[CALL TO ORDER]
          [1. CITIZENS' INPUT]
          [00:01:27]
          OF TWO TIMES, ONCE IN FEBRUARY TO GO TO THE COMMUNITY THEATER AND THEN ONCE IN APRIL TO GO TO EMPIRE BUFFET. AND THEY DO GO NOT JUST OUT TO EAT. THEY GO TO THE STATE FAIR ALWAYS, AND THEY GO TO THE MUSEUMS. AND YES, I KNOW I'VE GONE THROUGH SEVERAL CITY MANAGERS TALKING ABOUT THIS. NOTHING REALLY CHANGES. BUT THIS YEAR IS DIFFERENT. AND WHY IS IT DIFFERENT? BECAUSE DCEDC JUST SPENT ALMOST $30,000 ON THE OPEN REWARDS PROGRAM TO ENTICE US TO STAY LOCAL, SHOP, EAT HERE AND DCEDC JUST AUTHORIZED $30,000 TO REDBIRD LANES FOR THEIR IMPROVEMENTS. 
          SO LET'S DO SOMETHING DIFFERENT. LET'S GIVE DUNCANVILLE A CHANCE. ONE BURLESON CAFE. ONE DUNCANVILLE CAFE. ONE ARLINGTON ALLEY CATS, ONE DUNCANVILLE, REDBIRD LANES AND LET'S CAP WACO AT ONE TIME. OKAY. ANY OTHER. NO. THAT'S ALL. NO. OKAY. THAT CONCLUDES OUR CITIZENS INPUT SECTION. ITEM EIGHT REPORTS TO PRESENT, DISCUSS AND DELIBERATE ALL REVENUES, 
          [2.A. Present, discuss, and deliberate all revenues, expenditures, and projects for the Fiscal Year 2026-2027 Proposed Annual Budget. The City Council may direct staff to make additions, deletions, or corrections to the proposed budget and projects per current and future goals.]
EXPENDITURES AND PROJECTS FOR THE FISCAL YEAR 2026 2027. ALL RIGHT. WELL GOOD MORNING EVERYONE. THANK YOU SO MUCH FOR BEING HERE. MAYOR. MAYOR, AS FOR A MOMENT BEFORE WE GET STARTED ON THE PRESENTATION. THANK YOU. BEFORE WE GET STARTED ON THE PRESENTATION, WITH THE LIMITED TIME THAT WE'VE HAD TO REVIEW OUR BUDGET AS COUNCIL DUE TO THE CHARTER, IT SAYS THAT WE SHOULD RECEIVE IT BY AUGUST 1ST. WE RECEIVED IT AROUND JULY 30TH 31ST AND INCLUDED. IT WAS ALSO COUPLED WITH AN AGENDA FOR COUNCIL THAT WE NEEDED TO PREPARE FOR. SO WITH THAT SAID, WE HAVE VERY LITTLE TIME TO REVIEW AND I WAS WONDERING IF COUNCIL WOULD BE OPEN TO US POSTPONING THE PRESENTATION AND TAKING THE TIME TO WALK THROUGH OUR AGENDA, OUR COUNCIL BUDGET, BECAUSE AT THIS POINT, ONCE IT'S GIVEN TO US, IT IS COUNCIL'S BUDGET. AND IF THIS IS A WORKSHOP, I WOULD THINK IT'S BENEFICIAL FOR US TO TALK AND REVIEW AND LOOK OVER DEPARTMENT BY DEPARTMENT. AND IF WE HAVE ANY QUESTIONS, WE CALL THAT DEPARTMENT UP TO ANSWER THOSE QUESTIONS. IF THE CITY MANAGER IS UNABLE TO ANSWER THOSE QUESTIONS, AND ESPECIALLY SINCE THE THRESHOLD HAS CHANGED FROM 50,000 TO 100,000, OR WHAT NEEDS TO COME TO COUNCIL AS OF SEPTEMBER, THERE HAVE PROBABLY BEEN SOME PURCHASES THAT WE'RE NOT AWARE OF, AND LEGALLY WE DON'T HAVE TO APPROVE IT. BUT THIS IS AN OPPORTUNITY FOR US TO AT LEAST DISCUSS WHERE THOSE FUNDS AND HOW THEY'RE BEING APPROPRIATED WHERE APPROPRIATE. I THINK THE WAY WE NORMALLY DO THINGS, THERE WILL BE OPPORTUNITY AND WE CAN TAKE ANY AMOUNT OF TIME WE WANT TO, TO DISCUSS SOME OF THOSE ITEMS SPECIFICALLY AND IN GREATER DETAIL THAN WE MAY IN THAT MOMENT. SO DURING THE MEETING, I THINK WE CAN WE CAN TAKE REQUESTS FROM COUNCIL IF THERE'S A PARTICULAR ITEM THAT WE WANT TO FOCUS MORE TIME ON. THERE'S NO ENDING TIME FOR THIS TODAY. SO AND, AND I GET WHAT KIND OF WHERE YOU'RE HEADED WITH THIS, BUT LET'S, LET'S GET THROUGH THIS PRESENTATION. AND AS WE GO ON THROUGH, HOW LONG IS THE PRESENTATION? IT DEPENDS 
          [00:05:03]
ON HOW MANY QUESTIONS THERE ARE. BUT EVERY DEPARTMENT'S GOING TO GET UP AND SPEAK ABOUT THEIR SPECIFIC BUDGET AND TALK THROUGH IT AND EVERYTHING. SO, OKAY, SO WILL THINGS SUCH AS IN THE ADOPTED BUDGET, FOR INSTANCE, FISCAL YEAR 26 FOR FINANCE. THERE WAS ONE ASSISTANT DIRECTOR. OKAY. BUT NOW IT'S A DISCREPANCY THAT AN ADOPTED YEAR, FISCAL YEAR 26, WE HAD TWO. THAT'S NOT THE CASE ACCORDING TO. YEAH, I THINK AS LONG LIKE THAT BEING DISCUSSED. 
          WELL, I THINK IF THEY'RE NOT DISCUSSED, IF YOU WANT TO BRING IT UP AT THAT POINT IN TIME DURING THAT PRESENTATION, I THINK I THINK WE CAN MANAGE. THERE'S NO THERE'S NO END TIME TO THIS. OKAY. AND I'M I'M IN FOR THE LONG HAUL. IF WE'RE HERE FOR HOURS, SIX HOURS, EIGHT HOURS. I MEAN, THERE'S NO ENDING TIME FOR THIS MEETING TODAY. SO. SOUNDS GOOD. 
          ENTERTAIN FOR SUPPER TO. WELL, IT HAPPENS WHEN WE RECEIVE IT AT THE LATE NOTICE. AND YEAH, WE ARE. SO NO, THAT'S FINE. YEAH. THE GOOD THING FOR STAFF IS THEY'RE GETTING PAID TO SIT HERE. EXACTLY. YEAH. SO WE DON'T WE DID SOMETHING. OKAY. THANK YOU. THANK YOU. GOOD MORNING. WE'RE GOING TO ACTUALLY START I'M SORRY WITH THE VIDEO. REAL QUICK. SORRY. 
          SO I DON'T KNOW IF YOU'VE HAD A CHANCE TO PREVIEW OUR BUDGET VIDEO. SO THANKS TO ALEX FRANCISCO AND THEIR TEAM OF THIS CREATIVITY. SO. FRANCESCA. YEAH. ALL. FRANCISCO. WELL, STILL. ALEX HERE, THE DEPARTMENT THERE. SO, SO WE'RE JUST GOING TO KICK IT OFF WATCHING THIS VIDEO AND JUST. SOUND. THERE WAS SOUND WHEN I CHECKED IT. WHY ISN'T THERE NOT SOUND NOW. NO. WAS IT THERE WAS SOUND WHEN I, WHEN I, OH SORRY. IT'S NEW SEASON. WELCOME TO BUDGET ISLAND DUNCANVILLE 2023. WE'RE BACK WITH A BRAND NEW SEASON. TIME FLIES WHEN YOU'RE BALANCING THE BOOK, PRIORITIZING PROJECTS AND REMINDING DEPARTMENTS. NO ECONOMIC DEVELOPMENT CAN'T PAY FOR THAT. OVER THE NEXT SIX MINUTES, DUNCANVILLE IS HARDEST. 
          WORKING DEPARTMENTS ARE CHECKING IN TO THE ARMSTRONG PARK SPLASH PAD VILLA. THEY'RE NOT LOOKING FOR LOVE. THEY'RE AFTER FUNDING. THE LIGHTS ARE ON, THE CREWS ARE OUT, AND DUNCANVILLE IS OFFICIALLY BACK. OH, YOU'VE BEEN GETTING ON WITH YOUR DAILY LIFE. THESE DEPARTMENTS HAVE BEEN WORKING BEHIND THE SCENES TO KEEP THE CITY OF CHAMPIONS RUNNING, AND I'VE BEEN WORKING HARD, TOO, MOSTLY TRYING TO CONVINCE EVERYONE THAT THESE DRONE SHOTS WERE ABSOLUTELY ESSENTIAL. LET'S MEET OUR ISLANDERS. I AM HR, IT AND FINANCE. WE SUPPORT THE DEPARTMENT. WE LOVE POLICY, BUDGETS AND TECHNOLOGY. WE APPRECIATE COMMITMENT, ACCOUNTABILITY AND SUPPORT. TICKETS. I'M PARK AND RECREATION. WE MAINTAIN PARKS, TRAILS, COMMUNITY PROGRAMS, ATHLETICS, ATHLETIC FIELDS AND SPECIAL EVENTS. I WOULD DEFINITELY DESCRIBE MYSELF AS OUTDOORSY. I'M PUBLIC WORKS, STREETS, DRAINAGE, UTILITIES, FLEET SERVICES, TRAFFIC AND CODE ENFORCEMENT. WE KEEP DUNCANVILLE MOVING AND COMPLIANT. I'M NOT AFRAID TO GET MY HANDS DIRTY. I AM PERMITS MUNICIPAL COURT AND UTILITY BILLING. WE HELP ENSURE DEVELOPMENT IS BUILT SAFELY, ADMINISTER LOCAL ORDINANCES FAIRLY AND EFFICIENTLY, AND WE GIVE OUR BEST TO SERVE OUR WATER CUSTOMERS FOUR CYCLES A MONTH. I'M THE DUNCANVILLE PUBLIC LIBRARY. WE CONNECT PEOPLE THROUGH BOOKS, TECHNOLOGY, AND LIFELONG LEARNING. I'M AN OPEN BOOK. I'M ECONOMIC DEVELOPMENT. I ATTRACT BUSINESSES, ENCOURAGE REDEVELOPMENT, AND HELP DUNCANVILLE GROW. I LOVE SEEING RELATIONSHIPS AND BUSINESSES GROW. MILLION SOUNDS. I'M THE FIRE DEPARTMENT. WE RESPOND TO FIRES, MEDICAL EMERGENCIES, RESCUES AND EDUCATE OUR COMMUNITY ON SAFETY. I MOVED PRETTY FAST. LITERALLY. AND LITTER CONTROL. YEAH, WE'RE A POLICE DEPARTMENT THROUGH PATROL INVESTIGATIONS, TRAFFIC ENFORCEMENT, AND COMMUNITY POLICING. 247 I'M JUST LOOKING 
          [00:10:03]
FOR SOMEONE WHO HAS MY BACK. THIS YEAR'S PROPOSED BUDGET INCLUDES $95.6 MILLION IN TOTAL PROPOSED REVENUE AND $99.2 MILLION IN TOTAL PROPOSED EXPENDITURES. BUT THE MONEY DOESN'T ALL COME FROM OR GO TO THE SAME PLACE. TIME TO MEET THE BOMBSHELLS. ISLANDERS. I'M THE HOTEL OCCUPANCY TAX FUND, BUT MY FRIENDS CALL ME HOT FUN. I BRING ABOUT 1.1 MILLION INTO THE VILLA AND EVERY DOLLAR COMES FROM VISITORS STAYING IN DUNCANVILLE HOTELS, NOT RESIDENTS. I INVEST IN TOURISM, ARTS AND EVENTS THAT BRING OVERNIGHT VISITORS, INCLUDING MORE THAN 417,000 IN TOURNAMENT GRANTS. I'M LOOKING FOR SOMEONE WHO LOVES PUTTING DUNCANVILLE ON THE MAP. I'M THE COMMUNITY AND ECONOMIC DEVELOPMENT FUND. I RECEIVED ONE HALF CENT OF THE CITY SALES TAX, BRINGING IN ABOUT $3.5 MILLION EACH YEAR. I INVEST IN BUSINESS ATTRACTION, REDEVELOPMENT, NEIGHBORHOOD IMPROVEMENTS, PARKS, SPECIAL EVENTS, AND PUBLIC SAFETY TECHNOLOGY. I'M LOOKING FOR SOMEONE WHO'S ALWAYS THINKING ABOUT THE FUTURE. I'M THE UTILITY FUND, WATER, SEWER AND INFRASTRUCTURE AMONG SPECIALTY. THE FEES I COLLECT HELP REPLACE AGING INFRASTRUCTURE AND BRING AUTOMATED WATER METERS TO DUNCANVILLE. NEARLY HALF OF EVERY DOLLAR GOES TO DALLAS WATER UTILITIES AND THE TRINITY RIVER AUTHORITY. AS FOR ME, I'M LOOKING FOR SOMEONE WHO'S IN IT FOR THE LONG HAUL. THE ISLANDERS ON THE SANITATION FUND, I GENERATE ABOUT 5.2 MILLION FOR GARBAGE RECYCLING LANDFILL FRANCHISE FEES TO KEEP DUNCANVILLE CLEAN. ALSO SUPPORT LITTER CREWS AND ALLEY RECONSTRUCTION, AND THERE ARE NO RESIDENTIAL RATE INCREASES THIS YEAR. WHAT AM I LOOKING FOR? I'M LOOKING FOR SOMEONE WHO DOESN'T MIND GETTING THEIR HANDS A LITTLE DIRTY. HEY ISLANDERS, I'M THE FIELD HOUSE FUND. I'M COMPLETELY SELF-SUSTAINING, GENERATING ABOUT 1.7 MILLION THROUGH TOURNAMENT RENTALS, SPONSORSHIPS, MEMBERSHIPS, CAMPS, AND CONCESSIONS. NEARLY EVERYTHING I EARN GOES BACK INTO OPERATING THE FIELD HOUSE. I'M LOOKING FOR SOMEONE WHO'S A REAL TEAM PLAYER. I'M THE GENERAL FUND AT $45.6 MILLION. I'M THE BIGGEST BOMBSHELL IN THE VILLA. MY REVENUE COMES FROM PROPERTY TAXES, SALES TAX PERMIT, EM'S COLLECTIONS, FRANCHISE FEES, AND MORE. I HELP FUND THE ESSENTIAL SERVICES RESIDENTS RELY ON EVERY DAY. I THINK A FEW ISLANDERS HAVE BEEN WAITING FOR ME TO ARRIVE. THE ISLANDERS HAVE A RIGHT. BOMBSHELLS HAVE BEEN REVEALED. ONLY ONE QUESTION REMAINS WHO'S FUNDING WHOM? I THINK YOU FIGURED IT OUT. SO JOIN US AT THE CITY OF DUNCANVILLE. UPCOMING BUDGET PUBLIC HEARINGS TO DISCOVER HOW EVERY FUND SUPPORTS THE SERVICES YOU RELY ON EVERY DAY. 
          LEARN MORE ABOUT THE PROPOSED BUDGET AND SHARE YOUR FEEDBACK BEFORE IT'S ADOPTED. BECAUSE ON BUDGET ISLAND, YOUR OPINION COUNTS. WE'LL SEE YOU AT THE BUDGET PUBLIC HEARING. IT'S NOT YOUR BUDGET. IT'S MY CAREER PATH. I GUESS IT'S OFFICIALLY VACATED. LOOKS LIKE ONE ISLANDER HAS RECEIVED A TEXT SALAS TIME AT THE ARMSTRONG PARK SPLASH PAD. VILLA HAS COME TO AN END, BUT FOR A PRETTY GOOD REASON. HE'S TURNING THE PAGE TO AN EXCITING NEW CHAPTER. 
          I THINK YOU MAY HAVE BEAT ME BY HALF A SECOND. SO WHO DO WE ELIMINATE FIRST? WHO IS THE WEAKEST ONE? TYLER JUST WALKED OFF. SO IF YOU DON'T KNOW, OF COURSE THAT'S OFF OF THE LOVE ISLAND FROM. YES. I'M SORRY. GO AHEAD, GO AHEAD. YOU'RE GOING TO EXPLAIN. GO AHEAD THEN. I'LL. 
          I WAS JUST SAYING LIKE WHERE IT COMES FROM NOW I PERSONALLY HAVE NEVER SEEN THE SHOW, BUT IT COMES FROM LOVE ISLAND, WHICH IS, YOU KNOW, BIG HIT NETFLIX SERIES. SO IT IS BASED OFF OF THAT. AND I'VE NEVER SEEN THAT SHOW BEFORE EITHER. BUT I WANT TO SAY THIS BECAUSE I THINK MOST PEOPLE HERE KNOW THAT I'M I'M NOT EASILY IMPRESSED. THIS IS VERY IMPRESSIVE, VERY IMPRESSIVE. THE PRODUCTION. I DON'T KNOW WHO DID THE WRITING, BUT THE WRITING, OBVIOUSLY THE THEMES. AND THE MOST IMPORTANT PART, WHICH IS THE INFORMATION. 
          [00:15:06]
EXTREMELY IMPRESSIVE. SO I JUST, YOU KNOW, YOU KNOW, WHOEVER WAS BEHIND IT AND EVERYBODY THAT WAS INVOLVED WITH IT, THIS IS THIS IS WHAT I'M TALKING ABOUT AS FAR AS GOING TO THE NEXT LEVEL. VERY IMPRESSIVE. SO THANK YOU. I WAS IMPRESSED BY WOOLLCOTT FOR HAVING THE THE ANGRY ATTITUDE. TO PUT THAT ON VERY WELL. I KNOW THAT'S NOT I THOUGHT IT WAS SNOOP DOGG FOR A SECOND. WHEN THEY PRESENT LATER, THEY'LL DO IT IN THAT VOICE. WELL, THANK YOU VERY MUCH. 
          AGAIN, A LOT OF IT GOES TO FRANCISCO WITH HIS CREATIVITY AND HIS HIS THOUGHTS AND, AND EVERYTHING. SO HOPEFULLY HE'LL GET AN AWARD FOR THIS. YOU KNOW, WE CAN STAND OUT, YOU KNOW, LOOK OUT ARLINGTON, YOU KNOW, SO ALL RIGHT. SO WE JUST WANTED TO OPEN UP WITH A LITTLE BIT OF FUN THERE AND SHOW OFF THE CREATIVITY. SO BEFORE WE ACTUALLY GET STARTED IN THE PRESENTATION, I DID JUST WANT TO HIGHLIGHT AND WALK THROUGH THE OPENGOV PLATFORM. NOW, THIS IS THE SECOND YEAR TO BE ABLE TO HAVE THE INTERACTIVE ONLINE BUDGET. OF COURSE, EVERYTHING YOU HAVE IN FRONT OF YOU IN THE BUDGET BOOK IS OF COURSE, WHAT YOU FIND ON THE WEBSITE HERE. 
          BUT I WANTED JUST TO KIND OF SHOW IT OFF BECAUSE I REALLY LOVE THE SITE. IT MAKES IT SUPER EASY. HOPEFULLY YOU FIND IT INTUITIVE TO, TO LOOK THROUGH. YOU'RE ABLE TO DRILL DOWN INTO THE INDIVIDUAL ACCOUNT LEVEL THAT WE CAN'T NECESSARILY PUT ON PAPER BECAUSE IT WOULD BE JUST TOO MANY PAGES, THAT SORT OF THING. BUT ALSO SOMETHING I WANTED TO HIGHLIGHT IS IT'S NOT NECESSARILY IN THE PRESENTATION IS. IT GAVE YOU SOME NUMBERS FOR OUR OVERALL REVENUE AND OUR OVERALL EXPENDITURES. AND SO I WANTED TO MAKE SURE YOU UNDERSTAND WHY YOU SEE A DIFFERENCE. SO IN YOUR BOOK, IT'S THE BUDGET AND BRIEF, BUT THIS IS THE BUDGET BRIEF PAGE. IT HAS ALL THE FUNDS, YOU KNOW, ALL, ALL, ALL ACROSS THE CITY WRAPPED UP INTO ONE CONSOLIDATED HERE. SO REVENUES ARE AT 95 MILLION AND EXPENDITURES SHOWED TO BE AT 99 MILLION. AND SO YOU MAY ASK, LIKE, WHAT'S THE GAP THERE? SO WE DO HAVE FUNDS SUCH AS CAPITAL IMPROVEMENT FUNDS, ECONOMIC DEVELOPMENT, WHICH YOU WILL HEAR FROM HERE SHORTLY, UTILIZING FUND BALANCE RESOURCES OF REVENUES ALREADY RECEIVED SITTING IN THOSE FUNDS FOR THE PROJECTS THAT ARE GOING TO BE OCCURRING IN FY 27. SO THE DIFFERENCE THERE REALLY IS THE RESOURCES. SO IT DOESN'T NECESSARILY GET CAPTURED AS A REVENUE BECAUSE IT'S SOMETHING WE ALREADY HAVE, IF THAT MAKES SENSE. SO THE 95 IS NEW REVENUE COMING IN FROM ALL THE DIFFERENT SOURCES. SO I WANT TO HIGHLIGHT THAT. BUT LIKE I SAID, HOPEFULLY IT'S VERY EASY TO NAVIGATE. YOU HAVE THE MENUS UP HERE THAT YOU CAN, YOU KNOW, NAVIGATE THROUGH. YOU HAVE THE TABLE OF CONTENTS, WHICH MAKES IT SUPER EASY TO GET TO WHATEVER PAGE THAT YOU NEED TO GO TO. AND SO AS WE FOLLOW ALONG THROUGH THE BOOK, YOU CAN ALSO FOLLOW ALONG ONLINE AND HOPEFULLY BE ABLE TO FOLLOW WHERE WE ARE AT AT ANY GIVEN TIME. SO THIS IS ON OUR WEBSITE, RIGHT ON THE FRONT PAGE. YOU'LL SEE, YOU KNOW, HERE ABOUT THE PROPOSED BUDGET. IT'LL TAKE YOU STRAIGHT TO HERE. IT'LL ALSO HAVE ALL THE REQUIRED TAX RATE NOTICES AND INFORMATIONS THAT WE HAVE AT THIS POINT LINKED IN HERE TOO. SO YOU HAVE EVERY PIECE OF MATERIAL AT YOUR FINGERTIPS NEEDED FOR FOR THIS BUDGET. SO WITHOUT FURTHER ADO, WE WILL JUST GO RIGHT INTO THE PRESENTATION. I'M SORRY. IT STARTED VERY BEGINNING. SO. AND WE HAVE A NICE QR CODE FOR THOSE WHO WANT TO FOLLOW ALONG WITH THEIR, WITH OUR PRESENTATION TODAY. OKAY, SO HERE'S KIND OF HOW THE RUN OF SHOW HERE IS GOING TO BE THE FLOW. SO WE'RE GOING TO TALK ABOUT SPECIAL REVENUE FUNDS. FIRST, WE'LL GO INTO ENTERPRISE FUNDS AND WE'LL SPEND THE BULK OF OUR TIME, OBVIOUSLY IN THE GENERAL FUND AS THAT IS OUR BIGGEST FUND. PLUS, I KNOW THAT'S THE AREA OF WHERE WE'VE HAD TO MAKE SOME CHANGES AND SOME ADJUSTMENTS AND REDUCTIONS IN ORDER TO BALANCE THE BUDGET. SO WE'LL BE TALKING ABOUT THAT. 
          AND THEN IF YOU'RE COMFORTABLE, YOU DON'T HAVE TO DO THIS TODAY, BUT IT JUST DEPENDS ON HOW, AGAIN, IF YOU FEEL COMFORTABLE WITH THE PRESENTATION TO GO AHEAD AND MAKE A VOTE ON THE TAX RATE. NOW, THIS IS NOT VOTING TO ADOPT A TAX RATE, BUT IT'S THE REQUIRED VOTE FOR US TO MAKE THE PUBLICATION AND THE NOTICES AND ALL OF THAT. SO WE HAVE IT ON THE AGENDA TO DO TODAY. BUT WE DON'T HAVE TO DO THAT TODAY, AS WE'RE GOING TO HAVE THE FOLLOW UP MEETING ON MONDAY WHEN WE DO THE BOND ELECTION CALL AND HAVE A FOLLOW UP, AND YOU CAN BE DONE AT THAT TIME AS WELL. BUT IT IS AN OPTION IF YOU WANT TO GET IT DONE TODAY. IF YOU FEEL COMFORTABLE. EXCUSE ME WITH THAT. SOUND GOOD. ALL RIGHT. JUST TALKING THROUGH THE CALENDAR REAL QUICK. EXCUSE ME. OBVIOUSLY WE ARE HERE TODAY AT THE BUDGET WORKSHOP. AGAIN, WE'LL HAVE THE FOLLOW UP ON THE 10TH ON MONDAY AND THEN SEPTEMBER 1ST, THE FIRST 
          [00:20:01]
COUNCIL MEETING IN SEPTEMBER. WE'LL HAVE THE PUBLIC HEARING ON THE BUDGET, AND THEN THE LAST MEETING IN SEPTEMBER WILL BE THE PUBLIC HEARING ON THE TAX RATE. AND TYPICALLY WE DO ALL THE ADOPTIONS. JUST KEEP IN MIND THAT IF WE DON'T ADOPT THINGS BY SEPTEMBER 15TH, THE DEADLINE FOR THE COUNTY IS THE FOLLOWING WEEK. SO WE HAVE TO HAVE AN ORDINANCE TO THEM BY THAT FOLLOWING WEDNESDAY. SO WHATEVER THAT DATE IS THERE. BUT THAT IS THE PLAN AND THE FORECAST FOR OUR FUTURE MEETINGS. ALL RIGHT. SO WITHOUT FURTHER ADO, WE'RE JUST GOING TO DIVE RIGHT ON INTO SPECIAL REVENUE FUNDS. SO THIS IS ECONOMIC DEVELOPMENT. MR. MARLON GOUGH WAS GOING TO GIVE YOU A RECAP. GOOD MORNING EVERYBODY. GOOD MORNING. OKAY. 
          SO JENNIFER, THANKS TO JENNIFER AND HER TEAM, OUR PROCESS ACTUALLY STARTED APRIL THE 27TH. 
          THE FIRST WORKSHOP WITH THE DCC WAS ON THAT DATE. AND THEN THE SECOND WORKSHOP IS PROPOSED BUDGET WAS MAY 18TH, RIGHT. AND THEN THE PUBLIC HEARING AND THE ACTUAL ADOPTION OF THE FISCAL YEAR 2020 627 BUDGET THAT WILL GO THROUGH AGAIN WAS APPROVED BY THAT BOARD ON JUNE THE 22ND, AND THEN ON JENNIFER'S CALENDAR, WHERE IT STARTED ON JUNE 30TH. THAT WAS THE, I GUESS, THE THE FOLLOW UP PRESENTATIONS WITH WITH THE CITY COUNCIL TO SHARE THAT INFORMATION. SO MUCH OF WHAT YOU'LL SEE TODAY WILL BE CONSISTENT WITH WHAT WAS PRESENTED ON JUNE THE 30TH. 
          WE'RE GOING THE RIGHT DIRECTION. IF WE WERE TALKING ABOUT WORKSHOPS WITH THE DCC, THAT'S WHAT THEY CONSISTED OF, RIGHT? THESE THESE CATEGORIES OF TOPICS AND STRATEGIES, PLAYBOOK, LIKE HOW, YOU KNOW, WE'RE GOING TO RUN OFFENSE AND DEFENSE FOR THIS FISCAL YEAR WITH THE RESOURCES WE HAVE BASED ON THE STRATEGY, STEERING THE ECONOMY AND ATTRACTING DEVELOPMENT. 
          RIGHT? SO THE WHAT, THE WHERE IDENTIFYING CORRIDORS, RIGHT? BECAUSE THAT'S WHAT OUR COMMERCIAL, THAT'S WHAT THE, THE LAYOUT OF OUR CITY IS COMMERCIAL AND RESIDENTIAL CORRIDORS. AND THEN ALSO THE TYPES AND CATEGORIES OF INVESTED ACTIVITIES. WE'RE, WE'RE LOOKING TO PARTICIPATE IN WITH THE RESOURCES. A BIG PART OF THE PROPOSED BUDGET, I WOULD SAY, STARTED ACTUALLY AT THE JOINT MEETING IN FEBRUARY. SO WE'RE GOING BACK EVEN FURTHER WHEN WE HAD THE FINANCIAL REPORT. RIGHT, THE DCDC FUND BALANCE. AND ONE OF THE THINGS THAT ALWAYS STOOD OUT WAS, YEAH, IT'S GOOD TO HAVE THE HEALTHY FUND BALANCE. BUT WHAT THAT REALLY TRANSLATES TO, RIGHT? YOU KNOW, THE DAYS OF CASH ON HAND. AND IF THAT'S, YOU KNOW, A GOOD STRATEGY IN TERMS OF WOULD YOU FEEL A GREATER NEED? AND SO WE TOOK THAT APPROACH, YOU KNOW, WHEN WE'RE BUILDING THIS BUDGET. NEXT SLIDE TO KIND OF REEVALUATE HOW WE COULD MAYBE DEPLOY SOME MORE OF THAT FUND BALANCE STILL WITHIN THE FRAMEWORK OF THOSE TARGETED ACTIVITIES, INVESTMENT CATEGORIES. AND SO THE FUND WILL GO THROUGH THIS. IT BREAKS DOWN IN MUNIS INTO SEPARATE FUNDS BASED ON INVESTMENT STRATEGY. YOU'LL SEE WE'LL GO FROM ALMOST A THOUSAND DAYS OF FUND BALANCE TO UNDER A HUNDRED. STILL MAINTAINING A RELATIVELY HEALTHY RESERVES. SO HERE'S THE FIRST OF THE FUND, THE PROPOSED EXPENDITURES, I THINK THIS IS WELL EXCUSE ME, THE TOTAL BUDGET. HERE'S THE FIRST FUND INCENTIVES RIGHT. WE HAVE DIFFERENT TYPES OF INCENTIVES. WE HAVE THE DESIGN INCENTIVE GRANTS. WE HAVE OUR BUSINESS ATTRACTION AND REDEVELOPMENT POT. AND TO THE FAR RIGHT WE HAVE $300,000 RESERVED FOR WHAT WE DESCRIBE AS COMMUNITY INFRASTRUCTURE GRANTS. A LOT OF TIMES, PROJECTS THAT YOU'RE WORKING ON WILL NEED SOME OFF SITE IMPROVEMENTS, RIGHT? THEY MAY NEED TO BE AN EXPANSION OF THE WATER AND SEWER SERVICE OR ENHANCE THE PROTECTIVE, EXCUSE ME, THE PEDESTRIAN ENVIRONMENT, TRAFFIC, ETC. AND SO THAT'S WHAT THAT FUNDING REPRESENTS. THE NEXT FUND WITHIN THE DCC UMBRELLA IS SPECIAL EVENTS, RIGHT. SO A SUMMARY OF WHAT WE CONTRIBUTE AS PART OF THIS COMMUNITY AND ECONOMIC DEVELOPMENT CORPORATION TO A BREAKDOWN OF WHAT THAT PROGRAM LOOKS LIKE, AS WELL AS WHAT WE CONTRIBUTE TO LABOR AND THE HALF SHARE OF THE FTE FOR THE SPECIAL EVENTS MANAGER. OKAY, NEXT, FUND ADMINISTRATION AND ALL THE CATEGORIES THAT LIVES WITHIN THIS FUND, INCLUDING FTE PERSONNEL, LEGAL SERVICES, MARKETING, BEAUTIFICATION. NOW YOU'LL SEE IN THE GRAPH A HUGE VARIANCE IN TERMS OF HOW WE FUND IT. THE BEAUTIFICATION 
          [00:25:01]
FUND HISTORICALLY, BUT A LOT OF THAT WAS IN THE CATEGORY MAINTENANCE, MOWING AND, YOU KNOW, MAINTAINING OUR GATEWAY ENTRANCES. AND YOU'LL SEE LATER ON WHERE WE INSTEAD ALLOCATED MORE RESOURCES TOWARDS CAPITAL PROJECTS STILL RELATED TO PARKS AND RECREATION UNDER THAT BEAUTIFICATION CATEGORY. AND SO THAT, YOU KNOW, CONTRIBUTION TO MOWING AND THAT REDUCED, BUT WE'LL SEE LATER ON WHERE IT INCREASED IN ANOTHER FUND. OKAY, NEXT FUND, AND THIS IS WHERE WE'LL TALK ABOUT THAT. THIS IS WHERE WE'LL SEE THAT THIS IS THE LAST ONE WE'LL GO OVER. SO WE'LL START FROM RIGHT TO LEFT. THE. EXCUSE ME. YES. LEFT TO RIGHT $600,000 PARKS CAPITAL FUND. SO THAT'S WHAT WE SEE THAT SHOWS UP. THE PARKS BOARD, PARKS RECREATION STAFF, PARTNERS, TEAM. YOU KNOW, THEY HAVE A THREE YEAR PLAN OF STRATEGIC CAPITAL PROJECTS THAT THEY PRIORITIZE. SO DURING THE WORKSHOPS, THAT'S WHAT WE PRESENTED TO THE BOARD. OKAY. 
          YES, HERE'S WHAT'S PROPOSED THIS YEAR. BUT HERE'S A SNAPSHOT OF WHAT'S BEING, YOU KNOW, PRIORITIZED IN THE YEARS TO COME SO THAT IT COULD BE MORE PROGRAMMATIC, INTENTIONAL, AND THEN THEY CAN PRIORITIZE AGAIN BASED ON THEIR OPERATIONS. THE SECOND COLUMN IN THIS FUND IS INDIRECT COST. WE CALL IT TRANSFER TO GENERAL FUND. SO WHILE THOUGH OUR OPERATIONS IS FUNDED ENTIRELY THROUGH THE EDC SHARE OF SALES TAX, OUR DEPARTMENT STILL EXISTS AS EMPLOYEES. RIGHT. IT'S A CITY DEPARTMENT, CITY EMPLOYEES. AND SO THE COST OF DOING BUSINESS OPERATIONALLY, WE GET HR, WE GET FINANCIAL SERVICES, ALL THE THINGS THAT SUPPORT OUR OPERATIONS. THAT FORMULA IS CALCULATED AND TRANSFERRED. AND THEN THAT LAST CATEGORY, PUBLIC SAFETY TECHNOLOGY. ONE OF THE THINGS THAT'S INCLUDED IN SITE SUBMISSION DATA, FOR EXAMPLE, WHEN WE'RE RECRUITING INVESTMENT TO THE CITY AND TRYING TO RETAIN IT, IS UNDERSTANDING CRIME DATA. HOW SAFE IS IT, YOU KNOW, WHAT ARE THOSE STATISTICS? IT BECOMES PART OF THE PROFILING. SO ANY CHANCE WE GET TO MAKE OUR COMMERCIAL CORRIDORS, OUR NEIGHBORHOOD CORRIDORS SAFER? AND THAT HAS AN ECONOMIC IMPACT. AND SO, YOU KNOW, WE'RE HAPPY TO AGAIN, EXAMPLES OF HOW WE WANT TO LEVERAGE THE FUND BALANCE THAT WE HAVE TO STILL SUPPORT A BROADER AND MORE SUBSTANTIAL RATE FOR THOSE ELIGIBLE ACTIVITIES FOR THE DEVELOPMENT CORPORATION. I THINK THAT'S THE LAST SLIDE. STAND FOR ANY QUESTIONS. SO WITH THE BEAUTIFICATION COMPONENT. SO THERE'S A JUST SO DOES THAT INCLUDE AROUND CITY FACILITIES LIBRARY AND REC CENTER AND FIELDHOUSE. OR IS THAT A DIFFERENT. SO BOUNCE PASS TO MY MY GOOD FRIEND BART STEVENSON DIRECTOR. PARKS SO MAYBE THINK OF US AS THE FUNDING SUPPORT. THEY TAKE CARE OF THE PROGRAMING AND THE. NOW THEY DO MAINTAIN THE DCDC OWNED LOTS, FOR EXAMPLE. RIGHT. SO I ANSWER THAT PIECE. WHAT'S INCLUDED IN THAT BEAUTIFICATION BUDGET FOR MOWING. AND SO I DON'T HAVE, YOU KNOW, THE CITY, THE CORPORATION, WE KNOW PROPERTY WE DO OWN. WE SHOULD BE GETTING NOTICES FOR UNCUT GRASS OR SO THEY TAKE CARE OF THOSE. AND THEN I THINK IT'S GATEWAY CORRIDORS. BUT YEAH, BART, FEEL FREE TO HELP ME ANSWER THAT QUESTION. IS IT? SO YOU GUYS PAY FOR IT, BUT Y'ALL ARE DOING THE WORK WE PAY. WE PROBABLY PAY FOR A PORTION OF IT. I DON'T KNOW WHAT IT REPRESENTS FOR THE WHOLE CITY'S BUDGET. CITY FACILITIES ARE PAID FOR THROUGH THE GENERAL FUND. OKAY. YEAH. AND SO, YOU KNOW, I MENTIONED THIS BEFORE, YOU KNOW, A LOT OF THAT WHEN WE LOOK AT A LOT OF WHAT'S PLANTED ARE A LOT OF ANNUALS, A LOT OF NON-NATIVES, A LOT OF THINGS THAT USE A LOT OF WATER, THAT REQUIRE A LOT OF WATERING. AND PERHAPS OVER TIME, YOU KNOW, WE COULD TRANSITION TO MORE NATIVE PLANTS THAT REQUIRE LESS WATER, THAT REQUIRE LESS, FEWER PEOPLE HAVING TO GO OUT AND REPLANT THINGS EVERY SINGLE YEAR. THESE THINGS WILL COME BACK EVERY YEAR. AND SO MAYBE WE CAN SAVE A LITTLE BIT OF MONEY AGAIN, JUST GRADUALLY TRANSITIONING TO, TO MORE NATIVE PLANTS IN THE RIGHT OF WAYS AROUND CITY FACILITIES, ETC. THANK YOU, MAYOR. MR. GORE, TELL ME ABOUT THE SUCCESSES FOR LAST YEAR. SO I KNOW WE PROPOSE THAT WE WOULD CONDUCT BUSINESS RETENTION VISITS, AND WE PROPOSED A NUMBER OF THINGS FOR GOALS FOR FISCAL YEAR 26. HOW SUCCESSFUL WERE WE ACCOMPLISHING THE GOALS THAT WE SET OUT TO? WE SAY VERY SUCCESSFUL GOALS. WE HAD A BIG PART OF OUR BUSINESS RETENTION. WE'LL JUST WE'LL JUST GO BACK TO THAT, KEEPING THAT METRIC 
          [00:30:08]
ESSENTIALLY THE SAME. SO IT JUST THE INTELLIGENCE THAT'S GAINED WHEN WE ACTUALLY DO, YOU KNOW, MAKE THOSE AMBASSADOR VISITS. BUT SO ONE, IT'S CHECKING IN ON, ON THOSE BUSINESSES. A LOT OF TIMES THAT CONVERSATION THEN MATERIALIZES TO, YOU KNOW, OBVIOUSLY EXCHANGE OF INFORMATION. YOU KNOW, I'VE PROVIDED BUSINESSES WITH, FOR EXAMPLE, CONSUMER DATA, RIGHT? JUST LEVERAGING OUR PLACER AI TOOL, LETTING THEM KNOW ABOUT, YOU KNOW, OUR BUSINESS LISTING BLUE DOT SOME OF OUR CAMPAIGNS. FOR EXAMPLE, WE KNEW WE HAD A RESIDENT MENTIONED OPEN REWARDS. YOU KNOW, THAT'S AN IMPORTANT TOOL. SO SOME OF THAT ONLY COMES WITH MAKING WEEKLY AMONG THE STAFF HEADCOUNT THAT WE HAVE. SO WE SET A BENCHMARK 60 VISITS. 
          WE'VE STILL GOT TWO MONTHS LEFT IN FISCAL YEAR. WE'VE ALREADY MET THAT MARK SITE SUBMISSIONS, RIGHT. THAT'S ANOTHER EXAMPLE. YOU KNOW, WE ACTUALLY PUT TOGETHER A PACKAGE THAT'S PART OF THE RECRUITMENT PROCESS. SO I WOULD SAY IN TERMS OF THOSE KIND OF MEASURABLES, WE'VE GOT SOME UPCOMING KPI DISCUSSIONS I THINK THAT ARE ON THE AGENDA TRACKING VACANCY RATES. THAT'S ANOTHER ONE OF THE THINGS. YEAH. AND HELPING THAT SALES TAX GROW. LIKE WE AGAIN, I MENTIONED MISS JENNIFER, YOU KNOW, WE GET MONTHLY REPORTS ON EXACTLY WHAT'S HAPPENED COMPARED TO THE SAME PERIOD OF TIME THE FOLLOWING YEAR. THEY, THEY HELP US WITH FORECASTS, YOU KNOW, ALL THE PROJECTS WHEN WE'RE DOING ECONOMIC ANALYSIS, WE GET TO RELY UPON THEM TO HELP US VALIDATE WHAT WE'RE SEEING. THEN WE'RE ABLE TO USE THAT AGAIN TO PUT TOGETHER PACKAGES AND PROPOSALS BEFORE THE BOARD. AND SO I THINK WE WE'VE HAD SOME REALLY GOOD ANNOUNCEMENTS, SOME PROJECTS, THEY EVOLVE OVER TIME. SO SO IT SOUNDS TO ME THAT YOU ARE MAKING THE BUSINESS. YOU'RE MAKING YOUR YOU'RE HITTING YOUR GOALS. YES. AND YOU'RE GATHERING DATA ON HOW YOU CAN BETTER SERVE OUR BUSINESS COMMUNITY HERE AND HOW TO ATTRACT ADDITIONAL BUSINESSES. SO WITH THE APPROVAL OF THE 2040 COMPREHENSIVE PLAN, HOW ARE WE TYING OUR GOALS TO THE PRIORITY POLICY AREAS THAT'S CONNECTED TO THE. BECAUSE THAT'S SOMETHING I THINK SINCE WE HAVE THE COMPREHENSIVE PLAN, WE KNOW THAT WE DON'T WANT TO JUST SIT ON THE SHELF AND GATHER DUST TO ACTUALLY BE STRATEGIC IN HOW WE APPROACH THESE GOALS. I THINK WHEN YOU LOOK AT, FOR EXAMPLE, WHEN YOU LOOK AT THE ANNOUNCEMENTS, WHEN YOU LOOK AT THE PROPOSALS THAT ARE THAT ARE PRESENTED AND YOU SEE WHERE THEY ARE, THEY ALSO ALIGN WITH, AGAIN, THOSE CORE ESSENTIAL, LIKE WE HEAR THE DESIRE TO HAVE MORE FULL SERVICE DINING OPTIONS. WE, WE HEAR THE NEED AND I UNDERSTAND THE NEED FOR MORE TAXABLE RETAIL INDUSTRY. 
          WE, WE UNDERSTAND THE, THE DEMAND FOR FOR HOUSING, FOR AMENITIES. AND SO OUR POLICIES REFLECT SUCH, RIGHT? LIKE WE REVISE OUR INCENTIVE POLICIES. WE'RE CONSTANTLY, YOU KNOW, TAKING A LOOK AT, DO THEY STILL MEET THE MARKET CONDITIONS? I'D SAY IT'S NOT DIFFICULT FOR US TO CHECK OFF BOXES AS THEY RELATE TO ALIGNMENT WITH THE COMPREHENSIVE PLAN FOR, FOR ANY PROJECT OR PROPOSAL THAT COMES ACROSS THE TABLE AND SHOWS UP IN AN AGENDA PACKET, LIKE BECAUSE THAT'S THE THOUGHT. IT'S DONE WITH THAT THOUGHT AND UNDERSTANDING IN MIND. THANK YOU FOR THAT. I APPRECIATE HEARING THAT. AND I SAW IT IN ITEM THAT WE APPROVED THE OTHER NIGHT. SO THANK YOU SO MUCH. MR. WE HAVE ANOTHER QUESTION PENDING. BUT ON THAT SAME THOUGHT, CITY MANAGER, HOW HOW ARE WE? I BELIEVE WE CREATED A STEERING COMMITTEE TO WATCH THE COMPREHENSIVE PLAN. AND HOW IS THAT COMMITTEE ACTIVE, AND HOW ARE WE CONNECTING WITH EACH DEPARTMENT TO MAKE SURE THAT WHAT THEY'RE DOING IS IN STRIDE WITH THE COMPREHENSIVE PLAN? WELL, YOU KNOW, WE'VE TALKED ON AT THE MEETING ON THE FOURTH, WE'VE GOT FIVE MEMBERS THAT WE NEED TO BRING FORWARD TO A POINT. WE STILL HAVE A FEW MORE. THERE'S ONE MORE INDIVIDUAL FOR Y'ALL TO INTERVIEW. WE PLAN TO BRING THAT FORWARD, GET THOSE FIVE APPOINTED, GET THAT EIGHTH COUNCIL NON-VOTING MEMBER APPOINTED, AND THEN WE PLAN TO LAUNCH IN SEPTEMBER. AS PART OF THOSE MEETINGS. IT WILL INVOLVE PLANNING, ECONOMIC DEVELOPMENT, PARKS, ALL THE COMPONENTS OF THE ECONOMIC AND HELPING US DRIVE FORWARD AND MAKING SURE WE'RE MEETING THOSE GOALS. SO SO THE COMMITTEES ANTICIPATE THEY'LL BE MEETING SOMEWHAT REGULARLY TO MONITOR THE BY THE 
          [00:35:01]
RESOLUTION THEY'RE SUPPOSED TO MEET QUARTERLY. OKAY. AND SO THAT WE WILL ADHERE TO THAT. SO DO WE WAIT TO SET OUR PERFORMANCE MEASURES, OUR GOALS OR TARGETS UNTIL THEN, OR DO WE HOW WHAT ARE WE ANCHORING OUR CURRENT GOALS TO BE? OUR CURRENT GOALS ARE, AS HE SAID, I WANT TO MAKE SURE YOU'RE ABOUT TO SAY SOMETHING REAL QUICK. NO, NO, NO, I WAS NOT. 
          NO, WE ARE PUTTING OUR GOALS TOWARD THE COMP PLAN. BUT BUT GOING FORWARD, THAT COMMITTEE WILL ALSO HELP US INFORM AND MODIFY. SO OUR THOUGHT IS KEEP PUSHING FORWARD AS WE HAVE IT. 
          BUT AS WE GET THE COMMITTEE GOING, YES, THEY'LL HELP US MOVE IT FORWARD AND MODIFY IF WE NEED TO KEEP PUSHING FORWARD TO WHAT TO IMPLEMENT THE COMP PLAN TO IMPLEMENT THE COMP PLAN, AND ALSO, AS YOU SAID, TO MAKE SURE THOSE MEASURES AND THOSE GOALS MATCH UP WITH THAT. SO, SO THAT THAT COMMITTEE WILL BE IN TOUCH WITH ALL THE RELEVANT DEPARTMENTS. YES, TO MAKE SURE WHATEVER THEIR PIECE IS IN THE COMPREHENSIVE PLAN OBJECTIVES WILL BE FOLLOWED. THEY'LL BE A PART OF THAT COMMITTEE MEETING, THOSE COMMITTEE MEETINGS WHEN THEY DO MEET. WE GOT GOAL IS GOING TO LAUNCH FIRST, MR. DAVIS. YES, THANK YOU, MR. MAYOR. THANK YOU, MR. GOFF, FOR YOUR PRESENTATION. I WANTED TO DIG A LITTLE BIT DEEPER INTO THE SALES TAX REVENUE PROJECTIONS, THE ACTUALS VERSUS THE PROJECTIONS. IF I COULD SPEAK TO THAT. THERE'S DEFINITELY GOING TO BE A SECTION IN THE GENERAL FUND PORTION THAT WE DIG DEEPER INTO IN THE BREAKDOWN AND EVERYTHING. OKAY, THAT WE'LL DIG DEEPER INTO THAT. OKAY. I THINK THE SEQUENCING OF IT AS WE HAVE THIS CONVERSATION, YOU KNOW, I UNDERSTAND THAT WE LOOK AT IT AT A HIGH LEVEL AS A GENERAL FUND, BUT AS WE BREAK OUT THE DIFFERENT DEPARTMENTS, SOME OF MY QUESTIONS WILL SWIRL AROUND HOW THAT LAYS OUT. AND SINCE ALONG THOSE SAME LINES, I STRUGGLE WITH, JUST SO YOU KNOW, IN THE REPORTING, I KNOW, I SEE THAT WE HAVE A 25, 26 REVISED BUDGET. BUT I THINK WHAT WOULD BE HELPFUL FOR ME JUST IN THE FUTURE WOULD BE TO SEE THE 2526 PLAN BUDGET, BECAUSE THERE'S AN A PLAN BUDGET THAT WE PLANNED IN 2526 VERSUS WHAT THE ADJUSTED BUDGET WAS IN 25 OR THE ADJUSTED ACTUALS, IF YOU WILL, IN 2526 VERSUS WHAT WE'RE PROPOSING AND PLANNING IN 2627. JUST TO GIVE ME SOME ANCHOR TO THAT. WHICH LEADS ME TO MY NEXT QUESTION IS RELATED TO THE GROWTH AND EXPENSES IN ECONOMIC DEVELOPMENT. I NOTICED THAT IN THIS COMING UP FISCAL YEAR, IT'S LOOKING AT SOME EXPENSES ARE GOING TO THE TUNE OF ABOUT 65%. AND SO I JUST KIND OF WANTED TO UNDERSTAND THAT. OR IS THAT BETTER RELATED TO WE GET INTO THE GENERAL FUND. IF WE'RE JUST TALKING ABOUT PROGRAMS, WE CAN JUST TALK ABOUT PROGRAMS. BUT MY QUESTION WAS ABOUT THE BUDGET AND THE MONEY AND FOR PLANNING. I MEAN, WE DO HAVE THE ADOPTED BUDGET COLUMN IN THERE. SO THAT IS I TRACKED THAT. OKAY. SO SO FOR FOR THE ECONOMIC DEVELOPMENT FUND BUDGET, THE OVERALL BUDGET GROWTH IS LARGELY BASED ON OUR MOVE TO ATTACK THE FUND BALANCE. THAT'S ALMOST A THOUSAND DAYS CASH ON HAND TO KIND OF BRING THAT MORE IN LINE WITH WE, I THINK WE PUT IN GFOA STANDARDS, EVEN THOUGH FOR THE CORPORATION MAY BE DIFFERENT, BUT EVEN THEN. AND SO IT NEEDS TO BE BROUGHT DOWN THAT THAT. BUT THAT ALSO THEN INCREASES WHAT YOUR EYES ARE LOOKING AT. RIGHT. BUT WHAT WE DID WAS WE FUNDED OUR INCENTIVE PROGRAM, OKAY. ADMINISTRATION, THOSE THINGS RELATIVELY FLAT, BUT WE PUT MORE MONEY HERE, HERE IN BACK INTO THE ECONOMY, OKAY? INCENTIVES. WE WANT TO FUND PARKS CAPITAL. SO WE'RE GOING TO GROW THAT. THEN WE, WE DOUBLED DOWN ON, ON THE ACTIVITY THAT WE WERE ALREADY ENGAGED IN AND WE EXPANDED IT. MY QUESTION IS NOT MY QUESTION IS NOT A CRITICAL IT'S NOT ONE OF CRITICALITY AS IT RELATES TO THE GROWTH IN, IN, IN EXPENSES. 
          I JUST, YOU KNOW, WANTED TO UNDERSTAND AND HEAR YOU SAY WHERE THAT WENT. BUT THE NEXT POINT I'D JUST LIKE TO MAKE WITH THAT IS I REMEMBER MY TIME FROM BEING ON THE ECONOMIC DEVELOPMENT BOARD. AND I DO REMEMBER THE FUND BALANCE BEING EXTRAORDINARILY HIGH AND US NEEDING TO MAKE SURE THAT WE ARE REINVESTING IN THE ECONOMY. I JUST WANT TO MAKE DOUBLY SURE THAT I FLAG THIS TO SAY THAT EVEN THOUGH AS WE TRY TO BRING DOWN OUR FUND BALANCE, I WANT TO CAUTION US AS ONE OF THE THINGS THAT THAT WE MAKE SURE THAT WE ARE REDIRECTING THOSE DOLLARS INTO ENDEAVORS, THAT THAT SUPPORT THE ECONOMY AND HELP SUPPORT GROWING THE ECONOMY AND NOT OFFSETTING OTHER EXPENSES THAT SHOULD OTHERWISE MORE APPROPRIATELY BE HANDLED WITHIN THE GENERAL FUND. SO THAT THAT WAS THAT TOUR TO GO DOWN THAT ROAD TO, TO, TO MAKE THAT STATEMENT AND MAKE SURE I UNDERSTOOD THAT. THANK YOU, MR. MAYOR. OKAY. LET ME GO 
          [00:40:07]
BACK AND JUST REITERATE SOMETHING, MR. YOU ASKED ABOUT DUPLICATION. SO AND TO YOUR POINT. MR. WAS TALKING ABOUT THEM. EXPENDITURES ON THINGS THAT MAYBE BELONG IN THE GENERAL FUND, FOR EXAMPLE. SO ONE OF THE AREAS THAT WE DEFINITELY DID LOOK AT IS THE AREA BEAUTIFICATION, BECAUSE HISTORICALLY, AND YOU CAN KIND OF SEE THE NUMBERS HERE. AND THESE ARE ACTUALLY HIGHER BECAUSE THESE DON'T HAVE THE PEOPLE IN IT. BUT HISTORICALLY, THE LAST COUPLE OF YEARS IN THE BEAUTIFICATION, IT SUPPORTED A BEAUTIFICATION PERSON AND HAS SUPPORTED THE FLOWERS, THE SEASONAL CHANGING MORE OF THE MOWING EVEN BEYOND JUST EDC LOTS. AND SO THIS YEAR, WE'RE TRYING TO LOOK FOCUS IN ON THAT. AND WHAT DOES ECONOMIC DEVELOPMENT REALLY NEED TO BE FOCUSING ON IN TERMS OF WHAT IT SUPPORTS IN THE AREA BEAUTIFICATION. SO THAT'S 86,000, FOR EXAMPLE, IS A BIG DROP FROM 315 THAT WAS ADOPTED. 
          AND IT'S STRICTLY ON EDC LOTS. YOU KNOW IT'S THE MOWING FOR THAT. SO KEEP DUNCANVILLE BEAUTIFUL. FOR EXAMPLE, THE BOARD THERE TRAINING ANY EXPENSES RELATING TO THEM, THE SEASONAL CHANGE OUT, THE COLORS, THOSE KIND OF THINGS ARE NOW ALL HOUSED IN GENERAL FUND, WHICH IS AN ADJUSTMENT WE'VE HAD TO MAKE WITHIN THE GENERAL FUND. SO, YOU KNOW, THEY ARE DEFINITELY LOOKING AT THIS AND MAKING SURE THEY'RE RIGHT, SIZING IT AND BEING ABLE TO SUPPORT THEM IN THE AREAS TOO, THAT ALSO MATTER, THAT HAVE NOT BEEN SUPPORTED, SUCH AS IN CIP. 
          RIGHT. AND SO, YOU KNOW, TO YOUR POINT ABOUT NOT USING FUND BALANCE JUST TO OFFSET EXPENSES, BUT IN TERMS OF REDIRECTING THE INVESTMENTS, THE MAJORITY OF THAT FUND BALANCE USE, IF YOU WILL, THAT THEY'RE TARGETING IS MORE INTO THE INCENTIVES AND REDEVELOPMENT. AND SO I WANTED TO HIGHLIGHT THAT BECAUSE IT KIND OF GOES TO YOUR POINT. THANK YOU. OKAY, SO THE NEXT FUN WE'RE GOING TO TALK ABOUT ACTUALLY IS HOTEL MOTEL. IT'S JUST REALLY MORE OF A SNAPSHOT HERE. BUT IF YOU'RE FOLLOWING ALONG IN YOUR BOOK, IT'S ACTUALLY LIKE PAGE 150 IS WHEN WE TALK ABOUT HAS MORE OF A BREAKDOWN IN EVERYTHING, BUT JUST KIND OF GIVING YOU A HIGHLIGHT HERE OF THE HOTEL MOTEL. AND AS YOU KNOW, HOTEL MOTEL COMES FROM 7% OCCUPANCY TAX THAT'S CHARGED TO VISITORS IN HOTELS, OKAY. AND SOME SHORT TERM RENTALS AND AIRBNB TYPE ESTABLISHMENTS AS WELL. IN THE PAST, WE'VE, WE'VE GOTTEN ABOUT ONE, JUST A LITTLE OVER 1 MILLION IN REVENUE EVERY YEAR. AND THE EXPENDITURES ARE PRIMARILY BEEN MORE ON LIKE TOURNAMENT GRANTS, YOU KNOW, DIFFERENT EVENTS THAT BRING PEOPLE INTO THE CITY, WHETHER IT'S FOR, YOU KNOW, FIELD HOUSE EVENT OR IT'S THE SACRAMENTO CLASSIC OR WE'VE GIVEN MONEY FOR ART RELATED PROGRAMING AND STUFF LIKE THAT. WE'VE ALSO BEEN ABLE TO SUPPORT IN THE PAST FIELD HOUSE IMPROVEMENTS. SO AS YOU SEE HERE IN 2025, WHEN YOU LOOK AT THE ACTUAL, YOU'LL SEE QUITE BIG DEFICIT, IF YOU WILL, OF EXPENDITURES IN REVENUE. AND THAT WAS UTILIZING RESOURCES THAT WE HAD TO HELP COVER SOME VERY BIG NEEDS OF FIELD HOUSE, SUCH AS HVAC REPLACEMENT. AND SO I SAY THAT TO SAY WE HAVE VERY HEALTHY FUNDS FOR THE HOTEL MOTEL. WE DON'T REALLY HAVE A PLAN, SO TO SPEAK, IN TERMS OF HOW WE'RE GOING TO BEST UTILIZE THIS, OTHER THAN JUST KIND OF CONTINUING TO DO WHAT WE'VE ALWAYS DONE. SO WE KIND OF WANT TO GET BEYOND THAT. AND I FORGOT TO MENTION AT THE BEGINNING OF THIS, I HAVE THIS EASEL OVER HERE, AND I WANTED TO EXPLAIN WHAT THE PURPOSE OF THIS EASEL IS JUST KIND OF GOES ALONG WITH THIS. SO IF SOMETHING COMES UP THAT THERE'S AN IDEA, IF THERE'S SOMETHING WE NEED TO FOLLOW UP ON, IF THERE'S A DELIVERABLE, IS IT THIS IS A, HEY, LET'S WORKSHOP THAT OR YOU KNOW, SOMETHING YOU WANT TO PUT ON A ROADMAP. I WANT TO JUST KIND OF WRITE THEM DOWN HERE SO WE CAN SEE THIS. SO IT'S SOMETHING THAT WE CAN START PLANNING ON IN TERMS OF WHEN WE MEET AGAIN AS MORE OF A STRATEGIC RETREAT OR IMPLEMENTATION OF THE COMP PLAN OR WHATEVER, WE CAN HAVE SOME BULLET POINTS IN TERMS OF THINGS WE KNOW WE WANT TO DISCUSS MORE. SO I SAY THAT TO SAY LIKE A STRATEGIC PLAN IN TERMS OF HOW WE WANT TO BEST UTILIZE HOTEL MOTEL FUND WOULD BE SOMETHING WE REALLY WANT TO HAVE A DISCUSSION ON. SO ANYWAY, TALKING ABOUT THE REVENUES, AS I SAID, THE COLLECTIONS HAVE BEEN PRETTY STABLE. THEY'VE BEEN ABOUT JUST OVER A MILLION HISTORICALLY. AND OUR GOAL IN THIS PARTICULAR FUND IS REALLY OUR CONTINUED EFFORTS WITH THE SHORT TERM RENTAL COLLECTIONS. SO OUR PLANNING AND PERMITTING STAFF IS REALLY WORKING ON GETTING THAT SHORT TERM MODULE UP TO PUTTING IT OUT THERE LIVE. 
          AND SO THAT'LL BE, AGAIN, AN AREA WE'RE GOING TO FOCUS ON AS REVENUE TO COME INTO THAT FUND. 
          SO THIS THIS FUND SUPPORTS HALF A PERSON, WHICH IS A SPECIAL EVENTS PLANNER. SHE'S HALF HERE AND HALF IN ECONOMIC DEVELOPMENT. THE PRIMARY EXPENDITURES REALLY FALL INTO CONTRACTUAL SERVICES. AND THAT'S REALLY THE GRANT APPLICATIONS THAT ARE PROCESSED. 
          THESE ARE GOING TO BE ON THE AUGUST OR THE FIRST MEETING OF SEPTEMBER. YOU'LL SEE THOSE 27 APPLICATIONS COME TO YOU FOR APPROVAL. ALSO, AS YOU REMEMBER FROM THE GENTLEMAN THAT CAME AND SPOKE TO US BACK IN JUNE FROM THE HOTEL LOBBY ASSOCIATION, SOMETHING WE'VE 
          [00:45:05]
NOT BEEN DOING, WHICH WE'RE PLANNING TO DO IN THIS YEAR, IS REALLY TARGET ADVERTISING AND PROMOTION, AS WE'RE SUPPOSED TO BE SPENDING 14% OF OUR REVENUES ON THAT KIND OF THING. SO WE HAVE THAT EARMARKED IN THIS FUND. AND ADDITIONALLY, WE CONTINUE TO SUPPORT THE ARTS FUND. SO THAT IS A PERCENT THAT'S TRANSFERRED BASED ON ACTUAL REVENUE THAT'S COLLECTED. 
          SO THAT'S PROPOSED AT 132. THAT'LL GO INTO THE ARTS FUND FOR THEIR GRANTS AND PROGRAMING. 
          ADDITIONALLY, WE HAVE EARMARKED FOR FIELD HOUSE REQUESTS IF THERE'S ANY OTHER UPGRADES AND THINGS THAT WE NEED TO DO FOR THE FIELD HOUSE NEXT YEAR. AND THEN 60,000 IS AN ADMINISTRATIVE TRANSFER FOR THE INDIRECT COSTS. SO THAT'S KIND OF THE HOTEL MOTEL IN A NUTSHELL. EXCUSE ME. YES, MR. COACH, FIRST OF ALL, DO YOU WANT US TO WRITE ON THERE OR WHAT WE CAN WRITE OR IF YOU HAVE, IF YOU WANT TO WRITE ON IT. I HAVE MARKERS THERE, BUT I JUST KIND OF WANT TO START HIGHLIGHTING THIS BECAUSE I DID HAVE. YOU KNOW, CITY MANAGER AND WHAT LIFE WAS THE WORKSHOP TRANSITION TO THE NATIVE, MORE NATIVE PLANTS, AS I MENTIONED EARLIER. AND THEN SECONDLY, YOU HAD SUGGESTED THE HISTORIC COMMISSION, AND THAT WOULD BE FUNDED. SO IF THERE'S A FUND BALANCE THAT WE CAN WORK FROM TO HELP FUND WHATEVER THEY WOULD BE DOING, WHEN WE GET THAT GOING, THEN THAT THAT PROBABLY NEEDS TO BE TALKED ABOUT FOR WORKSHOP AS WELL. OKAY. GOT IT. OKAY. SO AND THIS IS PROBABLY GOING TO BE MY THEME THAT I GO BACK AND FORTH AND LOOK AT WHAT WE SAID WE WOULD DO IN FISCAL YEAR AND ADOPT IT. AND THEN WHAT WAS ACCOMPLISHED. SO I SEE WAYFINDING SIGNS. WHERE ARE WE WITH THAT? AND THAT WAS OUT OF THE OH, THAT'S HOTEL MOTEL. IS THAT THE SAME AS OKAY, SO WAYFINDING SIGNAGE, WAYFINDING SIGNAGE. WE STILL NEED TO MOVE FORWARD WITH THAT PROJECT. WE DO NEED TO GET IT GET A DESIGN FIRM TO DO THAT. BUT NO, WE THAT PROJECT IS NOT, NOT NOT STARTED. SO OKAY, THEN ALLOCATION FOR BUILDING FOR PROJECTS FOR FIELD HOUSE AND EMBARKED FUNDING TO EXTERNAL APPLICANTS OF 482,000 PROJECT TO TRANSFER TO THE ARTS FUND OF 189 000. OR IF WE COULD IN THE BUDGET, ADD 15%. SO. RIGHT, 32 OR 15%, WHICHEVER IS THE GREATER, BECAUSE THAT IS THE AMOUNT THAT'S ALLOWED. AND I THINK THAT'S WHAT WE ADOPTED FOR THE ARTS FUND. SO LET'S TALK ABOUT WERE THERE ANY CONCERNS OR ANYTHING THAT WE NEED TO CONSIDER AS COUNCIL FOR IMPROVEMENTS, ANYTHING THAT PREVENTED US FROM ACCOMPLISHING SOME OF THESE GOALS? AND WHAT WERE THOSE IMPEDIMENTS ON PREVENTING US? AND I WILL SAY ON THE WAYFINDING, I REMEMBER LAST YEAR, YOU KNOW, THAT'S SOMETHING THAT WE JUST EARMARKED IN THE BUDGET, BUT NEVER ACTUALLY FOLLOWED THROUGH WITH IT. AND THAT'S ONE THING I KNOW DIDN'T SEEM TO BE HIGH ON THE PRIORITY LIST, I THINK, AMONGST THE BODY HERE AT THAT TIME. SO WE NEVER DID, YOU KNOW, MOVE FORWARD WITH IT. BUT THERE WAS ALSO SOME DISCUSSIONS ABOUT LIKE JUST OUR OVERALL BRANDING. AND, YOU KNOW, IF WE'RE GOING TO DO WAYFINDING, WELL, THEN WE NEED TO KIND OF SETTLE ON, YOU KNOW, OUR BRANDING MESSAGE TOO. AND SO THEN IT WAS LIKE, OKAY, WE GOT SOME OTHER PRIORITIES. LET'S JUST PUT THAT ON HOLD FOR NOW. AND THEN WE'LL, WE'LL BRING IT BACK. OKAY. SO THANK YOU FOR PROVIDING THAT. I WOULD ASK IN MOVING FORWARD, IF WE SEE SOMETHING THAT WE'RE NOT GOING TO ACCOMPLISH AS A GOAL OR A TARGET THAT WE HAVE ADOPTED IN THE BUDGET, THAT SOME FOLLOW UP BE PROVIDED TO COUNCIL, WHERE ARE WE ON THAT? AND LET'S PRIORITIZE THE THINGS THAT WE SAID AND WE TOLD THE PUBLIC WE WOULD DO WITH THE TAX MONEY, BECAUSE THAT MAKES SENSE. EXCUSE ME? YES. AND IF IT'S GOING TO BE DELAYED WE NEED TO KNOW ABOUT THAT AS WELL. YES, SIR. YES SIR. I THINK HE HAD. SO BART PARKS AND RECREATION DIRECTOR, OUR TWO DEPARTMENTS, WE SCHEDULE A WEEKLY STANDING MEETING. IT USUALLY HAPPENS VIRTUALLY. THAT IS A PROJECT WE'RE TRACKING. IT WAS A PROJECT THAT PARKS WANT TO CARRY OUT. THE FUNDING IS IN HOTEL MOTEL OCCUPANCY TAX. ECONOMIC DEVELOPMENT IS REALLY AT THE TABLE REALLY TO TO MAKE OURSELVES AVAILABLE TO SUPPORT IT. SO I DO KNOW WE DID GET QUOTES. FORMER ASSISTANT DIRECTOR WAS REALLY HELPFUL IN GETTING THOSE QUOTES FOR BOTH. 
          BOTH MONUMENT SIGNS BECAUSE AGAIN, THAT'S A FORM OF ELIGIBLE MARKETING. 
          ADVERTISEMENT. BUT THE WAYFINDING SIGNS, EVEN THOUGH WE DIDN'T HAVE THE BRANDING IN 
          [00:50:01]
PLACE, WE WERE JUST LIKE, YOU KNOW WHAT, LET'S LET'S IDENTIFY A COUPLE INTERSECTIONS AND LET'S GET QUOTES TO INSTALL SIGNS WITH THE LOGO AND BRANDING WE HAVE. SO WE DO HAVE QUOTES AND INFORMATION. AND THE OTHER DEPARTMENT THAT WE MEET WITH IS PROCUREMENT, BECAUSE THEN THAT THAT PROCESS HAS TO OCCUR AS WELL. SO THAT'S SOME ADDITIONAL INFORMATION. IT'S UNDERWAY, NOT COMPLETE. OKAY. NO, THANK YOU FOR THE TRANSPARENCY. I DON'T WANT TO SOUND LIKE I'M CRITICIZING. IT'S JUST THAT THE WORLD I COME FROM, IF WE HAVE IT IN OUR BUDGET, OUR GOALS, OUR EVERYTHING THAT WE DO IS ALIGNED WITH ACCOMPLISHING THAT. 
          AND IF WE SEE OURSELVES FALLING SHORT, WE FOLLOW UP THROUGH THE CHANNELS AND INFORM, AND I'M SURE IT MAKES IT UP TO COUNCIL. SO THAT IS NOT A PRIORITY. IT IS A CONCERN FOR ME, BUT JUST MOVING FORWARD, LET'S COURSE. CORRECT. THANK YOU. SO WHETHER OR NOT IT'S IT'S A SOMETHING'S BEING DELAYED, BUT THERE'S A MAYBE A GOOD REASON FOR THAT DELAY. YOU YOU JUST WANT US TO KNOW ABOUT IT EXACTLY ON A REGULAR BASIS. YES. THANK YOU SIR. PART OF THE DEPARTMENTAL QUARTERLY OR BIANNUAL KIND OF THING. YEAH. I THINK WE GOT A QUESTION. YEAH. WELL YEAH, JUST JUST IN GENERAL THOUGH, WHETHER WE'RE TALKING ABOUT WAYFINDING SIGNS AND EVERYTHING ELSE. BUT THIS IS PRETTY IMPORTANT. LIKE YOU SAID, I MEAN, ANY WE HAVE THIS WHOLE BUDGET, RIGHT? LOTS OF THINGS BUDGETED FOR THAT. WE DON'T END UP FUNDING. BUT THERE ARE OTHER THINGS THAT WE ARE DOING THAT THOSE FUNDS FROM UNDERSTANDING, CORRECT, THOSE FUNDS CAN GO TOWARDS SUPPORTING. 
          AND THAT'S IMPORTANT FOR US TO KNOW. WHAT DID WE BUDGET FOR THAT WE'RE NOT WE'RE NOT GOING TO GET AROUND TO EXACTLY, BUT WE CAN TRANSITION THOSE FUNDS TO SOMETHING ELSE. SO I THINK THAT'S VERY IMPORTANT THAT WE MAKE SURE THAT WE HAVE THAT PRACTICE IN PLACE. AND EQUALLY IMPORTANT, IF A PROJECT ISN'T WORKING OUT, WE DON'T WANT TO BE THE LAST ONE TO FIND OUT. 
