City Council - Regular Meeting

meeting to order. Eric, can you do roll call, please? Yes, Mayor. District one, Councilman Rios is excused. District two, Councilman Pastor here. District three, Councilman Letham is excused. District four, Vice Mayor Stapleton here. District five, Councilman Gonzalez here. District six, Councilman Shipley is excused. Mayor Gomero here. Mayor, we have a quorum.

Thank you, Eric. Chief, can you lead us in the invocation, please? Our Father in heaven, as we gather this evening, we would ask for thy blessings on our community, that those within it that are suffering at this time or maybe in need may find the relief they're looking for and may find comfort through thee. We are grateful for the things that thou has blessed us with. We would pray that that would bless our land with the rain that it's needed to to alleviate the drought that we're facing at this time. And we would also pray for these proceedings that they may be conducted in a manner that is appropriate and that those items that are discussed tonight may find a resolution that will be of benefit to the community and those who live within it. We pray for all those who serve within our community to make it better and do so in Jesus name. Amen. Mariana, can you lead us in the pledge, please?

Yes, Mr. Mayor. I aliance to the flag of the United States of America and to the republic for which it stands, one nation under God, indivisible, with liberty and justice for all. We'll start with a summary of current events. Mike, we'll start with you down there. You got anything? Uh, not really. It's too hot to be outside. make the uh ribbon cutting for the new bank down there.

Washington Federal and that was pretty nice. The building's real nice. It's pretty nice addition on that end of town. That's all I have there. Thank you. Like I actually don't have anything tonight, mayor. Wow. Yeah. Yeah. Just two things, Mr. Mayor. I too attended the dedication ceremony this morning for Washington Federal and uh it just means I can get to my dad's bank faster in the morning by a good thing.

Second thing, I went out on the county property to take a look at Kenny doing uh initial work in Panel Creek and I was pleased with what they were doing. They were very busy. So, they're doing their job. I'm pleased to say that. Where's that? uh up the creek um county area uh beyond um the college. Okay. Out in six shooter Canyon area. Okay. Thank you, sir.

I have a couple of things. I attended the award ceremony for the arts commission. It was Friday, Friday morning and there was an award up the dog award and uh love where you live uh with Thea and Regina who had that organization was the four one of the four finalists. I think there was 29 original uh competitors and they narrowed it down to four. Um, I had the honor of nominating Love Where You Live this year for this award and we saw the last four uh or the last Yeah, the last four had presentations of what they did this with their community and they there was a lot of competition and and you know it's they deserve it. Love Where You Live won the award uh of the state award. And really what this does, this recognizes organizations that demonstrate exceptional, innovative, collaborative partnership to advance arts and culture within their community. And they've done a lot of that not only in the city of Globe, but in Miami and the county, I think sending even to Superior and stuff. So they they deserve that award. Um I want to invite them for the next council meeting so they can talk a little more about what what what it was all about. Um this Friday the 15th at 11 o'clock they have a rededication of the memorial wall at the uh historic society. So if anybody is available they'll have lunch but they're going to have a rededication of that memorial wall that was built there. On the 20th is next coffee with the mayor. It'll be a week from tomorrow and again at Copper City's coffee if anybody wants to join uh myself and Vice Mayor Stapleton for coffee. That's all I have. Paul, you going to have anything?

M council. No, nothing for the Okay, we have our first community call the public. Again, this is a time when any citizen can speak to the council uh on any item that is not on the agenda. Uh there is a threeminut time frame and uh at that time council cannot respond to any comments made but can direct staff to do some followup if needed. I do have one call card. I have uh O'Neal, Mr. O'Neal. Stefan. Yes. Okay. If you want to come up here, state your name and your address.

My name is Stephan O'Neal. Good evening, mayor, council members, members of the community. Um, again, my name is Stephan O'Neal. I'm the secretary for Arizona Spokes. We're a newly established local 501c3 uh nonprofit organization focused on outdoor recreation, trail stewardship, cycling advocacy, community engagement, and promoting healthy active lifestyles in globe Miami area. Um I'm also joined tonight by our president, Ernie Baka, and our treasurer, Matthew Storms. First of all, I want to thank you for giving us time to speak today. And I talk about who we are. Arizona Spokes was created by local residents who care deeply about this community and believe our area has incredible potential for continued growth through outdoor recreation and communitydriven initiatives. Our purpose tonight is simply to introduce ourselves, begin building relationships, and express our interest in becoming a positive and collaborative community partner moving forward. We believe Globe Miami already possesses one of the most important foundations for outdoor recreation success, a strong community identity and access to incredible natural surroundings that make this area unique. As we continue developing as an organization, Arizona Spokes intends to focus on initiatives that support outdoor recreation, community engagement, tourism, and healthy active lifestyles throughout the Globe Miami area. Our organization hopes to help identify opportunities that enhance quality of life for residents while also contributing to long-term recreational and economic vitality for our community. Tonight is simply about introducing who we are, expressing our commitment to this community and beginning what we hope will begin a strong and collab collaborative relationship with the city of Globe moving forward. Thank you again for your time. We appreciate opportunity to introduce Arizona spokes and look forward to future conversation with the city and the community. Thank you. Paul, can we get a contact information from him so we can I'd like to set up a meeting with them to meet with their organization

somebody from our staff. Okay. Thank you. Any other call to the public on line or email or I think an email.

Okay. Next. So we'll go to express for presentations. Item 3A is Globe City Council will receive a project update from Tiffany Construction regarding the Panal Creek sediment removal project. And we have Herb Tiffany and Mike Garrison. My name is Mike Garrison, general superintendent with Tiffany Construction. Uh things are moving well as we're marching through the process. We are with working with civil as they're wrapping up the last of the plans, the permitting through ADOT and looking forward to to starting progress on getting this community where runs water runs through it correctly again. So things are moving quickly. Uh the permits are getting into place. We've been dealing with the railroad and and everybody along the way. So we are pretty close to getting the phase one area up and ready to go.

Do you uh questions or comments? Mike, go ahead. So, so, so you haven't started any excavation or anything yet? No, sir. Right now, they just got the the the next phase of getting all the the uh elev elevations, the topography maps are in. So, Mr. Doo is putting all that together. I imagine here in the next week or two, we'll be seeing a 90% submittal in which we will turn in the GMPs and uh be looking for board approval on those. And then uh that'll be where we can start getting ready to get into get into the channel. question. Go ahead. Where where are you going to start or are you just going to send the crews out?

Yep. There'll be multiple crews all over. So, what we've talked to Mr. Paul about here last week is we will identify what is the worst area where you have the biggest concerns and at which point we will put our crews into those first and we will take each area as a level of importance. uh we are looking to have up to 200 bodies working in this valley once we get up and rolling in in full in full motion sir. So you'll have four or five separate crews will be in the bottom of that and again depending upon what the need is and and what we can get in there

uh thank you for coming tonight and presenting. I appreciate that. How long do you think that'll take to complete the project? Our our our goal right now is still to get everything done by monsoon. So we're tracking to work as many hours as necessary to get us out of here by mid July, at least in the phase one portion. As we get into phase two, the harder structures, I'm hoping to be able to start those and get part of those done, but we are uncertain if we're going to be able to finish all those. But our goal is again to get you full capacity and conveyance by we shoot for Fourth of July around that time frame before the rains is what our goal is. And again, we're we're committed to bring as many bodies as we need to work as many days, as many hours as necessary.

I was going to say, are you going to be working in the evening as well as day or Yeah. So, two shifts maybe or Well, no. What we end up doing, the guys will work seven days a week, 14 to 16 hours a day, and then we'll spell the bodies out as we need to. Give them a couple days off and and roll fresh guys in at that point. Thank you. Go ahead. So, uh, one of the questions that's been asked of me is what's going to happen to all the dirt. All the dirt right now is going up to the public workshard. So, there's an area that we have cleared with, uh, the NRCS and all that material is heading up on him. Okay. Thank you. So, and again, thank you everybody. We're looking forward to to working with you. Hang on.

Um, I know our staff has been working closely alongside you. Is there anything else you require from our staff? No, it's been a great community to work with. I appreciate everything that you guys are doing and the level that's being taken care of. So, great community. Okay. And we know we're under time frame and you know the history of it. You know, 220 days. I think we're almost What's the days? I guess I know we're counting them by the days what we have left. September 16th September 157 a very expensive project $24 million um a lot of stuff had to be done put in place right of entries you know

engineering um cultural environmental I mean it just a lot of work just to get to this location but it's good to hear that we will hopefully see that project completed before the monsoon would hit yes sir and we will give it our very best and you guys are in a good set of hands for taking care of this stuff we've been we've been doing flood control projects now for 15 years specializing in helping the community. So you you got the right team with you and it's nice to be teaming up with you folks. I think we're going to be very successful in this. Now is your team also teaming up with uh the county or Miami or are you just working specifically in the in the three miles of globe?

Well, right now I got Hila County that we're working with Hila County and the town of Miami will be on board here in a couple of weeks. So that's where I'm at. We'll we'll be over 200 employees between subcontractors and Tiffany folks in the valley. Probably by the time I would say 1 of June, mid June, we'll be 200 strong trying to get these flood mitigations going. Thank you very much. Mike, you got one. Just want to make a mention that September 7th is my birthday. So that would be a very nice nice present for you guys. We'll need to make sure I'll put that in my my daily planner. Thank you very much. Thank you. Sure.

So, Mr. Mayor, members, council, couple questions. So, just to and I know you went really quick, but just to reiterate, we're doing the sediment removal, correct? Creek as as you go. And then we're going to come back and do the bank stabilization, which will be an engineered chop creek and and but not not poured walls or anything like that

there. right now that is in uh Civil Tech's hands. There's going to be probably several variations of stuff they recommend. They brought in their structural engineer to to look at different certain areas. So, there'll be multiple project or products that you guys will probably be seeing as that goes through. But yes, the plan is to get into get all the sediment removed, try to get full conveyance, get them as much capacity out of this as we can. as Simpif starts to come up with their their hard plans, we'll start taking on those areas as we can and again trying to get as much of that done before the ranks come.

And then I know that CivilTech is doing a set of of documents that we'll be working hand inand with to to make sure we have right of entry, construction easements, all that. And and um I know in our conversations you're very uh very in tune to to what it is to go onto somebody else's property and Yes, sir. And and work and and talk a little bit about how you approach.

Well, well, again, we we try to come down here and we we understand what everybody here has gone through and we like I said, we've been working with the with the floods for quite some time. I've had some very hostile conversations with those that just tore me up one side and down the other. And you have to understand and we understand what the community has gone through. That's what brought a contractor like me here. So we tried our best to take the approach of what if this was your property, your family, your wife, your children, your grandchildren. How would you approach that? And that's where we that's where we stand on. Uh we do our level best to try to put ourselves in your shoes. And I know it's it's a very painful thing for some to watch as we go through and and get this process to get these channels where they can flow correctly. Uh but we we do our level best to communicate and try to help everybody along the process. Uh you know a lot of times our hands are are tied by design by the engineers that are above us and we can only do what they allow us to do but we we try to take the approach as softly as we can understanding that this this community has seen a lot. Your your last event that come through here is it's it's horrible. It's just absolutely something you couldn't even dream up of what your community has gone through and and we understand that. We come off of Cookanino County dealing with all of their flood control stuff watching. We were we were on the front lines as people's homes are being washed through and their cars were being put in ditches. And so we were very in tune and we try our best to be as sensitive as we can and understand what you're going through. So we are approachable. you can talk to us and uh again we'll we'll just try to be as much of this community as we can

and Mr. Members, council, SIP is putting together documents so we can when when we start in a property, we can show them their property and what areas need to be addressed and what areas won't. So So it's not we're going to come on your property and you have no idea where where you're going to be working. They're going to we're going to have documents to designate the area that needs to be touched and what needs to be left alone to to reassure the the property owners that, you know, it's not a um a a blank ticket to go in there and move dirt. So that's important.

And we clearly delineate our work areas right out the gate. We have survey come in, give us our areas of disturbance, where we should be, where we shouldn't be. So it's very clear at that point uh of what the the homeowner is expecting to see. Going back to what Mariano mentioned of Panel Creek and Six Shooter Canyon, um there was a post out there about are you working in the Six Shooter Canyon area? Who is that working? That is us. We have started trees down and everything and there was a concern in there that you know people posted they don't want their trees cut down correct and the only thing that is being removed is what has been approved by Hila County and the engineering stuff that absolutely has to go. Okay. That's according to engineer. Okay.

That's according Yes, sir. So, we're we're on the same page with everybody else. I I hate pulling a tree out of the ground. I hate messing up the landscape and and destroying anything at all. But uh it's uh something that a task that we're assigned to and unfortunately it's it's part of the processor. And your company has leased this Empire building across the highway. That's why we see all the equipment. People see the equipment. That's your equipment coming in to work on this project. Yeah. Currently at this point I have 68 people working in Hila County right now. And then so you advertise locally. Did you get a lot of hits on

I I have stacks of of employment applications. We started working through on getting those folks on. We're waiting on a few more signatures on wrapping up the Hila County work before I bring in the entire force. But right now, I'm looking to hire 12 soon as I get the next release. We are we are reaching out and bringing in all the lucky uh local trucking outfits, working through that also. So, I been running six or eight of the rigs this week and we could be upwards of 50 when we hit into full float. And and you're stationed down here, you're you're currently residing.

