We're going to go ahead and call today's meeting of the Budget Advisory Committee to order, begin with a roll call. Mr. Bergman here. I'm sorry. Chair Bergman. Vice chair Holt here. And Miss Major is not here yet. And Mrs. Hill is absent and excused. And Mrs. Howard here. Okay, the primary purpose of today's meeting is to go over the remaining departmental budget presentations. We'll begin with it. Good afternoon. My name is Suzanne Linton. I am the city of Tarpon Springs. Information technology director. And, inside of information technology, we have three departments. We have obviously, it we have GIS, which is geographic information systems. And we also have the performing arts theater production, which you see in the middle of city Hall. I'm going to start with information technology. And, I think you guys know it's on page 21 starts on. And the only thing that you will notice is, Ron will need to speak to this. There was a $1.1 million adjustment. And, Ron, would you like to speak upon that? Sure. Are you talking about in 2023? Correct. Yeah. If you're looking in 2023, the first column there, they had an adjustment. You probably heard me talk about it when we close out 2023. We had a required accounting entry for subscription based I.T. arrangements where we had to capitalize it. So if you're seeing a large amount in that first column, 1.4 million. That's why it was a required accounting entry. Since they went to the cloud system, they have their new five year contract. So the whole five years had to be capitalized. And so expensed you expensed it all in the same year even though it's for five years. Right. Instead of being allowed to and then it'll be amortized and stuff. Yes. So, you will also see that we do have an increase of $88,860 in our line. Item 46. This year. And what that is, is we migrated to Microsoft 365 and we just finished up our migration of police fire and all of City Hall. And that was an additional all right, around 50 to $60,000 a year. And it came with a lot of really great security benefits. Also, we did migrate everyone to two factor authentication, and, and that that has really secured us up fantastically. So we're real happy about that. We also had an additional 2020 or so thousand with, our servers, our clusters, actually, when we purchase them five years ago, we purchased them with a five year warranty, and that warranty has come up, and we decided to keep them for an additional two years. And so we needed to pay the additional maintenance fees on that for those servers, which we had not seen over the last five years, a couple other things I wanted to mention, we come, we manage about 650 devices citywide, and we were able to acquire a few grants last year. We were awarded a cybersecurity grant. And for City Hall that was, approximately $190,000 in cyber software that we were awarded. And we have already implemented it all. And then we were awarded an additional 16,000 for our operations Technology division, which is the water plant at the R.O. plant. And that is being implemented this coming year, was that largely in response to what we heard from the other city, the other city kind of having the. Okay. Yes. Yeah Cool, the I'm sure everyone heard about Oldsmar and the hack on their water treatment system. Yeah. And that really spearheaded a lot of federal funds coming down the pipe for cyber security. And we jumped right on it. That's we were one of the first ones. We were awarded the money and we implemented it right away. So we're really, really happy that we were able to offset some of those fees. It wasn't a monetary, you know, amount. They actually gave us the software that we could use. So we don't have to pay for those software licenses that we have. We just were able to implement it, which was which was really substantial. Yeah. So, that's why, you know, obviously our budget didn't go up as much because we were awarded those grants. One other thing I wanted to mention is you are not seeing anything in our training budget. This year, and that is because we were awarded a $50,000 training award two years ago. And with Covid and everything, we just haven't had time to utilize all of that money. So we have utilized, probably half of it, but we're going to be rolling that money over to the next year. So we didn't ask for any additional funds because we're still using that money that we had. But, you know, we are very, very proactive in training in our department, all of, all of our information technology staff is highly, highly trained and have lots of certifications. And we do continue on an annual basis. Our education. Does anybody have any questions on it? I have one, you mentioned all the devices you manage. How are they handled in terms of when they're replaced? Is there a schedule or a calendar or how is that there is , currently we are on a five year rotation in, and that seems to work pretty well with us, with our PCs, we what I do is I send out, I analyze everybody's devices, and I send out to each department what PCs I think need to be replaced and, for that next year and then they budget accordingly in their budgets. You'll see that in, it'll be in 52 operating supplies. So so, you know, I'll talk with the departments and, and say, you know, this PC doesn't really get used all that much. Maybe it's just a, a working type PC that just does, you know, light tasks . Why don't we wait another year on that one? But this one, this is a high, you know, we really need to do that. So we try to stretch it out as long as we can, obviously until it's end of life, we can't do anything. But, we do stretch it out to about five years, 3 to 5 years, and then sometimes even seven years. We stretch it. So we do a really good job with that. Hardware actually comes out of the other departmental budgets, not out of your budget, correct? Yes. Each department has their own line items that they budget for. Any questions, yeah, I have a couple. And it's just kind of like general stuff for awareness because. Sure. So the accounting and entry that was made last year, did you say did I hear right. Is that like every five years we're going to have to do that. Or is that one time deal the initial you're talking about the 1.4 million. Correct. That was just because I had a new contract last summer. It started for five years for their for their cloud based system through Central Square. So every five years to answer your question. So every five years okay okay. So that one okay. That's not going to be annually costs us $300,000 a year. 240,000, roughly. Yes And then how would you plan for that? Would you just kind of put the 240 in each year, or would you just every five years lop on the 1 million? We would do the $240,000 a year. Okay. Cool. And that's worked in already or. Yes. Okay. Oh, super . Okay. So we shouldn't probably see that like big jump again since you're adjusting for it. That's perfect, so that's it. And then you've got a ton of devices. That's Yeah, that's quite a lot. Where's the other side of that entry? Like where does where does it show up on the other side. Are you talking about balancing entry like the 1.4 million. What's where is it. It's a revenue source. So it's like a it's like they want you to show the financing. They want you to show the 1.4 million coming in as revenue. And then the expense for the full price of it. We used to just rent this every year. We paid rent, say it was 220. Now it's up to $240,000 a year. We pay rent. So our illustrious accounting standards said, well, we want you to do another government accounting standards. Said, well, we want you to amortize, you know, capitalize the full amount, then amortize it over five years. Okay. What the requirement was. So somewhere there's the 1.4 million in revenue because you financed the agreement. It's an expense. But then it's going to show up. Yeah. In our audit for 2023, you would see the 1.4 million revenue source and then the 1.4, which was in its department, and it went out, it came in and went out. But then you're it was a loss as 240 a year. Yes. Got it. Yeah. That sounds good. And then I think we're familiar kind of what the library bit. It sounds like your budget for it is really not changing too much. Well that was because of the cyber grant that we. Yeah That's great. Yeah, we were awarded that. So, you know, we kind of stayed even because we were able to use those funds. Okay. Good, good. Does the city like I've heard several departments have shared that they have pursued grants. I know that's a lot of work. We have a grant writer now on staff. Right. We've had a little turnover in that department. We do have one. Yeah, so are those opportunities identified by you as the leader of the department, or is that department help with that? And does the city incentivize the departments to pursue those in any way or like, encourage it? All grants that I've gone for, I've gone for myself, because that is a new position. You know, the grant, so she does keep track of them. And I have been, you know, sending her you know, some grants that that I go for. But in the past, that's what we've done. We've