[0:12] Recording in progress.

[0:16] Okay. Can everyone hear me? Well, I want to welcome you to our inaugural

[0:26] state of the city address. It's been an honor this year for me to be your mayor. I only

[0:32] have a couple of meetings left as your mayor, and I felt like before I left my post, I wanted

[0:40] to tell you about our accomplishments and have you meet our leadership team and learn

[0:47] about some of the things that we've done this year and looking forward into 2026.

[0:53] We're delighted that you're here with us tonight, either in-person or live streaming online.

[1:00] And we're going to take a journey through 2025 and look what's on the horizon for 2026.

[1:08] and I have to say that none of this happens in a vacuum, obviously. We had a lot of hard work from our staff this year.

[1:20] We've had a lot of great feedback from our community. Our residents, thankfully, are very engaged with our work here at the city.

[1:31] And I want to say that the City Council work together really well this year, worked hard collaboratively, and I give all of my colleagues a lot of credit.

[1:44] Tonight I want to review our accomplishments and remind you first who's on the cat.

[1:53] Well, here's our agenda. Sorry, I should have had that up.

[1:56] Here's how we're going to walk through the evening.

[1:59] I'm going to give a little overview.

[2:01] I'm going to talk about some of our achievements,

[2:03] and then each of our department heads are going to address you.

[2:09] So just a reminder of who's on the council,

[2:12] and we all serve four-year terms.

[2:17] Myself and Vice Mayor Juan are term expires next November,

[2:21] and then we have three council members, Diaz and Nia,

[2:24] and Tillman, whose terms expire in November, 2028.

[2:32] And we just, as a reminder, we set the policy for the city,

[2:36] the city manager reports to us,

[2:38] and then everyone else reports to the city manager.

[2:41] And our city manager will go over that in a moment.

[2:45] And then you may or may not know that we also serve

[2:49] on a lot of local and regional boards

[2:52] and committees representing the city of Clayton.

[2:56] including the Budget Noted, our City Sponsored Special Events Committee,

[3:01] the Library Foundation, Trails and Landscaping,

[3:05] more regional committees, our A-Vag, County Connection,

[3:10] East Country Cost to Habitat Conservancy,

[3:13] the League of Cal Cities East Bay Division,

[3:16] the Mount Diablo School District, and TransPAC,

[3:19] which deals with transportation issues throughout our region.

[3:23] And

[3:27] then I do want to talk about accomplishments for 2025 and we knew going into this year that we had a lot on our plate.

[3:43] And we had a lot of important items that needed to be addressed. I think we've gotten to many of those including staffing, passing a new budget,

[3:54] getting projects like climate act and our housing element over the finish line. We've had numerous

[4:02] in-depth discussions about the city's needs, staffing, infrastructure, capital improvement,

[4:09] projects, roads, and those discussions are still ongoing. We're going to continue. We started in

[4:17] In August, we're going to continue the discussion on November 18th and then again on December

[4:22] 2nd.

[4:23] We're talking about different revenue options and what makes sense for our city.

[4:30] We also wanted to be sure to honor those in our community who have contributed to the

[4:36] health and well-being of the community.

[4:39] And these are people that are often under-recognized and their Fiona Hughes comes in on cue because

[4:47] As I'm talking about unsung heroes, we wanted to honor people on a monthly basis who have not been recognized nor seek recognition.

[5:00] And so our monthly unsung hero program is something I'm very proud of. And in fact, our next unsung hero group on November 18th, who will be honoring for the month of October, is Clayton Valley Village. So thank you for being here tonight.

[5:18] But before I get to the list of accomplishments for this year, I'd like to take a moment to thank our city manager, Chris Loftus. He joined us in September 2024. And I want to thank him.

[5:31] for his leadership, his steady and measured approach to our city's current and future

[5:39] progress for building an amazing leadership team at City Hall for his straightforward

[5:47] approach in getting the job done and for his wonderful sense of humor.

[5:52] He's a really funny guy. If you don't know that, he's very funny.

[5:55] It's been an honor for me to work with you, Chris.

[5:58] and this entire year, I want to thank you for your leadership.

[6:03] So without further ado, let's get into some of the work that we did this year.

[6:09] And this was the city's not only, or were we tasked with passing an annual budget,

[6:16] but it was the city's first two-year budget for 2025-26 and 26-27.

[6:22] We also finally completed the six housing elements, and it is currently at HCD for approval.

[6:31] There have been some modifications that need to be done, but we're on like the one-yard

[6:37] line.

[6:38] We've completed the climate tech project, and you may have seen my column in jail blog

[6:44] Gazette this month talking about this project two years in the making, $2 million.

[6:50] We borrowed from the California Energy Commission at 1% interest, and it was really an all-encompassing project converting our lights to LED solar array panel, which you may have seen behind the maintenance yard, EV charging station, which you see out front in the library, all new HVAC systems and irrigation controls.

[7:13] So, it was an upfront investment with long-term rewards, and our city manager will talk about that in a little bit more depth.

[7:24] We also had very successful city-sponsored events this year, eight concerts on the grove, fourth of July parade, classic car show and our Hispanic Heritage Day event.

[7:35] These, again, go to the heart of who we are, right, community engagement, bringing people

[7:41] out together so that we rejoice and we celebrate, we get to know each other, maybe in a different

[7:49] capacity, and we've had great attendance at all of our events this year.

[7:53] We've also renewed our collaboration and partnership with the Clayton Business and Community Association,

[7:59] information, something that had not been done, and we've been having regular meetings with

[8:05] the leadership, CW, particularly. We've got a big event on Saturday, December 6, holidays

[8:14] in the Grove that we're doing together, and we're very excited about that. We were also

[8:19] able to, there was a passage of the geological hazard abatement district assessment. This

[8:27] is, and again, our city manager is going to talk about this a little bit more in-depth,

[8:31] but really the previous assessments were not enough to do simple maintenance, repairs,

[8:41] and build any kind of reserve.

[8:43] And so thank you to those who voted aye.

[8:46] It did pass earlier this year, and we're really going to roll up our sleeves and get that

[8:52] work done in 2026.

[8:54] The City Council also participated in a good governance training session, which I think

[9:03] was good for all of us, whether you've been on the Council a long time or a short time.

[9:08] It was a good reminder, and we had some great facilitators from League of Health cities.

[9:14] The City of Clayton also was the host of the mayor's conference in April at Oakhurst Country

[9:20] Club.

