eighteenth as we michael cram day people came out in droves they provided great coverage for the city so our officers could participate in the wake of the service there was quite a only allow us to take care of our officers and protect the safety of the city i'm really excited to announce that we have a public works director will be starting february fifth jonathan rocher who's currently the public works director and on night in new york he is at peace as private sector engineering experience before moving into public sector so he'll be here february fifth permanently but you might see him around town for other public meetings this month just as he gets up to speed i he will be here at the january tenth mainstreet meeting so on that main street revitalization project our preferred alternatives meeting will be january tenth which is next wednesday night here starts at six o'clock with an opportunity for people to mill about look at the drawings look at the plans talk to the engineers and then a formal presentation at six thirty and that will be broadcast as well  community services administrative assistant jessica is leaving us this week which is sad for us and for the city she's been great to last five years but it does present an opportunity for us to really look at how we staff administrative services so we're having those conversations this week and i bring that up to you all because it may inform job description changes or potentially potential budget changes we're trying to front load that as early as we can in this new year so in just a reminder martin luther king day january fifteenth day of service affair is doing yeoman's work putting that together so if you're interested in registering for an opportunity go to the website and then finally bring this up again later in the month but there will be a new ski bridge local concerns and alternatives meeting hosted by c c r p c on feb sixth at uva am so this is not about the sidewalk  railing work that will be done this summer but this is actually kind of the long term potential of this bridge so there are some short and long term solutions short term solutions are still three to four years out from construction long term solutions may be more like ten or fifteen or twenty years out but this is an initial kind of public meeting to talk about what those options might be so again that's for february six and you will be doing a lot of publicity about that but just want to get it on your calendars next year and at some point when the session really gets going we'll have them come in as we usually do i'm going to do an update for council on what's going on but it's going to be fun and i'm not sure you know anything of the audit report you're welcome here happy new year thank you for joining us again and i think you heard from the great work learn on it's always a great time to learn as much as finding things that you know sometimes are always exciting to discuss writers of corrections that may or may not need to be made but it's it's been a great relationship and we so multipart audit it's not accordance with government audit ing standards it's not in accordance with the accepted auditing standards this year is not an audit in accordance with federal audit standards the two years ago they changed the threshold from half a million to seven hundred fifty thousand of expenditures you did not hit that this year so we did not required to have a federal audit so but it is in accordance with government auditing  really smooth your staff was well prepared we were cooperative with things were ready when we needed them and in fact you're one of the few communities where you're finance department actually prepares their own financial statements so that's and that's what supposed to be so that that's indicative of the fact that you know that year that it all works extremely well in terms of the audit itself the  our opinion on the audit report which is our responsibility takes place on page two and it says opinions it's because we actually audit every fund every major fund separately as though it were a separate entity so we're we're telling you that each not just in total but each of the major funds is audited in our opinion on each of those is that they're presented fully and in accordance with generally accepted accounting principles so that's a a clean  unmodified opinion means you're following all of the regulations in the rules this year there's been no change in the rules i don't think there's anything that will significantly affect the year we're in now or should that insistent at least for a few years they're always looking at things but this is consistent what i typically read when i go into a community starts on page four it's called management's discussion analysis and it's about ten pages in there it's narrative information it discusses how the year went what the major bullet points are you talked about your budget actual variances and why they happened about ten pages you can really get an understanding of what happened in that fiscal year as it's titled as written by management what our responsibility is to make sure that all the numbers are accurate and that we agree with the information in the analysis but it is it is written by management and i think if you read just that you'll probably get a good sense of what happened i'm not going to spend a lot of time in the traditional financials and listening but it has questions  in the back there is a report as required by government audit standards the last two pages and that is a report on compliance with laws and regulations and internal control  reporting we have no material weaknesses and no significant deficiencies but that should indicate is that you have a good system of checks and balances good internal controls in place and not only are they in place but they're functioning the way they're designed so that not only do we have financials that we can rely on but that all year the information that you get should be accurate because of those checks and balances that are in place which is really more important because that's what you're using on a real time basis to make sure that you make decisions that are appropriate we did have two recommendations that did not rise to the level of even significant efficiencies but i know they're both being addressed one them simply had to do with collateral is ations of funds mainly some funds at the credit union but i know that they've looked at a number of alternatives and i think they're close to