You you guys are stuck with me until we're done. So, so uh just so everybody knows something about me, I take this very personally. I treat this as my home and I see all your faces and you guys will all become a part of the family. We we see what's happened, what's done to your yards, your landscaping. You know, uh we've had families when we were up in Cookanino County, the first thing they said is we're afraid to close our eyes at night. We're afraid for our children. We're afraid for our family. We're afraid for our livestock. And by the time we were up and out, within six or eight months time, those same people are going, you know, we can sleep again. We have a level of confidence, a level of comfort. And that's what I'm hoping for to do with this community is get this community where where it's safe at night and and they know without a shadow of a doubt that uh we've done everything we could to take care of.

Mr. Mayor Council, last question. So, what's your favorite restaurant? Well, you know, the fat guy is working his way around, so we haven't we haven't picked a a real hard one yet, but that little barbecue place has caught me a couple times. Mayor's council has all the questions I have. Thank you very much. Okay. Thank you, sir. Thank you.

Item B is a proclamation for National Public Works Week for the week of May 17th to the 23rd, 2026 on behalf of the City of Globe Council. And it'll be followed with a presentation by John Trill, former Phoenix Public Works director. So, I'll read the proclamation. This one's small, so I'm going to put my glasses on. National Public Work Week proclamation May 17 through May 23rd, 2026. Rooted in service powered by community. Whereas public work professionals focus on infrastructure, facilities, and services that are of vital importance to the state sustainability and resilient communities and to public health, high quality of life and well-being of the people of globe Arizona. And whereas these infrastructure, facilities, and services could not be provided without the dedicated efforts of public works professionals who are engineers, managers, and employees at all levels of government and the private sector who are responsible for rebuilding, improving, and protecting our nation's transportation, water supply, water treatment, and solid waste systems, public buildings, and other structures and facilities essential for our citizens. And whereas it is the public interest of the citizens, civic leaders and children in Globe, Arizona to gain knowledge and maintain an ongoing interest and understanding of the importance of public works and public works programs in their respective communities. And whereas the year 2026 marks the 66th annual National Public Works Week sponsored by the American Public Works Association. Be it now resolved, I mayor Algamel, do hereby designate the week of May 17 through May 23rd, 2026 as National Public Works

Week. I urge all citizens to join with representatives of the public works association and government agencies and activities, events, and ceremonies designed to pay tribute to our public works professionals, engineers, managers, and employees, and to recognize the substantial contribution they make to protecting our national health, safety, and advancing quality of life for all. We'll have John.

Good evening, mayor and council. I just want to take a quick moment to acknowledge we've actually invited we've got two members from Hila County Public Works who we wanted to share this you know it's it's a mutual agree you know work that we do. We also have Matt Wrencher tonight from Hila County a deputy public works director Steve Williams in here in the audience and then Alexis Rivera from the town of Miami. Uh we wanted to take that quick moment to bring that group together uh because we also respect and you know acknowledge the fact that we've always worked together and more so and through these flooding events. Thank you for doing that. And want to introduce John Trill and give him his moment to speak and then I'll follow up. Thank you.

Thank you, John. Um, good evening, mayor, members of the council, city manager, and the public and staff. Next week, we celebrate National Public Works Week and recognize the men and women who keep our communities running every single day. This year's theme, rooted in service, powered by community, perfectly captures what public works represents. Most people never think about public works when everything is working properly. They expect clean water when they turn on the faucet, safe roads when they drive to work, reliable trash collection, functioning traffic signals, maintain parks, and emergency response during times of crisis. And behind every one of those services are dedicated professionals who show up every single day, often before sunrise, late into the night, during storms, emergencies, and difficult conditions to serve their communities. And unfortunately, here in Globe, we re recently saw firsthand just how important public works truly is. The devastating flooding that impacted globe changed lives forever. Families were displaced. Businesses were damaged. Roads, drainage systems, and infrastructure were overwhelmed. Lives were lost and emergency crews worked around the clock. But during that tragedy, something powerful happened. As John mentioned, public works crews, first responders, utility staff, operators, engineers, maintenance teams, and volunteers step forward without hesitation. While others were evacuating, they were entering flooded streets, clearing debris, restoring access, protecting infrastructure, and helping people get

to safety. That is what public service looks like. In moments like those, public works is no longer invisible. People suddenly see the dedication, sacrifice, and commitment behind the work. They see individuals willing to put community before themselves. That resilience, that willingness to serve during the most difficult moments is what defines public works. Public works is truly the foundation of our quality of life. It touches never nearly every aspect of daily life. And mayor, you mentioned several of those with your proclamation. Roads, storm water, streets. When when when disaster strikes, public works professionals are among the first to respond and the last to leave. And you see that happening now. Last to leave. Yet, despite how essential this profession is, many people still do not fully understand the scope of what public works does. That is why public work works week matters. It reminds our communities that public works is not simply about infrastructure. It is about protecting lives, supporting families, and building stronger communities. Today, public works professionals face enormous challenges. Aging infrastructure, workforce shortages, population growth, climate impacts, and increasing service demands. Yet every day they continue to adapt, innovate, and serve with professionalism and pride. And as someone who has spent much of my career in public service, I can honestly say that public works professionals are some of the hardest working and most committ committed individuals I've ever known. And they do not and they do it not for the recognition, but because they genuinely care about the communities they serve. The flooding and globe reminded all of

us that infrastructure resilience and emergency preparedness are no longer optional. Communities depend on strong leadership, planning and investment to protect lives and property. But most importantly, communities depend on people. That is why we must continue investing not only in infrastructure but also in the next generation of public works leaders. To all public course works professionals here today. Thank you for your service. Thank you for your leadership and thank you for everything you do to improve the quality of life for everybody. Your impact is seen in every safe roadway, every reliable utility, every restored neighborhood and every life protected during times of crisis. Public works truly is rooted in service and powered by the community. Mayor, members of the council, thank you and happy public works week.

We can get public works. Anybody here for representing the county? We're all in it together. We set this up. People in the back.

Thank you. com. Okay.

Um, this is for the record in the emergency response plan of the federal government, meaning FEMA. There are two emergency support functions that these agencies are recognized. ESF1, that's emergency support function one, transportation, and emergency support function three, public works and engineering. They are considered emergency responders, and uh I thank them for their service. Thank you. Did you have any other comments, John, or you're moving on? We're moving next. I'm ready to move on. So, thank you, mayor.

So, item C is introductions of new public work employees to council. We have James Green, Fleet Department, Steven Smith, Engineering Department, and Adrien Navaro, Water Department.

Good evening, mayor and council. Um, first of all, once again, I like to thought thank John Trill uh for those kind words in the public works. We thought actually John worked with staff a few years ago uh doing some preliminary reporting or actually looking at an analysis with our fleet department and mostly when we me and Paul discussed it we actually thought it'd be important that he kind of do analysis of our public works department where we were at currently and where we wanted to go. Tonight a few weeks ago we actually celebrated some employees that had 30 years of service. So we talked about that retention. Tonight I talked to you about succession planning and some of the through that report with John Trill uh some of the employees pres are going to be presented to you are those key elements of where we would like to be in the future. We are currently at where we're striving for. Um so this is one of those elements and each one of the supervisors take a moment to speak of that employee. I will start with James. One of the key elements, as you'd all know, when we talk about fleet and repair and replacement and long-term goals, one of the things we came across was a lot of times too, is the tracking, the work that was done on vehicles, uh, the fleet maintenance program in general for all of the city globes, not just public works. We're looking at police, fire, and one of the thing is having somebody that can provide that documentation on a day-to-day level. Uh, staffing of course at that time was a little bit limited. Um, so our goal was to find that right piece of that puzzle and I believe we found that piece of that puzzle. So that's why I want to make that introduction tonight. Uh, James uh Green came to us u just in the last few months. Uh, but his experience is pretty broad. Um, his wife uh James and his wife Cali have been coming to the area and Globe uh visiting family members and friends uh for at least last 20 years. His mother-in-law owns a a small business downtown area. So they always had that connection and coming into the globe area. Uh of course like many fall

in love with the area such as myself and we we become transplants to this area. So recently uh they made that move in the last few years uh at least four years. Um, so he's actively been working uh with the he worked with Hila County, worked with the town of Chandler, but uh for a few years, but most importantly, what really stood out to us in the process uh interview process with his experience and knowledge of broad equipment, you know, uh also the biggest thing is administrative level that he's really responsive in documentation and reporting and also his energy. You know, he started off saying, "I'm going to a lot of questions. Um, boy did he underrate that comment. U, you know, because he's constantly working. The biggest thing is is reaching out to other staff members, reaching out to Tina and our finance department. And those are the that's the energy that we've wanted in that area. And it's no discredit. Our mechanics have actually actively been keeping our fleet active and keeping the best that they can. But we knew we had to take it to another level. So that's basically where we're at tonight. Um he's worked 22 at least 22 plus years in trade skills construction and maintenance preventive maintenance. Uh so that's something that really popped out because we knew that we needed that caliber of employee for the documentation where we wanted to go and so far we've been successful. We've had different meetings with staff different department heads uh with PD fire. So that's kind of where we talk about in past uh budget cycle. We've talked about centralizing our fleet and bringing everything back to where we used to have it amongst, you know, in our public works yard and having those schedules. So, that's basically the direction that we're heading. I I feel confident that we're going in the right direction and I'm, you know, like I said, keeping that positive. We are we do have limitations, but I think even with those limitations at hand there, some of those are going to always be, you know, budgetary discussions, but

tonight we're going to celebrate the the where we're headed with this. Uh the other thing that I wanted to bring up is that you know when we talk about working with all staff members um that's the that's the biggest thing is the communication. We hear it in any conversations and that's where it's I I think it's really important that we share that as a group. U so the only other thing I'd like to add and introduce him here tonight. James want to go ahead come up. you'll probably he's already probably read from the embarrassment, but but the reality is he is a transplant to our area and I get it with him this morning and told him he's probably one of the very few people that know uh so knows what a Zamboni is. I said so uh that's why I wanted to share that because even when I mentioned it with one my our admin this morning she looked at me and says what is a Zamboni?

So um but like I said I don't know if Paul do you know what a Zamboni is? Okay. See, Metro Center. Yeah. So, so anyways, uh, so that's why I said he's a transplant. I want to welcome him to our team. He's been, like I said, for the last few months, we've been working hard. We're going to continue to do that. I I love the energy that we've brought to the table for our fleet department and overall city of Globe, for our public works and all our departments and centralizing our goal. James,

thank you, sir. Um, I don't know how to follow that. That's very nice. My mother doesn't speak that nice about me, so I appreciate that, John. Um, I'm glad to be here. I spent three years working with the county, learning the area, and learning things, and I appreciate being able to bring it to a place that's actually appreciative of it. John has been amazing to work with. The staff over there has been amazing to work with. Um, limited resources. We get that. It's a smaller community. I have less to draw on, but I have so much more enthusiasm for people. Even the 36y year veterans like my one mechanic who's 75 years old. I can't beat that guy. He is amazing. A great asset to this city. So, I very appreciative for the opportunity and I hope to make this the last move.

Welcome.

Glad you're here. Good evening, mayor, vice mayor, members of the council. Um, I get the privilege of introducing you to our new um, construction utilities inspector. And when I say new, I'm talking about 16 months old, new. Uh he actually joined us back in January 2025 and realized we haven't introduced him yet. So um this is Stephen Smith with a ph not a V. Uh he makes sure he we get to know that sometimes. Uh but he brings a lot of experience to the city. He has about 30 years working with um in the construction engineering field. He uh has a focus in surveying. He knows a lot about the surveying aspects. And so, um, good wealth there. Uh, he's really knowledgeable in the materials testing as far as the concrete, asphalt, and soil testing. So, that's a huge asset. I don't think we've had ever here in the city. Um, and of course, again, he has construction uh, inspection experience. Now, when he came on board, he he was really ready to go. Uh, I was going through contracts and the language and trying to understand the language with our our template and the construction side of things and he brought to my attention um the trenchwork and what needs to be done there and the standards that we need to have that we should probably have that in the in the contract. And so I asked him, well, give me some language that we can put in there that would be a, you know, a template language. Did it. It's working beautifully. Um, we now are getting our contractors to actually fill the trench the proper way. um when any time they're digging. So, um credit to him on that, bring that to my attention that it wasn't in the contract. And um

the one thing I will say that I have noticed uh since he's been here is the relationship building that he's doing with our contractors. Um he he's really developed a really close relationship with many of them, getting to know them. And so when he goes out there, because he's a he's very particular and a stickler to what needs to be done right, they're listening. And that's what I've noticed through that rel the relationships that he's building. So, I'm learning a lot from him just on on what to expect. He's always coming every day with full energy and um sometimes I can't match that energy and uh um so I'm trying to keep up with him. He tires me out sometimes with the discussions that we have because I'm trying to keep up with him. But um I but what I have confidence is that when he's out there inspecting any project, I know it's going to be done right. I don't have to worry about uh whether or not it's being looked at. So um just want to welcome Stephen Smith.

