about and received five hundred twenty five back which is think the record for us we process seventy today a lot which is great people are getting and engaged but if you haven't voted yet come to the senior center tomorrow  members of the council probably saw the you launch all resident voting charter commission home page today so it is up and our call for participants is out to the public the draft charter is up there but obviously you haven't approved that yet so it's marked as draft intention is to bring back appointments once the councillors have been able to that candidate sort of people are interested in serving on our charter commission to consider all resident voting encourage you to go to the website or come into  team have also recently launched a recreation survey to ask the public about programs they would like to see across the lifecycle and across sports and arts and culture in different ways for me to connect so it's linked off all of our social media platforms our website all because some from point four hardcopies will also be here at city hall at the senior center at the library etc it will be up for about a month so we encourage people to take a few minutes and tell us what they want to see from and the chair in the mirror interviewing derby alternate candidates we haven't begun see in that position so we hope to bring you back in a point here at your next regular meeting and then i also want to share that spoke at the northern new england international airport was going to release the updated noise exposure map in the beginning of december that's the new map that will take into consideration the f thirty five data and the contour of the revised contour lines that has been believe at this point thank you for your patience with our technology transition you should have seen a counsellor should have seen the proof point e mails in your inbox is so thank you for cooking through all of those to wait lists the emails you want to continue to receive and just a reminder that we will be transitioning to exchange next tuesday the thirteenth so we're going to flip the switch at six thirty am g mail will be discontinued and will go over to exchange later on this week we'll be sending you kind of tutorial document  blog on your web portals so it's pretty self explanatory angela and i have been through it a couple of times it's very doable but there will be a change for you while we will also have some quest after here all day on tuesday so if you do have any troubles feel free to call myself oriental or paul and we can get you connected to that stuff person just rude reminder we have a special council meeting coming out on tuesday her tuesday november twenty seven seven pm that's a special meaning to think to consider the documents related to the global settlement district and then on december third to your next regular schedule council meeting obviously that will be budget night  our auditors have called to our attention that we have not been convening you all as that board of trustees you have been taking those votes as part of our regular budget process so the intent is there it's the same humans phoning in there in your respective roles and it being done in a public meeting but our attorneys are saying you really should convene as a trustee board like you convene as a liquor commission so on october third i'm going to recommend that we convene that group and we can all get on the same page there i don't have anything to report to us last week there's planning commission meeting progress continues on the useful plan and i think again what the goals the council really the planning or excuse me the housing commission best fit in from a policy perspective balancing the side replacement ordinance versus inclusionary zon in my takeaway from that meaning is that the goals as they were set forth were more appropriately addressed in eyes the inclusionary zoning in there's i think a proposal the sort document and in my meetings with the planning commission i have pushed an open door to say that the that's what that was if you guys think you need to propose some tweaks to that you know where they found in some of the language or things that they thought didn't fit together that they should feel free to use propose those ideas back to their writing in a small plane and so i think we're going to have that i don't think it's any kind of huge drastic departure by any means but i think some of the couple of public statements getting questions about it we remain committed to working with past volunteers to map out the future of the mean in the festival pumpkins in particular in the city and want to give just  who really it's a year round endeavor her the amount of energy and time it puts that she and others and season's greens have put into that to make it in the event that it is every year and the scale that it is  official statement we are working to ensure that something that's going to continue into the in the future for the community would also means is up to that continent down it means other people have to step up the same people can't do things i attended the community service commission meeting over twenty four and there was a good conversation about the need for putting in place a survey to understand best what programs should be the friends of the new school library and you will meeting as well and just want to give kudos to that group and remind folks that the friends new school library is a non city affiliated nonprofit entity that raises funds to do targeted investments in library speed as quickly as possible so i think given the material that we provided to you in a few minutes to add anything from any questions concerns comments from counsel new questions concerns comments from the public me so we sent a memo in advance of the meeting i imagine you all at a chance to read it so i'm were happy to answer any specific questions that we have or that you have and then i can speak a little bit about that the current financial picture for channel seventeen but the overall big picture about the for the those quality in the quantity of service