So, so as I said, like, you know, pretty related thinking that, you know, for something to be truly sort of cloud native and also build upon that event driven systems, how can we or how are we thinking of dealing with maybe transient failures or just like simple network failures and sending requests for Jenkins as a source but also for Jenkins as a sync, how can we implement an architecture which can persist events and also create a way for any source which is sending events to Jenkins sync to really have that architecture where events are not being lost and every time there is something which is capturing the events and dealing with whatever action needs to be taken at maybe like an asynchronous time, because I keep going back to that one thing you said and that was really that really resonated in terms of the architecture was loosely coupling. And if we basically like design a system where it's sort of like an RPC call between Jenkins as a source and whatever sync and Jenkins as a sync and whatever source. And then it's very like dependent and it's very tightly coupled with another service being available especially for Jenkins and sync or I mean a Jenkins as a source we really want that other service to be available when we're sending to do something or maybe when we're talking about Jenkins as a sync, we really want the sync to be available whenever another source is sending and I think its implementation for Jenkins as a sync is way more important than Jenkins as a source, because you know someone really might depend on taking an action inside of Jenkins whenever a cloud event is triggered in that particular source. And I've been thinking about that. There is actually a plugin which is, it's some cloud we pop sub like pop sub like plugin for Jenkins, and it's, I'm not really sure if a public subscribe pattern might work here having something like a simple queuing system might work or if we, if we even want to go that route for now. Maybe just like to hear what your thoughts and that are if you have suggestions. I mean I always thought of, it's interesting this idea of sync and source because I came into the project when I first thought about it was in terms of pop sub so exactly that. There's probably different ways to think about how, how events, how they're kept how you, how much. How can I say this how much you guarantee the ordering of them in many ways, and, and then how long you persist them for. And I think that's a whole series of. A couple of different ways of doing it but I think publish subscribe is would be certainly a good way to start. Yeah, yeah, I think those are very important things to consider. And also when we are talking about just having a published subscribe pattern for Jenkins as they sink. I mean, I like what in in my head I'm thinking what it might look like is, you know, someone is creating a user who wants to use Jenkins as a sink is creating a topic inside of inside of that Jenkins, that that bus, which is going to be different from the Jenkins as a sink implementation or the Jenkins is the same configuration, because I don't really think I'm putting the bus alongside or like the bus or the or just the topic configuration with the actual plugin. And I think that that really makes sense. It has to go. I mean it should come with the plugin but just the configuration of creating topics, which are sink will subscribe to and the publisher will send messages to How do you think that can look like. I think there's a couple ways to purchase it I literally have this data intensive applications open like let's see it is a quick idea that I'm doing this. Now I think there's like a number of ways in which you can deal with how you process streams, how you store streams, like how streams are transported like how are you directly message brokers event logs, and then how you process them afterwards like there's so many different ways to approach this that. I mean, it is kind of like a really an open question because you want to leave it like is that going to be something that's left that we want to leave configurable for an end user or is that something that we decide I guess if it's just Jenkins is something that we do need to decide on and it should make sense for a CIC pipeline, but is that something that should be decided more at the level of like the event seg, I really, I really don't know. What have you what have you been reading, just out of curiosity. Well, I so all of the usually the pops up patterns of design for any event sort of mediator or just a middleware any any service whether it's from Azure or whether it's even a simple thing like a Kafka implementing something like that is, is that usually creating a topic to be configured and and you know we cannot I mean there should be a way that will be open for the users to mention whatever topic it's going to be that Jenkins as a sync will subscribe to but also have have a way of persistence in that bus itself where all of the events are coming in. So, actually, the candidate broker I shared this with. When we talk last in our meeting. Maybe send it over in this in like in our channel. Okay. Okay, native broker or just kind of eventing in general it's also very interesting because they have this live system where all of the events are coming in and then they have triggers which which is essentially maybe you know like like a topic or something that is open for the user to configure that what do they want to do with this with this type of event. But there is sort of that you know middle middleware which is sitting in between receiving all of those topics and then based on maybe the filters are based on the topic or just based on here for Canadian eventing they have they have triggers. Which they say that it represents a desire to subscribe to events from a specific broker. So, for them trigger is something which is sort of like sitting at that level between broker and the actual whatever is going to be working with that actual event. So they're filtering based on the they have different brokers maybe configured with, you know, different sort of maybe metadata or whatever a broker name a broker type. I think it's usually broken me. Yeah, it is broken me. Can I ask you a question. This is super interesting with the triggers because it doesn't just go from brokers just subscribers, the broker emits triggers. And then that's what the subscribers subscribe to. So, so how are these triggers how are these triggers created that's So what suits basically like the trigger sort of sitting at that broker and it's so when we have that trigger it's basically saying that I want to receive event from this particular broker, which is so there is a default broker and I think they call it default. And then there's broker like that someone can create, and you only maybe as a publisher only send events to that broker say let's call it K native trigger. Let's say it's like a pipeline type on pipeline run broker, and I'm sending my events to this broker. And then as a trigger I've said that as soon as this broker receives any event I want to, I want to subscribe to do that. So that's actually creating a trigger, like subscribing to that from a particular broker. And then, you know as as I have subscribed I want to, I want to maybe like take what I mentioned. I'm not, I'm not really sure how they are taking actions with their whole like broker and trigger pattern of a trigger actually sort of not being a trigger for an event but being a trigger for for that that subscriber or that broker is So, so, so is the trigger so there's the broker which is I guess, like some sort of message queue message brass and then the trigger is the logic, is that right it's the logic is the logic of what you do with the different events or what can be done. It's setting to the subscribers, like it has more knowledge more control more sense of. I guess more sense of context in many ways like this thing happen it's not I'm not just giving information I'm just contains more data on what you may want to do with that information is that is that right or is it not as knowledgeable the context is I'm thinking Yeah, that's what, like that's what I understand of like triggers just saying that. Okay, I do want to when when an event is coming into a particular broker with a particular name. I am, I'll send this to a subscriber but there's there so there's filtering inside of trigger so you can you can like filter with different triggers but I wouldn't really say that the trigger itself has a lot of information but it does have information for like let's say the I'm actually looking at I'll send he also sent this one of their their like filtering and how they're doing it. So, so they have like the broker and then they have filters inside of that broker which will create that like that contacts with that knowledge that you're talking about. So, you know, even when you have a broker which is subscribing to a particular which is basically sitting between that publish and subscriber of two different kinds. And like publisher says that you know I have all of these events all of which will go to broker a even inside of that broker you will have like trigger scan filter based on it here they have attributes so we can also have attributes of you know the C type should be so and so the C source should be so and so if that makes sense. Yeah, thank you. That actually does clarify it a lot. Thank you. I don't know if that helps you there. But I think this is a really interesting pattern. I'm just thinking that if we are creating that type