City Council - public_hearing

Come on in, Thomas. Come on in. Come down.

I said no, Max will be the first.

Oh, all right.

Max, you didn't say that when I... You didn't say, well, I wanted to go first. I'm going first.

You're even wearing a tie and everything.

Yes, that's right.

Good morning.

Good morning. I think you have the record of being our second largest department in terms of finances. Yes sir. What about the employees? How do you cut them off?

So, we usually have a deficit of about 10%, but currently we have 126 positions occupied. Ah, unlocked.

How many are approved?

Sorry, what was that?

How many positions are funded?

So no, we are funded for 126 positions.

Financed for 126? Do we have 126? Mostly we have a deficit of about 10%.

At the moment we are missing 10 people. Depending on where the external facilities are, the largest savings in the CFG. Depending on how many people are supported. There we usually have the largest deficit with the employees.

What is your biggest challenge with staff?

It is like with many other groups that work in the operational area. It is difficult to occupy the less paid positions and then keep the people. So the lowest paid positions are the most difficult? We have some good people and if we have them for the first time, we will promote them as soon as possible. But it is usually a challenge to find people for the lower positions.

Was sind die saisonalen Herausforderungen?

Rasenmähen bei 38 Grad ist schwierig.

Mich interessiert nicht, wie heiß oder hart es ist. Darum Mitarbeiter zu halten. Sie beschäftigt zu halten. Ich würde denken, dass diese Saisonalität... Sie sind ein saisonales Geschäft.

Also. Und wissen Sie, was wir auch gesehen haben, ist, dass manche Leute, die zu uns kommen, erst einmal einen Fuß in die Tür bekommen wollen und dann vielleicht in eine andere Abteilung wechseln. You get your CDL driver's license and can then switch to ISD Wasser & Abwasser or to the public building office and just get on the career ladder.

So you see a shift upwards in the direction of Chris Gruppe?

To various other groups. But you know, we are happy for you and want to see your progress.

What structural changes? Sorry, what structural changes? zwischen den Vergleichswerten vom letzten Jahr und diesem Jahr.

Wir wollen also vermehrt auf Auftragnehmer setzen. Wir glauben, dass darin einige Kosteneinsparungen gibt. Nun, Sie wissen ja, die Stadt wächst und wird jedes Jahr größer. Wir haben 166 Zustände. Wir haben das Gefühl, dass das für bestimmte Gruppen ausreicht, um auch die saisonalen Herausforderungen zu bewältigen. I would like to use more commissioners, reduce the full-time positions and use the existing full-time forces more in a supervisory function. What does the capital mean? What exactly did you have there? A hitchhiker. So I have a few trucks. So I have a hitchhiker and a suitcase. Both are models from 2006. Both have about 240,000 kilometers on the speedometer. With the hitchhiker, you know, even if he has 148,000 miles, you have to look at the operating hours, since he doesn't always drive on the street. Often they go where they have to work on a tree. He belongs to the tree flake crew. And then the elevator runs for several hours, while the men operate the basket. What other major investment needs do you still have that have not been introduced here? That's actually all. We have a pretty good rotation plan for the zero-turn circular sea. I know, I'll ask two more questions. I actually made one yesterday, that was a 2012 model. To get 14 years out of a zero-turn circle, which runs almost all year, over 8 hours a day, shows that we have a good maintenance plan. I really have to say that. We also have tractors in the area of ​​the external systems. I'll ask further. They run constantly and simply wear out. We looked at some things with the external systems, where they have the larger team cars. Some of them require a driver's license of the class C. You can take a smaller number, the same size, but not the same requirements for the admission. It does not require a special driver's license and is cheaper. So if we can save money, let's look at the F250 or F350 instead of taking a team car, if possible.

Eric, excuse me, if you're a climber, can we have someone who can wait for him?

So, the vehicle fleet works great with us. The truck is currently constantly in the workshop, simply because of the many hours of operation. Of course, there are things on the elevator that the workshop cannot repair. That's why he is sent to an external provider to work on it.

Does that stop you?

Yes. The tree care crew is constantly in use. You have a backlog that you work on over and over again. Wenn der LKW ausfällt, können wir einen der kleineren Hubsteiger nehmen. Sie kommen noch nicht an manche der größeren Bäume heran. Aber die heben Sie sich auf, bis der große Hubsteiger wieder aus der Werkstatt kommt.

Übrigens, ich glaube, ich habe es Ihnen schon gesagt, aber ich sage es noch einmal. Die Leute in Wood of the Forest wissen sehr zu schätzen, was wir für Sie getan haben.

Nun, vielen Dank. Ich werde dafür sorgen, dass die Crew das erkennt. Sie waren heute Morgen auf dem Weg hierher im Riverwalk. Sie sind überall.

So, Eric, or actually Ms. Standard, maybe. There is a remark at the bottom on page 73 that I don't quite understand. Is this your budget increase of just under 10%? Yes.

An increase of 62%. To lead back to a 10% increase in health insurance contributions.

A 2.2-year adjustment to the cost of living, a two-stage increase, again everything in line with the overall picture that we knew. An increase in the state pension for the transformation of the RSA, for public safety. Mr. Sandrich, is that the fire department and police we talked about? The consideration of the previous cost of the step adjustments from the previous year, yes. Was bedeutet das?