that we deliver to you i think you are firsthand knowledge of what we do a chance seventeen i think that going live although tonight we're not life has been fairly successful for this city and when we look at when we measure that success we're not really looking necessarily at how many people watch every meeting but there is a range you have i think a growing audience for the live programming but when there's an issue of real concern that's where you see that many people are tuning in not just live but to the archival footage as well so this go to resource the channel seventeen as established to be holds true as it has since one thousand nine hundred you know when there's an issue of concern we're here and you're here remember ok great so since nine hundred ninety we've been concerned about the declining cable revenue and you know when people say they ask us about this it's been thirty years  that that non cable companies have been in the space of providing video services and were searching to see in the comcast realm a link to telecom is holding steady but your serve currently by comcast and when askey there's been this sort of flat revenue and that's it and in the last quarter for example when you would see a lot of a typical increase because college students are back in town there was a a less than a percent decrease in their revenues so we're just sort of seeing this slower rotation and we know that and we've been working to diversify our revenue in variety of ways as i outlined in the memo but in the beginning of january  made a major adjustment due to their accounting practices which we just were able to confirm was a one time which resulted in a fire fifty thousand dollars gap in revenue for channel seventeen and so this is an adjustment that that we could address with the help of the member municipalities of each of the member municipalities increase their contribution and in the case of women ski and the other smaller communities would be from six thousand to twelve thousand dollars a year and i don't need to go into the math of the value of what we provide to you because i think you understand the value of what we provide so i won't make that financial justification but we did confirm that that was a one time adjustment on the part so other than the regular kind of a rouge and of revenue that we see that we're addressing bringing all campaigns essentially in effect really building up our annual giving and membership base sort of like from a public radio you know sort of in that model that model we really need to move in that direction as well we're asking if you would consider in your budget process to increase that the very generous contribution from six to twelve thousand dollars start off to by saying we are and i hope you get to see the messages we've filmed here and at other points in time we've reflected on the value of what you bring turkey mean in terms of information access to people to engage on issues in a way that's meaningful that they otherwise would not have it's astounding to me how many people come up and tell you that they've watched a meeting or that they regularly watch the meetings some people tell us that you know they do it when the baby can't sleep because of the drove our voices but in seriousness there is there there are adequate words to state how beneficial you are as a resource to our community in the value that you provide so first off we are just in insulated appreciative of all you do thank you very much and and we know that you do a lot with a little in the budget is reflective of that so thank you and to howard we appreciate all your time as are present on the board i hear generally do a really good job too so we are very appreciative all time effort energy that you put into it know that you bring up professional winds to it as well and we're really appreciative having such a qualified person to do it i think you know and for the request and certainly something we could take under advisement and especially as a long time it can be something we can look at reserve allocation potentially for so we'll have that conversation  work i don't know what with attorneys merging some technical operations i'm just very well aware of those conversations that between those three organizations i would imagine the time of constrained resources we've we've discussed the question of merging our overall operations for i would say about seven years and what we were able to agree on was merging some of our technical operations so we built a technical hub at their location in the media factory and on one avenue and then bronx in telecom provided some dark fiber to us to connect from the old north and to the south then and instead of buying our own standalone playback system we are we bought into their playback system so we're in the process of completing that transition of the playback system but it is contingent on this technical hub that we've built together which is quite an accomplishment and so there's you know cultural questions you know ultimately we're all in the same business and the question of merging our operations must remain on the table and in my experience they do stuff like this sort of build everything but those are don't hesitate to let us and dan in particular now that there are these programs and these things happening because we're happy to know about them and promote them and you know what this community  you just mentioned the erosion of the comcast revenues that obviously have an impact on the fees that they pay you going forward do you see that a religion growing in is out of concern yeah i think it will increase i think people are cutting the cord so to speak so i i don't think it will be as precipitous as this five percent gap adjustment that they made which was resulted in fifty dollars but it's just a little by little our annual campaign at the same time i didn't go in we didn't go any detail here but you know the technical needs and the technical infrastructure channel seventeen is only getting more complex and more expensive it's pretty remarkable actually as you said that we're delivering