8-6-26 Special Meeting @ 11 a.m. - Aug 06, 2026

August 6th, set for budget meeting to order. Move approval of the agenda. Second. Got a motion and a second to approve the agenda. Anyone from the public which speaks to the motion? Seeing none, back to the board. All those in favor, say aye. Aye. All opposed. That motion is unanimous with Commissioner Wheeler and Alfred out of the room. Okay, Mr. Crosby, round two. Yes, sir. All recognized. Thank you, Tommy Crosby, Financial Facility Resource Management. He's used to saying that. A reminder that you have, we provided a separate, smaller packet so you can easily find what we're talking about today. But you have page numbers on a sheet as well if you want to look at your full book. And they're on the webpage as well for the public to see, follow along. Today should not take near the amount of time allotted. Some general county-wide stuff and then my area are the main issues we're going to talk about and constitutionals. And then we're going to prepare for the April 13th, which will be a big capital meeting, talk about the CIP, things we've done over the summer, things that the board's kind of directed us and indicated they want to see in the capital plan. So we'll bring all that back on the 13th and finalize it. And hopefully that'll be our last one. But if we do have a August 20th scheduled in case, if we need to. So the first thing is, if you're following along with the presentation, is the fund balances. So just a reminder, fund balance minimums are 10%. Projected operating revenue in the general fund and the MSTU law fund is 5%. We have charts to show you. You'll see the bump up in total ending fund balance jumps in 2022 and 2023. And that's just the revenue recovery funds that have been set aside that we haven't spent down yet. So this will go back down to a more normalized level, a lower amount when those funds are finally spent. I have a question about that. Yes, ma'am. Some of that has been allocated to projects. It has been. All of it has been. Almost all of it. Okay. So there was like, I know that there was chunks that we were allocating that were based on project oriented. And there was a lot of that recovery money that was actually for things like fire rescue. Okay. So a reminder that the actual ARPA funds and revenue recovery funds that came in from the feds has technically all been spent. So everything we did, the paying for the fire department, the vaccinations, all those programs are done. They're gone, been reported to the feds. I still have to do a quarterly report because the U.S. Treasury Department has not figured out a way for you to say, yeah, we're done with your money. Can we please quit reporting? So we're still reporting every quarter. The report, actually I owe you a report that we're just cleaning up now, is the balance of those funds that went to all the projects. And the biggest one was broadband, and we've made a lot of progress there. Another big one that we're not making as much progress is Santa Fe Hills Water. But then there are also all the housing and food programs, the A&E for the animal services building, a lot of those. So I owe you that report. It's actually sitting in my queue. Erica has finished it up, and I just need to get it out to you of where we sit with that. That's great. Thanks. Okay. And that was the second quarter. That would have been through in the June 30th. I tried to get it out for you in July, but I was off the line. So in E5 ballots and the MS2 laws, you see that was kind of a more stable line of growth. We have been building some reserves there. Why we've been able to keep that millage at 3.5678. And when you say projected operating revenues, you're talking about the general fund, 300 and... So we're talking about operating revenues. We're talking about not the other sources, not the transfers, not the debt, all those things. So anything that's got to do with taxes, fees, interest earning, all those things are operating revenues. For each of the individual funds. Probably $325 million? Yes. For the general fund. General fund. That's on your agenda, commissioners? Yes. That amount. Correct. Fund balance minimums, fire policy is 5% as well of the assessment. Gas tax policy is 5% as well. You can see the ending fund balance. The blue is bumped up in fire because the last increase in assessment was enough and we're keeping up pretty well as values have increased to cover any increases in costs. Fund balances in the gas tax policy have varied up and down based on gas tax revenue receipts, which has not been consistent. I wouldn't say it's going down, it's about flat, which is why two years ago we started using 20% of our CST now goes into gas tax fund to help them operate. So they have a stable, there's about 1.2 million, right? 1.4 million? 1 million. 1 million. 1 million. So a little over a million dollars that we put into there from the CST to help supplement the fact that gas tax revenues are not going up. Question on that, Tommy? So adopted budget gas tax was 18.3 last year and we're 14.9 this year? Yes. About 15 million. So that reduction is because of? Less use of fund balance. We've been using a little bit of fund balance. Got it. So that's why. So we use fund balance in, in, in 26 and less. Much like, much like, uh, I would say our larger labor intensive departments, fire, parks, gas tax, um, facilities. We, we, I would say we are two years now out of that COVID inability to hire window. So now we used to have all those vacancies, which would build up that has also a reason why the fund balance built up quite a bit. That's right. And so we're now more, I would say fully staffed with much, much better staff than we were and able to keep people. I think, um, at one time there were, um, two or three jobs for every one applicant or one employee out there looking for a job. And now that's gone back to more of a normalized. So it's more equal to the 25 adopted budget, 25 actuals. Yeah. Correct. And the actuals aren't going to meet the adopted this year. So. Yes. Yeah. Okay. Got it. The other thing on, on the gas tax is that the state has pushed its, um, projections, projections out until August, which they have, they haven't posted yet. Um, we're using our confidence level in those projections, especially in gas tax, because they are flat. Um, notice trying to monitor whether or not gas prices going up would actually reduce the potential of revenue that we would get because this year was kind of an, uh, an anomaly and we don't really have that past history. We ended up being conservative to budget with flat or last year's and then we'll monitor it throughout the year to see what happens. It has been a challenge. Um, I was appreciative of the fact that we moved our timeline back to a more July, August timeline like we used to do it, uh, we were in a May, I think last year, um, but it doesn't seem to have helped from the terms of state projections that keep falling farther and farther and farther behind. Um, we used to get our, the big report I would share with the board on, um, from the local government handbook that had all the statewide numbers of all the future year projections or revenues. They used to come out in November and now that is the following July. So they're, they've delayed that for like seven months that they used to release it. We used to use that to help us do some of our preliminary crystal ball stuff, you know, and that's just gone now. So now we're doing as we can. You're just doing magic now. Now it's just all me. Yeah. All right. Um, infrastructure surtax, uh, this is a very small brief that could, that could spend a lot of time digging in. Uh, just to clarify those, uh, the fund balance, uh, ending fund balance column is a cumulative number. While the other two are annual numbers. So the revenues we received for 23 was $20 million, um, 34.8 and 24 and 38 and 28 million to 25. These are actual annual expenditures. So if you take the total of the revenues, which has been $93 million collected minus the total of expenditures, which has been $23 million. You will get to that $70 million cumulative fund balance that you see on the last line. A little confusing. Just want to clarify that. Um, just for your information, uh, municipalities, we carve off the top. They've spent about 6% of their collections. So there's 94% of their availability of funds is still available to them. Um, roads has spent, uh, 40% of their revenues. So there's about 60% has been accumulating, uh, as far as resources available. Housing has only spent 1%. Um, can we get those balances as well? There's a sheet at your place that- There should be another sheet. A single sheet that I left. No, there's a single- Yeah, go ahead and show them. The sheet. Ah. Okay. On one. Yes, yes, yes. I see it. I see it. I see it. Okay, great. Thank you. Yeah, so, um, parks is at 18% and lands at 77%. But, and with all due respect, lands has had a running start, obviously. They've been doing this for sure. So. Plus, it's Andy. Well, we're going to see the parks and the roads start getting- Oh, that's in the capital. In the coming year. Yeah, and the housing, too. And the housing, too. All of that. Hopefully, if this- This is the year. Yeah. Yeah. Yeah. Yeah, school board. I would love- Yeah, that'd be great. Um, next one is just a reminder of our reserve policy, and then we just want to share- How much of your reserves the board has authorized to spend through the last few years, and I'm quite excited that the board has been very cognizant and conscious of spending reserves. And so, we have not had near the request in the last two years, and so we appreciate that. It helps us plan accordingly. The O-9 fund is a negative because we've actually built up reserves through the past few years. Um, and added two reserves from givebacks and such. Um, so, proposed budget information, again, just a reminder, general fund reserves maintain a 5% of revenues. MSTU law enforcement, 5% of revenues. Um, MSBU fire, 5% of revenues. Projected general fund ending fund balance, no less than 10%. But we also have a policy, if you'll remember, uh, uh, for 16%, which is two months worth of expenditures for cash flow purposes. Okay. So, there's a 16.66% there. All reserves, uh, and fund balance are in compliance with our- your policy in the- in the proposed budget. We did increase the local government wage to 19 dollars per hour. Um, so that's where we'll start- all employees in the future, will be the least they will start at. We have applied consistent salary increases for BOCC departments and constitutional officers, health insurance as well, for our retirement system contributions, and then the supplemental retiree, um, health supplement we provide is now in- aligned with state of Florida. For policy, all that is built into the budget. All of the constitutional officers and judicial officers are supportive of that. Um, you've heard that. Um, it has been an outstanding year in collaboration, um, as far as the budget goes. So, I know there are some issues the board is working through in- in program- programmatic type stuff and how things are handled. But from a budgetary standpoint, uh, we did meet with the sheriff. We have a two-year plan to meet his minimum sheriff request. We have been able to comply with all of his requests so far without negatively affecting the budget. And so, we're in shape. Okay. Any questions, questions? Um, more budget information. The proposed budget, again, is 948 million. Um, we talked about how we present that at the final budget, what it really is in terms of operating dollars. The general fund rollback rate millage is 7.2107 is proposed. Um, again, we need to know by next Thursday if that's going to be different. Um, law enforcement- I don't have any significant changes, commissioners, other than what we talked about on the road crew. If we can do something. Okay. I haven't heard any indication publicly or- Were you able to see- Part of it. Okay, good. Law enforcement note, flat 3.5678. No increase in any of the county assessments this year. Um, we have a .2% increase in the total fiscal year over the 26th adopted budget. So, $2 million increase is all there is. Uh, all the debt payments are allocated. All reserve policies are met. All our property liability insurance increases are met. All our worker comp increases are met. So, we're in good shape. So, we kind of had consensus on that road. Did you have any changes to the- No, I- It's- You agree? Yeah, I agree. Okay, yeah. Just one snap to hear that. Yeah, great. Okay. Uh, walking through the constitutional officers. Um, supervisor, excuse me, property appraiser, $9.5 million. Um, 61 positions, no request for additional FTE. All the- None of these had additional requests for FTEs. Uh, tax collector, $9.2 million. They- It does include $3,000 for a new Civic Plus subscription and, uh, 36,000 for a camera system. Clerk of the court had a $7,000 request for a software, uh, value adjustment board processing, uh, and reclassified some debt service payments. The tax collector, I'm sorry, has 81 positions. The clerk of the court has 26 positions. Court admin, judicial, um, has 16 positions, $4.2 million in expenditures. Um, we are transferring 50% of one administrative assistant position, um, from 075 to the general fund for- to make that one position, uh, a full position in the, um, library, right? Mm-hmm. That's the library position? Yep. The self-serve assistant. Yeah. Uh. Do we know what- what other innovative work program- what else comes out of Fund 75? 