 Thank you, Mayor Bagley. As we've all heard and read in the paper that RTD has been in the news about lost revenues and possible furloughs of employees. So one of the places that they want to take revenue from is from our Fast Tracks Internal Savings Account, or FISA. I believe that that FISA account needs to remain intact. So with that I move to direct staff to send a letter from council in favor of keeping the FISA funds whole. Second. Second. Thank you. All right. All in favor say aye. Aye. Aye. Oppose say nay. All right. I know the MCC has already written a letter but can't hurt. All right. Thanks. Anything else? All right. Moving on. Public might be heard. I'd like to reiterate there are alternatives to having unsafe microwave emitting devices. IE smart meters or AMI installed on every person's home and business in the city of Longmont and again I urge you to host the study session on this matter. Good evening Mayor Bagley, council members. I am here once again to express my concern over the traffic signal that is placed at the intersection of Pike Road and South Coffman Street. The reason I'm contacting you is I wrote a letter to city commissioners and I was asking how I can get involved with this RV ordinance because I feel I as a long-term resident said people of my background are being excluded from the process. Let's move on to special reports. We have the first one by the Longmont Housing Authority. It's Cameron Grant here. There he is. I wanted to do a bit of a follow-up to some of the discussion that we had two weeks ago at the last study session and we so we started those discussions in February and then the perfect storm hit. We had a COVID-19 stay-at-home order in March. We had a notice from our executive director that she would be resigning. We had several other key staff people resign and in the midst of that we lost an investor in a five million dollar rehabilitation project at one of our properties. Rather than lean away from us the city staff leaned into those problems right alongside the LHA board and its staff. Because of that we were able to continue to maintain and provide supportive housing for about 1,380 Longmont residents and that mission is to provide housing and related services to the low and moderate income families in Longmont which include elderly residents, disabled households with a general goal to relieve the community of substandard housing. So where are we going in the future? We're hoping to continue this collaboration with the city. We've got about 12 to 18 months of time I think we're gonna need as we evaluate operations and come up with the ideal structure. All right great. Do you have any questions from Cameron or for Cameron? All right Dr. Waters. Yeah I think that's where I was going. I think it's important for both the Times Call and the Longmont leader to have copies of Cameron's letter. We will reconvene another executive session if we could put that on the schedule at some point. Eugene, Harold, then we'll pick up where we left off last time. Thank you. All right let's move on to the update on COVID. Harold? So if you look at the numbers recently obviously the y-axis has changed significantly in terms of the number of cases that we've seen within Boulder County and I'm gonna talk about that as we're moving through. You heard me the other day talk about the number when we were about 60. You can obviously see that it went in excess of 90 and that again is really based on what a number of staff who are in conversations with the county you know approximately 70 percent of those cases are related to the university and there's some information that went out this afternoon that I will go over in a little bit. So overall we're still below 4%. This kind of shows you what's happening to the 5-day average of positive, the percent positive, 10 to 19 is approaching 200. Based on what the governor said today I think what we're seeing in Boulder County is really the same thing that they're seeing statewide. I know many of you are probably you asked the question last week well what does this mean for protect our neighbors with the increased cases and talking with the administrator group it does mean that we essentially have to start back from the new peak. Remember at the beginning of the COVID-19 situation we talked about CDBG CV I'll call it CV from now on and then we also restructured some of our money in our existing CDBAG accounts to utilize to put into what we were doing. Okay so you'll get a detailed list next week with these categories that I've mentioned in the dollars and then also see what the the CV dollars are gonna look like and we're gonna try to get that out it may be an addendum that we send out Friday or Monday but we're still trying to look at all of these nuances. All right great let's move on to a request for approval of the Longmont City Council negotiate with Boulder County on the acquisition and management of the McLaughlin property. Good evening Mayor and Councilmember David Bell Director Parks and Natural Resources for Save Longmont. I am here to talk to you about the McLaughlin property and staff's request to move forward negotiating for the acquisition of this property for open space. As you pull into the the Clover Basin you can look at the property that the county has negotiated with to purchase the McLaughlin property. Other areas where people can disperse from and go out and engage in passive recreation if it's hiking, bird watching, picnicking whatever that may be this would be another great area that we can maybe take some of the pressure off of some of those other areas in the city. Good evening Mayor, Theresa Malloy Budget Manager. I'm gonna start it off for us this evening. So this evening the topics that we're gonna cover for you are a budget tutorial, our total budget summary by fund, some revenue projections, general fund budget summary, public safety fund budget summary, our 2020 budget projections, early childhood education, human service agency funding, affordable housing fund, the library feasibility study and then finally equity in the 2021 budget and beyond. So we wanted to start out just basically giving you an overview of the city's financial structure to kind of set the stage for the current budget, our 2020 budget as well as our 2021 budget. Just an overview of our high level overview of our budget process. We start our process with staff creating and updating their capital improvement projects. This is just a list of all of the funds that are in our proposed budget. I wanted to spend a little bit of time walking you through our 2019 budget process throughout September and October like we will be doing this year. We had discussions with Council and that budget was revised. And then throughout 2019, there were eight additional appropriations, including the carryover which was completed in August and that $185.9 million was made up of 130.8 of carryover and 55.1 of new appropriations. So this is a history of carryover versus new appropriations. So I wanted to take three different funds for you and kind of walk you through what the original budget looked like, what the final budget looked like, and then fund by fund, how much of that was carryover and new appropriation, and then on the right is the detail of these funds. And so this is just a snapshot of the different categories in our budget. So this is our total budget in roughly one-third, one-third, one-third. So one-third of it is personal services, one-third is operating, and then one-third is the non-operating and capital together. And this is the