Council - workshop

to report on the number right. Good evening, everyone. We're here for the Ridgefield City Council's session agenda for a presentation of the 2026 revised to the 2027 agenda tax money. Thank you all for all your hard work. It was so easy to see some of these facts, and to show it all over the board. Thank you, Ann. I'm going to turn it over to State Manager Rodriguez. Thank you for your time. We have a hard time with 6.50, so I'm going to do three things. Thank you. The department directors and their teams are putting together this year's public budget. They are all hard-wired. They have to deliver excellent services for our residents. And, of course, we're going to combine with a modest tax base. So it is a challenge every year. I just want to thank the finance department for their good work on it. And thank you to Steve for being a large budget fashion set manager. And it has to pay attention to reality, the big picture, but all of those things. And it's made it so that all three of us are going to be able to do our pages. So I brought a couple of several funding-oriented budgets. And it's for something to do with pay-per-view. So if you want to re-watch it, then I'll turn it over to Steve. My name is Steve McDaniel, budget chair at Fannie Hatcher, and I have 15 slides today for the budget review, and then we'll talk ahead of time to hear from you today. Those are going to be these 15 slides. I'm going to ask two more reasons, and I said wrong, but this is a chance to recap the conversations that I'm talking to you. So these groups, the timeline that I should have made, at least one added to this page. And I kind of just had a thousand headers. But then two weeks ago, we had the board session with the financial management for that utility rates and city fees. We looked at the CIP, CIP as well. The CIP, CIP went to the Paying Commission yesterday and that was part of the process itself as well. Then I look at the 2026 revised and 2027 proposed budget and it will be a presentation by the department directors for the analysis of the preliminary tax study. The date there should actually be September 22nd. That's the plan then. So it's just a typo since I haven't moved it. vacations planned. So here's my second review of all of that. It's official. It's not in your cabinets, but that was part of our thought process since we've had a conflict in there. So we thought it's a perfect time to take a look at some of the ways that the NRA takes up. It needs to be done all by September 30th, so we'll have time to make sure that that work gets done. But as for the taxation meeting, December 1st is going to be discussed. But last Saturday, I don't think everyone's okay with that. So it's going to be December 1st at 6.30 p.m. to move along. But I definitely want to know if that still works with city council or not. And then we will certify the funding that was announced by the CID, CID on December 8th. So we just want to make sure that the truth and text actually meet. So for that, we need to adopt and then certify that final levy by December 28th. So December 28th is after December 20th. So that's the plan that we have before us. Now, we'll go through this on it, but definitely take a look back at any of those dates that are in the future if you have any kind of comments on this. So on both of the sides, pretty quickly, there's nothing that has changed in the budget update from two weeks ago. What I did break out of the financial bullet point is the cost of the increases and the step increases. It's an adjunct. And I have two positions left. I just want to add a separate bullet point there. But nothing on both sides has changed other than bringing that second bullet point. So I think that is the highlight again, is the debt issues. The second bullet point is about debt issues planned for May 20, 2026. We've done a bunch of things that have said it's going to have an impact on our project. There should be about $4 million of that. I think it's 3.8, 4 of it. The numbers are correct. But that bullet point is that we'll have $4.6 million for a debt-to-partner. And then on May 27, we're going to have some cool thought issues that the federal with a new construction that is both property tax bonds and utility bonds. And there are some additional water utility projects that are set up with bonds that have fallen. We'll see those on the water utility slide along the end of this presentation. as the next slide goes there hasn't been anything that's changed on the side side either a couple weeks ago so it's good whenever there are any changes the one thing that I liked is the folding side didn't build the entire levee so that's what we'll call our own but they're folding it from the bottom so the buildings for this is the equipment levee is about $420,000 It tells the IT portion that building services is just around $100,000, and that we're increasing the state and equipment levy this year closer to $1.7 million. And a few weeks ago, when we looked at the finance and management plan, the city's fund was $161,000. And as we get to the next 10 years in 2036, we're just going to have negative cash balance by increasing that fleet levy starting in 2027. just see that negative cash balance push out further if we don't increase the levy this year. And we'll just keep our decisions and make sure that's what we're going to do. So right now, increasing the fee levy is what we're going to see in the next five, four years. So that every year is going to help. And the proposed levy increase at the very bottom, just had probably entered the last time around, it was 4.54 to 8. You had it rounded down to 4.54. It should have always been at 4.55. At length, you get any spread at 12. And a few signs were even as an appropriate day to rate a levy. I just wanted to make that clear that the levy increase, nothing had changed in the numbers. It's just it was probably the direction it should have been at 4.5 to 8. if you look at the general fund revenues from the categories, a lot of changes between 2026 adopted, revised, and proposed. Overall, the revenues in the 2020 audits proposed close at about 2.16%. Some of the highlights would be for intergovernmental. It does come down from So 2027 comes out from 2026. Goldberg's got about a $200,000 fund on federal grants. And that came in in 2026. So that's why we don't see it in 2027. So that's why we have that highlight. Simplicity is we are increasing. the proposed revenues there. There are two reasons that we'll think Nature Center Building is going to have a building rental of $80,000 in 2027. Now, this is a new regular coming in. We're also increasing the investment income. We've always put a very conservative amount, and we're seeing it closer to about $20,000 a month. It adds up to about $220,000 for years for increasing needs. we definitely need to know and that's one of the reasons why we had overall tax revenue number on that top line a little bit lower than previous years first chance for us in 2026 to adopt it there was public safety and that was budgeted for the revenue that started coming in and as you can tell we didn't have the public safety aid so for us we'll hold on to that until 2028 that's what's on in the 2027 public safety numbers looking at this graph you see that for 2026 versus 2027 hopefully it's going to be but it had multiple years in there and all these percentages so it's a little complicated but overall the percentages for the most part remain the same in texas does go up by one percent and because the transfers are down at about one percent above at all the revenue categories that are most likely in the state we moved to and the 2027 proposed levy of 4.55% is the breakdown of the general fund levy, the equipment levy, which is related to all the new services, IT, and the fleet levy. There is an EDA levy that has fallen. And I ask the owner as the net surplus levy. One levy that's not included on the distance and separate levy is the HRA levy. The HRA levy is being kept flat for 2020. So that's at $742,000. Because the HRA levy is flat when we combine the HRA levy with the city levy of 4.55%. The overall total levy city HRA levy is 4.45%. This is the slide that was, at least the numbers were talked about two weeks ago. But what we're seeing of 2027 versus 2026, the average home value is increased by 3.49%. Because if I may increase the national 0.55% of those two items, and the volume is almost equal, that's 1.330. Now, you're able to easily convert that into the volume of items that results in that half-day persona on the average house. This slide shows the five-year levy history from 2022 to 2026, and then the proposed levy for 2027. Between 2022 and 2026, the average levy was 5.92%. The next year's levy increased by 6.16%. And in 2027, we had departments that were using fiscal local constraint, and as how we're able to get to this proposed study increase of 4.55%. This slide shows local government aid over the past, it looks like, 15 years. And it was a decrease in 2021. But one item that I highlighted in 2024, there was a more large increase. And I talked about this last year. I'm sure it was in previous years, 2012. The 2023 legislature There's still a little bit of demand for 2024, so that's why they're missing the job. They were shot at 2024 at $1.3 million. It's at a little over $3 million for the most part. It's at some, some big, little increase. Not an increase, but just a minimal increase. general fund expenditures. It's broken down by departments with some additional categories at the bottom. And a few things that I like here, what we looked at for the 2027 performance budget, we have a look at charge credits, and that's related to the internal service funds. There's an internal service fund. building services. It's an internal service line as well as information technology. So we wanted to look at how departments were being