 I'm not very thankful to select board meetings that order out. Quite late, we'll talk more about comment on anything that is not currently on the agenda. There's no takers for long-term school, and we'll be under 40 seconds. Call it a day. Bye. Bye. Next up is consent calendar. Thanks. 30 minutes and warmth. Thank you for the consent calendar. Thank you. That was your favorite. Bye. Bye. The various business items for stuff like the East Valley presentation on the community and the state of the rest of the community. Yes, you're right. And this is Peggy Leitman, who's also on the committee. And you guys were sent, folks, were sent a sample or a copy of the business plan that you had requested. Thank you. Do you have it with you? I'll just take it off there. There should be a new pocket from the back. It's here. We have to open it first. So you all know that the initiative this fall, we had meetings with the refinery that went on like that, estimates for what it would cost to make this building beautiful again, and it means a lot. And it has occurred to us that we don't have to go that far in the first phase. The first phase could be dealing with the fire codes and the ADA compliance and some of the structural stuff in the bottom floor ceiling and ceiling and ceiling and floor level. In this plan, we've put first the project of the hall, then the East Valley Community Group, who we are, and the project goals. Do you have any questions about any of those parts? The next part was the financial plan. And we do have a capital campaign plan with two phases, silent in the public and also have a grant committee that's done a lot of work on putting together possible grants. The part of that is that almost all grants are matching grants for projects like this. But it has to be cemented in first to begin with. The building was put so that it was usable. So it's usable. We have a marketing plan with when I was working with the hall being rented many years ago before the town owned it. We didn't have angry near the marketing abilities that we have now with Facebook websites. So I think it would be pretty awesome. Future programs and services in the hall. Any questions about that? There, it is suggested having an evaluation plan to see how your business is going. We could do different surveys and also there could be monthly or totally financial statements. We added some appendixes about what what is the cost. And to open the hall and follow the fire marshal list that needs to be addressed. The upper level would be and we're using a cost from the regular. They were very thorough. And so the upper part to do the ADA, the back rooms, the ramp off the north side. And it was around $203. That included demolitions railings that were needed. Andy Kat Parking. $203,000. $203,000. Well, that's a heck of a deal. Well, thank you. Do it. I'm so glad you were listening. And then also what needs is we have to replace the ceiling flooring and paint downstairs. Reinforcing the upstairs floor. That means on the downstairs. Project management, design drawings, the big purposes of the cost takes it all up to that. Any questions about that? Does it sound so narrow? You're flooding two pieces together, right? You're doing those. This is what you want to do with the hall. And now you're telling us like kind of a construction site. Right. I was told, yes, I was told that in the business plan. We should be putting in financial information. So this would be in order to get going. This page is for the cost. The next pages are probably the business in where you would see that income and expenses. Yeah, what you're asking me to do. It's what it looks like. You're blending construction and operating. Yes, because, yes, because the plan is that construction and then to operate it. And that's the whole. Where the funds for opening the hall. Well, there's a couple of sources. One is the town of Randolph. The EBCG has put in their application for applicants that could cover the costs for reopening. We also have EBCG itself. A second source is we have a campaign committee, a grant writing committee that would help with additional funds. And I put on there about the grant committee and that many of our matching clients and questions about that. And really next page is the current operating expenses. And I don't know how easy this was to understand. But right now the expenses for the hall and the East Randolph fire station are together. It's the recipe, fuels and cocaine. We have power and context. Those are mostly charges. I have the bills with me. If you'd like to see that. The. Hall. That total comes to 500. For 10 half of it's the hall. Currently operating expenses for the whole. Long mowing fouling miscellaneous maintenance estimate based on private costs. I don't know what it costs. The town. The property and liability insurance is $200 a month. And that's from the city. So that comes up to about $535 a month. And additionally, once you've got using it, there will be some occasional septic tank. And we know that moving. These are moving figures. And it's future usage of the whole. They were trying to put together what income would look like. And this is also based on what's going on around in. Central Vermont for the rentals. But weekend rentals all day after dawn and so forth. Possible months with scenarios. Real. Really. Not a lot without a lot of marketing. Every month. I think that's we could bring in a good 500 to 625. With added marketing. Certainly can bring a lot more. We have found. About that. This is the blessing fuel and cocaine. Based on January 12. This is the fire station. And. Yes, well, yes, you are. Because. Super minimal. Just the downstairs. Yeah. Yeah. Yeah. I think that we're under them. I think that because this was generally. He wasn't. January. That certainly is. No. But. Also. No. But. Also. More. Actually. And the goal would be inspired. Right. So. Well, so if you look at the less we feel with cocaine. It's not. It's not. That's for the virus. The feeling that I'm saying. The thing. Oh, that's okay. I'm sorry. I'm sorry. That's the fuel. I think the number. The number. I can do a couple of runs. It's going to pay. Right now. One weekend rental. One all day rental. One half. So you're basically talking about. Two days. In a month. And the future income. Which isn't a lot. One question. I believe I asked this. Or just refresh my memory. What is the capacity. Of. Such as. Or let's say you want to do a theater. See. Right. In rows. In how many. People. No. No. No. No. No. No. I reread that. No. No. No. No. No. No. I reread that. And. He told. He told. I think it was. He told. I think the next. No, it's more than that. It's 120. That's why I want to know what he said because. I'm only going to put this in 10 equities. But based on these four quidities. But I'm not sure what they're. What they're. Because. A point. We did the right way. Some of the. You're right. Changed. That's what your septic. So. I don't get that. I don't get that. So. I don't get that. I don't get that. I don't get that. Okay, occupancy load from the fire protection. This is Steve's roomies note with mollusks. The total building occupant load can be posted and renegade to 150 occupants as this will realistically meet the owner's goals without requiring fire suppression to be provided. A common fixture tax can be set by the standards. The lower-level occupant load can be considered non-simultaneously. Both levels can be used by the total load apart. An additional load would not be added for the lower levels. So what was the restriction on the 120? The fire line system was set to the septic system. We would have to have the septic system honked. Or we would have to have the portable as you would, right? Yes. So the 120 might have been remarkable, okay? Because I can share with you that we were born in the end for that kind of space count because we're a business life team. We're just not interested in the size of each other. So I think you're on the right track here. The question is how do we get you from the company? I want to add to what you said about conversations I've had with you. I've never realized this, okay? But people having funerals are looking for places to have their essentials. And the two field directors, the one, Daze and Silly, have told me they just don't have places to gain people for. And White River Valley Chamber of Commerce, Linda, running until the other day, she gets calls all the time for people wanting to have meetings in this central lot area. And she says it's kind of limited. It's just nice to have another place. We can put on events. The group itself can put on events. We can help to raise money for the monthly costs or payments, stuff like that. It doesn't have to be just other people working there. That's part of the group's idea of supporting the community. And we did do a survey a couple of years ago indicating the need for a place for families, training, education, marketing products. Oh, and a percentage of the ones we've been helping with, if we get to that. A question that came up when you were talking with the, we had the presentation by Gregor was about parking. And we did look into other potential land around it that might be possible. Things that play their time with the Jacobs family and also the people that own the property next to the old bike store across the road. And got nowhere with Jacobs and the people family that own a small piece on the other side of the road. I thought they would be interested in using it for parking. Two days ago, I called an agency of transportation and traffic control department and talked to them and they were like, I say, he's working there. And I asked him about it and I said, what's the parking restrictions down there on week 14? And he said, I don't see any parking signs there. And he says it's on some cars are off. And, you know, it's fine. So I don't think parking is an issue right now. I know that he's going to put up something. And that's another possibility right there. May I ask what the Jacobs objection to having parking is? Are they using that? Yeah. Are they actually using that land? I think a couple of things. You know, has, I mean, there's a whole stretch of wind behind the, behind the fire hose that goes over almost to 66. Right. That he owns. And so he's not interested in taking like a portion of it and selling it. So that was one issue. The other, the other issue is that I think he's playing on putting some, I was in the background. The little pieces across from the other little piece would be great. Great. He's parking along the state highway. It's fine. But this time. I know who you talked to. I know who you talked to. That's somebody who pulled it up on a screen and said, what do we have for traffic signs down here? That's true. That's true. It was evaluated by. The other thing is. What has happened in. That was just a loud. He wasn't expecting. No, I'm. I think you guys. Here's my thoughts on this. So. All right. I think it's probably doable in some form of