on future activities of this financial taskforce the fact that the old right was successful doesn't mean that we're finished i think history and you know what your thoughts are about continuing in some fashion we have a bunch of meeting minutes david right to pro that during several weeks of this for me to you know it's basically because of the level of conversation and information we basically deferred after each for our meeting working groups to approve the minutes of basically these have  task force arlington bedford burlington lexington watertown wayland wellesley westford and winchester and we also looked at five public and fifteen total indoor pools for a separate analysis those five the pools were and a half budget stresses have adopted self supporting models or seek to adopt self supporting models for their recreation apartments there are many different ways of doing this but there are two sort of primary ways people have done this one is through recreation enterprise fund which is a separate accounting similar to our sewer water enterprise fund it can be or it can be for a particular facility like arlington has one for its hockey rink it can also be for department they also have one for their recreation department the other model was using revolving fund with revolving funds which also can be specific they can just do one things like collect field these and use that for maintenance on field so they are more efficient they're more transparent users know what their fees are supporting requires a real knowledge of your costs of every thing that you are that everything you're stretching fees for and also the positive part of the bills usually retained earnings that can be used to cover capital costs for example arlington financed about one point six million of its two million dollars improvement of its hockey rink through its recreation enterprise lexington pays the town some debt service on fields milford you know through a community use program which is different than a recreation enterprise fund but they also pay for their pool filtration system fifty thousand  afraid summary of observations peer communities generate significantly higher recreation revenues relative to belmont due to broader programming they have more depth and more breadth pre k through adult hi assets outsourced programs where third party providers of high quality programs pay outs for access to the state and what that does is it leverages your full time you're at ease because you're able to generate more programming without creating a lot of work and because parents expect expect high quality in a number of all of the towns around us outsource a number of their programs and and  generate revenue this way and then the last way that our peer communities are ahead of us in generating revenues is through market rate rentals for nonresident users and what i noticed and this is in appendix one i think is that  this is accomplished with a similar f t account at t d counts and with champa the resident program fees and there's another appendix which shows selective all of them are programs compared to what their peers are charging and if we're no more expensive they because this is a recreation department and all these towns they need to have affordable competitive the structures they also offer free programs but because they're able to supplement that with other sources of revenue they can do that and generate money to cover their generate funds to cover their thick skulls in a way it's and i hate hesitate to use this word but in the ways the business model of meeting consumer demands looking for under served markets changing to meet the needs needs breeding facilities to meet needs as one of the recreation directors told me it was a business with a social mission and again the programming was really astounding to look at in terms of the kinds of things that they things and all these towns are offering at least some of those for a painting belmont's recreation department it's operated three years without a recreation director generates seven hundred to eight hundred thousand for and generating net revenue and the other thing well is approximate sixty percent of our revenues generated the summer that means in ten weeks in the summer camps and pools which generate about sixty percent of that i'm seventy eight hundred thousand dollars per annum revenue number school and town recreation assets are managed separately which i believe leads to less the maximal usage and less than  indoor pool which is one reason why i looked at other indoor pools and other communities only one has an outdoor pool lexington this is town owned only four have hockey rinks and again we've got to field field house twenty two camp tennis courts we have a hayden is a privately run recreation and to t so don't want is not unique but it's certainly amid a lot of the other towns like a burlington you know competes with boston sports and some of the other major  privately owned facilities the reality however of that good news is that recreation assets are expensive to build operate maintain we have new facilities such as the underwood national hockey rink harris field replacements and upgrades such as we're looking at doing with the tennis courts playgrounds harris field maintenance in fiscal year fifteen the town allocated eighty thousand i believe emery that's correct for you have to pay or you're not you have to pay a lot and i will note here that that organisation is a sports leagues have donated over one point eight million in capital improvements and maintenance of fields and facilities and playgrounds over the last eight years including upgrades that have reduced you know the amount of water they used to one of the fields and in the result in operating savings for the town ok so what are the opportunities for boma one is expand programming we are programming tends to be what we've offered for the time i think that there are changing programming at all the other towns i notice that many of them have a lot of programming for toddler and pre k as whether it's toddler soccer or even tennis or some of those things we don't tend to have many if any programs for that market although we've added a soccer one in the last i think this from term alternative sports like ultimate frisbee fencing badminton under served