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A
B
D
B
A
C
And
there
are
key
issues
today
we
are
requesting
a
budget
amendment
to
carry
items
that
were
approved
for
the
22
budget,
but
not
spent
whether
it
was
a
project
delay
or
a
supply
chain
issue
to
move
forward
from
22
unspent
23.,
so
that
that
Authority
is
spent
in
some
of
the
projects
have
across
the
June
30th.
So
they're
on
both
sides
of
June
30th,
we'll
move
the
budget
forward
to.
C
C
What
we're
proposing
is
to
add
435
000
to
the
general
fund
and
to
add
103
000
to
the
storm
water
fund,
so
take
our
total
budget
from
119
million
five
to
120
million
point
zero.
So
that's
our
big
picture
presentation
just
a
reminder:
our
general
fund.
We
turn
back
toward
to
the
balance
of
June
30th,
3.3
million
dollars
and
so
of
that
3-3
we're
proposing
to
spend
four
hundred
thousand
that
wasn't
able
to
be
spent.
F
B
A
A
And
when
the
storm
water,
financial
statements
are
done,
in
effect
of
the
year
end
June
30th.
By
definition,
you
know,
revenues,
minus
expenses
equals
Equity
or
net
reserve,
and
so,
by
definition,
that
360
has
to
go
or
finds
itself
falling
into
the
reserve
account
because
it
has
to
go
to
zero.
No,
because
because
it's
the
product
or
it's
the
difference
between
gross
revenues,
total
expenses
what's
left
is
360..
We
didn't
spend
everything
we
budgeted
to
spend.
As
a
result,
it
gets
parked
in
a
reserve.
A
G
C
How
does
this
compare
and
I
thought?
This
is
a
good
question
from
Mr
Stanford
this
morning,
I
was
like
well.
How
much
do
we
usually
carry
forward
and
you
can
see
it?
This
is
orange
and
storm.
Water
blue
is
general
fund
for
the
last
several
years,
and
so
we
try
to
keep
these
requests
minimal,
but
we
need
them,
and
so
that's
here's
the
amounts.
So
it's
reasonable
and
not
as
big
as
some
of
the
pastures.
Okay,
yeah.
That's.
C
D
C
Built
in
an
island,
sc.gov
CIP
there's
a
lot
of
description
about
all
these
projects
and
the
status
and
I
would
encourage
you
all
to
go
there
for
the
authoritative
descriptions
of
how
we
saw,
but
from
a
sharing
perspective,
45
million
dollars-
and
we
had
another
question-
is
in
the
materials.
It
wasn't
made
clear
and
I'm
trying
to
make
it
a
little
bit
more
clear.
When
we
built
the
budget,
there
was
an
expectation
that
there
would
be
22
million
dollars.
F
C
E
F
A
D
E
It's
a
little
bit
of
both
of
those
plus
availability
of
materials,
availability
of
Consultants.
You
know
supply
chain
issues.
It's
been
a
little
bit
of
all
of
those
things,
I
think
we're
doing
a
lot
better
and
the
number
I
mean
to
Mr.
Linux's
point
will
always
be
back
here,
but
we
had
planned
to
carry
forward
a
lot
of
that.
G
D
A
I
think
that's
a
very
good
point,
we're
not
in
the
business
to
build
a
reserve
in
the
CIP
fund.
Quite
the
contrary,
that
Reserve
is
a
result
of
not
being
able
to
get
to
the
construction
for
all
the
reasons
Jennifer
talks
about.
Wouldn't
it
be,
wouldn't
it
be
interesting
to
find
a
way
to
commit
to
that
or
to
put
zero
in
next
year's
budget
until
we
catch
up
with
this
yeah.
E
I
think
it's
more
physical
construction,
probably
than
planning
or
project
management,
we're
doing
a
lot
of
the
planning
right
now
through
Consultants,
there's
very,
very
little
planning
going
on
in-house.
So
our
team
is
mostly
managing
consultants
and
contractors,
but
the
past
several
vids
that
we've
put
out
we've
had
one
bitter
like
we
have
one
contractor
that
will
do
Joe
Nix
is
the
only
one
like
he
does
everything
for
us,
and
so,
if
we
have
him
working
on
two
or.
E
E
Going
to
discuss
trying
to
pair
up
with
the
school
uses,
they
have
a
couple
on-call
contractors
and
so
they're
working
all
summer.
Well,
though,
they're
bringing
people
from
out
out
of
town,
you
know
somewhere
else
in
the
state,
and
if
they
were
here
then
and
finishing
in
August
September,
could
they
roll
into
you
know
knocking
out
a
bunch
of
town
projects
in
the
fall
it
into
winter?
You
know
and
then
we
could
work
out.
E
You
know
an
arrangement,
we
have
several
on-call
contractors,
but
even
this
morning
we
realized
that
there
are
four
different
project
managers,
they're
all
planning,
to
use
Owen
to
work
on
one
of
their
projects
in
the
next
couple
months.
So
we're
having
to
you
know,
there's
a
lot
of
horse
trading
and
negotiating
going
on.
If
we
had
a
larger
availability
of
contractors,
I
think
you
would
see
more
happening
in
the
ground,
well,
I
buy
into
what
David
is
saying
that
is,
we've
got
the
money
there.
F
G
A
Towards
particular
projects,
yes,
that's
right,
we
know
we're
going
to
spend
it.
We
just
don't
know
when
and
what
happens
once
this
occurs.
As
you
recall,
this
CIP
budget
goes
through
Planning,
Commission
and
back
to
you
and
you
prioritize,
you
may
change
how
you
feel
about
these
project
priorities
year
and
what's
going
to
hit
this
sheet.
Big
time
is
mid
on
track.
Oh
yeah,.
G
In
the
future,
you
may
want
to
not
bring
in
another
contractor,
but
bring
in
two
or
three
construction
management
firms
and
their
job
is
to
bring
all
the
pieces
together.
Do
value
engineering
and
make
sure
the
project
comes
in
on
time
and
on
budget
and
if
you're
dealing
with
one
project,
that's
20,
25,
30
million.
F
C
D
So
us
getting
into
that
business
in
different
way,
so
it's
going
to
take
us
changing
the
way
that
we
think
about
it
and
the
way
we
execute
so
I
think
that's
something
we
need
to
discuss
further.
We
need
to
catch
all
these
guys
down
in
Fort
Myers,
as
they
have
no
right.
I
just
think.
It's
really
important
to
realize
the
benefit
of
having
all
those
improvements
in
place
for
the
community
spirit
for
the
brand
for
all
property
values.
A
We're
paying
a
price
for
this
foreign
well,
as
as
you
go
forward
in
in
the
upcoming
budget
in
March
April
May
of
next
year-
and
this
is
the
only
question
you
have
to
ask
yourself-
general
fund
is
pretty
fixed.
That's
the
cost
to
operate
the
town.
That
service
is
fixed
by
contract.
This
is
it
there's
your
budget.
How
much
do
you
want
to
put
in
new
projects?
You
know-
and
that's.