►
From YouTube: City Council Sub Committee Meeting of 5-26-22
Description
City of Chelsea, https://www.chelseama.gov/city-council/events/127771
A
Good
evening,
everyone
we
will
now
continue
our
6
pm
conference
on
the
hearing
on
the
city
budget
proposed
budget
for
fy23
officials
invited
to
attend
city
manager,
tom
ambrosino,
honorable
members
of
the
city,
council,
city,
auditor,
ed
dunn,
mis
officer,
ramon,
garcia
city
clerk,
jeanette,
citron
white
land
use
permitting
director,
john,
the
priest,
housing
and
community
development
director
alex
train
chief
of
fire,
leonard
albanese,
dbw,
director
lou,
mamalet
city
council,
clerk,
paul
casino,
all
members
of
the
public.
At
this
time
the
clerk
called
rome
councillor
cooper.
B
A
C
So,
mr
president,
I'll
turn
it
over
to
our
chief
information
officer
in
a
moment.
I
just
want
to
note
this
is
one
of
the
departments
where
we're
proposing
a
new
budgeted
position.
This
technical
lead
position
and
that's
a
new
one
of
the
13
new
positions
in
the
budget
with
that
said,
we
have
ramon
garcia
here
and
he
can
identify
the
places
in
his
proposed
budget
where
there
are
increases.
A
D
Good
evening,
everybody,
as
you
can
see
the
budget
this
year
is
including
a
new
position,
technical
lead
position.
The
role
of
that
per
person
is
going
to
be
to
lead
certain
initiatives
in
in
the
city,
some
of
them,
like
the
new
website
that
we
have
been
claiming
for
for
quite
some
time,
as
well
as
improve
some
areas
in
our
erp
system
or
what
we
call
it
munis,
as
well
as
the
new
cat
system,
rms
system
for
police
fire
and
9-1-1.
D
There
is
going
to
be
some
other
initiatives
in
the
future,
so
that
we
thought
that
this
is
the
time
and
place
to
start
engaging
into
those
initiatives
and
improving
the
certain
services
in
the
city
I
mean
we
have
to
become
more
efficient.
The
only
way
to
do
that
is
to
have
a
lead
person
behind
this
and
by
the
way,
she's
here
with
us.
Denise,
which
is
also
a
chelsea
resident,
will
be
joining
us
next
week
and
she
will
be
our
new
technical
lead
person.
D
As
you
know,
covet
I
mean:
has
an
impact
on
budgets
as
well,
and
I.t
has
not
been
an
exception.
Cost
has
been
increasing.
Vendors
have
been
increasing
the
cost
delivery
times
are
now
higher
than
be
than
any
any
time
before,
so
that
part
of
that
increase
is
that
you're
going
to
see
in
the
budget
is
basically
on
the
general
layer,
general
lines
for
contracts
and
services.
D
We
tried
our
best
to
control
that
by
engaging
into
certain
initiatives
and
deals
with,
for
example,
our
security,
which
is
almost
one-third
of
our
budget,
and
we
signed
an
enterprise
agreement
with
cisco
this
year.
That
brings
us
into
lock
a
price
for
the
next
three
years.
Instead
of
going
through
increases
every
year.
D
C
A
E
Okay,
next
up
we'll
have
the
city
clerk
jeanette
cetron
white
is
here
with
us
this
evening.
The
department
head
for
the
city
clerk's
office,
one
one
thing
I'd
say
before
we
begin
to
get
into
her
department-
is
that
this
is
one
of
the
few
on
the
list
tonight
that
have
more
than
one
departments
the
other
is
dpw.
So
I'd
recommend
that
we
look
at
the
city
clerk
first
and
then
pause
for
questions
and
then
go
into
the
parking
department
after
that,
if
you're,
okay
with
that.
C
C
Page
86
and
the
page
I'm
specifically
looking
at
now
is
page
89.,
so
this
is
one
of
the
departments
where
we're
proposing
a
new
position.
This
would
be
a
position
of
election
commissioner,
who
would
handle
mostly
election
related
materials,
although
also
be
available
to
help
out
generally
in
this
very
busy
office.
So
it's
an
important
position
that
the
clerk
is
seeking
from
this
council.
C
C
What
we
call
from
the
union
perspective
temporary
floater
positions,
because
they
give
us
the
opportunity
for
people
to
move
from
department
to
department,
and
they
are
intended
they're
not
intended.
They
are,
could
be
temporary
positions.
So
the
union
understands
that
they
could
go
away
at
some
point
and
they
have.
We
have
negotiated
that
with
them,
but
the
city
clerk
has
had
this
floater
position
in
its
budget
for
a
while
and
they
have
the
position.
So
for
this
next
year,
this
position
is
being
budgeted
for
this
department
exclusively.
C
However,
it
is
technically
a
floater
position
and
in
rare
occasions,
if
there
were
a
time
where
the
clerk's
office
wasn't
that
busy,
which
is
very
rare,
we
have
the
right,
under
the
union
contract,
to
move
this
person.
The
chances
of
us
doing
that
in
this
department
are
very
rare,
but
the
way
this
position
is
configured,
we
have
the
right
within
the
union
sciu
contract.
To
do
that
it,
this
position
has
no
budgetary
impact,
because
it
was
in
the
budget
last
year,
just
listed
under
the
temporary
salary
line.
C
E
So
I'll
just
say
a
couple
of
quick
things
too:
before
jeanette
begins
on
the
operations
side
of
the
budget,
this
is
funding
the
some
licensing
and
mostly
the
elections.
There
are
some
lines
here
that
are
related
to
elections,
the
poll
workers
and
down
below
the
data
processing
services
and
a
lot
of
that
information.
There
are
no
increases
in
the
operations
side
for
this
particular
budget.
G
But
I
also
wanted
to
focus
on
increasing
voter
participation
to
lower
barriers
for
those
who
don't
speak
english.
First,
we
do
have
about
16
000
registered
voters,
but
our
census
shows
40
over
40
000
residents.
I
just
think
that
this
is
a
position,
as
tom
said,
isn't
just
elections,
but
what
their
focus
would
be.
Elections
could
provide
back
up
to
the
office
and
it
really
is
just
an
effort
to
grow
the
office,
and
I
I
see
revere
somerville.
A
H
G
G
H
H
G
No
so
there's
I
I,
I
guess
there's
always
this
like
perception,
the
end,
the
election
ends
in
november,
and
that's
it
it's
just
on
to
the
next
thing,
which
is
census:
the
preparation
of
census,
getting
the
forms
out
there,
getting
them
back,
putting
them
in
the
system.
There's
the
rolling
deadlines
for
that.
G
G
H
G
C
So
let
me
that
was
what
jeanette
originally
had
proposed,
but
the
problem
of
trying
to
find
someone
who
is
willing
to
take
a
24
hour
a
week
position
is
very
difficult,
so
it
seemed
to
me
the
better
approach
was:
let's
make
a
full-time
position.
There's
a
lot
of
work
in
that
office
and
there's
a
lot
more
election
work
than
the
normal
person
would
believe.
C
Now.
If
it
turns
out
it's
not
exactly
37
hours
a
week,
then
this
person's
available
to
help
out
in
the
other
aspects
of
the
office,
which
certainly
can
use
additional
support.
So
it
seemed
to
me
it
makes
perfect
sense
to
make
this
a
full-time
position
rather
than
struggle
to
find
a
qualified
candidate
willing
to
come
here
at
less
than
full-time
pay.
H
That's
around
the
corner,
and
you
know
I've
talked
to
people
in
the
in
the
clerk's
office
too,
and
asked
you
know:
hey
can
it
looks
like
you
guys
could
need
some
some
additional
help
and,
of
course,
that,
yes,
yes,
yes,
so
I'll,
ask
the
same
question
as
I
asked
with
inspectional
services
to
jeannette.
I
mean
is
this:
what's
in
this
budget?
H
Is
this
sufficient
to
really
do
the
job
or
do
you
need
an
additional
person
to
to
help
out
to
get
these
lines
and
everything
under
control,
because
there's
a
lot
that
there's
a
lot
that
goes
through
that
office?
I
know
other
cities
have
different
departments
that
take
care
of
the
various
things
that
people
are
going
to
that
window.
H
G
H
H
I
would
hope
that
you
might
consider
adding
an
additional
person
to
the
clerk's
office
so
that
we
can.
We
can
really
try
to
have.
You
know,
get
a
handle
on
the
customer
service
aspect
of
of
for
our
citizens
that
come
in
here
every
day
and
they've
got
to
wait.
I
mean
it's,
it's
really.
We
should
do
something
about
that.
So.
C
H
I
C
Point,
I
guess
I'm
ins.
This
was
an
effort
to
see
if,
with
one
additional
full-time
person,
we
could
provide
some
remedy.
Is
it
possible
that
we
need
two
additional
full-time
people?
Perhaps
I
think
the
lines
have
dissipated
now
the
renewal
period
is
over,
so
the
lines
at
the
moment
are
manageable.
I
can
let
jeanette
talk
more
about
that,
so
you
may
be
right.
Let's
see
what
one
additional
full-time
person
does,
but
if
it
requires
two
additional
photons
you
can.
F
C
H
C
H
C
H
H
C
Absolutely
true,
I
guess
that
is
a
matter
of
you
know
of
ensuring
that
we
have
proper
oversight
and
management
of
the
people.
I
mean
we've
had
people
doing
these
jobs
for
the
last
you
know
hundred
years
we
have
people
that
have
been
doing
these
jobs
in
that
clerk's
office
right
now
overseeing
elections
in
there.
Since
I've
been
here
for
seven
years,
I've
never
had
anyone
concerned
about
the
lack
of
impartiality
down
there.
I
will
tell
you
honestly:
I
have
no
idea
what
the
party
affiliation
is
of
any
employee
in
that
office.
A
C
J
My
thing
was
more
so
I
was
concerned
about
just
the
long
lines
and
the
capacity
that
you
have
in
the
city
clerk's
office.
I've
sat
here
in
budget
hearings
from
last
week
and
you
know
when
we
we
had
the
chief
of
police
in
front
of
us.
We
were
talking
about
how
crime
rate
is
lower,
how
we're
doing
great
but
we're
hiring
four
more
police
officers.
J
Then
we
have
departments
that
are
like
busting
at
the
seams.
We
can't
we
don't
have
enough
people
to
do
housing
inspections.
We
have
the
city
clerk's
office
with
lines
going
out
the
door
people
being
sent
home
an
hour
before
the
clerk's
office
is
supposed
to
close
and
then
we're
being
so
conservative
about
adding
the
positions
where
this
is.
This
is
where
the
bulk
of
the
magic
happens
in
the
city
and
I'm
really
having
a
hard
time
understanding
that.
J
J
With
respect
and
I've
seen
that
across
the
board
with
all
the
different
parties,
I
think
it
would
be
a
complete
violation
of
personnel
to
even
request
that
they
be
unenrolled.
I
think
it's
none
of
our
business.
What
people
do
what
their
political
affiliations
are
outside
of
their
employment,
so
long
as
they're
coming
here
and
performing
the
duties
as
they
have
already
been
doing
within
your
department.
J
K
Over
here
you
have
the
new
position,
commissioner,
commissioner
of
election
commission
right,
that's
and
then
you
have
the
florist
here.
Is
this
person
you're
gonna
hire
with
sixty
thousand
dollars?
What's
his
job,
gonna
consist
of
just
taking
care
of
elections,
or
is
he
gonna
work
within
your
office
and
help
you.
E
L
C
K
It
seems
kind
of
unfair
to
the
other
clerks
to
work
down
there.
Why
shouldn't
they
get
the
same
money
as
this
guy.
These
people
like
senior
clerk,
52
000.
that
lady's
probably
been
there
15
years.
Why
shouldn't
she
get
60
000
like
they
say,
there's
so
much
money
to
go
around.
Why
not
give
them
their
money?
Why
they
want
a
cheaper
union.
The
union
is
not
classified.
C
If
I
could,
mr
president,
you
know
we
are
governed,
I
am
governed
by
the
union
contracts.
There
are
certain
positions
that
are
within
the
sciu
contract
classification
and
they
have
salaries
attached
to
them
that
have
been
negotiated.
Many
negotiated
long
before
I
arrive
these
people
all
slot
into
these
classified
positions
within
a
certain
union.
This
position
has
existed.
I
don't
have
the
the
steel
workers
contract
in
front
of
me,
but
I
believe
this
position
has
long
existed
within
the
steel
workers
contract.
It
has
a
classification
within
that
contract.
A
A
I
I
understand,
but
can
you
tell
me
if
I
said
instead
of
get
rid
of
the
election
commissioner,
give
me
a
parking
clerk
deals
with
everything
dealing
with
cars
registrations,
handing
out
the
stickers
and
all
that
and-
and
I
don't
and
I'm-
and
I
was
going
to
get
back
to
this,
but
I
don't
see
you
know
who
handles
the
everything
to
deal
with
cars.
If
I
use.
C
A
I
E
A
C
Both
great
nines,
it's
just
a
different
step,
so
when
we
bring
in
a
new
person,
sometimes
we're
bringing
them
in
at
a
lower
step
than
someone
that
has
been
here
a
long
time.
This
we
may
have
just
carried
over
this
annual
salary
from
last
year's
budget.
For
because
that
that
position
was
empty
parking
clerk,
we
just
filled
it
internally
about
a
month
ago,.
A
C
It's
so,
let's,
let
me
be
clear:
we
are
plugging
in
so
typically
when
there's
a
vacant
position
and
we
go
to
the
steel
workers,
let's
for
sake
of
diagnosis,
call
it
a
steel
worker.
We
go
to
the
classification,
it's
a
grade,
that's
graded!
As
let's
this
is
grade
nine
grade.
Nine
has
seven
steps
in
it.
When,
where
we've
got
a
vacant
position,
we
typically
choose
a
middle
step
to
show
it
in
the
budget.
We
don't
quite
know
whether,
where
the
position
is
going
to
come
in,
we
typically
don't
start
people
at
step,
one.
C
We
typically
start
them
step
two
or
three,
but
sometimes
we
get
a
really
good
candidate
who
says
that
salary's
not
enough
for
me.
I
you
got
to
pay
me
more
or
I'm
going
to
go
elsewhere
and
we
confer
and
say
all
right.
Let's
we
either
say
thank
you
we'll
find
someone
else
or
if
we
really
find
a
good
candidate,
we
want
them.
We
sometimes
bring
them
in
at
a
higher
step
in
the
grade.
That's
completely
within
our
discretion
as
to
where,
in
that
grade,
what
step
we
hire
people
at.
C
First,
it
will
be
posted,
as
required
within
the
building
for
any
s
for
steel
workers
to
have
a
shot
at
it,
and
then,
if
we
don't
find
someone
that
we
deem
qualified,
we
are
able
to
go
out
and
advertise
to
the
whole
world.
So
it
doesn't
necessarily.
You
know
we're
probably
not
going
to
mandate
that
you
have
prior
experience,
but
we're
probably
going
to
strongly
recommend
that
you
have
election
experience
or
something
equivalent,
which
is
typically
how
we
write
our
job
descriptions.
C
We
always
want
to
give
ourselves
enough
wiggle
room
to
hire
someone
really
really
good
who's,
talented,
but
doesn't
precisely
fit
within
the
confines
of
the
job
we're
looking
for.
