Thank you mayor recording. I'd like to call this meeting of the John Street City Council work session to order this July 8th at 501. Thank you. Would you leave the pledge? Allegiance to the flag of the United States of America and to the development of the state's One Nation under God in the and liberty and justice around. Mayors remarks? None. Hope everyone had a good, I want to send my camera to see each other a while. Thank you. The first item under strategic priorities is the fiscal year 25 budget presentation. Are you kicking us off? I think all just fantastic. I'll make a brief presentation and then hand it over to. Okay, thank you, Mayor. So the folks that just been handed out to you. And so the proposed 2025 budget continues our city's investment to propel our community forward. Revenues and expenditures are balanced at $78,644,000. Regarding revenues, FY 2025 revenues are down by 2% compared to 2024. This is driven by an anticipated $2 million decrease in the city's largest revenue source. Local option sales tax are lost. The 2023 renegotiations of the split of lost revenues with the county resulted in a smaller percentage of sales tax revenues being received by the city. Additionally, rather than continued significant growth in overall sales tax revenue, the overall amount of sales tax revenues experience only modest growth in 24 and its forecast be flat in 25. The city's second largest revenue source is property taxes. In fiscal year 2025, the budget has been developed based on a rollback milled rate of 3.516. Regarding expenditures, the 2025 operational expenditures rise by 11% compared to 2024. The growth in operational expenditures is driven by six personal additions for public safety and rising health care costs for city employees. Four of the new positions are in the police department. The new, the two new crime suppression officers, one new criminal investigations division detective, and one new intelligence officer, were all outlined in the police department multi-year plan presented in the spring of 2024. The final two positions are in the municipal court for the En sourcing of probation services, which is anticipated to improve customer service and reduce recidivism. In terms of health care costs, premiums are very unfortunately anticipated to rise by 73% based on preliminary projections from our broker. This increases indicative of both general industry increases as well as our claims history specific to the City of John's Creek. As we discuss last November during the renewal of the city's health insurance, the city's health insurance provider has paid out millions more in claims and the city has paid in premiums over the last three years. It is unlikely any other provider will provide services at a more affordable rate. In terms of financial impact, the projected rise in health care costs is an increase of $2.8 million over the previous year to provide the same health insurance coverage for our city employees. to provide the same health insurance coverage for our city employees. Capital projects. Despite the decrease in sales tax revenues and rising operational costs, the 2025 budget still provides for significant capital investments to provide for improvements to our community based on the strategic priorities of the City Council. In May 2024, the City Council adopted a capital improvement plan, or CIP, to set the priorities for capital investments over the next five years. The City Council unanimously supported the construction of the replacement for fire station 63 and the police sub-station as the top priority. The City Council also reached consensus that any FY 2024 surplus would go to this top priority and adjusted the budget policy to allow for the use of previously collected funds in the property tax milled rate stabilization fund. Or PT MRS. or PT MRS. Between the funds allocated in 24, the 924 surplus, the PT MRS, and the remaining funds needed to fully fund construction are allocated in the proposed 25 budget. Additionally, the 25 budget provides for the four new vehicles needed for each of the new police department positions. Which by the way is the second highest prioritize project in the capital improvement plan. Additionally, the budget continues investments to our park facilities. As outlined in the parks master plan, prioritize projects for 25 include the Audrey Mill Mill Nature Preserve, Animal Habitat Relocation, OC Park Replacement of the Baseball Field Quad Lighting, OC Park Common Area Renovations, Shake Rag Park Nature Trail Improvements, and Colley Creek Park, OC Park, and Shake Rag Park Wayfinding Signage. Now regarding transportation projects. The 25 budget also continues the more than 26 projects there are at various stages of development, presently being funded by the transportation local option sales tax or teasplost. A few of the projects included in construction for 25 are Jones Bridge Road, the Sargent Douglas Intersection intersection improvement along Jones, Abbott's bridge road from Parsons to Primrose Parkway, which addresses safety, improves traffic flow, and adds sidewalks and turnlans for neighborhood access. For equipment and vehicles, the 25 budget continues to set aside for the replacement of essential equipment and vehicles. The 14 public safety vehicle schedule for replacement in 25 are provided for by the proposed 25 budget. Additionally, just over 1.5 million of essential equipment used by police fire and the information technology system used across all city departments are provided for in this budget. All City Departments are provided for in this budget. In summary, the fiscal year 2025 budget is aligned with the City Council's strategic priorities. The fiscal year 25 budget continues to advance all of our strategic priorities with the most significant areas of focus, as seen in the personnel additions and highlighted capital projects in public safety and in our recreation and park system. The full 25 budget will be posted online and available at City Hall for review. The full 25 budget includes both summary and detail information for each operating department and fund. Discussion to finalize the details of the 25 budget is anticipated to take place as part of our work sessions on July 29th and August 19th. Public hearings are scheduled to take place as part of the council meeting schedule for July 29th and September 9th. After incorporating any changes supported by all of you, by majority of the council, the final 25 budget is anticipated to be adopted as part of the September 9th, 2024 council meeting. And with that, I now pass the baton. I think this is a good budget and I know that all of you will help make it an even better one. And so with that, Mr. Director. Thank you Mr. Mayor, members of the council. So as you've mentioned to our listening