We are on the record. Thank you, Clerk Castle. Good morning. It is Thursday, December 5th, 2024. 9 AM, I'm calling the Park County Board of County Commissioners special meeting to order. At this point, if you are so inclined, please stand for the invocation and the pledge. Thank you, Madam Chair. Father and our Creator, we ask you to join us this fine, vine, winter day, and give us the wisdom and the strength to do the will of we, the people. We ask for your blessings on those who are having, having hard times and difficulties that aren't beyond their control. We ask you for those that are traveling. We thank you for the safe delivery of our peers and all others who came from their conferences this past week. And we ask for the blessings on our workers, our citizens, and everyone in this great county. In your name we ask, amen. Amen. Amen. Our pledge allegiance to the flag of the United States of America and to the Republic for which it stands. One nation under God, indivisible with liberty and justice for all. All right. The agenda. Cindy Garst, Assistant County Manager. Due to some unforeseen circumstances, we don't have all of the scoring ready for our executive session today. So we would like to postpone that to our meeting next week on Tuesday. Our special meeting next on Tuesday the 10th. All right, and we still may have just a discussion about structure and timeline and what our goals are, but we will not go into executive session. Right, excellent. Thank you. With that said, Madam Chair, I'd move the agenda as it has presented. And amended. And amended pardon me. Second. All in favor. Aye. Aye. All right. We have two items on the consent agenda approval of minutes from last Tuesday's meeting and approval of vouchers. I would make a motion to approve the consent items. I'm trying to check my calendar to see the 10th. You want me to look up the date? Yeah. No, I got here on my phone, right? I'm flies when you're having fun. Yeah, it's a Tuesday. You say I make a motion to approve the consent items. So accept that. Okay. All right. And just a quick comment. We had a lean week. Vouchers were 251,510. So every once in a while we don't spend a ton of money. So we have a motion in the second. All in favor. Hi. Hi. All right. Next item is presentation by CSU Business Students and they have been working hard providing good information on some economic and business devilization thoughts here and listening to the community. So who online, if you, who is going to speak, and I will raise your hand and I'll ask you to unmute. Oh. You mean we're moving too fast for them? Oh, that's brutal. That was not fun. Well, why don't we have done that? You know, we're not too rigid around here. Why don't we go to discussion of our holiday calendar for 2025? We want to honor all the CSU students. They've worked really hard. We want to hear from them all. We appreciate their taking us on as a project. And you know, finals week, bless them for even being able to squeeze us in because that's a brutal one. So, you okay, we just discussed the calendar. No objection. Cindy, you want to give us a rundown or I can, I've got it pulled up here. Holiday schedule. Sure, so it doesn't deviate from the previous years. Last year you approved an additional holiday, the Juneteenth National Independent Day. And I think that's the official name of the holiday and so we have 11 holidays on our 4-10 schedule so we also have some employees who work a 5-8 schedule so we equalize the hours of vacation so so we have our our regular holidays New Year's Day Martin Luther Luther King Day, Presidents Day, Memorial Day, the June 19th holiday, July 4th, Independence Day, Colorado Day, Labor Day, Veterans Day, Thanksgiving, Christmas, and then depending on how the calendar falls, depends on whether it's the day before the day after. In this case, it's Christmas, but for the 5-8 schedule, it's the day after Christmas. So basically, it's 111 hours of holiday that we're providing for the year. And then, Ronan Bridge, there's also a third schedule on there. It's a combined 410-5-8 schedule. Currently, PubWorks is doing four, tens. They have not done the hybrid schedule for 2023 or 2024, but in the event they revert back to that. We have a schedule in place for them, or if they have staff that does a hybrid throughout the year. So anyway, those are the three holiday schedules. Again, nothing different other than this year or for 2025. The four 10 schedule just says Christmas, whereas the five eight schedule has the day after all. So and the day after Thanksgiving and a small floating. Okay, thank you. Any comments or discussion on our schedule for 2025? No, I think it's a good schedule. It hits all of the major ones and I think it works out well. Mr. Wissle? We're pretty much restrained or mandated by what those federal holidays are. And so this is just composing with that. We still have Colorado day. Yes, we're just composing with that. We still have Colorado Day. Yes, we're keeping call it that and that's why we we decided we we acknowledged Colorado Day a couple of years ago because Christmas wasn't cooperating in the calendar. So we added Colorado Day and then instead of removing Colorado Day, you all approved us to keep it. Thank you. Yeah, Colorado Day is a near and dear to my heart because, you know, we're a centennial state. 100 years after the Declaration of Independence is Colorado and it is nice to honor the formation of our state and to think about how things have changed in the time from we did become a state and it's really nice to honor that formation and what better state is there in the country, be Colorado. So yeah, and the holidays kind of mirror what the state does. Colorado Day is a day they have often it's really really difficult to deal with the state when nobody's there. Yeah, so thank you. We're trying to go slow. Should we have more comment about holidays? It, I'll just say, in looking at the schedule, it used to be, there was a long stretch between like President's Day and Memorial Day and now it's a, it's still tightened but we have some nice time off in the summer when we got a little extra time to really play and go do the things we love up here. And you know, we're happy to acknowledge that it's nice to honor those holidays and spend time with family and friends and to get a little extra break. Madam Chair I would just suggest that we we continue on. It seems to how the work session is just immediately following the regular session and I would urge everybody that's on for the regular session, hang around for the work session. I think it'd be something that we can go to public comment and finish our work and then as soon as CSU is ready, whatever we're doing at that time, let them in. Okay, we can do that. I agree, Commissioner Whistle. That's fine, actually I see some some serious people on the Zoom call. Okay. So, Emmy, you want to just flag us down when you think they're all on and ready? Thank you. Okay. Thank you. All right. So. Mitchell, do we need an official motion to approve the calendar? I would, yes, I would move to approve the holiday calendar for 2025 and I would second that and thank you for keeping us on track. Yeah, Cindy we're a little bit off our normal our normal stride on a Thursday all in favor. Hi, hi, thank you very much. All right, so next item on the agenda is executive session pursuant and we are not going to go into executive session, but we are going to have discussion about the process, about our interviewing, scoring applications, interviewing and moving forward with the county manager position. So anyone like to start in this conversation? Mr. Whistle? Madam Chair, I thought since we had a little hiccup here, I know Mr. Gimmer is in our audience. Jason is my representative for this exercise. And I thought it would be good for those who haven't gone through it. We have just to have a little chat about the process from a mechanical standpoint. Then we'll talk about our calendar and hopefully we'll hit that target calendar. And we have built in, I know, talking to Cindy, a little wiggle room for just these kinds of things. So it would be just, I thought it would be good for everybody before we got into it to just have an overview and I'll start with this. When we went through this however many months ago, we had a pretty formal process and we had a review team and went through all the applications and scored them and that's the process we're looking at now. And if I get off track, because I could just let me know. So, but to set the table a little bit. So what we basically do is we have a number of applicants both within and without the state and with that we go through teams of representative for each commissioner and Cindy. And so we're going to go through a similar process to come down to or're ranking if you will. And then from that we are also going to schedule interviews and go on with that. And in that time frame. So Madam Chair if I missed something I'll let you or Commissioner Ellsman or Cindy follow that. Okay. So the proposed timeline was to have met today to review the scoring application sheets and then determine those that would move forward to the interview stage at which point once that was identified, we'd publish, notify the candidates, make sure they understood their name would be published and we'd publish that for, you know, immediately. Then the intent was if we could move quickly and availability, try and have interviews next week. And then I think it was by the 20th or 14th day publishing period would be up. And hopefully at that point we would have met again in order to identify the selected candidate, finalize background checks, et cetera, and hopefully make an offer by the end of the year. I think that was the... Yeah, December 12th through the 17th Compile Interview Score Sheets, and then December 19th we would, at a special meeting, have an executive session to review those interview score sheets and select a candidate, hopefully. Again, the 14-day posting period of the candidate names would have concluded background check and then hopefully making offer after December 20th with the goal that somebody accepts and then whatever notice that they might need to give to their employer or their availability, hopefully they would get on board pretty quickly in January. Right. Thank you. And just to let everybody know, we had 16 applications, which was, I was surprised to see that many and it was really great. And it was a lot of scoring to do. A lot of review, you know, resumes, applications, cover letters, letters of recommendation. I mean, all of this. And so it's good for us to, at out of the this first step process to be thoughtful in In doing those scoring and review so It's it's looking really good. So we're gonna postpone the executive session till next Tuesday December 10th and Would you like me to also then just identify the review committee for sure, please so The review committee of course are the three commissioners, are incoming commissioner, elect, Jason Gamer, former county commissioner, Lenny Walker, and our public affairs officer, Emmy West, and myself. Okay, so if that makes up a really good review committee. Long past experience, coming in, you know, Ricky, if I may call Jason a Ricky, and then, you know, staff that really a state senator objected to being called a baby commissioner but let's kind of the way it goes. Yeah he's now a commissioner it was good to see him there over that conference. So just so everybody understands what going to be doing the next couple of weeks, I think we've got a really good plan, and it's very exciting. So we are at 915, MER, we're still too early. We can go to public comments. So anyone online or in the room, if you'd like to make a public comment, please raise your hand on Zoom or come up to the podium and give us your name and sign in. And we're happy to hear what you got to say. And this is anything you want to bring forth to our attention. Well, my delight tactic didn't seem to work. Seeing no one, I would make a motion. Oh, there's one. Barbie. Barbie, I will ask you to unmute. Hello. So I just wanted to let you know that one of those students is in a final this morning. So she should be getting out shortly. So the students won't be able to jump on until right around 9-20. That's okay, I apologize. No, quite alright. I mean, they're squeezing us in during finals week, which is incredible. I remember those days, they're really fuzzy and distant, but I do remember those days. So we're... It's a little stress. Oh yeah, yeah. But there's nothing like walking out of a final. That's for sure. Right. Yeah. The student that is taking that final, this is her last semester. She's graduating in December. Or this month, I guess. Yeah, it's kind of... It will be her final final. So, well, I remember my first year at the University of Arizona. It's back when Tucson had about 40 people. But anyway, my first year there, they had finals after Christmas. And you talk about a way to destroy a Christmas vacation. As you got back, you had a week of class and then finals. They fortunately changed it so that was the only year I had that. But it is a very stressful time. Yes, especially if you were, I'll just say I'm speaking from experience. A student who are in some classes, you'd wait to try to just cram it all in your head at the last minute because it didn't fire you up that much. And so you added your stress by not preparing over the whole semester. But you know, we all survive and you know, going to college is a really good learning experience. You know, information-wise and the academics, but also time management and being a responsible adult. Yeah, so we can, it's 9-18. We can do a little bit more filler while they are finishing. We want her to take all her time that she needs to be able to make it through her test thoughtfully. Perfect. Thank you. Sure. So, I know Corner Kentz wanted to provide some information on the budget discussion. But David, if you want to, you're a really busy guy and I'm sorry business is so good. But you want to talk about any of your budget conversation. I mean, we can let you speak now. If you'd prefer or you can wait until we get deep into the draft budget discussion. So if you want to speak now, just raise your hand. All right, I'll ask you to unmute. OK, can you hear me? We can hear you. Good. Yeah, the only thing I wanted to touch based on the budget, after our budget hearing, we had an incident with one of our vehicles that I called Chairman Mitchell about. And so in these first fleet goes for our department is the only thing that is a little bit different than what had been initially proposed. I believe in it is in that draft budget is my understanding from fleet. Is that we had an incident on a pretty complicated call where I made a decision that the safest way to extract the decedent as well as some of the responders out of there was with our vehicle. In that process, they got damaged fairly significantly. Mechanically, it is totally fine, but aesthetically and stuff, it is unfitting a coroner's vehicle at this point now. So we've talked to Fleet. We already had one vehicle coming because we get 10 years use out of each of our vehicles. That's been my promise to you guys is that we'll do everything we can to get 10 full years out of a vehicle because we understand the expense. So we have one being replaced in 2025 anyway but this one has kind of come up as as about five years newer than it should have been, but fleets said they could rotate it to public works and still get the mechanical use out of it, but that would mean we do need another truck. So we would need two, and I just wanted to, I think that's in the budget. I think they put that proposal out there from the fleets side. I just want to make sure you guys understood from our side that these are two replacements to try to keep our vehicles functioning in the conditions that we deal with and be respectful to the citizens. So that's really the only change that we had that's a little bit different because of a unprisoned circumstance. Okay, thank you for that information. And Nick, our Director of Public Works is here and maybe when we get to that section, you can comment on your plan since fleet is under your purview and we appreciate that David that you know we live in a harsh environment and sometimes what we have to do is what we have to do and stuff happens. So. Yeah, things get difficult out there and we've not actually had a vehicle. We've not had a vehicle incident a long time. Unfortunately, this winter we've already had two just due to scenes for circumstances and so very rare for us, but unfortunately that's what we find ourselves in. Okay. Well, thank you very much for the information. Any questions for corner Kins? I'm sure we'll solve. David, this table whistle. Aren't those older than 10 years? You're two trucks? No, so we rotated the ones that were older than 10 years out last year. Okay. There were three years behind the rotation schedule. Unfortunately, but we did rotate those out. So these are the two trucks. One is 10 years old and one is, will be six years old and there's the two that need. The 10 year old one was on schedule to be replaced and then the six year old one is the one that got damaged in that incident. So we replaced. We had two in one generation, whichever generation that was of the budget for you guys, and I don't know where we are with that, but we'll certainly know that. And thank you. Yeah, thank you. Thank you very much. We appreciate the work you do. Appreciate you guys, thank you. Okay, you bet. You take care. Hopefully business is bad for you. I wish. All right. It is 922. Are we good to go with CSU? We can have somebody do some introductions and give some context to about what this presentation is going to be to buy a little bit extra time. So, Emmy, our Public Information Officer is going to come up and slow walk up to the podium and give us some context. And it's all good. Yeah, at least it should be just minutes away. So today you'll hear from a group of CSU seniors. They're all business students and they're building on last semester's work. If you recall in May, we heard from the first round of students who identified some of these challenges that we've had around economic development as well as opportunities. So that was the opportunity assessment that's still available on our website. But today we'll hear from Alice Larm, Addy Cook, Jesse Schultz, and Mayana Sanchez, which I think all three of you had the pleasure to meet in one of their round tables since Nicole D'Arngagements right here. And it was great. It was invigorating to work with these students again. They came at existing challenges and emerging challenges, some old problems with new ice. And so it was really valuable to work with them. So the four areas you'll be hearing about today are tourism, land use code, signage, wayfinding, and mentoring. So we're really excited to share the