Good afternoon and welcome to the August 4th workshop on our budget. Uh Marne, will you call the role? >> Council member Steve Freriedman >> here. >> Council member Deb Gillis >> here. Council member Anna Richards >> here. >> Vice Mayor Sharon Mahoney
>> here. >> And Mayor Don Horton. >> I'm here. >> We have a Cory Ael. Will you lead us in the pledge, please? I aliance to the flag of the United States of America and to the republic for which it stands. One nation under
God, indivisible, with liberty and justice for all. >> All right. Thank you all very much. Let's see here. Since this is a workshop, what I was hoping we could talk about to start with
is uh a public comment. And I was hoping we could have public comment at the beginning of the meeting and then listen to the presentations and have council discussion on those and everybody kind of take notes as they go through and
then end the night with public comment so that everybody can kind of digest what was being said. if there's questions that may uh be posed to staff. That way tomorrow night since we're doing it again or tomorrow afternoon, if
there's information that needs to be gathered and then brought back that those can be answered tomorrow uh at the beginning during public comment again. So, uh with that, why don't I just go on and uh open this up to public comment.
Um Arie, are there any people that are signed up? No, I don't I don't have anyone signed up in person, but give me a sec for Zoom. >> Is there anybody in Zoom land? >> Um, nobody with their hand up. >> Nobody with their hand up. So, we still will open this up to public comment if
there's any public comment. There is not then it is closed for public comment. So, uh why don't we go on and open it up the items for discussion and we can start off with the the the best one of all. What? Yes. Ron,
>> I just want to do some opening comments and be they turn over to the finance director. Um, just for the edification of the council and the public over the last few weeks, we've been meeting with all the staff directors. We went through um not an exercise but actual discussion about where they could find savings uh
to try to whittle down some of the expenses and I want to compliment them publicly that that they did work with us and come up with some savings that were that are shown here. but also want us to make sure this is the beginning of the budget process and so we're open to some changes. I know some of our employees for example weren't happy with some
proposed changes to health insurance cost etc which we're still having discussions about. Uh we're looking at further cost savings in other areas. So, just to say that, you know, I want to thank our staff for really working to try to come up with a budget that's, you know, that has all the savings we could find, but we're still open to others.
And the more specific that people can get where we can find savings, we're open to doing that. But that I want to just say publicly that I think our staff did a pretty good job of trying to identify where they could scale back on some things and not ask for as much as they wanted to. And and today, we want to get more specific input and questions
where we can make even more improvements to the budget. And with that, I think Hattie has done great work and I guess we want to go according to that, but we'd have turned it over to the finance director. >> Uh, council, have any of y'all got any opening comments on the budget or any
specific items that you would like other than just to follow the agenda for tonight? Steve, you good? >> Deb, >> I'm good. >> Anna, vice mayor, >> we're all good. Addie, why don't you lead us off then? We really appreciate it. >> All righty. Um, I'm just going to start
us off with tab one. This is just some supplementary information for you guys. Um, the first page is just our finance department, what each staff member does for the finance department, um, including human resources because she is a big part of the finance department and
helps us out a lot. Um, just to let you guys know what everybody does. Uh, page two just ex explaining what governmental accounting is, how it how how we do our budget and what that means. Um, and then next is fund balance
and net position. Um, just to explain what fund balance is, what it's used for, um, and how it's spent, um, and how we're supposed to spend it. Then we've got our fund structure just to explain the difference between the
funds, specifically general fund. And that is what I think we all need to focus on today. Um because that is what this millillage is affecting this general fund. Um all the other special revenue funds, capital projects fund, debt service
fund, those all have different funding sources and are um not affect not affected by the military. With that, I also attached our uh purchasing flowchart. We did have a recent update of the $50,000 threshold.
So, I wanted to make sure that everyone knew that pretty much that was the only change. We still follow all of our purchasing policies. Um, going out for bid, getting three quotes. Um, none none of that has changed. So, we're still we're still doing that.
>> Oh, sorry. >> You want me to do it? >> Yeah. The next tab is or the next page is the estimated household impact of village um millillage scenarios. And what we did here is we took via Zillow an average
island Marada home value of $1.2 million and a $50,000 homestead exemption and gave you guys um some different scenarios to show what a monthly and annual impact of those millage rates will be for a resident that is homestead. And I also included nonh
homestead. >> So how do you I got a a question on that. Uh and I thank you for putting this together. Um we're currently set our our tenative budget at 2.8. >> Yes.
>> And um as as I see that with with the average home value in Alamrada, if we stuck with that 2.8, 8. That would only raise the tax of a a house that's well over a million dollars at 14, not under
$15 a month in the taxes. >> Yes. >> Okay. Thank you. And then the last page is just your budget comparison. And again, if you'll take a look at the general fund subtotal, we've only increased expenses
by 2.7% with the current budget as it sits, which is below CPI, which I think is an important we staff really did try hard this year to cut and slash wherever they they could. Um, we tried to stay as low as possible, and I I want to
recognize them for that. >> I think they did a good job on this budget. And with that, if you guys have any questions about tab one. If not, I'm going to pass you along to Jamie. Um, she's going to go over all the personnel.
>> Council questions for heading. >> Nope. Nope. >> Not right now. >> Okay. >> Frank's got to switch us over. >> Good afternoon, council. Can you hear me? Oh, afternoon. Move that closer. >> All right, there we go.
So, in your tabs, I in tab two, there's different personnel scenarios based on the different millage rates. There's a total of four scenarios that were put together based on the different millage rates, based on a different merit
structure, either having a merit or not having a merit. And then the one that I just passed out recently, which is the 1A, that is the difference in keeping the current.
You have you should have it in your book from Yeah. Um, keeping the current Yes. Keeping the current uh benefits split for dependent coverage the way we currently have it this year. So, those
are the differences there. Just wanted to highlight some things. Um for a 2.8 millillage rate projected um put into fund balance would be roughly 388,000
based on the current budget scenario which is the 2.8. All of the um budget information in tab three through all the rest of the tabs are based on a personnel scenario. the scenario one
which is the 3% cola and a three up to 3% merit keep keeping in mind um at a 2.8 um millage rate. So just so you know all the sheets behind following are based on
that scenario one. So is scenario one that what what we had in 1 A is this >> tab 2 one >> okay >> is scenario one that's what I consider scenario one okay >> sorry >> um tab 2-2
is considered scenario two different millage rate um and you'll see as you flip through those tabs tab 2-3 And then tab 2-4, those are all the different projected millage rates using all the same budget
personnel scenarios. There's four scenarios. So I just wanted to point out that the general fund personnel scenario um one um at is a $15 million um personnel
cost, an increase of 5.7% over the last year. Um we're proposing two positions uh removed from our FTE count um from last year. Um I think it's important
for you all to make some kind of decision for us based on the personnel because really everything kind of trickles down from that. So whether you want just a just a cola, no cola, a merit and a cola, which I hope you um
consider. The employees did a phenomenal job with their performance reviews. This this year we were tasked by the task force committee I if you all recall um to look at benefits to also look at
implementing some kind of a performance review process um and we did that um so this is a result of that so I I hope you'll consider that going forward um the four factors that really um make
up the personnel budget, a cost of living adjustment, a merit increase, and health and benefit rates. Those are the three things that I need direction from, we need direction from council on in order to put together a good budget for
you for the first budget hearing. Um, and wherever you land in there, um, we'll go forward and put something together for you. The fire rescue collective bargaining agreement is something we can't change this year. We are heading into
negotiations in November for the following um the next collective bargaining that we can do. So we won't be able to um impact this fiscal year with any collective bargaining that we'll do. But um the next 27 27
28 year years and beyond we'll be able to impact that. Um, health and benefits, it's about 2 million, a little more than 2 million. Our retirement, our FRS went up in fire rescue um 2%. Um, that is set by the
state. That's not anything that we can adjust. The special risk class went up from um 35% employer paid portion of retirement to 37.74. So, um, employer taxes, that's nothing
that we can have an impact on. So really the health and benefit question to you to the council would be do you want to keep the employee um health insurance premiums for dependent coverage the same
portion we have this year or or I've proposed some significant changes to that which doubled um basically what everybody's currently paying for dependent coverage nonbargaining unit.
we can't change the bargaining unit. So on this slide at the bottom I have the difference in the employeeonly cost um portion that the village um covers and then the employee and spouse
family and children. Deb, >> is that are those figures at the bottom on scenario one? One a >> one or one a >> one a >> sorry >> one >> just one >> okay
>> not one a one a is a little bit um >> it's a little bit >> higher >> we we would pay our portion >> our part is higher yes >> the general fund this is the distribution um based on each of the
general fund um departments that are paid out of the general fund for personnel. Um you can see the different scenarios the resulting surplus to and again this is based on the 2.8
mill rate. So those different there's four different scenarios um for consideration. Um, this is an FTE. We're still in discussion with the planning and development department. Um,
we've had a hard time filling the senior position. So, we um made a collective decision to not fund that. But if we did get, you know, a c a good candidate that came along, we would need some amendment, a budget amendment or
direction. Um, >> so that unfilled position we're dropping out of >> planning, >> out of planning. >> Okay. >> And then the other position that we're eliminating is the benefit and payroll administrator, which is my assistant.
Um, I'll I'll do it. That's all I got to say about that. Um and then we did have a um employee resign in the local law enforcement administrative employee. So
the administr we've combined the administrative role between the fire rescue and law enforcement. So that re is resulting in a a person going down there too >> full-time. >> So currently there's two folks that work downstairs on the first floor.
>> Excuse me. >> There was. >> Yeah. Okay. There was and now we're just going to have one. >> Correct. >> And that take care of the policing side and the fire side. >> Correct. >> Okay. >> And then parks and wreck um for the aquatic center, they've been having
struggling um with the pool hours and staffing. um they can make up the difference during the the summer when the kids are out and we have high school um employees during that time, but for
the rest of the year, it's been difficult for them to cover the pool hours. So, they've requested an additional full-time person and then they would reduce their part-time hours. So, it's I don't want to say it's a wash, it's almost a wash. Um, but it
does impact on the benefit side if the person they hire has dependent coverage, not employee only. >> I want I think last year we talked about any new hire coming in would have a different scenario than than a than the
existing employees. Is that something that's possible or legal? or if the existing employees have dependent coverage, do does the new employee have to have the same coverage? >> Um, last year we didn't land on a
definitive. Um, I did look into those options. If that is something you would like to consider, um, going forward for any vacancies after October 1st, um, I would need direction on what you think that would look like.
>> Understood. Okay, >> I have a question. >> Y >> So, uh, on the the pool, you said that they they need a full-time and they do away with part-time, but they because they were having trouble covering the hours. I didn't think it was how how is
the full-time position going to help? >> It's easier to attract a full-time employee rather than a part-time employee. Um, we have multiple part-time employees. Some of them can only work like 2 hours a week. Yeah, >> I mean a full-time employee would be a
guaranteed shift coverage. So, we're not really reducing the number of part-time employees we have. We're just reducing the hours. So, if somebody can't work a minimum of 20 hours a week, we're probably not going to use them. um
that it's a it's a staffing shift more than >> I guess I guess my question is is more along the lines of um if you weren't able to fill it before why do you think that making it full-time
makes it makes more people out there to fill that position and I think your answer was that because it is full-time >> it's benefit >> and and and we haven't had anybody body apply that we could do this before now.
>> Oh, we've been um full >> trying to keep >> trying to keep that full-time pool of employees staffed. Um when Maria I don't know if this is a good time for Maria to discuss. I don't know all the
ins and outs of how their schedule works. She'd be the best person to answer that question if you wanted her to answer. Now, >> I I think that it's a work time. I think it's a good idea. Maria, if you want to >> help me out here, Maria, >> I know you're you want to come up
anyway, so I mean, it's >> Good afternoon. >> Helpful. >> Um, thank you for allowing me to come up and talk about our wonderful aquatic facility and staffing. Um, we currently do have a staffing problem. Part-time help is, um, great, but it's not they're
not available when you need them. Currently, we need uh hours for coverage during the morning hours and the afternoon when all the kids are in school or the college kids are away right now. So, that's by hiring a
full-time employee, it allows us to use that employee in different hours of the day. So, and you know, full-time employees, it's you know, you get the benefits and you get the hours that um your 40 hours of work week. So, it's
very um let's say beneficial for employees. >> And that's an administrative position, not necessarily lifeguard or >> No, this is a person that's going to be sitting in that stand. >> Okay. >> Yeah. So, it's um it's a person that's going to be monitoring the pool, helping
out with events. So, not only do they help out with the aquatic facility, they do help out in other areas when we have events in the park. So, >> how many full-time do you have now? >> We currently have four. So, you would like to move it to five. So, >> we'd like to have five. And
>> you won't have to rely so heavily on part-time >> on the part-time. Correct. So, we will not have to hire as many part-time employees. So, we're taking part-time hours and putting that towards the full-time, >> right? And we're talking about a specialized position. Absolutely.
