June 24, 2026 – Capital Improvement Planning Committee – Video & Transcript

June 24, 2026 - Capital Improvement Planning Committee

Autoscroll:

It is June 24th, 2026 at 6.30 p.m. And I'm going to call to order a meeting of the Capital Improvement and Planning Committee. The meeting is hybrid. And because of that, I will read, this meeting may be recorded. And if recorded, it will be made available to the public on WICAM as soon as possible after the meeting. Public will be excluded from executive sessions pursuant to Chapter 2 of the Acts of 2025. This meeting will be conducted in person and remotely in accordance with applicable law. You can either join the meeting here in the town building or in the Wayland Commons room, the former COA, or you can attend remotely at the link on the town's website.
When required by law or allowed by the chair, persons wishing to provide public comment or otherwise participate in the meeting, they do so at the meeting location, as I just noted. Public comment should be limited to two minutes per person. And members attending the meeting are all in person. So we have Brad, Brian, Kelly, and John. Liz was not able to join us tonight, which we were aware of from our prior meeting. And let's review the agenda. And so because we're all in person, we don't need to do roll call votes. All right. So agenda 630 is call to order, review the agenda for the public and announcements. 635 is public comment on members' response. 640, discuss comparison of the five-year plan in the annual time meeting warrant versus CIPC's report. And 655 is next steps to advance our process improvements in the report, including, but not limited to, revisions to the CIP submission form, outstanding capital product status, and project plan for the remainder of 26. 745 discuss succession planning, both talk about finance and school committee designees, so I think anything's changed, the chairmanship, and the vice chair roles, including possible vote. I feel that's appropriate. 820 review and vote for the minutes of June 3rd, 825, set the times of our next meetings, and 830 adjourn.
Public comment? All right. All right. Awesome. So we can move on. Brian, you sent a file, which was the five-year plan. This will 28 to 31 out of the five-year plan that was in the mark. We can talk about that when we get into your revised CIP form. Okay. You want to do it there? Yeah. Okay. Fine. So we're going to start there anyway. So I sent a revised CIPC form, and Brian, it looks like you added, I didn't get a chance to look at this. I put a tab into your version, which is the same as the PDF file that I sent out. Okay. I mean, it basically is intended to give the department managers at their fingertips what the dollars were in the final plan for each department. And to some extent, those are going to be different from what some of them had submitted. But I thought it might be useful to include that with the template that gets sent out. Yep. I agree. It's useful. Something that came to mind after I sent this out to you guys, it's a question of whether or not I can execute on it. But I think this is a good step if we can't, was if we take the plan from the warrant, right, and pre-populate the template for each department. It won't have much because it'll have the amount and the project name for a lot of them, but at least give them, like, here's, and I can probably do it using AI, but here's your starting point of the projects you've submitted, right? And then that way, there's at least, like, this was your starting point. If you're going to change them, it's going to be a very conscious, like, you submitted a project, X for $250,000, and now we're going to take it out or modify it. So that ideally is how I would do it. If we can't do that, I think at least putting the dollars by year is a good starting place, but I feel like ideally we would be able to send each department, like, here's your starting, what you had, where are you going from there? It's just, they won't have a whole lot of information completed because we don't have a whole lot of information for most of the projects, or all of them, because everything past the first year we didn't really have. Yeah, I mean, I think I was going to do that, but I said before I do that, let me start here with at least this information, and my only concern would be timing, because I don't know if you've shared this revised form that you sent out to us with the town manager and the finance director. No, I was going to do it. But I hate to pre-populate a bunch of stuff and then have them decide that they want to make a change or they don't like what's in there. Not that likely. It's possible. I mean, there's not a lot of information that's going to be there. I mean, I agree with you. My thought was the same thing, was because they historically, most of them haven't submitted CIPs other than for the upcoming current year, but putting tabs in for all the years, it would force them to touch each one of those, just to your point, and make changes. So, you know, if you think it can be done with AI, I'm happy to do it. I think it's possible to do it. It may not even be AI. Like you said, it may just be a macro back from the full spreadsheet. But I actually think it has to, ideally, it would work in both directions, right? So there's feeding in the information. And then to the extent, you know, let's, I'm going to give an example we send out to BBW and he fills it out, that it is creating his new summary, right? So as he's filling, yeah, it's back feeding, as he fills it out, there's a departmental summary of like, okay, this is what you, you filled all these out, and this is what I requested in total by year, so that they don't have to, I'd like to get away from the manual creation of summaries, right? So, I got to put my thinking cap on it. But what I was thinking is we would send this, based on our discussion tonight, I would send this to Brian and Michael. And if we're working that in the meantime, fine, and they make changes, I'm thinking it's in an automated fashion. It's not going to make a difference if they change, they tweak the form. It's not, I'm not going to manually sit and put, you know, all their projects into spreadsheets. So, again, to me, it's just timing. Yeah. My hope was that we could get this out July 1st. Yeah. And then give them three weeks to complete it, more or less, and then get them in for meetings. But I did, before getting into the details, I did, the only, I thought everything looked fine to me. I thought the one question I have, and maybe it's just a question of how you, how the town manager sends it to them or whether it needs an additional something on the, on the first tab is sort of what constitutes a project. So, I could foresee, but what I think we want, at least what I, in my view, is pick on the road improvements. Okay. I would think there should be a tab for each road improvement each year. And that is a single project for road improvements for each year. Because if you don't do that and you have one tab that has five years worth of road improvements, which you could look at part of this form and get the sense that you're supposed to put in multiple years on a project, which you are on a project. Then, then, then it's hard to priority rank because you're supposed to priority rank each year. So, that, that was one common stormwater management that comes to mind. That one was every second year. On the flip side of that is what, what would be a single project that would have, that they would be inputting funding, anticipated funding requests in multiple years? Well, I could foresee a building, you know, design component followed by construction. And you could view that as a project. But I think in the past, they've submitted the design on one CIP form. And since they haven't given us CIP forms for, other than the first year, if design falls in the first year, then that's what we get the CIP form for. So, my question is, would there, would there ever be a project that would have multiple year funding? And if, if not, I think we have something in here. I think. Suggest that could be the case. It depends how you view it. I think when we originally talked about this, we, we took the opposite view of, like, no, I want to see all the costs of the project that you're going to go to town meeting for in one place. I agree with you, though, because I was doing this. I was like, oh, if there isn't a separate sheet for each one, it, the ranking becomes an issue, right? Because you've got to rank it in the given year. So, I think it may be that we've got to reverse from what we originally talked about. And I think the way to handle that, if everyone agrees, is rather than have the capital budget impact with the five years listed, it's adding an input for what's the year of this request and what's the amount and not having the five years listed out. Because I think whether it's roads, right, where you're going to have those types of projects where there's a, we do floors in district-wide every year. We do roads every year. It's one kind of project where it's multi-year, same project happening, different places, right, across the town. Or it's a building that gets broken up into design, right, different appropriations, which is common because there's a lot of times where we go when we say we'd like the money to do the design. We're going to vote separately on the construction because we don't know yet what the construction is going to cost. And based on that, we may make a different decision. Or fields, the fields project where the fields project was one project and got broken into three phases. Those are the ways I can see things ending up being strewn along. But I think for reasons you just said and because ultimately you've got to go to town meeting and ask only for the project in front of you, right, I think you have to separate them from a request standpoint. Because we're not, we're not asking, very rarely, I can't even think of a case where we've gone and asked, where we weren't asking for the whole amount, right, in that year. Like we've never gone to town meeting and asked for an appropriation that's going to span multiple years. The project might span multiple years, but the appropriation is made, right, at town meeting in the fiscal year that it was requested or for the coming fiscal year, right. So I think we can modify.
