Council - workshop

call the council work session to order on Monday, August 3rd, 2026 at 6 p.m. and ask the city recorder to call the roll.

Council President Briggs. Here. Councilor Barrientos.

Here.

Councilor Blosser.

Here.

Councilor Fitzgerald.

Here.

Councilor Holzapfel.

Here.

Councilor Jantz.

Here.

Councilor Schilling.

Here.

Councilor Shane. Here. Councilor Spivey is excused.

Right. We have one thing on our agenda, the council goals quarterly review. Brian.

I think your slack, so the city council established their goals back in 2020. five. And as part of that goal setting process, the council wanted to have some quarterly reports. Since they are two year goals, we do that every six months. And so it's time for our third quarter report of the two year goal cycle. And so the goals, just as a reminder, are included as Exhibit A. There's a two page document there starting on page four and five of your packets. And then city staff updated kind of the the ongoing work plan document, which is in attachment B. And so we'll have each of our department heads come up and present on the goals that relate to that they've been assigned as kind of leads. And we'll start with our public works department, followed by economic and community development. So we'll invite Jennifer to come up and she provided a little bit of a PowerPoint presentation, which is included in the packet as well as on the screens tonight. So welcome, Jennifer.

17 of your goals fall under are related to the public works department. And so in the interest of time, I do put together the PowerPoint to just kind of summarize these for you. And I tried to give a little more detail in the packet and I'll just give you highlights as we go through today. So since the last time that I reported to you on our goals, we've completed an additional goal and that is the filter upgrade at the water treatment plant. So, or the filter media. And so the media is like, if you think of like rocks of different sizes and different materials that have filtering capabilities and sand, like basically the water runs through this column of media. that picks up some of the larger impurities in the water. And so we've swapped that out. It's a different makeup than there was before, which is more efficient. And so I just want to give you accurate numbers. This is a report from one of our water treatment plant operators. He said after several months of ripening, so giving the media a chance to sort of like seasoning a pan, okay, getting it ripened, the new filters have increased our filter run times from 48 hours to 80 hours. So instead of having to do a backwash every 48 hours, Now we only have to do it every 80 hours. So that's a huge improvement in efficiency. This is a great project to get done. Let's see here. So ones that we've been working on, and these are ones that we were working on before and we're still working on. So I'll try to give you brief updates on where we are. with each of them. We are still working on getting our water storage rights permit for the expansion of Mercer Reservoir. This has been an incredibly slow process. There are two reports that needed to be filed. One is called the bypass report which is related to how much water we have to will be required to bypass from the new dam in order to preserve aquatic habitat below and the other is called the mitigation report which is what we will do to mitigate for both riparian so land along the stream and also land up by the new reservoir that will be inundated so we're trying to um we have to get sign off from the agencies about what our plan is for these processes and that has just been really very slow the mitigation excuse me the bypass plan has been submitted to odf once they came back to us with comments and we have responded to those comments and it's now back in odf and w's court uh the mitigation plan uh we've had a lot of the uh studies and field work done for that there's more that remains to be done uh but we need further guidance from dsl before we can do that and we're just i'm having a hard time getting a response from them the third uh The third thing that we need to do is not necessarily a report, but we want to make sure that we engage with ODF&W on the topic of fish passage before we design the dam. We want to make sure that what we design is actually going to be allowed and permitted by them. And so we are in the early stages of engaging with ODF and W just to start having those conversations about what we have a proposal, we know what we want to do and making sure that that will actually pass muster once it comes time to approving the dam.

Yes, sir. Is the red tape minefield that you're navigating purely state or is some of it federal?