[9:21] It was beautiful, it was well-attended, and this is when all 19 mayors from the county

[9:26] come together and meet, and we were honored to be hosting that this year.

[9:32] We talked about the Unsung Hero Program, also do the right thing, is another program

[9:38] that is honoring students from Mount Diablo Elementary and Diablo View Middle School.

[9:44] and you can see or do the right thing character traits behind me.

[9:52] We also partnered with the parent faculty clubs from both of those schools.

[9:57] They helped us raise money over the summer.

[10:00] Councillor, at concerts in the grove. We recognize local business, anniversaries, Capigew, turn 20 this year. We have some new businesses opening this year, but we always want to celebrate folks in the business community who've stayed here and contribute to our community in so many ways. And in fact, next week, Vinny's talk area is going to be opening in the former Skylar bistro location.

[10:29] I also hosted two coffee with the mayor events in order to connect in a deeper way with

[10:37] the community one-on-one.

[10:39] And we addressed a street light fund structural deficit through our LED light conversion.

[10:46] We're saving money by using LED lights instead of what we were using before that.

[10:53] And I just want to say one other thing, in conjunction with our own LED light conversion,

[11:00] our city manager and I who met with PG&E over the summer informed us that they,

[11:07] because they own 300 street lights themselves in our city,

[11:11] have also begun the LED light conversion of their own street lights.

[11:15] And we were surprised that that was happening and it's not a partial, it's a full conversion.

[11:20] So again, more savings for us, and really helps with our climate action goals.

[11:28] I would say that concludes accomplishments.

[11:33] I'm going to come back at the end of the program.

[11:35] And then after we conclude, we will stay behind to answer your questions.

[11:40] But at this time, it's my honor to introduce our new Chief of Police, Jeremy Krohn.

[11:54] Thank you, Mayor.

[11:54] It's a pleasure to be here with you this evening, so this is a great opportunity to share with you a little bit of what we've accomplished in this last year and some of the ongoing projects that we're undertaking and then kind of what the future looks like a little bit, so I only got one slide, so it's okay we'll be all right, but I'm going to share some some information with you here.

[12:20] So, state of the department, current staffing, we have two professional staff and 11 allocated sworn staff, so a total staff of 13.

[12:32] Currently, we have 10 sworn personnel active, myself, four sergeants, five officers, and we have one opening right now.

[12:42] Officer activity and calls for service, so we always, one of the things we do is in measuring

[12:49] our either effectiveness or what's going on in the community, is take a look at what

[12:53] are our officers doing on a daily basis. So this is just to give you a little bit of comparison.

[13:00] This is 2025 numbers year to date, so obviously we saw it two more months ago, and I'll compare

[13:05] to 2024 just to provide a little bit of perspective.

[13:09] So total incidents in 2025 are 3,792 incidents that we've handled.

[13:17] In 2024, we handled 3,900 incidents.

[13:22] So we're on track right now to handle more calls for service than we did in the previous year.

[13:28] Reports, police reports, this year we've taken 379.

[13:32] total in 2024 we handled 377 arrests this year we have 121 arrests last year we

[13:42] had 102 traffic stops we've conducted 811 traffic stops this year last year

[13:50] we in total conducted 442 traffic stops traffic citations this year 389 and

[14:00] and last year 526.

[14:03] So what you're seeing there is our officers are really out there in the community.

[14:09] We're have a push to be more proactive and to address the needs of the communities,

[14:15] particularly when it involves traffic related concerns, which is one of the biggest concerns

[14:20] here in the cities of Clayton.

[14:23] Last year in review, so a couple of things that we focused on this last year, and I've been

[14:30] here since June, so I've been here for one and a half cups of coffee so far, but a

[14:36] couple of things that we've focused on. Obviously, I joined the department and it's been

[14:40] a pleasure to get to know the community and to work with the staff throughout the city,

[14:46] as well as the staff within the police department. I really couldn't ask for a better place

[14:52] to work. This is a very unique community and a unique city that I take a lot of pride

[15:01] So, we focused on career development. We believe that that is critical to not only the service of the community, but also the development of our people, that they have the opportunity to develop both in the profession and as individuals. So, one of the things that this was actually started just before I got here was the rotational administrative sergeant position. So, the administrative sergeant rotates through the other sergeants.

[15:29] done on an annualized basis, that gives everybody the opportunity to exercise leadership

[15:34] overseeing projects and programs.

[15:37] We've just added two additional field training officers.

[15:42] We've also created a training request and tracking process to align with professional development

[15:49] goals of both the police department and the individual officers, that's something that has not been

[15:55] here prior.

[15:56] We've instituted agency orders, which include department directives and personal orders.

[16:02] That allows us to institute policy and practice and directive changes within the police department

[16:09] to be able to track those accurately.

[16:12] It also gives us an opportunity to assess those.

[16:15] We do that on an annualized basis and see if they need to be incorporated into department

[16:19] policy.

[16:21] We've instituted major accommodations and awards.

[16:24] This is the first time in the history of the Clayton Police Department that we will be presenting metals of honor to our police officers for their courageous acts within the community and very proud that we're initiating that.

[16:37] We've also adopted a Sieges compliant communication for confidential information internally within the police department.

[16:45] This was previously done through other means that were not secure and now it allows us as a police department to share sensitive information

[16:52] in compliance with DOJ requirements, and we've started an officer recruitment.

[17:01] So we have, for the one position that's open, we started a recruitment and for

[17:07] my understanding, and maybe I'm wrong, but my understanding is we had the highest number of applicants that we've ever had here at Clayton.

[17:14] And so I'm proud to say that we are creating a momentum here, where people want to become part of this police department even more and

[17:22] more than they have in the past.

[17:24] So what have we done in the community?

[17:25] Because that's where it impacts you, right?

[17:28] We've upgraded our flock cameras,

[17:30] so we have a much better technology

[17:32] for all the entrances and exits of Clayton,

[17:36] so that we can get alerts if there's a wanted vehicle

[17:40] or vehicle that should not be in our city based on you,

[17:42] whether it's stolen or part of related to a crime.

[17:46] We get instantaneous alerts on that.

[17:48] That's been upgraded.

[17:50] We've increased our community engagement.

[17:52] We had chief of the day that was done by interim chief mort, which I think was a fantastic thing, and we'll continue to add into the future.

[18:00] Participated in 4th of July, we held national night out right out in front of the police department, which I think was a huge success.