fashion. But you're probably getting closer to where I think that. It's a strong place because there is a demand for a nice place. There's no doubt about it. And that's going to continue. Because of the lack of venues and the lack of ability for people to create many years because of that programming process that we just talked about. Okay. So I think it's a viable thing. Okay. How we get you from funny point being. Is. Quite clear yet, but it's certainly a lot more suitable than it was. So. Not that it's going to weigh on my shoulders much longer here, but. I don't think you're going to be able to do that. I want to actually, maybe I'll go join them and help them. Maybe. No. No, that's a different thing. I'm just telling you, I think it's viable. I think, you know, $2 million, no, but you know, now you're. 330 something thousand bucks and probably there's some grant money out there for this. I would, I would agree. I think you've done a very credible job here. I mean, there are some things that need. There's some holes. There needs to be a grasp, but. Yeah. This is an excellent. A quantum leap from where we work. Yeah. So. And you're absolutely right. I mean. The capacity there at one. One is spot on where there's a hole in the market. I mean, the only other. Facilities that I can think of. Right here in Randall. Especially since the hotel never happened. Well, good. But I can tell you, there's no conference center right after that. So you have no competition. Right. You've got to. You've got Chandler with 185 seats. That's a big space. Upstairs. You've got their upstairs. Reading room, which has to be as 85. The only other place I know you can run around here. Is. I know people rent the Legion hall. That's probably about 50. But. But 125. 120, whatever it is. That's a real. That's a big space. Upstairs. You've got there upstairs. Reading room, which has to be as 85. The only other place I know you can run around here. I know people rent the Legion hall. That's a really. There's a real need in the market for that. Space and the fact that we're geographically in the center of the state. Means people can come here from all over the state of its equal distance for. People from. I don't want to say I think the town has an opportunity. To help rescue this building. With. And the article. Period. That they have. Before the criteria. This building needs every one of us. So when you're looking at all of the. Applications. The article. I was talking to you. Looking at that. I don't know if they do representation. So. Reading them. Yep. Yeah. So. Right. Right. I believe that. That is something that. Yes. Yes. Yeah. The other thing is. Then you're talking about that action thing that's supposed to be, you know, hiding the sky. The other thing that was brought up at our previous selection was separating the two buildings and not having to deal with the town hall, the hall of office. And we were going to look at what it cost to do that separation. The firehouse. Yeah, the firehouse for the electric and the... Did you come up with that idea? Yeah, yeah. Can we get that from this situation? Yeah. No, it was a... Maybe we should. It was a number of ones. Right. Okay. Well, I wish this thing should be the... Well. But in a sense, the firehouse is benefiting from the evacuation of the town hall. Yes. Well, in fairness, it was the firehouse. Okay. Yeah. So they're benefiting with the fire station that we've got. Right. But they would like to move back into their office today. But because it's taken up some of their equipment. That's a good thing to do right there. Sure. Have you, have you done a presentation to the art committee that you've applied? But have you actually done it? They haven't asked for a presentation. I think they're not quite there yet. I do. But we've really got to end it again soon. I do. They put their application in, and then I'll do anything in that. Yes. So we're on hold until the art committee figure it out. I don't think we're on hold. I keep hearing people saying, this makes sense now. You're towards the number that makes sense. So, you know, I think we're into the finding the money to improve the building. I don't believe you're going to get our money to grow it into a digital dés and sometimes they need more money. No, thank you. You don't go funding. You got to make money to promise. You off of money can certainly be applied upon a match. That's right. That's that's where we're thinking. Yeah. to go out for some dance and then you can make a case of a viable option. I know you need to go. Can you tell the board if you're going to be changing? Okay. Are you going to go on this? No. Not yet. Okay, folks. Finally. Except for this. Oh, run away now. What you've got a great one. Down in East Randolph. Stephanie Tyler. Yeah. Yeah. Yeah. Yeah. Exit stage left. So this week put on. Yeah. Yeah. And just to touch base to see what you wanted to do. I think there was more or less a direction at that point. The idea would be to come back around. Aries is a delayed. Departure. So we're not quite vacant yet. We just will be. I don't think it makes sense for us to go. Find somebody to. Really probably appointing somebody to do like a free town meeting. Hearing about the other one meeting. It would be 45 minutes. Yeah. Yeah. People's companies. Yeah. And they're already people submitting. For. Right now. You're wrong. I'm a. I'm. Yeah. It's done. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Two years. One on Paris. Yeah. There are already two positions. I honestly have four, so you choose how I position myself. How about you? You got one. You got yours? Mine's been in for a long time. Oh, you're a good one. I found mine in the file today. That's it on the main one. All of them. There are already two positions. I've never been to a slipboard meeting. I've lived in town for almost three years. So I wanted to see what it's all about. Okay. I was just going to move an item up on the agenda. I'm just going to move an item up on the agenda. I'm just going to move it up. I'm just going to move it up on the agenda. So, okay. I'm ready to step out of the phone board. We'll keep you in the age. We've been trying to figure out how to get this. Tonight. Usually we have our race car as a laptop tonight. We've got. Our Plymouth. We're having a hard time with the screen share function. I'm sorry. I'm sorry. I apologize. I'll count out some of the page numbers from the packet that's posted online. I still posted under the 112. So anybody at home wanted to follow along. So this is a review. It's version four is what we've been calling it. That just sort of speaks to the iteration that it is and how we kind of mark the passage of each successive draft. This one is a little different than the. You saw a summary, I think, which is on page 17 of the packet. So we're going to go ahead and go ahead and. Let's try to break it down by category and group them all together. So you could see kind of at a glance where some of the increases are any decreases were where the overall percentage increases were. And what we paired it with this time is you have the full expenditure. Revenue detail line drafts. Those begin on page 18. We've also provided, we talked last time about sort of some of those for you, but this would duplicate copies in there. I'm noticing. Recording in progress. He did it to me. I totally forgot. That's page 43 is that we just focused on the general fund and the highway fund is the few. Which made the most sense to do the exercise for the enterprise funds are obviously user rates, smaller groups to police district. And then we also did a summary. And then we also did a summary. And then we also did a summary. A police fund reflects what the contract is. And the library has. Of its separate. Statutory. Pathway through the process here. We also did. Just sort of a summary and a projected tax rate sheet for folks on page 45 of that packet. And then there is a cap draft capital plan for fiscal 24. We haven't fully completed that part of the exercise plus the four days. So for those of you, as we're going to be working on the land with version four or any successor. As you can note from that scenarios table, those capital transfers are sort of bigger. I guess you could say still uncertain. Pots of money. So that we've made additional decreases. They probably be in at least discussion. As potential sources for some more. reflects where we project to be July 1 regardless of sort of those future years. It's really when you get into future you're planning that it gets so little wonky. There are some comments we also don't know for capital planning such as as so we close the fiscal 22 audit process whether or not we have any additional funds to allocate as the voters have determined last year so it's sort of the emergency rainy day fund I guess you call it emergency balance as long as that's folding they go to paving and gravel road reserves beyond that so there's possible there's a couple more dollars that can find their way into both of those some preliminary looks suggests that that would be I think it helps that we had four people working on it every day a different kind of throughout the year but until those audited members are done we certainly won't include those in the next but it is possible so those are components just to kind of mark where we've been from that December conversation on some of the summaries each of the lines come down some from the general fund one that you saw at that point was closer to that seven or eight percent range or down right around four point five percent if you take that ambulance increase out of it this number sits at just below just less than three percent it was 2.98 it worked out to be a little bit of movement within there but not in a way that'll increase it and probably go down a little bit it's done some budgeting members from the corks office will come in this week highway fund we're looking at a five point two percent increase much like the general funds and when you look at the library found even at a detail level the increases are tied to the various personnel costs where they be wages health insurance we've had some lucky draws at different points where an employee on a two-person or a family plan leaves and you get somebody on a buyout and that's a 20,000 to $26,000 swing potentially our way in terms of saving money we're seeing folks kind of go the other way just as our employees change out new ones come in need health insurance or on different levels of plan as their families grow and change and we'll hold in sort of the finance director's position is open and this in the general fund has a new planning and zoning administrators type position that's sort of a placeholder title those are both assumed to be at the family planning level so we can take kind of the most conservative look at what they might cost health insurance we also we started this last year what we do is because it's on a calendar year basis those are all six months of the actual premium cost and our 85% of