City Council - Regular Meeting

Madam chair, we're ready whenever you're ready.

Good evening, everyone. Thank you for joining us. This is the Sandy City Council meeting of Tuesday, 05/12/2026. We will start with prayer and a pledge. Miss Christiansen, can I count on you for the prayer? Thank you. Absolutely.

Our dearest heavenly father, we are so grateful to be gathered together this evening. We ask thee to watch over and protect us and the citizens of Sandy as we are dealing with the issues that face us and particularly with the budget and how to best spend our residents hard earned money. Please bless us that we would be able to have thy spirit with each of us and that we would be able to understand those things presented to us and to be able to ask the questions that are needed and to come to the solutions that will best benefit Sandy. Are so grateful for all the many blessings thou has given us, and we say these things in the name of thy son, Jesus Christ. Amen.

Amen. Thank you. And let's rise for the Pledge of Allegiance. Introductions. Mr. Fratto, starting with you.

Thank you, Madam Chair. My name is Dustin Fratto. I'm with the city council office. There are a couple other council staff members in the back of the room, Justin Sorenson and Liz Theriault.

Good evening I'm Tracy I'm counsel for the council.

Chris Edwards with the council office.

Chris Nichol District 3 Marcy Houseman District 4 Brooke Christensen district one

Cindy Sharkey, at large. Allison Stroud, District 2. Brooke D'Souza, at large.

Aaron DeKaiser, at large.

I am Sandy Mayor Monica Zlotansky.

I'm Shane Pace, city administrator.

Lynn Pace, city attorney.

All right. We have two information items. One public hearing, just one item on consent, and two council voting items. We'll be taking public comment, general citizen comment, at 6PM. We also will be taking public comment on the two council voting items later as they come up in the agenda. Okay. I am ready to go if you guys are. First up is budget departmental reports. Brian, can you lead us off here?

Yes. Good evening, counsel. So tonight for our presentations, we have my department, administrative services, then I'll cover non departmental. We have police fire community development and RDA and then as you know next week will be our last round of remaining departments for presentations so to start out with my department administrative services

oh hey Brian did somebody put the dongle back in that remote

That?

Sorry. Liz is going come grab it.

Alright. Thanks. So administrative services encompasses four main divisions. We have finance, HR, IT, and facilities. So I'll be covering all those divisions.

Most of those are general fund, but our IT fund is a proprietary internal service fund. So overall, we have a decrease in our general fund of 112,000. So we're one of the areas in the in the general fund where we looked really hard at our 24% cuts, and we did some targeted cuts. I'll step through through those with you. And with the some of the savings of those decreases, we I'm recommending that we reallocate to backfill some of our line items that we've cut in the past years.

To missus Houseman's point in the past, retaining and having a good culture of employees isn't just pay. So we're trying to fill in some areas where we've reduced in the past, like training and and conference travel and and then also providing some other helps because of our staffing reduction but administrative services administration we're eliminating the software project manager position which that's one area we're generating a lot of savings and then we're reallocating that to some of the savings to meetings travel and equipment expenses so the net impact is a 163,000 in savings in that cost center In the finance services cost center, right now we're trying to underfill this position of treasurer with an accountant position. We're seeking some operational efficiency there. Just so you know, we are kind of struggling with our accounting positions being competitive and keeping staffing where we need to be. So I'm not sure if this attempt is going to work but it's what we're trying.

But we're going through some turnover right now. And then I'd like like to because of these reductions I'd like to up our seasonal staffing so in the past we've cut out all our internship positions and I'm liking to restore that that's what the seasonal pay goes towards for us And then also increasing travel training and having some professional services just in case we need to call on some consultants to help us out because we are going to be pretty thin on our staffing. So the net impact savings for this cost center is $3,000 savings.

Can I ask a question?

Yes.

Okay. What is the audit services for $65,000 Which audit?

That's the general external financial audit.

So how often do we have to do that?

Every year.

I just didn't see it in the past years.

It's because we're moving it from non departmental.

Okay.

So when I get to non departmental I'll show you there's probably four or five major items that we're moving to departments that generally manage them just to kind of clean up non departmental because that's been a request from the council in the past is if we can move some of that out to departments that manage those projects or those services. So I'll go over those. But that's one of them. We're moving audit services out of non departmental into finance. It's also covered in a few other enterprise funds as well. So that total cost isn't just that amount. It's it also hits, like, the waste fund, the recreation center, the water fund, and

so how much the total is

roughly? I can get I it's, upwards to 150, but I can get you the exact number.

It's okay. Where does the Workday software come? Does it come, is it in the same thing?

It's in IT, I'll get to that. Okay. Yeah, it's under software, the software line item in IT.

Brian, what did we switch from to Workday? What was the old one called?

It was called Harris City Suite. Harris is the parent company, the product's called City Suite.

Okay. Thank you.

Before you go on, Brian, as far as the treasurer position goes, so we are not required to keep a treasurer

on Yes, we are. Glade Jardine is functioning as a treasurer. He's been the treasurer before.

Isn't that a position though that needs to that would require advice and consent in state law? I thought it did.

It is. It's a statutory position. Glade has been the treasurer prior And he's assuming those responsibilities until we figure out what we're going to do long term.

So he was named interim treasurer then? Is that like the technical aspect? Wasn't there

who's treasurer?

Wasn't it Corey?

Yeah, we had an employee that has separated. He's no longer here.

Okay. Well, maybe that's a question that we can follow-up on. If going the treasurer position and we're required by statute to have a treasurer, then how is that playing out? And if that's an advice and consent position, it should be at the council at some point. Maybe follow-up with us on that.

So in human resources we have we're adding some funding for employee engagement and wellness. One of the things is the Health Center Theater Holiday Luncheon where we host that have that held. When we've owned the building we have had no cost they've covered that now that we don't own the building they're charging us they're heavily discounting our fee but it's I think it's going to be like $1,200 So we had to budget that to rent the facility. We're increasing the employee gym reimbursement to match. This is part of our health and wellness program.

We give some employee reimbursements for participating in healthy activities. And we're increasing that a little bit to match what the participating in other activities like if people, employees or family members run a five k or participate in sporting activities they can get reimbursed $25 per person or $75 per family and we're just matching the gym reimbursement to that amount.

Do we still is Alta Canyon not Alta Canyon, Sandy Rec Center memberships for employees, is that still a thing?

Yeah. We pay a corporate membership for that and employees are allowed to participate in that.

So we're doing both?

Yeah. We've done that. Yeah. And then we have some increased costs to WorkMed is our provider of they do our drug testing. And our costs have gone up a little bit on that.

So our net increase to this cost center is 8,100. And okay and facilities we're trying to use some of our savings you'll see this increase is going up $46,800 So we're using some of our savings and focusing it here. We're increasing our utility budget to align with actual power and gas prices. Gas has been a bit lower the last year or two. So we're lowering that one a little bit.

We're increasing power. And both of those utility costs have had a 4.8% roughly. I think one slightly different. So they've had some increases that we're also adjusting for we're increasing our seasonal staffing to allow to be able we've been all going over that budget these are the people that clean our buildings in the evenings are seasonal employees and we've been underfunded in that and then we haven't had a uniform allowance and we're installing that in place And we're adding a little bit of training money for existing staff. As far as one time and capital for facilities, in equipment, we want to replace a small utility truck.

And we'll be replacing it with the same type of a truck and then we have a really old full size truck that we want to replace with a utility van so the total cost of that is $115,000 for both of those vehicles And then our municipal building capital account, 6 and 75,000. You'll find that in the consolidated capital schedule. Some of the big ticket items in there to replace the west stairs because we have we're having those stairs are failing the crews are recoating them like three times a year we have some safety issues and the snow melt system isn't functioning properly and then the skylight replacement in City Hall has been on our list for a long time and it's failing we need to replace that both of those items we're estimating to be over 200,000 to $2.50 and then we have just continued capital replacement of the plumbing lines alarms door upgrades and etcetera.

Brian can I ask a question about the stairs? In this replacement, are we talking about ripping out the stairs and pouring new concrete for the stairs?

Yes, that's what this would include

in that.

So when you say it's failing, like the stairs themselves are failing or the coating that we keep putting on is failing? And does that really requires an entire stair tear out replacement?

Yeah the stairs are crumbling as well as the and there's water that's coming surfacing up through the ground into the stairs which is causing them to crumble And it's got a boiler type system in it now. We want to go to electric. So we've repaired and tried to repair the heating system multiple times. And it's just not worth the cost. And so to do all that we would rip out the entire system just like has been done on the North Side we did that several years ago and we need to do that here.

Okay and we aren't planning on recoating them after that?

I'm not sure if we will or not. I think yeah I'd have to double check on that. It'd be similar to the North Stairs and I can't recall if there's a coating on that or not.

Okay I just wondered if the coating had any contributed to the failing of the stairs and the water that collects underneath and if that's

No, in fact the

we're

trying to of band aid it and keep it nice with the coating. It's not causing the issues.

Right. Thank you.

Brian, I've got a question for you about capital projects. On page 132, I think it talks about a projected expense for professional services, due diligence work, a $50,000 expense for Crescent Middle School. Can you tell me when in the cycle that is projected to be spent? I mean, I know we have this coming up on a city council agenda soon to revisit this subject. So when I mean, we're going to put more effort into talking about that. So when is this projected to be spent?

It'll be after July 1 is what we're anticipating. It's my understanding. So the due diligence period from what I remember goes through next January. Okay, so this slide just goes over the highlights. Essentially, we're trying to streamline, save some money where we can, trying to reinstate some of our line items, focus on the facilities and just better align our operating costs with our needs okay now I'm going to move on to those are our three general fund cost centers.

In information technology, we're also reducing a position here, a GIS administrator. So it will result in some salary savings and some benefit savings we want to restore some line items here as well and professional services the software line items one that's where workdays is at and you can see that in your budget book.

