County Council - Regular Meeting

for which stands one nation, under God, indivisible, with liberty and justice for all. Are we holding up?

Okay. We're waiting for the recording to get up and running.

Thank you.

All set? Okay. We'll catch up. Roll call, please, Ed.

Mr. Bogal. Present. Mr. Langan. Present. Mr. Mogul. Here. Piper.

Here.

Mr. Wyatt. Present.

Mr.

Chance. Yes. Mr. Hughes. Here. Mr. Freeman. Here.

Marissa, was the agenda posted? Yes. want to make a slight amendment before we approve the agenda so that we can, right after the approval agenda, we'll take up the additional appropriation for the courts, the probation officers. That's agreeable. I'd entertain a motion to approve the agenda with that addition.

I'll move to approve as amended.

I'll second. Motion by Jessa, second by Dan. Roll call, please.

Yes. Yes. Yes. Yes. Yes. Yes. Yes. Yes.

Yes. Yes. Okay. Under appropriations, the first appropriation, if you would read that one, please. Reports.

In County General 138 courts, 123-101 probation officer 23, 6,434. 125-101 probation officer 25, 3,443. 127-101 probation officer 27, 2,783. 159-101 probation officer 59, 2,802. 160-101, probation officer 60. 5,470. 161-101, probation officer 61. 2,964. 169-101, probation officer 69. 3,210. 192-101, probation officer 92. 2,556, 171 FICA, 2,269.14, 172 PERF, 3,322.14 for a total of 35,253.28. Move to approve. Second. Motion by Jessica, second by Dan. Jeff.

Morning, counsel. Jeff Hansard, Chief Probation Officer. I'm here on behalf of courts to request this appropriation. Judge Calhoun did intend to be here. However, as we all know, court schedules are pretty tight, so she could not make it. Seeking appropriation for these certain probation officer lines for the 2026 budget when we were in budget hearings in 2025. Through inadvertence, these probation officers lines were not funded. adequately for this calendar year. That is due to the fact that when probation officers hit certain years of service markers during the course of the year, they do go into another pay cohort. And that's why there's these certain individuals here that were not funded properly for 2026. So here today seeking additional appropriation to properly fund those lines out through the remainder of the year.

Okay. And then you've also given us the 2027. Yes.

Uh, after finance last week, I did, uh, provide a copy of the 2027 Indiana probation officer salary schedule to, um, Mr. Mochel and, uh, Mr. Whitehead, uh, just to inform the council for 2027, the state of Indiana has all has 50, frozen probation officers salaries at their current rate for 2027. So this is actually the second year in a row that once you're in a years of service cohort, those salaries will not change for 2027. So there's no COLA increases in those.

Questions? How did it get missed in the first place?

Good question. I think it was just an honest mistake when our previous court administrator separated from employment a couple months ago. She informed myself and Presiding Judge Calhoun that we need to go back to council for this appropriation. It's the first time in my memory of 16 years or so employment with the county that's happened, so would not anticipate that happening again.

With the changes in the courts and the administrator level, obviously there's concern for next budget that we've got, you know, there's going to be some gaps. Do you not do the submission for that, for probation?

Yeah, typically the court administrator handles all budget-related matters for the courts, of which probation is a part of that. So in my role, I work with the court administrator on that, but that main point of contact for the courts with the budget submission and the budget hearings, the court administrator handles the lion's share of those efforts.

What's the process to avoid something like years of service or in the prosecutor's office where there's the years of service components and what have you. What processes do we have from a payroll perspective to avoid this for budget time?

Do we have something specific that... Yeah, so kind of an interesting piece is that throughout the calendar year, I do have probation officers that go into a new cohort and get a pay increase. So we're going to... Do they get paid on anniversary date or do they get paid... Yeah, so it's their date of hire. So, you know, that could be... For some, it's January 1st because they were hired.

So you preemptively have to budget those numbers?

We do. So those have to be calculated out. So, you know, we have obviously spreadsheets and different mechanisms for that. But and then the PIs have to be submitted during the pay period. for which that triggers um you know instead of just front loading all the pi requests at the beginning of the year for the whole year we do wait until they kind of hit those years of service so there's a lot of moving pieces to it just to kind of kind of manage that um

Yeah, it seems like a perfect example of a process that needs to be written on paper and followed year after year for whomever. I mean, if you're going to have a new administrator, it's going to be another situation that they may not know. So we need those things documented, you know.

Right. Other questions? And again, this is the state mandates the salaries, but they're paid out of a county general fund. So this is an additional appropriation out of County General for the $35,253.28. Roll call, please.

Ms. Flanagan?

Yes.

Mr. Wyhead? Yes. Ms. Piper?

Yes.

Mr. Mogul? Yes. Mr. Buckell?

Yes.

Ms. Gantz?

Yes.

Ms. Hughes? Yes.

Thank you, Jeff. Thank you. Cool. Go back to the, we have three sets of minutes, February 24th, March 31st, April 28th. How did you wish to proceed?

I would like to separate them. The first two are tabled, so I'd make a motion to untable the February 24th council meeting minutes. Second.

Motion by Eugene, second by Brad. Roll call on untabling February 24th council minutes.

Ms. Flanagan. Yes. Ms. Wyand. Yes. Mr. Mogul. Yes. Ms. Bucow. Yes. Ms. Piper. Yes. Mr. Kantz. Yes.

Ms. Hughes. Yes. Okay. Comments on February 24th. Council minutes. Yes.

The minutes that we attempted to approve at that meeting were from December 16th, January 6th, and January 27th. The December 16th minutes and the January 6th minutes in our February 24th minutes show that we untabled them. However, after reviewing the meeting, we did not And then we approved them. I'd like for the minutes to reflect that we did not untable those. We just approved them. So that way it's an accurate report from our February 24th meeting. Okay. Beyond that correction or amendment, I think the rest of the February 24th meeting minutes are okay.

That's a motion to amend the February 24th minutes as they have been presented. Is that correct? Correct. Is there a second? Second. Motion by Eugene, second by Jessica to amend the February 24th council meeting minutes to reflect that those prior minutes were not untabled. They were simply approved. Roll call, please.

Miss Flangen? Yes. Mr. Wyhead? Yes. Mr. Mogul? Yes.

Mr. Bucow?

Yes. Miss Piper? Yes. Mr. Cance?

Yes. Miss Hughes? Yes. Okay, now I need a motion to approve the February 24th minutes as amended. So moved. Second. Motion by Eugene, second by Dan. Further discussion? Roll call, please. Miss Flangen? Yes. Mr. Wyhead?

Yes.

Mr. Moekel? Yes. Mr. Bookout?

Yes.

Mr. Piper? Yes. Mr. Kantz? Yes. Mr. Hughes? Yes. Moving on, we need to remove the March 31st council meeting minutes from the table. So moved. Second. Motion by Dan, second by Eugene. Roll call, please. Mr. Flanagan? Yes. Mr. Wyhead?

Yes. Mr. Moekel? Yes. Mr. Bookout?

Yes.

Mr. Piper?

Yes.

Mr. Cance? Yes.

Mr. Hughes? Yes. I need a motion to approve March 31st meeting minutes.

Let's make a motion.

Motion by Dan. I'll second. Second by Jessica. Any comments or questions on these minutes? Roll call, please. Mr. Flanagan? Yes. Mr. Wyatt?

Yes. Mr. Mogul? Yes. Mr. Bookout? Yes. Mr. Piper?

Yes.

Mr. Cance?

Abstain.

Choose yes.

Moving on approval of the April twenty-eighth Council meeting minutes. Motion to approve second motion by Dan second by Jessica any comments or questions.

Yes Mr. President I would suggest that we table these for further review. I've seen it an issue that I think we need to discuss a little more regarding the way that the roll calls are recorded on here where it just says motion carried and no vote totals are taken.

Okay. Is that a motion to table? That is a motion to table, please.

I'll second.

Motion by Eugene to table the April 28th council meeting minutes, second by Jessica. Roll call, please.

Ms. Plankin? Yes. Ms. Wyhead? Yes. Mr. Moco? Yes. Mr. Bookout? Yes. Ms. Piper?

Yes.

Mr. Kantz? Yes. Ms. Hughes? Yes.

Thank you. Moving on to transfer and appropriation agenda.

Bill on appropriations outside of county general, 1,200 supplemental public defenders, 550 other capital outlays, 3,500 for a total of 3,500. Move to approve.

Second. Motion by Jessica, second by Dan. Good morning, Shelly.

Good morning. This, Shelly Harvey, Office Administrator, Public Defender's Office. We are hoping to purchase a storage container to put out at the Justice Center near the clerk's storage container. We are currently paying $193 month for a storage unit and the quotes that I have received that I received when I started this process were for between eighteen hundred and twenty three hundred for a storage container and I'm going to have to, of course, get those re-quoted because with gas prices going up, I assume that because that's a delivered cost, I assume that that has gone up. And I also need to get some quotes on how to move the files from our storage unit to the storage container. We may have to hire a moving company. I was hoping that was something Community Corrections could help us out with, but they are no longer able to. So, right now I'm asking for the appropriation so I can get the logistics down, but just to know that I have the money. We have files in our storage unit that are up to 20-some years old that we access our storage unit perhaps once a year. Maybe twice, but sometimes not at all. But the state file retention schedule says that anything between a level five felony and a murder, we must retain the file forever or until we can confirm that that defendant is deceased. And that would be thousands and thousands and thousands of files for us to go through to try to do that. So we're asking for the money to get the ball rolling. The commissioners have already given us permission to place it out there. So we're just wanting to get them moved as quickly as we can. If it takes a couple months, two or three months, it takes a couple, two or three months.

This is an allowed expenditure of supplemental funds?

Yes, yes. This is a very, this is an example of what they would like us to spend our supplemental funds on. These one-time expenses that come up that allow us to not have to ask for county general funds to be able to accomplish kind of a big task.

