►
From YouTube: Burlington Public Works Commission - 6/21/2023
Description
Agenda: https://www.burlingtonvt.gov/sites/default/files/Agendas/6-21-23%20Agenda.pdf
https://linktr.ee/townmeetingtv
1. Call to Order/Welcome
2. Agenda
3. Public Forum
4. Consent Agenda
5. Parking Violation Ordinance Change Regarding Fees
6. Revenue Bond Authorization for Garage Capital Work
7. Draft FY’24 DPW Goals and Objectives
8. Director’s Report
9. Commissioner Communications
10. Adjournment & Next Meeting Date – July 19, 2023
This video belongs to http://www.cctv.org and published with permission under Creative Commons License CCTV Center for Media & Democracy Programming is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.
A
A
A
A
E
F
Thank
you
for
the
question.
Yes
had
several
conversations
with
the
residents
and
the
folks
that
managed
the
building
residents
in
the
building
and
folks
that
made
the
initial
requests
were
adamant
and
I
explained
it
pretty
much
functionally
the
same.
But,
as
you
just
pointed
out
now
we
put
a
30
minute.
You
know
time
limited
space
in
there
they're
adamant
that
they
want
it
to
be
a
vehicle
loading
space.
Okay
I
mean
the
beauty
of
this
is.
If,
if
it
is
a
problem,
then
we
can
always
adjust
yeah.
F
H
All
right,
quick
question
for
staff,
sure
on
item
D,
the
North
Union
Street,
Limited
parking
time,
limited
parking,
I'm,
just
wondering
why
there's
there
the
decision
was
three
spaces
instead
of
like
maybe
two,
you
know,
we
got
one
one
public
feedback
and
it
was
from
a
resident.
You
know
so
wondering
maybe
like
what
sort
of
interaction
there
was
with
the
businesses
that
are
right
on
that
corner.
You
know
it's
a
challenging
Corridor
as
we
we
know,
balancing
the
needs
of
residents
and
businesses
there.
F
F
F
I
I
just
have
one
question:
what
are
you
going
to
how's
the
method
be
for
the
15
minutes
on
Bank
Street?
Is
there?
Are
you
going
to
put
those
yellow
meters
in
there
or
you
know,
that's
obviously
a
kiosk
thing.
So,
what's
the
method,
that's
going
to
be
used
to
make
that
clear
that
that's
what
it
is
for.
G
G
I
They
were,
but
there's
no
meters
in
that
section
at
all,
because
it
was
all
taken
away
when
the
when
it
was
all
turned
over
to
the
construction
project,
so
you're
going
to
put
yellow
meters
in
there.
So
people
know
it's
a
15
minute
thing.
Just
put
those
things
back
in
there
with
the
quarters
on
them.
G
A
J
So
Mr
Padgett
is
unexpectedly
out
today,
so
you
get
me
for
the
next
three
agenda
items
thanks
for
your
understanding
as
I
walk
through
these
items.
So
the
first
item
is
the
meter
and
time
limited
parking,
fine
increase,
and
what
you
see
before
you
in
the
packet
is
a
proposal
to
increase
the
fines
for
meter
violations
and
time
limited
parking
violations
from
15
to
20
dollars.
J
Division,
director,
Jeff,
Padgett,
stated
well
I.
Think
in
the
second
page,
the
description
of
why
we're
proposing
this
in
a
way
our
goal
is
to
move
towards
as
few
fines
as
possible,
but
we
want
to
set
up
a
Terrain
where
it's
easy
to
do
the
right
thing
and
right
now
there
are
day-long
Parkers
who
pay
more
to
pay
legitimately
at
the
dollar
15
hour
meters
than
a
violation
of
a
15
ticket,
and
we
think
that
there's
a
good
message
in
that
doing.
The
right
thing
should
be
the
cheaper
Direction.
J
In
addition,
balancing
this
year's
FY
24
budget
for
the
general
fund
violations
do
go
to
the
general
fund
has
been
strained
this
year
and
this
action
will
also
assist
the
city
in
balancing
its
budget.
The
last
increase
was
2013.
inflation,
since
2013
has
been
around
30
percent,
which
is
approximately
the
increase
from
15
to
30.
To
20.
Excuse
me
in
other
communities,
we've
researched,
you'll,
see
at
the
bottom.
Twenty
dollars
is
still
on
the
low
end
of
the
spectrum.
Portland
Maine
has
20,
but
UVM
has
25.
Rutland
has
30.
J
J
E
J
E
K
L
J
Yes,
thank
you,
you're
pulling
it
from
the
memo
that
I
do
not
pick
up
on.
So,
yes,
it
is
the
predominant
ticket,
and,
but
that
said,
interestingly,
other
tickets
are
much
more
expensive.
So
while
it's
65
of
the
number
of
tickets
I'm
not
sure
what
it
equates
to
in
total
revenue,
something
much
less
than
65
percent
all
right
30.
Thank
you
rob,
okay!
Thank
you.
I
M
M
that
we
are
tracking
with
inflation
and
with
sort
of
our
kind
of
peer
communities
so
that
it
isn't,
we
do
need
to
kind
of
keep
up
with
that
bit
and
I.
Think
it's
really
important.
The
education
piece,
I
think
is
key,
also
making
sure
that
the
if
there
are
any
frequent
flyers
on
the
parking
ticket
world
that
they
are
aware
that
that
this
will
be
going
into
effect
so
for
sort
of
that
public
relations.
Looking
at
Mr
Golding
had
that
public
relations
campaign.
