City Council - Regular Meeting

get started. I want to welcome you all to the regular scheduled council meeting of the governing body of Spring Hill, Kansas on Thursday, January 8th, 2026. If you guys could stand with me, Mrs. Feedback is going to do the invocation for us tonight. Dear Lord, I just thank you for bringing us all here today. Um, as we went through the holidays, we just ask that you're with us as uh we have some decisions before us and we want to do your will and make good decisions for the city and the citizens. We just ask you for blessings. Amen.

Amen. Please remain standing for the pledgece to the flag of the United States of America and to the republic for which it stands. One nation under God, indivisible, with liberty and justice for all.

Madam clerk, please take the role. Mr. Young here. Mr. Peele here. Mr. Thron, Mrs. Fback here, Mr. Grant here. Mayor, we do have a quorum present. Thank you very much. Next, we'll move on to approval of the agenda. We did have a few requested changes. Uh the staff requested to change the order of the presentations. So, we removing the two uh 223rd Street presentations to after the uh finance presentations and then we're deleting executive session number three. Other than that, are there any other requested changes or additions or comments?

We might still need it now. Okay. We'll keep executive session number three. Do you know have a time on that? Keep 15. All right. Well, so then we'll just move the two items on the presentations. Any other comments? Not. I entertain a motion to approve the agenda as amended. So moved. A second. Got a motion and second. Is there any further discussion? Not all those in favor? I

opposed. Motion carries. 5 0. Next, we'll move on to citizen participation. This is a time when the public can come and speak about whatever they would like to talk about. Um, we do have a list and there's just one person that signed up on that list, but if there's anyone in the audience that would like to speak after he's done, that would be your time. Uh, first person on the list is Mr. Bill Peterman. I missed last month uh because uh my family was at uh the Ronald McDonald House.

I want to thank uh Chad and Christine for helping donate to my granddaughter's stuff. She had over 75 blankets, all kinds of toys. I got to be the elf that wrapped the presents, so I had something positive to do that day. But uh she uh there's kids there from all over the world

that uh are stuck and that's the only way they get presents. So it was it was nice and I want to thank you two for for helping with that. Now, the reason I was gone I or when I was gone, I understand that something went on that I I got a question about and it sticks in my mind that uh we voted to help somebody company with uh uh taxes or something. Uh uh cars, not cars, seats. Seats. We voted on that and uh I was just kind of curious. Don't get me wrong, Seats is a great company. They uh good people in the at the head office. Uh wonderful people. I've got to talk to a couple of them different times. And uh but uh I also know that be being good people, they donate to our uh uh what do you call the kids stuff? The

the wreck the wreck department. So did was anybody dismissed for conflict of interest during that vote? So, it wasn't a legal vote, was it? I don't want them to not get what they got coming. But I would like us to start right now being legal all the time. Let's do it the right way. We need to have a parliamentarian, I guess, to sat in the back room and say, "No, you can't do that. If you do this, you got to do that." So, thank you.

Thank you, Bill. Anyone else? Well, I just want to speak to the Ronald McDonald House. Uh, it's near and dear to my heart as well. Um, when I was 20 years old, my my oldest daughter now was u born four months premature and so we spent spent four months up at the Ronald McDonald House. So, that's very near and dear to my heart and to our family because they they helped us out a lot 20 22 years ago. So, yeah, good program. All right, we'll go ahead and close citizen participation at this time and move on to a presentation. And the first presentation is a presentation of certified public finance finance officer credentials to Natalie Thally and Mrs. Dunn. You have the floor.

Thank you, mayor and council. Good evening. The city places a high value on our employees receiving uh training and certifications to make them experts in their field. Uh tonight we have the honor to present a special certification to Natalie Thally and she's the accountant in the finance department and I'll make her come up here and stand as I talk.

Uh she also has her family here with her tonight. Her husband Mitch Thally is uh an administrative patrol sergeant for Miami County Sheriff's Department. And so I think we can say that public service is the family business for them. and they also have their two daughters, Hazley and Livian, with them tonight. We don't often get to talk about the credentials and accomplishments of city staff, but tonight I wanted to take the opportunity for you to know Natalie a little better. She received her bachelor's degree in accounting as well as a master of accountancy from Emporia State. You don't often find a person with a masters of accountancy. So, um, she became a certified public accountant in 2021 and joined I'm sorry, in 2020 and joined the city staff in 2021. She's really a talented, educated person to have on our staff and I'm very lucky to have her there. Uh, she also didn't stop there. She continues to learn and grow. The Government Finance Officers Association, the GFOA, is a governing organization of public finance. It provides best practice approaches, professional development and networking for the thousands of finance professionals across every type of government in this country. About two years ago, Natalie became a candidate for the certified public finance officer certification through the GFOA. She received a scholarship for the tuition for the program and has spent the last two years working hard on her time and taking vacation time and everything to finish all the modules for that certification. The point of that program is to enhance fundamental skills, increase knowledge of best practice, and help build a foundation for future leaders. In October, Natalie completed the final module for her CPFO certification. When

she reached that milestone, she was one of nine candidates in the United States to complete the program.

It's quite a feat. She's already applying her new skills and knowledge to work for the city in uh in our department. In Kansas, there are just 13 active CPFOs in the whole state. and it's really an honor to present to her her designation as a certified public finance officer. You guys, if Mr. Mayor, if you'll come down, we'll take some pictures. Did you say no?

Yes, she did. She did. We're also gonna have a family come up and get a picture. Thanks. Congratulations. Thank you. The kids did great. We didn't hear one peep out of them. Come up again. Say cheese.

Cheese. Congratulations once again. We're glad you're a part of the team. With that, we'll go ahead and move on to another presentation. Not quite as fun. Uh presentation of the 2026 budget book. Mrs. Dunn, you have the floor. That's I think it's a lot of Mrs. Dunn.

I'm actually going to turn it over to Natalie. This is uh something we've uh wanted to do since I joined the team in uh 2022. And with her new skills and organization, uh Natalie really carried the ball on this and quarterbacked to get us over the goal line with the budget book. And I'll let her do the honors. Awesome.

All right. Thank you, Mayor Berkkey, and council members. I apologize for my voice, but we'll get through it. Thank you for the opportunity to present the city of Spring Hill's 2026 budget book, which all of you should have had at your stations. This is the first budget book to be issued by the city. The final documents that you're used to seeing when you adopt the budget each year are just the state required budget forms. The state of Kansas requires the staff to complete those forms and show that the city has adopted a balanced budget, but it really is just a compliance document. As you know, these forms are very technical. They've got a ton of numbers on them and they're ultimately only useful for meeting those statutory requirements. They don't explain what the numbers mean, why decisions were made, or how the budget supports the city's priorities. The budget book, on the other hand, is designed to communicate. Its goal is to tell the full story of the city's financial plan. It provides context, charts, explanations, department goals, and so much more. It shows not just the numbers, but what those numbers mean when you're considering services, staffing, infrastructure, and the future of Spring Hill. This document was created without any new tools, and it was printed by Niffy Printing. Staff mostly used our budgeting software, which is called OpenGV, to create the document. One of the reasons staff requested OpenGV in 2023 was the capabilities that it has to create documents just like this. We first used OpenGV to overhaul the CIP document in 2024 and redesigned it to include individual project sheets with pictures and maps and charts. Then in the next year or 2025, the finance department set the goal to create this budget book and submit it for a GFOA's distinguished budget presentation form. So GFOA, we just talked about it, but Government Finance Officers Association

is a professional organization for public finance officials. And among many things, they provide a lot of guidance on governmental finance and budgeting best practices. And they created an award program to encourage state and local governments to do more with their budget documents than what they're required to do. This award recognizes budget documents that are clear and transparent and easy to understand. Today about 1900 governments across the country earn this recognition each year for excellence in budget transparency and communication. Staff prepared the 2026 budget book with this award program in mind. Not for the sake of receiving recognition, but because achieving an award signals to our residents, partners, and investors that Spring Hill is managing resources responsibly and communicating financial information in a way that's understandable and accessible to all. It also helps us continuously improve our budgeting process by aligning us with nationally recognized best practices. To earn this award, a budget document must excel in four key areas. It must demonstrate leadership as a policy document clearly showing our priorities, goals, and directions. It must stand out as a financial plan presenting reliable, comprehensive financial information. It must serve as a clear operations guide explaining how departments operate and how resources support services. And it must be effective as a communications tool making the budget easy for the public to read and understand. Communities in our area like Overland Park, Altha, Lanexa, Miriam, Roland Park, Gardener, the list goes on. They receive this distinction each year and some of them have been receiving it for over 35 years. We set the goal to achieve this award to add credibility to our budget document as confirmation that we have prepared a document that's aligned with the highest standards in

government finance. I'll quickly go over the structure of the book and just highlight some resources that are included and you're welcome to stop me at any time with questions or comments. Okay. So, when you first open the book, right after that table of contents is a letter from our city administrator in which he summarizes the discussions that were had during the budget, the budget process and the objectives that this budget is structured to achieve. After that, the first section is overview. It has quick details about the city and the governing body that approved this budget, which is all of you. Then we move right into budget information. The 2026 budget summary should sound very familiar to you. This is the information that Rhonda presented to you on the night the budget was adopted. This section also details the budget calendar that staff follows and some definitions around the budget process. The budget snapshot is also found in this section along with summaries of the strategic plans and financial policies that impact the preparation of the budget and the capital improvement plan. On the PDF version of this book, which is already on our website, the images of each plan are clickable links that will take the reader to the full text of the plan. The next section is financial and fund summaries. This section covers staffing totals, defines the revenue and expense categories of the city, and then moves on to some fund and functional structure of the city for reporting purposes. We show these graphically first, and then we define each major fund. The rest of this section is financial and budgetary information for all of our budgeted funds. The department goals section details 2024 accomplishments, 2025 and 26 goals and long-term objectives for each functional division. There is also consolidated information for each department. The CIP section mirrors the adopted plan. So in it we summarize the CIP process including financing sources and then all

of the project sheets for the 2026 2030 CIP are included here and then next is debt. There are some definitions at the start of this section and then we move into explaining and showing the outstanding issuances collectively before each issuance is defined individually with the remaining amortization schedules included. The last section is the appendix and the most important piece of this section is the glossery. There is a lot of accounting and budgeting terminology used throughout this document. So staff worked to make this glossery include all of those terms. And that is the 2026 budget book. I want to thank all the staff members that contributed to this book and there were a lot of them including all the directors in the finance department. I want to thank them for answering my questions, helping edit, and providing pictures and content with me very quickly so that we could meet the tight timeline that we were on to get this issued. I also want to thank Rhonda and Lane for entrusting me with facilitating this project. I'm honored to present this book to you tonight.

