Good evening and welcome to Thursday, September 12th, 2024 City Plantation First Public Budget Meeting. It is now called to order at 530. Ms. Beguero, please call the roll. Council Member Anderson. Here. Council Member Andrean. Here. Council Member Fadgen. Here. Council Member Hollins. Here. Council Member Reinstein. Here. Mayor Sortel. Here. Assistant City Attorney Morgan. Here. Thank you. Thank you. Can we all stand for the pledge? I pledge allegiance to the flag of the United States of America and to the republic for which it stands, one nation, under God, indivisible, with liberty and justice for all. Okay. Anna, you're up. Thank you. Good evening, Mayor, Council President, Council Members. Welcome to the City of Plantation Fiscal Year 2025 proposed budget presentation. Before I read the presentation, or before I get into the presentation, I want to just read some document that we usually talk about, the rollback rate and the proposed rate, rollback rate, and the increase above the rollback rate for the record. The City of Plantation Fiscal Year 2025 proposed budget is based on the general fund operating millage of 5.8 mils. This is an increase of 7.18% from the rollback millage rate of 5.4,115 mils. The voted debt millage rate for Fiscal Year 2025 is 0.2980 mils. This is the millage rate required to fund the voter-approved debt. The Plantation Gateway Development District Fiscal Year 2025 proposed budget is based on the operating millage of 1.7,108 mils. This is an increase of 5.69% from the rollback millage rate of 1.6,187 mils. The Plantation Midtown Development District Fiscal Year 2025 proposed budget is based on the operating millage of 0.9,707 mils. This is an increase of 6.04% from the rollback millage rate of 0.9,154 mils. The City of Plantation Aggregate Fiscal Year 2025 proposed budget is based on the aggregate millage of 6.0,273 mils. This is an increase of 7.19% from the aggregate rollback millage rate of 5.6,231 mils. The increase in ad valorem revenue in Fiscal Year 2025 are for the specific purposes of funding increases in operating costs, increase in personnel costs, and to fund operating capital needs. The Fiscal Year 2025 proposed budget for all funds, including ad valorem revenue, is approximately $272 million. This is an increase of $16.3 million, or 6.4%, when compared to the Fiscal Year 2025-24 amended budget. The significant increases are in the areas of the general fund, which increased by $12.6 million, or 9.4%. The special district funds, which increased $3.7 million, or 74%, the stormwater utility fund, which increased $1 million, or 49%, and the special revenue funds, which increased $1.2 million, or 6.8%, and then the utility funds, which increased $1.2 million, or 1.5%. The significant decreases for Fiscal Year 2025 are in the capital project funds and the debt service funds. Capital projects decreased $1.4 million, or 35%, and the debt service funds decreased $1.7 million, or 28.7%. Now, as we go to the presentation, I will go into the decreases in all of the funds and the reasons why, and the increases, of course. Starting with the general fund, the general fund total budget for Fiscal Year 2025 is approximately $146 million. This is an increase, as I said before, $12.6 million, or 9.4%. The significant increases in revenues are as follows. As you can see from the chart, the ad valorem revenues are the largest source of revenue for the general fund. They are approximately 54% of the general fund. They totaled $78 million in Fiscal Year 2025, which is an increase of $6.6 million, or 9.3%. The increase is related to the increase in property values and the tax roll, the new construction added to the tax roll this year. The charges for service category, which totals approximately $21 million in Fiscal Year 2025, is approximately $3 million increase, or 17% increase. Of this $3 million, $2 million is related to the solid waste and recycle fees. This is actually not a revenue for the city. These are monies that are collected by the city to distribute to waste management on a monthly basis. They're collected. The utility water bill, they're on the water bill, and we collect them, and we distribute them on a monthly basis. So the other million increase in this category is related to the ambulance fees, the cost allocation fees, and then special detail. Ambulance fees increased by approximately $400,000 in Fiscal Year 2025. This increase is related to the fee increase that was implemented in Fiscal Year late 2023. The cost allocation fee, this is the fee that we charge. The general fund service departments charge the utility department, the building fund, and the golf course. These are for services provided to them by the general service departments. The special detail increased by approximately $100,000. The increase there is due to the increase in demand for these services. The intergovernmental category, which is approximately $14.5 million in Fiscal Year 2025, increased by $2.8 million, or 24.4%. The increase here, of this $2.8 million, $1 million is related to the firefighter and police pension monies, which are also known as the $175, $185 monies. Those monies are sent to us from the state, so it's not actually revenue to the city. This is monies that we have to turn around within three days and send it to the police and fire pensions. So removing the $1 million earlier, the actual $1.8 million is an increase in revenue for the city, and this increase is related to the sales tax and half-cent sales tax. These areas increased because we've had very high inflation. Costs of goods are very high, so that translates into additional dollars for the city. Permit fees and special assessments. This category is $12.3 million. This is an increase of $1.4 million, or 12.3%. The increase here is related to franchise fees for electricity and franchise fees for solid waste. Franchise fees is a majority of the increase at $1.2 million, and these are due to the electricity, FPL increasing the rates. $150,000 of the increases related to increased fees related to solid waste. The utility service taxes category increased. It's at $9.4 million in fiscal year 25. This is an increase of $1 million, or 12%. The increase here is related to utility service taxes for electricity, again, related to FPL increasing their fees. The general fund budget, the proposed budget, is based on a proposed marriage of 5.8 mils. This is a zero increase in marriage rate or change in marriage rates since fiscal year 2019. Property values in the city of plantation increased 9.90%, according to the Broward County property appraiser. The combination of the 5.8 milage and the increase in property values will generate approximately $78 million in ad valorem revenue. This is an estimated $6.6 million in additional revenue over the previous fiscal year. Of the $6.6 million additional revenue, $1.8 million is related to new construction. The proposed marriage rate of 5.8 mils requires a two-thirds vote or four votes from council. Now, although we are not increasing or recommending to increase the marriage rate, property values did increase, which means residents will pay a little more in taxes this year due to the property value increases. So what does that impact look like to the resident? So for the resident, Lauderdale West, they paid $288.90 in property taxes last fiscal year. If the proposed marriage rate is adopted tonight, they will pay approximately $306.24, which is an annual increase of $17.34, or a monthly increase of $1.45. Can I interrupt you real quick? So this is basically the average values for the neighborhood. So, no, this is not the average. So I pick a home. I've been kind of tracking certain homes. This is just one home. Yeah, this is one home. Yeah, so I pick a particular homeowner. It's hard to do on average because it depends on, you know, someone might have lived there for many years and they may have sold a house, and now it's a house that I've kind of been tracking for many years. So what's a recent sale? Well, if you look at Plantation Acres, they've got a property value that is $524,000. So properties are in that range probably right now. So newer residents. I'm specifically asking about Lauderdale West. I don't know the answer to that. And that would be very difficult. I mean, I'd have to ask Broad County to give me a list of those, and I could get that for you. I don't have that tonight, but that is definitely