markets and then also boomers who want to be outdoors and may not want to do you know me now and then to fight with the senior center but want to be out doing more active things or doing cross fit or doing whatever other programs might exist i think we are when i look at our peers are we could we could we could look to them to to determine whether there's some programs that will work for how much we can expand ours and increase utilization weekends summers vacations one of the things i looked at was you know the thing about pool which probably cost the town two hundred thousand dollars operator toss a school department actually hundred thousand dollars estimated to operate and we generate minimal revenues off of the pool other towns try to generate as much as they can of the pools that i'm for example which has a pool exactly like our same color tile same size same everything generates about one hundred thousand dollars  in through nonresident rentals and through other things with their parties other types of things that they do with their pool  offer low paid per participant often or at least a percentage of with their revenues are in order to provide the space and the access to and they have programs of all sorts but also its  to these most of these third party up parties have programs for pre k through eighteen or even through adult they're run by professionals and they hire local students or other people to help out but it's a very successful in many of these other towns and i notice that they have the depth and breadth of their program is very strong and higher than ours and then charging not a market rate for nonresident rentals take advantage of our high demand demand for pools and turf and again i think we've identified it hit a bottom or we went to a resident and nonresident elite team for well below the market rate they swim their nine hundred seventy eight hundred hours a year  we never rent our tour field we don't rent it on weekends or on summer watertown which is the least of all to some of the towns that i looked at generates in terms of the wrecked apartment generates  hundred thirty thousand dollars a year from renting their tour field to be b c two hours a night off peak and that would cover the costs are our costs of taking bottom in the coming year will be that the debt service will be a hundred and thirty five thousand dollars so that would cover the cost of that we also have camps and fields fields in the summer and camps that use our facilities and schools private schools either facilities or under market and this is not about increasing fees to existing users who just ratcheting up fees on the problem we have it's about changing the way we think about our recreational assets in our recreational programming what is the challenges we need to understand our direct and indirect cost which we don't always know right now we need to identify and reduce the barriers to prevent effective and efficient use of assets and  right here ok well and we need to we need to inventory the space availability and we need to adopt a new mentality change the way things have done i heard a lot of i'm not we're not allowed to use this field we're not allowed to use this facility until a certain time or whatever and i think that that as well as just some of the the ways some of these assets have been and i found that we have so many internal issues and and that need to be worked out that we need to sort those out first i'd like to go back so i did miss a slide here recreation assets no that's not it or  is one of the things i wanted to make about one of the points i wanted to make here was that our our management has been a little ad hoc and fragmented there's been  no consistent written policies or priority of usage until very recently things have been deals have been struck that are not always in the town's interest maybe an individual or one person without a broader perspective on where what the town is looking for what it costs for the town to run a facility have made have made you know and entered into contracts and as a result there have been private groups that benefit for  t from public space without there's a lack of sort of the broader context and that's the thing i wanted to make point i want to make there so when i get to what the op of the challenges are it's changing some of those those those are the ways we have done things and that have evolved over the years from brokers so the recommendations are first recommendation is to hire professional recreation directors some of the ident some of the recreation to root degree in four to seven years of experience we can put him on a three year contract or do however we want to do it to set some goals for this person and i think we can cover the costs and then we can cover the costs of hiring someone within a year too have someone come in and really help manage this i think it doesn't make sense to hire a professional recreation director or change sort of the way we operate unless we can consolidate the management of town and school recreation assets and that doesn't it eight out of nine of the towns i looked at permit their school in town feeds the school in town feels together a lot of the large dollars are that identified we could be generating are coming out of some of the school facilities but it's not a core mission for them to go out and find people to rent the pool at night or to rent the field the harris field both john ta committee have been very supportive of looking at how do we generate more income off of these assets and what do we need and that we do it most efficiently so i think that's a simple thing and i really give them a lot of credit for jumping on it right away  the other thing that we're recommending is creating a field management committee which balances the needs of all users and has been effective in towns such as wayland wellesley winchester and burlington this field management committee would bring all the users so the school department the d p w each of the lease that used the the fields and the public and anyone else who has a stake anyone else is a stakeholder in those and they will work on policies prairies of usage field rotation when and how the fields will be upgraded who pays for it right now that's kind of ad hoc it's it's worked successfully for the town but