So I wonder as a, I mean, if the only reason not to allow them to, because it'd be more efficient from them having to fill out forms, picking on road improvements again, to do a single CIP that just has five years worth of amounts. And, but for the, having to priority rank it, they could do the, we have our numerical priority rank, and then we have our factors that they have to put numbers in. And I suppose if all we did was eliminate the numerical priority rank and use that as sort of a, have to go back to people and ask them to priority rank numerically if we don't think the sum total of their, you know, other priority rankings were done, you know, conscientiously or whatever. But I suppose it's possible that in any given year, they might, they might rank road improvements differently in any given year if, you know, some other very important, large, you know, just pick on DPW, some, some, some other project that comes out of the higher rank. So I suggest maybe an in-between approach, which is, we could leave it the way it is in terms of request and have all roads be on one form. But could we make the overall project rank specific to year one only projects, the rest of our ratings are utilized to do, evaluate and do the out year projects? Because at the end of the day, we ran into this when we were, when we were re-ranking things, what you decide for first, they, they rank everything for year one and we move some of it. That blows up, right, year two's ranking. They may have ranked them a certain way, but then I, I still don't know if the project I kicked out of 28, where it fits in the ranking for, right, in the department's ranking for 29. So is it enough information that we ask them to rank year one projects, right, which is the most critical in my mind from a town meeting approval and ask for the rating information for all projects, which I, I don't know if that works. I don't know if, like, again, using roads as an example, does it end up being separate, like you said, because you approved roads for, you approved roads for three years, you might not have the same urgency in year four as if you didn't approve roads for three years. Do you mean, like, it's, I don't know. It's not that much extra work, assuming they're proficient at, well, I mean, I mean, let's be honest, this form is going to come in all sorts of forms, right, it, just, some will get it, some won't, I mean, it's just, it's new. I guess my question is, what is our, what do we want on this form now? We're having the conversation, do we really just want the single year and have the five forms or five roads? I mean, is that really that problematic? Because if it is, if you just put it on the form, this is only intended for one project over multiple years, not the same, not phases of a project. And we can say like roads that will have its own approvals or to be approved in this fiscal year requested. The hard part about splitting them up is, and we tried to get this already in the form of like, I'm trying to see the history across a project, right? And it might be multiple pieces, but it's really hard to go to town meeting to do it in a discreet, like, I'm now at construction phase, and I've spent a million dollars on design, like, that information was intended to be captured in the form so that we have the full view. We ran into it, and we're going to run into it on the IT projects, like, how much money is already out there on this particular effort or not, right? We're going to have that problem because of the way IT got messed up. So I could, I'm six and one half dozen. I could go either way, but I do think there's some value in seeing the life cycle of a project and even roads. Like, okay, you're asking for so much a year. It's nice to see the progression all in one place rather than on multiple forms. So I could go either way. I could be convinced of either one, each have pros and cons. I mean, I like your idea, because the only conflict I saw, although, again, it could be a conflict with the other ranking components here, but the numerical ranking just didn't, wouldn't work. I think I'm all peers, but I like your sense of you just say this is just your numerical ranking for fiscal 28 or first fiscal year. Because you can always go back to them if, as you build the plan and you think you're having difficulty putting something right there, you just go back and say, okay, we've got these five projects, just give me a numerical ranking. I'm good with that. Yeah, I agree. I think having priority ranking just for the current year makes the most sense. Because as I said, it'll get reshuffled after the first year. Yeah, and I just, there's somewhere I'm thinking through some of these bigger projects where having the street connection versus like, oh, I've got a tab. You know, this spreadsheet now has 40 tabs in it, right, for a department. I've got a tab here at the beginning. I've got a tab somewhere in the middle and a tab at the end that are all connected to the same thing. We're scrolling. And then it's like, how do I put those side by side? Yeah. Yeah, I think there's more value in seeing it altogether. So, with that being said, how we structure the form, will it be clear to us that there, let's just say it's five years of roads. Will it be clear to us that these are five appropriation requests for five years versus one project? I think roads is obvious, but in other projects, are we going to interpret that? Well, I tried to handle that in the instructions, that this is not a spend plan, right? This is, but I can try and beef that up even more. So, this is where the appropriation, this is your project appropriation request for each of these years? Yeah. I mean, I think the spend piece is probably harder anyway to answer because they're going to say, we have no idea. So, I think that's, I think I'm good with that. Yeah, and the spend plan looks, I didn't want to get into because, like, first you've got to get to, like, dates, a date cadence of, like, what you expect before you can even get to the spend plan, and we're not, we're not there yet. And if it's big enough to have that conversation, there's probably another committee for it anyway. Yeah, that's, well, on a building, it would be like the PNBC. Yeah, I think in the, again, just take the long-term water project that, you know, the construction piece just got passed. That, that was funded at three different town meetings. And, to your point, they might not have known, they didn't know the final $38.6 million, you know, three years prior when they asked for the first amount to start design. But they had a, they had a rough estimate at the time. So, it would seem to me that, you know, where you have project description and justification, if it's going to be a project that will require multiple trips to town meeting, they would fill out the dollars for those multiple trips in the capital budget input section. But maybe there's something that you can further clarify in the project description and justification for multi-year capital requests. Please describe each component. Please describe, you know, briefly, each, each financial request or capital request. By first year, a million dollars for design. Second year, another million dollars for finishing the design. Yeah. Because that's kind of what happened, the long-term water project, third year construction funding. But, I think that was the only issue I had. I mean, most of the substance of this was what, Brad, was in your form. I just, I just rearranged it. Yeah. And tried to add some instructions in. And I originally had kind of a general instructions. And then, I abandoned that because I thought it was more valuable to have it next to where you're filling it out. Yeah, you know, I think they all flowed well. The drop-downs made sense to, more efficient. And, you know, there's, you know, there'll be a letter of email from the town manager. So, you know, he could always, we think there's things that need to be emphasized that aren't clear with form itself. We're going to always ask him to include that as email. But, to your point, John, even with the old form, which is pretty basic, we got all sorts of different. But, you know, we need to, and that's why I'm hopeful we can meet with the ex-officer members, who are the three biggest submitters, to basically say we really need to be conscientious about doing this. Because once you do it this first go-around, you'll have four years of tabs that are already done. And then maybe you're changing numbers, or maybe one year moves because something happened. Maybe a ranking goes up or down because something breaks. But if it's already pre-built for them.
