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From YouTube: Winooski City Council - 1/9/2023
Description
https://www.winooskivt.gov/AgendaCenter/ViewFile/Agenda/_01092023-1044?html=true
00:00:00 Call To Order/Liquor Control Board
00:02:30 Agenda Review
00:02:38 Public Comment
00:02:56 Consent Agenda
00:03:16 Council Report
00:05:54 City Updates
00:08:03 Town Meeting TV Trustee Appointment
00:10:16 Exit 16 Presentation
00:48:48 Strategic Vision Area Goal Update
00:54:49 Brownfields Revitalization Grant
00:57:07 Public Safety FY24 Budget Presentation
04:06:22 ARPA Survey Results
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
B
D
E
C
A
A
All
right,
so
that
is
the
end
of
our
liquor.
Control
board
meeting
agenda.
Do
I,
have
a
motion
to
adjourn
second
motion
by
Jim
seconded
by
Bryn.
All
those
in
favor,
please
say:
aye
aye
motion
curious,
so
it
is
602.
I
will
call
to
order
the
Winooski
city
council
meeting
first
up
is
agenda
review
any
concerns
about
order
of
agenda
tonight.
A
A
D
A
D
A
A
H
Just
a
reminder
that
the
municipal
infrastructure
commission
is
meeting
next
Thursday
January
19th,
starting
at
6,
30
and
we'll
be
in
the
community
room
at
the
pool
and
welcome
anybody
to
join.
We
won't
have
a
hybrid
option,
so
that
will
be
just
in
person
and
that's
the
only
updates
I
have
right
now
correct
all.
G
Right
the
two
items
I
have
are:
we
are
going.
We
aren't
meeting
as
a
safe,
healthy,
connected
people.
Commission
this
month
will
be
reconvening
in
February
this
week,
though,
on
Thursday,
the
12th
of
6
p.m.
Via
Zoom,
we
will
be
having
a
special
meeting
of
the
inclusion
belonging
commission.
Some
of
the
items
will
be
looking
at
for
that
include
the
just
cause:
eviction
Charter
change,
the
draft
info
sheet.
Thinking
about
the
pilot
for
stipend
funds,
Fork
commissioners,
as
well
as
general,
review
and
discussion
of
the
equity
audit.
G
A
A
D
I
You
may,
as
you
know,
we're
continuing
the
fiscal
year
2024
budget
meetings
tonight,
community
members
are
encouraged
to
get
engaged
in
the
process.
The
public
safety
budgets
will
be
represented
later
tonight.
Next
Monday
January
17th
Council
will
discuss
any
changes
to
the
proposed
budget,
January
23rd.
They
will
vote
on
the
budget
when
you
ski
voters
will
vote
on
for
March
7th
2023..
If
you
would
like
to
share
your
input,
please
do
so
by
January
23rd.
You
may
contact
staff
at.
I
802-655-6410Vt.Gov
City
councilors
may
be
reached
out
to
by
email,
which
is
first
initial,
last
name
at
winuskyvt.gov.
You
can
find
their
contact
information
on
the
city
council,
page
of
the
website
and
Paul.
If
you
would
drop
all
that
contact
info
in
the
chat,
please,
if
you
would
like
need,
if
you
need
covid-19
test
kits,
they
are
available
for
free
at
City,
Hall,
the
library
and
the
senior
center
during
regular
hours.
I
And
finally,
if
you're
interested
in
running
for
local
office
on
town
meeting
Day
note,
the
deadline
to
file
paperwork
is
5
PM
on
Monday
January
30..
There
are
two
city
council
seats
up
for
election
and
three
School
District
seats
up
for
election.
The
two
city
council
seats
are
for
two
two-year
terms.
The
school
district
seats
are
the
treasurer
for
a
three-year
term
and
two
School
District
trustee
seats,
one
for
a
three-year
term
and
the
other
for
a
two-year
term
to
appear
on
the
ballot.
I
You
must
be
a
Winooski
resident
and
file
a
consent
of
candidate
form,
as
well
as
a
petition
with
a
minimum
of
30
signatures
to
the
city
clerk's
office
again
by
5
PM
January
30..
If
you
have
any
questions
about
this
contact,
the
city
clerk's
office
at
655-6410
or
clerkyvt.gov
or
just
come
into
City
Hall
at
27,
West
Elm
Street
between
7
30
and
4
30
Monday
through
Friday.
A
J
J
K
And
a
few
questions
I'm
here,
Paul
thanks
I,
don't
know
if
you
can
see
me
Paul
I
just
want
to
say
thanks
to
Paul,
thanks
to
Mayor
a
lot
for
considering
my
application
and
for
the
appointment.
I'll
just
share
I
work
at
Vermont,
Public,
formerly
BPR,
we're
all
well
aware
of
the
displeasure
around
the
name.
So.
K
You
your
time
there
I
worked
in
Fort,
Ethan
Allen
I
live
in
Winooski
I've
been
a
resident
for
five
years,
plus
a
homeowner
for
almost
two
years
now.
My
wife
works
for
the
town
of
Colchester
and
just
thought
it
might
be.
A
nice
alignment
of
personal
interest
and
and
professional
experience
so
happy
to
be
aboard.
A
A
A
M
There
it
goes
good
evening,
thank
you
for
having
having
us
today.
My
name
is
Michael
mccroy
I
work
for
Vermont
agency
of
transportation
and
project
manager
in
the
traffic
design
section
tonight,
I'm
actually
doing
by
a
couple
other
staffers
as
well
Annabelle
dally
is
with
me.
She
works
for
wsp
she's,
our
projects,
public
information
and
so
on,
and
behind
me
hidden
in
the
crowd,
is
Chris
Lavallette.
M
Who
is
a
v-trans
resident
engineer
and
we'll
talk
about
what
their
roles
are
a
little
bit
later
in
this
presentation,
I
was
in
front
of
well
actually
not
in
front
of
you
mayor
lot.
I
was
the
rest
of
you
are
fresh
faces
to
me,
so
this
will
actually
be
if
you
haven't
already
discovered
what
this
project
is.
You'll
get
a
little
bit
of
a
taste
of
it
tonight,
and
this
presentation
will
be.
M
Give
prior
to
groundbreaking
for
this
project,
so
this
Project's
been
in
the
works
for
a
long
time
and
the
agency
is
really
excited
to
actually
have
it
started
construction,
so
so
tonight
we'll
just
talk
about
project
scope
and
where
we're
at
and
we'll
just
kind
of
dive
into
the
construction
piece.
Because
really
that's
why
I'm
here
we've
gone
beyond
scoping,
you
know,
12
years
ago
we
scoped
this
project.
So
much
thought
and
energy
has
been
put
to
this
project,
so
we're
not
here
to
talk
about
anything
else
other
than
what
we're
going
to
construct.
M
M
It
starts
at
the
when
it's
sitting
line
and
it
goes
north
along
Route,
7,
all
the
way
up
to
Sunderland
Woods
Road
and
you
know
the
even
though
this
project
is
in
Colchester,
it
actually
probably
affects
the
forks
in
Winooski,
maybe
even
more
so
than
the
folks
at
Colchester,
just
because
of
your
proximity
and
how
many
residences
and
businesses
there
are
in
wanushi
to
this
project
site,
that's
not
to
diminish.
How
many
are
going
to
be
impacted
in
Colchester
in
any
way,
but
a
lot
of
those
as
you're?
M
M
The
city
to
you
know
have
have
your
own,
you
know
meeting
we
are
going
to
have
another
one
in
Colchester
later
in
the
week,
but
we
really
wanted
to
make
sure
we're
targeting
new
folks
directly
on
that.
So
the
project
is
going
to
be
essentially
overhauling
the
corridor.
The
Route
7
corridor,
I
believe
there's
seven
traffic
or
signalized
intersections
to
the
corridor.
M
M
M
A
little
bit
more
later
is
now
going
to
be
part
of
the
mainstream
revitalization
project,
and
so
what
we're
going
to
be
doing
is
we're
going
to
be
making
improvements
to
the
overall
roadway,
we're
also
going
to
be
upgrading
snow,
modern
infrastructure,
we're
going
to
be
essentially
bringing
the
whole
roadway
system
up
to
current
standard.
We
have
new
signs,
new
pavement
markings
and
traffic
signals
of
new
rotary
drainage
and
the
essentially
the
the
the
heart
of
the
project
is
the
reconfiguration
of
exit
16
itself.
M
M
M
This
is
just
kind
of
a
colored
colorized
version
of
what
the
Divergent
Diamond
interchange,
look
like
and
I'll
show
you
how
it
flows
here
in
a
moment,
and
then
this
is
kind
of
a
visualized
version
of
of
what
it's
going
to
look
like
when
all
is
said
and
done
so
why
diverging
diamond
interchange
at
Exit,
16,
.,
well,
right
now
in
the
United
States
there's
over
a
hundred
of
them,
there's
I
think
we're
pushing
120..
It
says
117
here,
but,
to
be
honest
with
you,
states
are
putting
everything
so
fast
that
this
number
changes
monthly.
M
The
reason
why
they're
putting
it
in
so
fast
because
safety
benefits
are
just
unreal:
37
reduction
in
crashes,
reducing
fatals
by
54,
we're
increasing
vehicle
or
capacity
at
these
interchanges
by
by
over
50
percent,
which
is
really
kind
of
crazy.
We've
never
had
a
an
interchange,
an
engineered
interchange
in
the
United
States
to
have
these
other.
M
It
eliminates
the
signalized
left
turn
movements
and,
as
I
showed
you
in
the
first
picture
before
we
saw
the
heavy
lift
movements,
a
lot
of
the
delay
and
capacity
issues
and
safety
issues
at
The.
Interchange
are
because
of
all
those
left-turning
movements
that
are
stacking
up
waiting
for
a
green
arrow.
M
The
DDI
illuminates
that
signal
and
essentially
left
turning
movements
can
happen
freely
now
and
that's
the
second
bullpoint
talks
about
how
the
left-hand
movements
now
become
yield
conditions
instead
of
stop
or
signalized,
and
it
allows
movement
during
conflicting
traffic
faces
which
you'll
see
in
the
animation
I'll
show
you
in
a
moment
currently
I
believe
this
is
as
of
last
month.
There
are
37
ddis
that
are
currently
under
construction
just
this
year
alone
and
there's
another
157
plan
I
believe
they
are
now
either
planned
or
installed
in
47,
States,
48
states,
I.
M
D
M
And
then
what
will
happen
is
you
can
see
the
Southbound
Interstate
traffic,
making
their
left
turn
onto
Route
7
with
a
free
motion,
while
the
southbound
Southern
cars
can
travel
through
the
interchange
with
their
green
lights
and
then,
finally,
at
the
Northbound,
off-ramp
and
on-ramps
you'll
see
here
a
car
turning
left
off
to
the
interstate.
He
can
do
that
without
having
to
stop
because
the
traffic
on
Route
7,
going
northbound
into
Colchester
is
already
on
the
other
side
of
the
road.
So
that's
kind
of
that's
where
we
get
our
that's
where
we
get.
M
You
know
that
don't
drive
cars
or
can't
drive
cars,
so
this
will
accommodate
those
folks.
So
that's
the
event.
A
question
I
get
frequently
is
well
I'm,
driving
on
the
left
side
of
the
road
in
the
winter
time
snow
on
the
on
the
road.
How
old
do
I
know
where
to
go?
Well?
The
short
answer:
is
you
just
shot
him
in
the
eyes
like
you
would
normally
drive
any
other?
M
M
This
question
so
ddis
have
been
built
in
in
wintertime,
snowy
conditions,
areas,
Geographic
areas
all
the
time,
there's
117
of
them
right
now,
where
snow
is
expected
annually:
snow
plowing
for
the
state,
because
the
state
meetings,
this
road
is
going
to
happen.
Normally,
we've
already
talked
to
this
talk
to
our
snow
plow
drivers
about
this.
M
M
We're
going
to
have
robust
payment
markings
when,
when
you
can't
see
the
pavement,
because
pavement
markings
and
signage
are
going
to
be
critical
for
folks
that
aren't
familiar
with
this
interchange
after
it's
built
and
giving
them
some
direction.
I've
driven
through
six
ddis
in
the
country
and
I,
can
tell
you
four
four
of
them.
Easily
I
drove
through
without
realizing
I,
was
driving
to
a
DDI.
I
know
that
sounds
a
little
strange
because
you're
driving
on
the
left
side
of
the
road,
but
it.
M
This
isn't
to
slant
the
city
of
Winooski
at
all,
but
I
do
get
this
a
lot.
People
can't
figure
out
how
to
drive
to
Winooski
circulator.
How
are
they
going
to
figure
out
how
to
drive
a
DDI?
Well,
one
I
don't
have
a
problem
driving
the
winanski
circulator,
that's
not
difficult
for
me,
but
for
some
folks
I
guess
they
have
a
hard
time
grasping
it
and.
L
M
L
M
M
M
Where
we're
at
right
now,
as
we've
been
in
this
development
for
a
long
time,
2012
is
when
we
first
started
we're.
Finally,
at
the
point
where
we're
going
to
we're
gonna
get
to
groundbreaking
here
at
the
end
of
this
month,
so
in
just
three
weeks,
you're
going
to
see
activity
out
in
the
in
the
streets
up
there,
so
the
timing
of
us
being
here
tonight
is
kind
of
planned
in
such
a
way
that
we
didn't
want
to
come
too
early
because
we
want
it
to
be
fresh
in
folks
minds.
M
But
we
didn't
want
to
come
too
late
either
because
we
didn't
want
to
just
drop
drop
the
bomb
on
folks
that
were
going
to
be.
You
know,
working
in
this
busy
area,
so
at
the
end
of
this
month,
we're
going
to
be
in
the
road,
not
necessarily
in
the
road
immediately,
but
we're
going
to
be
on
site.
There's
going
to
be
some
Crews
and
they're
going
to
be
working
throughout
2023.
M
M
So
we've
really
we
isolated
that
set
of
work
into
its
own
contract
and
that's
what's
going
to
be
done
this
year,
it'll
make
the
work
when
we
rebuild
The
Interchange
starting
next
year,
a
little
easier
because
we'll
we
will
have
some
facilities
for
folks
who
aren't
driving
cars
to
be
able
to
navigate
the
work.
So,
whereas
right
now
there
isn't
so
and
then
the
other
piece
would
be.
We
get
there's
a
water
line
that
needs
to
move,
there's
telecommunication
lines
that
need
to
be
relocated.
So.
M
The
way
so
that
when
we
come
in
to
do
the
actual
Corridor
work,
that
stuff
will
be
taken
care
of
so
the
second
Construction
contract
I'll
start
with
first,
which
is
the
DDI.
It's
Route
7
work.
It's
gonna,
be
sidewalks
traffic
signals
Landscaping
signing
any
any
of
the
big
picture
stuff
that
you
would
normally
associate
with
a
road
reconstruction
project.
That's.
M
M
So
the
three
pieces
of
this
contract
that
we're
going
to
be
completing
are
going
to
be
retaining
walls,
so
retaining
walls
underneath
the
bridges
and
that's
going
to
create
space
for
those
non-viewport
users
to
get
through
the
work
Zone
and
that
stuff
can
happen
because
it's
outside
of
the
roadway
it
can
happen
during
the
day.
So
you
will
see
activity,
but
hopefully
it
won't
slow.
You
guys
up
as
you're
driving
or
traveling
through
the
work
area,
starting
in
the
spring
you're,
going
to
see
the
road
actually
being
dug
up.
M
That's
to
do
the
water
line
to
do
the
duck
things.
We've
got
some
gas
lines.
We
also
have
a
significant
amount
of
lead
removal,
that's
out
there,
that
all
needs
to
get
blasted
and
get
out
so
that
so
we
can
build
the
rest
of
the
infrastructure,
that's
all
going
to
happen
starting
in
the
spring,
although.
L
M
Think
some
ledge
removal
can
happen,
probably
in
the
winter
time
here's
what
I
was
talking
about
when
I
was
mentioning
the
retaining
walls.
You
can
kind
of
see
in
these
visuals
the
bottom
one
we're
going
to
be
digging
out
from
behind
the
bridge
piers
and
putting
up
walls
and
it'll
create
the
flat
areas
that
folks
will
need
to
be
able
to
get
through
without
having
to
use
the
roadway,
especially
in
the
winter
times,
and
then
this
is
just
kind
of
showing
you
where
the
utility
work
is
going
to
occur.
M
D
M
M
But
we
are
expecting
it'll
be
a
significant
amount
to
blast
for
residents
of
winuski
that
live
near
the
Corey.
You
might
already
be
a
little
predisposed
to
blasting
and
the
vibrations
involved.
If
not
and
you're
driving
through
and
there's
a
blast,
they
will
hold
up
traffic
you'll
feel
some
whistles
they'll,
do
the
blast,
clear
the
road
and
then
and
then
make
you
know,
make
room
for
traffic
to
get
through.
M
M
And
they
everybody
around
here
knows
who
Ireland
is
so
they're
pretty
big
firm
and
we
just
completed
a
big
project
in
Burlington
around
about
there.
So
for
our
the
staff,
our
staff
and
their
staff
already
have
good
working
late
relationship
with
each
other.
So
we're
hoping
that
this
will
the
smoothness
of
it
will
continue.
M
From
the
public
or
a
municipality
wants
to
get
in
touch
with
somebody
from
the
project,
staff
is
going
to
be
your
first
point
person.
So
when
you
email
the
project
or
you
give
the
project,
a
phone
call
she's
going
to
pick
up
if
she's
not
on
vacation,
but
she
won't
so
she's
kind
of
going
to
be
the
one
that
handles
all
this
stuff.
