Capital Improvement Planning Committee - Regular Meeting

All right. It is 7 p.m. on Wednesday, June 3rd. I'm going to go ahead and call this meeting to order. I believe we're all here in person. Yeah.

You should put your mic closer to you.

Oh, that's probably a great idea, Sue. Thank you. First day. I will take any and all suggestions. Great. So we can do roll call by this voice? We don't have to. We don't have to.

Fantastic. Because we're all in here.

Fantastic. I'll hear it. Alright, so we'll go to the first order on the agenda, which is reorganization.

I nominate Kyle for chair. Second.

Okay, I'll accept the nomination. Cool, I'll accept the nomination. Any other nominations for chair? All right. Do you officially have to vote if there's one person? Okay. Yeah. All in favor? All in favor? Aye. All opposed? All right. Motion carries. Congratulations. Thank you. Vice Chair, do I hear any nominations?

Nominate Colleen.

Second.

Sweet.

Any other nominations for Vice Chair? All in favor? Aye. All opposed? Aye. I have it. All right. Congratulations, Colleen. Thank you. Dick, you're a nomination for clerk. I nominate Greg. Oh.

I'll second it.

I've been, like, three of the last four years.

Do you accept the nomination?

No.

Okay, fair. I nominate Liana.

Sure.

Do you want me to second it? Yep. All right.

Awesome.

All in favor?

Aye.

All right. Congratulations, Lou. Thank you. I can send you the template that I use. Perfect. Great. And I can do it for this one since I started as clerk.

Yeah.

I think I passed it off to Kyle at the last meeting. Correct. Yeah. I had officially one meeting as clerk. All right. With reorganization finished, we can go ahead and go to CIP responsibilities as outlined in the town of Grafton bylaws. I know it's been a while since we have met, so if we want to review this to ensure that we are abiding by all bylaws and, yeah. client and we need to follow. Anyone want to start with any discussion?

You know, I just asked Kyle to put this on so we could just review it at our leisure so that we can all remember what all the things we have to do. And I know, you send out a notice in the beginning of October for their budget, right? So he has to have the capital thing done 150 days before July 1st, so that means February 1st he'll be presenting it to the selectmen. So, but I just wanted us to review this on our own time and make sure that we follow all our responsibilities.

I know we did not make a recommendation on this year's capital plan, as we have on the next agenda item, but yeah, I think this committee has not been meeting as often as it should have. so definitely something we need to be considering and making sure that the right timeline to making the recommendation, um, ahead of, uh, top meeting vote.

Yeah. Ask a question. Evan, I, are you still meeting with the department as for their capital? Oh, yes. You still do that? Yep.

Okay. Yeah.

I was just wondering.

Yeah. Nope. That's still the, still the, that's good. Yeah. We haven't really called it the capital summit in a while. People lost a little steam on that. So we, we did a different process this year. We kind of rolled it all into the, um, We did a different budget process, so we rolled it kind of all together. But, yeah, we're all in the room together figuring stuff out.

Thanks.

One thing of note, at least when I was appointed, we served for indefinite terms, and these are three-year. It has now been updated. The bylaws were updated to three-year terms. So at least the next two members that are appointed for vacancy should be for three-year terms. terms and I don't know that there's really a process for converting existing people.

No, I don't think that there is. Work itself out. I can find out about that if that's what you want me to do.

I don't think we ever had people really knew what their terms were.

Yeah, I think we've only had one person appointed since we made that change, and they're gone.

That was Brian.

Yeah.

Okay. We can figure out what that process looks like. Yeah.

Cool. So as far as getting these duties done and becoming a more active committee, what does everybody think, like, when should we meet again, right? Like, do we... do we want to do once a month if there isn't really any activity happening until, say, September? You know what I mean? Like, what does that look like for everybody?

Yeah. I mean, I think after we get the approval, we don't necessarily meet until... I mean, do we want to meet before the capital summit or for the department meeting start just so we can review what's on the docket?

You don't call it that anymore?