          RIGHT. AND THE PUBLIC IS ASKING US WHATEVER HAPPENED TO IT. AND WE DON'T WE DON'T KNOW THE ANSWER TO THAT. SO THESE QUARTERLY REPORTS ON PROGRESS, AND ESPECIALLY IF SOMETHING'S LAGGING BEHIND. YEAH, WE WE REALLY NEED TO KNOW ABOUT IT. WE TRANSITION TO THE SEMIANNUAL REPORTS THIS YEAR. BUT IF WE NEED TO GO BACK TO QUARTERLY, WE CAN DO THAT. SO WE'RE TRACKING PURPOSES. IT'S GOOD. WHAT WOULD YOU SUGGEST? WE HAVE MANY TOOLS THAT WE CAN USE. WE HAVE THE WEEKLY REPORT FROM THE CITY MANAGER. WE HAVE QUARTERLY REPORTS. WE HAVE BOARDS AND COMMISSIONS. WHICHEVER WAY. IT'S JUST AS LONG AS IT'S COMMUNICATED TO US, I WOULD PREFER TO KNOW ABOUT IT SOONER RATHER THAN LATER. SO MAYBE UTILIZE THE WEEKLY REPORT. OKAY? OKAY. MR. DAVIS, THANK YOU. LISTENING TO THE DISCUSSION. AND I JUST I THINK THE WAY I SEE IT IS THAT WE ADOPT THE CITY MANAGER'S RECOMMENDED BUDGET. WITHIN THAT BUDGET ARE PROGRAM PRIORITIES, PROJECTS THAT ARE DESIGNED TO MOVE US FORWARD. I DON'T WANT TO AND I DON'T INTEND TO MICROMANAGE THE DEPARTMENT. AND, YOU KNOW, IN TERMS OF WHAT CAUSES A DELAY AND WHAT THINGS ARE HAPPENING THERE. SO I GUESS I THINK WHAT WOULD BE HELPFUL IS ESTABLISHING A RHYTHM AND A PRODUCT THAT EFFECTIVELY AND EFFICIENTLY COMMUNICATES WHAT ARE THOSE PROGRAM PRIORITIES AND PROJECTS THAT ARE A PART OF THE ADOPTED BUDGET AND WHERE WE ARE ON THE ROAD TO MEETING THOSE. AND IF WE NEED TO GET DOWN TO THE PARTICULARS OF, THERE ARE NO WAYFINDING SIGNPOSTS DUE TO SOME ECONOMIC BACKLOG OR SOME ISSUE, WE JUST NEED TO KNOW ABOUT THE DELAY AND HOW WE'RE MOVING ALONG WITH THOSE THINGS IN A PREDICTABLE, DIGESTIBLE WAY. SO WHEN WE GET TO THIS POINT, WE'RE NOT HAVING TO KIND OF GO BACK AND FORTH TOGGLING BETWEEN WHAT WE SAID WE WERE GOING TO DO VERSUS WHAT WE'VE DONE BEFORE WE EVER CAN GET INTO WHAT WE'RE GOING TO TRY TO DO NEXT YEAR. AND THEN, JUST TO BE CLEAR, MR. DAVIS, I USED A TERM, AND I KNOW YOU DIDN'T USE IT IN THE SENSE THAT I'M GOING TO EXPLAIN. I DON'T THINK ANYBODY HERE INTERESTED IN MICROMANAGING. WE GOT ENOUGH TO DO. I THINK WHAT'S HAPPENING HERE IS THAT THERE HAS BEEN A HISTORY OF JUST NOT KNOWING WHY SOMETHING DIDN'T FINISH OR WHY IT'S NOT MOVING FORWARD. AND BETTER COMMUNICATIONS, I THINK, IS WHAT WE'RE LOOKING FOR. YEAH, YEAH. NO, AND LET ME JUST CLARIFY. I DIDN'T MEAN TO SUGGEST THAT THAT'S DONE. I'M JUST SIMPLY SAYING IS IF I CAN COUNT ON A SEMIANNUAL REPORT THAT GIVES ME AN UPDATE AGAINST WHAT WE SAID IN THE BUDGET OR QUARTERLY OR WHATEVER THAT IS, AND I KNOW WHAT'S GOING TO BE IN IT. AND SO WHEN I GET TO THE END OF THE YEAR, THERE'S NO SURPRISES. I SAID, I THINK 
          [00:55:05]
THAT'S WHAT WE'RE ALL, WE'RE ALL. AND I THINK WHAT WE WHAT I THINK I'M HEARING AND WHAT I'M HEARING, I THINK WHAT WE COULD DO IS FOR DEFINITELY FOR FY 2627, WE CAN PUT TOGETHER A MASTER PROJECT SHEET OF ALL THE STUFF THAT WE SAY WE'RE GOING TO DO, AND THEN WE CAN HAVE AN UPDATE AND SEND THAT OUT TO COUNCIL. OUR PROGRESS, WHERE WE ARE ON, ON ALL THOSE PROJECTS, EVERY SINGLE ONE. AND THAT WAY THAT THAT'S A REPORT YOU GET. AND THEN AGAIN, IF THERE'S INDIVIDUAL QUESTIONS, WE CAN DEFINITELY, IF THERE'S DELAYS OR CHALLENGES, WE CAN GO FURTHER BRIEFING, DISCUSSION. BUT MAYBE, MAYBE WHAT I'M THINKING HERE THAT MAY MAY HELP IS A MASTER PROJECT REPORT THAT WE JUST SEND OUT TO Y'ALL ON A REGULAR BASIS, WHETHER IT'S IN A WEEKLY OR QUARTERLY, JUST TO LET YOU ALL KNOW WHERE WE ARE WITH ALL THOSE PROJECTS. AS LONG AS BUT A MASTER, WE'RE CLEAR WHERE WHERE THAT INFORMATION IS AVAILABLE SO THAT WE CAN ANSWER TO THE PUBLIC OR WE DON'T HEAR FROM THE PUBLIC THAT SOMETHING FAILED AND NOT MOVING FORWARD. WE'VE HAD THAT HAPPEN NOT JUST IN THE LAST COUPLE OF YEARS, BUT WE'VE HAD IT GOING ON FOR A LONG TIME WHERE WE WE SEEM TO BE THE LAST TO FIND OUT THAT SOMETHING JUST WASN'T WORKING OUT. YEAH. SO I THINK THIS IS A GOOD IDEA, A GOOD CONVERSATION. 
          THANK YOU ALL. WELL, AGAIN, I CAN TWEAK THAT AND BRING THAT BACK. BUT MAYBE THAT'S SOMETHING WE JUST, WE JUST SEND THAT REPORT OUT AND Y'ALL SEE WHERE WE ARE WITH EVERYTHING. 
          SURE. LET'S START SOMEWHERE. AND IF THERE ARE ADDITIONAL QUESTIONS, THEN WE WILL ASK IT. 
          BUT LET'S AT LEAST GET IT STARTED. I THINK WE CAN MAKE WE'LL MAKE THAT HAPPEN. SO THAT WOULD BE I APPRECIATE THE FEEDBACK. ALL PROJECTS. ALL RIGHT. YEAH. ANY INITIATIVE CITY. YEAH. OKAY. YEAH. AND WE CAN EVEN PUT IT ON THE WEBSITE TOO. IT'S AVAILABLE TO THE PUBLIC. YEAH. AND NOT, NOT WE, WE HAVE, WE'VE HAD AN EXAMPLE WHERE A PROGRAM WAS ANNOUNCED TO BE ROLLED OUT A WHILE BACK. IT WAS ANNOUNCED TO BE ROLLED OUT. IT WAS A BIG DEAL. AND ESPECIALLY FOR THAT DEPARTMENT, WE LATER FOUND OUT THE REASON IT WASN'T ROLLED OUT WAS WE DIDN'T USE ADVANCED THINKING ABOUT THE THE PIECES THAT YOU NEEDED, THE TECHNOLOGY FOR THAT PROGRAM TO OPERATE. AND SO THE STAFF HAD TO FIND A WORKAROUND JUST SO THE PROGRAM SEEMINGLY WORKED AS THOUGH IT WERE ADVERTISED WHEN WE ROLLED IT OUT. AND THAT'S THE LAST THING ANY OF US NEED. STAFF DOESN'T NEED THAT. WE DON'T NEED THAT. BUT IF WE KNOW THAT SOMETHING GONE AWRY AND THAT'S BEEN WORKED ON, AT LEAST WE CAN TELL THE PUBLIC OR AT LEAST WE KNOW FOR OURSELVES THAT, OKAY, THAT PROJECT DOESN'T APPEAR TO BE WORKING SMOOTHLY RIGHT NOW, BUT HERE'S WHY WE HAVE THAT INFORMATION. WE WILL DEFINITELY DO THAT AND THEN WE'LL GET THAT ROLLED OUT. THANK YOU ALL FOR THE FEEDBACK AND WE'LL KEEP GOING ON THIS. THANK YOU FOR DIRECTING US TO THE PAGE OF THE BUDGET. SO THAT WAY THAT'S VERY HELPFUL. I HAVE MINE TOO. OKAY. 
          BEFORE WE LEAVE, I JUST WANTED TO ADD THAT, YOU KNOW, WE DEFINITELY, YOU KNOW, WE HAD JUSTIN HERE FROM TEXAS HOTEL MOTEL, YOU KNOW, EARLIER THIS SUMMER. AND WE DEFINITELY, YOU KNOW, WANT TO BE ABLE TO KIND OF SET A STRATEGY FOR, FOR HOW WE UTILIZE HOT FUNDS IN THE FUTURE. AS JENNIFER SAID, WE KNOW WE GOT TO DO MORE ON THE ADVERTISING MARKETING SIDE, WHICH WOULD INCLUDE, YOU KNOW, YOUR SIGNAGE. BUT THERE'S ALSO THE TOURISM ASPECT AS WELL. YOU KNOW, CURRENTLY TOURISM IS HANDLED BY THE CHAMBER. BUT, YOU KNOW, WE THINK THERE'S SOME AVENUES THERE TO WHERE MAYBE THE CITY CAN PLAY A BIGGER PART IN THAT. AND SO WE, WE WOULD DEFINITELY, YOU KNOW, BE INTERESTED IN ANY FEEDBACK THAT YOU ALL MIGHT AS IT RELATES TO THE CITY'S TOURISM STRATEGY, WHICH REALLY TIES A LOT INTO THE WHOLE MARKETING PROMOTION ASPECT. OKAY. I WANT TO JUST GO BACK REAL QUICK AND NOT SPEND TOO MUCH TIME ON THIS. BUT BACK TO WHAT MR. IS TALKING ABOUT. WE SEE ALL OVER TEXAS NOW PEOPLE, BUSINESSES, DOWNTOWN BUSINESSES, COLLEGE CAMPUSES, GOING TO MORE NATIVE PLANTS IN AN ATTEMPT TO TO REDUCE COSTS. 
          AND I UNDERSTAND THAT WE HAVE A PROGRAM OF PLANTING FLOWERS AND, AND WE'VE BEEN COMPLIMENTED ON THAT. OFTENTIMES WHEN WE DO THAT CHANGEOVER, WE'VE BEEN COMPLIMENTED ON THAT NOW THAT LOOK DIAMETRICALLY OPPOSES THE THOUGHT THAT MR. IS HAVING ABOUT THAT. SO THAT'S A DISCUSSION THAT THE HORTICULTURALIST, THE PARK STAFF WILL ALL HAVE TO HAVE. 
          BUT YEAH, I SEE IT ALL OVER NOW. AND ACTUALLY A LOT OF THOSE NATIVE PLANTS, THE WAY THEY'RE DONE, WHEN THEY'RE DONE RIGHT, I THINK THEY'RE PRETTY ATTRACTIVE. THERE'S ON DALLAS AVENUE IN LANCASTER ABOUT 3 OR 4 YEARS AGO, THEY CHANGED EVERYTHING OUT. IT'S ALL NATIVE PLANTS, TREES, AND IT'S QUITE STRIKING. I DON'T KNOW HOW YOU DO THAT IN FRONT OF CITY HALL TO GET THE SAME EFFECT WHEN YOU COME UP WITH NATIVE PLANTS, BUT I THINK IT CAN BE DONE. BUT IT'LL BE A LOT OF DISCUSSION BEFORE WE GO IN THAT DIRECTION. ACTUALLY, THAT WAS WHAT HAS BEEN DONE OUTSIDE OF CITY HALL, AND WE ACTUALLY GOT AN AWARD FOR THAT. SO WHEN YOU GO OUTSIDE CITY HALL, THAT IS A COMBINATION THOUGH. YEAH, YEAH. AND YOU'RE NOT INTERESTED NECESSARILY IN THE FALL COLOR CHANGES OF THE FLOWERS THAT WE DO AROUND TOWN. NO, THERE ARE 
          [01:00:05]
PEOPLE WE CAN TALK TO THAT CAN HELP DESIGN SOMETHING THAT'S STRIKING. OKAY. ALL RIGHT. 
          ANYTHING ELSE SPECIFICALLY ON HOTEL? MOTEL QUESTIONS THERE FOR NOW. OKAY. JUST WANT TO ASK A QUICK QUESTION. YOU WERE TALKING ABOUT THE SPECIAL EVENTS PLANNER AND HOW I MEAN, MY UNDERSTANDING IS THEY'RE HOUSED IN PARKS, BUT IT'S BEING PAID. HOW SO? THE OVERSIGHT IS IN PARKS, BUT YET BEING PAID HALF IN HOTEL AND HALF IN ECONOMIC DEVELOPMENT. WE TALKED ABOUT MOVING IT 100% OVER IN ECONOMIC DEVELOPMENT. BUT IF YOU TRANSITION MORE, PERHAPS SPECIAL EVENTS UNDER HOTEL MOTEL FUNDS, FOR EXAMPLE. STILL, I GUESS YET TO BE DETERMINED ON THE BEST PART TO FUND IT. AND KIND OF WHERE THAT'S COMING FROM IS, YOU KNOW, WHEN YOU LOOK AT HOLIDAY, EXCUSE ME, THE 4TH OF JULY EVENT, YOU KNOW, WE LOOKED AT PLACER AI DATA AND ABOUT 63% OF ATTENDEES FOR OUR 4TH OF JULY EVENT ACTUALLY CAME FROM OUTSIDE OF THOMPSONVILLE. 
          SO WE COULD LOOK AT, YOU KNOW, BASICALLY PAYING FOR THAT EVENT UTILIZING HOP FUND DOLLARS. AND, YOU KNOW, THE SAME IS TRUE FOR HOLIDAY LIGHTS, NOT TO THE SAME DEGREE, BUT MAYBE, MAYBE HALF OF THE HOLIDAY EVENTS LIGHT EVENT GETS PAID FOR ON A HOT FUNDS, THUS FREEING UP, YOU KNOW, EDC FUNDS THAT COULD MAYBE BE UTILIZED ELSEWHERE. SO THAT'S A WAY TO KIND OF HELP US, YOU KNOW, EXPAND THESE, THESE HOT DOLLARS AS WELL. AND AGAIN, THE TOURISM PART KIND OF PLAYS INTO ALL OF THAT TOO. SO THAT REALLY ANSWERED YOUR QUESTION. MR. WELL, MOVING ON. I JUST SHOWING YOU FROM OUR PROJECTIONS HOW WE'VE DONE, WHICH WE HAVE PROJECTED A LOT LESS THAN WHAT WE'VE ACTUALLY RECEIVED. SO IT'S JUST SHOWING YOU HISTORICALLY THESE THE LAST FIVE YEARS, WHAT WE PROJECTED FOR A HOTEL MOTEL REVENUE FOR WHAT WE ACTUALLY RECEIVE. SO. 
          SHOW THAT GRAPH. AND THEN THE NEXT ONES WE'RE GOING TO GET INTO ARE THE ENTERPRISE FUNDS. 
          THOSE ARE WHAT WE CALL PROPRIETARY FUNDS. SO THAT WOULD BE THE FIELD HOUSE. THAT WOULD BE UTILITY FUNDS SANITATION FUND. AND WE'RE GOING TO BE TALKING ABOUT DRAINAGE. EVEN THOUGH DRAINAGE TECHNICALLY IS NOT CATEGORIZED ENTERPRISE. SO THANK YOU FOR THIS. OKAY. YES. I'D LIKE TO MAKE THIS COMMENT BECAUSE HEY, I MEAN, YOU LOOKED AT THOSE NUMBERS HOTEL MOTEL AND THE AXLES ARE EXCEEDING. AND SOME OF THAT'S GOING TO BE ATTRIBUTED TO ECONOMIC DEVELOPMENT ACTUALLY DOING THINGS FOR REDEVELOPMENT OR THINGS OF THAT NATURE. SO. WITH THAT, IT'S, IT'S REALLY KIND OF A PLAN OF LIKE, OKAY, WE'RE GOING TO SEE MORE THINGS HAPPEN. WE'VE GOT MORE BUSINESSES THAT ARE COMING IN AND THAT STUFF'S GOING TO INCREASE. SO. YOU'RE STILL GOING TO HAVE AN ABUNDANCE. AND AS CONTINUE AS WE CONTINUE, WE'RE STILL GOING TO OUTPACING. SO WE'RE TRYING TO GET IT DOWN TO 800 DAYS OR SOMEWHERE IN THERE, BUT YOU'RE STILL GOING TO BE PACING THAT BECAUSE YOU'RE, YOU'RE REINVESTING BACK IN THOSE. SO I'D LIKE TO MAKE SURE THAT WE HAVE SOME KIND OF STRATEGY OR SOMETHING IN THAT LINE THAT'S LIKE HOW, HOW WE ALL REINVESTED. SO THE FIRST ENTERPRISE FUND WE'RE GOING TO TALK ABOUT IS THE FIELD HOUSE, AND THAT'S ACTUALLY ON PAGE 29. 145146 OF THE BOOK WHERE THAT BEGINS BEFORE MR. BRASCO COMES UP AND SPEAKS. I WILL ALSO DO THE SAME KIND OF JUST A QUICK BUDGET OVERVIEW, IF YOU WILL MAKE SOME EXPLANATIONS HERE. SO FOR THOSE THAT HAVE BEEN AROUND FOR A, A WHILE HERE IN THE CITY, KNOW THAT WE TOOK OWNERSHIP OF THE FIELD HOUSE BACK IN 2010 TIME FRAME, OKAY. AND WE'VE PRETTY MUCH BEEN OPERATING IT UNDER OUR UMBRELLA EVER SINCE. SO AS YOU CAN SEE HERE, JUST KIND OF LOOKING OVER THE LAST TWO YEARS, SOME, SOME YEARS, WE, YOU KNOW, SPEND A LITTLE MORE AND SOME YEARS WE'VE BEEN ABLE TO ACTUALLY GAIN HERE THE, THE PROPOSED BUDGET. WE PROJECT 115,000 AS A NET INCOME. AND AS YOU SEE, AS I SHOW IT HERE, THIS IS NOT THE WAY IT LOOKS LIKE IN A FINANCIAL STATEMENT. 
          BUT FOR THIS PURPOSE, FOR BUDGETING, YOU SEE A NEGATIVE FUND BALANCE. AND LET ME TRY TO EXPLAIN WHY THAT WE CONTINUE TO SEE THAT. SO YOU MIGHT HAVE SEEN THIS. I KNOW I'VE SENT THIS OUT TO COUNCIL BEFORE. THIS JUST KIND OF SHOWS WHAT THE NET INCOME LOSS YEAR OVER YEAR HAS BEEN ON A CASH BASIS. WHAT COMES IN, WHAT GOES OUT, NOT, NOT NOT THE OTHER NON CASH 
          [01:05:04]
RELATED EXPENSES. BUT SO LIKE I SAID, WE TOOK OWNERSHIP IN 2011 FISCAL YEAR. AS YOU CAN SEE, EVER SINCE THEN WE'VE BEEN IN THE NEGATIVE LESS REVENUE VERSUS EXPENSES UNTIL WE START GETTING INTO WHEN MR. BRASWELL CAME IN 2018, 2019 TIME FRAME, OF COURSE, COVID HIT. AND THAT, YOU KNOW, WAS A TERRIBLE YEAR FOR ALL. BUT AS YOU CAN SEE, WE HAVE DEFINITELY TRENDED UPWARDS IN TERMS OF HAVING MORE REVENUE THAN EXPENSES. AND BUT GOING BACK TO, SORRY, GOING BACK TO THE, THE FUND BALANCE THING, SOMETHING THAT, YOU KNOW, OVER TIME, IT IS JUST ACCUMULATED AND ACCUMULATED THAT CONTINUES TO SHOW A NEGATIVE BECAUSE WE HAVE NOT REALLY ADDRESSED THAT SINCE WE TOOK OWNERSHIP. AND I KNOW THAT QUESTION COMES UP, WHY ARE WE SHOWING NEGATIVE? IT'S BECAUSE OF, YOU KNOW, THE YEARS PRIOR TO, LIKE I SAID, IT'S JUST ACCUMULATED. SO THAT'S SOMETHING THAT IT'S NOT ADDRESSED THAT WHAT IS THAT? WELL, I MEAN, THE NEGATIVE FUND BALANCE SHOWING A NEGATIVE FUND BALANCE. SO I GUESS YOU COULD SAY IN THESE YEARS IT'S BEEN, YOU KNOW, PRETTY MUCH SUBSIDIZED, SO TO SPEAK. AND SO IT'S NOT SOMETHING THAT FINANCIALLY WE HAVE, HAVE, HAVE ADDRESSED. SO, SO GO BACK, GO BACK TO YOUR GRID. THE OTHER. 
          YEAH, THAT'S CHART. SO IN SO THIS SHOWS NOTHING BUT FUND BALANCE RIGHT NOW THIS IS JUST THE NET THE NET THE NET FOR ALL THE THE NET LOSS FOR ALL THE YEARS. SO WHEN, WHEN WILL THE NEGATIVE LOSS EVER BE CURED? BASED ON WHAT BASED ON WHAT YOU'RE SAYING. BECAUSE I ALSO SEE SOME GREEN IN SOME YEARS. YEAH. YES, ABSOLUTELY. SO WE'RE DEFINITELY GOING IN THE RIGHT DIRECTION WHEN YOU LOOK AT IT ON AN ANNUAL BASIS IN TERMS OF HAVING MORE INCOME THAN THAN EXPENDITURES, BUT IN TERMS OF JUST THE BALANCE SHEET, IF YOU WILL, EVEN IN PREVIOUS STAFF AND EVERYTHING, IT'S ONE OF THOSE THINGS THAT WE JUST, YOU KNOW, AS A CITY HAVE NOT NECESSARILY ADDRESSED TO MAKE IT WHOLE. SO IT WOULD TAKE OVER TIME, OBVIOUSLY COULDN'T PROJECT HOW LONG IT WOULD TAKE IF 100,000, MAYBE MR. RICHARD JACKSON CAN SPEAK A LITTLE MORE TO THAT, BUT. WELL, HE'S COMING UP. LET ME LET ME JUST MENTION THAT WE'VE NOTICED THAT OVER THE LAST FEW YEARS IN THE REPORTS THAT MR. PRESSFIELD GIVES US, THAT WE'VE BEEN IN TIMES WHERE WE WOULDN'T HAVE BEEN MAKING MONEY, WE'VE BEEN MAKING MONEY, AND WE'RE NOT GOING TO SAY IT'S A LOT OF MONEY. BUT YEAH, WE GOT MORE GREEN THAN WE SEE RED. SO THAT'S THAT'S BEEN SOME PROGRESS THAT HAS HAS GROWN AFTER OUR DEBT WAS PAID OFF SINCE OUR DEBTS HAVE BEEN PAID OFF. AND SO WE'RE SEEING A BETTER OUTCOMES ON A MORE REGULAR BASIS. BECAUSE YOU CAN SEE, I MEAN FROM 11 TO. YEAH. AND I WAS ON THE EDC WHEN WE PAID IT OFF IN 21. YEAH. IN 2021, WHICH IS MY QUESTION. CAN YOU EXPLAIN TO ME WHY WE'RE STILL LOOKING BACK TO 2011 AND ALL OF THAT DEBT WHEN YOU COME FORWARD? I MEAN, BECAUSE EITHER YOU'RE IN THE RED OR THE GREEN YEAR TO YEAR. SO CAN YOU HELP ME WITH THAT? RIGHT. SO GOOD MORNING, COUNCIL AND MAYOR RICHARD JACKSON, CFO, TO ANSWER YOUR QUESTION, MR. DAVIS, IT'S A IT'S A COMBINATION BECAUSE, OF COURSE, WE START ON, AS MISS ODIE EXPLAINED, ON THE CASH BASIS OF LOOKING AT PROFIT AND LOSS JUST ON REVENUE AND EXPENDITURE FROM AN OPERATIONS BASIS. AND SO AS THIS SLIDES INDICATED, THERE HAVE BEEN YEARS WHERE THE THE FIELDHOUSE HAS OPERATED AT A LOSS. AND SO IN THOSE YEARS WHEN WE'RE GOING INTO, YOU KNOW, 2012, 20 1516, FOR EXAMPLE, IN TERMS OF ANY FUND BALANCE TRANSFER THAT WOULD HAVE TO HAPPEN, THERE WOULD HAVE TO BE SOME ACTION THAT WOULD HAVE TO HAVE OCCURRED EITHER ON THE RECOMMENDATION FROM ADMINISTRATION DURING THOSE TIMES AS WELL AS, YOU KNOW, OBVIOUSLY, RECEIVING THE APPROVAL FROM COUNCIL TO HELP ACCOUNT FOR THAT, THAT DIFFERENCE IN THE FUND BALANCE. SO ONE THING THAT WE HAVE TO ACCOUNT FOR FROM THE FINANCE DEPARTMENT IS WE HAVE PROFIT AND LOSS, WHICH ADDRESSES THE CASH BASIS. BUT OF COURSE, WE OPERATE ON ON AN ACCRUAL BASIS. AND SO THE FIELDHOUSE, THE BUILDING ITSELF IS AN ASSET. 
          THE ASSET DEPRECIATES. AND SO APPRECIATING THE ASSET, EITHER YOU HAVE TO LOWER THE LIABILITY OR THE EQUITY. SO IN THIS CASE FUND BALANCE. SO THAT DEPRECIABLE ASSET ALSO BRINGS DOWN THE FUND BALANCE AS WELL. BECAUSE THAT DEPRECIATION DOESN'T AFFECT ANYTHING ON THE 
          [01:10:02]
LIABILITY SIDE. SO TO KEEP THE BALANCE SHEET IN BALANCE IF YOU WILL, THAT'S AFFECTED THE FUND BALANCE IN TERMS OF DROPPING THAT AS WELL. OKAY. I REMEMBER THAT FROM FINANCE. I DIDN'T LIKE IT THEN. THANK YOU. SORRY. I GUESS ALL THAT TO SAY AND TO MAKE IT MORE MUDDIER, I JUST WANT TO SHOW WE'VE BEEN DOING A LOT BETTER THAN WHEN WE FIRST TOOK IT ON, YOU KNOW. SO. SO WITH THAT, I WILL HAVE MR. BRASSFIELD SPEAK OF ALL THE GREAT THINGS THAT THEY ARE DOING AND HAVE DONE. GOOD MORNING EVERYBODY. COUNCIL MAYOR RICHARD MARK, THANKS FOR ALLOWING ME TO BE HERE TODAY AND DELIVER OUR BUDGET INFORMATION FOR 2027. OUR TOP PRIORITIES AS WE MOVE INTO THE NEW YEAR FISCAL YEAR. OBVIOUSLY, THE MURIEL IS SOMETHING THAT'S BEEN ONGOING. WE FEEL STRONGLY THAT THAT NEEDS TO BE REPAIRED AND REPLACED FOR A COUPLE REASONS. ONE, IT'S FADING EXTREMELY BAD, AND IT'S ACCEPTABLE FOR WIND DAMAGE BLOWING THE PANELS OFF. WE'VE HAD TO REPLACE THEM A COUPLE OF TIMES. SO WE'RE LOOKING FORWARD TO GETTING THE MURIEL UP AND RUNNING. ONGOING FACILITY UPGRADES INCLUDE THE LIGHTING, THE ENTRANCE DOORS, THE MAIN ENTRANCE DOORS TO THE FIELDHOUSE, SHRUBS IN THE PATIO AREA BEING REMOVED IN AN EFFORT TO MONETIZE THE. THE PATIO AREA. WE. SINCE COVID, WE WERE PREPARED TO MAKE IT INTO A NICE PICNIC TYPE AREA, BUT AFTER COVID, THINGS CHANGED. THE APPETITE FOR DOING WHAT WE WERE DOING CHANGED AND NOW WE'RE PREPARED AND READY TO MOVE INTO THE FUTURE WITH REALLY TRYING TO MAKE A DIFFERENCE IN HOW THE PATIO IS IS USED AND AND MONETIZE IT FOR THE BENEFIT OF NOT ONLY THE CITY, BUT FOR OUR BOTTOM LINE TO, TO, TO GIVE US MORE UMPH, IF YOU WILL, TO GET TO OUR REVENUE NUMBERS. WE FEEL LIKE IT'S THERE. OKAY. YEAH. 
          CHALLENGES. QUICK QUESTION. YES, SIR. YOUR LAST LAST SLIDE. THE BULLET. CRACK, CRACK PLANT THAT CLOSURE. NO ONLINE. YOU MAY WANT TO WALK. THERE WE GO. IT SAYS IDENTIFY AND OBTAIN A LOCAL MOWING CONTRACTOR. YES, SIR. TO SERVICE THE FIELDHOUSE. YES, SIR. SO WE HELP ME UNDERSTAND A LITTLE BIT OF WHAT. ABSOLUTELY. AND THAT'S KIND OF A DEAL WITH THE CITY, I REALIZE HAS A BIG MOWING CONTRACT. AND WE'RE NOT TRYING TO BUCK THE SYSTEM AND DO SOMETHING DIFFERENT OTHER THAN A LOT OF TIMES WHEN THE BIG COMPANY COME IN AND DOES WHAT THEY DO FOR THE CITY, WE GET AN AREA LEFT OFF, WE GET SOMETHING'S MISSED, THE CHURCH DON'T GET DONE. WE GOT GAS OVER THE NEXT MORNING AND I GOT NOTHING TO DO EXCEPT TRY TO CALL SOMEBODY ON A ONE OFF TO GET OVER. AND THAT'S NOT POINTING A FINGER AT ANYBODY THAT'S MANAGING THE OTHER GROUP THAT'S COMING IN. IT'S JUST A BIG CITY AND THERE'S A LOT OF MOWING TO GO ON. AND SOMETIMES THE FIELDHOUSE HAS A BIG EVENT AND GETS CAUGHT IN A LURCH. AND IF THAT'S NO ONE ELSE, HAS REALLY THE APPETITE FOR US TO SEARCH THAT OUT, TO TRY TO SAVE A LITTLE MONEY AND GET SOMETHING THAT'S MORE PERSONALIZED TO THE FIELDHOUSE. YES. AND I MEAN, I APPRECIATE THAT EFFORT BEING DONE, BUT I'M ALSO CITY MANAGER. I'M SITTING HERE THINKING LIKE WE TRANSITION WHERE WE HAVE ACTUALLY A MOWING CREW. AND IT'S LIKE. WE ALREADY HAVE IT. 
          WHY ARE WE? YEAH, WHY ARE WE TRYING TO DO SOMETHING ELSE? YEAH, WE COULD LOOK INTO SEEING WHAT WE CAN REALISTICALLY USE OUR CURRENT CREWS AND PUT ON THE SCHEDULE. I KNOW SOMETIMES THERE ARE SOME DEMANDS. GRASS GROWS HIGH, BUT WE COULD DEFINITELY EXPLORE THAT OPTION INSTEAD OF CONTRACTING A MOWING. IF THAT'S SOMETHING WE HAVE TO RUN THE NUMBERS AND SEE. JUST MAKING SURE WE CAN. WE CAN DO IT IN THE SCHEDULE TO MAKE SURE IT'S LOOKING NICE AND CLEAN FOR THOSE EVENTS. YEAH, AND THAT WAS A MOTIVATION. IT'S JUST MAKING IT. WE HAVE AN EVENT. 
          WE'RE NOT SITTING THERE. I UNDERSTAND THAT AND I COMPLETELY APPLAUD THAT EFFORT AND STUFF. BUT IF IT'S LIKE WE HAVE THE INTERNAL RESOURCES, WE SHOULD BE USING IT. THANK YOU. 
          AND IN ADDITION TO WHAT COUNCIL MEMBER MACK IS SAYING, I AGREE 100%. COULD WE ALSO, IN ADDITION, REVIEW THE CURRENT CONTRACT WE HAVE ON WITH THE MOWING, WITH THE WHATEVER MOWING COMPANY THAT IS? AND LET ME SAY WHY, BECAUSE I'VE ALSO HEARD CONCERNS FROM ANOTHER GROUP AS FAR AS THE LAB PROPERTY. AND I KNOW THAT'S NOT WHERE WE ARE RIGHT NOW, BUT JUST JUST AN EXAMPLE OF SOME OTHER CONCERNS THAT'S COME UP WITH THE MOWING CONTRACTOR THAT WE'RE USING. SO LET'S IF WE CAN REVIEW THAT CONTRACT AS A WHOLE, SEE IF THERE ARE OPPORTUNITIES 
          [01:15:01]
TO ADDRESS THIS AND MAKE SURE WE STAND IN LINE WITH THE TIMING ON THE MOWING. OKAY. SO THAT'S JUST YEAH. AND WE GOT ON THE BOARD ALSO. THANK YOU. I'M SORRY. MR. NO, SIR. OKAY. 
          CHALLENGES AND OPPORTUNITIES FOR THE FIELDHOUSE. OBVIOUSLY, THE FACILITY IS 26 YEARS OLD AND WE'RE GOING TO HAVE CAPITAL IMPROVEMENT NEEDS AS WE MOVE FORWARD. SOME OF THE THINGS THAT WE'VE HAD TO DEAL WITH WAS THIS WAS A REALLY TOUGH YEAR IN THE MAINTENANCE AREA WITH THE PLUMBING THAT KIND OF DIED ON US IN A IN A CRITICAL TIME OF THE YEAR THAT WE DIDN'T MISS A LICK. WE WE HAD EVERY EVENT. TIMING WAS ON OUR FAVOR, BUT WE GOT EVERY EVENT IN. WHILE AT THE SAME TIME PROTECTING THE INTEGRITY OF WHAT WE'RE DOING AND SAFETY AND COMPLIANCE. SO THAT WENT WELL. OTHER THINGS IS THE INTERIOR AND EXTERIOR SIGNAGE WAS MUCH NEEDED. 
          FINALLY GOT DONE ALL EXCEPT FOR ONE. ONE AREA THAT WE'VE ALREADY MENTIONED, WE HAD SOME WE HAD SOME ISSUES WITH NOT THE ROOF WHERE WE JUST PUT IN, BUT ABOVE THE ROOF ON SOME COPING ISSUES, AS WELL AS SOME SEALANT THAT WAS ABOVE THE NEW ROOF. WE HAD TO GO IN AND DO DO A LITTLE REPAIR WORK AND REMOVE OLD SEALANT, PUT NEW SEALANT IN AND, AND REPAIR COPING, WHICH HAS ALL BEEN COMPLETED. SOME THINGS THAT WE'RE GOING TO DO TO TRY TO ANSWER TO, TO, TO SAVE SOME MONEY AND OPERATE MORE LEAN. WE JUST LOST RICHARD BEEN WITH US FOR EIGHT PLUS YEARS, RECENTLY RETIRED, WITH THE EXCEPTION OF THE FOOD AND BEVERAGE COMPANY THAT WE JUST ENTERED AN AGREEMENT WITH THAT ALLOWS US TO NOT HAVE TO REPLACE HIS SALARY AS A FULL TIME EMPLOYEE. 
          BUT THE IDEA IS NEXT MAN UP FOR US. THERE'S THERE'S LOTS OF TALENT ON OUR STAFF. INSTEAD OF GOING AND TRYING TO HIRE A NEW INDIVIDUAL, WE WANT TO PROMOTE ONE GENTLEMAN UP TO TO A FULL TIME POSITION AT A MUCH LESSER SALARY AND FOCUS MORE ON OPERATIONS AND TAKING THE FOCUS OFF FOOD AND BEVERAGE, AND ALLOW OUR NEW COMPANY THAT WE JUST HIRED TO COME IN AND DO WHAT WHAT WE'VE HIRED THEM TO DO, EXCUSE ME, JUST TO MAKE SURE WITH THOSE KIND OF CHANGES WHERE IT TAKES A POSITION AWAY, CREATES A NEW POSITION AND A LESSER SALARY, IS, IS THAT SOMETHING THAT IN THIS BUDGET, PROPOSED BUDGET? YES, AND I'LL ANSWER THAT. SO, I MEAN, WHEN THE BUDGET WAS PROPOSED, IT'S AS IS RIGHT NOW. SO IT INCLUDES THE THREE STAFF AS WAS AS WELL AS THE PART TIME. SO THIS WOULD BE AN OPERATIONAL CHANGE WITHIN THIS BUDGET WHICH ULTIMATELY COULD SAVE, YOU KNOW, ON THOSE SALARY BENEFITS. I ASK BECAUSE I KNOW THAT WE'RE GOING TO GET QUESTIONS FROM MISS GOODIN LATER ON. SHE'S ALREADY ANNOUNCED THAT. AND SO I WANT TO KEEP TRACK OF THIS BECAUSE A LOT OF TIMES WE TALK AS ELECTED OFFICIALS ABOUT POSITIONS THAT COME UP AND WE DON'T KNOW ANYTHING ABOUT THEM. SO THAT'S EQUATES TO A SALARY AND EQUATES TO THE BUDGET IN THIS POSITION. RECENTLY DID COME LIKE A COUPLE OF WEEKS AGO, ABOUT A MONTH AGO. 
          SO WE GOT WE GOT TO MAKE A QUICK ADJUSTMENT, RIGHT? WHATEVER THE NEW SALARY IS GOING TO BE, NEW POSITION TITLE. RIGHT, RIGHT. OKAY. ALL RIGHT. YES, SIR. MR. KOONTZ, DO YOU WANT TO COMMENT ON. SO YES, I DID SO IN OUR PACKET HERE. SO SO FY 2026 FTE. IT HAS 1327. IT HAS 13. SO 27 IS ACTUALLY 12. YEAH. FOR RICHMOND. YES. YEAH. LIKE SHE SAID, AS IT'S AS IS RIGHT NOW WE'RE PROPOSING STILL 13 EVEN IN HIS EQUATION HERE HE'S STILL PROPOSING 13 BODIES OR 13 FTE. IT WOULD JUST BE CHANGING UP POSITION, YOU KNOW, RECLASSING IT TO SOMETHING DIFFERENT, PERHAPS NOT QUITE AS HIGH LEVEL, SO IT DOESN'T CHANGE THE COUNT, IF THAT MAKES SENSE. IT JUST MAY CHANGE THE TITLE AND WHAT THAT PERSON GETS PAID. SO YOU WILL REHIRE, BUT NOT ANOTHER BODY. WE'RE LOSING ONE BODY. YES, SIR. RICHARD WILL NOT BE REPLACED BY PLAN. 
          SO THE NUMBER OF EMPLOYEES DOES GO DOWN DRIVE BY ONE. YES, SIR. YES, SIR. THAT WASN'T REFLECTIVE. AND THE IDEA WITH THE NEW FOOD AND BEVERAGE COMPANY COMING IN, THERE'S SOME PEOPLE THAT WORK FOR US THAT ARE STRICTLY FOOD AND BEVERAGE. OUR IDEA IS, WAS IN NEGOTIATION WITH THE FOOD AND BEVERAGE COMPANY TO RETAIN WHICH THEY ARE INTERESTED IN. SO IF YOU WORK FOR US IN FOOD AND BEVERAGE AND THERE'S NO FOOD AND BEVERAGE OPPORTUNITY FOR US, SO IT COULD REDUCE MORE UNLESS WE CAN RECYCLE THOSE, BECAUSE THE IDEA IS WE DON'T HIRE AN INDIVIDUAL PERSON. FULL TIME STAFF AND PART TIMERS TAKE ON MORE RESPONSIBILITY TO GET US WHERE WE NEED. SO AND I, WE TALKED ABOUT THIS LAST YEAR CITYWIDE BECAUSE THIS IS 
          [01:20:06]
EXACTLY WHAT WE'RE TALKING ABOUT, IS TALK ABOUT BEING GOING LEAN, RIGHT. AND NOT NECESSARILY GETTING RID OF PEOPLE BECAUSE THEY DON'T WANT, UNLESS THEY DON'T WANT TO BE HERE, BUT DEMONSTRATED THAT THEY SHOULD BE HERE. BUT, YOU KNOW, NOT NECESSARILY GETTING RID OF PEOPLE RIGHT AWAY OR GETTING RID OF POSITIONS. BUT IF WE HAVE AN OPPORTUNITY TO GO LEAN OR LEANER AND, AND MAYBE COMPENSATE THOSE WHO ARE HERE AND COMMITTED AND WHO ARE WORKING HARDER TO PAY THEM A LITTLE BIT MORE. SO WE'RE STILL SAVING, BUT WE'RE ALSO SUPPORTING THE PEOPLE WHO ARE REALLY DEDICATED TO THE ORGANIZATION BECAUSE, YOU KNOW, IN I'M TRYING NOT TO SAY TOO MUCH ABOUT OPERATIONS AND, AND STAFFING AND EMPLOYEES AND THINGS LIKE THAT, BUT, YOU KNOW, IN MY EXPERIENCE IN ANY ORGANIZATION, YOU GOT A FEW PEOPLE WHO ARE DOING A LOT OF WORK AND THEY'RE REALLY WORKING, THEY'RE COMMITTED. AND YOU'VE GOT SOME PEOPLE WHO ARE, THEY'RE GOING THROUGH THE MOTIONS. AND WHENEVER WE HAVE OPPORTUNITIES, AND I DON'T KNOW THE CIRCUMSTANCES BEHIND THE INDIVIDUALS LEFT, WE HAVE THESE KIND OF OPPORTUNITIES. AND IF OUR INTERIM CITY MANAGER, YOU KNOW, DIRECTOR, SEE OPPORTUNITIES, OR MAYBE WE CAN DO THIS WITH FEWER STAFF AND COMPENSATE THOSE WHO ARE STILL HERE, BUT PAY THEM JUST A LITTLE BIT MORE. AND THAT'S, THAT'S THE PLAN. SO THAT'S WHAT'S ON THE TABLE. SO I MEAN, YES, WE COULD, WE COULD DO THAT. SO BUT AN END RESULT WILL BE A HUGE SAVINGS TO THE CITY. RIGHT. AND WE HAVE STAFF AND THE ABILITY TO, TO GET US TO WHERE WE NEED WITH WHAT WE GOT. WE'RE JUST GOING TO RESHUFFLE THE DECK AND DO JUST WHAT YOU ASK, COMPENSATE THE ONES THAT ARE COMMITTED. AND OBVIOUSLY THE ONES THAT THERE'S TWO THINGS THERE. WE GOT SOME THAT ONE THAT'S LEFT AS RETIREMENT AND THE OTHER ONES DIDN'T DO ANYTHING WRONG. WE JUST CHANGED THE WAY WE OPERATE. AND OUR MINDSET IS TO TAKE CARE OF THOSE INDIVIDUALS TO THE LEVEL THAT WE CAN, WHICH IS HELP THEM WITH OUR COMPANY GET REHIRED. 
          YES, IT IS OPERATIONAL, BUT WE ALSO NEED TO KNOW WHEN THE OPPOSITE IS TRUE AND WE'RE ADDING POSITIONS THAT AREN'T IN OUR BUDGET AND WE ONLY HEAR ABOUT IT MAYBE WEEKS OR MONTHS LATER. WE HEAR THERE'S A NEW POSITION, BUT IT'S NOT IN OUR BUDGET WASN'T APPROVED. AND THAT THAT WILL BE TALKED ABOUT A LITTLE BIT LATER BECAUSE I'VE HEARD COMMENTS, PEOPLE SAYING, HOW IS IT THAT THE CITY OF DUNCANVILLE, YOU KNOW, OUR POPULATION HAS STABILIZED AROUND 38, 40, 000 PEOPLE OVER THE LAST SEVERAL YEARS, BUT THE NUMBER OF EMPLOYEES HAS CONTINUED TO GO UP. AND, YOU KNOW, THOSE ARE GOOD QUESTIONS TO ASK. AND, YOU KNOW, WE JUST AGAIN, I THINK IT'S IMPORTANT PEOPLE FIND WORK. AND THIS IS A GREAT PLACE TO WORK, I BELIEVE. 
          BUT. I'M TRYING NOT TO USE TERMS THAT, YOU KNOW, THEY'RE NOT PROFESSIONAL. BUT, YOU KNOW, SOMETIMES YOU HAVE TO, RIGHT? IF THERE'S A DEMAND FOR IT, THEN LET'S, LET'S KNOW THAT. SO THAT WAY WE CAN PREPARE A BUDGET THAT ALIGNS WITH THAT DEMAND AND TO STILL SERVE A POPULATION THAT HAS NOT GROWN. SO WE NEED TO BE INFORMED OF WHAT'S WHAT'S IMPACTING THE DECISIONS TO HIRE NEW PEOPLE. IT'S NOT THAT WE'RE OPPOSED TO IT, IT'S JUST THAT WE'RE THINKING WE'RE STILL WE'RE STABILIZING 38,000. THEN HOW DO WE JUSTIFY THAT? WE'RE BRINGING ON ESPECIALLY TOP HEAVY POSITIONS. THIS IS OKAY, I THINK I THINK I THINK YEAH, BUT WE'RE NOT ADDING AND I DO WANT TO MAKE A COMMENT TOO, BECAUSE THE STATE, THE FEDS AND ALL THESE OTHER ARE PUTTING MORE PRESSURE ON THERE, WHICH WHICH YOU ALREADY GOT A STAFF THAT'S RUNNING LEAN AND ■YOU HAVE TO ADD IN. I'M NOT I'M NOT SAYING, WELL, IT'S THERE'S, THERE ARE OTHER PRESSURES THAT ARE REQUIRING THAT I THINK THAT YOU COMMUNICATION. BUT IT'S. I JUST WANTED TO ADD IT TO THE DISCUSSION. OF COURSE, I HAD ALREADY INDICATED THAT THIS WAS VERY RECENT IN TERMS OF THE DEPARTURE THAT CRAIG AND HIS TEAM HAD IN THE FIELDHOUSE. AND SO FROM A PLANNING PERSPECTIVE, OF COURSE, THE PLAN IS TO CONTINUE TO, YOU KNOW, PROCEED IN A LEANER TYPE OF FORMAT, IF YOU WILL, AS WELL AS SOME ADDITIONAL ASSISTANCE FROM THE FROM THE PART TIME SIDE. BUT AT LEAST BUDGETARILY, I JUST WANTED TO CAUTION BECAUSE IF IT'S SUCCESSFUL, THEN WE WOULD BE ABLE TO ACHIEVE A SAVINGS, WHICH IS, YOU KNOW, CERTAINLY, 
          [01:25:03]
YOU KNOW WHAT WE'RE ANGLING FOR. HOWEVER, WE HAVE THE FLEXIBILITY IN THE EVENT THAT BASED ON OPERATIONAL NEEDS, HE HAS THE POSITION THAT IS CURRENTLY IS CURRENTLY VACATED. 
          SO THERE'S NOT A PLAN TO MOVE FORWARD WITH THAT POSITION. HOWEVER, THE FLEXIBILITY IS THERE IF OPERATIONALLY HE NEEDS IT, IF THAT MAKES SENSE. YEAH. AND YEAH, IT IS BECAUSE IT'S ALREADY ON. RIGHT. EXACTLY, EXACTLY. YEAH. BUT WE'RE DEFINITELY NOT ADDING POSITIONS. 
          EXACTLY. WE'RE NOT ADDING ANY NEW POSITIONS. AND, AND, AND JUST, JUST FOR THE BENEFIT OF THE COUNCIL, JUST KIND OF BEHIND THE CURTAIN A LITTLE BIT, CERTAINLY FROM RICHARD AND MARC, THE BUZZ WORD HAS BEEN LEAN, THE WORD LEAN. SO WE'RE WE'RE, WE'RE DEFINITELY LOOKING NOT ONLY IN TERMS OF, YOU KNOW, OPERATION ON GOODS AND SERVICES, BUT ALSO ON THE PERSONNEL, AS YOU KNOW, POSITIONS BECOME VACATED AS WELL. JUST SO WE'RE AT LEAST WE'RE ACTIVELY HAVING THOSE DISCUSSIONS. THIS DISCUSSION HAS GOT EVERYBODY LEANING FORWARD. MR. DAVIS. 
          THANK YOU, MR. MAYOR. JUST TO, I GUESS, QUANTIFY WHAT WE HEAR OUR CFO TELLING US AND WHAT WE HEAR JUST IN TERMS OF THE CONVERSATION, I THINK, INTO THE SPIRIT OF THE NEED TO GAIN EFFICIENCIES, REDUCE REDUNDANCIES, ELIMINATE REDUNDANCIES AND, AND, AND MANAGE OUT LESS THAN DESIRABLE PERFORMANCE TO MY, TO MY TO MY COLLEAGUES, TO MY COLLEAGUE, MR. KUNTZ. I JUST WANT TO UNDERSCORE THAT IN THE PROPOSED GENERAL FUND BUDGET AND ALSO IN THE ENTERPRISE FUND BUDGET, I THINK IT'S WORTH NOTING THAT I THINK THE CITY IS TRYING TO WALK THAT OUT, BECAUSE I SEE A REDUCTION IN OVERALL POSITIONS TO THE HOLE, AND SO I DON'T SEE ANY GROWTH ACROSS THE ORGANIZATION. I HAVE SOME MORE FINER QUESTIONS TUCKED OFF IN SOME OF THESE, BUT BUT OVERALL, I SEE US MOVING IN A DIRECTION. SO I JUST WANTED TO POINT THAT OUT. WE'RE DEFINITELY NOT ADDING POSITIONS. AND YOU KNOW, AS I'VE SAID BEFORE AND I'LL SAY IS THAT EVEN NOW, IN GOING INTO THE FUTURE, WE NEED TO STRATEGIZE AND RIGHTSIZE THE ORGANIZATION. I'LL GET INTO IT LATER, BUT WE REALLY NEED TO ALSO DO AN OVERALL STAFF ANALYSIS, YOU KNOW, EFFICIENCY, EFFECTIVENESS, AND REALLY LOOK FORWARD. AGAIN, IT'S JUST BECOME VACANT. WE NEED TO REEVALUATE THAT. THIS IS A GOOD EXAMPLE RIGHT HERE. THIS POSITION RECENTLY BECAME VACANT. IT IS AT THE FINAL HOUR, BUT IT'S SOMETHING WE NEED TO EVALUATE. SO CAN I ASK A QUESTION ABOUT GOING BACK TO THE FIELDHOUSE BUDGET. SO MISS YOU HELP ME UNDERSTAND WHEN I LOOK AT THE ADOPTED BUDGET BECAUSE YOU KNOW, I COMPARE THE TWO WHEN I LOOK AT THE ADOPTED BUDGET FOR FISCAL YEAR 26, IT SAYS THE EXPENSE BY THE TYPE TOTAL ON PAGE 144 OF 1,824,201. BUT THEN WHAT'S REPORTED IN OUR PROPOSED BUDGET OF FISCAL YEAR 27 FOR FISCAL YEAR 26 IS 1,910,400. THAT'S A DIFFERENCE OF ABOUT, LET'S JUST SAY 80,000. 
          I'M SORRY. WHY DOES IT LOOK DIFFERENT HERE VERSUS WHAT IT DOES THERE? HELP ME TRACK. THIS IS REVENUE. OKAY. THIS IS EXPENDITURES ARE ON THE NEXT PAGE. SO THE TABLE IS BROKEN. 
          ARE WE ALIGNING HERE THEN. SO HERE ONE. OKAY. GO BACK. AND I JUST WANT TO TRY TO FOLLOW ALONG. MAKE SURE I'M LOOKING AT IT CORRECTLY. 1.91.9 OKAY. THE EXPENDITURES ARE ON THE NEXT PAGE ON THE. SO FISCAL YEAR 1.9. AND WHERE DO YOU SEE 1.9 HERE. THANK YOU. I JUST WANT TO MAKE SURE I'M FOLLOWING YOU. OKAY. CAN'T GET EVERYTHING OFF PAGE. THANK YOU. OKAY. I THINK WE JUST NEED TO MAKE SURE THAT WE CONTINUE TO ACKNOWLEDGE MR. BRASFIELD, BECAUSE WHEN WE LOOK AT THAT CHART WITH THE RED AND GREEN THAT HE'S BEEN, YOU KNOW, HE'S THINK ALL THAT RED WAS HIS FAULT. BUT I THINK WE CAN DEFINITELY ATTRIBUTE A LOT OF THE GREEN TO HIM. IF WE GO BACK TO THAT RED GREEN, IF ANYTHING, IT'S IMPRESSIVE BECAUSE IF YOU TAKE THE COVID OUT, HOW LONG HAS IT BEEN SINCE WE'VE SEEN GREEN? AND IF WE WERE, AS MISS ODIE SAID, IF WE WERE TO PROJECT OUT MAYBE ANOTHER COUPLE OF YEARS AGAIN, THAT GREEN CONTINUES TO GO UP. AND I KNOW WE JUST PUT ON PAUSE. YEAH, WE PUT ON PAUSE. AS FAR AS THE FIELDHOUSE MANAGEMENT, WE GLADLY DID THAT. NO, I LOOK, I CELEBRATED EVEN THOUGH WE WERE IN THE MIDST OF LOOKING AT OTHER OPTIONS. BUT I CELEBRATED THE FIRST TIME WE GOT THAT REPORT. AND WE AFTER ALL THOSE 
          [01:30:01]
YEARS OF DEBT WHERE WE COULDN'T GET OVER THE LINE THERE TO, TO GET GREEN UNDER UNDER MR. BRADFORD'S OPERATIONS, WE'RE SEEING GREEN. AND THAT'S, THAT'S A GOOD THING. AND I THINK NOT TRYING TO GET AHEAD. HE'S GOING TO TALK ABOUT IT, BUT GREG AND HIS TEAM HAVE, AS YOU KNOW, GENERATED SOME NEW REVENUE OPPORTUNITIES THIS YEAR, WHICH I'LL LET YOU TALK ABOUT YOUR WINS. SO. BUT YES, SIR. MR. BRASFIELD, JUST REMIND US REAL QUICK WHAT YEAR YOU STARTED AGAIN, 2016, MAY OF 2016. YES, SIR. WINS FOR THE FIELDHOUSE. I GUESS A TOPIC THAT'S BEEN VERY TALKED ABOUT SINCE EARLY MARCH WHEN WE MADE THE DECISION TO DO THIS. AND LET'S KIND OF SET THE KIND OF THE STAGE, THE REASON THIS KIND OF CAME TO LIGHT. I FEEL LIKE WE HAD TO DO SOMETHING TO, TO CHANGE THE PATTERN BECAUSE WE HAVE SO MUCH GRASS AT THE, AT THE FIELDHOUSE AND OUR TWO OVERFLOW LOTS, WE WERE HAVING TO USE CITY PARKS, OVERTIME PAY TO MANAGE THE GRASS. LIKE IT WAS KIND OF LIKE A HIGH SCHOOL FOOTBALL GAME WHERE EVERYBODY COMES IN AND TAKES THE THE PAVED SPOTS. AND THEN WHEN IT GETS TO THE GRASS, YOU HAVE TO STACK THEM IN A CERTAIN WAY OR IT CREATES ANOTHER PROBLEM OF, OF, OF PEOPLE GETTING BLOCKED IN AND TOWING. AND SO FROM, FROM WHERE WE WENT FROM, FROM SPENDING ABOUT 750 TO 1000 A WEEKEND, ACCORDING TO WHICH WEEKEND IT WAS. AND WITH THE EXPECTATION FOR THE, FOR THE SIZE OF THE EVENT TO PARKING OVER AN 18 WEEK PERIOD, JUST UNDER 21000 CARS, COLLECTING 103 000 IN REVENUE FIELDHOUSE SHARE OF THAT 55,000, WITH ANOTHER 3600 BEING ADDED TO THE $5 FEE FROM CONTRACTUAL. LIKE T A, B, C PAID US A COUPLE THOUSAND DOLLARS TO MANAGE THE 150 TO 200 COLLEGE COACHES THAT CAME IN. SO WE RECEIVED THAT MONEY WHILE EVERYONE ELSE WAS CHARGED THE SMALL FEE OF 575 TO PARK. AND I THINK THAT WEEKEND WE PARKED 2500 CARS, A LITTLE OVER $11,000 FOR THE WEEKEND FOR THE T ABC WEEKEND. ALL IN ALL, THE EXPENSE TO TO MAKE THAT 55,000 WAS START UP COST WAS ABOUT THREE GRAND. AND THEN THE OTHER 11 WAS ALL IN SECURITY AND EXTRA STAFFING TO PUSH THE BIGGER EVENTS. SO WE'RE, WE'RE WE'RE PLUS 40 SOMETHING THOUSAND DOLLARS AFTER 18 WEEKS AND WE FEEL LIKE WE'LL REACH REVENUES CLOSE TO $100,000, IF NOT MORE. WHILE THE NUMBER ON THE OPERATING EXPENSE WERE GETTING TIGHTER AND TIGHTER AND LEARNING HOW WHAT EVENTS AND HOW MUCH SECURITY, BECAUSE THAT'S REALLY WHAT IT'S ABOUT. I MIGHT ALSO SAY THANK YOU FOR GETTING WHAT WE NEED, BUT CRIME IS DOWN SIGNIFICANTLY. SO AS A SIDEBAR TO WHAT HAS BEEN ACCOMPLISHED, WE'RE SUPPORTING OTHER EFFORTS TO MAKE THE COMMUNITY SAFER. AND I MEAN, WE WERE DEALING WITH 1 OR 2 BREAK INS OR OR THEFTS EVERY WEEKEND. I CAN'T REMEMBER THE LAST TIME AND THE, THE OUTCOME AND THE, THE, WHAT WE'VE ACCOMPLISHED WITH THE SAFETY PORTION OF THIS IS, SPEAKS FOR ITSELF AND IS REALLY SUPPORTS THE REVENUE SIDE OF IT. ANOTHER BIG WIN FOR US. WE HAD LOST SINCE COVID COMMUNICATIONS AND ALL OPERATIONAL WITH THE MAVERICKS AND THE JUNIOR NBA THIS SUMMER. WE GOT BACK. HAD A COUNT WITH THE MAVERICKS THERE. MAVS ACADEMY PROGRAM DURING THOSE FOR 4 OR 5 DAYS THAT THEY WERE WITH US DURING THE SUMMER. WE TALKED ABOUT THE FUTURE. VERY POSITIVE. I'M NOT GOING TO STAND HERE AND SAY THINGS THAT I DON'T KNOW YET, BUT WE'RE IN THE BALLPARK OR ON THE COURT, IF YOU WILL, WITH WITH THE MAVERICKS AGAIN, TO TO GET THEM BACK INVOLVED AT A HIGHER LEVEL. 
          JUNIOR NBA, WE JUST SIGNED A DEAL WITH THEM, VALUES ABOUT NINE, $10,000 PLUS FOOD AND BEVERAGE REVENUE. ON A WEDNESDAY NIGHT, JUNIOR NBA WILL BE BRINGING 360 KIDS SIX WEDNESDAY NIGHTS BEGINNING ON SEPTEMBER 28TH FOR A LEAGUE JUNIOR NBA YOUTH LEAGUE THAT WILL IMPACT OUR BUDGET NOT ONLY IN A VERY STARTING POINT OF THE YEAR FOR 27, BUT ALSO FEED THE NEW CONCESSION OPERATOR THAT THIS IS ONE OF THE THINGS THE HONDA REPORT TOLD US TO DO WAS FIND MORE LEAGUES. AND PART OF MY PRESENTATION IS DO JUST THAT. WE'RE GOING TO WE'RE GOING TO FIND MORE MONEY AND FIND MORE WAYS TO MONETIZE THE FACILITY, WHETHER IT'S ON THE PATIO ON A WEDNESDAY NIGHT, DOING YOUTH LEAGUES THAT WILL GENERATE CONCESSIONS, THAT FEEDS THE 
          [01:35:01]
DECISIONS WE JUST MADE TO BRING ON A PARTNER TO TAKE ON. AND WE'LL TALK MORE ABOUT THAT HERE IN A SECOND AS WELL. SO WE'RE REALLY HAPPY ABOUT THAT. MAVERICKS ARE ON THE ON THE ON THE BURNER. JUNIOR NBA IS ALREADY BURNING. SO WE'RE LOOKING FORWARD TO GETTING THAT GOING OVER IN SEPTEMBER. WE'RE UPSTAIRS RENOVATION. I KNOW YOU GUYS HAVE SEEN THE UPSTAIRS SINCE WE DID WHAT WE'VE DONE. BUT FLOORING, PAINTING, JUST A BRAND NEW ROOM UP THERE. AND AND THAT'S ANOTHER ROOM THAT WE CAN DO MORE WITH. WE HAVE SOME LIMITATIONS WITH IT BECAUSE IT'S USED FOR SO MANY DIFFERENT THINGS, BUT WE'RE ALWAYS ACCEPTING PARTIES AT A LARGER SCALE FOR THAT ROOM AS WELL AS THE DOWNSTAIRS, BUT T, A, B, C ALL THE COLLEGE COACHES GOT TO ENJOY THE NEW ROOM, AND IT WAS JUST A REALLY BIG HIT FOR US. AND THEN ON A SMALLER SCALE, WE GOT ALL THE GOALS ADJUSTED AND HEIGHTS AND PULLEYS THAT NEEDED TO BE DONE. THAT HAD BEEN NEGLECTED FOR A YEAR OR SO, BUT I JUST THREW THAT IN TO, TO ILLUSTRATE THAT ALL THE GOALS AND PULLEYS ARE BACK WORKING AND OPERATIONAL, WHICH IS A BIG DEAL FOR US BECAUSE WE HAVE TO GO UP AND DOWN FOR PRETTY MUCH EACH, EACH EVENT AND DATE. OKAY. SOME OF THE THINGS WE'RE DOING TO MAXIMIZE REVENUE SIDE. LAST YEAR WE INTRODUCED THE MAY EXCUSE ME, MARCH THROUGH JULY, WHICH IS AAU SEASON. WE RAISED THE PRICE OF OUR COURTS FROM 60 TO 65 THIS YEAR, STARTING ON OCTOBER 1ST, ACTUALLY JANUARY 1ST, BECAUSE THOSE CONTRACTS ARE ALREADY WRITTEN, ALL COURT RENTALS FOR CONTRACTUAL EVENTS WILL GO TO $65, NOT ONLY DURING THE AAU SEASON, BUT YEAR ROUND. 
          SO WE'RE INCREASING BY $5 STARTING JANUARY 1ST, SIMPLY BECAUSE THE BACK END CONTRACTS FOR 26 HAVE ALREADY BEEN WRITTEN. BUT NEW CONTRACTS WILL START COMING IN FOR JANUARY ALREADY HAS ACTUALLY FOR 27. KIND OF A REFLECTION OF THE FOOD AND BEVERAGE CONTRACT THAT WE JUST SIGNED. WE FEEL LIKE IT WILL REDUCE OUR LABOR $90,000, WHICH KIND OF PLAYS INTO EVERYBODY TAKING ON MORE RESPONSIBILITY AND SHIFTING THINGS AROUND. BUT WE FEEL LIKE IT COST US ABOUT $90,000 ANNUALLY TO PUSH THE CANDY BAR OR THE SOFT DRINK OR THE WHATEVER, ACROSS THE ACROSS THE COUNTER SO THAT MONEY WILL BE SAVED $235. THAT'S BUYING THE PRODUCTS, STOCKING IT, INVENTORYING IT, SELLING IT. THAT WILL SAVE US AN ADDITIONAL 235,000. THEN ON TOP OF THAT, THE NEW COMPANY THAT WE'RE BEEN WORKING WITH KURT ON TO GET, MAKE SURE WE'RE WE'RE IN COMPLIANCE WITH ALL THE THINGS THEY WANT TO DO, BUT THEY'RE GOING TO TRANSFORM OUR WHOLE OPERATION AND SPEND $80,000 OF THEIR MONEY IN OUR FACILITY FOR NEW EQUIPMENT, NEW FURNITURE, NEW WAYS OF OPERATION. I THINK THEIR IDEA WHERE IT'S QUALITY OF FOOD IS GOING TO GO, THEY'RE ALL FRESH. EVERYTHING THEY'RE DOING FRESH FRIED OR EXCUSE ME, FRESH, FRESH, FRESH MADE. WELL THEY ARE THEY'RE DIPPING WINGS IN BATON ROUGE. WE TAKE IT RIGHT OUT OF THE FREEZER AND THROW IT IN THE PARK, BUT THE WHOLE OPERATION IS GOING TO GET BETTER. WE HAD A GOOD OPERATION. WE TOOK IN A LOT OF MONEY, BUT WE WERE LIMITED BECAUSE WE DIDN'T HAVE THE STAFF. LEADERSHIP STAFF WERE CUT SO THIN. BUT WHEN A NEW COMPANY COMING IN FOCUS ON FOOD AND BEVERAGE, OUR LEVEL OF OPERATION IS GOING TO GO UP, OUR FOOD QUALITY IS GOING TO GO UP. YOU'LL SEE NOW EVERY DAY AT 4:00, THE WHOLE FACILITY OPENS. 
          THE IDEA IS TED AND THOSE GUYS WANT TO CREATE AN ATMOSPHERE WHERE YOU DON'T HAVE TO GO TO MCDONALD'S OR CHILI'S AFTER OR BEFORE YOUR PRACTICE ON A WEDNESDAY OR WHATNOT. THEY'RE GOING TO HAVE QUALITY FOOD. AND WHERE WE DIDN'T OPEN THE CAFE EVERY NIGHT OR THE GRILLE EVERY EVERY DAY, ONLY ON WEEKENDS, ON CONTRACTUAL EVENTS. SO THEY'RE GOING TO OPEN BOTH TOGETHER AND, AND REVAMP THE WHOLE OPERATION WHILE PAYING US $120,000 A YEAR FOR THE RIGHT TO DO THAT, PLUS INVESTING AND SAVING AND THE WHOLE THING. EXCUSE ME, MISTER COACH. AND IT'S NOT JUST OPEN TO PEOPLE USING THE FIELDHOUSE, RIGHT? SO. NO, SIR. AND YOU KNOW, AGAIN, SOMETHING WE'VE TALKED ABOUT IN THE PAST BEFORE, BUT REALLY EMPHASIZING THAT THE BAR, THE CAFE AND ALL THAT IS SOMETHING THAT THE PUBLIC IN GENERAL COULD GO USE BECAUSE THAT GOES ALONG WITH PATIO RENOVATION. ABSOLUTELY. TO A DEGREE, TO A DEGREE, RIGHT? YES. SO THAT THAT COULD POTENTIALLY, IF YOU'RE GOING TO BE OPEN EVERY DAY, POTENTIALLY BE ADDITIONAL REVENUE THAT'S GENERATED THROUGH. I MEAN, IT'S NOT A RESTAURANT, BUT, YOU KNOW, PEOPLE GOING TO BE A NICE PLACE TO EAT. ANOTHER OPTION IN THE COMMUNITY ON THIS SIDE OF TOWN. SO WHETHER OR NOT I'M GOING 
          [01:40:04]
THERE FOR A TOURNAMENT OR WHATEVER IT IS, BUT IF THEY'VE GOT A GOOD HAMBURGER, A NICE PATIO TO GO SIT OUTSIDE, THAT ANYBODY COULD GO THERE AND EAT. SO TO DEVELOP THAT AS A STANDALONE CAFE, I DON'T KNOW IF THAT'S SOMETHING THAT'S IN OUR CONVERSATIONS YESTERDAY. 
          IT'S GOING TO BE A COMPLETELY DIFFERENT LOOK IN ABOUT A MONTH. YEAH, THE BRANDING AND EVERYTHING AROUND IT. SO YES. YEAH, I'M EXCITED TO HEAR THAT. WE'RE EXCITED ABOUT THAT. 
          THAT'S GREAT. THAT'S GOOD. THANK YOU THAT I LIKE THAT IDEA. MY QUESTION WITH THAT THOUGH, IF WE ARE CHARGING A $5 FEE FOR PARKING, IF I WANTED TO GO ON THE WEEKEND OR WEEKEND AND GET SOME, TAKE ADVANTAGE OF THE CAFE, AM I CHARGED TO PARK IF I'M JUST COMING FOR THE CAFE? IS THAT JUST DURING TOURNAMENTS OR IS THAT JUST DURING THE TOURNAMENT? IT'S CONTRACTUAL EVENT. SO BY BY RULE, WHAT WE LAID OUT, IF IT'S A WEEKEND AND YOU'RE COMING TO THE BASKETBALL GAME AND IT'S CONTRACTUAL, IT'S 575. IF YOU'RE COMING IN FOR A PARTY AND A FAMILY REUNION AND OR PRODIGY CHEER PRACTICE. BUT TO ANSWER YOUR QUESTION, NO. OKAY, NO, SINCE I'M ON THE $5 FEE, LET ME ASK ONE OTHER QUESTION. IS THIS ELECTRONIC PAYMENTS? CASH PAYMENTS, ELECTRONIC. ELECTRONIC, ELECTRONIC. SO IF A MOTHER IS COMING WITH HER CHILD AND SHE IS NOT ABLE TO PAY BECAUSE SHE ALSO GOT TO PAY TO GO IN, THEN PAY FOR FOOD AND PAY FOR THE CHILD TO PARTICIPATE IN THE TOURNAMENT, BUT THAT LEAGUE SO THAT MOTHER CAN'T STAY TO WATCH HER CHILD. SO THE WAY IT'S SET UP IS IT'S ONLY IT'S ONLY ELECTRONIC PAYMENTS. AND, YOU KNOW, A LOT OF ENTITIES AND CITIES ARE GOING THAT ROUTE BECAUSE OF, YOU KNOW, IT MINIMIZES ANY KIND OF RISK OF FRAUD, YOU KNOW, SOMEBODY TAKING CASH AND SLIPPING IN A POCKET. AND YEAH, YOU CAN GO PARK OVER HERE. SO THAT'S WHY I WAS SET UP IN THAT WAY. AND THERE IS A PARKING LOT ACROSS THE STREET WITH A CHURCH THAT WE HAVE TO AGREE WITH. OR THEY CAN PARK, THEY CAN PARK FOR FREE. THAT'S A GOOD POINT. THAT IS AVAILABLE IF THERE WERE OPTIONS AVAILABLE. YES, THAT WAS ONCE ONE OF THOSE PARENTS. SO I JUST WANT TO IT IS AVAILABLE. OKAY. I'M SORRY I LEFT THAT OUT. THAT'S A GOOD POINT. THERE IS AN OPTION IF YOU IF YOU DON'T WANT TO PAY THE PARKING FEE, LITTLE BIT OF INCONVENIENCE, BUT THE INVESTMENT THE CITY MADE ON THE CHURCH PARKING LOT, WE DIRECT FOLKS UP THERE TO, TO PARK. IF YOU DON'T, I DON'T WANT TO HOLD IT. I JUST WANTED TO MAKE SURE BECAUSE IT'S A GOOD QUESTION. 
          IT'S A GOOD QUESTION. AND WE HAVE BEEN ON THAT NOTE, WE'VE BEEN WORKING WITH PUBLIC WORKS ON A ON A IMPROVEMENT, YOU KNOW, FOR PEDESTRIANS THAT ARE WALKING FROM THE CHURCH PARKING LOT DOWN THE HILL, YOU ALREADY HAVE SIDEWALKS, BUT WE'RE GOING TO BE LOOKING AT A PEDESTRIAN CROSSING RIGHT THERE TO, TO HELP IMPROVE SAFETY. IS THAT GOING TO BE WITH WITH FLASHING LIGHTS? SO YEAH, IT WOULD LOOK LIKE I THINK IT WOULD HAVE THAT ACTIVATION, YOU KNOW, THE PUSH BUTTON THING. THAT'S THE INTENT. YES, YES. BECAUSE IT IS KIND OF A DANGEROUS CURVE. VERTICAL CURVE. YEAH. TO MAKE IT A BETTER BLOCK. A BETTER BLOCK. YEAH. SEPARATE FROM THAT. BUT YES. YEAH. LASHLEY WITH APPROVAL OF OF CITY ADMINISTRATION. WE'D LIKE TO TRY TO. EMULATE OUR SUCCESS IN PARKING AND FOOD AND BEVERAGE WITH A THIRD PARTY MARKETING FIRM THAT WOULD COME IN AND HELP SUPPORT OUR, OUR NAMING RIGHTS FOR BACKBOARD WALL SIGNS HELP SELL THOSE WITHOUT HAVING TO MAKE THE INVESTMENT TO PAY AN INDIVIDUAL AND THEN MANAGE A BUDGET. AND WE JUST BASICALLY PUT IT LIKE WE DID THE CONCESSIONS. YOU TAKE IT OVER AND PAY US A PERCENTAGE AND NEGOTIATE THAT THROUGH A THREE QUOTE SUMMARY TO GO OUT AND FIND THE RIGHT INDIVIDUAL, THEN COME IN AND MAKE AN AGREEMENT THAT IS A PAY FOR PLAY TYPE SITUATION. JUST A QUICK QUESTION ON, ON YOUR EVENTS, YOUR CONTRACTUAL EVENTS. DO YOU TRACK AS PART OF YOUR REGULAR REPORTS TO US? DO YOU TRACK THE ATTENDANCE? YES, SIR. NOT ATTENDANCE TRAFFIC. WE DON'T HAVE TURNSTILES. WE GOT MALL COUNTERS. SO WE KNOW HOW MANY PEOPLE ARE WALKING IN AND WALKING OUT OF THE BUILDING. BUT AS FAR AS TURNSTILES WHERE MEANING THE REFEREES GET COUNTED, OUR STAFF GETS COUNTED. ANYBODY THAT WALKS IN THE DOOR, THE EYE IN THE SKY, SEES THEM AND TRACKS IT AS A BODY. WHAT ABOUT THE EXIT THAT BEING INCLUDED, OR IS IT JUST THE WAY IT WORKS? IS THE WAY IT WORKS IS HALF YOUR BODY GETS COUNTED GOING IN AND HALF GOING OUT? BUT WHAT IF I GO TO THE CAR AND THEN COME BACK IN? YOU'RE COUNTED TWICE. YOU COUNT IT TWICE. SO YOU'RE COUNTING HALF GOING OUT AND HALF COMING IN. 
          BUT IF YOU DO THAT TEN TIMES AND THAT'S FINE. YEAH, YEAH. SO SO BUT THAT IT'S NOT IT'S WELL 
          [01:45:01]
JUST DON'T LEAVE YOUR PHONE IN THE CAR. WE JUST, WE KNOW THE, WE KNOW THE FLOW OF THE TRAFFIC THAT'S COMING IN. SO WE DON'T KNOW ATTENDANCE. THERE'S JUST THERE WAS NO WAY TO DO AN ATTENDANCE TURNSTILE AFFORDABLE. AND I THINK CLAYTON'S ALREADY THE SYSTEM WE'RE USING IS A VERY STRONG SYSTEM. I THINK WE'RE PUTTING IT IN ANOTHER CITY LOCATIONS, SAME SYSTEM. SO IT'S REASONABLY ACCURATE. SO WE CAN SEE THAT IT'S ACCURATE. WE JUST HAVE TO DIVIDE. NO THAT 10% OF OUR PEOPLE IS NOT FANS. SURE, SURE. I THINK EVEN OUR TRACKING WE DO IN OUR OUTSIDE EVENTS DOESN'T ACCOUNT FOR EVERYBODY BECAUSE WE CAN'T COUNT KIDS WITHOUT CELL PHONES. 
          SO IT'S AN APPROXIMATION, BUT IT'S CLOSE. IT'S A GAUGE. YEAH. APPROXIMATION. WHEN YOU LOOK AT IT IN ITS TOTALITY, YOU CAN SEE WHAT GAS IS DOING THIS YEAR. AND LAST YEAR IT'S PRETTY MUCH THE SAME. SO YOU CAN SEE KIND OF WHAT'S WHAT, BUT IT'S NOT ATTENDANCE. SO YEAH. SO COMPARATIVELY, IF WE'RE LOOKING FROM ONE YEAR TO THE NEXT, THEN IT WOULD GIVE US AN. WE CAN SEE THAT. YEAH. IT SHOWS YOU HOW IT'S GROWING OR NOT GROWING OR STALE, WHATEVER. AND WITH THAT I'LL ANSWER, TRY TO ANSWER ADDITIONAL QUESTIONS. I THINK THEY'RE OUT OF QUESTION. WELL, I JUST WANT TO END BY SAYING, YOU KNOW, I'VE BEEN DOING THIS TEN YEARS AND I'M COMMITTED MORE THAN ANYBODY KNOWS. I KNOW YOU GUYS KNOW, BUT I JUST APPRECIATE THE OPPORTUNITY TO LEAD THIS. AND WE'RE NOT DONE. WE'RE GOING WE'RE GOING TO DO A LOT MORE WORK AND TAKE IT TO THE TOP. AND SO THANK YOU FOR YOUR CONFIDENCE IN WHAT WE'RE DOING. I KNOW YOU JUST MADE A DECISION WHICH DIDN'T COME EASY, BUT WE'RE GOING TO MAKE IT WORK. THANK YOU KNOW, WE REALIZE YOU SPENT A LITTLE BIT OVER 40 HOURS A WEEK THERE, RIGHT? BUT WHATEVER IT TAKES, MAYBE 80, WHATEVER IT TAKES. I KNOW I'VE HEARD THAT BEFORE. WELL, AND I APPRECIATE THAT, CRAIG, AND EVERYTHING YOU'RE DOING DOWN THERE, I JUST WANTED TO KIND OF REITERATE WHAT WHAT I MENTIONED BRIEFLY ON TUESDAY IS THAT WE ARE LOOKING AT MAKING SOME, SOME PARKING, PARKING LOT IMPROVEMENTS TO IMPROVE THE SURFACES THERE BECAUSE AS CRAIG SAID, YOU KNOW, WE ON TOURNAMENT DAYS, WE WE'RE PARKING A LOT OF CARS. AND IT'S, IT'S NOT THE GREATEST TO BE ON UNIMPROVED SURFACES. Y'ALL HELPED US WITH THE PARKING ON UNIMPROVED SERVICES ORDINANCE THE OTHER NIGHT TOO. SO WE WANT TO WE'LL WE'LL LIKELY BE BRINGING FORWARD COUNCIL ACTION SOON ON, ON A PAVING PROJECT FOR THAT AREA. SO I JUST WANTED TO PUT THAT OUT THERE AS WELL. 
