San Angelo City Council Strategic Planning Session 3-8-16

[0:00:00] The workshop is very informal. I Want to make sure that anyone and everyone wants to participate we there definitely want to hear from the city council members But we have staff here as well to get your input the I'm trying to speak loudly, but I think I'm doing some back away though, so it's good now What I want to do is start off with just an overview of the workshop, as I mentioned, this is supposed to be very informal. What we'll be doing starting off with is the Vision Mission Statement and Values. I'll be sharing that information with you. Last year during our workshop we discussed the Vision Mission. City Council members, you participated in some that wording. We had a meeting with the staff, a workshop where we developed or fine-tuned that vision and mission statement. I'll share that with you today. Next we'll be doing the sales tax challenges and strategies. This past year has been a little bit of a tougher year for us when it comes to sales tax revenues. Some of those revenues of course have dropped off. So what we wanted to do is make sure that we shared that information with you, but also discuss the strategies we're taking a look at to make sure that we maintain a balanced budget. Next, we'll be doing the review and discussion of the CIP. Morgan is here. She was there at City Council last week to kind of go over the CIP. She went through it very quickly with the understanding that we would be a little more thorough today. She doesn't have some handouts that you have received in the folders that has the levels one, two, and three of the CIP for your review. That'll be followed up by Rick Weiss who will be doing the developing the CIP parties for the City Council. Now, we already have the input from the citizens.

[0:02:02] We've done that through public workshops. We've also received input through the internet. But today what we want to do is make sure that we get the City Council's priorities for the CIP. So, again, Rick will be working on that part of it. Michael and then staff will be doing the update on the top five strategic priorities that we've had in place actually for the last couple of years. So again, we'll be doing that to Michael and the staff. And then finally, we'll be doing the development of the new strategic priorities, which I'll cover. We may change the top five priorities based on what you would like to see happen, make some adjustments to fine tune it, or even add some new priorities to that. We will be adjourning that to that, but I do want to point out that at 11 o'clock, we'll be heading to the chamber luncheon. For those of you who will be participating in that, we'll close up at 11 o'clock, reconvene at 1.30, and hopefully it won't be much longer after that to conclude with the workshop. I did try to simplify the workshop to make it easier to understand and also to get through it a little bit more quickly. So we can all get back to our jobs. What I'll do now is start off with the purpose of strategic planning, and it's really for setting direction and priorities for next year. We have, basically we're going to be focused on today is where we want to go, where we are right now, where we want to go. So we'll get a lot of updates of where we are right now. It also allows us to make adjustments as necessary. I mentioned the top five priorities that we've had, strategic priorities, today we'll be be taking a look at that and possibly making adjustments to that as well. When is this done? Of course it's done annually and it's done right before the budget process. We always want to make sure that we have the City Council's input before we start working on the budget itself to make sure that we incorporate any and all of the priorities that we have established today. So who's involved? Of course everyone around here, we have the City Council, we have members of the City

[0:04:03] Manager's Office and of course all the directors. We want to ensure all the different thinking styles. have diversity through the City Council with their experiences and of course we have the directors as well who have specific experience and expertise in the different fields. Again the agenda we are going to be focused on is where we are now what we want to be here in the near future and also how are we going to get there. Now as I mentioned a while ago I want to really make this a little bit short of workshop we know that we have this day scheduled typically a strategic planning workshop is about three to five days, and that's going through a SWOT analysis and doing everything that you have to do, but today really all we want to do is to get the directive of the City Council of those priorities. The City staff will then go back and we'll have our workshops to develop those strategies and those goals to make sure that we realize the priorities and the directives that you have given us. So let's talk the Division of Mission Statement. Again, last year we did this activity, we did the wording, we said staff came back and fine tuned it, so I just want to go through this very briefly and share what we actually came up with. Why do we need a vision and mission statement? Well, the vision and the mission, they drive the goals. The goals, strategies, and actions should always align with the vision and mission. Of course, performance measurements indicate whether the goals are being achieved and thus if the progress is being made toward the realization of that vision. Next, a vision statement spells out the future direction of the organization, the word sees itself in the long term, it points to what the organization is heading. So some of the characteristics of the vision, it's future casting. It usually starts with a 2B or will be comment on there. It's clear and visible. You must be able to see yourself on the top of the mountain, kind of clicheish, but that's exactly where you should be able to see yourself through that vision. Next, you must be able to see the vision. If you can't, your team won't see it either. It has to be audacious as we discussed last year, think big, we can challenge ourselves

[0:06:07] to accomplish a lot more by doing so. It has to be descriptive. Have a vision statement that is only one sentence long, kind of short, something that staff and everyone else can actually remember or memorize. Somebody asks you what is your vision, you should be able to state it immediately. And the time frame should be anywhere from five years to as long as 20 years as well. Now talking and switching over from the vision to the mission statement, what is the mission statement? The mission statement describes the reason an organization exists is used to help guide decisions about priorities, actions, and responsibilities against some of the characteristics as a today type of statement. Usually starts with a two opening sentence and it also should be memorable. Characteristics again, it's inspiring, it's market focused, who are we serving, what values that we are providing and what do you want to be remembered for. Now the vision and the admission statement all kind of focused around the city's core values and we have stated the staff that our core values are excellence and service, vision and resolve, stewardship and accountability, productivity and efficiency, innovation and resourcefulness, professionalism and respect. The way that we incorporate the core values into the organization, we do a lot of training and staff will tell you that every two months, I do assign a study material, books, training material that they do study upon. They have a month to read that material. We come in a month later, we do a training session and testing on the material, make sure that the city staff has actually grasped the material. Then they have a month to actually apply what they learned. the month is over, they come back and they show information with the other directors and the staff to make sure that we really got everything we possibly could out of the training material, what worked and what didn't. And we learned from each other. But that's one of the ways that we do instill those values within the organization. So, moving on, very short, one sentence, what

[0:08:10] is our vision statement? But we developed, thanks to the City Council, again, some of the wording that we came up with last year, city staff sat down and said, how can we make this short and concise. We came up with to be the Texas standard for opportunity, prosperity, and quality of life. So when you take a look at that, that's all encompassing. You look at economic development, parks and recreation, and the quality of life. Just about all the services that we actually provide within the city can actually be summed up in that one sentence. So we took a look at that as staff. We kind of tossed it around, looked at it, looked at the wording that City Council that had also put into this and we felt that a short one sentence very concise to be a Texas standard for opportunity prosperity and quality of life it's challenging because we really are comparing ourselves to other communities of the cities across the state of Texas there's quite a few of those so that's what we came up with the vision on the vision statement on the mission statement I'm sorry what we this is who we are and what what we're here for and really what We're here for us to deliver excellence in service to the best management practices, a dedicated carrying and productive workforce, innovative solutions and a strong commitment to fiscal responsibility. In our discussions, of course, we felt this was all encompassing as it pertains to the mission of the city of San Angelo, and we felt very strongly that this should be it. So again, a vision statement and the mission statement, and of course, Tina, y'all use this information was when you submit this for our budget correct so but again just wanted to give you a quick overview again thank you for your participation and developing this this past year all we did was just fine-tuned it and I don't know if you have any questions on this I just want to give you an overview of what that vision and mission were okay well that said we will move on to Tina again

[0:10:10] Tina will be discussing the current state of our sales tax revenues where we and strategy to make sure that we maintain a balanced budget. Okay. All right. Okay. Can you hear me? I'll try. Be coordinated enough to do that. Okay. So, of course, the big question we've been getting is what is still sat doing and what are we going to do about it? Oh, okay. Sorry. So, we've of course had our eye on it and monitoring it very closely. come up with some ways that we can try to mitigate the decline in our revenue with what's compared with budget. So first we took a look at how are other cities doing? Some of our sister cities and I do not know how to work this apparently. There we go. Well you can't see that very well but I'll tell you what it says. It's not entirely comparable just because some of the other cities have lower sales tax rates and some have higher than us but Abilene and Wichita Falls are down only slightly from last year Midland and Odessa are down quite a bit more Midland has fallen below 2014 numbers this year while Odessa and the city of San Angelo seem

[0:12:13] to stabilize it at what we were seeing in 2014 so it looks like we're just going back to what a normal would be for our city and not necessarily as drastic as it might seem. So Midland is down $1.3 million this year to date compared with last year, and a Cine as well as down $600,000 from last year here. I don't have the percentage written down. I can get back to you with that though. Next, we We took a look at how are we doing, and so our first model is compared with fiscal year 14 actuals. It projects that we would be approximately $1.3 million under our revenue budget this year, and that's based on, again, comparing what we're seeing this year with 2014 actuals and inputting 2014 actuals in the remaining months of this year to get to an ending balance that would be short by $1.3 million. we're looking at how are we doing model one fiscal year 14 actuals you can see here that if we input the fiscal year 14 actuals into the month of March through September we end up with an ending of deficit of one point three million dollars in our revenue budget. We think that's a reasonable approach because on average this year year to date receipts are right in line with what we were where we were at the end of February in 2014, as there's about $150,000 difference. So we think it's a reasonable approach and that it's a realistic approach. Next, our next model, we took a look at the last four years average revenue receipts. And so on average, if we averaged out the last four years, we would end up with a deficit of $2.1 million

[0:14:14] in our revenue budget. That's, we're kind of showing best in worst case scenario from our perspective. It's still a possibility, but we do have that fiscal year 15 in that four-year average, which skews it because it was just a really good year. And so we feel like the fiscal year 14 efforts would be the most realistic in what we expect to see. What did I just do? The, I think I did say the first slide would show a deficit of 1.3 million. at urine. And so we looked at some ways to try to mitigate that loss to our revenue stream. First of all we looked at what are other cities doing. Like I said earlier, Abilene and Wichita Falls didn't see are not seeing significant deficits. It's not affecting them as much. Midland is discussing the property tax rate and looking for other ways to diversify their economy. In Odessa they adopted a budget with revenue over expenditures. So they've been to how we treat our hotel occupancy tax, where we capture that additional revenue and use it for projects and things like that, or let it fall to fund balance. What we can do immediately, we saw about $30,000 in pay raise savings since we didn't adopt the salary increase until after we adopted the budget, there was just a slight difference due to rounding. We have $211,000 in our contingency account. Our final property evaluations came in about $100,000 more than we expected when we got the final tax rolls. And then we're seeing some savings in our street maintenance program that Shane's putting out for bid, or it's already up for bid. And he expects to see at least $500,000 in savings there, which would still keep us on

[0:16:15] our eight-year cycle that we've talked about all along. So right there, that's $841,000 that we can do immediately to mitigate. Yes. So when we adopted the salary increase after we adopted the budget, and so what we had projected, it was 0.512% or whatever that was, it's just due to rounding because it's such a huge amount of salary multiplied times that percentage so and if I could also add that it's it's also somewhat due to the fact that when we start preparing our budget in April we take staffing levels in April but then when we adopt what the pay raises are going to be in August September there's been some turnover and so some new employees hired in at lower levels some older level employees retiring at and exiting the city at those higher levels and so you'll see that often what we're presenting to you during budget discussions is a worst case scenario to make sure that we can fund all of pay raises and so this year when we actually started divvying out we basically captured what we thought we needed for pay raises, plugged it in one account for the general fund and then one by one divvied it out to each division. So after as a result of that there were $30,000 savings that is still available for any reason. Okay. Okay. You're welcome. Other things we can do immediately, obviously, closely monitor all budget amendments and freeze what city manager would consider discretionary spending, capture savings from projects and contracts, help the use of salary savings for other projects or expenditures, and limit travel unless required for job or certification. districts are intended to say unless approved by city manager because he would still have that authority if he felt like there was a need for one of those to occur. Excuse me. The use of salary savings in the past, if we have salary savings, they first have to

[0:18:20] go to cover the cost of any leave payoffs and then we would want to cover overtime that's to do to the vacancies that are occurring. After that if there are salary savings we sometimes are able to capture that amount and use it for a project or for as a director sees need. And then the travel of course we have about $260,000 left in general fund travel and training budgets. We wouldn't necessarily recommend that until it was definitely needed because we feel like travel and training training or training is important for our staff and then what we can do in the near term we have three just over three hundred thousand dollars in our intergovernmental fund fund balance the intergovernmental fund is where we keep track of grants and all of the divisions departments that are tracked in that fund are general fund supported divisions and departments the money that's left in that fund balance is due to either program income or excess local match that was transferred in and then maybe we didn't max out the grant or didn't need that additional local match and so it just falls to fund balance at your end and so it's built up a fund balance of just over $300,000 in that fund and then there's just over $200,000 in the equipment replacement funds fund balance. Of course we know that that money comes directly from the general fund to support equipment replacement and so that would be a reasonable approach to use it to shore up the deficit and revenue that we're seeing. Question. Yes. I would just like to know how do we categorize equipment because I don't know much of our larger equipment that we can spend $200,000 in it being near enough money. Is this small items or toward large item replacement or is it just any equipment? Shane, can you speak to that? The fund balance that we have here, it falls back from previous year if we didn't, we didn't

[0:20:21] expend all the monies, but yes it goes to anything from police cars to dump trucks to maintainers, it encompasses everything in the equipment replacement fund. And each year we've budgeted about $1.25 million transfer to that equipment replacement fund. It often is not enough to address all of our needs, but we do what we can. So this is, as Shane said, accumulation of many years of slightly under budget. So with that, we've identified over $1.3 million that we can use to, again, shore up that deficit and we feel like we're in a good place. Like I said, our optimistic scenario is that we will be short $1.3 million and we happen to have that much that we can use to assist getting through this year. far as budgeting for the next fiscal year for sales tax revenue of course we plan to be very conservative I think we would probably fall right in line like I said with what we budgeted in fiscal year 14 and what we expect to see this year but we still have a few months left of this year and it remains to be seen whether we'll pick back up or not so with that do you have any questions I'll be happy to Try to answer them. Got you. No, I think you're right. Come on, y'all me down. They tell which ones I'm only looking at. Okay. Okay. Okay.

[0:22:25] Okay. Okay. Up next we'll have Morgan that'll be coming up here and talking about the CIP again should be going over information that we've received from our citizens and also we definitely want to make sure that we get the input from the City Council members on the sales tax challenge and strategies for maintaining a balanced budget if you have any questions please contact us Tina and we'll give you more specific information on that again for the second time we'll move on with Morgan and she'll be doing a CIP presentation. Thank you. Good morning. Sorry, if you don't mind, I'll block you, Russell. This is similar to the conversations we had last council meeting. We just wanted the opportunity to kind of slow it down and spend some more time in it for any questions, for any deeper conversation. As you're aware, we're wrapping up the CIP process. We have one more opportunity for public comment in person this evening with Ms. Grindstaff's neighborhood chat, which is March 8th today, and we are still leaving the online form live, and so we're still seeing those trickle in, and we do encourage folks to still continue to weigh in through that online form. We are still gathering those and reporting them to the council. So we've had five, we have had a total of five live opportunities to share with folks.

[0:24:26] And so we touched on this briefly last week, but just to reiterate, we had first public forum at Lincoln Middle School and the items of note were improvements to the animal shelter. There was support of that, support of the senior citizen center and or the multi-generational facility, whichever got more traction. And of course, you'll see a theme throughout support of Fort Conto improvements in general there. The second public forum we had at the convention center was a little better attended and we had quite a bit of public input and projects that came forward for consideration. The first one again, as I mentioned, support of Fort Conto improvements. There was a suggestion regarding new sidewalk improvement in a specific neighborhood at Knickerbocker and Beatty Road related to potentially partnering a public works project with also a recreation type project with a bird sanctuary viewing platform and so that was a new item brought before the group. There also was a statement regarding the trace reos area and the cleanup regarding a brush and overgrown trees, so not necessarily a CIP, but certainly an item of note that staff is looking into. There continued to be a discussion regarding support of Fairmount Cemetery that we've made progress towards implementing that master plan and having items put in place there with the Colorarium improvements. But of course, that's the first stage in a multi-stage approach. So there was a citizen there that requested that we stay the course on that and continue to make those improvements and implement those items. Then an individual spoke in on behalf of the convention center and the Colosseum.