>> And these um lifeguards are trained. They have to go through a a class. They're certified. they act every month we have um inservice training so they're very qualified and it's not these positions are you know they train hard
just like the fire department so it's um it's needed it's it's really needed in order to keep the aquatic facility hours open you'll see next week um we are adjusting our pool hours because we don't have the full-time staff to be
able to keep it open our normal hours right now So that's starting next week. >> And is that what happened last year where you had to close on a day because you just didn't have enough staff correct >> to cover the pool safety? >> Yes. >> I think it's validated. I Yeah. Not only
that, you have a full-time employee. They're invested just like the rest of our employees. They're part of the family and not somebody that's just coming and going. >> Yes. >> And I think that's a lot better for the operation. >> Full-time staff tend to uh stick around a little bit longer than part-time,
>> right? you know that the that's part of the team. Um like I said, they're desirable positions. Um it's steady work here and it's steady work is hard to find here in the Keys. So big part of it. >> Do you have some some teenagers or some students that are certified that that
can do it and do do it or >> uh they're not Well, we do have teenagers and college students that are trained to do it, but they're not available for the full-time position. So currently we have the full-time position
uh advertised and we are getting applications. So that's a good sign. So we have interviews tomorrow with two different individuals for that full-time position. So there is an interest. It's amazing when uh full-time versus part-time. You definitely get the
interest, >> right? Thank you. This next slide just basically talks about the different millage breakdown um proposed rates um in each of the scenarios. It's just kind
of high level. I guess the key takeaways um for our scenario is that the CPI is 3.4 the local CPI. So in the budget scenarios
you'll see that the cola is represented it represented at 3% but that was so that we did not go above the 6% that the CBA is getting um they do have a clause in their CBA that says if we get more
than that then they get more. So um I wanted to try to give some of the merit. Um there's only one scenario in there that uses the 3.4 which is the CPI for the June the localized uh June number is 3.4.
Um and that's just the straight cola only um scenario which is scenario two. Um the other ones have some level of a merit increase in there. >> Questions? >> Council any questions?
Any comments at this point? Any direction that you may want to come out with so that it helps uh Jamie and the rest of the staff, you know, work out through the rest of this
budget. >> I mean, >> clearly she wants some direction in terms of whether we're going to support cola and or merit or absolutely none of the above. So maybe we have that discussion. >> I I'm I'm happy to open that discussion if y'all you know I mean I I personally
uh I personally would like to stick at our 2.8 that we set and the the rationale behind that is uh last year we uh we were we were pretty strict on our budget last year. We held that budget
tight. I think this year with what I'm I've seen so far and somebody's got to convince me otherwise that that staff has done a wonderful job at holding a tight budget. Um I you know I did I ran all kind of numbers and I know we all
probably did. Um but the number we just talked about is is is that going going to 2.8 8 on a an average house in in Alamrada
uh only increases the tax the taxation if you will by uh something in the area of $15 a month. Um, I think in order to
uh create a a you know, a good a good place to be employed at and and show staff that they're doing a good job and uh and not raise the
insurance on the employees because if we go to any other scenario, what I'm afraid is going to happen is any cola that they may get is is going to be in the negative. because of a raise that would happen in the insuranceances. And
and I think that we talked about what we were going to do with the insuranceances last year and and where those would go. Um it's not the employees uh it's not the employees fault of the
situation where we're at with the insurance. uh that happened before this administration or even the previous administration and uh it's um it's painful and it's
catching up you know it's catching up but I I don't I I don't see a reason when I go through the past 10 years of history of this you know of of taxation in this village I don't see a reason in not maintaining
and holding the 2.8, but that's just me personally. Deb, your mic's on. >> Yes. So, yeah, I'm I'm open for discussion on all of this. Um, I'd like to see the the 3% cola and
I'd probably like to see a reduced merits, but I also would like to see and Jamie you can tell me again if scenario 1A does this is that we go back to
um the insurance line that we did last year, the benefits that we did last year, but it's not Um maybe if I could read it. It it says it's 1 A says three cola and current merit.
Um three option says three cola and reduced merit, but that's got the um benefits at the other rate. Correct. >> Correct.
So, >> so this if if I read these charts right, um the three the way it's listed here would be about $640,000 above last year.
The scenario A 1 A, I'm sorry, 1 A is $818,000 rounding. Um, I don't want to I don't want to do straight cola. I'd like the merit idea,
but I would like to figure out how to get somewhere in between those and but get back to the 8020 that we did last year for the employees insurance
>> maintaining the insurance the same as it is now. >> Yeah. where they're not >> where they're Yeah. We don't take any more away from them. >> Yeah. >> Than or they're not paying for anymore, whichever way you want to word that, >> right? >> Uh
yeah, but I don't Yeah. So I don't know whether that's actually depicted in one of these. It isn't, is it not? >> In scenario 1A, it it accounts for the keeping the insurance the way it is. I I just want to
>> but it says current merit and the three says reduced merit. >> Yeah. Scenario three is a reduced merit. It's up to 2% on the merit. And the current scenario which we're calling scenario one and 1 A has a up to 3%
merit. >> So >> I'm I'm just >> that's why it's 1 A. The A means the benefit change and a couple of other >> I >> personnel things but >> okay >> I understand that. I just
>> so we don't technically we don't have a scenario laying in front of us that uses 3% cola reduced merits and the benefits that we're currently using. I can bring that back for tomorrow's discussion if that's
>> and that should fall just looking at an average here that should fall um above what we see is this increase over last year of 643. It'll fall above that
but it will fall below the 818. Gotcha. And the other change that we just as a point of reference, the other change that was made to the benefits that does impact the employees is I had to
increase the deductibles and I had to increase the out-of pocket and I had to increase the um co-pay for urgent care and hospital ER visits um in order to maintain a 10% increase in the overall
premium. Otherwise, we were looking at a 15 um to 18% increase in the healthc care coverage if we were to keep the deductibles and the co-pays and the out- of pockets all the same way. So when I
say the same as last year's benefit, the actual benefit itself changed first of all to reduce the premium and then from the premium the calculation that I was passing on to the employee
for the dependent side of the coverage increase almost doubled went um 100% which is doubling it in some cases it went 120% above what they were currently paying. So the scenario to keep it the
same is to keep the calculation on what the employee would pay on the premium. They are also having a 10% increase on that in premium as well. So the overall premium went up 10%. So they are experiencing that
increase. And then if you keep the portion of the premium for dependent coverage the way we have it this year, the increase is about 25 to $30 a month versus $140 a month increase. So, I have a thought.
Although three people haven't spoke yet, maybe it might be um easier for us to say, "Okay, do we want to do the the cola at 3% or 3.4 knowing that at 3.4
there's no merit, we we break it into pieces. In other words, we talk about the cola and then we talk about the merit and then we talk about the benefits or any order that you want to talk about. >> I'm fine either way. Um
>> yeah. No, I I get what she's saying and but I I think that I think that it almost has to be the other way is is we have to land on the what the cola would be by looking out for whatever we are talking about what we want to talk about
as far as the >> merit and the benefits right >> because that takes us back to that >> I don't care when I started hearing that it was the possibility of the employees having to uh paid twice, double
>> on their insurance was just like that was a non-starter for me. >> Um, and last year we didn't >> give colas and and merits. >> Right. True. Very true. >> Right. >> So, I I guess that's really what I'm saying. >> I don't I don't think that we need to I
don't think that we should uh even talk about doing that, you know, this year. That's that's what >> So, yeah. So, I don't I don't want to interrupt their initial talk. So, >> Anna,
go >> on. >> What What are your thoughts? >> No, I I agree. I don't want them to get hit really hard. I mean, we we didn't we didn't give them anything last year and I don't think that that's fair. >> I think um I agree though that I think
that we need to work backwards on this >> I didn't mean a particular order. I just >> Right. But no, but I agree with the fact that we need to start here to see how that's going to affect them before we go down to before we go to cola, before we go to merit.
>> Yep. >> Because, you know, I don't want them they got hit hard last year and I don't want to do that again. >> Awesome. >> But I think that we can make up some room too once we start going through everything else.
>> Okay. So, >> Vice Mayor, >> um I think John Quick is the only person who was on this council with me when we had talked about what Ted Yates did to bring in the dependence coverage. And
last year, I brought up, can we grandfather in the employees we have and then new employees we have the ability to change this percentage that >> we all had that discussion. Yeah. >> But nothing happened is my point. That was that was
>> we had the discussion but what happened to it? >> I I don't know. >> Okay. So, I guess I'm looking at you. >> I think maybe we just didn't give clear direction last year where we need to give that clear. >> I think we need to that's something that needs to be addressed that we've created
this vacuum because of what happened in the past and we have it now. I don't want to punish the employees we have now, but we can certainly change the dynamic for new hires. And since we didn't do it last year, I know we had a
bunch of people jump on to the dependent thing. Almost 45 more people. It was three last year and now it's 40. >> No, that was No, that was that was three years ago that that happened. That we weren't. >> So then >> not all of us were sitting on the council when that jump happened. So, I'd
like to look into making something for the future where new hires have a different than what we have now. Sort of grandfathering in the people that we have. >> I thought that already happened. >> No, I did too. apparently. >> Um, can I ask what kind of um turnover
rate we have about how many people did we lose this last year that that this would have many new hires I guess is that I don't know which >> we have like less than a 2% turnover rate. So I mean
we've had >> So we're talking two or three people. Parks has the most turnover because we do hire people and then they realize they don't like it and then leave it. >> It's too hot. >> It's hot. >> Hot work. >> They work.
>> Well, it's hot. >> That's Maria being the slave driver. Then she >> What I meant to say was they work really hard at the park. >> Uhhuh. >> They do. >> Annie, get rid of that whip, will you? Um,
>> you know, we never did finalize personnel last year. >> Okay. We we'll do that this year. We'll make sure that >> you give me clear direction and I will follow your direction. Um, and for any new hires, we can have a different
benefit package. I will need to ask Sigma how it will impact our collective rate because it it might. So, um I don't think it'll change the fulltime
rate, but I'll I'll talk to them. I'll talk to our broker about how that'll impact or if it will impact, but we can do that if certainly if that is your direction, I can implement that direction. >> Okay. >> Anything else, Vice Mayor?
>> No, >> not now. >> You want to beat up on them later? >> No. Thanks. >> Okay, Steve, please. Um, I'm I'm perfectly happy to entertain that and Sharon, I recall talking about this before and and my hesitancy on this is I
feel like it creates like a a tier system within the employees in terms of a grandfathered in employee that's getting certain benefits and then a new employee that that isn't getting as good of a benefit. So my hesitation is only, you know, in terms of not creating any
sort of animosity amongst colleagues and that sort of thing. that that's just where I come in. But I'm perfectly happy to see what you come up with. >> Okay. >> Yeah, I think that's I think that's important, too. But I I remember way back when I started working for the
county, the county the county was at that point was self-insured and they and they actually self-funded themselves for the retirement plan, 100% retirement. uh shortly they saw how that was catching up to them like this insurance is
catching up to us and they had to do a pretty dynamic shift to stop that from happening. I I think that uh you know through attrition and uh through uh new hires I think it it you know everybody
gets hired under a certain contract if you will arrangement and I I think it's fair as long as somebody goes in knowing what that what their responsibilities and costs are going to be. I I just don't think it's fair to have current
employees that are on one hand saying you're going to get uh a raise of some sort, whether it's it's cola or merit, and on the other hand, we're going to take that and more away from you because we're going to raise your insurance
twice as much as what it is now. >> Yeah. We're just having to live with the what I always say, the sins of the past, >> you know, and we uh >> you know, we're going to have to deal with it. I think >> Deb, >> so if I'm hearing going around the table
here is that the benefit package should be last year's benefit package and it should hold uh but something different needs to be created for new hires, right? >> That's that's what I'm hearing. That's what Sharon wants. Okay. Anna, you're
good with that? >> Okay. So, >> so we're we're talking about 1A at this point. Is that basically what we're talking about? >> Well, we haven't talked about the other two pieces yet. Okay. >> No. >> All right. >> We just talked about insurance. Okay. >> Just the benefits. Just the benefits at this point.
>> Just the benefits. Okay. So, >> but but she needs guidelines as to what the new hires get versus >> Oh, yeah. She's >> You're gonna have to watch. >> So, the the you
the true 8020 split which was the the number um that could be the number for the employees going forward on dependent coverage or you can tell me they don't we're not going to pay for any dependent coverage. It that's what I need.
