind of the in to-end process integrity and a lot of these Solutions have been utilized by other cities and so there's a proof of concept that it does create some level of efficiency um for both the current needs and future needs for the City so I'll get into just the human capital components and kind of the digital transformation that we'd like to achieve with a new solution and so this require this would have abilities and functionality for everything from hire to retire so all of the aspects in between associated with people in positions and so um here's kind of a list of some of the components that are necessary for an HCM or an Erp solution if you see the check marks these are things that our current solution is capable of doing and to some degree those that just have the bullets in front of it we don't have this functionality or capability in the current solution we have the ability to do it but it's through either complex interfaces or it's through manual processes so one is just kind of the people management how do we manage our people what do the the people look like for the organization uh promotional opportunities for those individuals that they've experienced and pay the other piece is position management so uh what was a position implemented for what did what did it why was it created um has it changed in the organization has it been repurposed even vacancy management what do the vacancy uh positions look like in the organization and then recruiting and onboarding that's also a functionality of an integrated solution so many of you might remember when you were elected to your position having to come in and do paperwork and manual processes a lot of these things are more automated in more modern and Progressive Solutions so we want to be able to provide that service to our employees as well benefits is another area so when employees are active employees we don't end the activity with our employees there many of them might elect benefits even at the retire phase and so this would allow us to have a more integrated solution and not have to have um Solutions outside of our current system that would interface or interact with the current um solution that we have compensation is another area so looking at everything from flsa to co compensation management um those are things that we can do currently but it's not as sophisticated as some of the more modern and Progressive Solutions Performance Management that's another area so looking at evaluations for individuals even in this area we have a home grown solution so it doesn't have the ability to integrate with the current um solution that we that we have there's a number of other examples talent and learning development uh payroll is a functionality that works well timekeeping we have multiple Solutions throughout the city in various departments all again kind of requiring that interface or manual entry which again just leaves room for error leave Administration is significant because these are not just leave Administration and sick leave utilization that we want to manage at a city level but these are even compliance with federal laws like military leave as well as FMLA and other lead management succession planning you you and others know that we have a good population of employees that are retirement eligible and so uh modern day Solutions have the capability to manage that functionality in a more predictive way and then lastly just employee self- serve and so you might think of selfs serve like at your bank when you go and you want to maybe update your address those are things that you should be able to do pretty automatically not the case with the current solution so this would provide employees with access to information that they could upload or change or view on their own and then the same with the manager self- serve creating a dashboard for the manager so they can look at the health of their organization at the employee level so kind of getting a glimpse across positions people and managing those more effectively so here's just kind of the standard analysis see some of the reports that either we've been asked for at kind of committee levels or maybe even at the uh study sessions that are difficult to produce in the current system and I say these are dring indicators because these are things that have already happened in the city but um things like retirement turnover you know what has caused those exits in the organization again that data is collected outside of the system so it's difficult to produce using the current uh system even demographic data what does the organization look like reporting EO data to the federal government um all of those things we can currently do but but it's difficult and it's difficult to produce accurately so if I run the data today and run it again in 30 days I might get a different result and that's not something that you want in a system time to hire time to fill these are kind of standard HR reports that you'd want in an organization are size and then again position management recruitments total compensation so total compensation I think is key because it's one of the areas that not only do we pay for the wage of the individual but the Ben associated with that the pension and being able to calculate those figures and make them well known is something that's just difficult in our current system so here are the things that I think are exciting and I'm going to go back and just one the predictive analysis so much like Greg and talking about kind of the lead projections there's there Erp solutions that are more Progressive are able to look at forecasting people in position movement so you look you know kind of looking back in 1994 20 000 employees fast forward to 3,200 employees what's the growth for the next five years the next 10 years what can we expect and are we seeing it in different pockets of departments or areas that we could maybe concentrate efforts around also even total compensation so what is the uh growth has it you know in the past looking at the past 25 years has it been pay or is it benefits or is it a combination of those things and that predictive analysis or more the leading indicators can kind of give us some projections that we can make some educated assumptions about and going through a process even is like this the budget process and then also just probability of turnover and this is the one that excites me because I want to know when we go out and we spend time and effort recruiting for an individual what's the probability that we're going to lose them and in how long is that one year two year five years and then what are the retention factors is it promotional opportunities does it tie back to Performance what are the things that are going to help us retain those individuals we really think aora is a great place to work we want to attract top talent but we also want to keep top talent and we believe the HCM components can help us do that and I'll let Terry talk about the finance and procurement functions thanks Diana um I think di had some great points that are really um beneficial for a new new Erp for the city overall um dashboards especially with regard to finance and ability to get to our data and making um databased decisions I think that's really critical and being able to help our department see their financial picture would be very beneficial U we do have reports that we can run in the current system but we also have some challenges uh with with the vendor and just some of the decisions that they've made with the existing software um for one um the technology seems to be outdated and and when we've gone through processes of upgrades with them we've actually taken some steps backward on functionality um in particular in uh areas like uh payroll they've lost some of their abilities even though it does work well today um they've lost some of their abilities that they had in the past and so Mo most softwares upgrade and add functionality and make improvements but we found with our current Erp that's not always the case and in fact um more recently in last year we were not able to do an upgrade because uh of the functionality that had changed and we found some areas of of problems in payroll uh that were showstoppers and we couldn't even do an upgrade because of that and there were also some problems in our purchasing area so so um we delayed doing that upgrade we're talking about doing that this year but it very much is dependent upon whether we can actually um live with the changes that this vendor makes with um without really considering impacts to its customers um another thing that happened with this vendor is they announced that they were going to be um leaving the one reporting tool that we had um and they really didn't Pro provide a path forward for their customers so we were left scrambling we did do a supplemental appropriation for $300,000 to try and address the reporting issues of the current Erp um however as we found when we were trying to start using another reporting tool we found that those um skill sets to actually even write the reports in the new tool were lacking and not really available in the marketplace uh we hired one consultant who was able to help us rewrite some reports um but then he even had his limits because of lack of understanding about the database so what we found is uh the resources available to us to even manage our current Erp are very limited So based upon those issues we've we've really thought um that the general ledger piece of the software works fine but there's a lot of challenges uh in purchasing we're not able to track um small disadvantaged businesses um we're not able to um track our contracts so we do have some lacking functionality in some of our financial areas as well but the report writing and just the fact that they're not moving forward uh with newer uh technology that will benefit us has been our primary issues good morning everybody so I'll cover a little bit from the it perspective I know that Diana and Terry have done a very good job explaining some of the business impact but there's also the technology side which also drives additional business impact as well um as di mentioned earlier on her slide about the complex interfaces that are required um quite frankly current solution is just it falls short a lot of areas so as you can see here we have 11 Legacy HTM systems that take on additional tasks that one solution is not able to handle um we have seven timekeeping Solutions used by different departments throughout the city um to meet their business needs and then we have over 50 complex Integrations between those systems um you know so instead of a single one onstop shop to gather the data you need uh it requires all these complex Integrations so as Terry mentioned not only do we have the issue with the vendor removing functionality during upgrades but because we have all these complex Integrations a single upgrade can take six to eight months and then there's also the business impact because Finance has very specific deadlines of when they need to meet certain reporting requirements as does payroll and so we because of that extended timeline we have to work very closely with the business to make sure all right here is our two-month window to actually get this done this year and if we don't meet it in that two-month window then we're going to wait a whole year to do that upgrade um and again it's just because the system falls short and we have to not only upgrade that system but then modify those Integrations to make sure that they continue to work after the upgrade is done um also as Terry and D Deion T touched on this originally was designed as a financial solution and over time we've tried to shoot horn in to make sure they perform HR and procurement functions but we actually ran into a lot of issues with this specifically when uh Co hit because there are some dependencies within the system that still require physical paper printouts and it requires a very specific printer to do so so if that printer were to fail to function um number one there are some functions we just couldn't do and number two it required staff to then be able to come into the office just to complete those functions and in today's day and age that's just completely unacceptable everything should be digital first with print out as a redundant primary um they've already talked about the fact there's no dashboards again so no quick and easy way to make intelligent operational decisions about your day-to-day operations um the current vendor relies on technology that's been into life for a long time and what I mean by that is they use a lot of old Legacy coding systems to write their software that have very basic functionality again it goes back to it was great in 1994 when we wrote it but they just haven't evolved it to keep up with the times um and because of all this it just resulted in consistent processes like di said there's times that you get one report and you might get one set of data and then another report pulls out another set um but because of those variances in the data it also causes inconsistent processes some departments have or actually I should say most departments have created a lot of manual workarounds to try and accommodate for those shortcomings um and because all that data is now scattered across 20 different systems there's no single source of true data so anytime that we as a business or you as Council or city management needs to see true data again when Co hit um we needed to know how many of our staff are working remote how many are at home but aren working at all um how many are still working in the office and we couldn't pull that out of the system so in the it side we had to scramble and try to put together a very quick system to pull that together but even that took a couple weeks to bring together to um to make it functional so there's just a lot of data that um the current system doesn't provide and it requires all these one-offs to manage um and you know just finally and I know Di and them already spoke about this is that the citizens you know today in the year 20121 pretty much expect that if we want to walk in the door we need a certain amount of data or we want to ask for a certain type of report we should be able to just pull that together and it shouldn't take days to pull that information together and then the onboarding time it takes to uh bring somebody on board both for Recruitment and the actual on hiring it's just a long process because again there's multiple systems that have to be updated yeah and I will say um as we go through and we've been looking at um the Erp solution we have also noticed that there's entities in and around our area uh such as City and County of Denver Jefferson County Aurora Public Schools Cherry Creek School System they have all are in the process or have recently uh implemented a new more Progressive Erp solution and so being the third largest city in Colorado the 54th largest city in the US we really believe that this is going to be a move to integrate that core functionality and provide more efficiencies and data and abilities to make some data- driven decisions we know um this is a long-term project it's a collaboration as you can see between HR it Finance purchasing and it affects every single Department it's a two to threee implementation using internal and external resources but even as we plan this we're planning dedicated resources to ensure that we can staff it and maintenance it to keep it current um for future for future uses now here's some of the business case just as what as you've heard system integration that's key in in in making sure that we have reduction of duplication of of errors that we have accurate and timely information available to us it'll provide some long-term support and enhancements with a dedicated Erp team so we can keep all all of those uh processes current and up toate it'll contribute to aora Smart City initiatives as well by allowing us to make some data driven decisions but it really is going to re reinvent how we engage with just our people um really looking at people as our largest asset in the organization man managing those things effectively in every component from the human Capital Management to the finance to procurement and kind of integrating all of those pieces together also just looking at C centralization and standardization so we don't have a system in place that meets all of those demands people start creating processes and we're too large of a city to have one-offs by different departments we need to have some centralization of how we make decisions and the standardization of our processes the other piece is just the automation of routine things so things like just updating an address by an employee that shouldn't require a lot of human intervention those should be things that they should be able to do on their own but that's goes into you know um W uh W4 um updates and W2 updates and benefit information those are things that should be more routine in nature and then the things that I said that excite me is just the standard analysis and Reporting some of which you know we we've asked uh for by Council of like retirement demographic data time to fill exit data and then the predictive analysis uh which will be part of a solution I think the other piece though is really providing that positive and consistent consist employee and manager experience so making sure that data that we pull at a point in time can be replicated in the future of pulled at a different point in time and making sure that that information is available I really like the dashboard component because I also think not only for you know a supervisor a manager but even a director even at the city level the city manager should be able to kind of get a glimpse of information and data that we have available to us to kind of see the health of the organization and make sure that if there are Trends or issues that might be we might be experiencing that we can kind of get ahead of those and not have to rely on lagging indicators to respond and then just to make Aurora the first class in inlo employer here in the metro area again Aurora is a great place to work we want to attract top talent but we want to keep our talent too and we think this will provide a great way for us to maintain that that position questions yes I have a couple can you hear me yes yes okay um yeah I appreciate that and I think I think a lot of our systems are outdated across the city I I have a few questions about um you said it would integrate with the rest of our it systems because we're not fully on board with those right now so just concerned about the whole entire city it system and you know with the website going down that type of thing um cost to maintain this since it's and then iCloud based right then security cyber security there's been a lot of issues with the iCloud um systems so and have you looked at alternative systems so I'm just have you know we it looks like these are all the positives have we looked at the downfalls and I'll speak to the downfalls and then I'll let Scott address them in the it functionality we have looked at you know those things that they've identified as strengths and weaknesses and an Erp solution um other than you know some of the Erp Solutions haven't quite been designated for public Employers in the last maybe three years if I went back three years many have now progressed and so they've made enhancements they've been Incorporated with other public employers and so there's a lot of more uh strains in that area I don't believe that we've heard a lot of downfalls so we visited other cities um to just uh in talked with other cities we're also doing references with those that have recently uh implemented um new Erp solutions to even include the local public school systems and our neighbors to the west and so we have gotten more positives and we've gotten weaknesses and when I talk about the integration component it's really the integration of the HCM the finance the procurement um and just kind of all of those systems right now time and attendance leave management payroll all of those systems are are operating off of different systems and when you have different systems you have room for error you have room for issues and we've experienced those and you have a lot of manual um needs in human interventions and we'd like to minimize that to have a more capable system especially being a city this size and so we don't haven't identified any areas that would cause us any concern uh and we did look at various Solutions um doing a recent RFP to see uh those agencies that would be willing to compete for our business and then uh Scott I'm going to turn it over to you to talk about the itpc sure um so actually Council Bergen there's a lot more uh business risk in the current state than there would be with the so by that I mean as we saw in the earlier slide there's U close to 20 different systems that are sort of supplementing this existing one so each one of those systems we have to pay an ongoing support contract with those vendors and there's an annual cost for that again sometimes when we perform those upgrades some of those Integrations take skills from those other vendors beyond what we have internal so there's additional cost to those vendors to maintain that as well um you know there's always a risk when you're doing an upgrade to any type of system that there's going to be downfalls because no system is perfect you're absolutely right um however we're pretty confident that no matter which system we go to the intent behind it is to consolidate so consolidate from a business function perspective again giving people more time make Mak them more efficient but also consolidate from a cost perspective and the ongoing sustainability of it um I know you specifically asked about costing grade still thund yeah I was wondering if there was a cost analysis that was done on what it costs currently to run the current system with FTE with you know uh maintenance cost whatever the lingo is um your yearly contracts that you have to do versus the new system have we done that analysis and do we have that and so I know on the it side we have our maintenance contracts but the Staffing side I'm not sure Tre if we've done that well har yeah I I would like to just add that you know a new system is more costly than what we're paying today and we've looked at right sizing the needs for our Organization for finance for HR andit because if this system that we select um Works to the benefits that we think it will and does so much more we're going to also need the additional staff to support that and I think that's what's been our downfall in the past is we've not necessarily dedicated the appropriate resources to the software that we've had that's one piece of it the other piece of it is just having poor software and really this vendor that we currently have um does not invest in their software their fees may be much lower um but at the same time it it puts us in a very risky place as scottt has mentioned um from a security perspective I think that you know the software as a service or cloud-based systems are where everyone is headed and we've already gone to a software as a service for our um tax and Licensing systems so we're there now and we did our due diligence which is a big piece of the process that we're looking at to make sure that that there is adequate security and redundancy and and backup for those systems now from a cost perspective like we said you know we're probably stealing some of Greg's Thunder there but it's about 12 million to implement a uh new Erp system and then ongoing it's about 2 and a half million and that includes City staff as well as the software cost and maintenance going forward and when you have sof sofware as a service it doesn't mean that you don't need the resources to support a system it just you know you hope that you have uh easier time to do up uh upgrades you have better functionality um but you are are paying more U to manage it as we should have been even with the current Erp our current Erp I think is about and and I could be off on this but I think it's the software renewal is only about $100,000 a year um very low cost but again we are missing significant portions of functionality um we met with uh Salt Lake City who has the same software uh that we currently have and basically we all came to the same conclusion there is not an HR System in this system it may act like there is one but there is really no functionality that we um have today so so we need to get into the 21st century we need to invest in our our city and have a better solution Terry mik cofman when you talk about that two and a half million is that on an annual basis or or how tell me about that yes that is ongoing that's a combination of of paying the vendor um their software U maintenance fees um which is a little over a million dollars per year is what we're antici ipating and then the additional staff to support the system of about uh 1.3 1.4 million W and it is significant but at the same time uh I think what we've been doing is just uh using a system that's uh out of date and we really are not able to make uh the financial and HR decisions um without a lot of manual inter intervention and as TI has already said sometimes you get different data depending on the timing of when you run a report and you said that the uh the current vendor does doesn't have any kind of an update for the system they do updates but those updates have tended to create issues that um last year we weren't able to do the actual update because of those issues so uh it was steps backward it was problems with our purchasing and payroll and critical functions that we as an organization decided we couldn't even move forward with their software upgrade okay and I just wanted to add the current vendor that we utilize I think we are the largest city that they provide service to um this is it's really a solution designed and used by many small towns small cities small counties