 So I'll call us to order at 633. Let me make sure. And recording in progress. Next slide. The comments. Seeing none hearing none no communication through staff from the public that you'd like to bring to the floor. No. It's been a quiet couple of weeks. Yeah. All right. Comments. None have come through. Nothing in your back pocket. Approval of the minutes of October 25, 2022. Thank you, Jen, for making real life paper copies. Liberty of reading. This was my dual, dual hat minutes. So there's a couple of typos fixes, two eyes moves, said twice, Rachel miss Bell. Otherwise, I understand it, but if you want to take a minute with the October 25 minutes. You see, if there's other directions, I've got three typos. And I would entertain a motion to. Happy. Thank you through. Okay. It was the typos. Okay, Rachel. October 25 minutes with three typos fixed. Did you get the one at the end here? Yeah, there we go. Number four. Looking for a second. Oh, second. Thank you Dave seconds. destruction items or call the question. Would I be rushing to say all these. All those in favor, please don't take my saying I appreciate it. Okay, that's unanimous approval of the October 25 2020 minutes. And next up is the financials. Actually, we're heading into the draft budget 2023. So we'll just no need to move in motion. Okay. We're in the budget now. Jen, is that you want to take a lead or should or draw our attention to. So I think. And I, I did it in the narrative, the budget narrative in the email. So it may be a little bit redundant, but with this year's budget. We were looking at doing a 3% Poland set in terms of salaries. And we looked at, we saw that security was offering like an eight point a bigger call up and we felt nervous about putting that part coded into salaries. So we came up with splitting it in half of like 3% for Cola. And then a 3% inflation bonus. We were calling it that would just be for this year to help. So we're looking at, we're looking at, we're looking at, we're looking at the salaries and the camera operator, we just be a little bit more manageable while it's super expensive right now to live. And then, but it wouldn't be something that we constantly looking at to fund for future years. So. And then ultimately that comes to an increase in compensation of 6% is what we're looking, what we were asking for. And I think we did make some adjustments. And I think that the increase would be, would be in compensation and the. The lines were related to compensation like. And unemployment. And so we did reduce some things in terms of, I think. The travel expense where thinking we weren't going to go to conferences. I think we did increase our educational development. So we were looking at the cost of the investment. So professional development. We thought we'd spend a little bit more time this year. Or 2023. And getting up to speed. I think there's some classes in fundraising that Christopher was interested in. We're looking at doing some DEI training. So we're thinking that in the professional development, we would increase that amount instead of. Doing so much at the conferences. So I think. To follow longer, we best. To follow longer, we best. To follow longer, we best. Budget is where it's this year's budget against last year's budget. And then a category of what's actually. Happening. So. It is professional development. It's online item. It's called ed. Educational development. It's on the set. Yeah. So I think. I think outside of that. We. We did in order to kind of look at trying to come out with a net zero for the budget. We did in the income. I think what was. A little bit different is there's a line item for government appropriations and income. And that 25,000. We talked about it in our, our meetings here that we, it's, it's definitely coming. And so it's, it's not something that we're hoping that the legislature will pass, but if they have. And so we were, we put it in this year's income because it wasn't in the budget for last year and he could use that to offset that compensation increase that we were looking at. And then the other bit would be in capital gains. I know like Rob last year did a 30,000. Or to also help offset his budget. So what we were hoping for is that 10,000 in capital gains would kind of offset the. The cable revenue. And that's what we were hoping for. And that's what we were hoping for. I'm out. So I, I did budget a little bit less than what was budgeted this year. So we kind of thought. We took the last check that we got from Comcast, which was lower and said, okay, this is how it's going to go forward. This is what the budget amount should be. And so because it was lower. We did put some money in the capital gains to kind of offset that. And it could be that we don't necessarily need to use it because we weren't. I'd rather budget, I think. Right. Closiously and say, okay, we can't, we can't know that the checks will be bigger. But the 40, 10 line, the 353. Mm hmm. Is that four times the last. Concast check. It is. Yeah. That's how you come with. Yeah. Thanks. Other questions or places to focus. Even so you led with compensation, even with the calling increases. And the two different ways you're doing it's. Only two grand above the 2022 budgeted. Is that right? Yes. And then actuals came in low. But the budgeted was 288 and we're sitting at 290 years. Yes. And so, I mean, it's still the same, the effect of the co-directorship, it's still a little bit cost savings just because it says staff of three versus four. And we did look at, um, we put in for a post production minion that would help at the 30. We calculated 30 hours. So less than full time and then the camera operators. So it's still, there was some cost savings just because of the lack of. That's all within 50. 