just, you know, it has been very active in, in getting funds and getting grants. And it's just because, you know, we're we're good at it. Right? So, but I can't answer to the other departments, I think when they come up with these projects and they want to try to figure out how are you going to pay for it, usually the city manager and I say, well, have you looked for grants? So that's okay. That's good. That's one of the first questions. One of the things that's been going on with PJ, the Grant writer, she sends out an email to the departments asking, are there any things you're looking for in the next X amount of years? And she'll start looking for grants now. So we do have somebody that's actually proactively looking once the department heads say, hey, we're looking for X in the next 3 or 4 years, five years, okay. It gives her a heads up that she can start keeping an eye out when these grants start popping up, that sometimes it takes a year plus to get the grant so she can start proactively looking. So yeah. And I know like sort of the grant process can be complicated. So it's great that you done it. And, do you think that you'll continue to kind of look for those in the future, or was that kind of just because of the, yes, actually, we did apply for round two and, and we were awarded, but I don't have the monetary figure right now. I haven't received the award letter, but we were awarded for year two of that grant. Yeah. Those grants are fantastic. That's awesome. I mean, a lot definitely awesome. Fantastic, the other two departments that I have, just real quick, GIS, I wanted to let you know about in professional services, we have 75,000. And what that is for is our database, where all of our GIS infrastructure and all of our data is housed. We need to transition it from a geometric, geometric network to a new utility network. And this is something that is going end of life in 2028. And they're ending support in 2026. So we need to transition off of that schema of the database to the new schema that they're requiring. So we have budgeted 75,000 for assistance to help with that schema. So geometric and utility I'm not familiar like just high level. What is that. So the database where the data is housed it was in a specific format. Now it'll be yeah okay. Exactly. ESRI gave it to us in one format. And now they said in order for us to be able to see things above and below ground, the whole network needs to change. And the schema of the data structure. So we're going to go out and have someone assist us, okay, with the whole database schema. And that will help sort of just let everything run everything okay. And it'll help us actually migrate to the cloud also. Okay, which would be fantastic. Like, you know, for disaster recovery. And so it is a necessity. We have to do it by 2026. So we want to get a head start on that. Yeah. For sure. And then, the other thing we have here is, we have some money also the 50,000 that you'll see in the budgeted for 2024. That was the lead and copper project. And we have not allocated that money yet, but we are going to be using that for field inspections for the lead and copper. So that project is going fantastic too. Anybody have any questions on GIS not for me, no. And then we get to our performing arts theater department, there are some upgrades that we do need for the performances, our performances have changed in the past few years. We went from more of a community theater to more bands, and we're selling out. I mean, it's actually been fantastic, you know, it's great, but we put on all of those productions here in house. And because of that, we do need some more equipment. We need some new speakers for the front of the house, and we need lights that can move, actually, what we have now is I don't know if you've noticed, but we have gangplanks above in the ceiling where the guys go and they actually walk through the gangplanks and they change the filters on the lights and they move them based upon the plot. And if we had if we had some lights that could actually move, you know, just go like this, it's just a lot safer. Yeah. So we would like to get some moving lights. And we also need a new system for communicating with the performers in the back. Our system is really old and it's the headphones and the monitoring systems so that the performers can actually speak to one another. And us up here, we can actually speak to them also. So that's where the increase, is realized in the operating supplies. 52 for theater. Yeah. No questions. It sounds like mainly the increases are due to enhancements, efficiencies and safety. Yeah. Yes Safety to. Nothing else? No. All right. Thank you. Thank you so much. Have a good day. You too. Thank you. All right, Scott, you're next. All right. Good afternoon. I'm Scott Young, the fire chief I have with me my executive assistant, Melissa and Deputy Chief Craig Meisner, in case I get stumped. All your questions. All right, so let's get started. So here's our proposed budget. Over the last five years. You can see five years ago, it was 5.6. Today, five years later, we're looking at about $7.4 million budget. Budgeted vehicles. This year we are leasing a new, fire engine that's been on order. It's been delayed, actually, about a almost a year now, it's been pushed back, the total amount for the truck was, almost $900,000. And 2020 for this year. April. Finance Department paid $196,000 towards the truck. We just found out that they're redoing the, the lease. I believe Ron can maybe speak a little bit more to this, because of the delay. They wanted us to. We're trying to work it out so that somebody else is supposed to pay the interest on this. Based on the company. Ron, you want to explain a little bit more what's happening with that? Yeah. Fire trucks have gone from, like, one year to build them to two years to build them. Now, I think Scott saying they're taking four years not to actually build them, but they get in the queue and stuff. But, but we had a truck that was supposed to be delivered in this April, April of 2024, obviously we didn't get it. Now they're saying February of 25. Our lease schedule already had a payment scheduled on April 28th. Per our city attorney. He said, well, let's go ahead and do the same thing and just go ahead and make the payment. We were reaching out to. It's a lease. Pierce is a fire truck company. PNC is works with them. The bank, well, I started reaching out to them in October saying, well, what's going on? I kept we're working on it, we're working on it. But we went ahead and made the payment. Finally, after we made the payment, they came back with some options that would that they said we would defer the principal, payments on the trucks until next year, obviously, when we get it, what they're going to do is the print. We paid the full payment. Principal and interest, Pierce, per the lease agreement, is going to pay back the interest per the agreement that says if something is delayed past the late day, it's like a June 15th date or June 30th, it's going to be delayed. They they're they're they're they have to pay the interest on it. And now I said in my latest email, I said, well, I'd like to get the principal back too, since we're finally making a decision as after the after the fact, because, you know, $169,000 worth of principal, I can earn $8,000 interest over the next year on that at 5. So that's a fire truck. It's the first time we've had one delayed like this. So, so we're going to pay interest until we get it. And then the principal starts, well, we paid you right. We paid the regularly scheduled payment because I really didn't want to, you know, if we you know, you pay your payments, you don't want to be late and stuff some mark on our record and stuff, especially if we if we want to go out for future financing. So we went ahead and paid it. But we're going to get the interest money back, which is about 27,000 from Pierce. The interest, the interest will come back. Yes. From Pierce, we'll pay principal next month or next year. Yeah. And I'm looking to get the whole payment back, basically. Okay, okay. And then we just pay interest until we wouldn't pay the interest because the loss basically. Right, would be lost because they're late. Since Pierce is late, the company that builds a truck, they're obligated to pay the interest. Okay. So we're not once we get the money back, we will have not paid anything, okay? We won't pay. We usually we get the trucks. We don't make the first payment until we have the truck here. It's got it. It's all okay. Then we make the first payment. But of course, ain't no harm or pain down the principle in advance. Which is fine. It'll just be paid off sooner, well, no, I want to get the principal amount back. Get that back too. Yeah, they came back with three options for payments, like. And the one I selected, which was had the less interest cost was making two principal payments next year. And you'll put that money in investments until then. Yeah Okay. You know and earn interest on it. And we can get like five, 5.5% right now on that. So I, I don't want them to get the interest