the premium share for that and the other 15% and then we try to project the next six months at some either historic rate or the rate requested by the insurance or capturing the likelihood of an increase on the health insurance side I don't know that I've ever had one of those to actually report that didn't involve a change in vendor and even that was an increase from the prior year it was just less of one so those are those and then retirement costs for us have gone up again I think last year we're talking around the employer's contributions around 19% and we're talking around 21% so as you see in those lines those are both proportionately for that that services down a little bit overall the ambulance increase is from their budget documents we have a little we have two sort of things going on with that number one is that we've under budgeted historically they're also calendar year basis we budgeted we look backwards until we try to do this to take six months of what we're forecasting for the next fiscal year so the second half of their calendar year and at least play that forward so that increases a little larger than it would have been still would have been about 11-12% in the year before and it looks like it's 70% as we correct that budgeting mechanism and some of the other key increases I mean they're really so small technology we're just trying to right size that line we insist on the overspent that we put some consulting services in there and that's when you see eventually we get a few years out you see those actuals are really wonky that's where Cynthia from the next time it's been going because when she started with us it was in how do we get up to our full running speed do some tech support do some training and then with staff transition she's become she at one point was kind of the department on a given day up there so we may end up reallocating some of those costs let's say the fiscal year will change a little bit but we've also been the place the server we've done a few things so that should let it out a little bit from there and it's got our managed services agreement which didn't change too much from the last one we extended for a couple years but we'll have to go out for an hour people at some point soon and later something with the audit a little bit of extra cost for that but the really the big changes in there I mean most of that increase when you look at it get beyond sort of the retirement personal numbers it's that the zoning administrator capacity we're having with six months of a full-time equivalent in here in order to get to this number that's sort of the sacrifice you have to make between July 1 and January 1 if we ended up and we have really say maybe in partners we could figure something out that was person sharing and cost sharing you would get somebody in and out the round sooner there's a proportion share goes and there's been some interest historically and even recently so we have some ways to add that capacity sooner than later and we park it all in zoning that's that seems to be the the area that was identified in a prior kind of that was when we had in trial we talked about that that's the economic development director go out and really focus on those zoning pieces are when they come in they consume there's no real good way to add and flow usually this time of year is pretty quiet but this year hasn't seen a drop-off in activity it'd be nice to allow that person to dig in because you see this in the later components our historic grandest growth over the last five years is half a percent or so and that's got a couple of strong years in it that bring that average number up some of you stay a lot more modest and then inside the police districts and small and then as you sort of work down we've got special appropriations at the same number as last year we know that a petition came in today that was the deadline to increase their funding so the food shelf wants to go from 2,500 to $5,000 that request came in signatures all checked out so that will find its way forward and you'll probably get a request from Habitat for Humanity to be added at some point right now would have to be your addition to that deadline was 435 a.m. today we've talked about a $2,000 add to that particular line so here's one more potential request that could change that 89 and 20 into something about $4,500 total greater the police district we've held exactly where it is the decrease in cost from year to year is a decrease in the property and the insurance costs for the building it was a beauty a year ago it's more of a beauty now and that is reflected in the number on the insurance and so that's where you get a little cost of the contract cost is fixed from the last renewal that is obviously the variable with everything on and everything potentially happening but that's where we are in year two I believe of a new three-year yeah water funds a pretty modest increase in time with Chris that one the next year because we see a couple of things coming together from material costs to you know we are we got some good news to share to on the Wells project we're on pace to begin that we end that and they have some costs associated with either the debt service or for the operating operation piece of that that show up in 25 but for 24 it's fairly modest that's two and a half percent the wastewater funds up a little bit more a lot of that is tied to the debtor that we approved for our purchase and that debt service number shows that prison these payments you know that's off about $25 a little bit of movement there as well and then materials cost for the big driver so that's kind of a summary look there isn't much that's changed on the revenue end the property tax is the vast majority of what the percentage is but I think it's not 80% for us there aren't too many changes some of the current use of the numbers pilot numbers come from documents we've seen it's gonna want to go back and double check all of those before you agree to anything long-term but some of them the deployable mobile unit revenue grant that reflects what the agreement actually says for a number so that's why that one's going up looking through some of we're optimistic in a couple of areas of recreation pay we're gonna see a decrease in some of the burial work because that's part of the staffing issues we had last summer we're gonna carry those practices forward so when it comes to East Randolph and Randolph Center sort of the honest to bury back on such a few moments for those so we'll be saying just the ones that we end up doing the actual labor for in terms of ensuring people everything else stays roughly the same on that and the transfers and are basically how we move money from other forms into this one to for the most part pay for administrative charges and that service payment seems to be a couple of payments that are in there it looks like a big increase in economic development director wages that's really just moving the remaining portion of the salary from the zoning into that 820 or even 515 space so it's not an increase in sort of the normal it's just very new but to mention technology there is a decrease in the outside the police district's patrols for county sheriff in here that's not effective but in the about the level of service we historically spending between 12 and $14,000 on that contract so we went looking for places to kind of bring the budget down what are we actually spending what's the level of service so that theoretically could help us maintain balance to come pretty close with the outside the police district component that's about what we've landed over a multi-year period we did save some money in the dispatch switch and a big amount but that's $3,400 we can switch to various cities less on an annual basis then Orange County would be you see firefighter wages look like they're up in a couple of different categories depending on how they've changed the individual rates for them so they'll fire me in our center talking pretty modest for folks would race out there in the middle of the night yeah and they're all I still think put in this part doing this for $15 now the last which is pretty miraculous when you think about it that way looking around year-round staff and building grounds just reallocations different changes in cost season of staff again that's how we've changed that department over time to respond to our staffing needs you see there's $36,000 in there for a loan contract and pretty strained off our center that's last year's number plus a little bit of a presumed increase that's an area that's been identified that if you had to go looking for money put that also needs whoever is still on the board at that point we get back on that contract in that cask it's longer forms will win little late to even start this evening I'm sure you're gonna get about that I think you did before I arrived it'd be worse looking at it again the amount you can't see I really just want to say that we're spending at least 36,000 just on those two knowing contracts. We know it's bigger than that because we've got some building-from-ground folks that do want to hand-off. But we also have the ding-a-ing and we have the, when they drop and fix the fence, and we do all those other pieces, but we sell these plots for around a minute. We charge, we did close it some of the four last weeks and then 34 or 36 barrels, which was twice as many as a normal year. And all we ever really charged and got remitted was the cost for actually digging or some approximation of it. So it was essentially the hour and the rate rise times, how many hours to do that. So yeah, we were making $75 that charged for the whole service. And the other one was closer to five, is what I'm talking about. There was a bit of a gap between what we were collecting for the labor we provided, because at that point we were providing all of it. Why isn't that part of the cost of the service? I think we're trying to make one hundred bucks. And then you've got the, right? Yeah, I don't know where that's coming from, but it goes back to the amount of expenses you've made. The way things are set up is still there. Do you have concerns about the kind of subsidizing? It's not like that in other places. I get that. That's what I'm saying. One of the switches you'll note, too, is that you've taken out a tax institution. I mean, we've had the authorization multiple times. We don't always take them out. They run through the system. At some point we got audit advice to put these through the budget as revenues and expenditures. That is not a normal activity. And we have taken it out for the purpose of the budget document anyway, because otherwise they'll be skewed by whatever that projected anticipation note maximum would be. So you see that you see the, we kept the costs in this year in terms of, you'll see there's a loss of revenue on the interest side and a loss of what we pay on the interest. We actually made, we were scheduled to make some money through the vagaries of arbitrage, basically. It