This
helps
me
out
a
lot
but
she's
in
constant
contact
with
the
rest
of
the
project
team,
myself
and
Chris
at
almost
all
hours
of
the
day.
M
M
And
wsp
is
in
charge
of
developing
all
any
sort
of
material
related
to
the
project
that
the
public
will
see.
So
that
could
be
the
the
kiosks
that
we
have
out
here:
brochures
Flyers.
They
maintain
our
project
website.
They
do
the
construction
and
traffic
updates.
I
will
show
you
in
a
second
and
they.
M
And
it's
super
helpful,
so
it's
it
worked
really
well
on
again
on
the
Shelbyville
Street
roundabout
project,
so
we're
hoping
this
is
successful
here
as
well.
So
email
notifications,
when
you
sign
up
for
project
Communications
you're,
going
to
get
a
series
of
email
notifications
if
there's
meetings,
you'll
get
them
in
advance.
We
have
weekly
construction
updates
that
go
out
and
it
just
kind
of
tells
you.
You
know
what
the
contractor
did
this
last
week
and
what
they're
planning
on
doing
next
week.
M
So
you
can
kind
of
be
aware
of
what's
happening
on
the
project
at
any
given
time.
They
also
do
traffic
alerts.
So
if
we
need
to
shut
down
a
a
road
down
from
an
emergency
or
for
whatever
reason,
she'll
broadcast
those
as
well
and
in
that
periodic
times
throughout
the
project
we
put
out
public
feedback
surveys
that
helps
us
to
see
how
our
Outreach
is
actually
getting
to
folks
and
how
it's
being
received
positively
negatively
and.
M
You
know
their
students
and
their
parents
speak
and
how
they
communicate
with
with
the
members
of
the
public
there
and
we've
kind
of
we've
kind
of
mimicked
that
as
well
for
this
project,
because
you
know,
we
really
need
to
make
sure
that
our
project
information
is
hitting
everybody,
and
so
here's
some
we've
done
some
translations
on
our
website.
You
can
translate
our
website
into
all
of
these
languages.
L
M
Study
we
did
in
Shelby
Street
roundabout.
This
was
the
public
survey
that
we've
done.
This
is
just
an
example
of
what
we
did
and,
generally
speaking,
it
was
positive.
We
I
won't,
say
we
were
perfect
every
single
time
and
some
people,
you
know
the
project,
impacts
them
more
than
others.
But,
generally
speaking,
we
had
positive
feedback
for
that
project
and
there
was
a
lot
involved
with
that
project,
maybe
more
so
than
what
we're
going
to
experience
at
Exit
16,
but
we're
hoping
for
some
more
results.
D
A
A
M
So
and
that
that's
really
tricky
right,
we
don't
we
aren't
going
to
have
the
real
estate
to
do
that,
so
we're
currently
working
with
SDI
on
trying
to
come
up
with
some
something
to
help.
Folks
through
there
throw
on
a
bike
or
if
they're
walking
it
might
mean
they
need
to
have
a
worker
escort
them
through
the
work
Zone.
M
Once
we
can
get
this
first
phase
built
out,
it
should
be
a
little
easier
for
folks
to
get
to
get
through,
but
yeah
I
recognize
it's
going
to
be
tough
for
folks
during
this
first
phase,
but
at
least
we'll
have
somebody
on
site
to
hopefully
assist
if
if
they
need
it,
whereas
right
now
who's,
nobody,
that's
free
for
all
out
there
you're
on
the
phone.
So
you
know
we're
we're
just
we're
trying
to
trying
to
get
this
thing
built.
So
that
so
that
we
can
get
those
folks
through
whatever.
F
M
No,
the
state
does
not
have
the
equipment
or
the
ability
to,
but
the
town
of
Colchester
does
and
they
are
on
the
hook
for
maintaining
those
walkways
on
sidewalks
up
to
the
Town
Line
and
then
I'm
not
sure
what
you
guys
do
now.
I.
Don't
you
guys
probably
plow
up
to
the
timeline
now
as
my
guess
or
clear,
I'm
not
sure,
but
I
would
imagine
that
that
would
still
feed
the
case,
but
the
town
of
culture
will
have
to
be
responsible.
L
G
M
Yeah
good
question
so
at
two
of
The
Crossings,
where
there
are
it's
the
off
frames,
so
at
the
off-ramps,
those
are
going
to
be
traditionally
signalized
pedestrian,
Crossings.
Okay,
so
you
hit
the
button
and
the
little
white
person
in
the
little
orange
hand
comes
up
and
you
get
the
little
timer
and
everything
like
that.
So.
M
Be
those
will
be
where
you're
used
to
at
the
on-ramps,
those
are
single
Lane
and
their
yield
conditions
for
vehicles.
So
what
we're
going
to
do
is
we're
going
to
put
up
essentially
the
flashing
beacons
that
you
have
at
the
circulator
like
that,
so
again,
there'll
be
pedestrian
activated,
the
flashers
will
come
up
and
drivers
are
supposed
to
yield
That's
the
Law.
H
I
had
the
similar
questions,
thinking
about
the
intersections
on
Shelburne
Road
and
that
those
don't
have
beacons,
those
don't
have
stoplights
and
it's
pretty
dangerous
for
anyone
Crossing
there.
It's
not
even
well
lit
yeah
for
that
matter,
so
that
kind
of
leads
to
another
question
is:
will
the
walkways
is?
There
is
improved
lighting
plant
as
part
of
the
project.
M
L
F
O
On
being
yeah,
so
we've
been
doing
our
educational
Outreach
for
10
years
now,
we've
got
a
couple
videos
on
the
website.
We've
been
going
to
some
of
the
community
events
before
we
pause
construction
for
a
while
on
their
voice
until
we
do
ski
Wednesdays
and
some
of
the
cultures
are
kind
of
moving
in
the
park
or
at
the
standpoint
Valley
Fair,
so
we've
been
trying
to
really
get
the
word
out
there.
O
O
M
Okay,
we
do
have
a
driving
simulator
as
well,
where
we
took
the
model
that
we
showed
you
tonight
and
we
actually
put
it
into
a
video
game
with
a
steering
wheel
with
pedals
and
we
were
taking
it
around
before
covid
couldn't
run
it
through
covet.
Obviously,
and
we
want
to
get
that
back
out
on
tour
again
so
Winooski
Wednesdays
is
probably
a
good
example
of
where
we
could
do
that.
F
O
And
probably
even
a
little
bit
further
out
from
there.
So
those
went
right
to
every
business,
every
home
kind
of
in,
like
a
Target
area
that
we
selected,
and
that
was
basically
asking
people
to
sign
up
for
construction
updates,
because
we
can't
really
force
people
to
to
receive
information.
But
we're
hopeful
that
those
that
are
interested
will
sign
up
on
them
and
then
also
need
information
and
get
information
on
the
website
and
then
obviously
come
to
our
to
our
public
meeting
since
been
rescheduled.
But
it's
this
week
on
Thursday.
O
M
Where
the
crews
are
going
to
be
so
that
we
can
learn
GMT
know
we
did.
We
did
coordinate
that
with
them
on
the
roundabout
project
as
well,
and
they
were
good
to
work
with
and
and
actually
I
believe.
This
project
is
going
to
be
adding
a
bus
stop
at
Mountain
View
Drive,
so
we're
going
to
coordinate
with
them
on
that
anyway.
So.
H
O
O
M
J
H
L
M
A
A
N
No
I'm,
not
the
main
event,
there's
a
lot
of
chiefs
behind
me.
So
very
brief.
So
this
is
the
second
infrastructure
update
for
this
FY
23
fiscal
year.
There
is
a
brief
memo
in
your
packet.
We
did
Cover
a
lot
of
this
during
last
budget
presentation,
so
I
won't
be
laboring.
Any
of
that
so
I
think
I'll
just
open
it
up
for
questions.
If
you
have
any,
there
are
some
planning
items
so
here
it's
here
too
I'll
leave
it
at
that.
A
N
N
N
N
L
N
L
D
N
D
Ordinance
that
was
passed
was
a
template
and
kind
of
building
off
of
what
was
done
in
Essex
Junction
prior
to
the
tree
Warden
statute,
updates
that
substantially
changed
how
Municipal
tree
management
works,
so
the
there
isn't-
or
at
least
when
the
tree
committee
was
working
on
this.
There
wasn't
a
draft
template
for
municipalities
post
those
updates.
However,
since
then
I
think
I
think
at
least
three
municipalities
have
done
it,
and
so
we
just
haven't
reconvened
to
look
at
whether
theirs
would
be
something
we
could
appropriate
or
work
from.
D
N
D
H
A
D
D
N
E
N
A
P
Being
here,
I
thought
he
was
still
sitting
get
my
bearings
yeah,
so
F20
FY,
24
budget
presentation
for
fire
and
code
kind
of
the
outline
of
what
we're
going
to
do
tonight
is
our
organizational
chart,
our
continued
Focus,
our
stats
budget,
looking
towards
the
future
and
then
end
with
questions
our
org
chart
hasn't
changed
structurally
from
last
year.
As
far
as
the
structure,
the
number
of
folks
has,
unfortunately
declined
in
our
part-time
ranks
and
we'll
talk
a
little
bit
about
that
with
our
recruitment
retention
pressure.
P
It's
not
just
us.
It's
a
it's
a
state,
it's
a
national!
It's
a
national
pinch
point!
If
you
will
so
again,
the
structure
hasn't
changed
all
that
much
hadn't
changed
at
all.
Just
again,
the
numbers
have
reduced
the
entire
time
ranks
for
perspective
under
the
part
times
when
I
came
here
in
2011,
although
I
was
a
part
of
the
fire
department
right
when
I
came
here,
they
were
21
or
22
strong
and
we're
shown
seven
so
over
that
over
those
years.
P
The
next
slide
is
this.
You
know
we
continue
to
be
committed
to
the
community
risk
reduction
as
long
as
I
do
the
budget
every
year.
We'll
visit
the
slide.
It's
super
important.
You
know
it's
part
of
becoming
more
and
more
part
of
the
fabric
from
whiskey.
You
all
support
it
very
much
we're
very
lucky,
I'm,
very
lucky
to
be
leading
these
efforts
in
this
community.
There's
not
a
lot
of
folks
in
the
state
that
that
have
this
type
of
foundation
we've
taken
the
fire
department
Foundation,
which
is
very
strong.
P
I
P
Please
jump
in
if
you
have
any
questions
kind
of
a
year
in
review,
and
this
is
on
the
community
risk
reduction
side
of
the
house.
You
know
this
just
kind
of
shows
what
we
did.
You
know
really
calling
out
the
public
Building
Inspections
again
getting
ahead
of
the
call.
You
know,
1500
thereabouts
inspections.
P
P
P
Just
as
I've
got
looked
at
as
a
property
complaints
and
that
should
have
a
61
with
it
I'm
sorry
about
that,
I
didn't
catch
it
until
I
was
reviewing
this
today,
so
I
would
say
you
know
Community
risk
reduction
in
this
slide.
You
know
time
of
sales,
property
complaints,
new
construction
building
permits
and
public
building
inspections
are
all
Community
risk
reduction.
P
So
if
you
were
to
look
at
that
pie
and
just
take
the
emergency
response,
you
know
we
can't
control
emergency
response
right,
but
we
know
that
our
efforts,
I,
can
tell
you
without
a
doubt
that
the
community
risk
reductions
and
the
efforts
that
we
do
daily
are
creating
very
positive
outcomes.
If
we
did
none
of
that
here,
I've
spoken
that
length
to
area
other
area
Chiefs.
A
A
P
P
And
then
at
the
bottom,
I
just
try
to
give
you
a
little
bit
of
comparison.
You
know
kind
of
how
are
we
trending
with
building
permits,
emergency
response,
property
blanks,
new
construction
and
and
the
public
Building
Inspections,
which
is
over
on
the
right?
The
headers
are
kind
of
cut
off
on
this,
but
again
the
bulk
of
our
work
is
the
public
building.
Inspections
are.
P
P
I
can
tell
you
you
know,
that's
the
number
one
complaint,
but
I
don't
want
to
dilute
the
fact
that
there
could
be
one
one
complaint,
that's
as
impactful
for
someone
as
those
30
that
we
do
is
so
I
I
want
to
get
away
from
taking
away
from
the
possibility
of
taking
away
from
the
importance
or
or
how
it
affects
different
people
and
tell
you
that
you
know
out
of
those
1500
or
so
inspections
about
2
000
violations
were
issued.
1200
of
those
were
in
the
National
Fire
Protection
and
FPA,
and
that's
the
Life
Safety
Code.
P
So
that's
your
smoke
detection,
carbon
monoxide
egress
that
side
of
the
house
506
thereabouts,
was
in
the
Vermont
rental
code.
So
that's
that's
the
quality
of
life
stuff,
the
you
know,
screens
and
windows,
the
ventilation,
the
mold,
those
sorts
of
things
to
222
or
30
pound
jurisdiction
of
additional
violations.
P
You
know
conversations
with
Chief
Palmer.
The
other
day.
I
was
trying
to
figure
out
words
how
to
describe
this.
So
these
are
things
that
really
don't
fit
in
the
National,
the
NFPA
or
the
Vermont
rental
code.
But
it's
where
our
staff
is
being
very
proactive.
So
we
see
something
that
is
becoming
a
problem.
It
may
not
be
a
violation
with
code
yet
and
we
Empower
them
to
write
that
as
Authority
having
jurisdiction
to
say
Hey,
you
know
your
ceiling.
Pain
is
chipping.
You
know,
why
is
it
about?
P
Is
it
has
it
proven
to
us
that
it's
a
ventilation
or
a
water
leak
yet,
but
we
know
something's
going
on
so
we
want
them
to
be
proactive
and
say:
hey
you
should
you
should
fix
that
and
that's
a
level
of
you
know
the
quality
of
life,
the
quality
of
housing
that
we're
driving
at,
and
so
we
try
to
empower
them
to
do
that
and
then
165
is
a
national
electrical.
That's
pretty
straightforward!
You
know,
there's
a
national
electrical
code
that
says:
XYZ
has
to
happen
with
the
electrical
systems.
P
Yeah,
so
we
go
and
do
these
initial
inspections
and
then,
unless
it's
a
major
violation
or
imminent
life
threat,
meaning
if
you
don't
have
smoke
detection
we're
going
to
tell
you.
You
got
24
hours
to
get
smoke,
detection,
sometimes
even
a
shorter
window,
so
depending
on
the
magnitude
of
the
violations.
Typically,
you
have
30
days
to
make
a
correction,
so
we
go
and
do
the
inspection
we
try
to
get
as
close
to
30
days
to
reinspect
that
property
through
covid.
We
did
a
lot
of
photos.
We
did
some
video
stuff.
P
We
we
try
to
stay
away
from
that.
We
try
to
do
the
in-person
revisits.
It
is
an
extra
step,
but
there's
there's
a
level
of
accountability
that
we
feel
isn't
there
with
photos
or
videos
a
lot
of
times
we're
able
to
interact
with
the
tenants
face
to
face
where
if
the
landlords
are
sending
us
a
picture,
we
can't
so
hopefully
in
30
days,
the
violations
are
corrected.
We're
able
to
go.
Do
the
re-inspection
give
them
a
Certificate
of
Fitness.
If
not,
you
know
there
there's
several
different
ways
that
it
can
go.
P
You
know:
take
enforcement
action.
We
can.
We
can
cite
folks
with
civil
tickets
for
continued
violation,
which
we
don't
do
a
lot
of.
We
we
have
a
pretty
high
rate
of
voluntary
compliance,
sometimes
there's
a
little
arm
twisting
if
you
will
to
get
to
voluntary
compliance,
but
once
people
understand
the
tools,
the
staff
have
we
usually
get
to
compliance
for
those
who
continue
to
be.
You
know
non-compliant.
We
do
Leverage
the
municipal
code
and
how
it
allows
us
to
do
enforcement,
whether
it's
ticketing
or,
however,
that
may
may
be.
Okay.
P
H
P
P
So
there
is
a
you
know:
monthly
staff
is
in
trainings
with
the
state,
Partners
and
anytime,
that
there's
a
big
rewrite
or
an
adoption.
There
is
a
series
of
training
that
happen,
that
kind
of
bridges
us
into
the
new
code.
That's
not
a
complete
throw
the
old
code,
it's
usually
sections
of
it
that
are
updated.
H
Q
P
E
P
E
And
sometimes
they
might
see,
for
instance,
one
that
we
had
during
Christmas
was
somebody
sees
Christmas
lights
or
a
candle
in
the
window?
That's
flashing
and
you
know
they
think
there
might
be
a
fire,
so
they
give
a
call
for
that
and
it's
essentially
we've
categorize
some
of
those
under
good
intent,
because
there.
E
P
You
so
these
are
categorized
under
the
national
incident
reporting
system,
so
any
call
we
go
on,
there's
a
block
in
which
it
needs
to
fit
in,
and
you
can
imagine
sometimes
you
where
three
lines
down
before
we
get
that
call
to
fit
into
into
a
category.
We
try
to
be
very
specific
because
we
don't
want
to
hold
the
report.
We
don't
want
to
under
report
right,
so
there
there's
it's
not
like
we're
just
picking
these
out
of
out
of
the
sky.
If
you
will.
These
are
very
rigid,
National
reporting
standards
in
which
we
follow
so.
G
P
E
L
H
Where
do
you
provide
an
e-service
response
or
inspections?