Tut mir leid.

Also, unser Gehaltsplan für Stufenbewegungen funktioniert so, dass eine Stufenbewegung innerhalb der Gehaltsgruppen erfolgt. Das ist also Ihre Gehaltserhöhung, Ihre Leistungszulage für das Jahr. Die erhalten Sie an Ihrem Jahrestag. Sie erhalten diese nicht zu Beginn des Jahres. Mein Jahrestag ist im März und ich würde im März eine Stufenerhöhung bekommen, aber dann gibt es nichts weiter als den Zeitpunkt, wann sie eintritt. And exactly. So we budget based on the time. And next year you have to plan my full level increase from the previous year, because I get paid the full amount. Oh, so that's what it means.

And then the constant scale, diverse personnel movements.

Excuse me, the diverse personnel?

Diverse personnel movements.

So simply, you know, funding.

What should that be?

So you are asking for diverse personnel movements.

I mean, we haven't created any new positions. We have put some people in between the departments, but I think most of them are going back to being promoted. Also gab es keine nennenswerten Personalbewegungen. Nichts Ungewöhnliches. Sie haben keine Stellen gestrichen.

Nur zu, Frau D. Bei der Durchsicht der CFG-Nachverfolgung, die wir machen, nein, es sind buchstäblich alles entweder Kündigungen oder Neueinstellungen. When we had someone in staff at level 5 and this person, for some reason, quits, she changes to another department or leaves us. Then this place automatically goes back to level 1 and is then reoccupied again at level 1. So, for example, there are just cancellations and then new settings. There are grants from an entry level to a higher level if you have been there for two years. There was No, there was a vacancy for Scott Yarrow as director of building maintenance. So we stepped him back, or rather put the position back on level one.

So far, what you describe are not significant structural changes. It is the normal business process.

There is nothing structural. No structural change in position for Eric.

So they are at 126 this year. How many were there last year? Last year there were... So we have three positions in the outside service. Excuse me, two gardeners of level 1, one gardener of level 2. I still have a fourth part-time job in the weekend crew, who controls the parking toilets and ensures that everything is clean and tidy. We do not plan to occupy this place. We have actually hired a former supervisor who immediately started fully and does a great job. He works literally as much as two people. So we do not plan to occupy this place again.

Eric, if we look at that, is one of the points in the recommendations of the mayor's proposal to take over five or six of the smaller parks in the city internally? Yes. How does that look like?

Now, one of them is the Freeman Park and the swimming pool that we had already taken into account. We are currently completing the planning with Mr. Eatman. With the others, we are trying to expand our position and to focus more on applicants there. If you look at what PAA has given us, they have spent about 32,000 per year for these five other parks. So we will write that out again and see what we can achieve with an applicant to save money there instead of creating several new full-time jobs.

Can you tell us which parks it is?

It is the Rosedale and the Harman Park, which are on Greensboro Avenue. Then there is the McKenna Park, which I think is behind the center. Yes, exactly. In addition, the Cardinal Park at the airport and the Mischpark, also on 15th Street. Two of them have toilets. We have two. Mobile teams in the cleaning department. They drive around and take care of several urban facilities that do not need a full-time janitor. They will take over and we will work with ESD to ensure that the trash cans are emptied regularly. What do you think the emissions will be? As far as cleaning is concerned, it is so. Es ist mit viel Fahrzeit verbunden, nur um zu diesen beiden anderen zu gelangen, aber wir werden es in die Route integrieren. Nun, eines der Reinigungsteams beginnt seinen Arbeitstag tatsächlich am Flughafen. Für ihn wird es also nur ein kurzer Abstecher sein, um sicherzustellen, dass die Mülleimer geleert werden und kein Müll herumliegt. Das wird ihn etwa zehn Minuten zusätzlich kosten. So we don't expect any major problems. That worried me in the beginning. But Elwin is doing a great job. He will be able to do it quickly.

So we don't plan any additional staff? No.

At least not at the moment.

We really want to try the way of the client and see how it goes.

We are already hiring a service provider for certain areas in 15th Street. That seems to work well and saves us money because we don't have to create any further full-time positions.

So Eric, if I look at page 73, while you try to increase the proportion of the work that is done through contracts, right? this work is found in maintenance contracts. Where is it located? Because that looks pretty good. Salaries and social benefits have increased a little. Administrative costs have dropped. Maintenance contracts have dropped.

What? So regarding maintenance? Where is ... Where is the money? It would be at external services.

External services.

I see.

I see.

Or, among other things, operating expenses.

Now, please turn around for us, Ms. Standard, and show us where this is. This is on page 41. External services, 25, actually 458. High in 26, to 528. High to 610. Actually, and then recommended, 563. It doesn't look too much to me. It looks like it's going to explode.

