►
From YouTube: City Council Work Session 2023.07.24
Description
No description was provided for this meeting.
If this is YOUR meeting, an easy way to fix this is to add a description to your video, wherever mtngs.io found it (probably YouTube).
B
B
C
F
F
B
You
madam
Clerk
I,
want
to
thank
all
of
our
guests
tonight,
including
Dr
Hawkins
president
Hawkins
I
should
say
as
well
as
Dr,
Hawkins,
Napa
and
all
of
our
department.
Heads
I
appreciate
all
you
all
of
you
who
are
here
wanted
to
take
this
opportunity
to
take
some
time
at
the
beginning
of
our
meeting
this
evening,
I'd
like
to
introduce
to
everyone.
B
The
eighth
president
of
SUNY
Broome,
very
important
stakeholder
in
our
community
Dr
Hawkins
is
the
new
president
of
SUNY
Broome,
and
he
was
kind
enough
to
reach
out
to
us
and
to
spend
some
time.
Maybe
answering
some
questions
introduce
himself
again
as
the
the
new
president
of
the
college
and
so
Dr
Hawkins.
Please,
we
we're
honored
to
have
you
here
and
I'll.
Welcome
you
to
spend
some
time
with
us
this
evening,
foreign
Dr
Hawkins.
B
Forgive
me
there's
a
button
in
front
of
if,
if
there's
a
little
green
light
on,
that
means
the
microphone
is
on
and
the
microphone
is
really
good,
but
you
just
have
to
speak
up
very
close
to
it.
So
we
can
hear
you,
but
again,
Dr
Hawkins
really
appreciate
you
again:
eighth
President
of
SUNY
Broome
Dr
Hawkins.
The
floor
is
yours.
G
Thank
you
very
much,
I
appreciate
the
invitation
and
this
opportunity
to
not
only
address
the
city
council
of
Binghamton,
but
also
the
opportunity
to
serve
the
faculty
staff
and
students
of
SUNY
Broome.
This
begins
my
third
week
as
the
eighth
president
of
SUNY
Broome,
Community
College.
It's
been
an
exciting
three
weeks,
I
hope
to
be
invited
back
often
to
tell
you
about
the
great
work
that
we're
doing
right
now.
We
are
basically
getting
through
the
summer.
G
G
In
the
speech
and
theater
department
at
Prince,
George's,
Community
College,
then
I
went
on
to
New
York
University
to
earn
a
PhD
and
then
return
back
to
the
state
of
Maryland
for
11
years
as
an
instructional
Dean
and
the
last
eight
years
as
a
Provost
and
Executive
Vice
President
of
academic
Affairs,
continuing
education
and
Workforce
Development
at
Frederick,
Community
College
I'm.
Very
excited
to
be
here:
I
have
learned
every
day,
more
and
more
reason
to
be
excited
about
my
new
position
and
what
makes
Broome,
County
and
Binghamton
specifically
a
wonderful
place
to
be.
G
If
you
follow
SUNY
Broome
on
Facebook,
you
may
have
seen
pictures
of
me
having
a
speedy,
actually
participating
in
the
rumble,
ponies
baseball
game
and
the
most
wonderful
fireworks
celebration
after
a
game
that
had
been
rained
out.
So
it
was
kind
of
wonderful
on
being
from
Washington
I'm
used
to
really
nice
fireworks,
but
I
think
the
best
fireworks
I've
ever
seen
were
following
that
game.
At
the
rumble.
G
Ponies
I
have
been
Pat,
humdinger's,
ice
cream
and
written
on
a
carousel,
so
lots
of
lots
of
things
that
they've
got
me
busy
doing
and
I
couldn't
be
more
excited
to
assume.
The
leadership
of
this
very
fine
institution
like
I,
said
I
would
be
more
than
excited
to
come
back
after
20
more
days
and
and
update
you
on
the
the
good
work
that
that
we've
started
to
do,
but
thank
you
very
much
for
the
invitation
and
I
would
be
more
than
happy
to
answer
any
of
your
questions.
Thank.
B
H
Thank
you,
council,
president,
hello
again
and
welcome
to
the
city
council
work
session.
Thank
you
for
coming.
I
can
say
in
my
teen
year,
I've
not
had
any
of
the
college.
Presidents
come
and
visit
us
when
they
understand
how
many
of
the
students
actually
live
and
work
and
play
in
the
city
of
Binghamton.
H
G
B
B
With
that
being
said,
following
the
agenda
down
this
time,
I
would
like
to
introduce
as
a
follow-up
discussion
our
representatives
from
Napa
I
want
to
thank
them
for
taking
the
time
to
come
down,
as
well
as
from
our
city.
Purchasing
department.
I
also
want
to
thank
Bernice
for
acting
as
a
liaison
here
and
working
with
both
Napa
and
us
to
re-coordinate.
B
I
B
I
Were
just
prepared
to
answer
any
questions
you
may
have
I'm
just
we're
very
excited
about
the
opportunity
to
work
with
the
city.
We
Supply
the
city
Parts,
since
we
took
over
the
stores
in
this
area,
and
you
know
so
far,
I
think
it's
going
pretty
well.
We've
made
a
lot
of
communication
with
the
DPW
and
the
people
that
serve
it.
B
Appreciate
that
and
Jason
and
Aaron,
just
as
a
follow-up
I
apologize,
these
mics
work
really
really
good
as
long
as
you're
about
an
inch
away
from
them.
