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From YouTube: Budget Advisory Committee June 15, 2023
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B
Here,
if
I
sharehold
absent
this
Major's
absent
Miss
Hall
in
this
Hall.
E
Good
afternoon,
I
am
Suzanne
Linton
I
am
your
information
technology
director.
In
it
we
have
three
different
departments.
We
have
information
technology
which
covers
Public,
Safety
and
City
Hall
and
all
departments
and
divisions.
Then
we
have
GIS,
which
is
geographic
information
systems
and
underneath
my
division
is
also
the
Performing
Arts
Theater.
E
So
I'm
going
to
start
today
with
the
theater
budget
and
there's
a
few
slight
increases.
The
first
is
Professional
Services,
we
increased
it.
Two
thousand
dollars
for
Acoustics
covid
opened
and
we
opened
back
up
this
past
year
and
we
have
performances,
many
more
performances
than
we'd
been
having.
So
we
need
an
acoustic
specialist
to
come
in.
Sometimes
we
have
very
large
shows
here
and
we
need
help
with
sound.
So
that's
what
that
increase
was
for
the
other
contractual
Services.
E
1400
increase
was
more
performances
after
covet
for
custodial,
and
we
do
go
in
and
do
a
lot
of
sanitizing
of
the
area.
Also
just
you
know
we
carry
that
forward
from
covid
and
that's
it
and
anything
else.
Just
to
give
you
a
little
background
what
the
theater
department
does
they
maintain
all
media
and
performances
for
the
city.
We
do
all
of
the
broadcasting
for
all
of
the
city
meetings
all
of
the
live
Television
Productions
and
we
also
do
the
zoom
and
virtual
hosting.
E
We'll
move
on
to
GIS
geographic
information
systems
and
if
you
guys
don't
know
what
that
is
GIS
is
we
keep
an
inventory
and
mapping
of
all
of
the
meters
and
pipes
and
anything
having
to
do
with
utilities
in
the
city.
We
also
map
out
all
of
our
infrastructure,
our
buildings,
anything
underground
above
ground
at
ground
level.
So
it's
quite
a
big
Endeavor
and
a
big
task.
E
We
have
two
employees
in
that
division.
Unfortunately,
we
did
lose
our
GIS
administrator
this
year.
She
went
to
Washington
DC
and
got
a
great
job,
so
we're
very
happy
for
her,
but
we're
very
sad
that
we
did
lose
one
of
our
main
players
here,
so
we
were
able
to
promote
from
within,
which
is
wonderful,
but
we
do
have
a
mapping
technician
position
available
that
we
are
currently
looking
for
replacement
for
this
budget.
E
The
first
line
item
I'd
like
to
address
is
line
item
31,
Professional
Services.
There
is
a
hundred
thousand
dollars
in
that
line
item
that
has
been
canceled
out
and
it
is
in
another
budget
right
now
it
is
in
the
Water
Division.
That
line
item
was
for
a
lead
and
copper
pipe
GIS
project,
so
that's
being
budgeted
in
another
division.
At
this
point
in
time.
E
It's
Paul
Smith's
he's
up
after
me,
so
you
can
ask
him
about
that
and
then
the
other
under
repairs
and
maintenance
is
we
put
thirty
thousand
dollars
in
for
Microsoft
Azure
licenses
and
that
is
Microsoft
365
Services
cloud-based
systems
for
all
of
our
GIS
servers
for
additional
security
and
training.
E
I
did
up
that
because
if
we
do
get
a
new
GIS
person
is
GIS
is
very
technical
in
nature.
I'm,
probably
going
to
have
a
lot
of
training
needs
for
that
new
individual
and
our
the
person
that
we
brought
up
through
the
ranks
so
I
wanted
to
increase
that
budget,
just
to
make
sure
that
I
had
everything
covered
for
the
new
individual
that
comes
in
and
that's
about
it
for
GIS.
E
Okay,
information
technology:
currently
we
have
six
full-time
Information,
Technology
professionals
on
staff
and
one
part-time
individual.
E
We
are
looking
at
the
management
of
approximately
654
devices,
Citywide
and
two
things.
I
want
to
lead.
On
a
great
note,
we
were
awarded
a
wonderful
grant
for
Florida
Digital
Services
and
that
will
hopefully
be
offsetting
some
of
our
budgetary
software
licenses
in
the
near
future.
E
So
that's
something
to
look
forward
to
my
budget,
basically
stayed
about
even
in
Information
Technology,
only
a
very
few
slight
increases
and
some
decreases
the
decreases
that
you're
seeing
is
because
I
try
to
negotiate
my
contracts
on
a
five-year
term,
which
gives
me
substantial
discounts.
I
end
up
saving
hundreds
of
thousands
of
dollars
by
negotiating
these
types
of
contractual
agreements.
E
E
That's
and
I
also
you're
going
to
say:
I.