Now, if you look at the costs for a full-time employee in comparison to what PHR has paid for the maintenance of these parks, then the full-time employee is two to three times more expensive than what the client has calculated. And that is one of the main reasons why we want to try this way. We have about 80 full-time positions in the field of outdoor facilities. They do great work. But if you look at how the industry works as a whole, you see more people in the summer months. No, if you have to mow the lawn every week. You have to be outside. When it gets quieter in winter, we start to pull them off. Then you will see how we lay a lot of roll grass, try to work with bark mulch and carry out some irrigation projects, where we have to do this in some parks. Da versuchen wir wirklich, unsere Bauprojekte für den Bereich Außenanlagen abzuschließen.

Was ist also die größte Herausforderung, mit der Sie hier in nächster Zeit zu kämpfen haben?

Ich meine, das ist tatsächlich eine gute Frage. Wir haben viel Rollrasen, den wir verlegen wollen. Im letzten Jahr haben wir viele der Mulchflächen für Cook entfernt und dort wieder Rollrasen verlegt. Da gibt es einige Bereiche.

Außerhalb von Cook, draußen im Hintenpark?

Im Snow Hinten. Wie bitte? Im Snow Hinten. But I mean, there are projects like these. There won't be any big projects. Most of them will be written out as part of investment projects by a client. We're more looking at the smaller things. If a few trees have gone in at some point, we'll go there, replace the trees, replace some shrubs, maybe go through the beets and analyze them. Do we want to use shrubs in areas that require more care? Or is it more sensible to remove all the shrubs, lay the grass and just mow it to really increase maintenance efficiency? So these are the types of projects we looked at. Last winter, we carried out some dewatering work in the Green City Park, where the company in charge cleaned everything up. A part of the problem there was that the water was clogging behind the pool house. So we went there and cleaned it up so that the water can now drain off and doesn't clog up, which would create a swampy environment. But these are mainly smaller projects of this kind, not large construction projects for the outdoor facilities.

Does anyone else have a member or not to address something? Questions or comments?

Just a procedural question. Budget, I think, 30 US dollars. Do we have to pay every time when one of our vehicles drives on the bridge? Yes, we try to avoid the bridge if possible.

But you know, if we have to bring material to the depot, there is always a reason why we have to do it and save time.

and not have to drive around and consume fuel.

You'd better not do that. So you're taking over, I assume, the building costs for some of the facilities we've talked about, the Edge, or not the Edge, the Gateway.

I assume you're taking over part of the market.

We are looking for ways for some of these others. I know these are decisions that go beyond their powers, but with some of these facilities we could in the future save on the cost of building management. Have we looked at options there? When do we see the potential for cost savings there?

bei einigen dieser Einrichtungen.

Sprechen Sie davon, tatsächlich zu versuchen, einige davon zu verkaufen, oder insofern, ja. Also, wissen Sie, wir werden mit dem Bürgermeister zusammenarbeiten, mit Ihnen, mit Brandon Moore, dem COO. Ich weiß, dass es derzeit einen Prozess für die Ausschreibung der AfD gibt, der Ihnen, glaube ich, vorliegt, um diesen Prozess zu formalisieren. Und wir. Normalerweise Leute, die sich verschiedene Einrichtungen ansehen, die wir haben. Manchmal schauen sie sich nur um, manchmal besteht wirklich berechtigtes Interesse. Yes, whenever we can. Let's start with modernization, be it with the HHK control, the lighting, the conversion to LED or the installation of motion detectors, so that you don't always have to worry about turning off the light. It turns itself off if you can't move for 20 minutes. We've been doing that for three years now. Wie sieht es mit 3200 Greensboro aus? Ist diese Anlage in Ihrem Budget oder bei den Käufern? Was Versorgungsleistungen, Instandhaltung betrifft. Liegt das in meinem Bereich? Ich weiß, dass die Instandhaltung komplett von meiner Gruppe durchgeführt wird. Ich glaube, Frau Sanders sagte, dass die Betriebskosten der Anlage auch in meinem Budget liegen. Eric, I want to thank you and your team. You're doing fantastic work. You've done a great job with your budget. I appreciate everything you're doing. We had a lot of support. INF contributed a lot. I also have someone in my team, Bridget Reiner, who does a great job. Great work.

I can only agree with that. As far as the budget is concerned, you've got things under control. What I experience in the city and see when I'm out there is very positive. Don't let the trees interfere.

Nice. Plan another round this year.

Larry, I was at a beach yesterday, and it looks great.

Thank you, sir. Thank you. I'll pass it on.

All right.

Thanks, guys.

Mr. Hedgas, you're next.

You can call me Hedgas. Hey, this man gets my trash every week. Welcome to yours. Try to make sure it's yours.

Give this man what he wants. Let's get him out of here.

That's exactly what we want to find out, what he wants. I want to know exactly what he wants.

How are you, Chris? Which side are you on?

So, one of the topics we're talking about ... and wanted to hear was when we went into the last phase of the business year 26. that some of the vehicle maintenance had become a problem and we had discussed how to deal with it. That's exactly what we're going to do. Let's first look at the big picture.

Krankenversicherung?

Man muss bedenken, dass ein Großteil davon der Unterschied zwischen 10% und 24% staatlicher Rente ist.

Wie viele Mitarbeiter haben Sie, Chris?

Wir haben genau 100. Ja, genau.

Und wie sieht es mit Ihrer Besetzungsquote aus?