Thank you very much. This is uh I have spoke too soon earlier. This is actually is pretty exciting. Very, very well done. And uh yeah, this is awesome. only about three4s of the way through it and it's Yeah, it's pretty cool. Any other questions or comments? Great job. Yeah, that's great. Great. We are already starting to work on the 27 budget book. So, and we're looking forward to improve it every year. So, all of your feedback and suggestions are really appreciated. In future budgets, we expect to present this book to you in October. So, for the 27 budget book, we'll present it to you in October of 26. That's the timeline we're going to be working on from here on out. So this is like the at a completion of the after we've approved budget. Yeah, after that budget. Awesome.

That's great. So it's something quicker we can have and yeah, even right now is not a bad timeline. So yeah, October would be great. Well, and it's very well organized, so easy to find stuff and yeah, very good visuals. Awesome. Great job. Thank you. Thank you very much. And congrats again. And to be clear, this was a link on our website that anybody can access. There's some clickable links, so it'll be nice for everybody to be able to reference if anybody wants to hold it up. Yeah. Yeah. And with with the clickable links, you'll be able to access even more information you can with just the book. Yeah. It's um a great place for everything to be in one place. Yeah. So, it's it's available um on our website already.

Awesome. All right. Next, we'll move on with a concept plan for 223rd Street improvements at Webster Street and Harrison Street. And Mrs. Able, you have the floor.

Okay. I've got a couple of items here. Actually, several items related to 223rd Street that I'll be presenting tonight. The first one is um the completion of a um planning study that we did for 223rd Street at the uh intersections of Webster Harrison and uh Victory. So, we um had previously worked with H&TB to study the larger area of this triangular piece, the um Webster 223rd and Victory to figure out exactly what what we wanted to do with this area. We had some future uh potential developers interested in this area. We wanted to figure out if realigning Webster Street was an alternative. We ultimately decided that keeping Webster in its current current location was the best. we just needed to make some improvements to the intersection. So, the city worked with um H uh HDR to help us figure out exactly what this these intersections look like. Uh this was on the heels of our safe streets for all or SS4A safety action plan that we had just completed. We took a lot of our safety counter measures from that study and implemented it here. Uh so you'll see a lot of that included in our design. Uh we took it a step further and we looked at some traffic flows uh traffic counts at these uh several intersections along this corridor so that we could make sure that we were designing everything that that fit the traffic needs. Uh we held a public meeting um back last fall and during that discussion we got a lot of great feedback from the community, from the business owners, from the residents. uh we made modifications to the plan based on that feedback and we're here tonight to uh present to you the final concept of that. Um so I'd like to

introduce Jay Aber up to the podium um from HDR. He was a huge uh help in this process trying to figure out exactly what we needed. he has a handout uh of the concept to provide to each one of you um so that you can see the final design and soon as he gets done handing those out um I'm going to give him the podium can talk a little bit more about um what we did to complete the study and all the great things that HDR did. So I'll leave it to him. All right, I have a very brief presentation here. Um, but also have the the draft study um here and other things so we can look at to answer questions if you all have any questions. Um, so like Miss Ael said, uh, we're looking at this 223rd Street uh, improvement and um, just talk a little bit through this history overview, although Alison did most of that already. Um so I won't dwell on it too much. Some safety concerns um then proposed improvements and then uh community impact. So uh this really came about because of the safety action plan. This was the highest rated corridor in the city except for um K7 US 169. It's the highest rated city street uh in in the city because of some of the crashes that happened. the uh pedestrian serious injury crash there, some uh angle crashes, left turn angle crashes, and others uh at the intersections along 223rd Street. Uh and of course, as you all know, because you were really well involved with safety action plan that uh it really identifies the need to reduce all fatal and serious injury crashes and address safety concerns throughout the city. And so this is a a great uh first project uh to really tackle from that plan. So this was um 223rd street identified

as a highendry corridor uh all the way through this area. Um have a lot of challenges with people speeding through here. Um different conflicts, different intersections, mostly uncontrolled full uh open intersections uh and really nowhere to to walk or bicycle in the area um which we know a lot of people are are doing down that area. So objectives of this was just to reduce the speeds along the corridor, improve pedestrian safety and enhance that intersection safety. We had those left turn angle crashes and head-on crashes. So there were some different concepts that have been looked at this over the years and um I know at the the previous council meeting I think about seven or eight months ago um there's desire to look at a new concept. We work with uh the city to come up with some different ideas uh and ultimately this is the concept that we move forward with in terms of uh the public meeting uh and the analysis. So essentially what you're looking at here is a roundabout at Webster Street or and or Harrison Street depending on who you ask uh what the intersection is uh and 223rd and then another roundabout at Victory uh Victory Road. And part of this be part of the challenge here is because of the spacing between the intersection ramp and the Webster Street. It's difficult and some of the topography and other issues difficult to have, you know, a roundabout at the ramps and at Webster Street or a signal at the ramps and one at Webster Street. They really kind of need to work hand in hand together. Um so in this concept that ramp would be a right turn only ramp. So, if you wanted to make a left turn coming off of 169 uh going northbound, so coming from the south, you would make a right turn and make a U-turn at the roundabout. Uh and same if you want to turn left onto 169 and go north, you would go around the roundabout and make a right turn. Um so that avoids some of those turning

conflicts. Um does bring a little bit more traffic into the roundabout. Uh but projected in the future, the roundabout has level service a um average delay was like six or seven seconds. Um, so it has very very good traffic operations uh through there. This just shows us a little bit more detail. One of the things we did here from the first concept when we went to the public meeting was a desire to make be able to make a left turn into the shopping center just off of Harrison just south of 223rd. So the the initial concept had that that red median island extend down there so you couldn't make the left turn. we heard from a lot of people that um that was definitely something that they desired and just looking at the traffic modeling it didn't seem like it would be an issue from a traffic perspective or safety perspective. So that was one of the the few kind of bigger changes that we did um from the initial concept through to where we are today. I think uh what we show here also in between is not um divided by a median necessarily. So, uh, as development comes in, I think each of those intersections between Webster and Victory need to be analyzed, uh, in terms of what does that look like? Are there turn lanes there? Um, is there other traffic control needed there? U, but the idea is would really be to kind of limit the number of access points between these roundabouts, but not restrict them completely. Um, there's there's not really a need from a safety or traffic operations perspective to completely restrict access between these roundabouts. Um but it would be beneficial to to to limit that to some extent so we don't have a lot of you know individual driveways along there. So uh as Alison mentioned we had uh the public meeting uh on October 1st uh of last year. I guess we can say last year now. Um and had a really really great turnout. I I don't know remember the exact number but I think there was something like 60 or 70 people that came to the meeting. Um so a lot of interest in this for sure. uh and really

overwhelmingly uh in support of the concept. Uh a lot of positive feedback about the roundabouts and about the concepts and um and also you know our willingness to have the meeting to speak with residents and and incorporate some of those desires and some of those changes in there. Um the only uh I would say kind of I don't know if this is a negative comment or feedback was the desire for more uh pedestrian and bicycle facilities uh along 223rd and Webster and through this area. Um the concept does show you know we have to stop the drawing at some point. Um so they show shows a a sidewalk to nowhere. Um although there are other um funding uh other funding other projects moving forward to build sidewalks and trails along Webster and Big Tree right now. So that's really would connect into that. So I think a lot of people thought why are we building the sidewalk to nowhere without the context necessarily that there's these other projects that would that would uh blend into this as well. Um so yeah, a lot of good support. Um a few comments, you know, specifically about some things like the turning movements and other things that that we've tried to address. Uh and that's all I really have for the presentation, but I do have um the the full draft memo here if there's any specific questions about traffic or safety or anything like that. Uh and then then the concept as well. And uh as um Alison mentioned, we have the the handout as well that has some of these highlights um from the project.

Well, thank you very much. I be the first to say I really like this. Um it's something that's been needed down there for a lot of years. We need to do something down there. Um I like what you guys did with the constructive feedback on like the turn lane and stuff. Uh putting, you know, turning into the that first set of shopping area there. So, I know some of the businesses there were real worried if we, you know, if we had that media in there and people couldn't turn in there that they would just skip those businesses altogether. So, I think that was a much needed change right there. One of them that I pointed out on that one and then u yeah, rest of it looks great. So excited.

That handout that you the handout that you gave us, is that going to be accessible to is that going to be posted on the city website or something where people can have access to? Alison said, "Send it to me and she'll post." I'm just thinking people that couldn't make the meeting or would want to see it. Um, I was there at the meeting and I I just love that the public had opportunity to voice their uh opinions. Um, I can't remember was that something we were going to do anyway or is that something that we asked for on the council? I I can't remember. The the public meeting was something the council had requested. I think at the initial council uh meeting there was a lot of uh desire expressed for more input.

