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This is how many hours this position can work. Well, we do it both ways. We do it both ways. We do it every quarter to see if people have earned it over the last previous quarter of the 30 hour and then put them on the insurance plan. And since we can't- It doesn't annual just plain with the seasonality. Exactly. That's why we do it quarterly. And since we can't put them, that's wrong. The office, we do the same thing, but we can't just simply add in the insurance because that would jack our price. We also take them out. Those are every quarter. So you're going to say- What I call my aunties and my aunties. And we do the same thing if you're out, you're out. And you don't get to work your way out. I mean, somebody that at the front desk, that example, if they wanted to bust their ass and work more hours. We'd say, no, you can't work more than 30 because we can't have the insurance cost with it. Why could, you know, let's assume that they're on the exchange. Do you do an assistance with the subsidy so they to help them purchase? No. There might be a consideration that you might want. We might want to think of that, given what occurred last night yesterday on executive order. Yeah, I'm going to jump on every opportunity you see increased benefits. I will say, Hell yes, I'll do that. But at least you didn't understand that's going to cost money. That's one of the stuff that we do. It's something that A on, we talked to A on a little bit about they called it a spousal surcharge if they do, you know know go on somebody else's insurance so it's something that we definitely started the conversation. Especially if it'll help with retention some of those positions that we're turning over so much. Yeah. So right I should write down spend more. That's what I hear Not yet, okay, wait a minute, wait a minute You went for a $25 to $31 million budget Is three years, man I'm getting ripped for $71 I know I'm just saying, to $71 versus several thousand You guys need to work this out I'm all for it. I support it. I will find ways to make it happen. Yes, please. I'm sure that you've got consensus of the council. So the gausses at the staff meeting next week was, sorry, just had to have fun. They were down the weeds at $70. Oh, I was actually down the weeds because it didn't look right. It's just like a typo, right Alyssa? He does. He does. He does. He does. He does. He does. He does. He does. He does. He does. He does. He does. He does. He does. He does. He does. He does. He does. He does. He makes Bob crazy when he can't figure out how the numbers are. Yeah. This is like Bob Super Bowl. That's what's all about Bob's game. This is it. You know, he pre-gamed this for weeks. Thank you all. Thank you all, too. I'm not marrying in. Well, there has to be two teams in life. It's her Super Bowl as well. Yeah. Last year, I got a conversation. It's true. You mean it's going to be worse. I'll tell you what the spread is. It's about minus seven. I mean, she's given some choice. That's funny. I mean, she's given some choice. That's funny. I'm free to say that. Actual over budget. Yes. Budget over actual. What else do you got on this one? Yeah. I mean, this is the first statement. This is 46% of the budget. This is the biggest chunk. We think we're trying to keep it in control. But, you know, we're still growing. I mean, this is the first statement. This is 46% of the budget. This is the biggest chunk. We think we're trying to keep it in control, but we're still growing. With some salary increase, with some benefit increase, we think we got the cost curve in the right direction, and we know we can afford it this year, depending on if it snows, we know we can afford it. So that's the final pitch, I guess. It snows, we know we can afford it. So that's the final pitch I guess. It snows. 47% right? Yeah, 46.6%. So can you just walk me through the difference between these two lower boxes? Which page are you on? This is the handout. The second box, if you look at the single page thing. The orange line and the first box and the orange line in the second box. It's the 48 percent. So all I did was say out of that personnel service of 20 percent, how is it broken out between the different categories that are covered in personnel services. So that 48 percent says, okay, 30% of that 48% is in payroll. 1% is in overtime and 16% is benefits. And if you look at from 15 to 18, you can see those percentages stayed roughly the same. The next box, I just said, okay, out of the total cost for personnel services, which is the $12,728 I'm looking at 15. How is there broken out? Well, 63% of the 12 million is spent in salaries, 3% in overtime, 33% in benefits, and then 2% in training and travel. So I just kept breaking it down further to- You're just stepping, I mean, it's just stepping down. I got you. Okay. Yeah. All right. Good. That's helpful. Thank you. Okay. Okay. What's next? This is kind of what we prepared for personnel stuff. This is what you needed. And we can just, we can kind of go to an additional PowerPoint in the summer. Yeah, because everything in personnel related is the same throughout all the other budgets. So if you have more questions on that, now would be the time while Kathy's here. Just trying to go to sit down and say, well, hold it over. I hate to do this, but it's a beautiful drive today that way. And the riding on the response. When I look into the work sheets, pretty much in every department that I've gotten through, the retirement benefit increase is more like 18%. Right. Or it goes from like- Because it's based on salary. And so we're adding 1 percent. You've got a salary component of it and we've also got the salary increase component of it as well. So we've got a 3 percent salary increase and that's on basically everybody, right? So that's a third of a percent. And then another 1% that everybody gets because we're stepping it up. Well, actually it's 1% based on salaries. So I think in total it's for between retirement and police pension pension it was around 70% or so, but I know what you're saying because I bring the numbers probably 10 different times Yeah, to try to understand what it is and and it's not it's not you're not gonna just see a 1% increase because it's a 1% on salary It's a 1% on salary It's not 1% more than. And then you have also the component of the wage increase from one year to the next year, which for this budget is 5%. So I calculated it just the way you did. And I found it very depending on the different salaries between 15 and probably 15 and 18. That's what I'm seeing. Exactly. And I went back and I found it very depending on the different salaries between 15 and 18 and 19. That's what I'm seeing. Exactly. And I went back and I actually went back and took like one or two different salaries and compared them and added that percentage and I said, yep, this is correct. It's not a one percent. It's a percentage because it's based on salary. So and just so for those of us that don't do math at home. Yeah. You're taking it from seven to eight percent. The delta between seven and eight is that 13 percent. It's a 13 percent increase. So one percent. We're going from seven to eight. But when you go up that that the change from seven to eight, that's the way to look at it. That's the way to look at it. Yes. And actually, I'm going to use that when I talk to staff. It's not a 1% increase. It's actually very increasing. You'll be talking about it by 14% for whatever. I have to do that math. Yes, did I get the trick at I-look? I mean, it is. Yeah. Any help? And I mean it is, yeah, any help you think Mary Ann already grabbed me. She already had your donuts. It's a big part of her, she likes red licorice. Oh, I know what you like. The little bears, the cinnamon bears. They're all right. She bought me off with twizzlers. All right. She bought me off with twizzlers. I have a few questions just on the fun types. Is this a good time? Are we done with personnel? I mean, I don't want to keep Kathy here. Well, just hang out for a few minutes, would you? I'm happy. Yes, let's go. Let's get fun types. He wants to go. We're not driving out of your till tomorrow Does the police department have a separate retirement Deal then every then the other staff Because I saw a line item on a couple of the this is police department retirement and then Town retirement so they had to let see if I bought this and I may a couple of the, this is police department retirement and then town retirement. So they had two retirement- Let's see if I botched this, and I may. Plan. It's the same plan, we have the 457 for employees to invest in, and then we have the 401A, and that's the town contribution of 7%. But we put in 8% towards the police. Is that the difference? So when before we had a retirement plan and we started looking at this in in or 1984 at that time the police department was covered under the FPPA plan and they required an 8% contribution on behalf of the police officers. So when we were looking at a retirement plan, switching them from FPPA to the ICMA plan, then at that time, who was it? Either John Young or Gary Souter maybe it was Carol Adout. But the town manager, the town manager at that time said, well let's look at one because we opted out when the town incorporated they opted out of Social Security. So for the other employees there was no retirement plan and there was no Social Security for them. So at that time they said, well let's look at this for the employees and since we don't have to do 8% for the employees, let's start with 7%. So that's how the differential is. So the one, the line item it says, police department retirement plan is the old plan that's been, that's no longer being funded? No, it's the current plan that they're under, which is the same 401A plan that the regular town employees has. We just keep them separate because they have a different contribution. Okay. In the 80s we went from defined benefit to defined contribution. So we set that the cops were getting the higher rate at the time to get to keep a higher rate. So we've kept it that way. So they're basically 1% higher on everybody else. Correct. Yes. If you do Bob's math at 17%. Sorry. Sorry. Sorry, don't let me, sorry. I apologize. I mean, ask for an answer. It's a significantly larger budget than we have. At what point does it make sense to go self-insured for health insurance? We are partially Self-insured right now. So that you know we pay a hundred percent of all of our administrative costs, but then we only pay To a maximum liability for our claims and even if the Claims go higher were set at that maximum liability. So that gave us some additional protection versus going to a full, self-funded insurance, but certainly something that can't be shared. What's our number of 45,000? What's our stop loss at that? 40,000. So if I got sick and it only cost the 10, and I had to get some kind of surgery, and there's a $30,000 surgery, the town's going to pay $30,000. We write that check. We write it up to $39,999. After 40, we have a stop loss insurance than somebody else starts kicking in for us. We were partially self-funded where I used to work and we were exploring going fully self-funded because of the rising cost that we saw year after year. And we were advised to look at our claims ratios and experiences for two years before pulling the trigger. And I won't get in the weeds too much, but I've got to say without violating HIPAA at all, I do know of some employees who are, let's just say, really using their insurance right now, and I'm just not sure that that would be the best thing for us to move forward with just considering some of the health challenges, some of our employees are going through right now. I just don't think it would be. You need to larger pool than you go. Right. When I was in Durango, we had 225 or 250 employees and we still use stop loss. We still had that. A little safety nut. We could, you know, we had ensured to hire a man. So I think to answer your question, what we would analyze likely is where do we set the stop loss at? Because you can save money doing that. But to save fully self-insured, that's a pretty big risk. You're going to have a pretty significant staff in order to... Yeah. I mean, even Cerca, who's our big... This is a different kind of health insurance, but it's properly casually. They even have stop loss. You know, there's the 10 million or 20, whatever there's a set at, but they have stop loss. They're re-insured. And so... Yeah. That would be a pretty big step to take, I think. It's good to think about all options though. So. Any other personal questions? I don't have any for you guys. Answer me. You have. I'm going to the rest, Jim You wanna take a break? Let's take a what? Five minute break? Okay, do you? I'll be in the car, since you need to walk around a little Yes, it's 6.30 this morning Oh, how's the traffic coming over? Well, I... Let's do it Oh boy, here comes the small picture. This is your show and then I did my job. It's the town. I did. I'm in this show. I don't know what you want to say. I have been read. You just did it. We received the GFOA budget award again Congratulations just got it had off the press yesterday they just delivered What goes with that award for you do you get anything at all? The town gets the plaque. Yeah, I get a little certificate that's sideways like that. You get any money? No. She gets this paycheck. I should get to work my job. I get a paycheck. Just can't take you to lunch. No. I buy inter lunch. Here, you tell them. I buy. You just sit here. I did he is. You were. I didn't know. Why'm not here. I did he is. I did he is. I did he is. I did he is. I did he is. I did he is. I did he is. I did he is. I did he is. I did he is. I did he is. I did he is. I did he is. I did he is. I did he is. I I can give you a copy of one that every year since I've been 18 years and are old 19 years. How many municipalities are in? Oh boy, I'd have to go on to the GFO website to... Yeah, I'll ask you one. I mean, there's like three different reviewers. Yeah, this there's like three different reviewers. Yeah, this is the national. Yeah, this is, yeah, thousands. So more than 200. Yeah. Brandy, are you getting any credit for this award? No, well, I'm not helping her parents. The whole department, I mean, it's, yeah. I think it's a special opportunity for the town to take you all to lunch. I'm out of lunch today. Yeah. No. I think to the cookies. There you go. Did you bring cookies? Oh, yeah. Did you really? I remember chocolate chips last year. I got it. Six in the morning. It's very, very good. That's late. I'm sorry. Well, I see it till two. So you know, what's wrong with you? He watched it all those shows I'm a late night person That's when I am most productive Reading town packets at two o'clock in the morning. That's when I That's when I... Everybody else gets settled in and you can... Exactly. It's just how I... it's always been that way. So... The kids sleep in it's your time. Yeah, then sleeping kids are sleeping and I'm baking or doing five million other things I have to do. That's the way I used to do it. I used to get up and do my workout before they get up. Okay. Okay. Okay. my work out before they get up. OK. OK. So this is a big PowerPoint. And so I'm just going to walk you through each page. If I see something significant to bring to your attention, I will. If you have any questions, but I just don't want to bore you in kind of over, over-explain everything since these are all the same pages that you saw have seen in the past. So page two is all of the total fund balance for all of the town funds. And if you go to the total column, it's 23,735,000 in total funds. And roughly 36% of the total fund balance or 8,486,000 is an emergency contingency reserves. And that includes the last two lines, the emergency reserve for the road fund and then the emergency contingency reserve, which is 25% across all of the major funds except for the rep fund. It has a flat 2 million and the housing funds are 16% because they're not as subjected to the volatility of sales taxes and other taxes that the marketing, the general fund and the lodging tax fund are. And this is something you guys have changed over the last four years. Was it 17 or whatever? Is that high teen percent? You've increased to 25 and the big change for this year's taking marketing and selling and sales group sales fund from 15 to 25. So if we were to have a major catastrophe and you look at your days and cash and want to cost you to run the town, how many days would we be able to operate with no dollars coming in? 80% of the year, 293 days. That's very healthy. And do we invest any of these funds? Pardon? Do we do any investments or is it pure cash or CDs? It's CDs and it's also all of the various investment pools like CSAVE Colorado Trust. They give higher earnings. It's driven by state statute. We can't. I didn't think you could. I mean, they say here's how you can do it. Yeah, there's a list of that stuff. There's a list of that stuff. There's a list of that stuff. There's a list of that stuff. There's a list of that stuff. Any questions on this page? In the next page is the philosophy that we strive to operate towards. I don't think any of this has changed since last year. The only thing I would add to this is this is that part where we lightly discuss all the philosophy of, are we deaf or suspending or not? You can debate it a thousand ways from Sunday, however you wanna do it, but we keep our ongoing, our one-time cost, our one-time revenues with one-time cost, we keep our ongoing revenues with ongoing expenses, and we think we've been a good job