I'd like to call the work session to order. On roll call, please. Ms. Lawrence. Mr. Hath, Mr. Kushner, asking? Mr. Laskavage. Mr. McDermott. Mr. Perry. Mr. Perry. Mr. Perry. Mr. Ciccote. Mr. Ciccote. Mr. Ciccote. Mr. Ciccote. Mr. Ciccote. What kind of dirt do we have? Well, parents are not as good as we do. It's just a potato. Mr. Smith, here, Mr. Stevenson. Mr. Thornton, here. Mr. Wilovick, here, Mr. Lombard, here. 10 Levenson. Thank you. All right. In addition to the deletions in the work session agenda, I do have one deletion. I'd like to delete number of the discussion of our new audience and mentioned section 10.3.02.D. of the personnel code. So moved. Second. Motion second. All in favor. Opposed. All right. Number four is deleted. We'll just accept the agenda, Mr. Chairman. Second. Motion to second. All in favor? All right. We'll close. All right. The agenda is adopted. First, we'll have the district's attorney manual report. It will be posted online for a couple of years. Thank you so much for having the district. I'm more than happy to do. Sorry. You can give me the next slide. So I'd like to start with some discussion about the personnel from 2024. In 2024 we're able to hire 10 employees. We're credibly we lost 14 so that's a net loss of 4. As you can see on the bottom compared to 2023 we did slightly better. We hired 8 and lost 14 so we have an F loss of four. As you can see on the bottom, compared to 2023, we did slightly better. We hired eight from the loss of 14, so we had a net loss of six. We're doing slightly better this year, but we're still out of net loss with the bath for us. We currently have 18 vacancies, four full-time ADAs, four part-time ADAs, three division chiefs. They are the supervising attorneys, so they're also ADAs. A part-time drug transport detective, two full-time opioid detectives, grease down clerks, and one part-time, the law coordinator. I'll talk a little bit about operations. Our Lucerne County Youth Aid Panel, which I think everyone is familiar with, it's a diversionary program for juveniles, so they don't get a criminal record. They meet with panels for citizens who give them assignments to complete and they can have their records expunged. Are you they panel had 49 percent female and 51 percent male so it's about 50-50 and offenders. Go ahead. Our case results, as you can see, 81% have completed their program. go ahead. Our case results, as you can see, 81% have completed their program with the UDAPanel, which means they've done everything that they were obligated to do and have their records responsible. Go ahead, P. This is a four-year comparison of the tunnels for the Children's Advocacy Center. Everyone I think is familiar with familiar with the advocacy center. That is a private institution that is run by Shannon Beduto. It's run completely on donations. It does not get county money. They examine children for evidence of sexual offenses. And the point of the children's advocacy center back before we had a children's advocacy center, these children would have to speak to, you know, they would initially report to someone, then they would speak to the police, then they would speak to a psychologist, then they might have to speak to a doctor or a nurse, then they would testify in trial. So this is, oh, the idea is that it's a one-stop shot, so they don't have to relive this trauma repeatedly. As you can see from this slide, in 2021 we had 457 children seen at the Children's Advocacy Center, 22 was 473. We had a spike in 2023 to 578, which we blame mostly on COVID. And then we're starting to get back to normal levels in 2024, We had 437. Go ahead. This is an H comparison over the course of two years. The first bars, the comparison of bars, birth to six years old. In 2023, you get 107 cases. In 2024, we had 74 cases. From 8 7 to 12, in 2023, we had 205 cases. In 24, we had 74 cases. For the age 7 to 12 and 2023 we had 205 cases and 24 we had apt that 100 big cases. And 13 to 17 years old in 2023 we had 216 and it's increased to 255. Go ahead. I want to even try to go through this. This is a comparison by month. I'll just give you the totals there. So as you can see, there's no rhyme or reasons of when they report or how the three-year comparison basically is all over the match. So it's completely random. The reports for each month over the course of the three-year period since 2022. Next. This is a graph of cyber tips. I think everybody knows that cyber tips, it's a central location where people can call in suspected abuse of children. Over the course of the last three years, we went from 167 to 199 to a draft excite last year, 421. I think part of that reason is that we're getting better at identifying and pairing out, you know, which ones are false. But it certainly is a troubling statistic. 