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Video-Count: 1
Video-1: https://stpaul.granicus.com/player/clip/5881?view_id=37&redirect=true

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MEETING SECTIONS:

Part 1 (Video ID: https://stpaul.granicus.com/player/clip/5881?view_id=37&redirect=true):
- 00:03:47: Biennial Budget Overview: Background, Process, Considerations, and Tradeoffs
- 00:11:15: Council Questions: Revenue Prediction, Quarterly Check Practices
- 00:17:12: Financial Status Reports: Department Staffing and Vacancy Rates
- 00:19:44: Levy Setting and Adjustments in a Biennial Budget
- 00:22:07: Flexibility, Contingency Funds, and Unexpected Budget Adjustments
- 00:24:36: Reserve Policy and Timeline of the Biennial Budget
- 00:27:12: Internal Budget Process and County Manager's Role
- 00:31:11: Pros and Cons: Two-Year Budgeting, Financial Stability
- 00:35:00: Finance Staff Responsibilities During Off-Budget Year
- 00:38:51: Tracking Spending: Current System, New System, Challenges
- 00:41:10: No Carryover: General Fund, Year-End Surplus Management
- 00:42:31: Community Engagement and Budget Narrative Transparency
- 00:47:18: Estimating State Budget Impacts, Bargaining, and Forecasting
- 00:50:54: General Fund Changes: Prioritization and One Ramsey County
- 00:57:18: Telecast Services Update: YouTube Simulcasting and Accessibility
- 01:00:49: Council Comments and Questions on YouTube Streaming
- 01:02:22: Concerns About Testing the Live Stream and Audio Quality
- 01:03:38: Testing Date and Archival Plan for City Meetings on YouTube
- 01:04:52: Partnership with Saint Paul Neighborhood Network (SPNN)
- 01:07:26: Director Wilmes, Follow up: SPNN Partnership: Cost, Staffing
- 01:10:52: Communications Priorities and Department Partnership Needs
- 01:13:20: Director Wilmes Commenting on OTC and Comm Team Partnership


Part: 1

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? ? ? ? ? ? ? >> Roll call, please. >> Vice Chair here. Councilmember Boeing. Councilmember coming Councilmember Kim. Councilmember Jones Council, president maker here, 6 president, one absent being councilmember Kim and one expected shortly being councilmember And Chair Johnson. ? Okay. so funny. We jump all right. So on a footing for >> I know that the council has really long just a commitment in prioritization of what it looks like to have biennium budget. And I think that it's really important today to have our colleagues and partners. And when county come and talk to us about their budget process. >> So really excited to welcome up at this time County manager Becker. And Deputy County manager Comfy. And morning. 2 weeks in a row when I was saying I hadn't done this for time and just can't landing. I know my calendar, Mdam Chair council members, thank you for having us today. We're excited to talk a little bit about our >> biennial budget and happy

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to take any questions along the way. So. We're just gonna give you a little background are processed. And we are going to actually talk about the process show your kind of overall budget calendar and then talk about some considerations because in all the structures, there are some tradeoffs and some pros and cons and certainly we want to be real about what those are. So in terms of background, we are fortunate enough to you know, having a 20 year history of doing these biennial budget. So we've been doing this for quite a while that's how it started in 2006, 2007 budget. The transition has been generally very positive for organization, both in terms of our ability to plan for things and kind of work through our year. Little art, 2 years, a little bit differently as you're going to see. But also in terms of just some some of that pressures on our fiscal staff to Ann Arbor and our directors and things like that. So there've been some real positives, but for our for our county, one reason why this, you know, works well as we do have fairly stable revenue streams. Now. >> Obviously, we're in a unique time where those are a little bit more challenge. But in general property tax, fairly predictable CPA, sort of have some of those numbers that we can. We are, you know,

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estimating necessarily to widely on over a year over year. We definitely have the opportunity reduce some of the budget for tea. And then as I mentioned, this ability to focus a little more, a strategic planning and then And then more importantly on our second years, you're going to see we spend a lot of time, an evaluation and performance. We want to look at where we put money in the previous budget kind of art. What did we buy and sort of are we getting the outcomes that we had hoped to get and and it allows leadership to focus more on implementation instead of constantly planning. So I can say right now in the second year of a biennial budget. are in the first year biennial budget. It's it's really kind of good time for us to do a lot of other budget pressure work. So instead of just trying to build a budget right now, we're actually spending most of our budget time digging in on structural things that we want to see fixed worked on. As as of right up into that next budget. So so let me just explain to you a little bit of the slide here. So I wanted to show the distinction between what is and I'd year even here. So yars it's really our year, too, of our budget year. And then you're so right now we're show you 26. But right now we would be on an even

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year, obviously. So. O those I've years we are doing performance and supplemental budget. As I write to that up. >> We plan for it in 2026. In the performance years for Got it. Okay. Yeah. We're ding that right now. We're doing our performance here. So regardless of which here we are in, I just want to make sure that, you know, we still do some of that. The same process, Aziz it both years. One is one of which is I will present up annual like one the budget to our board. I will present a 2027 budget in late August to our board. Now that budget is they've already kind of didn't get a lot of the work on that budget last year. They already set a levee for that budget. However, they can make some adjustments as we go through this year's process. So once again, our board will pass Levy Max Levy every year, even though we have a biennial budget process. In those supplemental the levee has typically been unchanged. The only times that we did make some changes was during COVID. However, we know that now with some of these fiscal conditions, maybe some of those fluctuations might be a little more something we might consider doing. And then in the biennial budget, the board actually adopt 2 years of levy to build that budget. So last year when pastor a our budget originally, it was at 9.2 5

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and then a 7.5 for the 2 years. And then they ended up bringing down that first year. And then this year they'll be able to have a conversation about that. Second number. But budget itself is already built department's focus performance on want to set a year's the other years. The county board, you know, all departments will come in get presentations both years. We spend on probably good for and a half days of every department comes before the county board and talks about their budget one year. The focus is more on the performance metrics and we actually should open up our open data portal. We talk about the metrics that they're measuring their budget against and then in the budget year, we obviously talk and its spending priorities and needs much deeply. And then we a different type of addenda process last year where the board actually sat down and tried to talk through things that would potentially be cots and they could be additions. Who added that the process could be either one. But primarily we're looking at reductions last year to try to bring that levee down. And so we went through that process in early November so that our fiscal staff that have time to then we have make those adjustments into the budget and then obviously we do the truth in taxation and then pass the levee in December. So why I want to show you? This slide is just some things

