I'd like to reconvene the meeting and the budget work session. Today I believe it's fully averaged. Can't imagine. Good morning. We'd like to take a minute just to refresh everyone's memory about where we left all yesterday, and then we'll pick up and try to provide some justification and some answers to questions you had yesterday. So, during yesterday's work session, we ended discussing the emergency medical services budget and the question was posed as to why the, in the managers recommended column, why was that amount 14.5% higher than the revised budget and approximately 9% higher than the F25 Department over requests call. And to answer that question, I'm going to start by saying in fiscal year 23 for M.S. this same line item that we're talking about 1.421167 was budgeted for salaries. Okay, just repeat that, just make sure everybody's with me. 1 million, 421,167 was budgeted for salaries in fiscal year 23. Okay, that's the actual question. Yeah, no, actually, different from what? You know what you gave me something. Yeah, well, so on the paper says actual I say what was budget. Okay. There's everything what was budgeted versus what was actually. Sure. You got you. Okay. Next, let me say that in the original and revised budget for fiscal year 24, what was budget it was 1 million, 441,752. Right. Okay. Now granted our AMS employees received an increase last year, I think we all know that increase was well over $20,000. Okay. So I say all that to simply say, we did not budget enough. Fortunately, we're not going over budget due to vacancies in this line item this year. But we simply did not budget enough had we been fully staffed. We've been fully staffed. We would have had a problem. But we were not fully staffed, so we're going to be okay this fiscal year, okay? So again, the point of starting there is to simply say we under budgetate for this line item if we would have been fully staffed. All right, so 2023, it was under budget, under budget. So again, no sir, the same 2023-24, that's the year talking about. Okay. If I say 23 is 2324, we need to do it the other way. I'm going to explain. So, this current fiscal year is the year that I'm saying we under budgeted. Under budgeted, not to the extent that's going to call the problem again because of vacancies, but yes, we did not hold budget, the total cost for all the positions in EMS had they've been fueled. Okay so you're about 20,000 dollars. 20,000 dollars. Okay, but let me continue. Go ahead. When we take a look at... And the other reason I say 20 is because you gave us a 23 of 1421. So correct. And then you said, you know, 24 is 141752. So what that saying is, yeah, for this fiscal year, we are on the budget at $20,000 more than what we did the prior year,000, but it's still, that's what it was enough for the end of the year. They had spent that full staff. It would have cost us a lot more. Absolutely. Absolutely. So the last two dollars made up the difference. Yes. And it always has because you look back all the way to 21, we've never met the budget that number. Yes, and actually that exact amount, we would have been about 71,167 over budget. Okay. Okay. 71,167. All right. So now, so what's the year to date in that line item? If David is going to pull that for us so we can tell, and I'm going to continue explaining. So if we would take a look at where we are right now, or if we would have, with where we are right now, if all of the positions would have been budgeted, we would have been around 1.6. Would have been filled. Correct. I mean, and what I'm saying is, if all positions in EMS would have been budgeted, or would have had to budget about 1.6. Okay. I thought I'd ask for the budget. That's your recommendation anyway. But wait, really? Yeah, it is, but I'm just trying to explain what the total cost is, okay? But you remember some years back, even before some of you were commissioners the board asked the finance officer to incorporate a turnover adjustment and so that turnover adjustment was used to decrease the number because again because we technically usually do not are not fully staffed the entire year right so and we are right now correct let last year if we would have everything was budgeted it would have been about 1 1.6 1.5 9 9 okay we just get better why not think determines if they had been filled in the position budget that had been filled? That's what you mean? Yes. If the total number of positions budget had been filled, we're visited. If the total number of positions is refers to vacancies as well as things that are not filled. Right. Everything. So if they're all of the positions would have been fielded. The cost would have been 1.6. That's good, right? Okay, so now with that turnover, back, adjustment factor that has been incorporated in the past, that amounted to over $100,000. Right? $100,000. So technically what we've, based off of that methodology, what should have been budgeted, but wasn't was about 1.5. For like for this current year, right? Everybody's with me? Yeah, 12, 513. Got it. Okay. So now that being said, if the total cost of where we are now is about 1.6 million, if we add 3% to that, that is what is going to take us to the FY25 managers recommended column of 1.65 million. So that is how that is there. And so the question is, in the budget, it was a turnover adjustment was not included to the tune that it was included before, but over $100,000. If they had been the case, and that's what the board can decide. Now, that can be included and that will use the cost, but right here, that turnover adjustment, in fact, was not intended, which is why it is the full amount. I've never called the reason that we put in that adjustment because it brought us back into reality because we had never had that and even in this year, even if we do everything we can, we're not going to fill those positions immediately. So it makes sense to build on that. And that was all I could tell you. And you see we came out, okay, and we have every single of you that since 21 that you have it here that's smart Budgeting so that's that's realistic budgeting and Especially if we're gonna talk about giving some additional Increases on top of what we were right which makes us to me that allows us to be able to do it Right and still have some sense of being alive. Yes, so that being said, over's going next. That being said, the turnover adjustment factor has not been included and to the same extent. To the same extent. Let's say it's still $100,000. I wouldn't think it would be in that same range, since it was on change to the same. Let's say it's still a hundred thousand dollars. I would think it would be in that same range. It's no sort of change in that. Because that was the increase it probably would be a little bit more yes somewhere around there if we used it as before. Yes. So that's what we can decide now. You know, let me ask you a question. As we're going through the year, the 23, 24 year. Yes, I agree. All right. Why did this not come to the attention or show up? In other words, we're running over budget, okay? Because you got a budget number that is up. And the issue you do have laps hours. If you have that budget line item there that says that amount of money. So why didn't this show up as runovers? Because we haven't run over. I understand because you're pulling from lab sours. From that line out of Mansook, yes sir. But that budget number still set there. So if you're still using that same budget number that is wrong, as you just said, by $200,000, right? You're going into lab sours to pull it. Why would it not show up? It's not wrong. And because all of the money isn't that same line item. And because we're not over budget. Let me have finished, please. Because we're not over budget. We wouldn't have brought it to your attention that we're over budget. Because we're not over budget. Even at the end of the fiscal year, I don't think we're not going to be over budget because enough money was was budgeted based on that the last hours exactly everything's well we don't consider them laps salaries until towards the end of the year when we've had vacancies I mean because right now we budgeted it for full staff and if we have if we were to hire five more people that wouldn't be lap salaries that would be their salary to be active at that point. And if we have, if we were to hire five more people, that wouldn't be like, that would be their salary. That would be active. And then the balance would go back to the fund. Yeah, so like we said, we don't, when we look at the budget each month, and we say, okay, for EMS, their salaries are in line of what they should be for what we budgeted, then we don't see that as an issue. We've seen an issue, we've brought it up. Mr. White, your response to your question is, your date is $1.222 million. We have remaining $219,000. Our next payroll, which will be next week, is roughly $115,000 for you. That's so good. But the key is there are two significant ways to budget. And you can argue both ways. One is to be based on full number of bodies that were loaded. And then you say, you're saving money if we come in under that, right? Then we don't feel a man. Then you have some addition of that can help build fund bounce whatever. Or the other way is a basic based on reality. Well we have been historical right? Understanding that they you may need to track that the same way and it may require additional money. The downside of that is you haven't put it in your butt. But that's why the party counties, I think, who have discretionary funds can budget closer to reality because they have additional money if they need to tap in to do something to take that excess. We know right now that if we budget for the total number of people in the MS, we don't have that now. All those can take us to fill those three months, four months, five months. I think it depends on some of our staff and maybe able to help us answer that question. But I do know shortly after the last time we did increases, once we do increases, staff, in usually is not an issue. At one point after we did the last increases, we were fully staffed. Now, sometimes it may not last the entire year because sometimes surrounding counties will increase their rates as well and they will take some of our employees. They will go to make more money. Well, it is possible for us to increase our rates and to become fully staffed at least for a while. I bet your money, if you ask staff that you rather have a realistic number and then give everybody those $3,000 increase, then you ask staff, if you'd rather have a realistic number and then give everybody those $3,000 an hour increase, then you could do it, but you can't do it if you take the full and then try to add something to it. I'd rather do something that impacts the employees lives in a major way, major ways, because they deserve an end. It makes us more competitive with the others, right? Even if we only gave them the 3% rates, we were able to swing it in. That's 46,000. So tell us what is the exact budget should be. Okay. What is that? Right now. If we were to budget for all positions in EMS right now, let's say we're going to be fully stat, July 1, that amount for salaries, it's 1.6, 5.1, 0.25. Okay. That does not include any increases. No. Nothing. It does include some great research. Okay. Okay. That's good. That's good for us. Okay. Right now. Okay. I'm going to go ahead and get a little bit of a little bit of a little bit of a little bit of a little bit of a little bit of a little bit of a little bit of a little bit of a little bit of a little bit of a little bit of a little bit of a little bit of a Okay. Okay. Take it out. Okay. One made in 600 and 2000. What I'm coming up with. You guys come up with one point six. What number is that? If you take the three percent out of that number. You said the one made in 650, one 25, right? Has three percent in it already, correct? Yes. All right. But if we took the three percent out, we'd pop the $3 on there for the amount of employees we've got. Let's figure what that would be. So we know where a budget number would have to be. She wants to give you a comparison. Yeah, I agree. I agree with you, Sam. I'm all those are nasty. I agree with you, Sam. To go to $3. That's going to take a few minutes, you know. Well, I'll help you if you want me to. I can actually individually pay for the current salary to deal with. Yeah. I don't have that anyway. It's just $3 on the amount of employees you get per hour. Right. $3. How many was? That's what it would be. Yeah. I'm not figuring it. So I was waiting for $3.36 employees. $3.00. Never voucher. It's a matter. OK. Actually, if you figure it, I mean, 52 weeks. I've got $224,640. I'm figuring it for you out on week also. No, that doesn't include fighting all this stuff. Yeah, is there, I think, the six gestures. 38 employees, not 36. Not that I'm just making sure we are the same page. 36. But yesterday you gave it 36. 36. Yes, you counted counted and bless that you have 38 I don't know where you got the 36. Dave you gave it to the chest of that you said it's 27 actual now 36 bunch of it. Yeah those are numbers you gave it. 36 positions now they can see that. Hey, when we're full is that. I'm not. I'm not. It's that it's starting to take that. I mean, true. And we're in the 27. Right. We go far times. We got them in a separate line. Yeah. Yeah. They're just. Yes. Two of the frozen. That makes sense. Yeah. Eight people on a true each day. Yeah, that makes sense. Yeah, eight people on a true HD and plus I got the computer. So, Chairman, you said it's taking three percent off what was the bigger you got? I came up with one million six hundred two thousand was some change. Nine thirty six. Yeah, nine thirty six. Okay, you just take it to divide it by one four thousand three that's what I do. Anyhow, 936. Okay. You just take it to the bottom of one, four, three, that's what I do anyhow. Yes sir. That's it. You the watch. Can you write me a link in that? We're going to see. Yeah. We're going to see in a minute. What compare the tunes? What do we compare? What do we compare? Whether we take the 3% or if we do the 3% or else now. That's We asked for yesterday, we left. We said, bring us back both. So we can see the difference. I think 3% is going to be cheaper. Oh, yes. It's going to definitely going to be cheaper. The $3 is $2 and it's sometimes up. And the only way you get there is you take the $27, which is the actual number. Then you come out almost the same. Oh, yeah. You see what's right? But that's the actual not fully stacked, but you don't really take it one point. One point. They want to know what I told you. In the dollar. So you take the three percent out of here. if you've already put the 3% in. Yes. You take that as query out, which is then add the 200 and some thousand, which is $3. Addition them. You got a little higher number, right? I mean, you can see it. You get a little higher number. Well, it's going to be quite a bit higher. Well, it's too high because you have to do some tolls. I think it's gonna be more than 200 some time. You know, that's just too big that it barely has taken to say. I don't think how did the 200s, this is two ways I just figured it. Okay. The one being fully stepped was 36 employees would cost us approximately 224,000 in change. What was that? What's 224? That's a $3 increase. So, where did you do that? What's the math to that? Okay, the math I did that was 36 employees. 36 times 352. You got it, you got it. Okay, comes up to 224,630 dollars. Employees times $3. More than that many hours. It'll be. That's for 36 employees. Okay. Okay. Now, if we do for current employees, I believe it's 27. Okay. Okay. All right. It comes up to 168,480. Now again, this doesn't have a fight in all this other stuff. This got to be built in. But of course you're going to do that on here. Yes, I repeat that one more time, Tim. 168 for 80. And what number of figures that that's $3 an hour also. Further current amount of employees, which is 27 employees, correct, ladies? Okay. So we look at for is a direct comparison, right? That if you, we already know now what it is with you, if you fill it full staff, what the 3%, that's what I mean you got, you're right, you're going to take something. And then if you back off the 3%, off the 1.65, okay, that's only $49,000 increase. Okay. Also, which, is that, I mean mean we have part time stuff that right yeah yeah Yeah, I'm not doing that. I'm not even there. I'm not even there. I'm just looking at the numbers that They give the main and you guys just confirm it okay and the reality is gonna be one of the only way you really get close Is if you deal with the 27th of it if you do it on the 36 you're gonna have a Substantial of our 100, $27, if you do it on the $36, you're going to have a substantial amount of $100,000. But you can get there with $27. So what would be most effective for us to be able to get $27,000, $3 an hour increase, or to simply be able to give $36 in the budget we don't have now and give all of, assume that all of them are getting 3%, right? That's what you would compare. Yeah, so we most definitely want to give them to give them to employees the $2 if we can. But that's what you can do. You can't do it with the 36, but I'll follow that. Once these rates are increased, we very well could become full-slapped within the next 30-60 days. And in a bad thing? It's not, we just have to make sure we have the money budget is paid. Yes. So we got a third on 30, 30, 30. That's right. That's why he's saying that. Because it's not your saying 27, but he's going to say he's got a budget. But I'm not saying we have to let it go. I'm not saying we extra 120 foot in it. What's that again? That had to get done. I think not emergency display. Yeah, the end of for exactly we put the next one was 20. What was the extra one? You mean from seven to nine? What was the one? Well, we had a certain amount of money that was about four thousand dollars high in the non virtually. We went from. I feel with the grand lump sum number was we got the we brought it down 181,000 so that's the goal. So we left 120 on top of what the goal so that's the goal. The board will like to reduce non-emergency transport by 181 because and we haven't done this before but I totally understand your action now Usually we do not budget our department to the revenues that we bring in the net We don't usually do that but I understand your reasoning for wanting to do it But we put on 20,000 Four then what was the revenue coming in? Uh-huh. We didn't. Well, I remember I had 60 then I said, we want to do all of that. 146 is under what 771 I think is the number he gave us. And we did 740. Just look at the city. Mm-hmm. Yeah, that's right. We did do the 120 or? No, no, no, no. I can't see. Look at the signal put with the original budget. Well, it was for that. What? I know your question now. You know, the difference from the difference from the original and what we planned is 181 209 what you see it Yeah, but if you had the 120 that we left in there, okay, that's in the budget, okay That was right today Yeah, yeah, I'm not I'm not saying that following yeah, I'm not with okay, go back a little I think the original number of the deal of redoing again. And you know, I was like, right, you were one, one, anyone, two, one, we got a savings, all that. Okay. But before it was two, four, right, guys. And I said, kick the other 20 men to the balance. Good for her. Two or four nine, four nine, 56, Wilkins gonna be here. And I said that 20,000 hours too much is not allowed. We'll see how the kick goes. Well, I did that in 181. And so too much. It's not enough. We'll see how it can be on Twitter. Right at number 181. And so the other 20 would enter that budget. We have $20,000 at what time? We have $20,000. There was a toll, okay? There was a toll of $40,000 over, instead of this TV. And then budget. Give me one second. Go ahead. And then we'll just talk give me more time. Go ahead. And I want to continue on this other challenge. We have a good time on the tour again there. We've got a little less than a music for the public. I'm sure it's a good time. This is very tough for the video. The paper. So $3.00, or they make right now. in the post for 1.6 miles. And that's where everybody is. That's for all the people. All the other activities. All of all of those people in this department make hourly wages. No, not every majority of them are sovereign. So how are you figures? They're not included in that. They get whatever percentage increase the rest of the people, especially the departments we get. I would say by the manual has to say. Yeah. I mean, you know, if we give everybody a 3% or two hours, we get three shots. The rest of them will get these hourly weight. Okay. Okay. You know, what just a thought is that sometimes we say have a whiteboard and we can work on a whiteboard and everybody can see the same numbers. Okay. We'll have to keep that amount for next. But the next reasonable white board. Yeah, we've set the numbers out and everybody can see it. We're always working with the same numbers. Okay. You want to say this? Yes. When we were doing our budget development and we got the request from the director to give a $3 increase. We took the schedule that the previous emergency management director mentioned gave us when he did his proposal last year. And I created a table that basically said, okay, what happens? $1.2 or $3. At $3 an hour for the salary employees for all 36 employees, the total salary would be $1.671 million. It's giving everybody, including the vacant positions, the total size 1.671. Why is that different from the number of taking the number that we had just taking three? Why is what difference? The way that John figured a few minutes ago, we took the number that you gave us here was and it just $3 an hour, you know, times. IE's their exact salaries for everybody's exact salary. As opposed to a round number, like, I mean, you're just generalizing, I just use the exact salaries or what they're gonna pay and multiply that out. I mean, I added $3 an hour to that salary and then multiply it by their, they're gonna give us an LSD, I'm sorry. One me and 671,222. One, one, one, six. I think it will be. I'm going to minus one million six hundred seventy one. One million six hundred seventy one two twenty one. Two two one. Okay, twenty thousand one hundred ninety six dollars over managers recommendation one million six hundred and fifty one thousand. And a three percent. Yeah, that's the how much three percent you send? Yeah, three. I mean, the one point six we have in here, it's paid off. That's correct. Okay. So one million six hundred and fifty one thousand dollars, how's the three percent? And yet the three dollars to it, you're saying it's gonna go up 20,000 dollars? Yes. Okay. So that would put us up 1,671,221. Yes, for that line, I would be impacted as well. Okay. That's okay. And you're sure about that. That's just for the hourly rate. It would also, we'd have to add in on cavity and the I understand. They pay from buyback which would increase that number again. This is not a set. So please don't hold it. Please don't hold the seat. No, it goes to 50,000 Sir. Yes. And that's why this one be clear. Don't hold it to that number because this hourly line item for this department does include vacation by back as well as some. Because what I had to do was backing everything else and $3 and $168,000 increase, but that was all 27 employees. But your number here, that $1,650, what does it include? Those are by the, what three percent? Yes. At three percent all the by back shall that time. That's already in there. Yes, it is. OK. But if you go to the $3, which the difference would be, what you just said was like $20,000, but without all perks in there. So if you just say $50,000, that would be a $3,000 increase instead of a 3% increase, correct? And we both, just out three percent. Yeah, I'm saying he's had this reason the number is smaller is because he's taking his number to a 3% and $3 and that and that and that. Here's what you did do. If you want to make the numbers right and still make it better for the employees, right? We looked at the three dollars when I think of the two. The two dollars still gives more than they would get on the three percent rates right. Why not? Why not do that? I'm looking I want to look at for the employees right. I want to protect also our budget. So but I'd rather see them which makes it more competitive with others by putting the money of the salary. You know. $2 salary increase would make it $1,600 to $3,829. Okay. One million one I'm sorry. $1,600 to $3,829. Okay, you lower in the budget number that he has now from 1.651 down. Okay. So about $47. In the book. now from 1.651 down to get a stop up 47. I mean, I just think that an extra what it is to go to three is not that big of a change. System managers already got the 3% in there and we're just filling in the balance to make it three dollars. And thanks, Edna, for what made it $6.71. Let's see how that works. I just can't make it make sense for $20,000 over. Well, that's because we've got 3% already in there. Uh-huh. And he's taking the 3% away from the, I guess, the $3 is how you figure it, right? Mm-hmm. And adding the difference. The 1.651 that is in the budget right now is current salaries times 3% increase. Okay. The 1 billion, whatever I told you. The 6.7121 is not a 3% increase. It's a $3 an hour raise for the the salary employees. Right. it's a $3 an hour raise for the exchange of hourly employees, right? For 27, 36, 36, 36. So can you give me an hourly rate of a person, a normal hourly rate? Right now, I've got an employee who's making $23 and 49 cents. So they give the $26.49. So it would be $3.00 a rage would be $26.40.40. That's 3% with the... So that's 24 19. If at 3%, this is why I can't make it make sense. Because that's 24 19 an hour, right? At 3%. So at 23 49, we say 3, about that 2349 We say three about about 2349 That's a 12% 12.8% increase if you give them $3 an hour So that's that doesn't It's not right. You just worked it in the computer I just said that the same that same computer to get. So yes, Dr. Graham. All right. So that is that is not going up with the bill. He's going up to 36 employees, 224,000 employees. All right. He's having employees with 368,000 employees. Because I mean, I mean, you get the agency. This is not the number you start here to get salary free. You know, let's say for sure, you're on the initial way there, you can see it at least, you're numbers because the tab is distributed between all of these, nothing. That's what it is. It's not worth it. But you can also, they get the other binning. But he already has the minute. That's very dark. And what are the salaries of South-Sawan and counties? Well, we're trying to fight so bad. I mean, like not fighting against each other, but fight to get salaries out. What are the other salaries? Okay. So easy to make a mistake. We are threatening how that don't you? It's a major question. That's not your case. How many people can we survive with? People who are innocent. It's uncomfortable. Because I see that. Yeah, we're interested in it. Right. And QRB, that's the goal. On a good day and right now we're running four truths. On the QRB dose. Right. And you go ahead. And so. And doing that, we have people that are working 48 hour shifts. They work in 36 hour shifts or they're working 24 they're going home. They're coming back 24 or going home. They're coming back. So they're working 48 plus hours. To cover those spots. I do it to cover this county. You need four trips today. Okay. To safely. And just we never even have the up to and what that they were running for, but the captain is actually making one of those trips. So she pulled out the QRD and got on to an ambulance and I'm feeling hurt. I'm hurting all right. Okay. So what when you leave? You can answer that question. And yeah, but I'm up with us. Two things about it. Two of you last thing. Okay, okay. And the reason I asked the question because talking with with Alan Casulo about his staff of people, he shared with me that he was a sure improvement, but he'd pay him more money. Now, what for you guys? You need the staff, the four troops to fit the green service. I mean, the people we have now operate on the seven. Okay. So right now you