[18:06] The cook whoever was cooking the hot dogs did a phenomenal job.

[18:09] I don't know if I'm sure who that was, October fast, we just had that not too long ago.

[18:14] So we also participated in Red Ribbon Week at Mount Diablo Elementary, where we presented to two different assemblies and are becoming more and more apart of the schools here in Clayton.

[18:28] And then we also had if you or your kids or your kids kids came out to the Trunker treat was a week and a half ago.

[18:37] We were out there with our new Polaris UTV, and we had it all decorated and we actually won the, I guess, the dress-up contest?

[18:45] I don't know, we won something, so that was a lot of fun.

[18:49] We've also expanded our social media footprint, which I think is critical to getting reliable, important, and timely information out to the community.

[18:58] And to give you a little sense of what we've done in the last several months.

[19:03] So, in the last 90 days we've had 55,000 views on our Instagram page.

[19:10] We've had 904 engagements, direct engagements with our posts, and we've increased our

[19:15] follow-up by 25%.

[19:18] So, we're training in the right direction, we're getting more and more information out

[19:21] to the community, and we're seeing that the community is appreciating that information.

[19:29] We've also updated the no-turn signs on Mitchell Canyon Road, which is a school safety thing that's safe for us to school things.

[19:35] So they now more accurately align with the times that the school is getting in and out, and allows us to appropriately enforce those violations.

[19:47] We've revised our alcohol permit process.

[19:50] So if you're having an event in the city and you're using a city facility, or you're doing some kind of special event,

[19:55] then it's a much cleaner, direct-

[20:03] We've also revived our participation in regional enforcement efforts. So over the last several months, we've been participating in regional stolen vehicle and traffic enforcement efforts, and we're seeing that that participation is paying off. The big payoff for that is when it comes to our area, because it rotates throughout the county, throughout the year. That other departments in the region are seeing that we're

[20:29] We're also participating in their events, and they'll be happy to come over here to Clayton and help us out when we have those things.

[20:38] So I'll wrap up with upcoming projects and initiatives.

[20:42] We'll be implementing a scheduling software that integrates with the existing payroll.

[20:47] This is a really important step for our department internally.

[20:54] In the past, we've been basically using an Excel spreadsheet and calendars.

[21:00] And as you can imagine, it's a little tough to track over time, right?

[21:03] So we're increasing that level there.

[21:07] We'll also be providing tow releases on the weekends.

[21:10] We currently did not have that capacity to if somebody had their vehicle towed.

[21:14] They wanted to get it out of storage or get it released from the police department on the weekends.

[21:18] We did not have that capacity to do that.

[21:21] And that will be happening very soon, so that way nobody's going to be delayed on the weekends or holidays of needing to get their car out if they need to.

[21:29] We'll also be submitting a grant through Homeland Security, and that's going to be focused on increasing our capacity through equipment for community safety and for investigation purposes.

[21:43] We'll also be focusing on leadership development upon all aspects of the department.

[21:49] And also increasing, you'll see an increase in our department-driven community engagement.

[21:54] So, appreciate your time.

[21:56] Thank you, obviously I'll be here and available afterwards for questions when that time comes.

[22:02] So next, Craig, please.

[22:11] Thank you, Chief Cron, tough act to follow.

[22:14] Okay, good evening.

[22:16] My name is Craig Chow and senior planning with community development for the City of Clayton.

[22:20] I've been here for about two months now, started on September 2nd.

[22:24] So I'm going to go run through some of the accomplishments thus far this year.

[22:29] Yeah, I actually got to work.

[22:31] The Oakhurst Country Club noise abatement agreement was completed.

[22:35] We have done 56, we have initiated 56 code enforcement actions.

[22:40] Now, Jason couldn't be here tonight, couldn't enforcement official.

[22:44] he is coordinated closing 42 of those already.

[22:49] 65 building permits have been issued,

[22:51] 26 home occupation permits have been issued.

[22:55] We have done a sign permit and two site plan reviews

[22:59] and two tree removal permits and two variants requests.

[23:05] Now as far as the planning goals go,

[23:08] we have quite a few of those developing strong relationship

[23:10] with the planning commission.

[23:12] This is making staff present

[23:14] and being a resource for the Planning Commission

[23:17] and providing clear communication.

[23:20] Now, we want to affirm our roles and responsibilities

[23:22] and memorialize those and policies and procedures

[23:25] so they can carry forward into the future,

[23:27] providing consistency for applicants and staff alike,

[23:31] identifying gaps in planning processes and services.

[23:35] You know, this is going to include things like,

[23:36] you know, identifying antiquated programs and methodologies

[23:39] and maybe technology, things that kind of like,

[23:42] you know, ball things down or causes to duplicate work, you know, making us more efficient, tracking, streamlining our internal processes, and then implementing programs that are just ongoing process improvements.

[23:54] Always want to be improving what we've got, always doing more or less when we're proud of it.

[23:59] Going to complete legislative processes to establish ADU stock plans.

[24:04] Now, maybe you are aware or maybe you're not, that in 2017, the State of California initiated

[24:13] actions for facilitating the development of ADUs, accessory dwelling units, and if you

[24:19] know what that is, it's providing additional dwelling units, independent dwelling units

[24:23] on a piece of property so that we can provide more housing for folks at levels of affordability.

[24:31] Now, much work had been done, but didn't quite get over the finish line, the finish line

[24:36] being, having stock plans, making it easy for people to see how it is to develop, how

[24:43] easy it is to develop an ADU, and then also providing some drawings or designs that they

[24:49] may be able to choose from, or they could just do it on their own, but having something

[24:53] that's ready to go out of the box and be able to, so we're going to finish that.

[24:58] We're going to update our-

[25:00] We have our application and producing applications. So, we actually have fees and services that we provide, but we don't have an application for it. We're going to develop that application. We're going to update our applications. We're going to modernize our applications. A lot of applications are available online, but they you download them and you fill them out, make the form fillable applications. So, you can fill them out online, you can submit them online, and just make it easier.

[25:28] The things that may have been barriers before, for people who either had difficulty or

[25:33] not in the community and be able to come in and make application.

[25:39] Refining the application intake process.

[25:41] A lot of that starts from the very beginning, the soup to nuts, right?

[25:44] This is basically, you've got an idea, or if someone wants to, maybe they want to develop some houses,

[25:49] maybe they want to develop a mixed user.

[25:51] I don't know, but it starts with an pre-application meeting.

