[0:05] Good evening, everyone. Thank you for coming. This is the public briefing of the proposed fiscal year 2019-2020 capital budget.

[0:15] If you would like to pick up a hard copy of the capital budget or the library capital budget, we have extras up here on the table.

[0:22] As I go through the PowerPoint, I have captured images of it and I'll circle certain sections on the page that I'm speaking in reference to so that you can keep pace and the printed copy that you might have in your hand.

[0:33] So, with that, I'd like to begin with a little bit of a timeline introduction about the budget process, generally.

[0:41] And our compilation of the budgets starts in the fall of 2019 and continues all the way through adoption of the budget,

[0:49] which has to be done prior to May 1st of the following year in this case 2019.

[0:54] At this point, we're going to have our next meeting following this public briefing on March 12th.

[1:02] approve the tentative budget, which by statute has to be filed with the state by March

[1:09] 20th.

[1:09] Following that, there will be a public hearing scheduled for April 9th, and on April 23rd,

[1:15] we're hoping to have an agenda item before the village board for adoption of the village budget,

[1:20] which would include the both the operating end capital budget, of course, ultimately leading

[1:25] to the May 1st filing deadline.

[1:30] If anyone has any questions as we go along, please feel free to raise your hand, and

[1:34] and we'll endeavor to answer those questions

[1:36] as the presentation progresses.

[1:38] You don't have to wait until the end.

[1:46] All right, so talking about key capital budget themes.

[1:50] What are the principles that guide

[1:51] our budget development process?

[1:53] Well, we want to have a fiscal conservative approach.

[1:56] And we want to have good magic of our capital budget

[1:59] projects so that we can come in on budget

[2:01] or under budget once they've been approved.

[2:04] We also want to incorporate projects

[2:06] into the capital budget based on a needs assessment,

[2:10] And then prioritize them because we have limited resources, financially, and our staffing

[2:15] resources, of course, have their own limitations.

[2:17] We have to carefully balance the funding with our operational capacity.

[2:24] In addition, we need to really focus on our underground infrastructure needs.

[2:28] We have, for instance, water and sewer pipes that are over a century old.

[2:33] They're well beyond their useful lives and some of them are leaking and breaking.

[2:37] And when that happens, those costs are very expensive, we have overtime, we have lost water, for example, that we have to pay for, we have expensive contractual services that have to come in to help us shut off the water mains because the valves that are in there are so old that their frozen open, there's a lot of underground infrastructure needs that, because people can't see them, it's easy to defer the maintenance on them in some respects.

[3:02] But there comes a point where that infrastructure is so old and is becoming so costly, that we really need to pay attention to it, and the capital budget as we walk through it.

[3:12] You'll notice that we're increasing our focus on that over the recent years and continuing on a moving forward basis so that we can bring all of that water sewer infrastructure up to a good state of repair.

[3:25] Additionally, we want to continue to focus on roads.

[3:29] Roads are very visible.

[3:30] People drive on them every day.

[3:32] We have some roads that are still in fair and poor condition, and are road-paving plan.

[3:37] And our maintenance plan is designed and intended to get those back on a routine repair and

[3:43] replacement schedule that coincides with their anticipated lifespan of about 15 to 20 years.

[3:48] And that puts us in the realm of roughly four and a half to five miles per year as what we're

[3:52] for roadway resurfacing and ultimately that should lead to a reduction in the number of poor roads and

[3:59] ultimately an elimination of poor and leaving everything in a good state of repair and once we get to that point we can

[4:05] maintain them on a moving forward basis such that we don't continue to have roads that decline rapidly or over time

[4:12] it should say into the poor category.

[4:18] Now before we get started on the project, I'll give you a brief orientation

[4:22] is to how the capital budget is structured.

[4:26] As you know, and when I'm using the PowerPoint here,

[4:29] the red circles will highlight the specific elements

[4:31] that I'm speaking to.

[4:33] So if you want to orient yourself on the printed copy you have,

[4:36] you can look in the same general area

[4:37] and identify exactly what I'm speaking about

[4:40] if the numbers on the screen are a little bit small.

[4:42] Typically, I try to avoid a lot of numbers in a PowerPoint.

[4:46] So this is, again, just for an orientation of the paper

[4:48] copy that you have.

[4:49] So you can look at it in your hands.

[4:51] So, again, the capital budget is a five-year plan, it includes, in these, in the Great

[4:57] Columns, the current proposed budget, which is the fiscal year 1920, and then, off to

[5:03] the right, are the other four-year outer years that range all the way up to 2023 and 2024.

[5:10] One of the providers about the outer years is, in some cases, they're relatively reliable

[5:14] numbers because they're based on our prior years, maintenance, expenses, and other cases,

[5:20] They're not highly reliable, they're a best estimate that staff has available at this time.

[5:26] We've been working on trying to refine some of those out of your estimates, and I think as the capital budget's move forward from one year to the next will get better and better and better at doing that.

[5:38] You also know that there's some funding codes.

[5:41] Where does the money come from for each of these projects?

[5:44] At the top of each page there's a source of funding box,

[5:47] and then each specific project will have the number appearing in this column down here,

[5:52] corresponding to the funding source and those funding sources are one for current revenues and those are

[5:58] Monus that are transferred from the general fund into the capital budget to help fund projects.

[6:02] Then there's a two, which is for borrowing, where we're issuing bonds, three would be use of capital surplus.

[6:10] And what that means is if there was a prior project that was funded through the capital budget,

[6:16] Let's say that project was $50,000, but we were able to complete it for $40,000 through competitive bidding and good management of that project

[6:24] that would link an excess of $10,000 that would fall into the capital fund balance.

[6:29] That money then, which is no longer needed for the project that was originally allocated for, it's kind of a surplus amount of money there.

[6:35] And we try to, of course, tap that resource before we go to the general fund to get more money to fund our project.

[6:41] So we're possible we'll use capital fund balance to fund capital projects as opposed to getting new money from the general fund to support that particular project.

[6:52] A number of four is a special reserve like the Park Land Reserve.

[6:56] It's a restricted account where the funding that's deposited there came from a source of revenue that is allocated to a specific use for instance parks and recreation.

[7:07] A five would be a grant, that grant could come from a not-for-profit organization, it could

[7:12] come from a county-state or federal agency, but bottom line is it's grant funding.

[7:17] Oftentimes grants will have a local match, so a project that is funded through a grant

[7:21] may have a combination of funding sources like a five or a grant and a one for general funds

[7:26] if we have to match it.

[7:27] And those matches could be de minimists up to typically no more than 20% match on a grant, depending

[7:33] on what the source is and what the specific requirements are for that opportunity.

[7:39] Another thing about grants, when you see those in the capital budget, you'll notice

[7:44] that, well, in the case of the 1920 budget, for instance, you'll see that we have for grants

[7:51] somewhere around $6,555,000 in grants allocated.

[7:56] Now some of those are grants that we've actually received, so it's real money, and other portions

[8:00] of those grants, our grants that we, I'm going to catch up to where I'm at here, I should

[8:06] have been doing it, so there we go.

[8:07] And some of those are grants that we are applying for, but don't know whether or not we'll

[8:13] receive.

[8:14] In the case of the numbers for 1819, or actually proposed 1920, I'm sorry, 2,495,000 of that

[8:22] 6,555,000 is real money, those are real grants that we've received and will be progressing

[8:29] and completing capital projects with that funding. Specifically, out of that $2.5 million

[8:36] more or less, there's some chips funding which goes to roads that comes from the state

[8:39] of New York in the amount of about $491,000. There's a grant that we received for the

[8:45] Heathco Bridge of $1.6 million. And there's a Hutch River Stormwater Project grant to

[8:51] $405,000. We might talk about those a little bit later as we go along, but the main point

[8:55] years. When you see this $6.5 million in the funding summary, just know that really $2.5

[9:01] of that roughly is real money. The rest of it are grants that we're pursuing and hope

[9:06] we'll have some opportunity of getting, but it's not been received at this point. Nor has

[9:10] the grant been approved. We're just seeking grant funding to support our needs.

[9:14] You can also point out at this current year,

[9:19] in 2018, we had adopted four and a half million,

[9:24] and we expect that happened a little bit.

[9:26] Correct, I'm going to tell you.

[9:27] And that's still a lot of truth about the fact

[9:29] that oftentimes the numbers showing up in the grant

[9:31] funding category are grants for pursuing,

[9:34] which may or may not be realized.

[9:38] So now, onto some of the projects,

[9:41] we'll look at the recreation page.

[9:42] As I move through the capital budget,

[9:44] You know, take a look at all the projects that are on there. Again, feel free to ask any questions about anyone that I don't speak to.

[9:51] But my objective as I move through this is to highlight one or two projects on each page that have some particular relevance in our conversation that I might want to highlight.

[10:00] ones that I skip are generally going to be the ones that are lower in cost and they're

[10:05] kind of routine maintenance from year to year to year. It's one of those types of things

[10:08] that, you know, we have a maintenance item that really occurs. So if you have a question about

[10:13] one of those that I don't speak with, you know, I'll look up after I click it slide. If I don't see

[10:18] a hand, I'll move forward, but if you have a question again, please feel free to raise your hand

[10:22] and we'll have Jeff here as a great to help distribute the microphone. So if you have a question,

[10:26] please wait for the microphone as well.

[10:30] All right, so in this case, this first project that I'll talk about is the tennis court

[10:34] resurfacing and repair, we're putting six courts down by the high school, the village owns

[10:39] those and maintains them, and some of them will be resurfaced, and I think there's one or two

[10:43] that actually have to be completely redone, so there's a combination of repair and resurfacing.

[10:47] That's estimated to cost us $55,000,000, and it's a funding code of four which comes from

[10:54] parks reserve funding and we're proposing this budget to fund that so that those repairs

[10:59] that are needed on the tennis courts can be made. They're popular courts and well-used.

