Take a look at the uh minutes from last week and uh let's you in it says motion to adopt those one thing that thank you.

Do we need to call security?

I guess we've been notified.

Motion all in favor say aye.

Okay, amendments are adopted.

Um item number one under new business, Ms.

Standridge, General Fund budget revision number 18.

Good afternoon, council.

This budget revision is requesting $21,000 and one $21,180 to be used out of our insurance proceeds revenue account and be put into the test was a fire rescue equipment line item.

Um these insurance proceeds were earned off of the uh the fire damage to uniforms that we talked about a couple of weeks ago.

I know that we already programmed some of that funding.

This is just a little bit of leftover change, and they're requesting to purchase four battery powered positive pressure ventilation fans.

Uh Chief Delk is here to talk about the operational impacts of that if you would like to ask him.

Keith, come on up and give us a short version of what battery pack, whatever they were doing.

Battery powered ventilation fans.

I think that's all this is.

And this is these are lighter weight.

One guy can get them off the truck.

You know, right now you have to take the drill route, they're gas powered, constantly having issues with carburetors, gas stuff from where they're not being run all the time like they need to.

Um, and that gas just sitting up, it just continually causing issues.

So this is kind of a maintenance issue for us.

So this this purchase right here will get over over half, eight out of twelve uh of our engines with these new PPV fans.

So using the same batteries that we use on our sawzalls and some of our other equipment, so interchangeable in that lot lighter weight, yes, sir, a lot lighter weight.

And we will still have the larger ventilation fans on our truck company, so our ladder trucks and all that.

If that's their main job, but if you're running out here to the UA where somebody's popped off a fire extinguisher or a little smoke on a stove or something like that, these are perfect uh for that that an engine company can handle.

Okay.

Any questions or comments?

Not as there are a motion.

Motion second.

All in favor say aye.

Aye.

Aye.

Okay.

Revision is approved.

Um for the rest of time in here.

We've got um we're about finishing our way through the remaining staff sections that we wanted to hear from as part of the budget um item.

I think we've got a few more next week.

Yes, sir.

Okay.

And then also I've asked Ms.

Ums Standridge to uh uh brief us uh on the status of I guess you call it our opioid account, both the any any uh additional inflows in that have taken place over the last time since we were last briefed.

I think uh Mr.

Holmes, I believe I had let's see, I had OCA OCA operations, CNS and opioid funds.

That's what we'll hope to get through in this section.

Yes, sir.

I am on page 119 is the beginning of my section in your book.

Um, and before I get started, I will be um extremely brief unless you all have plenty of questions for me.

I did wanted to highlight just a couple things that that my team has done over the course of the last year.

We've drafted over a thousand resolutions and ordinances.

We have drafted around six hundred uh contracts.

We've closed seventeen hundred files, our internal files.

Uh we've prosecuted about fifteen thousand cases.

Uh on top of that, we prosecuted another 108 uh circuit court cases for for jury appeal.

Do we have the ability to put up the cover page like we did in the um uh council chamber the other day?

Well while they're doing that, Mr.

Buzz, I do want to highlight uh Mr.

Bobbitt in my office as well as Christina Houghton, who have recently acquired over 50 properties just in the last six months.

Uh the vast majority of these were for the University Boulevard East Project in Mr.

Tiner's district.

Uh not only did he acquire those properties, we did it without the need to utilize eminent domain, um which I know makes Mr.

Tyner's life easier.

It speeds up the project substantially.

Uh and he came in, I believe about 20% under what was budgeted for property acquisition.

Uh Christina Houghton is is one of our legal assistants that assists Tom.

I know oftentimes you see my attorneys, you don't see our our legal assistants, but Ms.

Houghton spent uh untold hours driving uh around town and visiting with people in Mr.

Tiner's district to get offer letters out, get uh documents executed to help us do that.

She's also uh the legal assistant that helps keep us in line with when our insurance renewals need to come before committee to discuss.