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happened both years. If that makes sense. Thank you. County man. Yeah, I really appreciate just I appreciate this line. A lot to see how when it comes to like. You know, you're wanting your too. So that was really helpful for me to I saw that council president had a questions. I just wanted to pass us real quick. It breath. So council president, thanks, Madam Chair, thanks, county manager really appreciate this conversation. I especially love the fact that in the. >> I think we have been thinking about the value of budgeting from certain the budgeting fatigue, like you not having staff immediately go from budging from one year to Beijing for the next year. But this value of the performance metrics is also so important, like time to actually see how a program is working before we have to decide whether or not to budget for it again. So. >> This is great t see and curious. I know you mentioned that the county board in the budget year will adopt new levies for both years. And those aren't necessarily the same. You might have 2 person living increase next year, 5%. The second year. >> It feels at the city level anyway. And maybe this is just because we're on annual budget process that each year we are surprised by the size of the gap that we have to sell for in the next year's budget that we somehow couldn't predict

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that out last year. I'm curious. So if we were to think about like setting the budget, levy increase for both this year and next year, we would somehow have to have a sense of what the cap is going to be 2 years out. And I'm wondering, do you have the same dynamic? Says the county financing just different. So it's not a surprising or do you have a way of estimating that kept out 2 years ahead? >> Thanks for the question. Madam Chair Council members, I'm Alex Cuts and the deputy talking manages proud Saint Paul resident. >> So that's a really good question. And I think it's something so I've worked in a place where we did annual budgets that I work for the state that does a two-year budget and it worked. >> For Ramsey County, that does a two-year budget. It's kind of about lake like the county manager mentioned our revenues are typically pretty solid like we know what the state is giving us for county program aid. You all know what the state would be giving for the city portion of that. And then. >> Other things like fees, federal revenues, state revenues are pretty consistent. I will say that with a slight caveat with like HR one and some of the things with the federal government currently. But then we project

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out the bargaining. We'll talk a little bit about pardoning later we have 3 year contract. So right now we know if they otherwise we estimate them. So the main drivers are but of our budget are easily predicted into the second year. And then if we have to. So the reason we would open the budget in the second year is something like you mentioned, something changed with the federal government, something change that the state government. We haven't done it for bargaining. We can plan for bargaining and the bargain within what we planned for. I think it's a shift in mindset. then I also think what we are making new investments sometimes like this past year when we've had make a few investment, we didn't have a lot of investments, obviously because it was a difficult budget year. But some things we put in the first year and some things. People had to wait till the second year. So there are things that we already know are going to be additional things that we're going to be expanding are doing. But those don't do those don't happen. S so they're tech technically. You know, some people got things right away. But other people had to wait a year in order to get some of those additions. So that helps a little bit till.

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As a follow-up to that, I guess one of the things that I just wanted to know for the county to how your current like budget cycle occur? You're you're you're in close or how do you currently track just like how? What you budgeted for your whining here to like how they're actually coming out at the end of the year. So like just kind of that, we've had conversations about the budget to actuals here. As a council and the city and just wondering how you guys currently to that process and the county too. >> Sure. Thank Madam Chair Council members. So we have a regular year in closer on a calendar year just like the city. So we close. We start closing in January and February during the time where we're paying the end of our bills and then we finish through the state audit. We go through the offices, state auditor the single audit that takes us through June or July to try meet the September 30th deadline. That's always our goal. So in terms of how that interacts with the budget every quarter we're doing projections of are we making budget? Are we not making budget how our investment revenues coming in, how our taxes coming in for the 2 times here that people pay their taxes and we're estimating we just did that

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last week. We're telling the county manager, hey, it looks like we're good here. Looks like here is where we have a whole. What are we going to do to manage that? And so the two-year budget. it doesn't impact our year and per se. We're constantly trying to to balance to that budget. And if there were something so maybe maybe part of the question what you're getting at is if there's something unknown in the first you're not you're carrying into the second year, right? So you're lke, oh, wait, that didn't turn out like we thought it would. And that's going to impact the second year of budget. We would try and correct for that in the first year for that's moving funds around to correct for it. We're making a different decision are holding positions are planning for that. So between the quarterly projections the year and and then we get to the second year. >> And I think a lot yet know that actually is a really, really helpful. So thank you so much Deputy County manager. We've actually had conversations about budget to actuals here in part for that practice of defect quarterly check. And so it's cool to hear that. That's something that you have embedded in your practice, especially partnership with the county manager. I And from the staffing Kincaid, can you speak at all to the department, the

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department staffing when it comes actually being able to >> put those numbers together and just like what staffing looks like for that. Time for the quarterly. Yes, so we so we just had ours on Friday. >> And they're called. just hoping to this my financial status. In fact, financial status reports a call at stars and the county. We get them by service team and then basically we sit for a whole day and you know, the Contra we have contro lures that basically oversee a service team is like a bee 5 to 7 departments and we go through and look at all how every single person is doing and then I can ask questions about vacancies like this revenue seems off. You know, so the CFO nice it kind of with our gap, the county manager of that area. We kinda go through all that and certainly as of today because we just had on Friday. I know where are points are and then we're ready going to be working on, you know, things that we need to be doing to say, hey, I need we need more information here was this. Was the revenue coming in on this one and do we need to work group to? So the earlier you sort of get your sight lines and the some of that you can't you have more choices. Honestly, I think that's the best part about being a little bit strategic. Is that day the pot

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of money? Is it what it is? But you can be strategic about sort of how you move resources around based on where, you know, you have gaps. And so the more information is just more helpful earlier as possible. So, yeah, so that's kind of how I would say in terms of staffing. That's one of the main jobs of this contro. Her role. Is to make sure that they deliver on Fs ours for us every quarter. It may it to how many positions were budgeted? What what's your vacancy rate in the budget? How many are vacant now? What are you projecting the field for the rest? And when you get down to department many people know you have some and then you projected out the rest of the year and then. >> If it becomes a problem in really tough years, maybe we do a hiring freeze. Maybe that's just in the service. You maybe it's county wide. We look at ways that we manage actually. Personnel is probably one of easier things too to project forward because you've got the every 2 weeks on that. I think the harder areas are like contracts or legal fees, things like that. That or what is the investment market going to do in the next 6 Those are harder to Project Council president. Thanks, Just to be clear, the once the levees are set in December for the next 2 years, the levees

