Hi everybody, welcome back to SuperCloud Five. My name is Dave Vellante. We're here inside the Emerald Lounge, which is Mongo's hang space. We're here all week. We're doing theCUBE today. We're also upstairs. John Furrier is upstairs on the third floor. Outside the press room. We got Palo Alto Studio live with Savannah and Lisa. We got Rob Strecce and Rebecca at Barcelona pumping in content from HPE Discover. So SuperCloud is multi-continent. I'm really excited to have the folks from Toyota here. Kevin O'Dell, director of engineering at Toyota Connected North America, and Isaac Broyles, who's the managing engineer at Toyota Connected North America. Guys, thanks for coming on. Appreciate your time here. Absolutely, thanks for having us. All right, Kevin, let's start with you. So you gave a talk yesterday. We're going to get into that a little bit. But why don't you start by explaining sort of your role a little bit about Connected North America. What is that? Yeah, absolutely. So Toyota Connected North America was established in 2016 and was really an innovation and software development hub for Toyota, really with the mission to drive the global, you know, conducted intelligent vehicle type of opportunity for Toyota. My role specifically is within Toyota Connected, an area we call Drive Link. We're really responsible for safety services, so Safety Connect. These are subscription services available for Toyota and Lexus customers. So like the SOS button in the vehicle, the automatic crash notification where if you get in an accident, one of our safety agents will call into the vehicle. We can track your car if it's stolen. We can hook you up with roadside assistance. All the standard safety features that we want to be able to provide our customers. And your role, you're director of engineering. So what does that entail? You just sort of... Yeah, yeah, yeah. So I lead the area. So reporting to me, I've got products, I've got engineering, and I also have what we call our call center, our call operations folks. So it's really all of us, all three areas, holistically. My role there is to make sure that we're, you know, heading down the right path. Everybody knows where we're going from a product perspective, prioritization, all that good stuff. But obviously I come from a very technical engineering background. So I get to get in the weeds sometimes with these guys, make sure we're making the right architectural direction or decisions. And that's really where I... And Isaac, I presume you're in the weeds. Yeah, yeah, more in the weeds. So I started at Toyota Connected in 2017 as an engineer and since moved into management under Kevin currently, primarily working on the drive link platform and safety connect though. I'm in there with the application engineers day to day kind of helping build the platform. Okay, so I own a Toyota, a truck, a Tacoma. I also own another car, it's a Mercedes, sorry, but and I got in a little accident last year.  So I spun around on the highway, I wasn't speeding and I hit a like a patch of ice and started spinning around. And I kind of ran into the guardrail and then I was like, what do I do? And all of a sudden this car started talking to me and I'm like, I'm going to get hit. And like, so what happens? Like that experience, I mean, there's like an infinite number of scenarios that you guys have to deal with. Absolutely. So if you go, you know, the working backwards theme, if you go back to the beginning when you guys first started doing this service, it was really innovative at the time. How did you think through those different scenarios and how has it evolved over time? Yeah, it's really, it's a partnership with, you know, actually developing the physical hardware and the ECUs on the vehicles, but then also knowing what the software services, connected services are going to be on the other end of it, right? You know, and these services have been around for a while. We actually built it from the ground up, starting in 2016, 2017. We did have a third party handling that in Toyota and Lexus vehicles, but then we took it on and rebuilt it ourselves, tried to make it a little bit more efficient, more cost effective that really allowed us to bring a cheaper, from a cost perspective, but a very solid solution to the customers. And actually recently, we migrated all of our services over to AWS and actually it has enabled us to provide not just a short trial period, like a year or three years, which is what we do for Toyota and Lexus vehicles, but actually we offer it now for 10 years for our customer. So you as a Toyota customer don't have to make the decision, do I want the safety services? I'm a great driver, I'm never going to need it. We're taking that decision out of your hands and saying, you know what, we're going to give it to you for 10 years with the purchase of your vehicle moving forward. And that really came to light with our recent kind of cost reduction stuff and moving to AWS. But to get to your point about the, you know, someone calling into your vehicle, that is us. The vehicle is smart enough to say, hey, there was an impact or the airbag deployed and there's a communication module in that vehicle that will call out to our platform. Our