So
our
job
descriptions-
and
I
just
haven't-
looked
at
this
one
in
a
long
time-
our
job
descriptions
we
tend
to
create
them
so
that
there's
a
little
room
to
allow
the
city
to
hire
people
that
are
good
candidates.
A
A
I
don't
know
absentee
ballots,
teach
them
about
provisional
ballots
teach
them
about
when
you
get,
you
know
require
an
id
so
forth.
What
all
the
different
scenarios
that
that
person
has
to
go
into
manage
the
voting
list
also
participate
in
an
active
voter
registration
campaign
per
what
I
was
just
told,
and
you
think
that
maybe
you'll
find
this
person
who's
done
this
in
this
building
and
you're
not
going
to
try
to
find
someone
who's
actually
done
that
sort
of
work
outside.
A
C
A
The
job
description
I
just
did
and
let's
say
you
find
someone
who
is
superhuman
and
can
multitask
and
has
off
time
what
are
the
chances
that
this
person
after
you
filling
out
this
job
description,
you're
able
to
also
include
in
there
will
be
required
to
assist
in
the
other
tasks
outside
of
this
position
without
having
some
union
grievance.
When
you
write
this
this
position
up,
because
if
you're
writing
this,
it's
a
union
position
you're
writing
these
tasks.
A
A
A
C
A
With
this
I'm
curious
jeanette,
I
know
your
role
work
with
you.
What
is
the
role
of
your
assistant
city
clerk,
patricia
lewis,
how
how
will
her
role
change
in
this
situation
with
the
addition
of
an
election
clerk
and
because
I
know
that
patty
does
a
lot
of
this
work?
So
if
this
person
is
there,
what
does
that?
What
does?
How
does
her
role
change
in
the
office.
G
A
G
We
have
vital
records
corrections,
many
corrections
just
the
census.
We,
the
dog,
licenses,
the
business
certificates,
I
even
business
certificates,
there's
in
my
goals.
One
of
them
is
to
start
working
with
isd
and
licensing
things
that
we
don't
do
now
like.
There's
there's
room
for
growth
in
our
office,
things
that
we
could
be
doing
better.
More
of
so,
there
is
a
plan
in
place
for
all
of
this.
A
So
my
question
is:
what
is
the
level
of
work
that
you
can
see
that
can
make
it
easier
for
people
to
get
out
of
their
line
and
do
their
things
online,
and
maybe
you
know
address
what's
going
on,
because
that
you
know
the
the
internet
is
open
24
hours
a
day.
So
I'm
curious
as
to
what
sort
of
business
can
we
do
to
get
rid
of
all
that?
I.
G
So
unfortunately
I
don't
know
for
chelsea
that
it'll
ever
just
like
be
50
bad
in
the
walk-ins.
I
just
think
people
were
a
small
city.
They
want
to
walk
in.
They
want
to
have
a
communication
with
someone
speak
to
someone,
but
we
have
seen
growth,
especially
with
online,
on
the
parking
side
and
with
like
vital
records.
G
Even
just
during
covid
we
would
get
an
email
saying,
hey.
I
see
this
online
and
so
I
think
we're
we're
going
in
that
direction,
and
I
know
I
understand
it's
2022,
but
we
are
getting
it
we're
going
in
that
direction
more
so
now
than
ever,
and
I
don't
really
have
an
explanation
for
that
other
than
I
think
in
chelsea
and
maybe
because
language
barriers
they
come
in,
they
they
want
to
speak
to
someone,
but.
A
M
G
G
M
G
No,
the
office
the
way
it's
built
now
it
as
tom
kind
of
said
earlier.
Everybody's
job
description
has
a
built-in
service
backup,
and
so
we,
if,
if
you
were
to
separate
you,
wouldn't
have
as
many
people
to
serve
that
office.
Where
combined
it's
we're,
not,
I
know,
woburn,
for
example,
they
have
city
clerk
and
parking
like
they.
You
know
they
have
combined
offices.
So
no
I'm
not
suggesting
that.
M
M
G
That
no,
I
was
just
making
a
point
that,
for
example,
like
business
certificates,
business
certificates
that
I
think
that
there
we
can
work
on
educating
people
on
why
you
need
a
business
certificate.
What
the
process
is,
for
example,
in
order
to
get
a
business
certificate,
you
need
an
occupancy
permit,
and
so
you
have
to
go
to
isd
when
you're
at
isd.
M
C
M
C
A
union
position,
so
the
salary
we're
going
to
pay
them,
is
on
the
union
scale,
but
under
the
noose
under
a
supreme
court
ruling
from
several
years
ago,
people
can
no
longer
be
mandated
to
join
a
union,
so
someone
could
come
here
and
say
I
don't
want
to
be
in
the
union
and
but
they'll
still
get
paid.
According
to
this
union
scale,.
M
G
G
K
K
If
they
request
for
you
to
mail
it
to
them,
they
call
you
and
say:
can
you
mail
me
that
there's
still
an
option
for
them,
because
this
way
seems
like
you?
If
you
have
a
computer
you're?
Fine?
If
you
don't,
you
got
to
come
in
and
get
it
and
then
there's
another
catch
to
that
because
it
happened
to
me,
I
come
in
and
you
owe
tickets.
Then
you
can't
get
it.
You
have
to
go
back,
pay
your
tickets
then
come
back
again
and
get
re-cleared.
A
E
P
E
A
couple
of
things:
the
37
000
that
you
see
below
that
the
temporary
salary
that's
been
moved
up
to
the
regular
salary.
That
was
a
position
that
was
classified
in
a
temporary
line
in
fiscal
22,
so
we're
proposing
to
put
that
into
the
regular
salary,
because
it's
it's
fully
funded
and
I
think
it's
full-time
yeah.
A
So
basically,
if
we
look
at
the
page
89
had
there
been
another
column
on
page
89
with
all
those
names
aside
from
the
election
commission,
it
would
have
been
new,
we
would
have
seen
say
the
the
clerk
floater,
maybe
was
less
than
38
000.
Last
year
senior
clerk
was
maybe
less
than
52
000
assistant
city
clerk
was
late,
probably
less
than
eighty
to
eighty
four
thousand,
I'm
unsure.
If
jeanette's
salary.
C
C
A
So
so
councillor
lopez
to
clarify
your
question
or
they
answer
your
question.
They
have.
The
reason
for
the
increase
in
salary
is
one
they're,
adding
a
sixty
thousand
dollar
position,
plus
there
were
an
increase
in
the
salaries
of
the
existing
staff,
so
it
all
combined
to
that
increase
of
47
percent.
O
And
again
on
the
election,
commissioner,
I
agree
with
our
counselor
gopro
and
taylor
regarding
this
person.
If
this
person
is
not
going
to
have
enough
work,
I
know
tom
said
he
wanted
to
have
it
as
a
part-time
job,
but
so
he
now
he
he
upgraded
to
a
full
time.
So
that
way
you
know
he
maybe
in
the
job
description
the
person
will
be
able
to
help.
C
O
C
A
E
136
and
if
I
could
just
highlight
a
few
things
before
jeanette
makes
her
statement
on
this.
The
first
is
the
salaries
are
going
down
by
1.17,
that's
unusual,
but
the
reason
for
that
is
that
there
is
a
person
who
retired
in
fiscal
22
who
had
a
higher
rate
of
pay
on
that
grade.
Nine
that
tom
had
talked
about
so
the
position
as
a
union
position
at
grade
nine,
but
it
was
a
higher
step
in
22
than
it
will
be
in
23..
E
So
that's
the
reason
for
the
drop.
A
couple
of
other
things.
The
117
thousand
dollar
increase
is
due
to
an
increase
in
tickets
being
written,
there's
an
increase
in
permits,
there's
also
a
residual
effect
on
the
postage.
When
there's
a
lot
more
letters
being
sent,
though,
for
overdue
notices
on
parking
and
the
22
000
increase
in
other
services
has
to
do
with
the
the
wage.
C
So
that's
I
just
want
to
point
out
that's
an
important
point.
We
require
all
of
our
vendors
to
pay
a
living
wage.
We
set
that
living
wage
each
february
this
year
because
of
the
rate
of
inflation.
The
living
wage
went
up
by
seven
percent,
so
this
gets
passed
on
to
our
vendors
and
so
that
that
is
a
large
part
of
that
bump.
Up.
E
C
P
A
C
F
C
C
It's
not
cost
effective
for
any
company
to
come
in
the
city
and
do
this
like
we've
seen
other
cities
do,
because
our
meter
prices
remain
a
quarter
for
an
hour
a
half
hour
and
that's
way
below
market
and
but
we've
purposely
didn't
haven't
wanted
to
raise
that.
But
if
we
want
to
really
upgrade
our
meters
there's
all
these
companies
out
there
willing
to
do
it,
but
their
their
their
condition
to
the
city.
C
Always
is
you
have
to
raise
your
prices
and
be
more
consistent
with
what
other
cities
are
charging,
because
otherwise
it's
not
worth
us
to
provide
you
with
all
this
upgraded
equipment,
and
so
we've
we've
resisted
that
at
some
point
we
might
want
to
jump
in
that
pool.
But
for
the
moment
we're
not
you're
too
cheap.
J
G
No,
I
don't
know
specifically,
I
can
look
into
that.
We
do
overnight.
The
officers
have
been
writing
more
tickets
too
for
the
other
violations.
So,
as
you
know,
my
parking
for
our
parking
enforcement
officers
write
just
strictly
residential
permit
and
then
an
officer
is
in
the
vicinity
in
case
there's
an
issue
and
they
write
20
feet
of
an
intersection.
Crosswalk
hydra.
J
C
Don't
just
keep
in
mind
so
a
lot
of
times.
We
get
council
requests
to
do
enforcement
parking
in
the
crosswalks
parking
near
the
corner,
so
we
at
night
there's
one
officer
that
goes
with
the.
So
that's
not
changing
we're,
not
adding
offices
at
night
for
writing
tickets.
We
have
one
officer
at
night
that
goes
with
parking
control
and
that
person
writes
all
the
non-residential.
J
Sticker
advice:
it's
just
really
frustrating
that
we're
increasing
revenue
by
giving
more
parking
tickets
to
residents
when
we
keep
building,
knowing
that
we
don't
have
enough
parking
for
residents.
It's
just
it's
just.
I
know
I
say
the
same
argument
every
budget
hearing,
but
it
just
it
just
gets
really
frustrating
when
we're
making
money
off
the
of
people,
because
we're
creating
these
conditions
where
they
have
nowhere
to
put
their
vehicles.
C
A
H
A
H
H
E
H
A
E
A
E
H
H
I
understand
that
lots
of
times
conflicts
happen
and
everybody
has
a
side
of
the
story.
I
fully
understand
that,
but
I
do
I
do
consider
the
volume
of
people
who
have
contacted
me
and
you
know
they're
they're
they're.
I
think
that
there's
at
least
some
concern
in
the
community
about
about
the
enforcement,
so
I'll
just
leave
it
there,
but
I'm
glad
to
see
that
we're
putting
out
another
rfp
for
we're.
H
H
C
G
I
G
M
E
M
C
C
B
K
One
of
my
questions
was,
and
counselor
tail
asked
one
of
the
ones
I
wanted
to
ask
you
over
here
right.
You
have
a
cost
of
gasoline
at
5
600..
That's
not
really
gasoline
was
sky
high,
so
you're
going
to
estimate
the
gasoline.
This
is
the
gasoline
that
we
put
in
the
city
cars
that
these
pockets-
people
use,
yes
and-
and
it
only
came
out
to
5
600.
G
E
Can
answer
a
little
bit
more
on
that,
so
in
fiscal
22,
the
current
year
that
we're
in
we
have
spent
so
far
on
gasoline
in
that
department
3300?
So
we
expect
somewhere
in
the
4
000
range.
I
think
this
year,
maybe
a
little
bit
more
with
cost
increases.
So
with
that
information
we
we
didn't
think
that
we
needed
to
increase
this
line
any.
C
K
C
L
C
E
The
the
enforcement
officers
are
on
the
second
line
down
from
that.
The
twenty
two
thousand
dollar
increase
at
four
percent.
That's
where
you
find
your
parking
enforcement
officer
payments,
the
117
you're,
referring
to
that's
data
processing,
that's
the
number
of
tickets
that
are
written,
the
costing
of
permits
that
are
written
and
some
other
things.
That's.
C
G
K
So
when
you
actually
I've
been
here
a
while-
and
I
see
all
the
time
there's
a
turnover
on
these
companies-
we
don't
have
the
same.
So
why
do
we
keep
having
a
big
turnover
on
these
companies?
Because
what
is
it
when
they
come
up,
they
lower
bid?
We
look.
We
can't
maintain
the
same
people
that
we
have.
G
E
C
K
Because
it's
important
I
get
like
counselor
taylor,
says
a
lot
of
people
complain
about
these
parking
people.
So
I
was,
you
know,
that's
why
I
was
asking
that
question
because
you
have
a
turnover
all
the
time.
So
wouldn't
it
be,
like
you
said,
we're
obligated
by
law
to
take
the
lowest
bids.
So
we
can't
really
keep
a
company
longer
than
three
years,
because
somebody
else
outbids
them
and
then,
with
back.
C
O
C
The
moment
we're
providing
it
for
free
some
communities
are
charging.
We've
made
a
policy
decision
at
the
moment
to
give
this
as
a
free
service.
You
know
we'll
have
to
revisit
that
as
we
add
more
of
these
stations
around,
but
for
the
moment
we've
made
this
poll.
It's
really
a
small
pilot,
we're
sort
of
doing
at
the
moment.
It
is
free.
Other
communities
do
charge
for
this.
At
some
point
we
may
go
in
that
direction.
A
E
I'll
just
highlight
a
couple
of
things
and
then
john
can
make
his
statement
on
these
salaries
there's
a
one-person
department,
so
this
is
john's
salary.
Only
there's
a
contractual
increase
that
is
afforded
here
for
his
cola
in
the
operations
section.
There's
a
twenty
thousand
dollar
increase
in
the
contract
services
line.
This
line
funds
us
mapping,
services,
zoning
and
planning
contracts,
special
studies
and
special
projects.
P
Well,
you've
actually
said
it
all,
there's
very
little
elaborate
that
I
do
have
two
consultants.
One
as
tom
said,
is
the
legal
attorney
who
sits
with
me
at
my
meetings
and
helps
me
write
the
legal
decisions
she
does
it
on
her
own
and
then
sends
it
to
me
draft
form
and
I
look
at
it
and
I
make
whatever
changes.
P
P
K
P
C
A
A
E
C
C
You
know
that
we
have
been
slowly
trying
to
eliminate
the
reliance
on
this
redevelopment
fund
that
we've
had
for
a
while,
where
we
were
subsidizing
salaries.
In
this
account,
we
really
were
told
by
our
outside
auditors
that
you
can't
be
doing
so.
Since
the
day
I
arrived,
I
have
been
slowly
weaning
this
department
off
that
redevelopment
fund
and
putting
this
putting
everyone
in
this
budget
on
the
operating
budget
so
that
we're
actually
properly
funding
this
department.
C
This
was
the
last
year
at
budget
time.
I
think
we
had
one
and
a
half
employees
still
on
that
redevelopment
fund.
I
promised
that
I
would
eliminate
that
entirely.