money. But so as you can see there, they also have a ladder truck, we just made the final. Payment for the ladder truck, this year. So that is finally paid off. And we'll have that truck for another five years or so, and then below that in the, graph there, the box is just kind of our trucks and where we stand with them as far as when they're put in service, when we plan on replacing them, we plan on probably having to order a new ladder truck, by 2028, that's when we're scheduled with ladder trucks themselves and keep in service about ten years, because after that it starts getting pretty pricey for the maintenance of them, the engines themselves will keep in service for ten years, and then they go into a backup status for about five years. So, the engine that you see for 8.99, today, that engine is going for about $1 million. So the prices of these trucks are just climbing and climbing and climbing. So we have to try to look for some alternative ways of doing business with this . So as the ladder truck even got longer delay for manufacture, they're about the same. They're about the same, you know, for years it was three. Like Ron said three, then four. It's just it's production getting parts and it's just it's just it's not just for this company that we use. It's all the companies are finding that this that's just taking too long . So you really have to forecast yourselves out farther than we're used to doing and committing to contracts that much farther out that, hey, we'll do this. And knowing that we're not going to get it for a while. So you're committing yourselves a little bit farther out. And what I want to do is I've set aside for now is like $250,000 a year in the penny fund is a reserve. Instead of trying to finance, maybe we can build up the money in the penny fund, say $250,000 a year, and then build up the money for the next truck purchase for the 2028 purchase. That's a good idea. Yes Yeah. You used to get a prepaid discount, but with these taking so long, it's better now. And rather than leasing, if you can pay for it, you might lose that prepaid discount. But you're gaining the interest on your investment money instead. That's a good idea. Yeah, penny funds this year, we only have two items, vehicle. Staff vehicle that we replace every year, about 66,000. Our bunker gear, we put in $170,000 to replace our bunker gear for the firefighters. The firefighters have two sets of bunker gear, one as a primary set, one as a backup set, when they have a fire structure, fire or anything like that, the backup set has to be washed immediately. So while it's drying and being washed, they go into their backup set. The lifespan of the bunker gear is ten years, so we try to rotate it every five, we're due. We actually have a grant out there waiting to hear from on bunker gear, but we're budgeting that just in case we don't get the grant. We don't know, you know, if that's going to happen or not. So we're just trying to be a little proactive to, if we get the grant, then Ron will save $170,000 and I'll be his best friend. All right. Pinellas County, as you know, we do EMS and fire. We get money from the county. Our Pinellas County this year will be providing us about $2.5 million for EMS. This is an increase of about $434,000 from last year, we also have a contract for them, which will pay us $584,000 for fire coverage. And that covers the unincorporated areas of Tarpon Springs. So they pay us those two things, we also get money for specialty equipment. The county gives us $10,000 a year for our fire boat. That's for maintenance and equipment. They also give us $5,000 for our little marine unit that we have. And and, new to us this year is also, they'll give us $15,000 for the dive team, our dive team start this year. Last year, last year, we started the dive team. It's the, third dive team in the county. Saint Pete, Clearwater and Tarpon, the only team departments that have dive teams now. So they give us money for that. So we have some funding resources for those. So this year, last year at this time, I was talking to you all that we applied for a safer grant through FEMA for three additional firefighters. We got that grant, that grant is a three year grant worth about $928,000. It pays 100% of the salary of those three firefighters. And their benefits for three years. This is the second Safer grant we've gotten in the last seven years. The first one we got for firefighters this time, we got three firefighters. So it's an alternative funding source allows the city to plan ahead on how they're going to fund these positions, but at the same time gives us people now. So those people are on on board now. Also this year we were able to get the county to fund three additional firefighter paramedics for our department, and that is a no cost to the city for work forever. So that that's added. So we've added over the last ten, seven years, ten firefighters to the department with by using alternative funding methods. What percentage of your ad is that in terms of total people you've added? That's probably about 30 some percent. So here you can see our personal expenditures. For the last few years, this year is about $6 million, projected for this year at 5.7, we budgeted 5.1, I mean, 5.7 for last year for operating expenses. Expenditures are at 1.3 this year, up from 1.1 last year. So also we've added, the emergency management. Well, we've had always had emergency management. Last year we added a person in our department to handle emergency management. It just becomes such a big item ind somebody to handle that full time to get somebody in our department, her personnel services, 120 and operating is about 58,000. That it's made a huge difference for our department, especially. If the last hurricane, it really came to light all the things the first time we had, the type of flooding we've had and the paperwork and managing all the FEMA stuff has just been a lot of help, Shane does a lot of the paperwork and I'm sure that's helped him in some sense, too, because he's got people that now to bounce some things off. So So here's how the breaks down the county will provide us about $3.1 million. The city's cost to our budget is about 4.2. And that's where we come up with our $7.3 million budget for the year . We also have station 70 out there, that's getting ready to go to bid here in the next few months, hopefully, just went to the board the other night for, site plan approval, we hope to start the construction in 24, 25, hopefully October ish, and the bidding process should start here in June. July, hopefully, right now, the estimate on that station is about $6.2 million. So we're hoping that the costs aren't rising while we wait for the bidding process to start. So, but that's where we're at with that. So hopefully with and once it starts construction, we're looking at about a year or so to have it completed. And if you're not familiar, it's going to go, right out there on Gulf Road. Couple lots down next to Jimmy's Restaurant right there on that lot. It's going there. With that, I'll answer any questions you might have. No, I think you covered it. Not not a tremendous increase this year, but it's explained kind of in all the details. Nothing. Nothing for me. Any questions? Christy, I don't have anything. Thanks Scott. Thank you very much. This is yours. Mine or what? Yeah. Thanks Good support. Good afternoon. Good afternoon. I'm assistant chief Frank Ruggerio. Sorry, Chief young couldn't be here. He's out on medical leave. I also have Miss Raquel Hall here. She's our law enforcement support specialist. She's behind the scenes, does most of the work for us. We just get the gratitude for it. So I appreciate her, this year, our budget is $11.4 million, almost 11.5 million. The increases are basically limited. The, our last five years, our budget's been up about an average of 5.5 per year. This year went up to 8, with the total of $984,850. And a lot of that is stuff that's beyond our control, such as our personnel expenses. Takes up $662,000 of that. That's, the employee contract raises for all the police officers with their PBA contract and the health insurance, retirement and all that. Our operating expenses really only went up 322,000. So we kind of kept it to a minimum the best we could, and the cost of, you know, the vehicles, the fleet, that's always an ongoing issue with any public service, first responder agency. We also have in here, it's only 355,000. But again, that's one of those things that's not only our patrol vehicles. We also have message boards, speed trailers, boats and other emergency vehicles that we use during the storm. So we got to make sure we keep those in top notch ready to go with the storm. So there's really not that big of an increase. I think we went up 7% for our operating or 17, I'm sorry for our operating percent. And 7% for our personnel services. So it's kind of seems like a big number, but it's really not. And with that, with our police budget, I'll stop. And if you guys have any questions before we move on to code enforcement. Just a question of what is prime. Oh, it says insurance. So