►
Description
City of Charleston Ad Hoc Budget Advisory Committee 10/20/2021
B
A
D
All
right
now
I've
tried
to
go
with
a
slightly
abbreviated
presentation
versus
my
normal,
so
think
we're
all
pretty
familiar
with
stormwater
projects.
At
the
moment,
let
me
see
if
I
can
get
this
to
kick
up
in
the
presentation
mode:
okay,
so
here's
the
updated
fy
2022
budget
request
for
the
stormwater
department,
we're
currently
operating
serving
three
primary
divisions,
which
most
you're
familiar
with
the
project
management
group,
the
regulatory
group,
which
comprises
both
the
ms4
stormwater
permitting
program
and
then
the
floodplain
management
program,
and
then
our
field
operations
group.
D
D
Our
project
management
group
obviously
manages
funded
projects
mitigate
existing
flood
impacts.
We
basically
identify
potential
projects
and
maintain
functionality
of
our
projects,
and
the
big
thing
here,
of
course,
is
that
we
focus
on
existing
flood
impacts.
We
do
design
and
build
our
projects
based
on
future
rainfall,
intensities
and
sea
level
rise,
but
we
don't
necessarily
do
a
lot
of
conceptual
planning
for
places
that
might
start
flooding
in
the
future.
Right
now,
we're
still
focused
on
existing
flooding
regulatory
wise.
We
get
a
little
bit
more
broad,
ranging.
D
Of
course
this
was
a
big
focus
for
the
department.
For
the
first
couple
of
years,
we
backed
off
on
a
little
bit
of
last
year
making
sure
that
new
development
doesn't
contribute,
nor
is
it
vulnerable
to
flooding,
making
sure
redevelopment,
improves,
flooding
and
then,
of
course,
protecting
water
quality,
which
is
when
they
go
gets
overlooked
a
lot,
but
it's
become
more
of
a
topic
because
of
the
james
island
tmdl
for
fecal,
coliform,
renault
cockroach
and
the
james
allen,
creek
operations
group.
D
Obviously,
we've
been
spending
two
major
sections
lately
they've
been
rehabilitating
the
existing
infrastructure,
that's
been
a
big
push
for
the
department
is
to
go
back
and
kind
of
hit
all
this
deferred
maintenance
throughout
the
city
and
then
also
work
on
developing
a
simultaneous
drainage
infrastructure
asset
management
program
which
is
sort
of
in
its
infancy.
At
the
moment,
this
is
a
slide
that
I
should
have
astricked
six
or
seven
times,
because
I'm
sure
bfrc
would
hate
this
slide,
because
it
is
not
accurate
in
the
sense
of
what
numbers
are
real
numbers.
D
It's
a
general
sense
of
how
the
stormwater
budget
is
set
out,
but
it's
it's
roughly
split
between
personnel
and
then
direct
operating
expenses
with
additional
money
for
capital
and
lease
purchase
which
lease
purchasing
are
our
primary
heavy
equipment
and
factor
trucks.
That
kind
of
thing,
I
should
just
point
out
sorry
before
I
jump
forward
right
now,
we're
talking
about
revenue
from
the
stormwater
utility
fee.
So
it's
our
operations
account
not
the
large
project
management
side
of
the
capital,
drainage
fund.
D
Our
current
challenges,
just
as
an
overview
of
what
we're
doing
with
budget
requests,
we've
got
the
condition
of
our
existing
pump
stations.
These
aren't
in
rank
order,
but
with
condition
of
existing
pump
stations
is
always
an
issue
for
us.
These
are
getting
to
be
older
pump
stations,
so
keeping
reliability
up
is
a
burden
at
the
moment.
D
So
we
have
been
pretty
active
concord
street
bump
station,
which
you're
all
probably
aware
of
we're
finalizing
our
scope
negotiations
with
the
selected
firm
to
design
the
outfit
of
that
station,
which
will
go
into
the
seymour
construction
contract
over
the
next
couple
of
years
and
the
muse
pump
station.
We
have
a
request
in
there
today
to
talk
about
that.
One
capital
project
workload
versus
project
manager
capacity.
I've
got
a
good
slide
on
that.
Coming
up.
That
kind
of
shows
where
we
are
on
the
upside.
Is
that
we're
doing
a
lot
of
things?
D
The
downside
is
that
we're
starting
to
stretch
at
the
seams
or
more
more
than
at
the
seams,
perhaps
for
capacity
again
so
we'll
discuss
that
one
that
you've
probably
heard
a
lot
about
this
year
from
previous
budget
presentations,
you're
hiring
retaining
positions,
especially
with
construction
capabilities.
So
for
us,
that's
engineer,
cdl
drivers,
equipment
operators,
any
skills,
tradesmen
and
then
kind
of
more
labor-oriented
construction
work
and
then
planning
for
o
m
on
projects
as
they
come
online.
So
this
is
a
future
challenge
for
us.
D
You
know,
as
you
start,
to
bring
on
very
large
projects
like
the
spring
fish
bring
pump
station.
I
mean,
as
we
start
getting
into
construction
on
other
sort
of
high
maintenance,
high
o
m
cost
projects,
making
sure
we
have
a
detailed
laid
out
capital
and
o
m
plan
for
the
next
10
to
20
years
for
each
of
those
sites,
so
that
we
can
put
that
into
the
budget
and
proactively
manage
them
and
not
kind
of
get
into
the
same
situation.
We've
been
with
the
pump
stations.
D
So,
just
a
little
bit
of
highlight
on
turnover
detail,
stormwater
permitting
group
we've
had
two
of
our
three
engineering
physicians
turnover
this
year.
We
actually
have
rehired
three
positions,
which
includes
a
one
of
the
new
positions
that
was
in
the
budget
and
have
an
excellent
staff
on
board
at
the
moment,
but
that
that
pretty
much
was
successfully
accomplished
by
kinsey,
mostly
working
120
hour
weeks
for
most
of
the
year
this
year,
so
we're
trying
to
prevent
that
from
happening
in
the
future.
D
D
The
upside
is
that
the
the
primary
turnover
has
been
our
outreach
position,
so
it
hasn't
impacted
the
projects
too
badly.
We
did
hire
in
an
excellent
small
project
manager
into
the
department.
So
that's
that's
helped.
With
some
of
the
small
project
work
field
operations,
we
have
28
current
staff
members
and
29
current
vacancies,
so
we're
operating
just
under
50
for
the
number
of
people.
D
It's
not
unusual
that
we
run
some
vacancies
in
this
group
because
it's
it's
a
very
challenging
work
environment
for
a
lot
of
people
at
our
pay
scales,
but
we've
had
kind
of
enhanced
challenges.
