[14:21] Okay, good evening everyone. Um, [14:24] I will now call our budget work session [14:27] to order [14:28] and um [14:31] the clerk will show that it's 7:26 [14:34] uh p.m. [14:37] And as usual, members of the public are [14:40] always uh welcome and welcome to our [14:43] guests who are here uh in person [14:45] tonight. But um members of our community [14:49] can um watch the meeting on at [14:52] Burnsvillemn.gov/meings [14:55] or [snorts] watch us on Comcast channel [14:58] 16 or 859. And the public can also [15:02] participate [15:03] through Zoom by joining us at zoom. [15:06] us/join [15:08] and more information is available on our [15:11] meetings web page and in the council [15:14] agenda packet. So we have one item on [15:17] our budget work session this evening and [15:20] that is our organizational analysis and [15:23] Mike Tracy our HR director is [15:25] presenting. The floor is yours Mike. [15:28] [snorts] [15:28] >> Yes, good evening mayor and council. Um [15:30] we are here to talk about the [15:32] organizational analysis. So this is the [15:33] kickoff to the 2027 budget um uh budget [15:38] process. So [15:41] just as a little bit of a background [15:42] about the organizational analysis um so [15:45] the original OA or organizational [15:47] analysis was adopted back in 2023. Um it [15:50] was designed to be a four-year plan to [15:52] catch us up to 2022 uh staffing levels [15:55] by adding 56 FTE over those four years [15:59] um across various departments. That work [16:02] as we sit here now in 2026 is largely [16:04] complete. We've added 58.4 FTE across [16:07] the organization with the majority of [16:09] those or an emphasis of those in police [16:11] and fire. So as I move to this slide, [16:13] you'll see that the the the plan has [16:16] shifted from when it was four years ago. [16:18] Um so in 2023 when the original [16:21] organizational analysis was proposed, [16:24] that first column there which says [16:25] planned FTE is kind of what we [16:27] originally had anticipated with the OA. [16:30] Um, in terms of positions that we'd be [16:33] adding to those departments, the middle [16:35] column, which is the implemented FTE, is [16:37] as of today, 2026, the actual positions [16:40] that were added to those departments [16:42] over the course of these four years. And [16:44] then that last column is the investment [16:46] in those positions or in those personnel [16:48] um in 2026. [clears throat] [16:50] So, you'll see um you know, with the [16:53] 58.4 4 FTE. Um it was a slight increase [16:56] from the 56 and that's because we had [16:58] the police access study as well as the [17:00] standards of cover that came out since [17:02] the original OA um was presented. Um, [17:06] and as you'll see, to kind of fund some [17:09] of those additional police and fire [17:10] positions that were identified as needs, [17:13] um, we shifted some positions from, uh, [17:15] from other non-public safety positions [17:18] to help, uh, ease the burden, um, to, [17:21] uh, implement those those police and [17:23] fire positions. [17:27] So, we've learned [17:28] >> I think it'll be good for you to let the [17:29] community know that we're fully um the [17:33] police and fire are in full compliance [17:35] now with all of the positions that they [17:38] need. [17:39] >> Yeah, the police department is fully [17:40] staffed. Fire department is obviously [17:42] with the safer grants that were added in [17:43] 2026. They're hard at work right now [17:45] trying to fill that um [clears throat] [17:48] >> with the spring academy close close [17:50] approaching, but yeah, very exciting and [17:52] great news that we have. [17:53] >> It's the first time that [17:57] since 1996, I think, with the first uh [18:01] police master plan and we got the [18:03] Clinton cops to jump start. But it's [18:07] been a [18:09] challenge getting police to be fully [18:14] um staffed. [18:17] >> Absolutely. I think it's it's not a lot [18:19] of agencies can say that um these days. [18:22] Uh so it's a credit to a lot of things. [18:25] I think as we talk about through the [18:27] organizational analysis, our [18:28] compensation plans working, our emphasis [18:30] on well-being, the culture that the the [18:32] police department and the fire [18:33] department have built um are all [18:35] contributing to having uh not only fully [18:38] staffed but great professionals out [18:40] there who are doing great work for the [18:42] community. [18:43] >> And Chief BJ, this is the first time [18:46] that you're fully staffed too, right? [18:49] >> U Madame Mayor, members of the council, [18:51] we're working on it right now. We have a [18:52] few open positions with uh [18:55] [clears throat] retirements, [18:56] >> but you're funded for it is what I'm [18:57] saying. [18:58] >> Oh, I'm sorry. Yeah, we're I mean, we're [18:59] we're