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From YouTube: October 14, 2020 Budget Meeting #1 with Public Hearing
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A
Okay,
I
think
we
are
now
streaming
so
welcome
to
the
2021
budget
process
for
the
city
of
ithaca.
A
We
are
you
know
entering
into
a
month
of
deliberations
the
mayor
presented
his
budget
last
week
and
has
turned
it
over
to
council
in
order
to
analyze
and
make
amendments
and
recommendations,
but
before
we
get
into
our
budget
process,
we
do
have
a
public
hearing
on
the
schedule.
We
do
have
several
people
that
have
signed
up
to
speak
this
evening
so
before
we
can
start
that
we
need
a
motion
to
open
the
public
hearing.
Is
someone
want
to
move
that
gram?
A
A
A
B
Yeah,
so
I'm
gonna,
so
everybody
to
be
able
to
hear
now
so
the
first
speaker
will
be
jordan,
clemens
and
after
jordan
will
be
ari
stewart.
I'm
going
to
let
jordan
in
now
and.
B
C
You
go
I'm
jordan,
clemens
with
a
an
organization,
grassroots
organization
called
unbroken
promise
initiative,
I'm
coming
in
today
to
pretty
much
introduce
our
organization
formally
to
the
common
council.
C
I
sat
down
with
cynthia
brock
and
seth
mert
seth
murtaugh,
as
well
as
cevante
the
mayor
in
regards
to
unbroken
promise
initiative
in
the
past.
The
reason
why
I'm
bringing
this
to
your
attention
is,
I
watched
the
proposal
that
cevante
proposed
and
looked
and
seen
that
the
unbroken
promise
initiative
was
not
in
the
proposal
and
I've.
I've
got
a
proposal
and
I
submitted
it
to
the
mayor.
C
I
guess
that
about
about
friday,
before
he
the
following
week,
where
he
spoke
on
the
proposal
that
the
next
window,
the
next
wednesday,
and
so
what
we're
asking
from
unbroken
promise
initiative
is
we're
an
organization
looking
to
build
equity
and
equality
over
on
the
west
end.
I
led
the
rallies
after
occupy
ithaca
started
it
months
ago.
C
After
the
first
rally
that
was
held
occupy
ithaca
gave
me
the
rally
and
pretty
much
said,
we're
gonna
give
it
to
you,
because
you
pretty
much
seem
like
you
have
a
solution
to
the
unrest,
and
so
I
pretty
much
was
the
organizer
for
the
rally
for
the
next
nine
weeks.
C
So
I
launched
unbroken
promise
initiative
through
a
gofundme
six
weeks
in
about
june
23rd,
and
we
raised
25
000
through
the
gofundme
over
25
000.
C
We
are
looking
to
we're
asking
the
city
to
for
60
000
in
total,
we're
looking
for
a
hundred
and
fifty
thousand,
but
we're
going
to
seek
funding
from
the
county
and
other
donors
around
around
the
city,
and
this
will
go
towards
funding
for
the
activities
in
which
we
want
to
bring
over
to
the
west
end
and
deal
with
our
administrative
costs.
C
So
the
activities
that
we're
going
to
provide
is
support
and
moral,
emotional
and
self-care,
and
empowerment,
youth,
mentorship
and
financial
support,
education
and
vocational
training,
financial
literacy
and
business
training
on
planning,
etc
and
community
building,
which
is
very
important.
The
advocacy,
the
hosting
of
community
events,
which
we've
been
doing,
building
access
to
adequate
and
affordable
housing
and
create
employment
at
employment
opportunities
which
we've
been
doing
since
the
very
first
rally.
C
So
we
have
the
we
have
our
treasurer,
which
is
erica
merwin
right
now
who
is
overseeing
the
financial
part.
We
have
legal
from
kerry,
with
hancock
esther
brook
who's
gonna
be
protecting
us
pro
bono.
We
have
a
marketing
media
team
and
we
have
collaboration.
D
A
B
All
right,
so
next
is
ari
stewart
and
after
ari
stewart
will
be
genevieve
brand
and
again
make
sure
that
you
can
see
the
timer
when
you
come
on
in
hello.
E
So
I
wanted
to
talk
about
defunding,
the
ithaca
police
department.
The
ithaca
police
department
is
an
embarrassing
parasite
on
this
city.
City
council
invests
13
million
dollars
in
one
year
and
gets
nothing
back
in
community
aid
from
sarah
cruz's
lawsuit
about
gender
discrimination
to
the
ongoing
fight
for
reparations
for
rose
and
khajii.
Ipd
has
shown
to
be
a
huge
waste
of
resources.
E
Officers
do
nothing
to
reduce
crime
or
improve
life
for
the
community.
They
just
show
up
after
it
happens,
often
times
according
to
their
reports,
gathering
no
information
about
the
situation
and
then
leaving
at
their
best.
They
are
useless
and
at
their
worst
they
shoot
sean
greenwood
in
the
back
and
acquit
the
pig
that
shot
him.
The
leadership
within
the
department
constantly
whines
about
protesters
engaging
in
civil
disobedience
yet
does
absolutely
nothing
to
address
the
issues
that
are
being
called
to
attention.
E
E
I
imagine
it
must
be
exhausting
walking
around
this
city
in
the
cursed
uniform
that
so
many
community
members
fear
holding
the
weapons
they
watch
their
colleagues
use
to
commit
atrocities
around
the
country.
I
can
only
imagine
the
emotional
toll
of
being
so
starkly
on
the
wrong
side
of
history,
of
pledging
allegiance
to
systems
of
oppression
and
white
supremacy.
I
hope
they
quit
soon.
E
Chief
dennis
snare
says
what
happened
to
george
floyd
is
an
isolated
incident
and
a
tragedy.
Yet
last
year
rose
de
groat
had
benjamin
buck's
knee
on
her
neck.
How
is
our
town
any
different?
Are
you
all
waiting
for
another
black
person
to
be
murdered
by
the
police
before
you
acknowledge
the
violence
our
police
perpetuate
just
the
other
day.
They
arrested
a
random
protester
who
brings
food
and
water
every
week,
as
well
as
a
15
year
old
trans
child
five
cops
also
chased
a
black
organizer
down
the
street
and
threatened
to
tase
him
from
behind.
E
Never
once
stating
he
was
under
arrest,
our
community
members
fear
for
their
lives
every
day.
It
is
not
a
coincidence
that,
just
after
you
all
release
a
pitiful
budget
proposal
with
no
significant
cuts
to
police
that
the
police
station
was
vandalized
by
a
few
people,
are
you
more
concerned
with
paint
and
mean
words
or
state-sanctioned
violence,
fire
benjamin
buck,
fire,
jamie,
williamson,
defund
ipd,
in
accordance
with
the
anti-racist
coalition
demands
and
for
the
love
of
god?
Don't
trust
these
pigs?
E
F
Okay,
hi.
I
want
to
echo
something
that
ari
just
said
about
the
ipd
arrests
that
were
made
on
sunday.
I,
the
person
who
brings
food
and
water
was
absolutely
100
not
involved
in
the
graffiti
of
the
station.
That's
a
person
who,
like
genuinely,
is
probably
the
most
wholesome
character
at
these
protests.
Who's
been
there
every
week
who
just
brings
food
and
water
and
holds
a
sign
that
says
justice
for
briana
taylor.
He
walks
around
with
a
dragon
each
time,
if
any
of
you
have
come
you've
probably
seen
him
that
he
was
arrested.
F
Like
makes
no
sense,
it
really
doesn't
that
aside,
what
I
want
to
talk
about
is
more
of
a
wonky
angle
of
like
why
I
believe
that
the
police
here
should
be
defunded.
One
of
the
biggest
things
is
that,
like
the
budget
just
like
from
any
way
you
slice,
it
seems
really
really
unnecessarily
high.
Like
it.
An
insane
amount
of
money
is
spent
on
staffing
and
an
insane
amount
of
money
is
spent
on
benefits.
An
insane
amount
of
money
is
spent
on
other
things.
What
stands
out
to
me?
F
The
most
is
140
000
allocated
for
clothes
each
year
like
there
might
be
information
that
comes
out
of
the
breakdown
of
that,
but,
like
it
with
the
scrutiny,
that's
appearing
of
police
departments
nationwide.
Many
people
discovering
things
that
they
previously
did
not
know
about
the
police
or
about
the
way
that
police
departments
are
run.
F
I
think
that,
this
year,
more
than
any
other
year,
regardless
of
your
position
on
whether
the
police
should
be
defunded,
that
I
would
ask
that
you
give
your
utmost
attention
to
making
sure
that
you
do
as
much
like
informational
discovery
on
the
ipd's
budget,
trying
to
figure
out
the
line
items.
Why
are
140
000
spent
on
clothes?
Why
is
105
000
spent
on
gas
like
how
do
how
does
that
work?
F
They
themselves
have
stated
that
they
are
very
thinly,
stretched
that
they
have
too
much
work
that
they
are
constantly
asked
to
respond
to
calls
that
really
should
not
be
going
to
the
police,
and
I
think
that
an
important
part
of
giving
them
less
work
and
lowering
the
overall
budget
is
reducing
or
even
ending,
patrolling
and
putting
police
in
a
position
where,
if
they're
coming
into
a
community,
it's
because
they've
been
specifically
invited
by
somebody
who's
in
distress
and
needs
them
there,
rather
than
giving
them
basically
discretionary
ability
to
decide.
F
Where
are
they
going
to
hang
out
and
watch
people
that
causes
a
lot
of
problems?
It
means
that
police
are
in
situations
where
they
don't
know
anything
about
the
situation
prior
to
going
into
it.
So
they're
in
a
heightened
fear
state
and
have
like
a
gun,
and
also
honestly,
it
just
uses
a
ton
of
staff
hours
like
it's
a
lot
of
work
for
them,
and
it's
responsible
for
a
lot
of
the
wear
that
goes
on
to
police
vehicles.
Its
response,
the
idling
is
responsible
for
a
lot
of
the
gas
usage.
B
So
next
is
jason
padula
and
after
jason
jason.
We
can
only
allow
him
to
talk.
So
if
you
can
unmute
your
phone
jason
and
then
after
jason
will
be
chloe-
and
I
know.
G
G
G
We
saw
we
saw
footage
of
this
mob
swarming,
a
vehicle
of
an
elderly
couple
that
attempted
to
pass
by
the
ipd
station
people
who
had
already
been
passed
by
came
swarming
back
engaged
in
vandalism
of
this
vehicle.
You
can
see
the
damage
on
the
camera,
they
engaged
in
intimidation,
tactics,
refusing
them
to
pass,
and
you
know,
unfortunately,
the
mayor
referred
to
this
as
a
misunderstanding,
this
was
no
misunderstanding.
This
is
a
tactic
that
we
see
all
across
this
nation,
on
college
campuses
and
in
cities
where
major
unrest
occurs.
H
G
And
the
most
recent
spray
painting
incident
is
completely
unacceptable.
The
messaging
that
was
spray
painted
is
that
of
pure
hate,
ideological
hate,
accusing
our
police
of
killing,
kids
and
being
racist
and
part
of
the
clan,
and
the
fact
that
the
city
officials
were
incapable
of
condemning
the
messaging
behind
this
ideological
mob
is
quite
disturbing.
B
Thank
you,
jason
and
now
is
last
person
to
speak
is
chloe
admitting
chloe
into
the
meeting.
I
Yes,
hi,
everyone
give
me
one.
Second,
can
everybody
here
and
see
me?
Okay,
great,
okay,
so
hi
everyone?
My
name
is
chloe
medina,
I'm
a
volunteer
digital
marketer
with
a
focus
on
social
media,
with
the
unbroken
promise
initiative
outside
of
upi.
I
work
full
time
in
the
nonprofit
sector
in
miami
florida
and
I
bring
that
forward
just
to
bring
my
own
perspective
on
the
growth
of
upi
from
a
marketing
perspective
and
how
fitting
in
upi
into
the
budget
would
be
extremely
important.
I
The
first
time
I
met
jordan
and
the
team
virtually
I
could
feel
the
deep-rooted
connection
to
ithaca
and
the
community
members
in
the
west
end,
but
not
just
in
the
west
and
across
ithaca,
and
that's
really
what
drew
me
in
more
to
volunteering
and
dedicating
my
time
to
this
team.
The
need
is
very
apparent,
and
while
I've
never
visited
ithaca,
the
online
community
itself
for
upi
is
tremendous.
I
I
just
wanted
to
provide
some
social
media
stats
as
well.
The
average
engagement
rate
on
so
on
instagram
is
three
percent
and
upi,
starting
only
in
july,
2020
has
a
13.9
engagement
rate,
and
that
is
all
through
grassroot
efforts.
That
is
all
through
community
help
and
donations
and
the
and
the
efforts
not
only
from
the
digital
president's
presence,
but
also
from
those
on
the
ground,
doing
the
work.
I
There's
also
a
team
of
six
cornell
masters
of
professional
studies,
students
in
the
information
science
field,
who
are
going
door-to-door
in
the
west
village,
with
jordan
to
assess
community
needs
and
amplify
these
stories.
This
is
not
something
that
is
just
a
passion
project
for
all
of
us.
This
is
a
need
for
the
community.
I
I
We
have
used
this
online
platform
and
other
platforms
to
connect
to
public
figures,
local
community
members
to
shape
beyond
just
grassroots
marketing,
and
I
believe
that
then,
that
what
we'll
bring
about
the
change
is
a
positive
one
and
beyond
that,
just
being
able
to
see
what
can
happen
from
this
and
how,
even
in
miami
being
this
far
away,
seeing
organizations
that
are
similar
and
not
even
growing
as
fast
as
upi
is.
I
It
is,
I
think,
going
to
be,
if
not
now
necessary
in
the
future,
to
assist
this
team
to
grow,
because
it's
only
going
to
provide
the
citizens
of
ithaca
and
within
the
west
at
west
end
a
lot
of
the
problems
that
we're
even
talking
about
here
with
police
brutality
and
violence.
It's
going
to
bring
a
streamlined
system
to
something
that
right
now
is
negative,
but
has
always
been
negative
and
needs
to
be
uplifted
in
a
brand
new
streamed
line
way
with
jordan
and
his
team.
B
Thank
you,
so
that
is
all
of
the.
A
Okay,
great,
so
then
we
just
need
a
motion
to
close
the
public
hearing.
Graham,
is
there
a
second
stephen
all
those
in
favor
and
that's
kerry's
unanimously?
Thank
you,
okay.
So
here
here
we
are.
I
did
send
out
the
detailed
notes
for
our
process.
I
wanted
to
just
really
quickly
review.
There
was
a
a
change
that
we
added,
and
I
just
wanted
everyone
to
have
an
understanding
of
that,
and
we
also
wanted
to
talk
a
little
bit
about
the
list
and
sort
of
our
process
moving
forward.
A
We've
all
been
through
this
process
a
few
times.
Anyone
watching
may
not
so
we'll
just
do
this
very
quickly,
so
the
mayor's
presented
the
budget
and
what
will
happen
with
council
is
any
change
that
we
want
to
make
to.
That
will
actually
have
to
be
voted
as
an
amendment,
so
we
will
save
that
actual,
adding
and
subtracting
via
motions
and
resolutions
and
voting
on
amendments
towards
the
end
of
our
process.
A
So
the
way
we'll
start
is
by
taking
a
look
at
any
questions,
taking
a
little
bit
more
segmented
department
by
department,
so
over
the
next
month,
we'll
have
several
departments
that
are
here
to
answer
questions
and
you
know
as
we
as
we
enter
our
deliberations.
We
also
have
this
wonderful
document
called
the
list.
I
don't
know
if
dan
you
wanted
to
share
your
screen.
B
Okay,
now
I
can
hold
on
a
second
here:
whoops.
B
So
can
y'all
see
that
okay,
so
this
is
the
this
is
the
list
that
we've
used
in
the
past.
The
here
is
where
we
put
the
requests
for
additions
or
changes
to
the
budget.
So
far,
we
have
four
that
have
come
in
two
from
police,
one
from
fire,
one
from
giac
the
this
is
like
the
the
request
itself.
B
You
know
basically
add
it
to
the
budget
or
whether
we're
going
to
take
it
out
of
reserves,
and
then
this
is
the
the
how
much
the
net
local
share
will
be.
That
would
go
on
to
the
property
taxes
up.
Here
is
what
the
current
levy
change
is.
The
reason
it's
red
is
because
we've
already
exceeded
the
tax
cap.
The
tax
cap
this
year
is
1.3
percent,
and
so
the
budget
as
proposed
is
far
above
the
tax
cap,
so
that
will
likely
be
read
for
the
duration
of
this.
B
Currently,
the
tax
rate
is
the
same
as
last
year.
The
rate
change
is
zero,
and
then
over
here
is
just
looking
at
one
in
two
family
homes
is
kind
of
gives
you
just
a
sense
of
what
the
impact
is
on
one
and
two
family
homes
taken
together.
The
95th
percentile
means
that
95
of
one
and
two
family
homes
will
see
a
tax
increase
of
less
than
589
dollars.
B
75
will
see
a
tax
increase
of
less
than
294,
half
of
them
will
be
more
than
177,
half
will
be
less
and
so
on
and
so
forth,
and-
and
these
are
basically
just
correspond
to
how
much
their
assessments
went
up.
You
know,
do
they
go
up
by
15
000?
Did
they
go
up
by
30
000?
B
That's,
basically
what
those
numbers
are
and
and
then,
as
we
go
through
at
the
end,
you
know
you
will
be
able
to
go
down
and
and
and
we'll
be
able
to
sh
say
whether
we've
approved
it
or
not,
yes,
or
no,
and
and
then
we'll
be
able
to
see
the
change
in
real
time
on
what
would
happen
to
the
tax
increase.
So
I
will
keep
track
of
any
changes
that
you
suggest.
B
You
know
on
this
list.
Any
additions
or
changes
deletions
from
the
budget
will
add
on
here
at
the
end
of
every
meeting.
I
will
send
this
out
to
you,
so
you
can
see
where
we
are
and
then
at
the
the
last
meeting
where
we
start
making
changes
we'll
just
look
at
this
anything
else.
A
A
B
I
I
think,
that's
likely
it,
but
it's
it's.
I
guess
it's
always
possible.
I
mean
a
few,
I'm
still
waiting
on
budget
narratives
from
a
few
departments.
It's
likely
that
or
it's
possible.
I
should
say
that
requests
above
the
mayor's
budget
might
come
in,
but
I
don't.
I
don't
expect.
A
Okay,
great
and
then
the
only
thing
I
wanted
to
highlight.
That's
a
very
slight
change
to
our
process
for
this
year
is
what
we
think
would
make
sense,
and-
and
again
I
think
we
were
thinking
this
remembering
a
very
long
list
of
options
that
we
had
to
go
through
from
past
years.
If
the
list
stays
this
short,
we
may
not
have
to
do
this
slight
modification,
but
we're
talking
about
perhaps
getting
a
sense
from
council
of
priorities.
A
I
think
that
was
a
request
from
last
year's
budget
process,
where
you
know
we
had
a
list
of,
let's
say
25
things
and
we
made
so
many
modifications
for
the
first
few,
which
were
maybe
smaller.
Some
of
the
ones
at
the
end
were
a
little
larger
and
I
think
there
was
a
preference
at
least
some
consensus
around.