Is that all 1,400,000 or is there other software?

No that's the entire pretty much most of the software in the city so that's Microsoft Office suites another big one there Our utility billing software, our CityWorks, all the GranaKiss products, all the grandma software. Like there's Oodles, quite a few office software.

Do think that,

and I know we're new into this, the Workday, do you think it's actually saving money? I know that's a big question.

Yeah, do. And I still think it's a good decision in the long run. Definitely, it's an increase in costs in software. But we're going to see some of these salary savings that we're capturing now are, I think, possible because of that in a way. And I think we might be able to realize some more. And it's touching every employee. I mean, there's definitely anytime you do a software conversion, there's some rough times. And we're in the middle of that right now. We're still trying to stabilize things. And it might take us I think it'll take us another year to stabilize.

But we should be seeing and from what I'm hearing, we are seeing efficiencies in departments. It's much faster for every employee to log their time and get approval on their time than it was before. There's less steps involved. They can do any updates they need to do for their personal profiles in system. For example, changing an address or changing their direct deposit the biweekly payroll all those things are more efficient for them there's a learning curve definitely if you talk to some some employees have had a harder time with it I'm not saying it's been perfect because but we have been optimizing it and we'll continue to optimize it.

So there's a period of transition but I think it is a good still financial decision and it integrates with our all the the HR and the finance systems integrate together. Before that, we had separate HR, separate finance, and we we had a separate learning management system. We had a separate evaluation system. We had to build integrations between those. And if you're familiar with usually integrations, there's always some problems.

They break sometimes, anytime there's an update. And so we were battling those types of issues before. We wanted to go to a system that was fully integrated and that's what we did with Workday. And we're seeing some savings even though it's still a tremendous effort cause we're still building out reports as you've seen the financial reports we're still making better and optimizing that so it's going to take a little more time but I think it's a good long term decision still.

Thank you. Brian, this statement about investment in operational technology support. So talking about things like software licenses, maintenance, things like that, are these contracts that we're entering into are these contractually are we contractually obligated to enter these contracts for support and maintenance or are we making a discretionary decision to do that?

On all the software contracts? Yeah. Generally it's part of the yeah it's usually a requirement. If you go without it you have zero support and so that's not yeah, that wouldn't be a wise move, I don't think.

So we're signing contracts that we in some cases, that we don't have to because we would prefer to pay maintenance costs for outside support than do it in house.

Well, we can't maintain these systems in house. Most of these systems are cloud based nowadays. And you have to pay the support and maintenance costs even to be on their cloud system. They're not gonna let yeah. So I shouldn't say you you can opt now.

There's some of our old legacy systems that we host on premise that we own and it's installed here on-site. Some of those really old systems that were on a license based we haven't renewed because like operating or maintenance and at times because we've made a decision to phase out of them like our old system. Any system you want to be actively on, you're going to want to have that support. And most of the time, it's required. These companies are updating it usually at least six month intervals or annual.

And you have to be paying their subscriptions for operating to be on their system. Yeah. The exceptions would be old legacy systems that you're hosting on premise. And we had some security issues with our old system as well. Our former company wasn't keeping up on to our standards. So that's another reason that we moved. Okay, any other questions there?

Madam Chair can I ask a follow-up question to that?

Sure.

Along the same vein Brian would you say the majority of increases citywide to software this year are they ones that we were contractually obligated to make? Like for example there's a 5% increase this year or would you say that there's a good chunk of them that were discretionary?

I think they're all contractual. I can't think of any that are discretionary. I mean if for example your Grannica software that does your meetings here and our Zoom software you have to have a subscription to those. If you don't, you have no support. And there's only so much that our in house people like bugs that they can fix.

And you're not gonna have support if you need it. And don't think Zoom or Granite Kits, they wouldn't even allow you to have that unless you're paying their maintenance fees and their support. It's my understanding. Okay. So as far as our equipment investments going into IT this year, the big ones we generally put away about $100,000 in general equipment for things that may come up during the year that are unforeseen.

So that's $100,000 of that. And then we have thin client replacements of servers. Fortinet is our security package and we need to replace some servers there and our battery backups replacing and data switches and that's what makes up the $3.98 but you can see overall in our IT equipment the overall costs are going down from last year Okay and then these are just the highlight review of the IT fund and then moving on to non departmental do you have any other questions on administrative services before I do that?

Yeah The IT fund looks like it keeps operating year over year at a deficit. Do you see any change coming to that trend line?

Yeah we've been we've had a we had built up a healthy fund balance to be able to go to a new enterprise resource planning system which is Workday so we're just drawing down that fund balance and we'll be stabilizing and it'll start to grow again to build up. So yeah, I see that trend reversing. Okay, moving on to non departmental then. So we've had, like I mentioned, several programs and expenditures were reassigned to non departmental accounts in other departments that are managing those. So the examples are the Neighborhood Traffic Safety Program.

We moved that to police because they're the ones that use it. This is the traffic enforcement. And that's $100,000 So that's being moved out of non departmental into the police special programs line item. Employee tuition reimbursement, dollars 18,000 is being moved to human resources. The employee recognition program a lot of this is the annual recognition for employees that meet certain milestones, like their five, ten, fifteen, twenty, thirty year milestones.

And we host that luncheon forum, the holiday luncheon. And they receive longevity awards. That's to cover that twenty two thousand. The building and safety peer review, that has been in non departmental. And that's being moved to community development, 20000. And then the audit services portion, the general fund portion, 56. And just to follow-up on your question, Ms. Christensen, the total is 114.

Okay. Thank you. Did employee tuition move? I missed that.

Yes, that moved to HR. That was $18,000

Under special programs, what's general government?

It's just kind of a catchall of things. That's why it's called general government. It's used for community engagement. The Sandy Ambassadors, I believe, is paid out of there. Those are some examples.

No I think they're lower. And community engagement.

Oh yeah that's a separate line.

Sorry I just I just wasn't sure like what.

Yeah I can get you some more detail on that. Okay

Brian, instead of just putting it in another category in a different department, can we actually have the neighborhood safety as a line item so we know how much we're drawing on that specifically and we don't have to guess what other special projects are?

Yeah that's possible. Yeah it's the balance that we're it's hard to you know make everybody happy with how we present this You remember some Carrie Nakamura that was here? She made the statement that our budgets are way more detailed than she usually sees. And that's my experience. If you look at a lot of other city budgets, they roll it up to like maybe four line items.

But then people have questions well what's in that line item so they must be providing management reports like the monthly or quarterly reports and we could provide that but that's something we've debated here is are we breaking this out too much Some of you want it broken out more. Some of you maybe not care. But this is

You do a great job. Can do for transparency. I just think it's cleaner to have

Yeah. We can do that. It just causes GREGORY the budget doctrine to get DELL: Get larger. Yeah, more pages.

What's grant acquisitions?

Lobbyists.

Just like general lobbyists, not actual grants?

Well, we hire lobbyists to help us get grants. That's why it's called grant acquisition. But this one in particular is for one. It's a Curtis contract.

I had a question, Brian, about so the risk management charges went up by like $303,150,000

dollars Yes. Two main factors there. One is we're spreading out our risk costs across all the funds. And the Water Fund last year had a higher portion. And we use a five year smoothing average on allocating the risk charges out.

And some of their claims dropped off that five year smoothing average, which caused some of the redistribution to come onto the general fund. Plus, we've also had some high police claims come on. And that's also causing in the general fund accounts for all or in non departmental we capture all general fund risk charges here and so this is going up a lot because of those two factors water portion is coming off the books or off that five year smoothing average and police has had some claims hit in the last two years. So that's what's driving it up so much.

On the CWC I thought we moved that to the water fund.

All except for this 1900.

Yeah. Why? Just curious.

This is what one of the this was kind of I believe a balancing of the reductions last year the council did and they cut back this amount to fund this other things and this is what was left here. It's my recollection.

Total cost of. It increased. Was it 95?

75 I think is the total that we have in this proposed budget. It has been higher than that in the past and I think at one point it was 37.

Think the past is 95

this year.

It was like 65 before. Something like that.

Yeah, we'll confirm that.

Okay, thank you.

I've got a question about the Boys and Girls Club. Are we not reducing the amount they get based on the CDBG funds they're getting?

We don't normally

do No, is we haven't done that. This 113 has been status quo for many years.

Yeah so now we're okay so now they're just getting in addition to you.

They don't always apply to CPG. I just heard they did.

Yeah. Okay.

Okay, that's all I have on that unless there's any other questions.

Any final questions for Brian on these two departments? No? Alright.

Thanks, Brian. Okay. Thank you. I'll move on to police. Just to follow-up on your CWC. Current year had the total of 75.

The

upcoming year is 75. 60.

Thank you. Good

evening from the police department. We're grateful to be here with you tonight. I'm chief Jeff Nyber of the Sandy City Police Department. I have with me deputy chief Corey Hess, who is going to me be my phone a friend if there's any historical questions or anything like that. So I'm grateful to have him there. Also, just wanted to take a quick moment. And it is police week this week, so it's kind of poignant. And just want to thank all of our officers for all the great work that they do and the dedication that they show on a daily basis. So just wanted to thank them.

I think it's supposed to work the other way. I think we're supposed to thank you.

I know.

So thank you, and happy police.

Thank you so much. Appreciate it. Jumping into the budget, this was a good educational experience for me, and I kinda wanted to look at all the grants and kinda what we're spending and stuff like that. So this may be a little bit more informational for everybody, but something I thought that was important kind of on the grants that we're using, trying to be creative and pulling from different funding streams to to to be able to make things work in the end and and kinda get good results. So as far as as far as kinda the grants that the PD is dipping into, the first one I just wanted to highlight, and I'll make a change here.