results of their hard efforts and hard work and a lot of stakeholder engagement and just imagining some possibilities for Park County in the future. So that's all I have. Barbie, do you have anything to add? Yeah, I see a group now. Hello. All right, welcome. I see you. I'm going to ask you to unmute. Hello. Good morning. Good to see you. Good to see you. We have Adi Hopping on as well. That will meet some unmute. Okay. Should be a recall currently. Will you raise your hand? The little squares keep jumping around. Okay, Adi, there you are. Thank you very much. Just asked you to unmute. All right, looks like we could. Okay, hello. It would not let me unmute it first. Yeah, we control the unmuting from this end. So thank you, we can hear you. Okay, fantastic. So you've got the floor. Amazing. We have a power plant presentation. We'll go ahead and share. So I'm going to load that up and I want I wanted you could let me know when you see it. Oh Alice I see it's you I need to set you up as a co-host. So I'm setting you up as a co-host right now. Thank you. Yeah. She didn't hear a word I said because I was muted myself. Addy, don't unmute yourself. Just leave yourself there because otherwise we'll have to unmute you again. So I unmuted you or asked you to and then you unmuted yourself. Okay, and you should see that you're a co-host, Alice. There we go. Love it when technology works. Oh, he's nice. It is. Okay, are you able to see now? Yes, we can. Beautiful. Perfined. And Jessica, we have about like 10, 15 minutes to present today. Sure. Whatever whatever you need. Okay, thank you. Well, we're very excited to be back presenting to you today. We've made a lot of great progress. Really have enjoyed getting to know. Park County, a lot of key stakeholders and we're excited to show you our analysis and recommendations. So we'll go ahead and meet the team again. My name is Alice Larn and I'm studying Human Resources and Management. And I'm Adi Cook. I'm studying Marketing and Management. I'm Jesse Stolz and I'm Management and Innovation. And I'm the own Satch, so I study supply chain management. So to start, we like to go ahead and share this vision statement that we created near the beginning of our work and has been able to guide us throughout. So our goal throughout our analysis and recommendations was to shape a future that is sustainable, accessible, and well alignigned with the needs and aspirations of the community. So that is something that we have aligned to throughout the entire semester, really making sure that the community aspect is something that with the rest throughout the entire semester and all of our analysis and recommendations. And while we have a few guiding values and principles in addition to the vision statement, so and a lot of these were created in partnership with our project stakeholders, Willie, Barbie, and me, and building upon last year's or last semester's Spring 2024 group that did a really in-depth analysis and opportunity assessment for Park County. So guiding values that we continued throughout was fostering resilient interconnected community within park county, empowering the local stakeholders within the county to continue to grow sustainably, preserving unique character through economic opportunity. So we had an amazing opportunity to come visit and see just how detail great Park County is and wanted to continue to preserve that character throughout our entire semester. And then lastly is actionable staffs for community-led development. So that community-led piece is really important to us, making sure that it's not just something on a piece of paper, but that Park County can continue to build upon into the future and really own as well. So with our methodology that we follow, we have one in-person site visit. As you know, we were able to visit with the Board of County Commissioners as well as visiting with community members and local businesses. So that was one day in October and we were able to travel throughout our county and really see it firsthand, which is a great experience. We met with over 25 stakeholders throughout the entire semester in our different focus areas, whether that was businesses, community members, or the local county as county government as well. And lastly, we were also able to partner with local businesses and organizations when specifically being the Black Canyon Chamber of Commerce that really helped guide us throughout the semester as well. And then last kind of interaction piece here, throughout the presentation, we'll be going through our four different focus areas. So each one of our key members, how did a different focus area will go through tourism, land use code, signage and mentoring. The model that we'll use to discuss today is why this specific focus area is important to Park County. What type of actions we identified are needed and how to take action upon those and what development can continue within the future. So with that, I will go ahead and get started with tourism, which was my specific focus area. To start with why tourism in Park County, we do have individual reports that we will provide afterwards, or I think, I don't know if you have any. I will go ahead and then afterwards to the entire team, which really has an end up analysis of why tourism is important to all communities, but specifically to Park County. The first one is economic growth, being able to bring people into Park County to contribute to the economy, contribute to businesses, and bring revenue back to the County. The next is community development. Tourism can go hand in hand with community development, continuing to see a future that the community wants and pair that with tourism. And the last piece is recreational and environmental benefits. So with both sustainable tourism and with sustainable tourism and with community-led tourism, you can see a lot of those benefits as well. So now I shall get into some of the building momentum. This was a key piece within tourism that I figured out throughout the semester was that there's a lot of momentum behind tourism and it's really in a good position to continue to grow and empower the community. So there's four different types of tourism that are outlined within the report and we'll discuss today. The first one is adventure tourism which brings people to Park County for anything from hiking or any type of activity to enjoy the national beauty of Park County. The next is Heritage, so the South Park Heritage area and other history opportunities within Park County definitely brings a lot of tourism. Spawning as many of you know whether it's hunting or fishing has a lot of opportunities and then lastly the family oriented travel, which is unique because of the opportunity that families have to come visit and it's not breaking the bank and they also have a lot of exciting opportunities to have a really great trip. And so when's tourism opportunities? There are a few. Oh, go back. A beautiful opportunity. The first one was the new Schwarzenegger rental tax. So 10% of that new taxes can make back to the tourism board to fund tourism within Park County. So this is kind of what I was discussing along the lines of community and tourism can go hand in hand. Community engagement as well. So engaging the community and tourism well. And then linking it with a new strategic plan to ensure that it has legs as well to continue to stand within the future as a recommendation of mine. And then lastly, as I mentioned, collaborating with all of those different key stakeholders throughout the tourism process, expanding and building upon tourism is extremely important. And lastly, today, I'll go over the proposed actions and outcomes for tourism. So key actions was to stand up the new tourism board in order to be a funding mechanism and a strategy mechanism to continue to build tourism, enhancing visitor emanating an infrastructure, which not only is for visitors, but is also for the community to enjoy as well. And enhancing the marketing and branding efforts. I know last time we made that with the missionaries you guys discussed that you want to brand in market for counties where people come, stay, explore and enjoy. So that's a definitely key piece to continue building upon in the future and then engaging local businesses community. So desired outcomes of these actions, there's four different areas which will also connect back to a lot of the reasons for tourism that I mentioned first. So economic obviously is a big piece increasing revenue and stability around. So it's not just during the busy seasons. Definitely within Colorado you see that tourism can really spike and then kind of tail off in the end. So you want to be able to create a year round to raise up infrastructure. The communities, so improving infrastructure, quality of life, and community pride with tourism, ensuring that people really enjoy coming to visit your home and also a respectful visitors. Environmental with conservation, education efforts, and sustaining financial resources, there's a big opportunity that offers sustainable tourism. And the last is a visitor experience. So I attracted people to a park county engaging and then having continuous visitor experiences, ensuring their satisfied is obviously a big piece. So those are my pieces on tourism today. There's a lot more in the report as well, but I will go ahead and hand it on over to Jesse to discuss land use color. All right, yeah, so I'll be talking about excuse me, land use and the price zones. Thank you. So the first slide is talking about why it's important. And the goal is to really empower part counties who are working in resilient residents and businesses. For sustainable growth, that supports the local economy, creating our Tommies for job creation, investment, and community wellbeing. We really want to make sure that this approach ensures driving communities for businesses can flourish and improve the quality of life for us in sustainable economic growth and preservation of the county's unique and natural beauty that we saw when we're out there visiting and focusing on learning, planning and enterprise zones aligned with the long-term goals of balanced economic growth, community needs and environmental conservation. I'm just talking about our process, our approach for this. So for venues planning, it was really to see if we could develop regulations that promote responsible growth while projecting local resources and really embody the community members and feedback and decision making for this to make sure that their priorities are met. Community engagement was also a huge part of this as hosting workshops and providing resources to educate stakeholders on the burdens of sustainable development and enterprise-owned benefits or tax incentives that they can get for their businesses, as well as also finding a transition plan that empowers both the leaders to take on this work after the semester's over. For enterprise zones, the main goal for this or the purchase was just spreading those awareness of the tax incentives that businesses can get through enterprises as currently all part county is considered enterprise-owned. So any business in part county can apply for those tax credits. We really want to encourage the precipitation process for businesses to access those benefits, such as tax credits, like investment credits, job creation credits, and research and development support, as well as focus outreach on areas of park county where enterprise-owned tax credits could help the greatest impact. And the next slide we'll just talk about our goals for this project. At our outcomes and there was four of them, So the first one was a stronger local economy. Enterprise zones could provide opportunities for businesses to access tax credits and reducing cost and encouraging innovation throughout the county. These tools could support a local growth and foster the balance that can outgrow while preserving the county. Second one was an important community where we want to do workshops and outreach through fires and direct communication. And I have a couple of examples that I made in the report as well. That will be sort of towards the bottom. We also want to increase awareness of the presynication process and tax credits that have empowered as he sends to seize those opportunities. The third one, what's sustainable growth? We do want to balance, lay new support economic growth while preserving per county, protecting its natural beauty and resources for future generations, and supporting smart growth, but protecting open spaces, now to resources and aligning it with the shifting community goals. And the last one was to empower local leaders. We really want to make sure that we have community champions that can drive the song going success after our initial support here and a power of local leaders to ensure sustainable economic growth and development. We are not able to talk about signage next but thank you for missing this. Yeah, yeah so my initiative was sign in so we'll go in a little bit to it. Yeah, so I would like to start off just talking about the value of signage and what you can bring to our county and what it already has is right now. So one of the main focuses with this is accessibility of information. So with traffic patterns, we hope nonprofits have developed this, but utilize it to make strategic placement a new signage. So with that, it also brings community interconnectedness. So fostering community engagement, not only in understanding business perspectives, but also the CIDOT signage and how it affects the community. And then going on, we also will talk about business exposures. So with the locality of so many small businesses, it's important that we strategically click signs that help with the interaction of foot traffic. And then lastly, so environmental stewardship. So we hope that I have signs that not only in foreign visitors, but in information that shows trails that are many not be usable for the typical visitor and just impacts reducing that impact of humans while that failure is. Yeah so within the report you see there will be a much more in-depth analysis of Perk County's current traffic patterns however this is kind of like the placement as of right now with the major highways that run through Port County. So as we see highway 285D is kind of the main road where visitors are passing through and then on to highway 24 and then throughout this you'll see the exact numbers within the report but high volume within fair play, bail, and fine junction. So with this information we want to make sure it's utilized strategically placed signage. So however we do want to enhance the existing design to coincide with one of the recommendations we offered to our co-signage. So visitors would be able to scan the code and in order to see like information on the different towns depending on where they are. And then it's important to note that that will be coming from my seed off. That's a seed off issue signage. So as compared to the second one where that's mural utilization. So certain communities will be able to re-roll minerals not only to track visitors, but just to give another way of shaping identity and showing visitors rather than see out where it may not exactly capture it. And then so for a new location proposal, we have a total of four. So welcome to Park County signage and this will be coming before Billy. This is important just to let visitors know that this is where they are entering Park County and really just can have this identity of both directions and then welcome to Bailey sign So one of these is one of the heaviest foot traffic so Understanding that Bailey has an identity and making sure that part County is aware and known for visitors as passing through And then just a QR code signage So as of right now this would be one of the first phases. So putting this at the end of connocia pass to the scenic overlook, you'll see a map later in within the report. But this is so perfect just due to the speed limit. So it's typically slower. So we would like visitors to at least be able to scan the QR code. And so taking this information, how do we use this? Well, we developed it into four phases, so starting out for the first phase is assessment and design. So this really just focuses on the initial assessment of the signage landscape. So we're already on track for that with phase one. And just ensuring compliance with the code of uniform and traffic control devices. So that's just very important thing within the C. signage. And then just constructing QR code designs and mural placements. So understanding where this can be utilized and how it can benefit the community. And then going to phase two. So this is development and tests. So this focus focuses on obtaining permits and developing safety interactive maps. So understanding it for like different towns, you'll be able to develop maps and people from passing through will be able to use this. And then just how is asking the QR code? So technology does tend to fluctuate in performance. So understanding that this can be used and understanding it will be effective during this phase. And then we're going to go on phase three, so this is the installation process, so just installing physical signage. And then with that, you would be providing training for staff and troubleshooting, managing and managing digital content, so focusing on really preparing staff and the community to use this. And then just publicly announcing the changes, making sure the community is aware that these are happening, that there is listening involved and that the community is going to be improvements. And then Facebook or just refining monitors so continuously collecting feedback from users on functionality and conducting periodic assessments for information accuracy. But we know with shoulder seasons and just different vegetation and operating hours, this is really an important part of continuing a long responsibility of this program. So that I'll hand it off to Andy to talk a little bit more on mentorship. All righty, thank you, Mianna. So now moving to mentorship. To start off, I have a goal summary. So the goals of the mentorship plan are to foster community ownership, business support and mentorship, and the last is intergenerational support. So for community ownership, the goal here is really to empower the community to lead this mentor, ship initiative, and to make, give them the voice really in this, and to foster deeper community engagement, and also ensure that the program is meeting the needs of the local people, and then build a sustainable model rooted in collective participation, and pride in the community as well. And then for the business support and mentorship aspect of it, the goal here is to connect local talent with businesses and aspiring entrepreneurs. One thing I think we all saw throughout our site visits was just the unbelievable amount of talent that you guys have in your county. And so the big piece of this