This
year,
I
would
say,
because
we
haven't
been
able
to
really
hire
temporaries
or
turning
leaf
employees
either,
which
is
how
we
normally
backfill
our
temporary
vacancies.
D
D
It's
a
good
question:
councilman
I'd
have
to
I'd,
have
to
do
math
in
order
to
get
you
that
in
great
detail,
I
normally
think
of
it
as
division
based
the
the
project
management
group.
This
slide
here.
So
I've
got
my
own
things
blocking
my
view,
so
we
set
it.
Eight
people
within
the
project
management
group.
The
field
operations
group-
is
the
one
we're
just
looking
at
on
that
previous
slide,
which
is
the
28
and
29
so
6
or
57.
D
E
D
Yeah,
so
it's
a
good
question.
Councilman,
it's
in
it's
in
two
different.
The
way
the
department
set
up
it
really
runs
is
almost
two
pseudo-separate
entities
between
field
operations
and
kind
of
the
office
staff,
professional
staff.
We
do
have
overlapping
that,
like
our
small
project
groups
and
our
project
managers
spend
quite
a
bit
of
time
with
our
field
operations
group
to
try
to
work
through
some
of
the
construction
work
and
the
heavy
maintenance
work.
D
But
the
regular,
like
the
regulatory
group,
for
instance,
doesn't
have
as
much
interaction
with
the
field
operations
group
so
from
a
day-to-day
maintenance
like
citizen
work,
request
side
of
things
we're
running
about
50
about
5-0
from
a
what,
like
the
development
community,
would
see,
which
is
more
the
professional
side
of
the
the
house
that
we're
sitting
more
on
the
order
of
like
80
or
90.
It's
just
been
that
we've
gone
through
quite
a
bit
of
turnover,
so
it
tends
to
it
tends
to
create
delays,
but
we
have
been
pretty
successful
in
rehiring
those
positions.
D
I
certainly
don't
want
to
speak
on
their
behalf
or
for
what
their
motivations
were,
but
they've
been
incredibly
excellent,
that
we've
we've
picked
up
so
we're
happy
about
the
new
employees
we
have,
but
the
that
transition
period,
especially
at
a
larger
organization
like
ours,
where
it's
typically,
three
or
four
months.
You
know
before
you
can
have
a
position,
go
vacant
and
then
successfully
rehire
a
position
can
be
hard
on
people.
D
Yes,
that's
exactly
correct!
Yes,
yeah
100,
councilman,
that,
yes,
if
we
were,
if
you're
in
field
operations-
and
you
lose
one
person,
it's
not
too
difficult-
that's
just
part
of
doing
business
and
you
always
have
turnover
and
you
kind
of
plan
for
that
when
you're
in
a
you
know,
a
group
like
I
was
talking
about
in
this
previous
slide.
If
you
have
you
know
three
review
engineers
and
you
lose
two
of
them.
That
last
review
engineer
is
having
a
really
bad
time
for
quite
some
time.
D
D
D
Let
me
try
to
give
some
framework.
I
tried
to
build
a
slide
that
was
easy
to
follow,
but
the
more
I
worked
on
it.
I
think
the
harder
it
got
to
follow
I
should
have.
I
should
have
had
ryan
landry.
Do
my
slides
for
me
because
his
her
his
are
great,
but
so
these
on
the
bottom
here
are
the
years.
This
is.
This
is
fiscal
year
2019
which
for
us
is
calendar
year
in
2020,
in
2021,
2022
and
2023
projected
out.
D
The
blue
are
projects
that
were
in
construction,
the
greener
projects
that
were
in
design
in
that
year,
and
obviously
I
talked
about
this
quite
well
on
project
managers.
You
know
none
of
our
projects
truly
work
on
a
fiscal
year
basis
where
you
don't
start
everything
in
january
and
end
in
december,
but
it's
trying
to
focus
on
what
was
the
bulk
of
what
was
occurring
during
any
of
these.
Given
years
so
what
we
you
know
back
in
2019,
we
had
a
you
know.
D
D
We
have
more
project
work
coming
into
design,
more
project
work
coming
to
construction,
that
you'll
see
over
the
next
two
years
is
dependent
and
again
there's
never
a
certainty
with
projections,
but
we're
projecting
2022
we're
pretty
certain
on
because
we're
we're
almost
there.
But
you
can't
continuing
construction
increase
to
2022
and
then
to
2023.
D
The
design
starts
to
taper.
Some
of
that
is
because
design
you
know,
construction
lags
two
or
three
years
behind
origination
of
a
project
in
funding,
because
it
takes
time
to
get
through
design
and
permitting
we're
where
design
work
tends
to
have
a
lag
only
of
about
a
year
to
two
years.
So
what
you're
seeing
is
in
2023,
you
know
we
haven't.
D
I
haven't
included
possible
projects,
projects
that
haven't
been
budgeted
yet
at
this
point,
where
basically
the
if
we
decide
to
add
in
new
projects,
that's
what
you
would
see
being
designed
in
2022,
especially
in
2023,
so
you'll
see
the
design
falling
off
as
if
we
were
never
going
to
fund
another
project,
which
I
doubt
will
be
the
situation
and
what
we're
trying
to
show
on
the
slide.
Is
that,
basically
we're
having
a
real
increase
in
the
number
of
projects
in
construction,
which
is
a
very
high
demand.
D
Time
impact
on
the
project
managers,
the
design-
is
also
an
impact,
but
we
want
to
make
sure
we
still
have
capacity
to
be
able
to
do
these
future
designs.
While
this
construction
is
going
on
so
that
we
don't
basically
not
have
projects
lined
up
and
like
what
do,
you
want
to
call
like
a
pipeline
or
a
queue
where
each
year,
you
know
something
moves
in
construction
that
lets
something
else
start
design
that
lets
something
else
start
conceptual
design.
D
Yes,
so
central
park
is,
it
was
designed
in
this
2020
year.
This
original
design
work
right.
We
have
now
a
we
have
a
proposal
and
a
task
to
move
into
final
design
and
permanent,
which
we
could
certainly
do
in
2022.
If,
for
instance,
that's
one
of
those
projects,
it's
a
good
example.
If
the
budget
hot
committee,
you
know,
puts
drainage
fund
money
into
that
project,
then
we
would
add
that
into
the
design
in
2022,
probably
finish
up
permanent
in
2023
and
look
to
go
to
construction
on
some
of
it
within
2023
or
2024..
D
So
we
we
did
have
money
for
central
park
for
the
original
design
work.
I
have
to
pull
the
exact
numbers
300
and
something
thousand
dollars.
That
was
the
original
drainage
evaluation
that
came
up
with
the
four
improvement
project
areas.
