Okay, good evening, everyone.

Welcome to the first hearings of the uh 2026 budget season with Board of Representatives Fiscal Committee.

Uh I my name is Eric Morrison.

I am uh co chair of fiscal committee, District 13, along with my Hi, I'm Andrew Zachary, co-chair of fiscal committee, district 14.

Welcome everyone.

Welcome.

Uh let's get started.

Uh first up.

We have uh operations administration.

Um director of operations, Matt Kenonis.

Why don't you kick us off, Matt?

Uh good evening, everyone.

Thank you, Chair.

Uh, we are kicking off the presentations for operations with uh operations administration.

Um, for those that are less familiar with the budget, um, just introducing tonight the ops admin, which really just focuses on on my office, um, but not the entirety of the office of operations.

You'll receive those presentations from the various uh department heads uh over the course of this evening and and other nights that are scheduled.

So just a general kind of open invitation as you are uh getting more familiar with the budget.

Should you have any questions related to uh either the uh operations administration budget or any aspect of the Office of Operations, please feel free to reach out to to me or any of the uh department heads that you'll hear from uh through the course of this process.

In addition to the capital budget, um, which uh our department plays a significant role in facilitating and executing.

So uh just kind of throw that out there as an open invitation.

Um we had a few slides that uh we had uh uh sent to the uh board office.

So uh defer to you, Chair, if you want us to flip through those slides, or if you prefer to go through the pages or just have a general overview, uh what whatever your preference.

Let's go through the slide you provided.

Christina, can you share your screen, please?

Thank you very much.

Great.

So this is just a uh visual representation of the entirety of the Office of Operations.

Um so this is something that we did uh review in depth with the operations department in a previous committee meeting.

So I would uh refer committee members to that presentation uh for more detail, but for the purposes of just introducing the budget, just to uh serve as a refresher, these are the various uh departments and divisions that fall within the Office of Operations.

Jump to the next slide.

I can just speak to the operations administration budget.

Um so you can see here it is um uh a smaller uh department budget uh in comparison to the other uh departments that fall within our office of operations as uh the task of uh the administration is really facilitating the uh overall work and providing the leadership structure for the department.

Uh the primary driver for increases for uh this particular year over year is driven by uh a uh proposal for professional consultant helping support uh the sustainability um efforts uh that were uh outlined in the Board of Reps ordinance passed in 2025 in terms of the development of an educational program for the pursuit of moving from gas power to electric powered uh equipment.

Um we have uh sourced uh a couple of potential consultants to help serve as kind of the professional services for uh spearheading that uh marketing campaign in addition to uh potentially tapping into some subject matter experts uh who are familiar with transitioning uh municipalities or other uh uh cities uh across the nation to the efforts uh that this particular ordinance has dictated.

Um, in addition, we have uh it put some increases related to PPE, um, some of those driven from OSHA safety requirements.

You could see also highlighted as protective clothing and uniforms.

Uh for those that are following along through the budget book, the uh operations administration budget uh begins to be highlighted on page 199.

Um so flipping through that, you can see the various programs assigned to uh this particular uh department, um, the emergency events, uh special events, and then the ops admin budget itself.

Um don't know if there's a slide that follows this.

If there is, you could flip to the next one.

Yes, perfect.

Okay.

So this one just highlights the staffing structure that falls within uh the ops admin.

Um so you can see here uh there's really four personnel that are directly assigned to this particular uh department, myself, the deputy director of operations, uh the administrative assistant and the operations uh process specialist.

Uh in addition, we also uh directly manage the school construction program.

Um here we have uh listed our director of school construction, which is uh technically assigned and paid out of our budget, and we do provide the uh day-to-day supervision and management of that position, um, but it also is is charged back to the the board of education.

Um just highlighting that.

So as you can see, it's a it's a small uh department in comparison to some of those that you'll be reviewing through the course of your process, uh, really designed to provide that leadership structure for the overall work assigned to the office of operations and in terms of year over year, uh, as I highlighted, really the main driver for any type of increase is driven from that uh consultant um request to support the uh mandates from that uh board of refs ordinance.

So I can pause here, Chair, and just see if you have any questions or uh if there's questions from the committee or members at large.

Thank you, Director.

Any questions from members of the committee or members of the board.

Okay.

Matt, can you go into a little bit more detail about the um the professional consultant, please?

Yeah, absolutely.

So uh this was an ordinance that was passed uh under the uh prior uh board of representatives, with which uh mandated that the uh department um under the oversight of the director of operations begin to transition the city from uh gas power to electric powered uh equipment.

Um in doing so, it gave a uh timeline for that transition.

The first uh I would say mandate in terms of timeline occurs uh 18 months following uh when this ordinance was enacted, which is to develop an educational program for the public to help inform them of the mandate.

Um our intent is to leverage um uh some sort of uh professional services uh to implement.

We don't really retain um marketing professionals in terms of our um our staffing structure within the department.

Um so we think uh uh a modest investment towards that would lead to a more successful education campaign, uh, one that we would look to uh work closely with the board of reps on given the sustainability goals of of the board and uh the enact the fact that this was enacted through really their initiative.

Um so it would be something that uh would be a collaborative effort, but something we would benefit from having a consultant and someone who is um uh professional in that uh in that field drive.

In addition, uh having those resources in place to be able to tap um consultants that have uh either served as advisors or even project managers to oversee an implementation of uh a program such as outlined in the an ordinance uh would be extremely beneficial.

Um we have tremendous expertise within our departments in terms of how we are executing the various tasks and missions that are assigned to us, but not having um to shift their focus to also uh source and research uh different um strategies to successfully implement this effort, uh, we would benefit from having a consultant to support that.

Um additionally, and and this was discussed when we were pursuing the the passage of the legislation.

Um we we are I think um quite aware that there may be components of this potential transition that uh the current market and technology uh may not be there for in terms of us being able to successfully transition.

So the ordinance does call for a clause that allows for the director to return to the board to either seek a further extension or exemptions.

Um so having someone who can give us a bit more of a nationwide perspective on how similar campaigns have been implemented in in various public work functions would allow us to truly vet um what is feasible and what potentially is is not feasible either based off cost or just where technology lies today.

So it's a I think worthy uh investment if we're going to truly kind of pursue the the goals of that ordinance.

Um any questions from members of the committee.

Any members of the board?

Any questions, Culture?

Oh, okay.

Okay.

All right, thank you.

Thank you, Matt.

Um thank you all.

Anything else you want to add before we move on to uh Josie with vehicle maintenance?

Uh just a uh general yeah, just a general comment.

Um I think we've we're uh extremely uh disciplined, I think, in uh submitting our budget this year.

Um most of the year over year increases are driven from uh um successful labor negotiations that have been completed um where those jumps are um not seen in prior years, but once contracts are settled, you see those salary increases hit the budget.

That's the primary driver for any kind of year over year costs.

Other than that, there's not really a dramatic year over year increase that we're requesting.

Uh, I will say that as the board has become quite familiar, and those that have been around know that the Office of Operations is on the front line serving the constituents that you all represent on a variety of different tasks that uh we all receive calls about.

So understand the need for uh fiscal discipline.

We tried to propose a budget that was aligned with that.

And should there be pursuits of you know further reductions, I would I would just offer that uh give us the opportunity to share the impact of such a cut um so that you can be fully aware of uh the any potential impact for decisions that um I know come before you.

So uh thanks for that opportunity.

And with that, I think you'll you'll hear about uh some tremendous work that all the departments are engaged in and uh some great leadership um following me, the CB.

Very good.

Thank you.

We have a hand from Representative Delacruz.

You have the floor, sir.

Thank you, Chair Marsha.

I just wanted to elaborate on the sustainability goals of the board, which uh rep uh director Penon is referenced.

These are derived from Mayor Siemens' executive order on climate change and the goals she has established for the city.

Um we are following her lead.

Um the program that uh director Kingone is uh outlined, is thought of following that lead.

Uh thank you.

Thank you, Representative.

Any other questions for Director Kenyonis?

Okay.

Thank you, Matt.

Next up, we have vehicle maintenance with Josie Carpzano.