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do not cannot change the second year. Levy can your look up. And yet every year the board has to settle >> It's just that the budgets are ready, sets all come and present a budget. And I could actually present. >> slight increase or decrease as well if we wanted to do that. But we typically have not minus COVID. The county manager come in and said, hey, we want to have a I think a 0 increase right during COVID. The generally out present basically back to the budget that they they asked for or they've already approved. And then they can decide, you there's some things that they like to do differently and then we would work on those things that's helpful. Like worst-case scenario, you're not. Committed fix to a certain size on few counties if you ensure commission council >> The I think the main difference first byline, you have to set a levee every year until every year in a set. The levee has a. Legislative branch and then. And then the planning is you don't run a full process. So this year, none of my departments are running budget process right now. This is the performance here. They're thinking about what are their performance metrics? How are they going to present them? They tied to their budget. They're looking

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at those cases, not the budget. So if we were to change something in the budget would be something coming down from the state coming down from the federal government or from our board chair or the county manager saying, hey, this one thing we really need to change and that's what we would >> And there's an opportunity for us to work inside her own budget to keep levee we passed that we just have to make different privatizations, you know, so it's really balance of Dewey. If there are significant changes that would increase the Levy as the board wanted to that as a part of a levy increase or want us to make hard decisions within the budget that they've already passed deaf. And so you kind of bring that think this is where the city in the county have a lot similarities, especially the last few years. We've had a lot of things coming at us for past that have had to really adjust or make changes. Frank, quickly, and so even in budget cycle, you found that you can kind of adjust to that. need know that. That's something that you know, what, for example, I don't know how you all kind of like head of the snap benefits peace. But just something that I'm aware of, that the county but what how have you, I guess to that peace could you share just in

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that moment of having to maybe make an adjustment to spending Micah hiring precision are just like when you're thinking about how things change so quickly and when you need to respond to them in a do budget cycle. Is the process really just comes to you, county manager and then to the board. >> I think there's an ounce can speak to this more but I do think there's a lot of flexibility for the county manager to make a lot of decisions within the county. Certainly certain things rise up to the level of needing a board action. But there's a pheromone about a level of action that they just expect me to keep the organization running based on the bigger framework of the county priorities. If that makes sense. And then there's, you know, obviously we specific threshold where we have to go to the board. If we have to move And you'd be able to speak more to those types of things. >> Yeah, Chair council members. I would say that. >> Any budget, whether you're doing annual or biennial budget, things you can't predict. So first, we have a contingency its 2 million dollars. That's not a ton of money, but it's enough money to cover certain things that you cannot predict and you couldn't ever have fathom happening. Something like

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Operation Metro Surge or a federal court case that we had to provide no security for things that were not predicted. Also, w asked our departments to pivot if things change in the year and say, hey, yu know, this is more of a priority right now than what we had planned. I need you to focus your efforts in that area and make sure that your staff is working on that rather than something else within your budget. The county manager, as we talked about the financial status reports, does a good job of saying, OK, here's where we're spending our time and money and it aligns with our performance metrics. And this other thing came up and we need to kind of pivot there and really focus in on a few different things. For most of it is done by side most of its done by the county manager and the administration there. There aren't very many things that would have to come to the county board unless there was a change total intend money o fte major fte changes. Okay. Don't thank Thank you for like just kind of going into depth of about 2 million dollar contingency Just it sounds like there's a lot of preparation from that. You currently have reserves that you find or do you find your county reserves and that really relation or is it the 2 million dollars contingency kind of serve that

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No council members are reserve policy as at least 2 months of operating funds. General Fund Fund balance or unrestricted fund balance. That is set by our by our commissioners and also reported to our rating agencies and the state. I personally think that's a little low. We aim for more like 3 months. Bsed on what office of the state auditor, not us. And so I guess I'll time your last question of this question. In order to use money from the General Fund balance, you have to go to the So if we were to have a situation where we needed funds for to close a year to close the gap that was unexpected. We go to the board. Explain that to them and they have to approve it. >> Thank you so much. And I know we will have a short time from South. Want just continue move us along we'll stop a filibuster to those are great. So we just want a quick show you our timeline for this year. And just kind of gives you a little flavor of what I have described year one. But, you folks are working on their performance measures. >> I actually have them present to me earlier in July. So I can. >> Kind of help them flush out how they're going to bring information to the board. I'll do. I'll present a budget on

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August 25th to our board. It will be that 2027 budget. Obviously in the following year or last year, I presented a two-year budget. So it kind of depends on which year from presenting a one-year two-year budget on this just be the one year. all the departments. As I said, I'm like 4 and a half days. Every department comes before the board for about 45 minutes about an hour and talks about their department and the board has a chance to ask questions about their performance metrics. Then we have our public first public hearing at the end of kind of that first set of meetings that happened that night of the last meeting. And then obviously we hve joint property tax advisory committee meeting in mid-September that some of you are on the board will pass their Max Levy on September. 22nd. We tentatively plan to have an addenda conversation with our board. Should should they want it or need And that just means anything. They want to change with the levee. Be on what I presented. If they want to do that, then we would have that conversation and then we have a truth in taxation. And then the final of approvals. So that's what you And every year we go through this process, that's the big thing is that this process doesn't go away because we're in the second

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here and then why don't you go through >> Okay. And so then in a biennial budget year when the county manager presents the two-year budget, we have spend the entire year getting ready for that. So how it starts in the initial budget process, which is between December. So we'll start that in December of this year to present the following August. >> Through February is basically the initial budget process Finance Department and the county manager work to like and it set the parameters. What is our goal this year? What are the targets? What can a levee are we aiming for? What are the priorities where we going as an organization? What do we know about bargaining? What do we know about the state and federal government and our revenues? The internal service departments. So things like property management and it set their rates. The county manager will meet with the executive team and their leaders and the finance team will write the budget instructions. This i such an important part that I like doubled up on those bullet. Sorry about So that that takes us through February. Then in February, basically that process is handed off to the departments are service teams and the department staff were to make recommendations within

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the county manager's parameters and target and they get ready to present to the county manager and May. So every service team will get a target and they'll say, hey, here, priorities. Here's what want you to do. And no kind of look at what are their pressure is. As we talked about earlier, what it what are we projecting for costs for our staff? Where have we had holes where we spend more where we spent less and they work on their budget together over that time. From May to August, the county manager. That's basically her time to make decisions. So we'll have meetings to present all every department come and present to the county manager. They will spend June and July what we think of us lke a core team where there is finance. Our policy folks are at that table to tie the performance measures backed the budget and kind of figure out where where are there places? Are we over target? Are we under target? Where are the priorities where the county manager wants to lean in and add more during that time? We also meet with our budget chair and vice chair from the county board to make sure we stay aligned and understand where they're coming from. So when the county manager present your budget is not a huge surprise, too, then as they try and weed