is really taking that in the community on a level, a community level and connecting those with entrepreneurs to foster more growth and also to help support some of the other initiatives like tourism as businesses are a huge part of that. And then the final is intergenerational support. So the goal here is to bridge generations by involving high school students in this program. And the goal here is to spark some career exploration for students and also to build a future talent pipeline for students in the community to try to retain some of that talent there. And then moving to the I kind of have two different routes that I met with people from schools and then also the business side of the mentor ship and the Platt Canyon Chamber of Commerce and the senior Alliance and senior coalition. here is to launch two pilot programs, one for internship and one for mentorship. And then as you can see, there's a diagram in the middle that says, Azure Organization here because the goal is to add as many people from the community that have a voice and to really get them involved in this. And so on the internship side, the focus there is more on the students and connecting students through internships with Park County's departments. So the first would be through the Public Works Department and Barbie was one of the people that helped get this set up and it would be through a work study structure and kind of as a support or addition to the CTE program that is currently in the works at South Park High School. And so it's an extension of that and to give students more of an option for career exploration. And like I said, to kind of build a pipeline for students. And then the mentorship piece really is the the Placanian Chamber of Commerce. Like Alice said, we've met with them a handful of times throughout the semester and they've been really wonderful and have had a lot of enthusiasm for this project. And so the goal here is to kind of revamp a business community and to form a sense of mentorship among business owners, entrepreneurs, and to really foster a sense of business community that will help support on a community level. And we'll also encourage other organizations to add themselves to this as well. And some of the strengths that the Chamber of Commerce has in that is that a lot of their members themselves are already business owners in the community. And so that's a good way to kind of get some talent. And so now moving to the proposed actions and outcomes. So the key actions in this would be to launch the pilot internship program and then also to launch the pilot mentorship program and then to monitor and evaluate the success and then eventually to collaborate between the two programs, connecting students to chamber members but also senior members, and really just creating a sense of community ownership in this and giving the voice to them and allowing them to kind of take the reins with it. And so the desired outcomes with this would be economic bills, or economic growth to building a pipeline of skilled local workers and boosting local business success. Youth development, enhancing career readiness, and inspiring students through mentorship and internships. Community engagement, strengthening connections between generations, and the programs themselves. And then finally, supporting other strategic initiatives. So the goal in the start of this project was for mentorship to be on a back end support for the other three areas of land use mentorship and signage. So that is also a desired outcome of this initiative. And that is all I have. Thank you. So we would like to say thank you to everyone that contributed to this project this semester. We're very grateful for the opportunity to grow, to get involved in Park County. A lot of us had a personal connection to start this project in the first place and we were really grateful throughout the entire semester for everything that we were able to learn and hopefully the value we provided. But a special thank you to Barbie, Emmy, and Willie being our project team and really helping us throughout and Bill Schuster, our professor and advisor. And to all of the part-canny collaborators, 25 plus stakeholders we were able to meet with and build connections and learn from. So thank you so much for those opportunity and we are welcome. We can answer any questions that you have as well. Commissioner Elsoner, I really don't have any questions. I think you guys did a terrific job. Thank you for all of your effort and your work and being forced to come up to this ugly spot of Colorado. We enjoyed at least I really enjoyed chatting with you when you were here. I like this picture because I remember now all of you being here. I think you did a terrific job in putting this together. You know, it's always what are the aspirations? What does the county need to work for? What are our goals and how can we constantly improve the county? And I think you hit a lot of the areas that need work. And hopefully it highlighted it so we can start getting people in the county working together rather than in their own little silos and not really promoting park counties a whole. So thank you very much. Mr. Whistle. I also want to thank you. This is Dave Whistle and I appreciate all your effort. I have great confidence in our country from the your effort in this particular event. But in that one of the things I wanted to ask about was enterprise zones. Enterprise zones I have heard about for a long time decades and it never seems to come to Park County. So I was just curious on your explanation or your use of the term enterprise zone was at a local enterprise zone or something tied to something that the state government does. Just curious. I mean, it's something, sorry, my bad. It's something that the state government does. So every 10 years they go in and they use since the state to reevaluate this enterprise zone. Currently right now all of Park County is considered an enterprise zone and in the report, I put the local contact as well as the program managers and the website and go visit if you have specific questions, but they reevaluate every 10 years when I26. And even then, I would say about like 85 to 90% of park county will still be in a price zone. That's actually good news because we have. In my lifetime, it seems like we've always missed being an enterprise zone. But if we're in an enterprise zone, that's another tool that we can look at for our businesses, for qualifications, for other opportunities that they may not have had before. So that's actually a great suggestion. Second one I really like is the signage because if you're cruising down the road and you're looking for something to satisfy your gastrointestinal want, it's nice to have a sign there before you get to really looking at the phone which you won't be able to do after January 1st. Commissioner Ellsner? Yeah, I was just going to say I know we've been in an enterprise zone. The biggest problem is getting people to take a look at the benefits and what you can do and make the application. It's been there. I know it was about almost eight years ago now that I said, why aren't we in an enterprise zone because we can qualify for, you know, our businesses could qualify this for these things and someone said, well, you are. And I go, oh, okay, fine. It's not well known. It's not published. it's not pushed, it's a great opportunity and I think we need to spend a lot more time in having this mention that I think is going to be very helpful. Yeah, that was one of my goals. The project actually made little flyers and put the PDF or a notification there with QR notes and the process on how to pre-certify. That might be helpful to either email our put in places where people can look at them. But that was when talking to people that run the program, one of the biggest problems is that you have a lot of tax credits and incentives with enterprise zones. She's not everybody knows that they're either anyone or what they are. So some of the recommendations should hopefully help with spreading the work to those businesses that are just so hard working and so resilient and deserve all the help. Yes and Amy Mitchell here. Thank you Alice, Adi, Jesse and Miiana. I'm really looking forward to seeing the full report and appreciate your thoughtfulness, detail. And you said it so correctly. Communication is everything. And if the businesses don't know about it, they can't exercise its use and benefit from it. So I've added it to do list just to try to help present the opportunities that are available. Because we want to keep every business that we've got and the only way to do that is to get the people traveling through Park County to stop in Park County. And that's always been a challenge. And so with what you guys have put together, I think we really will benefit and keep working on that goal of keeping the business that we've got and then helping new ones come in that can benefit from those tourists who are stopping. Any other comments? All right, we appreciate you. I will let Bob be asked you to unmute. So, it's just going to let you all know that I did email over the work for everyone is chatting and then see you should be able to see and access the full work for it. But let me know if you have any trouble accessing those resources. All right. Thank you. And I want to tell you for good on you and thank you for making time during finals week to present to us. If I had my hat on, I'd tip it to you because you added us Park County onto your stressful schedule of some of you finishing. I think all of you are finishing up and moving on to whatever your future holds as college graduates. So thank you very much. Appreciate you very much. Yeah, and I just want to say. Can we have a speaker? Yeah, excuse me. I just want to say, Barbara, I want to out and check and I can get to the link. Works really well. So, Barbara, thank you. All right. So, thank you all. Once you're done with finals, enjoy. Enjoy the holiday season and you guys are sharp and you do give us hope in the future of America. So, thank you. Thank you. And you do give us hope in the future of America. So thank you. Thank you. Thank you. All right, you take care. All right, at this point that fulfills all of our items on our... Okay, we'll then... I gotta get to where people can hear me. We never closed public comments Because they jumped in before we could do a motion. So I do a motion to close public comments I would second all in favor Hi, hi, all right at move to adjourn Second all in favor. Aye. Aye. All right. Now we are going to go into administrative session. And that is our work session, a chance to discuss items. We've got three items on administrative session plus whatever else we think we need to talk about for wrapping up budget in the end of the year. So first is discussion of obligation of ARPA funds. And Cindy, I believe we're going to have a floor. Yes. So Cindy, our assistant county manager. In your VOCC files, an actual Excel spreadsheet that you can access as well. But I printed out just for a quick reference to two items and a staff report for you. And so without getting into the minutiae of the Excel spreadsheet, it's a reconciliation of the expenditures to date, as well as what we've committed to with some of the projects. And then the other tab is a summary of our reporting to the US Treasury, which is the basis of what the Treasury shows us as having unobligated. So it's a reconciliation of what we've reported and then what we still need to obligate. So according to the Treasury and our annual reporting, we still have $2.1 million to obligate. So if you look at the page that says summary of reporting to us treasury and you go to the section past the green line, this is what we need to obligate. The green line represents the reconciliation to what's been reported to the treasury so far. And so there are different eligibility categories and subcategories where our projects fall. And so as you know, we've committed to some community projects and so we still have to obligate some remaining dollars for our Boys and Girls Club Community Project, the Plac, I'm sorry, the Park County Senior Coalition Project, the 11 mile ranch owners water project, and the South Park Rec Reation Center Foundation project, those we still have to obligate. Our well-inceptic program, we budgeted for, but we never obligated those dollars in our reports to the Treasury, so we still have to obligate those. And then we have our revenue replacement. So we reported 2.3 million of revenue loss initially when we received the ARPA funds. And out of the revenue replacement category, there's a subcategory called government services. It's that subcategory where our expenditures to our consultant, ACDC, where the funds for the bunkhouse for the Sheriff's Office, the onsite bunkhouse for the Sheriff's Office are expended and reported. So the other piece that we were looking at was using those dollars from the revenue loss in government services for a bridge grant match. We discussed that with ACDC, the consultants earlier in the year and they indicated that that would be the appropriate expenditure category. So when you add up the obligations and the column cumulative obligations and that section under the green line, that equals 2.19678. So that's what we intend to obligate based on our prior discussions. Out of that bridge grant match, we've already expended money through HDR for other engineering costs related to the bridge, County Road 64. So we think we can apply those dollars under government services for grant match and then what's remaining for other grant bridge grant match projects. We have until December of 2026 to spend the money once it's obligated. So that's just a brief synopsis of the dollars. I contacted AC disaster consulting the consultants and reached out to them as we're trying to make sure we're compliant with the obligation process. And they're willing to just meet with us sort of pro bono for an hour or so to help us through this. And if we determine we need more, we can amend our contract. So I have a meeting with them today. I've already sent them an email with some questions in advance. So these are the things that I'm waiting to get confirmation on. I'm reaffirming that the bridge grant match does qualify under the government services subcategory. Along that same logic, making sure that the HDR engineering fees that are currently were expended through PubWorks, we could shift over and cover by these dollars. I'm also verifying our revenue replacement dollars that we reported and making sure that we don't exceed in our government services what we reported in revenue loss. And then the action to obligate, I believe that doing a resolution to obligate the funds is probably the most appropriate where I'm seeking their guidance is do we have to be as specific to which category if we find that during 2025 we can we shift it in the mend the obligation between different categories that kind of thing. So I'm hoping that obviously after today I'll have these answers and so then my intent would be to come before you next week on Tuesday and the work session with a resolution and confirmation of these things so that we can move forward to get these funds obligated. Thank you, Cindy. And I just want to, for context, ARPA is American Rescue Plan. This was a COVID initiated to help with loss of revenue and all the other craziness that happened then. And we are required to obligate by the end of this year to be expanded in the next two years. Right, and just, I guess again, thank you, Amy. I should have, I'll get it, just made an assumption. So under these ARPA funds, the county received a total of $3,660,420. We received them in two separate payments. The first one in 2021, the second one in 2023. The county already spent some of these funds for a drug cash assistance program that we implemented in 2022, I think it was, as well as household assistance program. We have already reached out for the well-ceptic applications and we may reopen that program, but those were the primary activities so far when we first received the money. Right, and just for more context, those programs were stood up because, you know, people who lost their jobs couldn't work, you know, because businesses were shut down. This is to help them do some of the things that they need to do, you know, septic and well. I mean, it's a big chunk, And if you're trying to stay here and weather the storm, we felt that it was really appropriate to help people get some infrastructure set up toward they can stay. I mean, we want everybody who wants to live here to be able to. And the well-inceptic program just found it fall under an infrastructure eligibility category. Exactly. So any other comments on this? And then we're going to go to LATC or you give us a date on that. So the update on LATC, I don't have a staff report for you but it doesn't have, it's a little more flexible and it doesn't have the rigid deadline. I'm going to confirm with ACDC today because it appears that we just keep filing our annual report until we spend the money. There's got to be a deadline, but it's not the same in terms of obligating a ZARPA, but I'll have more for you on Tuesday. Right, and I guess I should not use acronyms. So the local and tribal consistency fund where we receive about 1.1 million in two payments? Yeah, government can make it crazy. These acronyms are just nuts and your brain gets stuck if you don't know what it means. And the local and tribal consistency fund, LATC, those are also under the same act as ARPA. So they do come from the same federal funding pool, but they're two different programs. Right. So thank you Cindy. I know that reconciling this money with the requirements of the federal government is not an easy task and we appreciate you very much. Any other comments or questions for Cindy on ARPA and LATC? Question Elzner. No, I, again, when we got that big pile of money, it was like, now what do we do? And we've been trying to use it in a manner that makes sense. I do have one question. We have some, a small amount of money going to the Boys and Girls Club in 2024. Can we continue with that for a couple more years? Is that an option that would be available? Potentially. So the Boys and Girls Club, South Park Recreation Foundation, Park County Senior Coalition, and the 11 mile ranch owners. Those were applications submitted under our Community Project. your coalition and the 11 mile ranch owners. Those were applications submitted under our Community Project Program, and they became sub-recipient grantees of these dollars. So that's where the purpose of the money is for a specific program. Not to say that if we wanted to modify our obligation a little bit, that we couldn't reopen the Community Project Program. But for now, that's just committed and we close the program. Okay, so one of the options would be to reopen the Community Project Program and take some of the money. If we've got