Finance Committee - Regular Meeting

Good evening. This is the meeting of the finance committee on Thursday, 05/07/2026. We are in the small conference room. It is 07:00. This meeting is being video date by MCAM and will be shown in a further in a further date. Can we all stand for the place for which we

pledge allegiance to the flag of The United States Of America and to the republic for which it stands, one nation under God, indivisible, with liberty and justice for all.

So we have, minutes approval. We have 04/22/2026, April 23, April 27 and April 30.

Anybody want to have a motion

to accept the loan? No, I'm just kidding. So if we could take a look at the April 22. So moved. Yeah. Second. And as we have discussion, any questions?

That's the old format, April 22. After that, I should 've been much easier.

I don't have any particular notes. Anybody have anything to in favor?

Aye. Approved.

I'm staying. One abstention. We have the Thursday, 04/23/2026. Is there a motion?

So moved. Second.

Are there discussions or anything on item I didn't have it. Anybody have anything? Nope. Nope. All in favor? Aye. All opposed? Any abstentions? Nope. Not this one. Monday, 04/27/2026.

Do have motions? So moved. Second.

Any discussion? All in favor? Aye. All opposed? Any abstentions?

And April Monday, 04/30/2026. Do we have a motion?

So moved. Second.

Any discussion? April April 30? Thirtieth.

That was a Thursday. Yep. That that was my one comment. It I think on the header, it says Monday. Monday, April 30. It's Thursday, April 30. That's it.

Incorrect that.

Thank you, Alan. All in wait. Wait. All in favor?

Aye. Aye.

Abstain? Aye. Abstain, you mean? Yes. Yes. Abstain. Did you get that? Jessica. And so they've been approved. Just wanted to on it it's it's relative to the acceptance of the minutes.

It doesn't change the minutes, but I just wanted to so it was noted that the chair would ask IT representative to come to the few a future meeting to discuss the process of emails. An email was sent. I'd like to arrange for you to attend a future finance committee meeting to participate in the discussion regarding the finance committee email communication practices and procedures. The goal of this discussion would be to establish a clear and consistent process for the use of email communications among finance committee members, while also promoting transparency, dependability, and appropriate public access for citizens who communicate with the committee. Given the increasing importance of email communications in the committee's work, I believe it would be beneficial the committee to develop a more uniform understanding and approach moving forward.

Please contact me when you have an opportunity so we can discuss possible scheduling. She did respond. And sorry. I thought I had these right. And she said, thank you, Bart. I look forward to hearing from you. Have a wonderful day. I did respond. I said, good morning, Tara. As of today, the finance committee meeting scheduled for June has not yet been determined.

As soon as the meeting schedule has been developed, I'll get back to you. So just there's a follow-up. And so we'll get her in here, hopefully, before we start our meetings in July. I thank you all. Moving on to the next item, discussion and updates of the FY twenty seven budget with interim town manager.

And we had a subtopic, the fire department tower truck update. And this I hope you all got an email where the town manager informed us that I got it at the same time you got it, that wouldn't be able to make it. Mhmm. But he gave us some information regarding this topic of the of the

Tower truck.

The tower truck vehicle maintenance for the fire department truck. I don't have multiple copies of the you can just pass it around. That's the form. There might be another one. Yeah. This one right here. This is the form that reserve fund transfer request. Reserved fund transfer request. Oh, it's

the same one. It's the

the different one. Yeah. So that gives you the information regarding the amount that we're looking for. It's not to exceed 32,500. That was a suggestion from the town manager of the fire department. You also I didn't print out, but it looks like Jessica did. Thank you. These are a copy if you didn't see it or you didn't print it out. These are copies of the

let's just let those float around,

unless you already have it in front of you. There were three bids that came in. I got them. Mhmm. Yeah. I got

them all accounted for here.

Okay. There were three bids that came in. I'm gonna need them then. Okay. One was from a company called Bulldog. It's the same

form. Okay.

With a total amount of $45,860.54. There was another one from Greenwood with an amount of $46,422.07. And then there was one from Fleet Maintenance The amount of $2,929,627 dollars and 27¢. And it was suggested by the town manager that we should, on our transfer, have an amount above the 29,000 because there were some elements that they were unsure that could possibly have to be performed. And he suggested that we as the finance committee transfer an amount of $32,000 not to exceed $32,500 Are there any discussion, any questions?

I well, I'll answer what I can, but I can try to get as much from the town manager so that we wouldn't be sitting here and saying, asking me questions that I couldn't answer. And he was very good at getting us this information.