421 is the total number that came in. So that is in 421 cases. But it's 21 that we at least had to go through and cite them out. Which ones were false reports or duplicate reports. And overall, if I can make any suggestions not to this council but to the state government, they really need to fix the way the cyber tips come in because there's too many that our duplicates, triple gets, quadruplicates that we're spending time when we should be out there investigating cases of abuse of children. Along those lines, let me skip one. I have one more in here. Okay, next. Talk a little bit about our prosecutions in 2023. We have 37,000, 3,749 adult prosecutions in the court of common police in 2024 that went up to almost 4,000, 3,989. That's just adult cases. Next. The juvenile prosecutions are down from 430 and 2,378. This is a comparison of cases that were called for trial before the judges. Just looking at 2024, which is the circle graph in front. There were 1446 cases before Judge Vogue, 625 before Judge Lupus, 697 before Judge Sorosci. The next case is those for trials by jury. These are trials by judge, which are bench trials without a jury. Judge vote at 159. That's what this had 38 called for trial, and Joe Storoski had 70 called for trial. The actual numbers of trials over the years, these have actually gone to verdicts. Let's look at the last two years, 2023 was 53, 2024 was 44. We'll work within range of what's average for these aren't counting. A little bit about our budget and finance. The revenue obviously, the district attorney's office, much to Yorges May, is not a revenue generating office. So we're never going to run a profit, but I am happy to report that we have seen address the increase The reason for that I know we've had many discussions about being creative and bringing in more money Rather than they're always looking at only one side of the in tightening our belts in 2023 We had budgeted to bring in $127,000, $50,000, and we had actually collected $200,709. In 2024, that drastically increased the $352,550, which we thought we would get in, and we had actually collected 314,803. That is largely due to the fees collected, so I petition the court to add on a fee for a central processing center, which every defendant has to pay. It's collected by probation, put into a special account that will eventually be used for a central processing center. We are still working on that with the president judge and accounting manager. Next. This is our grant revenue. So just looking at a few of our grants that the office uses to staff. This is these two are for juvenile victims on the left hand side. If you look at this is Ross of Hojo for juvenile victims. 289,416,000 on the right hand side is to domestic violence grant. In 2024, it was 62,000 and 2024 actually received 119,223 and 56 cents. So those paid for a number of staffers that are not paid by the county, it's actually reimbinverse from the state. Next is our gun violence grants. On the left, you look at what's budgeted for the gun violence prosecution grant was 164,891. What we actually received was 287,824. It's considerably more. The reason for that is some of that money was not expended in the previous year and we were able to carry it over and spend far more than we receive rather far more than we expected to receive because of that last year's money we rolled over. The gun violence reduction grant we had budgeted 124,000 and had actually received 110. That money pays for the gun violence detectives and partial salary for one of the ADA's that concentrates on the gun violence prosecution. Next. This is a traffic safety grant. We have two separate grants. One is community traffic safety. One is police traffic services. Community traffic safety on the left. We had budgeted 111,000 and received 119. And for police traffic services on the left, we had budgeted 245,650 and received 179. These are largely used for different state operations when we go on patrol and pay outside officers to work along with our detectives or DUIs and different influence driving and the influence rather next. Our auto theft task force, as you know, our auto theft task force officer is paid for by a grant as well. We had budgeted $119,648 and we had received $119,549 that pays for anything related to enforcing auto theft or preventing auto theft rather so that is, you know, we've gotten a number of license plate readers, cameras, a vehicle, a number of things associated with that along with the salary of our detective. Next. This is just an overall summary of our budget. For wages and benefits, you can see that we have spend $4,760,584 just in wages and benefits. The amount that was budgeted was an additional $1 million, $40,000 more than that. So we have actually, we're under budget and wages, $1 million, or over $1 million. I would love to tell you that that is a stroke of genius on my part. They're a million dollars in savings for the county. And in part, this is the stroke of genius of my fiscal clerk, Sherry Middleton, who does watch every penny. However, it was also largely due to the fact that we have all of those vacancies that I mentioned earlier. And also, we look at all of our other expenses. $3,640,000 was expended. We came in under budget in that category, almost $300,000, $273,724. No, that's actually the end. I'll take any questions. That's actually the end of my presentation. Any