get us going here. I want to note that Alderborn is excused today. And members of our committee here or at City Hall include me, Marcus Savalio, Trey Mitchell. Roberta, are you here? I am sure she will be, but we have a quorum, so we'll get started. Hang on, just a sec here. Oh, and Berks arrived. Very good. If you will all join me in the Pledge of Allegiance, those of you remote, if you would put yourselves on mute. I 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. Very good. So let's get started. I'd ask Todd to introduce everyone who is in the chamber, if you would do that, Todd. Sounds good. We have Vicki Schneider, HR, Marty Halverson, Finance, Eric Bushman from IT, Chad Palacek from Development. Visiting, we have Ryan Sarnson, Council President, Kerry Arons, City Administrator Assistant, President, Tara Dewey, Finance, Eric Montiello, Fire Chief, Meredith, City Clerk, Mike Vandersen, Mayor, and then we have Dulcey Johnson. That's all. All right. Very good. Thank you. And remotely, I see that we have Trey Roberta, Vicki Pineski, Marcus Svalio, Chuck Adams. Who is JNT? That's Judge Tory. All right. Is there anybody else who's missed? Very good. I would ask for a, going to 2.1, an approval, a motion to approve our minutes for the September 28th meeting. So moved. Second. Any discussions? Hearing none, all in favor, state aye. Aye. Any opposed? Chair votes aye. Perfect. Thank you. Moving on. 3.1 is submitting a communication from Dulcey Johnson regarding the ambulance fund budget. I do see a PowerPoint up on the screen. Chief Montiano, is that yours in response to this agenda item? Yes? No? They're just working on the microphone. Okay, thank you. Can you, can you guys see the PowerPoint, Alder Donahue? Yes, we can. Okay. So I was at the couple of the City Council meetings and I was asked to put a presentation together in regards to Ms. Johnson's inquiry. So hopefully I'll be able to answer her questions and, and present. So this is a little background on the ambulance service. So prior to the fire department taking her over, the, actually in the police department used to provide that service back in 1988, or up until about 1988. And then the City contracted services with the Orange Cross Private Ambulance Service. In 1994, Sheboygan Fire began training their staff at, at the AED and First Responder capabilities to provide better service to its residents. And then in 2008 is when we took over the ambulance service and transport. So that's when basically our emergency medical services began. And with that came the expenses. And obviously we had to lease vehicles since we didn't have ambulances at that time. Cardiac monitors for those life-saving issues, patient cots, obviously, and various other miscellaneous supplies and equipment. And of course, in order to meet the number of personnel, we had to increase our TO. We hired three additional individuals and one extra was added due to attrition. So we filled that spot. That wasn't originally going to be filled. So in essence, four personnel were added to the 280 fund. And just a quick overview, since 2007, we, we had our staffing levels at 74 personnel. In 2008, we went up, like I said, those three individuals to 77, which another one was added as well, bringing that total to 77 through that attrition. In 2011, we dropped our staffing again through attrition retirements to 72. 2016, it went down to 69. Finally, we were back able to get back to our minimum numbers of 73 sworn personnel. And the reason I say it's the minimum, we're still not quite where we need to be. However, we're making do with what we have. We have currently one individual that's certified as a first aid CPR individual, 13 EMT basics and 59 of our full-time personnel are considered paramedics. We have five stations strategically located throughout the city. And all stations are equipped with advanced life support apparatus, including the ambulances and engines. Not all stations have ambulances. All shift personnel can perform those advanced life saving measures. We do have three full-time fully staffed ambulances, full-time staff 24 seven. They are equipped with state-of-the-art equipment in order to provide the highest level of care and including the trained paramedics. But they are also more than that. They're cross-trained. They play that dual role. We obviously serve our community with an all hazards approach, meaning that we are more than just EMS. We answer any fire calls, any 911 calls, any emergent, non-emergent calls. And by doing so, it also decreases the amount of cost that it would if you had these items separately, because we would still have to maintain our ability to fight fires. By adding the EMS to the fire department, we increased our capabilities and added that value-added service. We raised overall quality of the responses. We increased staffing efficiency, again, by that dual role, all hazards approach. Typically, on a transport, you have two paramedics. But when you have the engine back them, not only does that initial life-saving care increase and is better in long term for the patients, but that suppression vehicle will also be in service a lot quicker. And then we enhanced our working relationship with Orange Cross, who was a private ambulance service in the county. So as you see in this graph here, we have quarterly meetings between our administrative Sheboygan personnel and Orange Cross administration to build that relationship, that working relationship up. We help them, basically, and they help us. And that graph here shows, or the table, in 2016, Orange Cross came to Sheboygan 22 times, but yet we went out 30 times. And 17, 51 times that we gave them help and we received help 27 from them. So that's what the chart shows. And this year, up to date, so far, we've given them 54 calls for assistance while they've come 21. So it's a mutual even, even though the numbers aren't identical, we have more staffing, we have a full-time crew, we can move engine crew members to the ambulances as well. So we can put that fourth ambulance in service whenever we need to help. So that's why those numbers are like that. This is just a quick breakdown of what our calls were like in 2019. So we ran approximately 4,500 calls, EMS calls, that is, and about 1,100 non-EMS related calls. And out of those, we also had 89 structure fires. And the reason that number is significant is because in order to provide the best suppression capabilities, safety aspect for our crews, we need personnel. And right now, we are running at a minimum two vehicle, two suppression vehicle, two firefighters on those vehicles, which we need at least 15, according to NFPA standards, 15 personnel in order to mitigate the fire safely within the first five minutes of arrival. So having two individuals on an engine and two on the ambulance, we're at the minimum. We ran over 5,700 calls in 2019, so our call volume continues to increase. This graph here shows from 2015 on up. Every year, obviously, can fluctuate a little bit, but the trends are going up. In 2019, we had 4,799 patient contacts. That doesn't mean we transported all 4,799. However, EMS related, we have that. And again, the trend continues to go up. So what does SFD constantly do? Well, we're evaluating and improving our services. So we respond to all the EMS over 4,000 annually, and they consist of all methods of 911 calls, whether somebody just needs assistance getting up because they can't, to frail or have other medical issues, or they actually need transports. Our crews respond to over 350 pediatric emergencies each year, and to prepare for them, that takes special training. So here there were, you see this little slide, they're working on PALS training, which is Pediatric Advanced Life Support. That's just one aspect. We also do over 400 training hours annually in order to prepare to handle pediatric patients. Those are some of our most difficult. This synopsis here is just one aspect of the training the men and women of the Sheboygan Fire Department do to maintain their certifications as EMS providers. We are constantly, again, looking at other services we have provided, or we can provide. We've added pumps, IV pumps to our ambulances, to also provide an advanced level of care. Hours and hours of continued education are done every day, every month throughout the year. We've also added the RTF capability, which is Rescue Task Force, for those active shooter incidences. Again, all our personnel are trained, not only our firefighters, but our paramedics, to be able to mitigate those situations. We've also included some technical aspects that we didn't have in the past. So high-angle, trench, below grade, building collapse. We've also added a new program, Surface Water Rescue. So, again, these are all cross-trained individuals that are also paramedics. So they're just not the technical rescue individuals. They're paramedics that are trained. So in order, again, to supplement and keep the costs down, we do it all. We cross-train and train on various aspects. In 2020, we will once again be able to build out for specialty care transfers, which allows the fire department to build out at a higher rate for those specialty services. Just this year alone, we've billed approximately 45,000 for 30 inter-facility transports. Out of those, we're going to hopefully see a potential revenue of over 20,000. The key thing to remember is the fire department is not in the profit business. That's not why we're here. We're here to provide services to the community. The Ambulance Fund truly is the only aspect of the fire service that can offset some of the costs for providing the services, not just the EMS services, but the services that we mentioned earlier. High-angle, technical rescue, surface, structure fires, all those kinds of things are offset a little bit by the Ambulance Fund. This slide here gives you a little synopsis of what we have as far as revenues and expenses throughout the year. Revenue in this case is the grants that we receive or our Ambulance Service fees, and some of the expenses are obviously personnel, vehicles, vehicle maintenance, and supplies, and equipment. You see here in the trend from 2015 on to today, and actually so the 2020 year date actual, we're on track to beat what we expected. However, it's roughly a million, a million point three, a million point two, depending on the year, and our expenses are relatively the same, about 600. Bringing that grand total that goes into the general fund and the last line you see there. So far in 2020, we're going to have about 400,000, but we still aren't done with that year. Last year there was 800,000, 826 the year before, 600, 400, and then 700. Again, based on the call volume and the services, as we continue to increase our services, that should go up as well. This graph here shows, or this chart I should say, shows the billable incidents that we ran since 2017, 2018, and 2019. And you'll see those billable incidents are relatively the same, 3,200, 3,300, and 3,500. And what that means as you move down that chart is the gross charges in 2017 for those 3,291 calls, we could have charged 3,187,000 dollars in change. However, due to limitations by Medicare Medicaid and why the government puts on us, we could only charge 1,631,000 out of those 3,291 calls. We were able to collect out of that 1.6 million, roughly 1.2 million. And that's pretty standard going down. We're able to collect about 1.2 million, and we're on track to do the same this year, even though COVID interfered. So we're on track for that as well. One of the things I forgot to mention, I apologize, in 2021, we will move one of the assistant chiefs that oversees the EMS division from the 101 fund over to the 280 fund. But again, we cannot move everybody because they are also suppression individuals. They're not just paramedics. We don't have any staff that is solely a paramedic. So even if we did work to move those all 22 individuals over there, it wouldn't be an accurate reflection. And the reason I have this slide in here, this is our mission statement. This is truly what I believe in and what our staff believes in and our