Would
it
be
better
to
get
a
sense
of
which
ones
have
more
support
than
others
so
we'll?
A
I
guess
we'll
make
a
decision
as
to
how
long
the
list
ends
up
being
whether
or
not
we
put
that
process
into
place
for
this
year,
but
that
was
just
a
way
to
to
get
at
that
request.
From
last
year's
process,
we
constantly
tweak
this
every
year
to
make
sure
it
is
working
the
best
for
everyone.
A
So
before
we
get
into
departments,
we
have
a
couple
of
things
that
we
that
we
need
to
do.
The
first
is
if
there
are
any
general
questions
from
council,
unjust,
the
budget
itself
or
general
budget
items
fund
balance
tax
rates,
any
of
those
things
and
and
dan
and
steve,
and
the
mayor
can
answer
those
questions.
So
no
specific
department
questions
right
now,
but
if
anyone
has
any
overarching
budget
questions,
now
would
be
your
time
to
ask
those.
A
Okay,
I
don't
see
any
hands
so
you're,
all
okay
for
no
for
doesn't
mean
you
cannot
ask
one
at
a
future
date.
It's
just
an
opportunity
to
talk
about
that
and
we
did
get
into
a
little
bit
of
it
after
the
mayor's
presentation
last
week.
So
I
guess
then.
The
next
item
on
our
agenda
for
this
evening
is,
if
any
of
you
have
items
that
you
think
you
would
like
to
add
to
the
list
for
tonight.
H
H
That'll
depend
on
what
the
county
does
and
the
other
sources
of
funding
that
they
get
and
what
happens
to
them,
and
I
don't
I
don't
know
where
I'm
going
to
do
some
work
to
figure
out
like
if
we
needed
to
fund
it
ourselves
where
that
money
would
come
from.
I
don't
know
off
the
side
just
yet
so
things
like
that
that
that
I
want
to
think
about.
So
maybe
it's
not
ready
for
the
list
just
yet,
but
it's
something
I'm
thinking
about
depending
on
what
happens.
A
That
would
make
sense
to
add,
probably
to
thursday
the
22nd
when
we
have
other
community
services
discussion.
Does
that
make
sense
dan
to
have
that
discussion
that
night?
Okay,
so
we'll
make
sure
we
put
that
the
county
is
also
their
budget
process
is
occurring
right
now,
as
well,
so
they're
sort
of
parallel.
So
I
know
they
are
going
to
tag
team
one
another.
So
right
now,
we'll
tentatively
add
that
discussion
on
the
night
of
the
22nd
you.
A
H
Well,
I
I'm
I'd
like
to
at
least
again.
I
have
to
do
some
research
but
to
contemplate
mr
clement's
request.
I
know
samantha
just
sent
out
this
proposal
so
again,
I'm
not
ready
to
edit
because
I
don't
know
where
it
would
come
from
and
it's
a
big
ask
under
the
circumstances.
But
okay,
I
am
very
I'm
open
to
considering
great.
A
J
Yeah,
I
guess
I
do
have
a
a
general
question
as
as
it
applies
to
duckson's
question,
so
I
do
understand
that
we
do
have.
We
have
received
some
cdbg
funds,
of
which
I
believe
60
000
is
to
apply
to
the
community
outreach
worker
and
then
another
180
000
to
apply
to
jack
programming
costs,
and
so
am
I
to
assume
under
a
general.
You
know
how
does
that
money
get
accounted
for?
Is
that
does
that?
J
So
when
we
see
the
the
programming
for
the
community
for
giac,
does
it
already
include
that
revenue
in
there
or
is
it
accommodated
or
accounted
for
in
a
different
way?
So
because
I
am
seeing
a
significant
cut
to
gx
budget,
but
then
I
also
see
this
money
coming
in,
so
I'm
trying
to
figure
out
how
to
account
for
that.
J
So
ducks's
question
highlighted
that
for
me
in,
in
addition
to
to
that,
I
noticed
that
we
do
not
have
money
in
the
budget
for
the
mental
health
coordinator
position
where
last
year
we
had
contributed
25
000
to
that.
So
I
would
like
to
learn
more
about
that
position
if
it
will
be
funded
in
another
way,
and
I
believe
the
hangar
theater
contribution
is
not
included
just
to
have
a
discussion
about
that.
J
J
I
would
also
like
to
be
able
to
receive
some
information
with
regards
to
the
increase
in
funding
allocated
to
south
side
community
center
and
what
that
funding
would
be
attributed
to
and
a
better
understanding
of
their
existing
structure
and
staffing.
A
Great,
I
think
I
got
all
that
all
of
those
sound
like
thursday,
the
22nd
conversations
I
think,
they're
all
connected
to
that,
and
just
if
anyone,
you
know,
has
a
list
of
questions
like
this,
getting
them
to
us
ahead
of
time
via
email
is
super
helpful.
I
know
sometimes
it's
hard
to
take
notes
and
facilitate.
I
think
I
got
all
your
questions
down
cynthia,
but
if
you
wanted
to
email
that
that
would
also
be
great.
Thank
you
yup
anything
else
before
we
dive
in
to
our
designated
departments.
For
this
evening,.
A
K
K
Sorry,
maybe
I'll
just
say
now,
because
there's
not
a
great
time
to
say
that
the
unbroken
promise
initiative
did
send
their
proposal
in
last
friday,
which
was
significantly
after
the
april
1st
or
sorry
august
1st
deadline
for
external
budget
requests.
So
there
wasn't
time
to
consider
it
in
in
my
budget
proposal.
By
the
time
I
received
it,
we'd
already
put
the
entire
proposal
together.
B
Yeah,
you
want
to
start
with
ibd
sure:
okay,
I'm
letting
in
the
chief
and
jamie
ramirez
and
let's
see
joe
lee.
A
A
We're
good
so
usually
what
we
do
here
is
we
have
q
a
and
we
also
probably
hear
a
little
bit
more.
I
know
you
have
two
requests
above
the
mayor's
budget,
so
I'll
defer
to
council
to
see
in
which
order
they
would
like
to
do
that.
I
know
ducks
and
sent
a
number
of
questions.
In
said
you
want
questions
answered
first,
do
you
want
to
hear
the
proposal
presentation?
First?
What
would
council.
D
D
M
N
A
Sorry
nobody
talked,
and
then
everybody
talked
all
at
the
same
time
question
the
proposals.
First,
okay,
so
I
will
just
turn
it
over
to
the
chief
and
he
can
review
quickly
the
two
requests
above
the
mayor's
budget,
and
then
we
will
go
into
questions.
So
it's
all
yours,
thank
you,
chief
and
jamie
and
john
for
being
here.
O
Got
it
well,
thank
you,
mayor
council
members,
thanks
for
having
me
so
yeah
I'll
start,
everyone
has
a
copy
of
my
request
above
the
mayor's
budget.
I'll
start
with
really
the
key
issue.
So
I
think
we
all
know
we're
at
a
complete
crossroads
here
in
law
enforcement
right
now,
we're
in
the
reimagining
law
enforcement
phase
and
we're
working
on
that
and
out
of
that,
we're
going
to
be
looking
at
a
lot
of
variety
in
ways
that
we
can
look
at
what
we're
doing
how
we
can
improve
on
what
we
do.
O
Some
of
that's
going
to
really
involve
a
lot
more
outreach.
It's
going
to
involve
training,
it's
going
to
involve
a
variety
of
of
things
that
are
resource
dependent.
So
what
I
did
was,
I
did
an
analysis
just
to
really
paint
a
picture
of
where
we
are
with
our
resources
and
to
explain
some
of
the
things
we
need
to
get
from
where
we
are
to
where
we
need
to
be
and
need
to
go
so
resource
wise
right
now,
with
the
eight
cuts
that
are
proposed.
O
Okay,
so
where
we
are
right
now
is
with
the
eight
cuts
that
were
proposed.
That
brings
our
sworn
staffing
to
61.,
with
we're
looking
at
the
population,
just
the
permanent
population
of
ithaca,
we
have
a
population
of
31
000.,
I'm
not
looking
at
any
of
the.
O
Commuters,
you
know
the
the
people
that
come
into
the
city,
just
our
permanent
population,
the
rate
of
officers
as
per
the
fbi.
The
department
of
justice
is
average
throughout
the
nation
of
2.4
officers
per
thousand
and
that's
again
just
the
average.
I'm
not
going
to
look
at
preferred
rates,
just
just
average
rates
and
with
an
average
rate
of
2.4
officers
per
thousand.
O
We
should
have
74.4
officers
where
we
are
on
paper
with
61
officers
brings
us
to
18
below
that
average,
and
I
know
I
don't
need
to
say
to
anyone
here,
but
ithaca
is
anything
but
average
and
the
policing
the
dynamics.
The
events
we
have
here,
the
expectations
there's
there's
a
lot
to
policing
in
the
city
of
ithaca,
so
that
puts
us
at
18
below
the
average,
but
in
reality
we're
functioning
at
51
because
we
have
10
officers.
O
10
members
who
are
on
the
roster,
but
they're,
not
active,
seven
of
which
will
not
be
active,
will
not
return,
three
of
which
have
long
term
been
out,
but
will
return
at
some
point.
But
inevitably,
as
history
is
shown,
three
more
will
take
their
place
and,
as
a
matter
of
fact,
two
nights
ago,
there
was
an
arrest
of
a
violent
subject
and
three
officers
are
now
out
on
injury,
one
at
least
for
six
weeks
and
a
couple
of
others
until
we
hear
that
they
can
return.
O
O
That's
the
burglaries,
the
robberies,
the
gun
related
calls
they've
all
gone
up
and
I've
been
apprising
the
council
as
we
go
as
to
the
continue
increases
knees.
You
know
we
don't
have
the
ability
to
be
proactive,
so
we
are
reactive
in
nature.
You
know
and
the
things
that
we
would
like
to
see
increases
on,
such
as
our
self-initiated
acts
our
ability
to
deal
with
quality
of
life
issues.
Those
have
gone
way
down
because
again
we
don't
have
the
staffing
to
do
it.
We've
been
content
consistently
robbing
from
peter
to
pay
paul
to
accomplish
our
mission.
O
O
The
quality
control
is
no
longer
there
and
diminishes,
and
the
health
and
wellness
of
the
officers
is
significantly
affected
and
when
we're
looking
at
reform
and
finding
ways
that
we
can
have
the
best
responses
and
the
most
healthy
officers
to
respond,
what
the
way
we're
operating
is
completely
inconsistent
with
that,
and
you
know,
we've
looked
at
every
way.
We
can
change
things
and
adjust
it,
and
everything
has
required
us
to
absorb
our
ancillary
roles
back
into
the
patrol
function
and
as
a
result,
we
don't
have
a
public
information
officer.
O
We
don't
have
a
traffic
unit
for
traffic
safety.
We
don't
have
an
extra
investigator
to
help
with
the
criminal
investigations.
We
don't
have
a
warrants
officer
to
actively
look
for
the
active
warrants
that
are
out
there.
So
what
is
going
on
is
predictable,
we're
seeing
the
increases
in
the
crimes
and
the
quality
of
life.
O
And
when
we
look
at
a
budget,
you
know
for
a
police
department.
We,
a
police
department,
should
be
funded
within
a
municipality's
budget
of
25
to
33
percent
of
whatever
the
overall
budget
is
sometimes
even
higher.
Currently
with
the
budget
here,
we're
budgeted
at
15.7
so,
regardless
of
the
actual
numbers,
if
we
look
percentage-wise
we're
below
on
all
the
percentages
and
that's
why
we're
seeing
these
stark
changes
in
our
crimes
and
we're
using
good
policing
strategies,
we
want
to
get
out
there
and
do
outreach.
We
want
to
be
involved
in
the
community.
O
So
that
would
further
hurt
our
efforts
to
try
to
improve
our
connections
and
and
our
ties
with
the
community,
and
it's
something
I
desperately
want
to
do.
I
believe
in
it,
I
believe,
in
community
policing
at
its
core
and
when
we
look
at
our
vacancies.
The
reason
we
have
those
vacancies
is
because,
as
chief
I
didn't
fill
them
with
people
who
were
not
suited.
We
had
people
who
were
on
the
list
and
those
people
weren't
bringing
to
the
table
the
type
of
skills
and
character
quality
that
everyone
here
would
want
and
expect.
O
So,
as
a
chief
as
I've
done
in
my
previous
agency,
I
leave
those
positions
open
until
I
have
quality
people
who
are
diverse,
who
are
kind
who
are
compassionate,
who,
I
know,
will
treat
people
well,
and
so
that's
what
I
was
banking
on
being
able
to
do
this
year.
We
had
conversations,
many
of
them
with
the
local
civil
service
commission
and
pleaded
with
them
to
give
us
one
opportunity
to
open
a
test
up
nationally.
So
we
can
increase
our
pool
because,
right
now
we
are
not
competitive
and
we
really
needed
to
expand
our
reach.
O
O
It
requires
a
light
at
the
end
of
the
tunnel
and
that
light
at
the
end
of
the
tunnel
is
the
resources,
the
human
resources
and,
again,
I'm
using
the
lowest
number
of
statistics
here
at
that
rate
of
2.4
officers
per
thousand.
There's
other
studies
that
show
2.8
I'm
sticking
at
the
low
one,
I'm
not
looking
at
what
the
chamber
of
commerce
says
is
to
the
amount
of
people
that
actually
come
into
the
city
annually,
I'm
just
keeping
it
to
the
permanent
population
and
to
that
lowest
statistic.
O
We
preserve
our
officers,
health
and
well-being
would
help
us
be
able
to
be
proactive
and
start
putting
a
dent
in
some
of
this
criminal
activity
and,
most
importantly,
being
able
to
get
out
there
connect
with
the
community,
get
them
to
know
the
officers
again
get
them
to
have
an
officer
that
they
can
speak
to
when
there's
a
problem,
not
when
something's
already
out
of
control,
and
so
that's
what
I'm
truly
imploring
this
council
to
consider-
and
the
last
thing
I'll
add
is,
I
know,
there's
been
lots
of
talk
about
defunding
the
police,
but
let's
face
it
anything
we
ever
want
to
improve.
O
We
invest
in
it.
When
you
want
to
improve
your
house,
you
invest
in
it.
When
you
want
to
improve
your
health,
you
invest
in
a
gym
membership
or
you
invest
in
nutrition.
When
you
want
to
improve
yourself,
you
invest
in
an
education.
Investing
is
what
it
brings
about
improvements
and
the
the
the
fund.
The
word
to
fund
in
no
way
is
consistent
with
improving
anything
and
right
now
we
need
investment
into
the
ipd
again,
I'm
willing
to
answer
any
and
all
questions.
O
I
do
really
appreciate
your
your
time
and
for
listening
to
what
I
am
truly
imploring
you
to
consider.
Oh
and
I'll
add
one
more
thing.
What
I
am
asking
for
on,
that
is
to
restore
no
less
than
five
of
the
positions
we
had.
Eight
that
were
vacant-
and
I
understand
the
pandemic-
has
occurred
and
I'm
willing
to
not
ask
for
all
eight
and
just
say.
A
O
Q
L
Q
Okay,
so
you
would
need
a
total
of
410
175
that
would
include
salary
and.
A
A
O
What
I'll
I'll
just
touch
on
it,
then
I'll
turn
it
over
to
jamie
ramirez.
If
there's
anything,
that's
further
requested
on
that,
the
you
know,
one
of
the
things
that
I
truly
believe
in
is
finding
ways
we
can
work
smarter
and
not
harder
and
that's
a
software
program
that
will
help
us
to
extract
information
from
our
records
management
system.
Help
with
our
online
reporting,
maybe
not
require
as
many
officer
hours
to
do
something
that
right
now,
we're
currently
doing
manually
jamie
jump
in
please.
L
L
It
would
allow
them,
I
think,
to
for
people
to
be
able
to
put
in
police
reports
without
actually
a
police
officer
being
like
there
on
the
scene,
I
think,
is
what
he
had
said.
I'm
I
don't
know.
If
that's,
it
would
just
help
with
cut
down
the
amount
of
time
and
resources
it
takes
on
our
side.
A
H
Yeah
well
I'll
start
with
one
you
kind
of
addressed
about
what
what
the
department
would
look
like.
Your
day-to-day
would
look
like
if
we
didn't
do
kind
of
preventative
road
patrols
and
mostly
stuck
to
answering
both
emergency
and
on
emergency
calls.
Basically
waiting
for
people
to
call
upon
us.
O
Well,
honestly,
that's
what's
happening
now
and
that's
why
we're
seeing
such
stark
rises
in
the
areas
that
we
don't
want,
rising
the
violent
crimes,
the
property
crimes.
You
know
we
are
pretty
much.
We
are
a
reactive
agency,
sad
to
say
you
know
I
pride
myself
on
being
able
to.
O
You
know,
be
a
proactive
agency
because
that's
where
the
value
is,
but
that's
what
we're
looking
at
right
now
and-
and
I
think
the
disconnects
we
have
with
our
community
are
emblem-
emblematic
of
that
as
well,
because
we're
not
having
the
ability
to
engage.
I
mean
sometimes
like
today.
We
carved
out
time
to
have
someone
conduct
a
tour
which
was
great
because
we
like
to
have
people
come
in
and
visit
us.
O
We
like
to
be
able
to
get
out
more
and
talk
to
the
business
owners
talk
to
the
community
members,
we're
not
doing
that,
we're
doing
that
to
a
low
level
and
when
people
say
that
they
don't
even
know
the
officers
anymore.
That's
really
one
of
the
main
reasons
why
what's
driving
it.
So
I
think
pretty
much
what
we're
seeing
now
and
then
it'll
just
continue
to
go
down
again.
O
I'm
not
even
sure
like,
as
we
sit
here
now,
we're
trying
to
look
at
the
schedule
of
what
we're
gonna
do,
because
now
three
more
officers
are
out
on
injury,
and
so
it
is
a
real
challenge,
but
we're
we're
looking
at
it.
H
H
Let's
see
I
asked
about
the
I
asked
both
police
and
fire
about
the
clothing
breakdown
again
high
level.
You
have
that.
L
I
do,
and
I
actually
just
emailed-
I
have
all
of
these
answers
written
out
for
you
guys,
if
that's
easier,
so
you
don't
have
to
sit
there
and
write
them
down,
but
so
the
number
that
we
budget
for
is
kind
of
like
a
mix
of
both
like
previous
years,
what
we
actually
spend
and
also
what
we
would
need
to
spend
to
meet
the
contractual
requirements.
L
So
that's
where
the
140
000
comes
from.
That's
if
we
had
filled
all
of
our
positions.
If
everybody
was
active,
so
it's
it's
over,
it's
pretty
high,
I
mean
as
of
right
now,
in
this
year
we've
only
spent
seventy
one
thousand
of
that
hundred
and
part
of
that
is
because
of
the
low
active
staffing
and
part
of
it
is
because
of
the
pandemic.
L
We've
been
on
essential
spending
only
other
years
we
have
like
times
when
we
have
to
replace
like
duty
belt
items
they
like
find
out
something
fails:
a
safety
test,
so
they're
gonna,
replace
equipment
for
the
entire
department,
so
that'll
bump
up
the
cost
and
body
armor
expires
after
five
years,
so
those
costs
off.
So
it's
not.
We
don't
replace
everybody's
each.
