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From YouTube: Jan 15, 2019 Town Council Workshop
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D
D
B
President
gosling
here
there
is
a
quorum
organizational
review
and
business
practice
evaluation
report
for
the
west,
warwick
sewer
commission.
This,
mr
trojan
body
of
c-w-l-o-n-m
solutions.
Llc,
will
discuss
his
findings
and
respond
to
questions
from
the
town,
council
and
town
officials.
This
review
will
include
the
management
operations
and
maintenance
of
the
west
warwick
wastewater
treatment,
plant
and
collection
system.
A
E
Yes,
I
believe
in
because
of
the
time
allotted
for
our
discussion
if
we
start
with
key
findings
and
recommendations,
and
that
will
be
on
page
20
20..
Thank
you.
F
I
can
is
this
one
before.
C
We
begin
not
to
be
an
obstructionist,
but
I
I
really
took
what
the
solicitor
said
to
heart
last
week
during
our
meeting
as
far
as
oma
violations,
and
I
may
be
reading
into
this
a
little
bit
too
much.
If
I
am
please
tell
me
so
I
read
the
agenda,
is
mr:
we
paid
a
lot
of
money
for
these
reports.
We
we
voted
to
pay
the
money
for
the
reports
and
mrs
lombardi
did.
The
reports
did
both
of
them.
Should
he
be
the
one
presenting
these
reports,
as
it
says,
on
the
issue?
G
He's
here,
okay,
you're,
going
to
start
with
your
department,
heads
and
then
the
fill-in
questions
that
you
may
have
as
it
relates
to
the
report.
We
go,
mr
lombardi,
okay,
so
remember
the
department
head's
looking
at
it
first
to
the
town
manager.
Now
it's
before
you
as
a
whole,
so
both
department
heads
are
here,
mr
lombardi's
here,
so
your
ability
to
question
them
is
for
tonight
for
the
public
meaningful.
I'm
sorry
for
the
public
workshop,
so
the
the
announcement
and
or
posting
of
the
agenda
is
fine.
F
Okay,
so
is
it
is
this
on?
I
guess
it's
on
so
on
page
20,
key
findings
and
recommendations.
What
I
was
going
to
do
is
go
through
them
real
quickly.
If
you
have
any
questions,
I
certainly
can
answer
them.
F
F
I
have
worked
closely
with
him
in
the
past
five
years,
actually
off
and
on,
but
in
the
last
four
months
since
we
moved
him
up
the
superintendent,
I
feel
he's
he's
made
a
good
transition,
but
I
also
would
like
to
explain
how
we
became
how
we
came
to
that
moving
him
up
the
superintendent
we
went
out
for
applications.
F
Three
times
we
offered
the
position
of
superintendent
twice
one
to
a
project
manager
from
violia
in
fall
river,
who
turned
us
down
because
of
the
salary.
The
second
one
was
a
long
time
wastewater
employ
a
worker
who
is
in
private
sales
now,
but
had
all
the
qualifications.
F
F
Also
in
the
report.
It
recommended
a
a
part-time
on
number
two,
a
part-time
co,
which
is
what
I've
been
performing
since
harrison's
been
moved
up.
I
think
it
works.
I
think
it's
worked
out.
Great
harrison
has
had
full
full
operation
of
the
treatment
plant.
F
So
that's
so
we
have
done
number
two
for
this
budget
here.
You'll
see
that
in
the
new
budget
coming
up
number
three,
the
union
contract.
F
I
don't
know
how
much
you
want
me
to
get
into
that,
but
one
of
the
big
issues
I
have
at
the
at
the
treatment
plant
and
I've
had
since
2012
when
I
arrived
is
anytime.
There's
a
position
opening
it's
not
based
on
qualification,
it's
strictly
based
on
seniority
per
the
union
contract.
F
So
if
somebody
with
25
years
experience
wants
that
job
but
doesn't
doesn't
do
that
job
doesn't
have
any
knowledge
of
that
job.
He
gets
a
he
or
she
gets
it
over.
The
person
who's
really
been
qualified
and
been
doing
that
job.
F
I've
gone
to
dem
I've
gone
to
the
board
certification
to
try
to
get
him
up
to
that
position
when
that,
if
he
becomes
the
assistant
and
that
position
of
chief
operator
opens
up
the
person
with
the
most
seniority
gets
that
position,
it
may
be
a
truck
driver
who
has
no
knowledge
of
of
the
treatment
plan
of
the
operation,
but
he
has
the
most
seniority
per
the
union
contract.
He
gets
the
job.
What.
C
F
It's
certainly
a
concern,
but
the
way
the
contract
is
written,
the
most
senior
person
gets
it
and
and
really
there's
no
safety,
and
I
can
tell
you
I've
since
I've
seen
I
I've
seen
it
there,
where
the
most
senior
person
gets
the
job
and
the
person
under
that
person,
trains,
the
person,
that's
the
chief
operator
or
whatever,
maybe
a
chief
of
maintenance
chief
of
operations,
whatever
it
may
be.
F
And
I
could
go
on
all
night
about
that,
but
I
know
we're
short
on
time
here.
Four
four
is
about
infiltration
and
that's
a
long-term
issue
that
we
have
during
wet
weather.
F
That's
that's
something
that,
as
a
town
as
as
the
sewer
authority,
we
need
to
look
into
on
how
we're
going
to
cut
down
on
infiltration
inflow,
because
when
the
flows,
when
it
rains
the
flows,
you
know
go
up
four
or
five
times
what
they
normally
are
when
they're
rain
and
when
non-rainy
seasons.
So
that's
something
that's
that's
going
to
cost
some
money
and
we
need
to
get
into,
but
we
have,
but
we
have
started
doing
some
of
that
we're
doing
in-house
we're
doing
manhole
inspections.
F
Now,
we've
probably
completed
about
60
percent
of
the
town,
pulling
every
sewer
manhole
cover
in
the
town,
looking
in
to
make
sure
that
the
flow
is
is
flowing
correctly
or
there's
not
inflow
coming
in
or
there's
not
a
broken
line,
or
things
like
that.
So
the
maintenance
staff
has
started
that
jetting
lines
number
five.
F
We
do
jet
the
lines,
but
in
this
report
it
states
that
they
come
back
for
break
and
lunch
times
and
they
recommend
that
that
stopped
and
I'm
harrison's
here.
I
know
they
stopped
coming
back
for
breaks
correct,
so
they're
not
coming
back
for
breaks
anymore,
which
does
allow
us
a
little
bit
more
time
out
there
on
the
on
the
road,
the
sewer
camera
we've
had
maintenance
issues
with
it
number
six.
F
So
that's
a
long-term
process
and
we
are
doing
that,
but
not
as
fast
as
we
probably
should
be
inventory
management
organize
the
storage
area.
That's
all
been
done.
That's
been
completed
at
one
point:
the
storage
area
just
had
all
the
storage,
the
spare
parts
just
thrown
into
a
to
one
room
where
they
weren't
categorized
or
anything.
That's
all
been
taken
apart
and
done
now
the
centrifugal,
the
centrifuge
number
nine
recommendation
to
keep
the
centrifuge
operational.
F
We
did
complete
that
and
I
did
mention
that
at
the
last
sewer
subcommittee
meet.
I
don't
think
I
mentioned
at
the
sewer
commission
last
saw
a
subcommittee
meeting
that
I
was
very
happy
with
the
staff
we
completed.
Most
of
that
work.
In-House,
which
is
very
rare,
most
of
that
work
has
always
been
sent
out,
but
that
was
all
done
by
plant
staff
and
we
do
have
quite
a
few
new
employees
down
there
and
I've
seen
a
lot
of
interest
in
getting
that
type
of
work
done
in-house,
which
saves
us.
F
Money
as
far
as
number
11
goes,
he
talks
charlie
talks
about
considering
redeploying
operation
staff.
Seven
three
to
various
shifts
can
that's
kind
of
a
charlie,
and
I
disagreed
on
this
one
and
he
talks
about
taking
and
shutting
down
third
shift
and
going
to
just
scada,
which
is
the
computer
program.
So
if
there's
an
alarm,
it
would
go,
come
in
be
sent
out
to
the
standby
person
and
they
would
come
in.
F
I
personally
don't
like
that,
and
I
haven't.
I
haven't
really
gone
down
that
road.
Yet
for
the
simple
reason,
if
there's
somebody
at
the
treatment
plant
around
the
clock,
24
7,
which
there
is
365
days
if
a
block
up
comes
in,
we
know
about
it
immediately.
They
call
the
treatment
plan.
The
treatment
plan
personnel
calls
out.
If
there's
a
power
outage,
there's
somebody
at
the
treatment
plant.
F
Certain
equipment
has
to
be
restarted.
They're
there
at
the
treatment
plant.
If
there's
not
anybody
there,
then
we
have
to
get
somebody
in
and
you're
losing
valuable
time
so
and
we
did
have
an
incident
actually
right
after
this
report
come
out
where
we
lost
the
power
to
the
treatment
plan.
If
you
remember
correctly-
and
we
had
to
report
it
to
the
m
at
two
o'clock
in
the
morning,
we
had
a
major
power
failure.
F
The
electric
line
coming
in
shut
the
hole
we
had
a
short
in
it,
shut
the
whole
plant
down
and
also
shut
the
generator
down.
So
the
plant
was
in
complete
darkness,
but
we
had
somebody
at
the
treatment
plant.
There
was
somebody
there
when
it
happened
and
within
15
minutes
somebody
he
had
more
help
coming
in.
So
if
he
wasn't
there,
it
would
have
been
a
little
bit
longer
response
time.
B
Bernie,
I
assume
you
consider
those
hours
in
your
budget.
Yes,.
H
F
That's!
That's
really.
That's
my.
I
agree.
That's
my
comfort
level.
You
know
laying
in
bed
knowing
that
somebody's
at
that
treatment
plan
365
days
a
year
around
the
clock,
but
you
got
to
remember
we.
It
creates
overtime
because
that's
what
charlie
was
looking
at.
F
F
F
What
we
do
for
backups
is
whoever's
at
the
treatment
plant
gets
the
call
that
there's
a
block
up
at
your
house
say
he
picks
up
the
phone.
There's
a
stat,
there's
a
maintenance
employee
on
standby
365
days
a
year
rotate
it
once
a
week.
Every
week
they
rotate
the
schedule
and
there's
six
mechanics,
so
they
rotate
it
around.