it's not been sort of has not had sort of any oversight that's been more broad and on the use of it and the nonresident use i think that i think that the the as i mentioned before a lot of the lisa paid for the fields i think there should be a consensus among everyone in how those fields  are not run by their school departments they're run by some either the rec department or community use program or something like that the user base are complementary the user base and user base of the same and the seasons are complimentary in many cases they aquatics person who also teaches and generates basically can cover part of their salary all of their salary through the teaching that they do from year round in these pools and then lastly to formalize policies programming needs outsourcing you know look at the recognition in the rec department should be looking at you know what does the public want or need of what to support her want to be what can we how can we formalize some place policies hackney inventory the space lexington did a big study on their recreation area recreation consultant it did a study that was quite interesting it showed how the debt and how the demographics have changed and what they what people are looking for in a recreation apartment we can certainly look to that and we can also think about what is it i think again not by any sort of stepping back and looking at what is it that we want ok so what are the what's the bottom line here conservative estimate net new revenues of one hundred sixty five to three hundred thirty thousand for and within three years that's net of a new director and that of the programming costs that does not include tennis courts hockey rink field house or field fees does not include fees or rentals for inside spaces what it is what the drivers of th sleeze numbers are rental of the pools turf fields nonresident use and some of the dollars that have been left on the table and also new programming which is a very important part of this we think the potential is much higher our peers generate up to one and a half million of these in revenues without the same breath of assets and i will point out that our outdoor pool for example is that after pools in general are net again readers of funds and so we have opportunities there if we can leverage that so these recommendations we think are win win recommendations broader and more creative programming attracts more participants and generates goodwill higher utilization of fixed after assets leverage is operating costs market rates for nonresident demand generates new revenues and subsidize fixed costs and the result is you have more community engagement and additional funds to cover direct and indirect costs of or recreation assets the financial benefit is that new revenues can support recreation asset operations maintenance and in some possibly capital needs the funds currently used to support recreational assets can be used for other counties school liens and the cost to employ me meant these recommendations will be covered by incremental revenues which is a positive so again i'm going through this quickly because some of these recommendations have already been adopted by the financial taskforce but i wanted to make sure that we had an opportunity to discuss it and  i just want to give the board of selectmen they school department school committee kudo's for listening to these and thinking about it and actually starting to take the next you know what that was are you have to be able to provide the support for that and i think i get it that we can't make money is really a great this is interesting it so that's why i was saying we're not it's not about increasing fees is about looking at what our costs are because we are not covering our costs right now with our we are not i bring our and we're not covering the total costs we're looking at he would said in your presentation that's when girls make money for the the recreation budget part of the general fund budget currently clearly the fees that are charging meant to cover the operating costs that are contained in the general fund budget obviously there are factors such as utilization because you don't necessarily know how many people are going to buy pool passes how many people necessarily if there's an increase in camp participation so clearly you can generate additional revenue based upon volume based upon participation over what you originally estimated so i think clearly you want to make sure as and said that our recreational fees are adequate to cover our recreational costs the other aspect of it and for that i had when i said no i mean an operating which might interpret it to be more taxes and i would say that you know what i would say that in a recreation enterprise fund you know what they they include the cost of capital in that feet because that is then what they care if they are allowed to generate retained earnings which then people upgrade at their facility and that again we didn't we're not going to that model initially that we have a lot of internal an issue to look out if something and you know eight times rentals are going to go up over the capital costs and and they were able to generate you know a huge percentage of their of them out of the dollar amount of the upgrades through that so there it is they also offer a lot of free programming many i'm off for the easter egg hunt they do easter egg hunt they might do the christmas you know santa in the in the middle of town type of thing so those things are subsidized by other programs and other things like their golf tournament or their candidate or other things that they do to generate whatever ever ties they they do i noticed in a lot of brochures that people were supporting or there was an acknowledgment of people who had supported their team so that's another way another way to go here i don't think that's it i don't think that's a primary source of their funding but i think it is a way that they look at how can we subsidize a friends of recreation  is that is that saying that among other communities there is a relatively common model of fifty's that they have a place to administer this or is that saying that it's got the same relative number of f t s already is the communities we can do that if he were to add a recreation director i think the point of