All right, good afternoon everybody. Calling to order the quarterly committee of the whole for August 27th, 2026. It is 4.30 and we have two items on the agenda, both presentations. We're going to start off with a progress report for the snow and ice control plans and Commissioner Martin will be giving that presentation. Thanks for making some time for me, appreciate it. Just jumping right into it here, you see what the agenda is that I want to talk about today. Emphasis on the fact that this is an update. There's still a lot of work that needs to be done with this, including text edits, mapping, and training. The training part of it, I can't wait to get to that because that is really where the rubber hits the road and I think we can all appreciate that. That we can write a really great plan, but if we don't communicate it to the people who are going to execute it, we will have issues. And so, you know, we've already had our kickoff meeting with that with the streets and roads last Wednesday, but it has been an ongoing theme throughout the development of the draft that we have right now. 100 to 16 days until winter. A lot to do in that period of time. The workgroup has been very busy. This has been, I came in March, I guess I came down here and this has been the predominant topic for me every day. Staff has been wonderful. The workgroup has been awesome as far as their contributions. I want you to stop for a second. So you see that there's been multiple meetings, but there have been even more conversation. Every two weeks we're meeting as a workgroup, but I think in between that, every couple of days, there's more and more back and forth. And you see the different representatives of the different divisions and departments within government. Ultimately, through all the development of the meetings of this, we came up with four critical subcommittees that you see listed there. And so we're really fortunate to have Council Member Baxter lead the way as far as the communications part of it. Council Member Dickens-Horton to lead the external partners part of it. Our GIS folks have been awesome as far as helping us with the routing efficiency. But even more important than that, we've actually had drivers being part of this workgroup as well. You know, we really wanted to truth out this to make sure that this was something that is workable from the driver's perspective. And then everybody as far as their level of service, the discussion about the level of service for escalating snow events. It didn't turn out like I started to write it, to be honest with you. I started really writing this thing in May of this year with the idea of getting into the workgroup by the end of June because I felt like everybody needed to have something to react to in writing. Everybody had a lot of ideas, suggestions, ordeals that they dealt with last winter, but to get something in writing was really important. So I wrote it and it ended up at 27 pages. And everybody's like, oh wait a minute, that's really too long. I guess the engineer and me took over and I wrote an operations manual more than I wrote a plan. So with the suggestion of several of the workgroup, basically we've come up with what is a part one, which is more readable for the average citizen, for the for the layman, so to speak. I want to keep the components of part two of this because it's the nitty-gritty. It's the thing that myself and Rob Allen and all of the people in Streets and Roads and Water Quality are going to use to actually, this is what we do, this is how we go about doing that. The focus of anything that we were doing, whether it be part one or part two or sidewalks or any of those things, all came back to the after-action review plan that came up last year. That was where I kind of joined into this thing. Every time I would write something and every meeting that we had, it came back to that to make sure that we were on target and trying to meet the objectives of what Rob Larkin and his team had done with the after-action review. So you see there the identified systemic issues, the absence of an adaptable operational strategy, inconsistent execution of established plans, fragmented communication, and limited use of formal incident management structure. That drove me over and over again as we went through this whole process. And so in writing the plan and executing the plan, those still become, for me, the pillars of what we're trying to accomplish here to be able to demonstrate that we have. And I feel like that the written plan that I've got right now that's still in the draft form is doing that. And I think the committee was in agreement with that, or the work group was in agreement with that, but still we're finding that it needs to happen. The thing that keeps ringing in my ear, though, is Rob Larkin told me over and over again, write a plan, test the plan, exercise the plan. So even when we finally finish this and we actually present it in totality in October, it's going to be a living document that we have to continue because the adaptability aspect of it was really, really important. When I started trying to write the level of service draft, you know, there's different reactions to different weather forecasts. If they're calling for an inch of rain, it's going to be 65 degrees tomorrow. Your action is going to be different than if they're calling for ice and it's a prolonged snow event. We tried to make sure that this was adaptable and was adaptable as we went along with changing weather forecasts and changing conditions. So the plan highlights to date, this is how I feel like we've focused on those after-action report focus points. The plan is organized to clarify preparation, response, and recovery. Wash, rinse, repeat. And as we go through those processes, that we then adapt the plan depending on the conditions that we're dealing with, whether it's an extended period or an escalating event or a decreasing event. The inconsistent execution of established plans. I walked off and I meant to bring the software tablet with me. We've got tablets that we're actually loading up right now. We're working with the IT folks to get them loaded. We've got 76 of them, I believe. It'll be the supervisors and then each one of the trucks will be loaded with this, which will be able to produce a heat map in order to tell us where we've been, where we've not been, and then we would be able to produce that for anybody's view. A lot of work going into that. One of the things I learned early on, and I think the work group realized, is to have a software program sounds like a really, really good suggestion, but to implement that in the time frame that we had, starting from zero, is really difficult. But the win in that is that we do have a plan now in place and that IT is completely committed to being able to help us deliver that. Fragmented communication that the work group rewrote the communications. I mentioned Council Member Baxter. She basically, her and her team, basically rewrote the communication plan and it becomes the pillar of what we're going to be doing. Regularly communicating to people on predetermined hours at the end of each shift, so people are getting the same information, not the same information, the same content over and over again, instead of being, well, how much salt did you use, or how many, what areas did you cover, what area are you going to cover. It's going to be more focused to repeating that same content over and over, but updating it as far as it's possible. And then lastly, the limited use of formal action structures. The plan has a defined incident command, starting with the chief incident command person, which is me. That I'll be heading all this up in the beginning, working with Rob and his folks. That is the typical situation under a normal event, but when it escalates, that whole command structure changes, and it then shifts over to the mayor's office as far as the mayor becomes the incident commander. Again, reflective of the storm type of event, you know, we're not going to escalate these things to the elected officials, you know, if it's flurries and a mild accumulation followed by warm weather. That's an unnecessary use of your time. So here's the schedule. I've changed the first bullet from what I originally did, because we were waiting on the school to send us the bus routes. They've actually delivered us a set of bus routes a week early. We've had multiple conversations with them, and the acting superintendent and his team have been very responsive as far as trying to work with us to improve what we were doing. I think I can say this, is that when I started out thinking about the level of service, my goal was, it's like, okay, well the level of service is going to have to be having school open within so many hours, and I realized there's no way I can assure that. The school system needs to be part of that. The level of service won't be that, but it's going to be with the intention is that they're going to work hard with us about trying to establish different levels of plans for them that gets people back in school as quickly as possible, and that these bus routes are critical for that. You see the other parts of the driver