We
also
were
successful
in
acquiring
ctc
funding
from
the
county
that
the
county
is
using
for
the
first
part
of
the
central
park,
repairs
they're,
looking
at
over
on
kind
of
the
howell
avenue
side
of
the
basin
right,
but
we
so
far
and
again
we're
not
touching
too
much
on
the
drainage
fund
at
this
meeting.
B
C
C
D
Have
let
that
contract
and
they've
hired
a
engineering
firm,
the
city
side,
if
we
decide
again
to
allocate
that
funding
which,
as
you
mentioned,
I
think
councilman
gregory
when
councilman
certainly
reminds
me,
as
it
was
discussed,
that
we
could
do,
we
could
start
design
next
year.
There's
quite
a
bit
of
critical
area.
Permit
in
aecom
has
a
scope
already
prepared
for
us
with
a
rough
fee
that
we
could
finalize
it's
probably
12
to
18
months
to
be
able
to
get
into
construction
depending
on
what
the
ocrm
permitting
goes
through.
D
They've
been
running
a
little
bit
longer
than
that
recently,
but
there's
the
potential
that
it
could
be
shorter
because
the
county's
also
been
working
on
a
similar
side
of
permanent
with
that
project.
So
if
we
can
try
to
leap
frog
off
of
their
work,
it's
possible
that
it
could
go
a
little
faster,
but
I'd
hesitate
to
hesitate
to
say
anything
faster
than
18
months
for
construction,
with
the
permitting
that's
required
on
that
project.
D
Yes,
that's
a
good
point.
I
I
think
part
of
the
discussions
with
that
were
the
the
way
the
refund
the
refunding
worked
and
we're
getting
a
little
outside
my
area,
but
the
the
way
the
refunding
worked
last
year
we
almost
actually
like
double
paid,
so
we
had
a
higher
cost
for
closing
out
the
old
bond
and
paying
the
origination.
I
guess
on
the
new
bond
and
I'm
probably
using
the
wrong
words
there
and
I
think,
we'll
start
seeing
those
savings
now
starting
this
year
moving
forward,
but
we
did.
D
Ms
wharton
did
have
a
presentation
to
public
works
utilities.
I
believe
it
was
constant
wearing
on
kind
of
where
we
stand
with
the
existing
drainage
fund
and
what
the
unallocated
resources
were,
which
was
somewhere
on
the
order
of
25
million
dollars
over
the
next
five
years,
gunsman
gregory.
So
there
is
money,
it
just
needs
to
be
looked
at
which
projects
we
want
to
fund,
and
that's
that's
part
of
what
we're
talking
about
here.
D
I
guess
it
says
we
want
if
we
want
to
fund
more
projects
with
how
much
we
already
have
in
the
pipeline.
That's
where
we're
looking
at
more
positions,
because
otherwise
we
basically
have
to
wait
till
some
of
these
projects
close
out
to
be
able
to
pick
up
the
positions
which
is
is
the
next
slide,
which
was
our
one
of
our
request.
D
Items
was
the
project
management
practice
leader,
which
is
a
term
you
see
a
lot
in
in
professional
service
work
practice
later,
where
it's
basically
a
like
a
managerial
position
that
still
has
a
technical
focus
rather
than
a
pure
supervisory
focus.
So
it's
a
sort
of
like
a
managing
doctor
would
be
where
you're
still
seeing
patients
all
day,
you're,
not
just
managing
other
doctors,
to
make
more
money
for
your
practice.
D
But
it
also
provides
some
resiliency
if
we
were
to
lose
a
project
management
position
and
then
going
back
to
this
slide
by
the
time
we
hit
end
of
22,
beginning
of
2023.
That
position
will
be
fully
utilized
as
well,
just
in
trying
to
keep
up
with
the
amount
of
project
work
we
have
going.
Even
if
we
don't
add
anything.
D
F
Matt
just
to
go
back
and
continue
with
that,
mr
mayor
you're,
right
and
certainly
councilman
gregory
you're
right.
I
think
we
need
to
make
the
action
step.
We
had
a
lot
of
good
momentum
around
that
when
we
found
out,
we
could
have
a
savings
as
a
result
of
that
you
know
refunding
the
bond
at
a
lower
interest
rate,
but
we
need
to
recapture
it
so
it'd
be
more
specific
in
the
way.
F
I
guess
mata's
gonna
outline
funding
on
this,
so
I
guess
it
got-
has
to
show
up
on
your
ways
and
needs.
Mr
chairman,
eventually,
but
let
me
ask
this:
I
mean
sooner
rather
than
later,
can
you
go?
I'm
gonna
go
back
to
dupont
the
doo-wop.
I
know
it's
under
study,
but
in
design,
but
understanding
is
that
the
county
already
has.
This
is
one
of
the
few
projects
first
projects.
D
And
customers,
I'm
I'm
happy
to
talk,
have
I
talked
about
any
of
these
in
more
detail.
I
know
this.
Today's
meeting
was
just
for
the
operations
side
of
the
department
with
the
drainage
fund,
probably
be
in
that
first
november,
first
week
of
november
or
so
meeting
to
get
into
those
in
more
detail.
I
just
don't
want
to.
I
don't
know
what.
D
A
D
So
I
briefly
touched
on
this
one.
This
was
the
one
of
the
new
program
requests
was
adding
this.
This
managerial
position
into
the
project
manager
ranks
supplemental
to
that.
The
project
manager
group
also
manages
our
pump
stations.
We've
got
two
different
requests
for
the
pump
stations.
One
is
for
the
concord
street
area
pump
station.
D
This
is
the
one
that
we're
in
the
process
of
finalizing
our
upfit
design
contract,
but
the
work
we
did
in
preparation
of
that
outfit
design
contract
did
show
some
short-term
repairs
that
really
need
to
be
accomplished
basically
for
for
critical
reliability
purposes
on
the
station
in
advance
of
what
will
be
probably
another
12
to
18
months
of
design
and
work
with
the
design,
firm
and
seymour
contractor
to
eventually
get
into
actual
real
construction
on
the
upfitting
of
the
station.
So
this
is
a
request
in
the
operations
account
for
about
120
thousand
dollars.
D
D
Basically,
what
we
would
like
to
do
on
the
musc
pump
station,
what
we
did
for
the
concord
street
pump
station
this
year,
which
is
go
through
the
conceptual
design
work
to
figure
out
what
needs
to
be
done
in
order
to
update
the
station?
How
much
would
it
cost
and
then
be
able
to
prepare
an
rfq
to
hire
an
engineering
firm
to
provide
the
services
this?
This
will
be
a
negotiated
rate
based
on
the
concord
work.
I
think
the
high
end
of
it
is
probably
300
thousand
dollars
the
musc
station's
in
better
condition.
D
Currently,
it's
not
quite
as
old
as
the
concord
station,
not
quite
as
complicated
a
little
smaller,
so
I
think
we
can
get
started
very
comfortably
with
a
professional
services
firm
for
that
amount
of
money.