audience that this budget will be available on the city's website, we're working with our communications department to make that happen as quickly as possible. And also there is a copy available in the lobby of City Hall. So tonight's presentation kind of go over in this format again reviewing FY 2024, focusing our discussion on our top 10 revenues in the expenditures year to day. We'll talk a little bit about the 2025 budget process, highlight a few things in the 25 budget. Most of that has been summarized in the mayor's budget message, which is contained in your document. So there won't be the traditional bullet points contained in the PowerPoint as we've seen in the mayor's budget message, which is contained in your document. So there won't be the traditional bullet points contained in the PowerPoint as we've seen in the past. I'll then walk you through a series of numbers giving comparisons to prior fiscal years and then again conclude with the next steps as we move forward in this process. So when we look at the cities top 10 revenue sources, they're projected to come in collectively about 2% under budget. When we look at insurance premium tax, this is something that's received annually. What we're seeing there is, and we've set the FY2024 projection to be at least consistent with what we've received in fiscal year 2023. So that's providing an increase of about 513,000 in the FY 2024 budget. To offset, sorry, then on the performing better than projected, also is interest earnings. Interest earnings when we developed the FY 2024 budget, we developed it, assuming about a 3.5% interest earnings rate, and we've actually earned in the range of 4.09, sometimes 5.38 with Georgia Fund 1 in this current fiscal year. So the interest earnings have been better than projected. Those two items are what's providing us a soft cushion for some of the things that we're seeing on the reversed. The mayor's already talked about the local option sales tax and we are seeing a correspondence with not only the decrease in the allocation, but also the overall pool amount that's being divided about Fulton County. We're seeing decreases on that as well. It is not a continued decrease in the sense of continued same pattern one month. It's up the next month it's down one month. It might perform a little bit better than the previous. So it's a series of spikes, but the consistency is of course, both with the pool amount, as well as the allocation amount that's being distributed to the city of John's Creek. With motor vehicle TavT, what we're seeing there is we assumed about a 5% increase for the revenue projections based on historical trends. And while we've received a slight year of a year increase a little bit less than 2% as of April 30th, we're not seeing that moving forward. I guess people have reached a point where they've saturated themselves with vehicle purchases. So that's probably going to return back to some level of normalcy. As well as then, alcoholic beverage, excise tax. That one is trending very close to the budget right now. So we don't anticipate a very large shortfall in this coming fiscal year. But when you see in the budget binder, you do see the comparison of the annualized revenues compared to the FY 2024 revised budget. And we've just called out for you the two that are performing better than projections and then the top three that are performing a little bit less than projections. One of the things that staff continues to do as we move forward through this budget development process is we do look at all of the top 10 revenues on a monthly basis. And we will provide periodic updates to this council as well as to our city manager's office. And any substantive changes that can be brought in as part of the budget process will look for direction to do so. When we look at general fund revenues at the bottom line projected about 1.6 million under budget, what we're seeing on the expenditure side, we asked all of our departments to take a very good look at their budgets as a part of the 2025 budget development process. Also take a look at where they might be projected to end the fiscal year 2024. We're projected to have a savings on the expenditure side of about 2.3 million or 4.1 under budget. That's largely coming from our police and fire, which I'm surprised those are two of the largest department budgets in the operating budget. But then also they've got a number of vacancies that may have trended for a large portion of the year that's contributing to that. And then the city clerk's office actually made the list this year because we've got a number of election expenses that are not going to be utilized in the FY 2024. So bottom line collectively about 2.3 expenditure savings offset by 1.6 of under run. We're looking at a projected surplus this year of about 700,000. And as the mayor talked in his introductory remarks, we have programmed any of the projected surplus to go towards funding the fire station. So that's been considered as a part of the FY 2025 budget development process. And then of course, as we've done in the past FY2024 then serves as our base year for both revenue projections for the upcoming fiscal year 2025 as well as the expenditure side. On this slide I've talked about I'm talking about the FY2024 and the unassigned fund balance. So I want to call to your attention the city's financial success directly connected to our unassigned fund balance or the general fund unassigned fund balance. There are three components that will comprise the fund balance on a going forward basis. And this is reflective of the last revision that was done to the budget policy. In the direction of revising the budget policy, council gave direction to carve out the cash flow stabilization. So we're going to move that into an assigned category of the general fund that will take council action that will be coming to you within the next couple of work sessions, but it will be an assignment of the general fund going forward. So then when we present the financial statements at the end of the year, you'll see an unassigned fund balance that has a modified number that primarily accounts for these three components. The cash reserve requirement, which is tied to three months of the operating expense, and we'll show you both where we're projected to end this year, and then we'll show you what that adjusted base will be based on the FY 2025 proposed budget. If there is any remaining funding in the military stabilization that would be accounted for in this unassigned category, and then the third component would be the excess or shortfall. A lot of times referred to as our rainy day fund, your piggy bank fund contingency for unforeseen expenditures or emergencies would be the third part. So when we talk about the NSIne fund balance, we start