City Council - Special Meeting

It is 6 o'clock. If everyone would stand, we will call this city council meeting to order. At this time, we have a moment of silence. Thank you. I will ask Councilman Minky to lead us in the pledge.

I pledge allegiance.

for which it stands, one nation, under God, indivisible, with liberty and justice for all.

Thank you, and you may be seated. I want to welcome each of you to the Georgetown City Council special call meeting tonight. We will follow the agenda as written. And Madam Clerk, roll call. Here.

Mr. Chris. Here. Mrs. Hambrick. Present. Mr. Hampton. Here. Mr. Minkey. Present. Mrs. Leslie Mitchell. Here. Mrs. Tingle Sainz. Here. Mr. Stone. Here.

Thank you, Madam Clerk. Next on the agenda is the approval of minutes, A, for July 27, 2026, special council, city council meeting, public hearing. At this time, I will entertain a motion.

So moved.

Motion made by Mr. Minkey. Do I have a second? Seconded by Ms. Hambrick. Are there further questions, annual comments? All those in favor of the motion signify by saying aye.

Aye.

Those opposed say nay. Item 3B, at this time I will entertain a motion for the acceptance of July 2027-2026 Special City Council Meeting. Motion made by Ms. Mitchell. Do I have a second?

I'll second.

Second made by Ms. Brent. Are there further questions and or comments? All those in favor of this motion signify by saying aye. Aye. Those opposed say nay. Let the record reflect that it passed. Item number four, receive the check register. Council, at this time you should have received those. If you have received those by show of hands, please at this time. Let the record reflect that all received public comments. No one has signed up for public comments. So at this time, so we will move on to item number six in mayor's comments. Uh, first on the, the agenda is six, a, the introduction of assistant finance director, Ashton powers.

Yes, we are very excited to welcome Ashton to the city of Georgetown. Ashton is a 2016 graduate of Scott County High School. So even better that we found someone from here. She graduated from Transylvania University in 2020. and has about six years of experience with governmental accounting and auditing. Ashley?

I just want to thank you all for having me this evening, and I really look forward to working with Stacey and the city government, and I'm just really excited to be here.

Thank you all.

All righty. Item number 6B, the executive order for the interim CAO appointment, Mr. Tim Williams. I sent you his resume and everything to this council last week. And so at this time, I will entertain a motion.

Motion.

Motion made by Ms. Hamrick. Do I have a second? Second. Second made by Ms. Mitchell. Are there further questions and or comments? Okay. All right. I'll do that. So just to give you an update on that. So what I did was when, when Devin told me that she was leaving us to go to greener pastures and so on, I immediately started to think we need to get somebody in here immediately. And so, I was making sure that I was going to be respectful for the election process. Because trying to get somebody in here when there's an election going on, sometimes you may not get the most highly qualified candidate. So by getting someone here who had some experience, that was the goal. I went to KLC and applied with them to give us a list of some people who were qualified. And Mr. Williamson came up. He, as you know, he's got about 37 years experience as a CAO, also city manager. He's worked in not only Kentucky, he's worked in Indiana, and he's worked in Ohio. So he has a great resume, and so if this council approves this appointment, temporary appointment, he will come on board. I will swear him in tomorrow morning, and then I'll give him his first task. in this new job, and again, he will stay at least to the end of the year and see how things are going, and at that time, somewhere in November, we'll start the process of looking for someone permanent, and he will also help in that process. All right, now that I've fully explained that to you all, and it's clear as mud, so now we can move on. Any other questions or comments?

I have a comment. I just wanted to say that I, I think, um, appreciate the way this was handled. Um, I think it, it gives us a chance to have somebody who has great experience and to, you know, to step in and even have fresh eyes with, um, there, there's so much work to be done. And, um, it, I appreciate the fact that you took care of that quickly.

Thank you. Yeah, it was, uh, like I said, we've knock on wood. We're very, we're very, very fortunate with that. So now that's to be said with that, uh, Any other questions or no comments? All those in favor of this executive order is to the interim CAO appointment for Mr. Tim Williams. Signify by saying aye.

Aye.

Those opposed say nay. It passes, and I will swear him in tomorrow morning, and then I'll give him his first task and tell him to hit the ground running. All right. Next, we have item number 6C, and I'm good. I'm not going to switch the order, but I wanted to switch the order a little bit, but I'll come back and do that last. So we're going with number C, CASA presentation of Lexington. Ms. Melinda Jameson is going to come up, and welcome.