something. I'm sorry. Go on. Okay. All right. So the historical plantation homeowner paid $934 in fiscal year 24. In fiscal year 25, they'll pay $970.98, giving them an annual increase of $36.71 or a monthly increase of $3.06. Going to the plantation acre home, they paid $2,666.14 in fiscal year 24. This homeowner will pay $2,754.83 in fiscal year 25. This is an annual increase of $88.68 or a monthly increase of $7.39. So we often get calls from homeowners about the property taxes. They think that all of the tax bill is coming to the city. So I like to include this slide so that we can kind of show people where the money is actually going. So this is actually the trim notice for the homeowner who lives in historical plantation. So if you look at the top of the slide, you will see that they show the property value for the last year, and then they show the property value this year. So you can see what your property value increased. What I did for the properties in my slide, I looked to see what were their increases, and typically it's 2% because CPI is usually around 2, but because CPI was very high this year, property values actually increased 3%. So at the bottom of the slide, you can see this is the section where they talk about the different entities, what their rates are. If you look across, they show last year's rate, this year's rate, and then last year what you paid, and this year what you paid. So if you look at the save-out-home value for the historical plantation homeowner, it says that they have a save-out-home value of $217,410. They have a homestead exemption and an additional homestead exemption, which brings their property assessed value down to, or taxable value down to $167,410. At that, multiply that by our tax rate, they will pay approximately $970, and I can't see, it just always becomes a problem, it's too big, I can't see what that last number is. 98 cents. So if you go back to the previous slide, you'll see the property value for the homeowner is $217,410. They're going to pay $970.98 in taxes. Where can you see that? If you go to the slide, you look at the current year, you'll see $217,410 is the assessed value, and then you'll see in the column all the way to the right, they'll pay $970.98. So the total tax bill is $3,554.62. Of that amount, 35% goes to the Broward County School Board, 28.7% goes to the City of Plantation, and 26.7% goes to Broward County. The rest of it goes to North Broward Hospital District, the Children's Service Council, South Florida Management Water District, and the Florida Inland Navigation District. So looking at the general fund expenditures, these are the most significant expenditures for the general fund, and as you can see by the chart, personnel services, personnel costs are the largest costs for the city in the general fund. We are a service department, we are a service provider, so therefore it makes sense that most of our costs go to personnel. The category for personnel in fiscal year 25 is approximately $101 million. This is a $7 million increase or a 7.5% increase. Off the top of the bat here, we need to take off a million dollars because this is the million dollars where we pay out police and fire pension monies. So that's, again, not really an expense for us. The revenue comes in on the revenue side. The expense goes out, that's a net to zero. So the actual increase is $6 million. The increase here is related to the request for 16 new full-time positions, nine part-time positions, 5% increases for general employees, increases for fire rescue based on their negotiated contract, and then increases for FOP based on pending their outcome of their negotiations. Also in this category is medical. Medical expenses did increase this year. We did have a contract in place where for three years they did not increase, but the contract renewed this year, and they did increase by approximately 14%. Now, offsetting some of that increase, employees' contributions were increased this year. So approximately $2 million in pension contributions, medical contributions will pay towards that medical increase. The operations increased, well, let's say the total. The total cost of the operations is $27.5 million. This is an increase of $2.5 million, or 10%. Again, like the personnel, we do have to take $1.2 million out of this increase because that's related to the solid waste fees, which we pay to waste management, and again, that money comes in on the revenue side. So the $1.3 million increase in here is related to the increase in operations across the general fund. Departments were given the okay to increase operations up to 3.5%, which is CPI, and some departments, unfortunately, did go above that out of costs out of their control. We'll talk about that a little bit when I get to the next couple of slides. The capital category is $14.6 million. This is an increase of $4.4 million, or 43.2%. Now, the increase in capital here, if you remember last budget year, we concentrated a lot on asset management. We are doing the same again this year. Since we have not been increasing millage, we have been depending on the increase in property values coming in, and sometimes it's not enough, and so what we end up doing is we defer capital, and we've been doing that for many years. Now we're at a point where some of those items need to be addressed, and so they are in the budget this year, and we hope to move forward, keep doing that, and keep budgeting for them as we go forward and get us where we need to be. So digging a little bit deeper into the personnel costs, I grouped like departments together, so you could kind of see where the monies actually end up being allocated, where most of the costs are, and as you can see from this chart, the largest cost and personnel cost is related to public safety. That, of course, is police, fire, and fire rescue. The other category, information technology, is a unique department by itself, so I have that on its own. That cost for personnel is $3.5 million, estimated for fiscal year 25. Public works, that's all the departments in there are public works. Public works, central service crafts, facility maintenance, landscape, and resource recovery, those costs total $10.1 million. General service departments, those are the smaller general service departments, those would be administration, finance, HR, city clear, planning and zoning, the library, engineering, other general government, these are all the department, procurement, these are all in this particular category, and those total $11.6 million. The parks and recreation, these are, again, all the departments under the umbrella of parks and recreation, parks, recreation, tennis, aquatics, and equestrian, those total $12.9 million. And again, public safety, $63 million. Physicians requested, we have the office of administration requested one full-time grants coordinator. As you know, we're trying to ramp up the getting the grants and get our other funding to help us offset some of the costs of the budget. This grants coordinator will help ramp up that process. City clerk is asking for one full-time administrative assistant. They're actually removing a part-time assistant, so that's going to offset some of the costs of adding the full-time. The procurement department is requesting one full-time contract administrator. Planning and zoning is requesting one full-time local business tax receipt assistant. The police department is requesting three full-time and three part-time, three full-time community service aides, two part-time police reserves, and one part-time background specialist. The fire department is requesting two full-time positions, one fire training captain, and one community education specialist. The rescue department is asking for four part-time paramedics. Public works is asking for three full-time positions, one garage foreman, one grass division foreman, and one plumber. This plumber is actually a position that was transferred from the crafts department. So if you look at the central service crafts, you see that as a negative full-time. That's because that position was transferred over to public works. It was an electrician while it was in the crafts, and now it's being changed to a plumber. The landscape department is requesting four full-time positions, tree maintenance worker one, and one landscape foreman. Facility maintenance is requesting one part-time custodian, and the recreation