[25:54] coming in, getting the right information from us, figuring out how long it's going to take them.

[26:01] What the actual investment is going to be in it being a process that they can rely on.

[26:07] So we're going to be able to lay that out for them.

[26:10] We're going to have informational brochures, staff available, but

[26:15] then something that we can actually chart out, okay?

[26:18] And so that's like the pre-application meeting, like I said,

[26:21] that creates the blueprint, stack, carry the forward,

[26:24] but then it also we're gonna have concise communications.

[26:27] So we don't have to go back and forth.

[26:29] And, you know, because you lose a lot of information

[26:31] that way, don't you?

[26:33] You know, or the gaps in time,

[26:35] and then, you know, things just get messy,

[26:37] and then people understand, yeah, we're gonna fix that.

[26:41] Develop systems to capture and reimburse expenses,

[26:44] you know, development projects.

[26:46] Now, you know, like the free application meeting, you know,

[26:49] that's just one example.

[26:51] So, for instance, we spend a lot of time talking to people, you know, we need to be focused on, you know, doing the project reviews that we have in front of us, but we also want to be responsive.

[27:00] You know, we want to be responsive to everybody, and that could be potential, you know, that could be property owners or folks that say, want to do any of you, but that takes time.

[27:08] You got to get information from, you want to make sure they get in the right information, but we're not getting reimbursed for any of that time.

[27:14] And it's probably not too much to ask if we get reimbursed for some of the time and

[27:18] that, you know, for the information that people get.

[27:25] Realize some of the review elements from the building and disowning.

[27:29] If you haven't listed our code lately, you know, we have like two primary sections.

[27:33] Now three, we've got 15, 16, and 17, and 15 is this building section.

[27:38] And the building section has got some elements in there, like EV charging stations and

[27:42] regulations that we have for trees and like removing trees and making sure the trees get replanted and but these are things

[27:49] They're also elements of development and when you segregate them off into another section of code

[27:54] It's like do I need a land use process do I need land use to do something like that, you know

[27:59] I'm just gonna make applications will actually that's part of a larger process. Yes, you do and so we're gonna

[28:05] You know consolidate that we're gonna yeah more of a unified development code in our zoning section

[28:12] And then reviewing update in various municipal code.

[28:16] So that's part of it, but also we want to reflect best practices and

[28:20] we want to make sure that we're staying up to date with legislative changes at the state level.

[28:25] So if they're to plug up either like loopholes or

[28:33] things that remain up to being reimbursed for, we can change that in our code.

[28:39] So I think that is about it for me, I know I talk fast but I don't want to take up all the time, but I, like Jeremy, will be at the back of the room, able to answer any questions that you may have at the end.

[28:52] Okay.

[29:05] Thanks, Craig.

[29:06] My name is Dennis Pazanich.

[29:07] I'm the relatively new administrative services director here for the City of Clayton.

[29:12] I started the city back in the middle of April and started out as a management analyst.

[29:19] I've worked.

[29:19] This is my first city I've worked for.

[29:20] I've worked in county government for 25 years and so this is really great.

[29:26] It's also close to home.

[29:27] My wife and I just live over in Turtle Creek and so we're very close by and we've enjoyed

[29:32] Clayton for many, many years in participating in many events we eat dinner here regularly and so we feel like we're a part of this community as well.

[29:41] So it's really thrilling to be able to work here so close to home.

[29:44] So I just want to talk to you a little bit of the things I'm working on.

[29:48] So as the administrative services director, I oversee HR, budget and finance, IT and whatever else, Chris doesn't want to work on that day.

[29:57] And so it's um

[30:00] Pretty simple and key to be busy. One of the things we're working on now is contracts and our procurement processes. We have about a $6 million budget in the general fund. And we've got about $1.6 million with the contracts. And when you think about that, that's the second largest part of our budget, other than personnel, which is about $4 million. So it's a big, big chunk of what we do. And so to have contracts

[30:29] that are kept up in terms of the price, and the price is correct, making sure we're managing the outcomes of those contracts effectively is a big part of what we're trying to do now, because when contracts get out of control and we're not monitoring the expenses and the charges, we run a real risk of having a hole in our budget, so it's a big, big part, and so we're doing a lot more to look at contracts, and there's going to be a number of changes coming in the next several months.

[30:59] to really help us more effectively manage those contracts.

[31:04] We're also putting things out to bid more.

[31:07] There are, we have some contracts that have been, it's been a couple minutes since we last went out to bid for those and

[31:14] try to get some better pricing on those from then what we've had in the past.

[31:18] So stay tuned for that, especially if you're a local business owner and

[31:22] you're a supplier or if you provide a number of services that we're looking for,

[31:27] We'll be opening those bids up, and it's always nice to have local participation in those bid processes.

[31:33] Another big part of what I spend my time on is really monitoring and making adjustments to the budget.

[31:41] I work with the Financial Sustainability Committee, the Citizens Financial Sustainability Committee, as well as the Council's Budget and Audit Committee,

[31:49] regularly updating them on our processes, what we're doing, what we're finding, what's

[31:54] going on with the budget, what's going on with our investment policies and our investments

[31:57] themselves. And so that really is probably 75-80% of my time is working on the budget.

[32:08] One of the things that you should know is we're preparing for in two weeks. We'll have

[32:14] of the audit team here on site doing the audit.

[32:18] It's our annual audit of the year

[32:20] that just closed on June 30th of 2025.

[32:24] We have a full audit team that's been working

[32:26] actually for several months now,

[32:28] looking at all the materials up to now.

[32:30] This is kind of the final visit

[32:31] before they begin to put together their final report,

[32:33] which we expect to receive somewhere in February,

[32:36] probably of 2026.

[32:40] And we're looking forward to that.

[32:41] that it's always a good indicator both of the things that are going well and things that are working well as well as things we continue to shore up and to make our processes more transparent so that we build trust with the community.

[32:58] Another part, a big part of what I do is work on project management, it seems as though today everything's a project but one of our big projects right now is working with our maintenance staff

[33:11] to develop weekly work plans with them on Thursday afternoon.

[33:15] We sit down for about 20 minutes

[33:18] and we go through what did we accomplish the last week

[33:21] from the list we had.

[33:23] We check those things off.

[33:24] Does this sound familiar to any husbands in the room,

[33:27] maybe, or wives that have the list, right?

[33:31] So we have kind of a similar thing.

[33:34] So we add things to the list

[33:36] and we track those for completion.