was quite fully get other than it landed on the right side. So we'll keep those in there so you can kind of see those, because those would be sort of our expenses and revenues, but the time itself, the prices and stuff, it's still fully shown, it's still on the books, it's still on our reports, it still gets audited. It's just not necessarily a revenue expenditure out of print and the budget. But one of the things that you won't see here, the technology line that looks like it's up in the counter operating for whatever reason, this one wasn't in our system. We've been spending money out of it, but it wasn't. It's not really an increase. It's what we've been doing. So, so we captured it. That services all down again, but a slight dip in Chandler's, just tell the property and casualty insurance has changed. We had, for the first time in a while, what we had was a, we saw our property and casualty numbers. I mean, they sort of, as things get old and kind of what you add on, they kind of leveled out or went down and probably in the aggregate, they'll sort of check sort of full of wide stuff. The workers comp members across the board for us that were up. I saw our own sort of individual sets of changes, like the experience modification, putting more for the one line, but full wide. And that makes sense when you hear about everything coming sort of out of the endemic and workforces. I mean, all of these trends that we've been warned about have kind of come together. So not terribly large increases, just that they went the other way. We're also really diligent about reporting those. Just in case, I wanted to pay a little bit on the front end of that sort of protection for the employer and the employer unit and having the case started kicking the process off. Before you go next time, I just wanted to note that my comment about the cemetery number is not being broken out for one time. I don't mean that sort of crack a quarry on anyone. I don't want you to take the, I want to show you other things to do then, but that hasn't risen to the top of your stimulus. I want to make sure that wasn't, I got to get the cost of separating the fire station out first. Betsy doesn't give me her teacher look again. I'm not placing blame on anyone for that not happening. Yeah, I get it. Yeah, I appreciate it. There's an increasing trend. Yeah, so we can get there. I know. Well, I would say that given the situation, looking at what happens inside and that. I think the problem is, you know, except for the numbers, and I don't see too many people really spending too hard about this because realistically, a lot of other things have not, so if you can manage to see that in those rounds going forward, I think you've done a good job. I'm kind of talking about that. No, just in terms of looking through, just to point out a couple others, when you get into a highway, you see some of the increases there on again, the personnel side of things with some of the costs, whether we've, it's a combination of what we've negotiated for for increases. We've hired a few employees that rates a little bit higher than predecessors in some cases, a little bit lower. And we're projecting maybe a little extra in there as well. We tried to keep overtime sort of that it's historic. So some of those increases are offset just as we try to dial budget numbers. That's always a bit of a guess anyway. See what was coming numbers up, but really when you get into the operating pieces, those are materials, process, everything you'd expect based on where the needs are and what we're doing. We know gas, well, pre-sure gas is going to be more expensive at minimum. We don't know what it's going to do. We're caught somewhere between those two areas. Salt is trending more expensive. So there's a small increase in there for salt, pavement patching and culverts are two things we are doing more of them our own maintenance practices. And the culverts tie into stormwater requirements and the cost of those have gone up. We've also put a small increase in there for radios. They're $1,500 a piece, about $500 or $1,200 a piece. We weren't even buying a radio at that cost. We, one area that we're, we've got heating oils that are up trying to figure out what we did with the sign. Signs are more expensive. We should do a full inventory at some point with all our free time. But we're also battling a secondary scourge of a bunch of them have disappeared after we replaced them and are disappearing right now. So we're working some channels. We're trying to encourage folks that have maybe, and this is for anybody watching. We, but we don't think anybody who does is probably answering street some things. You are all we want. Yeah. Back. Yeah. No questions asked. From one of my favorite movies, the dig the basket. The older dude ever wanted with his right back. Please bring our signs back. Yeah. Because they are as they. You notice that they get bigger. And more expensive. They are not cheap. Yeah. What is the deal? Yeah, like, like, like, like, like, like, like, like, like, like, like, I don't know if you can pick that up. Yeah, yeah. Yeah. Weed. That was. True. I'm not even sure they drove away before that one disappeared. Probably not quite popular anymore. Again, the reserve transfers are all the same. We've done, I think, with the highway equipment, we've sort of out of cycle replaced some equipment. So if there's a year to kind of take a knee a little bit, with the equipment transfers, this makes some sense. There's a high receiver that you see in the capital plan that ties into some of the storm water and other sort of water quality components. It's a nice thing to have. We borrowed it from neighbors but it helps us get out there and get out there. We might even be able to, you're gonna have to share it with those things too. So it may not be a solely us kind of expense, but we'll have to sort of figure out truck schedules going out, but that's in the area where we're doing, I think, okay. The pavement transfer that's in here is the one we're depending on where we wanna land with a full five year plan. Using this number and building out from here and trying to pick the roads that we still have to do the full PCI index, but when we sort of look at how to group them geographically, how to group them based on estimated costs, there is a roughed out sort of five years. We try to balance them geographically. These transfers don't have enough, especially costs increase. At least as expected, they go more than that, obviously. The whole point of that exercise is we're re-evaluating maybe anyway, but at the same time, we're gonna put them on some kind of pattern that capital plan that's up in here now. It was back to East Bethel, it was on the list last year. We traded a few things out. We had Main Street included in there instead. So we're going back out to East Bethel. It's a candidate for class two paving grants. So it's a nice sort of other way to stretch our paving dollars. Those are $175,000 and we can match them. So we'd be able to do hopefully everything from the beginning to sensory scientific. There's a pavement scene that's really noticeable. And that would be to there. And then South Randolph Road, so that those projects are kind of co-located. We know we've got more paving than that, but between the roller, the human resources, the pothole patching money, I think we can do a little bit better, go a little bit farther with some of those patching routines. And then when you look out now, there's some of them in the air. So we're trying to work through those, keep doing the projects every year. Some of the projects in the capital plan just got rolled over from last year. Staff capacity is much the same thing. Dividend the facilities and some of the planning take a transfer of idea to bid to recommendation and through the process. So hopefully we can knock a few of those off. I think it waits until I'm in the middle of a thought that I'm not losing, but it turns on. It's uncanny. Great. But yeah, and then it's shown in the capital plan that one of the big projects is the Wells project. I think we will be able to stay on schedule and do that this spring. I heard today that we've got our federally and we're putting them into law here today, so. If you want to arrive instantly, we can borrow against it effectively. Yeah. So that takes us, yeah, that's the 775 is what we got for that. So we pool it with the other available resources. We get up around to that 3.1 marker that we needed to be at with construction bids. There's probably additional subsidy coming from DEC to give us a little more in the mix. We just got to make sure all the funding sources work all together because this is the ultimate patchwork goal to this point. And then a half bucks that we're borrowing for the $300,000 loan from the community development program. We get $450,000 from the Northern Board, $750,000 per mark. We might have additional subsidies through DEC. Are we okay with match ratios? How much we need to match our own resources to just making sure it all talks to us. But it's nice to know that that was kind of the last hurdle so we can maybe start to clear up for that. So that'll be a big project to manage. We're going to want to hire somebody to be open to it, which for sure. So is it the best way to get them on line? Or is that the best way to make this? Yeah, we may have to. It'll depend on how debt service falls, when it falls, sort of what the ultimate kind of outlay is. If there's any kind of offset from essentially swapping out the operation of the grocery well for this newer model and up at the Ellis lot. There may not be any savings in it, but figuring out what the impact is to the system. I'd be shocked if we don't have to look at it. Especially if you haven't fixed rates. And it's time to pay back debt on the lines. I'm not going to say that. You're making me have interest rates, but people are just going to be like, no, I don't. There's a big difference. What I'm saying is we haven't changed it in a long time. That's what I'm not going to be here for. Is that a model? I'm not going to struggle to be that one. But it's an afterthought. I think somewhere that we need to talk about it. Before we get to the point. Putting the new bills online, what are the wraparoes? Well, you see it, but it's warm. It's all right. There's people calling that. What are you going to do when I talk to Chris about it? You will need to take a question, and then you can take three long. The problem is, it's so much of it. Even though most of it has all been over, as soon as you flush it up there, you have to flush it because there's so much stuff going on. So just because you're putting the wraparoes together, you don't want to mess with it, you don't want to look at it. Because I'm trying to help you do it. So, when everything gets out of the water problem, it's like what you said, it's like, of course, what almost should be pulled up under that time. Well, I'll just do what you can see. Some of these lines that