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From YouTube: Budget Meeting #3
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A
Good
evening
and
welcome
to
the
October
20th
meeting
of
the
County
Council
to
discuss
the
proposed
2023
budget,
we
are
exiting
recess
from
last
week.
We
still
have
a
motion
on
the
table
to
discuss
about
it,
and
I
will
remind
colleagues
and
the
public
that
are
the
first
Department
tonight
will
be
human
resources
which
we
move
to
this
week,
so
I
believe
Shelly.
Even
though
okay.
A
She's
here,
okay,
so
hi
Shelly,
welcome
and
I
would
be
happy
to
invite
you
to
make
any
credit
card
amendments
you
have
about
the
Department's
budget
in
advance
of
console's
questions.
C
Good
evening
I
am
here:
I
can't
start
my
video,
it
says
it
says:
I
can't
start
my
video,
so
I
do
have
it
hold.
On.
Can
I
start
your
video
because
the
host
has
stopped
it.
A
C
Not
yet
cannot
start
right.
Sorry,
you
can't
see
me
just
yet.
A
Again,
Scott
was
suggesting
to
try
again,
but
if
that's
not
working
I
would
say
just
go
ahead
because
it.
C
Well,
I'll:
go
ahead,
I'll,
go
ahead
and
get
started,
I
feel
bad
though
okay
well
good
evening.
Everyone
in
terms
of
opening
remarks,
I
guess
you
know
I
similar
to
my
colleagues,
just
want
to
say
thank
you
to
the
mayor
for
putting
forward
a
budget
that
really
emphasizes
staff
in
the
organization.
The
recognition
that
you
know
we
for
so
long
have
have
have
been
struggling,
and
you
know,
and
and
also
the
pro
as
a
resident.
The
focus
on
the
infrastructure
is
greatly
appreciated
too
so
I
don't
know.
E
Hi
hi,
could
you
describe
the
the
new
position
that
is
included
in
the
mayor's
project?
Yes,.
C
So,
thank
you,
so
this
Position
will
focus
on
Outreach,
Recruitment
and
diversity
and
inclusion,
Education
and
Training.
This
is
a
position
I'm
looking
for
a
skill
set,
someone
who
has
good
skills
as
it
relates
to
digital
marketing
and
data
analysis
to
some
extent,
but
this
individual
will
be
working
on
doing
Outreach
and
building
the
relationships
that
we
need
to
have
in
order
to
fill
our
positions.
C
They
would
have
to
go
through
a
Workforce
diversity,
selection
review,
a
committee,
and
what
we
do
in
that
committee
is
just
ensure
that
we
in
our
process,
we
have
an
inadvertently
utilized
biases
or
set
up
barriers
that
were
unintentional
and
what
what
this
person
will
do
is
working
up
front
on
ensuring
that
that
is
not
available
not
in
play
going
forward.
So.
B
And
can
you
talk
about
actions
that
HR
and
City
have
taken
since
then
to
address
those
concerns,
the
status
of
the
compensation
study
and
and
how
we're
reacting
to
that.
C
C
The
five
areas
of
focus
in
compensation
was
one
of
those
areas:
Communications
performance
development,
and
there
were
five
and
I
just
drew
a
blank.
One
was
around
facilities,
so
what
we
initially
did
as
we
set
up
those
engagement
teams,
early
Jan,
early
2020
and
the
engagement
teams
were
well
staffed
with
representation
throughout
the
city
organization.
C
We
had
every
Department
represented
and
really
excitement
around
this
work,
and
then,
and
and
the
expectation
at
that
time
was
to
come
up
with
recommendations
by
May
of
2020
and
then,
of
course,
covet
hit.
The
Pan
pandemic
hit
and
we
were
sidetracked.
So
the
last
I
want
to
say
what
is
this.
This
is
22
I
have
to
get
my
dates,
so
in
2021
we
started
to
revive
that
process.
It's
not
exactly
the
same.
A
lot
of
people
have
left
who
were
participating.
We've
been
recruiting
others
to
come
in.
C
What
we
have
been
doing
so
far
is,
of
course
you
know.
The
compensation
study
was
one
of
the
recommendations.
We
have
a
compensation
consultant
who
we
have
hired
we're
working
with
the
Burke
group
and
they
are
out
of
Rochester
New
York,
and
you
know
so
far.
We
we've
been
very
pleased
with
working
with
them
they're.
C
They
are
in
the
process
of
we're
communicating
with
them
and
we're
hoping
to
have
a
a
final
report
soon
so
and
then,
once
we
get
the
report,
then
of
course
we
would
be
working
with
the
unions
in
order
to
talk
about
how
to
move
forward
with
it.
C
Other
things
that
we
have
done,
we
are
you
all
funded
monies
capital
projects,
I
believe
it
was
last
year
so
that
we
could
look
at
Automation
and
we
have
been
doing
that
it's
moving
a
lot
slower
than
I
would
like,
but
but
we
are
working
on
it
right
now.
B
A
B
Of
that's
on
us
we're
reaching
out
and
making
sure
speaking
to
the
list,
but
was
there
anything
any
recommendations
that
came
out
of
that.
C
Well,
the
the
not
yet
we
originally
like
I
mentioned.
We
had
individual
teams,
engagement
teams
for
each
of
those
to
come
up
with
recommendations
and
that
sort
of
that
went
away
with
with
with
covid,
and
we
have
had
some
difficulty
recruiting
more
individuals.
We
do
have
individuals
who
are
who
come
who
attend
on
a
regular
basis,
but
nowhere
near
the
number
that
we
had
back
in
2020.
So
what
we
have
been
doing
is
trying
to
focus
on
on
the
there
are
enough
of
us
to
work
on
certain
things.
C
At
a
time
not
I,
don't
have
five
teams
working
on.
You
know
five
different
areas:
I
just
have
this
one
team,
that's
working
on
as
as
much
as
we
can.
They
just
recently
put
out
a
communication
survey
to
the
workforce
and
we
just
the
team,
hasn't
had
a
chance
to
look
at
all
of
the
data.
I
just
met
with
Leslie
earlier
today,
and
we
looked
at
some
of
the
data.
So
that's
going
to
be
presented
to
the
engagement
team
and
from
that
hopefully,
there'll
be
suggestions,
or
there
should
be
suggestions
on.
B
On
appreciate
it,
so
yeah
I
just
asked
all
this
because
once
I'm
concerned
about
spending
I'm
also
concerned
about
Recruitment
and
Retention,
you
know
compensation
and
morale
and
the
climate
of
City
Hall
all
planes
there.
So
thanks
very
much
yes,.
A
Myself
very
quickly
just
share
conferred
and
then
share
the
publishment.
The
decision
that
you're
discussing
is
also
intended
to
start
at
the
beginning
of
the
second
quarter.
C
A
Next,
we'll
move
on
to
DPW
and
I
know:
Mike
is
the
one
that
I'd
like
to
know
about
when
you've
been
waiting
in.
A
G
Sure,
I
guess
I'll
start
out
by
just
going
through
the
budget
narrative
that
we
prepared.
One
of
the
first
questions
was:
are
we
okay
with
the
mayor's
budget?
G
And
the
answer
is
yes,
as
Laura
said,
there's
been
a
focus
on
infrastructure
which
we're
very
grateful
for
so
we're
able
to
fit
within
the
two
percent
budget
that
we're
asked
to
prepare
a
two
percent
and
four
percent
budget
I
think
we
got
the
two
percent
budget,
although
Steve
makes
some
adjustments
based
on
some
actual
costs
and
so
I
think
it
might
be
a
little
bit
over
the
two
percent
budget,
but
other
than
that
we're
you
know
budget
wise,
we're
fine,
as
I
mentioned
last
month
when
I
spoke
to
or
when
I
gave
a
presentation
to
council,
our
biggest
concern
is
Staffing
and
I.
G
I
showed
a
organization
chart
we're
still
down
about
30
positions,
and
that
goes
all
the
all
across
the
board.
In
DPW
I
know,
engineering
is
down
two
positions:
streets
and
Facilities,
it's
down
about
15
and
water
and
sewer
is
down,
I,
believe
12
positions,
and
so
that's
that's.
Our
biggest
challenge
is
just
attracting
and
retaining
employees.
G
We
are
starting
to
see
a
little
bit
of
action.
I
know,
Mark
verbanic,
just
interviewed
a
couple
of
Leos
and
I
think
we're
going
to
make
offers
to
two
of
those.
So
that's
two
new
truck
drivers,
but
at
the
same
time
we're
we've
also
lost
a
couple
of
people
to
other
companies
just
recently
and
and
that's
the
that's-
the
trend-
that's
a
little
bit
concerning
for
us.
G
So
we
we
are
struggling
right
now,
just
to
keep
our
heads
above
water
I
know,
engineering
has
quite
a
few
capital
projects.
They're
running
College
Avenue
is
a
big
one
and
Tim
is
here.