platform is 99.99% uptime, very, very reliable. That then links into safety agent and within three to five seconds, safety agent will call into your vehicle and say, hey, we noticed you got an accident, are you okay? How can we help? And a click of a button, they can have safety services respond to you and help you out. Amazing, and this service is called Drive Link, is that correct? The service is actually, our product is called Safety Connect. The area that we are within Toyota Connected, we brand of that as Drive Link. Okay, great. Okay, what's under the covers Isaac, pick us underneath, paint a picture of how you guys make all this happen in real time. Sure, yeah, I mean, you know, so when you get into an accident, a couple things happen at once. One is we're going to have the voice call to you as you experience, right? So that's really key and that's one of the foundational elements that we can always fall back to is that voice connection with the customer. So once we have that, we can also get the data as well though and that's one of the things that really impressed me around the culture at Toyota was the resiliency that we have at that service layer to be able to get the data in many different ways. So they've really thought, we've really tried to think that through as far as whenever somebody does get into an accident, what are all the different failover mechanisms we can have to make sure that either we can connect with that customer via voice and or get the data as well so that we know where that customer is located. If they do have an emergency situation where they're going to need an ambulance or a fire truck, we can dispatch very quickly to those locations. And I love that you guys have made this a standard now because sometimes the consumer, and there's a safety issue. Sometimes the consumer's like, ah, I got to, do I have it? Do I take it or not? So forcing them to make that decision because it shouldn't be an economic decision is ultimately what you sort of decided. And you know, whatever, charge me more for the car and I'm not even going to notice and then build the service in. That's a really smart thing to do. Absolutely. What are some of the other trends that you see in the industry broadly that are specifically driving your strategy?  I don't know if that's affecting you guys, but what are some of the changes that you're seeing that affect your division? Yeah, I mean, I would say the EVs is something that we are taking a hard look at is safety the same with EVs. On the surface, yeah it is, but there's other things that we can dig in a little bit deeper and see if there's different services that we need to provide our customers. I would say with that, vehicles are just getting smarter. More and more data is produced from the vehicles, more and more data we can get and we can take some of that decision-making out of people's hands, our agents' hands and actually do some stuff. I'll say using some AI type of logic to make some of these decisions. Vehicles in the future, right now we might know how fast you're going, where you're located, that type of stuff. In the future, we're going to know how many people are in your vehicle. What type of person is in your vehicle? Do you have three kids in the vehicle? Do you have three adults in your vehicle? Did the vehicle roll over? Where do the impacts come from the vehicle? And if we know that, and our systems know that, we can tell law enforcement or first responders, hey, this is the scenario you're going to. We have communications with the first responders and one of the things they tell us is the more you can tell us when we want to respond, the better it is. There's about what they call a golden hour and a golden hour is where they can really save lives. And if it goes past an hour, that's when things start going downhill. So if they know that, hey, we need to send out a chopper, a life chopper to that accident or four ambulances because it's a big enough accident, that's valuable, valuable, valuable information for them to have. Future cars are going to be able to get that to us. That's huge, right? Because you think about, oh my, I have a flat tire, come help. But we're talking about saving lives, that's big. Isaac, so what's the data underpinning here? I mean, I know obviously you use a Mongo. What do you do with it? What's your database strategy? What's that all look like? Right, I think the biggest thing for us is really resiliency at that data layer. So we want, you know, when we use Mongo, we're not doing a ton of crazy stuff with it honestly. For us, it's really that uptime. So that's what Mongo is able to give us is uptime at also a very large scale. So whenever we started building the platform, we knew that we were going to have millions of vehicles on it. We currently have nine million plus vehicles. We've serviced five million calls. We needed to know that the platform could scale for us and that was just something that we knew we could pick Mongo as that and it would kind of be with us for that journey. So what was that journey like? You migrated to AWS. Tell us about that. Why the decision to migrate? Take us through that. Yeah, yeah. I did talk on it yesterday. So it's very close to my heart. We