[33:39] And so that's a big piece right now.

[33:42] It was my hope that we'd have a public works director

[33:45] to be able to handle those things.

[33:46] And as soon as we find one that will happily pass

[33:49] that particular project along, but in the meantime,

[33:52] we've gone several months without any real kind of planning

[33:57] with that maintenance staff.

[33:59] And so we've felt both Chris and I felt it was kind of imperative

[34:02] that we take a little bit more of a structured approach

[34:05] to coming up with the areas that town they're working on,

[34:07] the kinds of projects that are working on making sure they're timely.

[34:11] Another project I've helped out with is, and so have you may be aware, we was mentioned earlier, the GAD.

[34:19] We have a contractor that has been working up there cleaning out the V ditches up on Killer Ridge.

[34:26] They'll be moving through the rest of the area of the GAD to clean out those V ditches and

[34:30] the water inlets, the stormwater inlets, so that those are ready for winter and

[34:34] Clearly, winter's not waiting on us, but they're working hard to get those cleaned out.

[34:40] And as they do, we're going to be posting pictures online and on social media so we can

[34:44] show you kind of the before and after shots.

[34:46] So those are some of the projects I'm working on.

[34:50] I have a great guy working with me, Skyler, who's eager to learn and has a strong background

[34:57] in project management.

[34:58] So, we're really...

[35:03] And then the last piece that we're really working on, scholars, a big piece of this as well, we just don't have a lot of policies. And if we do, they're really old. And there's kind of like nothing worse than not having a policy. The only worst thing is having an old policy that doesn't make any sense anymore. And so everything from travel policies, trying to figure out how to get training done.

[35:26] And all those pieces were having to rebuild a lot of that stuff from scratch with all the transitions over the years,

[35:32] last few years here in the city Clayton.

[35:35] A lot of that stuff has been left untended too.

[35:38] And so I think it's rebuilding that kind of foundational structure of an organization by having those policies,

[35:45] the chief mentioned it as well in terms of the police department.

[35:48] It's an ongoing part of what organizations need to do.

[35:51] And so that's one of the things I'll be working on in the year ahead.

[35:57] So up next is Chris Lathus, our city manager, and he's going to talk about public works because, you know, couldn't buy anything else to do with that.

[36:09] Thank you, sir.

[36:13] So we'll get started talking about some of the things that we all see on a day-to-day basis, maintenance throughout the city, right, and how we can improve that.

[36:21] We've started to enhance focus on our gateways and our medians.

[36:24] You may have seen our crews over the last couple of weeks.

[36:26] They started at Clayton Station and they're working their way down the road to the fire station.

[36:32] And then they're going to tee off and go in both directions to make sure those gateways

[36:35] and those medians are getting cleaned on a regular basis.

[36:38] So we're just putting a new emphasis on scheduling, prioritizing, getting them out to where what

[36:45] we call the hotspots that need to be addressed, whether it be a pothole.

[36:48] that opened up or things that we notice or complaints that we get from the community

[36:53] or council members that we can schedule out and make sure we're addressing them.

[36:59] Dennis has been working on a repair and redesign of the pump system so that our fountain will

[37:04] start working again.

[37:05] It suffered not just one failure or two failures, but several failures.

[37:11] We went into contract to get it repaired.

[37:13] I think we did that two weeks ago.

[37:15] So it's almost done, should be up and running in the next couple of days and not just bandaid fixes, but fixing what's causing the problems.

[37:24] And so we don't have these problems in the future, which is the right way to approach this.

[37:30] So we'll be able to run the fountain.

[37:32] Our goal is to run the fountain more often, not just on random special days, but we're working on a program that the fountain will be running every week at some point.

[37:42] So, everybody in the community loves it, they want to see it, it's beautiful, we need to run it.

[37:49] And so, we'll figure that piece out as we go.

[37:54] The dentist mentioned contracts.

[37:56] We have new contracts for redebatement and tree services, so that one of the approaches

[38:03] that we're taking with our maintenance division is getting people in the right place to be successful.

[38:08] We'll go over the org chart in a little bit, but right now we've got five bodies in our maintenance department and some seasonals to do the entire city.

[38:19] And at one point, they were the ones doing the VDH clean outs and so nothing down here was getting done because they were on the hills cleaning those out.

[38:26] So we're really taking a different approach of what we can contract out.

[38:30] What are staff, their core responsibilities will be on a weekly basis.

[38:35] And that changes throughout the year depending on the season.

[38:38] But looking how they complement each other so that the work is getting done at the right time.

[38:44] And one of the things I'm very aware of is our guys are tired.

[38:49] They're burned out, they're working hard.

[38:52] and they get notice notifications, people in the public will comment to them.

[38:59] This isn't getting done, that's not getting done.

[39:01] They're trying, there's five people.

[39:03] They can't do the entire city with five people.

[39:06] So we're trying to figure out that way and make sure that things are getting accomplished at the right time.

[39:13] I mentioned pavement briefly.

[39:16] We're looking at different ways of, is it contract work, is it equipment that we need to purchase?

[39:20] is currently when there's a pothole they'll get cold patches, if you don't know what cold

[39:27] patches, it's literally cold asphalt that you drop in the hole and you pound it in

[39:33] there.

[39:33] Well, what happens?

[39:34] It doesn't stick.

[39:35] It doesn't have any adhesion.

[39:39] So the next time we have a rain like we have this morning, it blows back out.

[39:42] So we're doing the same work over and over again.

[39:45] It's kind of the definition of insanity.

[39:47] So looking at a way that we can get hot patches with the right equipment so that we can put the right material in there and fix it long term and not for three months, but three years.

[40:00] I'm wondering how we're going to accomplish that. Is that through contract, or is that through equipment purchasing that we can, we can do and have our folks do it? Enhance training for staff in the maintenance division, safety, safety, safety. I didn't inspection not too long ago and I was shocked. And not in a good shock. We need our people to be safe. We want them to be safe. We do not want any work time injuries.

[40:28] obviously, and we want them to go home every night in one piece healthy and happy.

[40:33] So we're putting an emphasis on safety and training and safety, and then also training operations.

[40:38] How can they do things more effectively?

[40:41] Looking at the tools that we have, if we don't have the right tool, let's get the right tool.

[40:47] Work smart, not harder.

[40:51] For a long time, they have felt like there was no support, no money.

[40:55] they have support and there is money, we can do these things.