personnel. And we take pride and hold into it. We're dedicated to serving all who live, visit, work and invest in the city of Sheboygan through excellence in fire protection, rescue, emergency and non-emergency medical services, code enforcement and education, and at the highest professional level in a compassionate, ethical and cost-effective manner. And that is truly what we do. We are not solely paramedics. We are not solely worried about EMS. We respond to everything that we need to when we're called. We respond. So on behalf of all the members of the Sheboygan fire department, I thank you for your time. And if you have any questions, I'll be glad to try to answer them. As we have a lengthy agenda, what I'm going to do at this point is, Ms. Johnson, if you have any comments, brief comments that you would like to make, I would ask that you do that. And then we'll need to move on. Thank you for your presentation. My concern is that the department does not recognize the cost of the service. I realize it's a service. It's not a business. But I still think it would be helpful to account for the actual cost of the service. And that was one of the recommendations from the consulting firm that analyzed the department probably three or four years ago. From a program accounting perspective, the city should consider adjusting their financials to reflect 18 FTEs adjusted to 75% as a more representative cost allocation for EMS staffing requirements. And it's very simple to do that. I've been advocating this for 10 years for goodness sakes. I can give you the formula for doing that. And when you do that, you come up with different figures. You come up with the cost of personnel is almost $2 million. And then you have other expenses that you add. And then you take your collections, which are $1.3 million. So you have a loss of about $1 million and probably more because the other thing that the department fails to include in their cost of the service is any administrative costs. And it doesn't run by itself. A few years ago I went to the department. I had two simple questions that I wanted answered. It took four people to answer those questions. The chief was there with his notebook. The secretary was on her computer. A couple of times they had to call Deputy Chief Butler. And at one point another man popped out of an office to add something to the conversation. So the department doesn't run itself. There are costs involved. And I'm realizing, I realize that it's a service. But I still think it's important to know the cost of the service. And that's all I'm asking. There was one thing that I didn't understand from the chief's report. He said, according to the annual report, there were 50 structure fires. You gave a much higher number. So I don't know where the discrepancy is in that. But it's very easy to figure the personnel costs of the four in the 280 budget and 18 additional people who are needed to operate the ambulance service. That's all I'm asking. Because we can't go around saying, well, the department took in a million dollars, made a million dollars last year. No, you did not. You did not. You lost money, actually. You lost almost a million dollars. And that's all I'm asking is to have an accounting of the cost of the service. I know it's not going to change anything. Goodness, it's set in stone. But I think it would be important to know the actual cost of the service. And it's not that hard to do. Thank you. Thank you so much for your comments and interesting subject. And I think we'll just, again, because we have such a large agenda, we're going to move forward to Ashley, Chuck, do I need a motion to file the communications? Alder Donahue, if I could just say, if Miss Johnson wouldn't mind stopping by the fire station, I'd be glad to speak to her and justify and look at those numbers for so I don't want to take too much of your time. But thank you. All right. Chuck, do we need a motion to file? Yes, motion to file would be moved. Marcus, the value moves to file the document. Second. All right. Is there any further discussion? Hearing none, I'll in favor state aye. Aye. Any opposed? Chair votes aye. Again, thanks to all for the work involved in this. Let's move on to 3.2, which is a resolution authorizing entrance into an intergovernmental cooperative agreement with Sheboygan County regarding sales, tax revenues sharing. Who would like to take that? I can take that, Madam Chair. This is Marty. So you'll notice in your packet that you have an IFC and an agreement between Sheboygan County and the city of Sheboygan. This agreement between the city and Sheboygan has been in place since 2019. And the intention here is the county is sharing their portion of the sales tax revenue with the city of Sheboygan to be utilized for road repairs. In 2019, when the program started, there was a $411,000 allocation over to the city. And in 2020, there was a $450,671 allocation. Earlier this year, the county had projected possibly dropping the allocation down to the 2019 amount of $411,000 as a result of the COVID pandemic. However, upon receiving state revenue and sales tax reports, the state revealed that we in Sheboygan County are actually exceeding expectations. And therefore the 2021 allocation is $445,526. This agreement is to be utilized for the road on Geely Avenue, North 3rd Street in Calumet Drive. That total cost of that project is $700,000. So a good portion of that project will be offset with this sales tax revenue. Again, the document that's attached has the total transportation budget that was in place for 2020 for the city as well as 2021. With that, I can answer any other questions. Madam Chair, this is Alder Sorensen. I do have a question if that's okay. Marty, I think this is for you. I'm kind of scanning over the documents on here. So I'm just curious with the amount that we are receiving from the county, is this an equitable amount of money that we're generating within the city limits? Does the county measure that at all? The city just provides us a breakdown of all the municipal tax and jurisdictions within the county and how much is going to it. But I don't know their methodology per se. Okay. Just was curious. The document that they utilize is the last page in the document, how they come up with their percent. I mean, it appears that the city of Sheboygan receives 30 percent. How they come up with that, I don't. Yeah, that's what I was going to ask. Madam Chair, I can supply that information, Mayor Van der Steen. What the county did is they carved out initially $1.5 million out of the sales tax that they received. And they split that money up amongst all of the municipalities based on their equalized value. So they let whatever that percentage was at that particular time govern the monies in the future. So if sales tax revenues went up or down, that same percentage would be applied. So that's how they put that together. Thank you. All right. Any other questions or comments? Hearing none, I need a motion to recommend that we enter into the speaker's governmental cooperative agreement with Sheboygan County. So moved. Second. Any discussions? Further questions? Hearing none, all in favor, state aye. Aye. Aye. Any opposed? Chair votes aye. All right. Let's move on to 3.3, which is a letter authorizing the city to engage Quarles and Brady as, Quarles and Brady as bond council with respect to the taxable general obligation refunding bonds. Do we want any discussion on this or who's going to lead? I can take that. The explainer can go first. How's that? Okay. So Madam Chair, the Quarles and Brady bond council, as this is our third borrowing of the year, actually it'll be our fourth actual legal borrowing series. Two of them were combined into one. This is the similar council that is provided to us at each of our borrowings from Quarles and Brady to make sure that we're meeting all of the requirements for whether it be taxable tax exempt and all the other requirements related to a bond or notes offering. This borrowing is in relation to the refunding of the or the advanced refunding of the NANs related to tax incremental district number 18, the South Point Enterprise Campus. Thank you. Alderaan Feliki Paneski, questions? Thank you. I just have a question about how we get to Quarles and Brady. Do we do an RFP every year? How do we contract with Quarles and Brady? So at this point, Quarles and Brady has been the chosen bond council. I'm not sure when the last RFP was done, but I know currently our city attorney's office is putting one together to explore that for beyond 2020. Perfect. Thank you. Any other questions? I need a motion to approve the engagement letter with Quarles and Brady. Move to approve the engagement letter. Second. Second. All right. Any further discussions? Hearing none, all in favor, stay dyes. Aye. Aye. Any opposed? Chair both sides. Okay. We will move on to 3.5, a motion authorizing an amendment to the office of purchase with Martin's killing two valleys. Mary Lynn, 3.4, 3.4. Or did I skip over? Yes. Well, I do.  Sorry about that. Resolution on so 3.4 is a resolution awarding the sale of 11 million, $435,000 in taxable general obligation refunding bonds. Anyone has the pleasure of leading us in that discussion? I will take that as well, Madam Chair. The 11 million $435,000 is the estimated again for the advance refunding. We are going to be having that sale take place. The planned date is next week Monday. Therefore, this will be the final sale results will get reported right before next week's council meeting. At this point, I've not heard any changes in the market activity that would be adverse or adding question to this advance refunding. So, we are continuing forward as planned. We've had our brief call with Moody's. They will be providing us their information. I believe it's actually, I think, is Wednesday and following that, everything will be out in the marketplace and the sale will take place then. And I presume that Carol Worth is guiding the city through this process again? That is correct. All right. Does anyone have any questions, concerns about Marcus? Go ahead. Do you know what the anticipated savings on this is or the estimated savings on this is going to be? I knew somebody would ask that question. I didn't have that document that we covered last time. Give me one second. You're looking, do you have an estimate on what we should expect for an interest rate as well? Marty, what I would suggest is if you can send that out to the finance committee, because those are two very good questions, you know, as soon as you can locate the information. Marcus, I assume this is not a deal breaker with respect to the resolution? Not at this time. We can push it through and discuss at council at the finish. I will have the info emailed out before the end of the evening. Okay. Thank you. I'm assuming we're saving money and I'm assuming we have a decent interest rate, but, you know, saving funds was not the primary objective. I mean, it sort of is at the same time. I mean, we are going to be getting a lower interest rate.  