of thing between, you know, Jenkins as a saying can any any subs, any sort of publisher know whatever that source is it's very tightly coupled then the whole idea of communication being asynchronous being, you know, failure resistant is sort of like the whole idea is it's just loses the whole thing so I'm not, again I'm not really sure because they're not just you know there's within pops up patterns to their, as you said there's so many ways we can implement this. And the only one thing that I did look into was the the pops up like plug in inside of Jenkins, which is like a pops up a lightweight publish subscribe pattern for Jenkins, but it is still this pretty interesting. So, it's like I was just thinking about what way can we use and how can the configuration look like because you know even the K data event thing. It's using that pops up pattern but how they're creating that topic and creating filters on it is very interesting. I mean, I feel like this little this is going to probably go beyond just, you know, the end of GSOC and also talk for for like creating the best architecture possible for Venderman systems and asynchronous Venderman systems creating all these patterns. I think they take a lot of thought and the reiteration so I'm actually excited to have this conversation and then they have these conversations in the future, whatever we might end up developing. Yeah, I totally agree. I think this has got, you know, the GSOC project project is amazing and your work is fantastic but I think there will definitely be more to work on beyond GSOC and you will be a great person to do it and I do think it has all these like really interesting questions on architecture and how you make a good event driven system that are sort of questions industry as a whole or is grappling with and continually evolving and it's right in the heart of that so. Yeah, it is really interesting conversations to have and there's a lot there. It's very cool. In fact, a lot I think I would say 60% of my the GSOC proposal is just proposing different ideas for designing this event sync because that more than the event source because event source sort of sounds pretty straightforward except you know, trying for transient failures but talking about Jenkins as a sync there's just so much that we need to keep in mind. Well, you know, we have the event parsing the metadata or the body parsing and then creating filters and creating a whole architecture. So, yeah, actually looking forward to the whole Jenkins as a sync and everything related to it. And in terms of those questions around Jenkins as a sync and broader architectural considerations. Are you having enough, I guess support input like I know you're meeting with above a couple times a week.  Is there anything more that you need are you going to different are you going to the event saying are you meeting with other people like I think, I think these questions are really interesting we can certainly try and broaden the net of input you have. Does that make sense. I have not really been able to connect with like the right people who would have a lot of sort of idea on this regarding the event architecture. I do think that the event sync is the most relevant for these type of questions and I'm hoping that it will be my first time today, going to the meeting and hearing from them, but I hope that that can be a place where I can raise questions and also have a communication. And yes, they have like talking with you guys and it is, it sort of gives an idea to be sort of steered in the right direction of researching because right now it's just like looking at a bunch of different things. So, I, yes and no yes, because you know they're like all of the numbers in the community are very helpful and they're also like guiding for for this particular sort of architecture. You know, because I get do not really have like being able to connect with, or like I did not actually as these questions a lot before is just starting to come around for Jenkins as a sink. So, I'm hoping once everyone is on the call and also through the same event, so our events like meetups or meetings can get answers to it and have communications about it. Yeah, I think so and the event is a good place to start and Mauricio is, I believe in his new, his new job, he's working on K native. So, I'm like, hmm, we might, I mean I realize he's new he's settling in and that's always such a, you know, there's so much to do that but I think between kind of pulling on more connections that we all might have and then also the event saying I think that will we could get, you know, you speaking to more people, and it would be interesting for you. Yeah, now I want to go to the event take two. So many other things to do but I'm like, I don't want to go. Yeah. Yeah, well, those were the only top questions I have burning questions. I'm pretty sort of set the first thing obviously is this doing or moving the UI from mobile config to having its own page and so I think this week is going to be doing that and also just researching different methodologies of implementing things but but in a more async communication kind of things I have been looking at a lot of them and they all have such different architecture, I get so confused. But, but there's should be on them basically like writing down the all different architectures and what can work and what cannot. So hopefully it should be good for this week and I am meeting with the ball later and maybe I might able to schedule something with Marisha and talk more about these things. But that was that was it for me today. Okay, sounds good. And since you have more meetings in the week we can give you the next half an hour back here. I'll stop our recording.


Russian prisoners from the Stolm Z private military company recorded an appeal to the head of the Russian Federation Vladimir Putin They complained that upon returning to the Russian Federation from the war in Ukraine They did not receive the promised salaries or veteran certificates or anything that was promised during recruitment The corresponding video was published by the Astra Telegram channel The military complained of injustice in particular in the Oriole region where they live but said that the same situation Exists in other regions all my guys including me have problems with processing all the documents combat veteran certificates Obtaining additional social guarantees payments of three million according to decree of the president of the Russian Federation number 98 noted the commander of the Russian prisoners when we were invited to this formation We were promised salaries of two hundred and five thousand But it was half that the combatant money amounted to just seventy five thousand the occupier complained He assured that all his subordinates selflessly defended the interests of the Russian Federation each was seriously wounded However, it seems that the leadership of the Russian Federation both locally and in the Kremlin is simply indifferent to the rights of the consumables That these prisoners are


Well, we're up to a good hour. Welcome to the Tuesday, January 3rd, 2023 meeting of the Waterbury Select Board. A new year, a new town manager. Welcome Tom, we even know you're not so new anymore, but you're new. We don't have the bill anymore today. So the first thing is that we need to do is approve the agenda. Is there any can I have a motion to approve the agenda? I'll move to approve the agenda. Well, second. Second. Discussion. I just want to add a very quick discussion. We could just add that under in the manager's item on firework for NCU ID is very pretty good. Thank you. Lesson five minutes. Okay. Any other discussion on the agenda? If not, all in favor say aye. Aye. Aye. Any opposed? Any abstentions? Motion passes. Next item is the consent agenda. Pions of minutes of the December 19th, 2020 meeting have a motion to approve. Possible. Well, we have a motion and a second. Any discussion on the consent agenda items? If not, all in favor say aye. Aye. Aye. Any opposed? Any abstentions? Motion passes. Now it's the time on the agenda for the public. If anyone wishes to say something that's not on the formal agenda, we'd be glad to hear a brief presentation from you. Anyone? There being none, we'll move on to the manager's items. I'll send it over to you. Sure. Karen, you can step right up. Let's see if you're ready for it. Can I take this chair? So, if you're asking me to show up on my first day back from vacation, and I came, you know, I was on the road to get sick out there. No, it's my pleasure to be here. I'm sorry I wasn't as, should stand by a bunch of requests to you earlier in the before the holidays, but we are W and has been going to transition. And so we were very multi-tested in many ways, but my transition is overly hired in a new marketing trip today. So, yes, all very well. It's got a lot of learning to do. You'll get to be done somewhere like this. So my request is three-fold. It always had been that way for a while. We have a memorandum of understanding with the town of Waterbury on economic development services. And we've been, Mark Camilio is our economic development director and has been with us for almost two years. I've listed some of his recent successes. He was integral to helping us find an attendant to the train station, which was an incredible amount of work, but hopefully you've been done at Black Cafe, because it's wonderful and it's very exciting. And he's very, very much focused on affordable housing, housing in the town of Waterbury and