the volume of content that we are for the price and that is a huge credit to the staff and the board it's a remarkable group of people and i think you know  we're going to be waiting for those wineskin more than one results are going to take a really long we had some conversations about normal park arm and interestingly and respond to speed on this we met with the folks at redstone last week and there is a willingness to help us create year and certainly on the front end and the back end of that in terms of keeping activity keeping trails maintain the purchaser has been instrumental in the really critical on helping us get through that pretty significant project and keeping things going i mean i think that's  disrepair based on the water coming up and down it's an accidental really look for you know whatever it's washed out we're getting e mails and phone calls about it's going to get fixed so i think this could be an interesting opportunity to move it to a space it's going to be a little bit more protected and here we have those assets and i just want to express i mean i do think that there is a space for somebody and it's happening in rural communities really are struggling economically to trade or reinvent  ok so we have talked about this a couple of times obviously this doing this wage study and compensation plan was an operational priority for us during our goal setting session  this is really a key step we feel too as we've professionalized nonunion portion of our workforce obviously and you'll hear more of this from julie but a significant portion of our workforce is unionized and then  significant portion is non unionized and we believe going back to the records there are we have not done a comprehensive study of our competitiveness our competitiveness and our equity across positions on the nonunion side since talking because julie has spearheaded this effort and done a huge amount of work with angela sopore and she's on the support as well so the credit really goes to the three of them for putting together these proposals of the fiscal year and the whole chart is updated by polling only the steps across are about one percent between them and the way we've placed positions in the service of gray shirt to this point is by looking at and you can't position one so we place it in the same grade and then compensated based on that range the personnel policy references classification but it doesn't currently provide us any guidelines or specific definitions on how we place execute our wage plan now for one we have far too many grades for the population of the survey of thirty five positions and fifteen grades and said that coupled with the way that we place the positions in the steps and grade scale we've ended up in a scenario where we have  some grades with a number of positions in them and some great with no positions in the at all so clearly we don't have the right ratio grades to the number of positions that this plan serves not all over nonunion positions are currently compensated within the steps in grades chart that we have there's no policy that explains why it's at this point and the placement of positions and steps in and the steps and grade chart we currently have is definitely open to interpretation and so making assumptions and biases because we don't have a a standard criteria that we grade these positions by there's no policy right now that guideline guides us and terms of placing positions at the time of hire or at the time of promotion and no guideline in terms of when we have a significant change to a job description how we handle that as it relates to company compensation and it's just you said it's been ten years or more since the steps and bridge has been looked at  don't know that it's ever been compared to the market so we have not done that we also have a scenario where we treated our part time positions on full time position differently so there was an assumption or a school of thought before i came to the city  concerns over the last couple of years i set some specific goals to try to resolve those one of course is to look at state and comparative data to develop a system by which we place positions using a common tool and standard so you know as i consider those goals i reviewed all trip plans i had a lot of conversations with my colleagues both in the private sector and in the public sector we gathered rage data from the remote league of cities and towns and the and then i began to develop policies based on the best practices and my goal was to go to develop policies that clearly define how we address wages throughout the employment cycle from beginning early coworkers and asked them to participate in this project by going through a city wide job description update so we updated the form of them our job descriptions we created common standards that tie the job descriptions back to teach vision pla and include diversity in equity language including teamwork and customer service language so that that's included all of the job descriptions at every level across the across the city we also created  equity language as it relates to minimum skills and education and each job descriptions are of a position for choirs and bachelor's degree we added languages that bachelor's degree or equivalent combination of years experience so to intentionally to open the door to folks who may not have a formal degree but who have the same skills that they've obtained and other ways and then while we were working on the job description  first we define classified versus non classified positions so classified as sentient just means classified into the nonunion which means it was a way of defining which positions were in this plan versus which positions are covered by some other plan within the city w included dive in job description so if i win the lottery tomorrow and go away the next h r manager can pick up this information and know how this particular position is compensated this plan also interact the process for place curve this plan also addresses how we use compensation as part of recruitment by setting some structure around where we