don't have enough people to stack three strokes on every issue. Unless you're working. Unless they're working. People come out.. Right, right, not that bad. Right, now, not bad, let's do it in the month. And they're getting better. Wait, John, they have to figure it out. Right, which is hefty. And now, their schedule to work 48 hours a week from every week, but one week a month, they get like 20 hours paid. And so I was, you know, have many people that are working that. We certainly stay there. There's a way. We're working there in the 24th. I know. But you see some people working more than we've ever come. Okay. When we come up with. Okay. So though, I have an institute commissioner, White Supposition, which was what I said around in counties getting paid. So starting with an EMT full-time position, Bertie County pays $15 an hour. Show one county pays $17.30 an hour, Washington pays $17.00 an hour. That's a Chowon. Chowon 1730, Curita 2167, the air 2167, pass potato cam Camden 1673 for women 1697, Washington, Terrell 17. Advanced EMT, Bertie County 16$50, Chowon 19$11, Curry Tuck 23$19, Day of23.19, day or $23.19, pass with T. Camden $18.93 for Quimates $19.36, Washington Terrell $18.56, for Pair Medi, Bertie County $19. And it's starting rates, by the way. Joe Line County, $21 an hour. Curricut, $24 81 cents, day air, $24 81 cents, pass with a Camden, $20 92 cents, or Quimits, $21, 15 cents in Washington, terrible $20.92 for Quimt's $21.15 in Washington, $21. Why don't you go and buy that? I know that. That is on North of us. You have Canada South of us. You have Martin. Yes, sir. And both of us. I do not want to get those. But that is based off of what the director provided. I can't tell you what theirs was last year. You get today out of banks, the closer you get to Virginia line, you seem dramatic in crisis. Yeah. I'm so we're not Camden, dare all those counties. I'm going to go down if you get them. They in the legal and the trouble's trouble. On it into counties. We should write Washington. Right. I was going to be. And Hartford County are not permanent with. That's right. There's no work on the ball. So North Korea is the everything will be getting more. I think you know, I was a good guy for Camus. Not only the study that they they're on news. People saying the layoff. Maybe we get some little people. Well, I guess my point was even if you look at day or occur to, nobody's living in day or occur to on that salary. That salary is low. But even though that looks good, they cannot live in that place with that aren't right. And you're right. Same thing as with the teachers. That's why you got to teach your house. We love people. We love people to live in. Right. We got out from Jansal that was actually about become full-time with us and they offered him full-time and it's way more money. But he still lives in Jansal. But he lives in Jansal. Yeah. Okay. And that Yeah, that's what a lot of them do. Yeah, well, I'm a few. Yeah, I'm a few. I'm a few. I'm a few. I'm a few. I'm a few. I'm a few. I'm a few. I'm a few. I'm a few. I'm a few. I'm a few. I'm a few. I'm a few. I'm a few. Yeah, I'm sure they live in this area. I'm sure we're going to be comfortable with staying up. And like we just like counting matters there with players probably just a temporary face. We're next down is going to increase. Is this competitive? No, we've done it for a short time. No, I've spent it for a long time. Okay, but the question is, you're back. Is the number that you guys are quoting to go and shoot with $3 an hour? Is that absolute correct? I'm not saying it's not correct. I'm hesitant to seal it because again, he just heated right now in a spirit of moment on his computer. I haven't overlooked. I can't confirm and say so, I'm pretty sure I cannot. Correct. Correct. We've done it three or four times. By every time we still come in on the budget, even when we raise it because when you raise it, you don't immediately pick those people up right now. Right. we still commence. That was my argument with starting with the real number, as opposed to the 36 and fully funded it three times. And you, but is that that's on risk? But it's not really is work every single year. That's the problem. You know, but you know, you should hold on to me. I'll say you better budget for you 3%. This is not a really good be that part of exercise. If we know the number we're starting to hurt, and we simply add a payroll number, adding $3 per hour. And we see if we start on a board, we could hit with another maximum amount of bills of right amount of straw. And we started with both numbers in the same place. I mean, the $3 an hour, 20% of the free percentage of the data, but adding in the same place and then in the three that we're starting adding, done. We are because I, so he's wanting. Yeah, so I mean, anything something. So we can review it to come from it right now. Yeah, because we can do that because you know, I talked to the big handle, right? But he's not, but you did say that $3 there's mother cost still not associated. That's right. We're doing the same. We're doing the same. So that works. Even if it would do to that, like three, I mean, it would do to it still would be significantly more and you get it. But I like three. And his numbers are correct. But he's coming up with a computer, you know, showing 27,000 and then you know, have no 32 of them recovered, you know, whatever the, you know, the added expenses would be. And it gives them something like a more of a rare peak. That's that level. And that is the problem. So, here's what I'm telling you, I'll take this right. So that same employee that went from 23 to 2649, right? Right. So if I just, the 2419 is the 3% increase. So just now take the difference from your 2649, which is your $3 and your 24 19, which is your 3%, take the difference there $2.30, right? So this one employee is going to, the increase from those two numbers is $4,784 for one year. And he's telling us that it's $20,000 first all of it. How much do you get for one employee? I'm $4,789. That's what he's going to say. And for these action employees we got, I've been with 168,000 with the close of your number. And if you use all 36, you've been with 224,000. So everybody's salary is going to be different. That's why I'm like, but this one employee right here was. Well, I was doing three dollars. I'm a big dollar. Yeah. That's what I think it should be. That's more than. Yeah, that's. Yeah. Yeah. So. So. So, you know, what was that? Oh, it's a paste. Oh, I'm just going to ask you. Anyone that clearly see the difference in the right percent in three dots points. So, can you show me? Can you go back in this brings me where you have? Enter the $3. That's what they question it. Not three dollars. So, you need to go back in three dots points. So, you need to go back in Not three dollars. Okay, so you just. Okay, so you just have a current rate. I pray. Got it. Okay, so you insert a column. And then you just need. Okay, so you can start calling with any new Steve. So, so what's your. That's the first three to all. And how. They can't really try to work in the house. I mean, I mean, I mean, I mean, I mean, I mean, I mean, I mean, I mean, I mean, I mean, I mean, I mean, I mean, I mean, I mean, I mean, I mean, I mean, I mean, I mean, I mean, I mean, I mean, I mean, I mean, I mean, I mean, I mean, I mean, I mean, I mean, I mean, I mean, I mean, I mean, I mean, I mean, I mean, I mean, I Yeah, that's if I put We change it by $3 23 plus three This one that's the. So these are the hours. And I had to find saying people are working way more out. Both got question. So if you raising the hour to rate and they're working way more obviously. Oh, that question. So if you're raising the hourly rate and they're working way more housing, then sometimes you double. You don't have a accurate number. Well, your overtime budget's got to be key. It's what about it. Well, over time we change. We don't budget overtime in this. We budget it as a separate line. That would change. So this is a no overtime I was in there. Period. This is just an hour. Right. But you can have to adjust those overtime. That's two then because she got the spot. Absolutely. Absolutely. So there and I hear somebody working almost as much overtime as they're working. Right. Yeah. So we're going to full serve like you said, and overtime should be We're full circle, like you said, and over time it should be. Yeah, so for a time, we would go over time, we'll go up and all of the benefits. And that's going to come down because it may not, it's cycle drop your iron. You do right back again. I don't know. Where is it? I'm going to pick the reading in the slide. So, I'm going to say, I'm going to say, I'm going to say, I'm going to say, I'm going to say, That's the implementation. Yeah, but, uh, the overtime number. No, we don't have an hour. It's an unfair. We're just free. What is the overtime? What is the overtime unit date? Over time. That's a big knock. I got a big nap. I think that's the bigger than you. I think it's a one one. I think that's why I'm wondering what it is. It's a six one. Over 10. Where were I don't over 10? Oh, it's going to tell us. That's curable. Tell me. Yeah. Time on. Yeah. So yeah, that's going to add to these. The big one. The big one. The basis. I'm ready. You know, they want to death. Yeah. By overtime budget, $331,188. We are currently at $568,451. $5,000. $5,000. That's one of the items that we're going to have to be adjusting in the next week. So we've exceeded the overtime budget by $235,000. And that's before the last payroll. The number you put in this budget over time is what come? I'm sorry. The number you put in the new budget rejection for over time is what? 300,000. Put in what actually I put in what he questioned. And now I've got a chance to put in 300 more now, spending five. OK. It's important to note that those three, we talk about this every year. Those three are kind of like a balancing hack usually because we have lab salaries in the salary line item. We simply move some money down to overtime when overtime goes over. And that's how it normally goes. But if you're going to add money in a new budget, not top line, you're willing to take away dollars from what you put it in. I mean from We got to be reducing those numbers Over time, people to add something about the hour and hours you gotta be reducing the amount of overtime hours as Employees grow Correct email correct. So if we were to budget which we just didn't manage. If we were to manage, if we were to budget all 36 employees at whatever the new increase is, it would not be necessary to budget the over time completely high, right? Because we know more than likely we're going to have some last salaries there, right? But we're not talking about taking that off that 500. No, we're talking taking that off. What? 500 of them that we asked for or the number that you put in the budget previously, which is the three something. I think the best way to look at it is to look at our each line item on space on trend. Take a look at where you ended the past three years has been for salaries, for overtime and for part-time and it should be based on on trend. It's not just one particular number. So if we were to $200,000 over $20,000, right? Yes, it's a simple way of doing it. So can we take that $200,000 over and over time and put it on sale? Doesn't it depend on how much you budget for sale? But it's what is what you can forward. It's what your actual is on sale, right? That actually the 27, not the 36, well, you really spent on full time actual average number of workers, right? That whatever that number is, take the number for what you spend that $200,000 over an overtime, right? Then add that to the other, to the top line. Well, that's $224,000. If you do 26, and it's 168, but you're still gonna have less amount and you're still gonna have tons of half because you're still gonna have more time and overtime it's not8 but you're still going to have less amount and you're still going to have tons of half because you're still going to have over time and over time it's not going to stay. But you got it in there. You got to run to $1,000 offshore. What you originally projected. I mean, that's a simple way. I mean, we go back and went and play with the OSUF but we went over about $200,000 in them, right? We knew we were paying extra for that. Whatever that month in the month was 200 something else. So okay, if we added this on to, you know, the top line for employees, sorry, how many would we get for that? What would be the number of people would get for that? What would that give us? The number of people you would get for adding to it. Because you have had 27, so we're getting together, 27 to whatever. I don't know if it says. I mean, how many people did you pay before when you get the 1,600 and 5,000? All 30,000. Okay. That else is your question right there, but. The mission was right. Right. That's what I'm saying. That was, but we never had that number. We had to have 27. I don't know. I don't know. I don't know. I don't know. I don't know. I don't know. I don't know. I don't know. I don't know. I don't know. I don't know. I don't know. I don't know. I don't know. I don't know. I don't know. I don't know. I don't know. I number. You follow me? What's number with that? Let me ask a question, or maybe just maybe this is an alphabet. Only in 650. Right. This for the full stats, 36. What is our actual budget for 27 people? Right. Right. We can definitely we need to have a decision. It's the same thing. It's the same break. It's the same thing. You're taking you at an actual number of employees and what do you pay for that? That's giving you that's what's causing you to have the overtime, right? So you take that overtime dollars and say, I don't want that overtime anymore. I want to apply it to real people who can work at regular hours. How many would they take the average I'm just being what you might have. If I get the department head for line 200 some of their installments how many extra people could he hire for that? God we can take the every salary and divide it by the name. Exactly. I'm going to waste with the first one. I'm going to start with the first one. I'm going to start with the first one. I'm going to start with the first one. I'm going to start with the first one. I'm going to start with the first one. I'm going to start ahead and do that. Hopefully 47 I was talking about. Make sure you figure out all the benefits to. Because we have that number pour the twenty-seven. That's the same time as your request. Based on the current salary, or you want it with the three percent increase, or a three dollar increase, what is the one that I'm going to say? I'm sorry. There's no current salary or you want it with the 3% increase or a $3 increase. What is the current salary? I'm sorry, just know it with current salaries. Okay. I'm going to go to the next page. I'm going to go to the next page. I'm going to go to the next page. I'm going to go to the next page. I'm going to go to the next page. I'm going to go to the next page. I'm going to go to the next page. I'm going to go to the next page. I'm going to go to the next page. I'm going to go to the next page. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going will go to the next slide. I need three points something so that's about between three and four people. So to get it. Thanks. Yeah, I'm sorry. Between three and four people, between three and four people, it's like $3 and I don't seem like 3.37. What was the bottom line number? That's what I was asking for. Bottom line number, you mean an average salary? If you take the salary that we have in there for the 27 right now, and average, and I don't know what to see. And I'm not looking for salaries, I'm going to look at the salaries. I'm going to just bottom line number. How much is it? Is it one million, 200,000? Is it one million, 300,000? So you want to add them? Yeah. OK. But everything included one million, 500, and 78,000. One million, 578, $578,000. Yeah, deal. And let me ask you a question. If you figured, if you figured, and that's for 27 employees, right? That's right. If you figured for 36, how do we get one million, 651,000? Okay. Again, remember the one million five is just that's her. Everything all included. for all the way to the one me six to the one me six to the one me six to the one me six to the one me six to the one me six to the one me six to the one me six to the one me six to the one me six to the one me six to the one me six to the one me six to the one me six to the one me six to the one me six to the one me six to the one me six to the one me six to the one me six to the one me six to the one me six to the one me six to the one me six to the one You talk about fighting if you're adding on my son that you're adding over Almost a million other additional million So that took to that salary line So what you have in the end of not taking out the overtime, but you still get So why that would give you about three to four people, right? You know, the only seven with the three or four more, right? So, I thought that's up. Only they had love to compare that to the right. If you took that same amount of money. And you gave everybody three dollar rate. Well, what what a mouth of race with that amount give the number of employees? No, what the total dollar amount is, right? By the by, what how many, what dollar raise an hour? Would that give to existing number of the dollars? The 200,000 out. Yes, it was 200 something, was 200. 224, 24,000. That's what the value for it something. $224,000. $24,000. That's what the money for it says. Not even the fact that it's just money compared to the money. That's what it says. That's what it says. How much money an hour would it give? 27 employees. It was 168,000 for 27 employees at $3. 168 for any. So it would be cheaper. You could get three or four more employees or you could take people off $3.30. I'm giving the traditional $3.30 now, but that's less than what you just said it with the savings would be. So we're talking about only budgeting for 27 people. I just want to see what the comparison about the versus giving versus giving up the $3 raise or not even for sure. So given the $3 raise 27 people or raising the number of 27 to some higher number of employees. Without the three dollars. You said it would be about four. So it tickets from 27 to about 31. But that amount of money that you took from overtime. And apply it to. I don't know where you go. I'm not going to take all of that. Okay, we're currently budget 36. You're saying don't budget 36 people. I'm in budget 27 or 31 or. I'm saying we're spending $200,000 over on overtime. This year, right sir. So what would we, how, if we took that away? Right? We took what away? The overtime, the extra overtime. The toilet is about funds and applied it to real employees. What would we get? How much more work for employees? Okay? Above 27. That's the most decision to be in. I don't understand. I'm sorry. I'm not going to do so. I'm not gonna be doing it. I'm not gonna be doing it. I'm not gonna be doing it. I'm not gonna be doing it. I'm not gonna be doing it. I'm not gonna be doing it. I'm not gonna be doing it. I'm not gonna be doing it. I'm not gonna be doing it. I'm not gonna be doing it. I'm not gonna be doing it. I'm not That should how is he going to reduce your over time unless you have more people? So just It's to me this is not making sense for a budget standpoint, okay? To take away $300,000 in overtime the overtime was called this year because of the last Employees that we don't have We have to spend a lot of time with the employees that we don't have. We are already saying that if we give folks a $3 an hour raise or if we give them a 3% raise, hopefully we are going to increase the number of people who have applied. Therefore, we would have additional employees. If we have additional employees, we would not have to spend as much time and overtime because they wouldn't be working. They would tell you tell me why it's never worked because every time we've done this three or four times, we still end up because the number of points we hire drops anyways, right? Because they still have higher. They get trained and they go somebody else raises their salary so they go to work. Exactly. So is that not going to get by, it's not unusual for us to go, this is the first time we've been over. Yeah, I'm going to over time. So this is not by taking away that overtime saying, I mean, we can't, we can budget for overtime, but we can't assume that we're going to have extra overtime at the beginning of the year based off because we're assuming we're going to hire enough people that we don't have to. So I don't know where we can put that 220,000 or so into another employee. We're already paying employees that we're offering them a $3 an hour race. If you get the 200,000 in this budget, I don't know if we're telling you, we're never going to get that. We will be able to make that work. Yes sir,. We will be able to put money into that account. To all of a sudden. It's good. How about the current budget that we're looking at is for sure. 24 to 12, 24 to 25. What's your question? Well, you had $300,000 allocated per overtime, but you actually did. You actually going to do $500,000 every time. For 23, 23 24 right? Correct, but the balance of the offset is because we're totally budgeted if it remains that way. No, no, so here, here, here, me up with me, here, here, me up, please, a cream talk. Here, me up, please, I haven't even connected out yet. Because we're totally budgeted for that, this alley line item, for the upcoming fiscal year. I do not think it would make sense to increase the overtime line item to buy all of it out. No, leave it at three. So leave it at three, right? Leave it at three. Because that's what it was before. So from day one, how long is it gonna take you to fill those positions? Give me an estimate. For months? Not a week? I don't think so. Okay. There's no way to answer that question actor. Like, how many times? It will take you a month from the time of the person on the fly to get gemstash. Exactly. Because they have to do interviews, they have to do drug tests, buy around, check. So all the time you're going to be spending overtime, right? Let's resolve this, but the other 200 dollars, no time. I already knew, but right. Again, commissioners, it's always about balancing act between cold time, part time, and overtime. We make sure that we budget enough in full time, because if we have slap salaries there, all we can do is pull it down into part time over time to cover those over just. But is it enough because you're paying a higher rate over time than you'd pay when you figured it in the budget for standard? So I added the budget to the amount. That's 1.932188 and then the year to date what YARG has given us is 1.905451. So, the yard $27,000 right under. Now, that doesn't take into account the overtime this pay period. So, I mean, to your point, it's right there together. That's right, 27,000. Right, and usually it's a little bit sadder because we usually budget a little bit more of a period that lasts. It's currently the budget of 1.40, but we should have budgeted it. It would have been better to budget 1.5, so we'd have had a little bit more, but even Steve. I used the 1.59950. Oh, that's good. That makes sense. Yep. I don't, I think with it, if you go up to a dollar an hour of Raise then Consideration should be late to increase the overtime slightly because or at least some because it's a three dollar an hour raise which is Or overtime is time and a half so it might be something to consider increasing itself I don't know. I don't know. I don't know. I don't know. I don't know. I don't know. I don't know. I don't know. I don't know. I don't know. I don't know. I don't know. I don't know. I don't know. I don't know. I don't know. I don't know. I don't know. I you pop the extra 200,000 over to that. You're going to figure $4.50 an hour for that because time and a half on $3.50 more. You know what I'm saying? So $4.50 on the overtime, okay, for hour. On the amount of overtime itself, so that would give you what you don't know would have to be increased to. Yes, sir. It just be clear, I've said it several times. If we increase the salaries to $3.00 per hour, that is going to take quite a time over time as well as these other benefits, long items. If you were starting this department from scratch and you thought you needed 36 people, you would have, you were put in your budget, enough money and benefits to cover 36 people. Yes. You would have no overtime because if you were short of that 36, that's the money you say to pay for your own time. But we are doing it. You may have a little more because over time it's going to cost you a little. Yes, and no, but because we have part time employees. So if you have, you know what I mean? Yeah, but I we have part time employees. So if you have, you know what I mean? Yeah, but I'm not. So technically. But you understand my point, right? And those four-time salaries should, if you're not paying them, that money goes until your overtime. Yes, sir. But we know that when we do that, it's more cost-worthy. Because overtime rate is higher than their family rate. And he has a certain, right? So that's the only rate you should be figuring in for that. That difference. However, that would be between what you pay in, and what's the time of overtime? Okay, if you're not even from scratch. What is your, what is your, what are you, what you like for us to take? You've done it. Oh, I know. It's been working backwards for Mount of Oatown. We now have an understanding. We have an extra $200,000 overtime, over and above the $300,000 on the current. Yeah. According to David. And we're pulling it from left soures to make that work right? Is it? Got it. No. We will pull it from somewhere. I mean, I come out of the left soures, but we'll make sure it comes back. I get it. I understand it. Now the question is, is it the 3% what we need to do or is it the $3 which manage mixed recommendation. I recommend the $3. I mean, I would have to do the math to get you to final figures, but I would absolutely recommend $3. The math is more competitive. Okay. Yes. And it happens to improve what you're saying. Okay. But again, we gotta make sure that your numbers Are dead on yes, okay, and you need one time to figure that Absolutely, there's no way I'm gonna Total cost absolutely. There's no way I'm gonna You want to be on the spot? Try to make your house a lot worse this stuff. I'm not sure. I'm not sure. I'm just gonna say I won't manage my regular days on this. But it's simple fact that because you know we just can't. This is the case. Can't go through. I can figure the flat and I'm going to go without anything in it. Right. I don't know what all the extra is you're going to be. Yes. Because if the line on you breaking apart. I'm like, no, I can just figure out the flat. No, that's the exercise. Okay. So that's what you need to do. So Eric, was nice to do that. Exactly. We can do that. Is the rest of board agreement or not? I'm not. You're not. You just want to do three. So, right? Yes. Yes. Again, we're talking about more taxes to citizens when we're talking about all these increases. Yeah, but the thing is not to make it seem, but to see it, we don't have the phone number. I'm sorry. I'm really just asking that. And that's what I looked at you because I want to make sure that you're feeling. Right now, I don't know what they told me. I'm concerned about your feelings. I'm a feeling guy. I'm concerned about your feelings. I'm a feeling guy. You know what I told you number three? You know, I'm not that. I'm not telling you that. I've got total number, but I don't have the components built into it. That's what I'm saying. Total cost of that in three dollars. We don't have that. No, we don't create. I'm sorry. I was going to be angry. I'm angry. which you have the total cost, though. Yes, sir. We'd have to have that together. Yes, sir. That's all on EMS. You guys know what the deal is. I guess we go onto a nice one. Yeah, one more question about EMS. It has nothing to do with salaries, though. Is we've cut ambulances again from both nine items. Yeah, we have and of course initially and then. Very first budget it