F
You
know
every
six
weeks,
they're
on
call
for
a
week,
if
you,
if
they
get
the
call
they
have
to
come
in,
they
immediately
have
to
get
in
their
car
wherever
they
are
and
come
in,
then
they
go
depending
on
where
it
is.
Sometimes
we
use
two
people.
Sometimes
we
use
three
people.
If
it's
on
main
street,
where
there's
heavy
traffic,
then
we
have
three
people
come
in.
If
it's
on
a
back
road,
then
we
have
two
people
come
in,
but
there's
always
a
maintenance
employee
on
standby.
F
That's
something
we
just
started
in
the
last
last
year,
or
so.
C
F
C
C
F
If
they
elect
to
take
a
position
and
say
maintenance,
I
think
that's
what
you're
asking
yes,
they
take
a
position
in
maintenance.
They
go
on
that
call-out
list
and
they're
not
qualified.
First
of
all,
I
would
not
put
them
on
that
call-out
list
until
they
are
qualified,
so
it
may
take
six
months
same
as
a
new
employee.
When
we
hire
a
new
employee,
say
we
hire
a
new
employee
from
outside.
He
doesn't
go
on
that
maintenance
call
list
until
myself
or
harrison
feels
that
he's
ready
to
go
on
that.
Okay.
F
F
F
Inspections
of
manholes
camering
of
sewer
lines
pipeline
cleaning,
so
those
are
things
that
we
are
working
on:
the
the
vacta
jack
vactor
jet.
We
do
own.
One
of
those
recommendations.
Sewer,
commissioner,
is
a
back
to
jet,
capable
of
lifting
35
heater
head
with
suction,
hose
and
extensions.
It
could
be
used
to
clean
pump
stations.
We
have
started
using
that
to
clean
pump
stations.
F
F
So
we
do
have
a
maintenance
person
and
our
chief
of
operations,
job
cal.
We
have
researched
job.
Cal
is
a
work
order
system.
F
We
do
have
a
work
order
system,
but
it's
not
all
that
clear
and
we've
been
and
they've
been
using
it
for
since
before
I
was
there,
so
we
do
have
a
work
order
system,
but
charlie
was
suggesting
that
we
we
combine
it
all
and
get
it
all
into
a
much
needed
work
order
system
and
we
have
looked
at
three
or
four
different
firms
and
we've
had
them
come
in
and
give
us
a
little
demonstration
on
them.
But
at
this
time
we
haven't
really
done
anything
on
that.
F
Yeah
and
harrison's
does
it
stated
that
we
do
have
a
contract
with
our
existing
firm
until
may
of
this
year
and
again,
16
is
dealing
with
the
same
thing:
the
job
cal,
four
different
work
orders
for
different
types
of
work.
That's
one
thing:
if
we
do
it,
if
we
change
to
a
new
work
order
system,
that's
one
thing:
we'll
be
changing
sops,
we
do
have
quite
a
few
sops
and
they
have
been
working
on
on
updating
all
the
sops
and
charlie
mentions,
with
the
assistance
of
the
operators
and
that's
been.
F
F
On
manuals
again,
unfortunately,
all
the
owner
manuals
are
there
and
again
charlie,
and
I
had
a
little
disagreement
on
this,
but
they
are
out
there.
Unfortunately,
not
all
of
the
operators
would
take
the
time
to
read
them,
so
we've
been
trying
to
get
them
to
to
get
into
the
opera
on
manuals
and
read
them
and
the
centrifuge.
That
was
a
big
issue
with
the
centrifuge.
F
It
was
a
brand
new
piece
of
equipment
they
come
in,
did
the
training
and
then
everything
kind
of
stopped.
So
we
do
have
the
o
manuals
there
and
we
encourage
the
the
operators
management
everybody
to
to
look
into
the
read
those
o
manuals
and
get
to
know
them.
F
Backlog
number
19,
the
assistant
superintendent
of
maintenance,
need
to
focus
on
this
and
improve
their
performance
in
respecting
staff
stroll.
They
do
have
a
meeting
every
morning
at
6
30
to
go
over
backlogged
items
and
again
some
of
those
backlog
items
that
charlie
was
talking
about,
have
been
completed,
but
it
also
has
a
work
schedule
for
the
day
and
and
they
assign
the
assignments
at
that
time.
So
every
morning
at
6,
30,
the
superintendent,
the
chief
of
operations,
chief
of
maintenance
and
the
electrician
I'll
sit
down
and
go
over
daily
activity.
F
F
F
There
pump
station
maintenance
again
that's
to
go
through
and
make
a
pump
pump
station
inspection
list
critical
spare
parts
list
which
they
are
doing,
but
I
also
just
want
to
throw
in
here
that
we
have
just
upgraded
the
the
hilltop
pump
station
governor,
hill's
pump
station
and
beginning
of
february
that
the
pumps
are
supposed
to
be
in
for
quaker
pump
station
the
end
of
january.
So
we
are
moving
forward
on
redoing,
a
lot
of
the
pump
stations,
22
operator,
1,
2
and
spare
very
similar
roles.
F
I
fully
agree
with
this:
one
amend
the
job
descriptions
to
operator
1
operator,
2
and
and
spare
job
and
create
one
operator
position
which
would
enhance
you'd,
be
able
to
use
the
flexibility
of
all
the
operators.
A
this
report
was
done
by
the
same
organization
cwl
in
2016,
organizational
review
and
business
practice
and
evaluation.
I
met
this.
I
went
through
this
last
night
as
I
was
remember
this
report
and
I
have
the
2018
report
a
lot
of
this
and
I
want
to
know
what
happened
over
the
last
two
years
is
contradicting
itself.
A
I
A
J
A
C
A
J
G
F
The
warwick
soar
authority
did
have
a
this,
is.
J
A
C
Have
a
few
going
back
to
the
beginning
of
the
report.
I
put
them
together
by
page
it'd,
be
from
either
bernie
or
charlie,
but-
and
this
is
more
for
for
very
nice
knowledge-
I
guess-
but
we're
number
one
where
it
says:
staff
interviews
on
page
five.
C
A
C
And
where
it
says
here
a
majority
of
the
staff,
I
know
there's
staff
interviews,
people
have
different
opinions,
but
majority
of
the
staff
would
like
to
be
in
a
separate
local
is.
Is
that
an
is
that
an
option?
Did
the
people.
I
Were
very
vocal
about
that,
I
I
don't
know
how
that
works
here
if
there
could
be
a
separate
local,
but
they
a
lot
of
the
staff
members
were
not
happy
with
the
existing
local
and
how
they
the
contract
pertained
to
them.
And
then
that's.
C
C
C
F
But
that's
that
may
be
a
project
that
we
look
to
sub
out
or
at
least
get
some
help
on
I
mean
you've
got
30
30
inch
trunk
lines
that
need
to
be
cleaned
and
my
staff
or
the
staff
down
there
is
not
really
capable
of
that.
So
they
do
have
a
lot
of
firms
and
in
fact
I
think,
probably
15
20
years
ago.
So
they
did
do
that
in
town.
F
They
did
clean
the
30
inch
trunk
line
and
you
really
should
want
it.
You
want
to
try
to
do
that
every
10
years.
So
that's
something
that
we
need
to
look
at
and
when
I
say
the
30
inch
trunk
line,
that's
that's
where
most
of
your
side
streets,
all
discharge
into
is
that
main
trunk
line
which
eventually
ends
up
ends
up
at
the
treatment
plant.
F
A
A
F
Again,
the
the
biggest
one
was
the
closing
of
third
shift,
shutting
down
third
shift
and
it's
probably
more
of
a
harrison
decision
now
as
being
a
superintendent.
But
when
I
was
there
at
superintendent,
I
strong.
I
strongly
felt
that
I
wanted
somebody
around
the
clock
365
days
a
year,
so
until
tom
somebody
tells
me
I
can't
do
that.
I
mean,
and
that
would
be.
That
would
be
the
sort
commission
or
you
know,
on
a
budget
hearing
that
we
got
to
cut
back
or
something
like
that.
F
But
I
and
again
when
I
brought
charlie
in
here,
can.
A
I
I'm
sorry,
can
I
ask
another
question
on
that
sure
because
we're
a
regional
plan,
it
would
be
the
sewer
commission,
but
would
coventry
warwick
cranston
all
have
a
decision
in
that
also.
F
Yeah
I
mean
they,
they
certainly
I
mean
they're
on
the
sword.
They
they're
they're
representative
in
the
sewer
subcommittee
meetings
and
the
sewer
commission,
so
they
certainly
could
voice
their
opinion.
Yes,
I
mean
we
do
have
somebody
from
coventry
on
the
sewer
subcommittee
that
regularly
attends
other
than
that.
F
We
don't
really
see
too
many
people
so
too
many
from
walwick
or
cranston
or
west
greenwich,
east
greenwich
scituate,
but
just
to
go
back
a
little
bit
when
I
brought
charlie
in
and
charlie,
I
felt
did
a
great
job,
but
I
told
him
I
wanted
an
honest
report.
I
wanted
the
truth
and
if
I
was
part
of
the
problem,
I
want
to
know
it.
If
the
assistant
was
part
of
the
problem,
I
want
to
know
if
it
was
the
employees.
F
F
In
the
past
two
years
I
mean
we've
really
hired
some
excellent
people.
We've
followed
this
a
little
bit
and
things
that
things
are
certainly
better
than
they
were
three
years
ago.
C
When
you
say
bernie
in
here,
charlie
charlie,
when
you
said
management
establishing
a
performance
goal,
I
know
you
talked
about
that
of
inspecting
all
2
930
manholes
asap.
F
I
like
to
get
it
done
in
a
year,
but
that's
pretty
aggressive,
like
I
said
we
did
about
60
percent
of
them
this
year
and
we
bought
some
new
equipment
for
it.
F
C
C
I
So
the
standard
protocol
for
inspecting
good
rule
of
thumb
is
try
to
inspect
them
every
five
years,
so
do
20
percent
of
the
system
a
year,
but
bernard
wanted
to
look
at
the
manholes
as
soon
as
possible,
which
is
also
fine
too.
So
I'm
big
into
staff
utilization.
You
saw
that
in
both
reports
and
the
municipal
workforce
can
do
between
18
and
22
manhole
inspections
a
day.