Thank you for having us, and I want to say thank you for your support of the CASA program serving Scott County. We have been proud to add that to the seven counties that we serve. The name, I say, is a little misleading. CASA of Lexington serves Fayette, Bourbon, Woodford, Scott, Jessamine, Garrett, and Lincoln. And I'll just go ahead and get it out of the way. There's no names that we can have that anybody's come up with because there's already a South Central So we can't be central. There's a bluegrass and it's not us folks. And so if anybody has any grand names, we'll take them. But so per the national CASA, we're just not able to have a similar name. But so we do serve seven counties. We have a bricks and mortar office in each of the seven counties with a staff person serving each of those counties with the exception of Garrett and Lincoln. There are two offices that share an employee because of the size and number of cases there. So here in Scott County, we're located just behind us here between two barber shops. And I think it was a barber shop at one point. We subleased from Elizabeth's Village and are just behind them. And our staff person that serves Scott County is on vacation today or she would be here, but she lives here in Scott County. Her name is Roxanna Del Campo. She serves as our one paid staff person or the volunteer manager. And so for those that don't know, CASA is a nationwide organization. So unless you're moving to North Dakota, there is a program. There they require that you be an attorney to do the work that our volunteers do. But CASA is an acronym. It stands for Court Appointed Special Advocates. And we take everyday community citizens that are at least 21 years of age. They go through a 30-hour training that we do right here. We recently had one at the Scott County Library. They go through that training, and then they get sworn in by a family court judge. As you probably know, you have two judges here, and the two judges serve Bourbon, Scott, and Woodford. And so they get sworn in, take an oath of confidentiality. If you don't know, Kentucky unfortunately is number five for highest rate of child abuse and neglect right now. And I'm going to pass out some folders to you, but not until I'm done, because people start looking at the papers instead of listening. But you're going to see a map that looks like this on the left-hand side, and those are our seven counties that we serve, and it is the rate of child abuse in that county. So for example, Scott County is 17.3. What does that mean? We take the census data of youth birth to age 18 living here in Scott County, And then the rates, and the rates are for calendar year 2025, because that's the most recent for the state, of the number of substantiated cases of abuse and neglect. And there were 252 here in 2025. That's new cases, and an average case runs about two and a half years. So at any given time, about 650 children here in Scott County that have substantiated cases, meaning they made it to court and it met the court criteria and they're actively in the court system. So our goal at CASA is different than everybody else. We're there solely for the child's best interest. So the state social workers have to work towards reunification. We do not if that's not in the child's best interest. We're child focused, best interest. So in one case, we have a 10 and 12 year old. They have babies, their dad and grandpa's babies. We're not interested in putting any of the four back in that home. now the state probably isn't either but their mandate by statute requires that they work towards that not us we're going to look is there a relative that's safe if not is there an adoptive home etc but so with 252 new cases in Scott County last year and the number of youth you have that means out of every thousand children 17.3 are abused or neglected Unfortunately, that's a higher rate than most of the state, which you're a growing county, right? But you see on here Fayette's is 13.9, Woodford is the best in our region at 9.2, Bourbon 12.2. Now, as we go south, their rates are higher than yours. Jessamine is 28.2, Lincoln 25.5, and Garrett 31.8. But still, 17.3, that's not something we want to see, so we're working to change that. And a CASA volunteer gets appointed, a judge appoints us on these cases, and you as a layperson or community member often never hear about these cases. You might say, what do you mean, a 10-year-old had a baby? Family court is closed. So unless you're a party to the case, you're not reading about this in the media or seeing it unless there's criminal charges, and then you may see that. So we typically get the worst of the worst cases because we only have so many volunteers. By statute, we have to have that full-time staff person for every 30 volunteers. Great news. As of today, you have 31 volunteers here in Scott County. Don't tell anybody we only got one volunteer manager. So we might have to start looking at if the volunteers come in, do we add a halftime position or how do we do that, right? But so last year we served 68 children here in Scott County with a CASA volunteer, hopefully giving them a chance at permanency. 88% of kids that have CASA volunteers never come back into the system. That means foster care or incarceration at age 18. So we are working to break a cycle that I know the mayor is all too familiar with from the school system. These kids find themselves in this cycle due to no fault of their own. And if somebody doesn't step in, a coach, a mentor, a teacher, a CASA volunteer, research shows that the cycle generally continues and their children come up in the system, etc. Our goal is that these kids have a safe, permanent home and go on to raise their children in their home and become contributing members of society. I'm going to tell a quick story. We're always looking for more volunteers. So if you know anybody that's at least 21 years old and has a heart for children, that's it. Just show up. We're going to help you with the rest of it. Your photos do explain the training that our volunteers go through, but we have a great team. Your staff person here is bilingual. Her first language is Spanish. So we have multiple other volunteers. Right now, I think we speak eight languages amongst our team. So we will do what we can to serve these children. But one of our cases when we were appointed, the little boy was seven years old. He had three brothers, but all three brothers had been taken in by family members. But they said, we don't want this one. That's a quote. This one. And when we were appointed, the judge said, I need a CASA volunteer on this one. This kid is headed straight to prison. Did you hear how old I said he was? Seven. And so, and I'm not knocking the judge, there was a lot going on. He'd been kicked out of all the schools, we were trying to figure out where to get him to go, he was failing classes, he was getting in fights, and he kept disrupting each of the homes he was placed in. So the CASA volunteer got in there and she pretty quickly realized I think this child needs a hearing evaluation. And so the volunteers write a report. We have a template they use. And at the end, they make recommendations. And it could be the child wants to play baseball. Or the kid needs an eye exam. Or in one case, a little girl needed her teddy bear that got left at home so she could sleep at night. It literally could be anything. Termination of parental rights. Let's look at adoption. And so the judge ordered it, and he had the hearing evaluation. And prior to Casa being appointed, this young man had been in the foster care system since he was five years old. So for two years before we got on. You heard me say he kept getting kicked out of all the schools, moving him around. Guess what? He was deaf. And so when we found that out, a lot of things changed. I thought, I'd be fighting too and failing if I couldn't hear anything and know what's going on. So we had him move to Kentucky School for the Deaf in Danville. He started learning sign language. Eventually, this case, we were on this case for seven years, folks. Same, the only constant this child had, his CASA volunteer. He got cochlear implants, and I'm here to tell you it would be, so not this May that just happened, the May before he graduated high school from KSD. He was adopted at 17, and he is doing his journeyman to become an electrician. And he's going to end up right back here in this community. And so what I'm saying is we can't fix everything, but for this young man, hopefully his course has changed and he's going to be a contributing member. And guess what? His volunteer was not an ophthalmologist. She was not a social worker. She was a common, everyday citizen that said, I think I can give five hours a month to change a child's life for the better. So that's what we do. It would not be possible without funding from our cities and our counties. CASA of Lexington is the only CASA program in the state that has financial backing from every city and county we serve. We've even got Midway and Wilmore participating, the small cities we're in. And so we do also fundraise and grants, but we're very appreciative. My position is paid for by Lexington Fayette Urban County government, so initially the program only served Fayette County, but then we were asked to expand into Bourbon County because all the counties around us did not have CASA. Well, then the judges were like, we want you in Scott and Woodford too. So Scott came next, and then Woodford, and then we started going south, Jessamine, Garrett, Lincoln. So hopefully we don't have any more counties to pick up. But meanwhile, we're going to keep trying to serve more children. That's the goal, every year to serve more children. And some people say, how do you do your job when you're not even serving 20% of the need? Every child we serve has a chance at breaking that cycle moving forward. And I'm not OK with 20%. When I came, it was 1%. So we've come a long way. And that's thanks to everybody that plays a part. I know Mayor Jenkins has had the opportunity to come out to our 40th year celebration this year. He journeyed on down to Lancaster and came, and we're appreciative. He's been to one of our primary fundraisers, Bourbon in the Bayou. This man knows how to play heads or tails. So later, ask him about it. He can tell you how to do it. And there is photo proof on the website. But anyway, I will pass out these folders, which has more information, but while I'm doing that, does anybody have any questions? As you are.

Well, I'm going to say to you, just from The times I've been involved with this, it's a very unique program. And like I said, coming from a school background, if we don't have people out there that actually, and these are our kids that live in this community, and our job as people is to make sure that we do our best to help rehabilitate people to where they don't get that cycle of causing issues in their life. So I appreciate all you've done, and for my heads and tails, I've never won, so that's the end of it.

There's always, this coming year, Mayor, last Friday in February, bring your beads.

Okay, got it. Thank you so much.

All right. Have a good day. Thank you all.

Thank you. All right. Item number D is the city hall update. Ta-da. We got our temporary certificate of occupancy, so we're good to go in. As a matter of fact, we should get our final one by the end of the week. Everything is falling in line. Put on your schedule. August 24th. 2026 and the time will be from four to five 30. We'll have open house and our first council meeting, no more special, at least for the next one will be in city hall, our new renovated city hall. So that is a good report. I'm glad to say that because, um, I'm sure that, uh, you know, I, I will call Devin and tell Devin the good news. And so she will be happy to hear that. But we are clear to go. And the plan is going forward is that they'll be doing some of the final checkpoints and a punch list. And also the deep cleaning, the final cleaning will be somewhere, uh, not this week, but next week and they'll get that done. So when we go into the building, no one would have been in that building yet. We will be the first to go in that building. So that'll be good. And actually the staff won't be moving in until sometime after that, a couple days after our first council meeting. So that Wednesday, Thursday, and Friday will be the 25th, 6th, 27th, somewhere along there. That's when the staff will actually move in. All right? Okay. Like I said, you know, you can always bring your own, but... Uh, but no, we got chairs already there. We'll let you, we'll bring you chairs. Well, yep. We've took that into account. All right. Next on the agenda. Item number seven is the council committee reports and I'll start with five committee meeting. Let's give me five committee first. Uh, Ms. Hamburg.

Thank you, mayor. Uh, we met on July 23rd. Minutes were approved. Uh, Mr. Crisp and I were representing city council. We, um, first made the motion by ordinance so that we have a schedule of meeting which will be again the fourth thursday of every month at 3 pm also We have apparatus. Assistant Chief Johnson informed the committee that the goal of maintenance on the backup apparatus is to bring it up to current NFPA standards. And the vehicle maintenance contract for all non-warranty work and preventive maintenance has been awarded to City Garage. And I believe they're located in Frankfort. And they know our vehicles, they've worked on them, and it will allow quick turnaround and more familiarity. And I think we can use the $150,000 in vehicle maintenance funds that's already budgeted. He updated the committee that we are waiting on Brindle Mountain to give their estimate on refurbishment of truck number two. We just want to do a soft refurbish of that truck. so that eventually we can put it out for surplus and use that money to do more work on truck one. Then, fire stations. All administrative offices have successfully moved to station one and phase two of station one remodel will not begin until the basement remodel of station three has been completed. The committee was informed that the necessary preparation required before beginning the remodel of basement of station three has already begun. Station 4 design meeting with Branstetter Carroll was scheduled for last July 31st, so I assume that has happened. And Chief Johnson stated that the design development phase would probably take about three to four months. And some of this might be old as well. I don't have updates since our meeting. But the Kentucky Office of Homeland Security grant opened applications and we will be seeking funds for radio mics under the 2025 application and for a drone under the 2026 application. And that's probably still, and I think the $23,000 for the radio mics would be very helpful since our current ones are about seven years old and are in need of that. So we hope to get those. Code enforcement. Chief Willett reported that code enforcement was continuing to focus on preventive measures related to improper trash and set-outs as well as grass. Can I get my mic on? Oh, I'm sorry. You can probably hear on everybody else's. Watch out your voice. She also said that the property on the corner of Clinton and Hamilton is currently being monitored. I have some calls about that routinely. The code enforcement is monitoring that home. Accreditation, Center for Public Safety Excellence. Chief Johnson said that our department is now a registered applicant for the Center for Public Safety Accreditation credentialing. And he explained that this will be a multi-year process. Our department will undergo Something I think is great, it's a thorough assessment and focus on identifying strengths and weaknesses and areas to improve routinely. And I think you said there were just five in the state that were accredited, maybe Lexington, Louisville, Paducah, Bowling Green, can't remember the fifth. um... recruitment and retention he acknowledged how well the city has done maintaining competitive starting pay for the firefighters but cities around us are increasing their pay and so we need to remain competitive in our compensation and ensure that we can retain our personnel and he is working on submitting his recommendations to mayor jenkins and to human resource director miller and the junior fire academy um, is always a great success. And it began on the 27th. We had 13 high school age community members. Um, and I think it just ended maybe. Um, so hopefully it was a grand success. We adjourned at four 22.