Take it away.

I could kindly have my slides, Crystal.

Thank you.

Christine, sorry.

Hello, everyone.

Um, I am overseeing fleet management.

I'm currently filling in as a um director of fleet management.

Um, we have uh here the organizational chart of the department.

Um no changes have been made here.

If you're following along in your book, I believe we start at page 85.

Um there are no changes here to the structure.

Next slide.

So this slide, um, I want to bring everyone's focus to um what you're gonna see in your budget book, which will have a dramatic uh display of an increase of 1,415% on the vehicle maintenance line.

Um, what that really resembles is a consolidation prior to this fiscal year uh vehicle maintenance line.

So the minor object vehicle maintenance existed in every cost center across the city.

And all of those cost centers, we have made the decision to consolidate them for a number of reasons.

But if you can um imagine having a vehicle maintenance account line across all of our city cost centers to include the office of administration and the office of public safety, there is a dramatic um difficulty in being able to.

I'm sorry.

I apologize.

My dogs just decided to run in here, and there's three of them, and they're about to knock everything over.

So I'm very sorry.

This is why I should have stayed with Todd.

This is why I should have stayed in the office with Thomas.

Um so what I'm basically saying to you is across all our cost centers, we had a decentralized budget, which is really difficult to manage.

Um and it's difficult to maintain those levels of budgeting across the board.

If you can imagine if the highways department requires more money, then there's um potential transfers of budget lines, and and then the accountability of the dollars becomes very difficult.

So we made a decision to centralize all those budget lines under uh vehicle maintenance.

So what you're seeing on that vehicle maintenance line is it's going to go from about an average of 150,000 to um what I'm proposing this year.

And what this slide gives you is a year-over-year breakdown of the entirety of um vehicle maintenance lines to give you an idea of the incremental costs.

One of the important pieces here to focus on is that what was projected and adopted uh varies significantly from what the actual um actuals were at the end of the year.

Um so what you'll see from this next slide is that what we're proposing is a $2.6 million budget, which seems astronomical if you're looking at the uh uh average $1,500 uh $150,000 from year from the prior year.

But that I want to remind everyone is a consolidation.

Um the mayor did cut that down to 2.1.

Um, and if you look at the prior slide, you'll see that we we do anticipate that it will be about 2.1 um if you compare it from the prior fiscal year, but I was asking for an increase um due to just the increase that we're seeing across the board with parts.

Um the cost of parts, the cost of shipping parts um has gone up, um, and the increasing age of the fleet does not help that.

So I did propose a 2.6.

Um the the mayor did um reduce it to 2.1.

Um, but I do think that we could still potentially meet our mission with that.

And if we don't, we can always come back to the board uh with the justification.

So if you go to the next slide.

And here you'll see that the increases are the vehicle maintenance line.

Um and then the OSHA um safety line that I did ask for a $20,000 increase, and that's to support the age of our craning systems.

These are cranes that lift big barrels of oil for us.

They do need to be um uh renovated and improved.

Um, and then our seasonal line.

Um, we did increase our CNSO line.

We are launching a pilot program um to manage a wash rack operation to make sure that we're removing all of the salt and descaling all of our fleet, and that's important to maintain the frames of our trucks and the longevity of our fleet.

Next slide for short-term capital.

Here's the breakdown of our short-term capital this year.

Um, it's done by department and each type of vehicle that we anticipate we're gonna need.

Um, these are reoccurring items that we tend to order over time.

Um, we do break them down in this short-term capital breakdown.

And for major capital requests this year is the um the $300,000 for additional um charging stations at these locations in support of the VW state grant.

Um, and also the additional $100,000 for um the potential completion of the storage facility for um seasonal vehicles like snow plows.

Um also um the uh and our also our large um asset inventory of tires.

If we can get those out of the building, we can have other base spaces to be able to keep continue to maintain our fleet.

Next slide pending any of your questions.

Go ahead.

Yeah, coach.

Sorry.

Um, I do have a question.

I'm trying to figure out obviously the two point two and two point six million uh supplies.

Sorry, get the right term uh listen, but uh vehicle maintenance.

Vehicle maintenance.

So which items got consolidated under that.

So if I went to that last year's problem, where would I see them and how would I match them out for what you're asking?

So everything within fund 1000 um was consolidated.

So that would not that would essentially be everything with the exception of parking enforcement and blight.

So every department, um, highways department, stormwater department, collections, solid waste, each one of them has a minor object.

560.

Um, Christine, if you could put the slide back up with the first budget numbers, you'll see the minor object 560.

Um the one with the red squares around it on the budget book.

It's 56601, Jolie.

Thank you, Bill.

Perfect.

So five uh 56601, you'll see that across all of your budgets.

Um what you'll see in each one of those departments today for this fiscal year is it's zeroed out.

I see.

Okay.

So every other budget and you all sorry.

It's a consolidation across all the other divisions as well.

Yes.

Uh police and fire that they are included, yes.

Um, no, I'm I'm sorry, they are not.

Police and fire are main our vehicle maintenance lines are managed under their uh maintenance team, separate from us.

And so are there any other departments whose maintenance is independent of your um the it's not independent of us.

We do manage it, but they do keep it within their budget, and that's uh the WPCA as well as parking enforcement because it's a separate fund.

Thank you.

Thank you, Coach.

Is that great?

Any questions from members of the committee, members of the board?

Representative Del Cruz, you have the floor.

Oops, uh, I just unmuted.

Uh hello, Josie.

Uh, can your dog say hello?

They're they're outside right now, but yeah, I hear them running in.

There's a lot of them.

I see.

Okay.

Uh on the vehicle maintenance and the fleet.

Uh how much of the fleet is now or plan to be converted to electric vehicles.

So we do have a projection for three sanitation trucks.

Um, and we are projected to order 20 um DHEVs for the pool fleet at this time.

I see sanitation trucks now come in electric versions.

They do.

Mac offers a line of large vehicles.

Um, they're um they're individual ordered, but we do have um uh project where we're we're ordering three at this time, just to the pilot program.

You know what triggers my question is that the electric vehicles require a lot less maintenance than uh fossil fuel power ones like gasoline ones, uh no radiator and the water pump, all those belts, no oil pump, no, I mean uh dozens of things that just go that require uh require a lot of maintenance.

And I was wondering if that if that uh influenced the projection for required maintenance of the fleet.

Um I I think it I think it does.

Obviously, um we are accustomed to a certain type of vehicle here in the city.

Um, but um the order for these P uh H the HP PHEVs as well as these electric vehicles, I think is a testament to everyone's willingness to um adopt the program of sustainability and to also go into this in a very controlled um slow phased-in approach, and I think our main reason for that is not that we um don't agree, we absolutely agree that there's less day-to-day maintenance, it's the infrastructure that we lack to support an entire fleet immediately.

We would need to do a lot of electrical upgrades to support that, but this pilot of sanitation trucks and the um the pool fleet is a start, and I do think that we will only continue to look into more electric options.

Uh how does the infrastructure planning to be able to derive the benefits of electric vehicles?

Where does that stand?

Is that part of your budget?

Uh uh bringing the infrastructure up to speed.

Yes, we do have a capital um proposal for that, and that's where those dollars are to our are being requested for so we can do some um projections, some design, and really get some understanding of what we what capacity we have with our current um setup, but also what it would take for us to uh have more um ability to have charging stations at um all the locations in McGee.

So the sanitation location facilities, uh highways, and the vehicle maintenance area down in McGee, everything from 90 McGee to 185 MG.

I don't recall what budget uh you have for that, but is it sufficient to get up to speed uh sooner than later?

I think it's sufficient to start the investigation in the design.

I don't I it certainly is not sufficient to bring in the infrastructure that's needed to support a fleet of our size.

Um that will be costly.

Um, but it is sufficient to start the um process of understanding our current state and understanding the design and the potential requirements and the uh the value engineering for a project of that size.

Well, uh yes, the initial investment would be costly to use that word, but it's an investment.

Yes.

And the payback is undeniable.

Uh not only financially undeniable, but also we have to face global warming.

