City Council - Regular Meeting

do do Thank you. you you so so Thank you. you Thank you. Thank you for watching. do Thank you.

Absolutely.

Good afternoon. Mr. Johnson. Here. Mr. Bailey. Present. Mr. Brown.

Here.

Mr. Brennan.

Present. Mr. Brown. Yes. You're welcome. Thank you. Mayor, that's about it. eternal creator of all that you've done for us. Understandably, we know that there are national interests, there are state interests, and then there are local interests. We would pray today that you might touch each entity. Touch in such a way that we might feel your presence, you might give guidance and you might continue to give us direction. Speak to us collectively and individually, touching the very fibers of our faith and our tenacity and the things that we do to make this city bloom and blossom. We ask it, we claim it, in the Creator's name, amen. Amen.

I'm going to adopt the agenda, Mr. Mayor, with one addition.

I'd like to make a motion, Mr. Mayor, that we amend the agenda by adding the receipt of legal advice relating to pending or potential claims in section 30-4-70A2, Washington, D.C. and Columbia. We got a motion.

So moved. We've got a motion. Is there a second? Is there a second? Yes.

Well, thank you all for joining us as we continue down the FY26-27 budget journey.

We've got

in a lot of related areas because there are many things in our city and our general fund departments and water and sewer also complement the work of our public safety professionals. But then we'll also today go over the water and sewer fund, the stormwater fund, the parking fund. AND THE CAPITAL IMPROVEMENT PROGRAM AND WRAP UP WITH THE BUDGET CALENDAR. SO IN THE LAST SEVERAL WEEKS, WE'VE, THROUGH THE BUDGET WORKSHOPS, REALLY PRESENTED IN DEPTH THE PUBLIC SAFETY PRIORITIES. WE KNOW THAT. WE'VE TALKED A LOT ABOUT THE GROWTH OF OUR CITY, THIS EVOLUTION, HOW WE'RE WORKING TOWARDS MODELING growth and what that looks like, not only from future revenues we anticipate, but how we continue to work in the gap until we get there and what the costs and expenditures look like. And as we've talked about those things, one thing that I think we needed to do probably better and particularly for newer members of the council, but this seated council is a little bit of a historical discussion of THESE SAME DISCUSSIONS THAT HAVE HAPPENED WITH PRIOR COUNCILS, TOO, TO BE HONEST. AND I THINK TODAY, THAT'S SOME OF THE INFORMATION THAT MISSY AND THOSE ARE BRINGING WHEN SHE COMES IN, BECAUSE I WAS WORKING ON IT THIS WEEKEND AND HAD A LITTLE MISHAP. BUT WE DO HAVE SOME OF THAT FOR YOU TODAY. AND THEN I'VE ALSO ASKED FOR OUR ASSISTANT CITY MANAGERS, OUR PUBLIC SAFETY WORK DIRECTOR TO ALSO PROVIDE FOR YOU ALL SOME OF THE THINGS THAT WE'VE DONE SINCE FY22-23 TO CURRENT BY WAY OF EFFICIENCIES, HUDS, TRY TO WORK WITH WHAT WE HAVE WHEN IT COMES TO STAFFING ISSUES BECAUSE WE KNOW THAT ANOTHER THING WE WANT TO GET TO IS A TRUE COMP AND CLASS STUDY OR MARKET ANALYSIS. AND SOME OF THE THINGS THAT WE'VE SEEN EVEN AFTER WE'VE WORKED ON SOME OF THESE EFFICIENCIES AND LOOKED AT VACANCIES ACROSS THE CITY, ET CETERA, WITH SOME OF OUR several of our major department head level positions and middle management are not on trend with market conditions. Or you may find that, for example, fleet, when you've got industry around us in the private sector paying what they can pay, and particularly since COVID, those have been some challenges for us to keep our best and our brightest when we have these other opportunities in our midst. So we wanted to give you... A LITTLE BIT OF THAT FOR YOUR EDIFICATION, YOUR UNDERSTANDING AS YOU'RE CONTEMPLATING MAKING OTHER DECISIONS. AND I KNOW THAT SOME OF YOU WILL BE FAMILIAR WITH A SIMILAR PRESENTATION AS THIS BACK IN 2019, 2020 TIME FRAME. BUT AGAIN, IT'S NOT A LOT DIFFERENT THAN WHAT WE'RE TALKING ABOUT TODAY. We're going to hand out a packet that goes through some of those service delivery efficiencies and improvements per area so that you can have that and we can look through some of them. But the ones I have on hand are with Columbia Water and Public Works, the work Clint put together, Chief Holbrook, Chief Jenkins, and our municipal court. And then we'll be also sharing others with you as we continue to compile this information. And that's important. Councilwoman Herbert brought that up with me. AND I TRIED TO TALK TO EACH ONE OF YOU TO GET PERSPECTIVE ON WHAT ELSE DO YOU NEED TO MAKE SURE YOU'RE ABLE TO MAKE THESE DECISIONS THAT YOU'RE BEING ASKED TO MAKE, WHETHER IT'S RIGHT NOW OR IN THE MONTHS TO COME. SO WE'RE GOING TO PUT THAT TOGETHER.

CAN I ASK YOU A QUESTION? YES, SIR. IN 2019, WE OPERATED UNDER A BALANCED BUDGET.

Well, we always get our budget balanced is how we balance it. And I think what we're seeing, fast forward to today, we're flat. But we're also, to be flat, we're utilizing more fund balance than we ever had, like $5 billion. And we didn't even do that back then. So that's what's becoming more of a... That's the difference. That's the difference. That's the difference to be able to balance. We're having to grab... MORE FUNDING THAN WHAT WE TYPICALLY HAVE DONE IN THE PAST. I THINK THAT'S ANOTHER REASON WHY WE'RE PROPOSING THINGS LIKE MILLAGE INCREASES, BUT ALSO WE'RE GOING TO SHOW YOU A SLIDE FROM THE DISCUSSIONS WE'VE HAD WITH YOU ALL ABOUT THE OTHER LEVERS THAT POTENTIALLY WE NEED TO PULL. SO THIS IDEA OF A VACANCY TAX OR FEE FOR THE VACANT LOTS, ET CETERA, ACROSS THE CITY THAT CONTRIBUTE TO BLIGHT and underdevelopment, the taxes and properties, if there's a way for us to look at fees for services because, again, we can show some of the presentations from the years past. There's not a lot that's changed legislatively to give us that authority, but it may be that those are just discussions that we can have with some of these entities Maybe they would voluntarily do something, but that's the work that we need to continue to do as well as demonstrate to you all and remind of some of the efficiencies, cuts, getting rid of vacant positions, things we've done over time.

Yes, ma'am. I needed clarity on exactly what we mean by flat budget because I do see where And this was very helpful, but I could see where the increases are throughout the budgets. And so when you say flat, what does flat mean?

So we didn't – you may see fluctuations in some departments, and that's probably getting to personnel-type things where, for example, we may have had – a department head level person or a middle management type person where they have another opportunity elsewhere. And so in order to keep them, we've had to look at making some adjustments or we've changed positions around if we found that from an efficiency standpoint, for example, our citizen city manager role, Pam Benjamin, SHE'S NO LONGER WITH US, BUT I DIDN'T HIRE THE ASSISTANT CITY MANAGER ROLE BACK. INSTEAD, I WAS HOLDING THE FUND SO THAT WE CAN LOOK AT PROJECT MANAGERS, USING THE FUNDING THAT WE MAY HAVE IN A DIFFERENT WAY. SO WE MAY HAVE MOVED THINGS AROUND IN THE DEPARTMENT, BUT OVERALL, THE BUDGET, IT HASN'T GROWN SO SUBSTANTIALLY THAT WE WOULD SAY THAT IT'S NEW POSITIONS THAT WE'VE ADDED AND THAT TYPE OF THING.

THAT'S WHY WE GAVE THAT TO YOU, SO WE CAN ANSWER YOUR QUESTION MORE SPECIFICALLY.

AND WE MIGHT HAVE TO COME TO THE PODIUM NOW.

I don't know why, but I thought flat means like it was exactly what was slashed. Right.

Well, there's some, we've seen some revenue increases from year over year, so that's helpful too.

So I should add the document, and there's a disclaimer at the front page. What you have is what departments have requested, not what they, not what we So if you compare that to the budget summaries. So we don't have revised budgets yet from departments. So what you have is what their budgets are as they requested. If you look at 25-26, that's what they've been proposed at now.

Is that the last column or is that the second column?

Let me make sure before I. So 25-26 adopted, that's this current year. So this is what the report you gave. So no, no. they requested 633, they requested 670. So what's this other stuff over here? These are additional things that they ask above their budgets. And then requested update? That's the variation between these two.

So I'm sorry, I thought you were referencing the actual budget, general fund budget summary that we're proposing. The proposed budget, why don't you speak to that, Missy? That would not be very different than what the current budget year we're in. But those are, so you all had a view into things that we're not funding. We gave you their actual summary of what they requested versus what... year. And so, but they are, everyone is staying at the current year number.

Yes, ma'am. Okay. The fluctuations that will be from those are the ones that we identified that we had to make adjustments for because of, like, 911, we made some adjustments there because of expectations about funding for the next year. There will be, by the time we finalize the budget, once we apply funding for the merit program. That will adjust those budgets, but that's right now its budget is a lump sum amount. Shows us a lump sum amount on the budget summary itself, so that will fluctuate, but overall department's budgets are held to 25, 26 amounts in the general fund. Thank you. Yes, ma'am.

And so the Prior year budget efficiencies back to FY22-23 to current, you all may remember when we really sharpened the pencil and we looked at vacancies across the board. We looked at realignment in some divisions. And a lot of this is in the packet that you just received. So I know with Clint's areas, he talks about the customer carry alignment in particular areas. some of the other reorgs they did through utility operations, utilization of private contractors, rerouting for solid waste collection, et cetera. So there's different things. I'm not going to go through all of it for the sake of time, but we did want you all to have this and give you the opportunity to digest it, and then we can continue to talk about this in the next budget workshop as well.

So I did have one question for Lance. Okay. Overall, because when we came in in 2022, we were like maybe 4,000 plus behind with work orders, that number?

More than that, yes, ma'am.

And so where are we now?

So we are... Less than 1,100 now. Okay. 700 to 750 would probably be considered baseline, what comes in every month versus what gets closed out. So we believe by the end of this calendar year, we will be processing everything that comes in within a month. And so that means greatly reduced wait times. We've eaten into that quite a bit.

Do you anticipate keeping it as contracting out the services or –

Yes, ma'am. I would say a blend. I think our spend with contractors can go down as we've eaten the backlog. We're continuing to eat it as quickly as possible using those contractors. But I do envision there are some things that contractors can do very efficiently and some things that we can do very efficiently. And we've got a pretty good idea of what those are. And sometimes after hard freezes, you're just going to need that surge of assistance. So we're trying to balance that out. But I do think within the next two years, we'll be able to draw down that contractor spend as we hit that baseline.