are a very large AWS customer in other areas of Toyota connected in Toyota. So it made sense for us to move and be closer there. There's fungibility and knowledge and people. Also you get some of the enterprise discounts and support. It just made sense for us to be on a platform that was closer with everybody else. You know, the migration, it was, you know, it took over a year for us from like planning it out to actually executing on it. But when we actually executed it on it, it was a six step execution that started with moving one thing at a time. And Mongo was actually step two in that process. But one of the strategies with the team was, or one of the pillars for the team was, we don't want any downtime for our customers. Like doing a migration is an excuse to say, okay, we're going to take it down for 15 minutes or an hour. No downtime at all. We did not have any downtime at all. The Mongo piece to that was actually probably one of our easiest migration parts of there. We clicked the button. We saw the database start building on AWS. We waited a little bit while they kind of populated. We saw, we could start tearing down the ones that we had in Azure. And then all of a sudden, we're live in AWS. So comparing that to all the different moves that we had to do were firing up EKS and all the other services on the AWS side. And then moving some DNS, and that gets a little bit crazy. The Mongo piece was actually pretty easy. But it took, it ended up taking about four months from the start. We made our first production update into AWS to actually say, hey, we're good. We're fully on AWS and we can tear down the other cloud. So step one was provisioning the core infrastructure, I presume? Yeah, well actually step one for us was because we were very much microservices, event-based architecture, the backbone of our services was actually a cloud application from Azure. So it was an Azure service bus. We couldn't take that with us AWS. So we had to replace it with something. So we actually tore into that code, replace that with actually a SaaS provider. So it wasn't the AWS MQ, it was cloud AMQP. So that was a pretty big step for us. That involved not just our platform team, our DevOps team, that was much more developer change to pull out that core infrastructure or the core messaging and point it to a new one. So that was actually step one for us. Once we got that done and they kind of let it bake for two weeks, we were like, all right, we feel good. Then it was step two of, all right, now let's move Mongo over there. Then we fired up our services over on AWS side. Then we actually pointed the vehicle data over to the AWS side, prayed a little bit, things were working really well. And then some of the smaller services like Redis, then we moved that over to AWS and that's when we were complete. Interesting, I was watching Microsoft Ignite last week and Satya Nadella was making a big deal about how many data centers they have. We have bigger footprint, more footprint than anybody else. And you're here, I don't know if you saw the keynote today, but Adam Salipsky's response to that was his common AWS responses. Yeah, but we have three data centers in each availability zone and they're far enough apart that if there's a fire or a flood or something like that. And so how do you, so I presume given that you want 99.9, probably several nines of uptime that's critical for you guys. It's important how you architect those availability zones. So how do you guys think about that? Maybe you could take us through that a little bit. Yeah, yeah, we're definitely, because we do want 49 uptime, we are definitely multi-region and multi-AZ within each region. So if we ever do experience a regional failure, we have a capability to point DNS to either region and be fully deployed in any region. And we're usually active-active. So it really gives us that uptime that we need to support the safety for- So multiple availability zones and each availability zone's got multiple data centers those are asynchronous links or are they synchronous links? They're synchronous links. So synchronous links is under 100 kilometers, right? So, okay, so you've got that. But you're active-active is across AZs or was it within an AZ? How does that work? Yeah, yeah, so basically we just run our services in multiple AZs so that gives us that capability and we are basically able to round-robin traffic and then all of our back-end services are actually based on a messaging framework. So they can plug messages off either queue that they need. And the system's smart enough to know from a latency standpoint where the request should be serviced, right? Right. Yeah, we do partner, obviously, with our mobile carrier, AT&T right now. They've got an MPLS built for us that has routing within it that knows what's the closest link for where that vehicle's at? Is it on the east coast, is it on the west coast? So it's going to go to the data center that is actually closer to it. Okay, what about the AI question? As a consumer, I'm pushing a button or saying help or you're actually anticipating the problem. So how are you thinking about AI, Gen AI? Where does it fit in your value chain? Yeah, it's an interesting question and you knew it was going to come up. I had to make a slide in it in my presentation just because every slide I had to have everything. You know, for us we have pretty established services. So on the back-end there is some things that we could do from a Gen AI perspective, maybe from a back office. You know, bringing in documents and automatically approving things that we have to do today.  