[11:08] Yes, those are the courts at the high school.

[11:18] What's going on with the master plan that was approved last year, but wasn't spent?

[11:24] Sure, that, right? Absolutely.

[11:27] With the Parks Master Plan, there's a couple of different things going on with the Parks System right now.

[11:32] One of them is we're going, there's a pool enterprise fund that I'll be talking about.

[11:36] And within the pool enterprise funders and allocation for a study of the pool's complexes infrastructure needs.

[11:42] And right now, that's a pretty big project that the Parks Department is going to have to handle and shuffer through to completion.

[11:48] So we're thinking with respect to the master plan that we've got the money allocated, and it's not going away, it's there.

[11:56] But we're not anticipating spending it before the end of 1819, which is that estimated mod column.

[12:02] So when you see adopted 1819, if there's a dollar value there, the village board authorized that money to be spent, the estimated mod is simply,

[12:10] When it sounds zero, that means that it will not be spent before May 31 of 2019 that could be spent after that date.

[12:17] However, given the project that the parks staff will be working on with respect to the infrastructure upgrades at the pool,

[12:25] we're thinking that's going to be a really big undertaking.

[12:29] So maybe we can proceed with the master plan, but likely that's going to be deferred for a little bit while we focus on the pool,

[12:35] because the pool has some very injured infrastructure and they've had some emergency

[12:41] repair needs just to get the pumps and the filters and all that running and in order

[12:46] to maintain compliance with the health code requirements for the pool to bring the equipment

[12:51] up to the latest energy efficiency standards so that we can run it more cost-effectively

[12:56] inefficiently and all of those types of things. We're probably going to end up heading down the path

[13:01] of doing that before, we also tackle the master plan.

[13:05] That gets back to one of our priorities

[13:07] in the creation of the capital budget.

[13:10] We have to not only look at how much funding we have available,

[13:13] but what can our staff handle during that particular year.

[13:16] And within that context, even where there's some money,

[13:18] sometimes we have to say, well,

[13:20] how much can we actually bite off and handle

[13:22] and oversee effectively efficiently and make sure

[13:24] that the contract is being executed properly?

[13:26] And when there's a lot of work going on at the pool,

[13:29] and that's going to require some very in-depth interaction with the pool clientele,

[13:36] and managing the programs, managing the work that's happening on plays, making sure we're interacting

[13:41] with the county and the state with respect to the regulatory requirements,

[13:45] we're thinking that's a pretty big obligation, especially if we tried to do it in combination

[13:49] with the master plan that would involve public input and so forth. So in short, I think it's there,

[13:56] It's funded. We're planning to do it, but timing is the right right now. We're probably going to delay it.

[14:00] And probably my guess is beyond 1922, at least the year after that.

[14:06] Okay, very good.

[14:09] So the next one on this page, then highlighting is the Winston Field drainage.

[14:13] That one is just about ready to go.

[14:15] And it's actually about $125,000 project in total.

[14:19] But it was funded over three different budget cycles.

[14:21] the fiscal year 12, 13, 13, 14, and 1890.

[14:26] Although it's not showing that it's going to be done before the end of May 31, 2019,

[14:32] we're anticipating the construction for that, we'll get underway by July.

[14:36] So we are moving forward with that.

[14:38] The field is have a utilize, but after rains, it becomes unusable for extended periods of time.

[14:45] This project is intended to address that problem and resolve it.

[14:51] Continuing with some of the recreation projects, the first one that I'm highlighting is the Chief Park Stonewall renovation.

[14:59] Now the Request.

[15:01] And we're showing you a zero. That does not mean that we're not doing that project in this case. One of the things we do to help conserve funds is to utilize the expertise of our staff and the public works department.

[15:14] Some of them are have a variety of skills that are commonplace in municipal public works departments.

[15:20] Just so happens that we have some people that are truly capable of doing the type of work that's necessary to restore the chase park stone wall and

[15:29] Reuse the stones that are there not have someone come in who's going to take our stones that have been in that wall since whatever the wall is constructed and replace them with different lines.

[15:38] So the plan here is to utilize our own staff in house save the $50,000 and be sure we're using the same stones provided of course that we can.

[15:48] and make it look from across one with a condition issue,

[15:51] but the plan as we have it is to reuse everything

[15:53] that's there and do it as cost effectively

[15:56] as possible by using our own staff.

[16:01] The next one that I'm highlighting

[16:02] is the superintendant vehicle.

[16:04] Well, why would I highlight that?

[16:06] Well, that this is just to illustrate

[16:08] one of the criteria we use for replacing vehicles.

[16:11] This particular vehicle is beyond its useful light.

[16:13] It has relatively high mileage,

[16:15] but it also has a really bad oil leak.

[16:18] So all of those criteria combined tell us, well, you know, we really need to get this vehicle replaced now because our maintenance costs are going to be escalating.

[16:26] It could reach the point where it's going to need a new engine, and therefore we're replacing this vehicle now.

[16:31] Generally speaking, what would happen with, like a superintendents vehicle, is that vehicle might get higher mileage, might start to experience increasing maintenance costs and we're monitoring those things as the vehicle ages to see if it's worthwhile to keep or not.

[16:46] And assuming that it's still worthwhile to keep, but it's not suitable for the highest level purpose that it's presently serving,

[16:54] we turn that vehicle down to the next lower use.

[16:56] So like a police vehicle, make way to public works for one of their staff, or into a poor vehicle that we have,

[17:03] where village staff don't drive them a lot, but drive them periodically.

[17:06] If one's not broken, there are ones not operating because it needs some kind of maintenance, they can take another one.

[17:11] So we try to get as much use out of our vehicles as we possibly can.

[17:15] We tried to avoid using the resources to purchase new vehicles that aren't necessary, and

[17:21] once we've turned them down once twice or three times, how many ever times they cycle through

[17:26] the system, as long as they're still running in the maintenance costs or where we can tolerate

[17:30] them for the number of miles that the vehicle is subjected to, we keep them on hand.

[17:35] Then we either option them off, if we can option them, or they would be salvaged in the worst case scenario.

[17:40] But we certainly milk all of the use we can out of all of our vehicles before we get new ones.

[17:48] The next project is the middle school or comfort station.

[17:52] That's been a long standing project, and it's gone has a little bit of a tail to it

[17:56] where we've talked about 50, 50 sharing for the comfort station.

[17:59] We've worked with the school extensively to try and realize this project.

[18:04] And the latest iteration is that we're still working with the school.

[18:09] One of the things we're trying to negotiate with them presently is landlies for it's

[18:13] spot where we can put the comfort station, assuming that we can get some kind of arrangement

[18:18] like that and it passes muster with both the school and the state then the village has offered

[18:23] to the school to both build and maintain it and of course the the cost for construction that

[18:29] discussion hasn't been resolved yet either I think we really want to make sure that what's being

[18:33] proposed is workable both from the schools perspective and from the stage perspective and if

[18:38] that this issue can be overcome then I think we're moving in right direction and if none of

[18:48] project. It was in our capital budget and we are still planning to move forward and you'll note

[18:54] in 2018 we actually allocated cash to help fund construction of that facility. So the

[19:00] village doesn't tension us to move forward. The school is continuing to try to work with us

[19:05] and we'll update once additional information becomes available.

[19:08] Now, since we've yet discussed that a little bit this morning,

[19:14] the superintendent brought up an alternative.

[19:18] Apparently there is facilities near one of the outdoor doors at the middle school,

[19:25] and he's smoking at a way to just permit people to only use them and lock off any further access,

[19:34] which is something, since it's his idea he's going to follow up, we also said after the rest

[19:42] we're met, he went through all of the steps that are required by the Department of Education.

[19:49] We said basically the start, and so I'm not sure which and how quickly, but there is now

[19:57] second-all alternatives.

[20:01] Could that be what you will hear next week at a public meeting, though?

[20:06] Can I just talk to you about the microphone?

[20:12] You're too soft-spoken, do you?

[20:14] Do you look without a microphone?

[20:16] Okay.

[20:16] Five bars and let's begin.

[20:20] Yeah, I think that we have

[20:30] services.

[20:31] I don't know.

[20:33] Okay.

[20:45] It's still preliminary on the design, but those numbers are more for the material, we probably do the building like we did at Hyatt Park in the size book, and so I'm pretty certain that the design is going to be kind of a copy of the combination of those two.

[21:07] And it's just going to be an adjustment.

[21:12] People leave that that $15,000 is more than would be required because we don't think.

[21:18] We need to do the detail professionally.

[21:22] But we're going to bring our information to schools so they can send it onto the DC.

[21:29] Right.

[21:30] The other thing is that, you know, this project had included a office for a tennis attendant

[21:39] and also a storage area for various goals that are used on the field or whether it's soccer

[21:48] or a field hockey and if this is second thought sounds like it just exists the bathrooms in the

[21:58] school if I understood what you were saying. Well, as you know, the one at high school has an

[22:07] to projects which were done differently.

[22:12] Hyatt doesn't have an office but his storage.

[22:16] And the one in the high school has storage.

[22:19] His office.

[22:21] But not a lot of storage.

[22:22] Wow.

[22:23] And there is storage there.

[22:26] So our staff has been looking at what he does together.

[22:29] All right.

[22:30] Well, I would strongly recommend that we can get a building

[22:36] as almost an exact copy of what set the high school would be just helpful and I had

[22:42] to talk to like Bob Keith, I don't know if he's still the head of the visit at the

[22:48] middle school, I had both of them back a couple of years ago in this was in its planning

[22:52] stage and was supportive of having you know storage space at the middle school facility.

[23:01] So, I don't know if that's gotten lost somewhere, but I bring it up and kind of do and I guess I'll get some of these weeks out.

[23:14] That's a good place to bring it up.

[23:19] All right, and just to clarify, yes, there is still the $15,000 in kind of match reflected in the capital budget.