charged and if departments were being charged appropriately from the local services that they had. So for IT it comes down to computers. Another thing that we made sure that IT was working with departments that understand how much they're being charged and remember some changes in allocations as a result of that. there are some departments that were being overcharged and some departments that were being undercharged. So the increases that you're going to see is part of us performing the due charge tax. And for exhumed resources, one of the other items that we looked at was the interactions within the incentives fund. It's the property liability for all sorts of stuff. And in particular, workers' comp is part of that. So essentially, the workgroups found funds on $64,000. There's a lot of administrative deeper credits that are going in there that we're helping out the generals on. And we just wanted to take a further look at that. We're going to analyze that moving forward and make sure that the internal service fund and HR So that's part of the reason why there's a large increase also with HR. And yeah, I would apologize if you didn't use the HR budget a little bit then. I know, obviously, on the points that I told you, I have a new full-time staff that is now all on the HR. And I think some of the things that we've been doing the legislative executive budget on M-12. So that also explains how these increases. And I know the department's will assume that M-12. For public safety, the Billion Rental Charges, one of those chargebacks, did increase in 2027. So that's why public safety budget has increased in M-12, as it did in front service chargebacks. And the P&T, and I don't believe I talked about this two weeks ago, was 2026 in Dobbin. That was the new state law that will take effect january 1st 2026 and that will warrant the entire insure house to be broke out by a department to be put this law placeholder number there of 150,000 in 2026 revised and 2027 proposed as it may seem immutable the indisarriable amount of the code and those apartments. You just need to see that now in this bottom line. Food fund balance reserve in 2026 revised. We are increasing that to $722,000. And now we have producers that maintain absolute food balance. In 2027 proposed, we are putting $0 there because in 2027 we'll already be at that 40% food balance. it's not a senior brand once the revenue is in it and it shows the expenditures percentages and as well as most part of things that are changed and there is some quality increases and decreases but for the most part it's only just about 1% of that and I think it relates to the charge bags are lower if you have a medical unit as well. Can I just say one more thing? So those percentages It's not increasing, like, 5% or decreasing the percentage. It's just it's ramping up or down. So just be aware that some of the poor states or understates work well. Yeah, there's really too many to add. So we had a conversation, for example, in 31. We had 39.6% out of 10. The biggest year, in fact, 39.4%. So we kind of had to add to that. But I don't think that we can certainly move into that. So it's just a couple of terms. And then we actually had a few more slides. So this is showing that she is from 2026 adopted to 2027 proposed, and 2026 revised to 2027 proposed. So wound power is just a little over 2% in one, and the other one is just below 3% for them. So overall, we're going to see increases from previous year, but for the most part, it's an unbelievable increase that we're seeing from 2026 to 2027. There were two new positions that are being added and are included in 26 revised budget. There's one position, which is the recreation services that I coordinated. And in 2027, there is one new position that you have, recreation services, that has the resources for you. This is – I'll check that one to be – go past the slide. But this is just looking at a general fund expenditure history. And here's 2021 and 2025 are manageable numbers. And that 2025 number – like I said, it's a big jump from 2026 versus 2025 manageables. But adding to the fund balance in 2025, there was $1.7 million that went to the fund balance reserve. So we had that value included that the overall percentage would have gotten. Not such a big jump that you'll see there, that 9.54%. And 2027 proposed versus 2026 revised. Again, we're always on two sides of the two point eight point two. So again, we're looking at actuals for the first five years. And then the years after that, there is balance. That seems to be good. And 2026 revised and unbalanced. And 2027 proposed. And so we'll be at a 40% threshold. Okay. At this point, I do want to ask for any pause for any questions. And kind of an advice, I hope, for you, if there aren't any questions at all, go ahead to the administrative services table. Yeah. Please. The fiscal disparities program. The fiscal disparities program. Yeah. I'm off 4.9 million for 2027. There's an LGA, a low-location state one-quarter. It's around $15.4 million. figure out where long-term pay charges will be provided to us, and where that's taken for, that kind of stuff. Yeah. And we're looking at, essentially, for 20% of the fee. It's going to figure out whether the 20% is going to be sold out. Yeah. So if you see this, we're expulsing that taxes line. Actually, it gets combined with property taxes. It doesn't have its own separate area. It's combined with the taxes. forcing that on the school board. But I think the school experience, I think we're seeing, and it was on the board point on a previous night, but either I have not broken out individually here, but I think it's increasing by roughly like $54,000, you know, by yesterday. And so, you know, so the question is, will it improve the school on that we're, you know, keeping on the revenue flow? And again, I tell the students, in the industry, our revenue is where all of our money is set up. But yeah, the school experience is paying pretty good taxes. So that's where it's going to be in it. We don't have a good idea to bring it out. And some of these things have to be helpful. And then we'll publish it. And then what we're saying is we're going to go ahead and wrap up your survey and send it across to somebody. So you're actually going to be seeing what we call people in bigger. Very well done. Thanks, Eric. So a lot of this low-risk earnings, a lot of this low-risk earnings is actually part of the property tax. It's just a portion of the property tax that's paid to the state rather than out to other states. So it's a portion of the property tax and a portion of the tax. A portion of that comes from this low-risk earnings. Right. Thank you. and I occurred to be a real barrier, but we all grew up here. We all grew up here. We all grew up here. We all grew up here. We all grew up here. We all grew up here. We all grew up here. We all grew up here. We all grew up here. We all grew up here. We all grew up here. I know a lot of your people are not told how to do this. There are different types of types of tests. Do you remember any of them? It's possible to do them. I don't know if you were able to do them, but you said that you were 173 or 143. I was 153. I was 153. So you've missed out on this practice. You can continue to do it. Yeah. the ratio is a net receiver of the disparities going into, after a certain date, I think it's in 2019, where we consider our commercial center space goes into the state, and that for all cities. So we're losing, you don't see that in the 4.9. So there's a portion of tax base that the commission has made a tax base instead of taxes, and that goes into the state pool. So our benefit is usually the whole appointment, and it's not from the state. It's not, so that's basically to put it in the state pool, and then we get, the LLCs get a certain amount back from that state. having to get more money because it's being overdue. Right. Right. So it really is taxes. It's just, it's through this visible disparities program that they adjust to your taxes. And it's all part of the problem too. I also think that you're right. You're sitting on a different level. Yes. Any other questions? I don't think I can answer any questions. I don't think I'll know how I'll pass those to the administrative services. So those are the criteria. All right. Then I'll take a seat. I'm going to talk about administrative services. Administrative services. We're doing that right now. We have six divisions. We have two divisions, which are W-0, administrative services, and third division, which are technical. of your operations. And then in 2021, we have to wait a little time. Since the part-time year came in, we had some follow-up initiatives already. So this year, we'll be talking about this. We'll be talking about it in part-time. And then we will come up with three FTEs and then we'll In the first six divisions, the team is supported by four conforming sources, which is the general fund, which funds the electricity for the community in the future. There is special preference on the two funds, the commissions of the general fund, the commissions, the internal service fund funds, and the state of action, or if the contracts that are called to the region are associated with local services, it is committed to the So that's kind of how it's going to be used. And I'll just read all the measure services slide. You have some of the management supervisors that are in that role that couldn't answer any questions that you have about their divisions. And I'll also have more press. Here's where I'm personally from. Okay. And we'll head into the next slide. But if you look at it back for the general fund, they just did a miscommunication restriction. There's a little trust fee. And then you have the jury register. Then you have the city clerk. That's just to see the jury register. And then you have the city clerk. And then the city clerk. And then that's all 3, 5, 4, 6, and 10. And then you have the national law school. And then you have the city's own office. 