Finance Management Subcommittee

65 Civic Avenue Pittsburg, CA 94565 P: (925) 252-6900 F: (925) 252-4814 pittsburgca.gov AGENDA FINANCE MANAGEMENT SUBCOMMITTEE Friday, September 15, 2023 3:30 PM Pacific Time (US and Canada) Pittsburg City Hall First Floor Conference Room, 4B 65 Civic Avenue Pittsburg, CA 94565 Subcommittee Members Shanelle Scales-Preston, Mayor Juan Banales, Vice Mayor 1. Public Comment on Non-Agenda Items 2. 3. 4. Budget Review – August Staff will provide the Subcommittee with an overview of the 2023-2024 Fiscal Year Budget for the month of August. Subcommittee feedback requested. 5. ARPA / General Fund / Measure M Update Staff will provide the Subcommittee with an update related to the City of Pittsburg’s ARPA, General Fund and Measure M. Subcommittee feedback requested. Subcommittee and Staff Reports or Remarks ERP Status Update Staff will provide the Subcommittee with an update related to the City of Pittsburg's ERP. Subcommittee feedback requested. Fleet Purchase Update Staff will provide the Subcommittee with an update related to the City of Pittsburg's Fleet Purchases. Subcomittee feedback requested. 6. 7. Adjournment

65 Civic Avenue Pittsburg, CA 94565 P: (925) 252-6900 F: (925) 252-4814 pittsburgca.gov MEMORANDUM To: Finance Management Subcommittee From: Paul Rodrigues, Finance Director Re: Agenda Item No. 2 Item No. 2: Budget Review August Staff has been providing the Finance Management Subcommittee with monthly budget reports since the Covid-19 pandemic. The report compares the year to date revenues and expenditures to the annual budget. The Subcommittee has found this report to be helpful in identifying trends and items which require a closer examination to determine if budget adjustments are required. Many revenues and expenditures are received or expended on a consistent monthly basis, while other revenues and expenditures are received on an annual or quarterly basis. Staff will present a brief presentation highlighting many of the City’s funds and departments. Subcommittee feedback is requested.

1 65 Civic Avenue Pittsburg, CA 94565 P: (925) 252-6900 F: (925) 252-4814 pittsburgca.gov MEMORANDUM To: Finance Management Subcommittee From: Sara Bellafronte Re: Agenda Item No. 3 _____________________________________________________________ Item No. 3: ARPA / General Fund Surplus / Measure M Surplus Update The following are tables giving additional detail to figures presented for item No. 3. ARPA In Action, Slide 3 Project Earmarked Allocated Spent Frontage Rd Trail $812,250 $812,250 $155,056 Courtyard Hotel $600,000 $599,000 $579,426 Code Enforcement $100,000 - - Business Coaching $350,000 $200,000 - Fleet Study, EV Chargers, Vehicles $1,500,000 $207,189 $35,575 Heart of Pittsburg Beautification $388,000 $388,000 $14,129 Premier Fields $3,535,477 $6,078,288 - Dream Courts $5,750,000 $5,750,000 - ERP $1,190,000 - - Non-Profit Assistance $400,000 - - COVID Response $400,000 - - Business Incentives $300,000 - - Trash Capture Devices $400,000 $400,000 - Marina & Senior Center Solar $115,000 - - PACF Assistance $400,000 - - Homeless Cleanup $400,000 - - Total $16,640,727 $14,434,727 $784,186 .

2 Measure M In Action, Slide 5 Annual Revenue $1,748,700 $1,360,803 $1,659,570 $1,945,276 Earmarked FY 22 Revenue FY 23 Revenue FY 24 Revenue FY 25 Revenue Allocated Allocated Proposed Proposed Econ Dev-W Leland Traffic Signal $850,000 $850,000 - - - PW-City Park Tree Removal - $63,700 - - - PW-Streetlight Data CCTA (2 Years) $135,000 $85,000 - - - Youth-Marina Center Improvements $1,500,000 $750,000 - - - 3rd Party Code Enforcement (3 Years) $300,000 - - - - 3rd Party Park Patrol (3 Years) $865,000 - $200,000 $200,000 $220,000 3rd Party Security Cams– Marina (3 Years) $750,000 - $200,000 $250,000 - 3rd Party Security Cams – PD (3 Years) - - - PW-Sidewalk Repair $750,000 - $170,803 $100,000 $100,000 Youth-Create Youth Fund $200,000 - $200,000 - - Youth-Library Hours (3 Years) $350,000 - $121,667 $121,667 $121,667 Econ Dev-Waterfront Feasibility $150,000 - - - - Youth-CBO Programs $100,000 - - - - Youth-Outdoor Fitness Center $200,000 - - - $200,000 Youth-Premier Fields - - $150,000 $825,000 - Youth-Steam Camps $25,000 - - - - Youth-YAYASMP $875,000 - - - - $1,748,700 $1,042,470 $1,596,667 $641,667 Earmarked $300,000 Available - $18,333 $162,903 $1,303,609 .