It's
not
your
fault
that
that's
microphone's
fault,
but
I
I
appreciate
that
introduction
and
again
Bernice.
Thank
you
for
acting
those
liaison
for
all
of
this.
So
with
that
being
said,
I'll
open
it
up
to
the
floor.
Councilman
scandler.
F
Thank
you,
Mr
President,
Jason
I
want
to
talk
to
commissioner
Merkel
a
couple
months
ago.
You
guys
were
still
doing
inventory.
Is
that
completed
now
of
the
parts
that
were
there
you
got
here,
it
is
yes,
okay,
what's
is
the
inventory
going
to
be
it's
going
to
be
sold
at
some
point?
Is
it
the
I
mean
the
absolute
things
that
are
well.
I
So
that's
a
great
question.
So
a
couple
things
with
the
inventory:
it
wasn't
a
traditional
inventory
in
terms
of
how
we
inventory
or
the
industry
with
inventory
things
were
there
by
location
code
and
not
by
product
part
number.
So
in
terms
of
the
obsolete
one
of
the
things
that
we
try
to
do
well
with
is
is
get
rid
of
obsolete
when
we
can
and
when
we
use
the
term
obsolete.
I
You
have
to
think
in
two
different
terms:
obsolete,
meaning
it's
obsolete
to
the
dpw's
fleet,
no
longer
of
use
but
holds
value
in
the
industry
and
then
there's
complete
obsolete.
That
means,
if
there's
no
use
to
the
DPW
and
it's
an
obsolete
number
within
the
industry,
and
then
you
also
have
non-salables
so
in
terms
of
selling
down
or
getting
rid
of
the
obsolete.
We
really
have
no
determination
other
than
what
the
mechanics
would
tell
us
of
what
they
would
use
and
what
they
don't
use.
I
So
I
would
say
that
over
the
six
next
six
months,
we'll
see
what
products
aren't
moving
and
I
would
say
after
six
months,
whether
it's
a
good
item
or
not
a
good
item.
There's
really
no
reason
for
it
to
be
there,
and
we
would
probably
attempt
to
do
that.
Our
parts
manager,
Doug
Miller,
has
already
identified
through
the
mechanics,
some
obsolete
product
and
he's
working
with
vendors
currently
to
offset
so,
in
other
words,
when
when
usually
what
the
the
vendors
will
do
is
they'll
offset
against
a
purchase.
I
F
J
K
I
K
So
I
both
would
be
used.
You
know
I'm
talking
specifically
so
I
have
written
here
for
my
notes.
From
the
first
time
we
we
had
this
discussion
that
we
were
aiming
for
at
least
80
percent
opt
on
demand
and
I'm
wondering
like
how
have
you
been
able
to
meet
that
metric
and
if
not,
if
a
part
is
not
on
demand,
how
on
average
were?
Would
the
mechanics
have
to
wait
for
it?
So.
I
The
goal
to
get
to
80
is
going
to
take
a
little
bit
of
time.
Obviously,
as
we
build
the
inventory
and
understand
what's
valid
product
good
product
and
what
isn't
in
terms
of
the
wait
times,
I
don't
know
is
that
they
would
be
any
different
than
what
we
had
before.
One
of
the
things
that
we've
tried
to
clean
up
is
that
the
shop
opens
at
six
in
the
morning
and
most
of
your
vendors
aren't
open
till
8
o'clock
and
I.
I
Think
one
of
the
things
we
experienced
in
the
past
or
has
been
experienced
in
the
past,
is
that
there'd
be
dead
time
in
the
morning.
So
you
know
you
wouldn't
be
able
to
order
parts
for
those
first,
two
hours
and
and
Doug
Miller
who's.
The
our
IBS
manager
has
been
working
really
well,
I
think
with
the
mechanics
to
try
to
plan
ahead
of
time
so
that
they
can
be
ordered
the
day
before
the
stuff
that
wouldn't
be
in
stock.
So.
A
J
In
relation
to
that
too
Danny
Merkel
who's,
the
DPW
commissioner,
has
started
working
towards
getting
a
scheduled
PM
process
with
the
the
mechanic
supervisor
so
that
we
can
get
those
vehicles
that
are
supposed
to
be
pm'd
a
week
ahead
of
time
to
dog.
So
he
can
put
the
kit
together
of
the
parts
that
they're
going
to
need
for
that
PM.
So
they
don't
have
to
wait
on
those.
K
K
K
A
L
All
right,
can
you
hear
me
all
right
so,
right
now
through,
so
we
started
June
1st
and
we
ran
that
was
our
first
month
through
the
purchases
through
Napa,
and
we
have
my
numbers
here.
Overall
purchases
were
Thirty,
one
thousand
dollars
of
those
Napa
was
about
6
500,
representing
about
20
percent
of
the
part
sold
to
the
city.
The
other
was
twenty
four
thousand
dollars
representing
about
eighty
percent.
L
That
was
non-napa
other
vendors
that
we
utilize
also
the
existing
inventory
on
the
shelves,
the
the
inventory
that
you've
purchased
the
city's
purchased
in
the
past
it
it
was,
we
really
didn't,
have
a
value.
There
was
no
way
to
put
a
value
on
those
individual
numbers
because,
as
Jace
mentioned
earlier,
they
were,
they
were.
The
part
number
in
the
system
was
actually
a
location
code
and
not
a
part
number.
L
We
did
do
the
due
diligence
of
going
through
and
barcode
system
and
getting
that
correct
for
our
inventory
purposes,
but
we
build
out.