I agree, representative.

I personally have two electric vehicles, and I I can attest to the lower uh maintenance requirements.

Um, I think um it's a big thing to ask um the departments that maintain our roads to transition immediately, but I do think that with these pilot programs, we're going to see why this is of benefit to us.

And I I do believe that you you will see um us moving towards a more um deliberate um migration to uh a hybrid fleet.

Thank you, Josie.

I will stop preaching to the choir.

Thank you much.

Uh I yield uh Eric.

Thank you, Representative.

Any other questions or comments for Josie?

Okay.

Thank you, everyone.

Thank you for your patience.

Thank you, Josie.

Nice work.

Okay.

Let's move on to Dan Callori, solid waste transportation collections, hallway recycling.

You have the floor, sir.

Good afternoon.

Thank you for allowing me to present.

Um basically our overall budget is a point two zero 0.2% increase.

That obviously includes the subtraction of vehicle maintenance uh monies.

The um we have increases in our salary lines as Matt described because of contractual IOE issues, they were out of contract for two years.

There is uh in the transfer station 2141 budget.

You see a uh uh a budget decrease.

That is because there was a a supervisor erroneously allocated to that budget that should have been in 214 collections, so you'll see that substantial increase in that budget.

Um the overtime budget in all three areas is the same amount of hours, it's just reflective of the hourly increases.

The uh I've increased some of our seasonal money because I needed uh additional assistance with that.

Basically, again, all our increases are are in the salaries.

The salaries do include an additional collection driver two and an additional laborer, those are required because um on a daily basis, we're short between 15 and 50 percent of our staff based on injuries, age, vacations, sick time, things like that, uh workers' comp injuries, and we are drastically short.

In addition, next year we will be seeing some uh increases in collection areas.

If you're familiar with the pernaye road um additions that occurred through WPCA, we will be required to collect garbage up there next year.

We also have uh additional increases on Hope Street, Long Ridge Road, and some other areas.

So we're seeing some additional uh areas.

The collection driver two allows us to put somebody in addition to a fully automated truck, which is one man on a truck, um, and and collect to assist what we need to get done, and also do some of the other things that we have to do that are not in collections but are part of it, total distribution, things like that.

In Holloway 214, you'll see increases in uh recycling process fees.

That's the fees that we we currently are paying a dollar four per ton, dollar four and change per ton.

We're anticipating that increase to go up.

Um hazardous waste is gonna go up slightly.

So that's a four thousand dollar increase.

But overall, the uh the budget lines that we can control are are bit are basically flat, and that's always been our goal.

I'm here for any questions.

Um two one four on page uh one twelve, the supplies decrease of 518,000.

It looks like that's that's all the uh legal maintenance added up.

Yeah.

That's yes.

And you don't mind, please.

Uh there's a salary drop of 86,000, I believe I saw.

Yes.

That's in that's in 2141.

That's reflective of the supervisor position that was erroneously budgeted to that line.

That line you'll see is now in 214 collections.

Okay.

Any questions from anybody on the committee?

Anybody on the board?

Anything, Andrew.

I was just wondering you said it was 214.

I see there was an increase of 159,000 per salary under 214.

Is that also a new position or what what can you?

2142 was a uh a labor position.

I'm sorry, I didn't document that.

That was an additional labor position, and then the uh IUO in increases.

Okay.

Thank you.

2143 is the supervisor as well as the collection driver two position.

Okay.

Okay.

Looks pretty lean.

That's the goal.

All right.

Any any questions?

I'll ask one more time.

Questions for Dan.

Okay.

Thank you, Dan.

Much appreciated.

Thank you, guys.

Good luck.

Thank you.

Appreciate your volunteering, obviously.

Okay.

Okay.

Move on to stormwater management.

Uh Tyler.

Uh is Matt is director Kinona still with us.

Okay.

All right, Tyler, you're up.

Hi, good evening.

Um, representatives.

Um, thanks for the time today.

I see uh Thomas Turk just uh sat down at the table over there.

I think he has perhaps a more uh formal presentation uh to go over with you.

I'm certainly here to talk through the stormwater components of it, answer any other questions you may have.

Yes, so I have a presentation that encompasses more than that's on the agenda because of the whole department of transportation reorganization.

So the stormwater road maintenance, leaf pickup, snow removal was my traditional responsibilities.

Now I also have everything Frank Matisse had, which is shown as being presented tomorrow.

My presentation encompasses everything, so I don't know.

Let's do it.

Yeah, you gotta do a expensive hold or something.

Nope.

Oh, go right ahead.

Do you have the presentation?

It was emailed to Barbara.

Yeah, Christina.

Do you have the presentation from physical copy?

And then if Tyler's there, if you have any real specific questions, I have Luke here for any specific faculty or traffic questions.

But I kept it simple as far as just budget stuff that changed.

It's nothing crazy.

Okay.

Christina, do you have the presentation?

I am checking with Barbara right now.

Thank you.

Thank you.

You want to wait for that to come up?

Yeah, I think it'll be helpful because it's kind of messy with the reorganization chart.

I just want to be able to give you a visual aid on what that umbrella is right.

So it doesn't have it handy.

I have it in the auditorium.

Okay.

Christina, if you don't have it handy, I can email a copy to you.

Yes, please.

Um, can you please email me?

Thank you.

Or give me one second.

Thank you for your patience, everyone.

I hope this is the right one.

If not, Christina just went out.

The one that was linked.

Yes.

Yeah, that's right.

Okay, thank you.

You're welcome.

Thank you, Christina.

Oh, where to go.

You can try again.

Okay.

Okay.

Take it away.

Okay.

Next slide, please.

Oh, we don't need that one.

No.

Next page.

Very good.

Okay.

So the short version is I had highways.

Frank left.

I took everything he had.

And this organizational chart shows all of that together.

If you go from left to right, the transportation department now includes road maintenance, which has always had snow removal, leaf collection, and Tyler's group stormwater.

Now it all it's traffic maintenance, which combines signals and signs and lines.

And there's a new manager for that.

And then the parking fund.

So it's all one big happy umbrella now.

The next slide shows the uh organizational chart for the parking fund.

Do you have any questions?

There's a lot of manpower changes, but I have it spelled out later on.

So this is the parking group, which uh, so you have the parking operations foreman, and under him is a parking maintenance, which is basically the meter text, and then the other side is traffic enforcement.

So that's the new organizational charts, basically as of February.

Next slide, please.

So I only highlighted any real changes in the budget that I could actually affect if it's OPM or you know, HR stuff.

I didn't really highlight it.

So in road maintenance, there's not much changes.

Contracted services went down $7,000.

Almost didn't need as much.

And then as Joe's mentioned earlier, there's our vehicle maintenance fund was transferred out to vehicle maintenance.

So that's the two major changes in the budget.

You have some salary changes with the reorganization.

Which I mentioned staffing adjustments, I'll get to, but there's some savings there, I believe overall.

But there's not a lot of any major costs to the city with all this reorganization.

Uh leaf collection didn't change, snow removal, thousand dollars.

Stormwater management.

There's a little more money and software maintenance, 2500.

That's just not for inflation for what uh what they do over there, and then the minus 95,000 for vehicle maintenance.

So staffing adjustments, road maintenance division manager.

That was my former title.

That and it used to be traffic and road maintenance supervisor, which you still see in the budget.

That position was basically eliminated.

So that's your savings right there.

Now it's road maintenance manager, which used to be an operation supervisor position, which was elevated to the manager.

So there was two supers and one foreign.

Now there's one manager and two foreman.

So basically the manager position I had got eliminated.

They made a slightly smaller manager position who can focus more on day-to-day stuff, doesn't have to worry about any capital like I did.

That's all been transferred to traffic engineering.

The one other supervisor was downgraded to a foreman.

So now there'd be two foreman positions instead of one.

And there's one extra heavy equipment operator, but that was from the stormwater group.

It's overall the same amount of people, it just sometimes they flip-flop back and forth depending on needs from one division to the other.

But overall, it's a net zero for the city.

So the only real impact staff-wise, money-wise, is the elimination of my former position.