[23:26] It's down there in the Nux, so that was cash 15 and a match of 15, which along with the school of 30,

[23:32] but those were preliminary estimates as the mayor said,

[23:34] and they'll continue to be refined as that discussion proceeds.

[23:39] Moving on to the next page, the next item of highlighted

[23:43] here is the Historic Preservation Study.

[23:47] And the Historic Preservation Study was funded last year

[23:50] with a $100,000 commitment, and it's reappearing this year

[23:54] in the 1920 budget as a grand request.

[23:58] That doesn't mean that we're not planning to proceed

[24:01] with the study.

[24:01] It means simply that while that money has already been allocated and we're continuing to progress

[24:06] with that discussion, we're also going to pursue grants opportunities to see if perhaps

[24:10] we happen to land a grant in the interim, and we could use that money for another purpose.

[24:15] In any case, this is sort of preservation study.

[24:18] What it is, is it's a follow-on study that complements the cultural resources report that

[24:24] and previously been completed and identified a number of homes and scars, they all that may

[24:29] of historic merit architecturally or historically speaking, and this study would then begin to

[24:35] look at some of those and apply criteria to define which ones truly are of some level

[24:41] of historic or cultural significance. And to that end, we will be getting a draft law to the

[24:48] village board, as I understand it, at least that's a plan. Sometimes this month that would

[24:53] offer some criteria that the individual or firm responsible for conducting this file on study

[25:00] would be able to apply and making his heard their determination of historical or his cultural

[25:07] significance.

[25:08] So, we'll have a public presentation of that draft.

[25:13] We're supporting the 20th and the 20th.

[25:18] There you go, March 20th.

[25:23] Moving on to the next item to highlight on this page.

[25:27] I kind of grouped all these together because really what we're looking at here are routine

[25:32] maintenance and upgrade items that are related to information technology.

[25:36] You have the computers that it's more of us in annual expense where we continuously

[25:41] update the oldest ones that we have available.

[25:44] You have planning and zoning file digitization, which is an ongoing expense, and you have

[25:50] an upgrade of some of our software systems.

[25:52] So throughout the Capitol budget, you'll see items like that that are one of us routine in nature

[25:57] wherever you are.

[25:58] We're upgrading or replacing our maintaining things and this happens to be on this page

[26:02] a group of such items.

[26:06] We'll be on to the next page.

[26:09] We have the first one here I'm highlighting is the mobile automatic license plate breeders.

[26:15] Some people call those else, but what they are are the devices that appear on police cars

[26:20] that is they're driving down the street, can electronically read and match against certain databases,

[26:25] the license plates that appear on vehicles, and it can help them in many different ways,

[26:30] including identifying stolen vehicles, people with warrants, a lot of different things.

[26:36] The reason that we're not funding that in this particular budget cycle at this time is because

[26:41] according to police chief material, the technology is rapidly evolving with these devices

[26:47] and they're thinking that once they presently have our operating fine still, they do everything

[26:52] that they need to be able to do however, next year they believe there's an upgrade and

[26:57] that equipment that's coming that will allow them to do even more than what they're presently

[27:01] able to do. So, for instance, right now, Alps isn't very good at reading partial license plates

[27:08] and matching them to vehicles. The upgraded software will, in theory, allow them to be able

[27:14] to do partial license plates.

[27:16] There's also a practice out there

[27:18] a very different means to execute it

[27:21] where people can obscure their license plate

[27:23] with film, sprays, plastics, things of that nature.

[27:27] The current out systems have a little bit of a challenge

[27:29] reading plates that have that illegal maneuver applied

[27:34] to them.

[27:35] The new version of the out is going

[27:37] to be able to see through much of that.

[27:39] So those countermeasures that people

[27:41] deploy to avoid being detected by Alps will be overcome much to these people's

[27:47] screen. I'm sure by the new system. So that's why we're not funding it right now.

[27:52] It's not that we don't have priority on it or that we're not interested in it because we certainly

[27:57] are. We're simply waiting for the upgrade so that we don't buy something that next year will

[28:02] be out of date technology speaking twice. As a side note, we're also looking at automatic

[28:09] operations plate readers to help support our our parking program

[28:15] and to the next

[28:16] site I'm skipping down to the tour command vehicle and support vehicle for the

[28:21] fire department I'd mentioned earlier some of our criteria for looking at

[28:25] vehicle replacements the fire department is pretty very good at managing their

[28:30] equipment replacement schedule when we talk to the chief the initially proposed

[28:34] replacement of these two vehicles one of them is also somewhat of an upgrade

[28:38] over the vehicle that was there in the past.

[28:40] However, in speaking with him and applying our criteria of

[28:43] doesn't vehicles still need his current purpose,

[28:46] is the mileage so high that it needs to be turned down to a lower

[28:50] need use.

[28:52] Are there mechanical issues with it?

[28:54] He was confident that we could delay purchase of these vehicles

[28:57] until next year.

[28:59] You know, one of the things that we look at to is every $400,000 in this

[29:02] current budget cycle more or less translates into a percent on the tax rate.

[29:06] So in some cases while we could go ahead and buy these vehicles and they're appropriate to buy this year we could turn these vehicles that are currently in use down to other uses that don't require the the intensity of use that these two vehicles have like the tour command vehicle goes to every single call the fire department get so it needs to be reliable all of our public works public signals excuse me our public safety vehicles that are used for emergency response have to be highly reliable vehicles we don't want ones that are having maintenance problems or anything

[29:36] of the kind.

[29:40] So those criteria that we applied here allowed us to delay the purchase of these

[29:44] particular vehicles.

[29:49] Going on to the next page, we're in equipment and I'm highlighting

[29:52] the portable radios. These are the fire department radios. One of the common themes in emergency

[29:59] preparedness.

[30:00] In response, is that communications fail for a number of different reasons. So, ever since Hurricane Katrina, that whole industry has focused on communications, whether it's the use of ten codes and how they shouldn't use ten codes, because they're not universally adapted, discrepancies and the types of communication tools and techniques that various agencies have. Well, this is a case where we need to keep pace with Westchester County. Westchester County is upgrading their radios.

[30:27] And some of our older radios are not going to be able to communicate as well or at all with the rest of the system once it begins to upgrade.

[30:36] Now we have a little bit of time because we have some advanced notice.

[30:39] They didn't just drop this notification on us that this was happening.

[30:42] So what we're proposing in the 1920 budget is to pursue a grant to get those radios.

[30:48] We've been successful in the past and getting radio grants and we'll try again.

[30:52] And if we're successful, we'll go ahead and get the radios and we'll make sure that they're compliant with the new standards.

[30:57] If we don't get them, we put it back out here again in next year for a grant request.

[31:03] There will come a point though when we have to have enough lead time to order the radios, receive them and get them in the field before the county transitions.

[31:11] And if we still don't have a grant at that time, we'll have to reevaluate the funding source.

[31:15] But that's an example of a change in technology that then requires us to keep pace and change along with it, especially on the public safety spectrum.

[31:27] Skipping down to this next group of highway equipment, you'll notice a number of different things here.

[31:34] First one that you won't readily notice is that we just spent about a million and a half dollars on highway equipment last year.

[31:40] And that money came from money that wasn't being used for Heathcoat Bridge.

[31:45] So when projects have funding allocated to them and we end up getting a grant for instance

[31:49] as we did for Heathcoat Bridge, we can then use the money that had been allocated for

[31:53] that project and apply it for other needs.

[31:58] Last year's budget, there were a lot of public works equipment needs.

[32:01] We need to make sure that we have no positive or operating effectively and efficiently.

[32:05] We need to make sure that all of our public works vehicles that are critical to the maintenance

[32:09] of the public right away are the best they can be and that the reliable, the public works

[32:15] department has been outstanding and keeping our vehicles running well beyond what manufacturers

[32:20] would suggest are the useful life cycles of these vehicles and they've even been innovative.

[32:26] I've seen them cannibalized vehicles and create new vehicles that are probably don't even exist

[32:31] on the market place that are just outstanding and they're multi-use.

[32:35] Like one of them is a salt truck and a garbage truck or something, I don't know what the two

[32:38] I knew since I was in charge of black.

[32:40] I know that.

[32:41] When they first finished that project,

[32:43] what was particularly cool about it,

[32:44] apart from the fact that it was this

[32:46] Frankenstein in the garage project that saved us a lot of money,

[32:49] was that the vehicle looked new,

[32:51] and it was a vehicle that not only served two purposes

[32:54] where before it only served one,

[32:57] but it also had some technological feature

[33:01] to it that if we were to buy a new vehicle over to cost us,

[33:04] you know, like $30,000 more because of this new feature

[33:06] that had to be on the vehicle, but since it was an older vehicle, we didn't have to actually upgrade it to do that yet.

[33:12] So it saved us money on regulatory requirements for the vehicle or something.

[33:15] I don't recall what it was, but in any case, the main point being, they are very cost-conscious, innovative, and very good at maintaining vehicles.

[33:26] Nonetheless, we had not funded these new vehicles for a very long time, and it happened that we had the money for the vehicle bridge become available.

[33:33] and so we spent a million and a half on many different types of vehicles just this year, last year

[33:39] and meeting into this year. So, when you look at the 2019-20, all that said for this purpose,

[33:45] we've noticed that we've cut a lot of these requests that are appearing in the request column

[33:49] and the funding column isn't reflecting what was represented as the need. So we presented an initial

[33:56] budget that had a little bit of different numbers and we had some conversations with the board

[34:01] and we went back to staff and we said, look,

[34:03] you know, we just bought a lot of these vehicles last year.

[34:05] Do we really need all of this again this year?

[34:08] And the answer is no, we don't really, you know,

[34:10] so we adjusted these numbers downward.

[34:13] We allowed 100,000 for a particular vehicle or two

[34:16] that were really essential to this year's needs.