That was 20% under votes.

I believe I believe we're about 200,000 under a 1.5 million dollar budget.

We can't even have that one.

That's that's incredible.

All right, so that's that's 10%.

Sorry, you're listening to the lawyer math and not counting that.

So I'm I'm assuming that the the vast line share of your 2.93 million is tied up in human capital, right?

Yes, sir.

The vast majority of our budget is human capital.

We've been level funded for uh the last two, three years, I think.

I'm not sure if we've been level funded since I've been city attorney, but if not, it's it's been real close to it.

Mark, why don't you describe to us what that personnel landscape looks like and where you are in it right now?

Sure.

And so uh I'll I'll start at the top with myself, obviously, Mr.

Bobbitt and Mr.

Uh Woodson are my two deputies.

Uh below them I have two uh senior associate city attorneys.

That's Sarah Miller.

Uh she's in charge of our procurement and contracting.

Y'all don't see her a lot, but basically all of those contracts and everything you see off of projects comes across her desk.

Um addition, uh, Mr.

Hobbs is a senior associate.

He deals with uh the Elevate projects, a bunch on the Saban Center, uh, works a lot with our litigation as well as with our sort of more internal core services, which supports uh planning and zoning, um the zoning board of uh adjustment, as well as the HPC, uh as well as HR uh type of issues.

Uh below that we have Chris English.

Um Chris handles our claims as well as franchise and other agreements.

Uh also helps us uh understand some of the legislative side of things.

Uh we have Ototwamakumo.

Oto works with Sarah Miller on the contracts and procurement side.

He backs her up on the ample amount she has to do, but he is primary on uh Miss Day's team, and so he handles the items for the amphitheater, all the various agreements needed with our arts and entertainment uh division, as well as anything else we need to throw at him.

Uh in addition, as an associate city attorney, we have uh Hudson Cheshire.

Y'all see Hudson in here occasionally.

Uh below the associate position, uh, we have Aaron Harden, who works primarily as our municipal court prosecutor.

Um, when she is not doing that, we do have other tasks that she handles, including our uh the resolutions and items that come off of our uh CD committee in here go through Miss Hardin.

In addition, we have uh Miss Megan Smalley, who y'all met a couple weeks ago.

She is our newest attorney.

Right now, she is preparing to uh cover municipal court when Miss Harden goes out on uh maternity leave, and unfortunately unfortunately, uh probably for Mr.

Shesher, uh she goes out on maternity leave a couple weeks after uh Ms.

Hardin does.

Um but she will she will support uh a largely uh Mr.

Bobb at uh Mr.

Hobbs and Mr.

Cheshire and kind of our core uh internal services portion of my department.

Uh beyond that, we have six support staff members that is made up of our executive administrative coordinator, uh, that is Miss Felicia Bannister.

Uh Felicia, y'all may have interacted with her.

She was actually Glenda's legal assistant when when Glenda was here, was my legal assistant before she moved into this position.

Uh she handles all of our administrative side of things.

Uh, there's basically our office manager and OCA.

Uh then we have five legal assistants.

I have a legal assistant, Heather Hand.

Um, if I have done something wrong, it's probably because I tried to do it myself and didn't didn't let Heather help me.

Um she keeps me where I need to be and helps uh helps manage me.

She also backs up Stacy Williams.

Stacy Williams is the primary legal assistant for uh for Sarah Miller and uh Oto Duan Kumo.

Uh Ms.

Houghton is the legal assistant for uh Mr.

Bobbitt, Mr.

Hobbs and uh Mr.

Shesher.

Um Rita Dyer is the legal assistant for uh Jim Bow and Chris England, and um Candace Elmore is the legal assistant who supports Aaron and Megan.

Um those ladies take a lot off of our plate.

Uh one of the things that I tried to accomplish when I became city attorney is uh not not silo us, but but create some organization into who's handling what so we knew internally who was primary on certain issues, as well as our department heads and staff with know which attorney to to call.