[40:59] So we're building a relationship with them for them to tell us what they need to be successful so we can help them be successful because if they're successful, we accomplish more.

[41:12] Dedicating faster response to maintenance issues including irrigation, vandalism, graffiti, street lights, hopefully street lights are not going to be a big problem after we do this LED conversion, which will be phenomenal.

[41:24] But by meeting with them weekly and noticing these things, especially vandalism and graffiti,

[41:31] you know, we want that stuff done and removed within 48 hours.

[41:34] The longer it stays, it attracts more.

[41:36] We want it taking care of as quickly as possible and removed.

[41:41] Irrigation repairs is a constant, constant battle that we face every single week.

[41:48] We don't know if it's a pressure-related problem, is it a ground-moving problem, is it a-the system is very old and it's just going to continue to break problem, but we are fixing multiple irrigation breaks each and every week.

[42:04] It takes a lot of time, so we're looking at what the problem is, how we can fix that.

[42:09] But when we have those breaks responding to them quicker because as they leak we're paying

[42:16] money because water is just running, right?

[42:20] So there's a cost associated with it as well.

[42:23] And then I mentioned exploring contracts to help enhance the work that we're already doing

[42:27] and how do we do more.

[42:30] So some projects that are coming up, 2026 Paving Project Repay, we do a Paving Project every

[42:38] other year. We don't have a lot of money so to save money on mobilization we do it every

[42:45] other year so we take one year and the second year and we combine that money to do a larger

[42:49] paid-in project. So the streets that were adopted by council, Mount Arrow, Parkway, Main Street,

[42:56] Marsh Creek Road, Harren Drive, North and Mitchell Canyon Road, Eagle Peak and L Portow. So each one

[43:02] of those is going to get some sort of treatment could be a slurry seal, a cape seal,

[43:07] So, Eagle Peak has a severe crack in it, so that needs to be filled, and that's a little bit more intensive, a repair, much more expensive.

[43:16] But those will be happening probably late summer, 2026.

[43:22] As you know, storms from a few years ago did damage to Cardene Trail, Mount Diablo Creek.

[43:27] We did receive FEMA money.

[43:28] Our current engineer, Larry, is working on that plan to get those repairs done.

[43:36] We just got the money, I think, two months ago or so.

[43:39] So we're moving those forward.

[43:41] Downtown pedestrian project down here, which are rapid flash and

[43:47] beacons and a raised sidewalk, crosswalk on Mars Creek in Main Street.

[43:55] more street and center street and oak and center. The design is done, so it's now scheduling when that work is going to be accomplished.

[44:02] Which will make the safer downtown for all of our events and our kids trying to get to and from school.

[44:09] We have a sidewalk repair project on Pine Hollow, replacing eight flags. A flag is where you see the little groove lines. Each one of those is considered a flag.

[44:19] So we're replacing eight of those that are buckled and they are all caused by city trees, so it's us, we get paid for that one.

[44:29] And then we have a pathway installation project on Mitchell Canyon between Pine, Hollow and Foroaks, again trying to help pedestrians around the school area.

[44:39] There's funding for it and they are about 80% in the planning phase for that project.

[44:46] so that'll be coming probably in 2026 as well. Oh, look, I get to stay here.

[44:59] So

[45:00] We'll talk about some staffing models. We've gone through a lot of changes over the last year. I've been the city manager here for just a year and two months-ish. And we've been through a lot.

[45:14] You can see the three people presenting tonight are all less than a year here. So we have a very new staff, which is great. As I have explained to each one of them, as we went through the interview process,

[45:29] us this is a clean palette and we can paint whatever we want to paint we're

[45:34] starting fresh and we can design and build this together as we go. So a few

[45:40] things that we've done over the last year is we moved from a contract code

[45:44] enforcement position to a city staff person that saved us $20,000. We saved

[45:51] money and we have somebody here five days a week full-time versus two or three

[45:56] So the best part of that is the person who we were paying the company as a contractor we were able to hire him away from that company and he works for us now and he's doing a phenomenal job.

[46:10] We converted the assistant city manager after she left to the admin services director which is Dennis who you just heard from.

[46:18] That's an annual savings of approximately $75,000.

[46:20] dollars. And it's a more efficient way, a more refined approach to the work that he

[46:27] needs to focus on and the stuff that I don't want to do. Converted the contractual engineer

[46:34] to a city staff position, which is the public works director. We've been through two

[46:40] recruitments and we've been left at the altar twice. So we're making some revisions that will

[46:46] We'll be coming up November 18th, kind of just changing some language to kind of broaden our pool of applicants, hopefully.

[46:53] Once we make that change, annual savings will be $100,000 by making that correction.

[47:00] With moving to a public works director, we are able to eliminate the maintenance superintendant position.

[47:06] We also added a senior maintenance worker so somebody, so we can split the crews in half, have somebody with oversight of the crews.

[47:14] use boots on the ground, working supervisor, and that saved us $50,000 in that transition.

[47:24] When I got here we were contracting for planning services, and you just heard from Craig who's been here for a couple of months, so we are

[47:32] escaping the contract consultant realm and having Craig here full time only focused on Clayton.

[47:40] When you have contract employees, they work here, they work there, they work everywhere.

[47:48] So you're not getting full attention, they're working for other jurisdictions and

[47:52] it costs you considerably more.

[47:54] So by moving to an in-house full-time person and Craig will be saving about $40,000 in the contract services.

[48:02] One of the other strategic moves we made was our seasonal workers and our maintenance division.

[48:10] We used to hire from a temp agency, very expensive.

[48:13] The problem with that also, their insurance would not allow them to drive vehicles, and we wouldn't allow them to drive city vehicles.

[48:21] And there were certain pieces of equipment they couldn't use.

[48:23] Couldn't run a chainsaw, couldn't run, get on the back over the skid steer to move stuff around, very limited in what they could do.

[48:32] So we transitioned, they're now employees, we created a seasonal position, we trained them.

[48:37] They can drive the vehicles, they can work, we train them on the equipment, they can use all the equipment.

[48:42] We can then deploy them out versus keeping them in a group together.

[48:47] So we'll be able to accomplish more, we're going to spend the same amount of money, we'll have more bodies, and we'll have more area that they can cover.

[48:56] And then just recently, we created a Community Services Coordinator position to program all of the events that we do here in Clayton.

[49:05] And not only those events, we have expectations that we're going to be bringing more events

[49:11] to Clayton.

