City Council - Special Meeting

Um good morning everyone. It is uh 20 minutes late. Thank you for being here. Uh it's May 15th and we are conducting a city of Temple budget review meeting including but not limited to discussion regarding the proposed uh fiscal year 2027 business plan and overview of the proposed 2027 annual budget. Mers,

good morning. Thank you all for u being here. So, uh, this is going to be the first day of our last series of meetings on the proposed FY2027 through 2032 business plan before you have a staff um, proposed budget to review and discuss. So, we are meeting this week, we are meeting next week, and the following week. And um, as you know, we've already um, talked about revenues, we've already talked about capital. And so this session, these three sessions are focused on our operating budget. Um, in order to avoid death by PowerPoint, we have uh separated us out into three different shorter sessions instead of bringing you together for you know all day every day for two or three uh days in a row. So we are going we've organized our departments by the focus areas. So today you're going to hear from departments um that fall under the smart growth focus area. Next week you're going to hear from departments that fall under the public safety or the high performing organization focus area. And then the last group will be our uh places and spaces and communication and collaboration focus area. So you're going to hear from all of the departments. What they've been asked to do is to um give you a presentation on their priority um budget needs. So depending on the complexity and size of the department, they've been given a certain number of priorities that they can present to you. Um so a larger department, for example, police or fire or solid waste or utilities is going to have up to 20 priorities that they'll go over with you, but some of our smaller departments will have fewer than that. Uh we did this same uh same uh presentations to our department head team, our executive leadership team. And so as you go through the presentations, you will see on some of the slides an icon that says leadership priority. What

that reflects is we a as a department head team, so all of the department heads together um received these presentations and then ranked the priorities and and uh determined their what they jointly saw from their staff leadership perspective as the top 50 priorities across the organization. So you will see an icon on the slide if from staff's perspective it is a top of the top priority. So you'll you'll see that on um certain slides but again these are these are not all of the budget needs of the departments. These are just the priority request. What we're seeking today is to get your input your your early and initial input on these items. So you do have uh the reason that we wanted to meet in council chambers today. I know normally we do do these type of workshops in um one of our conference rooms, but we wanted to have the technology available today because we're wanting to get some uh feedback from you. Um so you have a tool. Um if you need help with it, we've got a bunch of smart people in the room to help. Um, but we're we're going to ask you to give your assessment as we go along of the priorities, whether you feel like it's a critical priority, a high priority, medium priority, or low priority. So, uh, if you'll if you'll give your assessment of those as we go along, we'll be able to collect that feedback and that will help, uh, the budget team as we craft the proposed budget for your consideration. Um, again, we're just doing a few of the departments today. We're breaking this up over a few days. Um we're going to uh start with airport. Um and then um hopefully everyone knows in what order they're going. Um and we will um of course as we go along, please ask any questions that you have uh of the department head. Each of the department heads are going to do their own presentations and and but your full

budget team is here if you have if you have any questions. So, um, Sher, do we need to do any, um, training real quick on the tool? I don't think so. UC workshop is the department. So, find the department and then like you got to choose from. She is so smart.

Does everybody have it up?

Our thought process is you would do that as you go along just while it's fresh in your mind. Again, this is not a forced ranking system. So, you don't have a certain number of each category that you can choose. This just gives us your initial flush on where you see um these priorities. It just gives staff uh some good direction um as we continue to work through um the uh proposed budget. One other thing that I would say to keep in mind as we go through these priorities, and I know you know this, but just as a reminder, we don't budget one year at a time. So, this is not that this doesn't mean that all of these things can happen in FY2027. This is a six-year plan from 27 through 32. So, just keep that in mind as you're doing your your priorities. It's not necessarily what's a priority for tomorrow, but just generally what's a priority to be within the six-year plan.

Make sense? And the items that you said that'll be marked um staff critical or whatever leadership priority those will be in we we can as a council we can look at that and think that will be in year one or two. Is that is that fair to say?

It is not fair to say because that is staff's perspective. But we're So that is a feedback point for you to say of of these 200 or so priorities staff thought that it was top top 50 but you may disagree or agree. Um and then the other thing I would say is this right now we are not dealing with numbers. So this is not fiscally constrained because we don't have that data at this point. We're still working through tax roles and things like that. So I I you you may not even if if you have even if there are 75 100 200 critical priorities we may not be able to do all of those in 27 or 28. So um we're at this point we're just looking for what is your highest priorities down and then we'll have to match those with resources as we have that data available. So yeah, so you you can't necessarily assume that any given thing could be funded in a year because we we still have to layer on top the resources available. Make sense there? Okay. So we'll go ahead and kick off with Sean's presentation on airport. Um if you're ready, unless we need to do anything uh preliminary before that. Mayor I don't think so.

Ready to go. All right. It's right here, sir. Good morning, Mayor and Council. How are you all doing this morning? How are you?

Good. Good. Uh, so John Miller is made up of uh several divisions. The airport itself is administration and operations. Then we have the FBO and then also the uh ARF uh folks in line service. Um this past year we've been moved under David Olsen uh management. He's a uh we're a smart growth department. Um our admin team of course uh myself uh our airfield services manager David my executive assistant Alicia and the FBO manager Andrew. Um, Andrew's team, he has two full-time CSRs and one part-time CSR. And then under airfield services, uh, we break it up on the left hand side as maintenance. Um, they take care of our equipment, our trucks, our our fleet, anything on the airfield, and they do lots of mowing. And then we have our ARF and line service. They wear two hats. They're the firefighters for the airport. Uh specialized in aircraft rescue and also they do the line service, fueling aircraft, moving aircraft, um hangering them and things like that. Uh we currently have uh a quality control position that is open. Um that person uh checks our fuel uh daily to make sure it's clean and clear. And then we have our uh regular uh two supervisors. One's a morning shift supervisor, an evening shift supervisor. They're two folks. We do have uh one position open currently, one person out on military active duty uh who will be returning in July. And then we have a part-time uh our flying service person that uh we've promised that we will not fill until uh sometime in the future. Um once our military guide comes back

and we've got a couple of people hired then uh all the other positions will be filled. So our business plan priorities all take care of uh safety and service infrastructure and economic development. Of course, the airport is here to support all of our corporate folks and uh business flyers that come into our community as well as our our local uh people that have aircraft fly for hobby, fly for uh leisure or fly for business. So, my top priority is uh we really need uh to clear out um about 100 acres of trees and vegetation on the airport inside the fence. It's very uncommon for airports to have this much uh tree and vegetation on an airport. Uh primarily one, it creates a wildlife hazard. We have a family of deer that uh like to be in the tree line. Uh they transfer um night and even or morning and evening back and forth from the north side of the field to the south side of the field. Um that requires them to crossing a runway, actually two runways. With that comes uh the predators. We have wolves on the field also trying to get the deer that are on the field. So if we remove this tree and vegetation problem, then that removes the wildlife problem. Also, our trees uh are mostly on the north side of the field. They're starting to grow up and create obstructions uh to the um the arrivals of aircraft coming in on runway 16, which is our main runway. So, we've looked at uh purchasing a uh skid steer with two mulure heads. That $200,000 uh gets us the skid steer, a bucket, and two mulure heads. Um we've figured out what um the annual operating cost operating this machine six months out of

the fiscal year um would be. So, you're looking at 26 uh 226,000 and change uh for the first year. We've received a quote from the city's uh um contractor uh for $347,000 and that was to clear 90 of those acres. And then KPA recently did a a a bid process where 75 acres came up to $240,000. So with that your return on investment uh the equipment can be shared with other departments. Um the bucket can be useful for other airport projects that we have and then of course um when the vegetation grows back we'll have the equipment to go back and clear it again. Um some of the costs if you look at the contractor bids uh the cost per acre is 3,200 to 3800 per acre. Um if we own the equipment then we're looking at our first year cost is about 1371 per acre. After that um the uh equipment is basically paid for itself and you're looking at just uh operating costs about $159 per acre. So that's my uh highest priority that I have on that. If I had known that we were voting today on things like that, I would have made posters and all kinds of stuff to really promote that.

Yes,

it is. But the the deer the deer jump over the fence, they they find their way in.

Yes, sir. And we have a roadway around the uh fence except for in the very north side along Little Mexico. It is so dense there that uh we can't clear um a roadway that goes right along the fence. So in some parts you're about uh 20 yards away from the actual fence and you got to get out of your vehicle to check or drive. What we normally do is drive Little Mexico to check our fence line. So, my next uh priority is uh we have a 1999 3000 uh gallon jet A refueler we want to replace. Um, we want to replace the 3,000 gallons with the 5,000 gallons because, uh, a lot of our tenants and people coming to visit us now have larger aircraft and on several occasions uh, they've requested more than 3,000 gallons for us uh, to fill. So, that uh, takes two two truckloads and two trips to go and fill this aircraft. Um the uh current rate right now that we're looking at for a brand new uh 5K is 350,000. In lie of this, we want we were had scheduled to refurbish one of our fuel trucks uh in FY27 and we want to just go ahead and completely forgo that and go and move forward with uh purchasing a new truck. So your ROI on that is first faster turnaround times for our customer, creating better customer satisfaction, eliminating double trips and saving on labor and time. Um, also we get a lot of maintenance issues with the 1999 truck as you can imagine. Um, and if you look at it, if we did two extra fuelings of

4,000 gallons or even more per month, that 75 cent margin on our fuel cost um would end up about $72,000 a year and a payback of this truck in five years. Any questions on that one? Well, sometimes they don't want to wait, so they'll take just the 3,000 that we can give them in the first truck. So, we're losing the ability uh for bigger sales. Um, in FY27, we're asking to uh move forward with the design of improving our airfield maintenance facility. There on the left, just the little white uh rectangle is our existing building. Uh this uh facility expansion would create an awning behind that building so that we could store um our equipment. You know, we've got fuel trucks that can uh be uh parked into there, uh mowers, shredders, um a vacuum truck, things like that. Um and then of course on the right would be a new facility with proper lifts and a pit to be able to do um work on our fuel trucks and heavier uh bigger equipment. And then asking for FY28 that we move forward with the actual construction. your ROI on that is just uh um we have uh equipment in two storage facilities and one old hanger that we're losing revenue on. So if we remove all of our equipment from those areas and put it in a centralized location that's protected, then our uh revenue gains from that is anywhere from 21 to 25,000.