10. Mm hmm. All of the, all of those salaries or wages. Yeah. That's a total. It's not another line item with other. Other questions, comments, thoughts. It seems really reasonable to me. Yeah. Um, so staff looking for a motion to accept. Yeah. There's no questions. Um, we do have just a bare quorum. So you make a good point. Um, but certainly. The motion and the second name. And then discussion. Um, You know, the motion doesn't force the calling. And she may be setting right back down. She's right there. I don't know. Yeah. Uh, CJ. Yes, sir. We are, um, I don't know if we have any questions. Uh, CJ. Yes, sir. We are, um, I don't know if we. So, uh, Jen percent of the 2023 budget. And your attention. A little to compensation, coming up. And, uh, that's the state sending us that 25. We know it's on the way that's the 12, five we did get already. Um, And I had discussed that line, the Kola and the other. I talked with Rob Chapman about. Uh, they are still debating that very thing down in his new organization. So, okay. I get kind of crazy. We had some questions and they appear to have been exhausted. And I was wondering. There was a motion on the floor, but since we have a bare forum. Yeah. The only thing is would not be a good time to bring up the, the financial review or audit. Um, certainly that's potentially a cost, right? It's going to be somewhere between. Most likely. I mean, I would suggest that we be a little bit generous given that we haven't done it in the years. And provide. Do you want to just provide the background? With the handoff and treasures. CJ was requesting. That we have a look, see from an outsider. Audits tradition. We haven't done one in a long time. So Jen and I got on the phone. Yeah. And God bless you. You were just looking up these old things. And so it turns out we haven't had an audit since was it 2005? If I recall. Like the official title of an audit was 2005, but then. And then there was a financial review in 2015. So, and then since then. Nothing. So I talked to Rob Chapman about this via text today. And the cost of the financial review was something, which he said was cheaper than an audit was something along the order of what a little under. Yeah, that was like one nine. Yeah. And so a full on official audit is a bit more robust and also expensive than. We have. We did current organization of our size. It's not clear, but it hasn't been done. And I think it was. One of you were saying that there was a decision to do it every three years, but that just wasn't. I do. I think we probably had a 2012. And then 2050. I think we did have a little bit of a rhythm going on financial. Reviews. Yeah. Well, it was. Oh, sir. Or a Comcast negotiation. And we wanted to have some sort of financial, you know, I think, I think when the contract was two up, that was that did. Yeah. Let's make sure. Could we do a full on audit? That was good time. Maybe unless they bring it up. Yeah. Yes. Yeah. And so the. So anyway, so, and. I've been as you can probably tell from, you know, talking with you and Rob and Mike Doyle and my body. Nothing that I have run across. It's given me any. You know, reason to other than good corporate governance to make the recommendation that we do something between a financial review and an audit, but it is good corporate governance. And we are. You know, doing an essential function. And unfortunately. We were able to assist the community during the lockdowns in a way that raised the visibility is a value that we provide to the community. So. Is there anything in our. The papers that we have that define our organization. That you mentioned is an audit or a financial review or anything at all. Rob was not aware that it was an absolute requirement. And so, but having just read the right. Sorry. Having just read their recommendations for good corporate governance to the C. And so, you know, we would be holding in on line item 50, 60 accounting fees, which is presently at 3,800. Yeah. And that's for our accounts. We do have accounts that you are accounting. Right. So would the financial review be on that line item or where would, where would something like that? Just, I'm just trying to get us. I think it's its own line item because otherwise you have the box in the house in the same line. You don't have your account. Financial review. No, because that's kind of. So it's like when you have the finance and audit committee. Right. And that's really. No. Yeah. Don't check your own work. Exactly. Do we have to reapply for 501 C3 or nonprofit? No, as long as we continue to, and this is because I run another 501 C3. We don't reapply. We do need to file our 990s, which assuming our accountants do. Yes. And so as long as the 90s. No, and we're in the category of nonprofit where our annual revenue streams towards us in there. Okay. And then just like filing a full nine 90. We don't get to file a postcard. So I'm hearing this with a financial. We would fall under subcontractions or consultants. I was going to say, I would think the consultants. So currently are in our consultant line. We do have Nathan. Who's the consultant. I don't know. So I did leave that amount. So the 63 was what he. Wrote in his proposal and. We're paying some of it this year, but I figured that he hadn't put in a price for the community needs assessment. And that would be. So I just left that 6,300 that he put in the proposal. But I would think that if the financial, the CPAs would maybe go in. The consultant line item. And then we could just break it out if you wanted to see. How it got paid out. That seems logical. I'm afraid this is. Mike would probably be like, yeah, or no. And I'm like. Is there. Are we looking to double that consultant line? I would recommend we allocate 10 and then give it back. If we don't need it. And if we need more, we'll come back to the board and say, here's the proposal. Yeah, it'll be an additional 10 in the budget. What the other piece of information I have for the board is that. Rob mentioned the person and you also recall this person to come and just talk to us about what are these things and what do they do. And it seems to me that. If we're allocating a chunk of change to look at our budget. It should be known what it is that we're getting. So. I recommend that we put this into the budget request that we modification for a $10,000 line at an edition. And before we actually. Pull the trigger on it. Okay. Have the person say up to and then maybe Jim could track down an actual number and get that in our final. Yes. And the actual number of what my thought was, is to have the person come back and present to us. Yeah, or have a quick special meeting only to deal with that. Depending on when that person's available. Yeah. Last time it didn't happen. But you got the name from Rob. Yeah, I don't have a last name yet. Oh, that's all right. But we're moving. Yeah. So. I have one last question, please. Jim. When we had our annual meeting. Did we give people the budget for. To look at the people that came to visit for. I don't think we printed out any paper. We did have it up on the screen. Summary. Yeah. The financials, not. Yeah. They got. They were curious. Thank you. So potentially we're at a motion to accept with. Amendment for up to 10. Additional on the consultant line item. That could. I can't make. Financial. Financials. Not. Yeah. They got. They were curious. Thank