wasn't there, but I did take them out and the reason that I've taken them out is because. We have two ambulances have come in that we ordered at the beginning of this fiscal year that we're paying for with our funds. And we also were able to purchase to use ambulance this year because we were in a desperate situation. We needed to, so that being said, it's manageable, but next fiscal year, we're gonna have to buy at least another ambulance or two. We'll be my recommendation. So now, I'm not, we wouldn't turn down an ambulance. I'm just saying based on budget constraints, they were not in good condition. Okay, but that's good. Yes. I'm good. That's my question. Hi, just to recap, they want to make sure we're all on the you. One of these 6501 that you have, if I have any additional server. Please repeat that, Chair, make sure I can put it. Yeah. Because we talked about one of the first. Okay. One of these 6501, which is your top one out. Yes, sir. And it says request across the board, $3 an hour increased for all personnel in order to make a bet. Okay, that is not in that $1.65. No, but the three percent is, so the three percent is, you've got to buy that out, like I already did once, and then the flat rate goes back in. Which makes you more than doing sure what the the pairs. Okay, so just to make sure, so what I have been asked to do, but we've been asked to do is to provide a figure that shows what the call is with no increase, with 3%, which we have, and with a $3 increase. Is that right? Right. Okay, you can do that. Okay. Good. Okay. Okay. Okay. So that if we're no other questions or discussion on M.S. that bring us to non emergency transport. Right. Okay. And of course, the first line item here is full-time salaries. Again, that the same thing has been requested of non-emergency transport. And of course, the board has also mentioned wanting to reduce this budget by $181,000. I mentioned wanting to reduce this budget by $181,000. This is for the already hands, this is 3% of the time. Yes, so, sure. We'll see if we could put the same thing that we've seen very general versions. I think that you put the same thing that was in virtual versions. I don't know what I'm doing. The next step, that's not me. I think we're back to get to take that. Mike, on day's, green, so yeah, yes, in the virtual sheets, you keep up on the lovely green. Okay. Yes. You know that you should use. You keep up on the other day. Okay. And we found out that that wasn't the original. Intensify them. Or one of the number what? There's a reduction. No, it's a no. Very 16, 22, 20 years old. 60% of the value. Very picker. For next year, right? For this year. I think it was this year. I took it over the next step. I mean, that's a very good feedback. I got stuff written on both of them. Thank you. Because you thought it was a 400,000, well, also we ran out there, it was all that $100,000, a lot of money. Right? I'm just wondering if we can make this and remember the all that we've got. I'm getting with Jehovah. Yeah, some of our brains don't work with split joins, since we're going to get the first one. That's what we're capable of that we can reduce. The murder scene. Yeah, we talked about not reducing the emergency because it's on my favorite numbers that I wrote on. It worked out in 2009, bells. We do the math. We've been capable to work 600 or 700,000000. I think it was the number was. Yeah, it was it was this year. It was 492, 196, but then the numbers on here weren't right. They had not been updated. So it was a loss of 133,676 dollars. It was brought us to a grant total of less budget. It's going to be huge. If we went all the way out, we'll bless them and we have budget, right? We're not emergency. Can't you repeat that? I didn't probably. You remember what I'm talking about? Yeah, we budgeted. We lost money in the budget. No, I'm saying it's hundreds of thousand dollars. Right. But we have a certain amount of money. Okay, that's shrinking. We came up with a 180 worth thousand dollars coming out of that budget. And that's okay. And that was doing what? The board's goal was to budget the amount of revenue to a picker and project it and again we don't usually do that but again I understand the the board's goal because they picker and projected us receiving 700 and $7171,000 the board's goal was to reduce, was to have expenditures to equal that amount and I think to it. So we did $746,000. So that way it would make a hopefully make a profit this year. Exactly. It would make profit. And that was reduced to overall budget by the $181,000. Right. No matter recalls all that. It came up with the number of the $180, but it's back to it and it's $120,000 to it. So you can cut it. That we've reduced it down further than that. It has a motor vehicle. But it still comes up to $180,000. $20,000. Is that correct? Yes, sir. Good guy. And does that seem with his numbers that he's predicting for not emergency transport comfortable and managed week? I understand the boards ago, and I want net to be profitable to, but how, excuse me, how we going to do that is, is my question, it seems like it's going to be challenging for us to reduce the budget that much. Boy hasn't yet talked about increases for net. Usually the two go, usually the two go hand in hand when increases are given because of the nature of the work but in addition to that reducing the budget 181,000 dollars exactly where that's going to take not to say none of the lie items can be reduced but 181,000 I'm not exactly sure where, because when it comes to personnel, believe we have about four vacancies, in non-emergency transport right now, and I would be reluctant to eliminating those positions with what your request has been, and if I'm correct, the request was for us to increase call volume, for us to increase call volume, for us to come up with an aggressive marketing or advertising plan and to get paperwork submitted immediately. I'm going to write out the transport. But that's the part why we said that we want David and the management team and come up with a plan that would take us to those 25 94 projected trips. That's what you get the 771 so that's I mean that plan should be built to that so what do you say? He said that the number of people needed to do that is Something different than we have now as Because we're talking about sharing it. If they were fully stacked and then we were strengthening the part of it. So it's manageable. What I'm saying is shrinking it and having the goal of doing more seems a bit challenging to me and I'm not sure it's feasible. Because I mean, we would essentially be doing more with the less and not to sit with. Again, I believe people will be willing to put the best foot for but we have to be realistic I'm not certain if we were to shrink the deput that we would be able to meet the needs of the boys as I just mentioned. But your budget is on the total number of employees not a strike to try. Not as you put in the budget. That is correct. That is correct. I guess the point is making this a good average of like 200 sub calls a month. Where before where average of 400 something tells us. I thought he said the highest thing. Okay, we'll say really something. It may be three something then. It was 35% of the difference. But I have to put the challenge in. It was 35% of the numbers. But I have to, I feel for some of the comments. Okay. But that has been the budget. For that, we've passed several years ago. 900,000. Yes. Okay. So it was only 35% of the less business. Then you would think it was the budget would come down. Correct, but the goal isn't for us to keep it at less business, right? We want to take it back up. Yeah, but we all know that's not going to happen overnight. And if it does happen, if it does happen, you can put all the going play together we want, then we're gonna work on something from there. Reject the number of these users, 25, 95 and trips. That is less than we'll be able to in 22, that is less than we did in 23. Okay, he's projected 216 trips as a 2595 by 4 months. It's 2595 total trips for you. That is less than we did in 23, less than we did in 24. But the main part about this is this should be for profit and we're not making a profit. That's a problem. I don't know whether we have to offer this at all because my original was to come here and say, cut the whole budget. I mean, I'm being honest because the whole goal was to make money to offset 911. If I knew, but is that no one to because both when I said we can also shrink the business, okay, and get it to where it's manageable, then we had people agree to that. Yeah, that's an I agree. Still, if we can meet his number of 771,000, great, but we have not met it in, I don't know how many years where's the person here? It didn't meet it last year Oh for it. We did we know as show we met we lost 85,000 or 92 dollars in non-emercer transport Like if it's a business and this is a business you would not keep operating You would shut your business down And I don't understand why we keep Funding money to something that is losing money that we don't have to do Emergency transport is totally different and I get it. This is not one of those We've lost money and 22 When he says 23 year, I'm looking at the number of trips we had each year. And it says Piscogue 23. So that's 22, 23. Yes, we had more trips, but we still lost money. Right? That we're projecting in 25. We're saying 25, 95. The only thing that changes is we're looking at a collection rate that's like better than we do. 75.67. And even you look at 21.22. That's 300. But not quite 300, but 29.45 over 24.95 trips. And I'm assuming we still lost money. All right, the numbers don't go back that far. So, I'll say, if you go back, you won't see what we had for, we were doing 400 trips at one time before COVID. So, is that correct? Yeah, I'm going to say correct. Okay. We did, I think, 454, 60 a few times. Okay. They were hoeing. I didn't miss you, they it was 18. We've never done more than 3500 right 25 call. We did have a profit in in fiscal year. More than your most cause we ever done in a year. It's 3525 and 19. And that's an average of $293. Right? And 2022, this year, 2020, we did have a profit of $88,000 for non-emergency transport. And that's at $2900. For now, I'm going to turn it. And 22, 23, when we had 26, 16. Was that brought to you? 22, 23, it was not profitable. Well, that's still more calls than we're saying we're going to do in 25 After we did 2,616 we're saying we're going to do 2005 95 But we're going to be profit but only reason we say that because the collection rate we expect to go up Because we're getting more things paid Right well the trips are then all tell us about the car. We don't know what the percentage is going to be. Because you're stressed. You could trip them, but if you don't get paid, you don't get paid for them. That's right. So we're going to drive that collection rate to 75. And we can know we can see what we're doing now. When we took those 500 out of the 8 that was sitting there and now we got a paid right. And that was in our conversation of running a business. It's got to be ran like a business. Yes it goes. And there's a circumstances where if you're consistently losing money is not happening. And this should be what we use the day and manage the issues. We're in a plane. Who does sales for governments to transport? Right now, on the building, because in the last year, you remember our transport coordinator resigned, that position was frozen. And I've taken over a lot of the responsibilities for that just because they need someone to go to. Because there's those two girls that are the captains that are doing a lot of the work. They're new to the positions, but they came in at the end of last year, first this year. So helping them learn the rules and things like that. But they're also having to run trucks to make the runs that we're doing now because we're sure today. So to go out and go to a nursing home right now and say, hey, we want to do all your runs would be a lot because we can't do all your runs. We have no one in those positions. Have the staff to do the runs, to do any more than what we're doing. So we can run three trucks a day, three days a week right now with what we had. But we operate six days a week. Okay, we don't have no plans to mock it. You know, then there's some home household. Other than our, you know, so and we also have a franchise with Proquamance County and we do some runs out of the nursing homes over there also and we do all their points point in the appointments. So but to go out and market and say hey we need your business we need your business we want to do your business we can't do your business. Does that make sense? But it's not about being a member of any family member. And then you know, if you're right there, we got just something you're based on. There's right. We got them out of the gutter and bring the business tools. But we know what we said. We wanted to do the, the ad state to build a plan. We know to meet these numbers, which is 25.95. That means we know we gotta have a person in the market. We know we gotta have a person to also work within collections for time, right? And we've gotta man the drugs. Right? So that's where the plan should be. And we're taking time now. So already more than what? Like each month last year compared to this year, they're already high. We're already more than what by each month last year compared to this year. They're already high. We're already doing more. Because in March of 23, we had 221 runs. In March of this year, we had 237. April of 23, we did 227. In April of 24, we've done 245. But the problem is, it's not the runs. It's getting paid for the runs. So it's like, I'm not getting a shunt that would sit in there and not pay. And we now got five on okay, five on. Right. The problem with that is she's doing her job, Chrissy does the bill. The girls are doing their job. It's the doctors. All our people were sitting at doctor's. It's the doctors. All our paperwork is sitting at doctors offices or surrounding families. Like so we can't have a plan that allows us to close on them. Right? They've got to be in there. But somebody's got to do it. You got to have a person, a staff, to do it. That's what our captains do. They take the paperwork to them. They say, this is what you need to sign. This is what you need to sign this is what we need and they'll say okay we'll get to it. Chrissy, how much time do we have to leave that call? I think it's a question but sometimes we can take 30 days to get the ticket. And then if you get it I just feel like the pickering was talking about the what? 920 days? What's I correct? Please say that. The figuring was talking about that was what? 920 days? Was I correct? Please say that. We had 800 sitting there. I'm paying. We had to close them down. So it was 500 or more months, which means the laws that just shaped us forward. We told you to make sure that it was money from the year. That's what it was. That's what it was like. It's common. It's not common to say. The problem, but again, it still shows the non-versi-transported at loss. Okay? And you know, that's the reason that we give either a trinket, okay? Or we turn around and more than a bunch of numbers to make this thing work, make a small, more manageable, for some people up to do these other things. Does that make sense? I'm sure we talked about, or the ultimate decision would be to shut it down. This got it turned dollars to make money. That's not a reason it was open up, was to make money. Okay, and that's the reason I constantly ask for P&Ls. P&Ls is worth stopping as far as cash coming in, okay? And what our cost to do in business is up to that certain month we pay, and that gives you a chance to return on investment. Whereas before now, we don't see this, you know what I'm saying? Because you got 90 days, 120 days, where the money is sitting out there and you can't include that for paying the bills for the year. And that's where it boils down to. Dave Pickering is gonna be getting back for us for a plan of this. Dave Takerin is going to be getting back for last week. Dave, playing with this? No, we didn't have Dave do anything. Right. You mean Dave the F1. That's not a bad one. Yeah, but you guys are going to be sitting down on Dave and try to get this workout, right? It's a good thing. And if the plan is that you cannot do that without additional staff, it should say that, right? I mean, how can we make it? Right, but it was a we may not be able to afford that. And if we can't afford it, then we can take it down. But that's what the option should be. But they've figured was going to run us a one as a program that tells us what percentage of people will be Medicaid for us. So because those numbers would change. Yeah. Extra revenue that we bring in from Medicaid, he can come pretty close with that. He was absolutely... They were all so they had a personal spell that he would come sit down and all y'all could collectively get together and see what's missing to get these evilsis correct. Yes, that's what it's missing. Right. The paperwork is there. It's just at the doctor's office. It's still missing about the scene. The scene. We're just waiting on a doctor. We're saying they're wrong. We're just saying gotta be complete. Gotta get saved. Now, saying that you get to complete the doctor's death is too complete. Right. As well saying. But I got a different question. Because I believe that we're not getting a fair share of trips. I believe that we're not getting our fair share of trips. Like we're not emergency transport. And you know, all you have to do is look at who's tracking where the number of calls that the rent's home gets. How do we know we're getting our fair share of this stuff? That they're asking every patient who they want to transport. Nobody can do that. Sure, can't. Everybody do it at the hospital. They can monitor. We license them if we say we want to know where every single transport all went to. We can do that. We have done a third. The same thing at the hospital. And we can make sure we get it out of the car, right? Because she's supposed to ask the patient who they want to dress for. So all we got to do is say, we want to see. I'm just saying, I'm just saying, how are we getting our share? That's all I want to know. Because right now, we don't know that. I don't think we are because I can tell you right now, a lot of people never ask. They send who they want to send to them, right? As you say, I want dirty. There's no way you're going to get dirty. So what if we say you got to show us how you are transported, right? And then people are asked, and then we're getting out of here and see, you'll be surprised what how much business we can. If we knew this and so citizens of that nature. So we can't need to be mad. Is that what I'm going to do? Right. Right. So we can build if we knew we had the cause. But we've been fighting about it for a while. I mean, the decions are going to call who they want to go. But they're not allowed to do that. Right. They're supposed to ask the question. We can reply them to the right and shoulders. I've been told that's true. I was saying that they I say this is what they got. No, not that they asked what who. Okay. I had 20 calls. Where did they go? Yeah. That's what I want them. I'm not going to not you ask. I want to know there were 20 calls. How many went to Bertie? How many went here? How many went there? That'll tell us if we get enough air here. About. Thank you. Are you going to have that plan by the July meeting we said, right? Let's go. So, we're going to wait now and then we do what we need to. We are. We don't know. No, I have to have an approved policy. What about my zoom? What do we do? What do we do? No, I don't mind. Okay, just to be clear, I do not anticipate that plan, including additional staff. I want to clear on that. However, the positions that have been budgetists may be needed in order for us to meet the goals. Okay. You want to keep it at this and then we can always reduce as a plan comes out. But if we come if it comes out with a plan, I'd want to see this number reduced even after the budget because if you don't reduce it, you'll have any plan. I hope corporate events to run it for less. What's going to be the real cost of the plan we put together, right? And then this is over that. But we can be right. We can take money out of you. Yes, sir. And again, I've said it before I said again. I think it's gonna be challenging for us to meet your goals. And to reduce the budget about almost $200,000. Okay, so it's management, correct? So, the management director, I believe, not emergency transport at that number 90. So, not saying some cuts can't be made commissioners. I just to the tune of 200200,000 and meet the goals. So we're not just starting about reducing it. We're talking about reducing it and meeting your goals because I understand it. So you want to be profitable. But you say you were going to add any employees, right? So that's not the thing you employ. It's just matter how you use them. Correct. And not taking any away. Right now. So we fully staff this. Yeah, that's correct. So there's not much people are there. It's not how you're going to use those folks. You're talking about more money from staff. Courage said that, right? That's right. So can you read what can you reduce with existing staff? It's a question. Is it any? No. The plan should tell us that, right? We can take a look at the numbers right here. You know, the numbers are in the budget. We can take a look at, you know, where they are and talk about it based on training and what can be eliminated. I mean, does this mean you get four numbers to transport these are right that. This is not right. Because it's three. And now trying to get three dollars to other ones. So these only three dollars that's all enough. This is right. This budget is this, but this. You ready? Yeah. Wait a minute. I don't want to. I need to be asking. Yeah. I have to go ahead and do it. Let's see. I have to say. We're gonna say, we have 10. 10, I don't know what. 10 and 14 positions. Yes, I'm sure. I mean position, I got right down the merchant. We have five full time patrol staff and two captains. Good. I don't know what it is. It's seven. Seven is added and then 12 with number 12. That would have hurt. We're 10. 10. That includes the capt 12. That would have hurt. We're to 10. That includes the captains. Yes, it does. It does. That's total 10. We have now seven. Is that correct? So there would be three 18. All right. What about the suggestion? Budget at seven to start with. And then see where we go from there. No, and again, Chris was just suggesting and I don't want to speak for them, but the concern is doing less with more. She was saying how the two captains now, you know, we want to be able to market, advertise and get all the paperwork done, but it's gonna be hard to do that when you have captains who have to be on the truck. I can't do that. I'm saying reduce your scale to initially start to be able to build. You're just starting with less. I understand. Just eight, because you never had to be born on the truck. I was going to say, why don't you just give them an addition with the half seven, give them one, and that person is in charge of the going to the doctor's offices and the recruitment and whatever. You have trucks. Right. That would be their response to. I think we could cut to. So it means. First, we need a little. I'm sorry. I think it can be done. We get paid. Thank you. Thank you. Thank you. Thank you. Before we got a bill of plan, before you know what, we got a bill of plan, before you know it, I really got a bill of plan around that. We got eight people not included. What are they going to do? How many, what do we think we can do? What are the accomplishes? What are the decisions we have? I said we will all 10 over the EMT should be MS down. You say what? We will all 10 over to EMT to shut you MS out. Oh, all right. Where's two votes? Oh, what's your name? In day, day, day, third. Yeah, and we don't even have to keep going back because we're still taking a gamble on, can we make it profit? I think it's a lot of contingency. Let me build the two 911. What's the question? From S no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no not going to speak for them, just my experience, but I think that with me they're going to not stay. And the ones that are going to stay, you're going to have to train. So they're going to be right and third for the love to train. But we would not fire anybody. That would be their choice to leave if they wanted to. not firing anybody. That would be their trust to leave if they wanted to. And it's not doing any good for your citizens. You know, there's a lot of citizens that rely on us. That not a burn. You know, in my conversations with Mitch Cooper, which was prior to him, I believe, okay? About cutting on emergency transport back, he said you would always have to have non- emergency transport, okay? Even if you cut it down to a 300,000 dollar budget, okay? We're just ran within that. And that's what I'm talking about, shrinking this thing down. We cover the cost that we have, we can't cover the goals, then we don't do it. But it throws 600,000 dollars back into the budget. That's the point. In shrinking this thing. And if it ever does anything after that, then it does. And I'm looking at both of you because Crystal here would be gone to this day. Fudge and knowledge is needed. I think it has a sense. If you sit there and look at this, how many calls would we have to make if we definitely did keep it? I mean, that we do have to make it. Which made the comment to me there are certain calls if we have to do. So are rich and money needs for more? I don't know, it's 300 crores. No, I understand that, but what is something because his conversation with me, and those guys back eight months ago, fall in that problem. Guy, you never could shut it down completely. But you could shrink it down to the point where it would be manageable. The amount of money that was in that budget would be somewhere between $250 and $300,000. You're going to take the last calls? Yeah, it takes a couple of last calls So you're going to take the last calls? Yep. It takes a lot of calls. You use your less vehicles, shrieking the people down. OK? And like you said, there's people get a dime more money than search for a choice not to give. And then what it is. See that? Just probably in a budget that it will sustain itself. Exactly. Exactly. Yeah. 300,000 dollars on the limit. And that was a number he used with. It gives you the opportunity to manage it profitable. Could you steal growers from their farms? No. Perhaps you could. Because we know the difference now in the Medicaid cost, which is a lot more. From the beginning. You know, you understand what I'm talking about? Yeah, but you're saying, but we're already kind of doing all that thing. Like, we're doing all the dialysis patients. And then we have to take those patients to their dialysis point at the student. So then if you cut back, you're only gonna be able to transport the dialysis, especially like any other citizen can you call? Well, that very... You're gonna have to tell them no. And, well, that, you very well could be. I mean, that very well could be. I mean, it's what happens here, okay? But under the same circumstances, this is something that has got to move forward. Of course, profitability and all the components that go to this thing have not been hidden on all eight cylinders in the last couple of years. I'd like to have to say that. And that's the reason that this conversation got drawn in when he was here, which was once before he ever left. So I'm talking about this. Yeah, I just want to say that if we eliminated it totally or if we reduced services and reduced the person now, I think there needs to be a transition plan put into place, a decision today in July 1st for a visit. No, nothing to your spot on. And that's not something that county commissioners would put together. That's something management puts together is what the transition is. And work the numbers of work needs to be asked to be able to handle to work short bail, to the point where it can operate. We started out by saying that we were going to ask David and management team to come up with a plan. And now we