►
Description
The committee met for debt report recommendation by Treasurer Darius Shahinfar and the Department of Fire and Emergency Service Budget Presentation.
A
All
right,
so
this
is
a
meeting
of
the
finance
taxation
and
assessment
committee
present
with
me.
Our
committee
members,
mr.
Robinson
mr.
O'brien
is
Farrell.
Also
present
is
President
Pro
Tem
mr.
Conte.
In
the
audience
we
have
miss
Rizzo,
oh
and
mr.
Igoe.
Would
you
like
to
join
us
and
and
mr.
and
mr.
Kimbrough,
so
we
do
encourage
all
council
members
to
attend
all
these
movies
because
everybody
votes
on
the
budget
and
the
bonding
ordinances
Michelle.
Thank
you
do
I.
Have
that
it's
all
right.
A
It
just
don't
see
any
little
cute
down
there
so
on
our
agenda
for
tonight
is
the
presentation
of
the
debt
report
from
our
treasurer,
which
is
a
requirement
before
we
consider
any
bonding
ordinances,
and
since
we
have
now
moved
up
the
bonding
ordinance
cycle,
so
then
the
administration
is
asking.
The
treasurer
is
asking
us
to
pass
these
before
the
end
of
the
year,
preferably
with
a
budget.
A
We
will
be
also
we've.
We
have
introduced
the
bonding
ordinances
and
we
will
be
taking
those
up
consideration
at
the
same
time
as
we
are
discussing
the
departmental
budgets.
I
want
to
note
for
the
record
that
Councilwoman
Fahey
is
also
present,
so
everybody's
been
provided
with
a
copy
of
the
debt
report.
B
A
C
C
C
But
for
the
purposes
of
of
this,
the
short-term
debt
is
not
included
as
debt
for
in
a
whole
bunch
of
different
environs.
I
guess
I
would
say,
including
our
debt
policy,
but
it
just
gives
you
an
idea
that
we
have
actually
been
doing
a
very
good
job,
the
last
few
years
of
paying
off
debt
and
not
incurring
as
much
so.
A
C
The
purpose
of
debt,
because
you're
actually
paying
off
potential
debt
before
it
becomes
debt
all
right
the
way
it
is
all
right,
yeah,
the
the
next
chart
the
pie
chart
is
for
2019
on
page
4
and
that's
just
the
general
fund
expenses.
There
did
that
service.
Again,
we
think
we've
had
many
discussions
over
the
years.
You
know
10%
is
the
ideal
number
that
we'd
like
to
get
to
for
debt
services
compared
to
general
fund
expenses.
C
We
are
slightly
over
that
for
this
past
year,
however,
for
the
purpose
of
our
debt
policy,
when
you
take
out
the
landfill
debt
we're
actually,
if
you
go
to
the
next
page
well,
under
that
10%
number
about
7%,
you
know
the
reason
for
that
is
that
landfill
barn
for
the
landfill
is
also
maintaining
our
revenue
stream.
That
comes
from
the
landfill.
C
C
C
The
it'll
be
we
paid
off
before
then,
but
they
think
there'll
be
other
expenses
that
probably
will
be
added
on
there's
going
to
then
what
they'll
end
up
being,
including
this
and
I,
think
the
discussion
that
you
and
we
will
probably
all
have
over
the
next
few
years
would
be
whether
or
not
we
should
include
that
landfill
debt.
If
the
landfill
is
closing
or
not
in
bringing
in
revenue.
A
A
For
further
clarification
on
page
85
of
the
budget,
it
shows
that
next
year
we
would
have
in
the
next
two
years.
We
would
instead
of
having
almost
six
million
dollars
in
landfill,
that
we
will
have
approximately
1
million
dollars
in
landfill
debt
and
then
in
2023.
We're
looking
at
four
hundred
thousand
four
hundred
and
four
thousand,
which.
D
C
E
C
Right
yep,
so
we
still
have
a
relatively
high
number
in
debt
service
for
next
year.
The
street
light
bonding.
You
know
boosted
that
number
up,
but
even
with
that,
if
you
take
out
the
landfill
debt,
we're
still
at
a
right
around
ten
percent
I
think
for
debt
for
next
year
compared
to
expenses,
it'll
be
you
know
and
I'll,
probably
thirteen
percent-
maybe
fourteen
percent,
if
you
include
the
the
landfill
expenses,
but
you
know
for
the
purposes
part
of
that
part
of
the
problem
here,
I
think
is,
is
the
significance
of
that
figure?
