City Council - Regular Meeting

I looked at my calendar, I've got to check when the WAMPO meeting is this month.

You know what I always say, I'll tell you tomorrow.

Tomorrow never gets here. That's why Maloy asked me to call you. I won't answer her phone.

If my phone's there and it rings, I'll answer. And it's on the ring sometimes.

What happened today?

I don't know why. It just doesn't ring.

That's his excuse.

He just ignores it.

I pledge allegiance to the flag of the United States of America and to the republic for which it stands, one nation, under God, indivisible, with liberty and justice for all. Heavenly Father, thank you for the city of Goddard. Father, for the opportunity to serve. Thank you for the staff and their hard work. They do it with a grateful heart, and they do work so hard. I just pray your blessing upon this time, give us wisdom in making choices and decisions that will benefit our city and our staff. In the name of Jesus, we pray. Amen. Before we start, I just want to thank those of you that came tonight wearing green and honoring the summer colors of our budget. With that, we'll go ahead and jump back where we ended, and I think we're... So just to kind of recap, yesterday we dove into this, went through

started out just kind of what's in your what's in your binders and i will continuously give you information for your binders but we talked about our revenue and what we expect for property taxes we talked about rr we talked about some of the other revenues that we'll be receiving in and then we jumped into personnel and staffing um situations and kind of what we've got planned for that and then that's kind of where we left it yesterday so Today we're going to jump right in and kind of get into the nuts and bolts of the general fund and the departments in here. And I apologize if some of this sounds repetitive to you, but I kind of like to just act like we're fresh here, especially if we've got new people on the council just to kind of talk about some of the different things just to remind you. So this slide right here is our general fund revenue and expenditure summary by department. And I just kind of want to talk about our department. Sometimes it can be confusing when Let's say we've got a library department and we also have a library fund. So we have all of these different departments within our general funding administration, which is obviously just kind of the running of the city. We have a governing body department, which is all expenses related to our governing body and city council. We have a city hall department, which is mainly just kind of taking care of city hall Maintenance, there's no salaries there. It's more contractual than just maintenance of city hall, some supplies, commodities, and that sort of thing. We have our court department, police and animal control, our swimming pool, parks and recreation. That's one that's kind of different because we have a parks and recreation and we also have a special parks fund. This one, this department within the general fund is to just take care of mowing and maintenance and landscaping and kind of just of our smaller parks. Community center, that is to take care of the community center, the maintenance, repairs, anything inside of that. And then we have our senior meals program, which is fairly new. It's kind of getting off the ground. We had some expenses in 2024. We have a library department. This is outside of the library fund. So this is the city's building is the library. So we take care of it as we take care of our community center. So those costs, for maintenance, repairs, and capital improvements to that facility is handled in that. Community donations, we'll go through that one. That's our donations to different organizations. That department has changed, as you recall, from back in 2024, this is where we held, we supplied the chamber with a lot of dollars, and they handled a lot of our events, and then we hired Danny on, so now we take That has gone down, and a piece of that money ends up going over to Danny's Fund, which we will talk about at another time. It's not just Danny's, I should give it a proper name. It isn't Danny's Fund, it's Tourism and Promotion Fund. Danny's Fund.

It's my money.

Senior Center, that one's kind of getting off the ground. We're going to have some discussions about what we're doing there. Senior transportation is going to be a new department that we create. There's going to be some expenses come in in 2026. Some of the expenses are going to kind of be handled in the senior center, but they're going to shift over next year and be completely handled in the senior transportation department. economic development, planning and zoning, code enforcement, and then we have transfers. So one of the things I want to mention to you as you look at this, these totals are kind of hard to see, so you'll have to look at your binder, but this kind of shows our total revenues and expenses based on our years, 2024, 2025, 2026, and 2027. You can kind of see in 2025, our revenues were up about 13%. Our expenses were up about 20% from the prior year. 2026, I've got it estimated that our total revenues, 10.5%. Projected expenses, about 22%. But in 2027, it looks like our revenues are going to be in about 15.82%. But our expenses are only going to come in about 5% increase. So to me that's a really good, we're showing that we're kind of keeping up with, we're not overspending or some of our spending there is kind of leveled off. Another thing that you're going to see that's going to be kind of different is transfers to other funds is going to change substantially. That is where I talked about when we were putting capital projects in the administration under capital outlay, under capital discretionary outlay, those costs are now being moved down to transfers. That's why that number looks so different this year. And we'll talk about that as we get to that.

Brooke, is there variance in any of these other ones where you did some reclassing that might account for why there's a large difference?

Yes. In the next slide. We'll talk about that. I did do that. So as I came on board, yes, we've done some reclassing of some costs. Last year was a big year where we did a big allocation rearrangement of salaries and benefits to different departments, making sure that different line items are actually being budgeted in the correct places. And so that was a big change that we did last year. Some of the changes that you're going to see this year are insurance, contracted IT, and citywide software. So one of the mechanisms, I did reach out and just try to figure out the best practices again at the FOA. And so if the department has full-time employees, then they should be getting a piece of some of these city-wide costs that we incur. So insurance, There's going to be some departments that get a little more of the piece of the puzzle for insurance, for liability, cyber insurance, workman's comp. There was a really nice, I've got a really nice spreadsheet that breaks out based on risk levels in different departments and the number of employees that kind of factors out of this big long allocation of these costs based on departments and that. Contracted IT as well. If anybody has an email address, basically they're in cybersecurity risk. So we should be allocating those costs appropriately. Citywide software, that's another one that's really hard to allocate. So we've got costs that, let's say for G-Burks and for Tyler coming online, that affect all city departments. So again, these costs have been kind of reallocated maybe out of water and sewer a little less, more into the general fund and vice versa based on who's using it and the number of users. This here is a historical and projected expenditure summary and this is for the general fund and it's broken out into personnel, contractuals, commodities, capital outlay and transfers. I didn't provide you guys this year the spreadsheet after spreadsheet after spreadsheet of all of our line items. It just gets to be way too much to go through. So we have to present it this way on our budget, state budget form. So I just went ahead and broke those, combined those costs into these categories for now. And as for reference, personnel is obviously all personnel costs. I mean, that's what's pretty simple to understand. Health insurance, capers, KPNF, all of those things. Contractuals are items such as our agreements, auditing, anything that's got a contract, legal services, software, those sorts of items. And our commodities are all the things that we use up. So office supplies, toilet paper, whatever is the time that we use up here today. So capital outlay are items that are typically, obviously, large. larger purchases that are for capital items, equipment, furniture. And again, they're trying to move a lot of the capital out of that into the transfer. So that's where you're seeing in 2027, it dropped down to 58,000. And that 58,000 is really just a kind of a combination of some smaller items. There's some police equipment in that line item plus some furniture and small tablets and things like that. So that's why you're going to see, that's why you see such a change in those items. When we get into transfers, I think you're going to hopefully like how it's presented because you're going to see how we're going to pay for all of the things that we asked for through that. Any questions? All right, so now if we just start tackling all of the different departments within the General Fund. Our first one is Department 110 Administration. And this represents all of the administrative sort of costs that we have in this. And you can see that our change in personnel went up about 18.41%, but it kind of takes into consideration some 2026 staffing and 2027 staffing. and some reallocation of different items like that. So as you recall, we've added an HR director, an assistant to the city manager is budgeted for. So those two positions actually get paid out of this piece of the department. Contractuals, it went down just a little bit. There was a reduction in the interim HR contract labor. So last year we had quite a bit of cost with McGrath and those items. So we're not gonna have that this year or going forward. A reallocation of the IT software costs and insurance costs as well. And legal services are actually going down just a tad bit. I mean, we had kind of a big year in 25. I saw it kind of going up, but it's starting to kind of level back down a little bit. I'm not saying that, I've done an average and kind of making sure that we're kind of where we are, but it did go, it's projected to go down just a tad bit. Capital changes in 2026, that $750 million 37,000, those were items that we budgeted for and planned for the one time ERP implementation costs, that has a portion of that. Some capital transfers to designated, it also, sorry, it has our comp plan in there and some other consulting costs in that as well. And as I've already said about 10 times now, the 2027 capital transfers are not gonna be in that lineup anymore, they're gonna be outside of that, so. That covers administration. Any questions? Governing Body is our next department, number 120. One of the changes that have not been made on your slides because you haven't made the changes yet, was yesterday there was a comment on changing the personnel, the cost of the wages, the payments to the council. So this is something that may change as we go forward. I haven't noted as possibly a five to $6,000, I'm just throwing a number out there, increase into those line items to cover some different costs. So we can put some dollars there and what we settle on It may not be all that, but I want to at least put a buffer in there to cover that. Contractuals, it's going to jump up a bit in 2027. 2026 looks really low compared to 2025, but we had a whole bunch of costs for 2026 happened early in 2025. The governing body orientation happened in December and, you know, right before everybody took their office. So that's kind of why they're down. But in 2027, you know, this takes into consideration a council retreat and also some contracted work through a sample training that we've got planned for that. Let's see. Also, this department got the allocation of the IT services to get a component of the usage of email and such, like I mentioned earlier. A new allocation of cyber security as well, insurance costs. I increased the legal services budget in this department because even though in Department 110 it went down, this one was kind of going up a little bit. So I made sure we have enough dollars there to cover that. And then we also have continued support for the events that you guys participate in for the Goddard Education Foundation and the Tanganyia Twilight event. Capital changes will probably be budgeted for some capital or some computer replacements as well. City Hall, 150 is really kind of boring. Back up, okay, sorry.