I
So
if
you
take
a
look
in
it's
good
to
put
two
people
out
there
for
safety
reasons,
so
if
you,
if
you
look
at
those
numbers,
you
can
do
it
in
like
140
work
days.
If
you
continually
add
two
people
doing
it,
and
it's
a
good
idea
to
do
that,
and
then
you
evaluate
these
manholes
and
you
know
they
have
an
acronym
out
there,
pacp
and
macp,
and
that
is
you
know
a
way
that
you
can
consistently.
I
It
tells
you
how
to
consistently
document
what
you're
looking
at.
So
you
may
look
at
it
one
way
and
not
be
trained,
and
I
may
look
at
another
and
we
have
two
different
reports
coming
in
well.
That
training
tells
you
how
to
report
it.
The
same
way
and
that's
why
it's
important
to
get
certified
in
both
of
those
criteria,
and
so
what
you
do
is
you
would
rate
those
manholes
and
this
one
could
be
looked
at
every
year.
I
This
one
should
be
looked
at
every
two
years
and
then
another
rule
of
thumb
is
all
the
mean
holes
that
you
initially
inspect
15
to
18
requires
some
kind
of
maintenance
that
could
be
from
you
know
a
frame
and
cover
to
more
extensive
work
and
could
range
from
200
to
3
000.
So,
if
you're
looking
at
budgeting
to
how
to
take
care
of
your
your
wastewater
infrastructure,
it's
a
good
tool
for
that.
A
I
You
know
if
you're
gonna,
if
you've
got
a
a
very
competent
workforce,
you
know
you
could
set
a
frame
and
cover
in
a
couple
of
hours
and
if
it's
more
extensive
you
could,
you
know
it
may
take
four
hours
or
it
may
take
a
day,
but
the
better
you
document
it
the
better.
You
document
the
problem
and
how
long
it
takes
to
fix
it
via
a
work
order
system.
I
But
you
know
those-
and
I
I
did
you
know
cite
that
in
the
report-
I'm
you
know,
I'm
fine
and
I
think
he
did
institute
a
calling
procedure
and
you
could
put
a
second
person
on
and
if
one
person
calls
in
you
don't
fill
it.
You
just
go
to
the
calling
procedure.
So
and
you
know
it's
fine
and
we
did
disagree.
We
had
healthy
discussions
on
a
daily
basis.
A
I
A
A
I
Well,
they,
in
order
to
eliminate
a
shift
too,
you
have
to
get
permission
from
dem.
You
have
to
show
that
you
can
properly
address
any
issues
at
the
plant
in
you
know,
in
my
opinion,
with
the
electronic
monitoring
they
have,
they
can
and
it
may
take
a
little
longer,
but
you
you
can
do
it,
but
if
the
manager
doesn't
feel
comfortable
in
doing
that,
that's
fine,
too!
I
You
know
it's
just
you
know
the
I
have
to
report
what
I
think
would
be
the
best
management
practice
what's
available
and
they
have
a
pretty
good.
They
call
it
a
scada
system
which
is
a
system,
control
and
data
acquisition
system
which
can
remotely
tell
you
what
is
going
on
at
the
plant,
and
I
think
in
some
cases-
and
they
don't
like
to
do
this
too
often
you
can
remotely
control
the
plant
as
well
and
a
lot
of
the
big
municipalities,
you
know,
have
a
full
skater
system
where
they
can
remotely
monitor
and
control.
B
So
it's
not
unusual
that
an
order
and
management
won't
agree
on
everything.
Obviously,
but
bernie.
You
said
when
you
brought
charlie
and
so
and
I
apologize
since
I'm
new
to
it.
What
was
that
process?
Was
it
an
rfp
process?
Did
you
go
to
bed?
How
do
we
actually
wind
up
with
with
the
relationship
with
charlie.
F
F
C
F
It
really
depends
on
the
work
that's
going
on
at
the
plant.
We
have
other
projects
other
and
again
we'd
love
to
do
it
any
year,
but
you
have
other
things
happening
too.
You
have
you
have
equipment
breaking
down.
We
only
have
the
certain
number
of
mechanics,
so
we
we
have
two
out
in
the
road,
but
if
we
need
them,
we
bring
them
back
or
if
they
find
something
a
lot
of
times.
If
they'll
find
like
a
block
up,
they
will
come
back,
get
the
jetta
and
go
out
and
and
on
so
they
may
only
get.
F
A
Just
a
couple
of
things
I
have
some
people
complaining
the
live
stream's,
not
working,
but
council
messages
did
confirm.
It
is
working
and
also
we
cancelled
the
sewer
commission
meeting
here
tonight
because
we
know
this
is
going
to
be
a
little
longer.
So
the
dpw
is
not
going
to
be
only
10
15
minutes
we're
going
to
be
going
through
it
and
then
the
council
meeting
will
start
up
immediately
following.
I
just
want
to
make
that
clear,
because
people
are
asking.
B
So
is
it
fair
bernie
to
say
the
two
takeaways,
for
you
would
be
that
the
cleaning
and
jetting
and
getting
that
done,
which
may
have
to
go
out,
have
someone
else
come
in
and
help
us
with
the
30
inch
lines
and
working
with
the
union
to
to
perhaps
get
some
language
in
there?
That
helps
us
get
our
jobs
done.
F
F
A
D
A
Said
to
three
or
four
different
presidents:
it
is
a
unique
union
because
you
have
your
clerks,
you
have
your
dpw,
you
have
your
department,
then
you
have
your
police
dispatchers,
so
everybody
has
their
own
wants
and
needs.
I
mean.
How
are
we
going
to
deal
with
that
and
negotiating?
And
this
is
a
question
probably
more
for
ernie.
F
G
That
the
union
has
to
commence
or
the
the
gentleman
and,
ladies
and
gentlemen,
that
work
in
that
particular
department
have
to
commence
that
through
the
department
of
labor,
that's
got
nothing
to
do
with
management,
because
management
can't
tell
them
to
be
in
a
particular
local
or
another
local.
So
I
understand
that
that
that's
not
even
part
of
collective
bargaining,
so
as
far
as
they
wanting
to
remove
themselves
from
one
particular
local
to
put
themselves
into
another
one
that
goes
through
the
department
of
labor.
A
G
A
E
D
I'd
like
to
go
and
reverse
or
I'd
like
to
actually
have
charlie
present
his
what
he
did
in
this
report,
his
findings
and
then
I'd
be
happy
to
come
up
and
tell
you
what
I've
changed
so
far.
What
I've
been
able
to
do
and
answer
any
questions
you
may
have
for
me
when
charlie's
done.
J
I
Okay,
well,
let
me
start
by
saying
that
you
know
I.
I
have
a
similar
approach
when
I
do
these,
you
know,
regardless
of
who
the
municipal
entity
is
and
the
biggest
challenge.
When
I
started
this
one
is
I
really
came
into
a
real
dysfunctional
organization
with
no
structure
whatsoever.
I
The
warwick
sewer
division
had
structure
the
west
warwickshire
division
that
structure
they
had
conventional
a
conventional
organization
chart.
They
had
some
good
business
practices
in
place
in
good
procedures
to
deal
with
them.
I
didn't
find
that
to
be
the
case
here,
and
everybody
was
extremely
helpful.
You
know
all
the
staff
members
and
I
was
surprised
at
how
well
they
did
their
jobs
with
very
little
direction
from
above
and
in
some
cases,
support
you
know
from
above
and
in
talking
to
them
they're
we're
excited
about
kind
of
making
change
in
getting
more
organized
and
so
forth.
I
I
I
I
personally
went
with
a
landscape
professional
to
all
27
and-
and
I
went
with
the
the
foreman
who
was
actually
was
operating
more
like
a
chief
of
operations
than
a
foreman,
and
it
was
tremendous
amount
of
staff
utilization
required
to
get
those
27
cemeteries
just
to
ground
zero.
So
you
could
start.
You
know
working
on
a
regular
basis,
and
the
union
contract
is
a
major
issue
with
both
the
sewer
commission
and
at
the
at
the
dpw.
I
More
so
with
the
dpw.
It's
you
know.
I
found
that
union
contract
to
be
really
management
restrictive
in
it.
It
limits
the
professional
growth
of
of
some
people
and
it
language
needs
to
be
changed.
I
mean
the
existing
language,
it
contradicts
itself,
I
mean
within
the
contract
itself.
It
says
it.
A
probationary
period
is
three
months
and
in
the
same
document
it
says
it's
six
months,
that's
a
major
issue
in
the
union
contract
and
then
the
job
descriptions
don't
align
with
some
of
the
language
in
the
contract
and
there's.
I
If
we
take
the
civic
center,
for
example,
there's
nowhere
in
the
job
description.
Is
there
anything
about
operating
the
zamboni?
So
I
guess
that's
not
a
union
job
if
it's
not
in
a
union
job
description
and
it
needs
to
be
changed
and
also
with
the
change
is
that
I
made
a
lot
of
recommendations
in
here
about
reorganizing.
I
You
saw
reorganize,
dpw
a
reorganized
civic
center,
and
with
that
reorganization,
you're
gonna
have
to
compensate
the
you
know,
people
accordingly
and
that's,
I
don't
get
into
the
money
side
of
it,
but
if
we're
looking
for
them
to
do
the
jobs
that
is
required
of
this
dpw,
you
gotta
change
language
in
regrade.
These
positions
from
a
compensation
standpoint
and
a
lot
of
these
people
have
not
been
compensated
for
five
years
and
there's
a
lot
of
morale
issues
associated
with
that.
I
But
from
a
functional
standpoint,
it
needs
to
be
changed
and
when
I
came
in,
I
worked
two
months
before
director
picozzi
got
there
and
then,
when
he
came
in,
we
immediately
started,
collaborating
and
communicating
on
a
regular
basis
and-
and
I
could
tell
he
was
going
to
make
a
tremendous
difference
and
he
started
right
away
in
implementing
some
things
that
we
talked
about,
which
I
did
include
some
of
it.
In
the
report.
I
There
was
a
lot
of
interactions
between
dave
and
I
that
are
not
occluded
in
here,
and
so,
if
I
were
to
prioritize
things
I
mean
I
can
go
to
each
one
individually,
but
between
these
two
reports
I
spent
over
700
hours.
I
didn't
get
paid
for
700
hours
and
I'm
not
complaining
about
that.
But
for
me
to
come
here
and
talk
and
answer
questions
in
the
designated
time.
It's
really
going
to
be
difficult.