in making sure that happens. The big example this year is base village. We brought in significant one-time checks. We're not relying on those going forward. We identified there's a one-time revenue and we've got expenses that are one-time associated with it, but we're not banking on that continuing forward. We're trying to be conservative with that approach. And if you look at balance budget and this is a common definition throughout municipalities, is the limit expenditures to available resources. So it's not just your current revenues that are coming in within that year. It's whatever you have set near piggy banks or savings accounts. Those are your available resources. So when we talk about a balance budget, all of these are budgets because balance bailons because we're not deficits spending. We're not going, we're not saying we have $10 in the piggy bank and we're spending 15. How does this work with our resiliency plan? Well, this is it. I mean, I don't, we don't have a financial resiliency plan. Right. But could we be considering this the, the, the? You're increasing your savings account right now. And so I say we are increasing the resiliency. The fact that we have 280 days of cash on hand. I mean, by going to 25%, reserve, we were improving our resiliency. I think we're doing it. I think this is financial resiliency. I think so. Uh-huh. The corollary question is what should be the reserve should we have an entire year? At some point. We've checked these percentages and we're right on par with everybody. Okay. I mean there's some that might be a smidge higher but there's plenty that are way lower. Oh yeah. Two years ago we went through a comprehensive analysis with the financial advisory board to arrive at these percentages and finally we were able to get marketing and group sales up to the same 25%. They're bored, hasn't seen. They're bored, see this Monday. They're going to hate it. And my answer is going to be tough. I mean, et cetera. Why are they going to hate it? They hated it the first time. They hated it three years ago. They remember there was the big fight. and this is before this right when I was showing up. There was a projection they wanted to get it to a higher that was Mary Ann's and that managers at the time was like Gary I don't know whatever to get it up and there was resistance and they came to you and said please don't make us do that and they were allowed to go at 10 percent. Last year we got them to 15 percent and now we're taking them to 25 percent. And of all the funds that need to have a reserve, in my mind, that's the one that needs it more than anything. Because if we got to know Snowyear, we got to get out there and make sure we're doing everything we can to get people to know. I don't think any of those people on FAB were here during the recession. I think we had to drop it to 10% didn't we? Maybe David. But I mean, not to play future stuff. But at some point, if we just had a light snow year, let's just say we're down 5%. I can assure you that I will have staff and board members and whatever saying, no, we should reduce our reserves. And that's where the fight starts. It's like, no, we got to reduce our expenditures because the revenues aren't necessarily show back up and that's where we do the analysis of our ongoing revenues down or what is driving this stuff and we will play with the reserves of that level. But until something significant happens, we're going to push to make sure that it's 25% stays as is. We ought to put that in writing. It is. Are we at 283 days with the twenty five percent Yeah, that's catch But you know and that assumes that we don't cut any expenditures which we know of course You would yeah, that's right right we would Yeah, and it also assumes that there's no money coming in which not, there's always going to be tax money coming in. Property tax, property tax money coming in. Not necessarily sales tax, but property tax. There's also going to be rent coming in from some of the employee housing. Just going to keep it. I mean, no, there is some. We're in a strong shape. That's why this is not a difficult discussion right now. It's kind of good. Well, I think the fun for us to learn from what's happening up in California and how the fire is impact Kalastoga. Oh, and Napa Sonoma and those places. That's a very interesting article. And not just last night, but I've been reading about it for last year and a half. Yellowstone is just a ticking bomb, okay? And if that ever happens, it would be going to erupting. It could cause ash and the shadow over the whole western slope for over a year and a half. Wow, okay. Just to show you no. It's another. It's a a ticking button There was an article on it and then the news last night about it. Yeah, there was It's been going on for a long time It's going it's it's a matter of when it's gonna wrap it's not if it's gonna wrap It's gonna wrap some point And when it does like ten years or a hundred years It could be it could be a thousand years. It could be next week. Yeah. Just don't know. It's going to happen. And when it does happen, the whole western slope is in jeopardy in regards to all the ski areas. It's going to shadow them and we're going to get dirty snow, we're going to get ash snow, who's going to want to come. So that was the last nap. That's what's been going on And that's what these when I try and describe you know very quickly what these reserves are for It's yeah, I say 9-11 or no snow. I mean, it's got to be that significant. Oh, well fire. Well, that would be another one Mm-hmm, but it's not oh my gosh. We didn't hit our numbers kind of money Yeah, it's money to almost forget about in a normal situation. Okay. Okay. This gives the summary of all of the funds. It shows the beginning fund balance, the revenues, the expenditures, the transfers between funds and other revenues that are coming and other expenditures. And those are items that we kind of call below the line outside of normal annual operations. And so you can see this is where the revenues, if you take the $29 million and add the $998, that's where we're at $30 million. And just for council's information, because I know it is a big number compared to the 2017 adopted budget. The revenues are about a million one higher than last year's adopted revenues. And our expenditures are about a million dollars lower than last year. So this is a more solid budget than what we have proved last year. Marian, why doesn't our debt service revenue meet equal our debt service expense? Okay, this is an anomaly. Yeah, I figured it has to be. Yeah, it's because of the refining, mancing of last year, where the rec center closing was right at here end. And so it was after we had already approved the millevy for the property taxes. So we know we had those property taxes coming in. And so when we did the refinancing in January, the expenses came out in January. And so in 17, even though we're showing that we're ending the year with a negative one twelve in actuality it's a positive 44,000 so the negative for all of the issuance costs is being paid for those property taxes that came in in 17 and so it's actually at year end it's going to be 44,000 to the good and actually of that 44,000 we have a running balance of about a $7,000 from year to year because the property taxes do match the payment every year but because of that extra 44, 36,000 of that extra 4436,000 of that is going to be applied to reduce the property taxes for 2018 on the rec center. In addition to the fact that those payments are gonna be lower by 20 or 30,000 anyways. So. Okay. And would you explain again what the other revenues are? Okay, so the 488,377 is the base village revenues that were anticipating soats in the, like the second box over, Marky. And it says other revenues in. Oh, okay, got it. 998, right? So 400 and some odd is base village is that is that the red revenue? No. If you go to the next page is the detail. Oh, okay. That let's go there. Yeah. And that and so the 488 is the base village revenue. And you see right across from it other expenditures out to 76,000. That's what we have budgeted for the building inspection services for base village. And then the next line down the 510 in and then you see 510 going out. That's the Aspen School District property taxes. Right, right. And then the other expenditures, if you go to the next column, the $932 is out of the SGM, the Building Capital Reserve Fund. And then the 76,000 is the base village building inspector. The 510 is the Espin School District payment. 500 to them, 10,000 is the collection fees that picking county charges us. And then the 1,005,000. So that's broken out, that's the building six investment. And so that is broken out. We received 700,000 from base village in 2016 towards any community purpose. And then the remaining 350,000 is coming out of the Holy Cross community enhancement reserve. So the 488 from base villages is that anticipated ret from- No, it's building permit fees and electrical permit fees. Okay. Thank you. So what do we collect in 2018 for building 7 or 8? No. I think it's building, is it building 4? I mean, 4 or 6? You mean for property? Aren't they starting another building? You have to see. Oh, you mean for fees? Yeah, for fees. Yes. I'm sorry. I think you're right. So, you're asking an 18, what are we expecting? Yeah, 18. Yeah, they'll start 7 and 8. Well, I just want to come in for those buildings. Do you have any idea? Yeah, they don't have them broken out in less than 30. We broke it down over the two years with best guess. And without getting into the, it's similar numbers. I mean it's similar numbers. That's what I would anticipate. Okay. Yeah, because we've been receiving some plan check fees this year already. For seven. I'm building four, six, seven, and eight. The plaza in limelight. Okay. So and we've already received some building permit fees this year, and the limelight, the plaza in building four. And then seven or nays, what do you got a PUD amendment coming before the planning commission? You guys at some point shortly, and that's after that's approved in here, hold the permits. Or I should say, after that's considered in here. The permits will go up, we'll get there one of these days. We'll get a little bit into the weeds here. Building permits and everything else. The types of fees that are coming in now, what you anticipate next year. Well, we also have the subcontractor, which is the building inspector that's $75,000. Now, quick questions. Is that more than what Mark is making? No. So what we, if you remember- That's how I say I mean because we have a subcontractor on site and are we paying the subcontractor more than what our building inspectors making? No. So if you remember when we originally were planning on the inspection or base village kicking off we actually created a second position. Yes. We went through the hiring process in a longer story shorter we didn't find the quality person we wanted to hire so we created a plan B. And there's private firms out there that will do, call it ad hoc beliefs. But I had thought the allowance number was in, like the $60,000 range when we first were looking for that. For salary maybe? But when you add benefits and everything on that, it's less. And for this, we're hiring a firm that they have two individuals actually that show up and do the different kinds of inspections. The beauty for us is one, we know we get high quality folks going to show up and we're having a hard time finding that. And the real nice part is their contracts. So when the work stops, the contract stops. We didn't have another person. We don't have the capem. We didn't have another position on. And so between those kind of two factors, it made it a pretty easy decision to shift from what we budgeted for a full-time position to this, because they can ramp up when we need to. If we need three inspectors that week, they can bring in three inspectors. It's slow. They got one inspector. And so that firm is there doing that. So that's 77 that you're seeing. It's not too an individualist to affirm. Okay. Safe bill, I think, the name of the firm. Safe bill, I think so. Safe bill, yeah. So then the next line down is 90,000. So we were receiving $180,000 a year from the annexation of Cougar Canyon and it was over 12 years and so at that time and at the time we were doing the COP for the town hall the financing for it council decided that we would take half of that 180,000 and apply 90,000 towards the debt service payments for those first 12 years or so. And then for the remaining balance, we'll pull that 90,000 out of the reserves each year. And so that's where we're at now. In 2018 is the first year that we'll pull out of the reserve. Okay. Can you just, I know I asked you about Cougar Canyon before I just didn't stick in my head. Can you tell me about Cougar Canyon? John could explain that better than I could. What about Cougar Canyon? What is it that we received the annexation, the $2,160,000? Yeah, that's an annexation mitigation fee that they pay to the town to be annexed in. It's the property of above Pioneer Springs and goes down towards Brush Creek Village. Oh, okay. It's not a movie. Sounds like it. It was 10 years ago or 12 years ago. The annexation happened. So it's the second valley you're driving up brush Creek on the right hand side Now it's I don't think there's access from brush Creek. It's through brush Creek Village I'd have to I'd have to look at it Okay, but that's where it is and the continuous boundary is is with wild cat So you access it from the top of Sinclair? is with wildcat. So you access it from the top of Sinclair? No, you don't access it through the village. It's down towards 82. I can pull up a map for it. This is having a hard time picturing it. It must be off of Juniper. Yeah, Juniper Hill, you can go up to the other side. There's nothing. There's really nothing. I don't think there's any developed roads there yet. It might be like a gravel road up there. I don't even think there's any houses up there yet. Okay, so it's an undeveloped part. There's something that they got approved through the county when the county was talking about downsizing. They wanted to preserve it so they came in so it was basically all approved through the county and then they kind of did what like that came into the towns because they were afraid of downs only. Were the Pope property similar to that? Well the Pope is yeah it is not exactly, they were trying to preserve rights for something on Bill. She actually went through all the county approvals, got approval for a 15,000 square foot house built like 12, 6 of that and now they're saying well you can't build anymore and she's like I have rights so rather than fight them on a nearly goal, taking, she's asking, can I be in the town? Because she does have the common boundary with Wildcat. But it's also similar to the Popus Valley annexation, which the properties straddles the ridge line. There's an old 1984 agreement where there was a result of the Adams Ranch annexation, which included the whole skiery and the Adams Ranch, which is the base of campground. And that's all in the town. And the county and the caucus, the snowmass. It used to be the snowmass case for the caucus. We're very afraid that snowmass villages are just going to grow down their valley. So the county and the town, the county allowed the scary and the Adam's ranch to come into the town and the town agreed that the spears of the areas of influence for future annexations would not include below the ridge line the upper the kind of where sigloers are that ridge line down in the snowmask creek would not be so So, so as an example of that, there you have this popish value, which was the fathering piece of wild car ranch. It's probably the best lot homestead, I guess they call them there. That straddled the ridge and what they did is they subdivided it in the county so that the property line was long and the ridge put a conservation easement on everything across the ridge and that stayed in the county and the annexed in the 275 acres that were this side of the ridge so that it could be in the town and they wouldn't be limited to, I think, is 57, 50 square feet in the county. And they would get the same provisions that the wildcat did. And that was kind of unique in that annexation because they joined the Wildcat Association. It was all one ranch, the people that owned it sold off all but that piece. And then when they ended up passing and the next generations didn't want it, the buyer wanted to be in the town to have the ability to construct those improvements that Wildcat allowed, which he wouldn't have under the county, right? And the county preserved it. And that's a different spot on the ridge than where Lake Wildcat Road is. So further up the ridge line. But the ridge is, I mean, it's clearly defined. There's no way that, I don't know, we probably shouldn't talk about it pending application in a budget meeting For Cougar Canyon they paid to be annexed We saved half the money and now we're spending half the money to keep paying for this mortgage payment on this building Right that's what you see going okay, so Cougar Canyon got annexed and even though they don't share a border No, the share the border was why okay? But now it's no mess village. Yeah, well wildcat snowmess village. Oh, I see. While Cougar came, Cougar Canyon came after wildcat. Okay. So like, Mrs. Pope's property was the gentry lot and they subdivided that in the county quite some time ago, and there's two houses up there at the end of, I think it's called Lake Wildcat Road, and that you go up divide, turn at the fence, you go up and then you're in the county, and