Tri-City Council - Regular Meeting

uh work session held on Thursday at 1:00 on the 14th. So anyway, lots of information we have to digest and fortunately we have um amazing city staff is here to help us weed through it. And once again, this is a work session. So, as far as council members, don't wait to be recognized. Please just I'm only dressed up because of coffee with the mayor earlier. Otherwise, I wouldn't be so dressed up. So, anyway, glad you're all here. And of course, welcome anybody from the public who's here. And of course, um city staff that's here, too, to help answer our questions that we might have for your department. So, thanks again. Turn some time over to to our city manager, Tim Walsh.

Thank you, mayor and council. Exciting day. We'll we'll jump right in. Thank you so much for being here and and thank you for the the guidance and leadership to this point, getting us to this point. Um so I'll just start off. Honorable mayor and councel, the FY2627 recommended budget reflects a continued commitment to maintaining core city services, investing in critical infrastructure, supporting employee retention and recruitment efforts, and planning responsibly for long-term financial sustainability amid a cautious economic outlook. The recommended budget totals 344 million in expenditures, supported by 254.8 million in estimated revenues and 89.2 2 million in planned use of fund balance in cash reserves. Budgeted revenues increased by 3.7% over the prior fiscal year while expenditures increased by 11% largely due to cap capital investment activity, personnel related costs and ongoing infrastructure needs. Um we will dive into a lot of the details today. So so we'll we'll share a lot of that. I won't read through all of this but I think it's important as we you know plan towards the future. I think it's great to look back at this past year and and some of the things that we were able to accomplish with your leadership and and uh the amazing team that we've got here at the city. Um if I may, I'd just like to share some of the the accomplishments that we've we've achieved over this past year. Um awards are always great. Uh we continue to see uh awards for Beiel Street. Uh the Bill Street street streetscape was awarded project of the year uh for 2025 uh by the American or Arizona American Public Works Association. Um the the city also was awarded the Keeping Hope Alive Community Impact Award um by the Arizona Drug Summit and this was for our City of Kingman and Kingman area

meth coalition walk away from drugs event. that event has grown exponentially. It's a it's an amazing event that that we put on each year. And um another award that just is is I want to make sure doesn't get looked over. There's only six other agencies in the state that have these this this award. It's the uh trilogy of accreditation. And it just goes to show our uh our law enforcement and uh fire and the amazing work that they do. Um that that's the uh property and evidence accreditation, agency accreditation for the the police department and then the the dispatch center accreditation. Um just some amazing work to to be one of six in the state. I think that's it's an amazing accomplishment that we've done. Um, on top of that, we continue to uh get out there and and uh interact with the public. Um, our city app, we successfully launched that this year. Uh, getting that out there and numbers continue to rise. What we're doing all our all we can to market it. Um, but we are getting those interactions uh with the public. We started coffee with the mayor as as the mayor mentioned. We had that this morning. Um, been doing that this year, continuing with our citizens academy. Um, and then we've been, uh, increasing the town halls that we've had, uh, really, uh, incorporating the public and and trying to bring that that feedback in. Uh, some of the big projects, those are always fun, right? Flying Fortress, August, we'll we'll have that uh, interchange complete. September, we'll have the Parkway uh, to airway done, an airway there. um that will be a huge boon for uh the city um both for industrial and as well as uh as retail and all of that. It's really neat to to see that project come together. Uh we'll definitely be promoting that

project next week as we go to ICS to uh encourage um retail and all of that growth to come in. Um we're we're fighting a good fight with the FAA. um two steps forward, one back, but as long as we're heading in the right direction, we're getting there. I did just today got a letter um or an email from uh Senator Kelly and Senator Ggo. They put together a letter um really uh pushing the issue with the FAA saying this needs to happen. Uh we've been in constant communication as well with uh Representative Gosar's team and I know they've been having meetings with the FAA um doing all they can to to make that happen. Uh question for you. If we were to pivot and change our approach um by getting by going through Congress instead um could you find out when the deadline would be we need to approach them with that ask before they before the process starts where they would include that um in their legislation and and get it approved.

Absolutely. So, um, yeah, and we have had those conversations as far as, you know, rather than go through this process, does it make sense just to attach it to a bill and get it done? And, um, that always is a possibility, it it comes down to which bill do we attach it to? Um, and and that timing, but definitely um, we've had those conversations, but we can um, push that conversation a little bit more. Maybe the answer to that question might be our drop dead date. when we say we're not going to go this route anymore. We've had enough and we're we'll just add it to take an act of Congress to get it done and go that way. So, if you if you could just find that out because I can't take many more of these emails. Absolutely.

Thank you.

Oh, thank you. And then the exciting front I mentioned retail will be at ICSC uh next week, but some of the exciting ones that um have announced this year, we've got Hobby Lobby underway. Uh Bosa Donuts is is also underway. Both of those are are looking great over there. And then uh another one coming in over in the Bashes Plaza, uh Flame Broiler Restaurant. So some some neat additions on the retail side, restaurant side. Um development services has done a complete update to the zoning ordinance and and improved their processes, improving um that time frame for people coming in and and wanting to open businesses and that. Um, we're continuing to work with WaveCED, making great uh, strides on on that building and our partnership with them. I I'll really say, you know, this year's been a great year for those partnerships, you know, partnering with our legislation on on FAA and and um, our local or our state uh, legislators, uh, our partnerships with them. Um, they awarded us $4.5 million in their last budget. you know, three million for a new well, a million and a half to continue the eastern improvements. So, those partnerships really are uh paying dividends. Um the federal partnerships, uh we were awarded half a million dollars from the feds, um for the Bull Mountain Channel project, which will help uh alleviate flooding for a number of our residents over there. Um just great things going on. uh water department uh in or public works been installing a number of uh new meter reads or new new water meters. Um 3,500 new water meters and these are automated meter read. I'm going to get it wrong. Advance meter. Anyway, they read automatically. We'll go there. Um they send in those reads uh daily. So our guys don't have to go out and read those

meters anymore. They will be automatically sent in. It helps not just with our guys having to go out and see every meter, but also in the case of leaks, we'll be able to catch those a lot sooner, save our customers money, save save the city water. So, um continuing to work through that. Um it improves efficiency as well as accuracy. And then on the uh the uh oh uh parks and trails um continuing to improve. If you haven't driven by uh Grand View Pool, there's water in it. It looks amazing. I uh I grew up I think I think I learned to swim in that pool and I don't know that I've ever seen that pool look that good. It really does. It's it's pretty neat to see. But um it's been a great year. Been doing quite you know the partnership with speak of partnerships partnership between council and staff has never been better. I think we we've been able to with your guidance and leadership um and motivation to to see these improvements um really and working with staff and and their desire um to to come in and work and and improve each day. Uh I think we're seeing great things happening in Kingman.

Manager Walsh. Yes. I think along with those accolades too, we need to really all the city team all the improvements on Bill Street. Even every day, even this morning, we had a couple people afterwards come up and congratulate us on how well Bill Street is and what's going on down there. And of course, over 10,000, someone even told me maybe even pushing 11,000 as far as participants on our first Friday. So, yeah, our last last Friday saw 10,000 over 10,000 people there. So, we have rejuvenated and revitalized, I think, our downtown area, especially for those who have not been here for a while. In fact, the young one young one young lady that spoke up

and she had been gone. She moved away in '91 and returned and she is amazed at Beiel Street and how well it's doing and once again all of us as st when we voted to spend those monies on that. Um, you know, that was huge. So, thanks again for all for everybody involved.

Thank you. So, just some uh I'll I'll close out and hand it over to Tina. Um, the city of Kingman continues to move forward uh through the strong leadership of the mayor and city council and ongoing dedication of city employees across the organization to together these efforts position the city to effectively respond to current operational needs while remaining focused on future opportunities and long-term community success. The FY2627 recommended budget represents must month months of collaboration, analysis, and planning by staff throughout the organization. Balancing service levels, infrastructure needs, priorities, and financial constraints is a complex process that requires careful evaluation and coordination at every level. The input, direction, and support provided by the city council throughout this process have been invaluable in shaping a budget that reflects the community's priorities and the organization's strategic objectives. Uh I would like to sincerely thank uh the senior leadership team and all city departments for their partnership and commitment during this year's budget and development process. Uh specifically, I want to thank Tina and her team for all the the hours and hard work in putting this together. Um, I don't know if Tina's seen a Saturday uh this past few months, but uh she's she's done her and her team have done an amazing amazing job in putting this together. So, with that, I'll turn it over to you.

Thank you, manager Walsh. And I also want to just personally uh thank the mayor, the vice mayor, and the city council for your direction. I want to also personally thank our senior leadership team who is pivotal in putting together the budget. But I especially want to send out a thank you and she's going to just shoot me for calling her out, but to Shannon Warner, who is our accounting manager. She does so much heavy lifting throughout the entire process and she deserves so many kudos. So I want to make sure that um and sorry Shannon. Um okay, so let's go ahead and get started and I'm going to ask manager Walsh to help me walk through this. I guess quickly just some housekeeping. There are are a lot of materials in front of you today. It doesn't mean that we are going to cover all of it, but if there are certain questions that come up throughout our discussions today, we've gone ahead and printed some sometimes it's easier to visualize things when you have them in print form so you have them as an easy reference and that's the only reason for having all of those materials in front of you today. All right. So, we will start off what we're going to cover today is we're going to look at budget development. We're going to look at the budget highlights and then we're going to dive into operating budgets. And then lastly, our capital projects. So the process is a long process. City staff, so our senior leadership team and the city manager are involved in the process starting in November. Finance actually starts this process in September, but we started started the process in November looking at capital projects and aligning those with at that time what the council's priorities were. And then we held a retreat with the council in December to uh to really streamline those priorities and really update our strategic plan and come up with a little bit of a restructure of those priorities. And then in January, we do this every year. We do a year-to-ate recap and work session. It a

recap and look forward work session rather. It gives the council and the public an idea of where we stand year-to date and what we're seeing for the future. This year we got to incorporate a town hall into our budget process, taking feedback from those attendees. And then here we are today. And after today, we will make any modifications that the council recommends or let me rephrase that, directs us to do. And then we will bring that back to council on June 2nd for tenative budget adoption and then final budget adoption on June 23rd. So, we always look at several different factors when we're putting together the budget. This year was no different. There are some national indicators that we did uh we did review and that is rising inflation. We just got inflation numbers just a couple of days ago actually and it is the highest that it's been in several years. So, we're nearing 4% now. So, that certainly is has come into play. We have seen that over the last year increasing costs. So we also identified that uh in some of our services, some of our projects going into the next year as well. And we know about the Middle East conflict and certainly that is playing a role in rising energy prices. We don't know what the next year holds. Certainly it affected our fiscal year 26 estimates as long a as well as where we're planning to be in fiscal year 27. Uh we do have we got a question this morning in the coffee with the mayor and city manager about what if energy prices go on and on and on throughout the year. Do we have reserves set aside to be able to fund that? And yes, we always have our contingencies set aside to to pull from if we need to do so on a longer term basis. And then one thing is there is no there has been no change in the Fed funds rate since December. Why is that

even a concern to us? The concern is it uh it ultimately impacts uh the earnings that we make on the monies that we invest. It also makes a difference on the rates that we the interest costs for any of the debt that we issue. So this morning we actually bid out our Flying Fortress and Airway Avenue project. I think we got a 3.7% rate. So that's a great rate. But the the fire station is planned to be financed this upcoming year too. So if nothing changes, I don't know what that rate looks like. So certainly it's going to have an impact on that. And we have a new chair at the helm and we don't know what his policy is going to be over the next uh year either. So looking at the state, the state is probably uh the the plays a very big role in our revenue forecast and that is because the state shared revenues play such an important role in the general funds revenues. So the state in the governor's executive budget, she releases that in January and it gives us a sneak preview of where the state believes that they are going to be with revenue growth. And then in April, over the last few years, they have reforcasted what that looks like. So, just wanted to share with you what that looks like. In January, they were expecting their revenue growth to be a little bit more than what they are seeing in um as of April. Is that going to affect things? Yes, it is going to impact our state shared revenue distributions, but not signific not significantly. You'll notice that there is a slight decline from their January expectations, but nothing that we are too concerned about. Slower economy growth and we are seeing that. City of Kingman is seeing that, the nation is seeing that. But again, nothing that alarms us because by fiscal year 29, you'll see that the uh they are expecting revenue growth to be very

similar to what they originally expected. We always want to monitor the state legislative bills and there are two that were we have been monitoring and one of those is HB House Bill 2290. That is the sourcing of online sales and what we heard is thank goodness that bill is dead and I say for now because it will very likely come up in the next session but for now it is dead. We also have the house continuing resolution 2016 that puts a moratorum on local governments being able to increase any sort of fees or taxes or rates and that would be for a 4-year period. What we're hearing is that that this bill may pass out of the Senate, but it does not look like it has the support to actually pass out of the House. So, we are not making any assumptions as far as uh revenues going into fiscal year 27 and for the five-year forecast. At this point, we're assuming neither of these bills are come into play. And then we always want to look at our city city's building permit activity. So, I have the last three fiscal years. So, fiscal year 26, 25, and 24 as far as the new building permits. So single family residential, two family, multifamily, and then commercial. And what that has looked like from July through March over the last three years. And you'll see that we're not in a great place this year. We're at 121 permits through March for our single family. And we were at uh quite a not quite a bit, but 40 more permits in our previous previous year. So certainly we are looking at that. Uh, and I'm I'll go over one more slide, but I'm going to share with you why we're not going to be so concerned or too concerned for our 5-year forecast on that. So, what do we think that the rest of this year, what what fiscal year 26 is going to look like, and what do we think fiscal year

27 will look like? We think that we will end up issuing about 160 single family residential uh new building permits and it will slightly uptick in fiscal year 27 and our commercial permits will be about the same. I can share that we do have commercial activity. As a matter of fact, development services puts out a monthly report on the activity that's taking place in their department. And so we are seeing some new businesses, whether that be small restaurants that are already in review or we even have another large hotel that's um that's in review that might be coming to town. And then there are plenty of projects, meaning residential development projects that are being reviewed at some at some point in that process. And we're seeing all sorts of dirt movement, right? So, I don't know that we have a I don't know that there's an alarming concern for our building permit activity. I think that once Flying Fortress opens up as well, there's a lot of activity that's going to go on over there. And there are other areas throughout throughout the city that are growing. So, we're not concerned and we're not we're not forecasting any sort of major concerns or ma major downturns in our building industry over the next five years. Okay. So, that prefaces prefaces how we are getting to where we're going in fiscal year 27 and how we came up with our recommendations. So, for fiscal year 27, the total revenue sources, so citywide total revenue sources are 254.8 8 million. And I want to point you to the bottom of that of that chart where we see outside participation and intergovernmental. And I want to talk to those two items because they are the largest revenue generators on the chart. Outside participation merely is that it's coming from some outside source. And the reason it's so large is because we have a Kingman Crossing TI project that at some point we're hoping is going

to come to fruition. if we don't budget for it and set aside some sort of revenues to cover it, we're not able to construct it. So, we have $70 million in the budget coming in as some sort of outside participation for that project. So, that's a lot that's a big reason why that number is so large. Moving up to intergovernmental, the intergovernmental are mostly grants. It's mostly grants that we budget for for expenditures as well as the revenues coming in from grants. Again, we end up uh submitting so many grant applications throughout throughout the year, tens and tens of millions of dollars, we don't get awarded them all of the time, but if we did, we want to make sure that we have the money available to spend. So, we offset that with revenues. Now, let's look at the revenues we actually generate, which are charges for services and local sales tax are our next two largest generators. And uh those are our water, solid waste, and wastewater user fees, golf course, parks, and then of course we know about our local sales tax. That dollar amount, I just want to point out the local sales tax, the $36 million that you see here does include the half% sales tax that council is currently uh considering. So then our total revenues were on the prior slide, but this is our totals. TPT and state shared revenues. Nope, that's correct. Yeah. As far as what it looks like over the next five years. So, you will see that the red is our TPT, our sales tax, and the blue bar is are the state shared revenues. Our TPT, you'll see for fiscal year 26, we expect it to be pretty flat from fiscal year 25. A slight downturn in fiscal year 27. So we are expecting our total tax to be down about 1.1% but we believe that there will be an uptick starting in FY28 and

then in the outy years. We have not taken into any any account of large growth that might happen in the east bench area. Again we try to be very cautiously optimistic and don't want to make any assumptions and then spend monies on revenues that we might ultimately not collect. So, none of those possible revenues are included in our 5-year forecast. Moving on to the general funds, primary revenue sources, which are state shared revenues in TPT. Exact same story as the prior slide. So, a slight decline in fiscal year 26, a little bit more of a decline in fiscal year 27 for TPT, and then in 28, we'll start to see fiscal year 28, we'll start to see an uptick again. And the same with the state shared revenue uh distributions. And then I don't want to leave out our utility revenues. We have our water and our wastewater and our solid waste system revenues that include customer growth. We are seeing people move to the community. So it includes customer growth and our water and solid waste system. The revenues on the slide in front of you do include the rate increases that were proposed at the March 17th council meeting. that will be brought before council for consideration again uh next Tuesday night. But for now, we have included the revenues in the in the five-year forecast and in fiscal year 27. So, moving away from revenues and now moving into appropriations, which are expenditures, you'll see that fiscal year 27's recommended budget has a total of $344 million in expenditures. Much of that is capital. Only a hundred million or just under a hundred million is operating budget. The majority of it is capital and then there is debt and grants and some other things that are not uh that

are included in that figure as well. That is an increase over last year. And again, if we don't budget for it, we can't spend it. So, we make sure to budget as much as we can in the event like Kingman Crossing comes to fruition. We want to be sure we have the budget capacity there. So, looking at our operating budgets, we have a uh just under a 4% increase in operating budgets from fiscal year 26. And I I did include the increase from fiscal year 25 to fiscal year 26 in there because I I want to make sure that the council is aware that that the departments were asked to tighten their belts and uh try to figure out ways that they could continue to provide the services that they provide to our citizens on a uh at a smaller dollar. And I think that this goes to show that they certainly did that. And as we get later into our personnel items, you you'll probably even see that more that they they definitely came to the table with some ways to save money. So, wanting to identify our outgoing tr our outgoing transfers or the primary outgoing transfers. We have transfers between funds every year and they're pretty standard between and amongst all of the funds. However, the general fund transfers out a lot of money for different reasons and so I always want to make sure that we cover what that looks like and we will also cover the capital projects fund transfers this year. So this year the general fund will transfer out reserves of just over $29 million. 22 million of that will go to the I11 East Kingman Connection Project Fund. And that is the fund that pays for uh the Flying Fortress Parkway traffic interchange, any of the connector roads, and for the next connector road as well that will go from Airway to Industrial

Boulevard. That's what this $22 million is for. $475,000 to the transit fund to support the transit system. Sorry, city manager. and just over $2 million to the capital projects fund. Now, that is our construction sales tax. That's an informal policy that council has in place that all construction sales tax generated by the general fund will go to capital projects will go to the capital projects fund to pay for capital projects. So, there is that transfer and then we have over $3.8 8 million in debt service payments now that the general fund will also contribute. And then there's a half a million dollars or so for some other other items. Capital projects fund. I want to cover that real fast because this is uh over a f or a $5 million transfer that is moving out of the capital projects fund this year. Also going into the I1 East Cayman Connection project fund to pay for flying fortress Parkway from airway to industrial. So, when we cover capital projects later in the presentation, you'll see that there's a $27 million project uh for the Flying Fortress extension. So, what does this do to our general fund fund balance and our cash reserves? So, you'll see with that $22 million uh one-time transfer out of the general fund, it does push our reserves in fiscal at the end of fiscal year 26 and going into fiscal year 27 below that 30 to 35% informal policy that the council has uh that the council has identified. But going into fiscal year 28, we'll be back at that 40% reserve. And by fiscal year 31, we'll be back at that 30 to 35% level. Again, the adopted minimum percentage that council has in place is 25%. So, we have we have not and will

not fall below that over the next five years. So, citywide debt, I have this slide. I'm not going to cover a lot of it, but we do get asked questions about our debt. And recently, you've heard the city manager and I share that once the fire station's debt has been issued, we will be unable to issue any more debt until other general fund debt has been uh is fully redeemed. But we do get questions on our wastewater treatment plant debt uh pretty often. And so, just wanted to share here in the light blue, the number one and two is our wastewater treatment plant debt. And I can't believe that we're finally getting close to having that paid off. it will be paid off in fiscal year 28 and fiscal year 30 completely each of those each of those uh debt each of those loans. So so that's that's good news for our wastewater revenues and um and then also the dark blue our general is our general fund debt that we currently have in place and then the medium color blue is the most recent issue for our Santa Rosa transmission main project. Okay, so we're going to jump into personnel and I'm going to summarize a few slides. Personnel is the most expensive part of our operating budgets. It's the highest cost of our operating budgets and it's the same this year as well. So $50 million or just about 50% of our operating budgets are personnel costs. That is a 5% increase over fiscal over the fiscical year 26 adopted budget. So what does this year include? It does include some compensation study adjustments that manager Walsh will cover in a few slides. It also includes a step increase for all of our employees that are on a step pay plan and that's paid on their anniversary date. It also includes a 2% merit increase for the employees that are on the open pay plan and that is paid on a position's anniversary date and only upon

successful upon completion of a satisfactory evaluation. We are also proposing a few full-time employee changes as well, adding five new positions across across the funds. That is a change from your recommended budget book. And we will cover that on the next slide. And the five new positions would be in the general fund in HERF and then removing one existing position from from HERF and then reclassing 12 positions across funds. And we'll cover those as well. Insurance. Insurance is increasing this year. The insurance our insurance overall was increasing over 10%. However, we are sharing some of that with our employees. That is the recommendation. So, the insurance premiums will increase anywhere between 8 and 10.2%. For employees, they will see an out-ofpocket increase for single coverage of $20 a month or $40 a month for family coverage. And then the city is also continuing to contribute to health savings accounts for those employees that are on the high deductible plan. And that is $850 that is allocated per pay period over the year for single coverage and 1,700 for family coverage.