Does it also prove that they could be digitized?

It be absolutely could be digitized if we somebody from our office would have to sit out there or however, they're the logistic of that. I don't know if somebody would have to go out there and digitize them. We would have somebody from our office would have to be there.

Well, we would need storage. Doesn't the recorder's office, they've bought that fancy scanner that can do high-speed digitization of records?

Yes, and if we were to do that, we would never get a case through the court system because that's all we would be doing is digitizing unless we –

Find some interns or something like that.

Yes, it is. That is a huge, huge undertaking. Of course, from now on out, everything is digital. And these, like I said, some of these files are only seven, eight years. We have file cabinets. Imagine a box. We have file cabinets down one wall. We have file cabinets down the center of that box. We have file cabinets down the end wall.

In 20 years, it's going to be worse. We have to figure out a way to digitize records eventually.

There are no files anymore. That's the thing. They're all digital.

They are. What were you referring to?

Old files.

Right. That's what I mean.

Old files. From now on, we won't have to worry about this, but we have to store those old files forever.

Okay, and digitize them to the right.

Yes. I mean, theoretically, yes. But and then we have boxes floor to ceiling and then floor to ceiling on top of the file cabinets.

As we're looking at, you know, buying storage or our on-site storage for how much we have to buy for sand and other things, or whether we go to Office 365 or we go to Google or whatever the case may be, that storage requirement needs to be taken into account. And if that supplemental fund could be used to help fund some of that, it's just an idea that we should throw on the table as we're talking about that future potential project. So, thanks.

This is a one-time cost. We're going to own that box? Correct.

Other questions? Does the box need to be heated or cooled?

It is windproof and waterproof. And these boxes, I hate to say, some of them are smashed because they've been stacked so long. We don't anticipate ever having to access these files again, so no. We are at this point not planning on any kind of air system or anything.

Other questions? Roll call, please.

Ms. Plankin?

Yes.

Ms. Wyhead? Yes. Ms. Piper?

Yes.

Ms. Mochel? Yes. Mr. Pugout?

Yes.

Mr. Kantz? Yes. Mr. Hughes?

Yes. Thank you for your time.

1176, MBH.

535, Machinery, $54,983.72 for a total of $54,983.72. So to approve. Second.

Motion by Jessica, second by Dan. Good morning, Carrie. Good morning, Tom.

Good morning. Carrie Dye, County Highway. So on March 13th, the county had an auction out at the highway, and we sold some equipment, and it was $54,983.72. With that, we would like... to purchase a mower max tractor. We did go to DCRC and they have agreed to supplement the funding. The total cost is $322,402.34. So with your approval of the $54,000, then DCRC would pay for $267,418.62.

What does this equipment do?

It's like the mowers we have that we put out that cuts the brush. So it's going to have a 26-foot boom on it. It'll have a rotary head that will mulch the trees down and trees back. It's also got a mower deck where we can actually mow ditch lines. It's just going to be able to do a large variety of things dealing with cutting brush back, areas back,

That's being used full-time, you think?

Yeah, so we will use this full-time. So we will have two operators that will be trained on this. This company is going to send professionals here to train two operators. It will be ran year-round. It's heated and everything. It's got air conditioning. It is heated. we currently are running two tractors right now that are i think once in 1990 and maybe the other one is 86 or 87 and we're keeping them together with band-aids okay but we'll continue to put those out i mean we can keep them out but this this right here is going to be a game changer i mean it's huge um We check with a lot of places, the toll road in northern Indiana has 2 of them. They've currently ordered 2 more. A lot of surrounding counties have these things. They are actually working on getting a. To go on the barrels where it will actually cut around the post. So that's in the in the works right now. It's not been released yet. So. This company is really, we've, us and the commissioners have talked to these people for what, three years? Probably the last three years about this. This will be a gen four, generation four. The threes on the open market are selling, the used ones are selling for real close to what, similar to what they gave for them. There's one other major competitor, which is a foreign company. I won't mention the name. There are a lot of counties are selling those off because they can't get parts and they're just not working right. And I think they said they averaged 10 cents on the dollar of resale.

This is American made?

Everything here is American made. It's made in Tampa, Florida. I've talked directly to the higher ups in the company in Tampa and like I said, they're going to send people here to train us, train our operators and they actually have a service that they have 2 tech technicians that are close to us that we can call and get service quick if something does happen.

Also, they said it was like a 48 hour turnaround for any service. They did come here locally in December and do a demonstration with us across from the county highway. Commissioner Reagan and Henry were also there for that district demonstration.

But they have telemetry. telematic system where they can radio in or computer in and fix anything so everything on here is like on this gen 4 everything is updated on it it's like the second series they went through rebuilt some pumps and stuff so everything on this is is really good then resell value on these like i said on the older ones he said the newer ones they're going to hold their value just as well as the gen 3s do So it's a pretty good piece of equipment that can be used in, like, one of my first places I want to go is Delaware Drive and the Industrial Center. There's some trees and stuff in there that needs to be cleaned out, some rows. So that's one of the first things I want to do with this.

Tommy, I appreciate your help keeping the industrial parts cleaned up over the years. Thank you Brad. You've used equipment in the past. I know to go out and do stuff that was long overdue. And so I know I presume this will be used for saying absolutely.

And just for example, we, we took all our tractors out there. I'm going to say. 2 years ago and commissioner Reagan wanted a, uh. kind of pretty much, not really a fence row, but it was like a fence row out. So, I mean, it was a lot of handwork. We were there for probably two weeks with a tractor and two guys. I mean, we could have done it in two days with this, you know. It's something we can get off-road. Like, in the industrial center, we can actually get off, like, Brad, when you clean that up, I don't know what road that is right there. When you clean that up, it looks like a park. Well, it's starting to grow back up now, but, I mean, we can get in there and knock that stuff down.

Other questions? Roll call, please.

Ms. Flanagan?

Yes.

Mr. Wyhead? Yes. Ms. Piper? Yes. Mr. Moffill? Yes. Mr. Bucow?

Yes.

Mr. Kantz?

Yes.

Ms. Hughes?

Yes.

Thank you.

Thank you. Thank you very much.

4915, ambulance replacement. 550, other capital outlays. 109,403 for a total of 109,403. Move to approve.

Second. Motion by Jessica, second by Dan. Good morning, Mike. Hi.

Mike Ashley, Delaware County EMS Director. This is to finish the project for an ambulance remount we did. We started in September of 24. So bought the chassis then, and we're just now in the production, so it'll be done in about a month to six weeks. So this is just to pay the final cost of that.

How do you guys fund this 4915 project?

Comes from doing ALS intercepts. So if we go intercept with somebody, it's $100. They pay us $100. We're not making money in that deal at all, but at least that money goes into that account for... Yeah, this will take a big chunk of it out, right, for just this one? Yeah, it takes a little longer to recoup, but there's still... It'll be back to $100,000 by the end of the year, probably.

What was the total cost of the chassis and the engines approximately?

um about a hundred and sixty five thousand eight hundred and forty six dollars okay we got a discount by buying the chassis up front saved us about two grand now even though i bought the chassis in september which was great that we did we're still getting a 2027 chassis so they're not making money on that deal i guarantee it so we we came out okay in that deal a new truck would be about For this size of truck, this is one of the bigger ones, would be about $400,000. About $400,000. So this is going to be basically a brand new truck. They take it apart, redo everything, put it all back together, painted, new chassis, redo the box.

Mike, why did it take so long to get it to this point?

Just like everything else, COVID. That's just when life went to hell. It did. It used to be about a nine-month turnaround. Now it's taken this long for everything to still be caught up. Yeah. So just been waiting this long. They did have it. There was a little bit of a delay because they had their painting where they get the trucks painted up in, I can't remember the name of the town. Anyway, it's almost on the Michigan line. They had a fire, so that set everything back about four months too. We were hoping to have had this in back in like November, but that slowed things down just a bit. But the most of it is it's just never recovered from COVID yet. It's taken that long to get everything caught back up because, I mean, everything came to a stop there for almost a year.

So we're going to get a new truck shortly.

Yep, I'll have it back here. Like I said, about six weeks I'm expecting it to be done.

And then are we also anticipating taking another truck that we currently have and running it back through?

Yep, I'll have another one. I'll probably do that in about October-ish. Around budget time, just throwing some spice, you know.

Any anticipated expense?

It'll be about the same, probably in the 180 range.

Any...

time what do you think time wise it's going to take to do i don't know i don't know okay i don't know because what they told me the last three trucks has not even been close to what they told me when we started but it is what it is i can't you know so we used to get this done at braun and they were running like like i don't know half a year longer than the place we're doing now so I mean, it's been so long. I bought the stuff from Crossroads, and they've been sold out to McQueen at Michigan. Same people, same place, new owner. So that might actually speed things along. Other questions?

Roll call, please, Ed.

Ms. Flanagan. Yes. Mr. Wyatt.

Yes.

Spiper. Yes. Smogle.

Yes.

Spookout. Yes. Scantz. Yes. Assues.

Yes. Thanks, Mike.

Now.

4910 Capital Improvements, 311 Contractual Services, $88,000 for a total of $88,000.

Move to approve. Second.

Motion by Jessica, second by Dan.

so this is the cover bills that i found after the office manager resigned um hidden in various places a lot of them weren't even opened just on open mail all kinds of crazy stuff so i'm hoping you all read my email and i sent to you i tried to explain it the best i could that's just scratching the surface but basically i paid about that much out in uh 26 money for 25 but everything I've got a little bit more to pay to Bound Tree Medical, but I'll have that finished up this month. So then I'll be completely square. So to get through 26, I need to replenish my money. The good news for you guys is I was told like less than 20 grand went back to the general fund at the end of the year. It was more like 70 or 80. I don't have an exact number because I found two sets of books, but nonetheless. So that money went back to the general fund. I'm trying to take it out of capital improvements so it's no impact on you guys and whatever I got left over will go back into the general. So trying to keep the impacts to a minimum. Does that make sense? Yep. A couple questions. All right.