the increase is prime services. Is that like the prime services is our new computer aided dispatch that every law enforcement agency in the county is going to? That, we were trying to get to it this year, but with the how big of a project it is, it's going to be next year. So part of that, operating expense is $100,000 just for the computer software in our cars because the officers have laptops in their cars now that are not capable of running that, high technical assistance, computer aided dispatch. So we kind of went that way with the whole county. All the chiefs and the sheriffs got together for, you know, the way active shooters are and active assailants are nowadays. We all train together, we all have the same policy, and we all, if something, God forbid, happens like that, we're all going to be one department. So we need to be together on that. Even though we work for different municipalities. That's great. You're seeing that 100,000 is in operating supplies. Yes, it's for the computers. It should be listed under there. So that's pretty much that increase. Yeah. You know there's not much more in there than, the reporting services is a big one for 36,000 that we have to have that for our police reports. And then the most important thing is the 45,000 for our officers mental health wellness program that they have, that they're able to use 24 over seven. That's good. Anything under basic police? No. Okay All right. So code enforcement naturally is part of the police department. Our budget for that, has really gone up minimal. It's basically based on salary and increases in retirement and things like that. So it only went up, less than $31,000, $31,940. And, you know, 15 of his for regular salaries and insurance and operational expenditures hardly went up at all, it's kind of a self-serving unit that's trying to be proactive in the community and make sure everything looks good. And, we've been working with, the, the residents rather than before, where we'd start racking up these huge fines and nobody ever pays them. Now we're working with them, working with the city to try and get some of these fines paid off before they sit there for years and years, collecting interest on payments that the city has never seen. Yeah that's good, that's good. Anybody have any questions about code enforcement? No. That's been yeah. Increases. Clear. No questions from me. Our federal sorry one quick has that department grown a number of people or it's just the. No, we I think it's grown in the number of right people, we have two really good, competent employees in there that it's really hard to get to work with the community. And now we have the two right ones in there. So I think we'll see a better outcome with code enforcement and a better community combining with them. That's good. Thanks. So our federal equity sharing this is our drug forfeiture money. Throughout the years, we had 133,000 last year. This year we're going to be requesting 141,000. That pretty much funds our Swat team, our K-9 unit, additional patrol equipment, and we also have rifle plates in there for our vest, right now, our vest that our officers use have to go over top of their other vests. So they're actually wearing two vests. This would be for plates that they can actually stick inside their plates. We're trying to get a grant for that now, but if the grant doesn't come through, we feel that it's a necessary thing for those guys to be able to have all the time, not just when something bad happens. Yeah. And that's it for us. If anybody has any questions about anything else that you want to go back and talk about, I'd be more than happy to answer those questions for you. Okay I don't have anything, on the handicap fund. I know there's a significant variance there. What is that for? That's for a handicapped parking when we write our tickets and our fines for that, partial percentage of that, those fines go back into this fund, but thank God we don't get a lot of it because we don't have a lot of people violating the handicapped parking laws, so when they do, though, that's where that money goes into. Okay Any other questions for police? I don't have anything. All right. Thank you. Thank you for your time. Thank you. All yours buddy. Thanks for softening up for me. Good afternoon everyone. Hi, Tom. Tom, function public works director. How are we all doing? Good, good. How are you, so far, so good. But it's early. I just got a quick little presentation. I won't take much of your time up here, but, I'll give you an overview of what's going on with the department. The best I can, of course, we're the public works department, in our view, we have ten budgets and there's three sub budgets, facilities, parks, streets and Anclote. Nature Park. Of course, the general fund harbor, which is the Marina, stormwater and recycling yard, waste landfill is our enterprise funds and also we also have vehicle maintenance, which is an internal fund, our, our operating budgets of approximately $10 million, for all those departments does not include the CIP or personnel. Because we're working on CIP. Hopefully Ron gives me a couple of bucks a year for that. So, we have about 75 employees, which includes the five division supervisors. I kind of call them just my blue, the blue collar department, and we do touch everybody in the city here, everybody from residents to all the buildings we take care of every building. The city, all the vehicles, all the heavy equipment, air conditioning, we also do, special events we handle through my office, which doesn't have a budget for it, but, we also handle that, these proposed budgets, we have this year, as always, a work in progress and hopefully reflect the actual costs. And we do a decent job on that, overall budget for 25 are in line with the same budgets we had last year. 224 so there's a few dollars difference, but very minimal, you may notice that all the budgets follow the calendar, whereas six calendar months does not equate to 50% of our budgets. Many of our expenditures are based on, on, on, seasonal needs. Fertilizer is mowing things like that over there. So you'll see some budgets that at this point in the year, we actually have a little more money than what the, the, the month dictates. But trust me, it gets spent, one of the, one of the problems we are having right now is the high cost of yard waste. I know everyone's heard and probably heard the complaints about it, the previous contract we had for many years was that $25 a ton for our tipping fees, which was which we then charged $52. I'm sorry, $25 a ton for our, processing and our tipping fees were $52 a ton, we had gone out at the beginning of the year for a new bid, and those bids come in at well over $100 a ton just for processing, but at that point, we were able to go back and negotiate a, a price down with one of the vendors, and I got it down to $64.50 a ton, which is quite a drop from $100, but a lot more than what, what we were paying earlier, so we did our best to balance what a fair cost would be and try to cover the operating costs. So we settle at around $90 a ton, but of course, anytime prices go up, volume goes down. So we're having a tough time right now trying to meet, our operating costs. And we're about to bring a proposal back to the city manager on changing some hours out there, maybe some other, some other ways of touching the money. It's kind of hard to change the hours because contractors are relying on us to be available for them. So there's some personnel moves I'll probably have to make and probably cut some overtime out. And did you get a pretty significant drop in usage like with the what you said, the volume went down with the increase in price probably around 15 to 20. Oh 15 to 20. Okay. I was I don't know why I thought it might have been more, but no, but it doesn't take much. We've always run in the black for the 12 or 15 or 15 years now I've been overseeing it. This is the first year that, Ron's unhappy with me. I didn't bring. So, but, yeah, it's like anything else. You raise the prices that, you know, it'll probably come back somewhere along the line, but of course, I'm doing my best to offset those costs. That's that's awesome. Yeah. So that's a quick overview. I want me to go line by line with budget to be a lot of budgets. And we'd be here for a couple of days. If you want to, but I'm open to any type of questions you may have. Do you have any questions, guys, maybe we could just in high level. I know there's the ten budgets. Don't see any other than the yard waste we discussed. There's no kind of like, major increase is in the increases that there are in 3 to 5 percentage points. Yes. Are largely due to, vehicle maintenance and fuel. Inter-Departmental. Yeah. Fuel costs, electric costs, utility costs. I mean, the same cost that everyone else is absorbing. We're doing our best to absorb the same things, yes. Personnel costs. That's that. That will have to come down the road. Excerpt. Yeah. And then stormwater has got some capital things going on with pipelining and different things. Yes. That actually the pipeline we're doing this