One of my philosophies, we run our office probably more akin to the practice of a law firm than uh then your average government office.

Um if I have a legal assistant that can be doing something, then a legal assistant doesn't need to be, doesn't need to, or if a legal assistant can do it, a legal assistant needs to be doing it.

I don't need to be paying a lawyer for something a legal assistant can do.

Um so we have moved a lot of that, which hopefully helps with our efficiency and allows us to spend our time doing the things that really need to be the focus of the as we teeter on the precipice of artificial intelligence being incorporated into our the operation of the city the same logic evaluator you use for legal assistant versus lawyer.

How do you see that coming into play?

I'm looking at Mr.

Moore over there sharpening his knives.

How do you um how do you see that working its way into your office operations?

Yes, sir.

Um and if you would have seen a presentation I did with our senior leadership back in April, I have used that exact scenario, and there are a lot of things in our office that can be incredibly time consuming just to get uh so let's take, for instance, the resolutions and ordinances that y'all see come across your desk.

One of the reasons that I like the attorneys to have a legal assistant actually prepare the formatting of those is A, because I'm extremely picky, all right, Mr.

Bobbitt.

Yes, sir.

About the lines lining up and everything looking neat and professional.

Um it can be it can be a pain, it can be time consuming just to do the actual formatting of that.

Uh I also like to have a second pair of eyes on it.

One of the things that I said when we talked with senior leadership in April is that I want to get to a point where if if AI can do it, then AI should be doing it, not a legal assistant.

I'm actually working with Brendan's team to hopefully get some of the formatting and some of that workflow uh potentially done faster.

AI is a in some instances it's a good place to start, a terrible place to finish.

In some instances, it is a great place to finish, for instance.

Uh just having grammar syntax and tone of a letter cleaned up.

Uh AI is great for stuff like that.

Uh anybody that puts anything into AI and doesn't thoroughly review what AI puts back out is a fool.

Um I think we've seen some some high profile instances that of that in in the legal community uh recently.

We're not we're not there yet.

Um I do suspect over the next coming years.

I mean, if you'd have talked about us using AI at the city 18 months ago, um, you probably would have gotten a lot of giggles from people, uh certainly 24 to 36 months ago.

Um, but it what what will come in the next 24 to 36 months?

I expect will will probably be extremely helpful.

Will will you be able to just ask through my department uh because of the growth of AI?

I don't think so.

Will there potentially be some opportunities one day in the future to through attrition uh to be more efficient?

Uh possibly.

Where I do think you'll start seeing some benefit is the helping prevent the need for growth.

The city becomes bigger, the projects we do become numerous.

Um we have continued to grow as a city.

Uh my office grew uh by two attorneys in 2020.

Um other than that, that's the only real growth we've seen since the 90s.

I think AI may help with some of that, especially on what Ms.

Miller does.

Um, the the contracting and procurement stuff is is time intensive, it's detail intensive, and you're talking about millions and millions of dollars that are writing on those details being right.

And so, how do you approach planning for that?

What do you see near term, or if you see anything as implementable given where we are?

A lot of what we will be able to determine near term.

I'll hopefully have a much better answer for you a year from now.

Hopefully, once we get with some of the stuff that Mr.

Moore is doing and starting to be able to plug in and really see where we can get stuff workflow-wise sent through AI, and and again, I want I want AI to be one step of the process.

Everything, every resolution and ordinance that comes across y'all has come across my desk and I assigned it at the end.

You have it in the office now.

What's that?

Do you have it in the office now?

AI.

Uh huh.

Uh we use some very very limited amount.

Um, we don't have anything to the degree that that we see coming.

Um I expect with workflow that'd be able to help.

From from the long term, and I don't remember if this is your question, Mr.

Busby, or if I've just heard you ask uh ask this to other department heads.

So excuse me if I'm if I'm jumping up.

So here you're welcome to extrapolate.

From from the long term, I think you've asked about challenges.