Right. So just moving forward I think that'd be good for other projects. This is a fine example of it because you had 70 to 80 participants. So but I appreciate you all too. You did a great job and I appreciate the business owners that that were involved with this as well. I met with some and they had voiced some of their concerns back when we were first talking about this. So I appreciate everyone that got involved and gave their concerns and input and stuff. So it really I think helped forge the right path forward on this. Yeah,

I see on the Webster one there's because the big thing for me I I was going to bring up and now that I see it that new roundabout kind of at Ridge View and like 167th has nice crosswalks like these, but on the Victory one I didn't see that. I guess there's one on the north side, but not for this southside to get across. Was that something that we would look at or is that just or what's is there a specific reason of why they're not there now?

So I think in terms of this concept is really again tying into those other projects because we don't have the sidewalks on the other sides. We didn't have the crosswalk. Um, you know, if there's uh a future expectation that there would be c a sidewalk south on Victory or east on 223rd, those crosswalks could be installed. Um, and sort of like, you know, a a ring sidewalk around the roundabout, so to speak, so it's easier to connect up to it. So, that's definitely something that could be Yeah, because like the southwest and the southeast corner are both C2 right now. So those will definitely be things that'll probably be accessed through sidewalks, I would assume, especially. And then

is that the route that we have now is kind of the east side of Victory for the trail system that we're putting in. Um so that's what we have. Trail should be the other side. On the other side. Yeah. Yeah. So I think that was So the sidewalk will be on the east side and then a trail will be on the west side. Other way. Okay. All right. Just trying to acclimate myself to the picture. And then same thing kind of on the Webster one. It looks like I know you said it's a sidewalk to nowhere, but I'm just trying to picture because I knew we have plans for a trail. Is that the trail then on the west side of of Webster or would that be on the east side? East side.

Okay. But it's not a big deal. I'm just I'm like, "Oh, okay. Well, we had it over there." I'm not sure that there would be a need like if you're looking over at the Webster Street one and 223. I'm not sure that there would be a need for that sidewalk on the west side once we have the trail on the east side because it'll effectively do the same thing. I don't think you need both.

Yeah. No, I outside that I like everything about the So, the only question I have is I know that there's been some developers that have come in and said they need a stoplight at like that price chopper way section. doing this, is that going to stop the the ability to put one in there or what would we do kind of in that section if there's things to the left or to the north of 223rd? Would we have to make it reroute to Webster for the most part for access? So, I think any of those future developments, you'd want to really evaluate that at that time. Okay. Um, having roundabouts here doesn't preclude the ability to have a traffic signal. Okay. I just didn't know if it was too close or

Yeah, you if you don't want them too close within a couple hundred feet, you know, but if it's a few hundred feet off and it kind of depends on the modeling and you know what you don't want to do is have a traffic signal so close to a roundabout that if there's a red light that Q kind of backs up into that's kind of I thought. Yeah. So, and it's not Yeah, it's not too terribly close, but at the same time it's close enough that I'm assuming if they put an entrance in I don't know I don't know what the actual name of this price chopper lane. Yeah, Price Chopper Lane. ended up putting a stoplight in right there and an entrance into that north development. Could be a possibility. Yeah. In the future if somebody developed that area.

Yeah. No, I don't care either way. I'm just wondering if that's a a just a turn lane that goes left and there's no stop light there or how we would do that. But it's just short of 600 ft according to Google Map. So that's probably a little far quite far enough I guess. Yeah. So I I would say I think certainly doesn't preclude it. Um, I think with the traffic study, you may find that a traffic signal not warranted there, maybe is. Um, I think it's probably not ideal necessarily to have a traffic signal there, but um, but I also again don't think that this design would would preclude that from happening. Well, I think the slowdown that the roundabouts give probably make it easy enough to just make it a left-hand turn, at least in the beginning. Yeah. Until we get real busy.

I mean, it also depends on what develops there. Exactly. Walmart happened to go in there, you probably want to stop by. If it's if it's something a lot smaller, then you know Oh, yeah. So, that I'm just asking just because I know that's been a question before. So, but yeah, other than that, I like I know Victory is not nearly as busy as as the Harrison one as far as traffic going back and forth. I think the big concern at the at my portion of victory is the speed people are coming in from the county that this will be a good kind of slow down section for it because people come in hot. I come in hot coming from that way because you don't still don't pay attention.

I mean you're going quick. So um it's a straight shot. So I think it's a good spot to have even though we don't necessarily have the most traffic that intersection. Well and especially in morning and evening time it's there's a pretty good backup there even now. as it develops more.

I did have a question about the 223rd Harrison Webster. Um kind of where your I guess median crosses over the 169 entrance and exit ramps. I know at the last meeting we kind of talked about semis using that exit to kind of pull off and to get there to kind of park on northbound. They won't be able to go straight through and right there as this stands. Correct. So, is that a a red that they could literally drive over?

This would in the way it's envisioned now would be a median with curbs. So, they wouldn't I mean, I guess you could could they could drive over, but they would be Yeah. um uh would not want to probably uh at the same time, you know, they once this is laid out and and this is laid out really to accommodate trucks, but there'll be more detailed design work as it's moved forward to make sure that they would be able to make all the turns. Uh and that's something KOT will require anyways. And so, uh if they did that, you know, it would be somewhat inconvenient for them to make a right turn, go around the roundabout and make another right turn on the ramp, but they would still be able to to do it. It just would be a little less convenient.

Okay. So, if I remember right, the the actual roundabout in the middle is not going to be curved. It's going to be more like where the where the trucks can kind of go up on it. Just be elevated a little bit. Kind of like the one the over Yeah, exactly. Yeah. Can we Can we get public questions during this since it's a

Go for it. Yeah, I've actually had some conversations with um some people from Farm Bureau and the farming community and such to exactly that thing. This is just a concept plan. So, it's not really uh to a dimension or anything like that. So, this is still flexible. um as we start to move forward with the final concept and everything in the future as we have funding we can define this plan better and I've made the promise to the farming community and to Farm Bureau that we will engage them at that time to make sure that this fits their needs. Um right now I kind of envision that this is going to be a relatively lowprofile area. Um, the red area on the screen does show that as a truck apron, which is a basically a ribbon curb that, you know, cars can drive over that. It's meant to have like the back tires of a firet truck to go over that so that they if they can't make that tight of a turn, their wheels can still go over that and not do damage to their vehicle. Could possibly uh narrow up that green circle in the middle of the median to allow for uh more of a shy distance um to provide that. So, As we start to move uh through that process, we can get dimensions on the farming equipment. The engineers can uh run autoturn movements through there based on those dimensions of the large trucks to make sure that they can u make those maneuvers as they need to. But those are all things that we'll take care of during the final design phases once this project does move forward

after we get funding.

Bill, if you want to Oh, yeah. U we've actually not had a conversation with that property owner. We um I think you have some context there. Uh but we could um again this is just um an ideal location to keep that driveway as far away from the roundabout to get it outside the influence. So, um, again, that's just something lines on the paper that we wanted to show that we could still accommodate a drive a driveway right there at that property so that they can still use that property. And I think they didn't they attend the public meeting. I can't recall. Anyway, as we start to move forward with design once funding is app, you know, if we get funding in this area, we'll fine-tune some of those details and stuff. So, nothing's 100% locked in with this. And you know, we'll definitely get some of the uh project stakeholders involved as we move forward with this project.

Thank you. Mr. Peterman, did you have a question? You just want to step up here just so everybody can hear you. Being old, I remember some stuff. Not much, but some stuff. About 9 10 years ago, there was talk about at city hall about making that a stoplight. And there's something about the exit off of 169 is too close to that intersection to do certain things. I I just want to bring it to your attention. Uh and it might be I think at that time they was thinking about moving Webster in in a little bit more in town. So I just wanted to bring that up so you guys didn't miss that.

Yeah, that was that was the whole reason we got to the roundabout was that the stoplight was kind of a no-go. Kate Kod didn't like the idea of a stoplight there being that close to the highways. So that's kind of what kicked this off, Bill, was that initial conversation. So you're you're right on track. Yeah. And then we we had three different concepts of move realigning Webster and this just made the most sense and was also honestly probably the most cost effective as well so that we can accommodate the current tenants and then any future, you know, developers. We wanted to be cognizant of who already who's already here and then also who could be coming. So this was kind of the the happy medium. Any other questions or comments from you up here or anybody in the audience?

So this doesn't include like right away we have to get all that kind of stuff. This is just a concept. So yeah, this is real high level. This is real high level concept. Uh again, we'll do all of that work whenever we get once we figure out that we're going to do it and then Yeah. Yeah. Okay. Cool. I like the I like the layout. I mean personally I think this will be good once we are able to do it. Awesome. Thank you very much. Appreciate it. Thank you all. All right. Next item on the agenda is another presentation. It's 223rd Street planning study with Miami County. And Mrs. Ael, you have the floor still.