questions? As opposed to attorney? Mr. Clark. Mr. Chair, just more questions. Do you see any other law-of-law charge? I just do see any trends that disturb you or something that we should really be worried about? The trends that I am really worried about, there is a pretty steady increase every year in child sex abuse cases. So when you combine the child pornography cases together with the actual cases of sexual abuse, it's a steady increase. And like I said, I think that's in part through the fact that we're better at finding them. We're better at sorting through the internet. Some of it's on the park web, obviously they don't do it out in public. But I think part of it is because it's getting more and more prevalent. You know, more people are exposed to internet pornography and things. The more it's likely to happen. I just, you know, I wish I had some answer for that. We're just trying to throw more resources at it to get more people off the streets that are committing those crimes. Thank you. Ms. Smith. I'm talking with the victims resource center and they say that if you're trafficking in our area from the rise, are you seeing that trend as well? Absolutely. Human trafficking is one of the most disturbing crimes for us. It's a kin to many of the domestic violence cases that we see where the victim falls back in love with the offender and human trafficking cases. And when we've discussed this both state and nationwide have been to a number of conferences about human trafficking, the victims don't even know their victims half the time. The other half of the time they are convinced that the police cannot be trusted, they are not here to help you. And I'm talking about people that are severely beaten, sexually abused over the course of weeks, months, years, when they encounter a police officer who tries to help, they run the other way. So as you can imagine, for every 10 people we encounter, we are maybe able to help one or two. This was the topic at our human trafficking conference of Stonehenge very recently. So not only is it on the rise, it's very difficult to prosecute, it's difficult to save the victims. And then we'd rather be with their traffic hurt because of the psychological effects. Sometimes it's not just a psychological effect on them, but on their family members there's a threat, you know, they're going to find your sister and kill her or trap her if you don't comply. So it's very disturbing from our part. We're doing everything we can in a large part of it is just education. You know, treating teaching police to find the signs and recognize the people that are being trafficked. And the best way to go about convincing them is to seek help. Okay. This is it. What is this post online? I was looking for it. It is not yet. Oh, not yet. I think. Sorry is it. Is this post-align? I was looking for it. Was interested. It is not yet. Oh, not yet. I think. Sorry. Any other questions? Yeah. Any other questions? Thank you. All right. Thank you very much. Everybody, any further presentation? Thank you. All right. Next up, we have the County Control Examinal Report. We're set to sign over for you. Okay, okay. Make sure you set. So good timing. We're setting the timer for you. Okay, okay. I think you said it really well. Give him six minutes to go. Forget that. Maybe council, again, my pleasure to be here to give my annual report once again to council, as required by the charter. Before I begin, I just want to thank Peter for his IT skills in running these meetings for us. I know every meeting I come to as well is everyone to do that as long as 10. There's somebody in that booth running this operation for us. And I just want to publicly thank the IT department for that. I'll move on to the second slide, Peter. You with me. My second slide deals with the voice to the people. And I just want to tell everybody here that this will be my fourth year coming up. It's been a real pleasure for me to serve the people of the county as a county controller. I also serve the people as a county council member before that. It's probably one of the better joys of my life is to be able to serve the people in the government. And I know everybody who is this here probably gets to enjoy that opportunity. It's something that most people in the county probably don't understand why anybody would put themselves through this type of government entity. But we have a need to serve the people and that's basically what the whole drive is for me is to serve the people of this county to make sure that government runs is efficient and as well as it can possibly run. I have the opportunity to share a work with Ramella Crocomal since you've been appointed May of 2023. And I will tell you that over the years that I've worked as a representative of the government, this has probably been the easiest one with less consternation and less anxiety for everybody concerned. So it's really been my pleasure being in control for the last three years and three months. So in the next slide, Peter, just want to take an opportunity to introduce my staff to the council because I bought a