I will let Tina catch her breath and I'll share this slide here. Um so talked about new positions. um some changes that we're looking as far as positions for this proposed budget. Uh you'll see those listed here. Uh one is a code enforcement officer. Uh we know that this is a high priority uh for council in in moving forward with code enforcement, helping make our city uh more beautiful. Um I have a question. The Yes, please. Um so how many code enforcement officers do we have? So we currently have two positions. This would add a third. Are both of those positions filled right now? They are. We just We actually just filled the second one, I believe. I don't know if they've come on. He's on the second.

He's on his second week. Okay. All right. And so this will be the third. Okay. Thank you. Um and we've we've made great strides with this both uh development services director Moquin as well as um Judge Spring Judge Singer, not Springer. uh Judge Singer have have really come together and come up with some a very innovative way in addressing code enforcement and we're see we're seeing we're just starting down that process but seeing good results with it and and response to those uh violations that we're issuing. So um we're hopeful that adding this this additional code enforcement officer will will just magnify those uh those results. So,

one followup. Do you um do you know if people are using the app to send in code violations? I'm getting a nod in the back. So, yes. Thank you.

You bet. Um so, that's that first one. The second one, um you'll see finance director and you say we have a finance director. Um what what this is proposing to do is currently for the past two three years Tina has served both as the deputy city manager and the finance director. Um so in many times uh like I had mentioned previously she does not see the weekend. Um what this does is proposes to separate that that um basically that dual title um remove the finance director from Tina's responsibilities and create a new finance director position allowing Tina to um assume the role 100% the role of the of the deputy city manager. Um you'll see that the the fiscal impact is is somewhat low for quite a bit low for that position. Uh reason for that is we'd be looking to implement that later on in the year. So that would be towards the end of uh fiscal year 27 that we'd look to implement that. So um that is the second one. Um with that we had initially proposed a we were working as we were working through the budget we had proposed a grant specialist to be added um and to remove um two positions from the police department in order to a records clerk and an admin secretary in order to fund the grant specialist position. Um as we've dug more into that, we we'd like to hold off on that and may reconsider that at next year's uh you know at a following budget. So not this budget. So, um, we're asking that one not to be considered with this budget. Um, and then we are looking at a or we're proposing, not looking, we're proposing a procurement buyer. Um, council has expressed interest in a procurement officer, having someone on board that that deals with procurement. Um we've got a great opportunity this

year um working with the county and with ASU at looking at what a combined procurement task force department coalition call it what you will what that might look like and in sharing some of those resources between us and the county. So uh partnering with the county and with ASU uh working to to make that come together. So this would be our representative in that. Um, and then parks, uh, parks do amazing things. They do a whole lot with, uh, with the the budget that they have, and they have, for the amount of staff that they have and the amount of work that they do, they've had one administrative assistant there for a number of years, this is looking to bring on some assistance to or bring on one assistant. I guess got to be careful with that word, right? Uh, bring on an another assistant to assist in in all of the work that they're doing over there. Um, and then looking down at street operations, we are looking to add a transportation manager and remove a street ops maintenance worker. And this goes to um restructuring um how things are are uh structured out there as far as uh ongoing maintenance and and um the the street operations and maintenance. So, uh, looking at some restructuring out there in order to, uh, better improve our operations and addressing, uh, road maintenance. So, those are the new positions and removal of positions that were being proposed with this budget. With that, I'll pass it back to Tina.

Uh, so, as far as the reclassifications, there are a handful of them. One of them uh Manager Walsh alluded to earlier that reclassing me from the deputy city manager finance director to the deputy city manager CFO because that position would still oversee finance and still be participate in some of the processes mostly this process that we're that we're undergoing right now. So that title would still be CFO and then overseeing a few other departments. The grade would stay the same though the pay grade would stay the same. and then reclassing a grants administrator to a senior grants specialist. Uh this position was put in place really when Bill Schilling left many years ago. We just kept the position as it was. And then as we've re-evaluated over the last four or five years, realizing that we could uh downgrade that to a senior grant specialist, it allows a job family also once we bring on that grant specialist or ask council to approve that grant specialist in the future. And then we also have an administrative uh one requesting that to administrative two in parks. That particular person is doing the duties of administrative too. So certainly we are asking that that they be uh that that they be graded at that and that goes for the same as the administrative secretary out at streets also doing the work of an administrative administrative assistant one and then when we look down at streets you'll see the two street positions again we're we're restructuring the the streets team a bit so we are reclassing a foreman to an to more of the worker level the street ops and maintenance specialist and then reclassing the street ops one the street ops and maintenance supervisor to a crew leader. And then in tourism, reclassing one of their customer service reps to a customer service rep lead. Again, creating those job families. And in engineering, a survey party chief to an

assistant city surveyor. And then in water and wastewater there's an electrician 3 position that we are not looking to retitle just looking to change the grade based on the level of responsibilities. And then in water and wastewater also there are a couple of individuals that are performing compliance type of work and so trying to align those with better titles as well as where their grade is with the level of responsibilities between the two of them. So overall the fiscal impact is is below and you'll see for across all funds just under $400,000. And just quickly to highlight the changes, you'll see that general fund does employ most of the employees in the city. There will be a change uh in the general fund to 245 and a half employees. Our associate magistrate is considered a half employee. So they are the 245 and a half and then you'll see how the uh the employees are laid out for each of the other funds for a total of 436 and a half employees. So an increase of um oh I don't know that that an increase of four employees.

I will jump back in here. So, um I know we've we've shared with council that we went through a compensation study this year and the purpose of the compensation study this year was to make sure that we're competitive in in our pay um across the board. We have Chris is going to correct me here over 250 different uh types of positions throughout the city. So various levels of you know titles and that um we would love to have surveyed all of those and see you know where each one of those land but uh fees it's just not feasibly or uh fiscally uh able to do something like that. It'd be quite expensive to do that. So uh we selected 60 positions throughout the organization and use those 60 positions to basically calibrate what our current pay structure is. um those 60 positions. We we looked at a number of different communities uh in order to uh see how our pay was comparable with those. And we we looked at a number of uh communities and and basically shrunk it down to communities that we know we've lost people to. Uh communities that you know are within driving distance and and those types of communities uh similar in in demographics, population, uh those types of things. So the ones that we came up with were Lake Habasu, Bullhead, Flagstaff, Cottonwood, Prescuit Valley, uh, Mojave County, and then in looking at the fire positions, we included um all of those cities that have uh fire departments plus um several nearby fire districts, Bullhead uh Fire District, uh Golden Valley Fire District, uh Northern Arizona Fire District, just to to compare. Um and what our strategy was was looking at um what we're currently paying on entry level and then comparing that with the 50th percentile of those folks um on their entry level to make sure that we were in market um and our

our in market basically we looked at okay entry level compared to entry level are we within 5% up or down um to those the that 50th percentile. If we were within 5% up or down, we considered ourselves in market. Other than that, we we did the, you know, looked at what would be needed in order to reach that point. Um, of the positions that we surveyed, 40 of the positions were found to be below market. Uh, 15 positions were found to be at market. So, within that five up or down, then we did have five of our positions that we did not have um comparator data with those those organizations. Um, so some of the recommendations that came from that pay plan was a 5% structural adjustment to our pay plan. And I I know this part gets a little bit confusing and I I'll it confused me even so so I'm I you know trying to wrap my head around it. Um I I'll try and explain it so it yeah so I can understand it. Um so the 5% structural adjustment basically meant um our pay plan compared to the pay plans out there they s they suggested that we shift our pay plan 5%. So um if a you know certain basically any of all of our levels shifted 5%. So that was just structurally that didn't necessarily mean um that all of the positions uh received a 5% increase. It was just structurally we're looking at moving those. Um then it went in. So on the open pay plan um that this I'm sorry we're talking about the open pay plan. So looking at the open pay plan, we then looked at the 60 positions uh that we compared and depending on how far behind they were or at market, we made adjustments based on that. So if they were, you know, 15% behind, we look to place them to where they they would land um at market on that 50th percentile of

entry level. Now that was the initial move. We also had to look at um internal compression and and comparing you know if if we had a position that was say 20% behind but the supervisor for that position was only 5% behind obviously if we we move them the 20% now they're going to be making the same as or you know right up against the their uh supervisor. So there were some adjustments that were made based on that as well. So, it wasn't just a here's the study, move them up. It was uh quite the operation. Uh, both Christa and Tina put a lot of time into um working through all of this to to figure out where all of that landed just right. And uh so that that's what we did on the open pay plan. on the uh the step plans. We looked at um the steps and again compared with the other agencies based that entry level on the 50th percentile in order to u make sure that we were in market. Um on fire uh we we looked at both the firefighter and the captain positions. On the firefighter we found that we were about 10% behind. On the captain, we showed that we were at market with um where we were uh with the captain pay. On the police step plan, uh we looked at we only compared the officer position and we showed that we were about 8% behind on our officer positions. So, um we we adjusted uh those pay pan plans based on those findings. Um we also looked at the structure on the police step plan. uh we looked at the structure of um both uh DPS and uh the the county uh sheriff's office in that they do not have right currently we have a 10-step pay plan um

from men to max it's a 10-step plan uh both DPS and um the sheriff's office and other agencies around do a reduced um steps as you move up in the plan so our proposed for the police uh reduces the sergeant steps from 10 to 7 and the lieutenants from 10 to 5. Um so those are included and you'll see um on the next few slides. So um just to give you an idea the here is some and these are not all the positions. This is just a sample of some of the positions um that we looked at on both the open pay plan as well as the um steps. Um for example, you'll see groundskeepers um the 50th percentile shows the minimum at 41,444 a year and we were at a 33883 a year. So 22% behind um where market is. Um you'll see a transit operator uh we were at market so they were showing uh 39 967 as the uh minimum and us at the and we're currently paying the 39229. Um, so as you go through and then as you go down to the steps, you'll see the firefighter, as I'd mentioned, was um just under 10% behind. Um, number 23 down there at the bottom. Um, with the open or the the 50th percentile showing 55,814 and we're currently at 50,821 as our entry level. and then police officer 50th percentile at 64979 and the police officer and where we are at 60,237. So um with that um I'd mentioned the step plan that um we are currently at.

You'll see on the slide here shows the step plan we're currently at and then the step plan that is being proposed. And then this is for police. The next is for fire. You'll see the step plan uh where we currently are and then the step plan that was uh proposed based on the study. And let's see. So, um the the overall proposed open pay plan restructure can be found at the end of your packet. it will show all of those 250 plus positions um with where they currently are uh range-wise and then where they're being proposed to go to range-wise. Um

if I can just share with the mayor and council that you the slides are a little bit small font. So there are the packets in front of you that lay out the paid plans and all of the positions that were surveyed in in the packets on your on the table. So that is those are the pay plans that have been proposed. Um just wanted to share. Um so the the pay plans that are being proposed we had previously budgeted in in in the forecast we had previously pre priv previous previously planned on a 2% uh cola at the start of the year and a 2% merit for open pay plan on their anniversaries. And then with police and fire, we had planned for a 2% COLA with a step increase on the the annual anniversary as well. Um so that had we followed what we have done traditionally, that would have resulted in just under a million dollar increase um to the to the budget. Looking at this comp study, um the the increases that are being recommend recommended based on the comp study come in uh just under uh 4 million. So an increase from what was initially planned at around uh 3 million. And I will say um as Tina mentioned previously as well, looking at this um you know our our personnel are our most expensive. you know, one of the the more expensive things that we deal with with the budget, but also one of the most important assets that we have as a city is our is our personnel and and the many things that they do. And um we've seen unfortunately recently based on uh pay and where we are with our with our compensation, we have seen a number of uh departures, leave and then you know uh not only seeing people leave but then

also um some difficulties in in recruiting for some positions. Um, and I think part of that, um, can be attributed to pay. So, in wanting to retain, uh, the amazing staff that we have as well as be able to recruit um, qualified staff, compensation really is a big part of that. And um recognizing that um going back to what Tina had said previously um we worked with each of the department and I am very proud of all of the departments and the work that they went in their budgets to um streamline their budgets to be able to come up with to find efficiencies, find where there were opportunities to um cut and and be able to um you know provide these savings so that we could see something like this. uh happen. So with that um those are the compensation studies. I will pause. I I know uh there is additional discussion here. Um I know there are um some some additional proposals that have been laid out there. Um so I'd be happy to pause and and open it up uh to council.

It doesn't matter. I can go ahead. Um I just hearing you say that pay is a huge reason, a big reason why we're we're losing people. Do you have any statistics um to back that to back that comment up? I'd like to know um if we are losing people for pay, where are we losing them and where's, you know, to what degree? Is is it is it a a a big a large percentage? um we have details and statistics back to 2020. So, starting the fiscal um 20 year, we started tracking.

I'd like to just stick with the most current because I know we made some we did a comp study. How how long ago did we was it 2020? 2023 by 23. I'd like those statistics, Christa. Oh, yeah. No problem. I just wanted to give you the fact that our turnover and our vacancy rate has actually decreased, but there are those harder to fill positions that I think manager Walsh is referring to. So we we do have turnover at the I'll pick on Mike um the groundskeeper level but we don't have a difficult time filling that necessarily. Um it is the the manager supervisors directors that are really in city engineer. We've really had a hard time recruiting those for pay. Okay.

Let me let me get my statistics for you. I can kind of go over that for you. And I guess to my I guess my point is I just I want to see where the the leakage is. I want to see. I mean, yes, we we want to pay our people what they're worth, but you know, we we also are comparing to communities that have um property tax and we are comparing our some of our public safety to uh the sheriff's office and they have a bigger pool of money to draw from. So, I'm just trying to get it into perspective and I really want to know, you know, if this is an issue, if if we are losing uh individuals due to pay

and and vice mayor, I thank you for that and and I want to go back on my statement. I pay is always a factor. Obviously, when you're recruiting, when you're retaining, pay is always a factor. I don't know specifically overall that that is our our specific issue of you know always it is pay. Um I will say as Christa alluded to and I didn't mean to paint her into a corner to to have to find the back that up with that but um I I know you know hiring some of the especially the the higher levels um it took us about a year to to recruit a a city engineer. Um we've just recently lost our public works director and wanting to be able to um you know find that that same caliber of being able to to have that higher um pay not higher competitive pay in order to to be able to attract those candidates as well. Well, and I guess too I I I mean another comment that I have is um yes, I I recognize those are probably harder to fill positions because they they do I I imagine the higher up in skill you get, the more competitive you the the position becomes and wage becomes very important, benefits become very important. So, I'm just wondering I mean I know we did an overall comp study of all the ranges of employees that the city has. I'm just I I don't know. I I almost want to be hyperfocused on those specific areas. Um you know, I we're doing the 2% cola. I mean, it's not proposed for this year, but we have been doing the 2% cola. Um I I imagine there are some wage gaps, but I just I want to hyperfocus on those highly skilled areas. And with this comp study, I feel like it just skews the the numbers because it was done on every position

within the city.

And the reason for that um and thank you for that. The reason that we looked at those 60 positions were in order to calibrate our our pay plan. Basically look at um we were selective in the positions that we picked. Um, you know, we've got anywhere from from groundskeeper to civil engineer to uh city surveyor to um recreation coordinator. And the idea was based on that that broad spect spectrum of positions being able to go back into our pay plan and and calibrate the overall pay plan based on those 60 positions. So that that was that was the approach with it. Um, I think we had initially looked at I think the proposal was 40 positions when we first went with the comp study, but uh Christa was able to uh twist some arms and and get them to get up to that 60. So, we had a bit a little bit better uh view of of what all we have there.

But to that point, we're also seeing I mean we're seeing a huge increase in the budget and it's it's across the board. So, that number gets very large. So, the more you threw into the pot, the more

opportunity it I I I don't know. I just would have liked to seen this uh been a little more hyperfocused on those positions. I know I'm repeating myself, but I think it's very important because um not that the other positions don't deserve, but now we are dealing with this very large number across the entire city to get everybody compensated correctly. So, um I guess that's just just a comment and an observation. I um before I dig into public safety, you one of the things that really bothered me last year with the hiring of our um engineer was that it sat out um there for a very long time and I remember we were having conversations about can't we do something different? You're you're obviously not competitive. Is there a contingency budget? So when you have a a position like your lead engineer, you you can't live without that role. Is there contingency? So you can uh in real time go out and say, "Okay, here's here's who else is hiring for this position. This is what they're paying. These are the they they've got a bonus. They've got moving. They're doing this that." And we need to match that now and not wait until next year's budget or something else, you know, wait all this time to fill that role. for for the ones like what Cherish is talking about those ultimately very important roles where we have turnover. We're not capturing the best of the best. We're not maybe we're not even getting applications and it's because we're just not competitive enough to to catch someone's attention.

It's a it's a good question and and definitely a good a good suggestion as far as to to approach it that way. I I think no I I like the idea. Um I think historically basically we have the pay plan in place. We look at okay here's here's what we're offering for it and then we try and land within that. I think that's a great suggestion and idea as far as if we're not seeing qualified applicants to then okay let's pause this let's do that individual study um and then and do that. So I think to answer your question I think there is opportunity um to do something like that. I don't know if I'm missing something that

I'll just speak to the overall pay plan that concerns that you all have the top positions whether it's the city engineer or when we went to hire um for our city manager we found that we were way under market for those positions. So this study was 60 positions to your point should we have only studied the engineer and then next year we'll have to study this one. So, we did a comprehensive comprehensive study to get us up to the where we thought that market was. We know we're not going to be above 50th percentile, but that's where we had to be. We are so constrained like you were just seeing that big number at the bottom of the page. But if you say, "Oh, only the top city employees get that money and public safety and everybody else is going to quit, so we won't have anybody to do those lower jobs." Yes, it's easy to fill them because we have great benefits. we pay fairly, but they're going to get tired of not seeing the compensation. So, we have um we have uh saved money in the past for hiring bonuses, relocation to entice those high higher qualified positions. We offer

How how much money did we spend last year in bonuses for hiring? We didn't use it. Okay. So, we had several candidates on the hook for city engineer and it freaky just things that it did not turn out. We had somebody that was signed on. We were ready to hire him. He had an outof country issue and he did not come back. So, Christa, I believe did we not we we've used those bonuses as far as moving? Oh, yeah. We use the we use the uh moving relocation and we've used that several times. I don't have the dollar amount, but as far as the traditional hire on bonus, sign on bonus, we haven't actually paid any of those.

Okay. So, we're not using that. And what do you know what's budgeted for those bonuses every year?

Councilwoman Staley, we have contingency set aside in the event that we do need to offer some sort of um moving bonus or just a one-time hiring bonus. uh this year in fiscal year 26 I want to say we set aside citywide I think a couple of hundred thousand dollars or just under that to be able to tap into but we haven't tapped into that but it is available if I can just speak to those difficult positions. So certainly for some of those difficult positions and Krista and city manager Walsh, please tell me, you know, to hush if I need to hush. But it certainly city engineer we can look at and say, okay, we're going to bring them in at, you know, another $20,000 higher because that's what we need to recruit the uh that position. But then what happens and we've seen this happen in especially in the engineering department uh recently is that well then the other directors are now that $20,000 below right so then at some point because the levels of responsibility are similar in most of the areas then what do we do with them and then now the assistants what do we do with them so it ends up right it ends up being kind of this um ripple effect and so that's one of the reasons why we try to keep the certain types of positions in the same grades. And to your point, offering a a hiring bonus or a moving bonus sometimes is the best way to address that.

Okay. Can you um tell me again? I know Lake Havsu has a primary property tax, correct? Yes. Uh Bullhead City um has a fire district, but no primary property tax. Correct. That's correct. Flagstaff. I do we know don't know. Cottonwood. Do we know? Don't know.