Yeah, I think we're going to have to be realistic, though. As I've edited, like, there's a high likelihood we're getting one year of forms filled out and four years of a number and a name. And I know I put in a, like, we're going to kick it back to you. But I just think there's, we need to have some. Time will come. Yeah, we'll have to be some realism inserted, right, in this.
Okay. Any other feedback? What was your, on the first tab, the number of projects requested? It was just a, it was going to be a control on, like, because we've had this happen before, right, where projects were submitted without, amounts were submitted without CIP forms. It was meant to be a check of, like, oh, yeah, I did 10 tabs and I've got 10 projects. Particularly as we go deeper in the project, deeper in the process, and things like did last year, right, came out and came back in. I was hoping for a little bit of control there. I think, you know, and again, if you think you can get it done with working, you know, fine. I don't mind, I think, pre-populating workbooks for each one of them. Would you envision having literally all the departmental tabs in one workbook? No, I was envisioning a separate workbook for each department manager. Yeah, because otherwise it'll be massive. But pre-populating that, even if it's just the dollar amount from the five-year plan, is it immediate control over what information, how many forms we're getting back? So roads, one tab, put in the five or the four, you know, annual numbers, and probably grab the description from, you know, the form. So, I mean, I don't think it's that much work to do it manually. If I was working, I would say it would be. But I'm more interested in making sure we get this done as soon as possible. And it's something I have time to be happy to do. But I don't want to deny you the joy of that. Well, I agree that it would be helpful if it also was structured in a way to be able to grab that data out of that workbook when it comes back to populate our son. It would probably be two separate tasks. So there may be a happy medium here, which is you manually populate the first go-around, right? And then we automate the pullback. Especially the Adam Project Club, that's some mechanism to add that tab. Yeah. Yeah, but if it's as much as, hey, do you have a tab, just like a tab, okay, yes, so be it. We can handle that. That's busy work while you're watching TV. So I would say, Brian, if you want to go ahead and do the population for each department, do that. And then I will focus my efforts on how that turns back into having, so CBW, here's their projects, how that automates back into a summary of what they've entered. And let that be where I focus my energy, because I do think that's a value as well to the department. Right. However, I don't want to do that. I could start that tomorrow, but I guess my question is, I guess no matter what the form says, we're going to be asking for that information. Yeah, you don't want to, you know what you mean, you don't want to start doing that and then have them modify, have them modify. Yeah, the time manager to finish it modifies form, so. Yeah, so let's pause on it for a hot minute here. And I may, I might be able to, if I give it a little bit of thought, I might be able to figure out how to do it pretty quickly.
So why don't we, why don't we start by, I'm going to make a couple of modifications we talked about, send it over to the finance director and the town manager. We're, everybody's out on vacation this week for the most part, so they're not, we're not going to get an answer back this week. And in the meantime, I'll think about if it's, I think it's relatively easy to populate it, because it's the same way I set up the macro, we do the, the warrant. Yeah, I guess my question is the same. What's the difference between me manually doing, they change the form, or you? Well, because if I do it in an automated fashion, and they change the form, and just hit the button, and, you know, like, that's, that's the difference, right? Is your, like, if I hit the button, and it creates. If it wants a satisfaction, you can fact check that. Yeah, that's. I just want to get it done. Yeah, that's, that's the difference. And I don't mean you're not going to get it done. Yeah. No, but that's the difference, is if they, if, let's say they insert a line. Yeah, I agree. Right? Now, granted, if you manually put it all in, and they inserted a line, you know, I can select on all the tabs. And insert the line across all the, across all the tabs. So, I don't think there's too much risk in manually getting in. Okay. Why don't I do it? Yeah. It'll be a couple hours, a few hours of my life that I won't get back if something goes wrong. But, and we can always talk them into not making the change, right? Yeah. Well, I do think you can make the change. Yeah. Globally, without, without too much effort. Yeah, no, I'm all, I spent my life working with models and things that are, you know, you don't want to do things manually if you can help it. What I thought I would do, though, is for our purposes, until it's ready to go out the door, I'm just going to put it all in one workbook. And then, when it's ready to go, Time Manager can, we can create separate workbooks for each. That's easy enough to do. Just deleting tabs. That's easy enough to do. We can. So, I'll just, I'll get it done and then circulate it to all of you all to review. Yeah. You don't even need to delete tabs. You can just select the tabs you want and tell it to move it through a new workbook. So, I'm happy to do that. So, I shall do that and you shall get it when I'm done doing that. Okay. I would tell you that there are only minor knit. Liz had noted when we were reviewing Brad's version on the first page of the detail. On the project solution. Capital budget impact. Fiscal year 2032. Liz wanted to add a plus sign after 2032 because it could be in a year after 2032. Wait, which one did you want it? Capital budget impact. I suppose you could add another box. So, why don't I add another box? Because we need 2032. Out. Yeah. So, add a. Yeah, that would be very awesome. Okay, because there were a few of those in last year's plan that big funding came. Well, and sometimes while we're in the process, that's what happens too, right? Like when we were talking to facilities, we ended up moving. So, just in curiosity. So, next year we can generate a new form. We can push the dates. Like, do we actually want dates in this form versus year zero?
So, I have all the dates. I think this doesn't answer your questions. I have all the dates automated to leave off of the first tab. So, if we update that, it's going to shift. It's going to shift the numbers. It's going to shift the years, not necessarily the numbers. So, I have to think about that a little bit. But, to your question, do you want it to be at year zero? I don't think so. And the reason being is, I think you want, the department has everybody think me about what year this is actually happening in. And I'm afraid if you do year zero, they lose. Yeah, and if you have the length and we can touch it, it's easy enough. I mean, you still have the mic at the rest of the data and have them spread it. But, just, it's just, you know. No, I hear you. I did think about that. And then I'm like, yeah. But then you lose track of where. If someone makes a mistake, it's going to be a mess. Yeah. Yeah. We'll be here, too.