uh in and around the country but um I believe we're the largest in Salt Lake City that utilize it and I believe we've just outgrown it and there's a lot of other costs that are difficult to quantify you know I mentioned the performance management system that's a homegrown system we have online Lea slips that's also a homegrown solution um those things just don't provide uh the support that we need even the Homegrown solution and then we have an external source for learning management an external source for applicant tracking an external source for benefits for the HCM component it is just not working that fractured approach is really taking time and energy from people that should be recruiting to actually trying to just manage data so it's just proven to be a complex issue with so you're looking at one vendor uh versus uh um doing an RFP and going and going out to bid or I'm sorry tell me tell me what the processes we've actually started the RFP process um we've we've done an RFI we've done a statement of qualifications we narrowed down those that would be qualified for this and then began an RFP process but we do know you know we need the support for the funding and the concept from Council so so we're moving forward but we also know that there is a check in place before we can actually uh engage with the contract so what are you looking at for today from Council from Council I think what we are really looking for is support for the use of the funding that Greg's going over for this use so that we could proceed okay is there further discussion mayor I have a question council member B thank you um will this be uh all of our departments be using this will this include large departments like water fire police they'll all be on this new program yes and then what about our Amanda and asella so asella of course is replacing Amanda and I should probably let Scott address that but um it it should um integrate with aella yeah I'm not sure what your specific question is council member bers but yes uh aella is on track at least threeway we live about a month month ago and release four is still on track for Q3 this year and then will be wrapped up Amanda should be decommissioned by end of next or by early next okay thank you further comments questions mayor grber council member grber we had a lot of trouble with Exel uh when it was brought in it turned out to be much more complex than we thought it was going to be we had to hire outside Consultants uh there was an issue with Exel being purchased by another company in the middle of our uh procurement process uh and as a result of that the costs were significantly um I think over a million dollars I think a lot over a million dollars uh how are we going to ensure that we don't run into the same type of issues on the replacement system for the airp I don't I don't disagree that we need an Erp I'm concerned about our implementation of Exel the lessons that we learned and how we're going to apply those lessons to this procurement yes sir that's exactly um that's an excellent example actually that's we used Excel as a learning example right so for all those challenges that we ran into with Excel about being under resourced within the business to commit for the testing and development on the technical side to being under resource for the commit to develop on it um we've taken a look at that and so again when Greg brings up his information we'll be able to show you the staffing recommendations we're making for finance it and HR is specifically because of our experience with Excel we want to have dedicated staff that can focus on this new program so they're not distracted by the day-to-day taking care of everything that needs to be done at the city um on the existing program and then also be able to ramp up and keep up as the system is rolled out continue to focus with the ongoing development for it as well as just maintaining what is rolled out and available at that time so some of the Staffing requirements you'll see are specific to that um and then we also this time have targeted cont one-time contract resources to get through specific phases of the implementation and then those folks will be released once that phase was complete and with Excel we didn't do that from the get-go we tried to bring it in and have staff handle it inhouse exclusively and then we didn't have enough of them um and it just created One Challenge after so the you're going to apply something like a service level agreement on the different phases with perform performance measures that the contractor has to meet uh prior to payment that was a problem we had with Excel yes sir and but that's another thing when when we purchase Accel there's uh the city didn't have what was called Master service agreement that we use on our own for our purchases technology purchases and since that time we now have that in place so any technology purchase in the last two years has to use that MSA and MSA very specifically calls out um per Milestone payments that are then uh further reined in the specific statement of work so we can go in and clearly Define what the P payment Milestones would be and that's part of the final contract agreement between the vendor as we get finalizing the contract with them all right glad to hear that thank you further discussion comments questions mayor uh council member kums yes um I was wondering if um Terry could elaborate a little more you mentioned uh being able to track our smaller contracts and women and minority owned business business contracts can you elaborate more on how this would help with that component and how it might help us Implement other kind of contract specific direction from Council certainly um where where we are today is um we had hired an intern to help us track all of our small and disadvantaged business activity for the last two years I believe 2019 and 2020 and then that intern is no longer with us uh the funding for that intern has gone away and in our current Erp there is no tracking mechanism for small and disadvantaged businesses so all the tracking that the intern was doing uh was done through Excel and it was done after the fact of uh procurement and contracts so getting that information was on a voluntary basis after the fact what we'd like to do is have this incorporated into the system um so that when we actually issue contracts and award procurement we can gather that data in The Upfront transaction and be able to run reports against the system so today we really are lacking that data to even be able to make good decisions or understand you know the Baseline of of where we're at with small and Advantage businesses so so that's our hope is to be able to incorporate that into this new system further questions comments mayor um council member Hils uh yes council member morio oh c morio Sorry probably it's just helpful to just say the name um uh when we speak but um my question is um how does this impact our access Aurora system or how could it potentially impact it Rio I don't believe that this specifically would impact access aora because that's actually one of the functions that excella is being used for so as phas 4 is released it will go for with that um the city's also currently looking into um as you're aware the customer service initiative and customer relationship management and that those modules our systems would be much more specific to access Aurora as well as the digital engagement um like the email that Kim Stewart sent out for bang the table and the virtual chat poot those types of functions are very specific to access aora and being able to allow the citizens to selfs serve and get their information but the Erp specifically would not tie those okay thank you sure further uh discussion comments say and then I have one more U May forend Bergen well are we going back to Greg I guess I was not I was confused yes you I've got about three more slides it's real fast okay thank you okay um on the Erp uh system further questions or comments uh seeing none is there objection to allowing staff move forward uh on the RP system May p i just um I mean I think it's a great program I think we need to move this Direction were obviously pretty archaic in our system did this go through MF first like through the normal process of management and finance it's been discussed at MF but not not the idea of moving forward as we we've been working internally to try and gather as much data and and go through kind of all the preliminary processes before we brought it back to council okay and I mean I think it's a great program I'm just concerned about the 2.5 million ongoing in terms of the the current economy so if we say yes are we just totally like going going for it and signing a contract or is there another step in between I think the contract would definitely come to council um they're not there yet anyway we're in the selection process and review process it doesn't mean that we have to make a selection but that would be our desire and to move forward then with council's approval on the whole not just the implementation it also two and a half million ongoing and Al also I would add May Pro support at this time would mean that we would set aside funding for what the projected implementation cost be that that 12 million we've already set aside about five million so the additional amount be set aside and we take this in a kind step by step man and we brought it to the workshop because we did we we know that we haven't really I think addressed this with the full Council before we wanted to take the opportunity during the workshop so all all of council could hear at one time you know kind of the the problem statement of where we are with our current uh you know uh uh solution and what the needs are and then also what the benefits would be and have all of you a chance to to uh comment or question on this at the same time so that was kind of the think so we're just looking at subside right now that's that's the first step the commitment that if everything's work works out that this money would be available for this purpose and and another thing is it is a big investment that's why we wanted again to talk with all of you at the same time about it it's major investment not only one time but then as you noted in an ongoing man um and we do really feel that the ongoing knowing that it could be a$2 and A5 million dollar per year uh is is a large ongoing investment at the same time the we really feel that the Improvement in the management of our resources you know Human Resources Financial you know the ability increased ability for analysis forecasting then also reporting do uh you know the the benefits would would I think far exceed that two and a half million be spending so mayor council member how's going thank you I do have a question with regards to like future scalability uh you mentioned that our existing uh some of the existent software that we use are used for by much smaller cities that we've outgrown it I'm curious uh can you give us some examples of cities that utilize the software that youall are considering here uh and would that be scalable uh over time let's say if we move to being a city and county for example would be be able to absorb those Services into this as well this C Maro um Terry and have both been much more involved with the RFP so they can give you some examples some of the Cities but yes we're truly looking at an Enterprise grade system that would be able to scale so the vendors the that submitted to the RFP we gave them specific parameters of what is the value how many employees do you have know what's the size and scale of system that you deploy to today and then what's the size and scale what's the upper maximum of the size and scale that you would deploy to in terms of some of the cities and these are very large um players in the market so they've scaled for a lot of the private sector as well as a lot of the large cities and counties throughout the entire MRI and one of the vendors is uh provide service to City and County of Denver so I do believe it would address city and county the other vendor is uh Nationwide as well and we've been talking to references for both cities and counties for both softwares that we're narrowed down to at this point okay further further questions or comments mayor council member Johnston council member Johnson um thank you um just I was just going to mention as a as a member of of MF I I support and appreciate all of this information and the in-depth actually going um initi first to the entire council at this Workshop but I want to talk about the cost um which to me seems appropriate with everything that's going on um and us being the third largest city does staff know just for cities that are meeting those those deliverables that we said like smart city data driven um decision- making the the ones on the summary what they may be paying um if it's in line with that or even like a a city county of of Denver um what they're paying just to give us some some context of the the two and a half million and then my second part of that is we you had mentioned that the water department would be under the system um would they be paying some of those those costs so wouldn't just be coming out of let's say the the general fund and I I can address some of those questions um we have looked at other cities and what it takes to implement an Erp and we're we are in the ballpark um we talked to about a year or two ago we talked to the cities that were um in similar population five above and five beneath Aurora and you know we found that their costs were even up to like 37 million for implementation so it you know we are in the ballpark and especially with the ongoing I think what we're hearing as we're doing some of our reference checks is that if you don't dedicate these additional resources um to your program you're going to have less success so the city staff piece and component um you know we've we've heard some people have not done that and not done some backfill um and I think that that was probably not a good decision so you know and we've experienced it just with our current Erp is just not having sufficient resources to really work with it um and then your other question was was what was that I'm sorry the the water department so yes the water department might be able to uh be part of the funding what what I think would happen is you know right now we're looking at Cost allocation and doing a cost allocation Plan update for the city which looks at how we charge you know Citywide costs um to water so this type of program would probably get rolled into that Terry probably should be they there should be um pay pay a share of it out of out of their entprise fund and and we've talked about that with other software based upon FTE so I I'm just saying it may be a part of that cost allocation plan maybe it'll be more direct but we haven't really worked through the mechanics of that is that's why I didn't say it as uh positively as you're saying further questions comments mayor mayor it's Angela um council member Lawson um I just had a question so essentially this system it has a longevity because when you're doing such an investment I I know you can Implement different programs with it within this so this is this isn't just the next best thing and then in five or 10 years we'll have to change out a system I'm assuming from what you're talking about and from the presentation that the longevity of this system to be able to implement different um different programs would be would be there because I just think that that's really important as when we're implementing systems is the longevity of those systems and how they can um actually handle new new programs and new data uh formats so is that a true assessment or not yes and in fact um our current system uh we've had for almost 30 years um so erps um are usually built to last for many years and I I wouldn't foresee us if we made this investment moving away from it probably before 20 years I mean I could be wrong but but that's the general Lifeline uh timeline that I think most erps have further uh questions or comments I see none is there one more one more sorry May yeah that actually brought up a point so is in the contract do we have any kind of clause that says if new technology arises that I mean are we signing a long-term contract or is there are there some Clauses to allow us to leave without repercussions so we have I'm sorry go ahead Terry we have not gotten into the contract pH so we definitely could look at the language that allows us us to terminate I know that was a big piece too uh when we looked at the Gen tax system that we're using for tax and Licensing so that phase uh when we get there we'll look at that and make sure that we're comfortable with that ability to leave should we need to or desire to but you know I I don't know if you recall this but we did a 10-year agreement with G tax and that seems to be uh something you know we've been asking from each of these vendors is you know kind of looking at the 10year total cost of ownership in ability to contract for multiple years and then two things I wanted to add to that as well um May protim is that the uh again the master service agreement that the city uses for technology purchases that explicitly calls out very specific Provisions for why the city can um terminate the contract for lack of performance failure to cure issues ETC um that's why it takes a long time for the negotiation to get through the MSA because most vendors don't like that however we hold their feet to the fire and say if we're going to pay you we expect a certain return on that investment um the other thing is going back to your question too uh part of the advantage of going with the cloud-based SAS solution like this is then we are entitled to those ongoing upgrades on a quarterly or however often basis that V upgrades themselves so going back to our presentation where we may only upgrade once every two to four years years depending on what's going on these cloudbased vendors periodically upgrade their software on an ongoing basis with a staff who create the software so they have all the knowledge they need to make it functional um so we're automatically entitled to those upgrades as just part of the ongoing contract so it will continue to evolve as the new techn technical capabilities evolve as well further questions or comments uh saying none then uh is there any objection to allowing St have to move forward uh on the on this Erp uh seeing no objection then staff then can move forward uh Mr Hayes you have the floor again excellent thank you very much uh Katie can you give me uh share access again yes great all right can people see that again yes all right thank you all right so we have uh that was a great discussion on the Erp um other things that we're thinking about with this uh with this money is uh setting aside some money uh for um some onetime funds from negotiations and and fewer Furlow days if you remember part of our 2021 balancing is that we had a uh five Furlow days for employees we gave them a 2% pay increase offset with five fur days so basically a a 0% uh we would like to uh have the possibility of of taking some of those back uh and therefore having uh the employees actually get a little bit of a of a pay increase in in 2021 another idea that we've had in one that you've heard in the last uh last three weeks or so uh our Risk insurance our Risk insurance pay payments uh are are higher than than what we projected and so we want to set aside some some money for that now that's an ongoing issue we're going to have to deal with that uh into the future but but we do know that 2021 uh is is actually about 700,000 more than than we originally projected and even with all of this uh that still leaves about $6 million for for other ideas including your uh thoughts that that you've told us about uh now that I70 padelli match is also an outstanding need uh and depending on on Arta financing and such that that could be as much as 25 million in addition to the 60 million that we already set aside so that's that's an outstanding bogey there um in addition some of the ideas that we've heard you talk about recently uh Transportation uh and we're going to talk a little bit more about Transportation later in our Capital infrastructure master plan uh discussion but that's 20 million uh the military differential pay was about $100,000 you've all talked about eliminating the treat no transport fee um which which we projected in our system at at $450,000 and then last but not least uh Equity initiatives um somewhere about a million and a half in the general fund 2 million in in in all funds for Equity payments and and sort of hrpay related topics some thoughts about ongoing funds well we're going to come back to you in the spring uh once we know a little bit more about our ongoing uh revenue and such uh we're going to come back with you we've we've if we have these additional ongoing funds some things that we're thinking about uh balancing the 2022 shortfall our projection in 2022 was uh still $3.4 million off so we'll have to figure that out uh the effect of the Equal Pay Act and the equity compensation I talked about before uh is an ongoing thing uh if we want to fund any items that were previously cut we had about $6.1 million of of items that were cut ongoing items that were cut out of our budget that that we uh could put back um the risk cost that we that I've already talked about which $700,000 and the Erp cost that that you've just had a great discussion about are all things that we would be looking at when we come back to you in the spring so my question for you uh you've already talked about the Erp do you have any other thoughts about the use of the one-time funds that we've talked about mayor Hils thank you I I think you said something um I just we we heard a study session I don't know a couple of weeks ago that a lot of the increase in that risk fund is from increaseed litigation cost sing from the police department is that that 700 that you're talking about part of that uh and Di if you you might know this better but I think those are actually the pay increase so so our actual pay for the insurance actually increased not only not only our payouts that's a that's a different thing but I think our right but the premiums the premiums went up and we had to approve that and it was directly related to um police litigation cost I guess I'm just I'm I would rather see the police department find a way to offset their costs than take it from the general fund that penalizes the rest of the city um personally just throwing that out there as just a comment and and hopefully you know that's a conversation that we can also have at some point but with everything going on I just don't think it's appropriate for us to not have other services for our city because we have to offset their class dly noted and and then Greg I'll just add this is I'll just add Not only was it experience of the uh police liability claims but also Senate Bill 27 which had an impact across other municipalities in Colorado those two right and there's and there's probably a way to get an average of What cities on average paid as part of s217 and then what share Aurora had that's additional based on our current situation so I think that additional cost that's based on Aurora's current situation should should be offset as far as the sb217 impact that's Statewide so I kind of see that as SE but the share of that increase that's Aurora specific um you know averaged out I think is something that the general fund shouldn't be picking up this is my coffin I'm concerned about this uh the the Picadilly uh interchange and uh and then we got a bill granted $25 million coming in on that but our match is greater much greater than that and so uh when do we start to have to come up with that money Nancy would you like to take that this is Cindy Greg oh Cindy okay yeah um a portion a portion of it will be started in 2021 this year um most of that is already covered with what we have set aside of the 15 million and then it'll be between 2022 and 2025 for the remaining funds however um we did just get approval from fhwa to actually move the grant we'll be meeting with each of the council members to update you on um what the next steps are but the funding will start um in 2022 again and then through 20125 but we will spend the build Grant dollars first at 80% and our local funds will be at 20% over those years and that's about $21 million from the state shair estim I mean from the local share and then we got a share that well all together it's about $41 million right correct correct that's a big chunk of change yeah the project is estimated at 66 million right now okay mayor just gonna add what Cindy said we have meetings starting uh Monday with the transportation committee to go over the details of why the increase essentially the project increased from 56 to 66 will explain how that happened it's a lot about right away and just overall construction costs and then we're going to talk about the timing too that relates to your question and we had always envisioned the developers would pay the portion that we paid meaning the city matched it started at about 16 million for us and about 16 million for the developers it now needs to go up to around 21 million for the city in M for the developers we have not started those conversations with the developers until we meet with Council and walk through this whole project and okay I mean just Council that that is a time sensitive issue that if we don't move forward on this we lose the $25 million in federal funds right May uh mayor P Bergen so I just trying to I mean I know it's going to come to Transportation but so we're saying we still we still need to come up with I don't remember the amount but between 2021 and 2025 so are each year we're wanting to put x amount aside so that we don't end up in near 2024 with a huge hit or 2025 is that right there are draw Downs that that need to be paid once we sign the construction