I This is where I'm going with this. We only have a TPT pot to draw from. And I I think it's unfair. Although in size comparison is good, but again, just like we're trying to compare the TPT tax apples to apples. This is it's just not fair to compare bigger pots of money to our constrained funds. I

and and I'm just I'm just throwing that out there because that was part of my analysis when I was going through this. I was I was thinking to myself, well, you know, what are their budgets and what um what diverse revenue streams do they have to draw off of? You know, I mean, yeah, we're going to always be compared to Lake Havsu and they're always going to be paying more than us. And I understand the whole 50 percentile thing, but I just I I would be interested to to know that because we're not comparing to apples to apples. I don't know how the other council feels, but you know, we we don't have a really big pot to draw from. Well, on the as far as the public safety, if we don't compare to them, we're going to lose to them.

And I agree. I agree with that.

But we can't we can't just keep keeping up with the Joneses. And the Joneses are MCSO and every time we raise ours, they raise theirs. And where they get the money, who knows? They're they're very creative at that level. Um, but we we just I I agree that that we need to look at getting close and um I did see some figures in here that were in the 50 there's a 50 percentile analysis. Um, but I just we we can't keep keeping up because at some point we're we're going to get to a level where we're not going to be able to do anything else with the funds except pay for staff merit increases and, you know, colas and all those things. Something has to something has to change. I think um I agree something has to change and I I some it feels sometimes like these budget meetings are kind of like that movie Groundhog's Day with Bill Murray and every year we're like wanting to fix this change that and then we come back. Um the police department's a great example. Every year since I've been here and actually the year before I started it was about we have these openings. We've always had these openings. how can we get them filled? But we have yet to accomplish that. And so I think something has to change. But looking at this as a business owner, um even if I was up against a large corporation that just had more resources, I would still have to find a way to pay my employees what that corporation was paying. Otherwise, I would lose them to the corporation and I would be left with less skilled employees and then I would be able to produce a lesser product. And so for me,

when I think about as I looked through this, what has to change? I think we have to look at what's a priority in the sense of cutting making cuts to services or to departments that aren't um that aren't providing a necessary service. so that we can make these adjustments. That's how I looked at this is that yeah, we're there are probably some services we're providing that we maybe can't afford to provide anymore and should shift that priority to um making sure that the police department is fully staffed, for example. Well, and to that point, since we're on police, you know, in my conversations with police, I I feel like it's more than just a compensation challenge. There are other things that could be done in the police department. Like, I don't know if Chief is here. He might be the first one

in the hot seat. I just had some general questions for you, Chief. Um just just generally I mean do you feel like it's a a total compensation package or do you find in my conversations um I'm I'm I'm hearing that it's more than just compensation. It's the ability to have uh you know be on SWAT. It's the ability to have a canine. It's the ability it it's it's it's career opportunities and challenges. It's more than just a compensation uh challenge. What would you say to that?

I would say it is. It is, but if I had to put a weight to it, I'd probably put 60% compensation. And then the others are just our ability to support those other functions. Some of them might be needed, some of them uh are not necessary for what we're currently doing. And since you're since you're here, what what percentage of staffing are you losing to compensation at this moment in time? We haven't lost any. I don't know, but there hasn't been many in the last three years. We have lost a couple. Our current struggle is attracting people, okay,

to our area. A lot of the people when I say people applicants and laterals are interested or they have a connection to the community whether they're from Kingman or they have family here as far as lateral officers are coming from other parts of the country or people in the area they want to live here. So that's our current competition are those that are focusing on staying within or close to Kingman or Mojave County.

So that's where we're sorry that's where we're struggling. So would you say that it's um more funding that needs to be shifted to uh u recruitment? Are are you are you looking for like to counselor sies, you know, are you looking for that carrot to dangle out in front of them? Are you looking for um if if it's not all about compensation, what would be something that you could suggest that could be enhancement to your recruitment program? So all of all of the recruitment things that we've done over the last four to five years have been uh focused on what we all the positives we have to offer. We do have a lot of positives. Our schedule, our equipment, our training, our culture is very positive. Uh we're very well respected in the area. But when we recruit through that, what it comes down to is they look at the compensation. That's what it ultimately lands on. So, they're looking at ours and then they're looking at our struggle, our challenger down the street. And that's my opinion where they're making their final decision.

Okay, that was helpful. Thanks. Actually, Chief and Christa, of the several that we've lost over the last three years, has been all because of compensation or has it been because of family and other ties? And that's oftentimes what happens too and that's why I want to clarify. Yeah, this fiscal year we've lost three employees and um none of them were for compensation. None of them compensation. Okay, I appreciate Sorry to that in there. We There was just recently though a lateral uh applicant who was choosing between the sheriff's department went to the sheriff's. Yes, ma'am.

Right. So maybe, you know, you don't have an example of somebody who recently lost, but that but that is a loss. And that's a huge loss when you lose a lateral that's already there ready to be hired. You're saving what is it $89,000 because you don't have to train a brand new recruit. They were here. They were ready. Um I was curious about that process. Were we able to go back to them and ask them what they what the sheriff offered and then make a counter offer? So, no, not currently. Uh, currently we're stuck with our step plan. Um, which

for the officer step plan, the 10 steps is uh good for us. It's just what the current grade rates are. Uh, this person, we have the ability to bring somebody in. I think he was a three or four year officer at that grade for us. So, we already know what he's being offered with the sheriff's office because we're very aware of where that is. Yeah. as well.

I am I am really frustrated by this process and I'm I have a lot of concerns. You know, I can say uh with certainty that our community is very worried about the uptick in violent crime. And you know, we we want to get Kingman back to where it was, which maybe is not possible with the growth, but um certainly having a fully staffed police department um would help. And it's not that that the police officers aren't doing an amazing job. I was really moved at the award ceremony and the work they're doing and their um increasing production even though they're stretched so thin and I know that our that our community really um values them and values um the work ethic and how much they care about our community you know and when you add you know the increase in violent crime when you think about the annexation and It's not that we haven't calculated how much it will cost to add the officers that we need. It's really that we aren't going to be able to fill those additional spots. And I'm sure that's why we're not asking for more officers this year. Um I was recently reminded about an article about Sheriff Schuster in the Kingman Minor. Tim, thank you for that. in November uh se on November 17th of 25 an article came out and um Sheriff Shuster was announcing that they were fully staffed. They had hired all the deputies um that they needed. And the article talks about how, you know, when he was first elected um which was in 2016, he

implemented a 10-year plan because they were short staffed. they um did not have adequate um buildings. They didn't have the equipment they needed. They they had a lot of problems. And so since then um he implemented this the strategic plan that was over a 10-year period. And um it was successful. It's fully staffed and and now as I understand and talking to the county manager, he's about to add uh 24 he's going to ask for 24 new deputies. And so not only are we paying our officers less than the sheriff's office, but now um he's going to be out there competing for 24 new bodies and we could lose more to him or we could just not be able to recruit anyone new because he's going to be able to capture them with higher pay. So, um, obviously where I'm headed with this is that I think it's paramount that we do increase, um, the officer pay to ma to match the sheriff's office and we will have to keep doing that every time they increase. Um, otherwise, we're going to stay with these eight openings. But really what I want to ask today um Tim is for you to put together a strategic plan that will focus on attraction and retention that will look at some of the new um strategies for hiring that you and I have recently talked about. Um, I think it'll take probably a team of people to put together that strategic plan, but something that can be implemented right away. And then the follow-up question would be, do we need to do you think that you're going to need additional funds budgeted for a for a

strategic plan that would be implemented in this fiscal year? I don't know the answer on the on the last part as far as additional funds for a strategic plan. Um definitely I'll work with uh chief and and and HR director to to look at what that looks like um and head down that direction, but at this point not knowing what that looks like, I'm not sure what those that funding would look like. So um to be determined, I guess. Another tough question would be when do you think you could present a plan to the council?

As far as a strategy moving forward, I think the three of us can get together um look at where we're at, where we need to go, and we we can bring something back to council. I would say within a couple of months we could have something to you as far as making sure that we're we're covering the bases that that council wants to see in that strategic plan. So have basically a draft framework, have that discussion, um share what we've got so far, and then take direction and and complete that.

Okay. I I I think that when you're struggling to be successful in an area, if there's somebody near you that's doing it, just don't recreate the will. Just do what they're doing. But but he's been able to make it happen while we continue to struggle with this. And so, um I will segue that into my support for um increasing the pay the way that we've discussed. I think we have to talk about where we'll make cuts in order to do that, but I I'm confident that if we don't do something, we're going to be in a worse position next year, and I I just don't want to see that happen.

Chief, before you go, the eight positions that you're down, can you tell me why you're down? Is there personnel that's out? Is there these are the eight we're referring to are strictly unfilled positions. Okay. Nothing due to injuries or FMLA. Okay, perfect. Chief, I think I have six officers and one sergeant. I think that's seven. Is there another one?

It's seven or eight. Yeah, eight's the number we've been using a lot. Tim, when you put that strategic plan together, um can you compare what's in uh Sheriff Schusters's budget as far as per officer and what we currently have? Can that be a part of your presentation? Thank you.

I might add to that that um one of the things in the article is that he was able to receive $25 million in grants over that period of time. So more aggre they're more aggressive towards getting grants and they received $9 million from our state legislators. So you know that that hasn't been something that we've had um our lobbyists working on. I would say they're also the county. Yeah.

So I mean if you're going to compare we need to compare with the resources that we have. So, I mean, you make a you make a lot of really good points, but we also have to remember that they're the county and their funding, you know, their state funding is a little bit different than how it filters down to the cities. And I will I haven't read that article recently, so I'm trying to remember what those that funding went towards. Um, I believe I I know a big chunk of funding was towards their new facilities. Yeah, they they put a number of I think Mojave Valley, Havsu, I think they got new facilities in quite a few. They did, but that has been a discussion we've had in the past is that they're running out of space. So, if we hire more officers for annexation,

there's maybe the potential of looking for outside sources of revenue to fund another building, a larger building. But if we don't have a plan and really look take a holistic approach to this, we're going to annex. we have to grow. We have to fill these positions. You're out of space. You know, there's we need a canine officer maybe or we need SWAT. If you don't sit back and take a a a look at it and really what is how are we going to get there and it's always just going to be Groundhog's Day.

It's a good point. That is we'll definitely take a look at that and see what we can do. I I know I mean as far as grants I know uh both our grants writer as far as well as chief's team um they are very diligent on the grants um chief not necessarily towards buildings but definitely on a lot of the support magnet grants and a number of other grants that that we do receive through that they were listed in in the report they I'm not saying they're not getting grants but I'm just saying there's maybe something that we're missing definitely My turn. Your turn.

Um, I'll go back to public safety in just a minute. The open pay plan. You surveyed 60 employees. I may have missed it, but what are you doing for the rest of the city employees that are not counted in that 60? Are we not doing anything? Are we doing something? What What are we doing?

It's a good question. So So what we did was we we selected 60 positions. Um so not necessarily 60 employees, 60 positions. Um and you'll see, you know, a list of of some of those positions that we looked at and then based on those and this is just 25. Um there's another 35 there. Math's right. Yeah, another 35. um that so using those 60 positions um a lot of them have you know other related positions to it. So if you look at your solid waste operator he'll have a a supervisor um a crew lead over that basically you'll have that that job family that that works together. Um you have a on this number eight is wastewater treatment plan operator one. Well, there's a plan operator two, there's a plan operator three and and that um you have a building and life safety inspector. Um you know, crew leader planner, you'll have a planner two. So, so basically what you do is you take these 60 positions that we took and you you then calibrate the rest of the pay plan based on those 60 positions. So, um you'll know. Okay, so let me find one. So you got a civil engineer. Um you know that you have an engineer in training. You have a civil engineer too, an assistant city or assistant city engineer. So if this civil engineer is behind 5%, you move him to where he needs to be. And then you know that separation that you have between that position and the one above it, you make those adjustments as well. So, um, all of the all of the positions, we we looked at all of the positions as part of this practice, as part of this exercise, but we utilize these 60 positions in order to inform all of the positions, if that makes sense.

So, basically what you're saying is everybody is being addressed. All employees potentially will see some type of an in of an increase. It isn't like we're leaving 50% of our staff untouched. That's correct. Is that correct? That is correct. So, so yes, every position was looked at and addressed and depending on where the 60 positions that we study landed, we were then able to address the remainder of those positions based on those 60. That's a good question.

All right. Um, my compliments to Tina and her staff and every and all of the the staff for all of this. I think after tonight I'm going to be blind from all of the reading I've done and studying I've tried to do. Um I agree with Jamie that we my opinion is whether we should be at the 50 percentile or not. My feeling is whatever we are at we need to remain competitive so that we do not lose people to other agencies just because of the money. Apparently, we haven't lost many recently, but you got to look down the road because after our compensation package was compared to last year's rates of other departments, now I'm talking public safety now, other departments, both police and fire. And that brings us a little closer. Not even there, but closer. But now these folks potentially are going to get an increase which then drops our pay increase lower in comparison. Of course, we can't always keep up with the Jones. I I understand that, too. But we have to stay competitive or at a certain point, whether it's this year, next year, or five or 10 years, we're going to be losing people that we should not have been losing if we plan correctly. Now on top of that when you look at the pay

scale we have gotten a little bit closer at the low end at the minimum but one of my concerns is at the high end because now when you look at the comparison the high end is much there's a wider gap and we have to seriously consider addressing that issue also because we might we might have uh 10-year employees that are either in regards to the fire department an engineer or even beginning captain and then a local or a another department flashes a lot of money and in a lot of cases which is terrible to say money brings

brings you to go and when you're talking potentially losing experience or the lack of gaining experience as we just went through apparently um that that's a huge I'll say slap in the face because we're losing quality people that we have no business losing too. Um, is this the time or not the time to talk about the proposed compensate or the compensation proposals? Is this going to be brought up later or now? This would be the time.

This would be the time. Okay. We got we had that brought to our attention and under proposal three which basically gives the fire department Thank you chief. Proposal three basically gives the fire department what they were proposing and a good amount of what the police department was proposing. We have to come up with basically $500,000. I can I after going through the book, after all the capital improvements and everything else, obviously, yeah, it's I'd love to dig out in the backyard and find gold, but that probably isn't going to happen. But with the fire department, they were asking a 2% in between steps, which would benefit and help with the difference with their low and their high. That would get it a little bit closer. Well, obviously the 2% unless we can magically come up with $500,000, that's not going to happen. But a question I have is what? And I know the numbers aren't available today, but I'm asking to to see if you would research if you were to increase the step of engineering captain instead of 1.5 or the 1.6 1.5 to a 1.7 straight across. What? And keep the police the way that proposal three is. What would be the amount instead of the 2% making it 1.7? That's going to get us a little bit

closer. It's not going to get us there, but it's at least a a step in the right direction. I'm interested to know. Obviously, it's not going to be 500,000 that we have to come up with, but could it be 200,000? I you know, I I'm just making up numbers. So I would say I believe just if my numbers are right and actually I got it right here. So um the the difference so the difference right now um from proposal two so which is the um the staff recommended uh step increase for both police and fire and the the staff recommendations for the open pay plan. Um the increase from that to option three which includes um the 2% steptoep uh for fire and getting the police department competitive basically on the same um entry and exit as sheriff on the on the various steps or various uh positions for police matching the sheriff's department is an increase of 326,948. So 327,000. Um the increase for the sheriff's or sorry for the fire department to go from what was proposed to um a 2% increase between steps is an increase of 172,350. Um if we were to like as you're proposing um decrease the 2% down to say 1.7 for engineers and captains

you may see that drop to from 172 to say 100 maybe. Um so even at cutting it in half um now we're looking say say it drops to 100 just for easy numbers. Um, now we're looking at instead of an increase of uh 500,000, you're looking at 426, if that makes sense. So, your your police the difference between what was proposed to um what's what was to that gets police competitive with sheriff, basically gets them on the same entry and and top out as a sheriff is an increase of 326. So, if we leave that alone, you still have that well 327, you still have that 327 on the table. Um, any adjustment to fire would would address the 172,000.

And is there any adjustments? Sorry, chief, but is there any adjustments we could do for proposal three on the police side to also help if we're doing adjustments on the fire side, could we do adjustments on the police side to improve where we're at now, but maybe not be right there as what that proposal was. I'm just trying to play with numbers to make things a little more attractive to to both departments. showing that we're trying to make steps forward to meet the goal. But

break in the bank.

No, I I appreciate that. And I will say um both uh Chief Cooper um and Chief Jagger uh we met with uh representations from from both the the fire department and um the police uh fire association police association to to you know come and see what their proposals were, see you know what what we could do to to try and um get as close as we could to those. Um, I will say, um, I I I think the consent obviously what was proposed is is where they'd like to see it go. I I think there was some recognition. I know it both both great great folks to work with. Um, I I will say on the police side, there was some recognition of the improvement in the step plans. Just moving from the 10step down to the 1075 um was a big improvement for them. Um, not to speak for them, but I think there's honestly I think any improvement would be welcome. Obvious, you know, they have their goals of where they'd like to see, you know, where they'd like to see them paid. Um, but I think anything we do would be an improvement from where it is right now. Um but again it is looking at you know if we look at our competitors um Havasu Bullhead obviously you know they are a competition we we've we've lost people there um but for our local you know our our police force here you know I agree I the the cycle of the competition of you know they raise so we raise so they raise It it's it's very frustrating, but it's very easy for one of our officers to not have to move, not have to do anything, and just go to work across the street. So, so I do recognize

that. And I will say the proposals that were being raised weren't crazy. Um, they weren't completely out in left field. They're reasonable requests. It's really from a a staff perspective, it's trying to find the money, you know, it's how do we how do we fund those? They weren't um crazy requests. It was they make sense. They're they're they're logical requests, but in dealing with, you know, over 400 employees and trying to retain all 400 of those employees and trying to um provide that be competitive on on all levels. you know, there's some give and take with it and um trying to to make that affordable. Um I know, you know, police and fire obviously they're they're top priorities. Um but they they don't get far without the the support from IT, from HR, from finance, you know, all of those things provide that support to to be able to make them help them do their job. So um you know I think it's critical across the board that that what we do is we we look at all those positions so that we can retain as much as possible.

I I totally agree that we need to look at all the positions. I'm not I'm not saying anything against that at all. What I would like is if maybe over the next not Saturday

Mhm. But over the next while, if the numbers can be looked at for both police and fire, not necessarily giving what the proposal three is, but just seeing where it might be versus how much. If magic can't be made this year, okay, it can't be made. But if we then can keep it in the forefront of our minds for next year, especially with the possibility of seeing and I always forget the word assessments, right? That is that my magical word that I always forget.

If we do happen to see assessments starting to trickle in or, you know, flood us would be wonderful. Fingers crossed. and development in the uh Flying Fortress interchange area and we see buildings and potential sales tax. Maybe we can truly address this issue in the next year or the next couple years. I just I just feel this is an extremely important element

and I agree with Jamie that we need to stay competitive so we don't lose potential applicants because of money. Thank you.

Okay. And a a good part of that competitiveness comes down to retirement because your your guys that have been with you a long time, their best three years is what they're going to get paid on. So if somebody else is a lot higher than we are and they're close, they're gone because it just makes sense economically. So if we if we can't stay competitive, we're going to lose. Sorry.

So, I just wanted to I I wanted to to state that yes, I do want to stay competitive. So, that's not that's not what I don't I don't want to not stay competitive. I just think that this jump is just significant. I have a question though on um comp plan proposal number two um where you say the open pay plan compy adjustments. So if you fall into that category where you have a comp study adjustment and you're adjusted, do you also get the 2% anniversary merit increase?

That would be the plan. Yes. So So as previously in previous years, what we've looked at is a a mer a cola um beginning in July and then at your anniversary upon a successful uh review then you would see a merit increase as well. So uh what's being proposed is no cola just the market adjustments uh this year and then on those anniversaries both uh for police and fire a step increase and then for off open pay plan it would be a 2% merit increase based on a successful review.

Do we know what that equates to in dollars throughout the organization? That 2% anniversary merit increase. Vice Mayor, I don't have that information easily available, but I can certainly no but I can certainly uh I could probably put something together even during our break or something at least some sort of figure an estimate of some sort for you. I'm just curious as to what it equates to for dollars because those people that are jumping up because they get they they need to go up according to this comp study

there. Um we we trade places with the places with the other three agencies that are really more comp competition to us, you know, like Havasu, Bullhead, and the sheriff's department. And we go back and forth. Um, looking at the chief's report and that new proposed thing that puts us behind DPS, Habasu, and Bullhead, but we are close. I mean, it's within a $2,000 difference uh between Havisu and us. And and I said this last time, too, and and I want to take care of I want to take care of everybody. That's the hard part. We need to remember besides we still have what another 270 employees we need to worry about and they all have this desire to make more money. We all do in our jobs as we we strive to do a good job and perform. So I never want to lose fact. We've got to remember them too because if we're trying to make these adjustments and pay these guys more these these men and women more well what about the rest of the city? I said that three years ago. we cannot forget them.

