All righty. I will call the work session to order. We'll get started with a roll call. McKe here. Lantern >> here. >> Friedrich >> present. >> Burnamp >> here. >> Nicholls >> here, but tardy. My apologies. >> No, no worries. >> It was 5:30. >> It says 5:30. >> It says we we mentioned at the last meeting five, but it does say 5:30 in several places. So, >> it's 5:11. We made it work. >> You were absolved. >> You're absolved. >> Appreciate it. >> Okay. And then scheduled items. We'll just jump right in. So, core 2026 core strategies, objectives, goals, and measurables. >> Okay. >> So, mayor and council members, uh th this is kind of uh very unlike the last two sessions that we've done. And the primary reason is because uh we set as we identified last year the intention of audacious goals. and we have not been able to fully achieve last year's audacious goals, but our audacious goals are in process and really consuming most of our capacity as we go into 2026. And so, uh, I think the key thing here is we review and and I put in this work session packet the last three years of goals for everyone to review. Is there anything that we want to circle back on that that are kind of minor things to make sure that we do cleanup on, reaffirm our focus, and potentially get some clarity of direction on some of those goals from council? Uh we can give some updates on where we're at with those goals so that that it's fully clear. Um and then uh try try and get that on paper so that we can go forward. But but the reality is from last year's goals, we have enough work uh that that's going to keep us busy. We just want to make sure if there's anything else council would like to add, >> uh, that we've created some space in order to to work that into the work plan and get clarity on priorities. So, with that, uh, I can I can do it a couple different ways. Every everyone has it in front of them. Uh, I can put it up on the screen, but we can also just talk them through off the documents that you have in front of you. And I would ask, is it helpful to go all the way back to 2023 and 2024? Do we want to focus our energies on 2025? What what sort of format I as I said I've left it flexible uh for your direction in terms of what you find 25 is fine. We've kind of gotten older prior several times. >> So so if we go to the 2025 goals uh I I would say last year that we that we set a pretty robust effort. So if you recall we had two significant almost half day work sessions uh working on this and then uh staff itself uh the department heads I think we did four or five work sessions. So we have work sessions prior to the work sessions with council and then and then we did work. So I I think we flushed that out pretty well and pretty comprehensively and there still may be some things. So to to revisit uh the first core strategy enhancing corporate sense of place and identity uh an update on the gateway signage we do have gateway signage that's part of uh the um >> Tivera de development um and so we we should it's it's gone through the whole process. We should get some the the last piece of it. We're talking about the maintenance responsibilities. So we were ironing that out actually yesterday and so that is almost complete. That was the one gateway signage that we had identified. Uh we don't have any other gateway signage projects identified beyond that right now or is there any desire to to add other gateway signage projects or do we want to do like we did with Tivera and when the opportunity presents itself potentially consider including that within the development agreement? I think consider when the opportunity comes up. But >> Mr. Mayor, y >> we talked about the industrial park up on 101 that uh retaining wall. >> I don't think it was as part of the agreement or anything, but >> it was not included in the development agreement >> because that wasn't a PUB. So that's when we couldn't ask for it. >> Yeah, we have a we have a harder time requiring >> I I remember now I was one that would you know it'd be nice if you'd pretty that up a little bit. They did. We did ask them to engineer the wall to allow us to put a sign on it later. Got it. We weren't able to get we weren't we didn't have a mechanism to require them to construct the sign. >> Yep. >> No, I remember that. Thank you for clarifying. >> So, it is a placeholder >> and and uh there's there's potential other applications coming in, but also not going to be a PUD creating an opportunity for us to do that. So, I think it would still be a city responsibility. Yeah. >> When the time comes to >> to do that. I'd like to have I'd like to see how Tavaro looks and if that really is perceived as being valuable to the city before I wanted to invest in doing others. >> So, let's try to finish that one strong >> and then see how that feels compared to coming in on some other major road. >> I don't want to get a decision point on any other would come up before that one's done. >> Yeah. Even if other opportunities potentially were thrown out, we'd have a lot of time to weigh in on it before we decided. >> Are we part of the design of that or it's up to them? They're artist and >> so as far as the TEA um they have a they had a proposal that was reviewed a few years ago and they are moving forward with the design that was okayed by council at that time. Uh we were able to get our logo updated on it. So we we definitely are part of the discussion but they have proposed a foundation to the sign that we're moving forward with. >> Okay. >> So that's the gateway signage uh city park rename that has been accomplished. Uh uh so under strategic objective one celebrate sense of place. Uh the two goals for 2026 are either in process or been complete. >> Do you want to throw in the mural project as another item that I think we've completed our portion of it, right? We've chosen a design that just needs to get >> it just hit winner and just needs to be done on the dominoes. >> Yeah, I think that I I I don't know that we need to put it down as a strategic goal. I think that's in process and will happen. Yeah. But calling it out, >> I'm just saying take credit for it already doing it. >> Okay, >> I'm good for that. Um, so we'll we'll add that as a third as a mural project. Uh, gateway signage will remain on there until it's complete and then we'll monitor that uh to see how Tober works out for potential future projects and we've already accomplished city park rename. So that will come off. So we'll have two goals for 2026 under celebrate sense of place. Um provide uh diverse community amenities and recreational opportunities core strategy. The strategic object objective was a strategic park plan. Uh established clear vision for a strategic park plan. That's been in process conversations. Right now on March 12th, we have a joint session planned with the parks and trails commission uh for our work session in order to have a conversation about the next step and what to do with uh the the other parks particularly the the park space in Belleather and the park space in Tava. uh in order to to get some guidance on that. Is there something beyond that uh that council would like us to do in terms of strategic planning for parks at this time? And I think our goal there was being able to implement more of the park plan more quickly. So rolling out additional sites as we have park dedication dollars available to do it. Is that covered in two or three? So I would say uh the strategic park plan is kind of well while it hasn't been articulated that way is along the lines of what you're saying. So first it started with defining and clarifying what's happening and how it's happening in Heritage Park and then the subsequent parks uh were identified as potential if you recall we did a decremented list of what's waiting to include some of the OSPs in terms of an inventory and then uh the action plan the next step of the action plan is this work session uh in order to to determine what's the priority for this next phase. Um, so, so maybe not as formal like a playbook, but in terms of how it's folding out, I think it meets the intention that you identified, unless you tell me differently. >> Okay. >> I think it'd be great to be able to begin another park using existing dedication dollars already in hand. So rather than waiting to collect additional resource and then doing something bigger, what are the things that we could advance with what's left after city park remaster is done? >> My understanding from guidance and and how uh staff has been considering how to approach that March, it's actually what can we get accomplished this summer. >> Okay, good. So, so what what can we get clarity on in order to action with available resources and then phase out to identify what next steps would be? Okay. >> To Jeremy's point and stuff, would we get more clarity and direction as to what Three Rivers is going to do? >> So, we actually have a >> yes and no. and then we can then >> so we have we have ongoing conversation with Three Rivers Park District. >> Uh so the next conversation that we'll be having is the the Weaver Lake Regional Trail and the search area. It's actually next Friday, isn't that right? Yeah. So, so there's ongoing discussions in terms of of the plans. They haven't provided any greater clarity. they they hit a pause on on the regional park discussion if you recall that Marge Beard