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From YouTube: City of Madison Parks Board Meeting - August 9, 2023
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B
A
All
right,
hopefully,
you've
had
time
to
look
over
the
minutes
from
our
last
meeting
on
July
3rd.
If
you
does
anybody
have
any
questions
or
comments
about
our
minutes
from
our
July
meeting
I.
C
A
D
B
A
B
B
C
B
Before
I
start
a
new
business,
I
just
wanted
to
invite
everybody.
We
are
having
an
intern
pitch
in
tomorrow
at
noon.
Our
interns
are
11.
30
are
starting
to
wrap
up
this
weekend
next
week,
so
we're
doing
a
pitch
in
if
you're
available
swing
by
and
grab
some
grub
and
say
thank
you
to
our
interns.
If
you
are
so
inclined
and
have
time
to
schedules.
F
B
It's
great
new
business
in
your
packets
that
I
get
that
you
had
on
the
dice
when
you
came
in
is
a
city
of
Madison,
Parks,
Board
resolution.
The
facility
uses
hours
of
operation
fee
policies,
as
I've
been
here
now
for
I
guess
four
months,
I've
been
struck
by
I
would
say,
inconsistencies
and
how
fees
and
policies
have
been
applied.
B
Sometimes
we
don't
have
any
policies.
Sometimes
we,
if
they've
just
done
things
because
we've
always
done
them
that
way,
and
so
what
I
want
to
do
is
go
through
and
create
more
of
a
framework
of
our
policies,
our
fee
structure,
how
we
apply
them,
how
just
how
we
look
at
things
in
general,
so
this
is
a
fairly
lengthy
document.
This
is
as
a
start
of
a
conversation.
I'm
not
wed
to
any
of
this.
B
I
did
go
back
and
look
at
previous
years
charges
and
what
we've
been
charging
you
have
that,
in
the
very
back
of
your
packet,
we
have
a
list
of
2023
costs.
Some
ideas
that
I
have.
This
is
honestly
just
an
Open
start.
The
start
of
a
conversation
I'd
like
to
have
this
finalized
by
January
1st.
So
we
can
implement
it
for
next
year,
so
that
gives
us
about
four
months
to
Workshop
it
and
work
through
it
have
any
questions.
I
am
not
a
lawyer,
so
the
format
is
probably
incorrect.
B
I
don't
know
how
we
would
format
that
we'd
leave
that
up
to
others.
We
would
section
it
off
and
move
things
around.
So
all
that
is
part
of
the
conversation,
so
I
just
wanted
to
say:
okay,
here's
our
here's,
our
first
step
in
trying
to
formalize
things
that
have
not
been
formalized
in
gen
course.
Please
read
through
it
any
questions
and
I
think
we
just
start
having
conversations
and
trying
to
get
this
to
a
point
where
it's
adopted,
whatever
process
and
channels
we
have
to
go
through
to
have
that
happen.
Then
they'll
like
to
have.
B
Our
website,
right
and
I,
want
to
try
and
get
staff
out
of
the
middle
of
it,
because
somebody
will
call
and
say
well,
I
got
this
last
year
or
my
friend
got
this.
How
come
I
can't
get
this,
and
so
you
know
over
years
and
years,
different
conversations
have
had
and
we
need
to
eliminate
that
and
have
a
structure.
So
my
staff
can
just
say:
here's
what's
been
adopted
and
here's
what
the
rules
are.
D
F
Okay
for
event
update.
We
have
started
we're
getting
ready
to
send
out
sponsorship,
letters
for
Halloween
and
Christmas
events
to
do
the
fundraising
for
both
of
those
we
did
just
take
us.
The
first
senior
day
trip
to
Stream
Cliff.
We
posted
that
on
Facebook
one
day
and
that
day
in
two
days
we
had
27
people
signed
up,
so
it
was
very
popular
and
a
lot
quicker
than
I
anticipated.
I
was
thinking
we
might
have
15,
but
I
do
know
that
Morgan
nay
does
day
trips,
but
the
cost
is
prohibitive.
F
For
some
of
our
seniors,
we
kept
ours
as
low
as
possible.
We
had
volunteer
drivers
that
drove
RSVP
drove
one
van
and
one
of
their
volunteer.
Drivers
drove
the
Boys
and
Girls
Club
Band,
so
we
were
able
to
keep
that
cost
low.
The
only
cost
the
seniors
had
was
just
purchasing
their
own
meals,
so
it
was
very
low
for
them.
F
We
have
one
scheduled
for
September
and
October
and
I've
already
got
people
signing
up
for
those
as
well,
so
I
do
see
that
exploding
and
being
more
and
more
popular.
They
really
enjoyed
it
and
we've
got
nothing
but
positive.
You
have
a
newsletter
in
there
and
I
just
get
remarks
constantly
about
how
thankful
they
are
to
have
this
schedule
and
you
will
notice
in
there
I'll
go
ahead
on
to
activities.
There
are
a
lot
of
new
activities
that
we've
added
in
the
month
of
September.
F
F
Just
different
Community
people,
we've
connected
with,
like
Tom
Cassidy's
he's
he's
one
of
the
woodturners
of
the
southeast
Indiana
group.
That's
looking
for
maker
space,
but
he's
donating
kits
for
as
many
sign
up
to
build
jewelry
boxes
at
no
cost
and
come
in
and
teach
in
the
class.
So
there
are
people
willing
to
do
these
things
and
volunteer
just
have
to
coordinate
those
efforts
and
and
get
stuff
going.
So
they
are
very
excited
about
that
as
we
were.
Getting
ready
for.
Rsvp
is
still
in
Communications
with
us
about
moving
into
the
senior
center.