[34:20] And furthermore, one of the things the board asked us to do

[34:23] and we've been working with staff prior to that to do is

[34:26] to take a harder look at these numbers that are kind of flatlined

[34:29] across here at 700,000 and 170,000 every year, it's a little difficult to believe that those

[34:36] numbers have the same, every single year, for the next five years.

[34:39] And what we found is that, well, they had been kind of requesting 700,000 because they've never

[34:45] got 700,000.

[34:46] They always got 100,000.

[34:47] So they always knew they needed more money than what they were getting.

[34:51] So we've changed that conversational little bit, moving forward and just on board and the entire

[34:58] We're going to take a fresh look at this for next year's budget, not in the cycle, because they really need to take a look at the fleet, rotation and management schedule and see, okay, we've got all these new vehicles, let's update all this, take a fresh look at it, look at the anticipated life cycles, look at our maintenance experience on what we have now in stock and take a look at the new ones, project that and update the fleet management schedule. And once we get that update, which takes a little bit of time and we would have done it for this budget, but really they're just wasn't enough time.

[35:28] to do that. These numbers will change in future budgets to be more reflective of what we're

[35:35] envisioning as the real needs for those vehicles on a cyclical basis based on an actual fleet

[35:40] management schedule rather than a request that says I'm going to ask for $700,000, because I

[35:46] know I'm going to get $100. If I ask for $700,000, I'll get $30. So we want to know what are the

[35:52] real needs? And if we can meet the needs, that's great. If we can't, it's this priority discussion.

[35:57] how imperative is, is this vehicle still running or the maintenance cost to high all of those

[36:01] criteria upside a couple of different times now. And so all of those are in the same boat,

[36:06] which is why I elected to, you know, highlight them in a group like that.

[36:13] So moving on to public buildings. The ones up above there are those are, again, those are

[36:19] annual recurring costs that have to do with project planning. We allocate money to that every year

[36:24] because there's invariably projects that we have

[36:27] to do some kind of study or analysis for in order

[36:29] to get a bit or whatever the case may be.

[36:32] So there's money there and it gets used every year.

[36:34] So I'm skipping past those and coming down to Village Hall.

[36:37] Village Hall has a lot of needs.

[36:40] It's an age and building.

[36:41] It tends to have some of its maintenance needs deferred

[36:44] in favor of some of our other priorities.

[36:46] And what you see here is if you look back over

[36:48] a successive capital budgets, that's pretty much

[36:51] the story with the Village Hall needs.

[36:53] The HVAC kind of goes from year to year and we try to find it at least at a level to where we can keep it running where we can have a reasonable level of comfort in the building.

[37:03] But it's an older building and sooner or later this is going to turn into our underground infrastructure discussion where we can't wait any longer and we've got to do something.

[37:13] But right now we're able to continue with what we have the third floor renovation that was to update the floor plan and have some of the offices done similar to what they are in the coordinating office where the building department is.

[37:27] But when it's competing against types that are bursting under what underground and roads that have pop holes in them and vehicles that serve our public safety personnel, you know, it just can't compete in that context right now.

[37:40] So we're not only not funding it for this year,

[37:43] we're not showing that we think it's ever going to happen

[37:45] in these next few years here, realistically speaking.

[37:49] And because our office function on the third floor,

[37:51] yes, it functions.

[37:51] We have offices, we can continue to work there.

[37:54] So it's not a huge priority at this time, but again,

[37:57] the whole village, all infrastructure, maintenance,

[38:03] discussion as a collective group of items is a looming topic,

[38:08] but not rising to the top of this juncture.

[38:13] On to the next page.

[38:14] Thank you.

[38:23] There had been, I guess,

[38:27] spring summer village board meetings,

[38:29] it seems like, rather for a hall is quite,

[38:33] I'll use the word, cold from the air conditioning

[38:36] and I'm wondering,

[38:38] There's some way to control the temperature there, save us some money that we don't have to make it freezing.

[38:46] You have any comments on your ability of our equipment to control that better.

[38:52] Paul, if I check many people to speak to that issue.

[38:55] Yes, we had in the capital budget to replace at our handler as services to the Wethford Wall.

[39:02] We have an investment funded, and I'm sure it's funded this year or not, but we have some design money in the current year that we're going to do a design for a new air handler.

[39:11] And once we get the design finished and we get the cost, they're going to fund a new air handler for that room.

[39:18] We do have, so we do have some money in repairs that may be able to do some of the controls currently.

[39:26] So we're going to that, but the actual error and then we'll do placed looks like until

[39:32] 2021 correct, but we have some money for design at this moment.

[39:36] All very nice to try and control it better with what we have.

[39:39] If that error was over 30 years old, you understand we did some work to it, but we do have

[39:43] some money that we can maybe look at some of the controls for the coming summer, but the

[39:50] I mean, you know, it's supple who plays until 20, 21.

[39:54] Thank you.

[39:55] Fitting and cooling is one of the issues that's embedded in that whole, really tall

[39:59] conversation.

[40:00] And the winner of the office is, or sometimes called in the summer, the Rutherford Hall

[40:03] is called.

[40:04] And it just needs, needs a new system, really.

[40:07] But as Paul indicated, we're studying, we're going to be making some kind of repairs in

[40:11] the interim.

[40:12] It keeps it at least moving along.

[40:16] All right.

[40:17] On the next page,

[40:22] I grouped all those up here at the top because they, they all kind

[40:25] to have a linkage to what's happening at the pop and road fire house as well.

[40:30] These proposed expenses here are 37,000 and 490,000 for the Village Hall electric upgrade

[40:37] and generator. Originally, some of that was going to be part of the pop and road fire house

[40:41] project but then it ended up getting separated because of factors that call may be able to explain

[40:46] at this particular point in time for fiscal year 1920. We're deferring those until 2020 and

[40:54] And similarly, this village hall plaza temporary repair, well, the plaza, which is that physical space between the pop and road fire house and village hall has developed some leaks along the edges of it and other places to where that water is getting into the sub basement of village hall and into our HVAC electric room.

[41:14] Some of it was getting into the pop-and-road firehouse, but they fixed that right away to avoid any problems.

[41:19] And what you're seeing here, in terms of this temporary repair, 25,000 are the costs that are necessary to at least stop the water from getting into really tall.

[41:29] Then we're going to do some design for, was proposed for 30,000, but it looks like we're going to bump that out to 20, 20, 20, 21 as well.

[41:38] followed by the permanent repairs to the plaza at that time.

[41:44] We want to make sure that we get the pop and road fire house done, that it's all closed out,

[41:48] and everything is good, and that's part of the reason for delaying these expenses until 2021.

[41:56] Going on to the next one. This is for a rutherford hall, but what we're talking about here is these

[42:02] are courtroom security measures that were part of a report that was prepared some years ago.

[42:09] They came in, they did an audit, and they said, well, you should do certain types of things, including

[42:13] having separate exit for the judge to leave, and things of that nature.

[42:17] And each year that you see the capital budget, we put that funding in, and we are hopeful

[42:22] that we'll get a grant.

[42:23] It's difficult to identify a grant source for, so I don't even know that in this particular

[42:28] case that we have a pending grant application that we'd amount to that value, but each year,

[42:33] we're looking for grant opportunities, and we'll try to pursue funding to support that

[42:38] But that's when those cases where, you know, we show on that summer sheet that we have

[42:44] $6.5 million in grants, but it includes some of the numbers, like I said, where numbers

[42:49] like this, where there's either a pending grant application for maybe a grant opportunity that

[42:55] we're hoping to find, but that we haven't actually even seen an opportunity to apply for yet.

[43:00] That's one of the latter.

[43:06] Going onward for public buildings, here's another grant application that we have.

[43:11] Now, in this particular case, the fire training building burn rooms, this is for phase 2.

[43:17] We were already completed work under grant that was paid for with grant money.

[43:21] And those rooms are operational, and they're actually saving us money and helping other departments at the same time.

[43:27] Because instead of having to go up to Valhalla and send our firemen up there to do the training at their facility,

[43:32] we can do training on site, and we can also host other fire departments on site.

[43:37] And that's the recycling center, correct?

[43:39] Yes, back in the back of the recycling center, they can do live fire training right there on site.

[43:44] Those particular grant is to produce another burn room, which would be augment our existing program by one additional room.

[43:54] So two more rooms, okay, I'm sorry, two more rooms.

[43:57] But in the meantime, we already have some facilities up in operational units, saving us training time and training money.

[44:07] Do we charge people to from other municipalities?

[44:14] There's a rationale for charging them, because many of them are the ones who come to help us if there's a large fire and vice versa of course.

[44:28] I'm to the next one, and I've grouped these together because they're all under the Freightway garage.

[44:32] And as many of you know, it's not all you know, I hope all of you know, there's pending redevelopment of that site potentially.

[44:41] So what we're looking at in terms of these costs that are all circled down here are various types of investments.

[44:47] One of them would be the immediate needs.

[44:50] There's needs that frankly that exists currently.

[44:52] It's an old garage.

[44:53] There's infrastructure issues that continue to cost us money on a daily basis.

[44:58] Some of them are capital and nature, some are operating.

[45:00] So, for the time being, we're putting about, you know, $50,000 a year into temporary repairs. And that's normally to the surface to stop leaks from going down and starting continuing to rust the steel that's inside the concrete, or to drop down on cars and cause stains and damage that then results and claims to the village for, for damage to vehicles. So this $50,000 is little more than a half of a bandate on the freight lake garage, annually.

[45:27] Because even the repair needs that we should be doing on a routine basis probably can't be met with that $50,000.

[45:34] But it does allow us to do the most significant needs that are presented over time.

[45:40] And if we come across things that require more money, then we just have to locate more money to do them.

[45:45] But, right way is certainly a need of a solution.

[45:49] And in this section here, you'll not see anything related to redevelopment because that's on a separate track.

[45:54] So all the numbers here for maintenance to existing problems and projected potential maintenance,

[46:01] if no redevelopment were to occur on the freightway site, ultimately we're going to have

[46:06] to really invest a significant sum of money into the freightway garage.