How does this one get funded? The capital improvement fund?

It gets 15 grand a month from revenue.

That you guys bring in?

Mm-hmm. Okay.

And is it okay that

Yes, there's an ordinance. Eugene can vouch for me. We had a problem last year with the 4910 account. It's capital improvement. It's its title, but it says in the ordinance can be used for any operational needs to sustain the service. One very important sentence in that.

Other questions? Roll call, please.

Ms. Langan? Yes. Mr. Whitehead? Yes. Ms. Piper? Yes. Mr. Mockel? Yes. Mr. Buckout? Yes. Mr. Gantz? Yes. Ms. Hughes?

Yes.

Thank you. Thank you, Mike. There's one more, I think.

One more? Okay. I think it's disconnected. A couple more.

We're in major transfers. 4910 capital improvements to 155 EMS. 4910 311 contractual services. Negative 78,000. This is to 155 311 contractual services. Positive 35,000. 351 utility services electric. Positive 20,000. 356 utility services internet. Positive 8,000. 363, repairs and maintenance vehicle, positive 10,000. 380, repairs and maintenance building, EMS, positive 5,000, total transfer zero. Motion to approve.

Second.

Motion by Jessica, second by Dan.

That was kind of the breakdown of the 88, but there's the 10 grand. I'm not sure how all this works. These guys help me out tremendously. But there's the 10 grand of the 88 that's going to go into medical supplies. medical supplies.

I just didn't know if I needed a separate vote.

It's separate on my sheet.

Mike, once all the financial situation is quantified with your department, will you be able to come back and update the council on the situation?

Yeah. Yep. I would love to talk right now, but I better not.

I think it would be for transparency purposes.

Yep, absolutely, 100%. And you can call me anytime. So we get on this $10,000 going to the...

We're on the one above it.

78. Oh, sorry. In situations like this, do we have an outside auditor that might come in and re-audit the books to make sure that, in fact, they're good to go?

My new office manager is going to be coming from the auditor's office, so we're going to work on that. I think we're in pretty good shape. I found most of it was just unpaid bills. From what I understand, a lot of those were in the VIP system in draft news. I didn't know how that worked until now. I'm pretty good at it now, but there was no reason. The money was there. I don't have an answer for it. I'll take full responsibility for it, but I don't have an answer for it.

Other questions? Roll call, please.

Ms. Plankin. Yes. Ms. Wyatt. Yes. Ms. Piper. Yes. Ms. Mogul. Yes. Ms. Bookout.

Yes.

Ms. Kantz.

Yes.

Ms. Hughes. Yes.

4910, capital improvements to 4920, medical supplies. 4910, 311, contractual services, negative 10,000. 4920, medical supplies, positive 10,000, total transfer zero. We have to approve.

Second. Second.

Motion by Jessica, second by Dan. Here's the medical supplies.

Yes, this one, this gets $10,000 a month in revenue. Didn't have as much in there as I was told we had in there in January, but nonetheless, one of the reasons this account had taken a hit is because we started a new program called Hentevi. It's a pediatrics program. It's kind of hard to explain. It's protocols. It's becoming a new national standard. So we're in it. Hopefully the state's going to start paying for it. But that costs us a pretty good chunk to get that established. But it's on your phone. You click in. It's going to tell you everything about that pediatric patient, drugs, airways, all that stuff. So it's kind of like having that in the palm of your hand. Because if you've never done that call before, it's pretty stressful. But nonetheless, this is a great thing. It really makes a difference. We also weren't allowed to get our controlled drugs anymore at the hospitals. This is a statewide thing, so we had to get a state pharmacy license. Then after that, we had to get certified by the DEA to get a DEA license so that we can get our own narcotics. It's a huge secured thing that we have to go through to get these narcotics, except for when they send them back to us FedEx along with the toilet paper and everything else. Crazy. But anyway, that cost us a chunk of money last year to get that taken care of, but we're all good to go there. And I had about $8,000 worth of uncashed checks that needed to go back into that account. So I'm working to try to get that back, but same deal. Those people, the Salem Township and Hamilton Township Fire, bought supplies from us, paid us back, but checks never got back into the account. So I'm working to try to get some of that money recouped. So I wanted to put this $10,000 into that account to help us get through. Plus, things are costing a little bit more. We may have to look at that down the road anyway.

Mike, have all the questionable transactions been identified? Are you still discovering stuff?

No, I think we've pretty much got a handle. I can't promise you 100%, but I didn't see any. Well, I can. Never mind. So, yes.

Other questions?

I'd like to mention I appreciate you trying to find a money instead of coming to $1,000. Yeah.

Yeah. so checks were delivered checks were cash but not entered into the system that's a challenging process in itself for somebody like me but nonetheless i figured it out so how long how long would those checks be good none of those are they're all uh Expired.

Yeah, that's a good word. But I'm working with Salem Township and Hamilton Township to try to recoup the cost.

Some of their books couldn't have balanced.

Yeah. We've already identified what wasn't cash, but they're in a new year too, so we've got to do some work to try to... Somebody's going to have to stand up somewhere like I'm standing up here right now to take care of last year. So that's on there.

Other questions? Roll call, please.

Ms. Langan?

Yes.

Ms. Wyatt? Yes. Ms. Piper? Yes. Ms. Mochel?

Yes.

Ms. Bookout?

Yes.

Ms. Kantz?

Yes.

Ms. Chew?

Yes.

Well, thank you very much. Please reach out to me at any time. Thank you. I appreciate it.

129, Sheriff, to 155, EMS. 129, 363, Repair and Maintenance. Negative 726 and 16 cents. 155, 363, Repairs and Maintenance. Positive 726 and 16 cents. Total transfer, zero. Move to approve. Second. Motion by Jessica, second by Dan. Good morning. Good morning.

Nancy Marvin, Sheriff's Office. This is a bill that was paid by EMS that was actually a sheriff's bill, but because it's from 2025, we had to transfer the money through a major transfer back to EMS.

Questions? Roll call, please.

Ms. Plankin?

Yes.

Ms. Dwyer? Yes. Ms. Piper? Yes. Mr. Mochel?

Yes.

Mr. Bookout?

Yes.

Yes. Mr. Hughes.

Yes. Thank you.

Thank you.

Motion to approve financial transfers and to amend salary ordinance with like reductions.

Second. Motion by Eugene. Second by Dan. Roll call.

Ms. Plankin. Yes. Ms. Wyatt. Yes. Ms. Mogul. Yes. Mr. Buckout.

Yes.

Ms. Piper.

Yes.

Mr. Kantz. Yes. Mr. Hughes.

Yes.

I'll make the motion to receive the backfilling report.

And I will second. Motion by Jessica, second by Dan to receive the backfilling report. We have two employees, one jail, one communication center. Any questions on that? We'll call.

Ms. Blankin? Yes.

Ms. Wyatt?

Yes. Ms. Vogel?

Yes. Ms. Bookout?

Yes.

Ms. Piper?

Yes.

Ms. Kantz?

Yes. Ms. Hughes?

Yes. Moving on to ordinances and resolutions, we have resolution number 2026-001, resolution of the Delaware County Council ratifying ARP appropriations for balances as of January 1st for the years 2024, 2025, and 2026. Commissioner Brand.

Yep, good morning, Council. Stephen Brand, Delaware County Commissioner's Office. You read it, Mr. Hughes. What's in front of you is a resolution to ratify the ARP appropriations for the years 2026 and additionally 2024 and 2025. The rules for ARP have been ever evolving and changing, and it's the recommendation that they should be ratified each year. They weren't before. It was done, I believe, originally in 2022. And I think the belief at that time was that was enough for the entire program. But again, as the rules have evolved, we believe it's in our best interest and the suggestion of the State Board of Accounts to capture all three years.

Questions? Have we made a motion to approve it yet? No. Motion to approve Resolution 2026-01. Second.

Motion by Eugene, second by Dan. Okay, now we're on record. Questions? Hearing none, roll call, please. Ms. Flanagan? Yes. Ms. Wyatt? Yes. Mr. Mogul? Yes. Mr. Bucow?

Yes. Ms. Piper?

Yes.

Mr. Gantz? Yes. Mr. Hughes? Yes. Thank you.

Thank you. Now we have Joint resolution number 2026-100, a joint resolution of the Delaware County Council and the Delaware County Board of Commissioners authorizing a countywide financial and administrative...

Excuse me, Mr. Hughes, 101.

We're doing 101 first?

Well, it's on the agenda. It is on the agenda.

My mistake. Joint resolution number 2026-101, a joint resolution of the Delaware County Council and Delaware County Board of Commissioners establishing payroll internal controls, segregation of duties, and approval requirements to protect public funds. I entertain a motion to approve. So moved. Second. Motion by Jessica, second by Dan. Ed, do you want to address this?

Sure. So essentially what this resolution's for is to protect the public funds. It's the bottom line. But there's outlines described in here that addresses concerns we have about the payroll process, desegregation of duties, and other things that are on this resolution to address going forward.

So some of the key pieces of this are the segregation of duties, as Ed mentioned, puts in a three level payroll control structure. There's preparation, there's approval, and then review and processing. dual approval requirements so all department payroll submissions must include a certification by the payroll preparer and then approval by department head or elected official which i think eugene um wants to talk about um but then number two is the preparer shall not serve as the approving authority um which is the stark the the biggest change in my opinion um And then there's some self-pay controls about, you know, inability to adjust your own pay level. And then an auditor review requirement as well. And then there's a section in here relative to a time clock. If there is a time clock in place, I assume, Ed, that means?

Yes.

Which currently only one department has a time clock system?

Correct.

Eugene, you want to talk about the approval by the department head or elected official?