Um one of our challenges will be personnel.

We are uh we're personal.

Funded at 16, you know, full up round now with two on maternity leave.

Well, not quite yet.

We'll have two on maternity leave at some point this morning.

Um, office has some has folks who have been here for a long time.

Uh I have two attorneys right now that could retire today if they wanted to.

I have two more attorneys that could retire probably not long after that.

Uh and another attorney, including myself that's five to six years from being able to retire.

Now, whether or not those people retire when they hit that that mark, um, I don't know.

I do expect my my two most senior will probably retire sometime in the next five years.

It's we've been able to accomplish bringing in people at the entry level and and moving them up through.

Now we got we got very lucky and got mid-career hires out of out of Kim King when she was here and Chad Hobbs, and they're they're excellent, excellent hires.

It is extremely difficult for us to compete at the mid-career level unless somebody really sees a value in leaving private practice to come into government work for benefits or for whatever various reasons.

Um I'm hopeful that as we have attrition at OCA, it will happen with the timing that we can continue to bring in younger attorneys at an entry level where we are more competitive salary rise and move them up.

Um if I all of a sudden start to have a you know string of four retirements in nine months, it's gonna be a it's gonna be a struggle in our office.

But we'll we will rise to the challenge.

So in the same sense, Mr.

Holmes, we we talked the evaluator that you talked about with legal assistance and AI.

I would think the other component that could be looked at that way is outside lawyers.

Um how do you evaluate that and give us what size piece do we have out there right now being performed by outside lawyers, and where is that cost and funding found?

Sure.

So we have we employ outside lawyers in a couple of circumstances.

One in circumstances if we have insurance conference and our insurance company is paying for our insurance defense attorney.

Um typically that is Mr.

So that rationale is it's paid for, we paid to make it paid for, and that's one of our people we don't have to use on the city.

Yes, sir.

And Courtney Crowdler typically handles that work, and Courtney's excellent.

I don't I don't mean to imply that we wouldn't hire Courtney otherwise.

Uh beyond that, we hire uh expertise when we need expertise.

Um we spend actually very little on outside uh legal counsel compared to compared to most cities.

The City of Mobile, when we checked with them a couple years ago, they spent five million dollars on outside counsel that year.

We'd spent somewhere in the neighborhood of 40 to 50,000.

Uh my total this past year.

Uh this past year, we are currently at um somewhere in the neighborhood of 150.

Some of that is beyond just outside services, and where I'm looking is on my outside services line item.

That's where it shows up.

That's where it shows up, but I will say that includes more than just that.

And so uh our actual spend at this point is 194.

48,000 of that goes to uh Mr.

Raby, our lobbyist.

Uh probably another 30, 40,000 of that has been for uh appraisers when we have to hire appraisers that aren't necessarily for a specific project.

Um, for instance, any time that we have city property that council's looking at potentially disposing of, we'll we'll get an appraisal done.

That comes from my outside services.

Uh so probably as opposed to project specific or contained in there.

Yes, sir.

So for instance, the the property that we were requiring for the University Boulevard East project, that was budgeted within within that project.

Okay.

Um so this year uh we're we're probably somewhere in the neighborhood of a little less than 100,000 of outside legal services.

Um that comes to handle litigation that's not covered by insurance, whether that's insurance or whether that's litigation that we uh we institute ourselves, uh, or it is for a claim that is that we are not insured for, and that is specifically oftentimes is uh law enforcement liability, or um also costly uh HR employment law.

We have recently gotten some additional insurance on the HR employment law side.

Uh currently the law enforcement liability economically doesn't make any sense.

The the what it cost in the uh the it has very low caps, and so you basically pay for somewhere in the neighborhood of seven or eight hundred thousand dollars a year to insure up to uh four million dollars of coverage, and it's just not worth that that payment for that level of risk.

Okay.

Uh Mr.

Mr.

Crow questions, comments, questions?

No.

Okay, thank you very much.

See who we have up next.