Don't
you
don't
show
it
here,
but
we
were
asked
to
decrease
our
budgets
by
one
percent
across
the
board,
and
I
did
Wipe
Out
the
5500
training
on
the
line
item
for
55
and
I
only
did
that
because
we
were
awarded
a
fifty
thousand
dollar
training
Grant
in
information
technology
for
our
staff,
so
I
figured
that
was
a
good
area
to
take
that
from.
F
E
F
A
manufacturing
business
suffered
a
ransomware
attack,
April
Fool's
Day,
and
it
took
us
two
months
to
recover
and
it's
it
was
severe
and
we
thought
we
were
in
a
good
place
like
we
had
done
all
the
things
you
should
do
and
we
had
air
gapped
this,
and
you
know
backups
here
into
Cloud
everywhere,
and
those
people
failed
us,
and
one
of
the
things
that
we
recognized
we
didn't
do
was
some
auditing
of
our
vendors,
who
provide
those
Services
I
just
would
love
like
because
I'm
hypersensitive
over
it
and
also
it's
changed
the
way
we
look
at
our
budget.
F
For
that,
like
it
really
has
like
we,
we
substantially
increased
our
budget
because
we
saw
how
fast
things
are
changing.
We
had
and
you
go
to
the
five-year
contracts
and
that
kind
of
thing
what
we
had
was
two
years
in
the
decision
world
and
things
had
moved
to
the
speed
of
light,
and
so
the
things
we
put
in
place,
weren't
good
enough.
Yes,
so
I'm
just
curious
to
know.
Have
you
prepared
in
your
budget
for
that?
Yes,.
E
And
I'll
just
explain
a
little
bit
where
we
are
with
cyber
security
we
actually
have
been
preparing
for
the
last
five
years
for
our
cyber
security
Endeavors.
We
have
two
certified
cyber
security
Specialists
on
staff
who
have
the
highest
cyber
security
certification
that
you
can
get
in
the
world,
we're
very
lucky
in
that
regard.
E
We
here
at
the
city
of
Tarpon
just
had
a
penetration
audit
about
18
months
ago,
a
full
penetration
cyber
security
test,
and
that's
where
they
come
in
here
they
do
social
engineering.
They
try
to
get
through
our
networks,
internal
external
and
obviously
was
successful.
We
we
passed
successfully.
It
was
wonderful.
We
take
cyber
security
exceedingly
important
here.
We
do
have
all
of
everything
that
you
mentioned.
E
I
can't
talk
that
much
about
it
because
under
State
statues,
we're
not
allowed
to
speak
that
much
about
our
cyber
security
network
and
infrastructure,
but
we
are
at
a
solid
state.
I
have
been
here
for
10
years
coming
up
this
July.
We
have
never
had
an
incident
ever
with
any
type
of
cyber
security
or
incident
knock
on
wood.
E
We
we
take
it
very
seriously.
We
do
extensive
training
to
all
of
our
employees.
Everyone
has
to
go
through
cyber
security
awareness
training
annually
and
when
they
come
on
board,
we
run
scans
on
a
daily
basis.
We
we
keep
a
really
really
tight
Reign
on
everything,
and
you
know
sometimes
sometimes
people
feel
like
we're
too
tight.
E
You
know
we
get
that
a
lot
you
know
like
my
emails
were
blocked.
Oh
sorry,
you
know
that's
how
it
is
if
it's
blocked
for
a
reason,
so
you
know
we
tend
to
err
on
the
side
of
everything
could
hurt
us,
so
we
block
everything.
I
can
no
exactly.
We
block
everything
we
don't
care,
I
mean
we.
We
geographically
block
things
also,
and
we
only
allow
certain
countries
to
communicate
with
us
and
it's
a
very
few
countries
and
you
can
count
on.
F
E
Yes,
well,
the
grant
money
is
specifically
earmarked
for
my
staff,
but
the
training
funds
you'll
see
is
in
repairs
and
maintenance
under
46..
That
is
where
my
training
for
my
employees
is
or
all
city
employees
is.
E
The
all
of
the
training
goes
inside
of
that
budget
and
that's
for
the
Citywide
employees.
We
send
out
emails
to
everyone
almost
on
a
daily
basis,
trying
to
catch
them.
You
know
they're,
just
simulated
phishing
attempts
and
our
people.
You
know
social
engineering
is
huge.
If
we're
going
to
be
compromised,
that's
how
it's
going
to
happen.
Social
engineering,
so
they're
very
well
trained
I
feel
like
we've
done
a
really
great
job.
They
can
spot
it.
You
know
you
guys
are
good.
E
G
G
Besides
being
a
multi-syllabic
word
phrase
of
what
my
department
is,
what
I
always
describe
it,
as
is
essentially
the
engineering
department
for
the
city,
and
what
we
do
is
several
things:
we're
an
internal
service
department.
So
we
provide
the
services
to
any
departments
that
are
working
on
projects.
We
can
help
them
with
the
design
phase.
We
can
help
them
with
the
construction
phase
or
we
can
help
them
with
both
and
we've
recently
added
one
more
tool
in
our
toolbox.