C
I
think
the
you
know
for
the
purposes
of
and
I
mail,
this
out
to
everybody,
which
is
the
the
fiscal
stress
report
from
the
New
York
state
controllers
office.
The
good
news,
as
I
pointed
out,
is
that
our
fiscal
stress
rating
has
gone
down
another
notch.
We
were
significant
in
significant
fiscal
stress
two
years
ago,
moderate
physical
stress
last
year
and
I
should
say
the
year
before
and
for
2018,
which
is
what
the
numbers
are
based
on,
where
and
only
susceptible
to
fiscal
stress.
C
Outside
of
this,
it
doesn't
necessarily
the
the
10%
figure
doesn't
necessarily
have
a
large
effect
outside
of
you
know,
good
policy,
the
stress
report:
if
the
bond
markets
will,
if
we
were
incurring
debt,
that
was
not
backed
up
by
revenues
or
cost
savings,
the
bond
markets
would
probably
look
unfavorably
on
that.
We
started
getting
into
a
point
where
you
have
more
debt
than
they'd
like
to
see
knowing
that
that
the
debt
that
we
have
the
landfill
debt
at
this
point
is
when
you
subtract
that
out,
that
is
a
positive
effect
from
the
bond
market.
C
Don't
know
I
I,
don't
know
the
arbitration
regulations
from
the
IRS.
We
have
an
arbitration
consultant
that
comes
in
to
make
sure
that
we
don't
run
afoul
of
them
in
the
past.
The
city
had
earned
too
much
interest
on
bonds
that
it
was
that
bond
revenue
that
it
had
held
to
the
point
where
the
city
had
incurred
a
penalty
and
I.
C
C
Would
be
the
limit
that
would
be
the
limit,
but
I
don't
think
you
can
even
get
up
that
high
I'm,
not
entirely
a
hundred
percent
sure
myself,
but
it's
something
that
we
keep
an
eye
on
to
make
sure
we
don't
run
a
file.
The
only
reason
why
we
don't
is
because
the
IRS
rules
so
and
then
we
run
penalties.
C
C
So
again,
so
I
think
we're.
You
know
we're
within
the
we're
quite
concurrent
and
I.
Think
with
the
with
the
debt
policy
for
2020
2021,
the
death
starts
to
drop
precipitously
over
that
time
period
and
going
forward
you
can
see
you
can
see
the
fall-off
right
here.
It's
somewhat
a
looser
illusory
because
we
do
have
outstanding
an
outstanding
ban,
of
which
28
million
will
have
to
decide
next
year
what
to
do
with
if
we
roll
it
over
into
another
fund.
C
Let's
see
just
about
a
total
of
I
think
47
million
dollars.
It's
a
rough
estimate
at
this
point
of
what's
outstanding
in
the
ban.
What
is
on
the
capital
plan
for
for
2020
and
also
includes
the
outstanding
bond
authorizations,
the
net
bond
authorizations
that
are
not
backed
up
by
by
revenue,
reimbursement
for
from
the
state
or
other
other
authorities?
C
C
A
C
C
G
A
A
F
C
B
C
So
the
only
I
think
other
thing
that
I
bring
to
your
attention
is
also
in
the
report.
Is
that
if
you
look
at
when
you
take
into
account,
perhaps
the
maximum
barn
that
we'd
do
next
year,
if
we
bonded
everything
well
I'm,
the
question,
then,
is:
how
would
that
affect
the
outstanding
debt
schedule?
That
service
don't
schedule
going
forward?
C
And
it's
a
little
bit
difficult
to
say
at
this
point
because
don't
know
where
interest
rates
are
we
don't
know
exactly
how
much
we're
gonna
end
up
borrowing
up
that
forty
seven
million,
where
they're
not
we're
gonna
ban,
whether
or
not
we're
gonna
bond.
That
being
said,
I
think
as
just
as
a
rough
estimate
for
everyone
here,
if
you
assume
somewhere
the
name
of
a
ten
to
fifteen
year
bond,
finding
all
of
the
debt
that
we
have
that
we're
talking
about
here.