Every
five
years,
it's
like
there's
a
few
at
a
time
usually
based
on
like
when
they
were
hired
and
when
including
this
also
is
like
initial
issues
for
new
officers.
L
It
costs
about
five
thousand
dollars
roughly
to
get
everything
for
a
new
officer
and
a
lot
of
that
is
determined
by
the
contract.
L
So
the
actual
numbers
for
this
year
so
far,
33
500
on
uniform
and
duty
belt
items
and
a
lot
of
those
are
charged
back
to
the
officer's
clothing
allowance
which
they
get
for.
They
get
a
thousand
dollars
and
they
can
roll
over
200
from
the
previous
year
and
all
that's
tracked
very
diligently.
If
they
go
over,
they
have
to
pay
the
city
back.
L
L
L
9
500
has
been
spent
on
dry
cleaning
and
repairs,
which
is
contractual
fifteen
thousand
one
hundred
fifty
dollars
is
in
the
pba
contractual
payouts,
where
they
can
actually
get
cash,
that
investigators
get
a
larger
cash
payment.
Everybody
else
can
get
up
to
300
in
cash
to
spend
on
items
that
are
not
necessarily
covered
by
our
vendors
and
then
so
far.
This
year
we
spent
2800
on
body
armor.
H
Oh
yeah
and
you
don't
think
I
mean
yeah
for
the
equipment
parts
you
want
to
be
high
overview
thanks.
L
Oh,
they
said
trust
me:
I've
got
a
spreadsheet
with
you
know,
hundreds
and
hundreds
of
entries,
okay,
so
on
the
equipment
and
parts
for
the
equipment
line.
So
far
we
had
put
some
money
aside
for
body
cameras
to
replace
some
of
them
like
a
few
at
a
time
that
actually
hasn't
gone
through.
Yet
we
are
working
on
that
and
of
that
we've
spent
57
57
700.
So
far
there
are
some
purchases
have
been
made
with
swat
grant
funds
and
then
also
with
siu
funds
which
are
not
included
in
this.
L
That's
been
11
500
on
just
the
supplies
like
batteries,
components
to
emergency
kits,
tourniquets
stuff,
like
that
tickets,
jail
supplies,
lights,
things
like
that
things
that
burn
out
24
400
on
body
cameras,
tasers
weapon,
related
charges
like
ammo
cartridges,
stuff
for
the
radios,
6
100
on
evidence,
handling
related
expenses.
L
It's
a
little
bit
higher
this
year
because
we've
been
improving
the
evidence,
the
standards
that
we
hold
to
so
like
we're
putting
locks
on
things,
and
you
know
just
monitoring,
equipment,
making,
sure
the
temperatures
that's
been
an
ongoing
process
to
meet
accreditation
standards
but
and
the
rest
of
it
is
like
just
the
the
swabs
that
they
need
and
all
of
that
that's
all
part
of
our
equipment
budget.
L
And
finally,
we
spent
almost
16
000
on
things
related
to
the
pandemic,
mostly
masks
and
things
like
that,
but
also
a
uv
sanitizing
unit
for
sanitizing,
like
handcuffs
and
keys
and
small
items,
and
then
an
intercom
system
at
the
front
desk,
so
that
people
are
not
were
able
to
talk
to
officers
and
not
be
you
know
in
the
same
room
it
gave
them
some
privacy
and
stuff
like
that.
L
Okay,
there
was
a
question
about
whether
or
not
equipment
and
clothing
would
be
affected
by
less
staff.
L
And
yes,
that
is
true
to
a
certain
extent,
we
do
have
to
request
a
minimum
amount
to
meet
the
contractual
standards,
so
that's
part
of
it,
so
it
will
go
down
some,
but
it
would
probably
never
go
down
like
completely,
but
I
mean
this
year.
We
won't
be
spending
all
of
the
money
that
we
have
budgeted
and
that
is
because
of
not
having
as
many
active
staff,
the
swat
the
swat
funding
and
this
little
blurb
that
I
sent.
L
I
don't
know,
do
you
guys
want
me
to
read
this
or
dan?
I
just
sent
it
to
dan,
so
he
can
send
it
to
you.
It's
it's
from
jake
young,
the
swatch
commander,
where
he
talks
about
like
it's
the
he
gives
more
details
on
the
training
and
the
equipment,
specifically
that
swat
uses
with
their
portion
of
the
budget.
L
Okay-
and
this
is
the
what
we
put
in
our
actual
operating
budget-
it
includes
the
maintenance
of
the
equipment
in
the
command
truck,
and
this
is
just
in
general.
This
is
not
specifically
for
this
year.
This
is
not
a
typical
year.
Usually
much
larger
portion
of
it
is
for
training,
and
I
can
I
have
those
numbers
on
another
sheet
which
I
can
tell
you.
Training
includes
a
large
number
of
topics,
including
leadership
incident
command,
instructor
certifications,
including
less
lethal
devices,
firearms,
ppe,
medical
training,
including
emt
certifications.
L
We
have
at
least
two
emts,
I
think,
there's
police
operations,
conferences,
which
include
seminars
and
workshops
on
important
modern
police
topics
that
relate
to
swat
and
patrol
operations,
high
risk
operations,
management
to
name
a
few.
All
of
these
areas
are
used
by
officers
and
supervisors
as
they
work
their
daily
jobs
on
patrol
the
equipment.
Purchases
for
swat
depends
on
the
year,
but
equipment
usually
includes
the
uniforms
and
gear
for
new
members
that
are
brought
onto
the
team.
L
L
They
have
their
map
and
height,
and
someone
else
tell
you
exactly
what
that
is,
and
then
there's
a
communication
software
that
they
use,
which
also
comes
out
of
that
budget,
and
I
do
have
a
few
numbers
like
I
said
this
year
is
not
really
representative.
F
L
See
like
this
year
so
far
for
swat
they've
spent
twenty
eight
hundred
dollars
on
maintenance
and
equipment.
Last
in
2019
it
was
4
600
training
this
year
has
only
been
about
6
400,
whereas
in
2019
and
they're
training
this
includes
all
of
their
travel
expenses
and
everything
is,
was
13
000
on
equipment
and
that's
about
the
same.
L
This
year
they
spent
forty
two
thousand
three
hundred
sixty
nine
dollars
2019
they
spent
forty
one
thousand
five
hundred
and
forty
five
dollars
and
compliance
is
usually
about
500
bucks
a
year
and
then
the
software
is
pretty
minimal.
Maybe
a
couple
hundred
bucks
a
year.
O
And
I
think
this
is
probably
a
good
time
for
me
to
segue
in
here.
I
think
it's
really
important
to
understand
why
I
support
the
team
to
the
degree
I
do.
The
team
is
a
part-time
team
but
they're
full-time
officers
who
bring
the
highest
level
of
tactics
and
skills
to
this
community,
a
lot
of
things
that
could
easily
go
wrong
somewhere
else.
O
Don't
go
wrong
here,
because
we
have
officers
and
supervisors
who
have
the
highest
training
to
slow
things
down,
set
up
perimeters,
understand
the
value
of
negotiating,
understand
de-escalating
a
lot
of
this
will
I'll
talk
about
more,
but
in
new
york
state
there's
about
500
to
550
police
agencies,
there's
only
about
15
at
most
that
are
certified
by
the
state.
Ithaca
pd
is
one
of
them.
O
Ithaca,
pd
swat,
is
known
nationally
and
is
highly
recognized
throughout
the
state,
because
it
is
one
of
the
most
professional
teams,
if
not
the
most
professional
team,
and
for
me
it's
a
huge
honor
and
I
don't
think
the
city
really
understands
how
much
doesn't
go
wrong
because
they're
there
and
sometimes
if
something
goes
wrong.
It's
because
there's
no
way
it
can
go
right,
but
this
team
puts
all
the
odds
in
its
favor
of
that
occurring.
O
The
team
is
also
has
to
take
physical
fitness
tests
every
year,
so
they
have
a
higher
level
of
fitness.
They
do
it
twice
a
year,
so
the
officers
that
do
that
have
a
better
chance
of
not
getting
injured,
better
chance
of
staying
healthy
and
for
me,
in
this
time
of
looking
at
attrition
and
all
these
other
things,
that's
a
huge
aspect
that
must
be
considered.
They
also
have
a
very
deep
understanding
of
the
sanctity
of
life
and
they
put
innocence
above
themselves.
O
It's
right
in
their
hierarchy
of
of
their
mission,
and
the
swat
team
was
born
out
of
the
untimely
death
and
killing
of
investigator,
michael
padula
in
1996,
and
the
officers
of
the
ipd
and
former
chiefs
chief
tyler
and
chief
barbour
built
that
team,
so
that
something
like
that
would
never
happen
again.
O
This
team
is
a
reflection
of
what
is
the
best
of
of
tactics
and
understanding,
and
sometimes
when
we
have
serious
incidents
they're
in
regular,
uniform,
but
make
no
mistake,
they're
top
tier
operators
and
that's
why
I
believe
so
much
in
it.
It's
not
about
breaching
doors,
and
it's
not
about
doing
the
stuff
that
gets
bad
press,
not
to
say
that
could
never
happen,
but
they
bring
the
highest
level
of
quality
to
this
police
department
and
to
the
safety
of
this
community
and
the
swat
vehicle.
O
I
know
which
has
been
talked
about:
that's
more
of
a
a
mechanism
to
get
from
a
to
b.
It's
not
armored,
it's
not
protective
in
nature,
it's
more
for
communication
and
negotiations,
because
that's
really
the
first
step.
If
we
can
establish
that
and
and
that's
what
that's
used
for
the
tools
and
the
equipment
they
have
is
mostly
safety
based
we're
looking
at
less
lethal
tools
all
the
time
so
that
we
can
put
the
odds
in
our
favor
of
ending
a
volatile,
dangerous
situation
and
keeping
everyone
safe.
O
O
I
can't
even
measure
and
when
I
know
that
some
of
the
calls
I
hear
on
the
radio
and
then
I'll
ask
who's
going
to
that
call
and
if
I
find
out
some
of
her
like
a
swat
commander
or
swat
operators,
I
have
a
higher
sense
of
relief
because
I
know
what
they're
bringing
to
a
dangerous
situation,
and
that's
that's
it
on
that.
But
I
did.
O
A
Great
thanks,
I
know
we
had
it
was.
Was
that
your
whole
list
of
questions-
and
I
do
know
that
dan
has
sent
the
responses
around
duck-
was
there
anything
that
you
wanted
more
information
on
that?
The
I
know
the
part
of
the
purpose
of
this
is
for
the
public
as
well
to
get
some
additional
information.
So
is
there
anything
you
wanted
public.
H
Can
you
talk
more
about
the
the
hiring?
It
was
good
to
see
that
125
people
took
the
test.
H
So
what
happens?
I
I'm
sorry.
I
listened
to
your
podcast
episode,
but
my
memory
is
terrible
lately.
So
you
remind
me
what
happens
after
the
testing
phase
sure.
H
Those
125
to
oh,
I'm
sorry,
do
you
attribute
those
that
increased
interest
to
the
advertising
budget
we
approved
last
year
for
the
national
reach
or
both.
O
Both,
I
think
you
know
lieutenant
scott
garan,
did
a
lot
with
running
the
recruitment
campaign
and
we
used
the
money
to
do
advertising
and
outreach
and
and
and
we
worked
administratively
to
get
that
test
opened
up,
and
I
think
that
the
cumulative
effects
was
that
we
had
a
turnout
that
we
hadn't
seen
in
in
numerous
years,
probably
at
least
five
years
from
what
I
understand,
and
so
that's
good.
What
happens
next?
Is
we
wait
for
the
results
to
come
out
and
again,
you
know.
O
Sometimes
people
don't
see
the
the
level
of
diversity.
I
am
striving
for
diversity
when
I
bring
on
people,
but
we
have
to
hire
within
the
top
three
based
on
how
they
score
in
a
test,
and
so
we
do
we
conduct
interviews.
The
recruitment
team
does
a
preliminary
interview
and
then,
after
that,
if
the
you
know,
the
recruitment
team
knows
what
we're
looking
for
in
terms
of
quality
within
the
department
and
within
the
community
they'll
bring
that
person
forward.
They
would
get
a
chiefs
interview
and
that
chief's
interview
includes
a
person
from
the
community.
O
The
human
resources
department
myself,
member
of
the
union
and
if
everything's
good-
and
we
think
that
that's
someone
who
will
reflect
the
highest
values
of
policing
and
will
bring
professionalism
to
the
to
the
way
they
do
the
job
within
the
city
we'll
start
moving
along
with
other
parts
in
the
process,
we'll
give
them
a
conditional
offer
and
we'll
do
a
background
investigation,
a
polygraph,
a
polygraph
exam
medicals
physical
fitness
testing
and
some
of
these
orders
may
be
a
little
different.
But
this
is
the
steps
that
have
to
be
achieved.
O
Then,
we'll
also
send
them
out,
which
is
key
to
a
psychological
assessment,
and
if
everything
goes
well,
but
they
don't
pass
the
psychological
assessment
they're
done,
I
don't
move
forward
with
them.
I'll
never
do
that
and
never
bring
on
someone
who
isn't
psychologically
sound
for
this
profession.
O
If
everything
works
out,
they
get
a
job
offer
and
we
try
to
do
it
in
a
truncated
time
period
because
we
have
to
get
them
into
an
academy
and
we
only
use
quality
academies
where
they're
going
to
learn
implicit
bias,
training
where
they're
going
to
be
met
with
all
the
rigors
of
what
they'll
face
in
the
in
the
actual
field
and
and
that's
about
five
or
six
months
so
like
right.
O
Now
we
have
somebody
who's
in
their
field
training
once
they
get
through
with
that
they
go
through
no
less
than
160
hours
or
four
months
of
field
training
that
they.
We
can
know
that
they
can
apply.
What
they've
learned
and
some
people
don't
make
it
through
that
and
again.
Our
end
goal
is
to
have
it
that
they're
safe
and
that
they
keep
the
community
safe
and
that
they
live
up
to
everyone's
expectations.
O
So
that's
if
we
have
one
officer,
but
we
would
just
multiply
that
out
for
two
three
four
five,
hopefully
and
and
that's
the
process
and
then
then
they
just
they
basically
would
then
get
assigned
to
a
shift.
But
that
would
be
only
after.
They
finish
their
field.
Training
program,
so
it's
a
long
process,
but
we
can't
wait.
This
is
one
of
those
things.
O
O
O
O
The
other
thing
that
is
of
note
is,
I
understand,
there's
some
people
who
could
actually
buy
back
military
time
which
I
hadn't
accounted
for
and
if
they
can't
do
it
this
year,
it
would
be
the
following
year,
but-
and
I
understand
that
could
be
a
couple
of
people
but
there's
four
right
now
that
could
have
gone
yesterday.
L
L
No,
no,
it's!
Okay,
that's
all
right!
And
between
now
and
the
end
of
2023,
there's
actually
10
pba
members,
as
well
as
the
two
chiefs
that
would
be
able
to
retire
and
then
there's
three
more
that
there's
legislation
that
that
might
allow
time
to
be
transferred
in
from
the
new
york
state
system
into
the
police
and
fire.
If
that
goes
through,
that
would
be
another
three
people
that
could
go
within
the
next
two
years:
two
fiscal
years
after
this
year.
O
Right
and
that's
why
the
succession
plan
is
so
important,
but
we're
so
so
so
far
behind
it
and
but
and
what
we're
looking
at,
I
I
don't
know
how
the
department
would
recover,
but
though
my
numbers
were
headed
at
four
now,
if
we
add
more
to
that,
then
exponentially,
it
gets
much
more
challenging.
A
Jamie
I
apologize,
my
zoom
was
doing
something
weird,
I
didn't
see
you,
it
just
sounded
like
a
voice
was
coming
from
nowhere.
So
I'm
sorry
for
that.
I
ducks,
and
I
are,
are
we
good
because
I
have
graham
and
donna
and
steven
and
george
and
cynthia
so.
D
A
D
You
deb
and
thank
you
chief
also
thank
you
for
the
conversation.
I
know
we've
had
a
conversation
I
think
you've
talked
to
others
on
council
as
well
and
I've.
Certainly
given
this
a
lot
of
thought
and
as
you
know,
we
have
a
very
tough
budget
coming
up
with
a
lot
of
proposed
cuts
to
services
across
the
entire
city.
So
I
just
want
to
start
by
saying
I
really
appreciate
what
ipd
is
doing
in
terms
of
showing
restraint
during
the
recent
protests.
D
I
know
your
officers
have
faced
some
pretty
abusive
behavior,
and
so
I
just
want
to
start
by
saying
I
do
appreciate
what
the
department
is
doing
so
I
have,
I
guess,
three
questions,
maybe
not
all
for
you,
but
I
would
like
us
all
to
think
about
those
in
the
conversations-
and
I
appreciate
the
narrative
you
gave
us
so
the
first
question
really
and
I'll
go
through
these,
and
maybe
you
can
respond,
and
maybe
others
can.
D
I
am
concerned
about
the
number
of
non-active
members
and
I
know
that's
maybe
not
in
your
control,
but
it
does
seem
that
we
have
a
lot
of
offices
that
are
not
active
for
a
number
of
reasons.
So
I
think
we
need
to
think
about
that.
Maybe
that's
part
of
a
contract
or
something
like
that,
but
I
do
think
that
seems
to
me
to
be
continually
high
in
terms
of
the
effectiveness
of
the
department.
D
D
Yeah
yeah,
let
me
just
and
then
the
third
part
is.
I
would
like
not
necessarily
you,
but
maybe
the
mayor,
so
to
give
us
an
update
on
the
contract,
because
I
I
would
be
a
lot
more
sympathetic
to
you-
know
the
the
requests
that
are
being
made.
If
I
had
some
confidence
that
there
was
some
progress
on
the
contract
because
it
affects
hiring,
it
affects
obviously
the
costs
that
we're
facing.
O
Yeah,
no,
I
I'll
cover
them
all.
So
let
me
go
to
the
second
one.
First
with
the
numbers,
so
one
of
the
things
I
didn't
say
so
out
of
that
survey,
that
was
13
128
agencies
out
of
the
roughly
it's
a
little
less
than
18
000
police
agencies
in
our
country,
so
roughly
75
percent
responded
and
that
national
average
rate
shows
that
number
of
to
2.4
per
thousand,
but
some
of
them
are
higher
at
2.8
and
again,
that's
average,
not
preferred
staffing.
O
The
challenge,
though,
with
ithaca
that
you
can't
just
look
at
the
size
of
it.
Ithaca
is
a
complex
community
for
a
lot
of
reasons.
It's
an
internationally
diverse
community.
We
have
people
from
all
over
the
country
and
all
over
the
world
that
comes
here
so
there's
high
expectations.
There's
lots
of
events
that
go
on
here.
It's
a
very
densely
populated
city,
so
in
densely
more
densely
populated
cities,
crime
is,
is
a
factor.
O
The
other
issue
is
the
there's:
a
high
concentration
of
people,
age
18
to
24
years
old
here,
statistically
that
age
demographic
is
the
highest
to
be
involved
in
violent
crime,
either
as
a
victim
or
as
a
suspect
and
using
those
those
dynamics
totally
puts
ithaca
at
a
level
that
requires
no
less
than
that
2.4
number
again.
Maybe
you
could
use
a
smaller
number
in
the
in
the
community
that
you
know
doesn't
have
the
dynamics.