was working with beef bud on all of the different self-training streets and down street work. So on that topic, we have asked for a marine percent increase in your monthly payment to revitalize water grant for economic development services. If you recall, you have experienced it yourself. Life's a little more expensive than it used to be. And as a small nonprofit with a very, I wouldn't say limited resources because what I feel really good about is that we have a wide range of resources, but they do ebb and flow and times are tough and expenses have increased. And therefore, being able to increase it by a little bit will support Mark and the work that he does. The second item is marketing and promotion and general operations. If you recall last year, we asked for a increase to our general operations funding from $12,000, which was $1,000 a month to $1,500 a month. And you generously provided that as well as given us money for marketing and promotion for years. Marketing and promotion, that's what our marketing associate does. He keeps the town out in the world of bringing people here, visitors, to spend their money in our business students and be plus vital for everything. So that is somewhat of a little tiny piece of increase on that budget as we've asked for a small 3% increase in our general operations fund. And then design and beautification. This was the big one last year. I had many conversations with Bill Shepulak, Steve Fox, each all around how the town is beautified and acknowledged that revitalizing the library is one of the primary properties of the town. And that this was a significant, that there were significant expenses that were sort of out of our control and really needed help to pay for it from the town. And one of the other components is that as much as we love volunteers, volunteers can't do everything and they want health and safety issues around having volunteers often 60 plus years old on ladders, hanging things, then the winter or the spring or the fall. That was a liability issue that was just right there. And we, you generally gave us added to our budget this $9,600 support to beautify our town. So the increases to our budget are sort of twofold. There's the 3% increase to economic development. And then the nominal increase to the general operations, which is $750 has spread out for nine months a year because our budget new starts on April 1st. I've provided some revenue stream information where our funding comes from. I'm really pleased that, like I said, we really spread it around. If you pulled out last year's, you would have seen a whole bunch of federal money because we were still living off of PPP loans and economic recovery money, which really made life a lot easier for us and helped us along. But the good news is we've been able to move that move away from that and to other resources. So I've provided you with some revenue streams and how our budget is laid out for this year. I'm having to answer any questions about the funding and what we're trying to do. Can you refresh my memory on, is the former tenant still paying rent at the train station or is that contract entirely run out? Well, it didn't run out. We negotiated a buyout. Yeah, I don't remember how long that. Their lease was through 2026. We had a brilliant lawyer write that into 20 years ago. We had no exit plus. And so therefore, as much as hearing Dr. Pepper really thought we were little podium people up in Vermont, they could get away with just getting out of it. We aren't little podium people in Vermont. We negotiated excellent buyout. What it allows us to do is to bring in a tenant at a low market rate for the tenant for the lease to start, because the buyout back fills that for about three and a half years. And then by the time their rent is up to full market rate, what we would expect from it, which by the way is 25% less than what Dr. Pepper would have been paying. So we'll never get what KVK needs to get. We bring that up. That money will go away, but we will be be financially capable of taking that rent. It's been interesting our new tenants arrived and we've learned a lot of things.  It doesn't work. We should have known that's what happened during the pandemic. So we've had some major repairs to the systems and the good news is we had this buyout money from KVK to speak for it. So we were able to take care of the building, bring it completely up to speed. It's now ADA accessible in a much better way than it used to be with a ramp on the front that was approved by historical preservation so that we weren't doing anything to the structure.  It was $20,000 to repaint the building. I know that looks fabulous. It really looks fabulous. We're very, very proud of it and black hat is going to grow to be in that space. Thanks. Yeah, Karen, you mentioned things are getting more expensive. So I would expect to be seeing a little bit larger budget, but your projected revenues for 20.3 or actually the world 20.2. Do you want to know what? I do. And I'm specifically interested in the dramatic decrease in the earned income. So here's the deal. What in that earned income includes $70,000 raised towards those three thousand dollars. So I cannot project that kind of fundraising for the coming year. So I don't include it in the budget. And it was for a specific purpose. For a very specific purpose. But that money came and it is restricted. So we raised an amazing amount of money and we've spent 25,000 of it already. And we have 50,000 in the bank for the project. So what you don't see is my cross my fingers, guest in it, what we're going to raise this year for the Stow Street Alley project. I expect up to $3,000 minimum. I see this project costing us between $125,000. That's what we raised 70,000 to start. Is that pretty my line? And we were doing some grants and things like that. So that's where that number is really different. The other little one is the water arts fest. First of all, what an amazing event this year. But there were a lot of changes. And because of that, we had a lot of new expenses. And so our earned income and what we raised from that was about $10,000 less than we did last year than we've done in the previous years. I expect to be back up full speed event this year because we had some long time expenses. People were still coming out of the shelf to some extent for the event. I doesn't think it's a perfect weather yet. Anyone want to help me get there? That was kind of what Roger kind of wanted out being earned income. But it is a $21,000. What of that is included for this coming year's arts fest? Is that all arts fest? It's 90%. It's almost 100%. I'm looking at vendor fees, raffle, silent auction, earned income. What else? If we have a one off silent auction, it might be a couple thousand dollars. But it's really mostly silent auction. I think it's mostly arts fest earned income. So we use all the fees and things like that. Donations of the gate that people might use. Back to the training station there. What do you have with your investment revenue that you've got? I think that's the way you did when you said you were the new tenant. Were there any considerations? Hold some of that in the side for the names of that. The link for the future. Yes. We had money set aside in the reserve. Every year we put around $1,500. We considered that building to be a gem. It's just one of those shiny, beautiful pieces. We do not take its care lightly. One of the reasons we really like our intent is that they feel the same about the building. So they, in our reserve then, they have certain requirements on what they will be required. So my next question is, and maybe it's more of a, I'm sorry. Unlike the municipality where in a sense all of them just with the general fund, it's distributed out into the department. You have to take each one of your line items. I'm going to add to its own separate entity, right? Because money that is appropriated for the whole thing, you just can't take from that and stick it somewhere else. You know, I don't ever usually share our budget at this point in the night. It's not finished yet, but actually, Bill and Tom asked me to share it with them right for Christmas. And I said, I would get it to you in time. And I got it to you like a two this afternoon. It's available. I give a roll-up budget that's available to the public, but a basic combination. We have classes, program areas, economic development, design, tourism and marketing, water rate markets best. Those are all, and that's why the requests, that's why you guys got copies of it. So you saw it, okay. And then the subtotal is our general operations for our organization or, you know, it's a subtotal budget in the train station. Once we hit the train station, and as you notice, the train station is how we balance as such. It always has been, it always will be. The budgets that are outside of that Stow Street Alley project, that is a standalone, very restricted. If you remember the train sculpture project, that one was $58,000. We managed that outside as a restricted fund. And then the other line in there is watery box sets because it's a different financial structure. So I guess I want to say, you know, great job for managing all those separately. That itself has to be, you know, an additional task. Well, if you look under here on the professional fees, $14,000, 13 of that is my repeat. Trust me, I, yeah, but I, I, I can't, I've been here for several years, and I worked really hard to design a budget and design a process. I know it like the back in my hand. It used to take