It
might
be
two
separate
things:
emergency
response
versus
the
inspection
service
from
the
previous
slide
for
elevators
that
operate
within
the
city,
I
mean
we
have,
as
we
have
more
and
more
multi-family
units,
more
elevators
being
installed.
L
P
E
P
And
they
have
State
tags,
so
they
go
out
and
they
inspect
it
of
one
little
side
note
to
that
is.
One
thing
we
do
do
is
whether
it's
a
fire
alarm
or
sprinkler
or
elevator.
You
know
the
contractor
goes
out
and
that's
a
state
system
in
which
they're
running
in
so
they
put
a
tag
on
it
and
they
may
check
violations,
but
there's
no
mechanism
for
the
state
because
they
don't
have
the
resources.
It's
in
a
stack
of
thousands
that
the
state
gets
when
there's
fire
alarm,
sprinkler
elevator,
so.
P
R
P
Q
Q
P
We
don't
do
the
inspections
I
just
want
to
make
that
clear.
We
do
see
them
which
is
kind
of
cool
during
the
construction.
We
do
see
the
build
out
of
an
elevator,
which
is
very
you
know,
there's
a
lot
of
nuances
to
building
an
elevator
from
the
ground
up
whether
it's
drilling
the
shaft
80
feet
in
the
ground
which
people
don't
realize
or
the
fireproofing.
P
P
This
is
just
kind
of
a
quick
six-year
look
if
you
will
going
back
six
years
in
those
same
categories.
The
fire
over
pressured
vessel,
EMS
Hazmat
service,
calls
good
intent,
false
alarms,
natural
disaster
and
special
event
and
kind
of
a
visual
on
you
know
how
we're
doing
again.
Nothing
in
here
jumps
out
at
me.
I
think
we're
seeing
the
you
know
the
natural
progression,
if
you
will,
and
the
service
calls
good
intent,
false
alarms,
even
your
EMS,
as
this
community
builds
out.
We
would
expect
that
Trend
to
continue
to
go
up.
L
P
You
know
weekdays
for
the
new
counselors.
You
know
weekdays
Monday
through
Friday
6,
a
to
6
p.m.
We
we
try
to
cover
was
The
Limited,
full-time
stocks
that
we
have
knowing
that
our
part-time
on-call
folks
are
gone.
It's
no
small
task,
but
call
out
to
the
staff
we're
constantly
juggling
others
come
in
and
help
us
when
we're
on
a
much
needed,
vacation
or
sick
time
that
sort
of
thing
holidays.
It's
really
three
of
us
trying
to
cover
cover
that
time
frame.
You
know
you
know
one.
P
So-
and
you
know
our
staff
just
left
at
six
tonight,
so
you
know
a
call
out
to
them,
it
works.
We
do
our
best.
There
are
holes
in
it
and
it
it
takes
a
lot.
The
weekday
nights
6p
to
6A
that's
covered
by
our
part-time
staff
on
Call
Staff
as
they're
available,
and
then
the
full-time
staff
are
called
back
with.
First
alarms
are
greater
or
when
we
don't
have
others
responding
and
as
I
talk
about
this
I
want
to
make
sure
that
I
am
not
faulting
the
part-time
staff.
P
You
know
our
staff
does
a
tremendous
job.
They
do
a
tremendous
job
for
this
community.
You
know
they're
all
working
full-time
somewhere
else
and
choosing
to
do
this
in
the
part-time
basis
and
you're
super
proud
of
the
work
they
do
and
can't
do
it
without
them.
Obviously,
as
we
talk
further
about
this-
and
you
know
the
weekend,
we
call
them
weekend,
Duty
Cruise,
so
I
want
to
put
this
in
perspective.
It
starts.
You
know.
6
a.m,
on
a
Saturday
and
ends
at
6
p.m.
P
On
a
Sunday-
and
we
call
that
the
duty
weekend
so
they
have
to
be
around
and
available,
but
not
at
the
station
and
you
pay
them.
You
pay
the
officer,
65
bucks
stipend
to
be
available
for
those
hours.
So
if
we
were
to
do
the
hourly
rate,
that's
not
a
lot
plus
they
get
their
call.
It
works
and
we
have
some
allocated
money
in
the
part-time
line
items
this
year
that
we're
going
to
try
to
up
that
some
just
as
a
retention
effort.
P
It's
a
demand
right
to
be
to
be
available
that
period
of
time.
In
fact,
we've
the
numbers
are
so
small,
there's
three
Duty
weekends
Crews
that
cover
a
full
weekend,
and
now
they
split
the
fourth
weekend
on
a
rotating
basis.
So
one
of
the
companies
gets
a
Saturday
and
the
other
company
gets
a
Sunday
while
the
third
one
has
it
off,
and
then
they
rotate.
So
we've
asked
them
to
do
even
more
so
that
we
can
have
coverage
a
concerning
Trend
in
21.
P
P
Firefighting
is
making
a
situation
predictable
right,
getting
ahead
of
a
call
is
making
it
predictable,
and
you
know
we
just
don't
know
who's
going
to
show
up
could
be,
one
could
be,
two
could
be,
ten
could
be
20.,
we
just
don't
know
at
any
given
time
and
others
that
are
running
the
same
system
and
specific
conversation
with
a
call
tester
Chief.
They
deal
the
same
thing.
They
have
full-time
staff
during
the
day,
but
it's
the
overnight
hours.
You
just
don't
know
who's
going
to
show
up.
P
So
that's
what
we're
calling
out
here.
It's
just
watching
that,
and
you
know
it's
it's
a
flag
for
us
in
the
futures
how
accelerated
that
gets.
This
is
my
first
year
of
having
a
comparison
to
really
look
at
it.
Yes,
our
calls
are
up,
but
on
the
bottom
you
can
see-
and
you
know
in
21
we
did
48
calls
with
four
or
less
during
those
hours
and
22.
We
did
77
of
those
calls
with
four
or
less
so
you
know
it's.
It's
a.
L
P
So
there's
no
other
way
to
tell
you
know
tell
this
community
that
you
eventually,
you
will
need
to
have
24
7
coverage
here,
just
by
virtue
of
what
is
communities
become
and
their
risks.
That's
here
you
know
it's
I'm,
not
saying
a
crew
of
four
or
five
six.
You
know
I'm,
not
I'm,
not
there.
It
needs
to
be
right
size
for
Winooski,
but
it's
super
important
to
to
have
that
consistency
and
that
predictability
of
having
somebody
here
and
not
the
guesswork.
P
P
You
know
and
we're
Super
Lucky,
this
community's
super
lucky
to
have
him
and
others
that
again
they're
super
committed
to
to
going.
But
you
know
it's
not
a
duty
weekend.
You
know
John
is
available.
Almost
you
know
every
day
of
the
week
when
he's
home
I
virtue
of
you
know
what
he
feels
is
important
to
do
for
this
community
so
and.
L
P
That's
super
important.
You
have
that
leadership.
It's
predictable,
you
know
yeah,
it's
not
a
crew
of
22
like
grown
up
and
has
going
to
the
building.
That's
not
what
I'm
saying
but
getting
getting
starting
to
build
the
foundation
of
having
some
predictability
and
removing
that
vulnerability.
It's
super
important
moving
forward,
put
it
in
perspective.
You
know
the
duty
weekends
when
people
are
assigned
cover
about
20
of
our
calls,
the
daytime
and
on-call
folks
we're
covering
about
40
percent.
P
P
P
About
you
know
the
the
vulnerabilities
of
Staffing
you
know,
Auto
Aid
received,
is
worse
right.
Now,
we're
running
side
by
side,
24
7
in
the
St
Mike's
College
any
column,
winnerski
gets
St,
Mike's
College,
just
because
of
our
vulnerabilities
and
our
low
numbers,
and
that's
not
going
to
change
anytime
soon.
That's
happened
for
quite
a
few
years,
whether
it's
Colchester
in
previously
Colchester
and
and
really
Saint
Mike's
College
automate
given
is
us
going
to
other
communities
on
auto.
P
So
we
do
quite
a
bit
of
that
with
South
Park
Drive
for
town
of
Colchester,
where
the
closest
fire
truck
doesn't
matter.
You
know
what
town
you're
in
the
closest
fire
trucks
should
come
and
I
fully
support
that.
Yes,
it
is
a
cost.
Yes,
it
is
a
burden
to
to
us
as
Winooski,
but,
as
you
can
see,
we
get
quite
a
bit
of
it
back
and
that's
an
important
piece
for
us
to
be
able
to
keep
that
balance.
P
When
you
get
an
imbalance
in
the
auto,
a
received
versus
Auto
Aid
given
is
a
huge
indicator
of
you're,
relying
on
your
neighbors
way
too
much,
and
you
really
need
to
think
about
your
delivery
system,
so
I'm
glad
that
that
number
is
pretty
balanced,
Mutual
Aid
received.
That's
when
you
know
it's
above
a
regular
call,
and
you
know
the
East
Island
fire,
we're
calling
in
multiple
departments
and
again
it's
pretty
balanced
with
the
mutually
given
when
we
go
to
Burlington
or
Colchester
or
Williston.
P
You
know
we're
we're
helping
our
neighbors
when
they
have
obedience
and
again
it's
it's
that
give
and
take
I
feel
that's
pretty
balanced,
so
calls
by
day
of
the
week.
You
know,
there's
there's
a
spike
on
Tuesday
I,
believe
you
know
this.
This
would
hold
true
across
Emergency
Services.
Here,
there's
no
there's.
D
P
L
P
We
look
at
the
six
to
the
to
the
18.
That's
when
our
full-time
staff
is
here
on
that
bottom
right
hand,
if
we
can
make
sense
of
that,
you
know
again.
That
is
an
indicator
that
you
know
we're
we're
covering
the
busier
times
of
the
day,
which
is
a
good
thing.
That's
what
you
want
right,
I
mean
that's
so.
P
L
P
I
certainly
can
tell
you
that
I
understand
that
they
they
are
available.
I,
don't
want
to
speak
for
them.
They
are
more
than
willing
to
come
to
Winooski
if
we
need
them
more
under
a
structured
kind
of
response
model.
Awesome.
Thank
you
and
I
believe
they
will
become
part
of
our
list
of
auto
Aid
going
to
the
airport
on
phases.
P
You
know
right
now,
if
there's
an
emergency
at
the
airport,
winooski's,
not
part
of
that
response
and
there's
a
lot
of
historic
thought
process
behind
that
my
thought
process
is.
We
should
be
that's,
you
know,
God
forbid.
If
it
happens,
would
they
call
an
emergency
and
it
happens
in
a
minuski
they've
assembled.
P
However
many
resources-
and
we
may
not
know
that
they've
already
assembled
those
so
my
thought
process
with
working
with
them
closer
on
Airport
emergencies
is,
we
would
be
in
the
know
and
we
would
be
able
to
partner
with
them
much
faster
on
in
response
into
Winooski
and
have
a
much
more
collaborative
unified.
What's
going
on
so
the
leadership
fire
leadership
changed
there
a
year
or
two
ago
and
with
our
continued
forward
movement
here,
I
believe
that
that
that
will
happen.
H
P
I
mean
certainly
right
when
something
happens
in
Winooski
we're
gonna
know,
but
there's
in
my
mind,
I
would
wanna
I
wanna
be
in
the
know.
I
don't
want
to
be
trying
to
yeah
to
become
part
of
that
whatever's.
You
know
because
when
someone
calls
an
emergency
unless
it's
an
instant
incident
more
times
than
not
an
aircraft,
just
calling
an
emergency.
L
P
P
P
Strategic
Vision
accomplishments
to
date,
you've
heard
you
heard
me
say
this
before
I-
think
we've
transitioned
to
a
two-track
set
with
ordering
the
new
ladder
truck
we
were
able
to.
We
are
now
running,
essentially
an
engine
and
a
ladder
we
historically
have
run
two
engines.
You
know
the
engine
that
left
was
a
1995
needed
replacement.
C
P
Not
good
for
fire
apparatus
to
sit,
and
we
just
weren't
utilizing
it.
We
couldn't
staff
it.
You
know
that
truck's
gone
and
serving
another
Vermont
Community
very
well,
there's
still
a
lot
of
life
in
that
that
truck.
But
when
you
no
longer
needed
to
maintain
it
again,
we
were
maintaining
it,
ensuring
it
it
wasn't
getting
run
and
even
if
we
could
you,
we
just
can't
stop
that
so
I'm.
Secondly,
developing
the
plans
to
understand
the
physical
feasibility
of
the
station.
You
know
again,
as
we
look
at
having
to
do
24
7.
P
P
Certainly
I
can
have
someone
come
to
a
12-hour
shift,
but
I
can't
have
them
overnight
and
we
know
there's
models
where
I
I
am
certain
that
I
can
recruit
outside
of
our
response
area.
If
you
will
we
like
to
see
people
within
three
to
five
minutes
of
the
station,
you
don't
want
to
wait
much
longer
than
that
for
a
fire
truck
right,
so
I
know
I
can
recruit
from
outside
of
our
response
area.
P
If
we
have
facilities
to
keep
people
here
or
you
know,
to
keep
them
here
and
have
space
for
them
to
be
here,
we
know
that
would
likely
expand
or
prolong
the
model
that
we're
currently
running
in
before
we
have
to
get
the
24
7's
happening,
meaning
I
could
have
someone
come.
Do
some
overnight
shifts
not
necessarily
be
here.
24
7,
but
we
could
have
per
diem
shifts.
Come
do
12-hour
shifts
that
sort
of
thing.
P
Ongoing
discussion
with
the
state
to
expand
our
mou
to
include
plant
review.
As
you
know,
part
of
the
budget
is
including
plans
review,
there's
a
process
in
which
we
have
to
expand
our
current
mou
memorandum
of
understanding.
For
those
that
don't
know
the
abbreviation
of
mou,
it
is
a
long-standing
document
that
the
state
has
had
with
the
city.
Winooski
allows
us
to
do
our
public
Building,
Inspections,
Building
Inspections,
that
sort
of
thing
so
we're
looking
to
do
an
ex
expand
that
to
include
plans,
review
and
and
do
that
locally,
yeah
Municipal
infrastructure.
P
P
Piece
of
equipment
so
we're
we're
through
the
obviously
the
spec,
the
bid
a
couple
of
us
went
to
Florida
and
did
line
by
line
in
Australia,
as
that
was
bolt
by
bolt.
You've
really
got
to
go
out
and
just
really
apply
some
very
specific
stuff
to
the
truck
that
they're
going
to
build
for
us.
So
it's
now
in
production
when
I
say
production.
P
You
know
we
won't
see
that
truck
until
24.,
so
just
with
Supply
chains
and
that
sort
of
thing
so
very
happy
that
that's
kind
of
just
cruising
completed
a
year
plus
of
weekly
site
visits
in
school
I
call
that
out,
because
that
was
a
massive
undertaking
by
the
fire
marshal
of
previous
staff,
and
you
know
Fire
Marshall
Palmer,
and
we
became
a
critical
part
of
that
design.
Build
team.
H
N
P
All
right
next
Slide,
the
housing
you
know
we're
working
with
the
Housing
Commission
we've
done
one
chapter:
the
building,
we're
queued
up
to
do
the
housing,
the
19th,
so
looking
forward
to
that
the
housing
piece
will
be
a
bigger
lift
than
the
building.
You
know
these
are
our
opportunities.
We
don't
like
to
rewrite
these
all
the
time.
Again.
It's
consistency
for
us,
the
training
and,
more
so,
for
you
know
our
property
owners
and
tenants
so
to
the
extent
you'll
never
get
them.
P
100
I'm
not
saying
that,
but
we
need
to
do
as
much
as
we
possibly
can
put
on.
Those
lifts
try
to
get
as
well
the
distance
in
between
the
rewrites
for
consistency,
and
we
continue
to
support
some
other
projects.
I've
listed
three
of
them
here,
you
know
one
of
them
is
Hawkins
upgrading
their
fire
suppression
system
to
All
Steel.
You
know
they
had
a
couple:
pretty
significant
water
breaks
due
to
plastic
pipe
and
they
chose
to
do
a
complete
upgrade
of
Steel.
P
Again,
you
know
appreciative
of
their
proactiveness.
They
could
have
dispatched
that
old
system
up
and
and
kind
of
hope
that
nothing
else
happens.
They
wanted
to
again,
you
know,
make
it
predictable
and
they
felt
by
going
back
to
Steel
that
they
could
make
that
so
that's
no
small
project
for
them
or
us
it's
across
270
units
over
a
year
and
a
half
another
one,
is
a
Housing
Association
with
several
structural
issues.
This
is
at
Cascades.
P
You
know
there's
sort
of
rot
on
their
exterior
balconies
that
we
are
aware
of-
and
you
know,
just
kind
of
monitoring
them
again:
they're
they're
being
very
cautious,
very
proactive
on
doing
what
they
need
to
do
there
and
they
will
get
through
it
and
we're
really
trying
to
learn.
You
know
15
years
in.
Why
are
we
seeing
that
significant
amount
of
rot,
I'm,
very
interested
in
that?
And
again
that's
that
Community
risk
reduction.
H
P
P
P
Planned
review.
Yes,
if
we
can
educate
ourselves
of
why
this
happened,
it
would
be
a
place
in
which
a
point
in
which
we
would
say
to
that
developer:
hey
they
did
this
this
place,
and
this
was
the
outcome
gotcha.
Thank
you
so
see
what
I'm
saying
and
at
the
state
level
we
we
don't
ever
get
to
see
that.
L
P
L
P
So
safe
healthy,
connected
people
actively
engaged
in
the
fire
and
EMS
dispatch
discussions.
I
did
not
finalize
the
hazard
mitigation
plan.