I think it was like 1.9. So there is definite savings involved, but the importance here is taking advantage of and locking into that low interest rate market right now instead of having to do the mandatory refinancing or refunding in June of 2023. By doing a taxable refunding, what it allowed us to do was also capitalize some interest for an additional two years to assist us in the delay in the development of self-point enterprise campus. Any other questions? I'm looking for a motion to recommend the issuance of approximately $11,435,000 in general obligation with funding. That would make that motion. Second. All right. Any further discussions? Note that we have a meeting scheduled of this committee prior to the council meeting next Monday at 5.30, and that will be to, I presume, to see what the results of the sale are and to go forward. So, all in favor, state aye. Aye. Aye. Any opposed? Chair votes aye. The motion passes. Okay. Let's go on now to 3.5, which is a resolution authorizing city officials to execute an amendment to offer the offer to purchase with Martin's Killing True Value hardware. It looks like this is a change of the closing date. So, I can take this, Madam Chair. This is Chad Pelishek. This was originally the offer to purchase that was accepted between the two parties, was to close no later than October 31st. This will extend it out until the end of December, primarily because they're working. They've completed a phase one, and the phase one environmental assessment has shown enough to move forward in a phase two. So, under the county's EPA grant, they're funding a phase two that's underway now, but isn't going to be time, isn't it going to be completed in time to close for the end of the year? So, staff is recommending extending this out to the end of the year. So, Chad, does the author, I presume, has a contingency that if there is more extensive environmental remediation needed that the sale won't go through? There's an opportunity, yes, for that. We're hoping that it's just historic materials, if you will, underneath there, and that it's not going to be enough to stop them from putting a, basically, a building on grade at that location. So, at this point, I don't think Trilling is, he just wants to make sure that what he's buying makes sense for him, but he's willing to, you know, work through because he knows what the prior use was, but they're just making sure that there's no contamination really coming from the gas station to the south and east of this property. Okay. So, we are looking, any other questions, comments? We're looking for a motion to approve the execution of an amended offer to purchase. Move to approve. Second. All right. Any other discussions? Hearing none, all in favor, state aye. Aye. Any opposed? Chair of both sides. Okay. Now, and I'm going to, Chuck, I just don't remember, so I'm going to defer to you. So, we have a resolution establishing the budget appropriations and the tax levy. It would be my proposal to work through the budgets from each department. So, going from 3.7 down to 3.16, and then entering into the resolution, or is there a better way? Oh, that is correct. If we think of it as 3.6 and then 3.6 paying through whatever, and so 3.6 will be the final thing that you do. Okay. If I may, the only, I'm not involved in this, if I may be excused, I'd like to move to my next meeting. All right. Does anyone have any questions for Chuck before he shuffles off? Buffalo? All right. Very good. I'm going to wait to entertain the motion until we have had the presentations from our various departments unless there's an objection. And so we will start with 3.7, which is common counsel, pretty clerk, and elections. Is that narrative? They're just connecting the microphone. All right. Well, I don't have a lot to add to anything that was included in your packets, but I'm here to answer any questions. The budgets really remain the same for those three budgets except for elections went down quite a bit because of the two elections next year compared to the four this year. And there was a little increase in the council budget due to contracted services for community and staff engagement programming. Hey, Mary Lynn. It's Ryan. Can I ask a quick question? As Todd chuckles, I'm just a quick question for you, Meredith, for the elections. Are you guys still projecting? I'm holding on to a quick question, Alder-Storen Center. Do you know? Okay. It should be a quick question, I hope. Just in terms of next year's budget for elections, are you still anticipating a high rate for absentee ballot requests? And does that number reflect what is in your budget? We put in money that COVID is still as it is now. So like the cleaning of the polling locations, the increase of absentee, we planned as though we would run both elections with COVID still going. Okay, thank you. You're welcome. See, that was quick, right? All right. Are there any other questions? Okay. If no one objects, Judge Tory, you had sent a message that you were having trouble hearing or participating. Your microphone is on. Can you hear us? I can hear you. Okay. I think if the group does not mind, we'll let Judge Tory go next just in the interest of time and just to locate our audience, which means I need to locate my agenda, that would take us down to 3.12. So go ahead. Thank you. So primarily what we look at with the court budget each year is just projections for what we are projecting for Revenant is to be, which are basically a result of forfeitures that are collected, and then projections for citations that we would have processed. And so I can tell you that this year, because of COVID, the amount of citations that we've received is down 29.77%. So we've seen a huge drop in the amount of citations being written by the Schwoigen Police Department and by the Building Infections Department. Polar police is up, which is interesting, and I don't have any commentary besides to say that the drop is just all due to Schwoigen Department. What else is interesting though is that that rate does not transfer to the decrease in forfeitures collected. So collections are currently down but only 9%. So we have citations currently down 29% of forfeitures that are being paid only down nine. And I think a lot of that has to do with the fact that we still do have so much outstanding from all the previous years that the court has been in existence. And we collect on those with the state debt collection. And so it would take quite a while for us to see such a huge drop in forfeitures being paid that would be similar to the citations being written. And also interestingly, we did note people use their tax funds to pay forfeitures to the court and told us that. We've tried to do what we can to stay open. We're now back to virtual court due to some COVID in the city attorney's office. Today I found out that there are some cases of COVID in the circuit court. So just to be safe, we are back to virtual court. But our budget just basically reflects that we are projecting our forfeitures for next year to be down. And again, it's always a guess, but that would be the biggest change is that we're projecting forfeitures to be down. And then also the citations. Questions for Judge Tory. Tory, are your staff working in the police department or from home? Right. We've been here at the Municipal Court full time. So they're still here every day. It's just that they don't have to have contact with the public. We're doing all of our court, even when we were in person. We were virtual from March to June. And we were in person for trials just until I think it was just past Wednesday and we were told about the situation in the city attorney's office. And but we had, we're doing initials virtually the whole time just because we still run up to a potential of over 400 initial appearances on a Wednesday. And that just seems irresponsible. And that's worked well. We do have some wonderful renovations to the courtroom that are scheduled for later this month, where we'll really be able to not just have more accessibility for people virtually, but even when they are here, we'll be able to have a hearing loop, just better audio equipment. So we're trying to distance from unnecessary contact, but the staff is still here every day. Chair? Other questions? Chair? Go ahead. This is Todd Wolff. What Judge Tory is referencing is the technology updates that we are doing at the municipal court by using CARES dollars. So we're using monies from that fund to pay for technology upgrades. So that'll help us with the COVID and being able to bring more activity to them in a virtual manner. Anything else for Judge Tory? All right, let's go back. Thank you. Let's go back to 3.8th Department of Planning and Development. Chad? Thank you. So just to run through the 18 funds or so that are in our department. So in the city development budget, there's no notable changes proposed in 2021. In Fund 219, which is a community development block grant program, we've received an allocation of $917,890. That has already been programmed by the council previously to a number of variety of different projects around the city. In the Housing Revolving Loan Fund, Fund 223, this is the program that we collect payments for housing rehabilitation loans for low-income residents to make improvements to their house. We typically like to fund up to five projects at about $25,000 a year is our goal, although we like to say we're the lender of last resort. So if they need us, they come to us. But when the market is good, people not coming to us isn't all bad either. We also fund staff time out of this fund. And in 2021, we're not projecting any major changes except for possibly the reprogramming of some of those funds into other activities. In the Business Revolving Loan Fund, Fund 224, this is based on giving loans to new businesses that create low to moderate income jobs. Our yearly goal for this is five new jobs ranging from $25,000 to $500,000. There's no notable changes in this fund, although the Fund 223 and 224 have significant fund balance projected for both at the end of 2020 and at the end of 2021. And we are in initial discussions with the city administrator and the finance director about looking at reprogramming some of those funds to get them out on the street versus sitting in the savings account. Under Fund 250, the Neighborhood Revitalization Fund, this is a new fund that was established last year to take the extension of TIT 11 and capture one year's revenue. We have rolled out two new programs this year, an upper floor residential rehab program and a facade and landscaping program for key corridors. So we just did that in the late, that probably in August, so we're looking to continue these programs into 2021 and fund them out of this fund. Fund 260, the Tourism Fund is a conglomeration of a number of places, so it receipts the room tax dollars that's received from the hotels. There is expenses in there for Fourth of July and for Found Park for police and DPW services. There's also expenses in there for advertising and marketing and City Green. We're not anticipating any changes to that fund other than some of the revenue changes based on the room tax collection. The Redevelopment Authority Fund, Fund 295, there's no notable changes for that. TID 12 Capital Projects Fund, Fund 22422, this is the Niagara Avenue in downtown Sheboygan. There's no planned changes in that fund, Fund 424, the Capital Projects Fund for TID 14. This includes Festival Foods, Taylor Heights and the recently completed Meyer. There's no projects planned in that district in 2021. TID 16 is the downtown TID along A Street from the River to Niagara Avenue. We've done substantial work out of that fund and in 2021 there's no plans for projects. TID 17 is Indiana Avenue Revitalization, so there's three projects planned in there. One of them should be if the development of Pentair happens, redevelopment and sale of Pentair would be to extend South Pier Drive somehow through that property. There's also land acquisition for the Indiana Avenue Trail Project along Union Pacific and then some streetscape improvements and that these projects would be funded with future city borrowings. TID 18, Fund 28 is the South Point Enterprise Campus and part of the Stonebrook subdivision that was recently approved. There's no planned expenditures in that district in 2021. In TID 19, the Capital Projects Fund, this is the area LTC, Dalma State Corp, the kind of the river. The plan is to extend this to accommodate redevelopment of the former May line. There's two projects in that district plan. One is a boardwalk extension, if the May line property should redevelop and then North Commerce Street Reconstruction Project. And then TID 20 is a recently created TID for the Vandervaart Development and the project in there would be to upgrade the intersection of South Business Drive and Georgia Avenue to make it a signalized intersection. So that's it in a nutshell just to let everybody know we also I do also oversee the Building Inspection Department but they report to the Licensing, Hearings and Public Safety Committee. Chad, I had a quick question. How is the Upper Story Rehab grant program going? We've awarded