So the bottom line, Claire, excuse me, just to piggyback on what Ms. Herbert was talking about, the bottom line, several years ago, it was 4,000-plus work orders.

Yes, sir. When we started, it was $5,000 to $6,000. Yes, sir.

I remember that. And now we're at $1,100?

$1,100. It's less than $1,100, and as we close out the month of May, I hope it'll be less than $1,000. We'll see.

Yeah. during the month of May will probably maintain itself through June and July.

I think we'll continue the decrease during the summer months. And this is all while we're having pretty robust growth and new meter requests. So we're using contractors to set some of these new meters for us as well, Councilman. It's real positive news to report there. Okay, good. Thank you.

That's all been a thank you. That's a great point, too. But you would attribute a lot of it to the things that we want to continue to do through technology as well. But a lot of the work that we've done. about how you think we've got between the use of private contractors.

Yes, ma'am. It's not just the workforce. It's also how we're tracking the work and using the dashboards to see where we are, prioritizing the work. We're capturing everything we do in a work order management system. And so that's really helped us. Where it's not perfect, occasionally something gets lost or lingered. And y'all hear about that from time to time. We're not hearing about it nearly as much as we were. And so if we're measuring it, we can manage it. And so we're measuring it, we're managing it, and prioritizing the work and helping to get that done. So it's been a combination of tools and resources.

Well, several years ago, metal plates were in the road every day, everywhere. They are not now.

Not as much. It's a necessary evil of what we do, but not as many, yes, sir.

Not as many metal plates, but once upon a time.

Yes, sir. I'd love to take the credit. There's a lot of hard work from the men and women in Columbia Water and Public Works working really hard to do this. Thank you.

Thank you, Cliff. No, I think that was very helpful. And again, we won't belabor the memos because you have them in front of you and there'll be more to come with the other assistant city managers input from some of their areas. But with public safety, you know, you've heard from Chief Holbrook already when we presented earlier, but he calls out several service efficiencies and really thankful to the council for allowing us to outsource these false alarm notifications. CHANGING OUR RESPONSE PROTOCOL FOR ANIMAL CONTROL RELATED CALLS AND PRIVATE PROPERTY DAMAGE CALLS, THE ACCIDENTS, THE RESPONSE TIME FOR CIVILIAN ACCIDENT RESPONSE INSTEAD OF USING OFFICERS AND VARIOUS THINGS THAT HE OUTLINES HERE, AS WELL AS EVEN WHILE DOING THAT, YOU ALL WERE ABLE TO HELP US IMPLEMENT THE STEP PROGRAM FOR POLICE AND FIRE. JUST WANTED TO HIGHLIGHT A FEW OF THOSE AREAS. SAME WITH FIRE. AND BOTH OF THEM ARE HERE, SO IF YOU DO WANT TO ADD ANYTHING OR IF I'M NOT TOUCHING ON THE MAJOR THINGS, YOU ALL CAN SHARE. But we do feel like for these last several years, we've been really trying to make the most out of a little without having a dedicated funding source to do so. Sean Grant has stepped right in with the court. You all know that there have been some challenges there, and he is doing a phenomenal job, if nothing else, with morale at the court and probably being fully staffed now for the first time in a long time at the court. So very thankful. We do. We need collections. And I don't think Sean is in the room, but he can definitely speak to that as well. So with that said, I know... Yes, sir. Sure.

Thank you, Ms. Wilson and counsel. I just want to underscore something. I know this is obvious to you, but I just think it's worth mentioning again. And this would apply to all public safety. So I'm speaking a little bit for Chief Jenkins, unrehearsed, by the way. When it comes to annexations.

Oh, yeah.

So I pulled some stuff just recently because I just thought this was so material to this discussion. But if you look at the last 30 months in particular, 32 properties consisting of 37 residential, 35 commercial, that equates to a little over 2,000 units. So that's both single family and what I would call vertical development downtown. That obviously, that vertical development impacts, you know, that is further impacted by just density and where it's occurring. And we all know where it's occurring, in and around the university, downtown, and in the central hub. So... These efficiencies that Ms. Wilson just kind of, you know, tallied off, those were out of necessity to free us off to really be available for priority calls for service and to maintain our response times and stuff, which we've done remarkably well doing that. But Those are going to be incredibly demanding. They already are, but as we continue to grow, which there's no question we are, we are on a trajectory that's probably never before been realized in this capital city, but it's going to impact police, fire, and our public works, because those are all service, require service delivery. On top of that, we've reactivated and invested what we have in Finley Park, and we're having these phenomenal discussions about greenway expansion and stuff, those all require public safety element to them to keep our citizens safe. And again, on top of that, our demand is not decreasing, it's increasing with being a state capital and they ask we get literally every week from the state house from supporting security operations on the property or preparing for what we may have to deal with on our streets and neighborhoods as a result of some hot button topic that's going on, on top of our concerts, sporting events and festivals and road races. So it's, you know, we've, we have, reprogram positions where we could to civilianize. I think we've leaned into technology. We're working smarter and more efficiently, but I think we are hitting critical mass. Our recruiting efforts have gone well, but we know we still battle retention and just retirements. We are experiencing what a lot of Public safety sector departments are experienced where there's that group of hires back in the cops grant errors that are now Transitioning out through retirement. So we've you know, we've got to continue to plan for that and that's something that we deal with all the time.

So Okay, thank you So our last agenda we had my organization 800 Um, so you got a subdivision development there, you know, I would imagine we'll see additional development growth there. So, uh, along that corridor. So we were talking about kind of some of the growth that we're seeing here, you know, uh, details in this memo that is more in the downtown core. I'm curious about the strain, um, the mayor, myself, and a few others talking about Wood Creek and just kind of what that looked like when that was brought online. I think it was 20 years. Yeah, back then. I'm curious if we see that heading in the opposite direction, kind of towards Fairfield County, what that may mean for the police department, for the fire department as well.

It's very impactful. You know, if you think about what we, by taking in one parcel a couple years ago with Lakeshore Apartments, for example, completely changed our southeast region and where they had to shift operations and be more concentrated. You'll see that at the You'll see that continue depending on what the use is for that particular property that may be multi-unit. We're seeing a shift in philosophy with the Columbia Housing Authority. I think you all were briefed on that a month or two ago. They continue to be shrinking apartment complexes, and it's a shotgun approach really to relocation of vouchers throughout our city. So that also has some unintended consequences in terms of the rental property and how the rental property is used. And again, that's a whole other conversation. We've done some neighborhood presentations in the last month that these neighborhoods have been disproportionately impacted with crime and disorder and blight, and a lot of it's related to the density of rental property that's in the neighborhoods.

But we're not saying just because they're rentals and housing authority that it increases crime. That's not what we're saying.

I would probably say it a little more politically correct, but yeah, it absolutely is impacting us. Yes, we are.

Well, I would just say as a person who had a Section 8 voucher that there was no direct correlation between renting. What's the word? It's another word you use, not correlation, but maybe it's correlation, not causation. I accept that. Go ahead.

Yes, ma'am. You talked about annexation, but to Councilman Johnson's point, going vertical, the density downtown. I want to make one point because the last Monticello numbers just said, yeah, there's going to be this many more calls. What it didn't directly say is it's going to call for this many more salaried positions back to Lake Point. if you had showed us that it would change your whole entire southeastern operation, I think that would have caused us to pause for a minute and really think about, do we need to annex that property? And is it worth the water bill, basically?

Yeah.

So, I mean, I want to see that. I would love to see that kind of thought and data going forward. I still don't believe it's $225 for all the trash and yard waste and dump fees and everything per household. But that's, you know, that's for y'all to put forward for us for consideration.

It's awesome. where we're already providing service. We haven't gone and pioneered like Woodcreek had pioneered years ago, and we were upside down the day we started, right? And it took us 20 years. I wouldn't even say that we break even, but I think it was a shock to some of those folks out there when we laid out what's been collected.

said.

And I agree with you. I do think we need to really look at, if we're already providing service out there, you know, the added cost of that, what is the added cost of that? But we're still going out there, the truck's still going out there, it's more efficient, right, to pick up more than less if you're driving all the way out there. So I do think, you know, probably tweaking our numbers for the future, but I do agree, we will We're annexing in the future. It's either we're already providing service there or we're gobbling up a donut hole. That's right. That's right. And let's try to stay within our boundaries and push for verticals. It's much easier to do 20 stories than it is 20 blocks, right?

Well, and I think that's kind of what I wanted to hear, too, the difference. Do you see any difference in the type of response that's needed for increased vertical versus increased horizontal? Yes.

I think it would be the concentration of the calls for service. You know, presidential would be more spread out, whereas, you know, a couple of high rises downtown would be more concentrated.

So it's still the same percentage, I guess, per household, but just.

Yeah, you know, it's sometimes with annexation, to your point, Mr. Brennan, I think it's hard to get apples to apples, especially on the front end when we don't really know, we have an idea of what it's zoned for or what it might be used for.

Well, I can link the time, too, and myself is a great example of that.

Right, right. And Ms. Herbert, to your point, I'm certainly not suggesting that housing authority or public housing is correlated to crime. I think what we see with what we have found track record-wise with the rental property and with irresponsible ownership and management of it, when we introduce... Yeah, it's really about the property itself and how that property is being used. So if that becomes our housing base for vouchers, for example, to me it puts people in oftentimes a compromising position.

Which is where when we talk about annexation and we talk about future building, we need to understand who's operating, what their track record is in operations, And what's available for the young people, you know, how is landscaping and everything. We've got to change because for decades we accepted the thought that this is affordable housing or obtainable housing for folks or this is a voucher property. It shouldn't be that way. The model, we've proven internally that model can be broken. We've seen it on Atlas Road, what they've done. So we know it can be done. And we saw it in Charlotte. We're seeing in other cities. This is part of what we're moving forward with is we're not just going to accept this is the model. And, hey, because we end up exactly what you're saying, end up having to clean it up. You end up with all the service calls. I mean, you know. We know what happened at the colony, but think about what happens today. And part of that is the atmosphere and the ownership and the way they're absent. Even though they have their management team and everything else, they really, and this is where HUD, I think, has failed on the federal level. They don't have the inspectors. They don't go through those properties like they should. So much is being put on us, which also tasks us.

Night and day between absentee landlords and people that are invested in our community and live here and work here.

We need to create those harvests and bring those type of partnerships. So when we go to other cities and we see projects done right, we need to engage them and have them be part of it.

