Town Council - Regular Meeting

owner. Town Valley study session May 7, 2026. Quick, please call. Council member Lopez, present. Council member Keel present. Council member Coin. Council member Greer here. Uh, Council Member Schumacher, present. Vice Mayor Zer. Mayor Pala here. We have a quorum. Hey, ma'am. This is going to be the the Selena show today, I believe. So, ma'am, you take it away. Thank you very much, Mayor, Vice Mayor, members of council. Today we have four agenda items. We have prepared one presentation. So if it's agreeable, I'd like to go through and just stop where there's questions with all four items. Dr.

The first item is a financial update for fiscal year 26. Um in your packets there is a detailed report, but we just listed some highlights here. Um the short story is that in all of our major funds, general fund, the enterprise funds, and the highway user revenue fund, all revenues exceed um expenses. Uh we did create some dashboard type charts up here and basically the black line shows you where we are 75% through the year and then we have a line for expenditures and a line for revenues to show you where we are relative to that. So for expenditures on the general fund we're 62% of the way through the year and revenues were at 77%. So from a structural balance I just wanted to point out that we have $10 million more in recurring revenues than we do in recurring expenses. So we're doing very well for this year. um wastewater. You can see that we are right on target for the revenues. Um the expenses are close to about 60%. Um you can see that's driven by professional services and repairs and maintenance. Next we move to water. Um we're again 75% through the year. We're 79% of the way through our revenue budget. So we're ahead on the revenue side. Um and then from the expense side, we are behind um our budget. So we're trending well below. Uh that's driven by professional service and repairs and maintenance. On the storm water side, we are um lagging a little bit on our revenues, but our expenses have offset that. So, you can see um that's driven by repairs and maintenance. On the highway user revenue fund, we're 75% of the year, and you can see that our revenues are lagging a bit at 67%. Um the highway user revenue fees are the only thing that funds this fund other than a subsidy from the general fund if needed, but you can see that our expenses are trending lower. We do anticipate pavement preservation coming in right at budget as well as the CIP programs. Um that is the financial overview. I know I went very quickly but there's detail in the packet. If you have any questions I'm happy to answer those.

Questions? Seeing none.

The next item is the comprehensive fee schedule update. So as you know we look at our annual fees our fees annually every year. Um this just gives you a snapshot of the different fees that we have in the different statutes that um guide the way that we update those. So the one that we do annulate is not the user rate fees and it is not the development impact fees but is everything that's non-user rate. The way that we set those is we kind of look at feedback from the community. We look at the needs. We look at the applicable laws, the residents um income levels. We know that a lot of people are on fixed income. So, we take that into consideration and then we update our fees each year. The focus is really to make sure that we're bringing value to our residents and our business communities. Um, this year, as you probably know from our January conversation, our focus was on the development of services center. We decided to hire a third party to come in and help us with that update. And so, that is well underway. kind of based on what we're seeing in the value there. We do have a budget request in fiscal year 27 to expand those services to do a full fee update. You may um recall that a couple years ago we consolidated all of our fees into one schedule. So we've never had that third party look just to validate our methodologies between all of the fees. And so we anticipate coming back to council in about August or September with an update. From there, we move on to the capital improvement program. Um, just as a reminder, that includes all projects over $100,000 or those things that are multi-year or complex. Along with um the plan, we also do a financial plan to um determine where our gaps are, whether they're funding needs we might need to seek. What you'll see this year is that we moved from a 5-year planning um horizon to a 10ear. This is a recap of the 10 years. You can see five the first five years out um individually and then the outy years