department is asking for one full-time administrative assistant and two part-time special class instructors. So moving on to operations, you can see the categories kind of moved around a little bit. Information technology, their costs in fiscal year 25 are approximately 1.8 million. Parks and recreation, 3.6 million. Public safety, 5.8 million. General service department, 6.7 million. And then public works, 9.6 million. So you can see this is, public works is the largest cost for operations, which kind of makes sense. So I mentioned earlier that some departments went above the 3.5% target. Other general government, this department went up $216,000, or 5.9%. This increase is directly related to property casualty insurance premiums, which is a problem across all of Florida. So unfortunately, the city is no exception. The recreation department increased $182,000, which is 15.3%. I can't see what that number is, 15.8%. The increase here is related to a program that was added to provide special needs services to our residents. This is going to be run in conjunction with the YMCA. The Office of Mayor Administration increased $81,000. This is an increase of 15.2%. The increase is directly related to the addition of $100,000 in admin's budget for the solid waste working group. This is a group that's going to be working on finding ways on how we manage solid waste as we move forward. Information technology increased 3.7% or $65,000. This increase is directly related to briefing up cybersecurity. So moving on to capital costs. As you can see, the category has kind of moved around again. General Service Department had requests of $379,000. Information technology, $2.3 million. Parks and Recreation, $3.6 million. Public safety, $3.8 million. And then public works, $4.6 million. So as you know, the capital requests are $14.6 million. But when we started the budget process, they were actually $37 million. We ended up putting out $22.6 million in capital as we went through the budget process. I colored, I coded the numbers so we could kind of talk about what they were. The items in red were items that were removed completely. So these were, there was $112,000 in the IT department for a data silo, but we actually ended up buying that before, in 24. So we moved that out. There's no need for that. The planning and zoning, they requested two vehicles. We left one in the budget and we took one out. The fire department requested a fire station number four rebuild for $12 million. And unfortunately, we couldn't even leave that in there. That one we had to take out. It's not, I don't know, we'll talk about that when we move forward. But as for $25, it's not in the budget anymore. The dark green items, the dark green items here are items that were taken out, but they were funded by other funding sources. So most of it was funded by APA monies. So APA is the American Rescue Plan Act monies that were given out in 21. So the police department, we removed, typically the police department replaces 20 vehicles from their fleet every year. This is something that they do to keep the cars moving out. They use 20, remove 20 every year. We took 17 of those vehicles out of the budget and we were able to fund those with APA. We also were able to take, they requested 205 laptops for the police officers. We were able to take those out of the budget and have those be funded by APA as well. Now those, I have a little story behind them. They did have money for body cams that were in allocated, APA money for body cams. That wasn't going to work out because they ended up getting a grant and we cannot match a grant with federal funds. So we were able to reallocate those monies to the laptops. Central Service Crafts, the resource recovery, they requested a front-end loader. We were able to take that out of the budget and fund that with APA as well. And then they also requested a staff vehicle for $60,000. We were able to take that out of the budget and fund that with APA as well. So it was $2.1 million that we were able to take and relieve the budget from and use APA monies instead. The other lightly green item for the $8.3 million that was removed, that was related to a PRAX maintenance building and the synthetic turf fields. So they had the full cost of those in the budget. We were able to leave $350,000 for the design of the maintenance building and $400,000 for the design of the turf fields. The rest of the balance was taken out for future years. Again, the American Rescue Act is the American Rescue Plan Act of 21. This is the government's response to COVID-19 pandemic. They distributed $1.9 trillion across the United States to governmental entities to assist in the speeding up the recovery from COVID and also to address the health and economic impact of COVID. The city of Plantation was awarded $13 million of APA funds, and the majority of it has. We've spent quite a bit of it, not all of it, but I want to just talk about the APA impact on the budget. Like I said, the 25 budget, we were able to remove the 17 police cars, the 205 laptops, the front-end loader, and the staff vehicle. The capital item requests that remained in the budget. Again, we mentioned, we talked about, we have been focusing on asset management. The first item on the slide is road repaving maintenance. We have $3.6 million. I want to kind of mention, and I did talk about this on our one-on-ones, but typically the general fund does not fund road and traffic activity. This is normally funded by the road and traffic fund. Unfortunately, the road and traffic fund fund balance is very low, and the money that they get every year from the gas tax is not enough, really, to cover the paving. So we did have a study done by a consultant who said our roads are in good condition, but they did say in order to keep the roads and keep that good rating, we would need to budget at least $5 million a year to fund these activities. Now, we don't have $5 million. We did budget $3.6 million. There is $235,000 in the road and traffic fund that we'll also supplement, but we are also going to try to get some grants and some sort of tax monies as well. This is a high priority for council, for administration, the residents that came back in the survey. These are all items that people want to see happening. That also includes sidewalk improvements. This is another thing that the residents are happy to see. $591,000 dedicated to that, and then $100,000 dedicated to swale trees, which will kind of go in tandem with the sidewalk improvements. As they go do the improvements, they'll see what trees they need to take out, and then they'll determine what type of tree will survive there and put a new tree in. We have $150,000 for our air conditioning program. We do that every year. And this year and last year are very hot years, and they've been using those monies. We have, as I mentioned before, the Pax Maintenance Building, $350,000 for the design. The ADA Transition Plan, which is $313,000. This is the second phase. This has been in the budget for three years. I believe we're in phase two. Volunteer Park Community Center, we have $270,000 for upgrades there. The handles on the doors to the rooms don't work. They need new window coverings. Bathroom sinks need to be replaced. We also have $75,000 in the budget for parking lot and walkway resurfacing. We do this every year, so they pick a place, and they do some each year. Playground equipment units, we have $300,000. This playground is going to be in Mirror Lake. We have also $325,000 for playground bleachers, playground and bleacher shade structures. Playground safety surfacing, we have $300,000 dedicated to that, and $350,000 for the splash pad at Camp Everglades. We have $170,000 dedicated to fencing at Jim Ward, Veltri Tennis Center, and Equestrian Community Center. We have $150,000 dedicated to sports courts resurfacing. They do different courts every year. The design of the synthetic turf fields, $400,000, and the replacement of interior and exterior exercise equipment, $70,000. Public safety significant capital items include the police computer-aided dispatch on-call system, also known as CAD, need $1.8 million for that this year. They have 11 cars remaining in the budget. We took out 17, but they still have 11 marked and unmarked cars with equipment for $118,000. They also have an automated fingerprinting workstation upgrade for $82,000. Public safety significant