Yep. Be up here a lot today. Um so the next item is related but an extension of this project. Um so 223rd Street. Um we've had some conversations over the past year. We've had um county commissioners come and speak to the city council about this project. Um Miami County and Spring Hill leadership both agree that there's um and we've expressed interest in making improvements along 223rd Street. Uh between 169 and 69, so from highway to highway. Um trying to figure out what makes the most sense. There's it's ditch line road uh needs safety improvements. It there's just a lot going on there. And uh so we wanted to uh put together a planning study that made the most sense so that we could look at each segment along this nine mile stretch of roadway to figure out what's in the best interest. We also have Biryus which is right in uh that uh gray space on the map that has a rail crossing. There's a downtown in that area. So each segment's going to be its own have its own characteristics. So, we need to have a whole comprehensive planning study to look at each of those segments individually. Um, so we started the conversation with some of the Miami County staff and they were hearing exactly the same things we were hearing. We wanted to get together. Um, we have the opportunity through build which is um, you know, another funding source that we have available. Um, through that we can um get funding for specifically for planning studies. Uh once we have the planning study complete, then that's going to better leverage us for future funding opportunities to make those improvements and we can uh the planning study will have those um typical sections for each of the roadways along those segments. Uh it will include cost estimates um so that we can budget money

and put that into our CIP. And it's going to give us a priority system so that we can prioritize the projects, figure out which ones are better suited for grant funding, might get better um better weight with the funding and um better results. So, um we estimate that the planning study is going to be about $1.5 million for that nine mile segment. Through the build fund, uh we would be able to receive 80% of that through grant funing. uh that would require a 20% local match. And uh because we are considered rural um there is um there was a little bit of a disconnect in the in the funding application or the build grant um application information that said that rural communities uh would get 100% of the um funding that there would be no local match. However, based on com for further conversations with some of the grant administrators at at the state, um we're going to go ahead and move forward with the 20%. We would get better priority if we do provide that 20% local match. And um it's just something that we we would need to do. So based on that assumption, we um looked at trying to figure out what that um that looks like. So, we put together an interlocal agreement with the city and to Miami County. Uh, we sent that over to our legal council, put it all together outlining the relationship that this would be a 50-50 partnership with the city and the county. The intent is the city's eventually going to annex some of those areas. So, might as well go ahead and throw our hat into the ring and be a good partner. Also, these uh grant funding opportunities, they they really like partnerships. um cities and counties partnering on a on a grant. So

we hopefully would get brownie points for that as well. Um so we worked with them to develop this um agreement so that we can split the local match. So that would be $150,000 per uh for the city and for the county to split. So that would be um our 20% local match. Uh we also engage or later on on the agenda we have uh an item for you to consider a task order with HDR to help us out with the grant funding like they have done in the past. Um that grant funding um assistance is there is grant funding assistance program through the Kansas infrastructure hub. we would be getting 100% um of that back once we apply for the the gap funding. And we've been very successful getting that gap funding, but again, there is not 100% certainty with that. So, just in case, we did include the um the gap or the the grant assistance in there, too. So, we would split that $50,000 task order in half. Each of us uh would put in $25,000. uh we you know based on what we do tonight uh there will be some action items later on on the agenda. I'll be back up here hopefully that'll be a shorter presentation uh but we'll be seeking approval from uh city council to uh approve the interlocal agreement with Miami County to approve the HDR uh task order and to authorize staff to apply for this smattering of grant um opportunities that we have associated with this. We are also going to seek additional um grant opportunities uh through Kansas infrastructure hub um Mid America Regional Council and other opportunities to help bring down that 20% local match. But that interlocal gives you the worst case scenario. We don't get any assistance um through GAP

or through then uh we would be out the $50,000 that we would pay HDR. But hopefully we don't have to pay anything. Um I do have Matt and Eric from uh Miami County here. They presented um the interlocal agreement yesterday to the Miami County Commissioners. Uh they have approved that and signed it and it is ready for our approval and signature if you guys so choose later on on the action agenda. But wanted to present this project to you to um get your feedback. We um feel that this is the best use of the build. you know, I can't pass up an opportunity to apply for grant fund. So, good,

which is good. Which is good. Um, and then we also have Taylor and Jay from HDR here to um take any questions um get any feedback. Um, what did you say our total cost would be if we don't get any if we don't get anything to help with our local match? What's our total contribution? Out of pocket would be Was it 150 or 75? It would be $175,000. So it'd be 25,000 for the gap funding if hopefully we'd get that and then it would be $150,000 for our portion of the local match. And Taylor with HDR, he's going to be helping us out. I'd like to invite him up here, maybe cover some things if

Sure. So it' be 175 plus the 50 to HDR. That's total total. No, 175. Yeah. 150 and so 50 to HDR which we split and then 300 to local match which we split. Yep. Any other questions? He's like, you know, no, I think did a great job covering everything. So, the 80% is already has been granted to us. No. So, we're applying for that's all we're doing is applying for after it. So, if we don't get that, then this is kind of something we're probably not doing. How long would this uh study be good for as far as

you want to talk about the study? And then also tagging along with that, how long would the study take? Yeah, sure. Yeah, study would take anywhere from a year to a year and a half um to complete. Um and it would be good. I mean, we would this the study is intended to last you, you know, till 2050, 2060, right? Okay.

Um it's going to be um a a plan that gives you all the ability to to uh plan for the corridor in the future. So that's the intent, right? um with whatever happens, right? Um you know, if the demand on the roadway isn't as much as you think it or as much as we anticipate it to be, then you have a plan for that. If it's the opposite, then you have that. So, the plan will cover um a lot of different things that are required to get you ready for additional funding, too. So, let's say you want to apply for construction funding. Uh we'll look at um environmental review. uh we will do um about you know 15% 30% plans um those types of things. So to get you ready for the next step which is construction kind of funding. So

that's perfect. Yeah because we just do a lot of studies and stuff and it's like oh well it was only good for five years so now we got to redo it because we didn't do anything in that time frame. So it's yeah this is if this is more of a plan and it gives us multiple options depending on what happens and it's going to last us for quite a while then yeah I think it's a good yeah to do I'm thinking of the 169 you know the K7 corridor study you know they did one what 15 years ago and then here we are we're doing another one they finished one they're like I guess and I don't a lot happened though since then a lot has happened but not a lot has come out of that study that I've seen come out of the study that so yeah no this is something different it's not necessarily a study it's more of a plan so Yeah, I'm good with that. Yeah,

I think working with Miami County is great. I want to keep that. So, more we can do it, the better. Any other questions, comments? All right. Thank you very much both of you. Thanks. Thank you. All right. That ends presentations at this time. We'll move on to the consent agenda. These are items that the staff considers to be routine maintenance, but if there are any questions or comments, now would be the time. If not, I entertain a motion to approve the consent agenda as presented. So moved. Second. Got a motion and second. Is there any further discussion? Not all those in favor? I I

opposed. Motion carries. 5 0. Next we'll move on to formal council action. The first item on the agenda is consider approval of task order number eight with HDR for grant assistance and authorize staff to submit grant applications to US Department of Transportation and Kansas infrastructure hub for the build planning grant program. And Mrs. Ael, you have floor again. Okay, so I pretty much covered a lot of this stuff already. Um, so the next item before you is a task order with HDR and it's to do all of the grant assistance um that goes into this. This is a pretty big lift

um for them to come up with, you know, some of the mapping to um help with all of the the wording to get the grant um administrators attention to, you know, just help us out with all of the things. You will be looking uh we will be looking at doing um a letterw writing campaign similar to what we did with the SS4A implementation grant to um seek letters of support from some of our community partners to help us with this. So, it's that's a lot of hurting cats with all of this. So, um we have a task order with HDR. They're one of our on calls. They've done a fantastic job and um helping us with some of the grants in the past. We've won some, we haven't won some, but you know, we've got a pretty good success rate so far. Uh with this we've got um it is going to be a little bit over $50,000 but um the um city budget has that 910,000 uh $910 to cover that that overage. Um but that is to help us out with the various applications from build to Kansas infrastructure hub and to maybe help better position us for any o other grant opportunities that we have available out there. With this action, I wanted to go ahead and throw in there all the authorizations that we would need to apply for the um Kansas Infrastructure Hub grant assistance program funding. That's to cover that $50,000 that um we would be paying HDR for all their assistance. Um we would also be seeking authorization to submit a grant application with US DOT to uh submit the build grant uh application program. and we would also be seeking authorization to apply for uh local match assistance through Kansas infrastructure hub. So those are all things that you know we're trying to get ahead of the game on some of this and seeking authorization from you guys ahead of uh everything. We do have uh

funding available um in our capital uh projects infrastructure fund to cover uh these expenses and we'll be doing a 50-50 partnership with Miami County. So, um, if all goes well, I don't have to spend anything and I'm going to be seeking a lot of local match funding to help cover all this, but worst case scenario, we'll be out $175,000. Um, oh, $175,910. Um, I am available if you have any questions. When are you applying for all this?

Uh, so tomorrow we're going to be applying for the GAP funding application. Um, and that's, you know, something we have to do ahead of the ahead of the game. Um, I believe our application is due I want to say Monday, January 26th, but we're going to try to get that in probably that week before. So, the week of the 20th, we'll be submitting that. Um, again, I'll be looking for letters of support from some of you guys. So, look for those emails next week. Um, so yeah, we're going to be trying to break my previous record of what I have 26 letters, maybe 30 letters of support with the last grant application. That's what I was going to ask is just what kind of support you need from us. So,

uh, anybody that is, you know, involved in this from we're going to look at emergency management, um, people that drive this corridor. Um, there's a lot of safety improvements that need to be done on this. Um, there's a lot of industrial people, um, that might have trucks, um, freight that might be using this corridor. This is one of those east west corridors um through this the the city that you know through the region. We don't have that many east west corridors. Um this is one of the few you've got the farmers that are using it. So we're going to be looking for pe from people from Farm Bureau and some of the local farmers that live along the corridor. We're going to be reaching out to everybody in their dog to provide a letter of support.

And this was not part of the budget. This is going to come from excess cash funds that we have. Correct. This is from our capital projects funds. Yeah. And like I said, I hope I don't have to dip into that. I hope not. Any other questions or comments? If not, I entertain a motion. Uh move to approve task order number eight with HDR for the grant support for the build grant. Authorize staff to submit applications to the Kansas Infrastructure Hub for the grant assistance and local match and authorize staff to submit an application to US Department of Transportation for the build grant program for the 223rd Street planning study.

Second. Got a motion to second. Is there any further discussion? If not, all those in favor? I I opposed. Motion carries 500 Z. Going along with that, next item on the agenda agenda is to authorize the mayor to sign an interlocal agreement with Miami County for the 223rd Street planning sunny sunny study. Mrs. Abel, you still have the floor.

