Council - workshop

Preliminary meeting at the municipal council of the city of Anglod for September 14, 2020.

Municipal council. Municipal council Armstrong is out.

Okay guys, you understand. It's a long night and everything is on YouTube. We are going to start tonight. Welcome to our preliminary meeting at the municipal council on September 14 at 4 p.m. with a presentation from the MGT group.

Yes, when we moved to this form of government, we had built an organization over decades of an old form of organization. And so one of my responsibilities was to make sure that the organizational structure, the personnel supply process, all of this was aligned with the services that our community was expecting. So through a supply process led by Sam and myself, We have pre-selected candidates, then we interviewed three of them, then we hired M.G.T. to carry out this organizational study. They then came and spoke to us. Head of services questioned our employees, compared us to our peers and identified opportunities that we should take into account.

The report you will hear tonight is therefore not the organizational plan of the city.

I do not ask you to adopt it.

These people were hired to provide us with information, analysis, recommendations, comparative analysis and an external point of view.

For me, this is a set of tools that Rodney provided us. This is not a walk in the park. The report contains recommendations that we have already started to implement.

There will be some that we will ignore and there will be others that we will modify and adjust over time.

I would also like to separate the presentation of this evening from that of Rodney with the budget which is also in the process of elaboration. The same month, the budget for the exercise 2027 therefore has a calendar that ends on October 1st. It will take us years to implement and fully understand the organizational study. So I imagine it's a three to five year track. My job is to evaluate and recommend. My job is to work with the service managers, to evaluate their recommendations and to implement a plan that suits them. Of course, your job is to provide a positive orientation and to allow... We now have a group of independent experts who have indicated to us where they saw strong points, inefficiencies and opportunities for the organization to become more and more efficient.

I just wanted to put this in context and I will give the floor to Rodney Crane.

Hello everyone. Thank you for inviting me today.

I appreciate that the mayor advises and gives us the opportunity to make the point about the work that we will have to complete and the personnel concerning the rehabilitation.

In summary, our objective was to examine, as Kehlal mentioned, the personal equipment, the structure, the organizational alignment and then to take into account the elements susceptible to make the difference in terms of durability. The presentation is therefore long, but the report is even more so, and I do not plan to read the side slides, but I certainly hope to highlight the elements that are there and which, I hope, will particularly wake you up in areas that you may have already heard about. Let's move on to the next slide. Let's talk a little bit about my company. We have quite extensive operations. But we have been active for more than 50 years and I think we have worked successfully with about 30 clients during our mandate. It is a company for which it is very pleasant to work. I really enjoyed it. In fact, I went from the private sector to the public sector by working in the city of Austin before joining this company as a consultant. But in the context of this study, we focused on organizational evaluations, as well as on plans to improve performance and other work aimed at helping local governments, like you, in the activities that citizens are involved in. The work for this particular commitment included a field of application mainly focused on five key areas. We therefore examined numerous data provided by CAIL and the staff associated with their organization or their organigrams as well as budget information. We also examined the information available publicly to try to understand well from what was published what the organization is. Of course, I was aware when I started the process that there was a recent change concerning the organizational management model. Obviously, this has an important impact on everything that happens in the city and therefore a major impact and a contribution to things that we had to take into account. And then from there, we kind of conducted our internal discussions. As Kay mentioned, we had interviews with people, but before that, we conducted surveys. We interviewed the staff as well as the supervisors and managers, the management team. And I was happy to see that there was a lot of coherence in the results of these investigations. That the things that, in most cases, preoccupied and enthused people were consistent in all these vectors. In addition to that, I asked the direct team of Kay, the city manager, and during this process, I was able to obtain personal and direct information from people, the things that preoccupied them, the things that, according to them, were going well. One of the things that came out quite regularly from all this data is that there was a very strong feeling of community, a will to serve the community, but also a community as an organization and a pride of the work done. There was also very clear information showing that there were concerns about the processes and transfers and that kind of thing. And thanks to that, everything started to take shape. At the same time, the investigation with the citizens also bears fruit and we were able to examine it and link some of these elements from this point of view. Once we had it, we examined some information from our peers. You will see a detailed slide on this subject, but in summary, as you know, no organization looks like another. So we did our best and collected information from homologous organizations that the municipal director had identified and that he wanted us to examine. And there were five. The information that we got presented a certain coherence, some gaps, but in reality it was only directional. It was not about obtaining an average and using it as a goal. For Home Mood, this was not our goal. But as the data was a little scattered, we also went through an additional step and asked these communities to provide us with metric data. So once the result is almost the same. Some had them, others didn't. But we were able to use what we could to collect generic and dependent information.

But to complete this, we also went through an additional step and collected information at the national level according to the population of Homewood.

We examined the organizations, or rather the communities, which counted between 15 and 30 inhabitants. Then we carried out another analysis of the organizations which counted between 30 and 45 inhabitants. And by using this information, we were able to examine the size of the organizations in terms of budget and this kind of thing. Once again, we tried to get a view of the whole as wide as possible in order to give us a context and a basis for what we could use with regard to the recommendations and conclusions.

The fourth domain concerned the recommendations.