The the slides always change after a week, it seems like. But bullet point three and four on the JAG grant, you could just cross those out. We got that figured out, and I'll talk about cell phones a little bit later on. But in that JAG grant, that's $27.07 is what we have in that JAG grant, and we're gonna use 50 15,000 of that for 14 body worn cameras, download bacon mounts. Our detectives don't have, body worn cameras, so we wanna, get those cameras where they need to go and, kind of those areas.

And we're also, out of that grant, spending 6,000 for some computer towers for our real time crime center, which their current computers are just underpowered. As you can imagine, there's a lot of software running on their their computers, they just need more powerful computers. I think the Nakamura's actually mentioned this at our training as well, but the alcohol sales tax is also a pot of money that we have access to. And with any of these grants, are boundaries, there are guidelines, there are certain things we can use the money for, and there are certain things that we can't use the money for. So just kinda keep that in mind.

But out of that, alcohol sells tax money. There's a 140 k pot there. What we're gonna do, this year with it is buy an additional K9 vehicle. We have two K9 vehicles that are extremely old, the Chevy Silverados. They're just getting really old and non serviceable. So I'll go into our fleet stuff here a little bit later on as well and kind of explain what we're doing with that.

How many K9s does the department have?

We have five. Five.

Five handlers, different handlers? Yes.

Five pounds, five handlers.

Thank you.

And then we're also going to purchase some additional license plate readers, ALPRs. We have 20 of those throughout the city in strategic locations. The new LPRs are actually they're they're better. They're upgraded. They actually can see more of or more of traffic, more lanes of traffic. So what we're going do is take some of those older ones down, put those on kind of smaller roadways, and then put the new ones up on bigger roadways like State Street and different things to that effect.

For the public, can you identify what ALRP REPORTER: is?

Yes. An ALRP is a license plate reader, also known as LPR. And then we'll make some additional purchases out of that this year as well. We also dip out of the first responder mental health grant as well, 42,000. Grant was 42,000.

We currently have 17,000. So if an officer has a significant event on duty, responds to a shooting, or whatever the case may be, a death or anything of that nature and is struggling with that, the mental health part of that, they have the ability to go get some counseling and see a therapist. So that is an awesome grant, one we definitely take advantage of. These other ones are just kind of by way of information. We have a VOCA grant or a Victims of Crime Act Victims Assistance grant.

That actually pays for forty one percent of three victim advocates that we have. As you can imagine, as COLAs increase and stuff like that, that forty one percent tends to shrink, and we just cover that. I wanted you to be aware of that. They are doing some amazing work. Our victim advocates, they they do an awesome job. They just reported to us, I think, last week. We also have an ICAC grant. Doesn't have a lot of money in it, but we use that for Celebrite, is a technology that dives into phones and images and captures all that kind of stuff. It also pays for some equipment and some overtime as well. We have a Bulletproof Vest partnership, which I don't know a lot about yet, but I'm diving into that a little bit.

Our UDOT Canyon enforcement money, we can use that for paying for equipment as well as overtime and snow days and enforcement at the mouth of the canyon and everything that comes with that. We also have a homeless mitigation grant, which I think you guys are aware of, especially council member Christensen and district one. That pays for our homeless liaison officers to a certain extent and provides us those positions. And then I won't get into the federal forfeiture, a DAT grant or state assets forfeiture, but those are very well boundaried and etcetera. Etcetera.

Where do you get your grants from? Like how do you like is someone in your department applying for them? Is someone in the city applying for them? Who does that for you?

Go ahead. Nicole Varela, our senior analyst, does most of those. But some of them are just long term ones that we've had, like the VOCA grant. We just apply every year. The victim advocates themselves handle it. But Nicole Varella is kind of our catchall for, looking out for grant opportunities and applying for them.

Okay.

Thank you. There's federal websites you can watch, and they have COPS grants and different things of that nature. But you do have to apply for them between a certain time frame.

Is that, like, not her full time job, though? It's, like, just a portion of her job, or is it her full time job?

No. Just a portion of her Yeah.

Okay. Yeah. Cool.

Yeah. She's one of our real time crime center analysts and does an excellent job. So kinda jumping into our budget just a little bit more in in talking to members of the council, kinda asking what what did you guys wanna see, any changes to our line items. So that's kinda what I did right here. And just we'll talk about Trulio. Actually, deputy chief Corey Hess will talk about our software at the real time crime center, drone upgrades, training, dispatch service contract, and our SET team as well, which is our South Valley Enforcement Team that we're a part of, and I'll go over that, ammunition, cell phones. And then Brian already hit on the NTSP, that that 100 k that's coming into our budget instead of the city's. So deputy chief?

Yeah. So chief Severson obviously started this process looking for an AI assisted report writing software. Most of the agencies in the Valley are running something along those lines, so we started looking out for different opportunities. We're limited a little bit in what we can do because we actually store our body worn cams on premises here, which is kind of an anomaly in the policing world. Most are cloud based.

But we found Trulio. It actually is a an AI platform that provides a lot more than just report writing aspects. It actually provides all the officers an AI assistant. So they can we uploaded our our policy manual into it, state laws into it, and different things. And they can ask it questions on the street, and it will the AI will go out and search those resources and provide them answers and direction.

Also, from a command point of view, it offers us the ability to automatically it watches all of our body camera footage, and it flags different things for different things. So language is one that'll flag, de escalation that'll flag, discussions of force that'll flag, professionalism will flag, and it just is a real time saver for our command staff. It's automatically reviewing all those body cams. It provides us a a notification if there's something that it wants the human eyes to verify, then we can go out and just pull up and see, was this a problem? Is this just an AI misinterpretation?

And it does that. And then it also provides us the ability to analyze from the detective side of the house. We can put case data in it. One of the things we haven't been able to try yet because we're still in its infancy, but we can put our cold cases in it. The AI can analyze those cold cases and figure out if we're missing something or if there's another lead that we can follow-up on or something. So really new, really special technology. This company is really nice. They've been great to work with. And one of the things I wanted to point out about them is their fee structure is based on per user. Every military veteran they pay is free. So any officer that we have that is a veteran of a military branch gets this service for free.

So

this is the Trilio analyst page that we can see as commanders with the commander thing. And you can just kind of see it automatically flags all those videos. So even though we've only been operational on this for we've been teeny ing it for about three months. It's already analyzed twenty four thousand hours of body worn camera video from our officers that have been teeny, we had about 15 officers that were on the original T and E. So you can see the high composure.

It's it's flagged 28 times, 111 professionalism. In that top left hand corner, a 100% professional interactions, is which pretty spectacular for our guys on that. But this is a we can pull this up at any point in time and see where we're at on any given moment. And we can also ask it to provide a shift summary or a weekly summary for us. And it will analyze every call for service from that body worn cameras that have been operated in that time period.

It will flag any high incidences and it will give it a brief synopsis of what the call was, who was on it, how it was handled And then it also automatically tags those videos that if we wanna see the actual call, here, we just click on a button. It pulls up the video, and we can run watch the video right from there. Spectacular system. So just to

add emphasis to that, I mean, come from a department that doesn't have this type of AI. And, literally, you're asking a sergeant or a supervisor to spot check videos. So you'll you'll literally go through the system and go, okay. I'll choose that one. And it takes hours and hours to do. So this is pretty incredible, and kudos to deputy chief test for for pushing that through and Greg Severson as well.

So I see all of your savings there. Do you feel like this I know they use times. And sometimes they're 100% accurate and sometimes they're more estimates. Do you feel like this is allowing you, based on what you've seen so far, to be able to not have to have additional personnel to do these things that you can reallocate those resources more efficiently?

Yeah, absolutely. So we were similar to them where we would ask our supervisors to spot chick body worn camps for compliance with policy. And it's a crapshoot, right? Depending on which video you pull up, it could be either good or bad. So absolutely, this takes that piece out of our supervisors' hands altogether.

And it's just automated and being done over the whole course of all the officers' interactions rather than just taking a random shot at one. So yeah, when you're about supervisors and the hours of time spent reviewing body worn cam, we would ask them to our protocol was normally to ask them to do two to three a month on their officers. So if you've got a sergeant that's running an eight man crew trying to analyze and watch 16, Even if it's just a traffic stop, you're you're talking about fifteen minutes of video real time to kinda watch. So having this go through and don't and and I've played with it quite a bit just on this piece in particular. And what it can do is actually pretty spot on.

It actually flagged one of our officers was just in Desh Carr, was listening to a song that had profanities on it. And their body cam was on. Their body cam wasn't on, but the car was on. And it flagged it. And I was like, oh, Blake, what's this? And I pull it up. And it was just music in the car. So it's pretty spot on with what it does.

And I don't think it suggests that we get rid of people. It just allows our people to be more efficient. So it allows our supervisors to go actually be out there and supervise and be with their officers. So I think that's pretty I

think another really good piece that I would like to point out about this is it allows us to actually identify and reward good police work as well. So oftentimes, we focus on we get a complaint or negative, but this actually goes out and and shows, hey. This guy deescalated this call or high professionalism on here. And I can pull up that video and go, wow. That is outstanding. And then we can reward them for positive work as well.

Okay. All

right. Next next topic, real time crime center software. And before I dive into that $47,000 that we're requesting be added or a budget, I just wanted to kind of highlight the great work that the Real Time Crime Center has been able to do. Again, coming from a department that doesn't necessarily have some of these tools, it's been incredible to see what they're able to do and what they're able to solve and how a crime comes together, working with detectives, working with patrol officers out in the field, and bringing cases to a finality. And on bullet point three, you can see all the things that they pull into the real time crime center at once.

And this is live. This is all happening when when the call comes into 911. We're already sending up a drone or we're already tracking LPR looking for a suspect's vehicle. This happens instantly. As you can see in 2025, the real time crime center assisted patrol with over a thousand calls, and we're up to four ten at least till April. We had four ten calls that they assisted with. So kinda keep that in mind. Just a little graph that kinda kinda shows that as well. When we talk about real time crime center, I just wanted to go over again, this was a learning experience for me just to kinda kinda dive into their operations and what they're working through and what they're working on. But the first three softwares I'm talking about have nothing to do with that 47 k.