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that process. So then the county manager will do we put together the proposed budget and she presented to the board in August 6 after that, the county board takes over the process. So the county manager presents her budget. The county board takes over the budget process. The same kind of a calendar that you just offered. Supplemental budget happens again. So the county manager will present her budget will have 4 days of department presentations. We set the Max Levy. We have an addenda process for any changes some years. There are no changes. Some years. There are more changes then. In late November, early December, we have the truth in taxation and we have a final vote on the on the agenda. You know, you all know this can use that the next level. Yu can't go over it. So the only way can go from there is down. Okay. So. On our last slide, I just want to say I'm a big fan of a two-year budget as a long-term financial professional. It's it's time to kind of take a breath and think, well, do we get it right? What worked? What didn't work reflect on the work? You did take tme to actually implement what you're trying to do and look at is actually working for the people we serve. And for residents or is it not? And should we pivot? So that is really nice guy would not

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enjoy going back to a one-year budgets. You're in a constant state of budget planning which makes it hard to reflect on the work you're doing. So there's stronger long-term planning, right? You've asked a few questions about how do you plan for that? It think you get in the mindset of constantly planning. I want to push us and our new CFO who is here to do 5 year planning. So we the budget for 2 years, but we think about 5 years, which is the next 2 to 3 years of the tails. Look like for us we reduce the administrative burden and how much work it takes to get a budget out and everybody's kind of set. They Here's or 2 year budget. I did want to point out we do not carry money between the budget years. So it's not like the money just falls over to the second year. We close out the year and we start a new year it's important it yes, it provides some fiscal stability, though. People know what's coming. They can department directors can plan ahead for how their staffing, what they're feeling when they're gonna focus on which he says provides little flexibility. There. And there's more more time as a sever oversight and evaluation like the performance metrics. It also aligns with the state budget, which is helpful. 2 us to know when the state passes their budget. We have much

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better idea of what should be in our budget. There are cons Last lacks ability. So no one can predict the economy 2 years out. And if you told me that mortgage rates were going to stay at this level a year ago when we planned this budget, I would not have thought that was true yet they are which impacts revenue that comes to the county. So we have to manage that and so there's economic conditions you can't predict. So we just do our best. And then estimating bargaining in state. Budget impacts can be harder depending on the three-year into your cycles and how they line up with her budget. >> just close I think it's been really great tool for us to because one of the big U.S. priorities that I have is reducing long-term budget pressure. If you've ever seen the Ramsey County Budget one of the big questions we asked departments in their narratives is what ae what kind of things are you foreseeing like 5, 7, 10 years out is potential pain points. And we have been asking that question over 4, 5, budgets. And sometimes, you know, by the time you're looking at it now, it's it was 5 years ago, 6 years ago. Those pressures are now the ones of today. And so because we even despite Mister Rich will surge, which I was really proud of our team

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because the one thing we were able to keep our our goals for this year when we started the year, you know, because we were trying to start this process. I was able to put all the fiscal people and that and our and directors and the Contra lures to focus on. We actually had a set of hearings to address everything that was in the budget pressures from the last budget books. I was really proud of that. Now we're not done with that work. We decided some of the things are closed. They were not budget pressures. Let's move on. There were many things that are kind of going to a phase 2 and they are going to be things that we have to. Figure out in the next biennial budget. But now I have a whole nother almost, you know, 9 months of runway. I mean, we sometimes we have to make really hard decisions and budgets. One example, you know, was obviously when we had to close detox facility in the last budget that takes many months of research and thinking through the process before you can make a decision like that or budget. So by having a biennial budget process, you can look at really difficult big things and be able to think through the process ease of how can we make this better before we have to make any decision. What's not working water that, you know, and you can really

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understand it instead of the on that hamster wheel constantly of like you know, we're just kind of like staying on top of just getting getting a book out. You know what mean? So I really benefited from it. As a new county manager. It's been I think help us be more strategic and to really make the budget, not just numbers and cents, but really a value statement of what we believe in. Because until you can step aside on the metrics, art, harder that way. You know, so. >> Thank you so much. Counter Iran, Deputy County manager. I council president makers hands all oer her person and a half. Some follow-up. The president. Thanks, Really appreciate this. 2 out. He said that during the 9 budget year. >> That gives time for reflection and for processing here like she could be more specific about what your finance finance staff. Sometimes reflections seems like maybe something more the department's would do what a finance staff do during the 9 budget And then secondly, I know none of us were here in 2006, but wondering if there's any institutional history that you can assure now or later about. What that transition from an annual budget to of annual budget entailed and how much time. A lapse between starting to think about that

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and actually being able to make the transition has worked currently in that position where in 2005 or and chance to maybe 2004 to us Stern, thank council members so all and to your first question. So what does finance doing that? >> Off budget Well, so we have a budget team and we have an accounting team. And so the counting team will constantly do the year and suff. The budget team we often look back at it like, hey, should we go meet with departments and see what work during that process and what did not work very well. Also for constantly looking at how the budget narrative reflects what we're doing. So it's more accessible and understandable, too. The actual residence. But I would also say the budget staff then can look at, hey, you are trying to do all these initiatives. Where are they? These are staff that have good to expertise on on your standing different things like the fees associated with mortgages. They could go. Look at that. We could really we're working on right now. Really looking at our property management rates every few years. You should be looking at your it and property management rates. Henry basing them and understanding, hey, are we actually using the right metrics to charge these out? Doesn't make sense or indirect cost allocation with

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the state federal government. Those are things that take time, energy and like focus work. And so we planned those out for the OSS budget year and they stay busy doing that. And then in terms of the transition, I would really have to think about that. I was not here nor have I ever transition. >> A budget from one year to a 2 year, but I would would imagine a table or you sit down and brainstorm. There's definitely half to doing that. I don't know. Did you want to add? I mean, think I can think of I got a look back what county manager was around. But there are a couple that I stay in touch with that are, you know? >> Even before my couple predecessors before and they might be able to that. Help us talk about that maritime take a beat or take maybe I'm Julie clients I think how far back to go. But she's still around. You know, there are people that were here at the time or even maybe a director to, know, it's been a while, but yeah, yeah, thank you for your interest. I mean, we'd be happy to, you know, talk to about anything around this process as we go forward. Yeah. Could you share just like which systems you currently use to track? Kind when it comes to? The city databases and things like that of like how we currently are

