[0:00] New principle, a new system principle, and a finance manager. So we had a business administrator, we're transitioning to finance, manager, all she's great.

[0:10] So we have Shedterstain Adams already principal. She was the assistant for the last year.

[0:16] She's such a great experience, energy, positivity. She's going to do such great things over there. So she's already principal, started already.

[0:23] And then we have Colleen Olsen, who has accepted our assistant principal position.

[0:30] She was a teacher in the school.

[0:32] Some folks might be familiar with her.

[0:34] She taught first grade.

[0:37] And cover principal certification.

[0:39] It was just such a good fit in time and time.

[0:41] So we're excited to have both of those individuals in the leadership positions.

[0:46] And then we have someone named Danielle and I don't know why her last name is.

[0:51] Let's get my mind right now.

[0:52] But finance manager, she was the assistant over at another district and she brings a lot of good

[0:59] positivity and just excite into the role and she's just excited to just dig in and she's like I can't wait to just talk about things

[1:05] We've been doing another district in ways that we can improve and maybe find ways to save and certainly or so

[1:11] It's gonna be good. I think overall. We've had a pretty big turn over over there and I'm excited and I know others are as well

[1:19] Also with staff in, I think right now, one of the only positions that we're actively looking for is a second grade teacher.

[1:27] We just filled that third grade position from somebody who's in the community,

[1:33] John 14 years at Danville. She's going to be awesome in third grade.

[1:36] So right now we're looking for just a second grade teacher at the moment.

[1:40] So a lot of big changes, let's get a positive changes that are coming our way.

[1:44] Um, for folks that have listened to these meetings or seen on social media, there's a

[1:52] couple of big bills that launched the governor's desk at the past.

[1:55] We're waiting for assignment.

[1:56] She wasn't going to sign up.

[1:58] She actually did not sign bill 1610, which would not allow us to carry that routine fun and

[2:04] to send money back to taxpayers.

[2:07] She can come back and give money back to taxpayers.

[2:09] We were trying to do that.

[2:10] But from a build perspective, that would put districts, just to our size, with districts in general, a very tight position for emergency expenses and things like that.

[2:21] So she did not sign that, we had a couple meetings in June to proactively try to figure out our finances and maybe pull things forward and maybe get some projects done, and this might be a question for the group.

[2:39] maybe not answer now, but just talk to think about,

[2:42] is we did, we did pull money forward from fun balance

[2:47] for those rules project.

[2:48] We got Bids on it, and we chose Lane Roofin,

[2:52] which came in at 175 grand, which was pretty loud.

[2:55] One of the lower kids.

[2:57] Now, we did make that motion contingent upon

[3:00] if 1610 was passed.

[3:03] So, we,

[3:07] absolutely the next, should we?

[3:09] use that and what we did the motion for should we put it from a game fund and not do so.

[3:14] I think that's something we might want to all discuss, again, we don't need to have a 20 minute discussion now.

[3:20] What you want to do.

[3:21] But what section of the roof was a refreshment.

[3:23] Yeah, so if you're looking at Chester Academy, you got the gym, right?

[3:28] Which has the Chester Academy and it has all the green flashing.

[3:32] That is a flat roof that was done three or four years ago.

[3:35] And then you have over the main entrance or like administration sets, then you have to the right, it's like a, it's a T, that's where all the classrooms are.

[3:45] That is what we're looking at.

[3:47] So if you notice the biggest piece, we've had, we've had repairs over there and leaked it at one point and we repaired it.

[3:52] Some of the shingles started flying off with some of the wing that we've had in this past winter and spring.

[3:56] So, um, it is...

[4:00] Holds that life, 26 years old?

[4:06] Yeah, it's like a cable.

[4:07] I'll take, yeah.

[4:08] I'll

[4:11] test shingles on it currently.

[4:13] And we were good.

[4:14] And we got a quote that was going to,

[4:16] I was just going to be new architectural shingles.

[4:19] Higher quality ones.

[4:20] We made sure that built in that quote.

[4:22] We didn't want the kind of lower quality CKO or the other ones.

[4:26] We were getting like a moment's corner and 50 year warranty ones.

[4:29] So, how much was in the roof fund right now?

[4:36] Um, I don't have to be exact figure. It was, it was up there. Um, it was six figures I believe I don't

[4:44] always do with 100 something I don't really believe. Yes. So, do we know what the delta is between

[4:49] what's in the fund and what we would have to pull out? Um, Danielle's running all of that currently.

[4:55] So we did look at that. I think it might not be a ton that we have to pull out. Um, that big

[5:00] that we got the quote is good for 60 days.

[5:05] We have a little bit of time before we have to actually

[5:07] make up our minds and say, right, Lane, you know, is that 175 still good, assuming could be a little more of a good shift to fly what it has to be replaced, but yeah, I have that hour and now to see what the Delta would be.

[5:21] Um, and going to be anticipate.

[5:24] Originally doing the group.

[5:26] When is it missed it?

[5:27] I don't know.

[5:27] Within the next.

[5:30] Some of the damage based on the shingles that started flying off recently.

[5:34] Um, there's no active leaks knock on wood.

[5:37] But you know, we are in a proposition where we have a foist now on the roof and dead of winter, you know, that's what we were trying to avoid with active leaps because right above there is the older kids on the second floor, and it would be going to be good for the work.

[5:54] And with the quote, they could do it this summer.

[5:56] You can always be able to get it done by school.

[5:58] If you're able to get it done by the fire, let's start a school.

[6:02] So we're just waiting basically to figure out if we're going to get it done.

[6:05] The thumbs up and figure out what the Delta is based on what we have in that work.

[6:11] And out of the ending year balance.

[6:16] We talked about that as well.

[6:17] And

[6:20] we're still waiting to figure out what the end of the year balance is.

[6:24] Based on some open invoices that we have.

[6:26] Danielle is going to pull that.

[6:28] Hopefully that's week.

[6:29] We were chatting for a question today.

[6:32] I will have, I know Rob is asking for it, and I will have a better breakdown of numbers and I can send out probably by the end of this week.

[6:40] Did you get it to bid before July 1?

[6:42] Yep. Oh yeah, so we have everything all done and motioned before July 1 and K-16 had was signed.

[6:50] You just don't need to worry about that.

[6:53] You've done this before.

[6:55] Yeah.

[6:57] Okay.

[6:57] So that's where we are currently with the roof piece, and then we're trying to figure out

[7:07] end of year, you know, we're roughly 600,000 ish, which included retain fund, because that'll end of your balance rules right back in.

[7:16] So we're trying to figure out what that looks like. We have,

[7:22] we're going to be talking a little bit more about that.

[7:25] But I do have Danielle, we're on a number, figure out what we're finally going to do.

[7:30] And the playground fund was like 55. That goes back. That was back. We did the camera. So we had to replace that camera because the, you put the playground was blocking some. That was completed.

[7:47] That is being sent back.

[8:05] It seems like an opinion, it seems like a radio lineman, it's not like, oh, we didn't expect to do this for another 12 years.

[8:16] It was on the blast like that.

[8:18] There were almost a couple of years ago to pull it forward.

[8:21] Right.

[8:21] With all the weeks and that we were at that time, I think the prior board was way in like doing it.

[8:25] Trying to just fix it.

[8:26] Does it still have something like, and then I would say from a capital firm in perspective like that is probably number one priority.

[8:31] like we have money in the book in the boiler fund for last war and charcoal. We got that in fact

[8:36] there recently not God would it's doing pretty long ago. So I would say give it in and why is

[8:40] like if there's anything that's actually going to go it could be the word.

[8:47] So it makes sense to me to get it

[8:49] that if you

[8:51] mix the structure of the answer structure. Yes, it's not like a, I can't have it.

[8:59] It needs to have. Yeah, you don't want to do anything.

[9:04] You're stuck getting water and then you end up with

[9:06] big abilities now that were replaced and we, you know, we, that's what we're concerned about,

[9:14] like, can you get it done before the school year? It has he really done a lot of bigger projects.

[9:18] And he has he's done a lot of just pull buildings and free money and expand out to maybe

[9:22] a couple of other ones. And he's used him a 50 year warranty single and he has 20 years of

[9:28] more campworkmanship, which a couple of other folks only have a five and a 10 year.

