The most pressing topic of the meeting was the extensive discussion on the police department’s staffing and budget challenges. The police chief presented the 2025 police budget, highlighting the department’s mission to enhance community quality of life through compassionate and professional service. The chief outlined the department’s structure, including the roles of sergeants, investigators, community service officers, and patrol officers. Notably, the department is currently operating with four vacant patrol officer positions, limiting its capacity to effectively serve the community.

The chief proposed adding a deputy chief position to help manage critical incidents and improve communication with the community. This role would alleviate some of the burdens from the chief, allowing for more effective management of the department. Additionally, the chief suggested hiring two more patrol officers and a crime analyst to provide immediate data support, improving response times and operational efficiency. The need for a mental health crisis unit embedded within the police department was also discussed, aiming to allow crisis workers to respond alongside officers, potentially de-escalating situations that might otherwise lead to forceful engagements.

The chief presented a recruitment video aimed at attracting new officers to the department, emphasizing the genuine enthusiasm and camaraderie displayed by the current officers. Efforts to engage with colleges and promote the community service officer (CSO) position have led to increased inquiries, and the restructuring of the field training officer (FTO) program has expedited the training process for lateral hires, making the department more appealing to experienced officers.

The discussion also covered the significant increase in calls for service, highlighting a rise in crimes against property and quality of life calls. The total number of calls for service increased from approximately 9,967 to 11,594. The chief expressed pride in the department, noting that officers have continued to work overtime when needed, but acknowledged that this practice is unsustainable and contributes to officer burnout.

As the conversation shifted to budget highlights, it was noted that personnel expenditures had increased by $346,000, primarily due to salary projections and costs associated with the officer in the Bureau of Criminal Apprehension (BCA) unit. Contractual services saw a significant rise of $667,000, reflecting the need for vehicle repair and maintenance, which had previously lacked a dedicated budget line item.

The city manager discussed the budgetary challenges faced by the council, pointing out that personnel costs were the primary driver of budget changes, even though there were minimal increases in full-time equivalent positions across departments. The budget’s focus remained on maintaining tight controls in expenditures while managing rising personnel costs.

Another topic was the Community Development Department’s budget and operations. The department’s responsibilities include staffing various commissions and committees, managing park facility rentals, and overseeing city events. The department issued approximately 1,800 building permits last year, with around 700 issued year-to-date, along with various specialty permits and business licenses.

A budget overview revealed a $34,000 increase, or a 15% rise from the previous year, attributed to personnel expenditures. The department’s critical role involves analyzing development proposals, managing park facility rentals, and overseeing city events like the Autumn Arts Festival and Music in the Park. The staff’s performance was praised, with specific recognition given to members Sarah, Chris, and Mai for their effectiveness in managing workloads and maintaining smooth operations.

Questions arose about the department’s capacity to handle its workload without a Community and Administrative Services Director, a position vacant since 2021. A suggestion was made to consider contracting a grant writer initially to assess the feasibility and need for a full-time position in the future, potentially alleviating some of the workload currently faced by the department.

The meeting also touched on the Economic Development Authority (EDA) budget, focusing on the design manual and facade program. The design manual is expected to be completed in about a year, and there was discussion about the potential interactions between the design manual and the facade program. The possibility of collaboration between the Arts and Culture Commission and the EDA, specifically regarding murals as part of the downtown facade program, was also explored.