want to tell him what the plan is. Nope. I'm not. Give them all the options of coming back and looking at what they said. That's what it should be. I want to say to you, no, then cut it. Nope. I think we all saw here instead of shrinking. I never said that. You did? No, no. Did you say something about shrinking? You did. We did that plan. And you said you like that plan. No, we never said we would get Dave up plan to shrink it. We said, well, I'm talking about one. Our management team would do what Dave or Dave and come up with a plan. That's what we'll say. There's more short game. And like with this working with this budget we gave you. Right. I think that's the strength, that's the strength there was some out there. The strength of budget is 746. They get a work plan. Right? But that's not a strength. That's the same number. They, they, they, his working best off of these saying, no, just more trips. And we can make this all trip. It's all trip. It's all, it's not just it's all trips. How do you get the number trips up? It's not more people. You see that they, they, they, they have the salary, anything up. That's only based on trips. Of course, how do you get those additional trips? And what does that mean? How do you get those additional drippies? To get it into. Because it's not that the money can't come in. It's just for the money. My plan for me to be specific is to be more aggressive with paperwork. We're giving all we need right now to make it work. If you look at the numbers, the run's out there. It's a matter of getting the paperwork back from these dollars. So my suggestion to be aggressive and to keep the paperwork back as fast as we can so that it's submitted to the company. So y'all see the difference. So because it were down a hundred thousand dollars is not because the money's not there. It's because it's not here now. And we gave you an eight person, additional personal staff, maybe to handle just that way up with it, right? It'd be aggressive if it's taken, we're getting it back. It would just be aggressive. One, it's sensitive, it's coming, it's something that it's showing a lot. But it's not really allowed because the many can be that it can be growing. For my benefit, what is being more aggressive in needing to pay for from the doctor's range? Is that so? So when going to the doctor and calling it out of the... Yes, you gotta sit there, I don't say, I'm here for paperwork. It's gonna have to go every day. I'm here for paperwork, I'm here for paperwork. Eventually they'll get tired of seeing end of time. Paper. Outchalancing is that in terms of, when you say doctor, you're talking about the hot kid or you're talking about the different doctors. Oh, the different doctor. This is a ring. Neutok Neutok. This is across the board. This is just not the case. They're talking about the angry. Very, EMS, also, and then we EMS company around us as open up shops somewhere and also shut it down. Remember, probably talking about there were 800 that were opened, right? And in the short one of your time, they closed 500 of the eight. Some of those were big and huge numbers, you know, five bigger numbers, right? But it takes extra reason. You can't expect the cat, the people to do that and do other things. So I thought my plan was right. Whatever you have now, what else would it take? Is it that eighth person who could free up people to get this done? I believe the calls are there. We're saying it before. We've seen them before. There's no plan. Wanted to shut it down and wants to be replying. Mom, what's the shrinkage? I'm good with... I told you, I was good with shrinking it. Because my initial was to come in and let's say let's do it this because it's not making money. I'm good with shrinking it and trying it again, but I just cannot we cannot sustain doing what we're doing. That's my whole point to this. I agree. Yesterday we made a comment management. We're gonna be playing together bring back to us and go from there Let's get to play We still need a budget number down We did but we're back here again, so I'm curious back We're at this base I like to recap I'm going to get I'm going to install it. I like to recap. I know you do. What was the budget of the set? I'll change. Seven hundred and six thousand. Six thousand. Seven hundred and six thousand. Seven hundred and six thousand. Seven hundred and six thousand. Seven hundred and six thousand. Seven hundred and six thousand. Seven hundred and six thousand. Seven hundred and six thousand. Seven hundred and six thousand. Seven hundred I mean, I need some assistance with how we're going to reduce this department out from 746. I think just been said that we can take out two positions so that will be some savings, but it won't be 181,000. I think you need to get with the director, man. I'll challenge it finally. I think I need something. He's a problem. He put, okay, in French, what he don't need. I think I need something. Okay. He's okay. Okay. French way. He don't need. No, the department had Mr. Lafayne requested 1.3 million. I'm far from off one if you took two off. How far away? Let's ask someone to go ahead. If we take two positions on to the seat. We'll follow that. Okay. Well, just really just stood on the salary. Oh, it comes off. I'll do that. I'll do that. I'll do that. Is this the one that you said runs six days a week? 33, 758 down to. That's it. That's it. And I say that big. No, that's just sound. We got that out of the patient. They go Monday, next week, Brad. That's our fifth. We're so well done. But the 50, 4 No, that's just. They go Monday. That's our. So, but then I also go to that. I was just a little too. There's a Saturday. I'm pretty good. So you have a doctor. I mean, I don't want to act in my car. Yeah, making me to pick up. Yeah. Yeah. Okay. Thank you very much. Thank you. Thank you. Yeah. I was in another patient. That patient is all we have. So, that Alice's patient is where your money is. But that's also where our confidence is the problem. There's a good patient who are waiting to be paid. 50,000. Because we have to have prior to all of those. 50,000 one children. And the doctors, even when they were supposed to. That's right. What is that about 99,000 and the doctors even when they get some of the surgery. So what is that about 99,000? Take the line and take the one of the problems. How many trips you have? Yes, sir. I'm a little low. You can take a little long for overtime, too, right? So as you're putting in the first amount of the other management. OK, but yeah, I mean, there's only 20. Well, 40,000. I'm sorry. I'm sorry. I'm sorry. I'm sorry. I'm sorry. I'm sorry. I'm sorry. I'm sorry. I'm sorry. I'm sorry. I'm sorry. I'm sorry. I'm sorry. I'm sorry. I'm sorry. I'm sorry. I'm sorry. I'm sorry. I'm sorry. I'm sorry. I I mean, do we need to take a look at the same for the same thing that we're doing for EMS for for net? No. We just like to know where we are and then we can make that decision. I mean, I'm trying to get to a budget number. First, if we can compare to what would be it would be $3 rather than 3% right? So the question was, what number would you want to put in the budget if we want cut to decisions right? What is that number? You were asking about part time and I said well it comes out he was asking about four more time and I said well it depends so we're going to adjust the rates to include $3. Like we're considering for EMS. I would like just to see the cut in two first, two full time employees. OK. And maybe in I would think if you cut, you're also going to reduce some over time. Take a little bit of piece for that. But what is that number? Because you're looking for a budget number. Is that a budget number we can work with. Okay. As opposed to, as opposed to, that's what the 3% in, even though you're cutting two positions. Okay, so if we took down, we removed two positions that would take the salary line item, down by 100,000, and I mean, reduced it over time by 10,000. So that's all right, 10,000 and I mean reduced it over time by 10,000. That's right. We got a hundred 10,000. That is with only the 3% increase. Right. So if you took the three, then you go back to the same exercise you're doing for the other. Taking the three out and then embarrassing it, preparing it to the readout. Same exercise, but at least we can see it. We're about to travel on item as well. And those like it wasn't in there in 2021, 22, 23 and it showed up in 24. Didn't look like it's been used and we still have it in there. That's 4500. You almost said a 15, 115 now. Okay. I spent 22,000 dollars on 24 track service. Yeah, 55,000. I was in college and I thought it was a bit past business experience. In every year. What do you look at, Chuck? It's going to be a day. It's a combination. You spent 22,000 dollars on 26. No, 22,000, you spend 55,000. No, that was at this particular point in time, right? Is that right? That was the year to date. That's how much we spent when this report was run. But there's probably probably more than that at this point. For sure. Yeah, but this is the net gas bullet time. Oh, that's just double their amount. It's contracted services, Collington. It's contracted services, Collinton Is contract services, Collin team is on both ems and not emerged I'm pretty sure it has to be whatever it has to be up. Thank you I'll tell you just put on the show How much of the usual today's first maintenance because of the rules? Y'all know that. Not right up. Thank you. Thank you. You're the day to maintenance. You're the day to maintenance. Yeah. That's 55. Well, he's going to put four to numbers in a second. You see exactly where we are. You today. I'm trying to do this curious. Yes, I'm sorry. They're kidding. trying to do this curious design. The kid. I just know that now. We've so far feel in the few I would be about $38,000 of the 55. So we're going to be less than 15,000. But let me ask you this. This is the way we could maybe negotiate with a certain company to buy, and they would give us a specific discount rate. We'd go all our gas from them. Just like, you know, like we need scars from what? Cup that they give us discount rate. Is anyway, we can negotiate with our coffee. Like, everything's right. Right. Right. Right. Right. You wanted me to look into that. And we had out here. right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right right I mean, but wouldn't it go shape with a company with all our pilots from them? No, they're like the school at the school and we've got to get some pilot to go with Cap scables of discount versus We're about 13,000. 13,000 of the 72. You asked about it. I mean, you're today is 13,000 of the 72. You asked about it. You asked about it. You asked about it. You asked about it. You asked about it. You asked about it. You asked about it. You asked about it. you asked about the maintenance of your today is $13,146. And what do we get? We have budget for that. $77,420, $72,420. They walk an extra step. We know that the dogs that are going to come up with is the match to $7,720. That's a, we know that it does come up with, it's the match to seven. Seven. That's what I did with the service. So that's what we should, we should, we should, we need to come up with it, right? So we expect in order to drive to seven, seven, one, right? So you guys, and plan, tell us what that is. We don't need to be working out here about where you've got. That's the number you got again. I think so. $9.6 and income. We said 100 in the summer to come from there. And come more. Yeah. So we've taken some place you've discussed in places where it can be reduced. Yep. Which is this needs to be done before that plan is presented. That plan is not going to be presented until July. But you know what the numbers you're going to have to have. The plan is going to have to have to come equal to a saving to get to the $7.71 to break it. But in order for us to pass this budget, or that plan is submitted, I need to know how the plan is going to get to it. But I think that's what we were talking about is that's we we've set the budget 7171,000 which is increased so now it's up to y'all to make that happen on this line item. That's not what we need. Access at 746. We need to take 20,000 dollars out for whatever it was okay but there is one number I said was 771. 24.23% 0.1. I'm going to move with the 771. Sam, I'm telling you. So that'd be possible. But you guys would take that as okay. This is what we've got to come up. So 70 to equal that. Correct. That's it. Let's all do that. I can do it. You're not going to be happy with it, but I can do it. You're not going to be happy with it, but I can do it. We're going to have to have to have to have to have to have to have to have to have to have some of the other personnel call that are associated with it. And so at the end of the day, let me let me please. Well, at the end of the day, we're going to be coming back up to you and saying, we have an ambulance that broke down, we have their way to fix it. Where's the money for it? That's what the plan you're going to work on, the long-term plan is going to tell us that. But we know that all of the goals you've got to get here, or you waste me a time. If we can't get to this 7-71, we're wasting our time. The plan is to stay show us what what the either but you want us to get to the 771 plan before July 1st no I want you to know you do because your tell us we have to make that 777 one plan we have to budget supporting to what we're going to spend in the next year right so that 7771 thousand dollars is what we're going to budget right so we have 946,000 dollars in the budget right now so what you're saying is in order for us to come up with the seven regardless of what the plan is after July 1st, we have to come up with budget cuts with cuts now to hit that 771,000. Yes. Me, we're going to have to cut some of the key elements of this budget, which are made into repair of ambulances that are five to six seven years old. We're going to have to cut two people. They're going to have to cut other cars. Yes, because you're going to just then after you've finished the flight end. But it's still got to add up to the same numbers. If you have data and you guys want to know how are we going to adjust to the plan if we've already budgeted for the final? The number that the clock number doesn't change. How do you get there within there? You got to stay with that number. Where it comes from, where does that stake place? The plan will not change after July 1st from before July 1st because we will still have the same amount of money and the same amount of expenditures in that budget. Whether we come up with the plan to increase revenues or increase the work that we're doing to solicit the doctors to make do their payment. Yes, I agree we should do that But it's not going to change what we have in the budget and all I mean that doesn't You can't just the plan's not gonna change anything the budget's not gonna change the budget is 71 correct The plan he's but you're going to plan all of that you just see it It's the made this all that under your 770 what that was you back into it and that can't be adjusted But the note that top number doesn't change that's how you have budget adjustments every single Mom you take from here and you put it there If you don't get a job something what you have no plan But if you don't get the job sounding what you have no plan. If you don't get the service, that's the one you have no money. This is all that we're going to be able to bring in a terms of savings. Okay, so expenses cannot see that. So tell me how you can take seven hundred seven hundred dollars. We may be able to get close to that with the reduction of the deal. You will. The two empties. Yeah, I mean, I think that if we only keep We may be able to get close to that was the reduction of the you will the two Indeed, I think that if we only keep if we only do the three percent So you got like a hundred and fifty six thousand difference right from your number to the seven seventy one You got a,000 from two throws. That's right. We can cut, we can cut eight. Could that be the only big one? Let me tell you what, you said your travel is 4,400. Then you got the benefits are gonna come cut some of this. Like I'm not paying you that 100,000 puts the benefits. Okay, I got you. But you could take a little from overtime. You could take at least 10 grand. That's already included. Harding, right? So, you have to get to 150, $40,000 a day, right? Okay. So, I don't look 40,000 dollars at this time. Doesn't matter where you take it off or maintenance if you want to, but you're going to adjust it once you've finished the plan. You can move things around with them that same time. A budget. Well, nothing else to move around with. It's what I'm trying to tell you. No, he said, so what he said, I said your backwards. Followed with a backwards. They don't need to follow it. They don't need to follow it. Just backwards. And it's not the way I said he needed it an hunger now, we know what that number has got to be if we're going to build a plan around 71. Hey. I'm sad that we need a motion. Let's do it. We have motion to make a motion to adjourn for now to recess for lunch. For lunch. For lunch. Sac, let me make a motion to adjourn for lunch. Now to recess for lunch. I'll make a motion to recess for lunch at this time. Second. Second. All those favors say aye. All right. Good. Next. Any discussion about the handout you're seeing for the water district long before we move on to planning and inspections? Yeah, we'll say this to we get to the permanent end is okay So yeah, I'll get to the water department and page 32 Okay, I plan inspection except planning and inspections I did so I just guess do we have an additional person here or actually yes last year it was half it was a half position that was budgeted in planning it's all it's come full time in there. We also hired an inspector to hire right to had last year so. Just ask 15.9 that's why. Yes sir. Honestly. We were using some inspectors from outside of the can of course that contracted services. Yes sir. We've reduced that because we have two inspectors, but there are still some higher level code to a force that that we need to. Level three, we don't have to. You get a truck in here. You'll take a look at capital East payment at the bottom. These are our lease payments. Another truck was requested, but again, it was in the initial budget, but it has been removed because of budget constraints, but a truck is needed. One of our speakers are driving an older Ford Explorer that has a lot of problems. It was spinning the truck twice recently. So another truck is needed, but you'll see the 28, 29, 800 was reduced in that, 19,800, because it was removed, but I mean, I would recommend it, it's needed, but it runs away. Okay, I don't have no manager. I don't have no. What are we we dispose in on so on the surplus properties, personal properties to help with the cost. Yes sir. So we usually do most of the vehicles that we now have are a product police program but if it is something that that we have that can be served less than yes, it would be part of an auction like we have before. Okay. Then the $19,800 that you have there. Yes. Recommendation. Okay. Is that that is included? It is not included. The extra that's the current leases on the vehicles. That's probably leases. Yeah, okay. All right. What about the 13,000 travel? I mean that seems We did So both of our our new inspectors have some training additional training that they need to Undergoek like they have to become certified and so that is to That's the main reason for that. The travel associated with that they don't do that online. No they try all of it. The weather in the storm is very cold. That's a right environment. That's a good number for the amount of travel for that 1337. Right. So because like look at historically, 21, you spent 1322 was 18 1923, 1900 and now we jumped to 10,000 and now we're jumping to 137. That's why that sticks out. To totally understand. So we can pull the unit eight to tell you where we are. But again, I'm not saying it can't be reduced any, but that was the reason for the increase. We'll also note that in 22 and 23 and 1, 2, 1, we didn't have the inspectors we were contracting out, so we didn't have that many to you to do for travel. But then we've got one for a short length of time, then we've got two new ones. Yeah, but where we we going for that training? Because I know some of it is not fine, but I'm not sure all of it is. Is that cost? Where's the cost of the train? That's right. And not for sure. Do we have any stimulation where they had to work with the county? And we got paid for them to get licensed. Now, I think the obligated to stay with the county and we got paid for them to get licensed. I think the obligators stay with the county at least two years. Do we train them suddenly get the license and then they go to pick county? Yeah, they get level three. They get it. That's the price to 70 days. I know, but we are doing the initial stage. I'm saying. Well, let me ask you a question If we're paying for their training, wouldn't be right that they turn around in a Sunday counter at least they will certainly time after the training or they have to. That is something that we feel sure. Look, happy. We're in the future, but now I mean the employment agreements are are in place at this point, but again, so it's something that can be looked at with the way that it works with the inspectors. So it takes them in order for them to get fully certified, it will take them several years in order to do it anyway. But I mean, to answer your question, that is something that could be looked at in the future. But it's in my getting other questions alone. Just so you can have a fair date of the travel budget request include code enforcement officers. They have five trained classes and workshops in the test for each for $5400. That's the training the travel part of $1,000. The training piece building code inspectors also 5 trades the classes the workshops and tests for each or 5475 They bring none of that with them. They so so that they never that with them They bring no no license of that with them. Oh, we had them. I wasn't part of the I was a part of the interview process. I don't know what they brought with them. I don't know if they bring in the train. They just come out of school saying you train me. I pray me. I don't think either of them came out of high school. I believe you want for sure had some training in one of the trade. So I believe they both have some level of probationaries. So I think they came with some, but clearly not fully certified as a human. I don't know if they did come with some training and they've skilled level roles. That's why if I had been sort of the case, they just had not had the certain age of life. So David, is this, something that you were reading that is the cost of the class and the travel, or is this just travel? The 5475 is the travel. That's the hotel, the travel, the food, all that incorporate into one. That's what we can handle is travel. The actual such classes, the total they have for the actual classes, for gift certification, the training piece is only $1,000 for each one of them, but that's total for different ones. I'm just, I think it looked at where they're going. They're going to try to travel. I think you're going to run. You have to get, you'd have to get the planning director and here to answer that. I don't have that answer. No, it looks more like this. If you hadn't, I thought you were looking at the year-to-date travel. Don't do it if you had it. I'm sorry. I can get that. I thought you're looking for work to travel with me in terms of how that's all we're doing. Wouldn't be much We're up to 40,000 now. We can make it. It's unfortunate, but we are using. We're having a lot more deaths in the, in the county that are requiring the medical jamener to go out and do it. And we've actually for the past two years have had to move money over to cover some of that. So we budgeted higher this time just to be. H-D-C-C-C be able to do that. I'm not going to be able to do that. I'm not going to be able to do that. I'm not going to be able to do that. I'm not going to be able to do that. I'm not going to be able to do that. I'm not going to be able to do that. I'm not going to be able to do that. I'm not going to be able to do that the increase of salaries there. Overall, the budget went up a little bit mainly because of that, but also utility increases and having something there to maintain the facility at state regulated requirements. Okay, solid waste. That's just the billing that we get for that. Right. But what is that contract? You told us once before and I just over everything year from here, a year from now? Yes, sir. What's we get next? Yeah, maybe get them with this budget. You need to start getting them going. Okay. So next, what's your economic development? And I had some questions here, but that had. Go ahead. All right. So I'm assuming the negative thing was because the salary just was not as has what it was. All right, but the strategic initiative fund. I know what that is, but what's the $30,000 for? So it could be our consultant. That's why I'm asking because it's not. I mean, I think we use it for various things. And if the extra is used usually from my understanding, the Strategic Initiative Fund was a place that we would have some funds in the event that we needed some funds around economic development, grant matches, that sort of thing. That was my understanding. So in the past, we've used it for those things. We've also used it for things such as assisting with the 300th anniversary, for instance, or things like that, or the beach days and things like that. We would take those funds out of here. Again, that's not exactly what it was the purpose of it, but that is what has has happened. So contract services would be where the consultant is paid. Right. And so that's I was wondering because there's a drastic cut there. Yeah. She seems to be the one that can really get some things moving. So I didn't know if you would have added that. I heard I've been ruptured, but since you said her I'll soon you tell me Robin. Yeah, her name's in here. Robin has sent us a copy of contracts for stuff like you asked to come down. Yes, come down here. So she's interested in speaking to the board. So I've texted and I've texted the hotel to come down. I should hear. And so while she's someone just to tell you there's a decrease there. If you remember her and she can fill you in on where she is on all of this, but usually she gets paid the $4,000 for tall glass of water. And then last year in the absence of an economic development director, the board voted to towards get the additional $2,000 per month for those extra duties, economic development related duties. So because of budget constraints, I can take that down. Just to include tall glass of water, or if that $4,000 can be for what the board feels like it needs to be for. However, I did not include the additional $2,000 for that contract because we have an economic development director on staff. That makes sense. Right, David? Yes. Yeah, let's blow away those things of whatever. She's talking for the new year. I know, but her, I was just thinking like the economic developer, not that this is the time or the place, but when we were talking about the E M nine EMS transport, non merchant transport, like he could be helping, out that economic development, like he could help all the money for the, to the plan. This is our problem. This is not a young, but we have got to get some economy. We cannot continue to tax citizens to make a budget happen. This part and I cannot develop her development has got to be better than what it is Got to be specific Go's time to what we wanted to do So we have some way of evaluating it's nice is now coming recording things to it But was was this the big breakdown of those measurable objectives that got to be achieved. Mr. Rollin. Yes. You got some information for us. Yes. And discussion points also. Right. Which part are we talking about the strategic plan? Actually, the budget dollars is just budget meeting. We talked about whether you sentenced what you were working on. Oh, oh, I do. So that's a problem. That's a problem. Contract, the metal is still going to