capital items for fire and fire rescue include a fire engine plus accessories for $950,000. This unit is going to service the Midtown area. Ford F-250 response vehicle plus accessories, $85,000. The police and fire also have to contribute money to the CAD as well. They both have to contribute $50,000 each, so that's $100,000 there. Life-saving equipment, $165,000. They have resuscitation equipment, a thermal camera, the stretcher lift system, and then hydraulic response equipment as well for $65,000. The IT department, the largest ticket item on their list is for the ERP. I think the enterprise resource planning system, I think we all know about that. This is a system that's going to replace systems that we have at the city now that are all standalone systems. We're going to try and bring in one system that does most of it. We won't say all of it, but maybe most of it. They have network service and device refresh for $150,000. Document management upgrade for $65,000. Network file management software for $75,000. And a sports utility vehicle for $50,000. Parks and Recreation significant capital items not included in the asset management. They've requested five service vehicles for $288,000, a utility dump truck for $135,000, fertilizer spray rig $67,000, a front-end loader for $15,000. They're also asking for a maintenance utility cart for $32,000, roller removal for $25,000, maintenance trailer $15,000, and a lightning detection system $19,000, and then $100,000 for art in the parks. Special districts. We have two special districts, the Gateway District and the Midtown District. The Gateway budget is based on a proposed millage of 1.7108 mils. This is a reduction in millage rate from previous fiscal year. It was reduced from 1.8113 mils. This is actually the second reduction in Gateway millage in the same amount of years. In fiscal year 24, the millage rate was 1.9160 mils. It was reduced down to 1.8113 mils, and now again reduced down to 1.7108 mils. The Gateway District property values increased 11.91%. The increase in property values on this proposed millage rate of 1.7108 mils will generate approximately $825,000 in ad valorem revenues. This is an additional revenue of $33,000 compared to the previous fiscal year. The proposed millage rate of 1.7108 mils requires a majority vote or three votes from Council. The Plantation Gateway Development Budget for fiscal year 25 is approximately $508,000. This is an increase of 4.9% or $24,000. The increase is in operations in the areas of repair and maintenance grounds and electricity fees. The Midtown Development District Budget is based on a proposed millage rate of 0.9707 mils. This is a zero increase or decrease since fiscal year 2018. The Midtown District property values increased 15.80% according to the Barrett County Property Appraiser. And the ad valorem revenues at the increased property values and the proposed millage rate will generate approximately $2.2 million in ad valorem revenue. This is an additional $275,000 in ad valorem revenues over the previous fiscal year. Of this $275,000, $188,000 is related to mill construction. The proposed millage rate of 0.9707 mils requires a majority vote or three votes from Council. The Plantation Midtown proposed budget for fiscal year 25 was approximately $8.1 million. This is an increase of 82.2% or $3.6 million. There was a lot of activity going on in Midtown and the increase is primarily in capital. Capital costs are $5.9 million for fiscal year 25 and that's an increase of 137% or $3.4 million. We increased, we added new projects. There's a micro transit FDOT program, $400,000 there that is required matching if we get the grant that we're applying for. We also added the multimodal transportation plan, Northwest, Southwest, 84th Avenue for $950,000 and then the Midtown Bridge improvements. We actually increased the dollar amount there for fiscal year 25. Special revenue funds, we have about eight special revenue funds. We have the library board, road and traffic, CRA, CDBG, SHIP. We have the impact fees, the federal forfeitures and state forfeitures and the building fund. The special revenue category totals $18.1 million for fiscal year 25. This is an increase of 6.8% or $1.2 million. The increase is in the building fund, the community development block grant and the community redevelopment agency. So as you can see, just from the graph here alone, you can see building is the biggest impact here, but also building is the largest fund in the category. The building fund totals $8.2 million for fiscal year 25. This is a 6.2% increase or a $481,000 increase when compared to the previous fiscal year. The department had increased across operations, but they've also asked for two positions. They want a system specialist, which will be like an IT person for the building department, and then they're asking for a permit concierge slash liaison. They also have 5% merit increases for current staff, and then they had a couple of reclasses related to the salary study that was done in the previous year. The community development block grant totals $579,000 for fiscal year 25. This is a $292,000 increase or a $101.4% increase over the previous fiscal year. This is a good increase. This is money that we're getting additional money from HUD for economic development. The community redevelopment agency fund totals $4.7 million in fiscal year 25. This is a $563 million increase or a 13.5% increase. The increase here is related to property value increases. This is the TIF payment to the CRA. Debt service funds, we have two types of debt service funds. We have ad valorem debt service and non-ad valorem debt service. The non-ad valorem debt service totals $349,000 for fiscal year 25. This is a decrease of 83.3% or $1.7 million. The decrease is due to the payoff of the series 2013 revenue refunding note that we had. The ad valorem debt service totals approximately $4 million. This is a decrease also, a 0.01% decrease, very little, $250, and it's a decrease in interest expense. The ad valorem debt marriage rate, which is the marriage rate required that we need in order to fund the debt service, is 0.2980. And the homeowner, and I will use the homeowner for historical plantation with a save-our-home value of $217,410, will pay $49.89 in taxes for the debt service. Capital projects like the debt service, we have two types of capital projects. We have non-ad valorem and ad valorem. The non-ad valorem capital projects total $405,000 in fiscal year 25. This is an increase of 0.4% or $1,800. The increase is directly in bank fees. Projects in the non-ad valorem capital, which is the CRA capital projects, are lighting of bush shelters, pedestrian amenities, gateway monument sign, and heightened pedestrian crossing. The ad valorem capital projects in fiscal year 25 totaled $2.3 million. This is a decrease of 38.8% or $1.5 million. The decrease here is, again, a good thing. It's related to the completion of projects in the bond silos. For fiscal year 25, we only have one bond silo left, and that's in the parks and recreation. We have projects for Pop Traverse Restrooms, the North Acres Park, and the Central Park Multipurpose Building Improvements. Enterprise funds. So we have three enterprise funds, the utilities, the gulf, and the stormwater. The utility is the largest of the enterprise funds, and they have a total budget for fiscal year 25 of $82 million. This is an increase of 1.5% or $1.2 million. The increase is in personnel costs and operating costs. Personnel costs for the department increased 8.7% or $1.3 million. The increase is related to the request for two full-time positions, and one environmental analyst one, one environmental analyst two. Five percent increases for current staff, and then salary study adjustments based on the salary study that was done in the previous year. Operating costs increased 2.8% or $597,000. The increase is in repair and maintenance equipment, vehicles and grounds, and electricity fees, and then waste disposal fees. Utility capital projects totaled $34.8 million in fiscal year 25. This is a decrease of 2.2% or $800,000. The decrease is due to the completion of various projects in the previous fiscal year. The total projects in the capacity funds is $2.1 million. This is 6% of the total capital projects for utility. Operating and maintenance capital projects totaled $7.3 million, or 21% of the total capital. And then repair