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From YouTube: City Council Sub-Committee Budget Hearing of 5-15-23
Description
City of Chelsea, Discuss proposed FY24 budget
A
B
A
D
E
There's
you
I
think
you
all
have
before
you
the
the
fy24
budget.
This
is
a
book
we
can
utilize
today
to
walk
through
it.
I
thought
it's
been
a
few
minutes.
I
thought
it's
been
a
few
minutes
introducing
you
just
kind
of
walking
through
the
book,
the
first
few
pages
of
it.
The
budget
that's
proposed
to
you
is
98.7
million
dollars
on
the
city
side
and
132
million
300
000
on
the
school
side,
so
the
city
budget's
up
about
just
under
five
percent
4.95
percent.
The
school
budget
is
up
about
11.8
percent.
E
In
the
budget
message
I
introduce
to
you
both
the
total
budget
figure
and
the
fact
that
we
have
11
new
positions
proposed
in
this
budget.
Three
of
those
are
police
positions
that
were
approved
by
the
council
back
in
December
in
order
to
apply
for
a
doj
grant.
That
Grant
has
come
through.
That
Grant
is
on
a
declining
basis
over
three
years,
so
the
in
the
police
department
will
be
going
from
111
officers
to
114
officers
uniformed
officers,
this
coming
fy24.
E
E
Another
and
that's
that's
getting
folks
selected
and
enrolled
in
the
police
academy
and
bringing
them
out
we'll
I'll,
Ed
and
I
will
walk
through
with
you
all
the
new
positions
at
the
time
that
it
comes
up
tonight.
You
you
have
two
departments
that
have
new
positions
in
them:
you're
going
to
be
hearing
from
the
police
department
and
you're
going
to
be
hearing
from
from
the
auditor's
Department,
so
three
police
officers
in
an
auditing
a
fiscal
analyst
to
help
support
the
40
million
dollars.
E
That's
in
arpa
funds
that
are
passing
through
our
system
now.
So
so.
On
page,
on
page
two
of
the
budget
you're
going
to
see
a
description
of
those
11
new
positions
that
are
described
here,
but
we'll
go
into
more
detail
when
we
get
to
those
in
the
department.
But
I
wanted
you
to
understand.
Naming
the
department
that
the
positions
and
the
reason
for
them
and.
E
133
of
that
is
the
school
department,
education.
The
balance
is
the
city
at
98
million,
how
we're
paying
for
that
is
the
top
half
of
that
grid
and
where
those
where
we
project
those
revenues
will
come
from.
So
these
are
revenues
that
were
fairly
conservatively
estimated
and
in
order
to
balance
our
budget,
we're
asking
you
to
raise
253
thousand
dollars
from
free
cash.
E
So
it's
essentially
going
to
your
checkbook
to
write
a
check
to
balance
our
budget
this
year,
so
on
a
budget
of
231
million,
we're
looking
for
the
we're
looking
to
raise
about
253
000
to
balance
that
budget,
so
you're
going
to
see
that
in
the
on
the
revenue
column,
the
final
figure
General
free
cash
under
fy24
column,
253
835.
So,
for
a
fairly
modest
amount
of
money,
we
think
we
can
afford
these
11
new
positions
and
be
able
to
advance
some
important
initiatives
in
the
city
going
forward.
E
We
have
we've
allocated
those
in
two
kind
of
Bunches
of
money.
One
is
one,
is
25
million,
so
what
you'll
see
on
the
first
page
is
a
breakdown
of.
We
took
that
25
million.
We
supported
food
security,
I
prioritize,
Housing,
Community,
Support,
mental
health,
Public
Health,
small
business
and
most
of
all
Capital
Improvements.
E
So
what
you'll
see
here
is
that
under
cap,
under
out
of
that
25
million
in
in
the
initial
decisions
that
we
made
in-house,
we
allocated
16
million
for
Capital,
so
the
FY
24
CIP,
the
you
just
voted
last
month
had
the
last
bit
of
that
16
million
in
it.
So
fy24
had
a
little
over
3
million
of
arpa
funds
in
it
to
advance
capital
projects
in
FY
24
next
year,
and
then
this
in
FY
23.
E
We
had
the
bulk
of
that
the
balance
of
that
16
million
and
we
put
some
in
FY
22.,
so
the
22
CIP,
the
23
CIP
and
the
24
that's
coming
up.
We
have
now
allocated
16
million
of
the
25
million
to
capital
projects
here
in
the
city.
It's
one
of
the
reasons
in
FY
24.
We
had
so
many
projects
in
there
because
we
could
drive
it,
but
we
were
also
able
to
have
enough
free
cash
that
in
FY
24
CIP,
we
didn't
have
to
borrow
any
money.
E
So
generally
we
would
go
or
historically
we
would
go
to
the
general
obligation
market
and
issue
bonds
to
help
support
our
capital
projects.
This
upcoming
CIP,
we
didn't
need
to
we
neither
needed
to
raise
Bond
money
and
we
got
to
add
these
other
capital
projects
to
that
project
funded
by
arpa.
So
if
you
move
to
the
next
page,
you're
going
to
see
a
column
with
Community
projects,
15
million-
those
are
the
projects
that
we
went
to.
We
went
out
into
the
community
and
held
an
extensive
series
of
community
meetings.
E
E
So
your
we
can
give
you
an
update
on
that
arpa
on
that
15
million
of
how
that
is
being
translated
into
projects,
both
programs
and
projects,
but
I
wanted.
You
to
know
that
that's
all
happening
behind
the
scenes,
and
so
one
of
the
reasons
we
need
another
fiscal
analyst
in
in
auditing
this
coming
year
is.
E
This
is
a
lot
of
money
to
move
through
our
system,
a
lot
of
a
lot
of
procurements
to
do
a
lot
of
awards
and
then
a
lot
of
contracts
and
bill
paying,
and
so
we've
had
to
build
a
little
more
capacity
in
City
Hall.
In
order
to
be
able
to
keep
this
money,
get
it
out
the
door
and
effectively
monitored
and
the
outcomes
achieved.
E
So
what
you
will
see
is
that
by
federal
government
standards
we
have
to
expend
arpa
funds,
we
have
to
obligate
them
by
December
of
2024.,
we'll
be
well
ahead
of
that
schedule.
We
should
be
near
obligating
our
money
all
in
this
calendar
year,
and
then
we
have
to
expend
those
funds
by
the
end
of
2026..
So
we're
well
on
our
path
to
doing
that
into
moving
the
money
out
to
make
it
work
in
the
community,
and
that
was
our
goal
to
both
hit.
The
areas
of
the
community
have
told
us.
E
E
So
to
that
end,
I'll,
just
sort
of
you
know,
Big
View
here
is-
is
sort
of
there
are
a
number
of
departments
you're
going
to
be
hearing
from
over
the
next
three
nights
and
they're
all
listed
in
this
index
and
in
the
First
Column
of
the
index
are
the
page
numbers
that
you'll
find
the
items
in
the
book.
So
if
you're,
if
you're,
if
you're
just
to
guide
you
along,
that's
where
you
turn
to
see
each
department,
the
quick
reference
is
really
on
this
index.
E
Yes,
so
we
have
our
our
department
directors
here
to
to
speak.
To
you
can
ask
questions
directly
to
Ed,
will
give
you
the
the
auditor,
will
give
you
an
introduction
to
their
budgets
and
a
little
bit
of
a
sense
of
the
changes
in
the
budget
and
I
just
bring
your
attention
to
you
know.
On
the
big
view
we
have
a
lot
of
departments
here
and
but
two
of
the
Departments
constitute
25
percent
of
our
budget,
fire
and
police.
E
F
My
name
is
Ed
Dunn
I'm,
the
city
auditor
I'm
happy
to
be
here
to
walk
you
through
our
budget
and
to
answer
any
questions
that
you
may
have
to
help
you
to
better
understand
what
we
have
proposed
for
you
tonight.
The
the
first
apartment
up
is
the
law
department.
They
have
three
divisions
that
that
Cheryl
Watson
Fisher,
our
city
solicitor
overseas,
That's,
the
Law
Department,
the
judgments
and
the
licensing
department.
F
F
F
G
Apartment,
if
you
can
notice
a
department
at
a
glance
where
they
show
2021
to
2022,
we've
had
an
increase
in
litigation
this
year
and
all
kinds
of
litigation
from
appeal
of
denial
of
firearm
licenses
to
35
year
old
sexual
assaults.
So
it's
a
big
big
litigation
going
forward.
Some
employee
matters
are
also
pending
my
office
attempts
to
handle
in-house
as
much
as
possible.
As
you
know,
we
also
do
the
public
records
request,
which
is
busy
all
day
long
every
day,
I
believe
we
have
a
good
system
online.
G
Now,
where
we
can
refer
request
to
the
Departments,
the
department
send
it
to
us.
We
make
sure
we
don't
send
out
anything,
that's
private
or
privileged,
and
we
we
send
it
out.
Sometimes
somebody
goes
to
the
state
on
us
because
we
weren't
as
quick
as
they
wanted
us
to
be,
but
we're
a
city
we're
trying
to
get
the
responses
out
as
quick
as
possible.
G
G
So
we've
had
some
new
hires
in
our
office.
We
get
a
lot
of
40u
appeals.
I,
always
find
that
the
new
hire.
Does
the
40-year
appeals
because
they
get
to
know
Chelsea
they
get
to
know
the
city
they
get
to
know
the
landlords
they
get
to
know
the
tenants
they
get
to
know
some
of
the
rules
and
regulations
so
and
it's
busy
it's
every
day
all
day
long.
We
also
do
the
in-house
investigations
on
the
law
department,
whether
it's
a
resident
complaining
about
a
staff
or
staff
complaining
about
staff.
G
We
do
the
Title
IX
investigations
for
the
school
department.
That's
a
lot!
That's
when
I
review,
bullying
reports
and
think
that
it's
a
violation
of
someone's
civil
rights.
We
open
that
up.
We
meet
with
children,
we
meet
with
parents
who
probably
speak
to
parents
a
little
bit
more
than
I
would
prefer,
but
we
do
me
with
the
parents,
because
we
need
to
make
sure
that
their
behaviors
are
similar
to
their
child's
behavior.
When
it's
on
a
school
campus,
we've
have
a
lot
of
mental
health
issues.
G
One
of
the
goals
this
year
is
my
staff
and
I
have
decided
that
we
might
need
some
Mental
Health
Training
to
deal
with
the
public,
because
we
get
a
lot
of
irate
people
on
their
parking,
appeals
and
so
forth,
and
so
on.
So
we're
discussing
how
to
better
respond
to
upset
customers
and
upset
parents
that
come
up
to
the
third
floor
screaming
and
shouting.
So
that's
a
highlight
that
going
forward.
G
C
G
So
it
depends
on
the
related
issues
for
receivership,
That's,
the
Law
Department.
That's
when
we're
taking
a
property
for
receivership.
We
we're
in
Chelsea
Court
for
enforcement
matters.
Violations
of
our
city
code
with
their
both
my
associates
go
quite
a
bit.
We
go
there
for
the
appeals
after
they
don't
like
the
fact
that
we
didn't
overturn
their
40u
ticket,
they
can
go
to
court.
G
G
Not
a
lot
of
property
owners
actually
appeal
those,
but
if
they're
appealed
we
will
go
there.
So
the
court
works
with
us.
They'll
put
everything
on
a
Friday
afternoon,
of
course,
when
we're
not
open,
but
the
court
will
call
us
up
and
say
we're
going
to
try
to
schedule
everything
that
day
for
Chelsea.
My
staff
have
attended
Housing
Court
whenever
requested,
whenever
a
staff
person
asks
us
to
attend,
so
we're
not
in
Chelsea
District
Court
as
much
as
we
are
probably
in
Suffolk
Superior
Court
a
lot
more
on
the
higher
level
zoning
appeals,
Etc.
G
C
G
So
that
would
be
the
sanitary
code
violations,
the
trash
tickets,
the
snow
tickets,
the
failure
to
correct
an
order,
there's
moisture
and
they
didn't
correct
it.
Within
the
allotted
Time
by
inspectional
Services,
they
get
a
ticket.
They
appeal
the
tickets
to
Chelsea
District
Court.
My
office
defends
the
ticket.
H
I
just
got
first
of
all,
thanks
for
being
here
again,
we
know
this
is
a
tough
time
and
we
always
try
to
get
through
it
as
fast
and
sufficient
as
we
can
I
just
saw
on
this
here.
I
saw
the
litigation
you
talked
about
that
matter,
but
the
municipal
appeals
here,
it's
it's
down
significant
and
I'm
wondering,
if
is
it
an
issue
with
some
of
these
cases
are
not
considered
legal
matters
when
they
are
brought
before
you.
G
No,
it
just
means
the
landlords
are
paying
the
tickets,
so
they're
not
appealing
the
tickets.
It's
based
on
how
many
tickets
are
issued,
so
that
just
means
that
those
are
the
type
of
appeals
that
we
receive
the
40u
tickets.
We
get
those
appealed.
We
also
get
the
fire
department
when
they
issue.
That
would
be
a
municipal
appeal.
My
office
handles
that,
so
it
just
means
who's
appealing
them.
Sometimes
landlords
will
work
with
the
Departments
to
correct
and
seek
a
little
bit
more
time
and
pay
the
tickets.
So.
G
G
H
So
mines
is
that
you
know
we,
we
hear
residents
come
before
us
and
they
say
you
know
once
they
pay
these
fines
that
these
appeals,
then
they
don't
worry
about
the
path,
the
the
issues
that's
facing
the
residents
and
it
goes
away
until
they
get
another
ticket
and
they
have
to
go
back.
So
that's
what
I
would
mean
and
just
get
standing
about.
G
So
what
I
can
tell
you
is
a
sanitary
code
requires
minimum
work.
Minimum
work
means
if
there's
moisture,
it
doesn't
include
mold.
It
includes
moisture
so
once
they
stop
the
moisture,
that
is
no
longer
a
violation,
so
do
I
think
the
landlord's
doing
everything
they
could
do.
No,
but
do
I
think
they've
they've
resolved
the
code
violation.