year will start probably next couple of weeks. And, okay. And stormwater is a little bit different issue, as you everyone complains about stormwater, we're in the middle of a huge project here on, on Gross Avenue. So hopefully we don't have many much more expenditures over predicted, cost. Okay. I'll come along pretty good over here. So are some of our projects. We pushed back a little bit so we can get through this next year or so, but we're going to be eventually moving that more from away from construction into maintenance. Okay And you'll see some of those changes probably down the road next couple of years. Does recycling fall in the same contract for all of the other waste management. Yes, ma'am. So that that's just a that's part of that contract. That's all. Yes. It's all part of the contract. Yes, yes. And then like just generally speaking, we've kind of talked about grants with, with some different departments. And it seemed to have helped a lot. Do you know if you're any of the budgets kind of qualify for any type of grants that are out there, or is that not something that. No, that actually, that's a great question, we get a lot of we have some recycling grants. And also when we sell our recycling materials, through waste management, it goes to the market. And JP, who's our PGA? I'm sorry. I call her peanut butter and jelly, she's been working with us quite a bit. Yeah, we most of our products we buy now in the parks and like, garbage cans and benches and, picnic tables are all recyclable. So we use a recycling grant to offset those costs in the parks department, so that's worked out well, we've also done pretty well under Swift Mud, which is a South west Florida water management district as far as stormwater, in the last few years, we've gotten four and a half, $5 million for projects. So we work quite a bit where we can under those you have. That's great. That's great. Are we able to, generate revenue from recycling still like in today's market, it goes up and down, it fluctuates just like the stock market does over here. And some years are good. Last couple of years have not been good, we've gotten some money, but not definitely not to the same percentages that we were getting prior. You know, we do pretty good in the city here. We're probably the most we probably get about 40% of the residents in the city that that actually recycle, which is one of the higher rates in the county over here. But unfortunately a lot of that recycling, they do it. And recycling is a very touchy issue, as you're all aware, a lot of it comes contaminated. So it depends on what's actually recyclable. That's valuable is where we're getting our money back. And that's another fluctuation we have. And I can't predict that. I wish I could, but I can't. I think it's an education problem. People don't know that it matters. You know, it's important. I'm glad you brought that up because we do a lot of education. We go to our sanitation people, go out to the schools all the time, and they do talks stormwater, same stormwater, parents. Well, the kids, that way they can tell the parents they don't listen to their kids. And we actually. Yeah. And we actually do it in stormwater too. And we actually have we have poster contests every year, which is really good. If you ever seen our poster contest has been very popular. We're doing about five years now, and now they call us and want to see when we're doing it. Now we don't have to actually go to them, so that's worked out well too. That's good, that's good. I. Don't think I have any other questions. Are there anything maybe just generally like, what are you looking in to do this year? What major, projects are you kind of or is there anything that worries you? Or are you just kind of like this year's just kind of. That's a loaded question. Okay. Well, yeah, there's a lot of things. I mean, one thing is just costs are just astronomical. Are they, yeah, and I sent I think I mentioned to Ron and I've mentioned to city manager some of my thoughts, one of the biggest things that I've been doing for years here is sidewalks. Sidewalks and trying to fill in and replace some bad sidewalks, and working with almost the same budget for the last 15 or 20 years for sidewalks, and one of the recommendations I did make, and it hasn't gone too far yet, is look back at our sidewalk fund, which I think there's $1.7 million in there. Correct. And using a large portion of that one time, maybe 800,000. And let's do a huge project where the prices are there now, because 3 or 4 years down the road, concrete is going to be that much more concrete, so you're going to get less and less and less and less. And is it like concrete and rebar or no rebar needed for no rebar sidewalks? No. I mean, there'll be other projects you'll use. Use a driveway, aprons and things like that. Okay. Okay. Yeah, we pretty much gotten away from the rebar, which makes which in one way works out well because now you can reuse that concrete, concrete, old concrete, you break it up and you reuse it again. The one with the metal bars, you can't do it. It's too expensive to do it. And so that's gotten better, that I do. I'm working on a minor reorg for sanitation, or actually pretty much for the yard waste to come up with. Another way, I may be reducing my, my employee hours over there without affecting residents and things like that. So that's going to be touchy. That's that's going to be a tough one that next year down the road where we end up with that. Because if we end up closing the yard waste facility, you're going to end up putting a load back on the taxpayer themselves over here. So trying to balance that, keep those costs somewhere in line is going to be tricky. So yeah, it sounds like maybe you still have some concerns about yard waste and I do. Yeah I don't you know, it happens because I still got the expenses, I got the equipment, I got a scale house, I got three employees out there and even as, who knows which way the economy goes, if it goes back a little bit, means you got less material coming in. But I still have those costs. Yeah. You know, so that's not going to change any. Any more questions. All right. Thanks, Tom. Thank you. Have a good one. Thank you. Hey, Tom. Tom. Tom. Oh. I'm sorry. Are you going downstairs? Yeah. Okay. Do you want to see if Tommy's ready ? Yeah, I'll get him. 15 minutes. I'll get him. Yeah. No problem. Go ahead. We'll go ahead and do Irene. Yep. That's fine. I'm going to be a little boring. No Compared to these all this others. Good afternoon. Good afternoon. And I know everyone here. But for those who don't know me, I'm Irene Jacobs, city clerk and collector, the city clerk's office consists of the city clerk's budget, which is under the general fund, and the collection budget, which is under the water and sewer fund, the city clerk's side of the operating budget is approximately 74,000. And basically, this year, I haven't changed anything. The only increases we had were for two computer replacements as requested by the IT department, our election expenses are again. I know you all have heard me say this a couple times. Our highest expenditure in this budget, which is approximately about 65% of that budget, and it's spread out throughout various, funds in that budget, our election cycles, you know, are normally every two years, with a third year being the off year as you all are aware, this year we've had, due to a resignation reason, we are having an election in August. And, that would be will be piggybacking with the county on that, on their primary election. We also are possibly having an election in November, that has to do with the school site property, which would also be piggybacking with the county's general election, election costs estimates for like a full blown election for a municipal election, that we have in March is around approximately a $40,000. Those figures don't include other expenditures, such are as our bilingual translation, legal ads, that would be just the supervisor elections cost. And the piggyback election is basically just that we're in, partnering up with an election that's already in place by the county, with that, we do save a lot of money, however, our placement on the ballot is a lot lower, those costs could range anywhere from $3,300 to six, $3300 to $6000 just for the election expenses, depending if it's a 1 or 2 card ballot for us. And basically the other large items in the clerk's budget are recording fees, the code book supplement and legal ads, and other than the computer replacements, we have no capital. Request for neither of the budgets, the collection. Did you want me to go one by one in case you had. I can stop it. In case you had a question for the clerk side. And then I can go on to the collection. So it sounds like. Not like not a huge increase, what was the percentage increase in the budget? I don't, to be honest with you. I didn't figure out the percentage, but it was only like $2,000. Two. Okay, so offset nothing. One of the computers and. Yeah, just for the computers. Yeah. No. No questions sir. You can move on to collection the next one is our collection budget, that's approximately $62,000. And, basically the highest expense for that budget is our support and maintenance for our, phone system to allow for real time payments. 