Um of course on a $2.2 2 million project. That would be many many many years for uh paying that off. But uh besides the revenue gains, it helps protect our city equipment, uh improves in-house repairs, and then of course improves staff morale and retention. They currently uh work out of offices that they built themselves a long time ago um in the late 1990s um that's inside the existing facility. Any questions budget on that? Pardon? What? Anybody have a estimated cost?

KPA gave us that um that 2 point uh 200,000 for the design and Sorry, I missed that.

Um my last two items are basically for FY28. Um we want to increase our aircraft parking ramp expansion. Um we keep kind of pushing this one back. Uh the RZ is um goes back and forth on whether they want to help us on this. But uh when we built the new terminal with the large canopy, the entrance and exit to that canopy plus the canopy itself took away a lot of aircraft parking. Um on some days when we have a death um a donor at Baylor Scott and White, we'll get seven to eight jet aircraft all over the United States to come here with the doctors on board to take and harvest those organs. It creates a parking nightmare for us uh since we uh have lost a lot of uh big jet parking area and this would help us immensely with uh expanding that. um KPA is the one that gave us that uh $1 million OPC for that. And then last in FY28, the old Elmer Reed terminal, we'd like to do some updates to it. Um in the older part, you can see this is uh some of the damage that we received uh after the tornado a couple years ago. Um we all these ceilings and walls in there are um built after this used to be fire station bay um for the ARF units back in the day. And we'd like to get this all taken out, open up the room, uh put the rollup doors back in with all glass and just have one large big classroom. Uh and this would help support Belton ISD and their aviation STEM program that we we work with. um those doors, we can pull up an aircraft to the doors, open it up, students can have places to sit

and learn inside and then have direct access to an aircraft uh right out the doors. So, not only that, it will complete and finish the uh upgrades that staff has been doing themselves in the newer part of the Elmer Reed. And eventually, we want to uh rent out or lease um office space in there to different aviation entities or schools or or anything like that. So, this would complete that and uh get us uh some more revenue for the airport, but also help out our community, especially Belton ISD. Any questions? I appreciate your time and I appreciate your vote.

No campaign. Sean, I saw that your Mason Marin is one of your employees. He is such a good kid. He's one of our best. Yes. He is actually going to be uh promoted here pretty soon when we get the other positions hired. So that's great. And then the other thing is if you wouldn't mind on your our condolences as a council to David Holmes and the loss of his dad. Yes, we appreciate that. I appreciate that and we'll be there Monday to support him and his family. So, thank you. Yes. Couple years back. We talked about the sign that

it uh we just keep pushing that back. Um it's I've got some other bigger priorities of you see as you see. Um so it's still on our books and still there as a want. Um thanks to the police uh department's um construction of their new training facility. We did get our deceleration lane through that project. So that has um really going to reduce the amount of money needed for that beautifification. But we want a brand new sign, move it out for uh further towards the highway and then create space that we can rent out um advertising space for all of our uh tenants to do business there.

Cost of Well, the original cost was 1.9 million. I don't know how much uh that deceleration uh lane takes off of that, but you know, that's going to help, but it's still in that that area. Thank you. question. Yes.

So the um only grant opportunity that I have is possibly for the aircraft parking ramp expansion. Um there is a possibility as long as I get all of my runway, taxiway, and other ramp needs taken care of then that can be an opportunity to receive grants on that. So that that would become a just a match instead of the full funding. Will the skid steer and with the mulchure heads be available through the tool library? Asking for a friend. Asking for that friend.

Does the uh does the I've never seen one, but does the city have a bulldozer? I mean, is there anything that could I would love it would be so cool to have a skid steer with a mulching head, but is there another way to fix that? And well, the recommendation uh from KPA is that you mulch it and leave the the mulch on the ground so that it helps prevent further growth. Um, if you just bulldoze it, then you're just creating dead trees laying there and then that creates other wildlife issues from You probably couldn't burn that burn pile later anyway around an airport, could you?

No, sir. Wouldn't be recommended, especially with the homes and housing that's all there along the north side. That'll take a while, but we get the job done. I mean, I can see how something like that would be very helpful and useful. Um, I know that we're talking about it being useful just for the airport. I mean, it's part of your your budget presentation, but I'm sure it be used citywide. Um, yes. Is that is that an ongoing need or are we already paying a contractor to do that sometimes, you know, just across the city?

Well, I know parks and recck last fiscal year just spent a lot of money on clearing some property uh to help out with the park. So, the city owned that equipment. It would just be labor and and your maintenance costs. Yeah. I just wonder how much it would be used. For us, it would definitely The only reason we wouldn't use it uh year round is just we have other seasons where we've got to mow. Uh when you have a drought, they suggest not using it obviously for fire reasons and things like that. But um yeah, it it could be used all the time. You can use it for clearing out ditches and drainage things, all kinds of things.

Does the city already have other skid steers that you can just buy the the mulching heads?

Uh, we have talked about that. I um with fleet and uh public works with Kenny and um they do have skid steers. So that is a possibility. But the problem is is their their jobs take priority and so if the equipment's always being used or down and we may get it for a few days at a time and we've got lots of acres to are there any sort of issues with the FAA around any sort of fines or or not being available for grant is there any um is there any issue with having 100 acres of vegetation other than the safety issues which hawks are most important ones So, if an aircraft hits a deer, causes damage to their aircraft, or worse injures anybody, um, then we could be possibly liable.

Um, and then the other aspect is if the trees grow up in your approach lane, then you've got to uh change your charts, uh, create a higher approach path to you, and that shortens your runway.

Understood. Well, thank you. You bet. Thank you, sir. This is operation. You still need some time. You want me to

Going back to airport. What impact does the um Black of the ramp. I think I looked the right one. Black of the ramp uh expansion, Sean, before you run off the um the ramp expansion. Is that is that the one for the for parking the aircraft because the canopy took that space? What impact operationally does that have? No, other than just simply not having more room to park. Yeah.

And so the the aircraft that are needing to park on the ramp, are those like people coming in for the day or What what what generates that need?

Yeah. Okay, that helps. Thank you.

Yep.

All right, members of council, it's good to be here. Appreciate your time. There's temporary car wash we instal installed over 93 trying to help out the community there. That's a that was an adventure, but um it happens sometimes. Uh just give you some backgrounds on some of the things we're up to operationally before we head in. Um you'll be seeing this next week for a presentation from the state on the Texas optimization program. That's a something we voluntarily joined at our treatment plants. Basically, the standards are twice as difficult as normal. We able to go through a year of doing that successfully. So, they're going to come and present a little something to us there. So, we're proud of our our team at the treatment plant for that and try and hold to a higher standard. That's what the citizens deserve. So, we're excited about that. This past year, some uh we've made some plant operation changes. We've gotten uh things opt getting things optimized with our new treatment plant. So, we're kind of learning how to balance the conventional and the membrane plant. So, that's resulted in savings there. Those are annual savings for the chemicals and able to reduce that significantly almost half a million annually. And then our maintenance contract, we've been able to modify how that's handled. So that's that should save us a couple hundred grand a year as well, too. So we're trying there trying to help the cause over in utility services, which is our distribution team. We've uh got our productivity tracking really honed in amongst our crew leaders so they can compare productivity, compete with each other, try and do things right the first time. We don't bandaid things as much as we used to because we trying to survive. We try and if a service line leaks, we try and replace the whole thing so we don't have to go back out there, interrupt the customer again, dig the road up again, try and do it all right the first time. We continue to expand our skills um replacing mains, putting in valves and things. And then we do a little bit of concrete work. We're going to expand that. We

have a lot of incidental concrete jobs that are really expensive to bed out. We're on pace to spend a couple hundred thousand dollars this year just in concrete costs. So, we're going to try and bring some of that in house. We'll have a task force and utilities to just do simple curb gutters, simple sidewalk stuff. Just the simple small stuff that uh contractors don't necessarily to come out for. We get charged a lot for. So, we're hopefully have some savings there. Yeah. Yeah. And the concrete needs in the city are huge as Kenny I'm sure will talk about. So this will help them. Um they have a lot on their plate obviously. So this this will won't be new positions at this point. We're going to try and just do it. We'll lose productivity because we won't be doing other things that we would like to do. Uh but we're on emergency response. We we keep up pretty good now. So this will just help save some money there. So we're putting that And then the sanitary sewer evaluation survey. This was this stems from our administrative order from the EPA related to sanitary sewer overflows, call them SSOs. And so this was a long time coming. We've been working with the EPA on what the requirements were in the administrative order and they've had some turnover there at this at the EPA. So we uh made it through most of the order and there was a big item for uh sewer line required replacements. we were able to talk with them and get some clarity there. We're able to help consolidate and reduce a lot of those projects. So, we're going to consolidate them into an individual much smaller project to try and finish that administrative order out hopefully early. We're going to do our best there. So, we're really excited about that this year. That'll take a lot of required projects off the books there. So, we're pretty happy with how that's turned out. Yeah, that's the Avenue H reservoirs. That's uh not supposed to look like that. Not supposed to looks like that. Uh when we went back through our inspection

videos because we inspected every year and those weren't visible, but we started to see on the outside some deterioration and so we we emptied it. We figured out how to empty the reservoirs. Um that's always been a challenge for us and we discovered a lot of issues there and that was addressed in our capital meeting. that was our top priority there and we've addressed you know the gap and stuff there but um yeah it's a pretty picture but not a pretty picture at the same time. So

not supposed to but hydrants and valves were asking for an increase there. This stems from us staying on top of hydrants and then also staying on top of valves. We also valves in areas where there's large shutdowns. You shouldn't have to put 200 people out of water for simple function. And so when we run into that situation now, sometimes we still have to do the large shutdown, but after that, we come back and we add valves, so we don't have to do that again. So we have to interrupt the neighborhood again. Uh, which is good, good experience. Our staffs actually can do it now and they get pretty good at it. Um, but then it helps in emergencies. It helps with just customer service in general. So we spend a little bit more money there now that we do that more. a winner.