I hate to even ask this question, but at what point, I mean, we've had conversations in the past, but at what point do we get to the point where we hire and have our own city attorney full-time? I mean, Brian does a great job.

Yeah. There are days where we certainly have some introspection and wonder if sooner rather than later is the answer to that. I think I see the bill can be anywhere from $15,000 to $25,000 a month. I think to hire an in-house city attorney, they would be your highest paid employee, which is fine. It would be difficult to find one. They're few and far between to find somebody who just wants to work for a city and not have their own private practice. That's a really difficult find. So I know of one or two in the metro area that don't work for the county or city, what you call it. So I'd say... maybe three years or four years before I feel like we're really going to be forced into that. Morris Link does a great job and I think if we were to use another private practice they wouldn't be able to do any better.

I'm not saying that it's an issue of their quality of work. just a matter of the expense that we have and the potential saving money, plus you've got that person's undivided attention. Having someone down the hall would be huge. But I'm not sure I'm going to share my office in the shed with the cartoon.

It's not really two chairs, it's a little double stacker. Mayor, you know, the trigger might be when we get the police moved and we remodel City Hall. It might be a matter of practicality and having the space for it. But it... The question comes up every once in a while, and we meet with them biweekly, and our agenda is usually two pages long of things, and it can take a while for them to get through some of the work product because we're not their only client, and some of the work is complex.

And if you just have one person?

any of the things that list it's still going to take that oh yeah it would be a full-time job but I think the other thing to consider is even if we had our own type of attorney we would still have some legal assistance because they're not going to be specialized in everything you deal with certainly not bond related items but there could be that's the beauty of Morris Lang is their firm is so large that they have a specialist tax, environment, real estate, the whole gamut. It would be hard to find someone.

I just need to remember if it's out there on the horizon. No doubt. Possibility to maybe save a little money or something. Like I said, it's a great question.

I want to say on average, probably annually, we spend probably anywhere... $199,000 to $226,000 a year in legal fees. I mean, that's kind of what they're arranging.

I'd say a minimum of $200,000 to hire an attorney to replicate similar quality work. So, I don't know that we're to the breaking point yet, but we'll keep our eye on it.

One other question I have, unrelated to that, but on the capital outlay, like on administrative, you said move to designated projects but then on covering about it you have some plan. Yeah. Could you explain what constitutes?

Sure. If it's small, in your department here, the 120, this represents probably some some small computer replacements that are outside the Imagine IT's replacement schedule. Just small, maybe some furniture. Those are the kind of items that get put here that's not really big ticket items. On that first slide that I showed, there's about $53,000 allocated to capital outlay amongst all of these departments. And so small amounts, I mean, It's okay to spend, you know, $2,000, $3,000 here and there in a department.

But as an administrator, you don't plan to have any?

No. Because, I mean, if you think about it, all of the administration computers, for instance, Capital Alley, is handled through our replacement plan. It's handled in a different place. I can't see us needing any more office furniture, per se, or, you know, small ticket items or computers or printers. I mean...

We talked about some office adjustments may be made and may be allocated somewhere else. We may have to add an office which would require some drywall work and a small amount of electrical and a desk. But we already had quotes to carve out an office in that corner and it was like $6,000, a small amount of money.

We put dollars for that, Craig, and you haven't seen it yet, in the capital improvement fund, which will be later on. So it's kind of just a, you know, it's not really a science, it's just kind of like, well, You know, I see us having some costs there. I better put some dollars there just to be on the safe side. I mean, I do know that here we put in first maybe some tablet replacements or, you know, planning commission too, some tablet replacements. You know, just small items. I want to say Chiefs. Lionite Chiefs Capital Outlay is the largest. I think it's gonna come in at about 36,000, but that's more mini, mini little items that they need to buy for, I call capital outlay, you know. Yeah, great question. City Hall. Department 150 is really pretty uneventful. This again is just taking care of City Hall. We always put money in there for carpet cleaning and facility repairs. We have had some bathroom repairs and things like that around here that we do. Utilities is also handled through here, and I put in all of the utility line items a 5% increase for inflation just to keep that going. So not only utilities, I would do utilities, pest control, cleaning, and all those types of things. I kind of give it a 5% increase if we use it. Greg, I don't know that all of them will be 5% at the end, but this is kind of a good placeholder to do that. Everything else looks pretty good. There's no capital projects really planned in this area. Like I said, the change to City Hall is going to come out of the different capital improvement fund later on. Municipal Court, this one's changed just a little bit. In 2026, you can see that our salary for our personnel was up quite a bit, but that was because we had some retirement payouts, and we also had that position double-staffed for a little bit of the year to do the onboarding. So it will... it will go down just a bit in 2027 actually down 37 so there's some savings there but that was needed to do that in order to get our our staffing up to speed on on their duties um let's see legal services remain okay yeah so legal services is their biggest expense obviously handling all the courts and the trials and you know Christina and Morris Lang's work all of that is handled through here and I did do a reduction in the allocation of contracted ICT and software just to get it more accurate based on employee count and just more of a mathematical way of allocating things there. But, again, nothing really other than that. They're just doing their thing and just the court really, not a whole lot. There's no software additions or anything there. I do want to mention the other day, I did say that court revenue is going up a little bit. I mean, it was on a downhill slide, but like I said, I don't know if just the processes that Beth's doing, she seems to be really good and following through and looking at some old stuff and trying to track down some old things that are outstanding that are really hard to get payment on. So I know she's been asking me those things. So I don't want to say we're going to get rich off of that, but it is going up just a little bit to help out. All right, police department and animal control. You can see that this department has gone up about 20, 21%. And this is due to a lot of things. We plan to hire two more policemen next year. And when you hire two policemen, that's expensive. Their KPF is a lot more than just a regular papers employee. There's a lot of outfitting. There's a lot of guns and equipment. and training and vehicles. It just adds to the mix. So that increase is really pretty standard. Contractual, again, there was a shift to this department for the software and insurance just because that's just the way it works. They've got the most risk. They have the most number of employees in their department. So there was kind of a reallocation of those costs. We have a block safety camera system contract that we have to pay for out of this too. So, you know, we have those contractuals, expanded cybersecurity, which I've already mentioned, those items. Increasing commodities, increased ammunition, firearms, sensors, training, equipment, officer gearing, And our capital changes, which you can see here, is about $36,000. Ongoing replacement of police equipment technology, radio and audio equipment upgrades, computer and office equipment replacements. There are some of the police departments computer replacements that are outside of the Imagine ITs, contracted replacements, they get some tough looks and things that are just a little different. So we kind of handle those all through here instead of separating them out and putting them in a different place. Continued vehicle and camera equipment funding. they're not the police cars are not in this here um or you would see it in the capital outlay line item you will see those in our transfers to the equipment fund um later on when we talk about those transfers out so we are going to be budgeting for two police cars um as we as we talk about projects and equipment needs in a minute Yeah. So any questions on how you want?

Yep. I know we approved the new and I don't know which one of you will answer this, but I know we approved the new tasers and like the way that we broke that payment up. How does that look or how does that change as you're adding officers and you need more of those?

It's going to be minimal compared to what you're going to see for officer. There's a lot more than just the actual taser. It's not something you'll really see. Minority, yes. some of the things you see with increased expenses and payroll is you have people like myself uh lieutenant and some some long-tenured people as they are if you're longer their raises their slight percentage of raises are a little bit more right than the pay rate because then bringing somebody on at a lower rate okay

swimming pool um looks like we're down about 6.7 6.6 over our projections so there's been some kind of rearrangement in the personnel and just kind of the management of the personnel um this year with sarah and jason kind of keeping an eye on that last year there was a lot of overtime but we kind of kind of decided to So we've been working on that and making sure that we have the proper number of guards and the proper number of people on board and that type of thing. So that's kind of leveling out just a little bit. We do pay, just to let you know, we do pay for swimming suits for our guards and all the trainings and certifications that they need. So that's a good portion of a cost that we have there. We do plan to purchase an ice machine if we haven't already.

And we did. We found one that was super neat for like $250. $250. A lot of $3,000 there. So that's good data. That's a really good cost. We found a countertop one at Lowe's that would work well for them. Could you link that to us?

That's a really good deal. Been looking for one at all.

Commodities, chemical budget, spikes to normalize in 2027. We're kind of watching that. I think we talked to Alan, isn't he the one that kind of keeps an eye on that? I think we're using up some old stuff, but we may need to purchase some more of that.