Any other? Yeah, the only big, big project that's going to be difficult is this building. Oh, that's the only big project? No, because, you know, it's one big number in what's in the warrant next year. And then we got what we got from the facilities director, breaking it up into pieces. Well, that's kind of why I like the multi-year presentation, because I kind of want the town building listed out in all its pieces. How many times do we go through and say, what's this total project? Oh, that's big. Yeah. Yeah. But what you're going to get back from me at the moment would, because we're linking it to the old FinCon five-year plan, is what appeared in the text, which is $5.4 million town building, fiscal 28. Well, because that's what they put in. Right. But if it had gone in the way we had it. Right. We would get a tap or a roof that had three more years worth the roof expenses. And so, you know, what we could do on that particular form is just manually put something in there that says, you know, this likely will require multiple forms if the project's, you know, broken up, e.g. the roof, which is some indication that that inevitably has got to be dealt with. I think that project is going to be worse than the form. So, and again, there's, this is what was in the warrant. So there are, until we get answers to the questions we ask, there are three, four, five things in here that shouldn't be in here, just because the finance director picked them up in there, I believe. Right. But I. We'd ask the question and we don't ask the question. We don't mind it. But, you know, so I would expect the department head, when they see a tab that has a number in it or a description that's not right, hopefully we'll say, I don't know what this tab is for. I didn't, you know, I didn't include that. But hopefully before then, you know, we will have gotten responses back to the questions that we asked. I assume you didn't get anything back yet. You know, I just added it to my to-do list to ask again. Okay. Well, thanks for putting this together. And Brad, thanks for your initial. Yeah. Thank you for doing the substance. I just did the formatting while I was watching TV, which does bring me an unusual amount of satisfaction. Sure.
It's cathartic. It is cathartic. Like cleaning the closet. All right. Any, no other comments or suggestions for that form? Sorry. All right.
So next. So we'll leave this tab in the workbook anyway, just as a. I think it's good to have as a point of reference, but. In case any of the department has a question where the numbers came from.
Yeah, because you're, we're going to add the tabs that this, this is, this is the actual summary, right, that we created that. Is this our summary? Is this straight out of the warrant?
One at the top is effectively what's in the warrant. I pulled that out of the Ryan Cavaney's workbook. And the text under it is like, just cut and paste from the warrant. And then I put Brian's, um, capital template or capital workbook. And he has, he had four separate tabs for each fiscal year. I just cut and paste the numbers and the descriptions. Yeah. I think it's good appendix information. But like, here's where it links back to. Yep. Just double check.
We'll just leave that tab on each of their workbooks when we get them.
Brian, you also wanted to talk about, did you send me, you sent me something else, right?
There was, oh no. That was the same. I sent you something, yeah. Yeah. Brian, you sent two emails. One that had, one that had that page. Yeah. I sent a PDF initially and then I just put it into the Excel. Good. Um, and then, John, I didn't get a send, a chance to send this on to the committee. Like a regular verse. Yeah. I'm just going to, I'll send it right now. But, um, John did a transcription from the last meeting to create meeting minutes that were modeled after Brian's as a sort of planning for the future, which I appreciate. Um, so I'm going to send those around to everybody. Um, was it, I didn't look, was it able to distinguish who was talking? It did. I went, I had to go with people, put the names in, but yeah. It separated voices and then you had to identify. It was a few weird comments. It couldn't, nothing that was, I mean, it paid that minutes for a two hour transcript. Yeah. It was, it was, I was quite surprised because I played it literally on my computer and listened to my, like, play on myself. Like it was strange, but yeah, um, and definitely more in depth, but again, this, this was meant to be kind of like, Hey, this is kind of what it does. Did we think this captured the intent? I also listened to the last meeting like three times. So we're discussing this under which agenda item. Wait, I'm not going to discuss it. We are going to, I'm sending it to you. Okay. Um, for discussion at our next meeting.
Okay. Yeah. That was good. I was reading the Whaling Post and had the summary of the, um, meeting. Yeah. And they identified Brian as, as me, as the vice chair.
They called me you right first or whatever, but I couldn't wish I was shadowing. Was it just in saying that Brian was the vice chair or was it things you had actually said? No, it said, uh, Brad Carver said X, Y, and Z and it was, it was Brian. It was all Brian. Yeah. It was all Brian. Somewhere else they said that I read, maybe when I read it online and look at it in print, um, that Brian was the vice chair. Oh, I didn't see that. Uh, I've, I've generally given up, uh, sending corrections in, although if there's, I sent one in from town meeting that they got wrong, that it was just subtly numerically wrong and they printed a correction, but, um, it goes to your point on AI. I mean, they're, they're, and they, they say it right above their meeting recaps that they're using AI to go through the WICAM tapes, uh, transcripts and it, it can't necessarily identify who's saying what. Well, it can if we're using good AI. Yeah. You'll tell me. Yeah. I did. If you look at that section, they say right above the top. Yeah. We can't guarantee that this will be a totally accurate, um, but. Okay. They try. They try. Yeah. Yeah. You know what? In many cases, it's better than what we have. Better than what we had. Yeah. Right. So I'll, I'll accept it. Okay. Talk about the CIP form. Uh, Liz is in here, so I don't think there's anything on a standing capital project status,
you know, on contacts there. So she has the go ahead to get started on that. Uh, I need to try and get a meeting set up. I was, I know I wasn't going to be able to do that while everybody's on vacation this week. So you guys have sent me your availability. I'll send a note, um, based on that availability to the department heads and the town manager and the findings director again, to try and get something on the calendar with them. Uh, I will also send them as soon as we have the file ready, we'll send them. Well, I'm going to send them based on comments made tonight. I'm going to edit that and send it, send it to them in the draft, um, and let them know we're working on pre-populating from the existing plan. Send it. Just send it. You're just going to send it to the ex officio members, but we're soliciting input. Yeah.
And ultimately the controller of the document is both when it goes out and what goes out is the town manager. So I think you still need to coordinate with him to say, you know, what's the earliest we can get this thing out of here? Yeah. The only thing is I think he did ask to see it before we sent it to the department head. So I'm going to, I'll send him a note. So if I don't, if I don't hear from you by, yeah, yeah, it's got to go in draft form. Yeah. And it's, it's just solicit feedback. It's not the request. It's the request needs to come from him. Yeah.