24 seven, and we're that usually goes up about 5. But I had budgeted enough to not have to change it, this year, the highest expense, the second highest expense is our postage and our delinquent letters, those get charged to non departmental, and at the end of the year, they take it out of our fund. And with those two expenses, that makes up about 57% of that collection budget. Okay And, that's all I have for those budgets. If y'all have any questions, I'll be happy to answer, our collection rates pretty steady year by year. Do they fluctuate a lot, like in terms of collections is like when somebody doesn't pay their bill and situation, yes. Well we have, you know, the utility rates are, are done through the finance department. And then whereas the collector, we do work those accounts, you know, if there's, if, if it's an owner account, we do place liens. If they don't comply, with several there's several process steps in between that. And if not, if it's just a renter. We do have a collection agency that does. And we do recover some. It just depends probably I would say the majority of the time it's someone's coming back to turn on water. Yeah, it's, they're selling the property, so it doesn't happen a ton. And then did you did I hear you right? Are you switching to a system that's going to allow for 24 hour payment or. No, we've had that in place. It's just the maintenance charge for that. Got it. Thank you. Okay Yeah. No, nothing. Anything else? Nothing further. Pretty straightforward. Thanks, Irene. Thank you, thank you. Public services. You're next. Okay. We do have a short presentation. Let's see. Oh, there it is. Okay thank you very much, Mr. Chair, members of the committee, I'm Thomas Kiger. I am the public services director, we're going to give you a very quick overview of the various departments. Public services is a fairly large department, so it's broken up into a bunch of different operational sectors. Just to give you a quick overview of what our what's entailed in our department, there's five key budgetary operational sectors here. There's utility operations, the city golf course, recreation in the cemetery and sustainability and you can see that two of those are enterprise funds, water sewer Enterprise Fund fully funds the water sewer operations. And the golf course is fully funded by golf course revenues. Recreation. In the cemetery, they do have some unique funding sources for like programing and things like that, but they're largely funded operationally through the general fund. And sustainability is a 5050 split because it has responsibilities across the city, including in the Enterprise Fund for water, sewer, okay, this quick overview of our leadership team, I brought just a couple of folks today, again, I'm the director, Ray page is our utility superintendent. Howard Hunt is our golf course manager. We've got Jamie Taylor back here. Who's our recreation superintendent. He's also our current acting assistant director. And, Cheryl Stege, who's our cemetery supervisor. And, sustainability is currently pending. We've got a hire in the works. And hopefully next year you'll be able to meet that new person, the way this is a quick breakdown of our overall budgets, I will say please forgive the headers. I, I was so focused on all the dollar signs, I forgot to update the years, but, it's kind of broken down, you know, again, three key areas, right? Personnel, operational budget and CIP. And they're usually about one third, one third, one third. They're usually this year. They're each in the neighborhood of about $7 million each. For a total combined budget of just shy of $2.3 million with service ING a variety of different services, and with about 110 budgeted positions of personnel, next we're going to kind of go through each of the different operational sectors to give you a quick overview of what we're looking at. And we've got Jamie Taylor here to walk you through recreation in the cemetery. Nice. Nice to meet you guys. Appreciate you being here, generally speaking, our numbers are listed there. We have just a few full time staff members for recreation, so we have five. I think we got an extra two in there. So we have, five full time and about 20 part time staff. A lot of the summer camp staffing makes up, the, the bulk of that part time staff, our contractual services are our fitness instructors and folks who teach classes, teach programs, and we do a revenue share with them. Our operational supplies pretty, pretty standard, just keep things going , one thing to note is that $100,000 funding for Community Development Block grant from Pinellas County that's currently pending. And, you know, keeping our fingers crossed. But we should be getting that. And that'll go towards some upgrades to the exterior of the facility on Walton Avenue, as you can see , we do a lot of things between city events. Field, athletic leagues on the field throughout the city, yoga classes, Jazzercise, all the fun stuff there. Arts and crafts. We got a ceramic, couple kilns for ceramics and then, you know, things for the youth and seniors as well. And take pride in our, our outreach there. Here we have our cemetery, pretty much. I was going to say skeleton crew, but, you know, can't get through cemetery without a cemetery joke here. So we got full four full time staff members. On board, we do have contractual services for the burial services and, helping out with some of the bigger tree trimming projects there, capital is pretty minor, with just 36,000 for some new equipment and a little bit of phased turf improvement, we do have a perpetual care fund as well that helps out with, some of our operations. And as, Tommy mentioned, this, a general fund there, I'm going to pass it back over to Tommy. Do you guys have any questions on either of those two? Go back two slides. I think I just missed something. So the increase on the budget was largely just high level was I know you had the electric programs, tree trimming and community center improvements. So I believe it was $176,000 increase year to year, 100 of that is the CIP funding for the, that grant that we're receiving block grant? Yeah. The CDBG grant. And then the 76, is broken down. There's I think 30 some in, workers compensation that that makes up that. And then the rest is just that, inflationary increase and just minimal increase of probably about $40,000 there. Okay. Thank you. Thank you. I thought if I just went really fast, I would dodge any questions there, but. Yeah. You have any questions, sir? No All right. Perfect. Then we'll, hand it over to Tommy for sustainability information. Thank you. Jamie so, sustainability. This is largely an administrative budget. We do have a lot of sustainability things that go on throughout the city, but especially anything with, like, assets, like when we did the big solar project that you can see here, that's an asset that belongs to the water plant. So it that's budgeted in the water was budgeted. The water plant with that project was done. So this is really just about the administration of the sustainability program. So it's basically salaries. We do have some really cool stuff in here. Next year. We've got a $40,000, item for a solar feasibility study, which for all city facilities. So hopefully that can long term turn into some energy savings and which obviously helps. Does that tell us, like, will it say the buildings are able to use solar or what exactly is that? Sure. That's one of the items in our sustainability, plan for the city that was adopted last July. So the goal is to examine city facilities, look at where solar might be feasible to implement. Obviously, there might be certain old buildings that might have structurally, you can't put it on the roof or something. Does that make sense basically. And is this for financially advantageous in a way to do it or not? Exactly That's what we're gonna do, is we're going to do a quick survey of all the city facilities, see where we might have some options for solar, and maybe that can long term turn into like a master plan or something like that to start adding additional solar capacity and, you know, pursue grants and things like that to try and reduce our energy costs and save money over time. Awesome quick. So we're going to go very quickly through some of the high level stuff for water and wastewater within the water side. We've got a few different operational divisions here. We've got the water wells, we've got the water plant, we've got water distribution, which is all the pipes that take the water from the plant out to the customers. And then we've also got the meter shop, which, you know, they take care of the meters and maintenance and backflow prevention and things like that. At point of service, the wastewater utility, we have sewer collections. That's, you know, we're kind of going backwards here. That's the folks that take the pipes and take the wastewater back from the