40,000. And funding-wise, this is the most money that we have. We have revenues from the 10,000 years that we have. We're going to just use that view to this year for City Hall. And it costs $4,262 million for the operations of City Park and $310 million for the builders. The next slide. And the reason to do this is probably because of the position, which I saw. There's a response from a person. That person is very, very good at calling out any racism. Or, as I mentioned, taking the resource. The position was for super-judgment. And then some of that people, as I said, a statement that has on the implications of the state's efforts to address all of the services, all of the new services in the area of health and nutrition, in the area of A&T, that if we repeat that in the market, we're not going to be able to do it. So I think you're good. So this is the investment impact for every register on the investment journey. This is what it's looking like in the case of the investment set up for 2020 to 2026-2027. That was the impact after the service feedback. We've also researched the sale system. Tom right here has a swap. And we've also been on a commercial track with a company in the North that is, that we, now we will have our insurance system. And they do their transaction. If you're from the transaction to the side, which you didn't send to the side, you can only do it one part of the journey. But it does take some time. But also, it's just your obsession with moving. But the other thing that we're really implementing is the portion fee for both bits. Now, after many, many years, we can use that as some kind of communication. And we're not looking at it as a trade, but rather we're looking at it as a service. And as we go, we see what we want. And it's really reliable. We're always willing to come to the point. So there were some days where we had, I mean, we managed all of them. minutes. She'll come in at about 15 or 15 minutes. And then, using what you call plugins, we'll put that up on our end. And then, when you touch this button, I'll show you that that means I'll tap to the plugins. This also tells you what you're testing. And then, we'll say, that's extended. Thank you for your progress. Thank you. the city had been invested in metaphor cities for 20, 26 years or so but there's not a lot of focus on the other management as we move to state recognition and data request most years and what one didn't do for many of the cities And then we'll give you that, which is the same thing as I said. So, the year is, you know, over 40 years, as I expected. And the year is, you know, just a little bit prior to that. So, just the year is, you know, the end of the year. The final year is, you know, what is the subject of the final year? The city of Michigan. And it's, you know, it's like a shot. You know, we don't know if it's going to go south. We don't know if it's going to go south. We don't know if it's going to be beneficial. But, you know, it's just like, we're running out of time. And then I'm going to switch over to Adrian, who's going to do this program. So, as I mentioned, these are the internal RISC files that are shared spec'd into RISC-3. I want to thank you all for being here. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. For IT investment, we had a great competition for this position that was founded on Saturday morning, beginning in 2020. We went on to looking at vision. And I think it's really important to help cast a vision for the city, because it's a whole question of us moving from a design to a software solution that we're working on. And it's a lot of work, but one thing that we have to do is make sure the staff is Thank you. We're also looking at the network infrastructure for man-of-all-types in North Carolina, which is cybersecurity and granularization at one ground across the city, and an additional network block. We will be looking at some of the objectives of the community pressure to use it, but first, we'll keep this in mind. That's the various departmental data that we have. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. And on top of that, so in the cybersecurity section, the additions that we're applying and visibility to improve threat detection and cyber response. So that's on both sides. That's on our city network side, and it's also on our data network team, which is the technology side. And we have been going through the network assessment that was done and strengthening our network to make the changes for the next few years. And thank you again for all the secret, right? All the secret tips. Oh, they could have been better, but, um, so... Secret tips. No. Yes. What did you say? We're going to go to 07, 06, 08, 08, 08, 08, 08, 08, 08, 08, 08, 08, 08, 08, 08, 08, 08. And we'll do that in this spot. So we're just going to take a little bit of time to make sure that we have enough room for growth. And if we can't make it, we're going to have to choose for an investment rate of $100,000. We're going to have to catapult more reserves. And we're going to have to spend a lot of energy. We're going to have to spend $100,000. And that's going to be what we're going to need to provide. But as I said, it's one of the most important things that we do. And that's pretty important to me. That's the vision for me. And, of course, the authority of my community center and how that's going to work. And you can share some of this. This is gathering two members of my class. This is from a sense of respect. And it's like, I want to say a special thanks to all of you for sharing this communication with me. Thank you. Thank you. Thank you. Thank you. I want to show this investment in traffic communications. This is the state that we're going to do the higher, the 2026 that we want to do. The high-license here is for meeting some of the markets. We have our airways. We have all the cars. We have the bus. We have a close-up of the sitting office. Our ability to monitor lighting is a simple source of recommendations. It was what I had to do. You know, vision, all these skills, that's what I want to do. Our brand is just the best developer. You can trust me. We're not lying. We have a good team. We're not running out of money. So this is perfect. I went through some of the details of the annual transfer. I'm getting terrified of the cost. So let's see. Well, I had us over to the rest of the city. And we're going to see what's going on. We're going to see what's going on. So you can see here we're, like, a quarter of the recent census. Right at the moment, we just did a study, and we were trying to estimate the cost of each of these patterns. This is perhaps just about 12 months. expenses, all that capital, all the dollars for food and conduct, all these reasons, revenues, utility, and then just trying to figure out what to do with these funds. On long-term locations, expenditures prior to capital expenditures show slight decline in expenses. This is slightly due to the classification of share-of-pay point. That is something we can continue to work on. And if your MSR sales are estimated to climb several levels, then that happens. It's a long story, but it's been interesting to me. It's at the Cedar Point store. It's been interesting to me. It's not the first time I've seen it. It's not the first time I've seen it. It's not the first time I've seen it. It's not the first time I've seen it. It's not the first time I've seen it. It's not the first time I've seen it. The central expenditures are estimated to increase by 1.5 to successful. And my classification is based off of this. Well, this is not even likely to happen. Because the owner's sales are estimated to climb slightly higher than average, but due to the state's incompetence, these rates fall almost immediately. jobs that live in this location, which are expected to increase from July to November. The revenue subsides from the community's money. At this point, our year-to-date stats are down 8% to 25% to 24%. The ministry continues to try to consider funding that exists to help the community. Thank you. Next slide, please. So that's the index that they did in the 2020 post-budget. Quite an increase in personal costs. Most of those things still are. And just to say, people who transfer for the New Year's Day, $5,000, that's what I was expecting. Well, I believe that due to the uncertainty of the future, we'll notice that that will exceed those necessary requirements of $2,500 and a half or so out of the year. more exposed as you can see from the second one over on the far right. From the last one, it's still a big one. And of the $69,000 gross outage, which we had all day in the donors, we've been studying sooner or later. And from the higher sources, we've been able to see that there is a biograph, which is So it's that all that we're going to need to do. Let me just show us the contributions that we took. So if we're going to our lifestyle, so we're going to use our point. And that's the first step. What we're going to do is talk about that. And that's equal to 25 minus x. And that's just equal to minus x here. And that's what we're going to do. And that's what we're going to do. And that's what we're going to do. I think that's a good question. I think that's a good question. And then we can always start selling down our product. So we'll be at an estimated $62,000 per year. That was actually this year's. Thank you. One of the random things we're having to deal with is the international student allocation. We've had that before. The only way exactly to do that is to use it as a model. But I really think a lot of the same thing happens. You see a lot of the same thing, but really, it's pretty simple. And I've definitely done a lot of the loss. Where is it? Well, it's over there. And I don't know. But