F
So
we
were
going
to
get
office
space
ready
and
then
also
we're
interviewing
for
a
position
over
there
to
replace
Gary,
who
had
resigned
a
month
ago,
extended
hours,
so
we
needed
office
space.
So
we
went
over
there
to
clean
out
the
front
two
rooms
that
were
just
storage
and
they
were
decorating
the
front
windows
to
get
those
painted
and
ready
to
be
used
as
offices
and
the
drywall
was
wet
in
one
of
those
front
rooms
just
completely
wet
had
to
be
cut
out.
F
So
we're
like:
okay,
let's
tear
the
rest
of
that
wall
off,
because
it's
beautiful
well,
there
was
also
water
damage
to
the
floor.
It
looked
like
where
plants
had
sat
and
been
watered
and
the
carpet
was
ruined.
The
floor
was
sagging.
They
are
jacking
the
floor
up,
but
it
was
really
time
to
get
the
flooring
replaced
anyway.
That
had
been
requested
several
times
and
then
with
that
damage
up
there
and
needing
the
office
space,
we
decided
Well,
let's
go
ahead
and
get
the
flooring
replaced.
F
F
The
front
office
had
a
closet
between
it
in
the
big
room,
so
those
walls
are
gone
and
that
space
is
just
completely
open.
We
did
it
all
in-house
and
didn't
have
to
to
pay
a
contractor
to
come
in
and
do
that
and
they
have
the
seniors
already
have
the
funds
within
their
budget
to
replace
the
flooring.
So
it's
completely
open
going
to
have
fresh
paint
and
new
flooring
and
look
like
a
completely
different
place
and
good
for
them.
Good.
D
F
Not
had
to
close
whatsoever
the
front
and
back
are
just
two
separate
spaces,
almost
pretty
much
so
we've
just
plastic
off
the
the
doorway
and
they've
been
having
all
their
activities
in
the
back
and
continued
as
normal.
The
the
ones
that
are
over
there
already
and
are
peeking
through
are
just
ecstatic.
I
mean
they're
they're
thrilled
to
have
some
attention
on
that
that
space
that
was
in
desperate
need
of
it,
so
I
bet
excellent.
F
Any
questions
on
that
Scott's
been
over
there
several
times
and.
F
B
Yeah
I
think
by
the
time
we're
all
said
and
done
we'll
probably
be
into
it
for
probably
not
much
more
than
five
thousand
dollars
we're
going
to
rework
some
of
the
grid
ceiling.
That's
in
there
probably
add
a
couple
lights
and
then
the
paint
and
doing
that
work
there's
a
substantial
budget
that
will
that
will
be
remaining
after
this
work
is
done
for
future.
Whatever
that
ends
up
being
we're,
also
moving
a
full-size
pool
table
out
of
the
basement
or
brown
gym
up
to
the
senior
center.
B
They
currently
have
one
that's
cut
down
for
Ada
and
we've
contacted
reached
out
to
a
few
places,
but
the
VFW
is
interested
in
so
we're
going
to
have
a
pool
table
moving
company
come
from
Louisville
move
both
tables
and
donate
the
small
one
to
the
VFW.
So
they'll
have
a
pool
table
for
folks
in
wheelchairs
up
there.
So
we're
excited
about
that.
We'll
refurbish
our
pool
table
a
little
bit
but
again,
I
can't
say
enough
about
Ty's
effort
with
the
seniors.
B
F
B
F
C
F
B
You
first
item
we'll
go
over
again,
are
basically
the
overall
budgets
Parks
General
and
park
nro.
We
are
still
having
some
issues
with
negatives
as
far
as
things
being
accounted
for
in
the
right
categories,
so
we
will
persevere
to
get
those
corrected
and
moved
some
of
the
issues.
Are
we
don't
have
the
same
categories
in
the
nro
schedule,
as
we
do
in
general,
we've
had
a
lot
of
conversations
about
this
coming
fiscal
year
and
changing
the
nro
structure
to
match
the
general,
and
so
what
we
will
do.
B
We
had
a
conversation
about
this
on
Monday.
These
two
reports
will
look
exactly
the
same:
they'll
have
all
the
same:
exact
account
numbers
and
definitions,
and
so,
if
we're
doing
repairs
at
Sunrise
or
Crystal,
they
will
be
in
the
nro
and
not
in
the
general,
because
right
now
they
get
captured
in
the
general.
We
will
also
identify
parks
with
a
either
a
prefix
or
a
suffix
of
a
three-digit
number.
So
as
we
as
we
budgeted,
we
will
budget
by
Park.
B
We
will
account
by
Park
and
that
will
all
roll
up
into
the
appropriate
general
or
nro.
So,
at
any
given
time
you
can
say
how
we
doing
at
Rucker,
we
can
tell
you
what
we
spent
on
every
bit
for
Rucker,
including
electricity,
water,
what
we've
made
in
revenue
and
here's
our
bottom
line.
Here's
our
balance
sheet
for
Rucker,
and
this
is
how
we're
doing
out
there
and
so
we'll
be
able
to
do
that
with
every
Park.
B
That
helps
us
identify
where
we
have
problems
where
things
are
more
expensive
than
they
should
be
and
how
we
can
focus
on
problem
areas
and
get
those
up
to
speed.
So
and
it's
an
unfortunate.
We
have
to
still
kind
of
deal
with
the
numbers
game,
I.
Think
as
we
get
closer
to
the
end
of
the
year,
we
will.
We
will
take
care
of
that
and
get
things
moved
around
where
we
need
to.
But
next
year
you'll
see
a
whole
different
set
of
reports
and
then
we'll
have
as
much
detail
as
you
want.