Okay. Well, thank you. Flattering. I don't really know what else to say. I love working here. I love the job. I love the people. I love working with Travis, John, Vince, Uriel, that young lady over there filming me. Jessica, Jose, Brandy, everybody's great. So, I enjoy the job. I enjoy the work. And these people make it to where I look forward to coming to work every day. So, I look forward to doing that.

Welcome. We're glad you're here. one more. All right. Good. Good evening, Mayor and Council. Uh, so when we went out to advertise for this position of a water compliance officer, me and Jody looked at a bunch of applications. We picked a few. Um, and I remember the interview with Adrian here. She really stood out. She had a lot of energy in her interview after it was all over. Me and Jod were like, "That girl had energy." And so we discussed, talked to John about it. And then we made an offer to Adrian. She came on board. Um, she has a background in uh, sales. Her organization skills that she brought with her to to the department is crazy. Like if you guys go into the water barn, there's no doubt you're going to find the part you're looking for now. Like there's labels on everything. She's she's just been amazing. She's been with us six months now. Um she's also taking on part of the um the backflow compliance uh aspect of the job with Jody. Jod's been training her on that. She's been uh reviewing all our uh ADQ documents, the uh Smurf, the DMRS. She's re um she's reviewing those now. Sorry, my throat's drying. Um yeah, being short and simple, introduce Adrian. She want Oh, she wanted to show off her uh public speaking skills, so she said to give her some more time. So,

so this may take a while. So, this is Adrien Navaro. Hi. Um it's an honor to be here. I'm so grateful for the position that I have. Um it's very unique. Um, I have the ability to be at the barn working, you know, with the water department on that side as well as here at city hall, obviously working with Jodie. Um, but I'm very grateful for my position. I like everyone that I work with and I look forward to learning a lot more. So, yay. Good job.

Welcome. you know, we hear names uh often, you know, of people we hire and but it's good to see their faces now and see a little history on them. Appreciate all the support also, you know, public works, all you guys being here. Appreciate that very much. We appreciate all the work you do. Item D is employee recognition of 20 years of service May 1st, 2006 for Adul or Water Superintendent Vince.

Yeah. So, Adolf's not here tonight. Um, actually when I was outside, he uh called me. He's out on a project right now. He needed a tool and sitting back in my truck. So, he stopped by to get a tool and he didn't want to come in. So, he's out working. And just on that, like uh I think I've known Adolf eight years now. Like learning from that guy, that guy is amazing. You all know we have an aging system. Some of the the fittings don't fit, right? So, you get these new fittings and they don't really fit. And Adolf comes up with creative ideas where he just like somehow magically makes it work. There's times where like we have sewer clogs and we're like, "Let's let's get a different tool. Let's give up. Let's dig it." And he's like, "No, no, no. Let's keep going forward." And then seconds later it's unclogged. He doesn't give up. He he fights through his his everything he has going on. He's fighting. Um I don't know. I think all of us in this room could say good things about Adolf. Like he's just the man. So, but we're tomorrow morning we're going to give him his award. We have our safety meeting and we'll give it to him tomorrow. So,

thank you. Thank you, Vince. Yep. Item E is presentation of the Arizona Local Technical Assistance Program, LTAP, build a better mousetrap award to the city of Globe. Yeah.

So, good evening again, mayor and council. Um, yeah. And so you might be wondering uh what build a better mousetrap is. It's kind of funny title, but so um LTAP through uh ADOT is a program and we get these these emails all the time. There all these advertisements and I see this one on build a better mouse trap like so I read it. I'm like this is kind of funny but it's kind of cool. Um so a little backstory on the project. Um down at the wastewater plant during uh belt pressing, you have to use a polymer. Uh polymer comes in a 55gallon drum. It's like a thick uh snot. Like it's nasty. Um it's heavy. Comes in that barrel. It gets delivered. You have to get it on a dolly and roll it over to this area where you hook it to a pump so it can pump into the system. Well, you got to tip it so that polymer is always at the front of the barrel so that the pump can um when you dolling it over, you obviously have to tip it back, which you know, there's that weight on you. If you get it too far, that break point could topple over on top of you. Um, if you don't strap it down, it could fall out of the dolly and spill over the floor, slipping hazards, all kinds of stuff there. When you go set it down, it could fling you forward. If you go too far, you could hit the face on the dolly. Uh, there's a lot of issues. Um, so operator down there, Sonia, she recognized the hazard. And she's like, "This sucks. Like, we need to fix this. Someone's going to get hurt." And, uh, so at the time, uh, she talked to her brother, Jose. was a uh came up with an idea. He's another one of those guys where he sees an issue and he can solve it. So, he had a little idea of of creating this barrel tipper. We didn't have a name for it, but then that's what it became. They asked, "Hey, can we

build this thing? Can you know we want to try this?" And I was like, "Well, how much you going to spend? Like, this seems like quite a project." And he's like, "I'm got scrap metal. I just need to probably buy a winch." He went and bought a $70 winch from uh Tractor Supply, got a battery and used scrap metal and built this thing. They showed he painted it up. He show they said, "Come down, check this out." Okay, let's go. So, I went down there and this thing is amazing. Like, it worked. It worked perfect. And then I saw this advertisement. I'm like, I'm going to submit these pictures, this application. Submitted the application like I think like early last summer. Like early last summer. forgot about it completely. Then next you know I get an email saying that we won and I'm like what? And they wanted to give this award uh like a month ago. So talking to them told them about this week about public works week and the proclamation timing just seemed right. So um tonight got Rebecca here from LTAP. She's going to kind of go through her presentation about the program and then we have a little award. So anything questions on that so far? You'll see it in the the presentation.

Yeah. Yeah. You'll see it in the presentation and then we'll give some more details about it. My name is Becca Mayhur. I'm with the Arizona Local Technical Assistance Program. I've been with ADOT for 20 years now, but with the program since 2011. If I can get you closer to the mic. Yeah, the mic right there. Sorry.

Um, so this is my team. I have the top of the top row represents 1.25 25 people of course because I'm half ADOT half Arizona local technical assistance program but we have three dedicated regional trainers. We have one dedicated heavy equipment trainer and we have two regional trainers. There we go. So the program was developed in 1981. is actually the rural technical assistance program and it was designed to help local agencies uh utilize their funding and for us to be a to be able to do training and help with technical assistance program membership. All all local agencies are members of LTAP some are non-contributing and some are contributing. I just want to make there is a mistake on this slide. PAG FEMA association of government is actually contributing as we live um in transportation we live in a world of acronyms so I just want to say what a cog and no is a COG is a council of government and an MO is metropolitan planning organization and we have COGS and NPOS's throughout a throughout Arizona who actually contribute membership fees for for local agencies as is with Globe is KAG so what does that do we have fees for like for um training training for work zone, regular classes, uh safety classes, and then our overview. What do we do? We have on demand training. That means that city of Globe can request specific training for their for their local agencies. We also have heavy equipment training. We have an equipment loan program. And then we also have technical assistance. What does that mean? We we provide on demand assistance as needed. Let's say you have a pit that needs assistance on like maybe to putting a road out there or something like that. We our heavy equipment trainer can help with that. Or

you need more guidance with MUTCD as you have construction happening. Our our trainers can help with that. And then we have our road scholar program which is basically three levels that helps an employee wherever they are in their career. We have three levels. We have one, two, and three. And we have an award for each level. I was just in Florence today giving our second road scholar 3 award. And then our heavy equipment training is unique is that it's 30 hours and it's four hours of inclassroom training and then 26 hours of practical training. So as you're looking at what you may need for the city of globe, we tailor it to what you all need. We're not out there saying, "Okay, we're going to do drainage. We're going to do this. What do you guys need for your for your for your train for your employees?" And then we have an equipment loan program. We have two retrofleometers. These are free of charge to loan and these are going to check the refle retrflectivity of your signs and your pavement. And then our program communications. We have a weekly newsletter. We have a quarterly newsletter that's going out tomorrow with pictures from the innovation award today. It also shows where we're going out throughout the uh the state. And then we also have our website. So here's why we're here as a local innovation spotlight. What Vince just talked about. So build a better mousetrap. It's such a weird name. We call it BAM sometimes and it's basically highlighting local innovation and positive impacts that local agencies have. You guys do so much with so little. And so what the national with the federal program, it's called Center for Local Aid Support. They want to be able to highlight our local agencies while also sharing these innovations out because what's really been neat over these last several years is seeing when an innovation comes and they spotlight it and they win, then to see what another agency, local agency, anywhere in the United States and also Puerto Rico and the Virgin Islands come up

with. So your mechanical barrel tipper may well help a help another local agency. Oh, in Minnesota come up with something. And so there's five different um categories. Innovative project, bold steps, smart transportation, pioneer, and putting families first innovation. One of the easiest uh innovations I saw was a stop slow paddle. You know, it's kind of hard to sometimes see where the stop and slow is. They put a retrflective piece of tape on the side to show which side it needs to be so that when they're in that area flagging, it's easy and quick for them to be able to see it. And so, City of Globe, we want to honor you guys, City of Globe Public Works for their mechanical barrel tipper with our local innovation award today. And I think Vince explained it.

So, uh, sorry. Yeah. Um, I'm not going to read all that, but you can see in the

Yeah, you can see in the picture, um, that big yellow circle you see there is a piece of sheet metal where you put the dolly uh or take the barrel right to that. It slides sits right on there and then that chain lifts it from the bottom end up and basically inverts it and lets the polymer go to the front of the barrel so that it can flow to the to the polymer pump. Um, like I said, all the metal there He uh used scrap metal, the wench, uh like like I said, like $70 from Tractor Supply, and then uh uh a car battery just to run it. Um I don't know. It's been in at in service for a year or two years. We're probably probably close to two years now. Um I thought it was funny the the pink scheme, but it works with what goes on down there. It has the safety yellow and then we thought the the green for the sewer. So, it's kind of neat. Um, yeah, that's that's basically what it does there. It's a good picture. We should have got a video.

A video on it. No, that's I think we should had a video, but you're more than welcome to come down. Yeah. Uh, Monday through Fridays 3 to or 6 to 3. Sonia would be happy to show that off down there. It works great. It's Yeah. Go ahead, Mike. So, developing this this mechanical device, do you get a patent on it or how do you protect it? Well, actually, since it's developed by the city of public works, it's there would be actually your guys's uh um property, right? Because it was developed with public works material. Although, I mean, hey,

don't get no ideas. Start a consulting firm right now. his um so then just part of this whole thing is um like about public works is like how how proud of of of what they do like I saw that they you know did this I'm like you guys are amazing your thoughts on how you like had this hazard and to come up with the solution is just you know it's it's proud of them it's amazing how they think

I mean $70 right the $70 not only like time and energy but also safety. You know, a hospital bill, workman's comp claim, that's what it did. $70 saved thousands of dollars worth of for the public works. And that's the biggest thing about local agencies. You guys do so much with so little and we definitely appreciate everything you guys do. And then that's it.

Should we look into patenting this? I can contact the city attorney. The A lot of sharing goes on in public works and in city government in general. So I don't know if you know that would be something that we want to look at. My many years used to have to manhandle those type of barrels.

Well, we're going to market it. We need a catchy name. Barrel. What do you need? be barrel tipper too. There you go. Yeah. Like retroflecto like you have to come up with a whole branding and like little mascot. There you go. Any questions or comments? Just a comment. Mr. Mayor,

I read through this thing twice yesterday. I, you know, we have a lot to read, but this was so creative. I had to go back and read it again. They built this thing and I saw its purpose and intent, but that the idea came from us as a group. I was really impressed with that. It made my day. The It's very um I hate to say the word. It's It's overwhelming and boring sometimes the word we read. That made my day. Yeah. So, I appreciate that. Very creative.

Uh if I can brag a little more on Jose's welding, he welded all this together, right? Um yesterday morning we had uh a company come out and do stress tests on on our uh trolleys and our hoist systems down at the waist our plant that lift pumps and um other things up out of you know out of pits. Um recently Jose built another trolley system for some of our sodium bulfate which comes in 55gallon drums also and there's a trolley. Well we had to have it certified and stress test on that. uh this company came out and and put weights and stressed on it and uh he was nervous. He looked at them testing it and he's like, "Oh, cringing." Um but it it moved less than a 16th or less than a

right at 16th of an inch. It barely even barely moved and uh his welds passed their their test and certified that trolley system to function. So quite quite a welder. Need to help. This is up at the shop at the wastewater plant. At the wastewater plant. Wast. So we can go out there and definitely do it. Okay. Yeah. It's like a road trip. Yes, for sure. Congratulations. Very good. Um I guess if we can get them up to take a picture and receive an award, I guess. Yes. Come on. So this is Jose. Sorry.

I think he deserves a round of applause. is old. Okay. Good job. Congratulations.

Thank you, Vince. Thank you, sir. Appreciate it. Item F is a proclamation um proclaiming May 2nd through the 3rd, which has already passed 2026, as National Fallen Firefighters Memorial Weekend. And I'll read the proclamation. There it is.