education. I mentioned that over and over again. I can't wait to get to that part of it, because I want to exercise this plan. We've spent so much time in developing it at this point. I kind of want to break it a few times and fix it up and continue to be able to utilize it in the way that we all intended to. I feel like I went really fast. That's great. I appreciate it. Councilmembers, do we have questions? We'll do hands, and I'm going to try to log everybody so we don't mess up. Commissioner Martin, I was, so the software, you said the tablet system to show where everybody's been, will that just be viewable in city government, or will that be something the public will be able to view, kind of like a KU outage map or something? We'll be able, I think, to be able to produce it to where we can see it. It's not real-time. It's going to be real-time to us, but one of the things that we're concerned about, we didn't want to get into a situation to where citizens were out chasing trucks. So, I think it's going to be able for us to be able to recapture when we're reporting out for the end of the shift, or the beginning of the next shift, what did we accomplish, and what are we intending to accomplish for the next shift. Yeah, it makes a lot of sense. Thanks. I did bring something that I can share with you guys. It's just a little bit of the communication. Dan, if you want to take one, pass it around. So, we've developed this new form that essentially will populate any press releases that we send out, or any updates that are being sent to us, the mayor's office, every member. And this is just a little bit of an example of how Nick Brock worked his magic and did this amazing form. And essentially, it'll be sent to a designated individual in each department that our PIO staff needs to formulate this press release. And so, once somebody, like this first box up here, once somebody selects their division, like there's a dropdown, and then once they select whatever division that they're a part of, then it populates a specific amount of information that we need from that group. So, we've been very particular about the information that we're gathering to make sure that we can be informing everybody in a proactive manner instead of a reactive manner. So, I think this is going to be a really, really good first step to open those lines of communication. And like Commissioner said, depending upon the event, we have a whole chart of what times the press releases go out, when the information is due, like it's a lot. But I'm hopeful that it will be really beneficial to us as we're communicating to our constituents as well. Yeah, and on the implementation, that's why I'm anxious to get into the training, because we've got to have people on streets and roads or in the other support staffs, in the other divisions responsible for certain things. I don't want to be hustling around at 5 o'clock in the morning to try to find out how much salt we used, or whether or not we've ordered more salt, or when it's going to be delivered. There are certain reoccurring things that are reoccurring information pieces that have to be a content of what Council Member Baxter has handed out here already. Richard, go ahead and get me one of the little tablets. These will be mounted in the trucks to where the drivers won't have to look at a hand map while they're trying to drive through the snow. We'll tell them where they're at. My intention, my goal is, with the GIS folks tomorrow, I hope it's a reality, is that the snow map will be already loaded on this, and they'll be able to see from the heat map where they're supposed to go. That way they're not hitting the wrong streets, they're hitting the right streets, or have the ability to recover. As much as we would have liked to have done turn-by-turn, your phone will tell you turn-by-turn to be able to get to the pizza shop, because you're going to one destination. They're not going to one destination, they're going to multiple destinations, and that's something we've got to work for as far as a future rollout or future improvement to the plan, should I say. There's one section of the plan that's in the very back of it, is that, in my mind, is what we update it every year, of what are the things that we need in coming years, whether it be more equipment, a new salt barn, better software, what have you. There will be somewhat of a running tabulation of lessons learned from the prior event, because it's always going to be a changing thing. I meant to say this early on about the changing aspect of it. I've been here 27 years, this is my fifth time in the Commissioner's office, several times when it was snowing. This is the most in-depth evaluation of the snow plan that we've done since I've worked here. I'm really, really proud of that part of it. I'm anxious to get it finalized and tested to see if it works as good in reality as I feel like it works on paper. I appreciate everybody's work on this, and I know this is a high-level view of a more in-depth plan, but one of the things I was concerned about was communication to the community about what the actual event is. Is that included in the plan? Is there an opportunity for us to communicate to the community what actually happened and hit the ground? The forecast is calling for four inches of rain and two inches of snow, but what we actually got was two inches of snow and two inches of rain, just so they know what we're dealing with. Is it something in the plan that speaks to the actual condition? That will be part of that checklist and part of that incident command structure's responsibility to be compiling that information during their shift, that this is what we experienced, this is what we expected, this is what happened, and then also, what do we expect to happen in the next 12-hour shift as well? Because the previous shift is setting the stage for the next group of people that have been asleep all night, but they've got to have very clear and consistent instructions about what they're going to do and what they should expect when they get out there. So that sounds like communication in turn. That's going to be turned over to this communication group as well. I'm in the process of developing a checklist similar to what she's had here, that would be the internal thing, and then the incident commander or the chief incident commander is responsible there on that drop-down menu to provide that information. So I think that it is. I think it is. And as we finalize those things, once you've had a chance to look at those things, if I've missed something, we can always add that. So like right now, it reads that the commissioner would provide logistical and operational information from street crews to the weather communications team at 5.30 each morning. And that would include an overnight progress report, response updates, staffing levels for the next day, and it would just essentially be a recap of everything that happened in the last 12 hours and everything that's set to happen in the next 12 hours. And I think that's part of it. The coming part of it, based on the most current weather reports, we're going to stage our next 12 hours in a certain manner. They're expecting to continue storms, they're expecting this, they're expecting that, and that's going to be a component of that 5.30 or 5.30 a.m. or p.m. report. This is what's going to happen in the next 12 hours. This is what you should expect to happen. So for you as an example, things curtailed and we got caught up and now we're into the neighborhoods and doing threes, and then all of a sudden here comes another clipper and it's supposed to drop three more inches. We're going to have to go back to the ones and twos, but we've got to communicate that to people before we do it so they know that's what's happening and there's a reason for it. Good. So okay, it sounds like it may be in there, but we might have to dig a little deeper to make sure that it's communicated out. Is there also a communication plan for if we're communicating, like if we're getting calls in addition to what the city is getting from 311 and we want to share that information to make sure that it's recorded and that it'll be addressed? Is that in the communication plan as well? Yeah, I think one of the problems that we had, one of the communication breakdowns from this last storm was that we were getting calls from constituents and then we were not following the appropriate protocol. We were trying to skirt the system. And so now everything has to go through 311. It's the only way that we're going to keep a list of everything that's been reported and it's quality control. If we're calling Charlie and saying, why isn't this taken care of? Why isn't that taken care of? It messes up everything. And so if we are consistent about taking what's reported to us and putting it into 311, that is going to help us in the long run. And then on the flip side of that, the snow updates webpage will have the up-to-date information that we're getting from all the departments and stuff as well. And our hope is that the EMAP will be on that website as well so the public can see it. If it's happening with 311 and it's not in service, is there a way to activate