Operations, Mr.

Moore, come on up page or what page are you on Brenda?

115 11 15 15.

Thank you, sir.

Good afternoon.

Good afternoon, welcome.

Thank you.

We are a seven-person team.

I provided an org chart just to outline for you.

Um two of those positions serve almost well, almost uh in a full hundred percent capacity of economic development or business development and relations.

That would be uh Miss Benda and Miss Hayes, and I assist them in a fairly substantial capacity as well.

I know you'll get your Tuesday updates, um, but so you should be very familiar with what they do in your districts.

Um, and obviously you have myself, Ms.

Jackson is director of operations, Mr.

Witten, who's a project manager, and Miss Blank, who is over strategic initiatives, and then uh Ms.

Blank and Ship, if I pronounced that correctly for our special project support, who's a recent hire as of May.

She was actually uh intern in Mayor Maddox's office and is absolutely fantastic.

So project manager rotate according to whatever's up right here.

It is uh Mr.

Whitney spends a tremendous amount of time on elevate, also vehicles.

So if you want to think of it more popular, right?

So uh Miss Blank and Miss Blankenship work heavily together, Miss Hayes and Miss Bendel on economic development work heavy together, and then uh Miss Jackson and Mr.

Witten, and then I rotate around to each group, and depending on the topic, they can plug and play.

Uh all of our team members have to have multiple skill sets, that's a requirement, both from software and technical skills.

So that way they can be interchanged into different projects depending on what pops up.

So there's no like one specialty.

We we're all required to do multiple things.

That's something we implemented within the last year to make sure everybody is fully prepared in a changing landscape.

Okay.

Any questions on positions or uh not on the positions, no?

Yes, sir.

Okay.

Uh office budget or uh the website?

Not the budget I can I think I've uh really what I'd be more interested in is um your your position came about relatively recently four or five years ago.

Uh yeah, about three and a half, four years ago.

Yes, sir.

And then um along the way, you uh you you built a step small staff there.

What give us a picture of what most of your time and energy in here is directed at?

So let's go over just for just 2025.

Uh just beyond your standard issue items of what you think of is elevate or economic development generate tech general technology deployment, system optimization, those types of just organizational elements, right?

Which are just bread and butter.

Projects for this year, um, E911, which is something we worked with both chiefs on to drive down costs and consolidate some efforts, believe that came up.

Cyber incident response planning, which we're coordinate with IT, which will have a corresponding business continuity plan for each office, um vehicle policy, our city hall welcome committee, which we just submitted, which is a really a document cross-functional that will create a better environment for customer service for City Hall and obviously for the council.

Work on security and operations with Captain Chronister in chief, uh game day security operations on the non-public safety side with the University of Alabama.

Um right now looking at um some water and server business office elements is our most current project.

That's counts, optimization, staffing, kind of running through that full list.

We've just dove into that, and then I'm optimistic within the next two to three weeks, we'll have our finalized uh AI policy for full deployment before 10-1.

So your first charge in that arena is developed policy.

Yes, sir.

Um do you have an idea of kind of how that policy will be shaped?

And I mean, is it is it directed at what type of things each individual departments should be looking at evaluating, or is it aimed at these are mandated, they're in your department.

Get to work what how do you how does that policy begin to be formed?

There's two different kinds of ways.

Well, let's actually let's take the policy part and talk about just the overall drafting, and then we'll get to actual implementation.

So you have to be reminded of AI draft the policy.

Uh security.

Um we have to be mindful of ethics, responsibility, the human element, and how that all works together from a deployment standpoint.

So let's walk through some examples.

I would imagine 10-1 right now, just as I was coming over, Mr.

Foster and Ms.

Blank, and Mr.

Griffin were working through uh co-pilot, which I'm sure you've heard of with Microsoft, right?

I would imagine once we get everything vetted and verified, um, you'll have a few hundred employees that will just be standard issue free with the license that we have with Microsoft deployed out to the organization.