you. So potentially we're at a motion to accept with. Amendment for up to 10. Additional on the consultant line item. So. Yeah. So. Yeah. So. Well, I mean, Brad. The net operating. Zero. It'll take us. 10. Foundaries that. It multiplies the whole budget. Yeah. We'll have to look at that. Yeah. True. A couple of kind of workers. I mean, I think where is it that 30 gets the catch on. Rough the 30. This year you put 10 this year. We just put 20 and the 10 is gone. Right. That's okay with everybody. Yeah. We could make those. Two adjustments together. In capital gain. We've got the 4800. Rob. Last year's saying, I mean, is that just something you ballpark. That 30 he. It was a budget even out. Right. Well, so I think it was. Like when he did the 30, I don't. Because we ended up with a deficit budget last year. Anyways, so it was like in addition, and I thought when I remember read like listening to the video. That maybe it was under the guidance of Mike Doyle saying, you need to spend some money or if you need to spend some money. And that's why he felt comfortable putting 30,000 in that capital gains. Cause Mike was saying, we need to spend it. And then with the. Yeah. And then ending up with a deficit of only 30,000 versus like if he hadn't put the capital gains. It would have been like 60,000. Right. And we have that 20. We have that 20. We were just looking at what are we doing with. We're flirting with the three quarters. Yeah. Well, I mean, that was me saying when we get past there. So don't be giving up. But that's not that. It's that right now. An experienced executive director had built in. A cushion of $30,000. And to be cutting into that Christian foreign audit is not necessarily the idea. What it suggests to me is we take a quick look at the budget and we find out, can we. And Jen, you, you and the three of you put this together. Can you find. Money in the budget. Without cutting into your question. And the question represents to me, good. Fiscal policy and good planning. I mean, it's fair that your budget prevails it and. Given your annual expenditures. Our. Was it 400,000. Expenses. Yeah. It was like 4, 6. Yeah. Even 30,000 represents. You know, mere single digit. You know, it's it's about an 8% overly and then your bus. So I don't really want to cut into your 30,000 Christian. If that's last year's Rob, Rob came up with that 30, just say 10. The other way we can approach us is. I'm recalling that person coming in and explaining to us the difference between an audit. Yeah. Even 30,000 represents, you know, a person coming in and explaining to us the difference between an audit and financial report. And what we learned the way I understand. And the board didn't act until it actually. Got all that. Instead of having the person coming in after and say, here's what you just bought. Yeah. We came in again. Well, the problem with not putting anything in is we already know. Well, let me, let me stop and say. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. I mean, I'm curious about, I'm sorry. It could be a good idea. Yeah. She definitely maximized the number of voices. I'm sort of agreeing, but I'm also realizing that. This budget. For 2022. And this one for 2023. Is a January to December budget, which means that anything that's new. Hicks in on January 1st. Or some companies don't do that way. They do it from June 1st or from September 1st. I'm just trying to figure out, are there any things that are controversial in the budget that we're wanting to go down. That are going to change and make a difference. That someone just hadn't even talked about. Or any of our staff or any other things that we do and don't do or any things that we fund. So that's why I'm just sort of asking for my own information. Do we need to talk about what will not be done and what will be different. As of January 1st. Yeah. That is the right question. So having, I guess, are you like, are there obvious areas of fat here? Or is that the, I'm pretty tricky game. Or is it all about just kind of moving. Playing with that 4,800 number. And then again. There is that, that first line item that Mark. Brought us to seeing that 20. Is basically just cash. Potentially, you know, I don't think it would be up. A 10. Which probably is a six, seven, eight. The problem is. But we don't know. So I don't really want to. I would really like to get the information in front of the. Decision to help the board. I did get the amount. And I think Jen, you got that. Mark. Brought us to seeing that 20. Is basically just cash. One thing I want to think. Potentially, you know, I don't think it would be up. A 10. Which probably is a six, seven, eight. The problem is. But we don't know. So I don't really want to. I don't think it would be up to the board. So Jen, you got that. For the financial review. And wasn't it. That was the 49. 4,900. In 2015. Yeah. Which I would imagine it's going to be. More. More. Yeah. So, and that was just for the family. Just keep it on the audit. So my recommendation for 10. And the reason I suggested it is. Hopefully we can come in under. And as I said, if it comes in over. We can make a decision as a board to allocate the additional. And. For me, first, instead of sending you guys back to the drawing board. Knowing that we have money. That is not. In the budget game of 2023. Makes a lot more sense. We just got our report from Mark. That first line item of 20. We would be. You know, Potentially using half of it. We would still have that 10 and that's like a gravy line. So. Their decision then is against Mark. They can invest. He's out in the hallway. He's like. We can move it into a better. Well, is it is a financial report and investment. I mean. Is a scholarship and investment. I mean, do you want to, I mean, I think the money market account that he was talking about was completely liquid. So you could put it in. It's just going to continue to make more money in the interim. Yeah. So to go into that in more detail. That money market is accepting, for example, bond revenues that. That cannot immediately be reinvested. So. When he was asking what's this Verizon thing, it's actually the global investment fund. And one of the things I need to go and ask him for. I think I'm going to quote from a long note Verizon actually has a higher rate of return that is listed here. But it may be that there was, because they're handling the investment, perhaps the fees that our previous charger agreed to pay. To get that very good rate of return, which is about 6%. All other are the way that's set up, and we've been running this