and replacement capital projects totaled $25.4 million, or 73% of the total capital for utilities. The golf course total budget for fiscal year 25 is approximately $6 million. This is a decrease of 4.1% or $245,000. The decrease is a combination of increases in operating costs and increases in capital costs, but decrease in debt service. So operating costs increased 9.9% or $483,000. This increases in the areas of outside fees, outside service fees, bank fees, repair and maintenance grounds, and electricity fees. Capital costs increased 7.6% or $27,000. This increase is related to the addition of routing two projects, the painting of the exterior building, and then the resurface of the cool deck in the breezeway. The debt service decreased 100% or $755,000. This decrease, again, is related to the payoff of the series 2013 revenue refunding note. Stole mortar, so the stall mortar is supported by a utility fee, which increased by 3.5%, which was approved by Council on 6-24-24. The new rate is $4.46 per year-year per month, which is up from $4.31 per year-year per month. The new annual rate is $53.56 per year-year per year-year per month, which is up again from $51.75 per year-year per month. The stall mortar utility budget totals $3.1 million for fiscal year 25. This is an increase of 49% or $1 million. The increase is in personnel costs, operating costs, and capital costs. The stall mortar utility fund is requesting three full-time positions. Stole mortar technician two, stall mortar technician three, stall mortar specialist, and then, of course, increases for current staff. Operating costs increased 41.2% or $248,000. The increase is, again, repair and maintenance equipment, vehicles, and grounds. Capital costs increased 858% or $429,000. This is due to the addition of projects for citywide drainage, citywide water restoration plan, and an emergency pump. So back to ARPA again. So ARPA was able to save the day in a little bit here, too. Though ARPA release, although it didn't impact 25 for utilities, I just kind of wanted to put that up there, utilities did get an allocation of $3.6 million from ARPA funding. $1.2 million was related to the assistance for the utility billing that helped those customers. And then $2.3 million is related to the utility lining. Of that, $2.1 million has been spent to date. The allocation for stall mortar, stall mortar is getting a total of $2 million in ARPA monies. $1.2 million was for the master plan. And then $801,000 is for items that we actually cut from the 25 budget. So we cut $801,000 from the budget because stall mortar didn't have enough money in the budget to cover those items. And so the good reason or the good news about being able to fund those ARPA monies was it meant that the increase that we had in stall mortar didn't need to increase more because we were able to buy these items. So it helped alleviate the budget, and it also helped alleviate the residents getting an additional higher increase. So that's the end of this presentation. So tonight we have our recommendations are for council to adopt the tentative marriage rates and final stall mortar assessment rate. City of Plantation, a marriage rate of 5.8 mils requires four votes from council. The voted debt marriage rate of 0.2980 mils requires three votes from council. The Gateway Development District proposed millage rate of 1.7108 mils requires three votes from council. And the Midtown Development District proposed millage rate of 0.9707 mils requires three votes from council. And lastly, the solar assessment of $53.56 annually per ERU requires three votes from council. Well, the administration is also recommending that council adopt the tentative budgets for the city of Plantation, the Gateway Development District, the Midtown Development District, and the Community Redevelopment Agency. The second public budget hearing to adopt the final millage rates and final budgets for fiscal year 25 is scheduled for Wednesday, September 18, 2024 at 5.30 p.m. in city council chambers. Concludes the presentation. No, not tonight. Thank you. So I think I'm going to start with thanking you for your leadership and thanking your department, the finance department, for all the hard work that's put into this. And to all the departments, it's a thoughtful process. It's a responsible process. I was in the mayor's office when this process started. And what's that? I think you left on purpose. But you're welcome. There was a lot of good discussion and conversation and thoughtful about what we need to do and what we can do. And so it was a great experience. So much broader than what I have to do as a council member. So I think what I just want to let everybody know. So there's seven items. The first three items have to do with the millage. Four through six have to do with proving the various budgets. And the last item has to do with the stormwater management utility fee. I think we're going to have a discussion on all the items at one time as opposed to one at a time. So if you're out there in the public, we're going to discuss everything at one time. And then if you want to speak to anything, you'll come up when we're ready to take public comment on it. So I don't see anybody checking in. Nobody has anything to say. Why is all this done? That means I have to start. So I said this when we were setting the maximum millage. So first, for the gateway, thank you for getting that reduction in there. I think that there needs to be reward. There's a lot of long-term businesses that have endured a lot with that district. You know, just having to be there while the Plantation Inn was there, they deserve a break in their taxes. And the good work that's happening there with the development of the district, the property values are starting to increase. So we can take the foot off the pedal. So I think this is the responsible thing to do for our investors in that district. And now it's really coming to life. And then last night with the approval of the incentive grant for the publics that we're allowed to say now, I think we need to keep considering taking the foot off that millage as we go forward because there's only going to be more property values that's going to be added to that. Now, regarding the city's millage, the last three years we've had 9% increases in the revenue that we're going to be taking in. And that's fantastic. And I think that has everything to do with our residents creating this great city where people want to live, where people want to entertain, where businesses want to invest in us. And what comes with that is congestion, density, traffic. And the give back to the residents is, and I know you feel it's a small amount, but we're in a time where people are counting pennies too, that I do think that we need to reduce the 5.8 millage. Like you said in your presentation, fiscal year 19 was the last time it was reduced. So we've been at 5.8 since fiscal year 2019. We've increased revenue since fiscal year 21 by $21.5 million. That's a 37% increase from the fiscal year 21. Midtown, 14% increase over the year. 16% last year, 14% the year before that. That's booming, and a lot of good things are happening there. And I would ask for a reduction in that millage rate as well. So I kind of went into it probably in a lot more detail when we were setting the maximum millage, but I want to get on the record. So with that, I will recognize Council Member Andrea. Thank you, President Fadgen. Thank you, Ms. Otaniano and your entire team for such a comprehensive budget, a balanced budget, a very thoughtful process, as President Fadgen said. I do have a few questions. One might not, or some might not necessarily be for you, so if you want to call your colleagues up. But I wanted to know why we were projecting a 2.4 decrease in our local business tax, especially when hopefully we're seeing an increase with that, with our vacation rentals and the oversight we have now with code enforcement and the increase that the council had approved. So I was a little concerned about why we were projecting the decrease. So what I do when I'm doing the revenues, I do a look back five years, and what we notice with the businesses, that particular line item was actuals were coming in less than what we were projecting. And so I'm very conservative. I don't like to project more, especially when that's not what I'm seeing coming in, because if we end up budgeting more