with 2022 audited numbers 32 million. We're projecting to end this, we have fiscal year 2023, we ended at 30.4 million. And we're projecting to end fiscal year 2024 at 30.4 million. Again, because any of the projected surplus is being programmed towards the Fire Station capital project. So on this slide, I've shown you now, notice there's the absence of the unassigned fund balance for cash flow stabilization. We'll show the 14.4 three month reserve requirement, which is based on the expenditure level in this current year adopted budget. Millidrate stabilization has a little over a million dollars in it, and you have an excess shortfall of 1.3 million in that remaining general fund unassigned fund balance. Collectively, that totals the 16.8 million. As we move forward, we talk a little bit about the budget development process. The order of your book, you've received your book. In heart copy, and we've also emailed it to you as well. So you have either version to navigate your way through as we move forward in the FY 2025 budget development process. I won't spend a lot of time here, but I've captured this information for persons that might be viewing it for the first time online. This is the order of the book. It follows exactly whether you're looking at the electronic version or the hard copy. Under the green tabs is an overall summary, the budget message, general fund summary, and then themary for the top 10 revenue sources with a lot of detail that talk about where those revenues are derived. And then we also conclude that section with personnel where we give you a highlight of the authorized positions, any personal additions that are being added, as well as those are being described in any personal variance analysis is also contained in that first green tab. Then when you get into the blue pages, that's where the department summaries and then all of the individual budgets for each of the operating department's follows. When you get into the yellow tab, the yellow tab contains capital projects and enhancements as well as our three accrual funds. The capital, I'm sorry, the infrastructure maintenance accrual fund, our equipment accrual fund as well as the vehicle replacement fund. When you get into the red tabs, that's where it tends to be other funds. That starts with park bonds. We continue to include this at the part of the budget process until all of those funds are fully spent. Then we have two funds that are being included. There's a narrative on T-splot one, just because we have to continue that until those funds are fully extended on the projects that they've been appropriated for. And then there is a summary of all of the other funds and then the debt service funds. And then the final tab is a copy of the previously adopted five year capital plan that was approved just a few months ago. So the budget development process for our listening audience, it starts with department request being entered into our Munis ERP system. All of that information is consolidated into an initial draft. Finance works with the city manager's Office to prepare a balanced budget according to Council direction. This usually occurs around the months of April to June. That budget is then presented from the City Manager to the mayor, and then the mayor provides his proposed budget. That's what's being presented tonight to the Council in the month of July. Council has the opportunity to review and make adjustments if necessary. We'll conduct public hearings and I'll share those dates a little bit later. And the goal is to adopt the budget at the first meeting in September. FY2024 revenues year to date were analyzed this year because of the budget calendar. We were able to pick up one additional month, so we actually analyzed everything through the April 30th, 2024 timeframe. Projections for 2025 considered historical growth, the current year performance to date, and then assumptions, economic assumptions that we could, anything that we could get our hands on. We've included those assumptions for the future. In the budget book, the revenue tab, third page, has a summary of all of the revenues. And then again, I've mentioned detail sheets for each of the top ten revenues describing the mechanics of each of the revenues, the current rates, and then projections for fiscal year 2024. We've also included graphs in there that will show you what the prior year actuals were, the annualized projections for the current year as well as then the projection for 2025. Personnel expenditures, personnel expenditures, we've provided for salary, merit increase of 3.3 for general employees, as well as a COLA of 3.3% that is tied to the CPI year-to-year index increase for the Atlanta area according to budget policy. We'll revisit that and benchmark it again around the June timeframe once that information is made available. And that will be folded in necessary before the budget is adopted as the final version. The budget book also under the fourth tab provides you an overview of the authorized positions and then any variance analysis with benefit related assumptions. That's where you will see the information that the mayor talked about, the projected increase to our health benefit for all of the city employees. The FY2024 under operations, so 2024 was used as a base. And of course, we went line on by line as we have done for the last couple of years. Looking for opportunities to reduce costs and to realign things with current year projections as necessary and then moving forward. Department projections also were entered by quantity and unit costs using central budget module within our Munis ERP system. And then all of that information is summarized. Department notables are provided for any changes on a light item that's $1,000 in above as footnotes for each of the departments in their department budget. Capital projects, new position requests, not recommended for funding are listed in this section for reference. And then the budget book contains detailed information on the projects that are being proposed within this section. And a lot of this stuff follows and is certainly an alignment with the five year capital plan that was adopted by council. So there's consistent information there. Infrastructure maintenance accrual. When we, when you take a look at the Infrastructure Maintenance Accrual section, you will see the FY 2025 contributions have been reallocated or recalibrated if you might want to consider that word. Taking into consideration the following factors. We looked at each of the components and looked at their accumulated fund balance. What projected inflation might be for the upcoming year and then future year funding levels. There is a very detailed description for each of the infrastructural cruel funds that talks about the change to funding