          JUST REALLY QUICK, JUST ONE ONE OF THE THINGS AS IT RELATES TO PARKING, I THINK THAT AS WE CONTINUE TO MOVE FORWARD WITH WELCOMING THOSE, THOSE MUCH NEEDED IMPROVEMENTS, AS YOU JUST MENTIONED, ALSO KEEPING AN EYE TOWARDS OFF STREET PARKING THAT MAY BLEED OVER INTO THE OTHER SURROUNDING AREAS, THE STORE AND KIND OF GOING BACK THAT WAY OFF STREET PARKING. WE WANT TO WE WANT TO ALSO MAKE SURE THAT WE KEEP AN EYE TOWARDS THAT BECAUSE I, I SEE THAT GROWING AS I DO MY RIDE THROUGH. SO PEOPLE ARE FINDING WAYS TO NOT PAY THE FINE. 
          THEY'RE NOT OR GO TO THE CHURCH. SO WHAT I'M SAYING IN THE CHURCH, WE WELCOME. I DON'T LIKE PARKING ON THAT STREET BECAUSE THERE'S HOMES DOWN THERE AND THAT OLD GUY. SO THAT'S WHY MY NICE WAY OF SAYING THAT WE NEED TO GET THOSE PEOPLE OFF THAT STREET OVER TO THE CHURCH OR ONTO THE $5 LOT. SO. YES. OKAY. THANK YOU SIR. DID WE GET COUNCIL MEMBER OFF STREET PARKING? STREET PARKING? WE PUT IT ON IN CONNECTION WITH THE FIELDHOUSE OVER INTO THE RESIDENTIAL AREA. GENERAL. YEAH, YEAH, YEAH. THERE WE GO. YEAH. OKAY. THAT'S DRIVING ME CRAZY. THANK YOU. YOU'RE WELCOME. OKAY, SO NOW WE'RE GOING TO KIND OF SHIFT GEARS STILL IN THE ENTERPRISE FUND ARENA, BUT TALKING ABOUT PUBLIC WORKS. SO. MR. MATT, BRIAN'S GOING TO TALK ABOUT DRAINAGE AND TALK ABOUT UTILITIES AND UTILITY FUNDS IS ACTUALLY KIND OF STARTING IN THE. 13129 PAGE. AND THEN DRAINAGE IS NOT IN THE SAME AREA. IT'S LIKE 150. 160 YEAH. 16363 YEAH. SORRY, THERE'S A TABLE OF CONTENTS. I GUESS I COULD REFERENCE THAT INSTEAD OF LOOKING. GOOD MORNING, MAYOR AND COUNCIL, I APPRECIATE THE OPPORTUNITY TO WALK YOU THROUGH THIS ENTERPRISE SECTION OF PUBLIC WORKS. SORRY. YOU LIED TO ME. SO OVER ON THE RIGHT IS A SNAPSHOT OF OUR KPIS. THANK YOU. IT'S GOOD INFORMATION. I APPRECIATE THE FEEDBACK. SO I'LL GET BACK WITH THE TEAM AND WE'LL SEE IF WE CAN MAYBE ADD ANOTHER GRAPH THAT SHOWS IF WE'RE OVER OR UNDER OUR PROJECTED SERVICE LEVEL AGREEMENTS, OR AT LEAST ADD SOME INFORMATION BECAUSE IT'S AGAIN, MISS. GOOD POINT. IT LOOKS GREAT, BUT WHAT DOES IT ALL MEAN? THANK YOU. I DIDN'T SAY IT THAT WAY. I JUST SAID SO 
          [01:50:03]
OUR SERVICES AND PROGRAMS. SO THIS SEGMENT, THIS PORTION OF PUBLIC WORKS IS RESPONSIBLE FOR ALL OF OUR DRAINAGE INFRASTRUCTURE, MAINTENANCE AND INSPECTIONS. WE TOOK ON SOME ADDITIONAL BRIDGE INSPECTIONS AS PART OF OUR EFFORTS WITH TEXDOT. THEY THEY DO THE INSPECTIONS, EXCUSE ME, THEY DO THE INSPECTIONS, THEY PROVIDE THE REPORT, AND THEN IT'S ON THE CITY TO MAINTAIN THOSE. WE HAVE SOME STORMWATER MANAGEMENT PROGRAM. OUR 2020. IT JUST LEFT ME THE COUNT. THEY DO EVERY TEN YEARS. SOMEONE HELP ME. THANK YOU. THANK YOU. THE 2020 CENSUS PUT US AT 40,000 AND SOME CHANGE. SO WE'RE LIKE 100 RESIDENTS OVER A NEW THRESHOLD. 
          SO WE NOW HAVE THIS WHOLE WORLD OF OTHER REGULATORY EFFORTS THAT WE HAVE TO DO. AND THERE'S NO GOING BACK. SO IF IF 2030, WE'RE AT 30,000 PEOPLE. SO WE'RE STILL GOING TO DO IT. SO MAINTENANCE AND REPAIRS ON OUR WATER AND SEWER INFRASTRUCTURE, OBVIOUSLY, WATER STORAGE FACILITIES AND STATE OPERATIONS, WE DO ACT AS THE CITY'S HAZMAT RESPONSE AND EMERGENCY TEAM, WITH THE EFFORTS OF OTHER DEPARTMENTS. AND THEN OUR SOLID WASTE CUSTOMER SERVICE, QUALITY CONTROL AND QUALITY ASSURANCE WITH THAT CONTRACT. SO SOME STATISTICS ABOUT OUR DEPARTMENT, AT LEAST THIS PORTION OF IT, 27 TOTAL EMPLOYEES, 21 MILES OF CREEK, 17 BRIDGES, 187 MILES OF WATER, 154 MILES OF SEWER, AND 11,686 PROPERTIES. PROVIDE AND COLLECT SOLID WASTE SERVICE. 
          MR. BRYANT, YOU ARE CONSIDERED NOW AS FIRST RESPONDERS. YES, SIR. SO SOME OF OUR CHALLENGES AND OPPORTUNITIES THAT WE'RE LOOKING AT. SO WE'VE SEEN, ESPECIALLY SINCE, YOU KNOW, THE PEAK OF COVID, I'LL SAY OVER 100% INCREASE IN COST OF BRASS, STEEL, IRON AND CONSTRUCTION COSTS. SOME OF THOSE ARE MORE OF 150. I'VE EVEN SEEN 200%. SO THERE IS A DRAMATIC INCREASE IN JUST EVERYTHING WE TOUCH AND USE TO DO OUR OPERATIONS ANNUALLY. WE'RE SEEING A 5 TO 10% INCREASE IN WATER AND SEWER TREATMENT. THAT'S DALLAS WATER UTILITIES AND TRINITY RIVER AUTHORITY. THIS YEAR, WE WERE CLOSER TO, I THINK, LIKE SIX, BUT WE CAN ALWAYS EXPECT JUST WITH REGULATORY EFFORTS THAT ARE COMING DOWN FROM THE FEDERAL GOVERNMENT AND JUST THE OVERALL COST OF BUSINESS, 5 TO 10% INCREASE THE ABILITY TO RECRUIT AND RETAIN QUALITY EMPLOYEES. SO THERE IS A MASSIVE, MASSIVE DEMAND FOR SKILLED TRADESMEN THROUGH ALL DIFFERENT TRADES, ESPECIALLY IN CONSTRUCTION. SO WE'RE NOT JUST COMPETING AGAINST THE SURROUNDING CITIES, BUT WE'RE COMPETING AGAINST THE PRIVATE SECTOR. SO THE ABILITY TO OFFER FAIR COMPETITIVE PAY AND THEN INCENTIVES TO KEEP THEM HERE IS ALWAYS SOMETHING THAT WE'RE KEEPING A LOOK AT. AGAIN, OUR TEXAS MUNICIPAL STORMWATER OR STORM SYSTEM, THE MS4 PERMIT REQUIREMENTS THAT GOES BACK TO SINCE WE CROSSED OVER THE 40,000 RESIDENTS, THAT NOW PUTS US IN A WHOLE NOTHER BALLPARK OF REGULATORY EFFORTS, STORMWATER EDUCATION, JUST TONS AND TONS OF THINGS THAT WE HAVE TO, AS A TEAM COMBAT AND FIGURE OUT HOW WE'RE GOING TO ACCOMPLISH THOSE THINGS. SO WHAT DOES THAT REQUIRE? SO THERE'S A LOT MORE EDUCATIONAL INFORMATION THAT HAS TO BE PUBLISHED. THERE'S A LOT MORE OF YOUR YOUR DRAINAGE PROTECTION, YOUR, YOUR STORMWATER PROTECTION, INSPECTIONS, MAINTENANCE. AND SO IT'S MORE, I THINK THE HEAVY BURDEN OF IT IS MORE ON THE EDUCATIONAL PIECE AND LIKE THE BEST PRACTICES IDENTIFYING LIKE, HERE'S THE EFFORTS WE'RE GOING TO DO AND TO EDUCATE THE PUBLIC. 
          AND THEN HERE'S HOW WE'RE GOING TO REACT ON A LOT OF THINGS. AND IT WAS JUST A FAR MORE LENIENT BEFORE WE WERE AT 40 K WATER QUALITY MONITORING UNDER EDUCATION, MAKING SURE YOU'RE GETTING OUT IN THE PUBLIC, EDUCATING THE BUSINESSES ON THEIR POTENTIAL TO POLLUTE. YOU HAVE EXTREME TEAM TRAINING THAT YOU MAY HAVE TO ATTEND VERSUS YOUR CREEKS. DO YOU HAVE ANY AREAS YOU'RE GOING TO MONITOR THE QUALITY OF THOSE? AND SO ESPECIALLY THE EDUCATIONAL PROGRAMS THAT WE USED TO DO, THEY HAVE VIRTUALLY DOUBLED, IF NOT TRIPLED IN A LOT OF AREAS. 
          SO YOU'LL SEE A LOT MORE COMMUNITY ENGAGEMENT ACTIVITIES COMING OUT SPECIFICALLY FOR STORMWATER. WILL YOU TO THAT, WILL YOU HAVE I'M SORRY, WILL YOU HAVE TO BRING ON MORE STAFF BECAUSE OF THE REQUIREMENTS AND THIS IS AN ENTERPRISE FUND. YES, MA'AM. SO WILL YOU. WILL IT REQUIRE MORE STAFF TO DO THE EDUCATION AND THE THINGS THAT YOU'RE CURRENTLY NOT HAVING TO DO. RIGHT. DID YOU MAKE THAT THRESHOLD. SO WE'RE NOT WE'RE NOT EXPECTING MORE STAFF, BUT WE HAVE UNFROZEN THE POSITIONS THAT WERE FROZEN IN DRAINAGE WITH AN OFFSET. I'LL GET TO 
          [01:55:04]
THAT IN THE GENERAL FUND. OKAY. I'M CONFUSED NOW. WE'LL GET TO THAT. OKAY. AND SO THE FINANCIAL STRUGGLE TO KEEP UP WITH AGING INFRASTRUCTURE NEEDS. SO DEVELOPMENT IN DUNCANVILLE WAS BOOMING IN THE 70S AND 80S. AND SO IT WAS GREAT FOR DUNCANVILLE. DEVELOPERS MOVED IN, BUILT WHOLE NEIGHBORHOODS, PUT ALL THE INFRASTRUCTURE IN THE GROUND FOR US. AND SO NOW WE FIND OURSELVES TODAY WHERE THE BIG PORTION OF THE CITY, MOST OF THE CITY IS 40, 50 YEARS OLD. AND SO NOW IT'S LIKE EVERYTHING HAS TO COME FORWARD AT ONCE, WHICH OBVIOUSLY ISN'T FEASIBLE. THERE WAS THE UTAH STATE UNIVERSITY PUBLISHED IN 2023. THEY DID A REALLY BIG, REALLY AWESOME, COMPREHENSIVE STUDY OF THE UNITED STATES AND CANADA, WHERE THEY LOOKED AT THE FAILURE RATE OF WATER LINES BASED OFF PIPE MATERIAL. AND SO THE THE HIGHEST RATE OF FAILURE BASED ON PIPE MATERIAL WAS DUCTILE AND CAST IRON, MORE SO CAST IRON THAN DUCTILE. AND GUESS WHAT? 80% OF OUR INFRASTRUCTURE IS DUCTILE AND CAST IRON. SO THAT HELPED US WITH OUR PRIORITIZING THE PROJECTS THAT WE'RE COMING UP WITH. AND THEN OUR OPPORTUNITIES FOR GRANTS. WE ARE IN DESPERATE NEED OF A RATE STUDY. THANKFULLY, WE'VE WE'VE GOT AM I HITTING THE GROUND? WE'RE DOING AN RFP FOR SOLID WASTE. SO NOW'S THE PERFECT TIME TO START DOING THAT RATE STUDY AND GRANTS. MOST GRANTS FOR WATER AND SEWER IS GOING TO COME THROUGH TEXAS WATER DEVELOPMENT BOARD. THAT'S FAR MORE OF A LINE OF CREDIT THAN IT IS A GRANT. THERE'S SOME THERE'S, YOU KNOW, BEST CASE SCENARIO, 51% LOAN FORGIVENESS. 
          BUT AGAIN, THAT'S MORE OF A LINE OF CREDIT THAN IT IS GRANT. SO OUR ACCOMPLISHMENTS THIS YEAR, THE, THE DRAINAGE MASTER PLAN AND STREAM CONDITION ASSESSMENT HAVE BEEN COMPLETED. 
          PUMP STATION GENERATOR IS AT SUBSTANTIAL SUBSTANTIAL COMPLETION. WHILE YOU ALL ARE TALKING ABOUT UPDATES ON PROJECTS, I'LL TELL YOU, I KNOW Y'ALL SEEN THAT UP THERE FOR A WHILE. SO THE PUMP STATION GENERATOR AT SUMMIT WAS DELAYED. IT WAS ACTUALLY WE KIND OF ISSUED LIKE A STOP WORK FOR A FULL YEAR. I WANT TO SAY, I THINK IT WAS CLOSE TO A YEAR THAT PROJECT WAS AWARDED SHORTLY AFTER SENATE BILL NUMBER THREE CAME DOWN FROM THE FEDERAL GOVERNMENT, WHICH SAID ALL PUBLIC UTILITY PROVIDERS WILL, I MEAN, WILL PROVIDE 20 AT LEAST 24 HOURS OF CONTINUOUS POWER. SO BASICALLY, IF WE WERE TO LOSE POWER FOR ANY LENGTH OF TIME, IT'S ON US. IT'S OUR RESPONSIBILITY TO PROVIDE THAT SOURCE OF BACKUP POWER, WHICH MEANT IMMEDIATELY GENERATORS AND AUTOMATIC TRANSFER SWITCHES WENT FLYING OFF THE RACKS. SO IT TOOK US NINE MONTHS, GIVE OR TAKE, PROBABLY CLOSER TO A YEAR, TO EVEN GET A GENERATOR IN AN ATS ON SITE. SO THAT'S WHY THAT PROJECT IS STILL ONGOING. WE'RE NEGOTIATING ONE CHANGE ORDER TO CLOSE THAT OUT. EVERYTHING IS STILL WITHIN BUDGET, BUT THAT'S WHY THAT THAT PROJECT IS STILL UP THERE. WE DID REPLACE AND REHABILITATED 9000 LINEAR FEET OF SEWER. WE INSPECTED ANOTHER 5000 LINEAR FEET, 49 NEW TANK LEAKS IDENTIFIED OR EXCUSE ME, WATER LEAKS IDENTIFIED THROUGH SATELLITE LEAK DETECTION, 48 WERE IDENTIFIED IN FY 25, AND 49 WERE IDENTIFIED THIS YEAR. 
          THE 48 FROM LAST YEAR HAVE BEEN COMPLETED, 1533 FIRE HYDRANT SERVICE PAINTED AND FLOW TESTED. 
          THE ENTIRE CITY HAS BEEN FLOW TESTED. WE'RE REALLY EXCITED ABOUT THAT. WE'VE NEVER HAD THAT INFORMATION. AND OUR SANITARY SEWER EVALUATION STUDY. WE WENT TO BASINS T A, AND WE BOTH OF THOSE BASINS GO STRAIGHT TO CENTRAL WASTEWATER TREATMENT PLANT. SO WE'RE LOOKING AT WHAT EFFORTS AND WHAT REHABILITATION CAN WE DO TO BASICALLY RULE THAT OUT THAT EVERY, EVERYTHING WE CAN DO TO MINIMIZE OUR EXPENSES FOR CENTRAL HAVE BEEN DONE BECAUSE. 
          YES, SIR. BACK UP TO THE 49 NEW WATER LEAKS IDENTIFIED. WHAT PROBABLY IN THE LAST TWO ONE AND A HALF TO TWO YEARS, YOU HAD ROUGHLY ESTIMATED 10 MILLION GALLONS OF WATER WERE BEING LOST TO LEAKAGE. WHAT KIND OF A DENT HAS THAT 49 WATER LEAKS? AND ANYTHING THAT PRECEDED THAT IN THE YEAR BEFORE? WHAT KIND OF ARE WE MAKING IN THAT? I, I DON'T HAVE THE ANSWER YET, BUT I CAN I CAN LOOK, I, I HAVE ALL OF THE DATA, BUT I HAVEN'T GRAPHED IT. AND I AND HONESTLY, THE UTILITY SUPERINTENDENT DID ALL THE WATER LOSS REPORTS. SO OTHER THAN RECEIVING A COPY OF IT, I HAVEN'T LOOKED AT IN GREAT DETAIL. YEAH. IT. FUTURE REPORT THAT YOU DO FOR COUNCIL. IF WE COULD JUST GET A ROUGH IDEA. I KNOW IT'S GOING TO BE A ROUGH 
          [02:00:02]
IDEA, BUT I HAVE A SEMIANNUAL COMING UP IN NOVEMBER. I CAN GUARANTEE YOU IT'LL BE ON THAT. 
          OKAY. THANK YOU SIR. AND SO SOME OF OUR INITIATIVES THAT WE'RE LOOKING FOR NEXT YEAR. SO I HAVE A DRAFT SERVICE CENTER DESIGN, A REBUILD DESIGN THAT SHE AND I WERE WORKING ON TOGETHER. SO WE'RE HOPING TO CLEAN THAT UP AND THEN ACTUALLY GET THAT OUT ON THE STREET SO THAT WE CAN AWARD ARCHITECTURAL ENGINEERING FIRM TO START DOING THE SERVICE CENTER DESIGN FOR US. ARMY IS OFF THE GROUND AND RUNNING. WE'VE GOT I JUST GOT A REPORT OF THE NEXT DAY'S PRODUCTIVITY. SO I WANT TO SAY WE'RE PROBABLY CLOSER TO 300 OR I MEAN, 200M UNDERGROUND RIGHT NOW. MR. ABERNATHY CALLED ME YESTERDAY, SAID HE CAME ACROSS A RESIDENT THAT WAS SUPER EXCITED. THEY GOT THEIR NEW METER AND THEY WERE HAPPY. I WANT TO SAY I THINK THE APP SHOULD BE LIVE, IF NOT THIS WEEK, NEXT WEEK. SO WE'LL START MARKETING THAT HEAVILY. YEAH, I GOT MY NEW BLUE LID ON THERE YESTERDAY. DID YOU LIKE THE LOGO THAT HEY, I'M JUST SAYING I, I DID THE DESIGN ON THE LOGO, RIGHT? SO OUR SOLID WASTE RECYCLING AGREEMENT THAT WILL CLOSE AUGUST 12TH. AND THEN WE HAVE A COMMITTEE SELECTED ALREADY TO GO THROUGH ALL OF THOSE RESPONSES, WILD RESPONSES TO THAT. I BET WE, I WOULD EXPECT TO SEE 10 TO 12 COMPANIES RESPOND TO THAT. WE DID A PRE BID, AND THERE WAS PROBABLY AT LEAST EIGHT COMPANIES ON. OUR OUR UTILITIES. OUR UTILITIES MASTER PLAN WILL BE WRAPPING UP SOON. OUR EROSION IMPROVEMENTS, ASSET PROTECTION. THAT'S GOING TO BE A PRIORITY MOVING FORWARD. SO LOOKING AT WHERE THESE CREEK CROSSINGS ARE, THE INTEGRITY OF THEM. WE'VE GOT SOME INFORMATION FROM THE STREAM CONDITION ASSESSMENTS GOING TO HELP GUIDE THAT. A DESIGN MANUAL WILL BE HUGE FOR US. WE DO HAVE SPECIFICATIONS, BUT JUST HAVING THAT DESIGN MANUAL WHERE EVERY PROJECT COMING IN, EVERYTHING WE'RE DOING IS ALL HAS, YOU KNOW, STEP BY STEP INSTRUCTIONS ON WHAT WE WANT TO SEE AND HOW WE WANT IT DONE. ANNUALLY. WE'RE LOOKING AT FLOW TESTING 20% OF OUR FIRE HYDRANTS. THAT'S A COOPERATIVE EFFORT WITH OUR FIRE DEPARTMENT TO MAKE SURE HELP THEM. YOU KNOW, THEY'RE PURSUING THAT LEVEL ONE ISO. AND SO THAT IS A REQUIREMENT. IT'S IT'S PUT ON THEM. AND HE WORKS WITH ME TO MAKE SURE THAT WE GET THAT DONE. 
          SO FLOW TESTING 20% OF OUR FIRE HYDRANTS EVERY YEAR AND THEN CHECKING BY HAND THE OTHER 80% IN THE CITY. WE'VE GOT A QUESTION FROM MR. DAVIS. OH I'M SORRY. YES. YEAH. THANK YOU. I KNOW YOU'RE TALKING A LITTLE BIT ABOUT EROSION AND EROSION IMPROVEMENT AND THOSE KINDS OF THINGS THAT I KNOW HERE. RECENTLY. A COUPLE OF WEEKS AGO, WE STARTED A CONVERSATION ABOUT HOW WE COULD POTENTIALLY PROGRAM TO PARTNER WITH HOMEOWNERS WHO ARE IMPACTED BY EROSION. AND, YOU KNOW, WHAT ARE SOME OPTIONS? AND I KNOW SOME OF THAT HAD DOLLAR IMPLICATIONS TO IT. AND SO I'M WONDERING, IS THIS WITHIN SCOPE OR WITHIN THE PLAN KIND OF BASED ON THE CONTOURS WE DISCUSSED A COUPLE OF WEEKS AGO AS WE LOOK AT NEXT BUDGET YEAR, IT COULD. SO THOSE FUNDS, IF WE IF WE WERE TO HAVE A PARTNERSHIP WITH HOMEOWNERS, THOSE FUNDS WOULD COME OUT OF THE DRAINAGE FUND. AND SO THAT IS AN OPPORTUNITY THERE. IT WAS A PROGRAM IN THE PAST. I KNOW Y'ALL MENTIONED THAT IT WAS A PROGRAM IN THE PAST. IT WAS BAGWELL. I'LL SAY WE'VE SEEN DRAMATIC IMPROVEMENTS IN CONSTRUCTION MEANS AND METHODS AND RELIABILITY, LONG TERM RELIABILITY. WITH GABION BASKETS, I WOULD HEAVILY MOVE INTO THAT DIRECTION, BUT THAT'S PROBABLY MORE EXPENSIVE ON HOMEOWNER TO. SO THAT'S JUST. 
          AND I THINK OUR OUR NEXT STEPS WE TOOK AWAY FROM THE LAST COUNCILMAN. WE'RE GOING TO BRING THE DRAINAGE MASTER PLAN BACK FOR YOU ALL TO ADOPT. THAT'S THAT'S ON THE 18TH AGENDA. THAT'LL BE ON THE AGENDA. BUT THEN ALSO WE NEED TO COME BACK WITH OUR OUR PROGRAMS AND IDEAS FOR THIS PROGRAM AND SO THAT WE CAN DEFINITELY MAKE SURE THAT STILL STAYS ON THE BOARD. YEAH, I WANT TO MAKE SURE THAT STAYS THAT STAYS WITHIN VIEW BECAUSE I THINK IT'S A COMPANION TO THE DRAINAGE MASTER PLAN. BUT IT ALSO, YOU KNOW, WHATEVER THE RECOMMENDATION, IF IT'S A DIFFERENT TECHNOLOGY, YOU KNOW, IF IT'S A DIFFERENT MEDIUM OR THE OPTION BETWEEN THE TWO, THAT MAKES IT MORE AFFORDABLE FOR HOMEOWNERS, I DON'T KNOW. 
          BUT I THINK AT SOME POINT IT WOULD BE HELPFUL IF WE WERE ABLE TO PRODUCE SOMETHING THAT HELPS HOMEOWNERS NAVIGATE THAT, THAT ISSUE IN A WAY THAT ONE DOESN'T EXHAUST THE OPPORTUNITY VERSUS OTHERS, BUT IN A WAY THAT WE'RE ABLE TO, YOU KNOW, TO SPREAD THAT AROUND AS IMPACT OCCURS. SO THANK YOU. ABSOLUTELY. AND THEN LASTLY, JUST UPDATING SOPS FOR ALL OF OUR DIVISIONS AND THEN USING MGO AND THE TECHNOLOGY THAT WE HAVE TODAY TO MAKE DATA DRIVEN DECISIONS. THERE'S MORE. I'M SORRY, CAN I ASK YOU ANY QUESTIONS? I'M GETTING INTO THE BUDGET NEXT. WELL, I JUST WANT TO COMPLIMENT YOU AND MISS SHAHADE. THANK YOU. FIRST OF 
          [02:05:05]
ALL, EVERYBODY, WE HAVE A P E ON STAFF PROFESSIONAL ENGINEER, JIHAD MUHAMMAD. SO SOME OF THE THINGS THAT WE WERE CONTRACTING OUT TO HAVE DONE BY AN ENGINEER, WE HAVE SOMEBODY IN HOUSE, AND I THINK THAT'S THE SAVINGS AND I'M HAPPY ABOUT THAT. THE INFORMATION YOU PROVIDE, IT IS TIED TO DATA. IT IS STRATEGIC IN HOW YOU'RE APPROACHING THINGS. I'VE SEEN A HUGE IMPROVEMENT WITH THE LAST COUPLE YEARS, SO THANK YOU FOR THAT. THE GRANTS THAT HAVE INCREASED COMING IN THAT WE DIDN'T HAVE IN. I THINK YOU'RE THE FIRST DEPARTMENT I SEE TO HAVE SOPS MENTIONED IN YOUR PRESENTATION. AND FOR A PERSON LIKE ME THAT I APPLAUD THAT. SO THANK YOU SO MUCH FOR YOU AND MISS SHAHADE AND ALL THE WORK THAT YOU DO FOR OUR CITY. 
          ABSOLUTELY. ALL RIGHT. THANK YOU. AND BEFORE WE MOVE ON, MISS JENNIFER, WHAT TIME IS LUNCH, I BELIEVE 1130. IS IT SET UP? SO WE'LL BREAK AT 1130 FOR LUNCH. YES. WHEN THE FOOD ARRIVES. THAT WOULD BE PERFECT. DOES ANYBODY NEED A RESTROOM BREAK OR ANY NEED A DO ANYTHING. 
          ALL RIGHT. LET'S GO. SO I'M GOING TO GET INTO THE NUMBERS. THE DRAINAGE UTILITIES. SO WE'RE GOING TO START WITH THE SANITATION FUND. OKAY. SO THAT IS STARTING ON PAGE 139139. SO AGAIN, THE SANITATION FUND IS THE FUND THAT TRACKS PRETTY MUCH THE GARBAGE COLLECTION AND THE GARBAGE REVENUE. SO FOR THIS YEAR, WE'RE NOT GOING TO PASS ALONG ANY RATE INCREASES, EVEN THOUGH WE ARE GETTING AN INCREASE TO THE CONTRACT ITSELF. BUT WE KNOW WE'RE NOT LAST YEAR AND WE'RE GOING TO BE EVALUATING, HOPEFULLY A WHOLE BRAND NEW CONTRACT THAT WILL HOPEFULLY LEAD TO REDUCED REDUCTION IN RATES, BUT WE'RE NOT PASSING ALONG ANY ANY FURTHER INCREASES TO CUSTOMERS FOR THIS NEXT FISCAL YEAR. SO AGAIN, THE REVENUE IN THIS FUND INCLUDES RESIDENTIAL AND COMMERCIAL COLLECTIONS, A PORTION OF LANDFILL COMMERCIAL COLLECTIONS, AND AS WELL AS WE DO GET A FRANCHISE FEE THAT WE COLLECT THAT GOES BACK INTO THE SANITATION FUND. THE EXPENDITURES DO INCLUDE FOR PERSONNEL FOR FTES. THAT'S OUR LITTLE CREW. WE DID HAVE ONE PERSON IN THE SANITATION ADMINISTRATION, BUT WHEN THAT POSITION BECAME VACANT, WE DID ELIMINATE THAT POSITION ALTOGETHER. SO WE HAVE FOUR PEOPLE REMAINING. AND AGAIN, THAT'S THE LITTER CREW. THE CONTRACTUAL SERVICES CATEGORY IS ABOUT 4.7 MILLION. AND THAT'S PRIMARILY AGAIN THE GARBAGE COLLECTION 3.5 MILLION IS THE GARBAGE COLLECTION REPUBLIC. WE PAY 1.2 MILLION FOR THE LANDFILL CONTRACT, AS WELL AS ABOUT 100,000 THAT GOES TOWARDS DALLAS COUNTY FOR THEIR HOUSEHOLD WASTE HAZARDOUS WASTE PROGRAM, FOR AN EMERGENCY BRUSH REMOVAL. AND IN THE EVENTS THAT WE PUT ON. ADDITIONALLY, WE HAVE BUDGETED ABOUT 15000 FOR ALL THE PROMOTION AND EDUCATION THAT'S GOING TO COME WITH A NEW CONTRACT AND NEW SERVICE. SO WE WANT TO MAKE SURE WE HAVE FUNDS IN THERE TO MAKE SURE THAT THAT GETS PUSHED OUT AND COMMUNICATED EFFECTIVELY. SO OVERALL, WE ARE UTILIZING FUND BALANCE RESOURCES THIS YEAR IN ORDER TO, NUMBER ONE, NOT PASS ALONG ANY RATE INCREASES. BUT AGAIN, LIKE I SAID, THE BIG FOCUS OF SANITATION THIS YEAR WILL BE ON THAT CONTRACT. OKAY. 
          ANY QUESTIONS ON SANITATION SPECIFICALLY? MR. BRYANT DID HIGHLIGHT SOME THINGS IN TERMS OF GOALS, BUT BUDGETARILY. THAT'S THE. GOING TO THE DRAINAGE FUND. AND THAT IS. 
          THANK YOU. DOWN THE ROAD THERE. SO I HAVE THESE IN ORDER OF THE FUND NUMBER. SO THAT IS MY MY MY MY ORDER THERE. OH OKAY. SO YEAH. SO FUN. 15 IS THE DRAINAGE FUND. ALL RIGHT. SO AGAIN THE DRAINAGE FUND CONSISTS OF ADMINISTRATION OF THE DRAINAGE STORMWATER AS WELL AS ANY CIP PROJECTS. IT'S ALL HOUSED IN THE SAME FUND. SO OUR REVENUES ALL COMES FROM JUST THE DRAINAGE THAT'S ASSESSED. WE CHARGE $5 FOR RESIDENTS AND THEN OBVIOUSLY $5 FOR THE IMPERVIOUS AREA. SO BUT WE'RE NOT PROJECTING ANY INCREASE FOR FY 27 IN THE STORMWATER FUND. 
          THIS FUND DOES SUPPORT THREE POSITIONS. SO THIS IS WHAT MR. BRYANT HAD MENTIONED REAL BRIEFLY. SO THIS FUND HAS HAD HISTORICALLY HAS AUTHORIZED THREE POSITIONS FOR STREETS. 
          [02:10:03]
THERE'S A THREE LITER AND TWO MAINTENANCE WORKERS THAT PRIMARILY WORK WITH STORM WATER RELATED MAINTENANCE AND SUCH. AND SO THE PAST COUPLE OF YEARS, WE JUST HAVEN'T FUND THEM. WE HAVEN'T BEEN ABLE TO FILL IT, YOU KNOW, TRUTHFULLY. BUT SO THIS YEAR WE ARE PROPOSING TO ADD THOSE THREE POSITIONS BACK. THERE IS ONE THAT IS FILLED ALREADY, BUT TWO POSITIONS. SO THREE POSITIONS IN THIS FUND CONTRACTUALLY, THIS IS REALLY MAINLY THE STORMWATER COMPLIANCE CONSULTANT THAT HELPS US WITH THAT. THAT'S 52,000. WE DO DO STREET SWEEPING THE CONTRACT OUT OF THIS FUND AS WELL. THAT'S ABOUT 103,000 ON THE CAPITAL SIDE, THE CAPITAL PROJECTS PROPOSED AT LEAST IN 27 AT THIS POINT, REALLY ARE PRIMARILY EMERGENCY PROJECTS. ABOUT 300,000 OF IT IS GOING TOWARDS SOME EMERGENCY REPAIRS. ADDITIONALLY, WE'VE BEEN TALKING ABOUT A RATE STUDY, WHICH WE'RE GOING TO HEAR AGAIN WHEN WE TALK ABOUT THE GENERAL FUND AND ONE TIME PROJECTS. SO THE COMPREHENSIVE RATE STUDY WILL BE A COMPONENT OF STORMWATER. IT'LL BE REGARDING UTILITY RATES. IT'LL ALSO BE REGARDING STREETS AND IMPACT FEES. SO EACH FUND UTILITY DRAINAGE AND THEN ONE TIME PROJECTS. ALL ARE PROPOSING A PORTION OF THAT STUDY. SO IT'S A FULL BLOWN COMPREHENSIVE RATE STUDY. SO 250,000 PER FUND. SO THAT'S BUDGETED IN HERE AS WELL AS A CLIMBER, WHICH IS A CONDITIONAL LETTER OF MAP REVISION. IS THAT RIGHT. SO IT'S SOMETHING WE HAVE TO DO WITH FEMA. AND WE HAVE TO DO THAT SPECIFICALLY FOR THE LAB PROPERTY AS WELL AS PROBABLY ANY OTHER DRAINAGE AREA THAT WE WOULD NEED TO REVISE THAT WITH FEMA. SO WE'RE PROPOSING TO DO THAT AND GET THAT ACCOMPLISHED ONE TIME IN FY 27. BUT OVERALL, AS YOU SEE, WE ARE UTILIZING FUND RESOURCES. BUT AGAIN, IT'S MAINLY FOR CAPITAL FOR REVENUE THAT WAS RECEIVED IN THE PREVIOUS YEAR. SO ANY QUESTIONS SPECIFICALLY ON DRAINAGE. AND THEN LASTLY THE UTILITY FUND. OKAY. SO WHAT YOU'RE WHAT YOU SEE HERE. AND THAT'S GOING BACK TO STARTING PAGE 133 OR 130, I'M SORRY. 129 SORRY, IT'S THE SUMMARY. OKAY. SO WHAT YOU SEE HERE REALLY IS JUST A GRAPH OF REVENUES VERSUS EXPENDITURES OVER SINCE FY 22. AND KIND OF HISTORICALLY, WHAT HAS HAPPENED. AND YOU CAN SEE SLIGHTLY MORE EXPENDITURES THAN REVENUES. REVENUES HAVE BEEN SET FROM THE WATER RATE STUDY THAT WE DID BACK IN 2022. AND SO THE PROJECTIONS THAT HAVE BEEN BUILT INTO THE BUDGET ARE BASED ON THE PROJECTIONS THAT WERE PROVIDED FROM THAT STUDY AND SOME YEARS IN TERMS OF THE REVENUE, YOU KNOW, IT'S A LITTLE BETTER THAN OTHERS, WHETHER, YOU KNOW, WATER USAGE, IT'S DRIER, IF IT'S WETTER, THAT SORT OF THING CAN FLUCTUATE REVENUE. SO THE 2627 PROPOSED BUDGET, 25 MILLION, THAT'S A VARIANCE OF 1.4 MILLION. SO ROUGHLY AN INCREASE OF 5.9%. THIS IS THE LAST YEAR OF THAT FIVE YEAR RATE ORDINANCE THAT WE PASSED IN 2022. SO THE RATES WILL GO UP PER THAT ORDINANCE. AND THIS WILL BE AGAIN, THE LAST YEAR OF THAT. EXPENDITURES COME TO 25.8 MILLION. SO THAT'S A 6% INCREASE OR 1.5 MILLION. AND THERE IS A NET INCOME OF ABOUT 108,000. SO WE ARE PROJECTING MORE REVENUE THAN EXPENDITURES OVERALL. SO WHAT IS INCLUDED IN THAT EXPENDITURE QUESTION. YES. YES SIR. COULD YOU GO OVER. 
          BECAUSE I REMEMBER WHEN WE PASSED THAT ORDINANCE 2022. RIGHT. AND IT WAS JUST AN INCREMENTAL INCREASE IN THE RATES. SO COULD YOU MAYBE GO OVER SOMEONE, GO OVER BRIEFLY WHY WE DID THAT AT THE TIME? ABSOLUTELY. I DO HAVE SOME CHARTS, SOME SLIDES THAT KIND OF WILL SPEAK TO THAT. BUT, YOU KNOW, THE MAIN COMPONENTS OF THE LET ME ACTUALLY GO BACK WHEN WE TALKED ABOUT THE RATE STUDY BACK THEN, THERE INFRASTRUCTURE COMPONENT AND TRYING TO PROJECT OUT WHAT WE NEED TO REPLACE. IT'S ALSO PROJECTING WHAT IS THE DEMAND IN THE WATER, WHAT IS THE USAGE? IT ALSO COVERS WHAT THEY PROJECTED AT A TIME WHEN DALLAS WATER UTILITY COSTS WOULD BE WHAT TRINITY RIVER AUTHORITY COSTS WOULD BE. MR. BRYAN CAN SPEAK TO MORE OF THAT. ALL OF THAT IS ANALYZED IN THAT STUDY TO TRY TO UNDERSTAND WHAT IS THE NEED NOW, WHAT IS THE NEED IN FIVE YEARS, AND TRYING TO BUILD A RATE STRUCTURE THAT COMPENSATES. WE KNOW WE HAVE THIS MUCH INFRASTRUCTURE WE GOT TO DO. WE KNOW TREY IS GOING TO GO UP. WE KNOW DALLAS WATER UTILITY IS GOING TO GO UP. WE KNOW JUST THE COST OF SERVICE IN GENERAL IS GOING TO GO UP TO MEET THE DEMAND OF NEED. SO IT'S ALL FACTORED INTO THAT STUDY. AND SO THEY THEY PROPOSED RATES TO BRING IN OUR CONSULTANT IN FOR THAT AS WELL. 
          [02:15:01]
AND SO, YES, WE ARE PROPOSING YES, TO USE THE LIKE THE ONE TIME TO, TO DO ANOTHER STUDY. 
          YES. AND BRING A CONSULTANT IN. STARTING NEXT YEAR FOR A NEW STUDY. YES. BUT YEAH, I JUST, I JUST WANT TO POINT OUT, BECAUSE I FEEL LIKE A LOT OF MOST PEOPLE IN THE ROOM, ESPECIALLY AT THIS TABLE, WEREN'T HERE. WE'RE MAYOR AND YOU AND DON WERE HERE WHEN WE APPROVED THAT AND AT THE TIME WERE HERE. YEAH. OKAY. YEAH. I MEAN, AT THE TIME, I MEAN, IT KIND OF FELT LIKE BECAUSE WE HAD SEVERAL OPTIONS THAT WE WERE LOOKING AT AS FAR AS HOW WE DID THOSE INCREASES OVER TIME. AND THAT WASN'T AN EASY DECISION BECAUSE WE WERE, WE'RE BASICALLY, WE REALIZED THAT WE ARE NOT GOING TO BE ABLE TO COVER ALL THESE EXPENSES IF WE KEEP THE RATE THE SAME. AND THAT WAS A DIFFICULT DECISION. BUT I'M GLAD THAT THIS IS THE LAST YEAR OF THAT INCREASE. SO NEXT YEAR WE'LL HAVE OTHER INCREASES. BUT BUT BUT IT I MEAN, IT DEMONSTRATES THAT, YOU KNOW, TO MAKE THOSE HARD DECISIONS. AND I THINK, YOU KNOW, THE CITIZENS REALIZE WHY WE DID THAT. AND THE SIGNAGE HAS BEEN IN THE WATER BILLING DEPARTMENT EVER SINCE. PEOPLE GO IN, PAY YOUR BILL. HEY, THIS IS WHY YOU'RE PAYING MORE. AND I THINK, YOU KNOW, OVER TIME AND NOW I THINK PEOPLE WILL APPRECIATE, YOU KNOW, WHY WE DID THAT AT THE TIME, I THINK THAT WAS REALLY FIRST TIME THAT IDEA HAD EVER BEEN USED. AND IN THE PAST WE WOULD THE PRACTICE WAS THAT WE WOULD HOLD OFF EVEN WHEN THE RATES WENT UP, NOT WANTING TO PASS IT ON. AND WE WERE ADVISED BY A CONSULTANT VERY VIGOROUSLY. THAT'S NOT A GOOD HABIT TO BE IN. YOU'VE GOT TO PASS IT ON. YOU CAN'T COLLECT IT UP. YOU'RE GOING TO DO MORE DAMAGE THAN GOOD. IT'S HARD TO CATCH UP. SO AND WE RECENTLY HEARD, YOU KNOW, TRINITY RIVER AUTHORITY AND DALLAS WATER UTILITIES, THEY'VE GOT PLANS IN THE FUTURE. AND THOSE PLANS ARE CAPITAL IMPROVEMENTS THAT ARE GOING TO BE TRANSFERRED. THE COSTS ARE GOING TO BE TRANSFERRED TO ALL THE MEMBER CITIES. AND SO THIS THIS IS GOOD THAT WE'RE TALKING ABOUT THIS BECAUSE IT IT'S A GOOD WAY TO KEEP THE PUBLIC INFORMED THAT THIS IS JUST NOT US DOING IT FOR THE SAKE OF DOING IT. WE DON'T HAVE A CHOICE. EVERYTHING'S GONE UP. THANK YOU. ACTUALLY, BECAUSE I STOOD BACK UP BECAUSE I FORGOT TO SAY DURING MY SLIDE THAT YES. SO I JUST SAID, YOU KNOW, WE'RE WE'RE GETTING PROJECTIONS FROM DALLAS WATER UTILITIES AND, AND, YOU KNOW, 5 TO 10% ANNUALLY MOVING FORWARD. LIKE THEY, THEY'VE GOT THINGS, THEY'VE GOT 15, 20 YEAR PLANS IN THE FUTURE. 
          WE HAVE NEVER, TO MY KNOWLEDGE, IN DUNCANVILLE EVER PASSED THAT ON TO THE RESIDENTS AND THE BUSINESS OWNER. SO IT'S JUST ALWAYS BEEN ABSORBED. SO IF WE WERE PROJECTING FIVE YEARS OUT WITH THIS RATE STUDY IMPLEMENTATION AND YOU KNOW, IF WE UNDERSHOT IT, THEN WE'RE JUST EATING AT EVERY YEAR. SO TELL US HOW THAT WOULD IMPACT YOUR DEPARTMENT. SO IT'S EVERYTHING. IT'S OPERATIONS, IT'S FUEL. IT'S IT'S SALARIES. IT'S, IT'S 100% OF, OF OUR, OF EVERYTHING WE DO. THERE WOULDN'T BE ANY SIP PROJECTS WOULD BE DEFERRED OR KICK THE CAN DOWN THE ROAD. SO, SO MR. BRYAN AGAIN, AND I THINK THE MAYOR. WHAT KIND OF LOSS RATE ARE WE AT. SO PRE PRE AM I. I HAVE HIGH EXPECTATIONS FOR AM I BUT IN JUST YOU KNOW WELL THAT'S MORE LIKE LOSS. I THINK LOSS WAS PROJECTED AROUND 1,000,000 MILLION TO A YEAR. I DON'T QUITE KNOW HOW FAR BEHIND WE ARE. WE WE HAVE YOU KNOW THAT'S THE PURPOSE OF THE RATE STUDY RIGHT. IS IS HOW BAD IS IT AND WHERE DO WE NEED TO BE? SO A LOT OF THOSE QUESTIONS WILL BE ANSWERED IN THE STUDY. SO PERFECT SEGUE TALKING ABOUT TEN MILE CREEK. SO YOU SAW THIS PRESENTATION FROM THE GENTLEMAN FROM TWRA THAT CAME AND PRESENTED. TEN MILE CREEK IS ONE OF TWO PLANTS FOR WASTEWATER TREATMENT. AND THIS IS PRIMARILY THE LARGEST ONE THAT WE PARTICIPATE IN. AND SO WHEN YOU LOOK AT 26, YOU SEE DUNCANVILLE HERE WE HAVE 19 ALMOST 20% OF THEIR REVENUE POT, RIGHT? AND THEN YOU LOOK AT 27, IT ACTUALLY DROPPED A LITTLE BIT, WHICH IS GOOD BECAUSE THEY'RE WHAT THEY WERE PROJECTING FOR REVENUE AT LEAST GOING INTO 27 WAS, WAS ACTUALLY NOT, NOT, NOT A SIGNIFICANT INCREASE. SO IT RESULTS REALLY MORE OF A FLAT ESTIMATE, AT LEAST FOR 27. BUT WHEN WE LOOK AHEAD AGAIN, THE PRESENTATION THAT HE THAT HE SHOWED US, THERE WAS A SIGNIFICANT INCREASE OVER ON THIS SIDE IN BLUE IS THE COST PER 1000 GALLONS. SO THAT'S THE COST THAT TREY PROJECTS TO, TO TREAT AND ALL OF THAT. THAT'S THE COST PER 1000 GALLONS ON THIS SIDE. AND THEN ON THIS SIDE, THE ORANGE LINE IS THE CITY'S AMOUNT, LIKE WHAT IS PROJECTED BASED ON THEIR COST INCREASE. 
          SO IT ALMOST DOUBLES FROM WHERE WE ARE, WHERE WE'RE AT IN 25 TO 2031. IT'S ALMOST AT 12 MILLION. 
          [02:20:08]
SO THAT PROJECTION LIKE 6 MILLION THAT WE CAN EXPECT IN FIVE YEARS. JUST REAL QUICK, I DEVELOPED THIS QUESTION WHEN WE WERE HAVING THAT PRESENTATION THE OTHER DAY. I JUST DIDN'T HAVE AN OPPORTUNITY, JUST DIDN'T WANT TO ASK. MY QUESTION IS, I KNOW THAT WE SPLIT OUR WASTEWATER SOME BETWEEN MOUNTAIN CREEK, I BELIEVE IS WHAT IT'S CALLED, AND THE OTHER IS TEN MILE PROPORTIONATELY. I JUST WONDERED OUR TOTAL CITY, I KNOW IT'S GEOGRAPHICALLY KIND OF THAT NORTHERN END THAT'S GOING BACK TO IT, BUT JUST PROPORTIONATELY. DO WE HAVE ANY IDEA? I'M JUST CURIOUS. SO IT'S ACTUALLY IT'S THE NORTHWEST PORTION OF DUNCANVILLE. YEAH. 
          MOST OF ERWIN KESSLER, WINONA GARDENS THAT'S ACTUALLY GOING TO CENTRAL WASTEWATER TREATMENT PLANT, WHICH IS OFF LOOP 12 AND SINGLETON. RIGHT. THE REST OF THE CITY IS GOING TO TEN MILE CREEK, WHICH IS IN FERRIS OFF OF MOY BRIDGE, BUT PROBABLY 2010 20% OF DUNCANVILLE IS STILL SEPTIC TANK, 20% IS SEPTIC TANK. AND WOULD YOU SAY THAT NORTHWEST IS GOING TO CENTRAL IS ROUGHLY TEN, MAYBE ROUGHLY TEN. VERY SMALL. THAT'S WHY WE WERE ACTUALLY ABLE TO TO SURVEY EVERYTHING GOING TO CENTRAL IN THIS YEAR'S SURVEY. OKAY. BECAUSE THAT WAS IMPORTANT TO US IS WE COULD KNOCK THAT OUT, GET THAT AND GO AHEAD AND IMPLEMENT EFFORTS TO, TO MINIMIZE FLOW. AND THEN WE'RE DONE. OKAY. AND THEN WE CAN FOCUS ON TEN MILE, WHICH IS A BIG PORTION OF TYPEKIT. OKAY. NO, I WAS JUST CURIOUS WHEN I WAS LOOKING AT HOW THAT LAID OUT IN THE SECTION TANK PIECE. SO THANK YOU FOR THAT. OKAY, SO AGAIN, TO REITERATE THE NEED OF A RATE STUDY FOR THE FUTURE, THIS IS SOMETHING OBVIOUSLY THAT'S GOING TO HAVE TO BE FACTORED INTO, INTO THAT ASSUMPTION. SO THESE ARE REASONS WHY, AGAIN, THE RATES ARE WHAT THEY ARE. ALL RIGHT. SO JUST AGAIN HIGHLIGHTS KIND OF YOU'RE GOING TO SEE THE SAME FORMAT WHEN THE DEPARTMENTS COME UP AND TALK INDIVIDUALLY, BUT JUST KIND OF SHOW YOU JUST HIGHLIGHTS THE UTILITY FUND SUPPORTS UTILITIES ADMINISTRATION. IT SUPPORTS WATER SEWER OPERATIONS, IT SUPPORTS UTILITY BILLING. AND THEN IT ALSO SUPPORTS WHAT WE CALL A NON-DEPARTMENTAL ITEM, WHICH IS THE DEBT CIP AND ANY TRANSFERS. SO THE OVERALL IN THIS FUND THE BUDGET HIGHLIGHTS. SO WATER SEWER OPERATIONS IS BY FAR THE LARGEST DIVISION, IF YOU WILL, UNDER THE UTILITY FUND AT 16.1 MILLION. SO THAT BUDGET BREAKS DOWN TO 5.2 MILLION OF THE BUDGET IS DALLAS WATER UTILITIES. 6.8 MILLION IS TRINITY RIVER AUTHORITY. SOME OTHER HIGHLIGHTS THERE. SO WE DO PAY. YOU MENTIONED THE SATELLITE LEAK DETECTION. SO WE GET TWO SCANS A YEAR. THAT SERVICE COSTS US 60,000. AND THEN ALSO WE WE DO BUDGET FOR ANY BACKFILLING OF STAFF AS NEEDED. SO FOR EMERGENCY WATER AND SEWER REPAIRS, IF OUR OWN STAFF IS NOT AVAILABLE OR WE NEED MORE SUPPORT THERE SO WE CAN GET THE REPAIRS DONE ON THE NON-DEPARTMENTAL SIDE. SO 5.8 MILLION IS DEDICATED TO 3 MILLION GOES TOWARDS CIP. SO FOR PROJECTS. AND THEN THIS IS THE FIRST YEAR THAT WE'LL START SEEING THE DEBT REPAYMENT ON AMI AS WELL AS THE LEAD LINE INVENTORY. SO THAT COMES TO ABOUT 1.1 MILLION. SO AS A REMINDER, AMI WAS A 12 MILLION CO. AND THAT IS A 25 YEAR, I THINK REPAYMENT OR 2016 1616 I'M SORRY, 16 YEAR REPAYMENT THERE. AND THAT IS BEING ABSORBED REALLY THROUGH WHAT WE'RE EXPECTING REVENUES TO TO BE TO COMPENSATE FOR THE ARMY. AND THE LEAD LINE IS A 51% FORGIVENESS THING. WE HAVE TO PAY ON THAT FOR TEN YEARS. IT'S INTEREST FREE. BASICALLY, IT GOES TO TEXAS WATER DEVELOPMENT BOARD AS A AS A CO ISSUER, IF YOU WILL. AND AND IT'S INTEREST FREE, WE JUST HAVE TO PAY ON IT FOR TEN YEARS AND THEN THEY FORGIVE THE REST. BASICALLY HOW THAT WORKS. I WILL ADD REAL QUICK, THE 6000 FOR SATELLITE LEAK DETECTION. THAT ALSO INCLUDES TEN DAYS OF BOOTS ON THE GROUND BY THEIR SUBCONTRACTOR. SO THE SATELLITE SCANS JUST GIVE US AN AREAS OF INTEREST, BUT THAT ALSO FUNDS 10 TO 15 DAYS OF THEIR SUBCONTRACTOR PUTTING A PAINT ON THE GROUND AND SAYING, DIG RIGHT HERE. AND THEY ARE VERY GOOD, VERY EFFICIENT, JUST AS A REMINDER. SO DALLAS WATER AND THEN TRA SO THEY, THEY HAVE ALL THESE DIFFERENT CITIES, RIGHT, WITH THEIR SERVICE. AND SO REMIND US AGAIN HOW IT'S DETERMINED HOW MUCH OUR PORTION IS THAT WE HAVE. IS IT BASED ON THE SIZE OF THE CITY POPULATION USE THE AMOUNT OF THE AMOUNT OF SEWAGE GOING THROUGH THEIR METER. OKAY. AND EVERY CITY'S METERED AND THEY BREAK, THEY DIVIDE ALL OF THEIR CAPITAL PLANS, THEIR OPERATIONAL EXPENDITURES, EVERYTHING IS DIVIDED UP BASED OFF YOUR AMOUNT OF FLOW COMING TO THE PLANT. AND THEN ON THE WATER SIDE, THAT'S HOW MUCH WATER WE USE. IT'S USED, BUT WE ALSO HAVE SO WE HAVE A DEMAND CHARGE, WHICH IS UP TO 9.5 MILLION EVERY DAY. SO WE PAY A FEE FOR 
          [02:25:02]
THAT BECAUSE WE'RE REQUESTING NINE AND A HALF PER DAY. AND THEN WE ALSO GET BILLED FOR THE ACTUAL WATER DELIVERED TO US. SO I MEAN THOSE NUMBERS POTENTIALLY GO DOWN IF WE HAVE LESS USAGE AND LESS DEMAND. AND WE WOULD HAVE TO DO A CONTRACT AMENDMENT TO LOWER OUR OUR VOLUME, OUR VOLUME, BUT OUR INTAKE DAILY INTAKE, BECAUSE THAT'S KIND OF LIKE A LOCKED IN AGREEMENT. BUT YES, WE COULD PAY LESS IF WE'RE TAKING ON MORE WATER FOR SURE. ARE WE STILL PROVIDING WATER TO NORTHERN PART OF CEDAR HILL? OH, YOU'RE TALKING ABOUT THE SHARED PUMP STATION? YES, YES. CURRENTLY. CURRENTLY. CURRENTLY CURRENTLY. OKAY, TO BE DETERMINED, I HEAR THAT. I'M ALSO. THE UTILITY FUND SUPPORTS 37.5 FTE. SO THAT BREAKS DOWN TO ADMINISTRATION. UTILITY BILLING HAS TEN. AND THEN THE REST GO TO WATER AND SEWER. SO AGAIN, FUTURE CONSIDERATION JUST KIND OF WRAPPING UP ON THE UTILITY FUND. SO LIKE WE TALKED ABOUT HAVING A COMPREHENSIVE RATE STUDY. WE'RE GOING TO HAVE TO CONSIDER A NEW RATE STRUCTURE FOR WHAT WE'RE FORECASTING INTO THE FUTURE AS WELL AS, YOU KNOW, CONSIDERING OUR DEBT CAPACITY WHEN IT COMES TO BEING ABLE TO FUND CIP PROJECTS. SO WHEN WE DID THE RATE STUDY IN 2022, YOU MIGHT REMEMBER OR NOT IN TERMS OF WHEN WE WERE MAKING THE DECISION OR WHEN THE DECISION WAS MADE, IN TERMS OF THE RATE STRUCTURE THAT WE ADOPTED, THERE WAS MORE OF A A HYBRID APPROACH IN TERMS OF HOW WE FUND CIP PROJECTS. IT WAS LIKE A, YOU KNOW, IF WE UTILIZED CASH 100%, THE RATE ACTUALLY WOULD HAVE BEEN HIGHER IF WE UTILIZED DEBT 100% FOR CIP PROJECT, THAT RATE WOULD HAVE BEEN PROJECTED LOWER. AND SO WE KIND OF FELL IN THE MIDDLE IN TERMS OF MORE OF A HYBRID RATE STRUCTURE THERE. BUT NEVERTHELESS, THAT'S SOMETHING THAT WOULD BE DISCUSSED AND TALKED ABOUT WITH THAT FIRM WHEN THEY PROPOSE A RATE STUDY. BUT THOSE ARE JUST THE FUTURE CONSIDERATIONS AS WE THINK ABOUT UTILITIES. YES, WE'LL AND I KNOW WE KIND OF TALKED ABOUT IT A LITTLE BIT BEFORE AS WE LOOK AT OUR NEW RATE STRUCTURE, AS WE LOOK AT OUR DEBT CAPACITY, AS WE OVERLAY THAT WITH OUR CIP NEEDS, ARE WE ARE WE INTENDING TO THREAD THAT NEEDLE ALL THE WAY TOGETHER? SO WE'RE LOOKING AT IT WITH, YOU KNOW, ONE LINE OF SIGHT INTO, YOU KNOW, WHAT OUR FEES ARE DOING. HOW DOES THAT HELP FUND THE IMPROVEMENT PROJECTS THAT WE NEED? JUST SO IT'S ALL IN ONE PLACE BECAUSE AS WITH MANY OTHER, YOU KNOW, AND I THINK BACK TO WHEN WE STARTED OUT THE CONVERSATION. 
          YEAH, YEAH. WHEN WE STARTED OUT THE CONVERSATION ABOUT, YOU KNOW, WE'RE AGING AND IT'S NOT SEEN. I JUST WANT TO MAKE SURE THAT WE, WE HAVE THAT ALL IN ONE PLACE AS WE LOOK AFTER OUR INFRASTRUCTURE. SO WILL THAT BE THE OUTCOME AND THE BYPRODUCT OF WHAT YOU'RE TALKING ABOUT? I HOPE ESPECIALLY FOR. YES, WITH THE RATE STUDY. YES. OKAY. AND WE'RE GOING TO OBVIOUSLY, WE'RE GOING TO COME BACK TO YOU ALL THE CIP FUNDING STRATEGY AND DOING A FIVE YEAR, YOU KNOW, DOING OUR, OUR, OUR OUTLOOK, THAT DATA WILL HAVE TO BE INCORPORATED INTO THAT STUDY. 
          SO IT'S ACCOUNTED FOR. OKAY. ALL RIGHT. I JUST YEAH, I JUST WANT TO MAKE SURE THAT WE, WE DO THAT. SO WE'RE NOT LOOKING AT, YOU KNOW, JUST ONE ITEM OVER HERE AND ONE ITEM OVER HERE. AND WE'RE NOT LOOKING AT THE WHOLE ENTREE OF WHAT THE PLAN AND PROBLEMS MAY BE. YEAH. 
          OUR GOAL IS IF COUNCIL DOES WANT TO MOVE FORWARD WITH DOING THE RATE STUDY, OBVIOUSLY PROPOSING START DOING RFPS TO GET FIRMS AND HIT THE GROUND RUNNING IN OCTOBER AND THEN HAVE THAT THAT THAT PLANNING SESSION. AND THEN EVEN THOUGH MAYBE ESTIMATES, AT LEAST IT'S INCORPORATED INTO THAT RATE AND ACCOUNTED FOR. OKAY. ALL RIGHT. THANK YOU. SO THAT CONCLUDES THAT UTILITY FUND SECTION. SO THIS MIGHT BE THE PERFECT TIME TO BREAK FOR LUNCH. IT SHOULD BE COMING SOON BEFORE GETTING INTO THE GENERAL FUND. YEAH. LET'S DO IT. WE'LL GO EASY ON THAT. WE'LL GO EASY ON THAT. PUNCHLINE. OUR MEETING IS RECESSED AT 11:29 P.M. OKAY. CAI THINK I MIGHT HAVE. ALL RIGHT. YEAH, IT IS 1230. EVERYONE I KNOW THERE'S STILL SOME STRAGGLERS. THAT'S ALRIGHT. I WANT TO GET STARTED. BACK UP. SO LET'S GO. WHAT'S NEXT, MISS JENNIFER? ALL RIGHT. HOPEFULLY Y'ALL HAD A GOOD MEAL. ALWAYS GOOD TO 1230. ALL RIGHT SO WE'RE GOING TO TALK ABOUT THE GENERAL FUND. THAT'S PRETTY MUCH WHAT WE'RE GOING TO END THE DAY TALKING ABOUT IS THE GENERAL FUND HERE. SO I'M JUST GOING TO GIVE YOU AN OVERVIEW OF THE REVENUE ASSUMPTIONS AND AN OVERVIEW. JUST EXPENDITURES AT A HIGH LEVEL THAT AFFECT KIND OF ALL DEPARTMENTS. BUT THEN EACH DEPARTMENT IS GOING TO HAVE THE OPPORTUNITY TO COME 
          [02:30:01]
UP AND TALK ABOUT THEIR BUDGETS, WHAT'S BEEN REDUCED, WHAT'S IN THEIR BUDGET, TALK ABOUT THEIR ACCOMPLISHMENTS AND THEIR THEIR GOALS FOR NEXT YEAR. SO HOPEFULLY WE WILL HAVE ADDRESSED ALL OF THE POTENTIAL QUESTIONS WITHIN THEIR PRESENTATIONS. OKAY, SO GENERAL FUND SNAPSHOT, SAME KIND OF DIAGRAM HERE FOR KIND OF HOW WE'VE BEEN DOING FOR OVER THE LAST FIVE YEARS IN TERMS OF WHERE REVENUES CAME IN AND WHERE EXPENDITURES CAME IN. AND SO AS YOU CAN SEE IN THE LAST FIVE, FOUR YEARS HERE THAT OUR REVENUES HAVE EXCEEDED OUR ACTUAL EXPENDITURES, WHICH HAS LED TO GROWING OF THAT FUND BALANCE. AND THE 26 REVISED THAT YOU SEE THERE. REALLY THAT'S THE DIFFERENCE THERE IS BECAUSE OF THAT TRANSFER THAT WE MADE FROM THE GENERAL FUND INTO ONE TIME PROJECTS. SO THAT'S THAT $4 MILLION DIFFERENCE YOU SEE THERE ON THE EXPENDITURE SIDE. AND THEN THE PROPOSED BUDGET IS THE SAME BECAUSE OUR REVENUES, OUR EXPENDITURES. OKAY. SO IT IS A BALANCED PROPOSAL. SO THE VARIANCE IS HERE JUST AS A SNAPSHOT HERE. SO REVENUE POSING IS ABOUT $919,000 MORE OVER THE 26 ADOPTED. SO THAT'S ABOUT 2% DIFFERENCE. AND THEN ON THE EXPENDITURE SIDE IT'S ABOUT 2.1% DIFFERENCE. BUT AGAIN OVERALL THE NET INCOME IS IS ZERO. SO THIS IS HOW OUR REVENUES BREAK DOWN. I'M SORRY. YES. SORRY. SO THIS MIGHT BE STEPPING BACK A LITTLE BIT FURTHER. JUST GENERAL FUND. BUT YOU KNOW YOU CAN HELP ME. MAYBE SOME OF US UNDERSTAND. SO THERE'S SOME LANGUAGE THAT'S USED TO DESCRIBE THE CITY'S FINANCIAL SITUATION. YOU JUST TALKED ABOUT HOW REVENUES HAVE EXCEEDED EXPENDITURES FOR THE LAST COUPLE OF YEARS. IT'S LIKE PROJECTED REVENUES WILL EXCEED EXPENDITURES. BUT THERE'S SOME LANGUAGE THAT'S USED. BIG PICTURE TALKING ABOUT BUDGET DEFICIT, RIGHT? SO COULD YOU SPEAK TO WHAT THAT MEANS? EXACTLY. WHEN WE TALK ABOUT, OKAY, WE HAVE A DEFICIT AND THERE'S THIS MUCH THAT WE'RE FALLING SHORT BECAUSE I KNOW, AGAIN, THAT'S NOT JUST THE GENERAL FUND, RIGHT? BUT YEAH, COULD YOU KIND OF. SPEAKING OF A DEFICIT, WE'RE SPEAKING OF LOOKING AT LONG TERM PROJECTIONS. IT MAY NOT NECESSARILY BE THE CURRENT YEAR SNAPSHOT. AND WE MAKE CHANGES. 
          WE PIVOT. WE DO WHAT WE NEED TO DO IN ORDER TO BALANCE THE BUDGET, BECAUSE WE CAN'T OBVIOUSLY SUBMIT A BUDGET THAT EXCEEDS EXPENDITURES OR REVENUES. SO BUT WE WILL GET TO A SLIDE LATER. THAT KIND OF WRAPS EVERYTHING UP IN LOOKING LONG TERM. AND WHEN I SAY DEFICIT LOOKING LONG TERM WITH SOME ASSUMPTIONS, IT SHOWS THAT, AGAIN, WE WOULD HAVE A DEFICIT WHERE WE WOULDN'T HAVE AS MUCH REVENUE AS ASSUMED EXPENDITURES. SO JUST A QUICK FOLLOW UP. SO WHEN WE TALK ABOUT MOST CITIES, WHEN THEY'RE LOOKING AT ALL THE EXPENSES, MOST CITIES ARE LOOKING AT SOME KIND OF A DEFICIT, RIGHT? BECAUSE THEY'RE NEVER GOING TO HAVE KIND OF REVENUE THAT THEY NEED TO COVER ALL THE NEEDED EXPENSES. AND SO AGAIN, I THINK SOMETIMES THAT THAT LANGUAGE IS USED AND IT'S ALMOST FEELS LIKE INFLAMMATORY LANGUAGE, BUT THAT, YOU KNOW, WE TALK ABOUT IT. I MEAN, THAT IS A REALITY THAT, YEAH, WE'RE NOT GOING TO BE HAVING ENOUGH MONEY FOR ALL OF OUR EXPENSES. BUT THAT IS NOT AN UNCOMMON PROBLEM. RIGHT? THAT'S CORRECT. 
          THANK YOU, MR. JAMES. YES, THANK YOU. AND THANK YOU FOR THOSE QUESTIONS, MR. COMBS. I THINK THEY WERE INSIGHTFUL. I GUESS MY QUESTION IS UNDERSTANDING THAT AS WE LOOK AT PROJECTIONS BEFORE WE GET TO THE TO THE D WORD, TO THE DEFICIT WORD, WHEN WE LOOK AT REVENUE PROJECTIONS AND WE LOOK AT EXPENSE PROJECTIONS, YOU KNOW, IN RECOMMENDING A BALANCED BUDGET AND PROPOSING THE MANAGER'S PROPOSED BUDGET, WE HAD TO I THE ORGANIZATION WE THE MANAGER'S OFFICE HAD TO IDENTIFY HOW THEY WOULD CLOSE THAT THAT THRESHOLD. DO WE TAKE A LOOK AT WHAT WE DID IN ORDER TO CLOSE THAT THRESHOLD IN THIS PRESENTATION? YES. SO EACH DEPARTMENT WILL COME UP AND SPEAK ABOUT WHAT HAS BEEN REDUCED. OKAY. WHAT IS THE THEN? SO WHAT WERE WE LOOKING FOR? WHAT WAS THE TARGET REDUCTION TO THE ORGANIZATION OVERALL IN ORDER TO, TO MEET THE, THE DELTA BETWEEN THE REVENUES AND PROJECTIONS, ROUGHLY, IT WAS OVER 2 MILLION. IT WAS OVER 2 MILLION. WHEN WE PRESENTED IN JUNE, WE WERE STILL CONSIDERING WHAT THOSE REDUCTIONS WOULD BE FROM A FINANCE PERSPECTIVE. OUT OF THAT 2 MILLION. LOOKING AT THOSE PROJECTIONS, HAVE AN. UNDERSTAND THAT WE'RE GOING TO HEAR THAT DEPARTMENT BY DEPARTMENT. BUT DO WE HAVE WHERE WE'VE REDUCED IN A BIG PICTURE TO GET TO THAT 2 MILLION ANY PLACE? WELL, IF YOU LOOK AT THE ACTUAL BUDGET DOCUMENT, TRY TO BULLET POINT HIGH LEVEL IN THE GENERAL FUND SUMMARY. SO THAT IS ON PAGE. LIKE 1617. 18 REVENUE SECTION. 
          [02:35:18]
BUT TALKING ABOUT EXPENDITURES, PAGE 20, PAGE 21. SO I MEAN, IT'S NOT EVERYTHING, BUT IT CERTAINLY SPEAKS TO SOME BIG THINGS. SO LIKE HIGH LEVEL, WE FROZEN SOME POSITIONS. WE'RE NOT FILLING THEM. FOR EXAMPLE, ANOTHER ONE, WHICH WE'LL TALK LATER ABOUT STREET MAINTENANCE IS A BIG ONE BECAUSE THE TARGET FUNDING WOULD BE ABOUT 1.7 MILLION. SO WE BROUGHT THAT DOWN TO 1.3. AND IT TALKS A LITTLE BIT ON SUPPLIES AND MATERIALS. SO SO I MEAN, IT'S KIND OF BULLET POINTED IN THERE A LITTLE BIT. BUT YEAH, I THINK IT WOULD BE HELPFUL, QUITE FRANKLY, TO UNDERSTAND IN A, IN A, IN A DETAILED WAY, JUST WHERE, WHERE WE HAVE ABSORBED THIS IMPACT TO, TO MEET THAT $2 MILLION THRESHOLD. SO BECAUSE AT THE END OF THE DAY, IT COMES AS AN IMPACT IN SOME WAY TO EITHER PEOPLE SERVICES THAT RESIDENTS COUNT ON US TO DELIVER. AND SO I FIND IT DIFFICULT TO KIND OF WEED THROUGH EVERY ALL 1918 OF THESE DEPARTMENT PRESENTATIONS TO UNDERSTAND WHAT'S WHAT'S THE IMPACT. I WILL HEAR IT IN ISOLATION, BUT I THINK IT'LL BE HELPFUL TO SEE IT IN TOTALITY. SO AS WE ARE TALKING ABOUT HOW WE'VE TRIED TO MITIGATE SOME OF THE IMPACT TO RESIDENTS OR HOW WE, YOU KNOW, ARE GOING TO PUSH THIS OFF TO ANOTHER DATE. I JUST THINK THAT'S MISSING FROM THIS DETAIL AND FROM THIS PICTURE. AND I THINK IT'LL BE HELPFUL IN CONSIDERING THE OVERALL BUDGET AND ITS IMPACTS. 
          AND IT'S HARD TO REALLY, I THINK, CAPTURE IT IN A HIGH LEVEL PERSPECTIVE JUST BECAUSE IT IMPACTS PEOPLE DIFFERENTLY. IT'S GOING TO IMPACT DEPARTMENTS DIFFERENTLY BECAUSE SOME DEPARTMENTS ARE MORE AFFECTED THAN OTHERS. RIGHT. BUT LET ME LET ME GIVE IT TO YOU THIS WAY. THE DEPARTMENT OF IT, IN ORDER TO MEET THE $2 MILLION THEY CONTRIBUTED $50,000 TOWARDS THAT. AND THAT MEANS THAT THEY'RE NOT THEY'RE GOING TO FOREGO SOME SOFTWARE PURCHASES. I DON'T REALLY CARE WHAT THOSE SOFTWARE PURCHASES ARE, BUT WE KNOW THAT THERE'S BEEN AN IMPACT TO SERVICES IN ORDER TO MEET THAT OR THE POLICE DEPARTMENT IN ORDER TO HELP MEET THIS, THIS, THIS OFFSET, WE'RE GOING TO FREEZE THE LIEUTENANT'S POSITION OR WHATEVER I READ IN THAT DETAIL. SO WE UNDERSTAND WHAT THOSE REALIZE COST SAVINGS ARE. SO I DON'T THINK IT'S DIFFICULT IN THAT WAY WHEN IT'S WHEN IT'S HIGH LEVEL. SO WE JUST UNDERSTAND DEPARTMENT GOT DEPARTMENT WHAT COULD BE POTENTIAL IMPACTS TO THE SERVICE. YEAH. I'M GOING TO PIGGYBACK ON WHAT MR. DAVIS SAID AS WELL, BECAUSE THAT'S ALWAYS WHAT GOES THROUGH MY MIND IS WHAT ARE WE GIVING UP? AND, AND, YOU KNOW, IT'S LIKE. 
          ARE YOU TELLING US WE'RE NOT GOING TO BE ABLE TO DO THIS? OR ARE WE SETTING OURSELVES UP FOR A LONGER TERM FAILURE? LIKE I HEARD YOU MENTIONED, REDUCING THE STREETS, REDUCING STREETS. 