After several iterations, we had several conversations with the municipal director and we tried to ensure that we understood what his objectives were in order to ensure that the report rejected them. When you carry out a study like this one, there is a lot of information that comes back. You can take many different ways to present them. And all this is true. But you have to understand what the objective is and what the purpose of the person who asks you to do it is. So we had to have a few conversations to get to where we were supposed to be, but I have the feeling that we have achieved our goal in terms of what we were asked to provide. The conclusions and recommendations are therefore from these conversations. And then in the end, it also resulted in a implementation plan, which basically constitutes the framework of the next step. And as mentioned, the municipal director understands specific recommendations on things that are, you know, easy to implement solutions that can be realized quite quickly and others that could take more time, you know, over several years. The conclusions are divided into four main areas. I have already alluded to some of them, but the first was undoubtedly the positive feedback that we have received from individual discussions and survey data. I have conducted a number of these studies in different cities and environments, and this is not always the case. It is therefore an absolutely positive starting point. It was very clear that the city's employees were very positive about the changes that were taking place in relation to the organizational model and the structure of the city and that they were very enthusiastic and envisaged the future in a very positive way. They already saw things changing that enthused them in terms of communication and coordination, despite the fact that they recognized that there were still things to do, which they were also very willing to share. This led to identifying the need for better alignment and the most important impact in the results was certainly linked to the re-alignment part. You will see it a little later, but still giving the services of the city to serve the citizens. There are a lot of things to do and unfortunately I had the impression that there was a silo mentality as well as behaviors from the people who responded to the investigation and told me that or during conversations. And I have the feeling that it is important that you know that there are different ways to do the work and to structure, but that being ready to consider reorganizations is an absolutely essential effort for those who want to get the best solution for their current situation.

It is therefore a major area.

Strategic reduction opportunities. It was a difficult question because no one likes to talk about reduction. This is where people immediately feel the impact and wonder why. I will get into the details of this subject a little later, so keep that for me. And then the services. There were other services that were not specifically mentioned in terms of reductions and which probably require a more in-depth analysis to determine the next steps. One of the things that is very common and typical In these studies, it is that an organization can understand and know the populations, the number of people in the places, the positions they occupy, but it may not have as much data on what these people really do, as well as the indicators that would determine if it is the right number of people to have at these positions.

So it's a bit of work.

Unfortunately, a study like this does not give as many details as necessary or as often as necessary to obtain your final solution for all services. But it gives you an idea of the elements that you could want to take into account or that you should take into account to achieve them. This is where the last element lies. Recognize that there could be a validation and a supplementary evaluation necessary to obtain your final result.

Your final answer.

It is a matter of guardrails. And what is most important in a study like this, I think, is to understand that you need to have a kind of surveillance system that allows you to feel at ease and to make the right decisions at the right time. And of course, part of this is linked to the specific function you are talking about. It is more important to have guardrails, for example, in the areas of public safety than in the area of permits. And especially with regard to the expectations of the community. So this is what it is about in all these articles. How to make sure that we make the right choices with enough surveillance and monitoring that will allow you to remain honest and continue to move forward. So there are three specific areas that this slide talks about, which would be the most likely to be of interest to ensure that it is done in the right way. Although crazy guards can be included and created for any particular function, So public safety, of course, you know, there is a minimum coverage level that is required to meet the needs of the city's body and citizens. Access to services is because we have found a lot of opportunities, if you will, within the structure of the library. People certainly like to have as much access as possible. It gives them the most flexibility. Like an old teacher once told me, you can't maximize two elements of a function.

So you can't have all the hours available and a fight.

You have to choose where you have to maximize. And so by recognizing this, you won't be able to be open all the hours that everyone would want, but you want to be open to the hours that will meet the needs of the largest number of people at the right price and at the right cost for the budget of the city.

And the last point concerns the results for customers, and this specifically examines some of the things that are related to the alignment mentioned earlier.

So this is the overall alignment, it took place in three specific areas. Community development is obviously one of the areas where impact is the most important in terms of interaction with the community and citizens. This is where they will be able to see the most important impact, whatever the efforts deployed or decided to adjust things, because they will potentially have more easily access to what is happening concerning the things that may concern them, things that are in the process of realization and which they did not know too much about how to launch or make them move forward or where they were.

All these problems can be solved by making sure that this process is better aligned and better coordinated.

Infrastructures and public works are obviously more focused on the ground, but remain obviously essential for these citizens. Then, internal services are not necessarily associated with similar activities, but simply an alignment aimed at increasing the efficiency and management of these services. J'espère que je ne perds pas ma voix. Mais il y a certainement des possibilités de tirer parti de certains des efforts déployés au sein de différentes fonctions ici, en particulier les choses associées à la comptabilité, au devis et au suivi des personnes et au nombre de personnes que nous avons dans cette section, puis cela est utilisé dans une autre partie de l'organisation. But another important part of this particular category is related to the reduction or examination of the appropriate number of people who should directly account for the municipal director. And I think that when I was here, there were 13 or 14 people who realized that it is extremely high for this level of organization. And very honestly, it is feasible, but it is probably not the most effective As I described, if a person present at a meeting has never added anything to the discussion of the whole organization because of their specialization, then it may not be the level at which they should be in terms of relationships. So let's examine what this means in terms of management by a generic or different process that allows these same precious resources to achieve their objectives and their organizational strategies, but which do not need or do not require direct interaction with the municipal director during these meetings of the staff. I've already talked a little bit about the Persians. Let me go into a little more detail.

So these organizations, especially those of Alabama, were more directly aligned and comparable.