three projects and are working on three projects so we had our goal was to get five projects under contract in 2020 and I think we'll be close to doing that. Great, are those mostly downtown? Yeah, they're on Key Corridors, Indiana Avenue, A Street, and then one might be South 12th Street. Other questions for Chad? All right, very none. Let's go to the Finance Department. Marty. Madam Chair, if we can move that one to the last, I'm perfectly comfortable letting everyone else go first. Thank you, that's a lot. City Administrator. Thank you, Chair. Just looking at the numbers from, if we look at 2020 amended, Kerry and I did make some adjustments to that. So what we did for 2021 executive is we took 4,000 out of the intern salary. We're not looking to have an intern in 2021 contracted services. We took $7,500 out of the budget for the removal of the ClearGov annual subscription. We took out 480 for the NewGov News Hound e-newsletter. We took out 315 for the Survey Monkey. That was something that was actually being used by multiple departments, so we'll be doing some sharing. Took out 290 for, we canceled the Milwaukee Business Journal. We took out 226 and we increased the ICMA, actually we didn't, we took it out, but it's an increase of the ICMA membership to reflect my position. We increased the WCMA summer conference by $575 to match the winter conference, assuming that that's going to continue on. Training and Conferences, we increased training conferences by $5,000 to support my new position and then we also took out, we removed the PAPRA app of subtracting out $450 and then we increased the new administration public relations by $1,150. So overall that was a negative $4,856 overall and then in training and conferences we did increase that by $6,680 overall. $875 is the WCMA summer conference. $875 is the WCMA winter conference. Previously both were attended by my predecessor. $2,800 is a Munis annual conference and that's for Cary. We have $2,897 ICMA annual conference previously attended by my predecessor. We have $395 for League of Municipalities previously attended by my predecessor through the Urban Alliance. $805 the League of Municipalities Chief Executive Workshop and annual conferences and then $5,000 was allocated for new administrator support training as needed. That's what I have at this time. Thank you Madam Chair. First of all in personnel services in 2018 that number was a little bit higher but we had Mary Rager stay over and overlap with Sarah when she became the new Mayor's Assistant and Communication Specialist. They went down a couple years in between and this year the Mayor is finally going to get a raise of 2% and so that personnel area is going to be going up just a little bit. On non-personnel services office and equipment that's for a shared copier for the office. IT services is staying pretty close. Telephone is pretty close to last year. Internet they give us that number and we plug it in. Publications and subscriptions is remaining minimal at the Sheboygan Press and training conferences is going up about 1,500 from last year and this year of course that number went down quite a bit because of COVID there was no travel. Car allowance the van that I use and other people in City Hall is in the Department of Public Works and this is the amount that they give us for maintaining it. Office supplies is staying pretty steady. Community relations that number is going to be again pretty much the same as last year and small office equipment is going down. Is there any questions? Does anyone have any questions for the Mayor? All right, thank you. Let's move along then to 3.13 WSAS Cable TB. Thank you Madam Chair. Thank you. So just touch on the highlights here we're looking at a decrease of about $11,000 in contracted services. The main contributor to that is and I apologize it shouldn't be the elimination but it's because we accomplished that upgrade this year so we don't need to do it next year. Additionally we're seeing reduction in operating expenses due to the new City Hall Common Council technology upgrades that we did with the City Hall renovation that helps us reduce the cost to get the transmission to the studio for broadcast. Any questions? No tough questions? Come on. All right, thank you very much and do you want to just step up then with our IT department? Yes Madam Chair. So once again the highlights on here is on the incoming revenues we are again this year increasing our charge back to the departments by six percent which is roughly $60,000. This increase allows us to invest in technologies to make the city more efficient and to make our systems more secure. You also will see the miscellaneous revenue is significantly decreasing from about $367,000 down to about $4,000. The main factor there is the large part of that is the CARES Act funding. Working with finance we decided to drive most of the technology changes for all the departments across the city through the IT department and use our accounts so that's the significant decrease there. Under computer maintenance we're seeing about an $18,000 increase. The contributing factor there is much of the data center equipment that we purchased back in 2017-2018 as we moved out of City Hall and spun up the data center at the wastewater treatment plant is coming off of warranty so we need to put it on maintenance. The other increase will be under contracted services. We're putting additional monies in the contracted services next year to assist us with the outside contracting help for the munis upgrade. The other issue there is once again the IT small equipment you're seeing that dropped significantly from $362,000 down to $14,000 and that is because that's the account we're using for the CARES Act. Any questions? I am not used to seeing such a significant percentage of a budget in a line called miscellaneous. I did hear that the CARES Act money was in there but what else gets flushed into miscellaneous? So in the miscellaneous revenue what is in there is once again we're leveraging the CARES Act fund to as we talked about the municipal court room is being upgraded with technology to assist them in hosting remote court rooms. We are also upgrading two conference rooms at DPW to support virtual meetings. We are upgrading two additional conference rooms at City Hall to support once again remote workforce and virtual meetings. Additionally we took a look at all the employees across the city that if COVID were to get much worse than it is today and we needed to support them from working from home what equipment would we need to support that?  Did I anticipate that next year that miscellaneous item will be that large? Correct. Correct. Thank you. Any other questions for Eric? All right thank you. You're welcome. We'll move along to the services department 3.15. Vicki? Thank you Madam Chair. So the notable changes or highlights for the Department of Senior Services would be the addition of a staff person who would be the program services coordinator. This offers some stability for the senior center overall. It's going to be subsidized and supported through the friends of the Senior Activity Center. They will be covering the expenses for all of 2021 for this position. We will also be using this position to support wellness initiatives which we are expecting will reduce some of our or hope to reduce some of our health care expenses by keeping our employees engaged in our wellness programs and and will hopefully reduce our costs from that. The other notable we did reduce one employee it was the very part-time position was our custodian who had been supporting the Senior Activity Center and with the changes in the building that occurred over the summer that we no longer had a need for that position at this time so that position was was eliminated. The other piece on if you look at the budget for contracted services we did do a considerable increase in that area due to the changes of the building and what we are anticipating will be expenses in 2021 with the conversion into a new site. Could you elaborate on what you're anticipating for that contracted services to cover? Well there'll be quite a few things with remodeling there could also be program expenses as far as what those furnishings might look like in the new site as well as well it's going to be that building is going to need a complete remodel and so we're anticipating that we will have some support that will be needed through the city's funds for that. Thank you. If Marty could explain why that's in operational rather than capital outlay please. At this point we're not sure exactly what these items could look like they could be operational in nature in programming needs they could be planning expenses such as with engineers architects or other consultants to look at the flow of that building and how to utilize it most effectively without any concrete development plans we don't at this point have a capitalization plan for those expenses then. Thank you. I was looking at the healthcare line under personal services and there is a 45 percent increase in that budget line. Is there a reason for that? I am looking can you tell me again what line you're looking at? I'm looking at line 510340. Chair? Yes. No this is Todd. Go ahead. Thank you. What you're seeing is basically a change in the insurance with the with the team that we have so that's why you're seeing such an increase. We have a new plan for our new positions we have a new director that's coming on board and the city always looks at the family plan first full coverage insurance hoping that you know obviously we we don't have to have that but you when you're hiring a new position we always look at the higher cost versus the lower cost for budgeting purposes plus we also have the new the transfer of Rachel and the reason that she's coming over is that she needs the insurance so that's another additional cost that wasn't in our past numbers that's why you're seeing the increase. If I may then that is where the friends are also subsidizing the cost of her health insurance for 2021. Correct. So there there was there's a change in the plan? No the the what you're seeing Roberta is the fact that we we transferred it to a full the staff to a full insurance package not knowing exactly who we're going to be hiring and what they're going to come in requesting so it's really just a budgetary for the new director. All right thank you. Other questions? All right let's move on to HR please. That's me. Okay some of the highlights from in general of human resources has been that we've done a realignment of staff with the human resources and with finance so we have a total of five employees as you will see that we have added the administrative services clerk to position from well that was added in the middle of 2020 so that we could have some additional support. We have a decrease in contracted services of $6500 that was a contracted software program that that had been underutilized and we will not be continuing that in 2021. We will also have an increase in training and conferences as we have three of our five HR employees are new in 2020 so we will be wanting to support them through training and to introduce them into conferences as well as networking experiences through the city. We also had an additional increase in our wellness initiatives we're going to a program that's called Go365 and we want to make sure that we have that well funded as well as that will be another support piece that the program coordinator from the senior activity center will have a portion of that role to roll out that initiative to all employees. We are again trying to focus on wellness and hopefully then decreasing our expenses and our health care costs. So that's our overall human resources fund. If you are okay I'll go on to the next pages. Go right ahead. Okay so looking at the health insurance fund the budget highlight for this is that we were able to as a city make a contribution to the HSA accounts for 2021 so that's averaging an increase in $375,000 that will amount to $750 for a single plan and $1,500 for an employee plus or an employee with family. We