We
invoiced
173
items
at
zero
dollars
that
were
already
on
the
Shelf.
If
that
makes
sense,
the
investment
had
already
been
made
by
the
city
want
the
date
through
the
21st
of
July,
the
sales
to
the
city,
The
Purge
sales
have
been
twenty
five
thousand
four.
Ninety
seven,
five
thousand
eighty
eight
or
twenty
percent
has
been
Napa.
L
K
K
and
I'm
wondering
you
know
one
of
the
benefits
that
we
were
told
is
that
correct
me
if
I'm
wrong,
but
we
could
get
parts
essentially
at
at
cost
or
at
a
significant
discount
I'm
wondering
if
you
have
any
numbers
as
to
how
much
money
of
that
sixty
five
hundred
dollars.
We
have
saved
by
purchasing
through
Napa
at
this
significant
discount.
L
L
I
K
K
I
Non-Nap
offenders,
the
acquisition
costs
haven't
really
changed
other
than
what
we
you
know
negotiated
better
deals
or
gone
to
different
entities.
You
know
like
if,
like
like
vendors
sell
the
same
part,
you
know
we
Doug
will
shopping
around
I
mean
it's
not
always
just
about
cost
savings.
Obviously,
there's
time
efficiency,
efficiency,
quality
all
that
stuff,
but
some
of
the
bigger
products
and
some
of
the
bigger
Acquisitions
you
will
definitely
shop
around
and
look,
and
he
knows
from
his
knowledge
of
being
in
this
business.
I
Well,
I
think
it
really
depends
on
what
he,
how
he's
being
advised
from
the
shop
manager?
How
quick
do
they
need
it?
What
quality
do
they
want
to
go
with?
I
mean
the
brake
pad
brake
parts.
For
example,
there's
eight
different:
there
are
eight
different
brake
pads
we
carry
depending
on
you
know,
there's
value
line,
there's
Fleet
grades,
there's
industrial,
there's
coded
non-coded
I
mean
there's,
you
know
he
usually
would
you
know
and
I
want
to
speak
to
Doug,
but
he'll
defer
to
what
the
shop
manager
wants
and
then
also
how
quick
it
is.
I
You
know
if
if
the
piece
of
Machinery
is
down,
then
we
have
to
kind
of
go
about
a
little
bit
quicker.
If
it's
an
essential,
if
it's
something
that
can
wait,
then
you
know
then
obviously
they
would
try
to
do.
Is
he
would
do
his
due
diligence
and
try
to
do
the
best
he
can
to
get
the
most
the
best
acquisition
cost?
Okay,.
K
K
A
C
L
Well,
let
me
I'll
just
kind
of
elaborate
first,
so
we
do
have
our
our
Tam
system,
which
is
our
inventory
management
system
and
what
that
will
do
over
time
as
time
goes
on
and
sales
are
made
to
to
the
to
the
different
departments.
It'll
suggest
Min
Max's
stocking
levels.
Well,
then,
we'll
make
our
on
time
more
more
efficient
right,
better
getting
to
that
80
Mark.
H
I
I
The
general
inventory
they
have
excuse
me
Bernice,
has
in
terms
of
the
buyback
you're
asking
about
that,
would
take
that's
the
thing
it's
going
to
take
some
time,
I
mean
we
have
to
do.
We
have
to
decipher
what
sellable?
What
is
a
solid?
What
is
it
selling?
What
isn't
selling
we
have?
No,
we.
We
would
have
no
knowledge
of
that,
in
other
words,
if
If
This
Were
a
widget
right
and
it
was
on
the
city's
inventory,
we
had
no
sales
history
from
the
city
based
on
so
now.
I
It's
all
part,
all
that
inventory
is
about
inventory
through
us
with
actual
part
numbers,
because
there
were
no
part
numbers
or
no
manufacturer
part
numbers.
So
that's
here
now
and
then,
once
we
determine
what's
sellable
and
what
isn't
sellable
like
what
is
moving
through
the
through
the
parts
department,
what
isn't
then?
We
have
a
better
determination,
some
things,
it's
very
clearly
labeled,
like
a
mechanical,
go
to
Doug
and
say
we
no
longer
use
these.
These
vehicles
are
apps.
I
H
Well,
what
we
were
presented
initially-
and
maybe
they
overly
simplified
the
process,
but
what
we
were
told
was
this
inventory
that
you
coined
the
zero
price.
Zero
cost
inventory
would
no
longer
be
under
our
auspices
or
part
of
our
overhead.
It
would
be
purchased
by
Napa,
we
would
receive
the
credit
and
then
we
would
be
able
to
minimize
the
overhead
associated
with
studs.
L
C
L
L
Could
you
put
a
value
to
it?
You
could
but
some
of
the
stuff.
We
have
a
part
number,
but
we
don't
even
know
maybe
yeah
at
this
point.
What
manufacture
it
is.
But
let
me
answer
the
question.
So
our
goal
here
is
to
do
just
what
you're
saying
to
transfer
your
investment,
the
city's
investment
into
our
dollars
and
that
that's
going
to
happen
in
a
few
ways
and
it's
not
going
to
be
a
hundred
percent,
and
you
know
because
there
are
obsolete
inventories.
You
can't
do
anything.
You
can't.
H
L
So
we'll
sell
down
what
you
have:
that's
that
will
move
okay
at
zero
dollars.
Those
will
those
parts
will
be
invoiced
to
the
city
at
zero
dollars.