So, and I totally agree. That's why my first question addressed the open play pay plan. Um, but the comment that we are going to be within $2,000 of or yeah, $2,000 of our local, that's only if they don't get any increase whatsoever. And whether they get cola or they get uh an increase, whatever. Now that separation then isn't 2000. It goes back to maybe what it is right now.

Well, and you know once again it's vicious cycle. Just like the sheriff's department raised theirs, we raise ours and you know someone's going to step out and do it again. Unfortunately, we're we're oftenimes playing catchup. So we try to

I you know I I I hope that everyone understands that the the council does build that all the city staff is important. Retention overall is very important. You only have one department that always has these openings though, you know, so you don't want you don't want other you don't want the rest of your team to be upset that we're always talking about the police department. But the reality is is that there's only one department that always has openings that we have not been able to get them fully staffed. And so we have to do more and we have to do something different and we've we just have to tackle this problem and we can't ignore it um any longer. So I'm looking at uh the proposal three and the proposal four and my question is about the um getting the police department in line with the sheriff's office. if if we do three, only the entry and the max will be in line. And so when we're talking about um that lateral employee, for example, that we lost, um this would not address that pay, would it?

It would. It would. Which one? Three or four? Uh both would. So, so ultimately by by with step three or with option three, what we would do is realign the step plan to where our entry and their and their entry line up and our top out and their top out each level. Yes. Okay. I was thinking it was entry employee like you recruit.

So officer, sergeant, lieutenant would all align both entry level and top out. So So then we would they have a different structure. um their sergeants and lieutenants both are only on five and then their officers are on 11 steps. Ours would be a 1075. So we would align the the entry and the top out the same. We would just have different number of steps for for each of those. So officers we'd have 10 steps, our entry on officer and our top out on officer would be the same. Um on our sergeant we'd have seven steps where they have five our entry and their and our top out would be the same. So it it would be, you know, a little bit off in the middle, but your entry and and you know, if you're dividing that that difference between um top out and entry by seven versus divided by five, those in in the middle will be a little bit different, but um entry and top out would be the same. And ultimately, it'd be pretty close.

Okay. I I think I could live with three. If when you were doing the strategic plan, you were um looking into other incentives, hiring incentives or whatever it is you find in your research to help fill those eight spots.

Absolutely. And I would just say, you know, you sent out an email talking about what could be reduced in order to to get us to three. And um I think that removing the yellow line from transit as well as um reducing capital projects because we owe every year we have capital projects that do not get accomplished and they get booted down and down and down. So really, there is room within capital projects to to move that over to help make up for this. And I don't think that we're really going to be harmed as far as building new infrastructure because those likely were not the priority projects that were really going to get completed in that fiscal year. That's my

I I support removing the yellow line.

Mr. Mayor, may I may I comment on something? Of course. Um just a little clarification for you vice mayor. So when you talk about the uh 2% merit for the employees and going down to 1% or anyway having trying to compress that I just want you to understand that that's the same as a step plan. So the only way that our employees see movement across a pay plan because they want to also get you know because they don't have a step plan that's the only way they can see any movement. So if you have a $20 employee and you give them a one% raise, that's 20 cents or $400 a year. So it's I understand exactly where you're coming from because it's multiplied. But that's the number one thing I get asked every time, well, how do you move across the pay plan? How do I how do I get to, you know, the end? And on the step plan, which is what public safety has, they're guaranteed every year that 2% or whatever their step is. So that's the open pay plans version of the steps

and I understand that. Okay. But when you and thank you though for reminding me that there will be several. So I I'll add a request. I I would like to know how many positions within the city are going to get bumped up according to the comp study because those individuals if we're looking at you know 13% increase or or whatever that looks like plus another 2% that's 15% that you know I mean I'm also looking at it at an annual fiscal you know we're going to revisit this I'm sure in the next year. Yeah.

Right. I just mean if it's market and we actually need to adjust them I mean based on the market study but I understand exactly where we're coming from. I just didn't want to have that general employees think well how come public safety gets a step each time and we're now we're not going to get as much for our our merit our step that year. So I just wanted to make sure. Okay. Thank you. And I want to make sure I understand what you're saying. You're saying if you have an employee that's getting a 20% raise this year to move up to market, maybe they don't get the merit for this year. But yeah, I I think it's something to consider for sure. I want to make sure I

Yeah, I I think it's something to consider. I mean, my goodness, we you know, I mean, if we're going to make this fair across the board, let's make it fair across the board. So, Vice Mayor, I have the figure that you asked for earlier. So for uh merit, if we got rid of the merit increase across the board, uh we would save about $320,000. If we gave a 1% merit, it would save us about $160,000. And then on top of that, there are 20 employees that are considered topped out or that would not get uh any sort of um compensation adjustment other than a one-time sort of special distribution. to answer that question. A comp study adjustment. Correct.

20. There are 20 in in the whole organization. In the whole organization. Okay. Thank you. You're welcome.

Just as a reminder, and Chris, I appreciate you being polite and asking, but it's so important. I want to just not only you as department heads, this is informal. This is a work session. I don't want it to be formal. I want everybody to feel comfortable and jump in. And so likewise, as department heads and in the rest of you department heads, you're here. If you hear something that we're talking about and it's concerning this budget, please come forward and jump in. We want it to be an open forum for that. So, as we work through this budget, thanks. Are we done as far as we still haven't come to a conclusion? I know u councelor Sely and Vice Mayor um are looking leaning towards proposal I mean proposal three. what you're thinking

I would say that's a good you support that too council councelor Dikkins absolutely and I also support in eliminating the yellow line I wasn't able to get to my mic quick enough okay if I may and I not to cut I guess I'll let the rest of you talk and then I thought maybe it'd be good to have Jack come up just to speak to the yellow line just so everybody's um on on board as far as what all the yellow line serves. Okay. I just have more questions about transit. So, I was going to say maybe wait till transit, but I don't want to just you you know what you're doing. Sorry.

All right. Uh good afternoon, mayor, vice mayor. Uh the yellow route predominantly serves the county. Uh also Maui Community College. uh just for consideration, whatever you guys are looking for, uh we are looking at some other options, but that is the route that if council was opting to provide service out to the airport, which still is in the county, uh it would be the yellow route that would do so. So, I have a question. Um have we received any compensation or have we reached out or is the county andor Mojave Community College willing to contribute to the yellow line?

So, we've had some conversation. uh the county there was some conversation on some uh inind uh that had stalled out at the moment. Manager Walsh may want to fill in on that. We have reached out to lots of people um uh large businesses, the industrial park which does include Mauvi Community College of those Maui Community College at the time before um their last uh director or dean had left whatever the position title was had indicated they would want to participate at some level. um whether that would be sufficient enough to cover the route directly to that uh advanced training center in the airport uh had not been determined.

And what would you say the impact would be? Say we get we we discontinue the yellow line except for special service out to the air park. I could not answer that off the cuff. I can tell you roughly what the yellow route cost overall. Mhm. Um the cost per mile would remain similar because to operate a bus per mile with somebody driving it is the same. So I'd have to get more details and come back with a better answer. Okay. I think currently our yellow line costs roughly around 300,000 to operate and we contribute about a hundred if my numbers are correct.

That is correct. I um I've been saying this for a while, but I just don't know that it's the government's responsibility to provide subsidized transportation. And when we're in a position where we're talking about being able to pay our employees a competitive wage, retain people, we just spent an entire day in a meeting talking about water. I I I just don't know that we're in a position. This seems like um this is an extra that maybe we just can't afford anymore. And you know, public transportation makes a lot of sense in a big city when they have large budgets and they also don't have the room for all the cars and you need you need it. But here, when you have an average of six people on four buses every hour, it just doesn't even seem like it's really being utilized to the fullest capacity. And so, um, you know, even talking about in the in the capital projects, I am not going to support moving forward with with the, um, new hub. I just don't think we can afford that. But you had mentioned something interesting the other day about Havasu's ondemand system, which I think could be housed out of the current office that you wouldn't need a hub and we could still provide some transportation. I I know there are some people that really utilize it. I feel for them. Um, we've always talked about trying to get transportation to the industrial park and the the college. So, can you one of you talk about what they're doing in Havasu, how it's cheaper, and maybe how we completely transform this and and make it see if we can make it a um an affordable thing where don't we don't have to completely cut it.

So, I'll start and then I'll let Jack uh back clean up. Um so Lavasu took a a different approach. So they they initially they had a a fixed line similar to us and then they they looked at costs and and opportunities and they switched to a uh an ondemand and it's basically I think probably the easiest way to describe it is it's a shared Uber. Um, so they have an app that you can get on. You can say, "Hey, I'm pick me up at my house. Drop me off at this place." And they have a number of um they're they're more uh what is it? Sprint buses. The the sprinter van. Thank you. So more sprinter vans. So smaller than the vans than the buses that we use. They'll go pick up, you know, if they have a number of them in a certain area, they'll go pick up four or five of them and then deliver them um wherever they they wanted to go. So, Habisu has has really touted it. They they really like the program. Um they shared that that they did have some cost savings with it and and being able to to go that route. And one of the things that we looked at um as part of you know looking at the cart hub and and that whole process moving forward was in 2030 um will likely move to an from a being part of way and and that change in designation changes the amount of funding that we see as a as a transit operator. So, um, wanting to get ahead of that, we're starting to look at this model that Havsu is doing and and I know Jack has has started to to go down that and I don't know if we've gotten very far as far as looking at it, but

yeah, actually uh part of the reason we haven't been down there yet is uh our transit superintendent has actually been covering dispatch because of uh shortages and staffing at the moment. Uh she has been reaching out to them. Also, we do want to look holistically at our transportation system and and potential partnerships and regional connections. Uh so, we are working with Walapai Transit. We've met with them in the past. Uh she's reached out to them again recently to see if we can revive those conversations. And then, uh one of the stakeholders that would be part of that just because they had a regional transportation plan they completed would be WHOG. Um but we are looking at the on demand system to see how that could work, what the budget looks like. Uh I don't have details for that. Um, Havsu does have that system that they provide within their city limits, but we're we're working to see uh if we want to bring, you know, if a proposal comes back that seems beneficial, we could bring that back to the council for consideration.

So, what what does it look like moving forward? Thank you. What does it look like uh moving forward with removing the yellow line, having a conversation about completely overhauling transit to this on demand? when could we what what could we expect to see this year?

So, I I think probably a and one of the conversations that that Jack and I have had is is if we looked at that that yellow line uh being removed perhaps the the fixed line remains within city limits. Keep keep that going and then our basically our pilot program with this on demand could be you know venturing out to where what was served by the yellow line. So have this on demand and then continue with our fixed line in in city um and then possibly utilize that on demand for further out beyond the city and just charge accordingly. If it's within city it's a certain rate. If it's outside of city then it's a an increased rate or something along those lines.

Could I think it's the red and the blue those are the two smallest. Is that right? Red and blue. Yes. Could those be condensed as well so that you increase um so you eliminate the stops that don't have anybody or rarely has anybody and then you're increasing writership but you're getting down to just two routes as you make this transition. I think we can look at anything. Okay. Yeah. I think efficiency is and and evolving or cutting it is probably I what I would support, Jack, I got a question for I'm sorry. Go ahead. Sure. Go ahead, Mayor.

Um, along these lines, like if we limited the the yellow rail for example, which basically serves the county, um, that's probably not going to affect this. My question would be along with all the this discussion, we have a lot of federal funding. Is it federal and state funding or just mostly federal funding for the the the our total transportation system? We we receive both federal and state funding and then that's supplemented with general fund. Right. How much are we going to be lose any of that if we cut out the yellow line?

Um yes, because the the we submit a budget request for those grants um every two years actually on a two-year cycle. And so those grants are based on what the actual need is. So just if the route was costing a million dollars and now we remove a route and it's $250 less then we would only receive that 750.

Okay. Okay. Um I wanted to bounce this off of manager I mean not manager Walsh I'm sorry but Councilman Walker real quick and get his thoughts if that's all right. I I texted him and saying what his thoughts are on this on all this because it's an important subject we're talking about and I first I texted him saying Keith what are your what are your thoughts about increases for fire and police and he said we what this is his him he's in Chicago right now he'd love to be here but um he's back in Chicago stuck in traffic he said what concerns me is that we are in the same spot as we were three years ago with police but and fire is fully staffed and of course counselor Mr. Staley, you mentioned that. You brought that. That's so important. I believe everyone needs cola raises or COA raises. Is that what Okay. Um, I'd love to keep up with other agencies, but how do we afford it? And then he said, "We definitely need a public safety property tax or something to keep up, which we've talked about that. That could be difficult." Uh, then he showed me a picture of traffic. But anyway, and I said, "Thanks." And then he said, "Today is just a workshop." and he said um he asked how are we going to fund it? I said, "Do we have any good ideas to fund to anything?" because fund that's the biggest problem is how do we fund either um proposal number three or four and I think councelor Sely once again I appreciate you mentioning that you know cutting out the yellow line that gets us really close to being able to fund it

will be what I was proposing is the yellow line as well as um option one which would be reducing um capital projects for over the next five years by so it wouldn't have to be the full 500,000 it the the yellow line is about 100,000. Is that right? So 400,000 and and the reason why I went with the capital projects is because we we never deliver on all of those. So I don't think that that's really going to be a big impact, a big stretch. So that's how I'm proposing paying for option three.

Right. No, good point. Good point. So anyway, I appreciate uh you letting me share that with you because councelor Walker's opinion is important to all of us, too. We wish he was here. Um, I don't know how you guys feel. Would you like to Oh, mayor, can I just I'd like to correct a statement that I said earlier. It's not 20 employees. It's 68 employees that are not receiving comp adjustments. So, that's a a bigger a bigger number. So, I wanted to make sure I got that clear. 60 that are or are not. 68 are not. 68 are not and 20 are. No, the rest of the employees are. 68 are not. So, we have 371 or so. So, 300R. The rest aren't. Okay.

Um I think all of us would probably like to take a break real quick. About a 10-minute break and be back in here at 3:15, please. That's all right. Okay. Thank you.

Get the legs working again.

We are at a disadvantage. Uh we want to make sure they're the first responders are taken care of and I feel very strongly about that. And in the meantime, we do need to to be active and I am behind three cutting capital projects. The yellow route I agree with at this point, but we just got to bite the bullet right now because eventually we are going to start getting more revenue. That will give us a possible little bit more of an upper hand to play with at that point. But in the meantime, we just got to bite the bullet right now. I I did make a suggestion that's the most far-fetched idea you could even think of is doing it like a pact with the cities of keeping a set salary between all three cities especially with the police. We would be at a little disadvantage uh with Bullhead on the fire department but that would never happen and it's not realistic but it'd be a nice pipe dream. So that's kind of where I feel about it. Uh it's what we got to do. It's we our citizens deserve the best that we can put out there for them. U so it's a growing pain right now is really what it is. Uh we'll get through it. It just may take a few years to get to that point, but in the meantime, we we got to bite the bullet on this. Thank you.

Thanks, Sean. Any comments or should we move on? I wanted to propose something to uh council. Um, and correct me, Tina, jump in or Tim. Uh, what if we did uh to allow for the compression of the comp adjustments versus the merit increases? if anybody um and jump in counselor Saley if I don't communicate this correctly but um if anybody was getting a comp adjustment of 10% or more they what does that look like if if they don't receive a merit increase and then also um on the police or no fire if we went to a 1.6 six on what did we what did I say 1.6 six on captain.

So currently,

so I think we were looking at a on the fire. Let me pull that up real quick. So looking at fire and hey, look at that. We have it right here. Um, currently um fire looking at engineer and captain, there's currently basically a 1.5 or 1.6 separation between steps. Um, you'll see like step two is a 1.6 and then up at I think step nine is another 1.6. I I and I think there's some I don't know if that's a rounding thing or if it was just basically it's a rounding. Um, so currently they're about a 1.5 in between steps and and what we had proposed with the proposed budget was to keep it at that same separation. I know one of the concerns um from fire was that you know th the smaller increase you're not seeing a significant bump in in in the increase between steps. They had requested that it it go to a 2% uh between steps. Um I think if we we're running numbers right now um if we went to a 1.7 for both engineer and captain it does increase that a little bit. Um we'll hopefully have those numbers as soon as we can.

And then BC ops would be And then the idea would be to leave uh so currently BC so currently currently uh firefighters the firefighter is a 3.5 between steps. The engineer and captain are 1.5ish between steps and then the BC ops is 2.3 between steps. So, um, looking at, you know, the I the idea of increasing the engineer and captain between steps, um, from a 1.5 up to a 1.7 is what we're and then leaving BC ops at 2.3. We could do that. Yes. And the re and the reason that the firefighters are at three, three and a half is because they were so undermarket. Correct.

Um, so so the three and a half between steps is where they they were um by bringing them up to closer to market. Um, we we then on the proposal are looking at 3% in between steps. Okay, that's right. Thank you. I I was trying to go with some trying to make some compression for, you know, just trying to squeeze those extra cents out of that. That's what I thought I was doing with 1.7. Come on. We're We're splitting hairs. I know. But okay, moving on then.

So, we're we won't have that. Okay. I mean,

so we will continue to work those numbers, but uh we'll yeah, we can continue through uh it sounds like what I'm hearing um just to reiterate and please tell me if I'm wrong is as far as what we're looking at is to um continue with the open pay plan comp study adjustments to get them to market. there's some consideration as far as um if a position sees a 10% or greater to possibly forego uh the merit increase for this this basically for the this budget year. Um anything below a 10% would still see it. Um, and then increase police to match uh the sheriff's office entry and and top out for each of the officer uh sergeant and lieutenant positions. And then we're working on the fire pay. Uh go with what staff proposed as far as the firefighter and the BC ops, but then adjust the engineer and fire captain to a 1.7 rather than a a 1.5. That sound about right as far as looking at pay. Um and then as far as funding it, um cancelling the yellow route and then uh making up the remainder from um capital project funding.

That's what we're looking at agreement mic on. So if I if it was over 10%. No, I did mention that. Yeah, you get and of course I liked the fact that once again Jack was mentioning it and of course and we've brought it up here talking about what Havvis is doing and maybe doing a hybrid system which will then save us money. I would hope we will definitely that we're already working that direction to to look at that. So yeah, we will continue down that road to to uh explore opportunities with what they're they're currently doing and how we could implement that here. And of course, if we're doing away with the yellow route, which basically services the county,

that means in that hybrid route, are we even going to consider taking care of county citizens? It's a good question. And the thought would be and really I guess as we explore that, I think we can look at what those see what the costs come in at. Yep. Okay, got something just to add to that. It's not just county citizens that are using that yellow route. We have a lot of people that go to the college from the city and so it's it's everyone's going to feel it, but it's served purpose it right now.

No, thanks Councelor Savage for pointing that out. You're right. And I think from where we are right now to where we'll be as far as we're uh you know adopting the budget and starting the the new fiscal year um there is time in there to um have some frank conversations with the college and um the county to see if you know if there's ability to fund that so that we we don't have to cut it. So um definitely we'll explore those options as well. All right, we're all comfortable. As soon as we get those numbers, we'll share them. But I think we're at a point on the compensation study to continue forward. Thank you for that discussion. That was yes, very very helpful. Appreciate the the direction on to operating budgets. Okay, on to operating budgets. So, we are going to review every single division's operating budget, but from a very high level view. So, as far as the format of the slides for each of the divisions going forward in the budget books, there are org charts, there are services and responsibilities, goals, accomplishments. There's a lot of information. We are not going to be covering that on the slides. doesn't mean that if there are questions that you have about any of them, please let us know. We're just not going to cover those in details. Also, as far as personnel costs, unless there is something above and beyond the compensation adjustment or the change in step plans, we're not going to cover any of the personnel numbers. Only if there's a new FTE or something of that sort. And then for uh supplies and services, we will just look at any sort of material changes in those lines.

Internal services are we will not cover those either since they are uh building maintenance, fleet services and it we'll just look at those operating budgets and then for capital leases we will not change anything. We will not discuss anything that there are where there are no changes and then for capital outlay we will call out every single uh piece of capital outlay that is being requested. Okay. So we will start with the city council.

Can I ask one question? Yes. And I want to go to the or chart. Yes ma'am. Um, can you tell me what uh under general fund uh non-EP departmental, what does that encompass, vice mayor? Thank you. So, non-EP departmental, we set aside, I think it's about 50 or $75,000. We have ADOSH that comes on site. So, um OSHA, if you're familiar with OSHA, so that department comes on site every year and tours our facilities and provides us with recommendations. That's what happened with the Grand View Poll. And so, we set aside monies to help address any of those. We also have lease financings that for the vehicles that we set aside for the end of the year so that we can um so it's an accounting principle. We have to set those aside and and so it's not really department related. So we put it in the non-depal uh side of the house.