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using what we used to see where funding What d you use of the county? The tracks just how actually people are spending and you know what the spin plan is and how it goes through by month. So, you know, like, oh, there's a vacancy here or there and are spending here like how do you track that actively? >> So right now we have a 22 year-old Oracle people soft a system exactly. And so we don't do that super well, we do a lot of that money only to be honest, but we are moving to work day on January one of 2027. We've spent the last 18 months planning and getting ready for that will spend the rest of year getting ready for that, which will give us more ability to do those projections that you're saying and like month over month because they'll have different types reports that being said, our system has the budget. He's, you know, Hyperion is our budget. He's asking is are accounting pieces. Summit is our HR peace and they all come together and that's how we do our financial status reports to get reports out of those. look at the new project amount, you say, hey, what does it look like for the year and then the people that controllers, the budget analysts look at them and give us projections on regardless of how good your system is. You're gonna need a human to

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look at it and think about doesn't make sense. And does that lineup with where we think we're going to go and go talk to department heads and say, hey, what are you gonna feel? Are you planning to let a big contract where you're working with the state on different things? Has your revenues coming in what state statutes of change that might impact that? And so it's both pieces. It'll be great to have a new system that's more automated than what we do. Bt I work launching significantly due to that. Chair. Yeah, thank you. And I guess as a follow-up to one of the things that you kind of share that I knew it was just that there's no carryover per year. And I just wanted to have have you 2 more things about what that actually what that translates to is that just that throughout the end of the year, everything back into the general fund to there's no carryover, not even of programs that may b discerned Spent dollars are just like what exactly doesn't carry over from the general fund for your next? Oh, sure. I can have to. Thank Madam Chair Council members. So what that means is sometimes people think when you do to your budget, you have 2 years to spend the money o to your flexibility. And that's not how we run this budget. The end of each year,

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we close the year we have a year-end and that money does go back. If there's a surplus, it goes back to the General Fund Fund balance, which is what we talked about needs to be a minimum of 2 months of operating. But we do have things called projects or where something might take longer. Often it initiatives are projects like the ERP to going to work day or a larger construction piece would be a project or something that's going to take more than 2 years. We would go to the board and asked for authority put the money into a project with the specific intent. And so that money would go into that project. That project stays open across years until it's closed spends all of the money and is close by the county board. And those are for bigger things. And that's how we manage things that will last longer than one 2 >> Such a great this is such a great conversation and I really appreciate just being able to see an icy councilmember Yanes hand. >> your job said. Thank you so much for this presentation. I've been looking forward to it. And want to assure that like the council here has very supportive of the position to the two-year budget for firm, any of my colleagues and also even my former colleagues Circuit the council, if twos I also love what you may have

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heard from the the recent that. Thank you feels like that I think the state of the city like that. It's also in her chances to chance to transition to a two-year budget cycle. And so I think it's just, you know, really great timing for the city to do this because be see a lot of the challenges in a just how we operate in. And I personally I'm at and seen like how a performance review is missing from from our cycle overall year after year. And so this is fine and very hopeful and excited about this. wondering in the timeline here. Can you talk a bit about what community engagement looks like, whether it's driven by the county at the staff level were commissioners. >> Yeah. So it happens in variety of different ways. So we kind of see community engagement as happening across the board in every department based on their work of their department. So within the budget narratives, for example, there's a whole section where they have to write on that. engage front of their investments of of their work and certainly on the county has taken especially role of creating sort of some framework plans like our economic competitors, inclusion plan are all abilities planner, our climate equity action plan like those

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have come engagement. They all in and and we've been fortunate to have a board that's really been committed to giving a framework based on that feedback that we hear from community and not hving too re egage the community necessarily over and over again on things that kind of fit in the frame work at times there certainly. Project level engagement. But we also don't want to go back to the same conversations if we sort of have the frame and we let staff and then oftentimes even community members sit at the table with while we are executing against projects that make in terms of the budget itself, I assume that many of the new investments and the current investments are things we are talking the community about in those are things tat we talk about in those budget hearings and through those narratives and things like that. I it is one of our goals and we did it. I believe a couple year a few years ago where we tried to go out to the community a little further ahead of sort of develop like sort of informing people of the budget process itself. I think we that is a goal of ours. Again, I think have more transparency about the budget process itself. We also do a fair amount of engagement with Seth Town halls and informing our staff of how the budget is

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created as well throughout the year. to that, whether it's in my county manager, columns we host, I'm like I said, these town halls for employees and then in terms of where the commissioners come into play, you know, their job is to listen to constituents all year long and have conversations with me as well as our about things that they're hearing from the community. We make sure that we're thinking through those things as there. Both in real time passing policy every day as well as as they launch into the budget pocess. Once I presented my budget, I we do equip them with some of the the tools to be able to go and host meetings and talk to their community about things that are in the budget and to build get that feedback because after and of August, it becomes a little more of their process and where they can have an influence as to asking the questions to the department's. So they use that time to engage the community and then all the departments have to actually come before them for those conversations at mix. And so so I hope that's helpful little bit. I kind of see and hopefully, you know, you guys to with your elected roles. I mean, your job is to listen, your constituents every day of the year. And so it's our job staff to make sure we're we're

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we're prioritizing in building in those considerations into the things that we're bringing before for consideration and investment. Yet to question should go ahead. And then with those budget presentations from that, the different departments, do you make sure that all of those are completed before? >> The vote on the maximum levy says yes, we do finish those before the board passes. The Max Levy, though. That's that's not necessarily. That's been our historic practice. That isn't necessarily the practice of all municipality's. I will say that like at Hennepin County, for example, they do it after the board passes the Max Levy. How they do it is they adopt the county manager, their county administrators, budget, Levis number. And then they listen to the department's because then where they're going to make any adjustments is as as when they passed their levees that mix. So it's sort of strut their processes little bit flip-flops. I don't want to give the impression there's only one way to do it. There's you could go on either side of that. Mx Levy number technically on department presentations. my last question on that last. >> Slide under consideration. So one of the cars you have this estimate embark in his state budget impacts, but that