the infrastructural cruel fund on a going forward basis and the thoughts behind that. So once you have the opportunity to read that I'm sure we'll have future discussion in a future work session. The FY 2025 contributions for fire stations as well as City Hall, both of those are consistent with the completed reserve study that we have from just two years ago. And then maintenance of cruel funds, again we've got historical context in the description of each of the proposed uses for the projects that are being recommended in the upcoming 2025 budget. Quipment of Cruel Fund, this follows the methodology for annual contributions. We've adjusted each of those for the current replacement cost as well as then projecting for inflationary cost. We've added where there are additional components and we call that out if there are any new components that need to be captured and set aside as far as for future accruals. And all of that information is shown in the third yellow tab, as well as the hand in the out of the investment. Meaning the capital projects that are being proposed for the upcoming 2025 year. There we go. So vehicle replacement. Vehicle replacement, we've looked at the methodology for the annual contributions and we recognize that there's some work to be done there. The vehicle replacement, we've recalibrated it to reflect current year dollars and then provided a mechanism to keep pace with future cost. The amount that would be required to be contributed in the current fiscal year to bring that whole is not sustainable. So what we've done is we've developed a progressive plan to kind of bring us in compliance with that. But according to available resources, those contributions have been recalibrated in the FY2025 year, and we'll continue to make progress on those. All of those do have a bottom line positive balance, so we're not in a situation where we don't have money to replace future vehicles. It would be in the far out years that we need to kind of keep pace with the recalibrated amounts in order to make sure that the funds are there. Then the other sections, which is the red tabs in the book, park bond, T-sploss, we call out the T-sploss two projects that are being funded in the FY 2025 year. And then you'll see the summary of all of the other funds for C's asset, forfeiture, state, confiscated, E911, L-MIG, as well as the hotel, motel, tree replacement, and then the stormwater fund. And then the debt service fund is also included for both City Hall and the Parks Bond project. The City Manager's approach to balancing the budget follows the following protocol. Basically look to fund for needs first. We make sure that we consider and take care of all of our debt obligations. And then fund all of our current level of service in terms of personnel and operations. Anything above and beyond that comes after we fund adequately all of our cruel funds. Consistent with the direction given from this council we take care of current assets first before we then introduce anything under the enhancements, capital, or new positions category. So it is that three tiered approach that provides the City Manager a balanced budget that's presented to the mayor. Mayor takes the opportunity to review the budget and then present it to Council tonight. So during the mayor's review, we talk with him about the revenue estimates and the assumptions behind those revenue estimates allow him to ask additional questions, refine the revenue estimates where appropriate. We've also allowed, and he has given feedback and input on the operations as well, focusing on significant variances or changes year over year, providing explanation. And in some cases, clarifying making a more clear projected expenditures on a going forward basis. All of the accrual funds and then the proposed projects coming out of the accrual funds have been reviewed in detail with the mayor as well, along with the capital enhancements and then all of the positions that are being proposed for funding as a part of the FY 2025 budget process. So budget highlights, again for our listening audience, the importance of an adopted budget. It is our opportunity to share with the residents, as well as internally with the department, the priorities that the council has for the upcoming fiscal year. It shows where we are allocating our resources, provides us with a spending plan, and internally in finance, it allows us to monitor then the adopted spending plan on a monthly basis to see where budget versus actuals are trending and where they're projected to end. We provide updates with significant milestones. We do it on a monthly basis where reports are provided to the council with any explanations for variances or large variances, and then take an opportunity to kind of review this on a mid-year basis and adjust accordingly if necessary. Namely, the importance of a budget is to your game plan for your financial security. The FY 2025 proposed budget is balanced, $78,648,64790, and journal fund revenues and other sources provide the dollars to then provide for the expenditures in the upcoming fiscal year. Mayor has already mentioned this, is it is about a 2% decrease when you compare it to fiscal year 2024. Two of our largest revenue sources, local option sales tax, provides 36% of the revenue base, and then property tax provides 29% of the revenue base. On the expenditure side, personnel expenditures are count for about 64% and then operations is 36%. The other funds collectively totaled $12.4 million for the upcoming fiscal year 2025. And the budget message again details and talks about the investments that are needed to propel our community forward. So I'm encouraging everyone again to read the budget message. There's more detail that's shared there as far as all of the primary and focus of the mayor. This is where the numbers piece is provided on a graphic presentation for you. This pie chart shows the 7.8, 644, 790, and projected revenue. 