D
You
so
I
I,
like
that,
we're
using
data
that
we
continue
to
use
data
and
that
we're
not
at
the
high
end
of
virtually
anyone
for
for
increasing
this
I
am
curious,
though
at
kind
of
touching
on
the.
How
are
we
going
to
educate
the
public
and
I've
mentioned
this
before?
Do
we
actually
write
things
on
the
ticket
envelopes?
B
D
H
Yeah
I,
don't
have
very
many
comments
on
this
either
I
think
it's
fine
I
will
echo
my
fellow
Commissioners
in
the
sort
of
Education
piece
around
the
chain.
This
change
I
think
you
know
it's
a
compelling
statement
to
say
you
know,
pay
the
meter
rather
than
pay
the
ticket
right.
Like
it'll.
Save
you
money
that
sort
of
thing
it
didn't
articulate
that
message
very
well,
but
I
think
there's
a
good
messaging
in
there
in
terms
of
like
the
customer
interface.
D
A
Let's
remember
this:
if
we're
revisiting
other
types
of
fees
in
the
future
to
make
sure
things
sort
of
scale
in
sync
right
again:
I
understand
that
there's
Maybe,
some,
that
was
a
study
of
I,
think
maybe
focused
on
the
downtown
or
the
Main
Street
Great
streets
vicinity
about
what
the
right
price
is
and
I
think
there
was,
if
I
remember
correctly,
there's
a
decision
to
like
hold
on
changing
pricing.
For
now,
if
we
come
back
to
it,.
A
A
A
J
J
J
I
A
J
So
this
item
was
one
of
the
revenue
Bond
authorization
for
garage
Capital
work
is
one
that
we
have
been
working
behind
the
scenes.
As
folks
are
aware,
we've
been
doing
work
on
both
the
downtown
garage
and
Marketplace
garage
to
keep
them
open
and
safe.
The
marketplace.
Garage
nearing
50
years
in
age
has
certainly
been
a
challenging
one
to
keep
in
good
repair.
J
You
see
in
the
in
the
memo
we've
made
approximately
750
000
worth
of
repairs
to
those
garages
and
when
we
started
doing
the
work
back
in
2022
as
you'll
see
on
the
second
page
of
the
memo,
the
clerk
treasurer's
office
was
understaffed.
The
plan
was
to
pull
some
loan
at
that
time
coming
out
of
covid.
As
you
have
heard
from
us,
we
the
two
funds,
the
parking
facilities
fund,
which
is
garages
and
lots,
and
the
traffic
fund,
which
is
on
Street
Revenue
The
Meters.
Both
of
those
funds
are
the
fund.
J
Balance
is
exceedingly
low
in
each
fund
to
the
case
that
our
parking
facilities
fund
is
needing
to
borrow
not
only
for
this,
but
for
additional
Debt
Service
that
will
be
coming
to
you
in
subsequent
months.
So
what
we
have
done
with
the
clerk
treasurer's
office
because
they
were
low
on
staff,
is
They
delayed
the
pulling
of
debt
to
be
able
to
service
this
work.
The
general
fund
paid
the
750
000
for
this
work,
and
now
we,
the
parking
facilities
fund,
needs
to
reimburse
the
general
fund
for
the
upgrades
to
the
garages.
J
So
this
debt
service
will
enable
us
to
repay
the
general
fund
and,
as
you'll
see,
the
terms
here
are
that
two
years
no
Debt
Service
payments,
while
the
fund
replenishes
and
traffic
comes
back
to
downtown
and
then
we
will
pay
it
off
in
years,
three,
four
and
five.
So
it's
a
very
short
note
and
3.75
interest
estimated
that's
what
the
clerk
treasurer's
office
has
been
quoted.
We
won't
know
until
the
loan
documents
are
executed,
but
it
will
be
in
that
range.
So
in
interest
will
be
minimal.
Happy
to
answer
any
questions.
J
J
Yes,
we
for
fy24
we've
budgeted
3.4
million
dollars
of
Revenue.
Part
of
the
strengthening
revenue
is
that
two
hours
free
was
removed
from
Marketplace
garage
two
or
so
years
ago,
but
unfortunately,
covid
occurred
right
when
we
did
that,
so
we
lost
the
expected
Revenue
bump
from
that
activity
so
or
that
rate
change.
So
we
do
expect
that
to
help
we
also
with
CityPlace
under
construction,
will
have
a
lot
more
activity
happening
around
the
downtown
garage
which,
during
the
construction
phase,
may
be
more
contractor
parking.
J
H
A
M
Yeah
no
I
think
it
looks
great
I
appreciate
appreciate
the
questions.
Those
were
those
were
mine
and
I.
Think
kind
of
tracking
tracking
the
revenue
for
the
garages
not
just
to
to
this
Bond,
but
also
in
the
anticipation
of
any
other
future
maintenance
issues
will
also
be.
Hopefully
we
can
hear
from
Jeff
in
February
we'll
get
our
annual
report.
J
You
reminded
me
of
one
thing:
if
I
made
a
chair,
so
the
administration
to
commissioner
Fox's
comments
has
asked
us
to
bring
a
multi-year
pro
forma
with
our
expected
revenues
year
over
year
back
to
the
board
of
Finance
in
the
next
three
to
six
months.
We
would
certainly
provide
that
same
information
to
the
city
to
the
commission
if
it
doesn't
fall
in
February,
with
your
annual
presentation,
we'll
bring
it
whenever
it's
ready.
J
So
we
are
going
to
be
looking
at
financing
that
one
as
well
and
I
would
assume
that
when
we
come
back
for
that,
one,
which
is
much
larger
than
this-
that
we
would
be
bringing
you
the
performer
at
the
same
time,
a
little
bit
more
financial
rigor
given
the
size
of
that
borrowing.