lot of people know what I do, but they don't know who does it. On the staff, the four people now currently should have five, but having a difficult time fill in the last position, but we have many people in this office, three that work really hard at getting the work done on top of what I under my direction. And the first one, obviously my first slide is Popsicle with me tonight is my deputy controller. He is probably been just a little piece of heaven for me. His personality about low-hearts or teeth from his experience is a chief financial officer for Geissinger. I can't tell you how much experience he brings to my office and the ability to run the office in an efficient way when I'm not there as well as keep everybody on track on task and get the work done. It's really hard to boast about all the work that they control our office now every day. And the audits that we accomplish with three people, there's counties out there that have five, six, seven people and home world governments that don't get the work accomplished. And that's all because of prioritizing one of the things that Tom got to the office was hubble means. We have hubble means at least once a month or, once every two weeks, sometimes. Just to sit down and find out what everybody's worked on and what we need to do. Who has problems, what issues are coming up in the county that may come from a council member or a county manager. So, Tom's been really very beneficial for my office and most especially for me. He's the one who keeps me on my knee and he keeps me from going and wrote most times, he called me in and said Walter, I'll be dying here. So who knows to talk to that, that takes a lot. Let's increase that guy's sound. Yeah, he can. My next slide, Peter. The next person in my office is Nancy Gafori. She's been with the office for 11 years. She brings a lot of institutional knowledge to my office. She's been there since under the Shalbednard. And she's been there a long time. So there's a lot of governmental knowledge that she brings to the table. It helps everybody when we're doing audits and what's happened in the past? What did you find for different things? What you would be looking for? that type of thing Nancy brings to my office. So she's been a great help for our office. The next person in my office is I hate Adams. She just came on board last March. We just had a little bit of an anniversary cake for her. When we first interviewed her, Tom and I, we had some questions about, you know, she was very, very quiet. I didn't know where she was going and she's still very quiet. But her experience, her office experience, she brings the offices impeccable. We've done over 30, she's done over 30, tax collector audits in the past year that she's been there. That's a lot. My predecessor didn't do 30 audits in the whole evening, she was. So, tax collector audits are something that we have to really stay on top of for compliance internal controls. We have a lot of tax collectors, 70 of them, on top of all the other work that we do. And it's a lot to keep track of. And I mean, does the fabulous shop are going at? And we're pretty well caught up on most tax collectors. As Council seats from the reports that we sent, we sent to you when they're completed. They're nonstop. She's constantly doing something with the tax collector getting them on board. And we have a couple that, you know, we have to work a little harder than others, but she has been a real asset to the office. Next slide, please. The powers and duties of the controller I'm going to leave the slide up there, but I'm going to read the verbage down here below that I wrote in my notes because I think it's really really important for people to understand the powers and duties of the controller. The controller has underserved the access information from all of those of county, of the county, divisions, everybody involved. I have under-extricated access. The county managers have been very, very cooperative in making sure that I have that access, which is a benefit to the people of this county. I was not able to have that access back when we had a prior county manager. So it's been very helpful for my office when we need information. We were able to contact the vision heads, the department heads at any time, without anybody saying you have to go through me, which restricts our ability. So I wanna just thank the manager for that ability to be able to have the understricted access as required by the charter. But I wanna read this, my note below there, which is in the slide, I said to be perfectly clear, this county controller is no one's laptop. I just wanna make that really clear works every day for the people who's are accounting. And this has been demonstrated time and time again for the past 15 years that I've been watching county government. I constantly attend county meetings and just because they don't stand at the 40th screaming in yellow about the administration of county council does not mean I am not effective. The IRS is very effective. Everybody who has to pay their taxes by April 15th pays them by April 