me two days to prepare our annual budget. It takes me about two and a half hours now because I can just know how it works. I'm really proud of, yeah, I've been able to go on this open attention and with the funding resources. And 100% we can't do it without that. So I've been talking about that, too, which is, have you, have you anticipated that there might be a time when you decide to do a jump ship? Behind me is Julie Fraily. Julie, she is our board chair and she is looking at your people eyes. And that board is not going to let her go. So that's not a topic of conversation that has come up. I would suggest that succession planning is not an idea. Never is. So as someone who is here. I just have a personal experience. Somebody I know that stepped into a position that was very difficult, difficult for that person to ship. Well, I will share that. We're off on top. I don't know. But when I came on in 2015, we were ending the year with a $10,000 deficit. And the previous year, our WM ended the year with a $20,000 deficit. They figured out that their executive director wasn't doing a very good job. She actually said that she didn't care about finance. She didn't pay attention to it. First thing I did on January 15-ish, like three weeks since then, it wrote a budget that they'd never seen before. And it included something called Venice. And by the way, you may not want to know this, but we used to steal our internet for the police department. And people brought their toilet paper in front of the hall from the house. And we used, you know, so I just refused to work for an organization. I consider RWA professional organization. It's a business environment. Any other questions? Yes, Alyssa. Can you just speak briefly to the designated outcome and how it relates to the state and other outcome in the state? So, you're not familiar with the designated downtown program. And I will tell you, I was thrilled when I heard that Todd was taking this position. I happen to know that St. Albans is a designated downtown and they took full advantage of the programs and that will benefit Waterbury in many ways. Vermont has a designated downtown program, the designated downtown. It's very exciting to be designated downtown. You have to, the town applies, so this town applied for the dimension at one point. And gosh, I think for us it's about 16, 17 years ago at this point. And Waterbury, one of the requirements of being a designated downtown is you're required to have the designated downtown organization. Yours is revitalizing Waterbury. Sometimes the organization of our person is based in the town itself, which was Chip Sawyer at St. Albans, who's a rather less person. So, you have to have a downtown organization and it requires some kind of support from the town, which is what we provide and what we just discussed. Every downtown bandishes it differently. I will tell you that revitalizing Waterbury is one of the strongest, if not the strongest, organization in the town in the state of Vermont. We are the best funded, not just by the town, but by its community and businesses. Having the kind of individual members fits nearly 20, last year's 26, 27,000 dollars in individual memberships. People who just support our organization, that's unheard of. A lot of these organizations spend their whole life running fundraising events to keep themselves alive.  Trust me, the board knows that. So, we're really well managed from, people seek us out for advice on a regular basis. On top of that, the designated downtown gives us access to money. And we're familiar with the Downtown Transportation Fund. We currently have the Downtown Transportation Fund brand that we need to finish in a year. We'll talk about that. That's the land post stand for after-scepticals in the park. Huge part of the major construction is downtown. The historic property tax credits. Is that what it's called? It's Mark runs this program. If you're in the designated downtown, you have a historic property, you can get tax credits for kinds of work that you do. Tenders got 26,000 dollars in tax credits for work she did with her house, with the house that she put her business in. I could still call it the TV bank building, but we know they got I think a hundred and thirty six thousand dollars in tax credits for work they did. To be clear, these are income tax credits. So, there's tax credits and this landable resources. The designated downtown program is really strong. There are also village designations, which I think there's one up in the Waterways Center. And you'll find I'm going to be encouraging the town to apply for a better connections grant for the Waterways Center Village, which will allow them to get access to this money because only the limited people can get access to money, but you have to go to the steps. Yeah, my quick highlight was just going to be ending this year for the rest of the $200,000 of a grant. Last round of downtown transportation credits, they had one and a half million dollars, which is a rare number for them to spend because of barco money. Every downtown could apply. You could apply for $200,000, not usually $100,000, and you only needed a 10% match, not a 20% match. And I sat at this table with Bill and Steve and said, you guys, you have to come over the project to apply for this grant last year. I cannot believe it's going to be a $20,000 investment cost now to get $200,000. Isn't that good? Which then, tentatively, it's such a good investment to support my money. So I was like, over and over. You know, I always think by saying, I won't stop if you don't want to. I do have a question. On very payroll, I assume those are like the three different positions that you have. And your payroll represents roughly a rule over half of what you're operating. Period. Parallel benefits, only $2,400. You're probably not offering much in the way of I'm going to be honest. We really struggled to hire a market because our salaries are below market rate. I had to adjust our salaries to even begin to hire a marketing person that was beginner. He graduated five months ago. Never held a job before. I think he's fabulous. He's going to do a great job, but I could not pay better than that. We have no benefits. Julie, who sits behind me, is a HR professional and she is incredibly aware of the fact that we don't provide benefits. We provide a flexible work environment, lots of vacation and sick time. I support people in lots of professional development, everything I can possibly do. If this town of Waterbury wanted to figure out how we could get on your health benefits, that would be awesome. I don't think that's possible, but we don't have a solution for that. No, because I know it couldn't be. What is the $24,000? I know it's not out. It's actually a very, very small payment to me to help pay for my health. Very small. I would imagine $2400. That's right. I've negotiated that a couple of years ago, because I just got a moment to read something. I know it's very much on a radar, but at the moment, you look at this budget, there's no way over on that. I want to commend you for how much you were raised in being corporate. Don't be a lot of municipal type organizations raise that money. I always said, some of the things, go out and have some fundraisers and do something to raise some money. You're doing it in some way, shape or form. The thing is, I cannot go out to the town or businesses and ask them for money to pay myself.  It's for programs, it's for benefits, it's for things that we do. The fact of the matter is, and that's why our MOU with you is for not for the Economic Development Director, but it's for the Economic Development Services. You give us money, I'll figure out how to provide those services by hiring. And then there's extra money to pay for other businesses. So, if we were to have a windfall, I would probably improve our salaries and get health insurance. A couple questions, comments, I guess along those lines, I do worry about that. I do worry that the 3% increases a little too low, especially in a year when inflation is, maybe it's calm to 7.5%, but still way above 3%. I will let you know that we made a decision to give Margaret 6% raise without thinking that it's that hard talent that helps with split. So, he's gotten that raise. We did that because we needed to adjust market rate so that we could bring in a market associate that was not equal to my market by Economic Development Director. One of my second comment and question is, I think in a few months I've been here, but before that driving around and trying to learn about the talent, I think you're getting a lot of value for the design and mitigation money. And I think it'd be interesting to see what Karen could do with that amount increased. That's just my perspective on it. I don't say that. I'll tell you, if you're curious, we have a major focus. We spent the last three years focused on Main Street. It is tiny. We have a hundred and every center together. It is our strategic plan. It is a huge focus. The design committee which thinks about these things as on their list of, so how can we take what we're doing down here and bring it up? The marketing committee, how can we make sure all of those businesses up there feel promoted? Economic Development, what can we do to support those businesses? Every single component of our strategic plan has to focus on the 100th and wild race center, which is why that better connection is important. Funding will, any funding we can find will push up the interstate, not the interstate. That would