B
We
will
literally
track
every
invoice
that
comes
in
putting
the
appropriate
Park
category
before
it
gets
processed.
We
want
to
do
the
same
thing
with
revenue.
Revenue
should
come
through
me
first
and
before
it
gets
put
in
a
revenue
fund,
so
I
can
make
sure
it's
going
in
the
right,
Revenue
fund
and
so
we're
tracking
income,
as
well
as
the
expense
part
of
it
right
now.
A
check
can
come
in
and
accounting
puts
it
somewhere.
We
never
see
it.
B
A
B
That's
why
I'm
trying
to
match
up
right
now,
if
you
look
at
the
nro
we're
about
48
percent
remaining
in
budget
for
the
year
and
we're
more
than
halfway,
and
the
big
issue
we
have
in
general
is
that
we
have
the
park
unappropriated
line
item
of
239
000,
which
is
from
Reedy
as
they're
moving
things.
So
that's
not
a
real
negative.
That's
a
that's
a
placeholder
for
them
before
they
put
it
someplace
else,
okay,
so
that
kind
of
throws
that
number
way
off
as
well.
Thank.
B
Campground
operations
report
we
have
an
attachment
here,
I
wish
I'd
seen
that
hash
marks
on
that
first
page
before
I
printed.
These
I
think
the
important
thing
for
us
to
look
at
right
now
is
to
really
kind
of
look
at
the
bottom
right,
quadrant
of
the
page,
year-to-date
variance
and
year-to-date
reservations,
because
I
think
that
kind
of
tells
us
really
where
we
are
from
this
year
to
last
year.
Our
expenses
are
down
considerably
now.
Last
year
there
was
a
lot
of
money
put
into
Paving
and
other
things.
A
B
Helps
our
numbers
this
year
look
fantastic,
which
I'll
take
so
that
really
isn't
kind
of
a
normal
type
of
year,
so
we're
up
a
little
bit
in
Revenue.
Do
the
math
about
121
last
year
126
this
year.
Of
course
our
expenses
are
way
down
compared
to
last
year,
and
so
our
net
revenue
this
year
is
114
000
so
far
year
to
date.
The
interesting
thing
is,
if
you
look
down
at
our
reservations
from
2022
to
2023
they're,
almost
exactly
the
same,
there's
not
much
difference
there.
Doug
and
I
were
talking
before
the
meeting.
B
We've
seen
a
significant
drop
off
these
last
few
weeks.
So
we
need
to
look
at
advertising
and
some
other
things
to
kind
of
push
us
through
to
the
end
of
the
year,
make
sure
we're
getting
some
more
response,
and
so
we'll
look
at
that
here.
This
coming
week,
I
think
we
ran
radio
ads
for
I
think
it
was
eight
weeks
but
I
think
those
ended,
August
1st
and
so
with
the
opportunity
to
run
those
again.
So
we
probably
will
I
think
they're
eighty
dollars
for
two
months,
so
it's
not
as
an
essential
amount
of
money.
B
At
least
get
some
AirPlay
and
get
some
noticed
outside
of
our
area,
hopefully
bring
people
in.
A
B
D
B
Moving
right
along
so
I
tried
to
talk
about
financials
first,
with
the
golf
course
I
try
to
make
a
little
bit
easier
to
read.
So
the
front
page
is
a
year
to
date,
I'm
sorry,
the
front
page
is
current
month
and
year
to
date
and
then
the
back
page
is
year
to
year.
So
you
can
kind
of
see
an
analysis
of
where
we
are
so
I.
Go
to
the
oh.
Where
do
I
want
to
send
you
I?
B
B
To
be
perfectly
honest,
I
don't
like
what
I
see
we
are
not
we're,
not
in
the
percentage
brackets
that
we
should
be
at
for
an
industry
and
I
know
how
to
fix
it.
That's
the
good
news
we
just
have
to
start
making
some
adjustments
in
how
we
do
things
and
it's
an
education
thing
more
than
anything
else,
understanding
of
what
we
should
be
looking
at
and
how
we
should
be
doing
it
so
I'm
going
to
start
embarking
on
that
here
in
the
next
couple
weeks.
Try
and
turn
this
around
by
the
end
of
the
year.
B
Right
now
we're
running
I
would
say,
on
average
about
50
percent
for
food
costs,
where
we
should
be
about
30
percent,
so
for
every
dollar
we
take
in
we're
spending
50
cents
on
food
cost
where
we
should
be
spending
30
cents.
So
that
number
is
a
kilter.
Our
labor
number
seems
to
be
okay,
we're
at
about
30
35
percent,
which
is
right,
I'd
like
to
be
at
30
but
we're
at
35.
So
that's
not
horrible,
but
the
food
piece
of
it
is
off
and
so
I
we
can
address
that
fairly
easily
I'm.
B
Also
looking
at
beverage
expenses
like
beer
and
soft
drink
expenses
and
they're,
not
where
we
should
be
either
so
those
are
fairly
adjustment
and
basically
in
pricing
and
how
we
adjust
those
prices
and
so
as
we
go
through
that'll
be
another
point
of
conversation
to
talk
about
for
next
year
when
we're
looking
at
rates
and
fees
and
what
we
should
be
charging
I
think,
probably
next
month,
the
next
board
meeting
we'll
talk
about
the
golf
board
and
then
we'll
talk
about
it
here
about
I,
think
where
we
should
be
I'm
just
doing
I'm
drilling
down
into
basically
every
every
menu
item
that
we
do
and
evaluating
the
cost
and
what
we
charge
for
it.
B
So
70
done
with
that
and.
B
We
we
buy
a
lot
of
a
lot
of
things
from
Kroger.