If I may, I'd like to start somewhere else, Matt. Okay. In section five, number two, which is on page two of the handout that we received, it says no individual shall approve their own payroll. I believe that should say no individual shall prepare and approve their own payroll. but I'd like to get clarification from either legal or the auditor regarding that.

Be prepare or? Prepare and.

I mean, as I am reading this, an elected official or department head is going to approve or, as we get into it later, an appointed person, but going to approve the entire payroll being the second set of eyes on it. So in reality, they will be approving possibly their own payroll. The way I think these self-pay controls should read is they're not going to be able to prepare and approve it both. Now, whether it says it somewhere else in here, I just think specifically there it needs to state it as well. But like I said, I'd like to get clarification from either legal or the auditor on why it's written that way specifically.

in terms of the intent behind the resolution i did i didn't draft it so i'd have to defer to the auditor's office but i believe the i believe the structure is supposed to be such that an individual from the department inputs everything into the system but then they can't there has to be a somebody that reviews it signs off on it afterward which is presumed So to your point, they wouldn't be inputting the numbers, but they would be approving their own pay. So I think you're, unless that feels otherwise, but I think your correction or amendment makes sense. Somebody has to ultimately say this is true to press the button.

And what is your opinion? Well, if someone else is entering it. At some point in time, someone has to cut the button and submit a pay. Everybody's got to get paid. What language are you? So if we've modified the languages, go back to the commissioners? Correct.

I do have another suggestion. So we can take them under advisement, or we can amend it and pass it back to them.

But what are we amending?

I would like to add language to it that's amending it.

No, I know, but what is it you want to amend?

In line two, I'd like to specifically say, no individual shall prepare and approve their own payroll.

So to me, that's just plain devil's advocate. Because to Ben's point, in most departments, they're preparing their own payroll by providing a self-prepared timesheet or spreadsheet that they fill out or whatever the manual process is today, because we don't have time clocks that clock in and out. It is a honor system as it stands today, right? So does preparing the payroll mean they've documented their hours and turned them in? I guess that's my question because if it is, then that means they can't do that anymore. So that's why I'm confused because I think the process is broken as it is. This is a stopgap to try to prevent fraud. But ultimately, without time clocks, people are still self-preparing their own hours. Am I wrong about that, Ed?

I think it's true. The issue goes away once you put the time clocks in.

Right. But I mean, in terms of Eugene's request for the language change, are we saying that people then can't create their own time card or their own time sheet?

They can't create it and then also approve it. Which, I mean, there should be redundancies in there, which if you, I mean, the rest of it says that way, that you can't, it just, if it specifically says you can't approve your own payroll, then it also should say you can't approve and prepare it.

Right, I'm trying to get clarity on preparation, what is preparing your own time, your own payroll mean. And if it's just simply they can't put it into VIP, that seems totally logical. If you can't create your own time card, that's why I'm trying to get it.

Maybe it needs to be a little more clear then on preparing and approving in our payroll system.

Yeah.

If I could ask a question. In Section 9, it contemplates the auditor's office developing Is that plan going to define some of these terms that they resolve?

Well, the workflow will address them. I mean, currently we have it set up so that the person who airs it and approves it can't be the same person. They won't allow the same person to...

The person who puts it in VIP can't be the same person that approves it? Correct. Gotcha. Before it gets to our office. Right. Okay. And if that's the definition, then that's probably to his point. Correct.

That's the wording you want installed in this clause is what it said.

I think if it's going to say you can't approve your own, I think it should say prepare and approve or it needs to be taken out.

I think Eugene's point makes sense because you're going to have an issue where the department head may not be inputting their own payroll into the system, but as it's currently written, they wouldn't be able to approve the payroll entry for themselves that was input by somebody else because they can't approve their own pay. So currently, everybody would be able to get paid except for the person signing off on the overall approval. And that's why I asked about definitions, because some of these terms, like payroll preparation, to Matt's point, does that mean putting it into the system, or does that mean literally filling out your own time card? So some of these probably need to be defined so that we can know specifically when an individual is engaging in that activity that might trigger a prohibition or something like that.

But that's a great example, Ben, because ultimately, let's say... Let's say Nancy puts in the payroll and she puts her own in there. She can't approve it, but she does everybody's payroll, including her own. So she's preparing it and it gets approved upstream. If we say we can't prepare it, then she wouldn't be able to put her own payroll in. Somebody else will have to do that too. That seems like an undue burden.

I'm saying that she could put her own in there, but then somebody else has to approve it. Or if she's the approver, somebody else puts her time information in. Right. And then she's responsible for approving it. It says here that she can't approve her own payroll.

It says she can't approve it, but you want to add that she can't prepare her own payroll either.

That you can't both prepare and approve. I'm not saying or, I'm saying and. One person can't do both, which I believe is the intent of this.

I'm agreeing with you.

And I guess, I mean, my other suggestion is going to throw even bigger monkey wrench into it. Maybe I should have started with that one. And I got this, and I wish our sheriff was still here, but based off of his explanation of payroll, he didn't want to be burdened with it because there's already three sets of entry information that goes into it for time. But in Section 4 as well as Section 1, it states that approval by the department head or elected official, and I would recommend based off of the sheriff's testimony that we add appointed or approved individual could also be in that specific line.

Not necessarily just a department head or elected official.

Right.

Somebody assigned.

The way I read it anyway is you're going to have to have a second person that can do this approval anyway because if that elected official or department head is on vacation or sick or out for a significant time, you have to have at least a second person to be able to do this.

So in Section 4, Item 1, the second bullet point, if it said approval by the department head or elected official or designee. I'm fine with that.

Whatever covers what the intent is on what I think the sheriff was asking for.

You moving to amend the resolution to make those two changes? Section 5.2, to read no individual shall prepare and approve their own payroll. Section 4, paragraph 1, bullet point 2, approval by the department head or elected official or designee. That's your motion.

There may be more.

Oh, there may be more.

Section 5, number 1, it says payroll entries affecting the payroll payer's compensation must receive explicit review and approval by the department head or elected official, I think, or designee should be added there as well. Should be there as well. And then that would be all the amendments that I would like to suggest as a motion.

Is there a second?

I'll second it.

Motion by Eugene, second by Jessica. Comments on those amendments?

I mean, maybe I'm just not smart, but I'm still, I still think it's a burden on number two to add, to add who shall prepare and approve their own payroll.

Right.

But I guess from a real use case scenario, that's what I'm trying to understand. So again, back to the Nancy example. Sorry, Nancy. But since you have a large payroll, in her case, who prepares her payroll? Nancy? The entire payroll? No, her payroll. Somebody else will have to prepare her payroll explicitly. Or, let's say in Gavin's case, he's got... Rhiannon is creating it, and he has to create his own if he had to, which you don't. But, you know, how does that work? Because... Again, we're adding another person into the equation to that.

So if Nancy prepares her time card, one of the captains or sheriff, first deputy would be responsible for approving it.

But then a third person would then also have to approve it because that same person who prepared it wouldn't be able to approve it.

She can't prepare and approve. She can prepare or she can approve. Right. But she can't do both.

She can't do her own. Correct. That's what I'm getting at.

She can't approve her own. And approve it. She can put it in. She can put it in. But she can't approve it. That's why it's in. Sure, ma'am. Okay. Not or. I know that's what I'm getting at.

So what happens whether it's the road or the jail?

Yes, the jail all goes in on the time clock. All those time clock readings then get sent to Angel Brashear. Angel Brashear puts all the time into the time clock, including her own, into the payroll system. I understand what we're getting ready to do now. So she's our inputter. We now have two other people who can approve. Once all her stuff is done, then she has to hand everything off to them. They have to go through it and they have to approve it to submit it off. On our side, The road guys do their time. They're on the schedule. Their leaders take and approve their time, which then goes to Captain Johnson, and Captain Johnson then inputs all of it in a payroll. Now we're going to have another person then who's going to look over it again. So ours actually gets three sets of eyes across it already before it's submitted. I only do my three people, including my own, yes. in the sheriff's office, but then that also goes to Captain Johnson for him to have to approve. And then it still can't be submitted until a third person looks at it with this new process. So we are already doing three.

So we changed it to, you cannot prepare and approve your own payroll. So you would just prepare your own payroll and then somebody else will approve it going forward.

Really? That's what you're doing now. Right. That is what I'm doing now. Yeah. Yes, I am putting in for my payroll and the two people that are under me, but then Captain Johnson has to actually submit it into the system, and it has to get approved then by a third person.

If I may make a point real quick, as we're listening here, you're already hearing that the elected official or department head is not the approving person. Right. So adding designee, I think, is important to this. Yes. All right.

Thanks for sticking with me there.

Are those preparers currently now, those payrolls, are they bonded in any way? No.

No.

Okay.

Gavin Green, Delaware County Corner. The one thing that I just wanted to, by definition, and understand is prepare. Because we are, and again, it's going to be, I think the system, what we're trying to change, I think it's good. But the whole definition of prepare, meaning are they clocking in and clocking out? Is that the preparation right there? Or is it just looking at VIP to make sure that it's whole thing of prepare that's where i'm getting confused because if we have an employee that's clocking in and clocking out preparing is entering all of that report into vip that's where i'm confused about because i can i know that hr or i can approve rhiannon's time but the whole definition of prepare and approve Is that's where i'm a little confused about so the whole they can prepare and approve that I don't know who is preparing and approving. Like I don't approve my own but mine gets put in on VIP and ran and submits it so.

So really we need a definition of preparer saying, basically from my understanding that Eugene is welcome to correct me, is that it's him putting it into VIP would be the preparer. Is that what we're alluding to?

I believe that's the definition we've received.

Because preparing, if I were to put in that Rhiannon worked 90 hours, I prepared her timesheet, and I approved it, Well, that goes against the whole approving system right there because I could be falsifying it right there. So you can't prepare and approve.