It's
certainly
better
to
do
it
now
before
things
start
breaking,
rather
than
kind
of
where
we're
stuck
with
a
concord
station
where
we're
doing
it
as
things
are
broken.
D
D
Let's
see
project
management,
this
one
was
kind
of
our
lowest
priority
request,
but
it's
one
just
to
be
aware
of
that.
As
I
mentioned,
we're
pretty
tight,
to
put
it
mildly,
on
project
management
capacity.
We
do
only
have
five
total
project
managers
in
the
department
for
the
projects
that
we're
running.
We
do
have
a
lot
of
work,
that's
starting
construction
in
the
next
three
to
four
months.
D
D
So
I
put
in
a
request
for
250
000,
which
is
somewhere
around
five
months,
probably
of
a
consulting
project
manager
to
assist
with
the
project.
Typically
they're,
going
to
build
between
100
to
180
an
hour
plus
project
management
support
work.
So
the
upside
is
that
they're
kind
of
an
on-call
you
don't
have
to
employ
them
long-term.
The
downsides
are
very
expensive
per
hour
so
that
one's
on
there
as
a
request,
hopefully
we
won't
need
it.
D
Regulatory
program
just
just
a
quick
overview.
This
is
not
one
of
our
main
focal
topics
for
budgetary
discussions.
This
year
we
did
quite
a
bit
of
regulatory
work
the
last
few
years.
The
only
position
that
we're
asking
for
within
this
group
is
to
add
a
lead,
stormwater
inspector.
Basically,
it's
a
position
to
provide
public
infrastructure
review.
D
You
know
very
far
out
of
the
one
year,
one
to
two
year,
warranties
that
are
typically
provided
for
work,
so
this
would
add
a
third
inspection
position
into
the
department
of,
in
addition
to
the
two
current
ms4
swift
inspectors,
try
to
close
out.
Basically,
that
need
for
emergency
where,
as
much
emergency
work
in
the
future,
there's
no
way
to
eliminate
it
things
break.
We
were
trying
to
prevent
things
from
breaking
because
they
were
not
installed
correctly.
D
D
We
did
add
our
small
project
manager
this
year,
which
has
helped
us
do
a
little
bit
more
management
of
this
program,
but
really
it's
been
contractor,
driven
because
we've
been
so
short
on
cdl
drivers
and
factor
truck
operators
which
are
cdl
drivers,
that
most
of
our
vector
trucks
are
just
using
or
doing
work
request.
Citizen
work
request,
rather
than
kind
of
proactive
cleaning
work.
D
We
do
certainly
hit
some
of
the
known
flood
areas
for
inlet,
cleaning
and
things,
but
for
for
more
proactive,
pipe
like
thorough
pipe
cleaning
tends
to
be
contractor,
driven
just
as
a
quick
overview.
We
talked
about
last
year,
there's
we're
working
on
our
asset
inventory,
but
based
on
some
work,
we
didn't
do
mount
wahoo
and
casper
orange
district
looking
at
clogs
and
problems
within
pipe
systems
on
a
more
holistic
basis.
D
Within
that
watershed,
we're
estimating,
if
you
project
that
out
over
the
rest
of
the
city
around
100
miles
of
pipe,
they
probably
need
maintenance
and
cleaning
that
kicks
us
up
to
roughly
5
million
dollars
of
contract
cleaning
likely
there's
going
to
be
repair
costs.
In
addition
to
that,
but
that's
kind
of
the
ballpark
we
started
at
based
last
year,
we'd
done
633
000
towards
this.
D
We
haven't
successfully
spent
all
that
money
due
to
some
of
our
management
shortages,
but
I
think,
with
that
additional
project
management
position,
we
should
be
a
little
bit
more
proactive,
pipe
cleaning
if
we
can
kind
of
clean.
At
this
rate,
we
could
probably
get
through
most
of
our
pipelining
2028
2029
time
frame
that
we
need
to
get
to
for
for
trying
to
help
that
system
perform
more
effectively.
D
So
that's
kind
of
jumping
into
this
field,
op
support
which
are
the
other
requests.
We
had
a
20
000
request,
which
is
a
15
increase
in
construction
materials
costs.
That's
really
inflation-based
inflation's,
actually
up
more
than
that
generally
for
construction
materials,
but
we're
also
a
little
bit
short
on
staff.
So
we're
not
installing
quite
as
much
as
we
usually
would
install.
D
We've
got
a
30
increase
in
what
we're
actualizing
for
uniform
and
protective
equipment.
It's
about
ten
thousand
dollars,
this
one's
a
range
of
things.
It's
been
an
increase
in
prices
or
some
inflationary
increases.
We've
we've
increased
our
field
operations
manager,
who's.
An
excellent
gentleman
has
increased
kind
of
the
amount
of
protective
equipment
we
hand
out.
We
started
adding
like
tyvek
suits
and
things
when
we're
cutting
like
caustic
elephant
ear.
D
Basically,
anything
we
can
do
to
keep
the
guys
as
comfortable
as
possible,
while
they're
working,
so
that
we're
not
losing
crews
from
the
type
of
work
that
they're
doing
is
relatively
inexpensive
compared
to
the
department,
and
it
certainly
is
a
morale,
booster
and
then,
of
course,
turnover
of
staff.
We
do
try
to
recoup
as
much
uniform
work
as
we
can,
but
obviously
having
people
come
in
and
come
out,
you
lose
some
uniform
work
and
it
drives
up
your
cost
a
little
bit
for
protective
equipment.
D
D
Our
vendors
have
been
pushing
back
on
our
usual
prices,
because
they're
really
struggling
to
be
able
to
make
those
prices
work
in
their
profit
margins,
anymore,
they've
kind
of
stuck
with
us
this
year,
because
we
had
an
existing
budget
and
we
have
a
lot
of
vendors
who
we
work
well
with
and
have
good
experiences
with
us,
but
they've
kind
of
notified
us
that
next
year
they
won't
be
able
to
honor
those
prices.
So
we
haven't
increased
their
emergencies.
D
87
000,
then
this
last
one,
which
was
that
13
increase
in
contractor
pipeline,
take
it
up
to
750
000
to
try
to
cover
up
some
more
vacancies
and
proactive
cleaning
work,
as
our
backdrops
are
not
fully
utilized
every
every
day,
based
on
combination
of
things,
with
mostly
the
vacancies
on
the
operator
positions.
That's
that's
what
I
had
for
you
today,
I'm
happy
to
jump
back
to
any
slides
or
any
questions
in
more
detail.
D
Yeah,
so
I'm
sorry
councilman,
that
was,
I
said,
that
very
quickly,
so
we
we
did
a.