075? 075 is all the technology for the- Technology? For the court system as part of the, uh, ticket money they get. Gotcha. Court admin, uh, 16. Again, public defender, we fund one position. Cardium latum, we fund two positions. Sheriff's office, I'm excuse, supervisor of election, collect about $200,000, and that's usually through other municipalities holding, um, elections when we don't have ours, um, or- are- are not general- general election times. Um, they have 4.5 million expenses, they have a flat budget this year, completely flat budget, um, 20.5 positions, um, Sheriff has 879.5 positions, they asked for two new positions that we have included, an information security specialist and a building access, uh, um, criminal justice something specialist, um, fences of 158.6 million dollars, their budget request was for 200,000. I would like to take the opportunity also to mention, um, I- our IT department, facilities department, parks department is- is working to improve security camera systems around the county, uh, both at parks and that's- I think you've had some of those discussions with Jason, but also around our buildings, and we are coordinating that effort with the Sheriff's new, um, technology, um, criminal digital data center that they're- they're gonna use the other half of the, uh, where EOC used to be, and they're building out, um, so that information will go straight to them, instead of us having to- they'll maintain public records, all that information will go- if- if there's movement in the middle of the night, that'll go to their criminal system, so somebody can be called out, so we're not having to- Do a handoff. Call somebody, handoff, somebody called Travis Travis, gotta call somebody else, or whatever the case may be. So, um, we're excited about that opportunity, and that's kind of a collaborative effort, too. Commissioner Prizio? Um, just on that front, I know that some of this is a conversation that'll happen during capital, um, with the jail, you know, there's a lot of, like, infrastructure and facility improvements, I think, that are in that capital budget for the jail, but I guess I just wanted to also bring up, um, something that could be sort of flagged as a more significant thing, and that is, you know, um, I know that IT has worked a little bit with the jail about the, um, ability of Wi-Fi and how the internet works, um, there, but there is a real interest, um, from the programming staff at the jail to continue to use the tablets and expand use of tablets for educational purposes at the jail, and they've had real issues with not being able to have the bandwidth or the connectivity in the pods and in some of the other parts of the jail, so, um- I have an update on that. Okay. Travis is going to update you. Travis Parker, facility director, so I actually spoke to them about that this morning. So, we met with the IT staff. Um, we are scheduling to have a vendor come out and identify all the pods, um, figure out where we need wireless access points and what kind of wiring is going to be required. Um, because we're discussing now what does it look like, you know, with the infrastructure of the building. Um, you can't just put, you know, an access point in the center and hope it works. That's what we're doing now and it's not working. So, we're going to figure out, you know, all the pods with single cells, what does that look like, how many access points are we going to need. So, we did come up with a game plan this morning. We're going to try to, um, get a vendor out on our side to do that and then they're working on the tablet side. The sheriff is working on the tablet side. We're going to work on the vendor that's going to put the infrastructure in. Okay. So, I guess as you guys are having the conversation about tablets, one conversation that I've had with the sheriff and the, um, under sheriff is, you know, we, we, we worked with them on the pilot to do tablets with Emilio. I hope that we'll continue to explore that avenue as a, as a good avenue for expansion of tablets. I know that they've had a lot of issues because of the internet and then maybe some with technology. But, um, you know, I'm, I'm, we've really pushed hard on the no fees and, and on trying to make phone calls free and on trying to focus our efforts around partners that want, that have the same sort of goals and values that we have with regards to helping people not get reincarcerated. And, um, I know that as we expand, obviously we have to use procurement processes to make sure that we're doing things fairly. But, um, I just want to acknowledge that Emilio has been a really good partner for us in this initial phase of piloting and, um, they have a lot of grant funding and support available potentially to do some expansion work there. So I hope that we don't just jump to, you know, four feet secure as tablets and get back into, you know, sort of charging families for access to materials and entertainment on those tablets when we have opportunities to explore other avenues. Thank you. Mr. Howard. I will say that we had a, uh, very, um, I'll call it the dog and pony show from terrorists at, uh, NACO. And I asked the question because they were like really touting their whole tablet thing. And I asked the question about fees to inmates. And the woman's like, Oh, I'm sure we don't charge anything. And I was like, I'm sure you do. But they had their public relations person out there given that dog and pony show. And, um, I, I, I know they're really pushing that right now. So I, when I dug into it, there's actually fairly extensive fees that are for anything extra, basically. And that's the thing. I know we have the phone call, the phone's contract. And I just want to, if we're expanding that to add tablets, I want to make sure that we're fitting it in a way that it's not just an expansion of that existing contract. Exactly. That's what I'm sure. That we actually get to review and that we can write specs for that include some of the important things that we care about with regards to access to education, cost, et cetera, et cetera. Yeah, yeah. I just thought it was interesting that they were out there trying to tell people that they don't charge inmates for any of the tablet services. And I'm like, well, gee, how do they get paid for? Um, it was, it was so disingenuous. I was not happy. Thank you. All right. Okay. Um, so Tom, I just want to say what you've said, our commissioner said, we really appreciate the constitutionals working through this of all budgets years. This is the one where having everyone on the same page has really been great. And I just want to express on behalf of the commission our appreciation. Yes. Thank you for voicing that so much. And also, I don't know, I tried to really mention it, but even that effort is in collaboration with the new major at the jail. So, I mean, it's collaborative. Yeah. It's collaborative. That's great. Great. All right. Back to the county. EPD. EPD. Um, they have, and Steve got a subpoena today. That's why he's not here. Yeah. So he's having fun. You know, he would probably rather be here. So anytime you would rather be in a budget meeting, that's probably not a good day. Um, yeah. That's a really good point. I wish there were a budget meeting. Right now. So, um, okay. EPD has a total of 59.6 positions. Um, 39 are in the, on the environmental and water side and 20 are in lands and conservation. Um, their total budget is $77.2 million. And they generate a revenue of 51 million. That would be their assessments and their grants. Yes. And their contract with the state as well. Questions for EPD. Yeah. I don't have anything to say. I don't have anything. I don't have anything to say. I don't have anything. Any questions on EPD's budget or anything. Um, other than where are we? And this is to kind of see it, but where are we on the new, their new lands building? No, we're doing. I don't have any questions on EPD's budget or anything. Um, other than where are we? And this is to kind of see it, but where are we on the new, their new lands building? No, we're doing capital next week. Okay. Yeah. So I don't want to ruin what I'm doing next week on Tuesday, but we are, um, we did get it. So that would be their assessment and their grants? Yes. And their contract with the state as well. Questions for EPD? Yeah. I don't have anything to say. I don't have anything, any questions on EPD's budget or anything. Um, other than where are we? And this is to kind of see it, but where are we on the new, their new lands building? No, we're doing capital next week. Okay. Yeah. So I don't want to ruin what I'm doing next week on Tuesday, but we are, um, we did get, um, bids back and we got six or seven. Um, and it is going to, uh, we just met with them to discuss the, um, schedule values and make sure they didn't miss anything. And it will be going to you all. Um, I would assume probably the first meeting in September for approval. Okay. But on, on Tuesday, the 11th, I'm doing a presentation on, you know, the project itself. So you guys have a better understanding of all the things that we're doing associated with it. Okay. My only other, my other big question. Well, one was good job with keeping all of your things on track. I know they may not be the forever performance measures, but I think you guys were the only departments that had like almost everything on track other than opening our public access for private preserves. But I know that some of that has been because it's been a big thing on acquisitions and like, lighter on like the, you know, getting things done on those. And we have a lot in the hopper with parking lots and access issues and things like that, including this one. So, um, that I just asked about, but I did have a question about our, um, the water quality and water quantity, our minimum flows and levels and our, um, water quality measures and the, how we're looking at projects that we're going to do to meet those targets. And if we have allocated funding to some of that work, or if we're still considering how we're planning to meet those targets. Yeah. Stacy Greco, Lachau County, water resources. Um, so with the basin management action plans. Thank you. Yeah. That's where, um, you know, this year we did get our allocations from the state and we've been really taking a deep dive at looking at our path forward there. Um, you know, some of our stormwater assessment, which is split 50, 50 between public works and EPD, you know, that is the money that we use to then try to leverage, um, grants from the state. So we are working on, um, a couple of grant applications right now. Um, we are also working with a consultant to figure out how to address the issues in the Santa Fe basin. It's very hard in a spring shed because it's not, there's not, it's not easy to do stormwater projects there. So we are working with a consultant to identify, you know, beyond upgrading septic systems, which we are working on that also. So still trying to figure out what is that roadmap to get us to a hundred percent of our allocation. And I guess I would be interested to know if DEP, um, and the consultant have any thoughts or input on the idea of a payment ecological services program in working with agricultural operations to reduce the impacts of fertilizer use, um, and water use, frankly, um, you know, in order to sort of reduce the amounts of pollution that are coming off of the agricultural areas in our spring shed would be something that would be considered an acceptable project. So I just want to put that in your, I mean, that would be like a stormwater project. It would be like a stormwater, but essentially it would be a, well, it wouldn't be stormwater, but it would be another way to reduce total nitrogen loads. We know that we have a lot of farms in our spring shed and those farms, some of them are spreading fertilizers, you know, or, and other, other types of things that add nutrients to the systems. And if we can work with them to provide incentives to reduce those numbers and monitor their, the stormwater runoff from their properties, um, it might be an adequate project that they would accept. And it might be a low cost or shared cost opportunity for us to continue to work with our ag community on, on sustainable practice adoption as well as resource management, which is ultimately what they're doing with their farm. Is this something we could leverage, uh, any resources from IFAS to work with us on that? Yeah, we have a number of, um, faculty, I think, in some of our departments that have been working on PES programs generally, um, looking at how do you evaluate them? How do you come up with measures and things like that? So I think if it's something that DEP would be open to as a project and it seems like something that would be workable, then yeah, I think there are faculty and people that we could bring on board that would be willing to help us with the metrics. I remember talking to Dr. Knight about something like this, like, 15 years ago. And, uh, it would, I think there's... And there's federal funding, I mean, you