[0:26:26] There are improvements suggested in the plan related to those two facilities. And so there was support of that. And that pretty much wrapped up the discussion we had live at the convention center. The online forums is where we're continuing to see a lot of growth as far as participation. It's an easy option for folks that are busy or folks that are unavailable at the times that we're having public meetings. And so we're glad to get input in that way as well. Of course, you'll see the overwhelmingly streets and water supply are supported on almost every submission. Of course, that's what we're gonna see again and again until we start to make substantial progress on those items. I know we're implementing practices now but of course it's a little time before the citizens see them from the time that we budget for them and so we're continuing to see citizens support that. We did have 42 submissions in favor of improvements to the police station, 26 in support of improvements to the animal shelter, 24 in support of continued improvements to the Contra River bank stabilization extending that project which we just complete for more linear miles. The Fort Contra improvements again, 12 in support of that, 12 in support of a splash pad which is related to the Love Municipal Pool property, an extension of that recreational area. Again, you'll see a supportive Colosseum improvements, 9 supporting that, and 2 supporting the dog park, and so, you know, we're making progress funding that and moving forward with that. One in support of a zoo, and one in support of the convention center. With that, we'll start going through each of the projects. The way they're listed on your presentation is if they

[0:28:27] have a check mark, they're funding identified. It doesn't mean that there's budgeted dollars yet. It means that we do have a plan to ultimately acquire dollars. If it has a minus sign, a hashtag that means that it is not yet funded and we do not yet have a funding source identified. So you'll see again and again several items related to street reconstruction and so of course the first one before you is the street reconstruction of Bell Street from Kongshoe River to Old Ballinger Highway. The next project and I'm sorry these are going to be your level one in two projects which level one is your infrastructure projects and this is your handout that's a legal size document. They're not, well, level one projects are your infrastructure projects. Level two are your projects, all other projects slated through fiscal year 21. Then your level three projects towards the back are projects that are slated for after fiscal year 21. So we adopt this annual plan with a five-year horizon, but we felt it was we miss of us to ignore things beyond that five-year horizon. So in today's presentation is only the level one in two items, but level three is in your background because they are items of note and they are proposed to be adopted in a plan. So as we start moving through these level one projects, the infrastructure projects, the second one proposed is street reconstruction of going to drive from Houston Heart Expressway to Woodlawn. And these have check marks beside them because we're identifying that they will be funded through the debt issue plan, where we issue so much in debt every few years until we have substantial investment in our streets. The next item there is street reconstruction of Martin Luther King Boulevard from 29th Street to Loop 306. The next item is street reconstruction

[0:30:29] of South 1 Boulevard from Sherwood Way to the Walmart intersection. The next one there is street reconstruction 29th Street from Howard Street to North Bryant Boulevard. And of course, stop me, flag me down if you all want to talk about any of these in detail. We sure can relate this to the project managers and have some discussion. The next item there is also a street project related to the Millen Overlay of Southwest Boulevard from Rockbrook to Twin Mountain. The next item is the Millen Overlay of South College Hills from Loop 306 to Valley View. continuing on with infrastructure. We have proposed the Millen Overlay of North Chabern Street from US Highway 67 to East Conchow Avenue and as we're going through these street projects these are in line with what's been identified in the street survey. We're proposing these projects as we have that survey and information data to back it up and as I mentioned last council meeting we did propose these projects in a little different way than we have in the past in that we're not only considering the construction of the street or the maintenance of the street, but also any water lines or wastewater lines, any utilities that need to be considered at the same time. And so that's a huge progress to be able to identify both of those things at the same time to have a cohesive, efficient effort towards managing our infrastructure. Absolutely. So let's say, similarly, if you were putting water line, sewer line, that was at the front of it. And I would imagine that you were proposing to send a replacement. How are we funding the street? And I think we mentioned this at previous council meeting. What if it's the water sewer line that's in such bad shape that not the street? How is that street then going to be

[0:32:30] dealt with and do some new side of the expenses. Sure. I may defer to Russell to speak specifically to that. I will say that the plan that's been proposed to y'all, when you look at the cost of each of these items, it includes the street and the utility portion of it. But for that specific question, I'm under the photo. You're giving us street priorities. But are there other priorities relating to water sewer line failures than the impact streets and how are we accounting for that? Yes, we did do a, you know, we have a water master plan and a wastewater master plan that have prioritized our different, you know, needs in that respect as far as water and sewer. You know, the streets have been the bigger driver in this right now and that's where we're focusing and all of our efforts are in the street reconstruction. And then also, like Morgan was saying, replacing those water and sewer mains underneath those streets so that we're not undermining our streets and creating any additional work in the future. So we're trying to, we're working together on those issues. My question is more that I think when we're talking, I'm sorry, when we're talking to the public, they say, but what about sewer and water problems? Is there enough money to make sure when you go to hear that? If there's enough street money since right now you're using the street condition as the driver. Right and it's a really good question. The five-year plan, the streets are the driver and the important thing I guess to your question is the utilities in those streets need to be rehabbed as well. Part of what we're going to need to from the utility side is figure out how we're going to keep up with the funding for that and then also looking at what the priorities are beyond that for the water

[0:34:31] and wastewater and you're what you're getting to might actually happen we might end up because of the condition of the utilities it might change the priority of the streets a little bit just because we need to go ahead and do that but the five-year the five-year plan currently the streets are driving the priority but So utilities also need to be improved. And Liz, too, right now, if say the project that they have over there next to Sherwood Way, we're not actually replacing the street at that time. It is just a patch over the top of the utility. As it happens, we're just patching over the top of the utility in the trench at that point. We're not taking care of the whole street at that time, just the portion that was disturbed. I mean, we call up with a question, and I think Shane answered my one question on Joe. When we're talking about, for example, Bill Street, I know that he told me that it's in a design state right now, but Shane, to me, when I see it in the current year column, does that mean it's designed followed by the actual reconstruction or it all falls in this year? Everything that you're seeing up here isn't necessarily in order that y'all approved as far as which ones get done in which order that's up on here. But as you can see it here, you can see where it's funded on your sheet right here where we've already laid out the funding for it for the first phase of the bondletting. And yes, it's in design phase right now, everything that you see here best read is in design phase. And as soon as we bring it out of design phase, we will let that bid and start construction. Okay, so that current year, call on artistic funding. That's, yes. Continuing on with the street maintenance list, the Millen Overlay of North Chabron Street from Highway 67 to East Country Avenue is on there.

[0:36:31] The Millen Overlay of South Chabron Street from West Avenue B to East Avenue L. The Millen Overlay of North Chabron Street from Loop 306 to 43rd Street. The Millen Overlay of Gwynne Drive from Woodlawn to Howard, the Millon Overlay of Johnson Street, from Sherwood Way to West Avenue N, the Millon Overlay of Sunset Drive from College Hills to Nickerbocker, the Transportation Enhancement Project, does have a funding identified, the Millon Overlay of Sunset Drive, from Nickerbocker to Foster, and then the Tonkering County Jail Sewer Main Extension does have funding identified as well. Let me pull it up. I believe it's related to, the transportation enhancement project is going hand in hand with the MLK project. It's a pedestrian and bike traffic that we're trying to address. It's a grant that we have funded through the Texas Department of Transportation. And we're currently in the design phase of that project as well. It's going concurrently with the MLK project. I mean, when you think you then list that project, it needs to say MLK, because I think that could be anywhere. Right. And I say MLK, but it's also we're looking at improving some trails along the river, you know, extending from Bell Street to downtown, and just, you know, right, 14th Street over Oaks it's we're creating along with the M.O.K. design a actual bike lane that'll extend from 29th to 14th and then from 14th over to Oaks and from Oaks to the Lou. And there is an overall master plan with that to connect that I don't think

[0:38:39] anybody works together south side. Yeah we can get a better description on there and that's a good point continuing our infrastructure our level one projects there's an overall project related to storm water quality improvements those are not fully funded the next item there is the Sunset Lake improvements it is does have identified funding the remediation of drainage along Avenue P does have funding allocated lift station improvements does have a funding source identified water reclamation plant improvements, water treatment plant improvements, clear well replacement, a new combined water control administration lab, the replaced the chemical building and appertinences, the water utility building, gate operators at Lake Nazworthy, a stop log system at Lake Nazworthy, the Earth and spillway rehab, asset management system for the water department, a lake maintenance facility, and as mentioned earlier, they have funding identified, but they're not yet budgeted. And so it may be at any time throughout the five years that we're able to actually match dollars with beginning the project. Continuing on yes ma'am on this the gate operator isn't that somewhat related to our supply in a sense of better than what we have to release that's what it's about we actually have gate operators thank you gate operators they're in a report that TCQ did several a while back they felt like we needed an operator for each one

[0:40:39] of the gates and and we've been looking at that and it's obviously in the long range plan but I don't think that I wouldn't be able to say that that's part of our supply effort. Well it's a more dependable system. Our system is old the way that we move those operators. This is kind of the time to get it. I'm not sure that I would put that at this point above some of the things we have. Alright. Now we're getting into some infrastructure projects that are not yet funded, an item we touched on last week related to bicycle improvements, the Twin Mountain and Nickerbocker signal, the traffic signal backups that citywide and traffic signal upgrade, the Public Works Maintenance Facility, no funding identified at this time and concluding with infrastructure we have a suggested project related or proposed project related to fuel site improvement and we do believe we'll be able to match funds with that one. Getting into our level two project so this starts on page two of your summary legal document legal size document we're getting into our other project so these are all other items scheduled sometime between 2016 and 21 as suggested by the project managers, and so we'll start going through those items. The first item is the runway 1836 rehab, taxiway rehab, and rate configuration. We do have funding identified for that. The next item is also at the airport related to apron joint seal. The next one is is fire hydrant replacement running through the water department and then the vacuum truck also through the water department. The next is a patient alerting

[0:42:41] system related to public safety specifically fire not no funding identified for that at this time. The next project is SCBA air packs so that's for the fire department and the council was able to fund that in a prior fiscal year through a one-time capital allocation. The next item is the fire station number four reconstruction. There's been of course discussion that's funded through a bond issue. The next item there is funded the fire training facility. The mobile data terminals that is also funded related to public safety. The next item that is not fully funded is the demolition demolition of COSA properties. So there There are a couple items that are not safe and need to be addressed. The next item there is not fully funded. It's related to roof replacement and that's almost citywide. That's really all city facilities are kind of identified and captured in that roof replacement project. Similarly, in HVAC, we have a multitude of city facilities that have failing HVAC systems and that is not yet fully funded. We are making some progress on that though. The next item there is replacement of aging security equipment that is not yet funded. A records management system upgrade related to public safety that is funded and the communications technology upgrade also funded. The next item there is the armor personnel carrier for the police department not yet funded. The emergency backup generator upgrade not yet funded for the police department and the police about storage dock is funded. The next item there is Mobile Command Center Storage Facility, not yet funded, a Police Department Admin Building, not yet funded, Colosseum, Renovation, McNeese Convention Center, Renovation, not yet funded. Items related to the Chase State Office Building improvements, those are funded.

[0:44:45] The Fort Concho Bandstand funded, the Fort Concho Visitor Center improvements funded. Fended for Fort Conshow are the officers quarters 1 and the officers quarters 8 improvements. The week that the Fort Conshow reconstruction of barracks and mess halls 3 and 4 are funded. The next item there is wayfinding phases 1 through 3, not yet funded, Santa Fe train depot improvements not yet funded and that is one it was difficult to note in the form but there was public comment related to that item at one of our forms actually in opposition of the city bearing the burden of of those expenses. Wayfinding. It seems like that that was much funds through the tears group to fund that project. We had a discussion related to surplus hotel occupancy tax to potential fund that and it just felt short of the list of priorities that we had so much money and we ran out of money before we got to this project and it's something that remains on that list is a potential outreach to tourism that is not yet funded does not have a funding match to it yet yeah the next item there that it is funded the 29th Street sports complex renovation recreation center air conditioning is not fully funded the red or oil trail trail is funded of course we're wrapping up that project soon the auditorium renovation that has just begun that is funded of course the splash pad that had some public support you were always discussed earlier is not yet funded, the South Country Park Trail not yet funded, Dog Park, I'm sorry, that needs to be updated, that is funded, and Western facilities and neighborhood parks that is not yet funded, and then we'll start moving through some of these parks projects that are funded, the Bradford Neighborhood and School Park funded, Brentwood Park and Brown Park renovations

[0:46:49] are funded, the Fairmount Cemetery, this is related to Phase 1, as I mentioned earlier, is funded and nearing completion. The middle concho boat ramp is funded. The real concho community park that's related to the Texas bank sports complex site that is not funded. The Santa Rita neighborhood park renovation is funded. The south concho boat ramp is funded. Improvements to the sunken garden park are not funded. The concho river bus park is funded. the Contra River improvements as it relates to extending those linear miles doing more of that project are not yet funded. The Spring Creek boat ramp is funded, animal shelter improvements, no funding identified. The public information studio of course funded through those restricted dollars, network infrastructure upgrade, that's general city wide IT is funded, and the IBM Power 7 server, that's general City IT not yet funded and then public safety radio P-25 migration that is funded. It says Rio Concho Community Park that's the Texas Bank Sports Complex project with the new restroom concession it is funded. Oh okay I'm so sorry thank you for correcting it. Yes sir. Just a few questions. What is being done to the Chase State building for time improvements and what's the public information studio? The public Public Information Studio is a camera studio, we call that we are suddenly collects on other half-ped funds, they're statutorily required, we receive those dollars and they can only be used for capital, and so when we've identified to use those dollars would be to install a public information studio, and that would have been to have a dedicated place to film things like the city and the different programming we have on Channel 17.

[0:48:51] quite a lot of staff time related to setting up these mobile studios as we record around town at different city facilities and the I'm sorry we're still in very early stages of identifying a facility a property what improvements would be related to that and we have an estimate in place but of course that could change depending on what kind of property we're able to acquire in the The income of those monies can only be spent on, it's, it's, it's, right, that's an important component that the project does not touch tax dollars, does not use, take away from Council's buying power for other priorities. Okay, it is, well, what was the question, the chase that office building improvements, I believe it's related to overall, that building is getting over 10 years old and it was new construction and it's getting to the point where now some major systems are failing. So I think it's related to the sprinkler irrigation system, the fire alarm system, carpeting, just improvements to that facility for our tenants and that's fully funded by the rent we receive for those items. Thank you, Ryan Morgan. I think Bob is trying to set some of that money aside every year to build that kind of balance up so we can do some of that routine capital maintenance. He's done some in your past and he's probably got more coming up. But I also don't know the details of it. It's related to minimum requirements in the lease agreement that we'd have to keep the facility in a certain level of maintenance to keep collecting art. So what is maintenance capital? It's big projects. Those items I mentioned are just $25,000, $50,000 each. I think he did some carpet across the street not long ago. I think we would categorize that as maintenance capital even though it's not with it. It's hitting a dollar threshold that once you look

[0:50:51] at the whole facility together, it hits a dollar threshold that is capital improvement. I think we're looking at some of the, I'm sorry, Charlotte, anything. Who makes the request for those funds? The project manager is Bob Bluehart. He is tasked with maintaining that facility in accordance with the lease agreements. It just seems like that we are constantly updating that building, and I hear what you say, that the rents that are received has too many steps to go back, but I don't see a need to replace carpeting every year. And we're not, it's when it reaches a failure, when it reaches the end of life. No, I think a lot of the talent carpet is in good shape now, but specifically this item that's listed is all associated with HVAC units that are nearing their life expectancy. There's a few replacements and some repairs. And that building has had, I mean, it's older than you think at this point as far as the amount of traffic that goes through there. So we do have constant needs there to keep in compliance. We just did the roof not that long ago. We had the sprinkler system that we had to redo as far as making it adequate than we did. They changed out some carpet, changed it to tile so that we would have more durable surfaces that last longer, but anyway. Each of those improvements has an expected life expectancy on those items that we put in, and we keep track of what kind of life expectancy we're getting out of those improvements. And that's what you'll see in the project is they're scheduling for years out for when they expect those items will reach end of life. Now if we assess it as it's approaching end of life and it's still in good shape and it's still usable, of course we can table those items to a future year. It is, this project is for both buildings, the Ralph B. Chase, as well as the workforce development, so it's both facilities, so it's also reaching an extra dollar threshold. There's another component that you may see if you're visiting those buildings, and that's due to the, you know, if there's turnover of one tenant leaving and another tenant saying,

[0:52:52] wait, I need their space, we may do some retrofitting, taking down interior walls, whatever. That's on the state's dime, they do that in addition to their lease agreement. are funding that we're managing the asset we're doing the project but they're funding that above and beyond their lease agreement and so you may see small projects like that changing but as for example the Attorney General's local office needs more space and space becomes available we can retrofit that so that on the inside they have all that room together. General Fund or is it designated for that building? It's budgeted in its own fund to a one state office building so it's an it's largely an enterprise fund revenues cover expenditures as well as an fund balance for future. Right now some of those funds go to help fund the fort. There are some there is a transfer out related to rent paid to the fort it's on the fort rounds and that was part of the beauty of the project when we first set it up was that it would be a long term support of the fort contour which is largely dependent on program income transfer from general fund and so that helped alleviate some of that tax dollars burden. And we're getting close to the end of the payoff of that debt aren't we so you'll be seeing more revenue coming in there which is actually going to help your general fund sum as far as paying for the Ford expenses. What year is that? It's soon it's yeah 2020 I was thinking so four years and Bob Blueheart is closely watching that that as that that service This payment falls down, and as these major improvements fall up, where does the balance fall where additional could be to support Fort Concho? So he has a ladder and a schedule beyond our fiscal year 21 limit on the CIP to match, you know, what is the long-term plan for cash flow for that fund? I think Charlotte touched on an important management principle when she talked about managing those assets and be making sure that we're getting a full useful life out of them and knowing when

[0:54:56] we're nearing the end of the useful life. That sort of active management approach we're going to be talking about later today and a strategy to try to do that on a building like this where there are fewer asset systems that is a little more of a burden that we can tackle just from memory but there as we get into more complex asset systems we're probably going to need to if we want that active management approach we may need some help and we'll talk about that later today. So don't let go of that that idea. As we wrap up discussion of the capital improvement plan page four of your handout starts the level three project so this would be all infrastructure all other beyond the fiscal year 21 time frame and so those are in your packet and so again just as we wrap up there's an additional opportunity to weigh in tonight at the neighborhood chat but there's also an opportunity at coast of Tx.us to weigh in with the online forum and we'll continue collecting those and hopefully we'll come to you April 5th with the final plan as proposed with all edits it's for your consideration for adoption. So I guess I've got one question. What if a project funded and there's additional money being added to it, how does that mean? And will it come back through us and eventually? It can come back in a variety of ways. So for example, some projects are funded through tax dollars in an allocation made by the council in some previous action or in some adopted plan, for example, the streets. We've not yet issued all that, but we have a plan moving forward that we're going to. There may also be outside grant dollars or outside contributions for some reason, and so that would come to you in, you know, authorizing application of the grant, authorizing budget

[0:56:57] for the grant, and so anywhere in between. So it can come in a variety of ways back to the council to actually fund the project. Okay. Well, we will hear it. Yes, sir. So the first thing you'll hear about is funding the project. The second thing you'll hear about is procurement related to the project if it reaches that threshold which if it's the IP it should. So we'll come back to you for an RFB, RFQ whatever the case may be. So there will be opportunities further as these projects move forward, get traction that they would come back to the council for further discussion on an individual basis. Okay. So I guess the fire replacement alerting system, it's not funded so it won't be done. It's not funded. work to do. We've got more research. We need to get it. The first step is we've got to get it in the plan because our charter says so we can't do a project unless it's in the plan. Then we've got a staff has got to start scrambling and searching for what opportunities for funding exists and what recommendation we can bring to the council for funding. And the additional the additional dollar for communications The council adopted the bond issue with $1.5 million for that project so $1.5 million has been allocated for staff and city management to administer that project. It would be if the project needed more than $1.5 million to complete that it would come back to you. So the dollars that are on this will come back to the additional dollar? If it's additional over the $1.5 million. It shows on here that it's a lot more. It shows that it's 1.8 more. Is that related to, I'm sorry y'all. I don't know how many I'm supposed to. I first said this, then I went to communications technology every day. We allocated 1.5 and then we got all the time. Yes, sir. So it would be a matter of each, every time we adopt the annual budget or a one-time capital allocation would come to the council.