You
know,
but
I
will
say
that
I
don't
think
you
have
a
staff
level
issue
here.
I
I
think
there's
there's
very
there's
no
really
great
best
management
practices
here
over
time
in
some
cases
is
being
worked
and
it's
not
pre-approved
it's
approved
because
somebody
signs
a
payroll,
but
it's
not
pre-approved
and
it's
tough
to
determine
why
the
overtime
was
worked
in
some
cases
in
work.
Documentation
was
very
poor.
So,
for
example,
if
I
were
to
say
how
many
manholes
I
mean
how
many
potholes
were
fixed
in
a
year
and
what
was
the
total
time
for
them
in
staff
utilization
time
to
fix
them
and
what
was
the
cost
that
doesn't
exist.
I
There
was
common
themes
that
came
out
of
the
interviews.
You
know
one
of
them.
The
money
was,
you
know,
a
big
issue
and
they,
the
the
staff,
feels
they
were
promised
things
and
the
promises
weren't
lived
up
to
promised
things
like
who
that
there
were
going
to
be
a
there,
was
a
wage
reopener
or
something
and
that
it
it
it
never
really
materialized.
I
I
don't
know
that
to
be
the
case,
I'm
just
telling
you
what
they
told
me
that
they
felt
the
council
was
too
involved
in
their
day-to-day
business
and
it
resulted
it
impacted
their
productivity,
because
the
way
they
were
managed
prior
to
counselor
for
cozy
is
they
would
have
to
drop
everything
and
they
get
pulled
off
a
job
and
they'd
have
to
go.
Do
whatever
the
counselor,
you
know
complained
about
and
yard
waste
was
a
big
issue.
I
Yad
waste
was
put
out
one
day,
knowing
that
they
couldn't
get
to
it
all
in
one
day
they
couldn't
get
to
it
in
two
days
at
three
and
four,
and
that
resulted
in
all
the
sitting
counselors
getting
calls
from
their
constituents
about.
Why
is
the
yard
waste
out
in
front
of
my
yard?
You
know
again
and
again
and
again,
and
I
make
a
made,
a
recommendation
that
you
you
break
it
up
and
put
wiad
waste
out.
I
You
know
on
a
daily
basis
and
you
can
get
to
it
with
the
crew
and
dave
has
attacked
it
a
little
differently.
But
with
the
same
result-
and
I
think
all
you
sitting-
counselors
have
have
got
many
less
complaints
about
yard
waste,
because
the
staff
is
getting
to
them
quicker
and
more
efficiently.
And
so.
I
C
I
I
I
Might
go
to
the
assistant
director
with
michael
who
it
might
go
to
the.
If,
when
the
director
was
here,
the
assistant
director
or
it
may
go
to
the
foreman
and
the
way
they
were
handled
is
they
would
pull
somebody
off
you
and
go
run
and
do
the
job
whatever
it
is,
respond
to
the
complaint,
so
you're.
I
Over
anybody
else,
yeah
and
the
image
the
town
council
is
very
important.
You
represent
the
people
and
you
got
to
get
the
voice
out
there,
but
they
need
to.
It
needs
to
be
managed.
The
right
way
in
in
director
picozzi
is
very
big
about
that.
They're
all
focused
and
they're
all
coming
through
him
and
he
vets
them
in
and
he
prioritizes
them,
and
you
know
he
gets
them
done
it.
It
wasn't
always
that
way.
A
A
You
do
counsel
and
I
I
don't
know
who's
making
that
decision
to
pull
them
off
a
job
to
go
put
them
up.
I
mean
I
appreciate
it's
getting
done,
but
maybe
I
don't
know
if
they're
talking
about
one
specific
council
person
or
multiple
council
people,
are
they
lumping
us
all
in?
I
don't
know,
but
I
can
tell
you
now
that
me
as
a
councilman.
I,
if
I
call
them
it's,
not
something
I
need
done
right
away.
A
If
there's,
if
there
was
a
council
person
or
is
a
council
person,
who's
demanding
stuff
to
get
dropped
that
that
honestly
does
need
to
stop
and
that
needs
to
come
from
the
department
head
and
say
we're
going
to
get
to
it,
we're
going
to
get
to
it
on
such
and
such
a
day.
So
I
mean
potholes.
I
know
I've
called
up
our
potholes,
we
put
a
cone
in
them
and
they
go
out
on
fridays.
They
fill
the
potholes.
A
J
At
least
that
way,
if
we
get
a
constituent
reaches
out
to
us
and
they
follow
back
up
in
a
few
days-
and
they
say
what's
going
on
this
weekend
at
least
say
all
right:
it's
on
it
it's
going
to
be
taken
care
of
next
week.
At
least
we
can
have
some
kind
of
an
estimate
of
when
it's
going
to
be
done.
I
don't
think
I
don't
think
I've
ever
been
like
this
neat
like.
C
I
can
sum
this
up
in
one
word:
to
be
honest:
it's
communication,
yeah
and
the
communication
I
mean
we
do
get
the
calls,
and
sometimes
more
more
so
than
than
other
times,
but
and
sometimes
I'll
be
honest.
Things
are
a
priority.
When
you
go
out
you're
driving
around
you
see
a
stop
sign,
that's
down,
it
should
be
put
up.
I
would
say
asap,
but
that's
something
where
you
know,
and
I
don't
sit
by
my
email
all
day.
If
that's
something
I'll
call
talk
to
the
director,
if
they.
C
I'll
call
dpw,
let
him
know
the
issue
and
that's
it
it's
in
your
hands
at
that
point
other
times
I
know
I've
sent
lists.
You
know
here
you
go
here's
some
items,
I'd
like
to
discuss
with
you
again,
not
done
asap
when
you
get
a
chance
just
before
you
attractive
cozy,
but
but
but
it
got
taken
care
of
and
it
wasn't
right
away.
It
didn't
need
to
be
right
away,
but
it's
about
communication,
and-
and
this
is,
I
think,
there's
a
good
procedure
now,
there's
an
issue
involving
dpw.
C
It
goes
because
I
and
I've
asked
ernie
when
ernie
first
started.
How
do
you
want
to
handle
it?
Should
everything
go
to
you
and
he
mentioned
if
it's
an
issue
with
dpw
goes
to
him
an
issue
with
the
planner
go
to
the
planner
and
if
we
feel
he
needs
to
be
involved
into
to
cc
ernie,
that's
the
procedure
that
that
you
want
ernie
as
the
man,
because.
E
If
not,
then
tell
us
no,
the
the,
when
a
council
member
gets
complaints
from
citizens
or
see
something
that
needs
to
be
addressed.
If
it's
a
public
works
issue
rather
than
going
through
my
office
and
then
I
have
to
my
office
contacts
the
director.
Those
interactions
directly
to
the
director
are
fine
with
me.
The
director
can
know
and
prioritize
what
needs
to
be
done
when
and
how
he's
got
a
tremendous
experience
and-
and
he
does
that,
and
if
it's
something
that
I
need
to
know
about,
then
you
know
he
will.
E
Let
me
know
and
in
many
many
cases
with
the
council,
if
there's
an
email
going
to
a
director,
I'm
just
about
always
copied
on
it.
So
I
always
know
what's
going
on
with
the
directors,
I
know
if
something's
going
on
it's
important,
but
when
you
have
your
concerns
from
your
your
residence
and
your
awards,
I
find
it
quicker
easier
and
get
it
addressed
more
appropriately.
If
it
goes
right
to
the
director
and
then
at
that
point,
the
director
department
head
can
determine
how
critical
it
is
and
when
it
can
be
done.
E
If
it's
something
that
goes
on
a
list
it
gets
to,
then
they
will
say:
okay,
we
can
get
to
it
here
and
there's
the
feedback.
If
it's
something
critical
as
a
stop
sign
has
to
be
done
immediately.
So
the
process
that
we
have
saves
a
lot
of
time
and
removes
a
step
that
that
could
delay
in
resolving
issues.
So,
as
you
indicated,
the
member
of
council
has
a
an
issue,
whether
constituent
or
something
you
see.
If
it
goes,
the
appropriate
director
they'll
take
care
of
it.
E
B
And
it
sounds
like
that's
what's
happening
now,
things
are
going
today.
I
I
would
suggest
that,
just
if
a
town
person,
a
town
council
person
calls,
doesn't
automatically
go
to
the
top
of
the
list,.
I
In
in
the
council,
councilors
are
not
demanding
in
one
of
the
first
conversations
I
had
with
dave
when
he
started,
I
think
september
4th
or
whatever
it
was
is.
I
said
they
handled
these
council
complaints,
everything
it's
a
fire
drill
dave
and
he
the
first
thing
he
said
is
that's
going
to
stop.
You
know
they're
all
coming
through
me
and
they
stopped
okay
and
he
he
vets
him.
He
prioritizes
them.
I
There's
less
complaints
in
a
bunch
of
different
business
practice
areas
because
of
some
of
the
things
he's
implemented,
and
I
think
I
think
you
counselors
will
probably
recognize
that
I
get
you.
I'm
sure
you
get
much
fewer
complaints
on
yard
waste
than
some
of
the
other
things,
because
he
he
has
a
system
in
place
to
get
to
it
right
away.
J
I
A
That's
how
they
were
here
they're
in
the
crowd.
I
want
to
make
sure
that
they
understand
that
that
we're
not
demanding
them
to
get
out
there
and
do
it.
I
want
them
to
understand
that
you
know
when
we
send
the
request
over
it's
all.
We
want,
isn't
it
and.
J
There
are
some
days
where
we'll
get
like
random
complaints
and
we'll
send
a
list
like
a
long
list,
but
that's
not
I
mean
I
don't
do
it
to
be
demanding,
but
if
I
don't
make
the
list
and
send
it,
then
it's
never
going
to
get
over
there.
So
it's
not
necessarily
something
that
everything
needs
to
be
done
in
the
next
day.
But
but
if
I
get
five
complaints
in
a
day
about
totally
unrelated
things,
yeah.
E
I
I
There
was
no
mission
statement
and
every
dpw
has
a
mission
statement,
so
I
recommend
that
one
in
by
having
one
it
lets
the
employees
know
you
know
what
their
roles
are
and
what
their
end
goal
is
and
what
you
know
with
their
job.
There
was
the
job
descriptions
are
terrible,
they're
they're,
really
they
do
not
accurately
reflect
what
it
is
they're
doing,
and
some
of
them
were
recently
done,
and
I
I
pointed
some
of
the
deficiencies
out
you
know
in
this
report
I
mean
the
gpw
director
is
also
the
tree.