We
don't
have
a
really
spectacular
asset
inventory
at
the
moment,
like
basically
knowing
where
every
pipe
is
and
what
condition
it's
in.
That's
something
we've
been
working
on
of
getting
back
to
that
step,
the
one
place
we
have
a
pretty
good
handle
on
it
is
in
dupont,
wappu,
because
we
did
that
as
part
of
the
dupont
wahoo
project
with
the
county,
with
aecom
doing
most
of
the
the
assessment
work.
D
So
what
we
did
is
we
looked
at
how
many
of
the
pipes
needed
cleaning
or
were
having
issues
from
cleaning
related
issues
or
having
capacity
issues
from
clean,
related
issues?
In
that
watershed,
said:
okay,
it's
this
percentage
of
pipes
and
then
basically
projected
that
percentage
out
into
other
neighborhoods.
D
We
took
a
little
bit
off
of
it
in
like
daniel
island,
where
the
pipes
are
generally
newer
and
some
of
our
west
ashley
and
then
added
a
little
bit
more
into
like
the
peninsula
and
some
of
inner
west
ashley
and
inner
james
island,
where
it's
a
little
bit
older
neighborhoods
that
probably
have
a
little
bit
more
cleaning.
That
needs
to
be
done.
D
D
So
if
we
can,
we've
started
to
get
into
wagner
terrace
in
a
pretty
good
level.
We
haven't
done
as
much
cleaning
as
we
want
to
yet,
but
we've
got
kind
of
some
areas
identified.
We've
done
some
key
area
cleaning.
I've
done
a
couple
other
neighborhoods.
If
we
can
start
kind
of
expanding
that
program
out
and
doing
more
work
with
it,
I
think
we
could
make
some
real
progress
again
on
the
closed
systems.
By
trying
to.
I
think
this.
F
D
F
D
It's
mostly
funding
based
that
one's,
mostly
funding
based
councilman.
If
we
use
contractor
cleaning
it's
just
it's
a
it's
almost
a
straight
number
of
dollars.
The
contractors
have
available
plus
making
sure
we
have
project
managers
to
be
able
to
manage
the
contractors,
identify
the
cleaning
and
work
through
cleaning
with
them,
and
then
the
other
option
is
to
try
to
do
it
internally,
which
then
we
need
to
find
a
way
to
fill
all
of
our
factory
operator
vacancies
which
are
cdl
drivers,
which
we
have
had
very
little
success
in
phil
in
the
last
18
months.
D
D
We
would
get
faster
there's
there
is
a
there's,
always
a
question
councilman
of
how
much
capacity
the
private
sector
has.
I
don't.
They
also
are
making
a
lot
of
money
on
the
kind
of
open
market
at
the
moment.
Let's
say
rather
than
under
these
contracts
we
have
so
they
definitely
we've
got
two
companies.
D
We
do
most
of
our
work
with
under
contracts
that
do
want
to
work
with
us
and
do
want
to
keep
because
we're
good,
consistent
customers-
and
we
are
always
there
even
in
recessions-
we'd-
have
to
talk
to
them
to
see
if
they
had
how
much
capacity
they
had
to
go
up
more
than
that.
We're
we're
capped
on
our
idc's
at
500
000
per
year
per
company,
so
we
could
get
to
a
million
dollars,
probably
pretty
comfortably.
D
D
D
What
tends
to
happen
is
that
we
get
outbid
for
those
individuals
once
they
complete
their
training
and
they
just
generally
take
private
sector
jobs
because
they
pay
more.
It's
typically
younger
employees,
who
are
a
little
more
open
to
some
of
the
demands
of
private
sector
work,
sometimes,
but
like
I'll,
give
you
a
general
example
that
for
unskilled
temporary
labor,
basically,
you
know
day
labor
type,
gentlemen,
who
work
and
kind
of
you
know,
carry
around
concrete
bags
and
do
that
kind
of
work.
We
we
pay
generally
13
an
hour
for
that
kind
of
position.
D
The
going
rate
in
the
private
sector
right
now
is
just
over
20
an
hour,
so
we
certainly
can
encourage
more
people
to
get
into
the
field.
And
eventually,
if
you
can
generate
enough
interest,
you
will
depress
prices
on
a
you
know:
cost
demand
basis,
supply
and
demand
basis,
but
it
needs
to
be
a
lot
of
people
in
the
market.
We
have
in
charleston
right
now
and
what
we're?
D
Some
extent
as
well
in
our
projects,
but
it's
it's
it's
a
it's
a
very
good
question.
I
think
it's
worth
the
city
helping
with
those
programs
wherever
we
can
just
because
it's
a
continuing
issue,
it
would
be
good
for
the
the
health
of
the
city
as
a
whole.
The
whole
region,
not
just
our
own
internal
departments,
but
that's
probably
a
generally
a
two
to
four
year
window.
D
It's
only
about
a
year
to
get
through
most
of
those
training
programs,
so
getting
interest
in
building
up
the
programs
and
then
trying
to
realize
some
of
that
supply
and
demand
enough
that
we
have
access
to
some
of
the
employees.
Then
of
course
there's
the
us,
the
other
side
of
it,
which
is
having
capacity
to
help
those
programs
get
up
and
going
which
we're
a
little
stretched
to
add
another
project,
and
I
guess
for
that
type
of
work.
But
it's
a
good
idea.
E
D
D
Correct
to
do
more
of
that
work!
Yes,
yes,
to
try
to
wisconsin,
where
I
was
mentioning
to
try
to
accelerate
that
work
a
little
bit,
I'm
trying
to
balance
how
much
I
think
we
can
manage
internally
with
how
much
money
we
have
to
do
the
work
with.
If
that
makes
sense,
I
don't
want
to
end
up
asking
for
two
million
dollars
only
spending
500
000
of
it
at
the
end
of
the
year.
If
I
can
avoid
doing
that.
D
D
It
gets
tricky
that
you
don't
need
a
full-time
person
to
manage
the
work.
It's
just
right
now
we
have
it
as
one
task
that
one
of
our
project
managers
does,
in
addition
to
a
bunch
of
other
work
that
he's
doing
so.
If
we
want
to
add
more
capacity
to
do
more
neighborhoods,
we
got
to
find
someone
to
take
on
that
work
and
I'd
have
to
look
at
it
more
detail.
If
we
wanted
to
go
that
route
on
how
we
would
how
we
would
handle
that
workload
I
haven't,
I
haven't.
I've
not
tried
that
yet.
E
But
I
may
be
getting
way
way
ahead
of
ourselves
on
on
this
mat,
and
I
don't
want
to
confuse
our
the
issues
here,
but
it
seems
like
part
of
the
issues
that
you're
dealing
with
is.
We
need
more
people
and
we
need
to
pay
our
current
folks
more
money
and
that
none
of
that's
really
being
factored
into.