This one has been purely state. Identifying and securing funding for Mercer Dam also in progress and will continue to be in progress, but one thing that is a promising source of funding that I'm working on with Jacobs, our consultant, is trying to prepare for an initial meeting with EPA, so that would be federal funding, for a... Let's see here. for a WIFIA loan, which is Water Infrastructure Finance and Innovation Act. And for a community our size, this type of loan, if approved and granted to us, could finance up to 80% of the dam's construction costs, which would be very helpful. Yes, it would be. So that application is fairly involved. We want to have a meeting with EPA first to make sure that when we make that application that it's going to be complete, thorough, and likely to be approved. So we're in the opening stages of that. the transportation system plan. Our city planner, Jess Ballou, has been taking the lead on that with ODOT. You were all in that meeting a week or two ago. Phase two of Lock Rail Node Sewer project that is in design this year. We needed to get a survey done and wetlands delineations for that area. And so those are currently underway as part of the design phase. sewer master plan so the which is more of a more of an update to our master plan rather than an entire overhaul of the master plan part one of that is done which is um related to um related to treatment but we um the distribution part or the yeah i guess the yeah, the distribution, the pipes and things that carry the stuff to the plant. We needed to pause on that because we just didn't have good data for the amount of basically seepage that is coming into our pipes in high water, excuse me, in high rain events. we get like the flows to the plant increase significantly when we have heavy storms. And so we really need to get a handle on that to be able to plan appropriately within the plan. The new Public Works building is coming along. The building will be completed August 12th. During the month of September, that will be the completion of the site work around the building as well as delivery and installation of the furniture in there with all of the staff moving in and functioning out of the Public Works building in October. So we're seeing the light at the end of that project, which is exciting. This year we are working on design for the James Howe Road water storage reservoir. Just signed a contract with Keller to continue that design process. And then this is the year we update the Parks Master Plan. This was in your goals, but was a capital improvement project for this fiscal year. So didn't get started on it last year because we didn't budget for it until this year. So I'll be writing the RFQ for that and engaging with a consultant for our Parks Master Plan. Ongoing connecting the trail system. This is an ongoing effort. We completed preliminary design for the Kingsborough section of the trail. We are in the early stages of building what we're calling Mill Section Mini. This is the section of the trail that'll run behind the public workshops and also storage depot. They're doing an expansion there and so it made sense for us to get our trail in before there are buildings that we'd have to work around or pour concrete over. They've been great to work with over there. We continue to increase promotion of recreation opportunities. The third activity, third annual activities guide came out this year. We utilize peach tree to to advertise our summer offerings directly to school children and their families. And we're increasing the breadth of recreation opportunities. We added a new camp this year. In addition to our sports camps, we did nature camp at the Arboretum, which got really great reviews and I think will be a great offering into the future. A couple of things. So goal 3.2, completing the design for Mercer Dam, I know is one thing that you hoped would get accomplished within this two year goal planning period, goal setting plan period. I don't think that that's going to happen. And that's just because we don't have those studies done that we need to have determined and decided on before we actually design a dam.

Jennifer, is there anything we can do to help with this process?

Yes. And well, I should say, I should say Brian is working on that and we've talked to our representative and we're working with her to reach out to the agencies to see if we can you know, get them to respond faster. It's not just a slow response, but it's that they keep changing the target. When they do respond, they keep changing the target. So to work with all the agencies involved, to get them to agree to here's what you need to produce and not change it and respond to us. So we are trying to get them

together with represent you're very well aware of this but every year we delay it costs us in the cost of inflation and that's you know millions and millions of dollars and i think we've been working on this for six years so if there's anything we can do you know sounds like the biggest thing is the fact that they keep moving the goal posts is newport running into the same issues

different.

Yeah, they're dealing with different issues. They're dealing with soil. They still have to do the same studies and stuff for the state, don't they?

They have to do some of the same studies. So our real challenge has been with the regulatory agencies, again, moving the goalposts, right? Saying, hey, we've met with them on multiple occasions and said, tell us everything that needs to get done in order to get the storage permit approved. And they say, all right, this is what you need to do, A, B, and C. And we say, is that all? We turn in A, B, and C, we're done? And

And the next time you meet, it's, oh, by the way. Right.

Then we turn in ABC and they give us DEF. They don't tell us to do DEF until the period to actually complete the work is just finished as well, which has also been a matter of frustration. So the meeting that we're assembling with the state agencies and with our state representative is to sit down and really say, this is the framework. These are all the studies and things that need to get done in order for the impoundment permit to be issued and the construction permits to be issued. That is our goal. So that way, no matter who's, you know, in the Capitol building, agency heads change from time to time, the framework doesn't change, right? We check all the boxes, we get it done. So that's our goal with the meeting that we're assembling right now. on the subject of funding um I know we haven't been doing it very long but what have we saved up so far I think in this fiscal year were is it seven and a half million dollars four and a half five it's yeah yeah somewhere in the five to seven million dollars I think better than I expected yeah good well yeah that's yeah but you know if you're looking at a you know 75 80 and 90 million dollar project by the time it gets construction. We're gonna have you know, well over 10 million dollars set aside Which will get us a long way way a long ways ahead As far as meeting our 20% obligation if we can get the 80% from the wikia program So we're doing everything right on the funding right now to minimize the impact the the ratepayers When we get to funding this project