The
city
manager
did
thank
you
and
developing
the
mou
for
supplemental
fire
coverage.
We're
going
to
talk
a
little
bit
more
about
that
and
then
the
recruitment
retention
of
staff.
P
Excuse
me:
what
are
we
going
to
do
in
24,
again
kind
of
the
same
spin-offs?
You
implement
the
plan,
review
process
and
fees.
You
finalize
the
feasibilities
pieces
of
the
fire
station
under
housing.
You
know
once
we're
done
working
with
the
Housing
Commission
fully
implement
the
changes.
An
important
piece
of
that
will
be
educating
ourselves,
educating,
tenants
and
property
owners
of
the
changes
to
the
public
building
registry.
You
know
it's
no
good
to
make
those
changes
and
not
then
not
do
any
education
around
it.
P
P
Our
delivery
of
our
truck
will
be
a
big
piece
for
the
fire
department.
That's
a
big
lift
on
training
wise.
You
know,
there's
it's
a
much
different
piece
of
apparatus
than
what
we
have
today.
Excuse
me
under
safe,
healthy
connected
people,
transition
fire,
MMS,
dispatching
to
a
unified
entity.
Finalize
the
mou
for
supplemental
fire
coverage,
I'd
like
to
do
and
participate
in
a
strategic
Vision
plan
for
fire
Indianapolis
delivery
models.
P
P
In
this
proposal,
our
full-time
salary
and
benefits,
The,
Sixteen
thousand
dollar
ad
to
part-time
salaries-
and
it
says
here
for
support
for
additional
part-time
coverage
and
I
think
this
is
better
stated
to
to
cover
like
minimum
wage
increases.
So
our
incentivized
pay
plan
starts
with
minimum
wage.
So
every
year
minimum
wage
goes
up.
We
adjust
that
pay
plan.
P
He
also
what
just
started.
July
January
1
was
a
53
63
cent
raise
for
the
paid
on-call
staff
per
hour.
So
that
covers
that
and
and
and
then
we
will
do
we're
always
looking
for
additional
part-time
coverage,
whether
it's
covering
well,
one
of
us
is
out
on
vacation
or
you
know
you
think,
of
a
city
holiday.
P
A
P
Again,
this
is
evolving
and
we've
we've
been
very
aggressive
and
backfilling,
meaning
covering
while
one
of
us
is
out.
We
haven't
always
done
that.
You
know
previous
previous
years.
We
we
kind
of
hoped
that
nothing
would
happen
for
the
day
and
I'm
trying
to
get
away
from
that
I'm
trying
to
make
that
predictability
that
so
that
money
has
been
kind
of
moved
into
that
kind
of
project.
S
L
A
P
P
So
we
have
an
incentivized
pay
plan,
so
it
starts
with
minimum
wage
and
then
there's
a
class.
It's
called
County
class.
So
you
go
get
some
basic
training.
It's
it's!
It's
kind
of
a
baseline.
For
us
you
get
a
bump
and
pay.
If
you
get
your
Hazmat
Ops,
you
get
a
bump
in
pay.
If
you
get
certified
and
driving
one
of
the
trucks
you
get
a
bump
and
pay
so.
P
P
P
P
P
P
G
P
So
great
question:
so,
a
year
ago
we
committed
to
paying
for
the
county
class.
We
never
used
to.
You
just
have
to
go,
get
your
own
training,
so
we
now
pay
for
that.
It's
80
hours
of
training,
so
your
your
major
hourly
rate
for
that
the
one
we
don't
get
is
fire
one.
We
don't
require
fire
one.
We
require
the
county
class.
Our
goal
is
to
get
the
fire
one.
That's
a
state
certification
where
your
pro
board
State
gives
your
certificate
you're
tested,
but
that's
240
hours.
P
So
for
us
for
you
to
pay
that
it's
huge
again,
our
budget
constraints
haven't
allowed
us
to
get
there.
So
that's
why
they
incentivize
pay
plan.
If
you
go
we'll
we'll
give
you
a
vehicle
to
go
to
those
classes,
we'll
give
you
the
gear,
we'll
give
you
a
vehicle.
Do
everything
we
possibly
can
to
to
help
you
and
then
you
get
that
bump
and
pay
when
you're
done.
Our
toll
is
to
pay
for
that
training.
H
P
Yeah,
so
if
you
come
into
a
call
and
it's
a
good
intent
call
and
we
spend
a
half
an
hour,
35
minutes
and
a
half
an
hour,
it's
a
minimum
of
one
hour,
so
you're
going
to
get
paid
one
hour
for
that
call.
If
it's
an
hour
in
change,
we
have
a
system,
it
would
be
an
hour
and
a
half
or
two
hours,
and
it
keeps
you
a
few
day
or
six
hours.
You're
gonna
get
paid
six
hours,
yeah.
H
Q
A
P
L
P
A
A
L
P
P
M
L
P
Safe
national
standards
would
would
tell
you
you
need
to
Triple
that
unseen
to
operate
safely
so
for
us
to
go
there
and
operate
with
those
numbers
is
not
safe
for
our
staff,
so
we've
become
very
reliant
on
the
St
Mike's
crew,
which
consistently
gives
us
four
plus
all
the
time
to
come
into
the
new
ski
and
give
us
the
extra
numbers.
So
we
can
offer
operate
number
one
safely
and
efficiently
and
effectively.
We
just
can't
do
it
in
our.
You
know
even
daytime.
You
know
if
there's
three
of
us
here
or
the
full-time
staff.
P
Yes
we're
comfortable
with
three
of
us
being
here,
because
it's
predictable
right,
you
know
what
I
can
do.
I,
don't
need
to
drive,
I,
know
Erica,
you
know
we
know
each
other's
abilities,
but
again
when
we
go
to
that
six
story,
building
we're
still
only
three
people.
So
it's
a
numbers
game
and
we,
you
know,
deal
with
numbers,
it's
again.
Making
that
predictable
so
part
of
the
pressure
with
Saint
Mike's
is,
you
know
they
historically
have
been
part
of.
M
P
When
the
Colchester
merger,
with
malice,
Bay
and
Colchester,
merging
and
then
becoming
the
town
of
Colchester,
there's
become
some
ownership
over
St
Mike's
by
virtue
of
they
fund
St
Mike's,
they
provide
them
equipment
the
gear
the
SCBA
hose.
So
rightfully
so,
there's
some
ownership
there
as
far
as
what
they
can
and
can't
do,
or
what
Colchester
wants
them
to
do
and
that's
a
risk
for
Winooski.
P
We
need
access
to
to
St
Mike's
unless
they're
on
another
emergency.
It
is
critical
that
we
maintain
access
to
Saint
Mike's
fire
to
continue
to
do
what
we're
doing
safely
and
effectively.
Unless
you
want
to
go
to
24
7
Staffing,
which
I
don't
think
any
of
us
want
to
do
yet.
So
this
is
part
of
that
bridge
and
into
anticipation
of
a
continued
conversation.
P
That's
happening
between
Colchester
and
St
Mike's,
which
I'm
not
part
of
and
Winooski,
won't
be
part
of
that
as
far
as
how
they
figure
out
that
relationship,
whether
they
continue
to
be
one
or
whether
Saint
Mike's
can
you
know,
becomes
independent.
This
anticipates
Saint
Mike's
becoming
independent,
and
this
is
about
a
third
of
the
budget
that
they
would
need
to
operate
because
we're
about
a
third
of
their
calls.
P
P
So
I've
never
been
an
instructor
to
go.
Have
that
conversation
I'm,
not
sure
what
you're
referring
to
whether
we
contact
the
City
of
Burlington
and
ask
them
to
do
fire
coverage.
You
know,
I
would
anticipate
that
it
would
cost
you
more,
but
I.
Don't
know
that
factual
I
say
that
from
from
knowing
some
conversations
from
my
previous
life
in
central
Vermont,
where
a
community
had
the
same
thought
process
and
said,
hey
we're
just
going
to
ask
the
neighboring
full-time
Department.
P
Because
what
happens
is
you
know?
It
seems
you
know.
500
calls
from
Winooski
doesn't
seem
like
a
lot,
but
when
you
apply
that
to
someone
who's
already
doing,
10
000
calls
and
they
have
a
staffing
model.
Your
unions
get
involved
and
before
you
know
it
they
got
to
hire.
You
know
six
people,
seven
people
to
build
that
that
buffer
again,
so
more
than
willing
to
entertain
that
conversation.
If
that's
the
you
know,
if
that's
the
will
of
the
council,
I
I
certainly
have
my
reservations
of
that.
P
That
conversation,
you
know
Winooski,
is
unique
and
there's
not
a
fire
chief
that
hasn't
come
into
my
office
and
started
to
understand
what
we
do
and
they're
they're
just
in
awe
of
what
we
do
and
you
would
not
get
the
same
service
by
just
handing
the
service
off
there's
so
many
nuances
that
we
do
that
are
part
of
the.
In
my
opinion,
part
of
the
fabric
and
what
is
just
lost
for
words
about
you
know
what
that
means.
P
You
know
for
three
days:
we
did
food
shopping.
We
went
and
picked
up
medicine
you're
not
going
to
get
that
if
you
find
that
out,
they're
not
going
to
be
there
for
the
18
hours
with
those
people
making
sure
they're
all
housed,
calling
the
hotels
and
making
sure
they
got
housing
they're
going
to
come,
they're
going
to
shut
the
water
off
and
they're
going
to
say
bye.
So
again,
understanding
is
not
just
about
that
fire
quality.
It's
really
understanding
what
the
staff
does
and
what
you've
supported
and
you.
H
And
I
have
cautious
optimism
about
Regional
dispatch
and
services
and
that
costing
less
we're
waiting
to
see
that
pan
out,
but
I,
don't
I'm
in
terms
of
cost
and
and
utilizing
that
model
to
help
save
money.
I'm
still
waiting
waiting
to
see
that
plan
out
I
am
curious.
If
you
know
of
any
other
municipalities
where
any
there's
been
any
emergency
services
impact
fees,
you
know
there's
Transportation
impact
fees,
how
Burlington
is
looking
at
education
impact
fees
from
their
development?
P
I,
don't
I
know
you
know
free
back
from
my
zoning
days
here.
We've
we've
talked
about
impact
fees
and
you
know
the
transportation
fees
and
whether
there
could
be
Emergency
Services
impact
fee,
New,
York's
new
developers
came
in
and
and
I
think.
That
is
something
that
is
worth
trying
to.
You
know,
look
and
see
what
else
is
out
there.
M
H
H
P
H
L
H
Plus
years
and
I
think
it
went
from
maybe
one
even
four
years
to
annually
and
that
being
the
only
change
of
late,
but
the
other
than
that
there
hasn't
been
any
incremental
increase
and
that
seeming
like
it
should
be
a
self-funded
program
and
being
such
an
incremental
element.
I
I
would
ask
Council
to
consider
that
as
a
potential
change
for
the
budget.
P
H
I
A
I
mean
I
tend
to
agree
with
Brynn
that
we
are
putting
all
of
our
inflating
costs
on
property
taxes
when
there
are
other
user-based
fees
that
haven't
been
raised
in
a
long
property
taxes
and
water
sewer.
Like
the
two
things
you
can't
get
away
from
paying
when
there's
other
user-based
fees
that
we
maybe
haven't
raised
in
a
very
long
time.
Maybe
we
don't
need
to
be
higher
than
Burlington,
but.
H
S
If,
if
you
do
not
increase
this
enough
to
cover
its
cost,
this
is
a
program
that
is
currently
the
deficit
needs
to
be
covered
by
general
fund
reserves.
Right
now,
so
I
just
want
to
make
that
very
clear
that
it
doesn't
support
itself.
It
has
no
more
reserves
available
and
the
general
one
would
end
up
supplementing
it
anyway.
A
I
I
L
D
I
H
D
Q
P
Other
piece
while
you're
focused
on
the
rental
registry
is
I
would
say:
the
pressure
is
not
going
to
go
away.
I
mean
the
the
deficit
is
because
of
the
Staffing
we've
had
to
do
with
the
development
and
obviously
the
number
of
units
hasn't
supported,
fully
supported,
funded
the
staff
needed
to
do
the
current
level
of
instructions
we're
doing
so
in
the
future.
P
As
we
develop
and
we
add
200
units,
you
know
you
do
the
math
100,
you
know
100
as
a
unit,
you
know
it's
not
I
would
caution
you
that
it's
not
going
to
keep
up
with
the
staff
demand
to
do
those
inspections,
so
this
problem
is
going
to
continue
to
click
as
we
continue
to
add
units.
We're
not
you're
not
going
to
build
enough
units
to
fully
support
this
and
what
I've
said
to
the
manager.
L
P
H
P
That
I'm
concerned
about
both
right,
we
all,
are
and
there's
a
balance.
I,
don't
know
what
that
balance
is,
and
it
happened
quickly.
Right
I
mean
it's,
but
if
we
look
at
the
number
of
units
coming,
I
would
tell
you
right
now.
We
don't
have
capacity
to
be
taking
on
hundreds
of
more
units,
I
mean
I
would
look.
You
know
how
many
times
in.
L
P
P
P
You
know
there.
There
will
be
some
cost
savings
with
with
that
vehicle
leaving,
but
keep
in
mind
we're
still
keeping
on
the
road
a
20
year
old.
You
know
truck,
so
it's
not
like.
We
have
an
all-in
Fleet
and
you
know
it
doesn't
take
long,
especially
with
with
the
changes
with
inflation.
That
sort
of
thing
you
know
a
recent
repair
bill
was
four
thousand
bucks.
P
S
Change
from
FY
22
to
FY
23
was
actually
the
creation
of
Bruce's
position.
Previously
Bruce
Bruce's
position
wasn't
equivalent
to
Erica,
so
it
was
lower
pain
versus
now,
an
Ops
level
position
that
can
improve
budget
items
invoices
and
has
sign
off
Authority,
which
Eric
did
not
so
it
did
increase
because
we
did
make
those
adjustment
supposition,
which
came
before
Council.
A
I
H
P
P
P
P
P
You
know
our
six
P
to
6A
is
not
predictable.
Again.
This
is
not
a
fault
of
those
who
are
part-time
call
folks,
but
I
need
to
know.
John
needs
to
know
that
someone's
we're
going
to
have
some
sort
of
numbers
in
Saint.
Mike's
is
working
like
that.
For
us
we
know
there's
going
to
be
four
people
on
that
same
egg.
Strap
coming
in
you
know
so
again.
This
is
this
is
buying
us.
Someone
use
that
stretch
where
this
is.
P
This
is
stretching
our
model,
some
more
and
making
sure
that
it's
predictable
and
when
I
have
the
experience
in
leadership
combined
with
our
part-time
staff
and
then
times
when
they're
not
showing
up
and
that
experience
leadership
with
the
sometimes
inexperienced
folks
that
will
get
on
the
St
Mike's
truck
because
they're
just
for
your
kids,
some
students,
you
know,
there's
not
a
lot
of
experience
on
that
truck,
but
when
I
can
couple
that
with
experience,
Winooski
is
good.
Winooski's
covered
you're
in
good
hands.
P
G
I
have-
and
this
might
be
more
to
the
room
in
general-
is
we
have
this
or
hopefully
we'll
continue
to
see
success
with
the
training
of
bus
drivers
at
the
school,
which
is
another
place
that
has
Nationwide
staffing
issues?
I
know
this
is
not
exactly
the
same,
but
it
has
training
requirements
and
stuff
like
that.
That
might
be
hard
to
get
interpreters.
For.
P
So
yes,
on
many
levels,
what
I
would
tell
you
is
I'll
start
with
our
staff.
Are
we
prepared
to
take
on
that
challenge?
No
I!
Don't
think
we
have
that
expertise
you
when,
when
English
is
not
your
first
language
and
you're
in
a
system
that
is
driven
and
structured,
such
it's
very
difficult
and
that
again
I
started
local
right,
I'll
point
to
figure
out
myself
as
Chief
I'm.
You
know
we're
experiencing
that.
You
know
we
have.
We
we've
experienced
some
new
Americans,
you
know
residents
coming
into
the
firehouse.
P
Some
of
them
have
been
very
successful.
Some
of
them
have
struggled,
so
you
know
we're
a
very
structured.
You
know
how
you
how
you're
trained
the
commitment
level
that's
demanded.
You
have
to
make
25
of
the
calls.
You
know,
there's
we're
very,
very
structured,
because
someone
popping
in
popping
out
seeing
you
in
a
month
doesn't
work,
it's
very
structured
and
there's
a
lot
of
accountability
to
that
and
that's
I
I'm,
not
sure.
That's
the
focus
and
that's
a
challenge
in
which
we
have
to
overcome
so
committed
to
it.
P
But
we
don't
locally,
have
the
expertise
or
resources
to
face
that
challenge
and
I
would
tell
you
even
at
the
state
level
they
don't
you
know.
There's
you
know.
I
would
rely
on
these
guys
too,
with
their
education
and
certainly
with
you
know,
the
Vermont
fire
councils
and
the
near
the
academy
they're
not
structured,
to
help
us
through
that
endeavor.
I
I
will
say
that
it
is
something
that
John
and
I
have
been
discussing
since
almost
our
first
one-on-one
and
it's
this
is
where
the
rubber
meets
the
road.
If
we
can,
you
can
hear
how
much
the
staff
is
dealing
with
now
and
how
much
they're
covering
now,
even
though
we
should
think
of
it
as
an
integral.
It
is
a
new
skill
set,
so
we
have
to
be
careful
and
thorough
about
how
we
roll
it
out.
So
it
is
something
that
we
we're
committed
to,
but
it
does
take
some
some
finessing
to
get
it
to
work.