then it meets up with the property line at the far end, and this is Pope's property to Wildcat Ranch. So, I'm sorry, I get it. Her property is like mostly in the wildcat drainage and then the ridge drops into snowmask creek. Gotcha. But Cougar Canyon, they pay the, what was it, 2.16? Mitigation, annexation mitigation fee to the town. And of course, it's much bigger than, Mrs. Pope's 200 acres. I think there's, I'd have to go back and review this bill. This is, well over 10 years old, but they paid that fee and the town council of the day, and they paid it, they're paying it in installments, and it might be over with the only. Just make sure, yes. This is the year. And so they paid it in installments or it might be over with. Just make sure, yes. This is the year. And so they paid it in installments and the town council wanted to determine they wanted this building. So they appropriated that way. That we would take all those payments, use half of those payments to pay the COPs on this building, put their other half in reserve. So we had another, is it nine years or ten years? Ten years worth of payment? Yeah, 2026 is when this building is paid off and I think at the end there's going to be like 360,000 still left in that account. So, right. And that's even with during the recession, I think there was two or three years that we just said we're going to take the whole 180 and apply it towards the general fund instead of putting it into the reserve. So. And this is the final payment from Cougar Cuny. Mm-hmm. But we built up our savings account, now we're driving down our savings. Yeah. So in 18 we start pulling from that account towards the COP payment. So the line item in the budget that has town rent, is that renting to a department within? We rent to group sales and we rent to marketing. So we took the total number of square feet for the building maintenance cost, utility cost, the COP payment. And we divided by the total number of square feet and then how much they're using up there and we charge them rent. And it's not they. It's us. They're paying their fair share of the mortgage payment is how I always say it. They is another department. Right. There's no other departments that we're charging rent to. But there's a reason for that. And Mary Ann calls them too, because there's two taxes that the citizens voted on. One for group sales, that's the lodging tax, and then the sales tax, which is marketing and special events, and those are separate taxes. Even though they're all in one department, which we call marketing or tourism, whatever, whatever it is this year. And they have very different purposes under each tax, but they both need space. And so at the same time the mitigation for Cougar Canyon was determined to offset the payoff, the COPs for this, charging them rent. And it's one department that pays it, but it's two different restricted tax funds. So those are acceptable uses of those taxes. And if they weren't in this building, those taxes would be going to pay rent to some other landlord. And that is allocated then to pay down the COP as well. Gotcha. That was actually a heated discussion. And I hear it all the time. It's like, oh, why are the only departments that has to pay rent? And it drives me nuts. Everybody's paying this mortgage payment. It's a COP, it's a debt on this. We're just making sure that all the different tax revenues that we receive are paying their fair share of that mortgage payment. And so yeah, if you're on the marketing board, oh, you make us pay rent and nobody else has to. Well, our department, our office is paying that, you know, in her office, we're all paying for this building. We're just making sure everybody's paying their financials. Essentially, it's because they're under a different tax rate. Right. So we're just taking it from a different revenue source. They're funded under specific tax. So everyone's paying their first shares where I kind of get to the bottom line. They don't see it that way. No, no one's convinced me otherwise. I think it's pretty fair the way we do it. Otherwise, the general fund would be subsidizing the marketing fund and the taxpayers are saying that. If it wasn't fair, we jack their rent so that we didn't have to pay away. That's how it would not be fair. But when she does it on a square footage basis, and it's against the cost, it's completely fair. It's really going to be charged more when we move them downstairs. I think that's a great idea. Well, I think that's a great idea. Well, I think if you're using more space, you should pay more. If you had 10,000 feet in a different building and you need 15. Thanks Bill. I'm sure it unlike the 25% either% either but it's the other business right. They're doing just fine. I think we have a report. Do you want me to continue on? Yes, please. So then the next number is 341,000 and those are for items that we consider one time expenses and I actually on page 64 which we'll get to I have the detail on what the 341,000 is going to be spent so we will get to that. And then all of the next ones are all using reserves for under the rep fund in the road fund those are for projects for building capital, equipment part of the SGM plan. So those are scheduled expenditures out of those funds. And then if you go all the way down, then you've got the housing fund, the mountain one, and the mountain View 2. Those are, let's see, the 24,000, the 12,9, and the 83,000 are all part of their capital reserve funds. And then the 100 and 5,000 is additional work that Joe has budgeted. And I think it's ranges and replacing all the ranges and dishwashers and those types of things for Mountain Views. Or Mountain Views on. Is there any other questions on this page? So the excise tax could potentially be used for those. Housing. As well, right? For housing building like the rodeo homes. Or like the housing renovations, any of those things. So like the 90 fridurators I think we got, right? And does that come out of the excise tax? It could, but they have the funds in the housing funds, so we're just leaving it all within one fund. Okay. Rather than do transfers between the funds. Gotcha. one fund rather than to do transfers between the funds. So let's see. So that's 43. So in 44. Okay. So this one is just a pie chart. I have 45 and 46. No, 40. Where's the numbers? 40. This is 45. Oh, I got my hat out of order. So you have the pie chart which shows how the different red, where the revenue sources are coming from. For all of the town funds and you can see the biggest part of the pie is sales taxes at 35.3% and that's for the town sales taxes, the county sales taxes and the marketing sales taxes. And then the next biggest one is property taxes. And out of those property taxes, when you go to the chart that Clint referenced earlier in the meeting where it showed the personnel services at 46.6%. On the revenue side, the property taxes are 1.3% that goes to the general fund. All the other taxes go to the road fund and to pay debt service taxes. So that's 45 and then 46 has that breakdown. Which shows you 1.2% to the general fund and then 8.1% to the road fund. So do you have any questions on either of these pages? Hang on. So the road fund needs additional help from property taxes because we're not. The road fund is other than interest income and occupancy assessments is, you know, basically 99% funded through property tax. Is it the 5 mil property tax? Maryann, where do the contributions come from that are in other revenue? So for the general fund, the 1.5 million? Yeah. 1.4 comes from the ski company. Is this part of the winter summer? This is part of the per-skeer day towards transportation operations. And so it's a calculation. I think it's right now it's based on, I want to say, like, 656,000 roughly skier visits. And I did not increase the number of skier visits over last year. And then it goes up by a flat 2% plus the CPI increase as well. And that's based on the rate. And then the other portion is around the 100,000. I think it's like 95 to 98,000 from the Holy Cross that towards the community enhancement fee. So what does ski co-pay in the office season? This is based on per skier. Per skier day, but the summertime it's not skier day. So they don't pay anything? So the amount, so what happens is based on last season, they take whatever they paid last season, and they break it out into five payments, and so they pay us, I think it's November, December, January, February, March, and then in June, they do a reconciliation based on the previous season. And so either we're writing them a check or they're writing us a check based on what actually happened. But it's about a million dollars it gets put towards transportation essentially. Correct. Well, maybe we the other questions and the things that prove in the summertime with all the fancy, fancy activities at the top of the mountain. All the slides. And John can correct me, but this is driven by the burnt mountain annexation. So this is an agreement that is struck. So we can't, we don't get to go back and say, hey, what about that would be a starting a whole new conversation. conversation this this contract is in place If you want to ask for more I don't know that it's ever gonna The other green is the ordinance. Yeah. Yeah, until we have the wildfire, the volcano goes off. Okay, the next two pages. I'll bet the rocket up. The pie chart, again, showing the extended side, and then page 48 gives you the numbers that support the VHR and again there's the personnel services at 46.6% and then the next biggest percentage is capital projects at 13.5 and purchase services at 9.5. Those purchases include like rolling stock. The purchase services is contract service. It's software maintenance agreement, building maintenance, utilities, dump fees, communication services. So what we pay for our 911 services and those types of things. Operating a maintenance is the COP is in there, vehicle gas and oil supplies, those types of items. I want to look at special events. It's 5.3% of our expenditures. For all funds. And marketing 7.8%. Is that the collateral and or does it also include personnel? Special events. No, marketing. That includes just their expenditures towards those areas, so like collateral and all. All of the personnel, regardless of what fund is included in that 46.6% okay so we spent 7.8% on collateral and all that pretty print stuff and only 5.3% on special events what's return on all that which the return on investment return on all of that? Good question. Which the return on investment? Return on the amount of money that we're spending and marketing and special events. What's the return on the dollar? We can't I mean it's impossible for us to measure that. We used to do an L.O. It was L.O.E. Wasn't our O.O.E. do we still do that? Return on the event. No, and that was something that the Financial Advisory Board talks about as well. But Rose will be here. Well, but let's talk. I mean, it's impossible. It's really difficult and possible as an overstatement. Because events happen on the weekends and we get our returns monthly and so we without running the business it's hard for us to know if Scottish games on the first week of the month drove revenue versus a concert on a Thursday night versus whatever the next event is going to be that month. And so what we do because we can't know those events we sent every Monday I think you guys get them we send out an email to all the merchants, all the stakeholders, and saying how this event affects you. Was it good or is it bad? Was it driving what you wanted to drive? We get a good participation rate on those. No. I didn't think you did. It's OK. It's because I see a pop up, but I go, oh yeah. Well, it Yeah, well because you also don't have a you know you're not up there on the malls So you don't really have a great you're like me like I look at it I can't tell you how it ran business one way or another But I know that's one of the things to stay called as asked for is they wanted to make sure that their Opinions being listened to so that we know if an event is dead that we shouldn't be investing in the next year And so but it's you know telling the return on investment for big mountain enduro versus Skydish games is difficult for us. We know what the costs are, what are we, what are the respective costs are? But I mean this month I think in July I pointed out to you guys we didn't have one or less this year But we were still up sales tax-wise And so does that mean that one or less didn't do anything? No, I would don't think any move to make that argument, but our overall revenue is up even without it. So it gets to be difficult for us, and that's why we ask, are these people driving business, are they in the restaurants or not without asking for numbers? It's more qualitative and quantitative. In this, the marketing board has this debate a lot. And I think the majority of that board has settled on this qualitative review of it versus the quantitative. So we just don't have a mechanism to look at sales tax receipts to compare to, say, Jazz Aspen to say, we're 150,000 dollar contribution is generating X in sales tax. Correct. Our dailies we can do an average daily rate. We get that through desimetrics. We can look at occupancy daily, but overall revenue, sales tax revenue, we only get monthly. So we can't pick weekend day over weekend be. We don't know where it was generated. Is that just impossible to gather that? I mean, properties. We get one check. It's the usual we owe you. Yeah. I mean, because you hear that, like, I mean, I would think if the properties are saying, you know, we're investing too much in an event, we could go to them and say, well, let us know how you did. Right. And we do. And that's the kind of stuff that we get informally. That's why I say it's more qualitative and quantitative. We don't sit there and say, well, the crest would broaden a million bucks on this event and western broaden two million bucks and the polka-loatied broaden zero or whatever. We don't have that level of detail. But we try and say, all right, did this fill you up or not? An occupancy is a real number that we can't look at. And if the events drive you an occupancy, obviously occupancy drives sales taxes on hotel rooms and whatever else. So that's our best way. And we do look at the occupancy for event, but we don't sit there and do a ratio and say,ancy to a dollar spent. You don't have that created. So the only way to look at it would really be to look at our investment during a month of events and compare that to our sales tax receipts. I guess we could do it that way yeah. It's kind of the stuff that Purvis was doing and we used to have a ROE and it was a wag Really was it wag but it gave you a directional That's a lot of work that we don't use anymore, but anyway, well, I mean something like this car race I mean, it's this is a this is a good example. I think it's my lips are moving. I'm hoping it is This is a good example, I think. It's my lips are moving, I'm hoping it is. You know, we spent maybe 40 grand on it, make it happen. And I'm just using really rough numbers. Was there that level that we turn on investment in year one? Probably not even close to making that break even. But you're making the bet on years two and three that, OK, it's going to drive the right kind of people here. Next year, we're looking at different bike events. We might lose our shorts in year one, but years two and three people do the bikes, the bikes they always maybe they come back. It's really tough for us to figure out those investments if they're right or not. The concerts, I mean, I'm gonna screw my number up, but the Thursday night concert series is probably one of our more expensive events. That's probably more community building than it is actually revenue generating and there's value in that as well. So that's where that return on investment number I think it's squishy. Oh 49 Let's I love this chart The We do this And actually know what I this actually came out of your two Monday's ago. I think I got five to. It's in their packet, but that's the big sheet. Is it in the packet? It is in their packet. Where is it? Where is it? It couldn't find it. It was after the arrangement. What makes passes up? I think it was page 26 in the packet. So yeah, we got this like trying to creep it. I think, well I know the FAB brought the question up and I don't recall if you guys did or not. But. Yes it is. Looking at page 49 and 50. Okay, so I'm going to go between page 49, page 50, and this chart right here. We'll just a couple of seconds. Actually, I'm going to go through 49, 15, 51. On page 50, if you flip the page 50 really quick, the blue line is that 25% reserve you've been talking about. You can see that, you know, in 18, you can see where we brought it up. You can see in 18, we're keeping it at 25% and then you can see that going across. In 19, you've got the designated reserves, which are all or other, it's cash for sure, but it's money that we've got saved for a specific purpose. For simple terms, we call designated reserves here. But it's cash that we know we were planning on spending on different things. That's that red line. This green line are the funds available. And in the last couple years, we've said, you know, if we continue to invest heavily in CIP and whatever else, we know that our funds available are going to decrease. That funds available is largely driven by, if you go to page 51 here. This is our ongoing discussion of, this is our discussion of ongoing revenues versus ongoing expenditures. This is our commitment to you that every year we give you a budget, we're going to make sure that the revenues are at or exceeding