          THEN WE'RE WE FALL FURTHER BEHIND AND FURTHER BEHIND AND FURTHER. AND THAT NEEDS TO BE A KNOWN. THING. OR SO FAR IN THE PRESENTATION YOU'VE HEARD, MY UNDERSTANDING IS WHAT WE'RE ABOUT TO HEAR IS THAT THEY ARE GOING TO TELL US WHAT WE'RE GIVING UP. AND THAT'S WHY WE'RE HAVING THESE CONVERSATIONS, BECAUSE WE NEED TO BE EVALUATING WHETHER OR NOT WE NEED TO, YOU KNOW, WE WANT TO GIVE THOSE THINGS UP. I THINK THAT'S PART OF THESE DISCUSSIONS, RIGHT? I THINK IN PREVIOUS BUDGETS THAT THERE'S BEEN GREAT TRANSPARENCY IN IDENTIFYING THAT IT IF YOU CUT HERE, HERE'S THE SERVICE YOU'RE GOING TO LOSE, AND THE PUBLIC NEEDS TO HEAR THAT THAT, THAT THAT WOULD BE THE CONSEQUENCES OF CUTS IF WE CAN AVOID THEM. 
          SOMETIMES YOU CAN'T AVOID THEM AND THE SERVICES ARE GOING TO BE LESS. WHAT'S SCARY TO ME ABOUT THAT WAS A GRAPH THAT WE SAW LAST YEAR. IT WAS AT THE SENIOR CENTER. A GENTLEMAN POINTED OUT THAT THE CITIES OUR SIZE AND OUR AGE ARE A DRIVING FORCE IS INFRASTRUCTURE BREAKDOWN. DUNCANVILLE BACK IN THE 60S, 70S AND 80S, ALL BRIGHT, NEW AND SHINY, YOU KNOW. 
          BUT NOW THE INFRASTRUCTURE AND THE REVENUE STREAM HAS STOPPED. AND SO THAT'S WHY WE HAVE A COMPREHENSIVE PLAN TO BUILD THAT REVENUE STREAM BACK UP. BUT UNTIL THEN, WE'RE AT THE CROSSROADS WHERE OUR OUR EXPENDITURES VIA CAPITAL ISSUES, PROJECTS AND FAILURES EXCEED OUR REVENUE. THAT'S NOT A PRETTY LOOK UP ON A GRAPH. WHEN YOU SEE THAT, YOU THINK, OH GOODNESS, HOW DO YOU GET OUT FROM UNDER THIS? BUT I THINK ALL OF THIS CONVERSATION, ALL THESE TALKS ABOUT CUTS, ALL OF OUR TIGHTENING OUR BELTS IS THE WAY THAT YOU GET BACK TO 
          [02:40:06]
SOMETHING THAT, TO MR. KUHN'S POINT, THE GENTLEMAN THAT SHOWED THAT GRAPH SAID, THIS IS A NATIONAL PROBLEM RIGHT NOW WITH CITIES YOUR AGE. AND IT'S SOMETHING THAT WE TOGETHER HAVE TO FIGURE OUT HOW WE CAN REVERSE THAT TREND AND GET THAT GET THE REVENUE BACK UP ABOVE THE CAPITAL EXPENDITURE. AGREED. AND AND IS THAT SOMETHING WE CAN PUT ON THE ROADMAP TO PROVIDE A PICTURE OR A VISUAL OF ALL THE DIFFERENT CUTS THAT WE'RE ABOUT TO SEE? AND WE CAN THEN I THINK THAT'LL HELP US MAKING DECISIONS IN THE FUTURE. LIKE TO COUNCIL MEMBER MCBURNEY'S POINT ABOUT THE THE STREET MAINTENANCE FEE. WE ALREADY KNEW WE WERE STRUGGLING IN THAT AREA AND CUTS HAVE TO BE MADE. I'M NOT SAYING WE SHOULDN'T, BUT WHAT I AM SAYING, WE ALREADY KNEW THAT WAS GOING TO BE AN ISSUE. SO HOW DOES THAT LOOK LATER ON DOWN THE LINE WITH US CUTTING IT TODAY IF IT'S APPROVED? SO IF THERE'S SOME TYPE OF VISUAL WE CAN HAVE WITH ALL OF THE CUTS AND HOW IT SPEAKS TO THE FUTURE. ABSOLUTELY. ALL GOOD POINTS. 
          THANK YOU. YEAH, I'M GONNA SAY IT. I MEAN YOU HEARD MATT BRYANT MAKE HIS PRESENTATION. 
          HOW MUCH THIS COST. NOW YOU SEE HOW MUCH THIS COST. NOW YOU LIKE OKAY. WITH THE QUINT WE WE DIDN'T HAVE WE WEREN'T KEEPING OUR YOU KNOW, OUR FLEET. REIMBURSEMENT UP TO THOSE SAME LEVELS. SAY THAT, YOU KNOW, TO FOLLOW UP ON THAT, THIS IS NOT A LONG TERM SOLUTION. YOU KNOW, IN TERMS OF WHAT WE'RE PROPOSING HERE, IT'S NOT SUSTAINABLE, SUSTAINABLE BEING THERE. SO THAT'S WHEN WE HAVE TO HAVE EVERYBODY AT THE TABLE, INCLUDING YOU, INCLUDING THE CITIZENS. WE NEED TO UNDERSTAND WHAT THE PRIORITIES ARE BECAUSE WE KNOW WE CAN'T AFFORD EVERYTHING. WE KNOW PRICES KEEP GOING UP AND WE DON'T HAVE AS MUCH REVENUE. ALL THOSE THINGS THAT GO INTO THAT POT. BUT WE WOULD LIKE TO GET TO WHERE WE HAVE A PRIORITY BASED BUDGET, AND WE HAVE THE INPUT FROM CITIZENS WHO KNOW WHAT THEY'RE WILLING TO PART WITH AS WELL. 
          SO WE PUT OUR MONEY WHERE IT NEEDS TO GO VERSUS WHAT WE THINK IT NEEDS TO GO, YOU KNOW, SO THAT'S WE'LL TALK ABOUT THAT. OKAY, SO REVENUES HERE. SO THIS IS THE PIE CHART THAT BREAKS DOWN HOW REVENUE, THE REVENUES THAT WE RECEIVED, AS YOU CAN IMAGINE THAT OVER 50% COMES FROM PROPERTY TAXES. SO WE'RE VERY RELIANT ON PROPERTY TAXES FOR OUR REVENUES. 23% COMES FROM SALES TAX. SO BETWEEN THOSE TWO, ALMOST 80% IS PROPERTY TAX OR SALES TAX DRIVEN. THE REMAINDER OF THE REVENUES THAT WE RECEIVE COME FROM A VARIETY OF PLACES, WHETHER THAT'S THE PERMITS AND LICENSING FOR OUR PERMITTING DEPARTMENT, FINES AND FEES, COURT COLLECTIONS, REVENUES WE GET FROM INTEREST INCOME CHARGES FOR SERVICE LIKE EMS COLLECTIONS. ALL OF THAT IS IN THAT REMAINING 20% OF THE REVENUES THAT WE COLLECT. AND I'M GOING TO BREAK DOWN EACH ONE OF THEM HERE IN A MINUTE. THIS IS JUST A TABLE VIEW. YOU HAVE IT IN THE BOOK AS WELL, BROKEN OUT, VERY SIMILAR, BUT JUST KIND OF SHOWS YOU IN THE VARIOUS CATEGORIES HOW THE REVENUE ROLLS UP AND WHAT THE PERCENTAGE CHANGES OVER THE ADOPTED BUDGET AND WHAT THE PROPOSED AMOUNT IS. SO IN THE PROPERTY TAX REALM, THAT ASSUMES THE FULL 3.5% THAT WE'RE ABLE TO ADD TO THE TAX, TAX ROLL SALES TAX IS PRETTY FLAT, ABOUT 1%, PRETTY CONSERVATIVE ESTIMATE. AND I'LL GET MORE INTO DETAIL ABOUT WHY THEIR PERMITS AND LICENSING. WE'VE SEEN DEFINITELY AN UPTICK IN COLLECTIONS THERE. SO WE INCREASED OUR PROJECTIONS AND. KURT WILL BE ABLE TO HOPEFULLY SPEAK A LITTLE BIT ABOUT WHAT WE'RE SEEING FROM A COLLECTION OF PERMITS, FINES AND FEES. THAT AREA WE'RE PROJECTING DOWNWARD. THAT'S REALLY WHERE THE COURT FINES ARE, AND WE'LL GET TO THAT IN A MINUTE. 
          INTERGOVERNMENT REVENUES. THOSE ARE REVENUES WE RECEIVE FROM OTHER GOVERNMENTAL AGENCIES. SO LIKE WE BILL CITY OF CEDAR HILL, DESOTO AND STUFF FOR OUR REGIONAL EMERGENCY MANAGEMENT PROGRAM, FOR EXAMPLE. SO THAT IS THE BUCKET, WHICH IT GETS ACCOUNTED TO WHEN WE RECEIVE THOSE REIMBURSEMENTS. INTEREST IS AN AREA INCOME. THIS IS OUR INVESTMENTS. THAT PROJECTION HAS GONE DOWN. IT DOESN'T MEAN WE HAVE LOST INTEREST. IT JUST MEANS THAT IT'S HAS TO BE ALLOCATED ACROSS ALL FUNDS, NOT PRIMARILY THE GENERAL FUNDS. SO WE'RE STILL RECEIVING A GOOD AMOUNT OF INTEREST. IT JUST HAS TO BE ALLOCATED ACROSS THE BOARD. FRANCHISE FEES. THOSE ARE LIKE GAS, GAS, ELECTRICITY, CABLE, TELEPHONE REVENUES, CHARGES FOR SERVICE. THAT'S PRIMARILY EMS COLLECTIONS AND THEN TRANSFERS FROM OTHER FUNDS. THOSE ARE INDIRECT COSTS THAT WE CHARGE THE OTHER FUNDS THAT COME INTO THE GENERAL FUND. AND THEN OTHER SOURCES ARE MAINLY MISCELLANEOUS AND SMALLER CATEGORIES THAT DON'T ROLL UP IN GENERAL CATEGORIES. YES. I'M SORRY, I'M SORRY. AND I'M GOING TO GO INTO MORE DETAIL IN A MINUTE. BUT JUST LOOKING AT A HIGH LEVEL, JUST REALLY QUICK, I SEE THAT WE HAVE SEEN AN UPTICK. AND YOU CAN JUST TELL 
          [02:45:03]
ME WE'LL GET TO MORE DETAIL LATER AND I'LL HUSH. BUT LOOKING AT 100 AND YOU KNOW, LOOKING AT YEAR TO PERCENT OF BUDGET TODAY, WE'RE 150% ON PERMITS AND LICENSES, WHICH SUGGESTS THAT WE COULD MOVE FORWARD. BUT WHEN I LOOK AT THE AMOUNT WE PROPOSE FORWARD, COULD YOU CAST ANY LIGHT INTO WHAT KIND OF DROVE BECAUSE IT'S OVER $100,000 THAT WE DROVE. 
          AND I HAVE A SIMILAR QUESTION, REALLY EXACTLY THE SAME QUESTION. WHEN WE GO DOWN TO CHARGE FOR SERVICES, BECAUSE THAT SEEMS TO BE A SIZABLE GROWTH IN PROPOSED REVENUES AS WE AS WE LOOK AT THE PICTURE. SO I'M GOING TO HIT EACH CATEGORY AND A LITTLE MORE DEPTH. OKAY, COOL. SO LET'S START WITH PROPERTY TAX. SO THIS IS THE CERTIFIED TAX ROLLS THAT WE RECEIVED ON JULY 25TH. AS YOU CAN SEE, AS YOU ALL EXPERIENCED THE AMOUNT OF GROWTH WE'VE HAD SINCE SINCE COVID TIME. SO IT HAS REALLY SLOWED DOWN FROM A GROWTH PERSPECTIVE SINCE 2024. SO BETWEEN 25 AND 26, THE TAXABLE VALUE HAS GROWN TWO AND A HALF OR 2.2%, WHICH IS NOT AS BIG AS IT HAS BEEN IN YEARS PAST. I WILL SAY, WHEN DALLAS CENTRAL APPRAISAL DISTRICT GIVES US THIS INFORMATION, THERE ARE STILL QUITE A BIT OF PROPERTIES THAT ARE IN DISPUTE, AND SO THEY CAN ONLY CERTIFY PRETTY MUCH WHAT THEY KNOW. AND THEN A PORTION OF WHAT THEY ASSUME WILL ALSO BE ADJUSTED. SO WHEN WE LOOK AT 2025, THERE WAS A SIZABLE ADJUSTMENT MADE. OKAY. SO WHAT THEY CERTIFIED IN 25 TO WHAT? PRETTY MUCH AS OF JULY, THAT ADJUSTMENT WAS ABOUT 2 BILLION WORTH OF PROPERTY THAT WAS ADJUSTED. AND SO WHEN YOU COMPARE THE, THE, THE ADJUSTED AMOUNT OF 25 TO THE CERTIFIED 26, IT ACTUALLY SHOWS THAT THE RESIDENTIAL PORTION WENT DOWN. SO THAT'S THE FIRST TIME THAT'S HAPPENED IN SOME SOME YEARS. 
          BUT THIS IS THE CERTIFIED VALUES 4.1 MILLION. AND THEN NEW CONSTRUCTION, ABOUT 3 MILLION, WHICH IS ABOUT RIGHT FOR THE CITY OF DUNCANVILLE. WE'RE NOT SEEING AS MUCH GROWTH. 
          SO WE DON'T HAVE A WHOLE LOT HAPPENING WITH NEW CONSTRUCTION. BUT I WILL SAY NEXT YEAR IN 27, I THINK WE SHOULD SEE SOME MORE NEW CONSTRUCTION THERE SINCE WE SOLD THAT TOYOTA PROPERTY, AND THAT'S NOW GOING BACK ON THE TAX ROLLS. SO I THINK WE'LL SEE SOME UPTICK FROM THAT. BUT THIS IS WHERE WE'RE AT WITH JUST THE TAX ROLLS. AND AS YOU KNOW THE TAX ROLLS HAVE AND THE VALUES PLAY A BIG ROLE IN HOW THE TAX RATE ITSELF IS CALCULATED. SO THE HIGHER THE TAX, THE VALUABLE THE TAX VALUE, THE LOWER THE TAX RATE ULTIMATELY IS. BUT SINCE NOW THAT THE VALUES ARE VERY SMALL, THAT CALCULATED TAX RATE ACTUALLY TO GET TO THAT 3.5% GROWTH, THE RATE IS ACTUALLY PROJECTED TO BE HIGHER THAN WHEN WE WERE THIS YEAR. SO YOU CAN KIND OF SEE THIS GRAPH WHERE STARTING IN 2017, THE TAX RATE HAS SIGNIFICANTLY DROPPED. AND THEN THE TAXABLE RESIDENT VALUE HERE HAS INCREASED. SO THE PROPOSED TAX RATE THAT THIS BUDGET IS BUILT ON IS ASSUMING THE FULL VOTER APPROVAL RATE, WHICH IS THE 0.611659. SO THAT IS THE CALCULATED RATE BASED ON ALL THOSE VARIABLES THAT GO INTO THAT CALCULATION. SO THE AVERAGE TAXABLE VALUE. SO THAT'S ALL OF THE RESIDENTIAL PROPERTIES PUT TOGETHER. THAT AVERAGE VALUE WENT FROM 282 TO 299. SO ALMOST 300. SO THAT WOULD RESULT AT THIS TAX RATE OF ABOUT $1,800 FOR THEIR CITY PORTION OF THE TAX, WHICH RESULTS IN ABOUT $5.01 A DAY. 
          OKAY. SO TO GIVE YOU PERSPECTIVE OF WHAT A PENNY ON A TAX RATE COMES OUT TO BE, SO FOR THAT $4.1 BILLION A PENNY ON THE TAX RATE FOR THE CITY IN TERMS OF THE REVENUE RECEIVED IS ABOUT $413,000. OKAY. BUT WHEN YOU LOOK AT THE PENNY PER THE AVERAGE TAXABLE VALUE, SO THAT 299,000 I SENT ON THE TAX RATE EQUALS TO ABOUT $30. OKAY. SO WE TALK ABOUT, YOU KNOW, ADJUSTING THE TAX RATE, FOR EXAMPLE, THE IMPACT ON THE CITIZEN MAY BE SMALL, MAYBE BIG DEPENDING ON THEIR BUDGET, BUT ARE THEIR HOUSE VALUES WHAT THE REVENUE ON THE CITY SIDE, OBVIOUSLY THAT IMPACT WOULD BE PRETTY GREAT IN TERMS OF WHEN DID THE WHEN DID REMIND ME, WHEN DID THE VOTERS LAST APPROVE THE MAXIMUM TAX RATE? WHEN WAS THAT LAST. SO LAST YEAR. SO EVERY YEAR I MEAN, WE PRETTY MUCH WE PROPOSE THAT VOTER APPROVAL RATE. SO WE CAN'T GO ABOVE THAT VOTER APPROVAL RATE WITHOUT THE ELECTION. SO ANYTHING AT THAT RATE OR BELOW OF COURSE IS COUNCIL. CAN YOU GO BACK A COUPLE SLIDES BACK AND ANSWER MY QUESTION. YES, YES. ALL RIGHT. SO THIS WILL SHOW YOU THE RATE THAT WAS ACTUALLY PROPOSED OR ADOPTED. THIS IS THE NO NEW REVENUE RATE. SO THAT WOULD BE THE RATE THAT GENERATES THE SAME AMOUNT OF TAXES. AND THEN THIS IS THE VOTER APPROVAL RATE. SO THAT'S THE MAXIMUM RATE. SO SO THIS TAKES US TO 2024. WE WERE WE WERE SLIGHTLY UNDER THE VOTER 
          [02:50:08]
APPROVAL RATE 25, 2627 PROPOSED. WE'VE BEEN AT THE MAX RATE. OKAY. OKAY. JUST FOR AWARENESS AND FOR CITIZENS AWARENESS, THIS LINK WILL BE UP ON OUR WEBSITE WHEN IT'S AVAILABLE. 
          BUT THE DALLAS COUNTY PUSHES OUT A WEBSITE. IT SHOULD BE AVAILABLE BY TOMORROW THAT YOU CAN GO IN AND TYPE IN YOUR YOUR ADDRESS AND EVERYTHING. IT'LL GIVE YOU AN ESTIMATE BASED ON THE PROPOSED RATES THAT SO YOU CAN LOOK AT THAT TO JUST KIND OF GET AN IDEA OF WHAT YOUR PROPOSED TAX RATE OR PROPOSED TAXES FOR THE NEXT YEAR WILL BE. BUT AGAIN, THIS SHOULD BE AVAILABLE BY TOMORROW, PER THE COUNTY'S CALENDAR. I JUST WANTED TO HIGHLIGHT THAT. YES. 
          I'M SORRY. CAN YOU GO BACK TO THE SLIDE WITH. THAT ONE RIGHT THERE. SO MAKE SURE. SO THIS IS PENNY ON THE TAX. SO THE TAX RATE IS INCREASED. SO THE CITIZENS ARE PAYING AN EXTRA PENNY. NO NOT NECESSARILY. IT'S MORE JUST FOR REFERENCE OF SAY OKAY LET ME GO BACK TO THIS. SO WE'RE PROPOSING 0.611. SAY COUNCIL WANTS TO, YOU KNOW, TAKE A PENNY OFF OF THAT AND PROPOSE 601, YOU KNOW, TAKING A PENNY OFF. BASICALLY, IT WOULD RESULT IN THAT MUCH REVENUE THAT WOULD BE REDUCED AND IT WOULD RESULT IN SAVINGS OF $30. I WAS THINKING IN THE OFFICE. 
          SORRY. OKAY. YEAH. SO YEAH. SO. WE'RE NOT SUPPOSED TO TALK ABOUT THIS. BUT AGAIN, I, I THINK EVERY YEAR YOU KIND OF BRING US SOME NUMBERS JUST TO SHOW, OKAY, IF WE WERE TO RAISE THAT TAX RATE BY THIS SO MUCH AND IT INCREASE HOW MUCH CITIZENS HAVE TO PAY BY SAY IT WAS A PENNY A DAY, THEY HAD TO PAY MORE. HOW MUCH ADDITIONAL REVENUE THAT WOULD GENERATE FOR THE CITY. RIGHT. AND I HOPE WE CONTINUE TO SEE THOSE KINDS OF SLIDES AND SEE THOSE THOSE GRAPHICS. AGAIN, I KNOW WE'RE NOT SUPPOSED TO TALK ABOUT RAISING ANY KIND OF TAX RATES OR ANYTHING LIKE THAT, BUT IF WE'RE TALKING ABOUT A PENNY A DAY OR TWO PENNIES A DAY, AND I KNOW THAT'S, YOU KNOW, THAT CAN BE A LOT TO SOME PEOPLE. BUT AS WE'RE TALKING ABOUT FINDING SOURCES OF NEW REVENUE AND TO JUST SOMETHING JUST KIND OF KEEP ON THE TABLE, THAT IF THE CITIZENS UNDERSTOOD, THEY'RE EDUCATED AS TO WHAT THOSE ADDITIONAL PENNIES WOULD GO TOWARD, THAT MAYBE THEY WOULDN'T FIRE US FOR RAISING THEIR TAX RATE IF THEY SAW, AGAIN, THESE FEW PENNIES A DAY. OKAY, THAT GENERATES AN ADDITIONAL, YOU KNOW, 6 OR $700,000 A YEAR IN REVENUE FOR THE CITY TO DO THIS FOR OUR SERVICES. BUT WE NEED TO MAKE SURE THAT THOSE CONVERSATIONS ARE STILL HAPPENING, THAT WE DON'T FORGET THAT WE HAVE, YOU KNOW, THE ABILITY TO DO THAT IF WE SEE IT'S NECESSARY AND ALWAYS KEEP IT IN THE BACK OF OUR MIND. WHAT MAY HAPPEN IN LEGISLATION IN CONGRESS. COULD BE EVEN LESS REVENUE IN THE FUTURE. YES. SO BASED ON THIS PROPOSAL, JUST MAKE SURE I'M CLEAR, BASED ON THIS PROPOSAL, THAT THIS BUDGET IS BUILT OFF OF, IS BUILT OFF OF THIS THIS RATE. BUT WE THIS RATE WOULD GENERATE SOME 400,000 IN ADDITIONAL REVENUES. ACTUALLY, IT WOULD GENERATE OVER LAST YEAR, ABOUT 900 000, ABOUT 900,000. IT WOULD BE. SO WE COULD ANTICIPATE YOUR YOUR HOW DO YOU FORECASTING THE REVENUES TO INCREASE BY RIGHT UNDER $1 MILLION OR CLOSE TO IT? SO I PRETTY MUCH FORECAST THREE AND A HALF THAT THAT. 919 IS THAT THAT NUMBER I SAW EARLIER, THE 919 NUMBER. 919 YES, YES. SO I THINK IT'S A SLIDE RIGHT BEFORE THAT. SORRY. THAT'S OKAY. I SAW IT SOMEWHERE. IT IS. NO IT'S THERE. IT WAS A SLIDE WHERE IT SHOWED THE EXPENDITURES INCREASE AND IT HAD THE REVENUE, THE 919 AND THE 9949. SLIDE THREE. SLIDE 43. SLIDE 43. OKAY, SO THAT'S THAT NUMBER. OKAY. RIGHT THERE. YEAH. SO IF THIS BODY DECIDED TO KEEP THE TAX RATE WHERE IT IS, THEN WE WOULD POTENTIALLY BE LOOKING FOR AN ADDITIONAL. I'M JUST CARRYING IT. WE'D BE LOOKING FOR AN ADDITIONAL. 919949 OR WHATEVER THE CASE MAY BE. CORRECT. IF YOU KEEP IT FLAT, THAT WOULD BE ABOUT 630 000 ROUGHLY OF REVENUE. WE WOULD LOSE. SO WE'D HAVE TO MAKE UP SOMEHOW. OKAY. SO WE WOULD GO FROM THE TWO WHATEVER TO THE TWO PLUS THAT, 
          [02:55:06]
RIGHT? YEAH. OKAY. AND I GUESS THIS TIME IF WE GO WITH THIS PROPOSED RATE, BECAUSE TYPICALLY THERE'S SOME LANGUAGE THAT WE PUT IN THERE THAT EVEN THOUGH THE TAX RATE IS GOING DOWN, YOUR TAXES ARE. BUT IN THIS CASE, THIS THIS IS LOOKS LIKE THE FIRST TIME WE'VE HAD A TAX RATE INCREASE AND THE RATE ITSELF. SO YEAH, RATE RATE ITSELF, WE ARE GOING UP. OKAY. 
          AND WE DO HAVE PRELIMINARY. WE DID ASK A FEW OTHER CITIES WHAT THEY ARE DOING. AND WE'RE CERTAINLY NOT UNIQUE IN TERMS OF RAISING THE TAX RATE ITSELF. SO WE HAVE WE HAVE SOME PROPOSED NUMBERS FOR THAT IF YOU'RE INTERESTED. BUT BUT IT'S STILL NOT UNIQUE. YEAH. IT'S STILL NOT HIGHER THAN IT WAS IN 2025. I MEAN TO BE FAIR IT'S NOT GOING UP THAT MUCH MORE, BUT IT'S STILL NOT HIGHER THAN IT'S BEEN. YEAH. YEAH. AND IF YOU WANT TO KNOW, LIKE OUR BEST, BEST SOUTHWEST CITIES, CEDAR HILL IS PROPOSING ROUGHLY A 20 ABOUT A QUARTER OF A CENT INCREASE. THEY'LL GO TO 638949, WHICH IS A LITTLE HIGHER THAN US. DE SOTO IS KEEPING THEIRS THE SAME. THEY I TALKED TO THEM, THEIR PROPERTY VALUES, EVERYTHING WENT UP. THEY'RE KEEPING THEIR RATE LITERALLY THE SAME AS 684934, WHICH IS WHICH IS HIGHER THAN US. AND THEN LANCASTER'S ACTUALLY WENT DOWN A BIT. IF 8.590928 IS THEIR THEIR RATE. AND LAST YEAR THEY WERE AT 0.59949. OF COURSE THEY'VE GOT THEY'VE GOT A LOT OF INDUSTRIAL PROPERTIES, A LOT OF NEW CONSTRUCTION. BUT THEY'RE, THEY'RE THEY'RE DOING OKAY IN THAT REGARD. YEAH. IT'S APPLES AND ORANGES BECAUSE YEAH, WE'RE TALKING ABOUT CEDAR HILL MOVIE THEATER. THEY HAVE A MALL. 
          YOU KNOW, IT'S COMPLETELY. YEAH, YEAH. I DON'T THINK THE COMPARISONS ARE ACCURATE. YEAH. 
          AND THEN IRONICALLY, I DON'T HAVE THE RIGHT IN FRONT OF ME. BUT MARK AND MARK WENT TO A SEMINAR LAST WEEK IN FRISCO, OUT OF ALL CITIES IS GOING UP $0.02, WHICH I THOUGHT WAS INTERESTING. AND THEN RICHLAND HILLS IS GOING UP $0.03. SO JUST JUST A COUPLE OF OTHER NUMBERS. BUT YEAH, JUST TRENDS. AND WE DO HAVE A SLIDE TO WHICH WE CAN SHARE WITH YOU WITH THAT COMPARISON DATA. BUT THAT'S WHAT THAT'S WHAT BMW IS DOING. OKAY. SO JUST KIND OF TO SHOW YOU WHAT THAT WOULD LOOK LIKE AT DIFFERENT HOME VALUES. OF COURSE, IT'S GOING TO VARY FROM PERSON TO PERSON, DEPENDING ON WHAT THEIR VALUE IS AND WHAT THEIR TAX EXEMPTIONS ARE. SO I WANT TO KIND OF STICK TO THE MIDDLE HERE WITH THE $350,000 HOME VALUE. SO FOR SOMEONE WHO DOESN'T HAVE ANY EXEMPTIONS, YOU'RE LOOKING AT ABOUT $2,100 WOULD BE YOUR CITY PORTION OF THE TAX BILL. THAT COMES OUT TO ABOUT 587 A DAY. IF YOU'RE OVER 65 DISABLED EXEMPTION, IF YOU HAVE THOSE THAT ARE FACTORED IN, WHICH REDUCES YOUR VALUE, YOU PAY ABOUT 18 $1,800 ANNUALLY AT THAT TAX. OKAY, SO HERE'S THAT SLIDE. WE'RE $505.87 A DAY. WE WON'T THINK ABOUT STARBUCKS ANYMORE, BUT ANY I LOVE STARBUCKS, WE'LL CHANGE THAT CUP OF COFFEE, CUP OF COFFEE, WE'LL CHANGE THAT OR EVEN COST MORE BUYING A STREAMING SERVICE OR SOMETHING LIKE A BIGGIE BAG OR, YOU KNOW, SOMETHING. I MEAN, THE LAST TIME YOU BOUGHT A MEAL FOR PROBABLY UNDER $5, YOU KNOW, BUT LET ME JUST KIND OF GO OVER LIKE, WHERE ARE YOUR TAX MONEY GOES TO? OKAY. SOUNDS LIKE A CHILDREN'S COMMERCIAL. WELL, EVEN MCDONALD'S HAS A $6 BILL. HE CAN'T EVEN GET A $5 BILL. 
          IT'S LIKE FEEDS THE CHILDREN. THAT DOESN'T MAKE SENSE TO THEM BECAUSE THEY WOULD NEVER BE FOUND BUYING A CUP OF COFFEE. RIGHT? SO THAT'S WHY WE USE SOME OTHER EXAMPLES. YEAH, WE NEED SOMETHING MORE INCLUSIVE. UNDERSTOOD. WHAT WOULD YOU LIKE? WE'LL PUT IT. WOULD YOU ENERGY DRINKS? I DON'T KNOW A BIGGIE BAG. YEAH YEAH YEAH. WE WERE, WE WERE WE WERE TALKING THROUGH THAT YESTERDAY. SO I THREW OUT LIKE A BIGGIE BAG. IT'S LIKE ABOUT SIX MONTHS. YOU KNOW, THE TEXAS BIGGIE BAG, SPECIFICALLY ALFONSO'S BURRITOS. THERE YOU GO. THERE WE GO. LET ME ASK A QUESTION, THOUGH, IN SINCERITY. WHAT ARE WE ATTEMPTING TO COMMUNICATE TO RESIDENTS IN THIS SLIDE THAT FOR FOR $5.87 A DAY, WE ARE GETTING THESE FEATURES. HOW MANY DAYS? 365 DAYS A YEAR. YEAH. OKAY. I'M JUST GOING TO OFFER THIS UP EDITORIALLY. I THINK THAT INSTEAD OF TRYING TO PUT IT OUT BY DAY, IT'S WE LOOK AT IT ANNUALLY AND JUST SAY, THIS IS WHAT IT TAKES TO MAINTAIN, TO MAINTAIN LEVELS OF SERVICE, TO MINIMIZE IMPACTS, YOU KNOW, IN THE TIMES THAT WE FIND OURSELVES IN THAT WAY, YOU DON'T HAVE TO WORRY ABOUT WHETHER YOU USE WENDY'S OR STARBUCKS. YOU JUST TELL THE STORY. THANKS. THANK YOU FOR THAT FEEDBACK. SO FOR $2,100 A YEAR, SO LAST YEAR I SHOWED KIND OF LIKE A PYRAMID OF NEEDS, 
          [03:00:04]
YOU KNOW, HERE, OUR KING OF BEANS. OKAY, SO PROBABLY A FOUNDATIONAL NEED WE ALL HAVE AS A CITIZEN IS THAT WE WANT TO BE ABLE TO HAVE A ROAD TO DRIVE ON. WE WANT, YOU KNOW, THAT TO BE SAFE. SO WE MAINTAIN OVER 156 MILES OF PAVED STREETS. OKAY, YOUR TAX MONEY IS GOING TOWARDS THAT. AND THEN KIND OF THE NEXT LEVEL OF THAT HIERARCHY THERE, YOU HAVE SAFETY AND SECURITY. 50% OF OUR BUDGET IS POLICE AND FIRE. OKAY. SO, YOU KNOW, IT COVERS THE REGIONAL PARTNERSHIPS THAT WE, YOU KNOW, WE HAVE THE TRI CITY JAIL, THE SHELTER, THE REGIONAL DISPATCH, WE HAVE 24 HOUR POLICE AND FIRE EMS. YOU KNOW, THINK OF IT AS AN INSURANCE POLICY, PERHAPS PAY FOR IT AND HOPE YOU DON'T EVER HAVE TO USE IT. WE HAVE EMERGENCY PREPAREDNESS. WE HAVE AN AWESOME EMERGENCY PREPAREDNESS TEAM. WE MAINTAIN OVER 12,000 DIFFERENT TRAFFIC SIGNALS AND LIGHTS THROUGHOUT THE CITY. AND I PUT COURT IN THE MARSHALL IN THE SAME CATEGORY TOO. BUT YOU KNOW, THAT'S MORE THAN 50% OF YOUR BUDGET JUST IN THE BASICS AND THE SAFETY AND SECURITY. SO THE NEXT TIER REALLY WOULD BE THE OPERATION. YOU GOT TO HAVE OVERSIGHT, YOU KNOW, OF THESE OF THESE FUNCTIONS. SO, YOU KNOW, THE CITY ADMIN, THE INTERNAL THINGS LIKE PLANNING IT, HR, FINANCE, ALL THOSE THINGS THAT RUN THE CITY ON, ON THESE, THESE FUNCTIONS, THESE PROGRAMS WE HAVE. AND THEN YOU START GETTING INTO THE QUALITY OF LIFE THINGS. THAT'S ALL THE CODE ENFORCEMENT, NEIGHBORHOOD VITALITY MAINTAIN OVER 244 ACRES WORTH OF PARKS AND PLAYGROUNDS THAT THEY HAVE TO MAINTAIN. NOW WE'RE DOING, YOU KNOW, THE MOWING AS WELL. WE DO SOME COMMUNITY EVENTS. THESE ARE THE SMALLER EVENTS, NOT THE BIG SIGNATURE EVENTS, BUT THE SMALLER EVENTS. AND WE ALSO HAVE A LIBRARY. WE'RE FUNDING THAT AS WELL. SO THOSE ARE THE QUALITY OF LIFE THINGS THAT YOU'RE GETTING. AND THEN LASTLY, KIND OF A SMALL TIER OF THE PYRAMID REALLY IS A CIVIC ENGAGEMENT PIECE OF IT, WHICH IS THE COMMUNICATIONS AND THE MARKETING AND HAVING THE BOARDS AND COMMISSIONS, CITY COUNCIL, ALL OF THAT. SO FOR THAT $2,100 ANNUALLY FOR A YEAR, I MEAN, THESE ARE THE ESSENTIAL SERVICES THAT YOU'RE GETTING FOR YOUR TAX. AND NOT ALL OF, YOU KNOW, THE AGAIN, THE REVENUE, NOT ALL THE REVENUES FROM TAXES EITHER. SO HALF OF THE REVENUE FROM TAXES. SO YOU'RE GETTING MORE AS WELL WITH ALL THE OTHER REVENUE SOURCES AS WELL. FOR ONE, APPRECIATE THIS BECAUSE WHEN PEOPLE ASK ME, OH, WHERE'S MY, WHERE MY TAX DOLLARS GOING? AND, YOU KNOW, THIS IS JUST THE NARRATIVE AND THE VISUAL. WELL, YOU KNOW, EVERY DAY THAT YOU ARE A RESIDENT, THE CITY OF DUNCANVILLE, EVERYTHING, YOU KNOW, YOU JUST DESCRIBED AND THIS IS HOW MUCH YOU PAY FOR EACH ONE OF THOSE DAYS, YOU KNOW, JUST KIND OF BREAKING IT DOWN THAT WAY. AND I KNOW JUST EXPLAINING IT TO OTHER PEOPLE, I THINK IT HELPS THOSE TERMS. SOMETHING THAT'S REALLY IMPORTANT THAT'S COME UP BEFORE ON LISTS LIKE THIS IS THAT FOR THE YOUR TAX DOLLARS, WHEN YOU TURN YOUR FAUCET ON, WATER COMES OUT. THAT'S CRITICAL, ABSOLUTELY CRITICAL. AND YOU CAN FLUSH THE TOILETS. YEAH. THE LIGHT TURNS, THE LIGHT TURNS GREEN. YEAH. IF THEY'RE NOT FLUSHING, WE'RE WE'RE SERIOUS TROUBLE, RIGHT. 
          EVERYTHING TO KEEP YOU SAFE. SO, SO GETTING INTO THE SALES TAX PIECE OF IT. SO WE UTILIZE A COMPANY CALLED HDL. THEY HELP US WITH THE FORECASTING. THEY TAKE ALL THE DATA THEY GET FROM THE STATE AND KIND OF ANALYZE THAT, LIKE WHAT ARE THE TRENDS, WHAT CATEGORY SALES TAX GENERATORS ARE THERE? WHAT, WHAT ARE THEY SEEING, YOU KNOW, JUST AROUND THE STATE OR AROUND THE REGION SO THEY CAN HELP US KIND OF LOOK AT THAT FORECAST. SO WHAT YOU SEE HERE, THIS IS ACTUALLY THEIR FORECAST AND THE ACTUALS THAT WERE COLLECTED. SO IN 2023. 3% GROWTH IN SALES TAX IS WHAT WE SAW IN 2024. WE SAW 1.5% IN 25. WE SAW THREE, THREE, 330% IN 2026. THE ESTIMATE AS PROBABLY SEEN, IF YOU SEE THOSE SALES TAX REPORTS THAT I PUT OUT EVERY MONTH OF WHERE WE'RE AT YEAR TO DATE, THE PROJECTION IS ONLY 1.5%, AND NEXT YEAR THEY'RE FORECASTING 2.5%. IN OUR BUDGET. WE'RE PROPOSING 1% TO BE CONSERVATIVE BECAUSE, YOU KNOW, OBVIOUSLY WE KNOW ANYTHING CAN HAPPEN IN THE ECONOMY. THINGS CAN CHANGE. WE GOT A WAR. WE DON'T HAVE A WAR. 
          YOU KNOW, GAS IS HIGH. IT'S NOT HIGH. SO IT CAN BE VOLATILE, TO BE HONEST. SO WE DECIDED WE'RE GOING TO STICK TO A 1% INCREASE. AND IF IT'S MORE THAT'S GREAT. WE HAVE MORE REVENUE IN THE POT. 
          SO THE CHART THERE TO THE RIGHT, YOU JUST SEE JUST OVER TIME WHAT 1% GROWTH DOES. SO THAT'S THE ESTIMATE IN THE REVENUE PROJECTIONS. IT'S JUST 1% OVER EVERY YEAR. SO THIS IS THE THE TABLE I WAS TALKING ABOUT. IT'S A LOT OF NUMBERS HERE, BUT REALLY ONLY FOCUS ON THE 2526 COLUMN HERE. SO THIS IS WHERE WE'RE AT YEAR TO DATE. AGAIN, WE COLLECT TWO MONTHS BEHIND. 
          SO THIS IS AS OF WHAT WE COLLECTED IN JULY. THAT WAS FOR THE MONTH OF MAY. SO WE HAVE FOUR MORE MONTHS TO BE ACCOUNTED FOR IN THIS FISCAL YEAR. SO WHAT THE TREND HAS BEEN SO FAR WHERE WE'RE AT TODAY, WE'RE 0.77% BEHIND WHERE WE WERE AT THE SAME TIME LAST YEAR. BUT IF WE WERE TO GET THE EXACT AMOUNT, AT LEAST WHAT WE RECEIVED IN 25, WE'LL MEET. 
          WE'LL BE ON TARGET WITH OUR BUDGET. SO TIME WILL TELL. SO WHAT YOU SEE HERE IS A PIE 
          [03:05:08]
CHART OF KIND OF GOING BACK TO THE SALES TAX PROJECTION. SO AGAIN THIS IS FROM HDL. SO WHEN THEY DO THEIR FORECAST AND THEY FORECAST OUT FOR THE NEXT 18 MONTHS, THEY BREAK IT DOWN IN SPECIFIC CATEGORIES. OKAY. SO I TOOK THOSE CATEGORIES AND BROKE IT DOWN TO A PIE CHART. SO YOU CAN KIND OF SEE HOW OUR SALES TAX GENERATORS BREAK DOWN TO. SO FOR EXAMPLE, 17% STARTING RIGHT HERE IN BLUE IS IN THE CONSTRUCTION AND MANUFACTURING CATEGORY. THEY'RE PROJECTING THE FORECAST TO BE NOT JUST US, BUT JUST IN GENERAL, 0% GROWTH FOR THE NEXT FEW QUARTERS. OKAY, SO THAT'S 17% WHERE IT'S PRETTY MUCH FLAT, RIGHT? THE ORANGE PIE PIECE HERE, 14% IS GENERAL RETAIL. SO THEY'RE PROJECTING ABOUT 2.5% GROWTH IN THAT CATEGORY. OUT OF ALL OF THESE CATEGORIES, THE 22% HERE IS GROCERY STORES AND PHARMACY. SO THAT'S I GUESS THE LARGEST CATEGORY OUT OF ALL OF THESE. SO PROJECTING ABOUT 2% GROWTH AND THEN INTERNET RETAIL, THAT'S LIKE GETTING YOUR AMAZON PACKAGES DELIVERED TO YOU, THAT SORT OF THING, WHICH CONTINUES TO SEE A PRETTY LARGE GROWTH THERE. SMALL FRACTION OF OUR TOTAL BREAKDOWN. AND THEN LASTLY, JUST THE 19% THAT'S A LARGE ONE IS RESTAURANTS AND ENTERTAINMENT. THEY'RE PROJECTING 2% GROWTH. SO AS YOU CAN SEE ALL THESE DIFFERENT CATEGORIES, WE'RE PRETTY DIVERSE. WE'RE PRETTY MIXED. BUT EACH CATEGORY KIND OF HAS THEIR OWN PROJECTION IN TERMS OF WHAT, YOU KNOW, THE GROWTH IS FOR THE NEXT FEW QUARTERS. SO JUST KIND OF WANTED TO SHOW YOU THAT. SO THAT'S HOW THEY BREAK IT DOWN WHEN THEY GIVE US THE NUMBERS. SO. ANY QUESTIONS ON SALES TAX. OKAY. SO GOING INTO THE OTHER REVENUE CATEGORIES TALKING ABOUT PERMIT AND LICENSING. SO THIS IS THE ONE CATEGORY. LIKE AGAIN WHAT WE'RE SEEING QUITE A LARGE PERCENTAGE IN ACTUALS OVER WHAT WE HAD PROJECTED FOR 2026. SO PERMITS AND LICENSING, WE ARE UPDATING OUR PROJECTIONS. SO IT'S AN INCREASE OF 22% COMPARED TO THE 26 ADOPTED BUDGET. THIS GRAPH YOU SEE HERE JUST SHOWS YOU ACTUALLY WHAT'S HAPPENING. AND THEN ALSO WHERE WE'RE AT YEAR TO DATE, WHICH RIGHT NOW WE'RE AT 82% WHEN I TOOK THIS. SO IT'S MUCH HIGHER THAN OUR 26 BUDGET. SO PERMITS INCLUDE OBVIOUSLY BUILDING ELECTRICAL SIGNS, HEALTH RENTAL REGISTRATION. WE DID DO A BIG UPDATE ON FEES IN MAY. MR. KERR PUT YOU ON THE SPOT HERE. COULD YOU POSSIBLY TELL US KIND OF WHAT YOU'RE SEEING IN TERMS OF VOLUME OF PERMITS? ARE WE SEEING MORE HIGH DOLLAR PROJECTS? ARE WE JUST SEEING MORE PERMITS IN GENERAL? IS IT JUST THE FEES THEMSELVES THAT ARE HIGHER? THAT'S RESULTED IN THE FEES? DEFINITELY GO. SO TO DATE, WE'VE HAD 144 CEOS TO DATE. THAT'S 144 NEW BUSINESSES THAT COME IN 389 RESIDENTIAL PERMITS TO DATE. SO AS WE TALKED ABOUT OLDER STOCK, WE'RE TALKING HVAC, WATER HEATERS, THOSE TYPE OF IMPROVEMENTS PLUS REMODELS AND ADDITIONS. AND THEN 93 COMMERCIAL PERMITS TO DATE. SO THE FEES ARE DEFINITELY GOING TO HELP LIKE EOS AND THE AND THE PLANET FITNESS, THOSE TYPE OF PLAN REVIEW FEES. SO I THINK WITH OUR FEES THAT WE ADOPTED ARE GOING TO HELP US A LOT BETTER USING THAT TABLE IN THE COMMERCIAL THAT'S GOING TO THAT'S GOING TO HELP SET OUR COURSE A LITTLE BIT BETTER THAN WHAT WHAT IT WAS BEFORE. SO PART OF THAT PEAK ON THIS GRAPH, I WOULD ASSUME, IS SOME OF THE FEES WE'VE COLLECTED FROM INDEPENDENT SCHOOL DISTRICT ON THEIR LARGER SCHOOL PROJECTS. YEAH. WELL, SEE, THOSE WERE DONE BEFORE THE FEES BECAUSE THOSE PERMITS WERE ISSUED BEFORE WE ADOPTED THE FEES. BUT THEY WILL DEFINITELY BE IN THE FUTURE. YOU CAN'T MAKE THEM RETROACTIVE. WE WOULD LOVE TO. 
          WE WOULD LOVE TO. BUT IT DID HELP ON ON IOS AND WE STILL WERE SUBSTANTIAL FEES. THEY DID PERMIT FEES. YEAH. SO SO YEAH, SAFE TO SAY PROBABLY THE VOLUME OR THE PARTICULAR PROJECTS CAN VARY FROM YEAR TO YEAR, BUT OF COURSE, THE FEES WILL HELP US BE CONSISTENT WITH PROBABLY THE REVENUE PIECE OF IT. I KNOW ABOUT PLANET FITNESS. YOU MENTIONED EOS. WHERE IS THAT? THAT'S THE OLD LA FITNESS. YES. EOS IS OKAY BECAUSE I WAS THINKING THEY'RE PUTTING ANOTHER ONE NORTH OF 20 ON THE OTHER SIDE IN DALLAS NEXT TO THE TARGET. SO. OKAY. ALL RIGHT. 
          THANK YOU. YES, WE DEFINITELY DID UPDATE IN THE PROJECTION BECAUSE ALL OF THESE HAVE THEIR OWN LINE CODES AND THE REVENUE RENTAL REGISTRATION. AND WE WERE CHARGING IT WAS $25 I THINK BEFORE SOMETHING LIKE THAT. BUT NOW IT'S 150. SO THAT IS DEFINITELY A, YOU KNOW, AN AREA THAT WE INCREASE THE PROJECTION ON. ALL RIGHT. FINES AND FEES. SO THIS IS MUNICIPAL COURT, THE RECORD STORAGE FEES, FALSE ALARM FINES, LIBRARY FINES. A NOTE ON THIS ONE WE 
          [03:10:07]
TALKED ABOUT AT THE JUNE PRESENTATION, YOU KNOW FOR POLICE IS GOING TO UPDATE THEIR ORDINANCE WHEN IT COMES TO FALSE ALARMS. WE TALKED ABOUT THAT. THIS PROPOSAL DOESN'T NECESSARILY IT DOESN'T PROJECT WHAT, YOU KNOW, INCREASE IN REVENUE WE WILL GET. BUT WE DID UPDATE JUST BASED ON WHERE WE'RE AT YEAR TO DATE WITH COURT FINES. WE'RE NOT SEEING, YOU KNOW, I GUESS THE TURNOVER IN TICKETS, LIKE, YOU KNOW, WE THOUGHT WE WOULD WHERE IT WAS MORE CONVENIENT TO PAY WHENEVER THEY GOT THEIR THEIR CITATIONS. WE'RE JUST NOT SEEING THAT TREND HAPPEN YET. SO WE'RE NOT. YEAH. THOUGHT THAT WE WANTED TO MAKE A DIFFERENCE. YEAH. WE WERE. YEAH. GETTING TO THAT POINT. YEAH. WE WERE HOPEFUL FROM A COMMUNICATION STANDPOINT BECAUSE UTILIZING THE TECHNOLOGY TO BE PEPPERING THEM WITH MORE COMMUNICATION AND AN EASIER WAY TO RESOLVE THE PAYMENT. SO SPEAKING TO THAT POINT, IN TERMS OF THE PROPOSALS FOR 27, ONE OF THE THINGS THAT WE HAVE IS WE'RE LOOKING TO IMPLEMENT A RESERVE PROGRAM FOR THE MARSHAL. WE TALKED A LITTLE BIT AT A PREVIOUS COUNCIL MEETING, BUT ONE OF THE DIFFICULTIES THAT WE HAVE IN TERMS OF GOING OUT TO TRY TO COLLECT OR TO, TO TO MAKE DOOR KNOCKING ON WARRANTS, IS HE'S A PARTY OF ONE. AND SO EVEN LIKE, YOU KNOW, FROM A SAFETY PERSPECTIVE, WE WOULDN'T WANT HIM GOING OUT BY HIMSELF. AND SO LOOKING AT BEING ABLE TO IMPLEMENT THAT RESERVE PROGRAM BECAUSE AGAIN, RECOGNIZING WHERE WE ARE FROM A BUDGET STANDPOINT, SO MINIMAL BUDGET IMPACT AND HOPEFULLY WOULD BE ABLE TO, TO, TO YIELD SOME MORE IMPACT ON THAT. AND THEN ALSO IN OUR TRANSITION TO OUR NEW PARTNER IN TERMS OF COLLECTIONS. 
          PURDUE. BRANDON. ONE OF THE THINGS THAT WE TALKED ABOUT THIS AS WELL, BUT WANTED TO BRING IT BACK UP. SCOFFLAW. SO WE WANT TO MAKE SURE THAT THE CITY IS POSITIONED TO, TO BE IMPLEMENTING THAT AS WELL. SO WHEN PEOPLE ARE GOING IN FOR RENEWING TAGS OR RENEWING THEIR LICENSE, IT'LL HAVE A FLAG THAT THAT WOULD LET THE MOTOR VEHICLES DEPARTMENT KNOW THAT, YOU KNOW, THIS PERSON CAN'T RENEW THE TAGS BEFORE THEY RESOLVE THEIR OUTSTANDING WARRANTS. AND SO WE WANT TO MAKE SURE THAT THAT, THAT WE HAVE THAT AS WELL. SO THAT'S ONE OF THE THINGS THAT WAS PART OF OUR AGREEMENT WITH PURDUE, BRANDON, WAS THAT WE WERE GOING TO BE IMPLEMENTING THAT AS WELL. YES, MA'AM. AND WE DON'T REALLY HAVE LIBRARY FINES ANYMORE, RIGHT. YEAH, WE HAVE A SMALL AMOUNT. I THINK AT LEAST IT KEEPS GETTING CHARGED TO THE SHOULD IT BE ON HERE? YEAH. BECAUSE IT'S NOT REALLY CONSIDERED A REVENUE GENERATOR ANYMORE. IT'S NOT IT'S JUST IN THIS CATEGORY. YEAH. NO IT'S OVERDUE. IF YOU DON'T EVER RETURN IT, YOU DO GET CHARGED. AND SO PEOPLE WILL PAY FOR THOSE OR THEY WILL PAY FOR DAMAGED ITEMS. AND THEN IT'S, IT'S THE FEES IN HERE AS WELL. LIKE COPIER FEES ARE NOT IN THE FINES CATEGORY. SO IT'S ONLY SO THE FINES IN THAT CASE, THAT WOULD JUST BE IF THEY NEVER RETURNED THE ITEM OR IF IT'S LOST OR DAMAGED, THAT WOULD BE IT. BECAUSE WE DO NOT CHARGE OVERDUE FINES. THAT'S CORRECT. IT'S A VERY SMALL AMOUNT, BUT IT'S IN THE CATEGORY. AND WHAT THEY DO PAY IT'S REPLACEMENT FEE, RIGHT. SO WE'RE THAT MONEY JUST GOES TOWARD REPLACING THE ITEM. SO MAYBE THAT'S WE CAN RELABEL IT REPLACEMENT. ALL RIGHT. SO TRANSFER FROM OTHER FUNDS. SO AGAIN THIS IS THE FUNDS THAT COME FROM OTHER OTHER FUNDS AS I JUST SAID IN DIRECT COSTS. SO WHAT'S INCLUDED IN THAT. NOT JUST THE INDIRECT COSTS THAT'S CHARGED TO OTHER FUNDS, BUT IT'S ALSO THE PILOT TAX. WE CHARGE THE UTILITY FUND. IT'S LIKE A FRANCHISE FEE. ECONOMIC DEVELOPMENT HAS A GRANT FOR THE PUBLIC SAFETY TECHNOLOGY FOR THE POLICE DEPARTMENT. SO THAT'S COMING IN TO GENERAL FUND TO OFFSET THAT. THE COST THAT'S IN THE POLICE DEPARTMENT'S BUDGET FOR THAT PIECE. SO IT'S YOU CAN SEE, ACTUALLY, WE'VE BEEN PRETTY, PRETTY FLAT WITH THE BUDGET ON WHAT WE CHARGE TO OTHER FUNDS. 
          FRANCHISE FEES. SO AGAIN, THIS IS CABLE TELEPHONE, THE LANDLINES ONLY GAS AND ELECTRICITY. NOW THIS IS A CATEGORY THAT'S BEEN DROPPING OVER THE LAST FEW YEARS. I MEAN TELEPHONE LANDLINES ARE DEFINITELY PHASING OUT CABLE. MORE PEOPLE GO TO STREAMING THAN AN ACTUAL CABLE SERVICE. THE GAS AND ELECTRICITY, DEPENDING ON THE USAGE AND THE YEAR AND THE AND THE WEATHER AND WHAT THEY'RE CHARGING FOR THE GAS AND ELECTRICITY THAT CAN THAT CAN VARY. YOU SEE SUCH A LARGE DROP IN 26 BECAUSE THEY THEY PAY IT QUARTERLY. SO WE ONLY HAVE TWO QUARTERS SO FAR IN THE SYSTEM AS OF AS OF RIGHT NOW. SO THAT'S WHY IT SEEMS 
          [03:15:06]
REALLY LOW. BUT NEVERTHELESS, WE'RE BUDGETING WHERE WE THINK WE'RE GOING TO BE BASED ON THAT, THAT TREND DOWNWARD THAT WE'RE SEEING. CHARGES FOR SERVICE. SO THIS IS AN AREA THAT HAS A PROJECTED GROWTH THERE OF 43%. SO THE CHARGES FOR SERVICES INCLUDE THE SENIOR AND REC CENTER FEE MEMBERSHIPS. THAT'S REALLY A SMALL PORTION OF IT. THE MAIN PORTION OF THIS CATEGORY IS EMS COLLECTIONS. NOW, WE'VE SEEN LAST YEAR EMS COLLECTIONS WAS 1.4 MILLION. SO WE ARE PROJECTING ABOUT 1.5 MILLION. SO THAT'S AN INCREASE TO THE BUDGET PROJECTION HERE. 
          AND ALSO WE TALKED ABOUT THE FIRE INSURANCE AT THE LAST MEETING IN JUNE WHEN WE USE EMERGING FIRE WHICH IS AN ARM OF THE MERGER CAN WE USE FOR EMS COLLECTION. SO TO BILL FOR FIRE RESPONSES, YOU KNOW, THE VEHICULAR ACCIDENTS, THE FIRE, YOU KNOW, THOSE KIND OF THINGS. 
          AND SO WE'RE ESTIMATING ABOUT 100 000 WHEN WE LOOKED AT OUR DATA AND WE COMPARED IT TO WHAT EMERGING FIRE CHARGES THE INSURANCE COMPANY AND LOOKING AT ANOTHER CITY IS USING IT. 
          THAT WAS A SAFE NUMBER TO, TO ESTIMATE OF WHAT WE COULD BE COLLECTING WHEN WE START DOING THAT. SO THAT'S SOMETHING, OF COURSE, I'LL BE BROUGHT BACK TO YOU TO AMEND THAT CONTRACT. SO THAT IS THERE IN THAT PARTICULAR CATEGORY. AND IT'LL ALSO REQUIRE AN ORDINANCE WHICH WILL BRING FORWARD TO. YES. AND THEN JUST THE LAST THREE CATEGORIES HERE TO WRAP UP THE REVENUES. REVENUES. LIKE I SAID, THAT IS THE REVENUES WE GET BACK FROM OTHER AGENCIES. 
          REALLY THE INCREASE THERE IS. SO WE'RE GOING TO GET A CBG GRANT. SO THE INCREASE FOR THAT CODE OFFICER AND THEN ALSO JUST THE INCREASE IN THE REGIONAL EMERGENCY MANAGEMENT BUDGET. SO THAT CONTRIBUTES TO THE GROWTH IN THAT ACCOUNT. INTEREST INCOME, LIKE WE SAID. SO BEFORE, WE HAVE BEEN BUDGETING OVER A MILLION, 1.5 MILLION ROUGHLY IN THE BUDGET FOR INTEREST INCOME. 
          SO WE HAD TO REDUCE THAT PROJECTION IN THE GENERAL FUND BECAUSE IT HAS TO BE ALLOCATED OUT ACROSS ALL FUNDS. SO IT'S NOT WE'RE NOT LOSING INTEREST INCOME IN GENERAL. IT'S JUST THE GENERAL FUND DOESN'T GET AS MUCH AS IT USED TO, IF THAT MAKES SENSE. OKAY. AND THEN OTHER SOURCES, LIKE I SAID, JUST KEEPING THAT FLAT, THAT'S REALLY JUST MISCELLANEOUS AND SMALLER RATHER THAN AREAS. SO THAT IS HOW WE CAME UP WITH OUR REVENUE PROJECTIONS. ANY MORE QUESTIONS THERE? ALL RIGHT. HEADING INTO THE EXPENDITURES. AND THEN I'LL TURN IT OVER TO THE DEPARTMENT. SO AGAIN OUR ESTIMATE IS 45.7 MILLION. THESE TWO GRAPHS THAT YOU SEE HERE REALLY JUST BREAK ONE ON THE LEFT HERE SHOWS IT BY EXPENSE TYPE. SO WE ARE A PERSON DRIVEN ORGANIZATION. WE CAN'T, YOU KNOW, DO POLICE AND FIRE WITHOUT THE PEOPLE. SO 66% OF OUR EXPENSES ARE IN THE SALARY AND BENEFIT CATEGORY. OKAY. AND THEN THE SECOND LARGEST CATEGORY IS CONTRACTUAL SERVICES, WHICH IS 20%. AND THAT'S THE BIGGEST, THE BIGGEST VENDORS, I SHOULD SAY, THAT ARE IN THAT CATEGORY ARE THE TRI-CITY, YOU KNOW, PARTNERSHIPS. IT'S THE JAIL AND THE SHELTER AND THE DISPATCH AND THEN CITY ATTORNEY AND, AND STREET MAINTENANCE BECAUSE WE OUTSOURCE THAT FOR STREET MAINTENANCE. SO THOSE ARE THE LARGER COMMODITIES IN THAT CATEGORY. ON THE RIGHT, YOU'LL SEE BROKEN DOWN BY DEPARTMENT. 
          SO POLICE FIRE, LIKE I SAID, ARE ROUGHLY 50% OF THE BUDGET. PUBLIC WORKS IS 16%. AND THEN IT GETS SMALLER FROM THERE. PARKS IS 8%. AND GENERAL GOVERNMENT, WHICH ALSO INCLUDES THE LIBRARY AND ALL THE INTERNAL SERVICES, IS AT 11%. SO YOU CAN JUST GAUGE ON HOW OUR EXPENDITURES BREAK DOWN. SORRY. YES. ON THE ON THE LEFT. WHAT'S THE GREEN? THE 20% AGAIN, 20% IS THE CONTRACTUAL PROFESSIONAL SERVICES CATEGORY COLORBLIND. SORRY. OKAY. YEAH. 
          THANK YOU. COLORS. ALL RIGHT. SO HERE'S THE TABLE AGAIN. JUST KIND OF BREAKING IT DOWN IN A TABLE FORMAT. AND YOU CAN SEE WHERE THE PERCENTAGE OF CHANGE OVER THE ADOPTED BUDGET. SO SALARY AND BENEFITS. AGAIN THE LARGEST CATEGORY WITH THE REDUCTIONS AND THE CHANGES THAT WE'VE MADE, WHICH I'LL GO OVER HERE IN A MINUTE, ROUGHLY A 1% INCREASE OVER THE 26 ADOPTED BUDGET SUPPLIES AND MATERIALS. THAT'S MAINLY GOING TO BE LIKE FUEL FOR VEHICLES, SOFTWARE, OBVIOUSLY, OFFICE SUPPLIES, ELECTION COSTS. THAT AREA DID INCREASE BY 12%. AND PRIMARILY THAT'S BECAUSE WE DID HAVE SOME ONE TIME FUNDING SOURCES FOR SOME OF THOSE ITEMS. AND NOW PUTTING IT INTO THE GENERAL FUND MOVING FORWARD. SO THAT'S THE THE REASON FOR THAT INCREASE. CONTRACTUAL SERVICES SHOW A 2% INCREASE. I WILL SAY THE TRI-CITY PARTNERSHIPS, 
          [03:20:01]
THEIR BUDGETS, THEIR PROPOSED BUDGETS WENT UP ABOUT 3 TO 5%. SO ABOUT $100,000 OVERALL FOR THEIR SERVICES, MAINTENANCE AND REPAIR. THAT'S GOING TO BE LIKE REPAIRING VEHICLES, FOR EXAMPLE, OR AGREEMENTS AND LICENSES FOR SOFTWARE, THINGS LIKE THAT. UTILITIES, GAS, WATER, CAPITAL OUTLAY. THAT'S REALLY JUST CAPITAL PURCHASES. THE MAIN THING IN THAT ONE IS TRAFFIC CABINETS THAT TRAFFIC REPLACES EVERY YEAR AND THEN TRANSFERRED OUT TO OTHER FUNDS. SO THE MAIN TRANSFER WE MAKE OUT TO OTHER FUNDS IS TO THE TIF FUND, FOR EXAMPLE, BECAUSE WE PAY THEM FOR THE TAX THAT WE GET ON THAT ZONE. AND THAT'S IN THAT CATEGORY. SO TWO, 2.1% OF Y'ALL WITH ME. Y'ALL GOOD SO FAR. OKAY. OKAY. SO JUST THE GENERAL OVERVIEW. SO SALARY AND BENEFITS, WHAT'S INCLUDED IN THAT 1% CHANGE OVER FY 26? OKAY, SO AS YOU MAY OR MAY NOT REMEMBER, MEDICAL INSURANCE, WE PARTNERED WITH CIGNA LAST YEAR AND THE TWO YEAR RATE GUARANTEE FOR CIGNA. SO THEY PUT US TO GET US INTO A TWO YEAR RATE GUARANTEE. THE SECOND YEAR WOULD BE CAPPED AT 14.6%, REGARDLESS OF IF IT'S A 100%, 35%, WHATEVER THE INCREASE MIGHT BE, WE ARE CAPPED AT 14.6%. SO THE NUMBERS WE GOT BACK FROM CIGNA WAS THAT THEY'RE GOING TO CHARGE US THE FULL 14.6%, AND WE ARE NOT PASSING THAT COST ALONG TO THE EMPLOYEES. SO THAT IS A FACTORED INTO THIS 1%. ALSO, WE'VE BEEN TALKING ABOUT TEXAS MUNICIPAL RETIREMENT SYSTEM TEAM AND THE ENHANCEMENTS WE'RE TRYING TO MAKE EVERY YEAR TO GET US TO THAT MAXIMUM BENEFIT LEVEL. SO I'LL TALK A LITTLE BIT MORE ABOUT THAT IN A MINUTE. 
          BUT THIS DOES INCLUDE AN INCREASE IN THE TMRS. AND THEN ALSO THE OFFSET OF THESE INCREASES IS THAT WE DID FREEZE OUR UNFUND POSITIONS IN 27 IN STREETS, PARKS AND POLICE. AND WHEN WE GET TO THOSE DEPARTMENTS, WE CAN SPEAK FURTHER TO WHAT SPECIFIC POSITIONS WE DID GO THROUGH THE EXERCISE WITH DEPARTMENTS, YOU KNOW, TO IDENTIFY HOW WOULD YOU REDUCE YOUR BUDGET. AND WE HAD THAT CONVERSATION ABOUT POSITIONS WHEN THEY BECAME VACANT. SO THIS IS A KIND OF A MUTUAL POINT COMING TO, TO, TO WHY WE FROZE THOSE POSITIONS. 
          SO AGAIN, SUPPLIES AND MATERIALS IS 13% CHANGE. THE MAIN INCREASE THERE IS FUEL, AS YOU CAN IMAGINE, GAS, YOU KNOW, HAS BEEN VOLATILE LATELY. AND SO BASED ON OUR USAGE, BASED ON JUST THE GAS PRICES IN GENERAL, WE'RE JUST PROJECTING A PRETTY BIG INCREASE THERE BECAUSE THAT, YOU KNOW, THE PUBLIC WORKS IS BUDGET FOR THAT. AND THEN SOFTWARE, AGAIN, SOME OF THE SOFTWARE IS NOT NEW PER SE, BUT IT'S, IT WAS FUNDED IN ANOTHER SOURCE IN 26. SO NOW WE HAVE TO TAKE IT ON IN. 27 CONTRACTUAL SERVICES, LIKE I SAID, IT WAS AN INCREASE OF 5% ON THE REGIONAL PARTNERSHIPS. AND THEN SOMETHING THAT'S NEW IN THE PUBLIC, IN THE POLICE BUDGET ANYWAY IS FINE. SO THAT'S THAT PUBLIC SAFETY TECHNOLOGY, BUT IT'S OFFSET BY THE GRANT THAT'S COMING IN FROM ECONOMIC DEVELOPMENT, BUT IT'S AN INCREASE TO THEIR LINE ITEM. IF YOU SEE IT IN THEIR CONTRACTUAL SERVICES. ALL RIGHT. JUST AS A REMINDER ON TMRS, LIKE I SAID, WE WE TALKED ABOUT THIS A COUPLE OF YEARS AGO. WE WERE GOING TO EVERY YEAR, ADD A LITTLE BIT MORE TO THE BUDGET IN ORDER TO GET TO THAT FINAL BENEFIT LEVEL, WHICH WOULD BE ABOUT IF WE, IF WE DO THIS EVERY YEAR, CONTINUE TO DO THIS EVERY YEAR, WHICH IS IN THAT ASSUMPTION, WHICH IS IN THAT DEFICIT AS WELL. FACTOR IN THAT IT WOULD TAKE US TILL 2023 IN ORDER TO GET TO THAT MAX BENEFIT LEVEL AT THE RATE. AND I WANTED TO SHOW THIS JUST SO EVERYONE UNDERSTANDS, PROBABLY MORE FOR THE EMPLOYEES THAN IT IS FOR THE COUNCIL. BUT I WANT TO UNDERSTAND WHY UPDATE SERVICE CREDITS AND WHY THIS BENEFIT IS A BIG DEAL. SO IN THIS PROPOSED BUDGET, WE ARE PROPOSING TO ADOPT THIS NEXT LEVEL OF BENEFIT, WHICH WOULD BE 100% UPDATED SERVICE CREDITS AND 30% COLA FOR RETIREES. CURRENTLY, WE'RE AT 50%. OKAY. 
          SO THIS BUDGET RECOMMENDS THAT NEXT THAT THAT NEXT PLAN THAT WE CAN ADOPT. SO WHAT AN UPDATE SERVICE CREDIT IS. AND I WAS TRYING TO MAKE THIS AS SIMPLE AS I COULD. SO WHAT AN UPDATE SERVICE CREDIT WHAT IT DOES. SO OVER TIME YOUR SALARY, YOU KNOW, RELATIVELY DOES THIS, RIGHT. 
          YOU'RE IN THE POSITION FOR SO MANY YEARS, YOU'RE GOING TO SEE AN INCREASE IN YOUR SALARY OVER TIME. SO THE UPDATE SERVICE CREDIT, WHAT IT DOES, IT DOES LIKE A CALCULATION, LIKE A HYPOTHETICAL CALCULATION. IT LOOKS BACK TO YOUR SALARY FOR THE LAST THREE YEARS. OKAY. AND IT DOES AN AVERAGE. SO IT'S NOT GOING TO TAKE YOUR MOST RECENT SALARY IN THE MOST RECENT YEAR, BUT IT'S GOING TO TAKE THE PREVIOUS THREE YEARS. SORRY. AND IT'S GOING TO DO AN AVERAGE OKAY. AND IT'S GOING TO ASSUME THAT YOU GOT THAT SAME SALARY DURING YOUR WHOLE TENURE. OKAY. 
          [03:25:03]
SO IF THIS IS WHAT YOU ACTUALLY EARNED AND THAT'S IN YOUR ACCOUNT, AND THIS IS THE HYPOTHETICAL LOOK BACK SALARY, YOU CAN SEE THAT THERE'S A IN THIS SIMPLE SCENARIO HERE THAT THERE'S A $25 DIFFERENCE. SO WHAT IT DOES, IT'S GOING TO DEPOSIT THIS DIFFERENCE INTO YOUR ACCOUNT. SO RIGHT NOW WE'RE ONLY AT 50%. SO IF THE SAY THE ACCOUNT BALANCE IS 55, THAT'S WITH NO UPDATED SERVICE CREDIT. WITH THE 50% PLAN, IT WOULD GIVE YOU HALF OF THAT AMOUNT AND DEPOSIT IT INTO YOUR ACCOUNT. AND IF YOU HAD 100%, IT WOULD TAKE THE FULL DIFFERENCE AND DEPOSIT IT INTO YOUR ACCOUNT. SO THAT'S A BIG BENEFIT. I MEAN, IT DOESN'T AFFECT YOU NOW, BUT CASH IN YOUR POCKET TODAY. BUT WHEN YOU RETIRE, IT CERTAINLY HELPS THAT RETIREMENT BENEFIT. AND SO THAT'S WHY THAT UPDATED SERVICE CREDIT MEANS. AND THAT'S WHY AGAIN, WE'RE PROPOSING TO UPDATE TO THAT PLAN. JUST AS A REMINDER, THAT IS SOMETHING THAT PEOPLE ARE THAT ARE LOOKING FOR EMPLOYMENT HERE. THEY'LL A LOT OF THEM WILL BE LOOKING FOR THAT TO SEE IF WE OFFER THAT. ABSOLUTELY. SO THERE ARE OVER 800 CITIES IN THE STATE OF TEXAS THAT ARE IN TMRS, AND IT IS A RETENTION AND A RECRUITMENT TOOL FOR LOOKING AT OTHER CITIES THAT OFFER THIS MAX BENEFIT. WE DON'T OFFER IT. THAT'S JUST ONE LESS THING IN TERMS OF RETENTION AND RECRUITMENT EFFORT. SO DON'T GO ANYWHERE. YEAH. AND, AND AS A REMINDER, WE'RE ABOUT THE ONLY ONES. WE'RE ABOUT THE ONLY ONE. RIGHT? RIGHT. SO MOST CITIES, YOU KNOW, THEY HAVE 100% SERVICE CREDIT. NOW THIS PLAN AGAIN, THAT WE'RE, YOU KNOW, TRYING TO ADOPT IT DOESN'T AFFECT RETIREES YET BECAUSE REALLY THE BULK OF THE COST IS IN THAT RETIREE RATE. BUT I WILL SAY WITH ADOPTING TO THIS PLAN, OUR CURRENT PLAN IS NON RETROACTIVE. MEANING WHEN WE ADOPTED IT, IT WAS PRETTY MUCH CHANGED FROM THAT POINT IN TIME AND FORWARD. SO GOING TO THIS NEXT LEVEL, WE'LL HAVE TO ADOPT A RETROACTIVE THING. SO THAT THAT SO THAT LOOKS BACK TO THE DATE OF THEIR RETIREMENT AND MAKES AN ADJUSTMENT BASED ON WHEN THEY RETIRED. SO IT WILL BE, YOU KNOW, EVEN THOUGH IT'S NOT GOING UP IN A PERCENTAGE, IT IS, IT STILL WILL BE HELPFUL BECAUSE IT'S GOING BACK IN TIME AS QUICKLY. AS FAR AS THE INCREASE WE'VE HAD TO DO IN THIS YEAR'S BUDGET TO GET TO 100%, IS THAT THAT DOLLAR AMOUNT THAT INCREASED THE CONTRIBUTION CONTRIBUTES LIKE $500,000 ROUGHLY? YES. YES. SO SO THAT IS A PART OF, YOU KNOW, REDUCTIONS THAT WE HAD TO MAKE IN ORDER TO MAKE THIS HAPPEN. 
          THAT WAS A PART. SO I JUST KIND OF WANTED TO SHOW YOU THAT EXAMPLE. AND I DID AN EXAMPLE WITH A PROMOTION IN THERE, BUT SAME, SAME THING. OKAY. SO THAT'S KIND OF IT ON THE HIGH LEVEL, WE'RE GOING TO START GOING INTO THE DEPARTMENTS NOW. SO I'M ACTUALLY GOING TO KICK IT OFF WITH THE GENERAL GOVERNMENT. AND IF YOU WANTED TO FOLLOW ALONG, THAT'S ACTUALLY. 23. THANK YOU. STARTING ON PAGE 2423 SO THE GENERAL GOVERNMENT WE CALL THIS DEPARTMENT IS, YOU KNOW, REALLY THE INTERNAL SERVICES. SO IT'S CITY ADMINISTRATION, IT'S THE MAYOR, COUNCIL, HR, CITY, IT'S ALL THOSE REALLY MORE INTERNAL SERVICES KIND OF UNDER THE UMBRELLA OF GENERAL GOVERNMENT. THERE ARE 19.5 PEOPLE AUTHORIZED IN THIS DEPARTMENT. 
          AS YOU CAN SEE OVER HERE ON THE RIGHT, ABOUT 50%, 56% OF THE BUDGET IS SALARY AND BENEFITS. 