[9:32] And how did they compare to the other bits of cost-wise?

[9:35] It was pretty low.

[9:37] I mean, I think the closest one about that, that's probably another very, very grand opening on that.

[9:42] But it was significant enough for like, okay, this might make sense to just pull the trigger now.

[9:47] So here are point-run rather than the branch angles that are not under shape that are flying off,

[9:52] and we have the money.

[9:53] If that don't does not shoot it, we might be able to just kill it.

[9:56] So we're going to be talking about that as a board.

[10:00] Is there a third section of the group that will need to get a question?

[10:06] Jim Flatworth, the T, and then in the middle is more like a game, I guess you would say

[10:11] a different game of group.

[10:13] That would be a major place eventually.

[10:16] That once every time I've got to include that.

[10:18] That's a better shape because that's not sitting in the tunnel dang and going to beat

[10:23] up out in the open.

[10:23] There's some trees and covered over the middle, but that was still need to be a future project.

[10:28] project. They may have that to do jingles on just the, like, front

[10:33] happened. Yeah, they used this, the front, the front, the front, the rear, yeah. I think so,

[10:38] I think you're right. But now, on board, we haven't seen any after we

[10:41] used or anything on that piece. Depending upon what you finish the year with, you know,

[10:49] using more of that, you know, leaving the roof, the fund is robust as possible, knowing that you're

[10:57] going down in probably another six or seven.

[11:00] Exactly.

[11:00] Yes.

[11:01] Another fun is the root fund.

[11:02] Whether it's the one we know which one.

[11:04] Or the, I'll say, the administration section in the middle.

[11:09] This never guarantee at the end of the year.

[11:11] Right.

[11:12] Depending on what happens.

[11:13] Right.

[11:14] Yeah.

[11:15] So it was an interesting tune.

[11:18] But everything going on is a lot of meetings that we had to have.

[11:21] So, but I would say luckily it wasn't signed, but I think it would put some stress on

[11:30] districts.

[11:31] I don't know if we're just trying to think about it, but it would be interesting to see

[11:35] what would happen.

[11:35] And we're still, and then the tax cap one.

[11:39] I think that's 1300, the tax cap.

[11:43] I think she signed that yet, or vetoed it.

[11:45] I think that's still out there.

[11:49] That was not the one we saw about that could put it that might and that's another thing to talk about right

[11:55] It's like how's that gonna affect districts right you have a three four five percent cap based on

[12:01] local CPIs what we've heard

[12:03] but what do you do when

[12:05] Oh, here's a 15% and electricity is that 12% and it's like

[12:10] How does that set this stricks up?

[12:13] Yeah, I mean there's certain

[12:14] With the school, there's only certain amounts of costs you can actually control.

[12:20] Yeah, exactly.

[12:22] But a lot of it's fixed costs.

[12:23] We'll always continue, you know, bottom line budget and see in ways that we can maintain,

[12:29] you know, and we're not trying to swing for the fences and ask for a ton of things.

[12:34] But it'll be interesting to see.

[12:35] If you have it, I'd be curious to see the job description of the finance manager versus the business administrator,

[12:41] you're just at curiosity of what the roles and responsibility differences are?

[12:46] Yeah, I can definitely see what we have for like Cluster, the erect versus the one

[12:52] that we just posted.

[12:55] You come sorry if I missed it, but did you actually get a final cost for health care this year?

[13:01] I know that too.

[13:02] Oh, from health trust?

[13:06] I think they gave us quotes based on the different plans and tiers and it was drastically

[13:10] more than school care. At first, it seemed promising that we were all talking back and like,

[13:17] I don't know, Christmas time frame. Maybe the town gets on, this and that and it might not

[13:21] benefit the school, but the premiums are looking pretty dark and similar. I guess it was not

[13:27] Christine's like, it's not even worth bringing at the moment, but we're going to continue to

[13:33] monitor that and potentially look at other health insurance providers, if something does happen

[13:39] on the road at school here again.

[13:41] We're open to there's going to be no other assessments,

[13:43] but that was tough last year to paint that 200,

[13:45] 12, 200, 12, that's what I'm going to

[13:50] do.

[13:51] And sadly, that was one of the better bills.

[13:56] Um, I think that's how I had my notes.

[14:00] There you go, several of the numbers.

[14:01] So just from a takeaway for my homework,

[14:07] we'll figure out the delta on the root piece.

[14:09] I'm going to figure out the last piece of the lake

[14:11] I found Cree, I got your input on the roof,

[14:16] and then Supreme Beach office description

[14:17] at Finance Manager versus BA,

[14:19] and then I don't know numbers, five numbers, perfect.

[14:26] Can you have the questions?

[14:28] I'm gonna go ahead and go away back to the beginning.

[14:31] The new VP, you said she came from the school?

[14:33] Yes.

[14:34] She got her certification, so she's been in the school.

[14:37] Yeah.

[14:37] She's all tied, so she knows the flow.

[14:39] So she was at another district prior,

[14:42] She's been at our school.

[14:44] I think this is her 4th year.

[14:45] She's pleading.

[14:48] And, you know, I had the privilege of seeing her as my kid's teacher this year.

[14:51] She's just so great.

[14:53] And I think, I think it's going to be a really positive thing.

[14:57] Love, sir.

[14:58] Faculty.

[14:58] It's going to be.

[15:00] Very good, and I know her, and the current principal, Tristina, or already, you know, chat on, rolls, responsibilities, and who's responsible for what, and accountable, who needs to be informed, and, like, I didn't know what we're seeing next right now, but it's going to be good.

[15:18] Any other questions?

[15:20] Comments on school.

[15:23] Okay.

[15:25] Over to you, Sarah.

[15:26] Okay.

[15:27] Well, let yourself, towards the end of the year, you did this a lot of action and involvement,

[15:32] meetings and whatnot and some clear directions of stopping the spending that's in the year

[15:40] as well as the early year we did have reductions in staff.

[15:47] So given all of that and when we are watching different budgets, we came in as we added the

[15:57] $595,000, sorry, from the, went to maintenance fund, and then we had $27,000, there was

[16:04] still had a legal fees from those. So we rolled those into it, $95 was from fire in the

[16:11] background.

[16:13] I'm sorry, $105 was from the, went to make this $105. $27 from the legal expense

[16:21] line. So when we added those back in and started where the budget was, we ended up at this point

[16:30] $6,000 to the positive, $6,500, whatever. However, that being said, there are still some bills

[16:40] that we know that they have to be invoiced or have to be finally processed. Like yourself,

[16:45] this and still things are just a wrapping up.

[16:49] We don't think it's a whole lot, maybe in a 10 grand or something of that nature.

[16:55] So we do have still the ability to take up to 100,000,

[17:00] but I don't think we're going to take much more than a few thousand balances off.

[17:05] You think the risk will be in for the money, so you'll actually end up being all for budget for the year?

[17:10] Yeah. You know, it was 150,000 more than that.

[17:13] get it actually to use a little bit more than that.

[17:15] Just in that one line, I am further deploying it and whatnot.

[17:19] And then if you look at some of the other areas,

[17:23] you know, we just, we needed that to go into this.

[17:27] We're going to have to tap into it, but we won't be too much for it.

[17:32] Oh, a bunch of stuff.

[17:34] Yeah, okay.

[17:36] So given that, we think that we can wrap that up a few weeks.

[17:42] And whatever we pull in there, anything that residual of that underage is just going to roll back right into it.

[17:50] So we're going to be adding any new costs to that.

[17:54] You know, Paul's been very good at keeping us up to date along the way.

[17:58] He's done a good job making the numbers work as much as possible.

[18:04] Thank you for seeing that. Because it is just jumped into it today.

[18:08] you know, this year it's new for you. And he hadn't done this before. And in some other

[18:14] reports that we asked for it never run before. So between him and you know, in carry now,

[18:20] you're getting up to speed and you know, they get an information, but it's still, it's still

[18:27] a little bit of curve for both of them, but we're getting there. So with that I think that we started

[18:35] in the new fiscal year and we are already letting people know that there's a schedule

[18:44] that is set down with Angela and she's put together a schedule like she sent it to you already.

[18:51] So we're going to try to make sure we're staying in with this or it's not ahead of that.