What
we're
looking
at
on
the
screen
right
now,.
D
D
So
there's
a
there's,
a
mix
here
and-
and
I
certainly
hear
what
you're
saying
that
you
know
one
of
the
proposals
we've
had
if
we
were-
and
there
is
there-
is
potential
funding
to
be
able
to
handle
salary
adjustments
if
we
needed
to,
but
I
shouldn't
shouldn't
say
that
I
feel
there's
there's
room
with
budget
for
salary
adjustments
important
her
staff
might-
and
I
don't.
I
haven't-
talked
about
that
in
that
great
of
a
detail,
but
I
think
they
budgeted
for
it
the
other
side.
D
For
me,
I
mean
honestly
with
how
many
vacancies
we
have.
It
would
be
easy
for
me
to
give
up
positions,
because
I
would
still
come
out
ahead.
If
you
gave
up
10
of
my
positions
and
I
could
fill
the
remaining
vacancies,
I
would
have
more
staff
than
I've
had
in
you
know
a
year
and
a
half
and
I
would
be
out.
I
would
come
out
well
ahead.
B
So
if
I
may
jump
into
this
discussion-
and
it's
a
great
discussion-
good
brainstorming
going
on
here-
but
kind
of
connect,
a
couple
of
trains
of
thought
here-
it's
it
seems
to
me
that
would
be
easier
for
matt
for
you
to
find
the
extra
management
employee
or
two
to
manage
an
outside
contractor
than
it
is
to
suddenly
find
you
know,
15
people
to
work
in
the
field,
and
you
know
the
way
our
budget
is
set
up.
I
wonder
if
we
could
do
it
to
give
you
the
flexibility
kind
of
give
you
the
option.
B
B
C
B
D
D
G
Yes
mayor,
I
I
really
like
your
train
of
thought,
you're.
Brainstorming.
On
that
basis,
I
it's
it's
occurred
to
me.
You
know
that
we
should
be
looking
at
the
private
sector
to
supplement
our
workload
in
in
many
of
the
departments,
but
especially
in
one
like
stormwater
and
and
then
environmental
services
is
right
alongside
there.
I
I
don't.
G
I
I
don't
see
how
we
ever
you
know,
keep
up
with
the
nimbleness
that
the
private
sector
is
is
able
to
contribute
to
their
own.
You
know
capacities
for
growth,
and
things
like
that,
so
the
more
that
we
develop
those
kinds
of
on-call
contracts
that
allow
us
to
be
flexible
and-
and
you
know,
responsive
to
the
actual
workload.
G
B
That's
right
absolutely,
and
I
I
just
want
to
be
able
to
give
matt
flexibility.
You
know
to
kind
of.
I
know
he
can
come
back
to
us,
but
if
we
can
give
him
some
more
flexibility
and
make
those
decisions
and
make
it
happen,
I
think
that
would
be
more
efficient.
Personally
we'd
have
to
approve
everything
as
it
came
to
us.
You
know
don't
remember.
D
If
we
keep
kind
of
bleeding
positions
at
the
position,
we're
pace,
we're
pleading
them.
We
won't
be
able
to
contract
anyone,
because
we
won't
have
anyone
to
manage
that
work
either.
So
it
is,
I
think,
there's
a
great
role
for
it
in
handling
surges
and
handling
kind
of
gaps
and
turnover
backlog.
Yeah
it
gives
you
it
gives
you
flexibility
basically,
which
is,
is
a
real
advantage
for
it,
but
you
gotta
it's
like
just
like
any
any
balance.
B
D
Yeah
and
you're
100
correct
in
that,
even
if
we
found
people
tomorrow,
it
would
take
you
a
few
months
to
kind
of
get
them
up
on
board
and
get
them
on
trained
up.
So
there
is
always
this
lag.
That's
why
we're
asking
for
some
additional
pipeline
money.
As
we
know,
even
if
things
are
great
and
council
passes,
you
know
a
large
cola
and
we're
able
to
bring
in
more
employees.
D
G
Yeah
and
maybe
just
to
brainstorm
one
more
second,
it
would
behoove
us
to
think
about.
You
know
strategically
jump
starting
some.
Some
companies
we're
talking
about
economic
empowerment
and
you
know
growing
the
the
the
market
of
our
minorities
and
women-owned
businesses,
and
you
know
maybe
we
could
actually
recruit
some
companies
and
invest
in
them,
not
not
financially
to
the
you
know,
risk
risk
stage,
but
in
terms
of
guaranteeing
them
contracts,
I
mean
that's
what
kept
my
husband
going.
G
B
D
C
So
I
want
to
make
sure
that
I'm
sharing
the
right
screen
looks
like
a
bunch
of
numbers.
So
this
is
a
calculation
over
time
of
just
the
stormwater
revenue
from
the
fee,
and
this
is
what
the
budget
is
currently
looking
like
for.
2022
it's
about
a
revenue
budget
of
11.8
million,
so
I'm
estimating
about
11.7
to
come
from
the
stormwater
fees
and
that's
a
that's
a
growth
from
the
2021
budget
of
about
177
thousand
dollars.
C
G
A
G
G
G
A
D
C
So
I
have
not
fully
worked
out
the
expense
side
with
everything,
and
some
of
that
has
to
do
with
the
debt
from
the
stormwater
bond
to
make
sure
it
all
ties
out
so
right
now,
the
operating
without
the
debt
is
about
9.5
million,
but
usually
with
the
the
bonded
debt.
It
sort
of
has
a
weird
offset
that
occurs
so.
A
So
councilmember
jackson
we
just
had
because
we
did
that
refunding
last
year.
If
you
remember
in
that
refunding
it
was,
it
was
going
to
it
was
going
to
change.
We
authorized
council
authorized
us
to
go
ahead
and
do
this
from
a
from
a
taxable
to
non-taxable
within
one
year,
so
that
we
got
even
bigger
savings.
So
we
just
did
that
so
we're
trying
to
work
out
the
accounting
side
of
that.
So
as
soon
as
we
get
that
all
squared
away,
we
can
get
you
the
numbers.
B
Well,
we
are
okay,
but
they're
they're,
also
the
considerations
of
as
councilmember
waring
raised.
If
we,
if
we
threw
in
other
x
dollars
at
at
the
maintenance
you
know
of
the
enclosed
systems,
would
we
get
it
done
by
2025
rather
than
2028,
you
know,
and
and
excess
of
funds
at
the
end
of
the
year
can
go
to
other
projects.
So
anyway,
it's
I
wouldn't
say
we
hadn't.
We
hadn't
moved
this
this
fee
in
in
a
how
long
now,
amy
a
few
years
now
hadn't
it.
B
E
D
So
really
briefly,
there
have
there
have
been
some
changes
generally,
we
are
still
one
of
the
higher
rates
within
our
region.