          SO 56 OF THAT IS PEOPLE. THE 30% FOR CONTRACTUAL SERVICES IS AGAIN, THE TRI CITY PARTNERSHIPS FALL INTO THAT CATEGORY. UNDER THIS DEPARTMENT, FOR EVERY DEPARTMENT, YOU'RE GOING TO SEE THE SAME SLIDE. I JUST KIND OF WANTED TO SHOW YOU A METRIC, IF YOU WILL, ABOUT BUDGET VERSUS ACTUALS TO SHOW YOU, OKAY, ARE WE ACTUALLY SPENDING WHAT YOU WHAT YOU ALLOWED US TO SPEND AND JUST KIND OF SHOW YOU HOW WE'RE DOING, YOU KNOW, SO THE GENERAL GOVERNMENT DEPARTMENT, ON AVERAGE, ACROSS THE YEARS THERE, WE SPENT 95% OF THE BUDGET. SO LET'S TALK A LITTLE BIT ABOUT MAYOR COUNCIL, YOUR BUDGET. HOPEFULLY YOU ALL GOT OR SAW THAT EMAIL THAT WE SENT OUT THAT HAD THE BREAKDOWN OF THE MAYOR AND COUNCIL ITEMS THAT WAS SENT OUT, I THINK, YESTERDAY. BUT I WANT TO SHOW YOU WHAT'S IN YOUR BUDGET SPECIFICALLY. AND WHAT YOU'LL SEE ON THE RIGHT HERE IS ACTUALS. SO YOU CAN SEE KIND OF HOW YOU TRENDED AND, YOU KNOW, COMPARED TO THE BUDGET AND WHAT'S BEEN PROPOSED. SO THE HIGHLIGHTS OF YOUR BUDGET, PRIMARILY TRAINING AND IT'S PRIMARILY MEMBERSHIP. SO IN THE MEMBERSHIPS CATEGORY, WE'RE BUDGETING 3000, WHICH INCLUDES THE T ML INCLUDES BEST SOUTHWEST PARTNERSHIP. IT INCLUDES THE COG MEMBERSHIPS, EMERGENCY PREPAREDNESS, AND THE CITY MEMBERSHIP IN GENERAL NLC. THE TRAINING TOTAL IS 46000, BUT THAT'S ALSO ITEMIZED BY 
          [03:30:07]
COUNCIL DISTRICT. SO YOU EACH KIND OF HAVE AN ALLOTMENT, IF YOU WILL, FOR FOR TRAINING AS YOU SEE FIT FOR YOURSELF. SO THE MAIN ONES THAT WE'VE SEEN YOU ALL GO TO IS OBVIOUSLY TML, NLC MONEY FOR, YOU KNOW, ANY REGIONAL MEETINGS OR REGIONAL EVENTS, CHAMBER EVENTS, THINGS LIKE THAT. OVERALL, THIS BUDGET WAS REDUCED BY 27,000. AND THAT'S REALLY TO BE MORE IN ALIGNMENT WITH HISTORICAL SPENDING. AS YOU CAN SEE, WE'VE BEEN BUDGETING OVER 100,000 EVERY YEAR, BUT YOU HAVEN'T SPENT 100,000. SO OVERALL, IT'S TO BE IN ALIGNMENT WITH THEM. 
          HISTORICAL MAYOR, I'M GLAD WE'RE FINALLY DOING THAT BECAUSE I NEVER GO TO A CITY OR NATIONAL LEAGUE OF CITIES AND OTHER TRAININGS, YOU KNOW, I DON'T GO TO. AND THEN I KNOW WE ALL DON'T GO TO EVERYTHING. AND WE'VE ALWAYS TALKED ABOUT WHAT ARE WE DOING WITH THAT MONEY? THERE'S A LOT FOR US. SO WE'RE NOT DOING ANYTHING. SO I THINK WE SHOULD HAVE BEEN DOING THIS ANYWAYS, EVEN WITHOUT, YOU KNOW, TRYING TO GO LEAN. SO GLAD WE'RE DOING IT. WELL, I, I WAS SHOCKED WHEN I SAW IT 20%. AND I'LL TELL YOU, WE DON'T, WE SEEM LIKE WE'RE THE MOST LEAN OF ALL THE DEPARTMENTS AND WE HIT A 20% REDUCTION THOSE TRAININGS BECAUSE WE DON'T GET A SALARY. SO THOSE TRAININGS HELP US BETTER SERVE, AND WE'RE ABLE TO HAVE ACCESS TO INFORMATION THAT MAY NOT BE AVAILABLE JUST YET, BUT WE HEAR IT IN AHEAD OF TIME AND ARE BRIEFED ON IT. SO THAT WAY WE CAN MAKE DECISIONS ON HOW WE SERVE OUR COMMUNITY AND WHAT WE MAY BE FACED WITH. SO I WAS JUST TRYING TO FIGURE OUT HOW WAS THAT DECIDED THE 20%. AGAIN, I'M LOOKING AT HISTORICAL SPENDING, YOU KNOW, SO WE HAVE FLEXIBILITY WITHIN THE BUDGET. 
          SO IF MAYBE WE DON'T HAVE AS MUCH SUPPLIES, I MEAN, THE LAST SIX YEARS, LIKE I SAID, I'VE NEVER GONE TO NATIONAL CITY, THOSE KINDS OF THINGS. SO EVEN THOUGH SOME DO, RIGHT? YEAH. 
          FOR THOSE OF PEOPLE LIKE ME THAT AREN'T USING IT, THAT, YOU KNOW, SO IT LEAVES MORE AVAILABLE FOR THOSE OF US THAT DO WANT TO TAKE ADVANTAGE OF THE TRAININGS. SO OVER THE YEARS, IF I'M LOOKING AT THIS CORRECTLY, EXPENSES BY TYPE, FISCAL YEAR 25, IT SAYS HERE WAS 86. BUT THEN WHEN I COMPARE IT TO THE BUDGET FOR ADOPTED FISCAL YEAR 26, THAT WAS, I DON'T KNOW JUST YET, BUT THAT WAS NOT NECESSARILY THE CASE. SO. 120 WAS FISCAL YEAR 26 WAS ADOPTED AND IT WAS REVISED TO 124. AND THEN NOW WE'RE PROPOSING 97 ACCORDING TO OUR NEW ESTIMATE, RIGHT. IT'S A 20% REDUCTION, BUT, YOU KNOW, OFF OF 124,000. BUT HISTORICALLY, YOU KNOW, LOOKING BACK AT LEAST 2 OR 3 YEARS, I MEAN, BARELY SPENT 80, 85,000. SO IT'S 120,000 TOO MUCH, YOU KNOW, SO IT'S A COUNCIL DECISION. I JUST WANT US TO TALK ABOUT IT LIKE THE HOSPITALITY. I WAS TOLD THAT AND THIS IS JUST MY PET PEEVE. COME IN. WE HAVE FOOD. 
          FOOD IS HERE. BUT EVERYBODY ELSE HAS BEEN SERVED FOR COUNCIL ACTUALLY COMES IN, BUT THE MONEY COMES FROM THE COUNCIL'S BUDGET. SO HOW DO WE ADDRESS THAT TYPE OF CONCERN? WE'RE CUTTING OUR BUDGET, AND A GOOD PORTION OF IT IS HOSPITALITY. SO IS THERE ANY SO I DON'T I DON'T THINK THERE PROPOSING BECAUSE YOU SAID IT'S BASED ON HISTORICAL USE, RIGHT. 
          SO I DON'T THINK THEY'RE PROPOSING TAKE AWAY ANYTHING THAT WE HAVEN'T ALREADY DEMONSTRATED THAT WE WOULD BE USING. RIGHT. SO YES, WE STILL WOULD STILL BE SERVING FOOD AT EVERY COUNCIL FOR SURE. RIGHT. I'M NOT I'M NOT SAYING WE WON'T SERVE FOOD, BUT WHAT I'M SAYING IS IF I'M PAYING FOR SOMETHING, RIGHT, AND THEN WHEN I COME IN. IT'S ALREADY DWINDLED DOWN. 
          THAT'S WHAT I'M SAYING. AND THEN WE GO UP TO THE DAIS, DO OUR BUSINESS AND COME BACK FOR EXECUTIVE SESSION, AND IT'S ALL GONE. BUT IT COMES OUT OF OUR BUDGET, AND THAT'S WHAT WE KNOW THE TEXTURE CAN BE SECURITY CAMERAS. SO IT MAY SEEM IT MAY SEEM TRIVIAL. I GET THAT ON THE CARD. AND WE HAVE. THIS I THINK WE COULD TALK ABOUT. SO THAT'S IT. I'M OFF MY SOAPBOX. SO LEAVE ME, LEAVE ME A BREADSTICK. AND THAT'S TIME YOU HADN'T EVEN GOTTEN A PLATE, MAYOR. THAT'S MY FAULT. I WAS WONDERING. THANK YOU, MAYOR. JUST WHEN I LOOK, WHEN I LOOK AT I START AT THE GENERAL GOVERNMENT AND INTERNAL SERVICES FUND UP TOP BEFORE I GET DOWN INTO THE PARTICULAR CUTS, AS IT LAYS DOWN TO WHAT UNDERSCORES THAT IN THE. I START BY SAYING THAT 
          [03:35:06]
WHEN I LOOK IN 25. IN 24 WE WERE ABOUT 4.5 AND 25 WE WERE 4.9. IN 26 WE'RE PROPOSING TO BE 500. SO IN RECENT. IN THE LAST BIENNIUM, IF YOU WILL, THIS OVERALL PORTFOLIO HAS GROWN FOR ABOUT A HALF MILLION DOLLARS, GIVE OR TAKE. I UNDERSTAND THAT YOU'RE CHEWING UP THE MAYOR AND COUNCIL BUDGET, AND I CHEW UP MY OWN. SO I TOTALLY GET IT THAT THERE'S NO LOSS TO ANYTHING. WHAT'S THE TOTAL NUMBER OF REDUCTIONS FOR THE ENTIRE PORTFOLIO? AND THEN HOW DO THOSE LAY OUT PROPORTIONATELY TO WHAT? TO WHAT'S WITHIN THAT? BECAUSE WHEN I LOOK AT 27,000 FOR MAYOR AND COUNCIL, WHILE THAT MAY BE A TRUE UP, WHERE THERE ARE OTHER TRUE UPS IN OTHER DEPARTMENTS THAT THAT CAME OUT OF THE RESULT OF THAT TRUE UP. 
          AND WHAT WERE THOSE TOTAL SAVINGS? BECAUSE WHAT I DON'T SEE IS A REDUCTION IN THE OVERALL PORTFOLIO YEAR OVER YEAR. SO THAT MEANS THAT THE 27,000 THAT CAME OUT OF THE TRUE UP WENT BACK INTO THIS SOMEPLACE ELSE OR WENT INTO ANOTHER PORTFOLIO SOMEPLACE ELSE. SO HELP ME UNDERSTAND THAT FINANCIALLY, ACTUALLY, IT DID GO DOWN A PERCENT. SO 5 MILLION, WELL, FOR ALL INTENTS AND PURPOSES. OKAY. SO I MEAN, IT DID A LITTLE BIT, BUT NO, TO, TO YOUR POINT, I MEAN. EVERY DIVISION HAS A DIFFERENT NEED. YOU KNOW, WE HAVE TO WEIGH AND YOU CAN SPEAK BETTER TO THIS. YOU KNOW, WE HAD TO LOOK AT EVERY SINGLE DIVISION AND THE NEEDS ARE IN EVERY SINGLE DIVISION. AND FOR EXAMPLE, WHEN CHIQUITA GETS UP, SHE'LL TALK ABOUT HER CHALLENGE BECAUSE SHE HAD TO INCREASE HER BUDGET BECAUSE ELECTION COST HAS GONE UP, YOU KNOW, AND THERE'S ONLY SO MUCH WITHOUT CUTTING A PERSON THAT YOU CAN DO IN EACH INDIVIDUAL DIVISION, 5% FOR YOUR BUDGET VERSUS 5% POLICE. I MEAN, THAT LOOKS VERY DIFFERENT, YOU KNOW, SO IT'S TRYING TO LOOK AT IT HOLISTICALLY, BUT AT THE SAME TIME, UNDERSTANDING THE NEED FOR EACH DIVISION. I'M NOT REALLY ANSWERING YOUR QUESTION, BUT IT'S A COMPLEX, YOU KNOW, THERE IS, MR. DAVIS, WE CERTAINLY TRY TO PRESENT FROM A CHART SO THAT YOU CAN SEE FOR EACH INDIVIDUAL DEPARTMENT TO YOUR QUESTION, WE DID NOT HAVE LIKE A SLIDE OR A PAGE THAT WENT DOWN THE LINE OF FOR EACH DEPARTMENT, LIKE, LIKE, LIKE, I GUESS IN ONE CONSOLIDATED LOCATION. BUT ULTIMATELY, AGAIN, GETTING BACK TO OUR EARLIER DIALOG AS IT RELATED TO WHERE WE WERE FROM A DEFICIT POSITION AND COMING BACK, ONE OF THE QUESTIONS WE HAD TO ASK OURSELVES IS, HEY, IF WE LOOKED AT THE LAST THREE YEARS OF WHAT WE SPENT AND WE WENT DEPARTMENT BY DEPARTMENT, SO I KNOW OBVIOUSLY WE'RE HAVING THE MAYOR AND COUNCIL AS THE, YOU KNOW, THE FIRST ITEM. BUT THAT DISCUSSION, ONE OF THE BIG WOOD. AND SO WE. BUT TO THAT POINT, WE HAD THAT DISCUSSION LITERALLY EXPENDITURE LINE BY EXPENDITURE LINE WITH, OKAY, IS, IS WHAT YOU'RE BUDGETING CONSISTENT WITH WHAT YOU'RE SPENDING? AND IF YOU'RE NOT SPENDING IT, DO YOU NEED IT? AND WHY ARE YOU STILL CONTINUING TO PUT THIS SAME NUMBER IN? BECAUSE WE WANTED TO MAKE SURE THAT IF WE'RE PUTTING A BUDGET NUMBER IN FOR YOUR REVIEW AND APPROVAL, THAT WE'RE ACTUALLY GOING TO SPEND WHAT WE SAID WE NEEDED TO SPEND. MR. JACKSON, I'M NOT COMPLAINING WHEN I SAY THIS, BUT YOU MET WITH ALL THE DEPARTMENTS AND TALKED ABOUT THE CUTS. THEY THEY HAD INPUT INTO THE CUTS. AND I KNOW IT'S NOT APPLES AND APPLES, BUT NO ONE TALKED TO US. WE FOUND OUT JUST RECENTLY WHAT THE CUT WAS. 
          THERE'S SOMETHING INHERENTLY NOT SOUNDING RIGHT ABOUT US NOT BEING AN EQUAL PARTICIPANT. I WAS TOLD THAT. WE WERE BEING USED AS AN EXAMPLE TO THE STAFF, THAT THE 20% WAS A SYMBOLISM FROM US. WE NEVER HAD A DISCUSSION. SO I THINK IN THE FUTURE, IF THAT'S GOING TO BE, IN ALL FAIRNESS, WE SHOULD BE PART OF THAT DISCUSSION BEFORE IT HAPPENS BECAUSE WE JUST FOUND OUT, AND I DON'T KNOW HOW I CAN SAY IT ANY MORE POLITELY, BUT I'M REALLY NOT COMPLAINING. 
          I GET WHAT THE OVERALL PICTURE WAS ABOUT, WHAT WAS USED, WHAT HISTORICALLY IS USED AND WHY IT WOULD BE NOT A BURDEN ON US TO REMOVE SOME OF THAT. WE SHOULD BE PART OF THE DISCUSSION. SURE. 
          AND TO THAT POINT, MAYOR, CERTAINLY WE WILL TAKE THAT UNDER ADVISEMENT AND HAVE THAT NOTED FOR FUTURE DISCUSSIONS. I WILL SAY THAT PART OF IT FROM A CADENCE PERSPECTIVE, WE LOOKED AT LAST YEAR, YOU KNOW, IN AN ATTEMPT TO TO HAVE SOME OF THOSE CONVERSATIONS TO OFFER UP, 
          [03:40:07]
WE SAID, HEY, YOU KNOW, CAN WE HAVE A TIME THAT WE HAD AVAILABLE FOR ANY COUNCIL MEMBER TO COME IN TO TALK? AND SO WE DIDN'T WE DIDN'T GET ANY, ANY, ANY BITES AT THE, AT THE AT THE LINE LAST YEAR AT THAT. AND SO WE WERE JUST TRYING TO, YOU KNOW, KIND OF, YOU KNOW, FIGURE HOW TO, YOU KNOW, BEST HAVE THAT DIALOG. BUT, BUT BUT AGAIN, I CERTAINLY REMEMBER THAT. YEAH. SOME OTHER RESPONSES AT THE TABLE. I DON'T THINK ANY OF US REMEMBER THAT. 
          BUT CERTAINLY THERE'S A MORE DIRECT WAY TO COMMUNICATE WITH US WHEN AN ISSUE LIKE THIS COMES UP. AND AGAIN, I DON'T WANT TO BEAT THIS TO DEATH BECAUSE I DON'T HAVE A PROBLEM WITH THE CUT, I REALLY DON'T. IT'S JUST NO COMMUNICATION IN MY OPINION. THERE WAS NO COMMUNICATION. I DIDN'T KNOW UNTIL I HEARD, BUT IT'S NO SWEAT OFF MY BACK. I DON'T GO TO SOME OF THESE THINGS EITHER, BUT IT'S DONE IS DONE. SO I JUST I'M SORRY. I JUST WANT TO JUST ROUND OUT BY SAYING MY COMMENTS ARE, I THINK, DESIGNED. I UNDERSTAND THAT IT'S A NEED. 
          IT'S A EVERY DEPARTMENT HAS ITS OWN NEEDS. I UNDERSTAND THAT EVERY DEPARTMENT HAS ITS OWN CHALLENGES IN ORDER TO PULL OFF ITS PROGRAMS AND DELIVER ON ITS PRIORITIES, BUT NO DIFFERENTLY THAN THE CONVERSATION WE WERE HAVING BEFORE LUNCH. I BELIEVE IT WAS WHEN I WAS TALKING ABOUT WE NEED TO. SO AND I THINK GOOD BUDGET MANAGEMENT PRACTICE IS TO DO EXACTLY WHAT YOU DID. 
          LOOK AT YOUR THREE YEAR ACTUALS AND AND TRUE THAT UP TO COST, BUT YOU REPROGRAM THOSE SAVINGS SOMEPLACE ELSE. AND SO ARE THEY BEING REPROGRAMED INTERNALLY TO THE DEPARTMENT IN ORDER TO ACHIEVE PROGRAM GOALS? OR ARE WE MOVING THEM TO OTHER DEPARTMENTS BECAUSE THERE'S A SAVINGS AS WE MOVE ACROSS? WE KNOW I'M GONNA GIVE YOU AN EXAMPLE. IN MY OWN PROFESSION. 
          SO I WAS ALLOTTED A COUPLE BIENNIUMS AGO AS A RESULT OF AN AUDIT, ABOUT $50,000. AND SO YEAR OVER YEAR, I HAVE BEEN USING THOSE FUNDS TO PROGRAM TOWARDS IMPROVING THOSE AUDIT AREAS. WELL, LAST YEAR THAT COST WAS CUT IN HALF BECAUSE WE WERE ON THE BACK SIDE OF THAT AUDIT ACTIVITY. SO IN ORDER TO MEET MY TARGET REDUCTION, LET'S LET'S GO THROUGH AND TRUE UP ALL PROFESSIONAL DEVELOPMENT TRAVEL. LET'S GO UP AND TRUE UP ALL OF THAT IN ORDER THAT I MIGHT ADD THAT BACK INTO MY PROGRAM. AND SO THOSE DOLLARS GO SOMEPLACE AND THEY ARE REALLOCATED IN SOME WAY, JUST LIKE WE WANT TO KNOW WHERE WE'RE DELAYING INVESTMENT OR PUTTING OFF THE INVESTMENT OR DIRECTING INVESTMENT IN TERMS OF INFRASTRUCTURE, I THINK THAT'S HOW WE MANAGE THOSE, THOSE SAVINGS THAT WE REALIZE ACROSS THE ORGANIZATION AND REDEPLOY THEM IS A LINE OF SIGHT AND A STORY THAT I THINK THAT WE SHOULD UNDERSTAND, BECAUSE IT RELATES BACK TO WHAT WE WERE TALKING ABOUT EARLIER WITH. WHEN I COME BACK TO LOOK AT YOU, MR. MANAGER, AT, YOU KNOW, WHAT ARE THE GOALS THAT WE SHOULD BE REALIZING AND HAVING EXECUTED? THOSE ARE THE STRATEGIES AND TACTICS FINANCIALLY WHICH HELP US GET THERE. SO I JUST WANTED TO ROUND OUT THE STATEMENT THAT THAT I JUST WANT TO MAKE SURE WHILE WE DON'T HAVE IT TODAY, DOESN'T MEAN THAT IT SHOULDN'T BE SOMETHING WE SHOULD LOOK AT FOR THE FUTURE IN TERMS OF FINANCIAL MANAGEMENT, AS WE AS WE MOVE FORWARD. AND I THROW A LITTLE DIFFERENT PERSPECTIVE IN HERE. WE WERE NEVER INVOLVED WITH THE DEVELOPMENT OF THE BUDGET TO BEGIN WITH. FOR COUNCIL. RIGHT. OKAY. THAT THAT WASN'T THAT WASN'T US THAT DID THAT. AND SO I'M, I AND I'VE HEARD YOU SAY THIS APPLAUDING THEM FROM THE STANDPOINT OF HOW YOU TOOK THE TREND. WE ADJUSTED OUR BUDGET SUCH. YEAH, I HAD NO PROBLEM WITH THAT REALITY. I THINK IT'S GOOD THAT GOOD THAT YOU LOOKED AT IT THAT WAY. OKAY. I JUST NOTICED THAT IT WAS A 20% FOR US AND WE GETTING READY TO GO TO ANOTHER DEPARTMENT WHERE IT WAS A 1%. AND THEN THERE WAS ANOTHER DEPARTMENT. THERE WAS A 2%, AND THERE WAS ANOTHER DEPARTMENT THAT WAS A 3%. I'M JUST LOOKING FOR THE SYNERGY IN, IN AND OUT. SO YOU WANT YOU WANT TO PUT BACK TO THAT? YEAH. DON'T GET ME STARTED ON THE FOOD. I'M TRYING NOT TO GO THERE. I'M CONCERNED ABOUT HOW THAT COULD ARISE. THAT'S RIGHT. THAT'S EXACTLY RIGHT. I, I MADE IT. LET US GET OUR FOOD FIRST. I'M MAKING THE FOOD. I KNOW, I PROMISE. NO, THAT SHIP HAS SAILED. THANK YOU. 
          WE'LL WE'LL WE'LL WE'LL FIX THAT. OKAY. THANK YOU, THANK YOU. WE START WITH THE EXERCISE WITH EVERYBODY WITH 5% REDUCTION, BUT 5% FOR ONE DEPARTMENT MAY MAY BE PEOPLE BECAUSE THEY HAVE NOTHING ELSE LEFT IN THEIR BUDGET. AND 5% OVER HERE IS JUST LIKE, OH, IT'S A CONFERENCE I DON'T NEED TO GO TO. SO IT'S LIKE, IT'S A COMPLEX THING. IT COULD BE A COMBINATION OF THE TWO. IT COULD BE PEOPLE AND TRUING UP. YEAH, RIGHT. SO I DON'T HAVE A SLIDE ON THIS ONE, BUT I WANT TO MAKE SURE THAT I HIGHLIGHT IT FOR YOU. SO ON PAGE 43 IT'S NON-DEPARTMENTAL. SO NON-DEPARTMENTAL HOUSES ARE, LIKE I SAID, OUR TRI-CITY 
          [03:45:04]
PARTNERSHIPS. AND SO THIS BUDGET DID GO UP. IT'S 43. THIS PARTICULAR BUDGET WENT UP 6%. 
          SO THIS IS WHERE WE HAD TO MAKE UP, MAKE UP FOR AN INCREASE. BECAUSE AGAIN, WHAT WE'RE BEING PASSED FOR COSTS FOR OUR REGIONAL DISPATCH SHELTER IN JAIL, THAT HAS GONE UP ABOUT 100,000 IN TOTAL FOR THOSE THREE THINGS. ADDITIONALLY, WE HAD TO INCREASE OUR CITY ATTORNEY COSTS BECAUSE THEIR HOURLY RATE IS GOING UP. AND WE ALSO HAVE A VACANCY SAVINGS TARGET THAT I PROGRAMED IN THERE. BUT THAT BUDGET OVERALL HAS GONE UP 6%. AND THAT'S BECAUSE OF, LIKE I SAID, BETWEEN THE CITY ATTORNEY AND THE THREE TRI CITY PARTNERSHIPS. 
          SO AND PAGE 43 OF YOUR. THERE YOU GO. AND JUST FOR REFERENCE POINT, THE REGIONAL DISPATCH WENT UP BECAUSE THE. AS YOU KNOW, THEY WENT TO A NEW SOFTWARE SYSTEM BACK IN NOVEMBER OF, OF 2025. THERE'S AN INCREASED COST FOR THAT. THE ANIMAL SHELTER DID HAVE SOME REPAIRS AND SOME, SOME, SOME ITEMS THEY NEEDED TO ADDRESS IN THERE. THOSE ARE SOME OF THE TWO KEY. THE REASON IT WENT UP IN THE JAIL HAD SOME SIMILAR REPAIRS AND SOME OTHER THINGS AS WELL, BUT THOSE ARE KIND OF THE DRIVERS FROM THOSE REGIONAL PARTNERSHIPS. OKAY. SO THE FIRST PERSON UP HERE IS MISS CHIQUITA, CITY SECRETARY. THAT'S WHAT SHE SAID. SHE TALKS. 
          WE'LL HAVE MORE QUESTIONS. OKAY. FOR US, IT'S MOSTLY WE OVERSEE THE AGENDA PROCESS FOR COUNCIL BOARDS AND COMMISSIONS, OPEN RECORDS REQUEST AND CITY RECORDS MANAGEMENT. SO OUR HIGHLIGHTS IS OUR DALLAS COUNTY ELECTION COSTS HAVE GONE UP. WE HAD A WE HAD AN ELECTION LAST NOVEMBER THAT WAS 92,000. WE LUCKED OUT, DIDN'T HAVE AN ELECTION THIS YEAR. SO THAT KIND OF OFFSET THAT COST A LITTLE BIT. BUT IF WE HAVE AN ELECTION HERE IN NOVEMBER AND ONE IN MAY, THAT ELECTION COST IS GOING TO GO UP OVER 100 000 JUST FOR YOU. AND CIVIC CLERK, JUST FOR YOU IS OUR OPEN RECORDS REQUEST SYSTEM. AND THAT'S HOW WE WE PROCESS ANY PUBLIC INFORMATION REQUEST. AND CIVIC CLERK IS, IS OUR AGENDA MANAGEMENT SYSTEM. AND WE REDUCED OUR BUDGET BY 26000 FOR LASERFICHE, WHICH IS OUR DOCUMENT MANAGEMENT SYSTEM, WHICH CURRENTLY WE'RE LOOKING INTO A MORE COST EFFICIENT WAY TO CHANGE THAT FROM GOING TO FROM LASERFICHE OVER TO A DIFFERENT DOCUMENT MANAGEMENT SYSTEM. SO FOR, FOR US, WHAT, WHAT MAINLY WITH THESE ARE JUST OUR SERVICES AND PROGRAMS AND WHAT, WHAT WE ACTUALLY DO. SO THE NUMBER OF AGENDAS WE, WE POST AND WE DO THAT PRETTY MUCH AFTER EVERY MEETING. SO THAT'S AT 100%. THOSE ARE THE ONES THAT WE GET PUBLISHED, WHETHER THEY'RE BEING CODIFIED OR THEY HAVE TO BE PUBLISHED IN THE NEWSPAPER. WE WE DO THAT AFTER EVERY COUNCIL MEETING. SO IF IT HAS TO BE PUBLISHED, WE PUBLISH IT. THEN NEXT WE TRY TO PUBLISH IN THE NEXT AVAILABLE EDITION OF THE NEWSPAPER. AND THEN IF IT HAS TO BE CODIFIED, IT'S CODIFIED TWICE A YEAR. WE PAY FOR CODIFICATION TWICE A YEAR. SO THEY CALL US TWICE A YEAR. AND OUR JUST FOR YOUR REQUEST. 
          AND THE CHART OVER HERE IS JUST FOR YOU AND JUST FOR YOU. STARTED IN JANUARY OF THIS YEAR. 
          WE DID NOT WE DID NOT DO POLICE BEFORE. WE ONLY WE DID EVERY OTHER DEPARTMENT IN THE CITY EXCEPT FOR POLICE. THEY DID THEIR OWN REQUEST. BUT NOW STARTING IN JANUARY, WE DID. WE TOOK ON POLICE REQUESTS. AND THAT'S A WHOLE DIFFERENT ANIMAL FOR US BECAUSE WE VERY RARELY WOULD EVER DO POLICE REQUESTS. BUT HOW WOULD YOU SEE AN IMPROVEMENT ON THE TURNAROUND TIME FOR THE OPEN RECORDS REQUEST? SO HAS THAT HELPED YOU WITH THE NEW SYSTEM? HAVE WE? OH, ABSOLUTELY. SO BEFORE WE WERE DOING IT MANUALLY, WHICH WAS A LOT BECAUSE THAT THAT THAT'S VERY TIME INTENSIVE AND IT'S HARD TO KEEP TRACK OF, OF OUR TEN DAY BUSINESS DAY TURNAROUND. SO JUST FOR IT DOES ALL THAT FOR US. SO FOR US, WE DON'T HAVE THE STAFF ONE AND TWO. WE TRY TO GET SOFTWARE THAT HELPS US DO OUR JOB BETTER. AND THAT WAY WE CAN CONCENTRATE ON OTHER THINGS. AND AS YOU CAN SEE HERE, THIS IS LAST YEAR, 2425. AND YOU SEE WE'RE ALREADY AT 767, WHICH IS ALREADY. AND THAT WAS IN JULY. AND THAT'S WHAT ADDING POLICE REQUESTS. SO 
          [03:50:01]
POLICE HAS SIGNIFICANTLY INCREASED THE NUMBER OF PUBLIC INFORMATION REQUESTS THAT WE RECEIVED. WHEN DO WE IMPLEMENT JUST FOIA WE IMPLEMENTED IN 2024. OKAY. SO NOT THAT LONG AGO, AT THE END OF 2020, SHORTLY AFTER I GOT HERE IN 23, WE IMPLEMENTED IT IN IN 24 WAS JUST FOR YOU BEING UTILIZED BY THE POLICE DEPARTMENT, ALTHOUGH THEY WERE DOING THEIR OWN. NO, THEY WERE NOT. THEY WERE STILL MANUAL. THEY WERE DOING THEIRS MANUALLY, AND THEY HAD AN EMAIL ADDRESS THAT THEY WOULD SEND THEIR REQUEST TO. BUT THE STATE HAD THAT IT HAD TO BE CENTRALIZED. AND BECAUSE NOW IT HAS TO BE CENTRALIZED, JUST FOIA IS OUR CENTRAL LOCATION. 
          AND MY EMAIL ADDRESS IS THE ONLY OTHER EMAIL ADDRESS THAT THAT THEY CAN SEND A PUBLIC INFORMATION REQUEST TO. OKAY. SO FOR OUR INITIATIVES, WE ARE WE'RE RIGHT NOW WE'RE DOING A CONTRACT REVIEW AND THAT'S REVIEWING ALL THE CONTRACTS HERE IN THE CITY, THE KPI MANAGEMENT THROUGH CLEARPOINT. AND WE'RE JUST DOING OUR OWN KPIS, NOT JUST FOR THE CITY SECRETARY'S OFFICE, JUST FOR YOU. WE WERE AT OUR WE'RE ANTICIPATING ADDING A PAYMENT PORTAL BECAUSE TECHNICALLY WE WE DON'T CHARGE FOR ANY PUBLIC INFORMATION REQUESTS UNLESS IT'S ACTUALLY PAPER OR WE DO A THUMB DRIVE. WE CAN CHARGE FOR THE MATERIALS, BUT WE CAN'T CHARGE FOR THE, FOR THE, THE FILE. BUT POLICE DOES CHARGE FOR ACCIDENT REPORTS. THEY CHARGE FOR BODY CAM VIDEO. THEY CHARGE FOR A LOT OF THINGS THAT WE DON'T NORMALLY CHARGE FOR. 
          SO AT THE TIME WE GOT JUST FOR YOU, WE DID NOT PURCHASE THE PAYMENT PORTAL BECAUSE WE HAD NO USE FOR IT. BUT NOW THAT WE'VE ADDED POLICE, WE SEE A SIGNIFICANT NEED FOR THE PAYMENT PORTAL. AND THAT PAYMENT PORTAL ALSO ALLOWS, SAY, I'M CHARGING YOU $5 FOR AN ACCIDENT REPORT. THEY CAN UPLOAD THAT ACCIDENT REPORT TO JUST FOIA. WHEN THAT PERSON PAYS THAT, THAT $5 ONLINE, THEY AUTOMATICALLY GET THEIR ACCIDENT REPORT. SO IT'S ONE STEP. SO IT HELPS THEM AND IT HELPS US AS WELL. SO IT HELPS THEM. IT HELPS HELPS EVERYONE SO THAT PEOPLE DON'T HAVE TO WAIT TO GET THEIR INFORMATION. THEY DON'T HAVE TO SEND A CHECK. 
          THEY DON'T HAVE TO COME BACK. SO IT KIND OF HELPS US THERE. SO OUR WE'RE ANTICIPATING ADDING THAT PAYMENT PORTAL TO JUST FOIA. AND RIGHT NOW, THE COST IS PROBABLY GOING TO BE AROUND ABOUT $2,000 IN ADDITION TO WHAT WE ALREADY PAY RIGHT NOW FOR THE PORTAL. AND WE HAVE A CITY WIDE SCANNING PROJECT AND THE CITY WIDE SCANNING PROJECT. RIGHT NOW, WE'RE   & WORKING ON OUR RECORDS MANAGEMENT, AND THAT HAS BEEN MORE OF A STAFFING ISSUE BECAUSE RECORDS MANAGEMENT IS AN ANIMAL ALL WITHIN ITSELF. SO WE'RE TRYING TO GET EVERYONE TRAINED. EVERYONE USED TO MANAGING THEIR RECORDS AND GETTING A DOCUMENT MANAGEMENT SYSTEM THAT IS EFFICIENT AND EFFECTIVE FOR EVERYONE TO USE WITHIN THE CITY WITHOUT PAYING FOR WHAT WE DON'T NEED. SO OUR ACCOMPLISHMENTS IN 2026, WE DID IMPLEMENT OUR OUR NEW AGENDA MANAGEMENT SOFTWARE, WHICH IS CITY CLERK. WE STARTED IN OCTOBER 1ST WAS THE FIRST TIME WE DID IT AS A STANDALONE WITHOUT GOING BACK AND DOING PARALLEL WITH I COMPASS. SO AND IT HAS HELPED US WITH THE AGENDA MANAGEMENT BECAUSE NOT ONLY DO WE GET THE CITY COUNCIL USE IT, EVERY OTHER BOARD AND COMMISSION GETS TO USE IT AS WELL. BEFORE, WE WERE ONLY THE SYSTEM WE HAD BEFORE ONLY ALLOWED CITY COUNCIL TO USE THE AGENDA MANAGEMENT SYSTEM. SO NOW EVERYONE IS THERE AND ALL THE AGENDAS ARE IN THE SAME PLACE, AND WE HAVE BOARD AND COMMISSION TRAINING FOR OUR STAFF AND LIAISONS, REORGANIZING AND RESTRUCTURING OF LASERFICHE RECORDS MANAGEMENT SYSTEM. AND WE DID CLEAR THAT THAT OUT AND RESTRUCTURED IT BECAUSE WE CAN'T USE THE SAME SYSTEM AS POLICE. SO NOW POLICE HAS IS NOT NO, NOT ON LASERFICHE AT ALL. SO IT'S IT'S A CLEAR SYSTEM. BUT NOW WE'RE LOOKING FOR A DIFFERENT DOCUMENT MANAGEMENT SYSTEM AND ALSO RECORDS, RECORDS MANAGEMENT TRAINING FOR THE ENTIRE STAFF. SO SOME OF OUR CHALLENGES IS IN OUR INCREASED ELECTION COSTS. 
          AND I CAN SEE THAT COST CONTINUING TO GO UP. AND THERE'S NOTHING WE CAN DO ABOUT THAT, BUT THAT THAT'S GOING TO CONTINUE TO HAPPEN AS ELECTIONS GET MORE AND MORE EXPENSIVE. SO RESEARCHING AND DEMOING A MORE COST EFFICIENT DOCUMENT MANAGEMENT SYSTEM, ONGOING RECORDS MANAGEMENT TRAINING AND PUBLIC INFORMATION ACT TRAINING FOR STAFF. WE DID PUBLIC INFORMATION ACT TRAINING LAST YEAR. WE'LL DO IT AGAIN THIS YEAR JUST SO EVERYONE KNOWS HOW, WHAT IT HOW TO MANAGE RECORDS AND HOW TO RESPOND TO PUBLIC INFORMATION REQUESTS AS WE GET THEM AND THE BOARD AND COMMISSION PROCEDURE UPDATE TO INCREASE EFFICIENCY AND FILLING 
          [03:55:06]
VACANCIES. AND I'LL ANSWER ANY QUESTIONS, NO QUESTION. BUT I HOPE PEOPLE SEE YOU DO A LOT MORE THAN JUST ANSWER EMAILS. YEAH, I HOPE SO. YES. WELL, I'M SORRY, IS THIS YOUR FIRST PRESENTATION TO US? YES IT IS ACTUALLY IT IS. YES. THIS IS MY FIRST ONE WITH THE BUDGET. YES. 
          GOOD FOR YOU. SO, CITY MANAGER, ARE THESE WORKED INTO WORK PLANS AND THEN TARGETS AND MEASURES AND THINGS LIKE THAT ARE SET. AND THAT'S HOW YOU'RE ABLE TO COMMUNICATE. IF THERE IS OPPORTUNITY FOR IMPROVEMENT OR TO COMMUNICATE THAT YOU'RE DOING A GREAT JOB AND KEEP UP THE GOOD WORK. YEAH, I MEAN, IT IS. SO WE I MEAN, THOSE ARE GOALS AND OBJECTIVES WE NEED TO, TO, TO ACCOMPLISH. AND YES, IT DOES ALSO GIVE THE OPPORTUNITY TO HIGHLIGHT WHERE WE ARE HAVING SUCCESSES TO AND WHERE WE HAVE CHALLENGES AND WE NEED TO PIVOT, YOU KNOW? SO YES, WELL, I'M HAPPY TO HEAR THAT THE OPEN RECORDS REQUESTS ARE BEING ANSWERED SOONER. AND YOU HAVE A SOFTWARE TO HELP. YES. HELP YOU MANAGE THOSE? YES. AND TO THEIR CREDIT TOO, YOU KNOW, WE BRIEFED YOU ALL ABOUT THE CHANGE OF POLICE OVER TO CITY SECRETARY'S OFFICE BACK IN JANUARY, JANUARY TIME FRAME, AND THEY WERE ABLE TO PIVOT REALLY QUICK. AND THE SOFTWARE, I THINK, ATTRIBUTED THAT IT WAS ALREADY THERE, THAT INFRASTRUCTURE IS IN PLACE AND THEY WERE ABLE TO MAKE THAT PIVOT. SO AND WE'VE ALSO UTILIZED IN, IN, IN HOUSE STAFF TO KIND OF HELP OUT TO WHEN NEEDED, WHEN THINGS ARE BUSY AS WELL. SO THAT'S BEEN HELPFUL ALSO. AND TO THEIR CREDIT, THEY'VE, IT'S BEEN BEEN A CHALLENGE AND THEY, THEY, THEY MET, THEY MET THE OCCASION WITH THIS, WITH THIS SYSTEM THAT'S HELPING YOU WITH THESE PUBLIC INFORMATION REQUESTS. I WOULD ASSUME THAT IT'S KEEPING US WITHIN THE NUMBER OF DAYS THAT WE HAVE TO TURN THEM AROUND. BECAUSE I KNOW THAT WAS A PROBLEM IN YEARS PAST. YES IT DOES. WE GET AN EMAIL WITH TWO DAYS BEFORE THE TEN DAY PERIOD, THE DEPARTMENT GETS AN EMAIL, WE GET AN EMAIL TO LET. WE WE ALREADY KNOW. WE RESPOND BACK TO THE DEPARTMENT. AND THERE IS AN AUDIT TRAIL. SO WE CAN SEE EVERY TIME SOMEBODY OPEN IT WHEN THEY ADD DOCUMENTS AND WHAT HAPPENS TO A REQUEST. AND SO IT HELPED. WE HAVE THOSE ONCE IN A WHILE, THOSE REQUESTS THAT MAYBE WILL BE 100 PAGES. AND THIS, THIS SYSTEM HANDLES THAT. AND, AND THE CHARGES ARE APPLIED TO THE, THE PERSON THAT'S REQUESTED THAT FOR IF THERE'S EXTRA WORK THAT HAS TO BE DONE, I THINK THE, THE FOI REQUEST ALLOWS US TO, TO CHARGE FOR PAPER OR FOR TIME FOR TIME. 
          WE CAN ONLY CHARGE FOR PAPER IF WE ACTUALLY GIVE YOU PAPER, IF WE DON'T GIVE YOU PAPER AND WE JUST GIVE YOU A FILE, WE CAN'T CHARGE FOR THAT. THANK YOU, MISS TAYLOR, FOR YOUR PRESENTATION. I THINK IT WAS A GREAT PRESENTATION. I'M GOING TO ALWAYS, ALWAYS SUPPORT A WELL RUN AND WELL RESOURCED AND ADVOCATE FOR WELL RUN AND WELL RESOURCED CITY SECRETARY'S OFFICE FOR FOR A LOT OF THE REASONS WE'RE TALKING ABOUT COMPLIANCE WITH TOMA AND THE AND, AND, AND ALL THE OTHERS. ONE THING I JUST WANT TO SUGGEST THAT WE, WE THINK ABOUT IN THE FUTURE AS YOU CONTINUE TO, YOU KNOW, MODERNIZE AND HELP US BECOME MORE EFFECTIVE IN THE CITY SECRETARY'S OFFICE IS THE REPOSITORY OF OLD VIDEOS AND WHERE THEY'RE LOCATED ON THE WEB. AND IT'S STILL KIND OF CLUNKY AND AWKWARD, YOU KNOW, SOME BOARDS AND COMMISSIONS THAT ARE OVER HERE AND YOU KIND OF HAVE TO DIG THEM OUT AND THEN SOME OVER HERE. AND I KNOW THAT THAT'S A COLLABORATION BETWEEN OTHER DEPARTMENTS AND TO MAKE THAT HAPPEN. BUT I JUST THINK THAT'S AN OPPORTUNITY AS WE CONTINUE TO REALIZE, YOU KNOW, YOU KNOW, OUTFITTING THE CITY SECRETARY'S OFFICE TO WHERE THINGS ARE JUST AT YOUR FINGERTIPS AND INTUITIVE AND EASY TO FIND. THAT'S, THAT'S THE ONLY THING I WOULD SAY. AND THANK YOU FOR YOUR WORK ON THAT. 
          AND INVESTING IN THE TECHNOLOGY IS VERY, VERY IMPORTANT BECAUSE IT'S IMPORTANT TO REMEMBER THAT MOST OF THE KEEPERS OF THE RECORDS ARE WITHIN THE DEPARTMENT. AND SO WHEN YOU'RE TRYING TO STAY WITHIN THE TEN DAYS, BEING ABLE TO ASSIGN THAT TO A DEPARTMENT AND HAVE THOSE REMINDERS REALLY HELPS US BE ABLE TO GET THAT STUFF BACK TO YOU ALL IN ENOUGH TIME TO COMPLY WITH THE REQUESTER. SO NO, THANK YOU FOR THAT. THAT WAS GOOD. THANK YOU. WE ARE COUNCIL MEMBER DAVIS UPDATING OUR WEBSITE SOON, SO THAT SHOULD HOPEFULLY PROVIDE SOME UPDATES THAT YOU'LL GET. AND THAT'S PART OF THE PRESENTATION TODAY. OKAY, YOU'RE OFF THE HOOK. ALEX. YOU GO HOME NOW. YEAH, JUST. DOWN TO GO. GOOD AFTERNOON, MAYOR AND COUNCIL. 
          I'M ASHLEY JACOBS, HR DIRECTOR, AND I WILL BE DOING THE OVERVIEW THE HR BUDGET. SO OF 
          [04:00:02]
COURSE YOU GUYS KNOW OUR DEPARTMENT OVERSEES TALENT ACQUISITION WORKFORCE PLANNING. 
          WE HANDLE EMPLOYEE RELATIONS. ANY RISK MANAGEMENT COMPENSATION BENEFITS AND WELLNESS. WE ALSO HANDLE CLASSIFICATION, POLICY DEVELOPMENT AND COMPLIANCE, AS WELL AS THE EMPLOYEE EXPERIENCE AND ENGAGEMENT. OUR BUDGET SHOWS SIX FULL TIME EMPLOYEES. 
          WE HAVE FOUR IN HR, AND WE ALSO ACQUIRED THE TWO YOUNG LADIES OUT FRONT, OUR CUSTOMER ADVOCATE. SO IT DOES SHOW SIX, WHICH ALSO YOU'LL SEE ON THE NEXT SLIDE SHOWS THAT OUR BUDGET INCREASE. BUT THAT'S BECAUSE OF THE BENEFITS AND SALARIES COMING FORWARD. SO SOME OF THE HIGHLIGHTS FOR OUR BUDGET. MOST OF OUR COSTS GO TO OUR BENEFITS BROKER, WHICH IS HUB INTERNATIONAL, AS WELL AS ANY ONBOARDING. SO LIKE DRUG TESTING, MARKETING AND PROMOTIONS WITHIN THE ORGANIZATION AND THEN EMPLOYEE APPRECIATION, WHICH ALLOWS US TO DO ALL OF OUR EVENTS FOR EMPLOYEES INTERNALLY, CHRISTMAS PARTIES AND THINGS OF THAT NATURE. WE WERE ABLE TO REDUCE OUR BUDGET BY ABOUT $40,000. WE HAD A PRETTY HIGH YEAR OF UNEMPLOYMENT CLAIMS SPEND, BUT USING THE LAST THREE YEARS OF BUDGET SPEND, WE WERE ABLE TO REDUCE THAT ESTIMATE BY ABOUT 2000. AND THEN WE ALSO HAD A FRINGE BENEFIT THAT WE IMPLEMENTED THIS YEAR CALLED CARE LOOP THAT WAS UNDERUTILIZED. SO WE HAVE TERMED THE CONTRACT WITH THEM. AND THAT WILL SAVE US ABOUT 20,000 AS WELL. SO JUST A FEW STATISTICS FOR THIS FISCAL YEAR TO DATE, WE HAVE CURRENTLY 256 FULL TIME EMPLOYEES, 61 PART TIME. WE'VE MANAGED ABOUT 41 JOB POSTINGS THIS YEAR. WE'VE HAD 47 NEW HIRES AND 38 SEPARATIONS OR TERMINATIONS. THOSE INCLUDE RETIREMENTS OR RESIGNATIONS. WE HAVE HAD EIGHT IN INTERNAL EMPLOYEE RELATIONS MATTERS PROCESSED ABOUT 43 BACKGROUND CHECKS, WHICH WE DO FOR ALL OF OUR NEW HIRES. WE'VE MADE UPDATES TO OUR POLICIES. WE'VE HELD TRAINING COURSES FOR ALL EMPLOYEES, AND THEN WE HAVE EMPLOYEE EVENTS AND ENGAGEMENT ACTIVITIES THAT HAPPEN THROUGHOUT THE YEAR. PROCESSED ABOUT 882 APPLICATIONS FOR THOSE 41 JOB POSTINGS. AND THEN WE HAVE 13 ACTIVE FML REQUESTS THAT WE ARE MANAGING. SOME CHALLENGES AND OPPORTUNITIES WE HAVE. LIKE MR. BRYANT SAID EARLIER, AN INCREASE COMPETITION TO TRY TO GAIN AS MANY SKILLED MAINTENANCE WORKERS AS WE CAN. A LOT OF OUR COMPETING CITIES HAVE THE SAME SAME PROBLEM. WE HAVE, OF COURSE, THE RETIREMENT OF THE EMPLOYEES THAT HAVE THE MOST EXPERIENCE, AND IT CREATES THOSE KNOWLEDGE GAPS. WHEN WE HAVE, YOU KNOW, THE YOUNGER FOLKS COMING INTO THE ORGANIZATION, WE'RE MISSING THAT MIDDLE MANAGEMENT TO DELIVER THE INFORMATION TO THE UP AND COMING LEADERS OF THE ORGANIZATION. AND THEN WE HAVE A LOT OF GREATER WE HAVE GREATER EMPLOYEE EXPECTATIONS AROUND FLEXIBILITY. THEY WANT TO WORK FROM HOME. THEY WANT TO BE REMOTE AS WELL AS DEVELOP AND ALSO INCREASE THE WORKPLACE CULTURE, OUR REGULATORY ENVIRONMENT INCLUDES JUST CONTINUED CHANGES IN EMPLOYMENT LAWS. WE HAVE DIFFERENT HOUSE BILLS THAT ARE PASSED THAT WE HAVE TO MAKE SURE WE'RE PAYING ATTENTION TO TAX LAWS, THAT WE WORK WITH FINANCE TO MAKE SURE THAT WE'RE BEING IN COMPLIANCE WITH, AND THEN INCREASED COMPLIANCE RESPONSIBILITIES RELATED TO DIFFERENT PAY, TRANSPARENCIES, BENEFITS REPORTING 1095 AND THINGS OF THAT NATURE, WORKPLACE PROTECTIONS, DATA PRIVACY, AND THINGS OF THAT NATURE, A LOT OF TECHNOLOGY, GROWING EXPECTATIONS FOR MODERN HR SYSTEMS. OF COURSE, WE WANT TO MAKE SURE THAT WE'RE DOING THINGS AS AUTOMATED AS POSSIBLE. THAT REDUCES THE ERROR AND ALLOWS US TO CREATE MORE TIME FOR OUR TEAM MEMBERS TO DO THINGS THAT ARE A LITTLE LESS MANUAL, INCREASED USE OF ANALYTICS TO SUPPORT THE WORKFORCE DECISIONS, AND THEN AGAIN, THE NEED TO REDUCE ANY MANUAL PROCESSES. SO FOR 2026, WE HAVE OUR ACCOMPLISHMENTS ON THIS SIDE. WE WERE ABLE TO UPDATE OUR EMPLOYEE HANDBOOK AND PULL IT. WE SEPARATED IT FROM THE EMPLOYEE POLICY MANUAL. 
          SO WE HAVE A HANDBOOK THAT'S MORE OF LIKE A BITE SIZED VERSION OF ALL OF OUR EXPECTATIONS OF OUR EMPLOYEES, AND THEN A POLICY MANUAL THAT WE'RE WORKING THROUGH ONE AT A TIME WITH OUR LAWYER, AS WELL AS CITY ADMINISTRATION TO UPDATE ALL OF THE POLICIES THAT WE HAVE HERE. WE ARE ALSO, WE IMPLEMENTED THE EVERYDAY CHAMPION RECOGNITION THAT IS INTERNAL FOR EMPLOYEES. SO IF A IF AN EMPLOYEE DOES SOMETHING GREAT, THEY ARE RECOGNIZED. 
          THEY CAN ALSO TAKE THAT RECOGNITION AND PASS IT FORWARD TO RECOGNIZE ANOTHER COWORKER. 
          SO WE HAVE IMPLEMENTED THAT. WE'VE DONE OUR BEST TO IMPROVE OUR RECRUITMENT PRACTICES. JUST MAKE SURE WE'RE FOLLOWING ALL STIPULATIONS THERE. WE'VE BEEN UPDATING ALL OF OUR JOB DESCRIPTIONS. SO AS A POSITION BECOMES VACANT, WE GO TO CITY ADMINISTRATION, MAKE SURE THAT 
          [04:05:05]
WE'RE ABLE TO HIRE FOR THAT POSITION, UPDATE THE JOB DESCRIPTION, SHORE IT UP, AND THEN ENSURE THAT WE'RE KEEPING THOSE ALL IN ALIGNMENT. AND THEN LET'S SEE INCREASE, CREATE AND DEVELOP. WE HAVE A EMPLOYEE SAFETY PROGRAM THAT WE IMPLEMENTED THIS YEAR. WE HAVE NOT HAD THAT IN THE PAST. SO ONE OF OUR HR TEAM MEMBERS HANDLES ALL OF THE EMPLOYEE SAFETY. SHE DOES DIFFERENT PROGRAMS AND OUTREACH SURROUNDING THAT. AND THEN OF COURSE, WORK WITH OTHER DEPARTMENTS THROUGHOUT THE CITY TO BETTER ENGAGE AND BE IN COMPLIANCE WITH THEIR WORKFORCE SOLUTIONS AS WELL. AND THEN FOR 2027, OF COURSE, WE WANT TO CONTINUE TO HAVE PROCESS IMPROVEMENTS. WE'RE WORKING THROUGH WITH TYLER MUNIS TO MAKE SURE THAT OUR PAYROLL SYSTEM, I KNOW WE TALKED ABOUT THAT EARLIER THIS YEAR. OUR PAYROLL SYSTEM IS DOING WHAT IT SHOULD. WE'RE TRYING TO FIND WAYS THAT WE CAN AUTOMATE THAT AND REDUCE SOME OF THE MANUAL PROCESSING, OUR COMPENSATION AND CLASSIFICATION REVIEW JUST INCLUDES MAKING SURE THAT WE'RE PAYING EMPLOYEES COMPETITIVELY AND FAIRLY. WE HAVE SOME INTERNAL EQUITY REVIEWS THAT WE HAVE DONE JUST TO ENSURE THAT WE'RE IN ALIGNMENT THERE. WE HAVE PLANS TO EVALUATE OUR INSURANCE COSTS. I KNOW JEN MENTIONED THAT CIGNA GAVE US A RATE CAP OF 14.9%. THAT 14.9% WAS ESSENTIALLY UNAVOIDABLE. AND SO WE WERE GRATEFUL FOR THE 14.9, BECAUSE WE DID FIND OUT THAT IF WE DID NOT HAVE THAT RATE CAP IN PLACE, WE WOULD PROBABLY BE UPWARDS OF 35% FOR INSURANCE INCREASE. SO WE WILL GO OUT TO BID NEXT YEAR TO MAKE SURE THAT WE'RE GETTING THE BEST RATE FOR MEDICAL, DENTAL AND MEDICAL AND DENTAL. WE'RE LOOKING TO IMPLEMENT AN INTERNAL LEADERSHIP DEVELOPMENT PROGRAM. SO FOR ALL OF THOSE UP AND COMING LEADERS IN THE ORGANIZATION, CREATING SOMETHING THERE, EXPAND OUR RECOGNITION, OUR WELLNESS, ALL OF OUR SAFETY, THE INITIATIVES THAT WE HAVE INTERNALLY TO CREATE A BETTER CULTURE FOR OUR EMPLOYEES AND THEN CONTINUE TO WORK WITH CITY ADMINISTRATION ON SUCCESSION PLANNING AND GROWTH IN THE ORGANIZATION. ANY QUESTIONS? SO WHAT ARE SOME OF THE SAW THE WELLNESS PATROL? WHAT ARE SOME OF THE WELLNESS INITIATIVES AND PROGRAMS THAT WE HAVE RIGHT NOW? SO THE WELLNESS SO ALL OF OUR OUR SAFETY PROGRAMING AND OUR WELLNESS PROGRAMING, WE DO THAT QUARTERLY. WE PICK A TOPIC, I DON'T KNOW WHAT Q3 IS BECAUSE ROSETTES BEEN OUT OF THE OFFICE, BUT THE LADIES WILL PICK A TOPIC. THEY GO OUT TO EMPLOYEES LITERALLY WITH ONE PIECE OF EDUCATION, SOMETHING THAT THE EMPLOYEE CAN TAKE HOME AND SOME SOMETHING THAT THEY CAN, YOU KNOW, SOMETHING TANGIBLE THAT THEY CAN TAKE WITH THEM TO LEARN A CERTAIN BENEFIT OR A WELLNESS INITIATIVE. LAST QUARTER WAS ON NUTRITION. SO SHE STARTED THE BIGGEST LOSER PROGRAM. THAT'S INTERNAL RUNS EIGHT WEEKS. SHE WENT OUT AND HANDED OUT, I THINK, FRUITS AND VEGGIES TO ALL THE DEPARTMENTS, HAD A BASKET OF GRANOLA BARS AND TALKED ABOUT FIBER INTAKE AND THINGS OF THAT NATURE. SO EACH EACH ONE OF THEM HAVE AN INITIATIVE. THEY'RE RESPONSIBLE FOR EDUCATING EMPLOYEES AS MUCH AS THEY CAN DURING THAT QUARTER ON THEIR PERSPECTIVE TOPIC. THANK YOU. THANK YOU FOR THE PRESENTATION. IT WAS INSIGHTFUL. 
          AND YOU KNOW, BEING AN HR PERSON, I CAN'T RESIST THE URGE. ONE OF THE THINGS I JUST LIKE TO POINT OUT, I KNOW WHEN YOU TALK ABOUT WORKFORCE PLANNING AND I, SO I WANT TO START OUT. 
          SO I GUESS YOU MEAN YOU CAN'T FIND AN ELECTRICIAN WHO YOU CAN ATTRACT TO DUNCANVILLE TO WORK. 
          SO SOME OF OUR SKILLED TRADES, OF COURSE, WE HAVE THOSE CHALLENGES. ONE OF THE THINGS IN THE WORKFORCE PLANNING THING IN YOUR WORK PLAN FOR 27, I SAW YOU MENTIONED THAT. MY HOPE IS THAT YOU WOULD BE ABLE TO START TO IDEATE AROUND A STRATEGY TO HELP BUILD SOME OF THOSE, THOSE POSITIONS, AND MAYBE WORKING WITH SOME EDUCATIONAL PARTNERS TO HELP CREATE PIPELINES. AND I'M MORE THAN HAPPY TO CHAT WITH YOU IN MORE DETAIL ABOUT THAT AS APPROPRIATE. BUT I THINK THAT'S A PART OF MAKING SURE THAT WE'RE ABLE TO HELP COMPETE IN THE MARKET, BECAUSE WE CAN'T ALWAYS PAY THEM. SO YOU HAVE TO DO THAT. ONE OF THE THINGS YOU TALKED ABOUT, 41 OPEN POSITIONS, AND THEN ABOUT 47 TRANSACTIONS, BE THEM EITHER NEW HIRES OR PROMOTIONS, ROUGHLY HOW MANY RECLASSIFICATIONS THAT RESULT IN PROMOTIONS DOES THE DEPARTMENT HANDLE IN A YEAR? WELL, I'VE ONLY BEEN HERE A COUPLE YEARS. OKAY. AND I MYSELF HAVE DONE. SEVEN OKAY IN THE PAST TWO YEARS. SOME OF THEM ARE TITLE CHANGES. SO, YOU KNOW, IT MIGHT BE, YOU KNOW, IT MIGHT BE A RECLASS, BUT IT DOESN'T NECESSARILY MEAN MORE 
          [04:10:04]
MONEY, MEAN MORE MONEY. AND THEN WE HAVE HAD ONE INSTANCE WHERE AN EMPLOYEE WAS RECLASSIFIED BECAUSE OF, YOU KNOW, I CAN'T DISCLOSE A LOT, BUT HEALTH RELATED ISSUES. AND SO THAT PERSON IS BEING PAID MORE IN A LOWER CLASS. BUT THAT'S BECAUSE WE DIDN'T WANT TO, YOU KNOW, YOU'RE NOT GOING TO TAKE SALARY FROM SOMEBODY WHO WAS INVOLVED, BUT IT DOESN'T HAPPEN OFTEN. I THINK WE DO A GOOD JOB OF TRYING TO UTILIZE WHAT WE HAVE. AND LIKE I SAID, IT'S MORE TITLE CHANGES THAN PROMOTIONS AND OR RECLASSIFICATIONS JUST TO GET AN INCREASE IN SALARY. YEAH, THE REASON WAS NOT TO, YOU KNOW, TRY TO TRY TO SAY, OH, YOU KNOW, SOMEBODY OVER HERE, YOU KNOW, RUNNING. OH YEAH, I DIDN'T TAKE IT THAT WAY. BUT BUT BUT I'M JUST SIMPLY SAYING THAT I THINK A LOT OF TIMES THAT IS A, THAT IS A NUMERICAL INDICATOR ON HOW WELL THE CLASS AND COMP PLAN IS WORKING TO MEET THE NEEDS OF THE ORGANIZATION. SO I JUST WANTED TO GET A FLAVOR OF HOW OFTEN ARE WE HAVING TO GO BACK TO MARKET TO BETTER UNDERSTAND WHAT JOB WE HAVE IN OUR PANOPLY OF OPTIONS IN TERMS OF GETTING THE WORK DONE. SO THAT'S HELPFUL PANOPLY. MENU. QUESTION. YEAH, I HAVE A QUESTION. YES, MA'AM. I SAW THAT WE REDUCED MANUAL SERVICES, AND I REMEMBER A CONVERSATION YOU BROUGHT TO COUNCIL EARLIER. SO IS THAT PART OF THE REDUCTION IN MANUAL SERVICES YOU WERE REFERRING TO? AND IF SO, WHAT DID WE DO WHEN WHEN I CAME EARLIER THIS YEAR WAS SPECIFIC TO THE PAYROLL SYSTEM. AND WE WERE TRYING TO GET A NEW SYSTEM THAT WAS MORE AUTOMATED. WE DID DO ADDITIONAL TRAINING WITH TYLER MUNIS. WE HAVE AN IMPLEMENTATION THAT'S HAPPENING RIGHT NOW. IT IS HELPING US WITH TO BETTER HELP THE PAYROLL SIDE FOR SOME CERTAIN THINGS FOR CERTAIN MODULES, IF YOU WILL. AND THEN WE HAVE CONTINUED EDUCATION THAT WE DO THROUGH TYLER MUNIS. WE HAVEN'T HAD AN OPPORTUNITY TO HAVE THEM ON SITE, BUT WE DID HAVE THEM SCRUBBED THROUGH ALL OF OUR MODULES, PRODUCE A LIST OF OPPORTUNITIES FOR US THAT INCLUDED COST. BUT OF COURSE WE SAID, CAN YOU LET US KNOW WHICH ONES DON'T COST ANYTHING? AND WE'LL START THERE TO IMPLEMENT THOSE FEATURES? I WOULD SAY THAT OVERALL WE'VE WE MIGHT HAVE BEEN ABLE TO CUT A FEW STEPS, BUT NOTHING, NOTHING MAJOR. BUT IT HAS BEEN HELPFUL. WE'VE LEANED ON FINANCE TO HELP US, AND WE'VE GOT A LITTLE BIT OF A FLOW GOING FOR NOW, BUT SO FAR IT'S JUST BEEN EDUCATION. HAVING THAT POINT OF CONTACT WITH TYLER OR, YOU KNOW, SOMEONE WE CAN REACH OUT TO AT TYLER MUNIS TO HELP US IN THE EVENT WE HAVE A HICCUP OR SOMETHING LIKE THAT. SO THAT ADDRESSED SOME MANUAL CONCERNS THAT WE WERE SOME OF SOME OF THEM, BUT IT'S GOING TO COST MONEY TO, TO MAKE THE. MANUAL WHEN THEY'RE OPERATING WITH EACH OTHER. OKAY. BUT WE'RE NOT THERE YET. AND THAT IS BECAUSE THAT'S JUST CARRY THIS DOWN THE ROAD, THE FINANCIAL MODULE AND THE PEOPLE MODULE. CAN YOU TALK A LITTLE ABOUT THE INTERACTION AND THE HOW THEY NEED TO? I CAN'T I CAN'T TALK ABOUT IMPLEMENTATION NECESSARILY BECAUSE I WASN'T HERE. SO I DON'T KNOW THE REASON FOR IT. 
          RIGHT. HOWEVER, THEY SHOULD TALK TO EACH OTHER, RIGHT? BECAUSE IF WE ARE MAKING CHANGES ON THE HR SIDE THAT ARE INCLUSIVE OF COMPENSATION BENEFITS, ALL OF THOSE THINGS, AND WE ALSO HAVE AN EXECUTIVE FUNCTION THAT DOES ALL OF OUR TIME KEEPING. IT SHOULD IT SHOULD BE SPEAKING TO THE NUMBERS PIECE, BUT A LOT OF IT WE PUT IN ON OUR OWN. WE CHANGE THE SALARY, WE CHANGE THE, YOU KNOW, WE, WE CHANGE AN INDIVIDUAL FROM EXEMPT TO NONEXEMPT OR VICE VERSA. AND WE HAVE TO GO BACK AND MAKE SURE THAT WE MANUALLY CALCULATED IT CORRECTLY AND THAT THINGS ARE WORKING ON THE OPPOSITE SIDE, WHEREAS THERE ARE SYSTEMS THAT TALK BETTER TO EACH OTHER. NOT THAT IT MEANS ANYTHING. AND BUT AGAIN, WE'RE JUST WE'RE NOT THERE AND WE MAKE IT WORK. SO YES. YEAH. AND THE REASON, THE REASON, YEAH, YEAH. THE REASON, THE REASON, THE REASON I JUST, I MENTIONED THAT IT'S BECAUSE AT THE TIME OF, YOU KNOW, REGARDLESS OF WHATEVER, WHEN WE IMPLEMENT A PRODUCT, WE WANT TO GET ITS FULL USE, RIGHT. AND SOMETIMES PEOPLE ARE TEMPTED TO IMPLEMENT A PRODUCT THAT WILL DIGITIZE A PAPER PROCESS, RIGHT. 
          AND SO YOU DON'T, YOU DON'T HAVE ANY, YOU DON'T HAVE ANY REWARD ON IN THE, IN THE END. 
          SO I THINK THAT CREATES SOME DOWNSTREAM CHALLENGES THAT CREATE ISSUES WITH GENERATING, YOU KNOW, FOURS AND TWOS AND, AND, AND ALL THOSE THINGS. SO NO, THANK YOU FOR THAT. THANK 
          [04:15:05]
YOU. ALL RIGHT. THANK YOU, THANK YOU. IT. HELLO. HOW IS EVERYBODY? WE DON'T DO MUCH. IF YOU ASK ME. WE RUN THE WHOLE CITY. AT LEAST THE STATE SYSTEM. THE STATUS SYSTEM NOW. YOU KNOW, WE'RE MOST OF OUR RESOURCES ARE, YOU KNOW, DAY TO DAY ANSWERING TICKETS AND USER SUPPORT TICKETS. JOSE IS THE BIGGEST DRIVER OF THAT. I THINK I'VE CLOSED ONE TICKET. SHE'S LET ME KNOW. THIS YEAR I DIDN'T EVEN KNOW I HAD A TICKET. SHE CLOSED IT FOR ME. SO AND OF COURSE, YOU KNOW, CYBERSECURITY AND KEEPING AS YOU HEAR A LOT OF DIFFERENT DEPARTMENTS, WE ARE IMPLEMENTING ALL OF THEIR THINGS. AND SO LET'S SEE, WHERE ARE WE AT? SOME STUFF. SO SO LAST YEAR, WE OUR BUDGET, AS I FAMOUSLY AND ACCURATELY SAID, I WAS THE ONLY ONE TO TURN IN AN INITIAL REDUCTION. IT'S A TRUE STATEMENT. AND SO, BUT THE REASON IS WE KIND OF LIKE, LIKE WE WERE TALKING EARLIER, WE LOOKED AT WHAT WE WERE REALLY SPENDING ON THESE CONTRACTS. IF WE HAD 120,000 BUDGETED FOR PHONE AND WE WERE ONLY BUDGETED OR SPENDING 90, THAT'S WHAT WE MADE IT. RIGHT? AND SO WE DID ALL OF THOSE THINGS AND WE GOT OUR BUDGET TO A REAL NUMBER. 
          AND THEN THEY TOOK MORE FROM US. AND SO THEN THIS YEAR WE'RE AT THE WE WERE ALREADY AT THE REAL NUMBER. AND SO WE ARE LOOKING AT WHAT THINGS WE'RE NOT GOING TO DO ANYMORE. AND SO WE'VE, WE HAD IN THAT EXERCISE, WE WERE ASKED TO DO. EVERY DEPARTMENT WAS ASKED TO DO. AND SO WE DID IT AS WELL, EVEN THOUGH WE DISAGREE. AND SO WE, WE DID COME UP WITH PROBABLY 100/100,000, $110,000 WORTH OF, HEY, WE CAN CUT OUT THIS. WE WON'T HAVE EMAIL SECURITY, WE CAN CUT OUT THIS, WE WON'T HAVE X, Y, Z ALL THE WAY, ALL THE WAY, ALL THE WAY DOWN. AND SO SOME OF THOSE REDUCTIONS ARE HERE. SO FOR EXAMPLE, AND I DO THIS A LOT, I IMPLORE EVERYONE TO DO THIS. EVEN IN YOUR PERSONAL LIFE. I JUST CALL AND SAY, HEY, I CAN'T AFFORD THAT ANYMORE. AND WE'RE GOING TO TURN IT OFF. AND THEN THEY GO, OH, WE'LL TAKE OFF 12 GRAND. I GO, COOL, SEND THE INVOICE. SO I'VE DONE THAT A LOT THIS PAST YEAR. 12 GRAND IS EXACTLY LIKE THE CAMERA AND SECURITY COMPANY. I WAS JUST LIKE, WE CAN'T AFFORD IT. AND THEY JUST FOR NO REASON, THEY DIDN'T CHANGE OUR SERVICE. THEY DIDN'T TAKE ANYTHING AWAY FROM US. THEY JUST TOOK 12,000 OFF. I'LL TAKE IT. YEAH. PHONE SYSTEMS AND STUFF LIKE THAT. YOU KNOW, WE, WE OWED AN OLD PROJECT WHERE WE OWED AT&T NORTH OF $83,000. AND I SAID, HEY, WHAT IF WE MOVE OUR PHONE SYSTEM, SOME OF OUR CELL PHONES FROM VERIZON OVER TO AT&T? AND THEN THEY WERE SO NICE TO WIPE AWAY THAT $83,000. WE'RE NOT PAYING ANY MORE IN CELL PHONE. WE JUST MOVED IT FROM ONE COMPANY TO ANOTHER. SO PLAYING SOME OF THOSE GAMES, BUT WE'RE WE'RE LOOKING DEFINITELY AGAIN, YOU KNOW, TO CUT SOME STUFF OUT. ONE OF THE PROPOSED. AND I KNOW IT'S NOT UP HERE TOTALLY. BUT I DID GET THE NEW NUMBERS. SO SWAG IT ALSO KNOWN AS GRANICUS WHICH STREAMS THIS MEETING AND ALL OUR COUNCIL MEETINGS. WE CURRENTLY PAY $91,000 AND SOME CHANGE FOR. I WANT TO REDUCE THAT. THERE'S SOME SAVINGS WE COULD DO AT A MAXIMUM OF $44,800. WE CAN TAKE OFF OF THAT, PUTTING US AROUND $50,000 TOTAL. THAT WOULD INCLUDE REMOVING THREE DIFFERENT THINGS. THE SPANISH TRANSLATION. CURRENTLY WE TRANSLATE TO SPANISH. WE DON'T. WE AREN'T LEGALLY REQUIRED TO. WE DO HAVE HIGHER PERCENTAGE OF OR A HIGH PERCENTAGE OF HISPANICS. SPANISH SPEAKING CITIZENS. SO THAT'S. BUT WE'RE AROUND. WHAT ARE THE NUMBER. HOW MANY PEOPLE I, I, I WAS TOLD BETWEEN SIX AND A DOZEN PEOPLE WATCHING THE STREAM. IS THAT ACCURATE? LIVE AT ANY GIVEN TIME IN ENGLISH AND SPANISH SPEAKING, THAT IS TOTAL. SO I DID ASK THE QUESTION IF WE COULD, IF THEY COULD GIVE US A NUMBER BREAK DOWN BETWEEN WHO, WHICH IS WHAT, AND THEY COULDN'T. SO THAT'S TOTAL. ASSUMING MOST OF THOSE ARE SPEAKING CORRECT. THAT'S WHAT I WOULD. BUT THAT'S IN THE LIVE STREAM AND IT'S, IT'S TOPIC DEPENDENT. YEAH. SO WHILE IF YOU WERE TO AVERAGE IT ACROSS THE ENTIRE YEAR, YOU COULD PROBABLY SAY IT'S LIKE 6 TO 8 PEOPLE AT ANY GIVEN TIME. BUT THEN THERE ARE PEOPLE WHO GO BACK AFTERWARD. AND THEN IF THE TOPIC IS OF INTEREST. SO A COUPLE FEW YEARS AGO, YOU WERE TALKING ABOUT FOOD TRUCKS. IT'S MOST PEOPLE I'VE SEEN WATCHING A LIVE STREAM AT ONE TIME. SO IT'S HARD TO SAY WHAT A MEETING MIGHT DO TO VIEWERSHIP. SO DO WE HAVE THE NUMBERS FOR THE 
          [04:20:04]
TOTAL VIEWERS, NOT JUST THE LIVE VIEWERS? TOTAL VIEWERS? I KNOW WE CAN GET THOSE OFF OF YOUTUBE PRETTY EASILY. WE'D HAVE TO PROBABLY ASK SWAG, I DON'T KNOW, I DON'T KNOW HOW THEY'RE CALCULATING PEOPLE GOING BACK. AND LOOK, I HAVEN'T GOT THAT. BUT ONE OF THE THINGS I YOUTUBE WILL TRANSLATE THEM INTO SPANISH AS WELL. IF WE CHOSE TO NOT DO OUR OWN SPANISH TRANSLATION, THAT ALONE IS 35 GRAND, BY THE WAY. AND SO THAT IS AN OPTION. JUST THROWING IT OUT THERE. WE HAVEN'T TOLD THEM WE'RE NOT DOING THAT AT ALL. QUESTION. YEAH. SO THIS IS NOT AN AD OR IN SUPPORT OF SWAG PER SE AS A PRODUCT. BUT I AM FOR ACCESS TO GOVERNMENT TRANSPARENCY IN GOVERNMENT. AND, YOU KNOW, BELIEVE IT OR NOT, BEFORE I CAME ON THE EDC AS WELL AS P AND Z, I WENT BACK AND WATCHED MANY, MANY, MANY, MANY MEETINGS JUST TO GET A SENSE OF THE ISSUES THAT HAVE COME BEFORE. SO I THINK THERE'S UTILITY THERE. MY CONCERN IN LOOKING AT THIS REDUCTION IS A IT COULD POTENTIALLY. HOW QUICKLY WOULD WE BE OPERATIONAL IN TERMS OF CAPTURING AND BROADCASTING OUR OWN. PROVIDING THAT WE CAN REACH ALL PEOPLE WHO MAY LAY AND NEED ACCESS TO THAT FOLLOWING OCTOBER 1ST SO AS NOT TO. BECAUSE THIS. FROM AN ACCESS AND TRANSPARENCY PERSPECTIVE, IS IS IN REVERSE. IF WE DO NOT HAVE SOMETHING READY TO GO WAITING IN THE WINGS. OCTOBER 1ST. SHOULD THIS REDUCTION BE ACCEPTED. SO I'M NOT PROPOSING THAT WE WIPE SWAG IT OUT AT ALL. I WANT TO JUST HIGHLIGHT WHERE WE COULD SAVE WITH THEIR OVERALL TOTAL. SO WE'RE CURRENTLY PAYING ALMOST $92,000 A YEAR. AND SO THIS WOULD BE THINGS THAT ARE IN THE PACKAGE THAT WE COULD REDUCE. YEAH. SO WHAT WOULD WE BE LOSING IF WE ENGAGE IN THE WORD YOU HAVE UP THERE D SCOPE. SO D SCOPE. YEAH. SO WE WOULD THE POTENTIAL OPTIONS ARE NOT STREAMING TO FACEBOOK. SO FOR SOME REASON THEY CHARGE US A SEPARATE FEE FOR STREAMING TO FACEBOOK FOR GRAND 35,000 FOR SPANISH TRANSLATION, SIX GRAND FOR THEIR DIRECTOR TO RUN OUR MEETINGS. SO TOTAL SAVINGS OF $44,830, BRINGING IT FROM 91 7700 DOWN TO ABOUT 50,000. SO THAT'S THAT. SO WHAT THEY WOULD THEN BE DOING IS KIND OF A BASE PACKAGE OF THEY'RE STILL ON OUR WEBSITE, THEY'RE STILL HOSTING, STREAMING ONTO OUR WEBSITE, HAVING THAT BACKLOG, HAVING THAT HISTORY, MARRYING IT UP WITH THE, THE AGENDA, THINGS LIKE THAT, THAT THEY STILL WOULD BE DOING AND OUR ARCHIVE AND ALL, WE'D STILL BE LEGAL COMPLIANCE. THESE ARE THINGS THAT WE COULD REDUCE AND STILL BE IN COMPLIANCE. YES, MA'AM. 