came and talked about how uh it's kind of between us and Rogers and I made my case that when she was here that they've already got one. We we should be a better candidate for that and we had brainstormed on some different uh ideas on what that could look like. Um, and so they have that information, but the the regional part part uh isn't moving forward as far as the search as fast, but the Weaver Lake Regional Trail >> is moving forward faster. >> Traver Park will go in. >> That's what that discussion >> the previous >> Yeah. March 12th will be. >> Got it. >> Because we have two competing parts. >> That's good. >> And get some feedback on where to invest. >> That one in Bellweather, I >> Yep. >> Yeah. We've got two open space parks and two neighborhood parks. >> Really? >> And also an update since we're talking about just strategic those collaborative partnerships and how we're able to to the best degree possible get the developers to invest and fulfill some of those park development responsibilities. So the the bridge or the boardwalk depending I I call it a bridge because of the height. Uh they actually got all the it's not footings, it's pilings. Yeah. So they they got the pilings in within the last couple weeks. It's been touch and go delayed because of weather. Um but so that's that's really good progress. And once once those are established, uh the next the next pieces of it should happen pretty rapidly. So definitely by the time spring comes, that project should be complete. >> Great. >> Yeah, that question can wait till the other the meeting. Never mind. I got another question, but we can wait. >> Nine, anything else you want to say about the strategic park plan? >> Well, think maybe you and I should talk about about it later because I think my understanding of the strategic plan was a little differently and so I'm a little concerned that we're saying we're already on the action plan because I don't feel like we have a strategic basis for the action plan quite yet. Okay. But, um, I think no matter what, we need to have the meeting on March 12th. Yeah. >> That's when we'll get an opportunity to collaborate, get some comments. >> Okay. >> Mr. Mayor. >> Yeah. Just real quick, we got a new guy. Fourth one down there. Was everybody met him? Because I haven't. >> Uh, so thank you, Council Member Barryamp. Uh, >> yeah. So, this this is our new finance director. So, I heard you loud and clear during my annual review, hire a finance director. Uh, Nicia uh went out there, find us great candidates, and we were able to get the best the pick of the litter. And so, this is Matt Selmmeire. >> Welcome, Matt. coming coming to us from uh coming to us from Met Council. Uh it's Matt Selmmeer with a silent G. And so now that we have two Matt G's, we're trying to figure out the best thing to call him. >> How about the king of coin? >> Coin works. >> And I think he should have his own unique challenge coin. >> We get all kinds of or we could just have hand out pennies. I mean, this is Corkran or >> uh um but yeah, so we're really great. Matt's Matt's been here since they started on the 12th and uh it it has been a a tremendous relief to have somebody in that seat and I'm excited for what's what's coming ahead. Well, uh, >> to answer your quick questions, which I imagine are coming in, what's this look like as it relates to our our current contracted financial services relationship with ABDO, we're doing what's called the gradual release of responsibilities. >> And so, uh, we're in the phase right now in which Matt is get getting the lay of the land, the landscape, understanding how the sausage is made. Uh, and then the next phase, he'll be in there with his hands making the sausage with the ABDO person there. And then the last one is kind of I have a problem, I don't have this, that sort of thing. And so it it it's a three-month process. And then >> the fourth one's kicking liqu. >> Uh we still are partnering with our good friends at ABDO. Uh >> on select projects, just not as the overall. So, so, so they they help us out and and their their history and understanding of our history >> uh is tremendously helpful in solving some of our true >> but uh first priority that Matt's been investing in is is escrow >> because that's been uh an expensive >> service for us and so we're hopeful that that will be the first thing off board. >> Wonderful. >> Sounds good. >> Anything you want to say, man? >> Just happy to be here and um Uh, I think Jay covered it all. So, it's >> Well, of course you're happy to be here. We know where you used to work. >> Yeah, >> it could only go up. I'm just >> I was thinking there might there might be a comment or two about the Met Council. >> Oh, there will there will be. >> That's okay. That's >> not even directed at you. Just in general in finance, the Met Council, though. >> Yeah. No, you'll just you'll just hear some in general over the next years. >> Yeah. No, I'm I'm sure that's that's not uh unusual. So, >> yeah. How long how long they're mapped? I wasn't paying attention. >> I was there for 12 years. >> Okay. Nice. >> So, I worked in environmental services, uh various finance roles >> and uh so yeah, so I'm excited and >> you've got an environment here. So, >> yeah, >> enjoy. >> Yeah. Thank you. >> Jump in, man. >> Thank you. >> Cool. Uh so if there's nothing else on uh diverse community amenities and recreational opportunities um I will go to the next core strategy hearing none. >> Uh so maintain excellence and safety and security for our community. We had two strategic objectives. One was fire service planning and the other one was diversify sustainable revenue streams. Uh in terms of fire service planning uh we had a lot of conversations. Our three partners were involved with us in our facilities condition assessment and our space needs analysis. They provided really important feedback that helped us understand what our our future fire uh house needs could be. Um and then we also grew in our understanding that our three partners are in various places. Two of them are their fire chiefs are going to retire soon. So they're on the cusp of significant leadership change. They haven't identified exactly what that is, but both have been very vocal that that's the plan. And so, uh, they're they're on the cusp of that change. Uh, our, uh, partner to the south has added, um, multiple other agencies in the last couple years, which has changed the landscape of their operations. Uh, and so what we affirmed through our conversation when we had our work session is they're providing great service to us. that's affirmed when we've had calls in the community in terms of them showing up uh and protecting people and property. And uh so that that's where we're at with fire service today. Um as as far as the the long range planning. Uh one of the challenges has been as we're having the space needs discussion for the city hall and and the police department. uh some of the voices out there are trying to co-mingle the conversation. Uh even though I have stated publicly every time fire service comes up that should council decide that they want me to create a fire department, I would be here to do that. Somebody else would do it. Somehow I still end up accused of scheming to create a fire department. >> Same. >> Uh and so um that's that's frustrating. That's not true. uh we have three great partners providing service. On that note, I've been doing some thinking and I I almost wonder if we it would be worth it to bring forward at a upcoming meeting sometime just a resolution to kind of state that we're maintaining status quo for now until you know future date whenever that would be where we can maybe do further studying and have the capacity to actually act on and and the need to act on doing something whether it's a building whether it's whatever that ends up looking so through another decade or something like that. >> I think >> I'd agree with that. >> I think it's fair to say that we've we're getting everything we can out of our previous plan and that we've, you know, done a good job of taking stock with our partners on where they're at, what they can provide. And I think they do provide good service. Um, and we were I don't think that's ever been disputed. So, I think we're think we're in a good place operationally. Um, I think to your point, as we look forward, what the future holds, we know that there's the costs are escalating quickly and that we're going to have to have a plan, but in the midst of prioritizing, you know, what our immediate needs are with facilities and everything else, it could probably make sense to know that that is functioning well. But I think it's we're going to have to in the future probably develop strategies, but that's probably the the least of our worries functionally as a city, I would say. So, so a potential recommendation uh from what I hear you saying, Mr. Mayor, is is for us to bring forward a resolution uh to commit to maintaining the status quo outside of some unforeseen circumstances. >> Yeah. >> Uh until such a time that we can conduct another uh fire services study, however, we do that. >> Uh that allows us to get through this window of of specific campus planning and focus on that. It clarifies to the public for those who are trying to co-mingle this conversation that that isn't part of this conversation. We're committed to the