cost at set contracts we're going to be meeting with each of council so we're starting with a transportation committee early next week but then we're trying to set up individual meetings with each council member to walk through this um because there pay on timing issues but if we don't set aside we're trying to decide today whether to set aside some monies right for that oh well we've already set aside 16 million in the capital plan for this projects there's potential that we'll need another 5 million but that that's based on having the developers agree to put in 20 million yeah we're a little we're we're very concerned so to speak that the development Community is going to be able to put in that however we do need to have those meetings and start to work through that with the development Community yeah I guess I just wanted to Echo what the mayor said is that we don't obviously don't want to lose the grant we also have potentially some breathing room um feds have said that it can be extended potentially a year and we're working through that issue right now okay I feel like it's almost a little premature uh without Council having been brief first on where we are in terms of I know I think individual members are going to be briefed and I think there's going to be a a briefing before the transportation committee but but I think that um without knowing the the the full requirement of uh this Picadilly interchange is a little hard to prioritize right now further discussion just another point oh sorry if you wanted to finish up your thought yeah I was just gonna say with the not knowing where we are on on the what is it called the es the the softw upgrade I forgot the name of it the Erp and then the padelli and so forth should we not make decisions on one-time funds until the spring supplemental because I think that's a safer way to do it like we we need we know we need to put money in reserves yeah mayor proam we're not asking for a decision on I70 Picadilly today or or even setting aside any funds specifically we as the mayor said it's it's premature to have that discussion today but we did want to just bring it to your attention helpful thank you uh further discussion mayor council member miio council member morio uh thank you um just wanted to chime in um onetime funds I think um I mean I I like the direction that we're going I'm excited to see um what a new Erp system could do um in terms of reducing duplicated efforts um and just creating more control high level control and understanding of the health of our organization um as it relates to ongoing funds um similarly I'm I'm definitely open to the direction of the um the the the slide where we talking about the specific items to to discuss in back in the spring or in the spring uh the one thing I would add is um and I know we're doing a lot now to support um you know development and you know maintaining our small businesses but I think just I guess more of like a pointed thought around how to make sure that we're supporting folks out of this really tough time not just you know like can we be a little more um I guess creative you know as as things progress as needs develop I know we're doing a lot already but I'd be remiss if I wouldn't if I didn't add that in because I know it's just really important um and I know we're probably all individually having conversations with businesses in our area and just like one-time funds and you know these little stop Gap measures are great but um I think there are probably corridors um in the city that probably were struggling a little bit before Co so just you know how do we continue to support them um out of this hardship okay further further discussion mayor counc uh council member kums thank you um so I have a couple questions Greg I think the first is if we wait on the conversation about uh the furlows um is that going to impact our ability to reduce the number of Furlow days for staff if we wait until the spring supplemental and the same thing with the treat note transport fee do we have some time and some wiggle room to wait to discuss that absolutely you do uh we've already had one of our Furlow days and what we just what we talked about is if we're going to reduce Furlow days we'll reduce them at the end of the year uh because people tend to make plans around around a a day off uh unfunded or or or not so so we definitely have some time for that uh and same thing with the treat no transport fee I mean and that was a projection and if we if we end up doing it for half a year then we'll take half the money you know we can we can phase that in absolutely um great well um sorry go ahead um and then I just had one other which is more around ideas because that's part of the question of council which is looking at how we might be able to use some of these funds along with our other um C Community Development block grant and other funds toward purchase of land um and land banking to address our housing needs um Greg uh on those fur days I would rather I so if people have plans they can always take a day of leave uh but I otherwise it's a bonus and let me tell you there's a there's a lot of work that needs to be done in the city and so I would rather just go ahead up front and in the Furlow days um and and have people either come to work or take a day of leave if they've got PL if they've already made plans uh rather than give it at the end of the year as a is it what would in effect be a bonus mayor mayor PM Johnson I we we're a city manager form of government this is something that I trust our city management and staff to make those decisions since they're the ones who are overseeing staff and their responsibilities I think we are really creeping I mean we can talk bigger issues of budget and Furlow but I feel it's very inappropriate for us as C to to creep into saying how that's going to be man well they just spotted the issue before us so we talking about big issues you and I just you and I just differ on this uh further discussion D Gruber uh council member grber my feeling is that you know we have been going through a time of cuts I understand that um frankly what I would rather do is that the way you make a cut that I would prefer is that you elate positions but we have a moral obligation I believe with our employees where we said when we hired them that we would give this much pay and and expect this much work uh uh telling our employees that we're going to take that pay away from them for fur in Furlow days I understand it was an emergency I understand we did that but I believe Our obligation is to um get pay the employees and make the employees work the amount of hours that that they agreed to and pay them the amount that we agreed to so I would I would prefer to um provide the or remove the Furlow days and and let the employees work the days that they expected to be paid mayor Mar I actually want to Echo council member gruber's comments on Furlow days and I also really want to push for the elimination of the treat no transport fees that was something that we heard a lot from our constituents about uh when that made the news and I also want to push for as council member Kum said the funding of Housing Solutions for our residents as well thank you further discussion noted uh uh seeing none I think uh uh no Direction was requested uh I think this time uh we'll deal with these issues in the spring although certainly there'll be ongoing discussions about the Furlow days and and how City management will will deal with that issue great yes right um uh strategic plan see what thank you Mr Mayor um council members uh it's a pleasure to be able to present to you this draft framework uh if I could ask for permission to share I'd like to get the presentation up please thank you very much just to give you a bit of a brief overview as to what this process will look like um uh very first thing as we're presenting this draft framework to you today uh based on your comments uh will'll make any appropriate adjustments uh we will use the this uh overall plan as a basis for departments to develop their individual plans uh we will also use it to develop key performance indicators and I'll talk about a lot of these components in more detail as we get further into the presentation uh we will implement the management platform to help us uh to facilitate the implementation and management of the plan uh this will connect to our priority based budgeting initiative uh we'll begin cycle reviews as soon as the plan are implemented uh and then we'll revise the plans as appropriate so just a little bit of where the responsibilities lie on the components the vision is typically owned by city council and we'll talk more about that and we get to the vision statement uh the mission statement itself is city-led uh in terms of its development but Council approved uh the values also are developed by staff but Council approved and the outcome areas are owned by the the council uh but implemented by City staff so how we got here this uh initiative came out of uh a set of conversations led by city manager twamley and the management staff uh to develop a plan as a guiding document for decision making and resource allocation back in late 2019 uh we went through an RFP were competitively bid we uh contracted with a facilitator novat consultant to help us with this plan um we relied upon them for helping us develop it using the Aurora places uh comprehensive plan as a foundational document we included in the initial stages input from city council from the city Management Department directors and also from City staff we did a significant amount of public Outreach we had intended originally to focus on the out reach that was done with the comprehensive plan but because the comprehensive plan and the Strategic plan are essentially two different documents uh we went out and did some more public Outreach Co threw a monkey wrench into that initially uh we had planned some in-person meetings uh but our consultant had some success with doing some things virtually and so we held a number of virtual Summits uh one with representatives from Aurora Community organizations another one with Aurora residents uh we also uh met with the immigration and Refugee commission uh and lastly we posted surveys on our website and promoted those through Communications uh for both our um English and Spanish speaking residents we'll start with the vision statement now the vision statement describes in overarching terms how we'll achieve the dis oh excuse me I'm on the wrong slide uh pardon me I'll back up a little bit um the vision statement uh Council owns a vision statement and it articulates the desired future state of the city it's what we want Aurora to become as a result of our efforts underneath this strategic plan it's meant to be aspirational it doesn't reflect the current state but it's worded to uh have a future perspective uh we believe this current state as you see on the screen uh embodies the spirit of the Aurora places Community Vision in a memorable format what we are looking for from Council as we move through this are comments about anything that is either glaringly missing uh unclear uh or something that you believe we need to adjust we're hoping to avoid a group word smithing activity uh so we're looking for substantive input to uh the various items so so at this point uh open for comments on the vision statement comments first of all I think it looks great oh um who um is a mayor for Tim yes um I don't really like the vision statement well I mean inspired future what does that mean um I like vibrant economy I think we need to be looking at what you know the city needs to be um about opportunity and creating jobs and the I mean I like safest but we're really not the safest and I don't know how we could even say we would be the safest I think it public safety is a priority but I I don't know how we can say that in our vision will be the safest a lot of that will come from how we uh def uh our kpis our key performance indicators these are the measures of success uh so those will help us Define terms such as safest and livable um those will also as you see will get into strategic priorities around our various outcome areas we have eight outcome areas that we'll go through in just a little bit that if we are successful in these outcome areas we believe this will help us to become what this vision statement is showing as far as what an inspired future looks like uh that's essentially the work that we do as we become creative and ideas build upon ideas that's the sense of inspiring change for the future uh to really become a worldclass city so how where did this come from because I thought we had a vision statement in the past that Council drafted but maybe I'm wrong there was a vision statement in the Aurora comprehensive plan it's very long uh what this one does is reduces a lot of that down into something that's a bit more memorable and a little easier to articulate uh uh but also we think embodies the spirit of the comprehensive plan I like it further discussion c m I just want say that I like the inspired future for the reasons that Wayne started around um you know being able to be creative and bold um and try new things um so I like it mayor counc M Johnson um I also like it again the vision is where we want to be um so having this having it mesh up with our our comprehensive plan I agree with council member kum's um based on the description of inspired future I also am interpreting it that the future is going to be inspired by maybe what the community wants um for the future to look like as well so I'm you know that that might be you know people are looking at that in different ways but um based on what Wayne had said um you know of ining that I I like it I think it encompasses a lot of what we we are right now but strive to be better further discussion mayor council member Mario thank you um I mean to observe the the request to not Wordsmith this because I I mean I kind of that's where my mind first went but I mean high level I don't think there's anything objectively wrong with wanting to Aspire to some of these things I think for me it's going to be very critical about how we measure that um I'm thinking social determinance of Health some of the the things that help us achieve and get to equity because all of these things are great but I've seen and experienced the the the other side of really great things right um and it's the same people who lose out who have historically um lost out on on what a vibrant economy looks like what an inspired future look like looks like what a safe Community looks like and that that has implications for um our low income communities our lack of Brown communities um our immigrant communities so this is all these are all great but um kind of are going to fall short if you know we just use the same narrative around what safety means right um as we and if we haven't learned lessons about um you know what what the Elijah mlan has taught us what our task force have taught us housing policing Etc um you know what are are what does a fibrant economy look like um when we have development pressures that are literally pushing development towards a specific income and racial and ethnic demographic that's what gentrification is so um you know I sounds great um I'd love for and our outcomes to be um and I'm going to be very critical about what that looks like um if we're not actively having measures around equity and access um uh built into you know defining some of these terms uh those are excellent points uh and I I think uh you know when you're looking at a vision statement you really are looking at a grand dream uh and the devil's always in the details and as we get into the various outcome statements and start to drill down into the Strategic priorities I think we'll be able to address some of your concerns council member miio uh and I think you'll see that as we move further into the document further discussion I saying none please proceed thank you uh the mission statement then gets into the overarching terms about how we're going to achieve the desired Vision uh the one you're going to see on the next slide was developed uh through the pace committee which is a group of employees that uh meet on a regular basis to talk about activities within the city uh and to connect with the community and also by a group known as the Aurora Champions um the sentence break that I put into this presentation tries to show you the individual pieces uh so that uh you can get a better idea of what we're trying to communicate here um I'll leave that uh now for comments comments um I just have a question comes um and this is again more of a drilled down uh point that we'll probably be looking at later but whether we consider public resources to include housing um business assistance things like that where there are the kinds of inequities that uh council member mudio had mentioned yes um again vision mission statements very high level high altitude as we drill into the outcomes and I think you'll see in the Strategic priorities and then eventually as we determine the Tactical implementation steps uh we will get into the details of exactly what youve just requested further discussion uh seeing none um I just have one mayor yeah no I mean okay so uh blah blah blah to public resources is there anything in here maybe it comes later as to well you do have efficient Innovative and efficient services but I mean as a city we are responsible to our constituents for providing Quality Water for providing uh good Transportation good roads um maintaining the roads we're supposed to also have obviously Public Safety so just in terms of the critical services that we provide to to our constituents um is that something addressed in the measurements for forther down uh those will you'll see as we get into the Strategic priorities under the specific outcomes um yeah we went from the uh the broad and we'll move to the detail perhaps it might have been better if we moved from the detail to the broad uh but here we are so yes we'll get to those discussion see none please proceed okay the values are the guiding principles and the fundamental beliefs that help staff function to together as a team and help us work toward our common Vision now what you see here these are what we call the core four values these have been in place since 2012 this isn't this is not an exhaustive list of possibilities uh nor are they necessarily what we might conclude Our Community Values these values are unique to our city government staff and their experiences here in uh they are by Design simple to understand and remember as I mentioned staff of been working under these since 2012 uh they are currently a foundation of our work culture and a necessity for any good organization to be successful so any comments on the values uh before we move on comments seeing none then please move on okay now we start to get a little bit into the deeper details the following eight outcomes represent those areas in which we believe we need to be successful as a city in order to achieve the estated vision each outcome is accompanied by a descriptive statement and Then followed by a set of recommended strategic priorities the Strategic priorities are broadhouse for achieving the outcomes they range in number from one to five per outcome staff will develop tactics and those will become the detailed house for implementing the specific strategies these will be part of the departmental Strate strategic plans that will be developed once we have uh the input on the overall framework now we understand there are many ways to articulate the desired outcome uh and so again we hope that you'll look at substance over form uh and uh we'll start now with the very first one which is thriving this is the statement that we have for the outcome of thriving and following this we'll we'll take a look at the Strategic priorities so if you have any comments on this happy to hear them any comments please proceed okay the Strategic priorities I'm not going to read these out to you uh but you can see here this first one deals with uh dealing with smart Partnerships with business nonprofits and the arch organizations in the city uh and this is to get those uh connections and Investments moving forward comments U please proceed second one uh has to do with developing an economic development plan uh to look at multiple types of employers and a diverse employment base I have a comment um Council this one um so as I was looking through the backup I noticed that overall within driving um particularly here on economic development that there's nothing about quality wages and quality of life for employees um and so that's of concern to me and then in the subsequent priorities also that there wasn't anything about housing and this seems to be a place where housing would belong yep mayor councilor Maro I also want to add that this seems to be very focused on bringing folks here as about as opposed to like growing our own talent and opportunity right here at home as well so just want to see if we can incorporate that in here as well further comments I see none please proceed oh uh council member grber so Wayne I guess where I'm coming from on this is that there's a number of things we identified in the Aurora places plan uh and a number of Concepts and I'm not certain whether this would be the best place to put it but um there are some things that I think uh we need to consider you know I look at a strategic plan you know the success of a strategic plan is 20 years from now you look back and say okay all those things we said we wanted to do have we done them and are we where we wanted so some of the things that are happening right now that uh directly impact the future of Aurora that I think need to be specifically stated again either here or maybe later in the plan are the concepts of uh uh expanding Aerospace within the uh within the Aurora Community so that when someone in Chicago or Indianapolis says have you heard of Aurora Colorado said yeah they've got a great Aerospace uh uh sector there I mean we just saw Buck the Air Force Base come out and said that they had a $1.3 billion impact in into our community and it would be good for us I believe to have in our plan that we want to continue to expand that 1.3 billion is a good base to to begin going much further than that another area that uh Aurora is unique is in our bioscience Center um mayor leer and I went to Japan last year or two years ago now with the uh um Aurora sister cities and visited the bioscience centers in Osaka uh jotto and other areas and we were with the University of Colorado staff and what we were doing is compare and contrast what they've done and and what we've heard in Europe uh to what is being done uh at the ANS campus and the future of ANS campus and and anoes is is not quite a microcosm but it's beginning to be similar to what's happened in Kyoto and some of these others and those are generating you know hundreds of millions billions of dollars in those cities so expanding the bioscience Center and and making Aurora you know known as something similar to Silicon Valley in in um in the IT world uh is is strategic goal or something that we should identify as as the future of Aurora and something we want the the the entire country to know us for the last thing is uh there's been a lot of work and a lot of discussion and it's coming to uh ped soon is a concept of an inland Port uh Kansas City has it San Antonio has it there there's a number of them throughout the country and the idea there is to create a logistics Center based on um what you have in your community and expanding that Logistics Center because once you have a heavy Logistics Center not only do you have a huge number of additional jobs good paying jobs but Logistics is the Baseline of what you need in order to begin a manufacturing sector which the metro area is very poor in right now so having Aurora become and I wouldn't use the word inland Port yet because that hadn't been approved by anybody but the idea that um that that Adams County has just approved a rail Spur off the Union Pacific Rail line just east of the Colorado Aon Spaceport the fact that we have a Colorado Aon Spaceport the fact that the aerotropolis is putting New Roads high-speed roads uh to connect I70 to Jackson Gap uh on on the east side of the airport um the fact that uh um you know we we already have agreements and we have a large logistic sector uh both in the Portos and the J green and and I can list through you know number of the developers but if we became an inland Port if we became a center of Commerce for Trucking uh rail air and yes space but we're talking a strategic plan so maybe you know 20 to 50 years from now that that could be something but we do have one of the few space boards so that would be an aspirational goal or something in thriving so and again so what I'm thinking about is you know a personing in in Indianapolis talking about Aurora Colorado oh yeah you know I know they have an inland Port similar to Kansas City similar San Antonio I've heard a lot about that I know that they're very successful with it I know they have a bioscience Center I've heard that they've got one of the best in the nation uh that that we that that um and and we're you know if I'm in the bioscience World maybe I want to go to Aurora and start my company or you know go to the University of Colorado work at the hospital and and start my company and and keep my company there and then the same again in the Aerospace industry uh with the work that's going on uh not just on uh Buckle itself but the surrounding companies the raum the north you know rum Ron is hiring like crazy North R is hiring many of the aerospace companies are hiring right now and and you know this is something that we want Aurora to be known for that we have these good jobs so those three things as a minimum I would like to see in a strategic plan Aurora is going to become uh and again Inland Port might not be the right word but Aurora's