Yep.

They're incredibly expensive. We've put them in on the We put them in on like the concrete coated steel that's real hard to work with over by the high school. Um, so we do use those when we're in a real bind just it's contracted. It's it we would probably would make sense. It's so specialty. So specialty um especially since we can typically cut them in ourselves pretty quick. I mean it doesn't take us very long.

Yeah. But those insert valves we've we've used them unfortunately a few times. They are nice and for sure. remote infrastructure crew. This is our treatment plant. This is two people that help maintain elevated storage tanks, pump station wells, the well that we're going to have, and a bunch of other things. And this is just triggered by the explosive growth of the city, adding adding adding tanks and pump stations and things. So, this will just help us make sure that those are maintained properly. And this picture here is this is an old pump that we uh painted, mounted. It was real cheap to do. This was from our old uh Avenue G pump station. And uh that pump right there is special to them because we limped it through so many years of surviving high flow. So they wanted to do something with it. It was cheap and quick like that's fine. If it means something to you do

it is now. Yeah. Yeah. It was real quick to do just paint of concrete. So meant something to them. And it's a it's a good to remember you know the city's investing a lot of money in our infrastructure. So we have a lot more flexibility. We're a lot better spot than we used to be. So that's a that's a good reminder to them of, you know, some of the battles they made it through. So they like it.

Yes, ma'am. because you're good.

And because our items are so big, sometimes the capital and the operating capital gets a little confusing, right? Because this is a capital, but it's operating. So, it's always in venture utilities. So, um the conventional take traveling screen, this is the last one we need to do there. three at the membrane plant were just redone as part of that project. We've uh we're in the pro this year we have the conventional traveling screen the first one and this will be the second one. We're hoping to get 20 years out of this one with proper maintenance the last one. Didn't get the proper maintenance in the beginning. So we need to replace it 15 years. So that's what this this is. This just keeps things out of our main pumps and out of the river. So they're very important. conventional filter covers. Those are conventional filters. They're exposed to sunlight. That sunlight eats up chlorine. Also, that sunlight also helps things grow in the filter beds. And so, we have the feeder feed outside, things like that. Um, obviously drinking water approved for that. But, uh, having those awnings would help keep the sunlight out of those, help keep debris and things out of them. We have to clean those daily just to try and help the the filters function properly and things. So, this would help prevent the taste and odor issues. It will help us save on chlorine. It's hard to quantify how much, but that sunlight right into the beds does eat up that chlorine. So, we're hoping to add something there. Chlorine cylinder auto shutdown. This safety mechanism, we still feed gas chlorine at the conventional plant. So, this is a quick way to get all the chlorine cylinders shut off. of emergency and then that helps obviously keep the community safe because that big chlorine cloud stays close to the ground. So want that shut off as quickly as we can. The chlorine scrubber also serves a similar purpose. This keeps chlorine

from escaping the building. So we need to replace the media in that. So that media is expensive but we only do it every four to 10 years depending on the the uh condition of the medium. So this draws and neutralizes any chlorine gas and helps it's another safety mechanism in place for that gas chlorine membrane module replacements. This is two of three. This is to replace some of the old membranes at the membrane plant and uh keeps keeps those things functioning the way they're supposed to. And uh it also these membranes as they They have to get clean more frequently. So that takes chemical cost. It's al also hard on the operations. The actuators run more. So you get more wear and tear on the system. So we try and keep those replaced more frequently just because of how vital they are. And some of these membranes have been around for a while and back back in the day they weren't cleaned like they should have been. So we've adjusted in the last six or seven years. So hopefully we'll get more life out of these new membranes than we did out of the old ones. water distribution. This is a foreman to help with we have a huge large scope large uh uh span of control. Our foreman manage 20 people or something like that, multiple crews. So, this will help with that, but it also helps us oversee some new some construction on our water system. Small stuff, very small stuff. replacing a two inch line in a block that bidding it out ends up just being super expensive when a crew can just go do it real quick. This wouldn't be for big jobs. We wouldn't try and we couldn't compete on that. This is just for smaller jobs that come up. So like we're fixing the main, you cut a piece out, you try and attach it to the other main, the existing mains keeps falling apart. It keeps falling apart. You keep

chasing trying to find a good piece of pipe and at some point you just need to replace it. This will help us with that. So it also will help us to just uh get our keep our staff trained and oversight out and quality quality control out there in the field. And distribution crew number eight would help with that as well. This is just helps the existing distribution crews, fleet repairs, all these things because we we try and make sure our crews know how to do a wide variety of things so can keep them busy. Idle hands tool. That's why we track productivity. We want to keep everybody busy. There's a lot of work to be done on the system. And so, this will help us to keep up with a lot of those things.

That is it for me. I kind of went quick, but if you have any questions,

how often like how long is the does the hydrate last before it has before it goes out? Um, it depends on how often they're used. They're not actually made to be open and closed frequently, but a lot of times they do get open and closed frequently for line filling and things like that. So, I would say you can probably get 50 to 75 years out of it depending on how hard it's used. My mother-in-law's near. She ran over one. So, yeah,

they don't last as long if you hit them with a car. That's for sure. Yeah, we can get them. We We've gotten better. You basically pop the top off and pull the out like he's saying. That's we've gotten to where we can do that. It's taken us a little bit. That's what we try and do. So, you're saying you can do that in house? We we can. We can. We can. We try to other than just digging it up and replace. Sometimes you have to dig the whole thing up and replace it, but often times you can just got the hydrant, replace it. It's good.

I can see that you guys are really making an effort to to learn how to do, you know, a lot of the things that we've had to sub out for. So, we really appreciate that. It makes a big difference in our budget. It's cheaper and uh then we can respond quicker. So, you know, the cost savings great, but we also want to make sure everybody's taken care of taken care of. So, thank you. Appreciate that. Anything else for kitten?

Sort of. Yeah, it's in Choco Canyon, New Mexico. I went there this year. It's like an hour and a half drive down a really rough dirt road. So, I finally made it out there with my family. But, they were really good at managing water. The water table there was like three feet deep back in the day. So, they got really capturing that water and using it, but eventually the water ran out. And so that's what a lot of people think is it just ran out of water and then that's what you're left with is just ruins. So water's kind of important. So that's kind of why it's way out there, but it's cool. It's cool.

All right. Well, thank you. Good morning, mayor and council. Um wanted to uh just in case everyone doesn't know we work under David Olsen on assistant city manager side and and uh managing director of public works Don or Don Bond. Don Olsson almost

yeah married him there. But um so y'all know uh starts with our motto. We serve Temple life and business with solid waste collection and disposal diverting and marketing recyclable commodities from the community's waist stream. Um this is how we're currently um structured. We have two different divisions. A fixed collections division which is the routes that are already set and a special collections division which is the collections that fall under request um roll off brush and bulk those. So and um then from there we have the foremen and the drivers the teams they're underneath. I'm assuming roll off is stays pretty busy.

It does. Yeah, it does. We have 10 routes um go out every day. Um our goal is eight containers per route. So 80 rolloff trips a day um for the city is our goal. Um we we typically hit it. Sometimes day some days are busier than others, but you know that's kind of We bought a bunch of containers. We bought a bunch of containers. Yes, sir. Yes, sir. And um we're we're Yes. We we every day we're at for where we bought a bunch of containers. We're there every day doing that. It stores

it is it's a lot of the um distribution warehouses. Um there it's also construction sites. Um there there is um Mo most the intent though is most everybody that has a established water bill that that they use us um for their rolloff needs. So um but construction sites still use us as well

we we dropped off a little bit in revenue but I will tell you that we're on time. um we provide a better service since then and um I think our expenses are down, you know, because we're not running around everywhere trying to please everybody. So if that makes sense. So yeah, I do. I do.

My number one priority is dual facing dual facing dash cameras. Um real quick. This was one of the very top department. I think we're gonna have a I'm kidding.

Yeah. Um This is for uh actual dash cameras. That's the picture of it on the left. Um that's the front and the back side of the camera. So, there's a camera on both sides of those. They mount on the dash. Um we'll get to um have we'll have access in the cloud of live video of what's happening with our solid waste collection vehicles. Um, we'll see um if cans are out, cans are not out, all of that. We can put put in the address, pull it up, your cam wasn't out when our truck went by, that kind of thing. And this also stops the drivers from having to take pictures. Um, we currently use tablets and the drivers take their tablet, take a picture. Doesn't always happen. Drivers are in they want to get their job done. If if ifs aren't out, it slows them down.

And so they don't always do that. But, um, this kind of takes that out of them. It's a safer way to do that. Um, it also, um, we're going to use AI with these cameras to coach the drivers. Um, if they're talking on their cell phone while they're driving, it's going to warn them, get off the phone, you know, put your phone down, do your job, pay attention. Um, it's going to give feedback to the office, back office. We can create a driver scorecard. That's what we're um you know to to get a more professional staff um from this and use this as a tool to do that. Um also this will absolve anybody saying that we hit them when they hit us, you know. So um and and this format is actually um we can grow to scale. We can put cameras all the way around the truck, but I want to start off with just the dash cams. That 108,000 that's not the equipment cost.