Was die Besetzungsquote angeht?

Wie viele offene Stellen gibt es im Schnitt?

So when you started three years ago, we had an average of 15 to 16 open positions. We have closed this gap.

Currently we have three free positions in the ESD.

Yes, exactly.

So we think the staff is better now.

We are on average at about three to five. Not even four. Wow. What we are trying to do is to keep the internal support and keep the people motivated to stay at the ESD. We are trying to reprimand them. I'm not lying. We are trying to reprimand their people. But we are trying to prepare ourselves for the 20% who can go into retirement every day and prepare the people to get up internally.

And is that the condition now that about 10% could go at any time?

Yes, exactly. This is our biggest challenge. I heard how you asked Eric about it. This is one of our biggest challenges to know who can go and to be prepared for it. Of these 20% are all route operators. They know their routes. They are the ones who drive and know where to turn left and right. So we have to prepare the helpers to know these routes and to take on the tasks. We put a strong focus on it. And I think this model is the reason why we have closed the gap and now only have three open positions. You see an opportunity to rise in our department.

In your opinion, what is the most important factor? The employee bond. What is the progress? What is different?

And what can we do more to make it happen?

Show them a path of development. Hey, you're starting out as a helper. That's what you need to become a operator. That's what you need to become a heavyweight machine operator. We put great value on working with our new employees by putting our experienced people on their side so that they are taken under their wing and see what next steps are needed. We have introduced training, HOTO training. If you start anew, As heavy-duty machine drivers. So they are your truck drivers, garbage truck drivers, everything that has to do with heavy equipment. And now you know, we work mainly with heavy equipment. But we take these people on a Friday, let them do overtime and they learn how to operate a loading crane. They learn how to drive a garbage truck. And these are some of the changes that we have made in recent years and that, in my opinion, have helped us to keep our employees.

That's good. And how has this basis of 100 employees changed in recent years?

Pretty stable. It's pretty... It's pretty stable.

Cool. Now you know, we are constantly looking forward to this number, because when a city grows, we are designed to handle these routes with what we currently have. We have so-called jumpers, drivers, who learn the different routes. So if someone is sick, wants to get rid of himself or goes on a pension, they can take over this route. But while a city grows, we are also looking forward to what our routes can do, ways in hand. So how many houses can you physically drive off on a 10-hour day with a truck? And we know that. You know, when we get to 200 houses per route, we have to start thinking about whether we should divide this route. We have to apply for a full-time job. We are not yet close, but we are constantly monitoring this with the 100 employees we now have. We always look for, we have implemented, I know you have already heard me speak a few times about Fleetmine. This is a route control system with which we can monitor whether a truck in a quarter takes 30 minutes instead of 15 minutes. We can do that. Why aren't we slow? Why are we, you know, what distinguishes this truck from another? We constantly look at things like that. We use Paragrenfleet or something like that to monitor times and the tonality that comes from UA compared to Woodland Forest. You know, we are constantly monitoring these things. And so we are planning to see whether we can manage the next four years with the LDPs and similar ones with our current funds and the current staff, or whether we will need two additional routes in five years. We are constantly monitoring. This is a big part of John Smith's work.

We use two separate depots, which some of you may not know. At Black Warrior Solid Waste, we dispose of all our household waste. This is, you know, the deposit for the district and the city of Northport. Any construction damage goes to Cypress Creek, behind Tuscaloosa Fort. Sie haben unsere Müllgebühren erhöht.

Das steht so in Ihrem Vertrag. Ich glaube, Sie sind jedes Jahr 3% richtig.

Das ist also der Grund für diesen Anstieg.

Beinhalten die Wartungskosten, ich meine, der große Brocken in Ihrer Abteilung ist offensichtlich. Also die Überholung einiger Lastwagen. Sind die Wartungskosten darin enthalten oder sind das nur normale Instandhaltungskosten?

These big expenses. Oh, that we had. I see. That's included in the maintenance? That's right. That's included in our vehicle maintenance. You know, at the beginning of the year we had to take a massive break in our maintenance budget of $240,000. We have overhauled three ASLs in general. A general overhaul means that the entire armament group and the shed in which it is loaded are replaced. You're re-installing everything new in the building. They were simply used up over time. That was something we did not expect. That was ultimately the reason why I had to come back and ask for this maintenance budget.

Why not? Why didn't you expect that?

Since ASLs are relatively new to me, the maintenance costs were something we had to learn first. When we sent the first truck to Amersatz, I spoke to the manufacturer Samson International. And they told us, hey, every four years these trucks have to be overtaken in general.

And that's how I honestly learned about it. But we've planned it now. I think I told Henry and maybe you, Mr. Busby. Wir haben mit der Arbeit an einem Austauschplan für die gesamte ESD-Ausrüstung begonnen, wobei der Schwerpunkt auf unseren schweren Geräten liegt, was uns ermöglicht hat, ASS aufzuschlüsseln. We know that your life expectancy is eight years. We have a five-year plan, which includes two ASLs, which you have proposed for this year. That is actually what we had for the business year 2728 in the exchange plan. We will apply for two more plus four overtaking next year if we ask for equipment. We have now transferred this plan to garbage and waste vehicles, as well as to every single truck. We have recycling trucks and side loaders. Another thing that was suggested was a side loader that was in our plan. This is a recycling truck? Yes, exactly. And this year we were actually able to finance one of them through a grant.