In 2019, it was like a third of that cost for like two years. And it's getting worse because a lot of that stuff is made overseas and there are problems.

Our new ice machine would be a capital outlay change here. Replacement for pool chairs. That's a need that we're looking at paying for in this department, not outside within this is the capital improvements we're going to do right here. Jason seems to think that this department can build these. So we're going to see if that's what we want to do, but that's kind of what we budgeted for very conservatively for them to build lifeguard chairs with an umbrella and all that stuff. We have like $2,700 left from the ICP. You do?

Yeah.

I'm just a general comment about the pool.

I spent the last couple weeks, not every day, but watching my grandkids go through swimming lessons and the lifeguards and the young students that we have that are working in the pool are very personal, they're very kind, they really do a nice job with that. I just think that whoever's running the pool this year, I think it's going to make some recognition of just how well they treat our kids and protect them and also like them less. It's kind of fun to watch. Emma's done a really well job. Okay, she's the daughter of our previous manager.

but she's really stepped in and stepped up. She's done a phenomenal job. She was organized from the beginning.

I've seen your comments online about how well they're doing. There's a lot of positive feedback. She's been on top of things. She's been close to contact with us, asked us questions.

It's packed over there. Yeah, I was curious.

On that topic, though, do we keep track year over year? How much? Usually, I don't know, a volume of people use the pool outside. I know swim lessons, like, book out an hour sometimes or something, but just regular attendance to kind of keep track of what we're seeing in the season.

They used to.

I don't know if that's something they're still doing.

Like, just as a kid, I know that they used to do it.

That's what I thought, yeah. They always tallied every day. They had to to make sure there weren't any seating there. Yeah. I don't know if that's something that they still do.

I can check in.

or i mean if revenue alone tells us that i just i was looking at revenue it's always about the same yeah um just didn't know i mean it sounds like it's busy most of the time but i'm guessing for the more people we bring in like because of our chemical costs and other things like

We're just kind of treading that line.

Yeah. Cool. Of course, the libraries don't sustain themselves, but they're amazing.

No, we're always trying to see if it's still getting as much use as it always gets. And it totally works. So let us check the...

You're going to see some improvements to the pool in our transfers to Cali. So we decided, after looking at the community survey, there was a lot of interest in that, doing some enhancements to the pool. And so we did some juggling to try to change some things around. And if you guys approve, we'll be making some improvements next year to the pool. department 320 parks and recreation like i said this is just maintenance of the parks and um i do want to mention that i'm kind of starting to determine how i'm going to handle north park when it comes online and this department right what legacy legacy Alright, so this Parks and Recreation Department, like I said, is going to basically handle Linear Park and Means Park and some of our smaller parks, but this doesn't account for anything that I've kind of got my eye on next year for a legacy bank park. You'll see that happening in Fund 60 Special Parks and Recreation Fund. When we do that fund, you'll see that I put some money over there to just do the mowing and try to figure out some costs that we're going to have to start paying for over there. But here, our largest cost is mowing. It remains the department's largest operational expense. And then our landscaping expenditures and beautification. Commodities remain consistent pretty much and really no big projects are budgeted right here. We will have one project in Linear Park in the transfers, but we'll talk about that one in a second.

I have one more question, sorry. And I apologize for not knowing the answer to this, but we've kind of gone back and forth with the parks and just the things that we're doing, and I know we're doing Legacy Bank Park, like, we've done awesome other things. As of right now, is our administration still just going to hold what we're doing with Means Park? No. Oh, okay. We keep getting ahead of you. Sorry.

And I haven't talked to Craig yet about that piece, but I have worked it into the capital. Did I? You told me yesterday.

Oh, yeah, you told me. Okay.

I've worked it in. I've worked that into the capital improvement fund when we go and talk about the projects that are going to be paid out of it. I think we have enough money there to go ahead and cross that off the CIP. Because like I told you, when we were kind of juggling the swimming pool stuff, and then I'm looking at the CIP, and then I look at the survey, kind of trying to make it all work. at first before i started fine-tuning the capital improvement fund i said well people are wanting us to do the pool stuff so maybe since we're doing so much in north legacy bank park that we can not do the means park thing maybe push it out so i kind of kept it here thinking well let's see what happens and i think we're going to be able to do it all okay so thank you all Community center, just continued maintenance and repair. Really nothing here. In our capital outlay, I've included some extra dollars in there to replace some tables and chairs. I'm sure they're getting used quite a bit over there, so if something's needing replaced, we've got some dollars there to replace tables and chairs. Nothing really other than that, just maintenance on the building. There is... There are some things that we'll talk about when we get to the transfers and the projects as well. Senior meals, let's talk about that. So this is kind of a, this is obviously a brand new department really for us this year. It kind of got kicked off last year and now we're kind of, we are maintaining it and now we're trying to project how to handle it into the future. And so right now we have, In 2026, we added a part-time program coordinator. I think that position is currently open at the moment. So we did have some personnel payroll related items. Since it's a part-time employee, we don't have to worry, this department doesn't have to worry about capers or health insurance, but if we get over think 20 hours a week or something like that we start kicking in our thousand hours a year we start kicking up some real real significant costs related to health insurance and benefits that we have to offer so a lot of the expenses that we put in here are for licenses maybe some supplies and pass-through donations oh Any dollars that we bring in for the congregate meals or meals on wheels donations have to be given back to CPAAA. So we have to give those dollars back to them. But some of our costs can be turned into them for reimbursement. So I think our licenses and some of the small costs can be offset. So our costs really aren't a whole lot other than our personnel. And even that, we get a component from the county to take our portion of that as well. really nothing capital planned we did all the capital stuff back when we had to buy the refrigerator and an oven or something back right before i started here so there i don't think there's any any need at the moment okay department 350 library um again this is just the maintenance of the library this isn't the This isn't the mill levy that they get. And we're gonna talk about when we get to the library fund. Last year, we revised the resolution that says how much we would give the library in excess of the dollars that they get for the mill levy. And there is some dollars allocated here at that $35,000 that we typically gave them in the past. if our mill and our evaluation didn't exceed that, we give them the difference to make them whole. So I do have an estimated that it's probably gonna be about eight to 10,000 that they're probably gonna need next year. I budgeted 15 just to be on the same side, but we true that up at year end and we'll talk about that as I can show you the numbers on that.

Eight to 10 versus 35. Yes. So there's about $25,000 because of that resolution. Yeah.

And I did meet with him and talked to him about that, but we'll talk about that when we get to library fun. Contractuals, we are seeing some things that need fixed over there right now. We had the HVAC unit go out. So we have about $8,000 worth of HVAC repairs that are happening this year over there. So we budget for carpet cleaning. I put some dollars in there for emergencies. But basically just running the library and keeping it up to date. Community donations, so this is the fund that I mentioned that in the past we would give dollars to the chamber, but now we don't do that anymore, but we do offer donations to these entities currently. I kind of want to go down through and just tell you what I did. If you don't like it, you can say no. We're not doing that, Brooke. The Lions Club, we typically give them $13,500. I went ahead and bumped it up to $4,000 next year. Disc Golf, we usually give them $5,000. Valley in the Park is usually $1,000. They don't need their donation this year, but I went ahead and kept it $1,000 for next year. Summer Ball Showdown, we give them $5,000. The Chamber, these are Chamber dues. I just put them here. They're $10,000 a year. Goddard's Women's Club, we give them $1,500. I bumped them up to $2,000. And the Tourism Fund, we have to still supplement fund 61, the tourism and promotion fund, until we get our transit guest tax up and running. So this year we'll probably give that fund about $73,500. We have 75 budgeted. I'll kind of see where we land at the end of the year. But next year we're going to give that fund $60,000. I'm trying to pull back with the general funds, giving that fund, hoping that transit guest tax gets it where it needs to go. The only other addition, you guys mentioned the other day that you wanted to start a high school scholarship fund for we'll see we'll see yeah is that what it was um yeah this is where the dollars would come from so if you guys are wanting to make those changes i'd like to know and i can add these into the budget or if you don't like something that we're currently doing we don't have to do those so which is what's currently happening

I want to address this very carefully, but I do feel like there's an obligation to have this conversation. We're giving the chamber for dues $10,000, and we're not getting chamber feedback. And in every area, our businesses are not seeing that chamber kind of kick back. And so I kind of struggle with the thought of continuing a $10,000 investment somewhere that we're not seeing that investment back into our community. I mean, especially since they've left our community and

Councilman, I feel like the city of Goddard, not our community and our business community and our neighbors, the city itself, I think we're getting the value out of our $10,000 because we're at the table for a lot of regional conversations that impact us, whether it's about regional transportation it's a big business industry that we're having some kind of a seminar on the professional development stuff they offer us and we do get some advertisement and stuff like that out of it too not a great amount but I think that from the business perspective and seeing about your businesses i've heard from i think some of the same people from you one or two that may have sour grapes about it i've also heard from several um who have kind of gone with the transition and maybe one or two that weren't involved in the past who now are that are appreciating the way it's going so i'm having a hard time distinguishing between kind of Sour feelings about just the change in itself versus I'm not getting anything out of it kind of thing. But I do think the city of Goddard, I think we are getting a good return out of our investment.