place new hires in the paper land and setting limits on that it continues to recommend any step increases and has parameters for how will that only positions when job duties change and how little compensation when someone has promoted to a new grade or voluntarily demotes to another grade so we've outlined all of that the idea here is to level the playing field as it relates to salary conversations to remove as much biases possible so that the compensation is based on the work that's done and the skills required to do that work so once we ha own position and as we did that we constantly went through the checks and balances process so with every position that we created we went back and looked at the previous positions that we created to make sure we were treating them similarly if they had similar or what have you and then we checked where they landed in the current wage plan against what we knew to be in the market for that position to make sure that all of those things lined up once that was complete took it to jessie reminded us today why and looked at every single position and an internal logic would be revealed then we compared where those positions landed where the current staff salaries were and found that sixteen of our positions were below the period developed in the plan five of them are six percent or more below the new range five or five percent or less and there are six positions that are from five percent or less below the new range summer and we've had some great protection we got staff and we we don't want to ask them to continue to reapply for the same job so we're looking at those in the regular positions rather than temps and seasonals there are fourteen positions that are within the range and five that fell about the range six percent or more below the new pew range our recommendation is to adjust them at least fifty percent towards the minimum for after nineteen and then place them in step one of their new range for affluent twenty employees who salaries are below said if you get your c d s you can go up to it you know two so in theory we could have all you know twos and no you know ones with the thought that the more qualified staff we have the better able we are to deploy our resources in a variety of more efficient ways same principle here you know the chief is talking about rewarding staff it's also a way to build up skill sets across staff so when there is a call and there is only two or three people responding those two or three people are as trained in a variety of things as possible and therefore the residents are getting the a part time so there's two classifications of firefighters in this plant is part time firefighters which is an interested community member or somebody in the end that wants to to come and join the team and will provide the training she talked about and then to cover more suit really the requests for you tonight the personnel plan and the charter as outlined your action if you so choose is to adopt the two different policies in one step and then also approve  updated job description purposes funding sources and classification which is again as outlined in the personality and we're happy to answer a lot of want to say thank you very very very much for that process and i think that regardless of what conversations unfold or reflection of people i think we all recognize that the city's greatest asset is the humans that come in  buildings every day providing the services in the world to the people that we can fund stuff right we can put money into bins to be used but it means nothing if it's not being executed well and professional manner and we're incredibly appreciative of that work every day and there's been broad recognition as a city that this is something that's been over to so thank you for putting your really great i've written into this plan that we do that every three to five years but you know that could be someone else's responsibility and maybe something that happens it may not be so at least as planned still to be sustainable and continue whether or not the city goes out and does that mark something clear consistent that the employees have access to that they can look at it can look at their jobs they can look at where they're going anywhere physician and to some degree they can also look at the steps in green shirt and other job descriptions that may help them plot out where they're going to go next within the city all of that helps with retention all of that helps reduce the turnover that works period same turnover is my primary concern because it's expensive it takes between thirty and forty five days to refill the p decision to not a we were trying to stay within budget for what we knew we had for this year and it just people who are below that six percent percent are below the range and not touch the people who  zero to six to five percent below the range so once you actually start adjusting everyone to be equitable at step one of their grade that there becomes a bigger impact i think it's important to note for tonight's discussion what we're asking you to adopt is the policy in the framework you know how are valuing positions how the positions are talked about what grades they're put in etc it is still our obligation to bring you back in f y twenty budget that meets your financial goals so while this is currently our intention and certainly what we have talked to staff about it is still ultimately the leadership my responsibility and leadership team to responsibility to bring you back a budget that's according to your previous goals that make sense to that plan could change depending other budget decisions i knew when i ask you to vote on that dollar amount descriptions and like how you figured out what three folks should go into it is there like a sort of a standard profile or regret type like to hear here illustration  the measure of the successful or not our attention turns money isn't the only thing that keeps employees at a job but it certainly is among the top two or three possibly i also think another measure of success for both pay plans nonunion and the higher pay plan is