money that we aren't sure about. If we would reopen that then we could hit some of the organizations that are struggling right now that do provide a lot of services. Right as long as they and I'd have to revisit our criteria on that program but yeah but in an actually think the answer is. If we wanted to reopen the program, we could do that and community organizations that are eligible could reapply for a program. Yes. And the reason that we had some in 2023 and some in 2024 is just it's a reimbursement based. So that's what was reported and not spent yet. Right. And if we, I mean, we'd have to find where we would, you know, maybe transfer out. I mean, our, let's talk about well and septic because I know we had a lot of applications there. But maybe that would so so originally. $200,000 a piece. The reason it has increased in this reconciliation is because when I looked at the 2.3 million we reported as revenue loss, then we can't exceed that in that government services expenditure. So I had to reduce what we were planning for the bridge grant match in order to not reduce or not, I'm sorry, not exceed what's available in that expenditure category. So the difference, I just applied to well and septic, you know, so we could account for all the dollars to be obligated, but you're right. We could look at, and I did check with Sarah up in development services and I think our wound septic is still about a 50-50 share of not more well versus septic. It's about 50-50. But yeah, maybe it's still the 200,000 a piece that we thought we can shift more or we can review that. But maybe we still have time to get that resolution done. And after I talk to the consultants this afternoon, maybe we can revisit at the work session on Tuesday exactly how you want those dollars and look here reopening a program because we would need to reopen the well and septic also if we were to increase. Yeah, thank you, Commissioner Ellsson, because I would say Boys and Girls Club and the senior coalition. because I would say Boys and Girls Club and the Senior Coalition. It was last year we worked or this year, legislative session. We worked really hard in the 2024 legislation through PPCG and commission on aging to push for a $5 million increase to the agency on aging entities within Colorado through the Council of Governments. And we ended up with $2 million, it spread across all of the triple A's. And in the governor's budget that was announced a couple weeks ago, the $2 million is not there. They did not honor it. And so that is, with inflation, AAA's, the area agencies are going backwards. And so maybe that could be another thing because we don't, you know, we want child care because if parents want to work, it's critical. And anyone who wants to age in place, we should do what we can. Yeah, the eligibility category is for the Park County Senior Coalition covered several long term housing, mental health, and household food. Okay, thank you. All right, anything else on our American Rescue Plan? All right, next. Just a statement, Madam Chair. It just illustrates the difficulty and the complexity of tracking federal money depending upon the program. So depending upon the program depends upon the tracking and that's where Cindy has expertise of our organization because it's not all the same and it never can be the same because each program has its own set of drafters and rule makers that don't always communicate with the rest of those people. of drafters and rule makers that don't always communicate with the rest of those people. So it is really, it costs us overhead to be able to account for quote unquote free money. Cause federal money is not counted as a taber impact. It's exempt from that. And I'll just put a bow on that. That's why we contracted the ACDC because it's best when you're in a quagmire of federal rules and regulations that we go to an expert who can help us not get in trouble while we're waiting through the quagmire. So thank you. Lean on those who are experts. All right, next item is Discuss County Appointed Board vacancies. So, MEC are also to help. We put in your BLCC drive an Excel spreadsheet where we updated the listing of all the county appointed boards and indicated. So it shows their expiration of their term as well as their. Who's on the board and the expiration of term and we highlighted the areas where there's vacancies or terms can expire in 2024 for all the boards. We also still need to fill vacancies or establish the board for the tourism based on the lodging tax as well as the Housing Authority Board and Emmy just gave you a handout related to both those two boards. So I don't have a staff report for say, but we do have some seats to fill. In terms of the land and water, or let me back up one step. The other third board that doesn't have any members on it at this moment, County appointed members is because, is the weed board, because that's through our arrangement with Teller County weed, the district. And so those members are sort of quasi the board. So anyway, so we've got those three. And then the Land of Water Trust Fund has a couple vacancies. In your file is an email regarding Ramon and John Woodward indicating their interest to continue on the board. And so this is where we are. And I think Abe does not have any vacancies, do they? Yes. Jennifer is, she's vacating, is she going to, has she voiced one where another? I don't think so. One other thing I wanted to point out on the Planning Commission and BOA, the Board of Adjustment. There's an email in there just as a notation for us because this will probably take a couple of work sessions to work through because the Planning Commission, apparently through some of the work that they've been doing and with Julie the attorney on the Planning Commission, we need to align the terms a little better than what they are now. And so I think today probably just a really good introductory to what vacancies we have and where how to proceed maybe with some outreach on some of the easier boards to fill and then revisiting maybe in the next week's work session about planning commission and some others as well as today addressing Emmys Memo-Ruth regarding the housing board and the tourism board. Yeah, so for planning, I can see we want, we want every term to kind of rotate and be offset so we don't have all new people at once. And so probably, because I think that there was some confusion, that's my understanding on What some of the terms were and when their Their service date came up and that's what Susan Susanne spent a lot of time this week going through to try and make sure we were confirming and accurately got the terms and so that's why you see the notation of the name of the file being updated as of yesterday, pending any additional changes. So we're trying to make sure everything is accurate. Okay. And, Amy, do you want to give any, any update on your? If you recall back in June, we met about filling these vacancies and anticipating some of them. So you named an additional member to the Cemetery Board, the Berlin Equestrian Board, and then two new members to the Land of Water Trust Fund. And at that time, I presented these first five for the Affordable Housing Board, and you charged us with going back out and trying to seek some more applicants. So six through 12 are six new applications for that board. I think you'll see there we have a little bit more of a mix of nonprofits, regional representation, license real estate member, you know, really some of those stakeholders we want to make sure we're at the table. And then for the tourism board, that one's still a tough nut to crack. And you know, we've been involved in this tourism discussion and Andy and I have been working together to try to come up with a plan and come up with some members here. So those original three are still part of this slate and they actually helped inform the CSU student project work. So it's good we've already been talking to them but in addition to that we have Stephanie Cantu who from Bailey Productions has been a 15-year veteran in tourism up here so however she's from the Bailey area so we didn't quite get that regional representation that you were looking for but man it's hard to turn down such qualified applicants and that board only requires three members. So, yeah, so I think I'm going to work with Susan to make sure these new applicants resumes and applications are part of your folder today. But do you have any questions? Mr. Whistle? Yeah, thank you. I mean, I'm looking at the spreadsheet in our in our packets with all the boards on there And I really appreciate that because that kind of condenses everything into one one spot and to go through that and we may need to extend that That housekeeping effort just looking at the numbers that are here some of our boards and really good shape and their rotation is consistent. Others are a little jammed up so that's just something we can take care of, I think, with their help and administration. So I appreciate that and it's just a shout out to all of our folks that are listening or may listen. If you have an idea or you have a passion that you would like to contribute to our county. We would really love to have your effort and your energy and your time because it takes all of you. You know we're no different than you guys where the same folks as you is just that we were crazy enough to go through an election. The other people that aren't that crazy you still have passion and information they can impart, we really do need you and this is an opportunity to help your community so we put that ask out too. So thank you. Thank you and the application is still available on our website. Yeah, and just one comment with regard to the tourism board. It'd be helpful that the language and requirement of that, of that, a lot of it is to promote tourism. Well, we don't really need to do that much. We got plenty. It's just to help the tourists enjoy Park County more and for it to be a win-win for the county, the businesses, and the tourists coming up here. Because if we can do some of the sign, the businesses, and the tourists coming up here because if we can, you know, do some of the signage that says, you know, food, hiking trails, you know, I mean, all this, people will go, wow, we should stop. You know, so it'd be interesting to have the vision from each of these applicants on how they see what they think the tourism board should be used for. Because I know that a while ago we promoted park county and just come visit park county, all the stuff. Well, it's here and they're coming. So do you have those types of letters from them or their vision on how the tourism board can benefit? Yeah, I think they articulated some of that in their applications, but the mission of the tourism board can benefit? Yeah, I think they articulated some of that in their applications, but the mission of the tourism board is spelled out in the ballot measure, and it's their job to oversee the spending of what is now a small little $10,000, but could go a far away with the QR codes or some of that local business marketing and signage and wayfinding. Right, it wouldn't take much. And so whenever we see their applications, that will be beneficial to us. Because right now we're pretty blind. Okay, Commissioner Elzer. Yeah, I was just gonna say that tourism board is covered by one, our resolution and two state statute. It was a push to get the state to allow us as a county to have a lodging tax. Because that was something that we were not allowed to do. I mean, as appalities could, we couldn't. And once we got that, then they said, well, you can do 2%. And that was great, but 10% of that had to go to something that enhanced the visitor or tourism experience. So you're kind of limited by state statute, that it can't be a G, we want to do this. You have to have a link back to how is that enhancing the tourism experience. There is a potential for a bill this year that if it's passed, future commissioners may want to look at that we were limited to 2% the municipalities could go as high as 6% and again it's just well it's not fair that they could go more than we could so if you look at it and you look at the impact because a lot of that the original request was because of the impact it was having on our emergency services and everything else. Well, if you can increase that, if that bill gets passed and then you can increase that, you know, once again it's the impact on emergency services' disbortion that compared to our residents. So if you can increase that tax a little bit, yes, tourism would get more, but so emergency services and the people that need it. Thank you. Yeah, Sheriff and Rodin Bridge, so yeah, and I think there's a push next year in conversations at Colorado County's Inc. is to work towards a little more parity with municipalities can do, you know, because on a core rate, Park County is usually a pretty wide open, I mean, much harder to deal with municipalities have it pretty easy, and they've got a lot more options. So we will see how things shake out next year. So thank you, good stuff. All right, last item is to discuss the 2025 draft budget. April. Are we excited? We are very excited. Totally excited. I love discussing budgets and numbers. I'm going to go ahead and call the various guys. Okay, and do you want me to set you up to share screen? All right. It looks like you're not logged in yet, so. All right, so we're going to have a little silent moment of silence while April gets logged in. Based on the numbers I've seen, I think we need a moment of silence for the we do. Maybe, you know, yeah, for wisdom and decision making. I believe I found a way through. Okay. Well, or a bulldozer. Yeah. I got a bunch of good music on my phone, but it's mostly country western, so I don't know. That would appeal to everyone. We remarked to all of the used to do that a lot, but it was just in the room. Then when we went to Zoom, someone said, you know, that could be a copyright violation. And I'm not too sure you want to do this. Well, I don't know. Yeah, probably. Some of my music is really pretty old though, but yeah, we won't go there. Maybe a Christmas Carol? If anyone wants to sing, I mean you don't want to hear it, I'm not really. Alright April I am setting up to you to be a co-host. All right. And spreadsheet. Oh, can you hear me? Okay, I have to be really close to this thing. All right, and spreadsheet. Okay. Can you hear me? Okay, I have to be really close to this thing. All right. We are going to start out in the General Fund. And as we look through here, if there's anything that you want more information on, just let me know when I'll stop and I'll go through it. I did print out the financials for O3, but they're not too detailed and I'm not sure how much information you're gonna get from them. So if you want them, I have them. I have better ones I can send you later. It didn't run correctly when I tried to pull it this morning. Okay, so in 03 we did a little bit of adjusting in 2024. So we are projected to spend 20 million out of the general fund in 2024. That decreases our fund balance by 320 thousand dollars and gives us 6.2 at the end. That is a 31% remaining fund balance. So that gives us the world, OK, for 24 there. And then for 2025, projected expenses out of a three or 21 million, which decreases our fund balance by two million and gets us to include. One of them is the Security Position. One of them is the Development Services Manager, and then the other is the County Manager. But the County Manager was always included in your figures. So, as we go through here, anything that's in yellow? Uh-oh. Looks like we are. Zoom is having a little challenge. Good. Let's see if we lost. Sorry. You have to really talk into these things. Your nose down. We're coming back. There we go. Here we are. We're back up. So little hiccup. You know, what's new? I'm not sure. I'm not sure. I'm not sure. I'm not sure. I'm not sure. I'm not sure. I'm not sure. I'm not sure. I'm not sure. I'm not sure. I'm not sure. I'm not sure. I'm not sure. I'm back on. It's not working that there though. Oh, the room needs to go back in. Please enter the meeting pass code followed by the pound sign. You can stay over there. I'll let you in. That's not what I'm showing. That's weird. We should be sorry about that for everybody about in Zoom. We seem to have had a little hiccup in our internet. Technology is awesome when it works. Okay, we'll let April get reset. Yes, I'm going to be in Jesus' coming back. Oh, good. Why do I have the waiting room? Let me make sure, April, that you're still. Jesus, a co-host. Okay, you're a co-host, so... There we go. All right, we're back. So anything that is highlighted in yellow in the 2025 proposed budget column is going to be something that I would like to look at either increasing or decreasing because of the change during 2024 and it just doesn't seem, those are the lines that seem out of line. If I'm going too fast let me know. Here's one, we budgeted 10 grand for admin fleets, we haven't used that much this year. Not sure how much sure we're going to use next year And I'm not sure how much of that was actually Accurately applied either so I might I might have to move that I need to make for 24 in there Contract services and admins looking a little high, but I mean that isn't that isn't too much wiggle room there. April, yes. Got you out of question? I'm going to pick the app from the bottom of the budget that I have here. I just can you just put it on the list of the park here? Of course. How do you keep all of the money to the same thing? Absolutely. Yeah, the request was if you're following on our budget online, slow down and tell us what portion of the general fund budget we're looking at. Okay, so we're in admin. We are currently in general fund admin. Cindy, is this the severance tax fluctuates significantly. We received $25,000 one year and $700,000 the next. So we received two years worth of severance that was pretty high. But for 2024, we only received the $488,000, which is why we're budgeting 400 who knows. So yes, that is accurate. Wonderful. I'm going to show you at our CCI conference this past week. We did hear some, it's got a lot about severance tax. Severance tax is that, if I remembered correctly, at an all time high. So it's good for us to budget low and get an extra bump when we don't budget for that extra bump. But just for your edification, April, it's a great estimate. I don't disagree with it at all. I think it's reasonable. But hopefully when the end of the year gets here, our severance tax should be better. Great. So in this, go ahead. Sorry, just one other item. The transfer into admin, that's the interest rate. It sure is. So my mentor mentioned this when we were talking about the ARPA American Rescue Plan dollars. So the interest earned on the ARPA dollars that are they come into the O5 fund. We do not have to reuse them for ARPA purposes. So we have reconciled what we've earned