coming to an agreement to to secure that money in the second issue i know it's just been dealt with as well and that's the the community for fund that we weren't quite sure it was sort of operating like an enterprise fund it was sort of a governmental because of the subsidies but it sounds like you folded that into your general fund this year so that's been dealt with as well so the only two recommendations we have i think of been addressed already at this point in time and as any general or specific mean it's what a change in six and seven years so that's awesome if i can just under my not from it this really is angela success she does a huge amount of leave this year doing providing the information to the auditors in a clean way she was also preparing a budget in a new way was a huge undertaking and she did it with grace and professionalism and we are very fortunate to have her think is for mention both those items are being addressed as we speak there are some development this week on the credit union clause ation efforts and of course in the budget proposal we have the community center having to do just the template color or just say ye right i've got a bunch of reference materials here because i was saying that earlier i tend to build these budgets i think we all do is stuff in the detail and then presenting them in the roll up is make sure i've got my so so happy to be here happy new year to everybody this as we all know is a new process for us but it's been i think a really positive one happy to be the first i think department head guinea pig to roll this out so wide open to critique feedback thoughts but my plan is to kind of move through the presentation here kind of linger over specific parts of the budget answering questions there and then kind of come around to the  if there's any kind of more global pieces but let's whatever we do here make it work for you guys in terms of presentation so so are right and as you can see here my fantastic staff  these photo from are following of that of a good number of our folks but not a lot of significant changes here stuffing wise either in the current year or moving forward we've kind of held pop at the moment as jesse mansur mentioned we do her as of friday will have a vacancy in the administrative assistant position that we're going to be looking to to try to figure out what we want to do with and then of course seasonal hires coming off our managers summer stock for thriv we expect that to look pretty similar in future years but you know it seems to be a bit of a moving target as our programs of all the funding streams change as well so so yeah so jumping back to fiscal year seventeen which is the last completed budget year that we've got just a couple key highlights that we want to point out so i always like to just make mention of the fact that we as a department do hustle for quite a bit of the funding that we leve to develop program addition to the funds that come in in support of the community center about one hundred eighty thousand dollars in fees grants donations over the course of that fiscal year so definitely proud of that you know in addition to doing the the lift of getting those programs out to the community there's a lot of work happening behind the scenes to make those happen so that's a team effort for sure and in support also and this isn't necessarily a pure dollar figure but looking at the volunteer management and support that we get for programs as well we do really like to consider that in the context of the cost of doing business but for these folks a lot of the programs that we were on wouldn't fly so we definitely really value and record which hopefully many of you have an account with and are one of them now over six hundred folks who signed up that's been a huge boost for us allows us to track usage across multiple programs have a better sense of who's doing what where it's way better than trying to shuffle spreadsheets so we've really benefited from that say nothing of the ability to pay online that's been a really nice piece for us as well so that was a huge change for us in the fiscal year library continues to hold steady  biggest growth we've seen in the last few years with the digital circulation that continues to grow our circulation materials have stayed pretty constant and our visits and cardholders have continued to kind of rebound from the move over the o'brien center so you saw a little dip with a change of location but we're back on track and growing which is a nice senior center again busy busy busy down there as always but i think that meals numbers are really huge one to highlight and then you're seeing you'll see this it's not a duplicate this was in two thousand and seventeen the achievement of the second star for thrive so that's a really big deal that's an indication of program quality and also starts to pay dividends for those families who draw subsidy so that's a really huge step for us to take in seventeen and you'll see again took yet another step in the so we spent quite a bit of time on a saturday back in june on this i'm not going to be labor points  here just in terms of setting these goals for selves as a team and i say that new staff and council working together towards achieving some of these but a few that i wanted to highlight and just know in terms of the amount of time that's gone into them in this current fiscal year now  lot of work at the community center to try to address the tenancy issues there with working towards nailing down childcare center working with snap and u t m to try to fill the y m c a space so a lot of a lot of work and essman of time there it's been both cases more complex than i think we anticipated but i think we're close and as you'll see in fiscal year one thousand are goals to have those locked down lot of work to or in early childhood so again i mentioned we did achieve a third star which now officially designates our three of program as high quality with the state which is a big deal and again comes with further financial benefit and then also the work of course through the promise communities grant towards childcare but also  you'll see here some really exciting professional development for community wide partners which is coming up in february so that's really exciting to have on the radar as while and then when he wednesdays i think to use and the hollowing about both really usually successful public events i think one of the really great things doing the jobs that we do here in new ski is that