Okay. The next item before you is a request to authorize the mayor to sign an interlocal agreement with Miami County for the 223rd Street planning study. You guys know all of this information. We uh had Miami County uh rep representatives signed the agreement yesterday. Um all in the city would be responsible for $175,000 to cover our 910

and $910. Um but we would be um splitting this 5050. Um and partnerships are great in the grant world. So we really want to, you know, make sure that we show that we, you know, are together on this project. This is something that will benefit both the city and the county. And I think that's um we we tried to outline as many great things as we could to um show that you know we're working together through that interlocal agreement. And I want to say thank you to Miami County for partnering with us in this. Um they've been a great partner over the last few years. We've tried to build that relationship up um as we try to with all of our surrounding partners. So appreciate you guys joining us on that.

And Matt and Eric are here today. They've been great to work with and I really look forward to working with them on this project. Any other questions or comments? None. I entertain a motion. I move to authorize the mayor to sign an interlocal agreement with Miami County for the 223rd Street planning study. Second. Got a motion and a second. Is there any further discussion? Not all those in favor? I

opposed. Motion carries 500. Next item on the agenda is consider approval of amendment one to the professional services agreement with BG Consultants, Inc. to continue their service as owner representative during the design and construction of the new wastewater treatment facility. And Mrs. Ael, you're a popular person tonight.

I am. Uh the next item before you is a request to approve an amendment to BG Consultants uh professional services agreement. The city is currently working on our um wastewater treatment facility. We need to build a new plant to accommodate some of the uh growth and expansion that we have within the city. We are busting at the seams and we need a new uh sewer plant. Uh we initially hired BG consultants. They were one of our on calls and um we went through a competitive um process to select them as our owner's representative. The way we designed our design build contract was in three phases. The first phase was the report phase. That's the initial design. We need to figure out what kind of process we're going to have for the plant. We're currently working through that right now. So, we're in phase one of the contract with Crossland. Um, and BG has been with us every step of the way. It's been great having somebody that's very knowledgeable about wastewater that can help um hold our hand as we're working through this and look out for the best interest of the city. And through that owner's representative um relationship, they've really done they've gone above and beyond with that. as we start to go into phase two, which will start in we'll say March of this year. Uh we're getting ready to go into phase two as we finalize that conceptual design. Uh we are uh going to it it's going to be a hybrid in phase two. It's we're going to finish out the design and then we're going to start the construction. So that's going to give us about a 30% design as we go through that process. um having the design build process, it gives us the ability to start early procurement on some of those um items that might have a long lead time. Uh we are seeking um SRF funding through the state and wifia funding through the feds. With that, we have a lot of extra requirements with

build America by America and uh labor regulations that we have to follow. So um that adds to the cost but that's how we're going to fund the project. So um we are working through we will start phase two which will be that design and construction phase and then uh the continuation of of that construction uh will occur with phase three and that'll be here probably in about a year and a half that we'll do that. So, um, this is we're we're kind of lining up BG's contracts and their amendments with the various phases that we have. So, their first initial contract was, um, in the amount of $55,694. That was for the phase one. Um, to date, we've expended about $30,000, but we're probably about a month behind just based on like the invoicing and all of that. So, uh, we will we will spend that, um, anticipated by the end of February, which will track nicely with the schedule going into phase two. This additional fee of $176,000 will cover that phase two. And then whenever we get into phase three, then we will engage them again with an an amendment. This gives us that off-ramp that we want with this project because there's still some uncertainty with the project moving forward of how much do we need? Do we really need this? Do we need this in two years, three years, five years? So, it kind of gives us those continual checkpoints as we go through the phasing process with this. So, right now we're going from phase one to phase two. and this um agreement u captures that um assistance with the owner's representatives. With that, I recommend approval of the amendment with BG consultants.

Any questions or comments? We've talked a lot about the sewer plant, so I don't have a lot of questions or comments on that. I think we're all at least all of us up here are pretty well aware of the whole process we've gone to to year to date on that. So,

oh, you guys are in for a treat because the next meeting I'm going to have a whole presentation on a current snapshot of where we're at um in applying for the SRF funding through the state. we have to have an additional public presentation of where we're at, how we're going to fund it, what alternatives we looked at, and then we will be coming to you in February for the official uh resolution to apply for SRF funding. So, little snapshot, a little little sneak peek into what I've got planned for the next couple of meetings. I think I'm gonna miss that meeting. Sorry. You'll be there. Yeah. Any other questions or comments?

All right, I entertain a motion. All right, I move to approve amendment number one to the professional services agreement with BG Consultants, Inc. to continue their services owners representatives during the design and construction of the new wastewater treatment facility. Second. Got a motion to second. Is there any further discussion? Not all those in favor? I opposed. Motion carries 500 Z. We pause a little bit longer. Sorry PJ, not quite pausing long enough for you. Uh, next item on agenda is consider approval of amendment to the task agreement with Lampernerson for the additional design services for the Northwest sewer interceptor project. And Mrs. Ael, I believe it's the last one for you.

I believe so. Um, I have to apologize. There is an error on the slide and northeast. Yeah, it's northeast. um the uh staff report in a couple of areas. We'll hopefully I can get that fixed and get that to Glenda, but this is for the northeast um sewer uh interceptor project. We've actually got both projects going on right now,

but we engaged Lamp Pine for the Northeast Sewer Interceptor Project in a task order um back about a year and a half ago. Um they've been working diligently on that design. We've got um that went out to bid uh and we received bids. You guys uh went through a process uh of selecting that contractor. Uh infrastructure solutions has been selected for that. Um fast forward to we have a development at a 183rd in Woodland. Um this is the location of where we would like to put our pump station. Um there is a new property owner that has purchased that piece of property. they have expressed a desire to um have a different layout on their property associated with that development. They've requested to us to relocate the um the proposed lift station to another location that that way they can um still have the layout that they want for their future plans for the residential development. So, we worked with Lampern to uh make sure that that configuration would work. And so, we there's been a little bit of back and forth. Uh we finally have a concept that we like that everybody's good with um to make sure that the new location still serves its purpose and we can um get it as close to the planned interceptor line uh and make sure that the developer can have it in the location that they want it in. Um that took a little bit of um extra money and extra effort on lamp will take some extra money and extra effort from lamperson to update the plans and specifications to um make that change. So this task order or this amendment to the task order um is in that amount. So, we've got an additional $88,10

from Lampray for the um additional work to um do to uh design this pump station. Hopefully, we don't have to use all that, but it's there if we need it. And um uh we actually uh had our pre-construction meeting yesterday with infrastructure solutions, and there might be some cost savings um through that process. they um it's almost like we're doing a design build with that. Um they're they're going to need a little bit of information and they can go ahead and start that early procurement with the um uh with the the various facilities that we need the control panels and all of the different pieces and parts because the size of the lift station isn't going to change. It's just the location. So they can go ahead and procure some of that stuff. Um, so with that, staff recommends the approval of an amendment to the task order with Lampre for the Northeast Sewer Interceptor Project. I am available if you have any questions.

I guess I have a question. Um, is there any of this cost being shared with the developer that wants this? I'm gonna let Spencer handle some of that. Or do we not have an agreement with the previous owner of where this location was that we favor? We went through and did the rightway and easement acquisition for this project based on the original location. Um that Okay. So, I'll let you cover that. That's a good one for Spencer. Yeah, maybe. Uh we're still working through some rightway

of the right of way. As you recall, um we previously discussed the ability to um exchange or make agreements other than purely forcing people to pay for uh connections. That's part of it. And part of it is an imminent domain case that we're in the process of resolving. And until it's everything's signed off in inc. I don't want to go too far, but we're fronting costs and we'll figure that out later. Yes. Okay. All right. So potentially be reimbured for some of it and potentially not. Worst case scenario, we will be out 88,000. Yeah.

Okay. Any other questions or comments?

Yes, we are. Uh so with the bidding that we had, I think eight contractors that bid on the Northeast Sewer, we were well below budget. think we still had a couple of Yeah, we we had a lot of money left on the table. So hopefully we can use that on our Northwest sewer which is currently under design. Thank you PJ. Any other questions or comments? Not I entertain a motion. Uh move to approve the amendment to the task agreement with Lampernerson for additional design services for the Northwest sewer interceptor project. Northeast sewer. Oh, Northeast. Yeah, it's wrong in there. I know. I forgot

there. Northeast sewer intercepted project. Second. Second. Got a motion to second. Is there any further discussion? Not. All those in favor? I opposed. Motion carries. 500. Thank you very much. Last item on the agenda is consider approval of agreement for IT consulting with business outcome solutions and Mrs. Dunn, you have the floor.