[0:58:59] Okay. It's a product the project totals at 3.380 on that communication It's 1.5 million and I think it's off work is related to software maintenance That's not software that's true. When it's in the column that says future, is that a sum of numbers, the one million or is it? No. And that's not what they're seeing. I can't find. Can I pull it up or no? To answer your question, Marty, on the software project it would have to go back to council if it were to increase if it were to increase more than 25% would actually have to go out for bids. Does that it would have to be it if it were more than 25% increase. This is, I thought this was, because it's the one and a half million, there it is, that's

[1:02:00] it. Yes. Yeah. Yes. Yeah. So Morgan, is that, is this including what's going to, I don't think the numbers that we got in the last meeting included what it would take to fix that system, but we figured out our system was too old to work with? No. That number is not up there, is it? That number is for the CAD and RMS system and the related hardware and software that goes with that, did not include the fire department's notification system that they're asking for. Is that what you're talking about, really? Is that what you're asking? Yeah. Okay. So is that the five that's under the fire? Yes. It is in the five. The $500,000 that's being asked for the alerting system that the fire department requested that. This $1.5 million does not include that project. what you're asking. Yes. Okay. Those would include what we need to do to interface with this for court. Yes. That's all I've all included that's already budgeted. It's already paid for. We did put together a PowerPoint to kind of go through this cabinet on this issue. If you want to object to do that for you now, you can do that. We just want to make sure that we're, we've been targeted interfaces with the courts, but it doesn't. It is under contract to interface with the courts. That interface is in development at this point in time. It's complete if it's in place right now, it's the way. The goal is what mid-June. Mid-June, but just so I don't want to say page.

[1:04:04] Are you referring to the citation module? Are you referring to the other part, the server issue? I guess all I have to know is that it's wrong, but all we have is wrong. Okay. You know, it would be great if City IT would hop in here and discuss the server issue because he didn't have anything to do with it. And that wasn't part of our 1.5 that we were asked for. So I think CDIT, you can explain that issue with that server. I think one problem for us is we see parks and we're not experts in how the parks function and it would be easier for us if we saw an all-inclusive price tag. And the idea that we go from wherever we are now to the functioning full, fully functioning system. I can't explain that, but that's what he's asking about is the citation module, that's not a pop. And again, Jeff has put together a real good PowerPoint to explain the process so you can understand the differences between these parts, and I think it's important that, you know, You know, I mentioned that it shows to you, you wanted to do it in a public forum. This would be a good public forum for us to demonstrate to you. I love to see it. Let's do it. It's almost 10 o'clock. It's been a long, long time, 10 minutes, we're going to win. 10, 10 minutes. Yes, we'll win there. Good one over here. Are you ready, sir? Mr. Fan, you have the floor. So, all right, I like this floor. It's nice. I'm playing. I'm playing, I'm going through this first part of it really quickly.

[1:06:05] I think a lot of people don't understand exactly what systems we're talking about and things like that. But I'll go through it very quickly because it's not the heart of the problem. So what we're talking about and what we originally went out for was a CAD, RMS, and mobile computing solution. That's what was broke at the department. Our old system is basically works on such an old operating system that current software or current hardware, rather, will not run the old equipment because it is so old. It needed to be upgraded a few years ago. We elected not to do it for various reasons. The latest and greatest software that Inograf had at the time, they couldn't make it work. So we didn't want to go by that and make knowing that it was, there was a possibility that it didn't work. But the CAD is the computer-operated dispatching system. That's basically what the dispatchers use to send the units to first responders out to any call for service. It's all entered electronically. The RMS, when we talk about RMS, that's the records management system. That's where all of our reports are written, housed, including our case management, alarm management, crime analysis, all of those sort of things are all included in the records management system. The mobile computing, that's the portion of the software that runs into police cars. That's where the officers write their reports. They're able to run certain information and gather certain information and things out in the field. So that's what runs there. It's kind of the link between the CAD system and the RMS system that the officers put all the information in. Our current software was actually installed in 1999. That was after the original project began in 1995 whenever they went out with RAM communications and consultants. Yes, they hired a consultant to do it the first time. This time we elected not to do that in order to try to save the city a little bit of money. The city contracted with DTE and vision software

[1:08:06] for the mobile computing system. It was never made functional. So therefore, we went back to GTE. This is kind of a memory, and this is from knowledge that the historical knowledge that I know. They went back to GTE and said, look, that system is not going to work. We want something that is state of the art that will work. That's when they came up with Inograph. But over the years, intergraph has basically become less and less functional. I compare it to a bicycle tube that has been patched over and over and over again. Eventually, you're gonna have so many little holes that have been patched, you're still gonna be linking air. And that's kind of where we're at with our system now. So we recognize the fact that that needed to be replaced. So basically what we did is we decided to look at various vendors, various other agencies, what works, what doesn't work. So we went through a lot of different steps in there to make sure that we were trying to get the best product that we possibly could. What do we also did back in 2012 and 2013? That's how long we've been working on in this project. It was 2012, 2013, okay. I went in and I talked to various contacts at different departments that we have through our Benchmark Cities group, Grand Prairie, Davis, California, Bristol, Connecticut, and Mozilla, Montana, and of course, the Appco standard, which is the national standards that everything should carry on with, okay? And that's where we started out with to develop the RFP. Those were the comparable cities that basically had good systems that we could look at. The comparable cities are middle-end of their labeling, it will have you. Aveline actually has intergraph. They've since decided that they're not going with intergraph, they're going with Spelman as well. As well as Wichita Falls is also going to the same way. So, literally every city of ours has a room with six agencies in the state of Texas had in a graph. Sometimes they can be rather difficult to deal with, because they're a very, very large global company. So basically what we get is taking all that information there,

[1:10:10] best practices, benchmark cities, this is a benchmark cities group that the police department belongs to. It's 30 cities throughout the United States, all mid-sized cities of approximately 100,000. We share information and best practices and that sort of stuff to be able to end it. So they're a great source of information for us. So we developed some functional and technical specifications based on the top tier vendors discussions with those including tower technologies, public safety, spillman, tri-tech, Tiburon, New World, and a number of others. They're all top tier CAD and RMS vendors. They all specialize in that. What we did, we did approach the fire department to ask some specific technical questions. But probably that dealt with how many calls they did and how their calls were serviced in. And Chief Ferris was very gracious and answered all the questions that we had. Unfortunately, I neglected to ask him, what other systems do you all need me to upgrade for you? And so that was just something there that, you know, I thought I was doing it right. You know, that's bottom line is I thought I was doing it right and, you know, if I miss something, guys, I'm sorry. You know, it's a big project. This is a huge deal for us. After we've gotten about the specifications all set out, we're assembling an evaluation team. And on that evaluation team, we included everybody from each function of the vision that would be using the CAD and RMS system, those included are SOPD and public safety communications, IT people, our records division, the crime analysis, patrol criminal investigations, administration. Anybody that would be using the system in some form of fashion, we gathered them together to evaluate the best product we possibly could. We looked at the needs, the requirements, we asked them to look at all the interfaces, any issues, any concerns they had, they brought back some stuff from the table, we revamped the RFP before we actually sent it out, and we tried to include each one of those things

[1:12:10] that were important to this project. In March 2014, we actually sent out the RFP. It was published and invitation was sent to 18 prospective vendors. A couple of weeks after it was published and sent out, tolerate technologies, and Tiburon, return notices, so they're not going to participate in the process for various reasons. In a graph, public safety, which is our current vendor, they did not return a bed setting that they were a sole source, and we didn't have to out for bids on them. We could just buy directly from them without any process there. We didn't feel that was in the best interest of the city to eliminate any other competition as far as this process. We wanted to find out which was the best product for San Angelo. In June 2014, nine proposals were returned. We looked at those proposals. Four of them were immediately discarded because they didn't, we didn't feel that they met the minimum specifications for what St. Angelo's needs were. There were many five proposals were subjected. Yes ma'am. Is your evaluation team? At least my evaluation team. It consisted of James Gourm, myself, Charlie Medley from my records division. She's actually retired now. Sean Hitchcock, who is a crime analysis. He was a lieutenant, he was a lieutenant on patrol, but he is now actually over communications. There was like six or seven of us on that. Poor other invitations. But no one from Tina's department? No. Not at that point. Not at that point as far as evaluating the software, the programs itself. Basically, each puzzle was reviewed by the evaluation team for functionality and see if it meant met the needs of the department. We agreed to have all of them come in for on-site proposals,

[1:14:15] demonstrations to let us know to show what their product was capable of and some questions and answers and things like that. They looked at some of our basic systems and said yes, we've got the ability to work with that. The members were ranked individually and then as an evaluation team, team we collaborated and came up with our top two selections. Essentially, Spillman Technologies and New World Systems. We were flip-flopping back and forth on which one was actually the most correct fit for San Angelo. We brought them back in for additional questions to kind of ask them a few more specifics based on their response to Spillman Technologies was actually selected as our preferred vendor. We brought that information back to City Council for approval as an agenda item with a total contract price. For this total project to include hardware software, things like that at $1.5 million and not to it costs not to exceed $1.5 million. And there's a lot of steps that went on in between there. Don't get me wrong as far as budgeting and things like that. We looked at a lot of different things as well as going to be necessary and needed for this project to try to make sure that it was all inclusive and we didn't miss anything. Final contract was signed at the end of February, which included the software and the different modules contained in their systems. It included the CAD and RMS and mobile computing software, the interfaces that we believe were important, crimereporting.com, the TDEX interfaces, the encodes interfaces, a number of other interfaces and stuff. And then there are some servers and some other hardware and equipment that were required as part of this process that needed to be upgraded to a today's technology. We also included a price, a line item for data migration,

[1:16:22] which is probably the biggest single unknown in this project for us, with a cost not to exceed $150,000. The reason that we couldn't get a firm price on data migration is the fact that there are thousands and thousands and thousands, literally there's actually millions of records in our system. To date we've uploaded or transferred over somewhere around 23 million records as part of this data migration process, but until the data migration company, the subcontractor investment actually looked at the data, which has to do with confidentiality, you have to get agreements and things like that because of CJIS rules and things, they weren't able to say, okay, it's going to cost you X amount of dollars. So when they did that, we actually had a line item in there and it came in, go under budget. Even if we have to make any changes or anything like that, and at the end, as far as like a change order or something like that to add additional workers, which we're considering at this point, the cost will still be well under that initial 150,000 that we anticipated. We've got some issues and concerns, just with any large project, there are going to be issues and concerns. There's always going to be something that you miss, something that didn't work exactly as planned, and we tried really, really hard to overcome all those things. contract negotiations, we beat out a lot of different things in that process. I have to thank my tea guy James Gore who's got a vast amount of experience in that area there. He I think Spillman was hoping he would go away because we made sure that there were things in there that covered the city and things like that as far as we possibly could. But one of those problems was a citation module. We selected and decided that we wanted to include a citation module, an e-citation module within the system that would allow all officers to be able to write a citation from their vehicle.

[1:18:25] My bad, I'll tell you that right now, it's my bad because I looked at that and said, you don't want a police officer will be able to sit in their car, type out a citation, print it out after running the DL, all that stuff is automatically transferred with this system, They'll be able to write this citation, hand the violator, or copy that citation, and be on their merry way. Citations would be up. They'll be readable. We would cut down on the workflow, because we wouldn't have to hand manually enter the citations off of paper citations. Unfortunately, my ballot, again, like I said, I didn't call Judge Gilbert and ask him. It's like, hey, I would like to look at this. What do you think? I looked at it, and I saw these great things that this thing was capable of. and it is capable of those, it was capable of that, but it didn't exactly meet San Angelo standards of what we do because we do things slightly different than a lot of other states do or in a lot of other cities. Our citation, the paper citation, everybody has to sign their name at the bottom. Well, that's for a purpose. That purpose is because it serves as the court's charging document. They use that as an official court document, whereas a lot of other places, it's just a matter of like, Hey, this is the reminder, so you go pay your tickets type thing. It's a little bit different process. And one of the judges can explain that way better than I can. And I certainly can't even pretend to have the level of knowledge and experience that he does in there. But what he said was, we have to have a signature on there. We really need to have photo capture on there. Because that photo capture says, you know what? When I'm writing your citation, I take you a picture. And there is absolutely no way that I can be mistaken as to whether you were the driver of that vehicle because you're the one I'm talking to. So that has actually been a very, very big deal with some of the other electronic citations that we actually do have. So what I did was, he also mentioned the fact that they're wording is not right.

[1:20:28] They have general generic wording. The state of Texas requires very specific wording, very specific formatting on the citations. So what we did is I went back to Spillman said hey guys, we've got an issue. We've got a problem We've got it. We've got a huge issue here. This citation module will not work with us Okay, so they came back down and they discussed it with us. They actually sent a representative down We've sat down and visited with the judge and his staff about the citations And they went back to the drawing board Spill morning back to the drawing board and said okay, you know what guys we're going to develop a citation module that will meet the needs of St. Angelo and we're not going to charge you a dime for it. We're not going to charge you anything extra because we believe that this is something that the state of Texas will use or we can use this as part of our process. It'll make us money later on. It may cost us a little bit of money right now but we're gonna do it for 40% angel of it. So we're still in the process of doing all of that, it is actually scheduled to go online about June of this year, which will be just about the time we go live with that. Yes, sir. It's supposed to go online in June. The initial prototype will be ready in June. Is it all? Because you told us in the last meeting that it wasn't going to be ready until 2017. No, that is not correct. I think you misunderstood. Is income started the interface? They're working on the interface now. I'm just talking to them, they said they are not working. Well, I've got a contract with them and our contacts with them and we've actually sent the process. And so from my understanding is that they're working on it with Spelman at this time. I haven't talked to them personally because I haven't seen them and asked them because the idea is just coming up. Well, they said that they have not been contacted. Well, I'll have to check on that because like I said, You know, my understanding is that it's actually a tough change, can you answer that?