Yes,
so
those
are
two
different
things.
So
when
you
file
a
housing
complaint,
it
is
open
and
I
I'm,
assuming
it
is
open
until
all
the
violations
are
corrected.
G
G
So
during
covid
it
temporarily
went
down
to
fifty
dollars,
so
it
wasn't
really
an
increase.
It
went
back
to
what
it
was.
It
was
always
75
dollars
since
it
was
in
my
office,
so
certain
licenses
each
license
is
different.
The
special
event
is
still
zero.
I
think
amusement
and
entertainment
went
back
to
75
dollars
for
one
day,
so
it
depends
on
what
you're
applying
for
liquor
licenses
have
not
gone
up
yet
I'm,
not
sure
about
the
tobacco
I
believe
it
stayed
the
same
this
year.
G
G
We
actually
owe
a
law
firm
since
the
end
of
I
probably
owe
the
January
Bill
we've
just
been
waiting
for
free
cash,
I
believe
what
we've
requested
should
be
able
to
pay
that
law
firm,
that's
handling,
one
particular
crazy
matter
in
two
different
courts,
and
then
we
recently
received
that
big
35
year
old
matter
that
we
did
not
have
in
our
budget
for
this
year.
So
we've
requested
funds
to
help
us
pay
that
also
so
I
believe
the
current
Financial
ass,
that
is
before
you
for
free
cash
appropriation.
G
The
auditor
is
aware
of
the
potential
risk
of
Defending
these
cases,
whether
or
not
they
would
go.
The
auditor
always
ask
if
it's
going
to
go
over
a
certain
amount.
Clearly,
employment
matters
get
interest
in
them.
If
we
lose,
we
had
suspended
someone
I
guess
for
quite
a
while
and
then
the
other
matter,
I'm
confident
that
we're
going
to
win
early
on
that
case,
but
it
is
35
years
old.
G
So
actually,
when
you
called
last
week,
counselor
we
did
it
so
we
now
have
one
I,
I
told
one
counselor
that
they
can
come
to
my
office
tomorrow
afternoon
and
get
the
applications.
So
the
only
application-
that's
not
in
paper-
is
the
special
permit
application
that
that
is
in
response
to
the
new
ordinance.
So
the
streamlining
was
that
people
wouldn't
have
to
run
around
City
Hall.
They
could
just
do
it
on
the
computer
and
it
goes
to
departments.
We
finished
that
in
time
for
this
spring
season.
We
just
didn't.
G
Do
a
paper
copy
yet
to
figure
out
how
to
do
that
paper
copy,
but
we
could
we
could.
My
staff
was
is
prepared
to
to
give
a
paper
copy.
What
we
do
is
people
who
don't
wish
to
do
it
online.
They
can
come
up
sit
down
with
my
staff
person.
They
will
type
it
in
for
them.
So
that's
where
we're
at
we
we're
going
to
try
to
meet
everybody's
needs.
G
G
G
Usually,
what
a
greeter
would
do
if
someone
who
can't
walk
up
the
steps
they
will
call
my
office
and
one
of
my
staff,
people
will
run
down
with
whatever
they
need
a
piece
of
paper
or
bring
a
pad
of
paper
to
write
out
their
public
records
requests,
because
we
have
that
in
writing.
Also
that
you
can
hand
write
everything.
G
F
The
next
the
next
section
under
Cheryl
will
be
judgments.
So
if
you
turn
to
page
235
235
in
the
book
judgments,
Department
941.,
this
is
the
section
of
our
budget
that
funds
legal
claims
and
settlements.
It
is
funded
at
fifty
thousand
dollars.
The
Department
of
Revenue
allows
for
certain
lines
in
our
budget
to
go
into
legal
deficit.
This
is
one
of
those
lines
in
the
past.
We
have
gone
to
free
cash
to
supplement
because
we
don't
wish
to
close
the
books
with
a
deficit,
but
the
DOR
would
allow
it
if
we
wanted
to.
F
B
F
And
that's
8.3
percent-
that's
a
higher
percent
than
normal,
and
the
reason
for
that
is
that
there
was
a
reclassification
of
the
one
staff
member
in
this
department
last
year.
So
the
percentage
that
you
see
compares
the
FY
23
adopted
number
to
the
fy24
proposed
number.
So
the
adopted
number
in
23
was
the
salary
before
the
re-class.
So
that's
the
reason
why
that
number
is
a
little
bit
higher
than
what
you'll
normally
see
with
other
departments.
F
G
No,
so
what
happened
was
there
was
a
reclassification
on
the
licensing
administrator,
whereby
she
also
works
with
the
community
service
administrator
for
enforcement
of
some
of
our
rules
and
regulations
in
communication
with
our
businesses.
So,
as
we
left
covid
never
mind,
she
was
doing
a
lot
of
different
stuff
there.
In
covid,
we
reclassified
both
positions
so
that
we
get
someone
to
walk
in
and
say
you
know
you
need
to
apply
for
this.
G
Instead
of
trying
to
hit
them
with
late
fees
and
fines,
we
try
to
get
the
restaurants
and
the
businesses
back
on
par.
We
also
now
have
that
new
special
events
ordinance,
which
has
changed
things.
We
have
a
vendor
registration.
Now,
it's
not
so
you
can
you're
not
confused
about
open
or
transient
vendors.
We
have.
She
also
deals
with
the
special
permits,
but
she
issues
the
entertainment,
the
liquor
license.
Etc.
We
have
a
lot
going
on
in
our
public
spaces.
G
She's
done
a
lot
to
change
things
and
now
we're
working
on
a
Marketplace
for
vendors
that
will
be
happening
on
the
lawn
and
my
staff,
legal
and
Licensing
we're
going
to
be
working
on
How
to
Train
people
on
how
to
do
these
new
food
Adventures.
If
you
notice
in
Chelsea,
people
want
to
sell
food,
but
you
just
can't
do
that
right.
So
there's
a
lot
of
state
laws
around
it,
so
we
were
going
to
put
together
a
training
with
the
chamber
and
I've
contacted
La
collabativa
just
to
work.
G
We've
got
Community
Kitchens
now
and
green
roots.
It's
nice!
You
have
a
kitchen
but
you're,
going
to
know
how
to
get
your
license,
how
to
get
your
permit,
where
you
can
do
this
and
so
forth,
and
so
on.
So
we're
trying
to
coordinate
that
effort
to
get
at
the
beginning
before
everyone
starts
cooking
up
a
storm
and
wanting
to
sell
their
food.
G
I
D
E
Patrice
montefusco
is
the
treasurer
for
the
city
of
Chelsea
and
she's.
Next
on
your
agenda.
If
you
move,
if
you
turn
to
page
68,
you
will
see
the
treasurer's
goals,
objectives,
structure
of
their
Department,
their
budget
and
and
pay
scale
for
each
employee
in
the
department.
The
the
treasurer
also
oversees
liability
insurance
and
also
runs
the
payroll
division
of
two
people,
so
you'll
be
hearing
from
her
on
those
two
other
issues
as
well,
but
we'll
begin
with
the
treasury
Department
first.
F
F
F
H
L
Know
if
anybody
in
tax
title
so
after
you
go
from
Real
Estate
into
tax
title,
anybody
over
five
thousand
dollars
goes
out
to
our
outside
attorney.
Anybody
under
five
thousand
stays
with
the
city.
We
try
to
get
him
into
a
payment
plan
before
they
go
to
the
outside
attorney,
because
the
fees
get
too
high
for
them.
So
we
work
with
them.
They
put
a
down
payment
of
10
down
and
each
month
they
pay
us.
M
Edelberg
I
do
have
it's
almost
as
much
an
operational
question,
but
just
looking
at
some
of
the
sort
of
Regional
Bank
situations
that
are
happening
right
now
out
there.
Could
you
just
give
us
a
two
second
sense
for
whether
anything
is
changing
within
the
department
about
where
we
keep
our
money.
Do
we
have
any
concerns
about
liquidity,
our
ability
to
access
funds?
What
are
we
doing
in
the
current
environment?
Anything
different,
just
as
a
general
question
at
this
time.
L
L
D
N
L
N
F
O
L
O
E
The
primary
increase
has
been
in
Motor
Vehicles,
so
I
think
there's
not
a
huge
Marketplace
for
for
municipal
insurance
for
general
liability
for
and
so
we
we
go
out
into
the
market.
Every
year
we
go
to
the
the
and
we
price
with
with
insurance
companies
that
will
offer
Insurance
to
Municipal
markets
and
I.
Think
we've
been
with
the
same
insurer
for
several
years,
probably
three
to
five
years
running
right
now,
but
and
I
think
Patrice
will
share
this.
M
Todd
pretty
much
asked
my
question,
but
just
to
ask
a
little
further
further
detail:
do
they
give
us
any
sort
of
business
planning?
Are
there
any
modifications
we
can
do
that
help
limit
our
liability
costs?
You
know.
Often
insurers
will
get
a
little
bit
involved
in
operations
and
have
recommendations.
Are
there
any
choices
we
have
made
that
you
know
we
believe,
makes
sense
to
go
One
Direction,
but
it
might
cost
us
less.
You
know.
Is
there
any
big
picture
thing?
Have
we
looked
into
anything
that
that
does
save
us
any
money
structurally.
E
We've
made
some
selective
decisions
around
increasing
deductibles,
because
we
haven't
had
much
exposure
in
those
areas
or
many
claims,
so
I'd
say
that's,
probably
the
place
where
we've
moved
the
most.
You
might
ask.
Well
if,
if
we're
up
in
you
know,
Motor
Vehicles,
that's
because
we're
either
hitting
things
or
things
are
hitting
us
and
so
driver
training.
Things
like
that
are
good
things
to
do,
and
your
suggestion
I'll
take
your
suggestion
on
that.
Actually
they
have.
J
E
E
F
that
lists
out
the
two
staff
members.
These
are
new
to
the
department
from
a
year
ago.
So
the
again
the
budget
is
comparing
23's
23s
adopted
to
24,
as
proposed
and
23
is
adopted,
contained
two
individuals
that
had
higher
salaries
who
have
since
resigned,
and
so
the
two
new
individuals
that
are
here
are
coming
in
at
a
lower
step.
F
In
their
grade
structure,
the
operations
section
of
this
department
is
up
in
a
couple
of
places
and
Conference
and
travel
you'll
see
an
increase
of
a
forty
five
hundred
dollar
amount,
and
this
is
due
to
proposals
for
new
employee
payroll
certifications,
but
both
of
the
individuals
in
this
department.
Overall,
the
budget
is
down
in
salaries
and
up
about
five
percent
in
operations.
L
D
E
E
These
are
publicly
many
of
these
are
publicly
advertised
bids
and
draga
oversees
this
entire
process
with
us
from
procurement
working
with
the
Departments
defining
the
procurement
need
to
selecting
submitters
when
they
do
submit
and
then
executing
contracts
on
the
back
end
and
then
encumbering
our
funds
on
those
contracts.
So
she
is
able
and
skilled
and
runs
a
tight
Department.
This
year
we
added
one
additional
staff
person
to
the
procurement
department
paid
for
by
the
school
department,
and
this
was
recognition
that
we
we
consolidate
so
we're
not
running
to
procurement
teams.
E
We
consolidate
the
school
department
operations
with
the
city
for
and
we
think
we
we
get
a
lot
of
bang
for
that
buck,
and
but
the
volume
of
work
moving
through
the
school
system
and
moving
through
the
city
was
simply
could
have
done
it,
but
it
would.
It
would
have
killed
me
to
watch
her
work
that
especially
hard
over
what
she
works
anyway.
So
anyway,
Ed
can
walk
you
through
the
budget.
Yes,.
F
Thank
you
Ned.
If
you
turn
to
Paige
starts
on
page
59,
but
two
pages
after
that
page
61,
page
61
you'll
see
the
outline
for
the
percentage
of
change
in
the
24
proposal.
Ned
mentioned
that
there
is
one
position
funded
by
the
school
department
exclusively.
This
department
has
three
staff
members:
one
is
funded
by
schools.
F
So
when
you
heard
from
the
schools
two
weeks
ago,
the
percentage
of
the
pay
that
is
associated
with
that
third
person,
it's
on
page
62,
that
78
000,
is
part
of
the
school
department
general
fund,
the
amounts
at
the
top
130
sorry
158
000
is
funded
on
general
fund
City.
That's
the
two
positions
above
the
procurement
officer
and
the
office
manager.
Longevity
is
also
up
on
this
department.
F
P
Gone
through
if
we've
been
successful,
I
was
involved
with
Dr
Kenneth
and
it's
I
think
we
pushed
it
a
little
bit
aside
for
now,
because
are
we
also
looking
into
our
financial
system,
be
honest
to
see
what
capability
we
can
incorporate,
rather
than
the
own
option
for
us?
If
we
do
it
once
we
develop,
that
form
would
be
keep
up
with
the
Excel
spreadsheets
okay
for
reports,
but
munis
might
give
us
better
reports.
Okay,
okay,
so
we
will.
We
will
look
into
that
I'm.
E
The
Jim
Sullivan
is
here,
that's
the
it's.
The
gym
came
on
this
year
as
our
chief
assessor.
He
was
our
assistant
assessor
prior
and
behind
him.
Jim
has
been
able
to
hire
an
assistant
assessor
he's.
Also
this
year
brought
on
a
data
analyst,
a
data
collector
analyst
field
person
for
field
work
and
is
rebuilding.
There
was
a
change
in
the
business
manager
there
so
he's
rebuilding
the
business
manager,
side
of
things
and
assessing
as
well.
E
So
for
the
first
time
in
probably
five
years
four
years,
we
have
a
full
complement
of
trained
staff
in
the
assessing
department,
and
this
is
a
real
pleasure
to
work
with
Jim
and
have
him
lead.
This
team
there's
a
lot
of
enthusiasm
down
there
and
a
lot
of
smarts
and
expertise.
So
we
hope
I
depend
on
Jim.
We
all
depend
on
Jim
to
generate
the
assess
assessments
here,
which
form
our
tax
taxable
base
here
in
the
city
and
that's
a
big
piece
of
our
budget
every
year.