We
have
the
challenges
we
have
the
demographics
and
and
and
some
of
the
events
and
expectations.
O
But
when
you
look
at
all
that
in
its
aggregate,
that's
why
the
number
I'm
asking
for
is
the
number
that
we
need
and
again
cornell
university,
we're
not
counting
those
students,
but
they
are
part
of
the
downtown
and
part
of
our
policing,
dynamic
and
there's,
obviously,
there's
just
a
lot
of
people.
When
I
talked
to
the
chamber
of
commerce.
O
My
question
was
how
many
people
visit
the
city-
and,
I
said
specifically
the
city
of
ithaca
annually
and
they
said
close
to
1
million,
and
this
year
is
different
because
of
kovid,
but
I
I
wasn't
counting
any
of
that
either.
I'm
not
counting
the
people,
but
that
again
is
all
part
of
the
dynamic
that
involves
policing
here
in
the
city
of
ithaca,
and
I
think
that's
why
so
many
new
hotels
are
going
up
and
we
have
a
lot
of
people.
O
But
again
I
only
used
the
lowest
number,
which
was
that
permanent
population
of
31
000
and-
and
I
and
I
kept
it
at
a
respectable
2.4
and
I
didn't
go
to
a
preferred
staffing
of
like
three
officers
per
thousand
or
even
2.8.
I
just
kept
it
at
the
low
number.
The
first
question
you
asked:
graham,
can
you
repeat,
I'm
sorry.
The
first.
D
One
was
the
level
of
offices
on
long-term,
basically
on
long-term
disability
or
or
not
active,.
O
Yeah
completely
100
agree
with
you.
I've
brought
that
issue
to
hr
from
the
minute.
I
came
here
because
I
just
think
that
it's
it's
a
drain
of
the
limited
resources
that
we
have
to
know
that
that
person
holds
a
position
but
isn't
here
and
if
there's
not
a
pathway
to
them
coming
back,
then
they
should
either
well
one
have
a
pathway,
they
could
come
back
or
be
medically
retired
and
I
again
don't
control
that
I've
brought
it
forward.
O
I
don't
know
why
it's
occurring,
but
again
that
would
free
up
positions
and
and
right
now
we
have
several
people
on
there
that
you
know
two
of
them.
I
know
have
we
finally
got
moved
along
one
person
who
has
been
on
there,
for
I
want
to
say
10
or
11
years
who
had
just
gotten
moved
along.
I
want
to
say
within
the
last
calendar
year
I
think,
right
now
we
have
two
people
on
there.
O
One
has
easily
been
out
of
work
for
two
years,
another
one,
maybe
four
or
more,
and
then
some
other
ones
there's
some
other
issues
where
they're
not
here,
but
there's
there's
numerous
people
that
to
that
point,
I
completely
agree
that
that
should
be
an
emphasis.
A
And
is
now
in
the
meeting,
and
so
is
ari.
So
I
think
some
of
your
hr
questions
about
moving
people
off
that
have
been
in
that
long
term
standing.
She
can
probably
help
with
and
ari
can
probably
help
with
your
contract
question.
Graham,
so
I
don't
know
if
yeah
or
willing
that's
why
we
moved
you
over
shelly.
Do
you
want
to
address
the
hr
questions
and
then
ari
can
give
an
update
on
the
contract.
A
S
D
S
G
D
D
Not
all
in
a
long
term
disability,
but
nine
non-active
members
right
now.
S
Yes,
and
it
does,
are
we
including
the
current
the
well?
We
don't
have
them
designated
yet
so
yeah.
We
are
working
closely
with
our
insurance
agency
to
monitor
individuals,
progress
for
those
that
it
appears
either
have
been
designated
as
long-term
disability.
We
have
moved
forward
on
applying
for
disability
retirement.
We
have
one
two
that
are
that
have
been
submitted
to
the
state
and
we're
just
waiting
to
hear
back.
S
We
have
one
that
we
don't
have
a
determination
on,
but
we're
expecting
to
move
forward
on
that
one
as
soon
as
we
get
a
determination
so
and
some
of
them
we
just
if
we
don't
have
an
indication
that
they're
not
able
to
return
to
full
duty,
there's
not
a
lot
that
we
can
do
in
terms
of
filing
for
disability
retirement,
because
we
don't
have
the
the
su
the
support
or
the
documentation
to
support
that
request.
R
Sure
glad
to
so
I'm
sorry
for
the
headphones
yeah.
The
contract
is
pending
interest
arbitration
that
actually
begins
tomorrow,
as
it
happens,
which
means
that,
because
the
pba
and
the
city
were
unable
to
reach
agreement
at
the
bargaining
table
last
year,
the
legal
process
requires
that
an
arbitration
panel
will
actually
impose
a
contract.
This
contract
is
only
for
contract
years,
2014
and
2015.,
and
will
then
lead
to
what
we
hope
to
be
further
negotiations.
R
R
So
that's
the
short
version
of
the
contract,
and
if
there
are
any
questions
I
might
answer
them.
H
K
I
could
jump
in,
though,
and
just
say
forward.
Thank
you
r
for
the
update
on
contracts.
I
think
this
numbers
game
is,
you
know
a
fool's
errand
trying
to
figure
out
what
is
the
right
number
of
officers
based
on
any
other
city.
It's
never
going
to
work
out.
Why?
Because
crime
is
complicated,
it's
multifaceted.
The
reasons
deposit
are
complex.
The
chief
has
said
tonight
that
the
reason
there
are
more
robberies
this
year
is
because
there
are
fewer
officers
and
yet,
between
2012
and
2019,
we've
had
increasingly
fewer
officers.
H
K
Increasingly,
fewer
crimes:
why
is
that
it's
because
crime
is
not
only
a
function,
it
is
a
function
of
how
many
officers
you
have,
but
it's
also
a
function
of
how
strong
the
economy
is,
how
strong
your
social
supports
are
and
what
else
is
happening
in
the
world
and
in
every
police
department
across
the
country.
We're
noticing
more
crimes
of
desperation
because
of
the
coronavirus
and
those
lockdowns.
K
Now
we
can
make
these
numbers
say
almost
anything
we
want
I've
seen
it
we've
all
been
through
it
before
x,
number
of
officers
per
per
beat
per
shift
or
whatever,
but
I
think
the
smarter
way
to
approach
this
is
to
recognize
that
it's
not
writing
on
the
wall.
It's
just
a
reality
that
each
officers,
the
city
is
investing
more
and
more
in
each
individual
officer,
as
the
current
contract
becomes
more
expensive
and
the
contract
that
hopefully
we
get
neither
through
arbitration
or
through
coming
together
at
the
table,
will.
J
K
Our
investment
in
each
individual
officer
even
higher,
that's
why,
even
though
we
have
fewer
officers
now
than
we
did
in
2012,
the
total
departmental
budget
is
higher
right.
So,
if
we're
investing
more
in
each
officers-
and
we
know
that
our
bottom
line
can't
support
adding
back
8
10
12
20
police
officers-
that's
never
going
to
happen.
Given
our
finances,
we've
got
to
get
serious
about
becoming
more
creative,
more
efficient
in
reforming
our
operations.
I
think
that
is
the
only
path
forward
right.
K
Most
people
want-
and
I
know
that
we've
been
hearing
for
months
for
people
who
somehow
somebody
told
them
that
if
you
took
the
money
away
from
the
police
department
and
put
it
into
social
services
that
one
there
would
be
no
negative
effects
from
defunding
the
police
department.
That's
not
true,
and
then
two.
K
Needs
if
we
defunded
the
police
department-
that's
not
true,
it
just
doesn't.
So
if,
if
the
reality
is
somewhere
between
we're
not
going
to
get
20
more
officers
back
and
we
can't
defund
our
police
department,
then
we
have
to
find
a
way
to
get
by
in
this
new
normal,
and
that
means
re-examining
everything
from
from
changing
our
beats.
Changing
our
shifts
changing
the
things
we
respond
to
and
the
things
we
don't
respond
to.
K
I'm
of
the
opinion
that
that's
the
only
way
forward
that
doesn't
just
crush
the
people,
pay
property
taxes
in
the
city,
but
also
provides
a
lifeline
for
officers
who
are
feeling
overburdened.
I
think.
C
K
The
only
way
to
go
forward
but-
and
I
also
just
want
to
say
that
it's
it's
not
true-
that
denser
communities
have
more
violent
crime.
R
And
I'll
just
if
I
may
very
briefly
add
that
a
number
of
those
changes
as
well
as
a
number
of
the
questions
issues
you
were
asking
into
graham
around
disability
of
police
officers,
feed
right
into
the
need
for
changes
in
the
pba's
contract.
In
order
to
be
able
to
make
some
of
the
changes
that
the
mayor
was
just
listing
and
also,
and
also
around
some
of
the
disability
issues.
U
Okay,
I
have
several
questions.
I
think
one
is
for
jamie
several
times
when
you
were
answering
duck's
questions.
You
referred
to
contractual
obligations,
one
is
related
to
dry
cleaning
and
there
were
a
few
other
times
you
mentioned
this.
Were
you
referring
to
the
pba
contract,
and
so
could
so?
Is
there
a
dry
cleaning
obligation
in
the
pba
contract?
L
It's
it
it
doesn't.
It
just
says
that
we
will
provide
the
cleaning
service
for
their
uniforms.
They
have
to
take
them
to
our
to
the
mall
dry
cleaners,
that's
who
we
we
go
through
and
they
build
the
city
directly.
L
I
see
I
don't
have
the
contract
right
in
front
of
me,
but
it
is
in
the
contract.
U
O
I
can
tell
you
in
my
previous
department:
we
we
use
dry
cleaning
service,
our
uniform
is
the
visual
representation
of
us,
and
you
know
if
they're
not
professionally
dry
cleaned.
You
know
the
officers,
don't
have
a
professional
appearance,
some
officers,
I
think
you
know
some
of
these-
are
machine
washable
and
some
of
the
officers
do
that
themselves.
But
the
dry
cleaning
is
is
a
way
to
make
sure
that
officers
are
looking
professional
and
squared
away.
U
All
right
so
jamie,
you
also
referred
to
buy
back
military
time.
What
is
that.
L
I
am
not
all
that
familiar
with
it.
I
just
know
that
that's
what
I
was
told
from
the
officers
when
I
asked
them.
Oh
the
person
that
used
to
monitor
like
when
people
retired
was
our
she
retired
a
couple
years
ago.
P
R
U
L
R
The
answer
to
your
this
is
ari.
The
answer
to
your
question,
donna
is
that
police
officers
are
generally
eligible
to
retire
after
20
years
of
service
if
they
had
military
service
prior
to
joining
the
force
as
a
police
officer,
those
military
years
of
service
can
sometimes
count
as
years
of
service
towards
the
20
years
for
retirement,
but
the
pension
contributions
that
needed
to
be
made
to
the
state
retirement
system
are
only
made
while
they're
employed
as
a
police
officer,
so
the
words
buy
back
are
referring
to
the
idea
of
paying
for
the
pension
contributions.
R
I
believe
steve
correct
me
if
I'm
off
here,
that
that
would
get
them
up
to
20
years
of
pension
contributions
and
would,
in
turn
make
them
eligible
to
retire.
U
Okay
got
it.
Thank
you,
so
I
want
to
know
when,
when
chief
nayer
was
referring
to
the
civil
service,
I
I
will.
U
I
think
that
the
civil
service
rules
by
to
which
we
have
to
conform
in
hiring
are
just
too
constraining,
limiting,
don't
make
any
sense
at
all.
I
think
that
new
york
state
really
limits
municipalities
in
our
ability
to
hire
good
people
because
of
these
stupid
rules,
so
I
think
that's
one
way
in
which
we're
all
constrained
by
new
york
state,
and
I
really
hope
that
it
can
change
it's
just
it's
just
silly
that
these
arbitrary
rules
about
hiring
the
top.
U
Now
back
to
the
question
that
graham
mentioned
about
people
out
on
long-term
disability
is
the
is
the
kind
of
is
the
difficulty
in
getting
them
retired.
Is
that
a
function
of
the
pba
contract
or
some
kind
of
civil
new
york
civil
service
rule
it
because
it?
It
seems
to
me
that
it
would,
and-
and
I
guess
it
would
be
helpful
to
know
what
the
rules
are
in
other
departments.
It
seems
like
if
somebody
hasn't
worked
in
12
or
18
months,
that
it
seems
legitimate
to
move
them
to
a
form
of
retirement.
S
Donna,
it
depends
on
what
the
individual's
prognosis
is.
Sometimes
an
individual
can
have
an
injury
and
they'll
go
through
a
process
of
of
trying
to
to
rehabilitate
them,
and
then
it
may
require
surgery,
so
surgery
extends
their
period
of
time.
S
So
sometimes
an
individual
can
go
12
months
to
18
months
without
having
a
definitive
diagnosis
that
says
that
they're
either
can
return.
I
mean
typically
it's
typically.
What
we
get
is
they're
recovering,
we'll
revisit
in
so
many
weeks
or
or
months.
Sometimes
it
depends
so.
S
S
Some
don't
go
out,
but
they'll
go
out
and
they'll
return
relatively
soon,
but
with
these
long-term
term
cases
they're,
you
know
it's
based
upon
what
the
doctor
says
and
we
have
in
some
cases,
we've
hired
independent
medical
exam
examiners,
doctors
to
give
an
independent
analysis
of
what
the
situation
is
and
then
we'll
have
that
comparison
with
their
doctors,
because
you
know
I
may
get
in
trouble
for
saying
this,
but
sometimes
we
have
doctors
who
will
basically
keep
people
out.
S
You
know
I've
gone
to
a
doctor
and
a
doctor
has
said
to
me:
if
I've
had
an
injury,
you
know
do
you
need
to
stay
out
and
it's
like
I'm
the
hr
director.
You
can't
ask
me
that
question,
but
it
happens.
It's
it's
it's
a
reality.
So
we
will.
We
will
ask
for
an
independent
medical
exam
to
compare
what
their
doctor
is
saying
to
ours,
and
that
takes
time
too.
That
process
takes
weeks,
if
not
months,
to
get
through
that.
R
I
can
add
a
couple
of
nuances
there
if
that's
helpful
as
well.
Thank
you
kelly.
I
don't
know
if
that,
if
you
want
that
tab
or
all
right,
so
thank
you
and
thanks
shelly
for
all
of
that
coverage.
A
couple
other
answers
to
your
questions.
Donna
include
you
asked:
is
it
state
or
pba
constraints?
So
the
answer
is
both
the
process.
Once
somebody
is
clearly
in
need
of
a
disability
retirement,
that's
mostly
a
state
constraint.
R
R
But
but
the
municipality
is
the
one
who's
left,
paying
the
employee's
salary
up
until
such
time
as
the
state
chooses
to
grant
a
disability
retirement
that
process
from
the
point
in
time
when
you
identify
a
given
employee's
case
as
meriting
disability
retirement,
that
process
takes
on
the
order
of
two
years
generally,
so
that's
quite
a
long
process
in
itself.
R
It's
a
very
arcane
and
bureaucratic
process
in
the
state
government
in
order
to
get
there
and
then,
in
terms
of
the
contract,
there
are
a
number
of
factors
that
play
into
employees
who
have
not
yet
clearly
qualified
for
disability
retirement
and
not
yet
who
have
not
yet
clearly
qualified
to
apply
for
disability
retirement.
R
There
are
a
number
of
constraints
in
the
contract
that
can
strain
our
ability
to
bring
them
back
to
work
as
quickly
as
sometimes
would
seem
appropriate
and
there's
a
number
of
incentives
that
are
not
always
positive
incentives
for
those
employees
there,
including
they
are
receiving
their
salary
tax-free
for
the
period
of
their
disability
when
they
return
to
work.
It
ceases
to
be
tax-free,
so
that's
one
financial
incentive
in
some
cases.
R
Another
is
that
an
injury
can
render
an
officer
unable
to
perform
his
or
her
duties
for
the
department
and
yet
beast
an
injury
that
would
not
prevent
them
from
engaging
in
some
other
form
of
employment
while
out
on
disability.
So
in
some
cases
we'll
actually
have
officers
who
are
disabled,
receiving
their
salary
tax,
free
and
also
earning
an
additional
salary
and
some
other
job.
R
At
the
same
time,
which
can
obviously
create
an
incentive
as
well
for
them
not
to
want
to
return
to
work
as
quickly
and
motivation,
is
an
important
element
of
anybody's
recovery,
so
there
are
contractual
in
the
pba
contract.
There
are
contractual
issues
that
are
definitely
playing
into
the
constraints
that
the
city
experiences
and
bringing
employees
back.
R
U
U
O
To
clarify,
I
wasn't
trying
to
make
it
between
students
that
it's,
the
the
age
demographic
is
irrespective
of
what
someone,
if
they're
a
student
or
where
they
work.
What
they
do
is
just
that
age
group
that
the
fbi
is
defined
and
recognized
as
having
a
higher
likelihood
of
somehow
being
connected
or
involved
in
a
violent
crime.
Out
of
all
the
other
age
groups,.
U
G
N
So
I
had
a
quick
question
around
the
certification
and
swat.
You
would
mention
that
when
you
were
talking
about
the
importance
of
swat,
you
had
mentioned
that
we're
certified
and
one
I'm
not
sure
if
everybody
like
the
the
folks
at
home
are
familiar
with
the
benefits
of
being
certified.
Are
you
able
to
speak
to
that.
O
Yeah-
and
I
I
actually
I'd
like
to
turn
this
one
over
to
dc
jolie
deputy
chief
jolie-
he
was
the
long-time
assistant
team
commander
and
I
think
he
would
do
much
more
justice
to
answering
that.
M
Can
you
can
you.
M
Sure
so
the
benefit
some
of
the
benefits
are
that
we
follow
the
national
standards.
The
national
technical
officer
association
sets
standards
for
tactical
teams,
and
those
standards
include,
and
they
they're
ranked,
based
on
what
the
capacities
of
the
teams
are,
but
essentially
what
it
does
is.
R
M
State
has
its
own
new
york
tackle
office
association,
but
also
the
the
government.
The
governing
part
of
new
york
states
is
the
department
of
criminal
justice
services,
also
certifies
tactical
teams
in
new
york
state,
and
they
use
a
very
similar
set
of
standards.
That's
based
off
the
national
standards.
In
order
to
meet
that
teams
must
be
proficient
in
less
lethal.
They
must
meet
a
certain
number
of
hours
of
training
per
year
in
specific
areas.
M
The
types
of
training
that
is
required
is
delineated
in
the
standards
and
they
have
to
meet
that
each
year
and
have
to
be
certified
again
each
year
and
prove
that
they've
met
those
standards.
So
what
that
does
is
realistically
what
it
does
is.
It
lowers
the
liability
for
the
city
and
for
the
department,
because
we're
meeting
a
national
standard
and
a
state
standard
that
basically
provides
guidance
to
us
that
we
would
be
more
highly
trained
than
than
your
standard
team.
M
There's
no
requirement
in
your
state
for
any
department
to
create
a
swat
or
a
tactical
team
that
any
department
can
put
a
group
of
people
together.
You
know
give
them
some
equipment
to
say
we
have
a
tactical
team
or
swat
team,
there's
no
standard
for
that.