All right. Thank you. Next, uh, councilman Mickey police committee report.

Thank you, Mayor. So the Police Committee met on last Monday, August the 3rd, in our normal time. All members were present, including the Assistant Chief, Captain Lodl, Dispatch Coordinator, City Attorney, and the Finance Director. The first area that we always go through is staffing, hiring, and recruiting. We were pleased to hear that the police department is staffed at 77 out of 80 positions. Just recently had two lateral transfers from the sheriff's department. And we have one lateral in background check right now. So that would lead us with two openings yet. Dispatch is still working on staffing. They have 22 out of 30 positions, leaving seven vacant dispatch openings. They just completed 15 interviews last week. and actually recommended eight to go on to testing in Richmond. So we're anxious to see the results of that. Like in the fire committee, there's a lot of activity going on within emergency services with different communities with pay rates. And so you're seeing some movement there. Thankfully, at least with the police at the moment, We're in good shape, but certainly dispatch was one of the areas that we talked about at budget time, and we had some additional conversations about that, and hopefully we'll be able to put a proposal together for the mid-year activity there. Some of the other things they're doing in dispatch, from a recruiting retention perspective, The Axon, prepared Axon program was, is actually implemented now. We approved that and that's some of the latest and greatest technology to help dispatchers with their activity. One of the things that Jennifer is looking at is trying to find a way to sanitize some data on the demonstrations so that we can utilize that as a recruiting tool. to let folks know this is what a dispatcher really does and the tools they get to play. So it's kind of like playing games, video games. So there ought to be a lot of folks out there interested in that. The other thing that they did in dispatch, they did a survey, a morale survey. so to be able to see where are we and some things that we need to look at. And basically, opportunities for improvement, cleanliness were the areas that kind of popped up, which led to another conversation about There's been an issue, performance issue, with clean contractors for the city, and so we don't have that service, so that's something that we're We need to look at, there's a couple options out there that are being looked at so that we can get a clean contract of some sort back in place so that we're not relying on our employees to do that in addition to their existing performance duties. Let's see. The other update that I was really pleased to hear was our traffic safety officers. So we've had our traffic safety officers since May of this year. And so the chief gave us some great statistics. The two officers that we have have responded to 570 incidents. basically they're able to take 67.4% of the load of those types of calls off of our sworn officers which again that was part of the original strategy of looking at traffic safety they've also been able to do other things parking complaints enforcement action the collision investigations and injury crash investigations and abandoned vehicles and funeral escorts. So a lot of those things that need to be done, but we don't necessarily need a sworn officer for, it's really paying off. You'll see a lot more in our parking compliance. And one of the things that we talked about as well is, There's an update of the parking citations and things like that and the fees that go along with that. The old fees from way back were a $10 parking fee. That has now jumped up to $25. So maybe it's worth not parking illegally because you will be caught by these traffic officers. The other thing we talked about was the driving classes. That team driving has been a big success. The next scheduled class is August the 18th at 6 p.m. at the Ed Davis Center. So there is a limit to how many folks can be there, so contact the police department if you have interest in participating in that. Hopefully we can have some conversations also with the high schools to be able to try and integrate that into the school system. So that's one of our objectives there as well. The next item we talked about was the facility needs assessment. They do have the updated layouts now for both the police department expansion and the dispatch area, and I think folks are pretty satisfied with what they've got thus far. So now we need to look at locations and take that next step in the process. Then we did have a couple just general conversations. One, the center around the felony stop that we had recently that was of concern in the community. And so we talked about that and brainstormed some of the issues there, some of the feedback that came out of the community discussion. meeting as a result of that as well. And so there's some takeaways there that we're working on. In addition, we also talked about some of the unhoused folks that were sleeping in yards and backyards, porches, those kinds of things. We discussed some of the issues there, some of the ordinances that are there and things like that. So we're clarifying some of that information. But if you're seeing those kinds of things, please make sure that you're contacting dispatch so that they can be notified and they can go deal with that. And one other thing, just as a general interest, there was a flock camera in the community that was, um, spray painted. So damage. So, you know, that's, that's a, that's a problem. And so we're, um, we talked a little bit about that as well. That's it.

Mayor. Thank you. Next is item, uh, seven C in a local committee dash booking park. Uh, Ms. Mitchell.

OK, the interlocal committee had a meeting on July 21 at 4 o'clock. Members present were Mayor Jenkins, Judge Covington, council members Minky Hambrick and Lesby Mitchell, and Magistrates Wallace and Ellison. Magistrate Livingston was absent. The minutes were approved from the previous meeting. The first thing that we did was approve the meeting schedule for the current fiscal year that just started. And we will do the same thing that we've done this year. We will meet the third Tuesday of January, April, July and October at four o'clock. And the October and April meetings will be held at City Hall. The January and July meetings will be held at the courthouse. Then we had a report from Drew Beckett, the parks director on the current state of Brookings Park, and he shared with us some ideas for some upgrades. Next, it was reported that the lap pool design phase is complete, which I think we're gonna see something on that a little later tonight. and we got an update from the county on the work that continues on the design phase of the cloverleaf ball field at Great Crossing Park. Finally, We discussed a schedule to review each of our interlocal agreements, and we discussed tackling three agreements per quarter and having teams comprised of a city council meeting teamed up with the magistrate to each take on. one of the interlocal agreements and to present to the group. And we discussed the procedures for review and Councilman Minky had had some ideas about how those might work and we what we left with was that we agreed to look at the process and to think about whether this was the best strategy to move forward and to bring suggestions to the next meeting and then we adjourned at it was around 5 40. all right thank you item number eight is planning and zoning and zoning ordinance

Just one item on this. Given some of the current activity that's going on with the county right now with the data center ordinance and things like that, when you look at the draft that's out there, which I was very pleased to see, from the staff, it's beginning to put some information together so that we can have a conversation, but it centers around only the unincorporated areas of the county. And so when you think about that, here within the city, we have pockets of open space that are unincorporated. And so it just seems odd that maybe we're not doing this together or at least having those conversations so that we can address unincorporated areas but then be able to also look at it from a city perspective so that we're covering all the right bases so that we can protect the interests of the community. And so I'm wondering if we ought to have some either public comment or or encourage city folks to participate as well in the existing data center conversations that are going on so that we can take into account all of that feedback as we move forward as a city as well. Okay.

I think that can be done. We can look into doing that.

All right.

Uh, item number nine, second reading of the 2026 dash 27, uh, budget amendment number one sponsors, Greg Hampton and Tammy Lesby Mitchell.