Okay. Perfect. And then um also on the org chart uh fleet facility capital. So in our fleet services for our fleet services team they have some equipment large purchases they are identified in our CIP. We will go through those but they have some large purchases that uh large infrastructure that needs to be changed in their building. And so instead of running that through their operating budget because the costs are so high we just set aside a fleet facility capital uh fund so that we can track those separately. still paid by fleet and by all of the divisions that contribute to fleet. Okay, thank you. You're welcome.

Okay, so we will start with city council. On page 67 is where uh city council's budget starts and what I'll be covering is just the fiscal the very far right column of the operating budget summaries. And that is really just the increase or decrease from fiscal year 26's adopted budget. So I'll be doing that on every division and then again just calling out any differences. So there is a 3% increase in the city council recommended budget. The personnel costs uh the mayor and council will not be receiving any comp adjustments but they will uh there are some changes in insurance elections amongst all of you. So there are some changes there. And then the increase in supplies and services primarily due to we'll be replacing tables and chairs and some of the the dis chairs in the council chambers. So those will uh those are hitting the city council's budget. Moving on to the city managers budget pages 69 through 71. And again stop me if there are any questions on anything other than than what's on this on the slide. So there is an increase of 48% in the city manager's budget. The main reason for that is that if the deputy city manager CFO position is approved, that particular salary will move to the city manager's budget.

Okay, I have some questions about this one. I think this is a great idea. Um Tim has a lot on his plate. uh between all of the capital projects, all of the staff, city council, all the things. So, in years ago, we had asked for um an assistant city manager. Um so, this is even better. Um do you want to talk a little bit about um what that position is going to look like, what we can expect?

Absolutely. Appreciate the opportunity. Um so, just looking Um, where do you start? Right. So, um, we we've got a lot of, as I mentioned previously, we've got a lot of good things going on in city. We're in the city. We're uh very busy trying to um promote and move forward with a lot of the the in uh initiatives that we have and and council is is very proactive and we appreciate that and and very uh uh motivated and wanting to see things get better and and continue to improve. So, um we as staff are doing everything we can to to do that. Um, I I think what this position does is it it really allows for continued improvements both internally as well as continuing to pursue those projects. Um, I I think um at least I'll I'll speak on on my part. Um, I feel sometimes treading water and I'm keeping my head above water, but uh, being able to have this position, um, would allow a little bit more foresight, a little bit more planning, a little bit more looking to the future and and working together with Tina. Um, Tina's does an amazing job as the deputy city manager right now. um with on top of that with all of her uh financial director position requirements and and and duties. Um being able to free her up from from those and and the two of us being able to collaborate and be able to plan uh towards the future I I think really allows for identifying efficiencies within the city, identifying, you know, priorities and and planning and and really finding ways to address the priorities that council has. um looking at at what all you want to accomplish with the city and being able to spend more time to really flesh

those ideas out and and find ways to make them happen. So that's that's what I see with this position is being able to really address um you know more in depth um all the desires that that council would like to see happen. And I I'll say um you know looking at some of our sister cities and looking at Bullhead um Bullhead has two uh deputy city managers. Not jealous of Toby at all but but but I I I look at you know what what they're able to do with those two positions and how he's able to work with with um those two positions and and come up with you know forward thinking things like Kavasu has has one as well and and looking at what they're able to do. um with that position at that level. Um you know, just the planning, the foresight, and those types of things that come with it. So that that's really the the justification, the need that I see for that position.

Yeah, I I completely support that.

Thank you. Um I do too. Uh I was very excited when you mentioned something. So my question is um do we are we set up with current employees to move up in that department or are we going to have to look outside? So what what we're the plan would be we we have an amazing uh finance department and Tina's done a great job in in grooming and and training up her employees. there are definitely uh qualified uh personnel that could step into that position. Um for transparency and for you know for the city we will open the position up just to to have that out there and and to see um what all is out there but definitely we have um internal candidates that would be very strong candidates for that position.

Thank you. Councilman Savage, Wendy Sher, our assistant finance director, presented to you at the last council meeting and um I would strongly support um her applying for that position. Certainly able to fill in those shoes better than I fill those shoes. So certainly qualified. Thank you. Okay, so city manager completed. So, city attorney pages 73 through 75 there's an increase to the recommended budget of 4.7%. Uh, and the change is mostly in supplies and services and that is due primarily to a reduction in legal services. That is also one of the items vice mayor that is non-EP departmental. So, typically Carl will budget a large amount in legal services never knowing what might come across his plate. And so what we did is we went ahead and took some of those monies, stuck it in that non-EP departmental account in the event some legal services come up and he still needs to tap into those dollars. So that's part of the non-EP departmental monies as well. City clerk, pages 77 through 79, an increase of 31.3%. So supplies and services are increasing due to onetime costs associated with the election. That happens every other year. Her uh that budget goes up and down every year. And then the capital lease represents a lease payment for a vehicle that was purchased this fiscal year. Court, moving on to court, there is a 10.2% increase in the court's budget and the increase in supplies and services is primarily driven by higher jail costs due to increased incarcerations. I think the judge shared that with you or there

was a request to increase those monies this year because of that as well. All right. Development services. So this fiscal year in working with director Moquin, we looked at breaking up the development services budget into three different divisions. Planning, building, and code enforcement. easier tracking for aligning revenues versus expenses but also just tracking each of the activities. So uh so that that will happen in fiscal year 27 but as far as as a whole the budget increased by 5.1% and there are some things changing in uh there are some changes in this budget. So personnel costs include the addition of one code enforcement officer to position. Then there are some changes in supplies and services that reflect the elimination of prior one-time furniture purchases, increased abatements due to the reallocation of the facade improvement, signs and murals, and Kingman Coins landscape programs, and there are lower merchant card fees resulting from the implementation of convenience fees. And then the capital lease includes up bidding of a of two replacement vehicles and existing lease payments. Moving on to economic development, an increase of 6.6% and supplies and services decreased primarily due to reduced travel and training as well as cost sharing of the ASU project cities partnership that we have with tourism. That project scope is yet to be determined, but they do plan on doing another study with the ASU uh project cities partnership team. Moving on to tourism, pages 94 through 97, an increase of 1.6%. The personnel costs do include the

reclassification of the customer service representative to a customer service representative lead. And the change in supplies and services reflects onetime billboard upgrades as well as the removal of the tourism initiative grant, lower merchant card fees due to the implementation of convenience fees and the elimination of prior one-time powerhouse upgrade costs for the Route 66 Centennial and capital outlay. The $60,000 consists of a community art program. Um my question is about the actually just all the any special programs that that tourism has. Um can can you speak to like for example we've seen some projects come forward for council approval like for the the giant statue or the mural. Um how much do they have budget budgeted for those kind of um improvements? Councilwoman Staley, those monies come out of that community art program line item, that $60,000.

Okay. Um about that. So, I This is for Tim. Going forward, I would really like to be included in um these projects earlier than we normally are. we usually see it unless you you know unless you're watching the um the commission meetings which I don't always get to see those. So I I find out about you know one of these art projects right right before the council meeting when we need to approve it and I feel like that is not enough time to get it out into the community to find support for those projects and when we only see them hitting an agenda usually you're just getting the negative feedback and then that has has an impact on how council votes. So, I think in order to be more successful with some of these projects, we just get an earlier heads up before the commission. We're considering this mural, we're considering this statue or or whatever it is. And that way we can we can sort of do our jobs to find support. um or if there is no support. I mean, there isn't, but then at least staff could know so much earlier that I don't I don't think we're going to be able to make this fly and then Josh isn't doing all that leg work for a project that's maybe ultimately going to be denied. It's a I like the idea and you know recognizing that as well. One of the things that we've been working on is this uh art and public places study and master plan and and really the idea behind that was okay let's get themes throughout the city figure out you know what type of art we want to see where and you know okay along 66 maybe it's neon and nostalgic and maybe over here it's it's these types of things. So, so the idea with the uh master plan was to do just as you're saying to get ahead of it. Um but no, I I like the idea of as we start, you know, entertaining these

various ideas that we bring them to council and say here's a number of ideas we're looking at um get your input and then move forward bringing that to the commission and then back to council for approval. be happy to

engineering pages 99 through 102 there is a decrease of 1 and a half% to the recommended budget. Personnel CL costs include the reclassification of a survey party chief to an assistant city surveyor. Supplies and services decreased primarily due to reduced merchant card fees following the implementation of convenience fees and the removal of prior one-time costs for updating arterial imagery. And then capital lease includes the upfitting of one vehicle replacement this year this in fiscal year 27 and existing vehicle lease payments. I had a question about staffing. Can you tell me what that department's staffing level is? Are they fully staffed? support engineering. Yes. Yes.

So, we have a project manager position. It's open and I think that's the only one at this point. Okay. Great. Thanks.

Finance. Finance has an increase of 9.8%. So, personnel costs include the addition of one finance director for three months of next fiscal year. one procurement buyer uh currently included in there is one grant specialist that will come out because that uh is not being requested any longer. Uh and the reallocation of the deputy city manager CFO salary to the city manager's budget as well as a reclassification of a grants administrator to a senior grants specialist. Supplies and services are changing due to higher audit fees, reduced training, and the reallocation of funds from the facade improvement, signs and murals, and Kingman Coins landscape program to the building division's budget. It also includes furniture to support staffing requests. And then capital outlay does include a center workspace area remodel to provide additional workstations for staffing requests. If you've seen our center section or our workspace, there is no room for additional people. So, in working with Jack Planty, he's come up with we've come up with some ideas on how to fit these extra people on our in our space.

So, I had a question and I apologize if it was in the first 30 minutes of the meeting that I was tardy to. Um, did you talk about the procurement buyer and what the duties and responsibilities were going to be? Good. Okay. I'll go back and watch the video. Thanks. I'd be happy to share. So, it's okay. You don't need to do it again. It's fine. Thank you. Quick question. Uh, Cayman Coins. How's that working? As far as I'm aware, there was ever only Councilman Savage. As far as I'm aware, there was only ever one uh one one of our merchants that utilized that that program, but it doesn't cost us any money to keep it going.

It we set aside uh $10,000 a year for that program. So, it doesn't cost us anything if it doesn't get used, but there is $10,000 budgeted in case it gets used. So, we are looking to reallocate that to the building division for abatements. Thank you. I just want to comment on the procurement department. Um, it it's something we we've talked about before. I think it'll be a good addition. I I know finance is doing a good job with procurement, but just having one person be in charge of that and a second set of eyes and you know I mean it's just overall going to be a great um addition to the team. So so thank you for making that happen.

Thank you council miss daily. Uh moving on to utility billing and licensing, there is a change a decrease of 12.3%. Supplies and services change due to the addition of temporary labor to assist with non-payment disconnect processing and increased bill printing costs. There are reduced merchant card fees and furniture for the center workspace remodel. Capital outlay includes that remodel for additional workstations as well. fire services increased 5.4%. And mayor and council, if you would rather me not cover the read the bullet points, I certainly don't need to do that. So, just give me direction and we can kind of just look at them and you ask questions if you'd like.

I think it's fine.

Okay. Okay. Uh supplies and services were impacted by station alerting, maintenance and support, reduced training, turnout gear replacements, additional wildland fire uniforms, a body composition machine for health and wellness, and the elimination of prior one-time fire hose replacement costs. uh internal services. This particular budget got hit uh in addition to just the standard allocations. They are also asking for the addition of seven mobile data computers for their apparatus that are necessary. Capital lease includes the upfitting of two vehicles, one new one and one replacement. And it also includes lease payments for existing vehicles. Capital outlay uh consists of a self-contained breathing apparatus solo resource decontamination tool, replacement of heavy rescue equipment for engine 241, replacement of a fit testing machine, three automated CPR compression devices, and a drone. Um, I would I think this is the right time to ask for this. Uh, I would like to continue to have our lobbyists try to work towards legislation to allow us to um transition into a fire district. I know that that is um a long shot, but maybe if we're always talking about it, maybe if we can get other cities to jump on board to just have the option to be able to as a city create a a fire district that we control. The city council is the um they're the ones that oversee it and and that way we can maintain all the assets we already have. It's just it would just be another um way to increase revenues to be able to to pay for the fire department. So, long shot, but why not just keep asking for it every year? And who knows,

uh as you get new legislators, maybe they'll you'll find somebody that that will finally um want to make that happen. What

we'll do dispatch center an increase of a half percent. The change in supplies and services reflects reduced training and modifications to their software subscriptions. Human resources, a decrease of one and a half%. The change in supplies and services reflects the removal of a one-time expense for citywide compensation study, adjusting software subscription services to align with historical spending, and the reallocation of city-wide appreciation lunchon cost to the city manager's budget. Moving on to risk management, an increase of 8.9%. Supplies and services decreased primarily due to lower costs for citywide safety training and reduced spending on safety recognition items such as polos and tumblers. Information technology up 10.4%. The change in supplies and services reflects reductions in software maintenance and support which is partially offset by investments in additional GIS services, generative AI implementation, and the implementation ongoing subscription costs of an asset management system that will support multiple public works departments. Additional changes include computer equipment for citywide FTE requests, cameras for park facilities, mobile data computers for fire apparatus, and a citywide public records request portal. Capital outlay consists of a workspace remodel that's being carried forward from fiscal year 26 as well as upgrades to servers, storage, hardware, and network software. Recreation up 12.2%. Supplies and services changed due to increased concession st supply costs at the southside park, reduced merchant card fees following the implementation of convenience fees, and increased spending of uh donations that have been received. capital lease reflects the upfitting of one vehicle replacement.

I have a question about the the concession supplies increasing. Are are we increasing uh what we're charging for those items to make up for that? And are we just expecting to see that balance out at the end of the year? Is that how you look at that? So, council miss, in order for them to purchase the inventory, right, they've got to have a budget line item. So they're just expecting to sell more next year and so we're increasing that item so that they can offset it with the sales. So there would be an increase in their revenue associated with that. Okay. Thank you. You're welcome.

Pools up 6.4%. Supplies and services increased primarily due to the replacement of the guard and patron buildings uh shingle roof. And then capital outlay consists of the ADA pool access lift replacements at both of the pools. So for the golf course uh this year in fiscal year 26 we had split the golf course into three different divisions. Operations so the maintenance of the course and then the grill and the pro shop. So we'll look at the operations budget first. It's up 13.7%. Supplies and services changed primarily due to the addition of inmate labor. Now we haven't been granted that yet but we did add it into their budget. greater use of chemicals and higher costs for grass seed as well as the purchase of an ice machine for the maintenance facility. And then capital outlay consists of a range picker, artificial turf pad replacements, backhoe attachment, broom attachment, and a stump grinder. The pro shop has increased by 9.1% and its supplies and services changed primarily due to increased inventory for merchandise sales. Same concept as the concession stands. and the grill is up 18.9%. Uh personnel costs include additional part-time salaries to staff a beverage cart more frequently. And then supplies and services change primarily due to increased inventory for restaurant sales as well as the purchase of small refrigerators, tables, and chairs.

Got a question on the um the beverage cart. I I'm hoping that staff is going to try it and see like test it out and if we're not making the revenue that we need to make, it needs to go. Okay.

I have a question on just the overall loss at the golf course. It's last year the goal was to reduce the deficit by 5% and if my figures are correct, we increased it by 33%. what we lost last year compared to what we lost this year and after raising rates why. So personnel costs are certainly something at the golf course with the comp adjustments. So some of those positions you saw grounds keepers and some of those uh lower frontline employees. Part of it is are the personnel costs, not something we expected for this year. Um, and we continue to invest in capital. So, you'll see that we are purchasing several, you know, stump grinders, broom attachments, that sort of thing. So, that would be part of the reason for the increase in

the half million didn't include 650,000 we spent on equipment through capital funds. I'm I'm just curious how long we can keep that up and why would we? Uh I still think we should look at outsourcing the golf course or doing something different than what we're doing because it's not getting better, it's getting worse.

I I couldn't agree with you more. Um I I am a strong advocate for the golf course, but I see change and it's happening at a snail's pace. I am hopeful that this once we get the marketing plan in front of us and we get to start implementing that that we can increase you know rounds. I think that um we I have said this uh as well we we need to look at what does that look like for a private entity or or something and is does do they take over the grill and what does that look like? But um I I couldn't agree with you more. It's it's something that needs to stay high profile and it's something that needs to be addressed with a plan. And so again, I remember having this conversation with Mr. Mirsman one year ago today talking about I want to see a marketing plan and we're almost there, but it's taken way too long. Way, way, way too long. and trying to research it, I can't even find any current data on what other municipal courses are making or losing. And there's I think it in the research that I did, it showed uh six municipal golf courses with under 40,000 population and I think two of them broke even. And it's How long do we keep doing this? That's all I'm asking.

It's a good question. Um, we we are and I apologize for the delay in the in the marketing plan. We are out to bid. We we've received those. I think we had seven seven applications that we're on track second meeting in June.

So, we're on track to have that uh before council. The second meeting in June, the marketing plan um and then implementing it. I I think you know just just looking at it because Mike and I and and Tina have looked at you know okay what are areas that we can increase revenues what are you know how what's the best way to to do this um it we we how do you put it's not for a lack of of rounds the the amount of rounds that we see on that golf course is is pretty substantial there there are a lot of golfers out there I I think a lot of it um could be um you know everybody wants to golf first thing in the morning and we have you know a lot of the discounts also want to golf first thing in the morning. So, so I think part of that marketing plan that we're going to, you know, rely on is, okay, how do we is there ways, are there opportunities to space out and say, okay, discounts must be from this time on or, you know, if you have a discounted rate, it's this time or looking at at a number of things. But, yeah, we're very excited to see where those results come in at once once we get that uh marketing plan approved. Um, but we're not opposed to to looking at um, you know, what does it look like to to uh, sub that out. Um, I I think the the city has in the past um, subbed it out, had or contracted it out. I I think one of the things to look at is a wholesale if if we were to look at, you know, is it better to to to contract that out if we're still doing the maintenance and all of that? I I the person that sees the money is the person that's running the pro shop, right? So, so that if they're only contracted to run the pro shop and the grill, um, they're going to see the funds. So,

you're not going to pay anything. Well, well, why wouldn't we consider privatizing it? It It's our property. We have standards for what we want it to be maintained to be, but the a company would come in and they would run the maintenance. They'd run the golf course. They could run the grill or you could separate it. And the grill could be just a restaurant that we lease out the way we do out at the airport,

but to be completely removed except to every year be able to, you know, or maybe twice a year you inspect it to make sure that they're maintaining um the course because if if they don't that could cost the city a lot of money to bring it back if you had to fire them and get somebody else. So that would be the most important thing. But if if you just let an outside company completely run it, if if that's a possibility, I would like to know that this year. I don't want to ask about this again next year.

And that's defin Yeah. No, no, that that's that would be the idea is if if it were something to consider, it would be a wholesale. This this is it. So um there are opportunities you know to explore that um without being ready to sign on the dotted line. You know there there are opportunities through a procurement process where we could do a request for information. So it it's not just a you know okay give us your proposals this what you're going to do but with through an RFI um we could say are is there interest out there in taking it over. If you took it over what do those rates look like? um you know what what is our what what is our responsibility? What is our control over what those rates look like? And really being able to see, okay, this is what it looks like if we were to farm this out. This is where the rates would be. This is what

really give you the full picture of what that looks like. So definitely that's something that we can do and it won't be next June. We could do that much sooner than than this and and have that information for you. Well, I wonder if we should be investing in a $100,000 mower if we're considering this because certainly then we, you know, we we wouldn't let an outside company use our equipment. We we would, you know what I mean? I there's a pretty expensive mower on the list for this year. Maybe that we hold off on that until we know what we're going to do.

Sure, that's Yeah, definitely possible. We could, however council would like to do it, we could do where we we keep it in the budget but contingent upon, you know, the results of this this RFI before we purchase it. Um, there is the opportunity. I mean, we have quite a bit of equipment that we use to to maintain the golf course. Um, so that could be part of that RFI is okay, what what does it look like or is that equipment that we move over to the parks? All sorts of things. Mhm. So, what um I'm sorry if I'm just overlooking this, but what are what are we projecting the revenue to be for the grill for this fiscal year?

Okay, thank you. I did search around. I have a lot of papers in front of

I included uh the overall revenue for the golf course but did not break it down. But for the uh grill we are sorry. There we go. Uh in total would be $35,000. Okay. So, so you're asking our citizens to subsidize people's visits to the restaurant. I mean, it's $20,000, but it's still it's not even it's a restaurant that sells alcohol that isn't even breaking even. If if you're selling alcohol, you you have to be making a profit. Otherwise, something's really wrong. And I know we've talked about this before, so I go back to wouldn't it just be better to rent out that space as a restaurant the way we do the airport cafe? We we wouldn't make a lot off of that, but at least we are not subsidizing food and beverage for the golf course. I I I'd invite Mike to come up and help me with this, but but I would say I know one of the to use a mic ism. One of the challenges that we see at the golf course is uh is the size of the of the grill. You know, basically based on the size of that kitchen area and and what's available there from the food standpoint, I I you make a great point with alcohol sales and that it definitely should we should be seeing revenues there. Um, but from being a from what we can provide from a food standpoint, the the size of that kitchen and the amenities there really limit um what we're able to to sell as far as food goes. But Mike, I don't know if you can speak.