From $10,000? I think so.

Okay.

I would add, compared to where we were four years ago, there was a lot of money in that budget. And part of that was due to the loss of funds from big concert that the ticket sales did yeah i mean but i'm saying but even when you roll that off it was still in the 80 to 90 000 range and i think the collaboration between it actually allows collaboration between the city of goddard and the city of mays and and and actually i think they've been we've received some positive benefits from people that have attended those meetings finding out about Goddard that are West Wichita. So it's really a regional item. I think there's benefit in being a part of that. A community of our size, and I know this from years of One year I ran the chamber in Paola, Kansas, and you cannot fully fund a full-time director of the community of 5,000 people. And that was in a county seat where we had doctors, lawyers, union chiefs, professionals, hospital, trying to support it. It's always the complaints and the things I've heard years ago about the chamber are the same things you hear now. And so there's always that mix. at this point where we are with the growth from West Wichita coming right towards us being involved in that group allows us to share what's going on within our community and I think it will eventually attract some businesses hopefully and that whole transition how they operate too I think given them a couple years to trying to work on it. But I think they held up their end of the bargain in terms of working to try to keep being engaged here and now.

Well, we cut their funding last year, too. So it went from $123,000 to like $17,000 or $18,000. And I told them last year we're going to do it again. So this is a decrease from what we were getting in the past. A big decrease. And I think you get, sorry to ask, one last quick comment about this. I also think you get, I mean if you're a business member and you're actively participating, going to all the things that they're offering, you're going to get something out of it. Some business owners or people in general just don't have the time to do it because of the things they have going on. So they may not get the value out of it. It may not be for them. But we try to share out all the activities and stuff. And I know we go to, especially the stuff that you're talking about, because they still do their coffees and luncheons. The ribbon cutting and stuff, they do that for us, for our new businesses, which is nice. And I know that Amy's working pretty closely with the director of the team. So I think we're 10 grand, we're getting a good return. And we just cut it pretty good, so I'd hate to cut it even more, but we will keep an eye on it.

Yeah, I just want to be careful. You know, we heard from the Lions Club that... And the support they're putting back in the community, a lot of that money is very quickly dwindling as well. So I just want to make sure that when we're talking about all of these funds that we're just having those conversations.

I'll say 100% agree with what you just said about you get out what you put in. Because at the Lions Club, we had discussed it and we were just like, well, we're not getting much more of this. But then I called Krista and I met with her. She made a special deal to just come and have coffee. She goes, I'll meet with you. She met with me at 7.30 in the morning so that she could walk me through how to use the page, how to put events on her calendar, You know, you have to like sit down with her if you're a business partner that wants to work with it, work with the chamber and like figure out how to do all the things. And she got me a login and she walked me through how to add events and she would create them. She's like send me a poster or whatever and she'll get it on her page. So you do kind of get out what you put in. to it but you have to also be willing to just pick up the phone and have a conversation and tell her what you want and she was very accommodating and is totally willing to put flyers out during the luncheons and all the things like but you gotta just pick up the phone and ask what tell her what you want and i think she's going to do that so kind of it's just a new way of doing it but yeah so if you're talking to those business people that I think you've had good conversations with her. And so I think she's willing to listen and willing to hear what people want, but people have to be willing to engage. They can't just say, oh, they're not doing what I want them to do. Well, sometimes you're gonna have conversations and tell them what you want them to do.

But also as a business owner, 100% of that business is your responsibility. Absolutely. So when you are working with the chamber, it's exactly like Naomi said, you are obligated, it is your responsibility to pick up the phone and call that person and ask for the things that you've paid for. And I appreciate that Craig has said that the city is actually, and I would hate for us to cut off any kind of communication Because we are, because the Chamber now partners with the west side of, you know, with Mays and, you know, we're growing and we need these allies, you know, so I do think that it's a huge asset still to continue. I mean, I think if you think you're getting a good return on investment for $10,000 with the Chamber, then we stay with it.

Posting during our election cycle, I just thought of this. Sorry if I made you the subject.

No, I want to hear these things because obviously I see one side of it.

Well, you also, you just have to take into consideration each business owner. Like I, there are, in my establishment at the salon, there are seven business owners within that entity. It is the responsibility of each of those owners to run their business. And if part of that is the chamber and they don't feel like they're getting what they need from it, then it's the responsibility of the owner to contact. Obviously, when we made contact, because I did with her, she was very open, she was very honest. we kind of went through things from before and you know she was able to show me things that I never got from the previous yeah and this is not like Krista this is just as a whole I think I've stood on the basis that reception is reality and so when you're not seeing this in your community and

I would even be like before council when you talk about well the city you know we could be out doing more for businesses but the response that we are met with is that's kind of what the chamber does like that's the chamber's responsibility the city doesn't do that but we're not really like seeing the chamber out in our community I just think that's really important so I think that's kind of where I was coming from they have to be invited also yeah well you can put like an invite once you get access to their calendar

you can like literally put your event on the calendar and let them know if you want them to come to your event. And they will bring the media. You just have to let them know what you want. So it's kind of one of those things where you have to invite them. Because they're not just going to roam around and wait for events. But if you have something you can get and you're actively using the page right, so they know what to pick, they'll definitely come. Yeah, they for sure will.

And it's a shared responsibility, I think, of our senior staff and our governing body to be visiting with our business owners. I don't think, I personally feel like we need to delegate that to them and say, you're a person that goes and takes care of our businesses i think myself and you five and our especially our senior staff we have an obligation to you know go in and represent ourselves i really appreciate that they do our uh forums and stuff during the elections because we legally can do that so like the every other year when we have an election or every two years when we host those. And they have to charge us to do that. I think that alone sort of fits in great, because they do three of them. So I really appreciate that, too, for sure. It's been a change. I stepped off from our membership level. We have a trustee. We're an ex-officio on the board, so we're very plugged in. Now Ryan, our deputy city manager, is in that. This is just a recent transition, but we're pretty plugged in, and it's been good so far.

Okay. So if we have ideas for things that they could be doing better, we can tell Ryan? Yes.

Okay. Yep. Let us know. I just think we're really in a good place with them right now, compared to what we were in 34 years ago, especially financially.

We've saved so much money. Just all over the place.

Alright, keep it going.

I just wanted to revisit the scholarship fund.

Yeah, I want to go back to that.

I mean, I'd love to add to that. I'm thinking the scholarship fund, if we put $1,000 in it for a couple kids, they won't always have the kids though that... There's like a very clear expectations for the kids, and they have to be recommended by, you know, somebody at the school, a sponsor. And so their grades have to be a certain way, but it'd be nice to have it. But if there's other things at Goddard School that we want to add to this, I don't know if there's other things. I know they have the funds that we attend, but.

Yeah, I guess I want to be careful on just having $1,000. just available because one thing we've found with the Lions Club is it's hard to predict if you just have an amount, who's going to come to you and say, hey, I got this kid that wants this, you guys got some money.

And we get a lot of calls.

Yeah, exactly. So it might be better that we have an attention of what it's used for, and then we have the schools plugged in and say, hey, if you have kids that you're recognizing it as like sophomores working their way to juniors. It's a junior, right? She was junior going to senior. Yeah, so like as they're coming up that you think would be a good fit for, you know, one of these scholarships to pass when we use it.

So is it one boy and one girl that goes to this state? That's what we would envision.

If they go, like this year they only sent a girl. And what was the total?

It was $420. It's like $425. They have to add another $50.

We'll raise it to $1,000 just in case they increase the annual fee. And then we'll just fund, if they send one or none, we'll just fund...

Can we have a discussion with the schools? I mean, I like just the idea of a scholarship in general because I would hate for somebody not to be recommended for that or not to make that and that scholarship to just sit there that year. I don't know. I mean, I agree just not letting it sit there, but can we have a contingency? Can a senior apply for the grant or the scholarship or can they, you know what I mean?

Let us work through that. We'll talk with the school and we'll start out with just having the two, but we'll create a contingency. They may have some other program, you know, that way we are extending the funds.

I like the idea of getting back to our kids and encouraging them to kind of get into this and learn. So I want to make sure that it can't be used that way, that we're using it some way.

They're already junior to senior year, like that gap.

Junior to senior year, and they have specific criteria that they have to meet before. like the school already has that in place so it could be just a partnership that's what it looks like.

If the mayor doesn't mind, I want to give time back to Brooke. Let us circle up on this and more with the school and the rest of you guys are going to be sharing with us.

Conestoga, White and Brown. In honor of my wife. I know she's watching. Oh, she heard it last night. Oh, she did. Back in the prehistoric days of the Covered Blacks. I'm going to put a line item for $1,000 just to have the budget.

All right, so our next fund is our department is 370, our senior center.