E
So
it's
both
what
are
properties
here
worth
and
also
capturing
New
Growth,
so
that
we're
able
to
identify
aspects
of
when
a
new,
for
example,
a
new
apartment
building
is
built
here.
Jim
is
capturing
that
value
during
the
time
that
it's
being
built
so
that
we
are,
we
are
realizing
that
increase
in
value
during
the
construction
period
and
also
when
it's
delivered
to
us.
These
are
important
aspects
of
how
to
keep
the
engine
of
tax
revenue
running
for
us
so
that
we
can
pay
our
expenses
so.
F
turn
a
few
pages
past
that
and
you'll
see
the
detail
of
employees
on
page
67..
There
are
five
full-time
employees
that
does
as
Ned
mentioned.
There
is
some
rebuilding
going
on
in
this
department.
One
staff
member
is
an
existing
employee
who
transferred
into
the
department
as
an
administrative
person,
business
manager
and
is
taking
with
her
the
longevity
that
she
earned
from
the
previous
department.
So
you'll
see
an
increase
in
longevity.
While
there
are
decreases
in
salary
and
the
operations
section,
there
are
several
lines
showing
increases.
F
Appraisal
Services
is
one
of
those
with
an
increase
of
84
000,
with
revaluations
coming
in
fiscal
24..
That's
the
reason
for
this
large
of
an
increase
in
the
capital
section,
which
is
on
page
66,
the
last
item
on
the
page.
There's
a
thousand
dollars
funded
and
that's
for
a
time
stamp
machine
that
the
department
has
a
need
for
entertain.
Any
questions
for
Jim.
F
M
M
The
overlaying,
so
basically,
we
can
make
a
mistake
on
assessment
assessment,
so
let's
say
we
assess
a
property
for
a
large
amount
of
money.
They
challenge
it.
The
overlay
account
sets
aside
money
to
pay
them,
got
it.
If
we
miss
okay
and
then
you
can
run
a
surplus
in
there,
which
then
you
can
draw
from
too
so
we
okay,
we
could
be
either
direction
on.
We
might
have
too
much
or
too
little
in
the
assessment
I'm
prepared
to.
Q
So
last
year,
with
the
overly
we
had
a
large
issue
with
abatements,
we
led
to
State
the
number
of
abatements
in
court
cases,
so
we
had
over
200
Penny
cases
at
the
ATB
and
about
185
abatements
last
year
and
135
this
year,
but
majority
of
them
are
coming
from
a
low
income,
tax,
credit
properties
and
those
where
we
funded
based
upon
a
court
case.
So
when
the
the
court
case
settled,
the
lawyers
came
and
filed
everything
to
get
their
cap
rates
change,
their
expense
ratios
that
would
revalue.
Q
I
Q
Every
year
all
properties
are
revalued.
According
to
State
Standards,
you
have
to
come
into
between
90
to
110
percent
assessment
sales
ratios
for
the
properties.
So
every
year
you
will
be
reassessed
most
of
the
times
for
most
properties,
including
all
the
residential
last
year.
Most
of
the
bump
is
just
in
a
market
change.
Essentially
what
bank
would
call
it
time
adjustments?
So
if
the
market
appreciated
a
couple
points,
you
would
appreciate
a
couple
of
points
based
on
your
property.
I
Q
The
the
values
so
we're
one
year
behind
on
other
valuations,
so
for
fiscal
year
23
the
data
value
is
January,
1st
22
and
the
based
on
21
sales.
So
we're
a
little
bit
behind
that's
the
way
it
works
and
everyone.
The
effective
data,
is
always
January
1st.
But
if
the
values
go
down,
the
assessments
will
go
down,
but
unfortunately,
most
like
in
most
cases
the
tax
rate
would
go
up
to
compensate
to
make
make
room
for
that
budget.
J
D
H
H
H
Q
If
somebody
buys
in
a
budding
property
like
a
neighbor,
those
are
discounted
because
the
motivation
is
different.
Somebody
could
take
that
parcel
that
doesn't
have
the
same
value
to
somebody
else
and
assemble
it
and
get
it
get
a
buildable
parcel,
so
they
usually
sold
at
different
values
to
budding
properties.
So
there
are
codes
that
you
can
do
to
Discount
to
discredit
sales.
Q
If
you
sell
it
to
a
family
member,
they
don't
go
into
the
equation
when
we
do
evaluations
only
based
upon
our
arms,
like
transaction
from
the
market,
an
arms
length
transaction,
meaning
it's
too
disinterested
priorities,
but
two
parties
coming
to
a
mutual
agreement
upon
price,
so
it
doesn't
have
any
undue
influence
of
of
one
relative
to
another
or
one
neighbor
to
another.
Who
could
get
a
discount
and
skew
the
data
for
the
other?
For
the
other
folks,
because
there
was
an
issue
before
some
Butters
sold,
the
properties
would
appear
to
be
a
high
number.
Q
It
wasn't.
It
was
just
with
the
accountant,
their
accountant
put
on
it,
which
would
have
unofficially
inflated
some
values
around
Essex
and
Suffolk
Street
for
three
three
families,
which
would
have
been
completely
unfair.
So
we
discredit
those
sales
completely.
So
again
it
doesn't
impact
adversely
to
the
taxpayers.
D
I
guess
we've
danced
around
this.
You
and
I
fought
I,
don't
know
a
number
of
years
back
and
forth
the
actual
person
who
owns
a
legitimate
for
a
family
compared
to
the
affordable
unit,
the
price
and
taxes
pretty
different,
and
it
always
seems
that
the
non-profit
entities
are
the
ones
who
are
hitting
us
put
a
larger
abatements
I
know.
Last
year
we
returned
two
million
to
one
of
the
agencies.
I
know
they
have
30.
D
abatements
and
now-
and
we
talked
about
part
of
that
is
forming
a
lawsuit
that
happened
and
Worcester
years
ago,
where
nobody,
when
nobody
was
buying
property
in
Worcester
and
now
that
that
has
changed.
I
think
that
we
as
a
city
should
be
in
a
situation
to
challenge
the
court
in
regards
to
what
we
should
really
be
getting
the
taxes
compared
to
what
we're
not.
D
D
E
K
E
F
Thank
you
Ned.
If
you
turn
to
page
87,
87
will
show
you
the
grid
for
the
fy24
proposed
budget.
There
is
no
change
in
salaries.
That
is
because
Candace
is
an
exempt
employee
and
there
are
three
groups
that
have
not
had
their
fy24
salary
percentages
assigned
these
Steel
Workers
is
one
group,
the
askme
library
is
another,
and
the
exempt
staff
usually
happens
after
all,
the
others
have
settled
so
we'll
be
talking
about
the
salary
Reserve
later
on
and
I'll
get
into
more
detail
there.
F
But
that's
why
you
see
a
zero
percent
increase,
because
Candace
is
an
exempt
employee.
Under
the
operations
section,
there
is
an
increase
of
twenty
five
thousand
dollars
to
fifty
thousand
on
Contract
Services
Candace
can
talk
about
that.
More
there's
also
been
a
grant
and
some
Grant
funds
that
she
was
able
to
to
use
to
secure
in
FY
23.
So
with
that
I'll
turn
it
over
to
Candace.
R
In
addition
to
creating
best
practices
to
enhance
workplace
engagement,
our
department
performs
Outreach
to
various
community
and
business
organizations,
and
these
interventions
are
put
into
practice
to
not
only
increase
inclusive
employment
opportunities,
but
also
to
create
intersectional
collaboration
with
external
business
partners,
with
the
goal
of
positively
increasing
and
affirming
Chelsea's
visibility
both
locally
and
nationally,
while
our
department
required
the
use
of
encumbered
funds
in
2022
due
to
having
narrowly
missed
the
previous
year's
deadline
to
exhaust
the
initial
budget.
Additionally,
attributed
funds
were
not
required
in
this
past
year.
R
This
is
largely
to
impart
to
a
fifteen
thousand
dollar
estate
Grant,
which
allowed
for
the
Contracting
of
external
vendors,
including
consultant
and
a
web
developer.
This
fiscal
Year's
budget
will
also
require
a
similar
need,
which
tally
is
up
to
around
a
hundred
thousand
dollars
in
Vendor
Services.
However,
similar
to
last
year,
I
will
rely
heavily
on
externally
awarded
grant
money
in
grant
funding.
R
Some
of
the
key
takeaways
from
our
audit
demonstrate
that
top
management
demonstrates
a
commitment
to
Dei.
Research
shows
that
this
is
the
single
greatest
determinant
of
Dei
success.
Additionally
the
Dei
initiatives
already
in
place
are
researched,
best
practices,
some
recommended.
Next
steps
are
already
underway,
such
as
the
demographic
dashboard,
which
will
become
live
this
summer
and
showing
benefit
accrual
on
pay
stubs.
That's
just
you
know
an
example
conclusively.
Management
and
staff
agree
on
the
main
issues
which
largely
center
around
access
to
clear
information
policies
and
procedures.
R
R
Such
an
intervention
will
set
the
necessary
foundational
framework
for
a
sheltered
Market
program
and
I
know
that,
for
example,
the
city
of
Boston
had
undertaken
a
similar
disparity
study
and
it
took
them.
I,
don't
know
two
to
three
years
to
finish
it,
and
since
we
here
in
Chelsea
are
a
little
bit
more
condensed.
I
think
that
that's
something
that
we
can
realistically
look
forward
to
completing
in
a
you
know
about
a
you
know,
fiscal
year
or
so
give
or
take
a
few
months.
R
N
S
N
One
person
show
in
a
one-person
office
and
just
reading
even
the
work
you've
done
with
the
library
and
focusing
and
making
it
a
little
more
inclusive
and
more
representative
of
our
kids,
but
I
also
really
want
to
highlight
the
fact
that
you
know
the
fact
that
you
had
90
percent
of
managers
and
department
heads
show
up
to
some
of
these
trainings
yeah
I
guess
my
question
for
you.
Considering
all
the
goals
that
you've
set
yourself
with
your
timeline
set,
I
I
can't
wait
to
see
the
dashboards
and
really
explore
that
one
question.
N
R
You
that's
a
that's
a
terrific
question,
so
honestly,
the
next
FTE
that
I
would
ideally
like
to
fill
would
be
an
analyst,
because
the
great
bulk
of
equity
and
inclusivity
is
being
able
to
entirely
the
numbers
and
report
that
out
on
an
objective,
Viewpoint,
so
I
think
being
able
to
have
a
full-time
analyst.
You
know,
as
part
of
my
staff
will
be
able
to
monitor
the
dashboard,
and
that
will
also
be
able
to
liaise
with
other
departments,
especially
with
human
resources,
which
does
field
a
good
number
of
whether
it's
complaints
or
inquiries.
R
I
know
that
there
is
a
bi-annual
EEOC
reporting
that
you
know
can
dovetail
with
the
work
that
we've
done
on
the
dashboard
so
especially
with
the
hiring
increases
that
that
are
taking
place
here
in
Chelsea.
So
that
would
be.
My
first
hire
would
be
an
analyst
and
I
think
from
there.
It
would
probably
be
on
a
needs
based,
you
know.
So,
right
now,
the
contracts
are
are
helping
to
get
a
large
part
of
the
work
done.
R
R
You
know
wanting
to
have
a
forum
on
hand
and
simply
put
she
doesn't
really
have
the
bandwidth
to
be
able
to
go
in
and
tell
you
oh
well,
this
amount
of
women-owned
businesses.
These
are
amount
of
you
know,
women-owned
Hispanic
businesses
women-owned
black
businesses.
She
just
simply
doesn't
have
that
bandwidth,
so
you
know
having
that
liaison.
Who
can
you
know,
help
us
to
begin
to
dig
through
that
and
then
make
it
make
sense
and
then,
in
conjunction
with
a
disparity
study,
put
together
that
sheltered
Market
program
and
have
someone
full-time?
R
S
R
Is
honestly
right
now
that,
with
the
objective
Viewpoint
of
you
know,
I
mentioned
that
I
contracted
a
web
developer.
So
a
lot
of
the
data
that
I've
been
aggregating
has
been,
is
being
funneled
on
the
back
end
and
I
can't
speak
highly
enough
of
well
all
of
my
colleagues,
but
I
mean
Ramon
staff
chef's
kiss
so
Denise
and
I
are
working
like
this,
so
she
has
been
really
a
huge
resource
for
me.
I.T
I
mean
they
are.
R
You
know
how
tightly
they
are
pulled
and
she
basically
is
my
go-to
person
as
far
as
assisting
with
the
data
analysis.
But
with
that
being
said,
she's
not
my
analyst.
You
know
that's
Ramon
staff,
so
being
cognizant
and
considerate
of
that
I
know
that
that's
not
a
full-time
option
and
she
is
essentially
you
know,
being
collaborative
and
a
team
teammate,
so
I.
You
know,
I
said
that
the
dashboard
will
go
live
by
the
time
the
web
developer
and
we
part
ways
and
our
contract
is
about
to
be
done.
R
The
agreement
is
that
they
will
give
over
the
codes
to
Ramon
staff
and
then,
by
the
time
I,
you
know
get
an
analyst
on
board.
They
would
already
have
the
keys
to
do
everything
behind
the
scenes
and
once
you
know,
I
continue
to
get
data
and
numbers
just
feed
it
to
the
analyst,
and
they
can
you
know
just
keep
an
eye
on
it
and
I
will
make
a
reference.
For
example,
the
city
of
Cambridge
has
a
beautiful,
Dynamic
dashboard.
However,
it
hasn't
been
updated
in
like
two
two
years.
R
S
R
J
H
H
Questionnaires
to
fill
it
out,
if
you
already
done
it
so
how
to
get
make
sure
it
gets
to
you,
but
I
just
want
to
also
thank
you,
as
my
colleagues
that
have
said
that
your
work
that
you've
done
not
only
with
us
but
all
the
city
departments,
to
have
that
racial
90
plus
percent
of
they
want
to
listen
to
you
and
hear
what
you're
saying
and
that's
what
we
actually
brought
you
in
for
that
in
this
office.
