 Another marvelous night and we are gathered together for our second group of presentations. Um, I don't think we don't need motion to agenda is great. I do like I'll, I'll, I'll make that. And I don't think you can later fill in the blanks. Great. I don't think we do. We are making a one slight change to the agenda and that is that the city attorney is going to go first and talk about their budget. And we have Justin here and then we'll go in the order in which it's been up on board. Okay, so without further ado. I'll just dive in. We're big deputy city attorney, Justin St. James, just going to give a little overview so folks have an understanding of CD attorney's office overall in sort of 30,000 foot view is our budget is largely unchanged from last year. a little bit to give folks the background. As you can see, we have six attorneys. Currently, city attorney is vacant, hoping to have one soon. We have otherwise five attorneys, the deputy director of litigation, Tim Sturman, three wonderful assistant city attorneys, a paralegal, Lisa Jones, a legal assistant and a public information officer. So that's sort of the full staffing is nine folks and we're currently dating. So all those back to full staffing. Just a little background. So city attorney's office is sort of in-house general counsel for all city departments and projects. There are certain exceptions where there's either conflict counsel hired to represent boards or or city council, which has happened occasionally when the city's attorneys office is handling a representation for departments, certainly could test cases or if there's a sort of unique issue, but generally, city attorney's office is in-house counsel. There are certain matters such as electric utility regulations, certain utility matters, airport regulation, bankruptcy, environmental matters where there's so issues specific they are handled by outside counsel. Those issues are fairly sparse, but we certainly have a pool of very talented folks who help us out. Additionally, if there are claims against the city that basically trigger the city's insurance defense policies, those are handled by range, outside counsel as well. And there's certainly a wonderful bond counsel dealt with some complex bond issues. Just a brief overview, but this is a representation of firms used in the last fiscal year for various matters, everything from insurance defense to commercial real estate transactions to bond counsel to legislative representation. The city has an RFP process and it has various arrangements in terms of making sure we have very competent qualified counsel to help us in matters which sort of tread outside our normal expertise areas. And just a little more breakdown, generally, city departments have a primary attorney, for instance, DBW has a wonderful Tim Devlin, permitting inspections has Kim Sturdivant. Those attorneys help them, usually everything from RFPs and contracting to daily issues that arise within a certain departmental purview. And it helps to have, basically, help have that in-house counsel for each department, and I think the departments, the feedback we get is they find it helpful as well. And then we also have task specific items such as I'm the elections attorney, Kim handles planning commission. So we try and create opportunities for both people to broaden their sort of professional skill set and horizons with things that interest them as well as just needing to staff all of the work matters that come before the city. And certainly public records, our office is the main sort of repository of public records requests and they need to be fulfilled and generally have a legal aspect to them as well as parking ticket appeals. And then just a little more, all city contracts, all RFPs are reviewed or prepared by an attorney, certainly all resolutions and motions go through our office and when it does happen, all employee discipline discharge sort of HR matters, our office helps the wonderful HR department. Just a few big picture items, obviously, keep using the word wonderful because it seems fitting, but we are eager to find someone to fill Jan Richardson's large shoes that is processed on going now. And then a few larger items are going to be continuously reviewing city ordinances in charge of visions, making sure we're updating where possible, certainly in case ordinances to reflect sort of the times and the current realities on the ground that city certainly looking forward to getting back to full staffing because when we do have short staffing, scenarios, it does just place a higher workload on individual attorneys. And we're going to continue especially, I say to Tim Devlin, especially, but we have some great attorneys working to standardize practices and procedures in a way that makes the department and the city better. We're going to keep helping departments in that effort this year. As I sort of tipped off at the beginning, this is a budget that is almost entirely similar to the FY22 budget. There is very small reductions in ways that will not affect any of the services provided by our department, the largest being outside council line, which we think will not be an issue to accommodate that due to sort of anticipated workload and projects ongoing. All right, that's it. Are there specific items that I can address? In our budget or questions about anything I presented? Well, what's the line was the outside council and this sort of two lines, this professional consultant services, is that outside of council? Yes, sorry, yes it is. 6,500, 106. And then there's 115, is that different? Yeah, that has been historically the city knew that it was going to be engaging in arbitration. For instance, it has always been a separate line item, although I'll be honest. When arbitration's arisen the last several fiscal years, it's been paid out of the 106 versus 115. So I'm not sure that is a bit of a historical legacy piece for the, you know, it hasn't been filled since the 2020 with the actual amount. So it might be something we think about, but I think it has been if the city really, we knew that we had a specific discreet arbitration matter coming up that we might want to set aside funds for that. Now, are there additional outside legal fees not shown here that might be when I would, the enterprise funds might have or some of the district, or is this some total of the outside council? There could be outside council within other certain departments, but this is handling largely, you know, some items that come to our office were representing other departments, certainly VGD, for instance. That's exactly right, Councillor Creffender. Anything that is budgeted outside of the general fund is budgeted within those budgets. If we look at their, the formal budgets, then we would see their legal expenses. Yes. But you still, you still oversee that or comes that handle? Yeah, so our office takes generally the role of coordinating outside council and working with outside council just to make sure that they're in certain continuity of service within the department, even if the expertise is held there, the city generally tries to play a role with that. But within the departmental budgets, the legal fees sort of a mixed bag because some departments have a lot more general fund than other departments. So how do you, how much is general fund versus paid for by fees or bonds or financing? It kind of depends on what's happening during that year. But I would say, I don't, we could certainly get you that. I'm not sure we have those figures because the way we think about it is very general fund centric and we're not, I'm not comparing that against what VED or the airport's line is. But if that's interesting to you then certainly move forward with that. Usually we're just tracking what the general funds expenses are and then we're looking at the airport compared to what the airport spent last year or what the VED spent last year not necessarily compared to what the general fund expenditure is. Do we keep track of the, all of the expenses by vendor? Well, quite often in this case actually. That is something we can do. It is not something we routinely look at it in that way. Councillor Hightower and then President Falk. Yeah, thank you. Thank you for the presentation, which to dig a little bit into the budget because the presentation didn't quite cover I guess some of the budget figures. And this is more, I guess the first question is for CEO Shad which is the 2020 actual amount. As I've been digging into that I assume are we just using the 2020 actual amount as kind of our pre COVID figure because it ended like shortly after COVID or can you just making like, I guess in these budget presentation in terms of us getting a pre COVID understanding is, are we assuming that is the 2020 actual or? We are actually using FY 19. If we need a, if we're using a comparison here for instance, for revenues that we're looking to normalize we've talked about that is looking at FY 19 revenues with 3% added on in FY 2021 and 22. So we are looking at FY 19 as more of a comparison and your next question is probably, why am I not seeing that? You were not seeing that because of a very simple technological reason and that is we have run out of columns in New World that can show up in a report. So I could get you FY 19 and then skip FY 20 and then get you 21 and 22 but I can't do 19, 20, 21, 22 and that budget is for 23. So it's just simply a strange New World issue here that we're facing. Yeah, I think I would prefer to have and I maybe I don't know if you can choose to cut out a budget but I'm okay with the 2021 amended budget. If I was gonna lose one I think that would be the one that I would pick just because it's nice to have the actuals and then I think having the 2019 actuals I think would be nice for us. And then the other question that I have that I'm just gonna ask in all the presentation so it'd actually be great if and I know that this is everybody's kind of I'm sure scrambling to get these presentations made but as we're talking about the like cut that departments are making it looks like we're saying the city attorney's office was too painful to cut is that correct in my understanding of what I'm seeing? I'll let Justin speak next but there were cuts made to the city attorney's budget but those cuts were made to the outside council line and because we're hoping I think to have bargaining wrapped up and thinking that it will not affect operations this year so a cut was made but not a cut that we feel will have a lot of operational cause operational distress. Justin, anything to add? Yeah, there were a few other smaller items but I think yeah, we were given sort of the question is where could we cut without sort of deleterious effects on services so I think that's what we sort of provided back. And as you can imagine, just to add to that the city attorney's proportion of the $2.2 million cut as a very small budget was very small portion of cuts so that's perhaps why it's not jumping out to you in the budget. Got it, yeah, sorry. Just to close on that, I guess is and I could be I just opened the budget so it also could also just be but it looks, I guess, it looks to me like the 2023 is higher than the 2022 so are we are we doing the 2% cut off of the 2022 or was it off of like what originally we had budgeted for 2023? It was from not from what was originally 2023 it was from the 2021 budget. Got it, okay. Yep, nope, still higher. Oh, the 2021 actuals you mean? I am pulling it up. Sorry, I just figured I want to get correct I want to get an understanding of the whole framework I know this is day two and should have asked those earlier but I had to hop up early on the last call the last presentations and if I'm just missing something or looking at the wrong line but I think I'm looking at expenses total which I assume is the right. You are, we have also increased revenues but you are correct that overall it looks like there is a The 311 thing, they're like, I'll reach out Yes, let me just I don't know I'm looking at here because like there's a lot of there's a lot of people that will come to use it but they might be the ones that will ask about like if it's really hard to see here but here we have our 22 amended budget with an expense of 1.2 million and the 23 department requested is just about the same. So it appears that something has perhaps gotten crossed the wires have gotten crossed because I think there originally there was a slight cut here. So that's certainly something that we're happy to revisit. As you can see, we're up a little bit of revenues but all tools that is only an $18,000 cut. It could be cut out general operating and it looks like personnel is where I'm going to go. Yeah, it's personnel, just cool. Got it, okay, thank you. That's helpful. Yeah, I'm sorry for this line of questioning. I'm just certainly not advocating that the city attorney's office in particular because I think I just wanted to make sure that I understood how each one of those is affecting each of the departments. So great, thank you, that's helpful. President Powell, thanks. So in 21 and in 22, the actual amount is far less than the amended amount when it comes to revenue. So it would seem as though aren't you creating the same possibility into 23? We could be, I can tell you that we have not finished collective revenue for 22. This is interdepartmental revenue. And so I know that my office is a bit behind on that and we are expected to meet projects for this year. Okay, so that means that you're looking at another $52,000? Yes. Okay, because that hasn't happened in the past. So, you know, but okay, the other question I had is that it seems as though there's line items that sort of disappeared. For example, there were several lines that were cut by 100% when you go down to general operating, like you've eliminated computer equipment, completely eliminated a line item for computer equipment. And I don't know how you've done that. And I don't know what medical fees and supplies are, but again, that has also been eliminated by 100%. So it must be someplace else. So computer equipment is being centralized into the IT budget. As you'll see, you'll see that the actuals in 20 and 21 are almost nothing and very small in 22. And so there had been some confusion with not just the city attorney's department but through several general fund departments. Is that something that they should be budgeting for, for computers, for peripherals? And so we're moving those items to the IT budget. Medical fees and supplies, quite honestly, this is usually things that are first aid supplies. And I think when they ask people to cut, if the people in the city attorney's office does not have any pressing needs, that's probably something that's, you know, didn't need to happen for this year, but may need to come back. Yeah, I mean, just, you know, I guess what I, it seems like when you do that, that, I mean, yes, of course the percentage is gonna come down, the amount is less, but you're not really cutting it. You're just putting it stuff by itself. I don't know if we will actually need to spend that money or not. I don't think we have historically a very high medical fees and supplies budget. That is certainly not our goal. It is true with computer equipment. You are right, that is, those are costs that have been moved to a different budget. Yeah, I mean, like you, I don't know. I guess it's, I guess I'm just, I don't know. It just seems like, it's really like, I don't know. I don't know. I mean, if the general overall, at the end of the day, if it's actually a decline to fill a gap, then I guess that's what it is. But if it's moving it from one place to another, then it's really not a decline. I guess I'm trying to understand, you know. So I don't know where that is. And the other part is, I haven't looked for them, but it would be interesting to know where. And then the other, the only other question I had is, obviously they, I'm assuming your personnel, your wages and salary line is going to change if for, if there's no, there's no city attorney. There'll be vacancy savings for however long. However long that gets. Yeah. Do you anticipate if that were to happen, that there would be a need to have further outset to fill councils? We don't obviously, it