Right, so you would have to prepare and you would have to approve.

And then it's on whoever the approver was.

Yes.

Okay.

That's my understanding of the intent here that Eugene's asking for. Separating out, separating duties. One person puts it in to VIP. Another person looks it over and says, yes, Brianna worked 120 hours.

Right. So the bottom line is because we don't have time clocks, this is the issue. That's part of the reason we'll come to you in reference to time clocks. This all becomes a mute point because of the process that we'll establish. So we can play dictionary all day long and define all these terms. At the end of the day, if we put time clocks in.

Does the jail time card system flow to VIP? I think I remember that being an issue before. So is it only the highway department that flows to VIP? Does that flow to VIP?

It currently doesn't. It's supposed to be a can, but it doesn't.

And then to play devil's advocate, I know that each department is going to be, I think that we need something in place, but sheriff's department is going to be different. Highway department is going to be different. Coroner's office is going to be different. So if we say, hey, as soon as we put in a time clock system, that's going to help. All of my deputies do not clock in and clock out. They're on a per case basis. So we don't know. Then we'll be preparing slash submitting and approving.

Even time current systems have manual. Right. Yeah. All right.

Thank you.

Hi, Tonya Dunsmore, Chief Deputy Auditor. I think a more proper word instead of prepare is submit. One person submits and then it's approved. Just like Nancy, she enters it into the system. However, she has to hit the submit button for the approver to be able to see it and approve it.

Section 4, paragraph 1 says all departmental payroll submissions must include certification by the preparer and approval by the department head or elected official or designee. Submission seems to be the The first step. And then approval is the second step.

Yeah. I agree with that. I think that's actually a much better definition because that's the actual.

And enter into the financial system.

It wouldn't be prepare, it would be submit because that's what triggers the next step.

Because I think for your sake, Matt, prepare to you, you're thinking of the individual who actually does their timesheet. And I understand that concept as well. Thank you.

So if we changed in section three, line one, payroll preparation to payroll submission, that clarify it? Ed, what do you think? I would say that section one more time, Bill. Section three, line one, says the county adopts a three level payroll control structure. Line one would be payroll submission. which would be the department level. Number two, payroll approval, which would be department head or elected official, and we'd want to put or designee in there, I assume. And then three is independent review and processing by county auditor.

Then in section four, number one, all department payroll submissions must include certification by the payroll Submitter.

It is now. Okay.

And then to the submitter.

Submitter.

section five they also said so section five bullet one affecting the payroll submitter's compensation

And then number two, instead of saying prepare and approve, say submit and approve. Yeah.

Yes.

We're in section two.

Section five. Five, number two, is original.

Section two of work preparation should be submission. Okay, what I have at this point, the following changes. Section 2 under applicability, this resolution applies to all county departments, offices, and personnel involved in payroll submission, approval, processing, and review. Section 3 would read, the county adopts a three-level payroll control structure. Number one, payroll submission, department level. Number two, payroll approval, department head or elected official or designee. Number three, independent review and processing, county auditor. Section four, Line 1 reads, all departmental payroll submissions must include certification by the payroll submitter and approval by the department head or elected official or designee. Number 2 would read, the submitter shall not serve as the approving authority. Section 5, number 1, would read payroll entries affecting the payroll submitter's compensation must receive explicit review and approval by the department head or elected official or designee. Line 2 would be no individual shall prepare and shall submit and approve their own payroll. That's all the changes I have. That's my track.

We're modifying all these. One other suggestion. It's in reference to a conference I had last week with the auditors, and it was suggested that people involved with the payroll process be bonded. They could actually fall under the county's umbrella, but they would have to receive a bond if they're not handling the funds. In this case, they'd be handling the funds. That was their recommendation.

Is that for all submitters and approvers?

If you're involved with touching money. That was the answer they gave me. If you're going to touch the funds, then you should be. Because each elected official has their bondage. And I was told a year ago that people in my office would fall under that. But now they're saying anyone handling funds should be bonded. That's fairly inexpensive investment to make for your government.

It's really archaic right now because Indiana Code requires members of a county redevelopment commission who don't touch the money to be bonded. But repairs and payroll are not required by Indiana Code. It's just a recommendation. So I agree with you that it should be taking place. I don't know what the cost is but I was gonna say I don't think we would need to have a conversation with our carrier at regarding cost and and process how to get all those I think it I think it extends beyond what we're discussing here today to do that action receive quotes and understand who's in and how many will be eliminated when we actually had time cards yeah it might be cheaper to buy

You would look into that for said, we'd appreciate it. I think we could add that in later in census here.

Yes, I think it's just a recommendation. There are still ways that someone can misappropriate.

Oh, this is one minor step.

I think it's a legitimate conversation all the way around. Great. Did you have something, Tonya?

Yes, Tonya Dunsmore, Chief Deputy Auditor. Mr. Hughes, I just wanted to question what you just read as far as Section 5, Number 2. You said no individual shall prepare and submit and approve.

Submit or approve. Submit and approve. Okay, okay. Submit and approve.

I did hear all three, so I was just like questioning that to make sure.

Thank you. Is there a motion to amend Joint Resolution 2026-101 with the amendments as I read them?

Can those just be friendly amendments to what I already added? Go for it. I'd like to include those as friendly changes to my motion to amend.

Okay. We have on the floor a motion to amend 2026-101

As read. Any other questions? Roll call on the amendment.

Ms. Flanagan? Yes. Ms. Wyatt? Yes. Mr. Mogul? Yes. Mr. Bookout? Yes. Ms. Piper? Yes. Mr. Kantz?

Yes. Ms. Hughes? Yes. Now we're back on joint resolution 2026-101 as amended. Any questions or comments? This will go back to the commissioners for them to agree to our changes.

Roll call, please. Mr. Flanagan? Yes. Mr. Wyhead? Yes. Mr. Mogul? Yes. Mr. Buckout? Yes. Mr. Piper? Yes. Mr. Gantz? Yes.

Mr. Hughes? Yes. Good discussion. Now we have joint resolution 2026-100, the joint resolution of the Delaware County Council and Delaware County Board of Commissioners authorizing a countywide financial and administrative system modernization initiative, quote, one touch, close quote, to strengthen financial controls on compliance and transparency. Is there a motion to adopt joint resolution 2026-100? I'll second. Motion by Jessica, second by Dan. Discussion?

There were some questions about credit card purchases. Could we get those clarified?

What do you mean?

It seemed like... You're asking me. Anyway, basically, they couldn't put something on the credit card until they had an approval from you for it. It's here to go.

We don't pre-approve credit card use. It's outlined in the ordinance.

Okay, that's what I thought. But then there was a question about this language and that language contradicting each other. But I didn't see it in here and I want to make sure.

I don't know where that would be. I don't know where it actually says anything like that in there.

Okay.

Do we have a presentation on the OneTouch? That would be an appropriate time. Yes, we do. Please introduce yourself and identify your company.

Absolutely. While I'm setting this up, we were here last week, so thank you for welcoming us back. We are OpenGov, and I'm Samantha Grabovac. I am the Account Executive for Asset and Work Order Management, and I'll pass it over to my colleagues to say hello.

Morning. My name is James Dwyer. I'm also with OpenGov, and I'm our Permitting and Licensing Account Executive.

Good morning. My name is Brian Brighton. I'm the Director of Sales for the Central Territory at OpenGov. It's a pleasure to be here today.

Kyle or somebody on the TVs are not on.

I think for the live streamers, I don't know if they see these slides, so we'll make sure to say everything. We'll make sure to say everything back as well.

So while they're getting ready, I did speak with Samantha. I was at the commissioner meeting where they presented. They're going to be showing a little bit, hopefully, of some detail to kind of help everybody understand, you know, a little bit better about what's coming. I think it's a little bit hard to wade through the marketing lingo to get some of this, to understand really how it's going to impact our county potentially. So that's what they're here to do.

