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1. 2.a

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   Review of Proposed Departmental Budgets for FY2026-2027

   discussed

   Public Works Director Mueller (with Debbie Manns) presented FY2026-2027 proposed budgets for multiple Public Works divisions including Supervision (101), Streets/Right of Way (102), Stormwater Utility (103), Water Production (105), Facility Maintenance (106), and Water/Reclaimed Water Distribution (107). Highlights included a new Assistant Public Works Director hire, various capital equipment requests (payloader, street sweeper, scissor lift, vac truck), decreased chemical costs from fluoride discontinuation, and anticipated closeout of the Indiana landfill permit. Council discussed CRA staff allocation methodology and potential stormwater/hospital expansion partnership with BayCare.

   • direction:Council suggested exploring planning money for a stormwater master plan and reviewing the stormwater fee, including potential coordination with BayCare hospital regarding retention pond use. (none)
   • direction:Council suggested identifying specific staff assigned to CRA work by title/assignment rather than using general percentages, to better defend CRA reimbursements to the General Fund. (none)

   📍Adams and Main Street📍Indiana landfill📍Orange Lake📍Panther Alley📍Van Buren and Main Street📍south of Kentucky (BayCare helipad area)🏢BayCare🏢Harborview🏢Naval Air Station Norfolk🏢Saint Leo🏢Town Square Villas🏢Tymco👤Crystal👤Dana Gatehouse👤Debbie Manns👤Dewey Mitchell👤Mueller👤Patel👤Peter👤Robert Rivera#2025 Stormwater Utility Master Plan Update#CDS units#CRA (Community Redevelopment Agency)#Cycle Nine Pavement Management Plan#Cycle Ten Pavement Management Plan#Division 101 Public Works Supervision#Division 102 Streets and Right of Way#Division 103 Stormwater Utility#Division 105 Water Production#Division 106 Facility Maintenance#Division 107 Water and Reclaimed Water Distribution#FY2026-2027 Budget#Maintenance of Traffic certifications#Tideflex valves#UCMR 5 PFAS testing#Utility Revenue Sufficiency Study#Wastewater Treatment Plant Deficiency Analysis#Wastewater Treatment Plant Oxidation Unit Conversion#Water Loss Analysis

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   City will not be in attendance this evening. I'd like to turn it over to you, debbie, to give us public works. Okay. We'll introduce budgets to you this evening for the fiscal year 2627. And as indicated, we will kick off tonight's presentation with the public works department. That will be followed tonight with the development department and the building department, and will conclude tonight's presentation with the fire department. And we're ready for you, Mr. Mueller. Excellent. Thank you, miss mans. Good evening all. Yeah. We're going to start off with public works supervision. This is division 101 for the public works department. Quickly go over a few highlights, accomplishments and initiatives. This year we completed the 2025 stormwater utility master plan update. As you received, and the wastewater treatment plant deficiency analysis. Those are two really critical items. This upcoming fiscal year, we are looking to perform a water loss analysis and the wastewater treatment plant oxidation unit conversion. Moving on to the operation budget. You'll see that we came down in 43199. That's professional services. We completed the utility revenue sufficiency study. So we brought that down from 41 down to 25. And then last item there to really focus in on would be 45 to 43. That's just an increase for new laptops for some of the administrative staff within that division. Going down to total operating. That's at the end of the budget here. For this division, you'll see that we have a reduction down to 1291 80. That's a 3.75% decrease in division 101. You might want to add that you did add a member to your staff before we. Oh, I did not include that. We are hiring on a assistant public works director he signed yesterday. So he'll be coming on within the next couple of weeks. We're pretty excited about that. He'll be joining us and I'll do a more formal introduction to council later. But he joined us from norfolk. He's currently working with dod as the public works operations manager for the naval air station there. So he's got quite a wealth of experience. Awesome. And I would like to note this division has 50% of the assistant city manager salary due to the efforts that he is assisting with at the public works department. Does that break down to utilities at all or. No. This department is funded by the utility. It just because it's supervision, it sits in the general fund. It's part of the transfer. All the public works is is, if not all, isn't utilities. No, it's just a percentage of it, but it's a large percentage of it. I can. So the 50% is all the public works. And then from within the 50%, there'll be an allocation to utilities as well as stormwater. I'm guessing or correct. Is he a utility? Well, you've got a lot of utilities as well. So what what brand, what arm of operations or is he your second your running with you across all fronts? Or how do you see it? I would say my second running with me across all fronts, you know, we're equal partners in this thing. And that's how I look at everybody else. Cool. Thank you. So. Patel. No, thanks. Thanks, I appreciate it. No questions. Okay. Oh that's good, I like that. Thank you. Kiss me, kiss me. Gotta keep you awake. 1 or 2. This would be our public works streets and right of way division. I go over a couple of accomplishments here and some initiatives. This year we installed the led crosswalk at the intersection of Van Buren and Main Street. As you can see, and assisted in the cycle nine pavement management plan. And that would be in identifying the roadways necessary for the project, for the initiatives moving forward into 2627, we'd like to replace the crosswalk system at Adams and Main Street [00:05:01] And go towards a bluetooth system that would be lower maintenance, and also working with the cycle ten pavement management plan, as well as we're going to work towards ensuring that all of our staff are certified with the maintenance of traffic certifications. Do those leds, do they keep when they click the button? Is that something that's tracked? Is that data or is there there's you don't receive anything from that? No, we don't have anything on that. Okay. Now looking at just the overlay of staff there, there are no changes. I'm moving on to operations. I'm sorry, you're in right away. Page ten. I'm hoping. Yeah. Okay. Staff. Correct. No changes there. So moving on to our operations budget, some of the key things to point out here would be that in the electric we've reduced that. And that's just really the the proper assignment of the expenditures and kind of reallocating where those expenditures are coming out of. So you'll see that reduced, and then you'll see an increase in fuel costs down at 45 to 11. That's item about three quarters of the way down the page there. That increase in ten of 10,000 is anticipated fuel costs, expenditures over the next fiscal year. So our total operating for this division. Would be that we have seen a decrease from 43 or 430 $7000 to $409,000. And with our capital equipment requests this year, we've requested a payloader with root rake. Our existing one is a 2003, and it's due for replacement and a 20 foot deck over flatbed trailer for 15,000. And that is simply just for the hauling of some of our other equipment, our mini acts, and our skid steers. Any questions on this division? Doing so far, so good. We were able to do a large portion of Panther Alley with that and handle what was that Panther Alley? We were able to do a few repairs out there, and it really gives us the ability to be a little bit more mobile with how we do our patches. That reminds me of a poem from ogden nash. It's if approached by a panther, don't answer. Unless you have a very loud hotbox machine that'll scare the panther away. I do have a question, though. Sure. Go ahead. It has to do with ultimately, when we look at all this and the austerity that this is beginning with, in terms of trying to keep the budget under control, we have, I understand in the recreation division, we have some employees of the city's public works in the parks side of it. I guess if parks is separate here, I guess. Is that correct? Yeah, they are, but the those employees are paid out of facilities maintenance, out of facilities maintenance. They're not actually in the recreation recreation department. When we come to streets and we talk about things like the streetscaping and the additions that we've had, those those maintenance workers coming out of facilities maintenance or out of here, some of those employees will come out of grounds maintenance, which is out of a division 110 here. We haven't got there yet. Right. And the folks that are directly involved with the maintenance of facilities themselves, like the rec center itself, that would be a facilities individual. So parks or grounds. The the reason I ask is because in the off chance that someone scrutinizes our, our allocations back from the CRA to the to the general fund to reimburse it for the efforts that it's putting out, it might be helpful on occasion to identify those specific people and put a title to them that's like that they are assigned to the CRA so that when you're actually quantifying those that we get away from just the general percentages, because people do ask and they are scrutinizing how much we pay. Because I think every month, first of all, I'm not sure what [00:10:01] That number is, but it's a big number that comes over to the general fund and reimbursement of in-kind or, or staff services. Having a little effort understanding how that is to defend it. If somebody asks in my other city I'm working in, we've been, you know, we've been sort of delegated to keep like time and effort from everybody, like almost time sheets for and mostly from planning or from, you know, the, those areas that are working on specific projects within the, within the CRA. And of course, the trick is you only can get compensated for those additional amenities that aren't part of what are in the normal budget. So I see you're not adding anybody. Sometimes if you add somebody, it might give you an opportunity to assign somebody to that specifically and say, that's with all the streetscaping and the railroad square and the maintenance. It must be nice to see if you can begin to develop a, you know, a defense for all of the staff that's working exclusively on those upgraded facilities. I think it could help in if, in fact, there's everyone worries about increased scrutiny and percentages are easily, you know, argued to be sort of arbitrary or not. Well, anyway, end of speech. Thank you. Thank you sir. All right. Are there any other questions on division 102. Oh no. All right. Moving on to division 103. This will start on page 14. There. This will be our stormwater utility division. Some important things to highlight within this division is their continued effort in the maintenance of their tidal flex. Hold on one second. Oh another tab. Yep. Look behind the stormwater tab. Are we going back to water production. We will. Okay, an order of number. Okay. Yeah. So stormwater utility is an order of funds. Sorry, it's not in page order behind crystal. This is by department number. Got it. All right, well, I'll touch on this one and then we'll circle back and just jump through. That'll be easy enough. All right. So what we'd like to look you know, highlight with this division is the cleaning and maintenance of their tidal flex valves. As we've seen with a lot of the stormwater response for hurricanes and things of that nature, that that's been really critical in ensuring that our streets remain clear. These individuals also maintain all four cds units for the city that we have. That's a pretty large number of cds units moving forward. One of the really large things that this division is going to continue to focus on would be the active monitoring of pump retention ponds during heavy rainfalls. That means getting out in front of the storm, reducing the levels inside the retention ponds. So that way when the storm does come, we have all of that, that area for storage. Can you tell me what page we're on? 1414 flip behind the tab here. Stormwater. Yep. Right there. I got it right there. Yeah. True fashion. I hold true to the page numbers and it still comes to get me. So that's good. We're holding with with robert on this one. Okay, so moving on to operations. If you look at the overall chart, you'll notice that there are no changes in staffing for this division. And then in