36% coming from local option sales tax. 29% of that coming from property tax. Local option sales tax is projected to be 27.5 million this year. That is a decrease of 2 million when you compare it to the FY 2024 budget. But again, that is recognizing that we're seeing the resetting of the lost revenue base, both at the county level. And then we take into consideration the revised allocation that will take effect. Mid this budget, it takes effect every January. For the receipts of January is when that revised allocation will kick in. And then property tax, the mayor has mentioned to you that the property tax that's mentioned in the FY 2025 budget is based on the rollback rate that was provided at 3.516. We did assume a smaller growth for 2025 than we did for 2024. We call, latter part of our discussions for FY 2024, Council gave direction to assume a $200 million growth to the digest. But when we looked at the composition of where the change is coming from, we thought it prudent to revise that back to $70 million, assume growth for the FY 2025 year. Because the majority of the growth in the tax digest comes from reassessments. It does not come from new growth. And as we have future discussions on that, I'm sure I can delve a little bit more into that detail. The other remaining pieces are highlighted on this chart, but again, the two revenue sources that I called out account for about 65% of our revenue base. And then the top 10 revenues account for roughly 92% of the overall base. So as staff continues to monitor the top 10, we're getting a pretty firm benchmark, if you will, on where our revenue base will not only come in in the FY 2024 year, but it's also a good indicator for the upcoming 2025 year. also a good indicator for the upcoming 2025 year. This chart shows you on an annual basis comparing FY23 to 24 and then 2025. We've highlighted for you according to the different revenue sources. This is the top 10 where the actuals were for 22, where they're projected to end. 24 is the blue bar in the middle and then the projections that we're seeing for 2025. So you can see that they're relatively flat if you look at the top two which are our largest revenue sources. Very little movement between the blue bar and the green bar when you compare where we're thinking we're going to end 24 and where we will end 2025. We're thinking we're going to end 24 and where we will end 2025. General fund expenditures are summarized then on this bar. The general fund expenditures can be divided into two broad categories, operating budget as well as then operating transfers. Within the operating budget, you've got personnel accounting for 53% or roughly $41.4 million of the FY 2025 budget. And then operations is the remaining 29% or 23.1 million of the proposed budget for fiscal year 2025. Then that remaining 8%, which is, I'm sorry, the remaining, more than 8%. The remaining per se 18% is capital enhancements, and then you've got all of the contributions to iron infrastructure maintenance accruals, and then the equipment accrual and the vehicle accrual. All of that information is detailed in the budget book. The expenditure comparison here, three bar charts showing you FY 2023, The expenditure comparison here, three bar charts showing you FY 2023, actuals where we're projecting to end 2024 a little bit under what our actuals were. We're projecting to end 2024 roughly around 76.8 million. And then the proposed amount for fiscal year 2025 is 78.6 million. On this bar chart, we show you all of the departments, police and fire, 28 and 26% respectively, or about 54% of the department expenditures. Public works is the next one coming in on around 11%, and then all of the others collectively are 35% of the proposed FY 2025 budget. You see on this chart that they mostly are consistent collectively are 35% of the proposed FY 2025 budget. You see on this chart that they mostly are consistent and they're level over the last three years. Again, when you look at the police department budget, because we now have several positions that are being proposed as a part of the FY 2025 budget process. That's where you see and that accounts for most of the difference that you see when you compare where we're projected to end 2024 and with the proposed budget is for 2025. Largely due to that investment in public safety. Capital enhancements represent about 10% of the FY 2025 proposed budget or 7.7 million. 25 proposed budget or 7.7 million. That 7.7 million is being proposed as follows. There's an additional 7.3 million being funded towards the fire station number 63 slash police substation. So that funding along with what has already been programmed in the FY 2024 and the projected surplus from 2025 will get us to full funding for the fire station as a part of the FY 2025 budget process. Also captured in the capital and enhancements piece are the four new vehicles that are being suggested for the police officers. There's two crimes, suppression officers and then there is a detective and then an intelligence officer. All of those will have vehicles in the FY 2025 year. And then lastly, there's very good detail on the wellness initiative that we will launch as a part of the FY 2025 budget process in an effort to get a better control and a better handle on reducing our health investments on a going forward basis to kind of see if we can turn the tide. This is not something that's unique to the city of Johns Creek. I was at a conference just a few weeks ago and people all over the nation are dealing with this and they're dealing with the same way that we are. That's just one of the suggested strategies. You got to get a wellness person dedicated, focused on this to help your employees get healthy. And you will reap the benefits of it, but you've got to invest money in the beginning in order to kind of reap those benefits on the tail end. The new personnel that are being requested and funded in the budget are listed here. The mayor talked about all of these in his introductory remarks, so I won't go over them. For in police and then to in court by in-housing our probation services. So we would have a probation manager and a probation officer. Positions are being funded there, but then there's also a slight increase in revenue as that's anticipated to provide a nominal increase to preparation services revenue. So we're seeing that being offset on the revenue projections. When we talk about the accrual funds, they're accounting for roughly 8% of the general fund budget. Infrastructure maintenance accrual, we're setting aside 3.3 million, equipment 1.6 and then 1.5 in vehicle. On this slide, you see the contribution amounts. I talked about as resetting the contribution amounts in the FY 2025 budget process. I would encourage you again to read the narrative on that that explains why we're seeing if you will have returned to the fund balance because we're recognizing contributions that have been made in previous years. And as I forestated, all of them are projected to end with a positive fund balance on the right side of this chart. You see each of those subcategories has a positive fund balance collectively at the end of the year with an investment of 3.3 million in 2025. Projects of 8 million, 15, we still will end in the infrastructure maintenance accrual fund with a fund balance of 25.5 million. Similar story, when you look at the equipment replacement fund, we have contributions of 1.570846 in the current fiscal year. Projects tolling roughly 1.4 million in 2025, and we would end with a fund balance of around 1.7 million. And then lastly, with the vehicle replacement fund, again, we've done some recalibration there. The contributions are increased from prior year, so we've seen 1.4 million going in projects being funded. This is 14 police vehicles that are planned replacements in the FY 2025 year coming out of the police vehicles. It gets us to slightly closer to having a positive balance with police, but again, when you focus on the bottom line of the fund balance, the vehicle replacement fund is positive 1.3 million projected at the end of 2025. And it will be future year progressions that will help us right size the allocation for police vehicles. Then all of this information then gets you to where you would project to end the FY 2025 with the budget as presented. 