15th. It's not because the IRS will come screaming at you, it's because you know they're going to be looking. And that's what this office has brought to the county over the past three and a half years. Is that people in the county know that somewhere along the line of the county control are maybe asking a question about something because somebody said something. And so we have that halo effect this time. So call it called it where people in the County are. I don't want to say they're afraid of the controller, but they certainly understand my position as the controller and what my duties are. And it's very important that we work hand in hand to the council and the manager to make sure that that stays in place. Because that's the county controller, basically the only control, the only control mechanism in this county under home role. County council is elected. The controller is elected independent. I'm the only independent manager at the point. So without the controllers oversight, council doesn't have any information if the manager's so-choose is not a given to you. This manager has been very forthcoming. You could have a manager, but it's not, and that's where you need to control. So it's very, very important that we keep the power of the controller where it is. Next slide, please. Responsibility to the controller, the controller reports that people who are accounting works together with the county council and administration to provide the co-people breached the government, the information to be effective checks and balances on home loan county charters. The duties and responsibility of the county controller in our home loan form of government is similar to the duties of the Pennsylvania Auditor General and the Inspector General's Office of Washington DC, which perform almost the same duties. We have understricted access. We report to no one except to our office, who are independent of people. And our job is to make sure that we keep everybody accountable. Things are efficient. Programs are running well. There's internal controls. And those are the jobs and controllers. Office, we don't have any ability to force anybody to do anything on our findings. And that's where the Cooperation Council comes in so handy. is's when the controller brings the report of sensory report to council and there's findings in there. We expect as the controller's office to have council do their best to correct those of the officer deficiencies. So government is more efficient, more common, there's no fraud, there's no ways, there's no abuse. So that's basically the nutshell of the duty of the controller. Next slide, peer, please. I'll go on to my 25 annual report to give us an oz. So what happened in 24 as well as our projections for 25. Next slide here. So the next slide deals with teamwork with the county council manager. I've alluded to that many times during my presentation already, but despite not being provided any authority at home role to have the office findings or recommendations corrected, we have begun to post post audit communications of recommendations and findings and request the report what has been implemented they implemented for change have a change has occurred we follow up with tax electors something that we started in our office that we sent a letter to a tax point and say we found issues in your past audit what have you done to correct those issues so they know that we continually are watching to make sure they're addressing our findings. It's really, really important that we don't just go and do an audit. It's also important that we follow up and that's why I made the comment about polices. It's very important that we follow up with the vehicle audits. We did for fuel. We did a lot of audits in the past. We just need to stay on top of those. time gets away from us we have a lot of things to do and sometimes you get away. So a little notch, a little reminder, doesn't help. Doesn't hurt anybody to make sure they're staying on top and making sure things are efficient. And we correct any issues that we have in the audit. So that's one of the things that teamwork is so important between Council and the Manager and the Administration. Next slide, Peter. The next slide will show you the budget that we have in 2024 and 2025. It's pretty self-explanatory. The numbers that are there are what's been budgeted. The level extends budget between 2024 and 25 accomplished because the experience at all levels of the office, we have an overspent and in fact we reduced our budget so we can continue with a zero-based budget as the budget director of Mr. O'Elz instructed everybody to do so we did a zero-based budget and it was the ethical we cut a lot of money out of it you can cancel a lot of money for my budget but we're going to have to deal with it and proceed accordingly. Next slide here. The controller budget comparison is there you'll see that I spent almost the same amount of 2020 forward as the budgeted amount. I understand by $32,764 in my department so we were budgeted 278,000 expenditures and we only spent 245. So we stayed within the guidelines of the allocation from the county council. Next slide, Peter. 