So this is National Fallen Firefighters Memorial Plamation. Whereas the United States Congress and the President of the United States have designated the day of the annual National Fallen Firefighters Memorial Service as a day of on day to honor firefighters and emergency services personnel who have sacrificed their lives to save others by lowering the American flag on all federal buildings to half staff. And whereas an average of 80 firefighters graciously make the ultimate sacrifice in the line of duty each year. And whereas firefighters and emergency services personnel an essential role in the protection of lives and property in our local community. And whereas the National Fallen Firefighters Memorial Weekend marks a weekend following International Firefighters Day 2026. And whereas it is of major importance that we increase our efforts to reduce deaths, injuries, and property losses from fire. Therefore, I'm Mayor Algomero of the city of Globe, Arizona now call upon all citizens of the city of globe and upon all patriotic civic and educational organization to observe the day May 1st 2026 in recognition of the patriotic service and dedicated efforts for our fire and emergency services personnel by lowering American flags on all buildings at half staff. I respectfully encourage these same organizations as well as the citizens of globe to remember all fire and emergency personnel have made the ultim all those who have made the ultimate sacrifice and service to their community and to pay respect to the survivors of our fallen heroes by participating in bells across America for fallen firefighters. So they have an an event for toll toll the batteries the bells across the nation and I know this is late in coming and chief if you want to speak a little bit on this and and then I'll give you the proclamation.

Mr. Mayor, council members thank you again to the city for recognizing that important and we realize we were a little bit late in that. You know, we did we did however take the time to share out with the public um the information and and as you mentioned those things that that could be done to to recognize that important day where we take the time to to honor those who who have made that sacrifice having having had some from our community and and you know obviously from all around the nation it's a it's an important to take a moment and and recognize those those individuals who through their service have have made made that sacrifice. We're on behalf of the fire department. We're honored by the the proclamation. We again we appreciate the city for for taking that taking that opportunity to read the proclamation. and you'll get it to where it needs to go.

Okay.

Thank you. Thank you, Chief. Item G is a a request to table that. We don't have Zack who's present with us for the general plan update. Right. We're going to push that back meeting. Okay. Item H is presentation of the draft fiscal year 27 tenative budget with possible council direction. We should have Linda online or

Yeah, Linda's gonna be online, but actually we're gonna begin with Tina. And so Linda Lind is online, Tina's online, and it'll be a team effort. So Tina, do you want to go ahead and start off? Why?

She in Hawaii already. Sounds like you can hear us. Linda, can you turn unmute and speak and see if it's us or Linda? Can I can hear. Oh, there we go. We can hear you now.

All right. Very good. All right. Mayor Mayor, members of the council, thank you again for letting me help participate in the development of your city budget. My goal tonight is to give you some of the highlights of the presentation that you will see next week. Some of the preliminary decisions that we have incorporated into the budget at your direction or you just want to add me up either way. Do you want to do you want to allow you have a copy of the presentation as well?

So Tina, we're looking at the presentation.

We get that I can reference it. I'm not going to go into detail. This is the big picture of all your revenues. I will cover the general fund in detail tonight and I will do each of the funds in detail next week for the most part of occasionally reference forecast between those two where we're talking about where we think we're going this year and the changes as I said fund by fund we will cover next week go ahead and go to the expendure by fund so we will cover most of this in detail next week but I do want you to see how your overall budget as a city is increasing by 402 million you can see on the very bottom right that you're adopting a budget of 97 million 340 this year's budget was 57.5 million this year. So I don't want you to panic. It's a big leap in number that increase in capacity with the loans bonding. So this slide does show you're not proposed budget number between tenative final and certainly as

I always say it doesn't mean you have to spend it because a lot of this budget will What I want to show you on the next opportion went ahead and showed that that is your NRCS grant that you applied for back in January. If that 24.7 million comes to me and you receive those revenue, you need to have the capacity to spend it. Same thing with your funding. to expend it. There's also the possibility of funding fire truck for the water infrastructure grant as well. That alone accounts for 75% of the 444 million that it shows there. Below that you The bridge fund also has a revenue expenditure of 6.3 million. They're looking at grant opportunities for the newest bridges again. Next items are

water and $3 million. watercendes that we may need for the fire station that would be whatever initial expenditures might be next year. This is the difference you saw between the big revenues and expendion capacity. We only anticipate that we would expend as much as 2 million7 that's just opportunities and loans add up to 44.6 million and really The budget's actually only growing 40.2 million. So typically you'll see that there are reductions in other funds of 4.3 million. Those reductions are water and sewer and the road tax because you have as you complete projects and spend some of your time money those budgets contract. So again next week when we do more detail of the enterprise funds you will see where that is. But I just wanted you to not be so alarmed with your when you're adopting a budget from 57.5 million to 97 million that you really understand that it's again we're going to say this over and over. It's a response to the flood which we know is going to be so much of um what we're going to talk about. So the next slide do this a little different than I've done in the past. I'm going to go ahead and talk about the property tax levy first. This We really haven't had a chance to present this to council, but like we have done every year that uh I've been

here and it's your commitment as a council. Property tax rate is based on a flat levy. We pulled to last year's levy of 545,264. It requires no truth in taxation posting because you will reduce your rate from the current rate of $1.1892 down to 1.1639 in order to bring in the same levy as you did last year on the same property that was taxed last year. So your levy growth, you can see in that right column of $2710 is the growth on your new construction which is allowable under the truth and taxation law. So this is the anticipated rate that you would adopt on July 14th after you have the appropriate postings in your public hearing in June.

And Mr. Mayor, members council small piece of your budget truthfully. So, I just kind of wanted to cover that first before I go into the generalities.

And and Tina, I I wanted to just give a a a quick um the standard just simple explanation if there is a simple explanation for Arizona property tax law. Our our our levy is the amount that we collect. As property valuations go up, then we ratchet down a fraction of our our uh rate in order to keep the levy standard. The only time that raises is when we added new construction, but but keeping the the levy at the same rate was a commitment that we made when when we made some tax changes before with a with a 1%. Um, and once again, we uphold, as Tina said, uh, council's commitment to hold, uh, property tax flat.

And, uh, but we do get that added benefit from the from the new construction. Tina, thank you.

I'm probably going to spend the most time talking about right now. Um, I did uh do a presentation a while ago about where you were at with your general fund revenues. So, I am going to reiterate that and I'm going to spend a little time on this slide tonight and maybe we won't spend as much time on it next week when we go through uh the tenative budget. But um for the rest of the general fund revenues uh you will see that the forecast remaining city taxes just on that first line alone. That forecast of 10,247,000 is about 8% low below this year's budget. It's almost $900,000 less than our our budget. And we know that this is the impact of the flood on the city's tourism, their business, their community. And so because of this, we are only budgeting next year's sales tax at the same exact amount that we budgeted in 26. The only difference between that 11,143 and 11,146 is that $2,700 in new construction property tax. Otherwise, we are budgeting an exactly rate. So what we're saying is we are hoping to return to the growth that we expected to have this year. It's still a little scary because that's still 10% more than this year's forecast. So that still feels like a stretch to say we're bringing in 10.2 this year and 11.1 next year. But I kind of went back and did a little bit of the history and in fiscal year 24 your actual exceeded your budget by 16%. In FY25 the actual exceeded the budget by 8.6%. And what we are hoping have an FY27 budget exceed the FY25 actuals by 2.7%.

So we're basically saying in two years we hope to just have 2.7% growth. So that feels a little less scary. It seems to be achievable. I think you are well on your road to recovery in many aspects of your business community. It is definitely something we're still watching, but It's hard. It's hard not to say it's going to grow. You know, that was that's a tough call to say that we're not going to improve. Um and licenses and permits are pretty much flat from last year's budget. Still a slight increase over this year's forecast, but the community development department to these revenues, look at reimbursements, and so that is their recommendation. the next line which is your intergovernmental revenues. That's your state transition transaction privilege tax, the vehicle license tax and your urban revenue sharing. These numbers were taken straight out of the Arizona League of Cities and Towns forecasts. The net impact of those three revenues was a slight increase of about $80,000. So while Santan Valley had a you know an adverse effect and it went down a little license tax is still very strong and made up for some of that and the urban revenue sharing went up. The next line, the franchise fees. They were down 12,000. Well, we're taking them down 12,000 next year based on the projections this year, but I think this also may have been due to the flooding. And so, we're hoping to see those improve again in 27. I think maybe one of the biggest hits was your charges for services that did not meet expectations this year. Again, I keep saying it, I sound a little bit like a broken record that part of that is due to the flooding. So you didn't have museum admissions and sales were

down. The P was down in staffing. So they didn't receive as much in their grant funding, their get them grants as was anticipated. So overall it's below forecast by 74,000 and we reduced the budget by 74,000 for next year. Some of the services that are doing well were the auction proceeds. public works and recreation revenues have been up as well which is terrific. So the next one is fines and forfeitures where court fines and the fees for inmate housing reimbursements just did not materialize as we expected and that budget just had to be reduced for next year. Miscellaneous revenues includes your interest and budgeted next year's interest at 75% of the current adopted budget because as these fund balances get used as you complete the Jesse Hay sidewalk canyon bridge was a prepaid grant. We made a number of large equipment purchases for Jer trucks and CDL sweepers. So any of those things that are bringing their cash balances down reduce your LGIP. So, we just wanted to be conservative about the number that we put in for interest for next year. And that uh second to the last line, contributions, that's really just the $13,000 from ASU again for the Loadar project. So, overall, your whole budget is 2 billion and that's down from 22,327,000 this year. So the story as you heard is that we tightened the belts. Every department had to look at their budgets um and and make cuts because instead of a budget growing year, it was a budget typing year in the general fund. Um the

last thing I want to note on this slide is it does include your general fund fund balance. And I think I did mention this when I talked to you about revenues a few weeks ago that um we did the adopted budget anticipated starting this year with 4,298,938 in fund balance and after the 24 audit that number actually improved by about 320,000. So even though all your revenues above that were a million less, this makes that number only $715,000 difference between your forecasted. So that just helped cover some of those losses revenues. Um but that number that we got anticipated now is that we're starting fiscal year 27 with the beginning fund balance. This is what we consider our one time. So not operate not new operational revenues not new operational expenses but the beginning fund balance of 4 million 159 322 and so final slide that I'm going to talk about is the plan for your time revenues

and Tina just based on the input from the ad hoc committee some decisions that council still regarding it contingency policy. So if you want to go ahead and go to that last slide Dina can you hear me? that slide. Tina, can you hear me? Yes. Oh, yeah. I just wanted to make the point before we leave the slide, this is represents general fund revenues, not enterprise or special fund revenues. Um, and uh but these are based on uh ongoing collections where enterprise is based on uh the fees for service for the water and sewer. Um and then you have the grant funds on top of that. Okay. Go ahead.

Yeah. And so again, I'm just kind of focusing a little bit on general fund tonight and hopefully we will go past this a little more quickly. We probably won't even have all of these slides in the presentation next week. We'll talk more about the enterprise funds, the grant funds, and the capital funds next week. So the a big chunk of that beginning fund balance is the money that you collected for the PSPs plus 3%. Uh so in the prior years like I talked about where you guys have done made such a great decision to buy down your PSPs debt. We aren't sending that check this year. We are using that again depending on your decisions but it's carried forward and at this time being allocated for other public safety uses. And those three uses that have been identified so far are that 300,000 of it will go towards the fire station bonding along with next year's collection of 900,000. That's why that number is just sitting out there. Together, those two make the 1.2 million that we have to show as being available for the fire station bonding. Uh the $369,215 is what is available to go towards the new ladder truck. That's the little the extra numbers to the right there about the fire truck. And then there is a couple hundred thousand that is being used to replace the chief's truck and the enclosure for the new ladder truck. So those three numbers add up to what we have projected as the.3% for fiscal year 26. It's all being carried forward. It's all making up part of that 4.1 million. So it's kind of coming off the top of that. We're saying that's that's got a

dedicated use. So once you take that number out, the balance is 3,285107. I'll jump over to the fire truck real quickly. We have a $2.4 million for that mines have already donated a million6,000 that's a balance of a million4 we have a $369,000 available to apply to that still a balance of a little over a million right now we have two potential sources for that which is um a federal appropriation as well as a free court grant so there is a possibility that maybe that will be covered but you know we have just we don't really know the answer. Linda might be able to speak to that in a little bit. So back to the left column we have a balance of 3.2 million. We are setting aside contingency of 2.5 million and a project reserve of 50,000. The Michaelelsson building carried forward 150,000 was how much was it? 26 budget. So that's part of that um car forward balance, but it also needed another 37,500 for that match. The general plan, I guess you didn't get that presentation tonight, but there's some needs there. Linda can talk to some of these more in detail if you have questions. The cemetery funds are dedicated funds, part of your fund balance that are restricted because of the fees that are collected are specifically for that. So we're going to try and make that happen in with those funds. We talked a little bit about there's an unfunded mandate that came out for some free housing plans that came through the legislature this year. And then as we move away from leased vehicles, we have

taken our last few years, one more year after this on some fire department and police vehicles. So together that's spent another three million about 214,000 and the decision to do with that is to continue our commitment to the police department to not have these vehicles but then we are going to have to keep purchasing them outright. So two PD vehicles 186 that is the anded proposed requested use of fund balance for your 27 budget

and Tina um before we go to the the next slide um Linda I know you're having you're on um buffering on your internet but anything you wanted to add in to the the one-time funds that that we're talking about Good evening, Mayor and Council. Thank you for allowing me to zoom into presentation. Um, part of what I may have missed an opportunity to answer any questions. Did council have questions regarding the slide on time?