I mean, since this section, Kelly is, um, process improvements. Yeah. I'll be it. And report. Um, can I just, you can. So I was thinking that, um, one, one approach, which Kelly reminded me, I think we actually tried of, um, getting better coordination with, uh, finance director and town manager would be to have the finance director do his thing. He has, I think it was suggested to us at our last meeting that we, we work with a, um, a single Excel workbook purposes, analyzing the capital plan versus what the finance director uses for historically his purposes and gives to the finance committee. And yeah, several workbook that I did, which I happen to have done while I was on the FinCon because I, his workbook was lacking in comparisons to the prior five-year plan. Uh, and it didn't provide for the ability to then compare, you know, time manager to the FinCon, which is why I built mine on it. And I didn't do it for FinCon. I did it for me. And then I just said, anybody else wants a copy? Here you go. So that's what I ended up sharing with all of you. And I still find that useful in order to be able to put things in context, which, you know, we'll have to talk to the finance director, whether he can, if he likes his approach, whether there's something he can do to his template to provide that flexibility. But anyway, um, you know, what occurred last year was, you know, we did our thing, we attempted to get the finance director to participate in that process, just didn't happen. Um, we finished our work, albeit late, the reasons we've talked about, he then went about his normal approach, you know, looked at our report, um, took his template, populated it, gave that to the pound manager. A manager said, yep, that's my recommendation, gave that to the FinCon. And that ultimately was, that workbook was finalized. And that's what produced five-year plan and the capital budget. So anyway, my thought would be, it'd be better to have the finance director on the front end doing that work, doing, populating his template, both in terms of projects and where he ranks them, however he ranks them, whether they're intended to be static based on the five-year plan plus new projects. Um, but he also knows what he wants the financing sources to be. So I, my view would be, it might be better to have him populate that and maybe meet when we meet with the department managers, have him be at those meetings so he can listen. So he doesn't have to do a dual set of meetings with same department managers, populate his workbook and then provide that to this committee as our departure point for our analysis and whether, whether we need to separately do our own ranking approach, which we'll have built into these forms, uh, or whether he can buy into that as something we need to talk to him about. But it just seems to me, we would have the benefit then of knowing how he would finance things. Right. Uh, and we don't necessarily have to accept what he gives us. That's just our starting point. And so last year, if he had done this, for example, I'm presuming he would have included the two and a half million dollar ball field in fiscal 27. We would have looked at that and said, okay, can we see the support? We wouldn't have gotten anything. We probably would have ended up at the same place and we can't recommend that. So our report would say that's not in fiscal 27. He might then, after the fact, go to the town manager and say, Hey, I think it should be in there and the town manager might agree and then send that off to FinComp. But it just seems to me that would avoid him basically almost ignoring kind of our recommendations and doing his own thing. Us taking his as sort of a good starting point and probably not making as many changes to it. Absent, you know, really substantive differences on how we rank things. So anyway, it's just a thought I had and it's great we can talk to ourselves about it. But I think it'd be helpful, you know, whether that could be when you have the other exhibition members in, of which he's one, whether we could maybe first part of that meeting talk about the CIP form and that gathering process and interviews or meetings with the department heads and they're free to stay, maybe have alerted the finance director that we also want to talk to him about the process surrounding sort of building the five-year plan and identifying funding sources. The alternative is to have the chair offline at that conversation and elicit his input. I think having a single form like you're talking about makes perfect sense. It makes communication so much easier because you're working off one form. So I think it makes perfect sense to do that.
But it's also timing of when his input is put out there. It came after we were done our work last cycle on proposing that occur. He's going to do the work either way. So why not do it at the front of him? And then, you know, I think to some degree, I think his view was this committee was set up to gather the information and put the five-year plan together and then he would ultimately review it and then recommend what he believes should go to the FinCom, to the town manager. And it may just be a difference. Well, yeah, there may be a difference of opinion, but remember it may also be that we weren't done yet with the five-year plan, if we had been done enough for the bylaw, which was impossible when we started, would he necessarily have gone and done something completely different? I'm not positive of that, right? Because I don't have the benefit of hindsight here. Yeah, and he might have, but at least we would have had more opportunity to talk to him and work through some of our differences. And again, we wouldn't have agreed, clearly we would not have agreed on everything because We don't know. We didn't have time. We didn't have the benefit of time to know how it would have been handled if we had actually been able to get the whole five-year plan to him at October 15th and then we had had the time in between to discuss back and forth. It may have landed quite differently, right? And it's probably going to be not as optimistic as you're ever going to see me be. But anyway, I think that's a conversation that we really need to have again as soon as possible with the finance director.
And again, just because I think also as we talked about, we'll get to later in the agenda, not much later. Not much later. You know, I think the committee is going to need that financial support more than it needed this first cycle and even the second cycle. So anyway, that was just a thought that I was part of the Catholic before John came in and caused us to have a quorum. So I stopped. That's exactly right. Yeah. I mean, I hope, right, in general, because we have more time. There's more time for them to interact with us. I don't know, I mean, I don't know if he ever came to the finance director ever come at all. That in a Zoom meeting, maybe. That in a Zoom meeting or two. I do think, though, regardless of which way, right, who goes first, putting the meetings together with the department heads was a process area that I just think has to change. Because ultimately, even when he did get to doing his plan, he was operating on different separate conversations from what we had had. And there were clearly distinctions in those conversations, some of which didn't make any sense to me, right, based on previous conversations, right? We've got stuff included that we've had conversations about. No, I don't need that anymore. So how did it get back in? Okay. So I think that is a must change, even if it's not the whole committee, even if it's, you know, one person attends the meeting at the same time, so that there's a consistent understanding. It's not my preference, but I do recognize, I think. At least someone in the team will recognize it. Yeah, and I think this may be where, you know, trying to utilize Monday nights as the night that the department heads are here later and doing a bit of an earlier meeting and being able to try to do that there. And it's just, I got to look at the calendar against select board meetings, like threading that needle of, can we get the attention of the department heads probably easier than, than say, Michael. But like, you might be able to get the finance director and the department heads and not Michael, which is fine, on a Monday night, so that we're in the same room, hearing the same information at the same time. Well, and in a perfect world, you don't want the department heads to have to do it twice. And in fact, the finance committee. Absolutely. That was a part of the working group's discussion of like, trying not to tax the department heads more than once. And we, that failed. Well, I think I've mentioned this to the prior meeting. One of the finance committee meetings, a number of members said, this next go around, and we want to meet with the department heads. And I'm like, wait a minute. That's defeating the building. Yeah. So we really need to, need to figure that part out again here quickly. My view is, the finance director should be with us when we have those initial meetings. Then maybe, as Kelly said, stuff happens. And once our report's issued and changes happen, and if, if the finance director's got to meet, you know, he may have an in the hallway discussion with one of the department heads, and, you know, you just have to stay on top of it. But, and then we've got to get to the finance committee at some point, and it may be easier to do that soon. You really don't want to. Are they reconstituted yet? Soon. We'll get to that agenda. Okay. All right. Okay. Okay. I hear you. I don't disagree with you.
Well, I'll ask again, but I, I do think of the things I think is most important. I think it's most important that we are able to have a cohesive discussion with the department heads and the finance director at the same time. I can debate, you know, chicken and egg on who fills the spreadsheet out first.
Okay.
