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From YouTube: Apr. 28, 2020 FY21 Civic Center Budget Workshop
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B
A
B
A
A
C
That
it
had
been
a
facility
that
had
union
employees,
the
union
supervisor,
union
maintenance
worker,
actually
two
maintenance
workers
and
part-time
union
employee
and
then
some
part-time
individuals
to
fill
in.
You
know
the
different
hours
and
you
know
in
general
facilities
like
these
generally
lose
money.
C
They
are
more
for
the
community
benefit
betterment,
the
enjoyment
of
the
community,
so
you
know
so
when
you
look
at
generally,
they
lose
money
and
ours.
You
know-
and
this
is
a
situation
where
it's
been
created
as
an
enterprise
price
fund,
when
the
town
took
the
facility
back
to
manage
and
operate
so
as
an
enterprise
fund,
it's
the
closest
thing
to
running
a
business.
Just
like
the
sewer
department.
They
have
user
fees,
they
run
like
a
business
customers.
C
C
C
Structure
and
department
to
to
run
well
and
or
as
best
as
it
can
be,
so
we
found
that
it.
You
know
the
structure
we
had
may
not
have
been
wasn't
conducive
to
running
it
as
a
business
would
be
such
as
I
mean
if
you
had
a
second
shift
employee
and
nothing
was
happening.
The
second
shift.
No
one
was
there,
you
know,
then
you
know
you
know,
boy
still
was
was
there?
If
it's
a
non-union
facility,
you
can
look
through
scheduling
and
schedule,
really
what
you
need.
C
So
when
you
look
at
that
in
the
structure
we
had,
the
thought
was
that
a
full-time
manager
that
would
be
there
and
a
hands-on
manager.
You
know
not,
you
know
a
death
person,
but
somebody
would
have
to
have
the
ability
to
do
administrative
work,
but
it's
a
hands-on
manager
to
oversee
the
functions
of
that
entity
and
also
have
a
hands-on
maintenance
supervisor
that
would
you
know,
sort
of
be
a
jack-of-all-trades.
C
No,
you
know
you
know
the
electricity.
You
know
the
functions
of
a
facility.
You
know
electricity
upon
all
those
things,
as
well
as
the
operations
specific
to
the
ice
area
in
general,
so
the
thought
was
two
full-time
people
could
fulfill
that
niche
as
far
as
the
basic
structure
and
then
you
fill
in
the
basic
structure
around
them,
a
part-time
secretary
was
determined
to
be,
you
know
adequate
for
that
function
and
then
a
whole
host
of
part-time
individuals
that
would
be
able
to
fill
in
to
spots.
C
You
know
that
need
to
be
in
whether
they
be
on
weekends,
whether
they
be
maybe
in
the
mornings.
Flexibility,
because
one
of
the
things
we
saw
is
that
you
know
sometimes
during
the
most
busiest
times
you
know
we
didn't
have
the
most
experienced
people.
So
again.
What
we're
looking
forward
to
now
is
very
a
lot
of
flexibility
that
can
you
can
structure
the
the
organization
and
the
entity
to
function
as
well
as
they
can
now.
C
This
budget
can
be,
you
know
through
the
process
and
be
reviewed,
discussed
and
approved
quickly
because
quicker
than
the
other
general
fund
budget,
because
there
is
no
requirement
for
a
financial
down
meeting
or
no
requirement
for
a
so
you
know,
a
special
emphasis
can
be
placed
here
to
review,
approve
modify.
However,
the
decision
is
and
adopt
so
that
we
can
begin.
C
C
So
we
can
also,
you
know,
be
less
revenues
in
the
summer,
but
you
know,
as
you
know,
that's
not
really
a
peak
time
for
the
civic
center.
Although
you
know
there
is
a
lot
of
interest
in
the
recreation
program,
so
we
may
want
to
move
forward
in
seeing
interest
and
with
that
program
with
the
intent
of,
maybe
starting
that,
but
again
that's
going
to
be
based
upon
the
relaxation
of
the
gathering
requirements.
C
D
I
I
think
you
covered
it
all
I
mean
I
do
have
a
lot
of
notes
that
I
did
take
just
because
I
was
really
nervous.
Just
I
didn't
know
how
this
was
actually
going
to
go
tonight.
I
did
get
really
thorough
into
each
lined
item
because
I
know
there
was
a
lot
of
questions.
So
if
there
is
any
questions
I
can
answer
those
very
thoroughly
of
like
what
each
budget
line
is
for
and
what
the
money
is
spent
for
and
what
not
you
know
for
those
of
you
that
do
know
me.
D
You
know
that
I'm
not
a
person
that
comes
in
and
punches
a
card
like
my
goal
here,
is
to
make
this
facility
the
best
that
it
possibly
can
be
for
the
community.