go. OK, that was for my contract. Yes. It says my contract that I had given to Juan, which is the same as last year, I had detailed the guts of everything. So this is what this is. That's the last thing. Okay. Embrace me. Yeah. Yeah. Yeah. Yeah. Just leave me one. Not everything's in here, but it gives a good enough breakdown. Okay. Thank you. Thank you. Okay. Remember we were working with Destination by Design. One of our target projects with them was brand and logo development, which that is completed and we'll pass those around. Also, the creation of the county-wide Travel and Tours and Master Plan. The draft will be ready for review. August 3rd at the Roman Oak Kishai River Center. It's the Windsor River Fest. We anticipate adding a lot of information because we're working with downtown's municipalities and of course there's a growing list of what their visions are. You can do a room, you can have a room, you can have a shower. The inside of the river center, that meeting room, maybe D will be there with, you know, low-down. Actual visitation. Yes, yes, yes. And, you know, they'll be there from 12 to 4. So it's always a big event. Lots of people coming in. So we figured it was good time to get feedback. We have a website destination, Bertie, as you know. We're adding more tabs to it right now. So that the municipalities that we're working with and partners, they can engage, they can see examples, information on the downtown, steps that we're taking, information on the branding, information on the travel and tourism research. I need to get to talk about linking them to ours. Can we then link to theirs? The municipalities? Sure. You could when they're ready. Right, but I'm saying they're gonna link to us. So regardless of what if they don't have something, you're gonna create something for them to be able to put on our side. Yes, yeah, but that's a work in progress. So every downtown is different. The capacity building situation is different too. Some towns, it's a group of downtown property owners that have gotten together and created a committee. Other municipalities, it's, you know, the town, the mayor, some property owners, and then a handful of citizens. So and of course every town has a different need. So capacity building across the board is important. So I think, if I know, that that's going to be a major drive moving forward is, like for instance, Palsville, we had a community meeting, board meeting, and we're doing a quick, very detailed strategic plan, five, six pages, but we need those documents for them to be able to access funding or whatever kind of development they're doing moving forward. So, I see. We're going to create the creative for them about their municipality on our site as opposed to them creating something that we link to. Okay, we're creating an economic development. Treble and tourism is a category of economic development. All right. So as we're working with municipalities and regions in the county, on moving forward, creating something, creating an opportunity, creating or at least moving forward with the vision, all right? Yes, we are creating that. Yes, we are creating that. We're doing it together. Okay, with that. Yes, they will when we get to the game. I need to create. Just no, no, no, no. We're creating it. We're paying for that creation. Are we charging them to participate in that? No, because on there and they're doing what they can do on the capacity building front. Yeah, and they're putting in a money. No, but this stage, no, but there's everybody is aware that when we get to brick and mortar creation, you know, planning monies, that everybody will partner. But right now, when we're talking capacity building, we can't even get to the game. So you all are paying me. We're paying DVD over their work via the grant. So we're all connecting to be able to get to the point where we can even access grant funding. But no, Robin, I totally concur with Commissioner Wesson, you know, the details of creating things and work for you to do. They want me to be painting because they have funds come in and they can write and get grants to the Knight the County. Well I think you need to take that up with them then. My understanding. The County, the County, the County, the County, the County, the County, the County, the County, the County, the County, the County, the County, the County, the County, the County, the County, the County, the County, the County, the County, the County, the County, the County, the County My feeling is that had they had that capacity early on they would have already done that. So we all think they need to create things for the calendar people. That's my point. I think the plan is going to have no problem with us creating it because I understand what the incubation isn't. Right. But the way you involve municipalities is in them being a part of it, financially, as well as in structure. Because that's the only thing that's going to get moved. And a lot of our municipalities have the money. And that's talking a lot of money here. But we could they can put a little money in that puts them in the game. Right. And they can see it in the game of ability too, I'm just saying. It makes sense to me. I'm trying to think of them on the right page with you, Robin, because is this where, like, Luristan did the little part of the design, like where they did that, like what they wanted to see? Or the Nature Park? That was separate. Gotcha. This is just we're creating this vision of what we're going to do for the county and we want to give vision to what the municipalities are doing. So they don't necessarily have something strong other than perhaps like a Wednesday. So we're going to create it based on their input, right? Right. We're helping them get to that stage where they can move forward with it. That's it. That's it. And I know they like this at the air. They value it. But this is under the destination by design. Where are you you found this? Okay, destination Bertig. This is the bigger picture of Casting that vision what is Bertig, you know travel and tours, all right? That's destination Bertig And then there's different components of it So the logo development the travel and tourism master plan, which we have looped in municipalities, downtown groups in, facilitate the formal creation of the TDA. We're working on that. The survey results, you know, we keep getting interest in the surveys from people. So we keep tabulating. NCDOT, they're going to be coming on August 3rd. They are waiting, they're looking to add to that bike in pedestrian plan. Downtown revitalization, components, brick and mortar, retail readiness. We have the opportunity to sign on NC growth to work with each municipality on a retail recruitment package. There are other municipalities that have been really successful with this that are comparable to Bertie. Revitalization committees have been established. Colway and Palsville, All-Indoor, KELF, or Roxable, Indian Woods. And the host Bertie, only educational forms. We've been working with different partners that will come to the county and reach out to municipalities because the needs are each different in each one. Produced a countywide economic development promo that addresses brick and mortar availability. And I don't have that example from Halifax County. I mean, that's what I would really like to get started on. We're advertising in a fishbowl. We're advertising to the same traffic that's going back and forth and back and forth. We're not moving out. There's a lot of interest in moving into rural areas. There's a lot of interest in starting jobs, even in downtown areas where the retail environment needs a lot of work. North Carolina Department of Cultural and Natural Resources is ready to come in August to help towns or districts that are on the study list, not on the national register, Windsor and Colwayne are on the national register. So they can access 60% tax credits. The other towns are on the study list, which is good. They've got a lot of the work done, but they need to move beyond that. Capacity building assistance, as part of my outreach on talking about the county's big picture strategic planning goals and understanding that a lot of, we have a lot of business potential in the county, but we don't have much brick and mortar that's ready to be inhabited. So capacity building assistance, that's what we were working on. Waste water, some towns asked for, well, do you have any information on wastewater? Sure. So we brought in SirCAP. They're working with Palsville on updating their wastewater ordinances and an RFQ that's not necessary. Where should we feel cooperative? This is a requested overlap in four different locations. And then there's different vegetable farmers and one meat farmer that's interested that I learned. I met them, but I met them after they had already talked to their ag agent about can we do something locally that enables us to expand into more value added. Indian Woods, this is a quick update on they have an event for America's 250 year. Commissioner Wesson had asked that there be Bertie representation at cultural resources webinar within the last year. And they were looking for partners on the celebrating North Carolina celebrating America's 250 year anniversary. And so Indian Woods, with Dr. Smallwood, wanted to submit an application, forgotten black and native patriots of the Revolutionary War, and that would be October 3rd to the 5th, 2025. So we submitted that application, and it's a four-way enactment and yeah, they got the grant. And then former expansion assistance, this is outreach that has been made. You know, we submitted a quick USDA grant. It was one time thing, RFSI for equipment. So that's on the Travel and Tourism section. Tall Gloss Awarded Project phases two and three continue development. I had asked for $75,000 as part of our strategic budget points to get the architectural done for the campground and phase two and three. If we can't do that, we have two options. We can try to get an extension on the two grants that we've received, or we can turn those grants back in. Phase one continued, still working on shoreline stabilization, waiting on the State Historic Preservation Office's final approval on being able to dig. I know on the primitive campgrounds in the trails, Facility at Chowon University students, they are still doing wetlands research. And we resubmit the Land of Water Conservation Pung Grant in August. But that's ongoing. I don't see a problem with that. And then, Rowan of River Partners has submitted a contract if you'd like to move forward with a primitive campground reservation system through them. It's you split the cost with them. At some point if the county ever gets a website, a new software web system, and you can take online payments, we can do a reservation system through the county. Then logo development for tall glass of water we can start that in August. Now that the county brand is towards completion. Any questions on tall glass of water? You had mentioned to me that there's about $600,000 that we have held for matches. Right. Where is that at most part of our performance? There's another $ 100,000 also. 500 and 100. So total 600. So are there anything which you've indicated here in your plan for the new year, right? That you need additional funds for in order to make these things. Yeah. So the 95,000 here. We don't have money that that's in the budget. It is not. It is not. No. And that's the things that are asked. Right. I got you. Yeah. Yeah. This got you. Yeah. Yeah. This is not a budget meeting. We need to know, you know, we don't want to literally anybody about, you know, what is needed if we're going to follow the plan. Right. Right. I. We want. No. So. So. Thank you. Objectives that we have been talking about. And I was told to select five priorities. Number one is the grocery, the food security, and I put 15,000. They may need only half of that, but it's to create the management plan for a cooperative, grocery cooperative around the municipalities that want to participate. It could also be a study with getting actual grocers to the table on a core grocery store. Sometimes it takes some cash to get a good plan put together. Second option or second priority would be setting aside visuals, engineering, quick architecturals that are necessary, a quick sidewalk plan to get to the table so that we can apply for grants. Yeah, but Robin, I think the tail has, have SS, they have grants in place. This would be, um, the tail has those, um, improvement, see the improvement grants, the child improvement grants. And where they jump in and they, they, they, they, they, they, they, they, they, they, they, they, they, they, they, they, they, they, they, they, they, they, they, they, they, they, they, they, they, they, they, they, they, they, they, they, they, they, they, they, they, they, they, they, they, they, they, they, they, they, they, they, they, they for that response board? I see it as a quicker, a faster solution to the target of being ready for economic development and getting things solved. If each town has to apply for their own grant, we're talking a long time ahead of this round. By working together and achieving this comprehensive vision of the entire county, we're not segmenting one here, one there. We're actually going to make some progress. Yeah. I'm sure you understand what you're saying. They'll get me wrong, but right now, with the budget grants. Mm-hmm. Well, there's not much runway left in any downtown. And especially talking about the key is over there here, you know. Well, I learned a lot in the last six months to a year. I've met a lot of people. I've moved way out beyond these walls here in Windsor. And I see a lot of potential, a lot of opportunity, if we can just get to the table. I see where huge growth is possible beyond just this core right here. And everybody's ready to pitch in. And it has helped immensely to have a base of operations. And I guess I think that that's what all this is about, is creating a base of operations. It's not unlike economic development in a commercial industry. If you've got satellite commercial spaces, counting jumps right in, I don't see any difference with municipal brick and mortar structures. And the impact dollar rise to a accounting is so much greater and it's a faster turn around. I sit on the Middies Commission and I've been on their level of the twelfth years that I've been finishing. And I see all the municipalities bringing their plans to the Middies, who has planners on staff, they work within grants, and help smooth out their plan. They can't come in if they ended. They've gotta come with something, some ideas, some priorities, and they then help, whether it's CDBG, when it's in our structure, or whatever it is. So what I see, our goodness, the county, is pulling those folks together helping them do What they need to be there, but when I see a hundred and fifty that make a big brick and mortar commercial downtown They the planning that we do for them they have to put skin in the game to make those plans real. Right? So when they go to the mid-east, they have to pay some small fee to get their planners, to get their grant applications. But what they don't have is somebody will say, let me give you an example, my district wins it, talk about this. They have grants and access to more money, but they don't have the plans at place to do it So what they need is somebody to help them on What do we put down I mean they know that when I say that correct the money is available to them right they can get a CDBG Construction dollars, but they don't have to plan on paper to make it read right so It's it's our job to to do that for them and pay for that for them. Or is it their job to pay for that? We're just going to assist them in the vision and the structure of what's needed. That's where we are right now is the vision and the structure. We're putting together a framework for them to move forward. That's going to cost us $150,000. That's going to get us some money to keep it moving forward. Why does the money come from them? Part of them. I'm not saying that's all that to come from them. But I just don't believe that it works without them what really tacitly, they really believe it and I do believe they do. And I think they would be willing to put some skin in again. I know there's a lot of work going on. I know when's it sure we're very very different right. I said different. I got bigger plans smaller mint and this balance have smaller plans but they have money. And if this is important to them right right, how do you really tie them? I'm not saying that we shouldn't help go to them with this larger plan of how we can have all of this, but everybody can be tied together. Right. Right. But the money to come all from us until somehow or somehow that on everybody is ready. Well, when it comes to actually doing brick and mortar work and doing engineering work, they have to come up with that. Right. Just like when you do planning, they should be part of that. And they get some of this out. They're already members of the minis. Right? They have planning resources. We look, I'm giving a perfect example. Perfect example. Rob is a just got a million dollars. Little bit of Robinson. Right. Because they helped us put together, but they had a million and an idea about what they need their own infrastructure, but they had no documentation on paper. Right. So they had a consultant Who helped them do their piece and take it to the middies and middies could take it the rest of the way and they got them Just saying that we can't carry the ball all the way without something up front because we can't look forward to put 250,000 250,000 I mean 250 was. 250,000 for vacant. I reckon more than $600,000 for revitalization. Oh, that's a separate category. Yeah. But it's still money. In this, yes, plan, $250,000. Yeah. Because there's not much. There's not much life left. I get the need. Yes, don't understand what the money's going to come from because I don't see how it can come to be. It's not. I mean, we don't have that kind of fuss, but it shouldn't change the plan. It just seems to need to change what the money's going to have. All right. Has such a good growth with the mayors and their talent can trace moves? So that's something that's got to be a conversation. Right. So every outreach is different. Every group that's come together has different representation at the table. So, you know, not every municipality is ready to snap it up, you know. It's a conversation that keeps evolving and growing more people. And that's I think. Have they seen these numbers? We haven't gotten there yet. We know that there's, we've gotten to the planning part yet in the explanation. And we can't conversation back. Yeah. I understand it like it has a, it's a little less than I know. And I look at the, but what both of them do is, they have to concur that. Understand your health and put this plan together. But there's going to be a dollar value to what has to happen. Right. And we've all talked about that. And we know that we know that or at least I hope and I'm hearing that there's some grant funding coming down the pike. Okay, I know you say we know that, but they come to answer that. Yes, that's an open discussion on being ready for any grants coming down the pike for a downtown revitalization. A lot of the stuff right here, this thing is that they need to be feared, or they going to have to put some skin in the game, right? But they need to understand now that they did the skin in the game now And listen not a single municipality has an economic development first, right? When is it does not have anybody? They have money and the access to money all they're saying is help us do a plan, right? They can pay for that. Some of them are. Yeah. Yeah, so, so, but they're big and they got a lot of money. Some others don't, right? But they don't need as much either, so to make it meaningful to anybody. You know, when I talk to my kids, if they want something, I want you not making meaningful meaningful tool. I made a person skin in again. Right? So, um, the, the groups that I've talked with, um, I've explained that I have priorities that I've been asking for fun to not. So I'll just go back to everybody and have to rework it. I mean, if you want me to still involved in that. I'm not saying there is not a portion. We should cover for the work, right? But that's also a little sensitive and helps them, as well as that helps the county. I think what you said is, we're paying for your work that helps them. I don't think they are pitching it on that, correct? Correct. That's value in itself. Oh, yes. And that's been discussed. And given they need them, hopefully, that's, they're happy. But they need to understand that's they're happy right but they need to understand that you know the county is pitching in but paying for your services absolutely they don't help absolutely they know the value of what your work is I think they're ready right now to pitch it up they're very receptive of your vision to your plan but nobody said to them okay you like it okay you? Okay, you mean $10,000? Give me $8,000 so that we can make this and show what it's for. Well, I think moving forward, we have enough now, you know, that's coming together. If we can't get anything at this level, we're just gonna have to have another discussion on. Nothing that needs to be done next conversation., I mean that could be your to that point But you've got the plan for all that man. It's got you huge to that point you say okay Can he's been paying for me okay? You and they need to understand value less and they need to understand okay Hypothetic lose who kill for all you're going to be a part of this, this is how much it's going to be, to be a part of this because this is your municipality. This is what you guys are doing. I break it down in phase. It's just like you do for us, right? Because someone ready for a deep adapt. Right. Everybody's different. Everybody has a different story, a totally different infrastructure situation, a totally different brick and mortar situation. I mean, once you've provided the vision, it's time for people to accept the vision and if they accept it, the foot of those can't have the game from day one. Okay. Okay. Number three, Internet technology. And this is if you're getting a mini website. It's real hard to be able to spot change information on a department. I know I have it. I'd have my talk was a water layout totally different. I'd like to put in a destination, Bertie layout, a strategic plan section of municipality, and if Franklin wants to do one for the noting industry, getting newsletters out, what's going on? You know, we could do that. We could accept online payments if we had it. This is a one-time cost and I think then every year you have to pay like $14,000 to keep it going. And then Joe said that he identified this that was a little bit less extensive than this. You don't have any money in the budget for internet technology around this? Not a website. No, Sarah's not in the budget. But this sound to me almost like a critical piece. I'm weak. I'm excited. So I How do you feel when I'm in I'm in I'm in I'm in I'm in I'm in I'm in I'm in I'm in I'm in I'm in I'm in I'm in I'm in I'm in I'm in I'm in to do their response bill, the manager they're looking to and get a website for the county of David on New England place, not the urban pain. So that should be, shouldn't that feel like that, that should be his responsibility. Yeah. This is a whole new system. It's not just a design. A system. Yeah. A system because he's management. We won't say he's told a response or four. What goes on? What happens in the county? Right? So these are the strategic plan objectives that we set though, right? Which is why I think Robin. That's why I heard that. So this was created. So as I go out and talk to people, I have a quick, you know, thing to reference. Yeah. We understand. I heard that. So this was created. So as I go out and talk to people, I have a quick thing to reference. Yeah, we understand that. But again, those are going to cause back to municipalities. I'm making sure they have comprehensive. Oh yeah, I just know. I just know a content chase. Yeah, I guess maybe no these priorities. Yes. And I thought we were granted that we were going to have fun. This, this, we're going to, if internet technology was one of the things we said we won't. No, it wasn't. So there are a couple of projects that RT requested in his budget. And those are included in the budget. One was the RT virtualization. The other one will be in the Bertie telephone budget. So the, yes, and they absolutely need it. The website update, that is something that we've all, we can all agree on. We know our website needs some work. It has come up in previous years, and there's been some discussion. Never been funded. So it was not included in Joe's budget. Again, the two projects he mentioned out that were more critically needed. We absolutely need, well, I mean, I'm not going to say we absolutely needed. It would be helpful for us to have a website update. But given budget constraints, I did not include it. But if funds permit, I totally support a website of big. I'm just saying this. I remember we talked about having a list of priorities, right? That budget in the budget and as we track our budget performance during the year and we see that we are coming in or should be coming in under budget because we have last hours and we have all a lot of other things that we are doing that ought to be letting money for. And we ought to be looking at have a cost of every one of these things. It doesn't mean we can't look for the source of the funding. So they ought to be some kind of commitment to some of what we just waste them at the time. Well, a lot of these lap sours are already being accounted for for other ops as we speak. And we've been talking about lap salaries for different over times and things of that nature. I mean, so prioritization is going to have to be there and we're going to come up with a plan and I'm going to get it on a bunch of money. And I agree with you, but new saying, we've done a lot of that. That's one reason, you know, talking to Robin, because you know, if we're going to have a Robin came down and be asked for that, believe me, and I said, not to them, because we're not even nowhere near you today. And I meant to, you'd be sitting here for four hours for no reason. And we are in a situation where, as I said before, I think of Urban County Manager and suggested suggested we're trying to cut things back. We're trying to find medical try to turn around and do things with questions from the general public, helps to tax increases. And that's where it comes down to. And then other things are to come to that. I guess I just thought that the last salary money took care of money within that but within that organization's budget, right? There were lab salaries within a Apes to city break up budget. They helped fund things in that budget I'm talking about if they are true net savings anywhere in the course of our budget Things came in under budget. Well, the kind of station of close-ups are president Those kinds of things is what you fund things that are not in the budget And I talked about taking away from Something that you already fund it, but if you don't have a list of priorities and you don't track a budget Give me an example that the community comes we have less like that, right? And every other month we looking at are we closer now to be able to fund that because we now are under budget looking at, are we closer now to be able to fund that because we now are under budget by certain amount and we can move to that. Most of the time there are improvements in the building and stuff like that, right? That we were sure. Or if it's vanting dollars against something else to get more money. But there's a list. They're not budgeted. But there's things you want to do. And as you find that money in the course of, right? And so that things lack salary money. you want to do and as you find that money in the course of right and I'm so that they's lax out of my it stays what's in that you know that department right I mean it usually does but it doesn't have to but if we don't do that for things that we have not funded why do why why we spend in the time to talk