The others were also chosen according to other indicators linked to their population and their global budget. But as you can see, the figures related to the employees are not as comparable. This is partly explained by the fact that these organizations have services that are shared within a county or another type of shared model, so that the resources do not come directly from the city.

Of course, we did not know from our initial process of identifying the organizations that could be included in this process, but we learned it later.

On the other hand, as I also mentioned, all this is at the end of orientation. We are therefore not trying to obtain an average to apply to Mood, but rather to collect information that could be useful in this process. The other thing about these organizations is that when we went back to them and tried to gather more information, trying to make sure we got as many details as possible, it was difficult to explain what would be useful to us in relation to their system. And so, even if the language is the same, it's like, well, you know, we don't really count this way, but we have this. And so you have to make a choice to know if it's really worth it to be reported or included. And unfortunately, this is often not the case. But again, we have obtained comparative data.

Excuse me, we could have used them in the report.

So, as far as general recommendations are concerned, we have already talked a little about the reductions that have been identified in the report. It is important to note that this is still a long-term process and that it was not, you know, a reduction of employees.

You have to start a process. This has never been part of the conversation of the report. But what he indicated is that thanks to efficiency gains, by examining these processes again, ensuring that they work properly and examining at the same time the way in which jobs are organized in case of potential shift of positions, transitions occur.

What are the ways to identify this? associate it with long-term savings for the organization or to be able to reorient the funds. The other thing about this figure is that even if we expect it to happen, it is obvious that there is a certain rolling of personnel in an organization every year. And when I was director of human resources, one of the things that I really tried to make understood and that seems relevant to me here is that a vacant position in your organization or in a service is not a solid resource.

It is a budgeted position if it is the public sector, but it is not a solid position.

It is an opportunity for the organization. And so I always recommend to my superiors to think about what is really necessary for the organization. Superiors feel very comfortable with the staff they have, they feel comfortable with the work that is done and sometimes you have to push them to re-evaluate and evaluate which is the best use of these funds. What has changed in this position or in this structure over time so that we can now affect the same resource elsewhere? And you know, people are becoming a little territorial. They like their structure and people feel at ease, but it is important to look at these things. And so, this was not part of what I put, and probably a little explanatory commentary, but I think it's useful in the end of the process to examine why the rules could have changed or not. The four areas that have been mentioned previously are obviously those that are important for people and therefore become important for the selection process.

Why?

Each was for a different reason, but they all represented things that we discovered from research and which, for one reason or another, could be re-evaluated or reoriented. And then, as we mentioned, there were other services that could probably be examined in more detail with a more in-depth analysis. But in some cases, there were opportunities for potential increase, not necessarily reduction. But the same view applies. You must ensure that the processes are clear, that the documentation on what is measured is appropriate, and that will indicate whether it is fair or not to add or consider another re-evaluation of the total population. Here are the details concerning the services that have been identified, as you can see, specific amounts reduced over time. And you know, each has a different justification, as I mentioned. One of the things I want to clarify is that the fact of setting, for example, the number of 12 to 18 policemen is absolutely not an indication or a recommendation according to which it would be necessary to remove the number of 12 to 18 policemen from the Republic.

We examined the functions within the police service to see if they could reasonably be exercised differently or transferred to another sector.

This kind of thing. As it is a question here of certain administrative issues, there are many variants of what people can do in terms of police or any other function. So, according to what we examined, it did not seem reasonable that this could be a possibility. In the library, we focused, as I said earlier, on timetables, timetables and part-time staff. And this kind of thing is added and added to the total number of employees and should be considered in relation to this study as areas to re-evaluate. Fire services and emergency medical services were not a first-line process in terms of reduction.

I selected administrative services.

And then for the development services, it was a combination of several departments that could have an opportunity to reduce two or three positions. The slide is me. So in the end, we examined the implementation process as a process where there was a kind of short and long-term vision of what could happen to advance things. There are absolutely certain things, and the municipal director mentioned those that could be done in the short term. He has already launched once again, of course, by working directly with his direction on it. But there are other things that can be done.

One of the things that I mentioned as being the most important at the beginning or at the beginning would be the question of the follow-up and the number of employees.

It would be necessary to make sure to have a figure that everyone knows and on which everyone agrees with the situation, then to realize it in order to know when real reductions or changes took place. In the long term, this is linked to leadership and a change of organization. And you know, as I mentioned, there is a supernatural attraction that occurs over time. It is therefore one of the things that will happen. But in addition to that, some things have to happen for other things to happen. So a bit of a domino effect. But, as the municipal director mentioned, we really considered the final report as a kind of framework, a guide, if you will, for longer-term changes. certain things that you can examine and say, okay, this is happening. That would make sense now. Other things, it could never align with the general orientation that the city decides to take in what concerns its global operations But in any case, it will be essential that a very specific follow-up is carried out and that there is clarity regarding the person responsible for these things, then that she makes a report to the city as well as to this body regarding its results. I think this is my last slide. The next slide will be... Thank you and I will be happy to answer all your questions.

The question I have for you is, in addition to the employees, did you take into account the salaries involved? Were there amounts in the budget or did you simply say that it was the number of people who should have? In other words, if we are going to exceed

The service.

Being too hot, too high and maybe not enough in the service. Normal.

No, there has been no examination of the subject associated with the specific service.