I do think that's one of the things our iterator is going to need, that if folks are waiting to sit there, we'll get to the point where we said, no, we're going to be here. So we're going to do our best to do a great work. And I think that's something that's going to work. Thank you. But if you don't see it, we'll let you know. We'll let you know. We'll let you know. We'll let you know. We'll let you know. We'll let you know. But we want to try very hard and try to be as much as anybody who wants to be in this. We want to be able to go all the way across the country to be able to do that. So we're going to go all the way across the country. We're going to go all the way across the country to be able to do that. Great. So now you know that people will be thinking about the director. The CDA department is 21 employees. I assume you know that most of these formulas are learned and funded by the HRA and EPA. If you are interested in those budgets, we're presented through those bodies on Sunday. The divisions on this side of CD are really our regulatory functions, things that are staying mandated, like zoning and inspections. So sort of our business-as-usual kind of level and shooting here. Of note, I have an exciting update to my slide. We will now be in place for one week and two days. In 2016, we really have been prioritizing the organization We have reworked the department of some supervisory duties under other positions so that we can focus on strategic plan priorities and also focus on succession, vetting, and inspections. So I'm sure you're also aware, and it's really due to the loss of the fire, It is critical that we retain those stakeholders. As we bring people in, we train them up, we get them ready to move through our system, and we have that in place for them to see and for them to want to stay here other than wanting to stay here to hear my jokes. I just love it. This is the budget. Again, this is just the city double-length sign. And the HRA budget is about $5.5 million. And the VBA is just at $1 million. Again, you can see those documents for that. We'll see that there's an offsetting here that allowed us to keep our budget at under a 30% increase for 2027. And while we are predicting a lot is to increase in revenues for 2027, this still has us well below revenues of this year's economy. It's still very difficult for development. This is primarily showing the small kind of D-to-D projects that are going on throughout the U.S.A. All right. Thank you. All right. All right. All right. All right. All right. All right. All right. All right. So what is the 2027 budget showing for CD? Three major things I would say. First is the comp plan. It's continuing our staff development and also eliminating or mitigating some issues that are arising. So you might have been linked to the Conference of Plans required every 10 years. 2027 is the bulk of that work, although it will continue into 2028. So there's an additional $11,000 that will need to be budgeted in each of those years to pay for the contract that we've signed to complete that work. forward, we should consider increasing the set-aside. The set-aside is the amount of money each year kind of in a savings account to pay for this, so then it doesn't cost this very large increase in our budget. I think after we've made for this update, we should consider increasing that amount. Right, Joyce? about $13,000. You might want to look at raising that to $15,000. So the costs, like I said, we have now been fully staffed for most of the year. So we're looking at steps where it increases, insurance increases, and also some funding changes on the HRA side that are requiring us to fund more positions from different buckets of funds, and that includes the city's general fund. And then the other thing we're at the moment is we're putting those people into supervisory positions and leadership roles. We wanted to make sure that they have the tools and the training and certifications necessary for that. As Zach mentioned, there was some IT costs and reallocation that hit the city side of our budget and reallocated next to the HR and PDA sides of our budget. So, really, it was just kind of bringing the money around. And then, again, this flag here, but modest increase in revenues looking forward. And then, in terms of mitigating, credit card fees are really outreaches for us last year. The Building Inspection Superman home had over $100,000 in fees. We were not expecting that. So thankfully, I guess, we were understanding that we could make that money. In 2026, we're still expecting nearly $80,000, even though we've negotiated a lower rate. So we're estimating $30,000 for 2027, but that's something that we're going to get that work done in time. Next slide. Any questions? So, we've got the finance team here. We have a contractor, finance director. We have six and a half to 15. and that's an assistant finance director of eCash, that I have for myself, a senior financial analyst, a beautiful accountant. So, one is a, who's a 0.5 FT in that position this year, but in community development sometimes it's 0.5 FT in that community development period, but an accounting technician that does a team's pay roll in there. In the public works budget, there are two utility policy technicians. They report the finance, but they're part of the utility budget, so that we order, so we're going to store more of our budgets up. And the finance budget, which was revised as an increase versus 2026 adopted late in 2025, the overall annual line in terms of the city's annual comprehensive financial reports. We've got a cost report on the expiry of the liquor funds as well as the enterprise funds of water utility and those water utility funds that we cited in one of those comments in the finance budget. In 2027, for closer, it's just a 0.49% increase. We talked about how we're redistributing the internal service chargebacks, and one of the big factors was the building rental cost for finance. Previously, it was $50,000, and now that's reallocated down to $20,000. And so that in our 2027 proposed budget would not help setting rates by a little over $30,000. We're moving that 0.4% increase for 2027. And the finance department in 2027 proposed will continue to stabilize and involve staff. Longest ever staff and finance department for just over three years now will continue to move the finance team. And technology, there is a better payment process from JPC, JTT, Tungstang, and so just hold on to that. We'll move those laws. We'll streamline the accounts payable process. And as I said, it's just going to be implemented out of the baker's stores. That will be implemented out of general departments in 2026 across the state as well. and decision-making. Two weeks ago, we presented the financial management plan, and that is a more comprehensive tool that we'll have in finance moving forward. And it will be fully implemented in next year's budget process, so we'll have it all merged. It's been around for two months. It's the general fund, but the special revenue funds, and the annual project funds, and the enterprise funds. game-targeted focus review for best practices and our internal controls of real-goal financial functions and that kind of lines up with the stipulation that Sam involved in with the school kind of needs to continue to look at those best practices and to continue to improve our internal control that's a continue to improve the budget and we're working on all the capital projects and that will fall on my shoulders then but we have this is our employee on the side as well and we'll continue to improve this process part of that so that is what I had with district CIDCIP That document's always been a very forward-facing document looking into future years and over the years. This year, it's included in the CIB. CIB's financial costs and costs before that as well. So, correct. Not just departments, but the public can see an actual project budget. So, it's a cost, but a long-term cost. And we're making that work into 2020. So, that's why I prefer any questions from clients. Thank you very much. I'm also wondering if you have any other questions. Yes. Let me stay out of the intro. We've also unfortunately been disturbed by the community choice for this session, and we're going to move on to the next one. So I'm going to recommend that folks are here on paper. the components. What we've done here, I'll kind of go over this on the other side here, is actually taken a little bit of time. We're talking about taking a shift of resource, and we're going to mention a little bit more about that in a little bit, but we're going to go back and do some homework. So you have now seen the priorities this year. We're going to look at industry innovation and opportunity status quo. It's been an opportunity to hear a lot from the community organization and the Again, while there's an organization, it can also be at least a little bit embedded. So trying to, you know, very succinctly work your way to embedding. But doing that allows us, of course, to be able to recognize it. Part of what we have been able to do, though, is certifying other interview managers for AdWords. So we're interacting with the city council to determine whether you would be doing the same route, trying to do the same thing with the inspections. But we sort of satisfy your needs so that we have the resources to take care of that. But certainly, the internal resources will be there in case we need to use them to face to sort of pause a step on the personal side or a long-term military importance. We've had more persons unemployed in the last entire year or so, or 26, and we're seeing a shift that's been coupled with the adjacent teams that do family and legal aid acts, all the things that they've been struggling with. So we're trying to figure out how we're going to do our solution for that staff and the one is for the