know, sorry, MRCS already has, like, cost share for things like taking the guns off the end of your booms or shifting to drip irrigation or putting up fencing in areas and things like that. So there are some cost share programs that exist for farmers to do the infrastructure part. But then maintaining that infrastructure, continuing to follow up on the practices component of, like, how you spread your fertilizer, how much you spread, how you measure your stormwater, like, some of those things can get costly. And without an incentive for them to do it, there's not, you know, why would they? Right. He also looked, I believe, at incentive programs to, in the most sensitive farming areas closest to our water bodies, looking at providing incentives to change the crops from more traditional agriculture to silviculture, because silviculture has less impact to runoff. And I don't know, that might be way outside of our, what we could afford to do. But it's also, you know, there's reasons farmers might want to do it, too. So I felt that was an interesting list on that subject. So, Tommy, I mean, the big thing here is of that 51 million number, 39 is land conservation coming in. And then of that 77 number, 61 is land conservation. So, I mean, when you... And a big part of that number is also the contract with the state to monitor the difference. Right. I mean, I've always thought EPD has a very small general fund actual contribution. Very small general fund, that's correct. Do you know what that number is off the top of your head? I'm sure we do. I was trying to figure that out. I'm sure Mo does. I mean, I mean, the point here is that that difference is basically fund balance. Steven has to have to balance. Steven pays a budget, I guess. Oh, hi, Steve. Hey. Just couldn't wait to get back to the budget meeting. Yeah. It's been reported that you attending budget meetings is actually enjoyable. Oh, I... Compared to subpoenas. Oh, it's about 4 million. About 4 million. Yeah. That includes the MSTU component as well, which kind of gets mixed in with general funds. Yeah. Okay. Yeah. Thank you. 4.247. Steven pays attention in our meeting. Yeah. Thanks, Scott. Thank you, Steven. Yeah. And I think, you know, Stacey and I talked a little bit this morning, but the septic tank state requirement that's coming out, or Steve, do you want to give just a kind of an overview? That's getting a lot of press around the county of the state requiring upgrades to septic systems in certain areas. I read the article that was published last night, and I know we're going to be spending some time to kind of put out some public information to our constituents, which I think is important because when you look at the fact that there's 67 counties, and I think you reported there's four that you're aware of that have rebate programs. You know, none of the surrounding counties have a rebate program, so it's important that our citizens know that our EPD department is working hard to help them as it relates to the new state requirements. These are not county requirements. These are state requirements. And so can you just briefly summarize what has been reported for folks that are watching? Yeah, so with the updates to the Santa Fe and the Silver Basin Management Action Plans, the BMAPs, some state requirements for septic systems went into effect. The biggest one is in the Silver Springs Basin, which is Micanope, Hawthorne, around the southeast part of the county. That includes requirements for existing systems. So every septic system should be connected to centralized sewer, which is not available in most of that basin, or upgraded to an enhanced system within the next 20 years. And so they would do that when they're presumably when their drain fuel or septic system failed and they had to get it fixed. Correct. The idea is right by the 20 year window is that you don't want anyone going out and digging up a system that's functioning properly. So as people come in for repairs or modifications, they would do those upgrades. So we have a small pot of money. We have $250,000 from DEP where we're offering rebates. We started at this a few years ago as a 50% rebate, only offering $5,000. And I've done three contract amendments to change it to get interest. We now have interest that we are, it is now a straight $10,000 if someone does a passive system and $16,000 if they do an aerobic system. We will run out of money within the next year. So I'm in the process of applying for additional funding to help people. So, you know, all of the interest that I'm receiving right now, you know, will be generating a waiting list and that will help demonstrate the need for the funding. So to be clear, the press release did include other basins so that people know that in the Santa Fe Basin and the Orange Creek Basin, new construction on lots that are one acre or less have to do these types of systems. And then there's some priority areas that any new septic system has to be this new system. But as far as the existing systems, that only impacts the Silver Basin, so the southeast part of the county. Okay. Commissioner President and Commissioner Hoffman. Yeah, I guess I just wanted to say, like, I really appreciate you seeking the funds from the state for the grant funding so that we can provide those incentives. I would say that it's really confusing for our residents because there are holes in that area. Like, we have this area that gets covered by this basin, and so they are eligible for funding. And there's these people that are in this basin, and so they're eligible for the funding, and these people in this basin. And then there's these little holes in the donut, right, that are not eligible for that funding. I, for one, would love to see us as a county put up the money to be able to provide those same incentives in those holes in the donut. Because, you know, those advanced septic systems are really important across anywhere where we have septic systems. And having those little gaps in the system seems silly to me. I don't know how many there are and what that central cost might be, but if there's any kind of way we could get an estimate of what it might look like for us to have, you know, a similar incentive. I mean, we still have to run out of money, we still have to cap it at some level, but if we could think about if we've had requests from those areas about how many requests we've had that we haven't been able to fund, and consider the idea of having a similar incentive program in the areas where we're not able to get it covered by the state due to the fact that it's not part of the map priority areas. Yeah, and we can provide that information. It is very confusing. So we've created an interactive map that people can put their address in, and it'll let them know, you know, what requirements they have. And that's why I tell everyone, just put your name in the hat, and then I look at it to let people know, and then I'm collecting people's information. So if we do get funding to fill in the gaps, and I've applied to fill in the gaps twice, but the legislature has not been funding the water quality grants for the last two or three budget years. So I'm only able to do Springs funding, and that's what makes it so we can't have a countywide program with the state funding. Can you talk a little bit about Archer since they have a lot of septic tanks, some in very bad condition, and they're supposedly going to be connecting to sewer in the next four years. How would that be handled? Yeah, so one thing I do when I'm looking at these applications is if it's close to the municipal boundaries, I do reach out to my contacts there to find out if there is any septic to sewer plans. We don't want to use our limited dollars. So I just reached out yesterday, and phase one of Archer's wastewater is supposed to be online in late 2028. I'm not sure if they are on schedule there, so it is a little tricky. They seem to be close, from what I understand, but I know somebody's going to ask me that, so thank you. So, Stacey, by September 1, with the press that we're doing, do you have a sense of how large that waiting list is with regard to what Commissioner Prizia was mentioning? That's part one of the questions. Part two of the question is, if we elected to use our 1.6 million of stormwater for water quality for something like this, would that qualify? If the state's not funding water quality projects, this essentially is water quality, could we redirect that money into this type of a program if there was a big need? So there's two responses to that. I mean, one, we are still in the process of looking at our full allocation and what is the most cost-effective way to meet that. And, you know, for septic systems, if they're in a high aquifer recharge area, we get nine pounds of nitrogen. If they're in a low recharge area, we only get two pounds of nitrogen credit, but it will cost us the same amount of money. So that would be the Santa Fe priority areas in the Santa Fe Basin, that dark purple. So the dark purple, those typically are the high recharge, so we'd get nine pounds per system. So, you know, those might make sense, but we're also looking at, you know, other projects that might help us achieve our allocation in a more cost-effective way. But I can definitely compile all of that information. I think it's something to think about. Yeah, I mean, that's why I was just, like, get the data, the information. Yeah, and it's something for us to kind of consider moving into the next year. Yeah, and we'll have to also, you know, meet with legal to make sure that that does meet the statutory requirements for that funding source. And when we did the statutory split between stormwater and water quality, was that in the ballot, or is that the policy decision, like when we made the 80 versus 90 percent on parks and rec versus land? It's a policy decision, is my understanding, that that was not, you know, in the, if you look at the resolution that set that up, it does not have the split in there. That's been policy. Do you all have that allocated? Yeah, they're allocated 1.6 million of stormwater in the water quality. I know, but they use that money to fund our current water quality programs. I don't want to borrow from Peter to pay Paul's all the same, like if they've already budgeted that. I don't think they used it all last year. We have money building up as we identify the best projects to spend it on. Okay. But, I mean, the price tag of projects is expensive and always increasing. Gotcha. So, you know, once we chart that path forward of what makes sense, you know, I think that that money will be spoken for. Okay. Do you have anything to add? Sure. Mr. Chair, we're talking about the assessment money, not the surtax, right? Yeah. Okay. What you set up the uses for and you set up the allocations for. We do need to go back and look at what uses are in the resolutions, but those are amendable resolutions. Okay. So the question, I guess, would be would septic conversions or upgrades the septic system under the qualify as a potential use, if that's the direction that staff wanted to bring back as a recommendation. Okay. Great. Thank you. Any other questions for EPD, commissioners? All right. Thank you very much. Thank you, Andy. So just for clarification, based on what that question that was just asked, would you like us to get with, I think probably in addition to attorney's office, I think we probably need to get with our assessment consultant, you know, and how it was derived and make sure as well only from the consultant side of how we've level, what level we've set the assessment. What's it? Yeah. I mean, that assessment has not been. I mean, from my perspective, that assessment hasn't been adjusted since we initiated it. And now that the state is adopting more requirements that our citizens are going to have to deal with, we should probably be looking at that next year. No, I agree. I mean, I do think understanding the projects and the level of scale of projects and which ones are likely to be accepted and have the best bang for their buck before we make a determination and then work with a consultant. We will. And I know on the other side of the house, I know Ramon is already struggling with, he's got plenty of need in the management stormwater basins, et cetera, as he mentioned the other day. I know he could use additional funds on this side of the house. I guess I'm interested to understand that because we haven't met the targets that are in the, in the thing right now with the existing money that we have. So we're not. Probably not enough money. Not enough money. Well, we only did two. I'm sure we have enough money to do more than two. Okay. So I, you know what I'm saying? I mean, I'm interested to know if it's a staffing issue or a funding issue. Because to me, it looks like it's a staffing issue that we don't have enough staff to do the ditches in the, in the stormwater ponds that are, we've currently got as priorities. But rather than it being a stormwater fund is staffed. The staffing issues are a lot more to do on the road and bridge side than the gas tax fund than on the stormwater side. I'm understanding it. He said he had 13. He only had two vacancies. Yeah. Okay. Well, I think that's more of a funding issue on the stormwater. He's been using all of his project