G
We
also
help
with
grants,
and
this
this
is
PJ
she's,
our
newest
hire
in
my
department,
she's
our
grant
project
specialist.
So
our
department
is
the
point
of
contact
city-wide
for
our
engineer
of
record
contracts.
We
manage
those,
we
manage
the
hydrogeology
geologist
and
surveyor
of
record
contracts
Geotech,
and
we
also
help
keep
an
eye
on
the
utilities.
Engineer
record
contracts
too
so
keep
an
eye
on
the
Professional
Services
and
many
of
them
go
through
our
department.
As
sort
of
the
GateKeeper,
so
my
department
has
five
positions.
G
There's
me
as
the
Director
I
have
an
assistant
director.
I
have
a
project.
Inspector
PJ
who
I
just
introduced
is
a
brand
new
position
that
was
added
last
year
and
then
in
the
middle
there
you
see
I
have
a
second
project
inspection
inspector
that
has
been
added
for
this
coming
fiscal
year.
So
a
lot
of
what
you
see
in
my
budget
accounts
for
a
new
employee.
G
The
board
approved
that
position
last
year.
It
remained
vacant
intentionally
this
past
year,
so
they,
let
me,
fill
it
this
year.
So
last
thing
as
I
said,
as
I
said,
my
department
is
an
internal
Services
Department,
the
the
work
that
we
do
is
generally
split
by
the
ratio.
You
see
there
and
that's
how
our
our
salaries
are
divided
as
well.
So
roughly
52
percent
of
the
work
we
do
is
in
the
water
for
water
and
sewer
projects,
19,
stormwater
and
29
general
fund.
So
that's
how
our
our
expenses
are
broken
out.
G
So
that's
my
overview.
I'll
just
do
a
quick
highlight
on
my
budget.
As
I
said,
the
budget
is
broken
into
several
places,
but
I
wanted
to
point
out.
You'll,
probably
notice
that
my
budget
went
up
from
by
about
150
000
overall
on
my
expenses
this
year
and
that
mostly
accounts
for
the
fact
that
I'm
adding
two
new
vehicles
for
the
two
employees
that
we
hired
the
one
for
this
year
and
the
one
that's
coming
in
the
next
fiscal
year
that
and
the
associated
expenses
with
a
new
employee.
G
The
one
line
item
that
we
do
have
that's
not
Personnel
is
Professional
Services,
that's
the
3100
line
item
and
that's
where
we
have
some
funding
available
to
us
for
some
of
those
things.
I
mentioned
on
the
slide,
the
survey,
services
or
Geotech,
or
something
that
a
department
needs
that
may
not
be
directly
associated
with
a
project
plus
some
oversight
and
miscellaneous
work
that
we
need
Consultants
to
help
us
with.
H
One
of
the
feedback
comments
we
got
last
time
was
that
perhaps
a
little
more
detail
on
some
of
our
budgets.
So
we've
done
that
we've
got
14,
slides
we're
going
to
read
through
them
quickly,
though
we
we
understand
the
pace
here.
We're
moving,
but
I
want
to
give
you
an
opportunity
to
see
what
we're
doing
and
ask
any
questions.
You
want.
H
I'll
introduce
the
team
quickly
too,
while
Tommy's
setting
up
Tommy
kiger's,
the
assistant
director
he'll,
be
given
the
presentation
today
and
then
our
leadership
team
includes
Howard
hunt,
Golf
Course,
Robin,
Reeves
sustainability,
Jamie
Taylor
and
Recreation,
and
Cheryl
stedge
with
the
cemetery
in
any
real
detailed
questions.
We
might
need
to
have
them
come
up
and
help
us
out,
but.
J
All
right,
thank
you
all
for
your
time
today
and
today
we'll
be
presenting
our
draft
budget
for
the
Public
Services
Department
I'm
Thomas
Kiger
I'm,
the
assistant
director
for
public
services.
Paul
is
obviously
our
director
and
we've
also
got
our
the
rest
of
our
leadership
team.
Here.
I
J
I
J
Okay,
all
right,
okay,
so
here's
a
quick
summary
of
our
org
chart.
You
can
see
where
the
public
services
department
and
we
have
sort
of
five
key
areas
within
our
our
department
on
the
left.
You
have
utility
operations.
We
also
have
the
golf
course:
Recreation
programs,
the
city
cemetery
and
the
sustainability
program.
You'll
note
that
these
are
color
coded.
Two
of
these
sectors
exist
as
self-funded
Enterprise
funds,
the
water
sewer
fund
funds,
utility
operations,
and
the
golf
course
is
also
Enterprise
funded
and
fully
self-funded
Recreation.
J
The
cemetery
are
largely
funded
from
the
general
fund
and
sustainability
because
of
branches
across
all
sectors
of
the
city
is
a
hybrid,
it's
partially
funded
from
utility
funds
and
the
general
fund
Paul
already
introduced
our
staff.
These
are
our
different
leaders
for
all
the
different
areas,
and
this
is
a
quick
summary
of
our
budget.