2024 audit review. There's some of the audit findings that we put in there. Most importantly, it's the tax collector office. There were some tax collectors that haven't been done in years, decades, months. I mean, we have a lot. There was like, we can create a 28 county tax collector office in 2024 alone at 32 tax collector office in 2023. There's a lot of tax collectors that we have to do and they take time. We streamline the process so we get as many guns we can. But the biggest problem that we have is there were some tax collectors that have never been done. Never. And that's really concerned for the controlers offices. We see we have some issues with some tax collectors. For the most part, tax collectors go fabulous job. We do have something we keep a closer eye on than others. But for the most part, tax collectors go fabulous job. We do have something we keep closer eye on than others, but for the most part tax collectors who have a fabulous job, they bring us in almost all of our revenue of $120,000 million. That's a lot of money that we have to keep control of. And independent tax collectors are difficult because they're independently elected and they are in control of their money. And so it's really important that the county keeps an eye on our portion. The municipality doesn't do as well, but the job is this whole district. But the county controller is all over that. We're making sure we have compliance stuff, and we make sure that their internal controls are working. The municipalities, they just do a 10,000 foot view. They want to see what we're supposed to get and what did we get, and that's the extent of their audit. We get down into the bottom parts of working with tax collectors to make sure it's not all where the guidelines of this action, which is really important. Next slide, great. This is a resolution. I just want to counsel to be aware of when we're doing the audit of a couple of the 25 tax carcasses this year. This resolution needs to be adopted by council and I'm sure I've made the chairman aware of beyond your agenda somewhere soon that you have to pass a resolution for tax carcasses to be paid for the next four years. So that's something that has to come on your agenda that should have been done probably last year sometime but somewhere online you got away from us and we can chance to do that. So we do have to pass something by the end of 25 so we can pay tax in the next four years. Next slide here, please. The other activities that the controller office said we did in 24, we worked with the County Manager asked us to work with the purchasing department to work with the Office of Law to do a purchasing manual. We've attended the Strandmore Spare Airport Board meetings as Mr. Olitz and Mr. McDermott are aware that we're there as the biddoers and oversight. So we show up through all of these. We're responsible for working with the Operation Division when they did the audit or the option recently to their credit. They raised $149,000 to the county by selling used equipment, which was done back in year, was very, very helpful to get rid of the equipment number one. It gets the insurance issue that we pay for insurance on these equipment that we didn't even own any, or didn't need, or use. So we saved money on that front as well. And let me see if I hear there's something else. That's it for that. Next slide, Peter. 2025 proposed audits. This is just a guideline as the charter requires that I tell council what my proposed audits are for this year. There's a list of the audits that we're planning on doing. This list gets moved around quite a bit as needs come along. Sometimes we get a tip about something that needs to be a little bit too either by the manager or something. The county needs us to take a look at something. So we get off our schedule a little bit. But for the most part, one of the things I want to note on that is the gery, court jury fund, and for these cheats, it's the last item on that slide. Mr. Eintrarsch has now moved to a place where they're going to do debit cards for jury payment, which is great. We were really concerned, and that was one of the things that we looked at when we did the his cheats for the district magistrates, for the checks that weren. One of the concerns we have is you have all this money said there has to be a cheated. Well, so he took the recommendation and decided that the best process would be as to institute a debit card program for jurors. You give him a debit card now, so we don't have to worry about that. Payment, where you give a juror $15 or a ten in a jury, they They don't catch the check, now you have to exchange it. So it saves a lot of work and who does to the court administration for working towards that. That's been an ongoing thing for years. So I really appreciate the course cooperation in that effort. The only other thing that I wanted to note is if anybody has any questions about the 25 of both audits, I'm more than happy to answer those. Again, I can't tell you how important it was for that time