[1:22:30] The statement of work is sitting on my desk. Okay. Okay. So I'll get this signed off. It'll go to income. Okay. Well, I was just... I just wanted to know... It's waiting on my review. Okay. Because they haven't issued anything to... Okay. They're ready to go, but they have not been even the final statement work. Okay. So Spillman wasn't able to capture a signature or a photo, but that's not a really big deal. I mean a lot of them, I guess, do it because I know they did it pretty easy in saying, tell me I'm a man. I did well. I did well. I did well. I did well. I did well. I did well. I did well. I did well. I did well. I did well. I did well. I will say, Marty, this is technology that we don't currently have. We have it with the portable ticket riders. We have that, but we're limiting that number. So the majority, a large majority of the department that issues citations issues on paper. So currently we're not getting photographs. This is something that we're going to be able to do. Every officer is going to be able to do. That's something that we don't have right now. And June? Yes, in June. around you. It should go live in June. However, that being said, we know that there will be some issues with it. It's not going to work perfect from day one, but I forget it's probably not going to work perfect and we wanted to make sure that it works perfect. So we elected to continue with the Brazos Technologies for another year. That's probably where you got to 2017 is. I'm going to eliminate Brazos next year. So that gives us basically a year to make sure we have any balls or fixes or anything like that with Spillman and if everything works out. That's probably what we're going to keep the one we have until 27. Yes, that's correct. That's absolutely 100% correct. I'm keeping that one for another year because it's going to be ready for probably six days a month.

[1:24:32] It should be. It should be. If not, then we've got the buzzers and then we've got it for six months we've got to fall over to safety where to make sure that we're still able to do what we're doing today all the interfaces are in place for that so we should be able to continue exactly as we're doing it today until we are confident and comfortable with spillman taking over and doing that process. That's how we want to do it. Absolutely. Okay. You just said the key words that I want to say is something you said until you are confident and comfortable. And I've got to have the same feeling, confident and comfortable. I've got five questions for you on this. Chief, do you have any way to try to pick you apart or to grade you? They're just questions that I have and I'm very comfortable with your presentation and your breakdown that we're seeing now. I wish I had seen this PowerPoint in the beginning when we first started. The questions that I have, they start with number one, what does the DPS use? What kind of system to the radio communication today, they use. That's important for us to interact with all the agencies here in town and that's important and I want to know that. And let me interject something quite quick. The gentleman next to you chief, I don't know him. This is James Koor. He heads RIT department for public safety. Question number one was what radio system does- But what does the DPS use their guys to write tickets and go on, was it even considered that kind of system? Yeah. But that was one of my questions. The next question was, did we not talk to the sheriff's office and ask them and see what kind of system and if this would work with their systems. But the other question is, of course, I had written down the municipal judge's office at Judge Gilbert, and I'm getting back to your committee only consisted of people within your

[1:26:34] department and I felt like it should have had at least someone from accounting here and the municipal judges office on there to interact together. And then the fourth question was after all of these changes and after they went back to rewrite the system for us, but after all the changes that were made, how did their dollar amount then line up with the RFP, was it way out? Should it have been reviewed? I don't know that and I don't see that and the reason I asked that is because when this was originally brought to us and I could be incorrect on the dollar amount that it was $1,200,000 that was requested to counsel the total project and on my paper here today it's a million five but it's actually not a million five. When something is brought to council and we wanna know what the total project is gonna cost, we mean the total project. But the $200,000 for this year added on top of it, and then $170,000 for maintenance and updates on top of that, another 170, another 170, another 170, and then another million, it brings it to $3,380,000 is the dollar amount that we're looking at. And to me, everything else is proposed or brought by the accounting department. That amounts up front and then broken out what we fund up front, not just the fund up front and council doesn't even hear about it. That doesn't give me a level of comfort and confidence. And that's why I have these questions. Okay, I think that needs to be back in the door to take your questions. Let me start, let me do the first one. We'll go back, because you made them all out. don't try to remember. Number one was what does DPS do and how they write their citations. They write them on paper. So the issue of paper citation they put multiple violations on it and signature only they don't take pictures. Our system

[1:28:38] does not have to work with DPS or with any other agency. Our system is for our department only. It's our dispatch and it's our records management system so So that's why we purchased it. I couldn't tell you what the Sheriff's Department has, but I'm sure their software system is much smaller than, and has a lot less capability than ours does because of, obviously, for the call by them and everything we do. That's question number one. Right. Thank you. Okay. Okay. DPS called me a few months ago when they were in the process of looking at vendors to change out their system anyway, at this point, but when I got that call several months back. So they're still in some type of evaluation as far as I'm understanding from that time to replace their cat or a messes. My point is this, when this was presented to us, way back when, as you say, when it's presented, the update was to bring us into the 21st century, to bring us to where we could communicate more effectively with all of the emergency responders in our area. I remember that clearly. That's the radio system, not the system. And my fifth question that I didn't get out is, Was this, has this contract gone through the legal department for their review? I've not seen that anywhere. Absolutely. Yes, ma'am. I'll answer your last question first. That's one of the easiest ones to answer. But yes, ma'am, they went through the legal process. The previous city attorney actually did the contract on that. And it's been through the legal review. And if I'm not mistaken, it was probably, should have. If I did, I'm not mistaken on that one. But it should have been included in your background packet whenever we went to, whenever we got final approval on that. But yes, it has been through the legal process to try to make sure that we've covered all our bases and protected this. Well, my questions came from a lot of response, that first meeting, when it was projected to us as to how it would work with the other agencies. That's what was projected to us in the speech, and then I started getting phone calls from the sheriff's department, from people I know at the DPS, that, hey, it doesn't work.

[1:30:38] I don't mean to be disrespectful, but you're thinking the radio system. This is not something that communicates freely with other agencies. Each agency has their own CAD and RMS system. The CAD is actually what dispatches the units so theoretically, if you've got multi-agencies you could have the multi-agency CAD. The system is actually capable of expanding to include them, should we do that, but the sheriff's department recently upgraded their CAD and RMS system just here a few years ago. were not interested. Could you do us a favor though and in the future when you have a committee that's looking at new technology that you include more than simply PD staff on it because I think I mean I understand that your intergraphs is diverse as your radio system but I do think that you're apologizing to us because of an oversight that could have potentially been Absolutely. I agree with you 100% if the committee itself were larger and I do respect you for your maya kopa I get it we all we all make mistakes but those are expensive mistakes and we're having to fix things after the fact it would have been helpful if we'd had a better understanding of what those expenses were again in a more kind of comprehensive total package that's what the good thing I mean, I bought a motorcycle like that one. It's better the bag for forgiveness than the answer for me. Well, you know, that's absolutely 100% not true on this. It's just something I just did not think of when it was like for this part. It's my own party apartment, absolutely. Should I call the judge? Absolutely. Well, yeah, it's a public safety communication for me, isn't it? No, I can't emphasize enough that we can't confuse How many of us were gathered in?

[1:32:38] Yes, of course. This is the case of the Constitution. The case again? The case now is the case. Yeah, the case again. The case again. The case again. The case again. There are some local authorities in EMA, the case again. And it's been a bit difficult to use that. folks in the county, then, the case again is that, they should be able to pay of their own CAD system. So their CAD system in the record management system is totally different than ours. But the thing is, the public doesn't, they don't care who's is who's. They want it to work together. That's what's important. Absolutely. And if you'll give Jeff the chance, he'll finish this and show you the solutions and the cost that's affiliated with that. Again, our 1.5 is way under budget. We are going to come under budget with the system and we have convinced Spillman to give us a lot of things for free that we didn't have in there. We had to accommodate Judge Gilbert's request. We have accommodated that and Spillman gave that to us for free. So we all worked very well with this company. If we let you finish, you will hear numbers. No, we had some questions come up. smaller one means. Although she has to reveal some of her questions because by now I've forgotten. So what we're doing is we've had this and I think we've got those under control. You know, there's some of it is still in process. You know, we have statements of work and things like that that have to be signed before certain things can happen and so that should actually be there. The next issue, and this is like where the heat of the matter comes in today, is Zitron. Zitron is basically the fire department's station alerting system. And I know that that she done will be able to explain it way better than I can. It is a, it seems a signal

[1:34:38] where I turn to the individual fire stations when they have a dispatched call. It's, it's basically there to let the firemen that are at that station know it's a fire call, it's an ambulance call, and I think there's a number of other things that it makes a different sound or a different tone depending on what's needed, okay. That basically makes them turn their heads and listen to the intercom system when it says engine five respond to this address for a structure five multiple alarms whatever and it kind of gives the dispatchers actually verbalize what's recommended by the the systems or based on their their knowledge and experience and training and et cetera. So that's what it does. It notifies the individual station that there's a call, wake up, listen to this call, and do what you need to do. That's what it does. The system does interface works best if it interfaces with the CAD system. The current Z-Tron system has a Model 26 encoder, which that's the box that sits inside the dispatch station. It is capable of working the current CAD system through the interface or in a manual mode. Essentially, if the interface goes down or we don't replace the interface, the dispatcher will type in the information that comes in from the call, they'll hit the button that says station six, it sends a tone, it only sends a single tone unfortunately because it's in manual mode. It will send a tone that says, hey, fire guys, you got a call. You're all going to have to listen. The difference is they won't send multiple tones. So they won't know without listening, whether it's a fire call or an ambulance call. So they're all going to have to listen, not just the ones that are working a certain job title or function on that particular time.

[1:36:38] So it will function, but it won't function in the optimal measures. Now, the thing we run into there also is we requested the Z-Tron interface in the RFP. It's in there. We discussed it back and forth throughout the contract negotiations. It was in there. We dropped it off as we were going through some stuff. I can't tell you where it dropped off. Spillment can't tell you where it dropped off. We just know that it was in here today. It's not in here now. And when we made the final contract, the interface wasn't in there. So again, I called back to Spillment, our project manager, and said, this is about to have. We need this, we need this interface. So they ask a few questions, so what system do you have? We have a Model 26, he's like no problem. We have an interface, an existing interface that will interface with that system. That should be no issue. We'll throw it in free of charge, even though it wasn't in the contract. There again, I think really what I'm trying to say is this movement has went above and beyond to try to accommodate us. They're the mistakes that we made. or are they made? Absolutely. Absolutely. And I think that was the deal on this one is nobody could say their technical team should have got that because it was in there. Our technical team should have gotten that because it was in there. But for whatever reason, that line dropped off. I want to slow a process down because we were talking about numbers and additional costs. The Z-Tron system we have now, we entered the call a new computer, hit enter, it sends multiple toes to the department. So whatever, let's just say it goes to station one, it goes to station one, and this particular tone goes off the guys that appear, Minix, no, that's their tone, they listen. The other ones just go back to whatever business they were doing, that's what we have now. If we do nothing, if we do nothing with this system right now, and we go ahead and complete

[1:38:40] billman and do not change or upgrade Z-tron, the only difference will be is the dispatch will enter, send the call and have to manually push the button run next to their deal, and the station will only get one tone and everybody will have to listen to the dispatcher. Now, we currently do not have redundancy, which means we don't have backup on the system. We've never had backup on the system ever. So if the system goes down today, even with the intergraph the way you've had since 99, the next step, the backup, is to make a phone call to the station. That's the backup. What fire is requesting is requesting that we have a system that has a backup, a redundancy. And so we have gone through that process and we're looking at those. There is a cost associated with upgrading our system. Again, you have an option. You can say, no, we're not upgrading. Well, then we're not upgrading. That's fine. The system is still work. The firefighters will just have to adjust, and have to all pay attention when one tone comes in, instead of multiple tones. Because when the system was put in place in 1998, that wasn't part of the deal. But what they're switching to is VOIP. What we have is a radio type system that has a higher level of, and I don't know how to say this, Bucky probably say it better than me, but it's more nines that it fails less than a VOIP. And Bucky said it yesterday that this is a reason that you don't use phones for your communication because their fail rate isn't to the level that it needs to be. Now, what they're going to is a VOIP system, which is why I wanted redundancy. I mean, it's always good to have the redundancy, but because we've lost VOIP service to our stations before.

[1:40:43] Is that gay questions on that so far? She does. Who is your IT? Peter, I didn't even mind. I can't find a card for him. OK. Thank you. Is it under the Z-Tron system that where those with the firefighters are writing the reports at the end? What system is that falling under? It's not working now. It will not work, but it's not compatible with the system. That image trend is our data system. And that's it's interfaced with the current system now. and I, Peter can problem with Peter. I don't know what's missing in me. Please. Hold on. Good luck. You're on the right. Okay. So we upgraded recently to Rescue Bridge from, I'm blanking on the name of the car. If we were, we upgraded from Zoll Fire RMS to Rescue Bridge from ImageTrend. Each trend, it operates separate from the CAD and the dispatch system. Basically, when a run is generated at the CAD side with the current aircraft system, it simply pushes a file, a plain text file that is then picked up by image strand, image strand then parses out that text file and begins our reporting for our fire and EMS runs. There's no backwards communication between the two, basically the CAD just tells us. The spillment system is capable of operating with the image trend rescue bridge, we checked on that. South Salt Lake City is using spillment for their CAD dispatch as well as image trend for their RMS solution, so that's not a problem. I think the cost, there's a small cost of about $5,000 that image trend is requested because we bought image trend, we were still on our intergraph, and so we paid for it to have intergraph they want other $5,000 to convert the interface so that it works with the Spillman interface. The fire RMS, the interface between the CAD and the

[1:42:48] fire RMS system is not really a question at this point. It'll work. It's a very simple direct thing. There's nothing major involved in that one. Why is it all done will be a question for those two. It doesn't need to be done until such time as we go live with the new dispatch system. In fact, I can't do it until the new dispatch system goes live because I basically have to turn off the inter-graph interface and I have to turn on the spillment interface. So I'm gonna use an honor for that software program. Zitron, which is a brand name for a fire alerting system, is a part where when CAD does their thing, it sends out the signals to whichever station. And I'm not sure how that'll work if it's multiple stations that you get discussed. I don't with that solution there. Z-trans is the branding for fire station learning system. So when to cat and the dispatcher does her things on the screen sends it out you know engine six and medic five you're making a run to Howard Street it sends those signals out to those stations and it comes it opens up turns the lights on in the station it opens the pathway to get all all the voices, stuff coming through. What it sounds like to me on this deal, and I don't want to waste a lot more time on this, is that we're really screwed up and not using consultants to line all these things together. In the future, you know, I hate using consultants, but this is such a major thing, and there are so many components that are involved in this in departments, and you and an IT guy, he has has an IT gap. The city has an IT gap. This all has to be put together in the future. I hope if we don't learn anything else from this, and I won't be here complaining about it, is

[1:44:50] that we have to have consultants, or we have to have experts. You're not an expert, and I don't expect you to be an expert. That's not your job. This wasn't your job. I'm not holding you responsible for this, but I am as a city. What I'm getting is I'm getting people coming to me is saying we're not being good stewards with their money we're not when we when we're talking about spending three point three eight million dollars on a system that we're still not a hundred percent sure is going to work with all the components that are involved well then it becomes a problem for all of us for everybody that works for the city and all the residents so I really you I almost would say that we should get a consulting at this point and figure this out and make sure that we are going to get it fixed to the best of our ability and have the right people that are lining up our IT people that are here that know them the newest and best things to do. cost they were associated each year. Those are upgrade to maintenance. We had that now and we had an annual maintenance of about 110,000 with integrap is what we're paying. It's actually 180,000. 180,000 for maintenance. I know that we're gonna have to have that in the future. We'll always have that. It's just basically a line item and it's gonna come out of the general fund or wherever it's coming. We did some calls to scrap this up, Rick. I know you're ready to move on. Jeff, if you want to finish up the z-trotter. We've got some new numbers on the z-trotter. Well, and they're good. We've been in there and they said that they, literally, they cannot, what happens is there is a Model 26 encoder. That's what they base their information on. It's like, yes, we have an interface. What they didn't know, and what nobody knew, even whenever I talked to Chief Ferris while ago, he didn't actually know, is that the hardware

[1:46:50] in the stations is an older version of that. It's a Model 6. Unless we went to the stations and looked at that, we probably would have known that, a reasonable person would have known that, a consultant wouldn't have known that, okay? Unless they actually physically went and looked at all the hardware in those. And should that have been, that's quite possible, but I think that we probably, more than likely, we've probably been better stewards of the city's money by doing it ourselves than hiring somebody who doesn't even know San Angelou. I think we did a very good job, I'm sorry, maybe I apologize, a good job. I'm sorry, maybe I apologize. I think we did a very, very good job with this. We missed a small item, a relatively small item, and I think that we did a great job with that. Spelman went ahead and did say that if we upgrade the equipment, that's what their recommendation is, is upgrade the zitron equipment. They will continue to throw in an existing interface with that, so that we can have a more modern version of that. What's that? Is that the $500,000? Yeah, that's way, way high. That was my worst case scenario. I'll remember at council I told you I thought it would be $250,000. We talked about the Texas comm yesterday and he thinks replacing the hardware and installation. And the installation and stuff for this will be in the ballpark of about $150,000. And he told us he could get getting some harder numbers, but I was pushing him yesterday afternoon for that. And I do think that I'd love to use Texas convo, but we need to look at the installation costs, because the parts that we've looked at and the equipment upgrades is roughly, I wrote it down earlier. It's about eighty something thousand dollars, somewhere around there, and they're gonna charge us about seventy thousand for installation. And so we can get the whole new system with all the bells and whistles for about eight grand. With the backup, that has the Z-Tron with redundancy, which we currently don't have now.