16.8 million, very similar number because we're not projecting to increase the budget. This is a balanced budget where revenues are equaling expenditures. What is going to change is the characterization of that fund balance at the end of the year. So the three month reserve requirement would increase to 16.1 million based on the adopted 2025 budget process. The millage rate stabilization would be reduced to zero because we're using the million that have been accumulated as a fiscal year 23. As a part of the revenue that's coming into the budget for 2025. No surplus at the end of the year means it does not go through the meat grinder, so there's no future allocation in this year to milliterate stabilization. So then that would leave the remaining piece, the excess shortfall of about 0.7 million, combined total of 16.8 million at the end of this 2025 budget as proposed. Teas Plus projects there are 13.057 projects being proposed as part of the FY 2025 budget. In these broad categories, bridges, landscapes, streetscape, operations and safety and pedestrian and bike improvements. A lot of the detail as far as the specific projects are detailed in the budget message. And then lastly, I'll end on this slide, which is the other funds. All of the other funds are balanced with current year revenues, either equaling current year expenditures, or if there isn't a fund, there is not a project that is identified, then the revenue is projected to go into fund balance, probably in the case of the Tree Replacement Fund. $20,000 is just kind of a normal guesstimate, if you will, if a development triggers the contribution to the Tree Replacement Fund. We found it prudent to include the revenue as a projection that way we don't have to come and ask for a budget amendment. And unless there is a project that is identified and approved by Council, it will go to fund balance for future year programming. So all of our other funds collectively total 12.4 million, all of those would be part of the budget adoption when we move forward in September. would be part of the budget adoption when we move forward in September. The next steps will be on the 29th is our first scheduled public hearing on the budget during our evening session. There's the opportunity to discuss and refine it more after you've had time to digest tonight's presentation in the work session. And then we also have another opportunity to discuss on the August 19th work session. The goal would be the second public hearing and adoption would take place on September the 9th to prepare us to enter all of this information in the budget system, get everything geared up and ready for the start of the fiscal year on October the 1st. So Mr. Mayor, Council, that concludes my comments. And I believe I don't know if anyone has questions tonight or we're going to wait and do that at the following meeting. But Director Campbell, thank you. And I think we've got to try to get to our Creekside Park. I have questions for Director. Thank you. Last year, we had Council expressed interest in granularity or breakdown of of expenses. Are you following that? That's provided. That's provided. It's better than 24 and 23. That is provided. It's available to you. If you flip over to the blue operational tabs in addition to the summary sheets you got last year. When you initially received the budget there's a detailed sheet for each of the departments. Actually we were looking at further details. Otherwise you actually detail if there was any expense which we wanted to look further into, there was no granularity. So you actually suggested us to go to those expenses which you, CD, has it. Very good point? So I just wanted to check if it's there. Yes, we did. We did. Provide that this year. We provided that this year as a part of the budget presentation rather than waiting for a council to ask for it and it was provided later in the process. Thank you, Director Camplin, to the mayor for presenting this to us. The unallocated fund balance breakdown, does that mean the threshold for the policy we just approved? The six leaving just 16.8 million, I can't remember what percentage of. So 16.8 million, what we revised the budget policy we established a floor and we established a ceiling. So this- Do I have the policy here? I can't remember what the floor was. I don't believe this meets the floor. 19.5. 19.5 was the floor, yes. Okay. So this provides an opportunity for future growth before you hit the floor, and then you have that much more growth before you hit the ceiling. Okay, okay, thank you. The next question, don't we? Didn't that policy also incorporate a integral fund for capital projects where am I? I thought there was a percentage we discussed. With the policy, yeah, what the policy suggested is that we would win and we're possible fund at least 5% towards a capital project. So we have met that threshold with this proposed budget. We're actually about twice that minimum threshold. Okay, and so I thought that was a separate accrual fund. We were going to be establishing it in order to be able to pay for things in the future. We didn't make, council didn't reach consensus on establishing a separate accrual fund, but what they did reach consensus on was providing a benchmark for funding capital projects. And that benchmark was 5% of projected revenues. Okay, okay, thank you. And one more thing, were you saying, okay, so fiscal year 2024 surplus, you expect to be $700,000? Yes, about $740,000. Okay, all right, thank you. Yes, about 740,000. Okay, all right, thank you. Thank you very much for the very detailed explanation, the budget. And it does, there'll be more to come as we go forward here. Just a quick question, the lost allocation, it's 2% decrease, which is pretty large. Would you happen to know what that breakdown looks like, meaning how much if the negotiations between the cities did not occur? How much would that 2% is allocated because Fulton County's taken more of the lost funds? Yeah, I don't have it in that format, but that is something that we can do. So we can provide that as a follow-up to council. I can certainly do it before the