Any questions on that slide?

Any questions, everyone?

So overall, not a lot of individual account budget changes, it's pretty flat, minus the vehicle maintenance changes.

So if nothing, we'll go to the next slide, please.

I do have a question.

Um that's on the slide, but I'm looking at the budget on page 132.

Says there's something on personal property services.

We got an estimate for so that leaves us with a couple of options.

Oh, that's transportation.

I'm not there yet.

Sorry, that's not the road.

I don't really use the summary pages because nobody knows what the hell that means.

And I'd rather not try to interpret it.

I go by the detailed accounts because then I'll know more of what's going on.

Okay, so I I don't even look at that because it's just confusing to me.

So I don't need to transfer my confusion to you guys.

So I stick with the individual accounts.

I that is mentioned later in the other fund that that's actually the highlight.

Yep.

You also yes, I'm done.

Sorry.

Representative Delacruz.

Uh yes, hi, thank you, Chair.

Uh question on the stormwater management.

Uh, what is the status of the bioswells?

The uh how installed to help with stormwater management.

Are they all in or still uh work in progress?

I'll defer that to Tyler.

Yeah, hi, Representative Dale Cruz.

Um, so right there the recent uh the recent update there is that I actually just received some uh uh correspondence today from EPA.

Um, it's EPA federal dollars that those bioswales are going to be routed through.

Uh so they've received all the information that they need uh to move into the next phase uh of that work.

Um I fully intend uh in the near future to uh put together a scope of services and uh take those out to bid uh as we have all the funds currently in place.

So um we have a detailed budget and a work plan in place that EPA's uh reviewed and approved, and uh you know we're gonna be moving forward with those.

We've got a handful of uh locations identified, and uh we're gonna we're gonna get started in the near future.

Oh, I see.

Okay, so so none having installed yet.

No, I've got one on RIP1 Place uh that's currently installed.

That one was from 2019, and then a handful of years ago I received uh about a million from EPA and I went to the boards for a match of uh 250,000.

So I've got 1.25 million um in the grants account to to do the work.

We think they're gonna be between 25 and 30,000 dollars apiece.

So I'm gonna tentatively hope to build about 40 of them.

Um that's the plan going forward.

Okay.

Um you have the you have asked for the budget for that.

Yeah, that the money's already uh been approved.

It was a federal earmark uh from uh from our congressional delegate delegation for that million.

And then as I said, I I got the 250,000 match uh from city funds and all the funding is is currently in place.

So um, so we're gonna go out to bid and we've got as I said, a handful of locations identified, and uh we're gonna start building them.

Okay.

Uh the next question, maybe for you.

Uh I don't know.

Uh with respect to the extreme rain events that we have seen uh that are forecast.

Uh are there any statistics uh on what the volume of these extreme rain uh the increasing volume because of these events for stormwater management?

Are there any figures on that?

I can you be a little bit more specific in terms of of what the nature of the question is.

Is it are are you looking for the the the number of events or the frequency or the intensity or the the inches of rain over a 24-hour period or w how can I be helpful to answer the question for you?

Yeah.

Oh yes.

Uh is the stormwater management infrastructure.

Does it have the capacity to handle what is being projected in extreme weather events?

So let me let me approach it from from this perspective.

So I'm uh currently engaged with the engineering bureau on uh four separate flooding related initiatives.

Uh so one is uh Toilsome Brook Resiliency work that pertains to the extensive Toilsome Brook.

Um the second one uh is a coastal resiliency plan, which pertains specifically to the coastal zone approximately south of I-95 and any coastal-based flooding initiatives.

The land use bureau is also involved with that one.

Uh, and then we have the Cummings Park Resiliency work.

That was also a state grant.

Uh, I think that one was uh 600,000 for that.

Um also doing modeling work on that Cummings uh project.

And then last but not least, uh number four is a citywide drainage assessment where we collectively have identified 53 locations that are flood prone.

Uh and they're receiving an additional level of uh analysis uh to see what types of improvements we can make to mitigate flooding at those spots.

So uh back to your question about you know the city's ability to handle storm events.

You know, certainly every stormwater system has a capacity.

Uh those four initiatives I mentioned are seeking to better understand what that threshold is and to make whatever improvements we possibly can now and in the future to to direct our our assets to uh to be able to mitigate those those occurrences uh to limit, you know, of course, property damage uh to maintain public safety um and to convey that water uh you know ultimately to the oceans do so in a way that keeps it as clean as it can.

Hopefully that answers your question.

Oh, yes, Tyler.

Thank you so very much.

The issue is being looked at, and some corrective actions are being implemented where is obviously needed at the moment.

Beautiful answer.

Thank you, Tyler.

You're welcome.

Thank you, Representative.

Uh next slide, please.

So this is uh traffic maintenance, which includes the two accounts, two one on two traffic maintenance and two two one zero transportation.

So what happened here was traffic maintenance was basically signs and lines.

The guys that do the signs and the lines, the signal technicians were transferred into that account.

Uh the two one two account.

Uh the only really two changes in the the accounts is the land supplies with which with those additional manpower in that account, the land supplies is basically where they get the materials they need to do their job throughout the year.

So that's the main reason for that increase.

And then you have the one decrease again is the vehicle maintenance account with consolidated.

So, and then in transportation, equipment maintenance that's reinstating the budget for traffic signal service.

From what I understand, this was moved around a little bit and then kind of got lost in a different account.

And this is where they're reinstating it.

This is for all the major servers that run the red light, green lights throughout the city.

I think there's 200 or more.

Yeah, so it's a major system that we have to maintain and keep running.

Uh again, vehicle maintenance, minor budget change, small tools and replacement.

This is for traffic data radar recorders.

It's just some more tools that we can use to collect data and make better decisions about traffic safety throughout the city.

So that's kind of important.

So that's the minor budget changes.

The staffing changes.

So, like I just mentioned, the signals team was transferred into traffic maintenance.

So the signal supervisor became the traffic manager.

Then you have three technicians, the lead technician, uh now a technician number two, and a and a traffic signal technician.

So those three workers plus the signs and lines group are all under traffic maintenance now.

And then in the 2210, those positions were removed, so you'll see a negative on salaries for that.

Uh, you have the traffic signal up all those three positions were moved out and slightly changed, and then you have one new senior transportation planner, which used to be uh regular level transportation planner, but that's Luke now.

He's been elevated to help better coordinate the whole department and other departments with all these capital projects to make sure we're all on the same page and building the best project we can, you know, so everybody knows what each other is doing.

So that's part of that total reorganization.

It's all reflected on that first org chart that we looked at.

Any questions?

Uh, just the abbreviation of position TST one and TST2.

This TST means traffic traffic signal technician.

Yeah, thank you.

Yes, and one and two are just different levels of experiences.

Any other questions?

Any questions from the board?

Okay, see no hands.

Go ahead.

Great.

Uh next slide, please.

This is the parking fund.

There's a few more line item changes, so I tried to highlight it.

Uh, you have revenue and you have expenditures, uh, revenue-wise plus 50,000.

That's from the bus shelter advertisements, which we was going into that fund initially, so we're planning on having that done starting next fiscal year.

Uh, new policy automated reforcement revenue.

We got permission to install speed cameras around schools, and we're estimating about a million dollars in revenue from that, which that estimate is based off of what other towns have done with their new cameras.

So do we have any?

I should ask.

Do we have any numbers already?

We don't, they're not installed yet.

So this is from next year budget.

They should be installed around that time.

Yeah, so they have earnings this summer.

Yeah, so it should be right around the beginning of the fiscal year.

Uh parking ticket fines, uh, additional million dollars.

We put in for two additional ticket riders, traffic enforcement officers, which they basically pay for themselves, you know, when they do a good job, and then more LPRs license plate readers that we plan on mounting on cars, which makes their jobs much more efficient than just walking around.

So, between the heightened efficiency and a couple more workers, we plan on generating more revenue.

And then garage reimbursements minus 130,000.

That's the new format for the mall.

We basically aren't involved in that anymore, like we used to.

But you also see a savings and cost in the expenditure line item for that issue as well.