So
this
year
reflects
the
first
time
that
everyone
on
this
budget
is
on
the
operating
budget
and
off
that
redevelopment
fund
line
which
our
outside
auditors
have
wanted
us
to
do
for
a
while.
So
this
the
large
increase
in
salary
is
not
because
we
added
employees.
C
C
N
Good
evening,
members
of
the
council,
thank
you
for
the
opportunity
to
present
our
budget
proposal
for
fy23
this
evening.
I
don't
want
to
belabor
this
too
much.
I
know
you
have
a
long
night
ahead
of
you,
so
I
will
cycle
through
just
a
couple
of
quick
slides
that
offer
a
glimpse
of
what
we
have
programmed
for
the
year
ahead.
N
N
So,
over
the
coming
fiscal
year,
you
know
we're
aiming
to
accelerate
many
of
the
investments
that
the
city
manager
and
the
city
council
have
been
championing
in
these
six
main
areas
on
the
housing
front,
we're
looking
to
continue
the
delivery
of
innovative
housing,
stability,
programs
and
projects.
You
know
with
inflation,
increasing
and
a
recession
looming
on
the
horizon,
and
we
understand
the
importance
of
heading
off
evictions
and
foreclosure
activity
to
prevent
the
displacement
of
residents.
N
Furthermore,
we're
seeking
to
increase
investments
in
affordable
home
ownership.
This
will
include
advancing
important,
affordable
homeownership
projects
like
440,
broadway
and
4143
orange
street,
as
well
as
first
generation
home
buyer
programs.
That
will
allow
residents
with
a
focus
on
residents
of
color,
achieve
home
ownership
to
address
racial
wealth
disparities
and
then,
lastly,
in
the
housing
sector,
you
know
we're
increasingly
active
with
relation
to
housing
conditions.
N
Many
folks
are
aware
that
housing
conditions
declined
as
a
result
of
the
pandemic.
We
are
looking
to
launch
a
new
senior
home
repair
program
as
well
as
to
continue
our
efforts
with
the
chelsea
housing
rehabilitation
program
to
address
code
violations
and
improve
housing
conditions
for
low
and
moderate
income
residents.
N
With
regards
to
economic
development
and
workforce
development,
you
know
our
efforts
continue
to
strive
to
attract
high
quality
jobs
in
durable
sectors
that
really
capitalize
on
the
city's
geographic
advantage
and
cultural
and
human
resources
with
a
highly
skilled
workforce.
You
know
we're
seeking
to
recruit
new
businesses
to
the
city
reposition
districts
like
the
district
surrounding
market
basket
for
commercial
redevelopment,
as
well
as
foster
equitable
economic
development
in
areas
around
our
waterfront,
with
key
projects
like
295,
eastern
ave,
22,
willis,
street
and
111
eastern
ave.
N
We'll
continue
to
operate
a
robust
technical
assistance
program
and
look
to
increase
resources
with
arpa
funding
to
promote
entrepreneurship
and
small
business
development
in
the
mobility
space.
The
last
year
has
been
really
accentuated
by
investments
in
our
major
transportation
arteries
like
broadway,
beecham,
street
and
central
avenue,
as
many
of
these
projects
are
now
under
construction.
You
know
we're
aiming
to
successfully
see
these
through
to
fruition,
as
well
as
jump
start
investments
in
public
transportation
and
improvements
to
neighborhood
streets.
N
Our
goal
is
to
deploy
a
range
of
community
building
place,
making
and
social
service
programs
that
allow
us
to
increase
social
resiliency
and
empower
residents
to
improve
their
communities
so
token
projects
this
coming
year
will
include
the
renovation
of
the
mace
basketball
courts
with
chelsea
housing
authority,
tenants,
council,
the
development
of
a
new
park
at
ada
clinton
street,
the
redesign
of
chelsea
square,
a
historic
public
space
in
the
heart
of
our
downtown,
as
well
as
place,
making
and
public
art
projects.
That
will
enliven
our
neighborhoods
and
then.
N
This
15
million
dollars
will
be
divided
amongst
affordable
housing,
workforce
and
small
business
development,
open
space
and
environmental
health,
mental
and
behavioral
health,
food
security,
as
well
as
environmental
and
open
space,
and
so,
as
you
can
see
by
the
attachment,
many
of
our
efforts
over
the
coming
year
have
yet
to
be
defined.
We're
presently
distilling
the
recommendations
of
this
community
advisory
committee
into
projects
and
programs
that
will
seek
to
deploy
over
the
coming
months.
N
This
illustrates
the
grant
funded
projects
that
we
have
under
management
right
now.
It
includes
you
know:
significant
infrastructure
projects,
economic
and
workforce
development
initiatives,
housing
development,
as
well
as
climate
resilience
and
environmental
efforts.
So
I'd
be
happy
to
answer
any
questions
about
these
projects
or
about
our
proposed
fy23
budget.
That
council
might
have.
Thank
you.
O
N
So
that's
correct
counselor,
so
these
positions
are
funded
for
three
total
years,
so
our
expectation
is
that
over
the
coming
year,
we'll
be
engaging
with
the
bar
foundation
to
potentially
renew
this
grant
as
part
of
the
terms
and
conditions
of
this
grant
each
year.
During
that
three-year
period,
the
municipalities
of
chelsea,
revere
and
winthrop
have
to
shoulder
a
matching
contribution
so
that
match
grows
each
fiscal
year.
N
O
R
N
That's
a
great
question,
so
the
majority
of
our
outreach
is
really
heavily
dependent
on
our
community-based
partners.
So
we
collaborate
closely
with
community-based
organizations
and
non-profits,
as
well
as
groups
of
residents
to
disseminate
information
about
projects
and
programs.
So
this
includes
some
of
the
conventional
media,
social
media,
as
well
as
direct
on
the
ground
engagement.
A
A
A
A
You're
talking
about
you
add
climate
resiliency,
you
know,
and
now
you
know
the
new
thing
is
that
I'm
not
sure
if
any
of
my
colleagues
have
noticed,
but
now
I'm
starting
the
media
alex
to
talk
about
public
works
projects
which
previously
it
used
to
be
I'd,
meet
with
fidel
or
someone
from
his
department.
To
tell
me
these
are
the
updates
of
what's
going
on
with
the
capital
improvement
projects
and
so
forth.
A
So
I'm
wondering
why
are
we
transitioning
you
know
of
all
things,
cip,
capital
improvement
projects
on
all
the
updates
when
it
used
to
be
someone
like
fidel?
Who
would
keep
me
up
to
date
as
to
what's
going
on,
and
so
I'm
just
interested
in
what
it
which?
What's
your
plan
here?
What's
your
goal
here
and
why
did
why
this
transition
so.
C
We
do
expect
to
be
hiring
individuals
to
help
his
department,
so
initially
they
will
be
grant
funded.
So
some
of
the
opera
money
will
be
spent
on
project
managers
for
certain
of
the
specific
opera
program
funding
that
we
are
going
to
do
so
we
we
are
looking
to
bring
on
at
the
moment
two
project
managers.
C
I
expect
we're
going
to
bring
on
a
small
business
specialist
in
alex's
department
paid
for
through
oppa,
because
that
was
a
specific
request
of
one
of
the
committees,
so
I
do
think
he's
going
to
get
some
personnel
help
that
initially
for
the
next
couple
of
years,
will
be
grant
funded
and
may
end
up
transitioning
in
fiscal
year,
25
or
26
into
additional
employees.
So
this
is
probably
a
department
that
is
going
to
grow
over
time
and
grow
in
the
operating
budget.
C
But
at
least
for
the
next
few
years
we're
going
to
probably
grow
this
department
personnel
wise
through
grant
opportunities,
including
opera
opportunity
in
terms
of
specific
cip
project.
It
does
depend
some
of
them
are
under
the
jurisdiction
of
dpw
and
some
of
them
are
under
the
jurisdiction
of
this
department.
So,
for
example,
beecham
street.
That
is
a
project
that
we
got
a
ep
a
eda
grant
for
that
has
been
under
this
department
since
we
got
that
grant.
C
So
that's
a
that's
a
project,
that's
sort
of
been
opened
that
is
being
overseen
by
almost
exclusively
housing
community
development.
There
are
other
public
works
projects
where
it's
more
of
a
dpw
oversight,
but
for
the
most
part,
alex
and
wu
dpw
and
housing.
Community
development
are
trying
to
work
much
more
closely
and
cooperatively
on
bigger
projects.
So
dpw
personnel
like
rebecca,
works
very
closely
with
alex's
office,
so
the
two
offices
are,
I'm
really
trying
to
get
them
to
be
more
of
a
cohesive
whole
than
existed,
perhaps
three
or
four
years
ago.
C
C
N
And
so
just
echoing
the
city
manager's
comment
regarding
the
the
capital
project,
so
on
many
of
the
infrastructure
projects
that
are
depicted
here,
dpw
and
our
department
work
jointly
to
oversee
so
each
department,
you
know
we'll
assign
dedicated
staff
people
to
handle
specific
project
phases
so
we'll
usually
tackle.
You
know
the
planning
phase
and
the
design
phase
in
conjunction
with
dpw,
whereas
they
take
the
lead
when
it
comes
to
to
construction.
So
we
have
a
good
synergy
between
our
staffs.
A
A
So
my
so,
it
begged
me
to
ask
the
question
how
much
of
these
of
this
budget
this
year,
you
know,
is
without
use
of
any
funds,
and
what
are
we
looking
next
year?
Are
these
how
much
of
the
funds
that
we're
using
on
how
we're
paying
the
budget
in
23
is?
How
much
is
that
actual
revenue
that
will
be
there
next
time
around
or
are
we
looking
to?
A
Is
it
a
one-time
cost,
or
are
we
looking
at
a
revenue
stream
that
is
going
to
be
consistent,
either
based,
and
I
imagine
that
this
is
based?
Again
I
remind
my
colleagues.
This
is
going
to
be
all
based
because
come
october
you're
going
to
be
asking
this
council
to
vote
for
the
two
and
a
half
full
two
and
a
half
percent
increase
in
property
taxes
in
order
to
pay
for
all
this
correct
right,
so
you're
going
to
have
to
that's
that's
how
this
happens.
A
A
C
Yeah,
I
think
that
in
f,
no
there's
nothing.
I
mean
we're
not
there's
no,
there's
nothing
that
we're
supporting
sort
of
off
budget
this
year.
In
fact,
the
opposite
is
sort
of
true.
I've
pushed
everything
like
so
in
past
years,
we
had
this
redevelopment
fund.
Support
that
was
dwindling.
Supporting
people
in
alex's
office
were
no
longer
doing
that.
I
think
this
budget
really
is
as
transparent
as
possible.
Everything
we're
spending
is
being
supported
by
existing
revenue
sources.
C
The
one
thing
that
we're
potentially
going
to
be
adding
during
the
course
of
fy23
are
probably
a
handful
of
positions
that
will
be
funded
by
opera.
I'm
specifically
thinking
about
a
small
business
specialist
in
alex's
office,
a
specific
request
of
the
opera
committee.
I
expect
that
to
be
funded
by
oppa
when
we
hire
someone,
we've
got
a
lot
of
opera
projects,
one-time
large
projects
that
we're
likely
to
do
we're,
probably
going
to
want
to
hire
some
project
managers
for
under
opera
that'll
assist
alex's
office.
C
C
I
am
cognizant
that
I'm
not
looking
to
hire
all
sorts
of
people
under
opera
that
I
can't
sustain
when
opera
funding
ends
and
I'm
very
cognizant
of
that
there
will
be
some
of
those
people
that
transition
to
the
operating
budget,
probably
in
fy
25.
But
it's
not
something
that
I
don't
feel
that
we
can
handle
within
our
operating
budget,
I'm
being
very
careful
to
ensure
that
when
I'm
thinking
about
new
positions
for
fy24
and
fy25
they're
positions
that
I
feel
confident,
this
city
can
handle
with
its
existing
projected
revenue
in
those
years.
A
In
the
past,
it's
been
practiced
by
city
manager,
both
yourself
and
in
the
previous
city
manager.
To
somehow
underestimate
the
large
amount
of
money
that
we
get
in
excise
tax
from
say
the
enterprise
and
that's
in
the
tune
of
like
six
million
dollars,
and
it's
always
an
extra
and
then
you
bake
it
in
and
it
ends
up
getting
used
as
reserved
going
into
free
cash
or
then
transferred
over
to
the
stabilization
fund.
My
question
is,
as
we
look
at
this
budget,
did
you
still
keep
that
estimation
of
six
million
dollars
or
is
the
did?
C
I'm
just
wondering
how
we
did
that
each
year
we're
using
a
little
bit
more,
I
mean
that's
a
volatile
revenue
source
understood,
so
I'm
always
cautious
about
how
much
to
use
we
typically
confer
with
enterprise
and
ask
them
what
do
they
anticipate?
What's
their
market
showing
them?
What
do
they
think
they're
going
to
be
generating
in
chelsea,
and
then
we
sort
of
are
conservative
based
on
what
they
tell
us
on
our
revenue
estimates
again.
C
The
last
thing
I
want
to
do
is
be
caught
where
I've
estimated
a
large
number
for
that
and
get
caught
shot.
You
know
we
saw
that
number
drop
by
10
million
dollars
in
one
year
in
2020,
so
you're
right,
I
am
sometimes
overly
conservative
in
that,
and
that
is
a
large
reason
why
we
sometimes
generate
healthy
free
cash
numbers,
but
in
fy
23
I've
increased
my
estimate
as
to
what
that's
going
to
look
like
from
what
I
did
in
fy
22
and
we'll
continue
to
do
that
in
fy,
24
and
beyond.
A
F
C
I
C
N
So
the
arpa
community
advisory
committee
created
two
main
priorities
under
that
housing
category,
so
the
first
main
priority
is
to
produce
rental,
housing
and
affordable
home
ownership
opportunities
both
for
you
know,
extremely
low
income
populations,
low-income
residents
as
well
as
more
workforce
housing.
So
that
includes
you,
know
low-income
and
moderate
income
housing
production.
N
So
we
imagine
that
that
will
provide
you
know
both
gap
financing
for
projects
as
well
as
funding
to
potentially
acquire
smaller
sites
where
we
could
oversee
you
know:
new
housing
development
projects,
whether
it
be
affordable
home
ownership
projects
or
some
type
of
rental
project.
The
other
category
in
there
pertains
to
eviction
prevention
and
anti-displacement
initiatives.
So
we
envision
that
that
line
item
will
support
homelessness
prevention,
housing
stability,
rapid
re-housing
and
other
forms
of
direct
assistance
to
both
renters
and
homeowners.
N
It's
particularly
noteworthy
because,
as
you
know,
interest
rates
are
rising,
inflation
has
skyrocketed
and
monthly
costs
have
really
become
unsustainable
for
most
households
in
chelsea,
and
so
that's
probably
going
to
be
used
to
mitigate
a
lot
of
those
inflationary
impacts
to
help
keep
people
in
their
homes,
whether
they're,
homeowners
or
or
tenants
in
the
in
the
city.
So
over
the
next
month,
the
administration
will
be
heeding
the
recommendations
of
the
community
advisory
committee
and
developing
projects
and
programs
out
of
those
recommendations.
N
J
It's
kind
of
this
whole
theme
that
I
have
with
the
non-profits
and
the
amount
of
money
that
they
that
I'm
seeing
some
repeats
in
different
departments.