a world-class Inland Port Aurora is a worldclass bioscience Science Center Aurora is world class Aerospace infrastructure you know those type things that that 20 years from now we can say okay did we do that are we successful do we have those things I think that should be in the plan so noted uh and your reference earlier to the uh comprehensive plan there will be some areas of overlap between these two uh and the steps that are outlined in the comprehensive plan a lot of those tactical steps may be included into the Strategic plan but I have noted uh your other uh suggestion and those from the other council members on this one as well thank you further discussion um mayor uh council member thank you um just to tag on that thing um and and to um I guess bring that that last part of the conversation full circle um and and to allude to my earlier comments is the the socioeconomic problems that plague Grand ideas right when we put in um you know a medical center in an impoverished Community what you know you see the wealth Gap kind of increase you know how do we start having metrics around helping manage some of that inequities that's that's kind of the the I guess the Nuance I'm looking for um in that we are not forsaking this like Grand Vision um and forsaking the process to get there and Expediting the process by by um continually um ignoring people who have traditionally been ignored in that conversation so again low wage earners there are racial and ethnic connections um around that as well ability to build wealth those kinds of things so that we're not ignoring we can achieve that Vision but we're not fast-tracking it because it sounds good but because we are actually I think somebody else said this earlier growing our own and we are reducing that wealth Gap um that we that we see when you know large opportunity presents itself there will be people who um are going to want to um exploit a system to their to their benefit and you know where where legally possible that happens but it is I think our charge to monitor that that Gap and making sure that folks are equitably accessing and growing um you know their ability to earn income build wealth have a good education Etc yes mayor mayor ptim uh mayor P thank you um Wayne will there in oh well you've got number three let's see you didn't finish did you we just jumped ahead of you well I'll just put three four and five up there so you can see them okay um yeah maybe it's kind of embedded in this but I I think obviously we are so dependent upon uh sales tax and yet I don't see like retail strategy as a focal point and I I think that has to be in there like how do we deal with the changing environment especially with this pandemic and in the future and and how retail will look since we're so dependent upon it okay I've noted that as well further discussion yeah and I would just like to interject something and and just a reminder that these strategic priorities under thriving that we're talking about about again are Broad and will be underlaying with tactics like Wayne said so the this the sorts of things that you're talking about you know are more specific in nature um and and like like R has said he's noting these things but they will appear in how do we achieve these strategic priorities so for example on economic development and and the retail aspect and uh uh you know the importance of sales tax you know number two up there was develop an economic development plan and we would expect under develop an economic development plan we talk about the the biomedical campus the Aerospace uh the logistics you know those sorts of things will be part of an economic development plan again these are strategic priorities that are broad kind of broadly based and we will work together with you on spelling out you know what the tactics are under each of these items but Jim if I may retail a retail strategy it need that is a big priority like then under that you have your tactics but we're I mean it's 55% of our our income comes from retail sales and if we don't have an actual plan at the broad level that that has to be kind of you know you've got your Economic Development that's jobs that's primary jobs and it does say small business but it doesn't I think you almost have to address retail in in the in the big picture and and then drill down okay I I would say that you your economic you can Define retail as a part of your economic development plan it's but we should we should move on further discussion uh seeing none please proceed okay the next outcome is safe and you have the statement there in front of you uh there are uh three strategic priorities that we'll go over on the next slide any comments I don't understand here is it makes it look like it's I mean it's it's it's our responsibility as a government to uh to promote safety I think citizens can help I I don't know it looks a little s it looks a little ambiguous okay well let let's let's show you the Strategic priorities and see if these help mayor um Council law um Wayne um so I I understand we were drilling down on the Strategic plan I guess for me because we I think that there should be something inacted in here uh regarding diversity because we are kind of in a diverse community so how people do view public trust is going to be different in the thinking process so I I don't see any anything in here that talks about the diversity of the community kind of the importance of that when we're talking about Public Safety we're talking about trust with the community their government I I just think that there should be something implemented in here that really kind of brings that to home so okay uh the you see the first initiative does talk about trying to gain the Public's trust there was a sense by staff that we didn't want to take for granted that we had ever had the public trust so we didn't use the word regain uh so this is built directly toward gaining that public trust and then we also do have some other outcomes around being a diverse Community I think one of the keys that's uh coming out to me from this conversation is we're going to have to show how those various outcomes connect to each other and how the tactics under those will overlap as we go forward so I hope that will address some of your concerns council member Lawson okay and I wasn't talking about regain I misspoke I just okay and I I'll have to go down but to me in this particular one as well I mean I just think that there should be something mentioned in there because we are a community that is very diverse public trust is looked at differently in Aurora from different people different people nationalities culture so I think that that if that's what we're promoting diversity and we're a safe I just think it should be somewhat implemented in this particular safe strategic priority so that's just my opinion okay thank you further discussion mayor mayor um council member McConnell thank you sir I also just wanted to add um that a lot of what council member muo mentioned when we were talking about thriving also applies to Public Safety and I think that we need to start making that connection between building Equitable you know economic uh opportunity uh and really working to address these longstanding inequities in our community a lot of them based on race and uh you know exacerbated by class that will also tie directly into safety and I just don't want that to be lost on us uh mayor pram uh yeah what I think is missing is um red reducing crime I mean right now all I hear from from my constituents are is how much crime has increased and that they're a afraid and that they feel like we're not doing enough to prevent crime so I know it says protecting and serving but I think I mean obviously Public Safety I mean we need to address reduction of crime noted further discussion mayor uh councils so I just want to really Echo and highlight what was said by both council member Lawson and council member Marano um diversity and serving our diverse communities and getting that trust is really crucial and is a big part of the concerns that we have around safety in our community and also that um you know economic stability housing security are important pieces of um of safety and equity in those things so reducing those inequalities that make some folks feel safe feel unsafe even when other members of our community may feel safe I think we can do that further discussion saying n please proceed um there's the last one and this has more to do with the environment in general uh making sure that we maintain a safe environment for the city our next outcome is planned and maintained this is the statement that we have crafted any comments okay there are four strategic priorities under planned and maintain and I'll put all four of them up at once oh this mik cin maybe this is too much detail but uh to promote walkable communities uh further discussion um I would just add to that mayor CC councils um multimodal in general so not just walkable but also mass transit um and just modes of Transport other than driving further discussion mayor uh mayor pretend bargain just number four I don't I don't think that fits in here it's all about infrastructure and Technology oh I see okay I don't think it's necessary okay uh council member law um I think in four because I think there was an initial thought process that we would have like a community engagement kind of project that would be or or something a platform where the community could actually engage and participate in our development projects and I don't see I think that's very important and key and it should be something if we're not thinking about it now it should be something that we should be thinking about in the future so I think that that should be maybe added to four or maybe maybe additional one to be thinking about CC M thank you sir I also wanted to add on item three accessible uh as a you know someone who has uh who is married to someone with a disability and who has a lot of people with disabilities in their life our infrastructure is not always accessible I just want to make sure we're not leaving that out and I also wanted to Echo what council member Lawson said I think that's what we're trying to do with the engage Aurora uh portal that we just did up but I think the more we can do in that direction the better so agree with that uh May John May Tim ber well then can number four I guess I just don't think it's worded correctly but I understand what council member Lawson is saying in terms of engaging the community on I guess on Capital infrastructure is that I mean it's specific this is specific to Capital infrastructure so are is that what you're yeah okay yeah because I think we there was an idea that came to one of our sessions our workshops where Jim kind of presented where that was something where we wanted to go where the community would have an engagement process you know some engagement in our Capital Improvement projects and I think that that's important so thank you further discuss okay please okay I'm sorry further discussion mayor uh Council M Mario uh thank you um I was just gonna add um when it comes to Capital infrastructure um I know it's a master plan but I mean I I and so you're planning for older newer you know kind of different timelines but like pointedly highlighting you know kind of the Aging infrastructure when you think about like the growth of a community the the urban core and kind of this you know Suburban kind of out outg growth um that that looks different um and there was different development philosophies at the time you know you know how does that and that I think that relates to um some of the other goals around like walkable communities you know so in order to bring it's not just like aging infrastructure it's you know different philosophies um around development and literally how things are built um and the um you know trying to infuse newer Concepts around for example like Redevelopment of older communities and widening sidewalks because now we have Ada um different ADA requirements and we we plan differently around you know living and working in the same Community that's I think very different than what older infrastructure like Ward one was originally developed developed as so you know how do we equitably address that that that that type of infrastructure and older I guess development philosophies and then um when it comes to Capital or or just like plan and maintaining planning and maintaining infrastructure um I don't see any like Environmental um goals I'm not sure it fits here but you know I'd be remiss if you know didn't mention like you know how where's that consideration around like environmental sustainability um uh you know does it belong here and or in in other um strategic priorities as well yeah I think we do have some connections in terms of the sustainability in other outcome areas uh but we will need to show those connections as we move forward further discussion um council member Hils council member Hils thank you I just um I wanted to ask just because I know we're way behind on time if we could get through the presentation um and then ask questions because a lot of the questions that have come up so far are in either future slides um and I keep hearing I keep hearing you know that their response oh well this is in in this section so I don't know mayor that's really your call I just I know we're iation first is there any objection uh to moving forward through the whole presentation before taking further questions I seeing none then please proceed to move through the whole presentation all right the next one has to do with becoming uh a a diverse outcome and for this one uh we have three strategic priorities all of this material by the way that you're seeing here is in the the packet information these are the three strategic priorities that are currently outlined for this particular item Wellness is our next outcome there are only two strategic broad priorities for this one engaged is the next one and for engaged there is there are there is only one strategic priority Equitable is the next outcome uh there are three strategic priorities that have to do with the Equitable outcome our final outcome is becoming a resilient Community there are two slides of strategic priorities related to this the first set pardon me second set now the next steps uh once we have gone through and addressed your questions uh first of all we wanted to get your input today we'll make adjustments and then of course this material will come back to you moving on for there we will begin to train the departments on the template that was developed with the consultant for the Tactical plans uh those people will complete those we'll do a an alignment check to make sure that the Tactical plans align with the overall strategies they're intended to support we'll then combine both the Tactical plans and the the Strategic framework into one plan uh bring that for approval and then begin to implement it and also connect it to Priority based budgeting part of the development of key performance indicators ideally you want to have indicators that build upon each other uh you want them also to align from the uh staff level of the organization to the vision level uh every staff member uh ideally would have a work plan that they could look at their tasks and see specifically how that addresses either a particular tactic strategy outcome or the vision in general uh this is making sure that we align those measures across the city I did mention a Performance Management platform uh we've received four responses to an RFP for a Performance Management platform uh this will provide us a number of benefits uh first of all it'll provide the opportunity to develop two types of dashboards One dashboard will be an internal dashboard that we will use to manage our various tactics and progress against our key performance indicators the external dashboard becomes a transparency and accountability tool where we will be able to show the community the progress we are making toward our various strategic initiatives uh currently these platforms are in use in a number of community ities Fort Collins Kansas City Scottdale Arizona are some excellent examples of where platforms like this are being used uh across the country they're very effective um it's mentioned earlier with the uh Enterprise risk management or Resource Management platform one of the challenges is getting the data into these uh currently it has a business intelligence project that they're going to be looking on that'll support data accumulation manipulation and trans er uh because we want to make these dashboards easy to populate so that we can make rapid and excellent decisions moving forward lastly involved in this is a plan review cycle uh we're proposing uh several different phases of this first of all a regular quarterly review where we look at the progress against our kpis and our tactics annually we'll hold a review to look back at the year as a whole similar to the quarterly review but we will also include an environmental scan this will be looking back over the year to see what has transpired that could affect our strategies or our outcomes or even our overall vision statement and then looking forward to see what items are on the horizon that we need to prepare for and do any of those items require us to adjust our tactics or our strategies lastly there's a wholesale review that occurs at some point in time uh yet to be determined uh typically the timing on those reviews is impacted by the degree of change within an industry uh for instance if we were a technology company change happens rapidly so we would doing the we'd be doing these wholesale reviews of our strategic plans on a more frequent basis uh local government doesn't change that rapidly so it may be longer say three five even eight years before we'd come back and do a wholesale review when we do our annual reviews this will help us to make that determination as to when we need to do a wholesale review one more time and that is the end of the presentation mayor uh discussion uh Council Johnson thank you mayor um thank you to staff I'm really excited about this especially last year given our discussion on priority based budgeting um this this works really well I know that um we were just going through the priorities but since we've had some discussion from Council on um achieving those priorities I wanted just to take an opportunity to share what I've been working on that covers multiple strategic priorities under engagement Wellness resilience um in the Strategic plan backup it's Pages 34 35 and 37 for for the last couple of months I've been working with staff on um climate action issues um working with um our oil and gas division and how we can interface efforts with that there are three specific areas um one is Aurora providing in an environment that allows our community members to live an active lifestyle Open Spaces clean water um physical mental well-being Etc another one is develop a comp prehensive environmental stewardship plan for the protection and sustainability of our natural resources and open spaces and then finally a strategic priority of Aurora staff and elected officials reach out listen to Foster active participation by Aurora's diverse communities and developing better Solutions and make better decisions related to community issues so I will be um bringing forward addressing these priorities with a climate action committee that will have a three-pronged approach of that Community engagement on sustainability and climate action as well as the state and federal regulations and requirements that have come from the governor's office as well as the federal um government and how the city will comply and then finally the incentives and programs available to our residents and having Communications help get out with that program but of course all of that inner interfaced with our our staff our oil and gas division um and having this this new committee address those issues so since we had a few council members talk about some of those issues before that I wanted to to bring this up and in more more detail to come with an ordinance thank you further discussions here uh Council momes so just on a couple of points um from the overall priorities under Wellness I think that's an important area to talk about social determinants of health and includes that in the discussion under engaged again referring back to council member marcano's point about accessibility um that's an important component of our engagement and then I was wondering with respect to the resiliency component if there has been any discussion and I know this is a little drilled down um on working with NLC and the resilient cities Network on grants and programs that they have available in that area mayor um I'm sorry mayor PM yes um is since we're just a city and not a county do we in our strategic plan does it mention Partnerships with County and state governments because a lot you know we're kind of overlapping a lot of this and it seems you know we we're dependent upon sales tax and we do seem to be taking on more and more of things that possibly are the responsibility of the county I understand we have to work together and some of those things do overlap but just concerned that we're not accessing our resources through the prop channels of of the county like we don't really seem to communicate with them responsible by staff for further discussion actually I that was a question okay staff for staff yeah is there anything in the Strategic plan about Partnerships with the counties well we don't have anything specifically about Partnerships with the County I think that some of these some of these issues that we're addressing would require us to build Partnerships with the county under thriving we do talk about smart Partnerships with businesses nonprofits Arts organizations and community members um to facilitate connections and investment in the city um our counties are certainly part of our you know our community members I would like it spelled out more than just community members that doesn't that doesn't talk about government in entities specifically further discussion mayor um um I'm sorry is it council member Council Mario H thank you um yeah just going back to um and I would assume that if we wanted to you know write down some of these things um since we didn't go through all of them kind of Slide by slide for the sake of an efficient meeting um that we can do do still you know submit um responses and and edits uh but just one thing on the Equitable um outcomes and strategic priorities I guess um I like that it's you know that we have one first of all um and then the the thing that I would add there in in the Strategic par and just like the the definition relates to you know how do we overcome I guess historical inequities because we can start now to make better more Equitable decisions but that's still you know people are still starting at different points and so you know we talk about like wealth gaps um and and access and opportunity you know it might still uh we might be better making better decisions now but in order to I guess catch people up um that have been historically disenfranchised like how do we incorporate kind of that type of train of thought you know and especially as it relates to housing redlining you know some things that governments were specifically responsible for and and taken part of and some that you know maybe not necessarily that just were um the I guess prevailing dominant Narrative of the time but um yeah so I guess that would be the only thing is like how do we make good decisions moving forward Equitable and then how do we address the inequities from uh that have built up over the past that impact people's quality of life now further discussion mayor bersin council B thank you um I I want to thank uh Mr Summers and his group and I I really enjoyed talking to you when we had our meeting um I think I was brutally Frank with you um one of my questions is what did you do with our past strategic plans um and I know Aurora's changed things have changed we're growing like crazy but I have spent hours and hours and hours uh during workshops uh talking about um how Aurora is growing and how we need to meet the needs of the city so we can grow smart um so I was curious what happened with all those other other strategic plans ad mission statements and all like that that that we have we have had in the past and from what I'm seeing most of it has just gone by the wayside and I'm sorry I'm not mean meaning to be critical of you I mean it's just a question staff response Wayne are you are you still there well council member I I wasn't aware that we had any previous strategic plans oh boy yes we've had plenty of workshops with exercises well but this that that's different from having a strategic plan that the council approves and and what we're talking about here but we proved it we would spend a one whole workshop and we would even hire people to come in and lead us through um so I I was just curious if Mr Summers and his group didn't get their hands on it I I wonder why I wonder why you didn't know well yeah I mean I've asked staff about strategic plans and and if they guiding decision Mak I haven't I'm not aware of any I I know others that are on here that have been around certainly longer than me Nancy or Jason uh yeah Jim I would I would say I think to um council's Point we've been through workshops where we've done uh visions and mission statements and I think those have been referenced um but to your point Jim they've never progressed beyond that we've had the uh the the vision statements the mission statements and then we've never progressed to a strategic plan uh with the linkages that Wayne went over um you know so so you you then can Cascade from the vision the mission to strategic outcomes to Tactical implementation plans to tying to Performance measures we've we've never uh progressed anything that detailed we we've kind of stopped at that uh vision