We
buy,
we
pay
retail
for
a
lot
of
things
and
that's
a
big
problem
so
trying
to
figure
out
storage
and
how
we
adjust
that
and
spend
a
lot
of
time
in
the
golf
course,
the
last
two
or
three
days
just
looking
at
the
facility
and
how
we
can
make
some
adjustments
and
and
fix
that.
So
that's
that'll,
be
the
next
kind
of
project
you'll
see
next
month
as
we
try
and
fix
the
revenue
and
the
expense
side
of
that
passage.
Different.
F
B
We
have,
we
have
an
upright
freezer
and
we
have
a
small
chest
freezer
down
there,
both
of
which
are
packed
so
so,
essentially,
the
problem
is
portion
control.
We
have
no
way
of
knowing
that
we're
putting
out
the
right
portion
with
every
single
thing
that
we
do
so.
Let's
say
we
have
cheese
sticks,
we're
giving
them
three
cheese
sticks
and
we're
charging
four
dollars.
So
it's
G6,
it's
marinara,
it's
the
paper
or
whatever.
It
is.
That's
costing
us
a
dollar,
seventy,
nine
or
a
dollar
eighty
to
produce
it
and
we're
charging
four
dollars
for
it.
B
First
of
all,
the
presentation
is
horrible.
Three
cheese
sticks
is
nothing
so
I
mean
it's
just
it's
just
all
of
that
together
we
just
got
to
do
a
better
way
of
doing
that,
and
so
you
know
we
should
be.
When
we
get
a
bag
of
onion
rings.
We
should
pre-portion
those.
So
you
just
grab
a
bag
of
pre-portioned,
and
that's
you
don't
grab
what
you
think
you
need
to
do
and
throw
them
in
the
fryer
same
thing
with
sandwich
meats.
They
should
all
be
pre-portioned
for
that
sandwich
and
not
Matt.
That
looks
about
right.
B
B
B
For
us
to
build
that
as
an
accrual,
so
we
build
it
across
eight
months
instead
of
one
month,
which
gives
us
a
really
better
idea
of
the
day-to-day
month-to-month
operation,
of
the
golf
course
and
what
it
truly
costs
us
versus
it
cost
us
80
grand
and
you
know
July
because
of
the
pesticides,
we're
changing
that
program,
we're
meeting
with
another
supplier,
but,
more
importantly
than
that
I've
reached
out
to
four
five
individuals
in
the
golf
course
industry.
One
is
a
very
good
friend
of
mine
at
Cornell
he's
going
to
come
down
next
year
sometime.
B
He
is
probably
the
head
guy
in
turf
grass
in
the
country
and
he's
got
four
colleagues.
He
works
without
a
Purdue
Dr
Aaron
Patton,
Dr,
kale,
Bigelow,
Dr,
Doug,
Richmond
and
Dr
Lee
Miller
I,
reached
out
to
those
four
gentlemen
and
asked
them
to
come
down
to
the
golf
course
go
on
the
golf
course
and
look
around
kick
rocks.
Dig
things
up.
Tell
us
what
we
need
to
do.
I
mean
we
need
to
improve
it.
How
do
we
lower
our
pesticide
use?
How
do
we
lower
our
fertilizer
use
so
far?
B
Reducing
chemicals,
reducing
water,
reducing
fertilizers,
reducing
pesticides,
that'll
save
us
quite
a
bit
of
money
in
that
category
as
well,
make
it
a
healthier
golf
course.
So
all
that
is
in
process
right
now,
but
we
have
at
least
one
confirmation
for
the
27th
of
September,
so
I'm
really
looking
forward
to
that.
B
I
presented
to
the
Golf
Board
last
week,
I
guess
was
maybe
two
weeks
ago.
Two
weeks
ago,
we
engaged
the
golf
course
architect
out
of
Holly
Springs
North
Carolina
Brian
lucier,
who
used
to
work
for
Jack,
Nicklaus
and
Gary
Player,
and
asked
him
to
take
a
look
at
our
course
with
the
hope
of
adding
a
practice
area
and
driving
range
and,
amongst
a
few
other
improvements,
such
as
new
greens,
new
irrigation
system.
B
It's
a
basic
just
basically
trying
to
get
the
golf
course
back
to
a
modern
golf
course.
He
presented
us
with
with
with
two
formal
conceptual
routings,
and
there
are
A
and
B
which
show
the
existing
Golf,
Course
hand-drawn
proposed
area
for
driving
ranges
and
practice
areas
and
see
we
kind
of
threw
out.
This
idea
is
like
I
wonder
if
we
could
fit
18
holes
of
golf
in
the
northern
part
of
the
golf
course
and
turn
the
southern
little
four
holes
into
like
a
par
three
course
way
to
get
extra
Revenue.
B
D
B
Of
guy
but
I
think
either
way
it
will
either.
One
of
these
scenarios
will
greatly
improve
the
play
on
the
golf
course
and
the
Aesthetics
of
the
golf
course.
So
there's
a
lot
of
ideas
in
here
as
well.
You
know
moving
the
superintendent's
buildings
to
a
different
locations,
so
they're
not
right
at
our
front
door.
B
How
do
we
accommodate
different
uses?
Add
some
water
to
it
for
interest
again
going
to
USDA
USGA
greens.
Instead
of
the
mixed
greens,
we
have
now
which
are
problematic
anything
we
do
we'll
have
to
redo
the
irrigation
system,
which
we've
already
had
conversations
about,
and
so
this
is
really
the
beginning
part
of
this
conversation
as
to
what
the
future
of
Sunrise
could
look
like.
C
C
So
I
don't
know
whenever
this
is
going
on,
if
it'd
be
possible
to
keep
part
of
the
course
open
or
anything
like
that
right,
how
much
is
going
to
cost?