Talk about New Jersey. There is no comparison. I say that we have not done this evaluation. When we compare, I will try to say, it's... One thing, 13 or 14 services... So, let's say we have to eliminate them, or should we? Regroup them, summarize them. Or maybe two... When you go to, I noticed that you said that the fire had two to four people, the firefighters. The first speakers, there were two to four, but you have mentioned that none of them were... Talk about the employees in the building or talk about the police patrols. How many are there?

Maybe on 18 or 16.

18, let's talk about six of them. Speaking outside the prison, or as far as administrative aid is concerned, I'm curious to know how it works.

So there was no specific number defined within the police department.

This was more related to ongoing activities.

I think this is also linked to the fact that there are many changes associated with the teams and the coverage, like that. So, nothing specifically identified a number X of patrols.

It is rather an activity. What is the ideal duration for the teams you recommend? When you talk about teams, let's talk about teams of 8 hours, 12 hours.

Once, there was no specific ride loss. It was just a matter of things. So, examine the teams.

But you don't have any. When you say to go and examine the teams, is there something that... But they have a certain number of teams. I think there are three.

The type of activity you are talking about in the comment or the information in the report indicates that it is necessary to consider seeing the teams again.

We still don't understand. I know we have to go back to the teams. You said we are at teams of 8 o'clock right now, right? We have 3 teams of 10 o'clock. One thing the chief told me to look at, that Imo asked him to look at, is to go to teams of 12 o'clock. We also have 6 patrol zones. It's 6 patrol zones, 67, 14. You have to have one unit for each team, not one or two. To get back to that, when we say that we are trying to get a number, The figures that you have indicated previously, as I believe that Pelham or Maybrook were 11.75 for 1,000. Oh, is there an ideal figure in these five there? On your... Yeah, I know it's really... We were... I suppose we are the highest, okay. The percentage of 1,000 we want to aim for. They were trying to achieve a goal in this process. No.

No. No, it was a comparison. I don't understand if there is no goal. I mean, it's up to the city to decide according to the information it has and the changes it brings, where it wants it to end. But we did not recommend that you be at 11.5. What I noticed is that Montenbrouck was there.

And in percentage of 1,000, it's not the same. And here we are, 11.7 or 12.6. Okay, at 27.00, do we realize that we're only talking about 25? 26 employees. 26, we'll be at 11.07. We're potentially talking about the library. For example, we're going to dismantle 16, 18... Okay, we're talking about the police. 15, 16... I'm just trying to see if it wouldn't be easier, with 14 services, to eliminate two services and two employees at all levels. We're exactly where we want to be. I mean, I don't care.

I'm just giving shits. It was not our recommendation, that is, it is not mandatory. There are certainly services that, in my opinion, are more personal. It would not be appropriate to do it every night. Do you know how much the training of a policeman costs?

Just the cost of training a policeman, for example.

No, what?

But I know that this represents a high cost because Oumoud is a unique city in its own way. Because many policemen who leave here leave for... But when you eliminate him, how much does it cost to employ him? Let's say that we are currently... I think last year's budget was supposed to be 90 policemen, wasn't it? So what we're supposed to have, let's say we're at 84, keep in mind that out of the 84 that we have, 8 policemen are strictly affected by schools.

Is that part of the bottom line?

Do you have any knowledge of that when we decide to drop the policemen?

I suppose I should probably specify that the report is a recommendation of Chauzat.

There was nothing that said to do this or that.

So all the questions you ask seem to imply that we say to do X or Y, this is not the case. We say that these are the information you can take into account and that thanks to your evaluation and your analysis, you can decide on the appropriate number.

Going in this direction, when we have a budget at home of 67 million dollars, we are much more comparable to Pelham for the budget And we are in this case only seven different agendas. I'm going to say this, we need to know what our recipes really are. We're talking about reducing a budget, establishing a budget. All this government, the former government, just started. We weren't there for six months now, ten months, seven months. I personally think that we are on the right track, what we do by controlling our losses, our thefts, our money, ignoring our existence. We now have a director, we have people. I look. One, two, three, four, five. I look at five new faces here, right here. What I'm saying is that you have to give yourself a chance before you start cutting anything.

So I just want to tell you that if you have heard the audience, I want to say that it is not at all related to this budget. It is not related to this budget.

Listen, let me make a comment. Before, because I thought, before I forget. Well, well, no, no. I don't want you to forget, but I still want to make a remark. First of all, our municipal director said, A comment at the beginning saying that it was the frame. It's not something that we will put into practice right now or that we will put into practice at all. Final point, because it's just a frame that we can use. We can adapt it to our needs. It's something we have to take into account.

It's something we have to...

To go back to what Cale wanted to say, while I was thinking about it, Cale mentioned that there are certain things and we don't do it, that's for sure, isn't it? You know what I mean?

I mean, there may be things that we...

I know you said there were three things. First, we examine. Second, something else. And third, that we will certainly not do. I think that's what he said. Maybe I'm wrong, but I don't think so.

I said that I had said that there would be things that would come out of the report that we will implement immediately, that we will modify and implement over time, or that we will choose to ignore because it does not correspond.

I thought you said that we had already... I hoped I was right. But okay. I hoped that this would really eliminate some of these things.

Come on, we'll have to have the service chiefs and me working together. And through this work that we've already started, we really have to...

It's good to understand what the needs are. But, you see, that's where I'm in all this. And again, you said we weren't going to do that. I don't know because no one is talking to me, okay?