and mission statements I I have to disagree I was in some of those workshops now maybe not exactly at the whole strategic plan but we we've had workshops where we talked about strategy and where we want what are our our priorities where do we want to be in five years in 10 years we've had those discussions on whiteboards and staff took um you know the the papers that we ripped off that had all the ideas in brainstorming exercises mayor Johnston can I respond council member Johnson please thank you um so I've I've been Ono on my my fourth year and while yes um what council member Bergen said we've had some of those exercises and some has been connected to the comprehensive plan we have never for someone who's been doing strategic plans professionally we've never had a real strategic plan and what we've had before since I haven't and and I know we have other council members who were elected when I I was here what we did have even with some of those goals and Visions is severely outdated so um you know it's good to have history and see where we came from but this is much more fresh and in tune with our community where we're going in the future um and is I'm seeing is an actual strategic plan that we've not had before at least while I've been on mayor bers uh Council bers thank you no I I agree that the city has changed absolutely um I just don't want our our history uh to be cancelled for lack of a better word um what we've done and how we've grown you know we have grown a lot so I I do like these uh I think they need to be fine-tuned um and I look forward to to bringing them back in the future and I guess we'll have another discussion on them in the future so again thank you Mr Summers uh thank you council member and and I think you're bringing this up allows us to highlight the fact that the review cycle that will be incorporated into this will make sure that we don't lose sight of our strategic plans going forward that we do maintain that history uh and that we are continually revising and updating these plans to make sure that they're current so thank you further discussion mayor May Council yeah and just a last point on this and I I appreciate what we're doing now I think it's really important work and and you've done a great job Wayne I I just I think in some of the past whether it was not as comprehensive there have been um exercises where we talked about you know what we wanted to accomplish whether it be in one year or five years and I I I don't want us to lose sight of accomplishments like what did we accomplish based off that past history and what has what's left that we did not yet accomplish so I don't know where all that material is but it it would be nice to to you know not lose that information further discussion mayor uh counc Mario yeah um I just um again circling back to some of the just just like the holistic my holistic thoughts on on this conversation um I like that we have um kind of an equity outcome I would also just offer um like another way to think about Equity um and you know an example I can point to is as the co-chair of the RTD accountability committee we instead of having an equity uh Team or committee um we we committed to an equitable again an equity uh framework um and that not sure it it would how it would specifically translate here but just the concept that Equity should kind of permeate all of these different um all of these different outcomes um and that it it should be a way of analyzing decision making um and kind of being transparent with if we're going to move forward with the decision there's always going to be pros and cons um and it's about managing and mitigating um impacts where we can um and despare impacts um particularly so you know just like a thought of you know a framework of decision- making that infuses equity and that that like doesn't just make it the responsibility of one you know goal area or one department or just the city manager right that it is kind of infused bottom up and you know it's clear to me that it's top down right that that we have had direction for my city manager you know we have it an entire office dedicated to helping strategize um and maybe that's where it lives from just a structural standpoint but a lens and outcomes with that lens um that you know anyone from the bottom you know like just everyday like an intern and not that they're you know um any less important but from a just like an organizational chart that from our interns up and management down um there is a process by which we evaluate Equitable impacts Des spair impacts and that it's kind of front of um conversation um even if one at one level of decision- making it can't all be addressed but that we're all we're all discussing and and addressing that okay mayor this is Nancy and I'd comment on Nancy please questions um since I've probably been around uh a long time but there were earlier uh and I think it's a matter of semantics uh where we did have mission statements and goals and then those goals were assigned to the various policy committees with action steps and I think you know it's my impression that evolved in the comp planning effort that planning undertook and then that became our com you know we spent a lot of work on the comp plan which which then became a lot of goals for the city and then this is coming back to all of Wayne efforts and and these current efforts going back to a more formalized strategic plan with um specifics and actions under it that then we can uh put more meat around um but I'm I think it just evolved uh into into what we have now further discussion May uh Council M comes so um just looking back through the priorities again I don't know if this might go under resiliency or perhaps engagement um but having some reflection of a commitment to collaborative relationships among staff and Council that you know we're all working together as a team for the benefit of our community further discussion I see none uh there's no ction item on this and I think staff has all the input uh staff has a lot of input I think from from the members and so uh um um Mr summer is there anything else no sir I think we have plenty to uh go back and work on uh and I don't know Jim if you have any concluding comments that you want to make no I just would uh thank you all for for those comments and we will um integrate those into the the outcomes and the the priorities and we'll you'll hear from us again on this okay the the time is now uh 11:02 uh we'll take a break uh standard recess um let's see 11:02 and let's do 15 minutes uh I tell you what um we'll come back at um let's see we come back at 11:15 Council stands in [Music] recess you me now [Music] feeling I'm I need close me close to me close to me close to me close to me me I'm broken and you're not around spok words I'm screaming out can you hear [Music] [Music] can you hear me now [Music] [Music] he he [Music] [Music] he [Music] he [Music] he [Music] [Music] [Music] [Music] [Music] [Music] [Music] he [Music] [Music] he [Music] [Music] he [Music] [Music] what [Music] [Music] he [Music] [Music] a [Music] [Music] [Music] [Music] uh the um city council Workshop of Saturday February 20th is call back to water um Capital planning uh mrle actually that's uh go ahead and uh unless did unless uh Jim if you wanted to have any any starting comments and Katie can I also get access again share access yes one second yeah and I was just going to say that U about the C is of course we we talked about this last year at the winter Workshop uh you know when when Co hit we uh we kind of put this on hold because we were obviously scrambling you know on budget issues and everything else we're dealing with um but here we are a year later all the infrastructure we're talking about the buildings everything is a year older so the need is uh it's not the same it's actually growing so we need bring this back and have to be top of Mind issue we deal with and so uh some of this is a little bit of refresher from what we've talked about before but we do need a path forward with this so Greg are you leaving off with this I I am okay fact I'm just gonna basically say what you just said so that was that was excellent uh yeah we we we brought back this Capital infrastructure master plan discussion to you about a year ago you said run with it and we started running with it and then we stopped so uh brief history of what we're trying to do here we're trying to find a solution to fund the capital needs in the city not only maintaining the current assets uh for the current levels of surface but also replacing the assets and constructing creating new assets with the growth of the city now as we talked about this was discussed a gosh a year and a half ago maybe even two years ago um winter Workshop spring workshops at October of 2019 uh study session we went ahead and put $500,000 uh into the 2020 budget uh for this uh it was a awarded to a company then it was ended and in the end we just never used the budget uh that was part of the budget balancing was that $500,000 and of course co uh put everything to an end so in looking back at what we were trying to do uh the the first one is updating the comprehensive facilities master plan the last time we did this excuse me was Pro was about uh 12 years ago 13 years ago back in 2008 and so we had departments give us project lists uh and then uh we're going to do some internal vetting that's that's kind of where everything kind of stopped uh with covid uh there's about $2.4 billion in projects all over the place there's some Transportation related projects uh Public Safety Pros uh facilities um it housing there's there's a just a a myriad of projects um in that is the transport in the transportation related projects is that discussion about the $20 million uh road maintenance shorefall um and so just like last time I'm going to uh I'm going to stop sharing for a little bit because you're going to have another uh two for one presentation discussion is it Tom is it you that's uh that's up it is y that that'll be me and cdy and Katie could you give Tom the rights to present thank you and while Tom's getting keyed up or teed up like um count like city manager TW mentioned this is just a refresher of what was presented last year with a little bit of updated information regarding our road maintenance situation well it doesn't want to I can see is that did that come up yet s uh yes but you're not in presentation mode you're in the with the speaker mode the next slide uh oh how do I change that Cindy uh just sorry this is Lynn go ahead and pull up your presentation like you had before start presenting it and then there's a so go over to display settings and swap okay there we are thank you for patience all righty yes thank you for patience this morning um and mayor uh Council thank you for uh for having me in this morning to talk about this very important maintenance project that we have um we've come to we've come to council just about every year as long as I can remember and talk a little bit about this this program and uh so I was asked to give an a bridged uh version of this this morning so so we'll uh we'll go with that we'll talk a little bit about it um as you know um this would be our toolbox and this is uh what this is is these are all the different maintenance activities that we that we can do on on our road surfaces um from least expensive being crack seal all the way up to reconstruction which you can see these are dollars per Lane mile to uh to do repairs on it we typically do a lot of crack and patchwor and slurry and Chip and then and then overlay is the big program that we do and we do overlay with a couple of different types of asphalt we do uh the uh AR materials are done with a product called SMA which is Stone natur and that's a whole another presentation I could give and then the collectors we do with HMA and as you are all well aware um since 2016 we currently do not have a residential Paving program we do not do any overlay if a pavement condition index in a neighborhood has fallen below a 70 uh all we can do is patch to make safe so we're pretty limited there um so how did we get there uh what happened was uh we've just been deferring maintenance over the last several years and the double whammy on us has been right in this area here where we had a rapid expansion in the city between um between uh 1998 to 2006 we expanded our road surfaces by over 250 miles uh those roads uh it is it is really prime time for those roads to be receiving some type of Maintenance and we haven't really ever increased our or have not increased our budget as such and we have these additional roads and that's really what's what's driving uh the problem what I'm really worried about though is that we see this rapid expansion here uh between 98 and 2006 of our road of our road Network and if you look over here in 2018 we really started to expand and even though we went we're in the midst of a pandemic we have not seen uh construction slow and and in fact we've seen construction increase in several places and I'm a little bit worried that we're going to repeat this whole process that we went through from 98 to 2006 that we're going into another rapid expansion with no growth in our in our budget needs um so this is a a pavement condition curve and I know I know that Council has heard me talk about a pavment condition index before it's it's basically an age curve um the the surface is is an engineered surface and so we can measure the degradation of that over time we know uh what what our wonderful sun and weather does to our pavement over time and these curves this curve allows us to gauge what condition our pavement is in uh over the lifetime of it so currently where we're sitting is uh we have a PCI of around 69 and that would be our overall uh our overall payment condition index that includes all the arterials all the collectors all of the residentials you see that is just sitting right between the satisfactory and fair category um and you know when you look at a p an overall PCI there's some other things that we should probably consider because we are rapidly expanding and we have so many New Roads coming online this PCI index could be slightly skewed telling us that our roads are better because there's more New Roads or just because of the the amount of New Roads that's coming on um I really feel like this is a uh if you look at the on the side there it talks about the arterial Road types being at about a 64 and collectors at 70 and locals at 70 so that 69 is about an average of all of them um this is kind of the history we talked about where we came from earlier earlier in this Council Workshop uh we have an unmet need um this tracks budget versus where uh the actual budget versus what dollars we could we should actually be expending on our roadway infrastructure and when you don't spend as much obviously that's called deferred maintenance and uh so we've created a pretty good hole here uh I would estimate I would estimate that hole to be probably uh probably about it's about $43 million is what I think that deferred maintenance cost is and uh one of the questions Cindy asked me earlier this week was if we if we had a one-time shot and we wanted to ex wanted to improve our system um so that we got all the arterials above a 70 uh you'd be looking at a one-time cost of over $70 million uh because we'd be doing around 400 miles of of uh arterial that is below a PCI index of 70 so um and kind of with that uh I've also been asked to to think about how long will it take us to rebound um if we do Infuse the budget with additional monies how long would it take us to rebound and it took us a long time to get to where we're at and it's going to take us a while to dig ourselves out I would estimate uh that time frame could be anywhere between 10 and 15 years before we really start to see roadways that are improving um so kind of with that here's the uh we've talked a lot about this 15 2025 plan what that means is that we would uh we would want to replace or overlay our arterial streets about every 15 years all of them would take would uh would fit into that cycle we would uh do the same thing with the collectors on a 20 and the same with the residential currently our Paving Cycles um you can see at the top of this Slide the arterial streets are at about 9 years and the collectors we're in pretty good shape there with 17 but residential streets 61 uh pavement just does not last that long um and one of the interesting things that I've been talking to my boss Len Center about is um we say 15 years for our tural streets with SMA and uh we're seeing we're seeing those Road sections actually only lasting about 12 to 12 to 14 years which doesn't sound that bad but what's going on there is that the roadways um when we we should consider um doing a Perpetual pavement on some of those sections because the city is growing so fast and we're experiencing more truck traffic um and and and just a lot a lot more of that um so there's I know there's probably a million questions out there and Cindy I think you may have some things you want to interject on here uh no you covered everything just fine but as Council and mayor and Council can see we still have a running problem and a um getting more of a deficit um mayor just let me just say I have been uh I've had a meeting with staff and um and they are crunching the numbers on what it might look like if we take say this year as a base year and then we take a percentage of Revenue growth above the base year uh and apply it to the road maintenance problem and so they're crunching those numbers to to see what that percentage of the growth might look like mayor uh further questions discussion mayor council member McConnell thank you sir um so I have a question for staff here of the network expansion over time how much of this is attributable to Metro districts um either residing within the Metro District or built because of connection to uh met proposed Metro districts staff so um with the current um expansion that we have going on I believe in Jacob Cox is on the phone as well um on the call as well but they are Metro District um the expansion will be within Metro districts um so for the future um not all of the previous expansion was within Metro districts I think that started back in 2004 if I'm not incorrect Jacob Hi C yeah that that is accurate okay thank you so oh sorry I did have a followup go ahead um CC thank you sir uh so I guess I'm really looking for like a concrete number like what percentage of this starting from when we began running a deficit and then I had a a another question for you on this same topic uh so basically in our current model service plan the Metro District covers the cost of initial road construction but then dedicates those to the city and we're responsible for ongoing maintenance and one of the things that I'm concerned about is you know a lot of these Metro districts came online you know 10 15 years ago they're now up for you know getting into the uh schedule for um you know road maintenance and we couldn't afford to build these roads to begin with but now we're charged with maintaining them on an ongoing basis so I'm seeing that we're digging ourselves a whole uh by allowing Metro districts effectively to offload the cost of maintaining the infrastructure that they fund initially onto the city so I'd like to discuss if it's possible to change our model service PL so that Metro districts are responsible for the ongoing maintenance of their roads as well um because otherwise we're going to keep seeing our deficit grow regarding the deficit question council member marono the um model service plans started in 2004 so it's it's since that point in time um right now the only way for a Metro District to maintain roads and other infrastructure within their development is when they are private and that is generally developer driven um and then that also means we don't do any street sweeping snow plowing concrete repair um the current model service plans as I understand it and I think Jacob can talk about this much more eloquently than I can but the current model service plans that they have they were not anticipating owning and maintaining the road system and so the portion of that Mill Levy is probably not where it needs to be for them to take that on the other item is then that would be in perpetuity and I think the theory of the Metro districts is at some point the Metro districts once they've fulfilled their obligations go away and Jacob please correct me if I said anything wrong there um no Cindy that that's accurate the uh current M service plan does have that operations and maintenance limitation as council member Marano mentioned and so that's exactly right they they were previously anticipated to provide that initial infrastructure and then dedicate that over to the city for maintenance and so it does present a challenge for existing districts to take that on because their their M levies did not anticipate that ongoing maintenance so that is accurate yeah and if I can just very quickly sorry thank you I I understand that we can't go back and you know ask people to change or these districts to change their msps I'm talking about going forward because what I've see what I'm seeing is that we are basically creating an unfunded mandate or liability for the city uh and I understand the intent of the Metro District is to build the community and then you know eventually dissolve but if we could not afford to build that Community to begin with we're basically just setting a debt bomb to go off for future councils for the future of the city to address later so that a developer can come in make their money build a community and then bounce and I don't think that that is fair or a sustainable way to you know grow a city mayor so I absolutely disagree with that I mean the idea that we are going to stop growth in Aurora uh because of the fact that uh we don't like Metro districts and uh no longer allow any houses to be built it's just ludicrous if we did something like that then what we would have to do is we would have to take all of the tax revenue generated from property tax and sales tax from people who live in that Metro District divert it into the Metro District so the Metro District can take care of itself that makes absolutely no sense the idea of a Metro District is is that they pay for the infrastructure they bring in the people who live in the houses the people in who live in the houses pay property tax they pay sales tax that tax comes into the City and the city is responsible for providing services to those people just like anywhere else stopping growth in Aurora makes is is absolutely the wrong way to go let me let me see if I can come into the middle of this and that is that that you have um prospectively obviously uh we're talking about U prospective uh projects that um I guess my question is in within the interior streets within a homeowners association uh after they are uh dedicated uh does it does the city maintain those or or does the uh right now does the city maintain them or does the homeowners association maintain them or is it different with each uh each project City it depends on whether or not the Metro District has set up as private streets so um there are portions I'll use Southlands as an example Southlands is private streets and I know that's not residential but um so they are responsible for maintaining that um if it is a public if the development is public streets then we maintain them and Tom I don't know if you want to add anything to that no I think he hit it right on the head Cindy I think I think I think let me just finish this one point I think this is something that we need to discuss going forward because I I do think that pretty much every new velopment today has a formal homeowners association that is responsible for some common area elements and I and I don't see why they couldn't be responsible for the ongoing maintenance within the interior of their development and relieve that responsibility uh from uh uh the city the city certainly would have oversight in terms of uh meeting the specific appropriate specifications but I I just think that that um going forward is something we got to look at um further questions mayor mayor mayor well two different issues I mean we talk about moving forward with Metro districts but you will have people that that I mean you might as well just secede from the city at that point because that is the you know people move into a Metro District it's funded for the infrastructure that goes in to be built whether it's a clubhouse a road uh Parks whatever um and we pay M levies so we we do pay a tax for that on top of property taxes on top of all the other taxes um so if you're going to do that then you might as well let the cities just suceed and contract for water that's just one point um Heritage Eagle bin for example they are a gated community they own their streets so are we going to now allow every Community to be gated because I bet you a lot of communities would love to be gated and they would then be responsible for the roads but personally as someone that moved into a Metro District 20 years ago I and I I know council member Mar was not alluding to going backwards but going forward but I the cost would be me I don't you're paying taxes you you do expect something so I would like the question on this defer we've had this problem for decades uh where we have not had enough money and we have this deficit in the maintenance when did this start because I my understanding is we had a recession back in what 20072 2008 and therefore we did not we chose as I wasn't there but the city chose to not put the amount of money that was put into that fund um because of the recession and then it took forever like it never went back in and we have been trying to play catchup only really probably in the last five years maybe four years so could Tom or Cindy address the recession and how we have depleted that fund and how we're trying to catch up sure I'll start it did