I just kinda wanted to highlight. So they use several different softwares at the real time crime center. First one is First two. That's a a kind of a mapping system that allows you to, if you need to, call out a neighborhood and close down the neighborhood and say shelter in place, that allows you to get phone numbers and and call people and say, hey. This incident's going on in your neighborhood. Go down to the basement, you know, shelter in place, which is which is really cool. That's $13.08 a year. Live 911 allows us to listen to 911 as the call comes in. As soon as that person makes that call to 911, our RTCC can hear it and actually launch the drone. It gets rid of that delay so we can respond to crisis faster.

We also have IDI, which allows us it's a database to look up last known locations of suspects that we have, like where did they last live, etcetera, etcetera. But where the 47 ks does come into effect is FUSIS. FUSIS is an Axon product, and it takes all these different parts, the information that's coming into the real time crime center, and puts it all into one place. It has mapping on it. So our folks in the center can see where our officers are.

They can see where the fire department is and how far they are out. They can see where the drone is, you know, as it's heading to this particular call. And then it pulls LPR into it. And all all that kind of stuff gets pulled into this this FUSIS center and allows them to do their job. So as you can see, that 47 will go into, our annual contract.

It won't quite pay all of it at $49.09 20, but we can just absorb that. And that is, talking about contracts, that is a five year contract, it has a 4% annual increase. And the 2026 software cost is just kind of of give you an idea of the software costs that we have there. Again, nothing to do with the 47 k for for FUSIS. And then just know that there are escalations of costs that have to do with that software and the contracts that we sign.

So kind of moving on with the RTCC. Again, when you think of the the real time crime center and you think of police and you think of these drones, we're using drones for so much more than just police stuff. It's pretty incredible what they do. There were 21 major success stories where they utilized a drone to locate suspects. I've got a picture here in the next slide that I'll talk about here in a sec.

We've also used it to assist, Sandy City Fire on some of their incidents. The drone was also utilized in a water main break and then also utilized to find a horse that had bucked its rider off and guide search and rescue officers to that. So it's been pretty incredible, and it's amazing to see how these these drones work. So our drone upgrades, the 127 k, what will we use that for? First and foremost, the current system that we have that you can see in that picture is outdated.

What we're gonna do with that 127 k is replace that dock one and m 30 system that we have up near the Sandy Amphitheater, and we're gonna upgrade it to a dock three with an m four drone. And then that will also we'll buy another set of that new drone system and put one down on the West Side of the city as well. Most of our calls come on the West Side of the city. It can go up there, but it only has a battery life. And I think it's only, like, twenty or twenty minutes to a half hour of battery life. So we can have the drone up there, but then it has to land at some point and recharge. So to be able to have two, we can have one come up, and then it can go through its battery life. And then we can replace it with the other, and then charge the other. And we can go back and forth like that.

What's the difference between an interior and exterior drone?

Yes. Great question. So that picture is the drones that sit on top of the building and respond to calls. Right? So our two Aveda, two interior drones, when you're talking search warrants and searching houses, it's very difficult to get a drone inside a residence. Right? You're hitting walls. I've actually tried it before at my previous agency, and we we crashed it horribly. But these are really quite a lot smaller and more compact, and you fly them with VR goggles. So say there's a suspect in the house, you're not sure if he's in a bedroom, if you're not sure if he's in a bathroom or whatever the case may be, you can fly the drone in there.

And it can go down the hallways and make those turns and go up the stairs. And then we can actually see where the individual is or where we think he is, it kind of gives us an idea of where that suspect is. Other other options are throwing a dog in there and just have him go throughout the house and try to find somebody. Right? So it gives us a good opportunity to to go into houses and and find those individuals. Or even if it's something to do with a chemical spill or something like that, you can send in the drone rather than have a fire do it or an individual. So there's some safety stuff there too. And then we're also purchasing three m four exterior drones. So those are a little bit bigger. These will be used by patrol and SWAT, both these drones.

But one of the things that I wanted to mention, the company that we're buying them from is also providing Skybrows, which is a $30,000 cost for free just based off of this purchase here. And really what Skybrow does, there's a system that sits on a tripod and it has a big box on top and called a pharaoh scanner. And you can take it to crime scenes and vehicle reconstructions and it'll literally scan your scene for you digitally. And then you can take that and do all your investigative stuff for court. But they're very expensive.

They're like $8,090,000 dollars. They're super expensive. So to be able to have this software and that $30,000 cost as part of this purchase would be huge for us. So we can crashes better. We can scan crime scenes better and for a lot cheaper

as well.

Is it ongoing free service, or are you gonna have to pay for it at some time?

Yeah. So that is the the the drawer replacement is through would be a three year contract that we would be signing. So that 127,000 would be a $127,000 a year, and that piece would come with it for those three years. And it's a three d mapping software is what it actually does. And it allows any video. So even our officers with their cameras can create a three d map of a scene with this software in addition to the It's

compatible with our cameras? It's compatible with our cameras that we body worn cameras that we Yeah.

We can use our body worn. Body worn cameras aren't necessarily the best piece for it, but we can use the body worn camera piece for that. And it can basically, any video, it can take any existing video from almost any format and create a three d model. So you could three d model a house on a search warrant or something in case we have to go back there, then we would have a natural to scale three d model of that structure.

Awesome. Thanks. Where is this line item in here? Like, I sorry. I'm totally missing it. Like, what is it part of? This hundred and twenty seven thousand.

Yeah. Probably in the technology piece.

Don't have

my Software and license maintenance? Part Is of the 02/60000?

Yes. I'm getting a yes from Zach. Thank you. DAVID

Absolutely. Before you move on. So in terms of outdated and replacements, replacement schedules, technology is advancing fairly quickly. And so it probably might not take long for some of the technology or docs to be updated you know new systems. Do you have any sense of what kind of a future replacement schedule or you know when we can expect to need to do these like hardware upgrades?

You have an answer? Yeah. So you're kind of looking at two different pieces with the drones. You actually have the the apparatus that flies and then you've got the payload. So the apparatus itself that flies you're looking that with proper maintenance and everything you you know three to ten years. It's it's really the the payload, the camera system, and everything. So the we bought the drone that we got that is currently operational as a little over three years. This new version, the camera and everything is way more sophisticated. The FLIR is way more the zoom capabilities has AI tracking. So our our current drone, like, say, if we got somebody that's running, they would have to manually fly and keep up with that.

With the new camera system, they can just click on it and it will automatic the AI will pick it up and then automatically track it for us so you're looking three years is kind of where that technology will advance as it advances so we're seeing significant increase technology wise from three years ago so that would we anticipate the same in about the same three years.

Okay that's helpful thank you and then this isn't a budget question more of a procedural question but from an interior drone standpoint I am assuming that you would still need a search warrant to execute that type of technology?

Yes, typically. Picture on the PDF. I apologize. But I had kind of a drone picture of kind of some bodies and kind of the night vision mode. This particular incident happened a few weeks ago. But we had that hit and run crash at 1300 East and and 9400 South, where the three individuals ran off, if you recall. So that drone is particularly in that area. And the RTCC, or Real Time Crime Center, was able to pull up video of the crash. You can actually see the crash happen and three individuals, which direction they ran. So he immediately launched the drone in the direction that they went.

And you can actually see him in the picture and the little clip of the video of the suspect hiding in a tree because it's on hot. Right? So you can see that contrast. And then you can see our four officers rock walking along the path near the amphitheater, and our RTCC is guiding him in directly to him. At some point, he just gives up and goes, okay. That drone can see me. He comes out, we take him into custody. Much safer way to do it. Super huge advantage for us.

The drone that is currently at the amphitheater, didn't we get that one in a grant? Am I wrong about that? I thought we did. I could have sworn that Greg said that.

I don't remember if we got that in a grant. I think we paid at least a portion of it. I know we paid for some of that. I'm not 100% sure if we offset it with a grant.

Yeah. I'll be looking for, obviously, this kind of investment for police, hardware and software technology to assist with public safety, crime solving, all that kind of stuff. This seems like a growing expense that where all departments are going to face. And so with very little ability by cities to adapt, right? So I'm just kind of wondering about what's coming for us in terms of financial support, grants or help from the state or whomever on this kind of stuff.

Because it does seem pretty transformative, but obviously justifiable. And so how are we all going to get there and continue to get there? I think that's the question that Councilmember D'Souza is also asking.

I don't know if there's a good answer for that other than just technology is advancing. I think one of the really nice things about SkyBrows and the new drone is there's applicable features that can be shared with the fire department. It can be shared with parks and rec. It can be I mean, it can map out things for GIS and and different things. And so there is ability for us to extend beyond just our department and share that resource.

We haven't really explored that too much yet just we're in the infancy of trying to get it. But I know it's a significant expense, but there are practical applications that can be shared citywide that would be advantageous. But it's not going to save you from having to write a check. Get that.

Is there downtime, though? Is there downtime on these drones where you could share them with other departments for other I mean, are they not all No. GREGORY so consistently deployed?

GREGORY Yeah, not really. Because there's limitations in where they can go with the battery life. So you're talking forty minutes of battery depending on how far you have to fly. So in flight time, hovering versus actually going somewhere. So to try let's say, we partnered with Draper or something to try and get our drone all the way over to Draper City. The battery would be exhausted by the time it got on scene. It would provide no benefit. So it's not really a great asset to be able to share that that way.

I think on top of that, madam chair, just the reason why I kinda shared the the grant slide, we'll continue to look at ways to try to kinda fund side. Because you're right, it will change every three years, and it will be outdated, right? So we need to figure out a way to do that. And as always, if any city agency needs some help with something, we're willing to throw it up and help them out. Think in that one slide, we kind of talked about that a little bit. So we can use it for a lot of different things.