And the residents need to feel like they deserve that. I think to the council, it's not about – THE PEOPLE WHO ARE LIVING THERE, IT'S THE ENVIRONMENT THAT NEEDS TO BE CREATED AND CULTIVATED BY THE PEOPLE, THE OWNERS, US, EVERYONE. ALL OF US TOGETHER HAVE TO HELP THEM FEEL THAT THEY ARE WORTHY OF THE ENVIRONMENTS IN WHICH THEY ARE LIVING. AND THE ONLY OTHER THING I WOULD ADD IS OUR FACILITY NEEDS, WHICH WE'RE ADDRESSING NOW wholesale, hopefully with police, but that south, because we're talking about south, which now is southeast region, right, Chief? So I think the ability to get that up and standing with the Bluff Road Corridor Project at Congaree Point, where we want that region to be, I think you've talked about that then helps from your service delivery standpoint, too, because you're better placed with such a growing region versus being out at Spears Creek Church. You'd be right there at the interstate.

So the last thing, just real quickly, because I find myself...

So what I've witnessed...

in my 12 years here with this city staff and every, you know, every division of the city, the, the service delivery and what we ask our employees to do more with less and how we've really, you know, gone to this zero based budget. And I mean, really sharpen the pencil. We keep saying that. I mean, we've done an incredible job with all this stuff that this great stuff that we're talking about. And, and I think it's easy to, to not get complacent, but just, you know, expect that to, without us adjusting, to expect that, you know, that level to continue. I just feel like we truly are a critical mass if we, with this growth and with what we ask everybody to do.

I would tell you, and this is, I'm not speaking for anybody, but what you've seen us is starting to be creative, right? And also addressing the fact that we're now letting everybody from the statehouse to all our other partners realize that we can't continue to absorb. Because you look at a lot of our ancillary costs, they're not because of city residents, right? It's because they live in the capital city.

And come here every day. Yes, sir.

And the capital city. So we have challenges that other folks don't, right?

100%.

And we don't have the same funding sources as others do and this and that. We are unique in the state. So our challenge is now addressing that through the future. And as we're in this budget, I think more and more we're realizing that, you know, look, we have to have an updated contract that's reflective continue to do animal control the state and all of these these events that are going on the partnership there to enhance safety being creative where technology can be affordable but also we still need boots on the ground right you can't have one or the other you got to have both our investment in our fire department so long term there is no doubt in my mind that we have to look at this public safety component because that is the bulk of our our How do we address that through either sales tax movement, you know, assessments, you know, whatever it is. Because the future's only going to grow. And we've got some options for funding right now. We're not in a desperate strait. And we need to just embrace the opportunities that are before us and spend this next year building a track record. I mean, not a track record, but a strategic plan of addressing all of these issues that we've tried to absorb to the best of our ability, but we can't continue to do it if we're going to continue to grow and provide the level of service that we are all the way across. And there's going to be some hard conversations, but the reality is a lot of people in the U.S. are Other capital cities are dealing with the same thing today. Some of them, Nashville can absorb it because they're tourist capital of the world. We don't have that option. We can't tag every rental car and every hotel room and make up for a lot of it.

They're having a discussion now because they're getting ready to host a big world event, and they're concerned about their downtown. So, well... Thank you for that, and thank you for allowing me just to add that. It's incredible to be in a public safety, and again, I speak for all of our public safety and be supported like we have always been from city manager's office and council. I mean, it really is. So thank you all.

One of the things that we talked last week at last council meeting, There was a group there from Monticello Road and the, what's the other part? Monticello Road. And Blue Ridge Terrace. Blue Ridge Terrace. We were talking about 350 acres. That impacts law enforcement, I believe, right? Tremendously so, I think. 350 acres. You're thinking about building something out there, some apartment. Single-family homes. Yes, single-family homes, 350 acres. The impactation of that 350 acres on public safety is going to be overwhelming. What do you think?

Well, personally, I'm very much in favor of annexations and expanding our city's footprint. I think that's how the city grows and how we thrive. My point is we just got to adjust accordingly. And I'm saying currently we do. I think a tremendous job with service efficiencies because of all these things that you've heard us say. And I think we're a critical mass as we continue to annex. We're going to annex. I mean, that's what cities do, and especially a capital city. So we just have to position ourselves to have success in doing that. And, you know, I think public safety is a priority for any success with future development.

Well, I certainly would not talk against that. I'm in agreement with you. But we got 300, and they're talking about annexation, even as we speak. They're talking about that. The developer talked about the possibility of annexation.

Thank you. Mr. Johnson. Mr. Mayor, this council under Councilman Brown's leadership has started tracking thank yous. I think it would be almost just as important for us to start tracking the McDowell-isms.

I read the new one down today.

I want to add impactation to that list and be first on that list, Mr. Mayor. I told you he's already gone worldwide. I heard in Korea about a president of a major corporation.

He used the word concretize, and I was like, I almost fell off the table. That was either in North or South Korea.

It was South.

It was South.

They didn't do concretize Tuesday.

Okay, well, and to the point of the annexations, I'm really, we're going to dig deeper because our planning and development staff does a really great job of just this weekend, Chief Wright, pulling numbers, but I think coming up with a template of when you all are getting the annexations to the point of this discussion, you need Was that it? Of it. So we will try to work on a little bit more depth with that information as they come forward.

Wood Creek may be a good example for us to use since we've kind of been tracking those numbers from years of conversation and break it down. Yeah.

So Denise also has a memo, and I think a lot of great things that our human resources department is doing to really... brand working at the city, a capital city like we are, a growing city like we are. We've got to change our job descriptions, how they come across to people and they're working on those things as well. And we've talked about These onesie twosies is what I was getting at because I thought Councilwoman Herbert was noticing probably something that she really wasn't. But that is, if you dig into some of these budgets, where we are along the way making adjustments to keep people or either... be more streamlined and how we, you know, someone who is showing a lot of potential, giving them more because they want to do more, that may mean we don't have to have an extra position. So some of those things are happening, but as you do that, sometimes it creates compression. It creates other things with department over department in similar positions. So we do need to dig into our WE'RE GOING TO NEED SOME EXTERNAL HELP TO DO IT. I THINK WE ALSO ALREADY KNOW A LOT OF THINGS.

WE NEED TO MAKE SURE THAT WE'RE COMPETITIVE. WE ALSO NEED TO MAKE SURE THAT EVERYBODY UNDERSTANDS, YOU KNOW, EXACTLY WHAT A JOB IS, BUT ALSO THE STRATEGIC, WHAT'S THE CAREER PATH FOR SOME FOLKS. I JUST SPOKE AT A TEDX EVENT WITH WORKING FOR AMERICA LAST WEEK, AND THEIR WHOLE CONCEPT across the U.S. to help get people engaged in municipal government and how to get young people to understand that not only can they have a fulfilling career, but they have opportunity to impact the community, but also, I mean, that we're competitive. Discussions also revolve around what's my trajectory? Is there an opportunity? And I think internally, over the next year, it would be good for us to know, too, What's our five-year outlook? You know, we're going to have this wealth of knowledge that is going to retire in a period of time, just like the police department saw that. I mean, I think it's a central government error right now. We're going to see a lot of retirements. But that also goes with a lot of knowledge, right? A lot of institutional knowledge. So how do we start placing people in the right positions to follow up and learn from these folks over the next three to five years? so that we have that future workforce. That's a nervous point for us because I walk down the hallway a lot and realize there are a lot of people here who have done a lot of incredible things but also just have so much knowledge that they need to share with somebody.

Before we move forward, can you just comment about have we tightened up the timeline to bring the process of interviews and all that. And not just for, we as a city government, but government in general. Right. Have we made strides in that? Are we starting to see?

We are making great strides in that. I wish Denise was here to talk about that. The whole NeoGov platform that we utilize is, I think, getting to the point now where that electronic application is finally what we want it to be. And it helps drive the process from the point of application all the way through to the interview and then a hire. Do you want to speak to that at all? Because this is our assistant city manager for strategic initiatives and efficiencies.

Absolutely. So, Ms. Wilson mentioned our NeoGov application that HR implemented a couple years ago for just being able to apply for, and they are rolling out additional modules this month or in the near future, two of them. One is, like now, it's a learn management system, so our employees are able to take advantage of shared online learning opportunities, but also to be able to track different learning and certifications and things like that. So we can pass off and share different resources and tools. That's just one feature for existing employees. But also the next phase is onboard, which means employees right now, when they come onboard, The application process is electronic, but when they come on board to do their paperwork, it's very manual. It's very paper-driven. It's a lot of duplication. It's a lot of repetition. So the onboard module will allow employees that once they come on board to complete their new employee paperwork, it's all done. They don't have to provide their address 20 times, and they don't have to provide their beneficiaries multiple times. They don't have to provide information multiple times. Yes, it'll be all loaded together at that one point in time. So that's the next level of efficiencies that will be coming in. Perfect.

Yes. So we'll be able to do a little bit better with regards to some structure.

I'm sure it's still not fast enough for some of our departments to have a lot of turnover and do a lot of hiring, as some of the folks in this room do. But every little bit sort of builds towards that improved opportunity. Thank you for asking.

So that is a recap. Again, we'll continue to bring forth some additional efficiencies across city departments as we continue this budget discussion.

Just where this brings us to, I mean, the question of building up a plan for the future long term. I mean, in the near term, we have some options. And I think we should try to exercise those options prior to us trying to do a millage increase or whatever it is. Because I think we need to build up the case, but also really understand between now and the next assessment as well, understanding what is our growth needs, where is it, and how do we plan for that. And we have some opportunities for property that we can close between now and the end of the year. that will generate enough funding to fill a gap, if there's a gap, and help still address some of these. You know, there are a couple things in here that we know we can figure out a different way for, right? So I think ideally, I think, you know, can we address it that way? And then in the meantime, I think it would be really good if we had like a two-day workshop and went through point by point, here are all our options, here is what we need to address, how are we going to address the long, because some of the things we're talking about, we're going to have to put a plan together for the next 10 or 15 years, because unless somebody bought a lottery ticket, we're not going to be able to do everything at one time, even though that would be wonderful, right? But I do think that it's time to have that strategy.

NOT, AS YOU KNOW, WE INCORPORATE ON AN ANNUAL BASIS A RETREAT. COULD WE DEVOTE THAT RETREAT ON THE STRATEGIC PLANNING FOR THOSE AREAS, JUST THAT PARTICULAR AREA. CAN WE DO THAT? I DON'T KNOW WHY WE COULDN'T. COULD WE DO THAT, MS. WILSON?

YEAH, WE WERE ALWAYS IN FAVOR OF A RETREAT, PARTICULARLY AS THE COUNCIL IS SEATED AGAIN, AND SO WE'RE DEFINITELY DUE FOR THAT, AND WE'RE ALWAYS TARGETING IT IN THE FALL BECAUSE IT INFORMS THEN THE BUDGET PROCESS THAT WOULD START THAT JANUARY, FEBRUARY TIMEGRADE.