Thank.
R
B
R
R
B
H
H
R
D
R
You
know
Cheryl
and
the
HR
Director
I
haven't
really
been
in
discussions
as
far
as
when
job
descriptions
are
being
put
together,
but
typically
when
there's
like
a
first
round
hiring
process,
I
am
looped
in
and
I
think
more
of
a
consultative
role
when
they
bring
me
in
to
sit
in
on
the
first
round,
because,
ultimately,
it
is
at
the
discretion
of
the
hiring
manager.
But
I
do
provide
my
input
as
far
as
you
know,
going
beyond
the
court,
the
qualifications
that
the
candidate
brings
and
really
taking
a
holistic
approach.
R
You
know
an
inclusive,
hire
and
also
inclusive,
meaning
someone
who
is
in
the
city
who
has
that
opportunity
to
you
know
come
in
and
you
know,
work
their
way
up
if,
if
it's
possible,
but
I,
think
part
of
the
consultative
element
that
I
bring
when
it
comes
to
the
first
rounds
of
interviews
is
really
being
able
to
speak
on
okay.
Well,
if
we're
we're
not
going
to
consider
the
Chelsea
resident,
what
is
a?
R
R
So
I
think
you
know
the
consultative
aspect
of
that,
and
you
know
if
I
am
asked
to
sit
in
on
anything
beyond
a
first
round.
You
know
I
pretty
much
will
take.
You
know
a
supportive,
a
supportive
role
in
that,
because
I
don't
want
to
supersede
you
know
the
hiring
manager's
voice,
but
I
also
think
that
it's
important
to
really
take
a
holistic
view
on
on
hiring.
R
D
R
Of
that
is
part
of
it
is
because
I
don't
have
staff,
but
it
also
because
I've
had
to
be
creative
in
how
to
get
projects
done
with
a
very
limited
budget.
So
you
know
being
it
has
so
needing
the
staff,
but
understanding
that
my
first
need
full-time
staff
would
be.
You
know,
you
know
an
analyst,
you
know
probably
could
be
someone
who
could
do
this
for
fifty
thousand
dollars.
However,
ideally
you
know
I
would
have
you
know
someone
who
can
you
know
monitor.
R
So
you
know,
I
haven't
had
to
really
dip
too
far
into
the
funds
for
that
for
this
past
year,
I'll
get
another
grant
for
the
for
the
upcoming
fiscal
year,
but
it
has
been
largely
due
to
not
having
staff
and
really
having
to
think
innovatively
how
to
get
things
done.
My
main
concern
was
being
able
to
provide
a
deliverable
to
all
of
you
today
within
the
12
months
since
the
last
time
that
we
saw
each
other
so
right
now
and
Cheryl's
seen
the
dashboard
behind
the
scenes.
R
Part
of
why
I've
been
sending
those
emails.
Hey
fill
this
out,
fill
this
out.
It's
because
every
time
someone
submits
those
surveys,
it
goes
back
into
our
aggregate
on
the
back
end.
So
you
know
our
developer
is
seeing
okay.
Now
we
have
this
amount
of
people
who
are
filling
it
out
now
we
have
you
know,
oh
someone,
you
know
identified
themselves
as
trans
male,
like
I
didn't
know
we
had
a
trans
mail
on
staff.
R
You
know
like
these
are
things
that
we
can
then
feed
back
and
then
I
can
talk
to
you,
know
Ed
and
HR
and
say:
okay.
Well,
you
know
what
are
these
benefits
offerings
looking
like?
Are
they
you
know,
indicative
of
what
our
staff
needs
you
know
and
and
going
back
to
you
know
Mr
Robinson's,
point
of
me
being
included
on.
You
know
all
the
rounds
of
the
hiring
process.
That
is
also
something
that
we
can
speak
towards.
R
As
far
as
the
needs
of
our
staff
in-house
and
the
the
applications
that
are
coming
in
so
I
hope
to
have
that
FTE
with
within
the
next
fiscal
year,
so
by
the
time
I
see
you
guys
next
year,
it'll
say
you
know:
I've
got
this
staff
coming
on
and
this
is
what
we've
got
going
on
and
getting
a
handle
on
the
budget.
With
respect
to
what
is
available
to
me-
and
you
know
how
I
can
maneuver
that
I'm
being
really
creative
with
the
money.
B
R
Can
we
do
this
more
often,
and
you
know
they
felt
like
they
were
part
of
the
team
and
they
were
so
excited
for
their
little
breakfast
and
you
know
I,
just
they
just
were
energized,
you
know,
so
it
made
me
more
enthusiastic
to
coach
them.
You
know
seeing
as
how
they
they
felt
included
in
the
events.
So
that's
part
of
what
that
goes
to.
I
R
I
would
say
perhaps
two
to
three
employees
who
have
come
to
me
two
to
three
so
far
in
this
year,
who've
come
to
me
to
differing
degrees
of
need
and
I
take
a
general
policy
of
providing
advice
on
best
methods
on
how
to
move
forward
as
well
as,
for
example,
if
you
know
if
it's
so
one
example
would
be.
If
a
staff
member
is
complaining
about.
R
You
know
a
hostile
work,
environment
and
feeling
harassed
at
work,
which
you
know
has
been
the
case.
Well
then
that
would
be
something
where
I
would
say.
Well,
you
know,
have
you
already
spoken
to
HR
and
if
it's
something
that
becomes
escalated,
then
I
would
Loop
in
my
colleagues
in
the
Law
Department
to
provide
that
consultative
input
on
best
methods
to
move
forward,
and
by
that
point
it
generally,
you
know,
flows
to
law
or
you
know.
If
a
complaint
is
made,
then
it
becomes
a
legal
matter.
R
So
I
can't
and
I
don't
think.
I
was
brought
here
to
subvert
my
colleagues
decisions
on
when
they
hire
a
staff
member
and
to
say
well,
you
should
just
hire
this
person
because
they,
you
know
this.
That
and
the
third
I,
then,
would
provide
the
individual
who
has
a
grievance
with
opportunities,
whether
it's
development,
professionally
I,
extend
myself
and
say
hey
if
you
want
to
come
in
my
office
and
we
can
put
together
a
plan
whether
it's
a
one
to
two
year
plan,
let's
start
with
a
six-month
plan.
R
What
does
that
look
like
as
far
as
your
career
goals
and
I've
I
offer
to
tailor
it
to
them
and
then
I
would
say
well.
Does
this
make
any
sense,
don't
throw
everything
on
the
wall
and
see
what
sticks
be
intentional
with
your
trajectory
and
when
it
comes
to
situations
like
that
that
may
have
a
dotted
line
to
complaints
of
inequity
from
another
department?
R
I
generally
would
take
the
stance
of
communicating
with
the
director
in,
in
which
case
HR
and
say
hey
what's
going
on
or
you
know,
then
it
usually
goes
back
to
the
hiring
manager,
but
I
don't
believe.
I
was
brought
here
to
you,
know,
subvert
certain
this
policies
that
have
already
been
placed.
You
know
what
I
mean
like
so
I,
if
you,
if
your
question
is
asking
whether
or
not
I've
been
able
to
successfully
subvert
any
processes,
I
haven't
been
able
to
do
that,
but.
I
You
answer
your
own
question
because
you
said
you
have
no
power,
you
just
negotiate.
Maybe
your
department
should
change
whether
they
should
give
you
power,
where
you
could
make
it
an
effect,
because
the
way
you
just
answer
the
question,
you
really
can't
do
nothing,
but
just
advise
and
talk
to
them,
but
to
be
all
finished,
your
department
should
have
more
power.
When
an
employee
comes
to
you,
you
should
say
exactly
to
somebody
else.
I
This
is
I
can
help
you
if
they
only
come
to
you
and
you
really
can't
do
nothing
like
you
said
you're,
the
one
you
said
it
that
what
is
the
point,
your
department,
we
should
maybe
change
a
policy
where
you
have
a
little
more
power
than
just
here.
I'm
gonna
do
this,
but
I
can't
do
nothing.
You
know
that
would
be
an
offense
a
better
way
to
do
something.
I
The
way
you
can
actually
have
some
type
of
power
towards
the
people
that
committing
something
that
employees
don't
agree
with
or
whatever
that
the
way
you
said
it
really,
you
have
no
power.
You
can't
do
anything.
You
said
it
yourself,
you
know.
So
if
it
was
up
to
me,
I
would
give
you
more
power.
I
will
give
you
at
least
you
could
be
equal.
You
could
play
in
a
level
field.
What
good
is
having
you,
when
you
can't
have
no
power,
it's
useless
to
have
someone.
They
can't
change
anything.
I
My
opinion
that
says
your
own
words
you,
you
can
only
negotiate.
I
would
like
to
see
to
see
more
power,
not
just
negotiation.
The
ability
to
put
someone
and
say
hey,
you're,
doing
something
wrong,
and
this
I
don't
know
how
how
you
would
get
that
type
of
stuff,
but
if
it
was
up
to
me,
I
would
give
it
to
you
because
the
way
you
just
explained
it
to
me,
you
can't
do
nothing
but
advice.
J
Thank
you,
Mr
President
I
hear
you
talking
about
the
data
that
you're
aggregating
and
this
like
beautiful
dream
of
passing
it
on
to
the
analyst.
It
sounds
great,
but
that's
all
very
theoretical,
and
last
year
we
sat
here
and
we
all
talked
about
how
it
was
beautiful
during
the
height
of
the
pandemic,
when
the
George
Floyd
stuff
came
up
and
everybody
wanted
to
get
on
board
with
the
Dei,
but
it
just
seemed
like
it
lost
gas
and
a
lot
of
and
I'm
seeing
it
in
other
places
outside
in
schools
or
everyone.
J
It
kind
of
has
fizzled
out
and
I
hate
that
we
would
have
invested
so
much
money
for
the
kids
that
have
organized
that
beautiful
protest
that
they
and
the
community
came
together
to
invest
in
this
department
for
us
to
not
probably
properly
invest
in
it.
So
we
can
actually
see
what
we're
capable
of
accomplishing
and
so
I.
Don't
know
why
we're
here
again
another
year
and
like
I
heard
when
Dr
Perez
said
I
am
relying
heavily
on
external
grants
to
fulfill
the
program's
goals.
J
Why
are
we
not
funding
this
at
what
it
should
be
in
order
to
actually
get
to
the
bottom
of
it?
It
doesn't
feel
good
to
create
a
department
and
put
one
person
in
there
and
just
say:
oh
we've
done
our
due
diligence.
I
think
that
if
this
is
telling
of
what
our
values
are,
that
we
should
be
investing
and
giving
the
reason
choices
that
we
need
to
make
sure
that
that
the
program
is
moving
in
the
direction
that
we
wanted
to
and
I
understand
that
your
interim
city
manager
and
you're
probably
like.
J
Let's
just
keep
it
really
simple,
I,
don't
know,
but
I
just
I,
just
really
wish
that
after
the
conversation
we
had
last
year
that
we
would
be
discussing
today
how
to
adequately
fund
this
department,
it's
a
department
that
that
people
were
very
confused
about
and
people
think
it's
just
about
race.
It's
not
it's
about
gender,
it's
about
religion,
it's
about
accessibility,
and
we
here
in
this
city,
in
City,
Hall
and
in
all
our
departments.
J
We
do
horribly
when
it
comes
to
accessibility,
particularly
with
a
disability
community
and
even
for
me,
I
have
had
to
reach
out
to
Candace
when
I
wasn't
allowed
to
participate
in
Virtual
meetings,
given
the
fact
that
I
had
a
disability
and
the
state
allowed
for
these.
A
lot
of
these
meetings
to
be
virtual,
so
I
mean
I,
think
that
it
sucks
for
me
to
sit
here
and
see
that
oh,
we're,
not
funding
this
department
again
and
I'm
not
going
to
be
here
next
year
to
question
it
again
and
and
I.
J
Don't
know
that
anybody's
going
to
keep
pushing
it
and
it
can't
just
be
a
feel-good
moment.
It
has
to
be
something
that
we're
following
through
on
our
values,
and
so
that's
all
I
just
wanted
to
say
it's
really.
It's
frustrating
for
me,
but
I
commend
you
on
everything
that
you've
done.
I'm
really
excited
to
see
this.
This
data
thing
that's.
R
I
think
yes,
there
is
an
element
where
we
do
need
the
capital
and
I
do
understand
that
the
city
of
Chelsea
may
not
necessarily
have
the
same
accessibility
of
the
funds
and
that's
why
I
am
trying
my
best
to
make
it
happen
with
the
state
grants
as
best
as
I
can,
because
I
know
that
the
availability
is
not
what
it
is
in
Boston
or
Cambridge,
or
Lexington
or
Beverly.
I
I
understand
that.
R
But
yes,
over
the
long
term,
we
I
would
like
to
work
with
each
of
you
on
how
to
continue
to
open
up
that
Avenue
of
being
able
to
allocate
more
funds
to
this
department.
Even
if
it's
just
me
and
analyst,
you
know
for
the
next
year
year
and
a
half
two
years-
and
you
know
I'm,
young
and
strong
I
can
continue.
You
know
ripping
and
running,
but
you
know
there's
going
to
be
an
increased
Financial
element
eventually.
D
D
E
In
the
room
is
Captain
McLean.
So
if
you're
turned
to
your
budget
book,
you'll
find
on
page
118
that
there's
the
police
department
has
introduced
a
budget
for
of
13.4
million
dollars
this
year
and
uniformed
officers
making
up
114
uniformed
officers.
So
I'll
give
Ed
a
moment
to
walk
through
the
budget.
Briefly
and
then
you'll
be
able
to
ask
questions
both
in
the
room
and
by
by
screen
here.
F
S
D
F
Okay,
okay,
so
on
page
123,
there's
the
summary
of
the
budget.
Ned
mentioned
the
early
on
in
his
comments
at
the
beginning
of
the
night
that
the
police
and
fire
departments
represented
about
25
percent
of
the
city
budget.
The
police
department
is
actually
14
percent
and
there
are
120
positions.
114
Ned
mentions
on
Swan
offices.