and it doesn't come in, then we end up having to find, because that's what we use to balance the budget. So all the revenues that we have in the budget, they're conservatively estimated because we don't want to overestimate because then we won't have a balanced budget. But we may, at the end of the year, have problems and end up having to use for imbalance or, you know, have a problem. So the actuals were not coming in as being projected. Now, these items that you're talking about being implemented, maybe they're in the startup phase and they haven't quite taken off yet. So as we see those kind of taken off, then you will see the revenues coming in. But I think that you might agree that it's better for me to keep the conservative estimate and not overestimate because, again, we would end up running. We'd have to take the money from elsewhere because all the revenues combined in the general fund are what we use to balance against all the expenditures. And then the overestimating, because there are some, I've heard of people who overestimate their revenue so everybody can get what they want, but then at the end of the year, then they're having to dip into fund balance, which for creditors, credit ratings, that's looked at. It's like people look, if you cannot balance your budget with reserves because the credit folks come in and the first thing they're looking at is, are you using your reserves to balance your budget? And if you are, that's not a good indicator. Not at all. And so we would not get a good rating. So I like to be conservative with the estimates on the revenue. So as soon as we start to see those coming up, and I don't know much about the process of the rentals and what's happening with the business tax. That might be a question for Dan. I'm not really sure, but I'm just saying maybe that process hasn't actually fully taken off yet. So we haven't seen those revenues come in yet. That makes sense. And it's probably exactly what you're stating. So hopefully when we're back here for fiscal year 26, we'll see that increase since we did vote on that. Another question I had more for human resources. So for the mayor's office, I believe that was the ask from administration. But the grants position, did we consider maybe that being a part-time position, especially initially, before we make that a full-time position? I asked to because we already, and correct me if I'm wrong, but I thought we had already outsourced a firm to also do some grant writing for us for this fiscal year. So to add a full-time position, and we're using, you know, a third-party vendor, it seems, you know, again, like that might be overkill. But if you can justify it. Absolutely. Good evening, Jason. I'm the maker CAO. In this regard, we're kind of victims of our own success. We do have two grant writers outsourced. So this position isn't necessarily about grants writing, but really coordinating everything we have going on. Right now we've got any number of HMGP grants for facility hardening, primarily focused on public safety. Ms. Morris has been very aggressive getting those grants, but it's also been weighing her down because there's a lot of reporting requirements associated with it. So a lot of what the grant coordinator is going to do is make sure that we're in compliance, coordinate between administration, the departments, and finance. The other thing is, you know, we have a number of departments. We want to make sure that when the budget passes, we take our capital plan, recreation, for example, and we start looking what are some opportunities to leverage for rebuilding the bridges out at Volunteer Park. We're doing shade structures. Can we get some FURDAT grants? And make sure that everything we have is being leveraged. So we want a point person to kind of lead that effort. I mean, we'll still be using those grant writers as well. It's going to be an all-hands-on-deck situation. As far as a part-timer goes, we're ready to look at that because we see this as being a long-term investment, and we think we have plenty of work to put on that individual. Which leads me to my next question. And so the positions that are brand new, and I'm not sure if we had one several years back and it was eliminated and we're bringing this back or it's brand new, we've never had one, but could we also get job descriptions for those? Absolutely. The same thing with, I believe there's a contract administrator with procurement. I'm familiar with that one. But if we could have job descriptions, I think it would be helpful. Because I wasn't, when I just looked at it initially, I thought they would be, you know, only writing, seeking new grants, but the grant management would be a huge part of their job. So that makes sense that they would be full-time. Absolutely. We'll provide that for you all. Okay. That would help me. And then I mentioned it before, but it's worth restating because it was part of Ms. Otaniano's presentation. But the 5% merit increases, again, I'm glad we're budgeting for that to be conservative. But I really would like to see, and I think there was a consensus from the council that we wanted to see that really tied into evaluations. It would not be a blanket 5% across the board. Well, two pieces of that. One, it isn't automatically assumed they do have to meet expectations for this coming fiscal year. And the discussion we had, if I recall correctly, prospectively, we were looking at FY26 to implement that because we had a discussion about CPI versus merit. But we need to take some time to implement that. But we did have a discussion about moving that forward, hopefully, in FY26. Okay. And then lastly, I think, Ms. Otaniano, there's about 200,000 or so remaining in ARPA funds. Does that sound about correct? Yes, there's 200,000 not quite allocated yet. Could we possibly use the remaining 200,000 for the volunteer park upgrades and then repurpose those funds back into the general fund? Which upgrades are we discussing? The community center, I'm sorry, to be more specific. Is that the park is having upgrades to the bathrooms, to the window treatments? Yeah, the only thing we would need to do is confirm that the way we solicit the vendors, we can include the ARPA language. So we could discuss that with procurement between now and second reading. That probably wouldn't be an issue. I think they just have to comply with Davis Bacon and all of those rules, correct? Okay. And as long as it's competitively procured, whether we do it or there's just a couple details to work out there, but we could look at that. Okay. I think Ms. Otaniana would like that. That frees up $200,000 for her. For her? Not a little personally. Yes, that's what I do when I'm a sort of change. I take it home. Thank you. Thank you very much. Council Member Weinstein. Yes, thank you. Ms. Otaniana. Hold on. Sorry? You just want to add? Sorry. I forgot one note. I missed one note. I kind of did some loose math, and I know it would not be inexpensive, but seeing as how we just freed up $200,000, it might be very doable. Would I absolutely love this? I talked about this about four years ago. Would it be feasible to somehow mail this to residents? I know we're going to put it on social media, and that's great, but I think every single household needs to get it and understand. At least, you know, they don't need the line-by-line item, right? But at least see the overall budget and how their tax dollars are being spent, especially in lieu of, depending on what passes tonight, but we know there will be some increases to residents. So I think it's so important that they have an idea of at least where those funds are being spent in their hands. Is that something you think that we could do for the first time ever? Mr. Nermaker? I think there's even a condensed version of this, but this is so great. I hope everybody in the audience has it. We were just having a discussion on moving something out the other day, and I believe utilities commented that would be in the order of around $30,000. So if you could let us confirm that, we'll circle back on it. I will say this is a new item that we did this year. I will say it's helpful to go to the conferences because at the conference she saw that and she came back and I said, okay, run with it. And she did it all herself and she did a great job. Now, we had kind of talked about this. What I thought might be nice is if council could kind of tell us