I just want

to ask a

clarifying question. Are we moving from one drone to seven drones? Is that correct?

No. So let me clarify that. So the two big drones, which was in the picture right there, that's the one that sits on top of Sandy Amphitheater. So as you can imagine, again, it only has a twenty to thirty minute battery. So it has a hard time getting to certain places. And you have to bring it back, and then a link can stay up for a minute over the scene, which some of the officers and some of my one on ones have kind of explained to me. So what we're doing is we're going to replace that one with a new technology. Then we're going to buy a second one that's going to go on the West Side Of The Valley where we typically see most of our calls. And then those will be the other drones below will be in cars. Does that make sense?

So we're moving from one to five. Is that right?

Yeah. So we currently have one DFR, which is the drone first responder. So we would actually be replacing that one drone. We would be adding a second DFR that's going to be stationary on the court building. And we would add one more drone that that can be mobile in a vehicle. And then those two interior drones,

which

would also be in police cars to be able to deploy on scene. So that this would allow us to add five more drones. We which is some of we have drones already, but our drones are outdated, the ones that we had, the smaller ones. To your question, it's size. That's the difference between interior and exterior and payload. But yes, so we're looking at five, which would increase our capability for deploying more frequently.

So are there instances where the current drone is running out of battery and it's affecting our police response? Is that a big issue?

Yeah. Because there's a finite amount of time that a drone can be in the air. And so depending on the reason why we chose the amphitheater was that was kind of a central part in the city that we felt like would get the most coverage. But what we're finding out is if it has to go to, you know, a hundred and tenth, it's going to use a certain percentage of its battery life just to get there. And then by the time it gets there, it only can stay on scene before it has to come back and charge.

So the drone actually works. It flies, and then it has a certain level that it hits battery wise where it says I have to return to home, and it automatically automatically shoots shoots back. Back. So So it it calculates how much battery life it's gonna take to get back to home to charge, and then it it will tell the operator, you know, you've got here. Now you've got this many minutes on scene, and then it will come back automatically. So adding the additional drones just expands our coverage area of where we'll be able to reach, if that answers the question.

So I'm noticing your training's gone way up, which I think is amazing. It looks like we just we you guys just took your money out of all of your meetings and supplies to And do so are you concerned about having enough badges for the kids?

No. We're not.

Okay. Just

checking. We're we're we're totally good.

We've got some

concerned about dropping our ammunition cost by $256,000 dollars? I'm concerned by that. Should I not be?

So so you're getting ahead of me.

Sorry. Sorry.

So I got a slide coming up that is purely on ammunition. So let let me let me hit that for you. Just real quick, wanted to talk about training, just kind of leadership. You know, mentorship and leadership is huge in a police department. We have a lot of liabilities in the police department responding to calls and civil rights and all that kind of stuff that comes with it.

And training is a huge part of what we do to be competent, confident professional, which are my goals. In that right hand corner, you can kind of see my future strategic plan for Sandy City Police Department in probably the worst AI photo that you've ever seen. But it is what it is. And in those those pillars that kinda uphold this house is personal preparation, internal performance, and external service. And then my result that I want to have is competent, confident professional officers.

So more focusing on professional preparation, preparation, their personal preparation, education, training, getting our officers where they need to be and trained in in competent, confident professional. So we have been operating off a a $23,000 training budget. As you can imagine, some of the trainings are very, very costly. Right? So if you send somebody for a week long training, depending on what it is, the room and board and the cost of the class and registration could be several thousand dollars.

And I'll kinda go through some examples here. So kinda from an outside perspective and coming into the PD, kinda what I've seen, we're really relying on, hey. Will you come do your training at our facility, And will you give us two free spots? And then we'll put our officers into those two free spots because we can't send them elsewhere. And I think we've kind of been relying on that a little bit. So when we're talking mentorship and leadership, International Association of Chiefs of Police, IACP, is a great organization. They are currently talking about many, many hot topic police hot topics, right? Like AI and automated drivers. Like, if somebody gets in a crash and they're not driving, who do you cite? Right?

And we're having these conversations at the national level, but we're not able to be a part of those conversations and and and have those conversations. There's The FBI National Academy and Command College are great training opportunities, especially for our leadership, our lieutenants and captains and deputy chiefs that they can attend. The FBI National Academy is free, you have to fly out there. And the command college, have to pay for it. It's a couple days long.

Northwestern Staff and Command is a great course for sergeants. It allows them to talk about budgeting, about personnel issues. It's ten weeks long. You can imagine a hotel and food and and registering for this course can be several thousand dollars. When I went through, I think it was around $1,213,000 dollars for the full ten weeks.

So that gets very costly very quickly. There's crash reconstruction courses, TAR one, TAR two, that are expensive. There's DRE, direct recognition export training that is very costly. There's investigative courses, metro gang unit courses, SWAT training courses, motors, task force, and crime scene trainings that we we we really need to get our people out to out to to focus on that personal preparation and make sure they're a confident, competent professional. So just in talking about the budget and the request for the 100,000 would would be very helpful in being able to that and kind of mentoring and setting our department apart. Any questions on that?

If you've been paying attention to some of my previous questions,

you probably I knew you were won't asking be a question.

Okay, can you read my mind?

Maybe. A little bit.

I've hinted at this previously, so I probably will not take you by surprise here. But I mean, I 100% support what you're asking for here with the training. But the question I've asked previously that I am still not quite satisfied and I've been waiting for your presentation so I

could specifically ask

it We are considering this additional increase in compensation on top of step in grade, etcetera. And the question I've been asking is, what are we not able to do in of training and tools that we could do? So you've somewhat answered here. No, we're still doing training, Marci. We're doing 100,000. You spelled it out. But I'm looking at all of that. And I'm thinking, does that even touch? What percentage of our police force will benefit from that? You described how costly all of these are.

And so I just want us to really think about the potential of what are we missing out on that could actually be of a huge benefit in terms of culture building, knowing that we are investing in their training, investing in their tools. And I don't know that this is enough for training.

Sure. And I can definitely see that argument, Councilmember Hausman. And I know you're big into leadership and mentoring and etcetera, etcetera. And and I know you talked about the step and grade a little bit. It's kind of an interesting battle to to kinda fight as a chief. I I went to lunch with the South Valley chiefs today and had lunch with them. And I and I talked to one of them and he said, yeah, we're gonna propose a 7% increase for our officers. Also what I worry about is falling behind, right, and losing officers. I had Lieutenant Tyson get get for me how many lateral officers we have hired in the last six months, and it's, like, 16, because we're able to attract that kind of talent over to our department, which is incredible and I love. And we don't have to put them through posts.

Don't We have to put them through training. So we save that cost. But that's a big part of it. To your point, so is training, right? And obviously, that's why we have the request there. So will 100,000 cover everything we want to do? No, probably not. But it's definitely a start and we'll mitigate that the best way that we can, but we're going to start somewhere. Our next line item is dispatch contract increase for 33 k. As you're well aware, we switched to Salt Lake 911 from Beck.

And to my understanding, Beck was a huge increase as far as cost and something that we weren't able to do. So which is why we ended up in Salt Lake 911. There was not an increase in 2025. However, in 2026, within, you know, inflation and COLAs and raises for dispatchers, do know coming from the state that we were having those same I don't know if wage wars is the best way to call it, but even dispatchers, they're fighting for good dispatchers. So even with those increases, that would be our costs for for this year.

So a 7.12 increase in that. So I think that's pretty self explanatory. Okay. I hit a button, apparently. Come on. There we go. Alright. I also wanted to talk about this set team, the South Valley enforcement team. This has been a great success for us. Really, what it is is it it's a force multiplier.

Most of the Valley's resources typically go to Salt Lake City, you know, kinda some of those bigger cities, West Valley, and stuff like that. So we we were able to get with the South Valley agencies and really kinda increase this force multiplier. So then the 19,000 that we're asking for in this is today our portion of being a part of the SET team or the South Valley enforcement team. And it's based off of population for each individual city, and then we pay into that, and we're a part of that. And and and when it when we have significant event, say it's a a shooting or something gone really awry, when we when I talk about that force multiplier, we immediately we have a supervisor and three detectives on it, but we gain all of those other supervisors and detectives.

Right? And we can really get down into the nuts and bolts of the case in searching for an individual and bringing that person into custody. So we've we've had a lot of success with it from July to December. We worked as a team, worked 63 cases resulting in 66 arrests, 10 recovered stolen vehicles, 27 search warrant services, and 41 seized firearms. What light is in?

What light is that in?

I'm seeing page 29. That should be in special programs, which also includes the NTSP, the 100 ks from the NTSP. So that's why you've seen it increase so

much. Thank you.

Yes. So huge success there. Again, we have three detectives and a supervisor on there. But it's an incredible resource. We really like being a part of that.

Okay. Councilmember Christensen, this is your slide. Ammunition, an additional 10,000. There's all our stats on how much we're using, 110,000 rounds of handgun practice a year, 30,000 rounds of rifle practice. We also do a lot of semunition training, which I think some of you have done, and I've seen the welts on your arms, so I appreciate that. But we use a lot of ammunition. That's gone up. Both have gone up actually 7.5%, which is kind of typical depending on the year. We use ammunition in a lot of different ways. I don't have to go into too much detail on it, but for a monthly handgun and rifle training for officers, it's a huge liability. We've got to know how to shoot and we've got to know how

to shoot

proficiently. We have monthly SWAT and sniper trainings, also shooting competitions, which I'm super proud of. We actually participate participate in the sheriff's office shooting competition, and we win that. We've got some really good shooters and some really good people that train our people. And we also have annual firearms qualifications, which is mandated and we have to participate in to be able to keep our police certifications. Any questions on that?

So in 2025, our costs were $67,000 Is $41,000 enough?

We use a lot of ammunition. There's other ways to kind of fund that and absorb that a little bit. But again, we understand this is a tight budget year.