together. Um the whole 10 years is about $400 million. And we'll kind of go through um the different types in just a moment. So one of the things that we do when we look at the capital improvement plan is we look to see how are we going to fund all those projects. So the goal today is to just bring those projects in front of council and the citizens and see if there's any projects that rise to the level of prioritization for you. Otherwise, what we do is we take the criteria, which is the strategic plan, the master plans, the feedback from the community, and we prioritize those, and then we figure out what the funding plan is. And so, these are the different um tools that are available to us. Pay as you go in all the years that our revenues exceed our expenses. We have a surplus. We consider that our savings account. So, we can accumulate that to pay for projects over time. And then we have different things like development impact fees, contributions, debt, and that's also some shown on the next chart here just to show you what are those types of funding mechanisms and then what kind of projects uh are eligible for each of the different types. Um just as a reminder of what's included in the annual budget, when we come back to council at the end of the month, we'll bring back the capital budget, which is year one of the 10-year plan. And so that's not included in the operating budget that you'll see today, but it's just so that we can um get through the prioritization review and make sure that we've gathered all your priorities and all your feedback. So we have a summary slide by CIP type. This first one is the CIP facilities requests. What you'll see is this is the um tenure plan by year. Most of these are frontloaded to the beginning of the first five years. the major requests in 2027, these are listed in order of magnitude, are the aquatic and recreation center, the HVAC for the um entertainment center, and then so on and so forth. We do include in this presentation um detailed slides should the council want us to um stop and visit any of them, but otherwise I'll just kind of go through them.

Um the next category we have are the CIP parks and open space requests. So you can see here that um we have a number of different projects. On the top the chart shows you the projects by um name and then on the bottom is by fiscal year. And then we have some pictures to kind of show you the biggest one there being the fame bridge and then um the other ones are are smaller in relation to that. And then here's the detail and then the next category is the CIP roadway roadway requests. Um what's not pictured in the chart um is the Glass Red Hill roadway expansion. That's 8.7 million in fiscal year 27 just because it you couldn't see the other projects due to the order of magnitude but you can see the other larger ones are listed um cattle track we have um the valley road uh stabilization and the viewpoint IP and here's the detail and then we have storm water requests so um we have just three of those projects listed for fiscal year 27 um and they're listed there the flood plane the lake shore and the barometer road and then here's the detail and then we have the CIP wastewater request. So one of the major projects that is not listed in the chart is the wastewater treatment plant expansion expansion project of $7 million and then the other ones are listed. You can see that the major ones include the PAS project, the um let's see here the uh well rehab and then the other one is the list stations. And then here's the detail on each of the projects and the page number that they can be found in the book. And then we're at the CIP water request. Before I go through there, I know I'm going fairly quickly. Did you have any questions before we move forward? Okay, thank you. Um, so these are the CIP water requests. You can see that

we've listed each project um on the top and then the funding years below and then we have the um the detail here. So the largest ones being the view paint, the view tank, the viewpoint tank and then the quail wood pest and then we have the software capital request which actually is not in the CIP book but we wanted to call it out separately here. Um the largest project is actually the enterprise financial system replacement project and with that that was the CIP program. Um we do have the directors here if you have questions on certain projects as well. With that, I'll move into the operating budget. So, as we um prepare for the budget, we always make sure that everybody has on the forefront our vision and mission statement and then the council's focus areas. Um and when we prioritize items, we do look at master plans, um the strategic plan, but also council input as well as the public. Um we did do a council budget survey as well as six um social media polls. Um we had a goal of reaching 5,000 people. We did exceed that. We reached 6,300 people. So we were really happy about that. We had a pretty good um diverse um audience between Facebook and Instagram. Um but the only sad part is that only 130 people responded to the actual survey, but received a lot of comments that supported the actual um council of focus areas. So the same things that we're seeing with the council with water, roadways, sidewalks, and impeer on the budget. So uh the law does require that we have a balanced budget. What that means is that revenues and resources have to meet or exceed expenses. We go further than that. We make sure that we're structurally balanced, which means that recurring revenues exceed um ongoing or recurring expenses. Uh one thing to note is that in years where we do have more revenues