As
of
May
2023,
we
have
16
different
budgetary
divisions
or
budgetary
accounts,
and
those
are
again
broken
up
into
Personnel
operations
and
CIP.
J
In
the
past
we've,
our
total
budget
for
the
year
is
going
to
be
about
17
million
dollars.
The
vast
majority
of
that
operations
is
is
going
to
be
operating
in
Personnel
at
about
14
million
you'll
notice,
it's
a
little
different
event.
In
the
past.
Previously
we
had
been
about
one-third,
one-third
one-third
between
Personnel
operations
and
CIP.
That's
a
little
different.
This
year,
we've
experienced
a
little
bit
of
inflation
on
the
operational
side,
so
we've
had
to
readjust
our
CIP,
so
the
CIP
is
relatively
a
little
bit
lower
this
year,
particularly
in
the
utility
sector.
J
Quick
summary
of
our
Recreation
division,
Recreation
is
responsible
for
all
sorts
of
recreational
programming
at
the
recreation
center
and
many
other
City
facilities.
The
key
cost
sector
in
the
budget
for
recreation
is
Personnel.
We
have
25
full-time
and
part-time
staff
with
a
total
of
about
six
hundred
thousand
dollars
in
Personnel
expenses
annually,
the
next
sectors,
the
next
budgetary
key
areas,
are
slightly
smaller.
We
have
contractual
Services,
that's
largely
for
instructors
and
program
fees.
J
Those
are
the
different
contract
employees
that
we
bring
in
to
do
manage
sports
leagues
and
dance
clinics
and
exercise
clinics,
and
things
like
that
and
those
do
tend
to
be
partially
self-funded
operating.
Expenses
is
another
key
area
for
recreation
and
that's
heavily
focused
on
event
supplies
the
things
we
need
to
develop
the
recreation
programming
things
for
the
senior
programs
and
supplies
for
the
summer
camps.
It's
important
to
note
this
is
a
partially
self-funded
Division
and
it's
currently
recovering
about
20
of
operating
costs.
As
of
2023.
J
Next
we
have
the
cicadia
cemetery.
Personnel
is
again
a
key
cost
sector
for
the
city.
Cemetery
we've
got
four
full-time
staff
out
there.
Contractual
Services
is
another
key
area.
The
contractual
services
in
this
case
is
largely
landscaping
and
tree
services,
and
we
also
have
services
for
contract
burial
services,
which
is
again
partially
self-funded.
So
when
we
do
a
burial
we
incur
that
cost
and
we
budget
for
in
advance,
but
that
cost
is
recouped
as
part
of
the
fees
for
the
burials
when
the
burials
occur.
J
We
also
have
a
couple
of
capital
outlays
identified,
which
is
unique
here.
We've
got
a
replacement
utility
vehicle,
that's
at
end
of
life,
and
we've
also
got
a
little
bit
of
money
in
the
budget
for
continued
Turf
improvements
for
like
new
sod
for
certain
areas
of
the
cemetery,
and
as
previously
mentioned
this
is
another
area
which
is
partially
self-funded.
We
recover
Revenue
as
we
you
know,
sell
operating
supplies
like
Mausoleum
markers
and
things
like
that.
J
J
Next,
we
have
the
sustainability
budget.
This
is
relatively
new.
This
is
our
second
year
for
the
for
sustainability
having
its
own
budget.
This
is
largely
an
administrative
budget,
so
the
key
areas
here
are
going
to
be
promotional
activities
to
support
our
city-wide
sustainability
programs,
which
branch
across
a
variety
of
areas
within
the
city.
We
also
have
a
very
successful
sustainability
intern
program
funded
at
about
twelve
thousand
dollars
for
next
year.
J
We've
gotten
a
lot
of
good
work
out
of
our
previous
sustainability
interns,
and
we've
also
got
some
money
set
aside
for
the
EV
charger
program
for
two
new
EV
charging
stations
and
some
sub
meters
to
measure
the
progress
that
we're
making
on
the
electric
vehicle
charging
program,
and
next
up,
we
have
a
few
slides
on
water
and
wastewater
utilities.
Our
water
and
wastewater
group
is
broken
up
into
two
key
operational
areas:
Water
and
Wastewater.
Within
the
water
group,
we
have
the
water
wells,
which
are
you
know
the
sources
of
our
water.
J
We
have
the
RO
treatment
plant,
we
have
the
water
distribution
Group,
which
is
the
folks
that
are
in
charge
of
maintaining
the
pipes
that
take
the
water
from
the
plant
out
to
the
end
users
or
the
customers,
and
we
also
have
the
meter
repair
and
maintenance
Group,
which
takes
care
of
the
water
meters.
That's
our
meter
shop
and
we
also
have
the
Wastewater
division,
which
is
sewage
collection.