be quite an upgrade. No. And then my third question is, are you waiting on Reed's in Nebraska? I think you mentioned $70,000 to move on to Street. Oh, God, no. No, okay. That's the biggest project in the world. Call for artists are going out this week for two major components. We'll probably just, we have a letter of interest out for a grant application with the Vermont Arts Council. We did. I think we're going to do another pop up. Brett fundraiser, Roger. I don't know. People have written, we raised $20,000 for this fundraiser in six weeks. So I think we're going to do that again probably around middle of February. And at this point, we haven't even written a letter to a single major corporation or business in this town, asking for major donations. So all the banks, some common, IV, all those businesses that are over in the open park, every single one of them will be asked before. I'm a firm believer, just like the project, but everyone's just like, no, we'll never raise the money. Anytime I turn around and say, Wayne, $1,000, what for this? Okay, I can get it. I'll raise the money, but the community is really awesome. So there's a lot to do. Hey, we're selling benches, $3,000 for a bench, lots of options. And I guess putting on my other hat for a minute, that if you were ever, if you feel like you're going to be in a situation where they're going to be challenged, maybe a short term event will help you out a little bit. Yes. However, revitalizing waterways, the fiscal agent for a number of communities, I don't know if we're interested to do that alone out for a project that is really just based on more larger groups. I am completely confident. I will be coming to the town for other kinds of support. I promise. And the DRV has been very helpful and we've gotten our permits and we have two tenants, two owners of property. For the first time I think ever, the Masons come downstairs and sit in the room and have meetings and we're doing great work with them. And the new, the owner of the other building is actually doing upgrades to her building, now that she's learned about value of this town community. Good thing, sir. One last quick question. Is there any, in terms of the pavement, opening up the restaurant here that we're having? I think there's movement. I think maybe sometime in the next six months, I think that Stone's Door pizza is opened is like us lying down, so we need to go over there and check out the pizza. That's fabulous news. It's a major investment and there is, you know, during the pandemic, we don't do so much. Yeah, and that was locked up in this room. So I think things are happening. I don't have an I don't always know. How long did you get from the other municipality that opened services? Oh, they're endearing graduates. For example, Barry, partnership emailed me this morning to say, Karen, we're thinking about acquiring a building. Can you tell me what you did to require yours? So I explained to her what happened. Northfield was thinking about hiring an economic development director, wanted to know how our system works. So they came, they set up a team of people, and we went, have this with you? I was, I have talked to their employee, so it was one of those Vermont that he's working with. You know, these people, all, Shelburne's town manager is interested in thinking about becoming a designated downtown, wanted to know more about it. Follow me. I don't, I don't feel, you know, it's, there's just too much value to all that. And we work closely with Stowe, a member of the Valley, to see the new ads, which is super cool. Best of the 100, advertising for my grant in the town of State of Vermont. So I find money successful. These other towns, along with ours, what people are thinking, you know, but we all know it wasn't the best thing to do. Thank you for what you did for the Comparative Board. Really value it. It's a really cool job. I've just been spending, spending a day telling person that's a good job, how, how lucky he was to begin a job for people for W. And that is a great place, but it's a great town. And you guys are really great people for us. And I have amazing Board of Directors, so they're all involved. Thank you very much. Okay. Thank you. You know, we're finding, thank you. Great. It's preparation. Sweet. Hello, everyone. My name's Wyatt, and I'm the program coordinator of the town of Waterbury. I started about... You're mistaking us. It's a good start. It's a good start. Yeah, thanks. But yeah, I'm here to present the budget for those books for next year with mom here. I guess just breezing through just the pool stuff. There's some big, I guess, margins for what went on. And I kind of want to go into detail about what happened towards the end of the summer time. So we had known Nick was leaving about a month out of the program. So we were well aware about a month in, and I had sat down with the schedule and Nick. And ultimately, they had chosen me as the best role in that work. Finishing out the summer, I'm kind of starting off as an intern, kind of going through and learning what Nick's job title was. So I ended up finishing out the last two weeks of summer camp. I thought the flying colors went pretty well. But just going into the budget stuff for regular pay, you'll notice that it was a little more than last year's. But that was just because of the transitioning things coming out. We really needed all hands on back just to make sure that I didn't get rolled over to leave for again in the summer. And we had an issue that we talked about a hundred times before. Everyone's kinder and more in other places, so we've got to match the market. And it's almost impossible to find like a third today. It's very, very difficult. I've been working very closely with the camp staff. I try to get across training and Tom and I have already been planning with our previous pool director, Ethan Canada, being gone. And I will say, I do not think he will be returning. I would love to have him back. But with him being out, we do no longer have a school instructor or a lifeguard training certified professional on site anymore. So we cannot offer currently any lifeguard training classes through the town over there. I would love to, and I've talked to Tom about it, his St. Albans has a great program up there about reaching out to them or summer like their stop train and kind of over the ropes, maybe with the directors as well, just how to manage pools. A manager of the pool is a little bit difficult as well. But with that being said, I did go over very slowly towards the end. One of the keys to pools is that it's the lifeguards in total. If you've got sufficient number of trained lifeguards, you can be open for hours and you can teach classes. And if you've got two or three lifeguards teaching a group of 10 kids, I don't know what the rate is for you know, the summer long pool classes, but there's a significant margin there. The pools that break even or come close, that's how they tend to do it, because they have the staff, but they can have those upon use to scale in the open more hours. And the great thing about classes is, so often parents are feeling kids when you expect to take your kid to classes, sort of evening hours or morning hours, which doesn't compete with sort of the general open more hours. So if we can find the lifeguards and get them trained now, and have them ready for the summer, hopefully keep this budget. What's the rate for working lifeguards? And then for day camps, which is why I want to also get my cross training to have that option if you need to, you have to go on field trips where you pull out full staff for occasions, we'll pull like one or two because we've got the 200 to 250 kids this past summer attending. And the only other training like there was myself being our cross training. But having that availability where we have staff at least through the day to come side and be able to accommodate for the pool because we have so that comes, we have not the words that comes, we have at least one other program every day. So it's always busy during public swimming time. And how many lifeguards are you budgeting for? We had eight over the past summer. I think it's a great number. It's just I will tie into the directors to do a great job coordinating with time we need the vacation time for summers, but they're my schoolers and go to the family plan field trips that they're unaware of because the parents that hold the bottle happens where they're gone for two weeks and you're like, and it's like then I have a full staff from there to go on field trips every other week. And it's thanks to them because you feel like you're eating behind the bar much. And from my perspective, if we could identify 12 kids who want to be lifeguards now and get the training, we'd send them away for training now. They do the training and the promise that they should kind of work for us. And then you have the unseemly 12 candidates. I've been working very closely with our current director, Scott Heather, he works up at our one as the case manager for kiddos. And he's always advocating for kids to come down and join or just to come check out the program as a poll because it is really one program. I'm excited to start creating more programs for the future. Lifeguards, you have to be 16. That's why we do the junior and council role of the team. We transition now, we're here, we're here to make that work. But yeah, typically 16 is the starting age for lifeguards. And they can't take the class until they're 16? You have to be 16. To take the class. So are you seeing a decline in interest or what is it that's... I just think it's with coming out, I mean, it really has been an issue to COVID here. It really didn't. I never had heard of them for a very long period of years. So I've been around for a while. But even those when Debbie was on, we didn't know how we did the COVID. Lifeguards and COVID, I just don't think anybody really wants to work that much anymore. We just had to flat for the schools. But we just have to really get the word out there and let you know that Waterbury has a little pool and we're ready to talk about the summer time and a lot of stuff on there. I guess I'm going to be around a little bit. But yeah, it's just the regular page should be more accurate to back to the proposed budget that we have for next year with me being more comfortable coming into the summertime, actually being able to sit down and have them really start talking with my staff. I was four later, kind of going over hours, scheduling hours, and kind of doing more time related things along with that forward. And the way I look at the pool is now it's it's got about 50 grand in revenue and 100 grand in expenses. It's really a bit more expensive than that because we don't have the overhead allocated there. But it's, you know, that's the target is to just try to improve that ratio each year.  