sort of depends at this point. We don't foresee that. And I think we're, you know, also hopeful that it doesn't go on forever. So, but we, you know, just last year, I think, you know, for a few months, it's fine. Yeah. Okay. All right. Thank you. Question. Yes. Councillor Chen. All right. Thank you. Yes. Two quick questions. And I think one of them is for Justin and one for you. Here's your chat. Yeah. And my first question is specific to the line item, you know, employee benefit recognition. And it seems it never existed in 2020, 2021. And for some reason we start seeing it in 2022. Can you explain what that is? Please. Yes, I can. That is, you'll see that in most of our department budget. And that is a very small amount that department heads use. Well, I use it. I don't know how all departments use it. But that's if we want to do staff lunches or a team building or any kind of money for any staff event throughout the year that is not otherwise covered here. So I think most staff, most departments choose to have at least, you know, one perhaps a holiday party, summer party, something potluck low key. But that covers these costs. And we have not always had that consistent across the department. And so trying to make sure there's equity. I'm not sure why that was never in the city attorney's budget before, but you'll see that it is in most of our budgets. So we put it in. Okay. But I mean, I feel like that this amount is, is, is a lot. Basically, I mean, if we think about this $400,000 for just recognizing some stuff with events. And you. Sorry, it's literally $500 for the whole year. Okay. Thank you. Yes. Thank you. Oh, because like a lot of you. Thank you. Oh yeah. I got here. I got very hot in one point. Thank you. Yes. And Justin, I was just wondering also in terms of, you know, staffing, I mean, how many outside of the city attorney's position, how many staff are you currently looking for? And how long those positions have not been filled, if any. We are fully staffed. Okay. No, we are lucky. Very fortunate that. We had two of the positions were filled in the last year, and we were lucky to have great candidates. And certainly we ended up with wonderful employees there. So no city attorney is the only big position. Yeah. Wonderful. Thank you so much for being here and for the presentation. Any other questions for the city attorney's office. Great. We will let you get back to your hardware. Thank you, Justin. Thank you. Thank you. And up next team airport. Well represented this evening. Friends. Apologies to those of you who realized that I did, in fact, post this presentation, but not in the exact right spot. So hopefully you had a chance to. I just want to introduce the leadership team here. I know most of you know each other with Larry Lackey, our director of engineering, Marie Friedman, our CFO, Shelby Lozier, our director of ground transportation. And I don't think many of them at day of karma. These are new deputy director, maybe each operations at the airport. I did just briefly want to overview the staffing at the airport. We are almost fully staffed. We do have a couple of key positions that are currently vacant. Shelby's team does have some vacancies as well on the ambassador team. The maintenance team and the operations team. I'm happy to report are fully staffed, which of course is a critical critical component to the safety and total operations of the airport. We have had a very successful year. Despite COVID, but there are some pretty significant turtles on our horizon, especially with the fluctuation and inconsistencies with pending cases of COVID and of course travel circumstances. The good news is we are experiencing today. Before even this current fiscal year ending in the end of the expecting a moderate and somewhat conservative revenue budget for next year. Knowing that our scheduled seats are higher than they have been in the last 12 years right now. This is a, you can see on the right hand side, they're a pretty quick chart. Blue is 2019 or that general fiscal year. Starting people 19 12 month period. Orange is the pandemic when we first started there. And the gray was last year until March. Just a couple of months ago. We are recovering. We're almost there. This is the basis of all of our revenue, especially some of our higher revenue sources. Parking garage, which is a substantial amount of car rental companies and of course the, our airline, which is the highest amount. We are expecting still a year or two before we're fully recovered conservatively. However, working with the airlines that that might shorten in time before we know it. And we're hopeful for that. Thankfully, the federal aviation administration and the department of transportation have provided us a significant amount of federal funding. $20 million over the course of three particular grants to support our revenue losses because of those passenger losses. The great news about that is we haven't touched it all. We are still in the middle of the pandemic. We're still in the middle of the pandemic. And the great news about that is we haven't touched it all. We are still preparing for future challenges on the horizon. And we're holding that some of that funding for future years in case the fall or another year is consistent with the orange part. Right now our 2021 2021 and payments were down 83%. And our 2022 compared to the two years prior are down only 30%. So that's 70%. We do, like I said, we do have some vacancies on our org chart hiring is extremely challenging. Operation right now overall, that's why I'm extremely thankful that we are mostly full on some of the key positions. And that's not just hiring for our internal team. This is across the board, the airlines, ground, transportation providers, restaurants, Hudson news, all of us are experiencing extremely challenging hiring market, which is going to in some ways relate to some revenue loss, whether it's a restaurant that's not open because of staff shortages or other similar circumstances. This year, Larry has incredible amount of capital projects on the horizon, some highest probably a decade of the quantity and dollar figure of capital projects that we are currently moving towards, which of course requires additional staffing and players time and his consultant time as well. On the revenue side of things. Again, everything is highly connected to passenger travel. We go so blue is two years ago, orange is last year, and break is our budgeted amount for this current conversation. You can see conservatively we are just about every single year. We have about 90% of the 2019 conservatively. You can see one of them in there, the gray and blue line essentially match, just a little bit above, which is the rental car-related revenues, rentals of car, minimum annual FTs. Our parking garage, I just learned today, we are currently at 105% of our revenue from three years ago. We have about a month. Obviously that relates to our budget for next year. We are not budgeting that high of an amount, especially in the parking garage, knowing that there might be some very quick changes. This particular year, because we have received those three stimulus grants from the FB, we also are budgeting $1.3 million for some of these expected troubles. We need to use those particular funds, but we are budgeting, because as you will see in the next coming slides, there is some decreases in operating revenue, but overall, we are significantly higher on the total operating budget from 2020. Last year, 2022 ends likely, I would say, the same as our 2019 operating budget. This year, we are budgeting $1.3 million for our rental car-related revenues. When you include some of these other revenue sources, PFC revenues, which is passenger facility charge, direct charge to it, and airline ticket purchase. Those, of course, are highly tied to the quantity of passengers. The really big highlights for our revenue is our pre-pandemic, so almost there, and our car rental concession revenue, which is this year budgeted at $4.4 million, which is higher than our fiscal year or pre-pandemic number, as I indicated. Any graphs there? Sure. So this chart is an interesting way for us to both, for us to analyze and us to share with all of you, the revenues, both from what we're proposing for this year, you can see where we have the biggest gains to dollar changes from the budget that we have approved right now, the amended budget and the budget proposing. You see a huge decrease in the amount of the stimulus monies that we're proposing, and that's because our, on the top half of that grant, you're going to see those revenues that Nick has been discussing, those part of the garage, and the car rental-related revenues are really going up. Another thing I'm going to point out is we are having the increase. You'll hear this on the expense side in our QTA revenue, so our QTA is the acronym we use for our quick turnaround facility. And that, physically, is a car wash and a fueling and a quick repair for the car rental companies that are on our terminal. So what we did is we had built a brand new QTA facility, and it opened up in late October of 2021. So we have some increases. If we're looking at revenues over the years, you're going to see where we didn't really have any in 2021 and 2022. Now we are having some, and we facilitate, but we get back revenues from the car rental companies on that, either directly through the CFCs, or we build them like in the case of the fuel. We don't really fill up those cars, but then we do an allocation. We build them every month, 100% for what they're reducing. So you're going to see some of that. Another way that it would be helpful for you to be able to compare it to 2019. So it's really pre-pandemic. So the chart with a little separation to the right is showing you that. Where were we and what was happening. So I'll give you some perspective. Just an overall viewpoint because the report has many revenue from the car rental companies. So I'm going to turn to the next slide. On the expense side. So we did not have, we did not reduce any of our positions. It's really essential what we do. Safety is always paramount at the airport. And it takes people to do that. And we really are not looking to cut services there. And the highlights, you know, where we're putting, especially now that our revenues are recovering, you know, we're not looking to cut services there, but we're putting a lot of time and effort into the maintenance and safety and improvements at the airport. So we put a lot of time and effort in thinking about preventive maintenance items and keeping up the infrastructure that we have at the airport is paramount and. We don't want to come to you and say you forgot to do something. We wanted to be proactive. And so we budget accordingly. And we are tackling, we're always tackling those things from year to year. by for us for the long haul. One thing I'm going to point out because it's called an inter fine transfer and I have it listed on there. This is this year and last year we, we then in front of the fact that when COVID hit and Congress and the president signed all these stimulus packages in, one of the things that they did on the AIP grants, they made those grants, usually we have to come up with 10% of a local share. And they made those percents a hundred percent federal, not a high, not every one of our grants were a hundred percent, but by and large most of them were. So this inter fine transfer is sort of like, why does it cost airport? What do we have to come up with to come up with our quote local share on these grants? So we're expecting 90% are future grants or we're going to start getting any day to be 90% federal funds. Typically it's 6% state funds and 4% airport local funds that has to come out of our revenues. And we do get money from the state. They have been giving up, they used to find that amount of the state revenues. They would give us the entire amount. And in the last about four or five years they started limiting first. They said, we'll give you a $600,000 and now they give us $500,000 and I have to, unfortunately it doesn't cover that full 6% of what we anticipate our costs is going to be. So you're going to see a huge increase in that one line item which is probably overall driving the biggest increase to our expenses. And we have a lot of expenses we can't avoid. We have, you know, insurances and utilities and we just have all sorts of things like that that are, that are, they're pretty well fixed. We do what we can. We're trying to get, we're putting initiatives in that we're budgeting each and every year to look at that and see where we can make additional changes. It is important to us. And we know it's a very important initiative of the entire city leadership and all of the accounts, but we know it's an important thing. So we are doing our part to, to always be looking at that and trying to make improvements. And in our debt service, we had done some refunding last year. We do not have a principal payment to you on July 1st that we would typically have. It will return the following year. So we'll be funding it. We just have some interest that's why please. So I've sort of described a lot of that I, that I just discussed, but here is our specific line items and these are grouped together across all of our cost centers. So the largest ones you're gonna see and I've already tried to give some explanation to is that QTA, I wanted to separate that out so that people would think fuel, what happened to fuel, we all know fuel is higher. Yes, it is higher for the airport as it is for every other department, but that fuel which I've specified what we think we're gonna be spending in fuel for the QTA because it's an in and a out. It's actually really, it's budget neutral for me and for the airport, but it makes things look higher. Makes the total expense is higher. It makes the total rent is higher. So those are the biggest things. And then at the bottom there, you'll see that 1.5 million budget for inter-fund transfers down there. I just wanted to explain what that was. Next slide, please. I just wanted to leave with this as well. This is the, of course, some of the raw data behind the appointments over the last few years. That bottom line graph is incredibly important to the forecasted future of the airport. This is a seats, scheduled seats as a percentage of two years ago or pre-pandemic. You can see throughout the entire pandemic, the yellow line has been below the national average for the number of scheduled seats departing our airport. We just recently crossed that line in February and March of 2022 where we are now above the national average for the number of scheduled seats. Like I mentioned earlier in the presentation, we are at our highest scheduled seats for the next four months over the last 12 years, higher than the 12 year average. Our next six months, I think three or four of those months are higher specifically over the summer than the last, than 2019. And then the final slide is just a quick peek at some of the projects that we're working on right now. We are just kicking off an enormous amount of capital projects. Dave and Larry are working tremendously out on the airfield, which is incredibly complicated, not to mention our $20 million terminal project, which is just over halfway down, I would say. And we're preparing to open that up in October with a new consolidated TSH checkpoint, which is, I think that's on break, but sure. And we'd be happy to take any questions. We talk about the city cost allocations. How does that present itself in these budget? So I'll take staff at that point. That's okay. So on an expense slide, the one that looks like this, I actually have on there a line for indirect fees. So you'll see that on there. That is kind of all the services that we pay that we receive benefit for, but are part of the overall city. We don't have to come up and hire extra people to do those services for us. Things like payroll and processing our checks and all kinds of things. So that flows through under that indirect fees thing. We have other charges like for insurance or other things that much of that. We do have a separate policy for insurance and liability, but a lot of the rest of the insurance is, we get economic