That that's the subscription. Um it's 36,000 the first year and then 35,000 each additional year for the three years to get the 180. Have you bought the cameras already? We have not. Okay. So So it is equipment and subscription. Yes sir. Oh the 36,000 is with the We own the cameras once we do the original purchase. on the cameras, but then the original that the next years is for the cloud-based subscription and it also integrates into our routeware software that we currently already have. So, someone who used to run big trucks, um, we had these and they were incredibly helpful. Yeah,

it also cut down on our insurance.

That's what I'm hoping as well as address. So, seven, eight years ago when we started Routeware, we did have physical cameras on the trucks, but we started having issues with the hardware. And so, um, then we switched, getting all in the weeds, but we switched from Routeware to Rubicon three years ago. Rubicon is a cloud-based tablet based. We bring our own tablets. We have better control. Um, with routeware, we didn't even own the tablet. If something went down, we had to ship the tablet back to them. They fix it, ship it back. Now, we it supports us. We have our own tablets and um so that is a lot better process and um we didn't but we lost the ability to have the cameras on the trucks because of the hardware piece of it. Now, this is a getting back to that and it's all cloud-based. So, yeah. We don't want to speed up, but we want to be efficient.

Watch your words. Yes, sir. Yes, sir. Yeah, I knew what you were saying.

Second priority. Um, as y'all remember, we bought a second commercial sideload truck um to to help with the um a lot of the commercial side load cans. That's the cans that are in the downtown alleys, some on the west side. Um, as we're spreading that out, we're um have more need with that second route, but um also we have a lot of those 300galon big plastic containers at commercial sites still. I would like to get rid of all of those and put commercial sideload dumpsters. And so the second ask is for $75,000 to um replace all of those 300 commercial gallon and grow that second route. So and it's about 70 containers is the $75,000. So um couple of program managers as I showed you we had um fixed collections and special collections. Um, under the fixed collections, I'm asking for a commercial collections program manager. Um, that will just focus on the front load and side load routes. Um, and kind of lessen span of control there, improve the span of control, I should say. Um, and then the, uh, special collections program manager will oversee the, um, roll off and brush and bulk teams and and and possibly rapid response crew. um one of my ask for FY28. So, and that leads me to the rapid response team. Um and a truck is what I'm asking for. Um we currently have a uh nonCDL rear load truck, old style trash truck that y'all have seen where we can go and um send maintenance staff out to pick up misses with the 90-gallon containers and also they help with brush and bulk collection for the small piles. um that

are that are um can be just picked up by hand, you know. Um but wanting to create a team um that also have a nonCDL grapple truck um for the for the piles that um that we respond to that are not necessarily request, right? They're not already on a route. There's just stuff that's out there. Um maybe it's illegal dumping, maybe it's on, you know, an empty lot. Nobody's going to call requested um something that doesn't take our route trucks off of a route, but we have a tool in our toolbox just like the the rear load truck that we have now that we can send maintenance staff or or a new team out that doesn't have a CDL license.

It it's it's just like a grapple. It's a smaller weighted um you know it's under 26,000 pound truck so it's a lighter duty truck but it could do the small piles and and the stuff like that and start taking the large ones off routes and with our um requested you know collections. Um, this is a FY28 additional front load route. So, I'm asking for another driver and another truck um to create a seventh garbage frontload route. Um, we currently have six routes and a cardboard recycle route. So, technically we have seven, but this would be the seventh garbage route. And then additional residential uh landfill and residential recycling routes in FY29. Um, this is again a person and a truck. We would buy the trucks in FY28 because it takes 10 to 12 months to get a truck in once we order it. Now, it does now. It does now. It's better. So, um, things have improved, but uh, this would be the 12th landfill route and the ninth recycle route um, starting in FY29. uh maintenance program manager. As you currently may know, we have a maintenance team. Their main job is to deliver containers, whether it be residential containers or commercial containers. And um also they help with uh the preventative maintenance items on our trucks as far as the daily the the greasing the trucks. Um you know, helping with uh pre and postrip inspections, that kind of thing every morning. But um also um this maintenance program manager looking at this to be a fleet liaison and and also uh oversee

the maintenance program. That's correct.

Yes sir. Yes sir. containers. So that would be an additional duty for that for that person to be the but not their truck peril. Thank you. Um, as y'all know, when we built the new complex, we have a paint booth and we we started painting dumpsters. And so, this is a new initiative that we I want to continue um to grow. And it's actually my intent to put every commercial dumpster on like a two-year cycle where we're actually going picking up, bringing it back in, repainting it, making sure it has new lids, all of that. And improve our look of our dumpsters out in the city. Um, it's one thing we've already started doing. I'm very happy to say that with our paint remix program that we're painting dumpsters with the paint that we remix that is getting recycled. So,

thank you. This is for um a new swing position in FY27 for the residential landfill team. Um we're currently going to 11 routes this year. Um and so and we have two swing positions. um we're managing, but sometimes people call in sick, people don't show up to work. Um the swing drivers actually fill in for whoever's not there on those routes. And um some days it's more trying than others, but it's allows for vacation, allows that's what swing drivers do. Um allows for people to take vacations for sick time, fill in um when there's emergency needs for families or something like that. But um And thank y'all. We we actually just promoted five drivers to team leads. And so these they're also swing position, but they're a team lead also. And so in each subdivision, we have one team lead. And um I would like to have another swing driver that's not a team lead. And in FY27, if that makes sense. Um FY28, um additional roll off. This would be the 11th route. uh mayor that you know um it's a busy group but um we are keeping up with demand but I I can see in the future where we're going to need to add another route so it's a driver and a rolloff truck in FY28 and in in our recycle transfer warehouse. I know that y'all been out and seen that um process where we dump our recycling, you know, on the floor

and we um load the the 18 wheelers um and we ship the uh single stream recycling to Balcone's resources and the stuff that's already um not mixed like cardboard. We we bail that and ship that directly to the paper mills. And so in that warehouse, there's three guys that work. Um there there's a crew leader and two equipment operators. Um we do have a fourth person on that team that's a recycle assistant. His main job is to be at the drop off centers, go out and make sure those are clean. He he also has a route of Temple Daily Telegram, the schools and stuff like that where we pick up paper. And so his job is mainly out in the field, but he has to a lot of times come in and fill in for one of those equipment operators during lunch almost every day. I'd like to have two guys in that warehouse at all times for safety. Um, there's trucks backing up, dumping, there's equipment moving. I always want two guys in there watching. And so, and FY29, I could see the need where we we're going to need another person as as we're growing um with that operation. I don't want too many people in there. It's you get too many people moving, it's it's unsafe, but we do need a third Yeah, a third equipment operator. And this is just this slide is just kind of all my request in fiscal year. So um FY27 the dash cams uh the sideload containers and the residential swing driver and then FY28 29 the rest. Happy to answer any questions. I was just curious on the recycle. How big of an issue do you have trash?

We do not sort it. Okay. So everything with our um contract with by ponies. We do a um a study twice a year to see how much trash is in there. Um I think this last time we were 13%. um which is we're below the national average so we're actually doing really good um and we used to be as high as 25%.

Okay. So and we don't pay or we don't get paid on the res for that percentage of so that's why education is a key and the biggest change that's helped us is when we started collect collecting trash and recycling in the same day with the houses right so if you had a in the past if you had a garbage day on Monday and a recycle day on Thursday you would throw your nasty garbage in the recycle can it's because you want it gone to your house you don't want it there till Monday again Right. So that it was just human nature and that that has been the biggest change uh to help us with our numbers. That was going to be my second question is how how is that affected? Yeah. Yeah. Picking up everything on one day.

It it actually has improved our whole system. Okay. Yeah. Okay. Thank you.

Thank you. Your day is Wednesday and it hadn't been picked up. What? He just did that in public. It's on public record. We'll get it. Yeah. Thank you.

It's okay. personal. Yeah. So, you hit critical on all the things, right? Because I'm gonna Yeah, exactly. He owes you something. That's it. Thank you. picture.

Good morning. How are y'all? Transportation services.

Switching over. Kenny's my hero this week. Had to feel four or five emails and calls for me and I appreciate you. There was only one of them that was pretty rough. It's time.

I think we're ready.

Okay. transportation services. I'm a uh mine's really short and kind of really to the point. Uh I think you're going to notice all but one of mine have leadership priority. So seems critical, but infrastructure maintenance manager over streets. Right now what I have is I have five foremen that four foremen that report to one division director. And uh I think we're moving toward that management level in in most divisions and I'm kind of behind the curve on that. And there there's several things that it'll help us do and it's really critical for us because we're really getting into more of the technology and we're trying to be more proactive instead of reactive and this is really going to help as we grow in cruise and our in our business plan. We're going to have to have a middle line of management that I would like to into place first. Um what we have now is the our foremen need to be out in the field more, but they're in doing the training. They're in doing the the hiring, the interviewing, and all and all this other stuff where I need that mental management. And I have division directors that are acting more like managers instead of directors. So, this is going to help us fill in a gap that we have and free those foremen up to be out in the field and monitor that can talk to the citizens more than they do now. So, it's really it's it's really an important piece as we grow these crews that you'll see in our business plan that I get this put in here fairly quickly to get ready for those crews to come in. Uh second thing is our payment condition software. Uh this is kind of a a number of things. This is collection of the collection of the information and the payment assessment. This is putting it together and this is maintaining it. And

right now we're looking at a year one cost of about 420,000. And the way we're going to approach this is we're going to put these little AI cameras on some of Justin's uh recycle trucks and they're collecting pavement data and sidewalk data and rideway data as they go through their routes. I'm getting that data back and the software has turned it into a payment rating system for us and maintaining that for us and it's a constant going instead of us doing it every five years. And so it's going to be really really helpful for us. And this is something that we haven't done a pavement rating since 2020. And we're still working off that rating. We haven't accomplished that that whole, you know, to to get us what we have is and the city had a PCI which is payment condition index up 75 on average. We're currently budgeted to maintain that 75%. And we've done better than that. We've actually raised it about 4%. With the funding y'all give us through capital and through operations. So that's great. And we weren't really projecting to do that and it happened. It did. So we're on the right track. So now it's time to go through and do another payment condition report and something that we can keep doing that we we don't have to worry about going back and doing this all the time and using the AI text changing all the time. So, you know, but we uh this will help support our requests for overlay and slurry seal and crack seal and total reconstruction. So, this is very important that we do this because we haven't done it since 2020. So, We did that to a contract service and we're using a little bit better tech with AI and it's not only going to help us in the payment assessment, it's also going to help us in sidewalk assessment,

some other rideway issues that it picks up and we can calculate. So, how much should this help you identify early?