funded. Yes. I mean, [19:01] >> yeah, because I know that you're still [19:03] what, three down? [19:08] >> Yeah, Madame Mayor. I mean, we're [19:09] essentially three down and then we are [19:11] planning on adding those safer [19:12] firefighters in the spring academy. So, [19:14] >> yeah, [19:15] >> I would say it's a bit of a moving [19:16] target. [laughter] [19:19] >> Okay. [19:21] Yeah, Greg, did you have something to [19:24] add? [19:24] >> Mayor, members of the council, I would [19:25] just add to [clears throat] excuse me uh [19:29] to the chief's comments that uh the fire [19:32] standard of cover uh includes an [19:34] additional [19:35] >> I believe 13 positions that currently [19:38] are not contemplated for funding outside [19:40] of those nine additional safer funded [19:42] positions. Uh it's our intention after [19:45] this presentation during the 2027 budget [19:47] process to come back and to talk about [19:50] um those positions. And um as as we get [19:53] through the presentation here tonight, [19:54] you'll see how we plan to address those [19:57] types of of needs moving forward using [20:00] the organizational analysis to inform [20:02] department requests that ultimately come [20:04] before the council um in the form of a [20:07] recommended or a proposed budget for [20:08] your consideration, redirection um and [20:11] ultimately your your adoption. Okay, [20:13] thank you. [20:15] >> Y so there there's been some lessons [20:17] that we've learned over these four years [20:18] regarding the organizational analysis. [20:20] First and foremost, it's a snapshot in [20:22] time as I talked about back in 2023. Um [20:25] we had a plan and then four years later [20:27] that's shifted as community needs um [20:30] have have changed um and organizational [20:32] needs have changed and so just important [20:35] for us to keep that in mind. And then [20:37] effective staffing staffing decisions [20:39] require organizational and data driven [20:41] approach. We do a lot of operational [20:43] studies to help inform these staffing [20:46] needs um that turn into budget requests [20:49] and and and future priority discussions. [20:51] And then uh you know staffing decisions [20:54] must be future focused and flexible. Um [20:56] and you'll see this as we present this [20:58] new plan uh to council tonight that it [21:00] looks a little bit different than the [21:01] previous organizational analysis did as [21:03] we try to incorporate kind of that [21:05] flexible um path forward. [21:09] So we've done some current enhancements [21:11] uh you know service demand and community [21:13] expectations drive our staffing needs. [21:15] So those operational studies are very [21:16] important for us to inform um staffing [21:19] request and and those priority [21:20] discussions. Um and then the [21:22] organizational analysis um directly is [21:25] going to inform department budget [21:26] presentations, department budget [21:28] requests as as city manager Lindberg [21:30] said uh just a few minutes ago and then [21:32] through the budget process identifying [21:34] those organizational priorities through [21:36] the proposed budget. [21:40] future enhancements that we're looking [21:41] at for future organizational analysis is [21:43] as um conducting a city-wide services [21:46] study um to identify [21:49] service levels and roles throughout the [21:50] organization. Um continue to complete [21:53] those organizational or operational [21:55] assessments um and update um ones that [21:58] have been completed that are uh that are [22:00] due for updating and then incorporate [22:03] market conditions into staffing need [22:04] evaluations. The original organizational [22:06] analysis compared us to market cities in [22:08] terms of FTEES by department and and [22:12] overall [22:14] reintroducing that into future [22:16] organizational analysis so we can [22:17] compare ourselves to to other market [22:19] cities. [22:22] So as a reminder the organizational [22:24] analysis consists of three elements [22:26] service staffing and compensation. [22:29] So first focusing on service it's an [22:31] inventory of how we serve the community. [22:34] Um we conduct a detailed service uh [22:36] service inventory to align the work of [22:39] departments with our uh with the council [22:41] strategic priorities. So um you'll see [22:44] with you today and in our council packet [22:46] um uh for the public. We connect our [22:50] jobs um and the service that we provide [22:52] to those council uh strategic [22:55] priorities. We updated it this year um [22:57] to reflect changes in staffing and [22:59] operations. [23:02] This right here is just a quick at a [23:04] glance for the uh for the service [23:06] inventory. So you'll see um it's broken [23:09] down by department, the number of [23:10] services that are provided by those [23:12] departments, um how many of them are [23:14] mandated um either by state or federal [23:16] um statutes or regulations. And then [23:19] that third column is FTE. So the the [23:21] staff resources that those departments [23:22] have to do the work. [23:29] The next component is staffing. [23:33] So we focus we have a high emphasis in [23:36] organizational effectiveness. So um we [23:39] want to use our existing resources, the [23:41] staff resources that we have um as [23:43] effectively as we possibly can. So again [23:46] those operational studies are important [23:47] but also we examine the current use of [23:49] resources. So if a position becomes [23:51] vacant, we don't just necessarily go in [23:54] and refill that position with the same [23:56] uh with with the same job description or [23:58] the same in even in the same department [24:00] as it always has been just because we [24:02] have that position. We really do an [24:04] evaluation of um are there other needs [24:07] in the organization that are priorities [24:10] that we could use that resource maybe [24:12] more effectively. Um [24:14] and then you know we use the we use the [24:17] organizational effectiveness and those [24:19] conversations to inform uh those [24:22] priority discussions through this budget [24:24] process. [24:26] So a little bit of framework when it [24:27] comes to staffing. So u needs is the [24:30] staffing required to meet current [24:31] service demands. Requests are going to [24:33] be department um directors department [24:36] leaders who are formally asking for [24:38] staffing or requesting staffing [24:39] resources through the budget process. [24:41] and then those priority discussions [24:43] leadership team um proposing to the city [24:46] council for consideration regarding uh [24:48] what positions to fund for 2027. [24:53] So far we've completed four operational [24:55] studies, communications, standards of [24:57] cover, IT, and police. [25:02] And then this is the new staffing [25:05] matrix. Um, looks a little bit [25:07] different, like I said, from the [25:08] previous organizational analysis. It [25:09] doesn't have years where we're [25:10] prescribing certain positions and [25:12] certain departments getting resources in [25:14] out years. What we're really doing is [25:16] just showing existing staffing um [25:20] resources by department and then those [25:23] needs that have been identified through [25:24] those operational studies um that will [25:28] be part of those budget presentations, [25:31] department presentations and priority [25:32] discussions over the course of the next [25:36] year as we look for 2027 [25:44] and then compensation. So this is our [25:45] strategy to attract, motivate and retain [25:47] people. Um so we look at compensation on [25:51] a uh two-year cycle in terms of of how [25:54] we manage our compensation plan. So [25:56] internal alignment in even years. We [25:59] review position descriptions, make sure [26:01] that they're up to date. We run them [26:03] through our uh position evaluation [26:05] system. That work for 2026 has already [26:08] started. Um a number of departments have [26:10] already gotten the kickoff email from [26:11] our HR team. Um so that work is is [26:14] continuing um into 2026 and then in odd [26:17] years we conduct a market competitive [26:19] study to ensure that we're aligned with [26:21] our compensation strategy. [26:24] And so in 2025 we completed that study [26:26] um using a consulted DDA HR. Uh the goal [26:31] was to make sure that our pay is [26:32] competitive and aligned with the [26:34] strategy that council has set forward. [26:36] um respond to any labor market changes [26:39] or challenges that might be approaching [26:41] um and then support recruitment and [26:42] service delivery goals, make sure that [26:44] we um uh can retain the great [26:47] professionals that we have. [26:49] And as a reminder, our strategy is to be [26:52] in the top 75th percentile of our target [26:54] market cities. [26:57] So the results of the study um were [26:59] positive. They were we you know we have [27:01] a strong compensation plan. um we are [27:04] well aligned with our um with our [27:06] strategy. Um as you see here, 78% of our [27:09] jobs are highly aligned or aligned with [27:11] our strategy. There's about 22% of the [27:13] jobs that are potentially misaligned or [27:15] misaligned. Um and in general best [27:18] practice, 70 to 80% is considered good. [27:22] Um you know, 90% would be bestin-class. [27:24] Um I don't know of an organization that [27:26] would be 100%. I don't think we should [27:28] ever expect to be at 100%. um just [27:30] because the market fluctuates a lot and [27:33] also the important thing to notice too [27:35] is not every organization is the same [27:37] structures are different they might have [27:39] similar job titles