[1:48:52] And proffy installation costs, I think, is the difference with the installation costs. Because we got courts from Z-Tron themselves, and okay, this is the equipment that you currently have to upgrade that current equipment. It's going to be $75,000 to $80,000 for that equipment, ballpark. And then, of course, then you've got the cost that we sell or the installer is going to actually charge on top of that. of that. We didn't have time to get that information. Fire Department actually reached out to Texas communication. Yes, the Texas calm. Yeah, but we did get the information. We got a I've got a regular phone. I got a quote from Zitron on the equipment. The equipment itself is about 80 grand. That replaces the Zitron system and dispatch with the multiple tones, gives us a redundancy, and it upgrades, or actually puts in all new equipment in every fire station. What is the installation part of it? Well, that's, it's going to be about $70,000, according to the initial 150,000. 150,000 for the parts and the installation of everything is what Moses, Texas, Com, told me. And so that should, when the other system comes on, supposedly this summer, they should all interface and work together. That's a totally different issue, and that's already taken care of. Once our system's all on, that stuff's not going to be problematic at all of them. The issue that we have in front of us in the question is the Z-tron system. And so that's our explanation. We don't have to do anything, remember. No, it's been a dime if y'all don't ought to. But Fire Department guys are going to hear one tone. And it's manually push the button, instead of hit enter. Oh, I'm sorry. I've got you in this section tonight. So essentially, it's going to cost about $75,000 worth,

[1:50:53] another $75,000 for installations at that point. Those are military numbers. It may change just slightly. At this point, I couldn't 100% tell you but it's not going to exceed that, or it's not going to be substantially less than that. And Jeff, I think we can stop there on the Z-Trog deal, right? We've answered the Z-Trog deal. Yes. We answered the citation issue. Is there another issue that another interface issue, Judge D.I. Have an issue down else, another interface issue, your server or something that we have an issue with? That's what we went on the contract for, isn't it? Or is that the scenario we want to go through? No, it's just that we can't put some things in our new system that we can't use because y'all system is so old right yes okay we've upgraded our system but because y'all's has you can't operate 10 is that correct you're trying to bring up a part of the main control for your new support the domain yes that is newer than the DDC that's running in the department you cannot and your equipment is so much older and obsolete that it won't that it won't allow us to do the whole separate project yes that's a that's a whole yeah that's different than any of this stuff and how what does that do you have that affect you just it won't affect us right now but of course it's technology goes it could affect us but as of right now the only thing it does is keep us from separating domains and what else James you know better that's pretty much it right now the one last question on the citation issue. Is the only difference between stillman and what we have now, the capability of a photo ID, or what is the biggest change? Well, right now the vast majority of our citations are written by hand. Most of the officers still use a paper citation, which basically they give a copy to the violator,

[1:52:53] turn the copy into the court. The court enters that information into a better system, and that's how it processes. With the new system that's proposed, it all be electronic. With the spillman system, you would actually be able to watch the citation from the cars in that sense. They have a mobile application where they'll be able to use a tablet or something like that to capture the signature in any photographs. Once they hit the send, it goes to municipal court, it's the official court document, everything is locked down, nobody will be able to adjust it or anything like that. That's one of the other stipulations that I didn't know, was that there were certain things that once that citation is written, the judge basically, he assumes control, care, and custody of that document as a court document. And it can't be altered, amended, nothing after that point. So we had to make sure that there were certain little issues that were taken care of there. So how much did he split now in tablet? Yes. Yes. Anyway, attached to that citation along with that signal, electronic signature, and that information is saving transmitted both to municipal court and into Spillman. So it kind of splits and goes to different ways once the citation is written. The poor man in this unit was resolved, right? They're finishing it, yes. They're working supposedly, they're fixing to start working on the interface. So we'll just have to work with Encode and Spillman to see if they get that worked out. Right now there's about a 50-50, I don't know, somewhere in that area split between ticket riders and tickets that are issued in the police department right now. It's pretty close to that. So do we have a figure right? Do we have a small group? We have 30 ticket riders. The court bought 10, the police department bought 10, and the city bought 10. Got eight years ago, 10 years ago. And I don't know how many right now. Do you know how many are in service right now or that? I think about a dozen. I think are still functional.

[1:54:54] Basically they've gotten so old that when they break, it costs more to fix them than it does to replace them. Have we given you many pictures? I didn't know. What was the question? Okay. Give us money to replace them. That's not massive. I don't know. It would be something that would normally occur to our regular budget. Is that something that we would replace? Because of the dollar value of those wouldn't reach the threshold of something that would necessarily be a CIP issue. Mayor, we have about 10 minutes before we break to go to the luncheon. I know that Morgan covered a lot of items that were on the CIP, and if there's any other questions on this, we can definitely get that information to you. I think we spent enough time on it. Again, if there's any other questions on any items for the CIP, maybe we could squeeze a couple of those before we take off on that luncheon. And I just don't want to talk to you for more of you. Is this, have we been discussing, me occasionally right now to your record man? This is record man for crime. Yes. Yeah. So we're not talking 3.30, we're talking 4.49. I'm sorry. I would actually have to look and see what you're looking at there. Let's do it. It's the longer I live in the answer. I'm sorry. Is that a matter of work? Yes, sir. That's what we've received from. the project manager. Okay. I can tell you we're that one million at the end of the union. That doesn't make any sense. When y'all were giving this speech at the beginning, and when y'all were saying that we're going to, you know, we pretty much found that we were going to get the shortfall, that it included the 150,000 more that we're going to be, that's going to be coming up. No, we did not include that amount. I mean, no, that's going to happen. Yeah, you know, we already know that's going to happen, We were talking, Tina was talking about the salaries and vacancies and saving that money and being able to use that. I can tell you right now, Pete, easy to buy 700,000 because I had 14 vacancies until just

[1:56:59] last month. That's about 700,000 dollars that we're going to have in excess in payroll. Now we do have some payoffs because we've had some people retire, so I'll bring that number down, but there's half a million probably right there at least, maybe 600,000. Can we have can we have that printed up at a future meeting and show those savings as it should say that's something that they make sure I'm saying this for the public to see this, you know We were all accused of stealing everybody's money and being paid off this weekend So I really would like to all this to be out in the open Make sure that we're doing the best that we can and show everybody exactly where this money's coming from and this that Yes, we can't quite I think it's that and I know it's not a capital issue, but the ongoing maintenance what the expected maintenance of all of these components are. I don't have a good idea of what that is from this. So, I mean, you know, we've asked that when we approve something that we know, whether it's, whether it's what call has to pay, you know, through the park's budget, but what the ongoing maintenance is on. Yeah. We've had the maintenance in our budget every year. We've needed money was when we needed the upgrades and we would ask for the upgrades in our budget process and the upgrades were always turned down. This system here, that consistent 170 is upgrades and maintenance. So any kind of new system come up, we get it free. I want it going forward. I want to know that it's whatever the judge is going to need, whatever you can foresee and change in law, whatever Chief Dunn is going to need, whatever that is, I want to see it in one place as best you can. Absolutely. think that it helps us also from a budgeting perspective be prepared. I don't think anybody here is trying to hold back dollars that need to be spent. We just don't want surprises. And if you want to, if you, I believe in maintenance versus throwing out

[1:58:59] decent systems that we haven't properly supported, but in order to do that you have to know when you buy something what are the ongoing costs. to me more information is there. Ultimately, Council has to pay for it, and then Council has to explain to the citizens what was paid and why it was paid, and then Council has to look to Tina and Morgan to say, well, we're gonna get the money, and they need to have that before instead of after the fact. That's the issue. I agree with 100% and I guess, basically I look at this, the annual maintenance is already an incurring cost. It's a budget cost. comes out of normal budgets, as far as adding it to the future cost of the system, that's the license agreement that should have been included, probably. I just know you're going to absorb it. I want you to present that to us. I think you're right. I absolutely think you're right that that probably would have been something in there. I guess in my mind, I was sitting there thinking it's like that's a recurring cost that we normally absorb. It's not an addition to the cost of the system because we're paying for that same sort of as with the but power systems so yes I absolutely 100% are great and if I ever come back you're gonna have the Jets to I'm gonna have the Jets standing one inside me in the far two standing on the next side of me I think Jeff did a great job this was a huge undertaking it was a lot of work it's been it's been a huge burden for him He's been working on this for a couple years and whether we had a consultant or we didn't have a consultant Z trial We've been upbringing and we just wouldn't know probably ahead of time Instead of now at the back end, but I do appreciate the work Jeff that you've done. Thank you very much Okay, Jeff. I just have one question You know, I'm you You know, they've given you this money. You said we've got a lot of free stuff What do we actually thought for our money that's giving you?

[2:01:04] Everything. Everything with a grip too. I mean, I'm having a little bit of difficulty trying to answer your question, I think. Basically, we've got the CAD on this software, the mobile software, servers, some hardware, some deal hardware, a number of other things that have gone into that process. And there are some other things that still have to be added. I'm not going to buy a server in August that I'm not going to need until June. So some of those things have not been purchased yet, because we weren't taking any warranties and things like that. This program where this thing is going to be up and running in cheap. That's the plan. The American catastrophe is supposed to be up run in June 20, if I believe it is, is the actual goal right there. We're going to do a long, long wide at the end of April to test everything and see how that goes. And I am right now at coming into budget and I anticipate basically being able to come in under budget at the very end. Now, there may be some other hardware that we not be able to attribute to this process. There would be lower some of these other costs eventually. I don't know that would be something I'll have to discuss with finance. That means if you can get under budget, you can't spend it because the mayor wants it in the range. He wants it in the range, fine. You know, in the range of day two, by the way. So... Man, I'm out there. Please, Robert. Whoop. Thank you. In the red block. She was going to answer one question. Yes, sir. We were talking about the four whole four. What's that two mean? In the end, do you know? I would have to defer to the project manager. Okay. I'll find that way. Thank you. Thank you, sir. Let's, uh, you have something down there out there. I'll also say, yeah, we're breaking it at 1 o'clock. We can meet at 1.30, OK? We'll break it 11 o'clock, which is now.

[2:03:04] And we're going to remain at 1.30. We are dismissed. This meeting is back in session. And I think we're ready for number five, aren't we? We are used to it. Just want to make sure, you know, we were kind of left finishing up CIP. So just want to make sure you didn't have any final questions about the plan that's proposed. One question I have, I don't know if we talked last year about the old town. And I don't see old town, I know we took a vote on it and it didn't work, and I don't see the old town on here. Is that dropped off? Are you talking about the Western? Thanks. I don't know if there ever was Carl. Who's Carl? Do we ever put the Western town on the CIP? It was just a concept discussion. But it was tied up with the river improvement project. It's not a separate project, but we included it as part of the River Improvement Project for the Consular Avenue to Bell Street River improvements. What we can do is during my presentation, we'll have an opportunity if there's things you want to add. OK. So we'll handle it at that point. Well, I just didn't see it, and I don't want it to drop off. Yes, sir. Any other questions for a party? Thank you, Morgan. Thank you. Next, we have a Rick on Hill up. He'll be talking about developing the City Council's DIP priorities. We'll be doing that by review of last year's priorities and see if there's any additions. OK, we're going to, this shouldn't take a lot of time. And if you recall, last year, if you were here, we had a lot of the priorities that were pulled off. And we went through those and prioritized them. We had a whole list of things. Y'all took sticky notes and kind of voted. These were the ones as they fell out. You have a report in your folder that goes over all of those and it gives detail about each one of them, kind of where we are on them. You'll notice in that some of them have moved along further.

[2:05:07] Some of them that weren't even a high priority moved along because funding became available. So you'll notice all of that. And we can go into as much detail as you'd like. What this doesn't include, typically, as we did last year, doesn't really include streets and and water and those kind of things those are on their own cycle this was prioritizing other things so we'll kind of just go over what you established last year as your priorities and then we have a spot where we can add new ones that have come up that we can plug into here so don't be concerned necessarily about new ones as far as whether we have funding or not we like to have those on the radar so that as as opportunities present themselves we can move those forward, whether they're funded or not, or we can look for funding opportunities from a staff perspective. So last year, your top priorities were the Foster Communication Coliseum, Water Building and Customer Service Office, the Police Department Admin Building, Restroom Facilities at the Neighborhood Parks, Concho River improvements, including bank stabilization, and the Multi-Generational Recreation Center. So those were the ones you voted as the highest. Just as a little summary, the foster communication you can see in your background, but we've been working with the Civic Events Board, the Stock Shown Rodeo Association and others and looking at that possibility and how we would move forward with that. Whether that could be with a venue tax or how we might go about it, but we really want all of the players on board. We will be looking at even the possibility in the next coming year of how that can be established as far as developing some schematics that could be used if we move forward with the venue tax about what we would be proposing, those kind of things. So call to that, kind of cover it. Okay, water billing office. You'll notice that in your background, there's a little bit of brief information about them working on a project currently

[2:07:09] as far as an opportunity that might fill that niche. Ricky, would you like to add to that any? Yes, this is just a potential property. Just come up a couple of weeks ago. We've been talking in about as far as we can go with this property. It's a 11,500 square foot building that is available. As you recall, or may not recall, in May of 2012, they did a feasibility study of the existing facility that they're in, there were major issues with that building. In 2012, the remodel of the building was 1.39, I think, and new construction was 1.4, those are 2012 numbers. So we have this potential site that there is some extenuating circumstances that, whereas as far as we can go without y'all's direction, and what I really would like to see if we could do next week, early or sometime next week, call a real brief executive session meeting and get some guidance from y'all because I don't think it'll wait till April 1st meeting that we have. So if we could work that out in y'all's schedule I don't think it'll take 15 minutes to get some guidance but there's some things that we need to talk about in executive session. So if y'all are open to that concept we'll let Ryan maybe work with y'all as in conjunction with Becky to see if we can set up some time to finance before we even schedule that executive session. But we want to make sure we have our ducks in a row first before we even schedule that. So we'll do the initial work, Ricky, and then we'll determine whether we'll do that executive session. The one after that is the police department building,

[2:09:09] the admin building. Thank y'all are fairly familiar with what that is. Mike is here to answer any questions on that if you have them. But basically, the architect will be scheduled soon for a discussion on that project. Restroom facilities, that's an ongoing one right now. We don't have any funds allocated toward that priority. Typically, those are easy because we use a facility that a lot of them are prefabs. We'll get those fairly quickly when and we decided to move on that with funds. Concho River improvements, we did a presentation to council on that, not too long ago, so we got some general guidance from y'all there, and then the Multi-Generational Rec Center. That was the number one priority identified by the Parks and Rec Advisory Board, but there are no funds for that facility at this point either. Next, we went to the high priorities, which were the Lake Nazworthy South Concho Boat Ramp. I think those are on page two of your handout. Basically, the cost has been determined on that one, and Carl, we have a possible grant opportunity with that that we're working on with the state. Conventions in our exhibit hall, that kind of goes hand in hand with the Foster Communication Coliseum, because the Civic Events Board is wanting to look at those jointly to determine. And then we have the downtown streetscape master plan. And you can see the update on that. We're hoping to take that before the tears board in this upcoming cycle to get them to potentially assist in us with working on that and maybe partnering with the MPO to accomplish that. You go to the next page. We have a medium priorities that you set, which is the 29th Street Sports Complex. That one is currently funded. and you have reviewed that, staff bought it before you,

[2:11:11] so we'll be moving forward on that. River Trails 19th to Kirby, that is not funded. Wayfinding, phases one through three, that is currently listed in your CIP, but not funded. Paseo, Center Pavilion, and Renovation, that's another item, but is not funded. And the Combined Maintenance Facility, same way, It's been identified in the CIP, but not funded. And new street infrastructure, as we're talking about just a thoroughfare plan there, that is something that John and his staff would be able to coordinate. So that's something they'll be working on, but it doesn't require funding from us. We can do that in-house. Go and do the low priorities you set. Station 618 parking. We have identified funding for the demo of that building. And we're in the works right now of emptying out all of the things we had stored in there. We've been working with Old Town, as far as drawing up a plan. They want to put a building on a point to that, and then the rest would be used for parking. So we'll be bringing an amended budget contract to you with Old Town and moving forward on that item. Lake Operations Maintenance Building. There is no funding identified for that at this point. The Nature Center is another one of those. We have done some improvements out on the existing building, but as far as the new Nature Center, there is no funding identified. We have visited a little bit with Liz on that, I think some, and we'll continue to pursue opportunities if they come up. Spur parking garage, I think y'all are familiar with that one and the movement that Cindy has been working on with that project, so that one potentially may have a solution soon. Stage improvements. That is not funded at this point. The sunken garden sculpture garden. That is another one I'll discuss just recently at council. But there's no funding identified

[2:13:15] at this point. And the river trails, we've talked about that. We presented to you. And then the splash pad was another one that you saw as a low priority at this point, which we also have not identified funding for. Moving on on the low priorities, you'll see the dog park, which we have, as you recall, some fundraising within the community, which that one is moving forward now. You'll see that going up once the Arroyo project is complete. Texas Bank Sports Complex in Rio Concho Community Park, that is funded, and that is one that has already been before y'all, and then moving forward. as we're the fishing pier, we talked about that just the other day. We agreed to close it because of the safety concerns, but we'll be researching ways that we can come up with for reconstruction. And then lastly, you had all the neighborhood park renovations. Several of those you'll notice in your packet, including Bradford, Brentwood, Brown, and Santa Rita have funding in place. That leaves Mountain View, Bell, and Unidad unfunded at this point. We listed some potential new project before we get off on that. Are there any of these that you see that you want to move around or are we okay with just leaving them where they currently are? And then we're going to talk about ones that aren't on here that you want us to add. I would like to move the here, the fishing pier, because I know that we've got a float we've already closed that out there and that's something that the whole city uses out there just one area. So you want to move the fishing gear to a higher biofeed. Yes, I would like to. Okay. You want to, I think that we could have a possibility of finding something. You want to move it to like high priority or top? What's your above top? High, high. Okay, maybe medium. High or medium? What

[2:15:17] are they? Medium. Medium? Y'all look out of that? Okay, medium Sandra. Got it. Any others that you see we need to move on the existing list? Okay. If not, we're going to go to the other ones and you may think of there was some disgust today, maybe that you'll want to add. Ones that we thought of that have been discussed in the past year have been the zoning ordinance update. That is one that staff believes should be on our radar and we should be looking for funding. For of their construction. Of course, you know, that's the one where we have received some private pledges for that, so we're going to add it into the mix. For Concho Visitor Center is one where we have some funding for, perhaps it sales tax, but we're going to be looking for additional funding, and then others you may have. So, I guess to start with the zoning ordinance, where do you see that sliding in? Are we talking about that as a capital expense? What we're gonna recommend in here is that it's something that we're gonna have to fund through the general fund in some form or fashion. Most likely, what we're suggesting and John's suggesting is that that is something that should be funded over a three-year cycle. We can't fund it all at once, so if we're planning on it, we can break it into chunks and implement that over a three-year period. What kind of cost? Cost, we're looking at anywhere from probably 150 to 250, depending on exactly what all we want done. We thought it was much more manageable if you break that into pieces. I personally see it as a higher top priority pending what we've been through with some of the problems with it. If we don't get it updated and changed, those same problems can come forward again. And so that's why we keep saying it needs to be done.