          WHEN YOU SAY THEIR DIRECTOR MANAGES OUR MEETING. YES. WHAT IS THAT? WHAT IS THAT? SO THESE CAMERAS IN THE COUNCIL CHAMBERS AS WELL. THERE'S SOMEONE REMOTE. WE'RE LOOKING AT THE CAMERA. 
          YEAH. PUTTING THE NAME ON LOWER THIRDS, MOVING THE CAMERAS, ALL OF THAT. SO WE WOULD LOSE THE NAME RECOGNITION. WE WOULD LOSE SOMEBODY MOVING IT OR IT WOULD JUST BE A HIGHER WE VIEW AND THEN NOT PANNING IN TO. YEAH, OKAY. WELL, MY, MY PROPOSAL WOULD BE HOLISTICALLY, MAYBE I SHOULD HAVE LED WITH THAT. I'M, I WOULD LIKE TO THERE'S A LOT OF OTHER SERVICES I COULD CUT THAT WE PAY CONTRACTUALLY TO THE TUNE OF BETWEEN DEPENDS ON WHAT WE SCOPE AND NOT BETWEEN 60 AND $100,000 THAT WE COULD SCOPE OUT A CONTRACTED SERVICES THAT I HAVE. BUT I WOULD WANT TO HIRE SOMEONE WHICH WOULD BE LESS THAN THAT 100 GRAND MAX. AND THEN THAT PERSON WOULD DO THINGS LIKE RUN THE MEETING. ONE OF THE THINGS THAT WE WOULD TAKE OUT IS CAMERA ADDITIONAL SCOPING OF WHAT OUR MCA IS, THE COMPANY WE USE FOR OUR CAMERA SYSTEMS, OUR ACCESS BADGE CONTROL SYSTEM. LIKE THAT, WE WOULD SCOPE SOME OF THAT, THEIR WORK, AND THEN THE PERSON WE WOULD HIRE COULD DO SOME OF THAT WORK. RIGHT? WE'RE PAYING. TWO DIFFERENT NETWORKING COMPANIES, TWO DIFFERENT AMOUNTS OF MONEY TO DO ADDITIONAL NETWORK, RIGHT. WE COULD SCOPE 30 GRAND TOMORROW IF WE HIRED SOMEBODY, RIGHT? SO WE START ADDING UP SOME OF THESE THINGS WE COULD SCOPE. AND I KNOW ADDING A PERSON IS NOT A POPULAR THING, BUT WHEN IF WE'RE PAYING 100 GRAND AND WE CAN HIRE SOMEONE FOR LESS, RIGHT? THAT'S, THAT'S WHERE THE TOTAL KIND OF LIKE WHERE WE CAN START SCOPING SOME STUFF, BRING THAT IN-HOUSE, PAY SOMEONE IN-HOUSE. SO THIS, THAT ONE WE WOULDN'T TAKE, WE WOULDN'T NOT BE ABLE TO REALLY TAKE OUT UNLESS WE KIND OF DID SOME OF THE, THE OTHERS. SO BUT IT IS AN OPTION. I'M JUST GIVING THE 
          [04:25:05]
LINE ITEMS OF THINGS. WE COULD STILL STAY IN COMPLIANCE WITH WHAT WE HAVE TO DO, LEGALLY REQUIRED TO DO, AND WHAT THINGS WE CAN TAKE OUT. JUST REAL QUICK. YOU SAID THAT YOUTUBE DOES FREE TRANSLATION. IT DOES. IT'S MOSTLY GOOD. OKAY. AND WHAT WE WHAT WE LOSE IF WE WERE ON YOUTUBE. SO WHEN WE DO IT, WHEN WHEN SWAG IT PRODUCES IT, THEY'RE DOING IT AND SENDING THOSE TRANSLATIONS OUT WITH THE VIDEO. IT'S SHOWING UP ON YOUTUBE WITH THEIRS, OUR WEBSITE, TV, OUR TV STATION, ALL THAT YOUTUBE WOULD JUST DO IT ON THE BACK END AFTER THE FACT. LIKE THE NEXT DAY, YOUTUBE TRANSCRIBES IT AND WE'LL PUT IT UP THERE. IF YOU SELECT THE OPTION TO DO IT. OKAY. BECAUSE EVEN WITH SOME OF THE NUMBERS YOU SAID THAT POP UP, SOMETIMES VIEWERS, WHEN THERE'S A SPECIFIC ISSUE THAT THEY MIGHT BE WANTING TO WATCH JUST BY, BY LOOKING AT, I LIKE, I LIKE THE SAVINGS. AND WHAT DID YOU SAY? YOU SAVED US $83,000 SOMEWHERE? I'D SAY PROBABLY THE CITY, $300,000 IN TWO YEARS. WHY DON'T WE HEAR ABOUT THAT? I MEAN, I GOTTA LEAVE SOME MEAT ON THE BONES FOR THE REST OF. OKAY. ALL RIGHT. SO. YEAH. SO. SO KEEPING IN MIND THAT WE HAVE A MAJORITY HISPANIC POPULATION, NOT ALL THAT ARE NOT BILINGUAL, RIGHT. OKAY. BUT ASSUMING A GOOD PORTION AND SOME PERCENTAGE OF THAT, AND I DON'T EVEN KNOW WHAT THAT NUMBER IS, ARE NOT ENGLISH SPEAKING, BUT THEY MIGHT BE INTERESTED. I DON'T THINK WE CAN DEVIATE FROM, EVEN THOUGH IT'S NOT REQUIRED FROM SPANISH TRANSLATION. I MEAN, IF YOU GO TO ARLINGTON, YOU GO INTO IRVING CITY HALL. THE AMOUNT OF LANGUAGES THAT THEY TRANSLATE TO AT THEIR COUNCIL MEETINGS IS AMAZING. YEAH, SOME OF THEM, I DON'T EVEN KNOW WHAT COUNTRY THEY'RE FROM. VIETNAMESE WOULD BE USUALLY A SECOND LANGUAGE FOR A LOT OF THEM. SO BUT GIVEN OUR POPULATION AND GIVEN THE THE UNKNOWN NUMBER OF FOLKS THAT ARE NOT ENGLISH SPEAKING, BUT WE WOULD BE DEPRIVING THEM OF GOT AWAY FROM IT, WHATEVER WE DO, EVEN IF WE SWITCHED. I YEAH, THE IDEA THAT WE WOULD STILL HAVE TRANSLATION, I THINK IS IMPORTANT. YEAH. AND LIKE ALEX SAID, I THINK A MAJORITY OF OUR VIEWERS ARE AFTER THE FACT VIEWERS. THERE'S ONLY A HANDFUL, A DOZEN OR SO LIVE. AND SO THIS TRANSLATION STUFF AND WATCHING THE VIDEOS AFTERWARDS WOULD BE, YOU KNOW, AVAILABLE AFTER THE FACT. AND, AND THEY'RE IN HISTORY, RIGHT? IT'S NOT DISAPPEARING. OKAY. BUT SURE. 
          GO AHEAD. YEAH. SO FIRST OF ALL, I JUST WANT TO POINT OUT YOU WEREN'T HERE WHEN WE IMPLEMENTED SWAG. SO I'D BE CURIOUS. WATCHES GO BACK IN TIME AND ASK YOU THEN WHEN WE WERE MAKING THAT DECISION. BUT WE ARE WHERE WE ARE. SO I THINK IT WOULD BE VALUABLE TO GET SOME OF THE DATA ON THE VIEWERSHIP LIVE. AND I MEAN, NOT RIGHT NOW, BUT AT SOME POINT BEFORE WE APPROVE THE BUDGET, OBVIOUSLY HE'S MAKING SOME PROPOSALS HERE, BUT ALSO VIEWERSHIP THAT AT ANY TIME, EVEN AFTER THE FACT FROM YOUTUBE, WHEREVER THEY'RE WATCHING, I THINK THAT THAT VALUE THAT THAT THAT DATA IS VALUABLE AND NECESSARY. AND THEN. SO ARE WE STILL FUNDING THIS OUT OF THE PEG FUND? NO, IT IS PAYING FOR IT. OKAY. DO WE STILL HAVE A PEG FUND? YES. OKAY. OKAY. AND THAT'S GOING TO BE GONE. OKAY. I'M ABOUT TO SPIN THAT. SO THIS THIS EXPENSE IS SWAG IT. AT SOME POINT WE HAD TO TRANSFER OVER TO BECAUSE WHEN WE APPROVED THE SWAG, WE WERE THINKING THAT WOULD BE THE PEG FUND. YES. AND NOW THAT NO LONGER EXISTS. AND NOW ALL OF A SUDDEN. SO I THINK IT HAPPENS FROM A LOT OF DEPARTMENTS. YEAH. 
          SO I WISH, YOU KNOW, AGAIN, CAN'T GO GET IN THE TIME MACHINE AND GO BACK AND DO IT AGAIN. BUT I THINK ALL THIS INFORMATION, I THINK THIS PROPOSAL IS IMPORTANT FOR US TO CONSIDER. I WOULD AGREE, THOUGH, THAT WE SOMEWHERE ON SOME LEVEL, WE HAVE TO OFFER TRANSLATION SERVICE, WHEREVER THAT IS. BUT I THINK WE SERIOUSLY NEED TO LOOK AT SWAG AND WHAT THEY'RE OFFERING FOR US. AND IF WE CAN'T FIGURE OUT HOW TO DO SOME OF THAT STUFF BETTER. YEAH. 
          RIGHT. YEAH. AND AGAIN, THESE ARE JUST, YOU KNOW, THE EXERCISES, THIS IS WHAT WE'RE CUTTING OR THIS IS THE DOLLAR AND THIS IS WHAT WE WOULD LOSE, RIGHT? SO THAT'S WHAT I REALLY WANT TO BRING IN. SO LIKE I SAID, THE OTHER THING IS THE OTHER BIG AREA IS OUR CONTRACT WE HAVE WITH MCA ABOUT OUR SECURITY CAMERAS AND OUR ACCESS CONTROL. THAT WAS ABOUT $63,000 BUDGETED FOR THIS YEAR. AGAIN, I JUST CALLED AND SAID, I DON'T WANT TO PAY IT, AND THEY SAID, WE'LL TAKE 12 GRAND OFF. COOL. BUT FOR THIS UPCOMING YEAR, I HAVE PROPOSED THAT WE THEY 
          [04:30:05]
STILL DO THE ACCESS CONTROL MAINTENANCE, AND THEN WE TAKE OVER THE SECURITY CAMERA MAINTENANCE. AND THAT WOULD GET US DOWN TO ABOUT 21, $22,000. SO, YOU KNOW, ANOTHER 40, 50,000 OFF OF THAT. AGAIN, LIKE I SAID, I'M, WE'VE IT HAS TAKEN ON A LOT OF EXPANDED ROLES. YOU KNOW, WE'RE DOING THE WATER INFRASTRUCTURE NOW. WE'RE, WE'RE LOOKING INTO, YOU KNOW, STARTING THE TRAFFIC NETWORK INFRASTRUCTURE. HAD A CONVERSATION EARLIER WITH BART ABOUT, YOU KNOW, CAMERAS AT PARKS, POLICE CAMERAS. I MEAN, THERE'S A LOT WHERE REALLY EXPANDING AND IT'S, YOU KNOW. I SAID IT LAST TIME, I'LL SAY IT AGAIN, YOU KNOW, I KNOW THIS IS A BUDGET MEETING, BUT BURNOUT IS ON THE HORIZON. AND WE'VE GOT A, THERE'S, THERE'S SOME AREAS WE NEED TO REALLY WORK ON. SO BUT WE'VE STILL GOT SOME SHORING UP TO DO. LET ME GO BACK TO YOU MENTIONED THE CAMERAS, AND IT'S A LITTLE OFF SUBJECT, BUT HOW HOW ARE YOU MONITORING ALL OF OUR CAMERAS WHEREVER WE HAVE THEM TO MAKE SURE THEY'RE RUNNING? I THINK I'VE HEARD STORIES. POLICE DEPARTMENT GOES IN FRONT OF A STORE AND SAY, WELL, WHERE'S YOUR VIDEO CAMERA? WELL, IT'S NOT WORKING. YOU KNOW, I DON'T EVER WANT US TO BE IN A SITUATION WHERE WE CAN REALLY USE A VIDEO CAMERA, BUT WE HAVEN'T BEEN CHECKING THEM. SO WHEN I GOT HERE, WE WERE PROBABLY 40% OR MORE OF THE CAMERAS WEREN'T ACROSS, THE CITY WERE NOT WORKING. AND SO 100% OF THEM ARE TODAY. AND SO THAT'S TAKEN US A LOT OF TIME. 
          BUT THIS THIS COMPANY IS ONE OF THE, YOU KNOW, REASONS WHY WE WEREN'T INTERFACING WITH THEM VERY WELL. WE HAD TO HAVE SOME TURNOVER SO THEY DIDN'T KNOW WHO TO REACH OUT TO AND STUFF. 
          SO WE'VE ENGAGED THEM ON GETTING SOME OF THEM UP UP TO DATE. I THINK AGAIN, IF WE HIRE A FULL TIME PERSON, THEY WOULD DO A LOT OF THAT AND THEN WE WOULDN'T NEED TO PAY SOMEONE TO DO IT. WE'RE MONITORING THEM. YOU KNOW, ONE OF THE THINGS POLICE DID THIS YEAR THAT WE WEREN'T PREPARED FOR WAS THEIR FUZES SYSTEM, WHERE THEY'RE AGGREGATING ALL THESE CAMERAS TOGETHER. THE PROBLEM WITH THAT IS EVERY FACILITY IN DUNCANVILLE THAT WE OWN HAS CAMERAS, HAD ITS OWN KIND OF SEPARATE NETWORK FOR THE CAMERAS. THAT WAS NOT CONGRUENT TO THE REST OF THE NETWORK. AND SO HOW DO WE GET ALL THE CAMERA FEEDS INTO AN AGGREGATED SYSTEM IF THEY DON'T NOT ONLY TALK TO EACH OTHER? SO WE HAD TO GO, YOU KNOW, PUT OUT $50,000 WORTH OF NETWORK SWITCHES AND HAVE A LOT OF WORK DONE TO ACCOMMODATE THAT. BUT THAT DID GIVE US THE VISIBILITY TO THEN SEE WHEN THINGS GO DOWN A LOT EASIER. SO WE CAN SEE WHEN THEY GO DOWN, WE GET ALERTS, THINGS LIKE THAT. SO WE'RE A LOT EASIER TO SEE IT. IT WAS COSTLY, BUT WE GOT IT. 
          IT'S WORKING REALLY WELL. THAT ALSO HELPED US TOO. WE HAD ABOUT A DOZEN CAMERA SERVERS OUT THERE, AND WE'RE SOON TO BE DOWN TO FOUR, BECAUSE I DON'T NEED A CAMERA AT EVERY SITE NOW. 
          I UPGRADED THE ONE AT THE LIBRARY AND NOW THE LIBRARY, THE SENIOR CENTER, MY THE ANNEX, YOU KNOW, ALL RECORD TO ONE INSTEAD OF THREE, RIGHT? YEAH, STUFF LIKE THAT. MAYBE YOU CAN TELL ME. AT ONE TIME I THOUGHT I HEARD THAT THERE WERE SOME CAMERAS AT THE LIBRARY OR IN THAT BUILDING SECTION OVER THERE WHERE BECAUSE TREES HAVE GROWN UP, THAT THE CAMERAS DIDN'T SHOW ANYTHING BUT THE TREE. THAT'S CORRECT. YEAH. THAT'S STILL THE CASE. WELL, WE CLIMB THE TREE TO BE ON CAMERA. LAST MONTH WE DID DO SOME TRIMMING. SO LAST MONTH I GOT WITH PARKS AND REC WHEN TYLER WAS HERE RIGHT BEFORE HE LEFT. AND THEY AND I GAVE HIM A LIST OF CAMERAS THAT WERE SET, VERY SIMILAR THING, AND THEY CLEANED A TON OF THEM UP. SO IT'S, IT IS MUCH BETTER. THERE ARE SOME VERY LARGE SHRUBS THAT WE'RE NOT GOING TO BE ABLE TO. I MEAN, WE JUST HAVE TO TAKE THEM OUT ALTOGETHER. BUT ALL ACROSS THE CITY A LOT, LOT BETTER. THEY HELPED US OUT WITH THAT. THANK YOU. IT'S NOT A PROBLEM. WE CAN'T USE THAT CAMERA. THEY CUT TREES. THEY CUT. THEY CUT THEM BACK. SO THEY OH, THEY'RE LIKE BLOCKING THE VIEW. AND THAT'S OKAY. SO BE IT. FIX IT. YEAH. THEY BRING THEM BACK AND THEY SAID PART SOME OF THE METRICS, OF COURSE, 906 TICKETS. I'M ONE OF THOSE. OUR AVERAGE TICKET RESOLUTION TIME. SOMEONE PUTS ONE IN AND WE GET IT CLOSED AT SEVEN DAYS. AND THEN INCLUDING PHONE CALLS FOR OVER A THOUSAND, THAT'S UP OVER EIGHT PER DAY. CALLS FOR HELP. WE GET. AND OUR SYSTEM UPTIME IS 99.999%. 
          OUTSIDE OF PLANNED DOWNTIME CHALLENGES, OF COURSE WE DO. SWAG IT, AI. I KNOW WE'RE NOT REALLY PUTTING DEPLOYING AI PER SE, BUT IT HAS EVERYONE ELSE BUYING AI STUFF HAS CAUSED OUR 
          [04:35:09]
COST FOR COMPUTERS AND HARDWARE TO SKYROCKET. WHEN WE GO GET A QUOTE FOR COMPUTERS, THEY DON'T LAST 60 DAYS. THEY DON'T LAST 30 DAYS ANYMORE. THEY'RE DOWN TO 15 DAYS BECAUSE THE PRICE WILL GO UP IN 15 DAYS. AND SO IT'S, IT'S DRIVEN EVERYTHING ELSE UP THAT WE BUY REAL QUICK STATS AND MEASURABLES. SO WHAT IS OUR EXPECTED RESPONSE TIME? IS THIS A GOOD THING THAT SEVEN DAYS, SEVEN IS WHERE I WANT TO BE AT SEVEN IS WHERE YOU WANT TO BE. OKAY. YEAH. FROM OPEN TO COMPLETELY CLOSED. ALL TICKET TYPES, ALL TICKET TYPES. SO IF I'VE GOT TO ORDER SOMETHING AND THAT TICKET STAYS OPEN, OR I GOT TO WAIT FOR DELL TO COME IN AND REPLACE A BATTERY UNDER WARRANTY, AND THAT'S 45 DAYS OR SOMETHING THAT'S INCLUDED. SO NO TEARS, NO TEARS ACROSS THE BOARD EVERY TICKET, SEVEN DAYS. IS THAT POSSIBLE? WE'RE DOING IT. WE'RE DOING IT. YEAH. OKAY. 
          JOSIE'S DOING IT. I CAN'T STRESS HOW MUCH HOW AWESOME JOSIE IS THAT? SHE IS. SHE KEEPS US GOING. SORRY. MR. CLAYTON. YES. GO BACK BECAUSE HE STARTED. YOU WERE TALKING ABOUT AI AND IT'S JUST ERUPTED ON THAT. YEAH. IT'S JUST DRIVING UP THE COST FOR EVERYTHING WE'RE TRYING TO BUY, EVEN IF WE'RE NOT DIRECTLY IMPLEMENTING THE AI INITIATIVES OR ANYTHING PER SE. EVERYONE ELSE BUYING THIS STUFF, IT'S DRIVEN UP OUR COST TO BUY HARD DRIVES. I MEAN, I HAD TO EXPAND A SERVER STORAGE CAPACITY, AND THAT PROBABLY DOUBLED THE COST OF THOSE HARD DRIVES IN THE PAST YEAR. IS THERE SOME RECOMMENDATION IN THERE ABOUT IMPLEMENTING MORE AI RESOURCES INSTEAD OF AI? IT'S TOUGH BECAUSE WE NEED THE DATA, WHICH WE DON'T NECESSARILY HAVE ALL THE DATA IN ONE AREA FOR AI TO GO SEARCH, AND THEN IT COSTS. 
          IT DOES TAKE A LOT OF RESOURCES TO IMPLEMENT. AND HOW'S THAT? WHERE DOES THE AI RUN? IS IT LOCAL? IS IT FOREIGN? HOW DOES THAT DATA GET THERE? SO RIGHT NOW IT COSTS US LESS TO JUST WHAT WE'RE DOING. IT COSTS US. YEAH, IT'S AI IS PRETTY COSTLY. IT'S KIND OF LIKE, YOU KNOW, A DECADE, 15 YEARS AGO, EVERYONE WAS TALKING ABOUT THE CLOUD, THE CLOUD, THE CLOUD. IT LOOKED GREAT ON PAPER. BUT THEN WHEN THEY GOT WHEN THE BILL CAME DUE, A LOT OF PEOPLE WERE IN TROUBLE. 
          AND SO VERY SIMILAR THING, AI, AI, AI, IT LOOKS COOL. BUT WHEN THE BILL COMES DUE, IT'S IT'S, IT COSTS A LOT OF MONEY. AND SO I DON'T WANT TO BE SCROOGE MCDUCK AND SAY, WE'RE NEVER DOING ANY. WE'RE DOING AI STUFF, BUT WE ALSO HAVE TO LOOK AT IT WITH A HEALTHY DOSE OF SKEPTICISM AND WHERE WE ARE AND WHERE DUNCANVILLE IS, WHAT WE CAN AND CAN'T DO, WHERE IT MAKES SENSE SO WELL. AND ALSO CLAYTON'S GONE TO SOME, SOME SOME SEMINARS, LIKE HALF DAY, TWO HOUR SEMINARS THAT'S BEEN OFFERED THROUGH THE, THE COUNCIL OF GOVERNMENTS. AND REALLY ALSO, YOU REALLY NEED TO HAVE ALL YOUR POLICIES IN PLACE TO, YOU KNOW, IT'S A WHOLE NEW LANDSCAPE WHEN YOU START USING THOSE AI AND FROM A SECURE STANDPOINT, OPEN RECORDS, ETC. 
          YOU REALLY NEED TO GET THOSE POLICIES. SOMETHING WE DO NEED TO LOOK AT. YES. NEW PROJECTS AGAIN. SKADNETWORK. WE'VE HAD NO MAJOR UNPLANNED OUTAGES. WE MIGRATED MANY THINGS. WE'RE. I THINK I'VE PERSONALLY TAKEN OUT NINE PHYSICAL SERVERS, SOME WE DIDN'T NEED, SOME THAT WERE LEGACY, SOME WE'VE VIRTUALIZED AARON'S PULL OUT SEVERAL HIMSELF AS WELL. SOFTWARE UPGRADES. YEAH, PRETTY GOOD. QUESTIONS. COUNCIL QUESTIONS. DON'T ASK QUESTIONS. OH. ALL RIGHT. THANK YOU SIR. YEP. I WAS PAYING ATTENTION EARLIER. HI. ALEX HAMBY COMMUNICATIONS AND MARKETING. AND MY THEME IS ON SOME POINTS IS GOING TO BE THE OPPOSITE OF SOME OF THE THEMES THAT THE CLINTON HAD. MY DEPARTMENT, I AM FRANCISCO, WE'RE RESPONSIBLE FOR CONVEYING THE CITY'S MESSAGE OUT TO THE COMMUNITY OUTWARD. AND WE DO THIS THROUGH MANAGING THE CITY'S WEBSITE, MANAGING THE CITY'S SOCIAL MEDIA. WE'RE DOING PRESS RELEASES, RESPONDING TO THE MEDIA, DOING EVERYTHING WE CAN TO GET THAT MESSAGE OUT TO THE PUBLIC. 
          JENNIFER'S BETTER AT EXPLAINING WHAT THE PIE CHART MEANS, BUT AT THIS POINT, MY DEPARTMENT IS NOW BACK TO TWO PEOPLE FRANCISCO AND MYSELF. THREE OF THE POSITIONS WERE REALLOCATED, SO WE'RE NO LONGER OVER CUSTOMER SERVICE. WE'RE LOOKING AT A NEW WEBSITE, MAINTAINING OUR SOCIAL MEDIA MANAGEMENT SYSTEM THAT WE CURRENTLY HAVE, WHICH ALLOWS ALL THE DIFFERENT DEPARTMENTS TO UTILIZE SPROUT SOCIAL TO COMMUNICATE. IT MAKES IT EASIER FOR MANAGING PEOPLE 
          [04:40:04]
AND MAKES IT EASIER FOR CHECKING DATA, KNOWING WHAT'S WORKING, WHAT'S NOT WORKING, KEEPING THE DIGITAL NEWSLETTER. YOU DO SEE THAT THERE IS A DROP. ONE OF THE THINGS THAT I AM GOING TO RECOMMEND IS GETTING RID OF THE CURRENT EVENT CALENDAR, AND I WILL TRY TO SELL THAT TO YOU SO HARD. ANOTHER OPTION I WILL DEFINITELY GET THERE. SO HERE'S SOME STATISTICS. FOR A CITY OF 40,000 PEOPLE, WE HAVE 7,000,007.4 MILLION IMPRESSIONS ON OUR SOCIAL MEDIA POSTS, 355,000 ENGAGEMENTS. THAT'S PEOPLE CLICKING LIKE THAT'S PEOPLE CLICKING PLAY. THAT'S PEOPLE FORWARDING IT. THAT'S PEOPLE SAVING IT. 11,000, 12,000 POST CLICKS. SO PEOPLE ARE CLICKING TO GO TO THE WEBSITE, GO TO WHERE WE'RE SENDING THEM. AND THIS IS OUR TOTAL AUDIENCE OF ABOUT 57,000. SO THAT TOTAL AUDIENCE, THAT'S THE PEOPLE WHO ARE LIKING AND SUBSCRIBING. THEY'RE THE PEOPLE WHO WANT TO KEEP RETURNING. SO JUST THIS LAST WEEK, I THINK WE JUST PICKED UP 11 MORE PEOPLE ON INSTAGRAM AFTER SOMEBODY DID A VIDEO THAT EVERYBODY LIKES, THE WEBSITE. AND, YOU KNOW, THIS IS SINCE OCTOBER 1ST. IT'S HAD 223,000 ACTIVE USERS. WE HAVE CREATED 86 NEWSLETTERS SINCE OCTOBER 1ST. SO THE PROCESS IS I CREATE THE NEWSLETTER AFTER I POST THE CITY MANAGER'S WEEKLY UPDATE OF COMPILING THAT AND MAKING IT ALL LOOK LIKE IT'S ONE GROUP TALKING. I GO IN AND I CREATE THE EMAIL NEWSLETTER, THEN I SEND THAT OVER TO FRANCISCO, AND THEN FRANCISCO RECREATES THE WHOLE THING. BUT IN SPANISH THIS TIME WE HAVE A REALLY GOOD OPEN RATE. 37% MAY NOT SEEM LIKE THAT'S GREAT, CONSIDERING THE FACT THAT WE WANT 100% OPEN, BUT 37% IS REALLY, REALLY GOOD FOR AN EMAIL NEWSLETTER. CONSIDERING HOW MANY EMAILS PEOPLE GET, HOW MANY YOU'RE DEALING WITH IN YOUR INBOX RIGHT NOW. I'M PRETTY PROUD OF THAT. HOW DO YOU HOW DO YOU DETERMINE THAT? ACTUALLY, THE SYSTEM REPORTS IT THAT PEOPLE HAVE OPENED THE EMAIL AND I CAN ACTUALLY TELL WHO ARE OUR TOP SUBSCRIBERS, WHO ARE THE PEOPLE WHO AREN'T OPENING THEM. WHEN PEOPLE IF I WAS TO REALLY DIG IN, IF YOU WERE A SUBSCRIBER, I COULD FIGURE OUT WHICH ONES YOU'RE READING AND WHICH ONES YOU'RE NOT. I CAN EVEN SEE HEAT MAPS. NOW, THIS ISN'T PARTICULARLY FOR INDIVIDUALS, BUT WHEN WE PUT IN A NEW ARTICLE, WE CAN TELL IF PEOPLE ARE HOVERING OVER IT. SO THE JOB POSTINGS THAT WE DO IN IT, WE CAN ALWAYS SEE SOME HEAT MAP OVER THAT. OKAY. IS THAT BECAUSE I'M JUST TRYING TO FIGURE IT OUT BECAUSE OBVIOUSLY YOU CAN'T WITHIN SOMEONE'S EMAIL, YOU CAN'T TELL WHAT THEY'VE OPENED AND NOT OPEN IN THEIR EMAILS, BUT THERE'S SOME KIND OF INTERACTION INTERACTION CONNECTED TO. ON OUR END THAT SHOWS THAT THEY'VE OPENED IT AND THEY'VE HOVERED AROUND, LIKE YOU SAID, AND THEY'VE CLICKED ON DIFFERENT THINGS. I DO BELIEVE THAT THERE IS SOMETHING THAT SENDS A MESSAGE BACK TO CONSTANT CONTACT, THAT IT WAS OPEN. SO THEY ARE SEEING THAT THAT EMAIL WAS OPEN. YES. 
          AND THAT I THINK THAT THAT SAME DATA IS TRAVELING PAST BECAUSE WHEN YOU CLICK A LINK, THAT LINK ISN'T PARTICULARLY THE LINK THAT I PUT IN. IT'S A LINK THAT CONSTANT CONTACT HAS PUT INTO THE EMAIL. SO IT HAS TRACKING DATA FOR THAT LINK. SO CHALLENGES AND OPPORTUNITIES. 
          THIS IS WHERE I GO A LITTLE BIT. I DIVERGE FROM CLAYTON BECAUSE OF THE FACT THAT THIS IS ABOUT ACCESS 2020 FOR THE DEPARTMENT OF JUSTICE PUT OUT A NEW RULE ON ACCESSIBILITY. ACCESSIBILITY IS WE HAVE A LIMIT NOW OR A LEVEL THAT WE NEED TO ACHIEVE. THAT LEVEL HAS TO DO WITH PLAIN LANGUAGE. THAT LEVEL HAS TO DO WITH THE CONTRAST OF COLOR CONTRAST. THAT LEVEL HAS TO I MEAN, IT INFLUENCES A LOT OF THINGS. WE HAVE TO HAVE ALT TEXT. WHEN YOU HOVER OVER AN IMAGE, YOU SHOULD BE ABLE TO SEE A DESCRIPTION OF WHAT THAT PICTURE IS THAT YOU'RE LOOKING FOR IN WORDS. WHEN YOU ARE TRAVELING THROUGH THE WEBSITE, YOU SHOULD BE ABLE TO GO IN ORDER HERE WHAT IS ON THE WEBSITE AND NOT GET LOST ON YOUR NAVIGATION. THIS SHOULD. 
          BUT THIS. THIS SHOULD HAVE EXPANDED, NOT BEYOND THE WEBSITE. IT SHOULD BE OUR SOCIAL MEDIA. IT SHOULD BE ANYTHING THAT WE ARE CONNECTED TO. SO IT IS MY JOB. IT'S WHAT ALL THE DIFFERENT THINGS THAT WE HAVE CONNECTED TO OR ARE CONNECTING TO. AND I JUST, I THINK I JUST SET A SITE THAT WE NO LONGER IT HAS TO DO WITH HIRED VENDORS. IT HAS TO DO WITH A LOT OF THINGS. AND OUR, OUR DEADLINE TO ACHIEVE THIS FOR A CITY THIS SIZE JUST GOT 
          [04:45:02]
PUSHED FORWARD A YEAR. SO WE ARE NOW AT APRIL 26TH, 2028. BUT I'D VERY MUCH LIKE TO BEAT THAT. SOME ACCOMPLISHMENTS BEFORE WE GET TO GET TO THE BIG REVEAL OF THE DAY. FRANCISCO WENT OUT AND GOT US AN AWARD. WE HAD A CONVERSATION A COUPLE YEARS AGO. YOU'RE YOUNG. I'M SURE YOU'RE GOING TO WANT TO GO DO SOMETHING ELSE. HE'S LIKE NOT TELLING IT. A FEW, FEW AWARDS FOR THE CITY. SO HE'S STILL HE'S NOT HAPPY WITH SECOND PLACE. NEITHER AM I. SO GOT AN AWARD FOR THAT. WE HE STARTED LAUNCHING LIVE STREAMS OF DIFFERENT CITY EVENTS. WE PROVIDED OVERSIGHT OF THE CITY'S ART GRANT. SO WE'RE ABOUT TO CLOSE OUT THE LAST QUARTER OF THE FIRST YEAR OF DOING THIS, LAUNCHED THE POET LAUREATE PROGRAM, CREATED A POLICY FOR THAT. FRANCISCO HAS GOT THE DUNCANVILLE FORUMS GOING WITH THE COMMUNITY ENGAGEMENT ADVISORY BOARD, AND THEN TEEN COUNCIL WAS JUST PRESENTED TO YOU THIS WEEK. AND ALSO, I MEAN, THE MAIN FOCUS THAT WE NEED TO GET RIGHT IS THE ADA COMPLIANCE. SO WE DID WE ALREADY HAVE A WEBSITE THAT WE ARE BUILDING. THAT WEBSITE IS GOING TO BE ADA COMPLIANT WHEN IT GOES LIVE, BUT WE NEED A COUPLE THINGS TO GO WITH THE WEBSITE TO MAKE SURE THAT WE STAY ADA COMPLIANT. SO THERE IS ONE COMPONENT CALLED AUDIOEYE. AND AUDIOEYE IS GOING TO BE BOTH SUPPORT, WHICH IS THE VENDOR IS GOING TO BE MONITORING THE WEBSITE, AND THERE'S GOING TO BE AUTOMATIC SCANNING OF THE WEBSITE TO MAKE SURE THAT WE ARE CONSTANTLY COMPLIANT, WHATEVER. THE SYSTEM CAN'T FIX ITSELF BY GOING IN AND JUST MAKING ADJUSTMENTS, THEIR TEAM WILL ACTUALLY BACK US UP AND MAKE THOSE CHANGES FOR US. SO WE GET THE ALT TEXT WRONG. IF WE GET CONTRAST WRONG, IF WE GET SOMETHING ELSE WRONG, ALSO COMES WITH A LITTLE TOOL IN THE LOWER RIGHT HAND CORNER WHERE PEOPLE CAN SELF ADJUST FOR CONTRAST AND AND FONT SIZE AND THINGS LIKE THAT. THE OTHER THING, WHICH IS REALLY PROBABLY WOULD BE A NIGHTMARE IF WE HAD TO DO IT MANUALLY, IS DOC ACCESS, AND DOC ACCESS IS GOING TO DO ADA REMEDIATION ON ALL OF THE PDFS THAT WE HAVE UP ON THE WEBSITE. I'VE SEEN THE TOOL. IT'S ACTUALLY REALLY IMPRESSIVE. 
          IF YOU CAN'T MAKE OUT THE HANDWRITING, IT WON'T BE ABLE TO, BUT EVERYTHING ELSE, IT WILL MAKE ADA COMPATIBLE CHARTS THAT ARE IN PDFS, GRAPHS THAT ARE IN THERE. IT MAKES IT SO THAT SCREEN READERS CAN UNDERSTAND IT. SO THESE TWO, THESE TWO TOOLS WITH THE WEBSITE WE'RE GETTING WILL MAKE IT SO THAT WE HAVE A PRETTY STABLE SITUATION WITH THE WEBSITE. THERE ARE SOME MORE THINGS THAT NEED TO BE DONE WITH THAT. BUT JUST LIKE I SAID, I WANTED TO DO IN THE LAST THE LAST FISCAL YEAR AS A GOAL, WE'VE ACHIEVED A LOT BECAUSE WE HAVE BEEN BUILDING THIS WEBSITE. WE HAVE BEEN GETTING OTHER DEPARTMENTS TO DO ALT TEXT, BE VERY CONSCIENTIOUS ABOUT COLOR CONTRAST AND WHAT THEY'RE PUTTING OUT ON SOCIAL MEDIA. 
          BUT NOW WE GOT TO GO TO THE NEXT STEP. SO WE GOT TO GET THIS COMPLETE BEFORE APRIL 28TH. 
          CURRENTLY, THIS WAS AN IDEA THAT CAME OUT OF THE COMMUNITY ENGAGEMENT ADVISORY BOARD THAT I HAVE ADOPTED, WHICH IS THE NEW RESIDENTS GUIDE. I DON'T WANT TO OVERSELL IT, BUT WE'RE GOING TO TRY TO MAKE IT AS A COMIC BOOK. AND IT'S BEEN A FEW YEARS SINCE I PUBLISHED A COMIC BOOK, SO I'M KIND OF EXCITED TO MAKE A NEW ONE. AND THEN OF COURSE, WIN MORE AWARDS. SO I WANT TO JOIN THAT PARTY. MAYOR. MR. MAYOR, I JUST THANK I KNOW YOU'RE STILL PRESENTING. HAVE YOU LOOKED AT OR HAVE WE THOUGHT ABOUT FROM A MANAGEMENT PERSPECTIVE, ANY OF THESE. WHAT WE SEE THE EMERGENCE OF THESE GROUPS, THESE LIKE CHAT GROUPS THAT THAT ARE ONLINE WHERE YOU CAN SEE SUCH, YOU KNOW, SPECIAL PROJECTS, YOU CAN UPDATE INFORMATION AND IT COMPLIES WITH TOMA. HAVE YOU, MR. MANAGER, HAVE ANY OF YOU ALL SEEN ANY OF THAT AND THOUGHT ABOUT ANY OF ITS PRACTICALITY AND FEASIBILITY FOR US HERE OR. NO, I YOU KNOW, AS FAR AS I KNOW, OBVIOUSLY, OTHER THAN UTILIZING OUR SOCIAL MEDIA AND NEXT DOOR, ETC. BUT I'M NOT FAMILIAR WITH IT. WELL, I JUST GOT REALLY FAMILIAR WITH IT LAST WEEKEND. TML, NEW ELECTED OFFICIALS TRAINING THAT WE WERE GOING OVER. WE WERE GOING OVER. TOMA THERE IS A MR. MAYOR CONFLUENCE OF CITIES WHO ARE, WHO ARE, WHO ARE ARE MOVING IN THAT DIRECTION JUST AS ACCESS. 
          AND SO WE'RE ELECTED OFFICIALS CAN HEAR DIRECTLY FROM RESIDENTS AND WE CAN PROVIDE INFORMATION. IT'S MORE OF LIKE A WHAT YOU'RE SAYING, LIKE, YEAH. AND SO IT COMPLIES WITH EVERYTHING. AND I JUST WONDERED ABOUT IT SEEMED IT'S KIND OF LIKE A NEXT DOOR BROUGHT IN-HOUSE ALMOST OF SORTS. I'M NOT SAYING I ENCOURAGE THAT. I'M JUST WONDERING, ARE THERE 
          [04:50:04]
SIMILAR COMMUNICATION OPTIONS THAT WILL HELP ENGAGE OUR RESIDENTS? SO YOU LEARNED THAT AT A TRAINING, RIGHT? YES. OH, DML NEW NEW ELECTRIC NEW TRAINING WHICH IS STILL FUNDED. 
          SO. YOU DIDN'T TAKE AWAY. BUT AND ACTUALLY, BECAUSE AUSTIN HAS SOMETHING LIKE THAT. YEAH, THEY DO IT IN AUSTIN. SO AND WE DID HAVE SOME DISCUSSION. I THINK IT'S SOMETHING AS WELL TO LOOK INTO. WE DID HAVE SOME DISCUSSION ABOUT IT SEVERAL YEARS AGO, BUT ONE OF THE QUESTIONS WAS ABOUT MODERATION, RIGHT? SO THAT IT DOESN'T BECOME THAT. THAT'S WHAT I'M SAYING. SO I YEAH, I THINK IT'S AN OPPORTUNITY FOR ENGAGEMENT, BUT I THINK THAT WE HAVE TO PUT SOME, SOME, YEAH, SOME STRONG GUARDRAILS IN PLACE TO MANAGE FOR MODERATION. BUT JUST, JUST A WONDERING AS WE, AS WE GO DOWN THE ROAD OF LOOKING AT ACCESS, I MEAN, IN THE MEANTIME, WE THROUGH SPROUT SOCIAL AND THROUGH THE FACT THAT WE ARE MONITORING ALL OUR CHANNELS, WE ARE VERY AWARE OF WHAT THE COMMENTS ARE. WE ARE SHARING THEM WITH CITY ADMIN BECAUSE OF THE FACT THAT WE WANT THEM TO KNOW, ESPECIALLY IF THERE'S A HOT TOPIC. WE WANT THEM TO KNOW WHAT'S BEING SAID. SO WE'RE NOT MISSING THE CONVERSATION THAT IS HAPPENING. AND ONE OF THE GREAT THINGS WITH SPROUT SOCIAL DOES SOCIAL MEDIA TOOL, WE HAVE THE ABILITY ABILITY TO ALERT FOR DIFFERENT TOPICS SO THEY MAY NOT EVEN BE DIRECT COMMENTING ON A POST THAT WE PUT OUT, BUT THEY COULD BE, SAY, PLANNING A PARTY IN A PARK SOMEPLACE AND WE WOULD BE ABLE TO FIGURE OUT WHATEVER THE KEY WORDS ARE AND FIGURE OUT WHATEVER THE TOPICS ARE. I FORGOT TO GIVE YOU GUYS A COUPLE. HANG ON, HANG ON ONE SECOND. FIRST OFF, YOU SHOULD NOT BE THE SPOKESPERSON FOR MODERATION. OKAY? AND, MR. MCBURNETT, I'M SORRY. I CAN HOLD THAT. IT'S OKAY, I KNOW, I'LL COME BACK. YES, IT WILL. SO? SO WHAT? SHOULD HE BE A SPOKESPERSON? I'M SORRY. I'M ALREADY IN TROUBLE. YEAH, SO. IT CAN BE THAT. CLOSE THE CURRENT EVENT CALENDAR. OKAY. I WANT TO MAKE SURE I'M TALKING ABOUT THE SAME ONE THAT'S CURRENTLY ON OUR WEBSITE. SO THE CURRENT EVENT CALENDAR COST $22,000 A YEAR. THAT'S ONE OF THE REASONS TO CUT IT. THE SECOND AND ANOTHER COST THAT IS BEING THAT I WAS LOOKING AT IS DEVIN WITH THE EVENT PLANNING IS CURRENTLY USING EVENT. SHE'S SPENDING AN ADDITIONAL $4,000. 
          SHE SAID A PRODUCT CALLED EVENT. SO EVENT NE IS ALSO LIKE A EVENT TYPE, CALENDAR TYPE WEBSITE. THE REASON WHY SHE'S HAVING TO USE THAT IS THE EVENT CALENDAR THAT WE CURRENTLY HAVE DOES NOT HAVE ALL OF THE RESOURCES THAT SHE NEEDS TO BE ABLE TO PUT AN EVENT OUT. SO THINGS LIKE THE ABILITY TO COMMUNICATE WITH VENDORS, BE BEHIND THE SCENES WITHOUT HAVING TO PUT IT. SHE CAN PUT OUT MESSAGES TO VENDORS. THIS IS WHERE YOU'RE GOING TO BE SET UP. THIS IS WHO YOU CONTACT FOR HEALTH PERMITS AND ALL OF THESE DIFFERENT THINGS. OUR CURRENT CALENDAR DOES NOT HAVE THE ABILITY TO DO THAT. I WANT TO MAKE SURE I'M CLEAR BECAUSE BECAUSE I GO TO OUR WEBSITE, BECAUSE I'M TRYING TO SEE IF PARKS AND RECREATION HAS CONCERT AND IT'S HAPPENING, IT'S ON EVENT CALENDAR. THE MAYOR'S HAVING COFFEE WITH THE MAYOR. IT'S ON THE EVENT CALENDAR. AND IT'S, IT'S IT IT, IT'S NOT PERFECT BY ANY MEANS. 
          OKAY. YES, SIR. BUT BUT IT, IT DOES DO THAT. BUT HOW DOES WHAT DEVIN IS GOING TO BE USING HOW, HOW ARE WE DOING THAT? BECAUSE I KNOW THERE'S OTHER PLACES THAT WOULD POST SOMETHING. IF SOMEHOW THEY HAD ACCESS AS WELL AND THEY COULD POST. I'M HAVING DRAWING CLUB AT THE ART CENTER OVER HERE OR, OR WHATEVER. AND THAT WAS PART OF OUR EVENTS. SO. I THINK THE GOAL OF HAVING AN EVENT CALENDAR WAS TO SHOW WHAT WAS GOING ON IN THE CITY. SO WHETHER IT WAS IT WASN'T, IT WAS JUST AVAILABLE FOR THE CITIZENS IN GENERAL TO SEE WHAT'S HAPPENING IN THE CITY. 
          OR IT COULD BE TOURISTS FOR THAT. WELL AS WELL TOO. SO SO HOW IS THAT GOING TO BE? REPLACED TO HOW IS THAT GOING TO I MEAN, WHAT DEVIN'S USING, I DON'T KNOW IF THAT THAT WOULD CAPTURE. NO IT WON'T. THAT IS NOT THE GOAL IS TO GO TO WHAT SHE'S USING THIS NEW WEBSITE, WHICH IS THE WEBSITE THAT WE'RE LOOKING TO LAUNCH ON OCTOBER 1ST. IT IS ALREADY BUILT. WE'RE 
          [04:55:04]
JUST ON THE LAST LEG OF MIGRATING CONTENT TO IT. IT IS THE THE SITE MAP IS BASICALLY WE LAID IT OUT LIKE THE CURRENT WEBSITE SO THAT PEOPLE DON'T HAVE TO RELEARN WHERE EVERYTHING IS IN THE WEBSITE. IT'S UNDER A PHILOSOPHY OF RESIDENTS FIRST, BUSINESS SECOND, VISITORS THIRD, AND THEN GOVERNMENT IS OVER AT THE SIDE. TO ANSWER YOUR QUESTION, THIS WEBSITE COMES WITH A CALENDAR INCLUDED, NO ADDITIONAL CHARGE. IF WE HAD THE AUDIO, IF WE HAD THAT SUPPORT FROM THIS COMPANY, THAT CALENDAR WOULD BE SUPPORTED FOR ADA TWO. SO IF WE PUT UP SOMETHING THAT IS NOT ADA COMPLIANT, THEY WILL BE ABLE TO ASSIST ALERT US. FIX IT OR AUTOMATICALLY FIX IT SO THERE WILL BE A CALENDAR. IT WON'T LOOK LIKE THAT CALENDAR BECAUSE IT'S NOT DESIGNED TO LOOK LIKE SOCIAL MEDIA. IT'LL GO IT'LL BE A LITTLE BIT MORE LIKE THE CALENDAR THAT USED TO BE ON AN EARLIER VERSION OF THE WEBSITE, BUT NOT A WORDPRESS CALENDAR. BUT THERE WILL BE A THIS CALENDAR WILL INCLUDE, LIKE THE MOST RECENT EVENTS ON THE FRONT PAGE, AND YOU WILL BE ABLE TO GO OVER TO A SECOND CALENDAR TO SEE ALL OF THE DIFFERENT THINGS, BUT IT WILL BE INCLUDED WITH THE WEBSITE. OKAY, WE'RE NOT GETTING RID OF ACCOUNT. SO THIS IS A LOOK AT THE NEW ACCOUNT AT THE NEW WEBSITE. THE CALENDAR WILL BE IN THE SAME PLACE. WE WILL HAVE FEWER BUTTONS BECAUSE OF THE FACT OF THIS SITE DESIGN JUST HAS FEWER OF THESE QUICK LINKS. AGAIN, WE'RE GOING IN THE SAME ORDER RESIDENTS. USERS WILL BE ABLE TO CREATE A SIGN IN SO THAT YOU CAN DETERMINE WHAT YOU WANT TO GET ALERTS FOR. 
          I THINK I TOUCHED AT THE TOP ORIGINALLY. I AM SPOILING HER. SO YOU'LL BE ABLE TO CREATE AN ACCOUNT WITH THE WEBSITE. SO EVERY TIME THERE'S A NEWS POST, EVERY TIME WE POST A CITY MANAGER'S WEEKLY UPDATE, EVERY TIME WE PUT SOMETHING IN THE CALENDAR, YOU WILL GET A NOTIFICATION HOW YOU CHOOSE, USUALLY BY EMAIL, AND IT WILL. LET YOU KNOW OF ALL OF THOSE UPDATES AND LET YOU KNOW ABOUT. SO THE MENU LAYOUT IS GOING TO BE VERY SIMILAR TO THE ONE THAT WE CURRENTLY HAVE NOW. IT'LL HAVE LANDING PAGES ON THE WEBSITE THAT'LL LOOK SOMETHING LIKE THIS. AND WE CAN BASICALLY CUSTOMIZE TO A DEGREE TO BE FOR THAT BRAND AND THAT DEPARTMENT. 
          AND THEN THIS WILL BE THE MAIN CALENDAR, THE CENTRAL CALENDAR THAT WILL HAVE EVERYTHING, BUT IT CAN ALSO BE ONCE IT'S COMPLETED, IT'LL HAVE THE ABILITY TO FILTER IT DOWN TO WHAT YOU'RE SPECIFICALLY LOOKING FOR, OR TO BE ABLE TO SEE EVERYTHING THAT'S GOING ON IN THE CITY. AND THEN YOU HAVE THE ABILITY TO SEE BY LIST BY WEEK AND BY MONTH, WHICH IS A LITTLE BIT SIMILAR TO WHAT THE CURRENT CALENDAR DOES. THIS CURRENT CALENDAR WILL DO BY THE BIG LIST, OR IT'LL DO BY MONTH. ALEX, HOW MANY PEOPLE WOULD YOU OFTEN OR WOULD YOU HAVE EXTERNALLY POSTING SOMETHING ON THE EXISTING CALENDAR THAT WE'RE LOOKING TO MOVE AWAY FROM OR CALL IT? NOW? USUALLY WE HAVE SOMEBODY FROM EACH DEPARTMENT WHO HAS ACCESS TO THE WEBSITE TO BE ABLE TO POST THEIR MEETINGS AND SUCH. SO YEAH, LIKE EXTERNAL OUTSIDE OF THE CITY. OH, EXTERNAL USERS, I THINK WE'VE HAD THREE IN THE ENTIRE TIME. WE'VE HAD THIS, THIS CALENDAR. WE'VE HAD THREE PEOPLE AND I DON'T KNOW HOW MANY WOULD REALLY KNOW TO BE ABLE TO USE IT. AND THAT'S, BUT, BUT TO YOUR POINT, IT'S A LOW NUMBER. I WAS ALSO GOING TO ADD REAL QUICK TO ANSWER YOUR QUESTION. COUNCIL MEMBER MCBURNETT WITH DEVON'S CALENDAR EVENT, IT'S REALLY MORE OF AN EVENT MANAGEMENT SYSTEM. IT'S GOT THE CALENDAR. BUT THEN AS ALEX SAID, YOU KNOW, YOU MANAGE VENDORS WITH THAT. YOU ALSO MANAGE ALL THE VOLUNTEERS, YOU KNOW, WHETHER IT'S CITY STAFF, VOLUNTEERING OR STUDENTS OR WHOEVER. AND THEN IT, YOU KNOW, IT'S A REALLY NEAT TOOL THAT, YOU KNOW, FOR $4,000 THAT HELPS WITH MANAGEMENT. AND MY INTENTION WAS NOT TO TALK BAD ABOUT EVENT. NO, NO, NO, NO, NO, IT'S JUST THAT THE CURRENT, I THINK WHEN THE CURRENT EVENT CALENDAR WAS SOLD TO US, WELL, I THINK IT WAS THOUGHT THAT IT WOULD TAKE UP ALL OF THOSE ROLES TOO, THAT IT WOULD BE A PLACE WHERE WE COULD HAVE OUR BIG EVENTS SHOWCASE, AND IT JUST ISN'T CAPABLE OF PULLING IT OFF. I KNEW IT HAD ITS ISSUES AS WELL TOO, AND SO SEE SEVERAL YOU. YOU CAN TELL SOME OF YOU ARE. BUT COFFEE WITH THE MAYOR WOULD LINE UP, YOU KNOW, FOR A YEAR, RIGHT? AND THEN IT'S LIKE, OKAY, THIS IS OUT OF 
          [05:00:05]
SEQUENCE. THAT'S KIND OF OUT OF SEQUENCE. SOME STUFF COULDN'T GET OFF. YEAH. AND THAT LINE AND STUFF. BUT LIKE WITH THIS NEW CALENDAR, IF LET'S SAY THAT THE PROPERTY IMPROVEMENT PROGRAM HAD SOMETHING WHERE THEY WERE SEEKING VOLUNTEERS OR AT LEAST TRYING TO GET IT ON THE CALENDAR TO TRACK VOLUNTEERS, THEY WOULD HAVE THAT ABILITY. AND I CAN ALSO CREATE SOMETHING WHERE IF SOMEBODY, IF WE WANTED TO HAVE A PROGRAM WHERE EXTERNAL PARTIES WANTED TO ADD SOMETHING TO THE CALENDAR, WHERE WE COULD HAVE THE LANGUAGE BE ON THE CALENDAR PAGE SO PEOPLE COULD. BUT YEAH, IT SHOULD NOT BE HIDING ANYTHING. IT SHOULD NOT HAVE ALIGNMENT ISSUES OR ANY OF THOSE THINGS. ANY MORE QUESTIONS? COUNCIL COMMENTS. SO I KNOW YOU'RE SAYING THERE'S LOTS, LOTS OF SIMILARITIES BETWEEN WHAT'S GOING TO BE THE NEW WEBSITE AND THE WEBSITE, BUT IT SOUNDS LIKE THERE ARE SOME KEY DIFFERENCES. THERE ARE A LOT OF KEY DIFFERENCES. ONE, I THINK WE HAVE SUPPORT WITH THIS WEBSITE. THAT'S GOING TO BE A MAJOR THING. THE ABILITY TO GET NOTIFICATIONS, THE ABILITY TO ACTUALLY CREATE AN ACCOUNT AND DECIDE WHAT NOTIFICATIONS YOU WANT TO GET FROM WHERE THERE IS THAT TO A DEGREE WITH OUR CURRENT WEBSITE, BUT I THINK IT'S RESTRICTED TO ONLY THE DOCUMENT CONTAINERS. 
          PEOPLE CAN SUBSCRIBE TO THE DOCUMENT CONTAINERS AND SEE WHEN AN AGENDA IS ADDED IN THERE, BUT WE NO LONGER USE THAT SYSTEM THE SAME WAY. SO EVEN THAT PART IS NOT NOT REALLY BENEFICIAL TO ANYBODY. IF I GO AND I POST A CITY MANAGER'S WEEKLY UPDATE, WHICH I TRY TO DO, I DO IT ON OUR CURRENT WEBSITE THAN TO TRY TO KEEP UP AND KEEP MYSELF FROM HAVING TO GET TOO BURIED ON THE NEW ONE. I GO OVER THERE AND DO THAT RIGHT AFTER, AND AS I'M GOING TO POST, IT ASKS ME IF I WANT TO SEND OUT A NOTIFICATION TO ALL THE SUBSCRIBERS OR IF I MAKE AN UPDATE BECAUSE I SAW SOMETHING THAT DIDN'T QUITE WORK FROM ONE WEBSITE, I GO AND I UPDATE IT SAYS, DO YOU WANT TO SEND AN UPDATE TO ALL OF THE USERS? SO IT'S GOT THAT KIND OF ABILITY FOR THE COMMUNITY TO ACTUALLY NOT HAVE TO GO TO THE WEBSITE FOR EVERY TIME WE DO SOMETHING AND SEE IF WE MADE A CHANGE, BUT FOR THE WEBSITE TO ACTUALLY TELL THE COMMUNITY THIS CHANGE HAS BEEN MADE. AND THAT'S ONE OF THE BIG THINGS I WANT TO MAKE SURE IS THAT THE WEBSITE CAN ALSO BE TRANSLATED WITH THE AUDIO I. IT ALSO ADDS ALL THOSE THINGS. SO IT ACTUALLY OPENS DOORS THAT SOME PEOPLE ARE TRYING TO CLOSE. YEAH, WELL, THAT'S, THAT'S GOOD TO HEAR ALL OF THAT. AND A LOT OF WHAT I HEAR IS PEOPLE DON'T NECESSARILY LIKE HAVING TO GO TO THE WEBSITE AND TRY TO NAVIGATE IT. SO ONE, ONE OTHER QUESTION I HAVE IS, SO THIS IS, I THINK THE THIRD WEBSITE THAT WE'LL HAVE IN THE LAST 5 OR 6 YEARS. AND EVERY ONCE IN A WHILE, IF YOU SEARCH SOMETHING OR YOU TYPE IN CITY OF DUNCANVILLE, WHETHER IT TAKES YOU BACK, SOMETIMES YOU GO BACK TO A VESTIGIAL OR PAGE THAT NO LONGER. SO SOMETIMES YOU TYPE IN AND IT'LL TAKE YOU TO A PAGE FROM NOT THE CURRENT WEBSITE, BUT THE PREVIOUS WEBSITE, THE OLD BANNER THAT WE ALL WAS LIKE, WHY DO WE HAVE THIS BANNER FROM THE CITY THAT WE'RE NOT EVEN DUNCANVILLE? AND SO HOW DO WE PREVENT THAT AND MAKE SURE THAT WHEN PEOPLE ARE SEARCHING OUR WEBSITE OR LOOKING FOR THE WEBSITE, OR THEY TYPE IN CITY OF DUNCANVILLE, THAT THEY DON'T GO TO ONE OF THOSE OLDER PAGES THAT DON'T THAT WE'RE NOT ACTIVE ON ANYMORE. I CURIOUS HOW YOU FOUND AN OLD PAGE OF THE OLD WEBSITE BECAUSE THAT ONE SHOULD NOT EXIST ANYMORE. 
          OKAY. I MEAN, I DO HAVE THE BACKUP FILES IF I WAS EVER ASKED FOR A RECORD OF IT, BUT I DON'T KNOW HOW YOU WOULD BE ABLE TO GET TO THAT OLD WORDPRESS SITE. OKAY, SO I'D BE INTERESTED. I'M GOING TO, I'M GOING TO WIND UP DOING SOME GOOGLING AND SEEING IF I CAN FIND SOME OLD PAGES JUST TO TRY TO RECREATE WHAT YOU DID. YEAH. BECAUSE IT SHOULD NOT BE. I CAN UNDERSTAND A PAGE BEING BROKEN ON THE CURRENT WEBSITE, AND I HAVE SOME BROKEN PAGES THAT ARE ON THERE THAT I'M TRYING TO FIGURE OUT WHAT THEY ARE, BUT I INSTEAD, I WOULD LOVE TO BE ABLE TO RESOLVE THAT, BUT INSTEAD I'M HAVING TO FOCUS ON GETTING THIS DONE SO THAT WE CAN GO LIVE WITH THIS. AND HONESTLY, I WOULDN'T HAVE MADE THE MOVE TO DO ANOTHER WEBSITE EXCEPT FOR THE FACT OF COMMUNICATION WITH THE CURRENT VENDOR HAS BEEN. IT'S BEEN A CHALLENGE, AND WITH US NEEDING TO HAVE ADA COMPLIANCE, WE JUST IT'S JUST, IT'S NOT SOMETHING THAT I WANT TO DO. THE COMMUNITY. IT'S JUST SOMETHING THAT WE REALLY JUST NEED TO DO TO ACHIEVE THIS. WELL. ALL RIGHT. THANK YOU. THANK YOU, THANK YOU. HALFWAY THROUGH. 
          [05:05:05]
THAT, PRESS DOWN, PRESS DOWN, PRESS DOWN. ALL RIGHT. MAYOR AND COUNCIL, I AM HANNAH OLSEN, THE LIBRARY DIRECTOR. SUE CONSIDINE, OUR VICE PRESIDENT OF LIBRARY OPERATIONS FOR LIBRARY SYSTEMS AND SERVICES, IS HERE TODAY AS WELL. A HUGE PART OF WHAT WE DO RELIES ON OUR STAFF. AS YOU CAN SEE, THE BUDGET SUPPORTS THIS OPERATIONS EXPENSES RELATING TO PATRON FACING ACTIVITIES INCLUDING PROGRAMING, STAFFING, OUTREACH AND COMMUNITY ENGAGEMENT ARE REFLECTED IN THE CONTRACTUAL SERVICES AMOUNT HERE. I AM GOING TO LEAVE, AS I JUST MENTIONED, THE CONTRACTUAL SERVICES WITH ELLISON'S MAKE UP, THE MAJORITY OF THE LIBRARY BUDGET, THE CITY RECEIVES REVENUE FROM USER FEES, WHICH COVERS COSTS FOR SERVICES LIKE PRINTING AND FAXING. AND AS YOU KNOW, THE CITY HAD TO ACCOUNT FOR A BUDGET DEFICIT. AS A RESULT, THE NEW MATERIALS BUDGET IS BEING REDUCED BY $35,000 FOR FISCAL YEAR 27. THE MEASURES YOU SEE HERE ARE TYPICAL LIBRARY KPIS AND SHOW SUSTAINED GROWTH. AND AS WE JUST MENTIONED, THE MATERIALS BUDGET HAS BEEN REDUCED AS FAR AS CHALLENGES. LEGISLATION HAS BEEN INTRODUCED, WHICH MAY IMPACT COLLECTION, DEVELOPMENT AND ACCESS TO LIBRARY MATERIALS FOR MINORS. ELLISON'S IS MONITORING THESE AND HAS PROVIDED A REPORT TO CITY MANAGEMENT. SO FAR, NO LEGISLATION HAS BEEN PASSED THAT AFFECTS PUBLIC LIBRARIES IN TEXAS. WE DO PLAN TO PURSUE GRANTS AND SPONSORSHIPS THIS CALENDAR YEAR. WE HAVE APPLIED FOR FOR GRANTS SO FAR. ON THE RIGHT ARE OUR ACCOMPLISHMENTS. WE ARE VERY PROUD OF OUR PROGRESS IN FISCAL YEAR 26, WHICH IS HIGHLIGHTED HERE. AND THIS IS OUR INITIATIVES AND WORK PLAN FOR FISCAL YEAR 27. EACH ITEM BELOW IS IN ALIGNMENT WITH THE RECOMMENDATIONS FROM THE COMMUNITY NEEDS ASSESSMENT. A TOP PRIORITY IS TO CREATE MORE SPACE FOR PEOPLE, ENGAGEMENT AND INTERACTION. SO IF YOU HAVE ANY QUESTIONS. SUE AND I ARE BOTH HERE TO ENTERTAIN THOSE. HOW MUCH WILL SHARE? SO THE 35000 REDUCTION IN MATERIALS. SO HOW MUCH WERE WE SPENDING ON NEW BOOKS? 90,000 WAS LAST YEAR'S BUDGET. AND THAT WAS THE INITIAL AMOUNT IN THE BUDGET FOR THIS YEAR. AND THEN IT WAS REDUCED BY 35,000 TO 55,000. AND THE BUDGET PRESENTED. SO TELL ME AGAIN WHY. SO JUST TO CUT, I MEAN, JUST TO CUT OR WAS THERE NO NEED TO CITY CITY ADMINISTRATION SPEAK TO THAT MEETING WITH EVERY DEPARTMENT. 
          YOU KNOW, THE LIBRARY OFFERED TO HAVE THAT CONVERSATION WITH US AS WELL AS WE KNOW THAT WE HAVE THE CONTRACT MAINLY. SO THAT IS WHAT WE CAME UP WITH IS TO REDUCE THE MATERIAL BUDGET, BECAUSE THAT'S THE ONLY THING THE CITY CONTINUES TO PAY FOR OUT OF THEIR BUDGET. RIGHT. WAS THAT BASED ON THE THREE YEAR TREND, OR WAS THAT JUST A 35 TO A GOOD NUMBER? WE BASICALLY WE BASICALLY LOOKED AT A 5% CUT FOR EACH DEPARTMENT AND THEN, YOU KNOW, L, S, AND S WAS WILLING TO MEET WITH US, INCLUDING THEIR CFO. AND, YOU KNOW, WE ENDED UP COMING UP WITH, WITH THIS, THIS NUMBER HERE. AND THE HOPE IS, IS IN FUTURE YEARS, WE CAN CATCH THAT BACK UP AGAIN SHOULD OUR CONDITIONS CHANGE. BUT THEY WERE WILLING TO PARTNER WITH US, YOU KNOW, ON THIS FOR THIS UPCOMING YEAR. SO. WHAT DO WE LOSE BY THAT 35000. SO THE BOOKS AND MATERIALS RIGHT. I MEAN, I THINK WE HAVE AN ANSWER HERE. I DO, I DO, WE ARE PUTTING SOME CREATIVE ALTERNATIVES OR SOLUTIONS INTO PLACE. WE DO HAVE SOME FUNDING SOURCES THAT WE FEEL FOR THE UPCOMING FISCAL YEAR CAN MAKE UP THAT $35,000. AND TO MARK'S POINT, IN FUTURE YEARS, FISCAL YEAR 2028, ETC. WE WOULD LOVE TO SEE THE CITY BE ABLE TO REINVEST INCREMENTALLY TO GET US BACK TO THE $90,000, SO THAT WE ARE QUITE CONFIDENT THAT WE'LL BE ABLE TO FIND THAT $35,000 FOR FISCAL YEAR 27 TO KEEP US AT 90,000. BUT WE DID NEED TO SHOW GOOD FAITH AND MAKE THAT CUT. WE HAVE A CFO ON BOARD. I MEAN, WE HAVE ONE. I'M NOT SAYING, BUT IN THIS CASE. BUT I DON'T KNOW. SHE ANSWERED YOUR QUESTION. I THINK SHE DID. 
          WELL. SO WHAT. SO WE $35,000. SO THE BOOKS THAT I ASKED ABOUT. SO AND THEN MATERIALS. WHAT EXACTLY DOES THAT INVOLVE? BOOKS AND MATERIALS ARE THE SAME THING. BOOKS AND MATERIALS. 
          YEAH. BOOKS ARE MATERIALS. OKAY. SO IT'S JUST BOOKS. NO, IT'S BOOKS. IT'S DVDS. IT'S ALL THE PHYSICAL MATERIALS, THE E-RESOURCES, IT'S THE DATABASES. BUT THE GOOD THE GOOD ANSWER IS 
          [05:10:05]
THERE'S OPTIMISM THAT WE CAN REPLACE THAT. ABSOLUTELY. YES. YOU HAVE OTHER MEANS, BUT IT'S, IT'S, IT'S NOT THE GRANTS. IT'S MORE THE SPONSORSHIPS. HANNAH. YOU'RE EXPLORING VARIOUS AVENUES. SO THE GRANT THAT WE JUST APPLIED FOR TWO GRANTS THIS YEAR THAT WERE COLLECTION DEVELOPMENT RELATED. THE FIRST ONE WE DID NOT RECEIVE, BUT IT'S, IT'S A TEXAS BOOK FESTIVAL GRANT. AND LIBRARIES ARE ENCOURAGED TO APPLY FOR IT EVERY YEAR. WE JUST APPLIED FOR A PIZZA HUT SLICE OF LITERACY GRANT, AND THAT REQUEST THAT WE MADE WAS TIED TO COLLECTION AS WELL. SO THERE ARE OTHER GRANTS THAT WE CAN LOOK FOR FOR THAT. THERE'S ALSO SOME POTENTIAL SPONSORSHIP OPPORTUNITIES THAT WE'VE BEEN APPROACHED ABOUT. AND WE ARE WE ARE CURRENTLY LOOKING AT, YOU KNOW, WHAT ARE THE PRIORITIES, WHAT WHAT SHOULD WE ASK FOR FIRST? WHO SHOULD WE ASK? LIKE, WHAT'S THE BEST USE OF THESE RESOURCES? AND THAT'S WHAT WE'RE WORKING THROUGH RIGHT NOW. AND AT THE TOP OF THAT PRIORITY LIST IS THIS $35,000 TO ENSURE THAT WE CAN FIND A MECHANISM FOR FISCAL YEAR 2027 TO MAKE UP FOR THAT $35,000 THAT WILL BE REDUCED DUE TO THE 5% BUDGET. AND I DO APPRECIATE THE FACT THAT YOU'RE WILLING TO CUT AND TRY TO MAKE THIS A TEAM EFFORT AND STUFF. YET WHEN YOU HAVE SOMETHING THAT'S THAT'S TRENDING ON AN UPWARD SCALE, I'M NOT AS HAPPY WHEN IT'S LIKE, YOU KNOW, IT'S SOMETHING WHERE YOU HAVE MORE PEOPLE INVOLVED IN THAT. AND NOW YOU'RE SAYING, LET'S SCALE THIS. BUT AGAIN, YOU'RE HAVING ANOTHER REVENUE COMING IN POTENTIALLY TO HELP OUT. YES. THANK YOU. YOU KNOW, ONE, WHEN WE THINK ABOUT LIBRARIES, WHEN WE THINK OF, YOU KNOW, WHEN WE THINK ABOUT CITY SERVICES, SO MANY OTHER CITY SERVICES, PEOPLE CAN'T SEE, TOUCH AND FEEL AND EXPERIENCE AND INTERACT WITH LIBRARIES IS ONE OF THEM. SO I GUESS MY, MY QUESTION JUST GENERALLY IS, AND I KNOW THAT WE CAN RECOVER MAYBE IN SUBSEQUENT YEARS, BUT FROM AN ACQUISITION PERSPECTIVE, AS YOU THINK, YOU KNOW, IN THE PAST AND YOU THINK IN THE FUTURE ABOUT, YOU KNOW, STACKS AND, AND ARE YOU TRYING TO MOVE MORE TOWARDS DIGITAL STACKS? WHAT DOES SUCH AN IMPACT HAVE TO YOUR ACQUISITION STRATEGY FOR, FOR BOOKS AND MATERIAL WITHIN THE LIBRARY? WHAT IMPACT DOES THE CUT HAVE TO THE STRATEGY? YEAH. SO ONE OF THE THINGS ALLISON ASKED PROVIDES IS A SOFTWARE CALLED LIBRARY IQ, AND THAT GIVES US VERY DETAILED USAGE DATA FOR OUR COLLECTIONS. 
          AND SO WE WILL BE LOOKING AT THAT DATA AS WE DETERMINE THE INITIAL, YOU KNOW, WHAT WE'RE DOING WITH THE 55,000. WE'LL USE THAT DATA TO PRIORITIZE WITH THE MONEY WE KNOW WE HAVE RIGHT NOW. AND THEN AS WE FIND OTHER SOURCES OF FUNDS, WE WILL THEN USE THAT DATA TO MAKE THOSE DECISIONS AS TO WHAT WHAT TO FUND NEXT AND SO FORTH. SO IN OTHER WORDS, YOU'RE GOING TO USE YOUR INTELLIGENCE TO HELP FURTHER MITIGATE OR MINIMIZE THE IMPACT TO A PATRON BY LOOKING AT UTILIZATION AND BEING ABLE TO RECOVER FROM THAT. OKAY. THANK YOU. MAYOR, I JUST WANT TO POINT OUT, BECAUSE THIS 5% CUTS ACROSS ALL DEPARTMENTS, RIGHT? THAT'S WHAT THAT WAS OUR GOAL. THAT WAS THE GOAL, RIGHT? FOR FOR ALL DEPARTMENTS. AND THAT BECAUSE I KNOW THAT THERE ARE OTHER CITIES THAT THEY'RE LOOKING AT THE LIBRARIES AND THEY'RE TELLING LIBRARIES TO MAKE CUTS AND REDUCTIONS. OR MAYBE WE MAY OR MAY NOT NEED THIS LIBRARY. THAT'S NOT THE CASE HERE AT ALL. RIGHT? THIS IS JUST A CITY WIDE DEPARTMENTAL REDUCTION. AND SO THEY'RE WORKING WITH IT JUST LIKE EVERY OTHER DEPARTMENT. YOU'RE GOING TO USE DATA TO MINIMIZE. YEAH. AND AGAIN ALLISON'S DIDN'T HAVE TO DO THIS. YOU KNOW, WE WE JUST WE HAD A CONVERSATION WITH THEM AND THEY, THEY STEPPED UP AND THEY WERE WILLING TO PARTNER WITH US ON THIS. AND IT'S JUST A RECOMMENDATION AT THIS POINT TO HELP US, YOU KNOW, BRIDGE THE OVERALL GAP THAT THAT, YOU KNOW, THE TWO POINT, YOU KNOW, $2 MILLION GAP THAT WE WERE TRYING TO ADDRESS, WHICH IS ROUGHLY 5% OF OUR GENERAL FUND BUDGET, WHICH. 20%. I THINK YOU. 