So
that
you
have
greater
comfort
that
we
can
take
on
that
debt.
I
You
know
the
Burlington
Telecom,
the
money
was
invested
out
of
the
general
fund
and
then
there
was
an
anticipation
of
the
the
borrowing
like
this
and
and
then
obviously
the
2008
2009
financial
crisis
happened,
so
things
went
wacko,
so
I
I
just
find
it
ironic
that
this
is
exactly
the
same
sort
of
scenario
that
we're
having
you
know
trying
to
keep
things
done.
Getting
getting
done
in
the
repairs
had
to
happen,
but
the
money
gets
moved
from
wherever
it
needs
to
get
moved.
I
And
then
you
know
you
hope
that
that
somebody's
going
to
buy
these
bonds
and
feel
like
we're
we're
going
to
be
able
to
pay
them
back
off
of
our
parking
Revenue.
So
I,
you
know
my
first
question
was
about
how
much
interest
it
actually
is
going
to
add
by
not
paying
anything
on
the
debt
the
first
two
years
and
I.
Don't
think
there's
any
way
around
it.
I
think
I
understand
your
reasoning
about
not
not
expecting
250
000
plus
interest
to
be
available.
The
first
year
on.
C
I
A
A
D
L
A
J
So,
each
year
we've
provided
the
commission
an
overview
of
leaderships
goals
and
objectives
for
the
public
to
understand
what
our
priorities
are
and
for
the
commission
to
evaluate
my
performance
and
the
other
appointed
position
in
the
department,
which
is
the
city
Engineers
performance.
So
this
is
very
much
a
draft
for
fy24
thought
was
that
we
could
get
your
feedback
here
and
that
I
bring
back
a
updated
version
to
your
first
meeting
in
fy24
some
years.
The
commission's
kind
of
voted
to
accept
it
in
other
years.
J
You
just
have
seen
it
as
a
staff
document
I'm
flexible.
However,
the
commission
wants
to
memorialize
it,
but
definitely
think
it's
helpful
for
you
to
understand
where
I
and
the
other
members
of
the
leadership
team,
including
Mr
Goulding
here
in
the
city,
engineer,
Norm
Baldwin
want
to
drive
the
ship
in
this
coming
year
and
get
your
feedback.
D
K
D
L
M
M
Like
to
me,
that's
big,
because
those
are
our
human
resources.
Those
are
our
people.
Those
are
our
co-workers.
Stuff,
like
like
those
kind
of
metrics
to
me,
are
really
valuable
and
then,
of
course,
there's
always
like
what
can
we?
What
can
we
do
more?
You
know
what
happened
with
those
the
stuff
and
the
increasing
engagement
with
under
represented
constituents.
M
What
what
impacts
them
right
right,
we
think
about
the
sidewalk
in
front
of
my
house.
Is
it's
broken
I?
Think,
oh,
the
city's
not
doing
anything
I,
don't
know
what
those
kind
of
or
some
of
some
of
our
Native
Americans
in
particular,
and
relationship
with
public
institutions
is
very
different
in
other
cultures
than
it
is
the
United
States.
So
there's
a.
C
C
M
M
The
recognition
that
anytime,
there's
infrastructure
work,
how
the
public
sees
it
and
how
how
Public
Works
presents
it.
It's
not
a
public
works
problem
or
an
issue,
but
the
public
sees
someone
wearing
flash,
yellow
and
a
construction
vehicle
and
it's
public
works,
and
why
are
they
doing
this
where's
the
tax
money,
blah
blah
blah
I?
Think
recognizing,
as
you
do
hear,
that
there
needs
to
be
good
communication
and
coordination
on
some
of
those
some
of
those
issues
and
projects
that
intersect
with
our
public
infrastructure,
so
good,
good,
the
solid
waste
and
soil
management
facilities.
C
M
G
M
Know
that
you
know
that
and
I
know
that
this
is
a
bigger
issue
than
this
commission,
but
I
feel
like
there
are
lots
of
things
in
our
guiding
plans,
like
the
NetZero
energy
plan.
That
can
help
bolster
some
of
the
arguments
that
the
city
needs
to
make
on
Consulting
collection,
yeah,
yeah,
I,
think
that's.
It
I
think
this.
This
is
this
is
great
and
those
are
I
think
my
time.
So.
Thank
you.
E
Yeah
I
really
appreciate
the
particularly
the
metrics
column,
special
ones,
where
we
can
easily
put
a
number
to
that.
I
think
I
know
that
a
lot
of
metrics
are
included
in
the
various
different
agenda
items
that
we
see
month
to
month,
but
I
think
it'd
be
really
helpful.
For
you
know,
I
know,
there's
the.
E
These
particular
metrics
that
are
in
here,
but
to
see
right,
the
actual
numbers
behind
this
year
over
year,
whether
it's
in
this
meeting
annually
or
the
meeting
before,
where
we're
talking
about
the
reviews
of
the
different
department,
heads
just
I,
think
it'd
be
helpful
to
have
that
all
Consolidated
in
one
place,
yeah
two
other
sort
of
more
overarching
topics
that
I
don't
know
how
they
fit
into
the
overall
document.
But
one
is
I'm
a
really
big
proponent
of
demonstration
projects.
E
I
know
they
take
a
lot
of
Staff
time
and
in
whatever
way
we
can
do
them.
Whether
it's
really
small
versions
of
that
for
projects
that
will
be
adopting
regulations
moving
forward.