P
I
mean
I'll,
give
you
a
real
life
example
and
I
know
I'm,
probably
over
my
time,
Hubert's
burning
holes
in
the
back
of
me.
You
know
a
new
staff
member
recently
went
through
our
interview
process.
You
all
seem
to
line
up,
meaning
it
seemed
like
a
good
fit
for
him
seems
like
a
good
fit
for
us
still
is,
but
we
sent
him
to
County
class
right.
L
P
It
never
came
to
us,
he
never
mentioned
it.
We
just
through
our
interview
process.
We
were
like
you
know.
We
would
never
think
that
someone's
running
from
their
residence
trying
to
get
to
the
Firehouse
right
we've
never
experienced
that
we've
never
had
to
deal
with
that.
So
we
tried
to
you
know,
supplement
that
need
by
providing
one
of
the
city.
Electric
cars
and
Daisy
had
to
get
to
training,
but
he
still
had
to
get
to
City
Hall,
so
he
was
still
walking
blocks
to
get
here.
You
know
it
just
those.
M
P
Have
to
figure
these
things
out,
I'm,
not
saying
that
we
don't
get
there,
but
I
just
you
know,
and
this
individual
wants
to
help
his
community.
But
you
know
at
the
end
of
the
day,
I
still
got
to
think
about
you
from
his
residence.
You
know
a
fire
call
goes
out
and
someone's
going
to
run
from
their
house.
It's
not
like
they
live
across
the
street
they're
blocks
away.
P
You
know,
and
just
what
that
looks
like
and
and
how
can
I
say
all
right?
That's
that's
the
level
of
service
we're
going
to
provide
I'm,
not
saying
he
doesn't
have
a
place
and
just
those
are
pieces
that
we
need
to
to
learn
and
when
we're
doing
all
in
that.
That
needs
to
be
on
our
front
burner.
But
there's
a
lot
on
the
front
burn.
A
L
L
L
L
L
L
L
L
A
A
R
Good
evening,
everybody
thanks
for
giving
us
the
time
to
go
over
our
budget
with
you
this
evening
as
part
of
our
succession
planning
professional
development,
which
we'll
get
into
a
little
bit
more
later
in
this
presentation,
I've
asked
Lieutenant
charcalis
to
help
co-present
tonight
so
he'll.
If
we
get
to
the
outline
he'll
be
taking
you
down
to
the
community
outreach
events
and
then
I
will
be
taking
over
from
the
general
form
Budget
on
through
and
depending
on
what
the
questions
are.
You
may
get
an
answer
from
one
or
both
of
us.
T
T
We
had
one
in-house,
so
it's
easy
for
people,
it's
very
tangible
that
okay,
if
we
have
a
case
that
we
feel
falls
into
this
realm
of
needing
alternative
Justice
that
it
was
here
that
was
dealt
with
I
just
want
to
reassure
everyone
that
those
needs
are
still
being
met.
It's
just
we're
partying
with
Essex
and
Burlington,
and
so
if
a
case
goes
to
the.
L
T
T
Please,
okay,
so
this
is
really
like
the
foundation
of
what
we
do
or
been
trying
to
do.
So.
A
little
background
in
2015
former
president
Obama
established
a
a
task
force
which
had
some
of
the
most
respected
Minds
in
law
enforcement,
other
professions
to
kind
of
figure
out.
What's
the
best
way
going
forward
to
kind
of
overhaul
policing-
and
you
know
it
serves
you-
the
21st
century
policing
model
and
it's
the
foundation
of
what
we
do.
T
It's
the
basis
of
what
our
strategic
plan
outlines,
best
police
practices
and
how
to
best
interface
with
the
communities
that
we
serve.
So
after
these
meetings,
they
came
up
with
these
six
pillars
and
really
what
that
comes
down
to
is
promoting
effective
crime
reduction
models
while
building
Community,
Trust
and
also
keeping
in
mind,
safeguarding
like
the
well-being
and
of
officers
as
well.
So
that's
kind
of
like
what
a
nutshell
this
is
trying
to
accomplish,
and
our
biggest
thing
is
with
our
strategic
plan.
T
Please
okay,
so
kind
of
feedback
on
the
last
slide
and
for
those
who
have
seen
this
before
I
apologize,
but
nothing's
not
much
has
changed
in
the
last
year
or
so.
But
this
is
again
with
the
21st
century.
Policing
model
training
is
a
big
component
of
that
and
we've
been
trying
to
make
sure
that
we're
keeping
up
to
speed
with
the
national
Narrative
of
what's
important
in
policing.
As
you
can
see
up
there,
we
have
a
fair
and
partial.
Please
let
me
do
every
other
year.
T
A
huge
emphasis
is
now
on
de-escalation
trainings,
where
in
the
past,
we
would
maybe
go
into
a
situation
and
resort
to
using
some
type
of
force.
Now
we're
taking
a
breather
times
on
our
side
and
we're
trying
to
figure
out
the
iPad,
trainings
and
other
de-escalation
methods
to
get
best
results
with
other
tactics
to
have
a
more
positive
outcome
with
people
not
getting
hurt
unnecessarily.
Also
with
our
training
we're
trying
to
emphasize
the
Future
Leaders
of
the
agency
and
we've
invested
a
lot
of
time,
specifically
in.
T
T
T
and
I,
just
like
to
focus
on
a
lot
of
the
calls
that
we
deal
with
are
community-based,
so
a
lot
of
them
don't
have
necessarily
a
criminal
component
to
them,
but,
as
you
can
see,
the
public
assists
are
our
most
common
call.
That
could
be
anything
from
like
a
landlord
tenant
issue.
You
know
civil
issues,
but
a
lot
of
times
us
as
police
officers.
We
are
kind
of
like
the
first
line
for
people
to
to
call
and
say
hey
what
do
I
have
here
and
we
can
either
say
this
is
well.
T
We
can
help
you
with
this
or
we
can
at
least
get
you
and
point
in
the
right
direction.
I'd
also
like
to
point
out
that
our
agency
assists
are
a
little
up,
and
that
is
just
kind
of
also
with
the
Staffing
shortages,
not
only
in
one
news
feed
the
county,
the
state
and
the
nation.
It's
just
been
more
imperative
to
have
these
Partnerships
with
our
neighboring
agencies
to
make
sure
that
we're
providing
the
residents
with
the
services
that
they're
expecting.
L
M
T
Like
a
two
opposite
response
for
any
kind
of
incident,
that
would
be
maybe
a
little
more
volatile
it.
We
also
only
have
a
two
person
minimum
so
a
lot
of
times,
22
people
in
the
city.
So
if
one
person's
tied
up-
and
we
have
let's
say
we
have
to
go
to
a
domestic-
you
know
we're
going
to
rely
on
poll
tester
to
help
supplement
us
and
vice
versa.
Colchester
is
tied
up
with
something
they
have
to
go
to
call.
You
know
we're
helping
them.
So
that's
what
HCC
assists
come
in
so
again.
T
This
is
just
something
that
we're
dealing
with,
and
this
is
the
reality
of
where
we're
at
in
policing
with
some
staffing
issues,
so
the
HC
sets
are
also
up,
but
I
really
want
to
emphasize
that
this
is
most
of
our
calls
for
service
are
community-based.
Community
Care,
taking
non-criminal,
however,
very
vital
and
also
allows
us
to
to
be
exposed
to
people
who
maybe
aren't
who
traditionally
wouldn't
see
the
police
were
out
there
in
the
Forefront
more
next
slide,
please,
okay.
T
So
this
is
just
a
five-year
snapshot
of
what
we've
had
for
a
call
volume
per
year
and
I'd
like
to
point
out
a
couple
things
as
you
can
see:
pre-pandemic
so
the
fiscal
year
19
we
had
8
000
calls
for
service.
We
were
almost
at
9
000
the
following
year
pandemic
hits
our
numbers
have
gone
down,
that's
not
a
surprise.
We
went
to
a
more
of
a
reactionary
model
instead
of
a
proactive
model
and
that's
just
what
was
expected
and
I
think
that's
what
people
wanted
to.
T
R
T
Would
like
to
say
that
that
last
the
fiscal
year
20
through
the
3885,
that's
the
six
months,
so
as
you
can
see,
post
pandemic
we're
it's
in
the
rear
view
more.
Our
numbers
are
going
to
be
pre-pandemic
numbers
again
and
that's
evident
with
that.
That
number
and
we're
also
going
into
the
warm
ones
and
not
right
now
but
I,
know
it's
only
January.
T
Be
into
the
warmer
season
that
usually
are
bumps
our
call
volume
up,
so
I
am
very
confident
that
we'll
be
well
into
the
AIDS
again
for
for
our
instance
for
the
year
next
slide.
Please
I
guess
this
is
the
time
of
day
of
week.
Analysis
just
want
to
emphasize
that
our
busiest
time,
maybe
no
surprise,
is
zero.
T
Seven,
hundreds
or
seven
in
the
morning
to
zero
one
hundred
the
next
morning
and
again,
we've
been
trying
to
staff
those
hours
with
the
most
police
officers
or
most
coverage
as
possible,
and
so,
like
I
said,
that's
I,
just
it
it's
pretty
level
but,
like
I,
said
zero
seven
to
zero
one.
The
following
day
is
definitely
our
busiest
time
frame
and.
L
L
G
T
T
Like
a
catch-all
for
some
stuff,
we
just
don't
know
exactly
what
the
complaints
may
be.
Asking
so
I
heard
a
loud
noise
at
this
intersection
last
year.
I,
don't
know
anything
more,
it's
just
a
loud
noise,
so
we'll
go
up
and
just
call
it
suspicious
and
either
we
can
verify
that.
Okay,
this
something
fell
or
you
know,
there's
something
else,
but
those
aren't
just
suspicious
and
a
lot
of
times.
We
don't
find
anything.
We
just
label
it
as
such.
Okay.
L
G
T
T
L
T
So
just
gonna
kind
of
touch
upon
the
school
resource
officer
for
those
who
aren't
familiar.
There's
been
some
chatter
over
the
last
couple
years
of
seeing
if
we
want
to
continue
with
the
SRO
program
the
way
it's
been
for
for
several
decades
now.
So
there
were
some
conversations
that
were
had
between
school
council
members
and
members
of
the
community
to
see
if
we
wanted
to
have
a
full-time
embedded,
SRO
up
at
the
school
and
I
can
tell
you
for
fiscal
year
24.
T
That's
we're
not
there's
going
to
be
no
changes
right
now,
so
we
are
going
to
have
a
school
resource
officer
out
of
the
school
full-time
he'll
be
in
the
uniform.
You
see,
there's
a
soft,
uniform
and
an
unmarked
Cruiser,
but
there's
no
changes
for
Brisco
24.
I'm
being
told
from
the
chief
that
there
will
continue
to
be
conversations
to
see
if
they
are
going
to
make
changes
from
the
school
year,
25
whether
it's
like
a
hybrid
or
liaison,
but
like
I,
said
for
fiscal
year,
24
nothing's
changing
just.
R
Just
for
full
disclosure
to
you
know
this.
The
schools
struggling
like
the
city
with
their
FY
24
budget
superintendent
McMahon,
did
share
with
me
that
his
recommendation
is
to
to
keep
the
SRO
as
is
but
be
his
decision
as
the
school
gets
to
their
final
budget
meeting
to
get
to
the
number
that
they
want.
They
may
come
back
to
us
with
something
that's
an
alternative.
T
Became
a
lieutenant,
we
were
fortunate
to
have
this
community
average
team.
We
welcome
to
all
the
communities.
Almost
almost
all
the
communities
in
Shannon
County
I
just
really
want
to
highlight
the
work
that
they
do.
If
you
go
back
to
you
know
right,
we
don't
have
to
go
back
to
that
slide,
but
one
of
our
busiest
call
call
cultural
Services
mental
health
issues
and
a
lot
of
times
it
has
no
criminal
component
to
it.
It's
just
a
time
consuming
Endeavor
Endeavor
for
patrol
officers
to
have
to
deal
with
the
Outreach
team
has
been
fantastic.
T
They
are
part
of
Howard
but
they're,
embedded
with
talented
when
you
see
coaches
or
Aztecs
Williston
South
Burlington,
and
they
just
provide
us
the
ability
to
offer
more
optimal
services
for
people
who
are
experiencing
mental
health
issues
and
also
freeing
officers
who
maybe
don't
have
the
skill
set
or
the
time
to
adequately
deal
with
that.
So
it's
been
really
a
win-win.
A
good
partnership
for
us
I
can
see,
and
you
can
all
see
that
the
calls
have
gone
down
and
I'll,
try
and
explain
why.
That
probably
is
the
case.
T
They
were
just
like
us,
more
reactive,
not
getting
out
in
the
community,
doing
extra
ways
of
of
kind
of
like
networking
and
doing
Outreach
Outreach
stuff.
Also,
it's
a
very
transient
population
about
health
issue
people,
so
a
lot
of
them
don't
have
homes,
and
you
know
one
month
these
individuals
could
be
in
Winooski
and
then
three
months
from
now
they're
in
South,
Burlington
and
they've
been
in
South
Burlington
for
a
while.
So
they
are
probably
dealing
with
I'm
guessing
call
on
about
the
same.
L
H
T
T
Kind
of
focus
on
it's,
it's
a
really
good
deal
for
the
city
for
what
you're
getting
so
the
Outreach
team
works
Monday
through
Friday
and
I,
believe
the
hours
are
8
A.M
to
at
least
80
p.m.
So
again
at
least
12
hours
of
coverage.
Five
days
a
week,
we
account
for
nine
percent
of
the
total
call.
We
contribute
seven
percent
of
the
cost,
which
I
believe
the
chief
was
telling
me
it's
about
sixteen
to
a
thousand
dollars
a
year.
So.
T
Thousand
dollars
a
year,
you
get
more
than
a
full-time
social
worker,
mental
health
worker
at
your
at
our
disposal
for
the
community,
so
for
sixteen
thousand
dollars
to
have
at
least
12
hours
of
coverage
five
days
a
week,
it's
just
a
really
good
investment,
I.
Think
for
for
the
city
to
to
continue
and
like
I
said
it
has
made
dividends
for
us
and
it
helps.
This
is
like
I
said,
really
good
partnership
for
us
next
slide.
Please.
G
T
T
L
T
It
doesn't
sleep,
so
it's
they
have
at
least
extended
into
a
good
portion
of
the
evening
part.
But
I
haven't
heard
anything
concrete.
It
says
you
know
we're
going
to
go
into
the
weekends
or
anything
more
okay
and
now
for
the
fun
part.
For
me,
so
I'd
be
remiss
if
I,
if
I
can
at
least
acknowledge
some
of
the
CSS
swords
that
we've
had
on
this
past
fiscal
year.
I'm,
not
always
the
best
I.
T
Do
some
of
the
press
releases
that
we
don't
always
put
out
all
the
good
deeds
and
work
that
a
lot
of
the
officers
downstairs
do
so.
It's
gonna
take
a
quick
moment
just
to
kind
of
highlight
some
of
the
things
that
we
thought
were
exceptional
work
and
again
a
lot
more
community-based
and
de-escalation.
But
this
these
first
couple
kind
of
focused
on
the
drug
issues
that
unfortunately
plagued
many
of
the
communities
in
Vermont.
T
We,
as
you
see
the
first
one,
was
a
search
warrant
that
it
was
a
suspected
drug
house
for
a
while,
and
finally,
one
of
our
officers
was
able
to
initiate
a
traffic
stop
which
connected
to
this
house.
They
put
this
officer.
Put
the
effort
into
get
the
search
warrant
and,
as
a
result
of
service
warrant,
you
can
see.
600
bags
of
heroin
will
see
seven
ounces
of
cocaine,
60
grams
of
crack
and
six
grams
of
methamphetamine.
L
T
L
T
T
T
These
are
tough
cases.
It
was
a
violent
crime,
but
through
the
good
work
of
a
couple
of
our
officers,
they
were
able
to
actually
locate
the
weapon
that
was
used
to
track
it
to
a
hotel
in
the
area
in
Colchester
I'm,
actually
able,
within
a
couple
of
hours,
to
apprehend
the
suspect
and
get
in
the
confession
from
it.
So
that's
a
rare
thing,
but
obviously
a
very
a
violent
crime
that
has
a
good
ending
where
we
held
someone
accountable
next
slide.
Please.
T
I
T
So
many
I'm
gonna
talk
because
I
know
you've
already
had
a
long
evening,
but
we
have
some
Daytime
burglary
issues
in
the
last
I
guess.
It
was
probably
like
two
three
months
ago
and
thank
you
to
our
community
members
who
are
alert
and
aware
of
these
things.
You
know
from
porch
form
was
very
involved.
We
were
able
to
find
this
individual
based
on
a
tip
from
a
Community
member
and
apprehend,
and
those
daytime
burglars
have
stopped
for
now
and
then
we've
had
a
couple.
Employees
do
some
life-saving
measures.
T
A
couple
were
working
the
fair
and
perform
CPR
on
an
employee
saving
that
employee's
life.
We
don't
always
go
into
all
our
Narcan
deployments.
We
probably
I'm
just
guessing,
but
I
would
say
at
least
probably
maybe
once
a
week
we're
deploying
Narcan.
So
it's
not
getting
the
same
recognition
just
because
we
do
it.
So
often
it
becomes
almost
normal,
but
I
do
want
to
just
to
let
everyone
here
know
that
we
are
actively
going
to
overdoses
multiple
times
a
week
and
deploying
our
Canon
and
probably
saving
many
lives
in
the
process.