money. Yeah. On, for his side. On the stormwater side. He's even tried to steal some of Stevens. Yeah. Yeah. Right. Exactly. Okay. And I think that's the point. You know, when, when people think of stormwater, they don't think of roads. Right. And it's actually part of the road deficiencies that we've been suffering for decades and decades. And so improving the funding in that area helps us pay more roads and fix more roads. And quite a, quite a bit impact on water quality as well. A hundred percent. And hurricane impact. Yeah. All right. Okay. All right. Next department. Me. Okay. So financial facility resource management. I have, I have recently assumed responsibilities for parks and open spaces. So that has transitioned to me. Are you doing that first? Um, no, I just letting, you know, my world. Um, so, um, so now I have, um, the shipping has been hired on. So the director of budget fiscal services, the director of facilities director of parks and open spaces. And in addition to my other direct reports are the enterprise resource administration, which is, uh, Jonathan risk management, Amy and procurement, which is TJ. So 58 people in the, um, financial rent realm, six in OMB, three in strategic performance, 26 in fiscal and myself, four in ERP, eight in risk management and 10 in procurement. So that's a total of 58. Facilities has 55.3 positions, which are a lot of custodial and building maintenance workers. Uh, most capital projects are obviously contracted out normally. Um, parks and open spaces has 22 positions split between the general fund and the general fund and incorporated area. Tuskawila has, uh, 2.5 regular positions. Plus then we have seasonal for the summer camp. Mainly the Springs has one, two assigned to the equestrian center and one, um, committed to surtax funds and projects. Um, I, I guess, I don't know if I have, I have questions for each of these divisions. So I don't know how we want to go about that. So you can start with, uh, all the financial operations if you would like. Okay. Yeah. Um, under fiscal services, I'm still getting my head around the differences between fiscal services and OMB and enterprise services. Like all these things that have now been split out. Um, I don't, if there's any way to get a, like a, or a charter of that. So we understand like what functions are under each of those. Like, like my head doesn't know. Sure. We're actually consolidating the budget fiscal strategic performance. That's a consolidation effort. Okay. Um, the question of fiscal services, it looks like there's an increase of 400,000 in that budget from the 26 adopted to the 27 adopted. I'm wondering if that's. 400,000. An increase? Yep. From 2309 to 27, or 2.3, sorry, to 2.7 million. So you ignored the 1.5 million decrease in OMB. You just asked me about the 400,000 increase. We. Excuse me. I said it's a decrease. And a decrease. Yeah. We added. About the budgeting here. We talked, we've added MTPO and sports event center. Oh. So we do have positions that we build out for those. Okay. And the billing comes through general fund revenue. So it's kind of passed. It's about 200,000. Uh, it's almost 400,000, including we have, uh, for career source. Okay. Two positions there that are halftime. Okay. And that's, and the decrease to Ken's point in the. Cause, cause, cause most said we have to decrease budget. And you decrease budget. And you decrease yours. We set the bar. All right. Set the bar. Uh. I think that's a, an important point. Yeah. They, they cut their budget 40%. 2.5 to 60. It takes a lot to get by me. 2.5 to one. Um, and then my only question for you on that side of, of, of, or I got a couple of, just mainly is the synergistic. Like what happened with like that being off track of being so far down? I mean, in the past we've been really proud of the savings on that one. So I was just. So I'm glad you asked. Um, they had to take care of some personnel issues. And, um, we were actually fortunate. They brought up a gentleman that works in their program down in Sarasota County. They came up to, as the interim fill in, get us back on track where they've just hired a, onboarded a new person permanently and it's working with him for another month. Um, but our, looks like our June bills, we are back on track and back into the areas where we need to do the savings that we should be recognizing. So, um, what we're actually doing is we're just getting June bills finalized in a reportable format. Um, I'd like to come back to the board in November and show the entire summer month. What happened June through September. Uh, but we're really excited to be back on track. Cause I was not a very happy person. I figured, I know that's when you had projects. Yeah. The vendor was not, you know, he, he, they recognized quickly that this is not going on track and they were like, well, when's our next presentation? I said, well, when, whenever you get your act together, that's when our presentation is. So, um, so they actually, they have actually coordinated much better with Travis's team and the air condition team. Um, 80% of our issues are air conditioning. Yeah. I mean, we talk about a lot of the things, but 80% is air conditioning issues. So, um, and then another probably 15 is lighting and then water and everything else at the other time. So, um, we, we are back on track and we are actually coordinating with Vince and his team a lot better. We have, um, hardware, our, our stuff issues seems to be mostly our control systems that we're working on upgrading. Um, we just have some incompatible control systems. Um, actually at one of the courthouses, we have a different one that run the system, a different one that manages. Riotory stuff drives me crazy. Yeah, exactly. So, you know, we're working on that now. So we're, we're finalizing that piece, um, without trying, while avoiding a lot of discomfort issues, um, um, that's a big issue. So we are back on track and we're excited about where we're, we're, we can report back in November and you're going to see some good numbers again. That's where we need to be. Awesome. Commissioner Offord. While you're on facilities, do you mind if I jump in with a question? Um, I wasn't on facilities. I was still on a bit of budget. Oh, okay. Well, okay. It's to me, it's still, that's part of facilities. But, um, my question is the, uh, we've been moving more into providing services in-house versus. I saw, we saw Mary Fanning, so we went and bumped it down. If not. Sometimes you guys bump it down, you bump it down. I don't know why bumping it down means bump it down like 10 degrees. I'm freezing. It's freezing. It's freezing. Mary just went in there pretty hard. I was, I was like, I was about ready to leave. Um, so. That's what, that's what happens in the real world right there. Yeah. Yeah. That's the problem we have right there. I just bump it down two degrees, not 10. Right. So, uh, so my question is, is how much of the budget has been impacted? And how is that balance working out changing from having more in-house services versus maintenance contracts? And, or are we as far along with that as we hope? Are we, we are, um, I'll answer most of that because just it's put Travis on the spot on it. We recognize right now our biggest issue is competing in the market for talent. Mm-hmm. So while we have brought a lot, a lot in the house, um, we're struggling with achieving highly skilled people, especially in air conditioning systems, especially in some of those skilled areas. So I don't think the custodial side has been as big a challenge. I mean, to bring that back in house, um, we, we are training them up. Um, but the skill level has been a problem. Um, Travis and I are actually going to, um, visit Leon County and St. Johns County to see how they are staffed and how they're organized and what it looks like. Um, process of hiring an assistant director in facilities to help take some workload off with Travis. Yeah. And that could be an air conditioning person. Maybe. Yes. I think specifically though, like speaking to air conditioning, I've been here two years and we've had a vacancy the entire two years. Well, I knew somebody that applied for that. Yeah. I don't know, um, where it ended, but, um, we have had a vacancy and we were going to, because we experienced a lot of issues with our chillers, you know, that, that is the thing. And you know, a standard HVAC technician who's working on like a DX unit, like at your house, and they're not the same level. No, you, you, you. Yeah. I know. You need a commercial. You need a, you need somebody with, well, you need a pipe fitter. You need a, you need, you need those, those specialties. And what we don't have that right now. So what we're experiencing is when it goes out, we're not getting a ton of applicants back. Um, actually, I think it was out for six months and we didn't get an applicant. So HR is like, maybe we should pull it, you know, because we're saturating it out there. Maybe give it a break, but that, that's kind of how bad it has been, you know, as far as finding someone that can come in and work on a chill. That's, that's what we need. Yeah. That's where most of our issues come from. You need somebody retired from, uh, WWA or something. Somebody that's done that for a long time in there. And we do have some good vendors that we rely on that do have good chiller mechanics, but having that in house so that we can respond to that call, you know, we get a lot of calls. So they're mostly middle of the night or we're going in at 2 AM because the, you know, logic tells us that it's failed. We got to go reset a chiller at the criminal courthouse, those type things. So, I mean, that is a consistent, you know, almost every other night. I mean, what I see, what I see that, I don't know HR is not in the room today, but it's something we talked about. We talked about like time to hire. These are some of the things we're also talking about. I know she talked about the classification study, but I guarantee you the classification study will come back up that person isn't going to pay anywhere near what they need to be getting paid in terms of comp and class, like in comparison, like across, you know. And so I feel like when we get these situations where like we're putting things out and we're not getting hires and we're putting them out and we're not getting hires, but they're critical positions, we need to really look at salary increases and opportunities to increase and be more competitive with the private sector because that's who's stealing our people or... We're competing with University of Florida and, you know, the WWDs of the world. And I think recently though, instead of starting at a base salary, we put a range out there. And I think that is helping us a little bit, you know, to get applicants. So one of those challenges that you and I have been talking about is when you are creating it by bringing it back in, you lose that legacy context of this person's been here 20 years to train up the next person, this is how we do it here, this is what our systems look like. So we don't have that. So if somebody comes in from scratch, they're learning the system as well. Yeah. One thing I do want to note that's very interesting, and they probably don't want me to share this, I will anyway, because I saw it yesterday. What AI is doing in the maintenance field is pretty phenomenal. So right now, Synergistic was showing me yesterday that I can go out and take a picture of the BAS and it will, in seconds, go back to their system and report back to you everything going on, what the run times are, where they're off, what the fan motor is doing, what the pumps are doing, cost solution, how much it's going to cost you to fix it, et cetera, and do that within seconds now. So that's just phenomenal. Yeah, the diagnostic. And so the last thing I'll say is our biggest challenge, and probably above all else, has just been the age of the jail. The jail has us running around in circles. And not just the age, but the activity that goes on there. So when we talk about improved security systems, improved camera systems, to know what people are doing there. I mean, how many times do we have to pull a shirt out of a toilet? It is phenomenal, you know? So we have to address that as well. Also, another thing we're researching is what is the best way to staff and manage the maintenance and not just the long-term renovations, like we're putting a lot of money in, you'll see on the next agenda, for the locking mechanisms and the door mechanisms that we're replacing. We're going to do all of them. But also, the ongoing maintenance issues. How do we better set up the systems so they require less of that, so they can be less damaged, and those kind of things. I mean, I guess that was going to be my question when we got to facilities since we're there. Is built into this budget, or has there been any thought around just sort of having a jail maintenance team? You know, just like just does that, and that like focuses on that. We currently have that. So we have five staff members there. I've actually looked at the numbers this morning. So for last month, we completed 220 work orders, had 208 come in, and that... And more people in that jail maintenance team. Yeah, so we don't have enough staff for that. However, I would say that's