If
you
start
to
expand
out
into
other
flood
prone
portions
of
the
of
the
countries
florida.
Some
other
areas
like
that
you
can
get
into
higher
rates
but
concentrate
you'll,
probably
remember
we
did.
D
D
D
We're
trying
to
say
you
know,
larger
houses
do
contribute
more
water,
which
ties
back
to
the
way
the
utility
fee
is
adjusted.
I
believe
that
camera,
if
it's
or
if
it's
ori
itself
or
myrtle
beach
or
north
myrtle
beach,
a
number
of
those
entities,
have
doubled
their
rates
within
the
last
year.
They
often
just
had
lower
rates
to
begin
with,
they
might
have
had
36
or
40
a
year,
which
is
a
more
traditional
rate
system.
D
D
If
you
get
down
into
some
of
the
other
regions,
it's
high
rates,
but
we're
not
we're
not
going
to
show
us
one
of
the
inexpensive
rates
within
the
state.
Let's
say,
but
we
also
generally
have
very
different
flooding
challenges
than
most
of
let's
say
the
upstate
or
the
pd
or
other
areas
around
the
south
carolina
boundaries.
E
F
D
F
D
So
this
is
a
very
good
question:
councilman,
it's
one
that
is
an
interesting
topic
that
we
we
did
increase
the
fees
in
the
last
when
we
passed
the
updated
stormwater
manual,
the
fees
and
it's
a
little
more
complicated
than
this,
because
there's
a
base
rate
fee,
plus
a
multiplier
for
project
area.
But
on
a
general
project
we
roughly
doubled
the
fees,
but
I'm
sure
andrew
mr
jones
could
pull
up
the
revenue
tracker.
F
C
C
Matt
councilmember
wearing
so
it's
the
this.
This
object
code
right
here
fees,
technical
review
right
are
those
fees
that
matt
is
talking
about,
and
so
you
can
see.
I
think
we
had
that
fee
increase
in
mid
2020,
so
you
can
see
in
2020
we
collected
about
this
much
revenue
and
year
to
date,
and
this
is
a
little.
This
was
a
couple
weeks
ago
when
I
looked
at
this
number,
so
I'm
estimating
about
100
grand
through
the
end
of
the
year.
C
F
F
G
G
F
Anyway,
I
think
that's
something
we
need
to
revisit
the
fee
structure
on
that,
at
least
to
cover
cover
the
cost,
and
I
look
I
looked
at
that
project
manager
and
we
definitely
need
that
and
we
know
we're
going
to
try
to
support
that,
but
I'm
just
wondering
how
could
some
of
those
some
of
those
projects
are
ours,
but
somehow
reviewing
there's,
there's
more
income
on
the
permitting
process
and
review
process
that
I
think
we're
extracting
from
it.
That's
my
main
point.
G
B
So
if,
if
I
could
ask
matt
amy,
if
y'all
would
just
check
those
comparables
one
more
time
around
the
state
on
the
fees,
it
was
my
recollection
that
that
it
was
the
will
of
council
and
and
appropriate
that
we
almost
set
in
a
built-in
schedule
where
we
were
going
to
be
at
50
cents
a
year
or
a
dollar
every
other
year.
You
know
to
get
up.
F
B
Water
fee
up
a
bit
because
we
know
the
many
needs
and
projects
that
need
to
be
done.
I
know
the
drainage
fund
separate
and
all
like
that,
but
it's
all
interrelated
and-
and
we
only
got
so
many
ways
to
raise
money
and
and
people
are
seeing
the
projects
you.
You
see
that
mounting
green
list
that
matt
had
of
all
the
things.
B
We're
doing
I
mean
we're
we're
getting
good
bang
for
the
buck,
so
so
I
I
would
not
be
opposed
to
not
only
funding,
match
requests,
but
taking
a
look
at
some
additional
funding
to
to
up
those
private
contractors,
contracts
that
we
have,
and
that
means
we
can
clean
out
the
ditches
and
the
pipes
and
and
the
brick
archways
a
little
faster
than
what
we're
projecting
right.
Now,
yeah.
We
might
have
to
hire
another
project
manager
as
well.
That's
okay,
but
I
think
our
citizens
would
be
happy
for
us
to
be
doing
that
personally.
F
F
B
B
A
A
We
included
that
minimum
wage
cola
in
there
just
because
we
did.
I
know
it's
a
bigger
discussion,
but
we
have
that
included
in
there
and
then
we
went
through.
We
went
through
all
the
recommendations
from
our
from
our
departments
and
have
basically
recommended
eight
million
dollars.
So
right
now,
with
that,
it's
a
it's
a
23
million
dollar
deficit,
which
is,
I
think,
we
all
knew.
We
would
be
kind
of
there.
A
A
That
is
actually
some
renovations
to
fire
stations
that
we
have
to
find.
Our
one
of
our
financial
policies
is
to
put
one
million
dollars
away
for
deferred
maintenance,
and
we
had
done
that
at
the
end
of
the
year
during
the
audit,
and
so
that
is
using
that
funding
to
renovate
a
couple
of
fire
stations.
That
parks
had
said
they
needed
to
do.
G
A
They
would
be
in
this
transfers
in
line
item
councilmember
jackson,
and
that
would
be
to
cover
any
tourist
related
expenses
that
we
have,
like
our
our
officers
or
police
officers
that
work
in
entertainment,
districts
and
things
like
that,
our
paos
that
are
in
in
tourist
areas
those
types
of
our
code
enforcement
office
or
our
tourism
officers.
I
should
say
those
expenses
would
be
covered
by
a
transfer
in
from
those
tourism
funds.
A
F
Amy,
given
the
gravity
of
what
king
street
is,
you
know,
cost
I
guess
costing
us
now.
You
know
with
the
extra
enforcement
and
all
of
that
shutting
down
the
streets,
and
all
of
that
does
that
is
that
the
policeman
that's
eight
million.
We
truly
reflect
what
we,
what
we
putting
down
in
the
entertainment
district.
A
Yes,
well
we're
still
kind
of
looking
at
that,
because
we're
finalizing
the
tourism
budgets
councilmember
wearing,
but
right
now.
Yes,
we're
going
back
through
that,
just
to
kind
of
make
sure
that
we
have
all
of
those
expenses
covered
based
on
what
we're
projecting
the
revenue
budgets
to
be
for
those
okay.
F
A
A
F
E
E
C
E
A
A
So
this
is
enterprise
funds
as
well,
so
you
can
see
we
have
a
smaller
surplus,
3.4
million.
Normally
this
is
much
bigger,
but
I
think
we're
still,
you
know
we're
still
coming
out
of
the
pandemic.
We
are
going
back
through
parking
revenues.