T
Just
want
to
reiterate
again
at
the
end,
here's
this
focus
on
the
de-escalation
is
Paramount
and
what
we're
trying
to
do
for
this
21st
century
policing
and
just
our
community
policing
in
general
that
we
are
able
to
now
take
a
deep
breath,
take
time
and
usually
have
successful
outcomes
without
having
to
use
force
and
that's
something
that
we
deal
with
daily
talking
to
people
is
our
our
most
important
weapon.
You
know
to
communicate
and
de-escalate
situations
yeah,
that's
pretty
much.
All
I
have
for
now.
T
Basis
of
what
we've
been
doing
is
all
community
outreach
community
policing,
and
these
are
we're
finally
able
to
post
pandemic,
get
back
into
some
of
the
things
that
Chief
Hebert
has
been
implementing
for
years.
Now
we're
finally
able
to
do
some
coffee
with
the
cops
these
last
six
months,
we've
reintroduced
the
block
parties.
T
We
will
start
the
public
safety
Camp-
hopefully
this
spring
slash
summer
with
SRO,
and
just
really
just
trying
to
get
back
to
normalcy
and
getting
the
outrage
and
being
able
to
connect
with
again
members
of
the
community
who
traditionally
probably
wouldn't
see
us,
because,
if
we're
reactionary
and
if
you're
not
doing
anything
wrong,
I
can
know
your
your
police
force.
This
allows
us
to
at
least
be
able
to
build
these
again.
These
Partnerships
that
are
vital
for
us
going
forward.
T
L
L
G
H
L
G
T
R
R
R
It's
the
nature
of
this
type
of
project
and
why
it's
been
on
the
plate
to
have
you
know,
can
you
know
Consolidated
dispatch
for
almost
50
years?
Now
it's
just
a
lot
of
moving
pieces
and
parts,
so
Elaine
will
be
updating
you
as
that
continues,
but
there
has
been
some
unexpected
issues
retaining
and
caring
for
our
current
employees.
R
R
How
we
treat
people
how
we
interact
with
people
customer
service
mentality,
while
delivering
police
services
so
turnover
is,
is
a
big
issue.
When
you
lose
people,
it
hurts
twice
as
much
as
when
you're
trying
to
recruit
new
people
to
train.
If
that
makes
any
sense
we're
going
to
continue
to
try
and
diversify
our
Workforce.
We've
done
a
pretty
good
job
at
that
it's
going
to
be
ongoing
work.
Four
of
our
sworn
employees
are
for
marginalized
communities
to
better
represent.
You
know
our
population
here
in
Winooski,
so
we're
very
proud
of
that.
R
It
took
almost
two
and
a
half
years
to
reach
that
Milestone,
but
we're
not
going
to
stop
professional
development
is
going
to
be
key.
We're
looking
at
a
lot
of
change
and
I
can
tell
you
historically
since
1996
when
I
started
here
it's
this
has
been
a
very
consistent
every
five
years
you
lose
33
percent
of
your
Workforce
for
one
reason
or
another.
R
So
this
is
nothing
new
I
think
it's
just
it's
more
highlighted
now,
because
it
takes
so
much
longer
to
get
a
new
hire
ready
to
do
this
type
of
work
than
it
did
25
years
ago,
25
years
ago
you
taught
them
how,
to
you
know,
go
to
the
academy.
Do
basic
police
work,
you
know,
detect
crime
and
they
were
good
to
go
or
now
there's
just
so
much
more
involved.
It's
a
bigger
commitment,
time,
resources
and
money.
R
R
Do
yes,
they've
we've
reviewed
it
with
them.
Okay,
we
I
think
we
had
a
member
sit
on
the
last
update.
It's
been
a
little
bit
of
a
struggle
this
last
time
to
get
somebody
the
one
member
that
was
on
that
commission
for
a
long
time
and
was
really
invested
in
that
work
left
the
commission.
So
we
do
the
best
we
can
to
include
as
many
voices
as
we
can.
Okay
and.
R
R
The
Outreach
team
I
think
there's
been
some
conversations,
they're
going
through
a
little
bit
of
turnover,
as
well
as
that
team
grows
and
takes
on
new
communities,
they're
trying
to
add
members
whenever
they
have
one
of
the
members
of
that
team
leave.
It
takes
a
little
bit
of
time
to
get
back
up
to
speed
so
they're
dealing
with
that
as
well.
School.
R
I
fully
believe
that
for
fy25
will
be
an
off-campus
program.
District
liaison
officer
seems
to
be
the
catchphrase
that
we're
going
with,
and
that
officer
would
still
work
Monday
through
Friday
during
the
day
be
available
to
be
the
first
responder
and
a
known
face
going
up
to
the
school.
Also
doing
education
driver's
ed,
dare
training
all
the
things
that
they've
done
in
the
past.
R
You
don't
know
that
somebody's
going
to
hurt
their
knee
playing
basketball
and
be
out
for
four
months.
People
have
babies
and
go
on
Parental
leave
people
get
sick
and
battle
illnesses.
So,
while
we're
at
full
staff
right
now
on
paper
at
15.,
we
have
run
with
two
or
three
people
out
for
the
majority
of
this
fiscal
year
and
the
toll
that
that
takes
on
the
people
that
are
left,
standing
and
handling.
These
calls
is
tremendous
I'm
very
concerned
about
burnout
lack
of
opportunities
I'll
get
into
that
later,
but
it.
R
R
F
R
G
R
R
R
And
we
can
go
to
the
next
slide,
so
I
asked
Angela.
You
know
I'm
very
aware
of
the
size
of
the
police
department
budget
in
relation
to
the
city
budget,
and
this
is
nothing
more
than
to
call
out
over
the
past
eight
budgets,
how
we've
actually
tried
to
really
remain
as
cost
effective
as
we
can
so
I
asked
Angela.
Just
out
of
curiosity
I
said:
could
you
run?
Fy15
was
the
first
year
that
I
did
this
presentation
and
then
FY
23
and
just
take
a
look
and
see
where
these
increases
have
come
from.
R
R
Like
the
city
has
made
a
huge
investment
in
the
vemma's
retirement
system
20
years
now,
it's
I
can't
tell
you
that's
the
best
investment
we've
ever
made,
but
as
salaries
go
up,
it's
all
based
on
percentages,
so
the
city's
contribution
for
that
also
goes
up.
So
it's
not
just
the
salaries
when
we're
negotiating
contracts.
It's
all
these
other
things
that
the
salary
touches,
and
it
doesn't
take
long.
You
know,
medical
insurance
is
always
going
up
every
year.
So
that's
always
an
issue.
R
What
I
wanted
to
present
to
you
is
the
10
line,
item
roll
up
and
just
show
that
every
single
line
item
actually
has
gone
down
in
our
police
budget.
This
is
the
operations.
What
makes
us
go
on
a
daily
basis,
since
FY
15
tried
to
be
a
good
partner,
tried
to
help
out
the
city
and
other
departments
as
they
have
needs,
and
I
felt.
R
There
was
a
cushion
there
that
it's
hard
to
give
up
that
cushion
when
it's,
because
it's
so
much
harder
to
ask
for
the
money
to
get
it
back
than
it
is
to
give
it
up.
But
we
have
tried
to
be
good
partners
and
all
that
the
contract,
Professional
Services
line
item
has
some
and
if
Angela
is
in
the
cloud
somewhere
and
I
start
to
go
off
track
here.
R
That
actually
have
gone
up
in
that
line
was
the
community
outreach
team
came
into
existence
and
we
made
an
investment
in
that
great
investment.
But
it's
money
officer,
wellness
program
where
we
have
a
mental
health
clinician
available
to
US
24
hours
a
day,
seven
days
a
week
for
six
thousand
dollars
a
year.
Another
great
investment.
R
So
there's
some
things
that
are
just
out
of
our
control
and
I
know
somebody's
going
to
ask:
have
you
looked
around
for
Alternatives
and
yes,
we
for
the
better
part
of
a
month
Colchester
and
when
you
ski
both
made
multiple
phone
calls,
and
there
was
just
nobody
that
wanted
to
take
that
on
for
the
type
of
money
that
we
pay.
So
we
were
lucky
enough
that
quote
that
Colchester
was
able
to
negotiate
a
deal
with
luck.
R
They
were
talking
about
retiring
and
not
having
the
service
anymore
and
they've
agreed
to
stay
open
for
at
least
this
coming
fiscal
year.
So
we're
good
through
FY
24.
After
that,
there's
no
guarantees
the
slides
a
little
bit
cut
off
and
you're
probably
wondering
why
is
28
sitting
down
in
that
bottom
right
corner.
R
So,
in
the
same
amount
of
time
from
FY
15
to
FY
23,
the
police
department
budget's
gone
up,
28
percent,
28.34
and
I
believe
the
city
budget
overall
has,
in
that
same
amount
of
time
has
gone
up
almost
51,
so
we've
actually
gone
up
at
half
the
half
the
increase
rate
as
the
overall
City
budget.
I
just
wanted
to
call
that
out.
R
R
So
there's
a
couple
of
things
right:
the
price
of
gas,
as
we
all
know,
is
really
about
a
little
three
years
ago,
two
bucks
a
gallon
over
the
past
year.
It
hit
four
plus
almost
five,
and
now
it's
back
down
in
the
threes.
One
of
the
things
to
call
out
on
this
is
I
felt
comfortable,
reducing
that
number,
because
we
had
started
to
switch
our
Fleet
over
to
hybrid
vehicles.
So
two
of
our
four
marked
Vehicles
were
hybrids.
R
Now,
let's
talk
about
the
pandemic
and
and
the
effect
that's
had
on
the
world
right.
We
cannot
I
ordered
a
hybrid
vehicle
18
months
ago
and
two
months
ago
our
salesman
called
and
said:
there's
no
microchip
stabilities,
Vehicles
Ford
has
to
bring
them
back
to
the
factory,
crush
them
and
start
over,
so
hybrids
are
not
available
with
and
he
wasn't
able
to
even
give
me
a
build
date
looking
forward.
So
knowing
that
we've
added
you'll
see
in
the
FY
24,
we
actually
included
I
think
it's
a
four
thousand
dollar
raise
for
gasoline.
R
L
R
So
we
try
to
maintain
our
Fleet
that
at
year,
four
it's
ending
its
or
it's
starting
to
reach
its
its
useful
life.
What
we
did,
what
we're
finding
right
now
and
why
FY
23
is
a
little
bit
higher
in
maintenance
is
two
things
we
had
two
accidents
officers
involved
accidents
that
weren't
major.
You
know
as
far
as
you
know
how
much
damage
was
done.
R
You
know
in
the
big
scheme
of
things,
eight
thousand
dollars
to
a
vehicle
isn't
a
lot
anymore,
but
unfortunately
the
league
is
trying
to
because
the
way
our
insurance
works,
we
have
five
thousand
dollar
deductible.
So
even
if
the
other
person
is
at
fault,
there's
a
five
thousand
dollar
Gap
that
we
have
to
wait
and-
and
the
league
has
to
try
and
get
that
money
back
from
the
person
who
is
responsible
for
the
accident.
So
we've
had
two
unanticipated
accidents.
R
H
L
R
R
As
far
as
the
bigger
costs
of
this
program,
the
pandemic
has
created
a
very
unique
opportunity
for
us
where
we
had
minimum
Staffing
for
almost
two
years
so
and
we
were
very
reactionary,
so
we
have
even
with
the
the
pause
missing
a
vehicle
and
not
and
not
making
that
purchase.
We
have
a
2020
and
a
2021,
both
with
roughly
about
18
to
21
000
miles
on
them.
R
When
the
new
car
comes
in
this
year,
the
one
thing
I
would
be
looking
or
asking
for
as
part
of
this
proposal
is
going
from
our
current
Fleet
of
vehicles,
but
to
keep
one
more
and
what
we
would
do
is
take
one
of
the
hybrids
and
outfit
that
to
be
a
canine
Cruiser
rather
than
cycling
out,
our
oldest
Cruiser.
That
should
have
been
for
next
for
last
July,
that's
coming
in
hopefully
this
week.
We
would
continue
to
keep
all
of
those
vehicles
in
the
fleet
and
add
one.
R
R
So
it's
not
going
to
be
used
24
hours
a
day,
seven
days
a
week,
so
I
see
no
reason
why
that
vehicle
couldn't
last
three
to
four
years
before
you
even
have
to
think
about
replacing
that
so
where's
the
money
coming
from
we.
As
you
know,
we
started
a
DEA
assignment
about
seven
years
ago.
Now
we
currently
don't
have
anybody
in
there
we're
still
seeing
they're
called
dags,
which
are
the
paperwork.
The
asset
forfeits
are
sharing
that's
coming
in
as
of
right.
R
Now,
the
last
accounting
that
I
had
we
had
roughly
ninety
thousand
dollars
in
a
bank
account
from
that
sharing.
I
also
believe
we
have
about
25
outstanding
dags
that
are
still
working
their
way
through
the
federal
system
and
we'll
be
receiving
monies
from
those
outstanding
dags.
So
what
I
think
I?
Actually
what
I
know
we
need
for
cost
of
a
dog
I'll
fit
the
car
we're
looking
at
about
twenty
two
thousand
dollars.
R
These
leadership
trainings
are
incredibly
expensive
and
what
I've
always
done
is
use
that
that
asset
forfeiture
money
to
send
people
to
professional
leadership
trainings,
but
also,
in
the
back
of
my
mind,
I
felt
we
once
we
hit
close
to
a
hundred
thousand
dollars
that
we
would
be
able
to
implement
this
canine
program.
Not
have
to
ask
you
folks
for
money
just
for
your
approval
of
the
idea,
starting
up
the
program
and
keeping
the
one
extra
vehicle
and
insurance
on
that
vehicle,
which
is
a
pretty
minimal
investment
to
make.
R
Considering
you
know
to
stand
up
these
programs,
it
can
be
pretty
costly
if
you
have
to
buy
a
vehicle
and
all
the
equipment
and
everything
else,
I
feel
we're
in
a
really
good
place
to
do
that
and
the
reason
I'm
I'm
bringing
this
up
to
you
as
we're
kind
of
on
a
timeline.
Everything
happens
quicker
than
you
want
it
to
so.
R
What
the
Vermont
canine
Association
recommends
is
that
the
Handler
have
six
months
to
bond
with
the
dog
prior
to
attending
training.
The
next
canine
schools
start
in
mid-june,
so
we're
at
that.
Six
month,
Mark.
We
have
identified
a
dog
in
Colchester
who
supplies
dogs
to
police
programs.
The
dog
is
available.
R
It's
a
six
thousand
dollar
cost,
which
is
part
of
that
22
000,
but
we
need
we
need
to
move
pretty
quickly
and
get
that
dog
start
to
have
that
dog
bond
with
the
officer.
The
next
part
would
be
getting
the
vehicle
that
we've
identified
that
we're
going
to
send
to
Municipal
headquarters
down
in
Massachusetts,
who
does
all
our
Cruiser
prep
and
get
that
switched
over
to
a
canine.
R
So
the
public
safety
Bennett,
let's
start
with
officer
safety,
you
know
as
of
right
now,
if
we
get
an
alarm
and
there's
an
open
door
or
a
broken
window,
officers
are
searching
that
and
police
canines,
obviously
their
smell,
their
their
senses
are,
are
so
much
greater
than
police
officers.
They
can
go
in
and
do
that
more
safely
than
than
just
officers
responding
and
handling
those
types
of
calls.
I
always
like
to
try
and
find
ways.
You
know
when
you
ski
it
feels
like.
R
We
need
a
lot
of
resources
and
we
ask
for
a
lot
of
resources,
but
it's
just.
This
is
a
great
opportunity
for
us
to
expand
the
resources
that
are
available
in
the
county,
so
we
would
have
when
that,
when
that
K-9
Officer
is
working
actually
be
able
to
offer
that
resource
to
other
agencies.
If,
if
there's
a,
let's
say,
there's
a
person
with
Alzheimer's
who
wanders
away
from
their
home,
that
dog
could
immediately
pick
up
a
central
and
find
a
person
where
we,
you
know
we
could
be
searching
for
hours
if
not
a
day.
R
You
know
time
is
of
the
essence,
especially
in
the
winter
things
like
that.
There's
that
type
of
call
that's
servicing
the
community.
A
canine
is
also
an
incredibly
great
Outreach.
Every
almost
everybody
likes
dogs,
it's
a
great
way
to
start
conversations
and
and
to
have
kids,
be
comfortable,
coming
up
and
patting
the
canine
and
talking
to
the
canine
Officer.
So
it's
a
force
multiplier,
it's
a
resource
we
can
add
both
to
the
department
and
to
the
county.
H
R
R
R
I
think
it's
all
about
Outreach,
right
and
education
and
communication,
and
those
are
things
that
we
all
work
on
on
a
daily
basis.
I
think
when
you,
when
you
add
any
type
of
new
resource,
it's
great,
to
get
out
and
tell
people
about
that
resource.
So
there's
no
reason
why
we
couldn't
go
to
the
Elders
of
our
you
know,
non-english
speaking,
community
and
and
start
to
put
the
word
out
and
explain
why
this
is
a
good
resource
and
it's
not
necessarily
just
a
patrol
function.
A
Thank
you,
I
think
you
would
have
to
do
that.
I
see
a
lot
of
dog
fear
like
I
walk
what
I
consider
quite
into
an
unintimidating
dog
around
and
I've
I've,
just
seen
that
a
lot
with
folks
or
people
who
come
near
the
dog
park
and
stuff
I
think
there's
value
in
if
this
is
a
way
to
help
people
who
aren't
naturally
comfortable
with
dogs
get
there,
but
it
would
require
like
concerted
effort.