I
saw
la
calora
in
the
school
department
budget
and
the
public
health
budget
and
then
arpa
aside,
because
they
I
get
that
I
see
that
there's
the
collaborative
here,
the
chamber
of
commerce
and
apollonia
theater
is
this
all
the
the
encore
I'm.
J
So
my
concern
is
the
amount
of
money
that
we
continue
to
give
to
different
nonprofits
and
making
sure
that,
because
I've
seen
the
collaborative
show
up
in
a
couple
of
different
budgets
here
through
the
budget
hearings
and
so
arpa
aside,
I'm
trying
to
figure
out
I'm
looking
at
economic
and
work
force
development.
I
see
that
they're
here
again
chamber
of
commerce
and
a
pollinator
theater,
but
specifically
right
here,
is
this
part
of
the
encore
mitigation
fund
that
what
is
this.
N
N
The
remaining
lineups
you
had
mentioned
around
the
pollinator
and
the
collaborative
pertain
to
mostly
state
grants
from
mass
development
and
other
grantors,
so
those
are
grants
that
have
been
secured
in
partnership
with
those
agencies.
Many
of
them
are
actually
going
directly
to
those
agencies,
in
some
cases
to
support
efforts
like
the
downtown
theater
performance
summer,
youth
jobs
and
other
programs
for
any
partnership.
We
have
whether
it's
with
a
for-profit
non-profit,
a
small
organization
or
a
large
organization.
N
N
We
mandate
quarterly
reports
and
then
we
touch
base
with
them
monthly
to
understand
progress,
obstacles
and
whether
they're
meeting
their
their
milestones.
So
you
know
with
that
compliance
process.
I
have
a
lot
of
faith
that
if
there
are
issues
we
catch
them
early
and
we're
able
to
mitigate
them,
but
you
know
that
process
allows
us
to
both
comply
with
a
lot
of
these
funding
sources
and
ensure
all
partners
are
accountable
for
doing
what
they're
supposed
to
do
under
these
these
contracts.
N
C
I
just
want
to
clarify
this:
this
mass
gaming
commission
grant
of
97.5
that's
referencing
black
collaborative
the
chamber
of
commerce
partnership.
That's
a
separate
mass
gaming
commission
grant
that
alex's
office
is
helping
to
oversee
it
is
separate,
and
apart
from
the
annual
payment
to
this,
to
his
department
of
175
000,
okay.
J
The
other
thing
that
I
wanted
to
say
is
that
considering
the
amount
of
work,
because
I
know
that
this
department
is
relatively
new
to
you,
I
remember
when
you
came
in
bright,
eyed
and
bushy
till
dinner,
so
I'm
really
proud
of
what
you've
been
able
to
do
with
this
apartment,
and
despite
everything
that
you
have
going
on
here,
you
were
the
only
department
that
actually
gave
us
a
little
customized
little
presentation.
So
I
just
really
wanted
to
shout
you
out
and
thank
you.
J
K
N
N
K
N
Bills:
exactly
gas
bills,
electric
bills,
water,
sewer
for
low
income,
homeowners
and
tenants
that
aren't
eligible
for
any
other
sources
of
funding.
So
there's
a
lot
of
you
know
state
rental
assistance
that
can
help
out
with
those
types
of
uses,
but
there
are
folks
that
have
too
much
owed
or
aren't
eligible,
so
that
program
is
designed
to
assist
those
low-income
homeowners
and
tenants.
So.
N
Correct
so
we
operate
the
eviction
task
force
in
partnership
with
a
variety
of
of
partners,
and
so
that
is
a
homelessness
prevention
group
that
takes
direct
referrals.
So
if
there's
a
referral
to
be
made,
they
go
through
that
group.
The
clients
assessed
and
then
they're
matched
with
resources
that
could
assist
them,
whether
it's
shelter,
utility
assistance
or
case
management
would.
N
N
K
N
N
K
N
So
we
have,
through
the
eviction
task
force
homelessness
prevention
program,
so
we
have
contract
case
managers,
mental
health,
clinicians
and
other
specialists
in
the
housing
field,
so
that
includes
health
care
agencies
like
north
suffolk,
mental
health
through
the
latino
cart
program,
housing,
families,
the
homelessness
prevention
agency.
I
was
mentioning
to
you
tnd
who
provide
rental
assistance
and,
and
others
so
for
this
particular
program.
We
lease
apartment
units
for
more
medium-term
stays
until
we
can
find
folks
permanent
housing.
N
N
K
N
So
you
know,
our
main
focus
right
now
is
leveraging
the
arpa
funding,
since
a
portion
of
it
was
allotted
for
this
purpose,
as
well
as
pursuing
new
state
and
federal
grants.
So
the
state
received
a
lot
of
arpa
money
as
well
for
homelessness
prevention.
So
we
are
eyeing
a
couple
of
competitive
grant
opportunities
in
the
near
future.
K
N
So
if
we
could,
if
we
couldn't
find
any
other
funding
and
had
no
other
state
grants,
I
imagine
we
would
approach
council
to
continue
some
form
of
this
program.
It
would
be
a
lot
smaller
than
it
is
at
that
point,
since
we
don't
expect
that
this
trend
will
continue
endlessly,
but
it
will
be
a
trend
that
we
experience
for
the
next.
You
know
one
to
two
years.
Thank.
J
C
R
N
I
H
H
N
Yeah
so
I'll
start
with
the
the
infrastructural
aspect,
so
we
don't
actually
have
a
plan
right
now
to
carry
out
a
lot
of
mental
health
programs
in
our
department.
I
think
our
major
goal
right
now
is
to
reshape
health
and
human
services
and
bolster
that
department
as
a
provider
of
both
public
health,
as
well
as
mental
health
services
for
the
community.
So
the
city
manager,
myself,
the
deputy
city
manager,
have
been
spending
quite
a
bit
of
time
and
putting
a
lot
of
thought
into
how
we
can
increase
the
accessibility
of
mental
health
services.
N
And
what
role
does
the
city
play
in
that
not
just
as
a
funder
but
as
a
coordinator
of
services
as
well
as
in
you
know,
a
government
entity
that
can
pursue
additional
funding
to
to
increase
those
services?
So
we
see
kind
of
clinical
and
non-clinical
approaches
being
necessary
here.
So
on
the
non-clinical
side,
everything
from
peer-to-peer
counseling
groups
to
res
community
center
or
community
resource
center,
with
recommendations
of
the
arpa
committee
that
we'll
be
pursuing
on
the
clinical
side.
You
know,
we've
heard
a
lot
about
the
lack
of
accessibility.
O
N
And
so
how
do
we
bolster
the
number
of
providers,
the
number
of
slots,
and
how
do
we
address
some
of
the
insurance
requirements
that
might
be
prohibited
for
for
households
here?
So
we
do
envision
that
the
hhs
department,
you
know,
will
grow
and
provide.
You
know
some
oversight
of
social
and
mental
health
services
to
carry
out
the
arpa.
You
know
mental
health
program.
That's.
N
C
C
I
do
expect
some
piece
of
this
money
will
be
spent
on
an
rfp
to
the
to
providers
to
say:
can
you
respond
to
us
with
some
programming
that
you're
prepared
to
enhance
that
would
meet?
This
need
to
us,
give
us
your
ideas,
and
so
maybe
it's
a
response
from
an
entity
like
not
suffolk
that
says
hey.
We
could
enhance
what
we're
doing
here's
a
proposal
to
do
that,
so
some
of
this
will
be
necessarily
outsourced.
H
H
But
that's
not
the
easiest
thing
in
the
world
to
do
so.
I
wanted
to
know
you
know:
what's?
Is
there
a?
Is
there
a
plan
for
going
forward
and
trying
to
accomplish
this?
I
think
reaching
out
to
you
know
the
you
know.
Our
our
current
partners
is
a
good
idea,
but
it
may
take
something
beyond
you
know
what
we're
who
we're
working
with
right
now
to
bring
in
the
the
amount
of
needed
clinicians
to
deal
with
the
problem,
because
I
think
it's
it's
it's
it's
a
lot
worse
than
we
than
we
know.
N
C
Yeah
of
all
the
of
all
the
buckets
where
oppa
made
recommendations
to
the
city,
this
is
the
one
that's
most
challenging
to
us,
because
we
don't
have
an
easy
sort
of
source.
Hence
my
question.
Yes,
so
I
think
we're
probably
going
to
end
up
outsourcing
this
to
probably
some
innovative
new
ideas
from
some
of
our
community
partners
to
deal
with
this
through
an
rfp
process,
but
I
could
give
you
another
example
like.
C
We
also
want
to
make
sure
that
whatever
little
we
have
in
place,
we
don't
lose
so
this
latino
cut
program
that
alex
mentioned
has
been
really
well
received.
It's
a
collaboration
between
north
suffolk
and
the
school
department
aimed
at
direct
mental
health
services
to
certain
youth,
but
its
funding
is
coming
from
a
source,
that's
expiring.
In
september,
it's
from
a
beth
israel,
determination
of
need.
It
was
a
two-year
program.
The
funding
expires
in
september,
we're
looking
at
these
opera
funds.
C
What's
at
least
once
quick
and
dirty
way
to
provide
some
resources
is
to
keep
that
program
going.
So
we
could
put
out
an
rfp
for
something
like
that.
So
this
is
going
to
be
a
challenge.
We
are
really
just
starting
to
think
about
how
we
best
spend
this
money,
but
clearly
this
bucket
is
going
to
create
the
most
challenge.
H
And
2.5
million
dollars
it
may
sound
like
a
lot,
but
I
don't
think
it's
really
a
lot
of
money
to
do
this
and
I
would
encourage
you
know
as
as
time
goes
on,
that
we
pay
more
attention
to
this
issue,
because
when
we
talk
about
spending
money
for
a
whole
bunch
of
different
issues
addressing
this
issue
may
solve
some
of
the
other
issues.
So
so
so
you
know
in
in
terms
of
being
strategic
and
proactive.
H
It
is
a
place
where
I'm
not
sure
the
federal
government's
been
too
active
in
it
either
not
at
all.
So
so
you
know
it's
it's
my
it's
my
point
and
I
think
that
it
it
for
what
it's
worth
municipal
government
is
the
is,
is
closest
to
the
people
and
has
more
access
to
the
people.
I
also
realize
it's
got
the
least
amount
of
money,
but
but
but
that's
why?
But
that's
why
you
know
we
have
to
be
creative
to
try
to
get
just
like
we
do
with
everything
else.
H
A
O
I
Q
I
I
M
S
S
S
S
S
Overall,
over
the
past
several
years,
we've
expanded
our
operational
training
as
far
as
our
fleet,
our
average
age
of
our
fire
apparatus,
is
only
five
years
due
to
the
capital
improvement
program
proposed
by
the
city
manager
and
supported
by
this
council
and
and
the
previous
councils.
We
have
a
very,
very
good
fleet
of
apparatus
and
equipment.
S
We've
gone
through
a
complete
reorganization
and
modernized,
our
policies
and
our
procedures.
Administratively,
we've
put
in
practices
to
control
and
reduce
the
number
of
injuries
in
the
cost
of
managing
injuries.
We
have
a
great
deal
of
labor
cooperation
within
the
department.
We've
signed
two
contracts
over
the
past
six
years
without
needing
arbitration.
S
We
do
have
some
issues
that
we're
working
on
there's
a
change
in
dynamic
in
the
workforce
where,
especially
our
newer
hires
are
not
are
not
working.
The
extra
shifts
that
is
traditional
amongst
the
older
members
of
the
department.
Normally
when
you
hire
it
in
the
fire
service
members
came
to
work
on
their
regular
shifts
and
and
working
extra
overtime
shifts,
is
just
part
of
that
package.
S
S
S
We
there's
always
been
a
balance
in
in
the
fire
service
to
maintain
24-hour
staffing,
where
there's
a
balance
between
overtime
and
salaries,
where,
if
you
pay
too
much
in
salaries
and
carried
too
many
members
and
paid
too
little
in
overtime,
you
were
overspending
and
vice
versa.
If
you
were
paying
much
more
in
overtime
and
having
fewer
members,
you
were
overspending,
so
there
was
always
a
balance
and
that
formula
has
been
in
place
throughout
most
of
my
career
and
and
that
dynamic
and
that
pendulum
has
shifted.
S
So
we
need
to
move
to
a
model
that
has
more
employees,
because
it's
just
the
modern-day
workforce
is
not.
I
would,
I
wouldn't
say
willing,
but
not
voluntarily,
working
the
shifts
that
are
required
to
fill
all
the
shifts
that
we
need.
So
basically,
I
believe
we're
in
good
shape.
We
have
been
well
funded,
we're
well
equipped
we're
well
trained
other
than
you
know,
to
summarize
being
a
little
bit
short
staff
right
now
which
we're
working
on
we
have
we
brought
on
three
this
week.
S
And
finally,
I'll
tell
you
that
up
until
this
point
we
have
been
on
budget
the
last
six
years.
Last
year
we
gave
back
two
hundred
thousand
dollars
in
the
overtime
budget
and
a
year
ago
I
said,
don't
take
it
away
from
us.
We
had
a
good
year.
Things
went
well,
there
was
a
dip
in
some
activity
due
to
covid,
but
I
told
you
I
would
need
it
and-
and
we
did
need
it
and
and
this
year
we're
going
to
need
a
a
bit
of
a
supplement
as
well.
S
S
S
S
The
hiring
process
with
civil
service
is
very
time
consuming
from
the
time
that
we
call
for
a
requisition
to
hire
new
employees.
It's
usually
12
months
before
they're,
actually
here
trained
and
on
the
line.
So
we
we
do
have
all
the
all
of
the
positions
that
we
are
budgeted
for.
We
have
bodies
to
account
for
them,
but
they're
in
different
phases
of
the
hiring
process
by
the
end
of
the
year,
we'll
have
97
on
board.
S
S
I
would
my
plan
right
now
is:
is
to
is
to
carry
through
this
budget
at
97,
as
as
we
asked
for,
but
all
things
being
equal.
I
expect
to
be
asking
you
for
four
additional
and
to
fund
that
by
dropping
the
overtime
budget,
I
believe
we're
at
a
very
good
balance
of
overtime
to
staffing
right
now,
but
again
that
that
that
dynamic
is
changing.
That
formula
is
changing,
so
I
will
be
asking
in
next
budget
to
increase
that
and
to
fund
it
by
taking
some
overtime
down.
F
M
S
I
S
K
C
K
S
S
S
And
and
on
that
one,
there
was
a
narcan
stipend
and
there
still
is
a
narcan
stipend,
but
the
department
also
carries
epinephrine.
Now
that's
a
new
service
over
the
past
few
years
that
we
enacted
and
that's
for
anaphylactic
shock.
So
it's
something
that
that
first
responders
and
emts
can
inject
for
anaphylactic
shock
and
that's
something
new
and
the
the
union
signed
on
to
the
program
with
with
no
stipend.
J
I
I
S
So
we,
over
the
past
several
years,
we
haven't
struggled
with
overtime
and
in
my
term,
in
my
belief,
it's
not
a
struggle.
It's
a
necessary
component
of
24
7
staffing.
You
cannot
run
a
business
24
7
without
overtime.