We're talking about a lot of projects tonight and this is another one in a little bit different uh um part of the operations. For a number of months now, we've been working on our IT uh structure. We've replaced our day-to-day um um IT service provider and we're now ready to take phase two phase three. We have a multi-phase plan to review and enhance um our IT structure and um Rob Norris from business outcome solutions who is here with us tonight. Thank you. um has been helping us on a consulting basis and now we're looking to move into a formal agreement with him for some of the next stages of these project of this project. Sorry. So, where are we today? And I promise to be quick about this, but I want to give you the information you need to make your decision. Um where we are today is that we've done step one, we've got a new IT uh provider in place. Um we have a strategic alignment. We're making sure that the structure that we have um is stable and forward thinking and what we need to grow and and go forward with the city. Um we need more strategic alignment. What are we what are our goals? What's our strategy? How do we get align technology with strategy to accomplish things? How do we get our hands around our data? We have multiple systems. I believe he lists six different systems here with data in them and they don't talk to each other. So, how do we put all that data to work to achieve um our strategic goals and initiatives in each department? So what we're looking at is um a enabler um with

clear objectives, unified data visibility and automated process uh supporting those decisions. We have some good timing here. We keep making decisions along the way. This is kind of bringing it together as a strategy. We're moving our Tyler financial system which is hosted here on servers in this building and we're moving it to the cloud. That'll be done in February. And so we'll now have dates some of our data in one place um and we can eliminate some infrastructure which is a wonderful thing. So this is great timing to start looking at a bigger strategy around our um IT. So we did the IT infrastructure and operations part and that's got its legs under it and making improvements all the time. But now we need to look at the next thing which is about strategy and business systems. So what would be the outcome from this area would be software architecture and integration. How does it work together? Is it the right thing for us? A a really important part of important part of this will be organizational structure and staffing. Do we need an employee for it? Can we do it outsourced? Do we need a director? Do we need a technician? Do we need multiple people? and um Rob and his operation can help us define that to the point of creating a job description for that position that we're looking for or create the role if we choose to leave that outsourced or something like that. I think that's a really important thing in here. We'll look at policies that we have in place in IT processes and we'll create a data strategy. How do we tell you as a governing body how we're doing towards the strategies that you approve? How are we using our operations to align with strategy and how are we reporting that to you? I can give you lots of numbers every single month. And I see this as us moving from data to

information which are two very different things. It's also a road map and helps create key performance indicators um for each department. I think when we have the two pieces of it functioning together, we're going to push a long way um in our uh infrastructure basically. Um and then we can go the next step. How do we put AI to work?

How do we improve processes? We produce hundreds of payments a year, a month, and that's paper that we float around. How can I get out of that business? How can I get out of journal entries and things like that? How can we make sure that community development's data is feeding into all of you so you know where we are year to date on building and permits and fees. So the to do this in the agreement and the offer from business outcome solutions there'd be two phases. One of the things I like about his proposal is that we accomplish one phase and we pay for it and then we move on to the next one. If we don't like the results in the first one, we're not on the hook to keep going with this process. We can also re-engineer our process to say, hey, this is where we figured out we need to go and this gives us that flexibility. So the first one would be about strategy and design and it would take 30 to 45 days and it would define what's our model look like what are our objectives what's a two-year roadmap related to it and data and key performance indicators that help you in your decision making and then after that we'd move into phase two which is about getting our hands around our data getting um what's the word? Thank you. Um and dashboards and how are we sharing that information so we're using it in our daily work? And then after that maintaining how do we keep things moving? How do we continue to implement and improve? And that second phase would take 45 to 60 days. So this is not a two-year program. This is getting off its feet and make a two-year plan. The fixed cost for this would be $45,000, which is a good savings over what this program would really cost. Rob's been

very generous with us and provided some services and now we're looking to hire him to do some services. The first phase would be $10,000. We would pay that at the end of that phase when the deliverables are met and then we'd move into phase two and that cost would be $35,000. And again, we pay when the project part is complete and the deliverables are given. And then going forward, we would pay long-term maintenance for their services to help us to continue to improve processes and improve what we're doing, as well as maintain and um take care of, if you will, our our data and our um our data and our dashboards and all of those things. Can I answer any questions? Did I give you information? This is really phase two and phase three of an overall IT strategy. And the next phase is to help us develop a long two-year strategy, a two-year roadmap for where we're headed with it.

I have some questions. So the first thing is so currently are you using like spreadsheets? Are you I mean right now if we're not on the cloud what are you currently just paper spreadsheets different things like that? It depends on the process and I'll give you a couple examples. Invoices are printed and we pass them around and I literally sign with an ink pen and things like that. It's also in a system that then once that's done we can do it automated. You know it's we approvals run through a different system. Okay. When it comes to budgeting, as an example, we bought a system for that, open gov, right? And so that work is all done collaboratively within open gov. Um, we bought a new open gov system for uh asset management and public works.

Is it talk it's not talking to other things? How do we feed data into it that how what we paid for and things like that. So it just depends on the process. We do have another IT project you're going to consider at the next meeting that kind of brings some of that to light, but it's not something we're ready to propose here. So, question then on that. So, if things aren't in the cloud, how are people like do you have folders then? Like, if I'm working remotely, how am I able to access I'm just curious to get a really true picture of where we're at now. I guess I don't You bet. We do have uh shared drives.

Oh. Um, some of them are like I don't have everybody's shared drive. Finance has its own shared drive. Something's, you know, I'm being very ky here just a little bit because the public is listening. We don't necessarily want to share everything. But we do have we do have servers that are physical servers here. We have um, you know, VPN so people can access from outside the building. We have um a shared drives. because we have multiple shared drives depending on the situation. We're being very careful now that if somebody wants to buy another software or they want to, you know, if I wanted to replace the financial system, I want something in the cloud. I don't want to house it here. Sure.

I want it to be we got to move forward. We can't continue to hang on to old architecture. Absolutely. Yeah. I'm currently doing this where I'm at too. So, I get like just trying to analyze everything, right? What's really neat, I mean just in looking at the plan that I'm impressed with is time management of course on behalf of the staff and two reduction of human error, right? I mean you start pass around papers and people are entering things on pieces of paper, right? So I think that's great and the dashboards are a real time. That is our plan. Yes. So essentially I could go to the computer, I can pull up a dashboard. It'll show me maybe some productivity where we're at with certain invoices, late bills, different things.

How many work service orders we've done this month? what kind of time frame we have on it tickets and how long they're open. Um how many permits we've done monthto date. How is that compared to last year so it's yes it's more it's much more data and information driven. So it's design then they are going to integrate it and then maintain it. Yes. Okay. I just want to make sure I understood that. You bet. Great questions. Any other questions, comments? I don't have a ton of questions but I would like to hear just a little bit of a background of him and what his Do you bet what his opinion is going forward with this and how it's going about yourself. This is like love connection. Yeah. I did

introduced myself the last time a little bit match it. Um you want to hear about me or you want to hear a little more about the structure about the structure of what you planned. Okay. So when you think what she presented to you think of it there's actually two aspects of it. What we have now you we have we have covered one and it's kind of think of it in real simplistic terms the pipes

the access the valves that's what imagine it is managing we got to get our arms around the rest of it and that's all the software the tools that are running on that network or on prem or even on the cloud just because it's on the cloud doesn't mean it should be used what it's doing set this phase the phase one will document all the software that's being used we'll work with all the the business units and then get their their KPIs and help them build their dashboards they use to manage their day-to-day business. It also provides the roll up to your guys' metrics. Uh so but that's what phase two will deliver will deliver on what we identify in phase one. Uh but phase one will give you the information needed and the full picture that's needed to run it. Uh we'll have to decide in that phase what else is needed to run that. you already have imagine it running the day-to-day. They're making sure that you know you have access the the lines. If you have a printer issue, they're fixing that. Um, we need to know what's needed to run the rest of it. Is it a project manager? Is it a CIO? Is it a director? We don't want to just hire someone. We want to know what's going to be the most value to to Spring Hill. And this will document the rest of the architecture that we have. So, it's what's inside those pipes. This this defines that. So we have a good U. I will tell you doing some things I think she's going to bring up to you guys in a couple weeks. So I won't raise it here. Just knowing what's running on a particular server is hard.

Documentation's not there. So when you want to do a job, it takes you weeks to months just to figure out what you're trying to do so you can get scope to price it. That's where this comes in. It documents all the software that we have that we are running and we keep it fresh. The processes that Rhonda mentions is when a new software is added, you don't get to add a software unless we have it documented. It goes through approval process and we actually have the documentation and it stays evergreen.

The second phase is actually delivery of data uh and and a data strategy that sets you guys up for the future. Uh everyone talks about AI. The first thing you should always ask on AI is not are we doing it, what are we going to do, it's what's the business outcome we need, what are we trying to achieve. Uh otherwise you can spin your wheels and not achieve anything. This sets your foundation up. So we can start the automation and we can start doing the automation with the data. Then you grow as a city and decide where does AI make sense.

It's not just the automation portion of it. You get to move. It sets the foundation in the data strategy in the cloud that if we decide we want to model things, we need to do take a look do analysis. This gives you guys the opportunity to have that data to run models against. So right now you couldn't really do that. You'd have to go to multiple applications software try to get multiple departments to piece together. By putting a a data and a BI strategy, it puts it all in one place and allows you guys to manage it. And then what's the ongoing support kind of include? Ongoing support actually cost is considers the actual cloud. Okay,

that's that's the cloud's cost, the storage, the cloud, the maintenance of it, uh the upkeep of that cloud. That's for you guys. Uh the other thing is the ongoing support includes making sure every you mentioned uh how how current is it? It makes sure all the replication occurs every day, every minute, every hour. we decide it's also you don't necessarily want it over replicates costs a lot of money to just move money for no data for no reason but this makes sure everything stays up it's running when you come in in the morning when the business units come in the morning more importantly the data they need to manage their business is sitting in front of them it's uh making sure the replication from Tyler open gov whatever whatever application we use actually occurred and is resident in the dashboards um in addition to that she mentioned ongoing an evolution. So I don't like to just drop an application and just make sure it lives. We my company puts a structure in where all ongoing support includes additional evolution every month.

So within that we have 10 hours baked to development for things you want to do. You want to make new dashboards, you want to start running models against AI, you want to do some extra automation ongoing 10 10 hours development every month. It's including this. Nice. When it says I is it like a essentially like PowerBI? We will use PowerBI. It can be a lot of different applications. I uh you'll see most of presentations be generic for business intelligence. Okay. Um because it doesn't necessarily make sense. We will use PowerBI here because of the license cost.

We're an office you're in Microsoft very cheap uh to get the get the licenses for you guys to be able to use the application. So Power View comes out you can change it because the data set in not in Microsoft itself is in Azure cloud but your data you can put it anywhere you want. Okay.