So we are ahead of our exchange plan.

So Misstand, where? Wo sollten wir den Großteil dessen, worüber wir jetzt sprechen, in den Kapitalprojekten erwarten? Oder wie viel davon ist in diesem Haushalt für 2027 enthalten?

This is an excellent point and I have to say that about five years ago, many of the equipment purchases for daily operation were still included in the operational budget. About five years ago, we moved away from it and really focused on the investment sector. But I think The situation with Chris's vehicle maintenance has shown us that we have to take the reinvestment in daily utilities into the operating household. So I would say that you will probably see a shift. And we will take this into account much more strongly in the applications for the general household in the future.

Is it included in the SMI?

Yes, if you want.

The 8.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.0.

So what you see in his operating budget for his department is really the maintenance page. But if you want... No, it's over here. So it's really about the maintenance page. If you want to learn more about the capital investment to buy him new vehicles so that this is no longer a recurring problem, look at page 21 of your book. And there you will find an encryption of the devices whose procurement we suggest in this operational household. And environmental services are, so to speak, the third block on this page. So we suggest that you buy two garbage trucks. These are the garbage trucks in the ASS deal. A recycling side loader and two garbage trailers. And this is incorporated into the budget book that is in front of you. We do this so that we create a transfer position from the general fund to the RFI, because these equipment items sometimes need longer than a year to be purchased. And that's why we don't want the account to be closed. We put it in the capital fund so that it can stay there until it can actually use it, taking into account the time requirements for ordering large devices.

Excuse me, I'm a little confused. So the 1.25 million that we see on page 21 are, according to you, the budget that we have in front of us.

Yes, sir.

But if we then go through the winter and into spring and we start... To collect excesses and to carry out our separate capital projects. Don't we see that again? This is already success. Possibly.

I say possibly. It will come to that.

I mean new, new and others. Not the same.

Not new and others. Not the same. But only the general concept. We know that 1.25 million are already in the budget that we are looking at here. Das heißt nicht, dass es im Frühjahr nicht noch mehr geben kann oder wird. Richtig. Im reinen Kapitalbereich.

Abhängig davon, was bereits im Kapitalbudget enthalten sein wird, bevor wir im Frühjahr beginnen.

Entschuldigung, wie meinen Sie das? Ja, diese werden bereits gekauft, bevor wir überhaupt im Frühjahr zum Kapital kommen. Also dieses Geld ist bereits zum RFI transferiert. Nun ist es vorgeschlagen, es mit diesem Budget in das RFI zu verschieben.

This money will be used again. So there will be no new money for it. It would be new money for other things.

For another possible truck, in case we need it. So he would have three new ones. You know, again, depending on how we have seen the maintenance problems in the last four or five months, we have really started to get the long-term investment plans for vehicles better under control die täglich für betriebliche Zwecke genutzt werden. Und damit sind wir bei anderen Initiativen mit 10-Jahresplänen sehr gut gefahren und dies wird einfach eine unserer neuen Initiativen für einen Mehrjahresplan sein. Aber wir hatten das in der Vergangenheit nicht.

Also auf Seite 22 unten haben Sie ja... Wo sind Sie?

Ich bin auf Seite 22, wo Sie die verschiedenen Kapitalzuweisungen zusammengefasst haben.

Und Sie fragen, wo Sie hinmüssen.

And then to 160. Transfer to other funds. That's the right place for me. There are 300 or 4000. Maybe I got the wrong position. The difference is, part of this capital purchase is for water and wastewater. So part of this general fund and free standard would be the encryption.

Was ist mit Wasser?

Wasser hat doch seine eigenen 8 Millionen, oder? Aber es gibt eine Wasser- und Abwasserposition in diesem Haushaltsjahr. Auf Seite 22 sind 665.000 für Wasser und Abwasser. Die Laubbläser. Sagt ihr, das könnte besser sein?

Was ist auf der... 4,069,000, you subtract the 665,000. That's 3.4 million. You have already paid part of it. You have already transferred part of it to AFR. Well, a part of it is already out of the RFI.

So from a previous change, that's somehow... We're talking about it, but we've already moved a part of the money.

I just wanted to find out how it got there.

I say moved. I say it's already there. Because it was meant for an earlier project and then they just gave out less than was transferred and that's why we just... We distribute for... Yes, redistribution. Do you want to see a detailed summary?

No, I just wanted to find out where this capital money came from. I just wanted to follow up on that.

1.5 million. My two garbage trucks, a limestone sorter and two garbage trailers will strangely relieve the future maintenance.

It should be, yes. So these are the trucks that replace the models from 2017. These are our oldest vehicles. The next ones will be from 2019. What is now being replaced corresponds to the household plan that we have created based on life expectancy.

So, yes, hopefully. Your plan that you have created, from which you believe that it is basically necessary for the next ten years or probably forever. Yes. Will you fulfill what you had planned for this year?

Will we fulfill that for this year? Yes, sir.