So big credit to Mr.

Foster and his team for that portion.

That is a lower security risk, right?

In this budget this year, we have the open AI request, which is approximately 24,000 for 50 seats.

That will provide an open AI request, which is approximately 24,000 for 50 licensed seats.

For 50 licenses.

So right now we're operating in a space, and if you're familiar with the regulatory environment around artificial intelligence, is the wild west for obvious reasons.

I'm not going to get in the geopolitical part of that, but for us, we have to put our own controls in place.

Um right now, using free versions, non-paid versions, excuse me, paid versions without the enterprise protection layer.

Um, it doesn't allow us to do everything we need to do.

Two, um, you have a very powerful tool that, as Mr.

Holmes alluded to, that you know, in the proper hands, um, produce it'd be a force multiplier for work, or it could be disruptive.

So developing training, policy, standards, and ethics to make sure any employees engaging or utilizing those tools are doing it properly.

The other thing that it'll do with the uh open A license, open AI license is we'll be able to customize more products for deployment into other offices.

And um also to manage um uh usage, right?

So if we all represent different users, if I'm a low user and I'm not using my license, it may need to be deployed somewhere else.

So that's something we'll be looking at from the open AI side.

Now, as the many other products that are out there, that won't necessarily preclude those.

What we'll do is work with Mr.

Griffin on the cybersecurity side, which we're doing currently, and identifying whether that's products like Gemini, Perplexity, uh Clawed, other artificial uh intelligence models that maybe if you're an IT and you may need something a little bit more specific to programming to assist, we will target that, right?

If you want to do some complex research analyst type work, um that could be a mixture of a little bit of Chad GPT, and I would argue perplexity, particularly on the analyst side.

Um so we are testing each product to figure out from a cost basis and a deployment basis, where does it make the most sense?

So, Brendan, as part of the policy development, yes, sir.

Our goals are attainables included as part of the policy.

Who's who's the who or is there a small team or an individual or who's saying, you know, it's great, but in three years, the be here.

Be here.

As far as are you meaning for metrics?

As far as performance or integrating and implementing artificial intelligence in such a way to make the city's operations more efficient.

I would like to have that in the next 12 to 24 months.

Now you ask the question, and let's get back over onto this side.

So there's two different approaches, right?

Right.

There's the mandate approach, which you have seen that at some private sector companies.

We are not leading with that, right?

We do have some users who are very interested, and we hope to bring them into the fold and then spread that word throughout the organization.

I think ultimately, um, just to be honest, from a natural selection standpoint, if you're not utilizing these tools, if you're not utilizing them as the force multiplier, you are going to be left behind.

Um, that is just a fact as we move forward over the next 24 months.

So eventually, as you're either a hiring manager or you're reviewing your HR-related items, you're gonna look and go, okay, we've got Mr.

Moore, he's doing 25% of the work.

We've got Councillor Crow over here using these tools, right?

And all of a sudden he's doing four times as much work as me.

Right.

So there's gonna be a point at which you're not necessarily gonna be able to split off and say, I'm just gonna ignore this.

We did an internal survey.

I think we got about just under 250 responses.

It was almost 50-50 on non-uses versus usage, right?

So we did get some really good ideas.

We've got some information about the different products that are being utilized.

Um that survey actually mirrors a handful of others that I've read that usually split between in that 45 to 55 percent range of adoption organizational.

Um I'm gonna push a little bit more.

I don't think we're at a mandate level.

Um I have been working with HR that we are gonna have to do some upskilling.

Um that's just I think uh when I started here, we didn't have we didn't have true deployment of iPhones, right?

We have iPhones now, right?

There's certain point which emails not.

This is just a standard technology that we'll have to utilize and catch up with.

So I want us to be an early adopter, not late to the party.

Okay, Ms.

Krog, Ms.

Howard, any questions or comments?

Brendan, looking looking forward to the next one year horizon.

Yes, what's the biggest challenge you got out there?

Oof.