Thank you. Yeah, and I appreciate you setting the scene on that. We had some takeaways from last week. This week we'll focus on exactly what today would look like versus what tomorrow would look like. For some context, we have been working with Ed, with multiple of the commissioners, a few of the city council members, and overall teams to do software demonstrations and endless conversations since about September or October. what we've taken away from that is you know we've seen that right now current processes are very people dependent uh very manual right we see this in government we are purpose-built so we only work with governments specifically local municipalities state and local as well as special districts we work with muncie sanitary district down the road So from taking away these conversations, right, we wanted to come here and tell you what we're about and what we've discussed. We are here to discuss a contract that we actually gave these numbers back in December. So we have honored a 40% discount on our software. through signatures in May. That brings us to a software proration of $45,000, $45,000, $127,000.06, and then a one-time implementation of $80,880.80. Excuse me. That is for three products. I did not mention that we are a current vendor. So you all utilize our budgeting and performance module or product. So we'll be discussing how we can make that a stronger investment, as well as our permitting and licensing and enterprise asset management products. Any questions so far? We'll discuss what that looks like. I know that's a lot of buzzwords, right? So we'll get into that today. Like I mentioned, asset management, permitting and licensing, as well as performance management. Three different products, one vendor or one platform is what we like to say. We are a full ERP. So getting started with asset management, that enterprise asset management, the first functionality would be facilities management. So today, work requests come in by phone call, email, sticky note, hallway conversation, right? um central queue is lacking uh in-house staff don't necessarily share a system uh or or a process right that's very repeatable that's our goal here uh so duplicates could fall through the question comes up when was this last service how much did it cost i know earlier we were talking about papers stacking to the sky right um and then end of your reports take time i know that in our conversations we found that to be weeks and sometimes months because data scattered across departments. So everything from buildings to HVAC to grounds and the work orders or work tasks to keep them running. So tomorrow, what would that look like? Right. we would intake into one platform. So requests from residents, staff, inspectors, the process would be the same for very different types of work or tasks. Y'all are probably wondering asset management, and I'm talking work as well. A lot of municipalities separate those. What we do is we bring them together, but it's not duplicate entry, right? So Field Crew, we want to make that as simple as possible. We were talking those clocks, right? We actually have a stopwatch functionality in our software where Field Crew could press that when they started and stopped and we can add controls behind the scenes. So it's as easy as clicking a button or snapping a picture when this work is being input. That is what operators should be focused on right and then you all will be able to one-click report and actually asset manage based off of the work that they're already doing so think in facilities we associate condition scores to that facility of it's crumbling it's actually out of 100 it's crumbling or it's doing really well when do we need to repair or when do we need to replace before it actually crumbles so that's what you all have the ability to do while those operators can focus on getting the actual work into associate conditions scores. That creates faster response times, asset history all in one place, every request is tracked, and then no more duplicate work, defensible capital planning as well. You'll see transportation and public works as another functionality within enterprise asset management. So crews are driving routes from memory or snow ops and pothole repair, sign replacements. Those are being whiteboarded, or maybe we don't know about them until a citizen calls in, right? the system of record of when was this last inspected or when was this road last paved? How much did this cost? And then we come into meetings like this and the funding anecdotes rely on those who are actually operating rather than defensible data. If a claim is filed, proving that the work was done takes hours of searching. It could be paper. It could be sticky notes. What does this look like tomorrow with OpenGov? So we are actually GIS-based. Anything that you have living in Esri or your GIS today, it's like two friends talking on the phone. No duplicate entry there. So if you're editing something or an asset in Esri, then that will communicate right back over or beacon or what your GIS provider is. Field crews can log work from a phone, a tablet, a desktop, and all of those interfaces look the same. So it's easier to learn, right? We actually changed that in the last year because we take feedback from our customers. That's really important to us. And we heard that we're not talking the same language behind the desk that we are out in the field. Snowplow routes, we can optimize those based off of map and add a calendar functionality. So I call out sick, then we can drag and drop my work to a different day based off of priority. Capital plans are built on that condition data and risk and liability is dropped because the record always exists. I mentioned unlimited user model. So that means that each person can have their own login and will have their own login to log their work. So every task is associated to a specific person. As we're talking about fraud or as we're talking about system of record, very important because you can easily go back to who logged the work and ask questions. This creates a data-driven plan, stronger liability defense, less reactive, more strategic. wrap it up with asset management for fleet management. I know we've been talking a lot about EMS, right? And vehicles, they deteriorate, they have issues. It seems like sometimes those vehicles that are newer in the shop more than the vehicles that might be older, I see some smiling, so it sounds like we've heard that before. Mechanics are often working from paper sheets. Preventative maintenance might get skipped because the schedule is fluid. Repair history is living in those filing cabinets or vehicles fail unexpectedly, right? And then there are emergency rates to fix them. So also when a mechanic leaves or when anyone leaves, there is institutional knowledge lost. What this looks like tomorrow, we can set, I like set it and forget it, right? So the system should be reminding you both the work that needs to be done, but also the repairs that need to be made and replacements that also need to be made. Fewer emergency repairs, right size replacement budget helps for planning, and you can audit these records really at any time, given you have the controls to do so behind the scenes. I always like to put some numbers behind what I'm talking about, right? Here are some real results from real governments. I have it in the next slide as well, and you'll see that throughout today. But 1,500 staff hours saved annually, that was in Rosemont, Minnesota, just from switching over from true paper-based work order processes to a process that is repeatable each time. Call out here is we know that each department runs extremely differently, and this allows each department to run and operate the way that they need to. But the data is all stored in one place for you all to be able to have that visibility. Windsor, Colorado, 520 hours saved per snow season. They were able to use maps to segment out where they were sending crews. We get it in the Midwest, right? That snow, you never know when it's going to come. It could be in the middle of summer, right? Colorado Springs had an 80% drop in vehicle claim damages and created a multi-year road plan. Here's just a few other statistics for y'all to look at. I mean, budget increases because you're able to come with defensible data of the work that's already being done. Increase, 55% increase in work order completion, 50% faster response to hazardous spills, 40% increase in task completion. Again, I mean, any other questions on numbers that you're seeing here?

Hours saved don't always equate to personnel.

Mm-hmm.

We basically have the same number of personnel. So we have a downsized personnel.

So what this does is it gives you that, first of all, time back, right? And then you're able to audit where you need to utilize resources or maybe where you have too many resources or where you don't have enough resources.

So you're combining increased efficiency to the service and the work that's getting done with the potential of attrition. This is an open goes responsibility from an attrition standpoint. They're there to save us money, or to save us time and other things. But then, you know, theoretically, again, between attrition, work hours, you know, things of that nature, that would be the goal. How we execute on this, obviously, is paramount.

Absolutely. No, no. And you bring up a really good fact. Our implementation takes time for a reason. That is probably closer to a nine-month process. We always say six to nine months. We meet you where you're at. We understand that no... County or city or state even is operating the same way. We try to replicate what's working in other counties specifically or cities or your neighbors. And we also are not going to say day one. you need to be tracking labor, equipment, resources. We'll have a discussion on what specifically you want to track, and then we create goalposts over the first three months, six months, nine months. And then we make it very bite-sized pieces for the field crew, for you all, right? It's not the same implementation per person. We're also never going to speed it up if someone doesn't understand right we slow down that's why we do our implementation at a fixed cost we end up spending more time implementing typically than we then we account for when we charge you all Yeah, absolutely. Performance management lives within our budgeting and performance product. So today, each department tracks its own goals, typically on a spreadsheet or at all, right? Leadership, there's no single dashboard to see where the county actually stands. Budget relies on more memory-based resources. discussions, even from last week, I think the word transparency came up over and over, right? With performance management and transparency, you're able to create goals and publish those on your website to be more transparent towards here's where we're sitting towards our goal, or even here's what our goals are. So this is making your budgeting and performance module or product that you currently have a stronger investment by being able to public face what you want to. There's no other questions. I'm going to pass it off for permitting and licensing.

Thank you, Samantha. Similar to going through the asset management and performance pieces of this, I wanted to go through what permitting looks like today for you all and what it can look like with OpenGov. For this, we'll focus predominantly on building inspections, health permits, and planning and zoning approvals. My understanding is today applications are done by walk-in, phone call, email, or paper packets. this leads to missed fields being uh filled out by the applicants as well as a lot of phone tags to make sure all the correct uh information is is at hand staff manually checking that fields are filled in leading to additional phone tag leading to the potential for this going through the process not necessarily being correct all of you operating in silos so if there is a project going on within the county that may be building and planning need to be a part of Sometimes this can get missed unless they're taking this offline as there's no central place to find this information. Inspections, I know those today are done by carrying a pen and paper out in the field, leading to you all having to go back into the office and then doing that again manually. Lastly, residents calling into the front desk and taking time away from you all being able to go through this and do other things with your day. What this can look like with OpenGov, I think the most important thing will be our online public portal. This gives applicants the ability to not only apply online, but for us to be able to work with you all to require certain fields that this doesn't reach your desk until it's filled out correctly. Additionally, as we mentioned with the phone tag, we give them all the ability to ask you questions through OpenGov's public portal so that you all have one central source of truth and can cut down on some of those emails and phone calls that you all received today. Secondly, we work with you all to take the workflows that you have in place today and take that online. So what that really looks like is when we mentioned earlier the departments operating in silos, if there is a project where you have planning, building, maybe even engineering are all involved, this can all be done in one place and communication can be streamlined through that process to make it very easy for everyone to see exactly what's required of them in each permit. um from there another important piece is going to be inspections we have a mobile app that inspectors can use out in the field and this was purpose built for inspections as i'm sure you all know specific areas within the county may have challenges with internet and we we've accounted for that so if they are in a place where they don't have access to internet they can still go out and fill out that inspection and it will then cash once they're getting back to the office or somewhere where they have stable connection So this is a huge time save for them all out in the field to be able to come back and not have to focus on writing that back down. Lastly, and I think probably most importantly, is going to be that overall improved customer experience. Applicants today seemingly have to make a lot of phone calls, have to come in, and both for you all from the customer side, from what we're able to provide you, again, it's that time back. And for applicants, it's the ability to do everything from, as mentioned earlier, initial application, as well as being able to see where their permit is in the process, making payments online and receiving notifications online. So I think just to highlight this slide in general, the most important things to note are going to be the ability for you all to issue permits a lot faster, capturing more fees as this will all be done online, and fewer phone calls for the staff. Any questions on this piece before I move on? I think it's important to note we've been fortunate enough to have roughly 650 partnerships across permitting and licensing. I wanted to highlight a few here just to make specific call-outs to what I think is similar to the use case that you all have. First, you'll see Madison, Indiana. One of their code enforcement officers said the biggest benefit that he's seen with this is he has the ability to go in and see exactly what's required of him across each case that he's involved in, making it a lot easier for him to be organized and move throughout his day. Second would be New Canaan, Connecticut. We partner with them for health permitting specifically. And the big reason that they came over to us was they felt that they might be missing certain fees because they were collecting this via pen and paper. They had a goal to reach $800,000 in fee captured by the end of the year and were able to hit $1 million in the first six months as they were able to just capture these other fees that were slipping due to the manual processes in place. And then lastly, Sandy Springs, Georgia. This was a fast growing community that we partnered with for planning and zoning and building inspections. And I think two important things to note here as they continue to grow, they they just made the note that they could not keep up with that growth. And now they're able to do up to 80 inspections in a single day. And from the public side, one of the biggest benefits that they saw was they were constantly being asked about how many cases are open or where their case sits. Now the public has the ability to go on and has that access to do it without making the phone call. And it's led to just a more transparent experience for all of those within the city.