3 General Fund Surplus In Action, Slide 6 Project Earmarked Allocated Spent Pavement - Street Improvements and Slurry $1,251,300 $1,251,300 - Measure M Surplus within General Fund Surplus - - - City - Public Art Installations $250,000 $200,000 $50,000 City - Utility Box Art Murals (3 Yrs) $60,000 $60,000 - Landscape - Heart of Pittsburg Grant Match $62,000 $62,000 $62,000 Youth - Skate Park @ City Park $500,000 $465,187 - Non-Profit - PAL Programs and Staffing (3 Yrs) $300,000 - - Youth - My Brothers Keeper Program (3 Yrs) $750,000 - - Youth - My Sisters Keeper Program (3 Yrs) $750,000 - - Landscape - Park Restrooms – Buchanan Park $500,000 $500,000 - Landscape - Park Restrooms – City Park $750,000 $750,000 - City - Entrance Features $250,000 $250,000 - Pavement - Streetlight Data (CCTA) (2 Yrs) $15,000 - - Pavement - Streetlight LED Replacement $500,000 $500,000 - Landscape - Landscape Master Plan $1,500,000 $1,500,000 - $7,438,300 $5,538,487 $102,000 Un-earmarked $413,000

Special Revenues Update September 15, 2023

ARPA $16,290,477 • Public Health • Econ. Impacts • Comm. Svcs • Premium Pay • Infrastructure • Revenue Replacement • Admin. • Storm • C.D. • Transportation Meas. M Surplus Revenues • Public Safety • Senior Center • Jobs • Road Repair • Youth Services • Domestic Violence Victim Svcs. GF Surplus $7,851,300 • Salaries • CalPERS • Benefits & Insurance • Contractual & Professional Services • Pavement • Unanticipated 2 Background

ARPA In Action 3 Revenue: $16,290,477 Earmarked: $ 16,640,727 Allocated: $14,434,727 Spent: $748,186

Measure M Surplus Over 3 Years 4

FY 22 Measure M Surplus In Action 5 FY 22 Dollars Revenue: $1,748,700 Earmarked: $0 Allocated: $1,748,700 Available: $0 Spent: $1,514,130 FY 23 Dollars Revenue: $1,360,803 Earmarked: $1,342,470 Allocated: $1,042,470 Available: $18,333 Spent: $27,426

General Fund Surplus In Action 7 Revenue: $7,851,300 Earmarked: $ 7,438,300 Allocated: $5,538,487 Spent: $102,000

Finance Subcommittee A Status Report on migration to new ERP system September 15, 2023 1

Project Scope • Need to migrate to a new ERP system before 2027. • GFOA engaged as a consultant to guide us through the vendor selection. • Tyler Munis shortlisted as the new ERP system for the City through an RFP process. • Financials, Human Resources, Payroll & Utility Billing to migrate to the new ERP system. • Interfaces with other key applications in use at the City. • Data conversion from the existing Eden system to the new ERP system. 2

Milestones Achieved – till July 21, 2023 • Mid 2021 : City decided in principle to replace the existing ERP system • Nov 2021 : Engaged GFOA as our consultant to navigate us through the vendor selection process for the new ERP. • Jan 2022 : City and GFOA began a joint exercise to • Evaluate City business processes and work out any changes that are needed. • Crystalize the City needs and requirements from the new ERP. • Develop an RFP for the new ERP. • Dec 2022 : RFP released (Financials, HR/PR). UB requirements to be met through a separate RFP. • Feb 2023 : Responses received from 5 vendors (Central Square, Cyret, Forsys, Origin Utility & Tyler) • Apr 2023 : Proposals evaluated, and Tyler technologies elevated to the next phase. • May 2023 : Onsite demonstrations and discussions by Tyler (3 Days) 3