Um for our office, and I would say the city overall is the last 12 to 18 months.

We do um once or twice a week a check-in of our economic development side of the house.

They do a fantastic job.

I'm looking at the macroeconomic conditions nationally and how those are stacking down into our community.

For me, it's that marriage of we've got SSUT out there, right?

And then we also have a lot of physical retail that needs to be purchased transaction, and how do we get that moving?

Right now, what you see in the economy side is deals are taking longer, um, costs are up, so we don't have quite as many in the chute, so to speak, right?

So, how are we going to design different ways to generate and drive revenue into the organization?

So that will be one of the priorities and challenges we will be looking at in the future.

I will say we've had a lot of success in the past, both uh post-grade recession, post-tornado, and also during COVID.

So there are some different levers we can pull on to kind of help push that gap, but ultimately that's the thing I'm seeing within the next excuse me, within the last 90 days.

We're very vehicle grocery centric, which that's the space we're still in, and I think that's a reflection of the economy nationally, but some of your big fish are harder to come by now.

So it will take more time, more energy, and more resources to attract those.

Okay.

So thank you.

Yes, sir.

Uh, who got a well, Perry?

Um Heather today.

Heather?

We'll be on page 71.

71.

Hi, Heather, welcome.

Thank you.

Good afternoon.

Good afternoon.

So for the community community and neighborhood services, we have about nine employees with an executive director, an associate director, three program managers, a special projects coordinator, a grant specialist, and a federal programs technician.

Uh, we manage seven federal programs and one non-federal program.

Um, so that's your common programs that you understand CDBG, home, home ARP, HMIS, the continuum of care, and then we also have a home a housing certified certified housing counseling agency uh with HUD with three certified housing counselors um operating in that program.

Uh, our non federal program is our summer jobs program.

We also operate some in-house services through some of our federal programs with let's paint, let's renovate, as well as the housing counseling agency with one-on-one housing counseling and our housing counseling workshops.

Um budget is pretty much the same as last year.

We have closed out two of our federal programs, so you will notice the reimbursement is um reduced by 15,000, but that has to do with the lead abatement program closing out as well as the CDBG CV program closing out.

Our uh office um this year, we're probably operating with uh 1.6 million in our federal grants uh with the next five years, so we're looking at 9.7 million between all of our programs.

So the total of federal grant money that we administer through CNS is one point 1.6 million for this year.

That doesn't include the 1.7 that's sitting there for home ARP.

year we're probably operating with uh 1.6 million in our federal grants uh with the next five years we're looking at 9.7 million between all of our programs so the total of federal grant money that we administer through CNS is 1.6 1.6 million for this year that doesn't include the 1.7 that's sitting there for home ARP and then planning for the next five years because we did did just finish our consolidated plan for five years that plan incorporates um 9.7 million dollars and that's an estimate depending on funding um from the federal government so I'm I'm in dense mode say that last part the 9.7 that so the 9.7 that is contingent on the federal government um appropriating those funds so we're estimating based on the allocations that we receive this year okay gotcha and then as part of the appropriations for those federal funds don't we receive some allocation which helps cover the cost of you all the people who administer and oversee it yes so we uh receive administration costs on um most of our grants and we also utilize project delivery costs so when I talk about some of the um activities that we administer in house we can also um get admin kind of like an admin off of that so we're doing let's paint let's renovate the time that staff is spending evaluating applications qualifying people we also charge for the grant like that as well so yes we reimburse staff time from that grant okay mr crow so that's the that's the 2000 dollar credit that's the reimbursement shown in there that's the they're more than that the recommendation for the mayor's a credit of 185,000 but that's that's the reduction reimbursement that's correct for personnel cost straightforward chairman I'm doing no no questions I'm sorry what Ms.

