We didn't know how the challenging it was going to be this morning if he was alled up, right?

No, I know you didn't know.

It's not baking.

Oh, I love bread and sugar, but we're actually making it.

Did you make it?

I did this morning.

I'm impressed.

Good.

Good morning.

We're gonna call this uh workshop meeting to order, and Councilwoman Scog is gonna lead us in the purr and pledge.

If you will stand, thank you.

Heavenly Father, we thank you so much for the opportunity to gather for the freedoms we have in our city and in our state and in our country.

We ask that you would be with us today as we um go over budget um issues, and I pray that um we would be wise and use your wisdom.

And um that you would keep those safe that are and available to be here in we ask these things in Jesus' name.

Amen.

Rodriguez, Reynolds, Bill.

Here, five president.

Uh this morning you get to hear from our internal services teams, our Gen Gov budget related items.

Um as we get started, I just want to speak to the role that this team of individuals plays as we operate a a massive enterprise.

Um with over eight hundred employees, an over three hundred and ten million dollar budget, uh, the projects that go on throughout the city, the facilities that we maintain, um, keeping everyone in order in line, et cetera.

Um is hinged on the back end operation side of the city.

And this is the team that provides that uh for all of our um more public-facing, if you will, departments.

Um I also wanted to just share is as we kicked off the budget process and cycle in February.

Um, Mayor Hogamum had had a couple high-level things that he asked directors to really hone in on and focus on.

One of them was his desire and the importance of retaining our employees.

That we we work to ensure that we focused on the benefits and pay.

So I I just share that as we go through our updates today.

And you hear of some of the opportunities that we've accomplished over this last year, the challenges that are ahead of us and how the team plans to mitigate those or deal with those as they move forward in the FY27 budget.

And in order for us to continue doing the work that we do and serving the community we serve, it's critical that we have that workforce to be able to do those things that skilled that that stays with the city, that we have long-term employees so that it's not a constant retraining and reskilling of individuals that come to the city.

But instead of having to come up three different times, I put the three that I have first.

But just wanted to call that out so that there wasn't confusion or more confusion as we go forward.

So when we kick off with the mayor's office, our our priority and the lens that we're looking at is that we have a safe and healthy community where people prosper.

You've heard all of our departments speak briefly on their goals, and those goals all aligned to the city main four goals that go back to that mission or vision.

From an organizational perspective, this is the org chart that we have for the city as a whole.

There are 18 direct reports to the mayor's office between different directors and staff.

And our FY26 goals, as I mentioned, these are the four high-level ones throughout the city.

So maintaining that safe and healthy community, creating economic opportunity, excellence in government, and improving movement in and through NAMPA.

And hopefully you have seen in all the presentations that those are aligned to both the budget requests and the budget of current what we're doing.

From the mayor's office specific on accomplishments, we completed last week our third annual Citizens Academy, and so kudos to Amy for getting all of that and leading that work and effort.

We also went through a mayor transition last fall.

We had a lot of time planning and effort into having a successful transition.

And as we started early in that process, uh Mayor Hogobaum provided Amy and I about a five-page document on the framework of where we were headed and what he wanted to accomplish both in the short term but also long term.

And and as you see as we talk about our priorities for 27, um, those continue that alignment.

We continue to focus on the work that was of importance as we continue to maintain and move the city forward.

We also are focused on our America 250 promotion.

Um there's a lot of different events that are going on throughout the community in the area, so we want to be part of those works.

Gave us some new compliance laws we had to follow with ADA.

Uh, and so while that was a significant undertaking, the good news is it's been delayed a year, but we were so far in the process that we're continuing the work so that we don't have to try to quickly fix it next year.

So we're gonna continue with those pieces.

And that's been a large project citywide, not just out of the mayor's office.

Another big focus is our emergency preparedness.

Last fall we had a citywide scenario on power that all the directors and the leadership came together and identified and figured out how we would handle not just a large but a long-term power outage for the city.

We've continued with the fire district transition, something that's kind of been lingering out there for five years.

Dispatch for fire was moved out of the city services onto Canyon County.

So those are being done now at Canyon County dispatch.

Facility-wise, fire admin is closed on a new property as of this week, and so that's also exciting for them.

We focused last year as well on our standard operating procedures and ensuring there was continuity and in what we do and how we do it so that people coming in and people staying had clear understanding and direction of what their roles and responsibilities focused on.

And as always, community outreach is something we continue to do.

So Rick Kennedy, the accomplishments on that side and his team.

You also got an email, and we've implemented citywide a RAVE system that allows us to do emergency communication out to folks that need to have pertinent and quick information.