So I think what you're going to hear today from us up here is the two words, transparency and accountability. And that's everything that we're trying to drive and to help you drive in your community. So as we go through this, we want to look at the change and what we're bringing to you every single day and basing that on the targets that we're bringing with it. So baseline and targets in the first nine days, we set baselines permit or turnaround with order completion and revenue captured. We agreed with Ed and reported back to council. Monthly council reporting. This is an automatically generated report that will come back to you consistently without any overhead involved in that. Public-facing dashboard. This is a huge upside to what your transparency can be to the public as you go through this process. And then the internal audit controls. What you have the capabilities of doing internally now is unparamounted compared to where it sat before. Okay, so how OpenGov prevents fraud, waste, and error. So you're gonna see two different sides, built-in system controls, visibility, and oversight. So I'll run through the built-in system controls first. Role-based permissions, segregation of duties, multi-step approval workflows, tamper-proof audit trail, required field and data validation, and automated alerts. All of these things will drive exactly what this conversation has been today in this room. We will help you drive the transparency and your capabilities to stay on top of everything. And the visibility and oversight, audit ready on demand, asset accountability, fee and revenue reconciliation, vendor controls, public facing transparency, and internal audit support. This is incredibly important as we're talking through this and what your visibility is outward and inward. Any questions on this? So what we're asking today is a conversation around a signature today, which will drive us through a July 1st implementation start date. We have been in great conversation since October of last year, going through diligence, going through the demos, multiple demos to make sure that this is the right tool that fits the need of the city or of the council. And that we think that at this point in time, we were able to hold the 40% discount through the end of this month. And we are really looking forward to continue the conversation and implementation. Any questions?

Thank you. I always appreciate when salespeople take their customers' recommendations to heart. So this was great, except for the last slide, because ultimately we don't approve a contract. Commissioners approve a contract. We're going to say yay or nay to this joint resolution, which is really just a stamp of approval from our side that we Agree this is the direction we should be heading towards, but ultimately the contract will come from. Come from the commissioners. Um. This was very helpful in the real world examples. I mean. We are not going to modernize Delaware County. Without a full blown or some centralized system. That allows us some insight without an insight, regardless of the people sitting at this desk or any other desk for that matter, which is what we've been lacking. And we just talked about, you know, ad nauseum about payroll and other things. So I think that this is a huge step forward for. for us. A couple quick questions that you see, it says health permits, and I did ask, I asked Carrie, I got some insight about the Colleen's office. Have you guys met with our health department about their unique needs?

Not specifically. We had a conversation with Ed around the permit types you all have today, and health was one that was noted as being important to be a part of this overview and project.

Yeah, I mean, it's probably not just permits in the health department. There's other things.

Sure, like licenses, for instance.

I mean, I would recommend that there obviously be, I know there's a steering committee outlined in this resolution, but, you know, we've got to get buy-in. I mean, highway's huge. We've got, you know, obviously our building commissioner's office, health. If they're going to be utilized, I think we should try to get with them sooner rather than later.

Let me give you some background. I have conversations with Jamie gave me numbers of permits and etc and how they they would like to use a product we've also had demos with highway and sheriff at reference to the asset management portion of this product so those have already taken place amongst others but we did preliminary what called plenary assessment with multiple departments trying to understand what their needs were and quantity, how many permits they submit, how many times they submit them. In some cases, they have to reenter the same data two, three, four, five times. So that was part of the original preliminary assessment. There needs to be a much deeper dive into that. And that's part of the process when we deploy a product like this. We dive deep into what their really needs are. So like I said, this has been going on since last September, October.

So then the next question is, how are we paying for it?

There's actually money in the budget under contract services to pay for today.

This is for the remaining six months, I guess, for this year.

And it's clear. So there's money in my budget. I could do that. So I had a conversation with the State Board of Council in reference to this. And because it's already appropriated, I could theoretically move forward with this. As far as the contract is concerned, the commissioner has already signed a contract. It's a master service agreement. similar to what we have with Baker Tilling. So the contracts are in place.

Because of our other previous, we already have budgeting and whatever.

So what we're talking about now is what I would call a statement of work and the dollars associated with that work being done. And like I said, I've already got the money in the budget to do that. I didn't want to make that move without having the council involved in that process. The reason being that money is really to be used for other contractors, consultants that we have for audits. We didn't do the initial preparation. We missed the deadline to get that done here. But in order to maximize the savings of 40%, we had to have this agreement signed off by the end of May. So that's the reason I went to my budget to look at, and State Board of Council had no issue with it, really up to the council. If they wanted to move forward with this, we did come up with a statement of work, and basically what I'm looking for is for the, it's part of your packet, I've seen it. What we're looking for is your support, financially, to move forward with this today so we can maximize the savings.

So, okay. But again, our approval is not binding relative to this, correct? So it's really just a, we are, I mean, we're just blessing it. We're not giving financial approval.

If you're talking about this document here?

No, I'm talking about this, work order. You're calling it a statement of work, which is what I would call the services component, but this is a license agreement to add these specific things, and it's also adding them for, you know, one... two, three, five years, which, again, contractually speaking, I know historically with commissioners, I wouldn't sign a five-year agreement. And not for, you know, I would. So, again, but back to the specific question, which is we're not signing this.

No, we're just asking it to be a, I guess it would be an acknowledgement that this is what we're. Right. looking at in terms of finances with this project. What are the outcomes? We can't appropriate money for the next five years. No.

Can I clarify just to, if you approve the resolution, we will have to be back for the funds for this year because while we have money in the contractual services, it's designated. So Ed will be back next month to ask for that money. It's also showing you that there's a signed contract that if you approve this, that he's going to include it in his budget for the next few years too, just to make you guys aware of the cost of everything.

The request next month will be $80,880. Yes. The detail that's in the order number. Other comments or questions?

I'm sorry. Actually, the request would not be $80,000. It's going to be the total 12607.86 because it's the service and the deployment implementation of the product.

Correct.

And it says customer billing service period 61 of 26 is 133.529.02. So while I appreciate the May deadline, we're still in Q2. I don't see why May is a definitive other than getting started by July 1.

So the July 1 start date allows us to stand you up for the first of the year or in that beginning of the first year in January. So that's what we're shooting at, and that's why we work backwards from the date of where we want to take the implementation. So if it slipped at all, we would be talking about a completely different go live date for when we could stand you up.

So what is the stand-up page? So the goal here is to have everything ready by the end of this year so that we have a full calendar year of data so you can make a decision for the 20-year budget. If we don't do it now, then we can't give you any good information. There's no baseline until 2029. That's a year after the state's saying there are decreased revenues going to come. So I'm trying to get this in its position so you can have a legitimate budget Decision made off of factual data. If not, then you have to be, yes. Because I have no way of giving you that data because it won't be deployed in time.

Yeah. This does not include time clock.

No, this is not a time clock. There's a separate vendor for time clocks. And you have a preliminary cost of what time clock? I sent that to everyone in the email over the weekend. So that's roughly $37,000 a year for time clock. And after this year, the open gap would be roughly $95,000.

I mean, we're not here to negotiate the contract, although I would if I had the opportunity, because I don't like 5% annual increases either. But, you know, again, that's why I'm confused with what our task is today, other than signing the resolution.

Any questions on the resolution itself? Just the resolution.

I have a question you mentioned on the... Timeline for expectations that was noted that can't take up like nine months. This resolution notes that phase one's within a month, phase two's within two months, and phase three's within two months. So it's a lot more aggressive than maybe you mentioned. Do you feel like operationally?

Well, that was an input from the professors. That's what they would like to see. That had nothing to do with the conversation we had with helping them.

I agree. I'd like to see it faster too, but I also am concerned about employee, our ability to implement this.

A hundred percent.

We recognize your support to help them get it.

Yeah. And we recognize that they have a day job as well. And we can get as aggressive as, as they can handle as far as the limitation goes, but we stagger this out. with them so that if there's a vacation or if there's a big event we'll work around that schedule so that the implementation is on track but we build it out to be flexible and it comes down to the nine month comes down to about an hour a week roughly um so we can always tailor that to be way more aggressive as well

Yeah, and to his point, Summer, we understand, is incredibly busy with what every person is doing between you, field crew, everyone in this room. We have a team of typically six to eight members who are dedicated to your implementation. What I'll say to that first month, what is the first month? What is the second month look like? That's where we start to establish goals of both you all and of those who are gonna be using the software day in and day out. So a lot of times those first conversations, specifically let's talk field crew for a moment. We will have individualized conversations of what each person is currently doing, right? Because we understand that there's a lot of institutional knowledge. There's a lot of, I've been doing this for 20, 30 years. And we try to maintain as much of that as possible. Rome wasn't built in a day, but maybe in month three, we want that person to be able to attach a photo to the work they did. It's a good goal. While someone else, maybe we want that person to be able to turn on a stopwatch while they're out completing work, attach a photo, attach or type in the vehicle that they used along with how much asphalt they use to patch a pothole, right? Those are very different. But at the end, in that six to nine months, we're all going to be at the same level. Believe it or not, we've done implementation after implementation based off of what your goals are.

I'm not familiar with the master contract. If we get to the end of 2028. And we don't think it's working for us. But what are the termination provisions?

So that so from the termination of the 2028, which would leave you with what two years left in your contract? Yeah. At that point in time, we would work with you to get you back your data. It's always your data. And then we would go through. There is no termination for convenience. So we would work with you to get your data back and then you could go someplace else. But the contract is held up. There is a clause for termination for non-appropriation. So if there was a year that you couldn't get funding, we can work with you there.

which is not out of the realm of possibility.

Other questions?

What is our current term for the other modules that we use?

It's aligned to January 1st.

To January 1st, but is there an end date on those? When did those start?

We can double check on that.

I believe it's the end of this year. So that budget, budgeting that we do during that budget cycle, that contract ends at the end of this year.