And lastly, I just wanted to bring your attention to this. One of your goals was to update the stormwater master plan. And so as I looked at it, our current stormwater master plan dates back to 2016. So it's 10 years old, but it's also only 10 years old. Master plan should really guide us up until 20 years or even beyond. And I spoke with our consultants at Jacobs, and I said, from your perspective, is there a reason for us to undertake this? Our community, there haven't been um really big changes in our community structure the factors that we would um that we would look at when developing a stormwater master plan um it's any master plan update or writing from new is is expensive and takes a long time and for that that reason um I've chosen not to pursue it I don't think capital projects um that we're going to be dealing with in the immediate future

We have a few that we do and target each year. I can't recall what's in the plan for this year. One of the reasons why we haven't seen a lot of the projects get completed was because when we adopted the master plan initially, there was an escalating rate increase. And we adopted the first fee, so phase one of that, and then we sat on that. And we didn't ever have it grow to where it needed to be. So for the first, I would say, four or five years of the master plan, the funding wasn't keeping pace with what we thought it would need to be. And so in 2019, 2020, when we realized that that should have been escalating since 2016, we implemented the escalator on that. And so we're now collecting what we need to on the stormwater master plan, consistent with the stormwater master plan to be able to do those projects. So we're playing a little bit of catch up, which is why we haven't done the projects to get to the point of needing to update the master plan. So that's a piece of this as well. But yes, there are stormwater master plan projects that make their way into the capital improvement plan and those do get completed. It's just been slower than what normally would happen because of that funding.

And that's my update. Thank you.

thank you jennifer so next we'll have charlie mitchell for economic and community development followed by our police chief jerry mott uh mayor and council i don't have a powerpoint i don't think jerry does either i don't think you do either brian right jennifer's the only one gold star um So I think you're pretty familiar with all of the objectives and goals related to my department, and I'll kind of walk through those. So the first one is adopt the Locker RealNode master plan. You all adopted that. It's been over a year now, May of 2025. So that one's completed. The next one relates to, excuse me, the 791 main street building and i think you're aware of kind of where we are with that we were in an exclusive negotiation agreement with a developer for a while that sort of ran its course the developer determined that the project didn't really pencil for them and so we're in the process of still trying to try to identify a development partner for that site that's kind of around with that 2.3 is kind of an ongoing goal or objective, and it states to attract new businesses to Dallas. And so there's a list there of some of the ones that we're aware of or working with, as well as some that are, whether they're a new business or whether they're an expansion of an existing business. In addition to the ones that are listed here, there's some others that we're pretty involved in as well. kind of the resell or redevelopment of the Mack Metals building, the former Main Street Emporium, I'm sorry, the Main Street Antique Mall, or Dallas Antique Mall, whatever it was called, working with that building owner on identifying tenants for that building, also the former Red Clover building. In South Dallas industrial areas, we're trying to identify some property owners that are willing to work with us for future industrial development. We've also contracted with a national firm that will identify leads for us. And as you'll hear more next time we meet later in August, um, we're working with our, the ADC, the economic development commission on updating, revising, rewriting the, um, economic development strategy that's now five years old and is due for revision. So that'll shape a lot of kind of what our priorities are going into the next, uh, cycle three to five years down the road. There's a couple, um, things on this list that are related to, as Jennifer mentioned, the revision of the transportation system plan of the TSP. And we're kind of on hold until that gets done. And 2.4 is one of those. And so the rezoning for the lock rail node really needs to wait until The TSP is done so that we know how that's going to affect the land use in that area so that they're kind of a domino effect and ripple effect of things that need to happen. So on the next page, 2.5, business friendly environment to support development of local economy. Again, it's an ongoing in progress sort of an item that isn't really ever done. There's one example there of something that we've accomplished that you're all aware of because it came to you in the last cycle. 2.6 is related to the mills.

Before you get away from that, one of the main reasons for that change that we did regarding fitness gyms was at the behest of Harvest CrossFit. They were one of the ones that were very eager to have that done. Do you know if they have any concrete plans to relocate in the near future?

So they're still into it. Last I heard, they got two years to go on their lease. So that's kind of their planning horizon at this point.

I spoke with Devin. He said that they're working with the developer for something out on Sky's the Limit.