You don't need it anymore. I mean...

Sorry. All good. I didn't interrupt. I think I know the answer to that, but you and Eric and probably Selvin back there have a similar problem with all these big layers breaking down all the time. It's just not practical to have someone here who repairs them. I mean, apparently we're all sending them away. I don't want to speak for Selvin, but I think the complexity of the work is enormous. With my truck, the complexity level is maybe higher than with a hitchhiker. I mean, excuse me, a hitchhiker. That's why I think it's more expensive to pay someone who really knows every device than to send them away.

That's my opinion. I don't know what... And I think that was already told to me once, but I just wanted to ask. Let's see what it says. Chris.

Thank you. I think we can appreciate each other happily. If you look strategically into the future in the long term, are there things that you think about that come to us and that will significantly change our business? Or that you would like to change. And I don't. For example, when you work in the area of ​​the water cell, you know, you drive around, jump from a vehicle, lift things up. But at some point, whether 10 or 15 years ago, someone had to notice, hey, there's a change coming our way. How do we do that? Wir werden nicht mehr von Zähler zu Zähler fahren, vom Fahrzeug springen, sie herausziehen und sie uns ansehen. Es werden automatisierte Zähler eingebaut und das wird unsere Arbeitsweise verändern. Ich frage einfach ohne feste Agenda, wenn ihr in eurem Geschäft in die Zukunft blickt, gibt es irgendwelche Veränderungen, die eine solche Wirkung hätten? Oder gibt es Änderungen, die wir eurer Meinung nach in Betracht ziehen sollten, wie wir das hier handhaben? Das größte Thema, das ich sehe und verfolge und das uns meiner Meinung nach am meisten betreffen wird, ist unser Recycling.

Wie wir recyceln.

Because our overall recycling is manual. From sorting on the roadside to processing in the factory, everything is done manually. If you follow the trends in recycling, almost everything is automated as soon as it arrives in the factory. It is operated by robotics. It is separated by robotics. This is something that the city should investigate, in my opinion, and with which we observe the growth. As far as the garbage is concerned, you know, we have already seen the transition to side loads, which means that people no longer have to stand at the back of the vehicle, which, as you know, has my full support. This is an enormous safety aspect. Not to mention that the loss of these two people also saves a lot of full-time jobs in the back. I think we've already seen that with the garbage collection. I think the same will probably happen with the collection of garbage and waste. Instead of a three-man team with trailers, you could use a 20 cubic meter truck, i.e. only a vehicle with a driver who gets off and operates the system from behind. I don't have any further questions or comments.

The same goes for you. Great work. I appreciate everything you do. You have one of the toughest jobs and are really very good at it. That's why I appreciate you and your employees very much.

Yes sir. I found it impressive when I saw the numbers, how many people have been with us for over 20 years. That's really impressive. I mean, that speaks volumes. Not only for the ESD, but for the whole city.

You know, it's a great workplace.

Many people go to rest with us and that's something we all hope for.

Keep doing that. I appreciate you. I don't know how my colleague is doing, but I can't remember the last time someone complained that the garbage wasn't picked up. And I really appreciate that.

I don't care. Thank you for that.

Oh, yeah. I appreciate you. Is that Mr. Green? I see him sitting in the dark corner. He's hiding you.

Are you that?

Oh, yeah. He answered the question about the vehicles.

We have sent a message to Mr. Green. You can come by if you have any other questions about vehicle maintenance of the fleet. So, is he the expert for this?

I can't afford to beat these people up today, what they wish for. That's pretty easy.

Get out of here. Let's change.

I'll wear them all off. No, you won't.

This word does a lot of work. Let's see.

Kali, where? Which pages?

Quite simply, what is the biggest challenge that will come to you in 2027?