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can be harder and some key just a bit more about that because I'm like in terms of the how Holly, what happens at the state relates to your work in the budget. I can see like sales, tax, local government, Nathan, all that. And it may be hard to to get those So how do you? >> Are there like other other like? Pools dollars that you're thinking of 2, that's hard to project. And then how do you plan and prepare for that? >> Excellent question. Thank you. Madam Chair, Councilmember so for example, the next year for the state budget is a budget year for us and the state will pass their budget. Hopefully sometime in May. And then we have less time. We will only know sometimes they don't pass July, right or the end of June. And so we don't have as much time to plan. We have to make adjustments to our budget. We wll plan for what we believe. The state budget is going to be. All the departments will say, OK, here is my plan. Here's what I think is going to be in the state budget. And then when they actually pass it and we understand the language we might have to adjust, we may have to go the county manager and say, hey, this didn't turn out the way the department thought we need to make adjustments in July and August

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to call for the state budget. That's one specific example. Another example is depending on the bargaining here. So we do three-year contracts right now. It's 25. 26 27. So we will bargaining going into the 28 29 budget and hopefully we won't know, right, because we won't know. We won't finish bargaining for 28 till the end of 27 and will already have presented our budget to the board. So what we do is we sit down with our labor relations partners and our agent partners and say, hey, this is what I think it's going to be here. Here's what we think we can afford within the parameters of the county manager sets. And we do our best estimate and we pass a budget that's estimated and the county board is aware of what that is through close sessions and other conversations. And if we get it wrong, we have to make adjustments. But I also would say if you're in that mindset of here, the parameters with it with in which you need to bargain, then it's you don't get it wrong because you bargain within those parameters and planning. But just move it for the next time we bargain 3 years on that two-year cycle will know exactly what we pardon just like this time because it's a 6 year. If you do the math and you end up with 2 years where you exactly and you can put it

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in and there's no guesswork at all. So it's a little bit timing. For the rest of the information. We do trends. will look at a 10 year trend and work off of to make anything more consistent that scares And the other thing is, you know, like right now I'm about to have when I leave here, I'll go meet with the other metro County administrators. And as w share. >> Information like I have a lot of understanding on where people are landing there on different bargaining cycles. I can understand where they're landing right now with certain groups also just all that information while not perfect. It helps to create a very informed decision when we go our recommendation when we go into with our board in a closed session is I think we're going to need this much authority. Where do our best to get within that? And then, you know, and then the things can happen from there. So we try to get a lot of information and make very informed on forecasts. >> And could you share a little bit more of an example of just like what when changes are made to the general fund or just like department changes, what does or does not go to the board? anything that needs general fund money. So the county manager hs no authority to provide general fund fund balance for anything. So, for example, at the end of the

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year, if there's a deficit in a department or in a service team that can't be managed within that service team are within the county manager's authority. And we need to go get fund balance to basically close out the year. That has to go to the county board. We don't have any authority to get that money. We also don't have any authority to spend the contingencies. So if you want to request contingency funding, which we typically only do in the last quarter of the year because we expect people to manage into the budget even if it's unexpected. But if there comes a time like we couldn't, we couldn't manage it and we couldn't have anticipated it. The county board has to approve all use of contingency as well. Your question was about like department priorities and different things within that they can fill the FTC's and different things to make sure that the work getting done based on what the county manager and the county board passed. And so there's flexibility. They're just not in fund balance. Well, and historically, while we have departments, we've also had these groups of service teams and we sort of expect. >> The service teams to support each other in terms of managing budgets, too. So we don't have to go to the county

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board to sort of move. >> Money from one department to another to srt of close the gap and say, hey, this is really big problem over here. It's a high priority. You need to just pause this aspect of your work. While we close the gap here, you know, so we're making those kind of internal privatizations generally looking department by department. But we certainly feel like there's some synergy of a service team that should be considered first and foremost of like, how do you help out kind of this collective of 5 or 6 departments in and of itself is out of the way of saying we start expect people manage the de. deputy high managers oversee 6 to 7 service games and sort of that collective budget needs to be balanced as well. So and they certainly Nigel now with were certainly expanding that to recognize workers across the county and sometimes it needs to be more fluid. And that's where, you know, we can conversations. But at the end of day, here's what been telling a lot of our county leaders. You know, one of our biggest themes this year is one Ramsey County and just hold the wrk super loosely like the Money doesn't belong to you as a department that he's don't belong to you as a department, they belong actually to the people that they belong to the county. And

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if we need them or in one area, then another area like that's a conversation we're going to have. So I think that's a little bit of a change of mindset versus having. You know, we have 27 departments. It can feel like this is my budget. This is my fte. But we're we're breaking that down. And that's no longer the case. like, for example, it is rare for me to go to the board for Ft. If there's a vacant fte sitting anywhere in the county, I'm gonna say I think you need give back this other department that you're not using it right now. Like this idea of. You know, that we had kind of have things that are just for our department. That's that's kind of relic of kind past organizational operation. So. Yeah, I know I'm really what I will just say. Really excited about leadership at the county as well. Right now. I think manager Becker was really excited when that first first initial announcement came out because I knew that there was a lot of thoughts. a lot of whenever you're trying to shift culture, especially in an institution. But just around the counter, even in the city of Saint Paul, I could always be you, you know, a challenge because sometimes people have a practice of doing something but not

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necessarily a policy of doing something. And so it's cool to hear just a little bit about this process, but also I think how you just nme some of the pieces that I think are really incredible like the staffing, the funding. All of these things don't like says government entities, right? do belong to the people, but also they should be responsive to where the is. And sometimes that varies, especially right now on this period of unpredictability. You know, and just like. I would describe it as it seems like sometimes some of our really high valued programs are under attack by the federal administration in many ways. And so sometimes we have to adjust the local level when other places or not. When we're seeing something good, you know, out of proportion or something being more of a. And need at the time. And so that that mindset is super important. I am looking across just to see a sequel see if there's any other commissioner questions. I'll hand it to commute for the last word here just appreciative the time that you both have spent to do this and didn't have the presentation. I folks have questions that you probably. Well, I will say as a follow through of just yes, if you talk to former commissioner my heart or anyone that can provide some insight. But

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2005, 2006 year, council members are really interested in understanding what kind of went through that transition because I think sometimes we complicated transition that might be actually smooth and we anticipate and hear from people who have done that transition will be very, very helpful. And so that's something that will be a follow-up through. And if people are thinking and there's extra questions that come up, don't hesitate to reach out to them directly. Thank you, judge on. So think you're going to manage it? if the manager for the presentation. I do want to go back to contingency funds, 2 million dollars that this budget So to the extent that contingency funds remain and utilized, you don't need endured enough excess. That So ae those funds apply to the jargon balance at the end of cycle are dedicated forward and adjusted within the next budget For the question. They are because of the general fund things out at the end of the Thank I really appreciate your time WBO. Thank you for coming over 2 times in a row at county, next Wednesday. Don't that too. Loudly might actually have something All right. Welcome chase. Good morning.