So I'm going to go there directly. I have books here in front of me.

And all I hear is that 15 people have been excluded from the police.

Now, whether they are officers or non-officers, that could be decided. That could be administrative employees. Okay? But we don't know. And if our revenues were 3 million dollars more than this year, would we remove jobs? That's the question I'm asking myself. Would we remove jobs if we earned more money? If we made our budget and earned more money? That's the question I'm asking myself. Should we do this only to make couples and be like everyone else? The high-mood is not like everyone else. As far as service is concerned, La bibliothèque numéro un, d'accord? Nous avons beaucoup de monde là-bas, mais nous réussissons dans ce que nous faisons pour une raison. Maintenant, si nous ne pouvons pas nous le permettre, je suis partant. Mais nous ne savons pas. Nous ne savons pas quelles sont nos recettes. Je pense que nous avons fait une estimation prudente des recettes. Faisons-nous pas une estimation prudente des recettes.

We spent two hours on the projection of the budget receipts a week ago.

And we examined all the sources of income that the city has in the general fund. So, when we start, what do they tell us to reduce? How much? I mean, in terms of budget. I mean, what do you say to reduce? We're going to be short, we're going to see a deficit. Do we assume? We use 3.6 million dollars of the report fund balance to balance. What I'm trying to say is that, in your opinion, the revenues will be a little less than what you say. I think it's 2 million dollars. I don't understand. I'm coming back to what I said before. Of course, I was talking about . Are we sitting here doing this observation to make cuts? We could not do it. I understand that. And we were told that it was potential. That's what everyone at Homewood thinks at the moment. That's what everyone at Hoover thinks at the moment. That's what everyone at Vestavia thinks at the moment. So we are not looking to make money.

We are looking to make savings and to find efficiency gains. One of the MISER, I sent the report, the complete report, will be put online tomorrow. One of the examples, and it is only one example, will probably not work for Hommoud, but one of the examples they found was that their civil personnel within the police service of Pelham, the jailers and the distributors do the same. So the distributors are in prison and do the work of the jailers and they also distribute while they are there. At the Hommoud police service, we have six jailers and six distributors who perform these tasks in a totally different way. Donc comment pouvons-nous envisager que ce soit une solution efficace pour la ville de Homewood?

Avons-nous déjà pensé à combiner ces deux tâches en une seule personne?

Et ce sont exactement les conversations que nous avons en ce moment.

Ce n'est qu'un exemple de cela. À un moment donné, si ce répartiteur part, est-ce que ses responsabilités peuvent être transférées à quelqu'un qui est déjà en poste ?

Ou à un sergent de bureau, juste ouais.

Donc pas de licenciement du tout ?

Ou dans la paratrice. Potentiellement un autre sergent. And also what the cross-reference training means. Do you know what I'm talking about? There could be someone who is on a cross-reference training who comes to our services.

If we don't keep, and I say this as a first interviewee, once again.

Because for me, it's the schools.

And the interviewees.

The library. That is to say that the library does not obtain the...

We know what she should know, okay?

I'll tell Amanda, congrats to you.

But to go back in time, if we lose, they have four agents who leave. It's not like going to the staff council and hiring someone. You have to follow a training, you have to do, there are so many things. I prefer to have too much than not enough. Je vous dis juste que nous n'avons pas besoin de ce problème. Nous avons évité. Je pense que vous.

Je pense que nous entendrons parler demain lorsque nous entendrons parler d'autres choses. Et donc, encore une fois, délier ces deux éléments. Mais je vais vous dire, je pense que nous entendrons parler demain.

Mais ce que je suis curieux de savoir, même si j'ai fait quelques recherches sur vous, c'est que vous êtes à Tampa. En fait, vous êtes à West Kennedy. My question is to know where you show all these elements, where are the public security services and everything else. I would like to know if you go online and you look, your company actually indicates that the two last places, or at least deduced, are the... I mean, you know, we say that the number one is here with the library and the police. But online, if you go looking for information, they say the opposite. But I'm curious to know how this... I don't know what you're referring to online. You're not supposed to work in Austin, are you?

In any case, other questions?

I don't know how all this happened, not to mention when you developed a plan... Who is better paid? Who is less well paid? Who is more important? Question, advice, shuttle?

At the game on Saturday evening?

Did you watch the game on Saturday night?

My wife put me up. Okay. You did well.

I heard the celebration.

I heard it, that's for sure, but not the celebration.

Well, thank you. Thank you. Let's go.

We are going to report this point without objection. We are going to report this point without objection. Our person is showing reasonable guidance on this subject. We will therefore continue to report. Let's see.

The next point is 28, I'm sorry, 205 and 826, discussion and examination of the evaluation procedures proposed by the municipal director and the evaluation committee.

It was presented by We discussed it during our extraordinary meeting, and we will talk about it at the Municipal Council during our next meeting, which will take place on September 28. Very good, New Affairs. The first point during the day of our New Affairs is 010926. This point must be presented tonight. We will discuss it at the Council and vote tonight. This is an examination request for a changeable resolution. Resolution number 2161, to extend the period of retirement until November 1, 2026. Mr. Smith. Thank you.

So the current resolution stipulates that the anticipation of the anticipated retirement will end on September 30. The problem is that the RSA makes you retire on the first day of the month. And we have a firefighter who wants to retire on October 1st, but according to our current resolution, he can't do it. Unless we extend it to November 1st. So this is done for Captain Evo. I hope there will be no setbacks because he was an excellent firefighter. He's just ready to go home.