than expenses that again does become a surplus which becomes savings. We take that savings and use that for one-time items or strategic projects. Um and then the other thing to note is that although we have budget authority that's given to us when you pass the tenative budget um at the end of the month you when you pass the tenative budget that's the upper limit for us for fiscal year 27. We can come back to you with the final. It can be lower or the same but that does set a legal limit. So it's an annual temporary law. Our theme this year was strategic stewardship. So what does that mean? That means that we need to take what we currently have and make sure that we're using it wisely. So we expected the flat revenues coming into the next year with moderate growth. So we asked all of the departments to stay within their fiscal year 26 spending levels. What that meant was that there was no expectation for new positions unless you had a dedicated funding source or there was a compelling reason such as something statutory or compliance related. We did also factor in an increase in our employee benefit costs as well as a base wage adjustment to remain competitive and then as you know we're in the middle of a class and comp study and so we did put a provision for those adjustments in fiscal year 27. Um, at the end of last fiscal year, we were at 92% funded on our PSPRS unfunded liability, which le left us at $4 million unfunded. We were able to make a million dollar um contribution towards that at the beginning of last year. And then we're making the same recommendation coming this year. What you'll see in our assumptions is that because we've been paying that down, we actually experienced about a 4% decrease in our retirement rates for public safety. So, what's on the operating budget that's before you today and what's not included? We want to we want to make sure that we have that because there are some things that we are pending kind of the input from you today as well as citizens. So, it does have the baseline operating and personnel assumptions that we'll go over in just a moment. Um, it does have provisional approval of certain funding packages. Um, those are

mostly related to the police department. They had some um equipment and safety issues that we thought were non-negotiable for the safety of our officers. So those are included and then we have onetime expenditures which are not included. So we spoke earlier about year one of the capital improvement plan that's not included right now. Um it will be when we bring back tenative um we don't have other one-time operating and capital requests which you'll see in just a moment. And then where we have awarded grants we did include those. Um where we had grants that we are looking to capture those are not included by department but we did include provisional funding for that. Um, and then the proposed replacement, improvement, and maintenance programs, which we'll also talk about in just a moment, are not currently included in the numbers. So, personnel, these are the technically approved personnel changes. Um, these are all again driven by either a dedicated funding source, a reallocation of of resources, or something that's related to safety or compliance. So, you can see the list there. Um, we have a a halftime position in the library and then we have a number of full-time positions within the police department, our right-of-way utility locator, parks maintenance, GIS manager, and the parallegal is actually a shift from contract dollars to personnel. We also have a number of reclassifications requested as well. From a personnel standpoint, the other assumptions that we made are there is a base salary adjustment as mentioned previously in that adjustment for costs and comp. Uh we did approve some select overtime and on call funding packages as well based on operational need and services to the community. And then we have an increase in health insurance minimal change to ASRS which is the Arizona revised or the Arizona state retirement system. Um that million dollars that we want to do additional payown towards our unfunded liability. We do have draftou changes that are programmed into the budget and then you can see those are the decrease in PSPRS rates.

So what does that look like when you roll it together? This slide shows you our available resources. So again, how do we calculate that? We look at our available savings that we've accumulated over the years. We add the revenues that we expect in fiscal year 27. We add any other financing sources and reduce that by any other financing uses. Those are usually considered debt items and then transfers in and out between the department between the different funds. And so that brings us to about $265 million in total resources. The budget that we have currently is about 116 million. So this just breaks down those revenues and expenditures shown on the previous page, but removes the savings dollars to show you where we are by type of fund. Um, one thing that's a little bit hard to see on here, this is kind of how the state has us report it. The general fund, you can see it's $63 million in revenues and on the expense side, um, it's close to 65. That does not actually represent a structural deficit because this includes one time as well. And so I have a different slide on here to show you the recurring so it's more clear. On the revenue side, we just wanted to call out our revenue sources. So we have two major revenue sources, local taxes and intergovernmental. And those account for 91% of our funding resources. You might recall in January we talked about what does that mean if we don't really have the diverse um funding sources or revenue sources. So this shows you that revenue concentration slide that we showed in January updated with the fiscal year 27 budget. Again, this isn't really about the amount or the type of um allocation between the local taxes versus intergovernmental, but it's really about understanding our revenue structure. um unlike a lot of other states who um rely primarily on a property tax, we rely on um transaction privilege tax. And so what that means is that we're very sensitive to economic cycles. And so this is just something that we watch over time so that if there's a trend happening or if there's