and take calls for service when an event happens in our city? I think that's part of that escalating incident command because we're having that kind of event that's necessitating that type of response and all that. That's when the mayor's office gets involved and they make that decision about whether we're going to go 24-7 with an EOC or 24-7 with Let's Call. So that leads into my next question. So there's a tipping point to where it moves up to the mayor's office and they take control of the situation. What does that look like? It's basically a chart that some people thought was a little bit too busy, but it's a chart. It basically is for ice. If we have ice at this level or this level, this is the incident command for it. If we have snow at this level or this level or this level, it's also in columns of if we're having snow and the next day it's going to be warm, we're doing this. If it's snow and it's going to be prolonged sub-freezing temperatures, we're doing this. So yes, I think it does try to define out as much as we can to when that incident command escalates beyond me being the chief enforcement person. That's not the word I was looking for, but you know what I mean, incident command, chief incident command person. And it's the responsibility on my end to elevate it to Glenn, to Sally, to the mayor's office. That's going to be my role. You think it looks like they determine, not necessarily operational, who goes where, but what other resources, city resources, need to be activated to address this? To some extent. I mean, we have used parks and people to help us and backup drivers. We're actually right now soliciting waste management employees to be part of the backup program as well. Backing up a little bit to your question about what do we do with the calls and all that, I think we need to all understand, we do not have the resources to cover every street and town. We don't. And we don't have not only just the bodies, we don't have the equipment to do that either. If we get into an event like we did last year, we'll have to activate those contractors and go to a higher level. That's all hands on deck. That's the mayor's office, that's elected officials, that's everybody. But in the meantime, we're trying to spread out or increase our ability to be able to respond to the normal events by recruiting people who have CDL licenses, who are qualified to drive with snow plows to begin with. We haven't been utilizing them as well as we should have, and so we're trying to implement that part of the plan where waste management takes over some of these areas, much like water quality does, which then leaves more resources in the streets and road area to be able to get farther down on those school bus routes, get farther down on those neighborhoods that you all can call about. I want to thank everyone who worked on this, too. I know it was hard and a lot to do in a short amount of time, so I really appreciate it. I know you've been going crazy, so thank you. A few questions. So do the ranking system for the routes stay the same? I mean, are we still having ranked routes and moving through that? There was a lot of conversation about this, a lot of conversation. At the end, where we landed at is that there are still ranked 1s, 2s, and we've merged the 3s, 4s, and I never could really figure out what the 5s were, but there's only 1, 2, and 3 now. What we did want to have is drivers driving by 4s to go get 3s when they're really kind of the same thing. We were trying to make this more efficient for the drivers for them to have better performance. That's where the rubber hits the road for us. So instead of going through this in chronological order, the other part of it is, and this is part of the training thing, it's hard to get down to what is in fact passable and what is not passable. I think there's some concern on some folks' part is that maybe we spend too much time on the 1s and 2s and that causes the 3s to get out of hand to the point to where when we do get to them, we can't get them back on track again. And so that's going to be part of the training as well, is that we're going to have to accept the fact that 1s and 2s are passable, we can't let the other neighborhood streets that are in the plan get to the point where we can't recover from it. There are three, three ranks. And then the sidewalks that we're in charge of clearing, do they stay in that ranked system as well? They have not changed. They're the same? They have not changed. When I tried to introduce the sidewalk part of it into my 27 page plan, it was getting worse and worse. And after talking with Monica, talking with Tom Hsu, talking with Jennifer Perry, because they all three do sidewalks, depending on whether it's a building or whether it's a park or whether it's something else, is that I decided that we were going to try to let that stand and that'll be a part three of this thing. But I tried not to monkey with theirs too much. I felt like the mission was to focus on the primary roadway transportation part of this. So, in this plan, if a ranked road or a ranked sidewalk, which I had sidewalks that were not cleared in the order they were supposed to be in my district, if that happens, and people are supposed to only give their feedback via 311, is that right? Okay, so then if someone contacts us and says, you know, this hasn't been cleared and it should have been cleared, we funnel them, everybody, through 311. That's the only way that we're going to be able to keep track of it. Keep track of it in an orderly way. One of the things I'm trying to do, also too, this went out earlier this week, is that I'm recruiting volunteer support folks from other departments and other divisions, really focusing on the hourly folks, because the salary folks are less likely to want to come and give up their time. Other folks who might be more motivated financially to do this. We brought in several people from Water Quality last year. They're not drivers, but they're really smart people and stuff, and they were able to help us manage some of the contractors and stuff. Rob Allen pointed that out to me early on. More support staff that he has so he can focus on his drivers and the streets, the better off. That's where some of the filtering out of the complaints, that's going to go to them. That's my plan. It won't be overwhelming just for me. For the communication, are there more divisions that aren't listed here? Or was this supposed to be, because I didn't see the council office on here. The council office is not going to be filling out the form. We will be the recipient of all of this information. These are the ones that are filling it out, giving feedback? Yes. The fire department is going to say, we responded to X amount of whatever. The senior center is saying, we're going to close early today at 4, and we're going to be closed tomorrow. There's different information. What was happening was our PIOs were having to go and call all these people and hunt down the information. That was one of the shortfalls in us getting the information, because they couldn't gather it. It was like, call this person, but that person's not at their desk. This way, if it's all there, then we will be a part of the master list that gets the information. Thank you for clarifying that. Thank you very much. The idea, whether it be this one or the internal one, is that the same information is captured regularly, and just updated regularly, because that way you're getting fresh stuff. And you're not fishing for it. Yes. Council Member Fritz. Thank you. Again, thank you to everybody who's put in a lot of work on this. I know it's been a lofty task. Just to follow up, first off, on the conversation that we were having about the routes being posted at the end of shifts. I would like a little bit of clarity, because I want to make sure I heard correctly, that by then, we'll know what the plan is for the next shift. Will that plan not be specific routes, but just the plan of what streets we're trying to hit in the next shift? Will that be available to the public? It should be, yes. They should be able to see what are the priority ones, twos, and threes. And the order of the shift will be, we're doing ones and twos. We're focused on ones and twos between now and noon. Somebody could look at that and see, okay, there's the ones and twos. That's where I should expect to see trucks. Okay, fabulous. Because that's what I'm going to look at. I'm going to have one of these tablets as well. And that's what I'm going to do, what Rob's going to do, and everybody else. We're going to be looking to make sure that those trucks are where they're supposed to be. I appreciate that. I think that's definitely, combined with the simplified ranking system, going to be very helpful for folks to understand the implementation of the plan. On the communications front, I have a couple of specific questions. Which, does this plan for communication, does it include our other agencies that we would work with in these events? And I'm thinking specifically of KYTC and Flexpark. So KYTC issues their own information on their website. There will be a part of our plan that tells the community members where else you