So
is
those
is
those
skus
or
those
parts
come
down?
If
we
see
those
that
we
need
to
restock,
then
we
will
put
our
dollars
back
in.
On
top
of
that,
so
our
part,
we
we
own
it
the
stuff,
that's
obsolete,
that
we
think
that
still
has
good
value.
L
We
are
going
to
do
a
couple
of
things
with
that,
either
a
we're
going
to
go
to
our
Napa
manufacturers
and
have
them
change
that
over
to
NAPA
parts
that
we
can.
That
now
has
a
value
we
can
take
back
and
credit
the
city,
okay,
if
that
makes
sense
or
we're
going
to
go
to
existing
vendors
and
try
to
leverage
that
for
the
city's
business,
like
hey
I,
have
these
International
Parts
you're
an
international
dealer.
L
L
L
So
we
are
working
on
that
I
would
say
and
I'm
full
transparency
I
think
that
process
happens
over
the
first
year
of
the
IBS
working
through
that,
and
then
the
last
bucket
would
be
those
parts
that
Jace
mentioned
earlier,
that
there's
really
no
value
in
them.
We
find
that
they're
obsolete
to
the
city,
they're
obsolete
to
the
industry
or
the
market,
and
then
we,
the
city's,
going
to
ultimately
have
to
make
a
decision
on
what
they
want
to
do
with
those
parts
such
as
a
either
scrap
them
or
maybe
put
them
out.
It's
a
bid.
A
H
L
I
mean
every
day.
Our
first
goal
is
for
Doug
to
get
the
parts
to
the
tax,
whether
it's
the
parts
that
are
already
existing
in
the
parts
room
or
procuring
them
to
keep
them
moving.
Secondly,
is
getting
our
arms
around
the
re,
you
know
getting
the
parts
room
to
where
it
can
be
productive
and
working
on
those
stacking
levels
and
working
on
that
obsolete
inventory.
Absolutely.
H
So,
thank
you
for
that.
So,
just
to
clarify
our
our
on
hand,
inventory
is
now
in
the
rrtam
system
for
appropriate
tracking
by
your
team
so
that
it
is
billed
and
we
can
see
the
usage
over
time
correct.
Okay,
now
in
the
contract
I
know
we
talked
about
the
cost
plus
ten
percent.
It's
as
in
the
contract
for
the
Napa
Parts.
There
was
a
section
about
non-napa
services
and
I
just
want
to
clarify
it's
a
25
over
gross
profit.
H
B
J
D
D
D
J
I
We
need
to
dress,
like
everybody
talks
about
saving
money
on
a
particular
part.
I
think
Aaron
can
talk
more
on
the
back
side.
The
soft
cost
savings.
The
efficiency
I
mean
you
had
an
inventory.
That
is
not
even
managed.
You
know
not
you.
Now
you
have
a
managed
inventory
you're
going
to
have
an
inventory
that
the
city
will
not
be
audited
on
so
I
think.
When
we
talk
about
that
10
markup
I
mean
we're
constantly
looking
at
product
lines
too.
Everybody
talks
about
State
contracts,
State
contracts,
wonderful
I,
could
go
buy.
I
You
can
give
me
five
items
off.
State
contract
and
I
can
find
four
vendors
cheaper
than
you're
getting
on
state
contract
right
now.
It's
just
the
reality
of
it
so
service,
you
know
knowledge
the
ability
to
to
acquire
these
are
all
soft
costs
backside
savings.
We
have
one
person
in
there
now
where
you
had
two
before
right.
I
Yeah
yeah
so
I
get
it
the
10
on
some
of
the
non-napper
stuff,
but
you
know
we're
looking
at
bulk
fluids
right
now.
We're
looking
at
tires
we're
looking
at
everything
right
and
it's
not
that
we're.
In
the
same
thing
we
may
be
able
to
purchase
tires
from
someone
three
percent
less
and
it
might
be
a
big
win-win.
Well,
if
the
service
isn't
there,
the
quality,
isn't
there.
If
the
warranty
support,
isn't
there,
then
that
three
percent
really
isn't
a
win-win
at
all
right
and
then
the
ability
to
track
returns
and
defects
I
mean
I.
I
A
D
J
A
J
B
H
Thank
you
again,
guys
again:
I
rely
on
technology
heavily
I'm,
trying
to
go
away
from
paper,
but
I
did
have
a
question
we
talked
about
before
you
know.
The
winters
here
are
horrible
and
your
employees
are
set
for
a
certain
period
of
time.
We
talked
about
adjusting
for
the
down
time
in
the
morning.
What
is
the
plan
for
coverage
during
the
winter
and
for
emergencies?.
L
L
We
have
not
because
we
haven't
had
a
permanent
person
in
that
second
role:
the
when
you
guys
when
the
city
goes
to
their
split
shift
in
November
I,
think
it's
December,
1st
attorneys
Sunday
after
Thanksgiving,
then
that
second
employee
will
go
from
the
regular
hours
to
the
winter
hours.
It's
also
on
contract
in
the
contract
that
if
there
are
emergency
situations
that
we
will
cover
the
parts
from
which
we're
ready
to
do.
H
D
I
H
Absolutely
so
in
in
some
of
those
negotiations
again
and
we
we
appreciate
doing
what
you
can
to
ensure
we
start
off
right.
You
know
for
lack
of
a
better
term.
My
question
again
going
back
to
again
not
having
the
two
people
in
place
right
now
and
not
over
utilizing
the
runners
that
we
talked
about
if
they're
booked
and
you
have
someone
at
your
shop,
one
of
the
local
Napa
shops
they
will
drive
it
over.