Mister chair. I guess my only question is is is these are all these all have to be I'm assuming they're all apples to apples quotes. It's not a different scope of work from one to another. I'm trying to figure out, I mean, from one vendor to another, why this is a big difference. But I guess that's just, you know, just the way it is. They may have different hourly rates or whatever. But I was just I was just wondering that maybe the the lowest quote was the reason for that because they have a different plan of action compared the other ones? Or would you know anything about that?

This I I would just mention that the town manager, when he sent the information, there was information from, I don't know, Dana. I don't I'm sorry.

I don't

know her last

name. You're Fontaine.

So it it was it was a review at least at least by the by Dana and the town manager. I cannot I cannot answer that question, Nate. Mister Phillips.

As you all know, I'm the liaison with the fire department. I met with chief Fontaine. We discussed this very issue with Tower one, and I believe I briefed this committee previously that the pump was improperly installed. There was like a bracket that it was supposed to be mounted in for whatever reason from the manufacturer it wasn't, And that's why it failed, prematurely and as extensively as it did because once PTO engages, there's a lot of torque on the pump. And when it's not properly secured, something's gonna give, the pump gave.

So, anyway, after talking with chief Fontaine about it, there was a big difference between Bulldog and this at the time, we'd only had the quotes Bulldog and Fleet Maintenance. And the way it was presented to me was the reason why the difference was so large between the two was because Bulldog was gonna do, remove and replace. Fleet maintenance is salvaging what is still good. They're gonna be as you can see, in their quote, there's lines of fabrication, the placement of ears on the equipment, stuff like that. So they seem to, you know, have come in and taken an in-depth look.

They determined what can be salvaged, which is still what is still good, that which needs to be replaced, so on and so forth. And I think it is important to note that they were the ones that identified that it was the pump wasn't properly placed in the first place. So, I don't know if that answers your question, but that seems to me to be the big, difference between the two is that they're not just going in and saying, yep. Replace everything. They're salvaging what they can and, you know, trying to keep keeping costs down in mind.

That's good. Thank you. That's good information.

Yeah. Just a follow-up. That was my other question was how do they how do they come up with a price and do they do, you know, an on-site visit to the truck or was the truck, you know, brought to them or, you know, or did they just say, you know, are we gonna replace this bracket and they went through the, you know, in the book and just said, alright, this many hours, this is what the prices or is did they come out and evaluate in person? It it sounds like they did or at least one of them did.

Mister Phillips? Yes. Thank you. Through the chair. Fleet maintenance did come out to North Fire Station. I wanna say if I can just pull the quote up again. They yeah. They actually have it, the inspection right at the top of

the invoice.

They travel to North Fire Station, inspect the truck. As far as Bulldog, I can't say for sure. They're located in Attleboro, so I don't know if the only way I could see that happen is if we drove it down there for it to be inspected. I don't know if that was, in fact, done.

On Bulldog? On Bulldog.

Yes. Fleet Fleet did inspect it, and that's why, you know, and for me, looking at it, their invoice impresses me the most because it's very detailed. Line by line, they broke it down, outlining the scope of work required to get this truck back online. So as far again, as far as and I don't know anything about Greenwood either. I don't know if they've and I actually, I don't think Greenwood did because I think they disclaimed that. Yeah. They did. Sight unseen. So

Right. That's noted on the quote. Yes.

Yes. Yep. So one thing I will say as far as the fleet maintenance quote to the point where the town manager is requesting,

what, $32.05? 32,500. Not too not to exceed.

Right. So on the line item on the fleet maintenance invoice for drive shaft and u joints, has two entries. Price would be determined by vendor. So I think it would be foolish if we only authorized right to the penny Mhmm. Of this invoice. And as we know, sometimes invoices change. Yeah. So oh, and one last thing. Fleet Maintenance is a local company. They're located in Middleborough.

Bulldog, like I said, I believe they're in Attleboro and Greenwood. I don't know if they're in North Attleboro. So I like the fact that we may be able to keep business in town, number one. And also, two, might be a faster turnaround because pop in and be like, hey. We're making out on this project. What's the deal? So not me personally, but the chief. Well, his designee. Like, how I You nailed it too. Yeah. Go in there and be like, don't you guys know who I am? Throw my weight around.

You know, we pull

a thing from a card like some other people used to do. Yes.

Are there any further questions or discussion regarding this matter?

I have one mister Jair, I just wanna make sure that we see if the total does not get spent, that we see the money back into whatever funding came out

of if there's a difference. Okay.