can go for information. And those links are actually on our snow update page as well. They won't be completing this form, really, because I can't depend on them to do it. But the Sheriff's Office is on here, I'm trying to think. Animal Care and Control is on here. And with Animal Care and Control, they're able to put in reminders for new ordinances. And things like that. Any information they want to share with the public. Was there any other specific organizations? She mentioned Flexpark. Flexpark. What was your conversation? We haven't met. You didn't. I'll look into that. I will say that I know, because I'm working for Councilmember Hagan's board. We worked with Richard Dubious and McKenzie in the Commissioner's Office. And they, for all the external partners, they reached out to them and verified the contact information of who they would be working with and communicating with in these events. So, I don't think it's... Because it's got private contact information on it, it's not a public document. But I know that they do have a document with updated external partners' contact information. I think it was KYTC, Flexpark, LexTran, University of Kentucky. Fayette County Schools. And we vetted that list just to make sure that we weren't putting people on there who already knew what they were doing, like private schools and others. So, it's really those who all need to be working. And I know they also went in and identified in that list who is a decision maker versus who just needs this information to be able to do their job. So, I think she worked really hard on that. So, I think that's a good sheet. Fabulous. Yeah, but in the Commissioner's Office role, I'll try to make... Because, you know, KYTC in particular, they're sometimes sort of hard to extract information from. And I'll continue to explore that to see if there are ways that we can get more reliable information from them in a timely fashion. I know in the writing of the draft text, I've tried to emphasize as much as I could about what is a state road and what is not. Because, you know, during the ICE event of March, I mean, still people don't understand that. Yeah. No, I appreciate that. And I, again, I thank you for the work that you've done on that. And by asking these questions, it's not meaning to imply that something hasn't been done. Just seeking, you know, further clarity about them. And I have an additional question, which is that when you were speaking earlier, Commissioner, you referred to, like, the distinction between major events and, like, normal incidents and events. What is that threshold between what... The reason I'm bringing this up is that when I first came into office, we had a major winter storm and it was, you know, said that it was abnormal and we couldn't expect it. When the previous snow plan came before us in committee, I asked the question of, essentially, why are... It was given us four inches of snow and that we are basing this plan around every incident being four inches of snow because that was what was a normal incident. So, I just want to make sure because I think the reason that we're having this whole conversation and the reason that y'all have put so much intensive work into this is because we have a new normal now. And so, I'm curious where that threshold is, if there is one, and how you make that distinction in the plan. I've tried to use, you know, the other plans as kind of a basis. I spent a lot of time in Columbus's plan. Cincinnati actually came down and talked to us. They got set up. That was really helpful and stuff. So, I tried to use their basis. Because, like I said, my level of service in April was a different place than where I ended up landing because I realized how unattainable it was. But, again, first of all, there's a table that is for ice. And if it's ice at this level followed by this generalized temperature range, this is what you do. You do ones, you do twos. There's basically implementation steps in that. Same thing for similar ice, but now it's going to be 20 or below for the next five to six days. The ice is not going to go away on its own. There's an escalation part of that, which includes mobilizing the contractors. To me, the challenge of that is going to be recognizing when it's going to happen, because you're basing this on weather predictions as opposed to reality. Same thing with snow. It's zero to one inch. I think it's one to four. If it's four or more, again, depending on what the subsequent temperatures or weather is supposed to be, your response is you're going 50 miles an hour. Over here, you're going 500 miles an hour because it's a whole different situation. And so I feel like it breaks it down more than it did in the previous plan. It doesn't break it down at a granular level because it got to the point to where it was almost worrying that it was too hard to follow. So, like I said, I wish I'd have brought it. I'm kind of being careful here because the plan's not done. It's still in draft form and stuff like that. I think when you see this, you will have suggestions, and I appreciate those suggestions. But I do think it goes into much more detail than what it did before about how ROG's people, water quality, hopefully waste management, how they're responding based on what the National Weather Service or TV people are telling us is going to happen. And what materials we're using that work at whatever temperature it is. That's part of it, too. You can't use everything at every temperature. So it breaks it down a little more. Yeah, I appreciate that level of attention to detail. And again, I acknowledge that this is not a completed plan. I just want to make sure that we're considering that in light of that shift in the new normal. And so it's very good to hear that we are. Yeah, that's why I was glad to do this and anxious to do more of this. You're part of that breaking that. Did you think about this? Did you think about that? I mean, we did. We spent so much time and we got so inundated that sometimes you get overwhelmed with all the content and stuff like that. And you miss something that is like, I wish I had already thought of that. I didn't. So I appreciate the comments. Council Member Lynch and then Council Member Toomey. Thank you for this presentation. My question is, when the storm or weather rises to the level where we're going to have to bring in those outside contractors to help, will they also have access to the technology that's going to be on the tablets so that everybody's on the same page across the board and they're accurately reporting to us what they're doing, the contractors? I just want to make sure that they have the same app or technology. Will we let them borrow our tablets? Deacon Richard, because I think the answer is yes, but he's going to tell us more. Since we're just beta testing tablets this year, we've purchased 75 of them, which means Red River Ranch, who is our primary contractor, will be pretty much responding everywhere. We do have enough at Red River Ranch. If we have what I'll call an abnormal storm or an all-hands-on-deck, we've got to call in the large regional contractors. We won't have enough for them, but we do have some tablets for the supervisors and the folks that are tracking down. So we may have a water quality engineer in tech that's out managing three contractor crews. Well, that person will have a tablet, so we'll kind of know where they're at, and they can be guiding, using the information that can pull off that to guide those crews. So we're dipping our toe in it in the technology this year. And one of the other things I'm trying to... We've got a GIS meeting tomorrow, and I'm going to try to further this thing. I've brought it up numerous times, is try to have... Take the maps and adjust them and make them into contractor routes. If you bring in somebody from out of town, they're not going to know how to navigate their way through Masterson Station and all that. So instead, have contractor routes that are focused on... You do Lane Allen from Versailles Road all the way till it dead-ends, and you turn around and you go back. And if they can hit a lot of those two-lane priority twos for us, that's a very... They can figure that out. And plus having somebody following them, they won't need a tablet. They will be able to perform and knock out a lot of lane miles for us without a lot of effort on our part. All right. Thank you. Yes, sir. As far as this technology coming in new to us, does it track when the blade's down and or when it's been felt out? It does not. It does not. That will have to be something we'll have to add as we go along. We talked about it a little bit this morning. I think what we're getting ready to launch right now is going to be the foundation of the needs assessment of whatever software solution that we request, and next year's budget will give you a preview of that. There are companies that do that. There was a little bit of concern about... I hate to use this term, the crap in, crap out. You can tell whether or not the spinner is moving by software and stuff like that, but is it really being effective? One of the things that we... I kind of skimmed over this about trying to allocate drivers, trying to