I know we've had a lot of this information presented with our work group, budget work group. We have tons of notes and that we've taken and um I have a question. I know we say and we discussed this but I I didn't quite get an answer. If we do not get that $1 million or 1.1 million24,000 for the truck for the ladder truck, where is that going to fall into place if we don't get that million dollars?

Well, if we do not receive the federal funding, we do have another opportunity for one of the local M has a new grant opportunity that we would be applying to. Uh that those details have not yet been announced, but our our ladder truck does fall within the scope of those those funds. And if we don't get those funds, do we have a do we have a contingency plan for that? Our contingency plan would be to to finance the remaining funding.

Okay. I mean, it would be the like I say, it would be the um though worst case scenario that that we could, but we we we would be able to do a lease a lease uh purchase agreement piece of financing with the company that we're buying the firet truck from. We don't want to do that, but that's last resort. Last resort if we need to get the truck delivered. When do uh when do is we supposed to receive the truck? Gary, what's the November of this year? Yeah. Yes. So, we have five months. Yes. Yes. A lot can happen in five months.

Oh, yeah. Sure can. Okay. Um and and then again, this this reflects uh us piecing together a budget that meets council needs, meets the needs of the flood, but needs and need meets the needs that we need to go forward with. Um because we're we're not stopping. We still need to grow. We have plans with this, you know, the we will deal with the flood, but we will also deal with the uh goals and and strategic, you know, uh requests priorities.

Yeah. Council of priorities. But go Just so the just so the council knows on the there on the bottom on the right on the unfunded requests those are still an amount that we don't have funding for at this time to make sure we don't okay the mayor go ahead say that again I'm sorry we don't have funding for the unfunded requests that are that are documented on the right side of this uh document correct yes

not at this time but the two fire department monitors That's a great project that would be eligible for for several different grants. We we've applied to three private foundations for this funding. Was really hoping we could announce a victory this week and and we may still be able to. So that that's one project we feel confident that we can get funded through a grant. the other the other three, the fleet road flight and software um through through creative budgeting

and the priority being that it looks like the the priority would be the $100,000 for the fleet roof which uh is in dire need of replacement. Linda, did you hear that? I I did and yes, but and after talking to John um he he believes that that might be a larger amount than we actually need. So, we may be able to do the roof and the lighting next budget year if if all things look continue to look good. Good.

Um, so, Mr. Mayor, members of council, we we had some takeaways from uh the we we had our council ad hoc workg groupoup uh feedback there. has been a a a wonderful tool tool to help us um piece together the budget, make sure we have council priorities lined up and and getting this what what we're just to to step back to the the big picture. What we're presenting here is a solution to the many of these problems that we have. It's a tight budget year and and we're like I say trying to keep the projects going but still be prepared to to deal with the flood. Um, the funding of the bonding of the fire station uh is been a a priority for council for many years. We have the we have the project. I'm sorry. We have the property. Um, we were very close to going to bonding except for the the flooding. Um, we still intend to go to once this budget is passed to to move forward with with looking at the bonding and that would be bonding uh in September, in the fall. uh in getting that started. If we if we do that, that would put the the bonding about six months behind what we had originally planned. Original plan was to do it this spring. Um but but again, we're we have a passing this budget sets the stage so that we can go for the bonding. We're looking for about 1.2 million a year in debt service. We're um we can bring in about 300,000 through general sales tax, but the key to the bonding is a request that that we have talked to council about uh multiple times and and uh to to pass this budget as we need to. It would require council to approve uh a redirect of the.3 PSPs

um funding the the sales tax we collect that had for the past 10 years has been dedicated specifically to PSPRS police and fire. And we would just broaden that definition to allow it to support public safety and and allow us to have a general fund funding source for the bond between 800 and 900,000 a year. Um that that would be dedicated to that bonding initiative, which would make the when you go out to bond, one of the most important things is do you have a dedicated uh where you can get the money to pay it back? And and if we have this.3% that has proven to to support us and and by the way it we did this 10 years ago and it saved us a lot of money in paying down early paying above and beyond on our PSPRS. We're down to about 22% funding. So we're um the the the overage you you never get to to zero. You don't need to. But we're at that point where we can we can redirect that.3 put that on the table to fund the bond to back the bond pay the debt service along with the the 300,000 that we're demonstrating this year that we can produce and um and get that station going. Uh we get the funding in place, we get and then you know finish off the design and then go vertical very quickly. Um so when we bring back bring back this tenative budget in a week uh May 19th we will have an ordinance that will be a modification of the ordinance we did in 2016 uh redirecting that fund from the the more narrow PSPs to a little bit broader in the public safety. And so this this

budget is contingent upon uh that action and and that's why we're looking for direction tonight to make sure that we're okay to plan uh for for that action in a week. So any questions on that portion? But but we will still be able to make a PS payment that is required. So we will be a lower amount. What what we have always done is we have always made the required PSPRS and then paid over and above. Uh I think mayor you were there when we when we started this and everybody knows if you just make the minimum payment on your credit card you get nowhere.

Okay. So that's why we put the million down and then put the.3%. Well, now we're getting close and and uh the the unfunded portion will fluctuate based on market conditions, based on based on staffing, based on salaries. There's there's so many things you you can't nail it down and you don't want to be position where you're overpaying it.

So that's why we we've hit that mark where we can safely redirect that. we've taken advantage of of of that and the the tier three has stepped in and so it's not as not as urgent of a thing as it was back in the day. So So it it is this is the the time is right to do this. it it's worked out well and again the the.3% remains a a commitment by the city of Globe dedicated to support public safety which is so important when when people come up to Globe they can expect the same level of emergency services fire protection police protection that they have in the valley we will be second to none and but but we need that we do that we support that through that 3% 3% so mayor gohead Yeah. And I, you know, since I was involved those discussions back then, I think Vice Mayor Stapleton was to his council. Um to to the for the city of Globe to take the lead to make a decision to take fund balance $1 million and put it towards our unfunded liability was was a tough decision, but it it was a good decision. And then to institute the.3% which uh nowadays gets us $900,000 a year. And to get us to a point that we have an option to utilize that money to pay for a station. When people think of bonding, they're going to think, "Oh, there go my taxes." They're going to go up. But this allows with this option and this plan, your taxes will not go up. That.3 will help us to build that station that's much needed and will get this will be built not only by our taxpayers, but people that visit our community that pay that.3% tax. So, this is this is a this is uh we have other cities that are struggling just to try and pay their unfunded liability. No, they aren't even near the 80% of of of payment to it. They're still struggling. Some have extended to 30 years. Some have taken out bonds. Some have done different things. But the city when they did this this decision 10 years ago was was the best thing they did. And uh it is looked at by other cities also that

are struggling. Now I think Tina, if I'm correct, this this year alone, the work that we've done the past 10 years has saved us 300,000 this year. Yeah, it was about 300,000 that the the fire and PD retirement rates went down.

Yeah. So, because of that and um and like I say, so this allows us to to pivot uh do our bonding uh effort without having to increase any taxes whatsoever. And um and many people think of of a bonding initiative that it must go to vote of the people, but when you're when you're bonding based on uh sales tax, uh that is not required. If we were to bond based on uh primary or secondary property tax, that would that would require a vote of the people. And uh but but the the difference is um we are a small city. our our population base is about 7,300 people. Uh and our as you see our property tax about a half a million a year. Um but we are uh there are up to three uh 30,000 34,000 people who who either travel through or visit um globe every day and and they come to shop they come to to work to uh to do different activities and the sales tax reflects that by by using a sales tax to fund the bond about 73% of the money that we will be using for that will be from those visitors and travelers. to the valley, I'm sorry, to Globe from the Valley and the the residents through their sales tax will only be paying about 27%. Those are the calculations we we put in place. And this is a way to capture pass through traffic to help make sure that we have a fire station. So when they have a medical emergency, when um whatever the public safety need is, we can afford to go and and uh offer them the quality services.

And when we talk about the bond, the 1.2 million, that's an annual payment. That's a 20-year plan. That's a 20-year plan on a on a 13 to$15 million station. We still have value engineering but but that's what we have been dedicated to put aside to apply for that.

So the next the next bullet the policy waiver and contingency fund um on the one-time funding that you saw uh the slide before we're still doing some of the things that we need to do. We need to replace the fire chief's truck. We need to to to do some um some purchases. we we have one-time costs that we need to cover. Again, normally in a in a normal year, um our revenues meet our expenditures and we don't spend every penny we have and that those additional ongoing revenues that are unspent fall in to the next budgets contingency money, the one-time funds. We had $700,000 unspent, but that didn't make up for the million that we didn't collect. And so there was no money falling forward, at least not nearly what there was. And and to honor council's desire to have a $3 million contingency plan for rainy day and still be able to continue to do what we need to do to keep the city going to to cover some of these costs. We have um uh asked council to allow us to uh to lower the council contingency to wave the policy which the policy is said uh 3 million a year that we wave that policy and go down to 2.5 million and um and for one year so we can fund some of the one-time costs that you saw on the previous slide. And that will also require uh we are going to bring forward uh action so council can vote directly on it's your policy you put it in place and only you can um take that policy and and say we're going to set aside the the requirement from 3 million to 2.5 million. So, so this budget is constructed based on that assumption and um I'm hoping that at the end of this

presentation, council will indicate that they're also supportive of that of of that change for the one year. Questions on that? No, we've discussed it several times now. I think we're in agreement that we need to do something, but we want to wait for the whole council to be present. Right. And and this is and this is where we're coming forward when when we come back and pass our tenative in a in a week that that will pull the trigger on on both those the redirect of the.3 and the waiver of the policy and

and I think so the public understands we when Tina talked earlier we saw revenue loss because of the flooding about a million dollars but because of adjustments and things that the staff has done you decreased that to five to $500,000. So that's what you're asking for. We're not looking at the 1 million is what we're looking the 500,000 to make up in the budget,

right? Alls we need to pull. you don't need to cover that full million because we did have some money fall back in that was unspent, but still this this allows us um it's been Linda and and Tina have been working on this budget starting from the beginning and and they're they're checking boxes and bringing things together and every every cycle every cycle coming to council, coming to the workg group, they they get it closer and closer and include um the needs of of the city, the needs of council, the the needs for the floods, the need for for growing forward and and we we stitch together a pretty comprehensive budget that kind of hits all the needs. It doesn't hit everything like it we'd like it to hit, but it but it makes the changes that we need to change to get us through uh this year and and these are those assumptions that that are going to make this work with the tenative.

So, um Linda, did you want to talk about staff retention? Yes. Thank you all, Mayor, Vice Mayor, city council members. As you know, in in all of our your strategic action plan sessions, that retention has always been a council priority and how we can minimize that. Because of course, as we all know, when we do have turnover, that comes with a hard cost. That's not just less productivity, but we assigned hard dollars to to what that cost and AJ Cetta actually has done fantastic reports and I'm sure you've all have seen that that has put a hard number on that as far as ED goes and that can translate well across other departments. So when we sat down with our directors this year in our director's retreat and shared what's what keeps us up at night, what are what can we hope for? What do we need? What do we what can we not do without people? Of course, we we can't do what we need to do without without proper staff. And so, right now, I'd like to invite our public works director to the podium to talk about what public works has done to minimize the turnover in his department. Good evening, mayor and council. Um, as as mentioned uh prior to this, um, as you know, uh, staffing's always been, you know, one once again, we always, uh, I know that, uh, PD and fire um, compete with people in the valley and outside area and other agencies. Public works deals with some of the locals, but most importantly, the mines. you know, there's a certain standard really that

we we want to follow, but unfortunately, you know, there's there's things that we can't compete with. So, we've been faced with multiple levels of staffing issues in the prior years. Uh, most importantly in this past year, uh, even when we had our flooding event, I spoke with John Tree Hill earlier the night of the flood, uh, we were actually down 15 positions, you know, so that was almost basically half of our staffing, you know. So for once again the the all the volunteers and everything really came forward and all the intergovernmental agreements and work that we did basically helped our department and throughout the city. So most importantly with this discussion uh one of the things that we were going back to the table and trying to find alternate uh programs or additional training or what could we bring more uh to you know for retention and actually bringing other people. Sometimes with some of these positions, our fleet position was open for almost a full year, you know, prior to James Green coming on board. We've had uh actively at least 10 positions open throughout the year. You know, that that we hit that that highest point, the 15, but actively we had at least 10 just revolving. You know, we gain some, we lose some. Uh currently we're almost at full staff in what the numbers that we would require. And what we had to do and Chief Walters kind of set this prior years ago and I kind of followed that suit spoke with Linda and Paul uh and we discussed this. It's like, well, we're going to have to look to possibly bring our, you know, our salary range up because a lot of things is not was not very attractive uh for and then also we were losing a lot of uh staffing, qualified staff and you know that people that actually truly wanted to stay um but we weren't really competitive in our salaries and wages you know so when we got together we kind of did a number

there um so then we started looking at uh I got with my staff and understanding that at some point uh we're actively currently holding 10 positions open. So there were salary salary savings yes but for you know what are we sacrificing you know years ago we can offset a lot of the staffing issues with inmate crews well we've lost those you know we've discussed does discuss some of this prior where we had up to 24 today we had two you know and and it's really limited and with our AOT meeting that we had yesterday it goes across the board um so what we did is actually started looking at it and we you know spoke spoke with Paul in the finance department said what could we do the immediate and over after many discussions we looked at um actually taking five positions throughout our departments water wastewater uh really not what wastewater were limited there um but our street department and our our water department um so eliminate some positions and one even in fleet was basically a loop tech uh so we're actually heightened you know gain some there so by doing that we actually increased the salary range that was more competitive and since then we've actively been able to uh keep employees you know so that five active employees you know we're close to other than one position we had a new hire yesterday uh so we active currently only have one position open and and that's good to have because we're now we're starting that training program and coming up we have a good problem to have uh we're also even able to recruit um so with the working with the managers. It's been to this point I feel it's been successful. Uh, of course we always I'm always operational person. I'm always going to cringe for when I'm looking at positions not held. But when we have 10 active open positions, if I can hold those five and retain those five and start doing the training that we've

always wanted to do, it's definitely going to be worth it. And we're seeing success in that area. Um I I just think it's important, you know, sometimes too it feels like we're taking a step back, but actually for the retention part of it, that's really what we want and that's that's our goal. And I like I said, I wanted to share that with all of you because this point we've actually been successful. And then also in the recruitment part when we were doing applications, we were probably getting prior to this adjustment, we were probably getting maybe three applicants for maintenance positions. Well, this last we actually had a good problem and a half where we had multiple applicants. We're getting up to 20 to 30 applicants um and even looking to recruit some locals where they say, "Hey, you know what? I want to come work for the city." Um so that's a good problem to have.