so far. We're going to transfer those interest dollars into the general fund. That's what that represents. Commissioner Whistle. When you look at this folks, and when you look at our budget process and our format, I format if I can speak. The top bunch is going to be the Gozinta, the income. Below that, all the other lines are to go out of, or the outcome, or the outcome, I should say, for the expenses of that actual department. But we try to identify if any income is attributable to that specific department and administrations kind of the catch-all if I may because we have different little pieces of money that come in that run into admin because it's the easiest and most it's the largest bucket we have for that. So just a little edification. Thank you. Moving on. So there's a couple of areas in Admin that we could potentially decrease, but it's not going to gain us a whole lot of funds. In budget and finance, I'm getting the marijuana excise tax and the marijuana sales tax worked out. There's been a communication issue with our licenses in our excise collection so we're not quite on the same page so I believe we'll be taking in more this year and next year than we have previously. Okay. Salaries and wages won't change for budget and finance. That's we have our four people and we're going to stay there. Contract services, the blues are anything that has changed from version 1, just for a note. So anything in blue has changed from the first version, which was necessary. Contract services will be going down debt services, was adjusted up a little bit, just to cover some expenses that are being charged to budget and finance. In personnel and insurance, we have a vacancy for an HR generalist, someone who can handle over our HR. This would be a new position for you to contemplate. We went ahead and put it in as opposed to a wish list just because we realized that there are with different roles that I take on filling in some gap and it would be more of a generalist to do some of the more day-to-day administrative support type things versus managerial level. And we currently allocate part of Cindy's salary to HR anyway. We have been. I had that in there. That's what you told me. I'm sorry. We'll clean that up. Okay. And then also we have a hundred thousand dollars in here for salary plan reserve for next year and that's that's to cover any raises Or hires or whatever happens through salary Any questions Moving on This is the public affairs office budget as No changes no extra positions. We had determination packages or decision package requests on this one, but I don't believe we're going that far this year at least. The county clerk has several different departments. We start off with admin and this is where we receive our specific ownership taxes. Permits, cigarette tax, all runs into these revenues. And we have no vacant positions in the clerk, so there would be no changes there. These are, this budget generally runs flat from last year's budget. We may or may not need some of these expenses at the end of 24, but the budgeted amount aren't really all that much. So keeping that in there will keep us afloat in case something happens. Question, did any of these amounts like the Cork had asked for some salary adjustments? Are those numbers included? No, that was the decision package. I didn't think so, but I thought I would ask. April to make sure you didn't act on any of the decision packet info. We are just... No, I think in fleet there are two vehicles, maybe one, one or two vehicles that were added out of necessity and cornering one of them as you heard. So yes, none of your decision packages or the color are included here. Thank you. Again, county clerk recording, their budget's running flat from 24 to 25. I think there may be a slight increase, but generally we're going from 365 to 363. So we are close enough there. Yeah. Motor vehicles, the budget went from 253 to 306. But this is all revenue. So that's a bolster in our favor, I believe. We were trending higher in 2024. So I believe that the adjustment up to 306 is warranted. In the county clerk liquor section, we have our application fees, renewal fees. Those are going to stay flat. We expect not too many expenses out of that one. Elections is the one that fluctuates a lot with the clerk. So I believe Mel, let me know that next year is not going to be a big election year. We're not going to have as many expenses as this year. We'll just be having the one election and that's all I've allocated. And it will be, we won't be, I doubt that we'll be getting any money back from the Secretary of State's office. We'll have to pay for the whole election in 24 or 25. 25. Okay, so this 60,000 you don't believe will come in. Okay, the miscellaneous reimbursement. Okay. I think it was a carrot to get the legislation passed. It is and that's when the state of Colorado has questions and we get 45% back. But on the odd year, we get a lot of questions. I think it was a carrot to get the legislation passed. It is and that's when the state of Colorado has questions and we get 45% back, but on the odd year, they're not going to have any questions on the ballot, so it's all up to us. Okay, thank you. Yep. So scratch 60. Yikes. Wrong direction. Wrong direction. So with decreased elections we have decreased costs as well in 2025. So that's our saving grace there. And another question, we don't have any equipment online for 2025. Do we? I think all of our contracts are in proper order. Yes. Okay. Moving on to the treasurer. These are the treasure revenues. We are predicting. Well, property taxes get the split between 03, the general fund and 11 are public works fund and human services fund and retirement fund. So this is a portion, this is the general fund portion of the property taxes that we expect to receive next year. See here. Question. Have we gotten our final cert yet for the last tax roll value? I haven't. Yes. I believe I have that. OK. I just haven't seen one yet. The millivacers are coming into. Um. I just haven't seen one yet. The millivacers are coming into. Fees on task collections. We're trending that down a little bit. We're trending most of this income either to be flat or down, which is not good and seems to be a trend. As far as expenses go, there was a decision package or there is a vacant position in the treasure that we will not be filling. So the 242 998 or I suggest we not fill so that we can get down to our 20% fund balance. So that would be 242 998 for salaries, adjusting the fight as well. We had a few little adjustments that I went through with the treasure and this one needs to go away and this goes to 26. And I think I have a few more adjustments in this as well, but I think they're trending down. Any questions on the treasure or that revenue? And we don't have any questions online, do we? No. Okay. Just want to make sure I'm taking care of everyone. Public trustee, this is a generic, as you can see, expenses don't always get used. So, oops, let's go forward. That's a pretty static department, not too much work out there. With the assessor, we have filled all of our vacant positions, I believe, so this will be our working salaries going forward. Contract services returning down're turning down, closest and shipping might go up a little, and I think believe I deserve, these are stupid a little bit, and I think I need to adjust year end estimate, that looks wrong to me. For some reason, so I need to do a little bit of work there, but the biggest line-on in my of these assessors is the contract services. And I have a question. Are they all needed with full staff? Just curious. So as I recall, because I chatted with you last week, Amy, she had three vacancies, I believe, and one potentially coming up. And she got applications of qualified appraiser level positions. And so she had already been in the process of posting and collecting applications as all of our postage jobs. And so I believe she's, we've worked on three. Two appraisers and an admin position I believe. Okay, and so my question was with, because I know we've been running lean, staffing wise, especially with, I mean, really good, qualified appraisers. So do we still need the contractual services expense? Because can those new hires replace that? So that would be a question for the assessor, but my understanding is I think we're moving toward a direction to bring those services. So one of the contractual services handles the commercial real estate or the commercial side of the models and valuation. The other contract, we used to do this modeling and these services in-house long ago. We had expertise with multiple people. My understanding, again, this is, I don't want to speak for the assessor, but my understanding and conversation with her is, I think we're trying to get there, bring it back in house, but we just don't have that expertise right at the moment to handle it now, hopefully with our new staff and more experience, et cetera, we will get to that point again. But again, I don't want to speak on behalf of the assessor, that's my understanding. Okay. So there could be potential savings in the future if staff gets to the level where they could reduce the need for. Correct. And it may not be this year, it may be in a year, again, that would be a conversation for the assessor, but I believe that would be the case. Okay. Good, because a couple hundred thousand dollars is meaningful money. Thank you. 1200 the district attorney this is our portion of the 11th judicial district attorney. I believe they're four. Four counties. Counties that pay into that and that is our portion. Keeps going up every year. And to let everyone know the portion is based on population. So they do the math for all four counties. Fremont County just exceeded the 50,000 population. They've moved into a new category within counties and they pay the biggest share. Very good. Audit services, this line item, we, the county pays for the park county senior coalitions audit it audit services every year. And also includes our own. Does it? Yes. So the audit services should include both the counties and then we do the every other year I think it is we do in kind for the senior coalition and pay for their audit. The Pelt revenues are the payment in lieu of taxes on forest service federal lands, correct? Correct. Correct. And I believe that is based on our assessed value? Well, it's based on our Congress. Or Congress. Or Congress. In a way, it's based on whatever Congress appropriate. Right. It's been on shaky ground of late. I think we're okay for, I would say, the first half of our fiscal year. And we will see, we're optimistic that it will be approved for the federal governments full fiscal year which happens in the middle of the summer. So it's, you know. Yeah, well, the money that we're getting right now was appropriated for the fiscal year we're in, which expires in October, September 30th. Federal governments where they use a September state uses June and we use calendar. So the money should be there. The thing you always have to look at is yeah, the money is there, but then you need the continuing resolution to make sure the money is there. If they get into a battle over the deficit. That could delay the funding. PILTSA always the big wild card. It used to be we never counted on it unfortunately. Now we have to count on it so it is a problem. Sorry, I think I had a double entry in here so I was going back to check. I'll just say, Colorado County's Inc and NACO, our National Association of County Organizations, we are paying close attention to that on our public lands during committees and are pressing the feds constantly about filth and secure rural schools. I also wanted to mention that in this part of the budget we usually do a transfer to the EMS council, the Emergency Services Council. Next year, I don't believe that's going to be able to happen, but they do have the 23 lodging tax funds as replacement. This was one of my suggestions, Madam Chair, just because we're going to have that revenue source in this year too. We don't know what that's going to be, but I thought it might be one way to make a little bit of savings into Pilt. And we'll make that determination whether they have enough funds for their normal uses or not, but I thought that was one suggestion we could look up. Yeah, we can replace revenue from one source to another. Okay. Okay. Moving on to planning. Again, the blue are items that were changed from the first version. I went through all the development services, revenues and expenses with Karen Susik. She's up there up in building department and she's handling almost everything up there in the current moment in time. So we had a few adjustments that were mostly in our favor here. I show two vacancies in planning and she does believe that she needs to fill both of those vacancies. She also told me that she has two other vacancies, two permanent texts. And I'm not sure the necessity, but she believes that she needs them. And actually to update planning, I believe there is, they have one vacancy because we determine that to fill one. But we need to double check because when Noah, the planner, left, we have interviewed and are offering a position. But we sort of deactivated the position John Deegan was filling. So I think there might be, and I think there was only one and I think we filled it in planning in buildings because I just also went over this with her as well in building it's kind of a They wanted I think they had a building inspector in a permit tech and I think they're looking at instead of Filling a building inspector. They need more hands-on on the permittic side, just because of the volume of things going on. The majority of the expenses for planning, mapping, building department, code enforcement, environmental health are people. They don't have many other expenses, they have some contract services, but otherwise they were unpaid lane, pretty lane. So just before we move on, so the salaries and wages was bumped up to 190 to that field, we just wanna double check that. Yes, absolutely, it includes, I have current positions at 95 and they can win a one. Okay, all right, absolutely. It includes, I have current positions at 95 and they can at 101. Okay. Okay, thanks. Just in one more confirmation that April and I will work on together is because we think of development services is one unit with these divisions under it. Just making sure that we're not double counting like a permit tech who might be in development services versus building because I think that the intent had been to kind of had a minimum one spot but making sure we're not double counting something but that otherwise we're all on the same page. Okay great. Moving on to mapping, same idea, a little less than the expenses, and same in the salaries and wages. In IT, the tower lease revenue got adjusted down just a little tiny bit, and then we have, I believe, four positions currently, four, yes, four positions in IT. Yes, so traditionally IT had three positions. The systems network administrator, the IT manager, and a PC tech. So Cindy Jones, our GIS analyst, who's been with the county for a long time is going to be retiring at the end of the year and rather than replacing that particular GIS position because we have two other GIS. We're taking that vacancy and we shifted it over to IT and that's the web development position that we have filled. So we're taking a vacancy that's in a different department coming up or that April covered and we're shifting that vacancy. So that's why you see the increase in wages for that position. We have a flat year to year. We do leds, same agreements, main agreements, new IT equipment. Those are biggest line items for that. Our Microsoft 360 rents through here. That's a large cost. A lot of our computer background systems and our servers are all running through these accounts. Yes, sir. They are in-house. Yeah, the question was are they in-house or contracted IT and it's all in-house? We do have a couple of consultants that we use but but generally our IT is in-house, but we do use some consultants. Here we are now we're off to the sheriff. I don't have a whole lot of changes here. We're budgeting traffic finds a little lower than our current. I think that's on purpose. The something is missing out of here, I need to find the deposits. So there should be 86 to 50 here in 2024. I just need to find it. I think it got put into miscellaneous reimbursement because it didn't have an account with the treasure. So I just need to be moving some revenue there. But it should all be accounted for in the estimate. Salaries and wages, the keeping current I managed to lose my formulas. So I will fix that to tell you what the vacant positions are. I believe it was 100,000 or 200,000, one of the two. So keeping current positions only, these are our levels of expense. The orange items, I think we budgeted a little low as compared to past years. So there's just items for me to watch. Nothing to, nothing to concerning there. Anything else before I go away from Sheriff? Yes. You've now added a K9 expense line item that wasn't there this year? It was added this year. OK. It was added this year. Yes. I thought there wasn't going to be any expense for K9 for 2025. That's just the maintenance cost is the 20. And then the cost for this year were taken out of savings cost savings for the year. Actually, they're taken out of vacancy, right? Correct. actually they're taken out of vacancy right correct. Vail grant this is just the the pass through for their side of the expenses. We get state grant from for JBBS which is our mental health services at the jail. So we get a state grant for that and that was just up to 260 this year and then we have a little bit more that we are expecting command about $100,000 for the jail. Current salaries and wages are at 100,000. I believe that might be a little low. I'll double check that. I need to double check the currents for the year announcements on these two. Jail and sheriff are harder to track because they have a lot of changes. So I just need to be more on it with that. People just need the questions. I'm working off of the original draft you provided. Hey, and it was at 120. Was it? Yeah, okay. Or 1.120270. So, all right, I will absolutely double check that. All right. Expenses will stay flat from last year's budget. I believe we are budgeting more in medical expense just because we have two contracts that with these monthly amounts, that's what they amount to. So I just wanted to make sure I got those accurately into the budget. Food service looks to be a little schedule a little low for next year. I might want to bump that up a little bit as well. And if you'll remember there was a capital expenditure decision package request that is not included on here. Any more questions before I move on? Okay. 911 communications. Current positions are running at 172-249. This is a 30-70 split with the 09 fund. So that's why they look a little