Absolutely. What we can do is it identifies and puts together roads through the paper through the PCI and we look at that PCI and say okay from just say we go from 95 to SE 70 and when you get into that 70 range you you really don't you sometimes you can get away with the slurry that's where the visual and we go out there and look sometimes you you do have to do an overlay you know just like your 60s sometimes you can get away with an overlay and another 10 or 15 years on the street. Sometimes you're going to waste money. I mean, the the the subgrade so bad that it would just be a waste of money. So, and uh we we eventually want to get into like an in-house rehab crew where we do the full depth reconstruction on some streets, especially uh especially inside the older areas of town that that's what we need. Uh, and right now we just don't have a path to do that. But this will recognize those better for us and put us on a path and we can give you a number. This is what it's going to cost. So

it does and we have we have in Temple we're very we have a pretty aggressive crackill program. We we do we have we have four people that do that every day. Weather is allowing them to do it, you know. Uh, and to be honest with you, we get a little heat for especially when we get into residential because they don't like the cracks in their street. They don't like the black lines that we've drew in their street. So sometimes it's, you know, dinged if you do and ded if you don't. So that's big in saving. It is. It helps. It does. Anytime you can keep that moisture getting underneath that asphalt, it helps. That it will also monitor sidewalks.

It will. They they they've come up when we originally talked to them a couple years ago, they said they were developing that and they have developed it since then. So, uh how it does it, I have no idea. No question. No idea. So, that's going to be great. Especially north side, east side overgrown trees are pulling up the sidewalks, the roots, you know, are pushing up the sidewalks. We we've stayed we've stayed in touch with this particular company that's kind of leading this off and uh they're adding to what they can accomplish with their technology. It seems to be yearly, you know, they can do something else. So, and then they can just upgrade what we already have.

Well, what they'll do is is they give us that raw information and we will have to find subtop and there's a lot of companies that do it. One company in particular we already have that will convert that into a inventory and a maintenance schedule. So, and and they can they they can do that too, but it's I think it's more money than we need to spend when we already have something in place we can utilize to do that to gather that information. So, and we'll work that out as and and you know, this is a 2027 item. So, if this is funded, we'll work that out and maybe, you know, we'll see where we go. Uh I I honestly think after talking to them last week and I didn't get a I think that 420 is going to be a little high. I think we're going to get in there a little cheaper once we really I I do. So, uh matter of fact, I'm confident enough to say that in front of y'all that I think we're going to get in there a little cheaper than that. So, uh upgrade the MMUs. MMU is malfunction management unit. And you have to have these. These and what we have now is is the ones we use now are they're not you can't even get them repaired. We send them off, have them recalibrated. We we have a machine that recalibrates them in house. Uh we the what we have now is no longer supportive. And if these don't work, signal doesn't work. Best team gets flash. These are These are what two keeps two cars from there. There is an infinite number of protection to keep two greens from going with each other. But this is where it starts. This is the act everybody thinks the controllers the brains. Well, it is on timing, but this is the brains to keep to safety. And uh so we're we're want to replace all of them. That way they'll all be supported. It's about $115,000 and that gives us some spares.

These things are hardy pieces of equipment. They don't, if you'll look here, I'm going to point it out. This is a card that is unique, like a fingerprint to each individual signal. And we solder those jumpers in there, and that's what that runs that signal. That helps us know if this if these two what we call um barriers cross, then give it a flash, something's wrong. And so, usually what goes wrong is that and we can just mimic it and replace it and it's good, but they're starting to go bad on us because they're old. Some of them are from the early 90s that we're using. And uh so we're going with a company called EDI and we have a few of those, but these are already obsolete that we bought last year. They're not supporting these units anymore. They're coming out with it is coming out with a brand new unit so in July. So this is this is really just to be honest with you a must have for us. It really is to get them all replaced.

115 gets every gets every signal in Temple. Yes, sir. Yes, sir. How many again? How many lights we have? 80 with three coming up with three in design right now. And I think two of those are pretty definite and one is there's some dependent, but I feel pretty confident it's going to be. So, by the end of 27, early 28, you should have additional three lights. If we didn't do this, would you be able to put the new ones in the new signals? They come with them. So, they will work together.

Yeah. Just like the next slide I got is your battery. We're ordering all our new cabinets fully loaded with the latest tech. So, and uh that comes to the next slide is our battery backup units. Uh we have we're in this will be the fourth year that we with these battery backups and our signals and it has been a game changer for us especially on the signals along the interstate when we lose power they stay running and one of the things that I'm kind of tell is those signals run on those batteries 24/7 they never have a direct line they run on them batteries 24/7 and the power we have to them keep the batteries charged so they're always running on those batteries

nothing changes the power goes downcept You don't even know what happens. Don't even know what happens when the power goes out. And we'll shut down some systems. We'll run it on a fixed time. We'll shut down the cameras. We'll shut down the detection to to because the the video cameras eat up a lot of power. So, we shut it down to a bare minimum to operate that signal when the power goes out. and what y'all granted us in through green our current management system where we can do that really quick and on the on the fly from from a remote location. So in that first slide that was the monitoring system we use. So this is simply year four or five to get them all done. So and anything we buy now comes with battery backup and the most update piece of equipment. So we're not we don't we're not having to buy to for for the future. And what we do is is when we build the signal, we supply the cabinet and stuff like that because even on a text road because we want our stuff on there and we get it a lot cheaper than a contractor's going to give it to us. So we buy that stuff ourselves and supply to the contractor to install. So we cut the price in half when we buy we have a better contract. How we have to change

about we have in 20 in our 32 budget will be our first change. So we're looking at about 10 years. 5 to 10 dep. It depends. It it really depends. B these batteries are just like every other battery that uh uh you just don't know what you're going to get sometimes. You know, they'll last. And so I went to Walmart and bought me a lawn mower battery here a while back and I asked it was elderly lady asked you know what the warranty was and she told me I said that's not much of a warranty she told not much of a battery you know was honest with me so we we get them from the same these are all gel cells they're not liquid cells so we have to put gel cells on public rideway for accidents and splatter so

there's some way they tell you if they're yeah we we monitor their their condition yes monitor their condition so uh we can look on my and tell you how how a life is on a battery signal. So, uh, concrete crew. This is an FY31. Uh, this is another Oh, I got to go back. If you look at all of them, they're all leadership priorities. I just want to bring that up. This one's also a Jessica priority. That's one of the houses that you did for me. They were so pleased. There was that was terrible, terrible lift

from one of the tree stumps. And as a kid, I used to fly over that on my bike. Um, and it's still, it was still there. So, thank you for fixing it. Now, you've taken away the kids. I know.

Yeah, we're stripping the fun down of it. Uh this is a hot topic. We have a list of a couple hundred requests just from citizens. Uh we we try to assist Kenton with his water stuff because it is partially paid by that. Uh we do get into bigger projects where we can't jump in there when we should. Um, even with this other crew, it's years to catch up, but it just gives us a little bit more. And the word's out that we do this. The word is out, you know.

Sorry.

And uh, and so we have a lot of sidewalks in Temple that need to be done. We have a lot of gaps and I'm not going to go into our our planning stuff, but we have a lot of gaps where a builder can put a sidewalk in in front of one house. They can skip a house, they don't want it, and put so I have gaps. I need to fill in those gaps. You know, curbing gutters the same way, especially in the store district. I you know you can if if generally if a curb and gutter is offset by this much the whole road needs to be rebuilt because that's really going to be one of the last things to move you know but there are some areas we can improve drainage we can improve a lot of things with curving gutter and we do have a long list of curbing gutter we try to get rid of the standing water with this crew and move it on down again it's in31 to me it's a very high priority uh I've fought to get concrete back for a long time after we lost it in about 2013. And uh but uh and it saves a lot of money compared to contract prices. We're doing it for probably 10%. Really? It saves a lot of money.

30 I mean 2031. Is that too far? All of these present kind of matter. And that's part of what we're doing today. Which one is the most important thing to find first?

Uh you'll see an upfront cost of 580,000. That's to get all the equipment and then with materials and folks. It's an annual cost about $213,000. I don't

and he has a minimum most of kittens works 10 ft. He has a minimum of 25 ft. So I think that's part of the issue with him and I understand why he did it like that. I do. But I don't I don't I don't use him anymore. That was my goal is not to call, you know. He does good work, but signal maintenance technician. Uh currently we have 80 signals, three on board. Uh we have 289 pedestrian lots that we maintain, 144 roadway lots and uh we currently do that with three traffic signal technicians. Uh they're getting more complex as we go with the controllers and everything. Oh, bit of good news. I just want to say this in front of the group. You have different stages of technicians through what they call ISMA. And everybody uses this this company that license and certifies these tags. And uh we have one apprentice and we have one tech two. We actually had a guy pass the national test and he we have one of the only tech fours around here and this was a couple weeks ago. So we we we and that means uh we have two tech fours. Our division director is also a tech four. So it was pretty good news. And what our goal is to get all of them in tech four. But you got to have yours. You have to have years and it's not just simply go take a test. You have so many years in field and game. So and traffic signal folks do not grow on trees. It is hard to get them. So it always makes me nervous when we get somebody high up there that you know because they can have a job the next day anywhere in the country. So uh this is pretty important. One of the reasons it's important is we inherited these textile lights on the loop. Uh and those same three guys are the same ones

that are maintaining them. We spent about two weeks with all three techs trying to get the loop lights going through changing bulbs, ballasts and stuff like that. And we also have the headlights to maintain. Now, we're looking at going solar with those. We've already put 20 solars in, less maintenance, and we want to see how how much lifespan we get out of those. So, they're actually a little brighter than the other ones to be honest with you. So, 100,000 50,000 originally and then I guess they caught up on their paperwork finally said, "Okay, we're going to give you the rest of them." Thanks.