operations. We increased our engineering services. And that is to cover any increase in expenditures for engineering services that we may find for stormwater. And it's more as a response to any issues that we find in stormwater throughout the year. However, we ended up decreasing professional services from 25 down to 10,000. And that's because this year, 2027 coming up, the landfill, the Indiana landfill is looking to be closed out, and we should be released for that permit and will no longer be required to have that monitored as long as it all checks out. So we're really excited about that. That's the first time I have heard that it isn't going to be forever. But now here we are. Will that provide? There will still be prohibitions for the use of that site after it's closed out. Passive activity. It's a big field. I think that [00:15:01] Would be pending any kind of geotechnical survey and any additional work that might be required just to see what the usability of that land could be. So the amount of methane coming out of those pipes is minimized. Now then. Correct. Just some quick additional highlights. Electric, of course has gone up and that's the just the cost of doing business. We have also increased the 4463. That's our leasing automobile line item. We have a new truck coming in that has come in for this year. So with regards to total operating, we have an increase of 1.59%. And again, that's associated with the lease vehicle and the electric increase in costs. Moving through to our capital. Few items. There is the r&r for the vac truck at 120,000. And then we have the 110,000. And that's for the timko street sweeper. Our existing one is a 2014 model. They get a. We get a lot of use out of those and some significant hours. So that one is coming to its its end of service. We've also requested a bypass and closed pump. And again, that's just to assist in pumping down some of these stormwater retention ponds. Any questions. Yeah, I would love to see them put some planning money in there just in case we can get planning money from the resiliency infrastructure that's needed for. I met with the city manager about, I don't know, five years ago, maybe four years ago with the hospital director at baycare. And they they're on a restricted space on that site. This morning I was talking to Dewey Mitchell, who you might have noticed on bay news nine last night who just donated, gave $1 million to Saint Leo for a sort of a getting re you know, let's say people who are rehabilitating from drug use to get them degrees and to. So in meeting with him today, he's on the board of baycare. He was on this baycare, but he's moved to wesley chapel. Baycare. And he questioned me specifically about potential use of that stormwater pond for a long time, since we did the Orange Lake sort of we're so we could create some kind of process. I continued to be thinking of exploring ways that we can look at retention ponds and make them maybe more mechanically functional based on whether that hospital, I think is important, that it stays open in the case of a hurricane. And the same firm that did the Orange Lake Dana Gatehouse, which I think you all know her, been very also works for the baycare folks in that kind of emergency maintenance, maintaining their certifications for whether they can stay or leave. So all of that being said, the importance of the hospital as our medical industry and their interest in expanding. And I was told today that they're doing very well. So that's kind of a good financial news because way back in the day, there were fighting with the other hospital to see which one could leave town to get to a more fertile ground for their revenue. So that being said, parking, garage, parking structure, figuring out how they could use that existing footprint, they've been buying up existing, you know, taxable property. And I mentioned to him that the issue for us using any CRA dollars has always been, you really don't use the CRA dollars for a project that primarily benefits that sort of doesn't meet the criteria, really, of being a new amenity. However. In, you know, I think it's worth a look. So my request would be to say that, you know, in, in light of us, you know, kind of relooking at re queuing up attenuation ponds, that we lost that grant money because we hadn't assembled all the land and figured it out that I would [00:20:02] Love to see some planning money for a stormwater master plan that can also support a review of our stormwater fee. And I think that that may come from planning department or from wherever it comes. But it's a it's a topic that I think is important to be able to locate. And I mentioned to dewey that I know that the hospitals side building that's got doctors in it is taxed, I believe. I don't think the entire. All the parcels within the footprint are are untaxed. So if there's a non profit activity going on by rights, it should be taxed. And even if it is not taxed. I know, debbie you've talked before with folks that do get exemptions to get them to agree. If we help them with their capital plans to give us a payment in lieu of taxes. So I think right now it's our number one go to industry. And they've asked about this for 4 or 5 years. And that pond is huge. It's also high. I mean, when you go the next block towards the rec center, it's like there's a wall to drop like 6 or 8ft down. So I'm just very curious about the connectivity of that. If there is such a thing in terms of using it for retention or storm attenuation. But beyond that, you know, how do we look at and we've walked that site before. So I would like to make sure that from a planning standpoint and a potential that if there's something that someone's wanting to invest in town at this point, probably worth another visit with them and a contact with that hospital. Yes. Thank you, thank you. When you're talking about where the helipad is off of just south of kentucky, talking about that pond, I don't know. It's a big pond that takes all the thing off to the north of the whole property there. Okay. That whole big multi acre. I'm sure it's at least an acre. I'm not sure how big it is, but I from looking at it before with Robert Rivera, I think there was a question as to how steep the embankments could be. Could you make the vault more, you know, could you make it deeper? Could they build a parking space above it that's elevated above the pond, knowing how high it is, that it wouldn't, that it wouldn't flood or what you would do with it. What kind of but I, I know they're interested. And if we give them an opportunity, we might see them expand the medical facility. So jumping back. Yeah, it's 105. Yeah. Yes. Okay. Okay. Yes. That's right. Back up. Okay. The public works staff. Excellent. And I apologize for that. I have mine organized differently. Okay. So looking at the division 105, this is our water production division. This is the maiden treatment water plant. Some of the things I highlight with this division is given the increase in legislative changes over the past year or so, they've made some some really strong adjustments very quickly to move forward with that. Some of that would be the discontinuation of the fluoride addition out at the wastewater or out at the water treatment plant. And they also purchased and installed an intelligent auto flusher. And this helps improve our water quality throughout the distribution system. For fiscal year 2627, the initiatives, some of the goals would be to finish the water tank improvements. This would be cleaning the interior of the finished tank, rehabilitating the baffle wall and installing fall protection throughout. And another item would be the replace or the rebuild of transfer pump number two out there at the water treatment facility. There is no change to the personnel within this division. So moving through to the operations budget. We had a reduction in 3438. That's our lab testing from 45,000 down to 30,000. And that really is attributed to some of the regulatory testing that we completed in years prior. We hit the ucmr five requirements for our pfas testing will not be required to do any additional testing out there. So that will drop that down. The increase in 4311 for electric, we have that going up [00:25:08] From 144 to 160 160,000. That's again, that's just based on the average of the electric costs that we've seen out there over the years. Moving down to item 45. 221, you'll see that our chemical costs have decreased from 340,000 down to 315,000. And again, that's really attributed to the the removal of fluoride within the plant. And that will that same will be applied to the laboratory supplies again, bringing it from 15,000 to 10,000. Looking at the total operating, we have a reduction from $3,593,980, down to $3,558,600. And that's a 1% reduction within that division. Moving through to the capital equipment. We have a couple of requests that would be on the elevated tank, and that's the cathodic protection out there and the altitude valve rebuild. That totals to 3000. We're looking to repair the roofs on some of our city wells. These are inactive wells throughout the city, but we like to maintain them as a as an important critical piece of our redundancy measures. Should we need to utilize those wells at any time. Again, as stated before, we're going to redo the finished tank at 4000. And then we have the chlorine chlorine bulk storage tank, number two, rehab and the purchase of additional auto flushers. And the storage tank is 35000. And the auto flushers that we're planning on purchasing is 2000 for those. And there's a total of five we're trying to we would like to purchase the the capital equipment repairs for six, three, nine, nine. Is that a catch all for for just things that correct that that item is there. And we maintain that for anything that we find throughout the year that we may need to just do a quick repair on. We have that set aside as, again, it's kind of like having a redundancy measure in place. Okay. That concludes 105. Are there any questions? Nope. Peter, are you good? All right. I heard chopper for a minute there, but no, no, there's no questions. Okay. It's the next one. I'm sorry. We all. 106106 okay, excellent. I just want to make sure I'm on, on track with it. All right, moving on to 106. This is our facility maintenance. Some of the things to highlight for these folks is they completed the renovation of the it department. They renovated the new break room in the finance department. You're welcome. Crystal. And they completed all the accreditation related improvements throughout the building. For fiscal year 2627. Some of the goals that I'd like to highlight, and this one's personal one is install the new hvac unit number two at the public works facility. If you look at the personnel, we have no changes there. So moving on to our operations. Just a quick note at 3454, that's our hvac. We increase that item up to 110,000. Again, that's just looking at our average cost of expenditures throughout the years. 