how how our employees move throughout the system so one of the things julie was very careful in building out in the system was grades that overlap and valuation chart with the job descriptions that show employees how they can advance in their career within the organization so i think a measure will be how many of our employees move up in grades or up in positions over time as opposed to coming here getting really good experience and going to another city for that next professional move if they can see a path here that they would stay and keep that local expertise here i think we have some great examples about on our team already we also have some examples of that not where we haven't been able to retain somebody and give them that next growth opportunity similarly in the fire department you can come in as a community who wants to serve and wants to give back gain skills and grow in kind of in a in leadership positions within the fire department because you have more skills and are able to operate different apparatus do different technical skills do different trainings so i think it's both that retention but also promotion within the organization its impact and it success and i think because of changing workforce there are graphics in the back of people just don't have an interest in staying in jobs as long  with our surrounding communities i mean even with this proposal our our ranges are below the average for cities and in county so i worried a little about that because i think you know i will use me so as not to put other other staff if i were to compare my salary to city manager salaries that's not what i'm going to get my professional satisfaction i'm going to get my professional satisfaction by being roughly across the state and we don't have that luxury on the city side we really have to draw from our tax base within the city boundaries and we have to i think our compensation i do think we've got a valid excuse to conversations for action and in the secondary piece i just want to bring out in this is kind of large philosophical stuff for us but i just we i don't think we can take an action for this if twenty percent of our positions go through turnover and they will basis and we're spending thirty percent of that position on managing that turning over this is a smart investment for the taxpayer fiscally responsible but i also do think that we should pay people what they are worth and i do that and i do i mean i'm interested in comparing yourself to the surrounding community it's because people's cost of for the questions comments concerns do the next question for the body is it number one is there any financial discussions do come later when it comes to dollars and cents this for the at least an active framework in the budget to be constructed based off th the agreed to contract that is presented here before you do you need ratified it on friday morning so it is done on their end and if you i'm happy to walk through the significant concerns here but if there are if there is a question about whether you would approve it i would i would suggest that that be done in executive session first just because if we need to go back to the table that could  so we included a provision we agreed to prevent severance provision for dispatchers of the city discontinues providing that service a severance opportunity that would be provided to those dispatchers who are laid off the condition there is that they are employed on the last day of the layoff so this ensures the city some succession planning so if that transfer is to happen we are able to maintain our service delivery until that last day and then the new organization picks up from  there we move to a model where holidays a are paid as they occur in the previous contract people were allowed to carry forward their holidays so it was creating quite an overtime and scheduling challenge lee with this new model the holiday is compensated on the day it happens and releases us from that scheduling challenge we had a real view of equity going into this contract a goal of  treating our police officers and dispatchers the same as we treat all others in their previous contract had a health insurance cap they were if the cost of their health insurance one above a percentage of their salary they were kept out so they were actually paying less for health insurance than the rest of our employees so we're incrementally stepping up that cap to parity across the organization we discontinued the practice of the city paying for the union dues  was something that was entered into the contract in the last negotiation session although we can continued our commitment to paying the civil liability insurance which had been the city's intent from the beginning so we are achieving that by paying a lump sum towards that  criminal liability insurance but discontinuing the practice of paying the dues and then it's a three year contract we created a safety committee and a labor management committee which are best practices that for wage increases as opposed to just additional increases on top of cola to again look at parity across the employee groups is that anything significant i missed who moved forward we have issued in the last since we started meeting in april we have issued an r f p for technical assistance which is really the consultant who will finalize the development of any county public safety authority look at technology look at standard operating procedures look at staffing look at location really all of those technical details that are required before we actually flip a switch to say this new organization would consider was great and we got a lot of incredibly useful feedback from them through the process and at the last board meeting the board of directors voted to approve the toward the contract to an organization called i expect consulting which is a consulting firm who runs regional dispatch centers across the country and has done this kind of integration before the total value of the contract for a fly nineteen is one hundred thousand dollars that would need ski portion of that is the six thousand nine hundred