it was to say we have the f t s in place and other towns seem to do it every town a slightly different for example the town like westford does a lot of prayer there on a river they do a lot of proof so it's a different kind of effort some towns offer preschool or pretty like pretty precarious and aftercare and so it's hard to separate out the f t's always from those kinds of things my point was that if you look at their their recreation departments and then the the the f t's and their recreation departments it is there are certainly no more and in some cases less than what we have and they're generating more revenue so it may just be the way it's organized for the kinds offerings and again i think the just to be clear about the f t c clearly you know every community does things differently so if they end up hiring a significant amount of part time staff to help supplement the programs those don't necessarily mean they're f t e so i think we need to look at that and again i think part of the challenge is to determine what other towns offer for opportunities but also what they have for facilities because in some cases even though we may have an indoor and outdoor pool  don't necessarily have a great programming space to offer afterschool programs in a way that allows us to be expansive so i think i think i think we're all on the right track which is i think to take a look at what are the opportunities what are the businesses we may want to go into or opportunities we may want to offer what is the support that's needed to do those kinds of things so i think this is a good start and i think i think the superintendent may want to talk and you alluded to it that the superintendent has already made a recommendation to the school committee to take a look at the fee structures and organize them in a way that has a little more symmetry and has a little more balance to it especially for outside user groups  off the superintendent want to take a moment to talk about that because i think as you mentioned i think we've been looking at this and i think that's one step of trying to get this organized in a way that basically gets us to where we want to go sign off you know i mean it's fine through the the work on this with the finance subcommittee we have organized our fees differently for the upcoming year we believe like in believes that we should be really organized in our approach to how we rent our assets temporarily or preliminarily created for areas where we place who uses our space and categorize them first of all this the schools who use the space in any town groups that use the space in town meaning right department and then there's some nonprofit in for profit folks that that rent our space and we're looking at each of those groups differently and we're starting quite frankly with the groups that we believe are for profit and or  who pay people to run their nonprofit groups and we are adjusting to fees and starting with that one group we're not going to really move on the other groups or or discuss with those groups any change as of right now but we did want to meet with those groups so for example tony and i have met with folks from some of the afterschool groups that rent out space and also with a community group that rents the pool and have discussed potential changes with those folks and after we meet with all of them i believe to six or seven in total we will determine and put forward a recommendation for the school committee to vote on to increase the rates for those folks i think it's really important for the public to understand but we are we are expanding money when we when the rec department is in the schools we are expending money and heat and light that comes back to us in a different way when we rent the facilities out to our youth basketball space just to pay the custodians that money goes to the custodian but there is heat and light in funds going out the door that are at a cost to the schools so we want to keep the culture where our community residents get to use these spaces for for at the region as as much of a reduced rate as possible and don't plan on charging anybody right now differently because i think that that would be the work of this of ann's presentation to look at in the in a bigger picture  way but we are actively seeking folks who read our space or for profit or otherwise who don't just serve don't want residents that may serve folks outside of the town and looking to judge them differently  because we believe that we are expending more money to open the space up to folks than we are actually bringing back into the system so the saying that we have is we don't want to provide any space anybody that that will cost a teacher cost us the cost of a teacher we want to keep that money and have a go into the classroom so we look forward to working with a town group to pass this information on and to move this into a town environment where we're looking at the this process and in the bigger picture as it relates t fields we're proposing that the the committee the field used committee because there's not a consistent they're not consistent policies and there's not a consistent sort of priority of usage type of  policy but you know we're not looking at that i think the you know what we've focused on primarily has been how do you raise revenues from how do we acknowledge that we have assets that are in demand or that people are using their nonresident different what residents what non relevant are getting all the team that's renting the higginbottom pool is has residents in it but it's predominately not resident most towns have a very strict no over ninety percent resident over seventy five over six hundred  about all of their competitors pay a much higher rate at the pools that they swim in so it's a it was looking at comparing it also to how are they treated in other towns in the field usage and i mean my sense posing that we be looking at these things and i'm and comparing it to other towns who some charge residents an incremental fee for turf usage because there are there is a there's a cost a bigger cost to your fields  maintenance wise but in terms of an ongoing sort of perennial financing feel not all of them do some to charge for lights almost all of the charge for lights if someone's using lights so but what they do do is they