are presenting that information to employees currently and the feedback has been extremely positive that we're able to do something for the employees in this time period. The $3 million requirement to hold in that fund we are at $4.2 million currently as we expect to be ending in 2020 so we feel that we're very comfortable being able to offer that. And then in the workers' comp fund we really have not had anything significant this year and so we're not we always will budget to be conservative in that as we don't know what could happen in the future. That fund we have a $1.5 million requirement fund balance and we are just at over $2 million in the workers' comp fund right now and that's all I have just for Vicki. Marcus. Thank you Madam Chair if you could take a look at the health insurance fund under non-personal services stop loss what is that? So the stop loss is what we we enter into an insurance agreement so that if there is an individual who has a claim that is significantly high that stop loss kicks in right now we budget at $165,000 that will come out of the city's funds and if a person exceeds that or a claim exceeds that that stop loss insurance will help cover those additional expenses. For clarity we are budgeting three quarters of a million dollars to cover high expenses of insurance on the part of our employees. That is correct and that is that that has been shopped out by our brokers and so they felt that that was a reasonable expenditure as we did have a difficult year in 2019 and in 2020 with a couple of individuals who have very high cost health needs. Thank you. Other questions for Vicki? All right thank you so much. Let's go back up then to 3.6 which is the resolution establishing the 2021 budget appropriations and the 2020 tax levy for you during the calendar year and Todd do you want to take that or Marty your choice? Madam Chair do you want myself to go through some of the finance department areas first? I'm sorry that's right you were going to yeah sorry about that. That's fine. As in the IFC I'm not going to go through everything line by line certainly try to keep this a little bit briefer but I'll expand on some of the major changes so specifically in finance in 2020 we've gone through a fair number of staffing changes where we've brought on a new deputy finance director we brought in an accountant 3 our accountant 1 who was a shared employee with HR and finance became all finance has since resigned and we have now an open position that will be filling along with an AP clerk purchasing assistant who retired all the net changes of all of that led to about a 0.6 FTE increase however there are some instances as Todd mentioned where when you budget with a open position we budget the most conservatively from an expense standpoint and put in the most costly family plan with the intention that that's not always going to be the case but those are the staffing changes that did take place with some health insurance impacts with the open positions we have a decrease in our contracted services for the consultant as a result of bringing on appropriate staffing levels and then one of the prioritized and highly aware of needs for the finance department is training and therefore we have quite a bit of training planned heavily focusing on munis training gfo a government finance officers accounting academy training and then some ellers updates and refreshers which focus on levy limits as well as a wgfo a the wisconsin chapter conference so all of the changes for finance lead to an overall increase of 116,290 over last year's budget and again primarily that's the in a sense up staffing as well as increasing the type of staff that's in place other than that the other noted item that i want to put on there Todd wolf city administrator has certainly had some conversations with several of the leadership cabinet for the council in regards to moving along from the employee benefits which was a department or within the budget book the intention of that org or cost center was to always capture expenses of individuals who would leave the city and we would have payout i guess mainly along a retirement standpoint however it has been the city's practice to incorporate all those expenses into their own departments and therefore despite having this budgeted for multiple years i'm not even sure how far back it goes but it does go back several years before i came on board but however there's never been anything expense to it and therefore we have moved that budget to across the board in the general fund and no longer in that specific cost center the unclassified is one area that we have not finalized in the sense that our contingency has done in the past we always toward the tail end last minute following any discussions and potential other changes we maximize our contingency to allow no loss of expenditure restraint program opportunity we don't want to leave any dollars on the table um and we've had some conversations with dawn gundersen from ellers regarding that so it's a juggling act sort of between your levy limitation and your expenditure restraint program currently the 400 000 in there i think our our goal would be to double it from a budget standpoint with the intention that we would not need it nor utilize it however there has been instances where we recognize 400 000 on a 40 million dollar budget is just not adequate and that's the general fund finance department section i think what i'll do is i'll keep going through everything and then you can ask questions at the end of that from a special revenue funds perspective the tourism fund again this really gets at the kind of the sales tax and use of our hotels you know i think what we're realizing is covid has not hit sheboyin county quite as hard as others and therefore um we are doing a decrease in our revenues in the tourism fund by almost 550 000 um which ultimately has an impact of decreasing the contracted services of 382 000 as that's the line item then that we pay out to the commission and so the net effect through the inner fund transfer is just a reduction of 54 626 to the general fund another key change in the special revenue would be harbour center marina fund after talking to matt bower you know we actually in 2020 boating has been something that individuals have been able to do um you know and therefore they actually are are expecting to have a pretty decent year in 2020 and as a result they also believe that if covid continues not that we all want it to 2021 actually could become a decent year as well in order to support all of that there is an increase in the operation expenses of 20 000 related to the labor operating and cost of sales they also are planning some capital expenditures of 75 000 as we're doing some remodeling of that space where they're in upstairs from the debt service funds i'm going to item there's only a couple that i'm going to identify in here of some key takeaways but certainly after i'm done with everything feel free to ask me questions on any of them from the convention center that's the second bullet point there we're decreasing the inner fund transfer as there's no transfer to tid 16 that convention center debt service fund does not have the funds to really continue that transfer tid 13 which is about halfway down we are going to be having an increase in our expenditure of 173 914 and a major part of that is due to the inner fund transfer to tid 17 which is one of our newer tids and then tid 14 which is right below it we have an expenditure increase of 388 600 and that's that's due to a developer incentive tid 17 as i just had mentioned the inner fund transfers are coming in from tids 12 and 13 which are similar like tids that's the only way you can transfer between them as if they are classified the same way with the state and they are so there's an increase in tid 17 from a revenue perspective of 708 425 tid 18 that's where you're going to notice and recognize some significant swings in dollars and that's really due to the timing related to the nan refunding the nan is being refunded in 2020 where we will receive the funds put into escrow so we need to recognize those revenues come that revenue coming in because in a governmental accounting that's revenue coming in when it's received and then in 2021 is when we will be paying off so the expenditure increase of 10 million 826 741 is related to those nans being paid off what happens is it it flows in it sits in your fund balance over the course of that that year end right there and then it's paid out of the fund balance and shown as an expenditure the following year in regards to the capital improvement funds again in tid 17 we are planning a borrowing for some of the capital projects related to there so that's why there's an increase in revenues of 866 713 and in tid 18 we're increasing the expenditures by 185 000 as the capital is increased by 193 000 as we finish up any last-minute infrastructures that are capitalized tid 19 the capital project fund we do have an anticipated borrowing in there so the revenues are up by just shy at two million dollars and in tid 20 our newest tid we are expecting an increase in expenditures of 685 000 due to the capital outlay and that tid 20 is that oscar development so that would be why the the change is there liability insurance fund we're not anticipating any notable changes nor in the cemetery perpetual fund and at this point there are some other items that we are recognizing that will be changed the debt service funds there's six changes that are taking place across five funds due to truing up some of the numbers the net effect is grand total favorable of 53 182 000 it has to do with truing up like I said some interest expense and and numbers that we finalized in there and then as the fire chief maniano had mentioned earlier in his presentation our intention is to now move the assistant fire chief who oversees the ambulance service we're going to be moving that expenditure and benefits from 101 general fund fire department cost center over to the ambulance fund 280 and as a result of that expenditure coming over to 280 we will reduce the related inner fund transfer back to the general fund that's where as Todd mentions you know it's kind of a back and forth on the transactional financial impact because what has happened in the past is we transfer an inner fund transfer amount in the ambulance fund back to the general fund to offset administrative overhead that is not allocated as well as we have costs for those ambulances the the discussion that has not strategically been finalized yet is where do we want to carry that fund balance whether we carry a larger fund balance in the ambulance fund 280 to pay for future ambulances or whether we continue the approach of cost transferring over to the general fund and purchase them that way um as we develop that plan it'll be communicated out and that at this point would be the known adjustments that still need to be made Marcus thank you Marty could you help me understand the harbor marina situation there's $20,000 being spent in operations from the arena but how I understand it the marina is contracted with a private entity to operate it I don't understand that's correct there is an increase an inflationary increase in that contract which I believe if I recall runs through 2023 and that increase coupled with other operating expense changes uh one of the things that matt did hint at was the fact that labor is difficult to quality labor is difficult to find and there is some potential labor increases that he'd have to uh have fun funnel through there so some of the net impact of of operating that does impact the city I guess if you could provide me more clarity here um are we paying for the labor for a private entity to run a business no but what we are paying for is the increase in their fees then to us and so as they increase have an inflationary increase in there um we end up ultimately paying for those types of increase that's how they justify their inflationary increases I think I'm more confused than when I first asked this question to be honest with you it comes down to the