4311 that's electric city facilities. A little further down, we increased that from 53 to 64,800. And again, that really is just looking at what the expected cost will be in future year. The water and sewer increase from 13,000 to 40,000. This is an update based on looking at our averages across a couple the previous fiscal years. We also have some additional properties that have come into the general fund through code enforcement. And so we're just accounting for that potential cost. Really [00:30:07] Going to be 13 in the that may get amended again at the end of the year. I'm guessing it's just an updated budget, but fiscal year, it's probably low. Yeah. So in that final budget, we'll see that. Correct. Are there no other significant changes for this division within the operating for the capital equipment? We are requesting the 25 foot scissor lift for r&r. Our existing is is a 2003. And so again, it's it's kind of hit its useful life. And so we're just requesting a new one at least to set aside and r&r for purchase in 2728. That concludes our facility maintenance division. Are there any questions? No, no. Reclaimed. All right. Moving on to our division 107. This is water and reclaimed water distribution. Some of the important things to highlight within this division is, and I would like to swap this out, the bulk meter change out of a six inch meter. We actually ended up doing the one out at Town Square Villas, which is set for next year. And we'll do harborview the following this upcoming year. And the reason being for that is we found that the town square meter was in significant disrepair and in absolute need of replacement. And that was a very quick call that we made just last month. We completed also the meter replacements for the inch and a half to three inch meters. Moving down to next year's initiatives. One of the things that we are going to focus on is replacing that six inch meter over at harborview for a more accurate reading. Additionally, we'd like to move into purchasing four inch meters and replacing some of those bulk meters throughout next year as well. And the software is in the current year, the the acquisition, the software for the apps for the residents to watch or that's not in this division either, probably, but our techs, one that'll it's not actually even presented today. It needs to be added. So when we review the department budgets again, that change will be included. Thank you. Something else I'd like to highlight within this division and our utilities as a whole. And you'll see it there at the it's the last item and it's provide trench and excavation safety training. We've really refocused those divisions in a way to make sure that we're keeping up with some of the current standards on our safety protocols out there. And there are no changes in the staffing for this division. So moving on to operations. Just a couple of quick changes here. 43199 that's your first item of professional services. We've brought that down from 50,000 to 40,000. This item is typically utilized for su work in areas that we find it necessary to better understand and update our gis maps and get an. Get an understanding of the state of the utility and the ground there. We. In. 5243 that's computer supplies. You'll see that has increased from 500 to 1400. And this is just for the addition of a new computer for staff. At 5274. Further down you'll see valves and clamps. The cost of the materials has increased pretty dramatically. So we're requesting an additional 70,000 or I'm sorry, 10,000 in that fund. So our total operating costs, the increase there from $515,810 to $520,220, that's an increase of about 0.8%. Within our capital equipment. For fiscal year 27, we are requesting a some r&r for our backhoe loader. That's a 2005 model there that we're looking to replace in future years. And then we're requesting ten 000 for a large plate compactor and [00:35:03] 6200 for a small plate compactor to replace the ones that have been in operation for the better part of 20 years. And that concludes division 107. Does anybody have any questions on that? No, sir. I'm just curious about where the revenue picture comes in in the budget. Is that still to be is that still being sort of predicted or this is just the department, the division budgets. Yeah. Expenditure budget. So just as a side note, as that develops, because we've had recent requests for reclaimed and because I remember doing the complicated calculations and following what the county did by charging us for taking our reclaimed water when we had an abundance of it, and they had attempted to charge us for their entire system, a portion of that going all the way to the east side, which which I think we we don't have in that allocation anymore. But but when we look at the operation of reclaimed water and the costs of capital and it was councilman Starkey, back when he was in the day, who was yosemite sam about the cost of the just the getting the service. So there's a meter looking at the meter of a monthly charge, a monthly service charge, and then the the rate, if there was one for delivery of the water. And I kind of agreed with him that at some point you have to advise somebody not to use it. Or maybe better stated, if you get a second meter for irrigation and you're using potable water and you try to compare and say, look at how much money I'm being charged for that second meter with a service charge for that meter, because I'm maybe you're correcting me for a reclaimed water. I don't know that we're how we're even metering it or if we're running it through, we're not metering it. We're just charging. We just charge the base. So I think some analysis for the public benefit of where our return on investment, for lack of a better word, is how much are we paying for someone else to take it and use it purposefully. So it still has its environmental benefit no matter where it goes. So the argument we're trying to do something environmentally correct is like people trying to recycle their garbage and wondering whether it really gets recycled or not, and how beneficial it is. I don't know if that how, if that needs someone else, because that's a big task to try to put all of those numbers together in your head and say, you know, this is our reclaimed water costs. And when we go to do a neighborhood and someone says it's going to cost us 100,000 or 200, and we say, how many people would hook up? How much money would that generate? And who would do that? Somebody that's already got a meter to do their landscape that could switch it over. I guess it had a second landscaping meter. So all of that data is kind of necessary to be able to make more than a knee jerk reaction to people who come in and say, where's mine? Like that new development is like, you can, you can do that throughout the community and you have a good way to evacuate that water and not have to pay the county to take it if you have it. But then when you don't have it and it's a drought and everybody's trying to use it, it's a very slippery. Analysis to make. I don't know if you agree with that or where you stand with that, but, you know, no, I think I think you're absolutely right that in a time of drought, you find yourself in a precarious position. Should you be distributing all that reclaim to so many areas, there's almost a guaranteed utility. If the demand on the region is high, you run that risk. I don't know that we have an issue. We would have an issue with that, because the amount of reclaim we can produce at any point in time, I think, would be sufficient enough to cover more than what we typically utilize in our current system. And if we were to connect, I think we could certainly provide. I'm not saying that it wouldn't happen, just that I feel relatively confident that the capacity within the plant would be to be able to provide reclaim for all of our utility customers. The other aspect that I think would be worthwhile looking at, and we certainly can, is like a needs assessment that is [00:40:01] Focused on, you know, kind of conducting a review of who and what areas would like to get on reclaim. And then the expenditure of installing that line can be, you know, dispersed among that, that block or whatever. If you have enough people buying into that block, or at least that's what typically was done. And that could be paid out across 20 years or something to that degree, that that's a whole nother issue. But yeah, I'm, I just hate to lose money when we have an outlet, but at the same time, people would love to use it and feel good about using it. And then finally, when we had a big discussion from the swfwmd about, you know, trying to break the ceiling on not being able to use recycled water in or not to be able to have a, an open pond that collects rainwater. Like they have that big, huge basin in Tampa. And their answer was, if you're close to the water towards the mouth and you can, you can use it like we do Orange Lake, and you can kind of help to plan for your strategy for resiliency on a future world that has a different set of hydraulics that if you have a lot of water, but then you can't use that water to put it into the reclaimed water lines if you really needed it, or if you drew it down in a drought. So all the different types of water and the requirements on what you can do. Are a big discussion that goes on at Tampa bay water all the time, of which I haven't been engaged in it for a long time. But I would love to see us at least be on the front of that in terms of understanding it and being able to promote whatever best practices might come out of it with our with our unique geographic situation where sometimes we need it, sometimes we get a lot more than we want. And, you know, as you well know. Anyway, well, that topic needs assessment came up putting getting a better idea of reclaim and, and when someone comes before us and, and makes that request, but their neighborhood isn't so far up a list for the need. What does that look like in terms of the budget? Is that something, you know, contractual services, professional services, something we need to do? Or is that something in-house or is there a number associated? I don't want to have to wait. You know, talk about it now. Wait till next year. If it's something that we have an item called out in our CIP, that's the $200,000 item. And that's based on should we find an area that has that particular need, then we'll we'll utilize that to go ahead and get that done. If we find that to be, you know, seriously high demand, you'd also have to look at, you know, how many people in that area are wanting to connect to reclaim. I think that's critical to understand because, you know, something of that nature expenditure of $200,000 to run, you know, a six inch line, however, x amount of feet for a single customer may not be the return on that we're looking for within the utility. So that that's what we try to look at whenever we we review these items. We have a pretty robust distribution system throughout a large section of the city, but that doesn't mean there aren't areas that we can start looking at and saying, you know, should we do we want to try and traverse this and send that down that and then it really goes into customer education of there are requirements that come along with getting a reclaimed connection, and that would be backflow prevention and our cross-connection control policy. So all of those items would have to go together. Deputy mayor, if I may, we could probably have with three mgd 8500 residential reuse customers if we wanted to try to max it out. And obviously we're nowhere near that. We have a blessing in that we don't have to pay to dispose of our treated reuse. And most communities, what they do is they're, you know, they're looking for ways to dispose of it, and they're trying to get people to take the reuse. So it's never really been considered a moneymaker. Most people are trying to do it, or most utilities are trying to do it because they don't have a place to dispose of the reuse. And so they're trying to do it that way. But we could certainly grow it more than we could ever find the customers to, to use. I think my question is, is there an expense you say we have all that we can get rid of. But back in the day, I remember payments being calculated to be paying to the county in our calculation of what was owed. And so I think looking in the math of what's really happening, if we are paying to get rid of it, then as much as we have a place to get rid of it, what are we paying per thousand gallons to the county for them to let us let our our really our assets into their pipelines. And [00:45:09] That's again, when it fluctuates, as have been said, between. We need it to we don't want it anymore and don't give it to us. And so that whole agreement is it's a complicated thing now. We don't pay them anything, not pay the county. Okay. So that's news to me then. So thank you. So I learned something. Thank you. I was speaking to the three mgd that we would treat not where Pasco is. I know they take theirs out of our plant but grew up at your end of the usage. So there's a there is a dollar figure involved in it. I'll take a look at it. Yeah. I'm just curious. Part of the usage calculation and the amount due from the county, it is configured into that calculation. Yeah. That's a complicated one. It's a head scratcher. So. Don't scratch too hard. I know. Okay, we can move on to the next one. Yes. Okay. All right. All right. Great construction up until central garage. Gotcha. Okay. Fair enough. All right. Moving on to construction services. This is division 109. There's enough things to highlight in here. We could stay all day for what these folks manage to get done within the division. But big important ones would be, you know, completing the construction of the railroad square improvement project and the completion of the construction of the little road interconnect with Pasco county. Some of the initiatives for the upcoming year would be the design and hopefully the construction phasing within the grand boulevard multi-use path, the fire station, number one, that's the hardening implementation. And the elevated storage tank pump station improvements and getting that through our design and construction phases. Within the personnel. There are no changes to that. So moving on to operations, we don't have any significant changes to construction services other than we've increased the fuel, which is 45 or 40 5 to 11 from 6000 to 