It's you next, Evo. Okay, so we will have to vote on this subject tonight at the municipal council. Thank you for that. Article following 0-1-9-1-6, a request for approval of an independent entrepreneur contract with these signs and murals presented to us by M. Smith.

So a fresco that should be made at the 741 in the grove or what is this place called? 7 GM 750 741 702 Whatever it is, it will be made.

Marketing failure.

705 705 502 We know it was in 705 and 702.

This is part of the work of the centenary committee to identify a muralist and then We will not vote on this tonight.

We will not vote on this tonight.

We initially tried to register it in the calendar for September.

Is it a numeral fresco or not? It's a good question. No. It's because we have a contract. Okay. So, if this is already part of the budget of the centenary, why should we vote for it? Yes, you should have a contract.

You should also approve the Connex allegation.

But we have not approved everything that the Centre does.

The independent contract is the reason why we approve it, and that's what we do.

Honestly, Councilor Layne, one of the reasons was that we wanted you to send the letter. And that was one of the reasons. And that was one of the reasons.

We don't have... Do you remember the discussion about the letters years ago? We don't have... We don't have approval for the letters.

I know exactly what it is. Oh, it's already a... Yes, we have it. We already have a fresco there. I don't know. There's nothing but us. We're just changing the fresco. But I didn't know we had to approve it. That's the question I'm asking myself. I don't know why we have to approve it. The contractual situation. We don't approve all contracts.

No, not less than $101. Do you think the director will dismiss me? If his budget is lower.

Do you think the director... No, but... I have a lot of contracts to sign that we are all going to have to sign by Caleb, so be... The first one, 3,126, asks for authorization to authorize the municipal director to sign the contract with Dorian Mayhew for audit services for the exercise of 2025.

So Dorian Mayhew was from Henton Moses when we signed the contract at the origin and they are therefore at the end of audit 25. They will present here in two weeks. And we were talking about exercise 26 and they said, while we do all these contracts, I would like to go ahead and clean up the contract of exercise 25 to do two things. Change the name. At the time we thought it was signed, we thought we would have a single audit, a single federal audit. What we don't have, what we weren't forced to have. We have therefore removed this phone.

Just these two.

Next point, 04-09-26, authorization request to authorize municipal directors for audit services, exercise 26.

So it is for them to carry out auditing services for exercise 26 from exercise 27. The money is budgeted for exercise 27. Okay.

Next point, 05-09-06. Demand for authorization to authorize the municipal director to sign a contract with Dom and You for services without...

So the services without attestation are a bit like additional services that would include the amortization calendars, the accountability of the BOS every time we need it, general consultations. Generally, it should not exceed 10. It's just a distinct agreement that they must have outside the audit contract.

How many contracts are supposed to be contained here?

How many? What is their value? Yes, we know.

While they are looking for, or, in short, not,

113, 0, 0 for the audit of exercise 26.

And another question, what have we budgeted so far? For the exercise of 2027? But it's for 2026, that's it. Okay, but you pay for that in 2027, not 2026. For 2026. We pay afterwards.

Okay. Pay the refund. Because they are auditing the previous year. So, for 2026, at the moment, we have already approved it. I mean, we are going to approve it, but we have not paid. It has not been paid for 2027.

The 20, the 25 that wants to pay.

Pay this year, isn't it? That's it. And that's what we're talking about, the 113. No, sir.

No, sir. 113, it's 26. 25, so what? Yes, what is it? We pay. How much do we pay to try to vote to pay this year? 25, what is it? 25.

Because the name has changed.

Change of name, perfect.

Okay, where are we?

ETS Services, so that Train can sit in its office wherever it is and control the system.

Apparently, this saves us a lot of money and we have had this agreement for several consecutive years.

We did not have it for the entire fiscal year 26 and we realized it in the spring.

This contract ends in September, end of September. So it's a new contract for the first year. For the whole year? Three years. The amount of the first year?

Is it the one who controls the entire building?

Demande d'autorisation.

Donc, le chef du service de police Rolston et le docteur Hefner ont négocié un acte. Donc, ce contrat prévoit que la ville soit remboursée d'un total de 526,930 euros. and represents 80% of the social wages and benefits paid to agents.

Very kind of the Council. Next point, 043026. A request for authorization to authorize the municipal director to sign a contract with Accenture Paris.

Here are the Taser guns and we talked about it a little last time because we had put them out of the budget. Yes, so behind these properties on Haulavenue, there is an open drainage ditch.

It's just a natural landmine. So we sent a geometer over there to see exactly where we were. And it turns out that your drainage servitude does not affect... So yes, in 1969, there was a modification of the servitude to borrow an additional 1.50 m to the landmine, which I suppose was the landmine at the time. So these two places were eligible to our circulation moderation?

This way, we won't be late.

I mean, the reason I'm saying this is because there are people in different regions who are looking for the same situation.

We have already collected the data, so we are evaluating these locations according to the old policy. If the demand was already in progress when we updated our policy. In general, for appeasement, we will receive a request, generally via Cyclic Fix, or simply a request by email to my address.

We will send you an email. We must come to see you.

An email or send it to our website.

Our website sends you back to Cyclic Fix. It's just our general report on a problem.

So that everyone knows the process in which they have...

That's how they call us.