But if they've got two years to go in their lease, it's not going to happen tomorrow. Okay. I just wondered if anything going on.

It's still in the works. And again, they were supporters of that action. They weren't the primary driver. They were a supporter. There was another business that's already relocated that was the primary driver for that one. 2.6 is the mill site. The specific goal is to develop and adopt the mill site development plan, which was done, again, a little over a year ago. We're still working jointly with Public Works to identify next steps on the Ash Creek portion of the project. As you know, it's kind of like the dam. It's big, it's complex, and it's expensive.

That Ash Creek, yeah, it's all of those things. Is that like a critical path domino that's got to fall before anything really can get redeveloped?

That's part of what we're trying to determine at this point. Certainly for the entire site, yes, but we're trying to work with the property owner to see if there's some path forward to maybe develop the northern part of the site. with some likely projects. But in order to do that, there needs to be some things that the property owner needs to do. And we haven't really got to that point yet. We have met with the two adjacent property owners on the east and west of the mill site as it relates to Ash Creek, just to kind of let them know kind of what our plan is. And we've drafted an MOU that's gone out to them that essentially says, we're all gonna try to work together to solve this problem. Nobody's putting any cash on the table at this point though. So that's the end of that. Goal two. So goal four is related to welcoming community and the objectives there. 4.1 is attracting businesses to support recreational tourism. The relevant activity there is we've received a grant from travel oregon we're going to be working with a consultant that's going to really focus on promoting the wine industry in the dallas polk county area and see if we can generate some more momentum through that activity we've gotten three of the local wineries that are really on board with that with that project that supported that grant there'll be a number of videos and different kinds of media that's going to really hopefully shine a light on that part of our economy Next is partner with local and regional organizations to promote tourism in Dallas. Again, it's an ongoing kind of an activity. We're continuing our relationship with our main consultant, which is Alta Media. And it's, again, these 4.1 and 4.3 are related. 4.3 is more broad. 4.1 is really focused at this time on the kind of the wine industry. So again, it's an ongoing thing. We're investing those transient lodging taxes, um, into these, uh, these activities with the chamber, uh, providing the lead with the visitor center and with, uh, alter media. Goal five, recreation activities. We've completed 5.3, which is support. We've kind of, as you know, we've really gotten out of the business directly as the city of um handling events ourselves we're empowering and investing in other organizations to do that on the community's behalf the one thing that we did get involved in this year that was new some of you may have been aware it was recently on the front page of the polk io was the this new motorcycle event show that was downtown and we were directly involved in sort of accepting that and facilitating that and kind of making that happen getting out of the way in some ways to allow that to happen. And it sounds like they were very happy with that experience and we expect them to be back in subsequent years. 5.6, again, this is, like I said before, there was another activity that was sort of on hold waiting for something else to happen. And this one's related to the parks master plan. And so we can't really complete this code revision until the parks master plan is complete. So that needs to happen first. And then as you can see the timeline there, we can get moving on that once that kind of domino falls.

So that's about it. And about Ace Hardware, my sense is that they're somewhat behind schedule. Yeah. So where does that stand?

Their initial schedule was, I think, overly ambitious, in my opinion. They're working through the progress. They're getting their permits. They don't seem to be as aggressive as they initially seem to be. But as far as I'm aware, there aren't any real issues. There are certainly no issues on our end that we're not holding them up. I think... My opinion of what's happening here is this is a Midwest-based company that's owning these stores out west, and this is the first store in Oregon that they've ever done. I think they might be stretched a little thin because they've taken on a lot of new stores that they're opening, and so they're kind of scattered a little bit, I think. I'm confident that it's going to be a quality store and it's going to be well run and well managed. But I think internally they have to get their own priorities kind of sorted out a little bit.

Charlie, on 2.2, we're talking about 791 Main Street. So last time we talked about there, there was a plan for some type of motel, hotel. Is that what lapsed? Is that what you're saying here?

You're right that that was our initial vision for the site was four or five or three or four stories of lodging above ground floor commercial. We kind of pivoted from that to sort of the fallback scenario vision, which was residential above commercial. And that has been the sole focus since then. And that was the sole focus of this developer as well. Unfortunately, the lodging option is essentially off the table at the moment. There just isn't a market appetite for that that we can identify.

fairly extensive presentation that we were given. And the bottom line seemed to be that it just isn't likely to pencil out as a hotel in terms of being, in terms of the numbers lining up so that someone would want to build it.