Thank you for the opportunity. Um, yes, I would agree with what Tim's saying that uh the ch this our our our restaurant is not really it's more like a bar restaurant. It doesn't have all the information. I mean, all the equipment that you need to be a full-ervice restaurant. So, um, that's that's one of the biggest challenges I would say. And then as far as alcohol sales and everything too, there's challenges with that is with all the private carts that we have, a lot of people are bringing their own alcohol in and um, hard to monitor that as well. And if you had if you job it out, there's going to be challenges between the contractor and who's going to enforce who's bringing their own alcohol in. So, there's challenges to that kind of stuff, too. So, um, and and maybe we need to look at raising our prices some more and get some some try to get that revenue up a little bit, too. So, I think that's obvious obviously those are options, too.

I just think um owning a restaurant is not for the faint of heart and it's for people who, you know, that's what they've studied or they've already worked in a restaurant. And if we if I don't think it's right that we subsidize people's transportation, I really don't think it's right that we subsidize their food and drink. So for me, I would rather see it just rent it out um or or shut down or reduced, you know, in some way where you where you were making a profit. And I but I do think it's too much to ask of a parks department to all all of a sudden be a bar and restaurant entrepreneur. I mean that's there's a lot to that and and that business model has to evolve all the time so that you're offering something better than what they can have on their cart or you know something to entice them. And that's that's where you've got somebody that's their full-time job and and their livelihood is is based on making those changes in real time in order to make those profits and and make the business work. So, um I mean for me that's that's a change I would definitely like to see.

That was another question I had was should we separate it from parks and rack? Should it be a separate business entity just like the uh sewer water? where it has to maintain itself or it goes away.

Uh, you know how I feel about the golf course and so I'm struggling with this one. Just like we decided about the electric museum, we didn't want to be a public partner with that. we shouldn't and we're not in it at all. I'd like to see in that study the value the total value of that and if there is a company that can run that at a profit. I don't think they could in my opinion because it is getting subsidized so much. Um but I definitely want to see that number. I'd like to look at that option and I'm sure the land alone if they keep it a golf course is worth a lot of money to the right investor. Second, you mentioned discounts and early morning rates. I golf a lot and I've never seen discounts at an early morning rate. It's always twilight rates. So, what's that all about?

Sorry, I misspoke on that. Okay. All right. So, it's not an early morning rate. It's uh we have we offer a number of rates as far as veteran discounts, senior discounts, and those types of discounts. And currently, we allow that at any time. So the question is, you know, our prime time should should those those discounts be allowed at that prime time when everybody wants to golf or can we look at how those discounted time those discounted rates when those can be scheduled. So that that was just part of the the discussion there

and and even season passes are discounted rates basically they're discounted from the full paying uh customer. So, those are all things that will be evaluated and and the food service and all that will be evaluated by this um master this plan that we're having done. So, we're anxious to get them on there. I think we have a really good company that's doing it and uh I think it's going to be very worthwhile. So, and and one of the biggest challenges to operating a golf course and trying to have it make break even or make money is the fact that we pay our employees the living wage like we do in all of our departments. And so that's part of the challenge where you're if you have a contractor coming that's going to run that golf course, they're not going to pay their employees living wage. And so their employees aren't going to be able to buy furniture at your furniture store, cars at your car dealerships like our employees do. And you know, so that's one of the biggest challenges to operating a golf course in.

Should the taxpayer be subsidizing that, Mike? That's the question. It's a it's like that for everything. our swimming pools, our recreation, our ball fields. I mean, all those things, our recreation, quality of life, and the golf course is very important. If you want uh businesses in your business park and doctors in your hospital, that golf course are very important. And I'm not arguing that.

Yeah, I don't argue that. The only thing when I looked at the other uh parts of park and rack, they didn't lose as much as the golf course anywhere near. And and I mean the argument's always been, well, the golf course brings in revenue. Well, it obviously doesn't not enough. And I'm I'm just saying we need to look at doing something different. We cannot afford to keep losing a half million dollars a year. That's all I got. Tim,

um, for somebody that's not a financial wizard, when you're talking about subsidizing, uh, over $300,000, does that mean a total loss to the city or we're we're providing $300 300,000 for the restaurant to operate and we get back 150. What What is Help me out.

No, that's good. So, and Tina will explain a lot better, but um as far as it costs, say it costs and I'm just throwing numbers. I'm not even pulling it off of the sheet, but it costs 500,000 to run the the grill. We bring in 200,000. That 300,000 is what we're subsidizing in order to make it whole. So, um, you're a net loss of 300,000 that's being subsidized by the general fund. So, it's a plus losing 300 over $300,000 a year just to have a restaurant there. Well, 20,000 the difference between the revenue Yeah. 20

and the cost is 20,000 just for the grill. So our taxpayers are the sales tax we collect is going towards making up that difference for

So you'll come back to us with both a plan for looking at privatizing the course or andor the grill and how that might all play out. Okay, we'll do we we'll have both the marketing plan we'll have before you for approval for award of that contract the second meeting in June. Um and then we'll have those results back. And then in addition to that, we'll we'll pursue an RFI to see what that looks like to to privatize just to to know um basically what what that looks like, what options are available, um what that does to the rates and and and all of those things. Just to give you the full the full picture.

And then what's coming to us in June is just to approve a company to do a marketing plan to do the marketing. Yeah. And and then time frame on that marketing plan. It's it's a pretty short turnaround time for them to do it and I don't remember exactly what it is but it's pretty short turnaround time for them to do it. So that yeah that's approve approving the contract to do it and then we'll we'll have it back after that and and they've done a lot of these marketing plans for municipal golf courses. I don't know the exact number, but they've done a lot of them. And the u the gentleman that that runs the company is very well respected in the golf industry. And um so I think we're going to get a lot of good information. Okay.

Okay. Moving on to parks. There is a 16 person. Might as well just stay there, Mike. There is a 16% increase in parks and there's a lot going on in parks this year. Personnel costs include the reclassification of an administrative assistant one to an administrative assistant too, as well as the addition of an administrative assistant one position. The change in supplies and services reflects adjusting tree trimming services, minor equipment, and general supplies to align with historical spending. In addition, there's a one-time cost to expand the locomotive park holiday lighting display, as well as one-time carryover funding for tennis court tennis court surface replacements and the resurfacing of one court to create a multi-use space for both tennis and pickle ball. for internal services. It's their standard allocation, but in addition, they are looking to install cameras at Centennial Park's Forplex, behind the recreation office, the yard gate at Southside Park, and White Cliff's Wagon Wheel Trail Head. Capital lease includes the upfitting for two replacement vehicles and then lease payments for existing vehicles. and capital outlay consists of concrete improvements to the skate park, roof replacement to Metaf Park stage building, a mini split AC unit for the community center, two carry all cart replacements for the park rangers, a tilt deck equipment trailer replacement, field groomer for the ball fields, and equipment to manage gophers. Okay.

Question. Uh onetime cost to expand locomotive park lighting. I thought that was donated. It was. So the the light display that went up last year was donated. Um we received funds through the powerhouse or Kuanas. Quanis. It is the powerhouse.

Powerhouse Kuanas. That's right. Okay. Uh powerhouse Kuanas funded the last year's display. Um what's being proposed on this would be to expand it. I think they were looking at adding a tree. Um but that could also be something that we pursue um donations in order to accomplish as well. I think we have it in here to expand it. But definitely that's something that you know looking for those donations would be okay. I um had questions about the cameras. Did we ever get cameras at Wallik and some of the other parks where you have the most um problems with, you know, people coming in and destroying things, the vandalism that's so expensive?

We don't have at any other places yet. So, those will be all on the list to get. Um trail heads are one that white wagon wheels trail heads. We have a lot of vandalism there. So, that's one of them that's on the list. and outside of our office where the pool and behind our building where the pool and the restroom are, there's a lot of analyism there and a lot of uh subjects activity that's questionable that we worry about people there. So th those are the key areas where we're kind of looking at Wall Ranch would obviously be another one because there's a lot of vandalism there as well. So, Mhm. Mhm. Okay.

Um, we're we're putting money into the skate park, re refinishing it or whatever. Um, I had brought up in the past about a bike park and I would just like for us to put that in notes or something for the future of I understand we've got trails and stuff, but that's absolutely not what I'm talking about. Something identical or very similar to the skate park, but for kids that ride bikes in the same manner. Um but uh not for this budget. I understand that. But something to

put down in the remember file. We'll do for those skate park improvements. I know there's a sort of a citizen initiative to to get the city to fix up the skate park. Uh does this meet kind of what they're asking for? I I think it's um not quite what they're asking for. They're asking for I think a lot bigger and better. They would like for it to be a lot bigger and better, but I mean, we're just trying to keep it safe to be quite honest with you, adding a little concrete on the edges and get some of the seams cleaned up that are questionable. So, that's more what this is in line to do.

So, from what I've seen with what they're proposing, um, this would address some of the issues that they're proposing. So, I think they had looked at expanding some of the concrete, maybe put some curbing in to to get keep the dirt off of the the skate park. So, this would address some of those issues. It doesn't go quite as far as what they were proposing, but it addresses some of the issues. It's a good first step. Yes. Okay. Thank you. Of course, as council beans was saying, that's a CIP. Yes. Issue just like a shade over at the dog park at Wallock Ranch. Same issue, right, that we need to bring forward later. Yeah, it'd be So, I think, you know, scale-wise.

Yeah, I know. The shade's a lot less than the the bike park. No, the bike park. And we do have a lot of citizens that are asking about the bike park. You're right, Jim. So, but yeah, definitely I would say as far as the bike park, that's something we could consider in in the next year's budget as we we look through those capital projects next year. Um the shade structure, um I think that might be something looking at cost and and what that that would cost. That may be something that we could consider within, you know, some of the things that that they have uh programmed for for this budget. But we'd have to look at what that cost is and and see what what we could do with it. But yeah,

something uh also about a bike park. We've been in communication with the um school district at about putting a pump track which is I think smaller scale than what you're talking about behind Palo Christie school on on school property. That would be near our trail head, our south trail head, and down in that area where it's it'd be a pump track, which would be good for bikes and things like that, too. But it's not quite as I think you're talking about more concrete and deep swim, like almost like a swimming pool that they ride their bikes down and back up and jump. I I believe, not to put words in your mouth, but I believe uh the concern from Councilman Dykins is the skate park, if I understand right, was not designed for bikes. Correct. So, I think some of the concerns that he's heard is that, you know, bikes would like to use it, but they're not allowed there. So, you know, where could they go to have a similar facility?

Correct. Yeah. Correct. Mhm. And thank you, Jamie, because he lost me at We're going to uh pump whatever. I That's Yeah, that's out of my realm. I I have no idea what all of that is. It's similar to It's similar. It's smaller scale than what you're talking about. It's more of a some jumps and things like that for kids on bikes, eight, you know, that kind of thing. So, it's got curves, banks, jumps, and things like that for kids, but it's not like the one you're referring to, I think, is more concrete, similar to our and and bikes do go there when they're not supposed to, but they go there. So, yes, but what you're talking about, Mike, is more dirt. Yes. It's dirt. It's dirt. Yeah.

Yes. Built in dirt. Okay. Good on parts. Good. Okay. Moving on to police. Thank you, Mike. Thanks, Mike.

There is an increase of 3 and a half% personnel costs include rem uh no longer re no longer include the removal of the records clerk and the administrative secretary. So, we'll update that for the tenative budget. Uh supplies and services change supplies and services changes are due to reduced costs for the Mojave County Animal Shelter, adjustments to software subscriptions, fewer ballistic vest replacements, and the removal of the wellness program incentive, as well as increased training costs associated with a 10-week SPSC course for two lieutenants and a two-eek Northwestern Supervisor of Police Personnel course for three sergeants. Capital lease includes a replacement of three motorcycles and upfitting for one detective vehicle replacement. It also consists of lease payments for existing vehicles. Capital outlay consists of can lighting replacements throughout the facility as well as an upgrade to flooring, ceiling, and counters in the lobby or foyer. Okay. Uh public works administration is up 18.9%. Personnel costs include the reclassification of an administrative secretary to an administrative

I'm sorry that's I was wait I was darn it I'm sorry I did have a question please chief can we put you back in the hot seat you I know that was daily there was a lull but no I knew I was missing something um thank you I I did want to ask about school resource officers and how many we currently have, how many we're supposed to have, that kind of thing. How does that program work? We currently have two and a sergeant. We have room for one more. Okay.

And that's unfilled currently. And as we which we have several others, we have a detectives, our traffic enforcement, and our street crimes unit. We have we have a staffed for that, but we're there unfilled. So soon as we start filling our patrol positions and then we'll start to provide that opportunity. So we need seven patrol. Yes. Plus we need somebody for school resource officer and what were the other ones you said that are traffic. One for school resource, one in traffic, one in detectives and one street crimes detective. So those seven positions, do they fill these or you need seven plus these others? No. No.

Okay. Once we fill the seven, then I'm comfortable with opening those positions up for existing officers. One of those seven is also a sergeant position. Okay. So those specialty position and a sergeant position that has gone unfilled. So we don't take because if we filled those now it adds stress on the patrol side and they're doing all the heavy lifting and that's where most of the impact is.

So by leaving these um positions open for so long what we're seeing is that we have less school resource officers and then detectives. And so, so you're not just suffering because you have all these openings, but there's also these these roles that need to be filled that you can't because they're kind of keeping the ship afloat. 100%. Thank you for bringing that up because it does impact the whole the whole gamut.

Goodness. Okay. And um sorry to go back to the school resource officer. you. So, there should be four and they're covering how many schools do they go to? The elementary schools or is it just for the older kids?

No, they cover all the schools. They're primarily housed in three of the schools. The high school, both high No, I'm sorry, both high schools in the city limits and one elementary school or a middle school. Okay. It's where they have offices, but they do cover all of the schools. If we're once we fill the positions, we'll have three officers and a sergeant. Do you think that those four are enough given the crimes that we're seeing like the these kids who were stealing Kia and breaking into cars and stealing guns? I mean, they were really young children. So, it seems like we need school resource officers more than ever to to try to get their finger on those kids, thumb on their kids. I would say that the if we had to add positions, it would be in our detective section or our street crimes unit.

They work very closely with our school resource officers. Okay. Uh and the who we currently have uh you could see this at our ceremony last week, but they are very instrumental in providing information that we need. So I wouldn't currently support adding to our school resource program. Uh but we do have plans to increase on our detective bureau as well as street crime units. We also consider them detectives as well. Okay. So they could help at the schools. Correct. And then um so I can clarify when you say to help out the schools is to help out the juvenile crime. Yeah. Well, and that's what I mean is to try to

um do something to help these kids find another path and and to work on that now before they before things get worse. With our existing SRO program, they do that very well. Okay. Okay. But what you're trying to address is better handled through more aggressive investigation and enforcement. Okay. Because I'm sure that that those troubled youth are what lead to schools being an unsafe place for all the kids. Sure. Yes.

Yeah. Um, my other question I wanted to ask you today is about the two positions that were created for um, potential police officers when they become of age and I know you hired two and I just want to know how that's going and if you think that that's going to lead to two new hires. So I we are still hopeful. uh they are working out very well and we are monitoring them and making encouraging them to stay on the right path.

We're hoping they're continuing their education but as soon as they reach that 20 and a half year mark age they're going to be encouraged to apply. Okay. It's definitely not meant to be a full-time right is role to stay in that part-time role for an indefinite period of time. Are they are they 19 now? Do you have another year? Well, they have to be at least 18. So, I would imagine they're between 19 and 20 right now. Okay. So, they're getting close. And then maybe even if you could stagger them. So, you have a 18-year-old, you have a 19year-old, and then every year maybe you've got somebody that can go off to the academy. That's the That's the goal. That would be great.

Yeah. Okay. Those were my my questions. I was just really concerned about the school resource officers. Thank you. I got a question on your um training new officers. What's that run again? So the academy is about 21 weeks, possibly 22, depends on which academy. And the field training program is about the same. Okay. How much do you set aside in your budget for possible new recruits for that purpose? So, I don't know if there's a specific answer. I know we budget for our positions and that's included in that.

My question is that's basically for new people going through the training for the lateral moves. If you have money set aside to train a new officer or you can use some of that money as a sign on bonus, are you able to do that? I know it's been discussed. I don't know what that answer would be. That would be a Tina and Christa question. Looks like we do have Do you think that would help at all? Oh, I would imagine for sure. Can we look at that? Yep. Please. Thank you.

That'll be in our strategic plan. It almost feels like there's a there isn't a process like if if if a bonus is needed with with that lateral officer for example, how what is the process? So the chief can say, "Hey, we do not want to lose this person. They're going to go to the sheriff's office. I, you know, I need to offer a bonus. The money's there. What how can we be using it and not just wasting it?" And I think that's in a recruiting process, it gets a little bit tricky in in doing that. And I guess that's kind of the it's a good question. Um, just through the recruitments of, you know, the hiring and that that I've been involved with, basically you go through the process, you find the candidate, you make an offer, and generally that's about, you know, either they accept it or they don't. Um so that next step of okay you get turned down and then trying to figure out okay is there you know there's usually a negotiation hey we can offer you this much if they come back you know higher range and trying to negotiate that in um I think there there's probably an o obviously there's an opportunity for that bonus I think it's just finding that that point in in when to do it um the flip side is we're hiring, we're offering this bonus, and

whether they're living in town and they were planning on on taking that position anyway where you you may not need that hiring bonus, they're going to get it. So, so I guess it's kind of just looking at it both ways and maybe it's a matter of hey, knowing where we're at as far as staffing goes, okay, for for these positions, we will offer this this signing bonus whether you live here, whether you're there. Um I think there's There's some question as far as okay what's you offer this sign on bonus they come over they get the sign on bonus they last six months and then they they're gone the ability to collect that signing bon you know being able to enforce okay we're going to offer a sign on bonus but you've got to be here for two years I think there's some difficulty in collecting that if they fall short of it you know pulling it out of the last check, all of those kinds of things. There's some difficulty. So, I think that's part of the challenge in in implementing that that signing bonus is is that guarantee of okay, two years or we will pull this back and then the the ability to do so. So, I think that's some of the things we need to explore to see, you know, what what we can and can't do.

I look at that lateral as losing, you know, almost $90,000 because it would have saved you plus the time. I mean, it's so much more than that if you think about the fact they could have hit the ground running instead of waiting those 22 weeks, but it just seems worth it. Just absolutely pay a bonus,

get him from, you know, the sheriff and then so he doesn't go to the sheriff and and who who cares, you know, if you if he's a happy employee once he's in the door, you don't have to worry about losing him two years down the road and you paid that bonus for no reason. You still saved all that money because it was a lateral. So, I'm I'm looking forward to seeing what is in your plan and how you kind of hammer these things out. Concerning that, you can always do a time frame contract. So, you sign a bone, you sign with us, we'll give you $10,000 after your your second year of completion. That way, you're not held liable or you're chasing to try to get the money back. So, that could be an idea.

Yeah, we'll look at that as well. And I can add just to speak that has been discussed in the past and I know from talking to other chiefs that there's mixed reviews on how effective that is but with what you're proposing I feel like that's our first step. I don't you know as far as what adjustments to our plan and our steps is is going to attract. I do I've not been 100% supportive of the sign bonuses just because it's really hard to manage as manager Walsh was saying. How long are they going to be here? um they they meet their minimum three years and then if they can lateral over at a higher rate they're going to do that still saving money.

Can I can I interject? So with the particular lateral that we're talking about as far as I understand he had not gone through our full recruitment process. We hadn't been able to extend him an offer. He had already accepted by the time we even we we hadn't even done his his full background. Is that correct? Yeah. He knew what the pay plan was and what theirs was. So that's where he based his decision. Right. So if in our ad we said there's a hiring bonus, you know, maybe maybe that would have been enough to get him to go this way, but we know he would have passed the background and all those things if if he passed theirs. Correct.

Yeah. I was just saying that we didn't get to offer him anything whether Yeah. And sometimes in my experience, it is what you put in the ad. You know, that that's all the information because they might be they want to be a police officer somewhere and they're just looking where where's the best pay or you know the best place to live. So, you might need to get them. Again, I you know, I'm going to leave that up to you guys to see how we're going to fill those spots. I think oh we had just moved on to streets administration. So I covered personnel cost uh supplies and services change primarily due to a one time cost for an assessment of project management operations and efficiencies. Moving on to street operations and street repairs maintenance and improvements. Uh for street operations there is a decrease of 10.8%. Personnel costs include adding a transportation manager position and reclassifying a foreman to a street operations and maintenance specialist position. Supplies and services change due to reduced need for temporary labor services, reduced training, adjusting general supplies and minor equipment to align with historical spending, and the removal of a prior one-time expense for bike lanes. Capital lease includes the upfitting of three replacement vehicles and lease payments for existing vehicles. Capital outlay consists of a hydroax and powered kick broom replacement, both of which are being carried over from FY26.