military, obviously, but that just doesn't have much of an intervention with all of the other programs. That's that case. You can see a revise. We did have a trial for the 2016 Department of Veterans and Personal Services. And then also the change back in the 2018 budget, because for both years, we meant for the staff to be And then I begged them to put me in different positions. And they were happy and forced in. You can also see the revenue on the side of the player's industry and revenue source. That would be different just the revenue side of the project. It's a little bit rare for a player, say a player even comes in for a pitch once in a while, you can under estimate that might be in the last few years somewhere. But in that, we're going to see it's going to be a little bit more simple. We're going to see a little bit more work going in on that side. But obviously, it's the answer. We're going to have to make sure that we're going to try to make sure that we're going to make sure that we're going to make sure that we're going to make sure that we're going to make sure that we're going to make sure that we're going to make sure that we're going to make sure that we're going to make sure that we're going to make sure that we're going to make sure that we're going to make sure that we're going to make sure that we're going to make sure that we're going to make sure that we're going to make sure that we're going to make sure that we're going to make sure that we're going to make sure that we're going to make sure that we're going to make sure that we're going to make sure that we're going to make sure that we're going to make sure that we We have very engaged, very skilled, very dedicated firefighters. That is where we're going to go to. So part of what that also does is to be inclusive where we are. We have to be able to get the space that we need to make sure that things are safe. to try to determine how to use the monitor to save the options, to try to under-francise the budget, and try to have the same amount of time over the term. Again, trying to, I don't know if I'm a target person, but I would say the military needs to be very safe. And there are two of those opportunities that they get, which on the fatigue, it's very difficult to save. The operational side of things, just want to re-emphasize, we re-developed it from where we had this, I think, professional training, re-evaluating a lot of what we were able to do this year and what we're doing next year because of the change in our personnel is really just reinforcing what we should have been doing, re-evaluating where we are and trying to make sure that we are exactly where we need to be for an organization of our size and for a team of other organizations. And then you continue, at least through the 10-year contracts, case-by-case review for the first quarter of 2020. And I don't mean the inspections at all. It's a really good opportunity and resources to take out from all the technology and those that are really needed to be able to face that in 2020. Just a couple of highlights from the budgetary standpoint. One of the big issues, one of the big moments, is the cost of fair trade. We don't see any really long-term rising demand, but we're still expecting a few years out. We've been having these years, and we're seeing the beginning of a 24-year clearance after we purchase the animal before we actually see it in the house. And so that's by moving some of the progress that we're trying to reimagine, for example, trying to work with other groups to be able to make that particular movement more sustainable. We need to bring reality to that. We're going to pass on those policies and policies over the next 10 years. We're also looking to design and use technologies that are more on the stage line to get more data and try to make more data-centric decisions that are going to be more genuine and give more opportunities to track the data and those efficiencies. We have another big location that exists. I just wanted to be, obviously, grateful to be here today to talk to you guys about this very briefly. This is an entirely long story, but we have been doing a great job watching capital replacement rates. This is an incident we've gotten, and so we're trying to catch up on it so that we can, in the future, in 2020 or so, try to get us to realize that So we need to work on the needs of the others so that they can't get hurt anymore. They can't see the improvements that we need them to do when they're in the police. So we need to make that transition into rejoicing. That's going to be a priority, of course. As well as helping kids be applied for and hopefully get a grant for them to use the health system in Station 1 in 2012-7. So we did apply for one in June here this last year for Station Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. are officially meeting that company position for the problems that we're dealing with. Since the previous chief of that position, Andrew McMaster, If you're ready to consider right now, I'll just take it out of the law. Are you ready to consider the number of serving while in that position? And if it falls towards the number of firefighters that you have, the number of firefighters that we can call and do the call for, is it worth it? Is the situation on that table worth it? Would you definitely consider anything that you would like us to consider? My opinion is that it's a critical position that we've been missing since that point. And it's also reflected in the lack of information that we've been able to do. I have some experience that we've had many people do it internally. So I agree to the statement that's a critical position that we should have. Thank you. So right now, because that vision is so critical and it's wide, They're actually our deputy chief. Where is he? I don't know. I think he's in Saskatchewan. That's been moved into the house. So actually, we have that position right now. Roger is chief. And Mike is the deputy chief right now. And that is what they're doing. It's the training where we don't have someone doing as much. So that work has shifted to the captains. We're trying to work with them. And I actually met with both. It's a shift from today to learn more about the sequence from where it is needed to respond to the meeting that you're doing. So because we didn't have our chief to be able to respond to their writing, to announce their interpretation, They were really, you don't have to get more choices to that, but they were really, really helpful people there. And they were very active. And so we've been going on for nearly two years, covering the whole city. So it is, well, there aren't afterlives like that all the time. But I would be very difficult not to. And that position right now is designed is that the chief of the public health is here about that. But when you do that, the deputy seems as though talking about it as the chief won't. And you know, I'm sorry. I was there. I didn't know how to do it. And we're talking towards the 26th in chief. We're talking toward the news. And we've hired founders too. But what is it? And my professional opinion, it's part of the position that we're missing. We're doing well in that part of the position, but it's the firm of the team. And the reality is that we're in a position, given the trials in the day, but we're far, far ahead. you're only going to be at multiple positions. And when you go to that one position, it will affect their salary. And you'll get a lot more. work on them for the cost versus the amount you could get on the defensive, or those who are in position for it. Not to diminish the potential competition of the needs of the future firefighters, but I would not necessarily take the main sense of what you would find there. Is that part of the reason that we're having to contract out first for the law enforcement system so that we can get rid of that position for a long time? Yes. The history of this organization, in my opinion, that prevention society has mediated for a long time. We've had many job searches. We've had two. so that we are always on the edge of it. The chiefs don't choose it. They have the impression that you won't get it. Why don't you go ahead and choose it? It's a little obsessive because we've gone into that here. We had twice. We could take that out. We're all really going to the same time, and I still have the feeling that they have the same thing going on. My opinion is that is going to be a skill that should be seen in chief officers and that should be ensured in the organization that we have the opportunity to set up in the organization. It is my opinion that there's, for many years, there's been some inefficiencies that have been, you know, not in the interest of anyone. Any other questions? I'm the resource director. So I'm going to go to the next one. I'm very goal-oriented. So we are the general fund. We do support the insurance fund in terms of our benefits, administration, health insurance, things like that, but we're a budgeted part of the general fund. We have four full-time and one intermittent employees with the department. So kind of a note this year is we said we are a separate department. So we're very thankful to have that opportunity. And then also we got our equity fund. coordinator joined the HR team. So you can join the next slide. Just in case you have a good idea of what Community Resources is about, which is the KCW, we do support all 245 FTEs within the city. So we provide complete onboarding, retention, I believe last year we hired about 100 positions. Some of those obviously were CTE driven, but just so you can get a good idea, our folks are very busy, our generals. Participating in collective bargaining. We managed the compensation program for the city. Employee Benefit Administration worked on general liability. safety, compliance, so OSHA reporting, things like