That wasn't We already had the the traffic signals at 50,000 and then there was other things that changed that give us the actual high mass lighting I believe. So every so has no more lights in temple. Every one of the lights they do on on the interstates where the loop 363 all the way around it lights are ours now

of our population size.

We had a small section of the loot and now we got it all. And that's makes this position pretty critical because and that this comes with a truck and a a high mass truck and a tech. And what we have is we have the techs we have the city broke it into three sections. Each tech has its own section. He's the first to respond to that. He does the maintenance in that section and each one of them have their own section and that keeps us you know and of course we have an apprentice over here in this section. He can always call that tech for come over and help you with something right away in alley maintenance. There's your um my personal opinion is It belongs to the city. It's a right away. We should be maintaining it. And uh currently, I think we have an ordinance that kind of lays that off on the citizens. But uh we even though we don't pick up garbage, we still have water meters, gas meters, and uh so we really have nobody that goes in here and trims and keeps it clean and keeps the trees up where they should be. This is a pretty hefty price tag in year one because the equipment we have to purchase with it and then after that the annual cost I don't think it's too big. So

how since we're not doing it now couple years and then I think I think we'll I think we'll get there. I think we have 80 80 linear miles, you know, and that's counting downtown. That's counting the Kenyan Creek area. We don't have a lot of vegetation, but it's really So, we're not talking about having to catch up in all 80, but once you start doing it, it's a routine maintenance thing for them. So,

it should it should. It absolutely should. So, My last one. This didn't make the leadership. I think it should have, but it didn't. This is an additional drainage. There there's two things I bought in the past 20 years that every mowing company on earth is crappy because I can't keep from Toro to Skagg to Hustler. We've had them all. Can't keep can't keep them running or I just keep hiring the worst operators. state of Texas. I, you know, wanted to. So, and so I finally come to the conclusion that what we're doing with it, it's just not really built for. So, I've talked to Sherry very nicely and got some money to buy a brush hog head shredder for the front of one of our skid loaders. Been a game changer. Just plows right through it. No maintenance. It just doesn't. We still need to keep the mowers around for like some of the neighborhood detention ponds that are well greened, but most of it drainage channels and rough going. And so this is the direction I want to go for those. And we have one, but I would like to have one that's just dedicated for for this kind of ming because the other one we have we have to do other stuff with, so it's not always available. And I would like to have one that's just dedicated for this. And it's even it's comparable some of these heavy dut pricewise with them. So, that is a that is a new ad for us. So, and uh I was waiting on the price, but I think we're looking at about 140,000 attachments.

That's attachments. That's what Yeah, the shredders aren't very expensive. I think they run six is what we

in a bucket. Yeah. In a bucket. Yeah. Yeah. It's two different things. Well, I'm not buying a mulchure. So, it's different attachment. Any questions? generally how it depends on how the size of them.

Uh we use a skid loader on some we have to get in there with a heavier piece of equipment. We don't like to because we can do damage to the rip wrap. Uh and are are we on top of it like no because we have miles and miles of this. Also remember this that we maintain right away drainage. We will clear easements for positive water flow but we don't maintain them because somebody And so if we have an obstruction, we'll go in there and clear it, but we don't constantly mow it or keep up with it if it's on private property. We have

if we can get to it. We have a little bit of a matrix that if I can't get to it and everybody's block me in it's really sometimes almost impossible. A lot of times what we do when trees fall in them and we can get equipment, we try to cut them up and just float the logs down to the nearest place where we can grab them once it rains again. I mean, it's sad, but it works. It works. So, yes, we do on the concrete stuff and the gabon and rip wrap. We spray. Yes. I'm wondering,

but but We don't we don't use Roundup. So we we have to we have to have a chemical that is uh safe for fish even though they're dry creek beds. I don't y'all do anything with those the mowers that have the booms can go up sideways.

Yes, we utilize one of those for our bigger our bigger drainage areas and stuff. We do have a boom mower. We have a 16 foot shredder. Then we do our regional detention ponds. Yes. I assume a lot.

Yeah, I mean I I can't afford we we do have the remote control mower which has helped us with that. Uh we stay behind to be honest with you on mowing. Uh we have one crew, three people and uh in our business plan is another crew for that but we just can't keep up. So we already have that's that's not one of these is it?

No it did not make priority. It did not make priority and it's about level of service you know right now we do I'm probably you know I think the max is like another crew we cut it in half. I think we get to rate 10 weeks and we can cut that in half with another crew basically. it is in our business. So okay, so one thing to keep in mind

we don't do We're doing a great femat not to restructure proposal for you all. The same company add to address the drainage structure.

I don't know any reasons deneral funds are already stretched with what you have to cover with general funds. So it would be recommendation to adjust the coverage we have three people We will be having them present almost ready for that. We just had a staffing last week on that.

Anything else? And that would be for that new fee structure. Obviously, that'd be for the adoption for 27. Okay. You could do it before.

I don't think you can do it before. And then we have to say about you have to tie it to a it has to be tied into a meaningful element that is in relation to why. for drainage. The most defensible way to do that is to tie it to impous. So the larger size that you have and the more concrete or asphalt or building that you have on that contraport based on the impervious cover. So we are well on our way to determining assessing all of the property within the community to give you an idea of what that would look like. But it would still need several months to implement it in our billing system. Make sure people are aware of it and and the change would be primarily change or reser don't that need to change. But on the commercial side, it's a completely different way. It's just what we're doing right now. So be a more significant change.

Probably not.

So We'll break you guys up on that. I just wanted to point out

right at the end. The last one on there was Oh, that's that's one. Uh it uh it's kind of recurs every year. So we put it in there and it's one of the hidden slides

right now. That's we don't have a crew that can do that contracted out. Yes, sir. We can do some if we're in a crunch, we can do some we have one machine uh but we we can't do long sections. We can basically some intersections and stuff, but we have to break a crew off to go do that because we don't have a designated crew for it. So, we definitely can't keep up with refreshing those when they need to be refreshed.

Nope, we did it. I work I give them some overtime and they did it on the weekend because it was I it would have took it takes quite a while to get a company in here to do it. Uh we we basically have one company that we trust and they know Temple is DI out of Bert and Tech keeps them covered up.

I'm noticing that I'm not seeing as many Well, we got a little rain. So, yes. proposed again of the top priorities.

Kenny, are you finished? Yes, sir. Council, anybody have anything for Kenny? How are we doing on time? Reconvene. And it looks like we have Eupford up. not to listen to these. Am I supposed to be doing something?

Okay. I'm sure I'm supposed to be doing several things. So, um, my requests the the ranking have mostly to do with personnel. So I decided to do my presentation to the org chart so you all could see how it would grow with some explanation. This is our current uh org chart. Um recently moved uh code under our assistant director Chad. Uh there was some conversation with city manager's office and I think that was the right thing to do. Kind of spread out our direct reports a little better and Chad I was a little too close to some of the code issues. So um trying to get out of that a little bit, let them handle their job. They're doing great work. Uh and Chad, of course, has a good and unique perspective different than mine on some stuff. Um and seems to be doing a great job. So, it's been a few months.

Chad's number.

You are. I am. I've got a card here with Chad's number for everybody. Call Chad, not me. No, that is not what I'm saying. Of course, you call um and So uh Chad's direct reports are the code manager and our transform temple foreman Henry who a lot of you all know as well and then uh mine are Chad and the parking manager and our new service delivery manager um Brian who's great guy uh comes from a tech background so he's really helping us kind of sort out and project management so sort out get our stuff automated our reports automated uh getting us tightened up and we appreciate Uh this is the buildout that is in uh through FY32. Everything that is green is added. And I'll go through these year by year and show youall what the and explain what the changes are. Uh by the way, that uh PEO, parking enforcement official in red is uh funded but not hired. We don't feel like we really need them right now. We have one on the ground, so we'll be filling that in later. So, the biggest additions um are the uh service coordinators and our rapid response crews and then that district service manager that y'all can see over to the right under Chad or right there in the center actually. So, oh hey, I got a sticker. uh the the rapid response team and support. Uh the idea is really the the best way for me to to look at it and I I think to explain it is as a huge expansion of our original transformed temple program. If you all will recall transformed temple started Lord years ago, 12 years ago, something a long time ago uh with me and a couple of guys literally driving around downtown picking up trash, addressing issues as we could. Uh the program has grown. We've taken code

compliance and now downtown parking under our wing. Uh under that label uh we changed the name of the department from transform temple to district services to be a little more clear about what we did because of that part partially because of that expansion. Uh so the idea is to identify and address general city concerns. Uh either address them ourselves uh bring if we can't address them bring them to the attention of other departments but to have more eyes on the street. Um, so that's the the the major thing that we're trying to do is find uh find problems out there. Also identify and address junk and debris, illegal dumping, and other nuisance violations which uh are identified by code or other city departments. Uh that can go all the way from just some illegal dumping or a pile of stuff on the side of the road all the way up to huge uh getting a warrant going on somebody's property and cleaning up the junk that that has accumulated over the years. We've done several of those. Uh they will assist with city own uh city of temple owned property maintenance. So that's MOS down trees, etc., etc. Uh that additional warrant cleanup assistance and then uh additional homeless camp cleanups. We're hoping to do all that plus much much more uh kind of as we already do.