Do you want a 7030 split? >> Yeah, I was going to say come back with different >> I can't come I can't have a different plan. We're locked into Sigma. Um the plan itself is not the issue. The
portion that we pay is the issue. Um we our broker did look and we were not touchable by anybody else because of our claims over the last four years. So
um we're with Sigma. I've done the best that I can on the plan. It is the portion of the premium that is the issue. So, >> and I want in all fairness to you, I
want that to be explained. Okay? Because uh I brought that up last year and I've brought that up a couple of times through the year and and it comes and goes and that the temperature rises and the temperature falls. And it's by no
means your fault for the situation that we're in. But there's a thing called a no shop clause that a previous uh HR director got us in the middle of. Uh it's another one of those sins of the
past that we have a clause in our contract with our current broker that we're still under until when? >> Well, that happens every year because there is a period of time when we can go out to look. But what happens in this no shop
clause, if we do go out and we shop and nobody is willing to meet what we currently have now >> or pick us up, >> then we all of a sudden get a huge raise in in the cost of our insurance >> or the potential of no no coverage,
>> right? Or no coverage at all. >> Mhm. >> Uh so we're kind of in a safe zone. And it it it took me several discussions with Jamie to finally understand that. And >> I appreciate those discussions
>> and and so I it's it's not something that that Jamie has created by any means. It's something that's inherited unfortunately >> and and it's been compounded over the years by our claims. >> Yes. because of the type of plan that we're in
>> there the as far as the claims and some of the claims really I guess probably for other reasons can't be discussed but but there has been some fairly large claims in there were health claims by uh employees that had some pretty bad
health issues so >> so can we do this can you at least do some options for I don't want to change the employee I'm looking for for the new employees to change not their benefits
but the dependent benefits. You know what I mean? Maybe they pay in a little more the new hires for their premium. That's what I'm looking for. I'm not going to try to change anything for the employees we have and what they already have. But I think and again I know you don't think it's fair but we're never
going to balance this out if we don't start setting some guidelines. We're going to start sinking deeper and deeper into this. Health care costs are not going to go down. I mean, you're going to go up. So, I think we do need to look at options for future and hires and
their dependents. If they have to pay more to have their family covered, then that's their decision. I mean, that's a family decision. So, currently, we're at 20%, right? >> It's a it's a 8020 split >> and the employee is paying >> 20
>> 20. So of the dependent some guidelines, >> but she needs to do her homework first. How she can't pull it out of can you? >> Yeah, she'll come back. I mean, she's going to have to chop it out. >> Pull it out of thin air. >> Well, if you if you tell me I want a 7030 split or I want a 6040 split or
50/50 or zero. >> I think you should come back with 7030, 6040, and 50. Let us know. Give us some options. >> Let's let us know what that impact is. Okay. >> I think that's important. >> I can I I can have that for tomorrow. Okay. >> Okay. So, we've settled the insurance thing, right? We're we're not we're not
going up on the >> any of the >> current employees. Current, right? >> Okay. Correct. >> All right. Good deal. I like that. >> No more than what >> what automatically happens. Right. >> Right.
>> Same split on the premium. >> Same split that we were doing. Right. >> Okay. >> Okay. So then the next piece you want to do the >> next piece is >> merit >> merit and co. >> Yeah. >> Right. >> I think the merit
you should discuss the merit first. Um it's up to 3% on one scenario or up to 2% or you could go 1.6% if you used a cola of 3.4. However we do it it's 6%.
>> Okay. Mayor. So, can you just so we're all on the same page, give me the definition of what a you consider reduced merit, what a merit is, and who makes the decision who gets a merit. >> Can you? >> Yes, I absolutely can. Like I said, the
um supervisors and above did a great job um working with their employees to create a performance um performance guidelines or performance standards for a six-month period. We did a six-month period because that's what we had from we started December 1st and went through
May so that we would have some idea of where the merit would land in terms of the scores um for these budget workshops. Just grab my piece of paper. Um the
the reduced merit is a merit pool of up to 2%. So, an employee that is super highly performing below their market. There's a lot of factors that are are looked at by our
system and the system does the calculation. So, you can have a super high performing um employee. And by the way, the average score for employees that were participated in the process was 3.72
for the average score. So out of five. Okay. So that was the average score on all the questions or all the criteria that employees were evaluated on. We take the comper ratio. It's HR geek
speak. Um that basically is the median or the market value for the position. Remember when we did the compensation study, we had a consultant go out and grab that information for us. We put together a pay grade or a salary
structure and in that structure um there is a market value or the mid mid-range value. That mid-range value is what we call the compa or the market and then where the employee falls in position or
relation to that market value. So they're at 80% of the market value. They're at 90%, they're at 100% which is right in the middle of the market or at market or they're above market. 110, 115, 120, whatever that number is. The
performance rating takes into account their time in position. So how long they've been in that particular position. So for example, somebody that was recently um promoted into a different position or moved into a different position or hired
into a position will have a certain number of years in that position. The compa ratio looks at time in the position where they are in in their current salary is in relation to the market or the compa and then what the
merit pool is. So, if it's 2% and they had a super stellar um performance review, but they're above the market, they're not going to get the full 2% based on the calculation. They're going to try to What we're trying to do is keep people around that comper ratio
where where they should be. Somebody that's been in the position for 28 years is obviously going to be above the comper ratio. They may get a reduced amount because they're being paid higher than the market already currently.
That's how merit works. That that's how that's how a salary structure or a merit works. >> How often would the merit evaluation take place? So, we're we started our new cycle and I'm trying to make the cycle
be an annual cycle ending in enough time for us to put together because there's a there's peer review. There's um Ron and I sit down and we go through everybody's here's how everybody was rated. Here's the ones
that I kick them back if they don't put enough information in there. And my peers can say they've had them kicked back if they got rated them a four or a five. And I'm like, eh, you need some more information in there. What made them so great? Um, they did a fantastic
job and those ratings came through, everybody was looked at and then the system calculated how much if the merit pool is 3%, not everybody is going to get 3%. It's based on their performance rating, where they are in relation to their their market rate and how long
they've been in the position. >> It's not something I did >> brought up or >> your mic. Your mic, >> excuse me, >> your mic. So somebody that that is elevated and most recently would get
less uh than somebody that's been in that position for >> they could if they're above the market. If they're below the market and they're below so 0 to 3 years your comper ratio should be like 85 to 95%.
0 to 3 years in the position. And what we try to do is hire people no less than 85% of comp ratio because they'll never catch up. >> They'll never catch up with the three. They'll never catch up to market, >> right? >> Market is the value of the job. Sure. >> It's nice to have everybody around
market, but we don't hire people at market because then they overpric themselves. You know, you go above market. If you stay in the same position for 20 years, you've exceeded the market just by virtue of getting a cola every year.
>> Mhm. >> Um, HR geek speak. Um, I I don't know if I answered your question. Sharon, I don't know if I answered your question. >> Are you lost? So, I get I get what I get
completely. But we also have some employees that have been here for 20 plus years >> that there's been years where there's been no raises and there's been other things that have happened and they are well below market. >> Yes. >> And those are the people that should get caught up because if that person left
today, >> we can't hire that person if what you know the year 2000 is what you know they're making now. We need to hire them at >> current rate. >> Yes. So those are the people that >> they'll get the higher percent
and that was what the the salary study showed was that we are below on average below the market. Um a significant amount in some positions in other positions. No.
>> Those rocks all over my truck. I knew that was going to happen. Okay. >> Lifelight coming in. >> Trauma stars here. Yeah. Uh Deb, you something? >> So in simple terms, if I understand it
that we have um competition in >> we want to take a break. >> How about a break until that's done? >> So merit merit would be 3%. >> Up to
>> up to 3%. Uh limited merit is up to 2%. >> And then if we wanted we could actually do a 1.6 depending on the cola, >> right? >> But we could do less or we could do no merit. So those are our four choices.
>> Well, actually we could probably do something in between too, but >> five, six, >> those are the four choices today. whether we want to do the the highest amount of merit raises for time on the
job, good performance, um all the factors that she just talked about would be the 3%. The average would be more like the 2%. >> The average, >> right? But I but I I I just don't agree with cola raises
being a cola raise across the board. Well, >> because it doesn't elevate the the the lower paid employee near as much as it does the upper paid employee. You just did three across the board. >> Well, we can when we get to cola, we can do that. These are merits. >> Yeah.
>> These are your performance. Did you do your job plus, >> right? I I would suggest two just because we need to watch where we're going here. I would suggest merits of two. We've left the insurance alone. Yep. We
give them a merit raise up to 2%. >> That's just my thought. >> Yeah. Anna, >> I can go along with that one. >> You can. And Steve. >> Yeah. Sharon. >> Vice Mayor.
You're there. >> Okay. >> Now we have cola. >> Now we have cola. >> Now we have cola. >> Now we have cola. >> Anna, >> your mic's on. >> Oh, you didn't want to be on hot, didn't
>> Jamie. Talk to us about cola. >> The CPI is 3.4. >> That's one simple one. So, um, anything less than that is less than cola. The true cola, the true cola. And in relationship to
what you were saying, the cola just gives a flat percent raise across the board to the little guy to the big guy salary wise. It's just a flat percent. But if you're looking annual, yeah, >> a modified cola,
>> a modified cola, that's what I presented in each of the scenarios except the one that's cola. >> Well, three 3.4 is full cola. >> Yeah. >> Three is the modified, I guess, is what you want to call it. Um I in the past several years ago we did
uh a split um and it has to be by category these days as opposed to a dollar amount but in the past it was an easier break that anybody that was a h 100,000 or less got a 3% cola. Anybody that was above that
got a 2% cola or something along those lines. You remember that? Yeah. And trying to help equalize that that lowpaying individual
um without punishing the upper people too. Now I I spoke to Jamie about this. The the categories overlap. So you you you can pick a category, but you can't it's harder to pick the dollar amount
like I just said as we did. >> I well like in the past there was we used um salary to people uh >> those that are >> and and they were it was there was there
was a definite break at 100 or $110,000 between the salaried people and the hourly people. Now there's some overlap in that. So you instead of picking a dollar amount, you have to
be more specific. >> Like if you were to say all supervisory or management positions would receive X increase. Um, it's a little less discriminatory, I would say, but like
if you wanted to do that. >> Uh, I got nothing right now. >> That's the safe bet. right now. >> It's um just kind of as a general something to think about. Um our average
annual income for the village excluding directors is 65,000 and some change and the annual median income for Monroe County is 129,000. >> What's that in the department?
um that would take it up well if you take out the village manager it would take it up to about 85,000. It doesn't adjust that average very much but >> Jamie you're the HR director. What is your recommendation in
Well, I think she's going to be I think she's going to be honest and frank with us. I I mean, that's her job. >> God. Um I think it really I think it really depends on the millage rate that you want. I mean, I can work a personnel
scenario into any of those millage rates you want. >> Well, I've >> Okay, explain that. >> I've already said that. I I fall on the sword for 2.8. I'm fine with that. I I don't have a problem paying
>> $16 a month or whatever that number is more. >> Uh uh it's just that's not going to break the bank. And uh and I just can't imagine it anybody in this town thinking that $16 a month or $20 a month is going
to break the bank. It's a It's the cost of a not even the cost of a dinner out. >> Yeah. >> Per person. >> It explain how that affects what we're talking. >> Well, I gave I mean I gave the different
scenarios. So I think >> Yeah. But the this isn't Are you saying because there was there's more cola at 3% there would be more cola available to spend or No. Why? How does it actually affect it? Only affects fund balance.
>> Yeah. >> That's what we're affecting with the change. >> Yeah. Y >> we're not affecting the millage rate itself doesn't a kind of a stationary expense >> bottom line >> kind of a stationary expense.
>> Yes. >> So it does you know it it it does relate to millillage but it doesn't it's we we have to decide how much we want to spend >> and that may guide us to what millillage
we want. you know, what do we want to do for our >> but it also affects what happens in our fund balance as well. >> Well, yes, and I'm big on fund balance. So, >> and and being in the red or being in the black this year, which last year was
painful. So, um, well, personally, I'd like to do some kind of split, uh, to and whatever that works out in, uh, like I said, in the past, we used the dollar amount, but
that doesn't work these days. So, well, so I do a 2% and a 3% split, but I need those definitions from you. I think >> you asked me my opinion. Unfortunately,
there are some people in those higher positions that are below the market. So, if you Well, I mean, if you if you ask me in a perfect world what I would recommend, I would recommend some salary adjustments to get people to where they
need to be. And then I'm not a fan of colas. I'm just not. I'm never have been either. >> And I know my peers back here don't like to hear that, but I'm a fan of performance. I would rather have the cola lower and the performance higher.
Our average performance rating, like I said, and then if you look at all of the scenarios that are presented, the average increase is only 1.07. We don't even get to the 3% or the or
the 2% merit pool. It's a pool of money. The merit pool is a pool of money. So, some people are going to get more, some people are going to get less. Um, in a perfect world, that'd be my answer. But again,
you tell me and I'll work the numbers for the personnel. So, if I'm understanding this um let me think about this a second. >> Is are there scenarios where someone is
looking for a merit-based increase and that that they don't get it? Is there a way of like appealing that to say, "Hey, maybe the person that's evaluating this um doesn't like me or is it just kind of strictly sort of protocol and and
percentages and all that?" >> All the employees had the opportunity to sit down with their leaders um and go through their performance review. I believe most everybody was pleased with the process and at that particular time
they would have the opportunity to challenge the performance review itself. The dollar figure placed on that is a formula. It's not really it's not subjective. Um it's it just is this is and if you scored
this you get this. If you're time and position is this you get this. But is that based off of qualifications and degrees and certifications and and and those type of things or you know a as you've improved yourself through your
job through the year or whatever? Or is it just because you you show up to work every day and you're polite to people and you answer the phone and every now and then you return a phone call and so your boss thinks you're doing a good job. that that's what the performance
reviews are for to to recognize the employees that have gone above and beyond just meeting expectations and the directors and the supervisors did a really good job >> with that process. So I have a question for you Don.