Any questions? Okay. So, what are you looking for bottom line? Five more positions or or No. So, so what we have built into the budget is we uh for public works we are going with what we have now. We are funding all the current positions um at the current rate. Um and given given the mechanics of everything going on. So So basically public works will stay the same for right now. Public works will be with the same amount of bodies until uh until we can you know as we do. But for this budget cycle, that's what we're looking at.

Yeah. And mayor and council, I did want to put an emphasis one of the things we're focused on with these with with once we fill all our positions u through our ad hoc meeting, actually meeting with Lyn and Paul, we just signed up through with our OSHA that uh PIP uh performance program. So, one of our focuses, one of my main focuses was training for staff and with the retention. Um, so that's going to be our goal is just magnify that in the next next year just like when Vince mentioned earlier about inspections. It's part of that program. So we're going to put a big emphasis on our training and that's all within our normal budget.

And I would tell tell you your crew works good, works hard. They work out in that heat the other day. Yeah. They did a good job. So I mean it's good to know we have workers like that. Yes. Thank you. And in the presentation today tonight with LTP as well, that's another resource that we've utilized in the past and they're actually coming forward and bringing where we talk about equipment training, traffic control training such as yesterday in the situation on Highway 60. So thank you John.

And then the next is Robinson is approaching the

Mr. Mayor, council members, you know, just as we've as we've mentioned in the the ad hoc budget committee meetings, you know, while the fire department hasn't faced uh a lot of the challenges that the police department have, you know, we we have seen significant volume of of turnover and have continued and anticipate continuing to see that um as we have, you as we have staff that are currently active on on hiring lists or have recently recently left for for uh other employment. just to kind of highlight the the position we're in a little bit, you know, and and it again, it's not the volume of what what the police department has faced, but you know, those employees that we have lost range from, you know, range from from a captain of 12 years down to, you know, down to an individual that lasted a few months that felt that they needed to seek other employment just because of of the challenges associated with um with with pay and and making sure that you know making sure that they're looking at at their family, looking out for their family. Um there's there's a few you know part of part of what has has led to that the reduced impact that maybe the fire department sees is is has been the volume of positions available out there. you know, um, a lot of times, you know, in the past when I first when I first came to this job, you know, you'd see advertisements for for valley agencies that, you know, they'd have hundreds if not thousands of applications for for four or five positions.

um with with retirements, with attrition that's gone on now and and with you know with part of part of what we're seeing in the workforce in terms of people not staying for a full career you know those you know with those changes we're seeing a significant a significant number of openings we're seeing with the growth of the east valley Chief Walters I think mentioned this on the on the PD side fires facing the same thing these agencies are opening new stations. You know, you you actually have a a brand new municipality in the state that ultimately down the road as they seek to to increase their fire protection is going to be looking for qualified people to fill those positions. It's no different. You know, we have we have uh individuals right now that that are on a you know, high on an active hiring list for superstition fire. Um you know, we have another one that's actually looking to go. He's he's an extremely extremely talented, extremely knowledgeable educator in terms of emergency medical services and is, you know, is is high on the recruitment list for for a university in Los Angeles to to to teach parame medicine um to to to individuals that are that are involved in the space program. I mean there's there's a number of different things out there that you know we have a a talented group you know that our goal is to try and hang on to these and these individuals because you know they do bring they they bring a extremely high value to our organization. um with you know with that I know I know there's some some things that are on the the agenda to discuss in terms of what we can do to to uh to work to retain individuals and and you know any efforts we can make to do that you know are only only benefits you know when you start

talking about especially a paramedic a qualified paramedic you know you have you have somewhere depending on the program 1 1200 to 1500 hours of schooling of time that it takes to get the certification. Uh if you pass, then on top of that, you have the years of experience that that go along with that that you know that that bring those individuals up to a point where where they are effective, where they are, you know, they're making decisions that impact people's lives on a daily basis. And it's, you know, it's important that we have those qualified people that we have, people that are that are competent, that are strong, and that we hang on to those people because those are the people we're actually looking at to become leaders within the organization. And if we're, you know, if we're if we're not retaining those individuals, if we're not holding on to those individuals, you know, what is what does our leadership look like going into the future? And and that's one thing that's, you know, that that really looking at it. That's one thing both Chief Walters and I have in common is looking at organizations. Where are we going to find our leadership for for the future? Especially at that company officer, that that captain level, you know, those those are the individuals that are with that crew daily. They're with out in the field with patients every day. You know, they're the ones that are are making those initial decisions on a fire ground that are going to impact how that scene goes. um whether it's, you know, whether it's successful, you know, whether we, you know, whether we're able to to uh be effective in in what we're doing. So, so as we go forward, you know, looking at looking at that those those items that are that are are presented in terms of retention, you know, we we've made a lot of strides in in looking at

some of the specialized things and how we you know, how we uh reward people for having some specialized certifications. You know, what we need to be looking at is is how we keep them for the long term. Thank you.

So, Mor Council of things that were set to do for the fire department. Um, we know we know that the where the market is and and we know what the you know the competition out there. We we passed out a list of for the since 2018 uh the separations um from fire and you can see half retirement but half are people going to the fire district or doing something else. Um we we that is a concern for us. One of the things I can do we can do the city can do right now um many both fire and police have a step system. A step system is different than what we call a hard step. Right now we we call it modified a soft a soft step. Really it's a it's a merit uh system and and we put two and a half% and we've done that and we're doing that this year. everyone in the city will be eligible for that 2 and a half% raise. Um, but what we're going to do starting this year for fire department and this is something that that they have have asked and then and I I think it's the right time to do this because it makes us com at least competitive in the in the structure of the pay pay uh scheme or the the pay methodology in fire so we can be competitive is to go to an all or nothing. you do an evaluation and if you you meet expectations, you get you get the money and if there's a problem, Gary, you want to explain a little bit how a hard step in fire works. So, so, so in essence, you know, most of your most of your agencies out there have a pay structure that that they they take a step system. And basically in essence what it's doing is you're starting at

point A you know and whether it's a sevenyear step a 10-year step you know they they have a step system annually you're upon your evaluation if your evaluation is you know if your evaluation meets the requirements you're doing what you're supposed to do you're doing your job you know you're eligible for your your next step in the system you know at you know at a you know at your seventh year your 10th year whatever however many steps are built into that system, you know, you're you top out in that in that job classification. And then there's there's steps for for the other job classifications. In in our case, firefighter um engineer would fall under the firefighter one, but with with a with a additional amount associated with that because of the responsibilities that they hold. You have a step for a a step matrix for a captain, a step matrix for a battalion chief. Um and those have a range that that starts at A, ends at ends at C, D, E, whatever it is. But, you know, you have a clear understanding. Um, the firefighter or the individual has a clear understanding. I start here, in five, seven, 10 years, I'm here. You know, as long as I'm doing my job. um versus, you know, versus a system that, you know, is is a range of percentages based on your based on your evaluation.

And Mr. Mayor, members of council, this is something that we will begin to do. We've done this before, but but we we'll have a a a letter and and we'll we'll do it when people get either promotion or get hired, but starting this cycle, we will do it for everyone in fire and and give them this is this is where you're at and this is where you will be if you do as you as we know you will do your job and and everybody is has been wonderful about that. But but they can look and see if I stay here three years, I know how much I'll make. If I stay here five years, I know how much I'll make. That in itself gives assurityity, gives confidence to the our our staff, our firefighters, that that they know where they'll be when when they're looking around and wondering and they and and like I say, we can't we can't probably match a lot of what's going on, but at least we can give them definitive answers as to where they'd be if they stay with the city.

But in the process, you're not It sounds like you're still going back to a merit base.

No. Well, no. We're using the merit money and we're converting that merit money from merit to step. Merit meaning it's a two and a half. If you get, you know, uh 40 40 points, 37 points, it'd be a 2.25. This is a a true step. It's that merit. There's no additional funding. And we're going to look at what we can do for funding once we do our five-year plan. Because if you do a hard the problem with a hard step, you're making a commitment. This council adopts a hard step and you're making a commitment that in five years they're going to be making x amount of money and if everybody meets that, which we hope they do, we got to make sure we can we can budget for that. Now, we've already looked at and have consistently done a 2 and a half% merit. Now for fire department, we're converting that merit to a two and a half% hard step and um and so based on the structure and the and and the methodology that other other departments use to to do their evaluations to do uh how they how they manage their staff. So so it the it is not I mean in in my sense of the word I do not see it as a merit merit raise. It is it is the way that fire is able to fire is different. Public safety is different and and they know what's right and what's wrong and and they know what they need to do to to to perform.

I just think we need to strongly look at that and make sure that we're doing it the right way. You know, you look at other departments and I'm talking fire. You know, we have 18 personnel here. You lose one person, that's detrimental to that department. So, what what firefighters and and I've been in the career is you you look at where you're at. If you can retain that firefighter for five years and hopefully into the 10 year, that's what you're looking at. But if you look at a step raise, they know that they're going to get this. But you keep referring back if they're doing their duty. Well, that should be you're still saying it's still merit base. I I think there should be a hard step raise or stop step raise that they can see where they're going to be in two years, four years, five years, six years, whatever.

And Mr. Mayor, if I may, um, one of the things we've found is is the the evaluation process, I think, still holds value. An individual needs to have clear expectations of what what they're doing. And you know there there needs to be something associated with and and this is a discussion that we've had a lot of a lot of times is you know if if they're failing to to complete their job you know there there has to be consequences associated with that. You know there has to be counseling by the supervisor. There has to be, you know, there has to be guidance and and one of the things that, you know, that that we would commit to in this is is our supervisors and our captains in particular are going to have to understand that, you know, that throughout that year, they're going to have to be, you know, watching this. And if there's if there's a a portion where, you know, where they may need to to have an an individual on their crew or that supervisor may need, you know, may need uh to to be counseledled, coached on on how they how they do it. Ultimately, at the end of the year, hopefully, you know, they've met that they've met that threshold. You know, the like like Paul said, it's it's an all or nothing. If if if you have an under underperforming individual that's continued to under underperform you know over with counseling with you know with working with that individual coaching um you know there needs to be something associated with that and that's where I I have less concern with with having an an all or nothing framework in there because you know those individuals you know they still do have a job to perform. They still need to meet expectations and and having that in there is is an incentive for them to

do it. It's just at this point it's not a well you didn't you know you didn't score high enough so you're only going to get a 1.5%. It's they either make it they achieve what they need to achieve when they get their 2.5%. Or they need to figure out how are they going to start to to meet expectations that are that are set. And that's where, you know, that's where we've we've had the discussions, you know, we've we've we've gone back and forth on on the the hard step portion of that a lot, you know, and I think it's I think it's, you know, I think that's an important step in the right direction. Um, you know, as as financially as the city improves, bringing them, you know, bringing them closer into market range and bringing those steps in into a market range that's that's competitive is going to be is going to be the next critical portion of that, you know, because it it is it it only becomes more and more challenging. as we, you know, as time goes on, you know, we we fall further behind and it becomes, you know, it becomes that much more of a challenge to to try and retain if we're not if we're not keeping keeping up with that.

How many firefighters do you have now? Uh, I have a total of 19 full-time staff. Uh, one of that's with the fire marshal. With what? With the fire marshal. I have 18 18 operational personnel. 15 of those are assigned to shift. So I I have three fiveman shifts. Um again as it as it as was mentioned you know I'm down one at the at the moment. You know every time we lose somebody it becomes you know it becomes challenging to to fill shifts. Mr. Oh, go ahead.