Can
we
ensure
that
we
can
get
that
Bond
back?
You
know.
B
They
will
be,
but
I
think
if
you
I
think
the
bottom
line
is
the
bottom
line
at
this
point
in
time.
We're
struggling
to
be
sixty
thousand
dollars
ahead
in
August,
and
that's
the
most
we've
been
ahead
in
how
many
years
and
if
we
don't
change
what
we're
doing,
we
will
never
change
that
bottom
line
number.
B
We
will
struggle
every
year
we
will
figure
out,
try
and
figure
out
how
to
get
equipment.
We
will
have
to
spend
money
on
irrigation
at
some
point
because
that,
because
that
irrigation
system
is
trashed,
and
so
we
can,
we
can
stay
as
we
are
and
struggle
and
figure
it
out
and
fight
and
scrap
every
year
or
we
can
move
it
to
the
next
generation
of
the
next
50
years,
and
so
those
are
the
conversations
they're
they're
not
going
to
be
easy
conversations.
B
You
know
it's
no
different
than
saying
Rucker.
Well,
Rucker
is
fine.
You
know,
you
know
it's
been
around
for
30
years.
We're
fine
well
depends
on
who
you
ask
right.
You
know
they're
they're.
There
are
more
opportunities
for
Revenue
at
Sunrise
than
we're
capturing
right.
Now
we
don't
have
any
college
play
at
Sunrise
where
we
could
capture
that.
B
Just
by
lengthening
the
course
just
a
few
hundred
yards
getting
more
interest
in
that
I
mean
there's
different
groups
that
we
can
generate
more
income
from
to
help
offset
these
expenses
and
I
think
you
know
we
always
have
to
keep
in
mind
that
this
is
a
municipal
course.
It's
a
CD
course,
and
we
have
citizens
who
should
play
there
and
should
not
cost
an
arm
or
a
leg
to
play,
and
that
has
to
be
a
consideration.
And
so
that's
you
know
you
look
at
tiered
pricing,
so
I
mean
we
haven't,
run
any
Financial
models.
B
C
B
At
least
we've
started
that
process
and
it
may
be
at
the
end
of
the
day
that
we
come
back
and
say
you
know
what
we'll
spend
some
money
and
fix
the
irrigation
and
do
a
couple
things
and
that's
what
we'll
do
I
think
the
driving
range
would
be
a
huge
benefit
and
huge
asset
to
the
city.
I
think
it
would
be
a
fun
thing
at
night
time
for
a
lot
of
people
who
can't
play
during
the
day
it's
an
opportunity
for
Revenue,
but
I
think
it's
just
an
event
thing.
D
A
B
B
That
area
is
pretty
flat
down
through
there,
so
I
think
there's
opportunities,
because
the
architect
hasn't
been
out
here
yet
and
we
don't
have.
He
hasn't
gotten
the
true
Topo.
Yet
he
can't
really
right
now.
Everything
in
him
is
a
flat
plane,
so
he
can't
really
truly
get
down
to
the
nitty-gritty
once
until
he
gets
the
Topo,
so
I
think
there's
a.
B
Little
I
think
that's
easy
right
now,
but
adding
some
some
topographical
and
geographical
features
to
help
entice
people
to
play.
I
think
just
moving
some
greens
and
making
some
shot
making
make
it
a
little
bit
more
difficult,
I
think
is
always
fun
unless
you're
just
trying
to
go
out
there
and
shoot
your
same
score
every
week.
A
I
would
just
like
to
reiterate
what
Jake
said
too,
that
I
do
have
big
concerns
about
closing
it
down
and
the
costs
and
all
that
so
I
mean
in
theory.
It's
amazing
to
look
at
it,
but
I
have
lots
of
reservations.
B
B
Yes,
so
I
thought
I'd,
give
everybody
an
update
as
to
pretty
much
Where
We
Are
from
our
programming
from
an
income
and
from
an
expense
standpoint,
just
kind
of
keep
grading
ourselves
to
make
sure
that
we're
not
going
too
crazy.
So
your
the
first
page
talks
about
what
I
call
available
entries,
and
that
is
how
many,
how
many
the
limit
of
the
number
of
reservations
that
we
have
for
each
program.
That's
based
on
many
things,
what
you're
doing
or
how
many
teams
all
kinds
of
different
aspects
you
know
for
water
aerobics.
B
It
was
34
because
we
were
in
a
pool
that
had
a
deep
end
and
we
didn't
know
how
far
we
could
go
with
people
in
the
water.
So
we
had
991
available
entries
and
that
does
not
include
you
flagged
football
or
youth
volleyball,
because
we
don't
have
limits
on
those
right
now.
So
this
is
spring
summer
and
into
fall
991
available
entries
we
had
818
participate
for
just
under
83
percent
participation
rate.
D
B
B
The
big
issue
we've
got
right
now
is
football,
so
we
sent
out
120
football
helmets
to
be
tested,
so
your
football
helmets
have
to
be
impact
tested
every
two
years.
They
also
cannot
be
any
older
than
10
years
at
10
years.
They
age
out
and
you
can
no
longer
use
them.
We
sent
out
120
helmets.
We
got
back
41.,
so
79
of
our
helmets
either
failed
impact,
testing
or
aged
out.
B
So
that
put
us
in
a
pretty
big
bind.
So
we've
got
41
helmets.
We
had
the
ability
to
procure
15
helmets
quickly,
which
I
did
and
then
so
right
now
we're
at
about
57
helmets
and
we're
going
to
get
a
couple
more
off
sizes,
so
we'll
have
60
helmets,
which
would
be
for
Q
teams,
so
third
and
fourth
grade
and
fifth
and
sixth
grade.