Yeah. And then since we're on the pool, before we continue further down, we want to talk about the $12,000 for the study. So Alec has been the town's in the near for a long time. Alec and I have spent some time just about the age of the pool. We're used to many of the work history. And so I thought it best to have Alec work on a scope of services. And I didn't want to hire, I know there are specialty pool engineering firms, but I didn't envision the 50 grand study for some of the tell us that we have an old pool and some work. But the main theme I talked about with Alec is let's identify the useful life, which would be 20 years could be negative three years, I'm not sure. Let's get a good maintenance plan going forward to make sure we hit that life. And let's just make sure we're in a position where if he says, hey, in five years, we think there's a major investment that will have to happen let's just approach it on our own timeline. And part of the budget at $12,000 for the pool, taking a core concrete sample and setting that away for testing. Part of it will be if you look at the pool and the shadow under these sort of big bubbles in the liner, trying to figure out how to correct that, how to root causes. That's the fiberglass liner? Fiberglass and it's it's not original. There's another fiberglass over concrete probably for something else before that. And then it's also inspecting like a comprehensive drain system. So I think it's money was spent. And it's not a huge item. So I think that it's appropriate just embedded in the budget for the creation and not necessarily have as a special article being wanted and not quest our funds for it. I think it's based maintenance of the trip. Where years ago there was a cold over $3 million to replace that. How many years ago was that before? I don't know. Chris, should we call them that from the years ago that was? The drain down of the water water one. Is that scheduled yet? Not to my knowledge. They're involved. I know I'm involved with the French to the water water reservoir. We need that many with A&R that it's got the whole thing but there's nothing concrete in which one. But they're going to do something, you know, but it just there's not a direct part of it. Something would be like the whole season? Oh, I would think it might be involved. That's the case. It was down for 15 years ago. Right. It went down and then, you know, I can't remember that. It was out of the mission, right? I bet it breached you. On the one hand, it increased our bottom line. On the other hand, we've got to do some maintenance on the pool. It's likely that's not a winter project. But we'd like to do it in a year when the reservoir is it's a full capacity. How do you deal with chlorine management? I know chlorine is a pretty positive chemical. So I usually buy it and our water comes down. But I'm not too familiar with that. But when you drain that, you know, chlorine water or anything? Oh, yeah. So all of like, what were you talking about? Of course, yeah, the summer where you get rid of it. Yeah, we just we bleed it through. That way, you know, we do use it all like we do have a sets budget for it. We try to use it up before the summer ends. But like this past summer, we still had like a quarter of the tanks so we'll be pouring and Scott and Brad are in nice order there. And they just let it through and let it run through. It's better to start like not storing our stuff up, you know, really good to have that around. We burn through it. Of course, yeah, in the summer. And it does, you know, because you don't want to burn through it all at once and maybe have more programming options going along as you're doing it. But having that set time frame, the only do close the pool. I'm curious to see this for the winter weather this year. But summertime might be a little longer this year for programming. But I do have I just noticed one thing was over the years with the pool and the weekends in general. I know like a lot of people do like having a long weekend. But if you want to drive by, there's not a lot of people actually using the pool. I think this is a great opportunity to have me run programs on weekends. I don't know, maybe like older, elderly, like water of this class become a comedy for certain individuals. Or maybe it's just going to be a full weekend day with camp staff. It's a good time where we open stuff. Something I've been saying a lot is when we look around the state at the bigger towns and bigger programs is saying they started programming all the time. And if it's not successful, then they stop it and not went into it. And I think that's one of the keys just beyond the scenario. Just try and try it out. And if there's a man, there's a man. If there's not, I don't know why we're in their program. So would it make more sense to bring an instructor to Waterbury from St. Albans, opposed to bringing a dozen kids to St. Albans? I think I should get kids trained to be well-inflatable. So I think tomorrow for training somewhere, whether it's St. Albans or elsewhere, I think we do that. Yeah, I would probably personally take them and our fans that we have there to get them trained. And I'm also here with the training. So if they do have any questions, I'll be able to answer with my previous background. And then at some point, hopefully, we can train the trainer actually well. Right, right. I was just thinking of your weekends. Yeah, well, yeah. It's starting because this year we couldn't, just because the like, very difficult because we haven't been able to do any programs related to swimming, like swim lessons that we use as opera. Like I pulled an eagle up in central. There's five directors at both that college in their way. And the high schoolers have been high schoolers for a full Saturday afternoon. I will say. So they're year-round sports. It's hard to manage that on weekends. We have games and practices all week. And it's ultimately I had to make the decision to ask out of source groups to see if they could provide, like their previous pool director, key that he's going to provide private lessons for kiddos just to be able to accommodate that necessity. Because it's a great program. We run out of season program and we run through that. And my hope is to bring back the spring to be able to run it. But yeah, I think just having the mindset overall with the pool, just because Chris, you thought about just having that consistent 40 to like $60,000 debt you take every year when you're trying to keep it and managing, keep it open. I think I think we're missing like the picture of it is just we just need to pack it all the time. Just have a lot of people there while programming out of there and just keep that place packed. There's more programming that Nick has done through Waterbury, more rect-related. It has flourished and become unbelievable for the four years that I've been apart for the amount of kids that come through here. The out-of-state kids that attend weekly are a whole summer now just because we have the kind of family that we built out there that they love. It's a great, it's a great program and shooting time for Google. It's all crazy and burdened to this that you brought it up, but I helped them along the way with it. So it was nice to have some ideas involved and kind of run along. And you see that in the program, revenues and expenses. Yeah. That issue last year, there was a software glitch and so normally the summer day camp is capped and before anyone figured out all these years were enrolled to everyone's credit. They made it work. Summer can't be usually town meeting that he sells up in less than five months. So the quickest selling for the grant is a large program is a block or help to do that. Yeah. And I know it's tough because sometimes your instinct as the manager is to look at the rates and say, hey, this program sold out in five minutes. If you were thinking of the private sector, you'd say, well, we can afford the fact of the rates. But we call it summer programming. It's supporting the local economy. I mean, an affordable daycare provider.  