I know. I just have a little stress from, I don't know, when Chris and I were on here before and they came one year and said they were out of ammunition. And so we had to find money for that.

We're not in that situation. No, we're not in that situation at all. Yeah. Their ammo during COVID went

through the There's a roof

factory issues.

Just checking.

Went through the roof. Yeah. So we're we're in a good position right now, and, that just adds to our ability to train and get the ammunition that we need. So I appreciate that. And then cell phones, I won't dive into this. Cell phones is an interesting one. We have, officers that, go around and investigate crime and sometimes take pictures, you know, evidentiary pictures. We just can't do that. We have to be able to provide cell phones so they can take pictures, so they can connect to FUSIS, connect to Internet based software that we use. There's also some GPS tracking capabilities there as well. I think council member Nick will ask a question.

I do. I see the line item non city network phones. Mhmm. What is that?

Is that the one on page 29 still?

Yeah. Yep, 29. The budget book. It's It's

we've cell

non cell phones, and then we've got additional cell phones.

So the cell phones are we recently, within the last few weeks, outfitted our entire patrol division with cell phones. What we did have before was we had a small bank where the officers would check them in and out, and it just wasn't sufficient. So what we did is outfitted each officer with their own cell phone so they would always have one. So that's where the increase is is we just gave them all cell phones to have.

Okay. So is that going to be ongoing for actual hardware? This an ongoing request.

This is an ongoing item.

Yes. Okay.

Yes. So we're gonna have two lines that include cell phones or can we just combine those in in think we totally non city?

Yeah. Okay.

I think we talked about this at the last budget deal. It's something weird.

I think there's only one line. It's the non city network phone line. That's where the cell phones are at.

Gotcha. Alright.

I think it's just the increase that we asked for, and that's just because we outfitted patrol. So it's just an increase into that ongoing line item.

Okay.

Okay. Last but not least, we've got some good data for you on our fleet. But for our standard fleet replacement this year, we're looking at three patrol cars, one patrol k nine vehicle, one unmarked. And then for some onetime appropriation, we have one patrol vehicle and one patrol motorcycle that we'll replace to kinda give you an idea of what our kinda where our fleet looks like right now. So our our marked patrol vehicles, average age is six and a half or six and a quarter years.

14 have over a 100,000 miles, and 14 are between 80,000 and a 100 miles. For our unmarked fleet, average age is eight and a half years. Eight have over a 100,000 miles, and 16 are between 80 a 100,000 miles. And 53 of the vehicles are, 2023 or newer. So, again, you know, I've I've been talking with my one on ones with the officers. They really appreciate everything we've been able to do with thus far, and we're making progress. And they see that, but maybe some type of regular replacement schedule or or or something like that. Again, I haven't looked into the nuts and bolts of that. But but yeah. Any any we're always looking for improvement on fleet. So

What make and model vehicle are are patrol vehicles?

So we're we have Ford f one fifties. We have purchased I don't know if

it's half. Is that half

maybe or a quarter of pickup trucks?

We're probably a little more than half, and then we have the Ford Explorer. Are

they the hybrid ones?

No. The hybrid ones actually didn't work out too well for us.

Okay.

Yeah. So we're back to the what's that about?

Power issues? Or

Just overall efficiency in use, and the shops were having some issues with them as well. It just wasn't we had high aspirations for them, and they just didn't materialize. And it was just they were going down and having problems, and we just opted for the regular gas.

So the patrol vehicles are, again, they are Ford

Explorers and Ford f one fifties are the truck version. So and again, we have a couple old canine Chevy Silverados that we're trying to replace as well.

How many unmarked vehicles do we have? Or is that is that a top secret?

No. It's not. Okay.

Don't know how many we have off the top of my head. I would probably say we probably have somewhere in the neighborhood of about 35.

Pardon me?

About 35.

35 unmarked?

30 or 35, somewhere around there. Yeah.

K. And why

do we

have so many unmarked?

So your unmarks are all your lieutenants are in them. All of the command staff is in them. Each of our detectives have them. Our super secret narcotics unit has a few different options there. So those are outfit all of those.

Okay.

So can you go back one slide to 31?

I do have one

more question. So what does this mean? Standard fleet replacement, one time appropriation. So what does that mean?

The way I understand it is the standard fleet replacement is typically what we would replace every year, just kind of the ongoing version of that. And then the one time is an additional appropriation to replace one patrol car and one patrol motorcycle to my understanding. Do you want to take

this one? Yes.

I think I can answer the question for you. So fleet presents their budget, and it includes vehicles for the entire city. So our allotment out of that fleet purchase price or purchase amount was those vehicles. And then the one time was allotted to us.

Okay. Yeah. In your budget, I see a decrease in fleet O and M charges, dollars 100,000 projected over last year of savings. And I'm curious, I'm hoping that the answer as to why there's a reduction there would be because we've been doing fleet replacement and we're experiencing the savings because we have newer vehicles. Is that what we're seeing here?

Yeah, that's what we're seeing. Yeah, it's based off the mileage and the repair costs of the vehicles they have in their fleet tied to police. It's based on we update that study every year, and that's what's driving that cost. And I would anticipate that's why is because of newer fleet.

We got rid of the Impalas.

The NHF-four That took repair went Florida.

We got rid of those things.

I'd say our I don't know. We got rid of the Impala's and went to explore hybrids that we like either. So I don't know. Let's get it right. Maybe. That would be nice.

I did have one question. There is some movement to I know this is going to devastate PD to get rid of motorcycles. Their proof of worth is getting harder to prove because we've got additional vehicles side by sides utilize those a lot more how many motor cycles do we have

think six. Right?

Someone said six back there.

But

I think we have six plus we have a couple of trainers that we use for motor skills.

These are haul

cars so they don't come home. Yeah. I think I think we have six actual motorbikes that are

They're BMWs?

Well, we have they're not all being used at the moment because our motor unit is Okay. Not staffed a 100% yet. So we've got four that are being operational right now.

And they're BMWs or

Oh, I'm sorry. Yeah. I didn't hear your question. Yes. Yeah. We have gone to BMWs, for patrol motorcycles.

Just kind of a heads up. I think I'm gonna start talking about phasing them out. Sorry. They're they're

super useful. Than me. He was an old motor guy. Well,

out of respect for you, councilman Michael, I I think motors are super useful, especially from an enforcement perspective.

Yeah. I I just I just I they have very limited

three complaints on traffic stuff that we'll be able to use motors for. And then on top of that, the from the COP perspective or the community oriented policing perspective, everybody wants to come talk to the motor officers. And it allows us to kind of connect to the community. We have further discussions on it. But it's kind of how I feel about them. And I'm a motor guy for eighteen years.

I know who will do the parades at the Old

National know, right? Uh-huh.

I know.

Well, we can have

a special division

GREGORY They're

a huge enforcement tool as well.

GREGORY Thank you, Madam Chair.

I had a question on the fleet.

Sorry,

is that echoing? Maybe. And I think a lot of this comes from at least when I've been on the council in the first couple of years, we held back with COVID concerns, finances. And it put us in a pretty dire position with fleets. And then it was this huge push.

Oh my goodness, we are really upside down with fleets. We've neglected through all of our departments, but police being the largest, these vehicles. And so I'm just curious with this, where we stand. Did we cover enough ground in the past couple of years to where we're only replacing five on our regular fleet schedule and then a couple more on the one time appropriation? Have we gotten to that point where we've been able to kind of back off a little bit with everything that we've done over the past couple of years?

Well, Cory can back me up on this. But I think with COVID, it held back. We just couldn't find cars during COVID. Right? They they were just weren't available. They weren't making them, and and we couldn't get on the replacement list, and and I remember that. I I I think I think, fleet is a lot like compensation packages. Right? You get in a hole, it's very difficult to get out of. And again, I don't want to seem like we're not grateful. I talked to the officers one on one, and they all say we've made a ton of progress on our fleet and are very appreciative of it. But again, I want to get in a hole either to where we have to continue to make that up.

And that's my concern, I guess. Mean, have we hearing that we've got x amount of vehicles, especially within the department, to say, Okay, we're replacing five I mean, a couple of years ago, we were putting hundreds of thousands of dollars.

Well, one, two, three, I was saying five. We were replacing 15 of them at a clinic?

Oh, yes. Yes. So each year, were looking at it was hundreds of thousands of dollars replacing 15. And for that to be reduced down to just a handful of them, are we going to end up in a couple of years going, oh, boy, we've gotten upside down? Is that something in the fire department?

Chief McConaughey is included, which was with that management studies. And it has over a ten year period of what needs to be replaced in order to stay on top of things. And I'm just wondering, I don't want to get upside down where we're panicking trying to to find several because 100,000 our vehicles are vapor locking and they're not able to get to the east side in those east benches or whatever that is. So have we reached that point? Have we gotten there? Or

Yeah. Fleet's always a concern. We try, especially with our patrol vehicles, to not have them more than five years ish. They they go through a lot of wear and tear, the patrol side, that the unmarked, we can stretch a little more. But, yeah, we we probably need to be closer between twelve and fifteen vehicles a year to be able to stay on a consistent rotation where we're constantly rotating out those five and six year vehicles for the newer ones to stay on top of things. So, yes, I would probably say that we would need a few more vehicles to get on that nice comfortable cycle where we're rotating out what we need to.

Okay so we we didn't reach that point yet we're just looking at tight budget years.

Yeah so we made it up right that you guys all felt and talked about where we bought a lot of additional vehicles and then we were able to supplement that several of those vehicles with salary savings over the years that's where we really were able to make up the catch up. It was with our salary savings and getting vehicles beyond what was allocated in the budget. That's where we made our headway. But we don't have that luxury anymore. So we hired two individuals yesterday, and we are fully staffed. We will not have those luxuries going forward.

Okay.