I
Warden
you
need
a
separatory
warden.
The
assistant
superintendent
was
relayed,
was
is
responsible
for
the
civic
center
there's,
not
one
thing
in
the
civic
center
in
his
job
description.
That
says
he
has
any
involvement
with
the
civic
center
in
20
percent
of
his
but
of
his
salary
comes
out
of
the
civic
center
and
there's
not
one
item
in
the
in
the
job
description,
the
union
contract
language.
I
mean
we
said
enough
about
that.
This
there's
things
that
have
to
be
changed.
I
It
has
to
be
a
lot
of
clarity,
particularly
with
regards
to
the
driver,
and
I
made
the
driver
job
description.
I
I
don't
think
there's
any
place
for
the
driver,
job
description
and
I
think
it
should
be
a
dpw
worker
utility
worker.
As
I
recommend
it,
that's
more
responsibility.
It's
got
to
be
factored
in.
You
know
to
the
salary
structure
during
the
negotiating
period,
something
to
think
about.
I
don't
know
the
process
where
I
come
from.
We
could
amend
an
existing
position.
I
don't
know
if
that's
a
doable
thing
here
and
you.
A
C
A
I
I
I
think
the
dpw
utility
worker
dave-
and
I
worked
on
this
extensively.
He
actually
gave
it
the
title.
We
worked
on
the
responsibilities.
I
think
it's
a
sound
description
and
I
think
it
fully
captures.
What
needs
to
be
done
in
is
that
part
of
a
member
of
the
of
the
work
crew
there's
no
work
crew
structure.
I
I
showed
you
the
the
existing
ore
chart
and
I
gave
you
a
proposed
reorganization
that
get
gave
well-defined,
well-defined
work,
crews
with
a
working
foreman
with
leadership
at
the
top.
I
With
the
you
know,
the
the
assistant,
I
never
liked
assistance
dave's,
not
a
big
fan
of
assistance,
so
we
were
talking
about
making
it
a
dpw
supervisor,
but
the
existing
foreman
is
not
really
a
foreman
he's
more
like
a
chief
of
operations
than
it's
needed
and
the
chief
of
operations
could
be
a
union
position
or
a
non-union
position.
Whatever
you
decide,
these
are
only
recommendations
of
how
to
make
the
organization
more
functional,
more
structured,
more
productive.
I
There
was
the
the
work
is
is
is
poorly
documented.
There
was
no
work
order
system
things
were
you
know,
notes
were
taken
in
the
the
person
responsible
for
putting
information
together
has
done
a
great
job
of
you
know,
trying
to
organize
poorly
documented
information.
The
new
director
has
set
up
a
you
know.
I
call
it
a
rudimentary
work
order
system,
you
know,
because
it's
all
pretty
much
done
by
hand.
I
There
are
computerized
systems
out
there
that
you
can
use
that
will
actually
generate
work
orders
for
you
electronically,
not
really
is
technically
intensive
as
I'm
making
it
sound.
But
there
are,
you
know,
a
variety
of
them,
the
union
language
I
mean
the
way
it's
set
up
it.
It
cuts
the
workday
to
6.9
hours,
and
you
know
coming
back
for
coming
back
for
for
breaks
and
lunch
further
cuts
into
it,
and
you
know
it's
something
that
you
know
needs
to
be
discussed.
I
You
know,
I
know
it's
high
on
dave's
list
and
it
needs
to
be
discussed
and
it
needs
to
be
kind
of
folded
in
and
balanced
off
by.
You
know,
restructuring
the
salary
structures
of
some
of
these
jobs.
I
Well,
they
get
the
the
field.
Staff
gets
a
paid
lunch.
Now
I
have
a
lot
of
experience
with
dpw's
in
field
staff
operations.
Staff
gets
a
paid
lunch
because
they
have
to
stay
there
field
staff.
You
know
they
work
an
eight
and
a
half
hour
day
and
get
a
30
minute,
unpaid
lunch
and
they
get
20
minute
breaks
instead
of
15
minute
breaks
so
in
in
their
lunch
break
in
their
in
their
250
minute
breaks,
which
are
you
know,
common
everywhere,
so
you're.
I
A
H
I
H
I
I
I
have
no
idea-
and
I
was
presented
with
all
the
responsibilities
of
dpw
and
27
out
of
the
68
or
69
cemeteries
in
the
city
were
on
the
list
and
were
visited
by
my
subcontractor
and
me
in
the
staff
utilization
in
there
is
what
that
professional
landscape
person
what
he
would
charge
to
get
that
to
a
point
where
you
could
maintain
it.
It
would
look
great
and
you
can
maintain
it
every
two
weeks
and
it
would
still
look.
C
I
That
that's
a
question
for
dave,
and
I
mean
you
got
you
got.
You
got
limited
equipment,
you
know
as
well.
The
equipment's
pretty
beat
up,
and
so
I
I
don't
know
dave
you
wanna
when
you're
done
I'll
speak
though
so
then
you
know
I
looked
at.
I
looked
into
the
budget
and
you
got
this.
There
were
four
mechanic
positions
listed
in
the
budget
and
there's
only
three
there's
a
lead
mechanic
and
three
mechanics
in
this
four
in
the
budget.
I
Now
nobody
requested
a
mechanics
position,
but
the
lead
mechanic
said
when
I
brought
this
up
to
his
attention.
They
said
it
would
be
a
good
idea.
There
isn't
a
system
mechanic
job
description
hanging
around
out
there,
so
he
said
it
would
be
great
for
me
to
have
an
assistant
mechanic
position.
Can
I
I
can
use
him
as
a
gopher
and
I
don't
have
to
take
a
mechanic
off
the
line
to
go.
I
Get
parts
go
pick
up
a
vehicle
somewhere
and
it
sounds
like
a
good
idea
in
there's
a
there's,
a
fourth
mechanic
position
in
the
budget.
I
don't
know
how
it
got
there.
I
don't
know
how
it
got
approved.
I
don't
know
why
it
got
approved,
but
it
does
exist
and
it's
listed,
you
know
the
dollars
are
in
in
the
budget.
You
know
for
the
fourth
mechanic.
J
C
C
C
C
A
J
I
I
Three:
okay:
the
organizational
structure
here
is
a
lead
mechanic
and
three
mechanics
somehow
there's
a
fourth
position
that
got
in
there
and
was
budgeted
and
it
can
be
utilized,
but
it
would
be
in
a
system
mechanic
and
you
know,
dave
wan,
director
koji
wants
to
get
in
here.
At
this
point
and
one
other
thing
I
want
to
say
with
regard
to
dpw
highway,
I
call
them
divisions,
I
don't,
I
don't
think,
there's
a
parks
department
and
this,
I
think,
they're
all
divisions.
I
I
Don't
know
that
counselor,
but
all
of
these
mechanics
utilize
their
own
tools,
and
I
wanted
to
point
that
out
in
the
picture.
Collectively
they
say
it's.
You
know
well
over
six
hundred
thousand
dollars
specialized
tools
are
provided
by
the
town,
but
they
utilize
their
own
tools.
You
know
in
there
and
I
don't
see
anywhere.
I
A
I
just
want
to
point
out
a
couple
of
things
back
in
2008,
2008
2010,
the
historic
cemetery
society
broke
up,
they
went
and
council
of
women.
Gustafson
was
here
at
the
time,
so
we're
going
back
to
oh
8
10
somewhere
in
that
vicinity,
and
that
group
decided
and
I'm
not
sure
if
it
was
council
decision-
or
they
just
didn't,
have
the
help
to
get
it
done.
They
broke
up,
that's
where
the
cemeteries
got
dumped
on
the
town
itself.
I
know
there's
been
some
interest
free.
A
H
A
And
I'm
still
confused
about
this
mechanic
position
because
it
says
four
in
the
budget.
There's
a
lead
in
three
mechanics
is
that.
C
I
I
D
Let
me
just
start
off
with
what
I
observed
when
I
came
here
four
and
a
half
months
ago,
and
and
for
the
new
counselors
say
I
worked
in
the
city
of
work
for
32
years,
I
started
off
so
labor.
I
ended
up.
I
went
through
several
jobs
highway
chief
for
years,
and
I
finished
off
my
career
as
the
director
of
public
works
for
13
years
and
the
mayor's
chief
of
staffer
too.
D
What
I
found
when
I
came
here
to
this
department
of
public
works
much
smaller
than
what
I
was
used
to.
It
was
what
I
found
was.
It
was
very
poorly
managed
in
the
way
they
went
about
their
daily
jobs.
What
I
also
found
was
that
it
was
very
poorly
equipped
to
go
out
and
complete
those
jobs.
D
No
equip
with
equipment,
I
was
very
surprised
at
the
lack
of
equipment
in
this
department
of
public
works
and
and
how
it
the
ability
to
go
out
and
do
the
simplest
task.
It's
just
not
there.
I
look
at
some
of
the
work
that
needs
to
be
done.
We
don't
clean
our
own
drains.
D
We
do
not
inspect
our
own
drains.
D
We
do
repair
them
very
limited
on
what
we
can
do
because
of
the
equipment
we
have
just
a
couple
of
weeks
ago,
they
were
out
trying
to
pave
around
manhole
covers
that
are
raised
and
they're
ruining
their
plows
on
them.
We
had
to
go
rent.
The
compressor
you
know
for
a
public
works
department
that
doesn't
own
their
own
compressor
and
jackhammer
is
just
outrageous.
D
In
my
opinion,
some
of
the
other
equipment
you're
going
to
see
later
on
tonight,
I'm
going
to
come
before
this
council,
I'm
renting
a
flail
cutter
to
go
out
and
adjust
this
bike
path
that
hasn't
been
cut
in
a
long
long
time.
You
know
we're
renting
a
piece
of
equipment.
You
know
my
prior
job,
I
own
two
of
them.
I
know
we
had
more
money
in
that
town,
but
we
talked
about
that
at
some
point.
D
D
The
way
I
approached
this
job
was
when
I
went
in
the
first
thing
I
needed
to
do
was
square
away
the
administration
in
that
department
and
then
start
working
out
from
there,
and
what
I
found
is
some
of
the
ways
we're
going
about
doing
our
job
and
documentation.
They
just
didn't
exist.