You
would
need
120
firefighters
to
eliminate
the
overtime
budget.
That's
what
I'm
talking
about!
There's
always
a
balance
of
how
many
firefighters
and
how
much
overtime!
S
And
if
you
look
at
the
past
several
budgets,
we've
made
that
number
we've
budgeted
about
15
percent
of
salaries
for
overtime,
that's
the
formula
and
over
the
past
several
years,
we've
made
it
in
that
number.
Now.
If
you
see
the
number
over
that
1.25
that
we're
budgeting
it's
because
there
was
some
salaries
that
weren't
used
and
it
was
transferred
to
that
overtime
budget.
S
But
if
you
take
the
salary
number
and
the
overtime
number
together,
that's
the
cost
of
staffing
the
department
and,
in
that
one
number
together
the
salaries
and
overtime
together,
that's
what
it
costs
to
staff.
So
there's
a
balance
there
between
salaries
and
overtime.
Right
now,
I
think
97
has
been
a
a
decent
place
where,
with
97
members
paying
for
their
salaries
and
about
15
percent
of
salaries
for
overtime,
we've,
we've
been
in
a
pretty
sweet
spot.
What
I'm
saying
is
next
year.
J
I
would
love
to
see
it.
The
other
question
I
had
for
you
was
when
we
were
going
through
the
diversity,
equity
and
inclusion
department,
the
person
that
runs
that
department
had
mentioned
that
you'd
gone
through
the
training,
but
not
one
single
firefighter
had
gone
through
the
training.
I'm
just
curious
as
to
why
I
know
police
have
been
able
to
do
it
and
many
other
folks
in
the
department.
I'm
just
curious
as
to
why
no
firemen
have
done
it.
S
S
I
only
have
including
myself
and
my
mechanic
there's
only
nine
people
on
the
day
staff
that's
much
different
than
what
you
would
see
in
the
police
department
and
we're
very
busy.
You
hear
sirens
all
day
long.
The
trucks
don't
stop.
So
there's
only
two
ways
to
do:
training
one
is
to
do
in-service
training,
where
we
we
take
a
fire
company
and
they're
still
in
service.
S
They
have
to
go
on
calls
and
we
start
training,
and
it's
often
interrupted
and
two
is
to
bring
back
people
on
overtime,
because
we
were
over
on
the
overtime
budget
this
year
and
because
we're
somewhat
short
staffed
and
we're
catching
up
on
upper
training.
It
honestly
just
kept
getting
pushed
back.
I
intend
to
do
it.
I've
been
in
contact
with
candice
and
really
that's
that's
the
entire
reason
we
will
get.
It
done.
J
And
then
I
have
another
very
ignorant
question.
I
noticed
that
fire
department,
the
fire
department
they
respond
to
everything,
even
when
we
know
it's
a
medical
call,
even
when
we-
and
I
understand
that
we're
first
responders.
I
get
that.
But
I
look
at
I
go
drive
through
other
cities
and
their
fire
departments,
their
fire
stations
are
dead
and
there's
some
places
in
the
world
that
have
volunteer
firefighters.
I
don't
know
how
in
the
world
that
works,
I
get
where
a
busy
city
I
get
we're
super
dense,
but
are
there?
J
S
Okay,
so
we
don't
respond
to
every
single
we've
made
some
changes
operationally
where
there's
certain
type
of
calls
that
that
don't
require
our
response
and
we've
eliminated
those.
However,
this
is
a
very
busy
active
community.
The
fire,
the
fire
department,
are
the
first
responders
we
contract
out
our
ems
services,
but
the
fire
department
responds
to
all
medical
aid
calls
with
our
ems
provider,
because
the
ems,
the
ems
service
in
general,
is
overburdened.
S
So
there
could
be
a
three
four
five
ten
minute
wait
for
an
ambulance
depending
on
how
busy
we
are
at
any
one
time.
We
have
sufficient
ems
coverage
compared
to
everyone
else
in
metro
fire,
but
we
could
go
from
having
no
calls
for
90
minutes
to
having
seven
calls
in
10
minutes.
So
the
fire
department
goes
to
medical
calls
as
first
responders
to
provide
knock
in
to
provide
epinephrine
cpr.
S
S
That
would
you
know
you
may
consider
that
weren't
necessary.
We
streamlined
and
reorganized
what
we
were
going
to
and
what
we
weren't,
and
there
was
some
some
call
types
that
there
was
already
a
police
office
officer
on
the
scene.
There
wasn't
a
medical
issue,
but
it
could
have
been
a
psychiatric
issue
or
an
alcohol
related
issue
where
we
are
not
needed
there.
We
no
longer
respond
to
those
unless
it
turns
into
a
medical
and.
M
M
S
M
S
S
I
T
M
S
M
I
L
S
T
S
That
is
a
great
question.
We
have
at
this
time
zero
female
firefighters.
We
had
one
female
firefighter
and
she
recently
transferred
under
the
civil
service
system.
We
do
not
have
the
ability
to
give
preference
to
females.
We
are
under
consent,
degree
with
civil
service
for
minority
minority
hiring
to
reflect
the
community,
but
it
doesn't
differentiate
by
gender.
So
when
a
civil
service
exam
is
given
males
females,
all
treated
the
same
veterans,
get
a
preference.
Disabled
veterans
get
a
preference,
but
then
everyone
else
in
the
community
with
residency
falls
in
line.
S
T
I
S
Yeah,
I
absolutely
think
that
we
could
do
a
much
better
job
of
recruitment
we
do
get
out
into
the
schools
with
when
civil
service
is
available.
As
a
matter
of
fact,
most
recently,
we
were
involved
with
the
middle
school
and
the
high
school
career
days.
The
best
we
can
do
is
guide
them
through
the
civil
service
process.
It's
it's
something
that
again
we
we
could
do
a
better
job
of
recruiting
and
and
and
opening
the
door
and
inviting
more
females
in.
But
we
don't
have.
T
B
S
M
S
S
As
far
as
a
civilian
academy.
This
goes
back
to
our
staffing
model,
where
most
of
my
staff
is
on
the
line.
The
police
department
has
a
different
model
where
they
have
several
offices
that
are
on
day
shifts
and
several
offices
on
regular
salary
can
be
detailed
to
programs
like
that.
Everything
that
we
do
in
the
fireside
requires
putting
a
program
together
and
funding
it
over
time.
So
yeah
we,
we
have
I've.
I've
spoken
to
gladys
from
the
collaborative
on
a.
S
E
Q
S
And
one
more
thing:
counselor
on
that,
the
the
the
out
of
grade
number
will
fluctuate
right
now
we
don't
have
a
lot
of
extra
staffing
so
that
we're
not
using
out
of
grade
as
much,
but
when
we
bring
back
our
staffing
that
out
of
grade
number
will
go
up
so
as
the
overtime
balances
the
out
of
grade
goes
up,
so
that
that's
a
number
that
that
we
need
that.
We
anticipate
we're
going
to
use.
M
E
C
C
U
U
As
a
tom
mentioned,
I
started
in
march
and
I
look
for
you
know
forward
every
day,
working
with
our
taxpayers,
we're
responsible
in
our
department
for
valuing
equitably
all
of
the
real
property
and
personal
property
in
the
city.
We
have
about
6
600
parcels
that
we're
responsible
for
our
focus
on
this
year
is
on
data
collection,
for
income
producing
properties.
U
We
are
building
we're
doing
a
lot
of
building
permit
work
in
the
upcoming
months
to
make
sure
we
have
all
of
our
data
set
for
this
fiscal
year
and
making
sure
all
of
our
property
record
cards
are
up
to
date.
That's
going
to
help
with
the
new
growth
number
we
have
about
400,
we'll
be
going
out
on
in
the
next
few
months.
U
Just
our
cases
with
the
appellate
tax
board,
when
a
taxpayer
appeals
their
valuation
past
our
board
of
assessors,
so
I'm
working
quite
earnestly
to
to
get
that
case,
slow,
lower
and
the
liability
lower
to
the
city
and
that
and
that
sort
of
line
item
other
than
that
working
on
updating
our
assessors
maps,
which
I
know
is
kind
of
nerdy,
but
you
know
good
government
good
maps.
It
really
helps
it
helps
with
the
local
ids
for
9-1-1.
U
It
helps
with
just
having
taxpayers
understand
what
they
actually
own
when
they
come
in
the
office,
so
working
with
our
gis
and
that's
in
the
budget.
We
definitely
need
that
and
thank
you
it's
incredibly
important
to
the
city
and
other
than
I
look
forward
to
working
with
you
and
happy
to
answer
any
questions.
C
U
He's
going
to
start
next
week
in
the
field
doing
field
fulfilled
inspections
on
100
all
128
mixed-use
properties.
We're
also
have
sent
income
and
expense
forms
twice
to
all
those
properties.
So
using
those
two
methods,
he'll
be
updating,
every
property
record
card
in
the
city
on
those
128
parcels
and
we'll
have
that
data
for
our
standards
meeting
in
late
summer.
So
that
will
be
ready
for
the
fiscal
year.
A
C
It's
happening
concurrently,
but
we
don't
anticipate
that
process
is
going
to
be
fully
complete
this
fiscal
year,
we're
probably
looking
at
trying
to
have
a
much
better
robust
valuation
for
those
parcels
by
fiscal
24.
But
again
this
is
something
that
we
talked
about
ted
he
made.
He
can
probably
talk
more
articulately
about
that.
U
Yeah
so
particularly
with
commercial
and
industrial,
the
the
better
approach
that
the
state
wants
to
use
and
that
surrounding
communities
generally
will
try
to
use.
Is
the
income
approach
to
value
otherwise
you're,
relying
on
a
cost
approach
which
deals
with
depreciating
a
building
and
figuring
out
a
land
value?
So
the
more
and
more
we
can
get
on
these
income
and
expense
forms,
which
is
their
actual
income
data.
A
And
we
talked
about
during
the
about
a
month
ago,
we
introduced
the
legislation
for
requiring
energy
reports
from
our
larger
buildings.
We
said
that
there
is
a
mechanism
you
may
have
right
now
to
maybe
force
some
of
those
properties
to
report
their
income.
Without
it's,
you
know
you
have,
there
is
existing
law
or
a
fine
or
some
sort.
U
Yeah
there
is
a
fine
why
many
communities
hesitate
to
implement
a
fine.
Is
you
have
to
implement
it
across
all
properties?
So
you
know
if
someone
were
to
have
a
four
unit
apartment
building
and
they
didn't
submit
their
income
and
expense
data.
You
know
it
kind
of
gets
a
little
difficult
that
way,
but
we
have
seen
a
significant
uptick
in
you
know.
I'd
say
last
year
was
one
of
the
one
of
the
issues
that
the
state
said.
U
A
A
A
U
To
say
about
that
approach:
yeah,
it's
totally
a
balance,
so
you
know
every
abatement
we
have
to
do
generally
a
field
inspection
on
or
do
a
pretty
in-depth
analysis
of
their
income
and
expense
data
and
comparing
it
to
the
markets
like
right.
Now.
This
year
we
had
175,
that's
probably
at
the
top
of
what
we
can
kind
of
deal
with
in
january
february,
staffing-wise
just
processing
all
those
it's
a
very
strict
legal
sort
of
guidelines
by
the
state
of
of
just
the
processing
of
all
those.
So
it's
it's
not
like.
U
It's
not
great
for
city
to
have
a
lot
of
those,
but
to
your
point
in
switching
over
to
the
income
approach,
I'm
not
depreciating
a
1912
building,
trying
to
hit
it
and
trying
to
factor
in
a
land
value
I'm
using
their
income,
their
net
income
and
using,
and
we
could
talk
about
capitalization
rates
to
get
to
a
value
where
I
might
be
a
little
more
aggressive.
Is
that
capitalization
rate
to
say
you're
buying
an
income
stream.
U
P
C
C
We
were
able
to
do
it
last
year
because
we
invested
so
much
time,
effort
and
money
and
know
that
that
segregated
group
of
properties,
the
four
plus
apartment
units
we're
trying
to
do
the
same
with
commercial
industrial,
but
the
people
helping
us
do
that
mike
flynn
in
particular-
and
others
have
told
us.
This
is
going
to
take
us
a
probably.
C
A
Just
to
clarify
one
of
my
questions
was
about
the
status
of
a
contract
that
is
listed
here.
Contract
services.
I
asked
what
the
status
of
that
was
because
it's
listed
there's
contract
services.
So
I
asked
what
was
the
status
of
that
contract?
That
status
of
the
contract
happens
to
be
a
third
party
who's
going
out
and
evaluating
properties.
A
The
other
question
I
had
was
about
abatement
budget
because
they
have
a
portion
of
the
budget
goes
into
the
abatement
account
and
if
you
over
value
properties
that
you
have
to
have
the
money
in
there
in
case,
you
start
to
lose
your
abatement
accounts.
So,
yes,
my
two
questions
were
relative
to
the
budget.
Yes,
sir,
okay.
A
The
now
that
james
is
now
back
to
his
regular,
you
know
position
of
his
assistant
assessor.
You
have
an
appraiser
vacant
position
that
is
going
to
be
filled.
When
do
you
expect
that
to
be
filled
and
what
are
we
looking
at
aside
from
the
contract
services,
you
know
site
visits
and
such
because,
in
the
past
we
had
issues
with
trying
to
get
into
properties
you're
not
able
to
access
the
properties.
A
A
A
A
U
U
Buy
buy
the
the
summer
that
july,
one
date's
very
important,
because
that's
kind
of
our
date,
which
we
value
in
chelsea,
that's
our
snapshot.
So
in
a
perfect
world,
they'd
be
kind
of
on
board
by
that
july
date,
and
that
would
help
us
with
our
450
building
permits
of
more
than
25
thousand
dollars
that
we're
going
to
target.
U
Also
our
sales
review,
because
the
state
looks
at
our
sales
every
year,
so
any
private
sales
we
need
to
get
out
in
the
field
on
there's
also
the
cyclical
valuations
that
we
want
to
hit
every
property
at
least
once
in
a
five-year
period.
And
lastly,
during
the
abatement
period,
they're
that
positions.
K
K
U
A
A
The
next
phase,
as
he
was
stating
earlier,
is
now
they're
moving
into
mixed
use,
buildings,
which
is
those
buildings
that
you
see,
retail
on
the
ground
level
and
apartments
above
that's
the
next
phase,
and
that
should
then
close
out
the
loop
and,
as
stated
earlier
within
the
year
after
that,
we'll
have
a
final
review.
Hopefully,
completion
of
all
our
commercial
and
industrial
properties.
K
A
K
U
U
I
B
A
B
A
Effort
or
to
review
the
existing
pilot
programs
have
they
been
at
all
tom.
Looked
at
to
see
if
the
pilot
programs,
you
know,
need
to
be
adjusted,
I
know
chelsea
housing
authority
has
one
the
all
the
nursing
homes
have
won
the
I'm
trying
to
think
if
the
the
100
bellingham
has
has
a
pilot
program
just
curious
if
they've
been
reviewed
at
any
point
in
time
in
the
recent
memory
and
seeing
if
there
needs
to
be
any
sort
of
adjustment
on
those
there.
C
I
think
chelsea
housing
thought
may
be
one
we
looked
at,
but
I
have
looked
at
those
not
in
the
last
year,
but
I
have
looked
at
those
in
the
past.