get supervisors out from behind routes and out onto routes inspecting them to see whether or not they're being done. That's the next top technology you're going to get, is that somebody's laying eyes on the four people that are handling the area they're responsible for. Are they being effective, or is there a big pile of salt in the middle of the intersection? That was the emphasis for right now, is that we felt like, from a software standpoint, we could not launch that in the time frame that we had. Instead, let's focus on getting supervisors off of routes and into supervisor trucks to where they can check the routes, but also, to your point, Council Member Brown, is having those supervisors in those smaller trade trucks give them the ability to be more responsive to some of these calls that we get. Is this intersection bad or that intersection bad? They can go and at least clear that out a little bit to be able to make it passable without us pulling people completely off the route and then throwing away the plan, because that's the other thing that Rob kept telling me. If you don't follow your plan, you might as well not have a plan. The other question was, as far as we're kind of dealing off meteorologists and predictions of weather, is there like an emergency button that's saying all hands on deck? How long does that take to get everybody out? I'll be honest with you, I'm somebody who's more inclined to put the resources there first, and if it doesn't happen, then okay, I was prepared. So I think that's probably going to follow me for the time being and stuff like that, is to be diligent about the weather forecasts and be very conservative on the right side about having people mobilized to be responsive. Well, we can mobilize within one hour for mobilization. Red River takes a little bit longer, but they have to respond to us that way too. So if something does pop up, say a forecast was for an inch or dusting, if we get four inches, we've got it in place to get those resources out there quickly. I'll use the ice thing. I don't know what the weather forecast was that night. I wasn't involved with this then. I was still doing my water quality thing. But trying to mobilize at 7 o'clock in the morning when everybody else is going to work, that's not going to work. You're going to have to make a call at 2 or 3 o'clock in the morning when we're coming in because they think something might happen or not. I'm the kind of person that's going to call those people in, and they're going to be ready to go instead of trying to get to work and fighting the ice along with everybody else. All right. I just want to be cognizant we're about halfway through our time, so I want to still leave enough time for the legislative update. We still have a couple of council members with questions. Council Member Sheehan. Thank you. Thanks to everyone who worked on this. I do think it's clearly been a lot of time and effort, and so I'm looking forward to seeing the results of all of it. But two questions. One, we talked a little bit about getting information from the state, like trying to get information from KYTC, but are we also giving them our communications? Because there seemed to be a miscommunication between, like, what the governor was saying we were doing versus what we were doing. So is our, like, combined communication going to them? That's a good question. It is a good question. Yeah, I really only thought about what was coming to us, not necessarily what we were giving to them. We share our progress and plans with each other. I don't know where the governor is getting his information. He totally didn't go off of what Nancy released or what we released to them. They do regionally. They have five counties, but we're in constant communication. The council members do have to agree to support each other. For example, on March 17th, we actually saw the parts of New Circle Road because it wasn't planned. They gave us permission. Well, maybe we'll want to put the governor's staff on there, too. Yeah, but I was going to say, if we're doing what we're supposed to be doing and providing this kind of content every 12 hours, they should know. It's not like we're keeping it secret. Yeah. And then my other question is, one of the things that came up was about, like, sidewalks and bus stops being covered by snow when plows went through. Was there any discussion of, like, how to handle that through training or any response to that particular issue? It wasn't a big issue, as I recall. We talked about it. We talked about the plows and snow on the sidewalks. We have a contractor on the sidewalk. We spent over $100,000 on that last one, addressing the sidewalk prevention department. Well, I'm thinking of, like, bus stops, too, where people have to navigate through using a sidewalk but then also, like, standing on the sidewalk and having to get onto a bus and having to go through a pile of snow to get there. Yes, LexTrain communicates with us, and they actually reduced the number of routes they were doing, and the ones they had were on major routes, and they were cleared. But, yeah, downtown is a big thing, too, for accessibility, and that's an ongoing thing. We do have contracts in place with some smaller landscape companies. I would like to see that be something that's focused on. And then the other thing that I was thinking about in response is, I got a lot of, like, not a lot, but some people being like, I've been plowed into my driveway. Like, they can't get out. So I remember at that time, like, the state released this graphic that showed, like, hey, if you dig this part out of your driveway when a plow comes by, then it's not going to cover your whole driveway. If there's some stuff that we can put out like that, that is, like, you know, preparation stuff for the public, not just, like, what is happening after the snow falls, but, like, hey, keep these things in mind, like that kind of education, I think that would be helpful. There's a component that hasn't been written yet, but it was suggested by part of the work group, is to have a part of the Part 1 plan, what can citizens do. So that's in draft, and I'll make sure that's part of that. Thank you. We did talk a lot about that, about how, like, the role this is playing in the snow plan. And we talked a lot about neighborhood roads where people are parking on both sides. Like, you should park on one side of the street during a snow event. But that's something council members could communicate even now through our newsletters and at neighborhood meetings and stuff. Like, here's our preparation plan. Here's where you could find it. Here's the things you should be thinking about going into winter. Just like we do, like, the, you know, emergency management says all those, like, you know, it's going to be really hot outside. Make sure you're doing these things. And I think that could be something that we could do more. There is a frequently asked questions component of this that has been drafted as well. Apparently it got drafted last year, but it never made it out there in the midst of all the drama. It will get out there this time. And so when you see this in totality in October, if we haven't addressed it, then we will at that point in time. Because, like I said, I think that is important to share to them what it is that they can do to help. Thank you. All right. Council Member Beasley, then Council Member Allender. Thank you. And thanks for everybody who did work on this. It looks great. I can't wait to see the full presentation. But I'm going to ask you the same question I asked you in April. Do we have a retainer with the contractors that we have, or we are just hoping that they're going to pick us when we get nine inches of snow in us? No. We don't have a retainer with the ones that were selected back in the winter. We do kind of have a retainer. We pay for the fit-up for Red River Ranch, so they are obligated for us. It's a mixed bag, but we don't have a full loan retainer for the contractors. Is there a plan to get a retainer for the other? What is there, seven other contractors that we have? Basically, we would have to re-bid the whole thing in order to be able to do that. So then if we get nine inches of snow and ice, and I'm just making that up, but if we were to get seven inches of snow and ice, there's no guarantee that they're going to clear our streets before they clear the Kroger parking lot. Is that right? Right. The people who work for Kroger basically won't come to us in the first place. The landscape contractor that is under contract with them is right now not as a retainer, but he told me he'd be willing to do a route two type of thing that I described earlier, but only after he does his number one clients first. Which is what I was trying to be, is the number one clients for the other seven that we have, so that we're not talking about contractors that didn't show up, but they didn't show up because we haven't paid them yet. Well, I have to say, this outcome is something I inherited. It was already flowing down the hill by the time I got here in March and stuff. I don't think the budget would sustain that right now if we need to do that, that we need to plan that