If
you
want
to
be
recognized
by
the
state,
you
have
to
go
far
beyond
that
and
that's
what
we
do
here
and
in
order
to
do
that,
you
have
to
provide
all
the
documentation
proof
that
you've
met
those
standards
and
the
state
will
audit
those
things.
N
That's
for
sorry,
so
when
I,
when
I
had
said
certification,
I
think
I
might
have
been
accreditation
then,
because
that
that's
what
had
come
up
during
the
swat
conversation
and
so
the
the
certification
that
you're
talking
about
officer
joey
is
about
is
specifically
for
swat
and
then
there's
accreditation,
which
applies
to
the
entire
police
department
right
yeah,
that's
correct,
there's
two
two
separate
ones
and
the
accreditation.
So
that's
the
one
I
I
meant
to
ask
about
what
are
the
benefits
of
that
accreditation.
O
O
Too
so
this
the
swat
team
is
assertive,
is
the
only
one,
a
certified
swat
team
and
that's
a
a
very
high
distinction,
but
I
can
speak
to
a
department
accreditation.
It
means
that
you
meet
it
used
to
be
133
standards,
it's
now
110
standards
and
it
reflects
the
best
practices
in
policing.
O
With
regard
to
evidence,
collection,
your
policies
on
force,
foot
patrols,
internal
investigations,
hiring
promoting
all
the
things
that
are
what
we
consider
the
critical
areas
that
make
a
department,
professional
and
new
york
state
department
of
criminal
justice
services
has
its
own
accreditation
unit
and
you
have
to
apply,
and
once
you
apply
and
you're
accepted
into
it
as
an
agency,
then
you
have
to
build
your
policies
amongst
their
110
standards
and
make
sure
that
your
policies
meet
the
critical
elements
within
each
standard.
O
The
way
you
function
is
the
same
as
is
written
in
your
policies
and
they'll.
Go
through
your
evidence,
room
and
make
sure
they'll
say,
find
this
piece
of
evidence,
and
it
should
be
exactly
where
it's
supposed
to
be
so
it's
a
rigorous
process.
I
went
through
it
and
got
my
previous
department
fully
accredited.
It
took
two
and
a
half
years,
but
it
was
a
mark
of
distinction
and
it
also
limited
liability,
and
it
also
showed
that
we
were
meeting
or
exceeding
the
best
practices
in
policing.
O
Some
of
the
things
within
accreditation,
like
evaluations,
are
negotiable
items.
So
that's
you
know,
there's
a
few
things
that
would
have
to
be
negotiated
in
before
we
could
even
apply
or
get
a
waiver
from
them
and
and
then
every
five
years
every
year
you
have
to
demonstrate
a
certain
level
of
compliance,
and
you
have
to
show
that
you're
still
maintaining
and
then
every
five
years
you
have
to
go
for
reaccreditation.
O
N
So
thank
you
for
sharing
that
and
I
think
it's
I
think
it's
important
that
everyone
knows
it.
There's
an
accreditation
body
that
we're
living
up
to
those
standards
on
some
of
the
stuff
that
happens
behind
the
scenes
that
isn't
entirely
obvious
to
the
the
average
ithaca
is,
is
having
a
swat
department.
Part
of
that.
O
No
there's
no
there's
no
specific
requirement
to
having
a
swat
team
to
be
accredited,
but
it's
a
for
a
safety
consideration
that
it's
a
key
component,
but
not
not
for
state
accreditation.
That's
not
required.
N
O
I
well,
I
think
the
difference
is
I
I
don't
really.
The
reason
I
find
value
in
it
is
not
the
times
were
called
out,
but
because
of
what
they're
bringing
like,
I
said
earlier,
a
basic
patrol
they're,
bringing
those
high
level
skills,
not
on
call
outs
but
to
a
domestic
incident
or
a
gun
call
or
some
other
call
that
ends
very
peacefully
because
they're
bringing
those
tactics
and
skills
to
every
day.
O
If
we
were
full-time
like
I
would
never
be
an
advocate
for
having
a
team
that
all
the
officers
were
only
on
the
team
and
that's
it
that's
reserved
for
big
cities.
But
the
way
ours
is
set
up,
I
think,
is
extremely
important.
And
if
we
look
at
right
now,
the
state
of
our
society
with
the
higher
challenges
that
are
going
on
with
with
violence
and
the
disorder
that
we're
noticing
now-
and
you
know,
we've
had
years
and
we've.
O
We
are
not
immune
to
an
active
shooting
case
or
some
other
major
critical
incident,
and
that's
the
team
that
we
would
activate
to
respond
and
to
know
that
we
have.
That
is
a
huge
benefit
and
peace
of
mind,
and
it
may
not
be
a
situation
that
can
resolve
itself
well,
but
again,
us
having.
That
team
puts
the
best
best
odds
in
our
favor
for
a
safe
outcome.
M
So,
specifically,
to
answer
your
question
surrounding
cities
that
comparable
size.
I
guess
that
have
teams
the
city
of
portland
has
a
team
city
of
auburn.
Has
a
team
and
the
city
of
binghamton
also
has
a
team
in
this
general
area
and
one
other
distinction.
N
Yeah
not
so
I
would
be
in
favor
of
supporting,
like
some
continued
rescue
training
and
like
specialized
de-escalation
or
negotiation
training
to
me
to
wrap
it
up
in
the
in
a
swat
team
doesn't
seem
like
the
right
packaging
for
some
of
those
trainings,
partly
because
of
the
stigma
that
goes
with
it
and
then
partly
because
it
is
a
service,
that's
being
provided
regionally
and
at
that
level.
N
It's
something
that
I
think
is
much
more
appropriate
to
be
diffused
at
the
county
budget
level
than
for
for
it
to
be
sitting
with
us,
but
and-
and
I
think
you
know
the
idea
of
whether
or
not
we
should
have
one
based
on
like
risks
of
a
domestic
terrorism
incident
like
that's.
N
A
Great,
I
had
george
and
then
cynthia
and
we're
at
about
7
50..
So
I
think
what
I'll
do
is
we'll
see
where
we
are
at
eight
o'clock.
If
we
want
to
continue
on
this
topic,
maybe
we'll
take
a
quick
break
at
eight,
but
so
we'll
have
george
and
cynthia
and
then
see
where
we
are.
V
Can
you
hear
me
yeah?
Okay,
thank
you
I'll,
preface
my
questions
with
a
statement.
I've
spent
a
lot
of
time
with
a
number
of
different
officers
recently,
and
I've
enjoyed
our
conversations
very
much.
I've
learned
a
lot.
V
I
think
it
is
pretty
evident
that
the
morale
of
ipd
right
now
is
bad
officers
are,
are
feeling
unappreciated,
they're
feeling
overwhelmed
with
the
amount
of
work
they
have
to
do
in
order.
I
believe
I've
got
this
correct
in
order
for
ipd
to
to
muster
a
full
complement
of
officers
for
each
shift
at
current
levels
they
have
to.
Somebody
has
to
be
on
overtime.
V
V
One
thing
I
worry
about
is
we
have
excellent
officers
who
may
be
near
retirement
and
may
not
have
been
thinking
about
retirement,
but
because
the
situation
is
is
so
challenging
right
now
they
may
decide
to
to
just
say
to
pack
it
in
and
retire,
and
that
would
hurt
our
department,
because
these
are
some
of
our
best
officers
who
can
train
the
younger
officers
coming
up.
So
in
terms
of
the
health
of
the
department.
V
I
support
bringing
back
these
unfunded
positions,
at
least
as
many
as
we
can
possibly
do.
V
V
O
Oh
well
I'll
say
that
yeah
if
we
had
more
officers,
some
of
the
shifts
that,
like
we
just
have
an
improper
practice
charge
that
was
delivered
to
us,
because
people
are
being
required
to
stay
over
and
we've
had
to
because
of
the
protests
and
all
the
things
that
we
just
can't
cover.
And
so,
if
we
had
that
one
we
wouldn't
be
forcing
people
to
stay
and
two
we
would
have
a
higher
likelihood
of
being
able
to
fund
or
staff.
O
O
Yeah,
I
I
would
say
you
know
without
having
a
definitive
answer.
I
would
say
that
overtime
would
go
down
if
the
amount
of
officers
per
shift
were
to
go
up.
Maybe
dc
jolie
can
jump
in
because
he
has
a
little
bit
more
of
a
connection
to
that
actual
the
way
the
ships
are
laid
out.
M
So
that's
a
that's
a
great
question
and
I
don't
know
that
there's
a
clear
answer
to
to
that
question
whether
it
would
save
money
or
not,
because
you
know
we've
had
positions
cut
before
and
essentially
we've
tried
to
fill
the
gaps
in
with
overtime,
that's
kind
of
been
a
way
that
it's
been
less
expensive
in
general
for
the
city
to
provide
the
same
services
if
they're
just
paying
overtime
on
officers
who
they've
already
covered
the
expense
of
the
benefits.
M
So
we're
not
we're
just
flat
out
not
able
to
provide
the
services
whether
or
not
overtime
is
offered,
and
we've
got
such
a
rate
of
burnout
that
we're
holding
people
over
to
try
to
keep
a
safe
level
of
staffing
for
each
shift
on.
You
know,
particularly
on
like
thursday,
friday
saturdays,
and
that
now
has
you
know,
turned
into
another
problem
where
we'll
have
to
we'll
have
to
deal
with
that.
So
if
it
was
as
simple
as
there's
a
lot
of
overtime,
that's
all
being
filled,
then,
certainly
by
adding
positions,
we
would
eliminate
that
overtime.
L
If
I
can
just
jump
in
from
a
time
keeping
perspective
too
so
far
this
year,
we're
still
works,
there's
so
much
overtime.
That's
on
the
patrol
shifts
that,
even
though
we
don't
have
the
ithaca
festival
and
all
of
the
other
types
of
details
that
we
would
have
had
in
the
past,
we're
still
spending
a
lot
on
overtime.
So
I
mean
right
now
we're
not
offering
all
of
this
the
services
and
stuff
that
the
community
has
come
to
expect.
I
mean
we
have
I
sent
a
list
in
our
original
proposal.
L
I
mean
there's
a
lot
of
overtime
details
that
just
aren't
going
to
ever
be
filled
because
we're
only
filling
patrol
right
now.
That's
all.
A
V
I
would
urge
our
officers
who
are-
and
I
support
I
support
the
swat
training,
because
I
do
believe
it
comes
in
handy
during
regular
patrols
with
de-escalation
of
of
situations
and
a
number
of
other
things.
It's
it's
good,
solid
training,
it's
not
militarization.
V
I
would
just
ask
the
members
of
the
ipd
to
encourage
their
brother
and
sister
officers,
who
may
be
out
on
medical
leave
to
get
back
to
work
as
soon
as
they
possibly
can
and
help
each
other
through
this
tough
time,
because
we're
we
need
all
of
you
to
be
on
duty.
If
you
possibly.
O
O
George,
if
I
can
also
add
to
that,
so
we
have
this
the
several
that
we
mentioned,
that
are
on
long
term
that
are
not
coming
back,
but
I
had
somebody
in
my
office
today
who
was
one
of
the
officers
who
was
injured
in
the
arrest
one
of
three
officers,
who
was
injured
and
will
be
out
for
a
while,
and
he
asked
his
doctor
to
cut
him
loose
to
return
as
soon
as
possible,
because
his
other
officers
need
him
and
he
I
could
see
in
his
affect
that.
O
A
J
You
it
would
be
good
to
finish
this
topic.
I
see
that
seth
is
raising
his
hand
too.
So
I
I
just
wanted
to
you
know.
First
of
a
couple
clarifications
to
to
the
public
I'd
like
to
say
that
you
know
I
think,
george
and
I
will
attest
that
our
residents
appreciate
seeing
officers
on
patrol.
J
They
appreciate
seeing
officers
in
their
neighborhoods
and
being
around.
I
don't
think
that
it
is
a
universal
sentiment
that
that
residents
don't
want
to
to
see
officers
making
themselves
present
and
known
and
available
in
case
they
need
them.
It
provides
a
lot
of
security
and
support
and
and
recognition
of
the
good
work.
J
Another
clarification
to
to
chief
nair,
our
our
permanent
population,
includes
the
students
our
census
is
taken
in
the
in
april.
When
students
are
here,
it
is
important
to
know
that
if
you
look
at
our
census,
data
about
5000
of
those
students
live
on
campus
and
are
served
by
cornell
police.
J
J
We
have
just
sort
of
expanded
the
demands
on
officers
and
what
we
expect
them
to
do
without
thinking
of
the
impact
that
it
has
on
on
scheduling
and
expectations
of
them,
and
I
think
that
really
highlights
a
need
to
to
take
into
consideration
the
limited
resources
that
we
have
before
we
go
ahead
and
and
just
automatically
commit
free
of
charge
that
that
ipd
would
be
providing
services
to
events
when
we
get
back
to
the
before
times.
J
So
I
I
do
and
then,
lastly,
to
donna
there
are
other
departments
like
water
and
sewer
and
fire
that
we
pay
for
cleaning
costs
for
their
clothes.
I
do
have
a
credit
question
with
regards
to
accreditation,
I
want
to
say
it's
been
about
four
years.
Maybe
five
since
council
approved
the
position
of
deputy
chief
of
professional
standards
in
order
for
us
to
achieve
accreditation,
we
are
still
not
there
yet,
at
what
point
do
you
have
any
idea
when
accreditation
might
be
achieved
for
our
department?
J
It
is
something
that
we
have
made
a
commitment
towards
for
several
years
and
would
be
good
to
know
where
we
are
with
that.
O
Sure
so,
deputy
chief
jolie
is
working
diligently
on
the
policies
that
are
being
built
for
us
from
an
outside
legal
organization
that
understands
and
and
has
the
most
up-to-date
policies
that
are
consistent
with
all
federal
laws
and
and
accreditation
standards.
We
have
to
adjust
them
to
our
needs
to
our
practices,
because
again
we
can't
have
a
policy
on
paper,
but
that
we
operate
differently
based
on
our
abilities
and
resources
and
city
expectations,
and
things
like
that
so
he's
working
on
that
we
the
pace
we
go
here
is
it's
just.
O
It's
been
relentless
and
there's
just
been
so
much
that
goes
on
that,
every
time
we're
focusing
on
just
that,
so
many
other
things
are
coming
down.
I
mean
even
this
year,
the
manager
we
are
writing
the
playbook
on
everything.
That's
going
on,
there's
no
been
no
set
of
ways
to
deal
with
a
global
pandemic,
but
we've
found
a
way
and
we've
been
and
then
to
deal
with
the
18
weeks.
O
So
far
of
the
civil
unrest
and
the
deal
with
constantly
like
I've
conducted
no
less
than
45
interviews
this
year
for
people
to
bring
on
people
for
positions-
and
I
think
18,
promotional
interviews
and
each
interview
is
no
less
than
an
hour
and
change
and
just
saying
that's
just
one
of
many
many
things
that
we're
just
constantly
trying
to
deal
with
and
again,
we've
had
just
serious
cases
here,
that's
taken,
maybe
a
full
week
of
our
time
and
now
we're
dedicating
time
to
the
reimagining
and
envisioning
efforts
again
pulling
this
away.
O
So
thankfully,
deputy
chief
jolie
is
keeping
me
on
track
with
hey:
let's
get
out
this
policy
or
keith,
don't
forget
we
got
this
one
pending
and
and
that's
huge.
So
I
give
all
the
credit
to
him
because
he's
the
one
that's
constantly
moving
that
forward
and
sometimes
to
make
sure
that
our
policies
are
equating
to
how
we
practice
we'll
send
them
out
to
the
supervisors,
give
them
a
certain
amount
of
time
to
get
back
to
us.
O
So
that
way
we
can
adjust
them
again,
so
they're,
there's
buy-in
so
that
they're
sound
and
that
they
meet
our
needs.
So
it's
really
just
about
having
the
ability
to
focus
on
policies
and
just
with
all
of
the
things
we've
had
going
on,
we're
constantly
pulled
in
every
other
direction.
So
that's
really
it
it's
not
from
a
lack
of
wanting
to
and
then
once
we
get
that
done,
then
we
could
apply
to
the
program
again,
because
we'd
have
to
reapply
and
then
work
on
our
compliance.
We
are
as
we
speak.
O
J
So
my
question
had
to
do
with
timing,
so
I
understand
that
so
how
many
deputy
chiefs
do
we
have
now?
We.
J
J
J
We've
got
two
very
large
projects,
two
very
large
topics
here
and,
and
one
is
kind
of
an
elephant
in
the
room
and
we're
talking
about
something
else.
You
know
I.
I
absolutely
agree
with
mayor
myrick
that
we've
got
this
gordian
knot
where
the
system
that
we
have
set
up
right
now
is
just
doomed
to
fail
because
of
the
the
dynamic
environment.
We
have
the
limited
resources.
We
have
the
obligations
under
the
contract,
the
costs
that
are
unsustainable.
J
J
Redefined
what
that,
under
what
that
requires,
I
don't
get
the
feeling
that
the
the
reimagining
policing
is
is
necessarily
going
to
get
us
to
that
solution,
because
I
feel
like
the
reimagining
salute.
Policing
is
coming
from
a
different
motivation,
and
so
let
me
just
talk
I'll
finish
with
the
budget.
First,
with
regards
to
the
swat
budget
and
in
the
budget.
J
The
swat
training
budget
was
a
hundred
and
ten
thousand
dollars,
and
that
had
to
do
with
straight
time
and
overtime.
The
canine
training
budget
was
about
seventy
thousand
dollars
the
cnt
budget
about
twenty
four
thousand
dollars.
So
how
does
that
then
apply
when
we
talk
about?
Well,
the
swat
only
costs
us
57
000.
L
Well,
that's
in
overtime
or
out
of
salary
time,
because
if
they're
doing
training
during
when
they
would
be
at
their
shift,
then
it
would
be
part
of
their
salary
and
then
anything
that
they
do
outside
of
their
shift
is
what
is
its
overtime
hours.
So
those
numbers
that
you're
talking
about
are
from
that's
the
actual
time
that
there
were
that
they
work
the
training
budget
that
I
was
talking
about,
the
57
000,
which
is
training
and
equipment
that
is
just
strictly
like
travel
costs,
training
registrations.
L
Everything
like
that.
It
does
not
include
the
actual
hours
worked
or
the
overtime.
J
Okay,
so
so
this
actually,
what
we
as
a
community
as
a
city
spend
on
swat,
then
is,
is
almost
two
hundred
thousand
dollars,
not
not
the
fifty
seven
thousand
that
is
identified
in
the
narrative.
So
thank
you
for
for
clariting
that
clarifying
that.
J
You
know
what
what
we
have
been
seeing
in
terms
of
the
the
dozens
and
dozens
of
speakers
who
have
come
to
counsel
the
hundreds
of
people
who
have
come
to
protest,
as
you've
mentioned
for
the
last
18
20
weeks
in
front
of
the
city,
is
that
we
really
have
a
breakdown
and
trust
in
our
community,
and
we
haven't
been
able,
in
our
interactions
as
as
a
council
and
and
as
a
department,
to
be
able
to
bridge
that
lack
of
trust
and
that
lack
of
trust
stems
from
not
only
what
we're
seeing
on
the
national
level,
but
but
our
own
history,
our
own
activities
here
and
when,
when
we
can
when
throughout
this
evening,
I'm
I'm
listening
to
the
discussion,
and
it's
always
about
you-
know
we're
activating
to
respond
to
disturbances.