You
know
I
do
wear
a
lot
of
hats
here
and
that
might
just
be
my
personality
of
just
making
sure
that
everybody's
happy-
and
I
you
know
since
I
started
here
my
goal
was
to
make
sure
that
these
buildings
had
life
in
them
and
they
were
able
to
be
used
for
the
community
and
as
well
as
bringing
in
revenue.
D
But
you
know
obviously
it's
beyond
all
of
our
control
at
this
point
of
where
we
are,
but
even
with
everything
being
said,
kristin
and
I
had
gone
over
some
numbers
and
we
will
be
very,
very
close
if
not
break
even
very
close
to
it
this
year.
With
everything,
that's
happened
and
there's
a
lot
of
new
programs
that
I've
brought
in
hockey.
Rink
is
thriving
in
the
summer
and
even
the
little
stick
and
puck
and
the
public
ice
skating
and
that
they've
brought
in
a
lot
of
money
for.
D
So
if
you
any
questions,
I'm
more
than
happy
to
answer
them,
I
do
believe
that
we
do
have
a
plan
in
place
now
that
you
know
we
will
be
able
to
make
money
here
and
we'll
actually
be
able
to
make
some
renovations.
That
you
know
definitely
need
to
be
done,
because
some
things,
I
think,
are
older
than
me
here.
E
D
We
are
not
in
any
position
of
that,
so,
which
is
a
very
good
thing.
The
billing,
how
the
billing
is
done
is
that
most
of
these
are
continuous
renters
that
are
here
on
a
you
know,
a
weekly
daily
basis,
so
they're
billed
out
every
month,
so
those
are
fine
and
for
the
bigger
events,
usually
they
pay
within
seven
to
14
days
before
their
event
in
full,
so
we
didn't
run
into
any
of
those
problems.
So
at
this
point
we're
very
we're
good.
D
At
that
I
mean
I
am
trying
the
best
that
I
possibly
can
to
hold
on
to
all
the
bigger
events.
I
mean
the
circus
they're,
not
planning
anything
till
next
year.
At
this
point,
I'm
really
sad
that
we
did
lose
the
jurassic
event.
That
was
going
to
be
a
really
really
cool
event.
That
was
where
the
dinosaurs
come.
They
are
like
real
sized.
They
were
going
to
use
both
buildings.
I'm
really
sad
about
that.
D
D
E
D
They
rent
and
then
they're
billed
after
they
went
so
if
they're,
a
contractual
renter,
so
they'll
cut
so
say
you
came
say
you
had
a
hockey
team
and
you
came
every
monday,
wednesday
and
friday
from
six
to
eight
at
the
end
of
the
month.
You
get
one
bill
of
that
entire
okay.
So
when
you're
an
event
you
pay
up
front,
but
when
you're
at
the
leagues
they
just
pay
monthly.
E
And-
and
maybe
this
is
a
question
for
ernie
too-
I
mean
we
so
we
we've
now
achieved
or
as
of
july
1.
This
will
be
a
non-union
shop,
but
I
I
assume
that
we're
we're
going
to
take
a
look
at
what
our
business
model
is
and
how
we
actually
what
we
draw
and
how
we
draw.
I
think
it's
clearly
being
non-union,
helps,
but
that's
not
the
end-all
and
be-all,
and
I'm
also
wondering
about
going
forward
having
an
idea
as
to
how
these
events
do.
E
So,
if
the
circus,
sorry
jay,
were
to
be
there,
how
much
we,
how
much
revenue
we
got
to
have
a
mini,
a
mini
income
statement
for
each
event.
So
we
know
what
makes
money
and
maybe
just
having
a
better
idea
of
what
this
entity
is
going
to
look
like
going
forward,
because
I
assume
just
moving
personnel
around.
We
should
probably
be
looking
to
do
more
than
that.
E
D
Actually
do
have
from
the
events
the
boxing
and
the
circus,
exactly
what
the
cost
was
like.
A
breakdown
from
you
know
what
they
paid
for
the
venue.
What
was
paid
out
to
the
fire
department
was
paid
off
from
the
police
department
just
overall.
So
if
that's
something
that
you
would
like
to
see,
I
can
definitely
put
those
together
and
just
send
them
over
to
you
just
so
that
you
can
just
have
just
for
past
years
of
you
know
how
events
actually
worked
out.
E
D
E
So
just
I
hear
what
you're
saying,
but
there
should
be
some,
as
I
said,
some
sort
of
mini
income
statement
that
then
you
can
tie
back
to
to
what
we
look
at
on
a
monthly
basis
yeah
and
get
that
over
to
you
and
ernie.