The homeless camp cleanup, is that sort of a regular ongoing Is there any fluctuation up or down in that? No. It's pretty pretty stable.

Um, with a moving population, the situation is occurring and they're moving, so we're just grabbing them as we can. The one thing I can say has gotten better is the remember the one over by the the pallet over on 12th or fourth that that one that just got way out of hand that way. Real quick, I feel like those have are not as prominent as they used to be. So, the question then becomes, are they better at hiding? Sure. Sure. Or they're not, you know, it's out in the open. Or is that situation getting better? And I don't have that answer. Understood. Well, that's off topic. I was just curious.

No, no, I for me it's extremely on topic. Okay. Yeah. Thank you. Uh so the rapid response teams um we'd have a manager that that that runs all of that. Uh we have four coordinators who are basically identifying issues and addressing smaller issues and then if it becomes larger uh they would pull in one of these two rapid response teams. And I want to be clear there's four co one manager four coordinators and two rapid response teams. But that's all feathered out through FY32. It's not all a next year ask. And I'll I'll go through that. Sir,

we have it on the rating here. We've got the rapid response east and west and then four are separate. I mean, that all really goes together, right? Well, service coordinators and the rapid response teams, right? And I'll show you as I layer this in, but just so you know, we want the manager in place to help kind of guide that. And also, I hate hiring a bunch of field crew and then hiring somebody who didn't have a say in hiring them because basically you're giving a bunch of people to a manager and nobody knows each other. So, I I want to make them responsible for those crews. One's not any good without the other particularly.

But I do think that's correct. But I do think we can start with two coordinators and one rapid response team, which is what I'm trying to do or what we're suggesting, and then depending on how that works out and kind of get our stuff going and then we can expand that original team. Does that make sense? It makes sense. I just don't know how to rank it when it's got there's six things here that are all that. Well, as if you know what I mean. If I rate them all the kind of the same, I say you put a number one by all. Put them all critical and we'll sistrict one is critical. Yeah,

I think it's rapid response west and district.

Um, so here is our once back to this org chart and then I'm going to zoom in on just this section. I'm sorry, did somebody ask? Okay. So FY27, here's our ask and Mike, I think, or or Council Member Pilington, sorry. Uh I think this kind of helps answer what your question was. Um so what we're asking for in 27, uh and these numbers you see, the not the not the money, but the one, two, three, and four are my rank. So one, we want the manager, two, we want the rapid response crew, and then three and four, we want two of those coordinators to identify the problems. So, I think the manager could identify problems and feed it straight to the rapid response crew without the two coordinators theoretically, but I don't think you could have I don't think you need coordinators without the rapid response crew because you don't actually have anybody. We'd just be putting more burden on the people that are already overburdened. Does that make

you tell everybody we have a problem and we can't fix it? Yeah, that's really that's really it. The other thing I would say is that um I perhaps incorrectly and and and Brenn kind of called me out on this. I my focus has been more code people, more code people more but the code people don't fix problems. The code people identify problems. So what this program is allowing us to do is identify problems with the code crew that we have and then bring these people in to actually fix the problems that they can. So it puts more people on the ground actually fixing issues. So code is still being addressed in a lot of ways but u so that's my thought process

one thing that I would like to point out is that in this phase implementation approach you'll see the position label district but that would not be So we would just we would actually instead of doing it by district we would probably do it west side of 35 and east side of 35 initially. So the labels are full build out but as we step it in we would provide service to the city from the beginning it wouldn't be something where one district would have something that the other district didn't have as we get more resources become more focused in each district but we the chart to reflect the full build, but that wouldn't necessarily implemented. I just wanted to make it clear that if you were three, four or west, you are not getting

while we're ranking it. But I guess my point was that I'm going to rate them all because I really really want that, but I am in favor of the phase. So the phase approach will also help us since this is really a new initiative or you know we have a localized initiative that's being expanded will allow us to learn what we can do and what to expect um rather than throwing a I I would prefer to have it phased than give me everybody all at once then everything's chaos and um we don't really have a good plan moving forward. We can play with it a little bit with fewer people. I guess district services manager is too. That's part of the same thing,

right? So, if you Well, here, let me go back. So, there's no manager currently. So, we're layering in that manager that will be both over our downtown existing transformed temple program and this new stuff that we're adding. And thank you, Brent, for explaining that. I have a whole lot of critical But it's really kind of one program. So I think you should focus all your criticals in district services and let everybody else do whatever they want. I was just giving them my opinion.

Uh anyway, so um we've already gone through this. Uh nothing for FY28. We're skipping ahead to FY29. Uh where we're adding a code team leader. So that's to assist the manager. uh this would be an active code enforcement officer but also out there in the field assisting um assisting the code guys with information or or help or more difficult uh cases. Uh we have a senior code officer currently who fills some of that position but his focus is on substandard housing and he's really senior because of time and uh his knowledge. this team leader would actually be helping supervise these people more than than Jeff does.

How would that because there's that's all that we have left as you dig out all the district services stuff is service coordinators um exactly what would would they overlap a lot with with with the rapid response stuff response. Yeah. What's the other the coordinator service coordinate four service coordinators here and then for code compliance would they overlap or is that completely different

so you know I don't know that I've ever explained this in the state of Texas code compliance officers are forbidden not allowed to fix code problems they can identify and they can send them to court but they are not allowed to pick up trash mow lawns and I think that's so I don't go out and say your grass is too high. By the way, I'll mow your lawn for 50 bucks kind of thing. So, it has to be separate. So, what we've I I may not be answering your question. I think I am. So, I think I think I'm grasping that that's kind of a legal the compliance officer can say the grass is high and we're going to send the thing, but he can't tell. He can't go

he can't tell somebody to from the city. Well, he can, but he can tell he can ask Henry to to or Chad to somebody over there to do it. But he

private property private property has got a problem. Okay. So the so that's the split

and there will be obviously will be some overlap which is why we want them the umbrella of the same leadership. The code compiance is focused on private property and going through the required legal channels. people to their issues themselves. We can't we have to give them time to issue public realm things we're responsible for in our rideway or our our property that is going to be a direct um directly by the service coordinators to to whether it's a another department that has primary responsibility for that program. So this is not intended to set up a new street department under that needs to be filled it would go to Kenny's team, but it would be the the active person within that district actively evaluating our respon our areas of responsibility. Uh anything in the public right away in the public realm and referring that back either to a rapid response crew that can handle it quickly if it's a if it's a quick call or a no band kind of area or back to the appropriate get into their typical work order process and get that solved. So instead of us being you know primarily reactive to citizen request or you know we will have someone actively evaluating our our property and getting that into the correct area of responsibility for fixing that issue. Whether it be an existing crew or resource or this new response. That is the intention whereas code will remain on the private property.

Your front yard looks like a homeless campus. Code compiance if it's under the bridge. It's response. I think that's safe generally to say yes sir. Also the the service coordinators I see them just like Bren said feeding it to Kenny, feeding it to somebody else, but can also feed it back to code. Hey, we drove by this house and this looked horrible. Can you take a look at it? coordinator stuff goes out goes beyond your normal department stuff,

right? So once again, kind of like our downtown guys that are cleaning stuff up, walking around, looking at alleys, talking to business owners. That's not city. That's not private property. I mean, you know, the the alleys and stuff that they're trying to help the p what the public sees the public areas. To be fair, I was a little confused about it all to begin with as well. It clicked in my brain.

So FY30 um adding those two final uh service coordinators. FY31, we're adding that final rapid response crew. And then also an in FY31 adding two more code officers to uh handle the growth uh that that Temple is currently seeing. So FY31 has that rapid response crew and two code officers. I think that is it. That is it. If you'all have any questions, Mr. Pilington, do you have any more questions? as they often are. Um,

oh, literally under literally under a private business. That's right. Got it. Took me a second too. that we are going to be the ones debating it and the rapid response crews or other transforms could be the ones performing that work. So there again there will be overlap but the expansion of this program is really about a dedicated resource to both evaluate and routinely inspect public property and have the correct interface both to a rapid response and our overall already established organizational structure to get those issues solved. Um completely reactive.

That's literally Yeah. He's back in the streets and I was talking to Justin when I was back there. Apologize for coming out a while ago with how to handle when there's stuff dumped where it's not somebody's property or it's an empty lot or something. this kind of help with beating Justin that too soon.

Justin and I currently work pretty closely together or my team and Justin's team work pretty closely together. Uh and then city manager's office has asked us to put together some along with PD and some other departments some uh long-term solutions for illegal dumping and actually having a good plan. So we're all we just kind of started that initiative from a multi- departmental that's great to hear. I love our call-in plan on picking up but that has left the hole there on right some of the illegal dumping

there's a lot of things that are happening a lot all illegal dumping that we don't have to send a letter for that that has fallen under code historically but we don't have to send a letter we don't have to we just go pick it up and we still want to hold people accountable and we want to hold property owners responsible um but sometimes there's just a a toilet in the right Thank you. Appreciate that. Or a bag of oranges in a whatever. And it is a fine line between charging people if they get two pickups in a month and having them do that and not go do their second one is an illegal. So I know it's it's all a font lines that I think this

Well, I think personally I feel like the the the people that we're dealing with, the other department heads understand that you need to have a heart. You need to you need to look at it's not all black and white. There's many different things happen and you want to hold people responsible. But sometimes Mike, we got into it with the lady with the fence and all that. It wasn't her fault, but who who's supposed to fix it? So, it's those those needles that we're those that we're threading constantly to to have a heart for service and to help the public, but also hold people responsible responsible. So, I think we're working on a coherent thing and this will help this.