Comments on on this concept in the eastern states. They don't have the uh I lost the term uh the concept of u a right to work state. If you are a firefighter back east, you stay a firefighter. If you want to become a paramedic, you can't be added to that staff. You're either a paramedic firefighter or an engineer and that's static. You come to the west where we're always short-handed and the concept of a right to work state means exactly what you're talking about. I want to be that firefighter who goes out and gets the education to be a paramedic. Great. You're certified. We'll fit you into our our scheme of schedule. Or an engineer. You can do that, too. Great. go get the education qualification and we'll rate you accordingly. Opportunity is what we have in the west in the western states with this concept. And that fits right into what we were thinking about doing. Um I ran up against that a few years ago when I went to some classes in Emittsburg and the instructors there were oh my god no you could never be a paramedic if you're already a firefighter. You don't even get the transfer. You got to get the education and certifications and then you become that paramedic and you'll never go back to to running on a truck as a firefighter. You don't have that choice. We do here because we're always short-handed. We always need more. And several years ago, I was asked about changing the subject quickly about where we're at here in globe for our future. Our future is already here. We are facing an economic wave that's about to happen. uh a certain copper company put out

their position list uh version number two this week. Guess what? All those people in both our public safety areas, including public works, are going to look at that list. And what do we have in place to keep them here? What do we have right now? Well, we have a chance at a budget to give opportunity to these people to stay. And so we've got to be in that mix. As much as this economy is about to explode, we've got to be in there. And if we want to show leadership, it's not a matter of throwing money. It is a matter of showing. Stick with us. We'll show you opportunity that you can go after and have a good feel for in a couple of years after you qualify in other areas where we can hold you and you'll want to stay. And I've had people tell me, "I'd rather work for the city of Globe than other entities." Even though the pay is better, you may not have a sense of security. But the economy is is golden. It's here. But we now have to fight for our employees and retain them. And that means we have to once again look at our budget, see what we can do to help them along to retain what they have. We have good employees. We always say that. They're hardwork. We got to find a way to keep them because sure as anything these other entities of the economy will just snap them up and taking them away. I'm not talking about the Maricopa County or Panal County of the world. I'm talking about right here in Globe Miami and Superior and how do we retain them because they don't have to stay. The incentives are there out there now. So, we need to be part of that mix and part of controlling that drift away from the services that we want to provide. So here we are.

Mr. Mayor, council, to your point though, I I may not be describing this the way that that you heard it described, but I want to be crystal clear. The in communication with the fire department, they have requested a hard step program. I'm saying yes to what they are requesting. two years and we continue doing that.

The so the step is not the problem. The amount of the step is why we're doing the the fiveyear forecast. So we're converting mayor and it is no longer merit. It is what they want it to be which is what Gary described what the department has asked for a number of years and that is what's putting in place. There's there's nothing I they they will they will tell us how they're going to implement this and and that is what we will do with with fire department. Does does that give you confidence that that what we're doing is a is a true step?

No, I I I I agree with it and I think it's it's a good step in the right direction and again it's all about can we afford it and the other question is can we not afford it? You know, we are, you know, we're we're limited in what we have and and what you do in public safety as fire and police is is is hard to find. People aren't going after the professions anymore. And it's getting harder for rural communities to compete with everybody else. I mean, we're we're competing with the Florences, the Apache Junction. We're competing competing with these eastern uh communities. And that's what we need to look at. And I don't know, you know, how do we how do we afford it? How do we pay for it? But I think we need to take a good look at it and how can we make it happen? may go ahead and exactly why we are looking at at that forecast looking at revenues looking more revenue through business attraction retention and expansion housing annexations and of course taking a look at how that impacts So at this time talk a little bit more about that so we all page that the program is the way that we would like to go have to make sure that it makes fiscal sense for the city manage expectations we would never be sale or Phoenix, but what can we do to be competitive? And not every community has a 5% step. There are some that have a 3.38 and on up. So that that's what we're doing is taking this time to not

only recover from the flood, but to better position ourselves for retention within our department. So, so Dale on staff retention police department.

Good evening, Mayor. Good evening, council. I've heard my name taken in vain many times tonight. So, I would tell you that when we had our director's retreat, when we started talking about the budget, I felt horrible because um the question posed to us is what keeps you up at night? And for me, it's fairly simple. I've talked about it for a number of years. U I I dreamt about it when I was on vacation in Key West, which is kind of shocking. Um and the simple fact of the matter is is we're just at a point with a police department. If you don't do something, you're not going to have a police department in five years. I'm looking at the numbers, uh and we're just getting killed. Um so in understanding that the problem is not that it's recruitment and but it's really retention. Uh since March of 2018 we've lost 37 38 sworn police officers from the the police department. So almost we've replaced the police department almost twice. Uh uh some of that started before I got here. Uh out of that 21 of those people were hired by us, trained by us, developed by us, and then they went to another agency. Um and then a couple people retired, a couple people had to take medicals. I might have terminated a couple of people. Uh and so but the vast majority of the people that left us left us because they went to other agencies. And I would tell you, and I've talked about this at great lengths in the past, part of the problem is it's nationally the the sentiment towards law enforcement changed in 2020. Uh co didn't help and it's still kind of going on today with the attacks on some of the federal agencies and stuff like

that. And so what has happened over over the last six, eight years, and it's been going on for a while, the hiring pool for law enforcement has shrunk. And so we're in direct competition with each other trying to hire. And some of the bigger agencies that are more wellunded uh have raised their pay considerably. Historically, that didn't impact globe so bad. And the reason why is because the valley was a far offdistant place. Well, over the the last 20 years, it's gotten a lot closer to us. Mayor, when you started with the fire department, I'm quite sure that the valley was about 80 85 miles away. And there was a big chunk of desert in between uh Globe and there. And that's exactly why Safford is having the successes it's h success that it's having is because it's far enough away and it has a big enough homegrown population that they're kind of self- sustaining. Well, we don't have that. And over the last 20 years, we've watched the valley grow closer to us. And the problem is is the agencies that kind of buffered us, whether it was Panal County, Florence, or Apache Junction, now they're competing directly with the valley because they have to because they can't retain or hire people. And so now we're losing people directly to them. Uh along with Chandler PD, Panal County, and so on. In addition to that, you had the Queen Creek Incorporate created its own police department. They were brilliant on what they did with their economic development. Really planned it out nice. And when they started the police department, their goal was to pay better than anybody else in the state because they wanted to recruit laterals. And they were very successful. I think they're still in the top three or five. Well, right on the heels of that, now you have Santan Valley that's going to do the same. And the reality of it is about for 40 to 60% of our staff live in Santan Valley, it's going to be an easy

transition for them uh to move over to that. So, how do we retain them? Well, a couple things. What we've been seeing is when these officers leave us, Roman Hernandez is a great example. Hometown kid, grew up here, went to school here. His wife's family's here. He was set here. Uh he was with me for seven years. We made him a sergeant. Year five. Uh he was doing a great job and he ended up going down at Chandler. Day one, he took a demotion, went back to officer, and made $40,000 more a year. Part of that has to do with their base pay. And we're not channeling. We're never going to be able to compete with them. But some of the conversations that you had earlier as far as like whether you call a step program or a merit program or whatever the case may be, uh that made the big difference because what they're doing is when they hire them, they place them at the year they would be if they started with Chandler. So if they had six years on, now they're at step six. And so not only is their is their baseline higher than ours, but they're placing these guys where they should be. I have officers right now that have 19 years on and they're a step three for us because we don't. And granted, I'm I'm from the belief that not all things are equal. I've I've worked with people that two different people that had 20 years. You had 20 years of the 20 of the same year in one person and then you had 20 years of growth in another person. So, you can't really treat them the same. So, we've looked at it very conservatively since I've been there. But the reality of it here is is the fact that right now we're losing everybody between three and four years on average. There's a couple of outliers at stage seven, nine, 11 years, but everybody else if they make it past their first year probation, they're good for about three years. We might get four out of them. So, we don't have an opportunity to develop them into that next level supervisor. So, currently today, right now, I have two lieutenants that are both could retire tomorrow. They could both leave tomorrow. One of

them has to leave because he's in the drop. He's already extended in the drop in about 20 months. So when he leaves, I've got people to replace lieutenants. I have two senior supervisors that if they test and want it, they'd have a good shot at getting those positions. The problem is I got nobody back behind them to replace them. Because to create a succession plan, you have to have retention. And I can go on for hours about the importance of retention, the historical information. We had a tragic incident a few years ago and the three officers that knew the individual that was involved that that were on duty that day. Nobody knew the individual involved. Out of everybody in the police department, they were the only three that didn't know them because they were all brand new and they were working graves and it went south. If they would have had the background with that individual that everybody else had, it probably would have went a lot differently. the fact that they don't know the community or some of the business leaders. I spend a lot of time in this in this city working within the community and getting my people out there, but it's like there's new faces constantly, new faces constantly. And so it takes time. And then we the amount of money that we spend on hiring, training, developing, clothing, equipping, and stuff. And then within three years, we start all over again. So, we had to go back through the hiring process. AJ, it was mentioned earlier, did a phenomenal thing. We did a report on it for you, for all of you. I think you probably have it. Uh, where we're losing between six and 8 million because we can't retain anybody. If that translated into salaries, we probably would retain the majority of those people. So, that's the reality that we're in. We're never going to be Scottsdale. We're never going to be Chandler, but we better dang well be Florence, and we better start competing with them. And we can't do it right now because I would tell you right now I'm and and Paul knows this. I'm against the two and a half percent. Because it feels like you're going backwards. You take a 10-year step program and you turn it

into a 20-year thing if you do two and a half%. And that's the argument that Paul's going to get and Linda is going to get from the troops out there when we have those discussions. The problem is is what the troops don't understand is they have to do some projections and it's going to take time to develop that. And the nice thing about it is the city is more than willing to look at that on what we can do because it it's a lot of money because having a police department and a fire department is expensive. And the sad part about it, it's getting more expensive every day. And so they're going to have to be able to project out where they can be and where and where that where that uh that sweet spot is and what we can do as we go. But it's going to take time to develop that. However, for this year to try to stop some of the hemorrhaging from Mike is like right now I have one opening. We have one guy that uh is in the process. He's the only person that's applied for a while. The last two testings that we had were bomb. The first one, 11 people put in. We called them, talked to them. They were coming. Two days later, nobody showed up. The next one we had a month later, 13 people came in uh or put in. We called all of them. and they were all going to show up. Two people showed, both of them failed the physical and the written miserably. So, we're just not getting the applicants in. Um, the good news is I had a meeting last week or the week before. We're going to kick the academy off in January at the college and so we're working to that and and I got a commitment from the ca from the college that even if we have only one candidate, it's going through. So, we're trying to get that going, but that's not going to keep them here because right down the road, and they're actively being recruited by the agencies, right? Right now, we lost a a stellar officer, great guy, great family guy, great cop. Uh went to Chandler.

Chandler pays bounties if he can get people recruited. I've lost two more to Chandler. I mean, that's what the agencies are doing, and that's that's what we're up against. and Roman didn't want to go. But and it's not just the money. We've had this discussion, but right now money is all we got. And that's what we have to go over. Housing's a big deal. Why would I pay $400,000 for a hundred-y old house up here when I could take my family to a brand new neighborhood, brand new school, brand new parks, and buy it down there? And for all of my people that are transporting, driving back and forth and stuff, it's a no-brainer. You gain three hours of your life back every day. uh if you're down there. So, I get it. So, right now, we have one opening. We've got somebody on the hook. I've got one person on longtime light duty, one person go out on military, and I've got at least three people that are actively testing for other agencies right now. And they're all three good people, and they will get picked up. It takes us a year if I've got to hire a brand new recruit to get them through the testing process, to get them through the academy, and to get them through FTO before they are a minimally qualified officer to be on the road because there's no buffer for us because we're underst staffed to begin with. We're at minimum staffing when we're full. So, every time someone takes vacation, works a special detail, or is not working the regular shift, we have to bring somebody in on overtime. So, not only are they underpaid, they're really getting overworked right now, and I'm wearing them out. I had one one person lift us, not because of money, but because of workload and went to another agency. So, that's what we're up against. And we've laid it all out. And look, I've worked great with this council. I worked great with city management over the last eight years and they and we've done some stuff to try to improve all of this, but if you're going to have longevity in this, you're going to have to start forecasting and we're going to have to

start really building to that a sustainable ongoing budget because it's not going to get cheaper. It's going to get worse. Whether it's bullets, gas, uniforms, cost of training, vehicles, it doesn't matter. It's all going up. And it's went up dramatically just since I've been here. questions question on your I'm sorry on your laterals then what they're doing is when they lateral they're not putting at a low step position they're putting a position they in a step range where they should be for their experience level we don't do that at this point

we don't we try to adjust because you don't know what you're getting mayor you know it's I mean real I mean we do backgrounds but you don't know what you're really getting and and until they're here. Um, sometimes we do because we've got some prior knowledge or whatever. But realistically, and the problem is is like is it's it's like right now like I look at I look at this stuff all the time. So I look at the officers that I have and I look at where they're at and I look at how many years they have on and clearly they're not even placed the ones I have now aren't even placed where they should be based off of a a true STEP program. Uh, and I don't know how to fix that. And and whether it's a merit, it's a hard step or how we're going to fix it. It's going to take all of us working together, identifying a pathway on what the best the best fix for all this is. Uh, we're not going to fix it tonight. We have some ideas and stuff, but uh, it's moving forward. It's going to take some effort to do it. And I don't know if I mentioned it earlier. I I I really meant to mention because I felt horrible about this, but I felt it was imperative that I bring it up in in the retreat that we did just for the simple fact is on the heels of the of the most devastating natural disaster in the community's history. But the reality of it is it even be worse if we lose our first responders. and and it's horrible timing, but I think Linda and Paul have done a phenomenal job in trying to trying to bridge the gap. It's not fixing it, but it's trying to bridge the gap and stop the bleeding and then start the process to look at a long-term solution because even after I'm gone, this is something that small agencies uh are going to have to continue with cont continue with throughout. All the rural communities should be well aware and should be actively talking about this at the League of Cities and everywhere else.