I
I
I
assume
that
we,
you
have
some
ideas
as
to
change.
What
what's
happening
up
there
again
having
it
be
non-union
is.
It
was
important,
I
believe,
but
I
think
there
are
probably
other
changes
that
should
be
made.
C
C
It
you
know
this
has
to
be
successful
and
there's
no
reason
why
it
shouldn't
be
successful.
So
it's
incumbent
upon
the
administration
to
structure
it.
The
best
way
we
can
so
that
this
this
entity
is
is
what
we
all
want
it
to
be:
a
facility
that
our
residents
can
use
for
enjoyment.
I
mean
the
school
utilizes
it
a
lot
and
it's
a
great
because
there's
a
close
proximity
relationship
so
really
a
community
asset.
We
need
to
ensure
that
it
always
remains
that
way.
C
If
there
are
barriers
to
that,
just
try
to
remove
them
and
again
and
now
the
pressure's
on
I
mean
if
it
fails,
it
fails
because
we
didn't
either
plan
properly
or
do
something
properly.
Now
again,
this
situation
is
a
little
bit
off-kilter
with
the
coronavirus
and
how
it
affects
things
and,
depending
on
how
long
it
goes.
Hopefully
it
won't
affect
the
operations
significantly
in
the
fall,
but
we
don't
know
we
don't
know
what
the
gathering
requirements
will
be.
B
Can
I
thank
you
make
a
point-
and
I
make
this
point
every
budget
season
when
it
comes
to
the
civic
center
again
as
part
of
the
operational
cost.
There
is
the
wind
turbine
debt
service
of
170
thousand
dollars.
So
if
that
were
out
of
the
picture,
which
I
understand
it
can't,
but
if
that
were
out
of
the
picture,
that'd
actually
be
a
profit.
C
They
wanted
departments
to
complete
all
the
expenses
that
were
attributable
to
running
that
department.
So
if
you
had
health
care
pension,
you
know
social
security,
fica
workers
caught
anything
they
wanted
in
the
department,
so
you
could
actually
see
how
much
it
cost
the
community
to
run
a
program,
a
department
or
a
service.
Ultimately,
you
know
they
would
want
to
see
that
data
for
consolidation
purposes,
but
you
know
it's
going
to
be
a
long
time
from
now
now.
C
What's
work
was
a
part
of
volunteer
to
be
a
pilot
program,
so
our
budgets
reflect
the
way
the
state
likes
it.
Many
communities
still
don't
do
that
you
know
by
prior
community
warwick.
Doesn't
do
it
that
way,
he
didn't
do
it
that
way.
So
when
you
look,
they
have
ice
arena
swimming
pools
and
if
you
look
on
their
budgets,
they
make
money,
but
they
don't
include
like
healthcare
pension
costs,
all
the
things
we
do.
C
If
it
did
it
wouldn't
make
money,
it
would
lose
money
so
that
that's
that's
why
I
say
these
are
hard
now,
if
we
can
come
close
or
make
money
or
not
lose
money
when
we
have
this
big
utility
bill
today,
you
know
I
mean
that
would
be
a.
That
would
be
really
a
very
remarkable
thing
and
it
would
be
a
testament
to
how
it's
running
operating
so
yeah.
That
is
a
big
number
that
has
to
be
the
first
thing
that
has
to
be.
F
A
D
I'm
I'm
just
gonna
explain
what
I
did
put
together
just
because
I
knew
that
people
were
looking
for
a
little
bit
more
details
and
what
I
did
was
I
broke
down
every
single
line
and
I
compared
it
to
what
it
was
this
year
and
I
gave
a
detailed
explanation
of
everything
it
was
so
I'll.
Just
take
just
the
regular
supplies
and
expenses,
the
fy
20
budgeted
for
25
000.
D
You
know
parts
for
the
floor:
washer
air,
purifier
filters,
soap,
dispensers,
fuel
basketball,
hoop
motors
paper,
towel
holders
all
that
kind
of
stuff.
They
came
from
home
depot
air
gas
granger.
That
was
three
thousand
eight
hundred
and
twenty
seven
dollars
the
high
school
hockey
games.
We
paid
for
the
ticket
collectors,
the
score
keepers
and
the
police
details
that
was
fourteen
hundred
dollars.
Memberships
and
testing
fees
from
bj's
and
ej
prescott
for
the
backflow
for
the
for
the
water
meters
came
out
to
be
443
yearly.
Maintenance
for
the
fire
extinguishers
is
90.
D
D
I
don't
really
foresee
much
more
spending
to
take
place
with
everything
that's
going
on.
Unfortunately,
right
now
the
amount
that
I'm
requesting
for
the
fy21
budget
is
20
000.
I
literally
took
every
single
line
like
that
and
I
broke
it
down
so
that
you
know.