>> Yes. >> Um you're not a fan of cola. So, if you're not a fan with of cola, there's always and if if this isn't even
a possibility, please say so. If we reduce or eliminate the cola, reduce the cola to 1%. So, everybody gets a little bit of something. Yeah, that's about right. You're right. It's
not going to be much. Um, but then back up and put more in the merit fund. Take it to 4% instead of the 2% that we all just sat here and talked about.
>> I would recommend on the cola side nothing lower than the social security increase of 2.8. >> Yeah. Okay. >> See, that's what I think. I think there still needs to be a cost of living increase, but I think that the I think
that the merit increase needs to weigh heavier on I'm sorry, what's that? >> I I I said I'm not a fan of it, but I don't think people don't deserve it. >> Yeah, I'm the same way. I I >> Yeah, >> it doesn't bring the the the lower employee up in any way when you just it
it elevates the higher, you know, the the 100,000 at 3% is much more of an increase, you know, as you know. Yes. >> Right. Um but I think that there has to be a cola because if I mean even >> so like you said even social security is
almost 3%. So you have to >> 2.8. >> Yeah. And they didn't they didn't receive it last year either. So >> exactly they didn't receive it last year. >> So >> so they're still playing catch up on >> but I believe that we need to weigh heavily on the the merit increase as well. Yes.
>> Anna. Well, and I and I think on the merit thing and I think that from everybody that I've talked to also is that on the decision and and don't take this personally, please don't. >> I won't.
>> Um I think the decision on a merit base should be up to I think HR, finance, the department head and the village manager. I agree >> for the person in that department. I think those four people should all come
together and decide on a true merit like did this person go out? Did they go out and get extra schooling? Did they do Yeah, like you said, >> get another >> Did they answer the phone or you know >> right answering? Yeah, I showed up to work today. So, >> I did have those conversations with the
department heads. No, but I'm saying if to do this, I think that that's how it should play out. >> It was played out that way. I had those conversations with the department heads. >> So, just to make sure it's, you know, everybody feels like they're treated
fairly and not because somebody doesn't like me. Yeah, I'm in agreement in principle that I think we should have um a lower cola and a higher merit-based um reward system to create um uh that motivation.
>> Yep. >> What those numbers are, that's what we need to figure out. >> Well, what I just heard is that the cola should probably be at that three or 2.8 eight for at least because of just the
cost of living increase of everybody. >> So what scenario are we walking down? >> That's none of these. >> Well, what I've heard is >> we just get you a different scenario. >> I mean, if you if you wanted to do a two point
at any rate, we cannot go above six. >> A combination of six. >> Mhm. Yep. So why not do two and a half cola and three and a half merit? >> Those are none of the numbers you came up with and you're going to all that.
>> It's okay. I can plug them in. >> And a half is below social security increases, but I'm I'm just reiterating what we've said. >> Last year they got zero. >> They got zero. I know. >> Just an idea.
>> I don't have a problem with that. What do you like, >> Vice Mayor? Go ahead. >> Stump. >> You're stumped. >> I'm stumped. >> Where are you stumped? Help me. >> Um, well,
we should bring them up. We should bring them up to at least a 2.8. And so to make the merit >> 3.2. >> Yeah. Divided by four. I don't care.
>> 2.8 3.2. >> Yeah. I mean, it'd be interesting to see the numbers between the, you know, tenths of a decimal point. Uh, you know, at that point, we're back to the three and three almost. So, >> yeah, that's what I was going to say. Like, it's in a um the calculation when
I switch the number from up to 3%, the calculation is going to run through and if it's 3.2%, 2% it's going to just adjust that number slightly but the salary itself for the budget personnel
number itself will be very very close off my pennies. >> So scenario 1A is 3% cola >> what is the merit plus 3% merit. >> Mhm. >> And then keeping the current benefit. >> Correct. >> Seems like that's what we're talking about. >> I'm okay with that.
>> That's I think that's where you just all landed. >> I'm okay with that. I'm I'm fine with that >> to be honest. >> Just right there. >> We have to run around the tree three times before we can come up to here. >> Yeah, I'm with you. I'm tracking. Yeah, >> I'm fine with that. >> It's fine.
>> I'm fine. You okay? >> Steve. >> Yeah. >> Yeah. Vice Mayor, >> I see Anna Nodding. D. >> Yep. >> Let's do it. >> One a one a >> to be clear. Yes. And also and also the
benefits for any new hires October 1st and beyond >> will we get and I'll come back tomorrow with some 6040 5050 uh scenarios for the cost for dependent coverage. >> Okay. >> Correct.
>> The press leads. >> Thank you. >> Okay. I just need to figure out. >> Let's um >> Okay, >> can we take a >> Let's move on. Let's go. >> What's next?
>> Patty, >> move us on. >> Frank is switching over the PowerPoint real quick. >> Okay, >> there we go. Oh, I can wait. >> All right, the tab three, page one, is
your projection for what we're expecting to spend and add potentially add to fund balance this year. Um, even though we budgeted in deficit, it looks like we might be adding to fund balance. Everyone's kind of tightened their belt
and we've continued even before the budget workshops to minimize spending. So, um, that's potentially adding around 600,000 to to fund balance for this fiscal year.
The next pages are the scenarios that we provided. The first one being 2.8 eight. Um, and these, as Jamie said, what what is tied to this via personnel is a three and three. Um, so if we do adjust that
at all, which it doesn't sound like we are, this is going to be pretty accurate as far as that goes. Um, so at 2.8, we would potentially be adding to fund balance at $382,000. >> I'm sorry, honey. Where where are we? I'm on general fund
>> tab three page three. >> Oh, >> sorry I'm not keeping up. >> Three, three, three-3 and 3-4. >> And on 3-4, you'll see where the fund balance comes up to 382712.
>> All right. And then the next scenario we have is uh 2.7481. which was a break even amount. We've already started to make some adjustments finding different things. So that this might change a little bit. It's actually um a little bit lower I believe.
And I will bring all that stuff back tomorrow as we make adjustments. This next uh scenario is 2.7231. This is this has to do with the voting. So if you guys wouldn't agree, this is the maximum amount that would be um
two uh majority vote. >> Correct. >> The 2.7231. It's just below this. >> So it would be a majority vote for this one. Nope. Twothirds super majority.
And that would actually eat into fund balance $183,000. >> Okay. On on on page 311, >> why did the Monroe County business tax distribution number go down so much?
14,000. >> I Okay, I'm sorry. I'm sorry. >> Well, sure I do. Oh, yeah. I've See, I folded all those. Those to me those are out. I don't even want to see them. >> Okay. So, on to revenues. Um, that, you know, I I would have to look into how
they calculate that. That's just something that they provide. >> She wants to go back. You can go back. Go back. >> Go back. >> Um, >> page three is where we were that you explain.
>> So, that would be super majority vote. So that's four out of five for that. >> And John, do you want to explain why? Because of the >> Yeah, there was a there was a change in how the roll back rate was uh was calculated this year. Um as part of the
special session when that also brought us the property tax amendment that's being put on the ballot. Um the legislature passed a new law calculating how the roll back rate or directing how the roll back rate is calculated. So that's why you'll see the
roll back rate and the supermajority and the unanimous vote are are a little bit lower than what uh we would be used to in years past is that that's based on that new calculation. >> Just making sure you guys understand fully understanding. >> Okay. >> Yeah. Okay.
>> Uh the final scenario is at 2.65 which is what our current millillage is. And you'll see on tab 3 um 10 that would eat in fund balance at $722,000 at our current budget under
Anna. Oh, I thought you had something. Oh, you just like you just like the >> Just letting you look for a minute before we move on to revenues. >> Okay. >> Um, so as far as the Monroe County
business tax, I can look and see how that's calculated. Um, the projection is based on numbers up to 531 of this year and then last year's totals. So, at the end of this year, that could that projection could potentially increase to
get closer to that 35,000. And then I would adjust the revenue numbers for you before the last budget hearing. >> Interesting. >> And we do not have a lot of the numbers yet from the state like communication services tax. Um, that is supposed to
come out at some point this month. So, what I've used is last year's number. Hopefully it doesn't decrease at all, but that's what's currently there. And then um outside of that, after some of our council briefings, I have increased some of these revenue numbers
like parks and wreck, I increased by 20%. Um because they did increase their fees. So that that number will increase a little bit and help fund balance. Any questions on revenues?
I I just wanted to know why the halfsent sales tax projection was uh so much lower and why that business tax distribution was so much lower. I just that that seems like that should be something that's fairly constant.
Um, and so we just don't have those. We don't have those numbers yet. >> We don't have the number yet. >> Yeah, those will be part the half cent sales tax will be one of the numbers that once I receive it, once they make it available, I'll update these forms for you. >> So, you're just being conservative. >> I am being conservative.
>> Wonderful. So, okay. So, some of the information I get through TDC does indicate that those numbers may be down because tourism is down and that's where a lot of that comes from. >> Okay. >> So, it it might be to our advantage for
her to be conservative until we see the numbers. >> Okay. >> And so, like the park entry fee that you're estimating that to be a projected 20% more than what state? >> Yes. And I'll provide that tomorrow. >> Raising the >> raising the park entry fees.
>> Yes, they did. They did. Yeah. >> All right. And then the first uh department would be the council budget. So, I'll let I'll I'll turn that over to Marne. she kind of handles tracking and um working on your budget. >> Okay. So, there have not been a significant amount of changes in the
council budget from last year. There's no change in the salaries. Um the professional services, those are all basically the same. We did add a um $5,000 um line item to municipal election. Uh
the new supervisor of elections is um organizing her office a bit differently and we are not sure of what the costs will be to the village um for the election services that they provide the
way that they provide them now. um in years where it's potentially having us having a election um a special election just us without being taking along with the county um we will be paying all the costs for that and we have projections
of that being around $35,000 per election. But that is not going to come into play this upcoming year. It's going to affect the November election only. So that we have $5,000 budgeted for that. um didn't make any changes really to the
travel um advertising. You'll see um the usual stuff under there, holiday lights, um rotary fireworks, that kind of good stuff. And then we have just dues and subscriptions. Um you know, the various uh organizations that the council belong
to, Florida cities, league of mayors, and um if you have any questions, I'm happy to help. Deb or I'm sorry, Deb. Vice Mayor. >> Okay. I thought I heard you saying something
>> just real quick. So So any of those costs associated that you now are tasked with in terms of any elections because of the new policies of the county supervisor, we are to incur those expenses and they're not reimbursible by the county or anything. >> It's all kind of up in the air right
now. We we really don't have an answer. So that is why we are budgeting something. Um in the past we have not had to pay for these services. Um but we do have a different supervisor of elections now and um you know until we
figure out through our first election with her how that's going to work um we we don't have a solid number. But um based on my previous experience back in Michigan, you know, just how much things cost for election wise, I'm sure they've changed in the four years since I've
been gone, but you know, those lower costs that they charge us for should not exceed that $5,000. >> Well, it seems like if there's a reduction in service from the supervisor of election, we should get a reduction in our county's adorum taxes. Then
>> be nice. Do we get any kind of revenue for them using our buildings um for elections? >> Uh we do not to the best of my knowledge. >> I don't think I don't think anybody does
the churches or libraries or anybody. It was curiosity question. Anybody gets it >> because of the fact that they just eliminated one of the voting places this year. Yeah. >> Um I wondered if it just brought it to mind. >> Right.
>> We're pretty much at the supervisor's discretion of where she wants to put precincts. >> I wasn't questioning that at all. So, okay. >> You you see at travel and travel and pdeium, we're at 20,000 and we only spent 11. I think we could easily put
that at 15. >> Yeah. we just kind of base that on um you know it's a hard thing to estimate because you never know what's coming up and when people are going to be you know but yeah I I don't disagree with that. We do have um some more expenses coming up for Florida
>> League of Cities that will be adding to that projected balance. >> It will probably bring it closer. >> It'll Yeah, it'll bring it a little closer. But >> yeah, >> it's your budget, so we can reduce it if you guys want us to reduce it. >> Still should be closer to 15, I would think. I can't imagine it being more
than $4,000. >> Great. We'll do that. Thanks. >> How much you plan on spending? >> It just depends on how many people go. Yeah, >> because I didn't go to a lot of them last year. You know, you don't go. That's two or three thousand right there. >> Yeah. >> Yeah. There were a couple that Steve
wasn't able to get to. You didn't get to go, >> right? >> Um Sher wasn't able to go >> that that may be, you know, may be different this year. I think it's probably prudent to plug the number in. >> You can leave it if you want. If you
want to spend the money, >> we're not we're not obligated to spend it just because >> that's fair. >> That's right. It's not >> Hey, I'm trying to cut where we can cut. I'd rather give them a raise and take less from us than
>> What do you pl what number you want to plug in there? 15,000. >> Yeah, that's what I >> Okay, drop it by five. >> Yeah. >> Plug in. >> Done. Done. Bam. >> Okay. >> Instead of 20, we're looking at 15. Is that right?