doesn't necessarily [27:41] mean they have similar job [27:43] responsibilities and each community and [27:45] organization is different so there will [27:47] be some fluctuation [27:49] >> uh on the 22% of the potentially [27:52] misaligned you've identified those [27:55] >> yes yep [27:55] >> and so you know what the strategy is to [27:58] get them into alignment [28:00] Yep. So, we have basically there's two [28:02] ways to address those those positions [28:04] that are considered misaligned or [28:06] potentially misaligned. You can either [28:07] make an adjustment um or you can monitor [28:10] them, hold them um and continue to [28:12] monitor market conditions and other [28:14] internal factors. So, with those 24 [28:17] positions that were considered [28:18] potentially misaligned or misaligned, [28:20] we've made adjustments on eight of those [28:22] positions. Um and then there's 16 that [28:24] we're holding or monitoring moving [28:27] forward. And there's various reasons why [28:28] we're choosing to monitor those versus [28:30] making changes. It could be in some [28:33] cases that we're potentially looking at [28:34] that department structure. Um, and we [28:37] don't necessarily want to touch a job [28:39] while we continue to evaluate what that [28:41] position or that department could look [28:43] like. Um, there's other positions that [28:45] we know. Um, there's not necessarily [28:48] strong comparables. Um, so a good [28:50] example on this is you'll see GIS [28:52] manager is one that is showing is [28:54] misaligned. there's not a lot of cities [28:56] around us that have a GIS [28:58] um function um or if they do it's one [29:01] individual who's responsible for that [29:03] and we have a manager with um with a [29:05] staff person underneath it. So uh we're [29:08] unique in that regard. So there are some [29:10] cases where we we've decided we're going [29:12] to monitor and hold and uh and and [29:15] continue to see how market conditions [29:17] respond. [29:18] And I think in fleet studies, didn't um [29:21] wasn't there something about uh [29:25] uh the fleet personnel that there was [29:27] you're going to monitor [clears throat] [29:28] how many fleet [snorts] personnel were [29:31] going to be there or [29:34] >> or adjust that? [29:35] >> Mayor, I don't recall anything regarding [29:37] fleet personnel being on the monitoring [29:39] list. Um [29:41] we have um [29:45] >> I don't know if there's any in public [29:47] works, madam. that madame mayor, members [29:49] of the council, it's correct. Uh Mike's [29:51] correct. Uh there was some contemplation [29:53] in one of the recommendations of the [29:55] fleet study around [clears throat] fleet [29:57] maintenance staffing. [29:59] >> Yeah. Uh that maintenance [30:01] >> the there's there's nothing in the [30:03] market study results that are reflective [30:05] of uh of needs uh from a compensation [30:09] perspective as I understand it. to [30:10] Mike's point. Okay. [30:11] >> Uh we do one of our operational studies [30:14] that's planned for uh the upcoming year [30:17] or so uh is an operational study at the [30:20] public works [clears throat] department. [30:21] Uh we then would adjust future year's [30:24] organizational analysis u based on what [30:27] we see as that snapshot in time need [30:30] informed by that study from a staffing [30:31] perspective for the fleet function. [30:33] >> Okay, that makes sense. Okay. Because I [30:36] remember reading about that uh in the in [30:39] the report [30:41] in the fleet study report [30:46] and all I have left is just next steps [30:48] unless there's more questions. Um but ob [30:51] like I said this is the kickoff to the [30:52] budget uh process. March 25th, we had [30:55] the financial management plan. And then [30:57] um this summer, we'll be doing [30:58] department budget presentations, which [31:00] will be diving more into these um [31:03] positional needs as those departments [31:05] have ident the ones that the departments [31:07] have identified um as we go through [31:09] budget priority discussions. [31:11] >> Okay, members of the council, any uh [31:14] questions, any um comments? Um and and [31:20] this is a great kickoff because we're a [31:22] service organization. [31:24] So where are all of our costs are are in [31:26] service and uh that's personnel [31:31] and of course [31:33] water is the only product we have but [31:35] that's that's an enterprise that's [31:37] separate from this [snorts] and so [31:38] that's [31:43] >> nice job. [31:44] >> Okay. [31:46] So I was saying to uh Greg earlier this [31:49] is [31:51] a huge um improvement from the [cough] [31:54] last one. [31:55] >> It's very thorough [31:58] a lot more than so I was trying to find [32:03] the 23. [32:05] Uh I was talking to Bethany about it [32:08] because this one is very comprehensive [32:11] as I went