C
The
band
depth
of
the
capital
plan
for
next
year
and
any
outstanding
roughly
in
the
neighborhood
of
four
to
six
million
dollars,
will
be
added
your
yearly
for
the
next
several
years.
If
it's
a
10-year
bond
issuance
would
be
roughly
six
million
dollars
a
year
if
it's
a
fifteen
year
bond,
we
roughly
four
million
dollars
a
year,
so
I
can
give
you
a
rough
idea
of
what
you're
looking
at
here
in
adding
to
this
column
for
whatever
it
is
that
you,
you
know,
put
forth
this
year
in
the
in
the
capital
plan.
C
But
that
gives
you
an
idea.
It's
roughly
uh-huh
put
another
figure
in
here
for
your
information,
mostly
in
that,
generally
speaking
of
$1,000,000
in
bonded,
debt
in
2020
would
be
expected
to
result
in
eighty
to
one
hundred
twenty
thousand
dollars
an
additional
annual
debt
payments
over
ten
to
fifteen
year
time
period.
That's.
A
A
So
we're
essentially
in
the
budget
with
what
our
debt
service
is,
and
that
is
the
the
20
million
20
point:
1
million
for
the
bonds,
the
3.14
million
for
the
banns
payments,
and
then
we
have
some
other
debt
that
is
381
thousand
dollars
by
my
calculations
that
he
does
not
trip
the
lever.
You
know-
and
that
was
one
of
our
goals
and
doing
some
conservative
budgeting
last
year
with
some
of
the
capital
and
not
budgeting
everything
that
was
requested.
A
B
C
There
really
isn't
a
policy,
you
know
best
practice
on
that
other
than
the
that
10%
level
I
think
anything
getting
it
below
that
is
really
up
to.
You
know,
council
working
with
the
administration,
if
that's
something
that
that
we
felt
was
necessary
for
us
I.
Think
discussion
of
that
would
really
entail
a
lot
of
other
factors
that
go
into
it
rather
than
just
trying
to
you
know.
We
have
to
get
our
debt
down
to
this
rate,
but
there
isn't
a
policy
or
plan
that
I'm
aware
of
in
place.
A
So
I
just
want
to
say
something
about
about
that
question
generally.
It
is.
You
know
you
recommended
that
you
not
stay
up
against
your
debt
limit.
You
know
in
that
web.
Most
municipalities
and
government
have
a
debt
limit
of
about
10%.
Many
are
well
under
that
and
aimed
for
much
lower
in
New.
York
City
is
around
six
or
seven
percent,
for
example,
and
it
you
know
it's
just
like
your
student
loan
debt
or
your
car
debt
or
your
or
your
mortgage
debt.
A
Of
course,
it's
appropriate
to
have
people
in
the
future
also
be
paying
for
that
debt,
whereas
you
know
something
like
you
know,
the
the
the
police
cars
or
you
know,
we've
had
the
conversation
about
turnout
gear
things
for
which
there
is
a
high
depreciation
rate
on
it
that
you
wouldn't
necessarily
want
to
burden
people.
The
other
issue
is
right.
Now
we're
benefiting
from
lower
interest
rates
and
I
think
you
know
you
always
have
to
watch
for
you
know.
Is
it
going
to
stay
low?
A
You
know
when,
if
you
have
interest
rates
approximating
zero,
then
there's
no
real
cost
associated
with
spreading
the
cost
out
over
years
other
than
you
don't
want
to
and
caught
by
surprise.
Oh,
my
god.
We
have
to
bond
for
all
this
at
a
much
higher
rate.
You
know
we
don't
want
to
be
a
ten
bonding
when
it's
ten
percent
to.
C
The
point
where
you
might
even
consider
accelerating
the
capital
plan
for
next
year
into
the
bond
issuance
for
this
year.
You
know
that,
that's
that,
if
you're,
if
you
know
you're
gonna
expend,
if
you
know
you're
gonna
borrow
money
and
you
need
something
for
new
fire
trucks,
whatever
more
roads,
new
roads
what-have-you.
C
A
C
Just
had
a
couple,
a
couple
of
things
to
that
there
there
is
not
a
hard
cap,
I
think
to
call
the
debt
policy.
A
cap
is
not
entirely
accurate.
It's
a
policy
that
that
can
or
cannot
be
adhered
to
depending
on
you
know,
all
of
you
and
us.