for the coming snow season. It's not going to make it for the spring. Thank you. Thank you. Thanks, everybody, for putting this together. One of my guilty pleasures is watching reality TV, and I've watched Below Deck, and they have what they call an anchor watch. And in that anchor watch, you have somebody stay up all night that sees if the anchor's moving. And when the person came to the microphone the day that we had the one that your husband got stuck on New Circle Road, came and said that his wife woke him up and it was already snowing at that time at 630 in the morning, which is a little late at that point. Do we have anybody that, when we think we have a weather event going on, that we have somebody that stays up to monitor that that's going to be the person that's going to say, we need to activate this now because it's coming in more than we thought? That's the incident commander that is in place in every shift. I'm the chief incident commander. I won't be up all the time, but I don't sleep much. If you check in the garage, I'm here a lot. So between the three of us and then the people that are below that, yes, there will be somebody up that is responsible for monitoring the weather, monitoring how much salt we're using, making sure that we've got orders in place to replace the salt that we're using. That way we're not sitting around and waiting. We don't wait until we've used it all up and then order it. We order it in advance. We order it as we use it. All of those things that it's been a dynamic event, yeah, there will be somebody that's up. Now, the bad news is one of those people turned in his retirement papers. He's leaving at the end of October. I appreciate all the questions. I have a number of my own. I want to be on the yacht, though. You can do it while you're watching below deck. I know. I love that show. I'm going to encourage my colleagues who have additional questions to e-mail Commissioner Martin, and also I think it would be helpful for the rest of us too if you cc'd all the counsel so that we also see the answers. I have my own question. I'm going to make one particular suggestion, and it kind of applies in some ways to, like, the way we think about the work that we do in government. I hear the words normal and abnormal a lot when it comes to weather events, and I wonder if we can unframe that in a way because, as we see, the abnormal is becoming the new normal, and we're only thinking about normal as this response, abnormal, oh, no, we don't know what to do, or we have to go excessive. To me it makes more sense to think about this low, medium, high, or major, minor, some other way of language of talking about it. Normal is not in the plan. It says less than one inch, one to four inch, greater than four inch. So, yeah, I didn't want to make it generic. Yeah, and I appreciate that. I think it also does matter the language that we actually talk about it. So I appreciate all the work. I appreciate this update. We look forward to the final presentation. Thank you very much. Moving on to our agenda, 2026 Kentucky Legislative Session update for Managing Attorney Evan Thompson. Take it away. Hi, everybody. I'll try to be as quick as I can. This is designed primarily to be pretty high level. Some of these bills are dozens and dozens of pages long. So, you know, if we had a few hours to discuss this, I think we would be able to get more and more in the weeds. But as we have, like, 30 minutes, if you all want a bathroom break before it counts, I'll try to go as quick as I can. So, basically, according to Kentucky Legal Cities, 1,293 bills were filed last legislative session. 192 bills passed. And of those 1,293 bills filed, I and other members of the Department of Law sent out for review for relevant divisions and departments at roughly half of those. So, you know, we've been trying to keep our mouth to the fire hose, so to speak. So my plan first is to talk about some of the larger bills that I think are most pertinent for you all to have information about. And then towards the end, it gets into more of, oh, that's interesting. I should probably know that. And so we'll jump in. So the first one, House Bill 542, which is the changes to eminent domain requirements, it's a pretty major overhaul for our regular procedures. While we do a lot of these already, a lot of it is requiring earlier and earlier in the process of negotiation with property owners, including now almost near the very beginning. We want to discuss having certain things provided to the property owner at the very beginning, including the Eminent Domain Act itself, the text, which kind of puts people at adversarial positions. It might not be all that great, but I think our people do a good job of making sure that we work well and try to be helpful in our property negotiations. I think, ultimately, it requires some sworn reports, some detailed entry notices, and then it requires a period of time for an independent appraisal. It allows the property owner to get an independent appraisal. And also, importantly, it allows for a property owner to request a public hearing in front of the condemner. So we're currently evaluating what condemner means in that case and whether or not it means that we'll have to convene the council for a work session or a council meeting to have a public hearing about a particular project, even way before we even think about eminent domain. So that's another reason that it might take a little bit longer for property acquisition for our rail and divisions departments. And we're currently working with divisions to implement those procedures. Evan, before you go any further, we dealt with that one yesterday in the MPO. We're going to let Evan get through the presentation, and then we'll come back to it. Because that one has a lot more than just that on it. Yeah, there's quite a bit, and it really is a lot for if we're trying to get property for conservation easements. We don't tend to do that very often, but that's a really big one as well. Senate Bill 59, I thought this was important for you all, especially as we go into an election, and especially with an election that involves potential votes on charter provisions. I wanted to warn you all first before you start discussing it with constituents and putting it on Facebook about potentially supporting or not. So we can't use public resources to advocate on ballot validations. So that includes money, staff time, materials, facilities, digital resources like website, email, social media. And that includes official social media too, paid by tax dollars. So even your official social media, you might be utilizing social media in your official position as a council member. You can't advocate for public issues on the ballot with those. But not private. But not private, yes. As Mr. or Ms. citizen, you can do that. It's just you can't use public resources. And I wanted to mention that because it creates civil penalties and criminal penalties. I think there's a misdemeanor in there, and also civil liability. So I wanted to make sure that's clear to you all. Before or if you decide to take official positions on things, have a discussion with us first just to make sure. Because we want to make sure you're not potentially subjecting yourself to, or any employee or officer of the government, potential criminal liability. And that includes you too. Then also, an interesting one is, so in some instances, House Bill 566, about judicial sales. So sometimes, and it's not all that frequent for us, although it happens sometimes in the foreclosure process. In the foreclosure process, a deed gets drafted and provided by the master commissioner, but it never gets recorded. And that leads to title problems. And who actually is the one who's supposed to be taking care of property? And then basically, if you have multiple people not sure, then no one's doing it. So this allows, this bill will allow us to go to court to make them record the commissioner's deed to make sure that the chain of title continues. And make sure it's clear who owns the property, so who is responsible for maintaining it. And the hope on that is to try to accelerate cleanup on abandoned or nuisance properties. Like I said, it doesn't happen too often, but for that process, anything really helps. Procurement threshold changes. You already probably know about this because we've already changed our procurement regulations. But the small purchase threshold's up to $50,000, and it'll go, increases $10,000 every five years starting in 2030. Our procurement regulations don't have that increase, so we'll have to increase it in 2030. But as it stands now, it matches the $50,000 for a small purchase before bidding requirements are necessary. And like I said, we already implemented that, so we won't be seeing that come around again. There's already existing statutes on criminal history of employment, but there's a House Bill 185 adds to that a little bit. And it's basically, not all of this slide is new stuff. Some of it's already existing in the state law. But some of the important things that are new are that the employee can provide evidence of rehabilitation. Somebody who might have a criminal history can provide evidence