present status quo. Uh and then that also buys time uh for those departments to kind of settle down with some of the changes that they're on the cusp of or they're in the midst of. Um, and hopefully it helps with some of the I feel like maybe not it's not um, you know, a bad intention, but I think what happens is some form of a game of telephone of, oh, Corkran's looking at doing this with fire. Oh, they're doing a new building. Oh, they're going to build create their own fire station and their own fire department. And suddenly all of a sudden, Jay, Tom, why are you guys creating a fire department? We're like, we're not. So hopefully this would be something we could physically point back to and say this is our policy is what I was thinking. >> I think it provides clarity for our partners too in terms of our expectations so that they they don't have any confusion about what our present priorities are. >> Uh it also gives them a hey at this time or whatever that date is we're going to ask questions again. The last fire service study was completed in 2018. the community looks a lot different now than it than it did in 2018. And so I think a refresh on the on the fire services study is probably in order before we try to make any strategic decisions about facilities and the fire service realm. >> So I I'll take that on for the fire service planning. Uh the measurable bill will be a um a resolution committing to the status quo uh barring any unforeseen circumstances. >> Sounds good. Uh, as far as diversifying sustainable revenue streams, um, we're probably our our greatest opportunity for a sustainable revenue stream, uh, is with with the, uh, franchise fee potential. Uh, and we're not at a place yet. It's it's it's taken us two years to get our first franchise fee over the finish line. >> Well, we did >> franchise agreement. >> Franchise agreement. Thank you for clarifying. Yeah. So So there is language in there that leaves the door open for a franchise fee. >> Uh but but not at this time until we have the other franchise agreements in place and and then we'll get clarity on what those expectations might be uh and be able to communicate that to the public uh because that impacts our our users. uh who are partnering with those franchises. So the communication plan becomes really critical then so they understand. >> Can I quick question? >> Yeah. >> What kind of timeline do you think it'll be with the other ones? >> So uh we have one of them is beginning the process. I never would have expected that that the first one with Excel would take us two years. It was extremely frustrating. >> Uh and I also can't say like it wasn't sitting on anybody's desk. it got passed back and forth so many times. >> Uh they're just when when you can't agree on certain things and you don't have a leverage in order to like like we're we're not in a place with a lot of leverage. Um >> you have to approach the conversation a little bit differently, >> but I would expect at a minimum at least a year. So uh um Kevin primarily has been working with John Thames very diligently. Uh, and so >> I think here's a a safe assumption. I think we want to the goal for us would be to wrap up sooner. >> Yeah, absolutely. >> And the information once we have an agreement with an entity, it's easier to say that agreement is already in place. So my understanding in talking with the attorney is once you have an agreement, it kind of coaleses around that in the industry so to speak. So I I can't promise that, but our I would say one of our goals be is to wrap up the other two and they should happen faster now that we have a formal agreement. So basically those terms almost applied to the new one. We have a stronger case for that. >> So a potential measurable could be by the end of the fourth quarter to have have all of them brought before council for approval. >> When we say all of them, so we have Excel, what are the other entities? >> West Henipin Electric and uh >> right Henipin Electric. So right >> and center point energy >> and potentially >> CCX >> well that but broadband so Comcast and any other broadband providers in town >> com >> I think you can I think it's >> so I we just had >> I think they play less into the uh re you know the this topic of conversation with the revenue I don't think that applies commonly >> so so I I've got a tutorial today on on broadband and Alicia and I were there for legislative update and uh it's actually been uh kind of contentious trying to get franchise agreements in place for broadband providers uh because there's some >> some uh federal requirements that that give them a loophole out. Uh there's only one city that's been able to get a franchise agreement in place with a broadband provider. That was Woodbury. And so I I just found that out this afternoon. So I plan on taking a look at that to see how that would fit. uh present people in the community, the the Comcast and the others providers in the community uh were identified in the conversation and because they do other sorts of things that's so um that was a conversation with Daniel Lightoot today uh from League of Minnesota Cities. I think it's a potential opportunity a lot of hurdles >> something to keep track on. Um, and I know some of the CEX people, their legal help has been on the forefront of that that topic specifically. So, I'm sure they'd be willing to help us uh if we had to pick their brain a little bit on how to handle that. So, >> yes, sir. >> Be worth looking into. But other than that, I think that would be all of them. >> Did you have another question, Ch? >> Um, well, it's more of an idea, and I don't I don't even know if this really relates to this topic. It might be something different, but when we have developments coming in and how we have them um allocate monies to like park funds and things like that. I'm just thinking about the the substation and that the city ended up probably spending a fair amount of money on figuring out where that substation was going to go as not a direct revenue stream, but like a savings. Could we somehow write into our code when developers are coming in if there's going to be additional electricity needed for that development that that's in place somewhere within their property? The substation. I mean, I know a lot of things have to fall into place, but it just seems like there should be additional thought put into that where the developments are going, especially since we're we're growing so quickly. If that happens again, I don't and I don't know what that would look like, but it just could be a something that if we're able to have that included as part of, hey, did you review this with the electric company so you don't end up putting a substation here? And then the city ends up being caught up in a case where we're spending time, staff time, trying to figure out if we have to be involved, if we don't have to be involved. So one of one of the challenges to respond to that and Kevin can confirm or deny this when is is uh those demands we don't have mechanisms that help provide the feedback that gives us clarity on what those user demands are going to be in a lot of areas other than through in and through our partners. So like we have sack rates that come out so that we understand what what this is going to come through that's through an outside entity and it really becomes a pass through in which they tell. Similarly, Kevin, it's like if there's an electric demand, uh that that's and then which zone they're in also, you know, so we have some that are in the Excel zone of service and some that are in the west >> I keep saying west right Hen electric zone. >> It also has something also has some bearing to do with where the transmission lines are located. So, even if we say >> um we expect you to put land aside for a substation, I don't know exactly how that would work. Uh my concern would be if they're not near a transmission line, Ray Henipin isn't going to put it there. They have to go with where their infrastructure is. >> So, that would be another complicating factor in that. >> Yeah, I think it would be tough, but if you can find it somewhere that's done it, definitely bring it into council and we can take a look at it and see if it applies >> and it's workable. Uh uh Jeremy then Dean >> it might be worth considering capacity when we're doing the comp plan next. >> So work with Excel work with right henipin where are they with regard to supply versus what we're planning to develop over the next planning period. I would say the same thing for natural gas just to make sure that we're not close to a capacity where they're going to have to increase pipe diameter and rip up a bunch of people's yards and that kind of thing. Just understand what that landscape looks like. >> It happens pretty easily or clearly from my perspective. Na, you can speak to this in terms of uh sewer demand as we talk about the Musa like just recent conversations that we had understanding their plans as their owners or uh operators of the infrastructure for the Met Council is for the sewer capacity. Um but it's it's pretty transparent to me in terms of the other demands and how that planning happens. Do you know how that gets tapped into like like we're very carefully having conversations about >> sewer capacity and how we meet the water demands and how we're looking at the the transportation