J
You
know
we've
been
seeing
these
increasing
disturbances
that
have
been
occurring
over
these
last
several
months
and
and
right
then,
and
all
we're
talking
about
swat
training
tactical
training.
J
We're
setting
up
this,
this
presumption
of
this
adversarial
situation
and
what
I'm
not
hearing
is
about
what
what
we
are
doing
as
a
department
as
a
community
to
bridge
that
gap
in
terms
of
trust,
what
kind
of
training,
what
a
kind
of
engagement
are
we
providing
to
our
officers
to
allow
them
to
interact
with
individuals
to
build
that
trust,
to
feel
that
there
is
a
connection
that
they
do
feel
safe
in
in
being
able
to
you
know,
I
think
I
think
it's
very
representative
that
many
of
the
protesters
now
are
white,
because
people
of
color
are
afraid
of
what
will
happen
to
them
if
there
was
a
disturbance
that
they
themselves
would
be
the
first
target
of
an
activation
of
response.
J
What
training
and
what
activities
have
you
engaged
with
the
department
to
assist
our
officers
in
dealing
in
a
way
to
to
communicate,
build
trucks,
increase
accessibility,
creating
cultural
competency,
which
I
think
is
the
the
phrase
that's
being
used
in
the
end
report?
What
does
that
mean
and
and
what
level
of
engagement
has
our
department
engaged
in
in
these
last
four
months
when
all
of
these
things
are
happening
and,
and
our
community
is
pleading
for
connection,
what
is
our
police
department
doing
to
support
improving
that
relationship.
O
O
We
have
hours
dedicated
to
law
enforcement
and
the
transgender
community
diversity,
inclusion
for
hiring
hate
crimes,
investigation,
fair
and
impartial
policing,
race,
the
power
of
illusion,
transgender,
mindfulness
and
equity.
We
have
a
lot
of
others
that
are
more
broad-based,
but
those
are
some
of
the
very
specific
ones.
We
have
assist
training
which
is
dealing
with
people
in
crisis,
suicide
prevention,
intervention
and
postpension
conflict
management
for
law
enforcement.
O
We
have
a
a
very,
very
training-centric
mindset,
and
that
was
last
year's.
This
year's
training
has
been
seriously
negatively
affected
by
covet
and
being
able
to
send
people,
but
as
it
is
we're
still
looking
at
ways
that
we
have
that
as
a
component
and
that
cultural,
competency
or
cultural
sensitivity
or
understanding
broadly
ways,
we
can
do
better
outreach.
Some
of
the
things
we
also
did
was
coffee.
With
a
cop,
we
had
our
pairing
up
with
national
night
out.
We
did
our
cool
up
with
the
cops
again.
O
Those
were
methods
of
outreach
and
we
were
looking
to
build
upon
that
this
year,
but
then
again
we
met
with
kovid
right
at
the
beginning
of
march
and
that
that
affected
it
these
last
four
months
so
I've
offered
to
today
this
morning
me
and
deputy
chief
doley
met
with
someone
who's
been
involved
with
the
protests
and
sat
down
and
had
a
very
good
conversation
with
coffee
prior
to
that
I've
availed
myself
and
made
myself
available.
If
anyone
wanted
to
talk
that
hasn't
been
the
case.
O
I've
also
offered
during
the
first
protest
in
which
I
believe,
12
to
1500
to
1500
people
marched
I
offered
to
march
with
them.
That
was
not
wanted,
and
I
understand
and
respected
that,
as
I
said
earlier,
I
believe
in
outreach.
I'm
a
community
oriented
police
based
leader
and
the
one
thing
that's
been
hindering.
That
has
been
well
several
things.
O
It's
been
covered,
it's
been
dealing
with
just
keeping
up
with
our
basic
mission
and
trying
to
maintain
a
level
of
safety
amongst
the
the
demonstrations
and
everything
else
that's
been
going
on,
and
when
we
do,
you
know
one
of
the
things
in
policing.
O
We
don't
predetermine
what
the
outcomes
are,
so
I'm
very
open-minded
with
what
this
reform
movement
will
bring
and
I'm
looking
forward
to
it
and
I
think
we'll
come
up
with
a
lot
of
good
things
that
will
increase
our
outreach
and
our
connection,
and
I
like
to
think
that,
instead
of
looking
at
things
nationally,
I
like
to
stay
local
and
stay
completely
with
concrete
issues
and
not
abstracts,
and
I
would
say
that
I
am
very
open
to
having
conversations
and
if
someone
brings
up
the
matter,
we'll
have
that
discussion
and
I'm
looking
forward
very
much
to
the
reimagining
and
and
reform
movements
that
we've
already
undertaken.
O
I
had
a
meeting
today
with
it
and
have
a
good
conversation
with
those
involved,
and
I
will
have
a
presentation
coming
up
soon
as
well,
so
we've
steadily
been
working
toward
that
amongst
the
litany
of
other
things,
we've
been
doing
and
we'll
continue
to
do
so.
J
So
can
am
I
correct
in
by
extension,
what
you're
saying
is
that
all
trainings
have
dropped
because
of
covid,
so
people
have
not
been
engaging
in
in
the
swot
training
and
the
cnt
training
and
so
on,
because
it's
they
can't
travel.
O
Traffic
well,
trains
that
require
travel.
Yes,
those
have
significantly
dropped
and
during
the
initial
stages,
when
we
didn't
know
how
to
manage
anything
with
the
pandemic,
we
weren't
doing
any
of
the
tactical
training
the
swat
training
to
maintain
the
certification,
which
is
very
important
for
whether
grant
funding
we
may
request
and
bring
forward
for
approval
and
or
maintain
a
high
level
of
proficiency,
so
that
we
can
respond
to
someone's
worst
moments.
O
We
do
maintain
that
training,
but
again
we're
not
traveling.
For
that.
We've
limited
traveling
significantly
and
again.
Training
pays
back
10
on
the
dollar
for
training.
It's
it's
an
extremely
valuable
asset
for
any
department,
and
we
built
well
before
I
came
here.
The
foundation
of
a
training
centric
department
is
is
probably
the
one
thing.
That's
allowed
us
to
manage
what
we've
managed
for
so
long
for
so
well
with
such
diminished
resources.
So
I
would
never
step
away
from
training.
J
L
J
My
last
my.
J
Would
be
one
of
the
things
that
we
have
heard
repeatedly
is
a
request
from
the
community
to
to
repurpose
rename
the
swat
truck,
and
it
is
a
galvanizing.
J
I
would
like
to
strongly
urge
we,
as
a
community
to
repurpose
re-title
re-frame,
rethink
this
vehicle
as
a
communications
vehicle
as
an
emergency
support
vehicle
as
a
community
support
vehicle
and
remove
the
reference
to
its
identification
as
a
swat
truck,
because
by
nature
of
it
being
titled
that
it
is
to
many,
including
myself,
a
very
intimidating
and
dominantly
aggressive
feature.
J
So
I
I
really
would
strongly
urge-
and
I
don't
know
what
it
would
take
to
make
this
happen,
but
I
think
it's
clearly
galvanizing
to
many
of
of
our
community
members,
and
I
I
hope
this
is
something
that
we
can
undertake.
O
Yeah
and
one
thing
I
just
wanted
to
go
back
on
it
when
we
were
talking
training,
a
couple
of
other
things,
because
you're
asking
what
I've
done
to
build.
I
was
the
first
one
here
to
accept
and
I've
on
the
workforce,
diversity,
action
committee
and
that's
because
I
believe
in
finding
every
way
that
we
as
a
department
can
make
sure
that
we're
looking
at
ways
to
improve
our
connections
within
the
community-
and
I
think
that's
huge
as
a
chief
of
police
to
be
on
that
committee.
O
Another
thing
that
I
think
is
really
important
to
note
is
I'm
the
first
chief
that
brought
in
an
lgbt
liaison
into
the
department
and
that's
because
the
mayor
brought
it
forward.
He
asked
if
we
had
one
or
if
we
could
have
one-
and
I
says
we'll,
make
it
happen
and
we
did
and
actually
we
have
a
secondary
one
as
well.
We
also
have
created
policies
that
help
with
working
with
people
who
are
gender,
non-conformist
or
people
of
the
transgender
community
or
lgbt
I
mean
it's
just.
O
We
have
worked
so
hard
to
do
things
to
expand
our
ability
to
work
with
all
groups.
I
think
that's
really
important
to
note
and
it's
not
necessarily
a
training
base,
but
it's
a
mindset
that
we're
open
to
finding
all
ways
that
we
can
help
expand
our
department's
connection
to
all
portions
of
our
community,
another
thing
and
going
back
to
the
the
swat
vehicle
we
use
that
vehicle
for
towards
children.
They
they
like
it,
no
one's
afraid
of
it
when
they
go
on
it.
They
look
forward
to
it.
O
When
we
go
out
to
places
it
shows
as
a
reflection
of
the
city
of
ithaca
in
a
positive
way-
and
I
will
say,
we've
gone
on
a
couple
of
scenes
where
we
pulled
up
with
that
vehicle.
Someone
saw
it.
O
They
were
in
the
house
with
a
gun
and
they
chose
to
come
out,
and
I
think
there's
value
in
that
and
we
use
it
as
a
negotiating
tool
because
that's
where
the
communications
are
so
the
vehicle
itself
has
been
a
means
to
get
from
a
to
b,
to
communicate,
to
show
off
to
kids
to
hold
the
equipment.
It's
been
an
investment
that
a
lot
of
people
put
a
lot
of
time,
money
and
effort
into
and
a
lot
of
people
in
the
community
love
it.
W
Yeah
I'll
try
to
keep
this
quick
because
I
know
I
know
it's
late,
but
you
know
cynthia
kind
of
alluded
to
this,
but
it
seems
like
we
have
a
very
similar
conversation
every
year
during
the
budget.
You
know
where
the
police
come
forward
and
they
ask
us
to
increase
staffing
levels,
and
then
we
have
this
whole
debate
about
whether
we're
going
to
raise
taxes
to
do
it,
and
you
know
I
do
agree
with
the
chief
that
I
don't
think
whatever
we're
doing,
I
don't.
I
don't
think
it
is
sustainable
long
term.
W
I
know
we
talked
about
this
earlier
on
the
phone
chief
and
the
reason
is
just
that
we're
we,
as
taxpayers,
are
spending
more
on
the
police
department
than
we've
ever
spent
before,
and
we
have
fewer
officers
than
we've
ever
had.
K
W
And
you
know,
I
think,
looking
at
the
staffing
levels
on
a
per
capita
basis
is
certainly,
you
know
one
way
of
trying
to
determine
appropriate
staffing
levels,
but
I
got
to
imagine
there.
There
have
to
be
other
models
that
one
could
use
right.
W
Are
you
open
to
looking
at
staffing
levels
occur
according
to
you
know,
like
workload
demand
looking
at
you
know,
areas
of
the
city
where
there
are
times
of
the
day
when
there
might
be
increased,
calls
for
service,
and
then
you
know
really
trying
to
determine
staffing
levels
according
to
the
data,
that's
that
you're,
seeing
because
you
know
I
imagine
like
there's
a
lot
of
neighborhoods
in
the
city,
that
a
proactive
approach
might
not
even
be
necessary
because
there's
no
crime
happening,
but
whereas
you
know
you
look
at
something
like
the
commons,
where
there's
a
lot
of
people
out
there
and
there's,
there
might
be
more
of
a
need
for
that
proactive
kind
of
approach
in
that
environment.
W
So
I
guess
my
question
is
just
like.
Is
that
something
that
your
you
would
consider
doing
and
to
what
degree
are
decisions
currently
about
the
deployment
of
police?
Are
they
based
on
data?
You
know
in
terms
of
calls
that
are
coming
in
the
types
of
calls
the
geographical
disbursement
of
those
calls
just
so
that
you
can
efficiently
match
up.
You
know
the
demand
for
police
services
with
the
supply.
O
Yeah
to
answer
the
first
part:
yes,
I'm
open
to
everything.
I
always
am
you
know
by
nature,
I'm
a
collaborator.
I
look
for
ways
that
we
can
be
as
efficient
as
possible.
I
think
we've
operated
extremely
efficiently
and
and
I'll
always
look
at
ways
that
we
can
dc.
Jolie
ran
some
statistics
recently
that
kind
of
shows
the
disbursement
between
beats
and
he
could
probably
talk
to
that
portion.
M
So
I
don't,
unfortunately,
I
don't
have
that
documentation
with
me
here,
but
the
the
numbers
I
sent
it
out
to
several
people.
I
don't
know
if
anyone
on
this
group
had
received
it,
but
in
general
numbers
I
believe
all
the
primary
beats
had
for
september
had
right
around
low
400s
for
calls
for
service.
M
So
some
of
the
things
that
you
reference,
we've
we've
heard,
we've
discussed
and
we've
thought
about,
and
some
of
those
we
can't
we're
very
limited
in
how
we
can
change
the
deployment
of
personnel,
because
the
shifts
are
contractual,
so
how
we,
you
know,
deploy
people
or
how
many
people
are
assigned
to
each
shift.
There
is
an
aspect
of
that:
that's
determined
by
the
contract
as
far
as
maybe
changing
the
hours
or
the
beats.
It's
just
at
this
point.
M
M
The
workload
looking
at
the
workload,
I
think
we
would
come
up
with
at
least
the
same
thing,
but
I
mean
I
would
definitely
would
the
chief
be
open
to
reviewing
any
other
options
of
how
to
establish
a
staffing
level.
But
where.
W
A
W
W
You
know,
I
think
a
lot
of
us
were
hopeful
that
we
would
get
funding
from
the
federal
government
by
now.
You
know
that
would
help
with
local
aid.
I
think
we'd
be
having
a
very
different
conversation
if
that
money
had
come
through
and
maybe
it
will
still
come
through,
but
even
with
additional
aid.
I
think
long
term
we're
we're
looking
at
these
rising
labor
costs,
and
it
just
makes
our
current
situation
untenable,
and
so
I
just
you
know,
I
agree
with
what
cevante
said
earlier.
I
think
we
really
have
to
find
a
different
model.
A
K
X
X
I
just
want
to
add
a
little
bit
to
what
both
savante
and
and
sef
just
noted,
because
and
and
also
to
say,
thank
you
to
the
chief
and
the
dc
as
well
for
your
willingness
to
at
least
explore
these
areas,
because
I
I
know
it's
challenging,
given
the
current
model.
X
But
there
is
a
pretty
big
disconnect
between
what
our
mayor
thinks
is
possible
and
capable,
and
the
and
the
charge
to
be
creative
in
in
thinking
about
the
staffing
and
and
what
we're
seeing
in
terms
of
your
hopes
for
the
the
the
staffing
and
and
really
the
impacts
that
it's
having
on
the
current
force,
but
that
creativity
does
need
to
extend
into
models
like
what
seth
is
talking
about,
and
I'm
hoping
that
we
can
find
pathways
to
to
have
those
conversations
and
get
us
there
as
best
as
possible.
X
Like,
for
example,
you
know
having
been
around
special
events
for
a
long
time
in
the
city
of
ithaca,
and
you
know
you
know,
sitting
on
the
special
as
the
as
the
liaison
from
common
council
to
the
special
events
committee,
which
hasn't
had
a
lot
of
activity
this
year.
You
know.
Clearly,
we
need
to
look
differently
at
how
those
events
get
staffed
and-
and
maybe
it's
time
to
put
the
burden
of
that
staffing
on
those
events
and
not
require
the
ipd
to
staff
them,
but
maybe
look
for
licensed
security
to
do
that.
X
That's
a
whole
different
model
and
it's
not
only
a
creative
one
for
the
police
department,
but
for
the
community
as
well
to
be
looking
at
so
so
I
think
that's
just
a
a
reality
and
also
a
quick
question,
steve
thayer,
I
think
asked
earlier
and
jamie.
You
had
mentioned
that
the
the
staffing
that
you're
requesting
was
year,
two
salaries.
L
It's
the
guidance
that
I
got
whenever
we
draft
a
budget
if
we're
requesting
to
hire
additional.
If
we
have
vacancies
that
we're
gonna
hire
like
we
had
the
tests
this
year
and
if
we're
planning
on
hiring
them,
then
we
have
to
assume
that
at
some
point
next
year,
they're
gonna
go
from
step
one
to
step
two.
So
when
I
was
told
to
calculate
those
amounts
to
always
use
you
know,
just
we
don't
know
exactly
how
much
would
be
prorated.
So
we
use
the
whole
step
two
for
the.
X
K
J
Do
have
one
follow-up
question
in
in
the
narrative
it
was
saying
that
the
the
police
department
does
not
actually
receive
any
revenue,
so
there's
no
fee
review
in
looking
at
the
2019
annual
report,
I
see
that
our
canine
units
do
provide
extensive
services
to
cornell
with
regards
to
pre-event
sweeps.
J
Is
this
something
that
we
get
paid
for
by
cornell?
Do
we
receive
any
compensation
for
those?
I
don't
know,
I'm
I'm
looking.
I
think
I
see
six
or
eight
different
events
that
may
happen
on
an
annual
basis
that
that
our
units
go
out
and
do
the
pre-screening
for.
O
Good
question,
I
don't
think
so
jamie.
Can
you
answer
that.
O
M
See
joey,
do
you
have
a
point?
I
do
they
don't
bill?
We
don't
bill
them
for
any
of
that
time,
but
they
have
also
very
regularly
have
we've
had
some
alarm
calls
in
the
banks
where
we
needed
to
clear
the
buildings
where
there
was
bomb
threats
called
in
and
cornell
sends
their
dogs
down
to
assist
us
and
we
don't
compensate
them
for
that
either.
J
O
I
I
think
if
it
was
only
six
or
so
no,
I
think
it
was
something
that
was
like
a
you
know,
something
that
was
like
a
weekly
or
or
something
that
was
something
that
was
on
a
much
more
frequent
basis.
Maybe
so,
but
I
think
if
it's
only
a
handful,
I
I
wouldn't
think
so.
M
J
I'm
just
I'm
just
trying
to
find
you
some
pennies
there,
so
you
gotta
work
with
me
here
all
right.
Thank
you.
V
Very
quickly
in
thinking
about
the
list
in
that
very
large
four
hundred
thousand
dollar
number
in
the
past
we've,
we
have
added
things,
maybe
halfway
through
the
year
or
not
for
the
whole
year.
So
as
this
discussion
continues,
maybe
that's
one
of
the
options
we
have
of
adding
officers,
but
not
in
january.
A
Yep
when
we
get
to
actually
making
those
modifications,
if
this
isn't
moved
and
seconded
with
this
full
amount,
then
you're
always
welcome
to
make
a
different
version
of
it
right.
So
you
could
move
it
and
say
they
start
in
july,
and
that
would
cut
the
number
in
half
so
there's
iterations
of
that
we
could
do
once
we
get
to
that
voting
things
up
or
down.
So
that's
a
good
suggestion.
George.
Thank
you.
J
O
Yeah
they
they
usually
start.
You
know
they've
changed
somewhat
because
of
covet
and
it
was
even
actually
hard
to
find
one
but
usually
they're
around
march
or
april.