J
Those
are
the
staff
that
go
out
and
repair
the
sewer
pipes
that
take
the
Wastewater
from
your
home
back
to
the
treatment
plant
where
it
can
be
properly
treated
and
cleaned
up
for
discharge
back
to
the
natural
environment,
and
we
also
have
sewer
sewage
lift
stations,
which
is
they
take
care
of
all
the
Wastewater
pumps
that
are
throughout
the
city
that
help
make
sure
that
water
gets
from
point
A
to
point
B
for
proper
treatment
and
they're,
also
a
general
group
for
utilities,
maintenance.
J
And
lastly,
we
have
the
wastewater
treatment
facility,
which
provides
Wastewater
service
to
77
of
our
citizens.
Key
operational
budget
highlights
here
for
the
water
side
at
the
RO
plant.
Staffing
is
a
you
know,
one
of
our
large
cost
centers.
We
have
17
full-time
and
part-time
full-time
staff.
We
don't
have
any
part-timers
there.
Currently,
those
are
largely
technical
positions,
water
licensed
water
operators,
electricians,
utility
management,
Environmental,
Compliance,
Specialists
and
environmental
scientists.
Electricity
is
also
a
key
cost
for
Water
Production.
It
takes
a
lot
of
electricity
to
run
all
of
our
pumps
and
treatment
processes.
J
So
we've
got
about
a
million
dollars
budgeted
in
for
electricity
this
year
and
operating
supplies
is
another
key
area.
These
are
largely
the
consumable
goods
for
the
water
treatment
process,
so
things
like
chlorine,
fluoride,
the
things
that
everyone
knows
go
under
your
water,
but
then
there's
a
variety
of
other
chemicals
that
are
necessary
to
the
water
treatment
process,
to
make
sure
that
it's
properly
treated
disinfected
and
meets
all
primary
and
secondary
drinking
water
standards
established
by
the
federal
government.
J
J
We
added
one
new
position
last
year
and
we
reallocated
one
position
from
the
Wastewater
group
to
the
water
distribution
group
to
more
accurately
reflect
our
current
workloads
and
so
that
those
Staffing
costs
are
up
a
little
bit,
but
that's
something:
we've
previously
looked
at
and
budgeted,
and
we
also
have
some
money
set
aside
for
repairs
and
maintenance.
We've
got
170
thousand
dollars,
that's
largely
going
to
be
materials
for
pipe
repairs
on
an
as
needed
basis,
as
the
folks
go
out
in
the
city
and
replace
old
valves
do
new
service
connections.
J
You
know
and
replace
like
small
line
breaks,
and
things
like
that
like
when
someone
you
know,
hits
a
hydrant
with
with
their
car
or
something
like
that
and
last
we
have
the
meter
shops.
So
we've
got
the
in
the
historically.
The
vast
majority
of
the
meter
shop
budget
has
been
devoted
to
repairs
and
maintenance.
Our
water
majors
are
our
cash
register.
J
They
record
every
ounce
of
water
that
goes
through
the
out
to
the
end
users
to
the
customers,
and
we
want
to
make
sure
that
we're
keeping
those
meters
up
to
date
and
capturing
all
the
water
that's
being
used
by
our
customers.
So
it's
accurately
billed-
and
we
also
put
in
a
little
bit
of
money
this
year
for
Professional
Services
and
that's
going
to
be
a
water
loss
audit.
J
Next,
we
have
the
Wastewater
utility
highlights.
Similarly
to
the
water
plant.
The
Wastewater
Plant
has
a
significant
Staffing
cost
at
about
1.6
million
dollars.
We've
got
15
full-time
staff
there,
and
that
ranges
again
from
licensed
Wastewater
Plant
operators
to
environmental
Specialists
electricians,
all
those
sorts
of
positions.
Electricity
is
another
key
operational
cost
for
Wastewater
operations.
We've
got
a
lot
of
pumps
and
mixers
and
filters,
and
things
like
that
that
consume
electricity,
and
we
also
have
a
significant
Center
for
operating
supplies.
Again.
J
More
chemicals,
disposable
Goods
for
the
treatment
process
buying,
polymer
and
Alum
again
chlorine
to
make
sure
that
we're
sending
reclaimed
water
to
our
customers,
that's
properly
disinfected,
to
meet
dep
standards
within
the
sewage
collection
group.
You'll
notice
that
our
staffing,
if
you
look
year
over
year,
is
down
a
little
bit.
That's
because
we
did
reallocate
one
of
those
positions
from
the
sewage
Collections
Group
to
the
water
distribution
group
to
more
accurately
reflect
our
current
workload.
J
The
operating
budget
again
similarly
to
the
water
distribution
crew,
is
heavily
focused
on
Piper,
Pairs
and
material,
so
valves,
new
sections
of
pipe
fittings
tools,
consumable
Hardware,
that
sort
of
thing
and
lastly,
we
have
utilities,
maintenance
and
lift
stations.
So
this
is
a
crew
you'll
notice
that
in
their
budget
that
their
Staffing
costs
are
spread
out
through
several
different
divisions
within
the
water
and
wastewater
utility.