All right. Anything else on that agenda item?
Succession planning?
You have anything? I, same, I got the same spiel. I'm officially sent the note that I am not seeking reappointment. You're here until you're not here? I'm here until I am not here, until I've been replaced. Looks like Carol said you had to find your own replacement. Carol can say that all she wants. I'll have more reason to keep going as quickly as we can get. I'd like to see her method of enforcement. Yes. So, in my case, tomorrow morning I'll be interviewing with the finance committee appointing board with three other people. So, it'd be four people interviewing for five open slots and I'll be interviewing. So, you're not going to make it? You're not going to make the cut? For five people interviewing for five slots? One never knows. I've had votes cast no against me before, so I don't assume anything. And I'll be pursuing a one-year, there's two one-year terms and three three-year terms. So, I'll be pursuing a one-year term. And I think I told you at some meeting in the past that initially I hoped to surround my term here. And if I got appointed to FinCom, do both. And I have had to back away from that just because I've got some responsibilities at home. And so, if I get appointed to FinCom, I'm going to have to choose that one. But, given that the heaviest workload for FinCom is likely going to be mid-fall right through March of next year, I should be able to hang in here as close to getting the report done as possible. With one exception, I've kept, by email, I've kept the chair of the school committee apprised of that possibility. And, also, as you know, I've had prior conversations about feeling conflicted in decision-making. And as I thought more about that, I'll just talk about it a little bit. The CFPC bylaw doesn't permit individuals to serve on this committee if they are serving on other committees that will have projects that come before this committee. So, a school committee member, for example, could not serve on this committee. And, as I thought about that, I said, well, why would it make sense then for a designee that the school committee gets to nominate that they should feel compelled to vote in lockstep with what they think the school committee, as a majority of the school committee, would want to do? That would seem contrary to what the intent of the bylaw precluding the submitting committee. So, I've gotten myself a little more comfortable that I'm not that uncomfortable voting against. But, I haven't had an opportunity to really discuss that with the chair of the school committee. And, so, I've alerted her that if I get appointed to FinCom, I'll probably hang in here for a couple more months and that they, you know, they need to be on the lookout for someone else to then step in. And, I just haven't heard back from my last email from her. So, I will do my best to keep her in the loop. Obviously, if I don't get appointed, I'll hang in here unless they decide they want to replace me before the end of my term. So, that's kind of where I'm at. On the good news front, if I get appointed, I will have been through the process of at least getting up to the report. And, that should allow me to provide the FinCom with a pretty good foundation for the upcoming five-year plan. Which is a good thing because they got jammed last year.
So, anyway, that's my update. I'll, I'll tell you what happened at the next meeting or you can, if you have nothing else to do, watch the video.
So, chair and vice chair. So, since I am not seeking reappointment, I, and I've said before, I prefer not to be chair. I can, I can stay and I will help and I will write and I will do spreadsheets. Um, but I really, being chair adds another layer of having to get agendas out and do things on the town's clock. Which does not align with my job, which does not align with my job's clock. Um, so, I really can't sit in the chair seat, um, right, until, until October. Um, I'm, don't, I know I said possible vote here. I do not want to vote without Liz here. Um, but, want to make sure, right, Brad, I know you've expressed some, some discomfort, right, with not having the finance experience. Um, but I would say more important, my opinion is more important in the chair role that you're coordinating meetings, getting, getting agendas out, able to do that on a timely basis. Um, it's not necessarily that the chair has to have the finance, um, experience. And, um, obviously you need somebody who can support you, uh, if you were to take the chair role and vice chair in case you need backup, you can't be here, you need somebody else to, to coordinate the meetings. So, this is difficult when you have two people stepping off the committee, you only have three people left. Can I make a suggestion, um, which we could take action on tonight? Yeah. Um, and, um, we, we could, could appoint an acting chair tonight, an acting vice chair tonight, because you're going to end up with two new members. And you don't know if those two members conceivably could be folks that chair material, that have chaired, that have chaired other financial committees in town, for example. Um, and, um, and it would also, by voting an acting chair, an acting vice chair tonight, um, wouldn't deny Liz the opportunity to say she wants one of those two roles. Well, we could just choose Liz tonight. Did she have both roles? Yeah. But, but, Kelly... I'll tell you, based on historical experience, that's a good way to get a letter of resignation. To Kelly's point, I think, um, and again, I, you know, I don't know, we, you and I have the misfortune of being retired. It doesn't mean you're not busy doing lots of things, right? But to Kelly's point, having someone focused on putting the agenda together and getting it in timely and posted and then sitting and coordinating the meeting, um, I think it'd be helpful for at least somebody to be doing that, not Kelly, for the next X number of meetings, right? To get some experience and see how they like it and see how the, you know, possibly, particularly while I'm still, if Kelly were to step off two weeks from now, you know, I'm still here happy to help, um, respond to questions and making sure agendas get up timely. Right. Um, and John, I thought you could be acting vice chair, um, and then you just punt the decision on who ultimately wants to be more permanent chair and vice chair once Liz is back and can fend for herself. You also get to test out what it's like to do with the meetings and be like, and then come back and be like, no thanks. Yeah. But, but, but again, you also have the ability to, you know, if, if Kelly's off and two weeks, four weeks, whatever, um, you at least know one of the people, new people will be on, be able to, you know, assess that at that time. So, uh, I, I'd like to give Kelly the opportunity not to have to be, to have this be, like for her to have this be her last meeting as chair, but we need to have a chair or at least an acting chair to, um, uh, and I could do it, but that's kind of not, not the point. Yep. I have no objection to the acting chair, um, suggestion. I, I, they still have a lot of discomfort in terms of, uh, to my, my base knowledge that, I mean, the, the knowledge that you two have is, is so much greater than, than what I have, uh, so I have a lot of discomfort about that, but, um, but I understand the, the concept of the acting chair and it does make some sense to me, especially if we, presumably we'll have two more people that, as you said, may be, uh, better chair material given whatever experience he or she may have. Of course we'll pay it. Again, I don't want to deny, I don't want to deny you, John, for an opportunity or a list for that matter. I mean, but I, when you work, to Kelly's point, when you work, it is a bit more challenging to kind of, all the things you're worried about, getting agendas posted timely as not. Yeah. I mean, all practicality, just for my current work, I mean, there are, I've clearly missed a few just because it's a little bit volatile, right? Yeah. But for me to do meeting minutes, catch up as vice chair, I, for the most part, I can make that work a lot easier. So I'm happy to support the acting as well. Yeah. I'll, I'll keep doing the minutes while I'm here. Um, but we'll look at what you drafted and talk about the next meeting. Give us the feedback. I mean, be just as soon