next meeting. I'll talk with Kimberly, our city manager and we get you that analysis. Yeah and where I'm going with that is just trying to have just trying to get a sense of what the sales were like and if everything was as it was for the last previous 10 years, what does that the loss, what does that look like for us? What would it look like, if you will? Yes. How much have we lost because of the negotiations? Agreed. And that's very easy to do. I did share a spreadsheet with our city manager, honestly, that was not one column that I included. So I thought about all possible scenarios. So that's why I was kind of jumping on very easily. That's easy for us to do. We'll get you that information. Thank you. Thank you. Is it working? Can you borrow your mic? Absolutely. Thank you, Ronnie. One suggestion on the accrual tables that you did. We are having the contribution, projects, and the ending balance. We could back calculate, but if we can show the beginning balance in the first. The beginning fund balance is included in your binder. It just wasn't on the power of- Okay. Okay, yes. Thanks. Anybody else? All right. Thank you, Ronnie. Thank you very much. Thank you for all your help. Thank you. The next item is Creekside Park construction contract. I believe Director Haggard. I'm going to kick us off. Council, we've got to be on the other side at 6 o'clock. So I'm just letting you know ahead of time that we'll probably have to short circuit this at some point. Okay, that's fair. Good evening, Mary Council. Eric and I are here tonight to present Creekside Parks Construction Contract. We're really excited we got to this point. We started this in 2022. And as we started developing the plans, and we did the cost estimates, we realized the importance of having some alternatives in the bid for the council and for our staff to identify how we could shop this up and build it. So similar to Colleague Creek Park, we identified eight ad alternates, priced separately from the base bid and to give you flexibility. You can see from the, there we go. So you can see from the overall park plan on the screen that we have eight alternatives and I'll walk through them. So the first two on the left side of the screen and I can go up there and point to them if you need me to but those are. So the two on the left are a trail connection from John Street Parkway to our 15 foot, we call it the spline trail through the park. And it's an 8 foot wide trail connection. We separated that as an alternative because you can go under the tunnel to get to the other side of bedliprich road there in the tunnel's built. The alternative three, we put there is kind of a second connection behind the height. Do I need it? Maybe I can do this. So it's sort of that to make that extra connection to get around the back of the trail there behind on the north pond. Can everybody see the numbers? Okay. The alternative four is an overlook at the north pond. There'd be a seating area, a shade structure, just a nice area to hang out. Number five is sort of that deck on the north side of the pond from City Hall there. And that would be a seating area for concerts, things of that nature. Alternate six is a small playground right there behind City Hall. Alternate 7 is that deck on the north end of the pond where you cross and there's also going to be some seating areas in there and sort of a shade structure as well. Alternate 8 is that really the very up top near Midlock Bridge that sidewalk connection from the parking lot to middle out bridge. And so in the memo staff is recommended funding alternate 35 and seven and so these are the two decks on the north pond and then that connection behind the high it. And the reason we recommended those three is they were the most environmental permit heavy. So our permit included all the all the things are been permitted. Those three probably had a lot to do with that permanent impact. So if you try to do them later, those would be the hardest to do later. And then all one and two also have some permitting, but not quite as hard to do those later, I guess, as we're aware. So on top of the alternative is we provided some suggested funding options for how we could do the ones we didn't recommend. So the alternative is one and two, total around $2 million and could be funded with T's plus $2, the trail connection that's right in that wheelhouse. We recommend alternate four, six, and eight. So the North Pond overlook the playground in number eight to hold off until we get further along in the actual construction of the project. Because we feel the contingency funds could cover those alternatives to be constructed. But we just don't know what our contingency needs are at this point. So that's sort of how we suggest that one could move forward. And then we work with the contractor to identify the additional cost savings. And the one option we brought to you for consideration is the use of the type of wood for the decking on all the decks across the pond. They suggested we use called an e-pay wood. And Erica can talk more about it, but versus a cabiny wood and there's a potential $148,000 savings there for that wood type. And then also wanted to highlight that we proceed a $400,000 EPD grant, 319 H grant for the project because of some of the improvements we're doing with all the environmental. And then tonight I ask for your consensus on a contract and which ad alternates we'd like to construct. And I can recap them. The recommendation is for 33.8 million dollar contract with Reeves Young to build the base bid, alternate three, five, and seven, and then you could use alternate due alternates one and two with some T-spaus tooth on program funds, and then decision on which type of wood we use for the decking. And happy to answer questions and clarify anything I may have said correctly or incorrectly. Before we get into questions for you, I got a couple of questions for the council. So assuming that you read through all this, I mean certainly if anyone wants to do something different, that's totally fine, but just wondering if there's a vast majority for the recommended ad alternates that staff recommended. The ones that were more permanent heavy. I know that I'm good to accept that recommendation. I just wondered where all of you stood. And good with that and even the alternate would anyway you said there's a great time for that, right? Okay. Kiboni or IPE of right, Enika? There's a big backlog, okay. They do have a concern about getting the quantity. They are still contractually obligated to do so if you don't choose the other alternative. Okay, but again, do you see any pros and cons of one or the other? We can certainly discuss President Conz if you'd like. Was it sure of that? Okay, but I'm good with the situation. I'll tell you what, if