about it and say it's important? If we don't have some way of thinking that we're going to do it. I think a list that you mentioned is important and so I think there will be something great for the board to do that process so we can have that list but we're just not in a position where we have a lot of extra money left over to do various things in the extra money that that we do have left over goes toward building our out from balance. It's not like we just have a lot left over to do various things again. What does go back we need it to build to build up. We haven't do things. We strategic plan. Not a plan. How about it? It very sources, it depends on what you're talking about. It ought to be. We want to improve our internet, right? How do we do that? We're not in the budget. So how do we do it in this next 12 months? If we want to do it, what's the money going to come from? If it's not in the budget, how do we do it if we if it's a part already for us, we should put it in the budget if it funds permit. But but if we can't because we don't have the funds that we think from then and it's still something we want, what do we do? We just say we don't want to do that anymore. It depends on in my opinion, it depends on how much for critical need it is. If it's a critical need, then yes, you work. If you have anything left over, then absolutely you find a way to make it done. If it's not a critical need, then you do it when funds permit it. Right. So if it's not in budget, we don't do it. And that's the solution. I'm not wrong with that. If that's what it is. I mean, I just want to be very clear about how we're gonna adapt to do it? Well, this is just dang a lot there and then here. I'm gonna be real, right? How do you run your household? You have enough money to do at, but you still need a cop. Now, the cop, what do you do? You do plan 40, you find some other way to do it, right? But any of you, but other way to do it right but any new budget you don't do it Very fit but if you really want to do it think you try to find some Came in light over here my income tax came in came in didn't count Now I'm gonna spend it, but I know what I want to do. I'm just saying we don't seem to have playing Well the financial plan you're talking about something that is being squeezed left and right here. Okay. And that's one of these things that I told Ms. Robbins about a week ago, this is probably the tightest budget stuff on the bill. Yeah. And it is a good, well, constraining. Okay. So, now all of this hinges on whether or not as a consultant I'm on I mean I'm here for the next year, but remember when I first met everybody and we had a couple of work sessions 2019ish and we talked about tall glass of water. talked about tall glass of water. But then I kept referencing, listen, if you really want these outdoor projects to benefit community, we need to, we have a lot of capacity building work to do. We've done the branding, we've done the occupancy tax, we're working on the TDA, we have a meeting coming up next week, 28th. We've got a lot of good work started with municipalities. I'm seeing that there's overlapping of activities, plans, projects, and that's what we want. I mean, tell me if I'm wrong and you don't want me to go there, but my goal is fast-tracking everybody, the small businesses and the municipalities fast-tracking them to be able to be up and running and to fix that brick and mortar and to capture people as they're driving through the county, capture people as they're going to start coming into the county. And that's what I'm working on. And it is great. I am so encouraged by all of the meetings that I've been having. And I'm not pushing them. and I'm not pushing them. So I just want you to understand that that's my perception. And it is the right example, right? Yes, so when I... Yes, yes, yes. So when I hear this, this is fine, but my target on action steps is, and a lot of it just can be just labor on my part, but what are we going to do that's going to create a revenue for the counting? That's getting it starts. Thank you. You know, that's what she's trying to work towards. I'm asking you. I'm going to have it a whole bunch of times. Because I agree with what she says. I'm going to work as a candidate. I agree with what she says. She's just a see what I'm doing over there. I love them. But that's some inconsistency to me sometimes. Because one of the things that even want to talk about the national world, I don't know what the day we said we should be focusing on the things that will drive return revenue so we can reinvest that revenue. One of the biggest things we said is that RV parking and in the early in the plan. That's the kind of thing that we should be putting money because it will be okay. So 95,000. So I like that it's a bird to beach, but it provides zero revenue for this county. So here, okay, well, we said it. We said it. We said one of the first in first stage play. Okay. So, but do not underestimate the impact of phase one of having the restaurants down there in the showers. Don has got the photographs to prove it. We're talking, and Bertie Beach, I mean, I've already been out there twice today, you know, it's packed. I mean, it's great. And so, and so, and so, and so, and so, and so, and so, and so, and so, and so, and so, and so, and so, and so, and so, and the house. Yeah, oh yeah, no, it's great. It's not every place. So we have a choice. If you want to get the campground in, we can have the architects to stay to the art plants going to cost us three times as much. Well, we can go ahead and at 95,000 get the campground designer in there, and that will tell us we can do this contract ourselves. We can be our own GCs. Okay, we don't need to hire out to somebody and pay all the extra money. Hold on. Yes, we can cut our own trees. We can get our infrastructure in. And then if we get that website up and running, we can do our own payments. We're missing one key part. You got to have a road. And all the road, all right, make sure. After after all the construction activity, you're into it now. The road is. And we're shortening the release to get back there. We're shortening the road. It doesn't, it's not going to go like this. OK, but right now. You said come in. I'm ready. So this is a difficult discussion to have, because this is not a straight line. But you know what I say is absolute true about being on our own contract. And we need to turn around and talk about the road and get loads of rock to put in there. And we bought a tractor, right, and we got a box one. I think we do. We don't want RVs coming to the same. But I'm just saying, I mean, that's a way to help us. Right, there's two different accesses. Anthony and then get out there, we can do those. These certain different things can be done. And then we can play us. And these are some of the vines can do it. I can. That army access should not come in to the wild. It's in the sense that we don't know. This is the kind of design that we would get. Okay. So, cut if you could pass that around. Joe has been a bullet up. What is the main deal with the salary? This is not ours. This is an example. This is a firm that we've been talking with. And they're in deep into doing a campground right now, but it's crazy to hire help with things like that. We can get a simple plan to get it completed. But I'm thinking of, sure, it would be great to capture all that income to pay for what's happening out there. But I'm also thinking of all these new people that are going to be coming to visit. I want to capture their dollars before they get there. And while they're there, if they go, I want to go to this new cool restaurant up in Roxable or out in Orlando. What, you know, we want them to go out and visit. So let's get it ready before we get there. So if I had a choice and you're pushing me, you know, I'd say let's keep focusing on the downtowns and you know, maybe if it has to be that 95 is next year, but it's up to, I want it all though. Well, in versus, there was a town that was when they came up with anything like six months. Hey, that again. So it's the town's. How much money they come up with in the next six months? They go towards it. Okay. Well, I'll go ahead and keep. And that would be a store and see growth on the list for August. and see growth on the list for August. The quick story just happened with another out of county municipality, much worse condition than our municipalities. And I probably talked to a couple of you about this, but one downtown owner, three different storefront locations, boarded up, two stories. He went ahead and put it on the MLS. Here's the cost. Here's the picture of the downtown scape. Everything's boarded up. This is our vision now. Here's the plans. Here's where the sidewalk's going in. Here's the amenities around here. They sold within a month, and it's a boutique hotel with retail underneath. It didn't matter about the condition of everything in the downtown. What mattered was that there was a visit, a vision, a nonprofit in place, and a marketing plan that was ready to go. If you took your vision to the municipalities and structured in phases, like three phases, right, they then can take. And it's working for other counties, Robert. We're not getting using that sort. It's working. Unless that means. But it doesn't take away from your needs. But how do you get that assistance that we can't pay for? Well, we're just going to have to reshuffle. All right, I had a different question. This kind, this what you're showing that you're going to do in your contract. How much is that contract for? 70. This is for 70,000. That's what, that's, I mean, now we got all that way. That's not what's in the book. That's why I was asking. Yeah. So this is what I have on my schedule. So if it needs to get cut back, um, I guess you have to tell me where to cut. We got in there. 48. Yes. I say that, um, it wasn't because of, uh, how we got here, the foreign entity. That's for her, but the other thing that she's saying need additional money. So that gets the 70 Mac on yours. But what you have in your thought covered her. She has 48. She's requesting 70 for all of this work. That's from Sanders, a difference in. So that is cool. and 70 for all of this work. That's what I'm saying. There's a difference in. So that is cool. Yeah. He's saying, I get all of the work. I'm not sure. But it's that there's her salary. And then there's other things that she needs to do part of the work, right? Isn't that what you're putting on? It is. I guess we're just saying two things. You're saying that. So what Commissioner White is saying is that Robin's contract, where she's proposing is $70,000, I have $48,000 in the budget. Right. Totally. Because that was calculated based on what you paid directly to a party, right? Yes, and she's requesting $70,000 to be paid directly to her. Yeah, that's what we're talking about. OK. Okay, so where I have a strict is the additional funding. Yes, yes, I would like that money to be able to do it. And that's what was in here. But if I'm not going to get it, I'll find it someplace else. I'm not willing to take them off. We need the plans because I'm watching too many losses of grants because we can't even get to the table. So there is no skin in the game because there is no game we can't get to the game Melissa Palates I Guess but they want you and they want you to help in there. I haven't even interfaced with them yet I'm sorry. I think I think Well, you know don't misunderstand me please Well, please don't but you you did a great job. You consulted nice. Is that true? Pardon me? You're consulting. Yes. I'm a consultant. Well, we house you. Free, right? He what? We house you. You're all for serious. Yes. Okay. It will cost. to do your office here. Yes. Okay. It will cost. Zero right? Yeah, let's know she's done this. I know. Long saying. Oh, saying most those people were private. You know, all the then within the. I'm thrilled that I have an office here. I know, but within almost it. Because I'm here all the time. You don't see what it don't call you anything. Right? Now you right here you says computer, new computer, everything right? No, that's not her. Let's go. Let me. On your buzzer. Okay. Well, I think the $22,000 news values can't, I mean, you can give you got all my hundreds to get cold when you got these other places. They can pop in their loaves to, you know, $45,000, $3,000, or whatever they may. And then they're definitely covered up. We can't play them now. They have the money, robbing it. Yeah, no, no, I'm gonna have to look at that. So my contract is to be 48 just for tall glass of water. So, you know, what would you prefer that I've, if you had to choose, do you want me to not mean how do you want to approach it? I'm going to get on the trail of the 20-year-old. Wow. So that was why I asked what the Strategic Initiative Fund was. I did not know since we were working on Strategic Initiative, if that, if her additional money had been shifted up. That's the best answer. That's the question. That's why I asked that earlier. Yes sir. But nobody knows but the 30,000's going towards. I told you what the fund has been for. I told you what it's been used in the past, but no, it has not necessarily been identified exactly what it will be useful for this year. That is true. So if we wanted to dedicate that for these projects, we have been thought into that. That's where I was going with that. Thank you. So I can't have it in that haven. What? You want it? It's there. I said let's do it. See, it doesn't make $22,000 of that. But still ask you to go back and try to get additional funds directly from me as well. And I'm sorry. I feel like it should be your next step. Thank you. It is my belief it should be your next step. You should have go to them with a phased approach saying, this is great. You say you love it. We need a little bit now. We're gonna need this in in the next number monster Gonna need this in a year So you put it in there and they bullet in that budget, but you need that money now. Oh Different permission Wilson because number one We have a economic development person You know me I mean? And we're paying him extra $1. And we have you as consultant that extra $1. Okay? The county does help with extra $1. You know what I mean? You know, you do a great job. Don't give me wrong. But I think the other tales, the tales should make up the difference, not the county. Because once the tales find out that we don't gave you what you asked for, then they, not going to be'll be there'll be at the middle You know throughout the years, you know, throughout the course of the year But your man meant to happen But I think with the economic guy in place and you have placed I don't know thing. I'll share with you Something the word that you don't Something the word you're doing you should have to have to do it. You shouldn't have department is telling you what they need or what they want. Are you writing on the board? That's management. I'd like to just, I want to see things happen now. I know, but that we have all so I get we're out there. We have a meeting there at the, I'm pretty close to the corporate switch. You should be the person there. You should not be the person there. What the what? I said, you should be the person there. Right now, right enough for everyone to plot and hate one on needs. That was part of the strategic plan. I know, but that should be, you should have to do that. This is because management job. Well, it's not really following you, but it's the strategic planning process. The planning person to help us develop a strategic plan. It's our job to make sure that they plan you to implement it. Right. But we had to hire someone to do the plan. That's what her role was. So it's all wrong. They need to be that baby. That's your job. Well, my past. I'm going to have to say, I'm going to have to say, I'm going to have to say, I'm going to have to say, I'm going to have to say, I'm going to have to say, I'm going to have to say, I'm going to have to say, I'm going to have to say, I'm going to have to say, I'm going to have to say, I'm going to have to say, I'm going was about to say is fine. You all have the authority to do this, but keep in mind when you mention a springfest or you mention a beach day or whatever. It's usually taken out of here. So we take it out. It just know it. We may not be able to. We'll be able to. We'll be able to. Oh, that's why we monitor our progress. This is a budget. And any day not in the budget, if we're going to do them, they should be in some multiple fund that may be something to do. We might not be able to do it. I have a question. So, Robyn, yes, sir. Bill, if we order on the 70, what will happen with the stuff that we change? We change. We change on. What we shoot on the center for paid. Right. Okay. So in my opinion, we're still train track moving forward on the downtown revitalization. We have to do that. I'm just, we'll work with municipalities to find alternate, physical implementation money, right? Okay. Okay. Don't we reluctant to say that we want money from them in the game? I'm not gonna say, we kind of say that. No, it's not. The thing is is that this is a growing process. This is not. They didn't understand you. No, it's, I don't say that. That's like, I mean, it needs to understand what you're doing. And they need to contribute to it. Right. Sometimes this is. Okay. Okay. And I know we're taking a lot of time. I'm going to look at you saying one thing. Let's get to the end of this budget, okay? And the reason I'm saying that, we know what she needs is 22. So let's get to the end of this budget, okay? And see where the bottom line comes up that. We're at. We've got some savings that we can with we guess some other things that we need to fund also okay and let's see where's that we know the worst case in there there's 22,000 dollars in that case they can come back this one you're gonna have to work with us balance against these guys okay we know what the for where absolutely let's exactly yeah so let's get to the end of this budget All right, and then let's see where the bottom line is at okay? Is that makes it makes it So let's just do them Most wrong we appreciate everything you do We've got to have a five minute break. Okay All right, I'm taking five minute break and we come back. I'm not special. Let's see. So just a few quick notes here. So the employees here are either funded by nochlana and T or NC State. So the only increases that are in that I have included are 2% to make them to make a couple of employees balanced to be at 50% as they to make the percentages be what they should be between us and the NC State or and take more. Most of these line items here are grant related or jam related. But any questions let us know. Next thing is your first observation. Here. here. Did we get some increases in the salaries and wages on this one? They get that they get that's what's figured in there. And there is a same change in one of the employees. and then we're going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going So the travel, what is the travel? $586, it's gone up with $3,700. Is that something new? It's $480. No, and again, that year today, it's probably changed since then. You know, this is VIX department and he travels across the county several times a day it seems like and that's what the travelers. These numbers weren't for me. For me, these numbers are that from me. What? These numbers are back to Jenny. Yeah. And I can tell you if you'd like, but I'm not. I know from, no. You're good. Yeah. Thank you. Next is the head of department. No. You're good. Yeah. Thank you. Next. Next is the head of department. I've been with Abamar Regional Health Services. As noted here, the increase of lines with the appropriation plan. Nothing's really there that we can do anything about. No, correct. What is this? Correct. All right. Next. Special appropriations. Can I? Oh, did we do veteran services? No, you don't want to. So here, the only increase that has been included again is a 3% for our veteran services officer. If you'll notice, there is an increase in supplies and I think there was another area. But mainly for supplies for there have been placed times when people have reached out for Denise to collaborate or to have something that the goal is to have any event or more events for our veterans officers, which is why that line item has been increased. Going outside of that, it is basically as casual. So we didn't reclassify anybody. She, it was requested, but I did not. I should have done it just her. She's just trying to reclassify herself. She made the request to be reclassified in the reclassification form, so we chose not to. She doesn't need to have the great job. But I mean, and she's not a direct. She's a hard person. That's some sense. How you recal- Doesn't matter. It's a real good. I just don't have you reclassified the director. She does. The Denise does a great job and she offers assistance to the office. The office staff as needed. She's great. She is. All right, aging nutrition. We're there, right? Okay. When they hear. So as you all know, again, nothing is included. Besides the normal, the increase across the board, we did get a new director recently. And her salary was more. She worked in, brother. She is also a big, I like that. She worked in, man. She is. She grew up. Again, most of these line items are related to the programs and services that eight council and agents provides and $25,000 grant. It has a quarter-purchase being being provided for this county. Okay, let's go next to special appropriations. Correct. Okay. So I would like to point out here remember in the beginning we talked about Align item again administration that should have been 10,000 instead of 1,000 and we've gotten 4,000 from the finance line item I will also like to recommend to move 5,000 from the line items about me it way down is historic hope. Historically we give them $15,000 and here there was it. My recommend it says 20 but I would like that should be 15 so that would be taking 5,000 from there to balance out with the 9,000 increase that was made for administration. So historic hope would be like the others who did not receive an increase. So, in this revised budget that was done, no increases were granted to those agencies that did request increases. After that change was made. That's included. Yes, sir. Yes, sir, I'm going to spoke about that. Initially, it was included, but with the reductions, it's good. I did take that out. Just want to talk about it. You know, you have to, you know, if they want to take it into account. And it's, it's a very, but it wasn't, it has been included in increasing theirs, of embarrassing, but it wasn't. It has been including increasing theirs. Never again. But we did not. And it just looks really bad. This one. It's a big deal. It's a big deal. It's kind of there. There's a big deal. It's a big deal. It's going to be $30,000. So again, everything should be as it has been in the past. We did have an additional request at the bottom for SWIFT, which was a program and an initiative led by his Patricia Ferguson. And the goal was to provide some scholarships to to to some students and That request was for 10,000 but again because of constraints. I did not include any any new one So the only big change here is you all knows we've been talking about has been unfortunately to the school systems budget Which one that the school system the public schools if you'll take a look at that the school system, the public schools, if you'll take a look at what the top and not quite to the middle is says negative 9.9% current expense. I like, I like for you to go back and reconsider that. The board tells me to do it. On the board, you'll want person on the board. I want person on the board. So around you should sit. When we look at the charge, is this it right here? Right here. I see school, South of the extreme. What's wrong? OK. Well, I just like meeting the college. What did we see? They asked for $55,000 and get it in the flow I'm not sure. I'm not sure. I'm not sure. I'm not sure. I'm not sure. I'm not sure. I'm not sure. I'm not sure. I'm not sure. I'm not sure. I'm not sure. I'm not sure. I'm not sure. I'm not sure. I'm not sure. I'm not sure. I'm not sure. I'm not sure. I Yeah, the last several years. You see two million two million year about seven eight years. You know, we gave two million seven and twenty seven thousand. Oh, yeah. Yeah. Yeah. We pay them two payments of, well, what is it, 27 five or something like that? Yes. It split up. We pay them, most of the time we pay and either for or half. Yeah, so total $55,000. That was $27,000. But when you have the pay there, it's like we still throw in this power thing. Yeah, yeah, for all these stuff. Okay. Yep. Most certainly, by the way, Winter will get the rest of the money. We found out that it was a, we're taking care of it. So, all right, we make it back. Okay, we must just move this thing back to the school system real quick. Okay. Um, Mr. Chairman, I like go ahead. I like the, um, the request from the super thought that I'll swallow with the three million and 27,000, six hundred, seven one dollar to be honored by the other commissions. I'll make the motion. Here's circle Yeah, I was One I'm going to make that decision at this point. I suppose to the end of the day. Yes, we said about other things. Actually, the decision made at the end of the day. But I think that's it. You can't you should not be making that. Now, or everything else that we talked about. No, no, they have to be there. Manager, the number of the be there. But thank you. That's the folks, but that's not what we've done for everything as we talk. Thank you. Just said, we wait and see what we're doing. I'm not going to talk. We said that we were waiting and that's the right way to do it. We want to say what we did say. Yeah, I was going to say I agree with what you're saying. I didn't, I didn't mean. We're doing saying. I didn't I didn't mean No, I'm saying I agree with you just like we did the 746,000. I'm with you I just I didn't know we were voting like to me. I just meant like for us to look at it. It's all I was saying We want to say pay hold on Park's Regret Yes. Thank you. Thank you. Thank you. All right. Forks are a great. Okay. So, I'm going to do. Okay. So, I'm going to do. Again, we had a little. We had a little bit of. Turn over in the definitive argument with one. One point you leave leaving another company. So again, the overall is about 3%. One of the main things that I would like to discuss regarding blockchain direct, of course, you guys like to look at the percent change. And if you see 100% for 60,000 in that is for just the departmental supplies. So that has been substantially increased, but I believe this one was both sledding with. So that is what Donna has requested a book box sledding equipment. But in addition to that, in addition to that, I want to mention, let's see, there were a few major things that were requested and I want to make sure I discuss that with the program. There was, okay, so let's go all the way down to capital of half a land to the $820,000 dollars. Let's go there. That's a good place to start. So there were a number of things, including here like the playground is used and rented often and it needs some work and again I'm not told I'm gonna be hard for us to be able to put that amount in the budget. However there are some things that need to be done to the fields. Some you know we want to make sure that the fields are in a state that are safe for the children or he is in a everybody, all the athletes, whoever plays sports. So there does need some attention. Again, it could not grant the 820, but 50,000 is there. Let's also talk about equipment under $5,000. $45,000 was requested. And that was for Sandspreader and also some increases that were tall glass of water related that were needed to kind of close out phase one. And again, I took those out, but the idea because of constraint, but the idea was to be able to do balance and do some of those things. Some of the things with the fields, some of the things with if not completely the football slid and some of that could also be used to address the tall glass of water, request a $45,000. So I see all that to say, a lot was requested and I was not able to give it