something that um we need to adjust in our expenditure um trends, then then we can do that. So this is one of those key risk indicators that we spoke about earlier in the year. We wanted to provide you a picture of long-term obligations on the general fund side. So, this hasn't changed since we spoke in January. Um, those are the the different debt instruments that we currently have in place. Um, there's some accounting jargon in here with the spittas, which are subscriptionbased agreements and then we have leases that generally accepted accounting principles makes this book as long-term obligations. Um, but you'll so you'll see those here. And then we also wanted to show you a picture on the utility side. What you see is mostly driven by those GAP items. Um we did have three WIFA um loans and grants approved this last year, but we haven't drawn down on them, so those aren't shown as payments right now. Next, we kind of move to our staffing levels. Um the blue chart shows you in dollars and the red chart shart shows you in FTE count. So from a dollar's perspective, you can see that the general fund it most of our personal expenses are attributable to the general fund and that's about $39 million. And then from an FTE count, you can see that's about 296 people of our of our workforce. I mentioned earlier that um I was going to show you a slide with recurring um expenditures and so I know this is very busy so I apologize um but I felt remiss that I didn't give you um a list by department. The reason that we didn't do a per department um analysis for you this year is because everybody stayed within their spending levels with some exceptions and we'll kind of talk about those drivers. So um I want to point out in the upper leftand corner you can see that the total general fund um expenditures we compare fiscal year 26 to 27 and what you'll see is that we have a moderate increase uh between the

two years of $3 million which represents about a 5% increase. Um that's really driven by the proposed positions that we just saw the base wage adjustment increase in health insurance increase in utility costs. So those things that are uncontrollable like water, electricity, refues, and an increase in property and casualty programs, so both on the premium and the claim side, increase in existing software subscriptions, and then an increase in fleet, not necessarily in the dollars, but because we continue to replace our vehicles with fleet vehicles, and that is offset by a reallocation of resources. So you'll see some negatives in some comp in some departments and some positives in other. So where it made sense we continue to centralize services so that we can gain efficiencies. Um those range anywhere from management of software to postage. Um it's also decre there is also offset by the decrease in PSPRS rates. Um some of the adjustments that you should expect to see between now and tenative will be for those replacement improvement and maintenance programs that we'll talk about in just a moment. So, in January, we did look at our operating cost per resident. And so, we wanted to refresh this for the the budget that's before you today. So, it did go up a little bit um from 1,000 uh my cost I didn't request it today. 25 to 11.88. Um when we come back in um at the end of May for tenative, we'll also bring back an estimated fiscal year 26. So, it's a very moderate increase given what's going on in the economy and the increase in prices. We'll also bring back our neighboring benchmark cities and towns. The last time we looked at their data, what was available um in some of those areas was only fiscal year 24. So, if they have a published budget, we'll also bring those back to you. Again, this just kind of shows you our investment in supporting our citizens and our residents and supporting those services. So, I'll pause for just a moment before