probably average. So we may get, you know, 40 or 50 more in a month, or it might be a down month. But that is a pretty good number, and I think... I was happy to see that we completed more than we received. And I think we have maybe 70 pending right now, and another dozen that was new today. So I think we're... Tomorrow, we can have... Yeah, we're staying kind of on track with what we have. But it goes back to this specialization. You know, we need a plumber that's there. We do a lot of plumbing work. That is something that we're doing all the time. We're also fighting electrical issues. Obviously, it's an old jail, and there's a lot of folks that have been through that jail. And there's a lot of systems that have... Should have been red-tagged and removed, but they're not. So when, you know, we get a call, and, you know, HPOD is down, and you go into that mechanical room, there's equipment in there that was... That's been removed. Yeah, a long time ago, years and years. So, you know, we're trying to work through that now. Tommy and I have been working through a process with OpenGov that you guys will also see soon. That is going to allow us to figure out what is actually operational, what's the lifespan on that equipment, so that we can start to develop. I think our issue is we don't really have replacement programs yet, which is what we're starting to do now. So, like the doors, that's the replacement program. Kitchen equipment, that's another one that has been crushing us. So now we have a program in place. So every year, we're going to spend X amount of money. So in the next four years, we'll replace all that equipment. And then in 10 years, we'll start that process again. So I guess I just took my colleagues on that front. You know, I've been... I've continuously said, like, I'm not interested in building a new jail, and I still am not interested in building a new jail. You know, I'd be open to adding a wing, like a woman's wing, or additions that are needed in order for us to give someone a leap to the pot so that they can do maintenance and updates and renovations within the jail that we have. But I think that that begs, like, much like you're like, if we're going to spend money, let's spend it on the roads. I'm also, if we're going to spend money, let's spend it on our jails to make sure that the facility that we have is in good working order, that both the people that work there and the people who are being housed there are comfortable and that it's working for them so that the facilities isn't part of why job satisfaction is so low and why I'm getting phone calls from families that, you know, inmates are freezing or, you know, they need more blankets. You know, so I just I really would love to make sure that we they have the resources that they need to be able to to upgrade and maintain the facility that we have, you know, to the best degree that we can. Yeah, I've been saying that for a while. And I think that also on our, and you're probably doing this now on contracts, but when we add new equipment as part of the contract, old equipment needs to be removed. We are. So we are doing that ourselves. So when we if we replace something, we are removing the old one, because in the past, again, we would be just that wasn't done. Yeah, that's part of the problem. Yeah, I mean, I think having what I just heard Travis and Tommy talked about and your concerns, they're going to hopefully be bringing us back recommendations on how to become more efficient. And if we need more staffing or if we need to hire specifically a plumber or an HVAC for the jail, I think those are recommendations that will make you ultimately more efficient, cost the taxpayers less money and probably get a pretty quick approval from this board. Sure. And a reminder that we have, is it on this agenda or the jail study? Jail study that just got added to East Grove. So it's right. The 25th. So the 25th, we have a study coming. Second meeting in August. Okay. And we have heard you loud and clear about we understand the cost of a new jail as well. But there's a lot of things in between. And we need to understand exactly what that means and what that commitment is. Is it a $10 million, $15 million a year commitment to funding a replacement plan as well as maintenance or what that looks like? So but that is going to be on the 25th agenda. In many ways, it's a lot like the animal services discussion. Yes, exactly. We know what we have. We know it's not adequate. But how can we be most efficient for the users and the employees that work? I think I think it's important to reflect back on Commissioner Alford's original kind of question is is unfortunately with Dan and now with Travis, it's almost like starting over. It's not like we just picked up a ball and kept running down the field with it. And we've had to really regroup. We did the facility study and really put a lot of effort when Dan was there to actually try to figure out how to get work orders through. Yeah, much less what our real needs are. We're just trying to get the processes. But how do we start gathering data? And so we're just now getting to that point. And it shows on these metrics. It's taking that long. I speak to metrics real quick. Yeah. So I did make some adjustments to that because I felt like some of the things that we weren't tracking actually made the most sense. So I knew that we probably were going to, you know, take a hit in some things, you know, because we're trying to figure out how long does it actually take you like we need to really know that. And sometimes to Tommy's point, we're trying to we might I'll give you an example. So an emergency work order, it might say three hours is our response time. It's not like we're there as soon as we get a phone call. That person is is moving. But the only way for us to track that is, did they go back later and put an accurate time into the work order? Right. So the next time you know how long it takes. That's right. So really, it's more of an input process. It's not a it's not taking us three hours to respond to an emergency is we're just still trying to work our way through getting folks to make sure process. Yeah, I work through the implementation of one of those work order programs, then it's garbage and garbage out at the beginning. And you really, really have to push that accurate data materials time. Time is important. And we're and we're using it as that is our customer service piece so that when a customer puts in a work order. Yeah, our technicians are putting a schedule date so that they know when they're coming back a that they know they've been heard all of those types of things. So we're we are working really hard to make that like a culture thing. This way in the weeds, but just as a person who's had to deal with a lot of data, if you can make anything a drop down menu, even if it's by 15 minutes and it means that you don't get 258, you get 215, 230, 245 or three o'clock. And it's a drop down menu. The data in will be so much better than if you let people hand manually type things. So just calendar drop down, number drop down, anything you can do in the drop down will save you in the long run in terms of that garbage and garbage out. Yeah, a lot of that just has to do with people not wanting to sit in front of a computer because their hands on people and they're not. Right. No, I get that. Their hands on people and not computer people. Yeah, they're not computer people, absolutely. Yeah, just and they're working. Yeah, you know, they're working and there isn't for that example. There's a timer, you know, and sometimes I'll see a work order and it's got, you know, 147 hours on it and somebody forgot to stop the timer. Yeah. They're trying really hard, though. No, I appreciate those. Travis, I will wait to the next meeting to tell you how fortunate I feel that we have you and your team. Thank you. Been here 12 years and I feel like, I mean, I'll never forget Jim Harriot said we got 19 million of roofs that we got to fix yesterday, you know, and to get your hands around that as quickly as you have and to continue to make that an important customer service to our users is, I'm just really grateful for it. Thank you. But I'll wait till the next meeting to tell you all that good stuff. I have a quick question. Commissioner Wheeler. So, Travis, the shelter, do you all have a list of things, the animal shelter, do you all have a list of projects out there that are pending? We do. So, at the existing shelter, we do. I would, I can't tell you what they are right now. Okay, but you guys have got your eyes on it. Yeah, so Vince was out there this week. He met with them again. They're doing fencing, they're doing all kinds of things. It truly comes down to resources. I understand. We have the materials in now, so I think they're going to start working on all those things. They're consistently out there, though. The floors, I think, was an issue, I don't know, trying to get paint or shark skin or whatever, you know, something to, because it's going to be a while. Where are we on the contract with the university at this point? We're in due diligence right now. We extended, because we are doing a phase two environmental report, and we are hoping that it comes back. I want to say sometimes September is the end date. So, when we get that report back, it's going to be right at the very end of that due diligence period. Gotcha. That's the last remaining piece that I think we need to know. And I think that is going to identify whether or not, one, what is under the ground that's going to concern us. And then, two, is it going to be a crazy mitigation? And if it is, then we need to have that conversation, you know, up front. But so far, everything looks pretty good. But that is the last piece. So, as soon as that's done, end of next month, then we should be having that conversation. Okay. Because it's been four years, you know, that we've been trying to get that site. And I just want to make sure that the facility is in good working order for the people who have to be there for another three years, you know, as we wait, if indeed that actually happens. We do have a large list of projects, and we're funded to work through those. I saw an email on tarps and drains and kennels, some outdoor kennels along the recent range. I saw that too. I think we'll just look into that one. I sent that to the manager. Will do. Thanks. Thank you. Okay. Anything else for this section? I don't have anything major on parks and open parks. What I love is we're going to be spending some money on parks. Yeah. I like that too. We're ready to see some of that. I did have a question. Yeah, I got it. Go ahead. Commissioner. Commissioner. Commissioner. Okay. On the operating expenditures versus recuperated through revenue, I'm curious. Have we looked at the fees? Are we not worried? Are we trying to keep that as affordable as we can and not try to balance? I'm just trying to understand that goal and if we need to raise fees to meet the goal or if we are not or what? Or is it because there's no water at Post Springs? Jason Mauer, director for parks and open space. Jason Mauer, director for parks and open space. Well, it's just back in May. That's the Questrand Center in Cuskawilla, so it's very specific parks. Yeah. That's true. I was kind of joking. Wes? Yeah. The fees we're trying to keep, we don't want to price ourselves out, so we kind of investigated fees and if you try to charge too much for, let's say, Freedom Center, Cuskawilla Lodge, we weren't getting any interest in those prices, so we looked at what was going to work better because I'd rather book it out and make some revenue than try to go, well, we only book it out twice a year for $5,000. The hourly is helpful. Yeah. That's what I was saying. It should be 60 to 70 percent, not 100 percent. Yes. That's what I was asking about, did we change the metric? 75 percent. Or something different. Are we talking about Cuskawilla? Well, whichever ones. It's off track on both. Okay. So Equestrian Center, I think that is our closest one that we could break even. It really is just dependent on how many, like, we book out almost every week or every, you know, as much as we can. But I will be the first one to tell you Cuskawilla will never be 100 percent removed. 