Bike lanes. Bike lanes will be installed May, June. gave me

still planned. I thought you were going to ask about the um carryover because I know that's something that's been a source budget. What when we have the money set aside and why don't we spend it? It's probably because the equipment's not available yet. Is that

Jack? Is that probably what it is? Sorryy's not here to help me. So the powered kick room actually has delivered. Uh we had carried that just in case the build time exceeded our fiscal year. Uh the Hydraax, we had actually waited on that. Uh we rented some equipment to try that out in some of the areas that we were working in to make sure that it was something going to work and so uh they're actually procuring that as we speak. So Okay. Thanks, Jack. Yep. Councelor didn't want to beat you to that, but I know that comes up a lot of times. So,

and then moving on to the street repairs, maintenance, and improvements budget down 8.9%. Personnel costs include the reclassification of streets on&m supervisor to a crew leader position and the removal of a streets on&m worker position. The change in supplies and services is primarily due to reduced need for temporary labor services and a reduction in the pavement preservation program to align with available funding. uh transit administration up 2.6% supplies and services increase primarily due to reduced training and a one-time cost to assess an ondemand transit system and operations is pretty flat down.1% and there are no real changes in the operations budget. Water operations up 14.8%. Personnel costs include the reclassification of the water quality program manager position to a water quality and compliance specialist position and the reclassification of an electrician 3 position. Uh standby pay has been increased to align with the current policy which remains under review. Supplies and services change due due to an assessment for service line replacements, increased temporary labor and sampling costs, reduced training, the addition of a water conservation program, and one-time purchases for fire hydrant replacements and locating and line testing equipment. Capital lease includes the upfitting of three vehicle replacements and the addition of one vehicle. It also includes lease payments for existing vehicles. and capital outlay consists of pressure reducing and wellsight valve replacements, wellsight backup generators, and the replacement of vac equipment and backhoe. Wastewater's budget is up 8%. Personnel costs include the reclassification of a pre-treatment inspector position to a wastewater and pre-treatment compliance specialist position and the reclassification of an electrician 3 position. Standby pay has been increased to align with the current policy which remains under review. Supplies and services changed due to one-time

baseline sampling required by ADEQ. The recategorization of small line replacements from capital outlay and increased spending and supplies chart. Uh changes also reflect the removal of prior one-time expenses related to the implementation of a backflow administration regulatory reporting system and vehicle equipment as well as adjusting supply software maintenance and equipment to align with historical spending. Capital lease includes the upfitting for two replacement vehicles and lease payments for existing vehicles. Capital outlay consists of a trailer jeter, backhoe, compact track loader, small wheel loader, and computer equipment for automated related infrastructure. Solid waste. Solid waste is up 7.4%. Personnel costs include a part-time solid waste operator position who will assist in backho operations. This cost will mostly be offset with a decrease in temporary labor, which is categorized in supplies and services. Supplies and services change due to a decrease in temporary labor services, an expected increase in landfill tipping fees, and higher fuel costs, partially offset by lower commercial container replacements, and reduced $3 neighborhood trash pickup events. Capital lease includes the lease payments for existing vehicles. There are no solid waste truck replacements proposed this fiscal year. and capital outlay consists of a covered utility trailer for delivering containers and the airport has decreased by 9.5%. The change in supplies and services is primarily attributable to increased legal fees for lease and development agreement reviews to ensure federal compliance, the addition of a disadvantaged business enterprises program as required by the US Department of Transportation, cleanup costs for hangar A, and a consultant services for airport and industrial park development standards. These changes also partially are offset by the removal of prior one-time expenses, including a potential EA or Cadex, a buffalo blower, and crack

seal work around the tea hangers. Additional adjustments were made to repair and maintenance accounts to align with historical spending. Capital lease includes the upfitting for one replacement vehicle and the lease payments for existing vehicles. Capital outlay consists of a new gate for the eastern fence as well as a replacement of hanger gate 270. It also includes a building remodel which will split a large office into two smaller offices and add direct access from the conference room to the interior offices and hallways. Two more to go. Fleet services down 9.9%. The change in supplies and services is primarily due to adjustments in vehicle repair and maintenance costs to reflect the new crew's actual spend. Additional changes include decreased training costs and the removal of one-time expenses for report customization in the fleet management system. Capital lease includes upfitting of one vehicle, replacement and lease payments for existing vehicles. Capital outlay consists of a press break and tooling as well as an enginepowered welder for a truck. Building maintenance up 6.8%. Supplies and services changed due to reduced training costs and adjustments to general repair and maintenance and software subscriptions to align with historical spending. Additional changes include one-time costs to paint the city complex and some minor modifications being made to offices at the powerhouse and city complex. Capital lease includes the upfitting of four replacement vehicles and lease payments for existing vehicles. Capital outlay consists of replacing the dispatch center building's roof and restoring the magnet building's parapit. And that concludes operating budgets. And with that, before we start capital projects, I have those figures for that was requested for personnel. So just ensuring that uh that I'm understanding correctly and putting those together. Looking at the comp study for the open pan open pay plan. uh no merit increase

for employees who will see anything above anything a comp adjustment of 10% or more. But for those employees who will receive less than that, a two a 2% comp adjustment would save about $175,000. If we went to a 1% merit increase, that would save about $225,000. That's not right. $250,000. And if we were to adjust the fire pay plan proposal using proposal three but in changing the steps for engineer and captain from 2% to 1.7% that would save about $40,000. I I don't know if going below 2% is really is worth it. I think to keep them competitive, you just leave the 2%.

Thank you. It was very worth looking into. I appreciate your hard work. You bet. Is there any direction on the 1% merit or the 2% merit for tenative budget? since no one else is jumping at it. Um, personally, I think 2%. Um, if you look at numbers, 1% is I wouldn't say necessarily a slap in the face, but then again, 2% isn't exactly a huge jump either, but honestly, 2% is my opinion. I could support that.

I agree. Okay. Thank you for the direction. Are we ready to jump in capital? Do we need a break with But with that, so we're still back at basically $500,000 having to find if we were to pursue option three less the 175,000 that we just adjusted for minus the 175. Okay. And the yellow line which is 100. Getting there. Yeah, we're getting there. less for the capital.

So we need to find about 200,000 in capital projects. Capital projects. Yeah.

Can I talk you into a fivem minute break before capital projects? If you guys want you want to take a fiveminut break. Okay. Okay, let's take a five minute break. You back at 10 or you're Square Hey,

Let's finish up.

Sorry, ladies. And gentlemen, as Tina said, we only have what, 40 more slides to go. Something like that. I don't know. I just keep looking at counselor. How many more stickies does she have?

Well, she does have a pad there that she can write more. Right. Yeah. Just exactly. Yeah. So, every time she removes one, I get a little more excited.

You guys are great. I love it.

We're almost there. We're getting there.

All right, we'll dive into capital projects. In front of you or on your place places, I placed a five-year uh capital improvement summary. Thanks to Wendy, she got these printed for me. And I did this so that you would actually it was at uh it was um at the at the request of manager Walsh. So I appreciate him saying something about this, but all of the projects listed on here that are highlighted are projects that are either being funded partially or in full by grants or outside participation. So that you are aware. That's one one gone.

Okay. Okay. So, moving on to capital projects. The five-year recommended capital improvement plan uh totals just over $291 million. You'll see that the largest amount of money will be spent in streets and that has to do with both of our Flying Fortress Parkways projects as well as Cayman Crossing. of that $291 million almost 93 million of that is being funded with external contributions or and grants. So for fiscal year 27, the recommended capital improvement plan totals just just under $179 million. Again, streets is the largest category for spending. And of that total amount of the $179 million, just over $83 million is being funded with external contributions and grants.

And we'll jump in and look at those projects. Um, first one right here is uh general government capital projects. I won't go through every one of them. If you have any questions, please uh feel free to speak out. But I I think the the large one to look at here is the industrial park land purchase. This is the FAA land release. The 3 million here is based on the um appraisals that we we've done. Um this is what was recommended by the review appraisal. Uh we will see where we land as as that process continues. I was just going to ask you what are your thoughts especially after the letter that senators Ggo and

um

Kelly I've got lots of thoughts. Um I I'm very grateful for the letter that they put together and shared with the FAA. Um the FAA's concern, at least what they shared with us through their letter from the controllers's office was um looking at the appraisals and making wanting to make sure that those appraisals meet their requirements. We believe that they do. Um, Representative Gosar did meet with the FAA administrator and they had come up with a plan to allow us where the FAA would do one more appraisal. We would go off of that appraisal and then move forward. So, um, there was conditions as well that we would have some say in in who that appraiser was and making sure that they were a local appraiser that was familiar with the market here. So, um, the two appraisals appraisals that we got, one came in at 3 million, the other came in at 8.5 million. Um, you know, with appraisals, you you never know until it comes in. So, um I would I would hope that this third this next appraisal if if we continue down that road and and it does actually go the way that um they had agreed to um I would hope that it would come in somewhere between those two um but until it comes back we we don't really know.

Okay. So, that was going to be my question. Do we need to be more realistic with that figure? So, a lot of variables when dealing with the FAA. Um, up to uh this most recent letter from the FAA. Our understanding was that we would have 10 years to basically uh fund it. So, whatever that number came in at, we would spread that over 10 years and be able to pay it um as we went with that. So, I mean, we could add some money to this. Um, and then once we know what it is, we could we could uh then go from there. But I I guess yeah, that's really

Well, I guess I'm asking for a recommendation from Miss Molen. I mean, it basically is just playing with the numbers, right? It's it's optics. So, I mean, how how does that get looked upon? should an appraisal come in and let's say it's 4 and a.5 million and you know what does that do to our capital improvement plan you know I just I I want to be conservative as you are ever so gracious in prepping us to be conservative with our budget so um with that being said what is your recommendation vice mayor that is a really great suggestion um I would recommend As long as manager Walsh would agree that I would recommend that we increase that to a more reasonable amount based on what we're hearing from the FAA, five or six million and that would allow us then to be more conservative as far as what our final installment payment plan would look like. That'll change the figures, right, of what's available for funding. But I think it's probably more realistic and certainly if if it comes back better, then how wonderful that is, right? Absolutely. That's my recommendation is to go with what you suggest.

Yeah. Price this even though it's let's be put six million in and hopefully it comes in less than that. But um what's ironic about this whole situation and we've all talked about this before is the fact that we're paying it back to ourselves. But of course it's money that has to go towards aviation and towards airport. But that's it's just ridiculous the whole thing. It is. So, yes. Anyway, yes, Sean. Yes. On this particular slide here, can the city and the powerhouse wait a year for the windows and the flooring?

We can do uh whatever council would like. I think the idea with the upgrades for the powerhouse were to be in time for the the 100red-y year anniversary 66 fest. What's exactly being done with the windows to make it more festive? Um, just basically upgrading them, making them, you know, improving them, making them newer. I think maybe Jack can help me out as far as the condition, the current condition versus what this will do.

If I can also share, Councilman Savage, uh, 50,000 of that $85,000 is grant funded. So, the 35,000 would would still be a city match, but it's not as big a hit as 85,000. Let's disregard that one. But what about the flooring? Can the flooring wait? So, as manager Walsh said, we can wait on anything. Uh, some of the flooring isn't as nice as we'd want it to be in our entry areas and things for like development services, HR. That includes the upstairs area around finance. So, can it? Yes. Uh, it's definitely at the end of its life as far as being able to clean it up, but we can work around whatever the direction is.

Just talking a year, that's it. because our capital improvements go way down next year. So, I' I'd like to move it. Councilman Savage, you're you're talking the city complex flooring. Is that right? Okay. I'm sorry. We were looking at the Yeah, I heard powerhouse. So, well, I I I I squashed that when the grant came in both. Perfect. I do have a question on that though. So, the shaded um areas show that it's partially funded, not necessarily fully funded. partially, vice mayor. Partially or fully funded, just some sort of grant funding. Correct.

That would be that would be nice to know. So, if we touch on one, I I would like to know how much of it is funded. So, we know what our match is. So, you said on the powerhouse uh 50,000's uh funded. Grant funded. Yes. Okay. And just so uh mayor, vice mayor, and council are aware, and I know it's not on the summary sheet and what we're covering, but the amounts that are Yeah. are in the very back of the book under the details, but of course, we're not going through all of that right now. I didn't want to flip. I was being lazy. Yes, absolutely.

So, just to go back to the flooring real quick, Jack, would you The flooring I believe is part of Is that part of the remodel that we're looking at over with the finance? Basically removing the the pony walls, putting in additional workspaces, and then replacing the flooring. I believe a portion of it is. I'd have to go back and double check my building alteration sheet, but it should be um but then there was other throughout the complex that were due, but uh I could double check that. We could reduce everything, but what is needed for finance if it's not in there already?

Perfect. Would that be something we could look at? The the reason my only concern with with moving that one out um where it involves the finance is we're looking to remove those pony walls to allow for uh new workspaces. Basically fitting more more people in there. Um if we don't have the flooring as part of that project, it'll look pretty rough after the all the pony walls and everything come in. So, so I think we could do um you know just that as needed as part of that project and then hold off on the remainder if that works. So, I'm just trying Yeah. No, I appreciate it. Uh Manager Walsh, if I may.

Uh I did want to talk I know the the window thing went away, but just so council's aware, uh there are a number of of window openings that don't have windows in them. Uh that was part of the project. And then also some of the windows, they are old wood frames from uh circa whenever the powerhouse was built that are rotted, won't close, won't open. Uh the glazing's coming apart. So just so you're aware, that's what that project is addressing. All right.

It I assume that the powerhouse is under the historic register, right? It's on the historic register. Can we take out his historic windows and replace them with modern? So they are uh council mist they are working with shipo to uh on all of that or the one of the state historic offices. Yes. Okay. Good. Because people will be upset. Thank you.

All right. Parks and wreck capital projects. Um looking at this. So additional baseball field at Southside Park would only be if grant funds are are acquired to do that. Um, we are we've applied to the Diamondbacks for a grant to be able to do that and we'll be applying again for that. So, we'll continue to pursue that. Um, let's see. We've got the pickle ball court expansion. Um, that is that is the removal pickle ball court expansion.

That includes the raet ball court. So, so that includes removing the racket the existing concrete raetball court that's there and hardly ever used. Uh removing that and then replacing it with pickle ball which we cannot find enough courts to to put all the pickle ball players. Um so that'll it'll change the complexion for sure over there. That large concrete structure will be down. Um so yeah, be a change there. looking at let's see the basketball court um that basketball court there's a number of cracks and and uh issues there um so this basically would replace that bring it in have a new court there um at the Centennial Park um so looking mainly at at you know FY27 some of the outer years those would be you know things that we we'd look at uh in the future we'll we'll look again next year's budget um Centennial Park restroom upgrades. Basically addressing some of those those restrooms. They've been there I think almost as old as I am I think. And uh so

yeah bring I can say I can say get away. I'm older than you. So I can say that. Are they broke? Are they usable? I guess depends on who you ask. Um they they they function when you use. Do they flush? They do flush. we'll go we'll go that far. Um and that's about the level that they're at. So, um I think there some of the stalls are missing. Um you know, it's they we've gotten we've definitely gotten their useful life out of them, but um they do they do flush. So,

well, I'll be bolden just say it. I'm looking for $225,000 and there's 220 of it right there. And if we could potentially down here. Oh, it's down here. Down where? It's this one. I think that's what councelor Savage is trying to do too, you know. According to Jamie, disregard. So 225,000 just so I'm tracking with you. Is that basically this looking at salaries and that? So I just will uh Gotcha. I think I'm catching up to you. Um,

so that there's a couple of couple of things with that. So that the 225 is a recurring annual. Um, so yes, so we will be reducing the overall budget. Um, we'll be looking at 225 through the next five years. But okay, I'm with you. I'm I'm following you now. Okay. Tina, please. Councor answer, right? Yeah. that reality. Maybe, maybe. Okay.

So, because we are increasing the industrial park land purchase by $3 million, that's going to increase the installment payment by another $300,000 out of the capital projects fund. So technically, we're going to need to find $525,000 a year in capital projects. I don't mean to rain on the prey, but it is more realistic to include that $6 million figure. I don't want to jump ahead, but I mean what what I'm looking at is the 400,000 for the transit center for the study because what we're talking about is changing transit completely so that we don't need that hub anymore.

And I like that. I I think I'm going to rain on the board on this one, but I think it's only partial partially grant funed. Our share of that is $80,000. 80. So, yes. Okay. Okay. Um, back to the bathrooms.

Yes, that's where this all started, right? Well, you could make even discuss splitting that in half and doing some of them this year and some of them next year. Centennial does see a lot of traffic. We have all you have all your pickle ballers, the kids swimming, all the soccer, the softball. I'm forgetting somebody. But I mean, a lot of traffic goes through there and and the tournaments come in. So, I think it's worth improving upon those, but it needs to be a show place. I mean, really, because like you said, all the tournaments that come in, we want people to have a good impression of Kingman, too. Yeah. So,

Tim, I have a question on the uh Sunb Belt Sports Park. I saw where a lot of that's from the flood control. Is that uh for the channel? Is that to do that channel as well as put in the fire?

It No, it So, um, as we've been trying to find money and and make all of the the things work, what we looked at, um, just to give you an idea where we've come to Sunb Belt Sports Park. Um, Flying Fortress Parkway, we're borrowing money. We're we're going to Airway and then from Airway over for phase two. comparing numbers right now of what we're seeing for phase one. Um we we initially had estimates for 22 million for phase two. Based on what we're seeing with phase one, that's likely closer to 26 to 28 million. Um so what we did with this is we we took the funds that we had set aside. We had 7 million initially set aside for Sunb Belt Park, which included this 1.4 for for um the flood control channel um and you put that towards the Flying Fortress Parkway. So the hope is um that those accelerated assessments if we start seeing those come back in that could be um used to go back towards Flying Fortress Parkway or I'm sorry towards um Sunb Belt Park. The other possibility is, you know, towards the future looking at a a a geo bond specific to Sunb Belt uh Park to be able to make that thing happen. Uh, you know, in its entirety, not just that first phase of

Okay. I was just wondering because I saw those flood control funds in Iceland. And you're exactly right. So, so those flood control funds, unfortunately, we couldn't put those to flying fortress as well. No. Um, those are for flood control purposes only. So, we're able to use those funds to get that channel put through there and then from there um looking to find ways to to get that park back on track. That answered question. So, I have a couple of questions. Um can we go to playground equipment? Yes,

we have replaced a number of playground uh equipment at various parks. So, I would like us to see I would like to see us take a break from playground equipment for this year. I don't know. Is Mike available? I mean, we've done a lot of playground replacement and we've enhanced the Centennial. So, um, might if Yeah, I don't know if we have any specific plans for 27 as far as playground equipment or if

Thank you for the question. Uh what we what we usually do with playground equipment, we as a department look at what we our needs are and then we put it to the our commission and they talk about it and discuss what they want to do and then we bring it to council. So what we did last year though, we took that money out of playgrounds. So we didn't do anything with playgrounds last year. We did a shade cover over the zip cruise. That's what we did. But we took the playground money and we put a slide in at Grand View Pool and a climbing wall. So Right. But okay. So then it was the year before that there was several like Metaf Park got some. Yeah, that was so So um I don't know how council feels about that, but I I feel like we could take a break.

That's like I said that's what what we would be doing is we'd look at the stuff that we had planned for this year when we took it out to do the slide in the um climbing wall at Grand View. Is there any immediate need right now that you can see for playground equipment to be replaced? I agree with you that we have done a really good job with playgrounds over the past five, six, eight years. Really? I mean, I think we've made some really major improvements. So, okay. Obviously, it is an area that could be okay. I hate to

I'm fine with that. I our parks are in so much better condition. I mean, we had unsafe playgrounds. We had playgrounds that were 30 years old. I mean, so every playground now has new equipment. They all have shade coverage. We've never had those before. I I think taking a year off it would not be any major hardship to the community. Okay. And then um I want Jack to talk to me about street sweepers. Can I get my voice here if you don't mind?

Um concerning the playground. What if we bumped 27 and 28 and gave you 450,000 in 29? Can you last two years because we right now there's only 540,000 scheduled. We could do that obviously. We can we we we we work miracles with really with what we do, but there are some um older swing sets and things like that that are outdated, maybe a little unsafe that we're looking at trying to replace some of those. So, I mean um that's kind of what we had in mind. But

yeah, I'm good with the one year then. I was just trying to get you a big wad of money at once. Just joking. Okay. Uh second question for you, Mike. Uh Omaha Drive, is that like a bike path, walking shared walking trail? It's a it's a shared use path. Yeah, it's going to be walking. It's going to be asphalt and we got a grant for that. Okay. How much grant? Um 500,000 is the mind on that. Yeah. Thank you. You tried. So Mike's asking me to change the slide as quick as possible. No, street. She had four questions on parks. Actually, I do want to give you a pat on the back though in your crew.