nature of of the of the marina uh Todd can you jump in thank you chair um um Alderman uh Marcus the the issue is that as the cost for the f3 to run the um the actual marina according to our contract we basically the city has to compensate for those increases um so as as labor costs go up or material costs go up the city actually contractually has to pay uh the difference accordingly so we have I believe two years two years left three years approximately on that contract um we're hoping to see some decreases in costs as they open up um I believe there's a a bar that's going to be opening up or um that'll be going into the wine bar location so hopefully we'll see additional traffic through there and hopefully in 2021 we'll see an increase in in uh activity in the in the marina we did see some activity increase towards the end um but obviously COVID has has been a detriment to all businesses thank you to add to that that that is a that is a separate agreement pardon but I think we need to understand that the marina is ours it is the marina is our is our property we pay somebody to operate it correct managing operate it yes okay yeah so it's an odd arrangement but you know there you go and they're compensated off of the profit that they bring in they're compensated just to run the thing so they how do they have a stake in um like like shouldn't they shouldn't they share in our success and not just pass every cost on to us well it's a contractual relationship so I mean it's not like we're um you know brothers in the same business for example um it's uh we pay them to try to make the marina profitable which for many many many years that it has not been uh and lately has been more profitable than it used to be and uh so it's um we are generally satisfied with the quality of services that these folks provide and uh their job is to bring more people into the marina to make it more profitable uh so but you know and to some extent I think they've done that I mean isn't that a fair statement Todd yes it is or Chad or yeah I guess another way to look at it um Marcus is uh when you look at the the revenue dollars are estimated in the development of a contract and agreed upon by both parties but then there's a stipulation in there that if if certain targets aren't met um like a pandemic situation uh the city does step in and help um control costs also but they F3 has done a fantastic job and they've been showing increased um revenue prior to COVID so I think the city overall has been very pleased with uh with the management that they've been providing thank you very much for that uh Todd I'll be reaching out to you for a good look at that contract uh moving forward not to hold up this meeting too much too much more it is it is two contracts with F3 because one is to operate the marina and one is to operate the new restaurant that's that's where some of the variable costs come into play yeah and this restaurant hasn't opened up yet so I turned on a different light and I have turned yellow so I am I'm going to turn that light off and um go ahead Bert um I I just have a request um as both Chad and Marty we're going through the uh TID 14, TID 16, TID 18, TID 20 I am fairly familiar with the TIDs but even I get lost so if if on future documents it says uh TID 16 the river to Niagara or uh TID 14 Myers it would help facilitate our brains with what we're really talking about thank you well we will add that all righty sounds good so what um any questions on uh statements on department budgets as presented all right then let's move back to three six which is establishing the 2021 budget appropriation and tax levy for uh youth during the calendar year um Todd or who wants to take that thank you chair I guess the the question really comes back to um what information would you would your committee like to to hear about um all of the information is in the budget and brief if you look at the budget facts on page 12 uh you can you can see what the assessed tax rate is so I don't know what you would like me to to review um just in general I will say that our 2021 budget is much tighter than what we've had in past years uh the team has done a fantastic job in tightening its belt um we did put money into training and uh for our munis upgrade which we are many years behind but overall um everybody did tighten their belt and look for ways to cut cut costs we were very bent very lucky as a city when it comes to um routes to recovery and uh CARES Act dollars uh just to kind of give an overview uh transit took a a large hit and they will be taking a hit for the next three years um just trying to curb curb our curb our expenses um but we do have to remember that you know once we get through this this pandemic that we have to be able to uh get things back in in to norm uh you're going to obviously you can see that the revenues have been adjusted for uh 2020 and um estimated for 2021 and we've been very conservative on that so overall I hope that the the council and the and the committee accept this uh this budget um as it's been very tight and you can only get so much blood out of Iraq so if there's any questions let me know otherwise uh the budget and brief does have the information that I believe you're looking for well it does but I mean I think that this is an opportunity for us to take a look at things I guess my my deal has always been um because I know there will be significant questions about proposing a budget with a scheduled deficit of 6.5 million and then as we look at the uh for 2020 estimated and 19 and 18 actual um we have um typically very substantial uh excess of revenues over expenditures um and uh while I appreciate that and that is what helps build our fund balances um and having done budgets myself for other organizations I always appreciate it when we come in significantly under budget but then I wonder are we planning correctly so um is it are we going to be able to say Todd to the council as a whole that that 6.5 million dollar deficit is likely not to be anywhere near that severe and that is correct uh every every all all of the um department heads have been told to tighten up their budgets and not fluff them as much some of the uh dollars that I believe that you're referencing um is also just because of of uh you know part of obviously because of the pandemic and we've we've been you know we've had negative budgets in the past years and then all of a sudden you'll have a swing of you know 1.9 when you had a negative 2.0 in million so you know you look at that and you have a swing of basically 3.9 if in in round numbers madam chair if I may interject keep in mind that the major swing between 2020 and 2021 is a result of the advanced the timing of the advanced refunding of our nans where we are recognizing 10 and a half million dollars um of of funding or 11 million dollars coming in in 2020 and going out of 10 and a half million dollars in 2021 and that's due to the money being received in 2020 late 2020 but not being paid back until early 2021 so thank you so when uh we talk about this at committee of the home meetings and at at our final council meeting is it fair to say that it is very likely that at the end of 2021 we will have a 6.5 million dollar deficit I would anticipate seeing a deficit uh whether it's 6.5 or less would be a result of how we function operationally in the impact of COVID through 2021 um but it would not be a significant improvement like millions of dollars and the reason that the big driver of that large deficit is because we're paying back that NAN and we'll and I I'm sure this is in the budget brief but uh just refresh my recollection are we anticipating or have you built in or how much have you built in in CARES money for 2021 if any right now we do not have any uh state funding or federal funding for the general fund where we have opportunity is uh transit was provided CARES Act relief monies over a three-year time period and we are working with transit to try to spread that out there's certainly some transit expenditures um related to their building and and buses that we certainly need to purchase but then there is still some residual dollars that will reduce the potential actual levy paid to transit from the city and therefore we we'd retain hopefully in the neighborhood of $200,000 extra of of that okay uh committee members any questions comments I want to say as as I'm asking for a resolution to establish the these appropriations and tax levy this is the document that becomes the basis for our discussion in further meetings just so committee members understand that's not as if you know this is the budget that will be approved and it may well be the budget that is approved in the tax levy that is that is set but it is a foundational document I guess I would say and so with that in mind do I have such a resolution move to approve but I do have one question oh go ahead first then thank you um public works seems to have an increase of four million dollars um from 2020 to 2021 uh could is that easily explained or is that a many different things my recollection is they do have quite a few uh projects they do have some um changes within some staffing but the large dollar amount I mean on the earlier agenda item at tonight's meeting related to street projects there is there is an increase in street projects that are being budgeted for 2021 um to get into too much detail I would probably tend to want to defer to David Bebel as director of public works who's not present tonight um those projects those projects I'm sorry but those projects are wastewater and the sewer interceptor that we've been talking about and that was a 10 million dollar project alone and public works will be that committee will be reviewing that budget and and licensing will be reviewing you know um a couple of other budgets and so forth so and typically and I my memory is we certainly have a committee of the whole meeting scheduled to take a look at the whole picture so all right first yeah this is my first budget um and the biggest chunks are police fire public work and we don't have any of that here and yet we're setting the levy limit well again this is the foundational document that is what we put on the table as we when we get the full report um it would be difficult for one committee the theory is is that certain committees have certain levels of expertise and relationships so public works has its relationship with public works uh LHPS with with police and fire so if I were saying to you that this is the final document and it will not be changed then obviously the process would be pretty flawed um but I think and by putting this motion on the table with those figures which is appropriate for financing personnel um that uh there will be lots of other opportunities to ask questions does that make sense yes thank you yeah that's kind of it's it's it's a bit of an odd process but it it seems to work pretty well over the years okay do I have my resolution is there a motion motion moved by me all right thanks Tray any other discussions all right um all in favor of the resolution uh please signify by saying aye any opposed share votes aye all right so whatever short means we've had we've made up for it tonight um so on uh I'll just note that we will be convening at 5 30 on October 19th Marty will be providing us with documents um Marty a little in advance of the meeting if possible I know it's kind of a last-minute deal but whatever you can provide in advance to make that one smoother would be great and with that I'd ask for a motion to adjourn move to your second okay all right everyone's all those in favor state aye aye any opposed share votes aye thank you uh department heads and administrator and uh my wonderful committee members that was a good discussion see you next week