[49:12] You know, cities, a lot of cities focus on economic development, right?

[49:16] Bringing money into the city to help support city services.

[49:19] And I always use this analogy, we're not bringing an Amazon Distribution Center or a Costco.

[49:25] None of that's coming to Clayton, right?

[49:26] The big money.

[49:28] Our economic development is people coming here and spending money at our restaurants, shopping

[49:33] here, spending time here.

[49:34] And they do that with concerts, cars, shows, obviously October fast.

[49:41] All of these things that happen within our city, people are coming and they're spending money.

[49:46] And so by adding more complement of different activities throughout the year, driving tourism,

[49:52] here bringing people here, places like NAPA, they're built on tourism.

[49:56] We're not NAPA, we don't have the wine, we know that.

[49:59] but we

[50:00] We can do more, and we have that availability with this position. We had a vacant administrative clerk position, so we're not filling that, so we're just transferring the funding from that position to this new coordinator, so it's cost neutral for the first three years. And then we'll go from there. But with all of those maneuvers, we are moving to having full time staff dedicated to Clayton and saving $285,000. So that is a win-win.

[50:35] So, you probably can't read that, it's a little small sorry, we have 32 and a half full time

[50:41] equivalent positions, we work 27 and a half, you know, oh my God, how did we go up by five?

[50:46] That's the transition from the temporary workers to seasonal, they now count as employees in our books.

[50:55] So, very simply we have, we don't have a large organization, I like to say we have single points

[51:00] of failure and you can see that. There's no backstop. Our admin services director who you heard

[51:07] from Dennis has a project manager and accountant, the community services coordinator, and then we have

[51:12] a part-time person that works at the front counter and helps us with the rentals at parks and

[51:17] the various facilities that endeavor here at Hoier. Chief told you what his entire department is.

[51:24] four sergeants, six officers, we're at five right now.

[51:28] It's got a police office coordinator

[51:30] and then an admin clerk downstairs as well.

[51:33] Public Works Director is vacant currently.

[51:36] Hopefully for not much longer

[51:37] then we have two senior maintenance workers

[51:41] and we're staffed with four maintenance twos.

[51:45] We'll have three, we're making some changes there

[51:48] and then we have eight seasonals

[51:50] and then as I mentioned earlier,

[51:52] back feeling the work with contracts senior clerk she's hiding in the back if you haven't met let's

[51:59] see she's back there she's been with us for about three to two three months about the same time

[52:05] you started right Craig I think pretty close and then we have the senior planner and the committee

[52:11] development technician is kind of a multi-hat role that's our code enforcement officer but also

[52:16] helps Craig out with various things in the planning world and in development.

[52:22] So we are a lean, mean machine, but we're getting stuff done.

[52:27] So what does the future hold?

[52:29] You've heard about the GAD.

[52:33] That's went through the vote.

[52:36] Not infused with money.

[52:37] We're getting the V-titch has cleaned out appropriately this year.

[52:44] We're building on a long-term plan, basically those v-ditches on the hills, the water goes in, runs down, so you're not eroding the hillside.

[52:53] All of those need to be inspected, we know there's internal damage, we know they have to be repaired.

[53:00] We will now have the money to do those repairs, to make sure that the maintenance is done appropriately and that the repairs are made as needed.

[53:08] So really building out a plan for both maintenance and capital improvement, but the first part is going to be the inspection so that we know exactly what work needs to be done.

[53:20] How much it's going to cost us to do that work, and as money's coming in from the tax role, how we program that accordingly.

[53:29] Financial future, the mayor talked about, revenue enhancements, those have been ongoing conversations.

[53:36] So, that will continue those conversations and options with the council and whatever policy they end up with, and it will be up to staff to put that work together, work with the community and start moving in that direction, whatever that may be.

[53:53] Staff development, I've said this a couple times, we've got a green staff, I'm green, a year and some change is not a long time in the chair.

[54:01] So, one of my main focuses is staff development, building a team, creating goals and objectives.

[54:09] We spent a day earlier this week in a three-hour staff meeting which everybody loved.

[54:18] And we recognized 48 areas, 38 items that we need to address in the next year.

[54:26] It's daunting, it's a lot.

[54:29] But they're all achievable.

[54:31] So the next step is to prioritize those.

[54:34] What are we doing first?

[54:34] What are critical needs and start building a plan around those 48 items?

[54:44] So let's see, talked about additional committee events.

[54:48] Developing a city of Clayton Flag.

[54:51] So that came up almost a year ago, as an initial discussion,

[54:56] and we'll be bringing it back on November 18th

[54:59] to move that.

[55:00] That forward, and what that design looks like, and how we adopt a flag, so that discussion is continuing. So eventually we will have, if council agrees, a new city flag.

[55:14] City Hall Communications Plan. How many of you have been to our website? It's amazing, isn't it? Can find everything you need with two clicks, right? No, okay. We are going to pipe bomb the website.

[55:29] right soon, we are going with a new company, eventually we are in the final stages I think

[55:37] that should come at the next council meeting for approval.

[55:40] We have a number of satellite softwares that we use in different areas to run the city.

[55:48] We are looking at migrating to a one system where all of these things are housed in one company.

[55:55] That way, when we need help, we call one company, not looking at all of these different things.

[56:00] Financially, it's a wash, it's simplicity, and it's improvement.

[56:05] Making our website kind of move into the current versus the past, with a ton of different features that will make the community members' lives easier to find information, but it'll also help us.

[56:23] because this system has built-in AI, putting all of our information in.

[56:28] So if you want to reroof your house, I don't know how do you get to permit and you type that in.

[56:34] It'll tell you this is the fee, these are the fees, this is the application, here's the process, it'll line it out for you.

[56:41] So when you talk to Craig, you already have everything you need, you're that much closer to getting your work accomplished.

[56:48] versus right now, calling Craig, leave a message,

[56:53] he'll call you back, you're not home

[56:54] and it drags the process on.

[56:56] So we're trying to streamline everything,

[57:00] including rental facilities,

[57:03] going to this one website, or you can book

[57:06] in Debra Hall for your kid's graduation party,

[57:11] do everything online, pay your fees, upload your insurance

[57:15] documents, we never have to see you.

[57:17] You don't have to leave your house, you can do it in your pajamas, right?

[57:20] So all of these functions that we're looking at to make things streamlined.

[57:25] I look at it as a, we have a very thin staff.

[57:28] This is a force multiplier.