And as you all know, this is growing and expanding.

Just blowing up and getting all excited. So you can see in 2025 or 2026, our personnel, you know, starting to really increase. We've had an addition just this week, I think, of a full time senior center director. which when we hire a full-time person, you gotta remember that's gonna increase all of our personnel-related expenditures like health insurance, capers, payroll taxes, and workers' compensation. So with that being said, 2026 is really a mixture of part-time plus half year full time position. So that's kind of why you're seeing the dollars there in the 2026. But in 2027, the full position should be about $81,900. This department also is gonna start getting a component of the software technology insurance. They have risk now as well. So they're starting to get a piece of this based on the number of employees they have. Commodities, I do want to mention that Amanda did provide me a very detailed budget. I think I want to say she did a better job than almost anybody in the whole city did with the budget. So she was very detailed and we put in everything that they needed for their operations. I just added it to what I thought it was going to be. Sorry, Jason.

But what about mine? I think that's a select that you'll pay for that one.

I mean, what is it, the CPAAA? I mean, their requirements on that back end for reporting to them.

It's stringent. It's federal dollars.

I mean, she's already plugged into a form.

She did a lot of planning. And so all of the things that the senior center I just added it. I didn't make any judgment on what they needed or what they didn't need. So everything is included in the contractuals and commodities component. So with that, we also had to add in legal fees are going up just a bit, especially in 2026, but I did bring them back down just a little bit. We've worked through all the stuff that, you know, Ryan's worked on the bylaws and helped with, you know, reviewing all that stuff. Capital outlay in 2026, so this is kind of that mixture between senior center fund and senior transportation. We're going to shift next year to get it all into senior transportation. But that capital outlay there, that $12,214, so what we did at the Senior Center early in the year, they were concerned with if they didn't spend all of the dollars that they were allocated last year, and they brought money in, they wanted to make sure they had that $46,000 available to them. So what was left after we netted it out was that $12,214, and we sent those dollars out of the general fund to the foundation to put towards the van. So that's how that kind of flushed out and so those dollars are sitting there and when we get ready to make the grant match here very soon, we'll be pulling those dollars out of the foundation to make that happen. But that's why you see that there. We have planned, and you'll see in our capital outlay transfers a little bit later we have plans to do if you'll approve a strategic plan for the senior center so we've budgeted some dollars that you will see to kind of put a plan together before we start hiring any more people and that's kind of kind of where we want to start, kind of get a plan in place. And so we have some dollars to do an official strategic plan of the Senior Center next year. And we'll see that later. Okay? Any questions?

It's amazing. Three years ago, none of that was in part of the budget.

First of all, you've got to love my band. I worked really hard on that. At least my AI friend did. Anyway, so this is kind of... This is going to be kind of a test year, 2026 and 2027, in my opinion, with the senior band. We've tried to account for everything, and again, we've provided a lot of things that maybe I didn't know or think about to put into these budgets. We're going to try to maintain this, but if something happens, I guess we're going to have to come back and we'll talk about where to pull money from, or maybe we can budget it high. I don't know. It's kind of like the learning year with the tourism and promotion fund. We've kind of got to see what we get a couple years under our belt to kind of actually see what's going to happen. So 2026, we have... increased funding for a part-time driver position approximately 20 hours a week so you know we want to make sure we're i mean since this is such a new department we don't know what it's going to be like we want to make sure that you know we're keeping our costs low and what are we don't know what our demand is yet so we're gonna if we increase it past that 20 hours a week you're looking at probably happen to you know start offering health insurance or start offering papers and so that's going to totally you could probably add another 50 just thousand dollars to that number if you make the position full-time or more you know at least i might not ever cut anyone but could we if we hit that point to save some money could we talk about any two part-time drivers versus

We had to do a fiscal impact analysis. And Rick is going to be getting into this again, so I'm getting out of the way over here. But the Senior Center, which is an incredible blessing, we've grown so fast. In 2023, we were spending less than $6,000. Now we're over $200,000. That's a lot of change in a short amount of time. So we're budgeting to do a strategic plan next year.

That should help guide us a little better.

We've kind of been feeling our way around in the dark for the last couple years. It's been going great, but it's going to get a little bit more, I think, a little bit more strategic obviously when we have a consultant come in to help us kind of And I think we'll know in the next five, ten years.

We'll know more in a year, too. I mean, when we see, you know, the usage of the van, I mean, I would hate to go ahead and budget for positions and waste budget authority.

We don't need it, you know? I just meant when you were talking about pulling, you know, another 50 potentially, like we have to have it. How can we kind of mitigate that cost?

I think we would just address that when the time comes.

Well, and there is some of the funding from health insurance. There's some funding that's been saved. There's some money set aside there that we can pull some money out for some of the costs of the personnel. It's kind of like there's one little pocket of hidden savings that we're not... And we'll find ones you're meeting with some Monday. I think there's flexibility in that side of the budget for those things. If we continue to grow, the community grows, there's the opportunity that you're not taking from one person and giving it to someone else. really fortunate to be you know in a situation we're growing i guess you know i've said it more than once that my little story about the cycle of a business or an organization you go from the blunder stage which is kind of the struggle of starting a business and then the uh then hit the wonder stage and golly things are really working and then you hit the thunder stage when I mean, it's just dynamic. I mean, everything is working far beyond. And that's hopefully in those three stages. We're still kind of in that. We're not at the longer stage yet, but we're getting close. But I think I was told that 190 paid members have paid their fine dollars for you this year. So that's great. And I think then to continue to try to work with Genesis work on service. We've just got to continue to work at it. I don't know. But it's been an unbelievable blessing relationships the community that's been created there's been a real blessing to me to just watch unfold the more we encourage those things the better that lifestyle and those opportunities for relationships for our seniors we'll just continue grow it's uh it's it's been pretty cool to say so i mean the old guy you know opportunity to see a woman i think that's working so what a blessing it would be if we were able to offer so many rides that we weren't concerned about whether we had to offer the driver benefits or not exactly just a couple more things on this um we will have some capital alley um i think we're

We expect you to have to do some cameras and stuff on the van as well when it comes in. So there are some costs associated with getting the van upfitted and ready to go when it gets here. So that's what that $7,000 is. So yeah, that's kind of where we are on the van.

What? It's coming in July, right? Yes. You have the title? You have the title?

Oh. My daughter.

economic development

There's no personnel that's allocated to this. I know Micah does that job, but all of his and the building inspector's costs and Tina's, Tina's gonna be shifting to public works, but their salaries are all handled within planning and zoning. So it's easier to keep those all together there. The cost that we do have in economic development is pretty much software cost for the mapping and all the stuff that they use for that. There has been some, Let's see some professional development this year. I think Mike is going to do different stuff next year. So it's going to go to the other department next year on professional development. So really not a whole lot going on here. No major capital purchases planned in 2027. Planning and zoning, this one's just a little bit bigger with significant increase in staffing costs just for reallocation from prior years and then the increase in our new position there. Increased allocation as well to contract the IT software to this department. I did move the planning commission's into this department. I mean, they've kind of been there before, but they've never had an allocation of cyber security and all the things, they've got email addresses and they're doing things on the computer, so they're a risk. So they're part of this department and those costs as well, so that was part of that reallocation of those items. Continued investment in our softwares that they're using. We do, I do wanna mention when we talk about software, Every year, that is one of the hardest ones to track down, figure out who's using what, are we still using it? And I create a list and we make sure, are we using it? Do we want it? Do we need to get rid of it? Are there new things? So we do, it's not just something that we just keep doing because we've always done it. We make sure we're using the stuff before we continue that. Let's see. Not really anything else in this department. Any questions? Code enforcement. This is where we use our ProCo compliance services. They're projected to have a 7% contractual increase, so that's factored into this, but in our contractuals, which it doesn't make sense to me, and when we get to title, we're gonna make another change, but that payment to the county that we talked about yesterday is also in this department. I'd rather put it over to the other department, planning and zoning, it would make sense, but the history in GWORKS I'd move something, it'd die and freeze up and it wouldn't know what to do with change like that. So just leave it here and when we change over, we'll probably move that over there. So you can see a decrease there of about 18% in contractuals and a good portion of that is that decrease in estimated payments to the county for inspection fees. All right, any questions? To me, I think this is the fun part, the projects. Because what's fun is when I'm working with my department head and everybody's like, well, we need this, and we need that, and the pool needs done, and I want to do a study for the senior center, and I'm like, okay, all right, all right, okay, hey, everybody, hold on. I make that list, and then I try to make it work, and I think we've been able to make it work if everybody agrees with what we've got planned here. So our equipment request, and these are general funds, so don't think about, we're gonna talk about different projects and utility funds later on. This is all general fund. These are general fund type projects. In my opinion, it's paid by tax dollars through a transfer now to a capital improvement fund, a street fund, and so on and so forth. So our equipment request that we have is some upgrades to our pool radio communications. I think that's been in the works for several years and we're finally getting it into the program. Along with park camera replacements. The police camera contract with the flock cameras, that's in here as well. Computer and equipment upgrades, this is our Imagine IT's replacement. This $43,000 consists of machine replacements, a firewall, migration to the cloud, and some contingency in there for additional staff computers just in case we need to replace something. They're usually about $2,500 a pop any time somebody dies. So we just put some dollars into there. Council room audio upgrades and services. I want to talk about this just a second because this number is high. We put $100,000 in there. We've talked, Ryan and I, I think Craig mentioned that our last council meeting we talked about redoing the audio, visual, microphones. putting a projector on that wall so when we're presenting we can actually see it and look at you guys at the same time. And we've gotten a quote for the equipment being about $45,000 to $50,000. They come in and install everything. And then the nice piece is we want to pay an additional $10,000 or so a year. Not even that. Yeah, about that. It was $5,000 for six months. They'll come in and run the meetings. And they know how to push the button. If you're talking Naomi, it will go to you and the camera will go to you. They will be able to get it on Facebook, YouTube. They know how to do it. When they were telling us all about this, there's a control panel and you'll push the buttons. And I was like, who's going to push these buttons? We'd be a mess. They offer this service as something that they do for area cities around here. So they could come in and run our meetings. And that's something that we're talking about doing. So long story longer. we may bring that to you if you would like to do that in 2026 we have some budget room that we could go ahead and do that this year or if you'd like to push it off to next year we're probably looking closer to the hundred thousand dollars because they said the prices would go up in 2027 they can't guarantee the equipment and stuff out that far so I don't know but I like to throw contingency in there so um I just want to give you guys the option and kind of get a feeling of what you'd like to see. If you'd like to see us go ahead and proceed and knock this project out this year, we could go ahead and probably get it done. And we have a whole, we will do an agenda report. Are they working with other communities that we know of?