7500. Again, that's just to accommodate for the increase in fuel costs. And we are increasing the computer supplies from 500 to 1800. And that's just for some new laptops for a couple of the folks within that division. That being said, the total operating expenditures for this division, for the 2627 fiscal year increase from $45,050 to $47,900, that's a 5% increase, or 5.9% increase for that division. Would there are no capital equipment requests in this division. Does anybody have any questions at this time? Sorry, I do sims park boat ramp is that boat ramp across the street from sims park, or is that sims park boat ramp there? That's the one across the street. Okay. And so as to acorn street, there had been some design at one point about having that be a place for kayak launching and that that design of that maybe that's more in our CRA walkability design and whatever is going to happen there, maybe it's not going to have a ramp there. Maybe it's a public walk around and under the bridge, but there's so much. Long. There's so much to be designed that I had reflected. I've said it before, but I would just love to envision some things that maybe are beyond what's here, that relates to all of those quadrants. And from a construction services. You're managing that. And so to the degree it can go into this budget and it can be identified in the CRA when we get to that budget, because when we get to that, if we decide there that we want you to do more, it has to come back in here and find it. So tell me how this is going to how this is integrated in the CRA budget. It's just not specifically identified as one of the initiatives for next fiscal year in the construction management budget. And I should [00:50:08] Probably clarify, we didn't include everything that those guys are going to do over the next fiscal year. And part of that is that that list is pretty large, and they get their hands on just about every project that we we manage throughout the city. Those folks are incredibly dedicated to what they do. And we just didn't include that simply for just kind of a cleanup of the budget. You can do the job. Is that what you're saying? And so you just and that's why when you didn't add anyone. That's why I'm saying if we're asking you to tool up, because we got a lot of inventory that's costing us with electricity and everything else for properties we own that we want to we want to see something happen. That's been a pretty constant theme from our end. Yes. So I'm not afraid to have you budget what you need and even budget the revenue as to if need be. When you look into that to include getting the money you need to do what needs to be done. Once again, thank you for that. We do feel that we're appropriately staffed in construction services. Does anybody else have any questions on that division? Actual james grace deserve improvements. I'm floating out to my colleagues this. But the land that is not in the official james e gray 80 acres that is congress street out. You all have ambitions. Some ideas there. I think it's a potential for redevelopment project where we could get some public private partnership. Maybe somebody could run a small facility out there that actually has some amenities that. So I really like to envision more than just a path, but maybe a destination there. They could be some of those Starkey, Starkey type little cabins or something for kayakers or something that would be part of the ultimate bike trail and things to do. And so hopefully in the tourism overnight stays. Yeah, yeah, I like that idea. And there could be, you know, who knows, you know, what comes up out of that, that you would have it like, like at the wilderness. They have those cabins you can rent at. Starkey. Yeah. You know, something like that. Just just a thought because we have no restrictions on that, that I know of. And if it if it serves the purpose of having people that can enjoy that park that are traveling in a micro, you know, bicycle day trip, canoeing, whatever. That's why I like the idea of this sort of big planning exercise that I keep that I've been pushing, which is just a chance for us as a council to say, yeah, we kind of like this idea. Is anybody interested? And if we have the private partners and the school board and scouts or another opportunity, you know, and anyway. I think the days for me are the next two years of having us hire an engineer and tell us an idea that is drawn up on paper, it's time to really open it up and see what kind of creative ideas can can flow in. Has anything to do with the budget? Y'all are just looking at me like, oh geez, but thank you. Worth considering and making note of. So thank you. All right. Go ahead. All right. Moving on. This will move into division 110. This is our public works ground maintenance. A couple of quick highlights for this division for this year. They replaced the pylons at the sims park boat ramp that were in deterioration. And they replaced about 800 boards in total out at the james e gray preserve. That includes the trail shelter out there. For the upcoming fiscal year 2027. We're looking at reselling the driveway at the gray preserve and within the cody river park area. That's the grand boulevard parking areas. And then we're looking to replace and repair some of the equipment there at the sims park playground. And there are no changes to personnel within this division. So looking at [00:55:09] Our operations 43 499 that's our contractual services. We've reduced that down to 2000. And that's really in part because a lot of these our staff members are doing some of these items in-house and are absolutely outperforming what we're getting through our our contracts. Going down to the fuel costs. We increased that from 18,000 to 23,000. Again, that's just kind of the cost of doing business with our fuel. If you'll see, to go up just a little bit, I skipped over this one. It was 44 961. I just wanted to touch on this. This is our special events. This talks, this really is applied for our in-kind charges for all of our special events that we host throughout the city. We thought it was important the year prior to make sure that we called that out. And it's something that we'll, we'll get on at the end of the year. But it's, it's kind of important for us to understand how we're utilizing our staff with regards to some of these, you know, our in-kind services and our special events that we host. One other last thing is within this division is we've increased, we doubled a little bit more than doubled our 44.999. That's other current charges. Miscellaneous. That's our Christmas decorations. I just wanted to highlight that. So moving on to the operating supplies. Miscellaneous. That's 45 to 99. That's on the next page. We increased that from 10,000 to 15,000. And that's really just for the repairs to irrigation and certain items throughout our parks. We want to make sure that we're staying on top of as much as possible there. And we've also increased our seed and sod from 27,590 to 35,000. That's to maintain some of the sod out at meadows park. And really for the replacement of sod, because we've increased our programing within sims park, we want to make sure that we're staying on top of those items as well. So total operating for this budget increased from $554,040 to $566,180. And this is a reflective increase of 2.14%. And our capital equipment, we have r&r set aside at 15000 for a bush hog. That's to replace the 2005 kabuto clam bucket bush hog. We're also requesting a trailer mounted, articulated boom lift. This is to do some of the pressure washing on the top shelters there at sims park, and some of the shade structures that we have throughout the city, as well as a hydro sod cutter machine. And again, that's just to really speed up our response time and our abilities to replace them in areas like particularly after chaska when we need to get in there, pull out what was what's gone and replace it as soon as possible. So that would conclude the the presentation for this division. And are there any questions on this one? Sir, I do want to bring up the boat ramp. So I know we did the pilings. Is there anything we can do about some of the washout that is next to the floating docks when you put your boat in? Because if we don't address that sooner than later, those docks are going to be sitting on sediment. So I don't know what we can do to remove some of that. I don't know when the last time you were there, but it's like, like dredging underneath of it. Yeah. It's just it's just sediment. It's just washing in there and it's just collecting. I mean, it's even inhibiting the, you know, police boat from getting out at low tide. So I think that to me is kind of crucial. It's kind of more of a safety issue for them. But then it's also an issue for us, you know, moving down the line. Yeah, absolutely. Yeah. Thank you. Thank you. No, sir. All right. Perfect. All right. We'll move on to our reclaimed water production. This is our division 111. Some of the important things for this fiscal year is we've replaced the ds416 switch gear and installed electrical circuit breaker. Ds206 is an 800 amp switch gear. As I'm sure some of you are aware, we had some [01:00:06] Electrical issues out there that we went ahead and took care of. What we're looking at for next year's initiative would be install a remanufactured square. This is a 1200 amp breaker for the emergency power backup for our high service pump. And then we're looking at implementing a three year CIP inspection program for five critical switchgear electrical breakers within the wastewater treatment facility. There are no changes to staff for this division. Moving through the operations budget. There is a. We have an increase here in fuel and that's again, that's for our scada coordinator. That's 45 to 11. We had hired that coordinator last year. We put the thousand in there. But you don't see it in the years prior. And that's because we just got them in last year. And we're accounting for that this year as well. We've also increased our computer supplies. This is 45243 from $890 to $5000. And a lot of this is in relation to our scada testing and with our data coordinator. There are a few items that he will need to procure in order to complete some of our improvement projects out there, and I'll touch on that when we get to our capital. So the total operating for this division. Saw an increase from 717,000 to 722,000. And this is just an increase of 0.6%. And again it's important to remember that for this particular division, a portion of this per the interlocal agreement, is covered by Pasco county. Moving on to the capital equipment. So we'll. The. We have the capital equipment repairs at 10,000. Again, this is just for as needed repairs throughout the plant. We are requesting sand filter rehabilitation. These are for the sand filters that the clarifiers. We pushed this one this year or we had it in the previous year's budget, but we pushed this one out to this year because we really wanted to get a thorough assessment as to where those sand filters were at. And also, there's some new legislation pushing through with the bmap in which our total nutrient reduction may need to come down significantly, and we have to decide whether or not, you know, the sand filter replacement is sufficient enough or if we need to make a change. So we're currently still in review of that process. And we wanted to get it right once rather than having to replace it and come back and redo it again. So that's a poor a reasoning for that. You'll see the remanufactured square d breaker for the 1200 amp. They're at 20,000. Our switchgear for the ds2 hundred six, 800 amp at 40,000. This is the scada fiber. The next item is the scada fiber optic and field components upgrade. This will be running new fiber optics throughout the wastewater treatment facility. To maintain some of the scada communication. Should we need to operate remotely and to maintain communications even when we're on site, just so we understand in real time what's going on with our plant. And again, some of those items, we were able to reduce our total expenditure on, even though it looks like $95,000, simply by having the skada coordinator there who's going to purchase a few materials and tools that are specific to that, to be able to do the install mostly in-house. And lastly, the roadway light poles, the light poles out at the wastewater treatment plant are due for replacement. There are three of them out there. And they're just they're I think they've been there for 30 years and they're about due. So that concludes division one. 11. And are there any questions on this division? No, sir. No. Okay. Excellent. Some of the highly technical stuff as you can. It's over my head. So