B
When
we
went
down
to
clean
out
Brown
gym
we
found
out.
There
was
no
no
jerseys,
no
football
jerseys
down
there,
there's
some
but
they're
all
mixed
different,
they're,
all
different
kinds,
there's
about
10
or
12
of
them.
So
we
had
no
jerseys.
So
we
had
to
order
football
jerseys
for
this
year
as
well.
So
we've
got
those
ordered,
so
that
number
is
coming
in
as
well,
so
I
don't
have
the
the
price
for
testing.
Yet
I
was
lucky
to
get
them
tested.
B
The
three
companies
that
are
within
geographical
region
of
our
space
were
all
booked
out.
Riddell
got
them
done
for
us
out
of
Indy,
so
I'm
waiting
for
that
invoice
to
come
in
so
with
football
again.
Everything
was
like
catch
up
from
last
year,
last
minute
kind
of
stuff,
so
that
we
got
it
done.
We're
good
to
go,
but
that's
an
expense
we
don't
have
yet.
B
B
I,
don't
think
they're
I,
don't
think
they
were
collected
last
year.
So
what
we
did
this
year
is,
we
did
our
site
part
of
our
sizing
on
Monday,
and
so
we
had
a
spreadsheet
and
we
we
had
labeled
every
one
of
our
pieces.
We
handled
out
serial
numbers
or
a
number.
We
put
the
price
next
to
it,
made
the
parents
sign
it
that
they
don't
bring
it
back.
B
D
B
Had
30
helmets
come
back
in
from
people
who
had
them
from
last
year,
they
brought
them
in
with
them,
so
those
30
helmets
have
not
been
impact
tested
and
they
had
not
been
checked
for
age.
So
we
can't
use
those
so,
but
we
knew
people
had
them.
One
lady
get
brought
it
in.
She
brought
it
for
a
Halloween
costume
and
brought
it
back
in
Monday.
B
So
again,
it's
record
keeping
it's
just
being
structured
and
having
a
system
that
when
these
things
go
out
the
door
we
know
where
they
are
and
who's
got
them
and
when
they
come
back
in,
we
know
who
hasn't
brought
them
in
and
we
can
charge
them
accordingly.
So
we're
addressing
that
from
a
system
standpoint
right
now.
B
That
it
yes,
okay,
we
met
with
Gary
Van
y
this
morning
and
talked
about
his
League
quite
a
bit,
his
leagues
kind
of
understanding,
our
role
and
what
we
will
do,
which
has
been
kind
of
historical
and
I
again.
I,
don't
want
to
recreate
the
wheel
and
I,
don't
think,
there's
enough
capacity
in
Madison
in
the
surrounding
area
to
run
two
separate
leagues,
I,
don't
think
that
would
ever
we'd
ever
do
well
with
that,
and
so
we've
promised
him
the
use
of
brown
gym.
B
We've
agreed
on
a
price
per
game
that
he
will
pay
us.
We
will
run
concessions,
he
will
hire
everybody,
he
needs
to
hire
referees
and
ticket
takers
and
score
keepers,
and
all
that
you
will
take
care
of
all
that.
He
wants
to
do
a
tournament
the
third
week
in
September,
at
brown,
gym
where
we
will
get
a
third
of
the
gate
as
well
as
basically
a
third
of
all
the
revenue
that
comes
in
after
expenses
for
a
two-day
tournament,
and
so
again
we'll
run
concessions
for
that
as
well.
B
So
we
have
an
understanding
of
of
how
Gary
runs
his
league,
and
we
had
conversations
a
couple
weeks
ago
with
the
Boys
and
Girls
Clubs
about
the
same
thing,
and
you
know:
we've
all
agreed
that
you
know
there's
there's
things
that
we
don't
need
to
jump
in
the
middle
of
and
create
issues
when
things
go
well,
we
don't
need
to
do
everything
and
so
Gary
runsley
He's
got
somebody
here
he's
getting
older
he's
got
somebody
who
works
with
him
that
will
probably
take
over
his
League
once
he
decides
to
retire,
and
so
we
will
continue
to
work
with
that
person
as
well.
B
B
Yep
yep,
which
is
all
great
I,
mean
if
I
don't
mind
if
we
want
them
out
for
doing
things,
and
we
just
want
to
understand
what
our
role
is
conversations
we
have
with
the
boys
and
girls
club
same
thing.
You
know,
there's
things
that
they
do
well
and
that
they
should
do
well
and
that
we
shouldn't
step
in
on
their
toes
and
get
in
the
middle
of
it.
B
There's
things
that
we
do
that
we
can
help
them
with
and
we're
talking
a
lot
about
cross
promotion
to
help
each
other
out,
and
we've
had
quite
a
few
conversations
with
a
lot
of
different
groups
about
that,
as
well,
so
trying
to
find
our
place,
what
we
do
well
and
what
we
can
support
I
believe
it's
our
mission
to
have
openings
for
kids,
who
can't
afford
to
do
things
more
openings
for
adults,
but
let
those
groups
that
do
things
really
well
continue
to
do
things
really.
B
B
Club
had
a
company
come
out
and
basically
refreshed
Lions
Club
playground
took
off
some
broken
plastic
canopies
and
replaced
some
broken
and
rotted
wood
pressure
washed.
It
sealed
and
stained
it.
So
now
it's
safe
and
refreshed
and
looks
pretty
good
it'll
be
in
good
shape
for
the
next
couple,
two
or
three
years
until
we
figure
out
what's
going
to
happen
up
in
that
neck
of
the
woods,
so
we're
excited
to
get
that
back
and
functional
again
for
folks
on
the
hilltop
again
that
was
Stellar
Community
money
and
there's
still
some
money
left
over.