We really focus, we've got 300 safety connect agents and those are the folks that are going to call into your vehicle if you're in an accident or if you hit the SOS button, they're on the other end of the line for you. They get in some pretty tough situations. So there's some opportunity there for Gen AI to potentially assist our safety connect agents and maybe even anticipate where the customer's going to go with whatever the situation the customer's in. So we are definitely looking at that to see if that's someplace where we can pop in some Gen AI. Yeah, and you're capturing all this data. I mean, right, from the vehicle, you persist most of the data or just some of the data?  Yeah, we basically get very, our data is very event driven that we deal with on drive links. So we get the data when an incident happens. So when you get into an accident, when you press the SOS button, we don't deal a ton with streaming data. There are other organizations within Toyota Connective that do that, but our team specifically is a lot more event driven. So we really just have the data that's relevant to that incident. Most of it you throw away and if the deer runs in front of me and I hit it, then you're going to capture that data and send that back to the cloud. Awesome, guys, thanks so much for sharing your story. Congratulations on all the success and your talk yesterday and appreciate your time. Yeah, thank you very much. Thank you so much. All right, keep it right there. More from SuperCloud five here. We're at the Mongo hang space inside the Emerald Lounge. John Furrier and team and I'll be up there tomorrow all week wall to wall coverage live out of our Palo Alto studio coming in from Barcelona as well. The AI wars continue. We'll be right back.


All right, welcome everybody to the House Committee on Government Operating Military Affairs. We're here this afternoon to hear an introduction and walkthrough and a testimony on Waterbury's Charter Change Bill. So I wanted to see if our distinguished members from Waterbury, we have Representative Stevens, is on Zoom and Representative Wood is here in person. If you want to join us at the table, please, Representative Wood. When I'm here, you're just not going to see me. Good afternoon. Good afternoon. So tell us about your Charter Change Bill. Well, it's not even a chart. First off, Representative Teresa Wood from Waterbury for the record. It's not even a change. It's an establishment of a charter. Waterbury's been one of those communities that's never had a charter. And as you can see from the bill, we are proposing a relatively limited charter and doing that on purpose and you'll hear from our town manager in a few moments about that. But this has been through the voting process that's required and all the public notifications and all of that kind of stuff. And Representative Stevens and I definitely appreciate you very much taking this up and doing it so early in the session. It's one of these things that sort of can get lost in the shuffle and we appreciate your attention to this. So it's a pretty uncomplicated bill from my perspective, at least from what we see and what you see in other bills. But I can answer any questions that you might have. So I'm seeing that there's a local option tax. And that you've got sales, meals and alcoholic beverages and rooms. So I think that's the. We decided to go for the whole bag. Yeah. You're going to do it. You might still do it as sort of our motto. And then it makes some changes to the sort of, I guess, what I would call personnel supervisory structure and hiring process for some key positions within the town that are set out in statute unless a town has a charter that states differently. That's what our charter is doing. I see representative Stevens wants to weigh in. Go ahead representative Stevens. Thank you. Thanks everybody for taking this up. As a former Waterbury Village resident and now a resident of the Edward for our utility district. I just want to point out this is again, the first time that the town has requested to have a charter. The village used to have a charter subject of many merger conversations over the last 20 years or more. And, and we did create with the existing government operations committee at the time the Edward for our utility district. That's a separate issue. This is a town issue. And I think from my perspective, you know, Teresa has represented what has done. Done the introductory best and would leave it to Tom, our municipal manager. Tom lights to fill us in on this, but this is something that support that was supported greatly by the town in the vote last December. And we're just going to ask for your support. Yeah, I guess one framing question before we bring up your. Tom Minister if you, what was the kind of conversation like around the local option tax? Was it a pretty robust debate