So it kind of washes up.

Like any questions on revenue.

Again, these are estimates.

So you'll see now play.

Hopefully, we do better, but this is what we're planning on.

Expenditures, central service cost allocation, the parking ticket, processing bank fees on uh to all those are related.

When you have more tickets written, you're gonna have more fees that you got to pay to process them.

So we're just adjusting that for the new amount of tickets we plan on generating.

Contracted services, 1.7 million.

The Stamp Forward ride share program was grant funded.

It's kind of shifting to operating funded because it actually worked, and there's a lot of people that depend on it now.

So we wanted to keep that running.

Also, it's part of the uh Oregon plan.

So the speed cameras, we got to do a contract for that to get that up and running and process all the tickets and such.

Uh building maintenance, that's just a slight increase for the three garages and train stations that we have.

Uh it's not a very big budget for those aging facilities.

So it's trying to keep up with that equipment maintenance.

That's for the parking meters.

There's a lot of them around town.

Plus, we're trying to upgrade to more multimeters and less single heads.

It's just more efficient for everybody in the clutters, the sidewalk.

Uh building alterations, similar to maintenance, but these are more like changes like added cameras and upgrades throughout the buildings.

So then the rest of them I put in there because they are changes, but that's more OPM jargon, but I'll leave up to them.

Not really sure how to explain that.

I'll make that bill's problem.

Any questions on that?

Okay, let's say hands to the to the left is the staffing adjustments.

So Frank's position was a bureau chief.

Now my new position title is director of transportation.

It's a little bigger because I kept road maintenance and all the capital projects that went along with that, which was the paving, utility paving, sidewalks.

So it's a consolidation of all that management from road maintenance and then all the other stuff Frank was doing.

Traffic signs and lines technician.

It's not a new position, it was just changed from a maintenance worker to that title to better serve the signs and lines department.

This is the one position that's in the parking fund.

Slight change in sound much.

Sorry, go ahead.

Okay.

We added two more positions.

Uh, again, it does add to your salary cost, but they do a good job, they pay for themselves.

So we do have a slight coverage issue with the manpower we have now.

So the more the merrier, as far as we see.

Okay.

Any questions?

Got a hand from Representative Delacruz.

He left it.

There you go.

Can you hear me?

Yes.

Yeah, okay.

Thank you.

Uh, going back to Stamp Forward.

The senior center indicated that more and more of the clients are beyond the stamp forward uh region.

I'm wondering if that request has gotten to you and what the status of expanding the coverage of stamp forward is.

Yeah, we'll take the details on that one.

Um, so currently, representative, the request we have here is for one fiscal year's worth of funding of the current service area.

We did do planning scenarios related to seeing what it would cost to expand the service to citywide level.

That would be north of three million dollars.

Um, so at this phase, we are currently just keeping the current service area um funding on the parking fund as the grant from the state expires come June 30th.

When the grant expires, uh what happens?

If the funding remains, then the service would continue as it is today.

If the funding is cut, then the service would uh cease to um exist in Stanford.

Um, there are some bills currently working its way through the state legislature related to um you know continuing the service and funding um the current levels, but uh those are still kind of working its way through.

We are working on advocacy efforts related to that, but this is kind of a backup plan, so you don't have a cease um and ending in service essentially.

But if this funding is cut and there's no additional state funding, then Stamp Forward would cease operations come June 30th.

Oh, for this year, correct.

Oh boy.

Something that we don't want, which is why we put this in, obviously.

Um the average, I think something like 10,000 uh 7,000, 8,000 rides a month.

Um, you know, I think 60% of our riders don't have a vehicle.

Um it serves primarily the more under-resourced demographic neighborhoods within the city.

Um, primary points of destination are supermarkets, the hospital, train stations, um, shopping centers, schools, um, locations of that nature.

So it's really, I think a great asset for um residents.

It helps us kind of combat um affordability issues um with our residents, right?

After housing transportation is the most um number one cost driver in households.

So this is how we're able to provide um you know affordable ways for people to get around.

So we think it's really something important that the city should continue to fund.

Yeah, I agree.

You know, uh uh I represent waterside, as you know.

Um many, many of my uh constituents used on forward.

Uh so it would be real hit if comes comes June 30th, they no longer have that service.

Anyhow, thank you so much.

We'll see what we can do about June 30th.

Thank you.

Appreciate it.

Thank you, representative.

Any other questions on this slide?

Um, I'll go to the next one.

This is our capital request slide.

It's all the departments basically together.

Uh I'll let Luke go through the first six or seven.

Those are the ones he's been working on before I got here, and then the rest of them are the ones I was working on under those noons.

So the first six or so is um coming under basically 20 to 10 transportation planning.

Um roadway CB 1281 roadway design and reconstruction, our current request uh is two million dollars.

This is our main um kind of match account and design account for our very state funded construction projects.

So the majority of our large scale construction projects are funded via state grants.

However, it's kind of part of the deal with the state, city has to fund the design for these projects um as well as some non-participating items from the state.

So with this account, we're able to leverage you know a few hundred thousand dollars for one project and leverage uh you know four million dollars plus uh for in state money.

So it's really good investment of city funds.

So we're requesting two million dollars here funds which go towards upgrades uh to the bullseye area, um, redoing traffic signals, crosswalks, and pruning city to traffic operations and bullsead, uh CMAC, which is uh congestion congestion mitigation and air quality grant.

We're up to phase H right now for upgrading traffic signals, upgrades around uh Long Ridge Road, um, as well as some upgrades related to uh West Hill High School and then other roadway safety improvements and construction and design to report CP um for zero zero zero zero forty-two um vision zero action plan implementation.

This is three hundred thousand dollars.

So um as part of the mayor's vision zero um executive order committing the city to zero roadway safety uh roadway, um zero fatal roadway crashes by 2032.

This is our primary that's okay.

Uh Luke, I'm looking at a mayor budget.

Yes.

And it says 500,000.

Is it 500 or three?

Is this for um CP000 for the department has five?

We asked for five, it was cut down to three.

Um see oh, yes, sorry, thank you.

Okay.

So this is basically uh we pat we enacted a vision zero action plan, which lays out a um variety of actions from policy actions to um programmatic actions to construction actions for the city to undertake related to improving roadway safety for drivers, bicyclists, motorcyclists, and pedestrians.

This is our main account really to implement that plan.

Um you'll see amount available is about $1,500.

That represents everything we've um so we received $500,000 previous uh fiscal years.

Um the way the fiscal year and the capital kind of project aligns, it's all kind of really think of this money being spent in 2028.

The money we have right now is going to be or money we're asking for now, is really we spend 27 just the way construction cycles work.

Um we have 500,000 now.

We intend on spending that down this entire um construction season.

As you see here, we had a 15 500,000 previously.

We basically spent that down to zero in the previous construction season.

So we're really making use of this money to um upgrade pedestrian crosswalks, uh traffic signals, improved roadway lighting, different things in that nature.

So we're asking for $300,000 for that.

Um next is going to be um it's a new account.

Um it's slightly out of order in the um budget book.

I apologize page 116.

Um this is 1442 transit upgrades.

So there are over three million um bus rides within Stanford alone on CT transit.

Um the purpose of uh CT transit simply operates the buses.

Um the city is responsible for things like sidewalks, um bus shelters, things of that nature.

So coming out of the comprehensive plan, there's a significant bush to upgrade our transit service.

So this is really facility upgrades, buying new bus shelters, um, upgrading bus stops, um, maybe doing some other um bus enhancing infrastructure really to support those riders.

So this is a new uh capital project for 250,000, working on upgrading that.

Um we will go back.

This is actually page 114.

This is C56174 citywide signals.

City Stanford has 211 traffic signals.

So that's the second largest municipality owned signal um program in the state.

Um, New Haven is number one.

So this is really kind of keeping everything in a good state of repair.

Items related to this are upgrading ADA compliance for our traffic signals, upgrading literally like the signal itself, like the red, yellow, green, um, various computer controllers, traffic cameras for monitoring purposes, um, upgrading the systems and softwares for more adaptive traffic signals that can really change the lights more in re real time and coordinate with each other.