I
think
that's
really
helpful
and
then
the
last
piece
is
also
around
data,
but
just
in
the
sort
of
year
so
far
being
on
the
commission
there's
been
I,
don't
want
to
say
a
distrust
of
data
from
the
public,
but
it
seems
like
the
public
has
been
questioning
a
lot
of
the
data.
E
L
E
K
J
Yes,
you
raised
great
Point.
Some
of
this
data
is
easier
to
bring
forward
and
we
are
already
easily
capturing
it.
Water
main
breaks,
pothole
requests
are
all
things
easily
extracted
from
our
tools.
There
are
other
pieces
that
we
are
still
working
to
kind
of
build
the
back
end
of
the
Enterprise
Asset
Management
tool
to
kind
of
capture
and
then
be
able
to
efficiently
pull
out
so
I
think
what
I'm
hearing
from
two
of
the
Commissioners
here
is.
K
Yeah,
without
a
doubt,
it's
kind
of
the
kind
of
things
that
you
guys
get
phone
calls
about.
I
think
is
really
is
really
the
key
like.
How
are
people
perceiving
the
work
that
DPW
is
doing
and
is
it?
Is
it
uniform
throughout
the
city,
or
are
there
really
places
that
people
feel
like
man?
This
pothole
has
not
been
taken.
K
When
I
go
over
to
this
part
of
town,
you
know
it's
it's
kind
of
just
that
perception
whether
or
not
the
data
actually
corresponds
with
that
might
be
a
different
story,
but
at
least
meeting
and
kind
of
discussing
well.
This
is
where
we're
at
now.
What
can
you
know?
How
can
we
explain
these
perceptions
and
and
really
the
numbers
that
we
actually
do
have
So
yeah.
K
I
J
I
think
you
know
taking
an
example
out
of
this:
the
Enterprise
Asset
Management
efforts
I
am
able
to
work
with
the
asset
management
steering
committee
to
say:
okay,
here's
the
feedback,
we've
gotten
from
the
commission,
here's
the
data
that
I
need
as
a
manager
of
our
department
to
be
able
to
make
sure
that
we're
delivering
on
our
promise
to
to
Residents.
So
I
would
say
that
this
document
that
I
have
developed
with
you
all
over
the
last
several
years
has
been
more
of
a
leadership
team
to
a
commission
document.
J
It
is
not
a
full
bore,
strategic
planning
effort
that
involves
the
entire
staff
of
the
organization,
but
it
helps
the
leadership
team,
identify
our
priorities,
figure
out
where
we
need
to
invest
more
and
where
we
need
to
gatekeep
and
say
we
can't
do
this
because
we've
already
committed
to
X,
Y
and
Z.
So.
J
I
do
my
leadership
team.
You
know
I
would
say
that
this
is.
This
is
not
something
that's
directly
brought
to
our
regular
leadership
team
meetings,
but
this
is
something
I
definitely
continue
to
check
in
on
and
then
when
specific
issues
arise.
When
we
refer
to
this
and
say,
is
it
consistent
with
our
plan
for
the
year
yeah.
I
I
Yeah
I
I,
because
it's
important
to
have
things
like
this
because
you'll
forget
so
I
wasn't
sure
how
you
were
using
it.
It
sounds
like
it's
not
exactly.
You
probably
have
other
documents
that
you
use
that
you
run
through
your
your
checklist
of
things
that
you're
dealing
with
on
a
regular
basis,
the
the
suggestion
I
one
of
the
things
that
has
concerned
me
about
this
document.
Every
time
I've
seen
it
is
under
the
status
column.
I
You
know
you
have
the
metrics,
which,
like
the
one
that
I
have
some
you
know,
concern
about
an
interest
in
is
the
professional
development
percentages
of
people
that
are
taking
courses
and
internal
hiring
in
the
column
under
the
status
it
would
seem
like
you
would
want
to
have
that
be
a
you
know,
a
status
as
of
a
certain
date.
So
if
you
have
a
metric
that
says
percent
of
Staff
participating
in
professional
development
each
year
percentage
of
positions
that
are
filled
internally,
that
status
column,
it
would
be
helpful
if
that
was
actually
a
number.
I
So
your
metric
is
telling
you
what
the
numbers
are
going
to
be,
but
but
you
know
the
way
you
figure
it
out
in
an
objective
way:
yeah,
but
I
I
just
have
felt
like
it
is
never
it
is.
It
feels
very
squishy
to
me
without
those
numbers
that
that
are
the
metric
that
you've
defined
I
don't
know,
I
mean
you
know.
Continued
progress
is.
G
I
L
M
I
L
J
We
agree,
there's
there's
areas
where
we
wish.
We
had
more
capacity,
you
know
for
recordable
injuries.
You
know,
we've
had
11
recordable
injuries.
Last
three
years
we
were
down
to
seven
this
last
year.
Those
are
easy
things
to
count.
Some
of
the
pieces
like
potholes
reported
are
easy.
We
don't
we're
still
working
to
develop
a
metric
to
kind
of
be
able
to
get
generate.
The
report
on
how
many
people
have
taken
professional
development,
we're
working
on.
J
N
And
we
just
add
a
few
things.
One
is
you
know:
there's
professional
development
where
licensure
and
certifications
require
you
to
have
30
professional
development
hours
on
a
two-year
cycle.
Do
we
do
a
record
and
Report
every
individual
who's
got
a
license
and
how
many
hours
they've
completed
any
given
Milestone
or
specific
date?
No,
we.
F
N
There
but
the
professional
development
hours
are
really
kind
of
individuals
who
participate
on
a
cycle.