low and skewed here. But to remember, all of the FICA taxes run through O3 and not O9, which is why that number is higher than you would expect. Expenses are flat. There aren't any huge outliers in here. Maria does a really good job watching her budget throughout the year so she is usually right on with her expenses. We did have extra radio supplies expenses in 2024 that we're not budgeting for 2025. So it looks to be a one time thing. And we're, unless it's under a different light item, were we not going to start charging a fee to the special districts that use dispatch? We were conservative to not put it into the budget yet, because it has not, there's no IGA, there's nothing been finalized. But yes, that is still a consideration that we would hope would generate a significant sum to offset these costs, but we're not at that finalized stage yet. Thank you. Moving on to the corner. Okay, let's just adjusted. That doesn't need a note. Current salaries and wages. We're staying, we're keeping a flat budget year to year. The only, there's actually a decrease because he has no capital expenditures for 2025. Building department we adjusted a few revenue lines that was a positive adjustment. So we're looking good in the revenue line for building. And then in expenditures, these were all adjusted from the original budget because they did not include some positions and they should have. So that was just a move from department to department. We're reducing cell phone expense because we have less cell phones and we had a bunch of tablets up in the building department that were on internet that do not need internet. So that's why that cost is going down. Book expense, they have an updated the books in a year or two so they don't really need new copies and they have an online copy. Contract services we're going to keep the same because that's where our Civic Gov is built and it just hasn't gone through yet. So it's one of our systems, the POS system, to collect the revenue. Okay, and the director position is within this salary. Directors and development services up in 1911. Okay, thank you. This is our planning board. Those are the expenses that we are counting or we're budgeting for 2025 just for the planning board. Code enforcement, no additional positions, there are three positions included here. And I think we're even we're doing better, we're going to do, we're budget less for expenses next year because nothing has gone through here, but I do want to point out that these three lines here were moved from environmental and code compliance up to code enforcement. So these budgeted amounts, this $20,000 was moved from one department to the other. In animal control, we have a little bit of revenue. It stays, we budget the same for that pretty much year over year. Salaries and wages are gonna stay the same with the current positions. I believe we have three officers, animal control officers. And just real quickly, the reason the salary is a little higher is, there's a certification, it's called BAP, Bureau of Animal Protection. Yes, thank you. And so anyway, we expect that we're going to have somebody reach that. And so we do a cellar adjustment from because it's a significant milestone. The surroudies management, we only get a little bit of income or revenue from here, I believe the 2024 line sale of assets includes the sale for two Aurora. And then we collected 57,000 in shooting range fees this year and we collected 39,000 last year. So I'm wondering if the 2025 figure of 20 is a little low. What do you want? 35? No, no, I just think it was just great that we had that much contribution for the use of the shooting range. That's like triple prior year. If I'm looking at it, right? There are shooting range expenses as well. Just to point that out. Are we amenable to up English shooting range fees revenue? I think I'd put it at 30,000. Just put it in a little bit more to make it not quite as painful looking. And also I think you will end up with that money. Love it. Okay. Yeah. Hopefully we get more. Let's see here facilities. I think I have an adjustment to make because only our current positions are only 202 and I don't believe we plan on filling any vacancies. So that'll get out. This will get out into 202. Just want to check this real quick. So that puts us at 23% fund balance remaining after the adjustments that we've just done. We are going in the right direction. We are going in the right direction. Let's see here. There's nothing budgeted for travel, but I'm not sure that they're going to need all that next year. And I'm not. This is trending a little low, but I think we'll be okay. We are budgeted to spend $65,000 on facilities repair and maintenance just basic repairs to the buildings. this area the April I'm sorry to interrupt so the 3400 is more the administrative group so that 65,000 do we need to move it down to 34 to the maintenance division of that department possibly I have a note to look to the previous. I need to find out what exactly went through here in 23 and 24 and make sure. I think it was meant to probably have been coded to that other division and it may have been up there in the wrong division. Yeah, I'm just wondering why we budgeted 100,000 and 24 for it. In the maintenance section, the yellow items to look at water and sanitation, heating fuel propane, natural gas, telephone expense, maintenance and repairs, and capital expenditure. All those are trending lower than what we have budgeted the year and estimates are trending a lot lower than what we have here. I don't know if we want to adjust at this point or just keep it in there as a safety. Because they're all of our utilities and they fluctuate and we might get higher prices and we're just not sure what's going to happen with that. I appreciate your dilemma on this one because I don't know what to tell you. I think we should probably fudge a little bit upwards just because that's the trend of utility costs. But, you know, to look at what we spent this year plus an increase factor probably just to be conservative So April in your your end estimate is that a pretty good swag because of course December is not over yet It's an annualized figure annualized figure. So we are still adding those up. We might, if we stay static, we might be covered pretty well. It depends on how cold it gets anywhere. Right. We might want to think about that one. Propane, I wouldn. I wouldn't. I think the numbers that are, or Zenitor, they give us some cushion. It does. And I would just leave them alone for right now. Okay. Perfect. And the capital expenditure was that fencing? Fencing at public works facilities, 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. That's what makes up the capital expenditure for 2025. Correct. So those are all projects that could potentially not get done, but we're putting it in there just so that we have the ability to do so if we need to. Great. Safety and security, that's just your door hardware and inspections and stuff like that. Your elevator inspections and I believe our toll in. Actually, that might be up here. Yeah, the contractual services for facilities like is toll and mechanical through all the facilities, the pest control people, the regular contractual services for maintenance facilities versus repair costs that are, you know, unexpected. That's in the repaired maintenance. Should be in the repaired maintenance line. Janitorial expenses too. That's going to be our biggest toll and in janitorial out of this contract services. Let's see here. CSU Extension, Barbie had given me the wrong numbers when she sent her budget back to me originally, so that's why these are all in blue. The 132 763 are the, these are funds for Barbie and her staff heard that that's her salaries. And it does not include the fair intern or the fair coordinator. The fair intern and the four coordinator are put down here in fair grant operations, which is a brand new department. And then we are also planning on giving $75,000 to the fair board. And then covering the contracts for the fair intern and the fair coordinator. That $75,000 traditionally in last couple of years. In the last couple of years has been out of the admin department. So it was budgeted last year, but in administration versus we decided to give it its own department. So it could be visibly seen more obviously. Moving on, this is our veterans officer department. They work with DHS. Nothing is really changing. I think the blues were just short up from the original. Their Their expenses are very minimal. Environment and co-compliance, we have, we are predicting less revenue than we budgeted last year, but it's less, and it's also less than we were receiving this year. So I believe those are conservative, but good numbers to have. And the salaries, salaries are the same. I believe we have, it was adjusted for accuracy and we have three positions, two positions, I can't remember. Well, this moment. So again, because development services is considered like one group, and we've had inspectors who are cross trained among. We just need to make sure that the number of positions are accurate. It's, is this one budgeted in building or environmental code? But yes, so they have Sarah Dominic, Shaila, I believe is represented in here, whereas Darrell probably should might be in here, but he is in building. I think these are some of the adjustments that they were making. It's just which department were they assigned to? So that's the Environmental Health Group. I'm sorry. I'm sorry. I'm sorry. I'm sorry. I'm sorry. I'm sorry. I'm sorry. I'm sorry. I'm sorry. I'm sorry. I'm sorry. I'm sorry. I'm sorry. I'm sorry. I think it's something to consider, but based on the financial statements, when we have our categorized public safety general government, health and welfare. So our coding structure is such that building at 2420 falls into public safety, planning and GIS is government services, the 4,000 series of departments are health and welfare. But you're right. I mean, there's a way that even though we have those department codes, maybe just for the sake of the budget presentation, we could put them all together. And I think you're right, that would be helpful. We do have a master salary structure, too. I think it's just that, again, just making sure that everybody's considering the position in the same place. But a great idea. And I think we could reorganize at least just the presentation. There's only cross positions within that apartment. Well, and that was one of- Right, exactly. And that's why permit tax who might cross train, right? Well, as opposed to that being in building, environmental health, and somewhere else, initially it had been planned to all be in development services. So yeah, we'll work on making sure it's a better presentation that way. Yeah, just lump them together and not go numerically would make the visual, because then you could jump around within those pages and make more sense of it. Thanks. The last three expense lines and environmental and by they have no budget for 2025. And the budget is slightly less than their 2024 expenses because we spent out of that one category in co-compliance. So that'll move out so we don't need to budget for it here. Public health nursing, we get federal grant money for that. And Vicki does a great job of managing this and I don't really, I haven't touched her numbers and I won't. Just to be frank. Emergency management, we're sitting flat. I believe there is a decision package request for raises, but we're not going to bet you that in this year. And then he's really good with his expenses as well, and he never goes above budget. And as you can see, this is a program that is partially funded through the state emergency management. Yeah, we work with grants. I work on grants with Brad for these, for his department. Development Services. This is where a manager gets plugged in. So the director of the manager in a permit tech and development services. Again, we will verify that people are in the correct places. Slight changes from first version to second version, but it looks like we're just going back to quick pro quo. Library operations, no big changes there, nothing really to shave. We're just going to keep it as is. I think it was a little bit of an increase from budget year 2024 to 2025. But that just appears to be a personal. The employee advisory committee, this is employee events, take us to the fair, employee appreciation. And then we have the advisory board in the environment, just stipends for board members in travel and then national historic area. All of our positions are filled correct. Yes, so the heritage area has three positions, the Director Andy, a business manager and our preservationist. Those are all filled and And the National Park Service funds about 50%. We use our salaries and things as our match. And so about 50% of the salaries are covered through the National Park Service through the grant. The grants under the South Park Heritage. Yes, so just I guess one real quick clarification. So public health also is funded by a lot of grant dollars. The core service is funded by the state and some federal dollars come through the general fund, but a lot of their other specialty programs like WIC or STEP or again other public health programs are in our O7 grant fund, as is the South Park Heritage area as well. I just so if people are following the budget right here, it shows no revenue, you know, just because it's a grant in a different fund. So thanks. And the salaries and everything is half of what it is. Show it down here. And he does a great job with his budget. He's trending down for 2025 from 2024. So I have no issues with this section of the budget either. Will Kristen pass? section of the budget either. Wilkerson pass. I believe we do need to make a few adjustments up because we've spent more in 2024 than we budgeted in 25. So I think we need to make a few little adjustments here. That was on inventory, right? Salaries. Oh, salaries, okay. I see, yeah, for the salaries and inventory, both are trending up. We're all three of these. Actually, that one's not. Maybe we need to increase our prices on inventory. I mean, on the stuff we sell. It's because it's been eroded by inflation it looks like right here. I mean yeah I mean it costs is 38 and we brought in 53 in revenue. Okay. I think I'll calculate the percentage and then we'll just move it up a little bit just to see. Yeah. PC broadband, this is our Internet service in the county. This could probably get increased, if our year ends in its 60s. I believe that revenue can probably increase. And then we have about a cost of $200. Which didn't we just start that again? Is that working? So the cemetery board's been in place. They have had some vacancies and I think I mean noted that we may have added somebody. And they haven't really, I think we have stipends. I don't know that they've presented anything for the board to consider in terms of a project or something. I think there was some discussion last year, but I don't think anything's really been officially presented. No. They were looking for some additional land. Horn Cemetery from what I was told is coming to its capacity. There are other areas, Harsal, for example, doesn't have a dedicated cemetery. Almost is, are you, do you know someone at Buckskin, kind of? Fair play has theirs, like George has theirs. Como has a cemetery but there really is a lack of countywide access on cemeteries and we were looking at if in a perfect world we could find some land where would that be? And so that was one of the difficulties too of the county on land. Where would you put and who would be willing to accept a community cemetery? In summary for 03 I would like to point out that the 2024 budget we expected to spend $2.8 million more than we had in revenue. I am happy to report that we are in the black for the end year in a year estimate for 2024. So it gives me hope that the 1.9 that we are budgeting to spend in 2025 will actually be recouped as well. I think it's a great good possibility. Which fund would you like to look at next? I suggest public works are fleet. Okay. Let's do that big monster. All right. So public works. We have safety expenses. We have a boot reimbursement that we pay. And then safety apparel. We're budgeting 3,000 for that. That was a change from the other way. I just I think believe it went down a little bit. So safety we were spending 27,000. And weed control we usually budget $30,000 a year in this category. To save us a little bit, I am proposing that we request the land and water trust fund cover this. It's the weed spraying for all of the county. I believe it's a project that would fit well and it's only 30,000 so I believe it would be. Hopefully they would cover it. So keep in mind that that $30,000 is not in here. In construction we had to decrease a lot of what we were planning on doing next year. And so the only line item in construction that will be staying is contract services. And that's for trucking. And public works maintenance. We have moved the motor fuel expense from fleet to public works. Public works operates all of their own gas stations, gas filling stations with diesel and and let it throughout the county. I believe we have five locations. So instead of using wex fuel cards and paying market prices, we're going to be paying probably a dollar a gallon less. So we're hoping that that change will save us a lot of money in the long run. But we are keeping about $30,000 in fleet just so that we have wex coverage, like, you know, when you're out of county and you don't have access to our fuel, we'll still keep the wex cards for that emergency. So that's why the 430,000 for motor fuel expense, usually it's only 120, I believe I I believe I had a high by three twenty three thirty here diesel fuel expense. I also Actually that one's gonna be a little flat because we our fleet does not they like people who use diesel is a hub or a fleet The light fleet does not have diesel correct, okay Moving on down the line the light fleet does not have diesel. Correct. Okay. Moving on down the line, we are projecting only to spend $300,000 in road base. We spent 1.4 with the great road construction that we had going on. This year we're going to miss that. Unfortunately, next year is just going to be minimum. Equipment and repair, we will likely need some more dollars in this bucket. But we're going to try and keep our fleet going the best that we can and Avoid catastrophic breakdowns with good maintenance There's a lot of lines on here so if you have any questions on what what's going in please let me know Dust the President we spent 586 where we're slotted spend $500 next year, asphalt patch down $85,000 from this year. Debt service is going up because we purchased two cats or releasing two cats, those started in 2024. And then we have another loan for another piece of equipment that's at 62,000 for the year. Capital expenditures. Can you remind me what