this community is ready to come come out and be together and gather and get to know their neighbors and it makes our jobs quite a lot easier when it comes to putting a bounce like this on but a lot of work does go in behind the scenes to make those things happen and i just want to give myself credit for for the hard work that went into that infants toddlers and preschoolers which is extremely exciting again hoping to have full tenancy there i think we're very close with the child care space and a final deal for the y m c a space so both of those should be  potentially within the current fiscal year but i don't want to jinx myself so this clear nineteen will start hopefully in that way a lot of work around planning especially in our parks so that's something that as we work towards i mean it municipal plan we really want to focus on the parks and open space planning that we're doing and turn in i specifically a lot too and casimir which in the context of some other projects in the city have a lot of strategic importance but also i think some real potential for me development down the road  and then as you'll see in the bottom here just a lot of event based pieces and program based pieces hoping to add new programs try to get our programs to be a little bit more aligned with the demographics of the community in particular as you'll see in rock slide leader our young adult population which we don't presently do a ton for but which is here in droves and then also trying to be again as we have my rock now on board we've got a year a little bit more sophisticated about how  plan cost recovery goes to programs so again we were trying to balance making programs accessible affordable but also recognizing that as you saw with one hundred eighty thousand dollars we do have somewhat of a need to bring in revenue to offset cost so trying to balance that and look at a way to apply some goals across programs in future years so that's kind of where we're headed for the fiscal year nineteen year and the pause there on the goals and accomplishments peace and to say are there any pieces i missed things that are questions about so not a ton of huge changes for us budgetary this year from a dollars and cents perspective we as fred mentioned are proposing to move the community center budget into the general fund so you'll see that reflected  the general fund budget and then of course we'll talk about this further too but as part of the leadership proposal we are looking at pulling the children family programs manager the portion of that salary and benefit out of the general fund and into the program fall and thrive program budget so those are sort of the two primary changes again you'll see kind of natural growth in terms of salary benefits and in some cases in the program budget some growth related  to anticipated participation increases in the senior center in particular but by and large not a ton of changes so as we dive in please feel free to ask questions but those are going to be i think the big pieces that jump out most likely i did throw in the o'brien center budget and i do want to make sure folks understand this is this is the trend budget over the last three years we are proposing that this budget will no longer be standalone but will be incorporated into the general fund but i felt like just moving three hundred thirty thousand dollars over it probably warranted a little bit of attention to some details so i did put this budget here largely just to call that out and kind of give an opportunity for any specific questions around the operating budget that might come up but if there are so kind of turn that to you and say are there any specific items here that jump out are things that you'd want to discuss a little bit further remaining term on the on the no or twenty eight i believe yes and then the amount i don't have  here or in the in the budget book and find nineteen goal and i'm just wondering where the pool fits in so i think you'll see mention later that there's work so i think in the emerging issue slide towards and the pool is called out very specifically as we work towards that replacement project in terms of budgetary impact from an operating budget perspective because the pool will not be opened for fiscal y thousand we wouldn't expect even if we are able to get financing arranged in quick order we're going to have a construction season so from an operating budget perspective there's not an impact for the one thousand budget i think where you may see it as if we are looking towards twenty f y eighteen account complements ly which is where the where we're halfway through it's the bottom bullet there so our tangible what we've committed to that's far from the council's partnership is completing the piece of work and then it will that will come to you and then we will make a decision which is why it's on the emerging issues and we don't know we haven't made a decision yet about our commitment to that into the beyond plenary and to nearing terms of the financial commitment where you will  again during in the next month is on the public works presentation side i think raised a huge made a huge effort to move the conversation forward if it moves forward from plumbing area engineering into final in two different worlds right now so from a planning perspective with public works re still very much an engaged once we have that kind of committed design that we're all going for with the i should note there too i'm going to snatch the segue into say we did get right before the holiday as promised preliminary architectural drawings and pull design drawings from the engineer so we are set to stop to review those in the coming week and sort of move to the next phase of that so we're right on track with weston and sampson which is exciting cool to start to see some real tangible pieces come together there and we did the bang before the snow got down which was great so we're we're in good shape  so before i depart from my favorite budget in the in the slate are there any kind of further questions on the community center stuff and again these numbers are in the general funk but i just wanted to kind of give a chance to ask answer any questions come back and again these are just some some notes here related to the budget itself we are working i was just down there this afternoon with comments energy looking at some potential projects there we are trying to build leases that allow us to kind of grow with the increasing cost of expenses which is which is nice