Almost
all
of
them
are
contractual
and
most
of
it's
made
up
of
a
couple
of
big
ones.
So
there's
the
amount
that
we
get
paid
for
the
mitc
building
is
the
amount
we
get
paid
from
mass
d.o.t
for
the
tobin
bridge.
There's
the
mass
massport
money.
C
B
C
We
just
negotiated
about
a
year
ago
with
lenny
florence,
and
so
that's
relatively
new
and
a
contract.
That's
going
to
be
in
existence,
probably
for
the
next
20
years.
So
I
can
look
again,
but
I
don't
think
there's
much
room
to
renegotiate
anything.
There.
That's
going
to
make
any
material
difference.
A
Pilot
programs
are
basically
a
contract
that
works
between
the
city
and
a
building
or
non-profit
for
buildings
that
are
naturally
exempt
by
state
law
from
paying
taxes,
but
an
agreement
is
made
with
the
entity
be
for
services
rendered
that
so
that
they're
not
a
drain
on
the
community.
You
see
this
a
lot
with
universities
in
boston
and
particularly
like
say,
harvard
bu
and
all
these
bc,
because
they
are
tax
exempt,
but
everyone
knows
they,
they
do
cost
the
community
money
and
services,
and
also
they
take
up
a
lot
of
land.
So
that's
tax
revenue.
A
C
A
T
C
The
senate,
so
the
six
I
mentioned
that,
oh
I'm,
sorry,
the
six
were
the
tiffs
these
these
tax
increment
financing
agreements
that
the
city
council
approved
over
time.
The
council
has
approved
20
odd
of
them
in
the
last.
You
know
25
years,
but
many
of
them
have
expired
and
no
longer
exist,
but
there
are
six
now
that
are
still
in
place
most,
I
think
they're
most
hotel
ones
and
there's
the
the.
U
K
U
K
K
K
They
only
have
right
to
lower,
it
could
be
occupied
low
income,
low
income
so
about
the
ones
that
don't
have
low
income,
so
in
other
words,
by
you,
making
low
income
and
by
giving
you're
giving
privileges
to
people
that
own
these
big
buildings,
because
they
have
low
income
and
a
poor
homeowner
that
owns
his
own
house
and
his
expenses
are
just
as
much
as
them.
They
don't
qualify.
So
they.
U
A
A
A
Affordable
complex
will
get
valued
by
his
department
according
to
the
net
income,
how
much
day
money
they
make
regardless
they
look
at.
They
look
at
the
how
much
income
they
look
at
that.
It's
called
there's
one
of
three
ways:
the
assessor's
assessment
is
done:
income
value
stream,
cost
of
construction
and
sales
data.
If
this
building
has
not
been
sold
at
any
point
in
time
recently
say
an
affordable
project,
affordable
home,
they
forced
them
to
provide
them
the
financial
data
of
that
building
and
say
how
much
money
are
you
netting?
A
A
Then
you're
a
three
family.
Your
example
of
a
three
family
is
based
on
more
often
than
not
what
other
three
families
have
sold
for
two
different
views,
because
there's
a
lot
more
three
families
that
are
sold.
So
if
three
three
families
got
sold
on
your
pr
on
your
street,
then
they're
going
to
look
at
those
three
families
and
say
that's
what
your
house
is
worth.
K
A
A
A
C
U
E
Okay,
so
I'd
like
to
welcome
lou
mimolette,
who
is
the
acting
director
of
dpw?
There
are
eight
sections,
so
I'd
recommend.
If
you
look
at
your
schedule,
there
are
eight
sections
that
are
under
dpw,
starting
with
dpw
administration,
all
the
way
through
to
water
and
sewer
I'd
recommend
we
talk
about
these
individually.
I
suppose.
E
130
139.
Yes,
so
you
could
talk
about
water
and
sewer
together,
because
those
are
very
close
and
budgeted
at
the
same
levels.
Mostly.
I
would
make
a
point
of
clarification
on
page
142
on
page
142
of
the
book.
This
is
the
administrative
division
of
dpw
and
you
notice
the
ftes,
the
ftes
are
0.8
or
80
percent
in
some
cases,
50
percent,
in
some
cases,
20
percent
in
some
cases,
you'll
see
the
other
portions
of
these
salaries
in
the
water
and
sewer
sections
of
the
budget.
C
That
is
because
water
and
sewer
are
separate
budgets,
they're
enterprise
funds,
they're,
indeed
separately
tracked,
and
the
way
those
departments
are
funded
is
through
a
through
rate
payers
to
the
water
and
sewer
rates.
So
we
set
water
and
sewer
rates
to
fully
fund
that
budget,
and
we
include
in
those
budgets
all
the
expenses
and
some
of
those
expenses
are
a
portion
of
people's
salaries.
So
someone
like
lou
mamoet,
the
acting
director.
C
C
C
I
want
to
just
raise
another
point,
one
of
the
reasons
why,
in
this
salary
in
administration,
you
see
such
a
tiny
change,
even
though
the
employees
all
got
raises
and
all
have
raises
kicking
in
for
fy
23,
at
least
in
this
administration
side
is
because
we
one
salary
was
moved
from
administration
to
building
and
grounds
previously.
Within
this
administration
line
item,
we
had
a
salary
for
the
position
formerly
occupied
by
bert
taverner.
C
That
position
was
a
capital
improvements
position
that
was
split
between
administration,
water
and
sewer,
bert
left.
We
have
replaced
that
position
with
a
facility
sort
of
superintendent
building
and
grounds
facilities,
superintendent,
so
that
position
now
will
show
up
in
fy
23
in
the
building
and
grounds
budget
and
you'll
see
it
there.
It's
no
longer
in
this
administration
piece
and
we
just
hired
that
position
and
that
new
person
is
starting
june.
The
6th.
F
C
C
It
will
basically
just
be
another
administrative
person
and
part
of
the
reason
why
we're
anticipating
the
need
for
more
administrative
staff
here
is
because
we
will
be
doing
something
we
expect
to
be
doing
a
fair
amount
of
opera
work
that
is
going
to
involve
more
administrative
need
and
we're,
anticipating
that
that
need
will
be
filled
with
this
junior
business
manager
position.
So.
A
C
No,
that
position
is
reflected
in
the
building
and
grounds
budget,
so
if,
when
we
get
there
you'll
see
it,
but
if
you
wanted
to
quickly
turn
to
page
156
you'll
see
in
that
building
and
grounds
list
of
employees,
a
brand
new
position
called
the
building
superintendent
that
says
new,
but
it's
really
it's
bert's
old
position.
It's
been
moved
from
administration
to
here,
because
what
we
determined
was.
We
didn't
necessarily
need
to
refill
that
old
position.
C
C
A
C
So
when
that
ended,
he
left
we
brought
him
back
on
a
contract
to
help
us
start
working
on
the
e-911
building
and
we're
going
to
have
him.
He
was
going
to
be
the
project
manager
of
that
development,
but
this
position
opened
he
applied
for
it
and
we
hired
him
as
a
full-time
city
of
chelsea
employee
for
this
position.
C
O
A
Your
fields,
operation
manager,
is
81
000
and
he
supervises
everybody
else,
and
the
next
person
below
that
is
at
65
000
fields,
operation,
supervisor,
you're,
hiring
a
guy
coming
in
to
do
the
same
job
almost
same
position,
I
think
at
ninety
nine
thousand
dollars,
which
is
fifteen.
Oh
twenty
thousand
dollars
more
and
then
the
next
guy
below
james
caron
fields,
operation,
supervisors,
making
65.
C
A
C
That's
the
way
the
classification
system
works
in
the
steel
workers
contract.
So
if
we
want
a
building
superintendent
to
have
that
role,
we're
required
to
pay
the
steer
workers
classification-
that
was
that's
a
classified
position
and
it
just
differs
from
you
know:
it's
just
a
different
classification.
I
don't
know
so.
Typically,
one
place
where
you
have
a
difference
is
in
educational
requirements.
C
F
C
V
The
answer
to
your
question
of
is
he
more
qualified?
Does
he
have
a
higher
background
educationally
and
experience
wise?
The
answer
is
yes,
I
think,
if
you're
trying
to
compare
these
two
positions,
it's
it's
there's
some
nuances
there
and
I'll
be
very
brief,
but
I'll
try
to
answer
them.
I
think
the
first
thing
is
is
that
the
buildings
and
grounds
superintendent
in
this
role
is
also
sort
of
doubling
as
the
capital
projects
manager
for
building
related
projects.
V
So
this
person
isn't
really
supervising
a
crew
in
the
field
day-to-day
you
know,
fixing
you
know
small
issues,
small
mechanical
things
or
carpentry
things
related
to
that
they're,
also,
in
addition
to
coordinating
those
folks,
they're,
also
working
on
the
oversight
of
of
capital
projects,
so,
for
instance,
we're
going
to
spend
three
million
dollars
to
renovate
the
911
facility,
we're
gonna,
I'm
not
even
sure
what
the
final
budget
is,
but
we're
working
on
renovating
the
the
attic
space.
So
this
person
is
sort
of
like
a
clerk
of
the
works
for
capital
projects.
V
A
Q
C
Yeah,
by
no
means
am
I
defending
the
steel
workers
classification
system.
We
do
battle
with
them
on
a
regular
basis
about
people
who
we
think
are
underpaid
and
should
be
higher
and
because
they
have
a
classification
system,
we
can't
get
them
to
the
higher
rate
that
we
think
they
deserve
it's
just.
You
know
this
is
a.
A
C
A
C
V
A
Well,
you
know,
that's
that's
the
way
the
nature
of
public
bidding
and
you
know
why
the
contracts
come
so
high.
So
the
question
I
have
is
giving
the
size
of
the
portfolio
that
we
have
and
the
amount
of
work
that
is
done
at
what
point?
Doesn't
it
make
sense
that
the
city
since
you're?
Already
splitting
you
know
departments?
I
mean
some
positions?
A
V
I
I
would
say
that
if
we
could
share
that
resource
with
the
school
department,
I
would
I
would
find
it
hard
to
believe
that
we
couldn't
keep
a
plumber
and
electrician
busy.
So
I
think
that's
a
great
idea,
I
think
in
the
past
there
have
been
folks
like
that
with
those
skill
sets,
but
perhaps
we're
not
licensed,
and
so
we
may
have
had
the
internal
capacity
to
do
some
of
that
work.
V
So
so,
if
you're
going
to
hire
somebody
who's
licensed,
and
I
think
right
now-
that's
a
hard
thing
to
find
somebody
to
work
at
the
pay
scale
of
the
in
the
municipal
world,
given
how
how
the
climate
is
so
you're,
probably
looking
at
somebody
who's
either
on
the
retired
side
or
somebody
who's
just
looking
for
stability,
but
in
terms
of
workload,
I
think
you
know
I.
I
came
from
the
private
sector
where
everything
was
labor
markup.
V
So
you
know
the
labor
markup
oftentimes
in
engineering
is
three:
you
pay.
You
pay
somebody
ten
dollars,
you're
charging
them
out
at
thirty
dollars
in
that
in
in
this
particular
case,
if
you
use
say
two
and
a
half,
if
you
could
have
forty
percent
utilization
out
of
out
of
out
of
one
of
these
people,
then
the
flip
side
against
paying
for
it
on
the
street
is
basically
that
that's
that's,
basically
a
wash.
V
V
It
was
kind
of
my
idea
to
look
at
the
privatization
of
the
water
and
sewer
operation
and
say:
could
we
do
it
better
and
cheaper
and
more
reliable?
It
turns
out.
The
answer
I
think
is
yes.
I
hope
everybody
else
thinks
that
I
don't
see
any
reason
why
any
of
this
is
any
different.
Anything
that
you
privatize
is
going
to
be
more
expensive
than,
if
you
do
it
on
the
public
side.
V
A
Or
think
about
a
program
where
you
have
one
electrician,
working
with
a
local
union
trade
who's
consistently
there
and
then
meanwhile
you're
having
an
internship
with
local.
You
know
local
students,
a
local,
you
know
young
men
and
women
who
want
to
get
into
the
trade
and
that's
all
of
a
sudden,
they're
working
there
as
a
you
know
as
part
of
their
training
process,
the
apprentice
program
you
know
so
I
mean
there
is
definitely
ways
to
make
this
work.
A
I
think,
but
you
know,
I
just
think
that
whenever
I
see
the
other
part
that
I
that
is
a
concern
of
me
is
whenever
I
see
these
vans
outside
our
buildings.
You
know
who
I
know
are
doing
plumbing
and
electrical
work.
You
know,
how
often
are
they
actually
local
versus
you
know
from
outside
the
city,
and
you
know
I'd
like
to
also
try
to
see
if
we
can't
keep
that
business
within
our
community.
You.
V
Know
when
we
go
out
and
for
bids
for
these
kinds
of
services,
we
often
get
companies
that
aren't
local
because
because
I
it's
still
low
public
bid-
and
I
don't
think
we-
I
don't
think
we
have
any
provisions
in
there
that
require
them
to
be
local.
You
know
I
look
at
the
city,
the
city's,
a
fortune,
500
company,
you
know
you
could
equate
that
the
size,
the
dollar
value
the
responsibilities.
V
The
number
of
employees
go,
find
a
fortune
500
company
that
mimics
in
size
and
scope
and
finances
that
which
the
city
equates
to
and
tell
me
if
they
have
a
plumber
on
staff
or
an
electrician
on
staff
if
they
own
a
building.
Because
the
answer
is
yes,
so
you
know
if
you're,
trying
to
if
you're,
trying
to
run
the
city
like
a
company
and
do
it
fiscally
responsible,
then
you
know
there
are
a
lot
of
parallels
to
be
drawn.
V
I'm
certainly
willing
to
look
critically
at
any
of
the
private
contracts
that
we
have
and-
and
we
can
certainly
do
that
in
the
budget-
we'd
have
to
wait
till
the
budget
cycle.
You
know
we
talk
about
that
all
the
time.
If
we
can,
if
we
could
do
something
in-house
and
we
can
do
it
more
cost
effectively
and
we
have
control
then
and
that's
what
we
try
to
do
so
I
hope
that
answers
the
question.
A
T
V
Sure,
I
guess
one
thing
we
forgot
to
do
was
to
introduce
another
person
from
the
dpw
team.
That's
here,
it's
kate,
foxl
who's,
our
business
and
grants
manager
and
our
presentation
was
going
to
be
sort
of.
I
was
talking
about
salaries
and
staff
and
kate
would
answer
questions
related
to
expenses,
and
I
think
this
is
an
expense
question.
I
C
W
Most
of
that
is
related
to
our
public
notices
that
we're
required
to
put
in
the
newspaper
about
public
hearings
or
changes
to
the
trash
schedule.
Things
like
that.
The
printing
line
is
more
of
when
we
reach
out
to
residents
about
various
initiatives
or
issues
related
to
or
temporary
disruptions
during
construction.
T
Thank
you
so
I
we
had
here
janette
from
and
she
spoke
a
little
bit
about
the
long
lines
we
have
downstairs
with
parking
department
and
how
folks,
just
you
know,
really
prefer
that
face-to-face
contact,
and
so
I'm
wondering
what
type
of
face-to-face
or
what
style
of
outreach
are
we
doing
under
communications
for
those
folks
who
may
not
be
accessible
to
an
email
or
you
know
technology.