through the background in the [32:15] um [32:17] on the agenda and uh this is [32:20] so much more thorough about [32:23] who has the responsibility, [32:26] what are the essential functions of each [32:28] position and um and then the impact in [32:33] terms of uh in service to our community [32:37] and um so nicely done. It's a lot of [32:41] work. [32:42] >> Thank you. It takes the whole team [32:44] obviously like it it's it is definitely [32:46] a team effort to put this together. So [32:48] >> thank you. [32:49] >> But it's [32:52] mad mayor when I from a distance I [32:55] thought this was the budget and I'm [32:57] thinking we haven't started it yet. How [32:58] did we get so big so quick? [laughter] [33:02] And then [clears throat] I saw service [33:04] inventory. I'm like, "Wow." I just have [33:06] one question on what's the shelf life [33:08] >> of of this document and obviously a lot [33:12] went into it, but [clears throat] how [33:14] long can it be used before you have to [33:16] redo it, [33:17] >> do you think? Or is it a living document [33:19] that you'll just evolv? [33:22] >> Council member Keely, it's definitely a [33:23] living document. Like we do update it [33:25] obviously from a council perspective and [33:28] to the public. We update it annually as [33:29] part of the organizational analysis. Um [33:32] obviously positions change and services [33:35] change which is why we do these these [33:36] updates. It does take us some time to do [33:38] the updates. Um so uh part of it is a [33:42] very intentional process as we start [33:44] typically in summer to go through and [33:46] make those changes and make sure that [33:48] we're um we have the most up-to-date [33:50] information in there. So um it's for the [33:54] I mean some departments had very little [33:56] updating to do. Um, other departments [33:58] had a lot more just depending on [34:00] operational changes that they might have [34:01] had or or staffing turned over or [34:04] changes. So, it it depends from [34:05] department to department. [34:06] >> Prior to embarking on this, was this [34:09] Madame May or Madame Mayor or any [34:11] employees, [34:12] >> but I think you've been around longer [34:13] than anybody here. [34:14] >> Um, has this ever been done? [34:18] >> We did it in 22, but before that we [34:20] never did a complete uh or analysis like [34:23] this. This is [34:24] >> was it 22 and then we adopted it in 23. [34:28] >> Yeah. Mayor and council. So the first [34:30] organizational analysis we did in May of [34:32] 2022 to inform this 2023 budget. [34:35] >> Yeah. [34:35] >> And then the service inventory we [34:37] actually added um as part of I think the [34:39] very next iteration of it. But we've [34:41] evolved the service inventory to include [34:44] what you see today which is mapping kind [34:46] of our specific services and the impact [34:47] of those services to jobs and the [34:49] responsibilities um directly. So that's [34:52] evolved and kind of improved over time. [34:54] The first uh service inventory we had as [34:56] part of the organalis was just simply [34:58] the impacts and kind of um [35:00] >> so it was a lot thinner. [35:02] >> Yeah. [35:02] >> Yeah. I was going to say I don't [35:03] remember anything this [laughter] [35:05] >> but to your point [clears throat] it was [35:08] 22 [35:09] >> when we did this. That's the first time [35:12] that we've ever done a deep dive into [35:15] the organization and really understand [35:18] uh all of the because one of the things [35:20] like in parks I always want to [35:22] understand how the seasonal health is [35:25] also [35:27] >> uh adjusted in that but it's not in the [35:30] 349 [35:32] >> correct [35:33] >> the seasonal help is separate so I I I [35:36] think people need to understand that the [35:38] 349 is the full-time time. [35:41] >> Yes. And the whole pay structure [35:43] composition plan is all FD equals [35:45] >> and now and this is the first time that [35:47] you see all of the the U grades well the [35:51] steps [35:52] >> I notice we don't have anybody in grade [35:54] three four and five is it or one two and [35:56] three sorry [35:57] >> and it's start or three sorry one and [35:58] two [35:59] >> grade three is where we have our [36:01] starting [36:03] >> staff level [36:03] >> yeah and I I think I don't think that in [36:06] the past [36:09] we saw uh [36:13] as comprehensive as you have here with [36:16] all of the grades and the steps [36:20] may counsel I do the in last year's or [36:23] analysis we did have we did include the [36:25] day the the there was a um compensation [36:29] internal compensation work last year [36:31] those as [snorts] Mike shared they [36:33] alternate and so last year we did have [36:35] um include that same table with the [36:38] titles under each upgrade. Um but yes, [36:41] prior to that, mayor, you're