gains because the city goes in as I said, so it does for a larger pool. We get better rates on that sort of thing. So there are other ways that the airport saves money. And we try to, if it's worth separating separate, so we can see on that. Just quickly add, so while this is an expense on our particular budget for the city attorneys office, for example, it should be a revenue on their line item. And we're working with many other departments as well to identify some other opportunities to collaborate, to not only create a logical and justified expense for us to share with the travel, but hopefully add any revenue source to other city departments. Chancellor Hector, go ahead. Yeah, thank you. Thank you for that presentation. And I have some questions about how your presentation interacts with literally the bottom line. And so in 2020 and 2021, we logically took a loss. And so I guess I'm curious how that loss is being carried in terms of if it's debt burden and or if it, like that was revenues from previous year that we had on hand. So I think I'm just, if you could give a little bit more of an explanation of like what that, where that loss is currently sitting. Yeah. Sure, I think that lifeline for the airport because we are self-sufficient, creating the enough revenues to cover our expenditures. Our, our expenditures, I should say, are very difficult to change, whether we have one aircraft or a few passengers versus the amount of operations that we have today. That, that hole or that gap for our revenue loss was directly filled by the federal government with those three particular grants that we received waiting to almost $20 million. We didn't have to use all three of those grants just yet. In fact, correct me if I'm wrong, we are $4.8 million less budget in our, those grant funds for this federal fiscal year versus last year versus 2019, which of course we didn't have any grants. So, so that, that really filled the gaps so that there was no loss to the airport in any of the years for the, for the pandemic. And I, sorry if I can just ask a clarifying question very quick before, because just want to make so, and again, apologies for not understanding totally all the background, but I guess because those are, if they're the grant federal non-operating CARES actually, if a non-operating CRSSA, a non-operating CRSSA concessions, is that already captured in the revenues? Or I think I'm not completely understanding how they're both captured and then breaking up for that loss. So, so these are essentially reimbursed, these are grants to reimburse the expenses that we need. So we developed these, this expenditure budget both two years ago last year and this year, we knew exactly how much, how great the funding was needed to recover the loss in revenues, if that makes sense. So, so expenditures stay the same. We know what we needed to do budget for the expenses over the last few years. We knew the loss of revenues that we were not going to receive over those same three-year period. And we knew what that gap was to fill with these particular federal grants, which could be used for any, essentially any operating expenditure needed for the airport. And I realize I cut you off, so I don't know if you have something to add to that. No, that was it, just essentially that these grants can be used for any operating expenditure that we require at the airport. So, they are fully reimbursed in a revenue source so that there is no loss at the airport. You all set, Councilor Azar? Yes, thank you. That's perfect. So in that same vein, this has been a bigger picture. If you were to have an operating loss and you didn't have the grant funding, do you carry your own fund balance? And so if you've a profit one year and a loss, the other thing you have to be having a separate accounting for that, but you're strong? We do, we have a couple of different accounting sources that I'm ready to explain that much better than I can. So we are essentially a business. We're an enterprise, we're the department of the city, but we don't get any general fund money. We don't get, there's no stock gap measure that if our revenues are two oh one year, we've been, for some reason, that we're gonna get any city tax dollars of any kind that doesn't happen. So if we had a loss that if we had that stimulus funds, it would have been really troubling for us and our financial statements would have looked really horrible. I hope that answers your question. That didn't happen because we had those stimulus funds come in. We wanted to talk about where we are with these cash on hand and maybe that's pandemic-impacted. But to that and also the airline. Yes, so we got a couple of great excellent points. Many, many years ago, about a decade ago, the airport had almost no days cash on hand. And now we have close to 500 days cash on hand. What that represents, it means how much money do we have sitting in our unreserved checking account, essentially the airport checking account that is available to pay those operating expenses. So it's a metric that we follow very, very tightly, very closely. It's sort of like the hell, how are we doing? And our cash situation is really solid and we're very proud of that. We work very hard to manage that and forecast that and make sure that is a priority. So that we are, we're solvent, right? Cause we're like a business, I guess is the best way to describe it. We have an airline agreement, which we've sent in for this year and we're actually meeting next week with our like partners, but we're negotiating a new airline agreement. There is a provision in that airline agreement is complicated, but there's provision that our debt coverage score will be covered and not just covered, our law says we have to have 1.5% debt coverage score, just a counting metric, but the airline agreement allows us to be up to 1.5 and they will fund that. So during the pandemic, because we had surplus monies coming in, we and the airlines were very much affected by the pandemic as well. We didn't ask them for more money, but we, so we took a little less in our debt coverage score, but we are still way above the 1.25%. So we have a couple of things that we do in addition to just showing you are operating and to make sure that we're healthy and to make sure that we're, you know, representing the airport, keeping us, keeping us on solid ground. I just, just two more elements to that question. One is as part of these federal grants, we were also able to allow some of our concessionaires to pay fully their bank. These are some of the small, some of them are small companies. So they did not have to pay us. Federal government was paying us a concession relief specific grant for those particular companies. I'll also add that a couple of years ago, we took out a revenue participation note of just over $11 million. This was before any of these federal funding opportunities arrived and you were not sure what the FAA or what the DOT was going to particularly do. So that was another redundant stock gap between the airline, the day's cash on hand or reserve accounts. And of course some of the expenditures that we truly were required to maintain. It's great. Interesting history here. I appreciate it. That's the carpenter over there. I'm working finance. I mean, the airport went through a very rough period in 2009, 2010 or when we actually defaulted on some of that coverage coming out of that. That was when the credit rating was downgraded dramatically, actually went all the way jumped on status for the airport. And we built our way out of that by building up the cash on hand and putting it in this place. That's really quite pretty tight risk-sharing agreement with the airlines that should in a situation like that arise and they got a little funky in the pandemic when the tornado was bailing out everybody. But in normal times, if we were to have it here where we're short, the airlines help step up and pay a little more rent to help us get to the one five and we work on it. On the other hand, we work with them very collaboratively if we're going to make the coming to ourselves instead of we've been able to work with them and reinvest money into the operation of the capital as opposed to giving them rent breaks that usually have been able to work with both of us. That's been a pretty interesting part of the airports finances over the last six years. Absolutely, yeah. Is that a common agreement? I think it's somewhat unusual. I don't think it was unprecedented, but I don't remember. Sorry, the question with the risk-sharing how common is that kind of risk-sharing agreement with the airlines? For a residual deal, like this is what this is called is a residual airline agreement. It is somewhat unique. There's definitely some varying elements in our contract with the airlines, especially in fruging low, what's called the ultra-low cost carriers to operate out of Burlington. But that risk-sharing is somewhat common in airports our size or in life. And I'll add to our credit rating. This year for Moody's, we maintained our credit rating but what we did bring it from an outlook of negative to a stable outlook, which was a huge win, I think, for the year 2014. Kasabara, thank you. I just had a couple of questions. The days cash on hand pre-pandemic were days good or is it only this new 500 plus days on hand you have now a result of some of the grants that you've received? It was relatively consistent, but I think some of that was related. So it's been very consistent. We've been able to maintain it and not really see a decrease in our cash that we have in our operating account. To answer your question, these stimulus grants, they're not money that they send like a lump amount of money, they're reimbursement. So we only draw it down, we spend money and then we send them a request if we're going to need it. If our revenues are too low, then we draw down some of that money. So it's not like we have an influx of cash to boost it and I think that might be what your question is. Do we get it all and it's sitting in there? It's not. Or so low. Yeah, so we've been able to maintain that and keep a balanced approach with our cash. Thank you. And my other question was around and you hit upon it a little bit when you were talking about expenses, but the enterprise transfers, I see it as a revenue going in and I see it as an expense going in. It's a little confusing because we do, we have some intra-fund, the intra-fund transfer expense here is just, there's not on the, you're not going to see that on the revenue side, the same thing. That's actually, it's more like a fund-bound transfer but we record it here and it's going to the way we track our airport improvement grants, it goes towards those particular funds that are tracking those grants so that it'll be maybe half a million dollars will have to come out and they'll find a taxi project or something like that. So it actually, this is actually coming. This is recognizing that we're paying these expenses and we're having, we're not getting real, there's no the funding source. This is our funding sources, the airport. And let's see on the revenue side, because we do have something called intra-fund. So the intra-fund transfer, as you're seeing on that, is a different thing. Probably the name is a little confusing. Yes, it is. Yes, I'm going to make a note of that and I will call it something a little different. This is a part of that airline agreement would require that if we, our revenues are really strong in the air and we go above that 1.5 debt coverage score, then we are under the airline agreement, we need this to refund the airline. So it goes both ways. If we're under, they help us. If we're over, we re-emerge them. We were over until the pandemic hit. And so each year we went back to the airlines. We have a majority in the interest. We have a specific language we can go with and we ask them and they sign in the agreement with us to let us retain that over it. So we kind of want, like it was a win-win for the airport, we said, we'll use it for projects that the airlines approved that benefit both the airlines and the airport. So that money that you see coming in as an inter-fund transfer is actually specifically that money that was, we could have refunded. The airlines couldn't have required us to be refunded to them, but they allowed us to maintain it. And so that's, we're actually spending that toward our terminal integration project that we are building this huge improvement if anything you've been past the airport or seen at the news, it's been very exciting. The airlines are extremely eager to get going because that's going to help their past. Yeah. And that was a 90% grant. So that's finding our local share on the airlines. That's helping them out. Anyway, that's just the lens of the nation. You're right, I will make a note of that for next week. Should I be helpful? Cause I, you went to the center fund and it was like, yeah, internal funds. That was a great question. Jen, wrap this one. Can I have a question, please? Sorry, I got you jang it, didn't she? Go ahead. Thank you. So a couple of questions. And I think the first one is, if you can please explain as to why the debt service has dropped by 13% in terms of the expenses. I would love to. So every year, just like when you have a mortgage, when your principal goes down with your, every year you might pay the same amount to your mortgage payments, but the longer you go, the more amount each year your principal is coming down. And as you owe less debt, your interest expense is on that debt that outstanding balance. So your interest expense actually goes down each year. So that is our interest that we are paying because our principal balance, reporting in progress is actually lower. So our interest payment is lower. And that's why it's lower. Okay, thank you. And I think this is not like you did not refinance in order to pay less. No, it has not been. Okay, thank you for explaining. Now on the revenue side and expenditure side, we have a cross-comparison of both 2022 and 2019. But on the revenue side, we haven't seen the comparison of 2019 and 2023, basically. Correct. Yes. Yeah, I didn't do that on the expense side. I did it more on the, because there's so many more accounts, maybe it would have been helpful. I don't know if it would have been helpful. I wouldn't say it wouldn't be as dramatic either from the expenditure side. While there were some decreases on the expense from 23 compared to 2019, the revenue side is where the massive change in revenue towards the airport was realized between 23 and 19. But we can certainly show that, but it definitely wouldn't be as dramatic or a large, necessarily a large number. I think in fact, 2019 was close to 2019. Sounds good. Wonderful. This is not related about budget, but in terms of looking forward, I haven't heard anything about the airport that I believe that you guys were contemplating. What is happening with that? I mean, the hotel at the airport. So. Oh, okay. The airport is good very well. If it is, I'm sorry. Very good news somehow. It's how essentially the final permit or zoning permit was just completed and they have that in hand, correct me if I'm wrong. Great. So they had to secure the final act 250 and they didn't finish some of the stormwater stuff because of the delays because they would have expired. So they're going through that process now. Their goal is to start later this year. Late summer. Yeah. So of course through the pandemic, it was halted, the financial element for their own funding over the hotel was delayed. Now that some of these final permits are being completed later this year. So Burlington is very excited about this as much as we are. And we're hoping to see shovels in the ground later this year. Wonderful. Thank you guys. Thank you. Great. Okay. I'm not seeing anyone else online. So we'll close the airport session. Thank you all. Thank you. Thank you, chef. Next up, we have the part of the hotel first. Welcome over. Thank you. Having us talk over the general portion of DPW's budget. We'll hear about DPW's capital budget later tonight and then water and traffic on Thursday. So you can get a lot of... Never, never, never. There you go. Are we ready to begin? Yes. Great, you can go for it. All