and then again anticipate our full time and see for the fiscal year nineteen year right is really small but remember the full document and yes yes so again in terms of the general fund for us because we have a lot of different subcategories we kind of end up landing into different  codes within the budget which is why there's two different sections the community services piece up top includes general community services so that's my salary a phase time and effort and some sort of general supports for the department the senior center the library and then now the community center and then down below and family new programming includes recreation so militia and her team and children family programming as well so there's some stuff funding there currently but also some small supply lines as well within that so because of the way the budgets broken out that's why it breaks up into two categories but you know again we kind of view this  we're looking at it as a whole so primer again the primary changes we call the earlier i think the big piece that didn't get called out earlier that again is the change between the level tax rate and the leadership proposal is the proposed elimination of the circulation assistant at the library that was done i think a lot of those cuts were done with a really sour taste in everybody's mouth but again in the effort to get back to that level tax budget as part of the process that we go through here there are a lot of really uncomfortable decisions that were proposed clearly by showing that being restored into the leadership proposal we don't think that it's a smart idea or a good idea but again in the  effort of going through that exercise that was one that was there so again we're proposing to restore that as part of the leadership budget but that's that ten thousand dollars in salary and roughly eleven hundred or twelve hundred and benefits there  and then down below again the twenty four hundred i should point out there in additions is the police for the electric vehicle so we're proposing to go from a fleet of four to plead of two so this is one of the four electric vehicles that would come out and then down below in the additions line again you'll see where the children family program manager salary got shifted from the general fund over that's where there's a pretty significant  think i can speak to our department i think it's it is sort of a global question for the city because we know each department more or less has want to sign to it second kind of speak to our use we definitely get quite a better use out of it especially during the summer months when we're doing teen employment so i think that it's a pretty manageable change quite honestly there's often an extra one sitting here that's kind of assigned to city hall and i do think we've had some challenges with the range on those vehicles being kind of it's not quite long if you're feeling lucky you can get to montpellier but it's those last mile or the last mile or two is pretty exciting and they've he can't find an outlet to charge you can be down there for a while so they're great for around town you know we use them quite a lot to get back and forth to burlington you know especially for us as a department that's pretty scattered we're often trying stuff around between here in the community center in the senior center but i think we can go from four to two and be able to continue to serve the needs of our department again i can't speak to what others but i think so just for a little more information right now the four are more last to sign one to firing code enforcement one to  went to public works and one to city hall which pretty much becomes myself work me justice i think our intention is to keep the one assigned to community services and have community services share with the community justice center and then to have the one dedicated to code enforcement they are they use it every day most of the shift i don't need one i can walk already my vehicle to most means or share with rank when i really need to and the public parks as a whole nother fleet of vehicles so like that would mean some more usage of an existing vehicle in public works but not necessarily the need to have another additional asset in infrastructure is established to support child care expansion efforts and when you can you just say a little bit more now what that means yeah i think that but yeah yeah so i think you know the leadership budget that we put together is something that we all get around a table and make really hard decisions about and i think sometimes that means making decisions that you don't love but again we're team and we're all trying to build a budget for the community that makes sense and that me your collective need so in an ideal world i think that this does present some challenges especially as it relates to drawing on reserves but i also think it's a change it's a change we can we can weather for a period of time i think that in terms of the second bullet here what it allows us to do is i think shift at least for a short term the focus of that position more to our for our fee based childcare programs you know i think as i've talked about with you all before my my goals and hopes for that position over time are to have it be more systems level doing work related to promise communities and those types of community wide efforts but i think too there's an opportunity here by focusing a little bit more effort into that fee based program to see some growth there which could then pay dividends on the back end to allow for future work so maybe a little bit of a pos button on some of the systems level work which i still believe is there's a need for but again i think in the context of difficult but it conversations that sometimes means making difficult decisions so i don't know and feel like i'm just wondering what that functionality what th difference is in that role as it shifts over as you have so very is there a difference like to a two degree i think it would allow for potentially some changing of staffing structures in our summer and after school programs so right now that person is not on site with as much regularity as they had been as prior to promise communities taking off so i do think there could be a shift back to having  position more focused in program during open hours and again i think there could then be more effort put on recruitment getting more get signed up expansion the stars work you know obviously as you saw that work is happening but it would