The meeting revealed that the fire department’s budget has escalated from $5.6 million to $7.4 million over the last five years. Among the topics was the delayed delivery of a fire truck, which the city had already paid $196,000 towards. This led to a debate on who should bear the interest cost due to the delay. With this issue being common across various companies, there was a consensus on the need for the city to plan further ahead for such acquisitions. To mitigate the impact of rising costs, the committee discussed a proposal to set aside $250,000 annually in a reserve fund for future truck purchases, as opposed to relying on financing. Moreover, the fire department reported obtaining a SAFER grant for three additional firefighters and funding for three firefighter-paramedics from the county, which would not incur additional costs to the city.

In parallel, the police department’s budget was under scrutiny, particularly with the increase in personnel expenses attributed to raises and health insurance costs. The budget also accounted for a new computer-aided dispatch system and mental health wellness programs for officers. Furthermore, the police department emphasized the need for additional funding to ensure officers have the necessary protective gear, mentioning funds from the federal equity sharing budget catered to the SWAT team, K-9 unit, and patrol equipment, including rifle plates for officers’ vests.

Suzanne Linton, the Information Technology Director, outlined a $1.1 million budget adjustment for the department due to a required accounting entry for subscription-based IT arrangements. The budget also increased by $88,860 to accommodate the migration to Microsoft 365, the implementation of cybersecurity software, and the renewal of server warranties. Questions were raised about the accounting entry and its future budget implications, as well as the department’s efforts in pursuing grants. Additionally, Linton detailed a $75,000 allocation for transitioning the GIS database schema and $50,000 for field inspections related to lead and copper projects. The performing arts theater department’s budget was also discussed, with a focus on new equipment to enhance performances, prompting inquiries about safety and efficiency.

The construction of a new fire station, expected to start in 2024-25 with an estimated cost of $6.2 million, was another matter of significance. The station, planned for Gulf Road, is anticipated to take approximately a year to construct. Issues of code enforcement and the importance of funding for police reports and officers’ mental health programs were also briefly addressed.

The public works department’s presentation covered challenges like rising yard waste costs, which have affected usage and operating hours, increased fuel and utility expenses, and the high costs of concrete for sidewalk projects. The department is considering a significant investment in sidewalk infrastructure and a reorganization of sanitation services to address budgetary constraints.

The city clerk and collector discussed the allocation of funds under the general fund and water and waste landfill enterprise fund. The city clerk’s office highlighted election expenses as the highest expenditure, with upcoming elections in August and possibly November, estimating around $40,000 for a full-blown municipal election. The collection budget was also reviewed, with steady rates noted year over year.

Additionally, the public services director presented an overview of the department, which included utility operations, the city golf course, recreation, the cemetery, and sustainability. The sustainability budget, in particular, featured a $40,000 item for a solar feasibility study to examine the implementation of solar energy in city facilities.

The water and wastewater utility operations’ expenses were broken down, including the budgetary development process and opportunities for cost decreases. The committee highlighted procurement strategies, such as piggybacking on contracts from larger entities for operational savings, and reviewed the Capital Improvement Program (CIP) goals. Furthermore, the successful performance of the golf course was noted, with increased revenue leading to plans for reinvestment, including a new clubhouse.