you're lucky. You know, I have no questions. My favorite topic to discuss. That's what I was kind of letting you know. Really gets into it. There are some puns. Yeah. Anyway, two thirds of a pond is poo. Okay, let's stay on topic. Moving on to division 112. This is our water pollution control. This is also our wastewater treatment facility. So a couple of highlights for this division is the install main gearbox. And this is on clarifier. And the correction here will be clarifier number three. As that clarifier was already down for some rehab. And we just took [01:05:01] Advantage of the timing on that clarifier. Number four will be coming up in the in the next out year. Additionally, the completion of the rehabilitation of aeration tank number three that's currently going on at this moment. For our initiatives, we're going to be looking at the total nitrogen or nitrogen reduction down below the three point m g. That's milligrams per liter. And again that's associated with bmap. And some of the changes through fdep that we were talking about with the sand filter rehabilitation. Moving on through personnel, there are no changes in personnel for this division. So to go through our operations budget for our water pollution control, you'll see that our engineering services have remained the same, even though there are some we've made some changes out there, and we've had some expenditures that exceeded the 5000. We do expect that some of those items will be wrapping up shortly before the close out of this fiscal year. However, with the total nitrogen reduction requirements, we're going to need to maintain that at this time. But we were able to reduce our professional services from 50,000 down to 40,000. And a lot of that is in large part due to some of the upgrades that we're currently making out there in our capital. Moving on to the next page for some of these additional changes, you'll see 45 to 11. And that's our fuel cost that we've increased that 3000. Again, that's a part of our anticipated expenditures. Through the increase in fuels, we've increased the computer side supplies from in line item 45243 from 1000 to 3000. And that will be including additional tablets for some of the folks out there. And a lot of that is in large part for our scada improvements. Those guys will be able to operate more remotely as we're doing things. And we've also increased our operating supplies from 2800 to 5000. And that's really equipment related to the total nitrogen testing requirements that are coming through our bmap changes and our dep changes. We're anticipating having to purchase some more testing supplies there. What number is that? That would be 45 to 99. It's right down there on the second page towards the bottom of our operating costs. So our total operating cost for this division is $1,970,090, which is a reduction only in about 0.5% within this division. Moving on to the capital equipment. We're charging on ahead with some of these oxidation rehabilitations. You'll see the capital equipment repairs. Again, that's just a holdover just in case we need that for any expenditures exceeding 5000. But the 46399, that's the oxidation number for rehabilitation this year. We're currently doing number three. That will probably go into fiscal year 2627. But we plan on starting oxidation rehabilitation for number four also in 2627. Towards the end of the year, we'll be replacing the or requesting to replace clarifier number four. That's the vivo drive unit. That's the gearbox. And moving forward we should be able to finish up the clamp. Press number two reconditioning. So we're requesting to do the clamp. Press number one reconditioning out there for 381,000. The biosolids discharge assembly. That's the stainless steel base. We're requesting 184,500 for that. That's the area that some of you may remember at the sludge discharge site into the back of the. Open truck there, the 18 wheeler, the refurbishment for the sodium hydroxide storage tanks, which hold 1000 gallons, that's for 20,000 that we're requesting. And then we have a mack truck out there that hauls the sludge trailer from the rear to the front of the plant, as per our contract with our haulers. And we're just doing some auto body and framework for that at 15000. That concludes the water pollution control division. Are there any questions on this division? And a portion of this I should state is also covered through our local agreement by Pasco county. Oh, did I miss [01:10:03] That. Oh I did okay. The last thing I missed down there at the at the bottom was the 46. 415 that's the mack truck tractor trailer number nine. There are some, in addition to the auto body and frame refinishing work, there are some parts that we need to replace on that as well. There's a airbag in there that needs to be done, not the one behind the steering wheel, but the airbags that raise and lower the entirety of the the fifth wheel. That's going on on platt road. And my understanding of the initial of the additional facilities that are being built and dedicated and given to the city. It looks like houses are going up out there. Where where do we end? Do we go to the little road now with our services or back to our. Or is the county claiming some of that to. How is that working out? So. And I don't have an overhead map to really kind of point this out. But if you come in west of little road into that development, it's about a block or so in is when we pick up our 331 connection. So we hold the northwest area of that development from little a mass there. We kind of hold that section of it off to the side. And that's the portion that's dedicated to the city utilities. Hopefully that described it well. The rest that's coming up platt road and all the development you see off a little that's going to the county, correct. To our plant, to the county or to their another plant there. I think they're pushing all of their flows to the east. We weren't we didn't have those dialed into the capacity for it. And I think those are all heading eastward. Okay. So I don't know how many homes there are, but there must be planned. I don't know if it's 1000 or 800 or whatever it is up there. And then the other side of little as well. So that's all county, but we have 381 331. So it doesn't really add significantly. I was just looking at the fact that your budget for operational costs, whether it's electricity, which is actually lower than it was back in 2024, that they're pretty much replicating your current budget without an increase. So I'm just curious as to whether we're going to see an increase in connections or revenue in the current year, but doesn't sound like it's going to be significant to be mentioned at this point. No. And as far as operating costs go, part of the the benefit that we've had is with our piggyback agreement for chemicals out there, we were able to kind of hold that line on some of those items. And then a lot of the maintenance and different items that we had really expected to be a large issue. We've been fortunate enough that we're including those within our capital. So it's kind of, yeah, the operations may be locked in, but the other side of that is where we're really spending it and trying to kind of revamp some things out there. So I think, you know, you just noticed it's not yeah, you're not anticipating big expenses along those lines until some of the new development really comes in. And that's even not significant to your overall customer base, I guess. So thank you. This is the amended budget and it will amend again prior to year end. These numbers were imported 2 or 3 weeks ago, so there could be some more transfers within there. But we are on top of the budget transfers within each division. So that's why the estimate mirrors the amended budget for the most part, because we are in line. Yeah, we are estimating to be in line. And I'm just thinking if there's a lot of growth and that should say add 3% to those same numbers if they're in line for next year, but 300 units, over 8000 or however many you have, is that maybe going to add up from that one area? And it can always change. It's the revenue side that I'm curious on to see if, you know, the city's revenue increases and we do increase the rates. So I'm sure you put some kind of factor on that when you get it figured out. Until you get. There outside city limits. Is that what you're saying? We still get revenue from our utilities, from our customers. We do. So we get the extra 25% added on. Right. And I'm not saying add that 375 on. I'm just saying that you when you look at the revenue we're getting this year, there's got to be some growth, either the annual increases in rates that you already have built in, but also a slight increase, [01:15:02] Whatever it is. When I saw the population estimates come out in june, the city lost several hundred residents. According to their estimate, and port richey lost just about as many as we did. So those are only estimates. I'm not sure that they're right or or defendable, but they might be people that had to leave the mobile home park or who's whose properties were destroyed or damaged. So I think the overall commentary is that the city is going to grow. We're going to be faced with folks who don't want to see the increased density, but we kind of are going to need it to fuel our our retail and our commercial, which is going to continue to give us growth. Otherwise, it's going to land on the existing base of residents in one way or another. Anyway. Thanks. Thank you. Are there any other questions on this division? No, sir. Thank you. Okay. Charging on to division 113. This is our sewer collections, something to really highlight with this division is the repair and replacement of deficient pumps, valves and electrical components. We're really talking about finishing up a lot of the repairs that were necessary after hurricane helene. We're closing out our final lift station this year. Out of the 34, I believe that we needed to do some maintenance and repairs on. As a result of that. Something else I really want to highlight within this division is the training programs focused on operations, our confined space procedures and emergency response. That team in particular, has really gone above and beyond on embracing the newest standards, both with the technology and with the safety standards that are being implemented even beyond what osha requires, and making sure that they're really up to date on everything. Emmanuel garcia, who runs that division, has done a phenomenal job on that and something I really wanted to call out specifically for fiscal year 2027. One of the really huge items that we're trying to focus on is the prioritization of high risk sites, completed targeted repairs, and expanding preventative maintenance to improve reliability. And this is, again, trying to get ahead of some of the issues that we find within our lift stations and getting there before it becomes a problem. Moving on to our staff, there are no changes with the personnel within this division. And going into our total operating. You'll notice that in line item 44311, again, we've increased our electric from 95 to 110,000, going down to 44611 maintenance buildings and grounds. You'll see that the amended budget item is 61,990. We've kept that at 100,000. It's typically requested 100,000. However, there were some transfers used to cover the cost of certain capital expenditures, and that's for the pump repairs and replacements that we've had to commit to. The we were able to reduce chemical costs, and that's 45 to 21 from 5000 to 2500. That's really in part in relation to our odor control. We found that, you know, all the fun chemical sprays that we can include are great, but a charcoal sock does a better job and is at a quarter of the cost. So we've also decreased our software licensing support. That's again in part because of our scada coordinator. That position has really started to reflect throughout our budgets, having that individual on board. However, we have increased our computer supplies and that's 45 to 43 from 500 to 2400. And that's really to get all of our staff members tablets so they can be more efficient and functional in the field and be able to do their work orders as they come in right there in the field. Moving on to total operating costs. You'll see that the budget here is from last year's 456,500, and we've increased to $507,560. And that's a 10% increase. And again, a lot of that's associated with our capital expenditures for pumps. Going through our capital equipment. You'll see we have capital [01:20:07] Equipment repairs set at 30,000. Again, this is in as a kind of a responsive if we need to purchase pumps, you know, in part due to failure in a system or if we need to, just as a replacement due to hurricane damage, we've requested the a new flatbed heavy duty trailer, and that is at 25,000. Again, that's to haul some of the equipment that we have throughout the city. As those trailers are slowly starting to age their way out of their lifespan. And then we're also requesting in 46 for 31, a bypass enclosed pump and a bypass pump with a grinder, one at 80,000, one at 33,000, and the bypass enclosed pump. Those are the quiet pumps that we can place out at lift stations that, you know, in an emergency response. And they're not going to be loud enough to rattle everybody's doors. And then the grinder pump itself is really as a means to not only pump down the lift station, but we're protecting the pump by churning up whatever we're pulling out, and we're not damaging the pump itself. And that concludes sewer collections. 