allow us i think to really clarify focus there for a period of time yeah it's a hard it's a hard one you know again i think we all sat around a table and made a decision about a budget proposal that we all  real obligation was to maintain service delivery i think one of the thoughts is this position really supports israel's said fee based services that they're not necessarily doing general base programming that should be subsidized by the property taxpayers they are running and for lack of a better word an enterprise fund program so as we move more in that direction and build up that program and figure out how we do that best in cooperation with the school district and that's in cooperation with a new child care center that it may need some sense to support that with the revenue streams that are coming in through those service still live or areas additionally with building up of the recreation program manager the great success of the library to serve young families thinking about did we need another kind of general fund supported manager to build up those or does that expert professional inform those management partners with and community service yeah yeah so it's a great question yeah that's a great question so the way that we have operated with our rates to date is that we've set our our cost on on the states subsidy base rate so whatever the base rate is for a zero star program whatever that reimbursement is to an individual program based on that child a fee paying family is going to pay exactly that same amount and that's how we've managed our afterschool program and after school one thing that we have done again today is is require that if there's a co pay so if your subsidy payment doesn't match the full bass free or the full fee in a program that there is a expectation that a co pay gets paid so if your family that gets you know one hundred bucks and the fee is one hundred fifty you're on the hook for that fifty bucks and the reason that we've done that with the afterschool program is that it's the duration of the program the number of weeks the amount of stuff and it goes into it we just can't afford to to not  capture back some or we've done a little differently we've typically set a cap and the reason being that we've been really focused on trying to keep as many kids engaged in summer programming as possible so in past years the most a family would pay for a child for the summer for up to seven weeks of programming is four hundred seventy bucks i think it was last year for sixty thank you and again not was a really conscious decision to keep the price point very low because we found and specially working with the school summer is a re ally hard time for families from a childcare perspective so i do think summer is an area where over time we could look at our fee structure certainly we're also in the mets of a pretty pretty heavy reboot i think probably not in this coming program but the bottom line with the school through the twenty one c grant so that's a grant that jointly funds out of school time programming that is run by the city and by the school and so that's an area where we've continued to look at ways to be more efficient and more really does help programs of us having competitive offerings and i think we've made some great strides there so that's another area where i think there may be efficiencies in the future for service delivery on the whole but it may force it may force us to look at those fees but you know i think again and the five years i've been here are hopefully will be a testament in fact that we're really committed to keeping that cost as low as we possibly can and for for families to have as much access as we can just sort of understanding it we're moving a position that's currently funded by general fund property tax  that obviously that's not necessarily how we drew up the use of those songs but i think it does you know again in the context of difficult budget decisions give us an opportunity to bridge i think this is that with our current  projections and the structure we have to use thirty four thousand dollars in repairs to make that work records years new director there so we left you know in theory left money on the table that year by design because we didn't want program quality to suffer under what was you know essence a temporary director i mean those reserves were built  seventeen back into history this is a program that used to now have you know tens of thousands of dollars every year and we've made some really intentional investments in staff here's his position being one getting salaries up to really intentionally try to move program quality forward i think that's being reflected in the way the stars system is responding but but again we're not we're running as a must much tighter margin now but that's by design we're trying to make investments in the program instead of just continuing to pile on  is a real benefit to residents to see that moving you'd be good you know should this budget pass like this it be good to kind of maybe do a special check in on this one given the change sense towards the end of the school year summers funky because we get into law does a great job of booking at ford but we'll see a lot of families paying up front for summer so you know until angela's may be able to make those adjustments it does start to all signs so to so far this year point to a successful year we've had good enrollment so far you know again we've had some really positive conversations about next summer's program which i think are already starting about recruitment and marketing for summer so the we're positioning ourselves to be successful in getting that roman up  budgets i think is you're seeing these tend to interleave so as much as i know this is a new process for you all to see all these budgets at once it's actually for us a pretty it's kind of nice because we used to have most of this work done by this point anyway and then i have to sit on it until may so because those programs are so intertwined for us it's really we really have to have these pretty locked down so we're going to jump into wreck in parks first and in our accounting system this is community services so that's the quotes but this is our record parks budget again i think the primary changes here are were anticipating continued growth from a financial perspective so you know with alecia here we're certain to see a lot more action from events programs fee based programs you know we've got our brochure out now that it's