Thank you.

So we'd like to have any amount not used returned to the original account.

Mhmm. Mhmm.

Anything else? Alright. All in favor on approving the reserve fund transfer request from the fire department to make repairs to the they call this the tower.

Tower 1.

Tower 1. Sure. Mhmm. In the amount of in the amount not to exceed $32,500.

So moved. Second. Discussion?

Mhmm. Do we wanna put in the motion to hire that fleet maintenance company to the motion? Or Well, hold. Excellent point.

I'm sorry. I'm not mistaken. Okay. Back up.

Do you have to amend the motion now?

I don't think he's finished. No.

I would I'm still talking. So just getting to it myself. Alright. So we had three quotes. It has been determined that Fleet Maintenance LLC 188 East Grove Street, Littleboro, Mass will be provided the contract in the amount of 32,000 not to exceed $32,500 based upon their estimated estimate on 05/06/2026.

That's the motion.

So moved. Second.

All in favor? Aye. Aye. All opposed? Passed. Thank you. I will note on here where it doesn't give me a place to note that we would like to have the account. I'll write that Alright. In here So it has been approved. The amount of ought to exceed.

On the agenda, again, a discussion with the town manager won't be occurring. Is there any information that you'd like to bring up? We have posted a meeting similar to the one we had last Monday where we re recessed because the town managers expected to come back and talk about the budget. I'm sure there'll be a number of questions that were pointed to the discussion that just occurred last Monday. So I think we obviously should be there.

So that meeting has been posted and it's just a similar agenda as what we had before for last Monday. Is there anything we wanted to add other than we know we'll be attending to have an opportunity to discuss what we all heard Monday last Monday? New the cherry sheets, every I didn't send out anything. The cherry sheets, we all got a copy of the senate's version, and doesn't seems to be a lot of was the school of common increase by a dollar or something like that. And so but there was some in the positive for the town part.

Anyways, so you've all had an opportunity to see that. Okay. I'm gonna move off that item. And I just feel like a I keep repeating myself. So just on this, our plan for the fiscal year f y as we can move out out of the f y '26, I just took what I gave out as this discussion tool, and I just grabs information from it saying, well, maybe these should be key elements, and I'm trying to trying to get some back and forth eventually.

So this is just added to the toolbox that I gave them several weeks ago. I'm a paper person, I guess. I'm not sending an email person. Here you go. And I just added to that toolbox.

Eventually, we need to but to to get extras, I had to give him a pen check for her eventually. It's just I took the whole piece that I gave you before, just kinda grabbed some pieces, major elements. If there's some major elements that aren't in there, then we need to put that in there and then start to put this in some sort of manner that it will be our it will be our stepping stone. But it can change as things move around and things change, new people come in, new account manager. I mean, there may be elements.

I just want us to be thinking in that format as we get closer to June. It's gonna be here pretty soon, and we need to be ready for the next step and have us be I'm just hoping that what we can do is find ourselves being right there along the whole path of the budget process Mhmm. And not being kinda slipping into it at at certain parts and things have already been decided or had been moving forward. Other than that, public comment. Oh, anybody? I don't wanna rush things.

Mister chair, just just one thing. When does the finance committee typically do committee appointments, like the capital plan appointment? Is that you is that done after the election or after the beginning of the fiscal year, or how is that usually handled? I'm just curious.

Me too. I was put on capital planning. I don't know if it was a it was just an opening because it was an opening. But I I don't know if you heard me, but you voted for it. And I suppose it's a good idea. Put that in the notes. There'll be something that we could do at the beginning of the fiscal year, and we we we have that's what seems to be the only one that that we have like that, but, you know, put that in there. Grab that. That's what I would That's what I want. That's a good good point.

Else? Mister chair, it's probably kind of baked in here, but I I wanna make sure that we also, as a part of kind of budgeting, we we look at those revenue forecasts. I think that was a a big factor in the issues that we faced this year, especially related to local receipts. Just how are they being projected and kinda ground them in reality if we can.

So there you go.

Yeah. Yeah. My plan is, I don't wanna bother the finance director in the middle of all this, is to sit with her and try to get a sense of what's the best way for the finance committee to get timely information when we want it and how we can get it without feeling this undue pressure. We're part of this, and there has to be a way that we can get information without which is where we can get information in a way that makes sense for all of us. Mister Baruch? Yes, mister chair.