>> Yeah. >> On the >> I also want to just let everyone know before all of the rest of the departments go, we transferred all communications and um a lot of the dues and subscriptions to it. So, you'll notice a a huge jump in IT and a reduced
budget for most other departments because of that. and Vince will uh when he when we get to him, we'll explain everything to you. >> All right. >> Next. >> Next. >> Next. >> That's John. >> That's me.
Um you'll see the legal proposing to keep the budget flat. Um we're we're projected to come in um well under the uh the current budget. Uh current budget is at uh 702,500
projected to come in at uh 557 and change. Uh so we're projecting to keep the budget flat. The you'll see the the communications that had just mentioned are being taken out of that and it's being being shifted over to um uh to it.
But in terms of our budget, if you were to add it back in, it would still be a flat budget for legal. Um, I would like to talk to you guys about a potential hourly rate change. Um, we have not gotten a an increase in almost 20 years.
Um, and I mean obviously some of those were were rates when we were doing outside work and uh we came back back in and we haven't been subject to the cola change uh cola adjustments that everyone else has been. So when the village is making coal adjustments, it has not it's
applied to everyone other than legal. Um and so I was hoping to we could maybe get a I was hoping that we could get an adjustment. I I did do I looked around to see what kind of the market rate was. Key West is paying uh $4.95 an hour. You guys are at paying 250 an hour. Um, I
also look to see, you know, what um what a like a $700,000 budget would equate to for an in-house um with the assistance of some AI assistance because I just I'm decent at math, but I'm not that good at
math. um that equated to roughly uh an in-house salary of about $150 to $180,000 for a um an in-house attorney, plus obviously you'd have support staff and then any you'd have outside specialties. Um the the in-house the
going rate for in-house counsel in Monroe County is over 200. Um, so that would still be even at the current um budgeted amount would still be under uh what the going rate for a um an in-house attorney would be uh by quite some bit. So I was I was hoping to to get that. We
are the Marada is um uh if it's not the lowest rate in our firm, it's it's one of the lowest. I believe it is the lowest because we do have a mandatory minimum rate that we now charge when coming in and uh we are we are well below what our mandatory minimum is. So,
I'm I'm hoping to to get some sort of an adjustment so I can go back to my my bosses and let them know that uh >> and that you're under contractually how much you're charging an hour. >> Yes. Yeah. And so we we work as much or as little as you guys want. It's it's
it's why I say I'm not it doesn't really necessarily impact the budget. Um it's it's just the hourly rate for for the amount that uh they work. But yeah, it's a contract with the council. Is there a proposal that you've come up with in the increase in the hourly rate or are we
just supposed to come up with a number? >> No, I mean >> throw one out there. >> Well, I mean, I'll tell you what my firm's minimum rate is and it's 325 is my firm's minimum rate, which I do recognize is a big jump from where we're at. Um, so I was I was hoping to get to
275 and then we could talk about cola rates going going forward, but um that was what I was hoping because I thought that was more realistic for you all of a of a jump uh to get to there. >> 275. >> Yeah. >> Council,
>> I'm fine with that. >> Okay. Steve, can you find an attorney for 275 an hour anywhere? >> His dad. other than your other than your dad. >> No, no family rates. >> Just one that doesn't want to work that hard. Yeah, right. Exactly. Uh I think
it's extremely fair for for legal services. >> I don't know that anybody can Yeah. It's a bargain at half the price. >> Yeah. And as a reminder, like what we went through last year, you're getting my partners who charge $7 $800 an hour for that rate. So when we have appeals or if you have ethics issues, those
you're getting them for that rate. So it's >> Yeah. Okay. So, it's for everybody. It's a blended rate for everybody. Yeah, >> that's I'm good there. >> I appreciate it. Um, what I'll probably do in April, if you don't mind, I'll because since we have a contract, I'd need Ron would need authorization to
change that. Just I'd ask come April. I'll remind you guys just a motion and then authorizing Ron to to make that change. >> Okay. >> Thank you. >> That would be when? >> Well, it would be effective October one, but I would this way it would be would be ready. I would just ask for the motion in at our August meeting, but it
wouldn't be effective until October 1 um for the next budget cycle. >> I thought you said you did. >> Oh, did I say April? Yes. >> That's that's why that's why we're confused. >> Thank you for uh for correcting me.
>> Very good. Next, >> village manager, which uh we've got quite a few >> contributors. >> Uh the manager's budget is reduced primarily because we uh lost one position that Jamie offered up and also we have a couple of canal projects that
have been completed. So, they're no longer in the budget. So, it shows $184,000 reduction, but that's primarily because those things that are no longer going to be in the budget. >> We don't have any more uh canal projects
on the books for this coming year. >> That's a Peter question, but we have some ongoing projects. It's just not under my budget. >> It's not in your budget. Okay. There's a lot more canals out there, Pete. >> Oh,
>> yeah. It's under >> It's in here. >> Any questions on that? >> Village. >> Yeah. What's overtime? >> What is overtime? Where is the overtime? Third line. >> Yeah, it's down 15.
>> Why do we have it at all? Salary. >> We we we have a under the village manager, we have one non-exempt employee. >> One what? >> Non-exempt meaning they get overtime. So, it's just in there in case
>> there's one employee that he has in his budget. Okay. But that's down. So everything actually everything on his budget is down by a total of 14 over 14%.
We like to see budgets down. Next up is the clerk. Um I would say that we have not had a whole lot of changes since last year. Um we don't have any capital expenses because we're so small. It's just the two of us who don't have
any projects, any vehicles, anything like that. So, what you're looking at from us is um professional services. We have MUN code which does our codification of our code of ordinances. Um we do that ourselves, but they host it. It's uh but that might be coming
out. Yes, it's moving. Um Allp Point is our shredding people. Um we're working really hard on getting rid of the paper and so um this year we did a big shred and we would like to do another one um come October after the new budget season starts so that we can you know get that
all cleaned up. Um we've included uh easy vote solutions which is your campaign finance reporting um software that you've been using. Uh we implemented that. Um actually the whole county is using it. Um all five municipalities and um it seems to be a
nice way to for people to find information easily on u on public campaign financing. So that's what that is and that's why that's new. Um as mentioned earlier um it is uh assumed all of our software costs. So you won't
see those here. Um for dues and subscriptions um we have our um just FOYA our public records request. Um but that is all the things that are kind of moving along.
Um so we have that and then uh back to my touch the button lost my place. How do you compare on on your just for when you uh when you get these public information
requests and stuff and you charge? Is there are do you is do you break even on that? You lose money every time there's a an request for information. >> We are much closer to actually making
putting in the revenue that we for the time that we spend. And I will tell you we spend a lot of time on public records requests. >> Look at those. And um so the first half hour is complimentary and then after that it's 2830 per hour and if we get
the um you know somebody asks for something and it's a huge file and we have to go through and we have to check to be redacted and da um then that that comes into play with um the charges and it it's much easier to charge them
through dysfun Yes, it's really transformed the way that we're able to process our public records requests. Um, you know, it coordinates with all the departments and, you know, it's been really helpful and I I had not figured that out, but I'll look at it for tomorrow.
>> Statutoily or is that first half hour supposed to be complimentary? >> It is. >> It is. >> Yes. >> Okay. >> Yeah. the um state wants as few charges to their requesters as possible and and you know my personal preference so do I. But when
we have something that is a big order that has you know multiple departments and we have to end up you know for two hours working on something you know it's not fair that the entire taxpayer base should be paying for someone's personal requests.
Okay. Any questions with morning? Next. All right. Finance. Um big changes. You'll notice uh salaries and wages. We're refunding my staff accountant position and reducing
professional services. Um, another big increase you'll see is a 10% increase for the insurance. That is just putting the maximum amount that they're planning to charge. It will probably go down hopefully to six around
6% increase. Um, other than that, everything else is pretty status quo. Um, I tried to reduce as much as possible with the rest of it. Council. >> Yeah. This is very different from last
year, right? Because you assumed another position. Your position did not get filled. >> It did get filled. >> No, we left it >> unfunded. >> Unfunded last year. >> Okay. Yeah. So, that's so everybody knows that's why we have a lot of these differences here.
>> Yeah. >> Appreciate you stepping up. >> I'm trying. Still trying. I think you're doing a wonderful job. >> Thank you. >> Okay, I see we got a batter in the cage
on deck. Next. >> Good afternoon, council. How are you this evening? Afternoon. Um so, planning and development services. Um we have reduced uh a little bit um from we removed under professional services the
obviously the amount for the comprehensive plan update that will be paid um by the end of the fiscal year. So that amount is coming out as well as we removed um some amount from travel uh and pardium um so that we're not um
doing as many trainings out of the state of Florida so that is not uh as needed as much. Uh other than that, the bigger items were the communications and the dues and subscriptions that are being absorbed by it. Other than that, I don't have anything else to add at this time,
but I'm happy to answer any questions. >> Are you anticipating the increase in overtime because of >> I didn't increase the overtime. Well, one less person or it's going from
>> Oh, we can reduce5 going up to >> I don't know why it went I don't I'm sorry. I don't know why it went up. I didn't really pay attention to the personnel. So, um we can reduce that back down. The overtime my department is basically used for meeting coverage when um we have LPA meetings or affordable
housing committee meetings and I need staff support to take minutes. um because of the loss of of uh our engineer um I'm looking for it here professional services u are you anticipating
more having to go out for professional because you don't have somebody in house now >> um yes we do but that will be a cost recovery expense that we'll pass on to the applicants >> right >> I forgot >> and so You dropped one position that was
an open position. >> Is that right? Yeah, >> I guess. Yes. >> So I'm told, >> huh? >> But are you leaving the position just unfunding it? >> So
>> there's still discussions I guess being had about that. So >> that's that's what was being said a little while ago though, right? So that >> in the budget that you have in front >> in the budget that you have in front of you for personnel, it has that position unfunded,
>> right? But she's not losing the position. So if >> right >> say when all these permits and stuff come back and she gets really busy again, maybe somebody's going to maybe she's going to need to hire somebody that >> you know in the next cycle that at least that position is still there even if we
don't fund it this time. She doesn't lose it. >> Correct. follow. >> Yeah, you could come back into a um like a budget amendment to to add that. >> Yeah, I I think it's important to leave the position. Um I know I know we've
been struggling to hire the right person. Um tomorrow that person may walk in. >> I don't know. with us being out of permits, >> not knowing when we're going to get the other ones. >> Well, >> it's good to keep it in there, but at
the same time, you don't need to get filled. >> Yeah. No, >> good for budgetary purposes, but I I don't see where we're really going to need more people >> at this point. >> We're even if we get the what is I can't never remember that number. 72.
>> 72. Even if we get to 72, those are going to be drugged out for >> But we also 15 years have >> just not a lot of and we haven't had a lot of commercial development that's popping up out in the middle of anywhere right now. >> We have we have 300
>> construction has gone crazy. So, >> but still >> it's still good to just leave it there because you just you just don't know. >> That's right. We have 300 in affordable housing. One of these days we'll do something with >> become as affordable.
>> I Let's don't talk about the word affordable, but >> we have 300 applica allocations that million. >> All right. >> And Jennifer, >> you don't anticipate any other um costs associated with the comprehensive plan?
Um, not at this time, but I have a meeting uh with uh Able City East later this week that um I'm going to sort of lay out the rest of the schedule for that and how they're going to help us with the LDRs associated with that, the land development regulations. So, um I'll note that. >> So, they could bill us for that.
>> Um they're not supposed to. That was part of their agreement. So, I don't anticipate that. So, I I don't anticipate any additional costs. There may be costs if we want to do additional um public hearings or public workshops like advertising costs and things like that that we'll have to
absorb, but that would be the extent of it. >> Just one comment on the overtime. The there wasn't a line item in there for other um other salary and wages. That is not all overtime in there. I'm
going to shift um the stuff that's not overtime into the regular salaries cuz there wasn't an additional line for other pay and wages. We do pay certifications for professional certifications. Um and Jennifer's department has those.
Um so that is an additional cost there. But as far as overtime goes, the the overtime number of 3,200 projected or not projected but budgeted last year remains a true overtime number of 3200. The other additional cost should go back
up into the regular salaries. So I'll make sure I move that. >> Is the training different than certification? >> Yes. So certification is a professional certification that we pay um if somebody gets a license for example um and they
hold a license that helps with their job um we pay an incentive to the employee to to h to hold that license or certif professional certification. >> So what's the difference in the definition of training?
>> Training is the cost to go to training to pay for the training. Yeah. And last year, >> it's not wages to the employee. The training is the cost of >> I got it. The seminar or the Yeah.