There
are
nine
other
civilian
positions
that
are
funded
by
this
budget
they're
within
the
114
Swan
officers
are
three
new
Patrol
positions,
so
Ned
also
mentioned
at
the
beginning
of
the
night.
F
There
were
some
departments
that
we
were
asking
for
new
hires
in
and
in
the
police
department
we're
looking
for
three
Patrol
officers.
These
would
be
funded
at
75
percent
Grant.
So
that's
a
great
thing
for
us.
It's
a
Jag,
Grant
I
believe
in
Lydia
a
cops
Grant
Lydia
can
comment
further
on
that
75
percent
is
funded
by
the
grant
25
by
general
fund.
There
are
two
school
resource
officers
in
this
budget
as
well,
and
they
are
funded
at
100
percent
on
the
school
side.
F
So
this
is
one
more
thing
where
the
school
a
few
weeks
ago
had
their
budget
and
this
was
included
in
theirs.
When
you
look
at
the
other
salary
items
on
page
123,
there's
some
reallocation
between
the
longevity
and
the
uniform
allowance
lines.
Almost
a
dollar
for
dollar,
just
a
couple
thousand
dollars
variance
further
down
on
the
page,
the
operations
lines.
What
what
stands
out
there
is
the
contract
Services
increase,
and
that
has
to
do
with
an
agreement
that
the
city
has.
F
D
U
Caucuses
recognize
and
accept
our
responsibility
to
maintain
political
level
of
supporting
dignity
and
respecting
to
individuals
we
encounter.
Our
objective
is
to
improve
the
quality
of
life
in
community
and
interagency
secure
our
community.
We
try
to
balance
that
responding
to
Quick
quickly,
professionally
to
all
forms
of
crime
number
Industries,
while
actively
engaging
the
community.
We
serve
in
collaboration,
problem
solving
and
crime
prevention
efforts.
U
We
recognize
that
quality
of
life
begins
with
Public
Safety
and
as
the
chief
and
the
police
department
will
continue
to
build
on
our
Partnerships,
with
llr
enforcement
agencies,
city
government
Civic
agencies
to
address
crime
and
disorder
issues.
In
doing
so,
we
will
continue
to
be
guided
by
the
Department's
core
values
of
treating
everybody
with
respect
dignity,
having
integrity
and
treating
people
with
fairness
in
all
our
future
encounters
and
endeavors.
U
U
He
also
mentioned
we
are
hiring
three
additional
officers
that
75
percent
is
paid
in
that
area
by
the
cops
Federal
cops
Grant.
Two
of
those
offices
will
be
school
resource
offices
and
one
will
be
transferred
to
the
community
service
division
to
help
replace
with
the
three
replenish.
The
three
recent
retires
from
retirees
from
that
unit.
U
They
also
mentioned
the
gas
increase
that
was
the
9.5
percent
increase
in
the
fuel
cost.
The
main
item
that
you
will
see
is
the
item
for
the
Suffolk
County
Sheriff's
Office.
This
is
very
dear
to
me.
If
anybody
is
ever
set
a
night
in
a
police
department,
cell
block
I
believe
it's
we
don't.
We
are
not
going
by
my
philosophy
of
treating
people
with
dignity,
dignity
and
respect.
We
are
not
prepared
to
house
them.
U
We
are
not
trained
really
properly
to
House
people,
especially
with
evolving
mental
health
issues,
persons
with
substance
abuse
issues.
Just
recently.
In
the
last
six
months
there
have
been
two
in
custody
deaths,
one
out
of
the
state
of
police
barracks
in
the
North
Shore
in
one
of
the
one
in
the
community,
North
of
us
as
well
so
I
believe
it's
a
Humane
thing
to
do,
and
it
also
limits
our
liability
from
exposing
ourselves
to
this
potential
liability.
U
So
that's
a
very
important
thing
to
me
that
that
I
spoke
with
Fama
city
manager,
Tommy
ambassino,
when
he
was
actually.
He
was
surprised
that
we
actually
housed
business,
but
we
do,
and
sometimes,
if
you're
there
for
three
nights
on
a
Friday
to
a
holiday
weekend,
it's
it's
very
difficult
for
even
our
officers
to
deal
with
these
people
who,
like
I,
said
sitting
on
a
stale
bed
with
a
basically
a
small
pillow
and
a
blanket.
In
fact
they
don't
get
a
pillow.
U
U
What
accreditation
is
it
demonstrates
the
Chelsea
Police
Department's
ongoing
commitment
to
delivering
exemplary
level
of
Police
Service
to
our
community.
We
are
the
only
accredited
Police
Department
on
the
bordering
cities
that
touch
us,
so
the
cities
that
touch
us
on
our
borders
are
not
accredited
and
we
are
on
a
ninth
year
of
accreditation
and
I
believe
it
shows
in
the
way,
our
offices
and
internally
how
we
handle
that
in-house
issues
and
handling
dealing
with
the
public.
U
The
main
goal
in
fiscal
24
is,
which
was
mentioned,
is
hiring
these
traditional
offices
to
add
to
school
resource
offices.
These
positions
will
play
a
pivotal
measure
to
re-engage
our
offices
with
the
entire
School
community.
As
we
know,
and
I
know
from
my
history,
there's
been
a
gap
in
that
and
we're
hoping
these
two
new
school
offices
will
bring
our
level
to
four.
That
will
greatly
increase
positive
engagement
with
you
throughout
the
community,
and
the
third
officer
was
designated
to
work
as
a
design.
U
Downtown
Task,
Force
officer
will
enhance
the
Outreach
of
our
community
service
division
to
address
neighborhood
needs
not
just
in
the
downtown
area,
but
as
I
saw.
The
city
council
is
it's
in
every
one
of
their
districts
and
right
now
we're
very
short
in
to
meet
community
service.
In
those
neighborhood
issues,
the
main
concern
of
my
moving
forward.
B
U
D
N
U
Yes,
the
the
increase
of
99
000
is
based
on.
We
did
a
an
assessment
of
the
average
number
of
persons
we
take
into
custody
when
we
take
that
number.
It's
obviously
not
juveniles.
Juvenile
is
another
health
for
more
than
a
short
period.
It's
not
protective
custodies.
It
was
those
who
were
arrested,
who
possibly
do
not
have
money,
are
not
unable
to
be
bailed,
I
believe
if
leader
is
there,
we
thought
that
was
about
three.
Just
around
300
persons.
U
We
take
into
custody
yeah
that
who
would
have
to
spend
the
long
weekends
in
our
cell
block,
which
is
again
it's
it's
not
fair
to
some
people
who
are
arrested
on
a
minor
charge
to
spend
a
whole
weekend
at
our
facility
due
to
not
having
a
forty
dollar
bill
fee
to
pay.
There's
a
have
issues.
We
have
no
like
the
Suffolk
County
Sheriffs
have
a
nurse
on
standby.
U
C
Thank
you
so
much
for
everything
that
you
guys
do
in
our
community.
My
question
is
regarding
grants.
Are
there
any
grants?
I
know?
Last
year
there
were
some
grants
that
covered
some
of
the
materials
that
the
officers
use
sort
of
like
the
narcane
right,
but
in
general,
are
there
any
grants
that
are
going
to
be
expiring
and
that
you
guys
are
seeking
funding
from
this
city
to
cover.
T
V
The
only
Grant
is
Narcan
the
Narcan
Grant.
They
didn't
provide
any
funding
for
fy23
to
any
cities
or
towns.
So
in
that
respect,
we'd
have
to
use
General
funds
for
it
for
well,
actually,
not
even
because
Narcan
now
is
free
for
everyone,
so
we
have
a
license
and
then
we
just
order
directly
from
the
state.
Okay,.
C
C
T
U
U
We
currently
recently
we
had
two
to
three
contemplating
leaving
and
they
all
thankfully
decided
to
stay
I
always
encourage
officers
if
they
look
to
go
on
to
a
different
avenue
of
their
careers.
That
I
am
not
to
hold
them
back,
but
my
responsibility
is
to
the
city
is
to
quickly
fill
that
offices
spot.
U
We
currently
luckily
to
have
out
of
the
plus
the
three
offices
that
we
spoke
about
from
the
budget.
We
are
feeling
for
more
recent
retirees
so
that
we
have
a
July
Academy
where
we're
gonna
have
seven
new
offices
that
should
be
out
to
serve
the
community
sometime
early
next
year.
I
can
say
that
one
of
the
questions
that
always
come
up
to
was
the
reflection
of
the
community.
We
are
going
to
be
well
beyond
50
percent
of
officers
who
offices
of
color.
U
In
fact,
the
next
seven
six
offices
I
believe
last.
You
know
in
the
last
four
we
had
were
all
Latino,
so
the
department
is
getting
younger.
It's
obviously
you
have
to
live
in
a
community
for
five
years
and
I.
Think
that's
a
good
thing.
I
think
it's
helping
keeping
offices
that
want
to
stay
in
the
city,
because
offices
at
the
beginning
of
their
careers
could
go
to
other
places
of
area
agencies.
Do
not
have
any
window
of
you
have
to
live
in
a
community
for
any
amount
of
time.
U
C
N
One
quick
last
question
that
came
from
counselor
the
Jesus
just
came
to
my
mind
now
that
you
asked
all
these
questions.
I
will
make
this
a
budget
question,
so
let
me
see
how
I
can
frame
this
I
I've
I
am
aware
that
some
police
officers
are
incentivized
by
the
four
on
three
off
shift:
Duty
the
job.
Does
that
make
sense
to
you.
Does
that
ring
about
the
fourth
three-day
schedule,
similar
to
the
one
in
Everett
that
the
Everett
Police
Department
has?
T
U
Yes,
it
would
be
again,
it
would
be
contractual
I
am
open
to
it.
It
is
the
most
common
police
schedule
in
the
country.
A
lot
of
the
complaints
of
offices
and
everybody
in
the
room
knows
one
is
a
family
members
of
One.
You
spend
a
lot
of
time
away
from
your
family
with
the
current
shift
schedule,
the
four
and
four.
U
Basically,
you
work
longer
hours
four
days
a
week,
but
you
have
four
days
away
from
the
Department
that
you
can
spend
quality
time
with
your
family
before
these
new
offices
that
are
going
to
be
going
to
the
academy
we
have
to
have
a
set
number
Captain.
Mclean
is
probably
an
expert
at
this
that,
if
the
contractually
they
became
to
an
agreement-
and
we
have
enough
offices
to
fill
the
different
aspects
of
how
to
make
this
work,
I've
told
both
unions
that
I
am
all
fall.
U
Listening
and
working
with
the
city
with
the
city
manager
in
contractually
making
it
happen.
If
it's,
the
majority
of
the
unions,
are
the
the
union
vote,
it's
again,
the
city
ever
does
it.
They
had
little
growing
pains
with
it
that
we
can
learn
from
them.
I
believe
New
York
City,
just
in
certain
boroughs,
just
started
to
do
it
because
it
was
one
of
the
biggest
office
of
complaints.
So
this
long
answer
should
have
been
short
is
that
I
am
definitely
open
to
it
as
the
chief
but
again
contractual.
N
T
It
actually
probably
benefit
the
city
in
the
end,
because
you'd
have
less
overtime,
because
you'd
have
more
guys
on
the
street
overlapping,
each
other
and
I.
Think
It,
ultimately,
would
have
to
do
a
complete
review
of
it,
but
I
believe
that
we,
it
would
save
the
city
money
in
the
long
run.
We
could
look
at
other
cities
that
have
done
it.
D
T
The
money
they've
saved
I
believe
Everett
is
had
a
cost
savings
to
their
overtime
budget
because
of
the
amount
of
guys
that'll
come
on
and
they'll
have
available
for
calls
for
service
and
also
gives
us
the
ability
to,
with
the
overlap
of
shifts,
maybe
look
into
getting
more
offices
in
the
neighborhoods
for
a
few
hours.
During
that
overlap,
we
have
the
extra
offices-
and
that's
just
that's
an
expense
worth
having.
T
H
Chief
captain
I
know
the
mass
State
Police
have
water
Vehicles
between
the
shores
we
serve
here
at
Boston,
Charlestown
area
in
Chelsea
I'm,
wondering
I've
been
asked
to
ask
a
question
here:
does
the
city
of
Chelsea
have
a
water
bowl
for
Coastal
emergency
like
a
water
boat?
Do
we
have
our
own
water
boat
for
Coastal
emergencies
that
we
get
around
and
it
has
it
been
in.
T
Use,
yes,
it
was
provided
by
uasi,
it
was
under
the
grant
money
we
do
have
one
it's
currently
modular
street
is
where
it's
stationed
it
is
able
to
be
deployed.
There
is
an
emergency.
We
have
I
believe
four
offices
that
are
certified
on
it
and
we
have
used
it
in
the
past.
For
instance,
I
don't
know
what
they
are
at
the
top
of
my
head,
but
I
know
they
have
deployed,
but
we
could
find
that
out
if
you
really
wanted
to
know,
but
it
has
been
used.
A
T
F
T
H
O
So,
first
of
all
welcome
and
thank
you
for
everything
you
do.
I'm
I'm
just
going
to
ask
a
couple
questions
I'm
generally,
a
big
fan
of
of
what
you
guys
have
put
together
and,
and
it's
obvious
that
police
departments
around
the
country
are
looking
to
Chelsea
to
provide
better
policing
to
their
own
communities.
So
I
applaud
you
for
that.
O
Think
it's
only
going
to
get
worse.
You
know
we,
we
have.
We
we're
going
to
have
a
lot
of
new
people
coming
into
the
city
who
have
experienced
a
lot
of
trauma
along
the
way
and
it
just
it.
It
just
compounds
the
problems
that
we
see
so
can
we
can
we
get
a
little
something
about?
You
know
what
what
you're
doing
to
address
these
problems.
U
U
We
do
have
mechanisms
in
place.
We
have
a
great
relationship,
not
just
for
Roca.
We
have
an
embedded
clinician
that
responds
to
calls
with
us.