are pretty much fine. I understand you're Chris can explain the problem is that you have a lot of holes drawn on it, dead ends, guns, and the water just settles there until they need something that moves a little bit. And moves a little bit. Yep, exactly. And then they just, like, go out and wash their car, bottom of the weeds, and you've got a large body in place too. That's the water probably last year and last year was already after I made all that snow. Move it right out, yeah. I think it will help us start that. I mean, we're really narrowing the field, the wells should be that big improvement. That's kind of one of the big ideas behind it. We may still need to get into some of these lines. We might be looking at putting it in place, putting up a loop maybe and creating the dead ends. So, I think we need to have some work to really get all the way there. Yeah. And just to kind of keep going through all this, the price tag for all this at the end of the day that we're sort of estimating right now, obviously, with a reappraisal underway, this is all, this is all based off business as usual, but that number, see what happens when we get there in terms of the numbers are going, but anywhere from 2.8 cents to 3.8 cents per 100 of assessed value, whether you're outside the district or inside the police district. So, for instance, that's anywhere from, say, 70 to $139 a year, $6 to $12 a month. Outside the police district, 43 to 85, and anywhere from, say, 3.5 to $7 a month. Therefore, these pieces, obviously, the groundless growers are more than you expect. The number of changes one way if it goes best than what you expect. The other way, you get more non-tax revenue, a couple of different variables that by and large, when you're spending this service as you come in pretty close. We did also put in there, you'd asked, last time we talked about different scenarios, we had a conversation about budget goals. There's a level fund scenario in there for, like I said earlier, for highway in general. Just focused on that one because once we did some of the additional work, we're down already at the 5% number that was target number one from that conversation. You take the ambulance out of the general fund, you're at three. So we're just sort of trying to highlight what it would take to get from here down to more or less a zero. I think I left one of them $1,790 short of that. You're two to set that fund. So, a little bit more. When it gets into the reserve, it's pretty quick. I think it's sort of sharp. So there's a little bit of trading today for tomorrow potential. Like I said, capital plan, a lot of this is rolled over. There's a lot of just transfers to reserve. We'll keep doing paving. We've got that Wells project on the way. Those alone would be big ones. We've got some gravel road, overtopping projects that we've been trying to do each year. That's part of that gravel road reserve. So we're still doing quite a few projects. We'll probably do another grants and aid project like the one we did on Howard Hill. And that's everything from ditching the culverts to road beds to tree maintenance. We are looking and costing up upgrades to our various security systems to make sure they're all talk, but they're easily accessible. And things that's been highlighted a couple of times, but when we had the unauthorized hybrid openings, is how they would gaps in that system. And the things that we've been talking about, they hadn't been updated. They've been harder to access. So we want to do all that. To have an existing access control. Other measures that might come out with different capital reserves. And from changing the dorky pads, they're integrated on this building. There are worse on a few others. We don't have a full county. Many kids are out there in the town. And then there are fuel systems in particular. We'd like to change something a little more modern that will help us facilitate the building. Schools, people with sort of access control over it. And then use that fuel. And think of that purpose. That we think we have a large problem with it, but it's nice to have those out of measures. And then it might be able to do some other things. Security issues. We also, especially with this, it's the center garage in particular, because there's no gate. So you can get to other, be the fuel and materials. Yeah. So it's a, it's a. I think it's solid. I think we can build off. What we've been doing. This is a little bit of a chance to maybe try to, we got a lot going on this summer between those handful of projects. So this lets us maybe get our feet under us a little bit too. Hire out some of those final positions. We can kind of skip them on boarded. And also start to take our forecasting exercises out. And the project's a meeting moment to deliver for this year. This year was a big paving plan. We hit December where it was nice. That's my goal for next year. So I think we'll have components of it. For the paving pieces, for example, it's just making the math fit the forecast. Keep the metrics pretty simple. We're talking about, anything about paving quality or all part of time, like two separate kind of runs at it, if that makes any sense, one to improve. Yeah, and they're trying to get every road touched. Try to remember what it was. And looking through and talking with folks on this. Try to be in that 12 to 15 year range where everything's getting touched. Some form. It's not probably as frequent as we want to do this thing. It's going to take us a long time to get to that. Yeah. So if we can get to that sort of first bird, let's get everything up. Start that clock. And then build from there. We've moved the quality up. We've moved the consistency up. I think some of the paving we did this year. We'll be revisiting. Tell you more about that later. I think it's great. I think it's great that we kind of caught up with absolutely instead of looking at. I think that it's great. I think it's great that we kind of caught up with absolutely instead of looking at. And so we continue to carry. And one of the. We've seen some large percentage. And we've got a contract. And so we're. We just went through a little concern that we're showing the same percentages, and that we're trying to be very aware of what we're saying, and we've got a huge jump in the everybody else, and we're trying to do a fair concept. What about the actual wages? The people actually that were given the money and everything, they're so different from what they had in the mountains. That's the problem is, what does this mean? Like, when we look at the overall costs, the admin costs, I mean, those are crazy. We have enough say in it, right? The trustees decide the wages, but at the same time, they're trying to bring everybody in the time that they're reasonable. I'm not mistaken. I think they had too high. So I wonder if there was a salary adjustment really to find a qualified new buyer. Amy's on. Amy's on. You also got back in November, December from the library board. That was when they just waits for in this fiscal year to, and it lays down some of the where they started from to where they're going. And then this would then build off where they want this fiscal year based on, and I forget what I forget what the numbers I'm trying to find them really quickly in the inbox that happened with me. So that's what it is. So what you're seeing in terms of the gap from 23 to 24 is basements, the budget to the proposed, but there's an interim step that has occurred in the in-between where those wages were adjusted from what they were. And I'll see, I'll keep looking for it. I just don't have it right in front of me. Hi there. Hi there. So I'm having a wicked hard time hearing most of the what board numbers. So if you have a particular question, can you ask me again? Maybe what we're trying to look at, we're looking at the different components of the budget. And one of the things we got to be able to do is explain it to folks. And then the percentage increase in wages in the library is much higher than we're seeing percentage increases in other parts of the town budget. Okay. Okay. Well, what does that equate to? Sure. So there are two components to why you're seeing an increase in wages. One of them is that we did hire a new part time staff member. She's half time. She's going to be doing asset based community development with use. Actually, she's already started. So that's part way through our current year. The other thing is that as wages have risen in other departments, especially with new hires in the town, the library's wages kept stagnated and become very compressed. So that if I'm at the top of the wage scale, it makes it really hard to be able to hire people at a wage that is, they're going to be going to accept. So the library trustees after their study, looking at wages across the county scale. And also considering things like cost of living adjustments for the past couple of years. So, I think that we did do a new year increase for all of our current staff. So there's that plus the five year projected rain. Starting in July. Does that address your question? I've been hearing that a city is kind of a challenge for us to get around outside of the budget. On that side, it's not the same as the rest of the county. We have almost three different. So, Trini, I could, I could hear almost. I'm just talking about, when we look at how we pay town employees, that's where my struggle is. And we have multiple ways that we do it. And they don't, you know, it's like, that might just be the reality. I'm not sure there's anything we can do about it. Without analyzing one sector or the other unfairly. And the union concept, we can negotiate that one. And then you, you know, when you go to look at hiring employees now, they want a lot more money to work for you. And then that throws your whole gamut off. And to see it right now, that's been problem in state government too. We're capped and that pay chart hasn't been updated. And I'm talking about the same thing. We have updated pay charts for years. The state has it. I think it's been the 90s. The last time they updated that pay chart other than just a little 1% here and 2% there type thing. And when we go to hire somebody, they don't want to come to work for us. They're like, ah, and then they look at what it costs to live in Vermont. And they really are like coming there. So I just think it's a problem in some instances, because you have employees being hired elsewhere. How government and the library is watching it. They just got hired for this. And so their trustee is raising now our people over here are saying, well, the library took out big raises and we didn't get any. You know, you got this. It's such a, and you're right. Maybe there's nothing we can do about it. It just, it's a challenge out there when you look at overall, how are you compensating your employees and what does that look like? Well, yeah. That's what I mean. Every, every town, I can think of is facing the same dilemma at every level, whether it's