Yeah. And then the scenario financially, the scenario is similar for both products, actually, in terms of kind of return on investment.

Occupancy rates and things like that. Yeah.

Yeah.

It says staff are actively seeking a new development partner. So do you have someone in the batter's box? Or do you have a group of partners? Or do you mean, hey, we're just... Kind of looking.

So we're continuing to work with our primary consultant that we've had throughout this entire project. And we currently have somebody in the batter's box and maybe in the still in the dugout. I don't know. But they've they've been to the community at least once. They spent several days tour in the community. They haven't walked away yet. So we're still courting them.

This is really key because a lot of constituents are talking to me. It's like, hey, we have this piece of land. What's going there? And it's just sitting empty for a long time.

Yeah.

I think we all get those questions, don't we all? Yeah.

One of the consistent messages we got from the developer that we were last working with is, Great project, just wrong time. Just the general state of the economy and the uncertainty and the element of risk is just not allowing the project from their perspective to move forward at this time. Essentially, the word was, you know, if we were looking to do this project in 2019, it probably would have gotten done. But this is not 2019, and so we have a different deck that we're shuffling. So we're going to continue to pursue it, but we may have to ultimately play a larger role as the city in terms of partnering on the investment side. But we'll see what that looks like.

Just rates is a stumbling block and part of it, construction loans.

I think that's one of many factors that is weighing in. There's just the lending community in general is not as aggressive as it was. Building materials are expensive. There's a lot of uncertainty in the economy right now.

Yeah, the COVID world looks very different than it used to. It does, yes. Yeah.

Just to step out there, interest rates aren't going to come down. Cost to construct went up by about 58% since 2019. So With interest rates where they're at, yes, it's hard. And then the banks have tied it up that you're going to need to put 60% down minimum, between 60% and 70% cash up front. So it's a 30% to 40% loan max. That's hard to swallow.

Not nice, but there it is.

So if I'll go out on a limb, Charlie mentioned that either city needs to get involved and become more. I'm not a big. I won't get on that bandwagon. I think we're in the time of wait for five to six years. And we just have to tell our constituents that it's going to be five to six years until wages catch up to the cost of construction.

So how is AutoZone doing it?

mean they're putting up a brand new building they tore it down and they're building a new one they're also doing a cmu block building with nothing in it and it's a straight it's a straight retail business not a lodging or anything different different formulas different numbers something

Crazy.

But do you want downtown? I mean, yes, it's a conversation that we as a city council in January, February should have. And the reason I say January, February, that's goal setting time for the next two years.

If we get reelected, their goal setting is going to be a little before then the goal is to get done before the end of the calendar year.

So, well, somebody's going to deal with it, whether it's us or somebody else, somebody is going to have to deal. Yeah.

No, there's new counselors coming on potentially. Questions for Charlie and his department?

All right. Thank you, Charlie. Thank you. All right. We'll now have our police chief, Jerry Mott, come up and talk about his goals related to his department.

Good afternoon. Charlie ruined my surprise. I do not have a PowerPoint. So just a few of the goals, uh, secure funding, complete, uh, design, build a new police station. We all know how that went. Um, there's some really good progress being made on this construction is going on this in the old itemizer building to relocate. So y'all staff to that and the city's contractor, the AC and co architecture developed conceptual design, converting city hall to a police department that works going well. And it's ongoing. Council has approved funding for the project and that's an in-progress goal for us. Next one, conduct community education outreach on police station bond measure. This presumes a future bond measure is the direction the council chooses as most appropriate. That's been removed as a goal. One four, improve public outreach with community organizations to support community disaster preparedness. This shows us in progress, but really it's ongoing maintenance. We continue to engage with HOAs and similar groups to discuss preparedness strengths, weaknesses, and resources. We work hard to promote our notification system, emergency notification system. We've developed robust evacuation points and work with the groups to help them understand where they can get that information in the event of an emergency. 1.6, increased community-led crime prevention efforts and neighborhood outreach, community partners. This is another one. It's in maintenance. We work with groups constantly. We go to HOA and community club events, try to promote new neighborhood watch groups if people are willing outside of those existing clubs. We engage social media to try to promote our SCRAM program, other crime prevention activities that we do that the community can help us with. That's it for me. Does anybody have any questions?

Just about the scram program, how many buildings in town have security cameras that either you've already got access to or that potentially could be?