[18:56] The message you're going out certainly is that we want to start the year so what do we

[19:02] end it?

[19:02] really looking at the budget's very, very hard.

[19:05] And try to stay as flat as we can through the process.

[19:11] There's some areas that we probably should put more money

[19:13] into as we start to look at more and articles,

[19:17] like roads itself.

[19:19] We're still getting a lot of pushback and complaints

[19:22] about some different roads.

[19:25] So we'll look at that.

[19:27] We know that that's been undefunded for a number of years,

[19:29] but you know, when a local crazy on that,

[19:32] but I think that's probably as we look at it,

[19:35] that's one of the key things for us to do.

[19:38] Obviously,

[19:41] the highway in the maintenance of our key,

[19:44] there are more expenditures for us as a town.

[19:48] We're asking every department to give us a strategic plan.

[19:53] Generally, there's been given us a budget

[19:54] and a department plan for one year.

[19:57] We're asking them to, everybody look at it and let me tell you that there are no surprises.

[20:03] We got surprises at the end of the year for new schedules and rates and whatnot and increases

[20:10] of salaries and whatever.

[20:13] It was a number of different things that sort of at the end that came up.

[20:18] We were able to fund them in different ways and meet the budgets fairly well, but I think

[20:25] over all we're going to be a little stricter this year and starting off and we're making sure

[20:31] that if there's any expenditures we want to know. We're asking every department to give us

[20:35] a cease plan so that we can make sure it lines up with our CIP process. We're also sitting

[20:41] down with the maintenance folks and going to each of the buildings and asking each of the

[20:55] for it closely and see where that fits into our programs.

[21:00] We'll be looking at staffing.

[21:01] We'll be looking at a number of different things here.

[21:03] Early in the process, rather than later in the process,

[21:06] just to be able to get a contract.

[21:10] We hope to get, you know, in sync with you guys right away.

[21:15] And if we can stick to the deadline and, you know,

[21:18] make sure we're holding everybody feel firm.

[21:21] I think that, you know, a lot of much more transition

[21:25] that she had to get to the blood process.

[21:29] Do they do zero-based budgeting?

[21:30] Or do they start with the prior budget as their foundation?

[21:34] You know, always they're given the last year's budget, right?

[21:37] So that's the starting point.

[21:40] And I think that that is where we're going to ask them to do this year.

[21:45] But I'm the selecting yet it.

[21:48] It kind of gone through that.

[21:49] But they haven't gone through it to a point where they've looked at what didn't they expect.

[21:55] And that's generally where we start right away, okay.

[21:57] What you've got in access that you didn't spend or you won't be spending for the fiscal year,

[22:03] and trim your line items out of it.

[22:05] And which ones have you over-expedited because you didn't account for something?

[22:10] And so just spend more time with them and understand their own budget, have them understand it rather than it comes to

[22:21] and take it. We have to then, okay, go back and say, this isn't working. A 20% increase is not going to fly.

[22:30] You know, we got to be in, you know, less than the five to three percent just at the start and not the game.

[22:36] So, that's where we are. And, you know, with that, the lay-as-ons have been told that it's just down with each of the departments and come up with the goals.

[22:48] You know, what is the thing is that you want to see the accomplice issue? And, you know, let's get it in on paper and so that we can see what we really need to do.

[22:59] And there are some areas that we know, for example,

[23:03] towards the end of the year, even this parking lot between the culverts and whatnot.

[23:08] We've given the go ahead to get these manholes taken care of right away.

[23:14] We've got a price on there, it's surveying, and we're a wooden that to get started.

[23:21] And I'll also just start in some discussions today with Angela on the contract.

[23:25] because we have to be able to get the engineering services done in the next three to four months

[23:32] so that we'll have some numbers for the drainage of this part of the building.

[23:38] So let me, I want to make sure I understood all of what you just said.

[23:42] So you're going to do the tactics on the drains themselves.

[23:47] Yeah, because they're collapsing.

[23:48] and then you're written up and ready to go out for the bid for the engineering work for all of that.

[23:58] So that we have it so that we can write the word for the next.

[24:01] Yes and no. So we've got some engineering understanding at this point.

[24:08] We still need to have the engineers come in and show them what else we need to do over here.

[24:13] So the scope is going to change a little bit.

[24:17] We, a big number of get thrown out last year without any engineer behind it.

[24:21] So what we need to do is now sit down with survey and the engineer that we're going to select.

[24:27] And we haven't done that yet, but we'll do that within a week or two.

[24:32] So then we'll have them come here and really look at what modifications we need to do, especially

[24:39] around the gymnasium area, multi-person control for a lot, for the water, where it's coming

[24:45] up, you know, deepening to the building in the side, so the engineering scope will change

[24:51] a little bit.

[24:53] I don't know what that'll do for the cost, but we have enough as we move some money's

[24:57] last year.

[24:58] We'll have enough of the engineering to be completed and give us a good cost estimate so

[25:03] that we can start planning that in the CIP and make sure that whole project is identified

[25:10] So did you write up a scope of work and then send the scope of work out of the goods to get in an area of the country?

[25:18] No.

[25:18] So how do you have an engineer?

[25:21] We have three engineers on staff.

[25:23] Okay.

[25:24] We have a boiling king.

[25:25] We have underwood and a gale.

[25:28] So three years ago, I had them go out and get the consultants that we need for the different services.

[25:36] So we did call vacations and entry schedules.

[25:40] So we will be asking those three two questions.

[25:44] One, do they have the time to do it in the next three to four months,

[25:49] and make sure that we get somebody that can do it.

[25:52] They're all qualified to do the work,

[25:55] but really can they jump on it right away.

[25:59] And, you know, with us to modify the engineering a little bit,

[26:04] that a little bit of time, you may have to put a test board or something in that part of the bill that part of the property, but.

[26:11] So that we have some discussions also with maintenance as well as James, but who can oversee some of those things as we go forward.

[26:22] They all have construction engineering or construction capabilities, but that we want to make sure that we're tying their capabilities also

[26:31] and with making sure that we're getting the services.

[26:35] We need to.

[26:35] You said three, four months.

[26:37] That's just the engineering.

[26:38] Yes, and then you said the orange will help.

[26:40] So this is not going to be done until 12 months or about 13, 14 months, okay?

[26:44] That's, and that's why we kind of back on the warin' article going out because there was too much flux in the numbers.

[26:52] So we left enough for the engineering and the fix, especially for the collapsing drains.

[26:58] So

[27:02] they're just going to call us on the existing drain and rely on the pipes that are there.

[27:08] For the most part, yes, some of them on this one in particular really collapsed pretty badly.

[27:15] So they're going to have to rebuild that one a little more.

[27:18] The price is still falling in the bottom of the bottom.

[27:21] The bottom.

[27:22] Now the bottom's going to all of them are okay.

[27:24] They'll need to build a collar on the top.

[27:27] Yes.

[27:28] They may have to put a concrete as well as some brick work, and then a new great, one of them in particular needs a new steel grate on top of it.

[27:36] So, they'll bring them up the grate because they're all subsided at this point.

[27:40] And that's about a $10,000, so still they'll have a significant amount of money for the engineering for that aggressive,

[27:47] and we should cut into the island more into wider.

[27:51] That's what's mean.

[27:52] What are we going to stand there in elections?

[27:58] And that would include getting the road in the back or down the side and then additional parking.

[28:09] That's the goal that to be able to continue that engineering to give you the quote.

[28:15] Yeah, we want to make sure we get the drainage correct.

[28:17] Whether we add more parking at this point.

[28:20] So we go on with installed drainage so that you could put parking there a future day with some.

[28:29] Yeah.

[28:31] Yeah.

[28:31] Fix that side.

[28:33] Yeah.

[28:34] It's the fun as well as that whole side.

[28:36] So we're probably going to need to extend it if you get a put parking back there.

[28:40] I'm going to pull it away from the building.

[28:44] So that's what we stand on that.

[28:47] The annual is actually working on a number of different policies.

[28:50] to go on forward, I'm going to make sure we're going to stay pretty tight on the new

[28:57] bits, if anything, over 5,000, trying to make sure we've got the three bits, unless

[29:01] it's a uniquely qualified vendor.