For
instance,
for
me,
I
have
to
do
30
hours
every
year
and
whether
I,
like
it
or
not,
I
tend
to
kind
of
jam
that
last
year
of
renewal
doing
the
30
hours
over
probably
a
four
month
period,
because
they
just
simply
don't
have
that
focus
at
that
throughout
the
year.
To
kind
of
complete
those
tasks
and
trust
me
I'd,
rather
have
it
spread
over
time
than
sit
through
training
intensely
for
some
three
foot
four
month
period.
N
It's
it's
a
challenge,
but
there
is.
There
is
a
lot
going
on
with
the
department
when
you
look
at
this
list.
These
are
things
that
we
kind
of
work
on
a
daily
basis
and
kind
of
a
heart
and
soul,
and
this
kind
of
really
frames
kind
of
where
we're
driving
to.
But
that
doesn't
mean
every
one
of
these
items
is
our
primary
focus.
Every
day
it
comes
and
goes
seasonally,
and
so
it's
it's.
N
This
is
part.
This
is
explaining
kind
of
our
culture
and
our
thinking,
so
you
understand
kind
of
the
depth
of
where
we're
at
what
we're
trying
to
do,
and
then
you
can
either
validate
that
or
question
it
or
challenge
that.
But
it's
not
a
bad
idea
to
try
to
build
further
the
metrics
that
support
substantiate
really
what
we're
doing,
because
there's
a
lot
going
on.
I
A
metric
I
would
use
something
that
you
can
actually
do.
That's
that's
beneficial
to
you
as
well.
So
it's
not
like
busy
work
to
make
it
through
the
commission
to
have
that
number,
but
you
know
so
don't
put
them.
I
wouldn't
have
a
metric
that
was
so
much
work
that
it's
like
it
never
gonna
happen
and.
C
I
N
Getting
at
some
of
the
some
other
things
in
terms
of
assets
is
we're
in
this
infancy
of
developing
systems.
That
then
need
to
be
pushed
through
down
to
the
culture
of
the
workers,
doing
the
work
in
the
field,
and
how
do
you
automate
those
systems?
How
do
you
make
it
so
that
it's
not
a
burden
but
is
actually
useful
information
that
could
kind
of
feedback
into
how
well
we're
doing
or
not
doing.
I
I
L
I
N
N
I'll
know
where
the
first
priorities
are
with
the
investment
that
we
have
available
to
us,
which
we
all
know
that,
if
I'm
spending
money
on
potholes
I'm,
not
spending
money
on
real
proactive
work,
that's
a
reactive
response
and
as
we
go
further
into
the
circumstance
of
less
funding
availability
because
of
the
capital
funding
challenges,
it's
going
to
be
really
important,
that
we
know
and
understand
where
our
highest
and
best
investment
is,
and
so
we're
trying
to
spend
a
lot
of
time.
Understanding.
N
N
I
N
I
I
A
D
C
A
N
Doesn't
hurt
this
month
as
an
example
has
been
challenging
to
get
that
information
from
the
police
and
the
state.
The
city's
police
records
are
different
than
the
state
records
and
how
detailed
the
state
records
are
buried.
My
understanding
is
the
state
accent.
Records
are
very
generalized
and
not
actionable,
so
we
really
try
to
dial
into
what
is
the
city's
police
reports
and
some
of
those
you're
even
not
actionable,
but
at
least
they're
what
we
have
it's
better
than
anything
else.
Yeah.
A
N
J
To
hear
it
we'll
bring
you
the
data
next
month,
we're
here
here
and
loud
and
clear,
no
problem:
we've
got
PCI,
we've
got
sidewalk
condition
index
city-wide
we've
got
crash
data
Citywide,
we'll
bring
it
it's
important
and
I
agree,
I!
Think
it's
really
good
feedback
and
we're
excited
that
you're
excited
to
have
that
data
yeah.
It's
just
not
sitting
in
this
document.
N
A
J
A
L
B
L
J
A
C
A
A
C
J
Lives
that
we're
doing
our
office
of
City,
Planning
Norm's
team
is
involved
in
that
study.
It
was
a
council
requested
study
under
a
past
Council,
and
the
evaluation
is
to
understand
how
our
transportation
policy
will
interact
with
our
permitting
systems
and
what
requirements
we
will
put
in
place
with
development,
and
we
can
certainly
share
the
scope
of
work
that
the
office
of
City
Planning
is
developing.
J
A
A
A
J
N
N
N
It
clearly
has
impacts
to
businesses
and
there
needs
to
be
a
dialogue
with
those
businesses
before
things
happen,
so
that
people
aren't
surprised
and
we've
been
very
laser,
focused
on
that
and
one
of
the
things
that
I've
been
doing
on
a
weekly
basis
is
beginning
with
a
City
Market,
because
they
are
four
corners
disrupted
by
the
parkway
itself,
and
so
we
are
sensitive
to
that
issue.
We
have
public
information,
people
who
work
on
that.
We
have
Corey
who
works
and
Ken
who
works
very
hard
at
communicating
with
the
public
who's
got
concerns
or
expressed
concerns.
N
There
is
a
lot
of
full
court
press
work
to
manage
a
contractor
who
wants
to
make
significant
progress
quickly
and
we
are
at
the
front
line,
saying
wait
a
minute.
Let's
make
sure
the
public
knows
and
understands
what's
next,
so
that
they
can
get
on
with
their
lives
and
not
be
fully
disrupted.
So
we
are
building
things,
but
we're
also
controlling
and
tempering
and
managing
that
effort.
N
So
that's
an
example
of
staff.
It's
important
that
we
think
very
thoughtful
about
how
we
train
and
prepare
our
personnel
and
staff
to
do
this
work.