Every
bond
authorization
is
passed
by
the
council
with
ten
votes
is
complying
with
the
debt
policy,
whether
or
not
you
go
above
or
below
the
10%.
C
G
Numbers
what
I'd
like
to
point
out
and
I
know
for
the
purposes
of
the
debt
policy?
I
agree
this.
We
don't
have
to
look
at
street
layer
now,
but
it
should
be.
It
should
be
in
the
framework
of
our
debt
and
in
its
entirety
that
we
are
still
at.
We
are
school
at
our
10%
level,
but
there
is
two
million
dollars.
A
C
B
A
D
H
B
C
C
It
does
not
not
for
let's
say
that
does
not
take
into
account
interest
right
now,
eventually,
yeah
yeah,
it
would
be.
This
is
for
the
time
period.
That's
at
issue
here.
So
if
you
do
a
larger
calculation,
yes,
it
would
include
the
it
was
include
the
interest,
which
is
that's
six
point:
seven
million
dollars
over
the
life
of
a
bond.
C
Around
then
it
was,
it
was
low
between
1
and
2%
I
believe
it
wasn't
until
I
think
it
was
2012
13
when
the
when
the
interest
rates
were
a
little
bit
higher
I'd
have
to
go
back
and
check,
but
we
I
don't
think
we
have
any
outstanding
debt
for
the
city
that
is
paying
more
than
four
and
a
quarter
percent,
so
most
of
its
on
most
is
three
are
under
right.
Now,.
G
G
B
I
I
C
G
A
A
D
A
C
A
A
C
A
A
A
So
so,
I
think
for
the
purposes
of
taking
a
snapshot
and
have
us
have
an
idea
of
what
the
potential
impact
is,
with
the
understanding
that
you
may
look
at
an
option
that
is
less
costly
to
the
city.
But
that
is
a
very
possible
scenario
is
to
have
the
Bands
converted
to
bonds,
along
with
the
fifteen
point,
two
five
million
in
the
budget
for
bonding
a
projection
for
that,
on
whatever
interest
rate
that
you
would
think
is
appropriate,
and
then
we
can
see
how
that
goes
in
the
chart
in
the
out-years.
A
F
C
F
C
C
B
A
C
C
A
A
C
H
H
H
C
That's
put
in
there
so
for
transparency
and
disclosure
purposes,
so
that
it's
a
possibility
I
point
out
in
the
report
that
we
have
not
issued
one
since
2015,
don't
believe
we're
gonna
have
to
this
year
and
you
can
take
that
out
of
the
calendar
debt
calculations,
but
it's
there
for
just
so.
Everyone
knows
it's
a
possibility.
G
Just
wanted
to
come
in
to
clear
up
if
there's
any
confusion
about
the
1.8
million
dollars
from
our
debt
reserve
fund
that
we're
using
towards
those
paying
down
our
overall
debt
and
and
I
mean
I,
don't
the
fire
department
is
behind
us,
so
it
wasn't
on
the
agenda.
Is
it
something
you
want
me
to
try
to
explain
at
a
different
time
or
in
a
different
setting,
or
do
you
want
to
get
into
this
now?
A
G
A
G
G
If
we
were,
if
we
were
to
do
that,
see
piers
here's
the
problem-
everyone
looks
at
the
second
page,
that's
on
here.
Historically,
in
the
past,
we've
been
applying
between
a
1
and
a
half,
and
a
1
million
dollar
debt
reserve
payment
each
year.
What
we've?
What
we've
traditionally
done
is
is
budget
a
million
dollars
on
the
revenue
side
and
keep
that
that
debt
service
number
full
which
Judy's
talking
about
is
that
entire
amount?
What
happens
at
the
end
of
the
year
when
we
get
our
end-of-the-year
financials?
Is
we
look?
We
look
at
this.
G
We
look
at
this
and
see.
Well,
how
can
we
have
a
million
dollar?
How
can
we
have
a
million
dollar
variance
in
our
revenue
because
the
the
payment
does
not
go
through
the
revenue
account,
so
you
always
have
that
variance?
Ok!
Well,
how
can
we
have
a
million
dollar
variance
in
our
actual
and
actual
debt
service
paid
to
what
we
budgeted,
because
that's
how
that's
what
we're
applying
that
million
dollar
payment?