If
you
have
any
questions
on
that,
but
we
also
have
the
ice
rink.
We
have
a
number
of
projects
coming
up
in
the
capital
budget
for
next
year.
That
Tim's
group
is
working
on
on
the
Water
and
Sewer
side.
G
We
have
a
number
of
large
capital
projects
coming
up
foreign,
and
you
know
the
money
is
great
to
have
it's.
It's
just
difficult
to
actually
run
some
of
these
when
we
don't
have
Staffing.
So,
even
though
the
money
is
there,
we
still
need
people
to
perform
the
work
we
we're
looking
at
more
Contracting,
but
even
when
we
contract
work
out,
you
know
somebody
has
to
manage
the
contract.
Somebody
has
to
prepare
RFP.
G
Somebody
has
to
you
know,
do
that
type
of
thing
and
the
same
thing
with
grants
we're
chasing
grants
for
some
of
the
very
expensive
projects
that
are
coming
up
in
the
city
and
again,
if,
if
we
win
them,
that's
great,
but
it
also
concerns
me
that
we're
going
to
have
the
Staffing
to
actually
be
able
to
keep
up
with
those
capital
projects
I'll
just
kind
of
give
a
brief
overview.
G
I
know
and
and
Tim
and
Scott
are
here
to
answer
more
detailed
questions
if
you
have
them,
but
a
lot
of
them
are
federal
aid
projects,
and
so
we,
our
Engineering
Group,
does
a
great
job
of
finding
money
so
that
we
spend
you
know
20
cents
on
the
dollar.
In
some
cases
and
in
other
cases
we
actually
only
spend
five
cents
on
the
dollar,
and
so
we
obviously
want
to
prioritize
those
projects.
G
We
have
a
couple
of
road
projects
coming
up.
We
have
a
couple
of
bridge
projects
that
are
in
various
phases
of
design
pre-design,
that
sort
of
thing
we
have
a
number
of
fairly
large
water
and
sewer
projects
coming
up
the
Meadow,
Street,
Water
and
Sewer
main,
which
we
are
trying
to
coordinate
with
some
dot
work.
That's
going
to
be
taking
place
on
Meadow
Street,
so
we
try
to
coordinate
our
projects
as
best
we
can.
G
We
also
have
some
pumping
station
repairs.
All
of
our
sewer
pumping
stations
are
old
and
at
the
end
of
their
life
cycle
we
have
one
that's
in
really
bad
shape
on
Wood
Street,
so
we've
put
a
fairly
large
number
in
there
for
repairs.
If
we
don't
spend
all
that
money,
we
will
go
to
the
next
Pump
Station,
which
is
probably
Cherry,
Street
and
I'm.
Sure
Scott
has
a
few
others
that
are
concerning
as
well.
G
So
that's
kind
of
the
overview
we
are
working
on
as
I
said,
I'm
working
on
two
large
grants
right
now:
flood
control,
Grant
we
applied
for
the
GP
Grant.
This
is
to
help
us
to
address
flood
risks
in
the
city
and
more
immediately
to
see
if
we
can
get
the
FEMA
flood
maps
revised,
because
those
new
maps
are
going
to
hit
a
lot
of
new
properties
with
flood
insurance
requirements,
so
we're
paying
close
attention
on
that.
G
We
are
also
pursuing
a
brick
grant
for
that
same
project
FEMA
suggested
that
we
apply
for
both
grants.
Obviously,
if
we
win
one,
we
won't
need
the
other
Grant,
but
we're
we're
looking
at
that,
every
possible
angle
that
we
can.
We
can
do
the
other
big
one.
G
We
have
Bartman
legitis
working
on
finding
a
funding
strategy
for
us
for
the
dams
along
six
along
Six
Mile
Creek,
most
importantly,
the
60-foot
dam,
but
we
also
have
some
notifications
from
the
dec
that
the
two
Downstream
dams,
the
30-foot
Dam
and
the
van
Adams
Dam-
are
also
in
need
of
work,
and
so
we're
looking
at
a
strategy
to
try
and
address
those
concerns
that
the
dec
has,
but
also
improve
our
operational
abilities
at
the
water
treatment
plant
and
also
just
make
needed
repairs.
G
The
60-foot
dam
is
110
years
old
and
you
know
that's
concerning
right
there.
It's.
B
G
Know
it's
it's
not
in
any
imminent
danger
of
failing,
but
there
are
components
that
we're
concerned
about
failing,
and
you
know
we.
We
certainly
want
to
address
that
over
the
next
couple
of
years.
If
we
can
so
that's
kind
of
it
in
a
nutshell,
I
guess:
I'll
open
it
up
for
questions
and
I'll,
probably
deflect
to
Tim
or
Scott,
depending
on
what
the
questions
are.
H
My
question
is,
you
said
you're
down
by
30,
30
staff
right
and
so
all
of
the
stuff
that
you're
talking
about
is
very
important
and
well
needed,
but
if
you
don't
have
the
workers,
how
is
it
going
to
get
done?
Are
my
concern
too?
Is
I'm
almost
as
a
concern?
It's
been
a
concern
before
I,
don't
know
how
what
has
happened
and
what
you've
done
to
fix
it.
H
It
was
a
concern
for
people
of
color
who
worked
at
some
of
your
facilities,
not
feeling
welcomed
and
not
staying
very
long
and
have
that
been
something
that
y'all
worked
on
in
in
you
know.
Have
that
been
worked
on
retaining
staff
of
color
have
that
been
worked
on
and
I'd
like
to
know
what
are
your,
how
what's
your
ratio
of
employees
right
now,
you
know
I,
don't
know
if
that's
important
to
others,
but
it's
important
to
me.
Thank
you.
G
That's
a
great
question
and
it
is
important
to
DPW
I
haven't
heard
the
the
people
were
feeling
unwelcome.
Usually
I
would
hear
something
like
that
from
Human
Resources,
but
we
do
try
to
reach
out
as
much
as
we
can
for
to
attract
diverse
candidates.
G
We
met
with
black
hands
Universal
earlier
this
summer,
because
I
know
they
were
trying
to
find
jobs
for
a
number
of
people
in
the
community,
and
you
know
we
said
great.
Here's
how
you
apply.
We
have
plenty
of
positions,
please
apply
so
far.
We
haven't
received
many
of
those
applications,
but
you
know
we
we
hope
to
over
the
next
year,
but
you
know
we
we
do
it
the
best
we
can
so,
but
it
is
that's
very
important
to
us.
F
Hi
Mike
I've
got
two
questions.
The
first
one
is
anecdotally,
I've
heard
from
streets
and
facility
staff
that
morale
could
be
better
and
that
some
at
least
one
truck
driver
left
for
a
small
rural
Township
in
the
county.
That's
that's
paying
better
wages.
Are
we
losing
people
because
of
the
wages
we've
made.
G
I
G
F
Thank
you,
unfortunately.
Thank
you.
My
second
question
is
in
your
opinion,
how
could
you
best
use
will
be
the
best
bang
for
the
buck,
for
the
art
performs.
F
G
That's
a
tough
one,
you
know
I
think
Steve
during
the
capital
project
review
process.
We
talked
about
this
quite
a
bit
at
one
point.
Of
course,
I
want
to
take
all
the
money
that
I
can,
because
a
lot
of
that
is
is
designated
for
infrastructure.
G
That's
part
of
the
reason
that
we
started
elevating
the
60-foot
Dam
as
a
project,
because
we
know
that
one's
going
to
be
an
expensive
one,
and
even
if
we
get
grants
the
local
share,
you
know
if
we're
looking
at
a
15
to
20
million
dollar
project,
the
local
share
is
going
to
be.
You
know
three
to
five
million
dollars
on
something
like
that.
G
The
problem
is,
is
that
the
arpa
funds
have
a
have
a
life
span
and
I
think
they
need
to
be
used
by
2026
and
some
of
these
big
projects
that
we
would
like
to
use
the
arpa
funds
for
are
we're
just
not
going
to
be
ready
to
spend
the
money
in
that
time
frame.
I
think
we're
looking
at
a
longer
time,
Horizon
so
but
yeah
there's
a
there's
a
lot
of
competing
interest
for
the
arpa
funds.
G
I
know
a
lot
of
City
facilities
are
in
desperate
need
of
repair,
certainly
one
of
the
things
that
did
not
make
it
onto
the
capital
projects
list,
but
I
wanted
to
make
common
Council
aware
of
it,
because
this
is
going
to
be
an
upcoming
cost
fairly
soon
is
our
water
and
sewer
building
they're
at
510,
First
Street
started
out
as
a
roof
replacement
project,
but
as
we
started
getting
into
it,
the
the
supports
for
the
roof
are
rotten
and
not.