Activities – Jul 21 to Sep 30, 2023 • Aug 7 & 8, 2023 : Discovery sessions with Tyler to interview the project implementation team that will be assigned for our project (Financial modules) • Aug 10, 2023 : Demonstration of Utility Billing modules. • Aug 23, 2023 : Tyler Cashiering products discussions. • Sep 6, 2023 : Discovery sessions with Tyler to interview the project implementation team that will be assigned for our project (HR/PR modules) • Reference Checks (El Cajon, Walnut Creek) • Items requiring fine-tuning : • Interfaces • Conversions • Tyler Payment • Tyler Notify • Sep 21, 2023 : Demonstration of Advanced Scheduling system. 4

Milestones - Future • Oct 2023 : Negotiate the final pricing with Tyler. • Nov 2023 : Submit the staff report to Council for approval. • Jan 2024 : Begin implementation of Financial modules. • Oct 2024 : Financials modules live on new ERP • Jan 2025 : Begin implementation of HR/PR modules • Oct 2025 : HR/PR modules live on new ERP • Jan 2026 : Begin implementation of UB module • Oct 2026 : UB module goes live on new ERP 5

Project Costs ($) FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Subscription 256,955 256,955 256,955 264,664 272,604 1,308,133 Services 600,000 479,110 0 0 0 1,079,110 Other fees 100,000 68,100 0 0 0 168,100 Total - Part A 956,955 804,165 256,955 264,664 272,604 2,555,343 6 Part A : Financials, HR & PR Modules (As per proposal)

Project Costs ($) 7 FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Subscription 0 76,198 76,198 76,198 78,484 307,078 Services 0 300,000 300,000 0 0 600,000 Other fees 0 25,000 25,000 0 0 50,000 Total - Part B 0 401,198 401,198 76,198 78,484 957,078 Part B : Utility Billing & Other Modules (Budgetary) Total Project Costs : FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Parts A + B 956,955 1,205,363 658,153 340,862 351,088 3,512,421 Contingencies 50,000 60,000 30,000 20,000 20,000 180,000 Grand Totals 1,006,955 1,265,363 688,153 360,862 371,088 3,692,421

Thank you! 8

UPDATE: Purchase of Deferred Replacement Vehicles and Equipment from FY 2022/2023 and Budgeted for FY 2023/2024 Finance Subcommittee September 15, 2023 1

Update • Council passed Resolution #23-14349 • Staff was able to immediately begin procuring vehicles & equipment • 34 out of 66 vehicles and equipment have PO’s issued or in process (encumbered funds) • All but 2 vehicles + estimated additions are under budget. Only 1 equipment item over budget 2

3 Fleet Purchasing Totals to Date Anticipated delivery time for Med/Super Duty Trucks = 6-12 Months Total # of Items Purchased Total Budget Encumbered Funds to Date Budget Variance (Positive = Green) Remaining Amount FY 23/24 5 $ 945,700.00 $259,289.32 $33,210.68 $686,410.68 Previous Years (Budgeted not Purchased List) 29 $ 3,211,400.00 $2,285,021.17 $147,978.83 $926,378.83 Total ALL veh/equip 34 $ 4,157,100.00 $2,544,310.49 $181,189.51 $1,612,789.51

4 Future Purchases • Some manufacturers have discontinued regularly purchased vehicles for certain job functions • Discussing best options for Engineering vehicles, PD Investigations • Staff researching best options for vehicles & use prior to procurement