If
we
stay
local
because
we
you
know,
if
we
go
to
broome
or
syracuse
they're,
solid
quality
academies
that
make
sure
that
they
get
impartial,
policing
and
and
the
quality
trainings,
we
want
or
implicit
bias-based
training
that
we
want
them
to
come
through
with,
but
sometimes
we
may
have
to
look
at
a
further
academy.
O
So
right
now
I
don't
know
that
we
have
the
academy
schedule
or
if
it's
been
even
set
out
yet
dc
joey.
Are
you
aware
of
any
schedule
yet.
J
M
A
O
O
Time
online
or
remotely,
but
they
managed
to
create
an
environment
in
which
they
could
do
the
actual
academy
in
person.
A
A
I
think
even
the
fact
that
we're
willing
to
sit
and
get
down
into
these
nitty-gritty
levels
of
all
of
the
different
things
that
we
do
spend
money
on
and
being
willing
to
come
to
the
table
with
new
and
creative
ideas
and
all
of
us
really
figuring
out
collectively
how
we
can
get
at
the
multi-layered
issue.
I
really
appreciate
your
time
and
the
attention
that
you've,
given
with
all
of
our
questions,
and
hopefully
this
will
be
helpful
to
the
public
as
we
move
forward
with
our
deliberation.
So
thank
you
very
much.
L
That
we
have
been
making
changes
to
staying
within
our
budget
and
stuff
since
I've
been
here.
I
think
that
we're
on
a
downward
trend-
maybe
it's
not
as
evident
yet
in
covid.
It's
just
really
going
to
make
everything
topsy-turvy,
but
I
do
want
you
all
to
know
that
we
are
and
have
been
looking
at
improving
efficiency
for
the
last
two
years.
So
I,
as
a
numbers
person,
I
do
see
light
at
the
end
of
the
tunnel
in
that
respect.
K
O
A
F
A
All
right,
I
think,
we'll
we'll
restart
up
here.
We
took
a
break,
so
tom
and
julie
could
play
an
epic
game
of
rock
paper
scissors
behind
the
scenes.
Apparently
julie
won
and
we
will
do
public
information
and
technology
first.
A
So
I
think,
with
public
information
and
technology
we
do
not
have
any
requests
above
the
mayor's
budget,
and
I
did
not
have
any
items
submitted
from
anyone
for
questions,
but
julie
is
here
nonetheless,
so
julie.
I'll,
give
you
the
floor.
If
there's
anything
in
particular,
you
wanted
to
say
about
your
narrative
and
then
we'll
take
questions.
P
Sure
I
think
there
were
a
couple
questions
submitted
by
ducks,
and
so
oh.
A
P
Okay,
perfect
so
ducks
and
wanted
to
know
how
the
new
song
was
going,
and
I'm
happy
to
report
that
really
it's
working
remarkably
well
and
we
have
full
redundancy.
P
The
only
remaining
item
on
the
old
system
is
our
email
server,
which
will
we
won't
need
any
longer
as
soon
as
we
finish,
our
migration
of
email
to
the
cloud
we're
currently
working
on
that
project,
we're
in
the
process
of
purchasing
all
of
the
microsoft
365
licenses
that
we
need
to
do
that,
then
we'll
be
working
with
our
vendor
the
computing
center,
just
for
some
consultation
on
the
best
way
to
perform
that
migration
and
and
then
we'll
cut
over.
We
expect
the
project
will
be
completely
finished
by
the
end
of
this
year.
P
We,
you
know
we
had
to
wait
for
scott
to
finish
up
the
new
phone
system
project,
which
also
went
remarkably
well,
so
we
have
been
very,
very
busy
happy
to
be
moving
these
projects
along.
We
just
we're
almost
finished,
with
replacing
all
the
new
equipment
and
common
council
chambers
as
well,
and
that
is
really
nice.
I
think
everybody
will
be
very
pleased
if
we
ever
get
back
to
the
old
normal,
which
I
I
don't
know
what
to
expect
now
and
then
so
that
answered
his
first
two
questions.
P
P
This
will
require
an
additional
annual
investment
of
around
20
to
30
thousand
dollars.
We
have
not
asked
for
it
this
year,
but
we
do
have
a
number
of
network
switches
and
we'd
like
to
get
to
be
in
a
position
that
we
can
start
replacing
two
or
three
of
those
every
year,
so
that
we
don't
end
up
in
a
situation
as
we
have
in
the
past,
where
we're
requiring
huge
capital
investments.
P
P
I
will
tell
you
that
our
goal
in
2021
really
is
to
focus
on
a
stronger
cyber
defense
mode.
Basically,
we
are
currently
working
with
a
vendor
that
you
helped
us
fund
a
risk
assessment
and
we've
been
doing
upgrading
a
lot
of
our
policies.
We
still
we're
finishing
up
that
work.
We
have
one
more
meeting
tomorrow
and
at
the
end
of
all
this,
we'll
do
some
internal
testing
they'll
complete
the
risk
assessment.
P
P
Our
end
users
really
actually
are
one
of
our
biggest
vulnerabilities,
so
we
need
to
work
to
start
shoring
that
up
and
other
than
that
we'll
be
working
on
disaster
recovery.
Protocol
too,
because
you
know
we
have
been
fortunate.
We've
had
security
breaches,
but
we
haven't
had
anything
catastrophic
happen
to
us
knock
on
wood,
but
we
definitely
want
to
be
prepared
should
that
happen
and
make
sure
that
that
we
can
respond
as
quickly
as
possible
and
mitigate
any
damage
so
kind
of
going
backwards
from
there.
You
know
I
I
do
want
to
say.
P
That
we're
working
really
hard
to
keep
our
network
secure
and
healthy,
and
I
guess
I've
kind
of
lost
my
point
from
that
that
part.
So
if
you
have
questions
about
any
of
those
projects,
I'm
happy
to
answer
them.
H
A
P
Do
I
just
want
to
you
know
the
the
highlights:
are
that
we'll
have
an
unfunded
position
in
the
city
clerk's
office
in
2021?
This
position
has
basically
been
vacant
since
march,
it
has
created
a
backlog
of
work
that
we're
struggling
to
get
through,
including
minutes
is
one
of
them.
Filing
of
contracts
is
another.
P
Since
all
of
this
started
in
the
clerk's
office.
You
know
we
had
to
figure
out
how
to
redo
everything
that
we're
doing.
We
were
able
to
automate
all
of
our
public
processes
so
that
we
can
still
serve
the
public,
even
though
city
hall
remains
closed,
and
that
went
from
figuring
out
how
to
issue
marriage
licenses
remotely
how
to
do
dog
licenses
residential
parking
permits.
P
You
know
everything
that
that
we
do
we've
been
able
to
work
with
the
public
on
and
accomplish
so
that
you
know
constituted
a
lot
of
change
in
my
office
and
and
that's
not
easy
to
do
in
uncertain
times
so
to
sue
and
to
melody.
I
you
know
my
hats
are
off
to
them.
We
have
been
fielding
an
incredible
amount
of
phone
calls
and
requests
via
email
that
ranged
from
really
crazy
things.
P
Like
people
we've
been
taking
a
lot
of
calls
for
ithaca,
michigan,
actually
and
people
arguing
with
us
when
we
say
you
know,
we
don't
know
where
this
park
is.
We
don't
know
what
they're
talking
about
you
know.
We've
had
people
wanting
to
file
complaints
because
their
doctors
canceled
their
appointments.
We've
had
employees
call
us
because
their
gout
is
acting
up
and
you
know
they
can't
work
and
what
are
they
supposed
to
do?
P
We've
had
you
know
people
talking
about
needing
hardship
allowances
for
residential
parking
permits
because
they
simply
can't
live
if
they
can't
park
in
front
of
their
house.
You
know
and
all
kinds
of
strange
you
know
things
people
who
want
to
get
married
in
africa
and
need
letters
of
you
know
no
record
certification
immediately
and
just
all
kinds
of
things.
So
you
know
we
have.
It
seems
like
almost
every
phone
call
we
get.
These
days
requires
a
mini
staff
meeting,
so
we
can
all
consult
and
come
up
with
the
best
answer.
P
You
know,
but
they
have
really
been
doing
a
phenomenal
job.
They've
been
fielding,
calls
for
other
departments,
they've
been,
you
know,
trying
to
carry
the
load
for
employees
who
are
working
remotely
and
getting
you
know,
making
those
connections
for
people,
so
I'm
extremely
proud
of
them,
and
I
just
want
to
give
them
a
huge
shout
out
you
know
and
on
the
I.t
side
of
the
house.
P
What
that
team
was
able
to
accomplish
in
a
very
short
period
of
time
is
nothing
short
of
amazing.
You
know
from
all
of
a
sudden
trying
to
figure
out
how
our
employees
can
work
from
home,
how
we
can
do
that
securely
on
our
network.
What
is
it
that
they
need
to
do?
P
Training
people
to
use
the
vpn
making
sure
people
have
zoom
licenses,
making
sure
they
have
webcams
or
if
they
need
laptops,
training
people
who
have
not
worked
outside
of
their
office
environment
on
how
they
can
still
accomplish
tasks
advising
on
how
to
you
know,
automate
processes,
and-
and
all
of
that
I
mean
they
have
been.
You
know
nothing
short
of
spectacular
and
I'm
really
proud
of
them,
and
you
know
our
help
desk
responses.
P
You
know
sometimes
still
do
take
a
little
bit
of
time,
but
a
lot
of
that's,
because
people
are
now
working
from
home.
They're,
not
you
know
they,
they
there's
a
delay
in
their
response.
Back
to
us,
we've
worked
hard
to
support
ipd
through
everything
that
they're
going
through
and
making
sure
that
they
have
access
to
all
the
surveillance
cameras
that
they
need
as
well
as
that,
you
know
that
that
the
computers
and
their
cars
are
functioning.
P
So
really,
you
know
my
department
has
truly
been
put
to
the
test
these
past
few
months
and
they've
succeeded.
Amazingly,
so
I'm
really
proud
of
them.
That's
not
to
say
that
everything
is
going
swimmingly
because
it's
not.
We
are
tired.
We're
overworked
and
we're
a
little
overwhelmed
right
now
we
had
taken
on
some
extra
work
for
the
superintendent's
office
when
the
furloughs
came
through
trying
to
asses
assist
them,
so
it
was
mainly
permitting
work,
which
I
don't
know.
P
I
was
very
naive,
I
think
in
the
beginning
of
this
I
thought.
Oh,
this
isn't
gonna.
You
know
this
isn't
gonna
be
much
additional
work
at
all.
It's
we're
talking
food
trucks,
we're
talking
requests
to
use
our
parks,
we're
you
know
we're
talking
requests
to
film
on
city
property,
nobody's
going
to
be
wanting
any
of
that
stuff.
We
can't
do
any
of
that
stuff.
Well,
that
has
turned
out
to
be
a
bit
of
a
nightmare,
because
now
everybody
wants
to
do
something
just
a
little
bit
different.
You
know
something.
P
That's
never
been
done
before
we're
now
having
religious
ceremonies
out
in
our
parks.
We're
having
plays
out
in
our
parks
requests
to
do
comedy
shows.
How
can
we
do
all
these
things
safely?
You
know
what
what
are
the
new
requirements?
What
additional
things
are
we
putting
in
place,
such
as
requiring
people
to
wear
masks
outside
which
also
creates
some
debates?
P
You
know
social
distancing,
you
know,
complaints
about
food
trucks
that
are
in
the
park,
and
you
know
the
people
in
line
aren't
social
distancing
and
and
all
of
that,
so
it
has
been
a
huge
learning
curve
for
all
of
us.
You
know
figuring
out
what
fees
can
be
prorated.
You
know:
where
can
we
bend
the
rules
just
a
little
bit?
Is
it
really
going
to
hurt
anybody?
You
know
so
it
has.
P
It
has
been
overwhelming
and
and
I'm
trying
to
figure
out
if
it's
sustainable
or
not,
I
don't
really
have
an
answer
for
you
right
now.
P
I
will
tell
you
that
dan
has
been
amazing
and
I
can't
thank
him
enough
and
I
feel
very
bad
because
I
feel
like
he
always
sees
me
at
my
worst
when
I'm
having
complete
meltdowns-
and
you
know,
he's
a
calming
effect
and
you
know-
and
it's
nice
to
know
that
there
are
people
who
truly
care
about
you
and
care
about
your
health,
your
mental
health
and
and
all
that
in
this
organization.
So
I
do
truly.
I
truly
appreciate
all
of
his
support
through
this.
P
One
thing
in
my
budget
that
I
am
proposing
is
a
promotion
for
one
of
my
employees
from
a
network
integration,
specialist
position
to
a
senior
network
integration,
specialist
position
for
two
reasons:
number
one
the
employee
has
earned.
It
has
worked
very
hard
and
has
gone
above
and
beyond
through
all
of
this.
P
For
another
reason,
we
now
have
a
new
network
integration
specialist
in
our
office,
and
there
is
quite
a
bit
of
difference
in
terms
of
experience
and
knowledge,
and
I
think
that
that
deserves
to
be
recognized
and
for
the
third
reason
the
senior
position
is
in
the
executive
unit
versus
the
cse
admin
unit,
where
we're
somewhat
constrained
by
what
hours
they
can
work
and
if
they're,
working
after
hours,
you
know
it's
four
hours
of
overtime
that
they
get
and
and
all
of
that
I
really
need
more
flexibility
in
these
days,
because
employees
are
working
different
hours.
P
You
know
now
that
employees
are
working
remotely
they're,
not
always
working
8,
30
4,
30
monday
through
friday.
You
know-
and
certainly
it's
the
case
with
police
and
fire,
and
some
of
public
works,
that
they
work
24
7
and
they
need
assistance.
Then,
and
right
now,
I
have
allen
and
scott
who
can
provide
that
if
they're
available
you
know,
but
having
that
third
set
of
hands
really
gives
us
some
depth
that
we,
you
know,
really
need
that.
I
can
fit
that
in
this
negative
3
budget.
P
So
I
didn't
want
you
to
be
surprised
later
on
when
I
start
to
proceed
to
to
do
that,
because
that
is
included
in
here,
and
I
think
I
would
just
tell
you
that
one
of
my
suggestions
really
is
that
the
city
start
thinking
about
creating
a
position,
and
I
would
say
my
office
needs
more
help,
but
my
office
needs
more
help
because
of
what's
happening
with
special
events
and
all
these
other
new
duties
that
we've
taken
on.
P
I
really
think
the
city
should
think
about
a
position
that
deals
with
special
events
with
noise
permits
with
assembly
permits,
with
common
use
permits
with
mobile
vending
permits
with
food
truck
permits
and
all
of
those
filming
on
city
property,
use
of
the
parks
they're,
all
very
time
consuming
processes
that
are
spread
out
amongst
a
number
of
different
departments,
and
these
people
really
should
be
focusing
on
other
duties.
You
know
we
should
get
some
of
this
out
of
the
mayor's
office.
We
could
get
some
of
it
out
of
the
police
department.
P
We
should
get
some
of
it.
You
know
I'm
not
necessarily
saying
out
of
my
department,
but
I
don't
know
that
I'm
the
best
person
to
be
doing
it
and
right
now,
I'm
doing
all
of
those
things
myself
and
I
have
other
duties
to
attend
to
so
you
know
I
think
if
I
had
well,
I
do
actually
behind
me
if
you
can
see
my
magic
wand.
If
I
got
it
out
and
I
I
swirled
it
for
you,
I
think
that
would
be
my
number
one
wish
for
you
to
think
about.
A
Great
thank
you,
julie
and
echoing
anyone.
That's
working
in
I.t
and
public
information
right
now
has
probably
quadrupled
the
amount
of
an
already
busy
workload,
so
echoing
the
thank
yous
to
those
staff
that
I
know
have
been
working
incredible
hours
as
we
all
pivoted
to
remote
and
new
normal
and
all
the
other
buzzwords
related
to
the
pandemic.
Right
now,
any
questions
for
julie
on.
A
D
T
A
I
think
we
did
have
several
questions
that
were
submitted
and-
and
I
know
you
answered
most
of
them
in
your
narrative,
so
maybe
just
sort
of
a
high
level
overview
of
some
of
the
questions
that
you
were
asked
and
then
you
can
go
over
your
request
above
the
mayor's
budget
and
then
we'll
open
it
up
for
questions.
Does
that
sound?
Okay?
For
you
sure
great?
Thank
you.
T
The
four
questions
were
asked
were
relative
details
about
our.
I
think
it
was
a
clothing
line
and
I
broke
those
out
about
half
of
that
is
contractual
related
to
the
contract
as
far
as
cleaning
and
uniforms,
those
are
spelled
out
in
the
contract.
T
The
rest
of
the
clothing
is
related
to
protective
gear
protective
gear.
Obviously,
when
every
every
firefighter
has
two
sets
of
gear
the
fire,
the
gear
has
a
life
expectancy
of
five
years,
then
it
has
to
be
replaced
so
we're
in
a
constant
rotation
of
people
either
wearing
out
their
gear,
which
might
get
replaced
sooner
or
it
ages
out,
and
then
it
gets
replaced
and,
of
course,
new
hires.
T
We
try
to
recycle
gear.
That
is
not
fully
used
to
them
through
their
training,
and
then
they
get
a
brand
new
set
of
gear
and
usually
a
set
of
gear
that
might
be
only
a
couple
of
years
old,
so
we
kind
of
spread
out
the
replacement.
So
that's
where
most
of
the
costs
come
from.
As
far
as
clothing,
there
was
question
about
parts
and
equipment,
and
I
did
not
know
if
you
were
just
looking
for
what
we
spend
on
parts.
But
parts
is
like
maintenance.
It's
some
of
it.
T
Some
of
the
stuff
we
buy
is
actually
parts
that
we
purchase
in
and
we
replace
ourselves
and
sometimes
it's
part
of
a
repair
that's
going
on
in
dbw,
maybe
ordering
parts
and
then
that
gets
budgeted
as
comes
out
of
our
parts
budget.
So
that's
kind
of
the
difference
in
parts
and
maintenance
and
I
try
to
gave
you
I
gave
you
everything
there
and
when
you
asked
about
equipment,
I
didn't
know
if
you
were
looking
for
new
equipment
that
we
were
buying
or
we're
you're
just
talking
about
the
maintenance
of
equipment.
T
Okay,
would
you
I'll
just
say
that
one
of
the
things
that
we've
done
since
I've
been
chief
is
we
used
to
farm
out
most
of
our
repair
work
to
outside
vendors?
T
T
There
are
some
pieces
of
equipment
that
are
are
technically
more
complicated
and
that
they
do
have
to
go
out
to
get
particularly
aerial
trucks
they
they
have
to
go
out
to
a
one,
to
a
service
vendor
to
have
that
work
done
and
that
vendors
we
use
two
there's
one
in
elmira
and
there
are
horse
heads
and
then
there's
one
in
rochester
so,
depending
on
what
the
the
need
is
for
the
truck
that
particular
truck
it
may
have
to
go
one
of
either
those
two
places
that
doesn't
happen
very
often,
it's
usually
once
or
twice
a
year.
T
I
remember
what
was
the
the
other
question.
There
was
a
question
about.
Ems
was
what
would
it
take
for
us
to
get
out
of
the
ems
business?
I
think
that's
really
up
to
that.
That's
a
policy
decision,
but
I
think,
there's
a
big
void
that
would
be
left
if
we
were
totally
out
of
the
the
emergency
medical
business
we
are
because
of
our
station
locations
and
our
personnel.