The competition in the valley and the bigger agencies are going to shut down law enforcement in these rural communities and the quality of law enforcement that they have. if something doesn't happen, either help from the state or some other methodology to try to fund them so they're somewhat competitive uh with the the the larger agencies or you'll continue to bleed personnel there.

So, so Mr. Mayor, the members of council, we also have a sheet passed out that has the police department separations since January as we did for the fire department that shows that we need to keep the average number of years that's the best to look at how long they stay to the most common but some people were in and out pretty I think there's only one person and it's for the variety of reasons. Whenever you see a lateral on the right that means that they took a position they went as a sworn here in another organization and they have they're in a career. they have families they have to to be able to pay their bills and they need to make choices. We offer a lot but but again we struggle with the with the funding just the nature of not it's not just what we can't do but what the the money they're throwing at it in the valley. It is a bidding war and the cities in the valley have a lot more money to throw at people and and do that which predicament and we have to be careful what we plan for right now coming from the flood. We still have the match situations we do our our fiveyear forecast to see where our revenues and see what commit

to. What this budget does contain is a $4 an hour increase for every shift worker in PD. Right now is a sworn shift. And so those people will will when the budget is passed, we'll get that that $4. It'll be a bigger percentage for people making less, a smaller percentage for those because it's a hard number rather than a percentage. We'll have to have to do some tweaking on some compression issues, but I I think we're the cost of that is about just shy of $300,000 to do that. Tina, do you have that number

$260,460, 264 260, yes and That is that is the difference between this

and so um so that is that is in the budget that we're presenting tonight that has been built in to make that cover. Um I think we don't we don't have the ability to wait until we can run numbers and see the projections. We're not going to have we'll have so many spots to fill in PD. Uh we need to do something now to to stop the flow out of the department um and give us a chance to fine-tune the step program fine-tune the um how much we can afford. So again, there's two things. There's there's the program, the way that that we deliver the money, and then there's the actual amount of the money that we'll we'll be delivering. Uh now with with PD, this will be a This will be a one time bump and then we'll we'll figure out how that carries forward and there's more details to work out but but at least that will make a difference we believe. Do you agree? Yeah, I think it it's our best chance right now to initially stop the hemorrhaging with the intention of we stay active on this topic and start implementing other stuff as quickly as we can and and we will be looking at because the the police agencies that we're competing with, it's not the market we're in, but the market that is cherrypicking our people, they are in a a PD step program, and we will have to match that. But there's I don't have more details than that. That's something that we just haven't had time to sit down and and figure out the implementation. We have a little bit of time. This all goes into effect July one with the passage of the new.

Mr. Mayor, this is an item we need to take forward to the League of Cities and Towns, especially the rural cities and towns, and make our case to form a coalition to get up to the legisle. And I hate to send you down to the legisle again, Mr. This one's vital. We are We are in competition. We're here and the rest of the agencies in the two three two largest counties are up here. We can't that we need help. And and I'll say it that uh this is the time to work together as a coalition. This is the time to just push it through to the legislature and and bring them to a common sense moment. If you want us to continue providing services from a public safety aspect, you're going to have to help us. You expect 247 delivery of services regardless of the location in the county from here to Roosevelt, just as an example, then you're going to have to help us deliver because we're up against that wall now, which will disappear quickly. And and I'm sorry we have to fight for this at at the legislative level as a group of cities and towns, but that surface is expected. They want the same quality and level of service an accident occurs that they see in the valley. They want it. And so it it's time to tell those entities I'm being I'm soft pedaling. Tell those entities uh we're the asset in in the middle of nowhere. You need to help us. It's that time. That's all I have. Mr. Mayor, thank you.

So So Mr. Mayor, members council. Um that is the the the plan that we will be bringing back um uh with the tenative budget with the changes that we've talked about with um and with the commitment that that before December we will put together and and have that fiveyear strategic um uh forecast and figure out where we're going. Again with PD when we do this we'll be able to say here is your number and and here is what we can tell you will be the numbers going forward. Again, that's assurityity helps us to at least the Walters can say, you know, we say this is where you'll be and we and as of now and if it changes hopefully it will hopefully we can afford to do more um indicate that also. So

I know Chief Robinson and I and John are committed to all this. I would tell you that uh I think Chief Robinson and I are kind of on the same mind as probably like to step we would like to be heavily involved in in the fully development of that of that process because we're the ones going to have to sell it because there there's good and bad in all the things that we do. And so I'd like to try to make sure that whatever we do fits well for the city and then each of the each of the departments as we move forward. Any other questions on staff retention of the fiveyear forecast? development services. We can manage it. I think we can do it. You got to see it. Look at it. Longm like said it's a you know it's not a good time to have this problem but it's never a good time to have this problem but but we we're still early on we are standing by two and a half% increase every minimum for every city member uh every employee and then with this this one time bump for PE because of the necessity in the amount of turnover and either other local communities are not doing this. Everything we can we're doing we can safely afford and try to find ways to

you know to manage the budget and make this better. So from my standpoint currently right now we're we're we're okay. Uh you have a professional police department. Yeah, we're struggling and stuff, but we're getting through. You have a professional fire department. Uh you have great city staff along the way. Uh and I think all the directors would say that we would like to keep them uh because they're valued to us and when we recruit people, we want them to come to us like they're going to spend like all of you did. Uh mayor, you spent your entire career at Globe. Um We would like to see that again here. Uh and but to do that we have to maintain the competitiveness moving forward.

The idea well we've always done it this way and this is how it is. That has to be a thing of the past. We have to stay forward focused and I think this body and this this team within city leadership are are moving the ball in the direction that you all have wanted to go. So thank you. From my point, I just, you know, a part of this ad hoc committee, I just appreciate all the department heads and their input. It's not about putting department against department. It's really about taking the whole city as a whole. And I appreciate Paul Linda to look at this five-year forecast to give us some predictions so we can work towards hopefully affording this and and protecting what we have.

Mayor, whatever we do, we need to do something, but we need to make sure that it's doable, that it's affordable, and that we we focus all to make it work. It has to be a comprehensive plan to set goals, make them every other decision has tied toward that financial plan together also. Thank you. Thank you, Mayor. Thank you, Councilina. I think that's the last slide. Anything that we did not cover or should cover, anything that we missed.

No, thank you. Thank you, Mayor. So, so mayor, the the the last portion of this presentation is council support of of implementing the budget as we presented. Uh, and we're bringing back the two items, the redirect of the.3 and the waiver of the of the policy as we as presented tonight. Yes. Yes. Proceed. Make sure that everybody is support. Okay, we're finally at consent agenda.

So, matters listed on the consent calendar considered to be routinely acted by one motion, one vote. Public hearing items are designated with an asterric prior to discussing consent agenda. The mayor will ask any whether any member of the public wishes to remove a public hearing item for separate consideration. Members of the council or staff may also remove any item for separate consideration. Item A, consideration, a waiver of section 2-4-10A, prior discussion rule to allow action on the balance of the consent agenda. Accounts payable $452,16.39. Consideration of approval of council me minutes, consideration to approve the February 24th, 2026 meeting minutes, and consideration of the March 10th, 2026 meeting minutes. And item B is consideration to award contract number CS20260122 to OnTrack garage door services to repair the bay door the garage doors at public works fleet building for the amount of 3,739.68. Funds from this project are budgeted in account 107251236 building maintenance. Anybody from the council, public or staff wishing to remove any item for separate consideration? We have a motion.

Mr. Mayor, I make a motion to approve the consent calendar as read. Second. We have a motion, a second for approval of the consent calendar as read. Is there any further discussion? All those in favor say I. I. oppose. Nay. Motion passed. We have no new business. We have action item 5A, consideration of city council resolution number 1933 to grant approximately plus 486 ft for public access easements on Hila County, Arizona accessor partial number APN 20802432A. And we have Travis presenting. But Eric, can you read resolution number 1933, please?

Yes, Mr. Mayor. Resolution number33, resolution of the mayor and council of the city of Globe Hila County, Arizona, accepting a public access school LLC on par 208-02-432A to the city of Globe and authorizing the execution and recording of said resolution within the city limits of the city of Globe, Hila County, Arizona pursuant to the applicable Arizona revised statute. Are you pleased with that?

Thank you, mayor, vice mayor, members of the council. Uh this is one of those items under the Hill Street Apartments uh project that just needed to be cleaned up. Um the public infrastructure of the sidewalks, technically some pieces of it go within the private property. So, we need to just make sure we get a public access easement for those um those variable portions. There's three portions throughout that that parcel that we need to get the public easement for. And so, we're just cross uh crossing our tees and dotting our eyes in this matter for for that project. So, um just asking to accept the uh public access.

And that's that's the the street behind the the apartments, right? It's it's along uh Hill Street and is that Monroe on the back? Maple Maple. Yeah. And then um I think there's a small section on it de comments on Motion for agenda item 6A as presented.

Second. Second. Motion a second to approve item 6A resolution number 1933 as read. Uh is there any further discussion? All those in favor say I. I. I. Any oppose? Nay. Motion pass. Thank you. Thank you.

We have item B is consideration to award contract number CS20260097 to Dog Development LLC to construct new sidewalk and drainage upgrades along Jesse's and Hagen roads for the amount not to exceed 3,336,8852. Funds from this account are budgeted in account number 21805220. Capital Outlay Street Construction activity code number 1610008. Travis.

Thank you, Mayor, Vice Mayor, Mayor, and the members of the council. Uh, this has been a long time coming. As you recall back in fiscal year 24 um city of globe had uh requested the rural transportation accuracy council on our behalf to ask for legislative uh funding um during the state budget cycle that year towards transportation projects. And uh with the city of globe being part of the central Arizona governments, there was a portion um that the city was going after and this project was the one that um was requested and was essentially funded through the state budget in the fiscal year 2024 cycle. And so uh got the design done over the last course of the year, year and a half and now we're finally at the point where we can start construction. And so we went through the bid system uh went out the bid May 1st the bids were due and Doge became the the lowest and responsible bidder out of the ones that we received. And so we're ready to move forward with this and get it get going. Um uh one thing I want to point out is the the funding that we do have left over minus from the uh the design uh costs. Uh we're right at that 3.3 million. Um and we do have a local match that is budgeted for the upcoming budget cycle of $158,000 from our excise tax. Uh we'll probably also need to pull another $6,700 from the excise tax to kind of fill that gap as well. Um but we have the majority of the funding there available uh because of the result of the state appropriations we received. Happy to answer any questions. Travis, I have a question just with with the flooding we saw on J's road. Is was there any is there any changes the design of the drainage or is it going to go as designed?

There was one area near near Oil Circle Road that we were looking into, but working with the property owner that I think we found a different solution um than what we were planning on changing. I think we're keeping it as what was originally planned at the moment. It did not change how we were looking at the drainage though. Mr. Mayor, if there's no further discussion, I would make a motion that we approve of contract number CS 202697 as presented. Second. Second.

Motion second for approval of item 6B as presented. Any further discussion? I have one question, Travis. When will the project start? Well, we have to schedule a pre uh pre-schedule or pre construction meeting. So, we're hoping to get that in the next week or two. And then from there, it's it's really dependent on when they can get out here and start mobilizing. I would suspect sometime in June is when we could start. June. Yeah. All those in favor say I. I. Any oppose? Nay. Motion pass. Thank you, Travis. Thank you. Late agenda items. We have any? No, we have none. Second call to the public.

Nothing in the email session. Nothing in

scheduling of meetings. Um we do just to let you know that um we have we have scheduled a special meeting on May 19th uh for the to approve the tenative budget from tonight. Mayor, it was our intention to do that at 6 o' unless council wants to do something differently, but I think just because it's tenative budget and stuff going on, I recommend we do an evening meeting. I think vice mayor, you're probably are you working next week? Yes. I mean, if you want to go a little early, that's I get off at 3:00. So, if you want to go earlier, that's fine.

Mayor, do you want to bump it up a little or do five or do you want to just keep it at six? 19. The 19th. Yeah. A week from tonight. Is that the only subject we have that the budget? The budget. The two items that go with it. The the.3% and the waiver of the of the 3 million be those three. I don't know if we change it. You know, it's probably better for the public if they maintain the same time and just do it. I think a nighttime meeting would be okay. I don't And I don't know. I say as far as I know, unless Travis He's such a busy person evening.

No, no good news with us. So, it'll probably just be those three items. Okay. 6:00. Is that what you're saying? If that's Yeah, if that's our Yeah. If that's you everybody's That works. That's fine. May 19th. Yeah. Week from tonight. Okay. We'll stick with that then. Any future agenda items? future agenda items. Uh nothing unless well council has anything. No. Okay. Motion to go into E session. Motion. And second

motion to second go into E section. All those in favor say I. I. And Mr. Mayor, when we return from E session, there be no future action. We will uh simply go into um adjournment. Big thank you to Linda and Tina.