113 are there any questions at this time? That's all. You good? Yes, sir. All right. Roger. Okay. Moving forward to 114. This is our parking garage. Something important to highlight. For fiscal year 2026, we completed the hurricane restoration repairs to the elevator and electrical system throughout the parking garage. And next year, we're hoping to go ahead and restripe the parking spaces throughout that facility. This division has had no changes to the personnel, and there's also no change to the operating costs. Any questions? Just a note that I heard our acting or our deputy mayor here mentioned. Looking at the shuttle services. And I see you have part time shuttle driver. Driver. Driver. Two part timers in there. I don't know if we're going out for grants or whatever, but DOT or councilmember murphy's opportunity to try to get more money, but seem like there is appetite for us to enhance that service and do the best we can here all the time about people that have to park way across the area to get to where they're going. I know we've also talked about a parking garage downtown, and I hope to see that that can at least be fit into this budget at some point, so that we at least show that we want it. And as we go, try to get some, some something there. A lot of people don't want to hear about it. But if it gets us more green space and more walkability and a more, you know, follow our strategy. For the business infill, there's not really room for anything else that's going to bring a lot of crowd. And I see more things. More things are being announced every day. I would like to see potentially maybe a bigger vehicle than what we have for the dart. Yeah, something that could hold maybe 10 or 12 people just because, you know, you get large groups that come down, they're going to park in the garage and then what are you going to tell? Half the group goes, half the group waits. So I don't want something big, but I think something maybe a little bit bigger would would be nice. So no double deckers. I mean when I was in fort myers beach, they have actually a truck with almost like a trolley trailer, like you would see at busch gardens. And that's what they would drive around and pick people up and drop them off. So I don't want something like that, but just something maybe a little bit bigger. The comfort place has one as well in dade city. And I did hear the tourism board was going to give them a another vehicle, another trolley for their, well, never mind, I'll stay quiet on that. But. In stuart they use their larger outfit to do little tours as well and or rent it out and charge something for people to take private tours. I agree with [01:25:02] That. It's like the jolly trolley. So I don't know. There's a little division in stuart, Florida. If you ever get the opportunity to get approval to go check it out, you might run into tiger woods because he lives out there on jupiter island, but well, he might run into you. I'm sorry. That was a total layup. You got anything to add to that? I'm making sure altman doesn't want to keep digging. If he's done before I jump in the the interactive live follow the trolley dart. Is that paid out of here? Is there like a subscription cost or did you guys build that? The one with the qr code, the interactive. Is that something that came with like a cost, like a substantial cost or was it just a subscription we pay? That's a really good question and I'm not prepared to answer the question. I'll have to get back to you with a proper answer. Good question. Yeah, I've used it. It works great. And it's it's pretty live. You see it come down pretty accurate and it's, it's pretty real time. So it's exciting. I'm sorry that I don't know now, but I can let you know that's let's keep pitching that in our. Yeah. Newsletters. Yes. I think that's a big part of it is you didn't know you know, you'll have people that the ones that do utilize the parking garage, they get to the part where the trolley is and the trolley's not there and they don't. And it says it's, you know, every couple minutes, but they don't know. So if they're using that app, I did see the qr codes now pretty big. It's, it's the main feature of it. And so I think that more people will be likely to use it because of that. Yeah, the signage is much better. Good. Thank you. Much better. Is that the signage we talked about before. Is that still under development or is that something different signage different signage. Yeah. But we did speak of that for the parking lot parking. Yeah. It was talk about be nice to have that qr code right on. Yes. Parking. Anything else for colin. Do you have another department? Central. Is it a central fund? That would be central garage. That'd be our folks at fleet next tab. Yeah. This is division 501. This is our central garage. Our our fleet maintenance folks. Something important to highlight with these guys is one, the move, the transition from the old facility into the new rmr, the robert m rivera fleet maintenance facility, it was a big move for them and they were able to do so almost seamlessly. They also did did that while outfitting 12 new vehicles into service for pd and outfitting ten new vehicles into service for public works. And that would include two for some city hall divisions. Looking ahead to the upcoming fiscal year, one of the things that we really want to highlight within this division, and we're really keen on focusing on, is ensuring that we're getting the folks that are there, the asc certification for the entirety of our fleet staff, and we think a well trained staff is probably the best way to go in life. And it gives us an opportunity to kind of promote growth within the city. So there are no changes to personnel in this division. I am 100% behind what you just said in that city wide. Debbie. In terms of training, the cost of personnel. And, you know, that's something I'm pushing. Is our training, understanding your tools, making sure everybody has all the training to use all of their. I.t and all of their skill sets to make them more efficient. Yeah, good. Before we go into the 10% reduction exercises that we have to start talking about and zero based budgeting and some of that stuff that that's coming up to see if we can improve, hold the line and continue to be more productive and be able to still give the staff the, you know, the raises and the increases that work against the, the zero budgeting when it comes to personnel. Yes. Yeah, I agree. Moving on to the total or our operations budget. [01:30:05] Some of the the changes here, I would like to highlight and 44 for 63 there's our lease and automobile. We reduced down from 42,000 to 32,000. And that's simply the. We released one of our vehicles that we had. And put that one out. And then we've increased 45 to 11. That's our fuel from 11,190 to 13,200. And again, that really is to highlight the increase in fuel costs there. These folks will also use their fuel to top off our generators throughout the city prior to any storm events. So that would that's to, you know, kind of accommodate for their fuel costs. We've increased the clothing and apparel, not a huge item, but it's from $50 to $600. So that percentage increase is pretty dramatic. And that's really just for safety boots for those individuals out there. Moving on to the next page, 45 to 89. This is our automotive parts. We've increased that from 6500 to 8000. That is in part just because of the cost for those supplies. As we continue to move forward in the current economy, the total operating costs for this division. Decrease from $706,500 to $692,750, and that's a decrease of about 2%. Looking at the capital equipment, you'll see that this division has requested a wheel alignment system at 95,000. That's kind of a new digitized alignment system for all of our vehicles. It'll reduce our costs overall on sending them out to have those aligned at a separate facility. And then we are requesting heavy duty software scan tool for our diesel vehicles at 15,000. That's really to better predict kind of our def issues prior to them coming up, as that has become kind of a new concern with that additive in the fuel. And that concludes the presentation for the central garage division and for public works. Are there any questions at this time, peter? Are you done with questions? Yes, sir, I am, thank you sir. Very nice job. Thank you. Thank you. Mr. Hall. Can we have you up front? Thank you for your friendly demeanor. You get what you get. You get what you give, right? Who cares what you know until they know that you care. I care about everybody. Mr. Hall is anxious to start this evening with the planning and zoning. I believe. Yes. All right. Good. Thank you. I'm not going to be as riveting as colin was during his presentation. I want to do powerpoints with charts and slides and all that, but debbie wouldn't allow me to do that. But we'll push through that and I'll present the best I can. This, this budget is going to be much different than what you've seen in the past. Overall, there aren't fundamental changes. There are no changes to it in the big picture. But as you see, we have taken the department and split it into two divisions the planning and zoning and the building division. So we're going to start with the planning and zoning. I don't have a pretty book, so crystal might have to help me with the page numbers. We're on it. We're 73. Okay. And this would be in the 81. There have been a lot of state regulations that have greatly impacted our department. So you'll see as we go through this, there's been some reclassification, reorganizations of positions, and I'll get in greater detail of that. But I wanted to go through some of our accomplishments. We obtained the certified local government status this year that we've been trying for some time, and that will allow for the historic preservation board to move forward with some some items that they've been held up on for some time. So that's a that's a big hurdle that we've gone over. And then we were also in this this goes to a question that Mr. Councilman altman had. We were awarded a watershed master grant, a watershed master plan grant in the amount of $400,000 that we [01:35:02] Will be using f a you as our consultant to work on that, which might address a lot of our stormwater issues. And we just got that notification a couple weeks ago, so we'll be moving forward with that, along with public works in that. So you'll hear more of that in the future. So moving on to the organizational chart, the bottom line is that at present time, we still have the same amount of staff, about 10.5. But we are considering some, again, some other staffing and operations that may address some internal needs. We have to again address our internal needs and addressing the state regulations and things that are coming forward with that. So in the planning department, the majority of it is focused on, obviously, my position senior administrative assistant, senior planner, planner, and the gis tech. A percentage of those are in the building department, but the majority of those are in the planning department. The next page, if the top portion of that, when we're talking about the salaries, there are percentages that are actually set split between the two departments. But the major changes when we get down to our operating is the numbers will be skewed because again, they're split between the two departments. And I'll go into greater detail if you ask. But the ones that we have is the planning services has gone from 130, which is a 43. 181 has dropped from 130 to 20, because the reorganization will allow staffing to focus more on doing the some of the projects we had internally instead of using the consultants of that. So that's a that's a major change. And then some actually moving down through that. We had some other contractual services that were in that that have been pushed over to the building department. And I'm saying specifically the 43499. And then when we move down to our software licenses and support. 