G
Looking
into
it
and
looking
at
all
of
the
areas
where
that
building
does
not
meet
any
sort
of
codes,
we
asked
them
to
look
at
what
would
it
take
to
get
this
building
up
to
code
to
repair
it
to
have
it
be
a
workable
space
for
for
the
staff
that
works
there
and
you
know,
but
also
preserve
the
building
as
much
as
possible,
and
we
just
received
that
report
about
a
week
and
a
half
ago
and
we're
looking
about
a
9
million
dollar
expense
just
for
the
water
and
sewer
building,
we
hate
to
fix
a
roof
that
sits
on.
G
You
know,
rotten
walls,
you
know
we.
It
really
is
not
something
that
we
can
just
put
a
Band-Aid
on
anymore
and
the
building's
about
90
years
old.
You
know
we
it's
it's,
it
doesn't
owe
us.
It
doesn't
owe
us
anything.
We've
we've
gotten
our
money
out
of
it
and
then
some,
but
it's
it's
time
that
we
really
have
to
look
at
our
facilities,
because
staff
works
there.
The
the
facilities
house
a
lot
of
important
functions
and
at
some
point
we,
you
know
we
we
need
to
pay
attention
to
them.
F
One
follow-up:
are
we
thinking
about
deactivating?
Any
of
the
dams
like
like
not
like
punching
a
hole
in
them,
taking
them
down.
G
Yeah,
that's
that's
something
that
has
been
discussed
and
We've
also
discussed
it
with
DEC,
with
some
of
their
damn
safety.
Folks,
we're
we're
left
with
a
choice
on
on
two
of
the
dams,
the
30-foot
Dam
and
the
band
NADA
Dam.
Both
of
those
dams
were
built
before
1911
and
they
supported
the
old
water
treatment
plant.
The
six
the
30-foot
dam
was
the
water
supply
Dam
until
the
60-foot
dam
was
built.
10
years
later,
the
van
that
is
Dam
used
to
was
used
as
a
a
water
powered
Pump
Station.
G
Both
of
those
dams
are
no
longer
necessary.
Now
they're,
beautiful
dams
and
as
a
civil
engineer,
I,
love
dams
and
the
last
thing
I
want
to
do
is
take
them
down.
But
at
this
point,
they're
liabilities
and
what
the
dec
is
asking
us
to
do
is
spend
a
lot
of
money,
studying
them,
repairing
them
doing
structural
repairs,
which
are
going
to
be
very
expensive
for
dams
that
really
serve
no
purpose
or
to
start
taking
them
down.
G
So
that's
one
of
the
things
that
we're
having
Barton
legitis
look
at
also,
in
addition
to
making
repairs
to
the
60-foot
dam.
Thank
you.
A
Thank
you,
Mike
I
appreciate
all
of
this
information
I've
been
hearing
the
same
things
that
George
has
been
hearing
regarding
morale
and
I,
had
a
question
regarding
pay
and
if
we're
losing
focus
on
the
account
of
our
wages
and
so
I
think
I
appreciate
your
honesty
and
I
appreciate
you
know,
hearing
that
I
do
think.
That's
definitely
something
that
we
need
to
address.
A
You
know
and
happy
bargain
and
how
we
are
operating,
because
to
me
it
just
doesn't
make
sense
to
you
know
the
pension
of
these
pettiness
when
brothers
and
folks
in
the
long
term.
That
being
said,
I
guess
a
question
I
have.
Is
you
mentioned
that
your
worry
and
concerned
regarding
Staffing
in
general,
but
specifically
in
terms
of
like
keeping
up
with
like
Grant
applications
and
grant
writing
and
I
know
that
in
our
past
conversations,
we've
talked,
and
we
know
that
there's
some
difficulties
regarding
trying
to.
I
A
Some
folks
or
DPW,
because
the
type
of
work
that
we're
looking
for
in
regards
to
you
know
truck
drivers
and
equipment
operators.
You
know
don't
have
a
tough
difficult
to
find
around
this
part
of
the
city
and
so
I'm
wondering
the
same
applies
for
Grant
applicants.
If,
if
we're,
if
I
was
just
having
issues
they
are,
can
we
are?
We?
Are
there
similar
challenges
in
regards
to
finding
people?
Specifically,
we
can
tasks
going
after
these
grants.
A
Specifically,
like
you
know,
recent
grads
or
universities
or
or
any
type
of
building
those
in
route.
You
know
all
folks
are
our
University,
for
instance,
that's
still
for
my
head
schooling,
but
I'm
curious.
If
you
have
anyone
says
that
specific
question.
G
Sure
so,
some
of
the
difficulties
in
writing
grants
and
and
I'll
back
up
a
little
bit
in
the
2022
budget.
We
did
budget
fifty
thousand
dollars
to
hire
Barton
and
legitus
and
they
are
working
on.
G
They
worked
on
the
hmgp,
Grant
and
and
are
currently
working
on
the
brick
ramp
for
the
flood
control
project,
and
they
are
also
working
on
a
strategy
for
obtaining
future
grants
for
the
dams.
Part
of
the
reason
that
we
selected
Barton
and
legitus,
and
why
they
were
so
attractive
to
us
is
they
are
very
familiar
with
these
projects,
and
so
like
the
flood
control
project,
they
did
the
local
flood
Hazard
analysis.
So
they're
very
aware
of
what
the
solution
is,
what
the
issues
are.
G
They
have
all
of
the
flood
models,
and
things
like
that.
They've
teamed
with
TG,
Miller
and
TG
Miller
is
very
familiar
with
the
dams.
Barton
and
legitis
is
also
familiar
with
the
dams,
and
so
there's
there's
a
certain
institutional
knowledge
that
they
have.
If
we
were
to
hire
somebody
fresh.
G
What
that?
What
that
does?
Is
that
sort
of
increases
all
of
our
workload,
because
we
have
to
bring
that
person
up
to
speed
as
well,
so
we're
trying
to
be
strategic
in
who
we
get
to
work
on
our
grants
so
far,
Barton
logitis
has
done
a
really
good
job.
We
enjoy
working
with
them.
There
are
probably
other
grants
that
we
haven't
started
looking
at,
maybe
for
some
facilities
and
things
like
that
where
we
might
want
to
tap
into
another
company
that
maybe
has
more
experience
in
finding
grants
for
facilities.
G
But
you
know
just
just
reading
through
the
paperwork
on
a
lot
of
these
grants
is
a
is
a
huge
chore
and
I
I
know
I've
talked
about
this
before
that
you
know
every
Every
Spring
we
get
I
get
numerous
numerous
emails
talking
about
grant
opportunities,
and-
and
we
look
at
those
and
some
of
them
in
particular,
they'll,
look
interesting
to
me
and
I'll
spend
you
know
a
day
going
through
the
grant
paperwork
only
to
find
later
that
we're
not
eligible
for
it,
and
so
it's
it's
a
lot
of
work,
just
finding
the
grants,
and
so
that's
that's
part
of
the
benefit
of
getting
an
experienced
consultant.
A
If
it's
something
they
didn't
want
to
consider,
because
that
definitely
makes
sense
to
me
that
we,
you
know
we're
trying
to
work
on
a
lot
of
these
stuff
that
really
time
sensitive
and
Urgent
and
so
deferring
to
folks
who
have
the
expertise
really
makes
sense
to
me.
But
is
there
any
type
of
way
that
you
can
set
up
some
type
of
some
type
of
system
of
like
shadowing
or
or
an
intern
or
whatnot
or
any
type
of
program
where
we
can
get
folks
to
start
learning?
A
You
know
more
information
about
how
to
do
this
type
of
work,
so
you
can
keep
some
of
this
knowledge
in-house
and
build
it
over
long
term
so
that
maybe
you
know
down
the
line.
We
don't
have
to
be
so
worrisome
about
like
going
to
these
different
contractors
and
have
that
knowledge
we
can
actually
have
a
foundation
there.
You
know
it's
I'm
sure,
that's
really
expert
I,
don't
know
how
it
you
know.
A
We
have
the
faculty
to
do
that
and
it's
something
that
I'm
thinking
about
in
terms
of
like,
while
we're
working
with
the
contractors-
and
we
have
them
here-
maybe
you
see
it
because
they
can
teach
us
a
thinner
too
or
a
folks
here
on
how
to
you
know,
keep
some
of
that
knowledge.
Institutional
knowledge,
perhaps.
G
Yeah,
so
it's
a
good
question
Jorge
and
to
some
extent
we
do
that
engineering
is
great
at
Bridge
grants
and
some
of
these
federal
aid
grants.
We
we
have
that
expertise
and
excuse
me
and
a
lot
of
a
lot
of
the
capital
projects
that
engineering
works
on
are
through
the
efforts
of
engineering
following
those
processes.
So
we
are
good
at
finding
Bridge
grants
and
Road
Grants
Let's
see
we
at
one
point
I
know.
In
the
past
we
had
talked
about
possibly
getting
a
grant
writer
for
the
city.
G
You
know
to
serve
the
entire
city
and
we
kind
of
talked
ourselves
out
of
that
idea,
because
a
lot
of
the
grants
are
very
sort
of
I'd,
say,
industry
specific,
and
so
you
know,
I'm
not
sure
a
grant
writer
could
support
us
in
planning.