I hit the long-term financial plan if you have any questions. Okay, so you might recall that in January we looked at a long-term financial forecast. Again, this is for a planning. It's really just a planning tool. It gives us some indication about sustainability. Um, I want to be clear, it's not a prediction and it's not meant to bring in optimism or um negativism as far as what happens with the economy. It kind of just gives us an idea of how sensitive is our revenue stream to the economy and then how can we manage our expenses going forward. So this probably looks very familiar when we went to update our revenue forecast for the general fund. There weren't any um large drivers that caused the change, but those of you who might not have seen it, what we do is we look at a base case. So, if nothing changes from what we're seeing today and revenues continue to increase at a modest 2% year-over-year, this is what the trend line would look like for the base, which is the blue line. Um, the downside case is if we had a downturn in economic activity. Uh, we keep a very narrow band on on our assumptions. So, if we had a decrease of half a percent and that's what the red line would be. And then we also talk about the upside. So if things um if there was more economic activity, we would expect another half% increase. And that's the rate green line. And again, this is just really to show how our revenues move with economic activity. The expenditure forecast um this kind of follows the same line where if nothing changes, um the the base case, which is the blue line, how those continue. Um what I'll show you on the next slide is actually about um how does the surplus or deficit behave if our revenues um increase at a smaller rate than our expenses um if nothing else changes. Um but this kind of shows you u downside. So if the econ economic activity is less than expected we would expect a downside

case. But if economic activity was actually better or that we were able to manage our cost that is the upside case. So this is a forecasted annual surplus or deficit. What this tells us is how much can we contribute each year to either our savings which is our fund balance or to strategic projects. So you can see um the first 23 24 25 those are actual results. 26 we annualize and then we use a trend for 27 through 31. And then this is where we apply these different base um downside and upside cases. So if we do nothing again um and our revenues continue to um increase at a rate of about 2% our expenses also increase but at a rate of 5% you can see the base case it starts to drop in the out years as far as how much we have available to do pay as you go or um to do strategic projects um based on savings and then you can see if the economy is better we have the upside which is green and then if the economy is worse then you can see the red side and And again, this isn't for prediction. It's just really to show how things um move with the economy. Again, because in Arizona, most the all of the jurisdictions rely on um TPT to fund their operations. Uh so, how do we really look? So, this is our historical plus um our forecasted 26 and 27. What you'll see is that we um have been able to grow our available amount. So that's the green part, the unassigned available. Um this shows from 2017 forward, so about 10 years. The rainy day is um you know a portion that equals 10% of our expected general revenues. And then we have the unassigned, the unavailable. So per council policy, we we set that aside and we aren't able to use that for any projects, but the remainder we have. Um so what I wanted to kind of point out here is we just talked a little bit

about some of the CIP projects that might be pay as you go. We um we'll talk in just a minute about how else can we use those reserves. Right now based on our current policy um what we do for one-time expenses is that next year we would forecast our one-time revenues and then we would um take a look at our fund balances and decide what to what to fund for one-time items. Next year I'd like to move to a more conservative approach. Um each year when we close the books uh we look at what our surplus or deficit is. So we when we look at where we are today, if nothing drastically changes in the last quarter, we plan to end the year with a surplus in the general fund of about $7 million. And so my um or our recommendation is management is to move to where we say we have $7 million of one-time money because that essentially becomes a surplus to use for strategic uh projects going forward. that puts us at a better um advantage so that we aren't waiting to see how onetime money comes in but we know exactly how much onetime money came in from the prior year and that becomes important because on the next slide we'll talk a little bit about self insurance um but I want to pause there and see if anyone has questions okay so one of the items that we can invest in for the upcoming year is our self-insured health benefit so with moving to that one of the things that we want to look at is whether or not we can fund a reserve up front. We have three different levels of funding shown here. Um 2 million, 3 million, and 4.1 million. What you what you can see is other than the um the beginning balance and the ending balance, all of the all the other columns are the same. So basically based on actuary data, we determine what are our expected claims and then you can see that you can have a low year, you can have a moderate year, you can have an extreme year. And so based on that, what we do is we compare what those expected claims would be at those different um levels. We compare it