what are the frequent questions. Like, if you take a look at it and see if that is the information that would be good to pass out to the residents, if we're good with that. Or else if you want to suggest certain items that we could add or take out, I mean, we'd be happy to do that. But we each could absolutely give you feedback. Actually, I don't even think all the graphs are needed, but it is excellent. So thank you for putting it together. It's exactly what I envisioned when I said that we should put this in the hands of every home. All right. Thank you. That's great. Councilmember Ryan, Steve. Thank you. Actually, I'm glad that Councilmember Andreja started with this because when you handed this to me earlier, this is fantastic. And I do agree that this is something that all of our residents should see. And particularly the vision, mission, and strategic objectives, because I think that that perfectly helps explain some of what is before us in terms of the general fund and as well as in other expenditures. And when I look at the strategic objectives particularly, it matches for me what we have in our general fund. I look at the personnel costs, the asset management capital items. When I look at the personnel costs and I see that it's our largest expenditure, which makes sense because we're in the service industry. And, you know, we talk about all the time that we have the best people who live here, but we also have the best people who work here. And it's because of the services that we provide that people want to stay here. I think one of the things that I've heard the most over the past couple of years in terms of responsiveness is that there are some areas where we can do better, and there are areas where we do great. And the areas that we can do better, I see that we're putting more effort into it in terms of our personnel costs, and that matches our strategic objective. And, you know, what the administration has done by allow us to have these meetings for strategic planning has allowed us to have, I think, a budget that matches that in terms of the general millage resolution for the consolidated. So, you know, and I'll just add is that, you know, looking at the numbers for the capital costs for parks and recreation, you know, the residents have been clamoring for shade on all of our parks, and we're doing that. But you can't do that unless you pay for it. And so, you know, it's matching the needs and the requests of our residents. And, you know, even though we see that property values have gone up and we see more funds coming in, but we're also needing to spend more because our strategic planning has told us that we didn't do that before and we need to be doing it now. So it's not a question of using more than we should. It's using what we maybe should have used previously and we didn't get to, and now we're getting to it. And so I wanted to start with that. But in terms of Gateway, I appreciate President Fadgen beginning with that and complimenting you on that reduction there because that is important. Gateway could use that reduction. In Midtown, in our last meeting, I also made the motion for us to reduce that. And so I still think that Midtown can be reduced a bit. And, you know, I hope that we'll have some more of that discussion here tonight. Just like we saw the need for it in Gateway, I think there's still a little need to reduce where we can in Midtown. So thank you. Council Member Horland. Thank you, President Fadgen. You've heard it before, but I want to thank you also, Ms. Aldenana, you and your staff, just doing an incredible job, not just in preparing the budget, but the stewardship that you've shown and council, past council's administration. We're really fortunate in the city implementation. Not only the leadership we have in the finance department, but the leadership. The city's been very conservative with its fiscal responsibility to the residents over the years, occasionally to the detriment of the city, as we're seeing now with the capital costs and the deferred maintenance that was not done because now it's falling on this council. And we've talked before about the stormwater master plan. You know, that had been brought up years ago, and the council at the time said to that mayor, no, we're not going to pay for it, and now we're paying for it, and it's a lot more expensive. So I think we, as our city is 71 years old, we all know that there are needs that need to be addressed, and I think Council Member Weinstein, we stated it perfectly because it really ties into the strategic plan and what we're hearing back from residents. So I'd just like to make a couple of comments because we have gone through the budget in detail. Council members, and I don't know if you had a chance to say it today, but I typically pull the personal roster as we get ready for the budget, but I have never pulled the salaries at the golf course. We've been talking a little bit about the golf course lately. While it will not be reflected in this budget, but I did have a conversation with Mr. Manemaker, I'd like you to take a look at that because what was glaring to me is we paid guidance to manage the golf course, but there were a little constrained for various reasons. And when we look at we had the luncheon last week, and some of the people that were serving us had been hired at $12 an hour. When the city of Plantation had, you know, really set the mark a few years ago and said that we're not going to have anybody making, you know, below a living wage of $15 an hour. So I think in order, we've had these conversations over the years, in order to attract and retain good people, we need to take a look at that. Whether or not to really our employees, the golf course is a municipal golf course, and that is the city of Plantation's golf course. And I think that it's something that we need to have a conversation with, and Mr. Manemaker said, you know, that's something that once everything is settled, we'll start to look at. So I do want to bring that up. While it does not have bearing on tonight, it's important. So a couple of statements that I'd like to make. While property values are up, which is a wonderful thing, what comes with that is property values are up and people have more equity in their properties, and that's a wonderful thing. But local governments are becoming more resource constrained. We know that costs are up for us as well, not just property insurance, but the cost of materials and the cost of doing business. Many, I was looking at some figures today, many economists feel that the long-term growth trajectory will slow, and we need to obviously be prepared for that. We talk about the decisions we make on this day, it's not just for today, but we need to make sure that we're preparing for the future of this city. We all know that there are legislative constraints that condemn us, whether they're real or threatened, every year. And I will mention once again that Amendment 5 is on the ballot in November, and it will most likely pass. The state's economists have said with Amendment 5, and just to remind everybody, that ties the homestead exemption to CPI. So the state's economists are projecting that the local impact on municipalities as a first year, and this will go into effect January 1st, is going to be $22.8 million collectively, growing to approximately $111.8 million in fiscal year 28-29. So we're going to be ready to keep that in mind when we're talking about mileage rates tonight, because there are so many things that we can't anticipate. And we know that we've been through, I'm not going to say the H-word, but we've had economic downturns, which we know that it took us about a decade to recover from. So I just want to keep that in mind as we go forward this evening. So, again, thank you so much, Ms. Altogliano, and I look forward to the rest of the discussion this evening. Thank you. I don't see anyone else who wants to make a comment from the day is, so we'll move the public comment. And I'm going to remind you, we're discussing all seven items that are on the legislative agenda here. Ms. Sword, you're up first. Well, gather it in your head. You're a smart woman. Yeah, first of all. So hold on. Carol Sword, 1621 Northwest 82nd Avenue. Perfect. So you wanted to speak to items 3 and 6. You want a little extra time? Can you do it on this? I just want to do all of them in three minutes. No, we're going to do