that, employee training, very important equity work, performance management, policies and procedures, the administration, So I know this 56% looks very large, but it's contributed to the fact that we are now a department and that we've absorbed the equity coordinator and the budget that He also has as well. So you can go to the next slide. Some of the projects that we're working on. So this budget really does support us as a department. So we have professional development for staff training. There is a section in there for people to come in and just kind of review our compensation structure and make sure it's still valid. It's not a full compensation study. It's just a review. It's something I'd like to move forward to do every year. We have in there dollars to support the administration. So, PNFML, you've heard of that. Of course, we have it in the state of Minnesota as of 2026. That's part of our employee benefits. But we also have a whole complement of employee benefits that we can all do at some point. And then we also work very closely with our top administration and our property liability administration. And sure, we're also looking to continue our great work, I know, in training. I know it's one of our priorities here in the city. So we're looking to complete some respectful workplace training, aware safety training And then also, Courtney has really supported us in helping forward supervisory training, especially this last year. In addition, we do fund the tuition reimbursement program for the city, and this year we're proposing a language incentive that we can describe in more detail. I know that would be a question of our area as well. And then we do support all of the active tracking softwares with YouGov, so that's where everyone applies. Onboard is helping us with our new employees, and we're looking into including a new module that would encompass our tracking of our employee training. Do you have any questions? Thank you. All right. Good evening, Mayor. I'm Bruce Hall. I'll be going over the legislative and executive budgets. Our department is made up of 2.5 entities, the manager, myself, and our assistant, and of course, the court divisions, court budget divisions, and the ARC Council, public budget commission, other agencies, city manager, and legal. There is an overview of core budgets and how they compare to the 2026 adopted budget. The next slide, sorry, will include some of the reasons. So first, the City Council budget is, the 2027 proposed budget is 0.6, 90% higher than the 2026 adopted budget. that are going to contribute to this are the addition of this MDH family, I believe. I don't know if the city joined the city's first seed to do this coalition, but I think all of Operation Metro Search cements this past winter who joined this coalition with other cities. The whole month you follow it up through the essential services study page, which is for 2006, then the whole period over to 2007, as well as one month of on-time executive search for podcasts. And then in addition will be the strategic plan for 2019. One of our agencies is looking at a 3.1% increase over the 26-month active budget. This is primarily due to recessive funding for the sales contracts and the result costs of the industry moves. And the city manager budget is 16.79% lower than the 2020-2016 county budget. That is primarily due to the transfer of equity for their possession in the projects to the regional resources budget. We're also seeing slight increases due to some day-to-day medical leave and, in general, increased personal costs. Finally, on the fourth budget dimension, it's legal. That is looking at a 0.91% increase over the 2026 adopted budget. The main factor in this. So what makes this budget is our prostitution services costs and our general city legal costs with the committee in Craven. The committee in Craven has historically been not charging still consistently with its other clients. So the increase is just bringing us a little bit closer. So they're purging out their multiple clients as they see fit. So that is what that increase is. And I think that's all. Any other questions? OK. Excuse me. Can you hear me? Can you hear me? Can you hear me? Can you hear me? Can you hear me? So each of you is involved? Yes. Yes. And your employees? No. No. No. No. No. No. No. No. No. All in favor signify by saying so. All in favor signify by saying so. All in favor signify by saying so. And then we have our IT technician, which we paid 80% of. I think 80% is the right number. Since our team coordinator services, it's not a position that's made. But I do want to acknowledge the service of all our various management work, because we'll not see the crime prevention position up there. We reclassified that position. This officer, in your meeting with Jim, Jim is a great employee. He did a lot of things for us for 30 years. For the feedback, we have four of us reflect that. Tom shared the bit. The officer was repassant. have to take additional resources. I mean, there are a lot of investigations that are off the street that don't achieve their predatory effector. There are occasions when a lot of lunch captains meet with other events as well, some things like that. So the difference monetarily is about $10,000 between Joel's top salary and his office position. And through that, we'll get more, you know, some officer in that position basically in effect at the office will be a force multiplier. The officer will go out on the street. All the restaurants that are in the community will come to more of a different programming because of all the driver events. So we'll do all that. We'll have more flexibility with that decisions. It's a platform for search and compliance. It's got all our grants, federal and state grants, donations, all the fees collected, and compliance data. There's a free program for search, especially for the new fund. It's funds taken from the foreign order. We have four producers involved each one of our colleagues and our vehicles from the municipal side, which is either Richfield or other municipal agencies who work with and for producers and also our federal partners at the DEA and ATO. And for our agenda for June 12th, we're going to do some support services. This is myself. We're going to do that as well as the support services manager, as well as the community health services administrator, which we hope is going to receive better health and state and local funding. We're going to have a full-time global client service there. We're going to have a little specialist for part-time job share. They each work 24 hours a week, and they're the ones who take in all the complaints, all the maintenance complaints, a lot of complaints. Two business licensing specialists who handle all the business licensing across the city. And then three, they're typing debts through our feeder program into our positions. And then we've had, in the past, a seasonal environmental health attack Yeah, we've been in a temporary position for the summer that certainly focuses on proactive monitoring for violations. So, we're looking for inequitable vehicles. We're looking for new trucks. We're looking for new trash trucks. We're looking for new vehicles. And then, we have a pipeline fund for those emergencies. Our budget, our size, we need more than $256,000 based on the fact that we lost a lot of our employees. 30 went, the deputy chief went closer to 30 years, so that's pretty close to 30 years. Sergeant Pat Shady had close to 25 years. So, which includes employees that are at the top of pay scheme with a lot of employees that's going to have a significant impact. There is a legacy increase in the 2027 for about 4.8%. As far as services are concerned, regarding pay, we have three unions within the Department of Employment Safety. This is the last year of their two-year contract. So, we have the most year in 2028. Also, the part-time employee increases benefit from the service, pay them medical leave, and the parallel paycheck increases, and we also help them account for that. One of the services in charge is rents and leases for the board of radios at the fire department. The board of radios at all, we basically pay from base level. So we've had it for close to 14 years. We've bought warranty. And then again, and now they're getting too important as Roger talked about, is radios. Tours are an insane condition. So we had to do just in replace those radios every 14 years. Our data processing rental, we can talk about that. Our IT costs significantly went up, roughly 27%. That's due to the fact that for a long time, it wasn't the exact thing we were able to share computers. If we had two computers that were already working, just the 28 people that are assigned to patrol can share those two computers. I think the cost savings for us for the last 25 years will be no longer than any more. Any licensing configurations as it relates to Microsoft and CEGIS requirements, we'll take that. We have to assign each one of our officers a laptop, and that was a significant increase in the cost. Also, again, like I said, CEGIS requirements. Professional development also, too, for multiple mandates for a licensing criteria. That has definitely increased. We did not come on, I guess, on the good side of the utility service line. It was a 38% increase in our rent on a different size in the space that we had. That was pretty significant for us. We were able to work with the city manager, the assistant city manager, and Steve to set that cost over two years. What is our budget going to be? A little higher than what it is, but better. It's not, I mean, it's just the sum of it all. That's our goal, for the most part, for the 2027 report. We also moved to a downtime procedure in the policy platform in wellness and in health apps. When we started, a lot of time you go, okay, the team must have to do policies, change in policies, and