of rehabilitation. That should be considered by HR in making a hiring decision. And then also that we have to cite facts as they relate to what they provided. If we say, well, sorry, you're still, the employment with us is denied because of your criminal history. We have to cite two facts as they relate to the nature and seriousness, the age of when it was committed, etc., etc., etc. So this part is, like I said, some of it is new, some of it's not. But I wanted to highlight the new parts, and that's something that we're going to be working with HR on. The license plate readers, there's a bill on that, House Bill 58. It regulates how we can use ALPR data. Parking, controlling access to secure areas, promoting public safety, deterring crime, and addressing violent theft. Law enforcement purposes, that's like criminal investigations or compliance with local or state or federal law. And then there's also commercial vehicles. It also limits to how long we can keep ALPR data, 90 days, unless certain criteria are met. And it also forbids the sale, sharing, transferring, or access of data unless special exemptions are met. Importantly, for the public to understand, open records isn't one of the reasons that we can provide ALPR data. So if somebody could provide an open records request for ALPR data, we'd have to deny it based on the statute. It protects ALPR data from looking loose. It also requires policies and guidelines to be adopted and to be made available publicly prior to ALPR deployment. I understand we have those, and we've had them for a while. It also requires visual confirmation by a law enforcement officer of the license plate after receiving an alert and prior to performing a traffic stop. So it kind of directs how law enforcement can use ALPR data as well. And then also, importantly, it sets fines and imprisonment if we violate it. So it's pretty strict. It has, like I said, requirements on how we can use it, how long we can keep it, and also make sure we have policies and guidelines about how we use it and how we do it in Mexico. And also ensures that police officers use it correctly. So that's pretty much it. And also ensures that police officers use it correctly. I know a lot of council members in the room are very interested in environmental matters, so I wanted to make sure that this was clear. Senate Bill 49, it will prohibit throwing certain batteries in regular trash or recycling starting on June 30, 2027. It's a pretty complex definition of what batteries are included. And this was my attempt at including what it doesn't include. And that doesn't include car batteries, non-retail medical device batteries, free liquid batteries, those designated, designed not to be removed, or recalled battery-containing products. But generally other batteries would be something that would be prohibited from throwing in your trash starting in about a year. I guess that's about eight months? No, ten months? And then also Kentucky in that bill has said that it's going to be establishing a stewardship program to try to educate the public and encourage battery recycling programs in that meantime to make sure that the public knows about this requirement and also where they can put these batteries instead. I believe the government center has battery recycling to do for all of those individuals who are watching this. Let me read very quickly and talk very quickly. There's a planning bill that I think is one of the larger planning bills that were passed in this legislative session. And that's for religious institutions, for religious institutions doing affordable housing on their property. It must be treated as a permitted use. But it's important to know that those qualifiers are things like when the property was purchased, a.k.a. I think it said it had to be purchased before January 1st, 2026, where it's located. It's not in every zone necessarily. Certain zones and even in residential zones only when it's close to a state road or adjacent to other more commercial zones. And also it's limited on the number of units. It's only like 24. And that includes adjacent properties or properties also owned by that religious institution within like I believe it's a half mile. And then also it has affordability requirements. So it's not just any housing made by any religious institution. It has to be a permitted use. There's an ability for a review to make sure that those qualifiers that I just listed are included in the plan. So it's not all of them, but there are, like I said, there are significant qualifiers to ensure it's not too wide reaching. It also allows religious organizations to operate weather-related homeless shelters in commercial business or industrial zones as a permitted use, as long as they obtain all the other permits that are required by law. So the idea being attempt to try to get more weather-related homeless shelters without as many of the planning or zoning. Some might consider limitations, some might not. But the legislator clearly did. So that is that. There's also a series of budget bills, obviously. I won't get too much into that. They're very long and lots of dollar signs and not necessarily all that are to us. So there's a state budget bill, House Bill 500. House Bill 501 is the transportation budget. There's a grant pool in that that I believe we're eligible for. It has a match requirement, though. We'll probably be getting more information if we haven't already. Then there's House Bill 502, which establishes the 26 to 28 highway construction plan. And I got those numbers from the bill itself under the Fayette County section. 17.5 million in fiscal year 26, 79.3 in 27, and 58.4 million in 28 for Fayette County projects. That's Fayette County public projects. That doesn't necessarily mean we get the money. It could be things like interstate improvements and those types of things, other road improvements. There's also a House Bill 900 had one-time appropriations in there. Some things that I was able to glean that I think is relevant to us from that rather large bill is there's something for the airport, something for the Children's Museum and the Children's Theater. There's money in there for the Central Kentucky Business Park Authority. I think that's the one, the multi-county that's in an adjacent county. And then there's also for economic development, like the Next Generation Workforce Budget. That's money that's going to be going to big projects in Lexington. I think the Children's Museum, for example, is for their expansion and move. So that'll be, I'd imagine that'll be public for them. Also, there's Senate Bill 27, which affects our, the amount of, it helps, it basically allows us to make the determination regarding whether or not we should cremate or bury unclaimed deceased. And then after consultations, we're generally on the hook for those costs. So this will allow us to make the determination of whether or not we should bury them or they be cremated. And obviously, it also allows the religious communities to express willingness to pay for burial expenses. So that would, that's potentially a financial piece as well. There's some health plan bills. As you know, we're an employer as much as we're a government. Not as much, but we are an employer and a government. It takes us to be an employer in order for us to do the services to be a government. So there's, and there's also other employer bills. Just so you're aware, and some of these aren't effective immediately, some of them are in the next year or two. But there's expansion for eating disorder coverage. There's also fewer requirements for having to get prior authorization. There's expansion on pediatric hearing aid coverage. It expands the amount of money that has to be covered for those, for pediatric hearing aids. And then also allows for coverage under a collaborative psychiatric care model for health insurance as well, coverage. So, you know, I want to highlight those to show that, you know, sometimes we see the legislator as, you know, these are potentially things that are hurtful for the government. But in some cases, they actually do some great work to help ensure that people are covered under health insurance. There's also, the last four are ones that are more affect the types of employees, the types of employees that we hire. You know, there's changes to social work regulations. There's new background check requirements for some licensed professions. Those are more on background check requirements for the licensing organization, not on the government. But it's, you know, it shows that they're trying to do more to ensure people without criminal histories are doing those types of things. There's also House Bill 45, which might be helpful for us in the future. Allows for more pathways to achieve the education requirements in order to be a CPA. And a CPA is a public accountant, in case you didn't know. So that might potentially mean that more people can be certified public accountants, assuming they still take the tests and pass and all that stuff. But more people can get it, which, you know, more people who are able to access the profession might mean we get to have more opportunities for larger hiring pools, which is good for