I think of some of the things we are looking at and I nod to what Chris said about the equipment and maintenance work for your fleet and I join the concern of Council Member Pfeil regarding our maintenance capacities. Wir achten darauf, wie viel Arbeit wir momentan nach außen vergeben. Wenn man die Größenordnung unserer Reparaturen betrachtet, werden etwa zwei Drittel bis drei Viertel unserer Arbeit in der Werkstatt erledigt. Betrachtet man das auf Basis einer Kostenschätzung, liegen wir wahrscheinlich bei 50, 50, 50. And as Chris already spoke about the complexity of some of the devices we work with, this also has to do with the software with which these vehicles are now equipped. Even if you can carry out certain repairs, you need very special devices to program the system in such a way that it recognizes the repair that has just been carried out. The investment in this type of equipment is extensive. So we're not at the point where we say we have to invest. But these are the things we're looking at for the future. So maybe there's more coming our way. At the moment, our fleet workshop is unique because our staff is able to work as a single person. Wir haben die Expertise, alles vom Freischneider bis zu Chris' Müllwagen und allem dazwischen zu reparieren. Das finden Sie in keiner anderen Mechanikerwerkstatt vor Ort oder anderswo außerhalb einer anderen Gemeinde. Das sind auch nicht die Art von Fähigkeiten, die man einfach so in einer Berufsschule lernt. Wir machen jede Menge Ausbildung am Arbeitsplatz. So gehen wir mit unseren Dingen um. Wenn wir also betrachten, wie wir uns für die Zukunft aufstellen, ist das Erreichen dieser Art von Expertise ein wichtiger Punkt auf unserem Radar. And we do that all over the line. But for the fleet it is probably at the very top of the list. All right. How high is the staff? What kind of workers do you have? So this year we are moving to a team of about 88 employees. You will remember, last year we still had a staff of 98 people. In the last three years, we have covered a total of 15 or 16 full-time positions. Are these exemptions or were they moved elsewhere? These are complete extensions. We currently have a total of about 20% of unoccupied positions. I have about 21 open positions in the entire department. I will say a lot about our open positions and our way of doing things that may contradict what you have heard from other departments. I do not mean that there is a right or wrong here. We are merely pursuing a different philosophy and I hope that will be understood that way too. But what we were able to do with our open positions, our first approach at each freeing position is the question of whether we can cover this work function efficiently and sustainably anywhere else in our working group or through additional efficiency increases. That's exactly what we did to stretch these 16 full-time positions. I think you will agree with me and we certainly do not rely only on our own words. We receive feedback from the community as a whole. Our productivity has increased in recent years. Our quality of work has increased in recent years. The strategies that we use to build full-time jobs while maintaining the quality of work at the same time work. So that's what we want to push forward in the future, while we take the next step. Did I get you right, that you reduced from 98 to 88? Correct. During the year, and that you have unoccupied 21 positions?

That means you work with 67 people. Excuse me, I don't have that.

That means you work with 67 people. No, I work with, well, I have a total of 88 positions, but yes, I work with about 67 people. You have eight? I have 88 full-time positions, but about 67 of them are currently occupied. Correct. Okay. So you work with about 67 people.

Yes, correct.

We are moving in this area. And we are again very consciously dealing with these replacements. Because, as I said, our first step is to check whether we can do this work within our existing working groups before we sign the position and decide on such things. It takes time. And again, I would like to emphasize that while we are going through this process, we are not doing this in a way that affects our production quantity or the quality of our production. To give you an example of one of these changes. In our work on the drum repair, we used to have two separate teams that took on different tasks. Our two asphalt trucks were mainly responsible for repairing what you would typically call a small round punch hole. They drove out, cleaned it, filled it with asphalt and were done with it. Other parts of our patchwork involved major network breaks or other road damage, where we actually had to send out a second team that removed the bad area with a excavator, brought a larger load of asphalt, used a roller to distribute it and that was the repair. There were two separate teams for this work. We have now bought the necessary equipment and newly assigned the personnel for our asphalt team. Now the team that operates the two trucks is doing its own cuts and major repairs itself. The construction team has now taken on other tasks and this allows us to do more with fewer people and to do more high-quality work. When requirements are applied to you, what is part of the process to decide what is kept internally and carried out and what is given externally? So what we look at, is that on your department level or is that the case with technology? Well, I think it depends on what kind of construction work or commissioned work you are dealing with. Because we mainly focus on maintenance. So we look at existing infrastructure that has somehow been damaged and then check our options to repair it. And that is our focus. The installation of new infrastructure is generally covered by tree removal, i.e. either through Eric's group or through the technology.

The first starting point for maintenance is usually us.

Right.

Your increase in state pensions was greater than your overall budget increase. So you were able to shorten your overall budget beyond that.

and for one department. Not that not every department would be important, but I know that we get calls because of punch holes, dehydration, fallen street lanterns and the like.

That's the first thing, one of the first things people think about when they think about what the city is doing to its department.

I appreciate that. That is certainly proof of the commitment of our team members. We are proud that we have remained under the budget in the last three years and are working hard to keep up.

So again, many thanks to you and your people. You all do a lot in many different areas and you really do it very well and very efficiently. That's why I thank you and your team for everything you do.

Then you all know each other. That, while at the same time you are one of the two best-dressed city employees.

Thank you very much, I appreciate that.

Thank you. Mayor. There is not much that I like about budget hearings. The opportunity to sit there and talk to the department heads wherever it is necessary is one of the exceptions. You probably see much more directly than we do what belongs to it. To keep this business running.

We appreciate the opportunity and I am happy that you can see what I experience every day. 19 phenomenal department heads who are really at the heart of the future of this city. Yes, I see that too.

So, Ms. Sanders, is there anything we should discuss as long as we are here together? At the moment, I am not focusing on further points regarding the budget. I don't necessarily think that there are any other major changes from the last to the current year that have not already been discussed. As far as large parts of the budget are concerned, which we have not really talked about yet, Elevate is probably the one point. We have briefly touched on the Elevate topic here and there. There were some aspects that we talked about, but not really in detail. But apart from that, I don't mind if we want to go through something. The next biggest issue in our budget is debt.

We've already done that.

I think that's generally well understood.

We probably want that, but we can't change it.

No. So these are the only comments I really have.

Mayor, is there anything we should address or look at here? And it is literally a work meeting, not necessarily a meeting, in which decisions are made.

I think Elevate is always a topic for further discussion, even if we have already come to the core of the matter yesterday with the Savings Center. I think what would still interest me is the process, how the Finance Committee and the Council as a whole want to proceed with the household.