the expenditures. When we gave you this budget in 17, we said 18 is going to be tough. We came back to- We said it was going to be a deficit of 323,000, and now we're budgeted to the good at 55,000. So I said tough, now it's for anyhow. Yeah. Details not. But I mean, we knew we needed to make cuts. And we, and I mean, not like we were some kind of magicians or anything, revenues came in higher than expected and expenditures came in a lower. So it made it easier than we projected. But this page, on this page 51, what we show is that worst case scenario in my mind, that if we're expecting health care and salaries to go up and we're only projecting a 3% increase in sales tax, we know that we've got to make adjustments to that. And that gap between that red line and that blue line, it's easier to see on your piece of paper. You can see that growing and that equates back to page 50, you can see those funds available decreasing. So that's why we say, all right, even if we don't make any changes and we kind of state the status quo, you can see as long as there's funds available on that green line, we're in a decent spot. Well, we've committed to this. When we give you that budget, we're in a decent spot. Well, what we've committed to is when we keep you that budget, we're going to make sure that each year that red and that blue line are going to match up. And so that fund's available. And very like, and very top and good likelihood, there's not going to decrease as fast we're showing. We're showing you that green. We're showing you the worst case. And so when we had this discussion with the FAB, they said, yeah, yeah, yeah, we get it. What are the numbers? And so we created this chart. And it's in your, you have it electronically, that I can add them. But we, here it is in paper for you today. And so what you can see on this is the budget, the revised budget, and then the actual expenditures. And you can see that, I'm sorry, six expenditures. It's the net revenues over expenditures. So we budgeted, if you go to 2016 and you see the blue 24,000. So we said in 2016, we were going to end the year. This is just for operations. Net revenues over expenditures. We're going to end the year net opera this is just for operations net revenues over expenditures we're going to end the year with 24,000 and then we we did that mid year revision and you know march or whatever and we said oh well Now we're revising and we're actually going to end up with 14,000 But if you go up to the green line, that's what we actually ended the year with another But if you go up to the green line, that's what we actually ended the year with. Another million four. And so I can tell you that the majority of that, about a million four three, is expenditures across every department came in under what they had budget. So that tells us the budget somewhat bogus. It's flexible. And some of it depends on, you know, 16 I think we had we had our utilities and vehicle gas at Higher cost and they came in we budget four bucks a gallon roughly for fuel Hi, no doubt that's very high Yeah, but I wouldn't call that bogus because if I got to come back to you in December 15th when gas does go up and replow and trucks, I want to make sure that all down here are conical. Yeah, I know. That's funny. I mean, it is a philosophy that we're trying to say, we're showing you worst case. And if you said, yeah, that's fine. No, but if you were telling me, hey, we want to spend more differently, the night you come back and do that. But I don't hear anybody saying we want to spend more. And so by doing this, it kind of puts that restriction on. You just know that there's. There's fluff. There's flexibility. If we have a key point. It's called fluff. Creative. Creativity. I would much rather be so many things like like you budget I know I'm just you know I know the drill. Yeah, but I don't I'm not buying bogus all by fluff all by it's there's fluff I'm not buying bogus because what it is it's percentages off and we do it on purpose But it may not be tomorrow is the thing if you know because the utility costs are already going up Yeah, from you know what we had originally budget Yeah, I'll buy fluff. I'll buy a fluff. I won't buy a bonus, because it is based on facts, and it's just percentage is higher. And if you guys said, hey, cut the budget, great. I can cut it for sure, but I don't think we need to. And that's my bigger point is showing you that back to page 50, the FAB got nervous, because they see that funds available, line shrinking, they're saying you guys are going something wrong and they'll be showing this and say well yeah we're worse case in it for you. Here's our actuals and adds a level of comfort to go in forward we're in a strong position and we're maintaining that strong position. That's the fluff, bogus, whatever strong position no one gets to argue that one. I always hope that we're gonna end where this is. You can argue for one second. Two points, six percent. And if you want to get in the numbers, we can get in the numbers, but that's the bottom. You know, Clay, I like to pull your street. Hi. Hi. I told Tom, listen, I went to school for this stuff. I love this. This is, I love this thing. This is, so 49 where we have general fund at 20% and you have written in 25. Yeah, that's a high-value. That's a high-value. I would imagine this chart would change significantly between 20 and 25%. Oh, yeah. Well, that blue line would come down. The funds available would go up. And it'd be a million bucks. Probably just if our operating reserve is basically $4 million right now, I guess that's not a million, but yeah, it would change it. I mean, it wouldn't be, it wouldn't be a deficit in 2022. Correct. And it's not deficit. I mean, that's the thing is, yeah. Okay. You're just doing the percentage is, and they're staying current and bothering. And it, and filled, I mean, feel said this, this funds available is going down because we've got our capital programed into this. It's more driven by because we're showing our expenses going, pointing at the chart on page 51. But it's because we're showing our expenses going up in our rev, expenses going on faster than our revenues in that projection on page 51. And that's what's really driving that down. Are your revenues based on 3% increase? Yeah. And our expenses are based on higher than that. So it's starting. Roughly, yeah. I mean, it just depends on what the year is and what's coming in. So I think I've got between 2 and 1.7 and 2.3 and then expenditures are 2.7 and one year there's like 3.3 so you know of course it's showing the expenditures climbing faster than the revenues. Yeah of course the revenue is percentage of something is low there. And the CPI Bobby said is about 1.9. Well we use the Denver Boulder CPI and right now between the Legislative Council and the Department of Planning and Budgeting, it's 3.1%. Denver Boulder. Denver Boulder. CPI. Is that what you use for salaries too? Or do you use MSCC or how do you do the salaries and the compensation? It's basically how much money do we have. That's how- Well, I mean to establish compensation levels per- We look at that and then we make the phone calls to the other entities and find out what does everybody else in the valley getting and making sure by doing the compensation report that we're staying within the marketplace. I would say that compensation is way more driven on marketplace and than it is any kind of CPI. I mean CPI is going to drive market of course but we don't say Denver Boulder CPI is 3.1 there for this needs to be our period. Yeah we don't tie it. OK, page 52. What happened? Mary, what happened to the page? It was page 10 on the original packet that we got, I guess, two weeks ago. But it says it's all funds expenditure categories without pass-throughs and transfers. Yeah, we already hit that when we did the chart for all funds. So I thought we did the revenue. I didn't think we did the expenditure. Yeah, that's where I pointed out that the personnel services is 46.6%. Well, that's the pie chart out that the personnel services is 46.6%. Well, that's the pie chart, but where's the? It should be in there. Where's the breakdown? It should be. Yeah. So I had you can I take a moment to go back to that page, please? Isn't it page 48? Without the customers. Is that an age 46? So, Mary and what is the general fund? What is the million in a quarter of other expenditures? Okay, so it's everything that the other column on that one page that we went through with the fund balances. So in that is the base village inspector, it's about $3000, the COP, the 90,000, and then the building six investment of the million 50. So, so these are, let me think. So these are revenues. These are expenditures. I'm sorry, these are expenditures that I'm trying in my head trying to get my head around why they're not considered part of the operating or the capital. And for instance, for instance, the building inspector, to me, $76,000 is clearly operating. But the school tax is probably not operating. But the school tax, and you're looking at this 1.2 million. Yeah. So the majority that, a million 50, that is the building's six money. Okay. And then the 77,000 for the building inspector, that's the position that we said. No, I understand what they are. Okay. My question is, why aren't they ongoing? No, no, no. Because I think even the Building Six allocation is, should be operating expense to the town, even though it's an other expense. It's an operating expense. If we spend money on building six to do whatever, that to me is because we own building six, it's an operating expense. And the same thing with the inspector, had we hired somebody that would be an operating expense because it would have been another person in the planning department, so I guess where I'm going is that If we add those other expenditures to the what's here is the operating in capital. So we add the million two or a million five to the 16291. We end up at 17303, which now is in excess of our revenues. So that's the point. So I guess the point I'm trying to make is, are we putting some things in a category that is outside of operating in capital expenses that really should be operating expenses? And the reason why I like the million 150 is, is because it's not being funded by ongoing revenue coming in. The million fifty is coming out of the reserves. So how do I show that coming out of the reserves by putting it up above? It's down below because it's not being funded through ongoing operations. We already received that funding in previous years. So that funding was already received and that was below the line. All right. So you're taking the position. You're looking at it as we've received this funding in previous years from certain places. We've banked it and now we're going to spend it. Yes. And the same thing with the building inspector, that's being funded through those base village revenues, which are also below the line because we're not counting on those monies always coming in for operations. Okay. Okay. Okay. Okay. Okay. Okay. Next is page 52. And this is, we tried to pull out different projects that are going on across all funds and just put them in a summary for you. Some of these are through the CIP. The whole CIP is in here and then we're like For housing to replace the ranges in the hoods. We put that in this report so And if there was capital within a department we pulled that out and put that in the report if it was a project oriented type expense so You have any questions on any of these? In the CIP, we will go through that also in detail. It's towards the back of the packet, but we can always go through it now if you want to. This is all stuff we're also hitting the previous council meeting. There's nothing new on this list. Except for just different things like the air filter rack. So this is the CIP plus the other projects. There's nothing. I should, I would have been more active. There's nothing significant. Yeah, there's nothing. I know these guys are very concerned about the air filter rack. That's what. What is that? I don't know. It's in parcel C, it's what fills filters that air in the, and I'm not answering. I can't really speak in her terms, but that unit has to be replaced. And so because it's not operating the way it should be and so it's not taking out the fumes the way it needs to be and so they need to replace that. It's like a 25 year life. Yeah. And this is within the garage. It's within the garage where the buses are. Oh boy. Gotcha. That's a damn expensive. So are both of these boiler replacements going to happen at the same time or what's the whole timing? That's a lot of money which we've already talked about. Do we have bids on these or what is the status of these? I think she is either in the process or she is receiving these are cost estimates. Cost estimates. We've done the engineering this year and so we've got the engineering that can put out the bed and we'll be putting it out the bed. So do they have to be done before winter? No, this is an 18. 18, 18, 18, 18. Let me next summer. We're next fall. And on a couple of these, do we qualify for anything from core? Well, these are the all-in costs and we'll be looking for grant funds with them. Black kills is another one. We're looking at core and black kills with the two. We're looking to see if we get grant funds. I mean, the whole idea is energy efficiency with these two projects and so we think they'll be competitive but we didn't want to bet on getting a grant. We already qualified for building six is just coming out of the ground for $50,000 grant or something from Corps. Something like that. And anyway, okay. And that grant from Corridor actually go to East West, not to us. Because they're building the building. They would spend a million. Okay. Therisky isn't too far in the weeds. He's road overlays. It seems, I mean, it's probably, I would assume it's part of the the package like you Say okay, we're gonna over we're gonna pave this road and then they come back and say all right Well, we got to come back and do an overlay at X number of years. Are they don't guarantee it? Is that right? You don't guarantee it. I Mean it seems like we're overlaying roads that are in pretty good shape So I'm just trying to figure out the philosophy behind that. Roughly speaking, we try and overlay every section of road every seven to eight years. Regardless of traffic. No, we look at, we prioritize, we have a PASER score it's called. I don't know, couldn't type what PASER stands for. But we go through and we measure traffic, we measure quality of the road, whether they're alligator cuts or the other way. And then the crew says this is the highest priority for replacement. And so we try and prioritize and whatnot. And there's no doubt our road systems in great shape. We are in very good shape. And so, but that's because we continually make this investment. I hope we're not making investments. I'm confident in saying we're not making investments where we shouldn't be but we are keeping the system in a quality. And they report the the PASA rating is part of our annual financial reports. So when investors or bondholders are looking at our financial reports. One of the reasons why GASB me asked everybody to add it was so that they could see, do they make investments in their infrastructure and how do their roads compare to other municipalities. So that's part of our financial records as well. The big one coming up. And when she goes over the road budget with you, brush creeks coming up. And when she goes, when we go over there, road budget with you. Brush creeks coming up in two years, sometimes shortly. We're going to have some big, spent expenses coming up to path. And you could argue, the brush creek really needed a nod. I mean, I think that's a technical stuff that we could talk to. I couldn't answer for you right now, but I know we're anticipating that work here shortly. Yeah, I mean I just look at like horse ranch seem to be in pretty good shape. Now it's in really good shape. I mean I don't know did you feel like that road was in need of bathing? The summer when they did it. It's I mean it seemed like it was fine but I don't really. I mean it seemed like it was fine, but I don't really, I mean, it seems like it was in good condition. But... And it gets to, I mean, having, after seven or eight years, the deterioration, you can see all the charts start decreasing at an exponential rate. And so if you make the investment at the right time, that road life lasts twice as long versus if you have to wait four more years when it's de-iterating and you gotta rebuild the base because it was just a simple overlay on Herschrode and you're talking I'm regurgitating what I've been told over the years. A good example is like Brecht Creek Trail. We had to take that all the way down to the base and that base and so that that project was considerably more expensive because we let it go too long and so by staying ahead of the curve you're actually saving money and we're in a In-view and V-Bull position to be able to do that And and there's if there's a sweet spot where you don't want to be too nice We want to make sure you get enough full seven years of life Yeah Three lean times we put off doing some of the roads and we paid dearly Yeah, three lean times we put off doing some of the roads and we paid dearly. And in breast-cuter trails and easy one to look at, anyone's walked on that before. I mean, it was fun, a part and we, it was a mess. Super expensive. All of the parts were fast. There's way more expensive to go and have to do. And then we tried to apply for a grant. GoCo said, you know, if you don't take care of