70 percent is probably realistic because we even doing the math, if we rent it out and we had events every year or every weekend and things like that, we still wouldn't generate 100 percent cost recovery. So that's what I wanted to say. That metric seems to be about right on here. 60 percent. Yeah. Yeah. Yeah. I mean, it feels to me like, even we want to make sure, even with the Equestrian Center, like, you know, the youth fair is there, the Master Garner plant sale is there. Right. Like, there's projects that are there that take up important weekends probably that we could get more revenue. But our goal isn't just revenue. Our goal is also supporting our residents and the programming that supports the broader picture of Alaska County's goals for, you know, outreach, economic development, community development. So, for me, you know, keeping, like, looking at maybe rearranging these targets to be more realistic at what it makes sense with being able to continue to do the community-based programming and the revenue-generating programming makes sense. Yeah. How would we reset that? How would we, if we wanted to? We're reworking on all of our- Well, we're working on all of them and y'all are taking feedback from these meetings. We actually just met with Parks yesterday. We just had Donna just met with Parks yesterday to talk about this. So she's- Because Donna's in the middle of revamping all of our departments. Fresh on Parks. That's why I've been talking so much about these because I feel like it's the chance to sort of give them some input. Ms. Robert, could you give us your thoughts on what you've been doing and how we're going to be updating these metrics? Sure. As you're aware, we're working on the Strategic Guide and we have the focus areas of the Strategic Guide. With that, we're meeting with every department that's involved in any of those Strategic Guide focus areas and we are asking them to take a critical look at their performance measures as well as their project deliverables. As Tommy mentioned, we did meet with Parks and Open Space as well as Land Conservation yesterday. And regarding the performance measures specific to revenue recovery as well as those days that are for community benefit, I believe that that is one of our performance measures also under the Parks realm. We could potentially look at revising that to do an estimate of the portion that we want to utilize for community benefit. I like that. So if that's, you know, 20% of our goal, we can basically take that right off of the top of revenue recovery and then readjust the target. When you met with Parks yesterday, what number came out of the Equestment Center? We actually didn't get into the significant detail like that. We did go over a lot of the concepts of deliverables in relation to the objectives that the board set back in September. Yeah. I mean, I feel like almost in addition to that, that we should be having that same conversation for the events. Sports and events that are, I was just about to say the same thing. Okay. Good. Yeah. Okay. Donna Brevard, thank you. Thank you. All right, Tommy. Good. Yep. All right. Well, let me, one thing on revenue too, just to update you, that we negotiated with Gator Baseball Academy starting next March, they're going to pay a flat fee of $15,000 to the county to help reimburse us for the agronomy program, all the turf care and things to help offset someone's costs. It's less than $10 a player basically. Out of Jonesville? Yeah, Jonesville. And then soccer is also going to be, our contract allows us to charge $10 per player. They're going to do starting next May is when they do most of the registrations. They're going to start contributing too, which would probably be about $16,000, $17,000. So we're looking at $30,000, $31,000 increase in revenue. And that's all going to be geared towards helping us offset all the costs for fertilization, the wear and tear on the fields. It gives them some skin in the game because of... And is the stadium in that $14 million for the next year? The stadium, I don't know, it's for construction. That's capital. That's capital, sorry. Yeah, so that's actually almost done and should be going out to bid here this fall. And the construction probably next spring, early summer. But we went ahead and did the field work this year. So the field one we did, we wanted to go ahead and knock that out. And then all the pickleball and the stadium, all that will be out for bid and start construction in 2027. Just while he's here, I guess, one, an update on West End. And then also I wanted to ask about the, on West End, the unsolicited, not unsolicited proposal, but sort of the public-private partnership component of it. And I know that I know we've had some folks, like, knocking on the door about that. So I just wanted to check in. I know it's sort of hard to balance one when you were also in the middle of just trying to get our own construction done. But I just wanted to sort of find out. Can we update on that? Can we update on that? Yes. We have the draft proposal for the P3. I met with Tommy the other day to go over that. So we're going to make a few changes. And then that, once I have those changes and I get his blessing, we will probably be moving forward with whatever the procurement process is for putting that out. And then as far as the West End, the revised. Can that come to us before it goes out? We are following the last board direction. So if you want to take a look at it, it's pretty general in nature. The idea was that. Oh, it's just sort of a general call for P3s. Yeah, exactly. What can you. Golf or. Golf-related. What do we call it? Golf-related activities. Yeah, I don't think there's going to be much that you're going to get from it. A call to see what people bring back to us. Yeah. And this proposal stipulates probably about 15 acres would be available for your pitch and putch or small or whatever golf you want to do. And then the throwing field, which is about 10 acres, would be for driving range. So we're not going to spell everything out, but this is the acreage that you have to work with. What are you going to be able to do with that? And we'll look at those proposals and grade them accordingly. What's going to be the best benefit for our citizens in the county? I guess I know that golf was a real interest and that was like the driving force behind a lot of the community input. So I'm glad we're doing golf, but I would hope that we'll leave a little bit of room. Somebody has an innovative idea that's not specifically related to golf, but would be in a menu that would be added that they can, they can include that. You know, if there's like a small aquatic component or a, I don't know what it might be. If there's like a food component or something else that they would want to bring to the table, that that, that would be. Okay. That's a little different than the direction you know, provided us at the meeting. It sounded, the motion was specifically around golf related activity. So if we want to open that door, I need to, we need to know that because that's, we did not. Now you're going to slow it all down. I mean, that's the motion. All it means is just having the P3 literally say golf related and like ancillary other opportunities. We do have that in there if they want to, you know, if they're talking about food vendors or whatever, cause we don't have food vendors there. Right. Exactly. But other, as far as activity goes, it was golf related with specific by the board. Golf and ancillary activities. Okay. That was the motion. Okay. Yeah. We, we definitely covered food and beverage and we would even consider, um, we'd have the approval, but alcohol, if they wanted to have like a little clubhouse, you know, so we did include that part. It would just, again, we also say that it doesn't mean you're going to get it. But so we did open the doors as wide as we could without, uh, giving them too much. Right. And then the, uh, revised plans, uh, it's working on that right now. They're almost finished. They're making some changes where, uh, where we have to run the sewer and those kinds of things. But, um, so that should, that's moving along as well. So, uh, we should have a final plan in the next few months, hopefully a little sooner. Uh, so it is moving quicker than we anticipated. So that's good news. Okay. And does part of that P3 ITN have them talk about the fees that they would be charging? Like, not just what they want to do, but like what the cost would be to the public? Like, do they have to provide a sort of a pro forma of operating? Okay. Yeah. That's going to be part of the process is that you're going to have to fill it out. Financial stability. Right. Financial stability. Yeah. Yeah. Okay. Great. Thank you. Anything else for Jason? Okay. Thank you. Um, next is non-departmental, which is a huge number. Um, that's okay. Um, and that is because it is basically countywide stuff. So revenues, obviously 577 million, 216 million of that are have more of taxes. Um, state share interest have sent. Those are not designated to departments. They're spread out all across a health insurance fund, which is, uh, going back to the earlier conversation. That's another reason your budget there's $59 million. Well, it's already in the other funds. It's going to a different fund through fee charges. It's not a transfer, but it's showing up. So it's really $60 million of duplication of expenditures, if you will, because premiums are being paid and the employer shares being paid in charge of the different departments. And it's going to then a trust fund that then pays out the claims. So that that's, uh, you know, another example of that countywide stuff that, um, impacts the budget when in reality, it's not really an operating individual operating costs itself. So the revenues you see, uh, out of the hundred and, uh, also a hundred thousand expenditures, but our revenue, but on the, on the expenditure side should be included there as well. You'll see non-departmental expenses, reserves are $64 million. Those are budgets. We don't normally spend. Um, again, another budgeting activity that is not really operational in nature of actuals. Debt service of $25 million, disaster preparedness $1.5, the pharmacy of $3 million, then special expense $115 million. Um, $65 million of that as a hospital assessment. So right there, that's, that's that extra sheet you gave us in that email. Uh, yes. No, no, it's on, it's on the last page of the. Yeah, I see that, but. Yeah. Good. Right. Yeah. Uh, then, um, out of the, the rest of that, uh, $50 million, how much was. Health insurance is $43 million. Health insurance is $43 million. So that's, you know, between 65 and 43, that's over a hundred and it's almost $110 million of the $115 million. So we're not just calling something special expense, like we don't know what it is. So it's two very significant activities that make up that special expense. Yes, ma'am. The pharmacy, can you explain the $3 million? I mean, I know we're in the middle, we're putting together our own pharmacy so that it'll save us costs on some of the drugs that are. Claims. Claims that we're dealing with and stuff like that. Is that, is that like an ongoing cost in pharmacy related? That's like what we pay out in pharmacy for our employees? Or is that a cost? It's $3 million. Is that the operational cost? Yeah, I was like, that seems really low. That's why I was like, what? That's also the construction. Is that construction and operation? That's construction and operation. Okay. For this year. So. And I know we were also doing some evaluation of some of the like really expensive drugs and opportunities to get those from other sources in order to bring that down the costs. Is that something that's still. So we had looked at using out of country providers, but we have kind of paused that because at the federal level, there's some challenges there. But through our pharmacy, we'll be able to get that specialty pharmacy product through them and then leverage the rebates and the manufacturer coupons directly instead of having to go through a PBM and then take it and cut before it comes back to us. Great. So it should lower costs indirectly through their programming. Okay. Thank you. Sorry, just to repeat of the 115 special expense, 43 million health insurance, 65 hospital pass through. So 108 of the 115 is those two items. Yes, sir. That's correct. And the 43 of health insurance is compared to what number last year? It's about 40 last year. Yeah. 42. 