D
For
instance,
I
called
in
my
staff-
and
I
asked
them
to
show
me
what
was
done-
and
I
just
picked
ward
4
in
the
last
6
months,
and
they
just
looked
at
me
with
a
blank
look
on
their
face.
They
couldn't
show
me
anything's
been
done
in
ward
4
in
the
last
six
months.
No
documentation,
no
work
orders
when
you
call
in
a
work
order
should
be
produced.
D
Councilman
so-and-so
called
on
this
day
boom.
What's
the
job
and
then
there's
a
spot
on
that
job,
for
when
the
job
was
completed,
we
had
no
such
system
in
there.
We
do
have
that
system
in
place.
Today.
It's
just
a
very
simple
system
where
we
can
track
everything
we're
doing
and
again
it's
not
only
to
to
make
sure
the
department
runs
more
efficient.
Now
you
have
a
record
of
what
was
done,
councilman
lechon,
he
says
hey,
you
never
did
that
job
for
me.
Yes,
I
did
it's
right
here.
It
was
completed.
D
I
went
out,
I
checked
it
signed
off
on
it.
That's
the
way
we're
doing
things
today.
Purchasing
we
have
a
couple
of
home
depot
cards
and
the
employees
were
just
taking
those
home
depot
cards
and
going
to
make
purchases
for
whatever
they
needed,
and
when
I
started
to
look
into
that,
I
wanted
to
see
who
was
approving
this,
because
I
was
asked
to
approve
requisitions
after
the
fact
after
they
went
out
and
spent
the
money.
I
was
asked
to
approve
this
and
I
was
very
uncomfortable
with
that.
D
I
started
a
wreck
system
when
they
come
in
now.
They
need
to
come
to
me
or
my
assistant
with
the
wreck
on
what
they
need
to
purchase.
We
need
to
sign
it
then
they're
allowed
to
take
that
card.
Make
the
purchase
come
back
staple
the
receipt
to
that.
Then
it
goes
down
to
finance
for
payment.
None
of
that
existed
there.
You
know
it
was
just
it
was
crazy.
I
never
saw
anything
like
it.
C
That
opens
us
up
to
a
lot
of
people.
Of
course,
it
doesn't
have
a.
D
Question,
of
course,
it
does
and
again
councilman
I'm
not
looking
back,
I'm
looking
forward.
That's
that's
what
I'm
trying
to
do.
Okay,
I'm
I'm
looking
forward.
I
don't
want
to
look
back
work
scheduling.
Charlie
was
right.
The
yacht
was
sitting
out
there
for
a
week,
so
now
I
start
to
look
into
that.
Why
is
yahweh
sitting
out
there
for
a
week,
and
I
had
this
conversation
with
the
council
president.
One
time
some
days,
they'd
send
a
truck
out
two
trucks,
some
days,
no
trucks,
depending
on
what
else
they
were
doing.
D
It
wasn't
a
priority.
We
prioritize
that
we're
usually
getting
it
done
in
a
couple
of
days
now,
except
for
the
heavy
season.
Of
course
it's
going
to
take
longer
to
do
so.
It's
just
a
matter
of
prioritizing
our
work.
I
can
tell
you
the
staff
I
have
in
the
office
is
fantastic.
I've
been
getting
great
cooperation
from
them
and
we're
starting
to
change
things
around
we're
moving
in
the
right
direction,
no
question
about
it:
we've
equipped
our
trucks
with
the
radios.
Thank
you
for
approving
that.
D
D
Another
thing
we
didn't
keep
track
of
is
materials
we
were
using.
I
was
I
was
watching
us,
go
out
we're
doing
jobs,
and-
and
I
asked,
for
instance,
on
the
drainage
crew.
How
do
you
know
how
many
bags
of
cement
you
used
on
that
job?
Where's
your
daily
sheet,
I
like
to
see
that
who
did
the
job?
What
materials
we
use?
How
are
you
keeping
inventory?
How
are
you
keeping
stock?
D
We
weren't?
We
had
no
inventory,
we
had
an
inventory
of
what
we
had
there.
We
had
no
inventory
of
the
tools
that
we
owned
along
our
own
well,
along
with
serial
numbers
in
case
something
got
stolen.
We
had
the
serial
number.
We
had
none
of
that
we're
doing
that
now.
So
these
are.
These
are
the
kind
of
things
we're
working
on
and
and
I've
get
I'm
getting
a
lot
of
cooperation
it's
working.
Well,
I
have
to
say
that,
and
it's
no
secret,
I
have
problems
with
the
union
contract.
D
Okay
by
the
time
we
get
our
crews
on
the
road.
By
the
time
we
complete
our
breaks
by
the
time,
we're
back
in
the
yard
early
to
have
a
afternoon
break,
not
a
lot
of
time
for
work
as
far
as
I'm
concerned,
not
what
I'm
used
to
and
I've
made
I've
it's
no
secret
to
my
employees.
I've
talked
to
them
about
it
and
they
know
it.
Okay
and
I'll
just
go
over
these
clauses
in
the
contract
and
I
know
they've
been
negotiated.
D
I
don't,
I
think
they
need
to
be
negotiated
again,
for
instance,
and
and
again
I
was
a
union
president
in
warwick
I
was
a
shop
steward
executive
board.
Member
and
a
president.
I
wrote
a
lot
of
the
contract.
That's
in
our
neighboring
city.
I've
never
seen
language
like
this.
In
a
union
contract
before
I've
been
around
them
for
30
years,
it
reads:
the
employer
shall
have
proper
facilities
for
relaxation
during
rest
periods.
Rest
periods
shall
be
granted
for
20
minutes
during
each
time.
Each
part
of
the
day.
D
C
D
I'll
tell
you
and
I'll
make
no
secret
here.
You
know
I'll
be
negotiating
this
next
contract,
the
proper
way
every
everywhere.
I've
ever
seen:
private
contractors,
cities
and
towns.
It's
a
15-minute
rest
period.
You
stop
on
your
job.
What
we
do
we
stop
on
the
job
we
send
a
guy
go
grab
coffees
for
everyone.
Take
your
break.
Continue
your
job.
By
the
time
you
pack
up
a
job
head
back
to
the
yard.
Have
your
20-minute
break
head
back
to
the
job?
Again,
it's
time
to
go
on
your
lunch
break
or
your
next
break?
D
It's
just
it's
crazy!
They
know!
I
don't
like
it
it's
one
of
my
things.
I
don't
like
it's!
Not
productive,
you'll,
never
be
productive
as
long
as
that's
in
there.
So
that's
something
we
need
to
change
and
then
there's
one
other
clause
and
again
it's
no
secret.
I've
talked
to
these
guys
in
this
day
and
age,
to
have
a
driver's
position
where
you
give
them
the
option.
D
The
option
and
you'll
pay
them
50
cents
an
hour
for
the
option
to
get
out
and
perform
labor's
work.
It's
just
it's
just
outrageous.
We
this
town
cannot
afford
to
have
six
people
in
your
small
workforce,
be
able
to
drive
out
to
a
job
and
just
remain
in
the
truck
and
let
the
labors
do
the
work.
Now,
I'm
not
saying
they
all
do
that.
I
can
tell
you.
D
You
know
where
I
come
from:
everybody
works,
we
don't
just
sit
around,
we
don't
we
never
would
we
sit
around
and
watch
our
union
brothers
or
sisters
working
and
we're
going
to
sit
there
and
watch
them.
Now,
I'm
going
to
debate
about
this
right
now,
because
what
it
says
is
when
we
give
them
this
option
and
we
give
them
the
50
cents
is
to
assist
the
labor
in
its
day-to-day
operation.
D
D
No,
I
don't
think
so.
That's
not
the
way.
I
see
it
and
that's
one
of
the
things
I'm
contending
with
now.
I
can
tell
you
there's
a
lot
of
things
that
need
to
change
to
make
us
very
efficient.
Those
are
the
two
major
where
I
think
this
department
could
be
a
lot
more
efficient
and
again
I
have
some
great
people
there.
I
can
tell
you
again:
99
of
them
go
along
with
the
program.
D
I
can
tell
you.
The
morale
in
that
place
is
horrible
and
you
know
again,
like
I
know,
charlie
interviewed
everybody
and
I've
been
talking
to
these
people
too,
because
now
you
know
as
far
as
I'm
concerned,
I'm
with
them,
I'm
one
of
them
there's
a
lot
of
animosity.
They
think
they've
been
wronged
by
this
town.
D
A
lot
of
people
do
not
trust
you
know
and
and
he's
my
friend.
They
don't
trust
the
town
manager's
office.
They
don't
trust
the
city
council.
These
are
things
that
they've
told
me.
I
have
people
in
that
department,
one
in
particular.
She
is
so
talented.
It's
unbelievable!
The
knowledge
that
that
woman
has,
I
don't
believe
she
should
be
sitting
in
the
public
works
department.
D
She
ought
to
be
in
this
town
hall
somewhere
as
a
management
employee,
really
helping
this
town
get
ahead,
but
she's
afraid
to
leave
the
union
because
she's
afraid
that
she's
afraid
of
her
job.
That's
a
shame.
It's
a
shame.
I've
never
seen
anything
like
that.
This
is
a
woman
who's,
an
asset
to
this
town,
big
time
asset.
She
will
not
leave
that
union
position,
no
matter
what
and
I've
told
her
that
you
need
to
you
need
to
be
in
town
hall.
D
You
need
to
be
in
the
manager's
office,
so
I'm
in
hr,
but
that
that's
the
mentality
down
there.
They
think
they've
been
wronged.
I'm
trying
to
get
work
past
that
I'm
trying
to
tell
them
it's
in
the
past,
there's
nothing!
I
can
do
about
there's
nothing!
This
council
can
do
about
it.
We
need
to
move
forward.
C
C
A
Tell
you
right
now.
I
think
I've
shared
this
with
the
council
down
in
phoenix
square
talking
to
a
couple
of
town
workers,
they're
working,
two
three
jobs
to
make
ends
meet.
They
work.
A
A
Dave
and
I
have
had
this
conversation,
you
know.
Obviously,
negotiation
is
going
to
happen,
but
you
know
we've
gone
back
and
forth
with
this,
and
we've
said
numerous
times
that,
as
dave
is
saying,
if,
if
you're
taking
an
hour,
20
minute
break
and
in
the
end,
if
you
take
that
salary
times
hours
work,
it's
a
different
method.