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Good morning. Johnson Council members. My name is Chase Max. Fun with the Office of Technology Communications. And I'm joined today by a funny Schumacher, the executive director of steep on network. I'm here this morning to provide an update on OT sees telehealth services. Following my update to the committee in November of last year. I define telecast services is how we make public information and city meetings easily available and broadly accessible to our constituents on the platforms they use every day, whether it's online on social media or still on when your TV for the city's government access cable channels. Comcast, 18 in 8.59. OTC provide the services to the city Council and the Ramsey County Board of Commissioners to our two-year telecast services agreement which runs through 2027. Today. I-2 updates for you about telecast services will talk about YouTube simulcasting. We'll also give you an update on our ongoing partnership with Saint Paul Neighborhood Network, which is why finding us here today. I'm excited to share today that as of last week we started testing simulcasting of city council meetings on you, too. The world's most popular video streaming platform starting next week. We are confident that we will be able to

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publicly announce that YouTube is now unavailable platform to livestream city council meetings. is very exciting. This is a significant step forward for the accessibility of our public meetings and information. We've heard from many community members, including members of the mayor's advisory committee and people with disabilities. That YouTube is the preferred platform for highly accessible video content. Moreover, we know that this is where our community is regularly going to access video content and information and we want to meet them where they are. It also comes as early to see technology with Granicus was reaching end of life. And as we prepared our annual rnewal process for our grandkids, subscription. So making this transition made good sense for our technology, roadmap for council chambers, technology. OTC is working closely with council operations and communications team members to prepare messaging for the public. The meetings are now available on you, too. This will include a media announcement. Flyers, social media graphics and information on simple that of that you can share with your constituents. possible. Please help us get the word out next week. We're going to sharing the information through through J and Council operations. With

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all of you towards the end of this week, once the testing completed you, too. I want to give a big thank you to ROTC and council operations colleagues who made this possible. Jay Wilmes new having great wine or just a leader in just Zimmerman. Thank you so much for everyone who who chipped and helped us get to this important point. With that, I'll pause for any questions that you have on simulcasting of you, too. Council president, thanks, Madam Chair. Not a question, but a cmment really excited about this and not only from a this is where everyone is watching videos perspective, but also something I and I think others have heard loud and clear from the mayor's advisory council disabilities that is very difficult to use granicus for any kind of accessibility and YouTube is exactly the opposite. So this was something that was really exciting to be able to actually meet with them a couple weeks ago and say since the last meeting where you mentioned this, we are now going to be on YouTube really exciting. Thank you. Council president. Councilman thank you, Chair Johnson. I also want to make a comment quick questions. I'm really excited to be on YouTube. I know coming into City council. >> chuckled a little re seeing e-mail from my has been asking

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why he can't buy me a new to my parents. Also, you know, I had some challenges for navigating So this is something that they now can watch from So that is kind of good thing that could do that thing. >> But went this Just thank you for this endeavor. I'm happy to hear this. A pause in modern times now and we're able you know, ensure that are acessible. I do have a question pertaining to us being uploaded on YouTube would what EFI to all of the city, our committee meetings. I would. only the city Council. Great questions. So any meetings of the city council in your reports, the commissions that are publicly available right now for Web streaming will also to. >> I'll just note that Ramsey County Board of Commissioners not yet made the decision to simulcast on YouTube. So for now, we'll just be simple. City Council. >> We don't mind storms. But I think it would be very it'll be very helpful to just hear back on just how the first you know, first few takes they're going specially isn't transition. >> I'm excited been YouTube, I know when first of all that, too, great? I hope everything is well because now released during the term when severe that And just be nice to hear about how that's going,

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especially because I know that I'll like, you know, the first specially takes always are working on call with a quick 7 on so just kind of knowing that when when we feel like we've gotten to a place where there's a rhythm and there's a start and finish an all of those things will be really important because I think one of the things that comes to mind right is that we've had a couple of times where sound has a meeting and I would hate for that to be the case for for you to all of our lives being they'll be live in. Can't be ended on the back in and things of nature. So will be helpful to just hear about it. But overall, really, really excited. And gas thinks the team and to to our staff as well. That worked on trying to get this together because this is much easier to send to my and to my constituents to watch then the league to Thank you for that. The bat. Council bringing. >> I want to say thank to to people everybody involved this talked about ICU. The count there, too. So want to say thank you to you and our council staff. I'm very supportive and excited about this. I really appreciate the that it was the voices of our committee members that really shaped the decision to make to make this change possible, especially the utilizing a platform that folks are

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already very familiar with. wondering, do you have a like the site here says the meetings are now available because there of official date of like all the deals starting from this day and after will get in on where are you really going back to a certain want to make sure everything's upload it to us. Thank you for the question. So we're actually testing right now. So actually, we're going to live stream right now. And you, too. >> We're just soft launch. We very confident that we'll be able to go live in an ounce of next week at the first public meetings next week. We just wanted to kind of clothes that are testing period this week get some additional feedback from council staff and then align with struck the wilmes on that decision officially when we're going to head over. >> And then just a follow-up for example, is it that all you are? You're going back to a to try to get all the deals applauded. video, all public council meetings in 2026, for example, yet will be future looking. So all meetings starting next week moving forward and that there will be an archival fun. YouTube grant thank you for the clarification. >> Thank you so Council vice president w have like the 2 sides that I want to make sure that they get through. But

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then we'll ask any additional questions after a meet the teen. Wonderful. So my next update is about our partnership with Saint Neighborhood Network. So last year to seize plan to work with spend staff. >> Just support the city's telecast services both for city council and for Ramsey County. Since then, been working closely with spend a train, their team members that have been shadow OTC team members learn the ins and outs of her podcast systems and procedures, including simulcasting to you, too. The started in February and we plan to transition fully to spend managing the day-to-day meeting direction, duties under supervision. Starting later this month. Since early April spin. Team members have already proven to be proficient in managing many production independently. And we're excited for this big milestone later this month. I want to invite Bonnie to just share a little bit of information about 13. >> Thank you all for allowing me to Texas we're very excited to be a part of this process. We had a skin and also feel that this is a beneficial for us well to able to see the city council meetings interact with the council and just really built a share. What's happening out to our constituents and when folks