She
was
actually
at
the
tragedy
of
the
the
recent
incident
on
Lafayette
Ave
because
we
felt
that
unknowing
what
happened,
but
a
clinician
would
be
great
to
have
that
we
have
a
great
relationship
and
a
working
relationship
with
our
new
hot
program,
with
the
collaborative
in
a
multitude
of
domestic
violence,
victims
groups,
we
use
the
Hub
frequently
I
attend
the
meetings
every
Tuesday.
U
As
the
chief
I've
been
out
on
calls
of
people
hoarding
people,
just
as
going
door-to-door
with
Outreach
workers,
a
social
worker,
that's
embedded
with
us
again
the
hot
program
from
the
collaborative
which
is
just
kicking
off
newly
arrived
immigrants,
one
ended
up
at
Salem,
Hospital,
not
known
way
to
go.
We
don't
know
how
they
ended
up.
There
just
picture
the
traumatic
experience
of
their
travels
to
get.
You
know
how
they
ended
up
in
Boston
and
at
Salem
Hospital.
U
Our
offices
are
24,
7,
responded
there
and
had
wrap
around
services
within
probably
12
hours
after
getting
them
hotels.
This
is
the
new
way
of
policing.
It
has
to
be
holistic.
It's
in
the
old
days.
We
would
just
let
that
family
sit
in
the
hospital.
We
would
not
have
a
clinician
responding
to
calls
with
us.
We
would
not
have
like
the
Hub
our
heart.
This
is
very
big,
especially
for
me.
U
This
is
my
way
of
being
more
like
I,
believe,
holistic,
policing
and
the
wraparound
Services
is
the
way
we
are
heading
it's
it's
that
positive
interaction,
and
hopefully,
that
time
and
distance
that
you
get
to
know
somebody.
Instead
of
making
an
arrest,
when
you
don't
you
don't
understand,
the
underlying
conditions
are.
B
U
O
I
I
know
and
I
I
keep
telling
people
well,
he
knows
better,
so
hopefully,
hopefully
we'll
see
a
few
more
Cruisers,
but
that
was
that
was
it,
and
thank
you
for
thank
you
for
for
that
explanation
about
the
the
the
mental
health
issue.
I
think
it's
really
I
think
it's
anytime,
we
can
in
government.
Take
proactive
policies.
O
D
M
M
If
I
were
to
look
at
the
results
which
I
would
call
very
positive
for
the
past
10
years
and
try
to
figure
out
what
did
we
spend
money
on
that
made
a
real,
strong,
positive
impact
there
and
then
just
ask
the
question:
is
that
the
same
place
that
we
should
be
trying
to
spend
money
for
the
next?
You
know
foreseeable
future,
two
years,
three
years,
five
years?
Whatever
are
the
levers?
The
same
is,
you
know,
did
we
pick
low-hanging
fruit
and
now
we're
looking
for
new
areas?
Are
we
trying
to
do
more
of
the
same?
M
I
have
a
suspicion
that
if
I
look
at
you
know,
we've
added
bodies,
we've
I've
heard
incredibly
positive
things
about
the
Hub
are
some
of
the
housing
actions.
I
I
suspect
that
the
answer
is
all
of
these,
not
one
specific
thing,
but
can
you
just
help
me
organize?
My
own
framework,
in
terms
of
what
was
leading
to
action
and
and
what
is
the
next
Direction
just
help
me-
find
the
big
picture.
U
I
can
answer
in
the
past
since
I've
been
here
for
37
years,
we
never
had
any
connective
Services.
It
was.
We
were
your
24
hour
agency
that
wasn't
trained
very
well
at
handling
anything
except
making
an
arrest.
We
changed
that
model.
Sometimes
it
starts
off
in
like
little
silos
in
the
police
department,
special
groups
and
special
units,
and
in
just
my
seven
months
here,
it's
grown
to
try
to
my
job
is
to
make
it
a
department-wide
model.
U
I
think
the
short
answer
is
like
the
downtown
task
force,
which
the
city
manager
mrsino
the
farm
city
manager
was
a
very
big
on
set
the
model
we
have
resources.
The
downtown
has
told
us
has
issues
sometimes
with
people
who
suffer
from
either
substance
abuse
or
alcohol
abuse,
but
we're
able
to
put
resources
there.
There
were
specialized
teams.
My
goal
is
that
every
officer
should
have
that
knowledge.
We
have
a
young
Department.
That
is
going
to
be
to
me
moldable
and
they're
trained
already
in
the
academy
for
these
things.
U
If
there
was
money
to
to
be,
if
I
ever
could
request,
I
would
request
for
money
like
the
hot
program
got
to
hold
a
pop
and
with
no
what
to
do
on
a
24-hour
basis
when
they
have
a
family
in
crisis.
A
family
that's
left
out
by
a
fighter,
we
had
a
homeless
family
that
was
found
by
the
state
police
out
of
Chelsea
I'm,
not
sure
if
it
was
the
other
fellows
in
Medford.
U
That
is
my
goal,
and
that
is
like
I
said:
I,
don't
know
how
the
funding
is.
Offices
are
trained
any
extra
money.
We
obviously
take
we're
always
looking
for
Grants,
because
I
think
some
of
our
programming
is
unique
and
that's
my
goal
and
my
role
to
try
to
promote
it
and
get
Federal
money
to
enhance
it.
But
my
goal
is
that
every
officer
has
to
have
the
basic
model
of
understanding
the
mental
health
issues,
understanding
the
substance
abuse
issues
mostly.
U
My
next
phase
is
understanding
the
neighborhoods
they're
assigned,
as
my
counsel
of
before
I
live
like
to
see
more
police
I
would
like
to
see
more
police
than
the
Prattville
area
too
and
I'm
sure
they're
there.
But
we
need
to
know
that
they
were
out
there.
They
know
the
neighborhood
concerns,
because
each
concern
does
ultimately
come
down
to
a
neighborhood
in
the
neighborhood
office.
That
has
to
be
the
lead
voice
in
public
safety.
For
that
neighborhood.
M
U
M
That's
good
enough:
I,
don't
need
to
I'm
hoping
I'll
figure
it
out,
yeah.
Just
a
little
detailed
question.
I'd
noticed
when
the
Law
Department
was
talking.
They
had
talked
about
a
decent
amount
of
their
cost
and
their
work
was
related
to
license
to
carry
actions
and
it
kind
of
caught
my
ear.
Because
I
wasn't.
Is
there
something
new
that
I've
missed?
Is
there
something
I
should
be
hearing
in
that,
or
was
that
a
kind
of
side
comment?
Are
we
seeing
anything
different
in
license
to
carry
actions,
or
is
that
just
an
ongoing
thing.
M
U
Okay,
I
think
I'm
getting
the
question
about
license
to
carry
firearms
you're.
Talking
about
in.
Thank
you.
I
can
tell
you
that
there
was
in
general,
we
do.
The
supreme
Supreme
Court
changed
the
case
law
about
we
in
the
past.
We
would
have
to
you'd
have
to
give
a
reason
that
the
chief
would
a
legitimate
reason
why
you
wanted
a
full
license
to
carry
that.
U
Question
has
been
taken
off
the
table
due
to
a
Supreme
Court
case,
so
we've
definitely
had
an
increase
in
license
to
carry
applications,
probably
tenfold
95
of
them
probably
go
through
properly.
Others
have
a
statutory
restrictions
based
on
their
criminal
record.
That
automatically
makes
them
if
the
state
will
stop
it
at
the
next
level.
There
is,
there
is
an
appeals
process
and
there's
also.
U
The
appeals
from
my
end
would
be
suitability,
something
that
is
short
of
the
statutory
requirement,
but
based
on
an
incident
or
a
series
of
incidents,
I
could
request.
I
could
State
a
denial
and
the
process
would
be
they'd
go
before
the
judge,
and
the
City
attorney
would
to
basically
take
on
the
case
on
behalf
of
me.
So
that's
how
the
process
goes,
we
do
have
denials
and
they
can
actually
appeal
it
most
of
the
time
we've.
U
B
K
U
U
Policy
was
embedded
in
both
Union
contracts,
so
every
time
there's
a
change
in
policy.
We
have
to
renegotiate
with
the
with
both
unions,
the
officer
Hernandez
who's
sitting
before
you
today.
Next
to
the
screen
holding
me
has
been
working
tirelessly
on
this
there's
been
some
hiccups
with
the
company,
but
our
officers
are
trained.
They're,
we're
still
working
out
a
few
bugs
on
something
that's
more
operational
and
behind
the
scenes
not
operational,
more
computerized
with
a
glitch.
It's
basically
every
time.
U
These
operational
changes
is
renegotiating
with
the
Union,
because
it
is
a
violation
of
the
contract,
because
that
policy,
which
was
written
I,
believe
in
2021.
A
lot
of
things
in
the
world
have
changed
when
it
comes
to
technology
with
cameras,
court
cases
with
cameras,
the
District
Attorney's
opinion
on
how
we
should
wear
cameras.
So
that's
where
we
are,
but
I
I
believe
we're
close
we're
ready
to
go
as
soon
as
these
few
glitches
and
I
believe
the
unions
have
been
given
and
we've
worked
with
them
closely.
K
T
U
U
We
need
to
fill
obviously
the
void
to
make
sure
the
your
constituents
feel.
You
know
that
our
community
service
efforts
are
good
in
your
District,
so
we're
doing
our
best.
The
problem
is,
the
captain
can
explain
when
you
hire
an
officer.
It
takes
a
year
before
they
get
on
the
street.
So
even
these
seven
people
who
are
going
to
go
to
an
academy
in
July,
we
won't
even
see
them
out
in
the
street
until
February.
U
So
we're
hoping
some
of
our
offices
who
have
been
out
with
long-term
illnesses
come
back,
including
that
office
you
mentioned.
Who
was
a
just
such
a
loss
when
he
went
out
with
his
illness,
but
I
do
hear
you
and
understand
you
and
believe
me.
I
I
agree
that
we
do
need
more
efforts
placed
in
the
neighborhood,
especially
with
cameras
and
the
constituent
complaints.
U
J
J
I
in
my
life,
as
a
resident
here
in
Chelsea,
I
have
had
I
should
say
unfortunately,
but
I've
had
to
interact
with
the
police
department,
with
some
of
the
specialty
departments
that
aren't
always
in
the
paper
or
in
these
meetings
and
I
just
have
to
highlight
and
give
kudos
to
the
professionalism
of
some
of
these
men
that
are
working
behind
the
scenes
and
in
the
office.
It
is
amazing
the
work
that
is
done
there.
J
I'm,
very
critical
of
of
anyone
of
any
Department
if
I
feel
like
there's
something
going
on,
but
you
have
to
give
credit
where
creditors
do
with
some
of
these
men
that
are
at
the
Chelsea
Police
Department.
It
really
makes
me
proud
to
serve
this
community,
so
I
just
wanted
to
say
that
the
other
thing
I
wanted
to
say
is
that
officer.
Texiera
is
an
amazing
person.
J
He
is
the
man,
but
there
is
no
way
that
he
can
handle
the
need
for
the
issues
that
we
have
with
dogs
in
this
community
and
I,
bring
it
up
every
budget
season
and
then
still
I
look
and
it's
just
still
a
little
child
by
himself
in
this
department,
and
it
really
would
be
nice
if
we
could
kind
of
like
there's
a
lot
more
people
living
in
this
community.
There
are
a
lot
more
dog
owners.
There's
a
lot
of
poop
and
parks
and
dogs
are
fighting
in
the
Parks.
J
It
just
doesn't
I
just
feel
that
whenever
there's
an
issue
we
call
him
and
he
shows
up.
But
if
he's
not
working,
a
regular
officer
has
to
come
and
take
a
a
lost
dog
or
a
Wandering
dog
and
I
just
feel
like
we're.
Just
we're
missing
an
opportunity
here
to
really
invest
in
this
department.
It's
really
an
issue
across
the
entire
city
and
I
would
like
to
see
more
resources
go
there,
but
that's
awesome.
I
have.
U
I
agree
Council,
thank
you
and
thank
you
for
the
message
to
the
the
offices
who
do
the
stuff
behind
the
scenes.
There
is
a
Muslim
Community
doesn't
know
what
some
of
our
detectives
and
other
units
that
do
that
day-to-day
you're
exposed
to
a
uniformed
officer
but
being
in
investigations
and
in
community
service,
where
a
lot
of
things
is
behind
the
scenes.
That
makes
me
the
most
proud,
especially
here
a
common
from
you.
So
thank
you.
D
T
U
U
T
No,
these
there's
at
least
four
sector
cars.
Two
offices
signed
inside
then
you've
got
the
impact
offices
when
they're
in
as
well,
and
that
could
range
anywhere
from
two
to
three
guys,
depending
on
how
many
are
working
that
night
to
be
a
minimum,
would
ever
be
on
the
street
during
a
11-7
shift
to
before
Patrol
offices
and
Street
supervisor
I
think
that's
the
minimum.
U
F
I
F
I
E
There
is
one
other
position
that
was
in
Prior
years
funded,
but
it's
currently
vacant,
and
that
was
the
Innovation
and
strategy
advisor
Kate,
Fox
lent
has
moved
as
commissioner
of
DBW.
So
this
position
is
not
funded
for
next
year.
It
might
be
something
that
a
new
city
manager
wants
to
talk
with
you
about
in
the
fall,
so.
O
So
just
a
quick
question
about
this
budget
in
general.
So
as
we
as
we
go
through
the
different
departments
right
how
it's
laid
together,
we
have
the
actual
spending
for
22
the
adopted
spending
for
23
and
the
proposed
spending
for
24.
all
throughout
this
book,
except
one
place,
and
that
is
on
page
six.
O
The
actual
expenditures
for
22
is
conspicuously
absent,
so
I
know
that
we
have
just
the
state
just
came
up
that
we
had
23
million
dollars
of
free
cash
certified
okay,
now
my
point
in
bringing
this
all
up
is
that
we
have
a
nine
in
the
city.
We've
got
a
98
million
dollar
budget
and
we've
got
23
million
dollars
in
free
cash.
O
Now,
I
know
that
we've
just
experienced
a
pandemic.
We
know
that
unforeseen
circumstances.