right, thank you. We'll go through this quickly so we have a lot of time for questions. We have a very broad number of budgets and you'll see here the water and parking and traffic and over $25 million of general fund capital projects specifically in DPW's wheelhouse. And I want to check it next. And we'll show a little how the four divisions break out and fail to introduce the awesome team. Let me just say Lee Perry, division director, John Baldwin, division director, and Rob Pooley, public information and customer service manager for our team. You'll see Megan and Jeff on Thursday. So as you'll see, if you can go just back one slide, the blue text here are general fund programs. So we'll be talking through three different divisions. We have a whole host of assets. So we'll go through this. But fundamentally, we spent 24 or seven focused on things that Burlington doesn't think about us. When they flush the toilet, when they turn on the tap, when they get to work, a good day is a day that the public doesn't think about us. Thanks. We have a number of high-level budget goals. I won't read through them, but I will hit some highlights. The goal in the direction here was to maintain city services. And we have achieved that with this budget. Fourth down, fifth down, we have a major new initiative this year, which is we heard from a number of counselors, concerns with wind-blown litter from customers and that recycling gets damaged by it being wet and exposed to the elements. So we are proposing to use one-time funding to fund voters for every residential property in the city. You know, a number of counselors have asked for us when we've ratcheted it down from 10 units or less to five units or less than the duplexes. We just want to make this required. And one of the key reasons is employee safety. Police team has experienced over $200,000 of injury-related expenses from lifting from the recycling activity. So this one-time money is not only good for community, it's good for our staff. We want to bring passenger rail back to Burlington. We've talked a lot about that. We're very excited for a July protected start date. And a number of areas here, there's more billable revenue for the general fund. And I want to thank Tom's team for digging deep and trying to focus more on billable activity as we'll stress. Counselor requests that aren't necessarily billable as we need to perform on doing a lot of billable work. Thanks. We are struggling as other departments are with trying to manage expenses. We are projecting an 8% increase in expenses that's driven by three things. One is the toters that we just talked about, one-time funds, it's labor. And there's a number of some components of that and it's fuel. Fuel alone was over $225,000 in excess of what it was in FY 22. That said, we are working hard to increase revenue much faster to have less of an impact on the general fund. So you're seeing that reflected there as well. Next. What are drivers on the revenue side? Jeff Padgett who's not here has worked hard and looked at trend data and we have restored the parking services revenue. There's parking and traffic revenue that's earned from the streets and the garages that go to special revenue funds. This is fine funding. So this is from municipal tickets in the parking here corner, meter violations, residential parking violations, et cetera. So we're proposing to return to 2019 funds. So senior engineer Baldwin, excuse me, city engineer Baldwin is projecting to increase billable time for the general fund. Touched on that a little earlier. We've gone through all of our billable rates and increased them, we've increased the sidewalk production rate, we've increased our equipment maintenance shop rate. Those are things that are billable to either capital budgets or to enterprise or special revenue funds. And we've talked about the toters already. Fourth, the last bullet is just more billable time for these team. We are proposing two additional three minutes workers who would be, whenever they're not plowing, which is 80% of the year, that they would be billable to water resource to do more enterprise support of our water assets in the right way. On the expense side, you're seeing here the traffic and parking division have worked very hard to cost shift expenses away from the general fund and into the special revenue funds. Third bullet down, we did eliminate or proposing to eliminate a third customer service position that's vacant currently. And we believe with our new technological solutions that we can continue to serve the customer as well with two. And you'll also see here the fuel costs. You'll see the two additional street maintenance workers. That's the net cost. Once we get fully billed from water resource, we're going to have to purchase another recycling vehicle this year. We're still having to use a private haulers trash truck on occasion because we all have enough functioning vehicles. And we've slightly increased over time so that we can improve our water maintenance. Couple of reminders to talk about that next. So challenges I had understood counselors wanted to hear about challenges. I think there's a lot of ambitious revenue targets in this budget and I will mince work fully restoring our fine revenue technical service doing more billable work. Least stream team doing dramatically more billable work. So we're going to need to hit those budgets and monitor our performance care. So you'll see also the second bullet down. The number of large capital projects hitting the city right now is not to be understated. And around about to the Champlain Parkway wrapping up Amtrak to Burlington. The historic level of capital projects is intense and we do have open positions. And so that is an area we'll get to in a second. So I want to thank the team that's working hard and we need to redouble efforts to fill those positions. So you'll see here also, we did not get the full $40 million that we saw for voters. And so we are trying to break the fence and find rationally directed spending. Anything we can do to meet the capital needs of the city being light on tax payers possible. All right, so here are the open positions. The ones in bold have been long-term or repeated vacancies. These are a number of key, many of them are frontline positions. We've got a couple of technical positions that have also been open. The large number of positions back into the bottom is school crossing guards. We have worked our tails off to increase pay, work with the school district to advertise, get parents involved, and yet we're still only about half of the crossing guards. So this remains a problem that we are facing next. And just lastly, we really enjoy working as not just a department, but a partner in other departments priorities. And we work across departmentally too. We achieve a lot for the good of the city and at the end of the day, it's the work that we enjoy. So thanks and happy answer question. Great, thank you. The floor is open for health care questions. Senator Bergman, go ahead. Well, thank you. I am interested in hearing more about the transportation demand management. I've sent this email to a number of people, but I'd like you to explain that and within the context of this budget, my understanding is that DPW is supposed to be the lead department with regard to TDM, but I am not seeing that that's been fully embraced and it's reflected in this budget. So this is in particular concern to the North Manuski Avenue corridor that I am working very diligently with all of our departments to make a success. And if you could address that, that would be great. I would just add that in terms of transportation on that corridor, that parking enforcement, which is now a DPW responsibility will be, I think particularly important, at least in the beginning years of that transition. Thanks. Great, thank you, Council Member Bergman. I will say and I appreciate your communication earlier today and some of the highlights that I had responded to are that we are fully prepared to comply with the council's direction and the resolution to work to find off-street parking for North Manuski Avenue. I personally am involved in a number of businesses and property owners trying to secure off-street parking. And additionally, there was a $15,000 dedicated from your council initiatives fund to support transportation and management. We are ready to be a player in that. There is a question about how that money is allocated and who is going to coordinate and manage TDM into the future. Is not an activity DPW has done to date. There are external partners such as Katma and that Katma and Business Recovery and DPW need to continue conversations to figure out how that's being led. But we will absolutely be a partner in achieving the intent of the council resolution. And one of the things we've suggested, Council Member Bergman is that the two put this on the agenda for the coming month, later this month. And that we can get into a more detailed conversation then about how we make sure we succeed collectively on this effort. Thank you, Mr. Mayor. I would just ask that you get clarity in terms of your departments in regard to the TDM and the department that will lead that because there seems to be a bit of bureaucracy at play that is not going to be helpful for us to succeed. Thank you. Thanks, Council Member Bergman. I take your part a little bit for the conversation. Other discussions? Other Councilors? Council Member Barlow? Yeah, thank you. And thank you for that presentation. One of the things that I noted in your presentation is there's two new street maintenance workers. And the condition of the street store there, I can't imagine there'd be any time for them available even to work for the water resources department. I don't know if you could elaborate on I guess the budgetary plans to handle the sort of, I wouldn't say it's unprecedented, but it's a large increase in the amount of street deterioration that we're seeing this year and the inability of us to address it as a payment cost, a small cost. Great, happy to talk that through. I will say on the pavement side of things we have experienced the freeze thought over, my tenure here is eight years that are changing our paving plan or plan as we see what streets do not survive the wind well. And we do have six miles of paving this year. This is one of our larger years paving. Three miles by us, three miles by the state and next year with the state and city also doing additional paving. We expect a strong year. Yes, we are paying a premium for that paving. There's no denying that. These extra positions that we're proposing would be fillable positions to water. The amount of wastewater, sewer main cleaning, catch face and cleaning, these types of projects really are what water resource needs to preserve the water quality of the lake. And ultimately, we can't bring those in-house or propose to you to bring them in-house without earning the revenue from water to pay for them. So these really will be locked into supporting water. We've struggled to have additional general fund specific staff given the financial constraints. If you'll look at this though, I know that there's certain streets that are scheduled to be paid, but there's a number of other streets that are in horrible condition. Do you think that they'll be able to staff to patch those in a way that are so... So we had the finite list that you're well aware of in terms of what we're planning on paving as a full redevelopment. We have set aside some funds, that was very limited about $90,000 to do what is, I'm gonna say a full street redevelopment, but it is a section by section patch repair that goes beyond just at least team doing pot rolling, but to allow small sections and it retakes the most small sections to get us through becoming here as opposed to just letting it be. And but that only goes so far. And so we're right now, we're assessing where the worst of the worst is and how we can make the best use of that limited funds. It could be that if we identify additional funds with the flood balance street capital that we could potentially expand that scope of work further, but right now we're just trying to put our head around what was not anticipated that failed when we developed the plan in January or March actually, what needs to be done, what could be done to kind of get us through this next year. So there's a lot of thought going into that. It's not really apparent to people, but we are trying to kind of fix those really readily identified problems from areas. There's an area of the budget you can strengthen at 90,000. Is that enough? That's an area that I would appreciate to focus on. Yeah, you're going to try to see what you can do. Okay. Yeah, councillors, you're recognized, it's a pleasure. Yes, please, Mr. Mayor. Mr. Jay, go ahead. Thank you. Thank you, Chapin, and I could not agree with you that basically your work touches everybody's life every single day. And most of the time, many people do not even recognize that until there's an issue. Just wanted to say that as well. And I wanted to understand what will it take to add spring leaf pickup item within the budget? Because it seems like we do it in the fall, but in the spring, there are a lot of people who are asking for that service. And was just wondering what will it take to make an addition to that specific item? Certainly discuss what service level you would seek to provide. I will say that one of the things we are exploring potentially, and I will take your suggestion, is to get more leaves off the roads and off the people's property in the fall so that we're not seeing that organic matter in the lake and be a phosphorus load is considering whether there should be a clean sweep in the fall. And we are having conversations with water resource about funding that given that it's really a water quality benefit to the community. It would be an intense lift, right? At least who is trying to get ready for the plowing season, but water quality push and our could increase commitment to the lake are starting to have those conversations internally, and we would expect additional money from water to fund that. So that's what we discussed today, Councillor Jang, but we can bring back your comments as well. Okay, wonderful. Because this is definitely a request that I've been getting over the years that the city need to add that service as well. Just like they do in the fall. The second question is specific to the original question from Bergman, Mr. Councillor Bergman. It is about the neighborhood calming, traffic calming management. It seems the city, in the city, if you put your request, you have to wait over sometimes three years or four years in order to get the attention that you need, for example. As part of this budget, but we have any opportunities to make leave ways forward or what will it take also to just take care of that? You should see within the budget, it's a transportation fund having allocations. For transportation program have allocations. Some of the allocations is dedicated the purpose of dealing with traffic calming. We have in the last three to four years been in a process of trying to identify a way to make things quicker, faster for response. Part of that is to simply believe much of the decisions to staff in terms of is this condition really require a warrant, some action by the city? And that requires counts and so on and so forth. What we're struggling with right now is do we have enough staff to be able to do counts to make determinations? And we're, as you know and was listed earlier was your shortness associate engineer. That associate engineer would help with that work to gather that data. We did hire a public works engineer to work more directly with this initiative along with other transportation projects and particularly making more permanent the greenways that are temporary in nature to get rid of some of that urban light that exists in and about these temporary installations. So we're trying very hard to continue to move forward with traffic calming in a more robust way but these things cost a lot of money. As an example, we are also coordinating with our payment the traffic calming for Birchcliffe Parkway. So that is a fairly large chunk of money