That's what I was going to mention. Let us send you an email with three or four cities that they're in so you can go see. Maybe think it's worth doing it now based on the quality that they're providing them and we can move forward. I mean, it's like you're watching it on TV, basically. It's that good. Yeah. They do all the new computers, too, so the whole streaming situation is a 180 from what we have now, where you can clearly tell you're watching a video on the internet, where this looks more like it's on TV. It's really hard to hear.

When they say 5,000 for six months, I mean... Is that, like if we add an extra meeting or maybe it's budget meetings or things like that, is that included or is that extra? They give us, I think, it's three meetings a month.

It's three, it's three, I think it might be four actually. Okay. So there's three council meetings and one planning commission. And they base it off of if your meetings are around an hour long. They said if after the first six months your average meeting is longer than that, then they may escalate the price to some degree. But I think it's an annual contract. But the nice thing is that this is a lot more high tech than we have now. I don't necessarily think we want to try to train a staff person to do it. And also quite frankly it would be nice to give Danny her evening stock because she's already getting lots of weekends and evenings because she does all her events and stuff. If we don't do it this year, I certainly hope we can do it next, because it would be a huge improvement, and I know our citizens have kind of been a bit upset about some of the technical difficulties we've had over the years.

And it will be ADA compliant, too.

And do we know what's our, now it's fiber, right? So all of our infrastructure that they would require, we've checked in statically.

To my knowledge, yes, but we should verify that. You can go to one, you may know this, sorry if I'm patronizing you, there's a website you go to and they'll tell you what your net speed is immediately.

Oh, right, but I don't know if there's any other requirements they have for their stuff to work. I don't think so.

They met in here for like an hour and a half.

Yeah, they came in and they looked at everything. I think there's some electrical work that needs to be done, and that's been factored into the price. They said they would use these microphones here that are up here because these are the best ones they have. But then there would be cordless mics out on the tables where we are. So staff could hear those and at the podium. And I think the camera, it will go to who's talking. I mean, that's absolutely amazing how they can do that. And there's a panel that it would be back there in that area where Danny is now. A whole new box system, most of that stuff would go away. They require two computers, one for streaming and one for presentation. So we have to get, that's in the quote too, to have the proper computer system set up. They can stream it on YouTube and Facebook for us and make sure that it's where it is and then make sure it's stored. So Sarah can have it later to where...

there that's it so can you just whenever you send me emails i don't think it's a special we have done right now but can we just kind of get the breakdown understanding of what if we have a month where there's more meetings than usual and what that looks like or what the backup is if they can't run it things like that yeah i think that's the piece that we'll ask them what the contingency looks like yeah i mean obviously this is a special meeting they have several staff though and believe it or not i couldn't imagine this but

Our meeting times actually fell outside of the other cities. A lot of the cities meet on Tuesdays and Wednesdays and stuff like that, or they meet at 5 instead of 7.

I did see that they said if you wanted an extra meeting, they just needed like 48 hours notice or something, and they could be there to do that. Thank you.

A couple other things. One, I know that currently it seems like for whatever reason, whenever we start, It starts here, but the feed doesn't pick up until maybe sometimes after the fledgling agents or whenever. And I know that probably the other thing we need to put in that It was a line for WD-40. Well, this one too, but even last night when I went home, my wife, the fine First Lady of Goddard, asked me, Would you sit still and quit squeaking in your chair? I didn't know what it was, but I was thinking the same thing when I'm sitting in my chair.

I'm like, if only I could hear something squeaking.

We're both kind of taking turns seeing which chairs to squeak from. But I mean, that's just, I mean, sometimes it's just the littlest of things that we can do that. Squeaking chairs is the budget. That's what I'm curious.

It might be worth asking them. So like, you know, if you're not, present and we have to call in is it possible with this new system to be able to yes yeah they knew how to do exactly that they're all over it

Or you could like see the agenda so you could actually make a second. Or you could make them, yeah.

If you call them right now, what you hear is like three, four seconds. Oh, yeah. Yeah.

That would be nice if you could audio in if you're like out of town. That's definitely a feature.

Okay, so kind of what I'm hearing is that we will probably bring it at a future council meeting and then at that point in time we can determine what year you'd like to do it in. But we'll just allocate some dollars here. If we don't use it, then I won't use it. So it's a lot cheaper if it's in the new register. All right, the next item, also we plan to purchase two more patrol Tahoe's for a vehicle and outfitting those for our two new officer positions, and that's estimated at about $170,000. It's usually about 80-something apiece, usually with a little change on that.

So do we have any cars rotating off your chart of mileage of cars?

Not in 26, or I'm sorry, 26 or 27. 28 we will need to start pulling and replacing.

We actually had some that we, to cut back, we decided not to. The ACO was one we were going to try to do next year, and I did one other, but we delayed it.

I know a guy that sells it to us.

All right, so those are our total equipment requests right now, about 350,875. Capital project requests outside of equipment. These are some items that came across our desk, the things that we'd like to do. We want to do, we want to set aside some dollars for community center maintenance. I know they have some flooring issues and there's just some other things and, you know, if something breaks down over there, we want to have some contingency in that. Street table visions, revisions. I should say revisions, not visions. That's embarrassing. We have $15,000 budget for that. That was kind of driven from Mike and Ryan kind of determining maybe there might be something that happens with the comprehensive plan that we may need to do something with that as well. And I think that the new city planner would probably utilize that line item as well.

Is that software? Is that what that is? I believe it's a software kind of process as it relates to It might be our subdivision regulations. I asked him this last week, and he told me, and I just forgot what it was. I'm making notes, so things we can't answer, we will send you an answer later. But the whole idea was, hey, we've got this amazing comprehensive plan, but we don't have any money to actually implement it, so this is one of the things that we set some money aside for for that. I'll get more details to you.

Um, library fencing project, about $20,000. I believe they're wanting to put some sort of a wrought iron fence around a piece of the library over there on adjacent, you know... Yeah, kind of where we have where the, um, pictures and stuff are.

We're going to kind of mix that in and get donations to get them to play around it and make it more of an interactive area for kids.

You know, we've talked about we replace the library, first phase of that building process that we use that ground would be to build the first half of that building on the north half of those lots. And I would hate to spend money on something that two or three years from now we're going to planning process of taking it all out. Because if you build the first half of that building and you can move the library into the new building not down the bank, and build the other half of the building. And we can build out to the sidewalks on both sides as a hall. I mean, the square footage available, you know, and then you could house both the library, which would give it more space, plus a nice senior center. And so I, you know, years ago they raised money at one of the schools for these really nice stone benches for outside school work. And, you know, they spent $10,000 on something, and three years later they go over there and they do some remodeling on the building. The benches would really be cool if we could find them, if we could put them in the parks, but I just think that I think it's a good idea, but I think with the things that we're considering doing, I just can't see spending the money on that and then turning around here in the next three or four years and kind of taking it apart.

I don't know enough about what it is. Are you talking about what area?

On the south side where the benches are at.

Like the wood pergola?

She wants to fence that in and then keep some benches. and such, and then big donations to build more of an interactive area. And the fencing was the idea was that the kids or the families could just come straight out without worrying about the kids running down the street and such. You get an interactive area of life. That's what Carrier Society does.