infrastructure >> but but as far as the gas >> and the electric and even broadband in today's world >> should we cover there for a while but >> just a two quick comments we actually negotiated in a formal meeting schedule with Excel so our previous franchise agreement We can ironically force an annual we actually have >> written in the agreement that we have to have structured meetings with them >> is a step towards addressing the issue of making sure we're talking about capacity and gaps and understanding their investments and what their timelines are. We didn't have a formal schedule. So communication was one of our priorities with them. So we did we did that was one of the things that is new to the agreement that we do have a formal required schedule. So, if they're not meeting with us for whatever reason, we can fall back on that in the ordinance and there's some more teeth added to that that I think would be able to be rolled into the other ones. Um, or that's at least our intent in my understanding. So, I think that addresses the communication issue a little bit. The other thing that I'll add is there they're still public utilities like the public utility commission has its own rules and regulations that sometimes supersede our regulations and abilities. So they are an entity with a fair amount of entities with fair amount of powers and rules that are given to them by the federal government and other agencies. So we're not we're working with somebody that in some cases might have more authority than us. So uh that those are some of the challenges that we face in these conversations. But I think the the forward advance that would got us that formal request to have ongoing quarterly meetings >> which I think will help everyone with some of the unexpected things that are coming >> solve some of these problems. >> And Natalie, I don't sorry. >> Sorry. Go ahead. Um, Natalie, I don't know if you're familiar with any of the new stuff that Met Council's these two new tools and uh stuff that for planning that they're launching for 2020 six for the 2050 planning cycle. If you've played around with that, I don't even think they're finished with all of them yet. And I don't know if it covers stuff like that, but it does cover a lot of different stuff that you wouldn't think, at least in my opinion from what I've heard on LUAC, that wouldn't be part of >> a toolkit and hasn't been in the past. So >> maybe when you get familiar with that, if there's anything that would be valuable for >> Yeah. >> Yeah. I don't know if I don't know if what they would be looking at would be dealing with capacity for electrical. And I know >> Center Point's Be careful what I say in public. Centerpoint can be very secretive where their infrastructure is located and that there's reasons for that. >> Yeah. >> Um so I don't think that that would be a map made available by Met Council, but I do think it's we could certainly reach out and try to see what planning might be in the works. Yeah, I think in the next few months they're going to be releasing some sort of set of tools for planners. >> Mhm. >> And you can play with and actually use for planning purposes and it gives you all sorts of data. >> I know they had to do something because of the the climate goals. So there they >> stuff that kind of spun out from that and then some stuff it's like I don't know why that's necessarily there, but it's a tool that maybe will be useful someday. Yeah, >> I do think it'd be helpful for us to have conversations about what some of our current revenue streams are that you might not be as familiar with because we don't talk about them a lot. So, so like Kevin and I were just talking about MSA and uh at some point it will be helpful for us to have a conversation about how MSA is applied and and how do we use that for our our road infrastructure. Um and so there there are those sorts and types of funding streams for some of our different areas uh that that would be helpful for us to do kind of a comprehensive conversation. And in terms of diversifying uh our sustainable revenue streams, I I think it also from a long-term strategic goal um we have a finance director now and for the next year his plate overflow it. So, so this is a a really good project, but it would either be added capacity because it's not going to be immediate. We have so many immediate needs that that he's not going to have the capacity to do that, but as he gains it, he's also going to have tremendous insights to share with us about what he's learned. >> Um, and so, you know, we're just at the front end of that. >> I think longterm is great. I mean, we don't want to over I don't want to overload. It might be a really good 20 the follow on get it in place so that we can have a in 2027 a more thorough conversation about it. Maybe bump that to a 2027 goal u is something to consider with the other competing demands that we have. >> I think it would be good to have a measurable round interest income. We've talked about that for the last two or three years. >> I know we're getting better at it. It felt like in the last budget cycle we didn't have a lot of revenue expected despite that progress. So it would be good to understand what additional levers we could pull to maximize that. >> So going towards that end actually today uh I'm going to call him G Money had a conversation with our investment portfolio owner uh Corey. Um and so um we're going to be able to have a lot a lot more eyes than I've been had had the capacity on it. Um, I was easedropping on the conversation and I'm excited to to see what's happening next. >> Great. Cool. >> Dean, did you have a question after Jeremy? >> Not a question, a statement. When Wright Henipin was here and we were here in all the elbow and everything related to the new substation. The question that I gave them was what is the capacity for the future of Corkran based on our comp plan. They said that was the last station they needed to add. and the capacity was enough. If they needed more, that's where it would go. Went through the same thing when I was over in Maple Grove about substations and those kind of things with a substation that was put in by station five. We did the same thing over there and that was when Corker Maple Grove is about 45,000 people insisted that Excel Great River right Henip and come up with a plan and get land purchased for future substations. So might be a resource there. But what I remember >> the person from Wright Henip and the CEO and such that is our future should have been here 20 years ago. N >> and then the one up on uh 117 was the other one and didn't know why we were asking. So >> that's kind of how I remember it too. Just an FYI, we should have enough capacity and >> at least for right Hannah >> the old substation should be gone by fall of 2025. So >> So the old substation if you've driven by uh the major infrastructure is gone. >> Uh the fence is still up and the reason the fence is still up is so that no snow >> I'm I'm just saying it was supposed to be gone. It's not gone yet. So, >> so the the small uh structure there, that little concrete building, they still need >> uh that's that's part of the piece of cross street. So, that will stay. Uh they're tearing everything else out and there'll be just a minor parking lot. I'm not sure about the materials, whether it's going to be gravel or buminous. Uh but all that should be as soon as things warm up, all the rest of that should be torn out. >> Cool. >> Would they consider >> Go ahead. Would they consider wrapping the building in one of our photo contest winners next year? >> Uh, I had not asked them. Um, the materials of that building. >> You did ask. >> No, I said if I asked the answer would probably know the answer. >> I just they need to be they need to be partners with us. They don't need to be so standoffish. But we're never going to change that. So, >> unless you're voting for the board. >> Mhm. That's true. >> They don't really listen to them either. >> It's also true. >> Just saying. Been been a red henipin customer for 40 years. >> All right. >> So, so for this core strategy uh for the fire service planning objective, the measure will be a resolution coming forward committing to maintaining the status quo. And then for diversifying sustainable revenue streams, uh the measure will be at this point will be uh complete uh remaining franchise agreements by the end of the fourth quarter. >> Like it. >> Okay. >> And I I would say establish a goal for interest income >> and uh a measurable in terms of interest income. Okay. Uh so core strategy ensure high quality market driven growth. Uh clear city vision for intentional growth. >> I think you could just cross all that out and say 2050 plan process. >> Okay. >> Right. I mean that's what we're going to be doing for the 2050 plan >> or the objective 2050 >> comp plan. >> So there's nothing we're going to do in 2026. No, we'll be starting. >> So, for goals, uh what we could do is um we do have um a kickoff scheduled in the third quarter. Uh that's when we'll start the the comp plan. But I would say in terms of intentional growth, the first step of that is actually starting at the February 12th work session with R Mary Build and the economic development strategic plan. >> That's that's a key component of that. >> Yep. So there would be two different goals and I think it's