Are
we
being
charged
for
that?
H
A
B
You
councilman
really
quickly
just
to
wrap
up
here.
I,
don't
want
to
extend
this
another
two
or
three
minutes.
Just
I
was
wondering
if
you
could
maybe
provide
some
qualitative
points
with
respect
to
what
your
experiences
have
been
with
other
municipalities,
dpws
police
departments,
fire
departments
in
relation
to
similar
contracts
that
you
have
set
up
here
with
the
city
of
Binghamton.
If
you
could
just
speak
to
you
know
things
that
worked
out
well
things
that
maybe
did
not
work
out
well
things
like
that.
I
Well,
so
so
Napa
we're
independently
owned
and
then
there's
corporate
Napa
right
and
Napa
has
this
program
IBS,
which
we
are
supported
through.
This
is
well
it's
technically.
Our
second
IBS
we
have
ran
Napa
has
several
they've
got
the
New
York
City
Police
Department
they've
got
Chicago
the
city
of
Houston,
there's
several
of
our
colleagues
that
have
large
construction
companies.
I
So
what
we
have
found
where
it
doesn't
work
is
lower
volume
where
it
just
it's
not
really
called
for,
like
a
municipality
or
a
shop,
that's
purchasing,
say
less
than
twenty
thousand
dollars
a
month,
because
the
the
back
end
cost
savings,
don't
justify
it
where
the
value
is
or
where
it
works.
Is
that
this
is
what
we
do
right
right.
So
you
know
if
you
were
a
doctor
or
if
Ms
Riley
were
a
tax
accountant,
that's
what
she
specializes
in.
We
wouldn't
want
a
tax
accountant.
I
You
know,
I,
wouldn't
want
somebody
not
qualified
to
do
that.
This
is
all
we
do
right.
We
procure
Parts
we're
very
good
at
it,
we're
very
efficient
at
it.
We
have
a
whole
network,
as
I
said
before
our
goal,
I
mean
I
would
love
to
sell
everything
through
Napa,
but
that's
really
not
our
goal.
Our
goal
is
to
provide
the
best
support
we
can
to
the
city.
It's
got
to
be
profitable
for
us,
obviously,
or
else
we
will
do
it.
However,
we
also
take
pride
we're
independently
owned,
so
we
don't
want
us.
I
We
don't
want
to
see
this
thing
go
bad.
We
want
it
to
be
successful.
That's
why
we
pull
the
manager
from
the
exist.
Excuse
me
from
an
existing
store
to
do
this,
because
we
want
to
put
the
best
qualified
person
in
our
minds
in
that
position.
So
I
think,
if
you
you
know
I
know,
Dan
has
reached
out
to
other
municipalities
and
got
feedback
from
them
about
what
works
and
what
doesn't
work
and
I.
Think
the
biggest
thing
without
getting
too
specific
is
that
this
is
what
we
do.
B
I
B
I
B
We're
very
familiar
with
no
I
appreciate
that
just
two
points
that
I
I
wanted
to
make
out
of
all
the
good
questions
and
and
discussions
so
as
we're
as
we're.
Moving
to
the
point,
I
I'm
hearing
a
lot
of
I'm
hearing
a
lot
of
things
about
markups
and
markdowns
and
percentages
one
way
and
one
way
another.
So
we
have
to
remember
a
couple
things
just
mathematically
speaking
right,
so
number
one
if
we
purchase
a
part
contractually
through
Napa
and
that
price
is
X,
plus
10
percent.
B
If
there
is
a
competing
part
somewhere
else
that
is
10
or
20
percent
in
the
different
direction
that
doesn't
necessarily
in
and
of
itself
mean
that
the
values
are
correlated
right
because
there's
wholesale
price,
there's
commercial
price,
there's
retail
price
right.
So
there's
different
aspects
to
that.
We
have
to
take
into
account
the
second
thing,
as
well
with
respect
to
kind
of
the
reviews
that
you
were
talking
about
of
year
over
year
prices,
it's
important
to
keep
in
mind.
So
let's
use
a
simplistic
example.
B
B
That
doesn't
mean
that
that's
the
result
of
the
contractual
relationship
right,
because
there
are
seven
million
in
three
different
variables
that
Napa
nor
the
city
of
Binghamton
have
no
control
over
east
of
which
is
inflation
right.
So
we
need
to
be
very
cognizant
that,
when
we're
looking
at
year
over
year
prices,
we
need
to
take
into
account
that
there
are
many
external
factors.
That
might
be
a
reason
why
a
price
is
higher
in
one
year
versus
something
comparable
in
years
past.
So
again,
just
from
a
numbers
perspective.
K
L
L
Secondly,
we
track
the
purchases
or
the
sales
two
ways
number
one:
the
vehicle
or
equipment
unit
number
is
used
as
the
pl
in
the
PO
field.
So
at
any
point
in
time
we
can
reference
where
the
parts
went
and
the
other
things
that
we
do
is
every
technician
has
been
given
like
a
technician
number
that
is
also
associated
with
that
invoice.
So
we
can
track
where
the
parts
a
what
technician
requested
the
parts
and
what
what
vehicle
those
parts
were
costed
out
to
is
that
kind
of
answering
your
question?
Yes,.
I
Not
to
drag
this
on,
but
even
to
elaborate
one
step
further.