An ordinance amending the annual budget ordinance for fiscal year July 1, 2026 through June 30, 2027. Summary. General fund. Prior year revenues are increased by $1,254,554.58. Intergovernmental revenues are increased by $1,596.22. General government expenses are increased by $60,603.71. Information technology expenses are increased by $25,000. City Council expenses are increased by $9.78. City Clerk expenses are increased by $3,748.17. Building inspection expenses are increased by $1,443.14. Police expenses are increased by $36,359.05. Fire expenses are increased by $166,757.16. Code enforcement expenses are increased by $3,407.46. Public works expenses are increased by $5,744.40. Engineering expenses are increased by $317,425.77. Stormwater expenses are increased by $357,469.35. Interlocal expenses are increased by $263,682.81. Transfers to other funds are increased by $14,500. 9-1-1 Dispatch Fund. Prior revenues are increased by $42,933.40. Intergovernmental revenues are increased by $42,933.40. Dispatch expenses are increased by $85,866.79. Municipal Road Aid Fund. Prior revenues are increased by $969,416. Road improvement expenses are increased by $969,416. Grant fund. Prior revenues are increased by $82,922.49. State grant revenue are increased by $3,571,300. Federal grant revenues are increased by $190,535.05. Police expenses are increased by $99,900.54. Dispatch expenses are increased by $105,300. Community service expenses are increased by $3,540,489. And our local expenses are increased by $99,068. Capital projects fund. Prior year revenues are increased by $1 million. Transfers from other funds are increased by $14,500. Capital expenses are increased by $1,014,500. All ordinances to project ordinances in conflict with this ordinance are hereby repealed. This ordinance shall take effect after its passage of publication, according to all. The full text of this ordinance is available for examination in the city clerk's office, 629 North Broadway, Georgetown, Kentucky, 40324, or at www.georgetownky.gov. Publicly introduced and read for the first time July 27, 2026. Publicly read the second time August 10, 2026.

Is there any questions or anything? I'll make a motion, Mayor. A motion is made by Mr. Hampton. Is there a second?

Second.

Second made by Ms. Mitchell. If there's no other further questions and or comments, madam clerk, if you have roll call, please.

Yes. Yes. Yes. Mr. Minky.

Yes.

Mr. Hampton. Yes. Mrs. Hamburg. Yes. Mr. Chris. Yes. Mrs. Wilkins-Brent.

Yes. All right. Let the record reflect that it has eight zero.

Thank you all.

Thank you. Next is item number 10, Georgetown, Minnesota water and sewer service. First of all, we have item number 10, a customer service update information only.

Okay. Thank you, mayor.

Thank you, council.

So you can see, I've got a lot of stuff on your agenda. I think that I anticipate the items a, B and C are going to be what kind of where you all probably have most questions. So I'll run through those. I do have some slides to go with those. I'll jump right in, and then, Mayor, if you'll allow me, items D through L, when we get done with the informational updates, if I could just go through those, and you'll ask questions as we go, but those are kind of the more standard payables. But the three informational updates, if we can start with what we've been doing as our monthly customer service update, and just because of meeting schedules, we are One month behind, Carissa will get us caught up with your next meeting here in August. But this represents the customer usage report. It is representative of June of this year. So first, related to leak checks for June, we have on the left side of the slide, we have that we performed 68 leak checks for our 15,456 customers in June. 54 of those leak checks resulted in no leak detection, meaning 14 of those customers did in fact have a leak where we go in and we shut all the fixtures down inside the house or the business, whatever type of customer it is. and then we check the meter, see if there's continuous flow. So we did, in fact, have 14 that showed continuous flow of the meter out of the customer base with those 68 that were requested where we performed the leak inspections. ON THE RIGHT SIDE OF THE 68 TESTS PER FORM 52 WERE REQUESTED BY A CUSTOMER, SO THOSE WERE RESPONDED TO BY A CUSTOMER, 16 OF WHICH IS WHERE OUR CUSTOMER SERVICE STAFF, OUR METER STAFF, WHEN THEY SAW SOMETHING THAT DIDN'T SEEM QUITE RIGHT AFTER RECEIVING THE MONTHLY USAGE WHEN WE PULLED THOSE IN FROM OUR RADIO READ ROUTES, THAT WAS 16 THAT WERE INITIATED BY OUR CUSTOMER SERVICE STAFF. The customer requested leak checks. 42 did, in fact, not have any leak. We didn't see any flow at the meter when we shut those fixtures down inside the residence or the business. 10, in fact, did have the continuous flow at the meter. So that's when we work with the customer, try to figure out what's going on, whether they need to have a plumber come and do some checks or if it's something that we're able to diagnose from the meter or just working with the customer. As I said, 10 of them did not show on the customer requested leak checks, 42 did not have a leak, 10 of them did have a leak. And then on our initiated leaks, the 16, we had 12 that did not have a leak, 4 in the end did have a leak. So that's kind of a snapshot of where we were on leak checks in June for the 15,456 customers. We can go to the next slide, please. Yes, sir. This is next. Okay. Just go on to this? Okay. So this chart, it reflects kind of the categories over the 18 leak adjustments that were requested. And 11 of those requests, they were, in fact, that's that first column on the left where we have 11. That is where The leak adjustment request was by policy. It was something directly by policy, says this is where we will initiate or do a leak adjustment on behalf of the customer. So 11 of the 18, no problem. We had seven remaining. And so we did, in fact, issue courtesy adjustments for those seven, even though they did not really meet policy. We, as I always say, I rely on my customer service staff. They can make that call in talking with the customer. But two of those were toilet leaks, which is always a good place to start looking. And the rest, there was just one in those remaining categories as we worked with the customer to diagnose the problem and figure out what needs to happen there. But we did issue those 18 leak adjustments, 11 by Policy 70. outside beyond policy. So any questions there?

Sorry. Go ahead. So of the underground slab category, are any of those connected to the blasting zones that we have around town?

I'd have to look at the addresses on those. I don't believe so, but, um, And I do think now I'm recalling that somebody brought that up the last meeting and I didn't check on that. I apologize. I don't believe we've had any, any issues on, um, related to blasting, as I said, uh, at least on our part of the sewer work on Georgetown comments. We actually took some extra precautions and we went in and we wouldn't even let them use the O-RAM and hammer the rock. We said they had to bring in a trencher and grind the rock. That creates a lot less movement. We also had some additional with that change order that you all allowed me to approve. We had extra seismographs put in in that area to ensure that we could monitor right by where we were doing work. related to the blasting i i couldn't answer that but i could do a cue on kind of what what those 18 addresses where they are put them on a map and see if there's anything close let me make a note of that so i don't forget it the second time i apologize chase a leak adjustment is does it have to be initiated by the customer do you automatically do it I would think most often they're initiated by the customer. I won't say that we don't on things that we find. As I said, back to the ones that we initiated, that won't end in a leak adjustment. It could. I don't know probably percentage-wise which ones, whether it's customer-initiated or customer service-initiated. I don't know how that would be broken down, but I would say the majority are customer-initiated. Can we go to the next slide? I think this is a very important slide as it just shows, and this is just residential usage, residential customer usage, and it's broken down on the x-axis of the chart by monthly usage. So we start out with just on the far going left to right, zero to 500 between the first two dots of monthly usage. Then it increases going up the crest to 500 to 1,000, then 1,000 to And you can see between 2,000 and 8,000 is where the majority of our residential customers, where their usage lies. But for the months of April, May, and June, I think we'll see the same thing when we add July on there, is that we're not seeing a great variation in those different categories. I've got to figure out some way to put it on a graph, and this is the way it's made most sense to me. is we're not seeing those monthly variations in any of the ranges. They're all pretty consistent. So I think this is a good tool for us, something very good for us to take a look at on a monthly basis, that we're not having widespread variation. I won't say by customer that it doesn't happen. It will. But overall, I think for residential, we're showing that the usage month by month stays pretty consistent. Any questions here?

So, Chase, that's a great way to look at that for trends. So on leaks, are you looking at trends there over time?