G
What
we're
doing
now
is
is
not
budgeting
on
the
revenue
side
where
nothing
comes
through,
and
we
have
a
variance
applying
it
to
the
expense
side
for
when
the
payment
is
made,
it
matches
what
the
budgeted
number
is
and
there's
no
Varick.
It
eliminates
the
variance
but
I
agree
it's
because
it
is
different.
I
think
that
a
good
option
would
be
to
to
show
the
full
value
minus
that
debt
service
payment
in
some
sort
of
some
sort
of
adding
on
to
them
in
that,
in
that
section
of
the
budget.
A
G
Figure
that
rate
and
come
from
the
from
the
operating
funds.
This
is
the
nuttiest.
The
net
is
the
number
that
we
pay
out
of
our
operating
funds,
the,
which
is
why,
if
we
have
the
original
number
in
with
that
payment,
it
does
it
does
reflect
what
the
full
debt
is,
but
it
shows
that
this
payment
is
not
coming
from
operating
funds.
It's
coming
from
us
from
a
separate,
restricted
fund,
and
then
we
don't
have
the
variances
on
each
side
of
the
of
the
budget
have.
G
A
Well,
I
want
to
make
sure
that
we
are
following
good
accounting
practices
and
and
and
and
when
you
and
I
look
at
the
budget,
as
we
have
done
in
years
past,
and
we
look
at
the
total
that
is
there
for
debt
service
on
page
10
that
is
being
paid
off
and
it's
different
than
what
is
in
the
schedule.
So
it's
listed
as
20
1.8
million,
but
actually
the
debt
service
is
23
point
something
took
23
point:
two
million
you
should
have.
A
A
This
is
being
done
under
the
radar
without
this
being
highlighted
and
what
we
have
then
it
because
we
are
now
changing
from
the
way
we
did
things
last
year
to
this
year.
If
we
did
things
the
way
we
acted
last
year,
we
would
have
a
two
point:
one
eight
percent
increase
in
the
budget,
not
a
one
point.
Two
five
I'm
a
little
bit
concerned
that
this
change
is
being
done
solely
to
keep
the
narrative
that
we're
only
have
a
1.25
increase
in
the
budget.
G
A
G
A
A
F
I
C
A
A
A
B
G
I
believe
the
issue
there
is
on
in
the
revenue
breakdown
section,
the
the
allowance
for
four
certs
rolls
into
the
amount
to
be
raised
by
Realty.
We
have
realty
taxes
and
and
brings
that
number
down
by
the
300,000.
That's
budgeted
for
for
that
allowance,
whereas
on
page
on
the
previous
page,
just
the
amount
to
be
raised
by
taxes
is
the
we've
always
put
in
the
full
58
850,
and
that
three
hundred
allowance
for
cert
is
rolled
into
the
general
fund
toll.
E
G
C
A
G
A
look
at
it
instead
of
having
so
I
guess
what
you're
asking
is,
instead
of
having
that
essentially
as
a
negative
and
number
against
the
revenue,
but
it's
within
that
field.
It's
within
that
field
of
accounts
that
we
use
via
what
the
office
of
the
state
controllers
office
has
us
used.
So
we
have
to
run
that
by
Ken
and
really
seeming
then,
but
if
it
is
a
matter
of
moving
it
to
an
appropriate
expense
account
for
that,
then
I
wouldn't
have
I,
wouldn't
have
an
issue
with
that.
Okay,.
G
G
B
G
G
G
G
Was
a
it
appears,
that
was
that
that
was
and
I
really
don't
want
to
go.
Where
many
of
these
errors
occurred.
It's
not
really
preview.
For
the
public,
be
honest,
it's
a
butt
up.
That
was
a
number
that
we
did
not
we
did
we
sent.
We
sent
a
file
that
the
number
was
then
hand
entered
into
to
create
the
graph
on
the
bottom,
and
that
was
a
transpositional
error
that
was
made
that
changes
the
cost
that
caused
that
alright.
J
G
G
A
J
J
G
A
We
let
them
also
make
the
changes
to
everything.
Every
heading
that
says
I
mean
Inc
in
one
of
the
things
is
I'm
wondering.
Can
you
do
this
because
this
is
all
done
by
a
graphic
designer?
Can
you
you
know
so?