or was it something where there was kind of a consensus? You know, a lot of towns have had really contentious local option tax. And others like when we did it in Salem and city people are like, yeah, of course we want access to local money takes pressure on property tax and trying to get a sense of the flavor of what the discussion was. Well, I will say when the issue has been brought up in the past. It has not gotten a great deal of support. And I think that sort of time has changed town government and leadership in town government has changed for waterberry. You'll you'll hear from our municipal manager about the aspects of that but in the public meeting that I went to it was kind of like, yeah, we should be doing this. This is, you know, the towns around us. You know, we were showing the comparative passage of other such local option taxes and, and other communities around the state and, you know, what a great is really sort of transformed itself over the last 15 years or so, particularly since after tropical storm Irene and it really has become a destination point for folks in the tourism industry. We have a big, big foodie kind of mecca in waterberry and that's continuing to grow. And we did after tropical storm Irene, our downtown organization conducted a survey of the community businesses where they kept track of the zip codes of the customers. And we learned through that process that a very high percentage of people who would actually be paying this tax or people from out of state out of region. And it would not be at, you know, as detrimental to the local individuals as what might have what people might have thought and I think that also previously. You know, some of the previous restaurant establishments. There's been some change in ownership and then there's been some more acceptance of it as it has become more the norm for communities that have a high tourism base. And so it really met with a very little opposition that what there wasn't. There wasn't anything like a merger vote as representatives referred to previously. So it was, you know, our, our municipal manager and the select board did a good job of explaining that what the benefits were for the community. And people saw it as, you know, a win-win for our community. And frankly, I want to do it before something else changed in this building that didn't allow it. We really wanted to do it before the fully clips. I know. So, I think that's, that's all I have, unless you have other questions for me, but I think mostly our municipal manager will be able to answer some of the specifics if you have other stuff. Any other questions. I'm sorry, taking over your role, Mike. Because like once you get used to running the committee. So always nice to have two chairs and to have the opportunity to say, but I think. Yes. In all of state and municipal government. But any questions from the committee. Thank you so much. Thank you so much. Thank you. Thank you. Thank you. Representative Stevens, you're welcome to stick around if you want to hear the testimony inside the Zoom room. I will. Thank you. Excellent. So, Tom, come on up. It's great to see Tom. I'm a little bit mad at Waterbury. I mean, stealing Tom. He used to be our finance guru in the city of St. St. St. Thank you for the record. It's been a small manager for Waterbury. I can answer any questions. So ours. Do you tell, do you know how many. Registered voters there on Waterbury and how many voted for and against this. I don't know the number of registered voters. We have the court on the appointed court. So I'm not so in that. The charter vote was. Roughly two to one for the local option tax and then the vote pertaining to the manager's authority was was roughly 80% in favor. So I'm more popular than a tax. She's not. It was pretty overwhelming. Thank you. And when was the vote? It was very recent, right? It was just in December 5, 2023. Yes. I've been there about a year. And I very first meeting the charter was discussed. I was talked about as a party by the sweatboard after Tom meeting day when a select board member changed, it was even more of a priority. So we, we essentially spent the spring and summer working on it at the pause button for a few months because there was a flood. And then kicked it into year and finalize everything for a full vote with the hope that if it was passed. We would see the revenue in 2025 until the tax department that if it's passed signed by the governor, it's two full quarters to an active. So we were hoping that our 2025 budget we'd see the actual revenue. That was the intent of getting it done in 2023. Yeah, so I think the only question that that brings to mind is just with the off election. It wasn't a huge vote turnout. So the percentages were pretty overwhelming, but it was not a, not.  