it actually did start back in about 2008 with the recession that's when this unun unmet need began um it and it increased quite a bit I'm looking at the graph now Tom I don't know if you could share that chart again with the budget analysis it um got worse in 2012 we had a little bit infusion from Council over the years um including 2018 but then 2019 took a pretty big dip as well so but it does it started in about 2008 okay so it started in 2008 and then did we did we did we decrease any amount with the pandemic or did we leave that level we left oh go ahead go ahead cdy no go ahead Tom it got left about it got left the funding level has remain pretty constant yeah okay so I am really concerned about this issue because we talk about it every year um and you said the roads the arterial roads right now the condition is at 64 and they should be done every 15 years but we're currently on schedule for every 29 years yeah that's if you just take if you look at what we've done historically and average it out it puts us on that 29e cycle for those for that arterial okay and and the roads that were non-metro districts that the city put in are I mean we're all on the same schedule right like there's no yes absolutely yes okay and how much did you say we would need to put per year just to kind of catch up to the well if we were going to catch up you'd be that's that 20 that's that $20 million number and in your pack and I apologize I pulled down the slideshow um it shows it shows the the deficit between the 15 2025 plan and our current level of B of uh funding at about an $8 million deficit that's that additional that we say additional 20 million um but that would and so there's a lot of nuance in there when you say how are we going to catch up I mean this is where this is where we're trying to get back on schedule we say okay if we fund it with that additional 20 million we're now on that 15 2025 plan but you know it's going to take us 15 years to get through all the materials so is there I know we've talked about this in the past but besides uh infusion of you know several million five million a year extra being put aside to try to kind of get to that level um and maybe I don't know who can answer this if it's Jason or but are we allowed to go out to the voters for road maintenance as far as yes abely may I ask answer another question about how we got here dur um reduction during 2008 we stopped the capital transfer of 4% then we gradually increased that and great can jump in here it was like I think it was 1% per year till we got back up to the 4% so we stopped that and so there was lied to no money going into um the capital budget for maintenance the other thing on Metro districts there the vast majority of Metro districts have the public residential streets there are I'm going to guess four maybe five or six Metro districts that have private streets that they maintain and having a patchwork of private versus public versus public some maintaining some not presents does present some problems and sometimes oftentimes Metro districts don't have the capability to actually do their own maintenance there is a separate Mill Levy within the Metro districts besides the actual develop construction it's called maintenance that can be increased and it doesn't have a limit on it however that does put a large burden on the homeowner to pay for everything so most people in Metro districts are paying pretty sizable um Mill levies and our problem is across the board meaning we have our arterial streets are are we're not able to maintain them to the way we need to be and uh residential so I would say it's a kind of a a large issue with all of the maintenance of our streets May Johnson council member Johnson thank you um W city manager um freed actually said a lot of the issues that I was I was going to say um that we have to at the end of the day remember that Metro districts are residents and um they are the ones who are going to be paying twice and I hear a lot already about a lot of concerns and issues on on what they're paying and um that would end up being more there's also if we we can't oversimplify and just say oh then put it all in the development Community because there could be a affordable housing developers that we want to have come in and bring affordable housing and then that Metro District for that is going to shoot way up and and could affect our supply which is really the Crux of of the issue so um I do want to mention um kind of what um council member Bergen or mayor Pon Bergen was asking you know last year we talked about an effort going to a ballot on on Capital infrastructure I'm looking at an 18 .5 million unfunded difference I am in support of of something with Transportation however um as we've talked about before and why we had a presentation of a team of Consultants a year ago um from today is we would need you know we are still in a pandemic fieldwork traditional field work and a successful campaign in my opinion would not be able to be implemented this year and if we do this we have to do it right and once in my opinion so I I'm I'm open for that being on a on the ballot um but definitely that education campaign um perhaps in in 22 unless someone could convince me that there could be a successful campaign for that this year but we're gonna we need to do something different than what we're we're doing now and and taking five million here five million May is not GNA make up the difference real quick I just want to comment because um that what mayor or council member Johnston just mentioned we've we've talked about going to the ballot I think for a couple years and I do agree you have to have enough time to do a campaign but we say this every single year so every year we say oh we don't have time for a campaign so then it's next year and then it's next year just want to make that point the uh May me just say let me make a quick Point here and and Greg when do you think you could uh have crunched those numbers and and have a a percentage of uh of increase Beyond uh the base year this this year as the base year dedicated to road maintenance uh uh when do you think you might be able to have those numbers well I think that we we could come up with with Concepts and ideas uh fairly quickly uh it's it's interesting that uh that all of you basically going to the to to the question it's a great uh segue back into where this thing is ending is is should one of the questions back to you is should we come back to you with with ideas for funding now we've done this before we we went we came forward with you uh with had Transportation related funding ideas such as sales tax property tax uh bringing in new businesses uh taxing groceries was one um there there was lots of ideas that were coming through and we can bring these back to you with all these ideas um and long story short mayor it really depends on how fast you want to you know get 20 million if you want to get 20 million in in a bite-size you know million dollars a year sort of way uh that's one way if you want to get it in in four increments of $5 million you you've got to do different things and if you want 20 million all at once well then you're you're you're looking at a a at a third tier and almost definitely tax increases the questions is to come back to you you yeah um I would certainly urge you to come back uh council member Hills oh thank you I just wanted to throw out too I know that we've I I bring this up every time but we're still waiting on that Transportation impact fee study and that's going to also make a difference and so I just don't want that Revenue stream to be lost because I know we're all aware that I'm very passionate about the impact feed so um that will reduce the remaining burden that we need to make up when that starts um when we get that study back and I know we got an update on that and it's moving forward so that's that's going to happen too and that's going to also help with this comment on City Manor please yeah you know this is a part of the capital infrastructure discussion I think going back to council member Johnson's and mayor proen Bergen's point is you know we've identified $2.4 billion dollar worth of needs so this is this is a large I guess high-profile component of that but there's many other needs also that need to be addressed and I think one of the one of the questions has to do with strategy and it's and strategy do you do you kind of stick your finger in the Dyke for the $20 million a year and not address all the other needs that we have the and just to also Al a clarification on the Metro districts that's just that's a funding mechanism you know prior to 2004 the developers put in the local streets and the city m is maintaining them and so it's that's just a a source you know it's a question of where does the money come from to fund those local streets whether it's a Metro District or prior to that it was a developer so and we're maintaining all of them further questions or comments seeing that I think uh as long as we have this problem before us uh Greg you're going to have to come come up with uh proposed solutions that you can bring to us uh and hopefully at some we'll adop one of these at some time but we we have to continue working on as long as the problem exists let me at the end of this presentation there's a couple of questions I think you've guys have done the rest of my presentation for me um but we can uh if if if you're okay with that we can go back through and I've got two more slides okay please proceed all right uh Katie could you give me access by the way thank you Tom I I wrote down one of the coolest things I heard you say today is we do a lot of crack so perfect [Music] alrighty fill the potholes [Laughter] all right so absolutely we've we've gone through this uh just as a as as a reminder of where we were going with this absolutely correct council member hilts the next thing is updating and monitoring the capital impact fees all but transportation got done and we're actually right now working with uh we're we're going to be meeting with a couple of uh of groups that can help us out with that uh we're doing that right now so so you will be seeing that in 2021 uh the next part of that was having an Engaged Community the the adopting the engagement plan where we go forward with the residents and the business owners uh to make sure that everybody's on the same page about the priorization exploring the various funding sources and then of course having a deliberate assessment of the impacts of of any of this on on cities and communities uh the background behind that was if you if you go and build something cool and uh then you have homelessness around that or something like that how do you how do you deal with all of the tertiary imps of anything that you do so my question which I think I'm I'm well I'm hearing on the second one uh question one does council support resuming this process and if yes uh should we should we go back out and take that go get that $500,000 back and uh start the SEC the next steps this will take this will take 18 months this will take a couple years this is not immediate to be sure so there's my first question okay um you're asking if we should put 500,000 back for road maintenance or no no it's it was the money that we had set aside last year to do the engage engagement plan process if you remember we we we set aside $500,000 we we got a group in to be able to kind of go talk to this talk to Citizens um but then that never happened well I'd rather have the 500,000 go straight to road maintenance sure mayor I why do we need a plan uh May Tim Johnson I mean uh I'm sorry council member Johnson thank you um I absolutely support the $500,000 going for the for the plan I I understand what mayor proen Bergen is saying but that is very short term we invest $500,000 to hopefully get $8.5 million but I I feel a lot better given my remarks before that it was an 18month plan that there's Buy in there's education that we hire a team just like we were going to do a year ago and even though I supported that and it didn't end up going through it ended up working out because of you know that was preco and we would have had challenges but for me I know it's 500,000 I know it's it's a lot but we've got to think more strategically and long term and get this show going and um got to start that now this sorry is this for the campaign then is that what you're saying it's not only the camp it's it's all of it so if you look if you go back to that that engagement Community you adopt an engagement plan that includes the residents the business owners uh we have a group that comes in and builds that for us because we don't have that right now we we don't have that that thing out there uh we had a group that was coming in that was helping out with uh uh Aurora Public Schools and doing that exact thing and and getting the people getting the community getting all the information and dialogue in and helping with the prioritization where then we can go forth and say great we agree with you in order to do this we need this much money will you help us out with this with a uh some sort of Vote or something like that that's what we hope that would come out with so so I I do agree um with council member Johnson this is onetime money that would hopefully help you to gain ongoing money um into the future may da all counc I agree with council member Johnson on this I think that we we talked about it before we need to identify uh our Capital requirements we need to engage with the community we need to you know frankly I think the first thing is to do is that we need to stop funding things that aren't priority so that we fund things that are priority and I think road maintenance is one of the priorities of the city once we do that then we go back to the to the citizens and say all right we still don't have enough money and we're going to need more money money and explain to them what that is is all about I'm concerned about you know an uphill fight the Gallagher Amendment uh that rejection last year is going to result in a significant increase in property tax uh for people AC cross the city and I think you know they don't know that yet they don't know the impact of what they voted for and all of a sudden they're going to see their taxes go up the property taxes go up and they're going to be surprised and and not pleased uh we're also going to talk about a mental health uh uh bill later this afternoon that is also going to impact them and will and this capital gain or that the capital support of the capital Improvement uh money that we're talking about here will compete with that as well so there's three major you know property or three major taxes uh that people are going to see one they already voted for one they we're talking about in mental health and then this third one uh but I just having said that I still believe that it's worth a while to begin the process to figure out how to make this happen let me let me speak to this other one uh well I um this is kind of strange the way this is done uh we don't have the numbers from uh that I requested and so I I'm not sure how you can uh weigh the first without knowing the second and so I and I and I'm gonna request again that staff come up with those numbers uh uh in terms of what the difference if we take a percentage of the growth in in Revenue uh after this year and dedicate it to um uh dedicated to um road maintenance how how much does that make a difference we we don't know that without knowing that I don't know how you make a decision on the other things mayor mayor uh mayor P ber so you're talking about the monies that we will get from the increase in the property taxes that were that will be projected for next year right so so you take uh uh what what I've asked staff to do uh is um that's not been done is that you take uh this year as let's say you take this year is a base and we and whenever so if you have growth in revenues from this year then you're dedicating a percentage of that growth to road maintenance okay and and so the downside would be if there were a decline in Revenue then you would then that year you might not have any okay additional money okay well that Mak sense but but as far as this um 500,000 now that I understand that it it it's really to get Buy in on uh the capital on the road maintenance funding shouldn't we still do shouldn't we still do that to get the community engagement and and then if we still and then if we have the money from the property taxes that would offset I guess some of it a lot of it I don't know I know property taxes uh they they also I I think staff also asked to identify what the revenue base is that we're looking at is it just sales taxes it sales and property tax sales tax property use tax so uh that needs to be done mayor may may I may I jump please I think what the 500,000 is to address excuse me is the we've identified and this was internally staff the capital needs Gap amongst all the Departments it was like what was the number like 2.8 2 2.6 billion billion so our Capital Gap is much more than the maintenance that we have for roads so although although somewhat related the strategy to work with the Comm community on what they would like to see funded is um yes maintenance could be part of that but we have a lot of other needs and so the idea Mo most of the communities that have pass tax increases have worked strongly with the community so they identify what they would like to see in a tax increase whatever it is and so whether it's uh new projects whether it's maintenance of old that becomes a package that goes out and um there's an election for and unless you have the pre-work with the community um it's very difficult to pass any of these tax increases to what extent do we uh Bond uh doe revenue bonds for existing major infrastructure projects Carrie can answer Greg can answer that better than I revenue bonds uh Terry well we've not uh done revenue bonds at the city of Aurora um I've seen other communities do revenue bonds for Capital related items and then they're basically pledging their their revenue streams um you know we do revenue bonds for water um and Sewer those are those are for those particular Enterprises but those don't require a vote okay and they have Revenue most of projects don't have specific Revenue related to them so I I I think that uh what Nancy said is exactly right uh this $500,000 is to to get the discussion working about the entirety of the capital infrastructure master plan $2.6 billion of which this is this is a very important piece but a piece of the total uh the second question was was more along the lines of hey uh we're hearing you should we come back to you with lots of different ideas about ways to explore uh exploring ways to close this maintenance funding Gap I think I'm hearing yes that that we should be coming back to you including uh the mayor's idea and anything else that's that's possible mayor discussion Mayor Johnson May Johnson I mean um so I know what you're saying mayor about getting that information but we do have information from staff that we have the 2.6 billion in needs for Capital infrastructure that we have almost 20 million a year for roads um so I would say even even if it's explored you know what you're suggesting I don't think that's going to cover cover it and um this I I feel like we still need to do this step first and then that all that other information can be part of that process further discussion mayor mayor thank you um yeah I think a similar question around like the order of operations um you know are we going to do this uh Community feedback Workshop these ideas um through this 18-month process and then come back to council with that because it almost I mean that that's how I'm understanding that this uh process plays out um and if not um can we get some clarification on that I I actually think that it is uh in concert with and so what happens we're going to be building this this large list of all these projects 2. 2.4 2.6 billion dollars uh and then people are going to be going to in prioritizing these you're going to prioritize them we're going to prioritize them we're going to ask the the world to prioritize them to where we can come together with some sort of agreement and that some sort of an agreement so that that's where that money gets spent is is building this consensus on prioritization of which the road maintenance funding is one uh so so realistically no we wouldn't we wouldn't stop and go away for 18 months we would come back we it'd be kind of a constant back and forth okay let me let me just say Okay I I I'll support the first one let me just speak to the second one and that any member of this city council to include the mayor has the ability to ask staff to do research on a project and bring it forward to uh the city council with without uh the express consent uh of the council prior to that research being done let me make that clear further discussion May uh mayor P um my so I'm good with the 500 going for the engagement piece um I think you know I think that is important um is it why is it going to take 18 months because if I I would like to see it done in 12 because if we're really going to go to the voters I mean we need to have the anwers so that I mean we can't wait 18 months and then that's really two years away by the time by time gets to a ballot further this um staff I would just say 18 months would get us to a ballot in November 2022 that's that the 18 month is inclusive from from now now through throughout the process nobody been waiting the question here about supporting process is you say yes we support the process today we're moving forward okay but 18 you said 18 months would take us to November 22 did you say yes okay so in that 18 months is included with I mean you have to have you have to back up when it goes on the ballot I don't know if August I can't remember what that time frame is understood okay that would all be included in that 18mon period all the Outreach to the public all of the deliberations between staff and councel in terms of priori prioritizing um yeah that would all be included and what we would do and we've talked about a a plan you know it would be laying out a plan to get us to the ballot in November of 2022 every step outlined what we need to do to get there mayor bersin uh Council bersin thank you um I I support the 5001 time uh process too um but my question is the community engagement will that be can we make sure that that is spread throughout the city equally spread throughout the city because we just had a an important community outreach study that was not so I just want to make sure that all four corners and in between are reached and get everybody's opinion this is this is a lot of money we're talking about we we would make sure that happens thank you Greg further discussion CES um so I absolutely support having the Outreach process if I recall correctly last time part of the issue was concerns around the RFP um so are we going to be initiating a new RFP to solicit the team for doing this Outreach process or how's that going work I assume it would be a new process yes I would think new process it would be further discussion uh seeing none uh then uh I think the uh I let me tell you the the second question is uh amazing to me uh that but I'm not going to address that I'll have a discussion with staff with that on offline uh but as I understand it is there any objection uh to um uh the 500,000 going to uh this process uh in terms of bringing a proposal to the voters on Capital Construction needs okay seeing none then that's the direction to staff thank you very much uh the time see the the time is now uh 12:07 uh we will reconvene at 12:30 uh Council stands in recess [Music] [Music] [Music] for [Music] [Music] [Music] [Music] [Music] [Music] [Music] hold I'll be here with you all [Music] [Music] nighten scream you hear me can you hear me now now can you hear me now [Music] you [Music] me I'll be here with you all night your I'm broken you're around me [Music] feel I'm iose me to me close to me close to me close to Meen you're around spok scream can you hear me now [Music] he [Music] [Music] [Music] he [Music] [Music] he [Music] [Music] he [Music] ch [Music] he [Music] [Music] [Music] [Music] [Music] he [Music] [Music] [Music] [Music] [Music] he [Music] [Music] he [Music] [Music] 3 [Music] [Music] [Music] he [Music] [Music] he [Music] [Music] [Music] [Music] [Music] [Music] [Music] May we should all just get along with each other and put away our problems or whatever it is we just need to forget about everything and just have a good time here or night it's it's really that simple it's that simple just a good time hereon it's just it's really simple time here in the night it's really that simple really that simple [Music] just [Music] [Music] [Music] [Music] I [Music] [Music] [Music] [Music] [Music] [Music] city council Workshop is called back to order um Greg Hayes you're on the floor again GRE you're on mute thank you very much I sure was uh if you remember we're currently over the table limit in our property taxes um and we we uh got got over that limit last year uh in so there's your circle right there um so in 2019 for the or in 2020 for the 2021 budget we actually did refund 2.9 Million uh in what's called a temporary tax levy reduction um it equates to it was about 0.7 Ms so so not much money for for each household but but we did return $2.9 million uh Council in the past has been interested in initi initiating this ballot question uh the city to retain the property taxes um they chose not to do it you all chose not to do it last year uh that was a specific uh the specific thought last year was was the fact that covid was was uh reaping havoc on on the world and so we we were uh decided not to go there but it was still a good idea um that $2.9 million uh is last year that does not mean that it's going to be $2.9 million over every year and this chart is a great example of of why I say that if you look at this uh the Taber limit