within this fiscal year, part of next fiscal year that's going to be committed to that purpose but we also have kind of an eyeball at the queue of projects that people are expressing concern about. So it's really a function of how much money and how much staff do we have to keep moving but we are trying to reconfigure ourselves to do more to be more responsive. For your underway this season or reference one, we're going to try to get more with our new staff person on board. It is an area where we would like to do more and while we're trying to manage a historic level of capital projects, we are not able to do as much as we would like. That's right, it's really one of those traffic calming efforts as well. Yeah, I mean the fact that taxpayers have to wait some time for years and I feel like sometimes respectfully this should be a top priority, not new developments but basically responding to the needs of the constituency should be the top priority from my perspective of the department. And it seems that next year and the years to come it will just be exactly the same. But I think a year's past strongly was that building consensus with the neighborhoods in terms of the appropriate solution and how severe the problem is has been somewhat been holding us back. I think even in conversation with some of the streets in this new approach, staff comes up without a concept. They don't like the consequence of that as example East Avenue in terms of loss of parking or the proposed cane plan. They weren't really receptive to that. So we have to kind of double back. So it's not just staff not committing enough time. It's also really are we getting proper public alignment about just the choices that we're making and give them the best value for the work that we're talking about. Okay, thank you. I mean, it's just that most of the time, you know, I was talking from with experience too for example, Gauss Court. I don't know when those signatures was gathered, was submitted and to date, the neighbors are still asking what is going to be, what is going to be done, you know, yeah. But thank you for your time. Further discussion? I'd like to get questions from the room. So we'll see you in a little bit and we'll see you in 10 minutes. Thank you. Thank you. Welcome, Mary and I'll just talk about your free library. Thank you. Good evening. Happy to be here today to talk about the library budget. When I have an audience, I always want to talk more about what the library does but all our wonderful programs and what we do. But I know I can't do that today. So I just put up some pictures to remind you of all our wonderfulness and the great staff that we have. And the next slide is just really, you know, our mission, our values, our strategies. And again, I can't say enough about the wonderful staff that helps us to uphold these values every day. And before we get into the budget, the next slide is going to show something that we were very excited about, that we started as a pilot and we have gotten the mayor's permission and the CAO has worked with us to keep on funding our new North End branch. So that is very exciting. It started as a pilot, going to the telecom, gave us the space. The mayor graciously allowed us to try this pilot and it has been very, very well received by the community. So we are very, very grateful and happy that we are able to put it into the budget. So the next slide is probably one you're familiar with, our library budget is fairly straightforward and I would say it's also fairly constrained. The things that we have in our budget are basically to keep the library going. We're open seven days a week. So our personnel costs are fairly fixed. Utility costs are fixed. The equipment and maintenance we need to keep the building open is fixed. We have supplies and our services. One of the big part of that service line is our safety and our security that we use at our main downtown branch. For most of this time that we're open. And our collection funds is the percentage that's tied into the property values as the tax, tax that's on that. So that is fairly clear. So there's not really a lot that you can test. And for the purposes of the presentation, I did pull out just the general overhead that we're budgeting for that new north end branch to keep that going for another year. The lease, overhead utilities and things like that. And there is an error on the subtotal and the total. Those should be $25,000 more. I apologize for that. But all the other numbers are correct. And on the next slide, the library really doesn't have revenue. We used to have fines as you may remember over a year ago from looking at it from an equity standpoint. Again, with the mayor's cooperation, we eliminated fines. So that was a revenue for the library. We do get some fees as a library for printing or somebody who uses a book or damages a book, but it's not very much. And we do get an allocation from our friends of the Fletcher Free Library, which is our 501c3 nonprofit supporting agency. So we're very grateful for them because they also give us direct funding for our programming, for professional development, and for other needs that we have. You can see that on the pie chart on the right. And they bring in their revenue in a variety of ways through the annual appeal, through books that they sell. They've expanded their book sales now. They're selling finer books on eBay and they also have an online store as well. So they continue to build capacity and fundraise for the library. And that's really it. It's pretty short and straightforward, but I'm happy to answer any questions that you may have. So I'm just looking to see, looking at the bottom line, Mary, down to the grant totals and expenses so I'm going back up and I'll say, where did that significant, I mean, I realize that you're not a revenue driver, but you know, is there a reason why, but this grant is state operating? So you just lose the grant. So if that was, and you can see we didn't get it before, that was an ARPA grant that came through the Vermont Department of Libraries. So, which was great. There was constraints to how we could send that grant. They had to be a kind of thing, a kind of, they were COVID related items. So we got a lot of furniture and fixtures and two hybrid systems like that through the grant for our meeting rooms. Which would be a nice trip to continue. Yes, it would. Well, actually we are planning for another round. There's some more money left and hopefully I'll be able to report some more if we get it next fiscal year as well. Great. And then, you know, I understand obviously you're very constrained in terms of obviously working. You're open, you have to have personnel there at the time, but I noticed under your general operating you did make some adjustments. One of which the largest one was the special supplies. And I don't know what special supplies are. You went from a budgeted amount in 2022, to a budgeted amount in 2016. Six down, let's say not. Just under 67,000 to 4,000. So that's a pretty significant decline. So that's our money. So that's the same thing. Yes. I see all right. If I wouldn't have had my trousers, I would have loved to have had separate lines. Catherine's office doesn't like to keep adding a lot of lines. So that's what we said. But there, it should be a net zero between the two sides. Okay. You and your wonderful team under the bus. But it has, I will say getting that ARPA money is wonderful and great, but sometimes the bookkeeping and the working challenging is unchallenging. And then, okay, yeah. I mean, you're right. The SCAO should have spent a lot of money. Yeah. All right, all right, all right, all right. Yeah. Not all of you are gonna get me in trouble. We can't have three. The, so then the net, did you decide this year that capital leases are now going to be, by the capital leases for property, not equipment are now part of a line item, speaking of line items, a line item by the department because now all of a sudden it's there after not being there, it's now there. That's the new north end range. Oh, well, that makes sense. So that is something that I, you know, I mean, honestly, I mean, I don't, I don't know what I mean, it would have been pretty self-explanatory if it said property in the new north end. Yes. And everybody would know what that design would be from Mother Dusty. Well, I think sometimes the challenge is the, Captain, you can correct me if I'm wrong, is they're trying to use codes that have been used in other departments. So there's not always that. It's just uniformity. Yeah, that's not a great, sometimes apples to apples. That's not the right kind of form, but they want to kind of, sometimes we're shoehornin' in a code that maybe isn't the same exactly what it should. And that's, I mean, now I know, now I understand it. I mean, that makes perfect sense, but it just was like property. Okay, all right, no worries. Thank you. Chancellor Hightower, go ahead. Yeah, thanks. I was like, what was my question? I just have a question about the, just because we've talked about other kind of downtown assets of the city, I don't know, I assume that the city owns the Fletcher building and just kind of, if there's deferred maintenance that we're thinking about in terms of the building itself and how that's stacking up in terms of time. Yes, I think that's a great question. It's 47,000 square feet. One big part of it is built in 1904. So I also think it's a very beautiful building as well. Martha's still there. I mean, we are on the schedule for different things. There hasn't been an assessment done since 2014, 2016, although because we're in schematic design phase, we are getting another building assessment done. So that I think will be informative as we move forward. But my understanding working with the city is they do have that capital list and it's always kind of getting moved and triaged. So just try and work with the parties to see what needs to get done. Try to think of what the, oh, the last great capital project was the elevator. So we just had an elevator modernization done. So yes, we are on the schedule for a variety of things, but they do the order changes sometimes. Does that answer your question? I think she got rose. The power itself just her. Yeah, there's a lot of tornadoes. Okay. I think Martha's. She got the right to our, are you back to hear us? Yeah. She goes back. Did you hear all that Councilor Hightower and did I answer your question? Yes, and yes. Okay. Councilor, Councilor McGee, you go ahead. Thank you. I just had a quick question. I saw that under employee benefits that parking was yured out for FY23. And I was just curious why that is. I did not do the benefits part of this. So I'm not wondering why we did that. That is a little bit of justification between us because you needed to fill in the parking this year. Okay. So it appears we might need to have that. Thank you. Thank you. Yes, we will add that thing as second, but perhaps not at that amount. So yeah, I will work on that. Thank you. Thank you. That's far. Yes, I'm really excited that there's more than perhaps just that interaction. I'm wondering if the current service level is or the number of hours it's only weekly and if that's anticipated to remain the same or increase? So we also did receive funding to hire a part-time person out there. So we're hoping to increase it by a little. It's only a part-time person. So it's 16 hours now. We're hoping to maybe get it to 20 or 24. So looking at our, the hope is to look at our current staffing at the main branch and kind of figure out the best schedule to get those pieces working the best way that they can. Great. That's great. I'm also undergoing a capital for the friends, the friends doing a capital campaign as well. Well, we're not in capital campaign stage yet. When we're done something in a year. We're having a lot of discussions about it by Wednesday. But right now we are in a schematic design phase. So the vision document that we had pre-pandemic, I believe it was 2018, is now going through schematic design. So pulling in on a lot of the details and the particulars. Great. Yes. Thank you. Councilor Jayne. Councilor Jayne. Thank you. Yes. So Mary, thank you again so much for the thing that you do. I wanted to circle back about your collaboration with the unions about the full-time or part-time position at the Fletcher Free Library annex in the new north end. Has there been discussion because we just don't want, in the middle of the year, there are issues with them. Because yeah, cool. So yeah, I don't think they know yet that we put that position in, but also we need the budget to pass as well. So I always put that caveat out there where I put forth the budget, you know, the mayor's budget that has to be passed. So, but no, I haven't been able to show it. Yeah. So my point being, it seems, it's still not a full-time position there, but it seems that's what they've been striving, asking for, for the new north end library to have a full-time person dedicated to that space. Just a double check, but I actually thought they were okay with part-time because they knew we were only open 16 hours, but I can double check on that. Okay, I mean, if you say it, then I trust it. Then that's what it is. But thank you again for your work bringing that. Thank you. Just to clarify, Chancellor Jayne, that is a part of the process that of course HR will engage with union leadership as a part of the process. We just haven't gotten there yet as Mary indicated, because that request is being made as a part of the budget process. We haven't opened those conversations with AXME, but that would be the next step. Thanks. Thank you. Okay, you're all set, Mary. Thank you. Go ahead, take your way on your way out. I gotta wait for the presentation to go up because Mary's been asking me the question, why do I have a picture of a library and the cover of our library? There I am. Mary's question was, why do you have a picture of the library on every presentation? It's a great question, and it's because we are more than parts recreation and waterfront. We are also capital buildings, we are cemeteries, and we are right away trees. Just a little reminder that we're very broad, and this is the elevator modernization that Mary was talking about. That's Kim Blakely on the left with the green sweatshirt, who's our public buildings manager, and they were toasting with not wine, not campaign, but bubbling cider, I believe, the finishing of that project. So that's why we have a library of our picture. All right, we're gonna focus on these next two slides and our revenue and expenses and the changes from FY 19 to FY 23. As you can see, we had a sharp drop in revenue, starting in 2020, when we lost about four months of revenue, continuing down to 2021, that was our low, we had pretty much a full year of the pandemic, and we're starting to work our way out in 2022. You can see here the date that we're on an upward trend in revenue was still made in June ahead of us. If by some miracle, we hit the May and June revenues that we received in 2019, we would hit our 2022 budget numbers. That's a pretty good reach right there, but the one piece that we are incredibly optimistic about, and here is your question, your challenge, see if you can figure out the answer to this one. Why are we optimistic for 2021 when we were 2000, this summer of 2022, when we were not in 2021? What is the big revenue driver for our department? I'll give you a hint, there's about two million of them, about two hours from us. There you go, they can actually come across the corner now. So we are much more optimistic from beginning to hit revenue numbers with that order open. I think it was 2018 is when we looked at the numbers of who comes to our campground and who comes to our waterfront. I may get these slightly wrong, but approximately, if I remember right, a third of our users of our campground were Canadians, and it was either a half or two thirds of our users for the waterfront. I believe those two thirds of the waterfront were Canadian customers. So we actually did a great job of making up the campground. I think somebody noticed earlier slide, oh, and that was pretty airport. People travel, we hit for the very first time all 50 states in Washington DC