twenty six dollars according to our population size it's a population formula so as this is and it we did intice a paid that this was unfunded one time cost so we're asking for fun balanced do this as a significant caviar to that i will say that this is the first step of that those start up dollars that we will need over time  and we will need to think critically as we go into f y twenty of is that is that those additional start up dollars we need to continue this work into f y twenty dollars that we build into an operational budget or dollars that we use one time funds to pay for just a reminder to the council and for those who are new to this conversation while the funding model has not been approved by you yet and that is the final the vote you would need to take to move to regional dispatch  the concept is that the communities that choose to move for the first two years of operations will transfer transfer the money they are currently spending on dispatch services to the new entity to find that and then in year three that funding formula will be adjusted based on calls for service so there's a question about is this a one time are these sort of costs a one time expense or an operational expense  is some projections and we certainly have those but they're going to be projections until i experience up and running  said so yes they responded to an article that had the scope of services that's attached here the contract has not so the board has voted to word it to expiate but will not issue a notice to proceed unless we can get the lot of references to services that would be consolidated versus services that would stay local and i don't need to in my mind a reason to do this there are two reasons one to improve the quality of services response time but also potentially become more efficient in operations and that people pay services and so i don't see th study necessarily bringing back recommendations in terms of there's efficient use of technology but not necessarily efficient use of personnel and so i'm just concerned that the result is going to come back said yeah we're going to get this report and it's going to result in a pretty high risk so a couple of points megan and these are really things i've heard from chiefs of miss speaking here correct me so i think that's a i think rick and i share that concern and one of the things that i heard the chief say often through the review process as we're looking at the consultants and sitting with the other chiefs from across the county is this is not we're not interested in how you coordinate six community's efforts we're interested in building a new thing and that the six communities will have to figure out how to adapt to that new thing and i think that that's something rick really emphasized through the review processes a consultant who's just going to come in and put together binders of six different standard operating procedures isn't isn't the effect we're looking for here i think the challenge for us specifically and when you ski is that we are the only department who is considering moving that doesn't have that in ministry of support for the police department or records or tension clerk or something like that so i think the challenge for us will be when it calls in our calls will be if we go in this direction the calls will be moved over but in terms of preparing for court or working with our officers here or doing scheduling our parking ticket reconciliation or administrative tasks our dispatchers are currently doing other dispatchers in the county are not doing because they have other and ran straight of support that's going to be the challenge for us and  and i don't have good answers for that yet and likely won't until i has a model of yes they're going to do this part of the court tracking process but they're not going to that part or this works with officers in this way the courts are super super officers in this way but but needs dispatch support here so i think that's going to be an ongoing conversation and i think because we're in the commune he that doesn't have that administrative support on rights really been carried the mantle of again that this is not a collection of other processes that this independent body will now administer this is a whole new thing so we're very we agree with you and i are and are very focused on i'm thinking about that capture that sometimes i listen to you i'm going to carry that on that street so we can just look at you know five years from absolutely that we have to look at the entire category and then we also have to look at how that really is for other assets that you know are water so i think what sort of looking for some feedback tonight is based on the summary sheets you know what kind of information dish will information you all may find helpful for that's sort of what we're previewing here tonight is the organization of c a p so just to say that a slightly different way you know in the past or last year i don't know about historically but last year as part of the budget you received a ten or fifteen page excel sheet of all of our assets divided know over over multiple years so it was it was hard to understand i thought what what these kind of what we were spending on each category of infrastructure type so john bring his expertise from doing c r p planning and other communities and has built this model so so as part of that for twenty budget process you'll receive an entire c r p across general fund waterfront wastewater funds that's a lot of information so we wanted to start giving you what this model looks like so you could become familiar with the spread sheets and then understand how you know these documents work together so the document that looks like there is little one is the cover sheet to the general fund see ip all you will see on the sheet is not all you'll see what you'll see on the sheet is the revenue the different asset areas will be done in the years worst for specific we're talking about but the high each of these asset areas is detailed spreadsheets that categorize the entire fleet every street in the city every waterline and