all, although I feel like it's a lot of it is justified, but I put it to the level that I felt like I was capable of doing so. I think everything is here that could absolutely use and if we had more, more should be getting. You know, the football spin and equipment. Yes, sir. That's, I don't think that's anything that's dies neat. No, it's it's it's it absolutely is not, which is why I said it's there, but what is needed are some of the things to close out the phases that tall glass of water and more importantly the the work to the fields and we can pull up some figures to give you some exact, you know, numbers as to what those are, but no, sir, I'm not saying that the football slate and equipment is dire to you. I'm just saying that I reduce some of the other item to some of the other lines and that the funds there should be. You know, pulling up, pull up the years for it, so where else? So what you're trying to say? That's from the foe here. Yes. So yes. So that's how we change the feeds that others that pay to use. I'm sure it's been a while. I did very good to last 16 years. I love the one in the library. I love reading the information. And we're, we're a couple of more than we get from our sources. They call everything that you use. We have a way so to speak, to something reasonable. But everybody should kind of take a cost. So that was one of my questions. Does that in see a position in here? I know we're advertising for one right now. We are and that is that main answer? Is that we're gonna move that? That's some work that cleanup work that we can do right now It's funded in maintenance because it started as a maintenance position The idea with there was a vacancy in maintenance and the discussion was to just leave it there and you know Because actually in off seasons the agreement was that the person would be used in maintenance Of course the priority would be top glass of water. Answer your question. It's funded in maintenance, but it would not be a bad idea for the two departments to share. Okay, let me go back to that. You brought that up on maintenance. And again, we're back tracking on. Hey, doing it, but going back to IT, you have for another IT person to be hired on. I did. Okay. And I I think we really need to take a look at that again. I think we really need to take a look at that again. I mean, why couldn't we take one of our IT guys? It's an issue in other areas, move them to that other area. And have one guy here, one guy somewhere else. Because of the need for the other areas of the county. Like we really, the Deshan and Joe's hands, all the way to the other areas of the county. Like we really, Deshaun and Joe's hands, all the fun we're developing. With this building as well as, you have the sheriff's office, you have communications, you have elections, you have all of the other departments. And again, the department of DSS, again, really have enough issues for that owner. And I know Joe could probably do this more justice than what I'm doing. But the DSS has enough issues and IT concerns to justify a part-time person, so that part-time. So the position that's requested part-time, half-time at DSS, and then half-time to assist Joe, because with the number of requests that they get for to take care of minor things with employees' computers versus switches going out they they get a lot of help deaths requests and they need some assistance. And again, not to keep kicking the ball here but we looked at maintenance because maintenance requires requested one also. We kind of did a way with that one. I'm just gonna share it. Yes you did. No we're ass. Yes I mean I'm just gonna share. Yes, he did over us. Yes, I mean, I'm just saying to myself And it got noticed I mean those guys could do things if we can't do okay, that's all there is to it And I'll say that all day long and but I don't see where And it's just me it's overburdening these guys If they've got a drive over to these guys. If they've got a drive over to the social services or they've got to get one of the other buildings just to work on it. It has worked in the past. DSS has changed ending in the last 10 years. Okay. Maybe so a few more people but not that. That's more than Michael. So I thought about it last night too because we put 50,000 for another person. Roughly I think was better than everything. Yes. So if we did not put a next to a person there, we took a IT person that made their office at DSS, let DSS pick up 25% of the tab steal because that would be there. Then we're not safe. We're saving 50,000 plus 25% as we are. I see it away from the county. No, they're rest of us. No, because they're still at it. Where do you think we're going to get into some? We're just repositioning people. I'm just saying they will definitely have to be SS. If the SS is paying them for a certain portion, it's what I'm that. I mean, green it probably are there. No, it's kind of it really. It's fell on us that they've been over there working on stuff and we haven't been getting the how should we say the We used to work here. The offset from the state, right? So they did our work guys at least it be picking up Oh, about 25% of it. 25% of it. And we're not going to add to the first. So you could be somewhere saving about $75,000. It's the same thing. I'm not going to get the person. That's right. Moving away, they were going to be more. Same work. Can I read you with DSS? They asked for a full-time position, human. The current IT workload within Bertie County DSS has surpassed manageable limits leading to time constraints that impede the effective and timely completion of tasks by integrating a computer systems administrator into our team. We aim to alleviate these time restraints, ensuring that IT operations are executed efficiently without undue delays. The primary objective this position is to provide comprehensive technical support encompassing computer equipment, software applications, and basic networking. This will enhance the operational continuity and across all facets of our department. Then she says that across all facets of our department. And she says that safe guarding sensitive data and information that both additional will be dedicated security officer for the state information systems network. And then she's recommending it be shared with the county government that the DSS can do, it will be 50%, 50% will be reimbursed in the DSS and 50% from our department. But you might think again. So, you'll run it. You'll run it. Next step, we just added over 15%, I've almost 15% of new customers, or new eligible people, 1700 new households that were not there in customer, or as you will, they now have. We only have about 1,312, 12 something households all the time to count. We just added 1,700 families to them. But they gotta do that work, too. They got to do that work. That's a lot of stuff. It is. And then we station one person over there to deal with them directly. One person over here. See how it works out. Okay, so let me then let me read to you what Joe said when he asked for a position. We handled 1342 work tickets last year. So far this year we're at 734 tickets, which is almost half. We're on on target to meet the same number of tickets as we did last year. There's so many things that the department is needed to accomplish. We can't do because of the volume of work tickets and stopped in the hallway request that we get. The goal is to move the department and the county forward so we can better serve our customers other departments and the citizens. I mentioned this because for a third person because I won't be more proactive unless we actually putting out fires I believe that that piece of. And we're looking for a basic technician can take care of the normal daily tickets that come in, allowing the Sean and I to focus more on networking and making improvements. The task that he has in mind that he can't do right now, passed to the C. He had to create the tax department's ad list for the newspaper, took him a week to take care of that. He handles day every day work tickets. He didn't, he's trying to cross train everybody. And I think it would be a disservice to take one of the people's RRT department and he or put them in another over in DSS. It would be a disservice to take one of the people's RRT to find them or put them in another over in DSS. It would be a disservice to the people of the employees here. I can take you now and Joe's listening. I've talked to him since it takes an extremely long time to get Joe to be able to accomplish something because of all the tasks that he has on his plate now. And I'll go from this, Munis is a prime example. We only have one person who is a guess knowledgeable or has the contact information with Munis and that is Joe. And so he has to spend, well, we did the payroll. we had the payroll two a couple of months ago and when we had our finance upgrade the amount of time he had to spend on that at the delay of responding to DSS issues and other departmental issues. I think it would be a disservice to our county to split those two people up. I think it needs a full time person, but I think it's a logical and very efficient task displayed up to the student departments. And Joe wants to see before you do, Joe, let me just say that Joe doesn't incredible job, but I also have to add to what David said about. Joe is also the website administrator, so anytime anytime I get call text emails about a website updates and Joe is a person who does that when it comes to elections and all the set up of the equipment when during the elections working after hours, Joe and Deshan are the people for that when it comes to even a backup generators going out at telecommunications. That's a 24-hour provision. Joe is involved in that. There's so much that I teed and that Joe is responsible for. That would be a detriment if that is done. Joe. Joe, yes, yes, Chairman. Hey, yo, buddy. I'm good. How are you? I love you to be doing an excellent job. You've been to my house. Thank you. Thanks. Yeah, sir. Thank you, Mr. Wesson. It's awesome. Probably everybody else is house all the time. But how can we do about this thing? And I understand the work and the amount of work that's going on, the little extremely tight looks at this budget. If you've been making this thing work, I get it. Okay. Is it anything that can be stressed out in the future or something of that nature or can you give us any idea here? I don't want you to fall out one day or anything like that by no means. I'm just saying this is what we're at. To kind of, and it'll make a little bit more sense when the previous IT director was here and I was network admin, we had a really good system. Right now, Deshaun is learning and he's learning well and he's picking up fast. But also, I'm at a point where, because of the growth of the county, not just geographically, but as far as departments and the requests that are coming in, and the things that are needed, even some of the things that Robin mentioned, I need a third person that can be in the field and answer the normal little tickets so that I can focus on running the department and so that they shinean can focus on the network. We've had all kinds of Wi-Fi issues and switch issues and all of these things that are happening and Deshaan and I are both having to take care of the little things and then we don't have as much time to take care of the more important things that need to be done and things are starting to pile up. It's a commission's there, but sometimes if they're meetings that some of us we have to be in like for this for a grand or whatever's for having to be there and you know, we're joining virtually and there's no internet like to call Joe to say he know to say fix this what what is going on? What can you do to help me? So that is almost, it's a need I was saying. Well, I think we have another person, send them this to the Steelwell-Ball budget. There'll be a transfer to social service office. Then they wouldn't have to go there and then the person so served, transfer to social service office, then they would have to go there, and then the person social service still could come to the county and help them. Well, I mean, that's, that's, I mean, a good point. I mean, I'm just saying you won't have to pay number, gather away, I have to pay number a part of this area. Well, when Daffin and I spoke, that was along the lines of what we were thinking, Commissioner Robertson. Because it would be a 50-50 split for funding, we would have to make sure that that employee was at DSS for half of the week. But the idea was to rotate. So on Monday, they would be, say, at DSS. Tuesday, they would be with the county to help me and Deshaun so that if there's an issue at Sheriff's Office or if there's an EMS issue that they can take care of that while Deshaun and I still focus on the other things they need to be done. And then the next day they would go back to DSS. So it would flip flop during the week and then Friday would be a split between the county and DSS. First, we have a signal to that position. If you don't want to remodel us, refreshment will be available. I believe it. It's about 50 something. But what he just said is not for the firm. That's not right. That's what I'm saying. If you're saying you're going to split the position, but you're better off on a budget just to let her hire a whole IT person and stay there the whole time because that would be DSS 10 50% and us paying 50% if you're saying this gonna be a shared position between the county and DSS DSS is only gonna pay half of their salary which is 25% and we're gonna pay 75% The I think I'm saying that's gonna help your budget more than you do. Somebody then you need to put them at the SS full time. Right. In the, you know, in the whole world, you have a moment to pay 25%. Because if you're saying the position is 50% DSS and 50% counting, they're in 50% of their portion. So let's just say it's a $50,000 job. 50% counting, they're in 50% of their portion. So let's just say it's a $50,000 job. You're going to pay 25, then DSS is 25. North Carolina is going to pay 25% half of that 25,000. So it's 25% that's right. So now you're paying three fours of that instead of paying half of it. And then how do the full time person? I just might happen to do this once in a while. For once in a while. Every dog has it stayed. And he wouldn't charge. So we were selling some money a little. Yeah. And he would charge you. So we were saying, maybe some money a little bit. Yeah. That what I'm first on them with daffin now to say 50%. That's good for her to convert. And that is not interesting, but I she is the different. Yeah. She requested a fool purse. Right. She did. So he said earlier. I think for his split, right? No. No. He described it as a full-time position. I know. He had a hundred questions. She said he could tell him it's an old gun out position. Like not far as I position, but it would be a DSS hands time here. Right, right, right. Oh, I'm telling you, he's a full-time position there. Full time position. Full time position. We really can't get rid of our two guys. Our two guys can be stuck here. It does. Full time position. Exactly. Joe, don't you agree? It's cheap. Both of you guys need to be here. The thing had the old full time guy. Yes. I definitely agree that the suggestion earlier of changing us geographically and putting Deshawn and DSS and leaving me here would not be helpful. Having a full time person at DSS will be a great assistance to us at the department. And then that works out for everybody, okay? Yep. It helps us with the budget too. Like, yep. Yep. Cut some of that. and helps us with the budget too. Like hell. Yep. Cut some of that. And he said that if it was a full time position, just a DSS, the percentage would probably be about 45%. Do you want to know? Yes. Good. Save and burn. And there were my words a little bit better for us, but. Yeah. Probably just because that said. Okay, listen, listen. Mind warm. All clap. Got to watch. Thank you. Thank you, Mayor. It's a show. It was 10. Let's go. Let's go. You're away. Here we are. Transferred to other fonts. That's just password right? Get like, get them nice ones. You're sure you're going to enter governmental? Same difference, correct? Yeah. Wait, I don't know. Wait, we skipped. Somehow we left parts and right to go to there and then yeah, I wasn't No, because we talked about this. I was asked about the position I was asking about the position there, but then yeah, then you got to have distracted Yes Because I was asking about the person you said they're gonna be transferred or they're Currently they are in maintenance, but it does make sense to us to somehow have have it have it have it's currently the position is funded in maintenance but it is funded because that was the amount of said yes that's the position that was one this the second one is funded okay I'm just making sure it's if I'm not some water has got to have something. But this is a bit I went down there about the day and stuff some broad waters running trash and stuff. Yeah. Somebody's got to be down there full time to clean it up and make it happen. You agree? Oh, that you're now done. Thank you Commissioner Trent. Okay. So sure, so it's going to pass through. There's no further free again. I mean, that person is already in the budget that we're talking about. He just makes it sure that it was in the budget. But that person, it was an advertised word. It's been advertised. It was approved last year's budget. I would have been trying to hire the CEO. It's not just that. They get a key to the tree. So they keep the beaches at his side. I hope for Jesus. Yeah. Oh, that's so sweet. And that is it. Okay. Yes, that's very. Damn, Andrew. Where are we? I don't know. They. The right. I'm saying. I'm sorry. I'm sorry. I'm sorry. I'm sorry. I'm sorry. I'm sorry. I'm sorry. I'm sorry. I'm sorry. I'm sorry. I'm sorry. I'm sorry. I'm sorry. I'm sorry Again, the only funds that have been included, that we've included in this salary, item is 3% for increase for all employees. All employees? Yes, sir. Again, most of the... $100.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00 We're going to go on for five. Transverses. Seven. Uh, circumvent. So what do you look back for questions for a general plan? We're going to change the one point back to one point. Yeah, we use that. That's it. We use that to balance our budget. And so when they when they did their expenditure line items, it didn't total as much as the revenue. So we backed off on the revenues coming from their general from their own general fund coming from the general fund we were able to reduce. I just want to add in a sentence upon it. Yeah. It's good. Do we need to have, do we need to add 25 to the, um, or every 25? Already did it. For the position. Yeah, for IT. Yeah. Okay. Yeah. Yeah. I did the savings. Well, for IT. Yeah. Okay. Yeah. All right. I did the savings. Well, add this whatever. Okay. So we've seen at money back to or take money away from our teas, but because they don't now be funded in DSS. Is that what you're saying? We're saying is a single cost is half the amount. Okay. It only figured 20 because there's going to be some other stuff at the end of that. Not 25. Okay. All right. We any social services. This is the expenditures, right? The first one was the revenue. Yes. That is correct. Let's just 50, 50 work down basically. But then I got. So I had a question here. Okay. No, go ahead. If you're going to ask questions, I was going to the next question. I know you were. That's why I was trying to stop you. So this is a question 18 hundred. Is that is that in it or no? It is not. Okay. Again, that was their request, but we did just the So the 90% is not three percent. That's only three percent. Only three percent. But they hired some additional staff that we added to that by the increases 4% set at 3%. And they're not, they don't have any mandatory decisions that they have to fill at their sets. And we do have any details for that. I thought they were all into that. They do have. They're almost very little staff to learn. Do you have any experience? Yeah. I thought they were more than that. Stay around. No, stay up to the, stay up to the, stay up to the, stay up to the, stay up to the, stay up to the, stay up to the, stay up to the, stay up to the, stay up to the, stay up to the, stay up to the, stay up to the, stay up to the, stay up to the, stay up to the, I know. Mike, are you good? Absolutely. Thank you. I hope you had settlement funds. So that, let's see. Right, you just give a thing? I guess. It's probably good. Oh, that's a certain amount of service. All right, just for the record, we had to, as part of the Gatsby rules, we had to make that into a separate fund. Identify expenditures. You'd have an data finding expenditures. So we just could have basic Hope you would settle expenditures until you're up till until we decide to group what we're gonna do with those funds We have to stop with expanse. Okay, but have they given us the final thing? That's for the masculine question. We get like a call for the jail day on the day. Yes. So that when we discuss it last time in December, there's a handout that the that and the shows you details, different options in which I'll tell you. It's what I'm going to have that done. So so that the guy from college, no, you know, I have's the guy that they presented. I have been, yeah. So I have been speaking with Bobby Lowe with Trillium. But then the next week, we are going to have another meeting. Because we have to have one who can have some half the June 30, but I have to document a meeting about June 30. But everything has been going on with this. I haven't been able to get it done yet. But next week we are going to have a meeting. I'm going to make sure people that from the Burntie County Network, BobbiLos, are making sure that those key people are there because if you remember where we left off last time, was identifying exactly what we are so that we can determine what the gap is. So at this next meeting, that's exactly what I think those key people say, this is what we offer and then we're going to take feedback from them as well as you all whoever public to say this is what the gaps are and this is what we would like to see so that we can move forward in determining how we would use to open you a settlement fund. So I will keep you posted on that date. Hopefully I can get a little bit of a call. There's just the other dates. Okay. But since the beginning of the year, the network, the business, working right on that, but opportunity is within virtue. We got a $300,000 grant for us. The also thing is, I know it's not in the budget, but you get a good idea. You know, I can really get additional funds also within the next week. Yeah. On the second, it's going to be continuing again. Yes. For the next. But I'm welcome. No, not that for the brand new pieces of the troll day. That a big steal. I think you said it can't manage your Davis boss. I see you have friends coming in this weekend. And so if you want to give it to him, the world will this weekend, that'd be a good time to know. Yes, sir. I'm fine. I'm here. I can see. OK, at the opioid see, we have revenues, we're now on one, PSAP, but then we have the emergency telephone system and see where it is. I'm going to ask you a question. Any questions about that? Then we have. I'm going to start with the first one. I'm going to start with the first one. I'm going to start with the first one. I'm going to start with the first one. I'm going to start with the first one. I'm going to start with the first one. I'm going to start with the first one. I'm going to start with the first one. I'm going to start with the first one. I'm going to start with the first one. questions. No. Thanks, babe. Okay. This is where we get into our, our debt. In the them. 841. You see interest earned on investments. Again, transfers that we already mentioned. So what stuff on balance appropriated again? He's on the model page 26, you know, I talked about that. Okay, get fun 90 days of it. Did we use to balance the transverse in and out? Right? Yes, not not fun balance from. Not our particular not our underwear or fun You all got to send me a little better and what y'all just see and cuz I don't help me out again 2020 fun 20 has the The revenues that come in that aren't expenditure go into fun balance and when we need to balance the expenditures from the transfer data fund 20 we we use that to balance the. What's fun 20 maybe that'll help me if the. We're. So schools. School of capital reserve fund bounce. I'm going to ask a question if I can. I can go back to the old good. Since we did this budget, we've actually received more funds. I'd like to put the new updated revenues in there. Just $253,000 instead of the 111. So that we have everything that we know only. But. 11 so that we have everything that we know only but It's not changing anything it's just All right, any other questions? Yeah, we want Okay. We won. Finding questions on that services here. Don't pay for 27. I had how much was left to pay off Bertie high school. How much is left to pay off Bertie high school? I would have to go back and work before I had to go. We didn't tell me how much and just said how much we were going to pay. Yeah, that's just the payment to the meeting. From you. I don't know how long it had been budgeted out for. That's the two years. 15 years. Yeah, there was a first one which won't fall in the eight. Save half the payment. And we paid that off. And we saved the payment with different champions. We're on this way. It's way it's set up. I'm glad to provide that to you. I just saw a habit. I'm sorry. Next. Next. Okay. Transfer of fund balances, blah, blah, blah. And then I'm on page 28. Next. You guys give the debt. Next. Dave, give it that. Next. Absolutely. Dave, you guys want to give it that? Yes, I am. 28. I page 29. World center income. Okay. Or should say our phone. All right. We're good there, right? And yes, it's. Yes. Regional water system, sewer, garbage collection phase, blah, blah, blah, blah. So water, yes, so that was right. That pays 30s the revenue to see we have estimating of 2.7. OK. What is the cost or budget for that? The overall budget for that for the next one. But as our cost board, if you're on a little operation, pull up the given date, we still, I think, let's see, because the paperwork I saw earlier, doesn't look like it had gone up. So the cost allocation plan went up. You do the cost of the B and A for where we are like in the water sales revenue, where we are with the expenditures with water. Right for the entire, the entire budget. For all the expenditures? Yes. Okay, so take a minute. Oh no. That's okay. Well, can I ask you a minute. Oh no. That's okay. Well, can I ask you a question? Yes sir. Our budget number is on the word of our farmers. It's 2.646 million. For me, a 4 and 626 million. You talked about for this upcoming fiscal year. Yeah. 25. 