customers, back towards the plant. We have lift stations for we need to have pumps to pump that water from point A to point B to get it back to the plant. And then we've got the wastewater treatment facility, which provides treatment and also provides our reclaimed water service to the areas where that's available, high level on the water utility are sort of main operations. Our main operational expenses here. And we'll talk about capital in just a minute. Staffing is a big one. We have 17 full time staff at the Ro plant, ranging from operational staff, environmental compliance management, electricians and instrumentation folks, that sort of thing, electricity is a big operational sector here. We have done the solar a couple, two phases of solar projects to reduce our operational costs, when those come fully online, which is pretty close right now, it should be next month or two, that'll knock about 15% off of our electric bill, which is pretty good. Amazing Yeah. That's great. Yes. Thank you. And then then operating supplies are another big one. That's all the ingredients that go into water. So it's like chlorine to disinfect it and make it safe. And have you noticed an increase in the those type of supplies recently as well okay. Yes. Yeah that's that's definitely been a condition we've observed. I've actually got a slide on that in just a minute. If you want to see some additional a lot of detail on that. Yeah. Distribution again staffing is our major cost sector here, 12 full time staff. When pipes break we try and get people out there as rapidly as possible to restore service, it's an important aspect of providing sustainable and a high level of service, repairs and maintenance is other is another. You know, we have to buy pipe fittings. You got to buy, you know, all the different, you know, road materials and supplies, all the things that go into making repairs. And lastly is the meter shop, you know, we've got a little bit of money in there for, which is kind of new for, professional services, that's for potential like revenue recovery efforts, like water auditing and things like that, making sure that we're collecting all the money that's due for the services provided, protecting the cash register, which is really what the meters are to the utility, and then it gets additional money to address those things as they come up. You need money to repair meters to make sure you're getting paid for the services offered, here's a quick example of some of our budgetary development process. It's pretty complex, but we go through kind of item by item. And if you look in the budget details in your budget workbook, we look at all of our operator, our operational supply contracts on a yearly basis. It's, around budget time. And we don't just always necessarily go up. I do want to point that out. You can see here I've highlighted on the right in Black. There's, Burke Asset. Yeah, yeah. We've had a few prices that have started to stabilize and fall, and we're reflecting that in the budget. The budget doesn't only go one direction like a ratchet wrench, you know, we've found some operational savings, like, you know, it's not a ton, but, like, couple, $20,000 a year in filter cartridges through switching suppliers. And, that was going to a new product. It was cheaper. It was better. We're able to get our usage rate down on cartridge filters. So that's going to save us money over time. So we're always looking for that. And we've actually got how did you find I'm just this this is a nice slide in terms. It shows the increase by by I guess product or you know, whatever you're using do you to identify like maybe increases or opportunities for decreases, do you how do you how do you sort of go about doing that. Do you partner with procurement or do you kind of like how do you go about identifying like price changes and stuff, or do you kind of just do it in house? The answer is yes. So we do do it in house. Procurement helps us out, there are certain areas here too, like sulfuric acid. There's one supplier in the state, so they're a sole source. Have choices. Okay Yeah, but they're on a very. They're on a contract that requires evaluation, like on a quarterly basis, and that's a statewide deal. So one of the big metrics or strategies we use is we try and piggyback on contracts whenever possible, for larger entities. Right. So if we can get the same pricing as like a Pinellas County who's getting a large volume discount, that's that's always a good operational savings. So we'll occasionally work with our suppliers. Hey, you got any better contracts? Especially when renewals are coming up, and then procurements also been extremely helpful as well, helping us identify, you know, other known contracts out there that might be opportunities. What you can kind of. Yeah. Work on. Definitely. Yeah absolutely. And, yeah. So and I did want to point out so from in two years, we had a 30% increase in operating supplies up to last year. And this year only 5. We're starting to see some things stabilize. We're starting to see prices kind of plateau, here's some data from the Federal Reserve. On the left. You have the pricing for the water treating compound chemical PPI. It's a it's a producer price index. And you can see it obviously it peaked in like early in 2022. And it was up it went up 30% from that. That trough in the 2020 early 2020. But since then it's come down about 9. So we are starting to see prices stabilize. They're not going back to where they were, but they're not accelerating anymore, which allows us a lot more. You know, it gives us just a little bit more wiggle room on the budget. You know, some things go up, some things go down. We're able to maintain within our existing rate plan. Same thing on plastic pipe, you know, so you can see a dramatic spike in plastic, pipe indexed from the feds, went up 130. It's also down 9. It's not back to where it was. And we obviously don't have a choice but to use plastic pipe, so. But we are starting to see a little bit of a stabilization plateau there, which is good news overall, wastewater, very similar story at the wastewater plant. Staffing is, you know, one of our big cost sectors. We've got 24 over seven operations there. So we have to have your you know, year round, 24 over seven staffing, electricity is a little bit less intensive there, compared to the Ro plant, and again, operating supplies, you know, largely your chemical water treatment, waste water treatment, chemicals and that sort of thing and disposable, like lab supplies and things like that, and similar story with, to the water distribution side with the sewage collections, which is the pipes, the repairs, lift stations, you know, we're focusing on maintenance and repairs. And also there's some electric service associated with running all those pumps, and this kind of brings us to our CIP. We've got sort of some of our high level CIP goals that we just like to kind of communicate. We're trying to do a little bit better at telling a story about what we're seeing over time, we do have, we're our well, field is kind of at capacity right now. So over the next 2 to 7 years, we're going to be looking at a few million dollars in expanding our water supply. A lot of that will be funded through our impact fee fund, and we've got some other funding strategies that we're working on on that. On the distribution side, we've got a long term 70 to $90 million program that's going to have to run over the course of 30 years. We had to push that back a little bit because of some of the, cost constraints we've been dealing with the last few years. But we do have that programed in. We have a 20 year CIP. So we're trying to get ahead of these like long running things and make sure we're allocating the funding, the funding to achieve goals. Yeah, similar with the wastewater plant. It's built in 85, 30, 40 years old now. And we've got a kind of two phase major rehab programed in, to our current rate plan and our CIP to extend the life of that facility, similar with lift stations and the sewer collection. You know, we've got a pipelining program that has a goal in mind. Line 70% of the clay lines over the next 20 years. And there's cost associated with that. But we have it programed in, this is a quick overview of our capital improvement program projects for next year, you know, for the year coming up, this is what's in the budget, this largely conforms with our rate plan from last year. And if you have any questions about any individual projects, feel free to raise your hand, and I also do want to point out, for the current year projects coming up, we've got about 1.8 and $1.5 million allocated to water and wastewater, and we've got two large kind of carry forward projects. We have the Becket Bridge project, which was, it's a county project. We have to relocate a bunch of utilities as part of this bridge replacement where, there is a grant application out there for that. They applied for that last year. It did materialize. We're seeing what our options are currently in the rate plan that's planned to be financed. So we did want to point that