Probably not. That may be helpful. We can kind of kick around how we could do that. So if we could go to our next slide. So this is where we're kind of switching gears. It's still on customer service. I think it's still under that umbrella. But this is kind of related to our metering audit process. And we've kind of broken that down into two assignments. And we'll go to the next slide. The first assignment, it was related to the customers that worked through Councilmember Tingle Sainz, then to us. I think there was somewhere in the low 30s of those customers. Some were determined not to be our customers. Some had just a one-time problem, but what we ended up doing was pulling and testing 26 of those meters, and I have not gone through all the results on that yet, but we had them tested, we had them retested, and we had them tested actually a third time to make sure, and we tested them with different methodologies. So I'm going to bring you a full breakdown at your next meeting. I would like to present that to my board next week, but we do have that assignment. We've made some headway on that. And we'll have a presentation diving into those results at the August 24th meeting. So any questions there? That's more just update. Next slide, please. And then we get to our overall meter process. That's kind of our second bit of our assignment. And that's where we're going to try to do an overall meter audit based on a representative sample. And we've talked to other utilities, other engineers, talked to a law firm that has done this. Talk to some folks that work with the PSC that have done this and it's just getting a grasp on how to tackle this. But I think ultimately we're going to issue this week. It's mostly I think the RFP is 90% done. We will issue an RFP for. whether it is a consultant, whether it's an engineer, a manufacturer, an attorney, anybody can respond to this. Give us a plan on how they think that it can best be handled, and we think that'll be a two- to three-week process. Then we'll receive those proposals, we'll score them, and I hope to have your recommendation on how we execute that plan at one of your meetings in September. That's good. Okay, next slide, please. We can jump to item B. This is the update on Royal Spring, the work that we're doing there with our Deshaies and Water Street sewer upgrade. So you all had a specially called meeting on the 21st, and you all gave very clear direction, get pricing for the deconstruction, labeling, storage, and preservation of cabin two. That's the southernmost cabin by KU property. And as of this morning, I did receive a quote from our contractor, to do that work. I don't know, Mayor, if you're working on that, but you did kind of task that to me. So I do have a quote to take that one down and get it ready for storage so it could be put up in a different location. And please let me preface this. I have not reviewed this. I looked at the number. As with all change orders, we give them a thorough review. We sometimes add. We sometimes subtract. But the change order for that is $45,334. Not asking for any action on that tonight because I've got to review it. Please allow me to have that time to do that and talk to the contractor, make sure I understand everything, that we're on the same page. But I think I can bring you back a recommendation on that at the next meeting. Also, I'll point out that our contractor now has worked past in the project corridor past cabin number two. So if we do, in fact, want to leave it in place and not touch it, I think that is an option. I think initially they said there was going to be a change order. They had to work around it. That was going to slow them down. I don't know if I believe that or not, but they've moved past it now with what I could tell was very limited interruption or slowdown. Now, if the consultant that saw that there is some issues there, if it's a thing that still needs to be taken down due to a safety concern, still an option. Just want to make sure you have all the options. I do think we can probably leave that in place if it's so the will of the council. But I can bring you more information on that next meeting. I'll also say, again, I haven't said enough. We've wrecked Royal Spring Park, but when we finish this thing, I'm going to leave Royal Spring Park in a better state than what it was when I found it. I promise you that right here. I've talked to... Drew over here, we've talked about some potential improvements that we can do to kind of help make the medicine of this disruption, help make that medicine go down a little bit easier. So I think in the end, if we can remain patient through the process, we'll be doing some really good things come springtime to make that part really look good.

Chase, can I ask you a question? I want to make sure I understand what you said.

Yep.

So at this point in time, with the construction that's going on, they're going on around the cabin. So we could leave the cabin, and we know it's in bad shape, but we could leave the cabin there as it is.

Correct.

And then what happens to the other cabin?

We can go back. I wouldn't recommend putting it right back where it was because you'd be putting it on top of the sewer, but we could find a place in Royal Spring Park. My suggestion is to reset cabin one, the leach cabin. So that is an option.

So when they were told this, getting back to all this conversation that we've had about this cabin, so in the beginning when they said they had to move it, of course we were thinking about moving that cabin over, but when they said they had to move it then and now they say they worked around it after we talked about all that?

Contractually they were supposed to get rid of cabin one. They were supposed to take it down and move it elsewhere or surplus it, salvage it. And then we were going to relocate the leach cabin, cabin number one, to the location of cabin two. So that's maybe where the contractor had the rhetoric of it has to come down because contractually that is what was specified in the beginning. Then when they've moved cabin one out of the way so they can work through that part of the park, now they're to cabin two, they're saying if we had planned on taking cabin two down immediately, that's going to slow us down if we have to work around it. Again, that was the part I kind of, thought was a little suspect, so they have worked around it now.

So we could 45,000 sounds like a lot to me. Of course, I know they're going to charge 10,000 to destroy it, but, and haul it off a 45 sounds like a lot. So if that's with them and they're going to leave it, so that gives us, we've got to do something with the other cabin, but it gives more time to, to see if we can find somebody else that if we make the decision to that would be less than that. Cause that sounds a little pricey to me, but I've never taken down a no cabin.

I've never done it either. Honestly, I just, again, not reviewed it, but at first glance, I thought it was going to be higher based on their other change order proposals.

I didn't think it would be higher based on what the gentleman said to us that night that we had the special called meeting, but 45 does sound like more than I expected to take it down, to save it, to preserve it, to do that. That's a lot of money. But it kind of sounds like... with what I don't know I don't get a good vibe and of course you know it's always me that says these things I don't get a good vibe of how this this contractor has worked with and around and with and through these these cabins with how they now we because we had all this conversation and now you're coming back to saying okay we can leave it so I get a bad vibe from from all that but anyway we've gone through a lot to go back and say okay we can leave the cabin for now but Okay. Anyway, this is my, just wanted to express that. That's all.

You're not the only one fair enough. Okay. You're not the only one.

Well, yeah, it, it does sound strange. Let's just put it that way. But thank you.

Um, mayor, if I may go ahead. So you said you would be working. to put the park back together better than it was and that you'd be working with drew from parks and different people i mean it might be a good idea to look at how you might be able to reposition the leech cabin and then find a spot for both i've been told that a lot of thought went into the original positioning of the leech cabin and and it was put in that that exact area for a reason that exact kind of how it was set and we want to make sure that we

honor that and do what we can to keep what significance there is. If we can put it back as close, that's a great idea, and especially in the end if it saves us a $45,000 ticket to take down number one. But again, I think you also have to consider what the cabin expert said. If it's a liability issue, we need to kind of think about that too if it needs to come down. But

But if we have, just to jump back into that conversation, if we have saving $45,000 by not taking it down, we can take that $45,000 and add to the cabin to fix it up.

Right.

And then we've got something here that we can do. Because he did talk about there was a lot of boards rotted and things like that, but maybe that $45,000 would go a long ways to actually saving the cabin and fixing the cabin. So I'm not comfortable with the company that... We'll see with the company. But I'm not happy with them with what they've done with us.

All in all, it's good news, but yeah, it's been kind of confusing.

I will not deny that one bit. And I will also assure you we've had we've had some conversations with, with the contractor about that as well.

Yeah. Well, I would hope that there, um, would be remembered for the future that they wouldn't, maybe even if they came in with a low bid, maybe their low bid is not the best bid, but just saying.