your trails, we're not going to give you money just to spend just to not take care of them. So they said you have to start showing a track record that you take care of your trail system before you come back and ask us to fund. Okay. Page 53 is just the outstanding debt for the town, the bottom section. We just left in there because we just paid off the final bond payment for Mountain View 2 and, well, we will in December. So for 2018, all of those housing bonds, well, are all gone. They've been paid off. The top section, you can see the drosti, that property tax millebi will drop off after 2019. And the swimming pool 2018 is the final payment on that, which will only leave the rec center outstanding in the COP, which is at the way bottom. So the rec center, what we owe on there right now is that $3,310,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000 If it wound up being for sale, we saw building six. But we likely get rid of some of this debt, like pay off the rec Senate. If that scenario worked out that way, say we saw building six for seven million on hypothetical, would that be the smart thing to do here to get rid of some debt? It would reduce property taxes. And so, and then we wouldn't pay the interest. I'd have to go back to the bonds. I can't remember if there was a call date on that. There's that would be a community purpose for the. And for the general fund, I mean those payments are 680,000 a year so it would certainly help the general fund to pay off the CLP. I think that could be an option. Another would be thinking about doing something either down at the entryway or up on the point side performing arts or some. Who knows? We don't know where we're going yet. Yeah, I know. I've just looked at a scenario. You know that that's exactly right. You could do that. Right. I mean, I think that would, you know, would work in long lines of thinking of resiliency and keeping keeping our debt down. Okay. So we have one year of overlap between our contribution to the school system and androcy, is that right? No, the the dressy one is this is their final year. And so that goes away at the end of the year and then we'll start collecting the property taxes in January for the school district. Okay. Two weeks, I'm sorry, I didn't understand that. When I'm looking at Drosti it says maturity date 2019. This is different than the Drosti payment that is the pass through Tupaking County. This was an actual debt. He was talking about the two different. So there's another drosty besides this one. This was to purchase the conservation easement and we did that back in 1999 and then we have the pass-through property tax for drosty for side-mount in park. So we own this debt instrument. The other one is an obligation to pay the picking county. That's the property tax we have in place. That property tax is going away simultaneous to the school district property tax going up. The pledge for Sky Mountain Park and the school district starts. The conservation easelight continues. And that's where I was missing. I've forgotten the whole separate second part. So as a raft of tax comes in, the raft of proposal for our 2018 tax. They're going to put it on the balance. Balance looks like it's going on the 2018 ballot. 18 ballot, okay. So basically, we all thought we'd get a little relief when the drosty payments went off, but that if it goes through, Raffta goes through, then you're basically gonna do a replacement. With this drosty. Yeah. All right. And there were a few scenarios placement. With this with this. Yeah. And there were a few scenarios that were discussed at the strategic planning meeting. Do you remember what the percentage is where Alyssa school district? I've got the packet out my car. I think the school district is only one mill wrapped is talking about five mills. Yes. So there wouldn't be any. And drosty, isn't it five? 0.5 million. What's drosty? Drosty is about one mill. One mill, so oh. Yeah, I think it's like, so it's not a trade-off. So it's not a trade-off. So it's not a trade-off. So it's not a trade What is this drosty? Is the conservation easement? What that? 1 mil generates about a half a million so it's going to be in that range. Oh, it's like 1.1. Oh, that's okay. Okay. Okay. So, all right. So both this guy mountain park and this one are about 1 mil each. Yes. I was thinking the the raft it was four mill but your problem. I don't know if you decided the last number I talked about was five. I won't talk about rand detail. Oh yeah. Oh yeah. A lot of it has to do with the electric buses. Okay, that's just the charge. Yeah, all put his is in. So long and we only we only got we didn't get anywhere yesterday. They want to stop. Do you want to stop for lunch? That way. At all. Absolutely. I hope they want the EOTC. I will. Oh, well, general fund. And the crans don't look as promising as what they thought they would. They want to have it in person. She can't. I can not. I mean, I refuse a bus, is eight of them. That's what they want. Okay. It doesn't look like it's going to materialize. So the back. They're coming back to EOTC the next day. So I don't have to roll more money for the other buses. But the rest is. We have an EOTC meeting next week. We've already seen the big picture. So. Well, and we're not getting any way with headways. No. We're not getting any way we have a serious job. I start this. It's your first thing. More and more. No. Maybe you think. Maybe you think you I might be more vocal. I'm going to be more. I'm going to be more vocal. Yeah. It's going to be a page. The theory is, we're talking about this headway. The theory from people who sit on RAPTA, particularly the chairman is. So if you really want those buses, now you've got a good reason to go out and rally the community to support and increase in the raft of tax. And then we'll say that's what we'll do. Snowmass. Yes, what he's going to have a surprise. But he's going to get just what he doesn't want. Somebody going out and encouraging people not to vote for the rest of the day. It's hard. I said, you guys, snowmasses not going to continue to vote for taxes, for which there's no benefit, the returns back to snowmass village, even though we're here to look at the common good. But people want to see benefit. Wait, we'll get into this at the LTC. Yeah, we will. You get into it Monday when we prep for it. You get into it Monday when we prep for it. Monday's going to be a big meeting. Yeah. You'll see it Thursday night, right? Yeah. Okay, sorry for the diff. You guys want lunch or do you want to crank through general fund? Let's hope to you guys. I'm ready to keep going. Let's go. Okay, let's go. So I will try to crank through these a little bit quicker and just kind of stop and ask for questions. This is you've already seen the pictures and all of the categories already. So this just takes you into more detail by fund. So page 56 is The six is the General Fund budget summary. I don't really have anything significant to talk about in this page unless you guys have some questions. DeGreek. Okay. Vodom, just don't go around and real quickly. Go ahead and real quickly. Yeah, it was reserved for insurance liability. Are we talking capital or what? No, that's the, if you remember, the audit letter for the financials that is moving. We had, whenever we decide to leave SIGNA there's a two-month terminal liability and so we took it out of the liability accounts and put it as an assigned reserve here so we have that money set aside for whenever we decide to move from SIG signal because after we cancel, there'll still be claims coming in in this, the Sponzel. Pay for them. Anything else on this page? Yes, go ahead. The next page is the Holy Cross Community Enhancement Account. And so you can see if you see the orange column down there that shows you 2017, 2018 is the following year. And you can see that I put in there taking out the 350,000 for the building six investment. And so that would leave a balance in this fund at 673,000 and you like I said we get around 100,000 a year for Holy Cross enhancement payment and so that grows that fund continues to grow by about 100,000. Page 58 is just another pretty chart. The blue are the operating revenues. And you can see they exceed the red which is operating expenditures and then the little lines down below are the transfer out to the surf fund for our rolling stock and then also other miscellaneous capital type stuff so I made myself a list so I could just kind of give you guys an example like the air filter that was in the projects fund that Comes out of here the LED lights for the bus stops comes out of here the Any of the ballistic like vests or equipment that the police department uses any of our computers and servers or equipment that the police department uses, any of our computers and servers, so that 206,000 is made up of a variety of items across departments. Okay. The next page is the sales tax chart and it just shows you the, you know, gentle increase of 3% each year for town sales taxes and county sales taxes? And this is what I think the telling part to this that I like to point out every year who done so far is we bring in way more money from Aspen than we generate ourselves. And so we do depend on them being successful. You can see the number right there in 18. I can't read that far. $3.5 million versus $1.9 being generated here. Oh, so... Technically, not pass them. Yeah, but where are they? They're generating 80% of this money. So I'm just speaking frankly that we do rely on them to be successful. And this is generated there. And it's the shareback. There's a lot of reform about how this gets shared back. But largely speaking, the majority of that money is 80% of that probably is generated in the city limits of Aspen. And this is our shareback from the county tax rate. So when there's always this thing about, oh, snowmasters and Aspen, I'm the biggest proponent of one of saying we got to focus on snowmast village and when I say that my eyes are still wide open to knowing a lot of the sales tax is coming from our neighbor next door. I mean so every time we talk about leakage we get some back. We're getting we're getting the leakage back. You don't get a lot of it I mean we're better off in the but this is this is awesome an indication of how much money is spent here versus there. And we've got those ratios of, you know, how much, you know, what the overall expense is. I mean, I don't think I'm pretty close. It is 80%. There's 80, they have a, there's a much bigger spend than ask than there is here. So leakage, if we could reduce that and increase or spend here, that would bring that blue line up. Yep. Which would be fantastic. So I'm not arguing against that, but we do get something back when our neighbor is successful. More than something. So I know this comes back to us, but is there a ratio by which this is determined? How much comes back? Yeah. And it's based on what? What's the ratio? You know, we got a little cheat sheet. Let me grab it. The break I'll grab it. I'll show it to you a bit. It's a cheat sheet. The trivus is put together that's 99.7% accurate. Mary Ann will hate it because the percentages can change. Can you leave? Yes. because the percentages can change annually. But we continue to grow such as base village. It would appear that this number would modify and would be, we'd probably have a higher percentage. Slightly, yes. We'll show, I'll get, we've got a little cheat sheet. We can give you a way. So what we get back, yeah. So I think it's 20%. I think the interesting exercise first to figure out what we anticipate. I think that would be very interesting. For the shareback or for what? Just to see what what the chart because nothing is really happening and taking count. There's no new buildings. If our if our sales tax is increases and there's where to stay the same than our percentage would grow right for a portion of what we get back and I know we did some projections of what we anticipated face village to produce in terms of and the in the fiscal impact yeah yeah yeah I mean just I don't think it's gonna change this curve too much. I mean, even if base village doubled our existing revenue, which there's no way it would, it would be a slight. So we'll pay attention to it for sure, but it's not going to be dramatic. OK. OK. So basically, these next two charts, you know, show you the pie chart of the operating revenues and the operating expenditures. These are the same numbers that were in the other pie charts just more detailed to the general funds. So sales tax is 33% of the general fund and then we have the transfer in for the red the road in the lottery and then charges for services is the next big one or 18%. Help me out. Charges for services. Charges for services includes planning fees, plan check fees, transportation, parking fees, the solid waste fees, recreation fees, those types of items. Next page is the operating expenditures and I did this chart by department so that you could see works is the largest at 26% of the budget and transportation the next one at 24%. And then the next two largest ones are public safety and recreation parks and trails. So, Mary, what would you consider the administrative departments versus the, let's say, operational departments? I would say town manager, human resources, town council, finance, town clerk, and community development. Mm-hmm. Support departments. Yep. Okay. Okay. Is this changed a lot over the years since 15? We saw that other 30 submodnall odd million, 31 million I guess it was. I would say that the four bigger departments, I think public works was much bigger than transportation. I think transportation has grown especially since this year we added that $76,000 to this department for the expanded bus service. And so I would say parks and recreation has grown. And housing is not included here because housing is so fully financed if you will buy the housing department. It's like its own company, its own cost center. Its own cost center. And it's three separate funds. And one of the things we've talked about is now that the bonds are all going to be paid off, whether we combine that all, just into one housing fund. And Joe is, he's not ready to do that. He likes being able to allocate the cost as well as he can to the specific, different building so that he can keep track of which ones are costing him more or less. And so the Financial Advisory Board had mentioned that again, and Joe just said, let me give me some time now, so we're giving him time to give it some consideration. So the next page, page 62, again, just shows you the numbers for the general fund and the same basic categories. Page 63 just gives you an idea of from looking at the 2017 budget to the 2018, where are the changes coming? Why are revenues increasing? And so I pull out the big numbers and say, these are the big reasons why. So county sales tax in town, we're budgeting at 3% increases. We increased grant mon's coming in, which op sets expenditures in the police department for training and equipment. The RTA service contract, the majority of that is for the expanded bus service that we have in here. Trash fees increase in tonnage, and also picking county is increasing their solid waste fees. So Anne has built those into these fees. Transportation parking fees, that's mostly from increasing the rate from $7 to $10. Rec Center memberships, that is increasing based on actual and what has been happening over the last couple of years where his memberships have been increasing each year. I think he said 10% or 10% I think. Interesting come is higher because interest rates have increased as well as our fund balance, as you saw in that one chart, we were anticipating ending with $24,000 and we ended up with $1.4 million. So higher fund balances and then the ski court contribution that increases because the CPI and the formula increases and then the transfer in from the RET fund that pays for the net impact of the parts and recreation, lesser fees, as well as the cost for the transportation rolling stack. On the expenditure side, the personnel we've already discussed, contract service. That's the 62 is the police grant expenditures. IT helps, so that's to increase contract service, so we have a help desk through Mitchell, so that Doug can spend more of his time on the bigger strategic picture things for the town and then New Park, the parking fee programs. We have an additional 7,000 for that. Communication services, Picking County just gave us their budget for the 911, the call service and so that's going up by about 9,000. Roll off fees, that's decreasing, and that's how much gets charged to do special pickups for construction trash, and we just finished with the housing renovations. So they're anticipating that going down. Dump fees increasing due to the increasing fees from Picking County. The COP payments that was due to the refinancing, using the reserve funds that's at 90,000 and then the transportation bus service for the expanded service. So those are the big items if you were to look at the, you know, the pages that you have in your packet on the detail you can see. It's everybody's basically held to holding the lines, which has been the direction for the last two years from the town manager. The final page for the general fund is page 64. Those are the one time expenditures of the 341,000. And so the charitable services under the grants and donations, there's 100,000 for the grants board and then 42,000 for picking county detax. Under community development, Julian asked for 70,000 for land use code update. That's assuming the comp plan gets adopted and we need to change the regulations to implement the comp plan. The