42 million last year. 42 million. So commissioners, Chuck and I kind of know these numbers or get, we don't know these numbers. We get presented these numbers on the health insurance. Yeah. Committee. Committee. They're doing an amazing job of holding those costs down, continuing to have things like the pharmacy and the clinic that helps. Thank you for that. So that being 40 to 42 and the revenue being 59, like how does that, how does that play out? Does some of that then feed into the pharmacy as well and the pharmacy in that, that that's not counted or is, or is that additional revenue that. Okay. So the revenues come in. Yeah. The 59 million in revenue. Yeah. That's the premiums that we're charging. Right. Everybody. So you also have other programs that are not in this non-departmental side besides claims. We have some of our wellness programs and we have, yeah, the staffing of the department and there are other costs involved in there. Okay. Thanks. I just wanted people to know they weren't. And the 120 day, building the 120 day reserve. Right. Right. Okay. Thanks. Reserves. We actually lowered that reserve from 180 days to 120 days so that we could pass that savings along to our employees. Wasn't it 180 or was it? No, it's 210. I forget. The reserve is 180 days. So it's like we have six months of reserves is our standard financially. We reallocated the percentage that employees contribute a couple of years ago. So the county actually funds a larger portion of the premium than we did a couple years ago. So that's how we were able to lower their premiums. Yeah. So our reserve state study and our financial policy, but we reallocated that. The county paid for that difference. Yeah. Okay. Thank you. Kelly, next one. Okay. So probably should have put this one on here because we are coming back the 13th and this will be, you know, you'll hear Travis three times and that's a lot of Travis. We like Travis. Yeah. We got the day. Tuesday, he's doing his quarterly update. The next Thursday, we're doing a capital plan. But here are a few facility capital projects underway that if you have any questions. Why don't you get through the list and tell them what we're at. Completion of the emergency operations center, fire rescue administration. Hallelujah. I'm happy to report that we're having a cursory inspection right now as we speak with Dan Gargis. So hopefully we are going to be moving folks in next week. Be nice to us. Shortly thereafter. We still got some final punch list stuff to work through, but we're extremely close. What do we get our tour? Soon. Soon. I'm going to give you a little brief, you know, image tour on Tuesday. But yeah, very soon. We're going to get with you guys on a ribbon cutting date. I kind of want the signers to get up. Awesome. We're waiting on some signers. Awesome. I've had people ask me, like, have you been in there yet? I'm like, no. It does look nice. EPD, I kind of gave you guys. No, I didn't. So EPD, as soon as fire rescue moves out, we've got a few things to do to their existing headquarters. Not much. We've been starting to work on what we can now so that we can get them moved. And that is the last major component of, you know, the, what do you call it? The lease. The building is up. When is the lease up? The lease? Yeah. They're in the Wilson building. They are. They are. Yeah. So they're in Wilson. So we don't have a lease for them. We did move lands from the Wilson building. Obviously, the Wilson building, we don't need to move. We usually be housing people there. Yeah. It's time for us to move on from there. So we have moved the lands department prior to their moving to their new facility into our existing facilities building. Okay. So they're, they're actually, they're occupying that space now, which has helped us a lot. Animal services. We are still going through programming. We are going to tour a facility, hopefully end of next week, early part of the following the Marion County facility so that folks can put an eye on space and allocation so that we're getting this space and allocation, right? So we probably had, I think two or three of these already kind of just nailing down all the different spaces that everybody, you know, wants. Um, we've got the, um, new animal services director or the interim, um, working with us on that. So it's, it's slowly progressing. You guys will see, um, shortly an old rich CM, um, pre con agreement, pre construction agreement. Um, they are working with us now. So we want to get that agreement out. Um, we're holding off on the rest of it, but pre con, we want them involved. So they can say, Hey, this is, you know, buildable and you should use this material, et cetera. I have a question about that. Do we have to wait till November then before we commit? We, the managers indicated that her plans are to wait till November before we commit the capital. So what you're going to see, normally we would do pre con and GMP. We're just doing pre con right now and not committing to a GMP. We would generally agree to a CMP and we're just doing pre con now. So maybe as you all are looking at these facilities around it, you could see how we could repurpose our old one if we need to. Okay. Sure. Um, civil courthouse, court services. Um, the energy plan is probably, I think somewhere around 60% complete. Um, we've got all the equipment in there and they're finishing the structure now. Some of it needs to wait a little bit until some other stuff happens. Um, Who are we using for mechanical on that? SI Goldman. We have, um, thin frock. Thin frock. They are going to mobilize next week. So they've got all their footers. Um, we've got a storm trap in and they are going to get a crane on site and they're going to start moving in. We're working on the, the hall road right now. As soon as we get that complete, they'll start moving in. That's a big one. And it is a quick process for them, you know, erecting that. Anna, do you have something on that? Um, I, I had a question on the parking garage, but I can wait until you're done. Well, that's what you can go. Yeah. Parking garage. Uh, when did the parking garage come in? Uh, November of this year is their target date. Okay. Um, my question is probably one that's a little bit more for my colleagues, but, you know, I guess I'm interested to understand, um, what the current plan is with that parking garage and public accessibility. So as it's constructed now. Public accessibility? What do you mean? Go ahead. I, what, what I mean is that when it's not being used for court administration purposes and Oh, I'm not in favor of that. I'm a hundred percent in favor of that. It's taxpayer dollars building that. We have a major parking issue downtown. Where Hartwood is and where Depot is, they're constantly having events and they're overflowing on to all kinds of properties, private properties, GRU properties everywhere downtown. That's not what it's been built for now. But we need to talk about, we should be talking about a downtown parking garage for the public if that's the need. That's not what the need of that parking garage. Why would we have an empty parking garage nights and weekends and then take up valuable real estate downtown to build another parking garage when we could just put security. You're not going to pay to operate it. The businesses that are using it. You're not going to pay to clean it, secure it, safety, all that. The businesses that are using it. And our taxpayer dollars that pay, that the business taxes that they pay a lot of money for. Way cheaper. Well, what do y'all think about that? I mean, nights and weekends, I think if the businesses are willing to have some kind of fee associated with the use of it so that we can cover costs for security and cleaning, that it makes a lot of sense for us to open that garage nights and weekends. Not when it's being used for court purposes. I just, this is a whole new conversation that I don't think we had ever planned for that parking garage to be a public parking garage. You build them differently. So if I could. No, you don't. A parking garage is a parking garage. Can I interject a little bit? Yes. Maybe it'll help in the conversation. Not that it's a policy decision, obviously, but in 24 this question. Well, talk about budget decisions. Yeah. In 24, we asked, we addressed this question almost two years ago. Yeah. And there's a litany of how it is very different. One is going to be, we do not have it staffed for maintenance or cleaning or operational, day-to-day operational, especially for the level of public use. We are securing it right now, the plans that we build on, based on the activity and discussion of 24, which the board agreed at that time that we weren't going to open it to public and because we're going to secure it whenever it's not being used for the purposes. We have, we have a need for what's it called when the, when you get arrested early, whenever they come here. Yeah. First appearance. So first appearance that starts very early in the morning. So Monday mornings, whenever people have left their cars there because they didn't drive home or they broke down or they trashed the place. And even if we have a fee and they're supposed to clean it up, have they cleaned it up appropriately, the civil, there's going to be some, uh, uh, a sheriff's, um, station underneath, underneath that area storefront for the sheriff's station right below that. Um, we, we have, we have built it as a, as a secure parking for the judicial people. And Monday mornings is the busiest day with jurors coming in, all these people coming in. Um, not saying we can't, but there is going to be a price tag to that. There's going to be a price tag to that if we start doing that beyond what you're going to be able to charge. I think we talked about this in 24. We did. Maybe we should just get that memo. Okay. Well, I think we should probably put it on a future agenda in the fall because businesses are already asking. Well, I think in the fall it's too late. I think we need to have, they're like designing it. Like it's, no, it's, it's done. You're about to, you're about to build it. Yeah. So it's, so I, I hear you loud and clear and I understand that need. Um, but since 24, I had never thought that that was going to be a public parking garage. Now we have fest, you know, once a, once a year, we have to figure out a way to open it up for that event. I get that. But if we are designing a civil and courthouse parking garage also open to the public, I think that's a discussion that we should have had in 23. Well, I, I will just say this. I think that back then I probably also expressed that I think we should use parking for the public. We're using taxpayer dollars to build this thing. And we, the public should be able to use it when it's not being used for its intended purpose. The weekend, the court is not in session. I can understand maybe closing it at 6 PM or 8 PM on Sundays so that it could be clean and then it could be secure. So that on Monday morning, it's fine. I mean, I think there's, there's easy answers to all these questions. I think it's really easy to throw out barriers to this conversation rather than exploring solutions. And I'm just saying, no, I'm not saying you, right. No, I know. I'm just saying like the idea that Monday mornings court has to be in session and like there's solutions to that problem. I just know the businesses downtown didn't know that we were having that conversation in 24. They didn't even know we were building a parking garage for the court system in 24, but now they see it going up and now they know it's happening and that that parking lot got closed. And they're feeling the impacts of all that surface lot, that roadway that was surface parking and that whole parking area that was surface parking is all gone. And they're feeling the crunch of it now that, and they're also the paid parking that the city's done and then taking away the street parking, taking away the parking in front of Flacos, taking away That's what's driving us. That's, those are all little tiny. Different decisions though. That we haven't made. That was a city decision. I know that's a city decision. I'm just saying there's been an overall reduction in parking downtown. There's also the lease of the parking garage, the city owned parking garage, leasing spots to individual businesses and things like that. So reducing parking, reducing parking, reducing parking. So you have this continual reduction in parking. And then you have another public entity, us. I know we're not the city, but building parking downtown with taxpayer dollars and then saying it's not going to be available for you to use, even though it's going to be empty. And I think that's a real problem. And I think if we can at least get some answers to talk about this is what it would take to open it on the weekends and evenings for events, for public use. This is what it would take. Are the businesses, is the community willing to make that happen? Like, can the businesses front a cost or do we want to charge for the parking in order to make it affordable for us to do it? Like, I think those are conversations that we should have. Okay. Commissioner Chesil and then Commissioner Alford. Let's just have the discussion now. The reason I felt that it wasn't a problem is because we have parking garage downtown. We have a couple of them, really. And they're not at capacity from my understanding. And because people are coming, not coming downtown at night, there's not, it's not family friendly. It is more for the students who have the nightclub scenes downtown. So, I mean, I don't understand for them to be banalized, trashed, and all of that stuff. But when this came about, if I remember, was this was for the court services complex. It was for all of the people who have to come and deal with, I guess, the public defender's office. And when that complex is all built out. But it was never talked about renting it out or using it for the public in the afternoons for that type of thing. So, you know, I'm not in favor of it. I'll just be straightforward with you. Because the garages downtown are not at capacity. If they were at capacity, I could see that. But I have not heard that. And you have, I guess, the one here, not here, but right here, I guess. The McGurns. The McGurns. I think they are. I think they are at capacity. I think that the city has leased out a bunch of those spots to the hotel and to individual, to us and to others. So it works out like the city's problem. How is that our problem? We're not. The downtown is all of our problems. I don't disagree. And we are going to be doing a downtown master plan with our partners. But at this stage of the game. And if at that time there's a need for one, then we can think about doing that, right? Commissioner Alford. I see both sides of this. Courts. First appearance used to be at the crack of dawn. At one point, I think it was even at like 6 a.m. But now it's at 9 during the week and at 9.30 on the weekends, which is a little easier to handle, I think. The other thing is, is, you know, we have moved the activity centers from the center of downtown where our parking garages are further south to the depot area. And there really is a dirt of parking down there. But, and it used to also, and I know this because my business used to be down there. It used to feel very unsafe at night to walk from the depot area to downtown because of St. Francis House and other issues. That's feeling a little better now. So, I see both sides of this. I do think it might be worth putting it on the agenda when we do that, when we do that master plan. Of course. To think about it. That's when I thought we would do it. We're talking to the city about the downtown master plan and the things, the policies that the city has passed, whether that's reducing parking or, you know, that's, it's a, it's a holistic discussion. It's, in my opinion, I don't think it's appropriate for, we are solving a decade old problem of the civil courthouse, building the civil courthouse. Right. And, and, and there's been a lot of planning. I mean, that civil courthouse was a $20 million project and it's now a 70 something. 