CAN WE, IN THE INCORPORATED And incorporating that, could we perhaps incorporate during the total retreat just a strategic planning of where we need to be and what needs to happen? Yes, sir.

I think that would be the focus. Okay. That would have to be the focus. But maybe these next slides can help us. kind of, I guess, finalize or put a button on this discussion right now. I mean, again, we've kind of talked through some of the budget efficiencies all the way back to, you know, there's a presentation from 2019 that sounds so very familiar. Is it in their packets? Is it in their packets? Okay. I don't, okay. I haven't seen it.

I think it is. JUST THAT ONE? SURE.

BUT ANYWAY, THERE'S A LOT THAT'S BEEN SAID NOW THAT WAS VERY SIMILAR TO THEN.

And these are great, and we're where we are today. I mean, even with, you know, the absorption, but we also have had taxing. We've seen an increase in our funding as well from taxes. You know, that's why we're a flat, as you would say, right? So I think the question is, is now... from where we are, the base load, how do we address that? You know, what is our long-term strategy? I mean, I think, you know, one of the things we've got to talk about is long-term. We've got to get the homeless situation addressed. I mean, we've been having meetings and pushing. I think it's time that we just have a do-or-die kind of meeting with everybody and, all right, how is this? And you know, is this continuum care that they want us to apply for in Washington, you know, as a separate entity, provide enough funding to help absorb that? That's a question we should ask, right? How likely is that? That's what they keep pushing, and they're telling us because they're recovering funds from other communities that aren't being utilized, which, I mean, today I just can't imagine, right? You know, also long-term, you know, SCORF, if you look at all that money, I mean, we're the only ones, I should say we're the only ones, but we're the ones who are really utilizing these fundings very efficiently and effectively. So the question becomes, you know, what's there that can address some of that? Because we start peeling off some of these or reducing the amount. It makes it that we aren't sacrificing service, but I do think we're going to have to invest in the employees and into the city just like we have been to continue to absorb because at the end of the day, we're in the customer service business, period. That's what we do.

The reason I think we were given not only the recap, Mayor, but I know at least a few of your colleagues have made the point that demonstrate what we've done, right, or demonstrate the efforts over the years. And so we are trying to give you that so that, you know, as the discussion continues, I feel very, very confident that we have tried things. You know, when you get this handout from 2019, the discussion outline said revenue options, public safety fee, the post on this was in June of 2019. proposed on all in-city parcels with the purpose of funding public safety functions, next steps. And we did implement the nonprofit business license audit that we did. So that was back then. We did that. And so we're just to give you all this for the historical data since it's been asked for.

It's just like anything else over a period of time. push back even though we're still in line with our cities. Correct. I think it's the same way here is that how do we address at the same time? My only point of contention is whatever our plan is, I don't want it always to be on the backs of our residents and business folks when so many other people are here, and we've seen that with a penny, right? We know that a good portion of that is created by the folks that travel in and out of Columbia every day.

And our approach always, when we're trying to balance the budget or address anything with regards to the resources, is not just look at what revenue we have or what revenues we can get or where the revenue is going to come from, but what other efficiencies we can either adapt or where we need to reassign. And we've done a lot of those things, too, but certainly there's always opportunity for... Our service needs are different. Yes, they change a lot. They change a lot.

Technology's changed some of that, right? But are also... we still, you're never going to be able to replace the human capital that we have.

Correct. That's exactly to the point.

We're a hands-on in this profession. That is still part of it. Now, how do we do that with giving the tools, the equipment, and the training as we've been doing over the last five years to our employees? What's the next level? You know, what makes it more efficient and effective? How do we give the tools that we don't end up with 5,000 work orders, right? advantage of you know the small business enhancing more of that you know so I do think we're in a very unique position right now to do some things but plan and at some point you know it is millage increase we've been able not to do it for a long time we've been able to live on the value and the other things hopefully that will continue to grow as we grow but we also still got a lot of empty parts I mean properties

So that's, I think that's part of Ted's point, that strategic plan, 3, 5, 10, 15 years. How long we have to keep providing these great services with a thin budget. Right. So it grows.

And I think that was, you know, some of what we've tried to demonstrate over this workshop, these budget workshops, is the value of our mill has increased and the value that we're generating. We're fortunate that we're actually generating at the level that we generate. Very fortunate.

Could you couple that?

We can't be our own county.

Moving on.

So we've talked about the overview of the public safety needs. The chiefs did a good job today, Clint and others. And then the levers that you all are getting into again now, you know, you've got the fund gap for these public safety needs in particular that we've sort of focused on. We know there's the uncertainty and legal constraints THAT WE'LL CONTINUE TO REVIEW THAT. WE DON'T WANT TO CONTINUE TO BE SUSTAINABLE TO BE UTILIZING THIS MUCH FUND BALANCE. BUT THEN OBVIOUSLY WE AS STAFF, YOU KNOW I UNDERSTAND EVERYTHING YOU'RE TALKING ABOUT. I have to make the recommendation about millage because I do believe that incrementally over time, and I do give our citizens credit for understanding, even though we don't want it to be on their back, so to speak, as Mayor Rickerman has said, I do think they get it with all that they also aspire for Columbia to be and the things that we've described that are now... It's just becoming harder and harder to sustain the level of excellence that we want to have year over year with the growth as we deliver services. So we propose the five meals, but also simultaneously want to work on the vacant property fee or tax for the flight at vacant lots that are underdeveloped and looking again at a way or ways barring any legal constraints to address the services that are provided to so many tax exempt organizations.

Well, and I think, you know, I still would like us to have a conversation with the assessor's office about when's the last time they had an audit. What does that look like? Are we making sure or not that properties change hands a lot? And, you know, I think we really got to understand that, you know, when And is that all being assessed correctly?

Mayor, are we talking about property assessment, property being assessed, vacant pieces of property?

Oh, I mean, not only, I mean, it's always good to know the vacant, but more of properties mainly in the commercial that have switched from non-profit to profit, you know, centers. You know, are those, I mean, there's been a lot, I mean, We all know, I mean, we just had a discussion earlier about housing in a neighborhood where churches aren't a big part of that, right? What mission is that? I mean, sanctuary is one thing, the church property, but when you start having 33 lots or more off the tax rolls, either we need to help them figure out how to put that back publicly or, you know, or did they rent a shopping center? That's right. And started their services there and now it's, an income-producing thing, that to me is not a, that's not a church function, right? I'm not just, I'm not, I'm saying church is okay, but there's a lot of non-profits who have bought property and no longer are using it, right? And is that, but even our universities and colleges, is everything being, look, we know that we had that period where that didn't happen. I mean, we know right there, across from the Coliseum, I mean, there was an instance where that building wasn't paying property tax, and we had, you know, it was a private entity in there. I mean, that's not, you know, I mean, it's interesting because there's a real fine line there, but at the same time, it's a line that needs to be addressed. I know at the SEC mayor's meeting, one of the mayors was talking about, you know, they were, when they were in college, one food service ran all the restaurants and everything. Now you've got Chick-fil-A and Starbucks. Well, the and condo property tax. That's not a university function. That's a third-party function. So there's questions, and I do think that as we're looking for the future, I'm not saying that, I mean, that's not going to solve our problem, right? But it's all the things together that need to be addressed because we still, we add police service, we add fire service, you know, all the services that we supply around those entities as well. There just has to be a little balance.

Some of that was helpful to us. And, you know, after the 2019 when we implemented and utilized a third party to help us with the nonprofit entities that were not paying business licenses that had business revenue activities.

To me, if you're paying salaries and everything else, it's a business. So we were not.

That was very helpful during that time, and so those are now reflected in our business license revenues, of course, going forward.

So multiple strategies, it's sounding like we've got to continue to push forward. And, you know, the reason we focus back to the millage is because it is the only thing we have. But that doesn't mean that we don't continue to look at other options. That's just the recurring mechanism under South Carolina state law that a municipality has to utilize. Next slide. If you were to take advantage of doing that at this time, I know we've talked about considering it and then amending the budget. We wanted to make sure, because as we were talking about it and then we looked back at it, we said, you know, the timeline would be so tight to do something like that because of when you have to notice Richland-Lessington County's in order to get the property tax notices out and issued for a January implementation. And so we know how the summer gets. We know after we get the budget passed at the end of June, it would really leave a very compressed time to come back and do an amendment and so forth. So we just want to give you all the information, depending on which route you take. So do you want to talk about that, Ed?

maybe more specifically. Yes, Ms. Wilson, thank you. One thing we did want to point out, not to cross out of this conversation too much. Since today we were going to do special revenues, we would like to bring back those special revenue conversations with you and those presentations at a workshop on June the 9th, which is the day of your next council meeting, and it's also the day of the budget public hearing. That's one option, is June 9th, if we could, up to city council's consideration.

That is the only option.

Well, June 16th is another council meeting. So, you've already seen these special revenue budgets. This would be to hear from those specific agencies and allocations, but it definitely does. It is very beneficial to us and the organizations if those allocations are approved in June.

We can share those recommendations prior to that.

Yes. You are going to?

Yes, yes.

We've given you the line animations, but we'll give you the committee. The committee's in there. Because... In an ideal world, we would vote on that following the second reading so that it's done by July 1.

Okay.

So your purpose is to do June 16th?

I think he said the 9th. Stay on the 9th. Okay. We will have all that material for you in advance. You have the line item agency applications now. This would be the committee, and the committees have met, and the committee recommendations will be ready. So we will have those available for you.

I LOOKED AT THE MEMO. I DID MY HOMEWORK. I LOOKED AT THE MEMO AND ALSO I DID LOOK AT THIS 2019 CONVERSATION. AND IN THE MEMO IT TALKS ABOUT SEVERAL DISCUSSIONS WHERE AS A COUNCIL, AS A CITY, WE'VE WORKED AT OTHER In the memo, it talks about in those conversations there were several instances where I'm assuming several of the mechanisms were not deemed legal. The city at the time didn't have that authority. I'm curious, outside of what we've already discussed, for example, what's in this memo here, You know, the competition around just the non-profits. Mainly around the non-profits was the discussion.

Where the legal constraints came into play. And I don't know if we have the Bernie May Bank. There was a memo.

It was also six years ago.

Alleged legal constraints. Yes.

Okay.

I just want to make sure. There was no order or anything on that, right?

It's state law.

up to interpretation but I also think there were some

There were some avenues in there, and folks just didn't have the appetite, but the reality is a fire fee or other things you could do, right? You have a public safety fee, you could do.