city etc and we can certainly dive down into those as part of the budget process but want to kind of outline that process to you i think it might be helpful john if you just walk on table one specifically walk but it will extend life payments you know five years and it's the the idea of keeping good roads in good condition so we're not getting to that you know steve to rehab we can push that  so that takes us through the philosophical underpinnings of why you put these things where they are which is really great could you guys walk through because like the column headers and explain what you each c especially for recognition the two of you didn't see the old she either or approach or in any kind of past way with how we show you know reserve expenditures now how we budget for the capital budget w balance the use of reserves against being a potential increase or expenditure of the existing tax rate and how do you plan for that expenditure over five years so for example and again not looking at these  numbers these aren't necessarily the right numbers but if you look at three for example we have twenty street preservation we have twenty thousand in reserves the total project costs of twenty four six so in this line where we would be recommending the use of ten thousand of those set aside reserves and then the balance in the f y twenty tax rate allocation and then you'll see that in future years we're recker recommending each year we reinvest twenty five thousand additional money into that preventative maintenance target area so that's how you can kind of see how that we're trying to build that model of how we're going to invest in our infrastructure year to year and then also call out what we're actually going to do with that money so we can start saying to the public yes we know your street is a pain the condition index of sixty nine we're not doing it this year but here is where it would be on a schedule out a couple of hears and and and just one more reminder on this and then we can move on to the definitely unless there are other questions we are building these c i p's outside of the main street and pool process alternately of course those will be integrated fully into the city wide c r p and then related that service but as we made a commitment to mainstream project not to use our our existing c ip needed for all of this other infrastructure dedicated to that we're really focusing on the build out of that separate from those two capital project just function and where is the money going and i think this is a more meaningful exercise and i think somewhere we need to bridge we need to have that opportunity to acknowledge what we're not funding from a capital perspective that makes sense this is really this is exactly what we would look for is just as it is is a lot of information so we didn't want to give you the whole thing on one night and be like very anybody can write for us some of it's going to take i think when you have so so at our next meeting we will be bringing you an f y twenty budget and that f y twenty budget will reflect revenue streams and expenditure streams and these two projects these two so we just talked about the c i p and our regular infrastructure planning this is the other half of that equation and talk about this a lot so we were were trying to take your temperature a little on given what we've heard from you i e move quickly ahead with the pool we now have an engineering contractor we've had the kick off meaning we're running full steam into full design on the anticipation of taking out upon anticipation of the spring and then a bond in the summer to pay for the construction starting year cetera same thing on the main street side to do the full engineering all at once is a fairly large contract it will require expenditure of that debt in f y twenty and here is the model right now here is the model we're looking at building into the f y twenty budget that includes a lot of some sions for example tolerance to go to the public and ask for a lot of options rooms meals and alcohol and sales tax and then at the bottom what the tax rate increases which is four point six percent in f y twenty including those revenue streams and if there's not an appetite to do that we we can build you know we can present other options that's what we're trying to take the temperature on is that tax rate impact comfortable not saying you have to vote say yes tonight but are we in the right ballpark are hurt others but assuming those i mean that the problem with this the problem with presenting lots of models like this too is that there are lots of decision points baked into each wind of this so yes that's right assuming that for example an f why twenty two you're comfortable with those to sell those two local options taxes and i mean street set aside and implementing impact fees so see those revenue lines on three fo exactly exactly and then it steps down you'll see over time as well so one of the things so in box one in phase two for main street you see the debt not picking up so what we're the decision point of this line is do you want to future commit fifty percent of that revenue to this debt service kind of step it down over time as outlined  tax impacts and with zeroes further on you know personally i walked away i knew this is tremendous from a just general perspective if these actually come to fruition this is tremendously  to double down that investment to do a very similarly purpose projects is is exactly what morally to me calls for him to not budget whereas if we're taxing toilet paper to a fish that doesn't feel all that doesn't feel right to me oh no it's not significant that you know it's you can look at three cents on a can of beans if you like that's not significant but having watched what i like you know a lot of my neighbors going in and buying a can of beans with pocket change i get it it has a significant impact on people so  nervousness that i would not want to exam to those particular businesses from contributing to infrastructure to the community i had appointed you know they're not if they're not  so if this is something