[46:11] And minimally you're talking somewhere over 2.3 million, Paul, is that's what the number is more

[46:17] or less?

[46:18] Yeah.

[46:19] Yeah.

[46:19] And it keeps going up.

[46:20] That's why it has a tint even called the number.

[46:22] because, you know, the cost keep going up is a building continuous age and continues to get damaged

[46:27] by weather conditions and everything else.

[46:30] So, this whole section here is theoretical almost.

[46:34] You see that we haven't allocated a lot of money here because we're waiting on the outcome

[46:37] of the redevelopment study and that's moving along on its own timeline.

[46:41] And so, for the time being, we have 50,000 for emergency repairs.

[46:45] And $10,000 for the split air system in the mechanical room because that's necessary to make sure

[46:50] elevator keeps running, some of the other computer equipment for the cameras and things of

[46:54] that nature.

[46:55] We don't do that.

[46:56] There are other equipment.

[46:57] So those are both mandatory to simply maintain the most base status quo for the garage

[47:03] pending other activities coming to fruition.

[47:12] Still in public buildings.

[47:14] Here we're on the Christie Place Garage and I've noted a couple of things.

[47:18] One thing I want to call it to your attention though real quick is up here with the security

[47:22] cameras.

[47:23] There was a proposal for $15,000 to design a camera system for the crispy place garage, and later an estimated, I can't read the number,

[47:34] $15,000 to install them.

[47:36] Now, we had a conversation with the board and they questioned whether or not we could do that for a lower cost.

[47:41] Why would it be that amount of money? Why do we need to defer this?

[47:44] Because we feel that there needs to be at least some level of camera presence in the garage,

[47:48] if for no other reason, then to help people feel safe in the garage.

[47:51] We haven't had problems of significant nature in the Christie garage, but nonetheless, the cameras are a good idea and we wanted to support them.

[48:00] And we really took a hard look at these costs and looking at them, we found that we can actually do some of those cameras in that garage.

[48:06] And we're going to instead of funding it from capital because we don't see these costs is actually being necessary to at least do a minimum level of cameras surveillance in the garage.

[48:15] We're going to fund that from our operating budget.

[48:18] So when you see zero here, that doesn't mean we're not doing anything.

[48:21] That means that we are doing it in this case, and that we're going to be funding it from

[48:26] operating.

[48:26] So we're moving forward with cameras in Christy Place Garage.

[48:29] Thanks in part, in large part, to our conversation we had with the board on that topic.

[48:34] So coming down to the next one, another thing we're doing at the Christy Place Garage is,

[48:39] you know, for just as a little bit of background, the back of system that's there right

[48:44] is UPS batteries. These uninterrupted power supply batteries. Now, those batteries cost us last

[48:51] time we did them about $30,000 and they last five years. I was wondering whether or not

[48:56] they're recyclable after they last five years, but that's a whole nother question. Nonetheless,

[49:01] they last five years and they're up for replacement for another $30,000. So staff looked at that,

[49:08] a little bit closer and said, do we want to keep buying these $30,000 batteries every five

[49:12] are can't we just put in a generator? And well, behold, if you look at the life cycle

[49:19] cost of the batteries and the life cycle cost of the generator, the generator comes out

[49:23] ahead. That generator is estimated to have a life cycle somewhere around 20 years and it really

[49:29] depends on how often it's activated. How often does that generator? How many hours does the engine

[49:33] run? And yes, it's hours on the engine rather than miles. And we anticipate based on our experience

[49:39] it's not going to have a heavy utilization, because it only operates when the power is out.

[49:44] And so therefore, although you do have to test it.

[49:47] Right.

[49:47] It's a proper low-maintenance.

[49:49] Because the life cycle is heavily dependent on properly maintaining that piece of equipment.

[49:53] So we're thinking we'll get 20 plus years out of that more or less.

[49:57] And that makes it cost advantageous to...

[49:59] What capacity?

[50:00] Yeah.

[50:01] And more capacity as well.

[50:02] More cost advantage.

[50:03] I have been pages then, the batteries, and perhaps even more environmentally conscientious, but that's a stretch on my part, I don't have anything to back that up.

[50:15] On to the next one.

[50:16] I've grouped all of these things together, other under other buildings, because what all of these things are here,

[50:21] are buildings that the village has a relationship with another entity to help maintain.

[50:27] You'll notice the waste eye cottages in there, the kids' base little school parking lot, which is over at the pool complex,

[50:34] and the Girl Scout Home, which we also use and the seniors use.

[50:39] So we have a beneficial relationship with these entities

[50:42] and the maintenance or the agreements that we have with them,

[50:46] include shared maintenance responsibilities.

[50:49] In the case of the Girl Scout Home, you see these code sevens.

[50:53] What that code seven means is we're paying part, which is the one,

[50:56] they're paying 50, 50, which is the seven.

[50:59] So for this year, you might note for instance, we're doing interior paying.

[51:02] that project is $22,000.

[51:05] The bill will be paying $11,000.

[51:07] The girls' cut house will be paying $11,000.

[51:10] And that's how all of these in this category work,

[51:13] but for maybe the last one down here, which is two-drake road,

[51:17] and that house is affordable housing,

[51:21] and this money here is coming from a federal CDVG grant

[51:25] that was channeled through Westchester County,

[51:27] two hours based on an application for it

[51:29] to help renovate the property.

[51:30] And so half of that money is coming from a CDVG grant and then the other half is coming from this three code,

[51:37] which is that capital fund balance, you might recall I described what that is.

[51:41] And capital fund balance is simply where we completed projects for less than they were originally budgeted.

[51:47] So there's a little bit of extra money left over the savings.

[51:51] So we aggregate that savings and we apply it to projects instead of having to get general fund money to do it.

[51:56] of the other 26,000 is coming from capital fund balance for this particular project.

[52:03] Moving on, we're at highway improvements, and that top section that I've aggregated together

[52:10] there is basically everyone, whatever one thinks of when they think of pig and patching

[52:14] in curves.

[52:15] All of those costs are all, in effect, supporting the roads, the curves, whether they're

[52:21] being repaved, pasture, what have you, and what you may seem like a glaring issue is that,

[52:27] We've got $1.2 million requested and we're only finding $3,300 in $3,000.

[52:33] Well that's not really all that unique because what happens with road milling and paving is

[52:39] when we do the year and close out, which happens in September each year.

[52:43] We figure out how much money we've saved in the general fund.

[52:45] We budgeted x amount of dollars to fiscal conservativeism and great management of our programs

[52:52] and services, we save some money and the auditors document that, yes, in fact, what we

[52:58] show on paper is actually savings and we take that money as a general, general fund

[53:03] down, and we reallocated to capital projects. Typically, roads are one of the types of projects

[53:10] that rank very highly in competing for that fiscal year and close-out funding. And to illustrate,

[53:16] you look back here in 1819, you'll see we budgeted $150,000 to do road milling and paving.

[53:22] But when it was all said and done that as after the year and closed that we transferred a million dollars extra to do additional road milling and paving.

[53:32] So don't let those numbers in the adopted column make you think that we're reducing our commitment to roads.

[53:37] We're not.

[53:37] We're continuing to try to do that four and a half to five miles a year so we can stay on track with a 15 to 20 year pavement life cycle.

[53:45] We have about 23 miles, excuse me, not 23 miles of roads, 79 miles of roads and that's how you back into how many miles a year that you need to do.

[53:54] So all of this represented here allows us to stay on track with what I had spoken about earlier in terms of attacking the roads that are in poor condition, the ones that are in a fair condition, getting everything up above that standard, ultimately and then on a moving forward basis,

[54:09] keeping them in a good state of repair from that point forward.

[54:13] We're a little bit behind still, but we keep eating away at those bottom condition roads.

[54:17] And of course, the weather doesn't help us because every year, even though we have a pavement

[54:21] adventure important, it helps grade all of the roads and helps us to prioritize which ones come next.

[54:26] We have to at the end of each season, take a look because things change every winter, every month in the winter,

[54:31] because of ice and snow and freeze and thought those conditions can deteriorate.

[54:36] So it's a moving target but we believe our funding level that we have allows us to not only make progress but it's also a number of miles per year that our staff can reasonably manage.

[54:50] These roads of course require a lot of supervisor you oversight out there. If we want them to be done according to our specifications and standards, we have to make sure that the contractors that we hire are doing the work the way that they're supposed to do.

[55:01] They can do a lot of work that we can't supervise and possibly not do it according to our standards.

[55:06] And what do we do?

[55:07] Then we end up with a road that we paid to repave that will not have the anticipated life cycle

[55:11] and that throws our whole system out of whack.

[55:14] So one of the things we look at is not only how much money can we put at this particular need,

[55:19] but can we professionally and accurately oversee and manage that volume of work that we're committing to?

[55:26] This budget strikes that balance.

[55:31] on to the next group. These are all related to the Heathcoat Bridge and you heard me mention earlier

[55:37] that we had allocated funding for the Heathcoat Bridge but then ultimately we were successful

[55:42] and getting a grant. It was about $1.5 something million dollars and some of that money went to fund

[55:48] that highly equipment that we talked about earlier and the grant money then is serving to actually

[55:54] undertake three pairs of the bridge. The bridge has some structural deficiencies with it.

[56:00] We've discussed with the state who owns the bridge, who doesn't on the bridge, we're still trying to move all that question, but in the meantime, the state went ahead and gave us a significant grant to help at restoration of the bridge.

[56:10] It's not permanent replacement, but it will address the structural deficiencies.

[56:14] At this particular point in time, we're working with the state, making sure that the vendor selection process has done according to the federal standards that restrict the grant funding that we receive.

[56:23] And we're moving forward and the bridge will ultimately be repaired, it's just not going as quickly as we'd like because there's a lot of regulatory burden that the federal government is placing on the bridge grant funds, but it's not insurmountable and we're making projects.