We've
got
serious
infrastructure
problems
with
our
sewers,
etc,
etc.
There's
a
lot
of
things
that
we
need
money
for,
but
23
million
dollars
seems
like
an
awful
lot
of
money.
That's
about
25
of
the
budget,
so
I
talked
to
the
to
previous
city
manager
about
this
about.
O
You
know
a
habit
of
kind
of
over
budgeting
on
the
backs
of
the
taxpayers
in
order
to
create
the
slush
fund
that
we
use
for
necessary
unforeseen
expenses,
but
I
can't
help
and
I
would
be
remiss
in
my
duties
as
a
city
councilor.
If
I
did
not
bring
this
up
during
a
budget
hearing
about,
maybe
giving
some
of
that
money
back
to
the
taxpayers
instead
of
instead
of
having
25
percent
of
the
budget
and
free
cash.
E
O
But
so
all
right
I
stand
corrected
on
the
water
at
sewer,
but
my
point
remains:
I
mean
this
is
a.
This
is
a
you
know.
This
is
a
thing
when
I
and
I
know
you're
not
going
to
be.
You
know
the
the
so
I
don't
mean
to
to
bust
your
chops
here
about
about
this
I.
Just
I
think
that
it's
important
for
for
the
public
to
understand,
what's
actually
going
on
here
with
with
with
money
and
I,
think
that
some
of
our
revenues
are
starting
to
come
back
now
stronger
than
we
thought.
E
Point
taken
I
think
that
another
point
to
make
on
this
is
that,
when
we're
preparing
the
Capital
plan,
you'll
find
that
this
year's
Capital
plan
at
over
12
million
dollars
in
free
cash
program
dinner
for
next
year.
So
what
we're
essentially
saying
to
you
is
that
by
having
free
cash,
we're
we're
not
creating
long-term
liabilities
in
our
Capital
plan,
so
we
are
borrowing
at
very
low
levels
to
achieve
capital
projects
and
we're
paying
for
those
out
of
current
operating
funds.
So.
O
Yeah
sorry
go
ahead:
I
I,
I
get
I
get
your
point,
although
I
think
we
have
been
pretty
aggressive
because
we
had
those
those
extra
dollars
to
spend
on
making
sure
that
that
we
so
so
your
point
remains
I
understand
about
not
creating
long-term
liabilities,
which
I
think
is
important.
I
also
think
you
know,
you
know
the
the
people
that
live
in
a
generally
poor
Community,
especially
you
know,
I
know
we
have
a.
We
have
a
robust
exemption
for
residents,
but
things
have
gotten
pretty
tough,
economically
and
I.
O
F
You
can
provide
those
reports.
I
would
argue
that
this
that
the
auditing
department
and
the
city
is
transparent.
We
do
have
our
annual
comprehensive
financial
report
on
the
city
website.
We
have
our
forecasts
for
multiple
years
on
the
city
website.
The
fact
that
a
column
is
not
shown
on
this
page
doesn't
mean
that
that
it's.
O
No
I
don't
I
was
I
know,
I
was
I,
was
just
having
a
little
fun
with
you.
I
wasn't
being
serious
about
you
not
trying
to
be
transparent,
I
apologize
if
it
I,
don't
I,
don't
mean
to
say
that
I
just
mean
that
it
seems
It's.
It
just
seems
like
that's
it's
an
awful
lot
of
money
to
have
and-
and
you
know,
I
understand
we
we
want
to
pay
down
stuff
we
want
to
have.
O
That's
all
and
so
I
I
would
I
would
respectfully
ask
that
that
be
taken
into
consideration,
because
you
know
there's
a
lot
of
people
out
there
that
work
pretty
hard
that
that
are
kind
of
you
know
struggling
to
get
by
now,
because
things
have
gone,
everything
has
gone
up,
the
price
of
everything
has
gone
up
and
the
more
that
we
can
do
instead
of
you,
know
putting
a
little
bit
more
money
into
into
you
know
the
capital
Improvement
plan.
Maybe
we
can
give
a
little
relief
to
the
to
the
taxpayers.
That's
my
point.
J
I'm,
so
sorry,
so
the
the
position
that
was
eliminated,
Kate
Fox
lens
old
position.
What
does
that
mean
if
that
position?
You're,
not
filling
in
you've,
said
maybe
the
future
future
city
manager
may
want
to?
What
are
we
missing
out
on
what
services
are
not
being
provided
with?
Eliminating
that
position.
B
E
In
new
technology
and
form
the
link
between
the
department
and
I.T,
so
we
have
development.
We
have
a
development,
a
business
development
person
in
I.T
who's,
more
back
house
but
being
able
to
translate
where
departments
want.
You
know,
meeting
with
departments
translating
where
they
want
to
go
identifying
types
of
software
to
help
them
get
there
and
then
and
then
developing
that
through
it
was
really
the
link
of
the
strategist.
So
both
in.
J
S
I
Going
back
to
what
my
fellow
counselor
said:
right,
we
have
23
million
dollars
for
years.
I
always
say
give
some
back
to
that
homeowners
occupy
they
live
in
our
city.
Let's
say:
would
it
be
feasible
for
the
city
such
we
have
such
a
large
surplus
of
money
to
one
year
don't
raise
attacks
at
all
in
their
house,
leave
the
tax
the
way
it
is
and
don't
increase
it
for
one
year,
whether
that
be
a
feasible
thing
for
us
to
do.
I
Since
we
have
such
a
lump
sum
and
so
much
money
and
the
homeowners
of
this
city
is
getting
hotter
and
hotter.
Like
my
fellow
counselor
said
it's
getting
hotter
and
harder
for
them
to
live,
and
they
have
to
pass
on
the
cost
to
the
tenants
and
by
them
passing
around
to
the
tenants
more
or
less
what
it
does.
It
drives
them
off
faster.
So
if
we
have
such
a
large
Surplus,
could
we
give
some
back
to
them?
I
E
That
that
money
doesn't
sit
there.
What
I?
The
point
that
I
made
earlier
is
that
when
we,
when
you
pass
the
capital
plan,
we
take
that
money
and
rather
than
borrowing
to
get
to
improve
our
parks
to
drive
infrastructure
projects
here
we're
using
our
cash
to
do
so
so
we're
not
creating
long-term
liabilities
for
the
city,
but
we're
still
driving
forward
capital
projects
for
the
city.
E
E
That's
all
I'm
saying
is
that
if
you
want
to
borrow
you
know,
we
still
have
all
these
capital
projects.
We
still
have
hundreds
of
millions
of
sewer
and
water
improvements
to
make
here
and
separating
our
systems.
So
if
you
want
to
you
know
it's
a
balance,
it's
a
balance
here
about
I
can
borrow
for
that.
We're
still
going
to
have
to
do
the
projects
and
we
can
create
10
15.
We
can
borrow
over
20
years,
create
longer
term
liabilities
for
the
city.
That's
really
just
a
strategy
decision,
but.
F
Agree
with
with
Mr
Keith
with
Ned
that
there
needs
to
be
a
balance.
So
what
I
would
argue
is
that
the
the
monies
that
we
have
in
free
cash
do
afford
US
the
opportunity
to
spend
on
capital
projects
without
borrowing
without
bonding.
It
also
gives
us
a
cushion
so
that
if
we
we
reach
a
situation
where
we
need
money,
it's
there
and
the
point
I'll
make
isn't.
F
During
pandemic,
we
had
an
extra
two
and
a
half
million
dollars
in
free
cash
that
we
were
able
to
to
start
the
the
emergency
line
with
to
support
the
community.
We
had
it,
we
had
it
in
a
stabilization
fund,
we
had
it
in
free
cash
and
we
were
glad
we
did
so.
Yes,
there
is
a
balance.
We
also
have
revenues
that
at
times,
can
be
considered
uncertain.
We
don't
know
what's
happening
with
the
excise
revenues
during
pandemic.
That
went
very
far
down
from
where
it
was
in
the
past.
F
O
So
I'm
not
disputing
anything.
You
just
said:
okay,
it's
clear:
we
have
these
these
problems
that
we
do.
My
only
point
is
that
it
is
supposed
to
be
a
balance,
and
so-
and
you
know
the
former
city
manager
was
very
upfront
about
I-
want
to
be
more
aggressive
with
this
Capital
Improvement
projects.
I
want
to
I
I.
Have
this
money
I
intend
to
spend
it
on
aggressively
doing
X,
Y
and
Z
I?
Don't
think
anybody's
going
to
deny
that
all
I'm
saying?
O
Is
that
that's
a
lot
of
free
cash
and
I
think
that
in
a
in
a
kind
of
fairness
that
that
really
the
the
the
the
taxpayers
and
and
and
by
extension,
as
as
the
chair
said,
you
know,
people
who
rent
here
who
are
having
a
I
mean
the
the
the
price
of
everything,
including
rent,
is
going
up
everywhere.
So
so
all
I'm
saying
is:
is
that
you
know?
Maybe
we
can
figure
out
something
to
dare
I
say,
share
the
wealth
you.
J
O
J
J
Think,
but
for
me
when
I
think
about
like
the
90s
and
us
going
into
receivership
when
I
think
about
how
big
we're
getting
and
we
can't
even
fit
all
of
our
offices
within
this
building.
It
scares
me
for
us
to
just
give
money
away
or-
or
just
you
know,
just
because
we
have
it
to
spend.
It
I
think
that
the
way
that
we
treat,
that
we
share
the
wealth
or
that
we
treat
our
residents
how
they
deserve
is
in
the
way
that
we
provide
quality
service
here.
J
And
that
means
not
nickel
and
diming
people
for
the
smallest
infractions,
which
I
feel
is
something
that
we
do
I
think
I
think
in
order
to
build
morale,
I,
don't
think
it's
necessarily
given
the
free
cash
money
that
we
have
reserved,
but
it's
in
how
we
treat
the
people
who
come
into
these
doors
and
making
sure
that
we're
providing
a
quality
service
which
I
believe
that
everybody
does
did
a
great
job.
But
we
can
always
do
better
I
for
one
I'm,
a
little
scared
about
spending
that
money.
J
I
Let
me
speak
from
the
chair,
so
I
can
ask
another
question:
just
ask
it
because
no
matter
what
he
says,
ask
it
ask
it.
Here's
my
question
all
the
time
we
come
up
here
right
and
there's
always
something
saying
we
need
for
infrastructure.
We
need
for
the
water.
We
need
for
this.
For
everything
of
that
we
have
a
water
Enterprise
fund.
We
have
funds
for
the
infrastructure,
but
all
this
time,
I
believe
this
is
my
own
belief.
I,
don't
know
what
my
fellow
concept,
but
my
own
belief
is
a
simple
one.
I
E
I
think
these
kind
of
budget
policy
questions
are
the
subject
of
subcommittees.
I
mean
I,
agree
with
you
that
this
is
an
ongoing
conversation
that
he
part
of
what
the
city
manager
city,
council
relationship
is
is
about
is
about
setting
budget
policy
and
and
while
that
we're
a
little
late
in
the
process.
Here,
the
the
questions
are
are
fair
and
worth
worth
deeper
conversations.
I
F
I
am
so
thank
you
counselors
if
you'll
turn
to
page
54,
page
54
in
the
book
is
the
auditing
Department
budget
you'll,
see
our
mission
statement
on
page
54
and
so
I
might
ask
for
those
of
you
who
don't
know
what
auditing
does
you
see
me
once
a
year
go
into
the
side
conference
room
when
the
Auditors
come
so
that
it
can
be
in
subcommittee
to
present
our
audit.
You
see
me
once
a
year
when
I
sit
before
you
to
present
the
budget.
You
see
me
I.
F
Think
the
last
couple
of
meetings
in
June
when
I
come
forward
to
present
the
30
or
40
Cash
asks
from
free
cash
or
salary
Reserve
that
we
have
to
balance
our
books,
but
auditing
does
a
lot
more
than
that.
So
we
ensure
that
our
financial
records
are
accurately
maintained.
We
monitor
the
expenditures
of
All
City
funds.
F
F
We
are
responsible
for
all
of
the
accounting
functions
for
the
city,
so
it's
not
just
audit,
but
it's
also
accounting
and
that's
a
very
big
part
of
what
we
do.
We
report,
as
required
to
the
Department
of
Revenue
on
an
annual
basis
with
seven
or
eight
different
reports
that
are
necessary.
Yes,
we
do
oversee
the
independent
annual
audit
and
we
do
develop
the
budget
we
as
a
Paramount
to
what
we
do.
F
We
provide
assurances
to
everyone
that
that
our
finances
are
strong
finances,
a
sound
when
you
saw
the
audit
last
week
with
the
annual
comprehensive
financial
report
at
the
very
beginning
of
that.
We
talk
about
how
many
years
in
a
row
that
we
have
received
that
report
and
we're
coming
up
when
we
get
our
our
award
for
fiscal
23.
We
expect
to
do
that.
We
will
have
that
for
25
consecutive
years.
So
that's
a
major
accomplishment
and
we're
very
proud
of
that.
M
F
So
in
my
budget
in
the
Professional
Services
line,
a
lot
of
that
money
is
is
highlighted
for
that
particular
purpose.
So
this
will
streamline
our
operations
as
we
move
forward,
and
it
will
help
other
departments
to
to
enter
the
data
more
efficiently
than
they
currently
do
to
send
them
into
us.
And
then
we
do
all
the
data
entry.
F
F
We
have
a
financial
analyst
Alicia
and
we
have
an
accounts
payable
specialist
shayana,
so
there
were
four
of
us.
Ned
had
mentioned
at
the
beginning
of
his
comments
that
there
were
new
positions
in
one
of
the
new
positions.
We're
seeking
in
this
proposal
is
to
fund
a
second
financial
analyst
in
the
auditing
Department
to
assist
us
with
the
Opera
related
activities.
F
So
we
propose
this
new
position
because
it
will
help
with
all
of
the
previously
mentioned
tasks
that
we
do
that
are
related
to
APA
and
the
capital
projects
associated
with
those
projects.
We
have
40
million
dollars
worth
of
Opera
Money,
11
million
on
the
federal
side,
28
million
on
the
state
side.