The public safety fee is probably referenced in your 2018. It was shot down. The fire fees, we have fire fees, and we've already adjusted those to where the levels we think we can adjust them.

Was that like counsel or was that somebody else?

It was a combination. I would say it was legal advice that we had received as well as I don't want to be a step on many toes up here.

We just wanted to make sure y'all knew we've tried to have the discussions.

Mr. Bailey, I think two things. One, you're talking about a seven-year-old opinion, right? And the times in the world have changed dramatically. this council knows that we've got to make some tough decisions to move forward we can't keep kicking the can down the road and there wasn't an appetite there before and I think there's an appetite to look at it at the same time making sure we look at everything right and I do think we're going to we have a way to deal with this year but I think we're going to have to be prepared to do something next year and we're going to have to have these answers You're going to have to address it, and this is why. That's right. And look at the multi-avenues because, you know, look, let's say you go up on millage in the next year or so, but then you have an opportunity in a couple years for public safety penny, right?

You want to?

They've got to repeal the other.

I'm going to finish that. So I do want to point out, so June 9th, we'll bring back special revenue. You'll have your materials in advance. June 9th is the budget public hearing and first reading meeting. June 16th is your second council meeting of the month, and that will be the second final approval. Of course, our fiscal year starts July 1st. And the rest is just referring to when notices are. Our deadline to submit information to the counties with our millage rate is August 31st.

growth in the mills in general. So if you attract the mills, then the mill in five years.

Five years, five mills don't mean the same, right? So maybe that stays your baseline, but you're not looking for a future increase because the rest of it is lifted up, right?

And I think that's a huge calculation we'd like to see as far as projections. The two to three year approach, temporary approach, once we really start seeing onboarding of all these new large investment properties, what that shakes out to.

We can balance that between growth and just what the mills bring in, and then also to counter that with also the growth. There's operating costs that don't go away, of course.

Right, but I think showing that math to the public can only help.

Yes. And we tried to, to the questions that were asked as we started our first series of budget workshops on public safety and the needs. We tried to equate what five mils could do as an option A, but then, you know, there are other options as well that we know we're not there. But as we could get to the point, and the next slide will show, but this is what we would want to get done. So again, for option A, if it is not via five mils, we still make the case that we need to get this funding somehow to begin to work on these public safety-related issues in particular. And so I think we're going to talk about some other funding options to do that.

Our capital needs, you know, we have an estimate, right, of what we think fire stations over a period of time, right? Well, what else do we need out of that? What else? We talked about courthouse. We talked about animal. Parks and rec. Parks and rec. What does that look like on a global scale for the next 5, 10, 15 years? Strategic planning. Well, not only from a strategic, but I do think there may be other ways to do things that we need to be thinking about. You know, we haven't explored. We really need to talk to the state about, you know, long-term investors who have lower return needs. It may be better for us in the long term or even the short term to build with in a longer scale. We haven't had the ability to look at that, but I think it'd be great to look at it because the reality is somebody's going to make an investment of $50 million. They'd rather make $100 million or $200 million or $300 million because it costs them the same amount to put the deal together, right? So what does that look like? This is, I think, one of the things we just have to say. We've run that trap, and it'd be interesting to see what those numbers would look like.

And how we can afford to be a part of it, whether it's a lease, whether it's, yeah.

Right, capital lease program. I mean, look, the Fed's built almost every one of their, the FBI building here, NOAA, power plants. I mean, the list goes on and on and on. They've been doing it for years. And part of the thing is recapitalizing those buildings at a time as built into the lease structure.

I think, yes, we will look at those things with more. We're just going to look at them again. at Jeff because I don't want you to think we don't talk about these things.

I don't know what the number is. If we had a sponsor and they're like, you know what, over the next 10 years we'll do $350 million worth of deals with you guys, then you know what you got, right?

We will dig into it in even more depth. I think when we don't, when we haven't brought those things, just being fully transparent is because the numbers we've seen don't necessarily justify, right? Or they don't justify or there's nothing any... more lucrative from the standpoint of the debt service model that we already utilize with our bonding professionals we have right now. And, I mean, Jeff can speak to that better. I ask him that all the time.

What I think we've got to remember is that when we look at things, sometimes we forget that a third party is going to save money just on their process. there are things that people have to go through. There's additional costs when you do business like we do. I mean, it's a stated fact. I mean, we all know it. It costs us more than it does the others, but is there an opportunity to leverage some of that stuff out? That's what we just need to know. It's not a be-all, end-all, but... Could there be an opportunity? And some of the investments that are going on in the U.S. right now, especially from some of the sovereign funds that are out there, these folks look for shorter, smaller returns over a long period of time. Would that balance out? And that's the question. I just don't want us to leave an option off the table that can help solve a problem.

And we don't either. You know, you better leave. Just as we're having these discussions, I mean... Multiple times a week we get those inquiries from these third-party professionals out there. And some of them don't make sense at all. Some don't, but we'll run the traps on a few just to make sure we're not leaving anything on the table. And the fire fee, I know Mr. Brennan and I had talked about this a little bit just so we're clear on that. Because those are some options. The county has already noticed us about the fire. Let's remind the council of the fire service fee going from $2 to $5. But that... fire millage, taking it to their cap, we would see the fair share of that broken out.

That will come, that's collected by the county, that's administered, proven, everything's done by the county, we just receive the revenues for that. And that's already reflected in these revenues. And is there any other fire outside of like the insurance type stuff? Fire hydrant fees that we already, we're collecting those as well.

It could be increased, but that's not something we suggested. I'm just putting it all on the table, the things that are at our disposal to do.

What is, you know, it always comes to question, what is the shortfall? In what? In, I mean, from the discussions with the county, the one thing I just, what is the shortfall that needs to come to that? Because I know they want to add the roll call, Somebody put a number to it, right?

The shortfall on what the county is needing for the county operations or the shortfall for what the city needs? The city and the county's needs are, I think, different with the stations, if I'm speaking correctly. But, yeah, it's more capital. I mean, our capital is obviously with some facility maintenance and expansions, but also more equipment-type needs. The county, of course, has a lot more station needs and new stations as well. The dollar amount is summarized in the information the fire department's provided. We can capture that again for you.

QUICK QUESTION, MUNICIPAL COURT DEBT SERVICE. PLEASE FORGIVE ME.

THAT WAS, THIS IS, WE HAVE NOT DONE

So that's not an immediate. None of this is in the budget. I do think it would. It could potentially be immediate, but we're hoping that the option at the federal building may have enough traction. But it will be the need. There's going to be a renovation number. And so we just put that there as sort of a placeholder. And that could be within this year. I mean, we would hope that we can get an answer on a location this upcoming fiscal year.

Now, whether or not we're able to start, you know. And I'm just looking at it from a, I guess, a priority next fiscal year.

It's a priority. I'm looking not just at the federal bill, and that's kind of been high on the list, but I know Henry can speak to some of the other locations, and Sean as well, that we're entertaining just in case. And to do it right. I mean, all of these things, we're not just trying to do things to be doing them any kind of way. It's got to be where the justice is served for many, many years to come. And it needs to look right and feel right. And they deserve it. It is definitely beyond its useful right now.

I was talking about the mayor's question earlier. So

These are things that we could do with a millage. These are not things in the budget. No, don't say that.

You could do that with a dollar millage. We cannot do this within the budget we have proposed. The proposed budget does not include what the councilman is saying.

He's saying with the 1.5 or whatever out of that 3.8, whatever is dedicated to fire, it's those things right there in the parents.

I guess what I'm trying to do is get to the question that was just kind of, what is the dollar? I'm curious if I'm in the grocery store right now and I'm buying updated I'm curious what that price tag is associated with.

It's in that additional package from the fire advisory committee and the presentation we did previously.

It's all broken down.

I've seen that. This is just summarizing that same information.

You want to know how much is a fire fleet canopy?

What I'm trying to think through is if we're looking at it we're going to do next year. What's that number? So to Councilman Brand's point, I've seen the immediate in range, but if we're looking at if the answer, if the question right now is potentially raising millage to address X, and we're being told that we've got to raise millage to address this X, I'm curious what X is for next year, and if there are

and the 750 for fire.

So I'm curious if we were to look creatively and say, and this council would have a discussion that says, hey, the municipal court, you know, 1.5, IS THAT NEXT YEAR? IF IT'S NOT, IS IT SOME BOARD OF A THAT WE DECIDE IS A PRIORITY FOR NEXT YEAR AND WE CAN GET IT DONE WITHOUT RAISING MILLAGE?

I'M SORRY. MAYOR, I'M GIVING MYSELF PERMISSION TO SPEAK.

PLEASE. ONLY BECAUSE YOU WERE BUSY.

I WILL SAY, NOW, I I COULD NOT SEE RAISING A MILLAGE FOR ANYTHING THAT COSTS $200,000 OR ANYTHING THAT COSTS $600,000 BECAUSE I DO THINK THOSE NUMBERS, LIKE, I THINK THAT WHEN WE RAISE THE MILLAGE, WE NEED TO BE DOING SOME REALLY IMPACTFUL STUFF, ANYTHING UNDER A MILLION. I mean, it's just hard for me to even get my head around. I would rather see what can we cut. We can't find $200,000 out of, I think, was it $19 million increase? So to your point.

Right, I understand what you're saying. So that was part of the purpose of, like, being able to bring departments' budgets back to current year. So the current year budget, so the budget that departments were adopted last year that they end this year with is the same allocation they get for this year that they have to take through to next year. So, that's two years at the same allocation levels. The majority of department's budgets are going to be personnel. So, some of those costs are personnel costs, some of it's capital. And so, some of those costs are also contractual, depending upon what the needs are. This year's budget, the majority of the increases went to, right now, to primarily three areas. Debt, police and fire step and merit, and 911. So basically, those are the only three areas that have increased. We did also make some adjustments for our internal service costs. Outside of this. Outside of this.

That's how we are able to balance the budget, keeping it when we've set flat and explain what we meant by that and then addressing these things that we must do. Those are we must because we've already said yes to the step increase. So that step increase continues year over year. We have to address debt service and the 911 situation. We're talking about that, so we have to account for that when we land on it. So we pick these things, I think, Councilwoman, because we've heard a lot about an emphasis, and we do believe that neighborhood beautification and litter control expanded is a direct correlation with public safety. And we think we could stand that up with this, knock that out, and move on, you know, just turn the corner on that. And because you all continue to raise that year over year about doing more. And then as far as fire... We were trying to identify some of the low-hanging fruit to just get started. I think that overall assessment about which facilities in year one and year two and year three, those things are in those documents you have, as well as hopefully walking together with the county on their increases that they're saying they're making towards fire improvements. And then finally, have a plan with municipal court because we're coming out of that building one way or the other and those folks are going to have to go somewhere at Justice Square.