at our campground. But the Marina, it's pretty hard to make that up when people are coming across the lake. So anyway, we do hope to make that up, but noting as Chief had touched about in his revenue, very aggressive revenue numbers that we're looking at for 23, primarily in the waterfront, you can see the recreation, recreation, recreation, recreation facilities are in that same line that says recreation. They did pretty well. As far as recreation facilities, we could have easily built another gym. I felt like out of the demand for our gyms, but it's the one for a very aggressive, a lot of that is parking. And my good friends at DPW, we are leaning heavily on, because that 16% of our revenue comes from parking, and we need parking enforcement. And that team's been really supportive of working with our team. We talked a lot about getting ready for the season. So again, we are optimistic for 23 as we get that enforcement going back again. We are looking at with the support of the parks commission adding parking fees back to Letty from Memorial Day to Labor Day. And again, trying to find other new revenue areas that we can rebuild the revenue for our department. Next one is our expenses. What I would like to say here to start is a big thank you. You saw precipitous decline when it came to our revenue. I can still remember that feeling. And I kind of get goosebumps now thinking about it when I thought, how am I gonna put together a budget for FY21 when we had such a precipitous decline in our revenue? I didn't know if I was gonna have to find a million, two million dollars in cuts knowing how much revenue we were gonna vote lose, but the CEO and the mayor quickly affirmed to us that we are not gonna have to decimate our budget, even though our revenue was decimated. So I think you, we did have some decline. It was a challenging year as far as seasonal wages that for summer, we got our seasonal salaries back last year. It looks like that we're still on a decline when you look at the year to date, but let me just tell you that May and June are very expensive months. In 2021, we spent about 1.5 million dollars with all our seasonal salaries getting everything up and rolling for summer program. So we will be going up. We won't hit our full 2022 budget numbers, but Catherine will be happy. We aren't since we aren't likely going to hit those revenue numbers, but I'm trying. We did that some savings on a seasonal, our three full-time staff lines. But again, in 2023 proposed, while that goes up a little bit, that is primarily to pull us because we'll get into the cuts later. That's it. So staffing changes, we had a half-time custodian position that we were proposing going to full-time, helping us rely less on seasonal support, per-time graphic designer supporting the market team. A central facilities project coordinator, we have about $4 million in facilities funds that we need to spend as part of the bond, and we need support and we'll pull that off. And then we have multiple grade changes to accommodate the complexity of the work that we have going on. And one of the questions was about open full-time positions. The recreation specialist position has been open for the year. That's one that was frozen the year prior, has not been frozen, but it's just been a challenge. We had a recreation manager position that we started recruiting for in September. That would be hiring this person and we wanted to wait, let them hire. Unfortunately, we just, how hiring is our top candidate and that's not taking the job. We had to start back over again. Good news is, is we have an amazing recreation manager now and they're working on getting that spec position going. That person focuses on how to work programs. The age fact technician was appropriate our position that was approved last year. It's currently been frozen as we get through this process but we're really hoping that we can get that position back going up and running because that one is supporting our fountains and we may actually get that fountain out front going is the rumor from our central facilities teams. And the cemetery ground manager, while that's open, it's not been open long. It is a position that the person in it actually went to DPW, came back to and then now it's back to us. They decided they do not want to be a manager and wants to just do on the ground work. So we're very happy that the individual, sorry, Chapin. And they're happy that they're in the DPW. There's that. And so you guys asked the questions, what do we cut? Some things were easy. We bought e-bikes that was in our budget for the urban park manager program. While that's always fun to be able to keep that kind of expenses, that was an easy one for us to cut. But we made a variety of cuts. We took that very seriously that this was our responsibility to the city. We had about $209,000 we were supposed to aim for and across a variety of lines, we made some various cuts. I'd like to say a 39% reduction in telecommunications because that was persistent dog at work on behalf of our team to track down all these phone numbers. My first time looking at phones, very quick story, was when I, early on when I started, I got a trip to Moran or Memorial to get a tour event and maybe it was a year into my position, not recently. And I remember walking into Richard Bailey's old office and I picked a phone up and there was a dial tone. I was like, oh my God, we're paying for this phone line. I'm sure enough, we're still paying for the phone line. So it's taking time to just go into that. I've learned that's lost prevention specialist is the name of that position that our city needs. And for things like that, so we really worked on getting those telecommunications lined down, if someone has a cell phone, do they really need a desk phone? In some situations, yes, because they're customer service. So that was some cuts that we made. Many thanks to the CAO and the mayor and reached out knowing that we took this seriously, this work of trying to make some savings within our budget and gave us the opportunity to bring to them a memo with some multiple one-time expenses, recognizing that there were some impacts to the work that we could do. And so we have brought that to the CAO, that list, and we'll see what gets funded out of that. And next slide, there's the challenges. One of the challenges is just, we've had this exponential increase during the pandemic sites. And it comes down to when they're at our parks, it comes down to our team to have to clean those out when people move or we boot them out. And then folks are taken off of the regular work that they do. It's work that nobody feels good about doing it. Nobody likes doing it, it's people recognize it's the work that they need to do, it's part of their work. But just wanting to put out there, that's a challenge. Again, nothing that anybody feels good about doing. A hiring of seasonal staff, we joke that there is one place that we never have a problem hiring seasonal staff. Who would not want to be a docmaster? You get a cool uniform, you get to hang out on the docs. And yes, you actually get tips. And I clear that when I first found out what I came here like, really good tip? Yes, you can, it's in the small amounts focus. So docmasters never a problem hiring those, but there are people that go and try and spend more of a challenge. We try to find creative staffing solutions. For example, I think it was Karen, that I had not heard about this issue before. But for some people, there's a benefit clip. You can get just over, just making just that much a little bit over and you lose a lot of benefits. And so we are hiring our first person that that's we're able to adjust the hours so that they don't lose their benefits. But that might mean working three weeks a week. So we're being more flexible in how we do that. Somebody could work on the weekend or cemetery staff or setting up space where people could check out the equipment, the employees, check the equipment out and work on the evening or the weekend to try to get more support. And then just balance, another challenge was just balancing student productions that we were asked to do with the 10% increase in utility costs. And that's just from increased facility needs. And then just use utility costs. And just the final piece I made as first on this last slide was just to thank you to staff. It has not been easy. It's not been easy for anybody across the city. Leadership team, the department has just stepped up time and time again with different needs that we've had in working with their staff. So we've got Sophie's here. And then I know Derrick Soderidh was gonna be available by text at needed. He lost power in Coolchester, Melissa's on occasion. But I'm not sure if Gary and Erin are hanging in there but many thanks to all of them for the support that you give our department. And then our larger DPRW team. And welcome back Canada was my final comment. And I don't think so. Anybody has any questions? Or no, where are you at? Councillor Barla and Councillor Carpenter. Thank you for that. And thank you for all of you. You do have parks. I had a question about the urban park rangers. Like, what's the status of the park rangers? I'm so excited because I can finally tell you how your diverse person deals started this week. Actually, I get to meet them on Thursday and then the next person starts next week. So we finally have our two, that's why they were not on that list of open positions finally. So they'll get started. They'll be, what part of that to do is we're building that program. So you won't see them out of the parks, you know, turning around at a time. Just as the CSOs had to get trained, we've been training our urban park rangers to build the program. But we are excited. Sounds like Neil, who's our lead urban park ranger, even though he's not on yet, keeps emailing Alec who oversees them just because he's so enthusiastic about getting this program going with just different questions. And some of the pieces that we really look for in the candidates is just different skill sets such as around mental health, you know, working with people out and about in our community. So we are excited about getting that up and going. And I know it's been a long, slow process. I appreciate everybody's patience. Do you think we'll see them this summer? Oh, definitely, definitely. Yeah, the park rangers, the first, it was another one of those ones, it was another second round. Our first round just took a long time to get through the whole process. So, you know, your post positions and how long it takes before you're finally get introduced that are talking to the student about their position. So we went around again. So they will definitely be up there this summer. The goal will be Memorial Day weekend. We'll have you always to see a sighting. And I can't wait to see the fieldwork. Aaron does a great job of coding. I see the hat, and the hat looks really cool. We have worked for them. I'm glad he keeps the chance. We've done good work. Well, I want to give the PDs some credit because Aaron and Alec have both made it noted that the CSOs have been out and about and been very supportive. It sounds like they put out a lot of players that already helped. So they've been, so they're very supportive and John will have his, so to your eyes, I should say, we'll have his beach and parks patrol. The yellow shirts will be at that point again this year. So between the CSOs, park rangers and the yellow, the beach and parks patrol, urban park rangers and CSOs, we should be much better shaped than we were last year. So do you figure those are agreed that we're not there last summer? That is great news. The parking, will the kiosk have to be in there? Our goal is July 1st with a kiosk set ready. We've got the two identified. And so it's more a matter of figuring out how we're putting the end with helical tiles. It seems like there's this logistical, like how do you install a kiosk with helical tiles? But we did just get the one in at Perkins where last year we had, because we had to remove the, we had to remove the, we call that the little house there. It's a little hot, get it removed because of the realignment. We were on Pert Mobile last year. We were on Pert Mobile and the kiosk. They got the kiosk and just saw his mind. So we'll leave our mobile, Pert Mobile and kiosk set ready. Okay. And the gate? And the gate is, as they're working on, and the gate is like a little, and Kelly's the old woman. The gate is there and the urban furniture program is gonna be maintaining the gate. But when they went to go do it, something they didn't have the right keys. So they reached out to the company that installed it. And, okay, great. So, you're welcome. But we have, that's gates are also on the list of, that was a reach for the unassigned phone belts, but I'm trying for Oak Ledges, which also, because we've had some, a lot of complaints, especially Oak Ledges with people coming in at the same time. Good, Councilor Reiter. Yeah. And this isn't a specific question. It's just a comment. I'm obviously very, very supportive of parking and paying for parking, as well as, you know, like any changes in both things and things like that. But I just, yeah, I think just want to make sure that as we're adding charges, it's great that, you know, our parks department has so many different recreational activities that can act as a source of revenue, but also just continuing to make things free or near free across some of the lower income things, such as the rec leagues and things like that, just so we're not reducing access for that, even as we're continuing to improve and bolster our parks. So that's my only, that's my, again, we didn't see, I didn't look at like an exact breakdown of like where those revenues are coming from. But I think just my plug for keeping equity in mind when we think about those things. Good, thank you. And I just want to reinforce that we do still have a strong scholarship fund and Ernie Pumble over what I understand, just confirmed recently that his donation of $25,000 just split between PCA and parks. He'll be renewing that again this year, which helps to bolster our scholarship lines. Can you show us information on this, on Ernie scholarship? Well, just for generally, we have a constituent like low income and it feels they're not getting access. How we just send, just haven't reached out to us. Yeah, they also have to do is it's, we make it relief. Okay. And we do low income early passes, but they just get a three pass, they just have to ask. Okay, that's fine. Yep, yep. Oh, yeah. Just one time. Councillor Chang, go ahead. Thank you director for being here. And I was wondering as part of your budget, what are some changes or allocation to accessibility issues, especially to the lakes? Yep. So as far as access, Oak Ridge will be open this year for accessibility. Letty is the one I know that everyone's been asking about and that's going to be part of our, we're currently in the middle of the comprehensive plan for Letty. And that is one of the key things that they're looking at is access, not just at the lake, but also around the whole park. How do people get move, move around the park? And then also at which there's two, there's kind of two ramps down to the beach, which is the one that's the best one to focus on for increasing accessibility. All right. And this is a general comment about, you know, all the presenters. So glad that the voters did not approve the tax increase and it seemed that you were figuring it out. Thank you all so much. Thanks. Does it look like it for the questions in the room? So thank you, Cindy. Oh, thank you. Yeah, it's still here this time. So it's not going to be here. I would say be here and introduce Ashley Park, but there's my replacement. And so we actually started last Thursday and we jumped right into the budget will throw. But actually not a system. Yes, that's right. My name is Ashley Parker. I am coming to you from, I was working in City of South Wellington doing projects. So that's where all of my experiences come from. But I'm also resident. And I'm really excited to be here at this capacity. And I look forward to doing more work. Are you going to have a video? Thank you. So it's actually a really