45225 that number went from 72 down significantly because the software, again, is only dispersed to the individuals in the planning department. That's a very quick summary of the planning department. I can go in greater detail if you need to. I think what would be best is if we go through all of it, and then you can ask questions, and in its totality, we can come back to those. I think that makes sense. Now the building division is set up because the building inspection fees are to cover our direct and reasonable and direct costs by state statute. That's why we split into these two divisions. The accomplishments of the building department is I'm not going to read these verbatim, but the number of permits that we've done, the number of inspections we've done are for the staff we have. I'm very proud of what we've accomplished last year and the number of plan reviews, but the big number is the total of job valuation of all of our permitted projects for last year was over 40.5 million. For all of the construction and for the staff, we had to put out that much review, which should be commendable for them. Flipping on to the organizational chart on the next page, you'll see that we have the on the left side, the highlighted side is the building official building inspector, senior development technician, development technician, and and development clerk. Part time. We're looking at creating a reorganizing to reclassify an vacant position at this time to upgrade that to provide more experience and knowledge in our building department to again, process applications more efficiently. And there there potentially some more changes that we might do in reorganization to, again, address the needs we might have for the to provide for our public. Moving on to the building operating budget, the percentages is when you look at this, you go, well, what is this all? It's empty because it's a new division. The percentages are split between the planning department staff and the building department staff, but the majority of the building department staff billing out at about 9,095%, all in the building. But when you move down again through the operational, that's when you see that we have our city engineer fees in there and our contractual service fees. And the big item that jumps out is [01:40:02] When you go down to our software licenses and support in. And that is 45 to 25. Those fees were split into the it department last year, and they've been moved into the building department for our energov services, our plan review services for our blue beam, which is a plan review for our forerunner. Instead of having those put into the it department, they moved directly into the building division. And that's why that number has increased significantly. All in all, again, when you look at all of the department from last year to this year, the numbers haven't changed too much, but the organizational structure has. That'd be more than happy to answer questions in as you have them. Looking for the name of it, but I would had the opportunity to review the company that's providing services to Hernando county on the ai building plan review process. And I don't know if you're familiar with it or not, but I think it would be worth a look to see because I was fascinated at the benefit. Now they can work with the tyler programs that you have in terms of that, but what they what they are doing is creating the response, the letter, the findings, and then it takes you or a planner to be able to go in and look at each one of those and identify and agree or disagree with it. So it's kind of like, I guess in a way like wikipedia, where everybody that's using the system and I think hills, I'm not sure if it's the city of Tampa, but they have some incredible success stories on just how more efficient it can help your work to speak for that issue. I'll refer that. I don't know if they've been in touch with you or with debbie or not, but but the the entity was. Well, Hernando county was awarded for the number of permits that they were able to process, if efficiently. And with ai, they have, they do also, everyone who's looking at it, it gives you the report of how many folks are doing, how many and, and, and in case somebody does a whole bunch and they don't reject anything that may be want you to look at that or others that have a good mix, but it gives you as a directory and as a city, a chance to analyze how, how efficiently everybody's working. I it was only a 40 minute program and I had more stuff to do than to listen, but I was fascinated. And it followed up on the fgu, the government finance officers presentation we got from polk county, who's also. So these rural counties to the outskirts are actually trying to lead the way in understanding and applying technology to become more efficient. But it was really a I'll forward that to you. If it's something of interest, you have a chance to look at it in case we budget it, because in the building department, you use the permit fees. And once we see these permits, picking up the CRA. In the case of some of our economic developments, are paying the permit fees or owing that money over to the to the department and using that flow of cash to be able to improve their operations, shouldn't cost the general fund money, because that division is funded through its own fee collection. So it doesn't have the same pressures. And other departments can get a little anxious. Like, why did you get that? But because you've got money to use. And if you don't use it, you you send it back. In the long term, it can probably help you to hold the line on, on big surges of multiple, you know, structures or units coming in at the same time. I've seen that at the planning conferences we've been to. It's been pushed, obviously, at that and it's coming forward. We've been spending a lot of time with the it department, putting together the internal tyler energov system and getting that up and running as efficiently as we can and pulling in the other departments. Public works and fire. Fire has been working and putting that all together. Now being on board the ultimate goal would be public works eventually moving into that and having, you know, the potential component of ai, working with our plan reviews could make us much more efficient. Cool. Thank you. Just if you could [01:45:09] Speak to the 2000 increase, it looks like the 6000 shifted over to. What am I looking at here? The for the city engineer, the 60,000 went to development and then 2000 staying for zoning. Yes. What we do is since that split last year, we had about 600 $0. I think the number was that was in the department with our divisional splitting into divisions. We actually use our engineer for some consulting services in planning and we use it in buildings. So we split them in between the two. And we do anticipate with some larger developments that we have coming through. That would be some engineering stormwater reviews and things like that. So it did go up slightly in that and split between those two departments. So. That's for me. All right. We're good. Thank you. Thank you. Dale. Chief fitch, if you could join us. I'm sorry, did you have a question? How many minutes was that? Oh, that company was called swift. You have four minutes talking about. Yeah, yeah, I think yeah. All right. Well, thank you for saving the best for last. Always very last. Okay. Fire away. All right. Good evening. Thank you for the opportunity to present 2627 fiscal year budget. This budget reflects a balance between fiscal responsibility and the operational needs required to continue providing the high level of emergency services our community expects and deserves. The proposed funding supports essential staffing, replacement of critical equipment and infrastructure needs, advancements in technology that enhance operational efficiency, improve firefighter safety, and strengthens communications. Every request has been carefully evaluated and prioritized through the preliminary budget process by firefighter and public safety, maintaining and advancing reliable response capabilities, protecting and improving our infrastructure and equipment, and positioning the department to meet the community's current and future needs. We have two divisions within the fire department. 071 supervision and 073 firefighting division. So we'll start out with 071 supervision. Some of the accomplishments from fiscal year 26 we were awarded. We were able to successfully be awarded and managed three grants. One was the afg grant for a source capture exhaust system to be incorporated into the fire station, one at a cost of 94,500. We were awarded a state fire marshal cancer decontamination grant in the amount of $10,560 for ppe, and we were awarded a firehouse subs foundation grant for extrication equipment. The amount of $37,500. As you know, one of the big accomplishments completed and opened new fire station number two back in april, including coordinating the first hose uncoupling ceremony and community open house and and with that, which had a strong public participation, we began recently the critical hardening grant scope of work to fire station one, which you all are aware of. We're excited for that to be completed as a whole. As a department, we responded to 6095 calls for service in 2005. Conducted 646 fire inspections, completed 105 plan reviews. We logged 5833 training hours and participated in 28 community events. I'm. I'm glad. I'm proud to say that we are finally fully staffed at the at the firefighting level. So we recruited and onboarded three full time firefighters. And we recently onboarded two part time firefighters. The initiatives for the following year complete the replacement of portable radios, which we'll talk about within the budget, complete scheduled aed replacements for city facilities. Complete the critical hardening grant. Scope [01:50:02] Of work. Fire station one complete iso rating survey in 2027. Maintain and improve response times by evaluating service delivery and increasing call volumes. So. 071 there's no change to staff within that division. You have fire chief assistant, fire chief fire marshal and a senior administrative assistant. There's no again, there's no personnel changes or proposed staffing changes to personnel within that division for a total of $396,620 in 071 operating. There are a few fluctuations within that division. I'll just go over the major significant increases or decreases that you see within that budget. So first, we added professional services miscellaneous for 3199. That was added during our preliminary budget discussions. When we talked about promotional testing. So we're looking to promote a captain and that, you know, the costs associated with putting on those promotional processes, it was best suited to put in professional services. Miscellaneous. So we incorporated that line item for $3,000. Contractual services for three, four, nine, nine. We increased this amount for emergency management exercise for city staff. So we're looking to bring in an outside agency to advance beyond the normal tabletop exercises that we commonly have year after year. So we're going to bring in an outside agency to really evaluate the city's ability to prepare for, respond to, and recover from emergency management disasters. So we look forward to conducting that in the next fiscal year. Four, four, six, four, one. I go down to that maintenance buildings and grounds. We're looking to enhance the appearance of fire station one. Once they're done with the hardening project with with nice landscaping and improve some much needed improvements that were not included in the scope of work. And office supplies. 