Those
projects
are
well
underway
and
we
are
strained
with
the
operational
abilities
that
we
have
now.
F
F
57
will
show
you
that
the
salary
increases
are
low.
That's
1.09:
two
of
the
members
of
the
department
are
steel
worker
positions
and
I
mentioned
I.
Think
early
on
when
we
were
talking
about
Candace's
Department
that
the
exempt
groups
were
not
settled
yet
the
steel
workers
were
not,
and
these
Library
staff
was
not
so
two
of
the
three
positions
besides
mine
in
the
auditing
Department,
a
steel
worker
positions.
So
that's
why
the
salary
percentage
is
low
because
it
doesn't
include
a
couple
of
people
that
are
covered
by
that
Union.
You
look
at
the
operations
section.
F
H
F
We
plan
to
have
a
a
consultant
to
assist
us
with
that,
but
we're
trying
to
work
that
out.
We
may
end
up
doing
it
internally
and
if
we
do,
then
we
we
could.
We
would
place
a
lot
more
emphasis
on
this
new
position
that
we
need
to
help
supplement
the
workforce,
as
we
do
that
right
now.
We're
seeking
contract
assistance
from
outside
sources
outside
Consultants
to
get
us
off
the
ground
on
that.
But
what
it
involves
is
that
each
department
has
to
have
a
person
that
will
do
data
entry
into
the
accounts
payable
system.
F
Currently
they
don't,
they
haven't
account
inquiry
access
and
the
data
entry
access
is
in
the
auditing
department.
So
what
they're
doing
now
is
they're
emailing
all
of
their
invoices
and
accounts
payable
vouchers
to
our
offices
throughout
the
week
and
we're
printing
those
and
we're
stamping
those
and
we're
doing
the
data
entry?
It's
it's
very
cumbersome,
it's
very
time
consuming.
F
We
need
to
do
better
that
the
the
Secretary
of
State's
office
mandates,
what
record
retention
requirements
are
and
we're
not
able
to
just
scan
these
items
and
save
them.
We
have
to
have
a
different
type
of
software
program
that
allows
for
the
data
changes
to
be
electronically
identified.
So
if
someone
someone
was
to
delete
something
in
the
file
there's
a
time
stamp
of
who
did
it
and
when
they
did
it,
if
somebody
is
to
add
something,
if
somebody
is
to
change
something,
all
of
those
things
are
necessary.
F
Oh,
so,
in
the
Professional
Services
line
we
have
funded
111
390.,
so
we
had
supplemented
that
line
last
year
in
23..
The
reason
you
don't
see
a
change
from
23
to
24
is
that
we've
left
the
funding
that
we
supplemented
in
23
in
place
for
24..
We
don't
know
how
much
it's
going
to
cost
at
this
point,
but
we
have
supplemented
a
piece
of
this
for
us
to
get
started
with
it.
Okay,
we
may
end
up
coming
back
for
a
free
cash
inquiry
or
or
supplemental
vote.
Okay,.
H
S
S
F
The
Departments
all
have
a
finance
person,
many
of
them
those
that
don't
double
up
with
another
department
that
does
but
most
of
them
have
a
person
who
does
accounts
payable,
voucher
submission
to
the
auditing
department.
They
also
have
the
same
person,
doing
payroll
submission
to
patrice's
office
for
payroll
used
to
be
us
and.
B
F
It's
patrice's
office,
so
those
people
are
already
in
place,
and
so
the
only
difference
is
instead
of
handwriting
or
typing
and
accounts
payable
voucher,
which
says
what
line
to
pay
something
from
to
whom
to
pay
and
how
much
to
pay.
That
is
all
going
to
be
entered
into.
The
munis
database
by
the
people
in
the
Departments
instead
of
being
bottlenecked
into
auditing
and
entered
by
our
group
and.
S
F
Is
very
well:
we've
been
understaffed
and
under
resource
for
a
long
time,
so
one
of
the
positive
things
for
us
was
to
have
the
ability
to
transfer
a
payroll
to
a
different
location.
When
we
had
talked
about
that
with
the
former
city
manager,
I
had
asked
for
a
couple
of
approaches
to
that.
We
had
the
payroll
division
assigned
to
auditing,
so
we
had
one
person
doing
payroll
for
the
entire
city.
We
had
one
person
doing,
accounts
payable
for
the
entire
city.
F
School
department
was
on
their
own
for
for
their
work,
but
I
had
asked
the
city
manager
to
consider
a
couple
of
things.
One
was
to
have
the
payroll
department
be
a
standalone
Department.
Have
several
people
in
that
department
three
and
have
one
supervisor
dedicated
to
that
one
operation
perhaps
combine
it
with
schools.
That
was
one
approach.
Another
was
to
add
staff
to
it,
so
we
had
asked
for
a
second
full-time
person
and
leave
it
in
auditing.
F
S
F
Gonna
we're
currently
trying
to
scan
those
items,
but
I,
don't
know
what
the
capabilities
are
for,
how
far
back
we
go
in
the
worst
case
scenario,
we
would
start
from
whenever
we
start
to
do
the
data
entry
and
forward
from
that
point
would
be
our
electronic
record
retention
that
complies
with
this.
The
Secretary
of
State's
mandate
I'd
have
to
investigate
further
on
what
approaches
we
can
take
on
the
previous
materials.
F
So
we
have
a
couple
of
con
private
contractors
in
mind,
but
one
that
we've
approached
so
far
doesn't
have
have
the
capacity
at
this
point.
We'd
have
to
wait
a
few
months
for
them
to
become
available,
so
we
may
have
to
do
some
of
the
initial
steps
on
our
own
and
then
maybe
backtrack
to
the
consultant
later.
F
F
No,
it
isn't
so
we'd
have
to
make
some
decisions
going
forward
is
once
the
Opera
funding
ends.
What's
our
next
step?
Do
we
have
the
need
in
our
department
to
maintain
two
Financial
analysts?
I
would
say
at
this
point.
The
answer
to
that
is:
yes,
I,
don't
know
after
we
get
past
the
decentralization
of
accounts
payable
and
we're
able
to
maybe
decentralize
some
of
our
our
financial
analyst
roles.
If
that
will
hold
true,
we
may
still
need
it,
but
that's
that
decision
that'd
have
to
be
made
later.
F
F
I
K
F
Well,
I
know
it
can't
be
put
into
the
operations
line,
because
employees
can't
be
funded
from
operations
general
ledger
lines.
They
are
restricted
to
the
general
fund
salary
lines,
so
I'd
have
to
bring
that
person
on
as
an
employee
and
keep
that
person
as
an
employee
and
I'd
have
to
have
the
city
manager's
approval
to
do
that
or
the
councils
or
both.
F
I
I
F
So
I'm
being
I'm
being
upfront
with
the
Council
on
how
I'm
presenting
it,
so
it
is
being
presented
as
a
grant
position
with
a
a
definite
timeline
for
it
to
end
which,
which
Ned
mentioned
the
timeline
that
we're
working
under
we'd
have
to
come
back
to
the
council
to
ask
if
it
can
be
shifted
to
general
fund
and
be
funded
permanently.
So
that's
that's.
We
would
not
take
the
position
of
let's
fund
this
temporarily
and
just
keep
it
I
can't
do
that.
I
I
J
I'm
glad
that
you
brought
up
that
there's
been
bottleneck,
bottlenecking
happening
in
your
department,
because
it's
one
of
the
biggest
complaints
that
I
I
have
heard.
I
I
know
that
people
have
waited
sometimes
weeks,
maybe
months
for
certain
things
to
to
get
paid
and
so
I'm
glad
that
you're
moving
over
to
a
more
digital
approach.
I
was
completely
flabbergasted
when
I
found
out
that
the
city
and
I
don't
know.
If
this
is
your
department
specifically,
but
that
we
still
require
a
wet
signature.
J
F
Or
are
we
going
to
join
I?
Don't
think
so
we
we
have
electronic
signatures
that
are
being
placed
on
the
accounts
payable
vouchers
that
are
submitted
by
email
to
us.
We
have
a
combination
of
what
signature
or
or
the
electronic
signature
on
budget
transfers
and
journal
entries.
I,
don't
know
what
I
believe
payroll
it's
out
of
my
control
now,
but.
B
F
Believe
payroll
does
allow
the
electronic
signature
to
be
posted
as
well.
Okay,
I'm,
not
familiar
with
anything,
that's
requiring
I
think
we
now
have
DocuSign
for
our
vendor
contracts.
I
do
about
300
of
those
a
year
and
Amendments
of
about
250.
Those
come
out
of
booba's
Department
procurement
and
I'm
required
to
sign
as
one
of
the
officials
as
there
were
five
signatures
that
are
required,
but
those
are
electronic
as
well.
J
J
J
F
Page
231:
this
is
the
funding
for
our
debt
service.
So
this
is
what
we
would
owe
in
fiscal
24.
for
both
principal
and
interest
for
the
debt
that
we
had
previously
borrowed
on.
As
Ned
mentioned
in
one
of
his
comments
about
the
CIP,
we
did
not
have
any
funding
for
24
CIP
requiring
bonding,
so
we
didn't
go
out
to
bond
for
for
this
those
initiatives,
so,
on
page
231,
you'll
see
a
million
seven
is
the
proposed
budget
for
principal
and
623
in
interest?
That's
really
not
negotiable!
F
F
Budget
reserves
so
on
page
the
last
last
page
of
the
book
238.
This
is
the
line
that
typically
funds
salary
obligations
that
have
not
yet
been
determined
or
have
not
yet
been
settled.
So
I
mentioned
a
couple
times
already
that
the
Steel
Workers
Union
and
the
the
library
Union
have
not
yet
settled
for
24.
So
we've
got
some
allotment
of
funds
in
this
line.
For
that
purpose,
25
000
of
this
line
is
a
baseline
funding
that
we
maintain
for
specific
purposes.
F
If
someone
is
to
get
a
reclass,
a
union
regarded
reclass
from
one
level
to
another.
How
it's
funded
is
through
this
budget
Reserve.
If
someone
leaves
and
has
an
accumulation
of
sicko
vacation
accrual,
we
may
use
this
line.
You
see
at
the
end
of
the
year,
we'll
see
this
next
month
when
we
come
in
the
end
of
May
or
the
beginning
of
June,
that
we're
asking
for
lines
to
be
settled
and
closed
and
supplemented
salary
Reserve
is
one
of
those
lines
that
we
go
to
for
all
of
those
activities.
F
So
this
305
000
is
an
increase
from
the
150
of
the
previous
year
and
that's
mostly
because
there
are
three
groups
that
have
not
settled.
Do
you,
the
steel
workers
asked
me
and
I
Excuse.
Excuse
me.
The
exempt
group
is
not
a
bargaining
unit
group,
but
they
would
not
have
their
salaries
set
until,
after
all,
the
others
are
finished.
D
E
Workers
right
now
we're
in
our
second
meeting
and
with
appsme.
We
start
next
within
the
next
10
days.
Okay,
so
those
may
get
settled
by
the
end
of
the
year,
but
they
won't
be
in
next
year's
budget
because
we're
set
on
the
budget
here
so
we'll
have
to
when
you
approve
the
contracts
we'll
have
to
come
back
next
year
to
vote
to
to
appropriate
the
funds
and
transfer
them
from
this
line
to
the
department
lines.
F
Into
fund
transfers
on
page
237,
there
are
two
lines
that
are
funded
in
our
proposal:
the
first
of
those
the
capital
projects
line
for
one
million
two,
eighty
five-
that
is
the
obligation
that
we
have
for
the
Marginal
Street
property
occupied
currently
by
Enterprise
Rent-A-Car.
This
is
by
agreement
and
this
money,
funds,
capital
and
operational
improvements
to
the
building
and
the
grounds.
F
The
second
line
transfer
to
trust
is
the
opeb
contribution.
Now
the
post-employment
benefits
other
than
retirement
that
we
are
funding.
We
have
I
think
when
you
heard
the
Auditors
last
week
on
their
presentation.
You
heard
that
this
is
a
large
obligation
and
the
DOR
is
looking
for
what
we're
going
to
be
doing
on
funding
this.
Our
plan
currently
is
to
shift
when
the
retirement
obligation,
the
catch-up
obligation
on
retirement
ends
in
2028,
we
will
reallocate
those
12
million
dollars
or
a
portion
of
those
12
million
dollars
over
to
fund
the
opeb
obligation.
F
We
have
137
million
dollar
opeb
unfunded
liability
that
is
growing
every
year,
as
our
Workforce
gets
older.
The
opeb
trust
currently
has
3.2
million
in
it.
So
we're
not
even
close
to
funding
this.
We
have
taken
the
the
approach
of
funding
whatever
we
can
when
we
can
and
we've
kept
mostly
to
this
300
000
dollars
per
year
funding
with
the
exception
of
the
pandemic
year.
F
J
We're
talking
about
old,
Heaven
I,
don't
know
if
the
question
is
for
you,
but
we
had
a
subcommittee
a
couple
of
weeks
back
with
respect
to
the
Retirement
Board.
Yes,
if
that
gets,
that
would
be
something
that
we
would
appropriate
here
on
the
side.
If
we
decided
to
go
that
route
or
will
is
this
supposed
to
be
proposed
in
this
budget.
D
J
F
Part
of
the
retirement
contribution
yep
and
that
would
have
to
go
for
first
to
council
for
approval
and
assuming
it's,
whether
it's
approved
or
not.
Who
knows
but
but
that
has
to
go
back
to
Power
act
because
parak
has
to
now
renegotiate
the
city's
obligation
to
pay
and
the
school's
obligation
to
pay.
F
J
F
I
will
say:
I
will
say
that
that
book
has
some
history
so
that
last
year
or
the
year
before
was
the
first
time,
but
that
wasn't
actually
the
first
time,
10
years
ago,
11
years
ago,
12
2011
2010
to
200908
I
used
to
do
a
bomb
book
like
this.
We
did
an
auditing,
but
we
didn't
have
the
resources
to
continue
with
it.
So
it
became
Excel
worksheets.