[56:43] on with the next page, this is Storm Drainage, and you know, I think all of these expensive

[56:48] expenses together as well.

[56:50] What all of those are the annual maintenance and repair program for things like cleaning

[56:56] and 2D inspection of our Storm Drainage system, water course maintenance, catch base,

[57:02] cleaning, things like that.

[57:05] The numbers that you see in the adopted column are generally consisted with what we see

[57:09] as being necessary to maintain the system over time and that's why I've grouped them all together.

[57:16] There's no particular highlight here apart from the fact that we're continuing the maintenance

[57:20] program and this level of funding allows us to do that.

[57:25] On to the Hutch River flood mitigation project, while our maintenance program that we just talked

[57:31] about takes care of the routine needs on an annual basis, some of the drainage projects,

[57:36] the specific major projects will always be separated out in our capital budget and this

[57:40] happens to be one of those.

[57:42] The Hutch River Project involves new Rochelle,

[57:44] village of Skarsdale, and the village of East Chester.

[57:49] And it's project is largely

[57:50] grandfathered as you'll notice.

[57:51] There's a five code funding it.

[57:54] And new Rochelle is the lead community

[57:55] that are managing the grant and each of the participating

[57:58] communities has a share in the grant

[58:00] by its proportional based on that particular community's

[58:04] benefit associated with the project.

[58:06] In this case, Skarsdale's anticipated match

[58:09] is for $1926,216 for instance.

[58:19] We're going on to the next page.

[58:28] So this number that we see here was originally proposed

[58:31] at $213,400.

[58:33] This is for a new coin parking meters.

[58:36] As you may be aware from prior capital budget,

[58:38] we've studied a lot of different parking alternatives,

[58:40] parking equipment and technology alternatives

[58:42] for the village center and various forms

[58:44] and types of deployments.

[58:46] And what we've ultimately come back to

[58:48] are people like those coin meters, they really do.

[58:52] And it seems to be meeting our needs.

[58:55] So what was proposed originally was to go

[58:57] and replace those coin meter heads with new ones

[58:59] and to move forward with the meters.

[59:02] We had a discussion with the board

[59:04] and we started talking and said, well,

[59:07] are the housing turtles meters really

[59:08] and need a replacement?

[59:09] Or can we just do the inside mechanisms?

[59:12] Do we really need to replace all of the meter heads?

[59:14] And the answer to that question is,

[59:16] no, we didn't really need to replace all the meter heads.

[59:18] they're still functioning, they're almost a, you know, a little bit of a throwback even.

[59:22] You got those nice, you know, 50s looking great, meter heads, a people tend to like, and

[59:26] they're used to and accustomed to them.

[59:29] We just want to make sure that they work properly, except people's coins, and accurately

[59:33] record the money that they put in.

[59:36] So, we found that we can do that, that is replace all the inner workings of the mechanisms

[59:41] of those meters, and retain the existing poles, the existing meter heads, and accomplish

[59:47] So, that number that you see there that $100,000 allows us to replace the inner mechanisms for all the meters, but they'll be using the same meter heads that are presently out there in the field.

[59:58] In addition, and

[1:00:00] I'm not sure of the timing of it, but we'll be launching a new pay-by-phone parking app called

[1:00:05] Pingo, and people are looking forward to that as well.

[1:00:12] You also know that we have a line that's specifically called traffic safety enhancements.

[1:00:18] We've had a little bit of success over the last couple of years, putting different types

[1:00:21] of traffic safety enhancements in. You may have seen some of the electronic speed signs that

[1:00:28] tell you how fast you're going, and it says, thank you if you're below the speed limit, and

[1:00:32] at flashes and red, if you're above the speed limit, we've received positive feedback

[1:00:36] for the most part.

[1:00:37] There's a few people that initially have some resistance to them, but even some of our opponents

[1:00:42] in that regard have come on board and accepted the fact that they are out there.

[1:00:46] And they seem to be working because if they're successful in slowing down even just one vehicle

[1:00:52] in the stream of vehicles, everyone behind that vehicle has to slow down.

[1:00:55] Even if they wouldn't otherwise pay attention to that electronic detection system.

[1:00:59] And oftentimes people do go a little bit fast simply because they're not aware of how fast they're going.

[1:01:06] Those signs are helping people to recognize that, yeah, I may actually end over the speed limit

[1:01:09] and they let off the gas a little bit. So we're finding their effective.

[1:01:13] People in other places that don't have them, ask us for them.

[1:01:18] So it's a case of where we're potentially not even meeting the demand of where people think they should be.

[1:01:24] That does not mean we want to put them everywhere.

[1:01:25] we want to place them in places where our engineering and professional staff believe that they are

[1:01:30] necessary and will result in positive benefits in terms of traffic safety and pedestrian safety,

[1:01:36] we're looking to achieve safety for all users. We're not there just to serve cars, we're there

[1:01:40] because we have a lot of bike riders. For those of you who haven't visited the village center on a

[1:01:46] working day, go down there and see how many bikes that are. We're putting one bike parking wherever we can

[1:01:51] And even in the snow, I was down there and it had just snowed and we have mountains to snow.

[1:01:56] So people with their bikes parked up in these snowmounds attached to the bike racks.

[1:01:59] So people are riding bikes. People are trying to walk.

[1:02:02] We want vehicles to obey the speed limits to make it safe not only for themselves and their friends and their families.

[1:02:09] But for the people who are walking and biking and maybe skateboarding, I don't know on the streets,

[1:02:15] but all users of our road network.

[1:02:17] Another thing we've done that you may have seen, and there's one right up here on Crain Road, right at the crest, are those flashing pedestrian crosswalks, or they're activated when a pedestrian walks up, presses the button, it looks like a yellow greenish yellow pedestrian crossing sign, and the sign has little bulbs in it that visually flash when the pedestrian activates the crosswalk.

[1:02:41] There's also one on post that we worked with the state to have installed that is what they call

[1:02:46] our rectangular rapid flashing beacon, because of the higher volume on that street.

[1:02:50] It has a pulsing, more visible light that is also activated by the pedestrian crossing

[1:02:56] the street.

[1:02:56] Josh Ringo, our assistant to the village manager, works with the internal traffic safety

[1:03:02] committee and to his leadership and the work of that group.

[1:03:06] That was possible as well as some of these other improvements.

[1:03:09] So it adds up to Josh and everybody that helps in that

[1:03:12] project and another one of the fundamental more.

[1:03:14] There is.

[1:03:15] Yes.

[1:03:16] There is that right at the pedestrian crossing up the road

[1:03:19] from the public safety building.

[1:03:22] So we're continuing to identify locations that we've

[1:03:24] benefit from traffic safety enhancements.

[1:03:27] And when we say traffic safety, you know,

[1:03:29] really, again, we're talking safety for all users,

[1:03:32] not just cars.

[1:03:36] On to the next page.

[1:03:38] We have.

[1:03:41] I want to say one other thing, by the way, on traffic safety, that had prior to this year

[1:03:45] that had been a $15,000 annual commitment, the village board asked that we increase it

[1:03:49] to $25,000 this year and have funded it at that level in order to help meet some of the pent-up demand

[1:03:55] for some of these pedestrian and other forms of safety improvements.

[1:04:00] So, back to tree planting.

[1:04:02] This number here represents our annual tree planting program and at a minimum, in order to maintain

[1:04:08] are our tree city USA status, we need $15,000 a year in planting.

[1:04:12] So that's why you'll see that number never goes below $15,000, not just because we want

[1:04:18] to get the tree city USA designation, which we're getting this year by the way, which

[1:04:22] just received the notice again.

[1:04:24] But, you know, Skarsdale's Village in a Park Identity requires us to be cognizant of our tree

[1:04:30] planting.

[1:04:30] When we're taking trees out and losing trees, we want to try and replace as many of those

[1:04:33] public trees as are appropriate and possible within the constraints provided for by our

[1:04:38] budget, this number here allows us to continue to make progress on that.

[1:04:42] One other thing along the lines of trees is, friends of the Scarce Hill Parks helps us

[1:04:46] identify locations where trees are necessary or appropriate, and one of the things that they

[1:04:52] identified and forwarded to our attention was actually a solicitation from Cornell University

[1:04:57] where they have produced some hybrid trees that are nice oak trees, and I don't know what

[1:05:03] they're actually hybrids up, but I know they're hybrid oaks of some sort, but they're urban

[1:05:08] condition tolerant. So they're more tolerant to solve, they're more tolerant to air quality

[1:05:12] issues, and in theory they should have a lot more vigor in urban locations. So unfortunately

[1:05:18] we can only get five of those trees, but we're partnering with some of our adjacent municipalities

[1:05:22] to reduce the cost of shipping them from Cornell, and the price of the trees is well below

[1:05:27] markets. So by the time we get our five trees to start with from Cornell, which are these hybrid oaks,

[1:05:31] We'll probably be planting them over at George Field in accordance with the friends of the parks

[1:05:36] recommendation.

[1:05:37] We'll see how they do and maybe Cornell will have more, and the fact that we're partnering

[1:05:41] with all those other communities, by the way, we're able to bring those trees in, at least

[1:05:45] what it looks like right now, if we're continuing to move forward with it, for less than what

[1:05:49] we would get them from our normal nursery.

[1:05:51] So we're getting hybrid hogs from Cornell that are already in some ways even larger than

[1:05:56] what we normally get for prices less than what we would normally pay, including shipping to where

[1:06:01] at simply because we're leveraging the participation of neighboring jurisdictions and helping

[1:06:06] to reduce those costs.

[1:06:08] And thanks to friends of the parks for that.

[1:06:13] And on to the next one, again, I've grouped these all together, sanitary sewers.

[1:06:18] This again is one of those things that includes the annual maintenance program.

[1:06:23] However, one of the things you'll note here, there's some big numbers in these prior years

[1:06:28] And even heading out, this is much more than our normal,

[1:06:32] when I say normal prior to the last three years,

[1:06:35] let's say, planned for sanitary sewers.