The
other
thing
that
I
think
is
helpful
that
we
bring
to
the
table
the
PO.
The
vehicle
is
in
the
PO,
so
I
don't
know
historically,
if
the
shop
management
tool
allowed
them
to
do
this,
but
looking
at
breaks,
for
example,
all
different
kinds
of
brakes.
How
quick
did
they
wear
out?
I
How
you
we
can
actually
track
a
vehicle
now,
so
that
the
shop
manager
can
go
back
to
Doug
and
say
geez
we've
just
put
brakes
on
this
vehicle
four
months
ago,
and
then
they
can
look
at
how
many
miles
were
on
the
vehicle
and
make
a
determination,
a
warranty
B?
Is
it
the
right
product
we're
putting
on
there?
Sometimes
you
may
have
to
spend
more
money
put
better
product
to
get.
You
know
better,
stopping
distance
that
type
of
thing,
tracking
defects,
tracking
cores
and
all
that
stuff.
B
I
A
I
B
A
A
B
A
M
K
K
M
K
K
This
is
kind
of
a
large
question,
but
but
do
you
have
any
data
when
it
comes
to
the
effectiveness
of
the
body,
worn
cameras
in
terms
of
let's
say,
crime,
reduction
or
amount
of
complaints
lodged
against
the
department
or
or
anything
to
show
that
they
are
effective
in
doing
what
they
purport
to
do?
I.
M
I
M
B
M
H
You
Dr
councilman
Bidwell,
that's
all
right,
so
we
did
talk
about
the
give
Grant
and
we
know
we
do
we.
We
have
seen
this
annually
during
our
tenure
here
on
Council.
My
question
for
you
similar
to
well
I'll
start
with
this.
If
we're
increasing
the
salary
of
an
employee
for
one
year
based
upon
a
one-year
Grant
you're
only
asking
for
the
11
000
for
this
year,
and
then
she
will
be
rolled
into
oh
I,
don't
want
to
use
pronouns.
The
position
will
be
rolled
into
the
budget
at
this
rate,
moving
forward
correct.
M
H
Okay,
so
again
we're
covering
the
position
and
the
increase
this
year
based
upon
the
legislation,
that's
before
correct,
okay
and
then
similar
to
council
member
Freeman.
We
do
see
Rise,
Grant
and
remember
one
year
we
had
something
about.
We
asked
about
this.
We
were
on
zoom
and
you
all
said
something
about
tutu.
Remember
you
said:
oh,
we
we
buy
little
things
like
tutus
to
help
with
children
at
the.
M
M
C
M
M
It's
not
so
much
a
report,
and
this
is
how
I
believe
the
data
is
transferred
to
DCJS
so
part
one
crimes
tracked
through
I
think
records.
So
I
don't
know
if
it's
a
weekly
monthly,
so
all
our
information
and
through
our
RMS
system.
So
if
there's
a
call
for
service
for
an
assault,
so
if
it's
a
monthly
basis,
they
might
query
how
many
assaults
were
in
the
city.
They
send
that
date
at
DCJS,
but
that
would
be
through
records
not
through
us.
H
B
N
Yes,
so
this
is
a
resolution
authorizing
the
city
to
jointly
apply
with
Broome
County
for
a
Brownfield
opportunity
area
Grant
from
the
New
York
State
Department
of
State,
and
the
amount
of
it
says
300
000
here
I
did
get
an
updated
number
today,
which
I
provided
to
Janine,
it's
448,
200,
that's
what
will
be
reflected
in
the
resolution
for
pre-development
activities
in
the
Brandywine
boa
the
city
brought
forward
its
own
resolution
a
few
weeks
ago
for
a
boa
Grant.
This
is
the
County's
application.
N
We
submitted
a
question
to
the
Department
of
State
asking
if
we
were
required
to
have
a
city
resolution
in
addition
to
the
county
resolution,
even
though
the
city
is
not
spending
any
money
or
providing
any
in-kind
support,
and
they
did
let
us
know
that
we
needed
one
but
not
until
July
11th.
So
that's
why
we're
I'm
asking
to
expedite
this.
It's
purely
just
showing
that
the
city's
on
board
with
the
county
applying
for
this,
we
did
use
Department
of
state's
recommended
resolution.
N
I
made
a
few
tweaks
to
identify
that
we're
a
co-applicant
and
to
ensure
that
it
does
not
not
put
us
in
any
financial
obligation
to
this
project.
But
that's
why
it's
activated
and
that's
why
you're
seeing
another
boa
Grant,
it's
the
counties
and
the
state
told
us
that
the
city
also
needed
a
resolution
to
support
this.
Thank.
B
N
This
is
a
resolution
authorizing
the
mayor
to
enter
into
a
Professional
Services
agreement
with
rigor
marketing
Communications
to
provide
support
services
to
local
businesses
related
to
job
marketing,
Talent
attraction
and
ancillary
business
support
services.
So
the
city
was
awarded.
Community
Development
block
grant
cares
act
money,
that's
the
covid
cdbg
money
that
we
were
awarded.
There
was
a
certain
carve
out
for
business
support,
but
it's
very
very
narrow
what
we're
allowed
to
do
with
it.
N
One
of
the
main
ways
that
it
was
used
during
the
height
of
the
pandemic
was
to
support
businesses
who
were
purchasing
equipment
or
doing
renovation
that
were
required
to
protect
their
employees
and
the
public
from
the
covid-19
pandemic.
We
have
seen
a
pretty
precipitous
drop
off
in
folks
that
are
still
doing
work.