full time is that when money comes in, it gets reinvested immediately. cost is anything the money keeps working. And as you can see from the, the red and green lines in the, in the portfolio. Summary that has resulted in a position of better. Drew is trying to bring up those. It's not really a questioning whether we invest that 20 or not, you could put it into a money market account and it continues making slightly better money that 20,000 that you're talking about. And then if it's needed, it could be drawn right back. So our question is the right one. It is, let's take a look. We have budget. Jen, thank you for putting in the actuals because that helps so much and I can look at budget versus actual. So we have, you know, for example, if you look at line 6090 and 6095 travel expenses, budgeted 3000 actual 1600. On the other hand, mileage budgeted 2500 actual 6100 shouldn't bring us to two questions. Why was mileage so much over normally you budget based on historical. Yeah, I think that was a COVID, COVID bug really for black gas costs went. Yeah, change dramatically. Yeah, those are good. Exactly. But, you know, so we've got, you've got them all were, you know, we haven't had a lot of time to look at this. And because as you point out the fiscal year ends in December 31. There's not a lot of time to look at it. So, you know, kind of the ban request is for fiscal year 23 is twice what it was so it's 600,000. So, that would be, if that's approved, I got there will be a second government appropriations payment. So, I mean, like, you know, now that we're in the system, we've been, this, this would be the third. I don't know. I mean, like, there's words. We're saying that again. Good. What line are you talking about? I'm just so there's 25 is calm. That's the check that's coming in the 25,000. So there could be 50,000. It feels like to me the lines where there's some flexibility to change are pretty small numbers. And then the lines that are big numbers are things like rent and wages, which we don't want to, we cannot touch so I would not want to pull money out of sort of the core mission of what work is doing to pay for the financial review if there's if there's might be had elsewhere. So what use documentary line lab line 6 to 100. Yeah, it's on the back, which is an hour we looking. Yeah, we're looking backwards on this one. And then we should be looking forward on this one. So, here's our forward looking budget is that no way. Yeah, so this is the friendly. Yeah, the 2023 budget for the documentary lab at net zero. So it we're expecting 5,000 and income and like expenses. So, previously, I think that the previous budget had it where Orca was willing to expand out 2000. It wasn't. And so this year we said, okay, let's we have it in there because it's part of it's a project of Orca media and it's like a DBA. So we wanted it to be shown but we're not looking to either make any money or spend any money. Moving to self sustain. That's great. And in terms of mileage, I did. I don't have it in the packet but I did try to look at previous years to see what the mileage. It was a COVID like the last two years, the mileage amount was budgeted much lower because we weren't going out. But it did start to match up with the previous years, where we were doing more traveling. So that's where, and I, that amount came back and saying, okay, what I try to do with mileage also was to look at, you know, these meetings that we have it's pretty standard like twice a month we go out to right Rochester so we said. We try to look at that to see how closely we were like with the budget and previous budgets to say, okay, it makes sense based on the meetings that we already covered and what we're looking at. Yeah. And so in terms of that, I think it is the COVID amount that the previous years he just kind of carried over. Yeah. So that wasn't an objection it was saying when you're looking at things, but but it's also helpful for us to understand how you're thinking. So does the increase in ban expense. Where does that show up. That's the government appropriations event expense or then income. Oh, I thought we were talking about our pain. Yeah, the way you describe it. Oh, what is that money but it's actually the government van is the distributor of the government. Yeah, sorry that the van is that the member organization that were. I just thought that they voted on funds as a group van had. Oh, right. Although the coalition that we're all part of. Yeah, they, there's no, I mean they haven't voted on the even distribution of. Okay. You see that in the dues and subscriptions so that the amount that we paved with toward the end for. Yeah, yeah, being part of that route. It's in there and it's I did add a little bit just like. Yeah, but thank you. That's where that item would be so when Chris was talking about Van earlier wasn't a payment to them. It was the distribution of government. I was just looking for that there's like a four year plan that that I was part of to basically double every year to the request from the state. Okay, thanks. So the compensation line 5010 goes across how many people. So that's everybody so it's the, it's the full time it's the camera operators. And if we use the camera operators for some post production work, like so it encompasses everything. And that's the 3% whole we were hoping that we were doing it for the camera operators as well as the 3% inflation bonus that we were asking for was also to be toward the camera operators as well. And the inflation bonus does not affect things. No, yeah, I saw you did that. So to get at one thing I have a question about health insurance, are the premiums going down. No, so health insurance. It's just the full time people are offered it. And because, like, Rob's put into place a cash in lieu of benefits so that's where part of that compensation is a full time where chooses to take it. It'll show up in the compensation line rather than the health insurance line because that's what we pay out. There was 2020 or 2022 it looks higher because there was a budgeted for people as a 62,000. So because in 2022, he put all like what the health benefits would have been in the health insurance but then it didn't necessarily push out the cash in lieu so then I decided this year to be a little bit more accurate because the health insurance is going to be less because it's going to be paying for two and you have the compensation line is going to be more because that is getting and I and I adjusted the taxes that we pay on it. So, but, and it is there was a little bit difference