Thank you. Might I make a suggestion? Perhaps Sue, the finance director, has a package of monthly reporting. I mentioned it in a previous meeting. Perhaps she can add us to the distribution list. That'd be the least invasive way of just one keystroke at us. We can all get the data at the same time. It should be very simple. Munis should have a prepackaged list of reports that are available. I don't know what their functionality is in their department, but there should be a a a menu that they select from. And on that menu, there should be a list of 20 or so different reports. There's probably a monthly

stack that they get.

Absolutely. Yeah. Okay. My hope is that by meeting with individuals who's in charge of this will understand where we're coming from. Yeah. And it's not trying to add to workload, but be part of the workload. Yeah. And so on all those are great ideas. And once we know what they're able to provide Mhmm. Then we can just start saying, let's let's have it. Sure. You know? But and it'd be something that maybe we can we're asking for that they can do it by pushing a button, but they've never been asked for it before. So so yes, mister Phillips.

Thank you. So through you to Nate, we had discussed before, and you weren't at this subsequent meeting, but at a prior meeting, we discussed about meeting quarterly with, like, department heads and everything. You brought up a very good point of, like, sounds good, but how do we actually employ that? Like, how do we make that happen? Because that would be a pretty pretty tall tall order, getting all the department heads in and so on and so forth.

After talking to the town manager, he indicated that the finance director meets quarterly with the department heads anyway. So, again, just bringing you up to speed at the meeting that you weren't here. We discussed that. And so the suggestion was maybe have the finance director come in. After she meets with department heads, then she can brief us. And quite frankly, number one, she'd be a very good subject matter resource where she could come in and say, no. Hey. Their first quarter, they've only, you know, spending about 20% of their budget. So they're doing well or they're right on target or, oh, they're at, like, 30%. So we got a little bit of an issue.

So Mhmm. That's something we had talked about. And I think if we move forward with doing that, at least having because that's only four times a year that we can say, hey. We really like your presence here. It's at least a start.

So then if there's you know, we're reestablishing that relationship where the finance director is attending our meetings. And they're not gonna be waste of time for her where she's not being asked any questions. She's just basically a fly on the wall. This year, she'll be engaged, and then it'll also provide, I think, a greater opportunities moving forward if we need quest if we have questions on something that's outside of the quarterly budget review. So just my 2¢ on that. I think I think that would be a

good Mhmm.

Good step. So

Mister chair, just to further I I think on what Matt was saying, I think that process could help us focus on some of the things. As you look through some of the budgets, there's some some big lines in in a lot of the departments that I think are put in by the finance director because they're kinda either it's insurance costs or what have you that that flow back to general government and having those kind of understandings as to when they come in probably at a certain cadence as well so that Mhmm. You'd know, okay, is it at 50% level or should it be at 75% level? I think having that person with that understanding, I think, would be really helpful. So

I agree with that. May I have names?

So I think that's a way more efficient situation to have just one person come here once a quarter than 20 department heads every quarter. Was a was is the intention to still keep the liaison positions and add this on top of that, or is it just eliminate the liaisons and then just have the quarterly meetings with the the finance director? Part of our discussion.

You said that before when this came up.

I I think it's I think it I still like the the liaison format and just to just to gain as much institutional knowledge of how each department functions. And, you know, I I think those the the departments should kind of rotate through each one of us each year, you know, just to learn that the inner workings of each department as much as you

can as we move forward.

But then I also like the idea of having a finance director here or someone here to give us more of a, you

know, you know,

a thousand foot view of what's going on in town. So I think both of them are good.

That mixed format's pretty good.

And you were gonna second one?

Yeah. So I wanna touch on that too, what Nate just said. But as far as this here too, I'd heard someone say previously, not in this committee, outside of the meeting, that under the prior town manager, finance director had no no oversight on the revenue, which I think is absolutely ludicrous. Finance director, she just focused purely on the budgeting, and that was not by her choice the way it was presented to me. I got it secondhand, so I'm only repeating what I heard.

But moving forward, I would hope that the finance director has oversight of the revenue coming in so that appropriate forecasting is able to be accomplished. So and with that, the I believe, Alan, you had said too, it's like one of the biggest challenges that we have on the revenue side are property taxes. We, as we all know, we get billed semi annually. We get you know, every six months, we get a and just coincidentally, one comes right right around Christmas time. You know?

The treasurer's gift to the residents is a nice tax bill, but nonetheless so we only get billed twice a year where a lot of communities are billed quarterly. When it's billed quarterly, obviously, you have more cash flow throughout the year. You've got you know, while it's not as much as great a number, you still have that cash flow coming in. So that's key in paying bills and paying down debt and so on and so forth. You don't have to wait.