T
We
are
distributed
pretty
evenly
across
the
town
in
the
city
so
that
we
can
get
a
a
a
quicker
response
to
go
to
areas
that
are
remote,
the
amulet
local
ambulance
company.
They
have
one
central
location
which
is
out
on
the
west
end
of
the
city,
and
they
only
have
a
couple
three
ambulances
that
are
kind
of
covering
the
the
district
at
any
one
time,
and
they
may
be
coming
from
the
hospital
all
the
way
across
these
till
or
or
south
hill.
So
often
we,
our
apparatus,
gets
there
a
bit
sooner.
T
As
you
know,
we
during
the
early
parts
of
covid,
when
we
were
trying
to
conserve
resources,
we
did.
I
did
change
our
response
plans
and
we
dialed
them
back
significantly
to
protect
our
people.
There
was
quite
a
bit
of
pushback
from
the
local
ambulance
provider
and
from
one
citizen
in
particular,
who
I
think
you
you've
heard
quite
a
bit
from.
T
Concerning
that
why
we
weren't
going
to
to
medical
calls,
we
reviewed
our
response
plans.
We
actually
started
responding
back
to
a
lot
more
than
we
did
in
the
spring
and
late
early
spring
and
late
spring.
The
difficult
part
is
that
from
our
statistics,
when
I
look
at
our
data,
we're
still
not
treating
as
many
as
we
go
to
a
lot
of
calls
and
we
do
assessments,
but
there
are
so
many
calls
that
we're
going
to
that.
We
are
honestly
not
needed,
and
you
know
our
care
is
more.
T
Basically,
basically
we
get
there,
we
wait
for
the
ambulance
to
you,
know,
arrive
or
the
ambulance
gets
there
same
time
and
we're
not
needed,
and
we
clear
the
scene
there
are
there
and
those
times
are
quite
often
and
the
911
centers
is
the
the
issue
there
and
I
would
say
it's
an
issue:
it's
the
system
they
use
for
evaluating
the
severity
of
of
a
condition
when
it's
called
in
quite
often
not
by
the
person
who's
ill
but
by
a
third
party,
and
the
system
is
based
on
the
most
probable
worst
case
scenario.
T
So
quite
often
the
call
sounds
worse
than
what
it
actually
is
when
we
get
there
and
it's
not
it's
a
very
imperfect
system.
I've
had
a
lot
of
experience
with
the
system
earl
in
the
in
the
1990s
when
it
was
kind
of
new
and
upcoming
and
in
what
the
system
was
developed
and
why
it's
used
in
this
county
is,
is
to
adequately
distribute
limited
resources
and
make
sure
you're
prioritizing
limited
resources.
T
For
instance,
if
you
had
five
ambulance
calls,
and
you
only
have
three
ambulances
and
I'll
use
ambulances
term,
because
that's
what
the
system
really
is
designed
for.
It
says
that
the
most
severe
patient
gets
the
ambulance
first
and
then
the
lower
level
calls
get
down
and
that's
what
the
system
is
designed
for.
It
really
isn't
designed
for
prioritizing.
T
So
that's
where
that
that's,
where
I'm
at
as
far
as
ems,
it's
I
it's
it's
a
piece
that
I
I
guess
I'm
kind
of
throwing
up
my
arms.
I
don't
know
what
else
to
do
with
it,
and
tonight
we
went
to
a
serious
medical
call
where
our
people
were-
and
this
was
just
outside
the
town
where
our
people,
all
the
people
that
were
dispatched.
T
The
call
were
needed
to
provide
care
to
that
person,
and
it
was
a
call
where
more
than
just
two
peoples
were
needed
to
take
care
of,
provide
patient
care
and
that
patient
was
a
was
in
critical
condition
and,
and
indications
are,
the
patient
was
in
better
condition
when
there
was
when
the
person
departed
in
the
emails
going
to
the
hospital
than
it
was
when
we
arrived.
T
So
we
do
know
that
there
are
calls
that
we
do
make
a
difference,
and-
and
I've
said
this
in
the
past-
I'd
rather
go
to
one
more
call
that
I
wasn't
needed,
or
we
weren't
needed
than
to
not
go
to
a
call
where
we
needed
and
we
didn't
show
up
in
time.
So
it's
kind
of
that
balance
of
survivability
and
and
and
and
you
know,
commun
community
care.
T
So
I
I
don't
know
who
ants
asked
that
question
specifically,
but
I
did
oh,
you
didn't.
H
And
can
I
follow
up
too?
Like
so
I
mean
I,
I
asked
it
in
the
context
of
the
budget.
Obviously
I
mean
not
just
I
mean
I
care
certainly
about
the
quality
of
care
we
provide,
but
certainly
right
now
we're
thinking
about
the
budget,
and
I
was
thinking
about
the
budget
impact
it
would
be
to
not
have
to
handle
those
calls.
H
Alternatively,
in
in
the
summer,
you
floated
the
idea-
or
you
pointed
to
an
example
of
auburn,
providing
municipal
ambulance
services
and
charging
for
that,
and
that
is
another
approach
I
think
to
maybe
both
improving
the
quality
of
care
in
the
city
and
maybe
addressing
some
budget
things.
What
are
your
thoughts
on
that?
How
serious
should
we
think
about
that,
and
should
that
be
something
we
tackle
as
part
of
the
reinvented
public
safety
process
or
as
a
side
thing
like
to
be
focused
on
ems
issues,.
T
I
think
I
think
it's
it's
worthy
to
have
that
conversation.
I
I
think
it's
worth
having
the
conversation
with
the
with
the
municipal
fil
persons
and
elected
officials
in
auburn
to
get
their
perspective
on
what
they
think
of
it.
I
know
what
their
intended
goal
was
because
they
were
concerned
about
the
quality
of
the
email
services
that
was
being
provided.
The
city
took
felt
that
by
creating
a
municipal
ambulance
service
and
then
actually
forming
the
email
service,
they
did
it
through
contracting
with
a
a
private
provider.
T
The
ambulance
says
city
of
auburn
ambulance,
even
though
the
ambulance
is
actually
owned
by
a
private
company,
but
auburn
gets
the
city
of
auburn
gets
to
control
the
quality
of
care.
You
know
how
many
ambulances,
what
the
response
times
are,
and
they
can
you
know
better
coordinate
with
their
with
their
first
response
service.
They
did
it
through
a
private
provider.
They,
when
I
talked
with
the
fire
chief,
he
said
that
their
next
progression
was
actually
to
look
at
the
city,
hiring
its
own
paramedics
and
emts
and
actually
run
the
run.
T
The
email
service
as
a
municipal
service.
He
and
I
we
talked
about
the
you-
know
the
cost-benefit
ratio.
I
think
we
both
agree
trying
to
run
it
on
the
ambulance
as
as
of
with
firefighters,
who
are
trained
into
doing
firefighting
and
technical
rescue
and
expand
their
scope
into
being.
Paramedics
spreads
it
out
a
bit
thin
and
there's
also
a
cost
factor.
T
Frankly,
cost
of
professional
firefighters
is
is
much
higher
than
it
is
for
hiring
paramedics
who
are
just
strictly
trained
as
emts
and
paramedics,
and
you
know
it's
a
financially
it's
a
little
better
model
to
to
do
it.
That
way,
and
I
believe
city
of
auburn
was
looking
at,
I'm
not
saying
that's
what
the
city
of
ithaca
should
do,
but
I,
based
on
what
the
conversations
I've
had
with
the
city
of
auburn.
I
believe
it
is
something
that
the
city
should
explore.
T
I
think
it's
worth
having
the
conversation.
It
gives
the
city
a
little
control
of
the
service
that
it's
going
to
get,
but
you
know
it's.
You
got
to
look
at
the
both
sides
of
the
argument
so.
A
T
Yeah
this
has
been
a
big
retirement
year
for
us
already,
we've
had
seven
retirements
and
actually
we're
going
to
have
an
eighth
coming
up
here
then.
Well,
yes,
six
retirements,
one
person
left
left
service.
He
didn't
retire.
He
just
went
left
to
take
care
of
his
family
business.
T
T
People
say
I'm
going
to
retire
on
this
year
and
this
day
this
is
what
I'm
going
and
then
they
get
closer
to
it
and
then
they
say
well,
I
don't
think
I'm
going
to
go
till
I'm
going
to
wait,
I'm
going
to
work
another
couple
of
years
or
they
say
I'm
going
to
work
till
next
year.
Next
thing
you
know
a
month
a
month
from
now
I'll
get
a
letter
says
I've
changed
my
own
deciding
to
retire
sooner.
So
it's
a
little
hard
to
predict.
T
Surprisingly
enough,
I
was
going
back
and
looking
at
some
of
my
previous
reports,
I
don't
this
is
this
is
one
of
the
first
times
we've
actually
had
a
significant
number
of
people
under
20
years
who
are
not
eligible
to
retire
as
compared
to
those
who
are
eligible,
so
we've
actually
had
quite
a
few
retirees
that
have
really
cleared
the
board.
So
do
I
expect
they
retired
next
year,
maybe
maybe
a
couple,
but
I
I
wouldn't.
I
don't
see
a
lot
coming
down.
T
The
road
we've
had
the
most
this
year,
I
think,
is
probably
the
biggest
situation
in
two
years
or
maybe
three
years
from
now,
we
could
have
another
run
of
you
know
three,
four
five
people
who
choose
to
retire.
Sometimes
it
depends
on
the
contract.
Sometimes
it
depends
on
the
economy.
Sometimes
people
just
you
know
they
hit
the
age
of
you,
know
they're
over
55
they've
had
over.
You
know
25
or
30
years
in
departments
that
I'm
gonna
go,
do
something
else
when
they're
retired
it's
hard
to
predict.
A
T
Yeah,
I
thought
about
this
a
lot
and
I
just
give
you
my
concern
about
pushing
apparatus
replacement
back
another
year.
Is
it
just
starts
pushing
everything
back
and
I've
been
really
trying
to
keep
on
close
to
schedule
as
possible,
and-
and
I
had
this
conversation
with
steve-
I
understand
that
you
don't
want
to
land
another.
T
You
know
six
hundred
and
nine
eighty
ninety
thousand
dollars
onto
the
capital
projects
for
next
year,
so
what
I
was
proposing
is
to
approve
it
in
my
request,
above
the
mayor's
budget,
to
prove
it
for
next
year,
but
actually
it
wouldn't
actually
show
up
on
the
books
until
2021
it
takes
about
the
manufacturer
time
on
a
fire
truck
is
about
300
days
right
now,
leading
up
to
it.
There's
about
a
month
of
work
specifications
then
pre-construction.
T
So
it's
almost
a
year.
We
have
a
truck
in
manufacturing
right
now
that
we
ordered
in
the
first
week
of
january,
it
will
not
be
delivered
until
the
middle
of
january
of
2021,
so
it's
actually
going
to
be
over
300,
because
the
cove,
but
things
got
backed
up.
It's
going
to
be
like
close,
it's
going
to
be
over
365
days
before
that
truck's
going
to
be
delivered.
T
So
what
I
asked
was
approval,
so
at
least
we
can
purchase
a
truck
and
we
would
look
to
or
order
it,
and
we
would
work
with
the
manufacturers
to
look
at
what
their
production
time
is
and
time
it.
So
we
ordered
it
so
it
wouldn't
be
delivered
until
you
know
late
spring
of
2021
and
that's
actually
a
better
time
for
us
to
to
have
take
delivery
of
a
truck.
T
T
In
2016
we
took
or
actually
2017
when
they
delivered.
We
took
two
new
engines
and
they
got
they
got
they
were.
They
were
driven
here
and
through
a
snowstorm
and
they
actually
had
some
physical
damage
just
because
of
the
ice
and
snow
it
that
they
sustained
coming
back.
So
my
preference
is
not
that,
as
from
from
fire
chief's
standpoint,
not
take
delivery
of
a
vehicle
until
the
the
spring
or
summer,
when
the
weather's
better
and
especially
if
the
truck's
got
to
be
transported
any
distance.
T
A
Great
just
to
clarify,
I
think
you
meant
delivery
in
2022,
not
2021..
Oh.
T
Budget,
I
I
have
one
thing
to
put
in
there:
no,
no,
but
nobody
picked
up
on
it
next
year.
We
have
a
major,
it's
a
it's
really.
I
don't
call
an
it
project,
but
it
is
a
significant
project
for
us,
our
fire
department
management
software,
and
actually
we
have
several
pieces
of
software
that
we
use
in
the
fire
department.
But
but
one
major
piece
is
a
fire
department
management
software
that
we've
been
using
since
2009.
T
The
company
that
produces
software
was
at
that
time
was
the
probably
the
number
one
developer
of
fire
department
management
software.
We
had.
It
went
out
through
an
rfp
process,
and-
and
actually
it
was
not
our
first
choice,
but
it
ended
up
being
our
first
choice
just
because
the
more
expensive,
more
bells
and
whistles
turned
out
to
be
pretty
problematic.
T
When
we
started
talking
with
users
of
that
software
and
we
turned
around
and
then
ended
up
going
back
to,
I
call
it
old,
reliable
and
old,
reliable
software,
it's
actually,
it
has
a
very
unique
name.
It's
called
firehouse
software
that
software
company
is
was
bought
and
sold
twice
since
we've
used
it.
The
last
company
that
purchased
it
also
had
a
a
competing
product
and
they
bought
it
for
its
customer
base.
T
T
You
know,
but
you
know
close
to
ten
thousand
dollars.
The
problem
is
that
the
next
iterations
of
software,
we're
gonna
purchase
will
probably
be
in
the
range
of
you
know:
twenty
thousand
dollars,
so
there
is
a
increase
in
our
budget
in
for
software,
we
don't
exactly
know
which
product
we're
gonna
buy,
but
it
is
something
we'll
be
working
on
next
year
and
it
will
become
an
ongoing
cost.
Fortunately,
unfortunately,
however,
you
look
at
it
does
not
require
us
to
purchase
new
hardware.
T
Where
now
we
have,
we
have
virtual
servers
that
are
carrying
our
software,
because
it's
in-house,
when
we
moved
to
a
new
platform,
it
will
be
cloud-based,
so
part
of
our
cost
will
be
paying
for
the
cloud
storage
and
keeping
that
keeping
all
our
records
out
there
in
cloud
in
a
very
secure
and
accessible
form.
So
that
is
one
item
I
did
not
put
it
in
my
narrative.
I
apologize.
T
D
Oh
thanks
for
that,
seeing
as
you
gave
us
a
challenge
said,
we
didn't
spot
something.
I
saw
the
breakdown
of
the
clothing
for
2020
and
just
looking
at
that,
I
see
that
that's
quite
a
bit
higher
than
what
was
spent
in
2019
and
that
higher
level
continues
now
for
next
year's
budget.
Is
there
a
reason
the
clothing
line
has
gone
up
and
looks
like
it's
staying
up
now
or
could
you
just
explain
that
it's.
T
Based
on
a
replacement
cycles
and
some
years
we
only
bought,
we
only
need
to
buy,
you
know
say
we're
buying
eight
sets
because
we
have.
We
know
we,
we
know
our
turnover,
we
know
how
many
sets
we
have.
We
know
on
this
expiration
date,
so
we
ran
into
a
spell
where
we
we've
got
to
replace
more
and
also
when
we
hire
new
firefighters.
We
have
to
buy
new
gear
for
them,
and
so
that's
that's
number
one.
Why
that's
jumped
up
number
two
is
the
cost
of
protective
gear
has
gone
up
quite
significantly.
T
You
know
over
the
years
the
stuff
is
very
expensive
and
you
know
every
time
we
we
buy
a
set.
We
we
and
we
go
to
bid
every.
I
think
we're
a
two
year
cycle.
We
bid
it
every
two
years
and
and
sometimes
and
we
we're
looking
for
best
value,
but
we're
also
looking
for
good
quality,
because
we
want
the
gear
to
last
for
a
long
time.
So
that's
the
stuff
is
expensive
in
it
and
those
prices
go
up.
T
A
H
H
Q
Q
So
and
in
addition,
you
know,
of
course,
that
the
town
does
pay
a
little
over
40
31
of
this
as
well.
So
there's
a
net
net
cost
is
much
less
than
the
roughly
700
000
we
would
need.
So
if
you
authorize
this
during
this
budget,
we
wouldn't
issue
those
funds
until
early
2022.
A
Q
B
J
But
so
it
does
apply,
it
does
not
apply
to
our
debt
encumbrance
until
we
actually
take
it,
even
though
the
obligation
is
there.
D
So
the
agreement
with
the
town
is:
where
are
we
on
that?
Now?
What
what
I
mean
you
just
mentioned
that
steve
so
just
wanted
to
check
that
that
contract
is
or
that
agreement
is
in
place
for
a
number
of
years.
Q
Q
Okay,
yeah
in
the
the
percentage.
Obviously
changes
based
on
assessments
of
both
parties,
but
so
next
year
2021
it
will
be
31.43
and
that's
down
a
little
bit
from
the
current
percentage.
Thanks.
A
V
T
We
we
we
have
to
get
their
approval
if
it's
a
capital
project
of
this
size.
So
we'll
we'll
I'll,
go
to
the
town
next
spring
and
say
and
ask
for
permission
they'll,
not
again,
it
doesn't
hit
their
their
their
books
until
2022.
A
A
So
those
are
all
the
departments
we
had
on
our
docket
for
this
evening.
We
are
meeting
again
tomorrow
and
it
is
9
30.
So
I
don't
want
to
cut
us
off
if
we
want
to
have
more
conversation
about
anything
this
evening.
I
guess
my
question
is:
does
anyone
have
anything
they
want
to
add
to
the
list
after
hearing
from
departments
this
evening,
george.
V
A
couple
weeks
ago
I
saw
a
really
nice
big
cabin
cruiser
for
sale
down
on
seven
mile
drive.
I
thought
it
would
be
an
excellent
purchase
for
maybe
a
common
council
recreational
vehicle
for
the
lake,
but
it's
not
there
anymore,
so
we
can't
buy
it.
A
Thanks
george
anything
else,
anyone
wants
to
add
to
the
list.
A
Okay,
so
we'll
probably
we're
good
for
this
evening,
we
tomorrow
have
a
big
department,
dpw
and
a
department-
that's
pretty
impacted
by
this
particular
budget.
Tomorrow
night
from
what
I
understand
from
dan,
we
will
have
the
narrative
tomorrow.
B
B
Miss
yeah
people
haven't
submitted
any
yet.
If
anybody
has
any
questions
for
dpw,
maybe
maybe
questions
will
arise
when
you
read
their
their
narrative.
So
just
say:
if
you
do,
if
you
do
send
questions,
please
copy
superintendent,
mike
thorne
on
those
questions
so
that
he
gets
them
as
soon
as
possible.
A
Right,
okay,
I
think
we're
good.
We
probably
I
I
always
forget
if
we
need
a
motion
to
adjourn,
but
it's
usually
a
good
idea
to
do
it
anyway.
So
is
there
a
motion
to
adjourn,
I
saw
graham
and
seconded
by
george,
so
we
will
be
back
here
tomorrow
evening
tomorrow.
We
do
not
have
any
public
comment
or
public
hearing
associated
with
this,
so
it
should
just
be
the
normal
normal
zoom
like
where
you.