legislate about the things that we have to keep up on. It's sort of becoming a lost card to be able to do all those policies. So we work with, I think, Bergen Meijer's committee. It is a program institution to come up with policies for your city to take to the platform. It involves the state of policies and procedures that are backed up legally, and obviously our best practices. And we lost Barton Costello, who worked with us for over 35 years, to our policies fully to his goal. We no longer have that, so it's uncomfortable to mount other defenses. We want to go to something more efficient for the police department. So we've gotten, at least to say, an increase. Obviously, an increase before, based upon the fact that we're doing our policies by ourselves. We've got just several more. So we lost mandates with our policies, but it was still kind of a C upgrade. The emergence of services is a little bit of an increase, 2.77%. We have to pay now the entire cost of high probation to do the modifications. So we still need to set up that. The cable's on. Obviously, the cable's plenty. It's an outright use case. So therefore, we're going to take about 100% of the cost of that to address the management fee. we replaced all our control panels but then the second summer tent we had within the community it was over a $3 million project for the company we didn't have to pay any of that it was all public rights public rights but for our city they used to pay As president, is it a Saturday call? No, we're required to have a Saturday meet. It's kind of a trend. We've already won a bunch of people. Obviously, this is a lot more than a Saturday's call. So we're ready to move on. I put our budget together. that we're going to see. We're probably going to have that revenue increase. We received probably about 30 or 30,000 more in our DWI grant than New York City. And we used to get about over $2,530, or $485,000. Also, to pull on our court costs for fines and forfeitures, like that that you're seeing from the courts have steadily increased. The last couple of months, the interest rates have gone up. The numbers have significantly gone up. We'll run the track a lot higher than the final four if it can't agree. So that's good. We'll wait until the number's at the end of the year. And then once you use the program, for support services, the 2020 crisis budget, the 2017 budget, it's going to get a better increase. A central portion of this budget is personnel costs. As the chief had mentioned, support services do long-term employees need want to replace 2020 to 2025. early 26, for hiring. I don't know about you. They were salaries for a 38-year and a 20-year. We had a bunch of decent, just a flex lot. We have our old center for $470,000. Our whole charge was $5,000. Contract with Wilmington, really consistent. We have produced a new cloud-based platform to help us line up short-term rental. We have a seed. We have something that we have for $135,000. We know that there are many more to this company. We moved out of Miami, turned to other cities who have used this. They've seen their revenues increase 50%, 60% with performance. So we're looking forward to launching that. There's been, you know, the increases with solicitor licenses in 2027. Those will now pay for site consults, will be higher. And then our insurance bonds, more than doubled for revenue. We lost another tax on the grant license, I think, in five years. We lost six. We need to consider, I think, increasing the amount of our license to state. And we will have another campus dispensary, the third administration likely, going on April 47. We also haven't seen the verbal book of the registrars. That could be changed in case that would happen. So I need to find out what's in the upper level. the fee and the disbursement services is in. The investment index, the balance sheet of rates, I talked about the radios. One of the more important radios we need, the cost is up to $350,000. So we're spreading that over seven years at $150,000 a year. So we're going to have an incredibly large cost component one time. In that case, we're going to pay the same procedure maybe for That's what we do. That is another series. So then we're developing succession planning to ensure long-term security. So we've had a bump in our training fund because we haven't been able to get new sergeants. We've given them different positions, more positions than we have done, just to keep them free. And it's meant for any other educational opportunities to keep them up to speed as fast as possible. And then just the first slide, where I just mentioned the industry of landscape, which will help us really be a lock in on the church or models that we need to see. Questions? Sure. The next question, you think, would perform as a measure as a city where the supports are deceased? I'm sure it's a good idea, but it seems very active. It was all according to what the case seems. I don't feel like business licensee in your team arrived. It's just a small first one. It's just kind of a first one. I do wonder how much, what was your capacity based on these existing staff? I know I missed the date. And unless it's not even for that annual staff, what do you do? Do I just wait? Or at least you didn't prepare for a warm-up because you were the first staff that came to this? So what? I'm guessing this area is still in this order. I'm going to stand over and do it and pull it into the test case and just do it. increase the content of the support right now. So it's a long list to tackle. I think we're at a really good level. If we can maintain and keep the three dots, I think this is where we'll be in position. We don't have more than a year and a half. We've become close. They've got nine to 12 months left of school, and they've got skills. I feel like we've done a good job of keeping them alive. I'm sure there are other projects that we can tackle. We need to have these teams get to do so much more. But I think that the amount of work that we're doing, we're getting out of the three, is challenging to see. We're seeing the excitement when it grows there in this year. But it's good. So the thing that's interesting about this project is everyone who's actually engaged is a bit more elder. Because I would say they'll get more than 500 volunteers a year. So it's just that it works. I think it's written up, basically. Yeah. OK. I thought it was a little bit surprising. In fact, I was wondering, what's the mean with it? Like, is that a new choice? Like, do you have any new choices that have been resolved in that time? And why is it exactly the same every year? That's our goal. Oh, OK. Our goal is to have is that it's taking more than five days. OK. Now, when we're doing that, there's going to be a whole lot of our clients, right? It's like 95% to 97%. So we're kind of told to fix it. We're going to fix it. Yeah. We're seeing more complex cases. It would be certainly for telegraphs, for instance, in the beginning of the spring, which you will want to notice. If you've got just a resume and a one-time number, so if you're not going throughout the season, we're going to pay it for you. You're going to pay for it. So those kinds of things are done. You have a pretty quick date. It's the degree in the backyard. It's the stuff in my alleys, on the benches in town. You see it all the time. It's just they're more in-depth. And that takes a little bit longer, which makes it really nice to have free due dates, because it's not all types of things that are made in the right way. Yeah. And it is very good. And we're really aware of the due dates so much. I wanted to take a look at some of the other schemes that we do for our employees every year. And we just don't think about the kind of data that we're pulling. And we're here about six weeks. So it's a great opportunity. Yeah. All right. Thanks. Any other questions? And I don't think the world is for it. And I don't think that's just a recession. It's a break. And it's a part of our lives. So I don't think it's a crisis. I don't think it's a crisis. I don't think it's a crisis. I don't think it's a crisis. Thank you. I'll go on and finish this. Okay. Okay. Good evening. And I'll start with a speech and then we'll work through a few things. The first part of it, we are going to be talking about some of the things that we're going to talk about today. So I'm going to start with some of the things that we're going to talk about. We had a huge fall from the news in the last couple of months. We ended up with Box 67. And we just returned to season one. So that's managers for 2027 proposed for all of the divisions. That's group five. We're carrying 5 million. And this is including all of the division. And the debt service benefit on that, 5.8 in some sense. That's 20. the words admin you see a $50,000 increase from the budgetary price that's some of this foundation you could mention in your own owner's case so we're trying this as well Well, that's a bigger project. We're going to have to get done eventually. But yeah, she's had it. We're going to put some more money into that on the social budget. And then during the budget, over 50% of this fund that I'm deciding to double fund, they incur a total of just $1.4 million in tuition. And they get funded from MSV and some 20% of the tuition. So this is a pretty good reduction. Steve mentioned earlier that we had that U.S. Forestry program last year that we wrapped up. That was $270 million worth of expenditures in that home division. And that also reflects in the revenues, where we're down from the $680 million to the $780 million. We're at $220 million, which is our annual estate. I think that's about the limit for our estates. And we're sharing revenues. We had a lot of, I think, in 2025, that was when the rest So I look at it and say, we're saying things about, was that a car fall in the morning, in the early morning, and the