Just
you
know,
so
you
know
we
might
be
able
to
increase
that
just
based
on
some
some
more
data
that
we're
we're
looking
at,
but
right
now,
that's
that's!
What
we
have
for
the
budget
is
25.8
million
for
parking.
E
A
A
G
A
G
A
We're
we're
looking
at
tourism
funds.
We
just
got
another
municipal
accommodations
check
in
so
we're
kind
of
looking
at
our
projection
projection
again,
based
on
that
parking
as
well
analyzing
that
further,
we
are
still
waiting
on
the
irf
to
give
us
some
information,
our
insurance
information.
So
I'm
hoping
that
we
get
that
by
the
end
of
the
end
of
the
week,
salary
savings
we
I
think
I've
talked
to
you
about.
A
So,
with
that
large
deficit,
we're
going
to
go
back
through
all
the
requests
to
pull
back
our
recommendations
and
then
the
things
that
I
just
discussed
will
finalize
those
items.
There
are
several
studies
that
we
could
potentially
use
arbor
funds
that
are
in
in
this
budget
as
well.
One
is
a
water
plan.
A
Zoning
ordinance
both
of
those
were
five
hundred
thousand
dollars
each
and
then
the
downtown
plan.
I
don't
remember,
I
think
that
might
have
been
three
hundred
thousand
or
something
like
that,
which
is
related
to
the
water
plan
and
that
will
build
off
the
land,
use
and
water
section
of
the
city
plan.
So
those
are
items
that
we
might
be
able
to
use
our
funds
for
because
we
are
still
having
a
revenue
loss
issue
and
not
able
to
fund
everything
that
we
need
to
do.
A
A
C
A
G
Right,
I
guess
knowing
that
that's
an
important
next
step
of
work
body
of
work
for
the
council.
I
I
I
know
that
we
asked
mr
summerfield.
If,
if
we
put
a
million
dollars
in
for
the
one
year,
could
we
do
it
in
a
year,
and
I
I
think
he
said
yes,
but
I
can't
remember
specifically
so:
can
we
just
clarify
that
with
him.
A
A
A
So
it's
a
little
it's
a
it's
a
little
bit
of
both
so
a
lot.
A
lot
of
that
would
be
the
department's
request
to
bring
them
up
to
their
pre-code
levels
for
certain
line
items,
and
then
it's
other
things
that
they're
requesting
that
requesting
that
we
really
think
that
we
should
do
that.
Aren't
necessarily
coded
related.
A
G
A
G
A
G
A
B
B
A
B
A
B
A
B
A
You
know
what
I
should
have
probably
showed
you
the
spreadsheet,
for
that
environmental
services
they're
asking
to
we
do
this
every
year
you
know
just
replacing
equipment
for
them.
They're
asking
for
a
sweeper
two
dump
trucks,
a
claw
and
two
rear
loader
garbage
checks
for
a
total
of
1.2
million
dollars.
A
And
then
fire
and
chief
courier
and
chief
reynolds
are
both
on
here.
If
you
have
any
questions
about
what
they're
asking
for,
but
total
borrowing
is
almost
3
million
for
our
fire
biggest
part
of
that
is
the
new
truck
aerial
truck
for
the
johns
island
fire
station.
That
will
we
will
be
building.
It
has.
C
Yes,
sir
good
afternoon,
everybody
brush
truck
is
a
smaller
unit
that
would
allow
us
to
get
into
places
where
normal
pumpers
can't
go.
But
it
also
enables
us
to
have
the
ability
to
move
the
unit
as
we're
pumping
water,
which
a
larger
fire
truck
due
to
the
design
of
the
pump,
can
do
all
right,
particularly
useful,
say
on
john's
island
and
in
cane
hoyt.
A
We
received
a
replacement
request
of
1.6
million
because
you
know
we've
talked
about
our
our
aging
fleet,
we're
much
better
with
police
and
fire
and
replacing
and
environmental
services
as
well,
but
for
the
rest
of
the
city.
We're
a
little
bit
behind
on
that.
So
two
itevia
bills
are
four
parks:
trucks
that
we're
replacing
businesses,
neighborhood
services,
car
streets
and
sidewalks,
bobcat,
compact
loader
and
a
trash
collection,
light
truck
and
then
one
for
housing
and
community
development
for
a
total
of
367
thousand
dollars
versus
the
1.6.
A
A
A
B
A
Not
for
replacing
them
there
because
they
have
a
five
year
cycle,
so
we
really
do
need
to
replace
them
every
single
year
regardless,
but
matt
you
can
speak.
I'm
sorry!
I
jumped
ahead
of
you.
We
got
into
a
little
bit
of
trouble,
not
replacing
them
a
few
years
back.
So
we've
been
very
careful
not
to
do
that.
D
We've
switched
vendors
currently
to
a
more
local
cat-based
vendor
that
can
do
on-site
maintenance,
so
we're
hoping
that'll
increase
up
time,
but
we
one
of
the
reasons
we've
been
able
to
kind
of
limp
by
with
the
number
of
vector
truck
operators
we
have
is
because
so
many
of
our
factory
trucks
tend
to
be
down
for
maintenance
and
they
are
that's
not
an
unusual
situation.
It's
a
extremely
challenging
piece
of
equipment
to
keep
fully
operational,
but
we're
we
have
just
enough
factor
track
operators.
D
G
A
And
I'll
send
you
the
lease
purchase
list
too.
I'm
sorry-
but
I
probably
should
have
put
a
slide
in
here
just
to
show
you
exactly
what
it
is,
but
we'll
I'll
send
it
to
you
after
this
meeting
and
then
we
have
our
three-year
lease
purchase,
which
is
all
all
police.
So
in
2021
we
reduced
the
amount
that
we
gave.
We
did
lease
purchase
for
them,
which
allowed
them
to
do
30,
mark
vehicles
and
six
unmarked
vehicles
the
year
and
prior
to
2021.
C
A
So
I
think
right
now
we
have,
we
just
have
the
base
number
in
there,
so
we
would
need
to
adjust
that
a
little
bit
for
the
for
the
additional
amount
that's
being
requested
and
whatever
the
debt
cost
would
be
for
that.
Just
to
let
you
know
so
really.
Four
year
fees
is
5.5
million
three
years
it's
right
now,
1.3,
but
like
we
discussed,
we
were
just
tightening
some
things
up
and
talking
with
police
department.
A
So
that's
why
we
still
have
it
at
1.3
for
right
now,
total
borrowing
would
be
6.8
but
add
a
little
bit
more
to
that
because
of
the
police.
Department's
requests
and
general
fund
would
be
6
million
cost
it's
about
a
million
dollars
increase
in
borrowing
from
2021,
but
again
we
get
behind.
When
we
cut
back,
then
we
get
behind.