starting the 2050 comp or kickoff for the 2050 comp plan and then the economic develop complete the economic development strategic plan and then to your point yeah the comp plan is going to be a few years to accomplish >> completely. I thought number one from last year was given the lack of traction on the PUD approach to getting green space as part of developments to move to the second preferred method. We had debated back four or five years ago where you basically have to outline these are green space areas and in these areas you have different requirements for preservation to make it a code requirement versus a PUD benefit. Jeremy, if it's okay with you, what I would like to do there is maybe we could have a discussion point in a month or so on a later agenda. Um, Met Council, we just had a meeting through the LUAC about new policies, how they're handling MUSA expansion, comp plan changes, changes to density, and specifically regarding how open space is or isn't calculated. that's in the process. I think it's kind of being rubber stamped, but it's not official yet. Should be official, I think, early February. So, maybe after that, I could bring those materials in and we could kind of go over to see how that might impact us, right? And then >> evaluate that. >> I remember the last time we talked about it, if you required preservation, then it would come out of the calculation. >> Yeah. >> But if it was optional, then it wouldn't. Is that likely to change based on what you're seeing? >> Trying to remember. It's changed several times since they've proposed it. Um, >> I've been advocating for them to allow for negotiated open space to count for it and um or otherwise negotiated preservation areas. Um, >> and so it kind of there's been drafts to your point. It seems like there might be a middle ground where they're trying to allow for some of the more optional stuff to count when it is obtained. Uh, so it'll be interesting to see what actually is the final adopted language. But I do, it's not quite what I wanted, but it's also not staying the same. So it was kind of it was moving the needle, I would say, from what I've seen. >> In a positive direction, it sounds like >> I think so. >> There might be some other things that are not so positive. >> Yeah, overall I'd say negative, but on that area maybe trending. >> Yeah, >> it went negative and then it's maybe trending back a little more positive. >> Okay. Love to learn more. >> So yeah, I'll I'll follow up with Jay and we'll get it on our upcoming agenda. >> Thank you. Mhm. >> Uh and then I think uh goals number two, the ensure policies and procedures and then the feasibility study. This economic development strategic plan is really just the the outcome of exploring the idea of the feasibility study for the county 30 corridor. There's conversations and then and then it eventually landed with that for the whole city rather than just for that corridor. So um so if it's acceptable strategic objective clear keep it as clear city vision for intentional growth >> have goals being kickoff 2050 comp plan and other goal uh economic development strategic plan um and then for measurables the economic development uh sorry the 2050 comp plan would be begin uh public engagement um because that'll happen in the third quarter. >> And then for the economic development strategic plan, uh it would be complete the plan. >> Yeah. >> I think um I don't know how we'd add it, but to just so that we're addressing councelor Nichols item just um evaluate um the zoning ordinance as needed to reach density goals, something along those lines. I know that kind of comes with the comp plan, but to be fair, adopting the comp plan wouldn't adopt that change. >> Do we want to do that as a measurable underneath the 2050 comp plan? >> Yeah. Okay. >> So, so, so supporting ordinances or whatnot. >> So, that that could be a a second goal for the comp plan. >> Yeah. I would be hesitant to lay it in the in the realm of in order to achieve density goal, but more in terms of >> achieving open space. >> Okay. while not violating density goals. >> Could we just keep the same goal, identify and adopt strategies to protect natural resources by ordinance, have that be a measurable, but it would be an outcome of the 2050 comp plan goal? >> Sure. Yeah, I think that >> All right. Uh, so any other comments or adds to the clear city vision for potential growth? >> Nope. Okay, that takes us to our last one. Uh, which which was our big audacious goal. Um, and here we are. I think it's important to first provide an update. So, uh we have if if you haven't seen your quarterly newsletter, uh it outlines we have seven engagement opportunities uh one a month uh between January and June and then the uh August night toite out at public works. That will be the final one in August. Um those engagement opportunities will change. So, so it's intentional engagement based on available information. So, this first one is really trying to tell the story. There's a lot of folks that don't know any of the details. Hopefully, we'll get here. And so, when they when they arrive, they'll be welcomed. And it it says here's the goals for why you're here. And and those goals are outlined in uh well, here I'll even say what they are because I think it's helpful for you. Um so the goals of this first engagement is first to promote awareness so that people understand current facility conditions and future and current needs. Uh to have constructive dialogue in order to share opinions, understand preferences and hear concerns. Uh the third one is to to share an understanding. We're going to listen and learn together. And then the fourth one is to collaboratively solve problems uh in an effort to identify and develop the best potential solutions. So that's the goal of an open house like we're coming and and so we're going to have uh multiple stations when you come through here. This is the first site that we'll have. Um and then as they go through the stations they'll interact with staff, talk to some of the other contracted staff of BKB and Cross Anderson. And then at the end they'll have a couple of opportunities to provide some feedback with stickies. We're getting feedback from them in dialogue I hope. But then also to get some constructive feedback. One of those will be we're trying to educate them on current services and then get feedback from them on are there other services they'd like to see provided that aren't currently provided because that that informs us what isn't in our building that they'd like to see in the building uh potentially. And so that will inform us for the first engagement. Then the second engagement, uh the nuances will change a little bit based on the feedback that we've gotten. And then in third and fourth engagements, that's when we're we've got started to get feedback and we're trying to refine what we need for the survey. So the survey will go out to every home on April 1st or the first week of April. uh they'll get it in the mail, give them a code, they it's a a one-time user code in order to access the survey. They complete the survey uh and then uh we collect that data and that will inform us we'll have that data uh before that last of the first six before the June engagement occur. I don't think we'll have it in time for the May engagement. Uh, one of the things we've been talking about is also I just uh another um community did a video and I just saw I haven't had a chance to look at it but I I saw that I got sent that today. We want to communicate as much information as succinctly as possible and and and as you know there's so much here sometimes it's difficult to digest the full scope and the impact of that scope on the community. And so how do we tell the story? The best way is to tell the story succinctly through a video with pictures and information. Uh so we're looking at creating a 90 second video inhouse potentially collaborating with CCX in in order to try and help people understand how we got here. Um I don't know if you've ever looked at it, but it's pretty cool. There's one picture out there I had it's going to be included in the slide packet in the atrium. 