So that was the thought process. So I'm looking at the general fund summary adopted 2526 versus proposed 2627. And it says total general fund plus transfers, we're going from 183 to 203, which is 19 million.

Yes, ma'am.

Can we get a breakdown of how we have utilized the 19 million?

So let me clarify. Go back up to the part that says revenue. So our actual growth in revenue is 8 million. increased $11.2 million. That's borrowed funds. Those are capital lease proceeds. So that only happens if we borrow the funds. If we or we have already? We have not yet. So this is anticipation of issuing a new capital lease program. The current year, in 25-26, we had to scale back So, one of the things that we've mentioned is in the current year, the 25-26 year, we absorbed $10 million, a net of $10 million in expanded and new programs that had previously been funded with one-time months.

Right.

In order to also make that ‑‑ Now, that's just hitting at the end of this fiscal year. Right. That's in this year, the current fiscal year. One of the things we also had to do to be able to balance the current year budget was scale back our capital lease program. We normally fund anywhere from 9 to 15 million. We did not have the additional, we did not budget for the additional debt beyond being able to issue a $4 million capital lease. So if you'll notice our capital lease, where it says from capital lease proceeds, it goes from 4 million to 15. Those are all borrowed funds that will go towards a 15 million capital lease program. So, in essence, of that $19 million, $8 million of it is actual new growth in revenues. Okay. And then if you come down to departments, proposed department increases, that's $5 million. $2.5 million of that is for police and fire stuff and the... or merit. The one thing we also mentioned was we do have, because we are holding departments' budgets flat, we incorporated 1.5 million in reserve in anticipation of departments' other needs that are not going to be covered within their current budget. Most departments' budgets are personnel costs. Very few of them have any. Minimal general fund departments have capital, actual capital funds for them, and then what they, and then everything else would be supplies and services. And then the rest, so that's the number one, the additions from some of the grant funded positions that were being absorbed in this year. as well as, yeah, those are the things.

So I guess to answer the council on this question about is there anywhere else to get $200,000 or $600,000, I mean, I guess hypothetically that makes us uncomfortable to not hold the $1.5 million, you know, for some ability to, things happen, things come up. But that, I mean, I guess technically we could take it from there. We don't recommend doing that. I'm going to look through and see if I have something. Okay.

And then the other part of the thing.

We love that. There are so many things that we, you know, we would want to do, like the facade program. And I get that question a lot about when are we going to do facade again. I forgot the other. The community promotions. We have a little bit.

The other addition is the increase in the per diem. The jail per dam? That $500,000. And then the 600. Okay, we forget that. And then the rest of the increases in debt service for the issuance of the 2025 IPRB. Okay.

to ask that question because I'm really not clear and never have gotten a clear answer. And I think before we pay an additional $40 a person or whatever it is, I think we're owed that answer.

Well, I'm also curious to the rationale behind the increased long-term. I think you go back to the reality of how it started with all the county taxpayers paid for it. Well, and given some of the challenges that I know they've had there, I would imagine they're probably in very similar conversations that we're having.

If they're billing for their, okay, then we're all paying the added fee. But if it's not, then I think we need to understand that what's equitable, I mean, it's kind of a little bit of double taxation. We've had the same thoughts and conversations. A lot of times discussions get raw. You charge more for the water. Well, we're the only provider, right? And it's outside of our scope. We're providing water as a service. Taxpayers didn't pay for the system being built, right? And we also took over some of their systems, right, over a period of time. So I do think that it is important because that's a significant amount increase.

It is, yes. Okay. So I think, I don't know if we just want to recap sort of where we...

So are we going to attempt to use potential funding in selling these parcels that we have available that could be done before the end of the year to address this need as we try to figure this out? Because even near term, it's not going to happen in the next 60 days.

So we have that on your executive session agenda today. Yes, sir. You know, it's a bridge model working in the gap, so a bridge to get to the long-term solution. Obviously, a capital penny. discussions, but it's going to take more conversation with our county partners, but that is the solution that gets you the big dollars that would be impactful to do these big ticket items. The county needs courts as well, right?

Public safety stations, their growth is growing. I mean, look, we have begun to feel the effects as we learned the other day in that chamber meeting of Scout. We heard exactly what I mean, the growth that's going to come with that, the other companies, I mean, everything from fire to police to public works to investment in our roads. I mean, the beauty part, we have the penny for the road, which helps with some of the sidewalks, our road program, but it doesn't. Still got to figure out how we use it to address the state.

Fastest growing population in the country.

understand this and I think that was a great exercise and I'm really glad that the chamber's gotten involved with the futurists and bringing everyone together and you can't do all that in a setting like that but people really need to understand the things that we're talking about.

I'm not sure everybody understood until that session and it was laid out a little bit.

A quick search of what other cities did property tax adjustments this past year. A lot of them around reassessment, which is a lot of times when folks are able to do them. The majority of them are related to growth, impacts of growth on their community and the limitations that communities have by the state on what we can do with regards to state revenue sources, local government revenue sources. Not all of them have been maybe as proposed or challenged as what we're considering.

Well, I think this is a conversation for the future to have not only with the county, but the county association and the municipal association. Because the reality is, even when we talk about a property relief plan over a period of time to look at how do we kind of, create a better scenario that keeps us more competitive here. There's avenues through the state already there. The state's willing to grant it. County has to be the person that initiates that. So as we're looking long-term, I mean, this is going to be an important conversation to have because that model would not require every county to do it. It'd be up to the county to decide. And I think that's important because some counties... They don't, I mean, the coastal counties don't need what we need, right? Right, exactly. Marion County would love to have the opportunity to do what we're doing.

And the legislature did add a new penny tax option four or five years ago. I think only one community is taking advantage of it right now.

Well, they opened up the door now. You know, Greenville City can do it if the county doesn't do it right. You know, but if you already have one, you can't do it as a city. That's what passed, which I wish they would have amended it and allowed us to do our own. Maybe they will. I don't know.

So we're pushing water? That's the work.

No, we'll go ahead. We're ready to go through these last ones. Okay. All right. Thanks, everyone. I know these have been a lot of conversations. All right. So proposed water and sewer budget. This budget is $232 million. Of course, this covers our water and sewer operating fund, which, of course, serves 375 customers. We have two water plants and a wastewater plant. The majority of our budget is addressing the operations. Can you go back real quick? Yes.

Clint, out of the 84 and 75 capacities, what's our average run on?

So we're really balanced out about equally between Columbia Canal and Lake Murray at around 30 million. Lately, we've seen the canal flows increasing more because of some of the downtown development, Mark Anthony Brewing, China Juicy, those lows that are coming. Whenever the irrigation demand hits, then Lake Murray Lake Murray is providing most of that residential development in the northeast. And so the Lake Murray numbers bump up whenever we're dry. So to answer your question specifically, I think we're averaging about 62 million gallons a day between the two treatment plants.

So we got more than enough capacity.

We've got more than enough capacity. Now, these are soft numbers on paper as if every filter was operating 24 hours a day, seven days a week. We've got to backwash those. It doesn't account on our ability to deliver. It's our ability to treat the water and get it to the gate. Now, where the demand is, is... you've got to have the piping and pumping to get it there. We just completed a water system master plan that kind of lays out our investments for the next 10 to 20 years and how we share water between the two distribution systems. And so I think we're in a good place. We're going to need to make some investments to continue moving water.

So on a high day, we're burning 35 to 40 million gallons a day between the two?

No, sir. So average of 62.

You said combined a minute ago.

Yes, sir. Combined, 62 million between those two plants. So we've seen numbers above 85 million gallons a day because we've been so dry up until this weekend. We dropped down to 67 million gallons over the weekend, and we're back above 70 today. It's just a lot of it's rain-dependent and irrigation-dependent.

So right under 50% of our capacity.

Yes, sir. That's right. So there is excess capacity terms of water supply Getting it to where the demand Growth pockets are and renewing our infrastructures really are our effort there. We're not looking at major capacity expansions for our treatment plans and how much in the Metro is still outside of the City limits so we're about one half half inside half outside in terms of customers and Yes, sir, and we're looking at the – we're on the books on our NPDES permit to be able to expand to 80. There's hydraulic expansion, but there's also the treatment constituents. What we've seen over the years, and I don't want to get into too much of a detail, but folks aren't using quite as much water. Every fixture that they're putting in is much more efficient, but the strength of the waste then is – is stronger so you've got to have the biological capacity to treat the waste it's a little more concentrated so we may run into the need to do a process expansion before we need to do a hydraulic expansion if that makes sense out of that 35 million and what's potentially outside the city is there any area in there that would make sense for us to

sell or push away to protect the capacity for our future growth but also cut down because i know further out it is the more it costs us and it's not really It's a break even if we're lucky.

It's about getting it from point A to point B, and the further you get away, it's harder to do that. But then you've got the outside city rate component versus inside city rate component as well, which really has to be factored into the equation.

I'm more worried about making sure that we have long-term capacity for our growth that we're seeing.

And totally understand that. And I think as we start approaching either the biological or the hydraulic capacity, I think that's when those discussions really play into it. We are always looking for opportunities to do what's best for our rate payers, our citizens, and the Midlands as a whole. Sometimes the answer is yes for the Fairfield County request for a waste load allocation that the COG is working through. That answer was no. It was just too far away and too hard to get the flow from point A to point B. And we also partner with private utilities that can provide for some of that residential growth around Scout Motors South Carolina Water Utilities, thankfully, is able to serve that. So we could say yes to Scout. We couldn't possibly have said yes to Scout and that residential growth. On the water side, it's a really good thing. Those outside city water customers seem to help us.

Yes, sir.

Thank you.

All right. So revenue-wise, looking at the proposed budget of our $232 million proposed budget for water and sewer, water sales make up the majority of our revenues, 61%. Sewer sales coming in at 35%. It's about a 7% increase over the current year budget, so budget to budget is about 7%. That growth is assuming an increase both in consumption as well as customers, but also reflects the 5% rate adjustment as City Council adopted a five-year incremental 5% per year. I think next year is the fifth year of that program. But so far, it has staying consistent with regards to generating the funding that's needed for the water and sewer system, making sure that we can fund our annual capital improvement program, but also with the water and sewer system because we are very debt reliant to be able to fund our capital improvement program, the ability to issue debt and being able to have that debt service coverage is very vital to our operations, of course, and being able to make sure that we can maintain our rating is very important to our operations. And, of course, the water and sewer budget revenues also help fund the operating costs as well as investment that we use to maintain our system. Next, we have our proposed the department expenditure side of the budget equation. Department budgets are 127.7 million. So you can see proportionally, if you were to capture just the department budgets, about almost a little more than 50% of the budget itself is for operations of the budget. But that includes personnel. And unlike the general fund, the water and sewer fund budgets, with utilities being the largest department budget in the water and sewer fund, their budgets do include quite a bit of capital as well as programmatic maintenance costs and systems. So there is reflection of operating costs within those budgets. The overall proposed budgets are an increase of 3%. And that, again, meets with our rate study review. Our debt service is at $61 million. That's an increase of 4.7 or 9%. And that debt coverage is for both our existing debt schedules as well as proposed debt we will issue in the coming year. Transfer to the Water and Sewer Capital Improvement Program reflects $24 million in cash. That's cash funded towards our $93 million CIP. That is a $5 million increase, excuse me, a $6 million increase over the current year. Not $5 million, $5 million over the current year cash funded portion. of the capital program. The transfers to the general fund is proposed at the same current year level for indirect costs of $7.2 million and internal service fund is budgeted at 5.3. That's an increase of about $326,000. Again, proportionally, you can see utilities budget is by far the largest operating budget out of the water and sewer system. Of course, that includes both personnel capital as well as the electricity for our plants, the chemicals for our plants. That's everything from collection to specialty.