in the technical issue. I didn't put down my 24 slide, but that has gone very well and I think we are saving a lot of money and I think it makes our accounting system more, when we do payroll, it makes it more accurate, as opposed to whether it's to transfer data from ADP, Kronos, and New World. So we want to try and use New World as much as we can. We paid, I think, $3.5 million to that software. A lot of the modules we aren't using, the manager asked to start using the contract modules so we're working towards that end as well with the controllers office office of law and different agencies. The Tri-Institute, a contract module in our software system that we pay that financial system for because it's really important when we have contracts for a couple hundred thousand or a couple of million dollars that the money is taken from the contract appropriately. So we know how much money we're spending and how much much money we have left, and if we're going to overspend. So, that's another step that managers ask and have done. I think it's very, very helpful in accounting and internal controls, and also keep in track of what's the most efficient process. The process we have now is not efficient at all. Contracts expire because people don't know. Leases expire because people just don't pay attention because somebody's left the office and we have a huge turnover in departments and people don't know what's going on because somebody came in. So it's really important that we do things that tie in to one main accounting system. So when we have an issue with something we can just bring it up either budget to finance, bring bring it up or somebody can bring it up to save. What's the expiration day they have contract and boom you can find it. You don't have to find a spreadsheet. So we're working on that. That's the next step for the manager as the student. So we're going to work with the office of law and then the different departments of transit to the next slide please. The Cecil, next slide please. Here. The Cecil hotline, we only had 25, I mean, just give a brief report on that on the Cecil. We had, it was total of approximately 25 emails that I got in the Cecil. They're all confidential, obviously. And it can cause between 25 emails and calls to the Cecil office to complete for all the dress plan manager. Usually what I'll do is if I get a CISO complaint I go right directly to the manager to tell her and tell the manager what to have an issue and she takes the under advisement and addresses it with this party's that need to be addressed and reports back to me and says it's been taken care of. If we're not or we need more information we go from there. So that Cecil Line is very, very important for residents of the county if they see something and they want to say something, that's a great opportunity for them to do that and a manager to work on that. Next slide please. So that finishes my presentation. If anybody has any questions for me, I'll be more than happy to answer them for you. Control the criteria for the five to fifteen minutes or whatever. I cut my animals and cows. But I actually have a question about the trust a lot. Can you give us an example that you don't have to stomp the user anything specific? Can you give us an example of something that maybe has been reported or is it all different types of people that are reporting these, these situations, is it a lot of county employees, is it mostly citizens, do you have any statistics on things like that? Mostly they're all mostly 90% of them, I would say, are anonymous. Very rarely will they tell me who they are. And that's kind of what the whole design of the Cecil thing is. So people who have a concern, they don't really want to be identified, but they want to see something taken care of. So I get called about somebody who may punch you, not punching you in and out and going over the day and getting paid for the day. I'll get various calls about things of that kind of nature. So those kinds of concerns, normally we have an ace condition that we use to get those kinds of concerns and they also call the the controller piece online. And so if I get those type of calls, they don't have to identify themselves. And we don't really, I would rather them not if they're a speculator or an employee. I would rather just have it turn it over to the manager and say, hey, this is what came in. And manager broke them on. I meet usually most Mondays for coffee. And I give her a recent awesome of things that are going on and very, very helpful in the things addressed as best we can. Somethings can, somethings can't be, but we'll correct it. So, we'll scan it. I'm just curious why you delete a car, or be in this, this picture on your report. I knew that was going to be one of those party-fighting pictures I took right out, because I knew that was going to be one of your comments and I figured, well, I didn't want to put a part of this I think that's why I think that's why I think that's why I think that's why I think that's why I think that's why I think that's why I think that's why I think that's