That's
considered
eligible.
The
state
actually
has
a
tax
credit
program
out
right
now
that
does
the
same
thing
and
they're
consistently
advertising
for
it,
because
they're
not
getting
very
many
bites.
N
It's
just
hard
to
prove
that
any
Investments
that
are
being
made
in
the
last
year
or
so
were
directly
as
a
result
of
the
pandemic,
and
a
lot
of
folks
used
other
funding
that
they
had
available
during
that
time
to
fund
some
of
those
improvements.
So
we
were
trying
to
figure
out
what
might
be
the
best
way
to
do.
This
did
a
lot
of
research
into
how
other
communities
were
using
the
specific
assistance
money
and
realize
that,
in
a
broad
sense,
marketing
could
be
an
eligible
use.
N
We've
heard
a
lot
from
local
businesses
that
they've
had
trouble
filling
jobs,
and
so
we
thought
this
might
be
a
good
way
to
address
an
immediate
impact
of
the
covid-19
pandemic,
which
is
our
current
labor
market,
as
well
as
to
support,
especially
our
small
businesses.
The
real
market
for
this
is
we
have
about
a
little
over
a
hundred
thousand
dollars
allocated
and
we're
looking
to
do
two
to
five
thousand
dollar
spends
per
business.
So
essentially,
the
businesses
would
engage.
We
would
hold
the
contract
on
behalf
of
the
businesses.
N
We
would
look
for
small
businesses
that
don't
have
marketing
assistance,
don't
have
marketing
staff
on
who
might
be
able
to
use
a
little
bit
of
money
just
to
get
them
over
the
edge
and
putting
job
advertising
out,
whether
that's
on
Facebook
or
indeed
or
LinkedIn,
and
really.
This
is
this-
is
not
a
broad
Talent
attraction
initiative.
It's
a
very
targeted,
High
I
own,
a
bakery
I
need
someone
to
work
the
front
desk
and
I.
Don't
have
time
energy
or
resources
to
go
out
and
do
a
full.
N
You
know
county-wide
search
for
one
employee
who
may
or
may
not
be
a
good
fit
for
our
organization,
so
just
giving
them
access
to
high
quality
marketing
firm
that
they
may
not
otherwise
be
able
to
have
access
to
because
we're
guaranteeing.
You
know
that
hundred
thousand
dollars
to
the
company
and
these
smaller
businesses
in
the
city
get
access
to
those
services.
So
that's
where
that's
coming.
K
N
It's
everything
I
believe
we
may
have
collapsed.
I
think
it
came
in
separate
years
and
I
apologize.
Steve
Parson
is
better
suited
to
answer
this
one
than
me
so
I
can
certainly
get
that
information
from
him,
but
I
think
we
collapsed
all
of
the
money
we
had
left
into
one
pod,
but
this
is
the
remaining
of
that
cdbg
cares
money.
That's
specifically
allocated
to
business
assistance,
okay,.
K
N
N
My
understanding
is
We'll,
be
asking
for
an
extension
on
these
funds,
but
I
one
of
the
reasons
we
tried
to
turn
this
around
pretty
quickly
and
we
only
had
started
having
these
conversations
six
eight
weeks
ago
and
went
through
the
procurement
process
was
because
there
is
a
timeliness
factor
to
it
that
we're
pretty
sure
we
can
get
extended,
but
it's
not
100
guaranteed.
Okay,.
K
N
Yes
or
I
think
they
might
go
back
to
the
federal
government
if
we
don't
meet
the
timeliness
requirements
so
just
depending
on.
If
we
get
the
extension
and
still
don't
use
the
funds,
I
think
we'd
have
to
go
back
to
the
drawing
board
on
it.
But
if
we
don't
get
the
extension
or
you
know,
we
use
the
funds
Within
the
extended
timeline,
then
then
we
would
not
have
any
additional
funds.
H
Hello
there,
how
are
you
I'm
good?
How
are
you
good
good
so,
just
to
clarify,
we
would
be
contracting
with
rigor
who's,
a
local
marketing
agency
on
behalf
well
in
effort
to
help
our
the
city
of
Binghamton
businesses
only
correct,
so
we
will
be,
someone
will
be
serving
as
the
liaison
to
develop
individual
marketing
packages
for
every
business
that
seeks
this
assistant.
N
Correct
so
Rieger
will
be
doing
the
the
actual
engagement
so
they'll
be
developing
the
marketing
plans
directly
with
Reger.
The
liaison
from
the
city
would
serve
as
the
connection
point
between
the
business
and
rigor
to
to
your
point,
validate
that
they're,
a
city
of
Binghamton
business
and
any
other
things.
H
N
Did
not
at
this
point,
though,
it
is
something
that
we'll
be
looking
to
develop
in
concert
with
Reger.
One
of
the
things
I
always
like
to
say
is
that
I
don't
know
what
I
don't
know,
and
certainly
I
am
not
an
expert
on
Advertising
for
businesses,
so
in
our
conversations
with
Rieger
once
we're
able
to
formally
engage
with
them
after
this
is
approved.
We'd
like
to
have
that
conversation
on
you
know:
how
do
we
determine
what
the
needs
of
a
business
are?
N
I
mean
we
imagine
that,
if
we're
looking
at
between
two
thousand
and
five
thousand,
which
is
my
best
guess
on
what
these
contracts
will
be,
although
could
be
lower,
could
be
higher.
That's
something
that
I'm
hoping
that
Rieger
can
shed
some
light
on.