[57:29] This is having extra work being accomplished without actually having a person physically doing the work.

[57:36] So there's a lot of other things that go along with this and we'll be going through those and

[57:43] growing this out, our plan is spring of next year.

[57:46] So, before we get to summer, we should have this implemented and ready to rock.

[57:52] Chief's done a great job with enhanced social media.

[57:55] Our project manager, that's one of his tasks of the 49's is,

[57:58] 49 items is enhancing our social media presence,

[58:01] getting information out, sharing on a regular basis, getting photos out there.

[58:07] Like Dennis mentioned with the VDitches, what it looked like before,

[58:10] this is what we accomplish.

[58:11] So when we're doing things, especially on the maintenance side, when we're doing road work,

[58:16] what it looked like, and where your money has spent, what it looks like now that we've done the improvements.

[58:21] I think that's really important to capture.

[58:24] I'm committed to starting a regular interval of community newsletters,

[58:28] just updates of what's going on.

[58:30] It's the stuff that I'm talking about that's happening in maintenance, our CIP projects.

[58:34] When we hire new staff, new faces, introducing people to staff,

[58:38] You know, focusing on kind of building that relationship with the committee and keeping them informed of what's happening out of city hall.

[58:45] So that will be coming after the new year.

[58:48] And then the big one that we've wanted to implement forever, it'll come with the new website is reporting system for our maintenance department.

[58:58] So, when you see a pothole, you can take a picture and send it at GIS tags it.

[59:03] We know exactly where that pothole is.

[59:05] You walk away.

[59:06] It comes to us, goes to the Pothole Works Director, he then schedules it and assigns it to

[59:10] a staff person, it goes on their queue, they have X amount of time to fix it.

[59:16] So those things that you see driving down the street, there's weeds growing that we haven't

[59:20] noticed.

[59:21] You send that to us, we capture that information, and the Pothole Works Director can then

[59:25] and track the staff and make sure that it's getting accomplished.

[59:28] That work is getting done.

[59:29] So that's huge for us.

[59:32] Couple of things that aren't listed here,

[59:36] library refresh project.

[59:38] So there's a project that,

[59:40] I feel like I've been working on since the day I started.

[59:44] This facility, I don't know why.

[59:47] Do you think we need new carpet?

[59:48] I think it's beautiful.

[59:50] New carpet, new paint, new some new furniture and book shells

[59:55] in the library, possibly a new circulation desk, so just...

[1:00:00] A kind of a facelift, if you will, of this building that is kind of like our community center. It's kind of the hub for the community. So we're investing some money. There's some living trust money from an organization. The foundation is putting in some money. So we're working on that plan right now. Our hope was that we would be in construction now. That's not happening. So we're going to be in construction in the spring.

[1:00:26] So we're working with the library on what that looks like in closures and how we kind of address some of that

[1:00:32] But once we're done, it'll be a fantastic new look in here

[1:00:37] This building's been here for how many years 30 and nothing's been touched in 30 years. So it's kind of time. So

[1:00:46] Looking forward to completing that and, you know, just having a nice welcoming warm environment and

[1:00:52] and no stain carpet.

[1:00:55] I mean, that would be a bonus.

[1:00:58] And with that, I think that concludes mine.

[1:01:01] I will turn it over to the mayor.

[1:01:10] Well, thank you, Chris.

[1:01:12] Thank you, Chief Crone, Craig, Dennis, really.

[1:01:17] It's been a joy working with all of you.

[1:01:19] I know how hard you work.

[1:01:21] I hope this has been an insight to some of what we're doing

[1:01:25] planning and planning on doing for next year, there's a lot going on behind the scenes

[1:01:31] and it's all to improve our quality of life here in Clayton and your experience with

[1:01:38] us. I just wanted to leave you with a couple of things. We do have some upcoming events

[1:01:45] that we wanted you to know about. Our Budget and Audit Committee meeting is meeting again

[1:01:50] on Monday, November 10th, right here in this room, at 4 o'clock.

[1:01:55] Climate tech in light of us completing the project in September, we're having a celebration.

[1:02:03] And it's called Flip the Switch.

[1:02:05] This is where actually the switch has been flipped already by PG&E, thank you.

[1:02:10] They did that almost immediately, but we're going to celebrate the completion of this project

[1:02:17] in front of City Hall on Monday, November 17th at 4 p.m.

[1:02:22] There's going to be refreshments and we are really excited about this two-year project coming to a completion.

[1:02:30] We have for the remainder of the year three more City Council meetings Tuesday, November 18th, December 2nd, and then December 16th, all at 7 p.m. here in this room.

[1:02:42] I am hosting a walk-in talk, you may have seen a flyer at the front desk, if not, be

[1:02:49] sure to grab one or I can send one to you.

[1:02:53] This is Clayton, is going to be getting a new, brand new, East Bay Regional Park.

[1:03:00] Over the next couple of years, but we want to give anyone who's interested, a little sneak

[1:03:05] peak at what Clayton Ranch Regional Preserve is going to look at look like and my colleague

[1:03:13] John McHurrayo who's our district representative from East Bay Regional Parks is going to be

[1:03:19] joining me and we're going to be there November 22nd from 10 to 12 and we're going to be meeting

[1:03:25] at the trailhead for Black Diamond in that little parking lot and some overflow parking grant in

[1:03:32] your gravel area in case we need it.

[1:03:36] The last couple of things, holidays in the grove, Saturday, December 2nd, again this

[1:03:42] is in partnership with the Clayton Business and Community Association, we're super excited.

[1:03:48] We've added some new fun things to this year's program, it's lots of fun, family friendly,

[1:03:56] Santa will be there, lots of little surprises.

[1:03:59] And then, of course, the lighting of the menorah, December 14th to the 22nd and our

[1:04:05] corral pauses, another tradition that we've continued to do.

[1:04:09] I just want to say, again, thank you for coming, thank you for anybody who's at home watching.

[1:04:16] This has been a wonderful year for me.

[1:04:21] I hope that you feel like we, as a council and a city, have accomplished a lot.

[1:04:27] And we know that there's more work to do, 48 items exactly, maybe more, I'm sure there

[1:04:33] will be more.

[1:04:35] But we thank you for being a part of this community and engaging with us.

[1:04:40] And we're going to conclude the program at this time.

[1:04:44] And we've got some refreshments, but we're all going to stay behind to answer questions.

[1:04:48] So thank you all for being here tonight.

Clayton City Council

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