Some
things
that
I've
done
in
the
past
I'm
now
handing
to
other
staff
who
are
less
senior,
who
are
learning
and
growing
and
being
mentored
in
that
process
of
doing
that
work.
So
there's
a
lot
of
that
going
on.
N
We
have
interns
in
terms
of
doing
great
work,
but
they're
here
also
to
learn,
and
we
want
them
to
learn
the
things
that
we
do
on
a
daily
basis
so
that
they
can
in
their
careers.
Have
the
experience,
have
the
knowledge
and
leave
this
place,
not
just
with
a
means
of
income,
but
also
a
base
of
knowledge.
So
learning
is
really
important
to
my
team.
A
J
L
J
L
A
L
H
B
H
L
J
Yes,
that's
great
comment
and
I
think,
given
that
the
commission
necessarily
doesn't
have
kind
of
de
facto
authority
over
financials.
It
probably
didn't
wasn't
as
explicit
here
I
mean
there
needs
to
be
a
North
star
of
us
achieving
our
budgeted
objectives
year
over
year.
The
general
fund,
as
main
drivers
of
Revenue
that
fluctuate
significantly,
is
the
amount
of
billable
work.
J
So
we
are
having
to
manage
on
the
general
fund
kind
of
those,
the
three
main
activity
centers
to
make
sure
we're
billing
enough
we're
constructing
enough
and
we're
getting
enough
fine
money
in
to
keep
the
general
fund
whole.
But
if,
if
there's
interest
in
understanding
kind
of
our
financial
management,
I'm
happy
to
pull
those
numbers
out
and
look
at
Trend
data
with
you
all.
N
So,
as
chip
noted,
we,
my
team,
does
significant
amount
of
billing
to
Grant
projects.
So
that
means
that
the
staff
that
we
have,
which
is
pretty
expansive,
though
it's
a
fairly
heavily
consumed
team
I,
have
a
table
that
shows
precisely
what
projects
I
have
and
who's
being
assigned
to
it.
What
percentage
they're
assigning
their
work
to
what
is
billable
non-billable,
and
that
is
our
driving
force,
where
we
use
click
time
to
enter
our
time
to
make
it
billable
and
Justified
with
our
grant
products.
So
we
have.
N
We
get
a
considerable
amount
of
other
people's
money
to
support
this
team,
but
it
provides
technical
staff
resources.
Probably
the
city
normally
wouldn't
have
available
to
them
and,
along
with
that,
we
manage
capital
projects
well,
Capital
products,
there's
significant
dollars
and
cents
that
go
through
our
hands.
The
parkway
is
an
example:
41
million
dollar
project
we're
processing,
paying
all
those
bills,
and
this
means
that
there's
got
to
be
a
firm
process
of
management
here,
and
that
is
where
we
have
contract
authorizations.
N
We
have
purchase
orders,
we
have
pay
requisitions,
we
know
precisely
transactionally
where
each
project
is
in
any
given
time,
because
each
pay
wreck
I
require
my
staff
to
submit
the
spreadsheet
that
accounts
for
all
those
expenses.
So
we
know
financially
where
we
are
probably
better
than
even
the
accounting
system
on
a
on
a
timely
basis.
So
this
is
number
one
important
to
me
that
we
are
managing
this
money
as
well
and
that
we
can
answer
any
question
that
comes
up.
N
That
comes
through
audit,
so
we
have
a
process
where,
for
instance,
contracts
execution
of
contracts
flow
through
me
then
flow
through
Chapin
I'm,
explaining
precisely
where
we
are
with
the
authorization
of
the
council.
He
sees
that
in
my
communications
to
him
and
then
he
executes
those
contracts.
So
there
is
a
two-person
turn
to
key
before
things
happen.
A
B
C
A
A
A
J
Right
so
division
director,
Jeff
Padgett,
has
put
in
your
materials
the
notice
about
the
July
3rd
Special
rate
and
I,
don't
believe
it
made
it
in
the
packet,
but
we
will
be
sending
to
you
a
notice
to
the
commission
about
50
off
in
the
downtown
Garage
on
Saturdays
in
the
summer
same
type
of
promotion
we
did
last
year.
The
garage
is
still
way
under
utilized
so
trying
to
launch
some
sort
of
promotion.
J
N
This
will
probably
be
a
three
weeks
of
alternating
one-way
one
lane
of
traffic
for
two
lanes
of
flow
and
Then,
followed
by
a
full
closure
that
will
detour
through
Sears
Lane,
so
I
I,
guess
I'm,
bringing
this
up
so
you're,
not
surprised
by
any
calls
you
may
get
from
the
public.
Obviously,
it's
disruptive
as
that
is
you.
You
should
know
first,
that
it's
coming
and
that,
if
you
have
questions,
feel
free
to
either
call
me
or
Corey,
we
can
brief
you
on
anything
and
anything.
N
L
N
Yeah
so
I've
not
actually
seen
the
inventory
as
yet
I'm
going
to
be
scheduling,
time
or
scheduling
time
next
week
to
go
through
that
with
staff
and
we've
been
doing
that
inventory
throughout
the
whole
entire
city.
So
it
will
tell
us
how
many
square
feet
of
potholes
or
bad
potholes
that
need
to
be
fixed
when
I
talk
about
potholes.
Our
focus
is
really
those
areas
where
you
have
clusters
of
potholes
together
that
have
been
patched
and
repatched
and
it's
just
a
mess
in
one
particular
spot.
You
know
you.