in the highway department or the water department, or hiring a new finance director or the library. I mean, Hi, good. Have a beard before. That's good on him. Well, I think. Yeah, sure. I mean, explanation makes a lot of sense. I think that's a lot of sense. I think it's the library budget. The library budget is voted on separately. We do the components as articles. We said the tax rate. Oh, yeah. Oh, together and tax rate. Right. Okay. So the library budget. I mean, The library budget is voted on separately. We do the components as articles. Okay. We said the tax rate. They all get old. Yeah. No, it's just more of a like, and it's not the number. It's not any of that. I'm thinking of it. How do you retain employees and how do you attract employees and whatnot? We've got employees that are not members of the union in some of our departments who are like, well, why am I being tied to that? Or why am I, I'm sorry, I can't help you with that. You're all part of that piece, but then we get our managers. It's just spending a lot of time right now on looking at employees and how we attract people on the state level. And when I look at this budget, I'm like, you know, this is a challenge and how we fund our employees. And we just looked at all our managers and said, our managers aren't quite on par and whatnot. And the cost of losing one and whatnot. It just seems to light that we don't have a consistent way of handling people across or how we do wages or how we do. I don't know what the answer was on this. I think it's a challenge that we have out there. I think one of the projects we wanted to do and needed to do for a while is a full paying classification type of study. So at least here's our starting baseline. And there was one idea that we try to do one in-house or at least a modified version of one with the other options sort of higher than that. And you at least get the data creates the second problem of what you do. Welcome to the weeds. It's budgeting. And maybe there's some, you know, figure out or something that happens to you or something. I just, it's a challenge, you know, we, we just sit down and we like, that looks good. Right. There is no plan. There is no process. There is no, an employee has no way of expecting, you know, in January I'm going to get this. Increaser in once I've been there five years I earn whatever, you know, it's, it's just when Trevor knocks on their door and says, Hey, guess what? He's doing something different. Santa Claus is coming. And, you know, I think it's important. I think it's important to the employees. I think it's, it's part of that whole, what can you expect them to work through? I can be the same thing for three years and then all of a sudden the town's going to give me a bump and I don't know what's coming and I don't know what's there. We, we do have some of the data pulled out to begin this sort of exercise in looking at ourselves. So it is, we could build out on comes down to timing. The league does a survey so we can, we've pulled from that, try to figure out who's similar enough. You know, size wise organization size, he's got geographic factors. How recent was this? It's an annual. The challenge is it's self reported and sometimes it does require some follow up to figure out. Do you really pay this person $120? Well, and sometimes it's the person who's been here for 10, 15 years that has that historic value and whatnot. Yeah. Has more value to you than spreadsheet's a new person that just came on kind of thing. Some questions on the sheet where it's got the sort of the sort of big picture of like where the impacts are really happening. This isn't if you went to that level. If we level funded. So you're saying so this, so this is not happening. No, no, that's not from version four to zero. And we level funded this levels with next year's pressures. Complicated number of things I think on the highway. No, no, I'm not suggesting that we don't know. It gives us some talking points of why we're not. Everybody speaking favor of it anyway. No, I don't think we should be doing that. There's lots of line items right off the budget, which are the same for 23 and 24. We have a number where utilization looks a little. I'll say wonky. As we've gone through transitions as we've gone through sort of the vacancies we've got some numbers that, you know, we'll be able to pin in over time as we get a little bit better usage data or maybe they sort of. You know, we're talking generally sort of smaller lines and others that might be up a little bit as we use books to cover where they contract services or technology or those types of things. So, so as I say, consistent year there might be a change in and just our utilization has been so low. We have some room to say even that you expect a lot of these ones which are showing zero change from. The last year's budget next year is you're saying that you're that there's lots of them that you think the current the current budget will come in under. That's under those numbers. Yeah, and that even if we keep them the same for next year, that will be okay because we've got head room still. That's the whole thing. Some of it's also based on what we've had to do have been able to do in different years. So if you go, I just pulled my open randomly to wreck. So you see the pool area a couple years ago was out that was tied to when some jetters on the side. One side was replaced and those of all work well so when they went and failed just before fire up on the other side went through a process to try to fix get them repaired. And that would be with that in terms of where those stressors are provided nothing else. We should be able to go back to that normal number which is based on sort of chemical general operating costs and not have to put in that kind of repair maintenance money that went into replacing both the equipment, you know, getting into the concrete those pieces. So some of these things it's, it should be that others other lines. No, it's just going to be the office supplies. Those six legal expenses that shouldn't say I'm not going to what a utilization has been low. So we're able to keep those level those types of things but we're not maybe fully utilizing even every line. So training and development lines are staying, but some are going out just based on as you know, the people come in or somebody's about to embark on a professional journey. So some of those really get into that. And you'll see like when you look at the treasure's budget when we sort of update it based on, you know, I'm really with some of the COVID stuff. You still have to get his numbers in there overall will come down a little bit 1000 bucks. And what's in here, but you see that election expenses will go down a little bit. We might boost another line because it's not the same kind of triple whammy kind of a year that it is when you have a federal state wide election they can to the fall, but then you'll see the year after fall 24 is in there and you have presidential so it's, it's will kind of come back up to some of it's how we're kind of with those smaller lines looking at where this year versus last year versus two years versus. I'll read and pull you live in this line. Each year will do that. There was some good work done before. You know, I did an app to carry it forward. Keep calling it. Try to get better and some of these we best guess if anyone will manage to the budget. We may make trades and I see the actual sort of twice as much and one on and we just didn't do something else in another. It doesn't show up here, but Village Fire will be in that spot. We'll probably deal with it. If you do some repair maintenance work on one of the trucks, but they've got other lines that they used to. It would be nice to actually go through the next year though, operate without any vacancy saving capacity. I'm up for that challenge. That's a challenge. So are you at a spot where you want us to kind of put in those new quick treasure numbers, the petition numbers. That up the next version for you to consider for. Public hearing type of thing. Last year we did a little budget workshop meeting on Saturday morning. I don't know if you need that. Want that. I just want to do a hearing and then do something. Since it adopts. This. We're just adding. Fixing apart numbers and. Yeah. If we have. We've got one. Yes, we update it now. But I don't know that we need another special meeting of a select board in a little bit else. I see. Just the, just the public hearing. Regular budget hearing that nobody. Right. Yeah. I remember. I remember those. I think it's great that we should. Yeah. I think it's great that we should. Yeah. On your car this time. Not my car. That was fun. On your car. That was interesting. Yeah. 10 days before. Well, we'll do one then, but last year we did one before you even want. So if you want to do it that way, it's just figuring out the right. Great combination. I don't know that we need to do it. I noticed that Michael Penrod was here earlier. And I don't know if he was here to discuss that. He was here to listen in because they met. With this version Tuesday night. Oh, okay. Yeah. And they were. Offer a formal blessing. They all nodded in the center. Points. We're generally on the same page as everybody else. I think he probably inferred that you're probably going to be okay. Yeah. He just nodded and. Yeah. Yeah. I mean, it would have been nice to have like. Official word from the budget committee about what they. About what they think. Like that's kind of like. Why don't you have that. Provide. Feedback slash advice to. Yeah. Otherwise. I think they're. I think they're good. You already got it. Right. I know, but he would have zoomed in. Probably. Somebody would have come. You can talk about it. But then. He was on the call. Yeah. One. I think. You might be good. Back and forth. Nice. Yeah. Looks great. I've been on that question. Is. Very nice. If someone kept walking by him. Clearly getting ready to. To go somewhere in the water too. For that. All right. So. Are we down to not meeting in the special select board meeting. The schedule. Public hearing. But get the next draft. In case. Anybody. Yeah. Yeah. Looks great. I've been on that questions. It's very nice. Someone kept walking by him. Clearly getting ready to. To go somewhere in the water too. And then. I'll just schedule the public hearing. But get the next draft. In case. Anybody. Yeah. Use anything while those crazy. Deal. Good work. Right. Right. Draft. How meeting morning. We're going to pull one up on the. Computer for you. But with some of the stuff we're having. You only use the managers office laptops. We're using an older one. I mean. Less cooperative. You have a draft warning going. It's been sort of shared internally. Really the only thing. Petition deadline came and went today. There's nothing to be added. That's beyond kind of a normal one. If you look from last year. We'll update. These budget numbers. I think are already in that draft. So just have to make sure it's updated. They all talk together. We're working to get all of the terms. Correct. For everybody who's up. For election reelection. But otherwise. We're thinking of the draft. Going to look a lot like. Last year's. Depending on what you do. If you get a request from the habitat. So have that request. It came in. After the last of the checks. So how do we handle that? Because. This needs to be approved before. This we have. Theoretically, we have until February 5th to do a warning. It would help to do it. Just in terms of how it fits in with the town report. We're still trying to figure out. The actual meeting would be after that. Yeah. Yeah. And just time being a little bit late. So. Can you send it out? Yeah. Yeah. We have to publicly warn them. We're doing. No, I think we can vote it. I mean, we're basically improving the budget. Yeah. Tonight. Right. So. With. A few adjustments. I have one question. I can't. Yeah. Yeah. Yeah. Just send me a little bit late. So. Can you send it out? Yeah. Give you a. Thing and you can. We have to publicly warn them. We're doing. No, I think we can vote it. I mean, we're basically improving the budget. Yeah. Yeah. Yeah. Yeah. Yeah. It's a minor point, but I can't remember what we decided. And that's who the annual reports. That's something to. Also make sure. Yeah. Realize we had to resolve that. We kicked around. We had one last year. Before it got out before we. Get that in. Yeah, we just send the. Send it in on the January 27th. Just. Just that. I think so. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Right. Put it out there. Right. So. They were. They were too efficient. That sounds fine. Good to me. Yeah. I think that makes sense. We got rolling at one point. Does anybody. Family. Right. Because we need a photo. I am. Does the report. I want to. Check in with your colleagues at the Herald. And maybe they've got a stock file photo. Yeah, I think I could just. I can give the Herald a call and see. I've been in their house. But only because Clayton was. Yeah, but there's got to be pictures. So. Somebody's got a stock. Collect vinyl over to check out his record collection. It was in some horrible shape. Hmm. He's a sweetheart. Yeah. I'll reach out to the Herald and see if. Do you want to see the right up on him too? Or. You're the man. Your staff writer. Yeah, I'll give him a rain. Obviously. We chose it. We never wrote something up. I think before we got it done. Before. There was a reason why we excited him. It's because. It was everything he does. The medical equipment. Right. Walkers and things. Right. No, but he did it for years. For years. Every now and then you'll see him. Somebody will stay something on. He lives on this end of school. Service that he can. House with it. Yeah. It would be very interesting to know how many people he helped. They didn't keep. You know, You know, You know, You know, You know, You know, You know, You know, You know, You know, You know, You know, You know, You know, You know, He didn't keep track of it, but. You know, It was the fact. He was the go to. Hey, I need a pair of, for a pair of questions. You just ask, you can push it out, you can tell what we know or why. I'm not going to have a good time. Probably should have done it. I said, what, something like that? I'm going to sit here and I'm going to sit there. This makes me so happy. Anyway, no, I'll track down the NF, not I'll just pop over and take the call. Is it this or one of the other questions? It doesn't have to be a long one. When do you need a blur of a bell? Yesterday. Well, the day before yesterday would have been better, but we'll give you yesterday. I have to, I'm supposed to send in a draft on Friday. A week from tomorrow. But they're just, they still got a print set it and all that, right? I think sometimes we've had another week after it's gone to them, they start it and then we just send them. Tell everybody to do this for me. More to come. All right. We're going to see. But yeah, as soon as better than later. If I got to by Monday with that piece soon enough. Yeah. Yes, Tom. I think most of what's going on on my plate to write is internal to what's going to be the solution to school stuff. What should I tell it? Because of the town or the, I want to, what should I do? I would say just to sort things out and solve the problem of inaccessibility in the world. All right. So you're going to send out a draft warning for everybody to, and that's how the board will vote? Yeah. And then we might want to just do a little special since we now have the full remote capability again. I think I'm presuming that I'm just going to sign it because it sounds like it made its way through. Just to do like a special, even like a noon time, you formally bless it. Or that I'm just make sure that we don't run in a weird process, Bob. Kim, here's something I can even also. So that could be like a fun signature. What format do you send it to, from PDFs? Yes, it will. I can even lay out the page for it. OK. Wow. Yeah, that'd be great. Thanks, Tom. And I'll just drop a photo in and write a copy and I'll send it to you as an email. I'm going to just mention it so I can have fun with it. Yeah, and I'll leave shirts down for you, Roman. I'll just pop the whole page. Make sure it's time for you, Roman. What? Make sure it's times. Times or times? Times New Roman. We have a particular person. I was just going to ask you to have a consistent font. Yes, always. Just so you can have a font. Good for you. About a size. Well, actually, I think it ended up being 12.12 on 14. This is starting margin. I know what I'm talking about. There you go. I asked for 12.5, but I think we changed it. I'll get you a PDF on Monday with a photo on power. Where does that dedication go? On the front? On the inside? Oh, OK. That makes sense why it's blank. That was my first time. And we could probably jump on that earlier. That's easy. And you can pull a rabbit out of her neck here. We've got to come up with something. Because there's a new chair. I don't know if I've got one. I don't think I did that. So we need to ratify the dispatch services contract. So moved. Second. All those in favor? Aye. Wait a minute. Very good. Very good. Motion carries. Approved the 2022 certificate of highway mileage. No changes. No changes. No changes. We'll get that back. OK. So moved. Oh, good. Good. All those in favor? Aye. Aye. Aye. Motion carries. Offraising an RFP for cleaning services. Oh. It's really doing new diligence here. Just send it out, right? Yeah. Just going to send it out. Yeah. Second that. All right. All those in favor? Aye. Aye. This is fun. Can we do it like this? Sorry. I'm all for clean though. I think it's a proposal. I think there's only one option, right? It's really down to that one option. It's about, so we're going to be less than $23,000 a year for the five years. Put your hand up, right? Twenty twice not the other day. The interest rate's not awesome, but I'm not sure they ever are. So moved. Oh, carries. Second. I don't want to watch that. Very, very good. I know. I know. What are you doing? Other business? The seats, selecting the speaker at the house. Other business. Yeah. Yeah. Yeah. I mentioned earlier, we got news today that our. Earmark for the wells made it into the. Yes. Bill that was signed in the law. So. That was good news. Infrastructure. You have a little thing. I think Justin. You just said FY 23. Yes. I just want to chat about it. All right. So. Yeah. Are you. So Chris. Chris. I'm sorry. Sorry. Sorry. Sorry. I had a conversation. The other day came down because I thought I was in excess of amount of water. Check on me. Didn't know I put an intent washing machine. Anyway. So in that conversation, you know, there's, there is this grant that maybe you were, maybe we do or don't know about, but apparently it's to do with possibly being able to provide infrastructure down in the Vindal road. Are you familiar with this one of Angie. Barrington and. Whether who's her boss. Anyways. It was brought to my attention. And, you know, it's another, is it an upper grant, upper money thing? Or what's it about? Cause it seems like it's right up our alleys to improve. Super and water capacity for areas that could be. Future development. I think it's. Sorry. Are you familiar with this? Have you seen this? Sure. I had this. Everybody says I had a, but just saying that. Like. That's the code for a whole big bill. Yeah. And so it is one of the pots of money. Yeah. It's a pot of money. It's there. Yeah. Anyways, but they haven't come out with the. Apparently they have. Cause I can get. I don't know. Angie sent me a. She paper. And so this is what goes on. Last I knew. I think last month they. Broke the rules. And so. My point being is what this boils down to. I think it's a big deal. Yeah. It's a big deal. It's a big deal. Yeah. It's a big deal. And so. And so what this boils down to is. You know, we don't have a lot of developer real estate. That. Apparently is available or left here because there's certain places. And parcels that tied up. And you know, through zoning processes and all the other things that we've done. You know. We. Dedicated time energy to the beam bill quadrant. And the 12 way south quadrant. And they're still developable land down there. But it's lacking water and sewer. And those plans are sitting here. I mean, I think they've been in play now for 12 years. That was actually, I believe they're shovel ready. And so I'm not sure why we are pursuing this. Because that's where we're going to grow the grand list. And we're going to help the budget situation. It seems like that's the most logical place to create some development opportunities here. And. I'll fully disclose that I own property down there. Trini owns property down there. You're a little bit of that. We all. I mean, that's an area that I think we're down to. So. Planning and zoning had done their homework and created the zoning for this. And now it just lacks water and sewer. So I had looked into this before. There's numerous operations before I'm in property down there, trying to create a district down there specifically for that. But I think in order to attract new businesses here. You know, you've got to have. Place for me to go. And I'm not quite sure. I'm not quite sure. I'm not quite sure. I'm not quite sure. I'm not quite sure. I'm not quite sure. I'm not quite sure. I'm not quite sure. I'm not quite sure. I'm not quite sure. I'm not quite sure. I'm not quite sure that. I'm not quite sure that. We have. I know we don't because, you know, we lost Antucket post cap. To Bethel because they found a more suitable space. And so. If we can't get water and sewer down there for years, laying is said he would expand the central supplies. He would do that tomorrow and I just think. I'm missing the opportunity. So. It's one of my last recommendations to you folks. folks, I think you should figure out how to move on this or find a way, whether or not, I don't know, maybe we don't qualify it, but I think it's as important as fixing the water