1888 to 1902. One of the buildings there was the grocery store and post office. I suspect that was one of the first >> civic buildings serving the public here in the community. >> Uh and and one of the other things I'm trying to solicit is what do other people know about our buildings? Can we get pictures? This is a great opportunity for us to gain a better understanding on how some of the people in our community understand our story. That's part of that collaborative dialogue. >> Love it. Uh, >> was that the building on 10 like across from where where Domino's is now? >> Kind of. >> Was it was it right there? Was that the building? >> I'm not sure the exact location description. So So what I need is a sit down with a cup of coffee with Bonnie and I haven't been able to talk about I I reached out to Denny Stig uh and I wasn't able to connect with him yet. So potentially other patriarchs and matriarchs of the community that could help me understand. But um I I think >> Marian would be a good one, Jake. >> Oh, that's a good suggestion. >> Marian would be >> Yeah. >> Solid. >> I need to go say hi to her. Anyways, if if you didn't know, sad Butch's funeral was last weekend. >> Saturday. Yeah. Yeah. >> Um so, uh seven engagements, a survey, uh and and the goal really is collaboration. Uh some some of the naysayers in the community are already making suggestions that all conclusions have been drawn and we've got a beautiful building. I wish he'd send me a picture of it because I haven't seen a picture of the beautiful building that we've designed yet because we're not even close to there. and and so making sure that uh we're communicating that to the public as transparently and proactively as possible. >> Yeah. And for people listening, please come to these events and engage. We really really want your feedback. >> So that's the first phase is the public engagement and getting the feedback so that then we can develop based on that feedback and from council direction what we want the facility to look like. Uh, another component of that is we're working on trying to for diversified revenue streams to try and fund it. Uh, last week we're working on some potential language to go forward for a bonding bill. >> Um, a good opportunity for that. Uh, right now the bonding language leads more towards a regional public safety training site. >> Uh, because there's we already serve as a regional public safety training site if you aren't aware of it. uh we we are partnering with a lot of neighboring agencies who come here as uh teams and as individuals in order to leverage our range and other spaces. And so, uh, what what the beauty of that is is some of our spaces, we want to activate it as much as possible. And, uh, and so if we have a user base that's helping activate it, and then that helps build our partnerships and relationships and improves the competency of our local agencies so that our neighbors and our neighborhoods can be safer. >> That's a huge benefit. >> Yeah, I would totally agree with that. And I think that might I keep pushing for this idea of like a laddered approach. The first step on that ladder might be since 75% of the floor area was intended for public safety uses. Maybe that becomes phase one, especially if it's easier to get state funding and bonding to support that outside of Corkran funding it directly with the intent that later you can add additional services, additional buildout of that facility for other purposes. Maybe that's an easier way to get to a desirable end state potentially. We're we're at the front end of the conversation. >> Yeah. >> Yeah. there's there's uh benefits and drawbacks to a lot of the different strategies and we need to flush those out to ensure that we're making the best choices and and in some cases the conversations are happening without the information. And so that's the key thing is we need to we need to ensure the public's informed and understand so that they can make informed decisions >> and and my opinion POPS was a great collaborative effort on four separate communities in town. It was never supposed to be kind of an exclusive kind of deal. It was supposed to be more of a regional training deal and a little bit more accessible from individuals, those kind of things, but it's just turned into what it is today, which is still a good thing, but it's not what your vision is. And that vision of being part of our new city hall, our new our new uh city hall, police department, whatever we call them that we'd call this building and stuff. It's going to be a neat addition. So, very cool. >> And then we were having conversations earlier about are there other options for us to pursue another bonding avenue so that when we talk to our electeds with the present landscape while it's a good idea, is that one that's going to make it across the finish line? >> And then same thing for potentially community project funding. >> Correct. >> So, um, so that's the the funding component of it. Uh and and then the next part of that is is getting into the detailed planning that that will happen uh mid third quarter in order for us to make some decisions to to be able to uh be postured to execute those decisions in the fourth quarter. >> Perfect. One thing that came up in recent conversations that uh I had not heard before, uh so one of the benefits of being a hockey guy who whose kids play with another city administrator's kid is we talk shop at at the games. And so one of the things that I learned at a recent game is the benefits of uh just a second I'm looking for a note to myself of uh construction sales tax exemption. >> So we've never pursued that before. Uh but it could potentially save the city millions of dollars. Uh but it's not easy to get to. And so Chanhassen just recently was able to achieve that. and for their significant building project. What that means is uh you you got what we're doing is tax exempt, but what uh the contractors are doing for us is not. This allows us to recoup all of that tax cost for materials uh that we otherwise could not. And so um the avenue in order to pursue that would mean that we hire a lobbyist >> because it has to be approved by the legislature. It's not an easy thing to get approved by the legislature, but uh what the cost is a lobbyist could cost us between 30 and $40,000. That sort of investment to potentially save$1 to $2 million seems like a pretty good investment. Uh if we wanted to consider that for this project, when we went in for the bonding dollars in 2025, uh for the 2025A, I left a lot of latitude for a building preparation. this would be an expense that could fall into that. And since we've saved good money, uh probably the the space needs study was a less than a third of the cost of what I thought it would be. So, we've got a lot of wiggle room in that funding to potentially pursue a lobbyist. >> That lobbyist could also help us with bonding. >> Yeah. >> And I will say, uh speaking to a number of other cities in the area, a lot of cities are going that lobbyist route this year. Um, a lot of cities that you would not expect, some partnering together that are way smaller than us, some on their own. Um, but it does seem like that's a pretty a lot of cities are going that route. >> Do you want one lobbyist or do you want more than one lobbyist to be most? >> So, you hire a firm. >> Okay. >> Is is what I I've only been involved with hiring a lobbyist once and it was a high payoff. If you hire a person, you're limited to where that person can be, >> right? When you hire a firm, uh, they're pursuing a lot of different things. They can be in multiple places at once >> because sometimes implications of your potential project end up in multiple spaces at one time. >> Uh, and so, um, we have some ideas. Matt's worked with lobbyists before, too. And so, we have some ideas of potential lobbyists. Uh but that would probably be something that we'd have to bring forward to get moving on your soon if that's of interest because the session starts February 17th. >> Yeah. Yes. I definitely interested. >> Okay. Uh the the other part of that um for the the overarching project, where did it go? Sorry. Is uh you know landing it. So we've got to get the feedback, communicate get the feedback, develop the plan, figure out how to finance, and then we got to move forward with the plan. Uh we're not going to finish it in 2025, uh 2026. >> Uh we're going to get to the point that we've got all of those pieces in place to launch it and then the project will will take place in 2027, whatever that project is. So it's it's the key planning year. Makes >> sense. any feedback or particular measurable. I can throw measurables on there based upon what we've already got for a plan. Some some of those are internal measurables, some of those are contracted measurables. >> Yeah, I'd say fill out whatever. There's plenty you could put in there that we discussed. I'd say fill it out to what you think is adequate. >> Unless there's something in particular that you want me to make sure, particular language that you want me to include. >> I don't have anything specific. >> Okay. I think it would be good to have a plan B in case we >> other than the bonding that lobbyist thing. >> I mean, if if we're faced at the end of the year with either we increase the levy by $3 million to cover bonding to do this ourselves or we do nothing. There's a reasonable chance we'll choose to do nothing. It would be good to have a lever we would pull in that event. So, would we get commercial space someplace as an emergency buffer for 3 to 5 years? What what other thing should we have spinning up during 2026 so that we are totally frozen and unable to do anything until revenue grows a lot faster or whatever else might happen? We get bonding approved. How how do we keep our destiny on our own hands? >> Outside of building on your own property, I don't know how you accomplish that. >> Well, we are building on our own, >> right? That's what I mean. Yeah, outside of doing that, I don't know how cuz you can look at potential sites that you could rent, although it's not abundant in Corkran right now. Um >> 101. >> That's full actually. >> Oh, it's already full, I >> believe. So, yeah. Um or close to it. Yeah, I think they're in talks with um another talks with two users and then a third or fourth user as well to the point where they um are looking at potentially phase two starting sooner rather than later. >> Great. >> So I can build >> they're being successful. >> The um so all that to say is yeah the and >> they're they're making very large deals. I