because I think this year in 2022, the cash in lieu of benefits was offered that only rather than what we would pay at that staff. The health insurance program is like whatever the family like whatever you would choose and we pay 80%. But with the cash in lieu, Rob only offered like a single person's amount. And we talked as a group and said, we didn't think it was fair because, like, if they came back to the health insurance that line would be for the whole family amount. So and I was whether it was fair but I also didn't want to be off on the budget because they could come back to the health insurance line at any time and if we don't budget for the full amount. Then we're always going to be over but and so whether that amount lives in health insurance or it lives in compensation. I said, I'd rather have that full amount be there so that if it flips around. We're not going to be underestimating because the cash in lieu was only for one person versus the family that they would have selected. So some of the previously previous budget allocated to health insurance, the 62,000, which is now 19,000 is now reflected up in compensation. Some of it is in compensation and there is one left because we don't have the four full 10 staff which the health insurance was based on. Yep, so sort of a 20% reduction due to the one less person. Well, I'm assuming it's not a street. Yeah, because I think Rob's, I think his health insurance was a family. And so it was a bigger like chunk that. Yeah, yeah. So when like theoretically I think when we were looking at the budget and we're talking about if we could bring in another full time it's like that health insurance line is huge because you'd always have to budget for a family amount. And you're like, Oh, can't do that. The 19 represents two staff. And the third to staff is in is their health insurance in lieu payment is in the 290. Yes. Yeah, it's so it's essentially one less person who had a very expensive policy and because of the cash equivalent. Yeah, now being reflected in compensation. That's all the moving parts. By the way, thank you, you guys, I know budgeting is extremely difficult and time consuming. And this is your first year as your as a, like, you're getting the name of the governance but you know, good job. Yeah, so it's. Yeah, it's getting late. So that I mean, there's two ways to go there. It sounds like I'd like, I'd like to see if I'm sure we'll be in 2020 group. Now, get getting it into this budget in December. We could say, go, go make that happen and then approve the next, the next go around, or we could say that we know financial review can be paid. And the fat may already be here, but we don't know. So there's those that seem to be the two rows. The only thing that I don't see right, right reflected although maybe it's in the backside is one 4070 the right you document your lab is a budget or 5000 is the, which you said but you said because it's coming in from your own cash that gets elsewhere. It's also online 6100 5000. One, one free income and one zero expense. Yeah, so they do even out. Okay, that's what I was missing. Thank you. Where does it say income versus. Oh, there is a comment. Yeah. Expense starts at the bottom part of that first page. Yeah, it's so little compared to the expense. Yeah, like a lot. Yeah, yeah, five, six and sevens are all expenses. Yeah, and then fours are coming in and everything else is going on. Yeah. I don't see much choice other than to cut into the fat. I mean, not bad act with that already minimal percentage and then just say, you're going to have to manage really careful and carpool, which is already a nice practice. Well, there certainly is an alternative. There's, there's money. Mm hmm. That market through our attention to. And we're not an investment. No, my concern is more to set a prior precedent of like, Oh, well, we'll just throw it in and take it out of the, the reserve fund. That's totally the worst decision. We're gonna have to have frozen pizza. Or less. I mean, my instinct would be to move to accept with the $10,000 additional added to the consultant line, knowing that we do that, the budget is just a plan, and we can hope for the best and hope that we can, you know, but who knows what's going to happen with gas prices who knows what's going to happen with other things in the coming year. And we may find we do have to dip into those funds, but that's why they're there. So it's not the end of the world. The point is, bonds can't pay back into themselves like. Although it's only the Verizon one. Everything else has been coming back and getting invested that that's that's cash sitting there on like every other line. Right. So that's just, I'm just saying it looks like was that emotion. I mean, if we can turn that into emotion. We might get a second and we might get out here before I would move to accept with the $10,000 additional added to the consultant line item to pay for an auditor financial review. And I would prefer not to put in language specifically about where that 10,000, and it may not be 10,000, maybe 5,000, where it will come from, because we may find that it fits into the budget as is, but we may find we do have other sources if we need them. Sure. And then there's that play line of capital gains like just right. You know, you came up with, it looks like that's often used to zero things out and say, well, with this close liquid capital gains can do for us. So putting my name on it. That was Rachel moving to accept making room for a second up to 10 and the consultant line 5045. Yeah, I'll second. Yeah. Have we, we've front loaded the discussion or is it for the discussion or should I just call it the only other request I'm going to have is to specify, you have consultants, but you actually have a particular consultant and then so just to name that one. Okay. You mean Nathan. To have two lines. Yeah. Which I think is your motion anyway, mine was just to take that single line that is there now and to be specific. Okay. Well, I'm actually the one and when I, when I was just summarizing what Rachel said, I just, I mentioned that line and she actually didn't. So what you're talking about was not actually, that was, that was my summarizing. I just said consultant line, but we can alter that language if we want. So, um, do we want to be specific about to accept with up to $10,000 additional added to the budget to cover consultants fees, or. No, your, your motion, I thought was really good. Okay, mine was just to say for me that I have a consultant, so then one is this and the other is