town manager 25,000, that's 20,000 for the grassroots switch. That's an upgrade they've been talking about now for transfer a while and then 5,000 for community engagement. I don't know. The series of different outreach initiatives that we're planning in 2018 to meet the town council goals to kind of increase community engagement. It's basically you guys buying coffee. We have, there's like eight ideas, but we've got, I, you need to buy off on them eventually, but we've got, we have coffee with the community and I can't, the scoop with tow council was another one for your ice cream, like free concerts, that sort of thing. Well, we'll talk about it. We'll talk about it. We'll talk to you a little bit. talk about. I'm going to talk about it. I'm going to talk about it. I'm going to talk about it. I'm going to talk about it. I'm going to talk about it. I'm going to talk about it. I'm going to talk about it. I'm going to talk about it. I'm going to talk about it. I'm going to talk about it. I'm going to talk about it. I'm going to talk about it. I'm all of their payments online. So this will get us there and it should give us some better reporting and also is part of this. They will do scanning of all of the BRBO sites. And if they see somebody that doesn't have a town business license or is not remitting sales taxes through our system, they will start sending them letters and try to get them on our system so that we're getting sales taxes through our system, they will start sending them letters and try to get them on our system so that we're getting sales taxes from them. So this will provide that service as well. Solid waste recycling containers, they have, I think, $1,500 per container, so they want to put some at the bus steps and then Brian asked to finish with the wildlife gates and so I think this is for one final gate is that right the $3,000 and Anne had asked for $16,000 for office space renovation and then to order to get a large form at SCAN for all their big plans that they have so that she can scan them all into our laser-feesh system and Let's see road is oh the art sport. Okay, so Julianne Oh, the art sport. Okay, so Julian asked that we put in $25,000 to give them some seed money for art projects and as I understand it, Savel will be here on Monday or it's in the agenda I think. So it's part of the strategic plan. It's in here. It's not as much as they wanted but it's more than you've been doing. And then road is, and it's actually for a bike weight washing system. And I think they had a whole lot more money and did in here. And Clint said, you can buy a hose and spray your bike on a concrete. So they had never dropped to a thousand. We're a hose! This is like a government hose. It's like a toilet seat that government buys. She's making fun of me. This was at $25. What did this start at? $15,000? It was, yeah. We were going to cut concrete and do all these kinds of things and make it exceptionally fancy. something you could drive your car into and I said no and you could fix your bike up on a pedestal and it was gonna be it's gonna be yeah so I know a guy will start a car wash here yeah so this is this is we'll give him a house he doesn't want to buy the property. He's looking for a white shop, right? He's looking for partners. Who's that? Jerry Weiss. Oh. And then the final thing is. So it's more than a host, but that's the thing. You're welcome. I cut the product. I cut the how to the project. I just left a little gravy in there. And and then the final one is continued support for a wildfire mitigation of $15,000 contribution. So with that, that finishes the general fund. So those are like- So those are- So those are- Typically, you know, sometimes their expenditures are a little bit more than the grant money coming in if they have to do like a 50-20 or 80-20 or something like that, but Typically, it's pretty close So we have that and that's outside of the post grant fund, which is you know the other one that's totally separate So this is the town actually applying for those grant funds for our officers to do something or attend training or to buy equipment or those types of things. So in, so in, since we're hosting those education programs, they do end up costing us some money. Should be off by the right button. The program that you're thinking should be offset. What you guys approved last time was the whole system that we're going to operate. Which is what Mary Ann says. And that's not. The little chunk is we still have to apply it through our system and we've got to pair a fair share of that system. Right. And our guys still have to get their own certifications and all of that that might be outside of what the post training is providing. Okay. And so some of that might be in this. Mm-hmm. Okay. Let's take a break. Here's a little cheat sheet. Oh, okay. We're on the steps. It's a special doctrine. I can talk while you will eat if you're okay with it. I just know we have a deadline of 130. I can crank through these. I mean, you've already seen all the numbers in the front. She's so this is really just detail. So we're looking into it. When are you looking? Well, we're looking into it. I tried to go. It's feasible. Did you get your tea? Did you want some tea? Well, I made some. Okay. You guys better eat all those cookies because I don't have to worry about them. Why? Because I have so much dough at home for you like softer games I made cookies. I don't need any more cookies. Bake them. Put them in the freezer. I think we need a fire. I'll bake them tomorrow. Marshmallows. We need a budget for a fire pit in the middle of the council. That's one way to take care of the heat prod. That's great. That's a great idea. You talk about community engagement and we have a fire pit. We could conduct council have a fire pit We could conduct town council around a fire pit Mars and stuff like that actually budget and fire over run around the campfire Then we all think whom by We spent $35,000 I think there's $35000 dollars in the budget for Schmors next year How much I think 35,000 dollars for some mores for bows Base village and mall man back and forth between it to Daily smores or something like that Different that's our new stick neck you'll see it all on Monday, but that's the new stick. What? Instead of campfire songs like we had last couple years, someone singing, we're going to do smores around the campfires. I think they've been doing them because they got those special boxes full of the smore sticks down there. They haven't been doing them. They don't do the main ones? We have done them. Yes. We are now doing them next this upcoming season will be doing them daily. We're about daily base village. We go back and forth between the Maul and bridge village. Well it isn't cost you directly but it costs the taxpayers. I meant yes you may eat all the s'mores you'd like for free. I'm not gonna eat any of them but what time are the days? Three to four thirty I think whatever you have coffee in the morning and then some more is in the afternoon. I think the morning ski coat does and geodarily. The town's doing the schmores. That's pretty cool. I think it has our logo on it. Is it better than her? The chocolate? Yeah the marshmallows and the graham crackers have our logo on it. The fact that I know this detail shocks me, but they're going to be individually chopped but so we don't have to do all the handling to be able to rip the package up. So if you're a clean freak, it's great if you're an environmentalist. It's terrible because we're a nasty package. Hey, does how are you? How are you? How are you? I'm having a... Have some lunch. How are you working? How's he watching? How's he watching? I'm working. I'm working. I don't worry about he. Oh, yeah. I'm working on the basket. Oh, yeah. I'm working on the basket. You get a twizzle to wash it down. I don't know So you have the wine bar right next to the subores bar. Say it again. You have a wine bar too or just some more. You have to go to base camp to buy that. And that's what I'm saying. Every day you're going to do it. Be sure. I think that's what they said. It's daily smores. And I thought, were they going to change your mouth a little bit too? Yeah, it's going to be a little bit more. You'll hear all that. Let me try. Yeah, you'll hear about it from Benga where they sell them for $19.95. I hear some of the stuff inside of them. You're cutting into their action. I I have some at home. We're coming. Another 90-90 later. Joking about. I don't know if you are too. I think it's anybody going to jail. I think it's 20 bucks. Are you going? Which one? Look out. December 16th. Yeah. Are there still tickets or is it sold out? No, you have to get on a waiting list. It's sold. Get on a waiting list because I've list is changing all over the place. I got four tickets also. I'll give you a repress Face value You did already I did you turned in your money He's ready Crank let's get it. I am going to try to crank through this in the next 40 minutes. So the real estate transfer to the fund. You know, this fund is basically paying for the transfer to the surf fund of the 740,000 and then the majority of the expenditures are the transfers to the general fund to pay for8.24 and it maintains the $2 million emergency contingency reserve. Mary Ann. Yes. Looking at the bottom of that page, you explained earlier today the emergency reserve of $2 million and that's just a flat amount that stays at $2 million. So the funds available line, is that just surplus from the rent collections over the years. Yes. Okay. Thank you. Okay. Page 67. That's a healthy budget now. I remember when it used to be Zipple. Yeah. And we're staying close to last year. Ispire is red. but these next few months, usually we have pretty good influx. So we'll see. I'm only budgeting an additional 100,000 for next year. Oh. So you got a little bit off with all the sales going on. It may be there's not a whole lot right now. I mean, it's actually the price per. What's the number? So right now, let me put these on. We're at 1.8 in last year at this time. We were at 1.9. So, and I'm expecting, if we, if we track to last year, another half a million dollars. But as far as resales, resales were down in the number of resales. I think, let me just check this out. Okay, so we're down, we're up in the number of units sold by four units, but we're down in the dollar amount that we're getting on resales by 188,000. And so I do another chart. So the average resale last year was 14,600 dollars. And this year it's 14,0011 so far. So it's about 4% down from last year. The dollar price. So I did 100,000 additional for this year over the last year's budget. And I feel that it's conservative and that we should be able to make it. So if a house sells for, it's a 4 million, how much rent comes into the town? 40. And if the mall doesn't sell zero. No, it's the only thing that's trying to be noticing that the mall contract, creator. The creator? Yeah. It did? Yeah. The dollar, I have it. I did. Yeah. Did all that happen? I got to notice yesterday. We did two of the tenants. Is that your little FYI? What could I have? My office is up there so I had to do a stop-al. Sorry. Did you say hypothetically, a house sold for 4 million? Did you say 40,000? Yeah. That's 1%. Okay. Okay. Got it. Okay. The next page is just a chart of the revenues and expenditures. Again, most of these worksheets are all the same from fund to fund. So 68 just shows you the changes between 17 and 18. Does anybody have any questions on these? Yeah, I had, I had, it's just, it's just a differential. It's the delta from 17 to 18. And what happened? What are we planning for in 18 that's different and what happened, what are we planning for in 18? It's different than what we budgeted for 17. Okay. Page 69, which I seem to be missing. Oh, there it is. That's the revenue projections. So that shows you the additional 100,000 and then page 18 are the expenditures this or 474 2018 it's just showing you the transfers out is you know the bulk of this fund to the general fund the serve Fund and the CIP fund. Okay, page 71 is the transfer out to the General Fund. So this just shows you what comprises the amounts of those transfers. transfers and the total is 1.8 and you can see 65 is for transportation rolling sex. That's at the way bottom. But the total amount for parks, trails and recreation is 607. Recreation program is 149 and recreation center is 435 so I had this in his memo and said that we're exceeding the poster plan goal which was 50% And that's pretty much it on the rep fund Road no levy fund Road No Levy Fund. Again, this is a transfer out to the sir as well that's for road department rolling stock and the expenditures are transfers out to the general fund for road repairs, construction, maintenance operations and then the transfer out to the CIP that's coming out of the SGM reserves for the two boilers of the 533,000. Any questions here? Let me see if I can get my note. So the appropriation and reserves, how does this relate to the revenue and expenditure chart above? I think I guess I was having. Okay, so the 533, see the blue line up there, says transfer out, CIP. Yeah. Okay, so you take the balance from the previous year on the orange line of 963 and I think the contribution into the SGM reserve is a hundred and I want to say 50 or 60 thousand. So you would add that take out that 533 and then that gives you your balance of the what's in building equipment. So it's the 963 plus I think it's like 155 or 16. Let's try to see if I have that. But that's not on this page. 155. No. Okay. I guess this is. This system comes out of whatever the only thing left over at the end of the year. Okay. Probably not. It's not important. Just curious. It's not important just curious I have a question on the We'll behind here on the ice rink we have Yeah, sorry 85 in the ice rink fun Is that what it costs us to run the ice rink? Is that what it costs us to run the ice rink? No, it's closer to 40. You're looking at that Holy Cross funds ice rink across. Oh, yeah, that's the- So we used to take it out of Holy Cross and we stopped Nicklin diving the Holy Cross. We only spent Holy Cross money on big numbers. And so the ice rink is actually in the parks and rec department on the budget now. That's why you don't see it. And it's under the cost of the, doing the ice rink is in the recreation program, as far as staffing, labor, any supplies, things like that, they need to. Speaking of which, it's closer to 40. The gentleman that's been kind of donating to the same moment. Kind of. He has been donated. I mean, now he has sold it. We don't know. We got an email from two weeks ago. He said, hey, where's this thing stored? I might have somebody wants to buy it. Let me see. Didn't he donate it to us, though? Annually. He donated to us, And now he thinks he wants to sell it to somebody. Oh, somebody wants to buy it. Somebody wants to buy something. So then what do you do? You don't? You buy. I'm going to get some tea. You know, if it happens this year, you don't do anything. I'm going to cook it. Go a year with the ice. Basically, we could do a pond. We've talked about some plan B or something simple, but we won't have boards and everything lined up. Washington College. So he also donates the boards as well as the symbol. Origin the Zamboni. Right. So yeah. So from when I remember the email, it was just the Zamboni he was going to get rid of not for the boards as well. My impression was it was both, but I don't know that for sure. I didn't know it was the boards. And so we have an heard back. We've sent him a note saying, you know, Andy sent him a thank you note last spring. So, hey, thanks for everything. Six months later, we get this email from him saying, you know, connecting to the thank you note, hey, where's the stuff stored? I'm thinking about selling it essentially. And he said, hey, where are you guys at? What's going on? And we haven't heard back. So I don't know. We've already moved the dirt. Now we wouldn't buy it. Because he said he's going to sell it for $30,000. And we've gone on Craigslist or does he have one of those? I think he, from what I understand, he and his kids are hockey enthusiasts, and it's just an investment he made. So, I don't know the whole story. Honestly. Okay. So we're moving. And he has a better history. Oh, there's tons of history, because I said, I mean, I know, but we've moved the dirt. We're better history. Oh, there's tons of history because I said, I mean, I know. But we've moved the dirt. We're preparing to put everything in the next, I think, two and a half weeks. And so, unless we hear something different, we're going to install. What if it like, he sells the half-life to the season? And we'd say remove it. We were not going to remove it. They can go and fight all the hockey players on top of it. They move at the house. I'm being a little facetious, but I mean, if something like that happened, I don't know what we did. Anybody call them? We've sent them emails. Oh, but if I have any, just say it's closed. Yeah. Because you can't use it. I don't think he's going to. I said money on what's lights. Thank you. Thank you. That's the kudos. And water. And water. And what? There is a lot of water. More staff than water. And yeah. Interesting. K page 74 is just a gather. People, the revenues and expenditures. You can't do it in an email. Page 75 just tells you the changes. And you can see on this page, the property tax revenues are going down. And that's because the assessed value for the town is going down by 1.78%. And since this is set at five mils, the property tax will be going down. And then you can see the next big item is