[29:06] And we have started on the matrix itself, as far as what that is, we will be reaching out

[29:16] really soon to several different communities to really look at where these communities are in

[29:22] relationship to ourselves.

[29:25] We're going to try to make sure there is close to the types of services, the population,

[29:33] ideally if we can find those that are also not heavily business-related, you know, you

[29:40] can pay to Raymond and Raymond as a lot of business system and then in those others.

[29:44] So, we can put this in the same category, but we've six or seven communities right now,

[29:50] we've put a list together, we'll be reaching out to them and we'll be discussing that for them.

[29:57] You know, the intent is to clean out the dangers.

[30:00] We have at this point, and we have a policy on the matrix that we're going to be hearing to that policy, at least for this year, and it depends upon what we find here. There's no way we're going to be able to make any significant changes on the matrix in one year, you know, if it's required.

[30:25] If we're in pretty good shape and pretty competitive around the area, you may not see much change on those numbers, but

[30:34] Until we

[30:36] Participating in that right now. I'm just having discussion with you, and okay, and

[30:42] You know as we open it up and really look at what data we need

[30:48] You know somebody want for the committee. I want to be part of it on everybody else

[30:54] It's free.

[30:55] I don't raise your hand very quickly.

[30:58] I've been asking for three years since today.

[31:01] We haven't done anything so interesting.

[31:03] We all have our last five years.

[31:05] Maybe more than three.

[31:07] Well, I think that you're hot button is a good segue, I think, too.

[31:13] I think we all have one, right?

[31:15] And the same thing with the select board as well as the departments.

[31:19] And that's kind of what I want to try and get out on what the goals are for each of the departments.

[31:27] And I'm going to call it hot buttons, but I'm sure that I wouldn't let the goals for the things we need to do to fix,

[31:32] at least what we have, anything that's not warping well.

[31:36] And then anything we want to make sure that we go into a line of improvement in the beneficial management.

[31:43] So that's part of the public goals with us

[31:46] once you have the word, no.

[31:48] And what you need to do, is that, so part of that,

[31:50] I'm assuming that, I mean, it's part of this

[31:52] strategic plan, is that, like, for this fiscal year,

[31:56] or as part of all that kind of built in, like,

[31:59] the department's overall mission, you know,

[32:02] year after year, I mean, it's a standard mission,

[32:04] and then this strategic plan,

[32:05] are you thinking about building out, like, budgeting?

[32:10] As part of that, for planning, too, it's, you know,

[32:12] We're going to pay us thinking like a five year, three or five year plan.

[32:16] You know, yeah, I've been here seven years and very seldom to any of the departments

[32:21] have a look beyond one year.

[32:24] And so, and that's a difference between a department plan and a strategic plan.

[32:28] Strategic plan is we're going to ask them to do at least the seven years and I want to

[32:32] know it's a staffing and what they might look like and we will actually then bring that

[32:37] the other for the entire town, municipal, all of them, so we cannot let see what kind of an

[32:44] organization we have at this point. We're like, we're we're heavy, those types of things,

[32:50] but what's anticipated, whether there's some growth or reductions that are needed through the process,

[32:55] but we want to really engage the departments to get them thinking about what are they going to need

[33:02] in seven years of now, whether it's dollars, or people, or equipment, you know, whatever

[33:09] might be the case.

[33:10] What trends are you seeing that a problematic force, or opportunities for that matter?

[33:17] Opportunities that, I mean, that's a SWAT analysis and that's for opportunities in any

[33:21] ways to improve.

[33:22] That matrix, too.

[33:23] I mean, I mean, though that into the plan as well as that, it gets continue to work on

[33:27] updating that.

[33:28] You know, at this point, the matrix, we're trying to make some, we're trying to get

[33:32] So it's municipal and whether we stick to a matrix or go to something different, I think, you know, that's that's part of that continuous improvement.

[33:40] I think for the short term, you're going to look at this for this year.

[33:44] The police, the Barb movement and the fire department, they like to be able with different schedules here and whatnot.

[33:50] And asking the same thing, you know, the fire department came to us at the end of the year.

[33:55] Well, actually, a little before that, probably three months before.

[33:57] But after we had already submitted the budgets and wanted increases across the board, we said,

[34:04] no, they didn't, you know, they stole it in the process.

[34:08] You know, they're going to start right away at this point to say, but we wanted that justification.

[34:14] All right, what is the justification?

[34:15] How do we compare it to their towns, other towns, whatnot?

[34:20] So, yeah, it's a part of it, and then looking at, to provide the services that we need,

[34:30] that the fire department actually needs some more, or they need an officer, or something like that,

[34:38] which they should have something in their plan here.

[34:41] This next year, we'll be looking for that.

[34:42] But, you know, that's really how do we get to the staff and the team need neither from within or without.

[34:51] That would be important if you do want to do more in highway.

[34:54] You know, I mean to understand that that picture looks like it can prevent any spikes,

[35:02] knowing that it's in the out years will help you better tailor it,

[35:06] but if you decided to do more on the highway side.

[35:08] You know, I think the high was always the big one, right?

[35:11] You know, we talk about actual costs.

[35:14] We close to a million dollars, you know,

[35:18] without the more radicals in there.

[35:20] The more radicals, you know, we're in a million dollars.

[35:23] If we look at the CIT, we should be in the two and a half to three million dollars

[35:28] to fill all of the ones if they do the roads that they identify

[35:33] with the prioritization they've been there.

[35:35] It's a big number.

[35:37] And we're not dead, we've never been there, but so what we really need to do is look at that CIP much closer.

[35:45] And what are the roads we really need to do and what are some of those costs involved?

[35:50] Some of them are big.

[35:51] Talk to the laying road.

[35:52] That's really unbelievable.

[35:54] The top part is that it's revolving door in a way.

[35:58] It's just that every year.

[35:59] I mean, there's going to be more and more rows every 20 years.

[36:02] You're going to come across the same road, right?

[36:04] Yeah, cycle.

[36:05] Yeah, you know a lot gets talked about about how do you change that cycle and you know, don't don't accept any new rows for any new developments

[36:14] It's been one of those things or you know looked for better ways to maintain or do you spend more money up front to get a longer lasting to spend more money in

[36:27] annual maintenance and getting out on them sooner

[36:32] You know, I think at this point, James and even Mike before that, we're still drinking

[36:37] through that fire.

[36:38] It was behind so much, and it's only been a few years that we started getting it up

[36:44] into the million dollar range.

[36:46] And when you have roads that are in two, three, four million dollars for one project, and

[36:52] even halls, villages, a couple million there, we're over a million on cold this year.

[36:57] You know, it's not going down in now.

[36:59] If our oil prices continue to grow up, it's not going to get any better.

[37:04] So, a couple of questions on the goals.

[37:06] Are you also asking them to provide KPIs?

[37:11] And it's the measurement against the goals.

[37:13] How do you measure it?

[37:14] How do you really, you know, talk in that detail?

[37:19] I'd be a strong component for it.

[37:22] If you're going to put goals together, you have to be able to measure it.

[37:25] Yeah, get, get, get slowly.

[37:30] And then if I can switch, how are we on, you know, the war radical for the truck?

[37:41] Are we looking at that? Where we had that grant?

[37:44] The truck? Yeah. Yes. Yeah. And the order is in on the, the order is in on the 550. We have that.

[37:53] The, the other truck I think they're still looking for the final cost and that one.

[37:59] And it's a reimbursement, so we still have to, and know that one, we got to destroy the other vehicle.

[38:08] Right, but we can sell it twice.

[38:11] We can sell it while we're the sand of this associated with the other vehicle.

[38:14] Or use that and put it on the truck supply by less.

[38:21] And the truck will come without all that stuff, so.

[38:27] Okay.

[38:28] So James is moving on the most.

[38:32] You're ready?

[38:34] All right.

[38:35] One more question.

[38:37] On, see I let the people that felt fast.

[38:40] You do a good job, Kathy.

[38:43] On the excavator that we've read.

[38:47] So in a lot of the discussions, we went back and forth on what the utilization was.

[38:53] And James had corrected it, it was two to three days a week.

[39:00] So that to me, mathematically, leaves a slab of 40 to 60%

[39:07] that we're paying for while it's sitting.