          HELLO AGAIN. SPEAKING ON THE FISCAL SERVICES DEPARTMENT, SPECIFICALLY, JUST HIGHLIGHTING WHAT I GUESS THE VARIOUS AREAS OF FISCAL SERVICES. FIRST OF ALL, BUDGET DEVELOPMENT AND FINANCIAL PLANNING. AND THAT PROCESS IN TERMS OF OUR STRATEGIC PLANNING WITH OUR SISTER DEPARTMENTS ON CURRENT YEARS, AS WELL AS TRYING TO PLAN OUT FOR FUTURE YEARS AS WELL, ALSO IN THE AREAS OF ACCOUNTING AND FINANCIAL REPORTING THAT TEAM HANDLES OUR 
          [05:15:01]
CASH MANAGEMENT. SO TREASURY INVESTMENTS, ALSO OUR ACCOUNTS RECEIVABLE AND PAYABLE AREAS. 
          THEY ALSO LEAD OUR AUDIT AS WELL AS THE INFORMATION THAT GOES INTO THE QUARTERLY REPORTS THAT WE PRESENTED THAT JENNIFER PRESENTS TO COUNCIL. ALSO ON THE AREAS OF PROCUREMENT OVERSIGHT AS IT RELATES TO OUR COMPETITIVE BIDDING PROCESS, AS WELL AS OUR CONTRACT COMPLIANCE WITH ALL THE CONTRACTS AND AGREEMENTS THAT THE CITY HAS ON OUR MUNICIPAL COURT SIDE WITH THAT MANAGEMENT, CERTAINLY THE ADMINISTRATIVE SUPPORT, THE ACTUAL SUPPORT AROUND OUR ACTUAL COURT DAYS, WHICH HAPPEN ON WEDNESDAYS, OUR CUSTOMER SERVICE AREA THAT'S IN THE WING TO MY LEFT, BUT ALSO PROCESSING CITATIONS AND FEES THAT THEY HELP TO HANDLE AS WELL. 
          CERTAINLY IN THAT SAME WING AS MUNICIPAL COURT, WE HAVE OUR UTILITIES, CUSTOMER SERVICE, OR OUR UTILITY BILLING SECTION THAT HANDLES OUR WATER BILLS THAT GO OUT TO OUR CUSTOMERS. 
          SO THEY HANDLE THE IN-PERSON VISITS, BUT ALSO HANDLE, YOU KNOW, ANY CUSTOMER SERVICE IN TERMS OF OVER THE PHONE AND DIRECTING PEOPLE THAT THEY CAN MAKE PAYMENTS OVER THE PHONE, BUT THEY CAN ALSO MAKE PAYMENTS VIA THE WEB. CERTAINLY JUST FROM A MEASURABLE STANDPOINT STANDPOINT, OUR MAIN MEASURABLES ARE WHETHER OR NOT WE'RE MEETING OUR REPORTING DEADLINES, EITHER THAT WE HAVE FOR STATE LEVEL OR OTHERWISE, BUT THEN ALSO OUR AUDIT OUTCOMES IN TERMS OF WHAT THE RESULTS WERE IN TERMS OF OUR EXTERNAL AUDIT FOR OUR FINANCIAL REPORT. LOOKING AT OUR BUDGET PERFORMANCE. SO WE ON AVERAGE, WE SPEND 95% OF OUR BUDGET. WE DO NOT ANTICIPATE THAT TO CHANGE HERE IN FISCAL YEAR 2026. SO DID WANT TO HAVE THAT THAT SLIDE IN CERTAINLY FROM A BUDGETARY STANDPOINT. AGAIN, JUST GOING ALONG WITH THE DISCUSSION ON WHERE OUR HISTORICAL SPEND HAS BEEN RELATIVE TO OUR PROPOSED OR OUR ASS NUMBER THAT WE SPENT, WE'VE DONE VERY WELL IN TERMS OF BEING IN OUR BUDGET ZONE. AND AGAIN, WE ANTICIPATE BEING AROUND THAT 95% NUMBER AT THE END OF FISCAL YEAR 26. LOOKING AT SOME SOME HIGHLIGHTS OF THE 27 BUDGET, SOME OF OUR LARGER DOLLAR AMOUNT ITEMS THAT ARE IN THERE, OUR THE THE CITY'S PORTION OF THEIR COST SHARE FOR THE EXPENDITURES FOR THE DALLAS CENTRAL APPRAISAL DISTRICT THAT'S INCLUDED IN FINANCES BUDGET, OUR PAYMENT OUT, I APOLOGIZE, THERE'S AN EXTRA ZERO SHOULD BE 53,560. SO SO APOLOGIZE FOR THAT. BUT THE EXPENDITURE THAT GOES OUT TO BROWN AND HILL, WHO IS OUR EXTERNAL AUDITOR THAT'S HOUSED IN OUR DEPARTMENT AS WELL AS THE CITY'S PORTION OF THE COLLECTION FEES THAT ARE DONE FOR US BY DALLAS COUNTY, AS WELL AS ON THE MUNICIPAL COURT SIDE, THE EXPENDITURES THAT ARE RELATED TO OUR PRESIDING JUDGES AND OUR PROSECUTOR CALLS OVERALL, OUR BUDGET WAS REDUCED. 
          OUR 27 BUDGET VERSUS THE 26 BUDGET WAS REDUCED BY 2%, WHICH AMOUNTS TO A LITTLE MORE THAN $50,000. IN TERMS OF SOME CHALLENGES FOR OUR DEPARTMENT. FIRST BULLET POINT I HAD WAS INFLATIONARY PRESSURES ON OPERATING COSTS. SO AGAIN, AS WE'VE BEEN TALKING THROUGHOUT THIS BUDGET PRESENTATION, AS OUR EXPENDITURES AND THOSE COSTS CONTINUE TO RISE AT A RATE ABOVE WHAT OUR REVENUE POINTS ARE, CERTAINLY INCREASING COMPLIANCE AND REPORTING REQUIREMENTS. WE'RE CONTINUING AS OTHER DEPARTMENTS AS WELL, BUT CONTINUING TO HANDLE MORE REQUESTS IN TERMS OF MORE REPORTING, MORE COMPLIANCE, MAKING SURE THAT WE'RE IN LINE WITH WHERE WE NEED TO BE AS A DEPARTMENT. FRAGMENTED FINANCIAL SYSTEMS. WHAT I MEAN BY THAT IS, IS WE HAVE A LOT OF SOFTWARE PROGRAMS THAT THE CITY ENGAGES AND 
          [05:20:08]
IMPLEMENTS. AND SO FROM THE FINANCE PERSPECTIVE, NOT ALL OF THEM VERY EASILY TALK TO OUR MAIN ERP SYSTEM. SO DEFINITELY FROM A DELEGATION OF TIME, IT PRESENTS SOME CHALLENGES IN TERMS OF OUR CONTINUED KNOWLEDGE AND EDUCATION OF THESE NEW SYSTEMS AND HOW, WHAT ADJUSTMENTS WE MAY NEED TO MAKE ON SOME OF THE AREAS THAT DON'T AUTOMATICALLY SYNC OR LINE INTO OUR ERP SYSTEM. AND FINALLY, A CHALLENGING, AGAIN, NOT UNIQUE TO FISCAL SERVICES, BUT STAFFING AND, AND TYLER TYLER RETENTION. THIS COUNCIL KNOWS NOT STUMPED ABOUT THE ROCK STARS THAT WE'VE HAD AND THAT WE DO HAVE IN OUR DEPARTMENT. AND SO WHAT COMES ALONG WITH THAT IS OPPORTUNITIES THAT MAY CARRY THEM TO AREAS OUTSIDE OF THE DOORS OF DUNCANVILLE. AND SO AGAIN, HOW IS THE THE GIFT OF HAVING THAT ROCK STAR CHALLENGE TALENT DOES PRESENT THE CHALLENGE OF RETAINING THAT TALENT. CERTAINLY ON THE OPPORTUNITY SIDE, PROCESS AUTOMATION AND DIGITAL TRANSFORMATION. TALK ABOUT IT ON ANOTHER SLIDE. BUT IT'S AN OPPORTUNITY FOR US AS WE CONTINUE TO LOOK AT WAYS THAT WE CAN GET LEANER, WAYS THAT WE CAN LEVERAGE OUR SYSTEMS BETTER. AND CORT SPECIFICALLY IS AN AREA THAT THAT WE'RE LOOKING AT AS WE CONTINUE INTO 27 ENHANCED ANALYTICS AND DASHBOARDS. WE'LL TALK ABOUT THAT ON THE COMING SLIDE. BUT OUR USE OF OPEN GOV IS THE, THE, THE MAIN DRIVER BEHIND THAT, THAT BULLET POINT IMPROVED INTER-DEPARTMENTAL TRAINING AND SUPPORT. WE, WE, WE'VE TAKEN A LOT OF STRIDES THIS YEAR IN TERMS OF OUR COMMUNICATION WITH OTHER DEPARTMENTS AND MAKING SURE THAT OUR DISCUSSIONS ARE MORE PROACTIVE SO THAT IF THINGS ARE COMING UP, WHETHER THEY'RE BUDGETARILY OR JUST PROCESS WISE OR PEOPLE WISE, THAT WE'RE ABLE TO PIVOT IN SUCH A WAY THAT IT DOES NOT INTERRUPT OPERATIONS EITHER FOR THEM OR FOR US. AND THEN FINALLY, STRENGTHENING INTERNAL CONTROLS AND RISK MANAGEMENT, JUST LOOKING INWARD IN TERMS OF SOME OF OUR PROCESSES. AND NOW THAT WE'RE CAUGHT UP AS IT RELATES TO WHERE WE WERE WITH AUDITS, FOR EXAMPLE, WHEN I FIRST ARRIVED, THERE'S MORE OPPORTUNITY TO, TO, TO, TO HAVE A DEEPER DIVE INTO SOME OF OUR PROCESSES, TO SEE WHERE WE CAN EITHER EDIT, IMPROVE, OR TRANSFORM. WE'LL START ON THE RIGHT SIDE IN TERMS OF OUR ACCOMPLISHMENTS. FIRST OF ALL, COMPLETING THE FY 25 AUDIT ON TIME. THAT WAS OUR SECOND CONSECUTIVE YEAR OF BEING ABLE TO DO THAT, WHICH WAS A BIG ACCOMPLISHMENT ACCOMPLISHMENT, PARTICULARLY WHERE THINGS WERE LIKE WHEN I FIRST ARRIVED AS AN EXAMPLE, ALSO SUCCESSFULLY PROPOSING AND PASSING LAST YEAR'S BUDGET. AND HOPEFULLY WE'LL BE ABLE TO HAVE THAT BULLET POINT FOR NEXT YEAR AS WELL. ONE WANTED TO ALSO HIGHLIGHT OUR LAUNCH OF OPENGOV. AS WE HAVE HAVE HEARD, THE THE MESSAGE THAT THAT HAVE COME FROM YOU ALL FROM FROM CITY COUNCIL AS WELL AS THE COMMUNITY AS IT RELATES TO HAVING THE ABILITY TO, ONE, BE MORE TRANSPARENT IN TERMS OF WHAT'S GOING ON FROM THE FINANCIAL DASHBOARD AND BEING ABLE TO KEY IN ON DIFFERENT FUNDS OR DIFFERENT DEPARTMENTS. I THINK THAT WAS A SUCCESSFUL LAUNCH. AND AGAIN, LOOKING AT WAYS THAT WE CAN CONTINUE TO. MAYOR, WE'VE GOT THREE OF US. TIME OUT. OKAY, OKAY. SORRY. 
          OKAY. I'M SORRY. I'LL TELL YOU LATER. FOOT IN THE DOOR. THAT'S ALL RIGHT. I'M WAITING FOR THAT TO HAPPEN. I KNEW EVENTUALLY WE'RE GOING TO CROSS OVER. OKAY. AND ONE OF THE OTHER THINGS THAT WE WERE SUCCESSFULLY ABLE TO ACCOMPLISH IS ENHANCING OUR VENDOR MANAGEMENT AND CONTRACT OVERSIGHT. SO SPECIFICALLY IN OUR PROCUREMENT AREA, AS WE WERE CLEANING UP OUR FILES, BOTH ELECTRONICALLY AS WELL AS IN OUR ERP SYSTEM, AND BEING ABLE TO HAVE QUICKER REACTION 
          [05:25:07]
TO WHERE WE WERE TIMING WISE WITH RESPECT TO CONTRACTS. SO WE DID NOT HAVE ANY REREDUCED THE THE POTENTIAL TO HAVE GAPS IN ANY OF OUR AGREEMENT TIMETABLE OR CONTRACT TIMETABLE ON THE LEFT SIDE, IN TERMS OF OUR INITIATIVES AND WORK PLANS, TALKED ABOUT STRENGTHENING OUR INTERNAL CONTROLS. WE WANT TO CONTINUE TO IMPROVE OUR CROSS DEPARTMENT TRAINING. SO, YOU KNOW, WE'RE LOOKING AT WHAT SOME OF OUR FREQUENTLY ASKED QUESTIONS ARE THAT COME IN FROM DEPARTMENTS AND USING THAT INFORMATION TO, FOR US INTERNALLY WITHIN THE DEPARTMENT TO LOOK AT WHAT TOPICS THAT WE COULD OFFER, TRAININGS FOR OTHER DEPARTMENTS. 
          AGAIN, JUST LOOKING AT AREAS TO IMPROVE FOR US AND THEN HELPING DEPARTMENTS TO IMPROVE THAT, THAT ULTIMATELY HELP US OUT IN FINANCE, TALKED ABOUT INCREASING OUR FOOTPRINT IN IN OPENGOV, JUST CONTINUING TO LEVERAGE THAT MODULE AND THAT DASHBOARD THAT CAN BETTER SERVE US INTERNALLY AS WELL AS EXTERNALLY AS IT RELATES TO THE NUMBERS ADVANCING OUR DIGITAL TRANSFORMATION. WE'VE TALKED ABOUT SOME OF THE THINGS IN TERMS OF THE THE CITATIONS AND OFFENDERS RECEIVING REMINDERS OF THOSE CITATIONS AND HAVING AN OPPORTUNITY FOR THEM WHEN THEY RECEIVE IT. THERE'S A LINK FOR THEM TO MORE EASILY BE ABLE TO PROCESS FOR PAYMENT, BUT ALSO ADDITIONAL COURT SERVICES, VIRTUAL COURT, SOME OTHER OPTIONS THAT THAT MUNICIPAL COURT IS WORKING THROUGH WITH RESPECT TO THAT. AND THEN FINALLY, ALIGNING BUDGET DEVELOPMENT WITH LONG RANGE STRATEGIC AND CAPITAL PLANNING. AND THAT WAS KIND OF MY FANCY WAY OF SAYING THAT AS WE CONTINUE TO DEAL WITH OUR BUDGET CHALLENGES, THAT WE MAKE SURE THAT WE HAVE AN EYE ON DISCUSSIONS BOTH AT THE COUNCIL LEVEL AS WELL AS THE COMMUNITY LEVEL, THAT REALLY GET INTO A PRIORITY BASED BUDGETING FORMAT, BECAUSE THE REALITY IS, YOU KNOW, OUR REVENUE, WHILE WE'LL CONTINUE TO PUSH FOR ADDITIONAL REVENUE SOURCES, YOU KNOW, BASED ON THE INFORMATION THAT WE HAVE, WE KNOW THAT THE EXPENDITURE TREND IS GOING AT A RATE THAT'S EXCEEDING THE REVENUE TREND. AND SO REALLY UNDERSTANDING WHAT THE TRUE PRIORITIES ARE FIRST, FROM YOU ALL IN A IN A LEADERSHIP POSITION, BUT ALSO FROM A COMMUNITY PERSPECTIVE. I HAVE ONE MORE POINT. AND THAT WAS GOING BACK TO THE FIRST SLIDE, AND I APOLOGIZE FOR MISSING IT DOWN AT THE AT THE I'M SORRY, I'M JUST KIND OF. CAN I CHANGE IT? YEAH, I APOLOGIZE. YOU KNOW, JUST X OUT. TRY AGAIN. FOR THOSE IN. I WANTED TO GO BACK TO THE TO THE FTE COUNT. THERE WAS A QUESTION MISS GOODEN HAD AS IT RELATED TO THAT SPECIFICALLY WITH OUR DEPARTMENT. SO OUR FTE COUNT FOR FISCAL YEAR 27 THAT WE HAVE IN THE PROPOSED IS 25. IT'S THE SAME NUMBER THAT WE'VE HAD PREVIOUSLY. SO WITHIN THE BREAKDOWN OF THAT, WE ACTUALLY HAD A RECLASSIFICATION RECLASSIFICATION OF ONE OF OUR POSITIONS. AND SO FROM MY PERSPECTIVE, BASED ON THE NEEDS THAT I WAS FORECASTING FOR THE DEPARTMENT, AS WELL AS LOOKING AT, YOU KNOW, CONTINUED GROWTH OF THE DEPARTMENT AND INDIVIDUALS WITHIN THE DEPARTMENT, THERE WAS AN OPPORTUNITY WHEN I WAS DOING HIRING FOR MY ASSISTANT DIRECTOR THAT I ACTUALLY ALSO HAD A PROMOTION OF MISS JENNIFER ODY. SO YOU'LL SEE THAT THE BUDGET ADMINISTRATOR LINE WENT FROM 1 TO 0. AND PART OF THAT WAS IN ADDITION TO WHAT JENNIFER DOES WITH THE BUDGET AND WHAT SHE'S CONTINUING TO DO, AND SOME OF THE AREAS THAT WE'RE LOOKING AT IN TERMS OF MORE ENGAGEMENT, NOT ONLY INTERNALLY WITH OTHER DEPARTMENTS, BUT LOOKING AT WHAT WE WANT TO FORECAST TO DO EXTERNALLY IN TERMS OF INCREASING OUR COMMUNITY ENGAGEMENT AS WELL, AND HER 
          [05:30:02]
TAKING THE LEAD ON THAT. SO LOOKING AT INCREASED OPPORTUNITIES FOR HER, I DEFINITELY WANTED TO HAVE THAT POINTED OUT THAT, AGAIN, WHEN LOOKING AT THE FTE HOLISTICALLY, THE NUMBER IS FLAT VERSUS LAST YEAR, AS WELL AS IT BEING NOT ONLY BUDGET NEUTRAL, BUT OVERALL WE HAVE A REDUCTION IN OUR OVERALL EXPENDITURES. YES, MA'AM. I'M SORRY. THANK YOU FOR SAYING THAT. SO I DID SEE THAT WE HAVE ADDED AN ADDITIONAL ASSISTANT DIRECTOR FOR THE DEPARTMENT. SO NOW THAT'S TWO. AND THEN WE ALSO UPGRADED ANOTHER POSITION FOR ACCOUNTING SUPERVISOR THAT WASN'T INCLUDED IN THE FISCAL YEAR 26. BUT THE SALARY SEEMED TO HAVE DECREASED IS WHAT WE'RE PROPOSING FOR FISCAL YEAR 27. YES, MA'AM. SO COULD YOU SPEAK TO HOW WE WERE ABLE TO ADD AN ASSISTANT DIRECTOR, UPGRADE A POSITION FROM AN ACCOUNTANT, I WOULD ASSUME, TO ACCOUNTANT SUPERVISOR, BUT STILL FALL BELOW THE SALARY FROM LAST YEAR. 
          SO WHAT? SO WHAT WE DID WITH THE ACCOUNTANT AREA, SPECIFICALLY MISS GOODEN, IS WE HAD ONE OF THE ACCOUNTANT POSITIONS GET PROMOTED IN FROM WHAT WOULD HAVE AMOUNTED TO A SENIOR ACCOUNTANT INTO AN ACCOUNTING SUPERVISOR. THE OTHER ACCOUNTING POSITION WOULD BE DOWNGRADED, AND FROM MORE OF A SENIOR ACCOUNTANT TO JUST A JUST AN ACCOUNTANT POSITION. SO IT WAS A COMBINATION OF THAT AS WELL AS OTHER ALSO, WE WERE ABLE TO ACCOUNT FOR THE. 
          ASSISTANT DIRECTOR POSITIONS WHILE STILL BEING MINDFUL OF THE BUDGET, BECAUSE THAT WAS ONE THING THAT I WAS LOOKING TO DO WAS TO TRY TO FORECAST WHAT MY NEEDS WOULD BE, NOT ONLY IN 27, BUT IN SUBSEQUENT YEARS, WHILE ALSO BEING RESPECTFUL OF THE FACT THAT WE NEEDED TO MAKE SURE THAT WE WERE WITHIN THE BUDGET. SO BASED ON THOSE, THOSE FACTORS AND HOW SOME OF THOSE THOSE NUMBERS CAME IN, IT ACTUALLY HAD A SLIGHT IT WASN'T MUCH, BUT IT WAS A SLIGHT REDUCTION. OKAY. I JUST WONDERING BECAUSE THE ADOPTED HAD ONE NUMBER. AND THEN WHAT I SEE HERE IS DIFFERENT IN THE DECREASE. SO I KNOW THAT FIRE AND POLICE, WHEN THEY'RE CONSIDERING ADDING PERSONNEL, DOES THAT. IS THAT THE SAME THING WITH YOU HAVE AN HR BACKGROUND? IS IT COMMON FOR OTHER DEPARTMENTS TO ADD LEADERSHIP ROLES AND NOT COME BACK AND ASK FOR FUNDING, OR AT LEAST INFORM THE COUNCIL OF A CHANGE IN THE ADOPTED BUDGET? WELL, I THINK THAT. I'VE SEEN MY EXPERIENCE AT WHATEVER POSITIONS WE AUTHORIZE, THE NUMBER OF FTES THAT WE AUTHORIZE IN A PLANNED BUDGET YEAR CAN BE MOVED AROUND TO FULFILL THE NEED OF THE ORGANIZATION. I'VE LIVED THROUGH EXPERIENCES IN 2020 WHERE WE WERE LOOKING TO, AND I'M GOING TO TAKE THAT EXAMPLE, AND I'M GOING TO MOVE IT IN THE REVERSE FOR YOU. I'VE SEEN WHERE WE HAVE CIVILIANIZED CERTAIN POLICE POSITIONS AT A CERTAIN POINT IN TIME IN ORDER TO DO OTHER THINGS. AND SO IT WAS WITHIN THE, THE, THE PCA OR THE, THE POSITION CONTROL OF THE CITY MANAGER TO MOVE SOME OF THOSE BACK AND FORTH AND AROUND. I AM MORE NATURALLY CURIOUS WHEN I SEE AN INCREASE ABOVE THE ALLOTTED POSITIONS FROM ONE YEAR TO THE NEXT, WHICH I KIND OF COMMENTING ON EARLIER THAT I SEE A DECREASE OVERALL, BUT I WOULD LIKE TO BE ABLE TO. IF WE JUST HOLD TRUE TO THE NUMBER OF POSITIONS AND THE FUNDING AND ALLOW MANAGEMENT TO MOVE THAT AROUND AS THEY HAVE NEEDS AND DEEM NECESSARY AND STILL MEET ON THOSE SAME OBJECTIVES, OUTCOMES, AND GOALS. I SLEEP OKAY AT NIGHT. JUST THAT'S JUST ME. I DID HAVE A QUESTION THOUGH. YES, SIR. THE FTE, DO WE BUDGET AT FULL FTE OR DO WE BUDGET AT PARTIAL FTE? SOME ORGANIZATIONS BUDGET, YOU KNOW, AT THE FULL 12 MONTHS OF THE SALARY OR SOME DON'T. WHICH WHICH WHICH ARE WE HERE? SO WE SO GREAT QUESTION. 
          SO WE BUDGET TYPICALLY FOR THE FULL YEAR OF A FULL FTE IF THEY'RE FULLY FUNDED OUT OF 
          [05:35:06]
THAT PARTICULAR FUND. SO LIKE, FOR EXAMPLE, IN FISCAL SERVICES, SPECIFICALLY UNDER PROCUREMENT, YOU SEE A 0.5 AND A 0.5. AND THAT'S BECAUSE THE TWO POSITIONS IN PROCUREMENT ARE FUNDED 50% FROM GENERAL FUND AND 50% FROM UTILITIES FUND. RIGHT? SO THAT'S WHY YOU SEE THAT 0.5. SO SO DIRECTLY TO ANSWER YOUR QUESTION, MR. DAVIS, WE TYPICALLY WOULD GO FOR THE FULL YEAR. HOWEVER, AS WE DISCUSSED IN TERMS OF, YOU KNOW, OUR PROCESS OF PRESENTING A BALANCED BUDGET, IT IS INVOLVING IN SOME DEPARTMENTS, SOME DELAYED HIRING. OKAY. SO IN ORDER TO REALIZE SOME OF THOSE SALARY SAVINGS. YES, SIR. LAST QUESTION, BECAUSE I DIDN'T PLAN ON ANSWERING ANY. LAST QUESTION IS TO YOU, WHAT'S THE MARKUP? BECAUSE I KNOW WE HEARD ABOUT ADDING A POSITION AND HOW IT WOULD SAVE POTENTIALLY IN CONTRACTUAL DOLLARS. HOW MUCH ALL IN IN TERMS OF OVER A SALARY WOULD GET US TO BENEFITS, YOU KNOW, ALL, ALL THE OTHER THINGS THAT COMPRISE THE SALARY THAT ARE NOT JUST STRAIGHT LINE. ARE YOU ASKING THE, THE DOLLAR AMOUNT, ARE YOU ASKING THE DOLLAR AMOUNT THAT WE BUDGET IN REPRESENTATION OF ALL OF OUR BENEFITS ON TOP OF A SALARY? ORDINARILY A THE BENEFITS COMPONENT, BE IT YOUR ERS CONTRIBUTION, BE IT ANY ANY OF THOSE OTHER THINGS. WHAT PERCENTAGE OF A SALARY TYPICALLY ARE THOSE ADDITIONAL BENEFITS IN TERMS OF COSTS. YEAH IT'S ABOUT 20 TO 30. YEAH. 
          I, I TYPICALLY TYPICALLY HISTORICALLY, EVEN PRIOR TO DUNCANVILLE, I'VE NORMALLY PLANNED FOR LIKE 25 TO 27%. OKAY. SO WHEN WE HEAR A SALARY, A FLAT LINE SALARY, I'M ONLY SAYING IT FOR ILLUSTRATIVE PURPOSES. IF WE HEAR A FLAT LINE SALARY, WE GOT TO GROSS THAT UP SOME 30% IN ORDER TO GET THE ALL IN CALL. SO IT'S NOT A DOLLAR PER DOLLAR THE WAY IT APPEARS. OKAY, YEAH, MAYBE 100,000 EMPLOYEE, BUT THE OVERALL COST IS OKAY. RIGHT. 
          THANK YOU. YES. ALONG THAT SAME LINE, JUST TO SIMPLIFY THIS FOR ME, WHEN WE APPROVE A BUDGET AND IT HAS A CERTAIN NUMBER OF EMPLOYEES, THINGS ARE GOING TO HAPPEN DURING THE YEAR AFTER THAT BUDGET'S APPROVED. AT WHAT POINT SHOULD WE OR SHOULD WE NOT EVEN BE CONCERNED ABOUT IT AS ELECTED OFFICIALS THAT, LET'S SAY IN THE CASE OF SALARY INCREASES, NOT NOT BECAUSE OF MERIT INCREASES, BUT JUST BECAUSE THAT POSITION HAS NOW BECOME A HIGHER PAID POSITION. 
          BUT WE DID NOT APPROVE THAT IN THE ORIGINAL BUDGET. IS THAT ANYTHING FOR COUNCIL TO BE CONCERNED ABOUT THAT, THAT WE DIDN'T? IT'S NOT THAT WE WOULD AUTHORIZE THE PROMOTION. RIGHT. 
          BUT WE DIDN'T AUTHORIZE THE SALARY INCREASE IN THE BUDGET. GO AHEAD. YEAH. NO, WHAT I WAS GOING TO SAY IS TYPICALLY I WOULD ATTACH CONCERN TO WHERE WE ARE FROM A BUDGET TO ACTUAL PERSPECTIVE IN IN THE SALARIES LINE. BECAUSE A LOT OF TIMES IF, IF WE'RE HAVING THAT DISCUSSION ON THE DEPARTMENT LEVEL AND CERTAINLY WITH CITY ADMINISTRATION, WE'RE FACTORING THAT IN. IN TERMS OF WHERE DOES THAT IMPACT US? BUDGETARILY. AND SO NOT ONLY FOR LIKE THE REMAINDER OF THE YEAR, BUT GOING OUT INTO THE FUTURE YEARS AS WELL. SO, YOU KNOW, SO I WOULD SAY DIRECTLY, NO, THERE, THERE WOULDN'T BE A CAUSE FOR CONCERN UNLESS, YOU KNOW, IN A PARTICULAR DEPARTMENT OR JUST OVERALL FOR GENERAL FUND OR FOR THE CITY AS A WHOLE. IF WE'RE SEEING SALARY, THE SALARIES LINE TRENDING AHEAD OF BUDGET PACE, IF THAT MAKES SENSE. I DON'T THINK TO THE PROCESS TOO. SO WHEN WE CLASSIFICATIONS ACTUALLY SPOKE ABOUT, YOU KNOW, PROCESSING SO MANY IN HER TIME HERE. I MEAN, THERE IS A PRETTY THOROUGH REVIEW OF THAT. I'M LOOKING AT IT FROM A BUDGETARY PERSPECTIVE. IF IT'S SOMETHING THAT THEY NEED IN THEIR DEPARTMENT, THEY GOT TO MAKE IT WORK WITHIN THEIR BUDGET AND OFFSET SOMEWHERE ELSE TO MAKE IT WORK. AND THEN ALSO LOOKING AT WHAT IT'S GOING TO DO LONG TERM AS WELL, BECAUSE WE'RE NOT WANTING TO ADD TO THE BUDGET. SO IF THIS IS VERY IMPORTANT TO THEM, TO RECLASS THIS POSITION OR GET THIS PROMOTION OR WHATEVER IT IS, THEY'RE GOING TO LOOK AND SCRAP SOMEWHERE ELSE IN ORDER TO MAKE IT HAPPEN. I THINK IT'S NOT LOST ON ME THAT WE LOST ONE AT A VERY GOOD. 
          AND NOW WE'RE UP TO TWO. IT TAKES TWO TO DO WHAT? WELL, THE THE THE OTHER THING WAS. THE WAY I WAS LOOKING AT IT, MISS GOODEN, WAS THAT I HAD ADDITIONAL DUTIES AND THINGS 
          [05:40:01]
THAT I WANTED. TO BE ABLE TO DELEGATE, NUMBER ONE. NUMBER TWO, SOME OF THE ASKS FOR ME ON THE HIGHER LEVEL WERE STARTING TO INCREASE, AND SO I WANTED TO MAKE SURE THAT IT WASN'T COMING AT A DETRIMENT TO THE STAFF WITHIN THE DEPARTMENT. OKAY. AND I WAS GOING TO SAY OPERATIONALLY TOO, I MEAN, IF YOU LOOK AT HIS APARTMENT, IT'S PRETTY LARGE. THERE'S A LOT OF DIVISIONS WITHIN THERE. AND REALLY, IT'S PROBABLY SOMETHING THAT SHOULD HAVE BEEN LOOKED AT IN MY OPINION, A LONG TIME AGO. BUT BECAUSE IT IS IF YOU LOOK AT FISCAL SERVICE, IT'S PRETTY LARGE DEPARTMENT WITH A LOT OF DIFFERENT VARIOUS DIVISIONS, ETC. MUNICIPAL COURT, UTILITY BILLING, ACCOUNTING BUDGET, CITY MARSHAL, THERE'S THERE'S A LOT UNDERNEATH THAT, THAT UMBRELLA. AND SO HATS OFF THE WAY THEY'RE DOING IT AS LONG AS THEY COULD. YEAH, YEAH. AND, AND DEFINITELY, DEFINITELY WANT TO HAVE A NOD OF THE CAP TO, YOU KNOW, SOME OF THE ROCK STARS WHO ARE NOT HERE AS WELL AS THE ONES WHO ARE HERE. BECAUSE AGAIN, I THINK I THINK WE HAVE A GREAT TEAM AND I THINK WE'VE BEEN ABLE TO, TO DO SOME REALLY GOOD THINGS AND LOOK FORWARD TO DOING SOME MORE. I SEE ONE OTHER THING. YES, MA'AM. THE PROCUREMENT STAFFING HAVE HERE AND DID I THINK I SAW THE OTHER HALF OF IT IS UTILITIES. UTILITIES. YES. SO YEAH. SO THE POINT FIVE IS THAT GENERAL FUND FUNDS 50% AND UTILITIES THE OTHER 50%. SO THAT'S WHY YOU SEE THE 0.5 IS BECAUSE WE'RE JUST TALKING ABOUT GENERAL FUND SPECIFIC. 
          COUNCIL, A REMINDER THAT MR. DAVIS IS LEAVING. SO IF YOU THINK YOU NEED TO ATTEND TO ANYTHING, YOU MAY WANT TO GO NOW. SO WE DON'T BREAK REFORM OR. ALL RIGHT. SO OTHERWISE WE'RE WE'RE RUNNING RIGHT NOW. THANK YOU, MR. DAVIS. THANK YOU. GOOD AFTERNOON EVERYONE. I'M SHEILA JONES, ASSISTANT DIRECTOR OF PLANNING AND PERMITTING. I ALSO HAVE OUR BUILDING OFFICIAL. SO OUR DEPARTMENT IS RESPONSIBLE FOR BOTH INSPECTIONS PERMITTING AND PLANNING SOME OF THE THINGS THAT WE ARE DOING FOR OUR SERVICES AND PROGRAMS. OF COURSE, WE BEGIN WITH THE COMPREHENSIVE PLAN AND IMPLEMENTATION PHASE. WE ALSO WORK ON GETTING THAT IN PLACE. SO THOSE TWO WORK HAND-IN-HAND. WE'RE DEALING WITH THE REWRITE CODE OF AND THE COMPREHENSIVE PLAN. THE CITY REGULATIONS. OF COURSE, WE'RE DOING THE IMPLEMENTATION OF MGO LIKE A LOT OF THE OTHER DEPARTMENTS, SO THAT WE CAN ALL BE ON THE SAME SYSTEM THAT WILL BE INCLUSIVE OF PERMITTING SINGLE FAMILY AND SHORT TERM RENTAL. 
          ALONG WITH PLANNING, WE ALSO ARE LOOKING TO KEEP IMPLEMENTING THE SELF CERTIFICATION FOR RENTAL PROGRAM, WHICH IS SOMETHING THAT WAS RECENTLY IMPLEMENTED TO KIND OF HELP SO PEOPLE CAN ACTUALLY SELF-CERTIFY VERSUS HAVING TO ACTUALLY COME BACK EVERY YEAR FOR RENTAL RENTAL PROGRAMS. ALSO, WE'RE LOOKING TO PROVIDE PLACEMAKING OPPORTUNITIES TO ACTIVATE SPECIFIC CITY AREAS TO INCREASE FOOT TRAFFIC, WHICH IS BASICALLY ACTIVATING DIFFERENT SPACES. SO WE CAN KIND OF HELP WITH THE COMPREHENSIVE PLAN AS FAR AS LIKE HELPING GET FOOT TRAFFIC IN THOSE AREAS BY CREATING EXPERIENCES. ALSO, WE'RE LOOKING TO PROVIDE EDUCATIONAL RESOURCES TO AID DEVELOPERS, CONTRACTORS, AND CITIZENS IN DEVELOPING BUSINESS AND PERSONAL PROPERTY IN DUNCANVILLE. SOME OF OUR MEASURABLES, OF COURSE, IS OUR CUSTOMER RESPONSE TIME FOR PERMITTING PLANNING INSPECTION. 
          RIGHT NOW, WE'VE GOTTEN IT DOWN TO 24 HOURS AS FAR AS EMAIL, PHONE, AND FOLLOW UPS, FOLLOW UPS, TYPICALLY 24 TO 48 HOURS. MOST OF THEM ARE STILL BEING WITHIN THE 24 HOUR PERIOD PERMITTING REVIEW TIME HAS BEEN WITHIN THE BENCHMARKS. ALSO, DESKTOP PERMITS HAVE BEEN 24 HOURS. TYPICALLY, IF IT'S DESKTOP, YOU CAN GET IT DONE PRETTY MUCH RIGHT. THEN INSPECTION REVIEW IS IS ALWAYS BETWEEN 1 AND 7 DAYS. SOMETIMES THEY HAVE TO COME FOR A SECOND ONE OR SO ON, BUT TYPICALLY IT'S BEEN BETWEEN 1 AND 7 DAYS. ALSO, ONE OF THE THINGS THAT WE HAVE DECREASED IS OUR DEVELOPMENT REVIEW TIME. THE INITIAL REVIEW TIME WAS 17 DAYS, BUT NOW WE'VE GOTTEN IT DOWN TO WHERE EVERYBODY'S GETTING THEIR COMMENTS BACK, TYPICALLY WITHIN 24 HOURS, BUT 1 OR 3 DAYS IS TYPICALLY EVERYBODY'S GETTING SOME FEEDBACK FROM WITHIN OUR DEVELOPMENT REVIEW PROCESS. SO SOME OF OUR BUDGET HIGHLIGHTS AND REDUCTIONS, OF COURSE, SOFTWARE WITH MGO, BECAUSE WE'RE GOING GOING FROM GOV TO MGO, WHICH IS 46,450, $455, WHICH INCLUDES PERMITTING RENTALS, PLANNING AND HEALTH, OF COURSE, A LAND USE ATTORNEY AS NEEDED, WHICH WOULD BE $15,000. THIRD PARTY INSPECTION AS NEEDED, WHICH IS HAS BEEN 
          [05:45:02]
PRETTY RARE FOR $15,000. PERMIT FEES COVER THE COST FOR THE INSPECTIONS DIVISION. OUR BUDGET WAS REDUCED BY 22,000 $124,000. YEAH, $22,124 IN VARIOUS SUPPLIES AND TRAINING. 
          SO ON AVERAGE, 91% OF THE BUDGET HAS BEEN SPENT, AND WE'RE PRETTY MUCH ON TRACK WITH THAT AGAIN THIS YEAR. SO SOME OF THE CHALLENGES AND OPPORTUNITIES, FOR ONE, WITH THE IMPLEMENTATION OF THE NEW SOFTWARE, WE FEEL LIKE IT'S GOING TO IMPROVE EFFICIENCY. OF COURSE, IT'S GOING TO HELP WITH DATA MANAGEMENT BECAUSE THAT'S KIND OF BEEN SOMETHING THAT WE'VE WORKED ON A LOT WITHIN THE PAST YEAR. AND OF COURSE, ENHANCING CUSTOMER SERVICE. ONE OF THE THINGS THAT WE WANT TO REDIRECT SOME OF THE MAIL NOTICING FEES RIGHT NOW WITH PAPERS, THE NEWSPAPER PUBLISHING, AS WELL AS THE MAILERS AND EVERYTHING WE'VE BEEN TAKING ON THAT COST. BUT WE WANT TO REDIRECT THAT AS PART OF THE DEVELOPMENT FEE. SO THE CITY WILL BE GETTING SOME OF THAT COST RECOVERY. THIS SHOULD IMPROVE BUDGET PREDICTABILITY AND OF COURSE, MORE EFFICIENCY AND PREPAREDNESS FOR THE DEVELOPERS. 
          ALSO, ONE OF THE STATE LAWS THAT CHANGED HERE RECENTLY IN SEPTEMBER 1ST OF 2025. IT REQUIRES HOME RULE MUNICIPALITY TO POST A NOTICE ON CERTAIN ZONING CHANGE. AND SO OF COURSE, WITHIN THAT, THE CITY MAY EITHER PROVIDE AND PAY FOR THE SIGNS, OR THEY CAN REQUIRE THE APPLICANT OR DEVELOPER TO DO THAT. ANOTHER THING IS EDUCATIONAL RESOURCES. OUR CITY. 
          WE FOUND THAT WE HAVE A LOT OF DEVELOPERS THAT ARE DEVELOPMENT. THEY THEY ASPIRE TO BE DEVELOPERS. SO WE HAVE TO, YOU KNOW, CARE FOR THEM A LITTLE MORE. SO BASICALLY GIVING MORE RESOURCES. SO THAT WAY WE CAN IMPROVE COMPLIANCE, INCREASE CUSTOMER SATISFACTION, AND OF COURSE, GREATER OPERATIONAL EFFICIENCY. SO SOME OF OUR ACCOMPLISHMENTS THIS YEAR, KIDS VENTURE THAT SHOULD BE OPEN HERE SOON WITHIN BEFORE THEY WANT TO DO IT BEFORE THE END OF SUMMER, BUT DEFINITELY EARLY FALL AT THE LATEST COSTCO FUEL PUMPS. THEY'VE ALREADY THEY'RE ON THE WAY. THEY JUST HAVE TO GET EVERYTHING ELSE COMPLETED WITH THE ACTUAL PUMPS IS ANOTHER ONE THAT WE'VE BEEN ABLE TO ACCOMPLISH. OF COURSE, WE HAVE EOS AND PLANET FITNESS THAT SHOULD BE COMING BEFORE THE END OF THE YEAR AS WELL. SO SOME OF THE OUR INITIATIVES AND WORK PLANS. SO WE WANTED TO BREAK IT DOWN INTO THREE OF OUR MOST IMPORTANT THINGS THAT WE HAVE TO GET DONE FOR THE NEW FISCAL YEAR. SO THE FIRST THING, OF COURSE, IS IMPLEMENTING THE NEW COMPREHENSIVE PLAN. SO IN DOING THAT, WE BROKE IT DOWN, EVEN SMALLER ONES. AND IT'S GOING TO BE, OF COURSE, BROKEN DOWN MORE THAN THAT. BUT A LOT OF THE DEPARTMENT OF POLICIES AND PROCEDURES THAT ADOPTED COMPREHENSIVE PLAN PRIORITIZED IMPLEMENTATION STRATEGIES AND CAPITAL IMPROVEMENT RECOMMENDATIONS, EDUCATE THE STAFF, ELECTED OFFICIALS, DEVELOPERS, AND THE PUBLIC ON THE NEW PLAN AND THEN BEGIN TRACKING THOSE IMPLEMENTATION PROGRESS THROUGH PERFORMANCE MEASURES. AND THIS WILL HELP US ENSURE THAT PRETTY MUCH OUR DECISIONS AND EVERYONE'S DECISION IS ALIGNED WITH THE COMP PLAN, AS WELL AS THE VISION FOR THE CITY AND THEIR GOALS. ANOTHER THING IS, OF COURSE, UPDATING THE ZONING CODE, BECAUSE OF COURSE, THE COMPREHENSIVE PLAN AND THE ZONING CODE IS GOING TO WORK HAND IN HAND. SOME OF THE WORK PLAN FOR THAT IS WORKING COLLABORATIVELY WITH THE CONSULTANT, BECAUSE WE'VE ALREADY CHOSEN ONE, CONDUCTING STAKEHOLDERS AND PUBLIC ENGAGEMENT THROUGH THE UPDATE SO THAT WE CAN MAKE SURE THAT WE ARE IN ALIGNMENT WITH WHAT RESIDENTS AND EVERYBODY IS WANTING FOR OUR COMP PLAN, BUT ALSO SO THAT WAY WE CAN HAVE WAYS TO MAKE SURE THAT WE ARE ABLE TO PUSH IT AS FAR AS THE ORDINANCE AND THEN REVIEW AND REVISE ZONING DISTRICTS, DEVELOPMENT STANDARDS AND PROCEDURES, AND THEN PREPARE THE DRAFT ORDINANCE FOR PLANNING AND ZONING COMMISSION AND CITY COUNCIL CONSIDERATION. 
          AND THEN OUR LAST BIG INITIATIVE IS TO IMPROVE PLANNING FOR MEETING AND INSPECTION SERVICES, WHERE WE CONTINUE IMPLEMENTING PROCESS IMPROVEMENTS FOR PERMITTING INSPECTIONS, BECAUSE, OF COURSE, WE WANT TO ALWAYS MAKE SURE THAT WE'RE PROVIDING GOOD CUSTOMER SERVICE AND THEN DEVELOPING EDUCATIONAL RESOURCES, APPLICATION GUIDES AND ONLINE MATERIALS FOR CUSTOMERS. SO FAR, WE'VE BEEN PUTTING A LOT OF OUR GUIDES AND THINGS WITHIN OUR WEBSITE OR ON OUR PAGE TO MAKE SURE THAT WE CAN KIND OF HELP. THEY HAVE ALL THE INFORMATION THAT THEY NEED. AND OF COURSE, WE HAVE PRE-DEVELOPMENT MEETINGS AND THINGS OF THAT NATURE, SO THEY CAN COME IN AND MAKE SURE THAT ANYTHING THAT THEY DON'T HAVE OR MAKE SURE THAT STUFF IS NOT ZONED OR THE PROCESS TO GETTING IT ZONED AND WHATEVER THEY NEED IN THAT ASPECT. WE'RE ALSO EVALUATE PERMITTING SOFTWARE AND DIGITAL WORKFLOWS TO IMPROVE EFFICIENCY, AND THEY ARE MONITORING THE REVIEW TIMELINES AND CUSTOMER SERVICE METRICS TO IDENTIFY IMPROVEMENT OPPORTUNITIES. SO THE BIGGEST THING IS JUST BEING MORE WORKER FRIENDLY WITH US, MAKING SURE THAT THE DEVELOPERS AND THE RESIDENTS, BECAUSE WE DO DEVELOPMENT, BUT WE ALSO DO RESIDENTIAL AS WELL. AND SO WE JUST WANT TO MAKE SURE THAT IT'S AN EASIER PROCESS FOR EVERYBODY. AND SO WITHIN THAT, THAT WOULD INCREASE OPERATIONAL 
          [05:50:01]
EFFICIENCY AND IMPROVE OUR CUSTOMER SERVICE. AND THAT IS IT FOR ME. OKAY. JUST I'VE GOT ONE QUICK QUESTION AND YOU MAY HAVE COVERED THERE. I'VE DONE SOME READING. I'M SORRY ABOUT THAT. WHAT CAN A BUSINESS PERSON OR A CITIZEN EXPECT IN THE WAY OF TURNAROUND TIME WHEN THEY REQUEST AN INSPECTION? SO TYPICALLY THE TURNAROUND TIME IS TYPICALLY 1 TO 7 DAYS. 
          TYPICALLY WHAT THEY DO IS THEY COME IN WELL, THEY REQUEST IT. SO AFTER THEY FINISH THEIR PERMITTING THEY'RE GOING TO REQUEST THE INSPECTION. THE INSPECTION IS GOING TO COME IN. 
          THE INSPECTOR IS GOING TO GO AHEAD AND DO IT TYPICALLY THE NEXT DAY. SO IF THEY DO IT AS LONG AS BEFORE 4:00, THEY'RE GOING TO HAVE IT DONE FOR THE NEXT DAY. THEN THE INSPECTOR GOES OUT. IF THEY PASS IT, OF COURSE THEY GO ON TO THE NEXT PHASE, BUT IF NOT, THEN THEY OF COURSE HAVE TO COME BACK BECAUSE WE'VE HAD THAT HERE RECENTLY WHERE THEY'VE HAD TO COME BACK A FEW TIMES. AND SO BUT TYPICALLY IT'S THE NEXT DAY TYPICALLY. BUT WHAT WHAT WE'RE SORRY, IT IS THE NEXT DAY, AS LONG AS THEY CALL IT IN BY 4:00, IT'S SCHEDULED FOR THE NEXT DAY. 
          AND OKAY, I THINK THAT'S WHAT I WAS LOOKING FOR. YES. OKAY. AND SAME THING WITH THE WITH A FINAL INSPECTION, HOW LONG CAN THEY HOW LONG CAN THEY ANTICIPATE THAT YOU WOULD BE BEFORE AN INSPECTOR WOULD SHOW UP TO DO A FINAL INSPECTION? SO THEY GET THEIR DOORS OPEN? IT'S THE SAME THING THE NEXT 24 HOURS, AS LONG AS THEY DO IT BEFORE. YEAH. AND OF COURSE FRIDAY, IT'LL BE MONDAY. YES. OKAY. MR. MAYOR, THANK YOU. THIS ISN'T SO MUCH A QUESTION. 
          IT'S JUST A COMMENT I JUST WANT TO PUT OUT THERE BECAUSE AND JUST REALLY WANT TO MAKE SURE THAT WE'RE KIND OF ON THE SAME PAGE WITH THIS, IS THAT DUNCANVILLE FOR YEARS HAS ALWAYS BEEN CONSIDERED AS NON BUSINESS FRIENDLY. RIGHT. AND SO, AND I'M JUST GOING TO FLAT SAY IS THAT WE NEED TO MAKE SURE THAT WE ARE DOING EVERYTHING WE CAN TO, TO MAKE SURE THAT WE'RE ACCOMMODATING THESE PEOPLE, NOT ASKING FOR ANYTHING ILLEGAL OR ANYTHING ELSE LIKE THAT. IF WE DON'T HAVE ANYTHING IN OUR ORDINANCES OR OUR ORDINANCES AREN'T ALIGNING WITH WHAT WE'RE TRYING TO DO. YEAH, PLEASE BRING THOSE FORWARD SO WE CAN GET IT CHANGED OR ADDRESSED OR, OR SOMETHING, BECAUSE WE JUST WE NEED TO REDEVELOP, WE NEED TO RE-IMAGE. WE'VE GOT A COMPREHENSIVE PLAN AND WE NEED TO GO. YES. WELL, THAT LAST SLIDE THAT YOU PROVIDED, I THINK, IS THE ONE THAT I DIDN'T SEE THAT IN OUR. CAN WE GET THAT ADDED? YEAH, THAT ADDED TO OUR BUDGET. I'M HAPPY TO SEE THIS. I THINK SO FAR I DON'T WANT TO SPEAK OUT OF TURN, BUT IF YOU'RE NOT THE ONLY, YOU'RE ONE OF THE FEW WHO MENTIONED THE COMP PLAN AND HOW YOUR OBJECTIVES AND YOUR GOALS ARE ALIGNING AND TRYING TO GET US IN THE DIRECTION OF OUR COMPREHENSIVE PLAN. SO THANK YOU FOR THAT. THANK YOU. MAYOR, IF I MAY, REAL QUICK. SO THAT SLIDE IS IT'S IN THE BUDGET PRESENTATION THAT WAS SENT OUT. 
          BUT YES, IT'S NOT IN THE IT'S NOT IN THIS ELECTRONICS THAT WE SENT OUT IN THE ELECTRONIC. 
          OKAY. WHEN YOU WHEN YOU BIND TOGETHER THE ADOPTED VERSION, COULD YOU ADD IT TO IT? YES. 
          YES, ABSOLUTELY. THANK YOU. ABSOLUTELY. YEAH. PASS THAT ON. YOU ALL RIGHT. BART STEVENSON DIRECTOR OF PARKS AND RECREATION. I THINK MOST OF YOU KNOW WHAT WE DO, BUT WE ALSO DO OPERATIONS AND RECREATION PROGRAMING FOR BOTH THE RECREATION CENTER AND OUR SENIOR CENTER. WE MAINTAIN 17 PARKS, 244 ACRES, OUR CITY FACILITIES, MAJOR ENTRYWAYS, RIGHTS OF WAYS, I-20 AND 67. AND BY THE WAY, WE HAVEN'T CHANGED 17 PARKS IN 248 YEARS IN THE 13 YEARS I'VE BEEN HERE. SO WE HAVE NOT ADDED IN THAT TIME. WE'VE ADDED A PRESERVE WE PRESERVE, WHICH IS NOT AN OFFICIAL. IT'S NOT AN OFFICIAL PARK, AND WE ARE RESPONSIBLE FOR MOWING IT TWICE A YEAR, WHICH WE DID EARLY. THEY HAD GOOD INTENTIONS, ALSO RESPONSIBLE FOR THE PLANNING AND EXECUTION OF OUR SIGNATURE EVENTS. WE TOOK ON OUR SPECIAL EVENT PLANNER. YOU ALREADY KNOW THAT HER SALARY, AS WELL AS HER EXPENSES ARE NOT FUNDED IN THIS GENERAL FUND. THERE ARE OTHER FUNDS. THAT IS OUR RESPONSIBILITY AND THEN WE PROMOTE SPORTS. TOURISM IS PROBABLY ONE OF OUR BIGGEST GROWING IS THE PROMOTION OF 
          [05:55:07]
SPORTS TOURISM. THROUGH THE SUPPORT OF REGIONAL AND STATE BASEBALL, SOFTBALL, SOCCER TOURNAMENTS, IN ADDITION TO OUR RECREATIONAL LEAGUES OVER HERE AS WELL. I'VE TALKED TO YOU GUYS BEFORE. RECREATIONAL LEAGUES ARE SOMEWHAT STAGNANT, IF NOT DECLINING, AND WE'RE BACKFILLING THAT EXTRA SPACE WITH TOURNAMENTS AND BRINGING PEOPLE TO OUR CITY TO SPEND MONEY, HOPEFULLY STAY IN OUR HOTELS, RESTAURANTS, SPORTS TOURISM IS A BIG DEAL. WE HAVE 35.5 AUTHORIZED FTES, AND LIKE MOST OF THE OTHER DEPARTMENTS, MOST OF OUR BUDGET IS MADE UP OF SALARIES AND BENEFITS. THERE'S OUR BUDGET PERFORMANCE OVER THE LAST SEVERAL YEARS. 
          YOU CAN SEE IN 2025, WE TOOK A LITTLE BIT OF A SPIKE. THAT WAS, IF YOU REMEMBER, WAS DUE TO THE SIGNIFICANT INCREASE IN THE COST OF CONTRACTUAL MOWING IN 2026. WE CAME TO YOU AND SAID, HEY, WE THINK WE CAN DO A LITTLE BIT CHEAPER. SO IT CAME DOWN A LITTLE BIT. SO THAT'S WHY YOU SEE A REDUCTION IN 2026. AND IN 2027, WE HAVE AGAIN REDUCED OUR BUDGET AGAIN AS EVERYONE ELSE, YOU KNOW, 5% IS A LITTLE BIT MORE. SOME OF OUR BUDGET HIGHLIGHTS AND REDUCTIONS. WE SPENT A LITTLE OVER $60,000 IN COMMUNITY EVENTS. THOSE ARE NOT OUR SIGNATURE EVENTS. THOSE ARE OUR MOTHER DAUGHTER DANCE. I'M SORRY, FATHER DAUGHTER DANCE, EASTER EGG HUNT, BOO BASH, CONCERTS, MOVIES, THOSE TYPES OF THINGS. IT'S BEEN ALMOST $65,000 IN COLOR CHANGES. THIS WAS A GOOD OPPORTUNITY BECAUSE ONE OF THE BENEFITS OF GOING TOWARDS THE END OF THE PRESENTATION, I GET TO ADDRESS SOME OF THESE THINGS. WE ARE MOVING TOWARDS MORE SUSTAINABLE PLANNINGS AND USING PERENNIALS AS OPPOSED TO ANNUALS. IN FACT, YOU'LL BE SEEING THAT HERE VERY SOON IN THE TWO LITTLE HALF MOONS THAT ARE ADJACENT TO MAIN STREET, NEXT TO THE. THERE ARE SOME DG OUT IN THE PARKING LOT RIGHT NOW ALREADY. MOVING THOSE LITTLE AREAS TO MORE OF A SUSTAINABLE SPACE, MUCH LIKE WHAT YOU SEE ON DALE ROAD, GIVE YOU AN IDEA. 260 $256,000 SPENT IN LANDSCAPING, MOWING ROADWAYS, AND THEN A PORTION OF THAT IS REIMBURSED BY TXDOT FOR I-20 AND 67. SOME OF OUR REDUCTIONS, AS WE'VE. THREE FROZEN POSITIONS, ONE BEING THE RECREATION SUPERINTENDENT AS WELL AS TWO MAINTENANCE. WE'VE REMOVED PARKING LOT RESTRIPING. WE TRY TO DO THAT ONCE EVERY YEAR OR EVERY OTHER YEAR. WE JUST PUSH THAT OFF FOR ANOTHER YEAR. WE'VE ELIMINATED ONE MOVIE AND ONE CONCERT IN THE PARK. WE'VE ALSO ELIMINATED FAMILY FIELD DAY AND FAMILY GAME NIGHT. WE DID. AS ALWAYS, WE EVALUATE ALL OF OUR PROGRAMS EVERY YEAR TO SEE WHAT KIND OF ATTENDANCE WE'RE GETTING, WHAT KIND OF THINGS ARE GOING ON. JUST LASTLY, WE HAVE NOT BEEN WELL ATTENDED AND WE'VE TRIED 2 OR 3 YEARS IN A ROW NOW. QUICK QUESTION. YOU HAVE THREE FROZEN POSITIONS, BUT YOU ARE ADVERTISING FOR PLACEMENT FOR TYLER. WE ARE OKAY. JUST THE RECREATION SUPERINTENDENT, WHICH WAS FORMERLY HELD BY MR. NOEL GARCIA. AND TWO POSITIONS. STATISTICS AND MEASURABLES. WE GIVE THESE A LOT OF THESE TO YOU IN OUR IN MY BI ANNUAL REPORT AS WELL. YOU KNOW, OVER 900 RECREATION CENTER MEMBERSHIPS THAT IS MEMBERSHIP TYPES. THAT IS NOT PEOPLE. SO I KNOW THE NUMBERS ARE GIVEN TO YOU IN THE PAST HAVE BEEN PEOPLE. AND THAT'S DUE TO THE LIMITATIONS OF OUR SOFTWARE. WE CHANGED OVER FROM REC TRACK TO EXPLORE AND EXPLORE. CAN'T GIVE US MEMBERS YET. WE'VE ASKED THEM TO DO THAT FOR US AND THEY'RE WORKING, SO WE'LL GET THERE. SENIOR CENTER SENIOR CENTER. MEMBERSHIPS ARE A LITTLE OVER 200 RECEIVE VISITS. 
          WE ARE NOW USING AI FOR OUR TOTAL PARK VISITS. AND THEN THE LITTER BAGS WERE MOVED AGAINST EVER INCREASING, YOU KNOW, 67 AND 95. THAT'S THOSE ARE ALL YEAR TO DATE NUMBERS. YES. 
          THANK YOU. SO I SEE IN YOUR PROJECTED NUMBERS FOR FISCAL YEAR 27 ARE KIND OF SIMILAR TO FISCAL YEAR 26. SO FOR 26 YOU PROJECTED FOR MEMBERSHIPS. AND I'M ASKING IS TRYING TO SEE HOW DO YOU CONTROL THAT NUMBER? HOW DO YOU CONTROL MEMBERSHIPS? SO YOU SAID YOU WANTED TO GET TO 1550, BUT WE WERE ONLY ABLE TO GET SO FAR FOR THIS YEAR. 15 TEAM. YEAH. AND THAT'S A, YOU KNOW, A REFLECTION OF THE CAPABILITIES OF THE SYSTEMS. THE 1510 IS AN ESTIMATE. THE ONES WE CAN VERIFY IS A 907 FOR THE RECREATION CENTER. BUT AGAIN, ONE FAMILY MEMBERSHIP IS COUNTED AS ONE AS OPPOSED. IT MAY BE 4 OR 5 PEOPLE IN THEIR FAMILY MEMBERS. WHEREAS PREVIOUSLY WE WERE WORKING ON THAT. WE'VE TALKED TO EXPLORE, AND THEY'RE WORKING ON TRYING TO GET US A NEW REPORT THAT WILL PROVIDE US THE NUMBER OF MEMBERS THAT WILL MATCH UP APPLES TO APPLES, TO REPORTING THAT THE PREVIOUS SYSTEM GAVE US WITH REC TRACK. OKAY, SO WHEN THIS COMES BACK, THAT'LL BE EDITED. YES, IT MAY TAKE A YEAR OR SO TO TO TRUE UP, BUT 
          [06:00:04]
IT WILL GET THERE. OKAY. AND THEN NUMBER OF PARTICIPANTS IN ATHLETIC LEAGUES, THAT WAS A LITTLE SHORT, BUT IS THAT SOMETHING THAT YOU CAN ALSO CONTROL THAT'S ALSO REFLECTIVE OF KIND OF THE DECLINING USE SPORTS MOVEMENT? EVERYONE THINKS THEIR KIDS ARE GOING TO BE THE NEXT PROFESSIONAL PLAYER, SO THEY PUT THEM IN THESE SELECT TRAVEL TEAMS. I KNOW I THOUGHT MY SON WAS TOO, BUT I DON'T THINK HE'S GOING TO. AND I SPENT A LOT OF MONEY ON THAT KID TRAVELING TO A LOT OF STATES. BUT BUT THIS IS KIND OF THE WAY THE SOCIETY HAS GONE. 
          AND SO AGAIN, WE'RE TRYING TO BACKFILL THOSE ADDITIONAL SPACES IN OUR BALL FIELDS WITH THE TOURNAMENTS AND THINGS, AS I MENTIONED PREVIOUSLY. OKAY. IT JUST MAKES ME CONCERNED THAT WE'RE PROPOSING NUMBERS THAT WE REALLY DON'T HAVE CONTROL OVER. I KNOW FOR ME, I TRY TO STAY AWAY FROM THAT. SO BUT CONGRATULATIONS THOUGH, ON THE SENIOR CENTER NUMBERS TICKING UP AND THE PLAYGROUND INSPECTION CONDUCTED. THAT'S AWESOME. YEAH. SO. SOME OF OUR CHALLENGES AND OPPORTUNITIES, AGAIN, THE FREEZING OF THREE POSITIONS WILL AFFECT US. YOU KNOW, NOT HAVING A RECORD SUPERINTENDENT WILL PROBABLY LIMIT OUR ABILITY TO CONTINUE EXPANDING OUR RECREATIONAL PROGRAMING ABILITIES. WE DID ACTUALLY PULL BACK A LITTLE BIT. 
          THE FREEZING OF THE PARK MAINTENANCE WAS ALSO A CONCERN FOR US. WE ALSO, IN ADDITION TO THE TWO FROZEN POSITIONS, WE CURRENTLY HAVE THREE OPEN POSITIONS IN PARK MAINTENANCE. 
          SO WE'RE CURRENTLY FIVE PEOPLE SHORT FOR PARK MAINTENANCE. THAT THAT IS A OBVIOUSLY A AN ISSUE ANYBODY WOULD HAVE AN ISSUE DEALING WITH, ESPECIALLY THE PARKS WITH EVERYTHING GOING ON. YOU KNOW, IT'S SUMMERTIME. OBVIOUSLY THE HEAT HAS SLOWED THE GROWTH OF THE GRASS DOWN, WHICH HAS BEEN A GODSEND FOR US BECAUSE WE'RE REALLY HAVING ISSUES TRYING TO KEEP UP WITH IT. BACK DURING THE GROWING SEASON OF THE SPRING AND EARLY SUMMER, AND WE GOT SOME COMPLAINTS BECAUSE OF IT. OBVIOUSLY, WE'RE FINALLY CAUGHT UP NOW WITH THE HEAT AND EVERYTHING TURNING BROWN, SO. WE HAVE AN AGING PARK INFRASTRUCTURE. YOU KNOW, MUCH LIKE WHAT MATT TALKED ABOUT IN HIS PREVIOUS PRESENTATION EARLIER WITH UTILITIES. SOME OF OUR PLAYGROUNDS ARE OVER 25 YEARS OLD NOW, AND THEY ARE IN DESPERATE NEED. THEY'RE NOT FALLING APART. BUT WE'RE REALLY HAVING ISSUES NOW, FINDING REPLACEMENT PARTS. SAME THING WITH OUR FITNESS EQUIPMENT AT THE RECREATION CENTER, STRENGTH EQUIPMENT. AND WE'VE BEEN WORKING WITH OUR EDC GROUPS THAT WE'RE GOING TO GET THOSE CHANGED OUT NEXT FISCAL YEAR. 
          SO WE'RE VERY EXCITED ABOUT THAT. THAT NEW PARTNERSHIP WE'VE PUBLISHED WITH EDC. AND THAT'LL BE ONE OF THE FIRST PROJECTS WE DO CHANGING UP THAT 2527 YEAR OLD STRENGTH EQUIPMENT. WE HAVE THE RECREATION CENTER. AND AS FAR AS OPPORTUNITIES WE HAVE, WE'VE COME TO YOU OBVIOUSLY WITH A PRESENTATION ACTUALLY TWICE NOW TALKING ABOUT POSSIBLE THIRD PARTY PARTNERSHIPS TO PROVIDE IMPROVEMENTS TO SOME OF OUR PARKS, AS WELL AS RECREATIONAL OPPORTUNITIES FOR OUR CITIZENS. STARTING ON THE RIGHT WITH OUR ACCOMPLISHMENTS, WE, I THINK, SUCCESSFULLY TRANSITIONED TO THE IN-HOUSE MOWING. IT WAS A BIT OF A CHALLENGE IN THE BEGINNING BECAUSE OF PROCUREMENT OF OUR TRUCKS. THERE WEREN'T A LOT AVAILABLE TO US. SO IT TOOK US A WHILE TO GET SOMEONE ON BOARD. SO THAT KIND OF SLOWED US DOWN A LITTLE BIT AS WELL. BUT WE ARE THERE NOW. WE'VE COMPLETED THE BOND FUNDED IMPROVEMENTS AT HARRINGTON, SO WE ARE 100% FINISHED WITH ALL OF OUR BOND PROJECTS. WE DO HAVE SOME MONEY LEFT OVER. WE'VE GOT TO WORK THROUGH AT SOME POINT, AND WE'RE GOING TO SPEND THAT MONEY. 
          BUT THE PROJECTS THAT WE HAD INITIATED HAVE NOW COMPLETED. WE WILL BE ACTUALLY FINALIZING THAT PROJECT HERE IN THE NEXT FEW WEEKS. I KNOW YOU ALREADY HAD THE RIBBON CUTTING, WHICH IS AWESOME, BUT OUR TIS REPORT, THE TEXAS ACCESSIBILITY STANDARDS REPORT, INDICATED WE NEEDED A CROSSWALK TO GET FOLKS TO THE SOCCER CONCESSION STAND. SO THEY THEY'VE BEEN INSTALLING THAT OVER THE LAST SEVERAL LAST MONTH. SO THAT'S ABOUT COMPLETE. AGAIN, AS I MENTIONED BEFORE, WE FULLY TRANSITION TO OUR NEW SOFTWARE FROM TRACK TO EXPLORE. IT'S BEEN A REALLY NICE ADD TO OUR REPERTOIRE BECAUSE NOW OUR CITIZENS CAN DO A LOT OF THINGS ONLINE THAT THEY USED TO HAVE TO COME SO THEY CAN RESERVE PARKS, SEE WHAT'S AVAILABLE, AND THEN ALSO REGISTER FOR PROGRAMS ONLINE. AND THEN WE'VE RECENTLY INITIATED THE UPDATE TO THE PARK MASTER PLAN. WE HAVE COMPLETED THE RFP PROCESS. WE'RE NOW IN NEGOTIATIONS WITH THE SELECTED FIRM FOR THE SCOPE OF SERVICES, AS WELL AS THE PRICE. YOU'LL BE SEEING THAT HOPEFULLY A AN AGENDA ITEM HERE VERY SOON TO APPROVE THAT CONTRACT. AT THE VERY END OF THAT, IN INCLUDING THE DEVELOPMENT OF A NEW TRAILS MASTER PLAN, IS THAT WOULD THAT BE PART OF THE PARKS MASTER 
          [06:05:01]
PLAN OR IS IT, YOU KNOW, THAT'S GOING TO BE KIND OF A COMBINATION. THE DEPARTMENT IS WORKING ON A TRANSPORTATION PLAN THAT THE ON STREET BIKE LANES WILL BE ADDRESSED IN THAT PORTION OF OF THEIR COMPREHENSIVE PLAN, THE OFF ROAD TRAILS, ANYTHING WE CAN DO OFF ROAD WILL BE INCLUDED IN THE PARK MASTER PLAN. SO PART OF OUR SCOPE OF SERVICES, WE'VE ALREADY TALKED TO THE, THE DESIGNATED FIRM CHOSEN FIRM WILL BE TO WORK COLLABORATIVELY WITH WHOEVER THEY SELECT FOR THEIR WIN AND TRY TO MARRY THAT PROCESS UP AS FAR AS ON STREET AND OFF STREET TRAILS, SO IT CAN BE IN BOTH. OKAY, MAYOR, JUST JUST A COMMENT. WELL, I'LL SAY THE COMMENT FOR MAYBE ANOTHER DISCUSSION, BUT WE DO SO WITH OUR CURRENT PARKS MASTER PLAN. THERE WAS A BIKE TRAILS OR BIKE PATHS PLAN THAT WAS KIND OF A SUPPLEMENTAL TO THAT, A LOCAL BIKE PLAN THAT WAS DONE KIND OF IN HOUSE A NUMBER OF YEARS AGO. AND OBVIOUSLY WE'LL GET THAT INFORMATION TO OUR CONSULTANTS AS A KIND OF A STARTING POINT. 
          BUT YEAH, YEAH. AND I KNOW DISCUSSING DANIEL DALE, OBVIOUSLY, AND YES, A WORKGROUP OF. YEAH, PUBLIC WORKS ADMINISTRATION TO HOPEFULLY ADDRESS THE DANIEL DALE AS WELL AS ANY OTHER ROADS THAT MIGHT BE ELIGIBLE FOR SUCH A ROAD DIET. YEAH. WELL, I JUST, I WOULD ENCOURAGE US NOT TO TAKE THE ATTITUDE THAT WE CAN'T MOVE FORWARD WITH ANYTHING TRAILS OR BIKE PATHS OR ANYTHING WITHOUT THESE PLANS IN PLACE. SO I'LL STOP THERE. THANK YOU. APPEALS. 
          CHIEF. OH, I KNOW THERE'S MORE. I JUST WANT TO MAKE SURE WE'RE DONE. OKAY. COUNCIL. TOM BROWN WILCOX, INTERIM CHIEF OF POLICE. I'M HERE TO GIVE YOU ALL THE OVERVIEW FOR OUR BUDGET. OKAY. 
          SO THIS IS OUR DEPARTMENT HIGHLIGHTS AND IT SHOWS OUR DIVISIONS. AND OVER HERE YOU SEE THAT OUR SALARY AND BENEFITS TAKE UP 80% OF OUR BUDGET. RIGHT NOW WE'RE AUTHORIZED STAFFING AT 81 OVER THERE ON THAT SIDE OF THE BUILDING. YOU CAN ALSO SEE THAT WE'RE PRETTY CONSISTENT. EVERY YEAR. WE SPENT 99% OF OUR BUDGET, AND WE STAY IN THAT SAME AREA EVERY YEAR. RIGHT NOW, WE'RE THROUGH ABOUT, SAY, 75% OF OUR BUDGET. I DON'T WANT TO KEEP BEATING YOU ALL OVER THE HEAD WITH THIS, BUT AGAIN, THIS IS OUR ROADMAP. THIS IS WHERE WE WANT TO GO. THIS IS WHAT WE'RE LOOKING TO DO. I DON'T REALLY WANT YOU TO FOCUS TOO MUCH ON THAT TODAY, BECAUSE, YOU KNOW, I'M GOING TO ASK YOU FOR THAT LIEUTENANT POSITION IN THAT SERGEANT'S POSITION. SO I JUST WANT YOU TO SEE THAT RIGHT THERE. RIGHT THERE. SO THIS IS A REALLY GOOD SLIDE. THIS IS CREATED BY JENNIFER. THANK YOU JENNIFER. IT KIND OF HELPS EXPLAIN IT, WHAT IT IS THAT WE'RE TRYING TO DO. SO WE HAVE SIX OPENINGS RIGHT NOW. OKAY. 
          THIS IS WHAT WE'RE ALLOTTED RIGHT NOW. AFTER YOU APPROVE THAT LIEUTENANT AND SERGEANT POSITION, THIS IS WHAT WE'RE GOING TO BE ALLOTTED RIGHT HERE. SO WE'RE GOING TO DELAY HIRING ON THREE POSITIONS TO HELP WITH THE BUDGET SO THAT WE CAN GET THAT SERGEANT POSITION AND THAT LIEUTENANT'S POSITION, AND THEN WE'LL COME BACK LATER IN APRIL AND HIRE FOR THOSE OTHER THREE POSITIONS. OH, AND OF COURSE THAT'LL TAKE US TO 67 SWORN AUTHORIZED. SO THE BUDGET HIGHLIGHTS IS THE AXON PACKAGE, THE DALLAS THE DSO CONTRACT FOR THE HIGHWAY, THE HEALTH ASSESSMENT THAT WE'RE GETTING READY TO DO OUR OUR REDUCTIONS INCLUDED. SO 150,000 FOR THREE PATROL OFFICER POSITIONS BECAUSE THEY'RE BEING DELAYED UNTIL APRIL SO THAT WE CAN GET THOSE TWO POSITIONS. WE REDUCED OUR AMMUNITION BUDGET BY 80,000. NOW THIS IS GOING TO AFFECT SOME OF OUR TRAINING. OUR SWAT TEAM TRAINS TWICE A MONTH. WE TRY TO DO DEPARTMENT TRAINING ONCE A MONTH. AND SO WE'LL JUST HAVE TO READJUST SOME OF OUR TRAINING. IT'S ALSO GOING TO GO THROUGH SOME OF OUR SURPLUS. WE LIKE TO KEEP A SURPLUS OF AMMO BECAUSE THE PRICE OF AMMO GOES UP ALL THE TIME. AND THEN THERE'S ALSO TIMES WHEN AMMO, THERE'S A SHORTAGE IN AMMO AND THE PRICE GOES UP AND IT'S HARD TO GET. SO WE'RE GOING TO HAVE TO REPLACE THAT WHAT WE GO THROUGH. BUT WE HAVE ENOUGH TO GO THROUGH NEXT YEAR. ALSO, WE REDUCED OUR UNIFORM BUDGET BY 
          [06:10:02]
$50,000. SO WHAT WE'RE DOING IS IMPLEMENTING A ONE FOR ONE. SO IF YOU NEED A SHIRT THEN YOU GIVE ME A SHIRT. IF YOU NEED A PAIR OF PANTS, YOU GIVE ME A PAIR OF PANTS. THIS WAY WE CAN BETTER CONTROL, YOU KNOW, WHAT'S GOING IN AND WHAT'S WHAT'S GOING OUT AS FAR AS THE UNIFORM TRAVELING TRAINING, IT'S REDUCED BY 24,000. SO WHAT THIS IS GOING TO DO IS IMPACT THAT SPECIALIZED TRAINING THAT OUR OFFICERS GET. EACH OFFICER WILL STILL RECEIVE THEIR REQUIRED TRAINING THAT THEY'RE SUPPOSED TO GET EVERY YEAR, BUT THIS IS GOING TO CUT INTO THAT SPECIALIZED TRAINING FOR FOR DIFFERENT THINGS. ALSO, WE LOAD THE SWAP REPLACEMENT FUND. OF COURSE, YOU KNOW, OUR SWAP TEAM USES A LOT OF EQUIPMENT AND EVERYTHING HAS A SHELF LIFE EXPIRATION. SO WE HAVE TO WE HAVE TO HAVE TO REPLACE A LOT OF THINGS. SO SOME OF OUR INITIATIVES AND OPPORTUNITIES BECAUSE YOU SEE WHAT NUMBER ONE IS NO SURPRISE. WE WANT TO CONTINUE PLANNING AND TRY TO MOVE TOWARD A. WHEN I SAID THAT MOVE TOWARD A MODERN POLICE FACILITY, OKAY. WE ALSO WANT TO BECOME FULLY STAFFED. AND I BELIEVE THAT WE CAN DO THAT. WE WANT TO INCREASE THE SUPERVISORY STAFFING BY WITH THE LIEUTENANT AND THE SERGEANT, AND WE WANT TO ENHANCE OUR DRONE FIRST RESPONDER PROGRAM BY ADDING TWO ADDITIONAL DRONES. 