I'd also want to point out to you that these two the two larger items are one-time expenditures. We saved quite a bit of money on a monthly basis switching our managed service provider this past year. So that would we have budgeted for the old way and so that would be covered. It's not an additional. The $3,500 a month is also something that we're finding efficiencies in our new MSP. And so we're saving money on software. We will be saving money on software and different things that those are not I don't expect them to be a full ad to our budget in 27 is my point.

And we can use part of that $3,500 to find additional efficiencies by analyzing the data that we're collecting and putting together. Um, I wouldn't go so far as like a street study, you know, but but you can run analysis against your data and do comparison when when I we say use AI, it doesn't have to be a chatbot, right? It can run modeling against data to give you an understanding of what the best decisions are. Or where we're potentially wasting money, we could be without the view of all the software at one place, we could be playing paying for the same software in three different departments. I doubt it because Rhonda's pretty good at managing the budget, but that's just to have it all documented. It's a good thing to have.

So, is the idea to have somebody in place to manage this after your eight months? Is that kind of the plan? No. Or or would you after the eight-month maintenance or would somebody would we either need you or somebody else to continue to maintenance it after the eight months? the on the ongoing maintenance would be like other software where we would continue as long as we're using these services to maintain it. The right actually plus eight months support. So I wonder we're planning on doing something after that's just well that's what the year total right the other thing is that

we honestly don't have an solution we are not entering in the solution already in mind so we have to look at again I don't think we know what type of position this would be and so we and what we want that person to do is you know so we're working through that and I don't believe any of us are ining into it in a preconceived We really think we need a CIO. We really think it's a tech. We want to work through and figure out what what peg we're putting in what hole is the best way to we know it's a step. We believe it cannot continue to autopilot.

The other thing this does do it gives and this does give you a little bit of flexibility. It gives you access to me as a executive consultant. So we we put in here I will stay involved as an executive consultant when we want to do assessments in the future or if you do want to go hire a CIO or if you want to do another evaluation or just a discussion just a discussion we can have it we can talk about what our options are without a full-fledged study or I can help I will help hire whoever that's going to be uh as a part of this I'm doing so you're Um what we're entering into is are the first the two phases and the maintenance. So we would do phase one and get the deliverables from it before we start into phase two. But in the end it is our intention to have a full developed project, a change in our strategy uh potential for a staff member and then maintain going into the future, the management of our data, our dashboards and consulting.

That staff member won't necessarily be needed to manage your right. That staff manager won't be needed to manage your data though. That's part of the ongoing support, right? This this deal.

No, no, no. The we let Let me Let me explain it a little bit differently. You You actually do know what you're getting with me and what we're entering to with boss. I I've just been able to do a phase before the ba the data and business intelligence to fill a gap that you have of defining your IT organization. What's not defined is your long-term IT organization. That's part of what you're actually entering into an agreement with me to define because you have that gap and because you have the other gap of the software documentation not not documented of what the whole IT infrastructure looks like besides just the pipes. I'm able to do that as a part of my delivery and actually do the data and the BI delivery all the the cloud delivery your foundation to be AI your foundation for automation and all your dashboards I'm able to deliver and close your gap and that makes the actual delivery of the products you're getting from my my company cheaper which actually a 22% um because I'm able to do a lot of the leg work I would normally do with the with the delivery of data and business intelligence dashboards while I'm helping you close that gap of designing defining your IT long-term organization. I'm not your long-term IT organization. I'm the person that's going to help you draw automation consistently, uh, you know, do AI consistently and give your business and you guys the dashboards you need to manage whether you're being successful. I'll help define the IT organization, whether that's a CIO or a project manager or something. And that's something that'll be brought back to you guys as a part of that that proposal phase one be brought

back to you guys of what the proposed long-term IT organization looks like. uh as a part of phase one.

I guess that's why I was asking the $3500 monthly support if that was going to be long-term an ongoing thing or if or once we got a person in that IT position if they would take over that management of that. It is long it is long term that though actually that couldn't be a decision but that that's a different role right we can come back and say if you want to hire a customer or employee to do data management making sure and do PowerBI development and do that stuff you can make that decision we can decide that and then it can you can transition to that person that's that's not necessarily the goal of the assessment there's a large gap of it right now that what we need to understand how we're how we're going to fill it. Um, and that's whether or not you need a CIO. Your your finance director right now is making all IT direct all decisions and managing all IT efforts across the entire city.

Uh, so everything comes to your finance director. And so as phase one will determine how should it roll. Should she just keep it or does she need a project manager? She's the decision maker so she doesn't have to spend all of her finance time doing it work. Um, now this This is uh a phase that you guys need to define

with or without me because there's two aspects of it. The part you've already defined with imagine it. You have a big not a gap I would say a knowledge gap of what's what's actually out there. Every department what they're using, how's it tied together, how can you get all your data and your your KPIs together? How can you connect finance's KPIs to yours?

Yeah. Yeah, the thing I think it's important to uh point out, Mr. Thrawn, is that the requ the output of this agreement with with boss is specific what they will deliver, the timing that they'll deliver it, the ongoing maintenance, what that means, and it is an agreement that can be ended if we the operation changes. That's what I was going to say is that it looks like we can terminate without cause within, you know, 10 days written notice. So, right. If Yeah. If PJ if things aren't going great, we could always be like, "Hey, we're gonna right stop this." So,

and I'll say another if it is in a positive Uh, I think you it does I understand your your perspective. Um,

I'll also I'm sorry. I'll also say that it does come back to council. So if if it if in this in the initial phase we determine we need to hire a director of IT and it that'll come back for that decision to be made through our normal processes. It will not be a this is what got recommended so off we go. We will follow our norm normal approvals of steps as we go through each phase. So, I I guess to try to because I think I I feel where PJ's coming from. Typically, we'd say, "Hey, we're going to agree to the 10,000 once phase one's done. We'll agree to the 35 for phase two and then once that's done, we'll agree to the 3500 a month until we decide to cancel that." Um, are we still going to kind of pay it out that way? Is it going to be a 45 lump sum up front or is it going to be a 10,000 upfront and then you're going to present phase one to us and then we almost can at that point say we're not going to continue with this because we don't like the outcome of phase one or how you did it or whatever or is it phase one completes we kind of get an update but nothing really happens it automatically goes into phase two like how's that process going to be

the the 10,000 will be paid at the end when the deliverables are met the same of phase one okay on phase one then will step into phase two. And again, the 35,000 will be paid when the deliverables are met. One of the things I like about this is it's a pay for accomplishment, not here's your 10,000. I hope we get something out of it. So PJ, am I talking for you? If if it sounds like PJ's just saying, "Hey, can we just split it up to say, hey, when phase one is done, we'll go ahead and approve phase two and so on and so forth." Or do you mean it? Yeah. Yeah. That's okay. But what I've done for the city here, yeah, is grouped work from phase two that I can knock out while I'm doing phase one.

So, yeah. So, it's not kind of dual. So, you're getting a savings on phase two by ensuring that I'm doing some of that work while I'm going out and defining the gaps that the city has from an IT defining the architecture, defining what kind of software you guys are running on and where you guys should go for the next two. I'm pro personally, if I was going to meet PJ in the middle, I would say I'm more apt to say I agree to the 45 and then the 3500 a month we approve after the two phases are done. Would that be a happy medium, PJ of kind of where you're at with it? Yeah, here.

Yeah. Hey, Commissioner Thron, this is Spencer. Uh, so I hear where you're coming from. One thing I think approaching this as maybe we're all spoiled by Miss Ael consistently bringing us study after study after study and we get very used to seeing things that way. Part of the reason we do studies in those situations is we don't know for sure if there's something that needs to happen and we don't know for sure if there's going to be money for the thing that needs to happen. In this situation, and this is maybe Miss Dunn, correct me if I'm speaking out of turn. The city's pretty confident that we've got to do something to standardize it processes and figure out where to go in the future. So, this is broken up not as two discrete contract terms of phase one is maybe some research study and phase two is here's what we can do. It's two parts of one contract. There's a planning phase and an execution phase, but the city is confident there needs to be an execution phase at the end of that

and outputs for both in both. Yeah, there's outputs and it's less two discrete con contracts because phase two is going to overlap with phase one. Does that make any sense or does that make it worse for you? And if we did split them out, I feel like you would be doing double work because stuff you could have knocked out on phase two, you would have to do over again. I will need to reassess the 35,000. I don't know we're going to do it. I will not probably be throwing in the work on phase one that going to lead into it that it's not going to be used. Right. So I can define your IT architecture. I can do you want to go back to the phase one deliverables? Did we have them?

Can you go back to the phase one deliverables? No, that that makes sense. And PJ, for your knowledge, a standard term we work into essentially every contract with an outside consultant like this is a termination for convenience clause. So we can terminate. I think you all kind of identified it. There's a 10-day notice at which point we would still owe Mr. Norris payment for work he's done up to that point because

the city's not going to shaft anyone for work that they have done. But there are outs built into these contracts. And the same thing if the city started getting very unreasonable with Mr. Norris, he also has the right to to back out and not receive future payments. So, it's a mutual obligation there. But there are outs built into these contracts. So, if for some reason we get through phase one and everyone agrees like, "Hey, actually the city's doing pretty darn good and we don't need to do anything more, we can all move on."

But I will I will add agreed uh I will add inherently you actually went through that phase. you just didn't know it. And when we came in to do the first phase, when I started helping you guys define what you needed for an IT support and negotiating the contract with Imagine IT, that's when the phase started up doing the evaluation of what you guys need to do to close some of your IT gaps. Uh I was here to help define that with Imagine IT and even going through some of the exercises of okay, I'll just say we need to move to the cloud is not easy. not even to know how much it's going to cost because you don't know what you're moving.