that. Okay, so you just clear by. We just, the strategy consultant becomes one subline and the, yeah, finance or audit or financial regroup. You becomes the second line. It's good. So, so yeah, it's super operational, but we're not part of the motion. I mean, are you making an amendment, are you happy with Rachel. The only man I just thought Rachel's line was just to say now we have to sublines under consultants. Yeah, I think that's more operational. All right, all those in favor, please indicate by saying aye. Aye. And that's unanimous. And co-directors are up for their, for good. And thanks for a nice thorough one. And I hope people have a chance to digest all the good things that can happen in the year. So in, in lieu of, and to save time, we were thought something to not kind of like to read through it or to go through every thing in there. And everyone hopefully just had a chance to take a look at it. They wanted to focus on financials and budgets tonight and maybe just highlight one item in there. And that would be the strategic planning project. Super exciting. And on its way. So last week. Yeah. On the back. Last, last week, we had our first, I guess staff retreat. Nathan was calling it. So the first of two. The second part is scheduled for Thursday. And so this was a focus on leadership team building. And it was really great. So like, Nathan gave us a handful of homework to do and. Yeah, so we're getting started and run our way. After talking about it with you guys for a few months now, it's, it's, it's happening. So that's wonderful. Yeah. That's the big more than a handful. That's just this Thursday, huh? Yeah, the second part. So we, he actually, he had, he, he's written an agenda for a three hour staff retreat. And we requested that he broke it. Yeah, just because of our schedules have been kind of slammed. So we split it into two. And that's, that'll take us to the end of the year and then we'll enter the next phase. Awesome. Yeah. Oh yeah. The green mountain film festival is it's all. It's not a line item here. It's its own. Right. It's its own budget. And we can share that with you as well. If anyone's interested, it's five on has put that together for us. And. Yeah, we didn't include it in here. We might in the future, we're not making any money from it. And. Yeah, so that's kind of part of the strategic planning. Discussion is also like how to. Going forward, you know, looking years ahead, how we might want to manage any project like do we take a 10% admin fee for having the Vermont, you talk about your lab and the green mountain film festival under our organization. That's kind of standard. Sure. And something that Python has suggested. Do we just, you know, do you think they do well? So, uh, Python. Yeah. It's really great and a local executive director of the center for arts and learning in Montpelier. And just the really enthusiastic and knowledgeable nonprofit person that stepped up. She was part of the advisory committee of the green mountain film festival. And she was part of the advisory committee that I put together and volunteer to take this interim director position. I'm hoping that she, oh, that's volunteer. So she volunteered. To do it for like five hours a month and to get paid. Okay. Low weight rate. So, you know, like, yeah, that's. Volunteer. Yeah. So she stepped like, I guess, out of the committee and it's the one kind of contracted position. And, um, yeah. I'm hoping that she does that. And that's March of 2020. Yeah, there'll be more news. What's the, I guess it's the kind of only thing that's happening with that project is that we planned, um, As like a committee retreats, um, in February. So we're going to have. They're going to spend some money on donuts and get together to get everybody together in person and do like a. Visioning kind of thing for the day. Um, And then get started with the. The best of your planning. I have to ask this. Where is that? Oh, it's not, it's not in there yet. Yeah. He said it's its own budget. Yeah. Yeah, but we can share it. Yeah. I mean, it's just, we just haven't included it because it's, it's brand new. And it's, it's in process. Yeah. Who picks the phones. Uh, you can. It's, it's going to be a volunteer screening committee. So we're just going to, just like it was done historically. They'll be anybody that wants to volunteer to be on the screening committee. There'll be hundreds of films to look at. And they'll be like a spreadsheet of judging them. And to buy bonds sort of in charge of organizing that part. Yeah. Well, there'll be a team of people at that point to, to kind of volunteer. That that's the most like labor intensive part is building a schedule for a festival. But, um, yeah. Yeah. Uh, one more question about the strategic planning. When will the board be involved in, in what way? Are we a focus group? Are we going to be more? Yeah, you're going to be, there's going to be a board retreat. We don't have a date yet. I think it's just happening kind of going through the basis of Nathan's calendar. Right. So we'll definitely keep you posted and give everyone plenty of time and no respect. Yeah. And I think he's also suggested a three hour meeting with the board. So maybe we can split that in half too. Yeah. We're going to need a lot of. Yeah, that's not all we can manage. Great. People have other questions for co-directors or. I just have a negative impression of what a retreat is. Yeah. Yeah. Media for so long. Yeah. Oh, yeah. Be where the accident. Yeah. Did you have a lot of. Oh yeah. Yeah. Like. Oh, you're over on the other end. Yeah. For the Halloween house. The Halloween house. Me. Yeah, thank you. Thanks for all the comment there. Next. Yeah. Wait, where are we here? Down the office that end up on the main street corner. My next door neighbors, matting. But we're the ones who did the Halloween house for decades. Not our dogs. We had the camping still... the entire craft. Oh, like all that you were answering. Right. Yeah. Oh, that's a great house. Yeah. My sons love that. Yeah. Yeah. My husband could probably help us with that. Yeah. Realtors never warn anybody when you buy or rent property. No, it's going to happen on Halloween. As soon as we moved in, somebody showed up at our door and was like, ha ha ha. They'll do about Halloween debate. Yeah. Yeah. Well, yeah. The next year come up to my end. Are you guys talk to any schools about working with them to produce fitting for their students? And because the lot this lot of times there's educational funding, we can probably save them some money and they can probably