to the funding which is the amount that we would collect from the employer and the employee um for their health insurance. And then based on that activity, it gives us a surplus or deficit. Uh once we look at the the beginning balance compared to that, it will tell us where we are at the end of the year. So, for example, at the $4.1 million level of funding, if we had an extreme year of 165% claims, you can see that we'd still be in the black at the end of the year with $99,250,000 in the reserve. Um, on the flip side, if we did a $2 million on an extreme um year, you can see that we would actually end the year with a $2 million deficit. And so, um, per uh council request, we also included a a third scenario, which is the $3 million. So the question became if we end the year at a negative amount, what happens? So we would either need to request an additional infusion of of reserve or cash, we could adjust the premiums going forward to recover that over time. Um we could adjust a portion of it if we've put some money aside in a reserve and we can um offset that with investment earnings. And so or a combination of all of those. And so, uh, I'm very conservative, so I like to to move the money forward, but we have a lot of CIP requests as well. So, when we come back from the tenative budget, um, based on where we are with the fiscal year and all of the requests that are prioritized, we'll come back with a recommendation for council. Does anyone have any questions on that modeling? Okay. All right. So, now we'll go to the one-time requests. So, these are onetime operating requests. And again, they're listed by order of magnitude. The East Addis Avenue business area improvements listed first. And then the ASL implementation, those are about $600,000 each. And then if you kind of go down, everything on the list is $100,000 or more. Um you can see that here is the

detail on the following um slides. After that, we have operating capital requests. You can see that the first two major items are the CDWBG infrastructure and the Bearcat. Both of those have dedicated funding sources. So those aren't general fund items, but we wanted to list those cuz those are onetime operating capital costs as well. And then there's the detail. We also have a number of vehicle and equipment requests. So you can see those by um department. We have the police department, we have parks and wreck and then we have public works. And then it shows you the funding requirement for the lease program on the bottom. Um and so again these will have to be prioritized because those are annual funding items and then we have a list of decal and then we move to the replacement improvement and maintenance programs. And so you might recall in January we talked about this um as far as wanting to make sure that for the current investment that we make in equipment, infrastructure, property that we'll set aside money to be able to maintain those assets. And that's what this is. So, if we have examples, well, I'll show an example in just a moment on some of the replacement programs, but if we know that we have an invest in investment in um manholes or hydrants or computer equipment, we want to make sure that we set the money aside each year to be able to maintain those. So, the first two, which will be coming with a funding uh recommendation with a tenative budget, will be to kind of like what we do with the self-insured program, we want to put some seed money into a reserve to begin that. So what happens is we know that we'll have es and flows each year depending on what the requirements are. But if we can fund a replacement reserve upfront, that means that instead of having $1 million one year, 50,000 another year, 10 million another year, we can smooth those out over time. So that gives you more certainty with the budget. And I have to um give kudos to

director Danner and director Karen for doing these very detailed analysis. So, they were able to give us um down to the asset, down to the location. And so, these are the ones that we'll be recommending funding for for a replacement program at the end of the month. And then we move into um some of a little bit of a different nature. So, these ones we couldn't really itemize the same way that we could with the equipment in the parks. And so, these would be subject to annual funding requests, but these are also improvement programs and maintenance um as well. And so again, when we come back at the end of the month, we'll have a recommendation on how much we can fund with each uh we we are having some follow-up conversations um with uh director Wodsworth um because there are 11 needs on the water and wastewater side. And then here are the street improvement and maintenance programs. And again, these aren't um funded with a reserve up front just because they they didn't have the same nature where we could itemize them, but we will um include them with an annual funding request. And then that brings us to the timeline. So at the end of the month, we do plan to bring back a tenative budget um with all those items incorporated as well as the 10-year CIP plan for adoption. And then we'll move to um publishing for the public hearing um at the end of the month and we'll do two of those publications and then bring forward a proposal for a final proposed budget. And that's what I had for you today.