we had budgeted there Mike? Nick. So capital expenditures for pub works is going to be equipment only. Okay. So yeah, we're hoping to keep it at 300, but yeah, as you see from last year, we're that's a considerable decrease even from the 23 budget. So in 2023 we spent 320 on equipment. We budgeted 750 for 2024 and we spent 580. Snow and ice, so we have chains, snow fencing, salt and sand, traffic control, sign expense. We have a paint stripping contract for $100,000 that we will be going through and then the traffic control supplies. So, this $330,000 and motor fuel reimbursements, that is the often fuel, the county own fuel that we will be reimbursing from the department's back to PubWorks. Okay. In transportation this is the summit stage. This is what we pay for the summit stage every year. I'm not sure if we can move that out of here. If we can, that'd be great. Well the reason I think we had it in that department and in that and it can speak to this more about the multimodal Commitment. Yeah, we One of the Senate bills or house bills that talked about Funding and our money that we get had a requirement for multimodal. And when we put it into the public works area, then it becomes very clear that it is multimodal expense. So that's why it's in there. We have to spend something and this is probably the easiest way to have something. It's also a great service to everybody that lives in the fair play area and needs to get the work over in BREC. We started it, the buses are filling up more and more every year. So it's being utilized, but the reason it's in road and bridge was we wanted to have it very clear that this was a multimodal payment. Sure Scott why don't you come up to the microphone so people online because I mean a lot of this is kind of like watching paint dry. So, let's get a light on. There you go. This is Scott Edge. Regarding the multi-modal funds as the Commissioner Olsner was talking about that $45,000 of the county contributes. The town of Fair Play and the town of Alma also contribute to make that bus system go. So it's not a complete expense just to the county alone. And it does service the county as well on a high level not just the town of airplane the town of Alma because everybody comes into this little area but they're coming from outside of the area so it is a great service that we would love to continue. Yeah and actually the bulk of the money I believe comes from Breckenridge in that area. I mean, they contribute an awful lot to it too, because it's to their benefit to have their workers get to work. Yes, and these dollars are actually through a program through the Colorado Department of Transportation of 5311 Grand, I think it's called. And actually we're very fortunate because Summit County manages the whole grant program for all of us. So it's very beneficial from that standpoint too. Yeah, low administration cost with that. And you know, this is a C-dot program. What else would we do for multi-modal? I mean, you know, this time of year, who's going to be riding their bike to work? Because you can't get anywhere in 40 minutes minutes you can get anywhere in two hours while on a bike you know add a couple zeros to that and you'd need heated gear so yeah this is it makes perfect sense to service unless cars on Hoosier the better as we have seen the problems on Hoosier. I'm sure I I think Fairplay puts in 23,000, and Alma is 5,000, something like that. Anyhow, that money combines into a grant program or whatever summit stage does, and summit stage, thankfully, operates and maintains, and all that good. Fairplay has some commitments for bus storage that were up in the air a little bit, but other than that, our basic contribution is money. So it's a win-win. All right, let's talk about public's revenue. The Gozinta. This year we see $416,000 in property taxes. We're expecting to receive $437 next year. Specific ownership taxes. Those are running a little lower than budgeted. Same with motor vehicle registration. Right of way permits are still low. Utility cut permits have gone up compared to what we had budgeted. Marally seeing as a little higher, CPW in a little lower than we had budgeted in 2024. And because of this, I need to mention this, miscellaneous reimbursement in 2024. We received $1 million from Highline, $2,434 from Heartland for damages to roads while they were operating. So they damaged our roads and they paid us back. And part of the expenses for 2024 in public works was to repair these roads. So those were unexpected and unwanted, but they happened. And so next year we believe we're going to get 250 from Aurora water for the same reason. So that's why those numbers are in the miscellaneous reimbursement line. And also that is the reason that we need to transfer in $650,000 from the General Fund, which is already budgeted in the other side to Public Works. Now it's there. I double-checked. I knew where it is. So in order to get PubWorks back into line as far as their fund balances, if we transfer $650 or $650,000 and 2024, that will get our fund balance back up to 17%. Yes, Dick? Question, I was always told that we could not transfer money out of general fund into public works. And I just go back to when counties actually had the state legislature write bills one time. So they could do that while they were waiting for FEMA money because of you know floods and those type of things. Is that something we really can do? Because I think you know what I read in the statute is we can't but if we can more power to us I just I'm really curious about that. Yeah, because they tried to pass a bill to be able to allow expenditures out of public, out of general fund. And some counties didn't want it because then they figured it'd put too much pressure on their general fund. And we all wanted the flexibility, but it never happened. It never happened and that's where, as I say, Laramma County and Boulder County both went to the state legislature a few years ago after one of the big floods because they had money in their general fund that they could transfer. So perhaps the answer is not transferring it from the general fund, but when the PILT distribution comes in, goes from PILT directly. I would say PILT distribution because PILT money we can use, and that makes it very clear that we are not transferring from the general fund. Beautiful, elegant solution. We don't have a much option. We don't have anything of 650,000 in the general fund that we can transfer to Pub-Borx. So it's basically built money. Well, but built money is part of our general fund. So I mean it's. So we might. It's all in what you call it, not really kind of where it comes from right so The way April has it presented right now is part of a transfer out in the administration department for 2024 Rather if it comes out if she moves it back out of administration and it comes from the pilt Department in the general fund. So PILP money came in, PILP distribution to road and bridge, then that should probably work. So we need to just move that from Adman back to the PILP. Absolutely. Perfect. With that, come to the. Huh. Well, let's. I got it. I didn't see anyone waiting to be admitted. Oh, yeah, there were four or five. I didn't see anyone waiting to be admitted. Oh yeah, there were four or five. Well, I, you know, doing numbers, I just get sucked in. Yeah, I mean, this was just absolutely so it was, I apologize to the people that had trouble getting in. So sorry. All right. Just wanted to go back in. So this is our fund balance page. I just wanted to point out that with the $650000 transfer from PILT to public works, that says our fund balance back to 17% in 2024. And it gets us back up to 21% in 2025. And that was my main goal is to make sure that we were above the 20% threshold moving forward. Yes, and I'll preface that to say we can hope for lots of small moisture-laden snowstorms that don't require a lot of plowing and that soak into the ground instead of big ones that require outlay of plowing. So if everybody just focuses on that, it would be a really good thing. Yeah, think small and frequent. As far as expenses in the admin were, you know, we're very flat year to year. We're not going to, we're going to try to decrease some things. I think this one's a little skewed. I don't think we have much wiggle room in there, but we do have wiggle room in facilities. We have the extra in facilities. Maybe we just need to make sure that we're putting a little bit more in this budget as well. Insurance expense. I'm gonna need to double check my figures, but I believe they're close to accurate. So we're projected to spend $4.97 out of admin and public works and this year we had budgeted $652. So I think that's a good reduction. And I don't know if Dick or the commissioners have any insight. I don't think we've gotten our final numbers from CTSI yet on our that the insurance expense noted right here is the general liability. Basically, the way it's turning out between Workman's comp and the general liability, I think we're like 1.7% below what we paid last year. And there's a lot of that I think that came out of the general liability side. We were very successful. I grabbed the thing to bring to you today. I will scan it and send it to you because it's sitting on my desk at home. Okay. Well, then we had a very successful renewal this year and we came out. The Sheriff's Department was a little higher but not much higher. And then everything else turned out really well. So we're less on both of those this year than last year. Okay. It was not like the hits we took in the past. No, it was not like the hits we took in the past. So this budget takes the general liability and the workers comp and it allocates among the general fund, public works, and human services. So we estimated a higher liability cost, so we might have an adjustment that you do. You will have an adjustment downward. If you said it was going to be higher than last year, it's going to be a little less than last year. So you've got my guess is a couple hundred thousand there that also will be available. Yeah, and I brought I grabbed that too and it's on my desk at home. So not enough time between getting home from CCI and getting here this morning. All right, let's talk about salaries in public works. We are estimating the year end to be 2.6. The proposed budget for 2025 is 2.79. That does include current positions at 2.6 and the necessary vacant positions at 159. There's a bit of adjustment in there, but the 2.792 will get us all of the necessary positions in public works. The overtime looks a little low. That's going to depend on snow, for sure, and how much extra, how much weekends know we get, honestly. And then, so, and then, workers' compagicate adjusted, of course, health insurance expense, those are general numbers that may or may not be actual. But that's what we're going to budget for, and then the FICA's, of course, based upon the wages themselves. Any questions on salaries? No, we definitely want those vacancies filled because we need the manpower. So all good. Yeah, Nick please. This is your world. So on the vacancy savings on there, it was suggested that we do a complete hiring freeze, which would have held back about another 600,000. Our original budget for that was just over 3 million, 3.3 million, I believe. So we're going to hire a couple, but really we're still going to have even with our current model for employees 10 right now that will be left unfilled with this budget. Well, and, and you know, once we get into the year, halfway in, start construction season, you know, it's always good we take temperature checks to. I mean, we it's so hard to gauge what the future is going to be, but we appreciate you keeping it trim to make the numbers work. It's working as lean as we can get it. Thank you. And in closing, I just wanted to point out total revenues. We're projecting 7.6 total expenditures, 8.1, and that gets us to where it will be pulling 521 out of the fund balance by the end of the year. But that's nowhere near the. The 6 million that we did this year. So I'm good with that number. I hope we can make that number. I hope that if we have any emergencies or other things happen that we can apply for grants or FEMA protection or something along those lines because it's pretty slim. It's pretty close. I mean, if we have anything big and crazy, you know, there's always emergency, you know, I mean, if we clear a mere an emergency, I mean, we don't we get tangled in with the state that way, but if it is that big, it's an option. So we'll just keep praying. Yeah, the problem is anytime you get like FEMA or anybody outside of us. And you say, hey, we wanna be, you know, we're in bursts for this. You can look at years, so it helps a future budget, but it doesn't help the immediate budget at all, because they are so slow. Good point. The revenues in fleet are generated from transfers from the other funds. The Miscellaneous reimbursement line is a collection of all of the fleet department use only lines from every other department. Those are in 03111612. I believe that's it. I don't believe we have fleet reimbursement in 9. So this is accumulation of all the projected expenses that I believe we're going to have and so those will be reimbursed as well. So that's how I came up with that figure out there. The transfer from the other fund is from the Admin General Fund. And that's that, I believe, is a $1.2 million figure. But I'm going to back out the 650 from public works out of that. So it'll be about 680. 684, I believe it's the amount that's coming out of the general fund. Total and 450 goes here. Sorry, I've not making much sense. In salaries, part of the fleet manager's position will be captured here. I believe we have a 6040 split with with PubWorks for the Fleet Manager position, and that's where this will be charged. In debt service, I am budgeting for the currently three sheriffs, Tahos, so that'll be 33620. And then I'm going to budget an additional 91, 94 for the year for the New Corps Nertrack. Any additional vehicles will be outside of these numbers. Interest was adjusted because the debt service was adjusted. In the enterprise lease, we are expecting to be $613,000 next year. And that should just be the lease cost, not the maintenance cost, or the maintenance program fees, or the enterprise program fees or the enterprise program fees. So we are really getting up there as far as expense. I mean, it just keeps increasing every single year. I know we had a lot of vehicle losses this year, and then that could be a big factor in this. We also purchased five vehicles this year for the sheriff and those all had a bit charges and so that was also a big increase on there as well. We don't believe we're going to sell any assets next year so there will be very minimal revenues coming in. Again, we moved the motor fuel out of here. It was where I'm estimating 300,000 by the end of the year and just fleet fuel. That doesn't include public works or any of their vehicles. So just in fleet fuel, we're spending 300,000. That's an at an average of 360 a gallon if we can, if we're going to be paying 260 a gallon instead, I think we're going to see a lot of savings there. And fuel prices are going down. They are? Yeah, it's a badger basin and heart still. I think it was 332 this morning. No way. Yeah, that's great. Yeah, so it's heading in the right direction. Maybe that's just an election bounce or something. We'll see what the future holds. But I'll get. My father-in-law has a bet that prices will go down election bounce or something. We'll see what the future holds. But all good. My father-in-law has a bet that prices will go down by a dollar any year. Okay. We'll see. It depends upon what happens with tariffs because a good portion of our fuel comes from Canada. We produce oil and gas production in the US. Is it a record level? Level, it's never been this high, but we still get an awful lot of our gasoline and products from Canada. So if there's a big tariff on it, fuel will go back up pretty quick. Contract repair was a huge line for us this year. So that includes windshields repairs, I believe we will spend 30,000 up-fitting outside of enterprise, and that will include 11,000 for the corner, 11,000 for animal control, and 10,000 for animal control and 10,000 for a sheriff's office decommissioning. We had a lot of accidents and vehicles that had to be repaired. I think you're going to continue to see this increase as we age more of our vehicles in the fleet. You're going to continue to see these maintenance costs increase, whether it's transmissions, whether it's this last month we did heads on several vehicles, transmissions on several vehicles. You get up past that 120, 130,000 mile mark on a heavily used Tahoe. This is the result of not having a replacement plan in place and adhered to for many years. Thanks, Nick. Nick, I appreciate that. So let me ask you this. Did we go ahead and get the five tojos for Sheriff McGraw? Yeah, they were already coming back to you last year. I wanted to make sure that I believe they're all in. Yeah, I've seen all these numbers. And now they're beginning to meld. OK. Yep. We, I spoke with our fleet manager yesterday and we're going to try and get our maintenance program fees down this year with enterprise. We're going to try and see if we can do some adjusting and get rid of some stuff that we don't really need. And then capital expense for 2024. We had two vehicles purchased outright, and then additional sheriff radios, I believe those were in the amount of $76,000. But those had to be purchased, and that's where the charge ended up, because it went into vehicles. Bottom line, we're spending less than we're making and really the whole fund's based on reimbursement. So what we spend is what we're going to put back in and we're just going to keep that one floating just a little bit. So what we spend is what we're going to put back in and we're just going to keep that one floating just a little bit And we're really not making anything we're just transferring it from other expenses absolutely and we really should As we move forward The theory is we're we're being reimbursed for the direct costs and we build in some overhead for depreciation and some of the other administrative, which is what some of those charges are in that charge for service reimbursement line. And we probably need to look at to make sure we are recouping enough, but you're right, it's an internal service fund. So where it comes from is the General Fund, DHS does pay for its own least vehicles and are accounted for in their fund. Those vehicles. Thanks, Cindy. Nick, any last comments you want to make about your where we're landing here? The the fleet department when I took it over whatever it was a couple months ago, three months ago, it needs some revamping and there's a lot of things that we can change in order to get this more in line with county goals. However, a lot of these decisions have been made