I'm not

sure I like that answer, but I and I'm just concerned knowing that panic that we had. Have we ever looked at leasing versus purchasing? I mean, that's because I know at least when I was leasing a vehicle, you kind of had, oh, here it is at this year. And then it was just turned in and it kind of had that built in rotation cycle.

I don't know what we've done historically. I'll let Corey kind of answer that. But that's kind of a in talking to other agencies, they typically do that. And surrounding agencies, they'll typically lease vehicles that way. And that includes kind of maintenance costs and whatnot. Draper actually does a point system, I think, similar to us and replaces vehicles at five years, depending on their point cycle and kind of where they get to. But I don't know what we've done historically.

Yeah, we've never leased historically, but I know a lot of agencies do.

Don't have Yeah. Bad idea. The

main reason we haven't done that is the leasing costs, the interest you pay versus paying cash. So we've always favored paying cash. We could relook at that again and look at the trade offs, but that's why.

I'd be curious to see what the cost difference is, just more of as an informational item.

Okay. We can certainly do that.

That's my questions with fleets.

Thank you. I have a really quick question. And so in the last four years, the city has done a community event with our autism community and first responders where the police department is kind of the primary point person for that event. And I just wanted to know if that was planned going forward. And if so, where might that be reflected in the budget?

Which event specifically? What are you referring to?

No, no, no, no. It's our autism community and first responder event that the fire department has joined in on.

Yeah. Yeah, we usually do that annually. And I don't think we have a line item for it that we've just

We just done We just that.

Just put that in put that on. And we've done it we've tried to do it on our double back days. So we have officers that are able to attend. And that does actually cover one of the state mandated training requirements as well for having that autism event and I think our guys really enjoy it our officers really enjoy it but there's not a specific line item for it.

Okay I thought that there was one created because we had received some grants I had gone out.

We've paid for out of grants a special purpose fund So it rolls up into our special purpose funds. It's not in their line item.

So it's not in the police department's

It's not in the police department's

Budget?

Like operating budget.

Okay. Because I know Waste Management has donated funds for that event specifically I just wanted to make sure that

it's restricted in a special purpose fund for that.

Okay is that it's not broken out.

It's not like in non departmental or anything?

No. It's in a there's a whole bunch of special purpose funds that are restricted in cases like that.

One thirty.

One thirty. Page one thirty in your budget document. But you'll just see a large roll up number there. It's not broken out but it is in our dashboard and the monthly reports you can find the detail on that but in the budget document we just roll all those together.

Okay I just you know it's a it's it's an event that has been very, I think, important to our autism community. And I'd like to see that continue. And I've tried to be as helpful as I can in trying to find outside funds to fund that event so that we don't have to take other resources to hold it. And so I just wanted to you know ask about that and see if there is an event planned. It typically is held in August every year.

And if not you know I know that we like I said waste management has donated funds for that that I think are restricted in that way for that event. And I think that last year's event was paid for even outside of that had already been funded with like I think Healthy Sandy's gave some money or something to it. And so I think that there's money there for the event and I just wanted to call that to your attention if it wasn't

I talked to Amy Bryant about just kind of our calendar moving forward with community oriented policing and we did talk about that. So I know we're planning on it.

Okay. I was going to say otherwise, I'm an advocate for that and would like to help you find money to fund it if we needed to. And so this is like the great time to have that conversation.

I appreciate it. You. Brian, will you put that on our budget?

That's all I have.

K. Thank you. Alright. Brian already talked about the 100 k that's going back into special programs from the grid traffic safety program, I'll skip that. And then last slide of the deck, just wanna talk about just some future future challenges that we've discussed kind of in a as an administration.

Again, we know times are tight, but equipment comes up a lot in our one on ones. And and what I mean by that is laptops, guns, tasers, body cameras, dash cameras, you know, different things of that nature. They get old. Their battery life, you know, degrades, all that kind of stuff. And we've talked a lot about just, you know, maybe potentially if we could find some type of, you know, regular equipment cycle, you know, that we can maybe get those costs and then include them in in a light item and get those get those important things replaced when they need to be replaced.

We're already talking about building space. You guys know what our building situation, so I won't spend too much time on that. Motorola to additional vendors is something we've always talked about. And basically, what I mean by that is we have a lot of different vendors that we work with from Motorola to Axon. And as you can imagine, trying to get their equipment and technology to connect can be kind of difficult.

Like, I know for a fact right now that some of our officers are just having a really difficult time uploading body cam to evidence.com. It actually takes a really long time to get that to upload into that system. Again, it's a Motorola camera on an Axon product. This is more of a three to five year kind of strategy that we're talking about. But is there something out there that has everything that we need that we pay an ongoing cost for? And it all works. And it's all more efficient, similar to Trulio, which is kind of what we found. So that's some subscription based stuff that we've talked about. Again, basic equipment cycles and keeping up with technology. Madam Chair, you brought up the drones.

It changes every three years. Right? And once you buy it, it seems to be out outdated. So some type of cycle to kinda keep that equipment where it needs to be. And then just the last thing. I know in last year's budget, think we were budgeted 175 k for overtime. I think we overspent that by 60 or $70,000 if I remember correctly. Sandy City has a lot of awesome events and great events for the public and a lot of those need kind of that police security there. Right? And from detective callouts to SWAT callouts to advocate callouts to crime scene callouts and city events, it just seems to be getting busier and busier to that point for this FIFA visit that we're having.

That's going to be at the RSL Stadium. We're having seven watch parties out in the plaza, right? And they need police officers to be able to do that, which is absolutely awesome and we love it, but we need to be able to staff some of those things. So that's one of the discussions we've had. Again, that 60,000 or 70,000 has to come from somewhere. But we're just seeing more and more events and with call outs and everything that can get very expensive. Just future challenges.

Tell me about and maybe this is a discussion for later, but just I'm interested in, like, in that difference of, like, some of that pay gap, how, you know, 50,000 ish over dollars, like, what would that decrease if there was another, like, FTE? Or will we still have a you know what I mean? Not all of it, but, like, would the overages that we're not expecting, would those go away? Like, is that a You know what I'm saying?

Yeah. Say we added an FTE, we would still have to call somebody out. Like, they would either go over shift or we'd have to call them out from a day off to be able to provide security for whatever event or this call out. So I think they would to answer your question, I think it would still come out of the overtime budget, even if we did add two or three FTEs.

Thank you, Madam Chair. Just

looking at the laptop rotation, so 22 a year. And it jogged a memory that I had. I was out with an officer last year, something like that. And it was interesting because the officer had two computers. Because one of them, the backlight had gone out, and the other one, the touch screen, didn't work. And so trying to get this and the entire shift of juggling back and forth, where do we stand with I mean, do we have a fleet vehicle, but do we have a laptop rotation with the GTEx?

We do not currently. And I've heard similar stories in my one on ones. One of my officers told me that she was on her way to a priority one call and the computer died. Luckily, knew where the address was, so she was able to get there. But in talking to Matt, our IT guy, he suggested the 22 laptops. That's where it came from each year. If we could cycle those out, that would get us, you know, new and updated equipment. As far as a rotating budget that we have for that, we just pull it out of whatever we can. For example, we do have some salary savings this year. And I just purchased 33 laptops last week that will come up and replace some of those really old ones that have no battery life and don't work.

We'll be able to kind of scrub some of those. But again, some type of ongoing replacement cycle would be really great.

And are they currently in the IT charges? Like right now, there's not a specific item here for it, a line item.

For what? For the laptops?

For laptops.

The technology brand? The citywide IT budget? Is that what you're

talking Well, I'm just wondering where

Our contributions to the city IT budget does not include our laptops. We buy those out of our own money. The salaries

are GREGORY Yeah, just come out of the equipment line item. So they would just be overspending the equipment line item.

By how much, roughly?

Yeah. Like traditionally, they've used salary savings like they're mentioning and it drops to carryover. And then they come to you and say, can we buy some more vehicles, some more laptops? But they have so many needs. But that's what we've relied on as a city in the past is carryover savings. And that's throughout not just police. All departments rely

on Basically, we just bought 33

of them? Yeah. I bought those with salary savings. They didn't come out of the line.

But they expense it to equipment.

Yeah. Okay. So it just won't be coming in carryover.

Right. Okay. Yeah.

Okay. I mean, kind of goes with my next question. And maybe it's not even really a question, but just a comment of the tech and the technology and a little bit what Marcy brings up. Criminals are savvy. They're using technology.

So I appreciate the emphasis that you have with RTCC, the drones, looking at this tech and staying on top of it, supporting our officers with what we from the background to make sure that they're still safe, that they're able to do their jobs. All this technology. I know that there was last year, there was some discussion on a reduction with crime, like 13%. I asked Chief Severson exactly, wow, reduction 13%. And in a heartbeat, he said, it's cameras.

It's cameras. It's ring cameras, and it's that technology. So as criminals are using that technology, I know it's important for you guys and primarily for your safety, but also to solve some of these crimes. And it's super exciting to hear at least some of these cold cases, knowing that our detectives down there have between forty and eighty cases that they're working on. I mean, is I can't imagine being somebody that maybe was assaulted, sexually assaulted, and hearing that the person that's working on your case has 40 cases.

So looking at that technology component, thank you. I mean, that's for placing that emphasis there. And I love that part of it.

That ends our presentation, unless you have any more questions.

Anybody talking about animal services?

Mm-mm. There's no changes to their line items, So I didn't I didn't include that.

So I have a question.

You might

have to get back to me about that. Are we char I we obviously are not charging enough in our licenses and fees to cover our costs, which would be impossible. Right? So I'm wondering, like, how those fees are being set right now. Are they, like, compared to other cities? Is there, like, a standard? Do we need to increase them to cover additional costs that need to be offset? And then also, why are credit card fees processing going down? I know it's a small amount, but I noticed it across a couple departments. I was just curious about that.

I'm going have to phone a friend on that one.