Understand. I completely understand your sentiment. Um, Can we go on to what I think is probably the most important part of the discussion tonight? That's wastewater plant one and the update there. We can go to the next slide. Talked about it as much as we could the last meeting with it being special called meeting, but Mayor Jenkins, thank you for allowing me to put it on the agenda for open discussion this time. The odor issue, it's bad. There's no sugarcoating that. It's unpleasant. It's, it's, it's bad, but good news is I do think it is, I know it is a process and I don't think it's, it's not permanent. It's just, uh, we've got to, we've got to get moved. We've got to move some things further along last meeting. I think council member stone, you gave a really good overview of what's happening. And I just kind of wanted to dive into that a little bit more tonight if I could, but really all I'm doing is expanding on what you said, cause you covered it pretty well, but, uh, our next slide. We've really got two main issues related to odor. As I said, there's no denying it. But we've got three steps to mitigate the two issues. So first, over the past several months, we did our first tie over back at the end of last November, where we're starting to redirect flow line by line from the old infrastructure to the new infrastructure. We've been feeding and operating two different plants, essentially, an old one and a new one. And that was my decision in that we're not just going to immediately pull everything to the new and decommission the old, because if something is not right with the new plant, I still have to be able to treat the water at the old plant. And that was kind of a calculated move. It's had some difficulties, but I'm still happy with that. I still stand by that, because we have had some hiccups with the new infrastructure. Kind of that flow transition, it prevents us from building this healthy sludge biomass that we need that's part of your biological treatment, your main part of your biological treatment. So we've been splitting that flow, tying more lines over every month, and we've still got work to do. We have to optimize our treatment cycles. We have to learn the equipment, and we've had to troubleshoot over the past few months a number of control and programming issues that happens with every plant startup, but We're still working through that. So that's kind of all in that flow transition, that phase one of getting rid of these odors. The second is that we're now decommissioning. We've had for a number of weeks, we've had all the flow to the new infrastructure and the old infrastructure. It's been 30 years that it's been in use. It's been never been cleaned. And so now we are pumping that down. We've got a contractor in there. that is getting all that water, all of that sludge out of there. They're processing it on site with a mobile press. It does not smell good. It's pressed, and then it goes to the landfill. I've got some pictures here in another slide. It's a tough process, but it's something we have to do. If we go back one more, I'm sorry. Yep, and then that last part, it just goes back to the SBR, the new treatment. That's the sequential batch reactor. We're going from an oxidation ditch to a reactor treatment, and we do have to finalize that. We have to have our operators learn that. They've been working on that. They've been studying up. They've gone to other plants to learn how to operate it. Now it's here, and it's just they've got to learn how to operate the equipment. There's going to be a learning curve there. So kind of three things that have to happen. The first one, that flow transition, it's done. The plant decommissioning, that is almost complete. I feel like we have had a little bit. I won't say that the odor's gone. It's not even near where we want it to be. But I do feel like last week as we got that closer to being done, we did have a little bit better as it does relate to the odor problem. So we'll go to the next slide now. So this is just showing that flow transition. More on that, I kind of already dove into that. But this is the old ditch. You can see the water's not moving anymore. We're not treating here. This is just where we started from. And right now, you can see that what's going kind of horizontally across the screen over the flow channels, those are our aerators. Well, now that the water's being pumped down, we can't put air to that sludge, and it's not moving anymore. It's stagnant, and it smells. So that's kind of the first thing with that flow transition and getting that pump down is we've created an odor problem, but that's part of it because we've got to get through this part of the process. Go to the next slide. This is where we got in there and actually cleaned. So once we got all the water pumped down, you'll see in the top left, we have a skid steer that's down in there. They're pumping water out with suction pumps. They're pumping the sludge out. We've got a skid loader in the bottom of those channels pushing all the solids out or to the place where the pump can reach it and pump it out. Then you see what we're looking at for finished product on the lower left is it's a pretty clean channel. And right now all you've got is rainwater in there. And we'll leave these structures in place because in the event in the future where we get that gully washer that inflows and infiltrates into our sewer collection system and we're just way above our treatment capacity we can divert flow into this structure now instead of it bypassing into a into a waterway so this is what we're repurposing this to wet weather storage instead of just trying to demolish it at a much larger cost but that's kind of the process that we've been working on and that is one of the major culprits of the the odor issues, but you can see the difference between the top picture and the bottom picture. We're almost done with that work. I think my previous slide said almost complete. I didn't get out there Friday or today to see the progress, but they are very close, as the bottom picture shows. So I think that will help us a lot on the odor problems. Next slide. This is where we're getting into, and I said we've really got to learn how to operate the batch reactor, the sequential batch reactor, and that's just optimizing this. This is now our primary treatment. It's divided into four cells for treatment. Basins one and two, we've got those in pretty good health with the microbiology, essentially the bugs that are in those tanks. The bugs, it comes from the wastewater and it also consumes the sludge. That's the biological process. One and two, they're in pretty good shape and they're trending into really good health. Basin three is where our other odor issue is coming from. That sludge has been sitting in there a while, getting the equipment dialed in right. That sludge has gone bad. The bugs are not healthy or they've died off and you get nasty smell in water. So good thing is we feel like we've diagnosed the issues with the equipment. Now we're better able to process sludge from this basin and We are trending in the right direction. We're not there yet. It still smells. Won't deny that, but we're trending in the right direction. Basin 4, not doing anything there yet. We've got to wait until we get Basin 3 under control. We're not going to try to fix two of these at once. Then once we get three fixed, we'll start on Basin 4. But it's pretty much empty. It just has rainwater in it at the moment. when we introduce sludge. Hopefully, if we've got one, two, and three running well, we can build up the biology in cell four without the problems that we've had in number three. Next slide, please. We are working, and when I say around the clock, literally our operators, they are checking alarms, they're checking things from their homes on their tablets and whatnot around the clock. They are coming in the middle of the night to make adjustments where needed. They've come in to just do, the contractor and our operators, they're working very hard on this. I assure you that they are doing everything in their power to get this right and get this mitigated in as short a time as possible. The next slide I'll say is just related to updates. The next slide, if we can just watch our social media, watch our website, we are updating that on the odor issue pretty regularly, and then I'm giving update at council meetings and our board meetings as well. So if folks have questions, they can certainly come and ask questions at that time. But that's kind of where we are on the overall odor issue. I feel like it's gotten better. It's not where it needs to be.

Go ahead.

Yeah. Chase, if you were guessing, how much longer do you think the odor will last?

I don't know. I don't know the, I think we're almost done with cleaning out the ditch. I think that is going to help. That's already helped getting everything dialed in. Uh, I want to say a very short amount of time. It's hard for me to know. We're, we're learning as we go. I don't think it's a long-term. I don't think it's a months-long issue, months plural. I really don't think that's what we're going to be facing. I think it's shorter than that, but we've just got to continue to work at it, learn how to operate this plan.

One thing I can tell you, it is a little better.

It is better.

Because I know when I got my house, I could hit you in the face, but now. I don't, I don't sense it as, as, as we've seen earlier. So I can see there is some improvement, but like I said, continue to work on that and, and hopefully you can get this taken care of and we will soon as not later.

A couple of questions. We've actually had three. He got one of them there on your, your, uh, guys working on it around the clock. How's that working on your budget? Is that affecting your budget?

They account for it, but on overtime, we do account for overtime, but a lot of times if somebody is planning on being in in the night, they won't work as much or they'll come in later on their shift.

So it's not affecting your budget too much then. Did you not anticipate this happening, that the smell would be this bad? Because, I mean, like the mayor said, a few days away over on Paris Pike, I was smelling it and thought, you've got to be kidding me.

What's the problem?

What has happened at my house, thinking that until I realized what was going on, and then now it's more localized around. But did you not think to warn the council, to warn the public that this was going to happen?

We could have done better on that, should have done better, but we're where we're at. I don't think that...

I mean, they all know now, but it wouldn't have been quite as much of an appeal to take if we had been kind of forewarned that this is a possibility that this could happen. So that's just one of those things to, if you think it's going to happen or the moment it happens, warn the public with it.

Karen covered my two questions I had on the anticipation of the communication plan.

We're all thinking the same way on this, because we're hearing from our constituents. Okay.

Thank you all. We'll go to the next slide here. This kind of gets into our, I think, our payables. First one we have is Water Solutions Unlimited. This is a purchase order in the amount of $71,250. This is for our phosphorus removal chemical at plant number two. This is a 25,000-gallon supply. It should last us through the end of the year, five, maybe six months, depending on how much we use. It's a bid item. It's a budgeted item for plant two for that department.

Motion mayor. I tell you what we do, if we will go assist, these are all just paying bills. If we would go score into D corn, read those and we can do it all at one. Yes, sir. Okay. Except for the Judy, Judy construction. That's a little bit different. Okay. Okay.