already, right? They were made for us before this year even started. These are things that we're committed to and we've settled this horse and we need to ride it until we cannot write it anymore and make the changes we need. So to put it in a broad scope, yes, there's some improvement to be made and fleet. Yes, there is things we can do differently. This is where we're after this year. Yeah, so we're gonna ride these leases out and as we get to the point where there there's an opportunity we'll figure out what that future opportunity is going to be. Okay, excellent. We also believe that we are going to save on maintenance if we do it in-house. So we are going to make that switch and have our PubWorks mechanics doing the oil changes and the tire rotations and all that good stuff. Excellent. And where are they going to be doing that at over here? You get that spin on issue. I think Nick, you're just talking to you, anecdotally, about our vendors that we're trying to facilitate the enterprise requirements and versus normal operational maintenance. And this isn't anything that we're trying to, we're not going to start doing complete training rebuilds or anything like that or doing motor rebuilds, but if we can hire a couple of new mechanics that are fresh into the industry that want to learn and cut their teeth with us and that we can develop into better assets for the county is through public works and this is a great way to do it. So it's a win-win for us. We get more people in to drop some oils and do some tire rotations and move some tires around. And we can save a little bit on some of the smaller stuff that we can take in house. Excellent. Thank you. Any other questions on fleet? We don't have really much more to go over. I think there are a few more grants in the grant fund. Human services, I didn't touch. No, we, we, they're formulas are all so complicated with. We really are. 80, 20 or 90, 10 state dependencies. I trust those guys to have their department covered because they understand it and it's, they understand when they push one thing how it impacts something else. So I think we're all good. And I would just like to say relative to human services in their budget there are some small salary adjustments I believe but we do have to comply with the state merit system agreement because that's Several year many many years ago when they Became county employees as opposed to state so to comply that, we do have a couple small, some small pay adjustments for market. So April, any other highlights within any of the other funds, besides what Cindy just told us for human services that we should, only in the grant fund I added the road reconstruction grant of $850,000 that I believe you were working on Amy. Yes. Okay. That's where I added that one. The $160,000 match is going to come from 23. Public Works has funds in 23 that will do the match out of. Which there wasn't supposed to be a match because it was done through safety. And we were told that it qualified for a safety grant. And then, low and behold, we are granted, and CIDOT says you have to pay the match. So, Nick tried, they wanted the money. So, and Nick, if you can go on. So, yeah, this has been in the works for a while here. When we got notification that we got that grant, there was some confusion as to whether or not there would be a match or not being a match who was dependent on who it was administered through and the hands that traded as it got to us. So really up until yesterday I was still trying to change the scope of work to modify what would be necessary for a match. Essentially the answer I got back from from that office was it would be an act of Congress literally to change this scope of work outside of what it is right now to develop it more towards safety and less towards construction type of work That's what led to the the matching payments. Okay, well We still end up ahead. Oh, yeah, we'll use it I'm just glad we have the 23 to cover it. Absolutely And we do have a little bit more in 23 for them to use for 2025 as well. Yeah, matching funds are the biggest challenge to grants is we need to, we can get in more money, but we still have to pony up. And when our budget is tighted as it is, you know, that can really prevent us from going after some things that we'd really would like to. Yeah, so it was a challenge, but is what it is. It is. Just real quickly, one of our smaller funds, the 20 fund, which is the 1041 fee fund. There's no activity in it. Budgeted for 2025, and there was no activity in it, budgeted for 2025 and there was no activity in 2024. However, I think with the, as Aurora proceeds with the Reservoir Project, we will likely see a 1041 permit in the near future. So, you know, we'll do a supplemental preparation or whatever we need to do if there is some activity in 2025, but I guess that was one. It's a small fun. We don't talk about a lot. There's not a lot of activity, but there could be some coming up and I thought it was just worth mentioning. Yeah, we'll just let it sit there, right? And we also have Montgomery expansion on the table too. So it will be more active. Yeah, you know, the Montgomery. It may have had a finding of no significance. I can't remember where that was or what process. But at one point, that could, that may not be something that we need a 1041 on. But the rural water is a definite, they'll have to figure out something. Yeah, the Montgomery is different because it was originally original plans in 1950s. It had always been planned for this extra 4,000 acre foot expansion. I forget exactly how tall they're going to raise the dam, but it was always built into that cake. So as an existing part of the project, maybe, you know, of course, we didn't have any rules of review or anything in the 1950s. And that was the main water source for the Air Force Academy. And that's why that pipeline goes from the Blue River through a gravity collection system all the way down there, because that was the water they used for developing the Air Force Academy. All right, anything else? Commissioner Ellsner, that you want to bring up or get info on. And we will get this, these new numbers. Okay. Yes, absolutely. The only thing that I worry about is the interest from the ARPA going into the general fund because that's not going to last forever. So when you start baking things in, and then I'm also concerned about the fact that we have not talked about a COLA for our employees because with the inflation we've had, I think trying to figure out how to get a pay increase for everybody that works here is also something that I believe is really important. So, you know, those two things are one of my biggest concerns. And then, of course, anytime you take money out of Pilt, put somewhere else one. I understand why, but I'm a little concerned that going forward, that won't be sustainable either. So we just have to, you know, this year it's okay, maybe we can slide in, but going forward, I'm a little concerned about where things will end up. Depending upon, you know, the new federal and, you know, their big emphasis on cutting everything. It's what impact is that going to have on the money that comes back down to us. So those are just my worries going forward. And I believe that April did calculate some options for a cola. They're not in here, but maybe you want to speak to that April? I did calculate cola options. Let me open this up real quick if it'll move. I believe the general fan cola amounted to $212,000. It wasn't a whole lot. There is room in the 25 budget if you want to do that. Because we're at 23%. Yeah, personally. I would say yes. We want to do that. I mean, it's just the least we can do for people that have worked here all year and don't see their wages going up and everything else is going up so much. We could do a line item, put it in that personnel line item for contingency, see how the year goes and then you authorize it in the first part of the year. Yeah, generally that's what we've done in the past is we have it in there as a contingency. And then once you start getting a few vinyl numbers in January, you get a better idea than I think typically we would try to have it folks in March. Right, by some time by the end of the first quarter. Yeah. OK. I'm sure, whistle. It's always been my goal in talking with April and Cindy to look at it at least a 2.5% goal because really wants to get above that and she told me it's 212,000 for the O3 fund, right? The O3 fund. So then we've got to look at that in PubWorks. We've got to look at that in other places as well. But where does that 2.12 come from if we go that direction? That's always been the conundrum for me. But wish we could do more. But in that, and I wanted to mention something that we had in a session yesterday at our conference. It was basically a budget-bed session. And I got to hear from all the other counties how much their sheriff expense of their general fund budget and they're not close to us. But with that, they have something out of teller county that they do and April and I've talked about this. It's our vacant positions that are not filled. So when we look at our budget and we look at the FTEs that are approved for each function, we have X number of employees, we have Y number of those that are filled and we have this surplus of, they didn't. So what they do and tell our county, I'm trying to remember what Commissioner Campbell called it. He called it scooping. I don't know why scooping, but I think it makes sense when I get to the explanation. So what they've done in Teller County to help give them some liquidity and some fluid movable money is they take all of these particular vacant, but funded positions. And they look at them every two months or so. And if they're not filled, they scoop the money that was allocated for that and put it over in like that salary reserve account. So it becomes fungible. I think it was fungible anyhow, but they actually move it into a fund and they have to do it formally through a resolution and they do it about every two months or every quarter or whatever and I certainly want to learn more from what the procedure is in the process. But it sounded like a way in trying to figure out, we allocate these monies, we have these monies available and I'll pick on Tom for a second. So he's got a vacancy and a patrol debt. He goes out and he fills that and it takes him six months. We've accounted for that salary for six months, but it's not expended. Is that included in his budget or is that something we can look at in this other fund, this other line item? So when it is included in his budget but not spent, it just normally would go right back into the fund balance. So anything that we had left over at the end of the year, which just rolls back in, doing the research to find out where those gaps are is just the hardest part of all of that. I understand that and it would have to be by fund. Yes. You wouldn't want, you couldn't. Couldn't. That's fun. See, you would have to state by fund. But I thought I'll talk to Commissioner Campbell. But I thought that was an interesting concept. Because we were really just talking about how do we fund things like our sheriff's department. I mean, it really is Commissioner Pogue was saying in summit that their share of used to be 24% of the general fund and now they're at 41. Even with the billions of dollars that summit has, that kind of growth is not really frackling, sustainable over 20 years. So with that we know with some of the initiatives that have passed there's supposed to be some mental health money coming. There's supposed to be whatever is at KK or whichever one for 350 million for law enforcement assistance yet the governor was saying that there's really no plan for that. It's a one-time expenditure and no refill and no real methodology in order to distribute it. Yeah, the comment was it's a very short term thing. So with all those, there's with our short term rental tax to share. I mean, we've got some opportunities we haven't had before, but yet we don't know exactly what those are going to be. So just kind of taking the Z take an observer ball this stuff into this budget and make it the best we can because we know whatever we adopt is going to change by the time we get to this point this time next year. It's just an out-of-world but we have to have a plan and it has to balance. Commissioner Elzner? Yeah well it's the the the money that the people voted to go to law enforcement. People love to vote for things like that, but when you say, oh, you're just going to take it out of the general fund. There is no money in the general fund to take it out of. So it was a very nice, feel-good vote that really isn't going to affect the problem, you know, have any effect on the problem at all. And it comes back to the discussion on wolves. The idea that okay, they spent $4.8 million. So far on wolves, and the Joint Budget Committee is saying, well, we may need to pause that because we don't have the money to continue that program. We just don't have the money to do it. So we're going to put a pause on it. Well, that's kind of what they do. At 350s going to law enforcement, well, that's great. We're going to pause that because we don't have the money in the general fund because we're roughly a billion dollars shy in our budget as far as the state's concerned. So when you start looking at Well, I always hate budgeting through led through Citizen initiative because They don't have the facts behind it. It's saying really easy to say we're gonna take money out of the general fund It's our people could say well you got to take you know another of take money out of the general fund. That's our people could say, well, you got to take another 3 million out of your general fund and give it to the sheriff. It's like, well, okay, fine, we don't have it. So what are you going to do? And that's kind of the situation that we're falling into. I think we've got a good basis going forward with everything you guys have done and I look forward to the discussion. Next Tuesday with the revised numbers so we can kind of finalize everything so it can be adopted the following Tuesday. And with that I got to pack up, I have got another meeting I have got to get to. Okay well I think we're making really good progress and April thank you because going through these line items and hearing what you have to say and how you're looking at things is really helpful and getting the new version and being able to look that up. But I like this tracking vacancy savings if it's buy, fund. Because then you have an idea if there is a way you can do some kind of benefit to the current employees who have been working hard to manage with those vacancies. You know what I mean? And it would be easier to then look at each department or have a little bit more data to know what we could, if there's anything we could do. And if you want, I haven't had the time in the last, in the recent past, but I hadn't a report that I used to do for a former group of commissioners when Richard Hodges was actually on the board. And it kind of felt by the way, it's just because of timing and everything else, but it's a workforce report where we were tracking steadily the approved position who's out on FMLA, what's vacant, and try to track it quarterly and provide that information, have it at my fingertips. So we'll reinstitute that. Yeah, that would be helpful because we all understand, I'll speak for you guys. Infl is is painful I mean and things might be turning around a little bit now, but boy oh boy has it it taken every we've all taken a big hit and Whatever information we have at hand to try to figure out how to take care of people who are suffering that hit You know where we it would be beneficial. So thank you. All right, anything else? Sure, come, come up to the, well, you're coming up, Scott. I just want to highlight yours because when everything went away, I ended up being the host. And now I'm trying to leave and it wants a co-host. So it wants to make April the co-host. All right, hold the host. I don't mind. You can be the host, April. I just gotta go find my. I just have a quick comment, and this might be gender towards April, I'm not sure. So what is the goal for the budget to be at for reserves is at 20%, 25%, 30%, what is your goal? 20% of its expenses. 20% and obviously the concern we were talking about was where are we gonna be in 2026? So we're looking at 2025, we're taking $2,729,000 of deficit spending that's eating down at that reserve, which takes us to almost 19% right? I believe current spending is at 23%. 23%? Yeah, I'm going to add the coal so it's going to come down a little bit. It's going to come down a little bit more. Yep. So I mean, this is our critical year. This is the year that we watch expenses, but we take in as much revenue as we can because 2026 is in jeopardy. Absolutely. expenses, but we take in as much revenue as we can because 2026 is in jeopardy. Absolutely, but if you do look at the trends year over year, we have not spent what we have expected to spend by a lot. A little bit of history before April got here. We were at 25%. And we took the conscious decision to move it down to 20. The good news is, and that's when you get into the money that isn't spent. Because we can set it at 20 percent and everything, the numbers all add up to 20 percent. But by the time the end of the year is over, typically we end up a 23 to 25% left over. So it's one of those things you budget for what you think you're going to spend. We know there's going to be vacancies. So you know, we're safe there. The big issue is never go as far as the initial budget below that 20% Okay, I think that helps public understand a lot more. Yeah Scott personally, I'd love this to be a 25, you know if we could be above 25 that would be gravy But it's just not there. We have too many demands. And the 20 is absolutely the lowest bottom line that I'm even comfortable with, and I'm not that comfortable. But we did it last year. It was pretty nervous about it. This year has been equally crazy. So with that, we're trying to, you know, tread water, frankly, to get us through 25. We'll see what 25 brings, but we're hopeful that with some new initiatives that we can generate a little more gozenta and limit some of the gozata. Excellent. Thank you so much. I appreciate it. Thank you. We appreciate your comments. All right. Anyone else like to make any comment? At this point I Assigned it to April So she can she could shut it down How do I how do I check to see if anyone has her hand up just run through the list? Someone has their hand up. Okay, great. So um, so we will adjourn this work session All right, thank you everybody. I know it's kind of like watching paint dry, but you know, this is our world and this is what paints the picture for 2025. So we appreciate your time and attention. Take care and have a great day. So we're going to be getting our agenda for Tuesday. Thank you. Except for you. Oh yeah.