You only cover this much on this tax cycle. We're gonna have to wait till the the second bill come comes out when people pay that. So that is definitely an issue with the revenue where we do that in that fashion. But then, as I said, just to go to Nate's point, about the liaisons, there's definitely an argument to be made for both, keeping the liaisons, doing away with them. I like having liaisons in place because you establish a relationship with people.

But then, like, to your suggestion is rotating in and out, having liaisons switch. Like, I've I've been the fire department liaison, I think, for the past three years. I think a good argument can be made for that as well because you get a fresh set of eyes that are in there. Something that I might overlook. I'm just not attuned to someone else.

You know, mate might go in and be all like, well, why don't we spend this for for hoses or, you know, what what have you. So I think there's a argument to be made. And I think the important thing is we don't have to take any drastic measures per se. I think we can kinda take our time with developing a good action plan. My father used to say, be in a rush to make a mistake. I think this would be a perfect example. It's like we just take a pragmatic approach, but we think is gonna be the best path moving forward. And the key to all this is is nothing's etched in stone. So if we make a change and we decide, hey. You know what?

This isn't this isn't working out. We can always change it. Go back. So

Anybody else? Yeah. Just one just one point on the I've heard that discussion before about billing quarterly as opposed to semi annually. I'm curious of, you know, what the what the real benefit is if it's if it's just getting consistent flow of of income, if that, you know, really is actually beneficial. I'm more concerned about the you know, you're you're you're doing a you're taking a a a bill that you do twice a year.

Now you're doing it four times a year. How what does that do to increase the workload for that particular department that does that? I think it's the the treasurer collector that does that. So I'm I'm just wondering what the what that process looks like when you're billing four times a year versus twice a year. I know they talked about that with, I think it was mentioning when we're doing the DPW was mentioning switching to monthly billing. And I just don't know on the admin side, you know, how what does that add to your your workload when you're billing, you know, 12 times a year versus four times a year versus twice a year? What does that what does that look like? You know? And what's what's the benefit to it?

You know? Yeah. Yeah. Mister chair, I I thought there was discussion about a package at Bolson to Munis Mhmm. That is a invoice to be able to send those invoices out, so I think it becomes a little more automated, perhaps.

I Mhmm.

That's something I seem to recall having been discussed, so I think we could probably get further clarification from that or on that from the finance director. Yeah. Because I I think having at least a little bit of cash in earlier, it does allow you to put that and kinda bank it and Mhmm. Get a little extra interest ahead. But I think you're you're right, though. If it creates an overwhelming angst of trying to get these bills out, then we need to make sure it's done correctly.

It's also paper and postage you think about,

for example,

who don't have electronic communication.

I was gonna say increased cost as well. Know?

Paper, postage, printing, printer cartridges. Nope. So No.

Good good points. Yeah. I I just didn't know if it

was something that's as simple as like what you're saying. Is it something as simple as You hit a button and

audio generated. Yeah. Is know? One one at a time. Go ahead, Nate. You were saying?

Well, yeah. I just I didn't know how simple or convoluted it is. You know, is this if it's something as, you know, was it a benefit of a a program or software that the town has that it can auto populate or auto generate all the town's bills quarterly, monthly? Is that a change in software subscription? Is that something that adds to an existing piece of software they already have? You know, that's one of these things are all these these these software companies do. As soon as you wanna change something, it's an add on to their software package. You can pay for that. It's not in subscription. You're gonna add this to it.

So I'm just I'm just curious what the I'm sure I'm sure probably it might help in terms of projecting what your revenue is gonna be if you're if you're knowing, you know, the first two months that'll wait three months and four months that'll wait six months. So I'm sure there's some benefits to it. I'm just curious what the, you know, what the cost of that is versus the benefit and and, you know, what that whole scope of work looks like. Anybody else?

So oh, go ahead.

Just very quickly, because I had it was a few years back now. I think it was my first year on the finance committee. I had thrown out an idea that I I had about having like, keep the semiannual structure that we have, but seeing if the town would be able to implement a early pay option or an extended pay option and on a voluntary basis. So and I just and this was completely just throwing arbitrary figures out. It wasn't it was a neg at the end of the day, was, like, a negligible amount.

My memory serves me correctly. It was, like but let me lay it out. So currently, as it stands, we get billed semiannually. If someone pays their tax bill for the year in full, get, like, 5% discount. And I think, like, on a $7,000 tax bill, come out to, like, $300.