That's
to
reflect
their
workload
as
being
primarily
related
to
maintaining
the
Wastewater
pumps
throughout
the
city,
but
they
also
act
as
our
general
utility
maintenance
crew.
J
So
when
we
have
large
maintenance
items
at
the
water
plant
or
larger
maintenance
items
at
the
Wastewater
Plant
they
come
in
and
they
allocate
a
certain
amount
of
their
staff
time
to
to
doing
those
those
maintenance
activities
and
again
here.
Similarly,
we've
got
their
operational
budget
heavily
focused
on
repairs
and
maintenance
pump,
Replacements
pump,
rebuilds
motor
rebuilds
and
electric
service,
so
they
also
pay
for
the
electricity
for
all
those
pumps
that
take
the
Wastewater
from
point
A
to
point
B
throughout
the
city.
J
One
thing
that
we
do
want
to
point
out
is:
if
you
look
in
your
budget
workbooks,
the
capital
program
is
a
bit
different.
We
we're
currently
working
on
a
revision
of
the
capital
program.
We're
in
the
middle
of
developing
a
new
20-year
Capital
program
for
the
utility.
J
2024
is
going
to
be
a
little
bit
of
a
catch-up
year
for
us,
so
the
capital
program
is
going
to
be
a
little
bit
lighter
on
the
on
the
cap
on
the
the
capital
outlay,
as
compared
to
previous
years
to
reflect
catching
up
on
historic
projects
and
to
absorb
some
of
those
increases
in
operational
costs.
And
here
you
can
see
a
summary
of
all
the
projects
that
we're
proposing
for
fiscal
year,
2024.
J
about
1.5
million
dollars
on
the
water
side
and
about
1.3
million
dollars
on
the
Wastewater
side
and
I
believe.
Lastly,
we
have
the
golf
course:
we've
got
some
really
great
news
on
the
golf
course:
we've
had
two
very
very
successful
years
from
golf
operations
and
revenue
standpoint
we'll
get
to
that
in
just
a
minute,
but
again
on
Personnel,
that's
a
key
area
for
us.
J
We've
got
24
full-time
and
part-time
staff,
another
key
expense
for
the
golf
courses,
contractual
services,
so
we
sub
out
and
use
contract
operations
for
all
the
maintenance
activities
on
the
course
all
the
Mowing
and
fertilizing
and
aerating
the
greens
and
all
those
sorts
of
activities,
and
we've
been
very
successful
at
that.
It's
really
helped
us
keep
our
costs
nice
and
steady.
It's
helped
us
manage
our
staffing
and
the
course
is
in
really
great
shape.
J
J
Two
really
sort
of
fun
increases
that
we've
got
this
year
on.
The
expenses
side
are
related
to
revenue,
so
we've
had
two
really
bumper
years
for
for
Golf
Course
rounds,
and
so
we're
increasing
our
budget
for
operating
supplies
for
the
Pro
Shop
and
for
beer
sales.
We
had
a
lot
more
rounds
being
played
so
we're
selling
a
lot
more
materials,
we're
selling
a
lot
more
beer,
so
we've
increased
those
costs
a
little
bit
to
allocate
the
funds
to
buy
the
materials
that
people
want
to
buy.
J
Here
you
can
see
something
really
interesting
that
pink
line
at
the
top
is
our
monthly
cumulative
revenues
for
the
for
2023..
The
Blue
Line
slightly
below
that
is
2022..
Last
year
was
our
record
year.
We
were
about
2.1
million
dollars
in
Golf
Course
revenues,
we're
probably
on
track
to
at
least
meet
that,
depending
on
you
know
how
many
rain
out
days
we
get
throughout
the
summer
in
the
in
the
wet
weather,
and
we
it's
fairly
likely
that
we
could
exceed
2.1
million
dollars
in
revenues
this
year.
J
And
for
that
reason
this
is
going
to
be
the
first
year
coming
up
that
we're
not
going
to
have
any
Debt
Service
budgeted
for
the
golf
course
historically
they've
been
paying
off
some
debts
to
other
departments
in
the
city
from
previous
years,
and
that's
all
cleaned
up
now,
so
this
year
will
be
a
new,
a
sort
of
new
Clean
Slate
for
the
golf
course
and
we're
going
to
be
reinvesting
in
the
golf
course.
J
So
we've
allocated
about
250
000
for
Capital
Improvements,
that's
largely
dedicated
to
t-box
renovations,
to
help
keep
up
with
the
increased
number
of
rounds
played
per
year
and
make
sure
that
we're
investing
in
the
future
of
the
golf
course
and
keep
people
coming
back
and
keep
those
revenues
up.
That
being
said,
we've
got
I'm
here.
We've
got
Paul
here
and
we've
got
all
of
our
leadership
team
here.
So
if
there's
any
questions
we'll
take
those
at
this
time.
A
I
Well,
obviously,
the
original,
but
it's
the
first
approved
budget-
that's
got
passed
in
September,
then
usually
what
happens?
We
do
a
couple
budget
resolutions
during
the
year.