But all those folks out there that work in water very, very good areas. So we're not really helping ourselves on a net basis, I think. Yeah. Reminders of the crash doesn't matter. All right. Our platform town meeting day went through an update at 8 a.m. when it opens. I just had this previous to happen about a week ago with vacation signups. But it pushes through basically anyone who wants to sign up. So usually we had, I think it happened at 2,185 for this past summer. And we ended up with around 245. So we had much, much more. So you'll see the difference in the revenues. It's majority because the site had failed. And then we just had to bear the beast at that point. And now it works. So that's that's a new number. If there's anything. Yeah, I think we're going to stick with 243 or try. I think we're going to try. And I think it was the most fun program. I think Waterbury's over there. A minute over. I love to do more kids.  At some extent you're going to sell your facilities. But I think the community man is even higher than we can accommodate now, I think. Do you have any adult water awareness programs? I don't have any implemented right now. I don't believe there have been any implemented. I'm curious. I know Nation Walker, I think it's really interesting what's happening over there. You know, with everyone getting older, joints and things, you know, water. You saw that. Yeah, I think it was such a lot of work. Something I'm researching like is I've got to work at Bones and this might be one of those things that's not possible. But I've called Medicare supplemental plans. I've asked if there were seniors that took programming classes that are, would they pay the membership fee? But it's one of those things from battling by calling 800 numbers. Yeah. So I may not get there. A lot of times they will. To me, it makes sense because it has the savings in other areas by, you know, it's a pretty low cost with any kind of, you know, joint kind of things that's spent with, you know, really a, you know, it's an expensive proposition because I know a lot of the audience questions. So, it's a sort of subject question, but it's also something else. And you mentioned that when you have that, many people are interested, you know, and I'm not going to raise the price, but the other thing is to increase the faculty. And Blackboard and Sound may have opportunities to support the brightness of the capacity by looking at some of the facilities that could be accessed. And obviously, alongside school, alongside elementary school, so primary school is a place that sometimes where it has had access to and sometimes not and that's another thing, it's the talent. So really as well as as much as it is. School records, it's also the talent. You know, it seems to be a place where we don't really expand access. No. Yeah, I know that just in the past, even for this aspect in a lot of ways, when I was still working with them, and we had some summer programming out of the Armory, which is a really nice spot to do. They had things like basketball, they had a lot of equipment out, which is not okay. But we did a hiking fishing program out of there. It was really, really fun and super close. All the facilities down out here. I know we had chatted briefly about that as maybe an option in the future, but I do know Brookside does not have another care facility in Manhattan during the summer time. We do have a summer program out of there too, which is why we've had access to it here periodically throughout the years. But we tend to just kind of let them roll in their own spot. We kind of settle down by reaching out to these other churches to be able to accommodate the space. I do think just for the capacity of the concern for it, I think if you get above 250 of the current sites that we have, it's going to be very difficult on just staff as a whole. Because the building's not that large. When I was a kiddo, we had 90 in there, which is unbearable as a kid. And we currently have 30 over the past summer out of there with about five to six staff daily. And still, you can see it's fairly loud in there. All even the improvements that we've done over the years to the building to keep it maintained and good in this. And can move on to the admin and building's benches and joining the buildings. So the sampling plan is different to the plan that was this time of next year. Budget for a director and then essentially partly to the aircraft funding for a program coordinator. So we're at a similar point. A couple other little things I want to point out in that side. First is there's a note about card slash at payment option. We're just talking about better ways to get paid remotely. And some of that is maybe it's we have different that maybe we buy a commercial freezer for the cool and we're looking at that. Extend our concession options. But I don't love the idea of cash. No one from the financial risk management perspective loves cash. And a lot of people don't carry it including myself. But people have been people that want to pay in the platform. So we're going to generate income. We've got to modernize them and accept payments. So we're just functioning a little amount there to see if we might have some transition expenses go with that. But if we can do it generate revenue, it might make it easy. It might also help with fundraise and reflect on donations to them and so we could do it these days. Another piece on the admin and building expenses and our presented rec here but also the fund 75 would do the recreation and capital budget. So fund 75 will end 2022 with about $50,000 in fund balance. So there's something there for future progress. Not a time but something there for a down payment. So in this budget we are sending that on the second page at line 96. We're sending $79,502 fund 75. And in fund 75 we're spending a little under $50,000. So we're saving $30,000 according to the plan. So that's $30,000. If there's overdue, it should be a little $500,000 a little more. So we're building that recreation capital fund a little bit. And part of my thinking there is there might be a decision with the school and then part of it is obviously there's the ice center arena study that parks plan and study. So far what that group is leaning towards is that, you know, there doesn't really require an additional investment, hope Davey, but the ice center might. So we could end theory at the end of 2023, have more like $80,000 in that fund balance. And then the capital fund, there's nothing huge. Some standard amounts I think for building and field improvements and maintenance, nothing dramatic. And that's where I'm betting the pool study of the $12,000. And then parks and fields. Really that's Bill Woodruff and Celia, but I went over it with them. And that's a pretty standard budget based on what they need, about what their needs are. The salary comes from public works. That person is in the Highway Department budget for half a year and transitions over. And that's based on who we have today. So I think it's probably pretty reasonable there. And I think the rest of that, you know, the increase there is on the salary side. The rest of it is basically what they're funding. But we tend to spend in that $100,000 range each year in the parks. So the bottom line on that bottom page, I don't know if you like the way I presented that or not. It's just that if I use a $400,000 home as a printer, maybe that's too low in today's markets. It will be one degree of praise. But I just thought your recreation programs in total, the parts in your fields, which I tend to think it was mesh, cost you a little under $200,000. And we're proposing an increase of under less than $5. So anything like the $12,000 pool study, anything that we will do the pool study, that I feel as soon as we do anything, will be in 2024. Well, the study would start in the spring and it wouldn't take forever. We'd have that done in a few months. Human repairs. It may be that, I don't want to pre-judge a study, it may be that in fact he says that we've got, maybe we can spend $66,000 just to make up a number, but maybe we can spend $100,000 and based on that, that we've got five plus years of useful life. But frankly, hopefully he says something like that. I think a lot of it depends on something. It's a simple skew to find a woman who can do something this year versus actually. No plans to do anything this year. Could there be a more major item in 2024 years beyond? All right. When we field about hope, David, when we write it, do you know what is a constant issue with the Little League? There's a little lip on a short stop. I don't know. I don't know. I know I've got a better additional detail from Celia, which talks about the different soils and you know, she's got a lot of red clay from this place. Yeah, there's just a lot of supplies out there, right? Or don't we have more requests? It doesn't sound like a request that we can't accommodate so I can guarantee you that we're going to look at the Little League field to help David. Yeah. Of course, the same thing as I mentioned with the pool studying, we have the rec study going on. We might have some fairly, you know, creative acceptability and the, you know, quarter verse and the park and stuff like that. I think that's a war on me kind of issue. Yeah, but what I meant with the recognition, I think at their last meeting and they've got vacancies. I don't know how many seats you have open right now, still? Well, I guess I'm going to go 11 to 5. So you've got six on here. 11 seats and five in here, yeah. But I think that community is going to have some work to do over the next year or two. So if you're looking for