And so that assessment's kind already been done just wasn't done formally. It was done as a part of onboarding and evaluating Imagine it. Um but that being said, I totally get what you're saying. So at the end of stage two, phase two, excuse me, not stage phase. Um at the end of that, are we going to is the it going to be on the cloud? It's a different project. Different project. Yeah. This is this strictly data will be on the cloud. All the data that you the data that's in whoever Rhonda mentioned six is probably probably got 25 to 30

uh 25 30 different applications if it's relevant data that you need to see to manage your business that you want to that manages to an objective that finance architecture whoever it is that is on a cloud and that data is there to allow you to model do automation and and work back into the applications. This isn't necessarily moving those applications to the cloud. It's collecting Spring Hill's data, putting in the cloud so Spring Hill can do whatever they want with it. Yes, at the end of phase two, all your data that's relevant to business will be on a cloud that you can work with,

just not the actual the applications are soft like Tyler has their own cloud, right? Uh open gov has their own cloud. So when you have multiple applications in multiple different clouds could be all over the country, you don't know where you need a view of that data that you guys need in a unified cloud that you can see it. Yes. At the end of phase two, the that'll be on the cloud the dashboard. Okay. So you're so it'll be on there, but then my question is if you're working with the staff, are you teaching them how to continuously put on the Okay. I think that's my biggest. That's where the 3500 is not continuously. My company is responsible for making sure that data is refreshed every day, every minute, every month. That's what the 30

I mean the staff adding it like if like for instance if there's additional data that needs to be added 10 hours a month implementation phase of of getting it on there. But if I'm a staff member, I know how to add training them how to do it to get on there and making sure it happens. Yes, we will. We are training the staff to be able to pull up the dashboard. That's the biggest thing 100%. It's a part of delivery. People when they've done something for so long and it hasn't been done this way. There's a training piece of it% you know and it it and I we're not going away. We're there for support going as a part of that monthly support. Okay. Now getting the data on the cloud. You mentioned it. That's still my company's responsibility. Okay.

Using the data, how to use the tools that are going to be using that data. We will train okay your team members to do it. And like I mentioned before, we inherently built in, let's say you find something that's a gap. That's why we put 10 hours of development into operation support so we can close those gaps. Okay. So, and and move forward. That way, you're not just stuck and consistently coming back here asking you guys to approve to build more dashboards. Yeah. Yeah. I mean, I I'd say I'm comfortable with this, especially with our outs, but Go ahead.

No, go ahead. Go for it, PJ. Yes. Correct. Um, we because we were working with Rob, we went forward with him. It is one, it's not exactly something you go out and find people that do everything like that, if you will. Um, it is under the threshold of an RFP. And so, we didn't do an RFP. No. Listen,

any other questions or comments? With that said, I've like I said, I'm I'm pretty comfortable with this, especially with the outs that we have if there is some sort of issue. But I'm okay with the knowing how the process is going to work and and look forward to kind of the the things you come up with. Well, and I think there's multiple different steps of the project phases. I think if if at any point we see that something's not working right for either one of us, I think it's a clause is in there. You got 10. I only got 30. You get 10. Neither am I. Any other questions or comments? If not, I entertain a motion. I move to approve the agreement with Business Outcome Solutions and authorize the mayor to sign the agreement.

I second. Got a motion and second. Is there any further discussion? If not, all those in favor? I I opposed. Motion carries. 410. Thank you. That ends formal council actions this time and move on to announcements and reports. Um, I don't believe I have anything other than I hope you guys all had a good merry Christmas and a happy new year. I know for me and my family it was great. Um, other than that, Mr. Young. No. Uh, no report. Mr. Thron, Mr. Peele, no report.

Mrs. Feedback. Yeah, I just wanted to congratulate Natalie again and you also, Rhonda, for all your hard work with the book and different things like that. Um, just want to make sure you feel appreciated for that. So, thank you. And that was really cool that she got a re award. Um, the second thing I don't know if I'm So, we had public We we had during citizen participation somebody come up and say something. I mean can we clear that up? Is that a concern or is that we can't go? No. No. I don't I don't have a concern over being a problem. Okay. I just want to make sure it was addressed. Yeah. Okay. Thanks. I forgot Mr. Grant. I forgot.

No report. Mr. Massie. No report.

Mr. La. No report. Captain Khan. I have one thing more just a commentary. Um over the weekend we had an officer stop somebody. That person made a formal complaint. Before our sergeant was allowed to investigate that complaint, they put some stuff on social media and the community rallied behind our officer. I want to point out that I think that's a credit to that officer in particular, but also the work the department puts in with community building outreach and how we actually do the job. uh because we try to be as professional as possible in all aspects of the job and I think that showed in the support the community gave when that person took to social media. So uh shout out to the department and that officer in particular.

Absolutely. Thank you guys. Thank you for all you do every day. You guys are an awesome team and I think we're we're blessed as a city to have the department that we have. Mrs. Ael, is there anything more that you could possibly add? I'm good, Madam Clerk. Mrs. Dunn, no report. Mrs. Jones, no report. Mr. Spear, no report.

Um, I did have a question for you, Mr. Spear. Um, so there was several people online kind of asking about it. Looked like there was maybe a gas line break last night um at Webster and was it Nicholls maybe? Do you know any information on that or who it was or who who's responsible for whatever it was?

I have very little information. tell you what I know and that will be brief. Um it it was a gas leak um on an Atmas gas line. I don't it was not a situation where there was any activity that hit the line and damaged it. It was just a leak that occurred. people in the area reported the smell of of gas and atmosphere were made and after hours uh you know last night so I haven't I don't really know all the details of what was done but but generally speaking gas leak on an atmas line they found Okay. Yeah, I knew it wasn't a city project or anything to do with us. I just had quite a few people asking me about it. So, I figured if anybody knew, it'd probably be Jacobs. Um, yeah, I saw them. They were about 10 o'clock last night. There was still probably 20 guys out there working on it. So, they were

going gun. Well, I'll clarify. There was probably three guys working on it, but there was about 20 guys there. Again, that was not a

Yeah, I will. I'll give you a sneak peek of uh tomorrow's manager report going out. But uh on January 20th, 6:30 in the evening in this room, we'll have a public meeting on upcoming sidewalk projects. We we've talked about a few different areas actually near this building and uh that that will be taking place in 2026. So'll be a public meeting to introduce those projects, get feedback uh from the public before those, you know, before those projects are the final design is done before it goes out to bid to give us time to take that input, make any any changes, adjustments we need to make before moving forward

and we'll get that out media wise. Yes. Letting everybody know. Okay. I think it's already out there.

Yeah, it's it's already out. It's already out there. Yeah, there's already a lot of comments on it. Um I hope a lot of the people that are commenting There's obviously a lot of interest in it, something that's been needed here in town in a long time. Um, we've all talked about sidewalks for a long time. So, I'm glad we're we're all glad we're finally doing something. There's lots of opinions on what we should be doing and where we should be doing it. So, I hope some of the people that do have opinions come and show up and voice their opinions. Um, we know there's a lot of need for sidewalks, especially in the older part of town here. Um, but our goal as a governing body, correct me if I'm wrong, anybody up here, was to do something because we've talked about doing stuff for years and years. I mean for I've lived here for 22 years and they've talked about doing stuff for sidewalks for probably the last 15 years and haven't seen much anything done with it. So we're just trying to do something and start somewhere. So we kind of analyze some areas and pick the best what we could utilize our money the best way possible with the small amount of funding that we have available to do that. Obviously we know not to get into all of it but obviously we know probably South Street is probably one of the biggest needs in town but that's also a major major infrastructure uh project to go with that. I mean, you're talking probably millions of dollars to put sidewalks in on that street. Um, so we know know it's a big need. Um, but that's something that we have to address down down the street or down the road a little bit. So anyways, hope you guys show up to that meeting. I'd love to hear everybody's opinion and support on that. With that, I entertain a motion to move into executive session number one. 15. Still good. 15 minutes. I move the city council recess to executive session for 15 minutes to receive advice to council regarding economic development pursuant to KSA 7549 4319B2 with the Kansas open meetings act. The open meeting will resume in the city council chambers at time 9:08 9:09 p.m. No formal action is anticipated following the session. Persons to be in attendance are the following. Late Massie, city administrator and Spencer Law, city attorney.

Second. Got a motion to second. Is there any further discussion? If not, all those in favor? I opposed. Motion carries. 500. PJ, I'll call you here in a second.

And she All right, welcome back everyone. Let the record reflect the governing body reconvened open meeting at 9:09 p.m. The votes were taken or decisions made during executive session. The discussion was limited. the subject stated. With that, I entertain a motion to move into executive session number two.

That was fast. I move the city council recess into executive session for 15 minutes to receive advice to council regarding economic developments pursuant to KSA754319B2, the Kansas open meetings act. The open meeting will resume in the city council chambers at 9:25 p.m. No formal action is anticipated following session. Person to be in attendance for the following lane Massie, Alison Ael, Spencer Lau. Second. Got a motion to second. Is there any further discussion? Not all those in favor? I opposed. Motion carries. 500 Z. See you soon.

Welcome back everyone. Let the record reflect the governing body reconvening open meeting at 9:25 p.m. No votes were taken or decisions made during executive session. The discussion was limited to subject stated. With that, um, we did have a request to go ahead and cancel the last executive session. So, I entertain a motion for that. So, I move we amend the amend the agenda to remove the third executive session. Second. Got a motion second. Is there any further discussion? If not, all those in favor? I still there opposed? Motion carries 400 Z. With that, I entertain a motion to adjurnn. So moved. Second.

Got a motion and second. Is there any further discussion? All those in favor? I opposed. Motion carries. 400. Have a great night, everyone.