that we move forward week i will provide you with we didn't provide for you today a comprehensive overview of what's included and what's not included in an arm or a historic breakdown of this over time to come from somewhere so that it's not there it's going to go back into this pot of property tax and i think that there's going to become the conversation because i and i'm we're not going to have clarity i don't think on this the impact of this to a new scheme is that with the new cloud taxation the sales to local option sales tax also applies to anything that's delivered to when you ski and that and that just started so and when i look at the receipts data you know the numbers that are based here are based on the receipts from f y eighteen those who are included you know the amazon deliveries were included in those receipts and we're not going to have a good projection of that at this for another whole year so i don't know if that would increase this sales tax long enough to see reflected in the receipts so right now if you look at the rooms meals and alcohol receipts dana on the tax department website for f y eighteen there is no rooms tax collected in when you ski because we have no hotels where they had you have a clarifying question about the the revenue for the pool it's a constant figure is that just the fifteen year period divided gesture because our next meeting is really going to be focused on the global settlement which includes parking and the to filled out we skipped those you have the updates here in front of you i would like heather to share the announces  about a third of the total citywide jobs of antigun so we're not talking about all of this but in looking at us local ownership i found that we have a twenty one percent through downtown and eight ways that  on both maintaining those opportunities for the small entrepreneurs to start businesses for local residents services and but also to maintain those employment opportunities that may not be lo opportunities for residences so i've given you a few recommended resources that i would say would be useful in creating opportunities for locally owned business startups one of them is the first one is county which is i think four point something like that and burlington is three point three so it's an unusually high percentage which i'll talk with you in a few minutes about possible were visions for the new fifty small business loan program to better utilize the  i think we should be hosting some of our partner organizations to bring together on small business development center score c b o t small business program and center for women and to apprise to have workshops in the community so instead of reinventing the website in syracuse i did in the annual retail recruitment event and that was where i pulled together all of the businesses that have expressed any interest in coming into syracuse as well as lending institutions leasing age business owners that they could tell about their successes and downtown organization and score s b a and other small business development partners as well as city step so you could kind of it was you know one stop shopping so i would recommend doing something along the line providing a commercial space locator on the economic development page of the website although right now i mean it's pretty easy because there aren't that many things that sound kind of have them in my this but ten potential businesses or existing businesses applying for a museum of business longo graham only one of those was eligible for that program because we can only find tier three mo based on them leave the memorandum of understanding was written so we can do bad downs of the lower risk loans at to run into your two but it's really only the highest risk loans that even get to our program for consideration if they call of five of those higher and they're just funded through or to its credit so my recommendation would be that we move forward and talk with the small business loan committee about the possibility of coming back with a recommendation for you for a certain percentage of the funds that are made available for interest free by down specifically which would then me all of these key businesses regardless of what their credit history is in some way i would have over the program so anything coming through well with the affair i think it's creepier than thinking about just something that i'd like to discuss with the committee and come back with a recommendation i don't have a specific percentage in mind but i wanted to touch base with you and see what your appetite was for us to some businesses that would get interested in that but knowing that they are eligible for a chair one loan and you know you just end up with an opportunities loan they're not as interested in going making public funds available to any small business owner without consideration of the public good so i would want to see some kind of connection really right now we tied it to risk little you know what we've heard through that process where you know members of the community have certain businesses that they are really feeling the need for the how do we make that connection  share we do still have the criteria that are used to evaluate the loans yes i think those criteria and i don't have them in front of me and i apologize for that but those right here it would still apply to the interest rate by downs at least that's the way i'm development and that's something that just changed for the last year of this year so they're saying basically to get people to take the fifteen thousand dollars in loan we need to give three thousand dollars on the ground you know so if just to speak highly of the partner and i'm sorry and i will disclose i used to work there but if you haven't been opportunities web page recently you should go there tonight after work because i think like the five major businesses that they've they're highlighting  and this is a great job and the up the overall to thank you for all your work and i know it's not reflective of the housing work everything else that's going on so really appreciate all