exciting year this year because I don't have a PowerPoint for you. I have a URL that has a new software that we are implementing for capital, which addresses some of the issues that have been in our audit findings previously, our project accounting and our transparency. So this, you all got some updated PDFs, but it is a URL at some point it will go live. It is interactive. And so it has in it the list of all the projects. It has pie charts that talk about what percentage you actually rolled down to one of the pie charts. And all over it, it would let you, are you on a PDF or are you going to the URL? OK, so you're our own. OK. So the URL is fancy. I'll be with you. Thank you very much. I appreciate it. You'll be able to punch on it and it will let you go to the report that actually gives you the details of how it's being spent. And so you will be able to see all of these. And it's really sort of fun. And if you go down, it has like construction portal is on here. So you can hit on the picture to the, go now, Wilfrid. And it will show you the construction portal and you can hit on it and go to it. And it shows you what's going on. So right here, the picture is actually a link. And when you hit on the picture, it'll take you there. And so it also does each of the different departments to their own page. And so there is a title that allows you to go to each of the different departments and see what they have for their narrative on their projects for the year. We have included this year in the capital budget, many new things. We have public art, which came in ordinance last June. We have the tax increment financing. So you're covering both the increment side with the related costs and the new downtown Great Street. Main Street, Great Streets project for construction. So that is in here. And we also have the American Rescue Plan in here. All of these are being managed with projects as per the audit had asked us. So we can run reports on all of them to be able to show how they're being utilized and where the money is going. And we can reconcile it much more easily. So I'm really excited about that. It's a $44 million budget, which is larger simply because of the addition of these different things. But we are going to be able to show you in a much better format what we're doing, why we're doing it, what the needs are, and move forward. And I believe you have the list of every single project that's on there. The implementation is still in process, which is one of the reasons why you've got a PDF. One of the challenges we found is naming conventions since that what pulls through in the software is actually what New World says because it's integrated with New World. So we are learning that we need to be a little bit better when we name our projects in New World. We don't just do them as an accounting name. And so, for instance, if you look at the under the American Rescue Plan, it has the shelter part. Well, that's really our in the homelessness initiative. And so it's misleading. But when we set up the project, we set it up as the shelter part. So it reads that way. We're learning how to rename projects in New World. But it is a learning process. So it's still in that implementation phase. We are also, this will allow us to forecast. So we will be putting in the next five years into this. And so you will be able to see the overall need of every single asset class. And it will help us in making our strategic decisions because we'll be able to see the overall need in the city. I actually showed it to the airport tonight. And they're very interested in joining in and using this also. Water and traffic has shown an interest in using it. If we can pull it in, then the city as a whole has much easier way of looking at what its capital needs are for their overall infrastructure. It includes fleet, the three new fire trucks, public safety infrastructure, which is the new radio system, which is the police and fire handling project management. It has parts wrecking more on the front, which we will speak about in another couple of minutes. Councilor Hightower spoke about facilities. It does have facilities in it. And there was $4 million in the new fund that went to that. Very honestly, with the historic buildings we have, $4 million will not do everything that we need, but it is a good start. And that's where we have to prioritize each year what we do. It has street capital, green belt, conservation, where you say bike path maintenance, and then all the public works projects. And Norm, would you like to speak about the public? Yeah, so one thing worth noting has been a lot of groundwork in the last year to play about how projects are budgeted and how it's structured moving forward. One of the things we put forward was fiscal year accounting to life cycle accounting. And there was a significant amount of refinement in terms of the general ledger accounts to really get a greater level of detail for the accounting purposes that Martha referenced. This year was significantly different for us in respect that this budget represents the additional asks. So for example, for products that had funding were to pass that money that was carried forward is not represented necessarily as an additional ask. It's already in place. So what you'll see is products that are asking for funds this coming fiscal year. And I can walk through those if you'd like. And then there are products that are underway that already have funding and I ask for a different. So I can go through that list of projects and you can certainly ask any questions that's already with the council. So the projects that are asked for additional funds, street capital, that's basically a reoccurring almost operational capital budget that relies on tax-based to fund. So each year there's a new ask that is gonna be a reoccurring ask in every fiscal year. A particular interest this year, maybe we're looking at almost $2.5 million worth of gaming itself within the use of city funds and various sources in street capital, general fund capital, B-trans, grant money, water resource money, and transportation capital. In the 23 bond, it was noted that sidewalk is looking at $100,000 for sidewalk work and continue that effort to stay on pace with the investment in our sidewalks. As you all know, Parkway is in the stage of getting underway for construction and it is anticipated again this June and we'll be worldly working artists that's coming fiscal year 23 and then what is an additional ask here is the two-perceptible match that I referenced in previous conversations. So it shouldn't be anything new there but just worth noting, Interrail's roadside path is a great opportunity for us. We've talked many years about trying to improve pedestrian access along Interrail down to the Interrail Center. We were successful in getting a grant of 80% state, 20% local match. That is a million 450,000 dollar project that is at the very start of almost taking off. And there's been a lot of conversation obviously about Main Street, Great Streets and the significant reinvestment that that were present for Main Street itself. That design and furniture that is ongoing in between the two potentially somewhere 2023 and hopefully begin construction in fall 2023. So in that project, it's expected to be about two seasons long. University Place, this is a kind of a thing for me is of course, I'm a UVM grad but I also have a daughter that's going to UVM so I'd love to see University Place get built and rebuilt to actually be there and present when she graduates. So that is an exciting thing to happen. It's been in conversation for many years, different administrations and different university, leadership is falling underway. Projects that don't need additional funding is already an enterprise project to stage. We are in the process of trying to work through the federal process of selecting for alternative. This year we had a proper agreement place. The state and federal government has agreed to a 20 million dollar maximum budget. Anything over above that would be from the city. That is again, favorable to the city and that perspective is eight percent federal, 10 percent state, 10 percent local. Back to, you probably familiar with this was the South End Coordination Schedule of design. We'll begin potentially in fall 2020 and it's pretty able to complete that selection for alternative and go to construction in 2025. That project is trying to work in coordination with a number of projects in the South End. One of those is currently going to show us around about, we would hope that within the next year that the shelves around about would be complete and allow space for the parkway to begin its work along the High Street corridor. And also continue to coordinate with other things like the water lining, so on and so forth. Some smaller projects that you've probably seen before are to contract the tools and seal out the side path that's awarded, that also is not just a side path development. It's also traffic problems for that area of the street. One really small project is the Lake Street side path which is basically extending their sidewalk system from Lake Street connecting into the water for access towards the Lake Street extension. Right now there's no sidewalk that connects across the rail crossing there. And so my team's working on developing in safeties to walk and cross there. And last but not least is D'Arcy on Plank Street, Nicole Loesch who unfortunately left our team and is now working in the city office. And then advancing that in cooperation with the recording units, our civil engineer, senior civil engineer, and at the stadium for your term you're going to be in construction control order. So a lot of work going on. I wouldn't note that with all of the projects that have been funded, it is going to be a challenge for us to advance all that's being asked of us for the staff that we have, but we're going to make it work. So a lot of good things in place. It's nice to be back into the situation being in the office. So you grab a couple of points of that. Get me really good, which is that your instructor can start today. So that's one way we're going to be able to leverage our dollars. We have $4 million in the side of the bond that was for leveraging it match. So she started at the same time last week as they approved their budget. So those two things tie very strongly together. There is literally millions of dollars available from that new budget that we are going to be looking at. So that's a really excited thing. Yes, he's challenged for resources, but we have availability and the opportunity for leveraging our dollars moving forward in that way. He spoke about the projects that don't show up on here. And next year with this program, we will be able to see the historical projects. And if there's a carry forward project, it will show up. But with the new program just beginning, we had to pick a start time. And so we don't have historic data on the previous ones that are in there. One thing that is close to your heart counselor is the accessibility. And there was $100,000 that was approved in the fiscal year 2020 budget. That money is not yet inspected, I have to say. And so that is still out there. And I just want to let you know, it hasn't been lost and it hasn't been forgotten. But it has, it is still there. So I want to bring those points forward. That's the program needs to come up. Great. Questions for the team. That's about it. I mean, I have a question about the money path or the green light relocation project. Is that all paid for already? The current budget, I don't see it in this capital plan. I don't see it in the presentation. Are you talking about path rehabilitation, certainly on the relocation. Previous year budget. Okay. Yes. And Norm is processing paperwork, received the last invoice that was 1,300. And how many pages? 1,324 pages. So Norm's going to lose his eyesight here. And then he'll treat it on the way. There's still one more thing left on the way path rehabilitation, which is the North Beach Overpass Bridge. So that is still out there. And one of the programs that is coming up is a four bridges that are not on state roads or on any accepted road. There is a program with a no match program for bridges. And so both of that in Rock Point Bridge will qualify for those programs. And so we're hoping that we can apply for both of those bridges and get funding for them. We've also had some damage bridges that needed exigent repair. One of those is on the belt line and the other one is considered. So there was funds that had 23 budget that needs to be applied to that. So that's also a focus of ours. Software is exciting. I'm not sure what you're more excited about. I'm not sure if you're more excited about the software or the fact that you seem really happy. I was like, I'm tired. Yes, I'm excited. Yes, I was sort of like, this is an actually thing. Yes, I'm really excited that she's here. I know, but I wanted to be successful and so I'm gonna be here to help her be successful. You've been a great asset to the city, Mark. Thank you so much for all your years of devotion and for giving us some of what we have. Thank you all of this. Thank you. Well said, President Poff. I agree. It's exciting that this position that we created, the administration, that if we weren't getting these capital projects done, Mark would surely change that and I'm excited to have Ashley step into the role and continue that tradition. Any further questions on this, I don't know. And maybe we have an audit client, why don't we not have an audit client? Yeah, that would be good. Yeah, you can come back if you need something. I would like to. That would be exciting. Don't worry, they'll find something. So good, we'll close out this item and that brings us to thank you all and I think it brings us to our last presentation tonight with the capital budgets for the parks department. Welcome back, Sid. Great, so he's coming up to you. What was it? Right, so I'm going to give you all a sense. You were walking way back in the day and earlier, so you don't know what's going on, right? I don't know what's going on. I'm doing advertising. You're doing advertising, you should get a commission for all the knowledge that you bring down. I think you've all met Sophie before, so these are our conference planner and joining me today. So we are jumping right in, go right to that first slide. We are going to go through our very estheticated funds and bond monies that we have coming up. So we'll start with a penny for parks. Most of you know that that was a vote by our voters in 2008. And that's up to a penny to be used for the improvements to parks and community gardens. We're excited about expanding funding for that as we realize that full penny. Multifiscal year projects that we have going on and then upcoming new projects, one of the things you'll notice is playgrounds, playgrounds and playgrounds. We spent the past two years really focusing on compliance with our playgrounds to make sure that they were safe. Sometimes that necessitated extra removal of a playground, like you might have seen that leddie and you saw an oak ledge. Other times staff could do some fixes to just ensure that slats were even replacing whatever was broken so that we'd safe places for our kids to play. And now we're really starting to focus on the replacement of those playgrounds. We have oak ledge and a Callahan coming right up. We'll be doing a top lot at Pomeroy, Sully, Perk, Playground, and then also one of the ones I missed on there is Sheopane too. So again, focus on our playgrounds and as part of the bond, we got approval for money towards accessible surfacing. So we hope to be doing about one playground per year to ensure that they have accessible, that's for important place surfacing that will be going in place at the oak ledge playground or sort of not definite yet potential for that Champlain Street Playground. And most likely the next one would be out at leddie. So we have that type of surfacing out at the ground and also it's expensive to do. We can't do it in all the playgrounds. But it is something that we wanna try to focus on getting tired of at least 40 to get one playground per year. And the other one that we had additional bond money