Um, next we have service specialties. This is purchase order for $19,494 16 cents. This is to rebuild a wastewater pump at our college pump station. That pump is over 20 years old, uh, and. We've looked at the cost of a new pump, the cost of a rebuild. The rebuild cost is inclusive of the assessment, which is already done, parts and labor. The best comparable quote for the new pump was more than double. So we're recommending the rebuild. We've not had any problem with rebuild pumps. We often just evaluate those at the price we get at the time. But we've not had any problem with rebuild pumps with service specialties. So we feel like the price is there that justifies rebuilding for $19, $4.94, $0.16. Next, we go to JAGS. Next two are to JAGS Environmental. This is purchase order for installation at some equipment at our Ward Hall pump station that's $12,745. That was our lowest quote we received. This is for soft starts that we have a variable frequency drive that is no longer in service, and we can't get the same thing again to upgrade to what is a comparable model now. That cost went through the roof, so we feel like we'll just move with soft starts that will help us control the pump motor and voltage better versus VFD. We do think that there could be a, I'll say developer driven, meaning developer cost project that could replace this pump station in the near future. So I don't see the point in spending more money on the VFD. I think we can get by with the purchase of the soft starts to help with the pump motor there. Next, Let's see here. The next is another one to Jags Environmental. That is for $15,026. This is a replacement for a 30-year-old control panel and level sensor. I think we call it a fog rod in the purchase order, but it is essentially a level sensor. It lets us know how much water. That controls when the pumps kick on and when the pumps kick off. That was, I think, again, the lowest quote that's in your in your purchase order, in your packet information. Then we've got two for Judy Construction. I will go over kind of the monthly one. That's their monthly pay order, their pay application, and this is for work completed in June. It was $142,768.34, and we are winding down. Their final completion date is December 31st. And we're looking, I think, our last really big pay item as they're transitioning to restoration. Their last big pay item will be pavement, which we're going to talk about here in another few purchase orders. But that'll be kind of the last really big chunk. And then we get into just final grading, seed and straw. We've got a pretty big healthy part of the budget left for security fencing. So just things like that. That's what we've got between now and December. Next is RingCentral, and I'll run through this, but if you've got any questions, I have our IT director, and he's the one that will have to answer these questions. Sean Darrington is here with me tonight, but we need to upgrade our phone system. RingCentral has provided our best quote at $14,065.71. What that's going to get us is a long overdue upgrade of our phone system. We no longer with our current system have the ability to do any upgrades for adding features or software. This is a budgeted effort. We completed evaluations of three different systems with RingCentral being what we thought was the best. It has the best benefits as I've listed in your memo. And I think it's where we need to go. This is the same system that the city operates for a phone system. And what the $14,065.71 gets us is that is a three-year contract, fixed price over the three years, and it gives us the ability to renew that for another three-year term at that same fixed price. So we could hold this annual cost for six years if we so desire. So if there's any technical questions on that, you want to know what kind of more what's included, I will step aside and let Sean give you a much better explanation of what I'll be able to do. So next one is Cleary Construction. This goes back to to shame Water Street. This is for $30,000. This is something that I work with city engineer on and we've torn it up. So let's get as much done as we can while it's torn up before we put it back together. So the city, through the engineer's office, they'd like to have Cleary do $30,000 worth of work on dredging the spring channel and getting some of that sediment out of there as much as they'll do for $30,000. We'll have our inspector watch to make sure that they're really allocating the staff and equipment to make sure we're getting $30,000 worth of effort out of them. But that's what this change order is for. This would be change order number two on their contract, and it's for dredging of the channel, which we both budget for and we do about every two years. Next is quote for B&T or BT construction. And this is for $28,840. This is to repair damages at our administration building following an automobile accident of car versus building and then car versus building a second time. I'll point out this was not caused by Georgetown municipal staff. It was not our accident. We were only able to receive one quote for this work. We reached out to a number of contractors but only received the one quote. However, our insurance carrier did have an independent estimate completed, and it was for $27,612.28. So we're talking about a difference of about $1,200. So we feel like this was a good quote, and we are pursuing reimbursement on this. But we need to get our building fixed. And I'll just say a shout-out to Chief Johnson's crew that came in and secured the building. And it absolutely helped us out. Also, I'll forget a number of all the city staff that helped us with this. Patrick, Sam Waite, just everybody that helped us get through that very interesting morning. But that is the purchase order based on the information we have and get the building repairs done. I'll stop there before we go to that last change order for Judy. And I will take any questions you have.

Chase, just one quick question on dredging of the channel. So how much of the channel will we be able to get for $30,000 percentage-wise?

I don't know the answer to that. It's hard to estimate because when you start digging, it just – I mean, based on our experience, we generally pay more than that when we do it. It's just hard to say. I don't know exactly where Eddie's having them focus, but I believe it's downstream of the weir at the water plant, so it'll be kind of in that area of the baptism steps, probably between there and the weir is where I'm guessing they'll be focusing. I can work with Eddie and maybe he and I can jointly send out some info where we'll have them focus.

I'm just curious how much... we can get done for that amount of money, is it beneficial?

I don't know. I'd have to talk to Eddie. I don't know where that amount came from. Eddie. Sorry to put you on the spot, Eddie.

No, no. So we had the same work done.

What was that, about five years ago?

Yeah. And it's already silted up with a lot of sediment. A lot of it comes through the aquifer, and we'd like to get it cleaned out and drenched out. And we didn't have a whole lot of funds to do it with, so we wanted to get as much done on a time and materials basis with the amount of funds that we did have, which is about $30,000. It needs to be cleaned up. That's a fish hatchery there actually. And fish and wildlife comes in and with it being full of sediment, doesn't do as well right yeah and we do get a lot of storm water runoff a lot of gravel sand and that sort of stuff accumulates down in that channel there's a storm drain that runs right over there under that little fishing pier that's there and empties into that channel so we'd like to get it cleaned out the best we can okay all right

Is this a project that could wait? Because if you're only getting $30,000 worth of work, what would be the additional required to just do the whole thing?

Yeah, well, the reason we want to do it now under this is because everything's all.

Yeah, I know it's all tore up.

Yeah, and we would like to not come back and tear it up again.

Right, but if we got a quote from them, would that hold up work on it? Chase?

I'm going to say no. I mean, we could get a quote to look at what the. kind of from the mouth all the way down? Is that generally what we do? Because we do generally up the mouth down to the weir, or we do our basins. And then you've generally done the weir downstream.

we we take it from the weir uh out under the bridge that goes under the aqueduct um that section there is everything else is processed equipment for the water filtration i mean now since it's all tore up now would be the time to do it that's why i wanted to get in there yeah so i guess mayor what do we That's why the rush was to get it.

So what would it take for you? Did you need to go back and get a quote for all of them? And so could you put that on hold until you – are you able to bring us something back?

I don't think we've got a problem with that. They're not going to be doing restoration for – Number of months. We'll do whatever y'all want.

So is it possible that you could bring something back to us by the next meeting? Yes. Okay.

So you want to get a fuller quote or more?

To complete work.

Just put a request for proposal to see if you're going to do the whole thing, what would be the cost, and then we can determine if you're going to just go do a little bit of it Maybe do a little bit, or like you said, we got the whole thing tore up. You know, just do the whole thing, figure it out.

That was the thinking, yeah. I didn't want to go back in there after all this and go back in and take the progress.

But if we already got it tore up, so that's something to look at. So if you would go ahead and kind of give us a quote and have something for us for the August 24th meeting, have something to come back and give us an update, what we're taking, then we can possibly take some action at that time.

Okay. We can do that. Thank you all. Thank you. Mayor, I've given the update on items D through K. We're not going to have any action on, not request any consideration on item J for a clear reconstruction, but do we have any other items on items D, E, F, G, H, I, and K? Yes, sir.

May I make a motion on those specific items Chase just mentioned?

A motion is made by Mr. Stone to accept those bid items. Second question second by Mr. See which one we'll give to you today.

Just a real quick question. Oh, you got a question. Okay. Um, with, uh, rebuilding the college pump station, uh, that sounds like a great idea. Looked like it cost about 19, five and that saved somewhere in the range of 27 to 36 ish. Uh, what are, what's the comparable lifespan with a rebuilt pump station compared to a new one?

I'd have to ask because I don't know when kind of our last or our oldest rebuild is. I just know that if it was a problem, I would hear about it from our collection staff and they wouldn't keep recommending the rebuild route. They would want new if there was an issue. But I can ask some questions about that, try to find out. Okay.