[39:11] Is there a way to redo the planning,

[39:15] and granted this, whether that gets involved,

[39:17] but how do we replan to shorten the amount of time

[39:22] that we're renting, but maximize the actual usage.

[39:28] So we have not said down with James, we know all that's

[39:31] anybody yet, with that aspect of it.

[39:35] But we have, it's like any other construction piece

[39:37] of equipment you have, it sits idle a lot, more than you

[39:41] think, you know that.

[39:43] And but you know, as well as anybody having your own business

[39:45] here.

[39:47] But so we have it sit two days and not being

[39:51] that's not unusual, but to think into your question,

[39:55] you know, can we rent it right now,

[39:57] they've been renting it for the season,

[39:59] you know, several months at a time.

[40:02] Can that, can we do any better if we just rent it,

[40:06] when we need it, put together two weeks of projects,

[40:09] or three weeks of projects, and then rent it that way,

[40:13] I don't know, I don't have any answer yet.

[40:15] I know that was a question that was asked,

[40:17] And that's my hot button.

[40:21] First of all, I'll put you initials down here.

[40:25] That one, yeah, that's, I mean, it seems like that could be an audio, because that's actually...

[40:29] Yes, that's a James II bug, can you plan it?

[40:31] I mean, so I don't read...

[40:33] I don't read cell the load.

[40:34] I mean, we use it during the winter, the snow,

[40:38] and if they want an excavator, use that money and apply it to it,

[40:42] because all it does is pick dirt up and dump it in trucks.

[40:45] I think things up.

[40:46] It puts it down.

[40:48] I mean, talk about something that sits vacant for vast amount of time, I mean, it sits nine

[40:56] months of the year and even during the three months, it's in use.

[41:01] It's not used every day.

[41:03] I mean, there's been any thought to say it, we really don't need this, it's only a few

[41:08] years old.

[41:09] Why don't we get out from under it while it still has a lot of value and get something we can

[41:14] every day.

[41:23] And when you say something you can use it. That's it. That's it that you can

[41:27] one an excavator replace. So you can actually back all would be a better way to go because

[41:37] then you can do both. You can loan trucks and you can clear ditches. Thank you budding. That's

[41:42] where I was speaking but that wasn't what I was saying.

[41:47] We've written that already from

[41:49] I don't know, I'm like, you know, it's a surprise, you know.

[41:52] It's a load of just sits there, you know,

[41:57] what's he used to,

[41:59] two months a year, if I'll count it all the day.

[42:00] It's a retired loader, or a retired back, oh, he's versatile in that regard, but he is much slower than a rubber tire for a expert.

[42:08] Yeah, but when it's snowing, they get paid by the office,

[42:11] all three owners of the concerns won't be able

[42:15] to take them in extra five minutes

[42:17] to get their truckload of them, so be it.

[42:21] Any other questions?

[42:22] And then there's those questions.

[42:24] For shock and the stuff that we've gone through.

[42:31] So I am not your representative diner

[42:33] is the liaison to it.

[42:35] I will back her up to date.

[42:37] I'll have to fire this chocolate.

[42:40] So yeah, just any questions, follow the code from Dana.

[42:46] And you know, who Angela and stuff like that.

[42:48] So I would ask also, I don't know actually.

[42:52] Sometimes it was a little bit of chaos

[42:53] that he reached out to other select board members and didn't have the proper information and they

[43:00] would reach back to you or something it was funny. Back in fourth with five or six different

[43:06] people and you would get information that wasn't correct. So I would ask that we stay true to the

[43:14] that the way they set up funneled that through to Dana or Angela. There's only two of them did

[43:20] You know, we really want to, if you think that question, okay, ask questions, but don't

[43:26] pin anybody else down to try to get information because they probably don't have the right

[43:30] information, they're going to give you the opportunity.

[43:33] Just on that, because I kind of knew this was going to come up tonight, because I watched

[43:37] here last couple of weeks.

[43:39] I just want to say that Rob does speak with each individual's platform member, and he worked

[43:44] really hard last year to build relationships with each individual's platform member.

[43:50] And it probably saved us a lot of edicts.

[43:53] So I just want to say there's another side to that, too,

[43:56] that he worked really hard to build those relationships.

[43:59] I don't have a problem in building relationships.

[44:02] But what we saw in high start, particularly,

[44:06] there was some bad information, kid, no idea.

[44:08] There was some bad information given at this table,

[44:12] to take much from our representative.

[44:17] So I would like to have this clean that up.

[44:21] Yeah, that's what we can.

[44:22] Absolutely.

[44:22] not saying don't talk to people, but don't rely on them for any of the financial

[44:27] information or the question you have. Make sure that data and Angela are the

[44:33] ones that are going to be applied and they'll get the stuff to you.

[44:36] So the only thing is, Paul has specifically said, if you're asking for financial

[44:41] numbers, send it to key and Angela, so that there's not as much lag in case one of them is

[44:49] I'm okay that it's the one you want.

[44:51] I just did both copies.

[44:52] Yeah, keep an in the loop.

[44:55] And I would say, keep three of those three folks in the loop.

[45:00] So any emails, of course, on and make sure those three are on the news?

[45:05] Yep. So he did send out, you know, as she referenced, the 6,000. And then he did go through for the war cycle as well.

[45:20] Because we did have some questions on what was funded out of the various things.

[45:26] And you need to get back to us on that.

[45:31] And we do have the information on either the war and articles that we are.

[45:38] And Angela and I sat down today on this one in particular.

[45:43] This is some projects on here that are getting a couple years old.

[45:48] They still have an extended money on it.

[45:50] So that will be one of the goals this year to clean up the war and articles.

[45:55] And if we've got projects, we need you to let's get them done soon and rather than later,

[46:00] because we know costs just continue to go up and across our construction site in particular,

[46:05] or purchase anything.

[46:07] Is there any warrant out of course that are inspiring in December of this year?

[46:14] I do not.

[46:16] I don't know how that information or I'll get it.

[46:19] Does it be the ones we want to look at?

[46:21] That's all right.

[46:24] I don't think so, but I will look at that.

[46:26] Our thing will get back to you.

[46:38] But I don't know how close you've been in the war at

[46:43] Article Business up to this point.

[46:45] But when we put out a war in it, go ahead and

[46:48] In the time of the year.

[46:50] It's usually a date that says, you know,

[46:53] by, you know, it's usually a couple of years.

[46:57] Some do it by the same year because we've had

[46:59] to spend a few points.

[47:02] They should know war in our circles and the CIP process.

[47:05] It's a seven year process.

[47:06] And, you know, so we're playing on ahead, but the more an article is that's every year we're going to be coming forward.

[47:14] We try to limit that number of them this year.

[47:17] And a little differently, although there was a lot of war in articles.

[47:21] Not as much money coming from the new tax dollars.

[47:25] It would tax dollars, it through our savings programs.

[47:30] And he served less of things about it, and he shouldn't go into the program.

[47:32] Can

[47:37] I ask you something about nothing related to the Congress and the speed of my money on the answer to the project that got turned down for Dump Road when they wanted to do the rock crushing and stuff?

[47:49] Yes. Do you know who the actual owner is? Because that guy was going to be able to contingent on approval, Raymond Sportsman Club wants to get a touch with him.

[48:00] Yeah. Rich it around.

[48:02] Okay. Thanks.

[48:04] He's human in the property.

[48:19] Next.

[48:21] How do the hot seat?

[48:24] Always.

[48:25] This is kind of pleasant conversation.

[48:30] There you go.

[48:30] How about the hot seat?

[48:38] If you want to talk about, so a resident sent me two years worth of town credit card receipts.

[48:47] I kind of started looking through it.

[48:49] I made some additional right to no request, but I think we're going to get them reformed and that's for additional information.

[48:57] And then also file the right to note for associated policies.

[49:02] So I have a lot of information.

[49:04] It's going to be like a little side project that I do this summer.

[49:07] It doesn't really need to be official budget to make this project.

[49:10] But if somebody would like to fight you with me on this, it would probably be.

[49:13] Maybe a buddy?

[49:15] helpful with having other set of ideas on it. As far as what I'm looking at so far, I

[49:22] record a couple numbers that I found. I don't think there's a smoking gun here from what

[49:27] I've looked at so far, but the public does have a right to know how their money's being spent.