as it says. If it works and, and if you or someone else, Liz, wants to keep the minutes using that approach, then you can do it while I'm still here. And, um, whatever makes sense for you all. I'm okay with it. You use the way cam tape or you taped when you were at the last meeting? No, I played the way cam recording back. Yeah. So in that, but really. Yeah. I think you can get the zoom. It says it's transcribed. Zoom transcribes. I think, um, April method on the finance committee, I think was able to get the zoom transcript. And she used that as her departure point. So, uh, I think if you'd want to contact, um, the IT director, Nick Lombardi. Yep. And just ask him. It's a good comparison to see how it does. Yeah. Maybe you could try it, try it with that transcript and see how that compares to what. Yeah. What you came up with, um, so, uh, with that, why don't I move that, uh, we appoint Brad Carver as acting chair, beginning with the next meeting and John Kliem as, um, Clem, right? Yep. As acting vice chair, uh, starting with the next meeting. Guess what, you guys get to, one of you gets to second what you want, if you want. I'll second it. We're all in. All in favor? Aye. Aye. All opposed? Abstaining? All right. That motion passes. Four, zero, zero. No, I don't think we're really talking about before we came. Yeah, really? And I will. We should have shown up earlier. You're taking over the next meeting. So I will, um, I will go ahead and do the things we said and get these through copy you guys on. Actually, I'll have to copy just Brad. Um, do you want to coordinate the next agenda with Brad? Yeah, I will. That's what I'm saying. I'll coordinate the next agenda and then emails to folks and copy you on all of that, Brad. So that, um, it's probably a conversation too of what then Brad and I can discuss first because I know there's some other, you guys have some conversations with documents right if we, what does this change for Brad and I in terms of how we communicate? Yeah. So I try not to communicate as much as possible, right? Outside of the meeting. Um, except for what you see when I blind copy you and so that you can't respond as a group. Um, occasionally, and we've typically done it, we've discussed it in the meeting, right? I work with one person, like, Hey, I'm going to work with Brad. So he's going to review the, you know, edits in the document. Um, but I try to make sure we're talking about that ahead of time, um, in a meeting. And just document that we're going to do it essentially. I try to, you can, as long as you're not talking, as long as you're not talking to a quorum and that includes like, I can't go talk to Brian about something and then separately go talk to you, John, that still constitutes a quorum. But Brad, you know, midweek says, Oh, I know I'm not going to be able to make the next meeting. You know, you could certainly call you and say, are you going to be able to make the meeting because I need you to chair the meeting that night. If I'm not going to be there, I mean, you could have that. That's, that's administrative. You can have that conversation. Um, and if it turns out, you know, and as long as I'm here, we shouldn't have a quorum issue. Um, uh, but hopefully, you know, they'll have at least one of the new people. So you always have four, um, and even, even what goes on the agenda. I mean, yeah, the chair and a vice chair can talk. Hey, let's, can we, can we talk briefly on what the agenda is going to be? You can do that. I think where there's been some trepidation is where you're forming a subcommittee, right? So like two people go off and are working on a substance over a period of time. Um, largely, we haven't done that. We've, we've talked in the meeting, we've agreed upon what we're going to do and who's going to do it. Um, and so it's been a pretty public process, um, versus like two of us go off for a month and, you know, create something and come back and do it. So, okay. Yeah. And if, if you ever have any open meeting law questions, best thing to do is don't do it. Contact town manager's office and ask the question. Um, but, uh, I mean, obviously not talking to each other is one way to be certain. I think with us being new, at least, Hey, you have the agenda, like just a basic more. Right. So yeah, you need, you just need to be coordinated again, just so nothing slips through the cracks and, and, uh, but, but you should be as acting anyway, you'll get some experience and, you know, I'll be here. So at least through the fall, through the report date. So if you run into any issues, I can help best I can. And the town clerk is very good about sending emails out to remind me. You have to actually read them. That's my problem. Um, to remind when there's holidays and that affects the, the calendar. Although this last one, I got that wrong. That was a tough one. Cause it was, it was Juneteenth, which meant that Thursday, which meant Thursday had the Friday schedule, which is the only till noon. No, it's only till noon. You need 48 hours between your posting and your meeting, but you don't count holidays. And you don't count. Yeah. And you don't count weekends. Yeah. And so, and because Friday schedule is usually until noon schedule and that was a holiday that mean Thursday to noon. So you had to actually get it in, right? Before noon on Thursday, right? And the thing you remember. I can't remember. And when, and the Wednesday. Yeah. And Wednesday. It's like the mental, the mental event. If we wanted to meet on Monday. Yeah. That's, that's the hardest part. But the town clerk is very good about warning. Um, so we'll make sure that we swap out for now and the, who the chairs are so that she's letting, um, she's letting you know. Yeah. We should, what we could do is, um, maybe not at this meeting, maybe the next meeting, we can set our next meeting at least. But once we have a sense when the, uh, hopefully the ex officio members can join us and then we get a sense of when the town manager is going to get the request out, the information, we can, uh, put together a calendar for the months of July, August, September. And, uh, and then on that calendar, we can, we just mark it when, uh, agendas need to be posted with the town clerk's office. So it's, you know, it's right on there. And when in doubt, and I, I'm bad at this, but. I probably always post in like. Yes. Four days earlier. And then if you have to change it. Yeah. You can post early and then change it. Right. Um, which is probably a better practice, right? That way there's an agenda in, um, and you can make a modification and you may remember earlier on when we took off, um, you know, topics not anticipated, that was one of the things that town clerk said, you really shouldn't have topics unanticipated, um, because you can amend, right? You should amend the agenda if, if there's something that comes up, um, you can do that. So there's a good process for that. And, and the town clerk is very good, um, at managing that her staff is very good in terms of responsiveness. So typically when I post, they, they almost immediately get back to me and say, it's been done. So it's pretty easy to work with them. And you have that little script you read in the beginning of, share that I gave you. Yes. Yeah. So the longer. Yeah. If you have it electronically, you'll just want to hear it. I know you do. That'd be okay. Thank you. Good one to have. Um, and the agenda is a template as well. So I'll send you the most recent one, but the format is, is from the town clerk. And occasionally she does change the format based on new things that she's learned, but she does, she's good about sending that out, um, to be used. I find it just depends on who put the template together. I, I had trouble editing Kelly's Word documents because I, I do it differently. I ended up editing, uh, PDF files. Because you can't edit my Word documents? Uh, yeah, it's, I don't know how it's, it's set up with little boxes and I couldn't get. Oh, that's their, that's their template. Yeah, that's their template. Yeah, I, I, I, I got rid of that part of it and I, I just, I just, I just, hard, hard type it in. Yeah, if there's a table and Word underneath, like, there's no line. You can't do it. I mean, I'm sure I can figure it out, but. It just keeps everything lined up. It's even tougher editing a PDF file. Yeah. It can be done, but. All right.