G
Equally,
you
know,
and
so
we
think
the
way
that
we've
we've
done
it
this
past
year
hiring
a
consultant
that
is
very
knowledgeable
in
that
specific
area
is
the
way
to
go,
and
in
fact
this
year
in
our
operating
budget,
we've
asked
for
another
fifty
thousand
dollars
just
for
Grant
consultants,
and
that
seems
to
be
the
right
amount.
G
We've
we've
spent
about
45
000
on
Barton
legitis
for
three
grants
so
that
that
seems
to
be
the
right
amount
and
you
know,
and
even
when
we
have
a
knowledgeable
consultant,
it
still
takes
up
quite
a
bit
of
Staff
time
just
to
provide
information
and
background
and
how
we
want
to
word
things
and-
and
you
know
some
of
the
some
of
the
city
financing
that
you
know
only
we
only.
We
know
how
to
answer
a
lot
of
those
questions.
G
J
A
J
G
So
for
the
for
the
wastewater
treatment
plant
we
knew
our
chief
operator
was
planning
on
retiring
and
he
did
retire
in
June.
He
actually
planned
on
retiring
in
April,
but
he
stuck
to
stuck
around
for
two
more
months
for
us.
We
did
hire
a
company
called
Camden
group.
We
we
put
it
out
for
bid
for.
G
G
There's
a
number
of
companies
throughout
New
York
state
that
are
already
approved
by
the
dec.
So
we
sent
them
out
to
the
ones
that
were
you
know,
close
enough
to
Ithaca
I,
think
we
sent
it
out
to
five
or
six
different
companies.
We
only
got
two
responses.
G
K
G
Bad
I
hope
Scott
you're
Scott.
You
should
mute
yourself
so
anyway,
we
have
Camden
on
board
they're
doing
a
great
job
of
running
the
plant,
but
one
of
our
other
concerns
is
that
we
have
several
people
that
are
probably
close
to
retirement
some
of
the
senior
operators.
We
do
have
a
good
group
of
newer
operators
that
were
certainly
trying
to
groom
for
higher
level
positions,
but
there
is
a
gap,
and
so
we
we
may
be
asking
Camden
group
to
even
provide
more
Personnel
at
the
Wastewater
Plant.
J
Right
another
thing:
I
appreciate
it:
I
I
mean
the
really
quick,
just
follow-up
question:
I
have,
is
there
any
other
parts
of
you
know,
I
know
you're
down
staff
in
other
places
too.
Are
there
any
other
parts
of
DPW
that
you
guys
haven't
looked
to
switch
into.
G
P3S
or
similar
setups
we,
we
are
starting
to
look
at
sort
of.
What's
our
plan
B,
you
know
if,
if
we
can't
fill
some
of
these
critical
positions,
so
the
Wastewater
Plant
is
the
immediate
concern.
We
do
have
a
a
good
contractor
in
place
there
and
they
can
provide
more
staff
if
we
need
it.
G
We
do
seem
to
have
some
difficulty
in
our
keeping
a
full
crew
on
our
Solid,
Waste
Crews,
and
so
as
much
as
I
hate.
To
do
it
I
mean
we're.
We
are
talking
to
Casella
to
see
if
you
know,
if
we
are
down
a
garbage
truck
or
a
couple
of
sanitation
workers
and
drivers
could
they
fill
in
for
us
on
a
you
know,
on
a
daily
rate
or
something
like
that,
so
we're
starting
to
have
conversations
with
them
again.
We
don't.
G
None
of
us
want
to
contract
any
work,
but
we're
you
know.
At
the
same
time,
we
we
have
to
provide
these
critical
Services.
We
can't
we
can't
shut
down
the
Wastewater
Plant.
We
can't
not
pick
up
garbage.
So
if
we,
if
we
don't
have
staff,
we
have
to
look
at
other
options
that
really
we'd
we'd
rather
not
be
looking
at,
but
we're
kind
of
forced
to.
K
I
think
the
thing
to
take
away
from
with
the
Camden
group
also
is
that
for
us
to
not
make
the
the
contract
price
an
increased
and
you
know
expense
against
the
plant.
There's
positions
that
we
are
not
filling
to
balance
out
and
that's
you
know
Camden
can
do
that
because
they
they
can.
They
can
pull
from
a
multitude
of
pools
from
their
company
and
bring
them
in
to
help
balance
the
plan
out.
K
H
I
think
y'all
answered
the
question.
I
was
going
to
ask,
and
that
was
if
you,
if
you
could
receive
the
money
who's
going
to
work
if
you're
down
30
people
and
I
that
my
question
was
going
to
be.
Are
you
going
to
contract
outside
of
city,
which
means
Camden
group
is
not
well
they're,
not
city
employees
right,
and
so
what
would
you
what
so
it
looked
like?
Y'all
have
been
already,
you
know
talking
about
what
to
do
if
we
don't
fill
those
30
positions,
so
we
all
answered
my
question.
Thank
you.
K
A
E
Thank
you,
I
kind
of
wish
Shelly
was
still
on
the
line,
because
I
could
have
more
details
in
terms
of
the
compensation
study
that
has
been
initiated.
My
understanding
is
that
this
fall.
E
The
responses
from
the
compensation
study
is
now
being
analyzed
and
then
learning
what
the
process
would
be
once
the
completion
of
the
study
is
accepted
and
the
impact
of
contract
negotiations
with
our
various
unions,
because
I
think
we
would
need
to
renegotiate
those
contracts
correct
in
order
to
then
Implement
those
higher
wages
and
be
able
to
hire
for
that
am
I
am
I.
Thinking
through
this
correctly
and
I
I,
don't
know.
Maybe
Steve
could
answer.
D
Yeah
I
can't
fill
in
for
HR,
but
I'll
give
you
what
I
can
tell
you
yeah.
So
we
we
internally
are
working
very
hard
to
try
to
increase
wages.
We've
been
negotiating
with
the.
A
D
Units
to
work
quite
some
time,
We've
offered
substantial
wage
increases
as
part
of
those
negotiations,
so
they're
ongoing
and
hopefully
at
some
point
soon
we
can
get
to
an
agreement
there.
As
far
as
the
comp
study,
we
are
just
starting
to
get
data
in
currently,
so
we
will
be
analyzing
that
data
internally
and
then
we
have
to
come
up
with
a
plan.
D
Obviously
if
it,
if
the
data
shows
that
we
are
low
on
the
weight
scale
in
some
areas,
we'll
have
to
come
up
with
a
plan
that
makes
sense
and
is
Affordable
for
the
city
and
probably
would
have
to
be
phased
in
over
time
just
to
afford
it
to
you
know,
work
with
the
unions
to
come
up
with
wage
increases
over
a
period
of
time,
but
that
is
an
ongoing
process
and
you're
going
to
take
a
little
bit
of
time
to
to
do
that.
D
But
I
I
would
assume
that
the
data
once
is
once
it's
analyzed
internally,
then
we
can
go
to
the
unions
and
say
this:
is
you
know
what
the
report
reflects
from
the
counter
study
and
and
then
work
with
them
to
try
to
come
up
with
a
affordable
plan
that
the
city
kind
of
impacts
can
accomplish
an
increasing
wages
across
those
units
that
we
are
looking
for
at
the
cap
study
did
not
look
at
least
in
fire
wages,
but
if
you
look
at
all
the
other
units
involved
with
City
operations,.
E
Yeah
it
which
just
highlights
the
process
that
must
be
gone
through
before
we
can
make
the
necessary
adjustments
in
order
to
be
competitive
at
the
market
rate
of
salaries
that
are
being
offered
throughout
the
region
and
then,
of
course,
the
process.
It
would
take
not
only
to
implement
it
administratively
but
then
financially
phasing
it
in
over
time
as
I
recall.
Last
time
we
did
this
phase
in
it
took
I
think
three
to
five
years
in
order
to
to
provide
those
step
increases.
E
So
that's
a
challenge
and,
and
the
candidate
group
who
has
been
hired
to
act
as
chief
operator
of
the
wastewater
treatment
plant,
wonderful
team,
very,
very
impressed
with
the
work
that
they're
doing
and
the
energy
that
they're
bringing
into
that.
But,
of
course,
that
also
comes
at
significant
cost.
E
If
I
recall
it's
about
a
60
premium,
if
not
higher,
for
that
position,
so
to
go
and
use
public
private
Partnerships
and
use
these
outside
groups
to
provide
these
Services,
we
do
end
up
having
to
defund
other
positions
to
pay
for
that
one
substitution
and
so
having
that
commitment
to
try
to
make
these
increases
in-house
and
and
bring
the
staff
in
I
think
is
prudent.
But
of
course,
as
a
as
a
very
time
consuming
process.
E
I
did
have
a
question
for
you
right.
I
I
would
like
to
I
know
it's
been
many
years
since
the
initial
presentation
was
done
about
the
the
flood
project
that
you
were
actively
working
on.