[49:33] I don't think it's going to change our budget this year. So far, but I only started looking

[49:39] have a few different categories. I'm going to re-categorize stuff over the summer and report

[49:45] out a little bit more later. The most concerning thing from the rates of no request is I asked

[49:51] for a town policy regarding the use of town credit cards. There is no policy and a policy

[49:58] regarding discretionary spending and there is no policy. So the big department heads all

[50:05] our credit card holders, along with the talent administrator, and I believe the finance director.

[50:11] I'm sorry.

[50:13] The second part of it was the first part of it.

[50:15] It was the fall of some of the UC credit cards.

[50:17] The second was the discretionary spending as our policy regarding that, and there's no policy.

[50:26] So so far, the only categories I really looked at was food and food supplies,

[50:32] and then another category category was restaurants and ordering out.

[50:37] And in the third category, I looked at was gift cards.

[50:44] I removed the summer reprogram from all of these numbers because if I add that in, it would probably triple everything.

[50:53] And I wanted to do that separately.

[50:56] And when I started to look at summer rep, it's categorized separately in the credit card receipts.

[51:02] But it is not categorized separately in the budget or the revenues.

[51:05] So what I want to do is report to the budget committee,

[51:10] some of the right program, what are their revenues?

[51:13] What is their budget?

[51:14] And then also maybe some nitty-free.

[51:16] I mean, this is really getting into the week.

[51:18] So I'm going to spend a good portion of the summer

[51:20] just kind of looking at it.

[51:22] And I kind of want to do this.

[51:24] You need a hobby, do you?

[51:26] What do you want to do?

[51:27] You need a hobby.

[51:29] Exactly.

[51:30] Exactly.

[51:30] In my way, told me.

[51:37] So my only question tonight is who actually oversees all of this?

[51:42] I'm not looking for any answers, but I do have that question who actually oversees all of this.

[51:46] The first part of it is that the department managers are used to the car and they generally tell us what they're doing.

[51:56] And we do see that every time, by the way, every two weeks, we do get that for approval.

[52:08] So, the East of the Select Board, Los Angeles, are looking through that process.

[52:14] I look to see if I know I do it routinely.

[52:17] To see if there's anything unusual or stands out.

[52:21] I have questions several different things on it and typically it's a reasonable expenditure.

[52:28] Okay.

[52:29] So...

[52:30] What I found so far is the food and food supplies. And this is a two year number. So remember, this is over two years, 2,693 dollars. So it's not budget by staying, you know, think what you want.

[52:43] Well, some of that's probably for the correctional and people. Because we buy them. That's part of the deal with them. We buy the lunches for them in particular. There's some other meetings.

[52:53] and I don't wreck those things, too, that they just end a year, they have one to one to one.

[52:59] They all order from about half of us, the fire department.

[53:03] So they order slow cooker, spices, coffee, pods, pots and pans, you have some iron pans.

[53:09] Those are all supplies.

[53:10] See those when this year?

[53:13] And then the restaurants and taking order out was 2,982 over two years.

[53:19] So people can think what they want, if that's a proprio use of taxpayer dollars, I have

[53:24] my own thoughts on that.

[53:26] Restaurants are G&P, there's actually $1200 just at G&P, M4 of Restaurant, Tuckaway, Dunkin

[53:33] Donuts.

[53:35] A lot of it looks like it's for trustees, which I believe do work around the bill, so it's

[53:41] trustees for general buildings, town fair volunteers, so I don't know if they're volunteers

[53:48] of you treating them to dinner, but that's my own thought.

[53:54] And then staff meetings, there's some big expenditures, a $546 staff meeting holiday

[54:01] luncheon, and then gift cards is $3,783 over two years.

[54:08] The gift cards are anything you could possibly imagine.

[54:10] It looks like most of it, if you look at descriptions, it's incentives for people who volunteer

[54:15] for whatever, and some of it's for employee rewards, that sort of thing.

[54:22] And, you know, with the staff meetings, things of that, nature is always a holiday time they get together.

[54:29] Sometimes when people leave, you have to order them some of the others,

[54:32] if they're less, that you have a small lunch and a lot of time to bring in stuff,

[54:36] but the supplement, you can't come any with some other stuff,

[54:41] eat this from GMP, or don't enter some of the others.

[54:43] So, I think you'll find that, I think, pretty close, but most of it is appreciation for the folks that are doing jobs, whether it's a volunteer, or whether it's just a place.

[55:00] Okay.

[55:01] I mean, might make take away from this as there's no policy.

[55:05] Good point.

[55:08] And then the other thing is, I'd like to spend some time really looking at the summer

[55:12] record brand.

[55:13] So I'll work with the Angela and Paul with that.

[55:16] What the revenue is that they bring in, that they charge the families and that what they actually

[55:20] actually expense.

[55:22] And I'll report that back at the end of the summer.

[55:25] That's one of them.

[55:26] I mean, we do complement that every year, the staff who picked $15,000 of the staff, most

[55:33] everything else. They're always buying equipment in games.

[55:38] It's a snack, or snacks and fuel trips.

[55:41] I left that completely out because I used to eat some stuff.

[55:44] I have a lot of snacks and fuel trips.

[55:46] These my kids asked me for a dollar every day for a camp.

[55:50] So, we have a fuel trips.

[55:53] So you're looking for some volunteers.

[55:55] Right, another set of friends.

[55:57] And maybe somebody who's good with a Microsoft Excel.

[56:00] So, because I don't want to screw it up.

[56:09] Was it a hot sheet film?

[56:15] Yeah, no, I just, I don't want to reformat something and that's up the document.

[56:21] I'm having a signal like a thing.

[56:22] I will email you what I have with prescription.

[56:25] Thank you.

[56:27] You're welcome.

[56:29] But I'm making guilty of using smell.

[56:32] That's great.

[56:33] You're welcome.

[56:34] Okay.

[56:38] One other thing, so they sent over the June July fire department powers, it was extremely small.

[56:52] With my little glasses.

[56:54] You're going to get up to a couple of things.

[56:56] I think scrolling back and forth.

[56:57] Yeah.

[56:58] I don't have a cell phone in there.

[56:59] Oh my gosh no.

[57:03] So you'll see.

[57:05] It's like that.

[57:06] Here we go.

[57:11] I think the balance being is, numbers are great, but it's, is there a call log where they

[57:24] out, for calls during the time where there was overlaps, like we need some way to tie

[57:30] it back together to put it in context, because it's not just numbers.

[57:36] And that overall, we're still missing a lot of shifts.

[57:41] And there's other ones that are overstaffed.

[57:44] So that's one line I don't think, because we have days with no coverage.

[57:48] It's less than two. We have five good to see days with more than two.

[57:53] That's good.

[57:54] Yeah, a number of those.

[57:56] If there was a fire, then I can understand more than two.

[58:01] But somebody needs to do some analysis with their relationship.

[58:05] So that question is already been asked in particular why we see if five people in a Friday

[58:12] know, or something like that in the evening, you know, some people spend a lot of time.

[58:18] So we've had some discussions with Phil on that to get better information.

[58:24] So we've gone also from a war in our article, which we're no longer tied into a war in our

[58:28] article to a line item and pretty.

[58:31] I don't think that change is anything the way that we should be looking at it.

[58:35] We're still promising folks in the 24-7-2 people, and that's the goal to get to there.

[58:44] And the way he's been asking for science, we need to change that.

[58:51] We've already talked about that.

[58:53] It's not when they want to work.

[58:55] It's when we want them to work.

[59:00] Is there a limit as to how many consecutive hours someone can work?

[59:05] Well, yes, you know, some of them are limited because of other jobs that they have to

[59:11] max out.

[59:12] There were some that were doing double shifts that were a little

[59:15] lot of total time back to back, so that's what caused them.

[59:18] So they can do, I mean, they can do a 24-hour, they can do a 48-up to 48 hours, is there another

[59:24] requirement that they have to be under, like 1500 for the total year, it's like 33 hours

[59:31] average a week, 29.

[59:32] It depends on the position there in, right, you know, we've got right now we only have one full-time position, and that's it.

[59:41] But, yes, the answer to that, but the trouble is, so many of these folks are already working, you know, their full shifts at another department.