[2:17:19] I think the zoning ordinance is high priority, because like you said, I can just think of the same. Yeah. It's the governing document that we use every day to make decisions in this city. And how old is it? I mean, it's over 50. I don't remember. Well, the first ordinance was from the 1950s, but it's been updated since then. I think the most recent substantial changes in the 1980s, maybe, depending on what you call big changes, but yeah, it hasn't been changed in a while. We're talking 30 years, which is far out of date. Oh my gosh. That answer was changed drastically, oh my gosh. OK, if y'all are OK, we're going to list that as a high priority. OK, high on that. For Concho Barracks, that's one that's driving itself because it has funding coming in from a private donor. So I think it could be a medium priority. It's not tops, but. Well, yes. But it is also advances toward tourism. True. And as I've taken off some lately, I have visited some other forts in comparison. And we need to pay more attention to what brings people to San Angelo and the fort is the best kept fort in the state and I don't want it to deteriorate. It needs attention in my opinion but I don't know where to put it. So we can list it as a high because you know it's one that you're not committing funds to at this point but staff and focus on making sure this moves forward. Well, from a staff perspective, if you had to compare the Convention Center, Exhibit Hall, versus Foster Communications Coliseum, versus the barracks, just saying, rate of return

[2:19:20] on investment, how would you rate them? However, while I was in the Convention Center, two or three times had improvements since the fort, the barracks of any kind of thing. No, I'm definitely not anti-fort. I'm just wondering, I mean, we have a lot of, we have a lot of property, a lot of bum keep, a lot of updating. And how does it, well, I think the thing we know, though, is that it has a funding source. Right, that helps. Right, but if I'm sorry, I mean, how do we compare them all? And you're right, you could take way finding, for instance, which has been a goal of the community for a long time now. So should it be any lower than that? Well, because I think that just like with the barracks, there's probably additional private dollars that could be attracted towards that. So it doesn't change the priority. It just changes how much public funding that we feel that we need. Have to put into it, I should say. So y'all okay with placing it as a medium priority? I would say that it, you know, some of those it's up to y'all but I mean as I look at what you're saying Elizabeth you know based on some of the I don't know that I could place those ahead of some of the ones listed there yeah I mean I think we could want everything to be higher top priority we're not careful why don't we categorize both of the four things sort of as one I mean there are two items but we'll categorize them together then and or medium I know this is in $2 million in the comment, but if somebody is willing to give us $2 million for something that we would want to do anyway, it should be a high priority to us to fulfill their request. I agree with that to a certain extent, unless there are other things that we're currently doing, then yes, we should, but we can't drop everything that we're currently doing to make

[2:21:23] that happened if the others are equally as high of a priority. So I think we'll do what we can do to make that happen. But it may be through private funds, not public funds. And at the end of the day we're going to do what you said Mike. We're going to do that because it's an opportunity just like we have with the dog park or whatever that were a low priority. But an opportunity came about and so we all of a sudden it rose because there was a funding source with it. Looking at from a citizen standpoint, I'd rather see the foreword and the fishing pier be on a high priority and above this zoning in an ordinance. I think the citizens standpoint, it's far more important to do the things for our citizens and the things that are bringing money in. So I'd put both of them on a high priority and put that zoning down in love. I'm pretty sure that the citizens are the ones who benefit the most from the zoning ordinance. I disagree. It's not a staff driven thing. It's what helps development guides development helps land use in general in the city thing that on the zoning one it's one of those that I agree it's not something I enjoy spending money on but what I don't want to see is what we went through a year ago and we all you know this sand thing was huge and if that zoning ordinance had been updated and we had made the necessary changes we wouldn't have been in that ballpark and so from a staff perspective my deal is I don't want us to be there again. I want us to make those changes. I mean we're taking a lot of heat only. Yeah well as you noticed on the the the transportation you know that's one where John thinks we can do it in house but I can guarantee you the zoning component is going to be much larger than we have staff availability to do. So at some point in time, we'll have to go there. If you think, if you prioritize them as high, it doesn't matter.

[2:23:27] I guess we could do a show of hands. Is that the easiest? Okay. Those of you who want the Fort Concho listed as a high priority, raise your hands from council. Okay. Those as a medium. Okay, we're tied, two and two, so y'all two are going to have to vote. At the end of the day, we know if it's one of those two, we're going to be looking at the opportunity. Okay, so now we got two, two, and two. It's not high. Okay, since we have high and we have a low, we're going to go there. Now, who am I going to do? Because John's not here, Mo. OK, are there other opportunities that you all want us to add that are not listed? Our boat's loaded. Well, I was approached by a group who's very interested in the re-establishment of Keeps and Angelo Beautiful. And since you're putting things on there that aren't necessarily capital projects, just for the, just to have it somewhere on a list, I would like to see it back. I'm not, I don't know that, that that necessarily requires public funds and I would not recommend it for 16, 17 funding necessarily, but I believe that it's something that the private sector might be very willing to support and that I would rather go that way, but I think it's a program that might involve us at some point in the future. And what level on the priority list would you place it? A lot. Let's just start it. Since we're just put it on the wall, I would say low priority. And the challenge be for the private sector, then, to advocate for it more strongly in the future.

[2:25:31] And Liz, that was an item that we were actually working with the chamber at the time. So that's still something that we can continue. I think it's really important. I think that definitely there's private funding. There's volunteer work that can be done as well. That's something that we can keep on the burner and keep moving forward. I'm still planning me with a chamber again to see if we can rehash it and see how that would work out. And that's why I said, I think we just keep it as low and kind of see what the outside interest is. Are there evidence y'all would like? Do we need to add the one this morning we discussed with the CAD RMS. That is a CIP item that needs to be discussed as well as far as the funding. And it's one that we're going to have to address, I think. So I don't know if you want us to add it in here, or we'll just take that as a high priority to begin with. It said, again, the Z-Tron system we were talking about earlier. The cost is about $150,000. It is, I think it's an essential item that definitely needs to be funded. But again, we can open that for discussion, but I think it's really something that the chief would tell you. Fire chief will tell you it has to happen. Others? Little West, you know, like it back in there, I guess a little priority is where it would be. OK. Black came at high, but would least need it on low. Yeah, if you don't know correctly, we had a presentation from a group that wanted to establish an old West town down by the river. So we'll have that one in. All right. If not, we will move forward. That completes this. Thank you. Daniel said something about Z Trump. She needs to be up there. Yeah, I guess at this point, from what I heard of the discussion this morning, it would be a higher top priority that we come up with a solution for that.

[2:27:35] It needs to be fixed in some form or fashion. Okay. Very good. Thank you. Thank you. I appreciate it. Good. Thank you, Senator. Rick, sir. Get your old bag. Get your old bag down. Hold on. Hold on. Give that back to Rick. I'm sorry, Rick. I'm just slow. I'd like to feel out everybody about the city's bus routes. I know that we, you know, contract that out, but the city's needs, do we feel like our our growth and our current situation is fitting the needs of the citizens that are using the bus routes because of I think it's something we need to be aware of and to discuss. And so currently with the bus routes of course the city doesn't run that, so that is something I guess we can look into as far as coordinating with the entity that does as far as what opportunities they have. Well new bus routes are being considered and looked at right now and I just think that the city needs to have input as to where those routes are located. We received the calls and the complaints about bus service, so bus service, road bus service and all of that nine yards. So our input to the call is to where those new routes are going to be in the consideration. And I think, you know, we addressed when you and I last went to D.C., and we talked at the Pentagon, and they wanted a bus route for the military, and that just got accomplished.

[2:29:38] I mean, finally came about, well, they're now looking at readjusting the bus routes again, and I really think that we need to review where they're at and where we feel like they need to be moved to. What we could do in working with planning is to let John visit with John Austin about their process they're going through and just involving us within that discussion. We participate on a budgetary standpoint and so it's absolutely appropriate that council that somebody is accountable to council for what is going on with Raoul. I just ask for an accounting of what the city does contribute to that and just got it last week And it is considerable. Okay. What we'll do is coordinate in that manner through planning. And then what we'll try and do is the information we gain there is bring a update to council as to what's being proposed. Who on council is on that committee? You are. So you need. And Dwayne, but in our parks, the way we have grown with our neighborhood parks and in the community parks and stuff, do we have sufficient bus service to get people who no longer can afford vehicle and vehicle insurance or drive, do we even have any service to those parks? I think we would want to be looking at and considering. But- What do you think that of John Austin? Yeah, but Duane and I were the lone two votes at an 18 here recently and- Those county judges don't have a lot of respect for us, do they? You don't want it back? You don't want the service back? No. Patrick, that was sort of a rhetorical question. I'm with you, buddy. Thank you. Patrick, Patrick.

[2:31:38] Yeah, he nearly fell out of the chair. Yeah. But we do need to be giving the citizens something, you know, for what we're paying. I don't think that's a good suggestion to me to make sure that they're following and also discuss those potential routes and see what they're... Yeah, I know they'll help. There are new venues coming on within the city. Let's use the Bosque areas, an example, you know, that's fixed in the open. You've got all those things. Is that a destination point that people are going to want to get to? They might not know about that unless we tell them where those nodes are in the city. We can do that. One other request here and this is for maybe back up generator out of the EOC. Is there anything out there? Is there a backup out there? There is. There he is Okay, well that was just a suggestion that I got But wait there is one minute. Well, we don't I don't think we have complete redundancy for some of our key systems out there But that's something that could be looked at if individual we have the trainer and there's there's generators there but first I mean they have a big generator on the EOC building itself okay now it's probably going to run with us for the P.S.C. everything you know the public safety conditions we've got generators in both locations okay one of us do to be replaced right definitely it's bigger plus and we'll agree one last year we got a patch well there is a cat to our spending, so here we are back in priority. For you to the matter, you find the money, you go. The truth of the matter is with the income down as it is, you know, just about anything we do is really not. This is an exercise in futility, but we can still have a plan. Well, and what it helps us is, and Sandra at a good point, you know, if we have these

[2:33:39] priorities, opportunities come about, and if we don't know what priorities, and so Sandra a lot of times through some of her programs they send us something and it's something that we have to respond to within a month and so if we know the plan and the priority we can respond and get that done so it helps us maybe check some of these off along the way that may be a low priority but if we can get them checked off because we got money that they came in through grants or something well that's just great so like a parking lot of the sunken gardens find to grant for that. Okay. Okay. Well, I think this gives us what we need and we'll let you go, Michael. Okay. Thanks, Rick. Before we discuss developing new strategic priorities, we've had for the last couple of years, we've had the top five strategic priorities that were established by the city council. We followed that very closely. We do want to give an update on where we are. Michael would be doing that along with staff to give that information. And right after that, we'll move into discussion as far as other, if there and use strategic priorities when you take a look at, or even adjustments to the what we currently have. So with that said, I'll let Mike do his presentation. All right, I'll cover these kind of briefly. If there are detailed questions, we've got staff here to help answer those questions. Kick off with number one water supply. Hickory groundwater project is nearing completion. Final completion of the well field is expected in June. The treatment facility associated with that project is completed and in operation. The city completed a study to examine the possibility of reuse type water. The pilot project is being brought online. Bill talked to us a couple of weeks ago about beginning talking about negotiating the contract for that. track for that I'm sorry there's a handout in your files that that has this information in it and at that time council directed staff to go back before

[2:35:47] the water advisory board and make sure that that board was comfortable or still resolute in their recommendation to bring that forward to council. I build do you have an idea when that meeting is going to occur 28 of this month 29 thank you they're gonna bring forward just that or because there's three or four projects that we're talking about at the same time and Liz had brought this up the two of us had brought this up where we really want I don't want to talk about this one item I want to talk about what's the best item there to go back I can look at what options there are might be, do as much of a spot analysis on those as possible. Bill, will you grab the microphone, please? And then bring a recommendation to you either to explore multiple options or one option. I mean, I can't tell you what they're going to bring to you, but I can tell you they're going to look at everything that's possible to look at. But is it really fair that we spent $150,000 on the test for the reuse? On the pilot? It's $1.2 million. $1.2 million? We're spending that much on that one, but we're not spending like the Royal Project, which I've always been in favor of the Royal Project. All right. I think there was a study down for reuse, and there's a study going on for red oil. pilot project is in addition to the study. So there was an initial study just like there was an initial study for the rare oil. Is that right, Bill? The initial that's correct and the pilot is part of a design process and in a permitting process. Just like she just said, I never saw anything that was the results of

[2:37:47] that oil project. There was in fact it what I saw was arguments between I mean, our experts and their experts of which one was, and I want to just, I thought we were going to try to have a third party that was going to sell. Well, that is actually underway. H.D.R. Engineering was hard to look at the, actually the actual construction of the basin. That information has been given to Jacobs Engineering who did the original study, and they are updating their numbers from that, and hopefully we'll have that in 90 days or so. That's what they told us recently, so. but shouldn't that committee that's meeting the end of this month wait until after that's done? I don't think they're seeing this as necessarily a one meeting deal. I think it's a starting process for them, for the advisory board. Just as long as they're informed of the same thing, I don't know, I'm hoping that they're thinking the same thing in the back of their minds that this is not, we're not looking at just one project. We're looking at at least the chair of the advisory board is Mr. my boy and he and I've had a lot of conversation about this and he's he's leading this effort I think he understands that completely okay that's all I just want the public to know that also you know how much black we've caught recently over this reuse which I'm not I'm definitely not killing the reuse because I think that it's definitely but there are other things that are viable also well I think that's the question are they or not I think that's that's what you're ask him to take a look at. Thank you. I don't say that that study is anticipated to be completed in the 60 to 90 day timeframe. City continues to work with Midland and Abilene as part of the West Texas water partnership. I think they are anticipating an update for council members this spring sometime. Correct. We're We're also working very closely with CRWD with John Grant

[2:39:49] to make sure that we really truly are looking at a regional solution for our water needs. And we've had really a couple of really good meetings with him, we understand that even working with the West Texas Water Partnership, the other communities, Abilene and Midland, that we do know that we need CRWD infrastructure in order for whatever we're planning to work, we need to have them on board as well. So we've had some, a couple of good initial conversations, meetings where we travel to big springs, and that's going well. We'll continue those meetings. We do have a meeting scheduled to West Texas Water Partnership to discuss how we're gonna move forward in working with CRMWD as well. They actually came to see us a few weeks back to see what we had going, so they could understand our situation better. if not paying any more money and wasting over a million dollars? Pardon me? Can you restate that question? Is that discussion going to talk about us? I feel as though we've wasted over a million dollars on that partnership. That's a personal opinion of mine. And I think that it could have been much better, had much better use than the way we were doing it. How much have we spent? I don't believe we spent a million dollars. In the last three years? years. Okay. So 600,000 times three. Right. No. No, she wouldn't know the cities that are involved. The cities that are involved. That's right. I think that we actually got, I think Daniel's probably gotten more progress that we didn't pay anything for than spending 1.8 million in our partnership on this deal. I think he's probably gotten better progress than what it is. It is fair to say that Daniel and the mayor have very much utilized diplomacy to regionalism. If we work with the

[2:41:52] government, I feel as though we're wasting public taxpayers' money. Rodney, we do have a discussion at this point. And the mayor and I have discussed this in debt along with Quash Ricky and Bill and Mike, we've been working on those together. The one thing that we've always pushed for is to minimize those monies that are being paid out. We definitely do feel that we have buy-in from the other two communities at this point. And we know that we want results at this point. We don't want to be paying those consultants and that's something that when we do need at the end of this month is something that will be discussed in depth. I think that everybody does understand, you know, it's funny what happens whenever sales tax revenue is dropped off and other communities are kind of struggling and all of a sudden we're all looking for ways to save money. I think that we definitely, you know, we've been harping that from the very beginning and the mayor and I have. We've been harping from the very beginning but I think that we truly do have buying at this point and make sure that we cut back on those expenditures way back. I'm not talking about dissolving the partnership. I wholeheartedly believe that we have to work with those partners out there in order to get any project of any size completed but I think that we're wasting the money on attorneys and consultants instead of going directly and working with those cities directly, as our mayor should and our city manager should. When we started this today. Joe was the loan. We were down here by ourselves and those other two were against us. But that time has turned. That time has turned and there will be some make. We all know we have to work together because any project we're going to do is going to probably be a billion dollars or There's huge changes being made right now. The mayor and Daniel have had influence with regard to attempting to bring down those routine costs because the attorneys are less involved on a day-to-day basis and they've stretched the meetings out so that we do more by phone than we used to do. So they have had an influence in that way. But I'm going to reduce the cost. I want to be out of it.