also for off peak times for example we never rent our tour field not on weekends not during the summer not at night after that but not from seven to nine or whenever the lights have to go off after that the teams use it that's just not been a policy or priority of the and there are groups that come in use our fields and don't pay fees for them so if we if we rent in that when you said that there's no program the revenue of four hundred forty thousand report here is that net revenue or is that just to take into consideration funding the cost that we're not covering or that nonresidential you know they just we can make money and i'm going back to the point that the usual invoice we're talking about can we in fact generate net revenue i'm saying that's net revenue above operating costs above what we it's incremental revenue net of programming costs and the hospital director but it doesn't include the other meeting ends and other kinds of costs that we there's a high demand for for ice time or other abuse of that whatever salumi build there we have to wait we have to balance that against with all of these things didn't resonate concerns about the traffic look at that because it's a lot of it's changing you know i'm on the record mission now so i'm trying to work through that too i don't think that and i think that a lot of it is changing and really looking at everything well this is one of the things that i discovered in in looking at it when i when i referred to people saying we can't use this or we can't use that that there are these barriers to using facilities because frankly the record department doesn't have someone who can kind of advocate night vision in a way you know and so there's been that and so there's and there's also this perception that we don't have space we don't have field space we don't have and i think that inventory of space needs to be done because i think we have more space than we think we do if you really look at the schedule some of the programming that we've identified that we could add can be done toddlers in pre k can be done during the school day when other people are not using the facilities and so there are a number of i mean i could go on for hours about all the different ways you should generate know so this idea of an enterprise funding treaty yes well capture truly capture the expenses and revenues associated with those activities and i can see us moving down the road i think we have to figure out all of these things that are happening right now that are kind of  hoc and a little bit fragmented and whether we do it for the whole rec department all the facilities or for just the pools or just the rink or whatever that's something that i think we need to look at but again having a professional there to help you assess that and really understand how these we've allocated funds to basically to hire a consultant to do a recreation department to get some of the things that we were taught morning as well as take a look at what it would actually implement by and facilities recreat facilities management component so i think we're on the track to take a look at some of these things in a way that is done professionally but not necessarily initially by a recreation director but basically an outside consultant to sort of categorize and collect the data and come up with recommendations to see what things we need to get in order to maybe implement some of the recommendations or also just say that that we do use a senior center for recreation program currently  so i think again i think it it it's it's on the borders like we've made it a priority as well as taking a look at all the financial taskforce recommendations clearly this was brought to our attention as part of the revenue opportunity sub group there are recommendations that have taken place in the capital that will be worked on mark mentioned those a few minutes ago about in particular about the skating rink and other opportunities for some of the other assets that are in need of rehabilitation so i think we're moving on several fronts to take a look at the recommendations this is one piece to hire someone to come in and take a look at the things that have been proposed to see what it would take to do it what are the obstacles what are the challenges what are the opportunities  and to see what we can come up with a plan and frankly it's going to require the recognition in collaboration with them to sort of what businesses do we want to be in or don't we want to be in and what the impact of those are and are the remark about the fees charged to families is it i think it's a longer term issue but does it make sense really the some surplus for the soccer people for example to make such an investment in fields or some other leagues i mean the question is should they be paying and we don't want to do it now because they've brought everything up as great quality but down the road is that something that we should be doing independently on at home where does it make more sense to charge some type of field fees to the town so there's a more rational decision made as to which resources need upgrading i mean so these can all be and they are all town assets but my job as a superintendent will be to make sure that we're always advocating for the main mission of the belmont public schools which is to make sure that the spaces available ready clean to our students and our student athletes and so i think a lot of what nation on behalf of jim davis in our building principles about how we utilize the space and when those open space time slots are to have the space should allies for different purposes which i do believe there is time slots available to use for different purposes but i want to keep in mind that that the schools are very much primarily concerned with making sure that we have our fields but available for our student athletes are on the story is available for  driver etc and then after that we're creating space that we can then use to rent out for the purposes of hopefully offsetting some of those costs at the same time so i look forward to working because i do believe that this potential revenue here and i don't believe it's revenue that it's new money but it's new money that would go after all the expenses that we've been continuing to watch money go out the door so this is