There are no fire drills planned, so in case of emergency, if an alarm goes off, go to the nearest exit. You'll see there's plenty of exits around the building. A reminder for the colleagues who volunteer to be session chairs, that there's a handout for session chairs in each of the breakout rooms. So, if you need some tips on being a session chair, if you've not done it before, they will be there. And a reminder too, that if you're in Studio 2 or in the Western Gallery, it's a little bit further away to walk than the other rooms. So do try if you're presenting and it's after a coffee break or whatever to get there just a little bit earlier to make sure we can set up so we will start. Our colleagues from the CADARN initiative are filming in and around the conference and they're also providing opportunities. I noticed some of you are doing it already to be interviewed as part of their work on disseminating open education and open education resources. If anyone has any concerns about being photographed, being videoed during the conference, then please speak to the team at CADARN who have their stand in the main foyer on the right side in the way that I'm pointing. So the right side as you leave the room. It's a reminder too that what we're here for is OER 15. We, here in Wales, who've been involved in the OER Wales project in the sense of universities Wales and have worked closely with the Association of Learning Technology for Learning Technology, are pleased that this has come to fruition and so it's really good that we are here. A reminder that we're all likely to be social media users. So please use the conference Twitter account. The hashtag is OER 15. The direct contact for the conference Twitter stream at OER com. And we also have a Facebook page which a number of you I know have already signed up on because we've been part of those conversations. So I remember OER 15 is the hashtag. And it is time to thank the people who have funded and supported the conference. The Open University in Wales, Canvas Network, Zero, as well as the organisations I've already mentioned, plus the Open University across the UK, CADARN, the Learning Portal Association Special Interest Group of the Association, which I'm a chair and I've been encouraging many of you to join and just. And so it's over to my co-chair, Professor Martin Weller of the Open University, to say a little more. So I'm just going to talk a bit about the kind of theme of the conference. So like these chaps here. So I think OER is kind of almost mature. We've kind of been around for 13 years now. So it's reached a certain level of maturity. But I think the point in this conference is like how does it go from there? It can seem like a long time, you know. So that was before Web 2.0 was going to start out with OER. And actually I think changing education is a slow process. And actually OER have been very successful in developing across the globe and getting stuck in different languages and creating a really vibrant community. So the theme of the conference is to mainstream OER. Now it doesn't mean OER is in the mainstream. I think it's from the cusp at the moment of moving into mainstream practice or perhaps remaining in a slightly peripheral interest or even dwindling and dying. So I think we're kind of at a really interesting point in the OER story. So if you can have time just one question in your head as you go around the sessions of the next two days. I think it's different. What does it take for OER to move into the mainstream? So we've got some great sessions lined up. A really good mixture I think of staff on policy, research, implementation. There's workshops, lightning talk, short papers, good poster sessions. So there's a really good mix here. I think there'll be lots for everybody. And I want to say thanks very much for coming. It's going to be a really good couple of days. So I'd like to ask Madam Deepwell, the Chief Executive of the Association for Learning Technology, to welcome us on behalf of all. Thank you Hayden and good morning. It's a privilege to be here and my privilege to add our welcome to your host co-chairs and the host institution. Openness is a core value of our members and our community and we support all things open in a variety of ways. I've put some examples up including our open access journal, open courses, our open education special interest group which is also exhibiting and recruiting new members, policy development and creative support strongly as well as our open access repository. I am really delighted that we are in the position to support this event, to support OER over these two days but also throughout the year. We have a big team to make OER go mainstream, to make OER work at scale and we know first hand that that can only happen if we all work together. Now, I see a lot of familiar faces and I'm delighted to see you again but I'm also looking forward to, just like you are, to sections. So if there is one thing I'd like to add is that we'd really like to encourage you to make the most of the social time, of the networking opportunities and of the garlic dinner this evening to really make that connection and help grow our community. Thank you. I'd now like to invite Professor John Gratton PVC from Aberystwyth University and Chair of the University's Wales Open Education Resources and Practice Expert Group to CRETA. Good morning everyone. As Chair of the University's Wales Open Educational Resources and Practice Expert Group, I'm very pleased to officially welcome you all here today. I sit in many conferences so I know that you have to get through these opening speeches and I assure you that I am the last opening speech. I'm very pleased to be here for a personal reason as well. 20 years ago, as a fresh-faced young lecturer wearing short trousers in a school cap when I started my career, I actually developed in supporting education through technology and I was very, very pioneering in my university at the time to developing websites that would support students' learning and I was running a field trip to the Island of Malta and I decided I would create a virtual field trip, which I did and I did it in the days when you had to write the code and then keep your fingers crossed and hope it would work and it did work and that developed an interest in me in effective pedagogy and my colleague Mary Jacobs is in the room who is a pedagogic expert. It would tell you that I'm not a theoretician, I'm not a pedagogic expert but I sort of have an instinct for what works and so I developed quite an interest in that. How do we encourage students to engage with this technology? How can we use it more effectively? So as well as writing papers about how volcanoes affect the environment and that sort of thing, which I still do, writing papers about this sort of thing was actually published in Alts J back in the day and it actually was a very successful sideline and some of the papers I wrote then are still regularly cited mainly now for what I got wrong, which was a lot but I was hauled to one side by my head of department and told him no uncertain terms.  So I'm delighted that I'm sure you had very significant and you ignored that advice and got on and brought this subject to where it is today and the conference programme I see here reflects the great maturity of this discipline so I'm really, really thrilled to be here because 20 years later I feel like I'm coming full circle because of the Pro Vice Chancellor of Learning and Teaching now in my university and I chaired the Learning and Teaching Action Group for Welsh universities. This is what we're about. It's about finding ways of reaching our students and making a difference for them which I'll come back to in my speech. So congratulations to everyone in this room for sticking with it and producing such an amazing programme. Also congratulations for what is genuinely the largest conference badge I've ever seen in my life and there's so little on it as well I expected a hashtag and maps and things but anyway I shall treasure this. If you want to ask me what I got really wrong in my research in this area you can ask me at Coffee. So I've got to go back to the prepared speech now but I hope you enjoyed that brief diversion. So back in September 2013 Wales as a nation confirmed its pioneering status in the world of OER by becoming one of the first nations to embed the concept of open education within their national strategy and so we feel that this demonstrates our collective view that open access to learning and research materials has the potential to benefit the learner and the community at large. So Universities Wales is proud of the commitment that Wales has shown through the Wales Open Education Declaration and the underpinning activities that are helping to operationalise this vision. It's not been easy. I still talk to lecturers about making their material available openly and they talk to me about well are you going to pay me for my performance rights and things like that and we still have to work our way through some of those debates and I turn to them and say don't be silly but they say I'm going to pay for my performance rights and the union says I'm entitled to it and so we have to get those but anyway we'll get there I'm sure. But one of the activities we've been involved in has been the establishment of the Universities Wales Open Educational Resources and practice expert group and that's been one of the real successes of this strategy is to bring together this community of experts in a place where they can really engage and discuss with people of like mind and actually identify them to folk like me. There's actually a dynamic community who have a skill and resource that we can use because I think often what you do is sometimes just below the horizon and we've got to do everything that we can to raise it above the horizon so do Google search OER Wales and you'll see that. So as part of this we've built a showcase portal populated by a growing selection of open education material from Welsh universities we're proud of this collaborative work that we've undertaken and basically we've developed the first pan Wales bilingual students survival SMUC so for those of you whose acronym translator is not working well this morning that's a short massive open online courses SMUC which we've created in partnership with existing students so colleagues from across the world have come together to promote and form a network of practice champions who are working collectively towards promoting the use of open educational resources so if you're interested in finding out more information about the work we've been doing in Wales there are several presentations you can choose from across the conference programme and I must pay tribute here to the work of Debbie Baff in steering this and bringing it all together and people talk about herding cats as a sort of symbol of the difficult organisational process steering universities and people who work in universities to actually come together and work is probably a metaphor for an even tougher job of collaborative working but we see this work as vital to the enhancement of the learning experience in Wales yes we've got cities like Cardiff which are dynamic and classic cities but we've got a very large dispersed population I'm based in Aberystwyth and I won't accept that it's remote as a geography professor, we're only four hours from Heathrow but it is inconveniently located and so everything that we can do to make technology accessible to people is great universities in Wales don't just provide graduates with the practical skills and attitudes they need to succeed I think they also instill a thirst for knowledge and challenge and what we want to do is challenge paradigms by different systems and ways of thinking and also ways of working my personal story is that I didn't go to university until I was 26 years old and going to university completely changed my life before that I was a motorcycle courier in London so I hurtled around London in the 1980s delivering parcels from the back of a motorbike and so going to university utterly changed my life so when people ask me what universities are for I simply say we're in the changing life business that's what we do we're in the changing life business we're about allowing people to find out creating an opportunity in a space where people can find out what they're good at and to become brilliant at it and I think that's what people in this room what you've focused on here so I think it's really important so I'm really delighted to see so many colleagues here across the open education community and especially internationally this really shows that this conference is coming together parallel sessions to me say gosh how can I see all of this I'm glad to hear it's all being recorded so you can catch up with the sessions you've made but it says that we're part of a dynamic and highly relevant community so again congratulations to all of you for sticking with it I obviously shamelessly bailed out of this and went back to the mainstream research but I'm coming back and I will maybe take tentative steps towards another paper in Oak Jay in the weeks and months ahead but thank you all very much I'm going to hand you back over to the safe hands of the conference team now thank you