I think we're heading in the right direction for sure. Good. Glad to hear. Yeah, I think 21st and Avenue B looks so much better. I'm sorry. What? 21st and Avenue B. I think that's right. Where that um salvage place was uh behind or to the east of HB. Yes. Looks so much better. You guys have really done amazing work. Talk about a multi-year project. Um and and that's one of those things that has to be code, but we've gotten PD involved. I mean, there was I think fire I think Landy's team got involved. Um it looks so much better.

Well, I'm glad to We'll pass that on. But I agree. I agree. Any other questions or just compliments? I'll take this. Thank you all very much.

Alan's heading to the podium. Got your power. ready. Yeah.

All right. Good morning. Um I'll be presenting the engineering 27 business plan. Um we are a smart growth department under David Olsen. um which like solid waste and streets and drainage um is in public works um under Don Bond. Um all of the priorities um except one um has to do with personnel. Um so these next few slides kind of paint the picture of the needs and and how we're we're laid out. Um we're ma mainly separated into two divisions. The development division side and the capital capital delivery division. Um we've had a ton of change over the last six months. Um of the 13 positions here um seven will be new are or will be new. Um five retirements in there. Um, we're trying to fill the last inspector position. Um, you can see the two vacancies there. And then the other one is a project engineer that we'll start to try to fill here shortly. Um, a new addition in 26 is the real estate acquisition manager. Um, she started on Monday, so we're trying to get her going on that. um the rightway acquisition and for the projects have kind of become a you know bottleneck because of just the volume of of need there. Um the proposed 27 plan um shows the priority one there in red um which would be a project um team team lead um and the position would be needed um really to handle the additional CIP

workload that we currently have and and and will be getting. These next few slides are some metric slides that show the growth um of the department um of the number of contract payments and and projects that we have. Um the top um is the number of contract payments and the bottom two graphs show the you know the dollar amount. Um the bars on the right are broken down per project manager. Um so you can see the numbers on top of the fiscal years. Um the fours are starting there and then it goes to four and a half and five. So those are the the number of project managers that are are dedicated to either managing a project or or other task. Um so what we have built in here in 27 the fiscal year 27 and beyond are what's in the business plan. So the we're trying to we you know the bars we don't want the bars to keep going up and up and up because that's going to be too many projects to to manage per per man per manager. Um so we're um that's why the priorities are adding send some people there.

This this graph is per manager that's showing the ones on the right are yes. Yeah. The the ones on the left that the line graph there is just showing the growth over the years. Um the dark blue is the actual growth or the the you know what we're doing and the the trend line is there in the light blue. Does your trend line include master plan. No, it it does not. So, um it's hard to predict this, but yeah, it would be a really steep line there if you factor all those in. Um you have to, right?

Yes. Yeah, there's department. So you may see some adjustments between now and then on project manager request prepared information. This is subject to adjustment as we continue

and we were trying to find a way to um graphically show the number of projects per PM. It was kind of hard to do that. So this is kind of the best way we've found so far. Um but we are going to be getting 16 or so new projects over the next year, year and a half and on top of um some other projects that we hadn't typically managed in the past but we will be managing. So we we'll have 15 to 25 projects new over the next year, year and a half. going to typically hire a civil engineer to design that project under his leadership. Project managers will be the lead the ultimate owner project uh a owner's rep within the department that will ultimately own it. So for example, parks projects will have an out manager and then on the other man to design that type of project will fall under Austin. and his project managers. So going back or something that would be a vertical construction they would have an owner's rep.

So only two departments will be managing projects going forward. Finally, do we have when we hire like the engineer to manage the project, do you also have project manager over that project as well or is it all um like a consultant engineer? Is that what you're asking? Yes. Yeah, we'll have a a project manager that So, we always have somebody in house over it. They're just not doing as much work if it's consultant, right? The actual design work will be done by the consultants. We almost never in house design.

So the consulting contractor that we're hiring, we're hiring for design services and then in most cases bidding and then onsite construction management services manager the consultant team is the design consultant typically. So with some minor exceptions, James and his team don't design projects. They provide the overall management of professionals that we hire as part of the capital.

Sometimes we have our capital project have one of our inspectors and sometimes the engineer. They always do have a project manager. Yes. from our

And typically on the capital project side, um it would be the consultant inspectors, you know, overseeing those. Um you the construction of those and then on the private development side will be our in-house inspectors inspecting those. Um, these metrics here show uh the same thing pretty much except they're looking at dollar amounts um instead of the number of contract payments. Again, it shows a increase up and up and up there. And then this last metric slide um is over the private development side showing plat permit plan reviews. Um, again with the the bars on the right showing and broken down per reviewer and then the bottom two will it actually shows the number of active permits that are being inspected um right now or over the years. Um and that number actually it's really hard to predict the the trend on this because it's it's private development you know dependent growth dependent. Um this number is expected to actually go higher than what's shown here. Um and I'll go over that here in a minute on some some future slides. So as I mentioned before the um the priority one for us is to hire the team lead on the delivery side. Um, it was planned in 27, so there's no change there. Um, and it's needed, let me go back to the work chart slide here. Um, it's needed for the increased project load. Um, right now we have three main project managers or

engineers. U we're trying to hire um one other right now. And so this this priority one will will create the the new position there. Um and it puts less stress on the division director Sharon. Um and so there's not so many direct reports to her. Um and as we went over lots of detail last year during budget about the structure but as a reminder in our new organiz structure. A team leader is a working member of that team. So that person will still be a project manager. work within that group. This person if manage portfolio projects in addition to providing leadership

Sharon's the division director just promoted to that right now we have Ed Clackey Dalton Anderson and Andrew Maxwell back on that fourth chart we have a we have an position that's already funded.

And yes, and right now Sharon's fairly o overloaded because she's trying to manage everybody. Yeah. And she's got a full load of of projects. So, it's going to be hard for her to really oversee everybody else and and do her own. So the number of projects she's managing really needs to to be reduced.

We haven't we just we're we're going to be starting soon trying to hire the other position ultimately over time. needs to be more management of the division, less management of projects. But that'll have to shift as we get new people. Um so that's priority one. Priority two is a new um addition in the business plan. Um proposing it in 27. It's the career ladder for the project inspectors. Um, you know, with the three retirements that we had this past fall, we have filled the lead in one of the the inspector positions and we're trying to hire the the third now. Um, it's been difficult um finding someone with enough experience and then being able to match the the pay offered you with their experience. Um, so I think this career ladder or adding it will um give another step there to people that do have experience that we're finding that uh we'll be able to offer more more money to um because we've lost a few you know candidates because because of that um and also the people you in in the position with lesser experience as they gain experience and growth they have some room to to grow you in the department.

and it's a low budget, you know, impact there on the on the career letter. Um, priority three is adding um a fourth inspector. Um, it was in the plan in 29 and I'm proposing to move it forward to 28. Um, currently the inspectors are overloaded. uh they can't get around to see you to see everything. Um hiring the third inspector is going to help a lot. Um but there there's just a lot of growth on the development side, a lot of projects to oversee. Um and in addition to that, um we will potentially be inspecting dry utility installations, um which is going to add a lot of workload to that group. Um,

that's not a mandate, but something there are limits to what we can do because the state has granted us. I did ask research concerns that you all brought to the table. So if we do that, that's a presentation that will be up to you in the next few weeks. But if you do implement that right now we don't have a lot of control over Rivhead.

Um, I just wanted to throw in often contractors working on behalf of the private utilities will contact the city hall. They expect us to have a peritting process often and they get from city hall out to public works and you know just kind of it's a little awkward to tell them we don't have a process I would like. So that's most

so the contractors that work you know, in other communities, you with the permit, they think we have a permit, so they give us plans to review and we'll do a courtesy review and and but there's no official process for that, right?

That's not a mandate, but service level. And it's probably the contractors who are not inclined to ask about a permit. They're probably the ones who want to see probably more important over the arin contractor's perspective. It's aggravating that we have to clean stuff up. These next two um are in future years FY29 and then either 32 or the future there. Um the current plan showed to hire the the planning team project engineer first. I'm proposing to move the team lead first. Um but these two positions will start um um a um forgot the terminology here, but the another service uh to kind of o oversee the planning, you know, in the city. Um right now it's kind of a side function that the the project managers do um and people in the department do um and it can be, you know, timeconuming at times. Um and the neighborhood plans and reviewing those, making sure we're in alignment with them. um making sure we're giving engineering input, you know, in into those. Um so this this team lead position will kind of set that group up um set the coordinations between the departments um and and help drive the long and planning.

Right now projects that result from master planicated master day project managers are also taking so long not just focus on the project that's funded in front of us but what how do we be preparing This is more planning project management. Sometimes the long range can get lost because you're so overloaded with the day-to-day place. and consultants are great and we need their resources. Like for example,

just practically speaking, no one's going unless there's someone inside the house saying, "Hey, we need to look at how we're going to manage our water for the next years." not just automatically come up with that longm organized in that. We talk about projects like planning the ASR planning future where you know we have a water master plan that looks at how we expand our water right structure or what does our mobility look like? That would be this team responsibility and then those individual projects that come out of that would then be handed off to the project delivery team and they would all fall under the direction of sharing. So she would have two teams working for her, one looking at the longterm vision and then implementing the projects that are funded and ready to be delivered to the consultants where you would probably

have probably a a comprehensive water plan. You're probably not going to just have one consultant that has the expertise to do everything that we need. It will be undergoing an update to the water waste water master plan. So, you know, in the future this position would I think manage help.

We have you all recently approved with the local industry and managing that project as the as we just don't have someone who can take on the long. And then the last priority here is the replacement truck and it's just replacing in 2030 um a 12-y old truck at that point.

See the road on any questions? council anything for James.

Thank you. Thank you. organes. Good. Anything for staff before we g out

time? It's 20 minutes till 11 and we are journed.