Getting
grants
for
having
to
do
with
increasing
the
barrier
walls,
I
believe
at
cascadilla
and
Six
Mile,
Creek
I
hope.
E
That's
something
that
we
have
a
chance
to
get
a
new
presentation
on
that
and
an
opportunity
to
discuss
the
benefits
and
and
impacts
of
that
both
not
only
in
terms
of
actually
reducing
flood
risk,
but
if
it
will
have
any
impact
at
all
on
individuals,
flood
insurance
rates,
so
I
hope
that
we
can
schedule
that
in
in
the
next
few
months,
because
that
would
be
a
good
thing
to
look
at
the
question
that
I
had
for
you,
and
maybe
are
you
sticking
around
for
the
capital
project
of?
E
A
E
Okay,
well,
since
I
have
news,
could
you
speak
a
little
bit
about
the
water
meter
replacement
project
again,
I
seem
to
recall:
are
these
the
water
meters
that
are
in
individuals
homes,
because
I
thought
we
replaced
all
those
water
meters
a
decade
ago?
Do
they
need
to
be
replaced?
Is
this
something
different.
G
They
need
to
be
replaced
and
I'll.
Let
Scott
speak
to
it
more,
but
yeah
Scott
Scott
is
more
up
to
date,
but
essentially
the
water
meters
that
we
have
they're
starting
to
fail.
We
need
to
replace
them
we're
building
a
lot
of
people
on
average
or
historic
use.
G
We're
trying
to
streamline
this
make
it
a
little
bit
more
efficient,
and
the
other
piece
of
this
that
is
kind
of
a
bonus
to
us
is
that
when
the
meters
are
replaced,
we'll
be
able
to
go
and
find
out
or
we'll
have
better
information
on
the
incoming
service
lines,
because
we
have
a
lot
of
unknown
incoming
service
lines,
some
of
them
may
be
led,
and
you
know,
there's
lead
and
copper
rules
coming
up
and
there's
going
to
be
various
regulations
depending
on
how
many
lead
Services
you
have
so
so
this
project
will
get
us
more
up
to
date
on
both
of
those
items,
but
if
Scott
can
join
and
talk
a
little
bit
more
about
the
meters.
K
G
K
Okay,
sorry
about
that
I'm
I'm,
actually,
on
the
road,
yeah
you're
right
Cynthia,
we
had
a
a
a
large
scale,
meter
replacement
program
under
the
Johnson
Controls
performance
contracts,
roughly
10
12
years
ago.
What
we
started
noticing
was
that
the
meter
batteries
were
supposed
to
last
15
years
and
we
started
seeing
failures
as
early
as
eight
years
in
in
service.
K
We
of
course
ordered
meter
Replacements,
but
when
these
became
worse
more
frequent
to
the
point
where
we
have
a
full
quarter
of
our
5700
meters
that
are
no
longer
functioning,
it
became
a
a
Paramount.
You
know
project
to
at
least
work
with
the
company
and
see
what
they
could
do
to
be.
You
know
honor
some
type
of
warranty.
Of
course,
they're
all
out
of
warranty.
The
company
was
going
to
make
good
on
it.
The
problem
is,
you
know
when
we
talk
about
Staffing.
K
The
the
meter
project
back
10
years
ago
was,
of
course,
supposed
to
reduce
the
number
of
staffs
because
we
used
to
have
a
full
Fleet
of
meter
readers
who
would
physically
go
to
the
re,
the
meter
in
each
Zone
and
and
take
a
reading
with
the
Johnson
Controls
program
that
no
longer
had
to
be
done.
We
could
do
a
drive-by
with
an
automatic
meter,
reading
receiver
and
it's
those
transponders
where
the
batteries
are
failing.
K
So
when
they're
driving
by
the
meters
there's
no
longer
data
being
transferred
and
of
course
we
have
no
choice
but
to
estimate
the
reading.
The
the
difficulty
for
us
has
been
to
actually
get
people
to,
let
us
into
their
homes
to
change
the
meters
out,
and
so
you
know
back
to
my
Staffing
comment
where
we
once
had
four
meter
readers.
K
We
now
have
a
team
of
two
and
they're
responsible
for
fielding
phone
calls,
they're
responsible
for
Fielding
complaints,
they're
responsible
for
field
visits,
doing
service
visits
and
also
administrating,
and
sending
these
letters
out
to
notify
the
residents
that
they
need
to
be
changed.
We
have
sometimes,
if
we
send
50
letters
out,
we
might
get
10
with
respondents
and
it's
it's
been
a
real
headache
for
us,
and
you
know,
at
the
end
of
the
day
we're
we're
sticking
a
meter
back
in
that's
now,
12
years
old
technology.
K
These
aren't
upgraded
meters
by
any
stretch
of
imagination,
they're,
basically
New
Old
Stock,
and
you
know
it's.
We
started
weighing
out
the
the
Alternatives
and
it
seemed
to
make
more
sense
to
actually
change
all
of
these
meters
out
with
with
new
modern
technology.
New
modern
technology
is
a
cloud-based
reading
system.
We
basically
buy
a
subscription
to
an
antenna
and
the
meters
call
out
once
a
day
and
automatically
update
the
database,
and
you
have
almost
numbers
in
real
time.
K
The
advantage
of
that
is
to
it
certainly
can
catch
leaks,
much
quicker,
whereas
in
the
current
system
we're
basically
building
on
a
quarterly
basis.
Meters
that
are
red,
sometimes
can't
detect
a
discrepancy.
K
Usually,
we
use
the
rule
of
thumb
that
if
a
user
is
maybe
over
10
percent
of
their
normal
use,
it's
a
suspected
leak
a
lot
of
times-
that's
not
picked
up
in
time
and
before
you
know
it,
somebody
has
run
up
a
bill
that
might
be
double
of
what
they're
they're
typically
billed
for
in
this
case,
a
cloud-based
system
using
modern
software
can
take
up
a
leak
almost
instantly
and
actually
out
of
the
software
build
that
comes
with
the
meters
can
notify
a
homeowner
by
text
or
by
email
that
they
might
have
a
suspected
leak
of
toilet
running,
for
instance,
could
certainly
save
them.
K
Money
could
certainly
save
the
system,
money
and
lost
water,
so
that
makes
sense
you
know
the
disadvantage
at
this
point
is
the
city
is
right
now
using
govern
as
it's
billing
software.
K
It
is
going
to
transfer
that
over
to
munis
we're
not
quite
sure
when
that's
going
to
be
I,
think
they're
working
out
some
bugs
with
the
tax-based
system
that
has
already
been
transferred
to
munis,
so
the
cloud-based
system
should
be
seamless
where
the
Chamberlain's
office
can
automatically
issue
a
bill
with
this
new
platform.
K
Right
now
how
the
city
reads
is
that
they
pull
data
with
their
the
remote
receiver
that
gets
sent
to
a
database
at
510,
First
Street.
They
put
that
on
a
thumb
drive
and
then
they
drive
over
to
the
Chamberlain's
office
and
dump
that
data
physically
into
the
computer.
K
It's
it's
a
pretty
Antiquated
system,
and
you
know
just
at
this
point
in
time.
We
think
it
makes
sense
just
to
do
a
full
upgrade,
since
we
have
to
touch
all
5700
of
these
meters
anyway.
Why
are
we
replacing
them
with
12
year
old
technology?
So,
in
a
nutshell,
that's
that's
the
meter
program.
E
Thank
you
not
loving,
Jason,
several
years
of
experience
with
that.
Well.
G
I,
just
can
I
I'm
just
going
to
follow
up
something
I'm,
not
sure
how
much
information
you
have
seen
on
the
capital
projects,
but
this
will
be
a
multi-year
project.
So,
what's
shown
there
now,
eight
hundred
thousand
I
I
think
there's
about
1.2
million
dollars
that
still
need
to
be
spent
in
the
next
couple
of
years.
K
G
F
K
We're
we're
breaking
the
project
up
into
thirds.
Basically
so
this
year
we're
asking
for
about
eight
hundred
thousand
dollars
of
a
proposed
two
and
a
half
million
dollar
three-year
project.
K
You
know
I
should
mention
part
of
that
includes
installation.
I
mentioned
that
we
have
two
staff
members
that
are
having
extreme
difficulty
reaching
people
scheduling.
This
would
include
a
third
party
installer,
which
essentially
jci
was
12
years
ago.
They
did
most
of
the
the
installation,
and
you
know
this
would
be
online
scheduling.
This
would
be
you
know,
sort
of
a
an
you
know,
an
open,
gov,
type
type
process
and
I
think
I,
I
misspoke
earlier
I
meant
govern.
Is
our
billing
software.
F
Thank
you,
it
sounds
like
we've
got
a
horrible
system
right
now.
It
was
horrible
equipment
and
I
I.
F
And
I'm
wondering
if
this
new
Cloud
stuff
is
it's
going
to
have
a
warranty
so
that
we
don't
respond.