[59:50] And we've already said we do not want these people exhausted when they're coming here and working on these shifts.

[59:56] And so we just...

[1:00:01] Fill has to recognize more of that. It's not just filling shifts. It's fill is a particular shift. And you can see from that spreadsheet, things that weren't unassigned, the key things there is no officer being assigned to those shifts. That needs to change.

[1:00:26] We have two full timers or they still just felt full time.

[1:00:30] We have one full time, and there is discussion,

[1:00:34] didn't like to have the second one on.

[1:00:37] He said some discussions with that.

[1:00:39] But if you look at the ways funded now,

[1:00:43] it's really for the one full time position,

[1:00:45] and a part time in ministry.

[1:00:48] That's just $20,000 for the year.

[1:00:52] So it's not a lot of hours.

[1:00:53] But I think what we think of it was 20,000 hours at our time, half time, or 20,000 hours.

[1:01:03] That's where we came up with that number.

[1:01:06] But no, there's not a second thing.

[1:01:09] I think the way it's said now, because it's a bottom line budget, where it's last year,

[1:01:13] it was not, it was a worn out, we had to tap into a bottom line budget.

[1:01:18] If there's true justification for the, you can utilize the part time,

[1:01:23] for GMI with some of that, but I was talking about other times about how they were there

[1:01:29] for GMI with some of them.

[1:01:30] Doesn't work very different.

[1:01:33] We are different.

[1:01:35] It doesn't seem to be working.

[1:01:36] Has there been any conversation around?

[1:01:38] Wait, wait a minute.

[1:01:39] Good.

[1:01:40] But let's answer the question first.

[1:01:43] Hey, I'm not very excited.

[1:01:45] I'm not here.

[1:01:46] But I'm looking at it.

[1:01:46] Look at that.

[1:01:47] I can clearly see it.

[1:01:49] But so I was going to try to get a percentage of what is not filled.

[1:01:52] That was just so much more simpler to do that and we don't know we know that yeah at this point

[1:02:00] So what we don't know is

[1:02:03] How many people that really available and the part of the problem is you have to have a whole lot more

[1:02:09] Programs to fill those ships

[1:02:12] You know you just can't have two two people work and it's just too many hours there as well as we can

[1:02:18] And you know, to get that, I think, you know what I'm going to make it work, and I'm not sure

[1:02:25] it's a workable model overall.

[1:02:26] I think there's things I've been still looking at making sure we have people there and

[1:02:32] offices there when we need it.

[1:02:35] But this, that was a, this past year that was their first attempt to try to change what we had

[1:02:41] before.

[1:02:41] I think we saw improvements, we had more people there overall, but we did not fulfill a promise of 24-7 to other people, plus the full-time staff in the field.

[1:02:55] So are we talking to other towns that are using successful models for ideas?

[1:03:02] Is that with your point once?

[1:03:03] Yeah, as a part of our, as a part of our panel, I am a part of our part of our panel.

[1:03:09] I know a lot of other models in the area, and I'm not saying it doesn't work in other places,

[1:03:15] but I look at that chart and it doesn't appear to me.

[1:03:18] We promised 247, so I'm curious what's happening.

[1:03:21] I'm not saying every time it's perfect either.

[1:03:23] But they're all very different.

[1:03:25] You go to the stand that we're saying the other time it's the each one of them was a totally different model.

[1:03:29] That do seem to be working better, but I'm not sure what the program started or any of that.

[1:03:35] Can I be curious, the answer is maybe fill this, or Lauren maybe, but certainly at a level

[1:03:44] here in the town we haven't had those discussions. It's a good point though. I'd like to see

[1:03:51] the models are different. I think they fill in the slots. We have a model and we could say we

[1:03:59] But it's not me and the goal we set.

[1:04:05] The goals have to be changed.

[1:04:07] The modification is something like that.

[1:04:09] That's where we just have to learn from where we are today and go full and change them.

[1:04:14] It's necessary.

[1:04:15] Yeah, but if the other towns have gone through a series of modifications to get to something that's working.

[1:04:23] Let's just deal with working.

[1:04:25] I don't think that there's any town that's perfect.

[1:04:28] And there are times that throw a lot of money.

[1:04:29] You go to, I come up, get, get into it.

[1:04:32] You go, more towards the first, you know,

[1:04:35] see those, they're throwing a lot of money

[1:04:36] and they're pretty, and they're not feeling all they're just.

[1:04:39] But there's throwing a lot more money than we are able to.

[1:04:42] So it's going to just become a big worry.

[1:04:45] You, your perdiems, that's what's happening.

[1:04:47] You go, sale and guys are working, and prevent them.

[1:04:49] They're, you guys are working here.

[1:04:51] And they're all just kind of working where they know.

[1:04:53] And then they bounce around, as soon as you

[1:04:55] by dollar and more, they forget about this time that they will go over there, and that is the

[1:04:59] world that has begun and people are just driving it. In partying, partying to fall into

[1:05:07] your aspect is gone. I wouldn't say that on call, the album called Passpect is gone. It's on

[1:05:13] my workboard at seven people respond to a building fire in this town from home. So there's some models

[1:05:24] are working maybe better. So I just want to say that we have discussed with them.

[1:05:29] You know, that's part of the strategic plan. What has done the model, we had not only

[1:05:33] for this year, and improved it, but we need to be, to make sure we've got the coverage.

[1:05:39] Especially, we have much more emergency response for ambulance service than we do for fires.

[1:05:45] We had a couple of fires a year, and we've had a couple of really bad ones.

[1:05:49] But I think that in making sure the emergency side of the people responded, there's a key thing that we continue to continue on.

[1:06:00] We have the ambulance that's fully stocked and we don't respond to the transport patients.

[1:06:06] Yeah, we cannot.

[1:06:08] Do you need dairy health experts fully stocked?

[1:06:10] Yeah, because it starts the process.

[1:06:13] And then it's transport so that we have one here, in case there's another problem.

[1:06:16] So the time I work for the same way, we have animals that is capable of transport, we do not transport or anything.

[1:06:21] This is maybe twice a month.

[1:06:23] But we can't, we have to just like, I'll start with this one.

[1:06:27] You know, and always, when that one is hooting it, they're first.

[1:06:32] If some of the other towns have two or three going on at one time,

[1:06:36] they may not get to us in a timely manner.

[1:06:38] And at least you've got somebody there with some equipment to do short-term stabilization.

[1:06:46] It's about to be a question that I interrupt you.

[1:06:49] If the coverage for the fire department remains at 50% or whatever the number was, that

[1:06:57] we saw this year, are there plans to clothe that three, five back or change it or come up

[1:07:05] with a plan that goes, hey, you have the money, you're basically spending the money and

[1:07:11] providing half of the services, what's the Gulf Forward and that direction?

[1:07:21] So we haven't really discussed that. I can tell you as a opinion of where we need to be on it.

[1:07:29] It's...

[1:07:30] The expectations we set forward. If we say we're going to have 24 sudden, we might have, and two people, we might have money there to support it.

[1:07:38] All right, so that they can't come back and say, you took the money, you know, and if our miracle happens, and we got people now, they can do it.

[1:07:48] I think that's the view of the feet to the fire and go, you gave us 50% coverage.

[1:07:55] It's going to get to 75% of the money.

[1:07:59] I mean, that's what we have to do.

[1:08:02] That's what we have to do.

[1:08:03] I think what the first question that are the first response we're already seeing at

[1:08:07] is that we want to put on another full-time person.

[1:08:10] Before and on the full-time person, it costs a whole lot more than

[1:08:14] the producers.

[1:08:15] You're paying better things than these.

[1:08:18] So, you know, you...

[1:08:19] Yeah, but it's still not necessarily getting into a great relationship.

[1:08:22] How do you think, you know, one of the autocuities that you said, but you don't need to, well, you need probably still time in and after somebody.

[1:08:30] Yeah, there's, all these, they're going to work nights and weekends.

[1:08:34] It's a difficult model to, you know, and almost say right now it's almost impossible to make it work just on the premiums like that.

[1:08:44] I don't know how much like I can throw it here right now, but, you know, like the time I worked for,

[1:08:50] model is 6 a.m. to 5 p.m., 2 p.m. to 10 p.m.