Thank
you.
W
Yes,
so
I
guess
we
are
in
charge
of
3-1-1
and
we're
working
with
the
city
manager's
office
to
relaunch
a
campaign
about
advertising
the
resources
available
through
3-1-1,
since
it
kind
of
started
right
at
the
beginning
of
the
pandemic.
A
lot
of
people
may
not
have
realized,
or
we
didn't
really
get
to
formally
do
a
launch.
That
says
here
are
all
the
things
311
can
help
you
with.
W
We
do
have
bilingual
operators
who
can
answer
a
lot
of
questions,
so
we
have
a
lot
of
people
that
come
to
the
dpw
window
in
person
asking
for
a
new
recycling
bin,
but
they
could
very
easily
call
that
resource
and
get
personalized
attention
from
their
home.
So
we
want
to
reach
out
to
residents
across
the
city,
we'll
be
doing
ads
on
the
bus
stations
we're
looking
at
putting
up
signs
at
the
park
so
that
families
can
learn
about
them
and
some
other
resources.
W
We
recently
let
residents-
or
I
guess
in
this
case,
property
owners
know
about
the
ability
to
get
a
discounted
rain
barrel
so
that
you
could
then
water
your
lawn
during
the
summer
with
rain
save
drain
water
instead
of
having
to
to
pay
an
irrigation
bill,
and
we
encourage
property
owners
to
tell
their
tenants
about
whatever
message
is
there
also?
Okay,.
W
W
W
C
I
think
one
of
the
things
we're
trying
to
do
with
this
renewed
push
with
3-1-1
is
try
to
get
people
to
understand
a
lot
of
these
things
that
they
actually
come
to
city
hall,
for
they
could
have
just
called
3-1-1
and
we
so
for
a
recycling
bin
or
a
trash
barrel.
Instead
of
coming
to
city
hall,
they
could
have
just
called
3-1-1.
We
would
have
delivered
the
barrel
to
their
house.
They
would
have
never
had
to
leave
their
home.
C
It
would
have
been
much
more
convenient
for
them,
but
we're
trying
to
push
this
service
to
make
services
more
readily
accessible
to
people
rather
than
having
them
come
into
city
hall.
For
things
that
there
was
no
need
for
them
to
come
here.
For
so
we're
trying
to
push
this
3-1-1
service,
because
we
can
get
a
lot
of
better
service
to
residents
by
them.
Just
picking
up
the
phone
and
calling
us.
R
W
C
So
we
have
we've.
We
have
in
the
past
pushed
that
program
reasonably
hard
to
residents
to
know.
We've
talked
to
counselors
about
letting
their
their
network
know
that
we
provide
this
free,
baiting
services
now
up
to
six
family
units.
For
anyone.
All
you
have
to
do
is
fill
out
a
waiver
form.
You
can
do
it
online,
you
can
submit
it
to
isd
online,
so
the
the
bill.
C
The
line
item
for
rodent
control,
is
within
the
dpw
budget,
so
the
bills
come
to
dpw
and
the
reason
it's
there
is
because
there
are
two
parts
to
road
and
control.
One
is
this
isd
program
where
private
residents
get
to
have
free
abatement
services,
but
the
other
part
of
our
rodent
control
cost
is
the
baiting
of
our
public
sewer
system
and
that's
a
completely
dpw
effort,
so
historically
all
the
bills,
because
it's
usually
one
monthly
bill
comes
to
dpw.
C
So
kate
pays
all
the
bills,
but
the
private
home
rodent
program
is
really
under
the
jurisdiction
of
isd.
We
could
certainly
improve
upon
the
publicity,
but
a
lot
of
we
really
push
that
program
hard.
Even
our
vendor
pushes
the
program.
So
when
our
vendor
is
on
a
street
doing
person
a's
house,
typically,
they
will
knock
on
the
next
door.
Neighbor
and
say:
do
you
want
free
baiting,
because
I
just
baited
your
neighbor
and
you
got
a
problem
also.
C
R
R
C
C
So
we
are
now
down
to
we
for
this
year's
budget.
We
reduce
the
contingent
from
a
total
of
four
to
just
three
a
supervisor
and
two
operators.
We
feel
confident
that
that
is
sufficient
to
handle
the
current
volume
of
calls
that
we're
getting.
But
I
don't
have
the
precise
numbers,
but
who
were
kate
may.
V
C
But,
for
example,
if
someone
were
to
call
with
the
rodent
problem,
311
would
say
the
city
has
a
program.
If
you
want
free
road
and
service,
what
you
have
to
do
is
fill
out
a
waiver
form.
You
can
either
physically
go
to
isd
and
fill
this
out
or
if
because
they
have
paper
farms
available
down
in
isd
or
if
you
would
prefer,
you
can
download
the
form
from
the
computer,
fill
it
out
and
and
send
it
via
email
to
e
to
isd,
and
they
will
put
you
on
a
list
for
the
following
friday.
W
So
we,
in
order
to
assist
some
departments
that
have
a
lot
of
people
visiting
in
person,
we
do
directly
route
phone
calls
from
those
departments.
Two
three
one,
one,
three
one
one
operators
will
answer
any
questions
that
they
can
about.
How
does
the
process
work
general
services?
If
there's
a
very
specific
question?
They
do
then
forward
it
back
to
the
department
to
be
able
to
respond
to
that.
W
T
V
The
311
team
actually
has
access
to
the
kelly
and
ryan
database,
so
a
lot
of
times
folks
are
calling
to
get.
You
know
how
much
do
I
owe
on
something
or
where
do
I
have
to
go
to
pay
it
and
there
they
would
have
normally
come
into
the
window
to
do
all
that
and
waited
downstairs
in
line
and
they're
actually
calling
3-1-1
and
getting
somebody
directly
picking
up
the
phone
and
answering
their
question
so
in
many
ways
3-1-1-
and
I
think
the
number
is
something
like
5
000
calls
a
year-
there's
like
5
000.
V
Many
of
those
are
trips
that
would
have
normally
resulted
in
standing
in
line
at
the
window
that
that
were
diffusing.
I
mean,
I
think
what
it
comes
down
to
is.
Is
it's
the
number
of
people
answering
questions
or
processing
things
and
the
number
of
people
coming
in,
and
I
think
that's
just
it's
the
number
numbers-wise
it's
it's.
It's
very
difficult.
I
think
to
to
break
that.
V
T
W
So
very
often
we
do
when
we
do
larger
projects
on
our
streets
and
sidewalks.
We've
engaged
with
an
engineering
firm
that
does
the
design,
and
then
we
contract
out
to
a
firm
who
implements
it,
whether
it's
a
redevelopment
of
an
intersection
to
improve
some
safety
features
or
whether
it's
major
underground
utilities
work.
W
For
instance,
we've
had
a
couple
of
calls
recently
around
residents
who
live
near
busy
intersections
and
they
have
vehicles
that
end
up
in
their
yard
when
there's
an
accident
and
so
they're
looking
for
some
protective
measures,
whether
it's
guardrails
or
bollards
and
again,
we
can
do
those
fairly
quickly,
but
there
does
need
to
be
a
little
bit
of
engineering
design.
So
that's
where
the
professional
services
come
in.
O
X
I
want
to
focus
on
sewer
enterprise.
It
seems
like
we're
jumping
around
in
terms
of
departments,
but
first
congratulations.
I
read
your
key
accomplishments.
It
seems
that
the
work
you've
done
has
allowed
us
to
address
a
lot
of
issues
and
a
lot
of
significant
cost
savings
to
the
city.
So
congrats
on
that
accomplishment.
X
W
X
C
So
I
will
just
say
that
this
year
in
this
budget,
we
have
finally
reached
full
staffing
that
was
presented
to
the
council
when
we
made
that
transfer.
So
when
we
proposed
that
transfer
for
the
first
time
we
said
we
would
have
a
contingent
of
13
employees
in
water
and
sewer
and
over
the
years
since
we
took
over
from
irish
white
we've
slowly
built
up
that
number
trying
to
get
to
13,
because
that
was
the
expected
level
of
service
that
we
felt
was
best
this
year.
C
For
the
first
time
with
the
addition
of
these
two
new
water
and
sewer
employees
that
are
in
this
budget,
we
will
finally
be
at
that
13
employee
number,
so
this
will
be
fy.
23
will
be
for
the
first
full
year,
where
we've
had
a
full
complement
of
what
we
proposed
when
we
took
over
the
system
from
rhy.
I
X
I
keep
hearing
the
water
bill
burden
that
our
constituents
are
facing
and
personally,
when
and
anecdotally
I
can
say
from
talking
to
constituents
even
personally
from
looking
at
our
own
bills.
The
sewer
cost
is
always
higher
than
the
water
cost.
Can
you
explain
why
that
is
and
what
are
we
actively
doing
to
to
counteract
that?
Because
I
mean
we
have
cities
that
our
neighbor
cities
residents
pay
a
bill
for
three
months
worth
of
water,
we're
asking
chelsea
residents
to
pay
500
for
one
month
of
a
water
bill.
X
So
it's
it's
pretty
high
up
and
I
think
that
anyone
here
can
can.
No
one
here
pays
a
hundred
bucks
for
a
water
bill
or
200
we're
paying
a
hefty
amount
in
comparison
to
lynn
in
comparison
to
revere
in
comparison
to
everett.
Our
residents
are
paying
way
too
much
a
month
for
water
than
other
cities
pay
for
three
months
worth
of
water.
C
Okay,
so
I'm
going
to
take
some
time
to
respond
to
this
question.
So,
first
of
all,
when
we
switched
from
rh
white
to
the
city,
we
provided
the
council
with
detailed
accounting
that
we
would
save
money
on
in
the
particularly
in
the
first
three
or
four
years
when
we
made
this
switch
because
we
were
paying
so
much
to
rh
white,
we
more
than
met
those
benchmarks
for
savings
in
the
first
few
years.
In
fact,
in
the
first
few
years
we
provided
the
council.
C
I've
provided
several
letters
to
the
council
with
detailed
spreadsheets,
showing
that
in
the
first
couple
of
years
we
saved
significant
amounts
of
money.
Over
and
above
what
we
promised,
we
would
save
now
going
forward,
it's
kind
of
difficult
to
keep,
projecting
that
because
we
would
have
by
now
had
to
go
out
for
a
rebid
of
the
rh
white
contract.
X
C
C
Payers
saved
money,
because
if
we
hadn't
gone
in-house,
the
water
bills
would
have
been
higher
than
they
were,
so
I
we
never
promised
that
your
water
rates
would
go
down.
In
fact,
I
have
always
said
water,
and
sewer
rates
will
go
nowhere
other
than
up
just
like
taxes,
it's
inevitable,
because
the
major
driver
of
our
water
and
sewer
rates
is
our
mwra
charges
and
those
always
go
up
every
single
year,
and
so
I
could
never
promise
that
rates
will
go
down.
C
What
I
said
is:
if
we
make
this
transition,
the
level
of
increase
of
our
water
rates
will
be
less
than
it
would
be
if
we
stayed
with
rh
white-
and
I
can
definitively
tell
you
that
is
the
case-
that
our
water
rates
right
now
had
we
stayed
with
rh
white
would
have
been
higher
than
they
currently
are
and
would
have
been
higher
than
they
were
in
the
past
three
years.
I
know
that
for
a
fact,
because
our
costs
are
less
than
they
would
have
been
had
we
stayed
with
the
rhy
contract.
C
I
don't
dispute
that
water
and
sewer
rates
are
high
in
this
community.
They
are
high
in
every
mwra
community,
but
they
are
not
higher
than
most
mwra
communities.
We
are
right
in
the
middle.
The
mwra
does
a
rate
analysis
every
single
year
and
chelsea
is
always
right
in
the
middle.
We,
our
water
and
sewer,
combined
rates
on
an
annual
basis
are
pretty
much
in
the
middle
of
all
the
mwra
communities
and
they
tend
to.
C
Their
billing
in
revere
is
quarterly.
Yes,
their
billing
is
quarterly,
but
the
annual
rate
in
revere
has
historically
always
been
higher
than
chelsea,
and
I
don't
have
the
number
in
front
of
me,
but
if
I
had
to
guess,
I
would
guess
that
an
fy
23
and
we've,
given
you
our
numbers,
the
revere
number
will
be
higher.
C
You
know,
and
again
the
rates
for
next
year
are
going
to
go
up
by
two
and
a
half
percent
for
most
residential
rate
payers,
but
the
m,
but
that's
less
than
the
increase
that
we
got
from
the
mwra,
which
was
3.1,
so
our
increase
to
our
rate
payers
is
less
than
the
rate
of
increase.
The
mwra
is
imposing
on
chelsea
in
fiscal
year
23..
C
So
you
know,
I
don't
have
any
comfort
for
rate
payers
rates
will
always
go
up.
It's
just
the
nature
of
the
business.
Mwra
is
the
main
driver
of
our
rates,
because
their
assessment
charges
are
the
biggest
part
of
the
budget.
All
you
have
to
do
is
look
at
the
budget
and
you
can
see.
The
biggest
number
by
far
is
the
mwra
assessment,
both
in
water
and
in
sewer.
So
that's
the
driver
for
the
most
part
of
our
rate
and
mwr
raised
rates
are
always
rising.
C
As
I
said,
we
try
very
hard
to
keep
our
increases
as
modest
as
we
possibly
can.
We
set
a
rate
to
sort
of
break,
even
we're
not
trying
to
make
a
whole
lot
of
money
on
this.
We're
trying
to
give
ourselves
a
little
cushion.
So
we
don't
lose
money
and
and
be
in
deficit,
but
we're
basically
setting
our
rates
to
break
even
year
after.
X
X
A
By
the
way
I
just
want
to
let
everyone
know
just
a
reminder:
I
don't
want
to
go
off
tangent
on
the
water
and
rates,
because
lou
you'll
have
a
hearing
on
the
water
rates
setting.
We
received
the
communication
this
past
monday
and
you
haven't
set
the
hearing
date,
but
that
will
be
the
opportunity
for
we.
C
Always
set
a
hearing
date
in
july
for
water
and
sewer
rates.
I
just
you
know,
understand
the
city's
ordinances,
don't
require
a
hearing
for
water
and
sewer
rates,
but
we
have
all
in
my
tenure.
We've
always
done
it.
I
think
the
city
has
always
done
it.
The
only
rate
that's
required
to
have
a
public
hearing
is
actually
the
trash
rate
in
our
ordinance,
but
we
always
have
a
public
hearing
in
july
on
water,
sewer
and
trash
rate,
so
the
public
can
weigh
in
on
the
rate.
C
A
T
I
received
a
lot
of
concerns
with
snow
removal,
and
so
I'm
wondering
could
you
walk
me
through,
like
is?
Is
the
snow
removal
done
weekends?
Is
it
done
holidays?
You
know
a
lot
of
the
elderly
folks
in
malgolies
that
are
you
know,
use
wheelchairs
are
literally
homebound.
If,
if
we're
not
taking
care
of
those
corners
and
then
also
you
know,
I
sent
a
picture
to
my
colleagues.
T
C
So
I
need
to
explain
snow
removal,
especially
to
the
new
counselors,
so
I'm
going
to
answer
that
question
in
detail
and
then
I'm
going
to
turn
it
to
lou
who
loves
to
talk
about
snow.