helping to generate buzz we're just looking at the art nature program today paul  and i which while a free program had something like six hundred eighty three interested people and already twenty five folks signed up and has hit like twenty five thousand eyeballs on facebook so it's really fascinating to see the ways that i think some of that work that happened around hala lean in with you wednesdays and certainly polls work is giving us a platform to get out there so that's been really exciting i think the challenge for us is now making that translate to fee based programming but it's a challenge we're up for and we're going to continue to push and again i think you know i reflect back to a point eric mean i think long ago and a conversation here of how do we do that without jeopardizing participation and access i think that's really critical and that's it's a balancing act for sure then the expense side you know really trying to build a budget here that balances out to zero or better is the goal with with these program funds for us certainly this is a budget that's been in the red the last few years  but i do think it's worth noting that this is a budget that's also paying rent for space so that that rent that number in that negative number at the bottom have been pretty close and i think over time we're going to search to see that curve turn up and and get this this back into the black here but you know it's a significant impact on a budget of twenty thousand to have sixty five hundred that go towards run so it is what it is because of the way and i'm going to jump ahead to the detail pieces but we can kind of flip flop back and forth between the spreadsheet and this but again some notable pieces so this was at least his first full year with us which is hard to believe but it's only been a year so i think in that time a lot's been accomplished against some really successful events and i also think worth remembering that a huge amount of her time last winter and early spring were committed to a pretty significant cleanup in memorial park were we dragged out a bunch of hyp trash and it was it was a huge left to get that work done and she put a ton of time into that and then looking ahead as i mentioned earlier i think trying to get our program offerings to be more reflective of our demographics so in particular the young adults  and young families that we see here for whom we don't have a lot of programs currently as mentioned partnership with the school being really important some growth program and growth forest is in essence a quarterly here some revenue growth for goals here going to ten percent minimally and then also the work around on parks and open space planning which i think is going to be pretty consuming once we really sink our teeth in so in a positive this one and see if there's any real questions as you look at those revenue projections do we feel like the fee schedule that was passed supports or are we already looking back a few schedules to shots no i mean i haven't i haven't once stayed up late thinking about whether we should charge fifty cents instead of a quarter for katie bar the senior center you know i think what's difficult about the way that that feast ordinance obviously is that it's going to require us to come back again with regular ordinances or regular resolution sorry so i do think that in the coming con program offering slate the spring slate you're going to see us back again probably february timeframe l january early february to do another resolution for spring programs and there'll be more fee based programs there so yeah i mean i think it it looked it looked a lean but i think to important remember like thrive as it is codified elsewhere there's a lot of standing fees that are sort of set already so that's just the kind of of the the fees and again it's tough we really try to walk that line of access and equity and not pricing people out of also wreck the free move on yet please if i forget to turn to senior center so this again is so with the senior center operations primarily the general fund support us time and a very small amount of programming supplies come office supplies and such and then the lion's share of the problematic operations happen out of this special revenue fund so here you'll see there's not any or benefit time included all the expenses relate to the program and programming provision you're going to see growth both on the revenue and on the expense side that is based on what we've seen this year in really strong participation in particular in our bingo program which has had very high user ship and that comes along with a revenue stream so those two growth curves go together and then based on some feedback we got through senior survey that we did back in the fall and also through the guidance of our senior committee we're committed to offering throughout the course of the or three sort we're calling them socials likely kind of a holiday time frame spring time and then a summer barbecue type deal where senior community come in and experience the space see what we do and hopefully get them hooked for future performing this is another area where i do think at some point we will start to see the incorporation of more fee based work  traditionally most of the programming bingo aside here has been free we do have a suggested donation with our meals and see a good user ship of that we have most people paying their way when they come in to for those those congregate you think we'll start to incorporate more fee based programming here that if people do want to participate they'll be of a cost associated with sort of make and takes is one thing we've heard so kind of come in and be taught how to do a craft or paint or whatever and then you get to take the supplies home but those are going to come with a cost so yeah and not other than those changes not a lot different here this is a budget that's performed really well for us in the last number of years you know i mentioned in here  from a budgetary perspective last year's number is in the negative because of the investment and to sanitise or given the volume of big events that we've been having down there so that was again an intentional move we came here used reserves and and that's why that number is down where it is but otherwise it would have been in the book so yeah i think i've covered most i'm scanning through but i think i've covered most of these pieces here  i don't know what those costs are going to look like but that's a spring time