So this is an important account.

Um, you may notice a very high um amount available in year-to-date balance, around $5 million.

Three million or so, actually, three plus 3.3 or so is really a state grant grant that's just sitting in here that's not able to be used in other projects.

About another million dollars or so um is in developer funds, which are kind of earmarked for projects around development sites that are happening in the city.

So physical committee members are probably familiar with me coming in a few months with funds from developers.

So those dollars are kind of earmarked for those projects.

They can't be used on a citywide basis.

So uh we kind of we don't really have that much available for other citywide work, so don't be fooled by the five million amount available.

Those are kind of locked up in other projects throughout the city.

Just want to point that out.

Um C 56 uh 214 traffic management studies.

You're gonna find us on page 118 of your capital book.

Um, our traffic uh signals were upgraded um and re-timed in 2017.

Um so obviously there's been a lot of changes since then in our traffic patterns related to work from home patterns, um, new development that's been happening in the city.

Um new um COVID-19 pandemic obviously changed things.

So I'm sure none of you have ever gone and complained about traffic signals in Stanford, but I still think this is um an important item for us to be funding.

This essentially is for retiming our traffic signals in the downtown core around 95, really kind of just bring them up to date with the changing traffic patterns that we have here in the city.

We'll jump to CP 8705.

Um, if you want too quickly, please do.

Um, this is going to be on page.

Someone guessed uh page 117 of rebellion spiceable and pedestrian facilities and implementation.

Um, this is not the new um project, however, I will point out the unfunded and amount of available lines of zero and zero.

Um, these are some key um accounts for us to install things like new bike lanes, bike racks, crosswalks, sidewalk bump ads, curb ramps, medians, other things, um sidewalks, other things to support pedestrian um safety and mobility across the city.

We're requesting 125,000.

Um, we literally have really no money.

The encumbered already kind of locked up in projects already for this year.

So we'd like some more funds with that.

CP8706 sidewalk extensions.

Um, also please point out uh the amount available and unfunded of zero and zero.

Uh the encumbered is currently locked up for a new sidewalk extension project we're doing on Long Avenue this year.

Um sorry, this is page 119.

So uh was gonna talk a little about the citywide sidewalks reconstruction.

That's really taking existing sidewalks and rebuilding them to ADA compliance.

Sidewalks extension account is really focused on building sidewalks out where they are none currently.

Does require a little bit more engineering work, um a little bit more construction work just because we managed to do some new grading, um, different things of that nature versus just you know rip and replace on existing sidewalks.

So it's a little bit more expensive, um, but requesting 125,000.

The encumbered amount will be spent down um within this current fiscal year leaving a set zero zero for everything.

So our next one is a new project.

them to ADA compliance sidewalks extension account is really focused on building sidewalks out where they are none currently does require a little bit more engineering work uh a little bit more construction work just because we had to do some new grading um different things of that nature versus just you know rip and replace an existing sidewalk so it's a little bit more expensive um costing 12500 the encumbered amount will be spent down um within this current fiscal year leaving a set zero zero for everything so our next one is a new project this is going to be um page 120 bigger capital budget this is 1444 code east side roadway improvements um the city is currently working on wrapping up in April a um cove east side neighborhood plan in um concert with the land use bureau so a lot of that is going to be recommending various um transportation improvements in the cove neighborhood cove east side neighborhoods um and I think the key thing for us when we do all this planning studies is that these planning studies don't just sit on the shelf but rather they're quickly implemented um some of the recommendations so the dollars you see here the 250 are for implementation um of the um recommendations of the uh plan so um that plan will be hopefully adopted by the planning board come April or May um we have our next public meeting um early April I believe um so if you're in the neighborhood please stop by be at Chelsea Pierce and we'll be talking about some of our um uh new things that we're doing with the plan and the final results of it um that's everything on the 2210 running um we don't have the page number for the council yeah yeah so this is gonna be page 106 street passion resurfacing this is the same yeah are there any members of the board uh who are who need to know exactly what we're doing as far as pages in the capital book pages in the budget book i know it's a lot for some of our new colleagues just speak up if you need so we're gonna be in the capital book on page 106 okay so this is the famous pavement which the main goal is to work on the survey that was done a few years ago for the top 200 what we traditionally do is try to spread the work around town so we did chip everything south of 95 on the east side of town like two seasons ago last season was on the west side this season we're doing the east side from the Merit 295 and next season would be like the middle around bull's head to the west side that'll basically be everything under on the top 200 under the merit we're also trying to do a little bit of roads up north at the same time but those are different animals because they have to re be rebuilt from scratch up north was like a bunch of horse trails or something they just threw some asphalt on them and that's why they they're in such disrepair a lot worse than below the merit so they they require total reconstruction about 10 inches deep it's a little slower a little more expensive that's why you don't see like 30 roads getting done in one season up there.

It's just a different process I'm trying to do that at the same time so everybody's getting a little share of it was also a rebuild of the Shadow Ridge neighborhood all nine roads there's a major uh utility upgrade happening this whole winter with gas I think water went through already and once they're all done tearing it up we're gonna go reclaim and rebuild that entire neighborhood so that's gonna be a major upgrade.

So it's not just about the top 200 as I drive each road in the Cessum if there's another road adjacent to that that's in disrepair and just wasn't on the list for some reason and we're there it's much more efficient to do it while we're there and knock it out.

So we've been very busy I've done over 300 roads in the last nine years so every penny that I get produces a nice piece of pavement for somebody so this five million is less than we've been getting in the last few years.

The difference now is we're past all the giant bulky roads like broad and Bedford and not high ridge that state but all the major roads so now we're in the little neighborhoods so you're gonna start seeing a lot more around your houses versus just the major thoroughfares in town.

I would also say the amount available and unfunded is not updated to what we currently are that's spent already so yeah usually on these projects whatever you see balances like February January March they're already planned out you know to be gone around the fiscal year anyway.

Yeah so that's pretty much paving.

Any questions on paving um are you going to be updating the paving list so when the public asks when is is my street going to be coming up in the next 12 months they can have a better idea a more accurate answer for it.

I think we're working on a GIS map that's color coded that shows you what's done what's on the top 200 and what's pending so you could see what during each season you'll see what's being worked on what was already completed and what's for future seasons.

So you answer your question, yes.

We're trying like a visual map.

Any idea of the timing of when that might be completed?

Sooner than later.

Within that, I mean, we lost our main GIS employee.

She retired recently.

Tends to put a speed bump in things, but in the next month or so, okay, trying to get that done.

I think the whole new website for the new department, so it's all gonna be very good.

Yeah.

Uh if a question from Representative Delacruz.

Uh, thank you, Chair.

Uh, not a question, but a request.

Uh regarding paving as you're walking, you know, around the neighborhoods and so on.

Uh, take a look at Select Street.

Uh, take a look at Fairfield Avenue north of Saleck Street.

It's really in terrible shape.

So you might want to uh check it out.

Okay.

Okay, thank you.

Uh I had a I have a question on the uh bicycle trails and so on, which you talked about before.

Maybe maybe uh Luke uh uh Luke Butterwashing knows about this.

The proposed trail connector between Bokuse Park and Beanie Park in Greenwich.

Uh, what's the status of that?

I heard understand that Greenwich doesn't want it.

And I'm wondering uh what are we doing on our side?

Um no real update for you right now, Representative Del Cruz.

Um we're still kind of taking all the feedback back and working with Greenwich on what's the best path forward and working with the state too as they're funding the program um for design.

But we'll reach back out probably in a few months.

We have any up when we have an update for you and the community.

Yes, I see.

So it's still being evaluated.

Correct.

Yes, I see.

Okay, thank you, Luke.

Uh and I yield, Chair.

Thank you, representative.

Any other questions before Mr.

Turk continues?

Okay, go ahead.

So the next account is utility paving.

Page 107.

Page 107.

So this is the account we created a few years ago to help better coordinate with utilities.

So when they tear up your road, they don't just pave half of it and leave the other half in disrepair, which it's not their responsibility to do that half.

So what happens is I'll get the list from engineering or where they're working or where they did work.