45111. We were able to decrease that by 50% through prudent spending within that division and that total operating budget is $128,505, for a total of 525,125. And that concludes 071. There's any questions I can answer. Peter patel I didn't fire supervision. No, sir. We're good. Thank you. Okay. All right. Next. 073 firefighting division. Some of the accomplishments. Again, we strengthened our staffing levels. And that enhances firefighter safety and our efficiency and our response times as well. We enhance service delivery, firefighter health and safety through the opening of fire station two. Enhanced extrication capabilities through the firehouse subs grant. Now we're able to. Staff both of our front line apparatus with newer generation extrication tools and continue organizing, planning, and some of the initiatives looking for the next years. Continue to organize, plan and execute smoke detector blitzes in partnership with the american red cross, incorporate additional nfpa compliant health and safety improvements into fire station one to enhance firefighter wellness, reduce exposure risks, and ensure facilities meet industry standards. Jumping into the org chart, there's no changes to personnel. We have currently 24 members of the staff within that division. I'm very proud of of the service that they provide day in and day out. They're averaging 16.5 calls per shift, which is a lot. And you already heard the amount of training that they find time to do in addition to those calls. And so they do an outstanding job. I'm very proud of everything that they do. So jumping into the budget personnel, no proposed changes to staffing unless, as a caveat, we are awarded a safer grant. So we did apply for a safer grant, which is a federal grant [01:55:05] Allows support for staffing. So due to the uncertainty of the property tax reform legislation, proposed legislation, we felt it appropriate to only ask for one full time firefighter. So in the event that we are awarded that grant during the fiscal year, the city's match would be 25%, which is which equals $22,221 for that year. The requirement is that in two, hold on to that employee for a certain amount of time then, right? So it's a three year commitment. And then and then you need to sustain the 100% of that salary after that point in time. For four, one, three one for reserve firefighter wages. We didn't, we increased that significantly due to the fact that we were recently hired to part time firefighters that are dedicated. They're eager to work. They've committed to me that they're going to work as much as they're allowed to work, which is 29, no more than 29 hours a week. So 212 hour shifts per week. They're allowed to work. And so far, they've upheld that obligation. And we look forward to them being on staff. So that's why you see that increase in that line. We were able to decrease however 41411 the overtime budget significantly due to being fully staffed. And so we're we're happy that we were able to reduce that 41525 paramedic pay. Those are contractual and our collective bargaining agreement. So every paramedic receives a $1,800 stipend. That did increase due to the fact that we lost one firefighter paramedic throughout the fiscal year. But we expect two more to become certified within fiscal year 27. So you'll see that $1,800 increase there. Inspector pay 41532. Again, that is contractual. That's decreased due to losing certification. A certified staff member. And we currently have 13 certified inspectors and members of our staff at $1,200 a year stipend. So total personnel is $3,000,121 870. And I will add, the increase is related to the. Pension. The pension because as a reminder, we did utilize a credit for the current year's contributions, but we no longer have that credit. So this is the full, full amount for the coming year. Credit from folks that left funds available or whatever. But that does the actuarial results of what's been a couple of good years. Do those reflect on that reflected the credit? That's the credit that we utilized. But when they reevaluate. It's been a pretty good year. I don't know how the fund is done, but you've already got your numbers for next year, so you're able to budget for them. Yes. Okay. Thank you. Okay. On the operating, the first account we'll talk about is 41343132 physicals, which we increased by $3,000. So those are the live scan physicals that our firefighters have every year. Those are on an annual basis. We also use that account for new firefighters. So with the increase in costs and those physicals, it was necessary to increase that account for three, four, nine, nine contractual services. That is increased due to. We onboarded a new medical director this fiscal year. She's under contract with the city at $650 a month. So that's on an annual basis of $7,800. For four, six two for repair and maintenance of technical technical equipment. We we resurrected that account to make improvements to our light technical rescue team, which is the state funded team that we need to improve some of the equipment that we have for that four, four, six, two, six repair and maintenance of msa, msa equipment. So we increased that line item to totally outfit the scba room at the new fire station. Two. So that's the cascade room, which houses [02:00:04] Our cascade system to fill our air bottles. So we're going to incorporate a workbench and some some ancillary devices for our repair technician to adequately work on those scbas. 44641 repair and maintenance of first aid equipment. We increased this account to ask for a narcotics vault for the new fire station. So with dea compliance and regulations, we need to adequately and securely secure our narcotics that are used by paramedics and that system. We have cloud space within our knox system that the city currently pays for. So there'll be no extra cost for cloud space. And at this this advancement in technology will add four automated tracking for narcotics. And cloud based audit logging. So no more pen and paper and a firefighter paramedic carrying around a key. So it'll all be automated with the chain of with the chain of control. So we look forward to that. The next fuel, again, like the other like the other divisions, we did increase the fuel by a couple thousand dollars for inflationary values. Bunker gear four, five, two, three, five. We increased that for a few reasons. So the cost of bunker gear has gone up. There's new legislation that requires fire departments to purchase pfas free bunker gear when it's readily available. There's not a lot of it readily available yet, but it is slowly becoming readily available and that has an increased cost to it. Also, we would like to purchase a few sets of brush gear, so our health and safety committee brought up the need for brush gear. So currently our firefighters wear their structural firefighting gear when they're fighting brush fires outside, which is not really intended for that purpose. It's hot, it's heavy. And when you're outside and you know, the the summer heat in Florida and you're wearing structural firefighting, doing an outside fire extinguisher extinguishment, it's extra. It's harder on the firefighters and, and so it's healthier. It provides more health and safety benefits to wear brush gear, which is more breathable, lighter and suited for that kind of fire extinguishment. So there's not a huge cost to that brush gear, but we're asking just for a few sets so we can put them on the truck. And our firefighters can don that type of gear. We were able to reduce computer supplies 4 or 5, two, four, three due to the fact that we that we were able to purchase the needed computers for next fiscal year, this fiscal year. And operating supplies. Miscellaneous. 4 or 5 299. We were able to reduce that by $1,000 for a total operating budget of 240,410. And we do have two items within this budget, which are city, city wide aed replacement at $11,000, which will replace approximately 11 aeds throughout city facilities, with the exception of public works. I think they're on their own, right? So and they the aeds have reached the end of their useful life averaging around right now, they're around 14 years old. They're being recommended for replacement. So this will ensure the city facilities remain equipped with dependable, up to date technology. By proactively replacing these devices, the city can ensure rapid access to reliable equipment for life saving care when every second counts. So that's important. I know that we've used those in the past, and so we're asking for that as well as portable radio replacement. So our portable radios are at ten years old with the cad integration with the county. I know the police department replaced their portable radios. I believe this fiscal year, they have a lifespan of 5 to 7. We've we've exceeded that lifespan. Our portable radios, our portable radios are our firefighters. Lifespan. There they are there. Lifeline and emergency scenes, [02:05:12] Especially fires, but all emergency scenes. So we need to have proper communications. And the new radios are P25 compliant. They offer nfp a. Certified color mix, which are the. The microphones that are attached to the to the lapel of the bunker coat. And so those will now be in compliance with nfpa. So we're looking at 15 radios. We've decided to phase phase the the purchase out two years. So the $40,000 would pay for eight the replacement of eight radios. So all front line seats on the both of the front line rigs would have new radios. And then next year, we'll ask for the remaining seven. So capital total would be $51,070. And that's a total operating budget of $3,000,413 and $350, $3,413,350 for a total fire department budget for fiscal year 2627 at 3,938,475, which is an increase of 0.21% from this fiscal year, or $8,335. That concludes my presentation. 0% because of the fire station construction or what it looked like, it was about a 8% increase in the budget for the fire department. Did I get that wrong? What was the 0.7% increase you were talking about? Overall budget. That's for both divisions. I'm reading something wrong. So the. The firefighting total expenditures went up by 200 and. 20 some thousand. If I'm not taking into account the. Pension. No pension that the overall increase is related to the pension cost. If you if you look at the two that doesn't that doesn't amount to 1%. It's the budget cost, right. It's in the budget. So the numbers on the totals are not 1%. No. So you're speaking of your hard cost not your pension costs. I'm speaking cities costs. I'm speaking of the bottom line. That's in this year's budget compared to the bottom line that's in proposed for next year. That's not what I'm reading. That's all I'm answering to ask for. Documents I'm looking at, say, the supervision, fire supervision goes from 480,000 to 525,000. That's an increase of 35,000 or 34,000. And the overall budget of the firefighting is an increase of 230,000. So $400,000 increases, not 1% of what was 4 million. That's almost 10%. Just saying yes. Yeah. My math might have been a little wrong, but one decimal point? Yeah. Anything else? Peter. I would note that we got a notice from the county of their shifting of the taxes for most use for firefighters, which they have increased. So the benefit to our city residents is something we can crow about because we don't pay that. So they reduced their budget by a substantial amount, a decent amount. The general fund budget, and increased the mstu for fire. And they've been warning us of another 300,000 or 200,000 that they wanted to charge us for emergency services. Yes. So when we do get into that discussion, when we find out how much money [02:10:04] They're making from the bills they're sending out for them, and how much help all of our paramedics and our trained folks are as being first responders, administering medicine, holding folks for them to take the shortest trip to the hospital of anywhere in the county. Maybe they've decided to be nice if they dropped that $300,000 request, because cities that don't have firefighting services don't give them that advance, that support. And so I think maybe I'm hoping that that is the results of what they did by reducing their general millage rate. That does reflect on on dropping their revenue and a little bit of a drop in our revenue to the CRA. But that's the only effect that would have. Yeah. I haven't had any further conversation with the county about their proposed fee to us. They sent a notice out, I don't know if it went to, but it was about a week ago when they gave a report to okay, maybe to the mayor's or. But I got wind of it and maybe they didn't send it to you because it affected the cities who pay the most. Oh, maybe. Maybe. So we, our residents are going to benefit by a reduction in their county taxes. Is the bottom line good? As they recognized the increase in fire services? So that's that's all you got. I thought I'd had some good news and some picture for tell anything. Mum's the word. Conclude our budget presentations. But we're of course prepared to respond to any questions or any further direction that you do have of us. Well, I feel educated. Thank you, chief, for all of the details on the the improvements that are being made on behalf of the firefighters. Communication. Anything. Anything? No. Debbie. No, not at this time. Crystal. Keep us meeting every day like this. * This transcript was compiled from uncorrected Closed Captioning.

   Original caption was ALL CAPS; this page lowercases and capitalizes sentence starts. Names from the meeting’s entity index are restored. For exact wording, consult the video or the city clerk.

2. 1Call to Order - Roll Call