effort for us to sort of prices out and see do we have enough bluffed or we're going to have to tap into some other option reserves or potentially into the reserves in this budget as well but i like painting and there's some  some rock and some of the soffits so we're well aware we did just make a big investment down there and the glass sliders so that was think roughly fifteen thousand dollar investment in the building that's made a huge difference from a make their needs known and that's why stuff's getting done on there so i would not say springtime i would say summer for this work because this is that one thousand budget so we don't have access to these funds until july going public private bit in the spring so meals this is one where i feel like at this point my sound bite is pretty consistent from year to year this is a budget that annually and up right around a thousand bucks in the black this is a thousand bucks i spend every  time we based on the reimbursement rates even if we had some sort of meal count wizard who could tell me exactly how many children were going to come to any given point any given time to pick up meals we would still be looking at a money losing operation here because the cost of the meals is above what our reimbursement from the state is so as i mentioned in the notes in the next slide every every meal that we put out the door is you know we're investing fifty cents in and that's not including you know the challenge of predicting again on a sunny summer afternoon is it going to be twenty kids through the door or fifty year or five so there's certainly a bit of guesswork that goes into our meal counts but you know again this is a program that we feel pretty strongly about we're doing more work overtime to incorporate our meals into different areas where folks are already coming so i think a great example of that is the library last summer being our meal site we saw a huge participation in the summer  meals program which we've never seen before and that was simply putting a refrigerator behind that sort of desk and doing bag lunches instead of hot meals and not change a lot of those was huge so and then when you see wednesdays was another great example you know we're giving now consistently thirty meals at those to kids for free which is good i think it really brings folks out i think it's a nice service to have and again i think is meeting in need so i don't know what else to say really that one it's kind of a little bit of it is what it is situation right so again as we mentioned earlier the primary change here being the shift of that portion of the manager staff time over again we and i've got the details here  people want to know specifically where these revenue expense numbers came from but these these are not just starts at the wall we go through and do look at number of weeks number of kids number of hours required for stuffing so we've got it you know i think to a degree budgeting can be accurate i think we do a pretty good job here of making predictions and being as close as we can so yeah and again this is a budget that the primary you know deficit the cedar at the bottom is related to that shift and so i think we've discussed that quite a lot to be here tonight but happy to answer the questions or think more about this so we typically have we typically start the year and catch up over time because our after school revenues pile up pretty fast summer tends to be a money loser for us at the moment  so we kind of typically subsidize summer with after school so we'll start so at the point that these projections were made which was back in september we're sort of starting at a pretty weak spot in our budget over the course of the year but that catches up over time typically by the end of the year so again that projection number is based on what was happening on september the september eighth so at that point we were down a couple thousand bucks but you project out over a year and it looks terrible but  again summer tends to her after school tends to be a money positive program for us so that catches up over time well i don't know offhand where we are with our it now but i think we're trending in good shape at this point yeah yeah mid twenty's if i'm remembering correctly and we're up at forty now so you know again those economies of scale with five eight ten kids in the afterschool program can really change that budget and yeah that was a choice we made by design last year to kind of maintain quality not overburden staff we're dealing with a lot of transition so i do think seventeen was an anomaly in a lot of ways i jumped to the bullets here and just make sure i haven't missed anything here again talked about enrollment again as mentioned earlier made some some pretty significant investments and staff training time salaries  the addition of a full time your own director that's led to quality outcomes and then again the piece looking forward i think is the duality of kind of in the very short term getting this child care piece landed in lockdown and launched for the early part of physically or one thousand and and kind of turning the focus back towards after school to reflect the change in the budget  community gardens i think this is another wall small really nice success story for us from a budgetary perspective this is a program that we're going to go way back here but that alina put a ton of time into one of our best as many years back here and really helped us to build this into a self sustaining budget so this is one where again our annual costs and expenses are just about the same we've been able over time to build up a small nest egg specific to this program which allows us when it's time to replace or raise better buy a lot of composter when we walk or breaks or whatever we've got some compounding to go back to so this is been a great program for us the last few years as you'll see in the next slide we are looking at the coming year to shifting the management this program into rock we're pretty strongly considering instead of having two very part time guard managers having one less part time manager who manages all the gardens we've had two different folks that want to landry and want to see the last couple of years and i think what we're finding is as the program grows having one consistent person who can kind of be interfacing with gardeners being a little bit more responsible would be a good move so and then that would give only show just one point of contact instead of two to manage during