G
A
question
I
have
about.
It
is
about
the
training
of
the
canine
unit
and
the
dog
itself,
especially
considering
how
the
training
can
make
even
the
dogs
bias,
especially
so
thinking
about
community
policing
and
ensuring
that
we're
not
bringing
what
is
dangerous,
if
not
used
and
not
trained
properly
into
our
community.
So
kind
of
thinking
about
the
biases
that
can
be
put
on
dogs
from
people
and
just
how
we
want
to
ensure
that
isn't
happening
in
our
community.
R
Sure
so
I
wish
I
had
Marcus
in
the
room,
but
he's
he's
looking
at
a
particular
breed
of
dog.
It's
a
smaller
dog,
it's
not
a
German,
Shepherd
I.
Think
it's
a
Malinois
is
what
he's
looking
at
tend
to
be
less
anxiety,
more
friendly
than
the
traditional
German
Shepherds,
so
we're
looking
at
that
we're
also
limiting
what
its
scope
is
going
to
be
once
it
gets
here.
A
R
Well,
we're
always
going
to
be
we're
going
to
be
limited
right,
because
there's
I
will
tell
you
the
one.
The
one
officer
who
has
shown
interest
in
this
is
a
person
of
color.
But
then
you
have.
You
know
that
it's
a
person
of
color
who
owns
a
dog
and
when
it
interacts
with
somebody,
that's
white
or
somebody,
that's
Asian
or
you
know
anything
other
than
what
its
owner
is.
R
I.
Think
you're
going
to
see.
You
know
the
canine
Association
of
Vermont
is
very
good
at
they.
Don't
they
don't
want
to
put
dogs
out
there
that
are
going
to
scare
the
community
that
are
going
to
be
a
liability
for
being
vicious
or
overly
aggressive?
They
they
really
focus
on
and
we're
going
to
focus
on
tracking
for
safety
and
clearing
buildings
and
being
a
patrol
asset,
but
not
necessarily
a
bite
at
traditional
white
dog.
H
That's
reassuring,
it
would
also
be
beneficial
at
some
point
in
the
near
future
since
times
like
this
is
to
have
some
data
around
the
number
of
other
municipalities
in
Vermont
that
have
canine
units
and
any
other
data
points
that
that
were
kind
of
set.
Our
questions
or
anxieties
at
ease
a
little
bit
I.
D
You
alluded
to
why
this
type
of
training
is
really
one
of
the
only
ways
you
have
to
enrich
current
officer
positions
without
you
know
creating
gaps
for
yourself,
so
I'm
I'm
personally
happy
to
see
that
this
is
finally
coming
to
fruition,
because
you've
been
trying
to
do
this
for
years
and
I
think
it's
important
for
officers
to
have
Outlets
to
advance
and
grow
so
that
they
won't
stay
here,
because
I
do
think.
You've
invested
a
lot
of
particularly
unique
energy
from
winuski
and
our
officers.
D
So
I
think
this
seems
like
a
no-brainer
I
do
want
to
remind
the
Council
of
this
is
in
our
2023
priorities
and
policies,
our
policies
and
priorities.
Union
absolute
noted
recommend
so
I
personally
have
no
need
to
see
additional
material
to
support
this
program.
I
agree
that
people
raise
good
points,
but
I
think
if
you
are
training
your
office
space
in
all
these
ways
that
you've
outlined
I
would
expect
that
to
transfer
to
another
member
before
it's
the
next
canine
unit,
so
I'm
I'm
personally
comfortable
with
this
moving
forward.
Thank
you.
I've.
F
Interacted
with
the
Canon
dogs
in
South
Burlington
at
a
community
event,
and
there
were
people
of
many
many
ethnicities
there
and
I
didn't
see
the
dog
interacting
differently
with
anybody.
I
think
that,
from
what
I
understand,
the
canine
training
that
we
have
is
it's
like
far
superior
than
any
other
regular
dog
training,
I've,
never
heard
of
a
dog
turning
out
to
have
a
bias
towards
a
certain
race
or
another.
After
doing
that
training,
it's.
R
Eight
weeks
full
time
for
the
patrol
certification
and
there's
other
there's
other
schools
on
top
of
that,
and
then
they
have
two
training
days
a
month
where
they
have
to
go
and
continue
to
show
that
these
skills
are
up
to
par
to
stay
certified.
So
they
they
receive
a
ridiculous
amount
of
training
to
stay
certified
in
the
state.
N
L
R
Read
the
proposal
and
I
didn't
I
didn't
include
the
entire
proposal,
because
I
didn't
think
you
were
going
to
want
that
type
of
detail,
but
I
can
tell
you
that
a
majority
of
the
services
that
you
need
are
readily
donated
by
both
vets
and
like
dog
food
warehouse
type
places
that
will
donate
for
a
working
canine.
So
we
estimate
two
thousand
dollars
would
be
the
max
for
Veterinary
any
upkeep
of
the
of
the
animal
and
for
like
a
kennel
to
confer
you
know
to
have
the
the
proper
equipment
to
outfit
the
officer
at
home.
R
F
R
Know
in
a
perfect
world,
if
we
could
have
an
answer
by
the
time
you
finalize
your
budget,
since
it's
not
I,
understand
completely,
that
it's
not
an
approved
budget
and
that
you
may
have
to
come
back
and
look
for
monies
elsewhere.
So
if
that's
not
if
you're
not
comfortable
or
you're
unable
to
do
that,
it's
totally
fine.
R
L
R
Thank
you
you're
welcome,
so
this
really
is
just
laying
the
groundwork
for
if
Consolidated
does
move
forward
as
planned
at
some
point
we've
talked
about,
you
know,
we've
kind
of
put
it
out
there
that
our
dispatch
team
is
different
than
other
police
departments
in
Chittenden
County.
Is
they
do
100
of
our
administrative
work?
Currently
downstairs?
We
don't
have
records
people,
we
don't
have
administrative
assistance,
they
just
fit
that
into
their
work
day.
They
split
it
up
amongst
the
four
of
them.
They
do
a
tremendous
job.
R
Dispatching
calls
and
also
handling
this,
this
ask
of
them.
So
that
would
leave
us
with
a
major
problem
right,
like
with
every
with
everything
that
there's
an
improvement,
there's
an
unintended
consequence,
so
Regional
dispatch
who
comes
along
and
can
strengthen
the
dispatching
function
within
the
police
department,
but
then
that
leaves
a
huge
hole
for
having
all
this
administrative
work
done.
I,
don't
feel
great
about
trying
to
shovel
all
this
onto
police
officers
that
should
be
out
and
patrolling
and
and
are
redoing
their
their
duties.
It's
that's
not
even
an
option.
R
We've
there's
been
discussions
in
the
past
about
the
clerk's
office.
Taking
on
some
of
these
roles,
the
one
thing
I
will
tell
you
is
that
some
of
these
tasks
are
very
specialized.
They
also
have
to
be
done
in
a
secure
environment
where
computers
can't
be
accessed
or
viewable
by
the
public,
so
that
rules
out
a
good
portion
of
the
clerk's
office
to
be
able
to
do
that.
Work.
R
I'm,
just
going
to
highlight
some
of
I
didn't
want
to
do
a
laundry
list
of
everything
that
they
do.
These
are
just
literally
the
specific
tasks
that
somebody
coming
off
the
road
and
and
taking.
This
position
is
going
to
have
no
clue
how
to
do
until
we
get
them
to
a
bunch
of
trainings
and
also
some
time
in
the
seat
actually
trying
to
do
those
trainings.
This
isn't
including
all
of
just
the
basic
administrative
work.
This
is
the
highly
specialized
work.
R
So,
where
we're
expected
by
Statute
to
report,
it's
called
Neighbors
National
incident
based
Reporting
System.
It's
crime
statistics
that
reports
of
the
FBI,
which
in
turn
makes
an
impact
on
what
this.
Both
the
state
counties
and
cities
get
in
federal
monies
in
a
whole
bunch
of
different
areas.
So
that's
something
by
Statute
by
law,
we
have
to
do
National,
Crime
information
center.
R
Currently,
our
dispatch
supervisors,
the
terminal
agency
coordinator.
What
that
means
is
they
keep
all
of
us?
They
give
us
our
annual
tests.
They
are
in
charge,
we're
actually
having
an
audit.
We
just
got
our
notification.
It's
every
three
years
our
audience
coming
up
this
year,
so
they're
going
to
be
coming
soon
to
do
that
hot
files
or
anything
anything
missing,
wanted
or
stolen,
whether
that's
people
or
property.
R
We
have
to
maintain
that
that
hot
file
and
it
has
to
be
accurate
and
entered
and
removed
from
the
system
and
the
term
related
to
see
operator
or
Community
coordinator,
is
in
charge
of
maintaining
that
hot
file
and
making
sure
it's
up
to
date
and
accurate.
The
last
thing
you
want
is
for
somebody
to
be
picked
up
on
a
warrant
and
then,
when
you
see,
doesn't
remove
that
warrant
and
then
they
get
picked
up
again,
not
a
good
look.
So
there's
quite
a
bit
of
responsibility
that
comes
just
with
that
job
court
case.
R
File,
preparation
and
submission
again,
very
time.
Consuming
accident
report
requests
I
think
we
get
upwards
of
400
to
450
accident
requests
a
year
from
insurance
companies
where
we
have
to
print
out
copy
of
all
reports.
Antibody
cam
footage
give
them
everything
that
they
request
public
records
requests.
The
dispatch
supervisor
is
the
first
point
of
contact
for
that
they
do
all
the
redactions,
then
I
review.
We
make
sure
that
it's
what
it
needs
to
be
and
then
they
send
it
out,
but
they
do
99
of
that
work
and
take
and
return
a
court
subpoenas.
R
So
every
time
there's
a
case
either
a
Winooski
Police
Department
case,
or
it
involves
somebody
living
in
when
you
ski
the
court
will
send
subpoenas
over
that.
We
have
to
tell
them
that
there's
a
deposition
schedule
that
there's
a
jury
draw
it's
constant
flow
of
paperwork.
I'd
say
we
get
anywhere
from
15
to
20
subpoenas
a
week
that
the
officers
have
to
then
go
out
and
serve
and
dispatch
has
to
both
intake
and
then
return
those
back
to
court,
showing
that
it's
been
served
in
a
timely
fashion.
R
R
The
company
that
had
been
doing
that
for
us,
our
incident
mapping
went
for
they,
they
canceled
their
free
program
and
they
were.
They
quoted
me,
a
price
of
five
thousand
dollars
a
year
to
do
that,
I'm
like
as
much
as
I
love
being
able
to
provide
that
we
can't
go.
Ask
for
five
thousand
for
that
and
I
brought
it
up
to
Eric
and
he's
like
I
can
do
that
he's
like
I.
R
Have
the
software
to
do
it
he's
like
it'd,
be
pretty
easy,
so
Sharon
and
Eric
have
talked
and
Sharon
has
a
spreadsheet
that
gives
Eric
everything
he
needs.
And
now
we
have
incident
mapping
on
our
website.
Again,
that's
just
an
internal
cost
to
the
city,
but
no
external
cost
to
actually
provide
that
service
processing.
R
So
that's
something
that
they're
doing
as
well.
Audio
and
video
duplication
for
both
records,
requests
and
court
cases,
it's
pretty
time
consuming
and
then
valpour
Records
management
system
super
user.
Again
they
maintain
the
system.
They
are
in
charge
of
any
updates
to
all
of
the
the
programs.
They
also
are
in
charge
of
certifying
our
new,
our
new
hires,
that
they
know
how
to
use
the
system
and
can
follow
the
rules.
A
I
I
do
just
want
to
call
out
the
the
need
for
this,
like
this
Gap
in
the
need
to
fill.
This
has
been
known
since
the
vote,
as
well
as
changes
physical
changes
downstairs,
so
just
for
context,
it's
helpful
to
see
the
actual
details
of
the
role
like
what
the
the
gaps
are.
So
this
this
new
admin
person,
are
they
dedicated
to
this
task,
or
do
they
have
capacity
to
support
other
City
stuff?
A
R
Will
tell
you
honestly
it's
more
than
a
full-time
role,
but
you
know
that
that's
a
huge
ass
so
like
a
full-time
person
who
is
Task,
oriented,
not
easily
distracted
and
not
easily
overwhelmed,
we'll
be
able
to
do
this
work
and
keep
our
heads
above
water
and
keep
us
functioning
and
meet
deadlines.
They're
just
gonna
have
to
get
creative,
like
all
of
us
do
right
like
if
public
records
request
comes
in,
you
have
to
answer
within
five
days.
A
R
Okay,
so
snapping
these
I-
don't
put
this
up
here,
I'm,
not
here,
advocating
for
a
certain
number
of
officers
tonight,
I
just
wanted
you
to
better
understand
what
it
looks
like
with
the
people
that
we
have
so
by
contract
and
also
for
officer
safety
reasons.
As
long
as
I've
been
a
police
officer
when
you're
skiing
it
it
predates
me,
is
that
there's
a
two
officer,
minimum
Staffing
per
shift
in
Winooski
24
hours
a
day,
seven
days
a
week.
R
Nobody
ever
works
alone,
three
officer,
Staffing
and
the
reason
I
have
this
in
here
in
this
analysis,
is
the
difference
in
three
three
officers
on
duty
compared
to
two
with
minimum
Staffing
and
two
officers.
Each
officer
is
responding
to
every
single
call
for
service
when
I
say
every
single
call
for
service
99
of
calls
for
service.
If
we're
going
to
go,
verify
your
VIN
number
on
your
car,
we're
not
sending
to
police
officers,
but
for
a
lot
of
unknown
things.
That
could
be
something
else.
The
majority
of
our
calls
take
two.
R
The
administrative
Duty
like
James
is
a
lieutenant
in
the
police
department
and
he's
assigned
a
patrol
40
hours
a
week,
and
he
has
to
put
up
with
me
on
top
of
that,
you
know
trying
to
give
him
administrative
tasks
so
he's
constantly
juggling
his
time
because
he's
the
as
you
know,
our
staffing
has
worked
out
with
some
unforeseen
things
he's
been
the
second
person
on
duty,
the
majority
of
the
past
three
years.
So
it's
about
officer
Wellness
as
well.
R
Not
only
do
you
get
to
take
a
break
every
second
or
third
call
you
can
get
you
don't
have
to
get
up
and
constantly
leave
when
you're
writing
an
affidavit
or
doing
something
and
go
to
every
single
call.
So
the
the
mental
break
that
that
gives
the
officers
knowing
that
they're
not
going
to
have
to
go
to
Every
call
and
they
can
continue
take
something
to
the
end
and
finish
it
is-
is
a
huge
benefit
having
three
officers
on
duty.
R
R
A
couple
of
things
have
changed
since
I've
been
here
and
FY
19.
The
school
resource
officer
position
was
always
and
traditionally
staffed
by
a
part-time
employee
that
worked
the
school
year
kind
of
as
a
contract
employee
as
a
part-time
police
officer
that
got
switched
to
when
Deke
was
a
city
manager
and
money
was
really
tight.
We
we
tightened
that
up
to
it
being
one
of
the
16
officers
on
staff,
so
we
lost
the
position
there
for
nine
months
of
the
year,
so
we
felt
that
and
then
beginning
in
FY
23.
R
As
you
know,
Cola
came
in
way
higher
than
anybody
could
have
projected
and
knowing
that
it's
not
only
a
this
year
problem
it's
a
next
year
problem
that
you're
kicking
down
the
road
and
knowing
the
challenges
you
all
we're
going
to
have
this
year,
I
had
some
some
in-depth
conversations
with
Elaine
and
we
had
a
sergeant
who
had
left
law
enforcement
altogether.
We
had
a
vacancy
and
what
I
told
her.
What
I
envisioned
was
I
didn't
want
to
have
to
come
to
you
and
ask
you
for
more
money
mid
budget
year.
R
That's
never
a
great
look
and
we
had
an
opening.
So
what
I
thought
might
work
and
I'm
still
confident
that
it
will?
Is
that
my
suggestion
and
I
make
it
really
clear
that
if
this
was
my
my
suggestion,
nobody
came
and
asked
for
this.
Is
we
contract
two
15
officers
instead
of
16
temporarily
and
then
with
known
retirements
and
other
unforeseen
things
when
I?
R
R
R
R
Life
nobody's
available
2080
hours
a
year,
so
they
have
vacations,
they
have
families,
they
have
injuries,
they
have
training.
They
have
all
these
things
that
come
up
so
what
I
I
used
as
a
fair
average,
was
1780
hours
so
to
cover
that
same
amount
of
time
you
go
from
12
and
a
quarter
or
13
to
over
16
to
almost
17
and
what
I
told
Elaine
when
we
made
the
decision
to
go
to
15.
it's
not
about
when
you're
at
15.
R
So
what
I'm
trying
to
do
is
get
us
to
think
about.
Okay,
let's
just
say
we're
at
17
or
18:
okay,
it's
not
about
ever
being
a
17
or
18,
because
I,
don't
think
that'll
happen
in
the
next
four
or
five
years.
There's
just
too
many
things
coming
at
us:
retirements
people
leaving
the
profession
it's
about
when
you're
trying
to
get
to
18
and
you're
at
16
and
then
all
of
a
sudden.
You
have
two
openings
and
you're
at
14
rather
than
12.,
and
the
impact
that
that
has
on
on
your
last
remaining
staff.
R
I,
don't
know
how
many
ears
it
would
take
to
get
to
full
staff
if
we
even
added
positions
or
actively
trying
to
get
out
in
front
of
retirements
now
and
it's
just
a
long,
tedious
process.