It was certainly a busy day, but sure it was all cycle special election. But again, we talked about time meeting day, and we thought that we essentially miss a year. Right. So other communities have gone through the same. Okay. The other books of other questions will Tucker up to walk us through the words on the page. Representative Stevens. Go ahead. It just, I wear over 3000 registered voters, I think closer to 3300. I don't have a definite number, but it is again, you know, relatively busy day at the polls for a December election, certainly. And as Tom mentioned, it was really quite overwhelming. The lack of opposition was, and not not even so much a lack of opposition, but the lack of the amount of support at the public hearing was really quite pleasantly different than than these policies have been in the past, but I recognize that, especially with the tone manager position that we needed to modernize. I can say that. And I am going to take off. I need to take off. So thanks so much for considering this will will be in touch. And say that the public hearings, we did not have a single business and water very opposed tax at a public care were proposed. Correct. Any other questions for Mr. Leitz. And if you've got time to stick around through the walkthrough, I don't know, other questions may come up. It seems pretty straightforward, but you never know. I'm going to stay here. Why don't you switch spots with our legislative council for now. We'll invite you back up if we need you. Thank you so much. Every time I say Mr. Anderson, I kind of feel like we're in the matrix. Yeah. Good afternoon. You talk for Anderson Legislative Council. I had a law school professor who was obsessed with the matrix. And the very first day, very first class for Penn State Law School started with the professor saying, Mr. Anderson, and then proceeding to grill me with the Socratic method for about 10 minutes. So I curse Neo and that experience. Sorry to rephrase your 1L days. All right. You have in front of you, H801, which approves the adoption of the charter, the town of Waterbury, section one, which are used to approve the adoption of the charter as it was passed by the voters December 5th. 2023, section two adds the new chapter 159 to title 24 appendix. There are two sections of the charter. The first allows the imposition, the 1% tax on sales, meals, alcoholic beverages by the town select board. This may be something for ways and means depending on how the policy has changed. But in the past house ways and means would always add a clause that says that it will be collected and administered according to 24 VSA section 138. And that is to ensure, for example, that the tax department can interpret this in a way where they're going to force the local option tax the same for the town as it's enforced for all of the municipalities have a local option tax, including, I believe, that 90 days notice must be provided to the Department of Taxes and following that 90 days notice the first day of the next quarter is when the local option option tax will be adopted. Just noting that again, that was what ways and means did in the past when they bet it all those charters. Section two as was brought up deals with the authority of the municipal manager. It states that the manager shall have authority to hire a point discipline and remove all town employees subject to the personnel rules that are adopted by the select board of the town. So the manager, the authority to authorize a department head to hire a point discipline or remove any employee subject to the manager's discretion and supervision so delegating some of that hiring and removal authority down to the heads of various departments in the town. In that section, the manager is allowed. It states the municipal manager's appointment of a department head shall be approved by the select board. Section three to bulk of the bill is actually some ledge council housekeeping. As so many charters have been added to title 24 appendix over here we started running out of numbers, and then we started combining numbers and letters. And now with the addition of waterberry it was getting to the point where it was going to be out of alphabetical order because there were no more number and letter combinations left. So I had to redesignate everything after chapter 155 a to ensure that it would stay an alphabetical order. That takes effect on passage. Thank you for your source. Okay, so I guess the council has been recently to confirm that the local option tax language is just conforming. So unless there's an objection from Mr. Lates, I think we should probably have the language conform before we pass the bill out of here just so that means doesn't have to do an amendment member for efficiency sake. So this is the language that was adopted by the voters right. Correct. So, unless there's an objection from the committee, like an aspect of the council to just go ahead and do that in an amendment. So, right, and then on the municipal manager authority is, is that a model that exists in a lot of other times I had to get really seeing the confirmation come up in any of the charters that I've worked on recently but I don't recall if this is used in other municipal charters the model itself of giving the municipal manager manager kind of hiring and firing authority over all of the departments of the town is somewhat common. It's the confirmation that's a little bit unusual. Yes, for purposes just of the heads of departments within the town. I'm going to hit all three clauses. So the hiring authority really stems from the planning and zoning positions in town government which are. This is an awkward process