system is to figure out how to develop new space for businesses to move into. And then there's the whole permitting challenge, which I believe is getting started about water. If we get more water users and sewer users on the system, we don't have to expand the capacity. And it just brings, if we can get most of that paid for by the grant money, then we can potentially lower costs, or not lower, but you might be able to keep them like a lot for a while and you can grow the grand list this way. And I think when you look at the cost of new construction, new buildings these days, I mean, you know, I think it's a no brainer. I think you have the potential down there to create 10 to 50 million dollars worth of activity. So that's just my guess. But there's Lang's whole parcel before central supplies, there's currently what I own, you know, Trini's got some space. There's space across the road. Trini doesn't have space. Well, somebody has space down there. Our son. Your son has space down there. OK, your son's got space, but whatever, family, OK, has connections. It's just, you know, you've got remote castings down there that has for years said, hey, we'd love to have sewer and water connection here. And so I know that's a living factor when you look at development because you can't build a building over a certain size without water, you know, without our protection. And I just think we're missing an opportunity. So. So we do this and came to the. Like a basic plan, right? And there was a testament. We took it out and dusted it off and updated it four years ago, four or five years ago. It probably needs that again. And we probably got to look at what the I'm sure there's some new permits and hoops we got to jump through for that unless we can somehow figure out how to make it a railroad project because the road's right there and they don't have to get any state permanent. We can pull them in. I know them. Maybe you can get a sewer wire line connected from, you know, from Pat Wong's property. I think there are tracks to connect with this thing. And we can move it off on the road over the other side of that field right in the railroad right away, but it's a limiting factor. And I think it's costing the town a lot of money not to do it. And I think at the time, four or five years ago, when we dusted this off, it was one point one million dollars to bring that sewer and water connection down through the end of the road. So there's the program that you're talking about. There's a few others also that are focused on water and wastewater. So, you know, it may be another patchwork type thing. If they all have, if anyone have caps and you can't get to it, but I know there was no caps. There's searching it. I remember, but I can dust off. I can go grab that letter. I can, I'll see it. I'll photocopy it and send you guys all a little link to it. So this again, so you know which program it is, but it's good. A lot of it could be beneficial. Trevor, is this is figuring out this kind of stuff? Something that we could get help from the PMC or from two rehearsals? Are they possible, are there any resources there? I'm just thinking about how it's so hard for us to pursue these things right now with our staff shortage here in the house. I think it ends up on us for the scoping. I might be able to help with some of the process, identification, opportunity identification, maybe even if there's different access to different funding mechanisms. But I think in terms of updating the scope, fully understanding what that requires, it's probably on us first. But this is one of those ones where it's a little bit of a lighter lift than some other grants that I know at this point. It's finding the old study. They're going to go on saying update the story if I want to go at this date looking out what's the cost, what's the process? We have to know. I know in the past when we looked at this and doing it as a CPG grant thing, it was like, OK, that was tied to a number of employees in all kinds of situations like that. This didn't seem to me like it was probably has those components to it, but it just seemed like it might be a quicker, faster patch to be able to at least possibly use some of that, some of this and some of this, similar to what we're doing with the water project. So I think with some of the, I think some of those of the infrastructure, for instance, to make them accessible and finally, and so if that's truly the case, that's an easier thing for us to manage. And I wanted to pass the grant that goes on forever and pops up and requires us to go hunting for stuff that a partnership may or may not have provided kind of thing. But there is still that, but for those resources at the writing, the dollar and that kind of stuff. Some of these should maybe fall on the mark and go track down what it is and talk to the people that it is. And it might give them a chance to get through the door and talk to Lang and talk to some of the people. That's what I think needs to happen. That's what you need to know. What do you want to do? What does that look like? Kind of as his role as economic development director that's what he's chasing. It might be that we handle the engineering and try to figure out how to shift the grant piece on and ensure that it's coming with that. And I think to your point, Larry, it's not just about tax revenue, it's about water sewer revenue and just generally improving the situation. So I just think it's where we need to go here because we just don't have an opportunity to grow anything. And I think, you know, the way it's already developed. Well, the reason, I mean, the reason that from a point of commissions standpoint, it's only down there. So literally you can build 50,000 square foot buildings on small lots. And 50,000 square foot building, whether it's manufacturing or warehousing, it's going to generate some tax revenue. It's going to create some jobs. We're still under the number of not having housing, but we've been working on changing an ordinance to help work out the housing situation. So I think this is just another piece of the puzzle. And, you know, back from when we changed the zoning, there just was not a lot of opportunity to create new spaces. And like I said, that's why we have lots and more businesses here and have gone south on us because they just can't get what they wanted. I mean, Michael Hale bought that property down there where the intentions of moving the Intake Post and CAP to Beanville, but decided that the cost of, you know, taking on the infrastructure was too much for himself. So then all of a sudden, poof, you know, this magic bullet happened in Bethel, so he moves the company to Bethel. So, you know, it's not a lot of jobs, but it's probably a dozen, but now he's expanding down there. So, you know, we just, it's a missed opportunity. And if you continue to miss these opportunities, the alligators, it's like this and we're in trouble. So one of these is a grant step. I've been hesitant at different parts of our view. With some of the technical stuff, especially on the grant management end, I think Kayla has grown in familiarity, strength, we're better able to, we're closing out some of the obligations we're already committed to and behind on. Mark's doing a good job, I think, rounding up some of the stuff that comes to the community development program. So between the two of them, I think we're about to enter a better space, whereas four or five months ago, that was impossible. Yeah, I've broken out in hives all over at the word grant. I'm sure you can't see it, I'm still breaking out, it's just more, it's overwhelming if you're, it's like a full-time career. Yeah, because they were, they, you know, back in August, September, this is, forget it. But I believe if you pull this out and dust it off, you know, this was a shovel-ready kind of project. It was close. We had like basically roughly where would it go and what would it take, like how many lengths of pipe, that kind of thing. What we didn't have is like, I don't think it was plans to the point of construction though. I think it was, it didn't have like where we were gonna have that kind of. It was beyond conceptual, but not quite fully engineered. So what do they call them, 60% plans or whatever it is, I think that's kind of where it was at the moment. Yeah, I think that's how it is. Okay. All righty, manager's report. I don't know if anybody's in the mood. Now that you've done the dedication, there's been a select board report in the past years. We did sort of generic town one last year. Everybody wants to write on the half of the select board. But now we can do sort of the generic one again. Not it. I don't think I can take on both. Seriously, I've got a lot on my plate this weekend. So on this short notice, it's not something we do every year or is it? Last year. I don't think it's necessary. Not last year? Oh, well then my great good friend. I remember writing in two years. I didn't mean there wasn't one in the town report. It is like, you know, the Herald doesn't overview. All it does is it's like a summary of. Yeah, that's what it is. And everybody else is summarizing the same stuff for us. That's what I did two years ago as I went through the minutes. I picked out. That's good. I'd rather write about. We need to report what we did. Nobody's going to miss it. I know, but it's called a change. It's called a video. That's right. Here's what I'd see the tape. All right, here's the link to the last 12 meetings. So then, okay. Yeah. And then we just had mentioned at the report, the fire station, the additional insurance funds, we have them, they're positive, they're safe. So what happens to those funds? We go visit Jerry and we don't have a requirement either, right? Hey. I think it's a good one. We'll have to talk about what to do. I think we got to talk about some more of that too. Yeah. Second session, because that's not the end of it. This is just a few invoices that they needed additional documents to pay us to reimburse us. So it's like 198,000 something, but there's a much bigger one that we need to talk about. So if you get time on February 2, what, 3rd? Go sit in the niche. Have we had any further, I thought I don't want to pre-empt any of the options. No, that was, have we had any further communications from our sheriff to be? We're going to have that in the next session. I assume that might be the case. Is that the end of the minutes report? I'm good. All right. Should we have to find that we need to go into second session? We have that one. A couple of new topics. Yeah, there's a motion to find it's prudent, necessary for the general public knowledge. It's on you, Tom. All right. Strutless and disadvantageous. So moved. Yes. Through the time. All in favor. Aye. I want to enter contracts, labor relations agreements, cut the bargaining and the evaluation of the public official person. Pending cost of litigation. And I won't. So I won't move that we go into the time. Second. All those in favor. Aye. Get this thing down.