Not a huge amount, but somebody's flush with cash and say, hey. You know, I'd rather the $300 in my pocket than the town's. So the town will benefit from that, you know, infusion of, you know, not having to wait another six months for the other the second half of that. But then on the flip side is if you had an extended pay option where you could pay it quarterly and there would be, like, a 5% fee associated on top of it to where you paid an extra $300 for having that ability to stretch it out. Because sometimes, you know, like I said, I mean, the bill generally comes out, it's, like, right around Christmas time.

You know? And I know a lot of people probably be like, rather have a little bit more cash for Christmas presents, not have to worry about paying that big nut at that time of year. So it was just a thought that I had, and I don't know what that would look look like. Maybe one of those things sounds good on paper, but in practice, it's not not really feasible. So

Anyone else? So we're a committee of seven. And tonight, just now, during that sequence, we had different questions going on and on, and none of us have the answer. By having the opportunity for all of us to hear from whoever, the finance director, the DPW director, the conservation person. When we all hear that person come before us, our minds are spinning.

We have questions, and we have the opportunity with them in front of us to ask those questions. I'm a liaison. I come back with information, and I and I'm really friendly with this person, and we're we're we're and I'm really so I bring this information. I have to tell you, out of the other six, there's at least two or three saying, wait. What about this? What about that? What about this? Mhmm. And you're sitting there, well, I have to go back and ask them that. I have to go back and ask them that.

We need to take our collective brains and the the different opportunities that you all bring to the table and have those person here and ask the questions that you're thinking of. And after mister or missus leave, okay. Now what else would we learn from this? And the dialogue and the idea that one person had and the that person had. Do we get solution on that?

So I'm just you know, this was just an example of, you know, we we got these ideas, and they're all good ideas, but we don't have the answer. So by having the finance director as it's in the plan, we meet with us, we're saying quality, not quarterly, could be more. Mhmm. But I I still see the advantage of all of us hearing from these department heads at the same time so that we're generating the questions, and we're not saying, jeez, I that list this is unsaid because it well, maybe the question wasn't asked. Maybe something has come up with the knowledge that this person has because of the dynamics that that that they're involved with.

We ask to do ask that question when they have the person in front of us. So I'm just putting that out there with what happened to say thing. None of this was bad. This is what we want. We want these these questions out there. But let's have the opportunity to bring it to the folks that can answer the questions and put some of these things into motion. So we got a lot to do, and I think we're gonna get there. But I just wanted to use this as I was listening to this. It was it was all good talk. But I I was just I was just thinking about how would that work with your liaison coming back and all those questions come up, and then you're saying, okay.

Maybe we can get back to them later. Just a thought. Public comment. Oh, I'm sorry. Yes. I

would just like to say that I really like all this collaboration agreement that you guys are going through, the things you're discussing. From my perspective, I think it might be important for you to as a resident to have department heads come in. And, yeah, you might not wanna see 20 of them every quarter, but maybe instead part of your process is you schedule out the police department comes in January, March. Right? You pick three departments per month that come through, so it's all year round.

It's not just everybody dumps in one cycle. You'd sit down and just put it on a thing and you request whoever can come in, whether that's the chief or that's Leanne who runs three different departments or it's Sue. So that way, like, every month you're meeting with people, you all have a chance to ask. You do keep your liaisons because budget season does bring up lots of different things with capital planning and stuff, and you sort of maybe do a hybrid with it. So, like, every month, you know there's gonna be at least one meeting where three department heads are gonna be in this room to ask questions, to have discussions, and then the next month, the same thing.

So you, like, space it out all year round. You feel like that's a good way to do it? And I don't know. I think there's probably lots of ways to explore how revenue pulses in and out. But I just wanted when I think about what you guys talk about and I sit here, I feel like that feels like the best of both worlds. Like, you have one scheduled meeting every month, and that is the department head day. And you you say, okay. These departments come in in these months. These and you do it. So they are coming in quarterly, but they're not here every quarter, 20

of them. So

you're sort of pulsing it out. So I feel like that's a good everybody gets exposure, a conversation. I do like the idea of the liaisons moving, but I almost think when you're doing that, you wanna make sure you're, like, with your liaison buddy on your first meeting to, like, this is what we talked about. This is where we're heading. So, you know, like, your first meeting is with your other previous liaison because that just makes sense. Right? You're not gonna throw somebody in into a training scenario, not have them tell you what they did before. So that's my public comment.

Thank you. Anyone else? Motion to adjourn? So moved. Second. All in favor? Aye. Thank you.