[1:06:39] What we find out is that there was an issue

[1:06:40] with influence and infiltration in association

[1:06:42] with sanitary sewers.

[1:06:44] And what that means is water that's not supposed to get

[1:06:47] into our sanitary sewers, but somehow leaking in there

[1:06:50] and being sent down through the pipes

[1:06:53] to the water treatment plants that are on the shores

[1:06:55] of Long Island Sound, and during rain events, those plants were getting overwhelmed with sewer

[1:07:02] water coming through the system down to their plant.

[1:07:05] And so when they get overwhelmed, they have a different treatment protocol than they would

[1:07:11] during normal circumstances where they're not overwhelmed.

[1:07:14] And so bypasses some of the treatment, it does not get flushed from what I understand into

[1:07:18] Long Island Sound without treatment, it just receives a different treatment protocol, but nonetheless

[1:07:22] because of that varying treatment, there's a contribution of excess nitrogen modes to Long Island

[1:07:28] Sun.

[1:07:29] Those excess nitrogen modes impact a sea grass and a variety of aquatic life and the water

[1:07:35] quality itself in Long Island with the environmental benefits and economic benefits associated

[1:07:40] with Long Island Sun to New York and the broader New York area, it's a really high priority

[1:07:45] to keep that as clean as possible.

[1:07:48] So there's some regulatory rules that are in place to help ensure that we take measures

[1:07:52] to stop INI. There's litigation from a group called Save The Sound, who was also very much

[1:07:59] interested in municipalities taking measures to reduce and do our preclude INI from entering

[1:08:06] the system. And we're working with all of those groups in order to achieve the outcome

[1:08:11] that we're all looking for. And that's reduced nitrogen and long island sound. We want to

[1:08:15] do our part. We in some ways have done more than what our neighbors have done in maintaining

[1:08:20] infrastructure over time, but we did a study, this $738,000 number over here, to examine the

[1:08:27] Marinette district, for instance. And through our study of the Marinette district, which

[1:08:33] has about 30 miles of sanitary sewer lines, we developed a prioritized repair program. If we found

[1:08:41] really significant deficiencies, those were corrected immediately. For instance, as part of

[1:08:46] study, we found that there was a sewer manhole along a creek bed that didn't have a cover

[1:08:53] or that had a big hole in it after yet when it was. I think it was almost like it didn't

[1:08:56] have a cover. So whenever the water rose in that creek, it went straight into the sewer. And of

[1:09:03] course, that would contribute to excess water, reaching the water filtration plant because now

[1:09:07] instead of taking our sewer water from scarersdale and sending it for processing, it was also

[1:09:12] taking river water at an exponential rate.

[1:09:15] There was another manhole somewhere along the Hutch Expressway,

[1:09:18] I think it was that was somehow getting flooded,

[1:09:21] and the water from that flooding was entering the manhole.

[1:09:24] So those kinds of conditions we addressed right away,

[1:09:26] other ones were programmed into our continuing maintenance.

[1:09:31] So we ran cameras through, we did testing,

[1:09:33] we did flow studies, and we came up with a really solid plan

[1:09:37] for improving the Mermare Neck District,

[1:09:39] And this amount of funding that you're seeing here, as well as into the outer years, accurately

[1:09:45] reflects what we believe at this time is necessary to bring those pipes up to a good

[1:09:51] state of repair and with the target being to bring us within regulatory compliance in association

[1:09:56] with INI.

[1:09:58] Now, not only do we have the Mumeric characteristic where all of this work is focused, but we also

[1:10:04] have the Bob's River Valley District, which is 49 miles of pipes.

[1:10:08] So the Mamernaquin is 30.

[1:10:10] The box where we're on this 49.

[1:10:11] We haven't started the box, or analysis yet,

[1:10:14] but it's going to have to follow on the heels

[1:10:16] of this work being completed.

[1:10:18] And then our third district, the Hutch Valley District,

[1:10:20] only has two miles.

[1:10:21] So that's relatively minor in the overall context of things.

[1:10:25] But the numbers you're seeing here for the Hutch

[1:10:28] are likely to be repeated for the box river value,

[1:10:33] if not even a little bit bigger

[1:10:35] because the infrastructure is roughly the same age

[1:10:37] what we have in the Hutch Valley. So we're assuming what those had the numbers for the

[1:10:41] merit. This is the merit, I guess. And the box, whoever won, we haven't even beyond our

[1:10:47] normal routine maintenance program that addresses deficiencies that we see when we run the

[1:10:51] camera through and things like that. The box, whoever has not been subjected to one of these

[1:10:56] flow, sanitary, sewer evaluation studies. So once we finish this one, we're going to have to

[1:11:02] do the next one. And we're focusing on this one first because this is the one that the

[1:11:07] regulatory agencies are focused on, as well as the lawsuit is focused on.

[1:11:11] And we want to be a partner and helping to make sure that that condition is not only

[1:11:16] evaluated, but also completely remedied, and then above and beyond that, despite the fact

[1:11:21] that there is no regulatory pressure or a lawsuit in association with any of our other districts.

[1:11:25] We feel that it is incumbent upon us to now that we're up the conditions in the American

[1:11:30] to continue to fix the below ground infrastructure and these other districts as well.

[1:11:37] So just to heads up, this is a spike in our investment in sanitary

[1:11:41] sewers over if you look back over time.

[1:11:44] But that spike may become the new norm for a number of years

[1:11:49] until we address all of these deficiencies in those districts.

[1:11:52] And it's interesting what the funding source is.

[1:11:54] Yes, the funding source is a ten, which means that it's coming from

[1:11:58] the sewer rent fees that are paid by Skarsdale resident.

[1:12:01] It's not general fund money, it comes out of the sewer fund.

[1:12:09] To the next one.

[1:12:12] And now what you'll notice here is this is an enterprise fund.

[1:12:15] Both of these, the water enterprise fund and the water enterprise fund.

[1:12:19] What that means is that these codes, like the AIDS and the Nines,

[1:12:23] weren't on that initial sheet where I told you all of the codes.

[1:12:26] The reason being, these two funds,

[1:12:29] by virtue of being enterprise funds, are self-supporting.

[1:12:31] that is, the revenues they collect within those funds

[1:12:35] are spent and allocated strictly for use within those funds.

[1:12:39] So they have to make enough money

[1:12:40] to support their operations and capital needs.

[1:12:44] That's effectively what an enterprise fund is.

[1:12:47] They're not receiving direct support

[1:12:49] from the capital fund balance nor from the general fund.

[1:12:53] So with that, having been said,

[1:12:54] looking at the pool enterprise fund

[1:12:56] and this ties back in with and your question

[1:12:59] right about the master plan? Well, this is one of the reasons why we're not doing the master plan just yet, even though we have money for it because

[1:13:07] as I stated, we have to do a study of the pool complex mechanical equipment.

[1:13:13] What is it that we need to do over there to bring it up to a good state of repair, up to the current state of technology,

[1:13:18] and importantly up to compliance standards with all applicable health and building code requirements?

[1:13:24] And so we are anticipating that study is going to be about $150,000 to complete, and it's

[1:13:31] being budgeted this year because of all the problems we've had with the pool over the

[1:13:35] years, and the need to really get this done before our pool is not usable by the public.

[1:13:41] And so that study is to be completed this year, and in 2020, 2021, we're estimating, and

[1:13:48] this is not based on a consultant report, it's just based on staff's best deaths and

[1:13:54] what they've observed in other pools of similar size and nature.

[1:13:58] And they're thinking that it's probably around two and a half million dollars that is

[1:14:02] going to be needed to undertake the repairs at the pool complex.

[1:14:05] You'll note that this isn't just money that's produced by the fund, it's a borrow against

[1:14:11] that fund.

[1:14:13] So, any debt that we ultimately would issue if we're in a fishing, and I mean, tentatively

[1:14:17] it's shown as a borrow, but as you've seen in some of our other projects, we show that

[1:14:21] a barrel, but then we identify other sources either from fun access fun balance or another

[1:14:26] project that we find a grant for, and we have extra money, there's a number of different

[1:14:30] things that could happen, but for now it's showing as a barrel, and that debt then would

[1:14:36] be repaid not from the general fund, but with revenues out of the pool fund.

[1:14:41] And again, the 2.5 is not a real number, it's an estimate, we'll get the real number once

[1:14:46] this report is done.

[1:14:49] On to the next one, and this is the water enterprise fund.

[1:14:53] A much the same story that we had in discussing the sewer districts,

[1:14:57] Mermernack, Bronx River, and Andy.

[1:15:00] Small one, if you hear what the name of it was.

[1:15:04] Infrastructure that's out of sight is oftentimes out of mind, right? People don't see it. Residents really unless they're impacted by a service in a rupture or something to that effect don't tend to come to billet board meetings and say, when are you fixing the water lines? They're instead talking about roads and things they can see. However, when it comes to the cost that we have to bear as an organization to conduct our operations and pay for our capital need.

[1:15:30] These underground infrastructure needs our quite large and quite costly.

[1:15:37] If we can repair all of our leaks underground for water, for instance, we would avoid

[1:15:42] all the costly overtime for these middle of the night water mean breaks.

[1:15:46] For the expensive specialized contractual support that has to come out to help us shut

[1:15:50] those valves that I talked about earlier.

[1:15:53] In the summertime, when our utilization is high, and people are in those triple rates,

[1:15:58] or maybe under the new rate schedule three and a half rate base rate fees, when our residents

[1:16:04] are paying those kind of base access rate charges, we're probably at the village level

[1:16:10] in the access rate charge as well.

[1:16:12] So when we reduce one unit of leaking water from our pipes, we're not just reducing the revenue

[1:16:18] for one unit, especially if you're in a peak usage period, we may be reducing the amount

[1:16:23] we have to pay in New York City by a multiplier of three, so it's important for us to reduce

[1:16:28] are leaking water as much and as quickly as we can.