It'll,
be
you
know,
107
divided
by
whatever
that
amount
is
so
we're
looking
somewhere
between
15
and
25.
Businesses
would
be
my
guess,
and
where
we
land
on
this.
H
Okay,
now
will
you
come
back
to
council
once
this
is
further
along,
if
approved
once
it's
further
along
because
I'm
concerned
about
us
I
mean
again
all
we
want
to
support
all
the
businesses
in
Binghamton,
but
in
terms
of
Equitable
access,
Equitable
support.
We
have
newer
businesses,
as
you
know
that
may
need
a
a
greater
hand
than
some
of
our
existing
businesses,
but
the
existing
businesses
know
how
to
procure
the
support
based
upon
the
criteria.
H
N
Yeah
yeah,
so
so
we'll
do
an
all
call.
Essentially
I
have
a
list
of
contacts
for
businesses
in
the
city
of
Binghamton
and
we
have
a
form
through
which
we
collect
information
on
any
businesses
that
may
want
to
get
in
our
distribution
list.
We'll
use
our
social
media
we'll
reach
out
to
our
partners
and
Entrepreneurship.
H
N
N
The
reason
that
we
brought
the
other
program
forward
for
expedite
was
that
we
came
into
that
program
late
and
we
had
to
spend
the
five
thousand
dollars
that
were
allocated
very
quickly.
We
have
submitted
all
of
those
expenses
to
Broome
County
in
our
awaiting
reimbursement
on
that.
So
this
is
the
next
phase
of
that
Grant.
N
So
they
have
authorized
twenty
thousand
dollars
to
come
to
us
to
says
here:
complete
Street
policy,
developed,
complete
Street
policy
action
plan
and
complete
Street
projects.
The
complete
Street
projects
will
be
developed
in
coordination
with
the
Broome
County
Health
Department,
to
make
sure
that
they
align
with
the
creating
healthy
schools
and
communities
guidelines.
Our
goal
is
to
use
this
money
to
support
safe
Pathways
to
schools.
N
Specifically,
we've
been
looking
at
MacArthur
Park
and
trying
to
price
out
what
the
infrastructure
and
sidewalk
markings
might
need
to
be
there,
because
we
have
frequent
complaints
about
just
the
volume
of
students
who
are
crossing
the
street.
It's
kind
of
a
complicated
entrance
exit
there,
so
that's
one
area
we'll
be
looking
at,
but,
generally
speaking,
our
engineering
Parks
DPW
department
will
be
advising
on
how
best
to
spend
this
money
over
the
next
year.
N
B
B
O
B
O
B
O
K
A
A
O
K
K
E
O
E
B
You
councilman
Billy
can
I
ask
a
question
sure:
is
there
some
sort
of
legal
requirement
that
requires
one
municipality
versus
the
other
to
vote
in
some
sort
of
chronological
order
like
we
always
do?
We
have
to
vote
first
or
does
that
matter
as
long
within
some
set
date
range
of
x
to
Y
that
all
the
stakeholders
have
voted
in
the
affirmative
or
whatever
it
might
be?
I.
B
O
C
B
B
B
B
A
B
A
B
Because
I
have
concerns
from
the
clerk's
office
of
them
being
able
to
get
all
of
this
expedited
in
two
days,
because
it's
a
lot
just
look
at
just
looking
through
it,
materially
I
I,
it's
nobody's
fault.
It's
the
way,
the
count
I'm
I'm
trying
to
find
some
fluidity
here
as
it
relates
to
this
I.
Can
you
give
me
a
dead
stop
date
of
what
you
need
this
by
like,
even
if
I
have
to
set
if
we
have
to
set
up
a
special
business
meeting,
I'm
willing
to
do
that?
B
Okay,
if
it's
okay,
Billy
can
I
ask
a
small
favor.
Is
there
any
way
you
could
leave
the
clerk's
office,
a
direct
telephone
number
for
you?
Maybe
I
can
take
this.
Maybe
we
can
take
this
conversation
offline
and
then
just
thought
up
in
the
back
and
then
I'll
reach
out
to
you
directly
from
my
number
I'll
coordinate
with
the
you
know
with
my
colleagues
in
the
mayor's
office
and
see
who
we
can
find
out
because
they
just
there's.
B
There's
a
lot
expedited
this
week
and
it's
putting
a
lot
on
because
for
a
24-hour
notice
to
the
public.
The
clerk's
office
doesn't
have
a
lot
of
turnaround
time
on
this,
so
and
obviously
I
want
to.
We
all
want
to
make
sure
it's
done
correctly,
so
yeah,
if
you
can
maybe
give
them
your
card
I'll
call
you
first
thing
tomorrow
morning.
Awesome
I
appreciate
it.
Thank
you.
Colleagues.
I'll
follow
up
with
you
regarding
that.
That's
all
right,
I.
B
B
B
B
B
About
it,
yeah
sure
no
problem
anything
else.
Okay.
Lastly,
really
quickly.
On
behalf
of
on
behalf
of
chairman
strong,
so
I
know,
a
number
of
us
were
here.
The
employees
committee
met
and
voted
unanimously
to
put
forward
to
the
broader
body,
as
is
required
by
us
right.
So
the
city
clerk's
office
obviously
falls
under
our
purview
budget
budget
wise,
and
so
the
employees
committee
unanimously
lowered,
voted
to
bring
forward
to
the
body
to
communicate
obviously
to
the
mayor's
office
for
budgetary
purposes.