Can
we
have
them
also
change
where
they
have
at
the
top
of
the
page
2019
they
meant
2020.
Yes,.
I
G
Yeah,
that
is
the
goal.
That
is
the
goal.
Unfortunately,
this
year
we
did
not
see
a
completed
book
back
to
us
until
right
at
the
deadline
to
get
it
to
the
printer.
So
that's
that's
a
big
reason
as
to
why
we're
doing
it
this
way,
but
generally
there
you
know
there
are.
There
are
issues
that
that
come
through
that
are
not
correct.
You
know,
so
it
is
part
of
the
process.
G
G
G
G
B
G
G
F
F
B
A
B
E
I
A
G
G
The
difference
is
now
we
actually,
the
graphic
designer
did
give
us
the
actual
file.
So
we
can
go
ahead
and
make
all
the
changes
ourselves
nothing
without
having
to
wait
on
anybody
else
and
that's
an
absently.
We
can
repeat
going
forward
until
next
year,
where
we
can
now.
We
can
update
right
to
the
last
second
ourselves
before
it
goes
before
it
goes
to
the
printer.
G
I
F
G
G
B
K
K
K
My
new
partners
in
the
following
areas-
our
fleet
maintenance
program,
initiated
the
NTC
for
web
program,
which
is
a
maintenance
program
that
allows
our
mechanics
or
feed
services
unit
to
monitor
the
daily
maintenance
of
our
apparatus.
What
we're
trying
to
do
is
to
have
more
preventive
maintenance
schedules,
keep
track
of
war
on
the
cost,
whether
whether
to
show
a
better
need
to
whether
we
want
to
do
in-house
or
whether
we
need
to
farm
it
out
to
an
outside.
I
K
A
proven
program-
and
we
are
glad
to
be
on
board
in
that
second
part.
We
talk
about-
is
our
training
initiatives
and
our
safety
programs
we're
putting
a
big
emphasis
on
safety
training
again
this
year,
we're
doing
an
aggressive
grant
research
or
strengthen
our
own
associations
or
community
partners,
and
we
talked
a
little
bit
more
about
that
as
we
go
through
the
program,
but
some
of
the
folks
that
were
working
with
the
for
quality
and
that
works
along
with
the
who
who,
in
turn,
are
partners
with
the
Coast
Guard
and
that
wanted
some.
K
In
conjunction
with
the
Renaissance
Corporation
who's
providing
some
funds
for
our
department
to
allow
us
to
purchase
some
needed
equipment
and
then
the
last
to
the
front
of
the
last
extensions
we
talked
about
our
improvement
program.
As
you
know,
pretty
successful
with
our
I
know.
That's
a
major
issue
with
our
initiative
and
I'll
talk
a
little
bit
more
about
that
in
a
later
slide
and
last
but
not
least,
we're
trying
to
to
explain
our
options
for
revenue
recovery
for
the
fire
service
to
bring
in
revenue
to
the
department.
It's
a.
B
K
Test,
because
this
is
not
a
lot
that
we
can
go
and
build
so
we're
looking
at
alternative
ways,
and
we
said
confidence
not
intended.
There
was
a
section
on
cost,
effective
ways
of
disposing
apparatus
and
better
ways
to
do
it
than
to
cover
that
it's
done
here
in
the
city,
so
Nick
and
I
are
exploring
with
our
legal
department
to
see
if
it's
a
it's
approved,
our.
I
K
That's
one
of
the
areas
that
we
can
look
to
bring
in
some
additional
revenue.
We're
gonna
deduct
to
build
a
few
more
football
games.
We
need
to
build
more
advanced
life
support
space,
which
we
are
the
sole
divider
over
to
the
city,
so
through
our
increased
documentation
and
better
documentation.
The
services
that
we
provide
to
our
citizens
and
visitors
were
able
to
attempt
to
bring
in
more
revenue
through
our
improved
documentation
process.
K
K
Training
for
it's
something
that
we're
looking
into
now
for
the
future.
We
have
a
fairly
young
Department,
so
we're
bringing
up
on
board
a
lot
of
new
officers
through
retirements,
a
lot
of
amendments
and
writing
that
it's
going
to
help
us
to
increase
safety.
It's
going
to
help
us
to
increase
accountability
by
training
our
officers.