          AND WE ALSO WANT TO ADD SOME LPR CAMERAS AS WELL. SO SOME ACCOMPLISHMENTS. WE PROMOTED AN ASSISTANT CHIEF LIEUTENANT, A SERGEANT. WE IMPLEMENTED THE PATROL TAKE HOME VEHICLE POLICY. 
          WE'RE IN THE PROCESS OF ADDING A SECOND K-9 OFFICER, AND WE'RE GETTING READY TO GO THROUGH THE ON DUTY HEALTH ASSESSMENT. ALSO, OUR RETENTION RATE IS STILL HOLDING. WE'RE DOING GOOD IN THAT AREA. WE'VE LOST SOME OFFICERS, BUT IT WASN'T BECAUSE THEY QUIT. WE HAD TO MOVE ON FROM SOME PEOPLE, BUT WE'RE DOING PRETTY GOOD IN THAT. WE'VE ALSO BEEN APPROVED FOR THE MVC GRANT, SO THAT'S GOING TO HELP US GET SOME OF THESE NEW CAMERAS AND GET THEM OUT IN THE CITY. AND ALSO, I WANT TO BRING YOUR ATTENTION TO THIS NEXT ONE. IT'S AN AWARD THAT TWO OF OUR DETECTIVES ARE BEING GIVEN, AND IT'S GOING TO BE PRESENTED TO THEM AT THE WHITE HOUSE CAMPUS. NOW, I DON'T KNOW WHAT THAT MEANS. IT'S JUST THE INVITATION, SAY WHITE HOUSE CAMPUS. SO SOMEWHERE ON THE WHITE HOUSE, CONGRATULATIONS. BUT THAT'S PRETTY GOOD. YOU THINK ABOUT THAT LITTLE OLD DUNCANVILLE. YOU HAVE TWO DETECTIVES THAT'S BEING PRESENTED THE AWARD IN DC AT THE WHITE HOUSE. THAT'S PRETTY GOOD. SO SOME OF MY OTHER ACCOMPLISHMENTS ARE OUR MULTIPLE SUCCESSFUL DRONE DEPLOYMENTS. YOU ALL HAVE SEEN THE VIDEO. WE'VE USED THAT DRONE. I MEAN, WE'VE BEEN USING IT. WE PUT IT UP EVERY CHANCE WE GET. SO WE'VE CAPTURED NUMEROUS SUSPECTS, WE'VE RECOVERED PROPERTY. WE'VE DONE SOME GREAT THINGS WITH IT, WHICH IS WHY WE WANT TO ADD TO OUR DRONE COLLECTION. SO, SO SO WHAT KIND OF EXPENSES LIKE, I GUESS, MAINTENANCE TYPE EXPENSES ARE ASSOCIATED WITH THE DRONE AND HOW MUCH WAS THE DRONE INITIALLY? OKAY. I ALWAYS GET ASKED HOW MUCH THE DRONES COST. I HAVE NO IDEA HOW MUCH DRONES COST. WE, WE KIND OF RAN A BUNDLE PACKAGE. AND CASEY MCCARTY IS THE ONE THAT, THAT DID THE CONTRACT ON THAT. YEAH. SO THE CURRENT DRONE THAT WE HAVE IS LOOPED INTO OUR AXON CONTRACT. WE JUST DID THAT NBC GRANT THAT HE HAS LISTED THERE. 
          IT'S FOR. IT ALSO INCLUDES TWO MORE DRONES. THE TOTAL FOR THAT NBC GRANTS ABOUT 158,000 PER YEAR. SO ROUGH ESTIMATE IT'S THE DRONES ARE ABOUT 6000 A YEAR. ROUGH ESTIMATE. DON'T QUOTE ME ON THAT NOTE. AS PART OF THE INCLUDED IN THE CONTRACT, THE THE MAINTENANCE. YES. YOU ASKED ABOUT THE MAINTENANCE. SO WITH OUR CONTRACT THROUGH AXON PARTNERSHIP WITH SKYDIO, ALL OF OUR MAINTENANCE IS COVERED. THE. THE DRONE THAT WE CURRENTLY HAVE. AT THE TIME WE PURCHASED IT, THEY DIDN'T HAVE A MORE REALLY A MAINTENANCE PACKAGE AT THAT TIME. SO, BUT WE GOT A, A NUMBER OF REPLACEMENT PROPS AND OTHER ITEMS THAT WAS SHIPPED ORIGINALLY WITH IT. SO WE, WE HAVEN'T EVEN HAD TO CHANGE THE PROPS OUT YET. AND I THINK WE, WE STILL HAVE ANOTHER 5 OR 6 REMAINING ON THAT. THE ONLY THING THAT WE EXPERIENCED WAS THE PARACHUTE. WE HAVE TO HAVE A PARACHUTE TO FLY OVER CROWDS AND ALL THAT. THAT PARACHUTE WILL EXPIRE AND WE'RE GOING TO HAVE WE'RE GOING TO ENCUMBER THAT COST COMING UP SOON. IN THE NEXT FEW MONTHS, I'M WORKING WITH THEM SINCE THEY DIDN'T HAVE THE PROGRAM THAT THEY'RE OFFERING NOW, I'M 
          [06:15:01]
WORKING WITH THEM TO TRY TO GET THEM TO COMPASS THAT PARACHUTE. THESE TWO FUTURE DRONES THAT WE HAVE. IT'LL COME WITH A PARACHUTE REPACK PACKAGE. SO IT'S IT'S ALL ROLLED INTO THE CONTRACT PRICE. YOU JUST SAID TWO FUTURE DRONES. I MEAN, THERE'S TWO MORE COMING. YES, SIR. THAT'S PART OF THAT'S PART OF THE CPA GRANT. ACTUALLY, I REQUESTED TWO DFS AND THE LICENSE PLATE READERS AND THAT HAS BEEN APPROVED. WE'RE GOING THROUGH NOW. WE'LL BE COMING TO YOU FOR THE PROCUREMENT IN THE NEAR FUTURE. OH, AWESOME. THANK YOU. SO I DID KIND OF SKATE PAST THAT. BUT YES, THE CPA GRANT WAS WAS AWARDED. I MEAN, IT'S BEEN APPROVED. SO AND HE WORKED REALLY HARD ON THAT. HE DID A GOOD JOB ON THAT. SO WE SHOULD SEE THOSE FUNDS. YES, WE SHOULD SEE THOSE FUNDS EVERY YEAR. IT IS A, YOU KNOW, A 20% MATCH. SO, YOU KNOW, WE'LL HAVE TO PAY 20%. BUT OTHER THAN THAT, IT'S, IT'S, IT'S WHAT WE NEED. SO IT'LL HELP US OUT A LOT. 
          CHIEF, LET ME GO BACK TO YOUR COMMENT ABOUT AN ADDITIONAL K9. IS THAT A K9 TEAM, INCLUDING AN OFFICER AND ANOTHER TRAINED DOG, OR. YES, SIR. OKAY. YES, SIR. THAT'S BEEN IN THE WORKS FOR HOW MANY WEEKS NOW? OVER. OVER SIX MONTHS. IT'S BEEN IN THE WORKS FOR A MINUTE. SO WE'RE FINALLY GETTING THERE. I GET HE'S GETTING READY TO START THAT CLASS, RIGHT? HE STARTS A WEEK FROM MONDAY. HIM AND THE NEW DOG WILL GO TO HILL COUNTY AND START THEIR TRAINING. SO NOW NOW BOTH SIDES OF THE WEEK WILL BE COVERED. WHEREAS ONE SIDE OF THE WEEK WAS COVERED BECAUSE THAT THAT OFFICER IN THAT K9 WAS ASSIGNED TO BRAVO NIGHTS. AND IF ALPHA NIGHTS NEEDED THEM, THEN THEY WOULD HAVE TO BE CALLED IN. AND NOW WE'RE GOING TO HAVE COVERAGE ON BOTH SIDES OF THE WEEK WITH K9. AND WE DO HAVE AN AGREEMENT WITH NEIGHBORING CITIES TO HELP OUT WITH OUR CANINES. IF THEY IF THEY NEED US, THEY CAN CALL US. WE ALL HELP EACH OTHER OUT. 
          IF WE NEED CEDAR HILL, WE CAN CALL CEDAR HILL. YOU KNOW, IF DESOTO, IF WE NEEDED DESOTO, WE CAN CALL DESOTO. SO WE KIND OF ALL HELP EACH OTHER OUT. THANK YOU. WHAT WAS IT? ASK YOUR QUESTION. SORRY. THANK YOU. SO COULD YOU GO BACK TO THE CHART THAT HAD THE BAR GRAPH I GOT? YOU SHOWED ME. RIGHT THERE. SO OKAY, 26 TO DATE. OKAY, SO WE'RE NOT DONE WITH 2026. NO. 
          SO. RIGHT. AND THEN NOW I GUESS GO FORWARD TO WHAT THE REDUCTIONS ARE COSTING US. OR COSTING THE OFFICERS. SO THE SIDE BY SIDE RIGHT THERE. YES, SIR. SO THIS IS. ON THE RIGHT SIDE. WHAT'S BUDGETED FOR. SO THAT $50,000 IS BUDGETED FOR UNIFORMS, $80,000 BUDGETED FOR AMMUNITION. 24. SO NO. SO ACTUALLY THE BUDGET FOR THE BUDGET FOR THE AMMUNITION IS MUCH HIGHER THAN THAT. AND FOR THE UNIFORMS, THIS IS WHAT IT'S BEEN. THIS IS THE AMOUNT THAT IT WAS REDUCED. RIGHT. THAT'S THAT'S WHAT I'M SAYING. OKAY. WHAT WE'RE WHAT'S WE'RE REDUCING WHAT IS WHAT'S BEING BUDGETED FOR THOSE THINGS BY $8,000, BY $50,000. YES, SIR. 
          HOW DOES THAT. BECAUSE I SEE IN PREVIOUS YEARS, WHEN YOU LOOK AT THE BAR CHART, THAT WHAT WAS BUDGETED IS PRETTY CLOSE TO WHAT WAS ACTUALLY SPENT, RIGHT? THE ACTUAL. SO I MEAN, HOW, HOW I KNOW THIS IS GOING TO HAVE AN IMPACT. I GUESS IT'S KIND OF TROUBLING TO ME TO SEE THIS, KNOWING THIS FOR OTHER DEPARTMENTS. I KNOW SOMETIMES WE'VE LOOKED AT DEPARTMENTS AND SAID, OKAY, HISTORICALLY THIS IS WHAT WE THOUGHT WOULD BE NEEDED, BUT ACTUALLY IT WASN'T. 
          SO WE'LL MAKE A REDUCTION THERE. YOU KNOW, FOR EXAMPLE, WITH THE COUNCIL'S BUDGET FOR POLICE. 
          THE REDUCTION IN SALARIES, I DON'T KNOW IF I'VE SEEN ANY DEPARTMENTS, THE REDUCTION IN SALARIES. AND THEN FOR THE TRAVELING TRAINING THAT THAT'S BEING REDUCED. SALARIES ARE BEING REDUCED. THE SALARIES FOR THOSE POSITIONS FOR THOSE THREE. OKAY. THE POSITIONS. YES. OKAY. 
          OKAY. ALL RIGHT. STILL TRAINING AND TRAVEL AND TRAINING REDUCED BY 24,000. I DON'T KNOW HOW I FEEL ABOUT SOME OF THESE REDUCTIONS FOR POLICE ON THE AMMUNITION. WE'RE GOING TO DO A ONE MORE BUY BEFORE THE END OF THE FISCAL YEAR ON AMMUNITION TO TO HELP KIND OF BUILD THE THE SURPLUS UP WAS WHAT WE DISCUSSED. SO WELL, WE'RE TAKING A LOOK AT WHAT'S LEFT IN THERE AND. WE WILL PURCHASE WHAT WE CAN. BUT LISTEN, DROPPING THE AMMUNITION BUDGET, 
          [06:20:06]
80, $80,000. YES, IT'S GOING TO AFFECT US. IT AFFECTS THE WAY THAT WE TRAIN. OUR SWAT TEAM IS VERY GOOD. AND OUR SWAT TEAM IS VERY SOUGHT AFTER. AS FAR AS OTHER DEPARTMENTS NEEDING HELP. 
          AND THAT'S BECAUSE THEY TRAIN SO MUCH. THEY TRAIN TWICE A MONTH AND THEY'RE VERY GOOD AT WHAT THEY DO. AND OUR OFFICERS, WE TRY TO PROVIDE THEM THAT TRAINING BECAUSE WE WANT THE OFFICERS TO BE PROFICIENT AT WHAT THEY DO. SO WE WILL HAVE TO CHANGE UP HOW WE DO OUR TRAINING SO THAT WE'RE NOT USING SO MUCH AMMUNITION. WELL, LET ME ADD IN HERE, AND I THINK IT'S KIND OF WHERE JEREMY'S GOING IS, YOU KNOW, SOME OF THE OTHER CUTS THAT WE'VE HAD AND WE'VE HEARD TODAY, THEY'RE IMPORTANT TO THE DEPARTMENTS THAT HAVE MADE CUTS TO TRY TO ACCOMPLISH THE OBJECTIVE OF REDUCING THE EXPENSES. THIS IS LIFE SAFETY, RIGHT? AND I LOOK AT THAT FIREARMS TRAINING. AND LOOK, I GO TO THE GUN RANGE AND I CAN'T HIT THE SIDE OF A BARN. 
          ALL RIGHT. BUT BUT I GO THERE TO TRY TO BECOME A LITTLE MORE EFFICIENT WITH MY SHOOTING. BUT WHEN I, WHEN I SEE THAT OUR OUR FIRST RESPONDERS, OUR LIFE SAVERS ARE OUT THERE, I KNOW SOME OF THEM GO OUT ON THEIR OWN. YOU KNOW, THEY TRAIN ON THEIR OWN BECAUSE THEY WANT TO BE BETTER. BUT JUST HOW MUCH TRAINING TAKEN AWAY FROM OUR FROM OUR OFFICERS BEFORE WE MIGHT HAVE. THERE'S NO WAY TO TO DETERMINE THIS. BUT BEFORE WE HAVE A DROP OFF IN THEIR ABILITIES OUT ON THE STREET WHEN THEY HAVE TO USE THEIR WEAPONS. SO I DON'T KNOW IF THERE'S ANY RETHINKING AT THIS POINT, BUT THAT'S, THAT'S A DIFFERENT CATEGORY. I KNOW EVERY DEPARTMENT HURTS BY WHAT THEY'VE HAD TO GIVE UP, BUT THAT ONE RIGHT THERE, JUST THE TRAINING ALONE AS A RESULT OF NOT HAVING THE AMMUNITION, I REALIZED THEY BOUGHT ENOUGH AMMUNITION TO TRAIN FOR A WHILE. BUT IF IT EVER GETS TO A POINT WHERE THEY'RE OUT AND THEY HAVE TO CANCEL TRAINING THAT THEY NORMALLY DO, I WOULD LIKE TO KEEP IT OPEN FOR DISCUSSION. WE SHOULD NOT GET TO THE POINT TO WHERE WE'RE OUT. LIKE I SAID, WE SHOULD HAVE ENOUGH FOR NEXT YEAR TO GET TO NEXT YEAR. WE SHOULD BE OKAY IF IF WE MANAGE WHAT WE DO, WE SHOULD BE OKAY NOW. I DON'T WANT TO LOSE IT AT ALL. BUT YOU KNOW, IT IS WHAT IT IS. BUT BUT IF YOU GOT THERE, YOU'D LET MANAGEMENT KNOW. OH, YEAH. YEAH, HE'LL LET ME KNOW. YEAH, I'LL LET HIM KNOW. YES HE WILL. FINANCES HAS DONE A GOOD JOB WORKING WITH US. WE TOOK SOME SOME SOME HITS ON SEVERAL THINGS. AND THEY KIND OF HELPED US BY GIVING US A LITTLE BIT BACK. SO WHILE WE'RE TALKING ABOUT THAT ONE WAS THE AMMO. I THINK Y'ALL ADDED BACK WHAT Y'ALL HAD OFFERED UP THE WHOLE BUDGET. AND WE'RE LIKE, NO, THAT'S NOT GOING TO WORK. SO WE LEFT SOME. THEY GAVE US 40, 40, 000 BACK BUDGETED 120, I THINK IT WAS. AND WE SPENT, WE SPENT ABOUT ABOUT 100 A YEAR. YEAH, ABOUT THAT MUCH EVERY YEAR ON, ON AMMO. SO YEAH, SO WE DID, WE DID RESTORE SOME OF THAT BUDGET BACK. THAT'S GOOD TO KNOW. YEAH. YEAH. WELL WELL IT MAKES ME FEEL A LITTLE BIT BETTER. I'M STILL THE TRAVELING TRAINING. SO A LITTLE BIT UNCOMFORTABLE WITH THAT. AND I KNOW THE SWAT REPLACEMENT FUND THAT DOESN'T LOOK LIKE A WHOLE LOT. BUT I GUESS AT ANY POINT WE CAN MAKE A BUDGET AMENDMENT. YES. I MEAN, WE COME TO A POINT IN THE MIDDLE OF THE YEAR AND WE'RE LIKE, THIS IS A DIRE NEED. IT'S JUST, YOU KNOW, I MEAN, WE WENT MISSING. I DON'T KNOW, WHATEVER, YOU KNOW, WE CAN WE CAN ASK FOR AN AMENDMENT AT THAT TIME. IF IT COMES TO THAT, WE'LL MONITOR. 
          AND LIKE I SAID, CHIEF WILCOX AND THE POLICE DEPARTMENT, THEY'LL LET ME KNOW IF THEY'RE, THEY'LL THEY'LL THEY'LL THEY'LL THEY'LL MONITOR THE SITUATION. AND IF WE HAVE TO, WE WILL. I DO APPRECIATE Y'ALL TAKING THAT INTO CONSIDERATION AND RECOGNIZING THAT THOUGH IT'S IMPORTANT TO US, I DO WANT TO MAKE A. JUST A QUICK CORRECTION, IF I WILL, ON THOSE POSITIONS. 
          I WANT TO MAKE SURE THAT'S UNDERSTOOD ON WHAT WE'RE DOING WITH THEIR POSITIONS. SO AND THIS GOES BACK REALLY TO THE PREVIOUS CHIEF. WE HAD THIS CONVERSATION BEFORE WILCOX. SO THE LIEUTENANT AND THE SERGEANT POSITION IS REALLY A SWAP. OKAY. SO WE HAVE SIX VACANT POSITIONS. 
          WE ARE SWAPPING THREE OF THEM FOR THE LIEUTENANT AND THE SERGEANT. OKAY. SO THEY'RE NOT ABLE TO FILL THOSE THREE POSITIONS UNTIL A FUTURE YEAR IN ORDER TO KEEP IT BUDGET NEUTRAL. NOW, THEY STILL HAVE VACANCIES THEY'LL BE ABLE TO HIRE WITHIN THIS YEAR BECAUSE OF THE PROMOTIONS, BUT THERE'LL BE SOME THAT ARE DELAYED UNTIL APRIL. BUT THOSE THREE OFFICER POSITIONS ARE NOT IN THIS YEAR'S BUDGET. IN ORDER TO FUND THE LIEUTENANT IN THIS PROJECT. 
          [06:25:02]
BUT THIS DOESN'T PROHIBIT THEM FROM REPLACING AN OFFICER THAT LEAVES. THAT'S NOT THEY'RE NOT GOING TO BE A HIRING FREEZE. IT'S JUST A FREEZE ON THOSE THREE THOSE THREE POSITIONS IN ORDER TO GIVE THEM THE LIEUTENANT AND THE SERGEANT. AND AGAIN, IF WHOEVER GETS PROMOTED, IF YOU KNOW, PROMOTE TURNOVER, THEN THOSE THOSE THOSE POSITIONS CAN BE FILLED. 
          WE'RE GOOD. THANK YOU. ALL RIGHT. THANKS. HELLO AGAIN. MATT BRYANT, DIRECTOR OF PUBLIC WORKS. YOU'LL SEE LATER. SO I ACTUALLY ACCOMMODATED FOR OUR AUTHORIZED STAFFING BASED ON MY ORGANIZATIONAL CHART. SO MY NUMBER IS LIKE HALF OF THAT. SO I APOLOGIZE FOR THAT COMMUNICATION. SO THIS PORTION OF PUBLIC WORKS, WHICH IS GENERAL FUND, IS REPAIR AND MAINTENANCE OF OUR FACILITIES, NEIGHBORHOOD COMPLIANCE AND VITALITY, FLEET REPAIRS, MAINTENANCE AND REPLACEMENT, STREET AND ALLEY AND MAINTENANCE OR STREET AND ALLEY MAINTENANCE AND IMPROVEMENTS, AS WELL AS TRAFFIC OPERATIONS AND IMPROVEMENTS. SO WE ARE TRENDING A LITTLE LOW. CURRENTLY, ALL OF OUR CONSTRUCTION AND ALL OF OUR BIG CONTRACTS HAPPEN IN THE SUMMER AND THE FALL. SO WE ARE GETTING THOSE POS AVAILABLE IN OUR HAND. 
          WE'VE ALREADY HAD SOME PRE-CON MEETINGS, SO YOU'LL START SEEING A LOT MORE ACTIVITY OUT ON THE STREET. AND SO WE WILL QUICKLY CLOSE THAT GAP VERY SOON. WE DID TREND A LITTLE LOW HISTORICALLY, WHICH HELPED WITH SOME OF THESE REDUCTIONS WE MADE. BUT HONESTLY, THAT WAS JUST A LOT OF THAT WAS OUR FAILURES TO FINISH OUT SOME CONTRACTS THAT WE HAD ON THE BOOKS. SO WE'RE CORRECTING THAT AS WE SPEAK. SO AGAIN, I OVERSEE 36. ON THE GENERAL FUND SIDE, WE FROZE FOUR POSITIONS IN STREET DEPARTMENT SO THAT WE COULD OPEN UP TWO MORE IN DRAINAGE THIS YEAR BECAUSE OF THE REGULATORY STUFF THAT WE'RE FACING, 170 MILES OF STREET, 38 MILES OF ALLEYS, NINE CITY FACILITIES, AND 236 FLEET ASSETS. THIS IS THE GENERAL FUND PORTION OF OUR KPIS. SO WE'RE JUST ABOUT AS DOOM, AS GLOOM AS THE POLICE DEPARTMENT WAS. YOU KNOW, BRASS IS BRASS, WHETHER IT'S A METER VALVE OR A BULLET IF IT'S DELAYED OR IF IT'S GOING UP IN PRICE, WE SEE IT ON BOTH SIDES OF IT. SO EQUIPMENT, SERVICES, WE DID $100,000 REDUCTION. HOWEVER, WE HAVE SEEN IN THE LAST TWO YEARS AN INCREASE IN FUEL USAGE BY ABOUT 10,000 GALLONS PER YEAR. SO WE'RE GOING TO HOPE FOR THE BEST WITH FUEL PRICES RIGHT NOW. 
          AND WE'LL SEE WHERE WE'RE AT LATER. BUT WE'RE VERY LIMITED ON WHAT WE CAN REDUCE. WE PRETTY MUCH HAVE TO PULL IT OUT OF THE BIG TICKET ITEMS, WHICH IS STREET MAINTENANCE AND FUEL. 
          SO WE'VE SEEN THAT INCREASE ANNUALLY SINCE FY 24. ONE THING TO NOTE, THE FUEL REPLACEMENT FUND IS NOT SUSTAINABLE. EVERY DEPARTMENT CONTRIBUTES 50% TO THE FLEET REPLACEMENT FUND. SO WHEN TIME IS DUE TO REPLACE, SAY, FIVE VEHICLES, THERE'S ESSENTIALLY ENOUGH FUNDING THERE TO REPLACE TWO, TWO AND A HALF OF THEM. AND I DON'T KNOW IF JENNIFER KNOWS HOW LONG THAT'S BEEN GOING ON. I THINK IT'S BEEN GOING ON SINCE I'VE WORKED HERE. SO WE ARE SUBSTANTIALLY BEHIND ON WHAT WE NEED TO REPLACE THE FLEET WHEN THE TIME IS DUE. SO YOU'LL SEE A LOT OF THINGS THAT CONTINUE TO JUST GET PUSHED BACK. I'M GENERALLY FRIENDS WITH EVERYBODY IN HERE, BUT THERE'S A FEW DAYS A YEAR WHERE WE DON'T GET ALONG VERY WELL BECAUSE IT'S HERE'S WHAT YOU'RE SAYING YOU WANT AND HERE'S HOW MUCH I CAN AFFORD. SO YEAH, FOUR FROZEN POSITIONS IN STREET DEPARTMENT. AND ALSO WE HAD TO REDUCE CONTRACTUAL SERVICES BY $500,000. THAT'S THAT'S A LOT OF STREET MAINTENANCE, ESPECIALLY NOW ON THE MILL AND OVERLAY SIDE, IT'S NOT SO MUCH, BUT CRACK SEALING, MICRO SURFACING, SOME OF THOSE CHEAPER CONTRACTS. THERE'S A LOT OF STREET LANE MILES THAT CAN GET DONE WITH HALF $1 MILLION, AND THERE IS NO FUNDING SOURCE FOR CAPITAL IMPROVEMENT IN THE STREET DEPARTMENT AND TRAFFIC OPERATIONS. WE MADE A $50,000 REDUCTION IN DIRECT MATERIALS. 
          EXCUSE ME. TOTAL SINCE FY 24, THERE'S BEEN A $50,000 REDUCTION. I DIDN'T TOUCH TRAFFIC OPERATIONS VERY MUCH THIS YEAR. THEY BUDGET DOWN TO THE DOLLAR. SO I PRETTY MUCH LEFT BUILDING MAINTENANCE AND CODE ENFORCEMENT AND TRAFFIC OPERATIONS ALONE. PERSONALLY, I 
          [06:30:01]
DID NOT WANT TO TOUCH ANYTHING RELATED TO SALARIES, BENEFITS, OR EMPLOYEE APPRECIATION. SO THAT AND I CAN'T TOUCH T, R A OR D W. SO THAT LEFT A LOT OF OUR BIG MAINTENANCE CONTRACTS. 
          SO SOME OF THE SERVICE IMPACTS WE'RE LOOKING AT, WE FACE CONTINUED INCREASING AND PRICING OF MATERIALS AND CONTRACTED LABOR. I KNOW IN 2019, WHEN I WAS UTILITY SUPERINTENDENT, WE BUDGETED $250 PER FOOT OF PIPE FOR OVERALL CONSTRUCTION BUDGET. 
          NOWADAYS, IT'S ABOUT 500. AND WHEN YOU LOOK AT THE CEDAR RIDGE CONTRACT, THAT TOTAL COST CAME OUT TO BE ABOUT $800 PER LINEAR FOOT OF PIPE. SO CONSTRUCTION COSTS ARE JUST CONTINUING TO BE ASTRONOMICAL. OUR FUTURE OUTLOOK RIGHT NOW, INCREASED DEGRADATION OF ASSETS. 
          IF WE DON'T MAKE SOME CHANGES AND WE'RE ALWAYS LOOKING FOR GRANT OPPORTUNITIES, WHICH WE'VE BEEN SUCCESSFUL, BUT WE'VE GOT TO KEEP THAT MOMENTUM ALIVE FOR SURE. SO SOME OF THE ACCOMPLISHMENTS WE ARE MOVING FORWARD. AS YOU'VE SEEN, CEDAR RIDGE DRIVE RECONSTRUCTION IS UNDERWAY. DEPARTMENT WIDE DIGITALIZED WORK ORDERS AND MANAGEMENT SYSTEM THROUGH EMGO. 
          WE'RE ALSO UTILIZING NEW AND BLUE FOR TICKET MANAGEMENT SYSTEM WITH CODE ENFORCEMENT. 
          AND THESE ARE SOME OF THE GRANTS YOU'VE HEARD FROM SEVERAL TIMES NOW. BUT THE HIGHWAY SAFETY IMPROVEMENT PROGRAM WAS ALMOST 600 000 SAFE STREETS FOR ALL 1.2 MILLION. SO THAT WILL BE THE PART OF THE TRANSPORTATION MOBILITY PEDESTRIAN BIKE MASTER PLAN, AS WELL AS THE WORK ZONE DATA EXCHANGE 220 OR $219,000. THAT WAS THROUGH THE CAR. SOME OF OUR INITIATIVES FOR NEXT YEAR. THIS PORTION OF PUBLIC WORKS IS ALSO GOING TO BE WORKING AND FOCUSING ON THEIR SOPS. WE'RE ALSO GOING TO BE MAKING THOSE DATA DRIVEN DECISIONS FROM THE TECHNOLOGY. WE'RE UTILIZING SOME BETTER OPTION FOR FLEET FUNDING AND ACQUISITION. OUR PRIORITY IS POLICE BECAUSE THEY THEY REALLY ARE HARD ON THOSE VEHICLES AND THEY NEED A REALLY QUICK TURNAROUND. SO WE'RE LOOKING AT SOME OPTIONS WITH THEM, SOME OTHER GRANT OPPORTUNITIES WE'RE LOOKING AT. SO WE'VE BEEN AWARDED WHEATLAND AND CAMP WISDOM WITH THE HIGHWAY SAFETY IMPROVEMENT PROGRAM. SO THOSE PROJECTS ARE GOING TO MOVE FORWARD. SAFE STREETS FOR ALL AND WORK ZONE DATA. THOSE ARE GOING TO BE CONTINUING TO MOVE FORWARD. WE HAVE, THROUGH THE COG TRAFFIC EQUIPMENT MATERIALS REIMBURSEMENT GRANT FOR $100,000, REPLACING THE OBSOLETE VIDEO DETECTION OR VEHICLE VIDEO DETECTION. THAT'S YOU'VE PROBABLY HEARD THAT'S MORE OF A CONVENIENCE TO THE RESIDENTS. THE EXAMPLE WE USE A LOT IS IF YOU'RE DRIVING ON WHEATLAND ROAD AND YOU COME TO LINCOLN, YOU KNOW, YOU MAY BE JUST SOME RANDOM TIME OF THE DAY. THERE'S NOBODY ON LINCOLN WAITING AND YOU GET A RED LIGHT. 
          THIS TECHNOLOGY WILL HELP KIND OF MOVE THE FLOW OF WHEATLAND ALONG WITHOUT STOPPING YOU JUST BECAUSE IT'S TIMING OUT. ONE THING WE'RE REALLY PROUD OF, WHICH IS WE'RE ONE VOTE AWAY FROM SUCCESS. WE TEAMED UP. DESOTO ACTUALLY TOOK THE LEAD ON THIS. THEY REACHED OUT TO US, LANCASTER, CEDAR HILL, I THINK ALL BUT LANCASTER GOT INVOLVED IN THIS. SO WE DID A REGIONAL TRAFFIC PREEMPTION GRANT THROUGH THE COG. IT'S 100% FUNDED, NO MATCH, NO UPFRONT, NOTHING $1.96 MILLION FOR THE CITY OF DUNCANVILLE. WE'RE ONE VOTE AWAY. IF THAT GETS IN EVERYTHING, PREEMPTION WILL BE REPLACED ON THE VEHICLES, ON THE TRAFFIC LIGHTS, EVERYTHING. 
          SO WE'RE SUPER, SUPER EXCITED ABOUT THAT OPPORTUNITY. JUST QUICKLY TELL US AGAIN WHAT THE PREEMPTION IS. THAT IS THE EMERGENCY VEHICLE DETECTION. SO IF THEY'RE RUNNING CODE AND THEY'RE RUNNING DOWN THE ROAD, IT WILL DETECT THE VEHICLE APPROACHING AND IT WILL START PHASING THOSE GREEN LIGHTS SO THAT THEY CAN GET THERE A LOT FASTER. GOOD DEAL. YEAH. WITH THAT, Y'ALL HAVE ANY QUESTIONS? CAN I GET ONE OF THOSE? BURT WILL GIVE YOU A RIDE. I'LL FIGURE SOMETHING OUT. NO. ANY COMMENTS OR QUESTIONS? NO. JUST YOU COVERED. THANK YOU, THANK YOU. THANK YOU SIR. LAST BUT NOT LEAST, TWO MORE. TWO MORE. BEST FOR LAST, RIGHT? THAT'S WHAT IT IS. WELL I'M BIASED TOWARDS THAT ANYWAY. ALRIGHT. CHRIS CONNOLLY, SERVE AS YOUR FIRE CHIEF. THE OPPORTUNITY GOING THROUGH THE DIFFERENT DIVISIONS ADMIN, PREVENTION, SUPPRESSION, WHAT WE CALL ALS, ADVANCED LIFE SUPPORT, EMS AND REGIONAL EMERGENCY MANAGEMENT. 
          WE HAVE 58 POSITIONS. CURRENTLY WE HAVE FIVE VACANCIES. WE HAVE FOUR. AND WE JUST RECENTLY HAD A RESIGNATION DUE TO A HEALTH ISSUE FOR A PROBATIONARY FIREFIGHTER. SO THE WRONG 
          [06:35:05]
DIRECTION. SO OUR BUDGET ON AVERAGE SPENT ABOUT 103% OF THE BUDGET OVERTIME DRIVES THE MAJORITY OF THAT FILL POSITIONS WE HAVE TO STAFF EACH DAY. SO WE CALL OURSELVES THE FIRE DEPARTMENT. AND AS YOU CAN SEE THERE, OUR WE CALL EMS FIRST RESPONDER CALL VOLUMES 3715. 
          FIRE, JUST OVER ALMOST 1500. SO 70% OF OUR CALL VOLUME IS EMS, 30% IS FIRE. AND WE ARE CONTINUOUSLY WORKING THROUGH THE MATRIX CONSULTANT REPORT AND OUR TURNOUT TIME. WHAT IS TURNOUT TIME? THAT'S THE TIME THAT DISPATCH ALERTS US THAT WE HAVE A CALL TO THE WILL START ROLLING. AND FOR A MEDICAL CALL, IT'S 60S. IT'S 80S FOR A FIRE DEPARTMENT RESPONSE BECAUSE YOU GET SOME ADDITIONAL TIME TO PUT ON YOUR GEAR BEFORE YOU GET ON THE APPARATUS AND GO. SO, BUT 60S AND 80S IS VERY FAST. SO YEAH, AS YOU SEE WITH STATISTICS, THERE ARE SEVEN MONTHS WITH OUR FIRST NEW SOFTWARE PROGRAM. THAT'S BEEN A HUGE BENEFIT TO THE DEPARTMENT. 
          SO THANK YOU FOR APPROVING THAT EXPENDITURE. EMS. WE'RE AT 54.95% AND 68.57% MEETING WHAT WE CALL NFPA, NATIONAL FIRE PROTECTION ASSOCIATION STANDARD ON FOREST DEPLOYMENT AND WHAT HAVE YOU. WE SHOULD BE MEETING THE. THE NATIONAL STANDARD IS 60S ON EMS CALL 90% OF THE TIME, AND FIRE IS IS 80S 90% OF THE TIME. SO WE STILL HAVE SOME MORE WORK TO DO THERE. WE TRACK IT EACH MONTH BY SHIFT, AND THAT'S SHARED WITH ALL THE DIFFERENT SHIFTS. AND WE EXPECT CONTINUOUS IMPROVEMENT. CHALLENGES. NOW AS, AS I MENTIONED, FIVE VACANCIES WE HAVE AND WE'VE HAD SIGNIFICANT BREAKDOWNS. WE'VE BEEN A FREQUENT CUSTOMER WITH FLEET AND. BREAKDOWNS WITH OUR. WE HAVE A 2007 QUINT AND THEN THE 2017. THAT'S FRONTLINE. WE'RE VERY APPRECIATIVE OF THE PURCHASE OF THE NEW QUINT THAT YOU ALL JUST RECENTLY APPROVED. 
          AND THAT WILL BE A SIGNIFICANT IMPROVEMENT FOR US. I'M A BIG BELIEVER IN THIRD PARTY VALIDATION. YOU CAN BRAG ON YOURSELF ALL DAY LONG, BUT I'D RATHER HAVE SOMEONE ELSE BRAG ON US. IT'S NOT A GOOD LOOK TO BRAG ON YOURSELF. BUT MY PARENTS ALWAYS SAID. AND SO I HAVE. I'VE USED THIRD PARTY VALIDATION EVER SINCE I'VE GOTTEN AN ADMINISTRATION, THE FIRE SERVICE. AND SO HOUSTON, WE BECAME THE LARGEST ACCREDITED FIRE DEPARTMENT IN THE WORLD, CAME TO ISO CLASS ONE, CEDAR PARK FIRE DEPARTMENT. WE CAME TO ISO CLASS ONE THERE, AND I'M BOUND AND DETERMINED THAT WE WILL BECOME A CLASS ONE FIRE DEPARTMENT HERE. AGAIN, THAT'S A 2% REDUCTION FOR OUR COMMERCIAL INSURANCE CUSTOMERS AND A 1% REDUCTION FOR RESIDENTIAL CUSTOMERS. SO THE INVESTMENT IN THE FIRE DEPARTMENT, WE WILL GET RETURN ON INVESTMENT TO OUR CITIZENS THAT ARE PAYING FOR THAT SERVICE. ALSO. OBVIOUSLY, FIREFIGHTING IS A VERY DANGEROUS CAREER, AND WE'RE ALWAYS LOOKING TO MINIMIZE RISK EXPOSURE. AND THAT'S PART OF THIS OTHER THIRD PARTY VALIDATION. WE ARE WORKING THROUGH THE TEXAS FIRE CHIEFS ASSOCIATION BEST PRACTICES PROGRAM. I'VE SHARED THAT AT COUNCIL MEETINGS. I WAS AT THE CRIME SCENE WHEN WE CREATED IT BACK IN 2011, ME AND ANOTHER FIRE CHIEF AND FORMED A COMMITTEE, AND IT KIND OF MODELED AFTER THE TEXAS POLICE CHIEFS ASSOCIATION BEST PRACTICES, BECAUSE NOT ALL FIRE DEPARTMENTS HAVE THE RESOURCES TO DO THE NATIONAL ACCREDITATION PROGRAM LIKE WE DID IN HOUSTON. AND SO IT GIVES US AN OPPORTUNITY TO MEET BEST PRACTICES THROUGH A MORE AFFORDABLE PROCESS. BUT JUST AS DIFFICULT. AND WE ARE WORKING THROUGH THE REMODEL OF STATION TWO, AS YOU ALL ARE WELL AWARE OF. WE HAVE FOUNDATION ISSUES AND WE'RE GETTING ASSESSMENTS ON THAT. BUT I'M A BIG BELIEVER IN A LABOR MANAGEMENT APPROACH. WE HAVE A HAD AN APPARATUS COMMITTEE. THEY DESIGNED THE QUINT. ME AND CHIEF LEARY HAD NOTHING TO DO WITH THAT, JUST FACILITATED. SO IF IT'S NOT 
          [06:40:03]
RIGHT, WELL, WE'RE FINGERPRINTS ALL OVER THE DOCUMENT. THAT'S ANOTHER THING I'VE LEARNED IN MY CAREER. AND SO ALSO WITH THE. THE STATION TWO, WE HAVE A COMMITTEE THERE. AND AGAIN, IT'S LABOR ORIENTED. AND THEY GOT ONE MORE BID TO GET. WE GOT THE FUNDING LEVEL. INVOLVED, CERTAINLY WITH CITY FINANCES. AND PLUS I MENTIONED OUR FOUNDATION PROBLEMS. SO I WANT TO MAKE SURE THE CITY WAS AWARE THAT WE HAVE THESE ISSUES. AND, YOU KNOW, IF YOUR FOUNDATION IS NOT RIGHT, WHAT DOES THAT IMPACT ON THE OTHER BUILDING SYSTEMS IN THE DEPARTMENT AND THAT STATION? I DON'T WANT TO PUT YOU KNOW, YOU PUT LIPSTICK ON THE FIRE STATION, BUT WE STILL GOT PROBLEMS STRUCTURALLY. AND SO EVERYONE'S VERY COGNIZANT OF THAT. WE'RE WORKING THROUGH THAT. AND, AND SO WE SHOULD BE MAKING A PROPOSAL TO CITY MANAGER HERE VERY, VERY SHORTLY. AND CHIEF LARRY GETS ALL THE CREDIT FOR THIS, WORKING THROUGH A BUILDING FOR OUR SERVICES. AND AS YOU SAW MY PREVIOUS SLIDE, THE BUDGET FOR JENNIFER SHOWED ABOUT $100,000 THAT WE ESTIMATE THROUGH EMERGENCY FIRE, EMERGENCY COMM. WE DO OUR EMS BILLING AND EMERGENCY FIRE WITH FIRE BILLING BECAUSE, YOU KNOW, THIS IS A VERY EXPENSIVE SERVICE TO PROVIDE. AND SO AND THAT WOULD BE THROUGH PRIMARILY INSURANCE COMPANIES. AND WHAT HAVE YOU PAYING FOR THAT? FIRST. I'M SORRY, ON THE WELL, YOU DON'T HAVE TO GO BACK. BUT SO WHAT IS OUR CURRENT ISO CLASS RANGE? WE'RE A CLASS TWO. SO SINCE 2007 OKAY, WE ARE EXPECT TO HAVE AN EVALUATION EITHER AT THE END OF THIS YEAR OR EARLY NEXT YEAR ON THE BEST PRACTICES. 
          WE'RE 90% DONE NOW, AND I EXPECT BY THE FOURTH QUARTER OF THIS CALENDAR YEAR THAT WE WILL BE HAVING AN AUDIT BY THE TEXAS FIRE CHIEFS ASSOCIATION. SO HOPEFULLY A GOOD THING THAT HAS BEEN I'VE SHOWED Y'ALL TO COUNCIL THE BEST PRACTICES MANUALS ABOUT THAT THING. IT'S 12 CHAPTERS, BUT IT'S AND AND AGAIN, IT'S LOOKED AT EVERY FACET OF OUR ORGANIZATION AND WE'VE HAD TO MAKE A LOT OF CHANGES. I'LL GIVE YOU AN EXAMPLE. OUR STANDARD OPERATING. 
          WE CALL GUIDELINES SOGS OR SOPS THAT THAT IS OUR PLAYBOOK. THE NUMBER ONE FINDING IN LINE OF DUTY DEATHS IS NOT FOLLOWING YOUR SOGS. WELL, AND THIS I'M NOT POINTING BLAME TO MY PREDECESSORS, BUT OUR SOGS DATED BACK TO 2016. BEST PRACTICE IS TO UPDATE THOSE EVERY THREE YEARS, IDEALLY FIVE YEARS AT THE WORST. OUR POLICY MANUAL DATED TO 2019. BOTH HAVE BEEN UPDATED 25 AND SO WE WERE GOING TO MAINTAIN THAT RECORD. BUT AGAIN, THAT'S OUR PLAYBOOK. 
          AND IT'S GOT TO BE RIGHT. AND SO IT'S BEEN A THAT'S BEEN A HUGE PROJECT. I ALWAYS SAY YOU'RE A SICK INDIVIDUAL IF YOU LIKE, REVIEWING POLICY MAKERS AND SOGS. BUT IT IS NOT FUN. 
          WELL, I ENJOY IT TO COUNCIL MEMBER, BUT BECAUSE IT'S SO IMPORTANT A LINE OF DUTY DEATH IS A BAD THING TO OCCUR IN OUR BUSINESS. PRESENT COMPANY EXCLUDED. YEAH. SO WE'RE WE'RE SOULMATES ON THAT POINT. WE'RE NOT REAL POPULAR WITH OUR TROOPS ON DOING THAT, I'LL TELL YOU THAT IN MY CASE, DO Y'ALL HAVE INTERNAL AUDITS? WERE YOU NOT WERE YOU HAVE SOMEONE INTERNALLY GO THROUGH AND DO A MOCK AUDIT AND HELP YOU PREPARE FOR YOUR EXTERNAL? THAT'S WHAT WE'VE BEEN DOING. AS AN EXAMPLE, WHEN I FIRST GOT HERE, THAT WAS JOB NUMBER ONE. AND I WORKED WITH CHIEF CHASE. I DIDN'T I WASN'T FAMILIAR WITH ALL THE PROCESSES. I'VE BEEN A FIREFIGHTER FOR A LONG TIME, BUT WHAT WAS THE DUNCANVILLE APPROACH? AND SO WE WENT THROUGH THAT. WE GOT IT ALL DONE. HE RETIRED WHAT HAVE YOU, AND SEND IT OUT. AND THE FIREFIGHTERS PART OF BEST PRACTICES. EACH FIREFIGHTERS GOT TO SIGN OFF. THEY'VE READ THEIR SOGS AND THE POLICY MANUAL. WELL, I DON'T WANT THEM TO SIGN OFF ON IT UNTIL THEY'VE READ IT ALL THROUGH. SO THEY GOT ONE MORE MONTH TO COMPLETE THAT. AND IF THEY FIND ANYTHING THAT'S GOT MISSED BECAUSE IT'S MULTIPLE DOCUMENTS, THEN WE'LL ADDRESS THAT. BUT AT THE END OF THAT PROCESS, THEY'RE GOING TO SIGN OFF ON IT AND WE'RE GOOD TO GO. AND THEN WE'LL DO IT AGAIN IN ANOTHER THREE YEARS BECAUSE CHRIS IS GOING TO DO IT THREE YEARS, NOT FIVE. OKAY. SO ANY OTHER QUESTIONS? JUST JUST AS A REMINDER AND POINTED OUT THAT OBTAINING THAT CLASS ONE 
          [06:45:01]
RATING POTENTIALLY LEADS TO, YOU KNOW, REDUCTIONS IN EXPENSES, YOUR HOMEOWNERS INSURANCE, COMMERCIAL INSURANCE, AND SO MANY CITIES HAVE DONE THIS ACROSS CERTAINLY TEXAS, BUT THROUGHOUT THE NATION, IT'S BRAGGING RIGHTS FOR A FIRE DEPARTMENT. BUT IT'S THIRD PARTY VALIDATION, BUT IT'S A RETURN ON THAT INVESTMENT. NOW YOU GET BIGGER BREAKS AS YOU GO FROM A CLASS TEN TO THOSE DIFFERENT DIFFERENTIATIONS TO CLASS ONE. GOING FROM CLASS TWO TO A CLASS ONE IS NOT AS MUCH AS I MENTIONED, 2% OR 1% REDUCTION. SO, BUT NEVERTHELESS, 2% OR 1% IS REDUCTION. I MEAN, YOU ALL HAVE INVESTED IN A FIRE DEPARTMENT. WE WANT TO GIVE THEM THAT FULL RETURN ON THEIR INVESTMENT. YOU CAN'T GET BETTER THAN A CLASS ONE. AND I MENTIONED THAT ON THE SAME EFFORTS THAT THEY'RE MAKING, THAT THIS ALSO APPLIES TO THE BUILDING INSPECTION DEPARTMENT. SO THEY'RE, THEY'RE, THEY'RE PART OF THE OVERALL LOWERING OF INSURANCE RATES. IF THEY BEEF UP THEIR STANDINGS WITH ICE. ICE. SO ABSOLUTELY. YEAH. THANK YOU FOR SHARING THIS IMPORTANT PART. IT'S NOT JUST THE FIRE DEPARTMENT. ALSO, WHEN I, WHEN I TALKED ABOUT DOING THE ISO, PART OF THAT IS YOU HAVE TO DO A MINIMUM OF 16 HOURS OF CONTINUATION, CONTINUING EDUCATION TRAINING PER MONTH. THAT'S NOT BEEN UNCOMMON IN MY CAREER. BUT HERE IN DUNCANVILLE, THEY WERE DOING 12 HOURS. I'VE INCREASED IT TO FOUR HOURS. SO IF YOU HEAR WAILING AND GNASHING OF TEETH FROM THE TWO FIRE STATIONS, THAT'S WHERE IT'S COMING FROM. THEY'RE NOT EXCITED ABOUT THAT. BUT TO MY POINT, BEST PRACTICES, YOU TRAIN A LOT AND OUR BUSINESS IS VERY UNFORGIVING FOR NOT BEING ON TOP OF YOUR GAME. THERE'S A LOT MORE IMPORTANT THAN PROFESSIONAL SPORTS. AND SO I WANT TO MAKE SURE THAT WE'RE DOING EVERYTHING WE CAN TO MINIMIZE OUR RISK EXPOSURE. AND I'LL A GOOD NUMBER OF FIRE DEPARTMENTS DO 16 HOURS A MONTH. FIREFIGHTERS WORK TEN, 24 HOUR SHIFTS A MONTH. THEY WORK 48, 96, BUT TEN, 24 HOUR DAYS. SO THAT'S 1.6 HOURS. CALL IT AN HOUR AND A HALF. THAT'S REASONABLE EVEN WITH OUR CALL VOLUME. AND I GET THAT FEEDBACK, WE'RE A PRETTY BUSY DEPARTMENT, BUT THERE'S TIME TO GET THAT DONE. NOW THE PARAMEDIC CONTINUING EDUCATION TRAINING DON'T COUNT TOWARDS A REQUIREMENT OF 16 HOURS A MONTH. SO ■I'M NOT DOING 16 HOURS A MONTH. JUST GET AN ISO CLASS ONE. AS I'VE TOLD THE FIREFIGHTERS, WE'RE GOING TO CONTINUE TO DO THAT EVEN AFTER WE ACHIEVE THE CLASS ONE, BECAUSE IT'S OUR SAFETY ISSUE. 
          MY SUCCESSOR, THAT'LL BE UP TO THEM. BUT THAT SAID, I'LL BE THE FIRST ONE TO TELL YOU THAT NOT EVERYONE'S EXCITED ABOUT THAT. BUT I MEAN, I APPRECIATE THE EXPLANATION BECAUSE I THINK FOR US, I MEAN, AT LEAST FOR ME, IF IT CLEARS UP, YOU KNOW, YOU KNOW, WHY CERTAIN THINGS MIGHT BE PRIORITIZED ABOVE OTHERS. YEAH. RIGHT. AND I THINK, YEAH, THAT EXPLAINS A LOT. SO I APPRECIATE THAT. YEAH. SO ANYWAY, AND YOU KNOW, I, IT'S JUST IT NEEDS TO HAPPEN. SO I'LL LEAVE IT AT THAT. SO THE FIRST TWO FIRE SOFTWARE, I CAN'T THANK YOU ALL ENOUGH AS WELL FOR THAT. THAT HAS BEEN A GAME CHANGER FOR US. IT'S OUR RECORD MANAGEMENT SYSTEM. AND IF YOUR RECORD MANAGEMENT SYSTEM IS LACKING, IT REALLY IMPACTS YOU NEGATIVELY. IT'S HARD TO TRACK YOUR, YOU KNOW, YOUR DATA AND HOW WE'RE DOING AND WHAT HAVE YOU. AND AGAIN, AS I MENTIONED, THE 16 HOURS A MONTH, AND WE'VE BEEN DOING THAT SINCE APRIL, AND THAT WILL CONTINUE EVEN AFTER THE ISO CLASS ONE IS ACHIEVED. AND WE'VE THROUGH ABOUT 90% OF THE BEST PRACTICES PROJECT. AND THAT'S ANOTHER HUGE ACCOMPLISHMENT. AND IT'S REQUIRED SO MANY THINGS THAT NEED TO BE DONE. AND WHEN WE CREATED THE PROGRAM BACK IN 2011, NOW IT'S BEEN UPDATED. SUBSEQUENT EDITIONS, BUT IT IS IT LOOKS AT EVERY FACET OF FIRE DEPARTMENT OPERATIONS, ADMINISTRATIVE OPERATIONS BY MARSHAL'S OFFICE. AS YOU ALL RECALL, WHEN I GOT HERE HIRED AS THE FIRE MARSHAL'S OFFICE, IT WASN'T THE MOST CUSTOMER FRIENDLY APPROACH WITH BUSINESSES. I THINK THE MAYOR WOULD HAVE HEARD A FEW COMMENTS ABOUT THAT. AND I HAD THE SAME ISSUE WHEN I WAS IN CEDAR PARK. IRONICALLY, WHEN I WAS FIRE 
          [06:50:02]
CHIEF IN HOUSTON, I NEVER GOT CALLS ABOUT COMPLAINTS ABOUT THE FIRE MARSHAL'S OFFICE. I DON'T KNOW WHY, BUT I DIDN'T. I GOT TO CEDAR PARK AND I GOT TO SEE MANAGER CALLING ME. AND SO AND SO BUSINESSES CALLED AND AND I HAD A FIRE MARSHAL. HE'S A GOOD GUY. BUT I CALLED HIM DOCTOR. NO, BECAUSE THAT WAS HIS FAVORITE ANSWER. NO, YOU CAN'T DO THAT. NO, YOU CAN'T DO THAT. INSTEAD OF WORKING WITH THE CUSTOMER TO MEET THE INTENT OF THE FIRE CODE, SAFETY TOP PRIORITY, BUT GET TO WHERE WE WORK WITH THE CUSTOMER, WHERE WE CAN MUTUALLY AGREE THAT THAT'S A REASONABLE APPROACH. AND SO THAT'S DAVID CARPENTER AND LOGAN HENRY THAT'S BEEN TO THEIR CREDIT. THEY HAVE THAT APPROACH, AND I'VE HEARD GOOD COMMENTS ABOUT THAT AS WELL. 
          GOOD. AND I HAVE NO DOUBT YOU'LL TELL ME IF YOU HEAR SOMETHING DIFFERENT. SO PLEASE DO. BUT. AND. THE QUINT AGAIN, I CAN'T THANK YOU ALL ENOUGH. I KNOW THAT WAS A CHALLENGE TO FUND. AND SO WE WILL WE HAVE A 16 MONTH BUILD TIME. ALSO. THIS IS NOT A SHOT. PUBLIC WORKS IS NOT HERE RIGHT NOW. BUT TO WORK ON A FIRE TRUCK. YOU'RE SUPPOSED TO BE A CERTIFIED EMERGENCY VEHICLE TECHNICIAN. WHAT THEY CALL IT A EVT. OUR SHOP DOESN'T HAVE CERTIFIED EVS AND THE SHOP. SO WE HAVE TO OUTSOURCE OVERWHELMING MAJORITY OF OUR REPAIRS. AND IT'S LIKE YOU TAKE YOUR CAR TO THE DEALERSHIP VERSUS TO A LOCAL GARAGE THAT MAY HAVE LOWER LABOR RATES, BUT WE NEED TO HAVE A CERTIFIED EMERGENCY BECAUSE THERE'S A LOT OF THINGS THAT ARE VERY DEPENDENT ON THE OPERATING SYSTEMS OF THAT FIRE TRUCK. GO AHEAD. OKAY. AND AS FAR AS THE I'VE ALREADY MENTIONED BEST PRACTICES, ISO, AND I MENTIONED THE TURNOUT TIMES, OUR LABOR MANAGEMENT COLLABORATION. THAT'S KEY. AND WE SPENT A LOT OF EFFORT WITH THAT. SO ANY QUESTIONS FOR. THANK YOU. THANKS FOR THE OPPORTUNITY TO SERVE. THANK YOU. 
          SO WE'RE WRAPPING THIS UP NOW. THANK YOU FOR ALLOWING THE DEPARTMENT TO COME AND SPEAK TO YOU ON THIS. VERY IMPORTANT FOR THEM TO BE ABLE TO GET IN FRONT OF YOU AND TELL YOU WHAT IS IT THEY'RE DOING? WHAT ARE THEY WORKING ON? SO YOU UNDERSTAND WHERE THE MONEY IS GOING AND WHAT IT'S FOR. SO JUST WRAPPING IT UP HERE. SO GENERAL FUND, LIKE I SAID, WE, WE WERE ABLE TO MEET THE VIOLENCE HERE WITH THE REVENUES AND EXPENDITURES, NOT HAVING ANY FUNDING BALANCE RESOURCES IN ORDER TO MAKE THIS HAPPEN. SO OBVIOUSLY, WHAT'S BEEN PROPOSED IS NOT A LONG TERM, YOU KNOW, SOLUTION, IF YOU WILL. WE WILL HAVE TO HAVE MORE CONVERSATIONS AGAIN IN THE FUTURE ABOUT PRIORITIES AND TALKING TO THE COMMUNITY AND WITH YOU ALL AS WELL, TO MAKE SURE THAT WE'RE RIGHTSIZING THIS BUDGET FOR, FOR THE NEEDS. SO BUT JUST SHOWING YOU HERE THAT, YOU KNOW, WE'RE, YOU KNOW, PROPOSED BUDGET HERE, IT'S STILL GOING TO HAVE 18 MILLION IN THE FUND BALANCE AS RESERVES. OKAY. JUST REALLY QUICKLY TALKING ABOUT THE ONE TIME PROJECTS WE'VE ASKED YOU AT THE JUNE MEETING TO GIVE SOME FEEDBACK ABOUT PRIORITIZATION OF WE HAVE SOME ONE TIME NEEDS. WHAT COULD WE USE SOME FUND BALANCE RESOURCES FOR OR HOW TO USE THE REST OF THAT 4 MILLION THAT WE'D ALREADY TRANSFERRED? THE GENERAL CONSENSUS THAT I GOT FROM COUNCIL IS THAT, YOU KNOW, WE WANT TO BE PRUDENT. WE DON'T WANT TO TOUCH ANY MORE OF THAT FUND BALANCE RIGHT NOW, JUST WITH ONGOING CHALLENGES AND NEEDS AND NOT KNOWING WHERE THINGS WILL LAND IN THE FUTURE. SO WE'RE WE'RE NOT PROPOSING TO TRANSFER ANY ADDITIONAL MONEY AT THIS TIME FOR ANY ONE TIME NEEDS, BUT ALSO THE SENSE IS THAT I GOT FROM COUNCILS IN TERMS OF PRIORITIES IS LET'S TRY TO FOCUS ON THE THINGS WE GOT TO DO, YOU KNOW? SO, FOR EXAMPLE, LET ME WALK THROUGH WHAT'S WHAT'S IN HERE. SO I'LL GET TO THE WHAT WE GOT TO DO THINGS. SO AGAIN, WHAT'S IN THE ONE TIME PROJECTS UTILIZING THE REST OF THAT 4 MILLION THAT WE HAD TRANSFERRED? THE QUINT OBVIOUSLY GOT A PORTION OF THAT. SO THIS IS THE REMAINDER OF THAT. SO AGAIN DANIEL DALE HIKE BIKE TRAIL THAT IS THE CITY OF DESOTO TO COMPLETE THEIR BIKE TRAIL UP TO I-35. YOU'RE DOING THE CITY MATCH FOR THE TXDOT TRAFFIC GRANT FOR CAMP WISDOM ROAD. SO THAT'S THE CITY'S PORTION OF THAT GRANT. WE TALKED ABOUT CIVIC PLUS OR THE WEBSITE IMPLEMENTATION WITH ALEX EARLIER. SO THAT IS ONE TIME COST TO, TO, TO FINISH UP THAT PROJECT OF IMPLEMENTATION, SOMETHING THAT'S BEEN ON THE WORK PLAN FOR THE CITY MANAGER, IF YOU WILL, IS A COMMUNITY SURVEY THAT WE HAVE NOT DONE. ALL WE'D LIKE TO DO IS USE SOME ONE TIME FUNDS TO CONDUCT AN OFFICIAL SURVEY. SO THAT'D BE UTILIZING A COMPANY THAT HAS THE METHODOLOGY AND THE OUTREACH AND ALL OF THAT BUILT INTO IT. AND A PART OF THAT COMMUNITY SURVEY REALLY FOCUS ON NOT JUST, YOU KNOW, WHAT CAN WE IMPROVE AND DO BETTER AND ALL OF THOSE THINGS, BUT ALSO WE CAN USE THAT SURVEY FOR PRIORITIZATION, YOU KNOW, UNDERSTAND THE COMMUNITY. OKAY, WHAT DO WE NEED TO MAKE SURE IS FUNDED AND WHAT CAN WE, YOU KNOW, DO WITHOUT, FOR EXAMPLE? SO WE WANTED TO CONDUCT A SURVEY. WE WANTED TO FUND THE PHASE TWO OF THE INSURANCE I O RATING AS THE CHIEF WAS JUST TALKING ABOUT. SO THE FIRST 
          [06:55:04]
HALF OF THAT WAS FUNDED BY ECONOMIC DEVELOPMENT. SO THE SECOND HALF TO COMPLETE THAT, WE'RE RECOMMENDING ONE TIME FUNDS FOR, WE'RE GOING TO PAY OFF THE REC CENTER FITNESS LEASE. IF YOU MAY RECALL THAT WE A YEAR OR TWO AGO UPDATED THE FITNESS EQUIPMENT IN THE FITNESS CENTER AND IT WAS A FIVE YEAR LEASE PROGRAM. AND SO THAT WAS ONE OF OUR WAYS OF TRYING TO SAVE SOME MONEY IN THE GENERAL FUND TO JUST GO AHEAD AND PAY IT OFF VERSUS THE ONGOING PAYMENT. WE TALKED ABOUT THE LUCAS COMPRESSION DEVICES FOR THE FIRE DEPARTMENT THAT THAT CPR DEVICE. WE TALKED ABOUT THAT IN JUNE. SO THAT'S ON THE LIST. AND SO THE REMAINING THINGS THAT AGAIN, THE CONSENSUS OF DO THE THINGS WE GOT TO DO. AND WE TALKED ABOUT FIRE STATIONS. SO FIRE STATION TWO GENERATOR. SO THAT WOULD REPLACE THE GENERATOR AT THE FIRE STATION. WE TALKED ABOUT COMPREHENSIVE FEE STUDY. SO THIS IS THE ONE TIME PROJECT PORTION OF THAT COMPREHENSIVE STUDY. SO DRAINAGE HAS A PORTION. UTILITY HAS A PORTION. 
          AND THE ONE TIME FUNDS HAS A PORTION. AND AGAIN THAT COMPREHENSIVE STUDY WOULD BE TO TO LOOK AT THE RATE STRUCTURES FOR UTILITIES FOR DRAINAGE AND ALSO UNDERSTANDING IF WE COULD DO A STREET MAINTENANCE FEE, IF THAT'S EVEN A REASONABLE FEE TO DO, AND ANY IMPACT FEES. ALSO, TRAFFIC CIP DID COME UP IN SOME OF THE FEEDBACK WE GOT. SO I'M GOING TO FUND TWO YEARS OF THE ADA COMPLIANT AUDIBLE SIGNS PROJECT THAT TRAFFIC HAD PROPOSED. IT WAS A FIVE YEAR AMOUNT, IMPLEMENTING A LITTLE BIT EVERY YEAR FOR THE FIVE YEARS. SO THIS IS TWO YEARS WORTH OF THAT FUNDING. AND THEN THE REST TRIED TO THROW AT FIRE STATION TWO FOR UPDATES AND UPGRADES. AND JUST REAL QUICK, THE DOCUMENT WE GOT IN RESPONSE, I THINK, TO MR. COHEN'S REQUEST, IT'S A TOTAL ESTIMATE FOR REPAIRS AT FIRE STATION TWO AT 308,000. YES, SIR. SO THIS IS WHAT'S REMAINING OF THAT MONEY WITHOUT TRANSFERRING ANY FURTHER FUNDING. AND THEY'RE THEY'RE STILL GETTING QUOTES FOR THINGS. AND AND THAT LIST HAD INVOLVED THE VEHICLE EXHAUST. AND AS FAR AS I'M YOU TOLD ME THAT THAT'S WORKING NOW. SO. YES. AND WE JUST GOT ANOTHER QUOTE AND IT'S CLOSE TO THAT. 215 VERSUS THE OTHER BIDS. SO YEAH, SO WE DEFINITELY WANT TO. YEAH, THAT NUMBER WE PROVIDE WAS A HIGH LEVEL ESTIMATE, BUT WE WANTED TO PROVIDE THE DATA WE HAD AT THE TIME. SO YEAH, SO THIS IS EVERYTHING THAT WE'RE PROPOSING FOR THE REMAINDER OF THAT ONE TIME FUNDS NOTHING MORE AT THIS TIME. SO WHEN I'M LOOKING AT THAT LIST, I THOUGHT WE WENT AHEAD AND SAID THE LUCAS COMPRESSION TO DO THOSE AS WELL. 
          YOU DID. AND SO I'M JUST I DIDN'T PUT IT IN THE 26 REVISED BUDGET, BUT I'M PLANNING FOR IT IN THE 27 BUDGET, AS Y'ALL HAD AGREED TO GO FORWARD WITH THAT. SO. ANYTHING ELSE THAT FIRE STATION TWO UPGRADES THAT INCLUDES KITCHEN UPGRADE, BAY DOORS, UPGRADE BATHROOMS THAT LIST. YES. OKAY. AND YOU SAID THAT THE VEHICLE IS WORKING. WHAT'S THAT? THE VEHICLE EXHAUST? NO, IT IS WORKING. IT IS WORKING. YEAH. IT'S JUST SO QUIET. I CAN'T EVEN HEAR IT WITH MY HEARING IS NOT GREAT. BUT ANYWAY, IT IS WORKING. AND SO THAT'S THE 82,000 WAS GOING TO COST TO REPLACE THAT SYSTEM. BUT YES, BATHROOMS KITCHEN. THEY'RE GOING TO TAKE MY OFFICE AND FACILITATE THE BATTALION CHIEF BE FREE UP SOME SPACE IN THE DORMS TO GIVE MORE ROOM TO FIREFIGHTERS BECAUSE IT'S REAL CROWDED. AND Y'ALL SEEN? YEAH. OKAY. THANK YOU. SO ANYTHING ELSE IN THE FUTURE WE CAN CERTAINLY CONSIDER, YOU KNOW, IF WE WANT TO USE SOME FURTHER RESOURCES THAT WE HAVE AVAILABLE. BUT AGAIN, THAT JUST COMPLETES THAT 4 MILLION THAT WE ALREADY TRANSFERRED. AND JUST I WANT TO POINT OUT ONE THING WE WANT TO DO. WE, WE, WE DID WANT TO PUT ANY ITEMS ON THERE THAT WOULD BE KICKING THE CAN DOWN THE ROAD. IT'S JUST CRITICAL ITEMS YOU HAVE TO DO. THESE ARE TRULY LIKE ONE TIME COSTS, NOTHING THAT WOULD COME BACK TO GET US LATER IN A FUTURE BUDGET. AS FAR AS OPERATIONAL COSTS GO, THOSE AREN'T THE ITEMS NECESSARILY. SOME OF THEM ARE ON THE LIST THAT YOU ARE ASKING US TO GIVE YOU FEEDBACK ON. SO THERE'S ITEMS ON THERE THAT WEREN'T ON. I DON'T BELIEVE THEY WERE. WE TALKED ABOUT SOMETHING THAT WERE ALREADY FACTORED INTO THE 27 PROPOSED BUDGET, AND THEN WE WERE ASKING FEEDBACK FOR THE REST. AND IF YOU WANTED TO FURTHER GO INTO FUND BALANCE TO HELP PAY FOR SOME OF THOSE OTHER ONE TIME NEEDS, BUT YOU CHOSE NOT TO DO THE GENERATOR WAS ON THERE. THE LUCAS COMPRESSION DEVICE WAS ON THERE. WE TALKED ABOUT FIRE STATION TWO UPDATES. WE TALKED ABOUT TRAFFIC HAD HAD HAD TWO PROJECTS ON THERE, AND THIS IS ONLY A PORTION OF WHAT THEY NEED, BUT IT DOES GET THEM THROUGH TWO YEARS. YEAH. THERE WERE A COUPLE ON THERE THAT WERE UP OVER $1 MILLION THAT I DON'T SEE UP HERE. RIGHT, RIGHT. 
          BECAUSE AGAIN, THE CONSENSUS THAT I GOT IS THAT WE DON'T WANT TO FURTHER GO INTO FUND BALANCE IN ORDER TO PAY FOR THESE PROJECTS RIGHT NOW. SO WE'RE NOT PROPOSING TO DO THAT. 
          OKAY. SO IF YOU WOULD LIKE TO, YOU KNOW, UTILIZE MORE OF THE FUND BALANCE IN ORDER TO GET SOME OF THOSE EXCESS. I THINK THE PLAN WAS ONE OF THEM THAT WE WENT AHEAD AND DID RIGHT 
          [07:00:03]
AWAY. YES. YEAH. BUT THEY WERE WELL, YEAH, THERE WAS ANOTHER ONE THOUGH THAT WAS UP AROUND 2 MILLION. SO WE HAD THE STREETS AT RED BIRD. WE HAD FINISHING HARRINGTON PARK PARKING LOT. 
          THAT WAS A FOUR POST LIFT. OKAY, LIFT THAT UP. SO. SO KIND OF ENDING THE DAY AGAIN WITH THE FUTURE OUTLOOK. KIND OF GO BACK TO THAT CONVERSATION OF DEFICITS AND KNOWING THAT THIS IS A MOVING TARGET, IF YOU WILL. AND THESE ARE JUST PROJECTIONS BASED ON, YOU KNOW, THE THINGS THAT DEPARTMENTS HAVE ASKED FOR, HAVE PROPOSED THE EXPENSES WE KNOW THAT ARE COMING. IF WE WANT TO GIVE COLAS TO EMPLOYEES INCREASES AND, YOU KNOW, JUST A VARIETY OF THINGS, THIS IS, YOU KNOW, THAT PROJECTION OF WHAT THAT WOULD COST WITH THE REVENUE NOT KEEPING UP. AND LIKE I SAID, WITH THE PACE OF THE EXPENDITURES. SO AGAIN, THIS IS THIS CONVERSATION DOESN'T STOP TODAY. THIS CONVERSATION DOESN'T END HERE. YOU KNOW, WE'LL HAVE TO HAVE, YOU KNOW, SUBSEQUENT CONVERSATIONS THAT PRIORITIZATION EXERCISE INVOLVE THE COMMUNITY KIND OF REALLY UNDERSTAND, YOU KNOW, SO WE CAN GET TO A PRIORITY BASED BUDGET KIND OF APPROACH. BUT WE HAVE STARTED WITH TALKING WITH THE DEPARTMENT. WHAT CAN THEY DO THIS YEAR? BUT AGAIN, THIS IS NOT A FINAL CONVERSATION, I SHOULD SAY. BUT. AND JUST FOR FUTURE CONSIDERATIONS, THINGS THAT WE CAN PUT ON OUR LIST HERE AND THINGS TO DISCUSS FURTHER IN A WORKSHOP OR SOMETHING. SO AGAIN, REVENUE SOURCES, THINGS AGAIN, WE CAN PUT OUT THERE TO RECONSIDER. YOU KNOW, THERE ARE OPTIONS WITH SALES TAX IF THAT'S SOMETHING THAT YOU EVER WANTED TO ENTERTAIN. THERE'S OTHER WAYS WE COULD REALLOCATE SALES TAX TO PAY FOR THINGS. OF COURSE, WE KEEP TALKING ABOUT GRANTS, TALKING ABOUT A PUBLIC IMPROVEMENT DISTRICT. WE WANT TO FOCUS ON MAIN STREET TO POSSIBLY DO THAT. SO THERE'S A LOT INVOLVED IN HOW TO GET THAT STARTED IF THAT'S FEASIBLE. WE'RE TALKING ABOUT STREET MAINTENANCE FEES. IS THAT SOMETHING THAT'S FEASIBLE TO DO. SO THE COMPREHENSIVE RATE STUDY WILL BE ABLE TO STUDY THAT. AND YOU KNOW THIS IS WHAT A RATE STRUCTURE WOULD LOOK LIKE FOR STREET MAINTENANCE. THAT COULD BE SOMETHING THAT COMES OUT OF THE GENERAL FUND BECAUSE AGAIN, THAT'S 1.7 MILLION THAT THEY'RE TARGETING FOR STREET MAINTENANCE. PERHAPS THAT CAN BE PAID BY SOME OTHER SOURCE, WHICH WOULD RELIEVE THE GENERAL FUND ON THE EXPENDITURE SIDE. 
          LIKE I SAID, WE'VE BEEN TALKING ABOUT PRIORITY BASED BUDGETING. WE REALLY WANT TO GET THERE. WE WANT TO HAVE METRICS TO BACK UP THE DATA THAT WE AND THE THINGS THAT WE PROPOSE. THE COMMUNITY SURVEY, I REALLY THINK WILL HELP WITH THAT, BECAUSE WE CAN ENGAGE THE COMMUNITY AND HOPEFULLY GET FEEDBACK ABOUT WHAT PRIORITIES ARE SO WE CAN BUILD THE BUDGET BASED ON THAT AS WELL AS SAY THIS, BUT WE MEAN IT. TALKING ABOUT REVIEWING OUR INTERNAL EFFICIENCIES, OUR OUR OPERATIONAL EFFICIENCIES, LOOKING AT OUR
* This transcript was compiled from uncorrected Closed Captioning.