So
when
I
use
the
Staffing
analysis,
it
wasn't
to
try
and
pressure
you
and
say:
oh,
we
need
18
police
officers
or
17.
It's
just
to
understand.
R
Yes,
the
schedule
says
12.25,
but
that
is
not
an
accurate
figure
of
what
you
need
to
actually
have
people
be
able
to
take
their
days
off
and
not
have
us
hounding
them,
hey,
so-and-so's
out
sick.
Can
you
come
and
call
you
know?
Can
you
cover
half
the
shift
or
all
of
this
shift
it?
Just
it
really
gets
old
for
the
guys
and
girls
downstairs
to
be
getting
text
messages
seven
days
and
that's
kind
of
where
we
are
and
where
we
have
been
it's.
R
L
I
R
L
R
I'll
have
to
have
Angela
finalize
this
for
sure,
but
I
think
she
included
the
admin
position
and
nine
months
when
this
was
being
built.
I
think
it
was
included
nine
months
of
dispatch
being
at
the
Consolidated
Dispatch
Center
and
an
admin
being
included
in
our
budget.
So
it
may
look
a
little
different.
That
was
when
it
was
on
a
timetable
of
starting
in
October
of
23.
right
next
slide.
Please.
L
R
Everything
else
remains
unchanged,
except
for
as
I
mentioned,
gasoline
we've
added
five
thousand
dollars.
I,
don't
know
that
we'll
need
it
all,
but
I'd
rather
have
a
little
bit
of
a
cushion
than
not
have
enough
and
go
over.
So
that's
the
one
line
item
that
has
gone
up
and
then
the
Professional
Services
line
item
has
that
continued
money
contribution
to
the
Consolidated
dispatch
project.
R
H
R
So
what
I
will
tell
you
is
that
there's
a
couple
of
things-
and
this
is
not
Angela-
always
scolds
me
for
doing
this,
because
it's
not
good
budgeting,
but
when
I
know
that
we're
running
way
over
on
overtime
and
other
things
that
I
can't
control
I
really
try
to
be
fiscally
responsible
for
some
of
the
other
things
other
line
items
to
try
and
absorb
some
of
that
impact,
so
that
was
part
of
it.
Also
another
part
of
it
was
you
know.
During
the
pandemic,
we
didn't
use
as
much
things
as
we
normally
would
use.
L
B
R
This
is
the
year
that
I'm
glad
that
she's
kind
of
I
always
think
Angela's.
On
my
shoulder
like
whispering
to
me
once
in
a
while
about
these
things
we
just
recently
had
in
one
of
the
wind
storms,
our
repeater
got
blown
over
on
East
Spring
Street,
so
we
just
had
to
do
an
on
anticipated
six
thousand
dollar
repair
to
the
repeater.
I
have
the
money
in
those
line
items
because
I've
underspent
them
to
not
come
and
ask
for
money
for
that.
So
what
I'll
tell
you
is
the
money
isn't
needed
until
you
need
it?
R
S
I
B
R
R
So
that's
going
to
take
a
tremendous
amount
of
our
time
over
FY
24
for
sure
I,
as
I
alluded
to
earlier,
the
FY
23
Separation
by
one
of
our
sergeants
who
left
law
enforcement
hasn't
been
filled,
and
that
was
basically
because
we
had
the
demographics
of
the
police
department.
You
need
five
years
of
experience
or
more
one
of
the
officers
that
qualified
is
out
battling
a
long-term
illness.
Another
one
was
just
under
that
five-year.
R
I
will
tell
you
when
I,
when
I
applied
for
this
job,
one
of
the
things
that
I
thought
back
then
and
I.
Think
now
is
that
I
feel
the
Chief's
position
is
a
three
to
five
year
position
and
it's
very
demanding-
and
you
also
it's
great-
to
have
a
good
new
set
of
eyes,
running
a
department
and
trying
to
take
it
in
a
new
and
different
direction.
R
R
R
So
I
want
to
apologize
in
our
records
management
system.
When
we
were
building
these
reports,
they
were
switching
over
to
a
new,
a
new
records
management
and
as
great
as
Valcourt
is
for
doing
what
we
want,
which
is
Cad
and
capturing
reports
and
doing
all
the
things
extracting
data
is
terrible
and
if
I'm
gonna
complain
in
person,
I'm
actually
going
to
do
this
on
camera,
because.
R
I
cannot
believe
that
we
have
such
a
good
records
management
system
and
when
you
run
a
report,
it
can't
total
anything
for
you,
like
literally
no
report
that
I
can
run,
can
tell
me
how
many
calls
we
went
to
in
the
course
of
a
year
so
between
that
and
then
them
switching
the
records
management.
They
entirely
built
a
new
portal
and
and
some
of
the
reports
they
were
using
stopped
working.
R
R
R
It's
just
it's
just
very
dated
it's
a
basement.
It
has
a
fixed
floor
plan
that
probably
never
should
have
been
used
for
police
department.
So
it
comes
with
some
challenges,
but
not
here
telling
you
I
need
a
new
facility
or
that
we
need
a
new
facility.
What,
but
it's
in
major
need
of
some
upgrades
and
we're
not
talking
huge
amounts
of
upgrades,
but
just
you
know
a
bathroom
in
the
holding
cell,
so
we
don't
have
to
transport
people
that
are
in
custody
back
and
forth
out
of
costs
in
costs.
R
R
Enough
room
to
put
a
bench
down
in
the
hallway
for
people
to
sit
and
tie
their
boots.
It's
just
it
comes
with
some
challenges
and
we're
just
gonna
have
to
put
some
money
into
that.
If
Consolidated
dispatch
does
move
forward,
I
will
call
out
that
door
access
is
going
to
become
an
issue
because
our
our
system
is
very
old
and
if
we're
not
going
to
have
a
person
in
the
building,
we
need
to
make
sure
we're
limiting
access.
R
If
somebody
is
able
to
get
to
the
point
where
they're
wandering
around
the
building
phone
system
same
system,
that
I
was
when
I
was
hired
in
1996
is
still
there.
So
I
think.
That's
enough
said
about
that.
It's
just
reached
its
its
useful
lifespan
and
I.
Think
that's
city,
hall
and
PD
can
say
that
so.
R
Like
I
said
these
aren't
huge
upgrades,
but
you
know
they
are
going
to
be
one-time
Capital
costs
to
make
an
investment
to
to
bring
that
Police
Department
back
up
to
a
point
where
I
think
it
would
be
usable
for
another
10
years
before
you
start
having
a
conversation
again
about
the
building
and
then
again
Career
Development.
It's
just
minimum
Staffing
I
can't
stress
enough
as
I
end.
R
What
what
cannot
continue
is
them
working
in
a
constant
state
of
emergency,
because
our
staffing
is
just
constantly
in
a
state
of
emergency
I,
don't
know
what
the
answer
is
and
I'm
sure
that
this
year
isn't
the
year
to
find
long-term
Solutions.
But
you
do
need
to
keep
it
in
mind
that
we
will
not
retain
people
if
we
continue
to
have
two
two-person
Staffing
and
they're
running
from
start
to
finish
and
getting
called
in
on
their
days
off.
G
I
think
it's
really
important
that
these
are
positions
that
I
think
can
be
filled.
We've
heard
a
lot
just
now
from
the
chief
on
how
this
is
a
national
Trend
that
it's
hard
to
recruit
and
keep
police
officers
as
folks
leave
the
field
having
more
Equity
work,
both
on
connecting
with
the
community
and
having
someone
who
is
able
to
do
the
kind
of
high-level
stuff
that
an
equity
director
has
having
that
kind
of
expertise.
G
I
think
is
really
really
important
and
I
think
that
will
help
make
the
police
work
and
all
of
the
other
work
that
we
do
in
the
city
easier.
If
we
have
the
intervention
we
have
that
Community
Connection
and
we
have
the
structural
expertise
to
kind
of
hit
three
specific
areas.
So
I
would
make
a
motion
to
see
a
budget
with
that
five
percent
with
the
equity
director,
the
new
outreach
program
and
the
youth
interventionist
with
whatever
Cuts
need
to
be
made
to
keep
those
three.
G
F
G
Not
asked
looking
for
additional
positions.
I
am
specifically
the
equity
director
of
the
youth.
Interventionist
is
one
that
you
know
that
we
are
both
that
we
have,
and
it's
so
dangerous
to
even
remove
them
for
a
year,
because
it's
hard
to
bring
that
back.
It's
also
a
commitment
to
our
community,
so
I.
G
L
A
Okay,
not
of
that
nature,
to
add
some
context
here,
so
I
I,
don't
know
if
you've
seen
this
yet
Elaine,
but
I
emailed
you
this
weekend,
something
that
I
am
asking
for
for
the
next
discussion
is
we've
got
this
spreadsheet.
This
workbook
from
Angela
I've
seen
the
stretch
list
items
in
the
budget
we
just
saw
on
the
DPW
budget,
14
million
dollars
of
water
main
Replacements
and
we're
hearing
additional
needs
across
the
board
is
actually
seeing
a
list
all
of
that
in
a
list
format.
A
H
G
I
L
A
G
F
S
S
I
G
H
I
A
A
G
A
L
I
G
I
A
D
D
A
I
have
just
one
more
statement:
I
want
to
make
regarding
the
general
budget,
so
at
the
five
percent
tax
increase,
plus
the
water
and
wastewater
increases,
we're
looking
at
a
total
of
259
a
year
or
21
a
month
doesn't
sound
that
significant.
However,
our
median
income
in
Winooski
is
around
50
000
a
year.
A
F
I
F
S
F
J
Process
I
would
highly
recommend
reading
through
all
of
the
contextual
Place
included
in
the
items
cover
sheet.
I'll.
Think
that's
going
to
summarize
so
just
very
very
quickly
for
anybody
who
doesn't
turn
heard
the
term
Parkways
off
Federal
funding
the
American
Rescue
plan
that
to
help
with
community
pandemic
right.
J
To
small
businesses
and
non-profits
that
was
through
you
know,
server
Council
processes
were
approximately
1.8.
Eight
in
dollars
remains
so
to
get
in
a
little
bit
to
the
community
feedback
pieces.
The
feedback
for
this
project
was
collected
by
a
an
online
survey
right,
so
the
online
survey
had
a
total
responders.
We
had
interpreted
listening
sessions
with
multilingual
residents
that
we'll
use
the
library
that
was
about
15
participants
in
total,
with
other
language
areas
of
the
Arab
National
healing
in
Nepali.
J
That
was
were
facilitated
by
the
Lucy
School
District
Liaisons.
We
had
senior
listening
sessions
all
of
those
Wednesday
Housing
Authority
buildings
Houston.
We
have
special
events
at
the
senior
center.
We
also
were
able
to
join
the
residential
social
recovery,
and
then
we
had
an
absolute
referral
turnout
of
students
through
listening
sessions
and
surveys
at
the
whiskey
school
district
and
St
Francis
Xavier.
J
So
if
you
take
a
peek
at
the
document
that
I'm
sharing
now
that
all
of
the
themes
sort
of
commonly
fit
into
Misty
strategic
Visionaries
right,
unsurprisingly,
I
think
you'll
find
safe,
healthy
area
and
the
most
feedback
across
all
the
sources.
For
our
surveys
for
the
online
survey,
the
most
common
responses
were
sort
of
root
as
loss
of
social
connections.
Isolation
I
mean
a
lot
of
this
stuff
is,
is
not
a
surprise
to
anybody.
J
The
multilingual
session,
the
most
common
responses
were
approved
as
need:
more
slash,
improved
Adult,
Educational
opportunities,
so
Tech
courses,
English
language
courses,
lots
of
lots
of
great
feedback
around
the
lead
to
approve
those
that
have
more
of
those
those
programs
for
the
Youth
sessions
and
the
surveys
that
went
out
the
most
common
responses
were
grouped
as
Clinton
socialized,
with
friends
or
family
isolation,
separation
and
lockdown,
and
for
our
senior
listening
sessions.
The
most
common
responses
were
grouped
as
a
fixed.
J
The
sidewalks
and
increased
accessibility
access
below
this
summary
page
you'll
find
all
Italian
responses
by
strategic
Vision
area.
We
were
basically
showing
you
here
all
the
responses
with
three
or
one
I
definitely
encourage
everyone
and
take
a
look
at
these
is
in
their
surprises.
Definitely
plenty
to
relate
to
here.
J
Renting
and
Home
Ownership,
loss
of
income
and
unemployment
access
to
child
care,
we
should
say
access
to
the
cost
of
child
care,
increased
stress
and
impact
on
Mental
Health,
continuing
down
to
the
multilingual
listening
sessions,
affordable,
housing.
Obviously,
a
concern
I
think
that
was
pretty
much
across
the
board.
We
also
heard
quite
a
bit
about
school
buses
at
whitisco
school
district
called
Transportation,
the
need
for
more
culturally
appropriate
food
at
the
food
shelf,
lots
of
lots
of
things
around
our
own
access
as
well.
J
But
you
know
I
think
more
importantly,
for
at
least
what
was
striving
to
me,
certainly
having
difficult
to
be
online
learning
and
then
because
of
that
other
problems
along
this
and
now
on
educational
and
Social
Development
being
here
for
a
few
that
was
sort
of
still
a
lingering
thing,
that's
sort
of
kind
of
postpandemic
kind
of
slow
in
a
situation
we're
in
and
then,
as
for
our
seniors.
We
we
also
heard
a
lot
of
people
request
the
return
of
the
transit
band
that
we
used
to
operate
for
shopping
and
activities,
I,
think
and
write.
J
J
Lastly,
you
know
I
think
I'll
just
add
a
personal
note
that
I
think
after
you've
watched
this,
they
consider
I
think
doing
this
work
had
a
tremendous
added
benefit
of
making
really
good
progress
on
our
Equity
goals.
Right,
we
need
people
where
they
are
yeah,
I.
Think
community
members
were
really
appreciative
of
having
both
staff
underwent
beneficials
make
time
to
so.
We
connect
after
more
Communications
like
home,
physical
distancing.
J
That
was
really
tough
and
then
you
know,
probably
more
importantly,
even
to
to
give
so
much
needed
direct
access
to
all
of
us
in
the
world.
So
you
know
everybody
on
Council
to
their
wonderful
job.
Coming
out.
I'm
talking
to
people-
and
you
know,
I
make
FaceTime
with
countless
folks,
and
you
know
the
full
day
that
Elaine
and
I
spent
at
the
school
was
also
really
a
really
inspiration,
so
Refuge.
Thank
you
to
everybody
who
I
helped
make
that
happen.
J
I
I
Also
that
the
you
know
again,
the
safe,
healthy,
connected
people
piece
without
maybe
not
necessarily
being
completely
review,
mirror
that's
something
to
consider
social
connection
being
the
primary
sub
theme,
I
think
with
the
equity.
If
you
combine
that
with
the
equity
audit
results,
that's
going
to
continue
in
with
seniors
too,
like
that
social
connection
is
just
a
needed
piece
through
arpa,
but
also
beyond
that,
so
I'm
I'm
venturing
into
in
a
research
paper.
L
I
This
is
not
a
representative
sample
of
the
community,
you
can't
take.
You
don't
want
to
take
the
quantities
to
a
much
at
face
value
and
you
do
want,
but
you
do
also
want
to
consider
how
marginalized
communities
might
you
might
want
to
consider
their
input
in
a
more
qualitative
way,
so,
for
example,
the
the
interest
in
more
English
learning
opportunity
and
computer
skills,
for
example,
and
then,
of
course,
with
seniors
too
the
the
comment
about
fixing
sidewalks
was
so
common.
J
Yeah
we'll
say
that
you
know
the
method
was
was
just
a
tiny
bit
different
with
each
individualized
audience,
although
the
questions
were
made
mostly
the
same
right
so
like
what
was
really
hard
during
the
coping
19
pandemic,
What
affected
you
and
then
what
do
you
think
we
can?
We
can
use
this
money
for
I
mean
I,
can't
tell
you
about
the
other
donors,
one
because
the
Neighbors
at
the
school,
just
how
inspirational
some
of
those
youth
responses
were
the
kids
who
really
just
have
big
hearts
and
things
are
just
you.
J
Kids
were
like
we
should,
we
should
support,
you
know
our
neighbors,
who
are
having
a
tough
time
right
now
and
that
was
that
was
really
inspirational.
So
again,
you
know
pretty
much
the
same
with
asking
people.
What
was
that
about
and
it
was
difficult
and
then
you
know
how
could
we
potentially
spend
this
money
and
I?
Think
you
know,
without
without
a
direct
staff
recommendation
on
I,
should
spend
the
rest
of
the
funds.
J
I
think
you
know,
in
conjunction
with
the
of
the
success
of
getting
out
into
the
community
meeting,
people
where
they
are
I,
think
the
chance
to
continue
to
do
that
right.
So
we
see
that
we've
heard
so
much
about
you
know
the
sidewalks
near
my
Brenda,
but
at
least
he
has
an
Authority
building.
Are
disarray
and
I
have
a
lot
of
accessibility
issues,
there's
another
chance
to
come
back
out
for
those
locations
and
to
connect
in
a
specific
names
items
which
I
think
is
a
huge
promise
for
us.
S
F
A
L
J
So
it's
tough!
You
know
it's
tough
to
hear
you
know,
even
even
if
a
smaller
percentage
rate
of
the
total
communities
have
to
hear
that
you
know
that
volume
of
feedback
and
how
people
were
affected,
but
a
couple
times
during
the
process.
You
know
a
couple
teachers
pulled
us
aside
and
said
this
is
a
good
problem
to
have.