allows you to grow by by it's a it's an equation so what it is it allows you to grow by inflation plus what they call Taber growth and Taber growth uh for lack of better term Taber growth is is new stuff that's being built in the city so if you have um uh increased evaluation assessments something like that that's not Taber grow so that's outside of that but uh so that's that green line right here you'll notice that for the longest time we were we were not even getting close to that uh we were pretty flat for years and years and years in terms of our assessed valuation um but then we started growing and especially in the last three assessment Cycles right here right there and right there we we grew significantly and so what happens is that when you have a reassessment cycle and if it's been strong like it has been recently you're going to you're going to grow more than that um in non- reassessment years you tend to not grow as much which is in you'll notice this one and this one and this one so the fact that we're at $2.9 million giving back uh for 2021 doesn't mean that we'll have to give back 2.1 million $2.9 million every year um it's going to vary it's going to vary based on the economy it's going to vary based on on uh the housing if houses are going to continue to grow like they have the last three assessment Cycles uh it might be more my guess is that we're probably going to be leveling off but that but I'm not certain of that so you were interested in initiating the ballot question are you interested in bringing an ordinance forward allowing the city to permanently exempt property taxes this year uh if if yes when should it come forth um should and the last question which which was part of a discussion with with management finance committee uh prior should be earmarked for specific needs the caveat I have it about that last question about being earmarked for specific needs is that I can't promise that that's the what what that number will be every year this is my conf first of all I don't think you can do it by ordinance I think it has to be a referred measure to the voters does it not yeah you're you're right we we do have to it does have to go to the voters secondly um what okay we there was the Gallagher uh the refer the the initiative uh I don't know I can't remember if it was a referred measure or an initiative before the voters on Gallagher and tell me how that Chang the equation sure uh all all that uh that positive vote so that Gallagher definitely went our way if G if that would have failed we would have lowered our property taxes by $7 million um but because it passed we didn't we're we're we we kept our our valuation as is so if you remember what what Gallagher does Gallagher doesn't make it to where you're going to where people pay more it makes it to where they're where they're not going to pay less so they would have lowered the assessment rate from what we have right now which is right around I think six or seven they would have lowered it to around five they're not going to do that now and we have that we had that projected uh assuming that that would pass and it did pass okay may okay further comments questions yes mayor uh May prend um Bergen okay so with the the vote of the people that chose go to uh you know the the Gallagher vote that basically says that the property taxes stay at I think it was s point something percent flat right so it won't go down as normally adjusted with the commercial um so there will there will by just by that be more money um in in what you pay for property taxes uh there there would be more money so so here's here's what I I will personally have to pay more property taxes uh you're instead of if assuming your valuation goes up yes but assuming your valuation doesn't go up no you'll pay the exact same amount whereas in had that failed even if your valuation would have stayed stable you probably would have paid less right because you're seven down to five yeah I'm always gonna pay 7% whether it goes up or down okay correct so um my question is on um this has to go to the voters and when you said this year we refunded it so it went it's through property taxes through the county in the mil Levy corre um and so I'm I would be I would be for doing this but only if it's earmarked for specific needs because I'm generally don't like to increase people's taxes um or not giving them a refund but are we able to ear market then like for roads that I think that that's a great question I think that we could definitely figure out a way to do it mathematically I just can't promise that it's going to be $3 million every year right right some years some years it might even go you know if we're if we're falling and all of a sudden we're we're not up to the table limit right it would be a year where we could have the money and spend it on something else and if I earmark it toward that then but so are talking about are we only talking about the part that would the overage is what we're talking about we're not saying that we're gonna earmark other the property tax that we would normally get we're just talking about earmarking just the overage correct so so yeah if we if we said right here that we wanted to go ahead and and make it to where we're going to be at 8.65 Mills every year and and not have to uh go back through then that number would the it's what it's this part right here it's that critical part and so this year was $2.9 million and this year we've got it projected to be lower just because it's a non-assessment year into 2022 um but we'll I mean if if that's the will of council we'll figure out a way to to do it mathematically so so it could it will fluctuate but if it goes down we don't we don't put anything in that restricted fund if it goes if it stays on this course whatever we don't know if it's 3 million 8 million whatever sorry my dog then it goes well you got my J you're the answer is yes you're right we could figure out what the line was with it and the line without it and figure out that difference it's just not going to be $3 million so if we want to say we want to set this money this $3 million and go buy something worth three million I can't promise it'll be worth three million every year okay and this really has to be integrated in with the other discussion because this has to this cannot be done by ordinance uh as it's stated in this uh right slide it has to be go to the voters we can either say in general would you just support de bruing property taxes or in the ballot language we can we can expressly put it towards a specific purpose uh in which we would have to do so corre further questions or comments mayor uh May um council member Mar uh Greg could you tell us uh not just in Mills but also like in average dollar amounts how much uh we're talking here per household um sure 7 Mills give me a second let me do a little bit of math it's not much so the average two let's say it's a $250,000 house or $250,000 worth of worth of evaluation plus that times that there are no houses that are 250 yeah that's true that's about $175 all right thank you further questions or comments mayor uh council member morio uh thank you uh Greg is when you say the evaluation are you talking about the process through the county assessor um office the the reassessments yes yeah Okay and like I I just wanted to make a note because we had um the arapo county assessor come present at my town hall um probably like a year or so ago but just to note that in that process people can contest the value of their homes as a as a strategy to you know support them individually in their individual homes and such um um just a note on that and then um you know the question for Council is do we bring an ordinance forward um to the voters I would I would be okay with that but um I I'm hearing you know some interest in potentially earmarking the monies I don't know if I like feel strongly that it should be uh earmarked for which particular purpose or that if it should um so but I think in order to preserve that potential I think the question should come at the same time that we are also putting out information to our prior conversation around um transportation and I think that's more effective and efficient in terms of using City resources to do them ask them both in the same year if we're going to be you know hiring folks um down the line to essentially put a campaign together to educate folks um I think it makes most sense to combine both those efforts instead of trying to split it up um this year and next year I think there is a Nexus to uh to both of those together so yeah we we could definitely do that together further discussion Dave Dave grber uh council member grber like I said before I think that we're GNA have a upill climb in order to get any tax uh approved uh de bruising a uh city is not an unusual step uh many cities have done it and the impact of losing $7 million this year possibly $7 million next year uh is a significant amount of our operational budget having said that um I I could support this but only if we earmark the money towards roads uh if we're not going to earmark the money and it's going to go to we have to be able to show the voters that that we're spending things that are important to them and if we're it's going to go into the general fund and we're going to create some new programs then I I'm not going to support this yeah and I just want to comment that I think it never will pass unless you have it ear marked in some specic they have to see a specific value to it otherwise they're just not going to vote for it I mean that's just my guess no I agree mayor yeah uh council member Mario thank you um actually just a quick question on on that process um if we were to go you know with that 18 month timeline does that include like a polling process to get a sense of where voters are at and what kind of measure they would support so that we're not just kind of guessing we just we know definitively where our voters are at yes okay yeah that's that's part of it further questions or comments I seeing none [Music] um there um let's see where it is uh let's see white direction does council want to give there Council sounds like the idea that's been thrown out is to include this with the capital plan um for the 18mon process um so maybe we can vote on that right well I yeah either that or we're goingon to have two separate proposals before the voters uh which doesn't make any sense uh so is there any objection to including uh the question about de bruing uh property taxes uh in the other discussion the 18th month 18mon discussion uh in terms of going to the voters on cap on the city's Capital needs mayor um council member Bergen mayor Bergen um so if we do the 18 month then we're waiting for November 2022 to go to the voters versus 21 correct and I mean 2022 so then you're in another election with the state initiatives I I I would prefer it to be on the ballot in 2021 that I don't know if that's possible May r i support that as well I think what's going to happen is that rapo County still had problems with their jail and I suspect rapo county is going to bring some funding initiatives uh we're also see Adams County bring in some funding initiatives uh to support their infrastructure as well this isn't going to get better moving out and if we put it on the ballot this year like I said it's going to be an uphill climb it's going to require some sort of campaign to explain to people and like I said if we you know if it goes to roads where we simply say we don't have enough money for roads and this will help then uh then it has a chance of passing I think that for us to delay it uh um for a national election may make it more difficult uh than than putting in ballot this year okay council member Johnson uh muo I'm sorry yeah well I mean I just to uh put a final point on my comments earlier that's exactly why I think we should wait is so that we're not guessing um like one council member is guessing that it might pass better this year um that we're actually coordinating efforts um to do like a legitimate polling and campaign to get a sense of where our voters are at next year um and on top of that we're still in a global pandemic so um I'm not sure the the success we would have even just in this climate if we were to try to I guess do a separate process and I think it's a waste of resources to have two separate processes when we could have one mayor uh mayor puton well and that's that's also a thought I just I honestly think um this is not a new tax this is a refund you know so deburing um which might be perceived differently by voters if we wait to 2022 I I honestly think we we have and again it's it is a guas but I think it's an uphill battle with competing ballot measures coming board so you may never be able to deeper okay here's a I think there's a good point here and it's and here's my concern that we really do have although we have two issues that need to go to the ballot they they are really in a way separate uh because the the deing question has to be um you I think um I don't know that you can include everything together under a single subject uh uh requirement uh even though that's been broadly interpreted so I I almost think that um maybe we should go this year to this this year uh with the uh Taber question on the property taxes and dedicate that to a specific purpose uh and then do the Capital Construction uh proposal later on uh that they are separate mayor mayor uh council member moo thank you uh while they definitely will be separate questions I do think it makes more sense to do these at the same time and again just based off of past turnout I think you have a better likelihood of actually getting these kinds of things through on even number election years and more people are paying attention so I would strongly recommend we push until for next year mayor uh council member can I get this information from staff do we have any idea about the difference in cost if we were to run the two ballot measures in the same year versus separate years I'm going to defer that to maybe somebody uh city clerk I I I don't think Katie's had the benefit of going through one of these before I would tell you that I think um the the way the the counties divvy up the expenses is based on a per ballot inch of you know how much you're and then they distribute those costs out accordingly since we already have an election in 2021 one I think um it might be cheaper uh to do it in 2021 than 2022 ultimately the cost will come down to how many other uh questions are getting run but the fact that we already have something you know uh the council races on the ballot for 2021 um means we will have an expense there at this point I don't think we would have um anything on the 20122 ballot and it's ultimately going to come down to how many other questions are on the ballot so I without any sorry let me just let me make one point quick and that is that um you know without any pulling data just general observations that those I I just think it's more likely to pass um and it's and it's an easier campaign uh during a municipal election year uh during an odd year uh because number one uh you've you've got a smaller voter turnout that I think are more informed voters as on terms of Municipal politics have an interest in the City versus the voter that shows up uh in a general election uh so it's a smaller universe that you have to deal with um so I um I I just want to throw that out there and I think and I think the more things the more things you have on the ballot uh the I I just think that from past experience that it it makes it more difficult to get them all pass um council member KS yeah so the followup I had was to Jason just regarding that well there's two the first is that estimation you just gave includes only the ballot cost not the public Outreach and education cost correct yes ma'am absolutely that's correct okay um and then the other is more of a comment it's very concerning the idea that we should have fewer voters voting on something something like this I just don't think that's an approach that we should take we should be having as many people as possible voting on these issues it's political reality uh any any other comments questions okay um well in terms of giving direction um what um is there is there objection to having it on having the T question related to property taxes deing property taxes uh on the U 2021 ballot is there objection to that mayor can we go with the original uh requests which was to put it on the 2022 ballot I don't think we ever close that out who who put that forward believe I said it and then Alison kind of reiterated it very well okay uh question then is there objection to putting on the 2022 ballot I object okay I object I object um okay four okay four objections um Let me let me do it in the affirmative uh please uh who's for putting on the 202 20 20 2022 ballot uh kums Johnston Johnston moodo h mark very well uh the direction of staff is that that uh to place it on the 2020 2022 ballot mayor counc again again I just want to point out that that will result in a 7 million uh hit to our budget uh next year uh but but that vote's already done so I understand uh I would also recommend that that you ask a call for appropriating the money towards road maintenance umg excuse me Greg could you clarify that $7 million hit I thought that's related to Gallagher yeah I I I'm not sure if I understand the $7 million hit so the Gallagher vote had the gallager vote failed uh we would have lowered our our property tax projection in 22 by $7 million because at past we're keeping our current property tax projection so which means that we're kind of we're kind of even we're not going to lose 7 million because we had projected basically we projected that that was going to pass and it did pass Greg but we're going to exceed the Taber threshold so we're gonna have to provide a refund as a result of Taber is that correct not 7even million that's not the 7even million that we will so that so last year we it was 2.9 Million um in 2022 because it's a non-assessment year it'll probably be less than 2.9 Million okay so that my mistake then said of $7 million somewhat less than 2.9 mil it'll be somewhat less than 2.9 you know I um I'm going to ask that um we not at this time uh I I certainly support having it put in road maintenance but I'm going to ask that that maybe we leave that for now uh until we get uh cuz I think we're talking about maybe also doing the other uh Capital the Capital Construction needs on 2022 uh so that there'll be polling uh opportunities that we have uh determine what what is the best uh option uh for uh in terms of Public public support what are the best options that the public will support and so uh is there objection to uh delaying in terms of of what the press purose should be uh for the deu mayor H council member HS I no I actually I agree with that um because there's just a lot of outstanding items but also that will technically be put on the ballot by a completely different Council um you know I know there will be at least three different people um and so you know I I I I don't know that whatever we decided to do WR this second on a ballot question that we're not going to be put putting on the bleet um I just see that gearing up for maybe an unnecessary fight later so I also support you know putting that part off um uh further discussion uh is there objection to delaying uh making a decision uh seeing none then we'll delay making a decision let's see okay great anything else I have one um Eagle Eye uh Jason Bachelor pointed out that I didn't carry my one on the question from council member Marano it's not hundred bucks it's more like $13 that the uh the impact of the7 Mill uh refund for for a 250,000 I was I was I didn't carry my one so okay um uh let's see mental health uh ballot initiative uh um Jessica prer it's going to be me mayor to start oh I'm sorry yeah absolutely council member Lawson I'm sorry you're a proposal okay um thank you count mayor and Council for allowing me to bring this um forward to you again this is I'm just bringing this forward at this um at this Workshop just to get a pulse from Council um if this is something that we you would be interested in moving forward um to put on the ballot for November 2021 um just let me just give you just a little bre just a real brief background of why I'm bringing this forward um and I because I think that's important and then um we'll kind of go into some of the questions I do have Debbie Stafford on I do want her to speak um just briefly on the you know the reason it's really important that we have the collaboration with Aurora mental health and I want her to speak after me and then I know the mayor may have some comments after um in 2019 as we know that this was going to U I thought we were going to put it on the ballot um but it didn't go onto the ballot um for 2019 by Aurora mental health so I when the mayor had asked us about what our projects or what things we were interested in I told him that I was interested in youth violence prevention and then I wanted to do something on Mental Health I did not know that I was going to kind of work work in this in this realm but just something of some interest because I see that these are needs in our community um moving forward I've been working with um staff and staff has had more conversations with the roora mental health um I had some um conversations with um with Jessica and the staff and also the mayor on some of the um some of the programs or some of the things or broader um aspects of um what I think this bid initiative could cover um first and foremost um as you know we have a co-responder program currently and it's in your backup um that program is going to be funded for $800 but we don't know what further funding is going to look like council member hilts her cahoot program which is going to be very is very important that program is funded currently at 200,000 so you know I'm looking at sustaining programs and how we can do this um I have received some polling information I did not put that in the backup but some polling recent polling information that I do have from December there was still some a lot of support for um something like this to pass um so I'll let kind of Debbie talk a little bit about that but I did see some polling data from December 2020 and another reason why I'm bringing it forward to councel uh just for consideration um if you look at the memo um particularly there's just three different areas that I think you have to look at it when you're looking at ballot language um particularly in a broader context and again this can be this hasn't went through any policy committees so that is definitely something that has to be done um but I just we me and the mayor and City staff we talked about those three three different areas and again to me backfilling a lot of these programs that we have and possibly expanding those programs are going to be really important but also um people um you know actually providing some training for our First Responders and and how they deal with mental health um when they interact with people who are having mental health issues is going to be important um when we're looking at the treatment services for Youth and especially um as you know many of you have been very supportive of the youth violence prevention there is a lot of mental stuff that goes along with that people who are victims the people themselves who are getting bullied um to get into some of these activities but also we have to look at our adults and seniors as well who are actually having um that have mental issue that there's really there's resources but of course we can always have more resources for these particular groups in our community um mental health and substance abuse which is really important it's a correlation and that goes to Housing Solutions I mean all of these these are just the broader context the broader areas um that I think that if we did do a ballot initiative that we should propose on in the ballot language um in your packet you have um you have the the ballot language that came from caring for Denver and also caring for Aurora I will let Greg get into the different percentages from sales tax if you use a half a percent um 0.25% you know what that would get you um in terms of programming and Jessica can talk more about that but in general um this is why I'm bringing it Forward um and I think it would be something that I hope Council would consider it would go to the to the um a lot of the work his background work has been done of course we would have to do more polling we are in uh kind of a we're still in this pandemic and you know we don't know how people are feeling but that was I did see some positive ballot um some positive ballot um polling from December of 2020 it seems like there's still an interest among rora voters to actually support this particular ballot initiative so uh Debbie um could you just give a little I think it's very important for people to hear from you in terms of the collaboration piece and why that would be important that's why I wanted to have you on and um instead of it coming from here safe from me so thank you for coming in the mayor I know you have some words as well uh thank you council member Aon and members of city council and I appreciate a chance just to let you know where we stand um so please be aware that are other groups initiative we do have dialogue uh but at this point in time I am not here speaking on behalf of uh the board of reward Health Center nor am I here speaking on behalf of the board of uh healthier Colorado uh I am here just to let you know a poll was taken in the month of December of 2020 out of that poll of registered voters likely to vote in the 2021 election there was a 66% uh in favor that said yes they would vote for a mental health tax initiative and that is at the point uh 25% which is 25 cents on $100 that is the same uh figure that was would was in our ballot language um last year um they also looked across all six