We'll drive it, assess if the other half they're not touching needs to be paved.

If it does, we'll take it on and get a check from them for their share.

If it does not, then we'll let them pave their half because the other half is just fine and it should blend in okay.

So this is the utility paving.

It's important that we have funds in here so I can coordinate as close to real time as possible.

Because if I just wait for the utility check, it will slow down the process.

Would also say the unfunded is actually zero and about available is basically zero.

Yeah, this one's kind of zero.

We are coordinating right now, so once we have the money, we know what to work on.

Right.

But we need that one.

And then with the private contributions, that allows us to receive the checks faster without having go through the board approval based process.

So the good news is basically you get new roads for half the price.

So that's what we're trying to accomplish.

Any questions?

And they are required to do curb to curve.

No, that's why I get involved.

Okay.

It depends on what they do to the road.

Typically, they're on one side and only owe one lane.

And it depends on the how new as well.

If they only owe us half a road in one lane, and the other lane is old and choppy, that's when I come in and say, let me do the whole road, give me the check for your half.

So we're basically getting the whole road done for half the price because they're paying for their stuff.

Sometimes they do owe curved to curb, then I don't need to get involved.

Okay.

Any questions?

Any questions?

Okay, moving on.

Uh citywide sidewalks is exactly what it sounds like.

Uh Luke and I have been working together for a while now to identify neighborhoods that could use upgrades.

Like you said, it's not typically where there isn't any sidewalks, it's usually where it's in massive disrepair and just needs a capital upgrade.

Okay, this is page 108 in the capital.

Can you announce that?

Do you have the pages there or no?

Yeah, I got sorry.

I would point out the encumbered will basically be zeroed out for the end of the fiscal year.

Um unfunded is zero amount of available, you know, the 161 is basically all contingency um things.

So this is our main sidewalk account for the city, um, which I know is a big priority for a lot of people, and we've been really upgrading and up pushing more productivity, I think, with sidewalks lately.

Yes, and this is to keep kind of that productivity going, but yeah, right's gone.

Right before the winter, we completed Alden Street, and we started, we got like one a quarter of Dryden Street started, but we had to stop because it was nasty winter, we just dealt with so that will be completed in the next few months, and then that'll eat the rest of the budget basically.

Look, we just we did Soundview was a lot last year.

Um, we just finished up Craft Avenue.

We're working on Church Street right now.

We did a new sidewalk on Hill just last week.

So we have three crews going right now.

Um definitely trying to keep pushing along.

Just to give some perspective, uh, you know, obviously, like you said up north, it costs more to do a road because of what's underneath it.

Uh, I assume the same might be true of sidewalks in different areas, but is there such a figure as sidewalk construction cost per mile?

It depends on how you build it.

If it's strictly asphalt, it's fairly cheap as far as construction goes.

If it's a concrete curve with the asphalt sidewalk, then it's a little more.

If it's all concrete, concrete curve with concrete sidewalk, then it's more.

If it's fancy, like downtown, you have granted and then brick, and then your pattern concrete, now it's even more.

So what we try to do when we get to each neighborhood is try to match what's in the neighborhood, but also like for Alden and Dryden, it was much more efficient, efficient to have concrete curve, which lasts well with all the the parking they do, but then asphalt sidewalk because it's just the dead end traffic, it's not a lot of pedestrians like retail or anything, and it's easier to shovel without all the seams for snow.

But that saves the city money.

So I was able to do Alden and Dryden with asphalt versus just Alden with concrete.

So we're trying to get the most bang out of our buck.

But to answer your question, it depends on how you build it.

Doesn't really matter what's there, the demo is all the same, but putting it back depends on the materials because asphalt's much faster and a lot less labor.

250 linear foot, 250 linear foot for concrete.

So, like a block could cost you 250 grand, or it could cost you 60, depending on the materials and the amount of labor required.

Asphalt's a lot of labor and faster because there's no curing time and no forming and all that.

Concrete can take a while.

So depends.

Okay, very labor intensive.

And then paving is much cheaper, you know, distance-wise, basically.

The just so everybody understands the previous administration didn't really fund sidewalks because he didn't like it.

He said it was too expensive.

And the reason is for paving, you've got a giant machine that mills and a giant machine that puts it back.

It's a lot less hand labor.

But for sidewalks, there's a lot of manpower involved, which the more manpower costs you have, the higher per foot.

And it was just too expensive per foot.

But luckily, this administration has been funding it properly, and we've got a lot of work done in the last five years or so.

Thanks.

Any other questions before we move on?

Okay.

This is page 109, unaccepted road rebuilding and paving, new project.

So the first question is what is an unaccepted road?

And the short answer is a road that was never built to spec and never accepted officially by the city, which this is legacy stuff from like 50 years ago.

The problem is with that designation, we're not really allowed to do basic maintenance on it.

So these roads have fallen into major disrepair over time.

And it's still our responsibility, but it was never fully accepted because it wasn't built right, and it's been going back and forth for decades on how to fix them.

Finally, this administration, I showed them the problem.

It's not fair to the residents that are paying the same amount of taxes on all the roads to not get the same kind of maintenance level.

So we have included this new capital account.

So as I'm nearby with the paving program, I can tackle these roads, bring them up to spec, have them rebuilt nice and safe, and then we can go through the paperwork later to get them fully accepted.

But then a lot of these are unsafe conditions and need to be fixed.

And then once we can get rid of all these designations and just be fully accepted throughout the city and get rid of that old legacy problem.

If there's a private road that's owned by private road means it's owned by the people who live on the road.

Because of the designation, and the problem just hasn't been solved over the years.

But if a private road, if the resident of a private road desire to become accepted, it's up to them to pay to bring it up to COVID.

Yes, the city won't.

That's totally different.

These are usually developments where the developer built the road real quick, made it look pretty, got all the houses signed off, and then disappeared and left the road in limbo, and the city didn't accept it because it wasn't wide enough or you know, thick enough or whatever reason.

But you know, the developer's dead and gone now, so we don't want to have anybody to change.

Any questions on this?

Okay.

Um 110 CP 4211 downtown sidewalk reconstruction.

So this one's specific to the downtown area.

Most of it's in pretty good shape, but not all of it.

So we need the account to be funded.

And again, like I mentioned earlier, these are more expensive sidewalks with the all the streetscape design that that is called with granite and then the brick and then the pattern sidewalk.

And you usually have tree pits and then the tree pit filling, which is the epoxy resin, the rubbery looking stuff.

Then you have decorative light poles.

So this is like the fancy version of a side, but it really keeps our downtown looking nice and makes everybody happy.

It's not a lot of money, but it's needed to keep it upgraded.

Any questions on capital?

Okay.

Next slide, please.

So as part of the budget presentation request was newer expanded services slash programs.

There was a lot of reorganization with all these departments, mainly just management and how to have better oversight to make the overall services more productive.

And I think it will get there on the director now, and we have a more day-to-day manager in each spot, which should tighten up procedures.

The only real expansion was the two additional traffic violation officers and the parking fund, which again should increase increased ticket revenue.

Uh additional license plate readers will change the game a little, make it more efficient, and then the speed cameras is something the city hasn't had at all.

So that's a different change to things and should also generate some more revenue.

Hopefully, make things safer around the schools.

Any questions?

Okay, I don't see any hands.

Next slide, please.

So the key challenges again with this reorganization, you got new managers, you got to get all the employees on board with what's happening, try and push the uh new efficiencies, redefining the roles, and then the goal of having me as a director with all these departments together is they're all related, they're all road related somehow, and with one person guiding the path, we should all be more in sync, you know.

So each hand knows what the other one's doing versus everybody doing their own little thing.

So my goal as a new director is to bring all these groups together.

I already have weekly meetings with each manager, so we all can talk and figure out what each other is doing and make sure we're all pointing in the right direction, and I foresee things getting much tighter in the next few years with all these groups.

That's my goal.

All right, and I believe oh, there's one more slide.

Uh it's an efficiencies, road maintenance.

So now that the manager position there doesn't have to worry about any capital.

Paving would take half my time.