why I think that's why I think that's why I think that's why I think that's why I think that's why I think that's why I think that's why I think that's why I think that's why I think that's why I think very good report to have tonight Actually, I think that's Carl Venus That was a selfie. Is that a selfie of you? No, that was in the selfie of me else Carl So I was called Kevin was right out there. Yeah, and then that's there are things that we do They are really important now. We have a tax collector from very deal, I'm sorry. We have a tax collector just recently that we had the issue with trying to get the newly appointed tax collector and it worked out very well. That we were able to communicate very well with Fairview Township and we got straight down. And now they're working in a correct direction between myself and Mr. O'Zell who's budgeted and finance who's in charge of tax collection. work together with the Texas Treasures Office collaboratively with the manager and Mr. O'Zell, who's a budget finance, who's in charge of tax collection, we work together with the Treasurer's Office collaboratively with the manager and we send emails and got it all scored away. So, you can't stress how important it is to have cooperation as opposed to somebody saying, that's not your swim lane, don't go there. So we don't want that, we want everybody to be in the pool, we don't want to be having swim lines because it's too tempting to the people if we're swimming together, not in any kind of mixup. Thank you for that. I just love that in common now. Your passion play a big deal. You are quite a big fan. We had some fun with the VA. That was a lot of fun. I really was apprehensive about going, but I'm really glad I went to be with those gentlemen from the food served in the Armed Forces in Cone. That's probably the first time it was at the VA hospital, the hospital with everybody. And it was a really, really enjoyable experience to just see those people who have served our country and given so much to participate in that. just be a part of that was so much fun so I was glad that Kevin Clockner invited me and it was great it was a great time. Any other questions for the controller? All right there you go very much thank you so much. Appreciate it. All right number three receiving discussed budget reports for February 2025. This rose out. First of all, I wanna apologize for the copies that you were given before the meeting. You had a 2024 accounts payable listings that happened's not the sum of the three random reports for you. So if you look at your seconds out of reports that you were given, the first report is the revenue report, which in February, revenue is at 4% of budget, or $5.8 million. Currently, your tax clicks, which is up the end of February, are 451,000. That's only for seven days, the tax collection. So the bills are set out here in a month of February 18. From March, we've already collected an excess of $10 million. So March and the Ability Fade with Tax Clutch and Months for Us. Expenses are at $17 million, $3.52, or 12% of our budget. Next, you have your listing of the best transfers, which at this point are minimal, followed by the accounts payable details report. The last report is for transfer or support, which is showing a cash balance of $122,041,018 at the end of February. The cash balance at the end of January was $132,000,000. Our interest earned for the month of February, $319,089, of which $15 151 947 is related to our bond. Our year date interest for the two months of this year so far in February is 698,000 3169 so we continue to earn a decent amount of interest each month. Our ARPA cash balance currently sits at 42 million 208. ARPA Interest here today is 348178 and ARPA Interest earned since inception is $8.2 million. There are questions? Let's start. Yeah. So thank you for that. I have different members of the public come up to me and tell me how much our interest we have sitting there that we could use. Can I sort of disagree with them? I know you just said we earned $348,000 this year here today, and I know you gave me the total $8,000,000 and something similar to that. 8.5 million. How much do we actually have in that account just interested in all? Because I think we obligated or used some of that interest for other projects. We did. We did obligate some of the interest other projects. So I mean, at this point, I think at the end of the year, we had about 600,000. I'm not to get any exact amount, because we have about 600,000. So that's around another 350. We're probably close to a million again. Not for five reasons. Oh, no. No. And I just have to say that we'll be at. No. OK, thank you. Any other questions? Mr. O'Zell? That's what we're doing when you've done this. All right, yeah. You want to get restarting on that. All right, thank you very much, Mr. O'Zell. All right. public comment. Anybody in the public? Public comment. Anybody in the public? Public comment. The audience. Zoom. On once. On place. Which of the judges? Second. Motion second. All in favor. I opposed to me as a judge. Thank you very much. Well.