80. Exactly. But on the other hand, you know, on the other hand, it's, you know, looking at it from not making it open to the general public, perhaps, but making it available for event parking for Hartwood or something like that with, I think, you know, you see that in another downtown. There could, I think there's like maybe somewhere in between. I'm open to that. Yeah. That's, that's completely different than making it a public park. And I didn't say a public park. I said making it available for use for our downtown businesses to be able to have more parking because of the reduction in overall parking in this. I'm not saying that. Or in certain times. Yes. Nights and weekends. Well, or. That's all the time. But I, I think that, you know, I think that, that there would, it would be very valuable to Hartwood and, and maybe even the Cade Museum to have that parking garage available for event parking as, as, because they really do have a problem with parking. But there are other businesses, I mean, that's the thing is that we can't just be like this business gets to use it for events and this business gets to use it for this business. If they pay. Businesses that pay get to use it for events. Right. That's funny. To me, it's a discussion that starts with the court system and the sheriff. Yeah. And that, that, that, those are the primary users of that. And without them at the table, I don't think that's fair. Well, and, and I think. Well, I didn't say we needed to talk about it today. You're the one who said let's have the conversation. I said let's, I wanted to bring up that there's been push from the businesses downtown. Yeah. That they would really like to see that parking garage open. Sure. So that they can use it nights and weekends. Right. And I would love for staff to tell us what it would take for that to be able to happen. Like what would the cost be for security and cleaning if we were going to do that so that the businesses can understand what it would take to be able to do something like that. And then we can have that conversation. Okay. Not that we should just do it. I'm not just like let's just open the thing to the public. Like that wasn't my comment. My comment was just letting you know that there's been some real interest. Okay. I hadn't heard it. I've been asked by like, well in the past two weeks I've been asked by three businesses downtown. Which I think is being generated because of the changes across the street. Well it's some of that for sure. But it's also because that surface lot is gone now. And now everyone's coming back from the summer. And we've like really, there's, and they're seeing that. Okay. There's going to be. Was that surface lot available to the public on the weekends? No. It's never been available. This has never been a thing. No. I think it has. They used it. They used to use it. For sure. I was never. It was a thing. You couldn't use it. It's like the public defender's lot. Anyways. Okay. I hear what you're saying. You've heard some comments. So let's. So. Yes. We will. Just as we prepare this. Just reminding that also the city reducing parking is also taxpayer paid garages as well. So they're. For sure. So they're. To reduce. To create a new need. Or to create. Enhance it. A problem. And then. And not. That needs to be discussed at a joint meeting. Right. Because. If a downtown master plan is to do this downtown. Well. You've got. Two parking garages. And quit leasing them out to. Individual leaseholder. And use it for public parking. And. Do we want to add parking downtown. To the joint meeting. Yes. It'll be the whole downtown. I mean I got a long list. So it wouldn't be the next meeting. But. In the upcoming meeting. Well I guess. The upcoming meeting is supposed to be all downtown. Right. You can discuss it. Isn't the upcoming meeting. It'll be your list. Be all downtown. The next meeting. Not my list. The next meeting. I thought it was all about downtown. Their strategic plan. I thought y'all were waiting until November. I mean. I'm not sure what they can do with. I think you're right. I thought you said that that was what the September meeting was going to be about. I thought it was E-Hedi. Did we already have that discussion? That was the last one. Yeah. No. It is downtown. Yeah. You're right. And we will continue. It'll come up whether we add it or not. Our users. Talking about downtown. Parking is going to come up. Yeah. Okay. So we'll have that joint. We'll have that discussion with them. We'll reach out to the court administration and the sheriff's office as well to get some feedback from them. Yeah. I think if it makes sense to recirculate that 2024. I don't know. That's a starting discussion and now we have new needs that are horizon. And I'm not. And again, I want to be very clear when you have that conversation and when they watch this meeting. I'm not talking about a free for all. Like just it's a free open garage that anybody can just drive in. And, you know, there could be access control based on businesses that are paying the fee for cleaning and security. There could be an opportunity for it's event only. And there's, you know, and there's a rental like fee that's reasonable and subsidized that gives, you know, them the opportunity to utilize it for events. But anybody can access that same fee. I'm much more open to that because you have the users that kind of can set the parameters. Right. And once they're open and understanding it, and then like, like I was thinking best, you know. Right. Best is a great example. Best is a great example where for those three days, if they had that need, they went to the court system and they said, this is what we're going to do. We're going to pay for it to clean it up. Make sure that your Monday morning is just like every other Monday morning. That's a different discussion than saying, let's make this available every weekend. Well, what I, what I would like is that there's a set process for how that gets determined and that anybody has access to it and it can be any weekend. So like, it would be kind of like the way we rent Cusco Willa or the way that we rent the Sports Event Center or the way we rent anything like people could, you know, utilize and it'd be X dollars for X number of spots for that day or that weekend that they're using it. Yeah. They want to lease. They want to lease the space. So they're like, I wouldn't say a lease, like a long term lease, but a use agreement for the period of time they need it. That's a whole different discussion. I'm very open to that. I'm very open to that. I am. I'm very open to that. That's. Yeah. I mean, I wasn't like, let's just make it a public open garage. I thought that's what you were making. I'm no, I'm saying like with some parameters, whatever those parameters look like and that costs get covered. And that is what I'm saying. Okay. Chilled water, central energy plant. Let's stop talking about parking. We're done. That's all I got. That one is, that one's almost done. Yeah. So it's, it's kind of, we got to make connections to the courthouse. So I heard that there was no air conditioning in the courthouse the other day. Which day? Tuesday or Monday. Sometimes. Like a quick trial? Yeah. We're going in there a lot. We actually have a, yeah. Yeah. I was sitting next to a judge who was complaining about it. I was going to say, you don't want the judges unhappy. I know. We fight that a lot. So we, um, we do have a project underway to rehab the chillers that are in there. Okay. Because again, we're end of 28 to get the new courthouse on this plant. So we're rehabbing them now. There, there are failures a lot, whether it's a board, um, loop's too hot, too cold. There's, there is a lot of. That's a shame in that building. The existing civil? Is that criminal? Criminal. No, it's criminal. Criminal. Yeah. Not so new anymore though. Um, cause that's what I say too. Like, wait, the new one. But when you started, yeah, when you start digging in, it's newer than civil. Um, but. 20. 20 years. Yeah. 20 years old. Yeah. We're, we're experiencing. Yeah. One cent one year. End of a lifespan. Which is how the parking garage got built. That was the city's penny that they kept. Right. Parking garage. Right. Sure. Wow. That's crazy. Yeah. So we work through those a lot. A lot. Sometimes they're, they're tripping overnight. We've got to go in there. Well, I didn't know if it was part of it was like getting these new systems online or anything. It's all just old stuff. Yep. Existing system. Okay. I made parks. All right. So, uh, last thing we have is just a reminder. The first budget hearing will be on, uh, September 8th. And that's when you will actually pass the assessments. And then the second hearing to finally adopt millages. And the final budget will be on September 22nd. And when they will be ready for a new year. That's a special. All I've heard in our two days here. I'm saying Thursday was. Road food. Cuddle food. Is there any other things that you. I mean, I talked about jail staffing. I talked about, um, support for our health care for uninsured and underinsured individuals and working with MOC and the OBGYN mobile clinic. But I think, you know. I think the big thing is the roads. Yeah. Sylvie, did you have a chance to see if WillPath in financial issues? Did you have a chance? I have not had a chance to look at that yet. Okay. What I hear from the Kentucky system is that WillPath had filed for bankruptcy. I don't know what you're talking about. I don't know what you're talking about. Maybe. WillPath. Isn't that what. That's our, that's our. Oh, well path. Yeah. Those are the contracts that the sheriff and I just brought. You were. Oh, you were here. Yeah. When I brought it up that I want to be involved in this contract. In the contract. Yeah. I just wanted to get that information out there that there was a signage up saying, you know, that they were filing for bankruptcy. That could. In the Kentucky system. So I don't know what, you know. How that affects us. Okay. Good to know. Just to look in, you know, and see. Yeah. Okay. All right. Okay. Do you conclude? Yes, sir. Thank you. All right. Anyone from the public who wishes to speak to us about anything that we just heard on that item? If not, let's go ahead and open up public comment. Is there anyone here that wishes to address this board on anything not on the agenda? You good? Okay. You're good. All right. We're good back there. All right. Commission comments. We'll start at this side. You got anything? Yeah. I am chair of the Central Florida Community Action Agency. If not for me to be renewed, but I'm coming off the board. I can serve until November if you all will approve that, but then they're going to need a replacement. Okay. Does it happen now? Does it have a commissioner? No. That's what I'm saying. It just needs to be someone who is working for the county. It can be somebody from the library board. It can be, you know, any agency. When does that start? November when I leave. Do you need a motion to reappoint it? Yeah, I do. I need a motion for approval to continue until my term is up and then when the new person comes in and you all can discuss it. We're so moved. Reappoint Commissioner Wheeler to that board and ask Commissioner Wheeler to find a replacement of county staff. I will. That's three, and because we serve three counties and we need somebody who is representing the government. Okay. Any discussion? Any public discussion? Back to the board. All those people say aye. Aye. Any opposed? Motion passes. You got it. Thank you. No. They didn't wait for us. No. Chuck, you good? Yeah. Good. The Adopt-a-thon is tomorrow. Adopt-a-thon for the animal services is tomorrow. We've got our meeting. Have you all had agenda reviews for next Tuesday? No. Okay. Just you. Okay. So we'll see you all next Tuesday. When is the armory going to be ready? Are we going to have a meeting? Not that armory. The other thing. That went on the fairgrounds. I don't know. It's still waiting. Still? I still believe it's a little ways off. Still? Yes, ma'am. We do not have a 9.30 meeting on Tuesday. There's no opening. No. Okay. So I'll see you all 11.30 on Tuesday. If not sooner. Okay. We're good. I will see you. Okay. Thank you, everybody. Down at that end.