[2:43:54] I'll tell you something. I don't know if you know this, but I'm up for re-election. And I can't answer anybody on what's going on, because I either know it from executive session. And to be quite frank, there's really very little information about progress that is shared. I mean, I know you are involved, but honestly, what does the public know? Because the public doesn't know much more than I do. And I find that to be problematic. I think that sentiment is at the root of the objective to give councils an update this spring. Well, and aside from a May election, because that's really irrelevant, I mean, how long do we have to wait? I mean, are we talking April or are we talking May? There's specific information, of course, that we're looking at different areas for long-term water supply, different communities, counties, that we're very limited as far as what information we can't discuss. But I can't tell you that there's two different areas that the water partnership is looking at to bring water in. Now, as far as working with those communities, the elected officials, the city councils, county commissioners, we've done our absolute best to do this in a very respectful manner of we go in and talk to them initially to get by and for what we're trying to do and explain to them of course that we're not water raiders. We're actually there, we understand that they have a need for their constituents as well. So we're being very careful as far as the top of information, as far as talking about which areas we're looking at specifically, what lands. So we have been kind of limited as far as what information we can share. Other than we have been looking actively seeking that outside of water supply well and I believe that you have it's just it's really hard when an elected official has to say to a constituent just trust me that's not that's not that's not a good answer well I think council members other council members here and other and council members

[2:45:57] that other cities struggle with that same issue so it you know I don't like struggling I'm with you on that but you're right Lizzie mentioned as far as a regional approach, can you imagine that? I mean, we should have been working, and we should be working to see on WWB, and that definitely is one of our top goals this year in the coming years, you know, to make sure that we do have a good relationship, and that we can all come together and come up with something that's viable for all the communities involved. There's a lot of need for water in our region. Right, but I think our, I think somehow the citizens through some sort of general presentation need to understand what we're doing without being location specific, without being, you know, specific as to area or volume to give something away to know what what has been accomplished. Okay. Whether it be through C-R-M-W-D relations or the dry situation, we really haven't had that. Does April suit your preferences? Sure. I mean, I think for any of us, it's the sooner the better. Okay. We'll get it put together. But there hasn't, I mean, truly lives and you know this. It really hasn't been anything done. And that will. I mean, I can ask the Republican that you said it earlier. They probably know as much as I've learned in the executive session, which is very scary. That means that $1.8 million was just thrown out the window. They should have gave it to me and let me go to Vegas with it. They would have a better return on it. I mean, it's just crazy. Well, part of thinning out the meetings meant there was less to report to counsel. So this will get this report going in April and go from there. Unless you want to have a late March meeting, but April's probably good. Well, I think- I'm messing with you. No, we're not meeting. It's another meeting, so we'll- Well, this needs it done before then. No, it's not, it's not an election.

[2:47:57] It's not a new thing. It's just a typical frustration of the public to want to know where we are. And again, I know we're not being location specific, But they want to know what we've done. I want to know what we've done. And when I can't answer, it's bad. Or when Rodney can't answer, Marty or. It is a difficult balancing act to maintain enough privacy that you don't booger a deal and yet be transparent with your public. It is difficult. So we'll work on any more objective. Number one. Pardon me? Number one. Put that on the top priority list. Number one. You got it. And the next step, one of the things they wanted to make clear was the next step associated with each of these. Obviously, the next step associated with water has to do with the water advisory board bringing back to you, again, their recommendation. Next item, streets, pretty much in touch with streets. We've got the study guiding our priorities for street reconstruction. We've got authorization to staff to negotiate and execute. Is that right? Shame, contracts with engineers. We've got engineers working on those first projects now. And so right now the next step is getting that information back to engineers so we can put the bids out on the street. So that is the next step is completed engineering information so that we can go to bid. Do we have an idea when those first packets will come back from engineers? We've already started seeing currently our 30% designs. I've already started coming in, came in, first one came in last night actually. So we'll start seeing those and working through them, bidding hope to, we start actually able

[2:49:57] to start letting bids June and July, August will kind of start staggering them out over time as they come in, you know, hopefully milling over late first, get those out, get those going. The longer construction projects, of course, will be a little bit later than that. But yeah, we're getting turned around pretty quick on these. Shane, can you remind us what is a 30% design? 30% design. I mean, that's just when they actually start the design work and basically 30% of the design packages are there where we start looking at the basic layout designs of it, the overall scope of the project. We start looking at water line replacement, sewer line replacement. It's just basically 30% when you think it goes from zero to a hundred, we're at the 30% mark. Okay. I didn't know if it's that simple or? It's that simple. Okay. Alright. Any more questions on streets? Alright, competitive salaries, number 3. City Council made it a priority to compensate city employees in a competitive fashion that included an assumption about 95% of the average salary range of 13 comparable cities. Abilene, Beaumont, Brownsville, Denton, Killeen, Louisville, Lubbock, Midland, Odessa, Temple, Tyler, Waco, and Wichita Falls. We've had some raises in the past, recall that that process is we survey those cities. We, Lisa and her group, surveys those cities, brings the results back so we have an idea of what our target for the year is. The first thing she does is associated with meat and confer. She gets those civil service, those relevant civil service positions surveyed so she can meet timelines which are contained in the meet and confer agreement. They're working on that now. Those are out. Is that right? They're out. And we'll be bringing those back in to summarize the results in time to meet the meet and confer

[2:52:02] deadlines. Then she'll go out and survey the rest of the relevant positions. So she has an idea during budget, what kind of money we're looking at to stay on track. So those are the next steps. Complete the meat and confer side and then complete the rest of them and implement those results into budgetary planning. Next priority, development process improvements. This one's diverse. I'm going to need the most help on this one, I think. In 2014, they surveyed the best practices in the industry, they inventoried all current processes and identified issues and strategies to address the problems that were identified. These together helped form the content for the master plan for improvements. They restructured staff and they began working survey results related to customer service. DRC clients and consultation clients and they're showing improvement in those areas. They're getting ready to roll out some software packages to try to continue to bring that process into the modern age and they plan to do that. Are you gonna get all these rolled out this year John? Yeah that's that's the goal is to have this kicked off live for customers. Now we're gonna we're gonna roll it out in stages so some of this is going to be rolled out and it will be optional so we can kind of test it for those who want to jump in and go through this the new process but the old process will still be available and then as we work any bugs out we're thinking it'll go live for everyone sometime about a year from now but it should go live in kind of a testing phase well before the end of the

[2:54:05] year. This is the priority of the top five. This is probably the one we'll come closest to completion earliest soonest. It's also one that may never be complete when John gave us an update the other day at council. He said I don't want to get too hung up on deadlines or hard goals because I want my people thinking about continuous improvement I think was what he said. So at some point we're going to be able to check the box but that doesn't mean And they're going to be done looking at ways to improve that process. So those roll out of those software packages, that is the next step there. The fifth item, police station, we've acquired or we have under contract, first financial bank building, anticipated closing date is dependent upon their completion of their new building. And we anticipate that to be early to mid 2017. hired Brinkley or re-contracted with Brinkley Sergeant Wiginton Architects to assist council and staff in the development of a vision suitable for a bond election. The next step is for us to schedule, for us to pick a week for how Sergeant to lead architect on the project to come to town and spend time with council. What we anticipate if we'll select a week, he'll try to find a day during that week that his schedule and we'll try to have him available for you if you're interested to talk to him and hear what he has to say. They've updated the information from the last time the firm went through the project. He's got the information to show you and he's going to be interested in what your vision is, what your thoughts are for that project. And so that is the next step And I actually, I'd like to do that right now. Is there a week in April which suits you to try to get that done?

[2:56:11] He said we're early enough now that he could probably make any of those weeks work. I think my preference would be that we try to do it early in April, but really, you're the ones that whose vision we need to develop. Is there a week that suits you? Let's go back to the funding source on that. What was the funding source just to purchase the bill in? I am rushing a resolution. And that money is not? It's what? It's what? So we are going to issue that. I don't know. Right. We have in the financial, in the plan when there's a $5 million place holder or capacity in everything that's set up now to issue debt for $5 million and service that. that is established long ago and that's this reimbursement resolution would pull money from that to reimburse. So in the debt models that we've been showing to council when we bring you the street issues and things like that, not only do we have the $16 million bond issues for streets over that 10 year period, but we also made a placeholder for $5 million for a possible police station. Remind me what would we play for that building? 1.8 little over 1.8 million I think. 1.6. 1.6 I think. That is 1.5 and change. 1.5 plus some cost. Plus some cost. Yeah. The total budget in that fund right now is just over 1.8 million. So we have set aside up to 5 million to do something. That's correct. And that number was just pulled out of the air years ago when we knew we were going to need to do something, but it got a foot in the door. Now, as we develop this vision, there will be an estimated price tag that goes with that. And we're going to rely on that architect

[2:58:12] to help us understand that and help us to put a package together to communicate that to the public if we need to. So if we get all the bills and whistles that we can get it done for $5 million, then that's a very easy thing. That's not going to happen. So price tag is going to be well beyond that. And so we are going to need to have an idea of how we want to approach that. And of course, the consensus in the past with Council was that we would take this to the voters and let them tell us whether or not they wanted to pay for it through a tax rate increase. And so that's what this phase is with the architect, development of that vision, and helping us to communicate what the financial impact and operational impact to the extent that it has one would be with that vision. And that's for November 16th? That is for some future election that Council would decide. It's not tied to any election right now. We want to do it quickly enough that if Council wants it on the November election, it can be. But if Council decides they want it later than that, then that's very much a council decision. How does that affect our capacity on the bond when we have how many big bonds do we have out right now? A bunch. But how does it affect our capacity? Our total outstanding principal is over 200 million. Right around 205 million. So what was your other question. I'm sorry. Like Michael said in that case we would likely take it to the voters and ask them if they wanted us to increase the property tax rate so that we could thereby

[3:00:12] increase the debt service rate and use that amount to increase our capacity for paying debt service. So we would have to increase the property tax rate in order to take on that you had. More than likely. But it would be a bond election, they would decide whether or not they wanted to pay it or not. And that was the point. If the council says we don't want the full blown, we want to go to some interim step with full blown some years down the road, that could reduce that cost. But that is precisely what the heart of the issue is right now is developing that vision. What is council's vision for that project? Is it going all the way to a fully developed project now or is it something lesser than that right now? You could say it's like how many functions that are otherwise housed in different locations around the city. How many are we trying to bring in under one roof? Because there's a lot of latitude, even with that question, I think. Absolutely. And we need somebody with this kind of expertise to help us, gentle, to help that vision gel. Chief, do you have anything to add? No, I think when you're discussing about the outer line of facilities in the airport we're trying to bring in under one word. We've had some issue recently. recently with the lease agreement with, what's that organization called? The training facility. Oh, yeah. Reclamation. Reclamation. Reclamation. We're having some issues there and it seems it appears to me like they want us to vacate the property. So we may not have a choice but to relocate the training facility anyways.

[3:02:13] So those are some things that we're working through with legal and the Bureau and Ricky is involved in that as well. You kind of getting that feeling, Ricky? Yeah, I mean, it's coming across pretty clear. They don't want us there anymore. That's really the only large thing that we would be able to move or need to move. We have traffic division and community services, and that's just some small office space. So adding the training facility to the new station would be probably the most significant cost out of all the outer line buildings. And will we talk about what to do with the existing facility? We can. If that becomes part of this vision, if we need to do something to that building, then it might be part of that package. If it's just move out, knock it down, that it might not need anything other than that. I think we're, if we were 18 months now away from possession, and if we could start construction, how long would it, does anybody have any idea how long a construction project like that would take? Depends on the vision, 12 years? You know, we're a good three years away from having to, if we vacate that, having to make that decision, but it would be good to know up front what a plan for our plan was. We'll have you done a like a facility needs assessment lately or updated the existing one. We have not updated it This was one of the top priorities as you remember city hall fire and police and We'd have to dig that study back out and and take a fresh look at it It might end up affecting some of these pages up here In fact, we had a public comment, you talked about facilities, we had a public comment where

[3:04:19] somebody thought that station 618 was run down and needed lots of rehabilitation. Well, we don't think about that as being that old, but because it was done during our time, but somebody thought it was old and needed renovation. So that could have an impact. The other thing about facilities is a sustained effort to maintain them is important. We talked about earlier today, we talked about the state office building and it seemed like we were regularly spending money on it. That's what we need to do to keep a facility in good operating order. And Ron Lewis gave me some notes to talk about in case that came up. We've got, remember that six months ago we had a budget amendment where we dedicated approximately a million dollars to some necessary kinds of facility issues. One of them is over here, a building that needs to come down. We need a sustained effort to maintain the facilities that we and our citizens and customers use. I think the facility needs assessment process was a good one because it involved citizens, a lot of citizens. It was not just an internal committee, so I think you had a lot of buy-in and ultimately a lot of support. You know, that might be something for us to talk about in light of I think there's one big facility on that top priority list. I think Ricky's got a facility that's a high priority. It might be something good for us to talk about how to follow up on. Does that was what, five, plus years ago? Oh, it was more than a half. More. Fifteen, maybe. No. No. There's an eight assessment done within the last.

[3:06:22] Since you're, I need to revisit something that has to do, you're talking about facilities. Charlotte talked earlier about asset management, about getting full value out of assets. One of the things that we need to talk about that affects streets and, well, it affects more than streets and utilities, but they are the ones that have some information gathered is a system for tracking, managing complex asset systems. Shane and Bill, I think, know the most. Shane is the guy. Shane is the guy. Shane, would you? Yeah, that, you know, one of the things that we want to, one of the things we want to share, I mean, we have counsel and from, I guess, water standpoint and streets standpoint and public works in general standpoint, you know, we've started actually, we've identified the issues that we've had and we've started putting real hard dollars into these and trying to fix them. And some of the issues, it's been real easy in the past to just hold a blind's I and keep going on down the road one of the things that as we are putting this money into all these things and as we're starting to correct things that have been lacking you know for years one of the things we want to make sure that we do Councilwoman Farmer brought this up a while ago is you know where are we you know when when an assets come to the end of its last life it needs to be replaced looking at repairs and all those other things that that create or that lead up to the end of life issues that that we deal with when we're talking about these large assets that we have. One of the things that we don't have in the city is something where we can actually actively manage all of these assets together and whether that's you know from a public work standpoint we're thinking streets and water sewer infrastructure and stormwater infrastructure you know that's

[3:08:25] That's what we think from our side, and so that's what we concentrate on. But when you look at it from an asset management standpoint, you know, we have a lot of property in this town as well, too, a lot of different buildings. All of these things can be wrapped up into an asset management software function. And we've gone out, we've visited with a lot of different companies, we've visited with a lot of different municipalities out there to see what they're doing and how it's working and what they do to try to keep track of everything that they have to keep track of. And when you're talking about Bill Hemey miles of water and sewer lines do you have? Yeah, so we're talking 1,400 miles of sewer lines, we're talking 1,150 lane miles of city streets, how many facilities we have, it's awful hard when we have a few staff members that are trying to keep up with all of this in our heads and then try to relate to this or we write it down on a piece of paper and try to keep up with it and then go back and start compiling data or even putting it into a spreadsheet and trying to compile it and keep it all together. We've looked at a software package out there that's fairly, well, there's some cost to it but in the grand scheme of things compared to other people it's fairly inexpensive. But what this does, it allows us to put all of our assets into this program. And we can actively work with this program, with our guys in the field, with us in our offices, and it all works interchangeably. All works through our existing GIS programs and servers. And this will allow us, you know, as we're moving along and we start instituting all of this new stuff, it allows us to take, we can take pictures, we can take photographs, we can GPS it, and all of this stuff can go into our GIS system as we have it now.