>> Yeah. >> Last year. You didn't go to many? >> No, we didn't. We had uh a lot of uh staffing issues that we weren't able to get to. I had a couple that I was scheduled to go to that I had to cancel because of different uh personal events in my life that I wasn't able to attend.
So, um but next year the hope is that we can get to some >> council. >> All right, good job. >> Okay, thank you. >> Do you want me to do my other ones? So, I also have uh two um funds. I have the
affordable housing fund and the impact fee fund. If you have questions about those, I'm happy to go over those with you at this time, too. So, it's tab, I believe it's seven and eight in your books. Um, okay.
So, tab seven is the affordable housing fund. That's the monies we collect for in le of fees um on building permits um people pay into that mitigation fund. Uh we uh usually right now we're only really utilizing that fund for uh grants
to first-time home buyers. Uh this past year we had budgeted 60,000 but we ended up giving 70,000 in grants to first-time home buyers which was nice. Um so next year we're budgeting again 60,000. Um this year was unusual because uh the
Habitat homes on Gardinia were all new and so all of those homes needed a wanted a grant and we were able to give all those grants. We don't anticipate any new ones like that this year. So, it'll be resales. So, um we think 60,000 is a good number there.
>> Do you have any idea how how many we've done over the years since we started that program? >> I don't, but I can get that number for you. I think it was really interesting because I had people I was on the council when we first put that together and I had people say, "Well, you'll do one."
>> I think we've done more than one. We have definitely done more than one. And then the next, if nobody has any questions on that, the next one is tab eight, which is our impact fees. Um again, those are fees that are paid when on building permits um that for impacts
to our services. Um uh there really is uh the only expenses out of there are transfers out into our capital uh projects funds. Um, so it's just really a estimate of revenues and then those transfers out. >> There's a point to where if you don't
use the impact fee, it has to be refunded. Are any of those >> upon request >> in that area? >> I don't believe we're at that stage yet. No, >> it's I think it's upon request and it is upon request, >> right? >> But um
>> the way it's Yeah. And we do use them. I mean, Haddie and finance team is very good at making sure that whatever projects Peter and use, do they qualify? She's constantly asking me, "Does this qualify? Does this qualify?" So, we're we're pretty good at utilizing what we get.
>> And the the first money in is the first money out. >> Yes. >> Okay. Good job. >> Thank you. So, back to 318.
>> Let's go to the big guy. >> Yeah. You're welcome everybody for taking uh >> Yeah, he is >> all that off your shoulders. Anyway, good evening count mayor council. As you already heard from Hattie, um all the software subscriptions, communications
have come to it. Um, I definitely agree with the software in particular because with the Cyber Security Act in place, I'm I'm responsible for having an inventory of all our software, seeing all the contracts, and to be honest with you, there was some software I didn't
know we had and I'm still responsible for that. So, I'm happy to do this. Um, and it also gives me the ability to see all the money we're spending on software in one place. Except the enterprise funds, they're still separate. So part of City View is still under Sheila. The
marina still has their software which isn't a whole lot and then uh wastewater the SCA systems and all that. Um I'm still going to oversee all that uh to make sure that we're uh we're secured there and and um they're doing everything the way they're supposed to
do. Um and I'll also be looking through all the software we're using over the year and talking to department heads to see if there's a way we can consolidate anything. I haven't nothing stood out to me yet, but you know, we'll have those conversations. Um, the good news is my professional
services went way down, but other than that, my budget has gone up because of all that. Um, and everything else has kind of pretty much stayed the same in my budget. Um, and then I am working on AI initiatives
this year, just so everyone knows. Uh I'm going to be talking to all the departments to find I we may even put a committee together so we can discuss what how AI can help them. I'm going to actually build an AI server that runs internally because of cyber security
issues. We have like other I've talked to other uh IT directors throughout the state and this is kind of the way they're leaning um to have your own AI server running in house so then you can mine your own data and and create efficiencies to make everybody more efficient. This isn't isn't to replace
people. It's more to make everybody more efficient. So maybe we don't have to add people in the future, >> right? >> So that's how we're looking at that. Um so I do have some there's money in the uh capital funds for it for upgrading our nutanic servers and add an AI
server. Um is there any questions? >> I I see you you lowered your your training budget slightly. Yeah, we didn't use as much this year and the state's offering a lot of training that
we get for free now. So, I'm trying to utilize that and um I'm going to be working with Frank over the year since we have that a system running at a collocation. We're going to create a test bed so he can actually do online training and work on things that we have
here so he can learn all the um you know how everything works. and if he breaks it, it's not going to hurt anything. So, we have ability to do some self-training and that's kind of what we're leaning for right now. Um, if something comes up, you know, I I I believe we have
enough to do whatever we have to do throughout the year. >> Yeah. Okay. I I mean, I know with the advancements of AI and and the technology and the things that you have to keep up with, >> there's got to be a lot of training in there. So, >> Yeah. Yeah. We're It's always training.
We learn where you're at. That's fine. >> Yeah. >> Okay, council. >> All right, let's move on. >> Thank you. >> Next. >> Not much we can do about this one. >> Yeah, not a whole lot going on. Local
law enforcement, you guys already saw the increase in the contract. So, that's pretty much the only change that's on here right now. >> And the shared personnel. >> Oh, yeah. and the reduction of the shared personnel for fire and local law. >> Right. The combination of that one
position. John, you had something. >> Yeah. I was also I mean doesn't sound like we're going to need to address it, but just as a reminder, there is a state law out there that that limits the amount you can reduce law enforcement um budgets as well by a certain percentage. Doesn't sound like we're going to have that discussion, but I just wanted to
remind you all and remind the public that there are significant restraints on uh on the council as to what you can do when it comes to local law enforcement budget. >> Well, I think everybody's happy with the law enforcement that we're getting right now and the service that we're getting from them. And I mean, the only thing we
could do is lessen the the you know, the policing that we have. And I think that we were at a level that that there's an expectation from the poet. Anna, you got something? >> Yeah. So I have a question. So the person that we eliminated, so we just
doubled up on this other person. Are we compensating them a little bit to for doubling up on their work or >> she >> Jamie just stepped away? Could circle back. >> You can answer that later. >> Okay.
>> Oh, well hello, Chief. Well, hello. >> You must be next. >> Yes, sir. >> Do we have time? We want to finish this at 5:30. >> Oh, we got all kinds of time, sir. >> All right, let's move on.
>> Fire rescue, sir. >> All righty. So, this is the 900 series of the uh general fund budget. This is fire rescue's budget. We are 86% uh personnel cost, personnel expenses. As uh Vince mentioned, he did take over
about $110,000 worth of expenses in softwares, uh communications, uh satellites, all that good stuff for redundancy and communications and and uh hardware and software programs for the fire department. So, thank you for that. Um all that being said, my budget is up
3.37% seeing as how there's a CBA builtin 6% uh increase and that's 86% of my budget. I think we're doing all right. Um operations we're at 1.2. So we run the department on 1.2 annually. Um outside
of the personnel expenses. So that keeps the three stations going, the seven pieces of apparatus and the supporting vehicles and all that good stuff. um here if you have any questions, most of the operations besides what went to it is either down or it's just a known uh
expense doing a zerobased budget and then doing historic spending to uh figure out that new number here if you have any questions. >> Yeah, Terry, with the um with the introduction to the new fireboat or fire boats, are there other increased costs
associated with that? I mean, other than sort of like fuel m >> there there's would be normal maintenance as there would be on any vehicle or vessel. Um, and then there's some training that's going on. We're actually getting it through the Coast Guard. Uh, typically it's about a $18,000 class, but because the Coast
Guard were partners with them, uh, we're getting the class hosted for free. So, we're getting the the training through them for nothing. And additionally, you'll see that the training has went down during the CO years. we couldn't go to NFA or to Emittsburg or or Aniston, Alabama, stuff of that nature for a lot
of our training. Uh now those federal programs have opened back up. So we're still getting training, but Uncle Sam's paying the bill. So all we have to do is give the person the time off and we're able to take the the much necessary training. So >> and I know we got a grant for the for the boat and and all that. And so any of
those expenses you're able to anticipate and put in this budget project? >> They're already behind us, sir. >> Okay. >> Yes, sir. Chief, when we look at your budget and we know that uh between our police and our fire,
that's the largest part of our budget. >> Yes, sir. H have you tried to come up with any ideas that could reduce that bottom line through the fire department?
I know you've got you still got, you know, the overtime that that you're you're having to constantly having to battle, >> right? Right. Are there are there areas that you uh
through through the study that you guys just got through doing and and through uh policies and SOPs and things, are there areas that you're exploring to where you might be able to lower that budget? >> We're well, for example, for overtime,
we're down almost 160,000 off of what was projected. Um, and I don't think we'll hit that number this year either. Uh, just because luckily right now we're we're back to full staffing. Some years we have a lot of injuries. Um, part of our insurance issue that we're in right
now is unfortunately I had two of my firefighters develop cancer this year. So, both of them were out for four months each. So, not only is there the treatment, but it's the backfilling of positions and and the ongoing aspects that go with that. So, part of the insurance issue tag, it's it's
firefighters and cancer. Um, so we're we're chasing stuff to mitigate that as well. Um, as far as other aspects to where we can cut, I'm I'm pretty much running a lean ship. What we're trying to do is figure out other avenues to increase our cost recovery. So, an
advantage we have now is our inspector is back. So, our inspector goes out, they do two or three inspections a day, make us, you know, $800,000 worth of inspections. That's cost recovery back. So, that position is actually making us money. So, it works out to our advantage. didn't have that advantage in
or that ability over the past year. Yes, we still did inspections. Most of it was permit related or reactive, not proactive inspections. Now we have that ability to do proactive inspections. So that again more cost recovery in that aspect. Um in the process right now with
our EMS billing agency to figure out what's an acceptable level so that we can readjust our EMS billing so that we can increase that cost recovery aspect as well. Typically, we go hooked up with what Medicare Medicaid will pay because when we send a bill to somebody's
insurance company, it's not a fight. It's an industry standard that everyone's accepted. So, we give them a bill, they pay us, and they're like, "Go away. Leave us alone." If we go above that industry standard, then there's more of a fight justifying why we're expecting more money than what's a set
standard. If that makes sense. does. So, we're working on that. >> What deficiencies did you find in by reviewing the last report when it came to those >> cost recovery and the billing? >> Um, >> where does that lie? Is it >> is it going to be harmful to to take
that person that's at the front counter and give them more responsibility on the policing side? And is that gonna is that gonna uh lessen the the ability to be able to recoup that or is that all through a
another company? >> Uh our EMS billing is through another company. Our fire billing is through our software program. So that's through City View. City View does all of our billing for fire inspections, permits, and plans review. So that all gets handled through building department. I believe we share
a portion of that. Well, I guess Vince carries all that now. Thanks, Ms. >> But that doesn't go into the building fund. It goes It goes back to yours, right? >> Back into the general. Nothing goes back to us, any of us. Well, building does it because they're an enterprise. >> Yeah. Right. >> But everything else just goes back to
the general fund as cost recovery. >> All right. Council, >> please. >> Um, do you have your own gas pump or do you get your gas from down at the marina? when you have the sunshine fuel.
>> We have both. So, station 20 and station 21 both have small fuel tanks. Um 21 is actually a 500gallon portable trailer that we could also utilize for deployments if we have those situations arise. Uh so that we don't have to drive the the trucks all the way to 20 to take
on fuel. We also have the wet system which is the card so we can go to any gas station and fuel up. Typically we use that for gas since we have our own diesel both at 21 and at 20. >> Terry, what is you you had you had something in your budget about uh
generator work or something down at station 19. Is that >> that's in capital I believe is what you're referring to. Uh we do have a contract with Alamra Power. Amazing company. local uh they do all of our preventative maintenance and our load
testing and hookups and everything for all of our generators for fire rescue, the buildings and our portable generators as well as wastewater uh so that they maintain readiness when needed. Uh the capital that you're referring to is the 60KW
propane generator that is at station 19. We are constantly chasing gremlins with that guy and Allan has recommended that we uh replace that unit. So the ATS is still good, the new MTS is good, but the unit itself is becoming unreliable. So he's recommending that we replace that.
So that's that 39,000 that you see there. >> So you'll be around to talk about those things when we get to capital. >> Absolutely. >> Awesome. Thank you. >> Anything else on the general fund with Terry? >> Okay. Thank you, Terry.
>> Thank you. Who's going to talk about code compliance? >> I can talk about it. >> Okay. >> Um, as y'all know, I u code now reports directly to me. There's only three employees and there's not a significant
change in their budget. Why so much overtime? >> When you say so much, you mean going from the 1,125 to the 2,700 >> if that's where we're going to land. Yeah. >> Yeah. >> Yeah. >> Jamie's looking at it right now.
>> Okay. >> It could be the same situation where the incentives are built into that and need to be moved to salary and wages. communications dropped off and went to Vince. Yes, >> there was a pretty big u uh projection
on the dues and subscriptions with wonder why that was projected to be so high before >> the deckard technology it looks like is the driving number for
that. Okay. >> Which I think is the vacation rental tracking app. So that's their ASM fees. >> So we're not >> So we're not trying to find the this was finding the trying to help find the illegal AB Airbnb, right?