Thank you. So the motion was made, probably second by Mr. Menke. Now the question was asked, is there any other further question or comment? All those in favor to accept the items listed, items D-E-F-G-H-I-J, is that correct? Not J. Not J. Skip J, go to K. Is that correct? And K, thank you. OK, thank you. Any other questions? All those in favor of the motion signify by saying aye. Aye. Those opposed say nay. Now let's finish it up. You'd like the last one?

So this is a change order of the wastewater plant project, and you did have a map or a concept drawing in your council packet. As part of the original contract where I told you about how we're rerouting all of those, reconnecting all those sewer lines, the flow from colony subdivision and Scott County High School, those got rerouted as you can see on that exhibit. What's kind of resulted there is THE FLOW FROM CAR DOME THROUGH THEIR LONGER SERVICE LATERAL. IT DOESN'T HAVE THAT LARGER FLOW THAT'S HELPING CARRY THAT WATER AND SOLIDS AWAY. SO NOW WHAT WE'RE GETTING IS THERE'S SOME BUILDUP IN OUR COLLECTION. STAFF HAVE ALREADY HAD TO GO IN THERE AND CLEAN THAT LINE A FEW TIMES. SO WE JUST THINK THAT WHILE WE'RE DOING THIS, LET'S GO AHEAD AND REROUTE THAT LINE AS WELL FOR THE DIAGRAM IN THERE. JUDY ACTUALLY GAVE US A PRETTY GOOD PRICE ON THIS. I THINK WE COULDN'T DO IT ON OUR OWN THIS CHEAP, AND THIS IS an additional 227 linear feet of eight inch sewer with the asphalt restoration. And it comes at a good time because we're going to be doing site paving on our site. We're going to be redoing per the contract, the car dome entrance. We've, we made that obligation knowing that we were going to tear that up. Um, we will redo that entrance, uh, the city staff, um, uh, city attorney and Devin golden that actually talked to us while we've got a contractor out there. So we're not having to pay for mobilization again, go ahead and knock out the yuko in parking lot that's currently just gravel let's go ahead and pave that and so we're getting a price for that that will come back separately but we feel like this is a good time to replace what's really a long service lateral it is part of our system but we want to go ahead and replace that as part of this change order for fifty two thousand three hundred forty nine dollars

You have heard the request. It's a motion motion motion made by Mr. Hampton. Is there a second, second, second made by Ms. Hamrick. Are there further questions? No comments. All the favor of this motion signify by saying aye. Aye. Those opposed say nay. I think the last one is duty construction. Oh, that was it.

Okay. And, um, thank you for a large part of your agenda. I appreciate that. Mayor always sends me my homework the next day on questions that I can't answer. I've got three written down. One was blasting related to leaks or leaks related to blasting. And maybe it was just two. And then the lifespan on a new versus rebuild pump. Was there any that I'm forgetting?

Trends.

Trends. Thank you. Thank you all.

Thank you. Item number 11, parks and rec, municipal order for the Suffolet pool design contract.

Yes. This is the quality of life project that the city is managing. As Mitchell discussed, the county is managing the cloverleaf. So we went out to you for a request for qualifications for design services for improvements to the Cefaletta Family Aquatic Center, including the lap pool. So you have a contract, a municipal order for consideration there. We estimated a construction cost of about $5 million with a fee of 7%. in the budget amendment that you just approved added that additional $12,500 that we needed to make up the difference on the budget for the design services. We will have to come back and add construction administration in the future as both a budget amendment and moving forward in the contract if we continue once we get to that phase of the project.

question. Do you remember, do you remember who did the design work and the engineer work on the current Suffoletta pool?

Do you remember? Do you have it?

Come on up.

I mean, I know you, neither of us were here in the habit, but I don't remember if we had that.

I know I was, and I think, I think it was not them, but I'm not a hundred percent sure. That's why I'm asking because they did not do a good job. They did not do a good job. It was definitely not them.

That much we do know. It was definitely not Brandstater.

I think that... Yeah, I don't think it was them either.

They might have been one of the respondents that... It was WTI as a firm.

Okay. All right. I just want to make sure, since we're having contract issues, and that was one of the contracts I had to clean up, and it was in their design and all that they did, their engineering and design, from the beginning it was messed up. So I just want to make sure that this company is not the same company that that was to use them again. So that's all I wanted to know. Okay.

All right. Any other questions, any other comments? Yes. At this time, I entertain a motion.

Motion.

Motion made by Ms. Hamrick. Do I have a second?

Second, as long as it's not the same company as it was before.

I think we've already established that. It's not them, so I accept your accept. So is there any other questions and or comments? All those in favor of this motion signify by saying aye. Aye. Those opposed say nay. Thank you. Item number 12, police. Are you going to stay up there? I'm staying up here for these two. Municipal order for Kentucky uniforms contract.

Yes. We did a bid for police uniforms and equipment, and you'll see we have two vendors. One we ended up figuring out after the bid had a cooperative purchasing contract, so we were going to approve them as cooperative purchasing. But for Kentucky uniforms, they typically buy their dress uniforms and some other items from Kentucky uniforms, they were the lowest responsive bidder having what met their qualifications.

At this time, I will entertain a motion.

I'll make a motion, Mayor.

Motion made by Ms. Brent. Do I have a second?

Second.

Second made by Ms. Sainz. Are there any questions and or comments? All those who favor the motion, signify by saying aye.

Aye.

Those opposed say nay. Item number 12B, municipal order, Gauls uniform contract.

Yes, so police department uses gauze for some of the more casual uniform items and smaller equipment. And after doing the bid, we realized they had a cooperative purchasing contract through Sourcewell, which is one of our approved avenues. So we want to approve them using that cooperative purchasing contract so that we have that established going forward until which time that contract may expire.

All right. You have heard the request. At this time, I will entertain a motion. Motion made by Mr. Chris. Is there a second?

Second.

Seconded by Mr. Minky. Other further questions, annual comments? All those in favor of this motion, signify by saying aye.

Aye.

Those opposed, say nay.

Thank you all.

Next is council discussions of old business. Okay. New business, like I said, this is a special call meeting, so if you have something that you want to address and put on the next agenda, let me know what that is, and I will make sure it's talked about.

You want me to mention it now?

Yes, you may. On the new business. Okay. You can mention it now.

We've had some discussion that has come our way about whether or not we have good safety IT protocols for some of the water system shutdowns that have been happening nationwide. I don't think any happened in Kentucky, but it is a concern, and I just want to make sure that we can assure the public in a way that's informative rather than speculative.

Okay. All right. Is there any other new business that wants to be addressed, and I can put it on the agenda at our next regular meeting? All right. Then we'll go to council comments and, uh, Mr. Chris, I have nothing tonight. Ms. Sainz, Mr. Mickey, Ms. Ambry.

I would just like the public to know that city council only had an increase of $9 and 78 cents. So I think that's quite good of us. So congratulations to us.

Is that your, is that what you want to bring to the table here? Okay. Well, I'm glad you did that. Save them $9. That's wonderful. All right. Ms. Brent. Nothing, sir. Mr. Hampton.

Yeah, just a couple of real quick things. The 9th of July 27th after the council meeting, there was one roll through. I had a couple of calls just commenting on the stiffness of the branch and through the movement for the city. Yeah, that's good. Put that out there. And also on the request for the finance committee and for the council as a whole, Yes, we can. All right, next. All right, Ms. Mitchell.

Just one thing. I had an occasion this weekend to have to call the water company because a member of my family broke off a spigot while it was running. And I wasn't surprised because this is the kind of service that I've always seen, but we did have a rep come out that night and teach us exactly what we needed to do, and then come back and check on us. And, you know, it was a Saturday, Friday or Saturday night, I think. Anyway, weekend night, and it was great service. And we ended up having to fix it, but he got us talked through that. And, you know, I was tickled to have to, for the service that we got. And that's what I've seen all along, but above and beyond.

All right. That's been our niece, Mr. Stone. All righty. So if there's no other business to be brought for this council, this meeting is adjourned.