They
do
go
through
a
program
through
the
New
York
City,
Fire,
Department,
first-line
supervisor
training
program.
K
It's
that,
through
the
new
equipment
that
will
being
able
to
purchase
through
some
of
our
benefactors
and
to
our
right
of
funding.
So
that's
where
our
safety
I
know
recruitment
is
a
major
thing
from
our
department.
It's
a
major
profit!
That's
a
major
issue
for
firearms
throughout
the
country.
We
feel
that
we
are
making
a
good
concern
and
effort,
we're
looking
to
again
I
think
our
department
won't
representative
of
our
community,
so
we
know
that
it's
a
new
age,
we
targeting
social
media,
we're
attracted
to
revamp
our
system.
K
Us
our
community
partners
who
we're
working
with
the
College
of
Saint
Rose
of
their
Communications
Division
in
their
business
school,
to
build
a
business
model
program
for
our
department.
But
hopefully,
if
it's
successful
in
our
department
through
the
engine,
we
can
move
on
to
move
that
onto
the
other
agencies
within
our
city
to
build
on
our
improvement
efforts.
I
K
K
K
K
We
know
we've
had
some
major
fires
occur
in
and
we
found
that
in
retrospect,
hindsight
is
20/20.
We
look
at
we
look
at
our
operation.
We
found
that
we
do
a
great
job
in
the
firefighting
efforts
and
then
we
do
a
great
job
after
the
fact
in
dealing
with
the
public,
hoping
that
we
can
help
them
in
any
way
that
the
fire
department
can
and
to
a
fire
mitigation
fire
prevention
program.
But
it's
a
middle
ground.
You
found
that
was
lacking.
K
So
what
we
tried
to
do
is
we
were
working
with
a
CPA
and
our
buildings
and
coats
Department
to
build
that
bridge
at
the
fire
scene.
Just
so
that,
once
our
fire
investigators
are
there,
they
take
the
information
from
our
from
the
affected
folks,
the
victims
of
the
fire
and
then
continue
to
serve
that
by
bringing
them
to
remember
liaison
program
and
then
bring
them
to
an
area
to
keep
them
together,
so
that
we
can
continue
to
fulfill
their
needs
find
out.
K
K
A
fire
department
here
is
so
this
is
something
that
we're
really
moving
towards,
and
we
hope
that
this
will
be
beneficial
to.
We
feel
we
definitely
think
it'll
be
beneficial
to
the
members
and
I
think
it
would
be
a
better
recognition
factor
for
the
department
to
or
something
that
that
you
know
we're
having
to
be
very
proactive,
so
pretty
exciting.
Anything.
E
K
This
is
just
something
that
we're
putting
together
just
with
city
agencies
and
then
actually,
you
were
just
in
the
development
stages
right
now,
we're
gonna
sit
down
and,
and
the
small
group
trying
to
focus
on
what
our
needs
are
and
then
start
to
pull
in
the
different
groups
that
are
they
Red,
Cross,
Salvation
Army
any
other
any
other
community
groups
that
may
need
to
participate
that
we
feed
that
we
feel
that
can
be
of
benefit
to
any
any
fire
difference
at
that
scene.
So
you
know,
we've
learned
a
lot.
F
K
It
that's
that's
it.
That's
our
goal
to
basically
provide
direction
for
them
at
the
scene,
we're
trying
to
a
fire
department.
We
have
limited
staff
and
they're
dedicated
to
fire
extinguishing
fire
investigation,
but
we
know
that
there
are
other
resources
within
the
city
that
we
can
work.
We
want
to
take
the
lead
on
this
and
again
building.
K
K
K
I
F
K
E
E
So
if
our
operating
budget,
our
performance,
our
overtime,
is
higher
than
anticipated,
we
have
been
sending
our
quarterly
reports
on
what
our
staffing
levels
are
and
our
poor.
The
overtime
is
too
terrifying.
The
council,
something
I'd
like
to
point
out
that
that's
what
about
situation
is
our
vacancy
numbers
are
on
characteristic
that
low.
We
start
here
when
we're
sick,
I'm
getting
firefighters,
paramedics
school.
We
had
firefighters
who
were
on
lake
duty
and
couldn't
work
out
there
getting
that
backspin
today,
and
because
of
that,
we
were
purchased
and
matters
because
so
over
time
it
was
up.