the summer months we do have an intern coming on the spring semester from medium who's fantastic really excited about dot but i'll definitely on some capacity zakhar america remember as a gardener worked out from his conservation cor some good in house chops i think to to have a really successful two thousand eight hundred season and they're also looking at the possibility of some new plots down by the senior center so we're working with the diocese who owns that property and who release it from to explore what that would look like for the cool and then last but not least library special revenue fund so this is largely a fund that we use when donations are grants come through at the time that we're building this budget there's not grants that we have specifically identified through the library to look at in fiscal year one thousand i do expect we'll see some grants that come out in the next couple months that we will want to go after and so again that the nice thing there is that it's a it's a net as your when docked on the budget you know it's the money and it's the money spent so at that point we would bring those back to you guys for consideration kind of want to time or based on the the size of the grant through the city manager  three on their stand one on profit so they do fundraising on behalf of the library and their sole purpose is the betterment and support of the new scheme library but that money flows through a different account that's not ours that's theirs so again it supports the program but isn't something that we're managing or accounting for them right and then we've talked about the reserves quite a bit over over the course leaving but here is kind of a snapshot of our program reserves overall again you can staffing that happens between those those two years and that's where you can see there's a pretty big dip in the reserve and then last but not least here are the sort of things we're looking at and keeping an eye on certainly mars poor placement next steps in a call to your point question there i think as we come out of this preliminary engineering process and have some decision points with council about what we're going to move forward with i think that and your plans and kind of workloads will be adjusted accordingly lot of work kind of getting this childcare center off the ground you know whether it's somebody else  operating i think either way we want to be very much hands on and involved and supportive and see this thing thrive and be successful so i expect a lot of work in the coming year around not getting o c c kind of up to snuff again energy efficiency projects leaning new tenants kind of continued work around that budget and operation of that building lots of planning work coming up on going partnership with the school and then you know i think you i mentioned staffing down here you know i think to erick's point earlier we were trying to do a lot with with not a ton of humans so our you know wreck is i think the best example where our wrecked apartment is one person in a vista and you look across the river and that's like you know that's that's not that's less people than manage a parking booth at the waterfront for brought into iraq and a year probably so obviously apples and oranges to it to a point but i just think we are really trying to deliver with with the resources that we've  got and i think to you know worth mentioning here in our world the the fiscal inskeep at the federal level and how that trickles down from a grant funding perspective is absolutely something we're keeping an eye on obviously those are things that are largely out of our control but that's an area where i keep a really close watch on what's going on at the federal level because that doesn't often trickle down it impacts the funding and foundation funding so so yeah that's that's us of what their financial capacity is will and which they speak and what their ages it's really really really impressive and you know i think from a city standpoint i know that it's the investments not where it should be but i am proud that we have taken consistent steps to try to build this capacity but i had you know i think what we're seeing in finding is that the response to this type of programming is just overwhelmingly positive  in people want to live in a community where there are school stuff going on and you know you guys have done a great job being shepherds of that and providing opportunities like i said you know cross our entire demographic so i just i hope you feel really proud of that work and i know you've done a tremendous amount with you know half of the programming being paid for from outside sources or or very and it's really really and not necessarily provide a programming budget and that's something we know like it's really difficult to be handed the keys to a department the doesn't have an operational budget and said you know i think the for people at home too it's it can be easy for us to look at something like in this isn't as if it's like you said apples and oranges but it's it's easy to overlook the financial impact that the sense of well being people have of me in the community has towards our tax base in towards people wanting to live here and be here it's extremely important and we probably don't talk about that aspect of its value enough so i think other questions comments or things as w public before you move off the budget conversation i did want to just make sure you saw in your communication last week that you do have now on the line item budgets with the present change the staff location spreadsheet and an update of responding to those i don't know if all of the requests for well articulated but you did a better job of  ok so seeing and hearing none i think we'll come through that close thank you very much thank you very much community services folks ok and with that we have two items on tonight's agenda as executive session the first is in regards to pending litigation which the public which the city is a party in the negotiation of  staffing issue to address an executive session in regards to employment of the public officer in regards to discussion about the city managers contract  both of these sessions will will take place in an executive session will come out of exist executive session only to adjourn there will not be any votes on any action taken this evening so with a motion to enter an executive session we will close the public portion of tonight's meeting and only return to adjourn any questions or comments