Fleet Vehicle Purchases Thank You 5

Welcome, everyone, to today, September 15th. Finance and Management Subcommittee Meeting Jumping right into the agenda. Is there any public comment on or on non agenda items? CNN Item number two is the budget review for August. And again, it's a little bit truncated like last month. I'm going to get into the reason as to that right now. What we're trying to do right now, what Matt, what we're trying to do, but what finance staff is doing along with some of the staff from the city manager's office, is we are trying to track down and see if there's any double posting of projects or who is doing a deeper dive than usual. We're looking at other purchase orders and what's rolling over from one year to the next in we're just doing a deeper analysis. One of the things I have done for fiscal 23 and I am doing it for fiscal 24 as well with this first slide is we're going to keep you apprized as to how the amended budget changes from the original. You know, in theory, the budget can change every two weeks if there are new items that are approved to the city council that weren't previously budgeted. So right here, the work for the General fund approved general fund budgeted expenditures originally were $74,140,000. Now the amendments are now take us up to 76,763,000. Those are simply carryovers from fiscal 23 that were not expended. So, for example, we have 38 purchase orders that are rolling over from 23 to 24. They weren't spent in 23. So they're not new expenditures. We're simply rolling them over to the to the next year and then the police vehicle and server, those are both items that are $124,000 dollar vehicle for the police department budgeted for fiscal 23 due to supply chain issues weren't purchased in 23. So we're rolling that over to 24. And by the same notion, a computer to police computer service excuse me, server $750,000. So again, these are not new additional expenditures. They're just moving from one year to the next. And slightly is just taking a quick look at some of the other crimes, for example, and again, with the water and find fine, you'll see that the amended budget for 22.3 has $86 million of expenditures. Of course, most of that is for the the water treatment plant project, which we have not said at this point, but that's what was budgeted. What were the intent with these next few slides to show that there's no items that are that that were unexpected or unbudgeted. And so moving along to the next slide, you see waterfront operations and Marina. And of course, if you have any questions on any of these, please stop meeting slide please is going in to and an energy of Pittsburgh power again And one thing I'll say to for example with revenue, some of these revenues year to date have not yet been recorded, but some revenues come in monthly, but others come in quarterly or maybe twice a year. And the same for expenditures. There's a lot of expenditures. Most come in on a monthly basis, but there are some like the annual CalPERS payment for the unfunded liability that will there be another in the first month. Next slide, please. And these are some of our internal service funds and information communication systems, fleet maintenance and building maintenance. Next slide, please, and you'll see those those are pretty much the go back I'm sorry, each each month is about 8.3% of the year. So we're at 16, 17%. And you're right where you should be. Revenues, for example. Okay. Next slide, the Economic Development fund. Again, gas tax and measure J tax funds, the right where they should be. Next slide, please. And then it was other special revenue funds include city lighting, landscape and solid waste. One I will say at this moment, if there's a bond that you all would like me to bring forward for a more detailed analysis at one time, please let me know and I'll bring that back to the subcommittee. We try to get kind of the big ones, but next, next slide. Okay. So that is those are all my slides for this item. Are there any questions that I can answer anyone? Again, maybe I'll do the 30,000 below or early in 23, 24. So generally either revenues, some or others might not be in, but it's varying as expected. We're anticipating next month to be more of a deeper dive in. 20 to 23 is when now all the revenues are in, all the expenditures are in, and we can walk you through that, that line by line or department by department, and really get into that As Paul prepares to close the books on that, which is usually around December by recall breakfast, this. But that's really the process. And where we're laying out right now. Thank you. Item number three, AKA general fund, Measure and update. There are the new update on the special revenues for the next slide. So this is the same slide that I showed last week. Essentially discussing some of the significant changes to the special funds, our Mizoram surplus and general fund surplus, as well as the overall city budget. What you're seeing here is the projected revenues we have or actual revenues we have for each and what they can be spent on. You'll notice that the RFA box is bigger than the screen allows because the last three bullet points in the output section are new allowed expenditures by the final rule and the measure M surplus has the word revenues instead of actual revenues there. Because we are bringing those in year after year, we don't have our fiscal 23 measure and surplus amount actuals yet. We'll have that soon, hopefully. And then I put an unanticipated bullet point at the bottom of the Orange Square for general fund surplus, because you'll recall we've been through several workshops where we've earmarked expenditure categories and projects for general fund surplus, but since those workshops there have been unanticipated expenses, expenses, storm, things like that. So in our next slide got here is ARPA in action. You can I provided a handout as well because these tables don't fit on the slides, but you can see the list of projects that we have earmarked or allocated for ARPA funds. There's no changes to this slide from last week except for the last month. Excuse me, It seems like it was just a week ago, last month, except for an increase in spending. We spent about 140,000 over the last month of our business. Before I move on from. But are there any questions? Excellent. Move on to measure M surplus. This is the same slide I've been showing for a couple of months as well, just showing where we anticipated $2 million in budget surplus annually from 22, 23 and 24. We only hit 1.7 million and 22. We're anticipating just under 1.4 million in 23. Like I said, we'll get the actual as of June and just under 1.5 and 24 