L
N
It's
a
small
Paving
operation
and
get
it
repaved
such
that
it
gets
us
through
to
the
next
year
or
two
to
where
we
do
more
proactive,
full
Street,
Redevelopment
and
mind
you
some
streets,
don't
really
necessarily
need
full
Street
Redevelopment
that
just
need
that
particular
focus
on
that
one
area
that
is
ungodly
bad
for
serviceability
and
will
it
survive
another
winter
season?
Is
the
question
mark,
but
we
only
have
so
much
money
and
how
much
money
do
we
put
towards
this
small
operation,
patching
versus
real
solutions
in
terms
of
repaving
the
road?
N
This
is
The
Balancing
Act
we
have.
We
are
not
fond
of
the
idea
of
spending
a
significant
amount
of
money
on
patching
because
it's
just
a
stop
Gap
measure,
not
a
real,
proactive
solution,
but
if
that's
what
we
have
to
do,
because
that's
our
financial
limitations,
that
is
that's
the
choice.
We're
going
to
make
have
to
make.
L
K
J
K
Approximity
I,
don't
think
it's
exceptionally
critical,
but
if
we
are
going
to
be
doing
any
sort
of
data
driven
analysis
splitting
it
up,
maybe
into
like
three
or
four
sections
but
including
at
South,
End,
new
North,
End
and
then
Old
North
End
downtown
court.
Since
that
seems
to
be
where
the
big
division
in
between
people's
perceptions
about
the
quality
of
the
infrastructure
might
be.
And
it
would
be
interesting
to
see
if
that
really
comes
out
in
the
data
or
or
not.
K
H
First,
I
will
sort
of
Echo
engineer
Baldwins
comments
around
sort
of
like
interacting
with
the
Champlain
Parkway
website
and
signing
up
for
their
emails,
and
if
you
have
a
question
responding
right
to
those
emails,
they
are
very
responsive.
I
sent
an
email
on
a
Friday
afternoon
and
I
got
a
phone
call
back
the
same
afternoon,
so
I
think
sort
of
that
public
relations.
Aspect
of
it
is
at
least
from
my
experience
of
it
has
worked.
H
Well,
so
you
know
it's
a
good
resource
for
people
to
be
aware
of
the
other
thing.
I
would
be
remiss
not
to
bring
up
north
or
south
Union
and
pearl
intersection,
where
we
had
those
nice
little
bollards
for
like
24
hours
at
the
bike
lane
and
like
when,
after
day
they
were
gone
because
clearly
a
car
or
a
driver
had
hit
them
run
over
them.
Bollards
were
you
know,
destroyed
in.
C
H
Yeah
so
yeah
I
think
you
know.
A
lot
of
us.
Optimists
were
like
super
excited
to
see
that
there's
something
right
and
then
I
like
rode
through
it
and
I
was
like
wow.
That's
new,
like
that's,
exciting,
there's
something
there
and
then,
like
an
hour
later,
it
was
gone
so
yeah,
just
I
mean
yeah
I,
just
like
I
said
I'd
be
sort
of
remiss
not
to
bring
it
up.
L
C
H
We
want
to
protect
people
who
are
cycling,
I
mean
it
seems
like
even
like
a
taller
plastic
thing
might
help,
just
like
I'm
thinking
of
The
Pedestrian
signs
that,
like
people
are
really
good.
Well,
not
really
good
I
shouldn't
make
that
generalization,
but
I
feel
like
people
are
good
about
sort
of
avoiding
those
and
that
sort
of
thing,
and
it
seems
like
it's
sort
of
a
similar
like
base,
perhaps,
and
so
yeah
I,
don't
know
if
there
are
sort
of
creative
ways
that
we
can
I
don't
know.
N
I
would
just
note
in
that
case
you
know,
there's
been
some
internal
conversation
about
what
the
solution
is:
yeah,
yeah
and
unfortunately,
because
it's
so
tight.
We
believe
that
people
are
willfully
hitting
them.
They
just
it's
such
a
tight
space
to
accommodate
the
bike
lane
that
they're
just
getting
hit
and
I'm
I'm.
You
know
one
of
the
solutions
that
we'd
love
to
have,
but
is
not
within
our
financial.
N
Reach,
is
really
to
move
poles
and
move
curb
and
to
make
it
a
full
success
and-
and
we
talk
about
quick,
builds
well,
we
love
doing
quick,
builds,
but
quick,
build
shouldn't,
be
a
long-term
solution
to
those
facilities.
They
need
to
be
more
permanently
constructed
and
that
really
takes
unfortunately,
money
significant
amounts
of
money
to
be
able
to
make
those
things
be
pulled
off
successfully
and
we're
we're
constantly
looking
for
different
Technologies,
like
you're
talking
about
that
find
a
a
way
of
being
successful.
But
it's
been
tough
yeah.
J
And
that's
what
Norge
teams
is
seeking
to
get
constructed
on
North
Champlain
Street,
which
is
a
more
durable
separated
facility?
We
just
put
it
out
to
bed
and
it
came
back
too
high,
so
we're
adjusting
the
design
a
bit.
But
we
are
looking
at
things
that
are
more
durable
than
what
we've
tried
to
put
out
and
have
not
succeeded.
J
N
H
Looking
okay,
I
guess
sort
of
along
those
lines,
and
this
is
I,
guess
more
out
of
curiosity,
but
what
was
sort
of
the
rationale
behind
putting
just
like
the
temporary
bollards
there,
just
at
that
intersection,
I
mean
I'm,
not
criticizing
it
at
all,
but
you
know
it
was.
Maybe
you
know
six
feet
of
protected
what
you
know
I.