So you spend $20,000 for the fence, you collect $15,000 from people, and then three or four years from now we tear it all out.

Is there a lower cost option? Maybe we go to the fence and get a smaller ticket, technically? It's a good discussion.

could you let us take a pencil that's fine i just i just think i just hate spending money on something that three or four years from now it's just going to disappear

you know not a wrought iron one that's well but i'm just saying if we tear it out it's gone go ahead well i i think that they're just trying to make do with what they have available to them and they want to utilize every every square inch i do think 20 000 the wrought iron fence maybe is excessive but you know in three years time if i mean In three years, is that the planning process of the library? Or is that them taking residents in a new library?

Well, and the other thing is if you turn around and you're also going to be raising donations and funding for that, you're putting more money in there than $20,000. If you're going to have somebody give money for something, you want it to be long-lasting. And this is definitely not going to be a long-lasting project if we end up using that space for a library and senior center.

I want to answer the first question. And I'm speculating, so bear with me. Someone may disagree. Please do. But just looking at our CIP and where our other projects are at, I would say a ballot initiative probably occurs in 2028 at the earliest. Nine probably is close to reality. And then a year of design. So it could be five years until they're actually moving into one. And then the question is, do they need to live with this situation for five years? They do have a pretty healthy fund balance from all the excess valuation growth that they continue to collect. There's a reason why we're not adding on that extra $35,000. Maybe we put it back to them and say, hey, because we see their budget, would you guys be willing to pay for this fence? Or maybe it's a situation where we can look at doing some of it in-house and cost-sharing it with them. So maybe we're spending $5,000 to $8,000 instead of $20,000. for something that may only be there five years. Seems to me there's another path.

I'd really like to consider meeting them in the middle. And the only reason I'm saying meet them in the middle is because we're not going to be able to do it in the long term. Otherwise, I'd be like, give them the fence because I think our library is a great resource for our community. But I would agree, I think $20,000 for a raw iron when they're not. I mean, you do a raw iron. Yes, they look nice, but because you're going to use it long term. And they're not going to use it long term. So can we look at even just a nice little one-headed area that is still containing these kids, right? But maybe isn't so excessive in cost and we leave them in the middle. Or if we can get this cost down, use some of their funds to maybe put some of that play equipment or like the smaller things that they're talking about out there. And then we don't want to like take all their funds away, but I think $20,000 when I think we could probably do it cheaper in a different way is excessive when they're not going to be there long term.

Well, we've proven we can install equipment. We just did that some of that ourselves.

Well, I'm just thinking like when the community center was painted, like the community came together. I mean, that's not a requirement.

I just think that there are ways that we can... What if we did like 7,500 and then we took it in kind labor?

You know, here's the other thing, too. You've got to think about... There's four or five months of the year where it's not going to be used. It's not going to be used on rainy days. And if they're sitting on taxpayer dollars in a fund and they've got the money to do this, they should do it themselves. Let us check the fund out. Well, I mean, I just, I mean, when we have to sit here and listen to people say where, you know, do what you can to be sure that you're getting, you know, approval with money. They've got plenty of funds over there, and let them spend money. I mean, I wouldn't spend $20,000 on a fence over there, knowing that the general direction of what we're trying to do is to use that whole property for a new building. So that's my first thought.

if we have been used up on balance because i know what you're saying is it still going to be an area where we can look helping them even in-house a little with a little bit of it without So that maybe they're funding this out of their fund balance. You can buy the material and we'll provide the labor. Yeah, something that, I know.

I mean, we've got water meters to put in, street water lines to put in. We want to put cans and be able to do our meter reading electronically. No, I'm just saying, there's limits.

We just need a little bit of resources. We painted the community center as a community. I'm just, let's table this in the back show, but is there somewhere that our community can come together and help with this?

I got it, I got it.

Well, I think the general is that we not do 20,000 a month.

Is that correct? before we put anything in there can we know what the fund balance is and that would be i i'd like to know what they're yeah we can they do

I want them to have this even though I mean five years is a long time to contain the kids still but I agree with you that if we're tearing it down it's really hard to swallow.

twenty thousand dollars and you have to we have to balance out to what this library is to our community what it does and what it's going to do in the next five years i i do agree with with you george on you know not doing it this way and using the resources that we have in our community groups And, you know, whatever else.

All I'm saying is I'm fine building whatever we can, but we don't need to be spending $20,000 for it, knowing the fact that they're sitting on funds and we've got other resources to get it done. I'm not saying not do it. I'm saying we shouldn't have to pay for it.

I mean, I love the library.

I served on that board for six years. My name's even on the plaque in here, so... That's why we're here. We're having conversations about how... Yeah, that's right. I am excited to be here. Yeah.

Alright, community center entrance ramp for $20,000. That's kind of an estimate, I think, Jason got to do that project, so that's a good plan.

And that's another one that we're getting now, so that $20,000, that could come down a little bit, considering the cost of materials, you know, to work as a guy's labor and such.

Yes, ma'am. When you do that entrance ramp, are you gonna get rid of that little teeny step

Everybody has to go up.

I was just sharing with the chief the issues with going in and out of that building.

It's about a two-inch step, and people have fallen in and they have fallen out. So I'm probably on camera if I'm falling in at a time or two.

So yes, the idea is to take that, to make that a platform that will go straight through the door is the idea. Thank you. Yeah, we want to look at making that ADA compliant. And then the ramp would be turned to the south because it's a 12 to 1 ratio. Remember that's about 8 inches up from ground level to the door so it would be at the 8 foot ramp.

That's the thing that we're still trying to figure out. We don't have to go all the way down.

Right.

But it would have hand railings. And then ADA compliance also requires that the curb up the ramp as well to model so the tires can't fall off.

That's much needed. I'm sending our seniors into the side of the building where...

And it's hard to keep ice and snow off that ramp because it's so narrow. Shade, things melt, and then it freezes and, you know, it's cleared off one day and then the thaw. It's not biting either. It's nice to skate on it.

I don't know but I'm curious there's been a couple people speak now about crosswalks on Main Street Oh, it's on you? It's going to be in streets. It's in streets, right? It's going to be in streets. Nothing popped out, so that's what brought it up.

Main Street Medium Project is what it's called.

Crosswalk Project. I see it. I see it. All right.

Alright, so moving on, senior center strategic plan, this is what we talked about earlier, so we budgeted around $50,000 to do that strategic plan of the senior center. Um, there's a line item in here, just other consulting and planning costs. I just, we need to put some dollars there just for something that might pop up. Um, I like to have a placeholder and honestly that's substantially low considering what we've done in the past, but I think Craig and I talked and I don't think there's enough capacity to do much more planning to do. So that's just kind of a placeholder that may or may not get used. $72,000 for the pool sand blasting and rehab project. That's going to help take care, you know, kind of rehab the pool a little bit and make it look better. Did it? I'm saying it was the pool and the splash pad, but I could be wrong. Um, Biolytics, it's an AI street assessment. I have $75,000 here, but I think it's closer to 50 or 30.

30, okay. Jason and I demoed it yesterday, so... We're to the point now where we're spending enough money on pavement preservation that we need to be a little bit more strategic in how we do that. This actually is one of the earlier AI use cases that we've seen in local government.

I think it's at least five years old.

But you literally put the iPhone in the car, drive around every single lane mile in the city, and it takes an inventory of every single lane mile. It grades the roads. It categorizes things it sees. transverse cracks longitudinal cracks alligator cracking then it tells you it gives the road a grade it says what treatment that you can use it to determine the treatment type it will take a full inventory of all your street signs which we do not have this critical thing to be lacking And the other thing that I didn't know about it when we did the demo is it served as a full function work order system now. Right now, we're just communicating on tablets via Teams. And it's like, I see something out there. I text Jason, hey, that follow up US 34 and 199. He's got to text Nick, and then Nick puts it in the Teams. With this, the software, when you're driving, it snaps a picture of it. It'll put it right into a work order system. All the Public Works employees will have access to it. We can get PD access to it too. Relatively low cost for the amount of use cases it has. But the primary reason we're looking into it is because if we're going to be spending the amount of money we are on pavement preservation, we're about done with construction here in a year or two. We just want to be more strategic with it. And we're to the point where we've got to be utilizing technology such as staff capacity and... That's just where we work. And also document what's our energy lights out at night. Yeah, I mean, it can do anything like that. I don't have to drive around at 9.30.

I'll actually get some sleep.

It's really, really cool. All of our, so not to get too nerdy, but we have GIS right now, and all of our infrastructure, we have shake files, so you can walk with the tablet and stay right over the water for the water menu to the ISO map and see it. We'll be able to interface those two things together, so it'll work straight on.

And that's $30,000. It was $30,000, it was $28,000 something, but essentially $30,000 and then it was like $10,000.