This is what we talked about. We will take what the Finance Committee will take. and process what we have gone through in the last few weeks. I will call on not only the members of the committee, but also the non-members of the committee who would like to contribute something to our answer and try within, we have two weeks free, that is within about a week to see what we come back to as points that we would like to address in the household. And then probably, and again, I was told that I spoke to someone yesterday, or so you know, we have, we have to reach two rounds of agreement. The first is between executive and legislative, but the first is internal, in the legislative. You know, we have six or seven members, depending on how you count. And there will be different people who want different things. I will ask that we keep it as general as possible. Don't you know that the normal course is that we lose $4,500 each in six different topics that will have no influence on the direction of the city? I will ask that we try to stand by it and recognize that we have six people. We have to bring at least four of them. I mean, to be for some things and hopefully very few.

But we'll see how it goes.

Well, and I would like to offer the following. I am ready to meet with you as an advisor at any time, everywhere and at any place to discuss all concerns. Ich konnte in 20 Jahren immer einen gemeinsamen Nenner finden und es gibt keinen Grund, warum nicht. Ich denke, wir hatten in der letzten Woche oder so bei diesen Anhörungen einige sehr gute Diskussionen. Sie waren sehr aufschlussreich. The second is, we would like to bring the household to the first vote on September 22nd, so that if it is not unanimous, it has to come back for a vote on the 29th and then I could sign it. And we could, you know, start the household year on time. Especially.

I'm working on it. Again, I know that we have tried to design the timetable in such a way that we do not find ourselves in a position in which we are oppressed because of a single vote in the House.

Just purely technically, we do not meet on the 8th or 15th.

So our next session is on the 20th. A week before the council meeting, the committee Der normale Ablauf war bisher Finanzausschuss, Rat und dann die Abstimmung. Das ist sicherlich nicht zwingend erforderlich. Jeder von uns könnte den Haushalt am 20. zur Abstimmung stellen. Ich überlasse es Herrn Busby, wie er diesen Prozess organisieren möchte.

Ich denke, die Vorstellung der Empfehlung des Finanzausschusses am 22. wäre die erste Abstimmung.

Das wäre also What will be voted on in the Council on the evening of the 22nd will be...

If the Finance Committee can approve a proposal that it supports. That would be on the 22nd.

What?

So from the Council? Is it going to the Council or is it... No, we have to bring it through. That means it has to be bundled on the 27th.

We wanted it in the Finance Committee and then on the same day.

You wanted it to be able to run for more than two weeks. The household has to...

Oh, there are several.

So there would be voting on the use of the fund to renew the facilities.

Normally there is the opioid thing, if we use these drugs. That's a separate vote. There is also a whole series of them.

But we can, I mean, we can work with the financial committee in the next two weeks so that not everyone of us will see it for the first time on the 22nd.

We will sit down with them and discuss.

Das Ziel sollte nicht sein, dass es am 22. jeder zum ersten Mal sieht. Wir haben zwei Wochen Zeit, in denen wir uns austauschen werden. In Ordnung. Ist sonst noch etwas, das Sie hier haben möchten? Wie stehen Sie dazu? Ich meine, dasselbe gilt zwischen Ihnen und mir. Ich denke nicht, dass es vor dem 22. zu einem Gesprächswakuum kommen wird. And with as much time as we can plan, because you and I like to agree on something and then say, Ms. Stand and Mr. Holm, now you know, we have to do X, Y or Z.

Therefore, as we always do, as soon as we have found a common basis, we want to carry out a financial and legal examination.

Just to make sure that we, you already know, tick off all points.

The mayor would like to tell us that we are the place where dreams die.

Just for clarification. So, committee on the 22nd. And the whole thing twice.

So that we can terminate the household on time. Is that right?

Okay.

We have an additional week. And until the 22nd? Twelfth. There are, so to speak, two rounds that run. First, the Finance Committee will try to formulate its position. Second, we go to the other non-committee members and ask, hey, is there anything that you consider in the household that we should take into account or exclude? And we do that every year in some form. And I always ask that it is also a written success. Simply because I think that it compels two things. First, it forces us to concretize our own thoughts about what we are introducing.

Right.

And secondly, there is a recording of who has reported everything. And again, our constant struggle is to keep it on a level that is important for the whole city. It's not the right time to try to get $3,700 for this or that. It's about bigger, more directional things than that. That is, that is... How does that work?

All right, sounds good.

Hopefully, maybe by the end of next week.

Are we close to the answer to... Yes, we're coming back to it.

And we're not reinventing the wheel. Okay. The majority of this wheel is already built. We're just looking around and asking ourselves, is there something here that doesn't correspond to what we, the legislative board, see?

Johnjo? All right. I also thank Carly for all her work. I appreciate you, Carly.

Believe me, if I can say my praise to anyone, then the whole team that works on it. You will find that I know the information on the upper level. Know. Don't know the details when it comes to the individual posts. The man sitting here, Lana Jenkins, knows it. He's the one who typed in every single number here and double-checked it. Hacker. Er kennt sich also viel besser damit aus als ich. Danke.

Weiß es zu schätzen.