>> I think so. >> Yes. >> And we're not doing that now. >> No, we still >> we are. It's just a software program. So it got that got moved to it as well. >> Oh, >> that's one of the ones that was transferred to Vince. >> Moved. Sorry. >> Yep. Oh, okay. All right. >> All right.
>> Good deal. Anything on that, guys? Nope. Okay. >> Um, >> AJ is available on Zoom if you if you'd like him to go over public works. >> Do you wanted to go anything? Anybody want to go over anything on public works
at this point? Deb, you're >> I'm Oh, sorry. >> I'll be right back. >> We'll talk overtime. >> Yeah. Although although I do understand that when we have a line break or a sewage problem or a backup that you don't have
a lot of choice. Um it is what it is. Uh in that respect is that right or you >> that would be for wastewater if there was a backup but >> this is just public works. >> This is just public works. >> Oh sorry. >> So why is >> I am here though if you guys have
questions. So, why is there so much overtime in public works? >> The Can you guys hear me? >> Yes. >> Yes, we can hear you. >> Okay. So, the overtime in public works covers uh when people are on vacation.
So, I have certain personnel that manage uh areas like Ans Beach when they're gone. I still need somebody to to fill that position um when they're out on vacation. But, those are the only times that we have overtime um in the majority of public works. The only other spot that we do have any overtime is uh once
a month we have a generator maintenance that has to run and my building maintenance uh guy is here on Saturdays to help cover that. But outside of that, that's our general overtime. We had a little bit more overtime um show up this
year because we were uh down a personnel and so we had um somebody covering that until we uh have now since filled that position and just a little bit of a couple weeks of training. But outside of that, it looks like that might fall into
the same realm that uh what Jamie had on there that there might be additional things in there um under the overtime, but it's not actual all overtime. So, is the the guy that's here on Saturdays, is that his regular hours or that's overtime hours?
>> Those are his regular hours. I have three guys that work uh on the weekends. Um and then partially during the week it's split. Um but just Saturday and Sunday there are three guys that are here and they are the the litter removals and the guy that um maintains
Ans Beach. >> So >> was your question about the generator once a month or was it >> Yeah, he said there was a guy that's here on Saturdays. I said >> so it's not overtime, right? That's what he said. >> That's what AJ said. Yeah, I'm asking.
>> But the one for the one guy that comes out on once a month on Saturday is our building maintenance and he's here for a couple hours. Um he'll usually save up some additional work that he's going to do at Village Hall that would require, you know, doing
something noisy while people are there. So, he'll he'll complete it during that time. So, he kind of does it as a dual purpose because he's got to monitor the generators as it does its transfer and then he does that for a couple hours. Um, and then it transfers back over to um to FKD Power. Um, and during that
time he'll do additional work. He's not just sitting there. >> I'm confused. >> I'm confused. >> His normal schedule is during the week and once a month for maintenance of the generator. He comes in outside of his
normal schedule and gets overtime on the once a month Saturday for the generator maintenance. I thought he said he had somebody on Saturday. >> He was talking about I don't think he heard the question correctly, but he does have other people that work on Saturday >> and they can't cover that.
>> No, they don't know anything about the generators. >> Time to train. >> Well, isn't the generator outside where he could do it during the week? >> Yeah. Can't do the generators through the week. That's the other half of the question. >> Um, it has a lot to do with this, too.
I'm I'm chiming in AJ. I I switch off with Eddie. Either Eddie or I need to be here >> because of all our servers running at Village Hall. If something goes sideways, um there's a lot of money running there. So, we have to make sure it has power there. There was a situation a few years
ago where it didn't switch back. The switch burned up and the power went dead. >> Oh, I remember that. >> Yeah. So, uh we almost had a fire in the electrical room. So, it's it's a serious situation where somebody that kind of knows something about electrical needs to be on site.
Um, and it's important to exercise the generator to make sure it's working. >> So, >> I I agree there. >> Okay. >> And it needs to be done on Saturdays. >> Yeah. Cuz otherwise you're disrupting um Oh, the the power goes out for a
matter of seconds. But I mean, we could do it during the week in the morning early. We we can look at that. I can talk to AJ about that. >> I'm just looking at the overtime. >> Okay. But Eddie does do things there on Saturdays that he can't do during the week, too, in Village Hall.
>> I think that's what AJ was trying to say. >> And Eddie's a salary or a >> hourly person. Yeah. >> Okay. >> That's quite a bit of overtime. Like I said, that what you see there in overtime is purely because we were down a position.
>> If you look at our regular styler and wages, it it was down. >> Okay. So we couldn't skimp a little bit to to um keep the overtime down.
I mean we we had 14,524 in overtime this year as a with the projected um and again like I said you're talking 24 total hours
uh for the building maintenance guy through the year. um which is a couple thousand and then the additional overtime that you see there that we've spent this this previous year was because we were down a personnel and I had to fill those positions.
So the overtime, you can see there there's money there in overtime, but if you look at the regular salary and wages, that number is lower than what was uh budgeted and projected because we were down a personnel. >> Anna, >> so so the one guy that comes in on
Saturdays, couldn't we give him once a month, give him a Friday off and then he works on Saturday and then it's not overtime, it's regular pay. >> You can't legally change somebody's normal work schedule to avoid paying overtime. Really?
>> Really? >> I'm surprised >> if his normal work schedule is a Monday through Friday, you cannot change his work schedule to avoid paying overtime legally.
>> Just make his normal work schedule Monday through Thursday and then add Saturday. >> Yeah. So you could once a month. >> Absolutely. Once a month. >> So once a month he has a Friday off and he works that Saturday. Like I don't >> Yeah, you hire him that way.
>> Well, that's what he just said. >> Well, then who's running? >> Well, I mean that's >> that's an easy way to look back and see. >> Ron, >> I think >> Ron. >> Ron. >> Don. >> Yes, ma'am. >> Ron.
>> So So you need to help investigate this. two or three of us up here. Well, probably >> AJ, all of us. It's >> Is it more than once a month? Is it just once a month? >> It's just once a month. Like, I get that I can pull Eddie's overtime, but you're
probably talking a couple thousand dollars at best >> out of that 14,552 that we've done. >> Okay. But, uh, you know, when you're when you're down a person, sometimes you have to pick it up some other way. And I I know that when you're down a person,
sometimes it has to roll into overtime because you don't have a choice. But I think where the person that we lost was one of the weekend guys. >> Um so I mean we we did what we could do. And then part of that was a little bit of the training. Um
the overlap on that with the new hire. But I mean if if we didn't lose the person, we wouldn't have spent it in the overtime, but we would have spent more money on regular salaries this past year. >> Overtime is more expensive than regular time >> by half. >> By half.
>> Understood. But it wasn't a a one for one. They didn't work 40 hours of overtime to fill that position. We had some overlap. Like I would bring the guy in instead of starting at 10 o'clock, I'd bring him in at 8:00 just to so he would get two hours of overtime on that day to
help cover that that other additional area. So I I didn't pay somebody 40 hours of overtime collectively to fill that position. >> We picked up a couple hours here and a couple hours there >> to try to keep coverage. >> You couldn't because you didn't have
enough personnel to do that. So anyway, I think we're all saying it looks like the overtime's high. You need to figure this out, >> right? >> Yes. >> Yeah. >> Yeah. Okay. Anything else on moving
down? >> I got a question. We talked about last year we talked about vehicle repair and maintenance. We uh we talked about looking into using the county's garage since we already pay
for that in advor taxes. We talked about uh maybe getting uh you know an estimate uh having a some type of contract with maybe one of the vendors that you use.
We talked about one of your employees being able to do the normal as far as maintenance on the vehicles. Did you look into any of that through the past budgetary year? >> Yes. Uh we reached out to the county. Um
we we'll we'll follow up on it. We weren't able to get a lot of information from them to get anything on the budget numbers. Um, we we do general maintenance things, some things um with with their assigned
vehicles. So, some guys feel comfortable changing their own oil, so they don't they don't go and take it to the mechanic. Um, they'll do that and work it into their schedule. Um, but it's the other fleet that are not assigned to staff that have that capability that
don't do that. So we end up taking those to um the combination of the the two local mechanics. >> Okay. Help me understand the first part of that. You did or didn't look into the other possibility of using the counties
and and uh through the past year >> we h we have yeah we have looked into it but I don't have I haven't gotten communication with the county. It's been a little bit of back and forth to have any information on as far as what those numbers would look like. So, I'll
continue working with the county and and get those numbers and realistically look at it to see if it's >> a cheaper option than going with a new >> It's been a year and you haven't been able to communicate with them. Is that what I'm hearing? >> I've been back and forth multiple times
with it. I haven't gotten anything. So, I'll reach out again and start that process. >> So, is that going to take another year? >> I I don't hope not. I hope I can get some information from the county on that.
>> Can we task our manager to maybe lean? >> Ron, I think we ought to look into that. We we've had a year looking into that and it seems like we should look if if we can't use them, if they're not good to use, if then we need some kind of compensation to come back from the the
county and we're paying for that building and the staff that's there through our adorn taxes and I think that there's several other areas similar to that and if we don't want to use them or we can't use them then we shouldn't be paying for that. I don't think it's been
explored myself. >> Well, and and perhaps it hasn't, but those are large numbers. The um Island Pride Cleaning Service, I guess you got a bid from them and they went up on their uh yearly cost for us. Is that
right? >> Correct. Um public works has not increased anything. We cover the village hall, the second and third floor for uh the custodial services. Um, recently with the green turtle hammock, uh, Peter
had requested that they include that as well. So, that was the increase on the public works side of it. The other increases, uh, came from the, uh, parks and wreck um, side of it. So, they do a lot more cleaning of, um, the community
center, the, um, the parks office and that area. So cleaning that little building at Green Turtle Hammock has cost what? $583 a month.
>> I mean that's it it went up $7,000 a year. Was that through a contract negotiation or did >> My we just pay them $7,000? The note says is $6,000 additional for green turtle hammock. So $500 a month.
>> Really? >> Okay. >> I don't know what >> how often, >> AJ. How often do they come to Green Turtle? >> And I would have to ask Peter what he what they requested.
>> Asked who? Peter. Come on, Peter. And the the park has their own line item for island for for cleaning services. So >> So this is for the second and third floor. >> That's for second and third floor. The park has their own line item for cleaning
>> and green. >> Second, third floor and green turtle are included in this total. >> And what's the other one you're talking about? >> The parks and recck department. They have um a contract with them separately. So
>> for cleaning the locker rooms. Yes. >> For cleaning the tile, deep cleaning. >> It's much it's needed needed there. >> So the so the increase that's the increase that we see in in the general fund for island pride cleaning. The
increase happened because of the green turtle hammock. >> Don't we have somebody renting that building though? >> No. >> No. >> No. >> Okay. How how often do they clean? Do you know? >> Yeah. Is it 6,000 a month? >> No.
>> No, it's bi-weekly. So, bi-weekly. >> Bi-weekly. >> Yes. Twice a month. >> Twice a month. Okay. >> 24 into six. >> Anything else on that,
>> Deb? Um, no. Anna, >> I know >> that's $2,500 of a a clean. >> 20 250 250 >> 25 I said 2500. I didn't mean 250 a
clean. >> You're on. >> Peter, did you hear that? >> Peter, >> did you hear that? >> She said that she'll do it for two. >> Do I hear 180? Do I hear one a go once? Going two.
>> Okay. >> I I don't know. A AJ, how often do you do just kind of price shop these things and check this? It's Is it something you >> So, the the the cleaning was done uh we did an RFP. This is they're under I think it's a 5-year agreement and they
have an increase that increase uh per year. I think it's based off of the >> on the agreement. >> What a >> So yeah, we do this quite often. >> Didn't we didn't we just approve something like this year since January
for island cleaning? >> Yeah, you guys approved the the amendment to add the pool into the >> It was for the pool >> uh not to exceed. Yeah, the the pool was additional this past year or this current fiscal year. >> All right, so help me understand something. We've got vehicle repair and
maintenance. We've got equipment repair and maintenance. We have building and facility repair and maintenance. And then we just have general repair and maintenance. What >> What is general repair maintenance? After we've taken care of all of our
buildings and all of our vehicles and all of our equipment, what else do we just generally repair and maintain? >> Excuse me. the I believe the general repair and maintenance is us and other uh entities to do uh the maintenance. So
it's not our guys actually doing it >> on on what >> like what >> help me understand on what >> I mean we taking care of our charging and splitting it up on that on which vendors are falling under that category.
We we taking care of our buildings and our equipment and our vehicles and what else is generally maintained and and repaired. >> That's something I'd have to look at. >> I'm sorry. What? >> He doesn't know.
>> That's something I'd have to look at. I I I don't know what the line items and what are being invoiced specifically under general. >> Okay. So, we can ask that question again tomorrow and you'll have an answer. Most of that is for fencing. Specifically fencing. >> Oh, okay. All right.