think those spaces would be quite expensive. >> Yeah. I don't want it to be a cheaper route >> very much because you're still paying to customize the space >> and and something to I I don't want to chase it because I I do want to be open to as many I but um when when you're trying to set up a site just getting people on site to do that multiple times over time the overarching cost of the project can triple or quadruple if you understand what I mean. So, so what building into phases, you bring everybody on there and you do the first phase >> and then they finish that little first phase and then they leave. You're going to pay all those startup costs in order to do that again for the next phase. >> Absolutely. >> And then so so the soft costs being uh roughly I think what it is like 20 to 30% of a of a project, you pay those soft costs every single time. and and so so now now in terms of the overarching cost of the overall project over time the right now we're projected to bond for not to exceed $50 million uh in order to accomplish the same project that we would have built for less than $50 million in 2027. the overarching project by the time you finish it in 2035 has cost you $80 million, $70 million. Um, so I only experienced that once. Uh, but that's that's a real cost. By getting as much done as you can when you have someone on the scene, there's there's a lot of savings in that. And then also, you know, we we'll see that with the fire station that projected $13 million in 2026. >> I would suspect it's going to be more like $30 million by the time we visit it again in 2030. >> I think Roger's station that they just completed started as a $2.5 million project. I think that was increased to a 5 million. I think their final when they finished it was 11 million. And this is all pre- OSHA new standards which is going to kick everything way up on the fire side. >> But just just as as we think about how to save money, we also need to be realistic. I was having that conversation with Pat Meister. You know, we knew when we built the public works building in 2014 that we needed 20,000 square feet and we built it at 13,000 square feet. So we started from a deficit and now in order to meet the deficit we're going to play quadruple the process the quadruple the cost at this time if we were to do it today and that isn't on the agenda to do today. >> So the costs are going to continue to incrementally go up. Mhm. >> And so in terms of stewardship, do you the best steward? Is it to bite down and do it today? Because in terms of the long-term financial security of the community, you're going to get the most bang for your buck today or do you punt it and then you pay four times that over the course of the next same period of time and and it costs that taxpayer four times the amount. So, you stretched it out over years, but they paid a heck of a lot more instead of saying, "Yeah, I'm going to buy that today." You know, I I've experienced this with a car, you know. So, so you buy a used car that has 250,000 miles on it, you know, you're going to can do a lot of maintenance on it. It costs you a whole lot more than if I had just bought a reasonable uh re reliable car that was newer sooner. I would add too just when you when you build something new, you should really start planning for the maintenance in year one. >> Yep. >> Which increases everything too. >> It does for sure. >> So, uh that's all we have coming off the the 2025 plan rolling into 2026. Is there anything that we haven't covered that you would like us to add? Everything else I have is stuff that's kind of already in progress. We've talked about in previous years and I know it's underway, so I don't have anything new to add. >> When when we did strategic planning last year, one of the things that didn't make it onto the plan, but was very much part of the conversation was how do we leverage technology in order to be more efficient and effective in our service delivery? And so, so I think that it's helpful for us to touch base that even if it doesn't hit on the plan, we've gotten the direction and we're moving in that direction. >> And so some examples of that, Granicus has been implemented. Uh an example on how we're learning and growing with Granicus is uh when it defaults to 5:30 when we thought it was five. That's helpful. Another thing that we learned is uh it when we started this is the first packet that we used the confidential point in order to try and provide some information that we didn't want made public and it prints different to the public. We just learned that today. Uh so so there's that's that's a helpful thing for us. Um we're going to set up some before the next is it the next work session? You'd want to do it before the next council meeting some I legislate training. um >> take about 10 minutes. >> So, so before the next work session on on February 12th, uh those who would like a refresher on I legislate, uh Deb's going to do a quick refresher on I legislate. Um it became evident to me that now that we are leaning on I legislate in order to see those confidential pieces that not everybody's been using I legislate in order to access that. So, it might be good for us to do a quick refresh and make sure everybody does that if we're going to leverage that as a capability. Um, and part of the reason I was trying to leverage that is I heard also from from you all that when possible, you'd like to see the materials in advance rather than walk into a closed session and and seeing them for the first time. >> And so, we can leverage the technology to do that, but we need to make sure that you've got access to the materials. Um so that's that's granted kiss municode is in process. Uh that project is kicked off. Uh >> laser fish >> the the laser fish project uh >> pos positive on that. Uh we've recently there there was some concerns that maybe not all of the materials that we had had been scanned. There there was some concerns there. Uh we validated that everything was scanned appropriately. uh that doesn't mean that it's filed exactly the way that everybody needs it to or prefers it to and so there's some some work that's going on that with that in each department but so that's the laser piece project um the uh Questica project Matt's just beginning that he's got a meeting in Feb first week of February I think for some training >> um but if you >> might be next week oh wow it's coming up already so so uh so so that is the software ware that's that's going to help us when we get all but the first phase is how to do um personnel costing so that we have more reliable format for our personnel costing than an Excel spreadsheet. Uh then it's also going to have some budgeting tools that help us. But in the long term, once we get everything in and it's humming, it's going to be an interactive opportunity for the public to actually go and check out our budget to the degree that they want to. Very transparent and and it provides dashboards for our department heads in order to understand budget to actual and what's happening so they can make intentional decisions with accurate information. It's real time. >> And same with laser feast in terms of public access uh with that portal. Madina, I've said it before, does it have fantastic job of that. Once we have it all sorted and everything of you have your property or you want to see how your neighborhood got approved from in 1979, you just go down the year meeting, you can search the development name, however, and has all the documents from that. >> Yeah. So, I just want to add with the new scale servers that the council approved in late 2025 that will get us the capability to add that laser. So, >> love it. >> Hopefully, we'll have that up and running by spring. >> Sweet. Yeah, it's underway. So, >> what am I missing uh rest of the team uh in terms of what we're leveraging for technology right now? Uh permitting change, >> license plate readers, >> huh? >> License plate readers. We have >> all cameras >> doing those. We're going to have a big project coming up. It's it's been in the CIP as far as records management system stuff, but yeah, those are the big things that we're looking at right now. >> Are we happy with the number and placement that we have the four offers? >> Um yeah, the the they've been tremendously successful. I think there is there's one known gap um that we're looking How important is it that I think it would be? I think ideally we would want to add one more, but I think also we're we're we've been highly successful with what we have. We'll say that. So, we're doing very good. >> Evaluate and bring it to council if you think it's worth it. >> Just a quick suggestion on the flock and stuff. Is there a way to get those mobile? >> There is. Yep. That would be another thing. Can we can we do that and and lease it to, if I'm saying it right, neighborhoods that maybe have troubled spot and it would help us identify some things. >> I think if we've identified problems, we could we could certainly deploy it to those areas. And I I think I don't think there'd be somebody to lease it to. We can place it based on where the hot spots are and where where our problems are. grabbing for instance construction site thefts or >> I do know there are some HOAs in the area some in Cork and some in Madina some >> saying there there's neighborhoods asking for more coverage more