pay us for some of our equipment and making it a win-win. Yeah. I mean, we've been doing a ton of that. So I've over the last year and a half working with schools. So yeah, I mean, number of consulting projects and. Is it recommended to reflect it on the government? It's not. I mean, it's minimal. I mean, it's the, we've had some consulting outcomes. Oh, you're talking about something. We've had. Here's the. Yeah. It would be, I guess it would be under, how did we categorize? Like we did a consulting project with orange, Southwest. We did it. Yeah. We have an ongoing consulting project with Twinfield. Right. And then I'm working on one right now that is with popular high school to do a accredited after school course in the spring. So. I think you guys can put your heads together on a pitch. And the reason I'm mentioning this orange suits a Southwest advisor union did phenomenal video stuff. Yeah. A couple of years ago. I remember going and seeing it, but it cost them quite a lot. And we are saving them a lot of money that's in their budget. So having them provide some of that money because we're saving the money is, you know, a logical discussion to have. So yeah. Yeah. Yeah. Put together a team that they had an ITF orange Southwest. Yeah. The letter of thanks and gratitude was quite. Yeah. They did. That's quite nice. They put together some new videos with this, the things that we recommended that they, you know, purchase and yeah. And of course, you know, schools and students are welcome to come and utilize our resources and equipment. And yeah. Yeah. But I'm just saying the money's in their budgets. It's not being spent because you have taken up the slack and maybe they can be some sharing. As far as it being spent. It's always hard to go ask for money for their unspent. Yeah. I mean, there's a lot of ways. Yeah. We did get paid. Yeah. We get paid every time most that we work with school. I'm going to get paid for the mentorships. Yeah. I mean, we, I mean, how much are you suggesting that we spot because you're on both sides of this? Yeah. Yeah. I mean, there's, I guess, we can think of schools as a revenue source, but we also have a mission to serve them. Exactly. I think it's paid by Comcast. So that's a more philosophical. Yeah. I think that with our conversations, it's like definitely more in the relationship building and community partnership realm. And that, you know, a lot of the, when it comes to like a financial, you know, recommendation to them, it's typically like a sliding scale thing or it's a recommendation. Are we up, you know, for years and years, we did $75 an hour for a consulting fee. Now we do $125 an hour. So I mean, we're not, it's comparatively, it's not making a ton of money, but it's a great thing that has spread around and the teachers talk to each other. And I get emails from, you know, new teachers that are interested in working with us. Right. Yeah. I mean, it's definitely, it's moving. Yeah. I mean, it's two different areas. One is operations. One's capital and one is expense. Yeah. What I'm suggesting is to consider having a capital discussion. You've had the expense discussion you're consulting. The capital discussion is it's work reducing the need for capital expenditures on the school side, where this is our area of expertise and we're providing really excellent, as well as facilities. Oh, sure. Yeah. And that's the part where I'm saying, you know, can we try, not more than you must, because it is something where I think we're all very supportive of doing, but more of a, you know, we are helping you. You will help us. And the reason I bring it up is not to be improper, not to say, but to say that in previous years, the board has definitely taken the position that Conquest is a revenue source, but it is going, you know, it is likely to be going away. And so we need to try to find other ways to fulfill our mission. But just because we're fulfilling a non-profit mission doesn't mean we do it for free. If there, nothing is free. So to do it sustainably is a different matter. We're not doing it for profit. But if we can do it. Go ahead, Dave. How do we participate in Giving Tuesday? Yeah. So Giving Tuesday was a very first attempt of Orga. I get it. Yeah. Yeah. I mean, it was, it was a, it was just a call out on our email lists. So we have a, our newsletter has 400 subscribers. So we ask people to be given. Yeah. We said that, you know, this, that we just joined the call. I mean, Giving Tuesday is a new, we didn't want any of our staff to go and help other people. No, it was, I mean, Giving Tuesday is kind of like coming off of cyber Monday. Oh, yeah. And that we participated in asking people to give. It was maybe the time that we actually did a post on that day and coordinated it with Giving Tuesday. So it was definitely, I think the first time that we officially asked for people to donate to. It was, for me, it was a bit of an experiment to see what kind of response we would have to say that, you know, this is, you know, if you would like to support community media in central Vermont, here's your opportunity and, you know, people are feeling philanthropic on Giving Tuesday and, you know, we, you know, as a board member, the other part of that would be for us to organize some way of saying, how Orga gives to the community. Yeah, that's a great idea. I think that on Giving Tuesday. Yeah, that's a really great idea. I think that writing like part of those, you know, one of the things that we haven't done in a long time is like an annual report. And oftentimes when you see like a letter from an executive director or a letter from a board member on Giving Tuesday, it kind of reads like an annual report that like, here's the, you know, and I think that that's a really great kind of checking ourselves at that point in at the end of the year and being like, Hey, these are all the things that we've done and look at like how we've, you know, we've offered free services and resources to these communities and continue to do so. And okay. Yeah. So I know it on the finances that the paper is finally starting to fight the Comcast check in November was smaller than the one in August. So here it comes. Yeah. Well, it's gone as low as different than 90 and then came back. It's done kind of this and flatline. Was that a low as of the year? I think it did like a 97 or something. Does anybody have insight in the Comcast? No, we have a point person, Melissa, that Van folks talked to. I was going to we were going to reach out about some other things and well, I was watching 744, you know, went