All right. Well, great job. But before we go any further, I know they didn't say much, but can you introduce your team? And I'm sure they had something to do with what you presented today. All of it. This is a lot of information, so I do have to say here. So this is Ireina Arma Coverage. She is our deputy finance director. This is Kelly Campbell, our budget and grant manager, and then Alex Dickinson, our um budget and research analyst. So,

great job, guys. Um I just have a few comments. Um the PowerPoint, incredible. Presenting it in the way that is understandable. we've all been able to see it before, but it was a great job. Um, the outreach that you guys had to get out in the community was terrific as well, cuz as we know, getting out in the community, getting actual feedback, um, that we can work with is not easy to do. And to be able to exceed our expectations, it's because of what you guys were able to do. So, good job on that. Um, all of our council, uh, almost all of our council for the most part has been able to either meet with you, your team, or your staff prior to this meeting, uh, to go over exactly more of the details of what is in this. So, we appreciate you being able to give us your time to ask us what may be stupid questions to you guys, but uh, you were able to break it down and explain it um, very well to us. So, kudos to you and all your team on that. Uh the only thing I had or two things I had was uh we we budgeted about $800,000 for the Bane Park bridge. If we can just we don't know what exactly is going to happen with Bane Park. So if we can just make sure we know that in the event that it's predicted that the quality of life down there at Bane Park for the future is going to not be what we expect. Investing $800,000 on a bridge might not be in the best interest of the town. And if we can just make sure we maintain that in the park budget to be moved over to something else, I think that would be just in the best interest. Worst case scenario, plan B. That's all. And the only question I have is what's our current outstanding balance for PSPRS if you happen to know.

So they didn't have a new um a new report available, but I have to well I'm not an actuary, so I should be very careful, but it was 4 million at the end of last year and we made a $1 million contribution. And based on the the reduction in rates, I'm thinking we cut that, I don't know, $2 and a half, $3 million. We can see if we need the money ahead of the study, but they haven't done the actual area study yet. And our goal is to get it down to zero, of course. And when do you predict that to be? So, I would think um based on the current traction, it would just be maybe in the next 2 to 3 years, especially depending on what we want to do um in the years that we end up with a surplus, we can definitely dedicate more money to paying it down quicker.

And put that put that in perspective. There's some communities that are our size that are 40 50 60 million not paid. So the fact that we're going to be down to zero in a couple years is a great job. So that's all I council we have any questions comments?

Sir, a couple things uh jumped out at me on the capital improvement plan booklet uh fiscal year 26 to 30. Uh at the very bottom l uh page 23 the bottom uh it says we have uh $2,590,000 for viewpoint uh multi-use path extension and the following year it jumps to $11 million. That's seems a little bit spendy to me. Is that a mistake or am I right? I'm not sure if director Rder would be able to answer that question.

Sure. Mayor, vice mayor, council members. Um the viewpoint path is in phases. So basically the first phase is the viewpoint multi-use path um that we got the TA grant for that we're going to move forward with the planning and then did the final design and construction. What you see in the $11 million is the full buildout of the roadway widening all the way up to 89A. Oh, so it's not just the multi not just the multi. Okay. So, you're talking like additional road, additional lane both underground all of the drainage through there. Yes. Okay. Yeah. For just the path. Yeah. It it is absolutely good catch on that. Yes.

Anything else, sir?

Um yes. Uh I don't know. Maybe some of this we I can talk over maybe with uh Mr. Davidson. I I see on page four of uh the 26 and 27 professional services went from $1,000 to 16,000 uh for between 26 and 27. Um page four and I'm just curious about that and also what what are we getting for the 600,000 on the Addis business area improvements? if you want to be able to discuss that further offline and then come back at it.

We can do it. Do you have what the increase is on the added 15,000 was for strategic plan consulting? So that's uh for council for next year. So you need to update the whole strategic plan uh once all the elections are are finalized. Well, we wanted to have a third party come in and do a full uh update to the town strategic plan. Okay. Thank you. I'm good. All right. Anything to add?

I also wanted to, if I could, thank um Everly Chadwick, Heather Rder, Casey Danner, and Sean Dan who sat on the um the vetting committee for the budget. So, they spent endless hours with us um giving everyone a hard time about their budget requests. And I know this has been basically 100% your show, but are there any department heads back here that wish to comment on anything? How did I know that was going to be the answer? All right. And then with that being said, hey, I look forward to seeing you guys in a couple weeks. Thank you.