Down the road, Clint, with the hydro plant getting back on, How much will we be able to offset on our utility costs for our treatment plants?

Yes, sir. We probably use 2 to 2.5 megawatts at canal, and we're looking at an average of 5 megawatts generated by those new hydroelectric generators. Up to 10, a maximum of 10, but even during... low flow conditions at least getting five out of it so um that's going to help us with an offset now how we there's some operating cost of course um paying a contract operator and so that is a contract package that will go out to be procured within the coming year or so so i'm curious is just

future development, obviously we can wheel power to our canal plant, obviously, because it's on property we own, so that makes it a little easier. We also own, obviously, Adventure and the other. Is there something else that we can do that's connected to that that we could use somehow? that power, you know, obviously we can sell it, right? Yes. We're going to get avoided cost, which, you know, four cents a kilowatt is not much, but...

Better than what we're getting now.

If we create a partnership like we had before, can we then take advantage of the production tax credits, which would create for every megawatt add another two cents? That creates some real revenue...

Yes, sir, and I think all those things are on the table, Mayor. We've got to look closely at how best to what best to do with that power, direct use versus back on the grid, sales, other customers, microgrid, all those things. And so our intention is to engage a partner that is well-versed in doing these things and running hydros and work together with them to figure out the best approach for it and then negotiate an operating agreement. Because if there's... there could be other components than just operating the canal and hydro system. There could be a microgrid component to it.

That becomes a really good question about microgrid. Do we have, you know, fuel cells attached to that as well, powering that energy in different places? Could this be something that, you know, as we look at the university and projects with the Korean power company on energy efficiency, in could that be utilized in different places can some of it be stored for emergency purposes you know with partnerships like new I mean I'm wondering if our police department our Laurel Street could be connected it comes right off the canal I mean they're just I'm just thinking you know this is our time as we're planning because it's you know three years out at the earliest probably more like five but if we've got a plan I mean, that could be, I mean, you take two and a half megawatts off, you probably save $3 million, right?

you sell the excess? What's the dollar value?

So it depends on, there's a value of the avoided cost if we have an interconnection agreement with Dominion versus if we can just use the power ourselves. Now that might change our rate structure with Dominion as well. So we've got to look at all those things. It becomes complicated.

The reason I'm asking now is because we need to negotiate all that before the sale.

Oh, and I'm thinking that'd be a nice help with any debt service on a future part, too, since it's right there in our new riverfront district that we created. But I don't know if it's a significant bite of a big debt service.

It's significant that the... The city was not getting a tremendous return previously when the hydro was working because we had to take a lot of the cash out. We front-loaded a contract with the operator because of some fiscal needs, financial needs that were there. And so if those needs aren't there, then the month-to-month revenue looks a lot better if you don't have to front-load it. Now, you can always front-load it if there's a need and you don't get as much on the back end. But there is... Certainly revenue there.

Is there significant revenue, especially if you structure the deal correctly and you can take advantage of production tax credits and others because that's just free money coming in?

Yes, sir. I believe that the water system does own the hydroelectric system. generating system and canal that enterprise now, but we keep that as a kind of a separate fund, don't we, Missy? We've been keeping that as a separate enterprise fund that's at zero income and expense every year since the flood, so we're ready to get back on the income side if we can.

I do think because of the situation we're in today over the next 12 to 18 months with the purchase of Dominion, we should try to structure that while The folks who believe in Columbia are in charge.

Yes, sir. It's a good opportunity for us, for sure.

But figuring out the different points where we could utilize that.

No. It is an opportunity. I'll say that. One that we look forward to embracing.

Okay. Okay. So moving on to the proposed stormwater budget, this is a $20.5 million budget for stormwater. And just describing a little bit about our stormwater system, of course, stormwater is storm drains. We have 538 miles of storm drains and servicing at least four different watersheds for our stormwater system. The proposed budget for the stormwater system is all generated primarily, is all generated from the stormwater fee paid by city residents only. It's only a city program.

We did not up that fee, did we?

No, sir. This year it is not increased. Okay. We are doing a rate review of our stormwater system to validate the revenues that we generate and the ability to issue the additional debt needed to complete our, or not complete, but fund our next allocation of capital projects. Clint spoke to that, Assistant City Manager Shuley spoke to that earlier today as well. So the total budget and revenues is $20.5 million, of which $18.6 million is generated from exactly from the fees. The rest of that comes from some interest earnings that we currently have. That is about a the water and sewer system revenues are relatively flat pretty much because it's just based there's no consumption base. It is a flat fee. So it's just only it only changes as we add new properties and new new billable units to that. Expenditure-wise, the proposed budget is, of course, the same, $20.5 million. And of that budget, $8.8 million is for the operating budgets. Operating budgets include the engineering department. Public works is a large portion of that. Again, like water and sewer, since it's an enterprise fund, the budgets include both personnel as well as operating costs, of which a lot of that is capital cost. and that is primarily the public works department with the equipment and different services provided there. Of course, also, too, there is a debt service of 2.9 million. That's an increase of 16.7, which, of course, covers our existing debt. Capital improvement program is $6 million in this coming year. That is a little bit less than what we budgeted for in the current year. but it will be addressing the stormwater capital improvement program. And indirect cost of 623 is the same as the current year. You can see that Pellet Works' budget is the largest operating budget. The largest expense out of the water and sewer, or actually transfer rather, would be the use of the cash-funded portion of the capital improvement program.

When you say cash funded, it goes and it sits in an account until the project starts and the pay apps come in and everything? It's part of our... So what do we do with the interest?

The interest is part of our revenue stream.

That's part of the in-cash... Cash and... Cash accounts interest is part of... Cash and investments.

Those funds, revenues come back into the system. The budgetary-wise... Like $2 million. Yes, roughly $2 million. And that dwindles as we've been spending cash.

Yeah.

And, of course, you know, market fluctuations also impact that. If Jeff wants to add any. You're good. Okay. Moving on to parking system. The proposed parking fund budget is $16.4 million. Just looking a little bit at a summary of our parking system. Of course, the majority of the... parking fund revenue comes from the parking system itself with meters and our parking decks and lots being the largest sources of revenue for our system. That would be parking meters paid, not just the non-moving violations or otherwise known as the parking tickets that...

Yes, sir. Can I go back for just one second?

Of course. Talk to me a little bit about the CIP program. Okay. Well, if you're interested in the capital improvement program, right after this one, we will go through the capital improvement program.

Sounds good. Okay. Does that work?

Okay. All right. Then we can do that. The parking fund revenues is an increase of 28% over the current year. This year reflects the full year of those rate adjustments that were adopted a year ago. So you're seeing that in this current year budget. The other sources is interest earnings. So $479,000 in interest earnings are included in this budget.

And I want to definitely get to Councilman McDowell's question. I wanted Henry to introduce our newest team member with parking. This is an important team member. Elle is doing a great job as we're MOVING FORWARD WITH A LOT OF IMPROVEMENTS AND TO HAVE THAT CUSTOMER-FRIENDLY APPROACH THAT THEY'RE DOING AND TO HAVE ALL OF THE RIGHT PEOPLE AT THE TABLE, WHICH HENRY WAS REMINDING ME WITH PART OF OUR DISCUSSION EARLIER ON HOW WE LANDED WITH SUCH A GREAT HIRE.

Yeah, I'm absolutely excited about Mr. Larry Hall. Larry is our new parking operations administrator. He's going to be working alongside Al in the department. And one of the things that we did once we had the deputy director to transition out of the department through retirement We really re-evaluated that position because we really wanted someone who had the skills and experience in the parking industry and Larry brings actually 18 years of parking experience to the city. Coming to us from Charlotte, North Carolina. He brings a lot of value and industry experience to what we're doing here in the city. So we're truly excited about maximizing our ability in terms of what we're doing in parking. So we're excited about him being on board.

Day one in the budget discussion.

laughter laughter We'll continue on with the parking fund budget. The parking fund budget, the budget is pretty well spread out between operations as well as parking facilities and, of course, debt service as well within the parking fund. The total proposed budget of $7.2 million is for departments. That's an increase of about 11%. Again, as an enterprise fund, this budget does reflect both personnel as well as operating facilities. capital and other operating expenses, debt services at $3 million based on current debt schedules, transfers out, general fund indirect costs remains at the current level of $500,000 in internal service, is same as the current year. The capital funding program is all cash, and it's $2.6 million capital improvement program, which will include improvements to our parking facilities, lighting cameras, and gate replacements, which we're going to go over. We'll touch on a little bit here. Moving on to the proposed capital improvement program, of course I want to make sure we are pointing out the capital program that we're providing to you today is the water and sewer, stormwater and parking. We do not have a general fund capital program for this year. Starting out, the water and sewer capital improvement program is $93 million, of which $32 million is drinking water or water system improvements, and $60 million is the wastewater system improvements. Stormwater improvement, as already mentioned, is $6 million, and parking is $2.6 million.

Is the full $60 million in wastewater for EPA projects?

I think almost every part of the capital project is towards EPA consent.

Some way associated with it.

Yeah, if not directly, indirectly.

Well, Brent, the largest investments this coming year will be some cement line reconditioning, a rehabilitation of existing large diameter pipes that we've found that need, so we're packaging some of that up. And then there's a project downstream of Lake Catherine. We addressed the sewer overflows a few years ago that were occurring in Lake Catherine that pushed that flow downstream, so there's a segment between the treatment plant and where those ended, our hydraulic model shows that we're surcharging. So we're adding a relief sewer. That's about $24 million to make that improvement. That is absolutely tied.

So for like private investment, take the new market rate towers that are going up on Main Street and Assembly Street. All that's paid by the private investor and they tap into our wastewater systems in some form of impact. Yes, sir. That's correct. So they're doing all the infrastructure on site. They are.