$30,000 one-time cost and then $10,000 a year.

we're you said kind of almost done with like the reconstruction where is main street on this list not on it okay that and other streets included this is so minuscule but just while we're talking about what we're saving i want to put this out there just being a part of a lot of community events we get when we talk about main street some of the things we're doing we keep putting off kind of numbering the sidewalks just painting them with numbers um for placement because we're going to be reconstructing, but this is kind of a thing, if it's not even on there, can we look at what it would cost, which probably is not much if, well, you know, in ourselves, you know what I mean? If that's not on our radar right now, can we look at doing something like that?

The streetscape project, which would include pavement rehabilitation, is on the 10-year CIP, it's not on the 5-in-5 program, and that's one of those projects that's really hard to prescribe a year, so it's going to be so contingent on the business owner appetite to help

Of course.

And then also our ability to get some grant funds.

Our events are just growing and we're bringing a lot of people in and we've talked to Chief quite a bit about kind of safety and maneuvering and being able to, Danny's nodding her head back there, being able to kind of identify spots a little better, not have to shut down the roads with us in them with nobody else out there and taping where people can't see us. I just think we're talking about yeah i mean i'm not talking about 10 or 20 000. i'm sorry

all right moving along um there is a hundred thousand dollars allocated to the 2027 comprehensive plan contract so you know how we divided that into two pieces so i didn't need budgeting for that um 150 000 for city branding and promotions and i'm afraid this is kind of your project yeah so i've heard from a couple council people even former guard

I've always been of the opinion that We got way too much going on right now. We've been talking about a logo or those kinds of things. But the more common theme I'm starting to hear over the last couple months is we need to be telling our story and promoting our community. Re-braining to some degree, doing some videography, probably a visit gallery website. We are now taking advantage of the fact that we're a regional tourism organization. So the first proposal, any time we're doing a couple of budgets for the next year, we always get with one firm and say, hey, this is what we can give us your cost. This is the first cost. Now when we actually go to do it next year, we would competitively solicit proposals. So it could be less, but that was the first number we received from a really good firm. They're doing visit Wichita stuff, which is really solid. I've seen it. So one thing that has been brought to my attention is the fact that we're building a lot of public facilities right now that have our old logo on them and we've already executed contracts and those things are already being put manufactured, so I'm like, the makers take on the library. But at the time, we weren't planning on doing this. So at any rate, what the scope of that work looks like, we'll work with you guys on what you want to see when we get closer to it. But that's the background information on it.

I think the logo is kind of the last piece of that, but I think it's important that we try to promote what is unique about our community. And it really revolves around some of the things we talked about with the builders. You know, we are a family. oriented, friendly community. And we want to be known for that. And I had a guy who's moved here out of Wichita, stood on my porch, and told me for like five minutes why he loved living in God. No, I've got his name and his number, and he'd be one of the first ones to talk to because the comparisons that he made from where he'd been, whether it was Wichita or California or wherever, it sounded like one of the little Olympic, you know, someone from Europe talking about America. I mean, it was just that. It's quiet, it's peaceful, people are friendly. I mean, it really, as a testimony of somebody, it was really... No, because he doesn't, you know, if they don't know your name, that's a good thing. If you know their names, that's another problem.

Well, I think some of this could come back because the more we promote the things, the attractions in our community, and the more, you know, leverage we get out there, that sales tax is coming back to us as well. So, I mean, I think this is... You don't see that payoff right away, but I think over the span of years, the more we grow ourselves, the more we continue to host events, and we continue to kind of bring more positive to what people see online. the news or something or whatever at Goddard, I just think that that would work for us.

And then at certain points as families get older, I know that people shop the school district. If their kids are involved in sports, if they're gonna decide where to go if their kids are wrestlers, they're gonna come to Goddard. If it's a football thing, they're gonna go to maybe, right now maybe they go to Derby or wherever. we have positive things that we need to, nobody's going to tout them for us. And if we start maybe in July, we could do it for half, but that sounds joking. The proposal he sent starts in July. I told him it's going to be $2,200. So maybe, so about $300,000 for the whole year. I just think... When we came on council two and a half years ago, the reputation in our community in Sedgwick County was not very positive. And if you look in the last 90 days or so, the positive stories about things happening, I mean, the Goddard Women's Club gets an award for $500. I mean, just, we are receiving a lot of positive feedback. press and and we just whether it's the Wichita Eagle or the Business Journal or just the members of our community. I think we just need to be vocal in promoting that we want to be a friendly family community. We want to have amenities. It's okay. We can plant a couple trees on each lot and in places where people can come together and experience life. In small neighborhoods from 167th Street out to, I'm going to get out to halfway to, well, I'll take you halfway to Bargain Plain, but I don't want to upset those people.

So, to kind of piggyback on that, though, when you mentioned starting it, thank you so much. When are we projected to finish the comp plan? Because I don't know that we should be promoting it until we have a good comp plan in place. We understand what our vision for it is before we promote something, right?

But it should be done by. Right, so Ryan and Mike at Brownlee Emergency Center could be here. I'm not 100% sure when we die. I know it's an 18-month deal. So at some point next year, hopefully by the midway point, When you said July, I thought you were talking about starting next year. Next year, yeah.

They mentioned next week, yeah. April of 2020, yeah, all the documentation that they have sent to us.

So let's just say June, then, so halfway point. I think that this kind of means to dovetail to it to some degree, but also I feel like it's a separate situation. This is more about visit Goddard and telling a story from that perspective. And the comp plan is more of a technical document of guiding development pattern and decision and things of that nature. So maybe for two separate purposes. I think they will come together though.

I think they could time them to come together. I mean, as more information comes out about this, I think just from a marketing standpoint.

Yeah, and even from a community standpoint. I tried to, at one of the events we had last weekend, get people to take a survey for the comp plan, and they go, I just took the survey. I'm like, which survey? They're like, well, the one you sent me last week. I'm like, well, that was the budget survey. So it's like, so all of a sudden, we stack things on top of each other too often. They get lost. Yeah, they get lost. What is it we're doing? Maybe they dovetail on each other. Maybe there can be some overlap because we have a vision. We're not done with the compliment, but we understand where we're going with it and we can start the next thing. But I don't want to get too many things going necessarily that are publicity-wise and people don't understand what it is that...

How can we streamline that maybe to tie, instead of saying we don't want to keep too much going on, how can we streamline that to be more cohesive?

I think starting towards the tail, the very tail end of the comp plan makes a lot of sense. I would want to start it when the comp plans are relatively fresh because we're going to be working on some of the data we gather to help guide the decision making for the branding and promo stuff. I appreciate not doing this. We'll be winding down some really big projects the first quarter of next year, so that probably makes sense.

Maybe towards the end of next year, and that way in April 2020, we'll be talking about new city branding and all these things. If you could roll that out at the same time as... So it's still within your 23-7 response, but...

I think if we start it, it should be done by then.

And the promotions, we could start the promotions and then announce the branding if there is changes into that process of promoting.

And I don't know if this necessitates a lot of changes. This may be its own thing. This is Goddard's. They don't want to be on your side. Sorry to know the weeds on your side. You're going to be a cover on the page.

Yeah, we're seeing it really in the weeds. Great.

Finally on the list is our PD Facility Engineering and Design phase. So we are budgeting $750,000 next year to start doing this project. That's bumped up for several years on our CIP. So I know Craig and Chief have been doing a lot of research on that, but that's, we're going to budget for those items. So you know this?

I just said, sorry, that's 7.5% of $10 million. $10 million should roughly be the top end of the bill of cost. $1 million. I think the more Chief and I tour facilities toward inflation and the budgets for hearing the price per square foot, we're starting to feel more confidence in our numbers that we can deliver well within that. I mentioned this briefly yesterday, because of our cash position, when it's time to permanently finance the police station, you guys will have the option at Brooks Recommendation to either pay the general fund back for the $750,000 or just save our I'm going to ask you before you if you have anything you want to add because I have one thing.

No jet.

I'm holding off to 2030.

I'm gonna get chief of police station first, and then somehow we're gonna have- With a landing strip in the back.

That's a part of it.

Helipad, so. When you drive down I-35 and you hit McPherson County, when you get about four or five miles away from McPherson, coming from the north or from the south, you can see the lit city water tower. And if you look at where our water tower is stationed, And I know, I think Jason last year, you've kind of done some preliminary looking. Do you remember any? Craig told me.

$35,000 I think to light it up.

$35,000 or $40,000 if I remember. I still can't believe it cost that much. I'd almost go out there with a flashlight. But I think if you think about something that can be seen, you know, where the cut coming off of the Garden Plain, the old highway where it intersects, you can see the water tower from there. From the north as you're coming down the Andale Road, you can see it from 13. Coming from the east, about 167. But I think it just would... it's just a promotional billboard that it's already there and I just think it would be, I mean, you look at the money we spent on the signage, I mean, to have a, to make that a focal point, a visual focal point, much like a, you know, a lighthouse or something that sits as a beacon that you can see, I think would... I'm willing to even donate to it.

I'm not sure if I would classify that as a general fund expense if we're lighting up a water tower. It may end up being more of a water utility. Wherever you put it.