I'm good at no questions thank you okay thank you very much thank you um I think what that standards what does that leave opioid funds yes sir good let's see what we got um I have a large sheet that I can hand out because this um goes quite a number of years into the future sheet it doesn't look special enough there's one thing that we can do well is create a multi-cell spreadsheet report thank you got up thank you so this will show everything that we have um received in and then also been notified about to date for the opioid funds um and then also everything we paid out so really it's kind of what you're used to seeing all of the revenues are on top um and the settling entity and then the expenditures are going to be um in that bottom section within the parens that you see we've only paid out freedom farm phoenix house and then we used one year for EMS prevention salaries we have not done that this current fiscal year and we do not plan to do that for the upcoming fiscal year either we have one more year payment to Freedom Farm that's the 2500 that you'll see in fiscal 26 and then the Phoenix house their agency their annual agency funding amount the district attorney is not in the 100 thousand it's just kind of agency funding.

Yes sir that money could come out of opioid money if you specify where it goes correct that is something that I have to um advise with with OCA um and generally it's Chad hobbs that we will talk to about whether or not the each individual settlement has its own specific parameters and so whether or not we can use one settlement versus another in different ways that's really going to be up to them.

But if they said it was okay we could oh those yeah absolutely we can cut a check for anything as as long as they tell me it's legal too then I'm I'm fine doing whatever Carly walk walk me through just how to how to track down the spreadsheet.

Okay.

So 23 it looks like we we brought in a million three forty nine yes sir 24 we brought in 191 and we put out 520 yes sir so then you'll have your annual surplus or deficit underneath that in that first gray line and then you'll have the accumulation so we're we're a million up at the end of 24 we're in 25 we're coming to the end we brought 404 in yes sir is itemized there freedom farms and Phoenix house which totals 387 we have a small surplus for the year but the cumulative stays above a million yes and then for 26 which we're looking at now we're still continuing the programmed exp the expectation programmed of one nine 119 from John McKisson cardinal health for blah blah blah total enough

We have a small surplus for the year, but the cumulative stays above a million.

Yes.

Okay.

And then for 26, which we're looking at now, we're still continuing the programmed exp the expectation programmed of one nine 11 from John uh McKisson.

McKesson Cardinal Health for blah blah blah.

Totaling another 404 is what we think is new opioid money coming in for 26, right?

Correct.

And then with a planned outflow of 400.

Planned outflow.

400, a little bit of annual surplus, but still a million cumulative surplus.

Yes, sir.

Okay.

All right.

Now I'm I'm getting the hang of and as you can see the the Walgreens one has a has a note at the top that we do have a projected payout amount per the city attorney's office, but we do not have a payout schedule.

So that those numbers have not been included because we don't know when we're going to be receiving them.

Mr.

Holmes, we don't have an idea.

We don't have an idea.

Is it this year?

Um some of them we will probably have a better idea than others.

I can get with Mr.

Hobbs and clear that up.

Some of them this is the MDL litigation is I mean it involves so many plaintiffs that it's in all various courts.

Well, and and what Mr.

Hobbs like told me when I asked about it like just last week when you mentioned that you wanted a briefing on it.

Mr.

Hobbs said that the the amount that we have been given is listed in a settlement, but it has to go through so many different layers of I guess approvals through a payout agent, and so it's we just don't know if we're gonna receive it all in one lump sum, if it's going to be over a five-year period, or uh that that's as yet to be determined by the payout agent.

Okay, gotcha.

Thank you very much.

Ms.

Howard, Mr.

Crowe comments or questions.

The um the spreadsheet reflects every planned expenditure up to this point that that has been obligated or we've kind of discussed, right?

Either proposed or already obligated, yes, sir.

Or obligated.

Okay.

Cool.

All right.

I think that hits the mark.

Thank you very much.

You're very welcome.

So you know the um business be brought before the finance committee today.

Okay.

Well uh and the standard I'll get with you obviously uh later first, and we'll kind of finish this up next week, and either have some kind of vote ready to move things forward or have it ready the next week.

Okay, is there a motion to adjourn?

Thank you.

Motion all in favor say aye.

Aye.