C
N
H
H
It
seems
to
me,
as
someone
who
drives
through
there
and
bikes
through
there
like
heading
north,
frequently
that
the
the
center
line
is
not
completely
like
curved
all
the
way,
and
so
it's
kind
of
shooting
the
Northbound
traffic
like
straight
and
the
bike
lane
also
sort
of
has
this
weird
double
stripe.
That
sort
of
like
goes
in
and
then
back
out
again.
It
just
looks
really
weird
and
it's
really
confusing
as
a
roadway
user.
H
L
L
H
N
C
N
H
N
Job
you
know,
there's
other
examples
on
upper
Pine
street,
where,
for
whatever
reason,
the
center
line
curved
I'm
just
like
there
there's
got
to
be
more
line.
Striping
contractors
in
this
state
to
kind
of
avoid
those
types
of
quality
control
issues,
because
there
needs
to
be
a
more
competitive
market.
That's
kind
of
the
bottom
line
in
my
mind.
Okay,.
L
L
L
M
C
M
But
recognizing
you
know
we're
asking
for
for
for
data
points
and
I
hope.
Certainly,
at
least
from
my
point
of
view
that
any
of
this
information
I
ask
is
not
to
necessarily
not
to
create
more
work
for
the
sake
of
creating
more
work,
but
really
to
communicate
all
the
work
that
the
city
is
doing,
that
this
department
is
doing.
You
know,
and
the
thing
about
the
striping
is
Jane.
Public
doesn't
differentiate
between
the
contractor
and
public
works
right,
so
maybe
maybe
Jim
and
I
will
go
into
business.
M
The
communication
on
projects,
because
it's
hit
home
and
maybe
I,
had
the
hotline
to
Mr
Goulding
I'm,
not
even
looking
at
you
Rob
I'm,
sorry,
but
the
contractor
for
the
relining
of
the
water
lines
has
been
fantastic.
Really
they
are
fantastic.
We
had
a
little
bit
of
a
communication
issue
between
a
parking
enforcement
on
our
street
with,
while
the
contractors
are
there,
but
Jeff
came
up
with
a
solution
for
that
right
really.
That
was.
This
has
been
great.
M
D
L
M
M
D
K
I
I
Think
time
to
give
somebody
else
a
chance
to
be
able
to
sit
in
the
seat
and
make
comments
and-
and
it's
I
really
do
love
Public,
Works
and
I-
really
love
that
as
I've
said
many
times,
Public
Works
is
the
is
the
the
critical
infrastructure
that
makes
Burlington
have
a
civilization.
Frankly,
there
would
be
no,
it
wouldn't
be
civilized
if
we
didn't
have
any
of
the
things
that
that
Public
Works
provides
so
I
have
found.
I
I've
learned
a
lot,
I'm
really
really
happy
about
how
much
I
learned
and
I
hopefully
have
contributed
things
that
would
have
been
helpful
and
not
totally
annoying
and
I
didn't
get
the
Sheep's
hook.
All
the
time
to
to
you
know
not
continue
to
ask
questions
that
you
know
got
lengthy,
so
I
just
want
to.
I
Rob
Goulding
having
come
on
board
to
help
with
all
the
Public
Public
Communications,
which
made
a
big
difference
over
time,
which
wasn't
something
that
was
done.
So
that's
that's!
Where
I'm
at
I
appreciate
everybody
putting
up
with
my
various
long-winded
questions,
but
I
think
they
were
all
very
relevant
and
I
hope
they
have
been
helpful
and
I
I
appreciate
the
work
that
everybody's
been
doing
and
will
continue
to
do
and
I'll
be
watching
on
the
on
the
TV
and
I
won't
be
able
to
participate
in
all
my
other,
very
busy
activities.
I
J
When
we
finish
up
the
meeting
tonight,
we
have
brought
some
special
treats
here
and
I
would
welcome
a
time
to
just
hang
out
and
enjoy
each
other's
company
and
thanks
all
day
for
11
amazing
years
it
look.
You
know,
I
have
never
once
questioned
that
you
have
been
raising
the
tough
issues
in
order
to
best
serve
this
community
and
I.
Think
you
have
helped
us
tackle
the
vexing
policy
challenges
of
the
day
and
you've
made
our
work
better.
A
Well
said,
thank
you
with
that.
I
will
close
commissioner
Communications
move
forward
to
item
10
energy
and
next
meeting
date
with
the
notes
that
consider
an
alternate
date.
Perhaps
that
may
work.
We
know
that
it's
not
a
challenging
time
by
myself
playing
so
much
that
as
I'll
be
out
of
town
for
a
chunk
of
July
as
well,
I
believe
in
sort
of
polling.
Commissioner
availability
across
July
and
staff
availability
as
well
we're
not
going
to
catch
everyone.
L
A
There
but
well
I,
believe
the
suggestion
for
staff
is
to
aim
for
reps
July
26th,
with
the
caveat
that
we
do
typically
take
one
month
off
in
the
summer.
If
we
can
swing
it
traditionally,
August
last
year
it
was
July
but
I
think
staff's
recommendation
here
and
one
that
I
agree
with.
Is
that
act
like
we're
going
to
meet
July
26th
Wednesday?
If.
J
That
works
for
you
all
yeah
city,
engineer,
Baldwin
will
be
here,
I
will
be
out,
but
there
are
a
couple
of
moving
targets
related
to
Main,
Street,
Great
streets
and
a
couple
other
timely
items.
So
if
the
commission
would
try
to
make
a
meeting
in
July
work,
it
seemed
like
you
had
a
better
commission
attendance
for
the
26th
and
trying
to
go
shorter
in
July
was
just
going
to
pinch
Us
in
terms
of
timing
to
get
things
ready.
So
that
would
be
our
preference
if
it
works.
For
you
sure.