I would suggest you negotiate a more, an annual increase reduction or at least tie it to CPI or something that's going to be less than 5% most likely. Just to give us a little bit of break and I mean, I don't see why we signed five-year agreements. I think they should be a maximum of three, given the situation. I know this is an ERP system, so it's a little bit different. It's definitely not something you're going to rip and replace very easy. So, again, that's just my feedback on that piece. In terms of the resolution... And it's pretty straightforward. It's really just a stamp of approval with some general guidance, I guess, of how you plan to oversight the administration of this project.

Well, as far as the resolution itself, it's It tries to adjust to what we call the areas of central fraud, abuse, and or data being entered incorrectly, et cetera. It really tries to streamline that to basically say when we enter it once, we don't have to enter the data anymore. But without that, we can't guarantee that things won't work. We can keep doing it the same way except expect different results. That's wishful thinking. I'm just saying that that's where we're at.

So I am concerned about the timeline from an implementation standpoint. I've just worked in software for 25 years, and knowing how our kind of government folks tend to operate, I do think from an execution standpoint, it could be a concern. So we've got to be very careful that, like, Again, I am a staunch supporter. We need to do this. However, executing like, you know, garnering consensus, getting the steering committee in place like we got a lot going on this year already. Right. So like it's going to be to me, it's going to be a challenge to implement all multiple, you know, multiple phases of this and the time that you guys have allotted just on the surface. It feels that way. It's And I don't want to get to a point where, okay, we're six months from now or seven months from now, and we're kind of like, hey, we didn't get it done, so January 1, we're not getting the data start. We're not getting those things. So prioritizing what's the most important elements and making sure we hit those targets probably would be something that we talk about.

My question would be, do we know where the next broad instance is going to occur? Because that's where I'd want to put the resources. Do you know where it's going to be? Does anyone know we're talking? Because if we don't, we need to do it all or do none. To me, that's the wrong line. If you don't want to fix the problem, just say don't fix the problem. If we do, then this is one of the two different vendors to essentially fix those issues. Who are your competitors?

Tyler would be one of those.

Okay.

Other questions?

Eugene, that one.

Oh, I wanted an estimate on cost and time savings if we prove this. And then I guess also if implemented, is there a way at the end of year one, which would be the end of 28, to get an actual number of cost and time savings?

What I would add to that, at the end of the day, this is a partnership and this should be not only software, but a process that is used every single time. I mean, take assets, you click into an asset, you can see manuals, everything in one spot, right? So to your point, right, when we begin a partnership, what we'd love to do is help to get the word out because I think that that's also a goal is what are we doing about the concerns that we've heard in this room? um so we'd love to help with some press releases and then we'd love to actually create customer stories with you ed was a part of a customer story that we did um in our budgeting uh module or product that's posted on our website and so we could work with you to create customer stories that you could not only publish around the building but on your website you could share those on linkedin on social media And it helps our partnership not only grow, but you can truly show fact-based figures on return on investment here.

I believe I said that's linked to it. Because it actually shows we're saving $900,000 in time. And we were able to do that, which allowed us to respond to all those audits. You know, we've been asking for additional people for the last couple years. And we've only been able to do that because we've been able to streamline the process. It went from 51 hours to 20 hours, something like that. not counting the time behind the scenes we have to work through to do those budgets and prepare them when you guys request changes. So is there documentation of support to estimate costs? Sure there are, but there's nothing better than having actual data. So we can't get the data until we implement product. And we've implemented one product of theirs and we've proved it to actually exceed our expectations.

Ed, you'd mentioned at the Finance Committee, and I don't know if I'm jumping around here, are you planning on hiring an additional, is your thought that you would like to hire an additional person to monitor the system? No. What conversation are we having? Is that a time clock? It seemed like we were talking about, okay, if this is implemented, we're going to have to have one more person on board that monitors everything. Okay, remind me, if you will, a conversation that we had in regards to an additional person.

I believe that was a completely different conversation, Jim. I don't think it dealt with this resolution or open government.

I think it's replacing the person that is moving to Ashley's department, isn't it?

Yeah, we're replacing that person, but there was no additional personnel needed for this.

It's different than this here, Jim.

Anything further? I have a quick question in regards to kind of what discussion we just had. You indicated that, for example, if you had people out fixing potholes, and you could say, okay, this one took X amount of time because we whatever. Okay, so at the end of the day, they've got pictures, they've got time, they've got people who monitors all that.

That is completely your decision on what you want to track. We have quite a few customers who want every inspection to be a checklist, and that is their goal to get every inspection in there, right? We can create behind-the-scenes...

And they want to inspect, I guess my question is, who are the people or who is the person then that is responsible for taking an eight-hour shift and all these people on the shift and all the things that they're doing? I mean, that sounds like a 40-hour job in itself for one day. So how does that get condensed into somebody being able to pull it up and say, okay, in the next two hours, I'm going to look at what everybody did yesterday so I can plan on maybe getting this work done. I can evaluate how much time it's going to take to get the next job done type of thing.

Right.

Okay.

Who is doing that today or is it even being done?

I don't know. My guess is it's probably not in monitoring.

At least that closely.

Right. So with the time save, because there's time that is saved by implementing this, typically what we see is we move away from a whiteboard-based morning meeting and assign those tasks out rather than coming in, pieces of paper, whiteboard, an hour, an hour and a half long in the morning, or coming back at the end of the day to turn those in, if at all. Right? So that's that insurance piece of this. So to answer your question, that is going to be what you ultimately decide. But it doesn't take... hours to pull that data any longer, like it does today. It's click of a button throughout the entire system of, oh, I'm on a pothole, let's click and see how many potholes we've completed this week, or if there are any outstanding, or I'm out in the field and I can pull up the map and see open requests near me and just go hit one of those. Does that answer your question? Okay.

Okay. We have situations where we have people entering data hours a day. So if they're not entering the data hours a day, they could be looking at this report. At the same time, this data that we're collecting by the guy who's doing the pothole filling in the field, that information is actually posted right up on the website so the public can see it. So anyone could have access to that data at any point in time. That's part of the transparency. If there was an issue with our last meeting, if you've seen it, when the commissioners were discussing a possible rate change, it was the fact that we were not upfront and telling the public what we were doing, how we were spending the money. They're concerned. They didn't know where the money was being spent. It could have been spent in a good way, but they didn't know. This includes, part of that is the transparency. So all the information we're collecting is seen by the public. So how do you put a price on that? What does that worth for you as an elected official to have that data automatically put out there so you don't have to do reports and post anything that's there? What does that give the public in your eyes that would justify anything? So how much would that cost or what's it worth to you to have that information to the public without costing the same additional money or any additional time? I don't have an answer.

Well, I'll assume that as long as you have been in business and with as many people as you have, I guess that was just my question up front. And so on the back end, you know, I guess do your thing and then it can be monitored and those type of questions can be answered better when we see how the department heads or whatever are addressing their needs and how it addresses their needs.

So my question would be, are guys that are out in the field, like today, they're putting down asphalt material for a mile roadway. So somebody's out in the field putting all this information in. Is that what you're saying on that? Or it's coming back to the office and I'm the one that's putting all that information in?

Good question. We've seen it done both ways.

Come back to the mics, Samantha.

We've seen it done both ways. We've seen it done a lot of different ways. We'll give suggestions. During implementation, what we do is we show you about two, three, four different ways, and then you tell us what works. So if sometimes, right, you want to be the one to have your hands in the pot for all of that, we can adjust the process so it is. Some of that time saved, though, is I'm a guy out in the field, snap a picture or check a box, done. then it's living in the system and you do not have to do that. Right.

So then additional costs I see on our end is all of our trucks are equipped with a laptop, phone, something, because I really don't feel that we can ask our employees to take their pictures, work-related, and send them to us. So we will also have that additional cost as well.

Thank you, Kerry. As has been stated, this is really a beginning step. Resolution calls for establishment of a steering committee, calls for the auditor to deliver a formal written implementation plan within 30 days. What's going to be in that plan? It also provides for quarterly progress reports to the council and the commissioners and an annual public report. So there's a lot more to be done. This is an initial step. Any other questions or comments?

I've kind of been agreeing with Matt about the five-year implementation, or contract, excuse me. I'm not sure I'm in agreement with something that long that can't be adjusted, but that's up to the commission.

Other comments?

I believe they addressed that question. So if it wasn't appropriated, it wouldn't happen. That's your clause to get out. If you don't want to cut the budget, then it would be removed.

Other comments? Thank you for all the information. Thank you, Ed.

If you have any questions after this, I know I've sent some emails.

My cell number is in there, but please give us a call.

Yeah, we'll send this out as well.

Thank you.

Yeah, thanks for having us.

Roll call, Ed.

Mr. Langan? Yes. Mr. Wyed? Yes. Mr. Mogul? Yes. Mr. Bugout?

Yes.

Mr. Piper?

Yes.

Mr. Kantz? Yes. Mr. Hughes?

Yes. Ed suggested that we take up order form Q14189, which you have in your packet, which outlines potential real financial obligations for this year and potential for future years. This is non-appropriation. They'll be back next month to ask for appropriation or transfer cover this year. What's the pleasure of the council?

I don't understand. Again, is somebody just looking for the council to endorse a contract that, for example, the commission has already signed? I know that's what we just did. That's why I'm confused as to what we're doing now.

Ed, do you want to?

Sure. I said earlier, there's currently in the budget, my budget to move forward with this product. Correct. And so we're talking about this statement. So what I'm asking for is to vote on allowing me to use those funds Do this. I'd like to have team support on this. I don't want to go on my own. I think in order to make this successful, everybody needs to work towards that same goal.

You want us to give blessings to using your contractual funds to pay this? Sure.

You'll be back next month to ask for additional preparation for the amount that we'd go and use for this contract here, for this statement of work.

So you just want us to say it's a favorable recommendation? Yes.

I think favorable recommendation, that sounds appropriate. Council, President, other members. Cool.