general fund. So 74% of the general fund is personal services. So heavily people focused. And so with that then, I'm going to turn it over to Jim. So this proposed budget for 21 is $371.78 million. It's 5.05% more than the 2020 budget. It's $17.9 million dollars more than that budget, which was $353.91 million last year. So the major decreases in the individual funds included $960,000 in the CIP, $960,000 in the airport fund decreased to $2.4 million in the public improvement fund, $2.3 million in the park improvement fund. So the biggest funding sources in our budget, the ones that we're most reliant on, I guess, as far as them and whether they go up and down are the sales and use tax, the property tax, and our building permits. So bringing you some of our detail on the revenue projections on each of those. Property tax revenue estimates. Property tax revenue growth in 2020 was over $2.4 million. So the county assessor provides the preliminary information to us each year for the assessed valuations for our budget process. If we do get any new revenue from property tax valuation that we would receive as of October 13, we will bring that back to you once we're aware of it. The ordinance for the budget would be proposed on October 27. So we will have time to be able to include any new valuation within the budget process. Basically, these are the building permit projections that are built into this 2021 budget. See here that the 2020 adopted general fund budget ongoing revenues and expenses were $86,791,080. So ongoing revenues, although they only went up by $7,670 net, we did have an increase of over $2 million in some areas as well as a decrease of over $2 million. I mentioned the recreation expenses going down. We also have a decrease in $10,000 towards video services and public access. Level one expenses are expenses that we are facing that we have no choice but to fund them because there are things like contract increases, levels of overtime that we're already paying at from one year to the next, and we're trying to cover a level of service that's already being expended. So the general fund has a, the city has a financial policy that the general fund is going to maintain a reserve. And it's a reserve that has three different reserve type of targets. You see here that our reserve targets are very close to what I was just talking about. And so what we are able to do with this budget is increase the amount of dollars going towards our stabilization reserve of 2019 operations. What we bring into this budget process that we have available for one time uses is about a little less than $2.5 million here. So the public safety budget, the 2021 revenues include $12.9 million of sales and use tax, $842,000 of grants and other intergovernmental revenues, and then projected $40,000 from firing range operations. So the proposed expenditures of 14 and a half million include just below 100 FTE being funded through the public safety firm. So the budget for 21 is recommending that $715,000 and change for one time expenses in police and fire. And then the firing range operations expense $473,000 is offset 20% by projected user fees from other governments and the public. Again, this fund is pretty much funded mostly by sales and use tax and that dedicated 0.58% tax. 81, I'm not going to cover the two pages or so of a little history, the six month history that we've just gone through. You can see on the left side all of the equity solutions and saving solutions. We had a total of 3.5 million of those that we were identifying from savings and 6.9 million from equity. So what I'm showing you here is that I've made adjustments to what our expectations are now beginning here in August and what we might actually use. So what is shown in gold is again what we're still relying on to offset the shortfall. You see in the general fund, I still have an estimated $5.5 million shortfall. And so we have identified shortfalls throughout the general fund in a number of different areas. And then you can see all those. I'm not going to walk you through those. But the largest of those again was recreation revenues. And all these identified savings that are here of $793,000 are still going to be at this point can still consider to be savings or deferrals. Next slide is the Streets Fund. And again, similar situation here. We do have both savings from CIP projects as well as projects that are deferred that will for now remain deferred. And if these projects are not needed, they'll be reassigned in the CIP or else these projects will just be resumed at a point down the road. There is a number of small funds that we brought to you in July, which I just didn't include in the presentation here because they haven't changed in scope. So that is it on that presentation. I could take any questions you had on anything I just went over. Otherwise, I'm going to turn it over to Karen. Good evening, Mayor and City Council. We are in the home stretch. This is PowerPoint presentation number four. And we will do our best to move through this rather quickly. So there were four issues that we thought would be appropriate to just update the Council on tonight. And the first one is really their early childhood education effort. So okay. Good evening, Mayor Bagley, members of Council. We can go ahead and move to the next slide and talk about early childhood education. So in 2021, the proposed areas for early childhood amounts, we want to continue to work with our community partners and stakeholders to still use the funds in the best way. Good evening, Mayor Bagley and City Council members. So what I'm going to do first is really just go over what the Human Services Needs Assessment found. These are the cases that came out of the Human Services Needs Assessment. Do fit well with our current priority areas. And the graphic that you see shows what we allocated the percentage of funding that we allocated in 2020. So I also wanted to add this slide because this has been a very important and robust conversation that the Housing and Human Services Advisory Board has had. And that is around how do we view equity and Human Services funding? What is the equity lens that we put to Human Services funding? And I'm going into a ton of detail about the wonderful conversations that we had. The main takeaways are the important changes that the Board has made in the last few meetings in the last few months has been. So next slide please, yes. For the Affordable Housing Fund, what we're looking at for 2020, and I'm going to go through 2020 and then into 2021, is the fact that our budgets keep changing from year to year, depending on what we're working on and what kind of grant funding that we have and what's what's going on. So in 2021, we are facing somewhat the same thing. It's a little bit different in the fact that we did get additional funding as being recommended in the 2021 budget to bring us back up to 206,543. As you can see, CDBG admin costs are estimated to go down a little bit. All right. All in favor, we have motion basically following the recommendation of staff to say use the Affordable Housing Funds in this manner. All in favor, say aye. Aye. I'll say nay. All right. The ayes have it unanimously. The motion carries. I will try to be succinct, even though that looks like a lot of words in the PowerPoint. So if we could advance to the next slide. We did contract with Kimberly Boland Associates, a consultant firm late in 2019. It seems like a long time ago. The consultants also spent some time looking at our building concentrating on the building spaces on our