us. And then also there's House Bill 49, which includes scholarship money for engineering or surveying professions to try to encourage them. Because they've found that engineering and surveying professions aren't, there's not as many people filling those positions as there once were. Which is interesting, I didn't know that. There's also bills that affect, you know, that affect criminal law or public safety or courts that are divisions, public safety divisions will, or effects of public safety divisions, whether it be longer potential incarcerations or different laws that police have to enforce. Or a fact like House Bill 236 changes the body in charge of EMS education certifications and licensure. So there's also House Bill 305 is the Crystal Rogers Act. Important for those who are involved in grand juries because you're not supposed to now disclose grand jury recordings. House Bill 366 adds computer generated images of minors to, and the minor sexual performance offenses, minor isn't lesser, it's of minors. Was it faster? Okay. We're almost done, actually. Yeah. The, so, so basically that includes potential criminal, computer generated images of minors to basically child, child criminal law. So there's Logan's Law, which is the Exantus case. I'm sure people know about from the news. Basically, along the shorter bit, it'll be longer incarceration periods and fewer releases. Might affect dark jail more. House Bill 521 basically expands what stalking is and also makes it a little bit more of a penalty for that. And also includes threatening behavior in a workplace. So basically, we can, people can get charged for second degree trespassing if they're, have threatening behavior in a workplace. So that word, that phrase is defined. So that'll, that potentially helps our, our role as an employer, as a, as a workplace to try to prevent against threatening, you know, people from, from, from threatening our employees and other employees threatening each other. Senate Bill 104 is important for, for police and EMS in that now there's a crime of imputing a first, first responder. That'll be more helpful to our police and EMS to do their jobs. And then I added a couple after the first time just because you keep looking at these bills and you keep, you know, like, oh, this might be interesting to them or that. And then, by the way, I tried to avoid the length of KLC's presentation, which was 94 pages of slides. So then you're, I didn't do 94 slides. I think it's 14 or 15. So trying to distill it as much as I can. So, you know, with pro, pro, it's now a distribution sale and manufacturer of Kratom is prohibited, which is good for, I hear that every so often, council members discussing the problems with that. So I wanted to add that so you know that it's now illegal to distribute or manufacture or sell it. And then also important for our health care providers in the jail that now that there's a charge of third degree assault of a health provider. So. So that'll allow them, our jail folks, to have to be able to do their job better, including the health care providers that we contract with in the jail. There's a Senate Bill 8. It's a restructuring PSC restructuring bill. It's kind of complex and we're working. We'll be working with our PSC council and stuff like that to have a better understanding of what the ramifications are. Central 20 allows for contracts for supplies sold, allows us to contract for supplies sold at public auction or use vehicles to be able to buy them without having to bid on them. So that allows us to be able to contract for some more things quicker without having to do bidding. So that's helpful to us as well. Senate Bill 311 or sorry, not Senate Bill House Bill 311. That's you know, sometimes you see problems around railroad tracks with being able to see with due to obstructive vegetation. This will require this requires them to remove the obstructive visibility and safety and then also allows us to recover costs if they don't do it. That's important for public safety for our for our residents. There's also economic development bills in here. There's workforce pell grants for short term workforce training. House Bill 577 allows for knowledge based technology intensive companies to try to get incentives. And then there's House Bill 576 to allow for localities to apply for up to 500 funded project aimed at relocating out of state employees or students. That might be potentially helpful for us as we have a large pool of students down the block and all around us. And then also the House Bill 266 adds some more some more disciplines in the what what what are allowed for some health care workforce programs. So that'll obviously help those professions allow us to get as a state more and better access to those professions in our areas. Thank you Mr. Thompson. That's a lot of stuff. I appreciate you going through it fast. I'd like to leave a few minutes to hit the restrooms and get our stuff for a council meeting. So we have a few minutes left. I'm going to take a little privilege. I didn't get to ask my question last round. So I'm going to throw out one. Commissioner Armstrong, I want to ask you about HB 58 with the plot camera uses, especially pertinent to public tonight. Looking at it, the sort of the allowed uses, the law enforcement purposes, that's the one I understand. And that's the one that we're currently doing. Are we doing any of these other uses, parking, access to secure areas, and then promoting public safety? What was the last one? It says promote public safety, deterring crime, and addressing auto theft. Promoting public safety, in other words, increasing I think technically that's what they mean. So they're being used only for public safety purposes. No parking, no traffic enforcement, those things. That law is actually, we were in compliance with that law before the law was written. We were in compliance with this law the day that we started the plot program. And the only difference is the retention. They allow up to 90 days. We only do 60. And then by, in terms of local versus state regulation, we can always be tighter. We just can't be looser. So we can't do 91 days, but we can still be shorter. And is there any intention or thought to using it for those first two uses, the regulating the parking and the controlling access to secure areas? Again, the securing to secured areas, I guess what you'd say is, well, no. Not on a law enforcement level. There are businesses that use it that way that it would apply to. For instance, Lowe's or After Hours businesses or something like that. But the department ourselves, no. Thank you. Thank you, Evan. This is great and very helpful. I'm so glad that the law department is doing this for us now. But I still want to reiterate my request that we have meetings with our paid lobbyists once before legislative session in Frankfort and once after. I don't know why we can't get that person in the room. We pay them to advocate for us in Frankfort. We should be able to interact with them. So I want to renew my request that we meet with them prior to the legislative session starting and then after the session has ended. In addition to our law department, who does a great job. Yesterday, the MPO House Bill 542 came up, and it's going to cost us because of the way it's written with appraisers. We don't have enough appraisers. We're having to appraise everything. They said it's going to end up costing a year to two years on all the projects and probably a 50% increase. So that one had a lot of undue consequences that they're looking at, but it's not going to be able to be addressed until in the spring. So that's something our director of Chris Olivia and Doug, and I guess you're all aware of that too, but it was a big cost and expense. Yeah, there's an appraisal requirement. It's all worth paying. Well, it's being pushed down on us by KYTC also. They take a more restrictive view of it than we do, and they're making us do everything that they do. So that's really what's causing the immediate issues. Yeah, I just have one question on the crate on you. Do we know who is enforcing that? Is that law enforcement? I think that's the law enforcement, yeah. But I can check on that. Because I got a list. Shut up now! Council Member Karas. I'll be very brief so that we can get out of here very quickly. Regarding House Bill 333, the component that allows religious organizations to operate temporary, weather-related homeless shelters and whatnot, I just want to double-check that there's no religious exemption language in that legislation with regards to our fairness ordinance and enforcement right now. Because there are folks who are members of the LGBTQ community, especially trans women, who in religiously-operated homeless shelters are forced to either be housed with men or be denied access to services altogether. So there's not any sort of carve-out for that in here, correct? We can look into that specific issue. We didn't think of it in terms of that. But I understand what you're saying, and I can see where that's coming from. But I will check into that and get back to you on that. Thank you. Thank you. Anything else? All right. Thank you very much. And now we are adjourned.