[3:10:25] And when we start looking at things, and we go out there and we make repairs, or we work valves, we're doing any maintenance activities on our crew leaders out in the field, and I'm talking from a public work standpoint, not necessarily facilities management standpoint, public work standpoint. Our crew leaders in the field can actually, with an iPad or anything like that, or even a smartphone, can actually do a work order. They can open a work order out in the field. They can do the work. They can take a picture, GPS coordinates. So we know exactly what it took to fix a leak, how much material, whether if it was a water leak, it took a full service clamp, or they had to replace it with six feet of pipe, or whatever it is that they have to do, We can document that right there, hit a button, automatically uploads into our GIS system, and it's saved forever. At the end of the week, at the end of the month, at the end of the year, we can actually have reports that are pre-written, and we can pull it up, and we can tell you exactly how much money that we spent on six inch full circle clamps, or whatever the information it is, or the issues that we had on Solar Street with all the leaks and the citizens that were tired of the leaks, you know, one right after the other and the, you know, we actually, we will have that information, be able to have that information as we move on down the road. It gives us, it actually lets us work based off of actual data and not just visual, we think so. And another thing that, as you look at this, something that we are losing, you know, is institutional knowledge and, you know, when we're losing it in a hurry, we have a whole lot of people that have been around for a lot of years and they're leaving. And when they leave, all of our information retiring, retiring, yes. I'm going to give Ricky a hard time about not being around forever, but he had a speech heard earlier today, so I won't

[3:12:30] go there. But, you know, as employees living and stuff like that, it's we're losing this institutional knowledge, and if we have a system like this in place, it's there forever. It's on these servers. You can always go back. You can always pull it up, and you know where you are, where you've been, and where you're going. And it's one of those things as we move along. In the system, it can start out. Looking at it, it can start out as simple as streets, water, sewer, and storm water, and it can move into facilities, police, HR purchasing. They can go as far as we need it to go or as little as we need it to go. But you know visiting with engineering and Bill and Allison over in the utility side of things, Patrick and myself, we just believe that this type of system would just be invaluable to us here in the city and as we move forward in what we're doing. Looking at it, you know this one system that we've really looked at and really honed in on that we really like and we're looking just to kind of throw you some initial costs out there of course this is this is just us talking to them you know nothing nothing's written in stone or you know nothing yet just again we've we've been talking we've been looking trying to find something that fits us the initial upfront cost that we would be looking at software wise would be a hundred and sixty five thousand dollars you divide that by four to over four different budget if you're looking at water sewer storm water and then general fund from a street and bridge standpoint that cut your you know that cut your cost down you know fund wise you know significantly an annual subscription cost of twenty thousand dollars per year those subscription costs they cover what that covers is all your any upgrades enhancement service support enhancements service support, webinars, trainers, training, that sort of thing. That's what

[3:14:31] those costs cover. And then we would, one thing that we would ask for would be one staff person to basically take this, make it their, make it their life. And that's what they would do. They would implement it. They would be there for support to help get things established. We want to transfer or we want to bring something into another department. This person would be there to help the implementation and get them up, get them going and getting where they need to be. So that's kind of what we've looked at from our side, from staff side. We wanted to throw that out to y'all to see what y'all think. You know, we hear it mentioned, you know, time and time again about managing our assets and making sure that we know where we are with our assets and we're replacing them in time, we're repairing them in time, we're doing what we need to do to maintain them and not keep kicking the can down the road and get to a point where we're at right now with our streets, with our water infrastructure, and we don't allow anything to slip through the cracks. And so we want to throw that out there and get you all's thoughts. We would like to start moving forward with something like this. And again, this right now we're looking at you know dividing the cost over four different funds. So it's not going to be a huge burden on any one fund. Well I'll just add this is grown up, got them, beat up old cars, they'd start making funny noises and I wouldn't know it was, I'd get my dad on the phone and we'd talk about it and he'd say, got it to a break and then you'll know what to fix. That's probably not the way we want to run some of these systems. We probably would like to get ahead of some of these failures so that we don't leave our customers without service, and I think that's what the objective of this system is. We don't want to drive until they break and then go fix them. We want to know what's reaching the

[3:16:31] end of its useful life or what's reaching a service, critical service period. And that's my understanding of the benefits that come from this system. I got it. I got it. Thank you, Ron. No, I think you covered it well, I mean, just to say it maybe in simpler terms for me is that it's the process of integrating multiple work processes which would be our work orders system with our GIS, with our customer service, and even financial. We spend a lot of time handling paper now with our work order processing and it's not efficient at all. We spend a lot of man hours doing that and it doesn't help us to provide better service to our customers. So the idea would be to do this in a much more efficient manner, where just to speak in a little bit of detail, where now where we get somebody calls in for a leak, say, and they have, we have somebody that prepares a work order, they print that work order, and then they spend time rewriting stuff what they did, and then that is printed, and then there's another copy made, and then that's filed somewhere. So we really want to know what's been done over a course of time. It's really hard to pull all that together. What we'd be looking at is a process where somebody calls, Ms. Smith calls Mary, Mary's looking at a screen, and she says I'm at 234 Main Street, and Mary's looking at that. And she knows all the assets that are associated with that issue that's going on, and she can talk to our customer about real life and real issues at that point. And while she's doing that, talking to her,

[3:18:31] at work orders being created, and it might be that Ms. Smith has her waters off, when Mary's gonna see at that very moment that we have people working in that area. And so, really from just not to go any more of that detail, but this process would help us to be a whole lot more efficient and a whole lot more be able to provide a lot better customer service, I think. And while obviously it's not free, I think that it will more than pay for itself in the time that we spend handling data. And something that I hope to talk to you about here in a minute is that with our infrastructure, we need to have, as we talked earlier, an understanding of our infrastructure needs, both those that were working with the street and other infrastructure needs that we have. And that's very difficult to do right now to find the history on what's going on within our infrastructure. We need to move forward. We need to have better data and be able to mine that data much more efficiently. Is this item in the population of CIP projects? If you all were polled, the two of you were polled and asked to place it somewhere on one of these charts, where would you say it needs to go? I can't put it in the top row or anything. Are you anticipating any kind of a payback? I mean, is there any kind of tangible or cash return that is measurable with the system? Or are we just avoiding problems with the system? I say just, but avoiding problems is good. So. Well, tangible might be difficult. I mean, to say it's going to save us this many dollars. It will be hugely more efficient. We'll save time and effort that our employees can be spent doing other more productive things.

[3:20:33] Without any doubt, it'll improve customer service drastically. And I think that over time, this software will actually help us to do condition assessments, which I think will save us a lot of money in the future by being able to understand what our infrastructure needs are with the information that we have in house and I think at that point we'll start to see huge savings. See if I have any questions on that system? Don't get broke, you won't face this thing yet. Mayor I skipped over something I mentioned and I never asked anybody can we pick a week for the architect to be in town and available for council? Well it's going to be 80 in 18 minutes. So earlier it would be better for you. We'd have a Becky coordinate that. I mean, I'll tell you what we have Becky call around. Is that suit everybody? Okay. Don't you record? No, I want them live. We'll have Becky call around and see what suits everybody. We'll go from there. Unless you have any questions or comments on any of the projects we've talked about, this this concludes this agenda. We'll be discussing today. We've already looked at, we've received the update on the five top priorities the city council has established. What I want to do now is look at these five strategic priorities. I want to look at each one of them right now the way we have it as far as the priority level. We have water, streets, wages, development services, and police station. I want to discuss now as far as priorities. Are these still the five strategic priorities that we should maintain? Should they stay in this order? Should there be more different objectives for each one of them? And can you all think of anything else that you feel

[3:22:36] is a strategic priority that needs to be included in here? I know that everywhere we go to make a presentation, we always hear about these two right here. And inevitably, the police station always comes up as well. So those are the three topics that I'm having to answer questions about whenever we do a presentation to a certain group. So again, I really want to simplify. There's a sheet that I had given y'all. It's called Strategic Parties Considerations. There are certain questions again that I wanted to address. First of all, looking at the top five strategic parties, are these still our priorities, city council members, are these still our priorities or do we have anything on there that we can remove from there? Anything that we can update? So we'll start off, Charlotte, you said that you felt that police station should be? I feel like we have picked that can long enough and water is still number one and streets is still number two, but I would prefer to see the police station move to number three, simply because it's been 10 years and the cannon is still being kicked. Okay, put on that, that's number three, it's part of the party, it's part of part of the issue with that. It's totally, it's up to the voters anyway. It's at every station, it's regardless of where we put it on the list. It still has to build a vote for a bond issue, So that's true that we know we make it. Yeah, yeah, I have a problem with moving it up. In any way, it's something else. OK. So we say that our number three, regardless of this, truly, because these are a complex priority for me. These are the ones that we've been advocated talking about all this time. So we can actually place it as our number three now. And take a look at it and make sure that when we do talk that we are saying water, streets, police station, wages, development services. We've done a lot of work on development services as we heard a little while ago when John was making it from a continuous improvement perspective. He's

[3:24:38] going to continue moving on it and working and improving upon that. Do we need to leave it on here still as a strategic priority? I see some heads nodding. I think we do. I think we need to make sure that it's understood that we are development friendly and I think it needs to stay a priority it doesn't mean that it's a high dollar priority for us but it's something that we need to continuously be aware of as we look at kind of our comparison cities and what's going on there I think we need to always position ourselves as being welcoming and that we want a fast-track quality development in our community. I think that these are kind five. I don't want to say sacred things but I don't mind moving the police station up but I really don't know that I want to see any of them fall off and again I think that's kind of a value statement at this point in time to leave these five here. Those two employees to the outside world and to our citizens. It's very well said. Any thoughts on that? Is that kind of what the rest of the council thinking as well? Yeah. Okay. With that said, then we'll leave these as the top five strategic priorities. One, the water streets followed by police station and wages and development services. Is there anything else, and I did give a list of all the city services that we do provide. Is there anything else that you're hearing from your constituents that you feel should be addressed as a priority as well, or is it are we good sticking with these five at this point? Did you want to add anything else that you've been hearing from any of the constituents? I'm sad it's bad with the fact. Okay. Like you said, this is what we hear over and over again. And I am already hearing from the building community that things are going on the right track, and we are working towards... Absolutely. We're not there, but we're going the right way

[3:26:38] as opposed to where we were even a year ago. Absolutely. I think that when you look at each one of these areas, we've made some pretty good strides on all of them. We do have a street talk about a wall over the water area. There's a lot of work that's still be done that we understand that. Streets, I think that we definitely have made some really good progress in addressing all those issues and concerns that we've had to make sure that we do have a street through a need over an eight, nine year period. Again, wages, as we heard from Lisa Monney, Wallanda, we have made some really great progress and development services doing it really well. We'll be meeting again to discuss the police station, steps moving forward, and how that's gonna be handled as Michael talked a little bit about. These are gonna be our five strategic priorities, the learning objectives that you would like to address in any one of these, anything specifically that you would like us to focus on as it pertains to any of these. Five. How can they be put on the fast track? Do I? How can streets be put on the faster track? I think we're good. I think we're rolling at the speed that we can at this point. Okay. Well, Meredith mentioned that we felt that the top five, what should be the top five, that we should leave that alone. I know that we are facing a little bit of a challenge this year with the sales tax revenues dropping off. We want to do everything we possibly can to be as responsible as we can to make sure that we maintain a balanced budget and we are doing that as far as addressing sales tax revenues. So I know that there may be a little bit of resistance on adding any more strategic priorities. I think these are, I don't want to call them the Secret Counts, but they are the ones that we have looked at saying that these will maintain as a priority. With that said, if you don't have any other objectives, if you don't have anything else that you like to include as a priority, that's it. That's what we have today. If there's anything that you would like to address with any of your staff members, staff members, some of you that have not been able to talk, is there anything that you like to address the City Council as it pertains to our objectives?

[3:28:39] Item number six, Charlotte can go home now. Okay. Mayor? Can I say one thing real quick? Yes, sir. Several of us council members got a letter sent to us this weekend that were addressing the way our finances were set up and saying roughly that we were not taking care of our finances as a city. I know you got a copy of it, I said. Yes. I wanted to see if I could, if we could just hear from Tina Morgan about how are we, how are we financially, are rating again. I know you said this the other day, but I just want to reiterate this that we're doing well. We have independent inspectors that come and are this, I'm on that committee actually, and are this yearly or even monthly I think, and how are we, did you address that? Do you see the letter also? I did see it. And a lot of the information provided in that letter is not even related to the city. No. There were amounts there for the water reuse project. We haven't even decided what we're going to do with that. There were amounts there for the entire $80 million for street issues, and we haven't gotten there yet. There are some what they call unfunded liabilities, and those are amounts that we listen our CAFRA. Those are reevaluated every year by an actuarial study and those amounts are included as we are directed by those studies in those reports. What else there was there was there that that included Tom Green County in the school district that those have nothing to do with the city's debt and so it was just I don't know how else to answer except that but yes we are on very good footing. Like I said fish and S&P's both gave us very good ratings for recent debt issue and so I feel like the city is stable and financially and we're not headed we're not going down the path of some of

[3:30:39] these larger cities throughout the nation or you know going towards bankruptcy and things like that word. I would agree with that statement what you receive points out that there are people who are concerned about debt in the community and that just reminds us that when we get ready to borrow money and needs to be for an item we think is a priority. We just don't need to be just like we do at home, we can borrow more than we really should, and that doesn't mean just because we can that we should, we need to make sure it's a priority. And everything we do, of course, it is planned out over multiple years, and we want to make sure we do look at our dev capacity to determine whether we can actually fund those projects. And as we all know at this point, these projects are really important to us, as far as the streets. Again, everywhere that I go, that's one of the first things that they bring up Bell Street, I'm okay. We always hear it. We're actually doing something about it. The City Council is doing something about it. As far as saying, you know what, enough is enough. We have to take care of what's ours, our infrastructure, and the past has not received the attention they deserve. And right now, that's exactly what we're doing. And I think that we definitely are doing the responsible thing for our citizens and addressing that, rather than taking our heads in the sand and pretending like it's not a problem. So again, moving forward, when it comes to dead capacity, we definitely will take a look at what the city can and cannot do. We definitely don't want to do anything that puts us in a financial straits and trouble. We do want to make sure that we maintain our good credit rating and we'll be looking at these projects and making sure that as we move forward that they're done accordingly within within the budget as well. That's right we're actually just wrapping up I just received the preliminary draft of our CAFRA which is our comprehensive annual annual financial report. We'll be bringing that to council on April 5th for council's approval. They can an individual if they think that we are not spending their money appropriately can't

[3:32:40] they see that report? Yes we are as transparent as we can possibly be. We received the platinum award for transparency from GFOA. We put everything out there on the website and anyone is able to view it at any time. Thank you. If somebody has a concern, we're getting ready to go into budget season, that is the perfect time to make public comment. We solicit public comment every meeting when we talk about the budget. We solicit public comment in the CIP process in nearly every step of the budget process. If people have concerns, we welcome their comments about how we spend money. And I think we all know, was there a name on the letter? No. Okay. No, we're not always dealing with someone who wants to take credit for that kind of scare tactic. But I think like you, we want to be able to defend what is going on and be able to put that information, the correct information out there to sort of a lay fears for the others who might be receiving that information. So whatever with Anthony and Brian's help we can do. Absolutely. If we were to look at those five with the new order, water streets, police station, future anticipated debt issues, I think, unless I'm forgetting, the only ones we're talking about right now are all associated with those top three priorities. So as we consider debt, we've already identified the use of that debt or linked that debt to the top three things that council believes are priorities for the current economy. So I think that's kind of a good reasonable mis-test that this debt is associated with something council says is either number one, two or three. And if I missed anything, is there any debt we're thinking about that's not water streets?

[3:34:41] Water and police station. Rodney, I didn't get a copy of the letter you're referring to and I would appreciate it if you would share it with me. But I do serve on the audit committee and I did receive information last week like Tina said. They're wrapping up the independent audit and don't see anything alarming. And they can talk to the auditors when it's completed. What directly? If they're real, these people are not real. All they're doing is trying to cause problems out there, and bless their heart. They just don't know what to do. I don't think that it's true. If you think that it's true, sign the real name, give your address, phone number, let everybody contact you. Right. We're more than happy to answer any questions. If a citizen has a concern call us, We'll be more than happy to explain that, even sit down and meet with them. Other than that, we definitely can get information suggested, talk to Anthony, and get that information out. We can do that as well. And we definitely will do that. So, yeah, we're doing everything we can as responsibly as we possibly can as well. Okay. That's what we have, thank you. We'll participate in it in this workshop. Y'all have a party, party, party, party, and we'll know we're a bad new leader. Okay. Second. Only three. High. It's 3.18.

Transcribed 2026-07-27 with faster-whisper (base.en) · source: youtube.com/watch?v=MeJ4phteIyA