One
main
one
is
in
January
and
that's
usually
to
bring
over
stuff
from
the
previous
year
into
the
into
the
into
the
new
year
and
stuff.
So
in
this
case,
stuff
from
22
that
wasn't
completed
outstanding
purchase
orders,
the
budget
for
them
is
brought
over
in
the
form
of
a
budget
resolution.
H
A
J
There's
been
two
areas
where
we've
had
significant
cost
pressures
on
the
utility
one's
electric,
we
absorbed
a
single
digit
electric
increase
last
year
with
Duke
Energy
and
this
year
we're
absorbing
a
15
electric
increase,
which
was
just
approved
by
the
PSC
back
in
February.
So
those
are
significant
increases
that
we
have
to
absorb.
You
know
we
don't
on
the
water
plant
where
we
have
to
make
as
much
water
as
the
citizens
Demand.
J
C
Your
slide
said:
20
percent
of
the
operating
costs
are
recovered.
Have
we
done
a
comparison
to
other
municipalities
and
how
we
fare
compared
to
others.
J
We
haven't
done
a
direct
comparison
to
nearby
utilities.
Jamie,
do
you
have
anything
you'd
like
to
say
about
that.
K
Nationwide,
we
are
a
little
bit
lower
than
General
Municipal
Recreation
departments.
We
do
a
lot
of
community
outreach
and
Community
Support
programs.
D
K
C
K
K
And
then
sometimes
you
know
it
just
doesn't
work
out
and
with
our
instructors
they
are
getting
a
percentage
of
what's
brought
in,
so
it
behooves
them
to
Market
themselves,
and
you
know,
promote
their
programs
as
well
and
then
at
some
point,
if
it's
not
working,
we
go
hey.
You
know,
let's
part
ways
or
let's
try
again
in
the
fall
or
something
like
that
so
yeah,
okay,.
C
F
You
I'd
be
interested
to
know
if
well,
I
was
going
to
say
with
the
power
bills
the
way
they
are,
the
electricity
costs
so
high
I'd
love
to
talk
to
sustainability,
about
this
possibility
of
solar,
but
I
know
how
much
square
footage
it's
going
to
take
for
me
to
generate
ten
thousand
dollars
a
month
in
in
electricity.
So
you
couldn't
even
make
a
dent
and
you'd
have
to
have
all
of
like
we
don't
have
a
building
with
the
roof
like
I'm
looking
at
putting
solar
on.
H
We're
actually
doing
it
two
things
I'd
like
to
mention
about
that.
One
is
we're
on
our
second
phase
of
solar
panels
at
the
RO
plant:
that's
our
largest
energy
user,
the
RO
plant
and
the
Wastewater
Plant.
So
we've
cited
basically
shoehorned
as
many
panels
as
we
can
possibly
get.
As
you
mentioned,
and
you
know
Tommy.
What
is
the
estimated
offset
and
percentage?
Yes.
J
Week
our
previous
phase
phase,
one
of
the
solar
program,
was
we
are
currently
generating
about
four
percent
of
our
total
energy
demands
in
kilowatt
hours
annually
at
the
water
plant
and
phase
two
is
quite
a
bit
larger.
It's
going
to
Triple
our
solar
capacity,
so
it'll
be
up
to
we're
thinking,
14
15
percent
of
our
total
energy
demands,
and
that's
just
with
like
the
sort
of
available
space
on
site
at
your
right.
J
The
solar
is
heavily
dependent
on
having
lots
of
acreage,
so
we're
filling
in
all
the
gaps
at
the
at
the
RO
plant,
with
solar
panels
to
try
and
keep
those
energy
costs
down,
but
we
are
kind
of
running
out
of
space.
After
this
phase
we
might
have
to
be
able
to
squeeze
in
a
few
more
second.
H
Part
many
people
don't
know
as
we
join
we're
sort
of
in
in
on
the
front
end
of
this,
but
Duke
Energy
has
a
program
called
CEC
and
the
what
that
acronym
stands
for
is
escaping
me
for
the
moment
and
Robin
clean
energy
connection
and
so
they're
doing
utility
scale
solar
in
different
parts
of
the
state,
and
we
have
a
chance
to
buy
in
basically
with
a
subscription,
and
the
idea
is
working
with
Ron
on
it
and
our
sustainability
committee
and
our
board
approved
it.
H
F
H
F
C
Melody
on
the
meetings,
public
meetings
and
events
and
stuff,
what
level
of
participation
are
we
getting
I
know
it's
a
relatively
new
program.
Are
we
seeing
participation
coming
up?
Robin
do.
B
B
So,
for
instance,
last
year
in
2022
we
did
an
Earth
Day
event
for
the
first
time
in
a
few
years,
and
we
had
it
was
relatively
small
scale
at
the
library
we
had
around
56
participants
from
the
community
this
past
year
we
did
another
Earth
Day
event,
which
was
much
larger
in
scale,
with
more
departments
involved
and
multiple
Community
Partners,
and
this
time
we
had
around
225
participants
so
that
quadrupled
in
scale
in
terms
of
participation
from
our
residents
and
we're
trying
to
have
a
presence
at
as
many
City
events
as
possible.