really about offsetting some of the expenses to town that we have been incurred with the bringing sufficient revenue in into laurie's point the the youth groups have been exceedingly generous to the town without creating fields and supporting different parts of  a one time funds to get things to happen but it would be nice if we could look back in ten years and see that there's some some money collected in you only to be put into some sort of an account that a group of folks at the town level could look to see what  operated in a in a scheduled way and i think that would benefit all of those uses it would benefit sarka folks the basketball folks so we look forward to partnering with that as well but we will we are having conversations with some of our groups that rent in the next two weeks and we we will be announcing new fees in the first meeting in june not for the b y b a not for the sort of folks not the folks that are our town members but for some folks who who run to we believe forward with a field use committee which would start to look at some of these priorities of usage for example in every town that i looked at they had very strict priorities in the school fields get school time first above anything even if they're rescheduling again so there's a lot that needs to be worked through that and i have stacks of policies and that kind of thing that work for for all of the different accounts of the and the field use committee with and also look at all of the fields and how do we you know how do we move forward which one need to be rested which ones should be upgraded how is that going to finance it could be eight but it brings everyone to the table because right now it's the baseball league going to the d p w and then the soccer league and and there's not a  consistent or sort of an overview of what's happening and whether that makes sense and works for the town so and i think it would also focus on you know when when we would have nonresident usage of ale one and frankly a lot of it would bring the schools in the town together which they haven't been in terms of usage of fields and there are fields a could be used but because there's not really a sort of a way to negotiate or look at that usage it hasn't been it hasn't happened you know be curious interested learn more about the field names with community but from some of the communities who don't the cannot know for purpose of that would also be community education or adult education which has some recreational activities and they're very sure that certainly do have people who are using spaces and not in terms increasing charging to people but sort of a whole big matrix of who's going to be using very well in in the towns that i looked at there was a representative or anyone who had the same holder as anyone with a stake in using those facilities so each of the leagues each of  leagues had a representation the d p w the school department the you know just that sometimes there was a slotman or whatever any other community used programs and then really what it is is bringing all of their schedules and and it it helps with an inventory of what is available to be used on on some basis and what could be you know and again when they're they also then are you helping you are helping each other understand what they want terms appeal and citron of it just gives a broader town i mean not the public schools but private schools using those facilities whether or not the opportunity is now to ask for any support for rebuilding things like tennis courts i mean again i think it's a longer term things but if there's anything immediately while the window is open i would urge and so that's why they provide those fields and there is an opportunity here for us too because we're looking at at the mansingh a complete rebuild of those fields to go and ask them it's it aligns with their interests they use the field prime time during spring so these are the kinds of things that we need to think through and really go after and i think we propose that we go and ask you know belmont hill for half of the three hundred thousand dollars to renovate the p q forts that they use i'll leave that up to the slab and i think that there's an opportunity to go ask for those kinds of things where our interests align and i think that's one thing and now my days as our ports on are not as extensively and again we don't charge market rates for things that are in demand so you have to know the value of those assets outside users whether it's tennis courts pools turf fields and then and you can get a very good idea of that by looking at our surrounding communities who are not shy about charging camps and information with regard to tommy approving c p a funds to rehabilitate the p q tennis courts belmont held does have tennis courts there interior tennis courts they used p q for spillover we did talk about the opportunity that says that would be a nice opportunity for them to maybe provide some funding towards the picu tennis court rehabilitation they will take that under advisement share that with their board of directors will see what that yields the thing that they're going to do force is which hasn't been done in a few years is update the in kind contributions they make to the town because that has not been updated but again i think that just you know to make sure we have a broad understanding is clearly non profits such as belmont hill do offer their facilities to the town of belmont or softball fields or other affleck opportunities so again i think you are that there has been some kind of collaboration where basically may let them use p q tennis courts a spillover but they also let us use their facilities for recreational programs so i think they will update that list and we'll see what that looks like but i think there's been that kind of practice that has basically allowed us to do some programming that otherwise we would not be able to do because we didn't have the facilities so off to take that in its entirety and take a look about what that means and if we that isn't a capital contribution then we should be looking at these anderson and they provide that but if they are booking the courts for those period that period of time then perhaps they need to pass at an appropriate amount if look at all the other questions on this  ok just