But
let
me
just
start
I
I
do
need
you
to
turn
to
page
149.
I
have
to
explain
something
to
the
new
counselors
in
particular.
The
existing
counselors
know
this
quite
well
so
page
149
is
our
snow
removal
budget.
C
The
only
reason
we
put
this
budget
in
this
way
is
because
we
have
no
idea
what
snow
is
going
to
cost
us
and
as
long
as
we
don't
reduce
this
budget
by
one
dollar
as
long
as
we
keep
it
level
funded,
the
department
of
revenue
says
to
us,
spend
whatever
you
want
on
snow
removal.
You
can
go
into
deficit
as
much
as
you
want.
C
C
C
The
budget
really
is
just
a
placeholder
we
spend,
but
that
he's
going
to
say
we
spend
whatever
it
takes
my
direction
to
lou
in
every
storm.
Is
I
don't
care
what
it
costs?
I
want
these
streets
clean.
I
want
sidewalks
clean.
I
want
to
spend
whatever
it
is.
So
we
operate
round
the
clock.
We
do
snow,
removal
round
the
clock.
We
pay
overtime
around
the
clock,
we
start
by
clearing
the
streets.
So
that's
our
first
priority.
We
have
to
get
the
streets
cleared
for
public
safety
purposes.
C
I
have
to
make
sure
police
and
fire
can
get
to
every
building.
So
that's
our
first
priority,
which
is
why
people
will
just
finish
shoveling.
We
plow
them
in
because
I've
got
to
clear
the
streets.
I
can't
worry
that
someone
just
shoveled
here
if
it
means
I
gotta-
bury
a
driveway.
I
have
to
do
that.
Then
we'll
come
back
the
next
day,
usually
and
try
to
clean
up,
then
we'll
try
to
get
intersections
done,
we'll
do
snow
removal
at
night
to
clear
snow,
but
all
of
this
takes
a
few
and
a
big
storm.
C
That
effort
is
three
or
four
days
we're
still
using
a
big
storm,
10,
12,
inches
or
more
we're
still
doing
snow
removal
and
snow
clearing
four
or
five
days
after
the
fact
so
yeah
you
will
get
pictures
of
some
intersection.
That's
blocked
as
soon
as
you
know.
We
know
the
hot
spots
where
to
go,
but
it
will
sometimes
take
us
a
while
to
clear
just
about
every
intersection
in
the
city.
But
I
my
direction,
who
is
cost,
is
no
object
whatever
it
takes.
We
need
to
clear
snow.
C
Having
said
that,
I'm
going
to
turn
to
woo,
but
I'm
going
to
tell
you
what
the
real
snow
budget
was
this
year,
because
I'm
coming
to
you
next
monday
june
monday
june,
the
6th
with
the
request
to
pay
it.
We
spent
over
800
000
on
snow
removal
this
year
and
we
have
an
800.
We
we
spent
800
000,
I
think
more,
so
I'm
gonna
need
an
appropriation
from
free
cash
of
about
eight
hundred
thousand
dollars
to
cover
our
snow
deficit
for
fy22
and
we'll
probably
have
the
same
deficit
in
fy23.
C
A
T
T
Some
homeowners,
who
have
some
concerns
with
some
of
the
the
drainage
of
how
the
water
is
just
kind
of
laying
there
and
just
accumulated
I'm
wondering
with
the
projects
that
we
fund.
What
is
the
long
term
sort
of
like
monitoring
of
how
they're
working
similarly
down
the
street
of
crescent
ave
in
the
clinton
core
development?
T
We
just
had
the
basketball
court
redevelopment
meeting
and
tenants
were
sharing
how
they
still
have
flooding
in
that
area,
and
they
shared
with
me
that
the
city
had
built
some
drainage
projects
there
too,
to
support
with
the
flooding.
But
it's
just
it's
over
flooding
still
and
so
again,
I'm
not
too
sure
about
these
two
projects,
because
I
wasn't
you
know
counselor
at
the
time,
but
I'm
wondering
how
any
project
that
is
funded
under
this
department.
What
is
the
long-term
monitoring
of
how
well
the
the
project.
C
V
I
mean
based
upon
the
way
you're
describing
this.
The
the
first
thing
that
comes
to
mind
is,
it
might
be.
A
catch
basin
needs
to
be
cleaned.
I
mean
that
retaining
wall
has
so
much
crushed
stone
behind
it.
That
I
mean
it's
basically,
a
giant
sponge
and
there's
drains
that
come
through
the
wall.
I
mean
that's
the
best
design
retaining
wall
you'll
find
anywhere.
However,
any
adjacent
catch
basins
to
it
that
get
blocked.
V
V
I'm
a
I
come
from
the
private
sector,
where
you
don't
just
design
and
build
something
you
you
teach
the
client
how
to
own
it
forever
or
through
its
life
cycle,
which
includes
taking
care
of
it.
So
we've
definitely
tried
to
bring
that
attitude
to
the
city
as
well.
So
by
all
means
you
know
we
will
connect
there.
The
project
at
the
lower
end
of
crescent
ave
is
that's
a,
I
believe.
That's
a
public
is
that
a.
V
So
I
mean
we
would
certainly
go
out
there
and
take
a
look
at
it
to
see
what
the
issue
is
to
figure
out,
if
there's
an
interconnection
between
city
infrastructure
and
theirs,
but
some
of
the
flooding
that
that
that
area
basically
backs
up
to
mill.
Creek,
yes,
and
so
there
could
be
an
issue
with
the
connectivity
to
the
creek
hydrology
as
opposed
to
the
drainage
side.
But
again
it
could
be
a
backed
up
catch
basin.
I
mean
you
know
going
back
to
3-1-1.
V
If
a
resident
has
an
issue
and
costs
3-1-1
3-1-1
is
going
to
tell
wsd
to
go
out
there
later
that
morning
to
go.
Take
a
look
at
it
and
they're
going
to
report
back
to
us
to
say
here's
what
we
found.
So
we
definitely
have
a
process
for
receiving
issues
and
and
responding
addressing
and
returning
feedback
once
something's
once
something's
done
and
yeah.
T
T
V
V
Q
W
Q
W
C
T
W
And
we
do
mike
sandoval
does
speak
with
the
residents
before
distributed
them.
We
try
to
understand
why
they're
requesting
a
new
one
if
they
had
one
that
has
disappeared
for
some
reason
or
if
it
was
damaged
or
if
they're,
just
generating
more
trash
than
their
assigned
initially
assigned
barrel
can
handle,
and
we
do
prioritize
those
people
that
did
not
have
a
barrel
that
maybe
they
were
using
their
own,
which
has
now
fallen
apart
or
if
it
was
a
two
family
and
one
of
the
units
was
empty
and
now
both
units
are
full.
C
So
we,
the
council,
approved
a
large
expenditure
a
few
years
ago
to
give
every
resident
new
barrels,
both
recycling
and
regular
barrels,
and
when
we
made
that
huge
acquisition
back,
then
we
had
extras
and
we've
been
doling
out
the
extras
and
we
now
need
to
buy
some
new
ones
to
meet
the
periodic
resident
requests
for
new
barrels.
And
so
this
is
a
line
item
to
do
that.
The
public
barrels
that
you
see
are
in
the
streets
and
sidewalk
budget.
T
W
That
is
trash
pickup
across
the
city,
including
all
of
the
residences
that
the
city
services,
the
larger
buildings,
need
to
have
their
own
trash
haulers,
and
it
includes
everything.
That's
picked
up
by
dpw
staff,
from
the
sidewalk
barrels
from
the
parks
etc,
and
this
largely
reflects
we'll.
We
have
a
negotiated
three
percent
increase
in
our
trash
collection
contract
and
our
trash
disposal
contract,
and
I
closely
monitor
the
trash
volumes
that
are
being
disposed
of
every
month
and
those
have
increased
during
the
pandemic
and
they
look
to
be
plateauing
and
not
continuing
to
increase.
W
C
So
this
is
really
this.
One
is
really
made
up
of
two
large
contracts:
one
contract
with
our
private
hauler
for
residential
properties,
boston,
carting
and
one
a
long-term
contract.
We
have
with
resco
in
saugus
to
dispose
of
the
trash
at
their
location
and
those
those
make
up
the
overwhelming
majority
of
this
2.5
million
dollars,
and
they
have
they
each
have
escalation.
V
V
V
V
V
We
try
to
do
you
know,
proactively
with
outreach
and
providing
some
of
these
free
things,
because
we
think
it's
worth
investing
that
to
maintain
the
quality
for
everybody
else,
but
always
looking
for
ways
for
to
get
the
message
out
there
going
back
to
3-1-1.
That's
another
one
thing
about
3-1-1.
Is
it's
a
place
when
somebody
has
an
issue
they
call.
V
What
we
want
to
do
is
when
two
or
three
people
call
about
the
same
thing
is
we
turn
around
and
blast
it
to
everybody,
so
every
anytime
there's
a
program
or
or
an
issue
where
we
had
a
difficult
time
solving
it.
We
want
to
take
the
solution
and
send
it
back
to
everyone.
We
don't
just
want
it
to
be
a
one.
You
know
a
handful
of
people
calling
in.
V
We
want
to
turn
it
around
and
send
it
out
to
tens
of
thousands
of
people
at
the
same
time-
and
that's
you
know,
dog
waste
is-
is
an
area
where
we
certainly
could
use
more
of
that
to
to
just
kind
of
remind
folks
that
you
know
this
is
their
city
and-
and
you
know
taking
care
of,
it
is
really
everybody's
responsibility.
The
only
other
thing
I
do
want
to
say
is
in
all
the
questions
that
have
been
asked.
V
I,
whenever
I
get
on
this
topic,
I
try
to
to
put
some
context
to
this.
Think
of
it
simply
as
this.
If
you
go
to
a
patriots
game,
60
000
people
show
up
65,
65
000
people
show
up
so
in
this
city,
I'm
a
seasoned
ticket,
although
I
know
exactly
how
many
people
so
in
the
city
between
the
number
of
people
that
live
here
and
the
number
of
people
that
come
here
to
work
every
day,
you're,
probably
in
the
65
000
neighborhood.
V
So
so
the
city
of
chelsea
is
like
a
patriots
game
every
single
day,
not
just
eight
sundays
a
year
and
I
venture
to
guess-
and
I
don't
know
the
real
number
but
there's
more
than
25
or
30
people
like
I
have
on
my
team
that
do
the
taking
care
of
things
and
that's
not
even
to
mention
the
other
20
people
within
the
office
in
the
engineering
team
that
are
figuring
things
out
behind
the
scenes,
so
50
people
to
take
care
of
65,
000
people.
You
go
to
a
patriots
game
you're.
V
There
for
including
getting
in
and
out
of
the
parking
lot
about
eight
hours,
but
but
but
the
city
runs
24,
7
365.,
so
the
number
of
people
we
have
taking
care
of
65
000
people
every
single
day,
the
metric
just
isn't
there!
That's
why,
after
every
patriots
game
the
next
day,
the
place
looks
wiped
clean
because
they
put
that
level
of
effort
onto
it.
The
city
puts
a
significant
effort
into
it,
but
it
pales
in
comparison
to
that
and
so
the
level
of
expectation
by
the
city
council.
V
V
We
go
up
and
down
the
streets
of
broadway
broadway
and
all
the
major
arteries
trying
to
clean
every
single
day,
and
if
we
skip
a
day
you
can
tell,
but
not
everybody
who
lives
and
works
here,
throws
papers
on
the
ground
or
cigarette
butts.
It's
a
very,
very
minor
fraction,
but
for
the
quality
of
life
for
living
and
working
here,
the
city
is
putting
forth
the
kind
of
money
that
it
takes
to
make
the
street
look
great
every
single
day.
V
V
If
the
city
council
said
tomorrow,
we
want
the
parks
cleaner
and
we
and
we're
going
to
let
the
business
owners
on
broadway
sweep
their
own
sidewalks
the
next
day,
we'd
be
at
the
parks
in
full
force.
It's
it's
really
a
balancing
act
of
of
where
the
drivers
come
from.
Everybody
on
this
council
has
my
cell
number
had
fidel
cell
number
that's
kind
of
how
we
do
things.
It
can
get
a
little
crazy,
but
the
effort
is
always
going
to
be
there.
V
M
M
W
L
C
M
C
I
C
If
you
look
at
the
back
on
page
168,
the
last
three
positions
there,
it
says
junior
operator
vacant,
that's
a
funded
position
that
is
unfilled
at
the
moment,
because
we
had
some
turnover
and
then
the
two
new
ones
are
the
ones
we're
asking
to
be
budget.
So
we'll
fill
all
three
we'll
we're
working
to
fill
that
one
right
now,
so
we
have
the
budgeted
money
for
it
and
we'll
fill
the
other
two
as
soon
as
july.
First
rows
around.
L
A
M
E
I
C
Yeah,
so
the
only
thing
that's
really
different
in
this
budget
is:
I've
proposed
twenty
thousand
dollars
for
legal
services,
which
I've
done
in
the
past
to
give
you
money.
If
you
wanna,
hire
your
own
attorney.
This
is
more
than
enough
money
to
put
someone
on
contract,
to
give
you
enough
hours
that
you
would
need.
A
E
E
This
is
up
three
positions
from
last
year.
I
think
it
was
238,
so
this
is
anticipated.
This
is
the
information
we
got
two
months
ago.
So
this
may
change
the
assessment,
won't
change,
but
the
number
of
enrollments
may.
There
are
two
other
pieces
to
this.
Smaller
regional
schools.
One
is
the
medford
school.
With
twelve
thousand
one
person
is
enrolled.
There,
one
students
enrolled
there
and
thirty
eight
thousand
to
essex
agricultural
there's,
one
enrolled
there
and
one
on
the
waiting
list.
So
all
together,
it's
a
million
305.
C
I
will
tell
you
that
this
number
of
1.3
or
the
number
from
northeast
includes
the
first
year's
payment
on
the
new
high
school.
So
is
it
if
the
assessment
was
about
350
000,
it's
included
in
this
price
next
year.
The
assessment
will
be
roughly
the
same,
and
then
it
starts
to
go
up
dramatically
in
fiscal
year
25
and
beyond.
Until
it
maxes
out
in
fiscal
year,
28
at
1.9
million.
C
E
E
E
E
I
will
say
we
we
talked,
I
think,
on
monday
night
about
the
amount
of
money
put
into
the
opeb
trust
and
a
question
came
then,
is
what
is
that
obligation?
So
when
we
talk
about
retirement,
we
also
talk
about
the
catch-up
provision
and
the
unfunded
liabilities.
So
that's
due
to
drop
off
in
fiscal
28,
and
at
that
point
we
would
be
reallocating
the
amount
that
we
have
established
for
this
catch-up
provision
over
to
the
opeb
liability.
E
A
E
Million
is
the
unfunded
liability
in
the
opeb
other
post-employment
benefit
other
than
retirement,
so
medical
and
medical
coverage
for
retirees,
that's
a
decrease
of
100
from
163,
a
decrease
of
39
million.
We'll
have
an
assessment.
I
think
next
year
we'll
be
getting
a
report.
The
actuary
does
this
every
two
years,
looking
at
what
the
obligation
will
be
for
retirees
doing
their
actuarial
projection
so
we'll
have
that
come
to
us
after
we
provide
the
census
data
in
fiscal
23.