I think the residents have a button on the website, don't they?

No problem. Thank you. Any other questions?

Demande depuis longtemps.

Donc je sais qu'ils vont être très heureux. D'accord, point suivant, 116, demande d'examen de l'annulation de l'ordonnance 1843.

Oh Seigneur. La raison pour laquelle je dis que c'est un cauchemar, c'est que ça a été publié il y a environ deux semaines. Juste en face de...

There's a parking lot here.

There are three parking lots. They've been here all day long. I just wanted to point out that she was doing her job. I looked at the contravention, the contravention. And when it happened, she wrote the contract. And it turned out that I even called the head of the police. And the only reason I called was because the car was immobilized on the side. This car left after 6 o'clock. It was there, obviously, for more than 8, 9 hours. Yeah, since 6 o'clock. That's it, that's it. Well, at 18 o'clock, it was recovered and disappeared. Someone came to get it, it had disappeared. But as I said, at 22.40 this morning, she had marked it as a 3-hour parking lot. Elle l'a écrit à 13h40. Mais le problème, c'est que tout d'un coup, tout le monde a reçu des contraventions, même JD, JD qui possède O'Keefe. C'était la première... Deux mille cent cinquante-cinq. Nous avons publié une autre relance.

Je ne me trompe pas.

De 1995. De 1995. Elle stipulait un stationnement restreint. Pas une zone de chargement. So, these are three parking spaces that generate income, whether you come to O'Henry's in the morning to have a cup of coffee, or you leave.

She went out, she said, oh, we had a customer to convince, I think he had chicken wings to carry, and when he came back, he had a contravention on the car.

It's true. So, in short, to get to the point, I don't know where it came from, how it happened, and to annoy the merchants, it's JD who charges his restoration truck every morning. All right. It's not a reservation area. I checked. It's a reservation area. It would be great, wouldn't it?

No loading area? No, it's a restricted parking lot. 4.5 meters from the and I forgot at what distance of track check now the interesting side is that it was from 8 to 17 hours 30 well the parking lot of 3 hours and from 8 to 18 hours now all of a sudden it's only Monday to Friday so on Sunday Sunday you can park

So I don't know what the problem is and I would like them to disappear because it generates revenue, it gets everyone excited and it's useless to arrange contraventions for the people there.

Is that where Chief Rushing was used to get scared? Chief Rushing got scared.

At the time.

Not Rushing. Yeah, well. Hey, where are we? How many cars are there?

And it's just in front of Chile.

I'd say I spoke to TrackShack. They're taking deliveries at the back, but they also said they should probably do some loading and unloading on the 18th street. So I came to tell us.

Well, on the 18th street, basically every morning, whether it's a Cisco, whoever is watching on the middle lane.

Oh, sorry, I'll give it to you.

I mean, Earl seems wise, but in the past...

Whatever it is, you know, as a city, I hope to be friendly with people and not have to worry about going out and having to pay a fine when you watch a football match or something like that.

Well, and also, finally, as we had done, it was not just an investment.

We decided.

We had talked about putting, you all know, a parking lot in Angles and to add, you all know, to remove this car from the garage and to add lots of parking in Angles. So we considered that. So that could be a project. Investissement ultérieur. Lorsque nous en saurons plus sur les fonds, mais dans le même ordre d'idée, c'est au même endroit.

Donc la question que je me pose, c'est de savoir... James? Avez-vous un projet d'organisation?

Apportez-nous un doigt. Un.

Donc nous allons voter, nous pouvons voter là-dessus, nous pouvons avoir la première lecture le 28 septembre.

J'espère juste que tout le monde pourra se garder. Until the end of the month.

Well, I know she has a new sign. I know she has a new sign that says no parking.

We have three. I know. Not only did we put one, but we put three.

Well too, because it's like it was a sale. But we will have the first reading on the 28th of September. Very well, in Zorvin 1926, a request for authorization from the municipal director to execute a contract with the Chamber of Commerce. It didn't need to be published. It won't come out. For the exercise 2026-2027, Sam Smith.

Can I talk about this one and then go back? I think I understood the phrase. Okay. I'm going to tell you that the contract is $74,000 with the Chamber of Commerce.

It's budgeted.

It's the budgeted amount.

So it has increased by $4,000 compared to the exercise of 2026, because what has generally happened over the last decade is that in the middle of the year, someone asked us to do an advertisement so that the city participates in an advertisement. It's always an important event. So this year, we just said that we were going to give the Chamber $4,000 more and they will use it.

They will add the advertisement. So $70,000.

Is it good? It should be back here on September 28th.

It would be really good. Chi is doing an incredible job.

I would share the floor with Faya.

And so for the fresco...

The fresco is a mural.

I think the resolution aimed at designating a... Someone from the city who would ensure the super...

It's part of the... She is a busy person.

We are not responsible. No, nothing. No responsibility.

And then you say that... I said that Mayfair is missing.

If Mayfair is... I've seen it all. And then, do it well.

Very good. Let's see. Okay, it's almost over, guys. It's approaching. Okay. Next point, it should come out tonight, please. 3926, a request for acceptance of a grant from the county of Jeffersville.

It's a misogyny.

So, Commissioner Bolling has granted us the opportunity to go by foot for community subsidies. And so, that's it. For the repair of the roads in Brécanon. So, it's just a matter of officially accepting Socher. Very good. Thank you. And this article must also be published tonight. This is the 15th of November 1926, a request for authorization to authorize the director of the municipality to sign an agreement.