the occupancy assessments. In 18, we expect a line of light to apply for the certificate of occupancy and with that comes an assessment of $70,000. That's just a one time. That's one time. So Pat, when Pat talks about the property tax, you can say you're welcome. Your assessment value is gone down. See if that works or not. Just say you're welcome. I don't think I would say that. I'm trying to clear that. Okay, the next fund is the lottery fund. This is just the lottery revenue that comes in. It's around $31,000. The only expenditure out of this fund is a transfer to the general fund of $23,000 to support the process. The process is the process is the process. The process is the process. The process is the process. The process is the process. The process is the process. The process is the process. The process is the process. The process is the process. The process is the process. The process is the process. so that we could keep maintaining our trails. And that money wasn't really being spent on anything. So using most of the shifters once first. Lot of re-funks have to be on parks and trails. We can't spend anything else. I love this basic. The next fund is the Excise Tax Fund. The only thing I want to point out here Next fund is the excise tax fund. The only thing I want to point out here with you guys have probably already seen in the monthly sales tax report is that the excise tax went gangbusters this year. So we have budgeted 225,000 and excise taxes we're at 798 right now. 798,000 and excise taxes were at $7.98 right now, $798,000. So that fund balance that you see here at the end of 2017 at $450 will increase by probably about half a million dollars that we can use towards housing projects. So the revised operating revenue for 2017 is also too low. Yeah, based on year-to-day collections. Yeah, okay. We may need that for our new project. Yes, exactly. And the only expenditure, the only expenditures in here are for the Country Club town homes that we own. 50, 18 and 60, so we have some money in there for repairs and maintenance. And then the homeowner's fees on number five and number 18, and then to ensure those who serve. So 82 is just a chair. to ensure those who serve. So 82 is just a chart. Again, revenue is some expenditures. The only change was the add $5,000 for those miscellaneous maintenance and repairs on 518 and 60. And let's see the next fund is the re-up fund. That's the 85. That's basically we budget roughly around $5,000 to receive in re-up funds year to date we're at $6600 and the only expense out of here is our $10,000 for core membership. Could these funds also be used to support Roodai power and water? No. No. The beer is restricted. Right. But John knows something I don't know. But therefore Renewable energy Is that Rudy That's a power Oh, hi, Joe electric plant. Yeah, it's power board So I had no power I mean wait I think it would be a stretch. I mean, his Bob has proposed we need to support them a little bit more. And if there's an opportunity to realize some of these funds. Yeah, I follow you, Bill. Just trying to use it the most restricted first. And Bill, do you have any questions? I'm going to talk to the conversation, who benefits the out of the hydroelectric? The electricity generated. And we don't have an answer for that. I thought he did send us an answer and it was an email on his response. I know you were going to hit, maybe you did send me a response. For some reason, I thought he said the city of Aspen's buying it but I don't know that for a fact. You know because we have the conversation about the muscles and the state paying away as opposed to us as municipalities supporting that and between the monies generated from the hydroelectric plant and everybody who has water rights for the grudai reservoir. They're not paying anything. Well, they don't pay a penny. No, that's not true. You water conservation, water group is donated $10,000 last year. And they are one of the contractors of the water out of Roodai. And recently, at the last, I think, 30 days, Mark has sent a letter to every contractor for Rudai Water requesting financial support and explaining the reason why. So it's not exactly that we're not getting support from the contractors. We are starting, we've started to get support and we hope to get some additional support. And how many contractors are there? I don't know. Yeah, there are a tremendous amount of contractors. I don't know. Well, there are people who have wells in Emma who who have a bit of a contract in Wood-I. So I mean, not counting the rancher down in Delta or wherever who has contracts. I mean, these, well, I'm not a attorney, maybe listed most. I mean, you know, what are attorneys in this state and the West, this is bold to them. Okay, this is obviously their bread and butter, and there are just so many contracts that people have a share in Ruta. That's why I said none of these people, I looked into it after Clint and I had a meeting about this, and I wanted to find out a little bit more about it. This is how I know there for hypothetically. Jim Namelman has a share of Rudai for his water well. He lives in Emma. Really? He was listed as one of the contractors. And there was just pages upon pages of people who have shares in that route I miss one. So anyway, there are a lot, there's a lot of people who have an interest in it that need to be poking up. Okay. Not the municipalities. I'd answer your question. All that, which you just said, we're talking five grand here and we're given, we already give core ten grand in revenue. So I don't know this is a great opportunity for Rueda. I mean, Rueda, I might have to happen somewhere else, but there's just not a lot of money that flows into this because we get the offset when the construction happens. We don't have the impact. Well, and speaking of which core, you know, of course, is asking for more, you know that. And- Don't know that. Well, they are. And especially with the high five, they don't want to come up with a confessional booth and they want to do that. And you know, that's costing them. Again, that high five thing is about five municipalities being on board. And right now, asking the basalt are the only municipalities that are on board with the high five program. So they're looking to get to five and cost money. And to get their goal to 100% energy efficiency by 2020, the snowmasses is part of their goal. It's going to cost some money. And not only that, Stelms is gaining, is getting the benefit, not to echo some of the county commissioners that say we're not putting enough in. But we'd have monies for our housing project last year for the energy efficiency. And we're getting for building six even though we're not the builder. We've been awarded funds. So we're getting our money back from the rules. So I'm just going to use this as an example but we're not getting anything back from the muscles. As I said, how many people have boats and snowmage village that are actually, what are we gaining from it? Well, how many people stay in snowmage village and go fish on the frying pan? Well, I know that's, that's, that was part, I understand that. So the muscles are coming down. Well, hopefully there are, there aren't any muscles, but if there were muscles, they'd be coming down the frying pan Because that's what they do Anyway, that's that's another story We're looking at that fine ten thousand dollars We moved on to the post-creen We moved from 73 to 10 We moved from 73 to 10. 31 million dollar budget. We're doing our work. The post-grant fund, page 87. You've seen these numbers before. And so you adapted the revised numbers. So this budget is for the revenues and expenditures for 18. The next fund page 90 is the Marketing and Special Events Fund. And again, I would just reiterate that the emergency reserve is up to 25% now. And also we're maintaining that $100,000 transferred to the CIP for future product enhancements, whether it's trails or mountain biking trails or whatever. So. Marion, what's the basis for a 6.5% increase in revenues? It's mostly sales taxes, and then they also have a contribution from East West partners of I think $50,000. Okay. That's through the PUD. Approved. Over $50,000 a year for that open law. What is it? Open law under construction. I can't, we had a better moniker than that. Open for business. Okay. We didn't tell the open for business. Okay. We until they're open for business. We call it open for business and the PUD, but they're required to give us 50 grand annually while they're constructing the podium to help us advertise. That was part of the PUD. That's right. I remember that. Yep. Thank you. Then page 91 is just a chart. I'd rather news and expenditures. The page 91 is just a chart. I'd grab a news and explain the truth. Page 92 just gives you the breakdown of the various categories which were also in the All Fund's worksheet. How much does a Thursday night concert cost? The concert itself, the musicians are cheap. It's setting up a stage. It's 300 grand a year to put up a stage. The total concert series, if I remember right, is maybe the total concert series is $350,000. It's 300 to put the stage up. I'm sorry, I missed, but I think the total concert series is about $350,000. So the stage is like 30, right? No, the stage is about, the stage is one of the bigger ticket items to put out. I'm not only using a brother thing. Oh, that's what I want. Yeah, I mean, I have the same. But if we use it for everything, every event that we try, we will put it in. I mean, I feel like it's just wasted. I mean, other than Thursday nights, and if you ran an event, it seems like it's not utilized to its potential. I mean, why can't, you know, if someone wants to do theater out there or something? I mean, I just, I think it's... We'd let him. We absolutely. That's the stuff that we're looking for. But do we go after people to try to get them in here? I mean, do we ever contact theater asmen and say, hey, you know, would you guys want to have one here. No, we haven't. I mean, I feel like it could be way more utilized than it is. That's a good point, Melissa. I mean, I don't. I completely, if there is anybody that everyone wants to and we can make it happen, we do it. Right, but I don't think people know that. Yeah. And I feel like if we want to increase sort of like the cultural elements without building our own performing arts center in the summertime. I mean, there's lots of places to do like Shakespeare and the FARC and that. What's that local theater company? They do it outside the library, that Shakespeare and the... No, they don't do it anymore. This was all already. It didn't get the funding. It's gone. So I'm just saying, I think... Yeah, no. It is an expensive asset that is underutilized but we can't do the concert without it. Great, but how are we going to think about how we can better utilize it? I don't have a great answer for you. I think we should explore that because I think it's way underutilized. I do know a few years, it's probably before you came on council, there were some children's plays on Saturday. They were performed there. The Scottish Festival used it. We try to make sure that all our fest, every, any kind of special event, which, you'll go on. The Scottish Festival. When we bring our events in, we say, this is an asset you can use. Well, I mean, the festivals are great. I'm just saying, like, I think we could reach out to local community partners in cultural control. Yeah, I agree. But it's tougher because they got to clear out up on Thursday because we put a concert up there on Thursday. And so it's not, they can't store their stuff there. I mean, if they wanted to come up and use it for a day or two, awesome. It's the ongoing part. If we're ever approached, we say, hell, yeah, I would love it. So the PA system and the lights are all part of it. Yeah, they're all part of it. Well, the people sound a little bit different because you have to get a run with 10 up and back and forth. But we contract with Alchemy and they do everything. Is that a storage of the stage? So someone wants to use it other than that version of it. And they pay that fee for Alchemy? Well, we own the stage. I know, but I'm talking about for the sound. Like the little tent that's always like in the on the lawn, where the guys do in the thing. It's like the wizard of that. The roadie, sir. Yeah roadies. There's a little tent with the controller. Oh yeah, the soundboard. Yeah, we're right now. The seven wanted to use the soundboard and they were doing their own event. We'd say yeah, you're responsible for getting your sound guy there. Okay, that's my question. That's for that was my question. I'm on the next slide. 93? Yeah. Okay. That first line item says town sales taxes. Does that really mean the marketing sales taxes? Yeah. OK. I just got, you know, I got confused by the nomenclature because we usually separate the nomenclature. I can see them all town. God bless you. I know you do. I know you do. And that's why we are. But what we charge is right? Yeah. Yeah. I think it would be. Yeah. Didn't I down here to defend themselves? Right here is the daily smores. Support for Grand Prix. Yeah, I see that. What is the Grand Prix, by the way? It's a, I just stopped my mouth there. It's a qualified. It's an Olympic qualifying event for the fifth of the six events for Big Air for snowboard answers. Oh, okay. When is that in this? January. January. It's a pretty big deal. I think it's um, third week in January. Is there right? I think they're here from like the fifth through the 15th and the majority of it's towards the end of that. The reason we're in for it for so big is it's not going to be the Aspen snowman's Grand Prix. It's going to be the snowman's, we're not, there's no Aspen in it. It's all snowmasses, it's all our names and ski co is doing it obviously, but it's all here So does a dev tail with X games Before like the week before That way they're like two weeks baby three. I'm looking at January and I don't have I've seen the exact dates But I can't remember my remember that hotel room start on the fifth I think it's that weekend of like the 11th, 12th, 13th, 14th. And then X Games is 26, 27th, 28th, I believe. About the time of winter school. I think winter school is 20th, 20th. I think it's the week before it's this Grand Prix winter school X Games. I think those are the January things. It's going to be a busy month. I sure it's at Colpso. X games I think those are the January things I Book my vacation to mix miss X games But the Grand Prix is our single biggest winner deal. It's more fun to watch it on TV Grand Prix Yes, too. It's going to be great. It's really a grand prix. Grand prix. That's what you're talking about, Bill? Yes, that's going to be great. Okay. Thought you were talking about X Games for a minute. Now the grand prix. Okay. The next fund is the sales fund on page 95. Well, I'm going to be on a manual. The highlights are the exact same as in the marketing fund, which 25% preserved and the 100,000 trades were out to the CIP. So that's a, that's got an 8% increase in revenue. Was that, is that anything beyond the, the, it's mostly the, the lodging tax? Mostly lodging tax and then interest income and then they increase their revenue line for support for groups. So I think it's when they give a deal for a group coming in but then they get a revenue back from the hotels. Okay. It's sort of like a commission on the referral. Similar, yeah. I don't have any problems with group sales and booking conferences with the construction. Same as always, getting groups to come here is always a lot of effort, but I don't have anything over and above. Page 96 is the charter revenues and expenditures. Page 97 are the line items. categories for revenues and expenditures. page 98, then I will give the changes. years. and then the next three funds are the housing, Mountain View 1 and Mountain View 2 funds. And let's see. In 2018 you can see page 100 transfer out CIP, 550,000. So that's the 450,000 towards the rodeo home. So that would be coming out of this fund into the CIP. And that's pretty much. Well, what was the capital reserve line, the $24,000. The 24,000, let's see, is laundry equipment. So he's replacing washers and dryers. And then he's got a lawn tractor. So what's the difference? Why is that out of a capital reserve? Is that just because it's not operating? So it comes out of a capital reserve. Is that just because it's not, it's not considered operating, so it comes out of the reserve. Because he's been, again, funding it over all the years, so it's the same, it's the same premise, and it's just kept him in all this fun. So he has his capital reserve for his vehicles, his equipment, asphalt, painting, roof repairs, laundry, equipment, roof repairs, laundry, putty, and all sorts of things. And his rents in all of the funds are all going up basically the same. I think it's $5 per month for a studio, $10 for a one bedroom, $20 for a two bedroom, and $30 for a three-bedroom. So that's the same throughout all the funds. So do we have about 50K earmarked in both group sales and marketing for the Grand Prix? That's the $100,000 total all-end. We just put it between two funds. Okay. And so page 101 again just shows the revenues and expenditures and page 102. The big thing there is the adding which his already spoke with you about the 50,000 for increased enforcement and to update the housing regulations. So that's coming out of the housing fund. Page 104 is the Mountain View One Fund. you one fund. And this is in 2018, the $105,000 where he's doing a renovation of some of the interior stuff by replacing refrigerators or ranges, hoods, and dishwashers. In 