[1:09:02] to 6 a.m. to 6 a.m., 2 p.m.

[1:09:09] that guarantees us 2 people in our

[1:09:11] endos all the time. for our part. but that's still only 2 people. so when we're talking about our

[1:09:21] We don't have people coming from all of our poor, poor, poor people seem to be from

[1:09:26] our old, other towns.

[1:09:27] So what happens when that word see, it call happens when no one is here.

[1:09:34] And, and or it's a commonly called, that means an extra response.

[1:09:37] And we're starting to strip being one of those towns that comes here.

[1:09:40] We're starting to strip those towns of their own responses, which there is a

[1:09:45] to do that. But we can't rely on them because they're in the problems too, so that

[1:09:53] that period of time has come down to you when you brought it up, when you worked here,

[1:09:57] and then you were in our mental. We'll call me, you'll say, well, they have problems too.

[1:10:03] They can't rely on them, so if they're able to come from home here as well.

[1:10:09] Because we can't rely on pretty much.

[1:10:11] The next one, the area, the disaster, the volcano, shows up and blows up and now we're all in trouble.

[1:10:18] All the people, all the people, all the people, all the people, but all the people that, maybe that's why I came to my life.

[1:10:27] All the people that are full-time firefighters somewhere else, did I not make it?

[1:10:32] If I were to slide my schedule across to the last week, it'd be completely full.

[1:10:36] If you look at what I'm going to do, there's nothing to say.

[1:10:41] Right, so our model started similarly.

[1:10:43] I'm not saying it would work in this time, because of my call.

[1:10:47] And you made a point about the competitiveness.

[1:10:52] So, Phil is already been talking about the money.

[1:10:54] He starts stripping the money off.

[1:10:56] Phil's already come in and said, being competitive, he wants to have a cross-support number

[1:11:02] of different people, significant reasons already.

[1:11:05] And when you're talking, I'm going to make a strategic plan.

[1:11:09] Exactly.

[1:11:10] Exactly.

[1:11:11] So, you know, when we're not talking a dollar an hour, we're talking five, ten, ten, plus, to attract

[1:11:19] the people that you really want, whether it's an officer or something like that, nature.

[1:11:23] So, that's who we've got a, this particular plan is key.

[1:11:28] With these.

[1:11:30] With the data back, back, back, back.

[1:11:33] And I think that, and you've heard me get on that so far to be forward, so many need

[1:11:39] to help them create a strategic plan, because just by saying, I would like a strategic plan

[1:11:46] does not mean you can get on that.

[1:11:48] That's right.

[1:11:49] People are going to say they want to fold the pot, and I mean, my strategic plan is that next year,

[1:11:54] you know, I'd like to hide it.

[1:11:55] This person is that we could do this, and we could do this, and we could do this, and we could

[1:11:57] just hide it.

[1:11:58] So that's the KPI, all right, so that's where it couldn't back to.

[1:12:02] You can save these things, but you got to be able to back it out and we got to measure it.

[1:12:06] And it doesn't happen, that's a problem.

[1:12:08] And we essentially were there this year, so, you know, that's where the change is after

[1:12:15] occur.

[1:12:16] And that's why I haven't started any discussions about taking money back yet.

[1:12:21] If we need to, if we can improve the coverage by increase in dollar amount, maybe that's

[1:12:28] we just do here and we still, if we do that, we're still not going to have the 24-7 for the two,

[1:12:34] because we've taken the money to pay. But we can possibly, if we can just improve the coverage

[1:12:38] right along, we need to take a track local talent. But to confirm if you're taking it away,

[1:12:44] it's still being within the highly department, or you talk about taking it away.

[1:12:48] I think it's one of the things that you're only using. Yeah, the coverage needs to be tied to that

[1:12:58] we gave you 385 per year. But the taxpayers wouldn't expect that money to be reallocated to

[1:13:05] some other investment within the town. I know there is a way to hold that money. All the

[1:13:13] feet of the money stays in the fire department and that's what we have to want. And if it sits

[1:13:20] there at the end of the year, you use half of 385, which is only at 50% coverage. There rolls back

[1:13:26] the tax pay is at the end of the year.

[1:13:30] Not sure.

[1:13:31] When we were this year, we had to take $65,000 from that to balance the budget.

[1:13:38] Right.

[1:13:39] But so.

[1:13:41] Yeah.

[1:13:42] It's a game of finance.

[1:13:43] It's right.

[1:13:44] And you've got to balance them where you can.

[1:13:47] Yeah.

[1:13:47] We would like to.

[1:13:48] And sometimes it's not just given back to the public, but it's not asking for more money.

[1:13:53] You know, it's spending it like we did in someone this year, we said, okay, we need these services

[1:13:59] fight a fireman ordered a couple of thousand dollars of stuff at the end of the year

[1:14:05] because they needed it.

[1:14:09] We always look at though when we set the tax rates of

[1:14:12] We also look into the is there a debate and do we in the last couple of years we have

[1:14:18] Taking some money and put it towards that

[1:14:20] But typically when you do that you're only talking

[1:14:23] a couple of percent of lowering the taxes because it's, you know, when you talk

[1:14:29] in $20 million plus for a overall budget and you only move $50,000 over

[1:14:36] which is an half of a percent or something like that.

[1:14:40] But the people wanted $20 plus seven coverage at a dollar amount

[1:14:45] and we didn't need to provide that to them or have that money set aside that we

[1:14:51] didn't give it, but we still have the money that was set aside for it.

[1:14:55] That's where the gold and expectations come in.

[1:14:58] So nobody, the public didn't ask.

[1:15:12] So let me make a general statement.

[1:15:23] We've talked a lot about the things for next year's budget.

[1:15:29] as we start to put it together. So what I'd ask is for everybody to think over the next few weeks,

[1:15:38] get some ideas on what you would recommend as being inclusive of the budget process and send those

[1:15:46] to Rob so that we can kind of summarize those along the way, pass them forward to the appropriate

[1:15:53] folks.

[1:15:58] Any other questions for Chuck? Otherwise, I'll move to minutes.

[1:16:06] Okay, so we still

[1:16:06] had minutes from May 18th. At the last meeting, there was not enough people that were

[1:16:14] in the May 18th meeting to approve the minutes. We have Ron Gray, Sabrina, Chuck and

[1:16:22] myself here so that we could do that. Anybody have any changes? Don't break you with it.

[1:16:32] They're good. They're good.

[1:16:34] All right. Can I get a recommendation?

[1:16:36] Uh, so.

[1:16:38] Okay. Second. Second. Second.

[1:16:41] Okay. All in favor of accepting the May 18 minutes.

[1:16:47] Hi. Hi. Hi. Hi. I was in there.

[1:16:50] Correct. You two were not.

[1:16:55] So I think there should go a little bit.

[1:16:57] Right, Sabrina, shut up.

[1:17:00] Come on, Kathy.

[1:17:01] Say yes.

[1:17:03] Okay.

[1:17:04] And then we have the meeting minutes from June 8th.

[1:17:11] In the question on how one did you rent those?

[1:17:15] Or did they bring you a minute?

[1:17:22] I believe those would be because the camera was fritzing and we got nothing.

[1:17:31] I like how there were figures in the meeting minutes.

[1:17:37] Have these little mirrors dropped in hand?

[1:17:41] So,

[1:17:45] I have a motion.

[1:17:46] I move to accept the meeting minutes from that date.

[1:17:50] Do it.

[1:17:53] Second.

[1:17:56] Okay.

[1:17:56] Okay, all those in favour?

[1:17:59] Just a little bit.

[1:18:00] Just a little bit.

[1:18:01] Just a little bit.

[1:18:02] Just a little bit.

[1:18:03] Okay, so we have Greg, Ron, Alex.

[1:18:10] I have to abstain.

[1:18:11] And we'll sit there.

[1:18:12] Kathy, we'll get this.

[1:18:14] That's fine.

[1:18:15] Good.

[1:18:16] All right.

[1:18:18] Any other topics for tonight?

[1:18:28] Any motion to adjourn?

[1:18:30] So move.

[1:18:31] Second.

[1:18:32] Second.

[1:18:32] All those in there?

[1:18:35] Aye.

Budget Committee 07/13/2026

Transcript