So our next meeting is, it's still the 8th. So we have it booked for the 8th, but I think it just, it's. Is that Wednesday? That's the Wednesday. Okay, but I think you, I'll just look back again at what you guys said. Did everybody say they could do 6? You said 6, 7, 8, 9. Brad. Yep.
Sean, you said 6. The week of the 6th, you're open except the 7th and 8th. Yep. Which are scheduled for the 8th. So I'm going to. This is a maybe. I just don't mind. I'm going to try and get the 6th, even though that's like the Monday after the holiday. I'm hoping that there's.
People are taking off the week before. Because it's a bad idea. But my only issue is if I get appointed at FinCon, they typically meet on Monday nights. Okay. And I'm going to have to err toward whichever committee might need me to ensure a quorum. Yeah. That would be my first priority. I can always watch if they don't have a meeting here. I can watch their tape. But if they don't need me for a quorum on the FinCon, I can watch their tape. I prefer Wednesday meetings for this, except where we're trying to coordinate meetings with town staff, if possible. Just because then I can do both through July through September. Yeah. So I want to keep it Wednesday. But if I can get staff in here on Monday, Monday. If I know about Wednesday, I'll let you know the changes. I just might have to go to Georgia for a day. Okay. So we're going to hold. We'll be holding 7-8 Wednesday. You're available Wednesday? The 8th, yeah. But it might switch to the 6th if you can get enough ex-official members to join us. And if we do that, then we're just talking about posting an agenda. Because I think the 3rd is the official holiday, right? Yeah. The town hall is now closed on Fridays. Which means the agenda would have to go in. Normally, you'd have to get in by Thursday. Well, then. But Monday is the official holiday? I think Friday is a holiday. It's Thursday if you're going to have to. Yeah. So they might have to give the staff a holiday out there. So your best bet would be to make sure you get in by Wednesday. The 1st. Which is the 1st. The 1st. If we're meeting on the 6th. Is that enough, though? If we're meeting on... Oh, yeah. By Wednesday. What? No, because it's Thursday at noon, right? Wednesday at 5th. But I think if Friday is the holiday, and they normally have Fridays off, I think they have Thursday. You skip Thursday through Sunday. Right. So that means you need to do it by Tuesday. Oh, Thursday off too. Tuesday evening. By 2.30? I thought it was 48 hours. So it's another Tuesday, Wednesday. Well, and this is a case where I would just put it in. I wouldn't wait until the last day you could put it in. Yeah. Okay. So you can do the day, Monday, even if you can count. The meeting is Monday night. I guess what I would suggest is here we are on the 24th. I would say... I think I'm just going to put one in. Yeah. I'm going to file one for both days. Yeah. Just put it in now, and we can always... Parting gift. You can always change it.
You can change it all the way up to Monday of the meeting. So you can make changes day of? Yeah. Okay. Yeah. So did you say you're going to put the agenda in? It's together for you. Oh, okay. I'm going to put together a draft. Okay. And then I don't care. I mean, I can send it and copy you the way I have before, but I think we should put in agendas for both the 6th and the 8th, and they're going to be mirror. It's going to be the same agenda.
Or maybe I'll just... You said the... I could just put in the 6th and then repurpose it. Okay. And again, that assumes there's a room hybrid. Yeah. I got to get a room. A room.
Well, at least a room. It doesn't necessarily have to be an in-person meeting if need be. Although, well, it should be... You may want hybrid if we can get it just because some of the... It's better. You can... With the... Department management, it's better to have... By Zoom. Zoom. Yeah. So, I'm going to put it in... I'm going to help put it together. Okay. And then we're going to put it in for 6th. If that doesn't work out, we would repost, right? We would repost that same agenda for the 8th. So, that would be the amendment. Yeah. You would have to post no later than Monday. That Monday. Yeah. But we would know because we'd be canceling the meeting, so... And do you... I know you've reserved hybrid rooms all the way through end of the year. Do you have that on a calendar somewhere or is it every other Wednesday? It's every other... It's on my calendar. It's every other Wednesday except... Starting with July 8th. Starting with July 8th except... November... November. Thanksgiving week. Yeah. What did we do with that one? Well, that's a good question. We moved it...
It goes every other through the end of October. And then in November, it's weird. So, November, it's the opposing two weeks that it would have been. So, instead of the 11th and the 25th, it's the 4th and the 18th. Yep. That's what I have. And then it goes back to the same... The 9th. The 9th and the 23rd. That's why I have it booked for the 23rd. I'm going to put all the dates out in the minutes just so that you can review them and correct them if they need to leave it. Okay. Perfect. And the meeting on the 6th, if we did it, would start at 530? We're going to try and start at 530, just so we can... They say until 7th, maybe 7th. Yeah. But if we end up meeting on the 8th, it would revert. It would be at 630. Is that assuming the exhibition members wouldn't be coming that night? That assumes they wouldn't be coming. I mean, I'm going to offer them both dates and see. I'm going to offer them 530, but I mean, I don't know that it's... I think actually if they're doing hybrid, they're more likely to do hybrid on Wednesday. They probably prefer it later. So maybe I'm going to offer 530 on Monday. 630. Or 630 on the 8th. Okay.
Good. Easy. Easy. Peace gate. No problem. Okay. So we have... We have this room. This is our room at this point until it changes. It is the room, although I always check the Ahmet agendas. We're no longer putting rooms. We just put the building. And that makes life a lot easier because if they need to rejigger things, it's up on the board. Okay. Great.
Okay. I'm ready to do minutes. We skipped a good setting time in the next meeting. Any comments that it's on the minutes of June 3rd?
No problem. I didn't have any. Brian's going to tell us that it's on the minutes. We'll see what AI says, but anyway, these will be approved before then. Always go back and amend them later.
All right. Can I get a motion? So moved. The minutes of June 3rd? Second. Second. All in favor? Aye. All opposed? Steining? That passes 4-0-0. All right. I think that leaves us at adjourning since here we did setting time. Before we adjourn. Thank you very much for functioning as chair. And vice chair. We'll save our goodbyes until you feel like you're clear. Welcome. Save your goodbyes for later. All right. No motion to adjourn? Second. Second. All in favor? Aye. Aye. Opposed? All in favor. All in favor. All in favor. All in favor. All in favor. All in favor. All in favor. All in favor. All in favor. All in favor. All in favor. All in favor. All in favor. All in favor. All in favor. All in favor. All in favor. All in favor. All in favor. All in favor. All in favor. All in favor. All in favor. All in favor. All in favor. All in favor. All in favor. All in favor. All in favor. All in favor. All in favor. All in favor. All in favor. All in favor. All in favor. All in favor. All in favor.