A
Know
dave
has
shared
that
formula
with
me
and
I've
shared
it
back
with
him,
and
I
I
agree
with
him
on
that,
and
you
know
if
you're
getting
if
you're
gonna
employ
who's
working
eight
hours
and
giving
you
four
and
a
half
hours
of
productivity,
then
that's
that's.
What
you
got
to
look
at.
What
you
got
to
employ
is
giving
you
seven
and
a
half
hours
productivity
out
of
eight
hour
day.
Then
you
gotta
look
at
the
compensation.
G
Mr
president,
this
seems
to
be
getting
a
little
upstream
and
you're
getting
in
more
into
collective
bargaining
and
what
may
occur
just
just
letting
you
know
that
you're
here
for
an
efficiency
evaluation
by
mr
lombardi
in
the
dpw.
It
seems
that
you're
getting
a
little
upstream
regarding
collective
bargaining,
what
may
or
may
not
occur
with
negotiations
into
the
future.
So
if
you
just
get
it
back
to
the
efficiencies,
so
go.
D
C
D
D
I
I've
explained
so
far
what
I
found
when
I
was
there
and
I'm
trying
to
go
over,
and
I
think
I
have
gone
over
what
we've
been
able
to
accomplish
so
far
with
the
help
of
the
employees.
Okay,
I
can
tell
you.
The
department
is
in
a
lot
better
place
today
than
where
it
was
when
I
started
here
four
and
a
half
months
ago,
not
all
because
of
me
because
I've
gotten
cooperation
from
this
department,
it
needs
to
go
further
and
I
would
agree
with
the
counselor.
D
That's
something
we're
gonna
have
to
address
in
contract
negotiations
needs
to
go
further
I'll.
Tell
you
something
we
don't
have
to
address
in
contract
negotiations.
We
need
to
better
equip
this
department
so
that
they
can
go
out
and
perform
their
duties.
I
can
give
them
all
the
money
in
the
world.
They
can
give
me
back
everything
I
need.
We
don't
have
the
equipment
to
get
these
jobs
done,
we're
just
spinning
our
wheels.
They
need
to
be
better
equipped
than
what
they
are
today.
There's
no
question
about
that.
So.
D
They're
very
big
issues,
councilwoman
very
big
issues
and
and
well
I'll
I'll,
just
I'll
just
leave
it
at
that
at
public
works.
Charlie
has
a
lot
to
talk
about
with
the
civic
center.
I
can
tell
you:
I've
been
strictly
working
on
public
works
because
of
trying
to
get
a
handle
around
that.
I
haven't
scratched
the
surface
at
the
civic
center,
yet
that'll
be
next
on
my
agenda.
Charlie
has
been
up
there.
D
I
I
I
I
I've
never
seen
over
a
hundred
thousand
miles,
some
of
the
the
they're
barely
safety
and
it's
a
credit
to
the
the
the
mechanics
that
they're
keeping
things
on
the
road.
So.
H
I
I
think
that
I
think
that
was
in
the
budget.
I
took
that
right
from
the
budget.
It
must
be
a
typo
but
you're
going
to
pay
attention
to
the
trucks
in
in
what
these
guys
are
using
for
to
to
do
their
jobs
and
some
of
them.
You
know
they
have
debates
over
what
equipment
they're
going
to
use
when
they
get
scheduled
to
go
out,
because
some
is
better
than
others
and
there
needs
to
be
a
plan
in
place
to
replace
them.
I
C
A
Head
wait
a
minute
everything
department
has
called
paul
thomas
to
dave
lombari
to
now
dave
mccosey
has
stood
up
here
and
fred
and
fred
gill
stood
up
here,
every
single
budget
and
not
blaming
everybody.
Here
they
stood
up
here
in
every
single
budget
and
asked
and
asked
and
asked
for
these
supplies
and
materials
and
whatever
else
it
may
be,
it's
been
denied
every
single
year,
maybe
a
truck.
A
Maybe
this,
maybe
that
one
at
a
time
and
yes
and
unfortunately
they
come
up
with
a
giant
list
and
it
ends
up
being
so
expensive
that
we
decide
to
cut
this
even
last
budget.
Everybody
here,
except
for
mary
beth
cut
on
freddy
freddy,
came
up
with
the
brush
mower
this
mower
that
the
camera,
the
cameras
yeah
the
camera
system.
He
was
told
the
cameras
used,
use,
sewer
departments.
A
Well,
sewer
departments
is
broken
and
I
was
with
freddie
numerous
times
and
the
former
mason
down
at
jobs
where
they
needed
the
camera
right
then,
and
there
to
see.
If
there
was
a
collapse,
you
couldn't
wait,
they
had
to
call
down
sooner,
oh
we're
using
or
we
can't
get
anybody
out
there
until
tomorrow.
Well,
they
sat
here
last
budget
and
we
denied
it
so
to
sit
here
and
say
that
it's
never
been
presented
to
us.
C
A
To
to
the
recycling
centers
all
right.
I
Now
you
know
with
regard
to
the
civic
center,
I
I
I
did
a
lot
of
work
and
worked
with
the
manager
there,
the
person
who's
in
a
management
position,
who
I
I
think,
she's-
that
person
is
doing
a
great
job
and
kind
of
assumed
the
responsibility
keeping
that
going.
I
think
she's
a
great
ambassador
for
the
city,
but
there
wasn't
a
lot
of
information
that
I
could
verify
there,
which
is
why
I
didn't
get
too
detailed.
I
In
this
report
I
mean
the
the
the
counselor
I
mean
the
the
management
person
is
on
a
commission,
which
I
never
heard
of
a
commission
before
she
they
are
bringing
in
a
lot
more
advertising
revenue
in
rental
revenue.
I
I
think
it
amounts
to
you
know
at
the
when
I
cut
it
off
on
this
review.
It
was
something
like
133
thousand
dollars,
and
you
know
she
got
a
gets
a
salary
in.
She
gets
a
commission
on
that
and
the
commission
is
on
some
of
it.
I
It's
a
one-time
deal
on
the
rentals
that
would
be
going
on
and
I
think
you
should
just
readjust
the
salary
there
and
get
rid
of
the
commission
and
readjust
the
salary
I
I've
been.
I've
worked
in
municipalities
across
the
united
states
when
I
was
in
a
national
consultant
firm
and
I
worked
with
43
communities
when
I
was
running
the
mwra
wastewater
transport
department
and
I
helped
out
I've
never
heard
of
a
municipal
person
being
on
a
commission.
So.
A
Charlie,
let
me
go
back,
and
I
know
a
history
of
that
previous
to
that
position.
Before
the
rink
was
privatized
to
788
sports,
there
was
an
individual
that
was
up
there,
making
70
something
thousand
dollars.
I
think
it
was
72
or
78
000,
and
I
thought
I
saw
elaine
here.
She
could
probably
tell
you
because
she
knew
who
it
was
in
that
individual
we
cut
the
position
and
to
save
that
seventy
something
thousand
dollars.
A
Now
the
former
town
manager,
fred
presley,
came
about
and
788
sports
went
bankrupt,
left
the
town
sitting
on
that,
and
I
said
we
should
not
hire
a
person
because
that
person
was
making
70
something
thousand
almost
80
with
longevity
and
whatever
else
didn't
have
any
incentive
nothing.
I
don't
have
to
rent
it
out.
I'm
still
getting
eighty
thousand
dollars
a
year
either
way.
A
So
the
position
that
was
created
for
the
market
and
director
at
the
time
was
to
create
a
person
at.
I
think,
a
forty
thousand
dollar
a
year,
salary
in
the
commission.
Now
that
was
a
negotiation
between
the
town
manager
and
who
was
hired,
and
so
the
incentive
was
to
sell
and
you
would
get
a
commission
now
personally,
it's
on
the
first
year
of
that
individual.
So
if,
if
a
company
comes
in
like
the
circus,
they
were
getting
a
commission
the
very
first
year,
but
the
circus
came
back
next
year.
They
weren't
getting
a
commission.
A
So
I
want
to
make
that
clear.
Like
everybody
I
hear-
and
I
read
all
over
the
place-
that
this
person
getting
twenty
thousand
twenty
percent
commission
and
making
six
figures.
That's.
A
A
A
Her
title
should
be
changed,
so
she'd
have
management
rights
up
there.
That's
just
my
opinion.
That's
up
to
the
council
and
the
manager
again.
If
you
want
to
do
something
like
that,
that's
fine,
but
that
was
done
by
the
previous
town
manager.
Only
to
in
the
commission
portion
was
for
incentive
to
sell
to
make
that
person
stay
on
their
feet
and
not
come
complacent
up
there
and
say:
oh
I'm
getting
80
000,
no
matter
what
and
that's
what
was
happening
and
not
just
not
from
the
previous
individual,
but
it
has
happened.
A
There
was
no
incentive.
We
were
paying
other
people
six
thousand
dollars
a
year,
five
thousand
dollars
a
year
to
run
that
place.
They
didn't
have
any
incentive
to
say
they
were
just
collecting
five
thousand
dollars.
They
had
no
incentive
to
make
sure
we're
booked
we're
sold
out.
There
was
months
and
months
that
that
place
was
vacant,
and
so
that's
how
that
commission
salary
came
into
big
play.
So
that's
I
just
want
to
give
you
that
information
for
qualification.
I
Well,
yeah,
I
still
have
never
heard
of
a
municipality
paying
a
you
know,
a
employee,
a
commission
and
that's
up
to
you
counselor
and
council
in
the
town
manager.
I
I
just
that
was
one
of
my
findings.
I
wanted
to
get
it
out
there.
I
met
extensively
with
the
the
coordinator,
the
marketing
event
coordinator,
and
we
worked
collaboratively
in.
I
really
feel
it.
It
was
my
understanding
of
this
body's
expectation.
I
Is
you
want
to
operate
that
as
a
and
make
a
profit?
There's
some?
You
know
you
want
to
have
a
positive
revenue
stream
and
in
this
young
lady,
that's
there
worked
hard
to
generate
that.
I'm
really
confused
about
a
lot
of
the
other
financial
sides
of
that,
but
I
saw
what
they
that
that
that
she
has
done
in
his
his
work
to
promote
we
talk,
it's
got
to
be
reorganized
and
I
really
don't
think
it
should
be
with
union
positions.