F
How
efficient
would
it
be
to
return
to
the
old
system
where
people
come
around
and
read
the
meter?
Well,.
K
Yeah
yeah
I
mean
we'd
have
to
staff
back
up
to
a
team
of
four
or
five,
which
is
you
know,
I'm
old
enough
to
remember
when
they
were
still
using
log
books
for
each
Zone,
and
it
would
have
a
an
individual,
that's
responsible
for
that
zone.
We
had
several
cars
in
the
fleet
to
drive
around
the
city
to
go
to
those
zones,
so
we
would
have
to
purchase
some
more
vehicles
and
it
was
largely
manually
intensive
process.
K
You're
you're
writing
numbers
down
in
a
book,
then
somebody's
taking
those
numbers
and
they're
physically
putting
them
on
a
bill.
We
don't
operate
that
way
anymore.
I
doubt
we
would
go
back
to
something
like
that.
K
Even
though
the
governance
system
is
a
bit
Antiquated
for
our
software,
it
is
still
electronic
and
still
uses
a
field-based
database
and
which
is
how
the
the
existing
data
comes
into
our
receiver.
It
gets
dumped
out
into
a
database.
The
format
is
what
the
billing
office
uses.
There's
just
no
way
to
get
it
over
there
without
actually
walking
it
over,
but
it's
largely
computerized,
so
it'd
be
really
tough
to
do.
George.
F
F
K
Now
you're
right,
you're
right,
you
know
when
a
quarter
year
meters
aren't
functioning
and
we're
just
sending
estimated
reads
out:
I
must
sign
I,
don't
know
Steve,
you
could
probably
tell
me:
I
must
sign
10
credits
that
we're
giving
back
to
the
folks
a
week.
You
know
and
they
they
range
anywhere
from
you
know
a
few
bucks,
50
or
60
dollars
here
to
thousands
of
dollars.
K
You
know
for
the
larger
meters-
and
you
know
we
issue
credits
because
there's
two
types
of
meters
out
in
the
fleet
right
now,
some
of
the
meters
have
an
analog
on
them
so
that
you
can
actually
physically
go.
You
can
check
the
reading
and
compare
that
to
the
you
know
the
last
actual
read
that
you
got.
K
F
It's
really
unfortunate.
We
chose
this
method
if
we
go
in
clouds,
more
modern
technology.
K
Yeah
the
we're
looking
at
the
company
Neptune
Neptune
is
is
a
leader
in
the
metering
industry.
K
There's
several
municipalities
in
the
area
that
are
also
but
checking
over
to
Neptune,
and
you
know
the
nice
thing
about
the
cloud-based
system
is
there's
a
multitude
of
you
know,
saved
data
points.
There's
saved
data
points
on
their
end,
they're
saved
on
our
end.
K
You
know,
there's
there's
a
lot
of
historical
archiving
that
goes
on,
and
the
fact
is
is
that
if
let's
say
a
transponder
battery
were
to
go
bad,
it
notifies
you
immediately
right
now.
Sometimes
we're
not
finding
out
that
there's
a
bad
number
until
maybe
two
or
three
drive-bys,
and
that
could
be
three
quarters
later-
could
be
almost
a
year.
You
know
and
because
what
happens
is
the
crew
goes
around?
K
They
pull
data
and
then
there's
a
number
of
them
that
didn't
get
read
for
whatever
reason
they
attempt
to
go
back
out,
but
they
can't
always
get
back
to
it
because
you
know
their
job
is
to
read
all
of
the
meters
in
the
city,
so
occasionally
they'll
miss
one
for
the
quarter
and
it's
just
an
estimate
similar
to
unisex
bill.
You
look
at
NYSEG
bill
and
I
said,
loves
to
estimate
their
numbers
and.
I
Then
you
know
and.
K
Then
they
send
a
meter
reader
out,
they
might
catch
you
up.
Six
months
later,
it's
the
same
same
exact
system
and
it's
it's
very
inefficient
and
it
makes
a
lot
of
people
angry
and
you
know,
and
at
the
end
of
the
day
it's
it
comes
down
to.
Maybe
us
putting
a
public
service
notice
out
for
the
folks
that
do
have
analog
meters
with
it
with
a
digital
head
on
them
that
maybe
they
should
get
down,
and
you
know,
give
us
the
reading.
K
But
again
it's
it's
just
it's
a
patch,
you
know,
so
we
we
have
to
fix
what's
broken,
and
this
is
this
is
definitely
broken.
J
Patrick
and
then
holding
I
forget
who's
mentioning
it
earlier,
but
it
sounded
like
I.
Think
Mikey
was
saying
that
we're
going
to
just
missed
being
allowed
to
allocate
the
Ark
upons
in
time
for
some
of
the
major
projects,
and
you
can
start
to
coming
up
if.
C
J
G
Well,
so
I'll
just
kind
of
give
a
little
bit
of
a
rundown
of
of
where
our
funding
is
coming
from.
G
I
think
engineering
gets
quite
a
bit
of
the
federal
aid
grants
and
things
like
that.
So
I
think
you
know
this.
The
city
can
afford
local
share
on
a
lot
of
the
engineering
projects
we
have
streets
and
Facilities
the
state
chips
fund
and
state
touring
routes
fund.
These
are
grants
that
are
given
to
every
city
each
year,
based
on
the
the
road
mileage
within
the
municipality.
G
Besides
chips,
a
number
of
other
programs
have
started
and
we
were
very
had
a
very
nice
surprise,
the
last
two
years,
where
they've
thrown
several
million
dollars
at
us
with
very
few
strings
attached,
just
to
fix
roads,
and
so
you
know,
engineering
and
streets
and
facilities
and
water
and
sewer
we're
going
to
be
working
on
a
work
plan
over
the
winter
to
figure
out
how
we
can
spend
that
money
and
you
know,
get
the
most
bang
for
our
buck
on
repairing
roads
and
all
the
pipes
underneath
those
roads.
G
A
My
my
question
for
the
capital
project,
the
particular
Capital
project
pertains
to
police
vehicle
replacement,
and
so
it's
a
little
challenging
I
think
with
I.
Think
she's,
really
not
here
but
I've,
been
meaning
to
ask
and
give
some
more
information.
A
I
know
it's
come
up
in
the
past
a
couple
of
times
when
I
brought
up
regarding
the
vehicle
replacement
I'll
be
able
to
get
some
documents
from
Julie
about
about
how
the
vehicle
patient
assistant
operates
and
how
it
works,
but
I'm
still
I'm
still
trying
to
figure
out
in
terms
of
there.
I
will
I
wasn't
really
getting
specifications.
A
What
type
of
another
warranties
are
expiring
and
that's
a
concern,
but
I'm
still
wondering
if
replacement
of
vehicles
wholesale
with
completely
different
Vehicles
as
opposed
to
renewing
warranties
or
making
those
repairs
as
they
come
up,
is
a
more
cost
effective
route
than
on
the
then
the
more
currently
having
going
on
right
now,
I
I
would
love
if
there's
any
insights
on
what
type
of
repairs
we're
concerned
about
long
term
and
I
know
that
some
of
these
vehicles
are
getting
outdated,
and
so
some
of
these
things
can
be
more
expensive,
but
in
the
particulars
of
what
I've
seen
I
see,
which
vehicles
are
being
requested
to
be
replaced
and
whatnot
and
whether
monkeys,
expiring,
yeah
I
understand
but
I'm
trying
to
figure
out
what
type
of
you
know,
what
type
of
of
damage
are
they
incurring
and
and
wear
and
tear
that
would
make
these
repairs
so
expensive,
as
you
know,
as
opposed
to
just
simply
more
expensive
than
than
buying
a
new
vehicle
out
or
basically
new
vehicle
wholesale.
A
L
Respond
in
part
and
turn
it
over
to
to
Steve
as
well
in
general,
I
wanted
to
bring
council's
attention
to
the
whole
Capital
project
report
and
you'll
notice
that
there
are
some
projects
that
are
partially
funded
rather
than
fully
found
funded.
So
the
police
vehicles
and
vehicle
equipment
purchase,
the
request
was
660
000.
What
was
approved
was
316
000.
We
asked
that
the
department
create
a
priority
list
and
they
were
looking
at
Vehicles.
L
As
you
point
out,
where
warranties
have
expired,
where
it's
not
possible,
it
would
be
far
more
costly
and
less
efficient
to
look
at
repairs
as
opposed
to
replacement
of
vehicles
where
you've
got
a
home
warranty
as
well.
So
the
request
was
not
fully
funded,
it's
partially
funded
and
it
was
very
strategic
in
terms
of
looking
at
allowing
the
best
use
of
limited
City
resources.
Yes,.
A
That
makes
that
makes
perfect
sense
to
me.
I'm
just
wondering
is:
do
we
have
an
idea
of
what
type
of
repairs
we're
concerned
about,
or
what
kind
of
things
are
are
being
consistent?