Actually redid that last year. We went out and did an audit for those fees and adjusted them. And everything you mentioned is pretty much what is done. It's comparison shopping and seeing. But we did that last year. I think John Arnold was the champion of that, getting all those numbers and figures in for adjusting our fees. And we did adjust them last year.

And adjusted them up, I'm assuming.

Yeah, adjusted them up. Not significantly, obviously, but it was adjusted up a little bit.

And then just an overall question like the credit card processing fees. I noticed they're decreasing across a lot of departments. Why?

Yeah, that was a council policy. The council member of Bruck de Sousa kind of headed up that we implemented a surcharge for credit card usage. So it deters usage of those.

So people are paying more of their own. So this is just what's left over?

Yeah. A merchant fee, if somebody uses a credit card, it's a rewards card. Yeah, we pay the merchant fee. So we're discouraging those use. So if people pay with a debit, then the merchant fees go down. Or if they pay with a check Okay. Or Yeah. So that's why we're seeing a decrease across. Thanks.

Historically,

vet spay and neuter program has been in animal services budget up to $10,000 I believe. Since we only have one year historical look in this year's budget, why was that removed?

I don't have an answer for that.

I don't either.

Will you get back with me?

Yes. Have to get with the animal services director and see.

Maybe Brian knows.

The spay and neuter program is a special purpose fund where we restrict those. So it's not in their operating budget.

Can we put it in there?

So it's in '29.

It'd be in that roll up, that page I mentioned earlier. But we can give you a breakout. We don't want to put it in there because we want it to be restricted and not used for any other purpose. So we don't want it to be in their operating.

Got you. Because sometimes there have been reasons as it's not in our budget to do. And technically, that's not in the budget. But I've always seen that as a line item before. So cool. I know where it's at, and it's being funded.

Broken record here. I just heard Brian say they have so many needs on the heels of computers dying on the way to a call. To me that is a tool that is getting in the way of our officers being able to be safe and do the job effectively. If I were to ask you, I know your advocacy is in line with what's been presented. This is the tentative budget.

That is your advocacy. What has been presented. If I were to ask you for a potential out of the box scenario where we think just a little differently about still doing an increase because we don't want to lose people and I completely understand that but what might a just not increase it by quite as much what might that unlock in terms of tools and training that's why I keep asking the question because I keep seeing evidence of us having needs and an opportunity to fill that need could exist if we get outside the box just a little bit. I understand this is what's been presented and this is what you are tasked with advocating for. And maybe it's not a question for you.

Maybe it's a pose for my colleagues. But I can't help but worry that we're robbing Peter to pay Paul, so to speak. I want to make sure we are competitive let me say that 300 times I want to be competitive I love that we are getting lateral team members and I love that we are now fully staffed like all kind I don't want to go backwards I hear that and yet I feel like we are overlooking an opportunity to invest a little more in training a little more in tools not push some of these things down the road and and maybe come down off like how how much let's give an increase on top of step and grade but what might that look like where we do a little dance, think a little differently, and make sure we're not having officers' laptops die on the way to a call? Like, I don't want to kick that down the road. And you may or may not be able to answer my question.

But I'm saying, what if?

I'll take a crack at it.

I

don't think you'll like the answer.

That's fine.

Historically, my twenty five years, compensation is key. If you forego that for other pieces of equipment, we're gonna lose guys, and we've seen it. It's I'm really happy to report that we're fully staffed. That's a that's a milestone we have reached for a long, long, long time. And a lot of that was digging ourselves out of a hole when we weren't competitive with compensation.

And any decrease in that is going to put us behind because everybody else is going step in step. And the the current work environment and the employees, they will chase the dollar, and we've seen it historically. And I think they say history is the best predictor of the future. You are on a slippery slope in my opinion. Withdrawing that piece, it's going to it'll be costly personnel.

And I think that's really important context to hear. And maybe my request then would be, how are you going to message the fact that when they are frustrated because a laptop dies on the way to a call, or because the drones are already outdated, or as frustration gets expressed, and they are clamoring for I want to go to this I want to receive this training but you won't you won't send me or I have archaic stuff and you won't replace it how will you message that to say our counsel to the council was pay comes first so you'll just have to deal with equipment.

If I may I'll take this one the biggest tool that I can put in another officer's belt is a backup beyond anything else And when you start talking about staffing numbers, I will take staff over technology every day of the week. And so if my option is, do I run a laptop but you get a back on that domestic versus having somebody that's already on a call that may have to clear and come, I will take staff all day long. And that's an easy sell for me, is you have a backup and you have the properly staffed shifts. I will take that every day of the week over any technology.

And I think that's a great answer. So my request would be, and you're saying, Marcy, that's what I would say to an officer who asks. Would say, Okay. That's what I'm asking. Because good leadership is you make the hard call, and then you own the call. And don't defer up the chain and say, well, shame on counsel for not giving us the money we need for our equipment. So it sounds like you would own it. And that's all I'm asking.

Yeah. Yeah.

Okay. Thank you.

I think I'd just add to that. Council member Hausman is, you know, coming from an agency that was twenty third in the state in pay. We bled people, and and they left. They have us family support. Gas is really expensive. They've gotta drive, and and and is a is a big deal to them. I don't blame them. I've been there twenty five years ago. I made $11.70 an hour, and I thought I was the richest man in the world. But yeah. You know, I I hope I hope we're just not holding one hostage. You know, they're they're they're both very important. Right? They really are. And I've seen the importance of leadership and mentorship and training and creating good officers. That's our ultimate goal. Honestly,

I really love this dialogue. This is fantastic. This is good governance. This is back and forth and I raise my concerns and you share honestly this is my preferred route. And this is what I will say to officers. I'm reading a book by Adam Grant right now called Think Again. And I love it because it's talking about the way to debate productively and be a task decision oriented debate rather than making things personal or whatever. It's such a great, great read. And that's what I feel like this interchange was. It was just I have my concerns.

I voice them. And you're like, I understand your concerns. But here's what you'd actually also need to consider. This was a great discussion. And I appreciate it.

And I feel like I've now broken record done. I have verbalized my concerns. I have asked the hard questions of what if, could we, etcetera, etcetera. Because I do keep hearing like you have so many needs. But to hear what you just said, it reminds me honestly of this huge moment I had years ago with with fire staffing and and trying to understand the three two staffing and and and it came down to a narrative that was shared with me that helped paint a picture and put it into context because I don't live in the day to day that you do.

And so this reminds me of that just just continue communication and sharing context and acknowledging, sure, Marcy, yeah. I mean, that's a legitimate concern. We are choosing this because of ABC. And when we hear frustrations expressed, here's how we defend or acknowledge the frustration and say we chose this over this and that's leadership. So I just had to like you know say thank you and maybe if I ever see Adam Grant I'll say you two did the debate the way that Adam Grant would have us do debate. It was great. Thank you.

So sorry. Homeless mitigation funds, is that in the special purpose fund as well? Where is that?

The revenue side is gonna be reflected kind of in the operating grants, and you'll see in the line items. So that's gonna be primarily the forgetting the name of the grant. Starts with an o.

But it doesn't come into the police funds.

Even though

the office I just don't see it. We only see I only see a 190,000 in grants, which is we've already accounted for. And so I don't see any homeless mitigation funds in police.

Yeah.

Just a regular. Yeah.

I may need to get back to you on that.

Madam Chair. I

funds come in quarterly after we have submitted a report of our expenses.

So they're not part of the budget?

Well, you won't see the revenue until it comes in. So for instance, this year, we're in the first quarter of the we might have received one by now.

But we don't, like, account for it anywhere in the budget? That it's expected revenues or projected revenues.

We do. I believe it is that one ninety. So on that top line items you have two intergovernmental revenues. You have one which is about 770,000. That's our contract with the school district for our resource officers.

Yeah.

And then the one ninety, I do believe, is the homeless mitigation funds we're receiving.

Well, yeah, 140,000 of it's alcohol sales tax, 27,000 is JAG grant, 42,000 is the mental health one. Yes. Like, there's no way it could be that.

No. No. No. So that is where there is a little bit of blending of lines. So a lot of the grants the chief mentioned are stored in the special purpose funds slash we are actually working to set up an operating grants fund because there are so many of these miscellaneous grants that are scattered all over the place we'd like to reconcile a little bit.

So so

How much did we get last year? 400 and something thousand?

I would have to look it up, but that sounds potentially about right. I know. Yeah. So, yeah, if that's the amount reflecting in the 25 column, I believe that should be that piece.

The 409,000 is what we think we got from mitigation funds. In '25, we got 232,000 in '26 minus the last one that hasn't come in yet. What's the one or we got

more than

we We may have an issue with our the data pulling in the actuals from prior years like we talked about last week. So we'll we'll verify that and get back to you. Because how much are

supposed to get?

It seems low. It should be in the 300 range.

So how much are we supposed to get this year?

That's what we're expecting.

300,000?

Well, it's not exactly. We'll have

to get

back to you with that number.

And how because you said it covered part of our two homeless liaisons. And three firefighters. And three firefighters? Yeah.

Three three fire officers, two police officers.

Yes. So that could be the other confusing piece too is

the grant we're reflecting in. Yeah.

But the grant yeah. I don't think it's gonna cover the full amount, but that's what it

So do we

need to look

at reducing the amount of support we're giving to the homeless shelter in terms of police? Like, we only have one liaison to cover that they're willing to cover, or they don't do they only cover, like

No. I don't think that's the route we wanna go because we get reimbursed based on the expenses we produce. So

Up to 300,000.

It's not don't quote me on that number. Let us get let us get back to

you with

the details on that.

The other item I would note is this grant is obviously for police and fire. So we'll have fire coming up. But if you look at the revenue line items in fire, that state grant line item item is there, and it's about 248,000 in the current year and is anticipated for February in the upcoming year. So those two pieces together

So if I

might be the number we're kinda