Wards for city council and there was a 59% or higher confirmed vote out of every ward in the city of Aurora for this uh we do again have many groups who were a part of this it's deemed as aora mental health but it is much broader than aora mental health there were about about 15 collaborative groups who were a part of this healthier Colorado continued to work all the way through the pandemic they've called into the homes of registered voters had a list of those who would have been willing to support um at this point with the pandemic I literally am the part-time program manager for a mental health grant for FEMA and covid and we are seeing the impacts all across our community um I recently participated with councilwoman Mario's uh discussion with businesses and the homeless Community up along the cfax corridor and there are many ways that that a mental health initiative partnered with the city in support of the city could strengthen the quality of life could improve Public Safety through our programs with uh the police department and uh to help our youth to address the increased need for suicide intervention programs and to really help focus on Public Safety uh so at this point um without the approval of of either the board ofmental Health Center or whe whether healthier Colorado uh's Board chooses to move something forward there is a very strong push for something to be supported um your information presented to you by the city is accurate we did have a discussion several months ago with City staff interested to find ways to work together we all love Aurora we want the best for Aurora and if any of our groups could find a way in a proactive way to work with the city we would be certainly interested in that conversation thank you Deb I appreciate it question oh um mayor ptim um yeah and I I think mental health is a really serious issue and and I understand um you know that the public has um a very positive interest in in a solution um my concern is being putting it on the city city taxes because that's how we're pretty much funded for all of our services for public health and Roads and and everything else that we do um whereas the county is really the arm for health services so it we're looking at this being through the city not through the county uh property tax I think that was the last um issue that was going forward with with the voters and then who will it serve I guess that's my other question who will it serve well Council me I'm going to let Jessica talk about well I know um Council and you make you raise a good question um I know that and Jessica please tap chime in with me just the the the counties and I understand you you you're addressing that that issue the counties have certain programs but they don't have the capacity right Jessica because I we talked about this is Jessica on about I'm here council member Lawson okay because I I told you council member Bergen was going to address this question so I kind of prepped you for it so I think you should answer it because you've had more interaction sure and um you know Debbie can probably speak about where their funding comes from through Aurora mental health as well directly um you know the county has certainly the Human Services component um the county funds certain programs for mental health services just like we do um as part of your backup you could see some of the programs that have that kind of tangental association with mental health certainly the county doesn't have a full mental health component to it um like they would um you know for children's services or Workforce Development and other things that that are funded through Human Services um so if the county were to be the pass through for these funds they would probably end up doing much of what the city would do which would be putting together you know some type of process to fund other agencies in the community that do have those Direct Services related to mental health behavioral health and substance abuse um the county uh wouldn't necessarily have all of those services that they would put right into their operations so would I mean if if we do it though through the city through City sales tax again we would would it only be for Aurora residents or is this for all County residents and and it just seems like again it seems to me like it should be done through the county that's that's their responsibility Health and Human Services we're just crossing crossing over with um our responsibilities mayor proen Bergen the only other thing that I would offer is that um you know the county also isn't Tri count health and so they have a piece of this as well they have working groups and different funding sources um so um you know in in the grand scheme they could be another option of where the funding you know came into um but probably not having the same authority to uh Leverage The the sales tax but who would be served is it only Aur citizens and those yeah the yeah the intent I believe and you know feel free mayor council remember Lawson to jump in but if the if the city was uh you know collecting this sales tax and then allocating it to different agencies in the community it would be for Aurora Aurora residents um and Aurora you know programs that focus on Aurora residents and mayor protm um Bergen that was my intent um for Aurora residents that live in Aurora so so how would we know I mean that's good intention but how how would we know for sure well I mean what I'm what I'm proposing to you today the governance piece would actually have to come back to council to if this goes through like if if you know it has to go through a process the governance piece which I think that that would be would be part of the governance piece I would have to bring that that would have to be discussed and I would have to bring that back to maybe a study session or something like that I do not have the answer for you right now but that is a governance piece um Debbie you might want to step in thank you very much and mayor Pro Bergen um it's an excellent question I can only tell you the intent of caring for Aurora uh was to serve Aurora programs uh such as there are many programs that are Aurora is already funding uh your funding uh your certainly Partnerships with your uh police department and mental health you're funding uh various programs uh to support those who are the unhoused and so the intent was uh that this would have been managed through a the caring for Aurora Foundation which only would have targeted programs within Aurora City Limits and that would have been a very narrow scope but again council member May Pro B the governance piece would have to be like you said it would have to be we would have to design that to make sure that that was happening so that that is a governance piece and then if we let's say we raised $8 million in a year how how is that spent I mean we don't we're not going to just spend 8 million if there's not million need so I would want address that how how the money is going to be spent council member Lawson if I could address that um the the difference between this proposal and the aural mental health Le proposal as again this is just concept is that there were three elements uh in that proposal was first of all I think a quarter of a percent of excessive uh I think that um not there was no sunet clause on their proposal I think there needs to be a sunset Clause to where it needs to come before the voters again and to justify what's what's occurred uh to to make the case and the third is it it it um stripped the Council of their ability to appropriate those funds uh the only role of council would be to choose members of a board who would composed of leaders in the nonprofit Community or I guess others that that would then alloc that would then appropriate the money uh I don't think that that that should ever occur and so uh I think that we have we would have the ability to appropriate the money on an annual basis now it would have to fit within those categorical areas that would be def that would be stated in the uh the ballot language for for what would be a referred measure just follow up real quick so if there's excess monies you said appropriate to those appropriate the agencies and if there was excess would it just roll over to the next year and then would we ever be able to use those funds for other purposes you would not be able to use those funds for other purposes now they they you know they could be broadly defined and I think that council member Lawson well expressed that um there are a lot of mental health issues that are law enforcement related uh in other words you know that that um that actually uh could go into the department that would I think divert law enforcement away from doing mental health related issues and and to and more and be have them more focused on uh deterring crime uh and so I think it's uh I think it would be you know when we talk about uh reform forming the Aurora Police Department uh and and not having incidents as we've had in the in the past where were uh police uniform police officers or addressing a mental health uh uh episode uh and and escalating that unnecessarily by virtue of their presence that to be able to fund those positions for mental health professionals to address those issues uh so I think it's absolutely important uh and then again to get our uniformed officers focused on what they the highest and best use of their training uh in terms of of again combating criminal behavior um and also I think that um council member Lawson um well discussed the uh the you know what what can we do in terms of Youth violence prevention I think that's an important issue um and so it could be related to that are things that could be related to Appropriations that we in currently do to support say aural mental health and their activities or other nonprofits and their activities that we currently spend that would provide relief in our general fund budget uh towards those programs uh and be able to address things like our Capital needs or or like other operating uh budget priorities mayor council member council member else thank you um I I actually have a really big problem with the co-responder piece being in here at all I don't think that one it's a city program I don't think that it should be something that is going to be put into an ordinance especially because the reason that we passed this cahoot style pilot was because the intent is to move away from the co-responder model to a non-p police Centric model and so tying this back into to an ordinance automatically brings policing back into the system of mental health calls and also Aurora mental health has that contract so having something that is a city program that is specifically contracted with the organization that is also sponsoring the ballot initiative I think it's not a great look um I won't support it with the co-responder in there I do not want to bring in more money to put more funding into a police department for a mental health program that we voted on a pilot to move away from um I think it's in poor form and if this pilot doesn't work out and the co-responder program is the better alternative of the two once we collect that data that's fine but to to mandate it and tie it into this specific ordinance or this ballot question um is really problematic for me because if it turns out which is what I anticipate what the data shows is that this this other nonp police model is going to be the more um sure the more effective one then we stuck with this and also our current co-responder program is also pilot funded the city has yet in its third year to actually invest City dollars in it so that's something that we as a city um would need to do but I don't want to tie the hands of the city from being able to decisions based data that we collect following the pilot please I'm sorry if I I'm sorry if I spoke out of turn um I was not I just used that as an example if you look at what the ballot language is and what the three categories I don't specifically mention the co-responder program I just mentioned that as maybe a funding program that we could fund as well as your Cahoots program but never I'm sorry if I misspoke to you and to everyone I wasn't saying to put that into the ballot language okay well maybe I'm confused because I've looked at the backup and it does have in here um co-responder program for mental health professionals to assist First Responders at multiple points in the ballot language okay I think let me just say um council member H can I just speak really quick mayor I mean the ballot language has to definitely be tweaked and it has I'm just bringing this forward um just to see if there's an interest Council this has to be worked out the ballot language and all of the feedback is going to be important this language I I'm just using that as an example but this doesn't mean that this has to be the language I think just and I will I'm just not supportive of it at all with that language let me just say council member Hils has a a very good point and and the point is this that you really you have to be really Broad in the language for the referred measure and and that's certainly intent of council member Lawson because the fact is that um best practices change and so if you have something if you've basically ensconced uh a um what was best practices at a point in time and it's no longer best practices you're really because of that bid like langage you're forced to fund something that you may no longer want to fund uh now uh it there's no I I suspect that the way this will be written that um it's somewhat fible to the extent that you just have to spend it on those respective areas it could be that in one year one area is the priority uh in then the next year all the areas of the priority so it can change but you are limited did uh once that because of the B you will be limited by virtue of how the ballot language is written right and I would just say I think there's a way to to to be more broad but then also tie it to mental health so it could be something like you know mental health responses to 911 calls that doesn't necessarily mean that it's a police response or a fire response or a clinician response it's just whatever response it is that comes to 911 and however that that comes to us or or through the crisis hotline anything like that it's just but that program you know this Council put a lot of money into that and also the mental health director position specifically to start looking at these things and so tying funding to a specific program that we've already made a commitment to evaluate moving away from um you know however that turns out is is just not not something that I can get on board with good mayor Kaufman may I just make one quick point of clarification then I'll turn my mute back on this is Debbie Stafford I am not here speaking on behalf of aora mental health I'm not stating that Aurora mental health has a ballot initiative move for moving forward I am here as chair of caring for Aurora the board of the Aurora Mental Health Center has not made that decision and so I really want to be real clear that that is not I was not dis this whole thing was not discussed with me until yesterday so I was just asked to come on and give some clarification so I just want to say that you did say you did say that I'm sorry are Aurora mental health so I don't want any Mis yeah thank you for that I just don't want any misunderstanding because I think that we all agree the good of the city and the good of mental health uh programs and helping our our residents is much more important than politics and so what we care about is getting the job done however that happens thank you further comments uh May council member Johnson thank you mayor um thank you council member Lawson for bringing this forward and getting a pulse and for for Debbie your all your work on this um as as some of you may know before the pandemic hit I was very much in favor of this going on last year's um ballot I've actually since then and I recently met with healthier col colado I have a I have more concerns um before I used to look more of like the parallels of what Denver for um caring for Denver did Denver is a city and a County right when I met with healthier Colorado um I asked if they talked to Tri County if they've had those those formal discussions with the counties as we all know rapo County had a $200 million ask of the the voters a couple years ago for the jails which will probably be retooled and and somehow but for me a lot of the Crux of it is like what are you doing for mental health services in the community and right now I just feel uncomfortable going forward when those when we those formal discussions before the commission before triny County Health have not been held and we literally an hour ago had an $8.5 million revenue or um deficit almost 20 million for roads and then I see with the B ballot title 16.2 for this would be collected and how strategic and how we wanted to really get all of this I know there's been polling done however I'd say a lot of Voters don't know that the city doesn't formally provide I mean we do that with marijuana money and we've allocated millions of dollars toward mental health but if you get a question like do you support it yes if the question might be like you're roads or other areas will not be funded because of this and given the choice what will they say then so I know we don't have to give an answer now but I just it's not it's not a statement on my support of Mental Health Services but just a lot of concern with our current climate of putting this on the ballot right now given that those other avenues um have not been addressed further discussion yes mayor uh two at once uh May mayor oh just real quick I I do agree with council member Johnston that um definitely you know mental health being a serious issue but I'm concerned about the having the tax on the ballot and and then the inability to deal with you know future ballot initiatives for transportation or anything like that so um I not comfortable with it right now the way it is okay further discussion mayor uh council member kums um so I had a couple of questions well or so one question is more about the governance so um Debbie you had mentioned the governance a little bit mayor you said you wouldn't support anything that's not just the council I guess I'm wondering what specifics have been discussed and how might we um come to some sort of compromise where there is community input into how these funds get allocated and how these programs operate without turning it over completely to the Aurora mental health Foundation board which I agree um you know is not necessarily a good move okay council members uh council member kums council members are always subject uh to receiving input from their constituents uh we can always do things for outreach uh to bring in uh recommendations uh um in fact when when I served on the human relations commission back when the Earth was cooling uh we used to um actually we would make recommendations to council uh in terms of uh who would be a we would we get an allocation of money from Council and we would literally make decisions on what nonprofits uh uh who were doing Social Services work in the city received funding uh but of course it was Council would have to affirm that but um there are lots of mechanisms whereby we could get input from uh citizens and from nonprofits without surrendering our Appropriations Authority right so sorry I have another question as well but so my question is can we talk about doing maybe some kind of an advisory committee or something like that specifically focused on these program absolutely and so then my other comment is just around the idea that eight or 16 million might be too much um for the needs that we have I think that that's really unrealistic um I understand the other concern about other needs and balancing multiple needs but the idea that6 million would be too much to cover mental health needs or that even $8 million would be too much to me just ignores the scope of this problem and the reach of this problem into so many different aspects of our in our lives so I I understand that we have to be strategic and thoughtful about what amount of funding we ask the taxpayers to contribute but I think that this is a problem that could easily uh use 16 million a year to effectively address because I also want you to reflect on are sales tax bases and that we have U different needs that may go P pile on top of that and uh where at at what point are we no longer competitive in terms of our Sal space that sorry I I do want to just also mention I forgot to mention this around the sunset I totally understand why that would be important because it helps people to understand that there can be accountability um but if we're going to do that I think we should do it for more than five years only to give kind of a proof of concept it can take time for the impact of programs like this to be clearly demonstrated okay um Miss Stafford yes thank you mayor Kaufman I just one point of clarification a ro Mental Health Center would not be the board they wouldn't have any authority over it it creates a separate nonprofit entity if the language we had proposed would have moved forward it would have created caring for a members of city council would apport the bo or would actually appoint the board members a mental health had no nothing to do with that I just I I fear that award mental health has been labeled with something that was much bigger and Beyond them I just want to be real clear thank you further discussion mayor um CIO yeah no I um thank you for touching on that Debbie because I I was just going to say my understanding is that I mean this has been a proposal um over a couple of years a broad Coalition of folks so I am not so much concerned with um I guess the process of how implemented and you know we have Denver as a model in terms of um how this you know board would be would function um I just I guess I wanted to since we're like just talking about kind of temperature where we're at I support Mental Health Services um I am open to um letting the voters you know to putting this on the ballot but for me um I think you know there there's just so many competing needs it's hard for me to conceptualize that there's going to be such a narrow Focus um just on Mental Health I and I've I've spoken to you know Debbie um and Folks at healthier Colorado about this um to explore the idea of a greater Nexus between other issues impacting mental health like um development or you know just you know I want people to be taken care of with their mental health but I also they need a place to live right so it's like you know uh cart before the horse kind of thing so um I'm definitely um not not a firm no I'm definitely open to seeing how there might be you know different language um here to create a a greater Nexus you know Debbie mentioned the stakeholder meetings that I've been having with businesses along KFA and I mean they're they're they're struggling right but not not just because of covid but of the secondary and tertiary impacts of you know a community um experiencing hardship and poverty over time and we've you know experienced a lot of folks um experiencing homelessness and there are so many reasons why that would happen and I think mental health is one of them um but there are so many other reasons too so I guess I just like to explore a greater Nexus to other issues because it's it's hard for me to um conceptualize it as just one issue so I know we've had those conversation I'm still um want to follow up with um you Debbie and you know healthare Colorado staff on on working through that a little bit more just to see what we can explore so that's where I'm at okay further discussion well mayor can I just say some just some council member lawon just some ending words I appreciate all the feedback and um again this was just taking a temperature council member Mario I do agree you know having stable housing um that improves mental health so that was kind of one of in in the broader category um I guess we have some feedback um it doesn't look like there's a real interest in this um so I just really I I mean I guess I'll make further decisions of how to pursue but it doesn't like there's really an interest in doing this but I do appreciate everyone just looking at the recommendation um again this is something all of us have we concerned about I thought that this might be a good time to do this for 2021 um because it has been some polling has been done on it and there seems to be a real need in our community so thank you to everyone for listening and providing the feedback I really appreciate it further discussion seeing none I want to thank everybody sorry counc I keep getting double muted so I have to unmute my headset and uh WebEx sorry um yeah I just want to point out a comment in the chat uh from council member kums uh counc lson that to clarify she does support this um I'm also supportive of the general idea I just want to make sure that it is in sync with a lot of the other initiatives that we have rolling obviously our youth violence prevention efforts and things of that matter um so I think that what I'd like to see personally is you know taking some of this feedback and coming up with like coming back with like a cleaned up version so that we can discuss it a little more in the future very well further discussion uh seeing none I want to thank everybody for their hard work and and the city C Council workshop for Saturday February 20th 2021 is adjourned all right have a great week get along with each other and put away our problems whatever it is you just need to forget about everything and just have a good time here or night it's it's really not simple it's really that simple just have a good time here T night it's really bad simple just good it's B simple just good the night it's really that simple really that simple [Music] [Music] good time the night just a good time here the night [Music] [Music] [Music]