17, he did refrigerators and thermostats. OK. So we took out $12,900 from the capital reserve. For laundry equipment. Right, but then when you go down to the appropriations reserve boxes, it went from 285. No, never mind. I think I went from 285 to 321. So that's the same thing where he has a contribution into it, based on his capital. There's a contribution into it, less the 12-9 coming out of it. Correct. Okay. Got it. So that's my fourth. So that's the chart revenues and expenditures. And I mean, you can see the difference there on that chart on the 105. And it was the same in the housing where there's a million coming in from RANs and application fees and things like that but the expenditures are only that half a million and so this fund is building by that half a million to use for future housing or renovations or whatever. Yeah, the round number I use and I mean begin round number bottom million bucks a year. We're netting right now. Between the two funds. Let's go. page 106 and a whole lot of changes. And then next one is the final housing fund which is Mountain View 2 Fund. So page 108. So he's had some major roof in painting projects going on in 2018 and he's pulling 83,000 out of his capital reserve fund for those. And Mountain View 2 is the newer project that's further downhill different different colored buildings. This is the newer one between the two. Page 109 again is the chart of revenues and expenditures. The bonds get paid off in 2017, so we'll no longer have those payments in 2018. The lease of hair and painting. And then the next fund is the surf fund, the capital equipment reserve fund. Wait, how come the roof repair and painting? It's 67 there, but on the other? Because he's having to use cash as well to fund the whole project. So he's using what he could out of his reserve funds but the project is bigger than what he's as reserved so he uses cash. So the capital equipment reserve fund, so this is funded by all of the transfers in. So basically if you want to see the, well, I guess I can hit this page first. So if you look at the revenues, how the transfers coming in from the other funds and FTA grants for buses. The operating expenditures are for scheduled vehicle and equipment replacement that is per the detailed schedule that Dave Joyner puts together. But again, is looked at every year. The bottom is just how much is in the surf fund, per the different funding sources that are restricted. So when the money comes in from the rep fund, at say $30,000 a year, and we're only spending 15,000 in 2018, you would see 15,000 leftover in in that reserve for, say, parks and rack or whatever. So we still keep those funds separated for the restriction on them by the funding source. And so page 113 just shows you what is being purchased. And so we have two small buses in 2018. And then Solid Waste Truck being purchased as well. Or is it right? That's, I can't tell my line here. The big change in this, I think, we're increasing the total amount we're contributing. This is sort of fun, you know, basically our savings account that we keep up to replace the vehicles with. The maintenance, the shop guys, the mechanics ran an analysis, and they didn't think we were fully funding buses, and so we had to increase our contribution this sort of to make sure that we're fully funding bus replacements going forward. So that's that increase you see. My big question was here, does that mean we're going to electric buses? That this is not electric buses. This is keeping our current buses fully funded going forward. If you're going to go electric, it would take nothing. We're not, are we trading trading some in we're just adding so every year We so making up numbers if a bus is 400,000 bucks in a bus last 10 years We put 40 grand a year into this account for that bus. So at the end of 10 years we got the full amount saved up We're saying we're not saving enough. So we we had to increase a hundred thousand bucks a year To make sure that we're doing it. We're not adding anything to the fleet. We're just saving more every year. Should we know if we can afford replacement when we have to? On the solid waste truck. Is that the 234th, 342? That's what it was in 2017. We're buying another one in 2018 for 242. Okay, so we're not trading. Yeah, we're not selling one. Any one? No. Replacement. So what are the replacement value? I know we keep our trucks in such great shape. There's a lot of people that want to buy them. Yeah, and we do sell them. We do sell them. And we keep that revenue in here. And so that helps, that helps, we put that revenue as a source to make sure Because everybody wants our plows Guys take such good care salvage value and a Solid waste truck is around 30 35,000 dollars And do we show that in here? No, that's netted so these costs are net netted against what we could sell the vehicle for. Okay. So same if we traded it in for a new one. And we're actually going to have money left over from 17 because they had budgeted to buy the whole truck. But I think they found that the back and portion of it, the packer was still in really good shape. and portion of it. The packer. The packer was still in really good shape so we took that off and kept that and just bought the chassis. You're in real well there. You can give me a tap. There you go. All right, good. We can just say it with confidence. So we had everybody full. Are we looking at replacing with electric buses? Down the road? Our guys have been at different trainings. They've gone to different expositions, I guess. So they're paying attention to it for sure, but we don't have a budget at all, no. And I think in all Canada, I've been told is they want to see how Raptors, four buses work, learn from them. And then if they were great, then we can get there. But we're not, you don't have anything budgeted right now for it. We're talking about raft of eight electric buses. Is there about a million each? Yeah. I mean, the mechanics is just talking to them a little bit about it. They think it's sweet because they spend so much time on our emissions processes. That's one of the biggest requirements of their time on our buses and with electric bus, it wouldn't have to touch it because it's electric. And so they see it as a great big time saver, but the capital cost is the biggest. So there are buses are about a million bucks and regular buses, what half of that? 750, that's 750 for regular bus? That was 450. Well, maybe our bus is small. Well, the raft of buses is. There's a lot of things. Yeah, they're over the road, so I don't know. But the big, the full length ones are probably. But it's about double the cost. Yes. Yeah. Plus, and you have to get the charging station, and then you got to do this. I don't know the largest double the cost. I don't. I thought it was a hundred thousand dollars more per vehicle to go electric and I and I thought Dave was not what was it wrapped a yesterday. Yeah and yeah and they've only been to that one. We don't have great numbers. We're looking at a third study and I mean they got to choose everything they'd get there but they want to see somebody else. I thought Dave you're inter-head mentioned that solid waste vehicles might be the ones that you would look at because their home is at the facility and they can leave their vehicle there all night to get charged up the next day. So that makes sense. That's a lot of asked of things. So then the final fund is the CIT fund, which we did the presentation with the carry-overs. And so Bob, you had asked this question about carry-over. So in 2016, you see the 16 actual column. Yeah. Okay, so we ended the year with a million 479,000. We actually budgeted to end the year with $300,600. So you can see the reserve down in the bottom section of 1 million 479. Now if you go and you look at 2017 budget, the beginning fund balance you can see, we thought we were gonna spend all of the money, we budgeted to spend all of the money, but we didn't, the fund balance increased by the $1,004 and so that money stays in this fund as we, as the funding source to complete those projects year after year. So we thought at the beginning of 2017 we were going to carry over $3,600 from 2016. We in fact and a half and then in 2017. Council. We appropriated. We appropriated 43,000 out of the million and a half. No, no, no, if you look at the expenditure line, you had budgeted to spend 4,100,000 and you approved adding 1,435,000 in expenditures that were carry over from the previous year. So now the expenditures in 2017 are 5,546,000. So the 43,000. Yeah, I see that. Okay. And then 43,000 is just left over of projects coming in a little bit under budget. So the 410 and the 1,435 becomes the 5,546. Correct. Okay. It's the fact that there are on different lines and there's sort of no indication that they are added together to get that number, makes it kind of. Oh, you don't, yeah. You'd have to look at a variance column. So that's okay. Now I understand. Okay. That's what I needed So that's the summer page and 115 And then this is just all the detail That you have already seen for the 2018 bugger What's the IP for the 2018 bugger. For the CIP. And, and out of that 5,546, 2,5, roughly, or 2,550 is the housing project? Yes. Not yet. Yeah, so it's about, it's about another $2.5 million of, about another $2.5 million of, about another $2 million of carryover on other projects. It's a lot. You should be having hot lunges instead of cold lunges. So does that five and a half million? Does that show up in the funds available? That's an expenditure. If it's budgeted, we're just not going to be showing us funds available. So out of the 5.5, 1.4 is coming over from the carryover from 2016. And then the other 4.1 was originally budgeted. So in 2018, the funding for the 2.7 million in projects is the revenues are showing as coming in. But when we come back in March and we say, okay, this is how we ended up the end of the year, this 2.7 will increase by whatever council agrees we can reallocate in 2018 to finish the projects we started in 1617. One might say that currently we are budgeting almost two years worth of capital projects per year, only because we can only get, we're only getting half of it done every year. It's taken us two years to get all the projects completed that we budget each year. Well, that might, I mean, really that might clarify substantially once the rodeo housing project actually starts really moving forward because that's a big honk of money that's designated for that project. It's actually now a total of 300, 3,300, 3,000. That's been designated in. For 24 units. Yeah. Ooh. Yep. But then how much is that? Are we going to get back after we sell them? Well, if it's 3,000,000,000,000,000 token, $400,000 a unit roughly, I don't know how much do you think we should sell them? Using round numbers, that 3,000,000 is going to end up being the deficit likely, the delta between what we sell it for and what the capital expenses to build it and then what we sell it for and what we what the capital expenses to build it and then what we sell it for we expect that three million to be that difference that subsidy to the subsidy so the way to the math the beginning is the 24 you three million divided by 24 units that would be the subsidy per unit it's that it's going to cost us more like nine million dollars to build because I'm completely making up numbers. But $350 a foot times how many thousand feet we're building is going to be a lot more than $3 million. We'll borrow that up front and then we'll have contracts to pay it back when they go for sale. We'll get the cash. We'll pay that debt off. We expect this $3 million to be that delta well three million if three if three million becomes the delta That's a hundred and twenty five thousand dollars a unit. Yep. That's okay And that is the subsidy and the bigger units are gonna mean that's a round number. That's the way Yeah, yeah, yeah, that's a nice subsidy. That's a nice subsidy, but it's A lot worse if we had a bite of land. Not more expensive for sure. And mostly the utilities. Yeah. Yeah. That was built by crossings. Not crossings. That's good. It's a good chunk of change. Yeah. And I was told that the pump station may need to increase its capacity to accommodate those extra homes that goes from basically the bottom of horse ranch up to the facility. Have you got anything about that? We haven't got to that level of detail yet. I mean, that's the stuff that we'll go through review and Water and Sam will tell us what the list station can do. So that's the decision, as they said that, but I can't believe anybody's got the numbers to make that evaluation. I think they're just starting to talk about it. I'm sure it says, I know there's been concerns from people in that neighborhood told to me about the overall capacity of those utilities and will make ourselves go through the process. So it's like any developer to show that you have the capacities there. And if it's not, we'll do the upgrades. Yeah, or we do the upgrade. Right. But still, that's cheaper than adding land into the equation. Yeah. Sure. And there's no chance for ranch homeowners to reconsider. No, I'm not. It's not me. No, I got it. I don't think so. But I'm going to say no. But the units that we're looking at aren't on their property. And in five years, they changed their mind. The utilities dropped in front. I heard it was a pretty nasty meeting and thank you Alyssa for it. It was because they just don't like that down there. They don't want the rift or have ladies said to me after she goes, the truth hurts doesn't. Who are you and why did she just say that? The truth is that and plays in our neighborhood. I guess. That's very true. People like us here. the truth is that and plays in our neighborhood. I guess. That's very true. People like us here. And in one of the people that was like Adam and against it came from employee housing in North 40. And I'm like, you've just lived off employee housing for the last half of her many years. And you're like not, you don't want to grant the same opportunity to someone else. Well, you know, it's interesting because when rodeo came online, the most vocal opponents were the crossings. Right. I, you know, only the lower. I think the thing that I want to talk about the most vocal. They were definitely the most vocal. I mean, we had study groups. We actually cut back on the sizes of the houses and the number of houses to preserve view planes. And on the other end, you know, the truth goes the other way too towards the owners of that stretch of land between horse ranch strive and the first houses in rodeo places that we had to acquire access to that property by eminent domain and eminent domain is definitely within your toolkit. I think the biggest concern I think they have is the landscaping. They don't believe that it's going to be properly escaped so that they don't have to look at that when they're coming. They don't like that the people in not where you live, but in rodeo have stuff everywhere. They have their trailers and they have this. And they have their bikes and everything else hang. They don't want to look at it. It's basically what it comes with. And they don't think there's any proper way to landscape it. This is not me. It's just the 95% of the other people. Really? Yeah. Oh, man. It was like, pervice and I were like the other people. It was just you and pervice basically. So I'll go 99%. Some of the people up there that I was surprised because some of the people that I heard from, I consider the nicest people in the entire world. And I was, I mean, I just don't think it's that big of a the deal with these people. It's like they don't want to look at the data. They don't want to rip off. They don't see it and they don't like it. And they think that we should be enforcing what people are doing down there in terms of having RVs parked in their drive ways and blah, blah, blah, blah. Just telling you. Just telling you, yeah? It was not. I mean, I was surprised. It's Not the way I. It was like the have and have and have not. That was one of my lines. It was some people up there. Okay. Yeah, what's that? Yeah, the one last thing you asked for. I asked that. That's the way I asked that. Oh, thank you. Yeah, what the hell is going on? I'm sorry. I'm sorry. I'm sorry. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank it. But that's good to know. It's super easy. Yeah, certainly. If you pick up the handle, it will be good to make it. You don't have to go through the handle. If I have to back in, can I reach it? Today? Oh, I'm going to go. If you don't have to, I have to. We adjourn, Madam Mayor. Have we adjourned, Madam Mayor? You have the stuff or not the stuff. Are we adjourned? Oh, I'm sorry. Yes, we are adjourned. Motion for adjourned. Yeah, why didn't you want to talk to us before you adjourned? Yeah, because I thought of this. I thought of this as on television. I didn't know what you thought was. So I want to give this to you today. So you got it. Thank you. Thank you. We'll talk about that Monday night Yes, who will? There you go. No, we don't do that. The electorate has that. I made a lot more money than that. They don't have annual reviews, but... No, you don't pick in counties where they make money. They make a ton of... That's what I said. He said we'll do their performances. I said, no, we don't do that to the electorate. We can do the way we could, we don't do that to electors do. We can't do the way. So you don't get annual review. It's here. Read this. What does it say? Read it. I want to do it. There's no air in the mail. It's not going to be here. To get other perks. Issue of those. They can change the wall. OK. Say