those positions are recommended for by the planning commission confirmed or not confirmed by the select or the planning commission. The select board did not want to be involved in that process. They've gone through and several times in the past year. They simply want the manager to hire planning and zoning positions. The second part about the manager's authority and hiring and firing came about we adopted the new employee handbook this year. The old handbook was dated 1991. The old handbook had the manager hiring every position and something our council pointed out was that if the manager hires a cloud driver and that drivers fired his lateral appeals to the select board. If the manager is the authority for the public works director to hire a car driver the lateral appeals to the manager. So the select board did not want to be in that chain of command. They remain in it. If the manager has to hire fire discipline department. And then in regards to hiring department heads. That is language and other chargers most commonly associated with police chase and public works directors. In our case our public works director is shared by the side. And there's also been since I've been here and I'm going to talk about one day having a police department. So in the end our conversation essentially said that this boils down to the manager select board relationship. And I had no concerns about bringing a permanent to them for confirmation. We intentionally made it one sentence we did not mention in the charter the force approval. So it could simply be for a select board and says to have any problem with this position and it's informal and it could be that it's a more formal process. And so the manager and select board at the time. But we felt that it's reasonable to get the select board some oversight of that. I'm going to talk to you. There's something magical about 155 15. It's not there yet. I couldn't hear you exist. Yes. So 155 is not in the list because there's no 155 at the moment. And that is because in the past. We've always leave a little bit of room noting when communities might be added to the charter list. So that alphabetical order could be maintained but perhaps her estimates didn't account for the addition of water very at some point. And my question on section three is due to chapter redesignations. I imagine there aren't a lot of cross references to charters but are there any cross references to these charters that would also have to be changed. I did do a specific Boolean search and the Vermont statutes annotated Lexis Nexus database to see if there were cross references to these chapters and there were not. Wow. So if one is found, I can blame the machine. That is. You're thoroughly deeply appreciate your good work. That is really intense. Okay. Any other questions about any parts of this charter bill. Okay, so I think that what we will do as a representative Byron and I this afternoon will be trying to finalize an agenda for our work next week that we'll try to add this on early in the week. I'll give the Ways and Means Committee chair heads up that there's another local option tax bill. Likely to come her way. Do you think is doing this on Wednesday or something like that? I have enough time to get the amendment to forming. Alright, so we'll kind of shoot for Wednesday. I'll put it up for a possible market to vote but I don't think I don't see any problems at all unless the committee has any flags on that. Pretty straightforward. I mean, you know, if anybody's dying to report the bill, let me know by next week. I'll take it to a great. I appreciate that representative morning. No, we're just going to try to people. Thank you very much. So, I don't think we have anything else on our agenda for today. We're at 3 o'clock. I am. So, a few folks have different bill assignments. So, I was wondering to represent Nugent if you would reach out to our contacts, the deputy secretary on each 140 and just see when we might expect some response on that for planning purposes. So, if you get any responses on those, please contact me and represented by around is we're going to try and spend a little bit of this time mapping out next week. But unless anybody needs anything else. Are you responding to some questions from Ledge Council about that government accountability and then I think once we're going to figure this out right now and that should be good. So, I'm hoping that next week we're seeing. You know, new draft language recommendations. Kind of getting final questions on a couple of these bills. I think we might. I wanted to have a conversation with some of our colleagues about 794 to Vermont veterans home, but that seems relatively straightforward to me and that we could probably move that next week unless I'm. Get surprised by feedback we get from. So, those are some of the things we didn't talk about earlier that I didn't want to surprise anybody. As we're putting the agenda together, but folks have other thoughts on find us. I think. One of the hardest things here is to sort of figure out when are things going to be ready to move. And so. Appreciate you all taking up different pieces. All right, well with that, we'll adjourn and go off live. We'll see y'all at the fort three.