B
The
line
cameras
up
you
can
it's
on
our
website,
there's
a
link
to
it.
You
can
pull
it
up
and
take
a
look
at
it.
They've
been
working
Foundation
wise
around
the
building
for
the
stairwell
and
for
closing
off
that
lower
entry.
So
that's
done
they've
been
digging
in
the
deep
end
and
they've
gotten
a
lot
of
work
done
towards
that
section
where
the
diving
area
is
so
that
seems
to
be
the
deepest
area
and
they're
working
their
way
out
so
they're
making
good
progress.
B
I
know
the
rain
was
getting
some
fits
in
July,
but
I
think
they've,
gotten
kind
of
gotten
past
that
right
now,
I
am
looking
at
interior,
fit
out
as
well
as
fit
out
for
the
concession
stand,
as
well
as
furniture
for
the
pool
deck
which
has
not
been
in
the
budget
or
purchased
I'm
working
through
the
inventory
for
those
and
all
what
we
need
to
get
to
make
it
functional
for
next
year,
including
point
of
sale
systems
and
office,
furniture
lockers
for
the
lifeguard
locker
room
and
those
kinds
of
things.
B
A
B
Week
we
will
be
seeing
the
the
playground
Furniture
going
in
the
Gaines
Park,
pretty
sure
it
was
scheduled
for
the
17th
for
them
to
start.
We
have
everything
here.
They
just
need
to
install
it.
We've
we're
putting
in
a
drinking
fountain
there,
so
we've
added
a
water
service
we're
waiting
for
the
extra
we
have
one
basketball
goal
up
now:
we're
waiting
for
the
second
one
to
come
in
and
get
that
installed,
so
we're
in
good
shape
based
upon
what
they
did
in
the
Oak
Hill.
B
B
We
were,
we
were
going
to
wait
for
Crystal
Beach,
but
because
we
haven't
received
those
backboards,
yet
we
don't
quite
know
the
distances.
So
we'll
go
back
up,
we'll
paint
games
now
and
then
we'll
come
back
and
paint
Crystal
Beach.
Once
we
get
that
finalized
I
think
there's
been
a
little
controversy
about
what
colors
and
I
don't
know
what
result,
really
what
that's
been
resolved
as,
but
in
somebody
else's
Bailey,
went
to
worry
about
this
point.
A
B
Gym
repair
we
had
the
ceiling
demo
demolished,
so
we
could
understand
what
was
happening
from
a
structure
standpoint.
I
have
the
structural
engineer
come
out
about
three
weeks
ago.
He
was
on
vacation
last
week,
so
he
didn't
do
any
work.
So
he
started
working
this
week,
preparing
plans
and
specifications
for
the
repair
once
we
get.
Those
we'll
send
them
out
to
bid
for
three
or
four
companies
to
give
us
pricing
to
come
in
and
fix
it
think
we'll
have
it
hopefully
we'll
have
it
repaired
by
the
end
of
October,
which
should
be
fine
for
basketball.
B
So
looks
like
to
me
that
we
have
one
that
may
have
had
some
termite
damage
but
pretty
much.
It's
all
moisture
damage
on
the
outside
wooden
floor,
joists
sitting
on
brick,
water
got
in
the
ends,
rotted
off
and
they
dropped,
and
so
it
should
be
a
fairly
easy
fix.
The
only
the
biggest
issue
we
have
is:
we've
got
a
lot
of
conduit.
B
B
Last
month
we
had
discussion
about
High
volume
events
and
whether
or
not
we
should
look
at
pricing
for
Hunter
Hall
for
those
weekends,
you
know
typically
Campground
and
other
places.
We
have
high
volume,
High
a
big
event:
pricing
different.
We
talked
last
month
that
we
would
have
a
conversation
so
I
just.
B
B
D
B
B
I
think
everyone's
going
to
be
different
yeah,
you
know
I
mean
I
I,
look
at
Hunter
Hall
as
there
that's.
You
know,
you
got
a
bond
to
pay
back,
that's
an
expense
that
doesn't
change.
We
have
other
options.
You
know
people
want
it
because
it's
new
when
they've
used
other
facilities
for
a
long
time
and
we're
fine
with
that
until
they
got
something
new.
But
again,
that's
that's
your
call
and
how
you
want
to
address
that.
E
B
A
F
B
It
goes
back
to
again
the
very
first
document
I
gave
you.
We
have
a
tendency
that
if
we
have
an
event
that
we
end
up
sending
somebody
out
to
unlock
a
door
which
ends
up
being
overtime,
which
means
we
charge,
we
pay
them
for
two
hours
to
unlock
a
door
and
then
go
back
later
and
lock
it
back
up
again.
B
That
adds
up
to
real
money,
and
so
what
we've
done
is
we've
engaged
keyless
system
that
we
can
operate
from
our
phone
and
we
can
unlock
it
ourselves
or
give
somebody
a
code
that
will
be
used
only
for
a
period
of
time
for
Access.
They
can
come
and
go
as
they
need
to
and
we
have
control
over
it
and
once
their
time
is
up,
that
code
goes
away
and
you
can't
come
back
in,
and
so
it
eliminates
all
that
overtime
and
that
Manpower
going
back
and
forth
back
and
forth
back
and
forth.
B
We
have
the
same
issue
of
brown
gym,
so
we're
trying
to
get
away
from
all
these
little
nickel
and
dimes
that
are
not
nickels
and
dimes.
They
add
up
to
real
money.
Very
very
fast
I
can
guarantee
you
that
we'll
save
this
that
cost
us
four
thousand
dollars.