briefly i mean we can track one of the future activities of this new task which i've heard from some of the working group chairs that we're going to continue to operate obviously capital is continue need fear is that how we drawn from this group to keep the peace keep a focus on the recommendations and i think the business of the task for us in the recommendations isn't over because we operations from an innovative innovative perspective we had a bunch of recommendations there within the schools i mean there were a number of reports within the schools and i'm not sure what the plan is there i mean i think the community we  obligation to this community that supported the override you know just in general just the entire community as well that the work of the task force does not end there that we have to continue to focus on those recommendations and try to execute on all of them if not many of them so thoughts about how we move forward folks  i think it's important to note that the the school department is is going to make sure that we're fulfilling our obligation to review some of the recommendations special rock especially around special education spending and how we can organize that work  and it should be noted that when we did finalize the amount of money for the school budget next year we already gave back one day one hundred thousand dollars in the savings from the health savings and the school side so the recommendation was forty nine seven seventy and our budget is forty nine six sixty so on a good faith effort i think the school it's ok for the school to say aloud that we have already made that initial step to reduce our budget for next year and if there are any savings we promise that we would make sure that they would into that account on behalf of the schools and we will look forward to coming up with some strategies and solutions to some of the issues especially around the accounting around special education which i think were primarily committee based hear a lot of members of the board to hear a lot around the compensation structure whether in fact that can be changed i don't know but we can't lose sight of that other world really well written for it with significant recommendations we can't just let that dr capital what we've done here the financial taskforce is identify the outstanding issues and in some respects prioritize the outstanding building projects but even in the last few months we're made aware yet again of the huge costs that are coming down the road as you know when we look at the need to do the fire alarm system at the high school and immediate need for the big take it on it you know big ticket price on million has to be done when we look at how we're going to deal with the overcrowding in the schools there is no cheap solution and so whatever we do is going to cost a lot and all of that is capital and so i think we do need to continue to meet and we need to continue to address now in a way three different categories the outstanding building projects that we know the high school d p w police department library etc the so called pay as you go the yearly capital request from the department heads and now these other what i would term extraordinary requests such as extra space for the schools or a fire alarm system or whatever else is going to come up we don't know  the very things that you're talking about those of need to be part of this particular group are going to be part of the capital budget right in the same thing with the school committee doesn't need to be part of this group look at the school committee have a subgroup things whose function is to look out to the the only comment i have about the task in iraq and in the override itself is is obviously that that that whole situation was very contentious and it was very contentious because the town is divided it's divided among people with kids and school people that moved to town because they like the location i've said it of you know a bunch of times i mean question straight from he's got two million dollars into his house i've got sixty five thousand into mine ok i think we look at what we expect from the town two very very different perspectives and what concerns me is that there is nothing going on to look at how do we keep seniors into what what programs what what what what sort of thing i mean if we sell our house and move from trying to keep seniors in time and what sort of programs can we institute whether they be you know something with california or something some states don't charge a school tax for people over sixty five or i don't know what systems would work but i think that needs to be at the liberals who put together to look at how do we balance the needs of these two  p that a little bit more to the point when we need to do the dead exclusion for the high school we don't want that kind of contentiousness and the ugliness that we saw and this over right we didn't we can't do that know it's was pretty bad so we do need to find a way to prevent that from happening again and yet be able to move forward in a properly funded schools and appropriately find capital and everything else in need to you to do that it's one think about how we move forward on those recommendations oh i guess the question was when we put together this task force and this is really a question for you david how was the goal to my understanding was the goal was to examine the tower look at the issues see what what what what were the structural needs and move towards a recommendation which which we did for better or worse a big part of that was the overriding we can talk about whether that was a good thing or a bad thing the question is i agree there's there's other recommendations that we've made that we want to see implemented you know i just don't know how this does this body stay out forever does it not just do other because a very emotional issue and that's unfortunate that that this task force did the work it was necessary time look at the issues would not work is not done to ask for the additional increase in taxes look for ways to get your fire anyone on either side to meet the person who should have been if we can always we can disagree one another and it's a democracy and the folks that support what i get in they could vote if i decide to run in the spring don't vote for me