Um, a couple years ago, we the soft well the court of course you know the veterans court play the Habsu Veterans Court and it was brought to my attention that there's no flag pole right there by the by the ball fields at Centennial Park. the flag pole is on the other side of the tennis court and so it's sort of hard when you can't see it and they want to do the pledge of they want to you know have the national anthem and play there's no flag to see and so Mike and his crew was able to get a flag pole put in there right there in the center by the

refreshment yeah by the forplex there and so I just want to thank you again publicly for making that happen I'm not sure where you pulled the money off her budget but I know you got it done well what we did we took a flag pole that was in the other side of the park and not in use over by the pool that the big one replaced and we took it and moved it over there. So, I figured you'd work some magic. So, anyway, I just wanted to thank you again for getting that done. Thank you.

All right. Public safety capital projects. We have uh apparatus replacement uh for 1.4 million. station 25 for 7.9 million. Um let's see flashover training chamber uh 140,000. Let's see brush truck replacement for 500,000 and I think that's it on or those are the the big tickets there. And then looking at police um a lot of upgrades to the station there bringing it up to date. um a lot of needed uh carpet replacements in and those there. So, and then we've also got the modular crash rated vehicle barrier system. Um being able to do our road closures um for special events and all that, being able to have more than just some uh barricades out there, but actually prevent vehicles from from driving through.

And the grant on that is 117,000 per year.

So, onto the airport. This is all airport funds. Not going to help us a whole lot on finding money. So, um some good projects out here though. Access control upgrades. Um new uh airfield lights and navads. Um and then a big one, the taxiway d rehabilitation design and construction on two streets. Um let's see, Flying Fortress Parkway, looking at Airway to Industrial Boulevard, 27 million there. And then continuing with what we've got going right now, um from the interchange to Airway, and then Airway down to Prospector. And let's see.

And you're pretty confident about that 27 million. I know. I'm putting on the spot. I think Tina mentioned inflation was at 4%. Yeah. So, so the sooner the better.

Yes. Not Yeah. Well, I mean, we've got we had a great response for phase one. We're working with the contractor to get those plans done. Um, we're I believe I don't know if Robert's Yeah, Robert's in there. I think Juneish is what we're shooting for to get those plans June, July, we should have those plans to be able to put out. So hopefully we'll be able to get those out there while we still have two different contractors working on Flying Fortress and another contractor in town. So, um, we're hoping to have those out there on the streets so that we, uh, can maybe save some mobilization costs and and, uh, get somebody that we've been working with already. So, we're

putting it out for bid in July probably hopefully. Yes, that's the plan. and then yeah, starting work on it maybe late fall. Okay. Is there some news concerning Cayman Crossing traffic interchange that we don't know about that there's $60 million up there?

Yes. No. Yes, I know. We are continuing to work with u our attorney um working with uh Gus Roosevelt, Andrew um that they're working on an RFP. We had started working on an RFP internally. We said, you know, this is a much bigger scope than just putting it out there and seeing what we get. So, uh, Andrew, who's worked on a number of these projects, is is working on that RFP. We've had a quite a few meetings with him, just making sure we get that scope put together. We had hoped to have that out before we went to ICS next week. U, we're not quite there yet, but um, we will have that before council to look at the structure before we post it. make sure you all are happy with what we're proposing in that and then have it out on the street and get that moving. But the idea with that 60 million um again that is outside funds coming in to fund that. So it it wouldn't be out of our our general funds or anything like that but basically having that there so that

I like outside investment.

Yes, we do. Um and then let's see. So 60,000 for the interchange, 10,000 or 000. That'd be great, wouldn't it? 16 million for the interchange, 10 million for uh running the boulevard down to Southern. And then uh pavement preservation, continuing with that um at about seven a year. And um right turn lane at Stockton Hill and Airway. Uh basically the design for it and then construction in FY28. Uh, and then let's see. Traffic signals.

Can you skipped over the street sweeper? It is. Yep. Yeah. Big ticket, Jack. I know. Can I talk to Jack about the street sweeper? I tried, Jack. No problem. Thank you. Tell me about this. How How many street sweepers do we have? So, we have uh three in total, I think, right now.

How many are working? Well, that's Do you mean working as in functional or working as an out sweeping? Um, which leads us So, if I could back up for just a minute, uh, this this is actually a rollover from last this current fiscal year. So, that was approved and actually has been ordered already. We're waiting for delivery right now, which is anticipated in the next fiscal year. Um, as far as out working, uh, we keep one running continuously. We want to up that to improve the number of miles that are swept annually. Um I don't know what we can do to back out of the order at this moment, but if that's the desire of the council, we could look at that.

I just I just want to know like how often are street sweepers used, when are they used? Um how effective are they? Um I have all those questions.

Sure. So we run a sweeper almost every day. Now that is dependent on manpower. Uh been working with with manager Walsh and and Miss Molen to show what we can do on a consistent basis, what we can't. Uh there are some things that we try and do continuously. Uh obviously when there's changes in our storm or large projects or that sort of thing, we back out of those. Uh the sweepers do get a lot of use uh with our pavement preservation program. Although we do include the first post sweep, so after the treatment is applied for the contractor, there's still a decent amount of sweeping that's done, uh, in house. And so, um, we sweep, I think about 6,000 miles a year, um, on average.

Okay. Just I don't know. I'm not sold, but I guess it's already purchased, so actually in Jack's fence, I see it all the time. I I see it. I just don't know how effective it is because we need more sweeping. Okay, fair enough. Fair enough. Good point, Jack. If uh Come back. Come back. You're doing 6,000 miles a year. How many miles do we have in roads? 400. So, are you are you getting 10% done a year? Are you getting 95% done?

No, actually uh we do. We have just over 400 lane miles of roadway. And so what our objective is is to treat our arterials monthly, which is Stockton Hill, Kino, Gordon, I'm sorry, not Kino,

uh airway, Gordon, those types of roads on a monthly basis. Then we go to the collectors, we try and do the same thing. And then we go to the residentials on a quarterly basis. So, uh, you know, we try to get the residentials a couple times a year. So, depending on the functional class of the roadway depends on how often we sweep. So, that's why you see and a lane miles, you know, the the sweeper, it may take more than one pass to get it cleaned depending on the road width and everything else. And so, that's why you see such a large number of miles swept versus the number of miles we have in the system is because we're doing that repetitively. I think that um since we're talking about this, I think it's would be worthwhile to have the contractor sweep after the chip seal until it's all cleaned up because this last round was a horrific mess. The roads looked like they were now gravel roads. And I know your guys were struggling to get it all cleaned up. And that has got to be awful for for our sweepers to be sweeping up all that gravel for how many passes? Three or four, I think, on Ashport.

Yeah. So, uh the contractor was part of that. That is not a good example of what it should look like. Um we did have some dilamination in that which they're coming back at the end of the chip seal that we're in in district 4 to take care of some warranty work in those areas that uh in those instances we've sent our sweepers in some of those to try and help but uh the contractor does send sweepers back to sweep in those um till it stabilizes or we get it covered back up. That was a continuing issue. Might be incentive for them to do a better job if they have to keep sweeping it until they've cleaned up all the mess. Yeah, they're getting to pay for it twice. So, it's pretty good incentive for sure. I have other thoughts about that, but understood. Thank you.

All right. Oh, so close. Yes, sir.

Yes. Okay. Walmart covert. Walmart was built a long time ago. It's a new cover culvert that needs to put in be put in now. No. Uh actually, I'm really happy you brought that up. So, thank you, Councilwoman Savage. Score.

Um so, that project uh transits had got in and had lit a fire in the culvert, which is a plastic HDP, and it burnt. So, we replaced a section of it. It was collapsed, and we couldn't see beyond that collapse. Once we dug that section out that's in the right ofway in the city's area, uh we realized there was additional collapsed area beyond that. So, we budgeted for that and I have not even been able to give manager Walsh or Tina the good news. Uh we had some conversation with Walmart. It was kind of a weird area because it was in a right or in an easement, but we couldn't find anything where that had been accepted by the city through any type of resolution or permitting. And so, Walmart is actually in the process of uh replacing those sections right now. So that item actually can be removed.

Wow. Storm water. Winner winner. Thank you for the question. And how much was that? Job shot. I wish it's uh on it's the bottom line there. So 250 Jack Pops. Regardless of what I've said in the past, I like you Jack. Do we have a a running tally?

So, uh, Vice Mayor, that storm, the Walmart culvert comes out of blood control monies and it does not affect the general. Thank you again, Tina, for the positive news. Pop that balloon still. Thank you, Councilman. You just keep raining on our parade, Gina. That's fine. Our running tally so far is $230,000. We're moving the transit center design, which is $80,000. That does end up coming from the general fund, sorry, and playground equipment next year for $150,000.

Did we I think we had talked about the restrooms at Centennial. Are we keeping those or were those coming off? I think we should keep them, right? The bathrooms centennial. Yeah. Or compromise and do half this year, half next year. I mean, cost. Does that affect the cost? If we do them all at once, we probably will get a better and there'll be more next year and they'll be uniform and they'll look like they go together. We can we can keep looking. We'll leave them for now. I think I mean I imagine you're gonna uh when we go to approve the budget, you'll come to us with some things that you think are are not as absolutely um

important. Absolutely. That was going to be my um suggestion as well. If you could go to the department heads and see what can be put off for I mean so we're not just chopping at their departments. Nope. Absolutely. I that's a see what can be foregone for this year and maybe wait till next year and maybe they'll be generous enough to come up with the remainder of the funds. Absolutely. Tina, what were the numbers you said we've had? We're at so far $230,000. So 80,000 for the transit center and $150,000 for the playground equipment

and 100,000 for the yellow line, wasn't it? So I'm uh Thank you, Councilman Dykins. I'm just talking about the amount we needed to cut from capital projects, which was $525,000 this year. That was the amount that I thought we we were talking about. So that was that was after we adjusted the It's not just for the um payroll. It's also for the other item that we increased to be able to do the the airport purchase of the the industrial park land. It's okay. They'll find it. If Jack wouldn't have bought the sweeper, we'd be there.

Well, wait. We had to That was That was a car last year. It's not. So, the one thing that my last sticky note that I'm worried is not in here. The last one. The last one is that there isn't anything for this injection well to to fix it to Oh yeah to add or I didn't see anything specific. Maybe it is believe we have design 400,000 in here I think is what or 200 200 I think for design is that's for a design

what what if there are some grants that could help us pay for um that filtration system and it's not a line item on here because I I hope that there is something out there that this is a really worthwhile project to be able to put that water back into the ground. And so maybe there are some grants and so I'm I'm worried that there is an align item to to get us there.

So yeah, we we've got the 200,000 I believe it's 200,000 for design. So we can be working on the design, but definitely we can pursue those grants. Um I I think couple of couple of issues. I think if as far as the grant goes likely before we'd be able to see that grant implemented all that we we'd probably be looking at FY28 to be able to implement it. Um otherwise I I think lean on Teen on this one. Um we do put contingency amounts within the budget so that we could transfer budget allocation in order to account for something like that if we were able to do it sooner.

Okay. This this is project has been going on for over a decade now. That's a decade of water, you know, that could have been put back into the ground. And so I don't I don't want it to linger for too long. We already spent all this money on the well. A lot of money.

Yes. 100%. And that is we're trying to basically looking at all the options with it. We've we've got um we do have an estimate to do design um that came in. I think it was quite a bit more than our 200. So, we're looking at additional options for okay, what are what are other ways we can look at doing this design. Um, you know, Las Vegas, there's a number of places that are are dealing with a similar issue. Um, so basically exploring those. Okay. You know, we we've worked with a consultant right now to to address it. Um, we want to look at, okay, what are other cities doing so that we can maybe not reinvent the wheel and actually do what what's being done. So looking at a number of different options on it. We actually just met I think it was last week

to to look at that as well. So Okay. So you feel like you're adequately covered in the budget to keep moving forward. I do. Yeah. Okay.

Yep. Um I think solid waste transit storm water. Moving on to wastewater capital projects. Um let's see. We have downtown sewer outfall line interim remediation got a million for that. That is our our line going out to the treatment plant. Um basically just looking at repairs strengthening that line. Um wastewater treatment plant a million that was the outfall um parallel interceptor Jagger to wastewater treatment plant. Um, let's see. Continuing through some big projects with wastewater um industrial park sewer sewer expansion, getting sewer over to that area so that we can expand into that area. Um, let's see. And then a wastewater storage uh and workspace facility. A lot of our equipment currently is stored outside. This would allow us to to be able to bring it indoors and and uh increase that that life lifetime on those. Um let's see. Utilities water looking at uh continuing with the automated meter reading installing those meters replacing existing meters with those. Um, backho replacement. Um, city well 12. Uh, continuing with that design.

Tim. Yes, sir. Can you back up? Yep. Small wheel loader. What is that? Wheel loader. Is are we looking at wastewater or water? Small wheel loader. I am going That was under wastewater. Yeah. Um 350,000. That is a loader with small wheels. No, I'm gonna have Jack help me out with that one. Jack, we lost Walmart. You better

Yeah. So, I'm I'm trying to play catch-up with some of the water wastewater capital budget, although we're involved. I didn't have all the exact details, but out there for uh doing grading, drainage, some material handling, and things similar to the backhoe. Uh they had a a loader in there. The loader, it says small wheel. It's kind of uh misleading because it is a large piece of equipment and so when we're handling the bioolids, the pressed solids coming off from the treatment. Uh that's part of what that is. Um and so that's handling that with the dump truck, turning those over if they're composting or uh ultimately, you know, moving those those materials on to other locations. Is this is this a task that can be done by the backhoe that is being requested? Also,

uh the volume I would say it would be more of a time killer because the loader moves so much more material. Um the backo could do it, but it it's actually going to create an inefficiency that would probably likely cost the same amount if not more. And I will say so that Tina doesn't have to rain on the parade, this is coming out of the wastewater uh utilities fund. So this would what are we even talking about wastewater for?

Actually since we are talking about wastewater just continue discussion. I know Tina you mentioned earlier when we first started today that uh one bond will be paid off in 28 and then and the last one will be in 30. Of course, unfortunately, right at the end of that, now we need to expand again. What are we looking at right now? For example, we probably won't have to expand downtown, but I would imagine we're going have to expand Hilltop because of all the growth that we have are seeing.

So, we're currently in the middle of of that analysis, looking at that treatment plant, looking at um there's actually some some good news. We might be able to extend that a little bit further. um looking at maybe some differences in how we approach the treatment might give us some additional life. So there's a couple of things with the treatment plant. One is volume of flow coming in. So how much but then also the I don't know the best way to say basically the the makeup of that flow coming in and how you treat that flow. So um it's you know in the on the clean water side you're looking at quantity and quality and and basically the same idea with with the waste water. So, um there's pos there's possibility or potential that with some changes in treatment, we might be able to ex extend the life of that and you be able to treat uh continue to treat more as we go. Jack, does that sound about right?

Okay. So, there is a possibility we might have a little bit of of time in between there, but we we're running those studies right now. Um engineering is working with a consultant to to do that analysis. I know you and I have talked about it before about capacity because we obviously we need to be able to handle the capacity that we're planning on with this expansion. Yep. 100%. And that is and fortunately we're we're getting to the point to where we're able to end those loans before we have to really consider that that full expansion. So, okay,

we're uh fortunate in that area, but at some point there will need expansion at that point. just as we continue to grow, the volume's going to be there that that we'll need to, but um initial indications right now is it won't be immediately after right after that. So, so do you think our citizens will actually see a break in their bill for wastewater at the end of the getting that one payment done? Because I'm sure you guys have all been asked, why are our sewer rates so expensive? Um, just yesterday I was dinged up again on it.

And I mean really that'll be something as we get closer to that that we can evaluate. I I think having this study done and being able to determine when that next expansion's going to be needed because um costs of those expansions haven't gone down. They've actually g gotten quite a bit more. Uh well, you figure, you know, 20 years ago that expansion versus what it's going to cost now. Um so the cost of those have gone up. So sure. Um basically it'll be an analysis of okay looking at what we need to do to extend the life of what we have and then at that you know at what point we need to expand what that cost is going to be and and factoring all of that together. So

So Hilltop's been in service for 20 years almost believe. Yeah. 18 2008. We're going to pay that off in 28, right? Yeah. Yeah. That's huge. Yeah, that'll be Yeah. Okay. Well, thank you.

All right. So, Councilman Dyken, same with water water utility fund. Um, some of the projects like I mentioned the the meter reading in here, you know, changing out those meters, improving efficiencies and accuracy with our meters. Um, continuing with our lead and copper rule revisions. Uh, we love the unfunded mandates that we have to follow from EPA. Um, and then the main tanks, transmission main, continuing that project. We've we've we're almost there. So, this one will actually connect us in. Um, let's see. Northridge storage tank. That one's out a few years. And I think another big one. So, yeah, we've got our service line replacements in there. We've got uh source water meters, putting those on our wells. Um, I think that covers quite a bit. And then chlorine and motor cabinet upgrades for our well sites. Then we made this really small so you can't see it. No, just kidding. Um these are capital projects requested but not recommended. So in addition to all of the capital projects that we put forward, um these are a number of projects that were also requested but just not having the funds to to be able to uh do them. but wanted to share just to show you know some of the additional needs and and uh things that were identified as as potential. So

with that actually I know it's been discussed but Tina maybe like right now you have the grand total of 178 almost $179 million. Can we because some of those projects are um enterprise fund projects. Can we actually sort of get a distinction because like like Councilman Dykens, we can't really cut those. We need those and it doesn't have an effect on what we're spending as far as some of the other stuff. So maybe for next year, separate that out so that we, you know, add it, keep it in for total, but maybe break out what are enterprise fund ones and what are not.

That's a great suggestion. Are we already planning on cutting projects next year? No, no, no, no. It depends. We'll make sure to do that. It is a great suggestion. Are you doing another comp study? It's called a you can't touch this file. We'll do that.

I did have a question. I just wanted to summarize. I know you're going to summarize in the next steps, but I just wanted to get a baseline for where we're at right now with the compensation proposals, make sure that I understand it completely. Um so with the changes that we made in reduction to capital improvement um plan as well as the comp adjustment for anyone getting um over 10% uh the reduction in uh no merit increase and then removal of the yellow line. So where are we at Tina?

We are at $55,000. Perfect.

And if I may, I appreciate you bringing that up, Vice Mayor. Um I know I I just want to put this out there so that um our our staff is aware of it as well. Um one of the things that has been important to, you know, working with fire is the move up pay. And um you know in putting this this study together um we didn't have the money to address move up pay this year. Uh looking at the changes that we're making right now I I had promised to staff that we would address it next year. Honestly, looking at these changes and these increases, that's gonna I'm gonna have we're gonna have to really look at it to be able to to address it next just because of the increase of going from where we were to to what we had proposed. Now, another 500,000 on top of that will make any changes in the future really difficult to be able to accomplish. So, just want to, you know, put that out there as well. Obviously, we'll we'll look at it and see what we can do with it, but an increase of 500,000 this year really puts a damper on what we can do in future years. So,

and I appreciate you bringing that up because I know that that's sitting out there on the horizon. So, I appreciate that. Um I just had it um it'll come to me. gonna pause here while she finishes writing before we go to what's next. Ready? Good.

So, what's next? We will work internally to make the requested modifications that you have directed us to do today and then we will bring those modifications to you during the tenative budget at the tenative budget which will be on June 2nd. Hopefully, we get them all correct when we bring those to you. And if they are correct and there are no further modifications at that time, then we will bring the final budget to you at the June 23rd meeting. And then that budget will go into effect on July 1st. Sorry. And that's it. We're done. So,

we're going to do that during a a normal meeting. So, it's tentative. Are you going to want us to see changes or you're just going to bring back the changes and then we're going to say yay or we either agree or don't? So, Councilman Savage, it is entirely up to you if you'd like to have another meeting. Is there going to be decision making on that tenative budget? So other than a couple of projects, right, that we're going to need to cut, I think we've got good direction from council as far as what you've decided here. Okay.

There may be something that you want to change as far as the projects that we bring forward and you're able to do that during that council meeting prior to us adopting that tenative budget. So I don't know that we need another meeting. Certainly we can, but I feel confident that we can we can bring something to you guys. Okay. Thank you. You're welcome. Thank you, Tina. And thank you. Yes. Thank you so much.

Okay. I think no more questions. We're good discussions wise. Tina, once again, everybody, all department heads and staff, we appreciate you being here today and thanks for informing us and trying to make us all keep this city running at a good pace. So, thank you, Manager Walsh. Thank you, Tina. And have a good evening. We're done.