Maybe
that's
something
that
we
can
be
more
proactive
and
cognizant
about,
so
that
we
can
incur
fewer
of
these
of
these
repairs
or,
if
it's
just
a
sort
of
a
quality
of
life
type
of
thing,
I'm.
Just
trying
to
inquire
about
like
what
the
best
right
sort
of
approaches
in
that
like
what
type
of
repairs
are
we
needing
to
incur
I.
L
Think
it's
more
a
matter
of
the
wear
and
tear
on
such
Vehicles.
It's
not
a
matter
of
repair,
it's
a
matter
of
them
reaching
sort
of
end-of-life
or
such
vehicles
that
receive
heavy
use.
F
Yeah
I
I
used
to
ask
those
same
questions.
One
thing:
the
city's
done
to
save
money
is
saved,
they've,
moved
servicing
these
vehicles
from
private
garages
to
the
city,
BBW
garage
and
they
take
better
care
of
them.
They
change
the
oil
more
frequently
and
this
the
repairs
are
cheaper,
but
still
what
I've
been
told
for
for
many
years
when
I've
asked
these
questions?
Is
they
get
to?
And
they
looked
at
this
hard?
They
come
to
a
point
where
it
costs
more
to
maintain
them
than
your
place.
F
That's-
and
you
know
these-
these
cop
cars
are
run
hard,
so
they
don't
last
as
long
as
our
car.
L
Yeah,
thank
you.
George
and
I
will
just
add
that
that
same
applies
to
DPW
Vehicles.
These
are
vehicles
that,
after
a
certain
amount
of
use,
really
require
replacement.
It's
not
a
matter
of
doing
the
tune-up.
It's
a
matter
of
the
vehicle
no
longer
being
efficiently
used
for
the
purpose.
That's
intended.
G
Yeah
and
we
yeah
from
DPW,
we,
we
run
our
a
lot
of
our
vehicles
into
the
ground.
Some
of
them
I'm
surprised,
are
still
on
the
road,
but
at
some
point
it
does
become
more
expensive
to
repair,
but
we
we
typically
get
quite
a
bit
of
life
out
of
our
our
vehicles.
G
We
try
to
repair
weld
patches
on
things.
You
know
they
they're,
not
the
prettiest
Vehicles
all
the
time,
but
you
know
we
do
try
to
extend
the
life
as
much
as
possible.
K
Yeah
we've
got
several
several
trucks
on
the
fleet
that
are
over
10
years
old
and
are
now
receiving
frame
welds
and
box
welds.
We
had
what
like
two
dump
trucks
this
year,
that
had
to
have
extensive
welding
done
to
them,
and
you
know,
and
the
couple
that,
with
these,
the
supply
issues
were
putting
vehicle
orders
in
expecting
an
expend
budget
this
year
that
might
not
be
delivered
for
13
or
14
months
same
here.
E
Just
to
build
on
this
conversation
before
I
get
to
my
question.
I
know
that
a
couple
years
ago
we
did
an
analysis
of
not
only
the
vehicles
but
the
cost.
We
were
aimed
to
maintain
them
how
long
they
were
out
of
service.
We
put
in
a
new
program
where
we
actually
found
it
to
be
more
cost
effective,
because
we
get
to
buy
things
off
of
State
contract,
which
means
we
can
buy
new
vehicles
at
a
much
reduced
price
and
then,
if
we
actually
sold
them
earlier
in
their
lives
before
we
ran
them
into
the
ground.
E
There's
a
very
active
secondary
Market
under
a
small
romantic
municipalities
made
by
them,
and
so
we
could
actually
have
you
know,
upgraded
stuff
that
we
didn't
have
to
maintain
that
were
always
on
the
road
because
they
were
new
and
reliable
and
then
we
could
actually
replace
them
before
they
got
too
far
along
through
welding
them
back
together.
So
that
was
a
great
program.
I
hope.
We've
had
the
opportunity
to
continue,
but,
of
course,
the
supply
chain
issues
challenge.
K
Yeah,
there's
there's
a
there's:
a
lot
of
municipalities
that
operate
that
way.
Yeah
I
think
you
I
think
you
just
said
that
I
I'm
sorry,
if
I
I'm,
repeating
what
you
said
mostly
smaller
vehicles,
Lawn
Equipment
mini
excavators.
You
know:
fleet
vehicles,
sort
of
Passenger
cars
and
things
where
they.
C
K
Buying
them
on
state
contract
using
them
for
about
two
or
three
years
when
the
warranty
expires,
they
turn
them
out
to
the
public
auction
and
they
almost
break
even
on
them
where
it
doesn't
work.
So
what
watches
excavators
and
you
know,
dump
trucks
and
things
like
that,
they
they
tend
to
get
abused
pretty
quickly,
and
then
it's
probably
worth
keeping
them.
You
know
for
for
some
time.
E
E
You
mentioned
it
briefly,
but
turn
its
attention
to
working
with
the
community
and
finding
funding
to
replace
those
service
lines.
I
know
that
we
estimate
something
over
a
thousand
lead
service
lines
in
the
city.
You
know:
how
can
we
help
prevent
the
owners
affordably
replace
those
lines,
a
system
get
them
out
of
those
as
quickly
as
possible.
E
I
hope
that
that
is
something
that
we've
been
bring
forward.
In
addition,
addressing
our
infiltration
and
inflow
issues
throughout
our
Network
I
think
would
be
also
be
if
we
had
extra
time
and
and
resources
something
that
we've
been
addressed.
E
A
Any
additional
questions
or
comments
for
George,
please.
F
L
Yeah
one
other
item
to
point
out
that
I,
don't
think
was
pointed
out
when
fire
department
was
here,
and
that
is
just
a
reminder
to
us
all-
that
the
town
of
Ithaca
does
contribute
about
a
third
of
the
cost.
So
what
you're?
Seeing
in
the
capital
projects,
please
make
sure
that
you
keep
in
mind
that
a
third
of
our
costs
are
covered
by
contributions
from
the
town
through
the
partnership
we
have
with
them.
A
A
little
before
we
move
on
we'll
just
thank
Mike,
Scott
and
Tim
for
joining
us
this
evening.
Thank
you
guys.
Thank
you.
Thank
you.
Thank
you.
We'll
turn
to
Steve,
since
we
have
learning
Batman
still.
D
Yeah
and
I
also
on
the
vehicles.
We've
worked
over
time,
trying
many
different
programs,
including
extending
the
warranties
that
didn't
really
work
out.
D
D
So
we're
working
hard
on
that
and
we
are
working
also
with
the
police
department
to
as
Cynthia
mentioned,
sell
these
vehicles
before
they're,
basically
dead
vehicles
and
making
money,
because
we're
not
making
money
but
balancing
getting
good
money
for
the
vehicles
after
the
end
of
their
life
for
the
city
because
of
the
state
Contracting
costs
that
we
do
are
able
to
obtain.
So
it's
it
is
a
pretty
good
program.
I
would
also
say:
I
would
love
if
we
could
get
those
Vehicles,
especially
the
police,
back
into
the
operating
budget.
D
We've
been
trying
over
time
to
do
that,
we
had
to
pull
them
out
of
the
budget
operating
budget
several
years
ago
because
of
loss
of
Revenue
related
to
Federal
Estate
Aid
General
Federal
in
the
state
aid.
So
we've
been
trying
to
get
back
to
that
point
where
those
Vehicles
should
really
be
in
the
operating
funds,
because
it
just
doesn't
make
sense
to
borrow
for
those
types
of
things
where
they're
they're
smaller
vehicles
in
their
class
they're
are
smaller,
but
we've
also
looked
at
leasing
over
time
as
well.
So
a
number
of
different
ways.
D
We
can
go
about
affording
those
Vehicles
so
on
to
finance.
So
on
finance.
We
that
includes
traffic
violations,
Chamberlain's
office
and
also
the
controller's
office,
and
then
the
budget
on
pages
9,
11
13..
D
We
are
very
much
an
appreciation
of
what
the
man
is
included
in
the
in
the
budget
for
the
chamberlings
office
and
the
controller's
office.
Again
through
the
focus
on
Staffing.
We
have
been
able
to
include
in
this
budget
funny
for
a
new
Deputy
controller
position,
which
we
did
start
to
have
funding
for
that
position
in
October
of
2022.
But
I
was
waiting
to
make
sure
that
that
we
continued
that
funding
through
2023.
D
In
addition,
we're
able
to
increase
the
hours
for
the
current
Deputy
controller
from
32
hours
35
hours,
I
should
say
that
we've
had
a
number
of
staff
transitions
over
the
last
couple
of
years,
with
lots
of
retirements
and
new
hires.
We
over
the
next
couple
years.
We
do
see
additional
retirements,
so
Staffing
over
this
period.
For
the
last
two
and
next
two
years
has
been
very
difficult,
but
we
have
filled
a
number
of
positions.