2.7. Let me go to 7. Okay, I was looking at number 293 880. All right. Well, we figured the original order number 1 and on 2.6, 2.7. It was 2.7. It was 2.7. Even correct. Yes, sir. All right. So we've gone up basically 100,000. It's going around a little bit. Yes, sir. OK. We're going to do anything and try to recoup that. And we're going to. Because we time we could scale it. Let me explain. It just won't work. Like we do. So again, we could try to work with Ricky to scale it back a little bit. I mean, because basically it's got up 93,000 bucks. It had. Is there any, again, getting back, either we recoup or we scale back, let's do something here to keep it at 2.7? Is there a question? Yeah, if we can do that. I mean, if we can't do that, if we can't do that, I don't want to get a position where it seems like it slips away from us in the middle of the year and also in our cost to go up and we're now losing half of what our profits are all this because this is a business that we've got in line. What do you think is happening? We're going to this because this is because this is because this is because this is because this is because this is because this is because this is because this is because this is because this is because this is because this is because this is because this is because this is because this is because this is because this is because this is because this is because this is because this is because this is because this is because this is because this is because this is because this is because this is because this is because this is because this is because this is because this is because this is because this is because this is because this is because this is because this is because this is We got uniforms which are at 7,000 now and they've gone up from 22 of 140 to 34 to 4,000 24 there 29 51 are now the project to be 7,000 bottles for uniforms 75% increase Exactly the process. The process. The process. The process. The process. The process. The process. The process. The process. The process. The process. The process. The process. The process. The process. The position. And so he did that. So the rest is? Yes, he would. Yes, I think we can say so. Yes, I, yes. Okay. And the other thing is to talk about inflation, you look all the way down here, 21 actuals, 11,000 dollars in chemicals. It's going with 35,000 dollars. Assalamu alaikum. and chemicals. It's going on with $35,000. That's wrong, man. I mean, that's three years and it's $35,000. I mean, I guarantee it's probably during close because of inflation. Thank you, Chris, my friend. I'd say, no, it is my question, but I'm pointing out in the inflation factor, we got there over three years. I mean, my other point is is that we're going to have to raise something there. We can't find something here. Well, I think we got a point. You know, the main is the repairs went from. It's just a test. We're maddies. from just a test in it where it might be, just in place where we're older, we need to raise by that much. Yes sir. If there is no place, if we say there's no place to cut, right, we say that, we don't seem to see it. That makes sense to raise the leverage to comment that with a segment, right? So what would be a squad? Fairly spending a very good. Yeah. Yeah, that balance is somewhere. It's here to date. Which is here to date. The expenditures 2.29 million. This budget is 2.68. All right. 2.299,162 is where you currently at with its expenditures. Okay, and he's got $2,687,700, which it at $388,000 remaining with how many days last? Nine days. Okay, so once I don't decide what revenue. These are revenue. No, these are. Well, yeah, would be every name. No, this is budgeted. Oh, if budgeted, $2.68 million, right? He's expended $2.29 million. He's got $388.00. So you probably got another watch, 60,000 dollars ago. For me, you know, the 60,000 dollars good problem. Get a wrong. Well, I'm 60. You know what? Because you got the worst thing you've got. The hour is coming out. You've got a paycheck coming out this time. I don't forget what day it is. And then... It shouldn't be 400. Yeah, it's made it to... Well, no, we know that. But again, we've got the situation most problems. polls were keeping up these sliding increases and this guy we're in the negative to you. So, so fear of the, that both of the candidates are the exact we know how the same we have. We need the catering. Exactly. And not all of these. Got it. Good. kind of good. You mean the 93. I'm not going to bring it. He's just coming in 300,000 pounds. We are the 88. So you're asking if we can reduce it by 300. We're saying something more than just upgrade even. Right 94 taking 94, whatever would be a break even a requirement. Yes, sir. But that's 300 that he's coming in to the good. Where is my earth? Not quite the bill. Well, I'm talking about increasing price of the water to cover the $94,000 that were losing. From the original budget. that were losing for the original blood. And I've said, I think David said that it's coming in 300,000 followers under the button. Right? Under the button. And take the revenues of there. Was he fully set? Working. You look like that. It's all a good question. Was he fully set? Yeah. He was. Don't tell. Was he fully set? No. He was. He was. He was. Oh, was he. Was he posted? No. He was. He was. He's got one vacant. Yeah, for the most part, but they have to make. That's around 1000,000. What do we do? None is leaving. We can draw from that. Incomer the difference. Make sure I understand your question. You're still not on it. What's your question, Commissioner? We're coming up short. No, no, we're not building up short. We're not coming up short. We're not coming up short. We're not coming up short. We're not coming up short. We're not coming up short. We're not coming up short. We're not coming up short. We're not coming up short. I think that, I'm saying it's, if we're gonna be at, we discovered or determined a few years ago that the cost operator was 2.7. So he wants to just keep it at 2.7 million. Okay, great. My point is that we need to raise to make up that $93,000 that our cost of increase. We had this thing happen, one, you remember this, two years after you came to County and we had the audit and then we found out we're losing. What was it? $200,000 a year of water? Because it doesn't take the three years when you down. You just lost your total profits. Okay, and then you got to make up for what you lost to bring it ahead. Is that not correct, David? Yes, it. Okay. So if we don't keep up it, as it goes up close to $100,000, it only takes two more years when we've lost all of it. So that was the point of make. Do we lift our rates? However that 93% to keep in touch? So can I, I'll get what to Ricky to determine if we can cut 93,000, if not, then we will take a look at it. And then we'll take the increase. All right, that'll be good. He's, as far as revenues go, he is collected. As a, this week, 2,552,000, and he's about 135,000 from the pittings. His revenue is a budgeted, budgeted revenue. And we still have two more pay cycles to go two more billing cycles to go. So it's going to be more than the 93,000. So you're talking probably $130,000. 100% maybe $140,000 in profit, right? 100% profit, fish, right? That'd be close. What I'm guessing? I'd that is going to find that as a budget to cut out. So that's going to be something we're going to have to get into because we have figured about a 12% return with about 300,000 dollars. And that takes up a sample of what that return that was. I understand it. One. So, but I agree with the evidence that my missing is now I think we're going to come in and find out about it. bit of a trigger. I was around $80,000. So what happens to that? I don't know. He's asking a completely different question. But I'm going to get to know. No, no, no, I want you to know. No, because you're going to be coming in on budget. We're going to be cutting his new budget. I said he's supposed to stand unless you can find some reason where I should go out. It would go into the fund balance for the water departments. Keeping in mind, we have a six and a half million dollar project going on. But in the new year, David, if he came in under budget issue about the rent of house, in the new year, I shouldn't budget is both for the same amount, should I? If you were to call the last financial summary I gave you last month, I told you that we were doing really well and we're getting our revenues for the order department. We're collecting it even after the snappy we had, we're getting caught up, we were doing what we had and we looked online to do it. I also told you that Ricky had been doing a really good job of keeping his expenditures down so that during that snappy we wouldn't find any ourselves in a tent. He did a great job. He came in a great job. He gave me $100,000 on the budget. So you're, what's the reason that he needs that parent of the law to begin next year? After payroll is taken out, he'll probably be at about $260,000. What is the wide assumption that he needed to be able to make the most of that? I should only be taking part of that at least part of that all parts, his new expense for the next year. What is that? No, look at it. That gives it to the fund balance, water fund balance in case we have burnt down. Next year, the next year. But you are making an assumption that what he has in his budget for next year is the exact same as he had in the budget for this year. And so you can take off 200 300,000. Tell me where there may be new projects or new. They are in the budgets. You're going to need to bring him in here to ask him. I don't think that's the only way to come. There's already up to 24,000 here. His budget number's already up 9,4,000. Give me that. That's my goal. Not the 200 and whatever. Well, I'm thinking of the difference. Yeah, but that's not it. Yeah. Yeah. Mr. Man, it goes into the water fun bags, correct? The process. Yes, and then some winners are balanced in the water fun balance that helps out. Toes. Sure. Sure. That might have. So we're getting there. I don't know. But John, I'm standing and it goes into the bottom of the portion. But we're talking about, he came in this year that much under, right? So next year, and he had Photoshop, so next year, why is he still putting that in there into his budget? So you're going to be going to be doing well. Right. Right. Right. Right. Right. Right. How do you know? As in it, but unless you bring him in here, unless you bring him in here and talk to him about the lot out of his and his and why he requested what he requested. What you're saying is is that by looking at the numbers, you can say he doesn't need the additional money. But yeah, he did his budget. I'm assuming, I mean, if you'd like me, he did his budget based on what he believes to be the needs for the next fiscal year for Bertie County. And he's got two big projects going on right now. And I would assume, and again, it's the substance on my part, that what he has put in his budget is to address those projects as well as To address the other needs in part. So he has come to the comes in he gets draw come Or the contractors when it's lose the project or something like that before we get funded that money unless we're already Settled that money then we have to pull out the fund balance to pay it We have to get back with you on. Yeah, we have a guy here. We have to get back with you on that. We don't have that figure here right now. There are comments here in the budget that tells you what the increase in certain various line items are. Chemicals are just about trouble. So yes. And that's something that really always talks about is equipment and chemicals. And I'm a post that I think it's a gas sector too. There we go. Can't tell you that, but I mean, I can tell you, but based on what he has here, I mean, clearly we have an increase because of the 3% the 3% increase is also requesting and then to turn a part time position to a full time position. And again, that would just assist with when things happen the way that they did, making sure that meat is can be raised so that veal is can be seen out time like that before you use what this is with that. You see here he has new uniforms, increase. They've left over 85. I'm sorry, come here. We know what came in. I looked like it. But finally, I'm afraid I'm afraid I'm afraid I'm afraid I'm afraid I'm afraid I'm afraid I'm afraid I'm afraid. So do we have $300,000 worth of new investment in this video? $300,000. $300,000. $300,000. $300,000. $300,000. $300,000. $300,000. I'm going to get an advice from him. I'm going to fly there. You. What? To me, that money just goes up to the phone balance. I know. What have you made? I got you. I understand what you're saying. I understand what you're saying. Let me know. I understand. You try to save the $300,000 on his budget. I'm a total of a seed. I are the next. We are saying that he has $300,000 worth of new expenses next in New England. And that's the NP does part. Let me get that one. We're getting to one month. And just to help you out with your comment, David, when you said you're going to penalize somebody for doing a whale on their budget and you're gonna cut just by looking this is where he's requesting. I think you all've done that to other places as well, so be careful. The school system couldn't in 300,000 because they did well on their fun balance and because I mean I'm just saying like you know what you just said is what you're also doing so just be careful with you know all I'm saying is it sounds like the way he's saying this is that it's making it he would able to reduce this budget by $300,000 this year so therefore we are going to make that what it sounds like. Well, no, it'll be pretty clear. He reduced his budget by $300,000. That's a great thing. That's great. If his new expenses for the new year that he's appropriating did not come up to that much, then he does not need to care all of that. That make it easy. Let's say you made $300. Before I would bake that determination, I would want to know what he did in this year's budget to save that $300,000 that he just not purchased certain things that he needed because he was trying to save or did he just not spend it. I mean, that would be something I would need to look at before I get anything else. So the other point though is that we know we're looking at a budget. We're looking at a budget that is not going to grow very much unless we attack citizens. However, you all have included increases in budgets. So that's what the lesson is doing is trying to look to see how we can cut and put some reserve in other places. Yeah, we're. So which acts the heck out of the citizens. It's time to say. So that's why we need to see what the fund balance is before we're informed. Yeah, before we do anything. Okay. Okay. So we're going to. So we're going to. So we're going to. So we're going to. So we're going to. So we're going to. So we're provide information on the fund balance. We'll get with Rick and say, determine whether or not we can. We said I think we probably can reduce the budget at least by 93,000 dollars to keep it at the 2.7. And if not, then we will talk about how to increase. But I feel like we can. I feel like we can reduce this feel like we can reduce it. This is an enterprise fund, correct? It is. So they have to make the money that they need. Absolutely. Right? So yes. Okay. I guess that's the short point. Yeah, that's kind of my point is that that short point. Rex, enterprise fund, state service. Thanks. Thanks. Thanks. Said, do you want to talk about this now, later while we're in the order department? Yeah, we can. OK, so I reached out to our previous finance director to ask him about this because I had no clue just any of this. And basically looking at fiscal year 2000, the four districts that we had district 1, 90, we transferred or lived in borrow 93,000, district 2, 222,000 and district 4, 30,000. But you'll see after that, it's a 2001 district 2, it's given another 174,000 in October of 2001 the district one paid off their loan or paid off the amount they had district two started paying off and district four paid off theirs it took from 2002 to 2007 district two 2 was more funds for transfer to District 2 to allow their use. And then in 2008, they started paying back the loans that they had for 30,797. In 2011, they paid off another 30,000. In 2016, they paid out $855,000 which basically says that now the county owes them 54 cents. So they have paid off everything that they have. There's no money. We should not be expecting anything from them. You did the job. I think it was total glass. It's our total glass award. It was off the glass of water. Okay. It was off the last water. Okay. In 2016. Yeah. That's what they find in water. That's good. So that should put that to rest because we're taking care of that. No, they actually put that. Yeah. Yeah. We wanted it off. We, you know, we took it out of there. Then we decided to go ahead and fight it. So the foot. So there is, you know, there's nothing that any of them owe us anymore. With nobody who gave them the fun, they're against. I like to show you as well. Everything has been paid back. Okay. Okay. That might be. And you're doing something else. Okay. Okay. Next we'll see the defined for purchase that we use the book that is $70,000. That is broken out into us on the phone. Oh, we're paying some sorry. I got a question on like 33 34 I think. Okay. Where are we at with paying the units' salaries back? We are within two. We are working on April and May's right now. We had a problem this week and then really Mack and I were going to work on it to keep on for the rest of the week. So we'll be addressing that on Mondays. We'll have April's and May's taken care of. Is that taxes or sewage because I hear there's a problem with both and I'm there's a sew The sewage I don't know. That was very embarrassing. I heard about that. It's not happening. I look into it. I don't know that. I didn't know it's really hard. All right. And then there's the taxes and the vehicle deck parts for intake care. All right. That's the fact that I choose the which we use. It's still working with a crossbow reimbursement that are still on the extended period of the county. Sorry. The money that we owe them, if it does not get in, so they haven't deposited, right? Do they still, is that their digital grace period after the fiscal year that they still can count it? Yes. So it's not going to be a damn, they're such not by the end. They will work some of them to make it get by them in the 15th year. They will come some of that maybe it's about 15 years. They will come on short. It's not happening. We don't get some of the last ones in until after June 30th. And so it's some like a 45 day grace. Some others just getting payment sometime. You know, let's do a better job of that. Well, some of it comes in and through quarterly installments. So we can't pay it until we get the money in So I think they asked for it in March. We don't get it until April. We can't do anything about it until we get. 35. I was the governor. 35. I'll be careful of my manager. 1000 filters because of the bond go bad and bondsman had to pay that bond for but he has the person. 36 of them. Next. Okay. All right. Now. I'm going to go to the next slide. I'm going to go to the next slide. I'm going to go to the next slide. I'm going to go to the next slide. I'm going to go to the next slide. I'm going to go to the next slide. I'm going to go to the next slide. I'm going to go to the next slide. I'm going to go to the next slide. I'm going to go to the next slide. I'm going to go to the We need to address. It's sir. Thank you. Helpful to you. A very quick recap and to discuss plans for finalized plans for adoption. So, right now, we have to let us work session. So, our next meeting will be, we'll go for the award, when is it? And that would be our regular meeting. We'll have comment and public comment until we have, you know, work or talent business. So, do we feel like we're at a point for years that we would have to, we're gonna come to something that need to be finalized or need to have a decision, we're doing that meeting. We have to schedule another meeting. So we're gonna go to the little table again. So let's schedule another meeting to finalize it. So that can be adopted for the 26th 26 or either I mean take us to weekend. I mean, ship 26 every week. You have to make sure it's approved by you. But Tuesday. The key time. Okay, now what you're going to do is give us a little printout. Yes, sir. You do that. Okay, with the changes. Yes. Thanks. And we talked about the school again. Yes, we do. I mean, all of the items, you know, that we just just think whatever the board wants to put back in, which is needed. No, so they'll put it back in. I don't, you know, we're now. Let me just first, really put up with this for us. Any kind of thing. If you're running out of it, running out of it. I'm afraid I'm a little bit too. I see. I see. It's It's Shandha Are for me to tell you I mean I think we're okay. I saw for me to tell you when we have to go back in new things like the Make adjustments like taking out the one anyone when it's got a big several different line items So we have to do some work on the antique position figure out that's gonna fake the essence budget as well as a taste budget to do some work on the ad team position and figure out that's gonna make the assess the budget as well in the satis budget. Also, you have those things settled, so we just see that and know what we are. They're really doing it. I think we're trying to get on. Okay, well I'm coming up with, I'm there too. Listen, well I'm coming up with this forest to town without escaping, because the non-mergency and for what it was, it was 180 to 155. We had 9,000 for something else to give what it was. Okay, we got 20,000 for DSS savings since we were all split, but I figured, low. Okay, okay. All right. There was $9,000 or something that it right there when it was. We had to take $50,000 out or something. Another 10 plus $51,000. That was going to scratch each other out. I've got a $215,000, $215,000, $350,000. But what are you going to get in the hole? You're getting the hole. Yeah, we're getting the whole person, but we're saving half of the book. Sorry. Sorry. But only through your DNA. Yes, yes. Well, you got personal stuff like that's gonna go on all the way up. But we had all of it in the back first. But maybe I have a guy that we're at the end. I just wrote down the solid. Not some guys guy. Sure, no one made a one came from not. So it did, but we had to change that because we wanted to 3771 instead of 742 so that it took 30,000 off of it. Okay. So that's pretty much what we ended up at $1.8, $1.50, but instead of $1.80. Okay. $1.85, all right? So it's your clear. Good job, Paul from the IT budget? I did, yes. And that's full of only $20,000. I didn't pull the full amount, okay? On full 20, because it made, you know, just by the I mean, sir, I got you. So I came up with 215,000, $3,500, and say, now, you guys are going to check the water fund balance, correct, for what our fund balance is in there. It's a guy that we possibly can do something with the overshed we have. OK. If that all makes sense to you guys. And so this is a what percent increase on taxes that you're proposing? 4.5. 4.5. And so the tax increase and then you got how much raise for everybody? 3%, which is how much? About practically 300,000. So 2% would be 207,000. If we decrease that, everybody could still get a raise and you would still have money. OK, just keep an options on the table. Absolutely, but you should. Because we'll go a little bit, because we're still, right? Although it's real. When you do the work, but we make my new Tuesday, Tuesday's the problem. Give me time to do work, and just add up the submissions. Jack only Tuesday. I was going to suggest that perhaps we move the budget up today. I mean, yes, I think so. I think it would be possibly maybe have a work session on Wednesday instead of the regular meeting and move the regular meeting to the 28. Okay, so we're going to have a budget work session on the 26th. Just recommending that because again, if we do it on Monday and Tuesday, what Monday doesn't give us any because it's Friday, almost at 3.30. We can give us a. Any town to do. No, no, no, no, no, I agree. Not if we recess Not for now if you recess no, so okay, let's say Budget adoption yeah for the regular so not for the work session for the regular meeting Yes, we could we would we could advertise for that. Okay, let's recap The 26th was gonna be regular meeting where we have the budget adoption also, correct? All right, now you want to move. I'm just going to have a work session, correct? Yes. Okay, let me change that real quick. Is it, Senior? A budget work session, what I'm saying. That's a big time. That's a big time. As it has been. That's on the 26th. Then you'd like to do the budget adoption on Friday, June 28th, June 28th? Six o'clock. So, is that the best time to do it on a Friday evening? If you ask, if you actually want people to come out? I was, I was, we're perverse six o'clock. So it's, well, I just met Friday is more what I was talking about. Friday evening, I don't maybe nobody's gonna come at all. I don't know. I was just saying Friday at six o'clock. I think the last thing they're going to do is come to a budget meeting that want to start their weekend. So that's why I'm mentioning that. To the clock. Right. Do I did it to the clock. It's on right. Do you move it to Thursday where I just didn't think Friday is a good meeting night for people to want to come to? Okay, do we want to Thursday Friday? Well Thursday is 6 o'clock. There's a hurricane for parents. And that's it. I can't do Thursday. Just kidding. You can or you cannot. I cannot. Okay, so we're back in Friday. Yeah, we want to do 10 a.m. or do six p.m. Yeah, we want to go six p. And it's okay. And again, I'm a very good. I can't we haven't. Yeah, sir. It's good for me. You know, being a podigers, pulling toenails all the time, you don't do all. Okay. And we know it's nice at six then. It starts about. I agree. We're going to do another five. Which I'm going to do. I'm going to do a third of your mind. I say I'll be good. I say I'll be good. I say I'll be good. I'm good. I'm good. I'm going to give you the odds of time. And that's the question now. We don't know how long we've got to meet on Wednesday. And if it goes like it, then hopefully we'll not go like it today. But if it did, it doesn't leave us a whole lot of time to be prepared for 10 o'clock meeting. No, I can't. I can't. I can't. I just want to try to eat this. I can't. I can Friday morning, I'm good with that. So when is the entrought to attend? Okay, we need emotional. Let me just want to, you know, to read it now. That is the standard. You've got to re-evertie us. Yes. So the board will make, I make a motion for us to a man-led meeting call for the board of commissioners and I will advertise that. I think you have. Okay. All right. I'm back. We're back to the well-offer out at 10 a.m. And that's budget adoption, correct? Yes, sir. What was that, tell one thing? We have worked this time. All right. Let's go over this real quick. Again. Just to make sure we're at. All right. will grab. Alright June 26th we're coming back to me again correct. Yes sir. Time for work session correct. 10 o'clock and it's 10 a.m. correct. Yes sir. Okay. The 27th, we have any issues with the 26th, you guys, bill of fixes on the 26th and the 27th. Correct? Yes sir. Okay. Then the 28th, we're going to have the budget adoption at 10 a.m. correct? Yes sir. Okay. All right. Well my numbers became over 215,000 a little bit of change. We know they can alter one way or the other. Okay, we'll get that. But we need to drop back to the school situation real quick and redo that as far as it was recommended that the school budget be cut by 300 correct. That's correct. And, guys, there's a motion to keep the school budget words at. And 3 million, 27,000 are changed. So, I made the motion. Mr. Chairman, that we keep the school budget, 2 million, 27,000. It should be motion meeting. We keep it until we vote on budget, which is we vote as a whole. But I mean, then we vote on budget. Well, I think he's he's got to turn around and make the budget. We're about to get that. But we got to know that we are doing that. We're putting it. We're making come back. Say we need another penny. So we don't need a motion that we just doing that. We're putting it, we're making it come back, say we need another penny. So we don't need a motion that we just need to tell him, don't touch the, just leave this stuff alone. I just need much, I just, I'm all on the same tape, so I just need to consider, I need to know from majority that that's what you do. Yes. So we don't have to be, we don't have to be, we don't have to be, we don't have to be a meeting. It doesn't have to be a meeting. It doesn't have to be a meeting. It doesn't have to be a meeting. It doesn't have to be a meeting. It doesn't have to be a meeting. It doesn't have to be a meeting. It doesn't have to be a meeting. It doesn't have to be a meeting. It doesn't have to be a meeting. It doesn't have to be a meeting. It motion on is to amend the commissioner's meeting calendar to reflect the dates that we just discussed. So, again, I'm going to get this motion from Mr. Balon. Yes, sir. Say goodbye. Mr. Wesson, all of the members say aye. Aye. Look, guys, now we're going to reconvene to the next meeting. Oh, no. Look, guys. Well, I think I'm in the calendar. You can see. We're going to make a motion to adjourn. adjourn. So why? Thank you. Well, thank you. Oh, say, I. I think.