have no changes for this slide either. So the next one, as I discussed last month, we've officially allocated all of our fiscal 22 money. So to give a little recap, which I'm sure you're familiar with, we spend fiscal 22 measure m surplus in fiscal 23. So right now we're in fiscal 23 and we'll be spending a year in fiscal 24, we'll be spending fiscal $23. We have, however, already allocated all of fiscal $22 and there's no change on that left side of the screen other than an increase in expenditure from the month prior. On the right side, fiscal 23, let's see what's here. There's only one change that you'll see on the fiscal 23 earmark dollars. There's an increase in 300,000 or 300,000. This is or an upgrade or replacement of our camera servers. There seem to be needing some updates. I put this in earmarks because this is the first time we're hearing about it in a council setting. And if will be coming to council for allocation relief, it'll be an item maybe to give a little more perspective. The services that hold the video capture, if you will, of all the different video cameras is starting to have degradation issues. And so we need to and so it was part of their plan to replace it with the bonds. And this is now just moving out because their window of saving data is getting shorter and shorter and they want to get it back out again so they can keep that for any relevant crimes that they run across. So the original earmark for public safety cameras in general was 750,000. We haven't spent any yet. We have a $200,000 allocation that was made with the adoption of the budget this year. That's from Arena Camera updates. So and we the 750 is to be spent over three years but in no certain proportions. So this first year, 24 we would propose to spend 500 of the 750,000 on those two items. The only other change on that right side of your slide is an increase in about $10,000 of spending from last month to this month. So we're getting it through our surplus funds. Any questions on the slide or the handout? Those Excellent. And on the general fund surplus piece, there are actually no updates. Everything looks exactly the same as last month. Refer to your hand out for a list of projects related to general fund surplus funds. And with that, I'm here for any questions you might have. Was there on slide two. There was under measure and domestic violence victims or near my name were veterans. Anybody familiar with that is I can look it up it'll be in the when we developed the measure of meeting where we developed measure the amount expenditures. Yeah it'd be great to understand where are you looking for what the parameters of what allowable expenditure, what kinds of expenditures in that area of the main expenditure. So typically what we've been talking about measure out is the affordability points. So I just want to understand that and okay, if there are no other questions, when you provide two items for growth, growth in area is here to give us an update on our ongoing ERP migration. General of Thank you. This is a continuation of our first presentation that was made on July 24 regarding the use of stimulus, and I will just go through the project scope for the sake of completeness. The city is basically looking for less than just spending ERP system that we have in the city. This is necessitated by the fact that the whole Eden system that we currently are using is being sunsetted by the vendor. So by 2027 they will not be supporting the system. So we need to move over to a new system. This is a perfect time to start this migration from the identification of the rental process because of any ERP implementation being about three years time frame, we have engaged year as a consultant and it's been through an RFP process. We received five responses and we have just elevated one vendor Data technologies, which happens to be our current vendor already done system also because they were the best fit for our requirements. Since our last meeting, we have been going through several exercises. So in more so these are the milestones that we had to achieve before July 21st. So we started this whole process in medical housing 21 when we decided to order a new system by end of May 2003, we have had an onsite demonstration by title and then move to the next slide. We have had a series of activities since August onwards. The first activity was to have a detailed discussion with the implementation team will be assigned to our city for implementing the whole project. This was a two day onsite meeting held in the city and we got to interact with the project manager as well as the implementation consultants who would be involved with us. The whole purpose of this meeting was to make sure that we are getting the right type of project manager as well as considering white velvet, you know, our style of functioning and I'm happy to say that the team that they presented was very good, received very well, but with the project manager as well as the implementer and consultant we had to hire was a similar effort for our modules also, which are better on the systems. There was a separate session in September. We also went through a demonstration of utility billing products. This was not included in our original RFP, but we have decided to include that in the radar scope of the RFP. So the original plan was to go for a separate RFP for utility billing product. But from the price perspective, we are getting a very good deal from Tyler for adding this product to our financial and pajamas system. But we are also going to be getting one more product, which is called Open Finance, government transparency for financial systems. So what this open finance does is pick some of the data from our financial systems or system on our website in a light manner. So that is also something which we are planning to add. It was not included in our original RFP, but I thought this was a product which was worth looking into and implementing for the city. And the whole evaluation team found that we should consider that for the city. We also went through our reference check, so we had already done two reference checks Friday, July 21st. From July 21st, we did a reference check with Walnut Creek as well as the home. Are they were these four reference checks that we did. They were all customers or moved from either Eden or from some other platform Munis platform and everywhere it's 2 to 3 year implementation times. There are some pain points and more in the entire migration process. Everybody confirmed that everybody was happy with the solution and the vendor they had chosen, they were very happy with the implementation approach of Tyler. There were all these lessons