I got to drive out there two, three hours every day just to check on job sites and drive the roads.

The new manager there doesn't have to do any of that.

Strictly focused on road maintenance.

So the goal is to catch up with all the fix it requests, which most people don't understand.

The department only has about six months a year to work on that.

Because come November 12th, every year is leaf pickup.

Everything shuts down.

We have to use every employee in that group, including Tyler Stormwater guys to do leaf pickup, and we have to hire like 30 or 40 seasonals to accomplish that program, which will take us into December, January every year.

And then like this year, we had a nasty winter.

We're not doing anything.

Well, we we can't, we just don't have the physical chance to do it yet.

So the goal is to make our April to October much more efficient with more tight management and catch up on all those requests so that when we start a leaf pickup, we don't have a big backblock.

So that's the goal going forward.

Same thing with traffic maintenance.

Now you have a clear manager.

You didn't have that before.

Before this restructuring, it was literally just a foreman for signs and lines, no super, no manager, just a director, which has a million things to do, and then you had the supervisor under signals with this new restructuring.

Now you have a manager that's gonna worry about their day-to-day operations, help the foreman keep the workforce motivated, help fight for the right equipment.

Things should only get better.

So that should improve operations in there.

Transportation, now that I'm not just all the paving and stuff I've done for the last nine years was me and one clerk.

That was the whole whole department doing I don't know, 34 million dollars worth of work over the last nine years.

Now I have a team of engineers and transportation planners behind me.

It's only gonna get better and more efficient.

So I foresee projects gonna be tighter, build things better, build things more practical so maintenance is easier, we don't have to fix things later after they're built.

And then the parking fund with the two additional violation officers.

Also, I I used to run the parking fund before I had paving, so I got a little catching up to do, but I understand the processes.

The goal again is to make things more efficient.

So we get new cars, new license plate readers, two additional officers.

We should be able to help enforce things better.

And it's not just about a money grab.

The whole point of enforcement is to keep the cars moving around downtown, so you don't have a guy parking there for three hours, you know, when you only pay for 20 minutes and you want that turnaround for all the businesses.

My overall goal is just to tighten things up and make things more efficient.

And that's the end of my presentation.

There's any other questions.

That's a lot of material.

It's a big job.

I've been in it for five minutes and four weeks of them is basically been a declared emergency.

So yeah.

Um, I got a lot of catching up to it.

But I'm excited and I look forward to the future.

Okay.

Uh let's see.

Let's uh representative Walston.

Welcome to the meeting.

You have the floor.

Hi, Ms.

Titark.

Quick question.

So, with the new officers coming for the help with the readers, are they all going to be on the same shift?

Or, you know, with the cutoff time at night.

Oh, there's three different shifts right now.

You know, to cover the morning, the the afternoons and the nights.

So if these positions come through and get approved, we'll assess which parts of the day need the most help with the enforcement.

And like as I'm analyzing and reorganizing before these positions can get filled, which the earliest would be August or September, if they're approved.

Then I'll know where I'll need them the most.

So wherever the most is where we're gonna put.

When you said like that could be the east side, the west side, south then, or something.

Is that what you mean?

No, that was downtown.

It's wherever we need to do enforcement.

We're gonna look at our weaknesses and our strengths, and I'll put them wherever we need to strengthen them up.

Okay, all right.

Thank you.

Thank you, Representative Austin, Representative Delacruz.

You have the floor, sir.

Thank you, Chair Morrison.

Uh Thomas, thank you for such an informative presentation.

Uh, your comments on leaf pickup.

Really, you know, I didn't realize the uh the resources that you have to devote to that activity.

Uh movement.

Hello.

Yeah, there is a movement towards getting as much of the leaves to compost in place for environmental and financial reasons.

And several municipalities are encouraging to let leaves uh composting in place uh as much as it can be.

I'm wondering, is any thought being given to that?

Any movement in that direction?

Every year, Tyler's group sends out flyers to every address in the city, giving people alternatives to just dumping in on the side for us to pick up, mulching them so they can compost in your yard better and actually feed your grass as one of them, a bagging them so it's easier for us to pick them up.

We always alter it offer people alternatives, but you got to get everybody on the same page with that, you know.

Unless it's mandated, it's really up to the red one.

Uh that's an interesting thought uh because sometimes uh people need more than just encouragement.

Sometimes it has to be a little firmer than that.

Uh something to be kept in mind.

Okay, thank you.

Thank you, Thomas.

I uh yield the floor, Chair Morrison.

Thank you, Representative.

Uh one question for you.

Uh, did you say that the request for the paving budget was was five, five or six million?

That's five million dollars.

Yes, okay.

So partially grants and partially bonded.

And is there are there funds left from the previous year that are still available for use?

Not by the time this fiscal year ends.

We got plans to do Shadow Ridge Neighborhood, the Northern Roads, the East Side.

I mean, I'll burn it.

It looks like a lot of money, but I could burn through three, four million dollars in six months.

So I remember a few years ago, uh, at one point you had about 18 million that you could spend at one point.

And I remember you said I couldn't, I couldn't spend all that if I tried in a year.

Is the my question is is six million going to be enough to do what you need to do with regard to the the top 200 and the focus of where in the city it is.

What I need to do and what the residents want me to do, or what I need, no, I could always use like 10 to 15 million is probably optimal to get about 60, 70 roads a year.

That's a lot.

I don't think most towns do that.

But so 5 million is low.

You can look at the history on the capital book.

What I'm going back to in my head, yeah.

But I think what's happening is all these school projects are coming up and it's kind of squeezing our capital budget more than we've we're used to.

So I'll still be productive because like I said, a lot of these roads are now in neighborhoods, which lowers the drainage cost because I always fix the drainage.

So it's not as massive as doing like a Bedford that has four lanes.

So I'm I'm still ticking off a lot of names because some of these are only a few blocks long.

So I'm still getting around.

I'm being productive.

Can I be more productive with more money?

Yes.

But I don't know if the city has a capacity right now.

Okay.

And keep in mind, we're doing regular paving, utility paving, unaccepted roads paving all at the same time.

So it's not just about the top 200 in the lot.

Okay.

I don't have any questions.

Okay.

Great presentation.

Thank you very much.

Any other questions from the board?

Okay.

Just want to state that Luke and I showed up in person.

You did.

Like warning.

And there's some food if you want to eat.

So okay.

That brings us to the close of our uh agenda for this evening.

I want to thank all of our invited guests for their time and their commitment and their presentations and uh my colleagues on the board for their questions.

So just to clarify tomorrow showed Frank Batista's name that was covered today.

So I think we're all good for any traffic transportation for tomorrow.

Okay, very good.

Thank you.

The special events is I believe that's on Matt now.

Yeah, that's operations administration.

So that'll be still tomorrow.

But the rest of it was covered.

Okay.

Uh we have one, we have a hand from Virginal Dela Cruz.

Go ahead, sir.

Thank you.

Uh Chair Morrison.

Uh any chance.

Uh is this presentation available on the board's website?

Uh it is.

Okay.

Thank you much.

And and that's uh glad you brought that up, uh Representative Delacruz.

If we go, if you go to the board website, on the under quick links, you'll see board of representatives budget page.

We have to change the title.

It says 2526.

We have to change that to 2627.

And it brings you to end change the title on that page.

It's a 2627 page up, right?

Yeah, not on our website, I think so.

Um, and then if you roll down, you will find these items.

I would also say last month's transportation committee meeting and a much deeper dive into the org of the department too, if you're still curious about that.

Okay, we we had that meeting to go over detail with video.

The transportation committee meeting last month.

Yeah, we I would the director was there with me to and he explained everything that happens.

Okay, so yes, if you want more about the reorganization of the trans of the traffic transportation departments, see the video from last month's transportation committee meeting.

Uh yes, and there we go.

Okay, thank you all for your time tonight.

And uh we are adjourned for the evening.

We will be back tomorrow.

Uh hybrid.

That will be at 6:30.

And we'll start with uh OPM and Director Sanani.

Thanks everyone.

Good night.

Good night.

Thank you.

Good night, everyone.