Please.

Yeah, so that's what we've been talking about for what seems to be months. The fiduciary agreement has been concluded.

Not by our municipal lawyers, but by other lawyers.

And the account has been opened and the cost structure has been established by Sinovuc. Basically, what it is, is that we're going to give them a million dollars and then we're going to pay them 5.02 euros. And these will be...

What we didn't have, so we had it in the general fund, but in the general fund. Okay, last point for the advice. 5, 5, 16, an examination request from a new spending platform. What?

It was a personal project for me to find a better solution. We therefore examined this before the arrival of Aspen and instead of letting him take care of everything, I want to somehow see it to the end. We therefore evaluated several traditional banks as well as two new payment platforms.

And what these payment platforms do is that they offer much more control and control over each of our expenses, in particular everything that concerns the purchase cards. They have therefore put in place policies and procedures that would allow us to go further to find out if these things are not authorized. So alcohol, expenses in bakeries, it would automatically refuse them.

Not only by commercial code but by line on the receipt.

So we have reduced the choice to two different companies throughout the city. Because it will simplify our current paper process into an electronic process.

With our old card because of our manual process.

It will do everything on an application.

When an employee goes out and makes a transaction, it will send him a text. He must take a picture immediately of the return. But instead of sitting there and talking to you, I intend to talk to you tonight and send you the demos that we have done. Let's stay here. I'm not sure that this is the route we're going to follow, but they have a secondary platform that manages the reimbursement and the displacement of employees, which will also completely eliminate our reimbursement process. Aspen has been involved since it was here, but I would like to see this variant. So my plan is to send you this, to show you the demo of the company, what we can do. If you want additional questions or others, I would be happy to get you in touch with the demonstration team and examine other discussions on the 28th. Our current rate structure is fixed if we set it up in October, but that will depend on... This is a bit less than 37,000 euros, but with that, we will receive a remit in money on the offer of... If we use it to its full potential, as Vestavia has implemented, they have compensated 98% of their part.

But the most important thing is the time I spend to give my card to an employee. We missed something where they invoiced taxes when they were not supposed to do it.

The time I spend then to the financial services and that they examine each receipt of paper and each transaction. All this will now be automated and integrated into the spending platform. This is what I think will be the future of your purchase cards.

And in this policy, everyone does not automatically get a credit card.

We will leave it discretionary.

We will say financial advice so that they can say it. But this will widen the field of application a little bit and I will tell you a story that in a way put me on this boat. I sent my son to Texas. Well, we sent them one of our credit cards. We could not manage a hotel. 2h30, Texas time, we are here to try to find a hotel and spend the night there. We have therefore removed certain needs when we have removed all the cards. I think this system gives you control so that you can distribute others at ease because you can control exactly what is happening. It goes so far as to say that if I do not submit the received for a transaction in a period that does not match, it does not work anymore.

There are therefore many more than you have never seen before on a card platform.

The objective is therefore to send you an email with the demos, to let you look at them and to answer your questions. Do you know that you are extremely... The contract itself would be regulated because the municipal manager could sign with the resolution. But we did not estimate that it was appropriate to address anything regarding credit cards. So I will answer all your questions now, but I think that we will... She will answer most of them.

We will talk about the rest. Chief, you mentioned that two companies were considered. What was the name of your company? Rippling.

And the second, so they are both very similar on the platform.

with RAMP is that Vestavia has already proposed that the RAMP travel platform, when we perform mileage refunds, we ask an employee to go to Google Earth, which prints the mileage table, which prints the mileage table. All this is done internally. It also has the possibility for you, so if we give up a strict daily income of 75 dollars and we go to the GSA rate, it makes a lot of work. You can compare the travel rates to the current GSA rate and the employees' refunds according to this, which is enough. The problems that, well, first of all, I would like to thank Chief Brodhead for removing his cap from the fire chief and trying to find a way to solve the problem.

So if you're not the fireman's boss in this building, I think we've taken your credit card. And so Hunter Martin, who is in this room, has a credit card with my name on it. And if Bodhi wants to use a credit card, he comes here and has to check my credit card with Hunter and bring Hunter all his receipts and everything else. It's just much more tedious, chronophage and quite risky for me as a person whose name is on the credit card. So it solves all that and you can issue credit card numbers for unique use. There are different ways to configure it. And you have a supervisor or a tree.

It makes sure, basically, that you understand.

And you get a reporting platform on it.

So if Caleb says, hey, I want to see how many trips the chef Biden has made and to what extent it has exceeded the national average.

Everything is integrated into a reporting platform.

And I have the feeling that we have to say that when we examined the platform, we took into account the audits of the auditors and we made sure that all these points were covered by this system. We can therefore check that you cannot put a receipt back. And we can even configure the system so that if you put back a receipt that is not approved, that is to say that it does not meet our criteria, it will bill this receipt.

So there are a lot of things like that.

that Best Buy makes its employees pay for their refunds, travel fees. After the return of a conference or another, and that the supervisor checks the amount of the trip, they recover their money on their bank account within 72 hours, which is a source of a big problem for us, as well as the time that our refunds currently take. Even if the employees often say, well, I don't want to go there because I'm going to lose hundreds of dollars during the weeks. Thank you very much. You may notice that we have added at least 10 elements, so that will be 8 more.