D
If
you
look
at
our
budget,
you
will
see
that
we've
increased
costs
for
fees
on
the
fee
line
and
those
fees
relate
to
external
audits,
Affordable,
Care,
Act
reporting
and
post-employment
Reporting
again,
some
of
those
are
new
requirements
facing
Us.
In
addition,
all
those
costs
are
continue
to
go
up.
So
that's
why
you'll
see
it
increase
in
in
those
lines
as
compared
to
last
year.
D
It
is
also
you'll
notice
that
we've
increased
the
stack
of
development
lines
because
of
the
new
staff
and
the
new
requirements
facing
us.
We
are
looking
to
train
increased
training
for
both
our
new
and
current
Staffing
for
the
next
year,
and
it
does
look
like
Scott
did
mention
something
about
the
software
we
are
working
with
increasing
and
improving
in
our
our
current
software
Financial
software
package,
we're
working
at
this
for
a
number
of
years.
We
have
money
funded
for
additional
improvements,
which
includes
Water
and
Sewer
billing
Utility
Billing.
D
We
had
to
put
that
off
a
little
bit
one
because
of
covid
and
two
because
of
bumps
in
the
road
with
our
tax
collection
software,
we're
still
trying
to
finalize
that
so
hopefully
we'll
have
that
all
buttoned
up
here
at
the
end
of
this
year,
and
also
with
the
staff
transitions
we've.
D
It's
just
been
very
difficult
with
new
staff
to
try
to
incorporate
a
change
of
software
at
this
time,
so
we
will
be
looking
at
the
utility
billing,
probably
later
in
2023
and
into
2024,
so
that
will
work
well
with
the
replacement
meter
replacement
project
as
well,
and
then
lastly,
it
does
appear
that
I
will
be
retiring
next
year.
D
So
we
have
incorporated
into
this
budget
for
2023
funds
for
overlap
or
positions,
hopefully
of
hiring
a
new
controller
at
some
point
next
year.
In
addition,
funds
to
allow
me
to
help
with
transition
as
well
once
I
do
retire,
so
it
would
be
a
smooth,
hopefully,
a
smooth
transition
to
a
new,
a
new
controller,
so
those
funds
are
also
in
there.
So
again,
I
have
no
no
requests
above
the
mayor's
budget.
D
F
Thanks
Steve,
the
the
big
raise
in
interest
on
bands
is
what
causes
that.
D
So
the
as
you
know,
the
the
market
was
very
low
or
ban
interest
and
bans
again.
Our
bond
anticipation,
notes,
they're,
they're,
short-term
notes
that
you
borrow
for
in
anticipation
of
going
long
term
borrowing
long
term,
but
those
rates
just,
for
instance,
were
at
record
lows.
In
fact,
we
were
a
year
or
so
ago.
We
we
obtained
one-year
notes
at
0.18,
which
is
incredibly
low,
almost
zero.
D
Really,
if
you
look
at
it
in
the
ones
and
scheme
of
things
now
the
one-year
notes
that
we
went
out
to
four
or
last
our
last
Bond.
Our
bands
were
at
2.57,
so
big
jump
in
the
interest
rates
for
both
short
and
long
term,
and
so
you'll
see
that
that
it
hasn't
been
already
fixed,
which
we
tried
over
over
the
the
number
of
years.
D
The
last
five
years,
we've
done
a
good
job
at
trying
to
fix
a
lot
of
those
short-term
notes
over
the
long-term
notes,
I'm,
taking
advantage
of
the
the
great
market
conditions
for
interest
rates,
so
they're
at
lower
rates,
but
going
forward.
You
know,
you'll,
see
anything
that
we
viral
going
forward
from
this
point
will
be
much
higher
interest
rates.
So
that's
what
I
understand
we're
increasing
yeah.
F
D
Yeah
I
mean
we
work
hard.
We
have
a
lot
of
people
that
also
assist,
and
we
you
know
we
we
scour
every
opportunity
that
we
can
we
refinanced
a
lot
of
our
our
debt.
That
was
a
higher
interest
rates
to
lower
interest
rates
during
this
great
Market
condition-
and
you
know
we
saved
millions
of
dollars
for
sure
and
obviously
that
helps
us
in
the
long
run
and
certainly
the
lower.
You
can
keep
those
rates
the
better
and
it,
and
it
gives
you
more
flexibility
when
you
look
forward
and
in
the
future.
D
So
it's
important
to
keep
a
those
rates
as
low
as
possible,
be
smart
with
your
borrowing
and
also
have
a
good,
solid
financial
position,
because
you
need
that
because.
A
F
The
city
could
save
money
and
staff
time
if
we
went
to
paying
every
two
weeks
instead
of
every
week
and
I
realize
that's
tied
to
contract
negotiations
and
his,
but
we've
got
to
PDA
contract
now
and
so
I
I
really
think
recognizing
that
it
takes
time.
I
think
we
really
need
to
push
on
this
because
it's
it's
a
win-win
yeah.
D
It
definitely
is,
and
thanks
for
bringing
that
up,
that
is
in
the
plan
we
did
have
to
work
hard
at
negotiations
to
get
get
that
into
moving
from
a
weekly
payroll
to
bi-weekly
payroll.
We
did
get
that
into
all
of
our
current
contracts,
so
that
was
that
was
a
hard
and
long
process,
but
we
have
done
that
now.
Now
it's
more
about
planning
for
that
transition,
because
it's
it's
not.
D
It
seems
like
it's
an
easy
transition
for
employees,
but
a
lot
of
employees
who
are
used
to
getting
paid
weekly
will
have
to
figure
out
how
to
go
to
you
know
a
check,
that's
not
weekly,
and
so
it
is
difficult.
So
we
want
to
make
that
as
seamless
as
possible
for
employees,
so
we're
working
on
a
plan
to
do
that
over
time
and
in
addition,
we
have
significant
transition
in
our
office
as
far
as
changing
a
Personnel,
so
we've
got
to
get
everybody
trained
up
and
then
we'll
work
on
that.
F
And
the
savings
makes
it
possible,
at
least
in
part,
for
better
wages.
You
can
use
that
money,
I
mean
it's,
not
a
huge
amount
of
money,
but-
and
that's
that
would
be
my
argument
for
staff-
is,
is
the
city's
saving
money
and
they
can
help
you
in
other
ways
with
that
money.
D
Yeah
there
is
savings
there,
it
isn't
huge,
but
it's
more
Time
Savings
as
well.
So
hopefully
you
know
both
of
those
things
will
will
come
when
we
make
this
transition
at
some
point
in
the
near
future.
Thank
you.
J
D
D
Would
be
roughly
probably
in
the
three
and
a
half
to
four
and
then
going
up
pretty
much
on
a
monthly
basis.
At
this
point
we
do
expect.
You
know
those
rates
will
continue
to
remain
high
in
2023
on
the
flip
side.
As
far
as
an
event
theme
and
interest
rates
on
that
side
of
the
defense,
we
do
expect
to
earn
more
we're
working
towards
earning
more
money
interests
earned
on
our
investments
as.
B
D
It's
it's
a
two-way
street,
but
we
will
be.
You
know
we're
looking
for
significant
earnings
on
investments
in
2023
as
well,
so
that
will
offset
some
of
those
increased
costs.
A
I
want
to
recognize
myself
just
to
remind
folks
that
next
Wednesday
after
the
city,
Administration
committee,
will
be
doing
Services
the
mayor's
office
and.
A
A
I'm,
currently,
in
the
in
the
midst
of
working
on
a
proposal
to
allocate
a
million
dollars
of
our
arpa
funding
towards
trying
to
develop
a
a
direct
cash
payments
program
specifically
for
black
and
it's
a
part
of
economic
recovery
as
a
result
of
the
pandemic.
I
think
it's
clear
to
everybody
that
the
pandemic
has
had
an
exacerbated
impact
on.
A
You
know:
systemic
racism
and
and
and
those
inequalities
that
we've
seen
and
you
can
look
at
issues
of
home
ownership,
addictions,
food
security,
Etc,
and
this
could
be
a
good
path
towards
working
on
it.
Economic
recovery
specifically
for
for
the
lab
Community
here
in
Ithaca.
And
if
we
go
to
the
past,
that
has
a
pandemic.
A
These
Direct
Cash
Fusion,
whether
it
be
like
the
cares
act
or
through
or
through,
through
increasing
the
supply
per
unemployment
or
funds
for
unemployment
that
these
have
been
good,
not
just
in
morally
but
of
course,
in
the
economy
and
helping
get
folks
back
on
their
feet
and
so
I'm
currently
working
on
proposal.
After
in
conversations
with
some
folks
at
different
different
places
throughout
the
city,
including
including
Services,
Coalition
and
whatnot,
to
see
how
we
could
potentially
develop
such
a
program
and,
and
that
maybe
could
use.
A
A
Exactly
by
Jorge
all
those
recessions
right
amount
of
Spanish.
Thank
you
very
much.