>> Sorry, I had it took me a second to pull >> that. >> That makes sense. Okay. Like where people run through run off the road and run. >> Some some uh windy day plumbing we for RPZ tests. Um and some welding specifically for the $18,000 projected
amount. >> Okay. >> PG tests. Yeah. >> Right. That makes sense. Okay. It's just there's a lot of different things, so it's hard to sort them to they make sense. >> Yep. Yep.
>> Okay. Anything else for AJ? >> So, let me ask you this. Are we at a decent stopping point right now? We can pick back up on park and wreck. Huh? >> You want to? >> Yeah. If we if we finish with parks and
w That's all of general fun. >> Let's do it. Okay. >> Get up here, Maria. We have a hunt to go to. >> Maria, you're always you're always on time and on budget, so I don't know what we're going to do. We can't pick on you for anything, >> but we're going to try.
>> That's not true. There's always something we can get better at. That's for sure. >> Um I don't know where you want to start, I guess. Um if you have any questions about my budget, I'm here to, you know, answer any of your questions. The main
thing is that I think that's changed a little bit or that what we're requesting is um more funding for our special events. And uh you know, as a parks department, that's our main thing we love to do is offer special events for
our community. It's a um service to the community and um we like to continue that and actually offer more programs and more events. And um we're asking 40,000 more in our special events
account and that is to help with our uh Beats on our bay series. Um music events, all our kids events is trunk or treat, the our springfest, um all those fun things that we do um yearly. But we
do are asking an extra $20,000 also in that account for our cultural events and we want to um add additional cultural events here and Emily is here to speak about those cultural events if you have any questions about that. So
that's the main I think change in our budget that we're asking for. >> So I had a I asked Ron a question and and I don't know if he's posed it to you yet. Uh but do we have a
uh do we have a special meter for like our watering and that that doesn't get charged back to the sewer folks? >> Do we have a sprinkler system meter? >> No. >> Water meter? >> We do not. >> So does all of the water usage that we
do also get build back to the Kargo waste treatment district then? Like >> do we know that? We do have >> asking if we have an irrigation meter. >> Yeah. >> Um I I without looking at it I don't
>> I'm sure obviously you know here in the park we probably have >> five five to six different meters throughout the park for different areas for irrigation. The pool that's on one meter >> and you know throughout the park we have several different meters but are I guess
your question is are we being charged? >> All right. So in my house I have an irrigation meter and I have a regular water meter. >> So every time I flush the toilet I got to give money to Kargo. >> I see. >> But but when I sprinkle uh my yard my plants
got >> I don't have to pay to Kargo waste treatment district because that's a completely separate meter. Do we have something like that to where they don't charge us for every gallon of water that we use in this park?
>> It's a good question. Um >> I can answer that for you if you like. >> Okay. >> Okay. So, yes, the park and all of our facilities have um have those meters uh the irrigation meters and the
irrigation meters uh are not they do not have any just as yours does. It does not charge Rod does not charge for those meters uh just the general use meters. So when we had uh when we had the leakage at the pool
uh and we were metering that that's on a completely separate meter. We're not giving money to the Kargo waste treatment district on that on that particular meter as well. Right. >> Correct. Yeah. And that that meter is on the same irrigation meter as the soccer fields.
>> Okay. Um the the great loan has its own and they don't charge that money goes to Marada completely. What Kargo charges us is on our own flow meter at the end of our waste. >> So it it even if another home is
irrigating their lawn, Keargo is not receiving that money. Technically Alamrada is receiving that money. We only pay Karda to treat what we actually pump to them. Well, >> the customer >> The customer pays what comes out of the water. The >> customer pays. Yeah.
>> Yeah. Pays what comes out of the water pipe, >> right? >> Correct. >> So, you want um you want money for special events? >> Yes, ma'am. >> But you you're you're not adding special events. You just need more money to run
the ones that you've got. >> We do want to add more. We do want to add more cultural events. And I have a list of the events, but again, Emily's here if she if you want more information about what she has vision for the
cultural side of things. >> And we just went through this where we increased what events pay to put anything on here. So, we've kind of already done that increase. I'm just thinking in terms of anything that might cost for whatever you want to
put on if we could recover that. Yeah, we're looking at um I think on for the events that we park puts on now, we're looking at about a 15 to 20,000 increase and um for the events as in
sound and and bands to pay for the sound and bands for Beats on the Bay and then also just the general cost of throwing events. It it costs money to put on our trunk or treat event, all the um you know, all the the
supplies that go to putting it on, police, fire, that's all kind of included. >> Uh I want to jump back to utilities. >> Um >> I would like to reduce that. >> We've got reimbursement to the school district on utilities. >> Yes.
>> And that didn't go down. And I was under the assumption that because of the agreement that we made on the park and the improvements that's going to be made and the fact that we're not going to be watering that field for a very long time and then once the turf goes in, we're
not going to be watering. Why wouldn't we adjust that number down? >> You're absolutely right. We just don't know what that number is. So, we left it in as the same number that it's been in the past and because we don't know what that number looks like. We were told is going to be around $6,000.
>> Okay. >> So, we could if you want we could decrease that. >> Okay. How much is it going to be, Vice? >> I don't think anybody knows at this point, but we haven't included in You have to include the supplies and the cleaning stuff and the field does have
to be watered is my understanding and it has to be sanitized. So, I think the $6,000 wasn't inaccurate. I even questioned Mr. feared out a marathon about it, but he didn't didn't really answer the question. So, I think it's an unknown question.
>> So, you think it's safe to leave the number in where you've got it at this point? >> Yes, we thought that was a safe thing to do. >> Can we keep a close track on that this coming year? And >> I think we should >> and and and really be able to justify it at the end. >> We'll do that >> of the year or the beginning of next year when we go through this exercise
again. >> What what I've seen in the past is because it was in the budget, it gets spent. That's what I don't want to happen. That's why I want us to keep track of this because I really want to know what that real number is because if we need to go back
>> and and have a discussion with the school board over that >> I think I certainly think they're willing to do that but I think we need to be able to quantify that. >> We'll keep good track of it. >> Okay. Anything else for Maria? >> Going once.
>> Not for Maria. >> Go. Yes. >> No. I was gonna wanted Emily to talk about me. You want to come on up and talk about >> Come on, Emily. Let's put you on the hook. >> Some things you want to do. >> You've been so patient to take your daily abuse. >> I am. Okay. Yeah. So, Maria was just clarifying that the additional money for
special events is partially increased costs for the current events. Bands charge more, things cost more. It is also the fun part that I get to talk to you about today. Um hopefully a few more events for the community in reviving
potentially some programs that parks and wreck has done in the past that are beloved that as I've gone around over the course of the year and asked people what they would like to see, they say, "Oh, I really miss this thing or that thing." Um so some ideas that we are
exploring putting on the calendar for this year should you approve the budget. um would be outdoor movies appealing to kids, families as well as adults. Um bringing an international children's film festival screening here. This is
surprisingly inexpensive and is a really great um program that offers kids an opportunity to come and over the course of an hour see a bunch of those, you know, remember those like Pixar animations, the cute little short films that they had at the beginning of the
movie, like a collection of that kind of thing. um made by directors from all over the world. So come in and do a fun event around that. We'd also like to add an Earth Day event including a recycled instrument making class and then uh kids
getting to play those recycled instruments as an orchestra um for Earth Day. So, just a handful of fun community events, nothing that is in itself particularly expensive, um, but things that would overall increase the programming and utilization of the
amphitheater and the park. >> Is there any special events or things that you're looking into in the arts district as well and working with them because I know there's been several >> thoughts about what's going on there.
Yeah, they are really um reinvigorated with their new executive director and it's great to see. I don't want to speak for her. She has her runs that nonprofit. Um but I can share that she
is hoping to put on a mural festival in that district this year. Um and has applied for several grants to do that from >> a mural festival. >> A mural festival. >> Oh. Has she talked to the planning director over that to see >> she has not
>> has not she thinks she's >> that's pretty scary >> waiting to see if she gets some grant money. So she's applied for a grant on that and if she brings it forward then we'll see what we can do to support her. Um but yeah, so I' I'm looking forward
to seeing more in that area. >> I wasn't laughing at you about Earth Day. It it just reminded me if if anybody in this town remembers back in the day when uh Holiday Isle held their Earth Day,
they always had a a uh they always had a sand castle, sand sculpture huge event uh for Earth Day. And that's actually how the beach at Holiday got built is because they would
bring in 20 loads of sand every year and it was all under the guise of doing great for Earth Day, but the beach got bigger by 20 loads of sand every year. So that's >> and the Chica would bring in diesel trucks to dump it and the helicopter to take the picture of the Earth spelled up
>> and it was such a no the environment. >> Yeah. But anyway, >> can I ask can I ask Emily a question? Can we talk about the pool, the wall at the pool, the elephant in the room that everybody's been calling me about that?
>> Tell Yeah, of course. >> About the bids that went out paying artists that people are calling and wanting to know why we would do that instead of using our local talent to do it for free. I'm told one bid was
20,000, one was 40. >> What happened with that? >> It's the first I've heard of that. Not me. I'm glad that everybody talks to you because >> Thank you for bringing that to me. I hadn't heard that. So, let me tell you what the villages RFP says. >> So, the village put out a request for
proposals for artists to submit um proposals for a history and records wall at the pool. The proposal has sort of there are two phases of this RFP. So a call to artists is a little
bit different than a um you know request for cleaning services as an example but you know some other kind of professional service. So we ran this in a in a manner where there are two gates. So first um the RFP is closed. So I think I'm
allowed to say that we received applicants >> 33. Yes, >> we received applicants. Yes, >> we received applicants. We received applicants. So, this is very exciting. And of those applicants, um the task
force will evaluate them and we'll pick up to three of the applicants to pay those applicants $400 each to develop a detailed proposal. The reason we're paying them to develop a detailed
proposal is that part of what we want out there is for there to be sort of a history of the pool. And so while we're providing them with some information, they're probably also going to have to do some research. Um they're going to have to spend a lot of time figuring out
what materials we specifically want. And it's fairly standard in the art world to do that kind of very small honorarium. And then the detailed proposals that we'll get from those three, the task force then will evaluate and those proposals will be
very thorough. They'll have a full budget. What kinds of materials are you buying? Um, you know, what are you budgeting for installation and construction and that kind of thing? And the task force will evaluate those. And if budget is allocated, then uh we would
proceed with one of those proposals. If no budget is allocated, we would not. The um >> $20,000 was our guesstimate in the RFP for what we are expecting those final
proposals to come in. You know, like up to $20,000 is what you could propose as an artist. >> What were the complaints that you were receiving, Sharon? >> Why would we spend money when we have local artists here who would probably do it for free? Or couldn't they have put in
put it in as their bid and they do it? >> I have not a clue. All I know is it's been sort of problems with it. That's >> It sounds like if there was an RFP, they could have come in and they could have estimated it and said, "I'll do it for free."
>> Whatever. I don't know. Am I Are we getting into areas that we shouldn't because of a >> I mean, I think we're okay. we're just kind of talking generally obviously when when the analysis comes forward um uh you know whe whether it's you know the
selection process we'll we'll have to deal with obviously what the proposals are and analyze it based upon the proposal. So um I'd say part of the reason I was I wasn't consulted in terms of the cost but I would assume that part of the reason is also there's an expense to install it like even if somebody
wants to donate it there would be a cost to install it. So like if not I I you wouldn't want me drawing anything. So I would not be submitting mine wouldn't even be worth being free but say I submitted something stickman it
>> it would still be a cost to to install it. So there would have to be you know some cost associated um that way the village could evaluate the cost to to install as well. So, um I don't think there there I don't think there would be a prohibition on somebody saying like I would just I would donate my time and my
efforts to see my you know artwork on the wall for the for the village. I don't I don't think that there's a any prohibition against that or there was not >> but it wouldn't have gone through the RFP. >> Yeah. >> Could they have done that? >> Exactly. Yeah. So you could submit
through the RFP and you could zero out the cost for the artwork and then you know if you wanted to cover the installation >> the RFP would come in with a a very low figure. >> Yeah. >> And then they would it would be analyzed by the uh by the um >> by the committee
>> the same way. Okay. >> Do you want to weigh in or No. Okay. >> Anything else? >> Thank you very much. >> Anything else? I haven't I think Maria and I remember all of the problems we had building the
pool. So, we can help that out. >> Is there anything else for Maria? >> Is there anything else we need to cover for tonight? Is there a motion to adjourn? >> Did you want to reopen public comment? >> Do we want We should open it up to public comment.
>> I don't have anyone signed up for you. >> Is there someone to do it at the beginning? Is there anyone on the uh on on the >> Zoom? >> Um we do have someone viewing on Zoom, but their hand is not up. So we we do not have anyone, but I just want to make
sure that you >> we will give them one more chance to raise their hand if they want anything to say tonight. >> Otherwise, meeting is adjourned. Thank y'all so much.