correct. [36:43] >> Madame Mayor, members of the council, [36:44] one of the improvements that we made in [36:46] 2024 uh around um looking at the [36:50] compensation leg of the three parts of [36:53] the organizational analysis uh was to [36:57] implement a two-year cycle uh where one [36:59] year we look at the uh the internal [37:02] alignment of the organization. That [37:04] means we look at all of the the systems [37:07] that we use to put value or relative [37:09] worth to jobs. Um, so that means all of [37:12] our managers are are updating job [37:13] descriptions and we're uh HR team is [37:16] going through our job evaluation process [37:18] which is just the words that we use to [37:20] talk about uh determining what value [37:23] jobs have and then that's how jobs are [37:25] categorized or slotted into those grades [37:28] that you see in the organizational [37:29] analysis. And then and then in the uh in [37:32] the other year which uh was last year [37:34] 2025 [37:36] uh uh the the focus goes then to [37:38] external competitiveness looking at the [37:40] market uh to determine with those 14 [37:43] market cities or in the case of the fire [37:45] department in our comparable market [37:46] [clears throat] cities um uh how our [37:49] compensation is working and that's where [37:51] obviously tonight Mike was talking about [37:53] uh those those positions and alignment [37:55] in in how we look at how we look at [37:58] making decisions. both operationally and [38:00] then strategically considerations for [38:02] you in the future when it comes to that [38:04] information. [38:05] >> So that that's been very helpful. We're [38:07] we're now through our first two-year [38:09] cycle. I think we're finding that it's [38:11] working pretty well. Uh I will say that [38:14] I know of no other city uh that is is on [38:18] such a regular schedule. Um uh so I'm [38:21] very proud of our team and the amount of [38:23] effort that goes into making sure uh [38:25] that there is effectiveness and and good [38:28] thinking. Uh at the end of the day we're [38:31] talking about 75 plus% of of the city's [38:34] operating budget. The vast majority of [38:37] taxpayer resources are people. Uh so [38:39] that's important work and uh something [38:41] that I'm uh very proud of the team for [38:43] taking as seriously as we do. [38:45] >> Yeah. And very well done because you [38:47] know just looking at the way it's also [38:49] laid out it has a job title so you know [38:52] and then what is the responsibility uh [38:54] the essential function and then you know [38:57] the focus of service and then it goes on [39:00] and [clears throat] [39:01] how it affects the organizational [39:03] culture. So, it's laid out in like a [39:05] summary of that particular job. And [39:09] [clears throat] if you want to look at, [39:10] okay, how much are we paying this person [39:13] who's doing all of this? And what grade [39:16] are they? And and so [39:18] these three things all go together, [39:20] >> correct? [39:21] >> Yeah. [39:23] >> Pretty talented group of folks on the [39:25] cover. It's [39:26] >> really [39:28] [laughter] [39:30] missing police chief Schwarz. [39:34] We'll photoshop her in there after [39:36] [laughter] [39:38] that to the list. [39:39] >> Yeah. [39:39] >> In the passenger seat. [39:42] >> Really nicely done to Greg and the team. [39:47] >> As I said to uh Bethany and Greg when I [39:50] after I um read through this, I said, [39:54] >> "This is really a big improvement from [39:56] last time." And I'm trying to find my [39:58] hard copy of the 22. And I don't think [40:02] we gave you a hard copy. [40:03] >> That's why I got to do the paper for [40:05] stuff like this. [40:07] >> So [40:09] >> anyway, nicely done. I really like So [40:11] this is [40:12] >> again will be things that I will hang on [40:15] to for a long time like the others like [40:17] the four studies that we have. It's [40:19] always good to go back and take a look [40:21] at [40:22] >> what we did and and because those [40:25] studies inform the budget as we move [40:27] forward. Thank you so much. really well [40:29] done. [snorts] [40:31] >> Any other comments? [40:34] >> So, um without any other comments, that [40:38] was the only item on our um agenda for [40:42] tonight. And then um we have the in [40:46] March we dive into the financial [40:49] management plan [40:51] and then we start taking a look at all [40:53] of the uh departments and and their [40:57] individual budgets. [40:59] and functions which is this is the [41:01] foundation. So when you come back you [41:03] better bring your big book so [laughter] [41:07] it's like a Bible. [41:11] Yeah. Okay. Thank you so much. Well, if [41:14] there's no other comments [41:16] uh or questions about this, we stand [41:19] adjourned by acclamation. And thank you [41:21] very much everybody. Nicely done.