And we do get the impact fee that allows us to improve the collection system between that point and the treatment plan and to have the capacity. Thank you. Yes, sir.

Just showing graphically the portion of our budget in the water system, 44% of the proposed capital projects for this year are related to water plant improvements, 25% towards water quality projects, and of course system expansion. You can see that we have quite a bit of projects throughout the city in the proposed water and sewer program. You have a list provided for you. I'm not expecting everybody to be able to read this print from here, but you should have a list available to you as well. And then, of course, the wastewater system, the proposed, 49% of it is system rehabilitation, as some of the things that ACM Sheely has mentioned.

Rehabilitation simply means, what does that mean?

Rehabilitating our lines or projects that will help rehabilitate, as opposed to expansion projects. All right. Thank you, Sheely. Yeah, thank you. Okay. The stormwater program is $6 million, as mentioned, and I realize one of the slides that we have the wrong capital, the stormwater, well, we'll give you an adjusted capital projects. So you have for your reference, you have the correct material in your memo. The stormwater program, $6 million, of which 71% of that is towards, I'm sorry, yes, sir?

The wastewater plant improvement, is that EPA stuff?

That particular project is for...

I can't read it on the screen. Yes, sir.

I'm trying to... It's the...

We also just bid a thickening project that came in about $32.5 million. We had it budgeted at $35 million. We've got some dissolved air flotation thickening process on our solids train that is 1980s vintage equipment in desperate need of replacement. It's not directly tied to consent decree, but it's one of those things if we don't repair and replace, then we will certainly have operational and discharge problems. So, yes, sir, major investment in that infrastructure. So y'all will be seeing that contract for approval at the very beginning of next fiscal year.

How much more capital needs do you need at the wastewater plant over the next several years?

At the plant itself, we've got some dewatering improvements that are necessary. We've got consolidating our disinfection. We're monitoring this perfluorinated substances and what that would mean for dischargers as well. That could be very significant. I think we're looking at probably $100 million worth of investment in the facility over the next five to 10 years. Yes, sir. Yes, sir. Most of our investment that's consent decree driven is collection system, minimize SSOs, those types of things. And that has really paid dividends. The hard rains we had this weekend, I don't think we had a single sanitary sewer overflow. Yes, sir. That's right. Some high levels, but no sanitary sewer overflow. So we were able to handle that.

Yes, sir.

Yes.

There's been some new coverage, and I think I heard it last week, about PFAS.

Yes, sir.

Where are we with that?

So it was in the issue. Yes, sir. Yes, sir. I'll be careful what I'll say. EPA has proposed, and we believe that this will be adopted, to take away some of the The risk threshold and risk in Gen X and some of those compounds will be moved into the unregulated for now category. But the PFOA and PFOS at four part per trillion remains. The deadline of compliance will, I believe, will be extended from 29 to 2031. which is welcome news to folks that are trying to respond. We are moving to a period of pilot testing technologies. We were grateful to get some grant funding from the state to do that. So that is a contract that will be moving forward next fiscal year.

Each state will do that, right? From what I understood, each state will be involved in that?

So the states that have primacy will certainly be involved in regulating the utilities, but our lawsuit is moving forward, and so we're making progress and continuing with the polluters should pay for these and not our rate payers, but that is something that is quite concerning and not reflected in these capital improvement programs. Good.

Moving on to our capital program for parking system improvements 2.6 million and that is the majority of that is going towards parking facilities gate replacements.

Where are we on the on the signage? We talked about the digital signing where people were

I'm not, I can't speak to that directly. I don't know if we have an answer for that or something we can get back to you on that information.

Okay. Mr. Mayor, we have several organizations that we're engaging about that technology, not only for the garage itself, how you have a display which tells you what available space is at the entrance of the garage. We're also looking at a software to where somebody's coming into the city, they can look on a map on the software and it'll tell them where every available parking space is located. So we got a couple of things that we're looking at and assessing in terms of that's the innovation that we're trying to get to as the next phase. But one of the things we're doing right now is the infrastructure work that's actually going on right now, which we're doing at Washington Square and a couple of our other parking nets. And then a phase two is this and then getting into the innovation that you're talking about as another phase. So we are actively engaged in trying to identify that type of technology in our spaces for sure.

As people come into town, knowing what's available so that they can plan where to go and utilize, which hopefully will help our utilization.

Right. Even as a first step, just people pulling up to the garage, knowing what the available spaces are.

And I hope the technology will allow people to see where the free spaces are. Right. Because there are areas, you know, if you're willing to walk around,

cameras, license plate readers.

Yeah, LPR, license plate readers, but also we want to continue to enhance our security cameras, lighting, and our parking structures. There are some areas where we need to make sure it's lit and people feel comfortable, people feel safe parking in our garages, so that's a part of it as well. Thank you. Yes, sir.

Okay, you've made it. I know it has been a lot of good conversation. We want to remind you, of course, of the budget schedule. June 9th, I'm hearing affirmation to move forward with the special revenue budget workshop on that afternoon. So we'll do that and get the materials to you in advance. Then, of course, the budget public hearing will be that evening. Budget... Public hearing and first reading. Second reading June 6th and of course budget implementation is July 1st. With that being said, thank you all very much for your time and engagement and deliberations. And Ms. Wilson, I thank you as well. And of course, this fabulous team. And Stephanie in my office has been a big benefit to being able to get a lot of this material. We have a digital budget book now that hopefully has been helpful to you all in terms of accessibility and being able to get information about our department's budgets. Thank you.

Can I speak? Yes, Ms. Herbert, you may speak.

As I was organizing my budget materials, local government revenue options, the sheet. So there's some that say legal review and like public safety fee, legal review, street light fee, legal review. Are these things that are going on now or do we need to say

THAT'S A GOOD POINT, COUNCILWOMAN. I THINK, YES, WE PUT ON THERE THE ONES THAT WE'RE FOCUSING ON ABOUT THIS VACANCY TAX BECAUSE I FEEL LIKE THERE WAS A LOT OF DISCUSSION AMONGST YOU ABOUT THAT WITH THE POTENTIALLY BLIGHTED PROPERTIES AND THEN WE NOTED ON HERE THE TAX-EXEMPT PROPERTIES, REVISITING THAT AGAIN, AS WELL AS THE P3 AND ANY OTHER, FROM A FINANCING STANDPOINT, OPTIONS LIKE THAT. SO I'M GLAD YOU BROUGHT UP ANY OF THE OTHERS ON HERE, BECAUSE WE WERE GOING TO MOVE FORWARD WITH THE ONES I JUST MENTIONED. I DO THINK, YOU KNOW, I PARTICULARLY LIKE THE PUBLIC WORKS RELATED ONES, LIKE A STREET LIGHT FEE. So is that something the council wants us to pursue? I think we were going to go back and kind of look at everything that might be available. What does that constitute? A street light would be like a monthly service fee for all city parcels for street lights. COVERING THE ELECTRICAL STREET LIGHTING EXPENDITURES. IT CAN BE LIKE $5 PER MONTH. I'M ASKING ABOUT THE WHAT? $5 PER MONTH ON THE WATER SEWER BILL POTENTIALLY IS WHAT WAS OUR WONDERFUL STAFF PROPOSED.

I'VE SEEN ALTERNATIVES BEFORE, BECAUSE ONCE AGAIN, WE'RE JUST GOING BACK TO THE SAME VIEW.

I'M GLAD WE'RE BRINGING IT. THAT'S A GOOD WAY. I WAS JUST WONDERING IF WE NEEDED TO ENDORSE ANY IN PARTICULAR THAT YOU WANT US TO?

I THINK WE NEED TO KNOW WHAT OUR OPTIONS ARE.

AND THAT'S ALONG THE LINES WHAT COUNCILMAN HERBERT BROUGHT. I DON'T KNOW IF I BROUGHT UP THE HYDRANT FEE EARLIER. I DIDN'T REALLY HEAR A LOT OF MOVE THAT UP AT THIS POINT.

THE WHAT?

THE HYDRANT FEE IS CURRENTLY AT $10 PER MONTH OR AT START.

I THINK WE SHOULD PASS IT DOWN TO HIM TO HELP BRING HIS RECOLLECTION.

NO, I REMEMBER. IT'S JUST NOT ON MY PERSONAL Once again, you're going to the same, I don't have many times I've got to say it. I want to make sure that we're looking at resources that aren't always putting it on the same people who already are paying for everything.

Okay. Okay.

There's, you know, impact fees could be considered. The new development not existing. Because we're talking about them all, I think it's a good point.

The disadvantage we have, though, it would be different if we were competitive on a tax standpoint. We're still not competitive with our sister cities. It's hard to go add another fee. We're trying to encourage get rid of these empty parking lots and these abandoned parcels, impact fees. That's a deterrent.

So the public safety fee, though, is of interest?

Yes. I mean, public safety is, look, everything doesn't happen if we don't have a safe city. And public safety is not just police and fire. It's a whole bunch of other folks and a lot of other departments coming together. And when you look at the pull on our resources, I mean, those nonprofits, our police department, our fire department, our public works, our code enforcement, everybody else, I think it's worth exploring.

Thanks for that exercise. Property, vacant property, be in them.

There is just no motivation from those folks to go do something.

And the fee that we have is on vacant buildings. It's not on vacant lots. We have not explored a vacant lot concept yet.

It's the vacant buildings I ride by every day, and I'm like, this is ridiculous.

And right now we have a registry. Yes.

But, I mean, both of them, I mean, are both combined in our 2,100. Residential and non-residential.

There is a difference between residential and non-residential.

If we have the ability to do it, then what does that rate look like? You don't sell for, you know, you get an opportunity to try to sell. If it doesn't happen, then you do it. But, I mean, we've got buildings here that people haven't done anything with or attempted.

Your initial registration is zero for a non-residential. The first year renewal is 100, second year is 500, third year is 1,000. Each year after that is 1,000. Residential starts at zero, goes from 50 to 50 to 500. So every year that you go, it goes up, but again, that's on buildings. Okay. And with regards to technology and innovation, the code enforcement staff and the police department is implementing a new tool to help with vacancy registrations that will provide some additional insights as well, at least with regards to buildings. So that will aid us in terms of evaluating some of this work as well. Thanks, everyone.

I'D LIKE TO MAKE A MOTION TO GO INTO EXECUTIVE SESSION FOR THE DISCUSSION OF NEGOTIATIONS INCIDENT TO THE PROPOSED SALE OF PROPERTY PURSUANT TO 3478-2, 801 BLOSSOM STREET, 816 BLOSSOM STREET, AND ALSO ADDING which we added to the agenda earlier, asked to go in to discuss receipt of legal advice related to a pending, threatened, or potential claim pursuant to 3470 Washington v. City of Columbia.

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