[1:16:32] Now, the same goes for our residents.

[1:16:34] As you may have noted when we did our fees,

[1:16:37] we're trying to encourage conservation

[1:16:39] to at the high end.

[1:16:40] Because we've been identified as a very high water user

[1:16:43] in Westchester County in the New York City,

[1:16:46] is wanting us to reduce our consumption by 5%.

[1:16:49] So we're trying to induce water conservation

[1:16:52] yet have enough money in our water enterprise fund,

[1:16:55] which has to be self-supporting to do these repairs that are absolutely essential.

[1:17:00] So when we're stopping the leaks, we're saving money from paying New York City.

[1:17:05] When we're encouraging people to implement conservation measures and use less water, the

[1:17:10] same thing happens on the other end of the equation.

[1:17:13] When people stop using one unit of water and they're in the excess rate, we're losing

[1:17:18] three units of revenue, right?

[1:17:20] So as they're conserving, we're losing revenue during the peak period at an exponential

[1:17:24] rate.

[1:17:24] However, when we can make our repairs to the system, we can offset at least some of that because we're saving by not having to pay New York City.

[1:17:32] We're saving by not having to pay overtime.

[1:17:34] And we're saving by not having to pay contractors.

[1:17:36] It makes for a very complex conversation when it comes to funding everything that's happening in the water enterprise fund.

[1:17:42] And staff do a lot of work and the board does a lot of work to try and make sure that we get the numbers right.

[1:17:46] Gather enough revenue to where we can move our needs.

[1:17:49] at the same time, try the best we can to figure out that puzzle of declining revenue at the top

[1:17:54] and saving revenue on the other side. And so far we've been pretty successful in coming up

[1:18:01] with the plan, thanks to Mary Luke, that helps us establish our farm balance in the water

[1:18:06] enterprise fund and recover some of it because it was in the red and make enough money to where

[1:18:12] it's not excessive amount of money, but it's sufficient to meet our operating and capital needs.

[1:18:17] So, that haven't been said, these numbers that you're seeing here are higher than what they've been and if you go back a few budget cycles then what they've been in my knowledge for a very long time.

[1:18:30] What we're looking at is a study that's being funded in 1890. It was not originally budgeted, but we found the money available to fund this $90,000 study in 2018-19, which means prior to the end of May 31st, 2019.

[1:18:46] And that report is going to show us what we need to do in terms of our water infrastructure

[1:18:53] on a prioritized basis.

[1:18:55] Then we're going to take this kind of like the SSES we did for the Memarenec District.

[1:19:01] Looked at the pipes, looked at the problems and said, OK, if you tackle these problems first,

[1:19:06] you'll get the biggest thing for your buck and keep working on the list until you get all

[1:19:09] the deficiencies taken care of but you want to make the most important ones first.

[1:19:13] prioritize them so you get a significant return on your investment upfront to the extent that

[1:19:17] that's feasible or practical. And this investment level of investment that's projected here

[1:19:23] is estimated right now. We won't know for sure until we get the report back, but based on

[1:19:28] our knowledge of how old the system is, what we've seen when we've excavated water main breaks

[1:19:33] all over the place, what we've seen when we've been unable to shut valves and have to keep

[1:19:37] extending the area that's impacted by our service interruption because we have to go

[1:19:42] First of all, sorry, neither of those two work.

[1:19:45] Next of all, sorry, neither of those two work.

[1:19:47] Next thing you know, we're like down to block somewhere

[1:19:49] trying to shut off a leak in the middle,

[1:19:51] you know, 500 feet down that way.

[1:19:54] And ends up impacting more people than it needs to,

[1:19:57] escalates the cost exponentially.

[1:19:59] So again, all of this is designed and intended

[1:20:02] to attack those underground problems

[1:20:04] that are costing us a lot of money

[1:20:06] and that people typically don't see

[1:20:08] but really should support in terms of our needs

[1:20:12] to get this work done, and the village board has seen that need, looked at what we think

[1:20:17] we can reasonably accomplish during the course of any one particular year, given all the

[1:20:21] rest of our duties and responsibilities, and this budget, as proposed, allows us to attack

[1:20:26] that problem.

[1:20:29] The other thing I would add on this page is, here's an example of a major capital project we're

[1:20:34] going to be doing about this take.

[1:20:36] It's in the middle of engineering, depending on when that's finished, this may not get done

[1:20:40] in this season because we can't take that tank out of service in the summer time because

[1:20:46] it's critical to our service delivery during the peak period but depending on timing

[1:20:51] it may or may not get done during the summer but certainly over the course of the next

[1:20:55] year we're going to target that project getting started.

[1:20:59] It's an interesting facility if you've ever been there on the inside it has a microclimate.

[1:21:04] Here you get in there.

[1:21:05] The tank is cold, the wall is warm in the summer, and it creates its own rain in there.

[1:21:11] And so you can be inside, and it'll be sunny and hot on the outside, and you get in there,

[1:21:14] and it's like rain drops coming down, and it tends to cultivate rust on the tank,

[1:21:20] and these other conditions that over time require attention. So it's an old tank,

[1:21:24] and it has to be upgraded, and it has to have some of that painting taken care of,

[1:21:28] and other things like that. But it's a beautiful structure.

[1:21:31] Nonetheless, that's what that 1.5 million is down there.

[1:21:34] It's to make sure that that tank is properly taken care of.

[1:21:39] And meets all of the applicable water safety standards.

[1:21:50] Now, this is just last page.

[1:21:51] There's not much here.

[1:21:53] We got what is this here?

[1:21:56] This is just annual repairs for the water garage.

[1:21:58] I'm going to just give test last page.

[1:22:00] And ask if anyone has any questions on the capital budget

[1:22:03] for people who talk about the library one.

[1:22:08] No?

[1:22:09] Hearing no questions, I'm going to defer to Paul.

[1:22:12] And Paul, if you'd like to.

[1:22:14] What's that?

[1:22:14] Oh, Paul, yeah.

[1:22:15] Well, there's not the capital, but just tell me.

[1:22:18] Okay.

[1:22:20] Okay.

[1:22:21] Okay.

[1:22:22] Okay.

[1:22:22] the library capital for the second page, or you're going to be able to see that on this page,

[1:22:30] every item is associated with the division of innovation to the public library.

[1:22:38] So all the items are from prior three years, and there's a few items from fiscal year 1819.

[1:22:46] If you add down all the prior three years, and the SME in about $18.19, it's a project

[1:22:53] for approximately $2,300,000.

[1:22:57] That's from the very beginning of the project for master planning to hire in the fundraiser

[1:23:02] consultants all the way through to renovate in the supply field building for a temporary library.

[1:23:08] So all the cost, the project from the very beginning to the current day equals a $20 million, $300,000.

[1:23:17] The major funding for this project includes a $9.9 million bond, $8 million of capital campaign funds,

[1:23:30] grant the $500,000 that we've got from the state, which has been used,

[1:23:35] which was used for the renovation of the SPI field building.

[1:23:38] for the temporary library.

[1:23:40] The other major item funding was the library fund balance.

[1:23:46] It won $1,200 in $4,000.

[1:23:49] And then we had some miscellaneous costs

[1:23:50] for our funding utilizing the village general fund

[1:23:54] and special reserves.

[1:23:58] So the project started in August 2018.

[1:24:04] It estimated the completed in March

[1:24:09] The work is proceeding according to funding in schedule.

[1:24:17] There has been some changes in key chain orders, but most of the costs associated with the chain orders are being used for being paid through.

[1:24:27] We had some funding we had in the project for allocators for those type of things in the

[1:24:34] ASP contracts.

[1:24:35] We had some items in there, so right now we don't have any basement allowances.

[1:24:41] So we don't have any overages in contracts, costs.

[1:24:45] We've been utilizing the allowances to pay for any change of risk to date.

[1:24:51] So, if you are going through any of these items, mostly items, like I said, are for construction.

[1:24:59] But everything in there has everything in that column has all the sub-plus from construction administration, construction management,

[1:25:09] to paying for special inspections, and everything from sort of the fetishes included in those columns.

[1:25:18] The one thing I'd like to add to is, there's a lot of credit due to the friends of this car and steel library, because how much in funding have they raised for this project?

[1:25:27] There are eight million to today, or of course to it.

[1:25:29] Which is the biggest fundraising effort ever, and of course they also had to add in our group, the amazing job.

[1:25:40] And Paul and Beth and everyone who worked on the temporary library, the library loft,

[1:25:45] The entire project has been extremely well managed and the community and its level of financial

[1:25:51] and other forms of support has been just truly amazing, so just to my head to everyone that's

[1:25:59] been involved in that project.

[1:26:03] Do you want to just mention, for the capital this year, I don't think you did the only really

[1:26:07] relevant thing for this particular year as a Wesleyan system upgrade?

[1:26:11] Well, that's from Twitch about the fact that I think we're a software.

[1:26:15] Yeah, that's an annual software.

[1:26:17] It's an annual upgrade that they do to participate in the network of libraries in muchchester

[1:26:23] County.

[1:26:26] And

[1:26:26] I think she said in order, and they're also one of the latest upgrades that we have in

[1:26:33] that of the annual materials. So

[1:26:38] I think the whole system being on the housing for a couple of days.

[1:26:45] Yeah, she explained that in the email to residents.

[1:26:53] Any other comments or questions?

[1:26:55] Members of the Board, better present.

[1:26:57] Thank you for attending.

[1:26:58] Members of the public.

[1:27:02] Staff, thanks for being here.

[1:27:05] Thank you all of you for your hard work and exploration.

[1:27:09] Thank you.

[1:27:11] All right.

[1:27:12] I conclude our meeting.

[1:27:12] Thanks for coming tonight.

Mar 06, 2019 Operating Budget Briefing Session

Transcript