right-of-way, and so on. And it matters. We don't need other kids to fall. And that's the problem with these leaders. So we, with the budget, we may structurally give us all the money we can just do it in the real end and then revise it slowly. Thanks. Are there any other questions you have? Yes. No, I was just wondering. Sorry, I can't see the fiber. So all of these utilities look a little bit crazy, 37% and then 53%. And that's just due to all the capital on the street projects. And we have capital projects that we did last year. So we're looking at one-year contract, which is an expensive project. But we have another project showing up in the water utility as well as water treatment plant generator. But with that, that also impacts the revenues, because we have a lot of proceeds to get to these projects, as well as just for what I'm going to go into, what grant we can produce in our design area. So there's that list. And then, repeat, if you do send out operations for $400,000, we're actually having a $4.8 billion increase. That's due to, mostly, There's all sorts of things that might be surprising. So we're, for example, we're at 11%. That's primarily due to what might be some of our main services. We've got a lot of subsidiary new stuff this year. So it's substantial for that budget. And then there's some additional costs, such as doing personal services and farm, because we're showing our modern constructions through maintenance. And that's about it. We'll know, okay, if you go to the exemption this year, we're doing more of these plans. Or next year, I'm sorry, we're going to do some planning and construction, which I think you're going to know are expected to happen. 14.4 in that 3.5 to 9 level, and a sign out of 62.5. We also have under small. And we've got 12.4 in the 8.2, and it's not being cleaned up, so I'm not going to tell you this again. So, we have a state of action that we have for the age where we will include the spectrum in three years. Thank you, Steve. And then our central drives, we have three full-time mechanics that serve us all for one, three vehicles. And then VGT not always, because we put money around. So it's a 0.4% decrease in the 2020 sensory bias, I guess. that's actually being available in new vehicles. So when we were just selling, it was a one in one, and so we had a lot of dealers there. And nearly a 10% increase in the proposed to see a large part of the creation and then purchases from There was also an increase in maintenance and repair costs in our existing tool portal. So we continue, as Roger mentioned, just the availability and the road connections that Steve and I really never did. And they're more expensive than they ever were. And so the availability continues to be an issue. And I'm going to see if we're able to strike some style in the next few years. So I'm saying that we could be fair-based to see what it is that seems like. And then a reminder that our 2027, the full portion of the email that we use is just over $1,000. And so in 2025, we're going to support the quarter 2025 with the GIS as a kind of position. And we came to know that because we wanted to upgrade our system, our GIS system. And it's not complete. So we're going to have to introduce it tomorrow, our GIS as a kind of position. So that's kind of exciting. I'm looking for a plan that we can focus on dedicated and timely and on the recent management. So that's my stuff. And then from that, we're connecting with government projects. We're attempting to work with them. And a lot of the time, we spend with fundraising planning, recruiting. We have a simplified fundraising plan that we do. We're able to do that. But we haven't done it in a while, but we will. We're going to select that, and then we're actually going to, we're working on sidewalk, and then we're going to go more into the communication portion of that. And then tonight, a group that we can say to keep working on it, which is a lot of work. We'll look at those plans. And as I mentioned a little bit earlier, Norway's plan reconstruction is up next. So we're starting against a deadly climate wall. So I came to the papers, and I looked at their script, and I went to the churches this year. And if I recall, it was the one area that was one of the top priority for the city when we did the elevation study. So we're going to do a feasibility study that's about to begin and try to join them because whatever we do in this area, we're closing points. And the parks that are made are also going to provide solutions. So I'm looking forward to this, especially in our schools. Thank you. Thank you very much. Questions? Thank you. Merle, you've been here. Can you answer? This is the director. So our middle review, we have 21 full-time staff, two roles who are in positions, which I'll go into a little bit later. We have 125 ones since all of our classes have come up, and the rooms will be screened at the center and your center as well. In the general plan, we have an interference service to this regulation program. And then we also have a legit special revenue plan. So that's where you have this part. And then it's the same at UP as well. So, looking at the 2013 certified S3 budget, what they didn't notice is that it looked like there's got to be a basis to, mostly because of the trade divisions and a couple of extra costs associated with it. So that's where that comes from. We also see that revenue is going up significantly as well, 142%. That is mostly facility rentals. That's a conservative number. Wanted to start a conservative review here. The rent revenue, one of the main positions the event coordinator covers, the college student revenue, is more of that safety revenue. of the Portland Media Center and the Ace Arena. And it looks like the Germany Ace Arena is expected to be one of the other future programs for musicians as well. So one other thing to note is that we're continuing work in veterans' park next summer. And this should, in fact, affect the farmers' rankings as well. But you should be able to still work on the properties. Awesome. So we do farmer's market areas that do the opposite of the farmer's market area. So you're trying to figure out exactly when that happened to your Indian farmers for the fall time period? I mean, you don't have anything set in place yet. And if we do these things in that area, we can shift where the farmers aren't going to use these facilities. And that's going to be incredibly useful. Thanks. And for our special revenue funds, of course, it's going to be an increase in everything. The new improvements that were made, also with the new MediCorp leader, we're going to have people who have new parties as well. So that's great. And the new community facility, we'll also get a system over that. And then also, we're looking at how we can actually improve our community as well. So looking ahead to 2027, we have the two O5 applications. The National Resources Coordinator position will be under only 50 big functions. We'll be, fair enough, is that the other resources you can use to start implementing and then your resources management plan will focus on meeting members' heart and starting to get met those heart needs from the plan that's been developed. And so there'll be, you know, writing grants, reaching out to the company to help with their nonprofits, to keep all those very poorly-involved years that are going to be considered more limited as well. And so those are definitely new things. In the long term, I see them also helping in low areas, and helping in the lower ed as well as age groups for other parties. I think it's still a dream come true is that And the event coordinator, like I said, is completely doing what they can. The SRE did it, so we still have to keep up with the calls. But I think our needs of the SRE as well is that we look for music staffs to come up with the tech work. And then I would like, though we don't need to do the event practice, though, we'll do two-word ascented calls. Could you say my plans for the project that's going to be at that meeting as well? So that should help us a lot. And that's not something that we're actually going to attack the market for that. In terms of capital projects, we still have a lot coming up. We have our mid-transparency group that's starting next summer. They screened out and actually just started demolition on the lobby today. So that's exciting. We'll be looking at an architectural community center. We'll be looking into, you know, how to build lanes and walk your phone, if you have lights, and walk your room to public arena, and then replace it with a playground as well. On the planning side, we'll finish up the master plan and get the natural resources in our plan and start getting more of those things. So we'll be moving from a lot of county companies to projects next year as well. And then we're kind of increasing program rentals. It would link also the community center, but we're lucky to have been at the community center this past year. We didn't get to offer rentals for the community center, but we were really interested. So we're trying to figure out how we should make money. expanding these contract programming. There's not such a registration up there. We had about $3,000 in registrations this year to where last year it was $12,000. And we hope to keep that track. We're more optimistic than we were. And then we had a new parent institution that preempted. So we have an economic agriculture grant that we're seeing as well. So we're looking forward to that. Thanks. So we have 30 bunches as well. That's it. All right. This is future evidence. And then we also had to look at the long delays, which we had to take over this year. And then we'll go over three full action steps, which gives updates on the 2026 approaches. And then we'll move on to 2027, which is April 9. And then we have a question for you. Questions? Thank you.