you don't mind, just to kind of corral this into separate pieces, let's look at the ad alternates. Let's get that settled, and then we can talk about the different kinds of wood. If that's okay. All right, Chris, where are you on? Are you yes or no on the recommendations? I'm yes on the recommendations for 357. What would also support one and two with T-splots to funds. And then I would prioritize of the remaining three, I would prioritize the playground or very family oriented as we have shows you're going to want to have something for the kids the playground and then I am. Can I ask a clarifying question for these ad alternates? Don't we just have my basically to look at at those three for the permit heavy or do we have enough to do those three and contingency funds? We would have to use more T-spawns than I recommend, then I've shown you to do one and two. Would that not come to us later or does that need to be decided? That need to be decided if you want to add one and alternates one and two. We need to add those on program funds. And then four, four, six and eight we- Not tonight or we should wait until we see whether the contingencies go- So one and two, we would need to do tonight. Four, six and eight we can wait on contingency. And we'll come back to you and have that conversation and see which ones you want to move forward with. Because it would be a change order to the contract at that point. Okay. All right. Aaron? I agree with the staff recommendation about the prioritizing the environmentally sensitive pieces first, but I agree with Chris that one and two seem pretty integral to the success of the park. So I would agree with the T-SPLUS funds unless you had strong concern about it. You recommended the memo so you must not have a strong concern about using T-SPLUS for one and two. Okay. All right. Chris, help me with this. Earlier this project was budgeted for $35.36 million. And when the fire station discussion came, one of us, some of us suggested we do this phase approach. This is exactly a phase approach we are looking at, right? Correct. It is a phase, it is an alternate approach, alternate is broken out approach, correct? The other thing is, I'm just looking at your numbers. It's coming from operations in safety, 11 million. Does this fall in the operations in safety? Transportation? So the way the T-spawn was set up in buckets, when we came to you when that funding shortfall was in place, we suggested using additional T-spawns on-programmed funds, most of them sat in the operations in the safety bucket. So they would need to be transferred to a pedestrian bucket of funds to be used. And that's our intent, but they currently sit in the operations and safety account. And this 18 million is coming from the FY22 Capital Project construction. How do you? The left side is what they're taking from reading this table correctly. That says running towards the sorry. My phone. Yeah. Sorry. Okay. The $6 million is the biggest amount which came from operations and safety. Right. That was the unprogrammed T-spost dollars you allocated last summer when we were trying to fill the gap on the funding shortfall. Out of T-spost two. Okay, I think I'm okay with 357 and one and two, I'm kind of doubt because if your initial budgeting is coming up. Expandage is 11% up and things like that. And we have just 700 million and 700,000 in surplus. I don't know whether we can combine one and two also along with this. Is that going to be part of T-splot store? It would be T-splot $1. We have about $5 million that are currently over estimated receivables revenue that we have not put to any project yet that's in the account or going to be in the account. So that would be the funding that would go to that product. So that's already, we already have the money with us. Yes. Okay, I think I'm okay with one and two. One of the things I asked you earlier was if you could break down this timeline of the completion of project next time you tell us because right now it just shows groundbreaking is August 2024 and 18 months. If there's any breakdown, you can tell us, okay, this will be done by this time this, this time. The reason I'm saying, thinking is, we also know, we'll catch it in a head of time because one of the things I find in Managers Report which I would like to have is the status of all these projects. We tend to grasp that stuff afterwards, after the delays or after the event, instead of that if we can do it ahead of time. I mean, so that the council is ready. Therefore I was thinking if you could break down this timeline for us, going forward. So the hard part with that is the contractor built on their timeline once they are awarded a contract, then we can sit down and talk about exactly when they're going to finish certain items. So I don't know the answers to every when is that going to be complete, when is that going to be complete until the contractors under contract and we can get them going and they give us a look ahead plan. We dictate the total time is 18 months and they have to find a way to get it done in 18 months. So as we get that from them, we can come back and share with you when things might get completed time. True, but when you said 18 months, you know exactly what is happening in 18 months. We do not. But do you, I mean, do you kind of do we know they're're gonna build that in 18 months. We do know that they're gonna probably dredge the pond first, probably build certain aspects first. But I can't give you a definitive date on when they'll be done with the boardwalk or when they'll be done with the- No, I'm not suggesting that, do you know? I'm so sorry I didn't interrupt you. I'm eager to have this conversation. I wish we could get it done before our hard stop, but it is after six. I'm wondering if we can pick it back up with you after the hearing. Is there anybody that would like to maybe make a motion for adjournment so we can get the public hearing? I move that we get adjourned to hold the millage rate public hearing. I support. So you're not adjourning, right? You're going into. Just another part of. You're not adjourning, right? You're going into. Just another part of. You're not adjourning the meeting because we're going to come back. Correct. Okay. Okay. All right. So either way we need to leave to get over there to public hearing. I want to say intermission, but I know that. There's a word instead of the direct. We're going to stay it. Stay with me. Stay with me. I know that's not right. There's a word instead of the drug. We're gonna stay at state meeting. We're gonna stay at meeting. So, Zuvuer staying. The meeting. We're gonna go and recess. Recess, that's what I was looking for. Recess, thank you. All right, I rescind all motions. I'm just gonna walk out. You can leave your stuff here because,