I
I
think,
if
you're
going
to
run
it
like
a
business,
you
got
to
run
it
like
a
business
and
you
have
to
have
a
management
structure
similar
to
what
I
put
in
the
report
and
it
can
be
modified
and
you
should
have
as
needed,
part-time
people.
They
can
be
in
a
union
structure
that
you
hire
as
needed
in
there,
but
I
mean
to
get
that
going.
I
You
got
to
promote
that
at
a
management
level,
have
people
come
in
there
and
sell
it
and
they
should
be
a
you
know,
a
director
of
it
or
the
whatever
I
put
in
there.
I
don't
have
the
report
in
front
of
me
and
I
I
think
that
structures
the
sound
structure,
it's
a
2.5
million
dollar
complex,
that's
what
it
was
appraised
at
in
two
in
2015
2.5
million
dollars.
I
It
was
appraised
that
and
and
it's
a
tremendous
tremendous
asset
to
the
the
city,
and
if
it's
run
properly
it,
it
really
does
tremendous
things
for
the
for
the
town
and
it
it
does
need
to
be
reorganized
and
it
does
to
be
me,
need
to
be
run
like
a
business,
and
that
means
it
needs
to
have
a
management
structure
similar
to
what
I'm
recommending
in
that
report.
C
My
issue
currently
with
that
is
we're
working
off
a
verbal
contract
with
whatever
that
contract
is.
Nobody
seems
to
find
anything,
and
that's
it's
not
just
this,
but
it's
nobody
can
find
any
history
or
anything
in
writing.
We're
going
back
to
a
previous
manager
who
hasn't
been
here
for
we're
going
on
two
years
and
we've
never
we've
never
fixed
it,
so
whatever
it
may
be,
whatever
this
verbal
contract
was
was
said,
there's
nothing
in
writing.
I
It
was
verbal
and
the
person
in
the
position
has
agreed,
it's
been
verbal,
I
I
don't
know
you
know.
I
Is
coming
from
what
line
item?
That's
not
for
me.
I
just
think
that
that
it,
the
position
is
doing
a
good
job
has
assumed
the
responsibility
you
know
to
to
take
management
responsibility
for
it
and
has
has
done
so
in
a
way
to
at
least
generate
a
positive
revenue
stream.
To
this
point,
there's
money
that's
being
transferred
in
on
a
regular
basis,
which
I
I
don't
really
understand
why
you
know
it's
being
transferred
in
this.
The
you
know.
I
got
a
document
that
I
looked
at
I
I
reviewed
a
ton
of
documents.
I
I
got
a
list
here,
you
know,
and
I
didn't
get
into
him
in
detail
and
I
I
didn't
really
have
a
chance
to
go
over
them
all
with
fred.
I
mean
this
is
there's
documents,
there's
three
pages
of
them.
You
know
in
here
and
that's
why
I
recommended
that
the
this
party
may
want
to
look
into
just
what
is
the
status
of
the
the
civic
center
in
you
know,
both
from
a
physical
standpoint
and
from
a
financial
standpoint.
I
I
Well,
it
was
it
was.
There
was
a
resolution
in
2000
in
for
for
400
dollars
in
the
prior
town.
Managers
would
send
correspondence
on
a
regular
basis
to
people
get
this
done
within
2013,
and
it
will
go
from
one
to
another
and
it
actually
got
done
in
2016,
which
was
fiscal
year
2017
for
193
thousand
dollars
that
turned
into
253
000,
and
I
couldn't
find
where
the
400
000
was
so.
I
I
said
you,
you
should
probably
look
into
this
because.
A
And
that
was
earmarked
for
years
in
the
rainy
day
fund,
even
when
the
rainy
day
fund
says
we're
down
to
2070.
It
still
showed
his
earmarked
400
000
for
the
that,
and
there
was
also
a
500
000
sitting
there
for
what
three
drainage
project,
so
that
has
been
amok
since
2006..
I
don't
know
how
that
was
missed.
I
really
don't
well.
I
A
The
new
contract
came
forward,
which
personally
I
had
no
part
of,
but
I
did
read
the
contract
and
that
contract
said
that
now
the
town
will
take
back.
The
responsibility
increased
his
rent
from
two
thousand
twenty
five
hundred
dollars
a
month
to
ten
thousand
four
hundred,
maybe
off
a
couple
hundred
bucks,
pretty
close.
I
A
A
I
So
I
don't,
if
there's
you
know
any
questions
I
mean
I
I've
got
a
lot
of
documentation.
I
think
they
kind
of
verified.
I
I
I
I
I
like
I
would
have
liked
to
have
talked
to
this
presley
guy,
but
I
understand
he's
in
virginia
well,
I
heard
pennsylvania,
but
somewhere
not
here
and
and
so
I
I
can't
if
I
can't
validate
stuff,
I
can't
put
it
in
the
report,
but
I
wanted
to
point
out
that
there's
some
I
was
confused
as
to
what
was
done
where
the
money
came
from,
where
it
went
why
they
were
transferring
money
in
I.
I
You
know
I
mentioned
it
to
to
the
town
manager
and
he
was
very
helpful
in
getting
some
answers,
but
you
know
I.
I
know
that
the
civic
center
is
a
hot
bite
of
my
button
item.
Okay
and
you
may
want
to
find
out
what
exactly
was
done.
What's
the
exact
condition
and
what
needs
to
be
done,
you
know
moving
forward
because
it's
a
again
it's
a
tremendous
resource
of
the
town.
C
Would
kristin
have
information,
as
I
mean
I
know,
she's
brand
new,
but
would
she
have
back
records
ernie?
I
don't
know
a
few
she's
right
here.
Oh
sorry,
would
you
do
you
have
back
records
like
how
far
back?
Can
you
go
this
far.
C
Because
it's
just
I
mean
just
I'm
sure
it's
you
know
pre-laurie,
I'm
sure,
just
to
just
to
close
this
loop.
C
I
Counselor,
if
you
know
it's
a
member
of
the
community
and
they
know
the
players
and
you
take
them
at
the
word-
you
know-
maybe
I
would
have
you
know
I
I
it's
tough
for
me
to
answer,
but
the
the
person
lived
up
to
the
contract
to
the
agreement.
I'm
not.
C
G
It
should
not
be
an
oral
agreement
and
the
recommendations
and
or
the
opinions
as
to
who's
conducting
the
negotiations
always
should
be
reduced
to
writing.
So
everyone
can
see
it,
and
everyone
knows
what's
going
on.
Thank
you,
but
this
oral
agreement
matter
that's
been
in.
You
know
limbo
for
the
last
lori
you've
been
here
for
all
right.
G
A
A
G
But
the
second
thing
is
the
civic
center.
The
civic
center
has
always
been
an
anomaly
in
this
town
because
of
how
it
started
with
the
school
committee
and
the
school
had
it
under
its
complete
control,
then
it
was
transferred
to
the
town.
Then
it
became
a
private
institution.
Then
it
became
it
came
back
to
the
town
due
to
a
bankruptcy.
So
when
laurie
was
hired,
whether
it
was
through
personnel
or
through
the
human
resources.
Excuse
me,
human
resources
or
the
town
town
manager's
office,
there's
always
a
question
of,
for
example,
the.
G
Beside
your
salary,
you
get
you
don't
get
bonuses,
but
you
get
you
get
commissions.
No
other
department
head
in
west
warwick
gets
a
commission
for
doing
their
work,
so
that
particular
part
of
her
contract
always
should
be
in
writing
because
you
have
differentials
so
police
and
fire
have
kind
of
departments
have
contracts.
Other
department
heads
don't
have
contracts,
but
the
council
knows
full
well.
G
At
least
you-
and
I
do
has
been
what's
been
going
on
for
the
past
20
years
at
the
civic
center
and
the
fact
of
the
matter
is:
if
it's
going
to
be
unionized
or
non-unionized.
As
the
efficiency
expert
has
indicated,
the
contract
issue
should
be
in
writing
as
to
commissions
schedule
things
of
that
nature,
because
it's
a
little
bit
different
than
being
the
department
of
public
works
where
you're
there
monday,
through
friday,
or
the
police
in
fire,
where
you're,
sometimes
working
36
hours
straight.
So
I
mean
that
position
up.
G
C
B
A
I
The
the
only
other
thing
I
want
to
mention
on
the
civic
center
is
it
really
has
procedures
in
place
in
you
know
in
not
on
the
key
findings,
but
you
know
when
I
went
into
the
description
of
the
business
practices,
you
can
see
that
you
know
in
my
in
my
definition
of
the
they
have
they.
They
follow
their
procedures.
They
have
a
good
marketing
strategy,
they
have
clear-cut,
you
know
marketing,
you
know
requirements,
and
so
there's
really
nothing.
I
I
could
recommend
to
improve
upon
that
other
than
you
know
what
I
I
think
you
should
look
into
the
finances.
I
think
you
should
tighten
them
up
a
little
bit.
The
concession
stand
has
been
addressed.
You
know,
with
the
the
procurement
of
a
purchase
and
sales
system,
that's
going
to
be
able
to
inventory
the
the
material
and
the
supplies
coming
in
and
going
out.
I
I
know
that
was
an
issue
information
I
couldn't
verify,
because
the
person
that
was
in
charge
of
that
is
evidently
out
on
some
sort
of
an
injury,
but
I
know
that's
going
in
the
right
direction
with
the
procurement
of
that
system.
So
you
know
I
try
to
point
that
out
a
little
bit
in
the
in
the
description
of
what
actually
is
commonly
going
on
at
the
civic
center.
So
I
mean
I
covered.
I
You
know
a
lot
of
ground
in
this
report
and
hopefully
it's
helpful
and
it
can
be
used
as
a
blueprint.
I
You
know
to
get
things
going
in
the
right
to
keep
them
going
in
the
right
direction
and
happy
to
answer
questions
now
or
you
can
give
me
a
call
at
any
time,
and
you
know
if
you
need
any
kind
of
follow-up.
If
there's
more
questions,
I'm
not
in
a
rush
to
get
out
of
here.
I'm
here.
A
A
At
this
point
again
from
the
council's
perspective,
we're
going
to
probably
have
to
do
more
follow-up
with
this
attorney,
possibly
another
workshop,
probably
more
towards
a
workshop,
an
executive
session
to
discuss
negotiations
and
whatever
else
is
going
to
be
moving
forward.
So
at
this
point
I
get
a
motion.
A
All
in
favor
aye
all
right
opposed
eyes.
Have
it
five
minute
recess
and
we'll
be.