across the screen call this number immediately, because Comcast is setting to close down channel 744, which is the I guess it's Fox, but it's covering most of the sports. So I know the school Tony family and their their husband works for Fox Sports. So I'm just saying, why is Comcast cutting off the station that has bad football and sports? And I think for a while they were joining FIFA. Is that a sadness about Comcast that they're in trouble in some way that they need to close down local stations? I don't think any of us have any insight. Are they closing it down or moving it off of the cheaper or standard package? I think we're just I'm just thinking it has an impact on the community. That kind of Yeah, I think they're they're, you know, creative ways to get more back for their services, I'm sure. Yeah, movie channels is one of them. It happens from time to time when there'll be a disagreement with Comcast or one of the providers. And so you see that appeal that shows up, especially this like Fox Sports or I don't think it's like the local channel. Well, it is very local. It carries the local news as much as CAX does WFF it is. So you're talking about the local box channel. Yeah, we have to that we need something to look into anyway. Yeah. And did you guys do three budgets like one that was the one you presented and then there was the what if the board has a bid and So we were, I think we talked about, you know, where if there was pushback, like, where are we like, you know, immediately the colas and the compensation. It's like, you know, if that had to go, like, if they're like, you need to cut it by so much. It was like that part is like, you know, it would make our lives easier and nicer. But at, you know, you're like, podcast is going down, we want it to be and it's like, okay, well, that would be the place that would be the push. And so when we first put together the budget, we didn't have the government appropriations and the the capital gains amount. And then as we tried to reduce it and reduce it, we're like, okay, we can't go any further. You know, until we take out the pool of bits and the salary that so then we're like, okay, well, we, you know, that's where we came up with the government appropriations and the capital gains amount. And also, I had to tell them, you know, I took the low check amount for the Comcast and use that to do the budget rather than what kind of was in the budget before. So I was like, okay, so and and so when you were asking about the fact we did because we had like, you know, if we could have another person, how much and it was like, okay, we can't, there's no way that we could trim everything to be able to get this. And so we went through different scenarios and we came back with, you know, this one we're feeling good about. If the board said, no, you can't use the 25,000 in government appropriations, you can't have the capital gains and it's like, okay, then, you know, are we ready to be like, okay, we'll have to give up on the COLA because I think everything else we did trim as much as we could just because we didn't want to use those two bits. So I think we had in like, it was a long budget back and forth of, okay, if we had good times, it's like, okay, we don't have good times. It was a very tricky year. Was there something on the co-directors report that prompted that question about three budgets? No, it's that whenever I had to give a budget or a business development proposal, I always had three budgets. Okay, so are we wrapping up? Are we wrapping up? Are we wrapping up the co-directors report? Yes. Okay, so I'll accept, I'll take a motion to do. Okay, great. A second? Anyone's second? I second. Second is the co-directors report. Thanks for your work, guys. All those in favor? All right, if I say aye. And a pose. And humanities. And whole business. Got a lot of good things. Did you guys get the t-shirts? The t-shirts are right over there. They look great. Oh yeah, yeah. They could have distributed. We all walk with one or no. Well, we're being a little conservative there because they're good. We tax gifted them to the community producers first who are the volunteer producers and then we'll kind of use them as like promotional. I've won one. Yeah, you won one. Yeah, I've been wanting to do this. That's one of those. Yeah, that's one of those. You can get one every board member too. We'll see how many are left in favor. How's that? Okay. Well, how much do they cost us? Actually, February. Well, you can go to the donate page and you can decide on, I don't know, other old business, new business. Strategic planning on the horizon. Retreats will get scheduled in sometime. Yeah, we'll mention that. They're to Nathan that maybe it would be sooner, the better that we can get that something on your guys' schedule. Yeah, good. We can all do their plan. So maybe we're meeting again in February. The I cannot do the 28 before the fourth Tuesday of February. And I will write. I would, I would hope that we can move it to not the second, like we did this time, but the third Thursday. Sorry, Tuesday is the 21st. How does that look for people? It looks great for me. It's the day after the holiday of President's Day. Yeah, the 20th is a federal holiday. The 21st. I just want to make sure it wasn't going to have our people all in Florida or sometime. Actually, our break is the following week. I'm pitching to 21 23 is our next or is our next meeting. People can collect with that and settle back to. Oh, Thursday. I might have said Thursday one of those times. Sorry, Tuesday. Okay. 21st of February, 2020. I see. 221. Yes. 23. Yeah. It's the year. There's a lot of things going. Okay. It's 6.30. Yeah. I mean, people are showing up at 6. There are people. I don't know why I was right. 6.30. No, I'm not itching to get in a row. Okay. Second, we will hold it. We'll sustain our 6.30. It's a long standing time. And I guess the new business was quiet. I could entertain a motion to adjourn at 8.28. Coming in under 8.30. Nicely, people. So either with all this business. Anyone want to dip their tongue in the adjournment motion? I would like to just append. Well, I need about five minutes with the current staff after this meeting. We're talking about a peaceful business that I don't want to have on the table. All right. All right. Thank you. Good to be here. Good to be here. CBS. Move to adjourn. Move to adjourn. Move to adjourn. I'll second. And race for seconds. And all those in favor of honoring it. That's a privilege motion. It's fun. Yeah. We're good. Yeah. Yeah. We don't even.