I don't know the number. We don't access the security cameras. It's just a list of people we call and we say, hey, we had this event happen near you. Could you check your cameras and get back to us? It's not scrams. It's completely filtered by the owners of the camera, not used by police directly because we don't want to be looking into people's lives.

So it's really more like a registry that you have so you know who to call in case something happens in a particular place.

So if a crime were to happen near my house, people would know I have cameras, so they'd call me and say, hey, did your cameras pick anything up?

That's a big part of the SCRAM program is the residences, not the businesses.

Residences have proven to be the most valuable.

Right. I was just trying to get a sense of how is the wrong term, but how much market penetration is, you know, in terms of, of, uh, like, is it one house in 51 in 20? Um, is it concentrated more in particular parts of town? That's kind of the thing I was getting at.

Fairly diverse in location. I couldn't tell you a ratio. I couldn't tell you a ratio of cameras to houses or, or, enrolled persons to camera owners either so um we just always are trying to collect more material difference I mean has it have there been cases which really made a difference for you so far yes uh that program early on helped solve a robbery um it does make a difference it's passive it's no cost for us um and it's no no more lift for the folks in our community right

Anything else? Chief Mott? The next two goals were led through the city manager's office, so I'll take those. The first one was under goal number three, and the objective was to, this was kind of your lowest priority, but it was one of the first things we actually completed because the funding was there and the plan was already put in place. It was to kind of perform a space planning analysis in city hall to inform some renovation recommendations. So that got completed early on. The interesting part is we're not using that plan because now we're moving city hall employees over to the IO. The good thing though was the company that did it was AC and Company. It was the same company that did the police design work for this building. So they had a leg up in terms of one, their proposal when we went through the procurement process for the police station redesign here. But also they had a lot of work already completed. So it made it for a less expensive project when They did the police design in this building. So that was good. That was completed. And that was using some of the ARPA funds that we had at the time. The next goal is the under welcoming community and it is the 2045 community vision. So the council is aware that they just went through a conversation with this and we're moving forward. We have, we're at the point now where we're starting to put together the RFP to solicit a consultant to help us lead that work. um and so we'll get into that uh probably really in the engagement piece with the public by the end of the calendar year the end of the goal period so um yeah those are the two goals that we're working on um and getting them completed so one done the other one's in progress any questions all right we'll wrap up with um our fire chief chief wallace we often talk about the goals related to her department

our goal number one was community safety ensure a safe responsive and reliable public safety system for a growing community through investment in infrastructure community outreach and disaster preparedness so 1.3 is the plan for future needs of fire response with projected community growth with projected community growth increased height the buildings access updates to training and fire codes. This is something that's going to probably be always in progress, depending on the changing needs of our Community, we do take every opportunity to. tour the new construction phases that are happening in town. So our staff are aware of the just the current developments, the heights, the access, that type of thing. We're working with Polk County Fire District number one with a contract for their fire marshal. We're looking at extending. They start with in the development phase in our community review or development review. We're going to have his contract actually extend so he'll be part of that project from start to finish. So we'll maintain consistency throughout the project with the fire marshal. We also have, if you've noticed, on the south side of our fire department, we have a new training structure that we received about a month ago now, which helps our firefighters train in a simulated structure with a varying pitch of the roof, access into a building for search and rescue and different types of aerial ops. They've been able to utilize our ladder truck and work through Rope Rescue for that as well. That's pretty much all that I have for that goal. We have been very busy. All right, thank you.

So just to summarize for the council, all of the goals, so the four goals you had, 34 objectives. And so throughout the goal period so far, we've completed, as your staff, nine kind of one-time, I'd call them one-time goals, right? Those goals that weren't on a continuous nature, but were something that needed to be completed, like the Lock Rail Node Master Plan, as an example. So nine goals have been, nine objectives have been completed. Seven have been... I would call completed, but are like continuous efforts. So 16 of those in total, like a one-time and continuous projects that have been completed. We have 12 that are currently in progress. We've made good work towards them, but there's still work yet to do. And then five that were either not completed or have been pulled from the goals because like the stormwater master plan is an example. um or the the police station bond as an example so um i think we're doing really good uh grateful for the staff that we have and the departments that and the leaders of our departments that are taking on these tasks of getting the goals uh worked on and completed so thank you have a good team that's working on the goals for even getting some good work done so that's it questions for staff anything else all right we'll adjourn the