for is for comprehensive plans for guided in a lot of the work that we do by these comprehensive plans. We'll be touching on my picture, not quite yet, but my picture is for North Beach and what improvements we're doing at North Beach are based on the comprehensive plan that was done in the year 2016. We just wrapped up Perkins Pier and Callahan Park, the comp plans of some of the work that Sophie's been doing. She's got leddie in the midst of it and Roosevelt and Battery Park are next. And again, that just helps us guide smart decisions as we go do these capital investments in our parks. And the impact fees, just a slight note on that is that we've not seen a whole lot of our get-impact fees recently, but we look forward to those growing again. And this is Champlain Street Park. This has been an internal project that's taken us a number of years because it was impacted by COVID. We got started on it and then we had to shelve a few projects early on during COVID, but we were really bringing this one back. Part of that was just capacity. And this is a very tiny little park that's on South Champlain Street. If you go by it now, it was slightly better because I made one of our commissioners, park commissioners, led some volunteers there and they pulled out a bunch of the shrubbery and such that have been growing on the fences. But this is a design. We've been working again internally, Max Badalinsky, our parks project manager, put this really cool concept together based on a lot of community input on what we'll be doing to that park. So this is the loss of way to walk just down to the south of August 1st. So you go to August 1st to yourself. And one of the things that Max did in his drawings is there's no parking building that exists to the right and right. Now it's empty lot, but the planned approved building there is a very tall building just as tall as an apartment building. And so you can probably can't quite tell from this picture, but he's actually shown where the shade will be from that building. So it's gonna be very like a tunnel type of park, but it has this little tiny slimmer review out to the lake at the very end. So that's our South Champlain Street Park. So next one is our bonds and DTrans projects. We have one project that's for DTrans. That's the Chiglitty Park Seafy Smith Pathway. That one will be a multi-year project or anything with DTrans takes a lot of time, but it is underway, Max is overseeing that one and makes a good progress on it. The, oh, that's right. That's the next picture, it's the Northeast pull through picture here. So we are doing our final design and permitting for FY23 for the Northeast pull through. So that will get done in FY24. The challenge for that one that we'll be planning for in FY24 is that it's a construction project in the middle of the campground. So we're gonna have to really figure out the best time to do it. We might be supposing that the campground may be in the fall or something to try to have the least impact to the revenue to get this really important project done. One of the ones just to touch up there that is upcoming is dredging. I know nothing about dredging. I'm learning about dredging. So luckily the state knows a lot about dredging. LCT are good friends over there. Fairy Dr. Marina knows about dredging. So everybody's educating us so we can learn about dredging because the last time we did dredging, which I guess was about 13 years ago, the method that we did it then is definitely now what you can do now for dredging with the state and permits. So we're learning a lot about dredging, but we hope that by the spring we can, we'll have our permits in place, designed, done, and do that first draft dredging. Next slide. What is the start of our regression? Oh, sure. That's the irrigation field, athletic field here. If you've ever, if you've been out on it, but super dry and sandy. So that's the plan is to get the irrigation in that pathway. So here's the design for the North Beach poultry. It's really exciting, but you know why? It's because it's new revenue. There are nothing there. There used to be a barn. We took that barn out. Again, this is part of the design that was done with the comprehensive plan. Big, large RVs coming now, big trailers. The current design of the campground does not take into account large vehicles. They squish in next to each other. We will charge premium pricing for these RVs going to hold through. There's water sewer electricity for them. And obviously one of the big things we're going to take into account there is stormwater. So there's stormwater plants for all of them except from a contention there. So anything that I missed with that? Well, it's also introducing the circulation from the high school basically, our entrance into this arc down towards the beach, which currently just has sidewalk connection. So we all have safer for pedestrians too. Oh, that's great. And I think you can get that done with that. Which part of the way? I think so. I think so. That'd be great. And then one of who knows what is special about North Beach this year? Anybody have a guess? Yes. This is your question. I'll give you guys quizzes. Maybe it's, yeah. We'll change it back. Well, this can be your answer for me. Wait, wait, wait. You can hear. We got all 56 last year. We didn't bring them to campground. What is your battery? It's an anniversary? Which one? Which one? 100. Yes. 100 years of a campground in North Beach. And the other thing that most of you know about me is I love to camp. And I camp in many different states. And I primarily stay at public campgrounds. Our campground is amazing. It is incredibly unique to find a campground in a city that's hooded by a beach, a lake, five minutes from downtown, in a great way that runs through it. We have prime real estate in this campground. But we have to invest it. It is old. It is tired. And super excited that the voters passed this to the first step to get this in place. And I will be coming back to you with hopefully Richard for the mayor and the CAO. I think I did a little seed planting at one point about this one is that we were hoping that we will be able to negotiate some sort of deal that we could put a percentage of the revenue from that new revenue into capital funds so that we can continue to put money into the campground. Because right now there is no funds to put into it. We do small amounts of spending for parks, but we really need more dedicated money for the campground. Greenville Capital, how many people saw this stuff in Vermont video? Did anybody see that yet? Oh, Marose, I texted to you, so of course you saw it. I'm sorry. So hopefully you have to go see it. It's amazing. It's the second Vermont of our trees team. Those guys are open now and all. It is just a really, really great video on the trees team. So Greenville Capital, that is the portion of the street capital program, street tax. Maybe myself does. Streets, hold on, street capital tax. We get a half a cent for that one. Right away planting trees is what that's funding. Fiji is going to continue focusing on the emerald ashore management. We did a lot of interplanings. Any chance that we have to take trees down so we're doing, we're going to park where there are ash trees that are already failing. That's a great time to take them down because there's a good chance that we'll eventually lose them anyway. And fall 22, spring 23 of the focus will be out in the new north end with all the planting. So you get about 400 trees that planted this year in our right-of-ways and our perks. We focused on words two and three and then some on the south end, this current fiscal year, looking at where we needed, where we were the lowest in our canopy. And, because obviously the new north end is not lowest canopy out there, but we have a lot of ash out there. And they continue with the street tree groovy cycle. Urban forest comprehensive plan, that has been something that was COVID impact, COVID impact and just pure capacity impact. But hopefully now with the fact that we're wrapping up the bike path, get the playground done, that we've got a staff member that'll be a focus, be able to focus on getting that urban forest comprehensive plan done. It's old, it's outdated, it needs to get updated. And it will be most likely working with the conservation board. They have expressed some interest in working with us on that and helping to fund that too. And then we have a reposed horticulturist position there with a focus on green stormwater, again with so increased funding and the capital that we are anticipating. They will start that position and start till spring of 23 because they're working on saving some money up for a replacement. Open space conservation legacy program, that's one which is again was established by the voter, approved by the voters, established by council, that was 2004 for the purchase and protection of important natural areas in open space. So that's another one up to a penny, hoping to realize full funding for that program. The team right now focuses efforts with the Bruins and the Wildways, people are familiar with that, partners with that coalition, the Newsy Valley Park District, Interveal Center and the Fiscal Dialysis. And just we've got a variety of projects that we work on as part of the Wildways which includes some wayfinding and branding, there's a trail steward program, non-native invasive plan internship program and then they have their city nature celebration event. Another area that our team focuses on with funds through the legacy is conservation education. Dan does a variety of work with a variety of different age groups. They have some active curriculum development with the teachers at Champlain Elementary and the Edmont School. They've been doing so many plant nurseries out there with K to eight. With the high school, they have an active partnership with the City of Lake semester program, resource and the YCC. For higher ed, we work with UVM and the Rubenstein School of Environment. We've got summer interns and then the work days for the UVM upper bound program is how we serve higher ed. And then continuing ed, we have the master of naturalist program. So that's all different age groups that we're working with for education on a conservation. And Dan has more partnerships than anybody I know in the city. He, it takes longer for everything because he works with so many partners. But in the end, you get a community that is more connected to our land. So Dan really has a phenomenal work really partnering with folks in the community. And the next picture just shows a picture that's that one of the classes with UVM Rubenstein program doing some work. I have a bunch of them. Next one is our bike path maintenance improvement fund. And this is another one that's overseen by our conservation team. They have ongoing projects that include that year round maintenance for the Greenway quarter. That's in the spring and fall, spring through fall that's going and trimming and the winter is appalling and the grooming. They've been focusing on areas of erosion where emergent stormwater issues have arisen after we've gone through then this big improvement project. And then every two to three years they could do striping, fogging of the bike path and resetting the side. So we're really working on which I'm actually and one of the things I really like about that open gun I have it on a spreadsheet but it'll be nice to put in open gun all those costs that we need to take into account the striping getting done every three years the fogging, et cetera. So that's really been a great. And then we finding in signage is another thing that they're working on I am incredibly excited that we're going to start seeing signage of arms forest. And then we're also working on signage on the bike path around ethics and rules kind of safe speeds and such which actually something we've been working on but it also came through as a community request as part of our program. What's up? It's been quite a bit interesting. Yeah. And you have the, yeah, we have a draft sign that's been that day and then she was running into a local motion just to get their final input on they've got really, they do bike head. So they're going to give us an input on that. And then we also have, she's working with an illustrator to do a fun, like I was like a pop-up temporary kind of thing on bikes. And just to find goofy kind of pictures and hopefully get people's attention like the dog on the leash on the line all the way across the bike path that says like dogs on leash things that people actually will pay attention to. We'll have the, we don't want to go on guidelines as there's been rules for the greenway. We'll have those up but I think these other more fun things are what actually going to catch people's attention. I'm not sure the diet group she's at but I know that she chose an illustrator. Yeah. So that's where we'll stick that out this year. That's what just picture. How beautiful the way it's so colorful. Next up, essential facilities as I reminded you as part of our world. We have upcoming projects there that you'll all be funded through the bond including total a year projects. I have to pick one that I'm excited about because it's all for my role is Lakeview Cemetery Office. If anybody's seen that building, it's all about. And then I had one more picture of the library because I forgot that I already had that picture. We get to see those folks twice. And that's just last one year's donations and grants just kind of reminder that it's not just tax dollars but we also try to get donations and grants for projects. The Letty Paws place is one we're looking to get that project done this year and that is through the Parks Foundation, Redstone Cottage Renovation at Kisla Park is funded through legacy funds, donations and a grant for PPCB. Opal Universal Playground, that's Penny for Parks that's fundraising and that's also Landlord Conservation Fund grant. And then bike park design at Letty one of them won't be done with sexual plans. We got the Penny for Parks request that came in last year I think that was for around the design work that group to build into bike parks putting up some money and then we received that $15,000 program. So we're trying to make sure we're not just tax dollars. And that's the end of our presentation. Great, thank you so much for answering the questions. Let's go ahead. There's another one question. It's about the, I think I know the answer. Okay. The Letty program that we discussed for a couple of years. Yep, so that is we have held money for it. And again, heard of the Letty Park comprehensive plan to figure out where's the best we've done it today. Now is the 10th up? I haven't been down there. It's supposed to be up at least for June. Of course, okay. Because we'll do, we're doing the 10th up again. It had good success. We thought that we could do tri-pilot. It made a little bit of money at the end to be for itself for putting a 10th up. We'll do that again this year. But that's one of the big parts of that. I don't know what the big parts, but one of the parts of the conference of plan is where's the best place to put it. But we have $100,000 set aside. I think we pushed it to 24 is when it's on the list form. Whether or not 100,000 will cover it. Probably have to do something for it. So it's sort of on hold as the comprehensive plan is underway and once that's completed, we'll be integrated with that. Exactly. To understand better where it should be and what we need to connect to it in terms of access and all that. Which is the reason we chose Letty for that next complaint. Because we were playing around on the plan. We had that one, that shelter came up and the rest of it needs to get fixed up. So that's what we realized. Oh, wait a second. And look at the white part. It's like that needs to be the next one. Let's make sure everything's in the right spot. And we're new together. But I imagine it's going to need a controversy. Depending on what we end up deciding we have children. It's going to be about $100,000 set aside. Good. Any questions? I'm going to run. Play it. So, going once more for you. We are adjourned at some time. Thank you. We will see you here Wednesday. Same batch. Same batch. Do it all in a minute.