out. That's something kind of new for us. We usually try and pay go as much as of our capital as we can. But it was the price kept expanding and the original funding amount that was associated with that. You know, we can't defer it because it's a county project. They they dictate when we have to move our utilities out of their easement. So that's what we're going to have to do. And we do have one other project that we're kind of most likely going to have to find a way to carry forward next year, which is a major lift station replacement, that's about 50% funded right now. We're looking for funding opportunities to try and make that happen. But Moving on to the golf course, golf courses. Great news, we're doing very well there, rounds per year are up. Last year, I think we did over 66,000 rounds of golf, which is exceptional. You can see in the late two, 20 tens we were in like that 40 50,000 rounds range. Obviously 2020 kind of a weird year, some things happened that year, but since then we've really taken care advantage of the post-Covid boom, we do have some minor cost increases that we're looking at, you know, we did just renew our golf cart lease. So that went up a little bit. That was kind of a pre-pandemic lease. So prices went up a little bit, but it's manageable, same thing. We're anticipating a little bit of an increase in the golf course maintenance contract, but well within the realm of what we're looking at. And I also like to point out here that some of these, expenses that you see in the operational budget are actually revenue generating. So when we say we're going to spend $50,000 on beer, we're only spending $50,000 on beer if we sell. Well more than $50,000 worth of beer at the pro shop. So that and same thing with the merchandise. So just because they're in the budget doesn't necessarily mean those expenses will be realized. Those are in response to consumer demand, and we do have a really cool plan right now going forward with, for capital. We've got some money budgeted for a new clubhouse. And we think we can make that workable. We've been working with finance very closely, here's a, you know, quick summary of some of our, you know, cumulative year, year over year, revenues through April, we've generated about $1.6 million worth of revenue last year was our best year ever, $2.3 million in revenue, even though we had a little bit of a rainy winter, we actually are right on track to match that again, and in 2023, our operational profit was over 700,000. Our operational expenses were about 1.4, the revenues were about 2.3. So you can see we're generating some money. Put it back. Reinvest in the golf course. And, leads us to reinvestment in the golf course. So we're taking some of that operational, profit. And we're taking the time this year and next year and for the next few years, we got a little five year CIP to try and reinvest in the facility, make sure that continues to generate money, continues to be, a nice facility that people will visit, golf courses are a little bit like German cars, you know, they work really good as long as you maintain them. So you've got to reinvest if you want them to continue to perform well for you, we've got a quick example here of us reinvesting in the course. We had a tee box project. You can see the tee boxes last winter there. We're getting a little beat up because of the dramatic increase in pace of play. These were sized back in the 60s, and we were doing 20 30,000 rounds a year. Now we're doing double that. So we have to go and expand that facility. And you can see there's this is a photo from yesterday. And long term we're next two years. We're looking at hopefully trying to find a way to do a clubhouse replacement, the current one was built in the 60s. It's really at end of life. It's going to require some significant repairs, and we're seeing that as another way to potentially drive revenue at an event facility to the to the clubhouse and reinvest. I just know it would be so well received. Oh, great. I'm glad to hear that. Thank so. Especially you're paying for it yourself. Like come on. Yeah yeah. No that's that's the good news. It will it. One thing we have been talking about is there might be something where we have to look at funding options, including financing, it would be difficult even at our rate of operational profit, to do that as a PayGo project, we'd have to stagger, you know, build up that fund for quite a while and continue to invest in a facility that we know we want to replace. So we're looking at options for how to make that workable. But I think it's clear you could pay for it. The financing arrangement would be easy to absorb. It seems like. All right. Any questions about any of those other operational sectors? Golf course utilities, there are lots of things in there, recreation Cemetery. Just one. I think you mentioned it. So you'd the new clubhouse, you'd you'd kind of like, look to maybe have some events, additional revenue generating options for, for that. Right. Did I hear you right. Yes. That's, that's one thing that we're looking at right now. Like right now we only really host one tournament a year because we just don't have the space to host it. So we're working with the architect right now to try and get a good value design. But we also want to expand our event space internally in the in the new facility to be able to host tournaments. If people want to have a wedding or banquet, receptions or baptisms or graduation parties, that could be another profit center that we're not, not able to realize right now. Yeah. Because you got the parking and everything. Kind of like if it was, there would be parking improvements to. We're trying to add about 20, 30 spaces to accommodate that. Oh, good good good good. Yeah. Nothing further. This is great. Previously budgeted. Right. Like you're just right. You we there was a budget for you to get the design figured out. Yes. That was that was for conceptual design. We're working through that right now, I was hoping to have some renderings, we're just a little bit off of the renderings right now, so, but we're hoping to have that wrapped up in the next couple of months and lead straight into a full design and permitting, in in October. Nice. Yeah. Nothing further. Any further questions? No. That's great. All right. Thank you, thank you, thank you. If we look at the next item on the agenda, it's public comments. Any public comments board and staff comments, we need to go back. We talked started talking last week about the two recommendations we put forward. When we take those to the city Commission. And I think you mentioned July 9th. Correct. And I mentioned at that time I thought I was going to be out of town, and I will be. So if you can handle that. Yeah, I can do that. Okay. On the calendar here. Next meeting. Since we're finished with the department budgets, do you see anything before the next scheduled meeting, which would be June, June 20th, I believe. I will say I didn't know if there'd be much change for the June 20th. I didn't know if the third Thursday, the next one will be in July. And probably by that time we know probably what the certified values would be from the property tax and any other changes in the budget. So I didn't know if it'd be shoot for that July meeting. Makes sense to me. Yeah, sounds fine to you. Sound okay? Okay. Because the first budget workshop will be July 9th. And then are you going to. You're going to be somebody's going to be there as far as July 9th will be there. Then the board will approve the maximum millage rate proposed. Which which will probably at the 5.37, I would imagine. And hope. And, then that third that meeting, we'd have more information there where we're at. So the July meeting would be the next meeting right. This is the third Thursday. We know what that date is, July 18th. 18th. The third Thursday. Okay And other than feedback on the city commission budget, do we have any agenda, other agenda items for that meeting? Just to finalize exactly what we're going to present. Is that all done? The what we're going to do on July 9th, what we're going to recommend is that this meeting would be not until after that. So we would have to I'll have to get from Michelle the actual wording of the recommendation. So we you can look at that. Okay. I just want to make sure that had been I think we voted didn't we vote on it. Maybe I thought yeah we did. Yeah I'll be sure she forwards that to you. Yeah. Because I don't have the final copy here. Yeah Yeah I think high level if I remember it was, an increase over the next five years to the fund. Unassigned fund, unassigned fund balance. Yeah. I just want to make sure all the language that we wanted in there. No, definitely. Yeah. I was just trying to remember. And then the rationale was because, we're going to be like 2029 going over the minimum, right? Was that what you remember? Yeah. I think the other thing was the millage rate. Yes Oh, and the millage rate, that was the second recommendation. Right, right. Okay. Yeah. If you can have her send that to me. Yes. Seeing nothing else, we'll adjourn at 316.