Another important contrast you can make in trying to understand data science is to compare it with coding or computer programming. Now this is where you're trying to work with a machine and you're trying to talk to that machine to get it to do things. In one sense, you can think of coding as just giving task instructions how to do something. And it's a lot like a recipe when you're cooking. You get some sort of user input or other input. And then maybe you have if then logic and you get output from it to take an extremely simple example. If you're programming in Python version two, you write print and then quotes hello world and that will put the words hello world on the screen.  Very simple programming. Now, coding and data gets a little more complicated. So for instance, there's word counts where you take a book or a whole collection of books, you take the words and you count how many there are in there. Now this is this is a conceptually simple task. And domain expertise and really math and statistics are not vital. But to make valid inferences and generalizations in the face of variability and uncertainty in the data, you need statistics. And by extension, you need data science. It might help to compare the two by looking at the tools of the respective trades. So for instance, there are tools for coding or generic computer programming. And there are tools that are specific to data science. So what I have right here is a list from the IEEE of the top 10 programming languages in 2015. And it starts at Java and C and goes down to Shell. And some of these are also used for data science. So for instance, Python, and R, and SQL are used for data science. But the other ones aren't major ones in data science. So let's in fact take a look at a different list of most popular tools for data science. And you see that things move around a little bit. Now ours at the top, SQL's there, Python's there. But for me, what's the most interesting on this list is that Excel is number five, which would never be considered programming per se, but is in fact a very important tool for data science. And that's one of the ways that we can compare and contrast computer programming with data science. In sum, we can say this, data science is not equal to coding. They're different things. On the other hand, they share some of the tools, and they share some practices specifically when coding for data. On the other hand, there is one very big difference in that statistics. Statistical ability is one of the major separators between general purpose programming and data science programming.


In this lesson, I'm going to implement an example of batch epics. So in previous lesson, you understood what batch epics is, what is the syntax. So let's implement an example. So I'm going to create one epics class naming it as opportunity processor. So what I'm going to do, I will be querying all the opportunities. And in the lead source, I will be setting web. Right. So here I'm going to implement database dot vegetable interface. So this is a syntax for that. And here I'm creating one variable of type integer. So initially value of this variable is zero. Now I need to define start method. So public and I am using database dot query locator. Start database dot batchable context BC. So this is a first method that is implemented in this batch epics. So here I'm using database dot query editor as return type and start with the method name and this is the parameter. And here I'm going to use return keyword and database dot get query locator. And here I'm going to write SOQL. So select ID name from opportunity. So the data from opportunity object will be queried. And through this return statement, they will be returned automatically to execute method. Now after this. So maybe what you can do, you can store this queried information in a list and then you can pass that you can return that list as well. Now public void execute database dot batchable context BC and then list of opportunity and OPS. So this way we are defining second method that is execute and here two parameters are received. So the data or record collection that we are going to return from the start method that will be received automatically in this execute method in this list of opportunity. Now here I can apply an iteration. So opportunity OP colon opportunities. And here I'm going to write OP dot need source equals to that. Right. So what will happen like whenever you will be executing this match. So all the records will be queried and their lead source will be converted into that. So basically it depends on this SOQL like what type of records you want to query. If you want to apply any wear clothes or if you want to filter the number of records so you can do that as well. Now after this iteration I'm going to write a DML update OPPS and after that I'm going to write record count equals to record count plus OPPS dot size. So this way or second method is implemented. So this is start method then this is execute method now I'm going to define one more method that is finish. So public void finish. So here also I'm passing this parameter batchable context BC and method name is finished. Now here you can see I implemented this finish method and it is showing system debug and total records processed and this record count. Right. Now here one more thing I need to write database dot stateful. So actually I am using this variable and I want to maintain its state. So that's why I used this interface. So after execution like this record count will be a total number of records that is processed through this batch apex. So initially it is starting with zero but with every batch record count will be updated and with every batch it won't be like it won't start with zero. So after completion, we are displaying it here. So now after implementation, I'm going to save this. It is successfully saved now what I'm going to do. I'm going to open anonymous window and I'm going to execute this batch apex. So here I'm writing OPP processor space OPP process equals to new OPP. So I created instance now ID batch ID equals to database dot execute batch and here we need to pass this instance. Right. So the syntax I already explained in the previous lesson. So basically through this database class execute method this instance will be executed. The idea of that batch will be available in this variable. So now I'm going to execute the statement. So I'm clicking on execute highlighted. Okay. So I mistakenly clicked on execute highlighted. So I am clicking on execute. So it is executed. Now here, like, I need to refresh this page apex jobs where I can track. So here you can see batch apex is the job type. It is completed. Number of batch is fun. Failures are zero and the class which was responsible for this batch. It picks is mentioned here as well. So all this information is available and this is your apex job ID. Right. Now if I move to opportunity. So you will see under each opportunity like each record under opportunity each record will be having lead source as well. So I'm clicking on opportunity and moving to all opportunities. So here you can see total number of records are 56. That's why all records processed in a single batch because default limit is 200. Now I'm going to add some fields in this list view. So I'm going to add lead source. And I'm going to add modified by. So last modified date and clicking on save. So here you will see. Okay. So let me remove some fields as well so that we can view the information properly. Yep. So here you can see all the opportunity lead sources. And last modified date is also same. It is 22nd January and time is also same. So this way. I hope you understood how this is basically working. Right. Now jumping into developer console again. So here you can see various locks are generated. So if I open the locks. So I just need to check the debug because we used system dot debug in. Finish method. So you can open them one by one. And just click on this. So here you can see in the second log it is available. Total records processed 56. And we have total number of records as 56. So this way. Record count variable is working fine. So remember you need to use this database dot state field so that. This record count will maintain its. State. Now I'm going to show you one more thing like how to create multiple batches. So we have 56 records in opportunity. So now what I'm going to do I'm going to break it in. 1010 batches. So total six batches will be processed. So I am again clicking on execute. And here you will see. When I refresh it. So you can see total number of badges will be six and batch is completed. And total number of batches are processed. Six failures are zero. And earlier time was 1028 and now time is 1031. So if I refresh the space so you will see the difference. So again, it is executed for all the records. So this way if you want to break. The batch is in less number of records. So that is possible. And here we can see. Yeah, we have these. Logs so you can open them one by one and click on debug only. So here total count is intact 56. So this way, like if you if you want to reduce number of records in the batch process, so you can do. Now after implementation of this batch epics, I'm going to tell you how we can implement it's test class, because it is important to implement it's test class so that you can make sure this batch epics is covered. Properly, so that you can deploy it into production. So I'm going to create new epics class and naming it as opportunity processor test. Now, whenever we create any test class, so we need to use at the rate is test annotation before class and before method. So I'm doing that. Now private static void. That's that's class. Now I need to create some opportunity records. So I'm creating opportunity list. So I'm going to create 200 records. So this way, basically, I created instances of opportunity and I automatically added them through add method in the opportunity list. And after completion of this loop, I can write insert dml. So I'm writing insert OPP list. Now test dot start test. Opportunity processor OPP process equals to new opportunity processors. So I created instance of the class batch epics that we created and ID equals to batch ID equals to database dot execute batch. And here I need to pass this. I'm sergeants. I'm passing 200 as batch size. Test dot stop test. Now after this, we need to validate it using a session. So what do we need to do? We need to query opportunity records. So I'm carrying updated opportunities. So I need to write select ID from. Opportunity here. Lead source equals. And I'm writing system dot. Assert equal. And here I need to compare size of this updated opportunity. So I'm expecting 200. So copying this list passing it here. Dot size. So if updated opportunity list sizes equals to 200. It means our batch executed successfully. So I'm saving this test class. And once you save your test class, so you start seeing this run test button. So I'm clicking on this button. So now I need to move to this test tab. So here you can see it is executed properly. No failure. And now I'm moving here and trying to check the code covers and the 100% code is covered. So this way you can implement your test class so that you can make sure your batch apex is covered or not. Thank you.