learned and we were able to pick up some points from all the cities. These other areas you got to watch out and you know, kind of the kind of what India wanted to help us out in case we ever needed any help or guidance in this packet. At this point in time, we are still finetuning some some items which are pertaining to the how we are going to convert the data from the existing systems to the new system, what sort of interfaces we are going to provide to the others as citizens of the city and some other kind of payment related issues which are cropping up because of inclusion of utility billing and in the scope of the project, we have one more demonstration to see which is going to be next week. This for Advanced Scheduling System. This is a module which will be typically used by our police department, our public works force, scheduling the workforce. And again, these were the milestones which I had projected in the previous meeting. There is no change to that. In October 2000 when we would be really to negotiate the contract with Tyler and subsequently voting in November 2008. We will be bringing for a broad just to give you some idea about where the next slide or the project costs stand today. This is the cost as per the original proposal, 2.55 million over five years. Next, we are now adding part B, which is pertaining to utility, utility billing and open finance and some other products. This is going to add a while $2 million to the project scope, and the last one is the total project cost adding adequately. And B, so we are looking at about 3.7 million over five years for this entire project. That is all from my side. And for this project presentation and impressions, I would be happy to answer those things. I heard yesterday on a panel just selected Tyler as well in their ERP selections are very strong in this area. Just for clarification as well. The reason our consultants ex-Government Finance Officer Association, originally recommended that we go with the RFP for utility billing at the same time is at the time we were anticipate bidding, getting some looks like Oracle Workday, that we got some responsive bids from them. We would have to bring in a third party utility billing system at that point when it became obvious that we were going to end up selecting a vendor, that it has all a little bit modules that we believe that there is more price, we have a better opportunity to negotiate the price. We do it all at once. So item number five, John Samuelson is here to provide a brief update as to the suite purchases for the city of Pittsburgh. Thank you very much. So we just want to give an update. In August of this year, City Council passed resolution that authorize city manager purchase of up to 66 vehicles and pieces of equipment, up to about $4.1 million. The reason we're taking this different approach this year is the challenges that we've been having in purchasing vehicles and equipment with the supply chain issues. And so instead of bringing the contracts individually to council, each time we got pre-approval in advance and it's been advantageous for us because we've had some very short windows about trying to purchase some vehicles and we've been able to jump on those opportunities as a result. So out of the 66 vehicles we currently have 34 that have issued a purchase orders and all but two of those vehicles and equipments are coming in under what we have budgeted, which is fantastic. And we can go to the next slide. So this table gives you a little summary. So there were 16 I'm sorry, 18 new vehicles and equipment of those 18 purchased or issued purchase orders for five of them. And you can see currently we're projecting about 33,000 in savings for what was budgeted. And then of the 48 vehicles and equipment that have been rolled over the last three previous years, we have purchase orders issued for 29 of those and we're currently projecting 248,000 in savings. So we're going to continue to monitor. This is just the price that we've been quoted for the vehicles. This does not include any upgrades or additions that occur after the fact. And then, oh, sorry, back to work. As of the F-150 that we've ordered, we expect those to arrive in the next 2 to 3 weeks. The equipment we expect to arrive fairly soon. But the medium and heavy duty vehicles, the two fifties and above, they're still projecting 6 to 12 months for arrival. Hopefully Ford honors the purchases. In the past we have had them cancel some of that. They just couldn't build. But we're optimistic that this year they'll be able to go on. It's just going to take a while. Our next slide. And so some other challenges that we're encountering is as as we're looking to replace some of our vehicles. Some of the brands that we've used in the past are no longer being produced, but we've always taken the approach that wherever it in our review was coming up purchased, we're going to reevaluate the use, make sure we're buying the right piece of equipment for the intended use. We're also like for the engineering vehicles. Instead of having people saying to individual engineers we're switching to more of a pool vehicle because they weren't being used as much. So we can buy less and have them available for everyone to use. So we're always looking for ways we can save some money and be more efficient in our in our use of our fleet. And I suppose we're always doing our best to make sure we're using the public funds as best we can and that is the end of my presentation. I'm happy. Answer any questions for the rest of you. You have to wait until that. I get the portal open for you to go back and the price is correct. So we're always monitoring for when the purchase windows open up for some of the vehicles. It's just a matter of identifying the vehicle and then determine if we want to go to the sole source and we put a purchase order or we want to go out to bid to local dealerships to buy a vehicle that way. And so it's a mixture of the two. We're still waiting for some windows to open up for us to place orders. And so it's a bet that the price will be less as they weren't asking for. So we've been they've been coming in less and we've been watching the industry and it seems like the supply chain has been getting stronger. And so people prices have been coming down. But with this latest strike that has just gone into effect, there's a chance that prices may up. And so we're going to continue to monitor that situation. And any other questions for John, seeing that item number six in the subcommittee and staff reports are reminded of some members. See, now, I walked in late, Was there any public comments or I walked in right. Seeing them and we are adjourned.