whatever well that's above and beyond what we're doing and if we could do something like that with it being legal and stuff but again that that data is restricted but I'm just I'm thinking outside the box on >> yeah I think what we can do I I can try and put together the data on what what have we seen from actual success from what we have. So you guys can kind of see what's what's our ROI, what cases are we seeing it used in and then also what are the options, what would make us incrementally better versus staying the same. It can be considered in the context of what we learned from having them for the two years. But >> and a big a big one was last night, wasn't it? that helped those cameras helped >> identify. >> Actually, that was I think one of the one hole that I talked about may have been brought to light last night. >> Okay. >> So, we did not it did not trigger and we're trying to figure out why and that's just >> Got it. I'm just saying that that that was huge to be able to assist that. >> It was huge and it was actually I think hit on Plymouths. So, >> and that was how they they found. So, I think it's Good, good, good, >> cool. >> Will you close the doors, please? >> And and then wi with the technology that we're leveraging, you know, the SCADA systems that supporting supporting utilities, that's that's been working really well. I'm not aware of any issues with that. >> Yeah, we're fully converted off a cellular notification to SCADA. So, that's a significant uh sophistication in our ability to monitor uh our sewer and water systems. >> Cool. So, so as as we have this increased demand that that means that we need personnel that understand how to maintain it and and how to respond to it. Uh I'm happy to report that we had 72 applicants for our open IT technician position. >> Fantastic. >> Uh and Alicia's been working on that. Had some interviews and uh um so that that's really great progress to potentially get that kind of help that we need. But that's critical to recognize that when when we increase our sophistication, it also increases our demand for for capability to be able to respond to any issues. You >> mentioned utility. Any other utility projects we should list on the 2026? >> I mean, we're really we're we have a goal to do a read study. >> Okay. We had it actually last year. We rolled it over this year, kind of paused it just to with the f with the to switch to the finance director position. That's an opportunity to let him be involved in it. So it kind of slowed down to let him ramp up with us. But we would we would be looking at that and then outcomes of that you know would be fall under diversified revenue sources too like do you do anything with the water tower like in terms of rental or all that would be evaluated in that study. So um are there are there other things that we can look in terms of collecting putting something on the tower that collects the data instead of driving around in terms of utility billing. We're always evaluating that stuff. That's part of the process that we bring forward anything when the time is right. Um but I think the the rate study is really the next piece before we make any recommendations related to utilities. >> I guess the only other Oh, sorry. >> So, one other thing uh I think we mentioned this a couple times. I'm not sure if Russell council would agree that it's a prior ordinance. The rental ordinance we adopted two years ago. Do we want to talk about if if the mobile home park is moving from a leasing a pad model to actually leasing homes to residents? Should that be something that falls under the safety inspections that we require for rental license? I don't know if that's a right now decision. That's probably going to be a little bit trickier to figure out and I don't legality. >> If I could make a suggestion that might be a good conversation after our lawsuit's concluded. >> Yeah. >> Yeah. >> That's not good call on that. >> I think it'd be good to include on a list like something that we need to probably review. >> Yeah. and put it on the list for whenever that part >> not not related to that just the review of the rental ordinance and keep it >> keep it that way until we talk >> we can put that on the work plan doesn't need to be a strategic goal >> um so since this last point as Kevin was talking the thought came to me that might not be trans it's in process but it doesn't need to necessarily be listed as a goal uh but if you're wanting to check off some things that we accomplished this is a way to do it so if you recall we have $10 million bond on the water infrastructure >> and uh we are going to be building that infrastructure this year >> uh by necessity because we have certain timelines in order to meet the bond requirements that we have to meet and so some decisions will be coming forward here soon uh but for the most part it was already identified there's not decision-m there's just execution in terms of well locations and and some of the other stuff but there are some other decisions that we'll have to make so it might make sense to put that water infrastructure uh related to the 10 million to to bonding uh as a goal. Uh what kind of infrastructure are we expecting to do this year with that? >> I saw a well. >> So So four projects uh I'll let Kevin talk to it actually. >> Yeah, be municipal well number two uh for redundancy up in Northeast. >> That's going where? Kevin, can I ask? >> That was planned. We did a test well in Bellweather Park >> in that open space park. >> Yeah, technically the neighborhood park. >> Um we have the raw water main stuff there. We did test well there previously. Um so that's planned. Uh we we would be looking at water storage and supply in southeast. So booster station at the site of Cook Lake Islands. Uh, and then also water tower for Southeast to help with some pressures and storage down there. And then, uh, >> but that would still be hooked to Maple Grove. And then >> Southeast will still be hooked to Maple Grove. And so some of that, >> we'll be working with them on that. So that was always planned. It helps some of their low areas too, but it certainly helps some of the higher areas like in the Ravenia neighborhood. I, you know, they're in the pressure range of acceptable, but it will bring them up more to the mid-range. So, some of the locations not too far from uh central, south central are at the highest elevation, you're going to experience the lowest pressure. So, that will help increase the pressures in the highest elevation areas. >> I've had that experience. Yes. >> Uh and then uh then we're looking to pursue potentially some sort of utility building um with with the remaining funds as like the fourth project. So we're working through some of that right now. Um but that would be >> so we've had initial conversations during the space needs study. We'd identified the need for significant infrastructure and the presumption was made that we put that out the public works building and as we were looking at it practically in terms of how we serve the community. It doesn't make a lot of sense to have all of the utility support equipment on the far west side when all the utilities it's supporting are on the east side of the community. uh in in terms of of responsiveness and in terms of wear and tear on the maintenance equipment, it it doesn't make a lot of sense. So then as we looked at existing city-owned property, the potential of it, a space that we could also get uh potentially leverage some other maintenance needs is if uh there's a little 5 and a half acre site, Bob Krauss's home. >> Just to the north of that, there's a roughly 5 and a half acre site uh on the property that we own. Uh it would be a really good location for two reasons. It would serve the utility needs of the community really well. It has access to a major artery on 10. It's close to the other utilities. And we could also include our parks maintenance facility needs and eliminate the need for a parks maintenance facility in the south. >> Uh and we could build the facility with bonds uh with bond dollars, remaining bond dollars from the projects and potentially some uh other utility funds so that it wouldn't have to impact the levy at all. >> Correct. Would it be possible to include, I don't know, 10 to 15 spa space for 10 to 15 offices for use in the future if you needed more room? >> So, what we looked at was roughly 10,000 square ft with the money that we'd have. $3 million is what we were thinking in terms of rough planning and uh at this point it's going to be tight with the maintenance needs that we need, but but we'd have enough space on that site for potential addition. >> Okay. >> It's still early. Still early. It's right. Right. It was conversations about feasibility. >> We we aren't in design. Uh >> and and we have to see how much is available after we've done the key infrastructure improvements that we're already committed to that Kevin talked about the water tower. >> And there's the potential there that we could have enough savings to knock out some of that public works infrastructure need in a way that's going to better serve the community. Yeah. >> Perfect. >> Anything else? Anything else? >> Not that I can think of. Anything else from staff? >> All right. >> Okay. With that, I'll entertain a motion to adjurnn. >> So move. >> Second. >> All those in favor say I. I. I.