We
will
save
four
thousand
dollars
in
a
year
by
doing
this
easily.
D
B
A
B
At
yeah,
so
under
General
updates,
I
have
a
Bethany,
Legacy
Foundation
grants
the
middle,
and
so
what
I
did
is
I
gave
you
a
copy
of
the
The
Narrative
of
the
submittal.
Okay.
A
B
I
went
to
submitted
this
to
Bethany
Legacy
Foundation,
about
probably
about
a
month
ago
now
and
identified
a
bunch
of
items
that
are
capital
needs.
That
right
now
are
not
budgeted
and
wanted
to
gauge
your
interest
in
helping
us
fund
these,
and
so
you'll
see
a
whole
bunch
of
these
items
that,
quite
frankly,
if
they
don't
get
approved
through
the
capital
budget,
priorities
are
to
get
these
repairs
done,
and
so
that's
what
this
packet
is.
It's
the
packet
I
submitted
to
them.
B
B
Another
thing,
that's
really
really
important.
Is
we
received
a
grant
from
Bethany
for
12
aeds
that
were
delivered
on
Monday,
and
so
we
will
be
installing
these
in
locations
now
that
don't
currently
have
them.
So
just
an
example:
the
senior
center
doesn't
have
one,
we
don't
have
anything
permanently
mounted
at
Rucker
anywhere.
We
don't
have
anything
at
Bicentennial,
Park,
so
there's
numerous
places
where
there's
High
activities.
B
We
don't
have
one
at
the
campground,
so
there's
numerous
areas
that
we
don't
have
these,
hopefully
we'll,
never
use
them,
but
we
we
received
12
of
them,
we're
also
getting
six
outdoor
cabinets,
which
means
they
can
be
held
permanently
outside
and
how
and
how
the
weather.
So
these
are
aeds
that
will
be
for
us
to
use
as
we
see
fit
so
we've
already
identified
11
places
we're
going
to
give
Whitney
one
to
carry
with
her
we're
going
to
give
Bobo
one
to
carry
with
him.
B
We'll
give
one
for
this
golf
course:
superintendent
and
one
for
the
Golf
Course
Pro
Shop,
so
they
each
have
theirs.
If
they're
ever
on
the
course
and
need
them,
they
have
them
these
areas
that
have
high
traffic
and
not
much
protection.
We
will
use
those
aeds
for
those
locations,
so
I'm,
very,
very
thankful
to
Bethany
Legacy
foundation.
For
for
that,
Grant
and.
B
B
This
has
all
been
budgeted
for
this
coming
year
as
part
of
our
seasonal
help
for
our
Crystal
Beach
nro
I,
also
Envision.
Right
now
we
have
Staffing
that
is
paid
for
the
park
by
the
parks
department,
but
is
managed
by
the
streets
department,
and
that's
that
was
done
out
of
necessity
from
previous
years
for
various
reasons:
I,
don't
that
that's
not
how
that
should
function,
so
parks
department
should
have
our
own
people,
who
I
manage
and
does
the
work
of
the
parks
department.
B
E
Scott
I'd
like
to
jump
in
there,
I
think
I,
know
I
understand
we
were
stretched,
then
there
but
I
think
getting
back
to
what
you
just
said
about
people
at
the
parks
and
in
the
fields
that
needs
to
go
because
you've
seen
we've
seen
a
decline
in
the
fields
all
over
town
yeah,
but
especially
at
Rucker,
because
we're
pulling
people
from
everywhere
else
to
do
it
and
I've.
You
know,
had
conversation
with
Bobo
about
it
too.
It's
just
it's!
It's
that's.
E
B
Absolutely
absolutely
I
haven't
found
really
anybody
who's
been
more
dedicated
and
proud
of
what
he
does
than
Bobo
and
he
works
hard
up
there.
He
takes
great
pride
in
getting
those
feels
as
best
as
he
can
and
he
gets
incredibly
frustrated
with
some
of
what
he's
had
to
deal
with
with
the
back
and
forth,
because
he
feels
it's
a
reflection
on
him.
B
If
things
aren't
the
way
they
should
be,
those
fields
all
need
a
lot
of
work
and
it's
not
going
to
be
cheap
to
do
that
and
you
don't
want
to
go,
spend
the
money
to
fix
them
and
then,
in
five
years
or
right
back
here.
You
just
can't
do
that,
and
so
the
only
way
we
do
that
is
to
have
the
director
of
Parks
and
Recreation,
manage
the
parks,
and
that
includes
personnel
and
includes
maintenance.
It
includes
repairs,
it
includes
day-to-day
activities
on
how
all
that
functions,
and
so
it's
really
straightforward.
B
We've
been
trying
to
deal
with
some
lights
out
at
Field
Four
since
I
got
here
and
it's
constant.
The
people
we're
supposed
to
do
it
get
pulled
away
and
get
pulled
away,
get
pulled
away,
and
so
it
creates
a
problem.
We
have
people
playing
on
those
fields
and
they're
they're
not
as
well
lit
as
they
should
be,
but
it's
just
trying
to
get
our
arms
around.
B
B
Correct
correct
we're
having
some
issues
at
the
golf
course
with
Roger
trying
to
be
all
up
there
and
so
he's
running
his
Pro
Shop
in
the
golf
course
operations.
Well
he's
also
trying
to
run
food
service
and
beverage,
and
that
doesn't
doesn't
work
well,
and
so
we
need
to
have
somebody
who's.
Managing
the
city,
Side
of
the
business
and
Roger
can
manage
the
Roger's
side
of
the
business
and
so
right
now
Roger's
managing
both
of
them
doing
a
good
job.
But
it's
a
lot
for.