If
anyone
had
any
questions,
I
could
tell
you
exactly
where
the
money
was
being
spent
and
exactly
what
it
was
being
spent
on
in
who
was
actually
getting
the
money.
I
did
the
same
thing
for
our
revenues.
D
You
know
I
mean
just,
for
example,
I'll
just
take
the
ice
rink,
the
budget
was
454
980
for
the
ice
rink.
As
of
obviously,
we
all
know
that
the
ice
cream
closed
on
march
12th.
So,
as
of
that
date,
we
had
revenue
of
434
099.99
so
remaining
for
that
budget
is
twenty
thousand
eight
hundred
and
eighty
dollars
in
one
cent
cancellations
as
of
april
thirtieth
for
the
ice
rink
alone
are
thirty,
six
thousand
four
hundred
dollars.
D
I
looked
back
for
the
stick
and
puck
in
the
public
ice
skating
that
was
1424
from
last
march
and
april.
You
know
if
we're
unable
to
open
in
may
we're
gonna
lose
another
twenty
two
thousand
and
eighty
dollars.
This
is
stuff
that
people
you
know
all
these
leagues
planned
on
coming
in.
At
you
know,
sticking
puck
from
may
last
year
was
1277
june.
If
we're
not
able
to
open
it's
25
680
that
we're
gonna
lose.
D
You
know,
overall
in
the
ice
rink
that
we're
going
to
lose
from
march
to
june
is
84
160
dollars
thick
and
pop.
If
we
kept
on
the
same
numbers
is
5
128
I
mean
overall,
our
ice
rink
should
be
at
523
000.
But
again
this
is
out
of
our
control,
and
this
is
something
that
we
can't
do
like.
We
were
on
track
to
be
doing
really
well
this
year,
but.
D
D
E
Thank
you
for
going
through
the
and
making
those
notes
lori.
I
I
think,
obviously
you
you
spent
a
lot
of
time
looking
at
it.
I
think
I
think
what
I'm
looking
for
on
a
going
forward
basis
is
a
more
formal
instead
of
your
notes,
a
more
formal
accounting,
if
you
will
that
we
can
very
easily
say
so.
This
is
where
you
spent
this
money
or
or
and
and
kristen.
I
assume
you
have,
though,
that
that
type
of
reporting
available
for
the
civic
center
nope
you're
on
mute.
A
G
The
detail
we
would
have
to
manually
pull
it
together
if
you
want
it
more
granular
than
what
you're
seeing
here
for
supplies
and
expenses.
If
you
want
that
broken
down
into
what
exactly
supplies
and
expenses
they're
spending
them,
we
would
have
to
do
that
manually,
which
is
fine.
If
that's
what
you
want.
E
Okay,
yeah
again,
I
think,
looking
at
at
just
so,
we
can
year
to
year,
decide
if
we're
going
to
have
the
same
types
of
events
just
so
we
know
what's
profitable
or
not
profitable,
and
I
think
that
I
think
that's
something
that
a
lot
of
people
have
asked
about
and
and
again
ernie
on
an
overall
basis,
yeah
examining
what
kinds
of
places
are
or
what
kinds
of
events
we
want
to
have
in.
In
the
field
house
in
particular
the
hockey
rink.
F
I
I
have
a
comment
and
it's
related
to
being
an
enterprise
fund
which
is
always
compared
that
the
sewer
department
is
enterprise
fund,
the
ice
rink
civ,
the
the
civic
center's
enterprise
fund
and
what's
been
brought
up
at
the
sewer
subcommittee.
For
I
don't
know,
probably
three
years
now,
I
I
know
mary
beth
and
ernie
will
know
what
I'm
talking
about.
There's
a
there's
paperwork
that.
F
G
So
the
the
manpower
that
goes
into
running
the
sewer
is
a
lot
more
than
what
goes
into
running
the
civic
center
as
far
as
what
town
hall
is
doing
for
the
civic
center.
But
we
are
collecting
sewer
bills.
We
are
manning
phone
calls.
We
are
we're
putting
time.
So
it's
two
vastly
different
operations
and
the
sewer
department
is
a
huge
operation.
G
E
A
A
C
G
C
C
C
How
is
it
based
on
and
has
that
changed
you
know,
then
you
have
a
more
updated
review
of
the
formulas
and
the
allocation
so
that
there
is
a
comfort
level
that
it's
appropriate
right
now
there
seems
to
be
not
the
comfort
level
that
it's
fair.
So
it's
something
that
we
need
to
take
a
look
at
and
and
we'd
have
time
to
look
at
that
to
see
you
know
if
the
cost
the
town
is
charging
for
story
services
is.
Is
that
can
be
done
started.