people to sit on it, that's a great time. I like the fact that you talked about trying to do things. If they're successful, stick with them and they're not I think it's just the there's a great grade wherever you want, realistically you can. And I think just having that availability to be able to home in on one area that we're really struggling with and really trying to implement programming and programming after programming. And I'm going to have to have a conversation with my staff and I'm going to make them aware that like, well, different is coming summer, but we're going to try it out and see how it goes. If it's way too much for them, this is where I kind of maybe expand, go with the options that we're going to go with that or maybe for the other half of the position for program coordinator and director since he got split. Maybe that's the responsibility that falls under one of those rules as well. But we can kind of more focus on them on you know, making sure that the pools run in that aspect, at least for the summer, very smoothly, very well managed and kind of having that head of the to be able to really rely on and push this, you know, new implemented programming really kind of make sure that this is going well. It would be honestly nice just to have new programming in town too. I know like, so there's black football, I did black football out there. I loved it. I had a class every Sunday, well there's play one game and then you have a weekend tournament at the end of the season, or you play a game with the best of the best, whatever you want to play. But I mean, you have so many encompassing towns just around a lot of very cool. It's a huge theater program, and I'm just even being able to offer croquet or shop keep all the different programs that people don't really think of. But there's always somebody who loves the idea of doing that. And what I think about Chris is we've got facilities, we've got marketing reach, and we've got the software. Our software that we use is essentially with the programming revenue collection software. So if somebody wanted to do some program that our facilities, let's use our software, let's use our marketing reach, and you don't need to be a business. You can just be a vendor of a town, we collect the money and then we pay you and we kind of take our administrative cut to cover overhead. But there's a way for the town to leverage that. So we don't have to run the program. But if someone calls us up and say, whatever, I want to teach dog training on one-year fields. Great. Actually, during COVID, it was yoga. Everybody wanted outdoor yoga fields. You've got the email distribution plus we've got the software. So we'll market it. People can enroll for our website. And we'll pay you. Let's work together and generate some revenue. Yeah.   It's a forum like that. It's like somebody has interest in it. It's a simple email that I can call. Maybe we have somebody who can offer that.  They're the leader of the program. We're just, I guess, sort of like the middle mass situation. Like we're making sure that they're good and the person that's getting lessons from them is they're getting along. I don't know if they're happy or not.  You're really going to move on to something that isn't, you know, it just helps the bottom line. It helps everybody. Yeah. I think ultimately, too, just having stuff there is just going to have to be more out there and everyone, people here, you know, not taking these up all day. I'm an old-soul guy, but I can't look at that. It's boring. I'm like, I'm sorry. But it's just that I think Waterbury is a whole, a little bit much, you know, better for people, but I guess the plan said kind of want to, you know, implement and that's the vision I see for it. There's always something going on with Waterbury. Well, that, I think you get the, you know, get the market in your neighborhood is the one thing that's at something that is really, you know, that lost in the down there. Especially for people like mine. In fact, we used to know everybody and now you don't. It's sort of easy to work it correctly. But if you thought about working with like the Waterbury, so there's a game club on co-op and they would highly love it. Well, I think like they have two ponds there. You could give instruction and they have like with the let's go to the program. We have Vermont Fisher. Yeah, we did stop the ponds and the kid would have a kind of a blast. You know, you know, it's not real for you. Seven. I think they're not real for you, but you know, kids will just catch the fish.  First, I had my head around the fishing program, myself.  Like you, like you name it, I usually have done that in the past. Or I still do like hunting programs. I could go, I'm a let's go fishing instructor. I would love to do something like that. Yeah. I think the classes will work class. Okay. Well, yeah, I don't know how many years it's been.  But, yeah, something to get kids outside. That's maybe more of a reason. Do you have a, any more information about the availability of Malorie? I do not. My, I spoke to, I forget her name, but Lee, the Department of Military last week. And I asked about getting in there for the summer for recreation. And she said it'll be a few weeks before she can really get back to me because it's a giant mess right now because we're moving out. But, her understanding was that the National Guard is not for the use for the building, but a different agency might. So, anything, how many, until when to slip? Initially, get access or who's that? TPD. I think that's to be determined. Any other questions? Thanks a lot. I'm going to put you here. Thanks a lot. Thank you. Thank you. For the folks. Thank you. Next, I have a point. I don't know if it's associated with recreation, but as we thought at the beginning at our rotary, we, they said, maybe mentioned to Tom, that's a lot of times we board fireworks for the AQID in January, because we get a lot better prices. Fireworks, you know, that's one reason why it's not clear if it answers their fireworks to the display. But the fireworks costs have gone up about 35%. So, you know, we might need to make some decisions on that in a shorter, you know, array. You know, you know, I spoke to Karen, we'll probably need to get some prices and stuff like that. But is it North Star? Mm-hmm. Then we get the fireworks. Mm-hmm. And just, you know, probably would be good to, you know, at least figure that out and maybe get that on next, next, you know, maybe a mid-month agenda. See if we want to go ahead, because it's a vantage of the, you know, early pricing is going to take a lot of time. Does it sound the paperwork on fireworks? Yeah, we'll take the fireworks, you know, to the broader because most of the NQI can accept abuses. You think the world really likes abuses? No, we think the firework, I think North Star does. Yes, oh, okay. And I, since I just warned about this a few minutes ago, I can't tell you a story of who will be paid for fireworks. Okay. I think it's a good idea. I think it's a good idea. It's a good idea. Okay. Right. It's sent a lot of $1,000. So we might see it go up to like $13,000, $14,000 a year. I don't want to blow up the five minutes we put on here. So something to add to what we do talk about, it would be cleanup because as someone who lost that path every day, I really struggle being out there and seeing the waste. It's, it's, it's a lot. And I try to pick it up every time I'm out there, but it is a lot of cardboard and paper waste. And it's right by the river. It's definitely on the river. I mean, I don't know who likes it. I don't know who's observing.  It's dark, pitch dark until the night. So whether it's community volunteers paying people, you know, the rotary, whatever it is, it's certainly a problem and especially in our town, you know, we care about our town environment and funliness. So it's something I want to put on the radar. I agree. Yeah. I'm not making a promise here. I don't want to get too far over my skis, but hopefully at next meeting we'll have an estimated tax rate for Oregon. So that'll inform some of these in the matters like I said, I might be over my skis a little bit here. So I love it if you have one. So to your point, Danny, it's funny you should mention that because today I was just driving up in a fast line place in Dallas, you know, tons of litter along the side of Duffel Road and I just said to myself, I'm too big.  It's just, I mean, we just had Reno and nothing but a big fan of two there. Just really. Yeah, nice to see you. Nice to see you. Nice to see you. Nice to see you. I'm fine. I'm fine. So sometimes after the big windstorms, I know things come from like the dump and or piles or whatever, but it's, yeah, it makes me really sad to see and especially when then we can't control like we're, we're paying for it and creating it at the town. So I think we could do better as a town to take responsibility and think about it ahead of time. That's it. Okay. There's something else on that. Biden. He was so organized. I'm contractual negotiation. I'm going to go into a second discussion. Thank you. Thank you. All right. So I appreciate it. This is easy. So no, I just need a motion. And then So you need a motion. Okay.  Executive sessions in this discussion are two, two, one. I'll second the motion. Thank you. All in favor say aye. Aye. Aye. Aye. Aye. Any opposed? Any abstentions? Thank you. Thank you. All in favor say aye. Aye. Any opposed? Any abstentions? We are now in the check. Thank you. Thank you. Thank you. Thank you. Thank you.