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come and talk. We also get some information that we can hopefully a better job of representing our city as well. So we have 3 staff who are mostly wrking on this today in Hawaii Bore and Stevens Brixey has been with CNN for 34 years. He ought to be retiring. At the end, beginning of Jne Ish. But we'll stay on as a contractor to continue to help with this process. as new to our but has proven to be very excited and interested in this process and is really great job. as you know, Ali is stepping up actually into our department as a director of technology and poductions. He actually came to us as a youth. What off came back. And so it's been a wonderful process for us to be able watch him as he's grown into his role here. So I think that we have a really good capable team. Everyone has a lot of good technical skills over the process. It has been a learning process as we've been going through. There's a lot to keep track of. I'm sure as you all know, and I'm sure it hasn't been without some of its bombs. So we do you know, as we navigate this new process for us to you've been understanding so, yeah, I'm super excited. Thanks. Funny. >> So I just want to again, thank Bonnie and, you know, as we prepare for this transition later this month, I just want

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to let you know that we remain in close contact with Director Wilmes team. We meet with them on a monthly basis to review our technology roadmap for council Chambers in telehealth services. >> And my colleague Josh Metering remains in close contact with funny and the spin staff as we provide oversight of telehealth services moving forward with that, I'm happy to answer any questions. Thank Marks on body for being here today, too. see a question from council president maker thanks to Johnson. Glad to see that this is going well. Thank you for the update. And this is going back in time a little bit November the appendix, which into spending a longer presentation. I realize it's all appendix, which so awesome because it's great information. There >> can you just remind us of the I know that. From a financial perspective, this decision to partner meant that we did not. >> Fill a role that we were. We will not be filling a role that we're losing out to see me for folks. One is retirement, filling that role. And I believe. >> And it allows the county to get on board other not actually sure understand why the county was participating in the cost of broadcasting their meetings before. But separate matter wondering then what happens with our staff

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and we're doing this work from a Z is the idea that they are now free to do other things like kind of give us a sense of how this all financially and operationally breaks down. Absolutely. So we are anticipating retirement on the video production team. So we will have that available Ft. The current plan is that we'd like to maybe transition that roll into more of a broad general's role for communications support, citywide. We don't have a specific timeline on that plan retirement. But we do anticipate that in the next couple years. In terms of so sorry. Can you repeat the latter half of your question? Does the president? >> So I'm just wondering from the city's perspective, the value of this partnership and financially in operation like. Does it save us money does allow us you to do other things, your team to do other things. What are they doing if they're not doing this? That absolutely. So we anticipate about 300 hours a year by time to do the broadcast for the county and the city. So that's 300 hours that we have back to do. Other types of communication support. A great example of that is a video that we just partnered with. You guys on for the response to Operation Metro Surge. We'll have more capacity to do those high impact

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communications pieces for the council for other departments in the city. S pen works on the partnership for Public Service. >> And will, of course, ponding amount of those hours be specifically for the council or do anticipate those being spread out more. But yeah, so I think they'll be available to all of our partners in the city who use the services in OTC for Communications Inc. So I as a follow through, what would you need from council that department to hear a little bit more about just what we would be looking at and hoping to partner with I know when I joined in being able to there's been a lot changed since then. But I know one of things around like a team, I have a header menus that are set up my doing some photos with in my ward was really, really great opportunity to do so kind of introducing folks to especially because we have somewhere residents on the Constantine. But if you can't be really cool to know, especially now with the council hiring a communications just what that partnership could look like and what information you might need from us to, you know, just what are you know, what we would like to see our desires absolutely. >> So I would say from that

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perspective, TC is a great place to is kind of the front door. If any councilmembers have a communications requester project, you can come through that front door and will provide the services to that whole lot of our our video projects, photography projects get started with that said, we also meet regularly with beef, too, on your current communications lead on the City Council. we're actively conversation with her as projects come forward. Also in conversation with Director Wilmes as part of our monthly check in on. >> The technology for council chambers and, you know, bring forward ideas specifically related to telehealth services in that forum. But always have you have a conversation with any of you on communications priorities projects are coming up. >> Thank you. Chase. And just to clarify to are we for the county to we they haven't signed on to do the broadcasting you, too. So they're not part of the partnership right now. There's still there's still kind of debating that they want t kind of do their own change management and roll out to the public. >> So they have the capability right now. We actually collectively made the decision to move to this new grant. It's system, which is kind of

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the evolution of their technology, which allows the simulcast teen. So the county does have the capability and they're actively exploring when exactly they want to make that announcement and move forward. I will be able to support the transition. Okay. But currently the city staff us doing the protesting still. Yes. So simple neighborhood network that transition fully over to spend will happen at the end of this month. >> A council, thanks, Madam Chair, following up on your line of questioning. But the county is paying for half of the cost of spending, right? They are OK? we are doing their meetings as well. Wonderful. Thank you so much fun. And I see diverting loans has some things just ask you to come on up to them. think was a plan to send it to my Thank you. Count chair, Johnson and Councilmembers. I wasn't planning to speak today but just wanted to comment on a couple things. The first is the great partnership we have with chases team in O T C. >> And and he was very charitable. thank you's to our staff earlier. But honestly, the heavy lifting has been OTC and really has established. >> A great partnership with them. And I think one of the things that I just wanted to comment on was in terms of their team and the

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communications support they provide have been very responsive to all of our request. But I think we've seen and why we established the communications lead position as we needed leadership in that space to really unlock some of their capacity and partner with them in a more sustained way. So I anticipate that great relationship will continue and looking forward to, you know, that comes lead person you know, channeling our voice, but also working with the expertise on their team. Thank you, director. >> fair work as well in 19 to sell. So providing that extra contacts. All right. That's funds we have. So I don't want guess I'm just gonna cut off or when. >> as we feel speed and we feel like we're we are of the community response to lot of what's happening. If you all see things that are happening in your community, please reach out to me. We have a program called the S former happy do interviews and things like that. So happy to have direct communication for things that you feel that they should be at or covering or having communication with. Wonderful. Thank you so much. And if you want to send that link out to us as well to stuff where >> it is, I'm happy to to help make sure that our staff knows

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about it too, and disseminated excess. Thank you. Thank you. >> All right. We are