B
I
The
first
one
we
had
was
I
think
the
concern
was,
and
it
was
after
you
know,
the
director
Powell
left
was
a
question
was
if
they
were
experiencing
a
staffing
shortage
and
if
it
was
translating
to
delays
and
Housing
Development
permits
being
reviewed
and
issued
and
Miss
Hall
asked
if
there
is
a
means
for
city
manager
to
monitor
the
number
of
permits
requests
and
if
the
numbers
increasing
year
over
year
and
if
there's
a
backlog,
well,
I
went
back
through
and
then
and
looked
at
the
number
of
permits
we
averaged
about
over
last
year
about
5
600
permits,
we
increased
I.
I
They
are
down
one
position
and
they
said
it's
really,
if
anything,
maybe
a
day
or
so
in
getting
the
permits
processed,
they
stated
in
most
cases.
If
there's
delays
it's
due
to
the
contractors,
you
know
they
might
have
the
city
give
some
items.
Maybe
that's
back
and
forth
with
the
permits
and
the
city
gives
the
contractor
back,
something
that
they
need
to
fix
something
and
they
might
not
get
to
it
in
a
timely
fashion.
So
that's
I
think
sometimes
the
contractor.
J
H
I
I
have
any
questions
on
that.
The
next
question
was:
if
the
increased
compensation,
hourly
rates
and
salaries
has
helped
with
hiring
and
I
got
what
the
HR
Director-
and
she
said
you
know
yes
to
some
extent,
but,
however,
all
their
municipalities
are
increasing
their
pay
rates
also,
so
we
seem
to
be
playing
a
catch-up
game
with
them.
We
end
up
having
to
start
new
hires
further
up
into
the
pay
range
which
causes
compression
for
existing
employees,
who
are
probably
hired
in
a
much
different
labor
market.
I
That
is
the
biggest
complaint
they
have
found
from
existing
employees
that
they
that
they
are
barely
ahead
of
those
new
hires.
Although
they
have
been
here
for
several
years.
Some
of
that
compression
you
know
you're
trying
to
get
people
but
you're
having
to
get
them
at
the
higher
salary
which
is
getting
close
to
what
the
existing
employees
are
at
right.
I
I
C
Board
question
in
the
budget
so
Ron:
what's
the
significant
variables
you
have
in
here
now
that
could
swing
dramatically
or
do
you
are
there
any
concerns?
You
have.
C
I
They're
in
the
middle
of
negotiation,
now
between
the
police
and
fire,
we
have
sort
of
an
idea
with
the
police.
You
know
it's
a
three-year,
fortunately
I,
don't
know
if
I
mentioned
to
y'all,
but
our
taxable
values
I
budgeted
five
percent
right.
They
came
in
at
12.33
increase
so
that
additional
taxable
value
increase
is
going
to
be
enough
to
handle
the
pay
raises
and
stuff
and
I
think
a
little
bit
more
left
over.
Okay.
I
Besides
that,
you
know
right
now
we're
working
on
a
water
and
sewer
Revenue
sufficiency,
study.
Trying
to
you
know
seeing
what
capital
we
need
operating,
operating
cost
of
like
I
think
we
mentioned
at
the
first
meeting
of
it
just
gone
up:
six
percent
12
now
18
from
this
time
last
year.
So
that's
a
big
challenge
there
with
those
operating
cost
increase
and
capital.
Two,
it's
it's
like
the
cost.
When
you
go
out
for
a
big
project,
and
you
know
something
that
might
have
cost
a
million
dollars
a
couple
years
ago,
now
two
million
dollars.
I
Well,
that's
what
we've
sort
of
been
doing
with
the
water
and
sewer
race
truck
is
just
looking
at
each
project
right
now
and
saying:
there's
there
is
there
any
that
you
know
that
we
can
put
a
pause
on
and
maybe
extend
out
a
little
bit,
but
right
now
we're
I
think
the
ones
we're
trying
to
do
right
now
are
ones
that
we
really
need
to
for
the
maintenance
of
the
system.
We
have
to
do
these
capital
projects
so.
A
I
Thinking
you
know
you
probably
have
go
back
to
your
regular
schedule,
which
I
think
would
be
the
third
Thursday,
which
would
be
the
20th
yeah.
You
know
by
that
time
might
be
good,
because
the
first
we
had
that
public
hearing
right
yeah
the
last
week
or
so
so.
The
first
budget
Workshop
is
going
to
be
on
the
12th
of
July
and
then
the
second
one
on
the
18th
so
by
the
20th
they've.
I
For
them
we're
going
to
revise
the
budget
and
for
yourselves
the
next
round
of
the
budget.
You
know
with
the
additional
property
tax
in
there
and
any
other
adjustments.
So
by
then
we'll
have
the
revised
budget
to
you
and
any
other
changes.