them both at the same time, but you can do it in three? Yeah. Okay, perfect. Okay, since the question is raised. You're going to be a fan favorite. Thank you. Since the question is raised about Lauderdale West properties, as a resident there, I can tell you that updated houses are now selling for around $400,000. Just wanted to let you know. Okay, I was wondering why the Midtown and Gateway millages are increasing. If the property values are increasing, new businesses are coming in, aren't you all getting taxes from that? Yeah, back to number three and number six. Property appraisals have increased, but the millage rate has stayed the same. Therefore, our property taxes will increase. Many of our residents, especially retirees on a fixed income, are suffering from inflation. In order to give our residents some financial relief, I'm respectfully requesting that the millage rate be rolled back so that the tax amount will stay the same as last year. Thank you. Thank you. We did that in less than two minutes. That's a mic drop there. I guess you're yielding it for Mr. Conklin. Dennis, you're up. Can you do one, three, four, and six in three minutes? All right, thank you. So that's four times three, that's 12 minutes, right? Can we get in 10? Just kidding. Thanks, Conklin, 4581 Northwest Sixth Court. As we didn't have an introduction, Heavenly Host, protect you and your families. I'm going to alert everybody. It's been mentioned before, but this is gold. I'm not sure where it shows up. You can get it online, and I get it every year. It's a favorite. With regards to the presentation, as you know, I've been mentioning about the money since, I don't know, 1994, I guess. And it crept up above $100 million under Mayor Armstrong's administration. And as of last year's CAFR, 9-30-2023, it was $313 million. And of that, $159 million, almost $160 million, is unrestricted. And unrestricted means which may be used to meet government's ongoing obligations to citizens and creditors. So they did a great job. They knocked down the debt from last year. It was, total debt was $64 million. And I've seen the presentation, it's $51 million. So they knocked down like $13 million this year. But what I've always been encouraging you to do is to tap that mountain of money that keeps growing every year and do something unique. Pay off all the city's debts, which this year it's listed because of the reduced from $64,000 to $51 million. If you did that with the unrestricted money, which is due to us or to creditors, you would still have $153 million in the mountain of money. So I encourage you to look at that. That's from page 40 of the presentation. I always ask for a reduction of millage in the Plantation Gateway District to zero mills since the creation of the CRA in 2000. It's good for 30 years. We've still got five years left fiscally. And a lot of that money could have been plowed back in as the owners of those properties saw fit. And I've asked also in the budget parts, which are later, to – and I looked through the budget and I can't find these light items. And it has to do with electric vehicles and the charging stations and all of that. The only electric vehicles I want to see on the city's tab are the golf carts, okay? I go to Mass each morning at St. Granger's. And I'm driving in the Mass last month, and there's a bus. And when Battle County bought the electric buses, within I think it was two quarters, the company that they bought went bankrupt. And that's basically – we don't have a supply and demand or free enterprise economy anymore. We have a governmental-driven economy. They're going to drive our motor vehicle industry into bankruptcy. So what I saw as I was going to Mass, there's a cord ring from a bus across the sidewalk, across one of the neighbor's yards, and up to the house. They were charging a bus from, I assume, one of the residents of Plantation on Broward Boulevard. It's just the wrong way to go. And I don't want to see our police and our emergency vehicles, which are probably the biggest fleet, although we have public works and utilities and parks and wrecks. And I see that they're scheduled for vehicles. I don't want to see any of them electric. Again, the only electric vehicles I want to see on the city's tab or the golf carts. So let me see here because it's got to do all four at once here. One example of how the mountain money occurs year in and year out, it's been mentioned, you don't spend the money. So it gets tucked away. For example, the mortgage rate, even thankfully for the second year, has been rolled back some. It yields $824,883, but the budget is only half a million dollars. So you're rolling $316,000 into that mountain of money for some other time. But it stays there forever. And as I mentioned, you've got, and finance has been doing great because they've been turning back on U.S. Treasuries like crazy. Because they're basically worthless, as I mentioned, because our Federal Reserve is basically buying our bonds with creating new debt. So if you took the money to pay off the debt from the U.S. Treasuries, you're still going to have about $50 million in U.S. Treasuries. But you would be out of that very dangerous part of the cash and investments. So I appreciate the mortgage rate decrease. I wish it was zero for the district. And the district was created back with Doc Cannon and some of the initial stakeholders along the Gateway 7. And just a little reason, I think we're going to look into the Doc Cannon Park at Jim Ward Community Center. Thank you. I'll give you back some of my 21 minutes. Thank you, Dennis. I do not have any other speaker forms. Is there anybody else who would like to speak for items 1 through 7 of the legislative agenda? Okay. Seeing none, but no, you don't get seconds. Sorry. You get one bite of the apple. So that brings us to item 1, fiscal year 2025, tentative millage resolution for the Plantation Gateway Development District. Can I have a motion? Motion to approve. Second. Thank you. Ms. Beggar, please call the roll. Council Member Rowland. Yes. Council Member Weinstein. Yes. Council Member Anderson. Yes. Council Member Andrean. Yes. Council Member Fajan. Yes. Okay. Item 2, fiscal year 2025, tentative millage resolution for the Plantation Midtown Development District. Can I have a motion? Motion to approve. Second. Ms. Beggar, please call the roll. Council Member Rowland. Yes. Council Member Weinstein. No. Council Member Anderson. Yes. Council Member Andrean. Yes. Council Member Fajan. No. Item 3, fiscal year 2025, tentative millage resolution for the City of Plantation Consolidated. Can I have a motion? Motion to approve. Second. Ms. Beggar, please call the roll. Council Member Rowland. Yes. Council Member Weinstein. Yes. Council Member Anderson. Yes. Council Member Andrean. Yes. Council Member Fadgen. No. All right. Item four, fiscal year 2025, tenant of budget resolution for the Plantation Gateway Development District. Can I have a motion? Motion. Motion to approve. I'm glad we're sharing finally. Second. I didn't want to be grating a second. Ms. Beggro, please call the roll. Council Member Horland. Yes. Council Member Reinstein. Yes. Council Member Anderson. Yes. Council Member Andrean. Yes. Council Member Fadgen. Yes. Item five, fiscal year 2025, tenant of budget resolution for the Plantation Midtown Development District. Can I have a motion? Motion to approve. Second. Ms. Beggro, please call the roll. Council Member Horland. Yes. Council Member Reinstein. Yes. Council Member Anderson. Yes. Council Member Andrean. Yes. Council Member Fadgen. Yes. Item six, fiscal year 2025, tentative budget resolution for the City of Plantation Consolidated. Can I have a motion? Motion to approve. Uh-oh. Second. Let's do it. Ms. Beggro, please call the roll. Council Member Horland. Yes. Council Member Reinstein. Yes. Council Member Anderson. Yes. Council Member Andrean. Yes. Council Member Fadgen. Yes. Item seven, final stormwater management utility fee for fiscal year 2025. May I have a motion? Motion to approve. Second. Ms. Beggro, please call the roll. Council Member Horland. Yes. Council Member Reinstein. Yes. Council Member Anderson. Yes. Council Member Andrean. Yes. Council Member Fadgen. No. okay so that concludes this meeting we're going to re-adjourn we're going to start the next meeting at 6 7 0 5 meeting adjourned at 6 50 just wanted to say thank you very much I appreciate it thank you