I kind of... Sorry. I'm so out of touch, out of date. Ahead of the department meetings where capital is discussed... Do we want to meet ahead of that, or do we want to meet after those meetings happen?

I think I'd like to meet as soon as Evan gets a tentative capital budget plan to see what all the projects are, and then we can just look them over. I think we need to discuss about how we're going to prioritize them with him. Okay.

I mean, the schools have a five-year plan up on the website now, so I do feel like we could meet before to talk about the knowns.

The knowns, yeah.

So would it be worthwhile to meet the beginning of December just to see what the draft looks like?

When do you start having your meetings with the different departments?

Well, this year we started earlier than normal, but I think we're probably going to continue that, so we'll start in September. Okay.

Yeah. So do we want to do a meeting next month or August to, like, review what's the – I mean, we're going to review today, but review the knowns, or maybe use today's meeting to review the knowns, and then we can meet again once the meetings are done and there's an initial capital plan?

We just want to be able to save enough time for our meetings so that in case we want to call a department in for more clarification, we can do that. For sure.

And we're also going to be getting a couple new members, too, so I don't want to have them get appointed and then we don't meet for several months.

When will those happen, Colleen?

The appointment soon?

Yes, soon. Has anybody applied? Yes. Good. How many? Off the top of my head, I think there was three. Okay. But so in my mind, September feels like a good time. Like just get through the summer. We're going to go over stuff tonight. The new members can watch tonight's meeting, and then we kind of hit the ground running, maybe do another recap in September and have a better idea for dates. I know the select board is going to start working on, you know, talking about doing a budget calendar, and maybe some of this will kind of fall into that when we can start anticipating dates, things like that. So that feels good to me, September.

When is tri-committee going to start meeting?

I don't know. I'm not on that.

There is a try committee, right? Yes.

Hopefully they meet. It is my hope that they would start meeting also in the September-October time frame. Okay. September feels comfortable to me also. I feel like it's a logical...

Okay. We'll look for after Labor Day then in September to meet and then we can meet

I think you can also play it by ear a little bit and see what we know and what we don't know. Because, you know, even the list that we'll go over tonight will change by September because things will have not lasted as long as they're supposed to. Some things will be lasting better than they're supposed to. There'll be a whole bunch of different variables. Um, So I think you'll have stuff to look at and discuss.

Everything doesn't work out perfectly exactly how it's planned.

You know, it just doesn't sometimes.

Buildings don't do what we want them to.

Did we want to discuss in September, too, how we're going to prioritize or just play that by ear? Or just let heaven say who's in dire need. Didn't we have a system before?

So we did, but before when we were using that Excel sheet, we didn't have ClearGov. We also had an interim town administrator at the time, so there was a lot more falling on the committee's shoulders during that period than currently. So I don't know if we need to revamp all of that, but...

It's up to the committee, I guess. Right. I mean, I think...

I do think some type of framework... I don't think we necessarily need to make big recommendations or necessarily go against what Evan is saying, but I do think some guidance from our committee on how to prioritize would be helpful. Obviously, there are dire needs that pop up, and those will take priority, but... From then, you know, how else do we prioritize? Where do we, you know, look to? You know, do we prioritize things we can combine and do things all together? Or do we, you know, if it's a slightly less urgent need, or do we look to, you know, truly go by the most urgent need as we determine? So I think there... If we want to be in September, come with ideas on how we would like to prioritize. We can maybe even look at what we used to do and pick out some things in there that we found helpful or useful in the past. I mean, again, Evan's done a great job. I don't want to say, you know, I don't think we're going to do too much of a different final product, but I do think having some guidance from this committee is warranted.

Mr. Chair? Yes. So we do already do that in ClearGov currently. We have a five-point scale that we use that's listed. We measure the need by health impact, environmental impact, operational impact, and legal impact. However, that is completely configurable. We can add or remove anything. So if the committee comes up with criteria that it wants to use, we can Make that criteria that has to be filled out when you submit your capital request. So that will help priority rank these right off the bat.

I like that idea. Just as long as we have some kind of method, because I know I've been asked. And I read on Facebook, how does the Capital Planning Committee decide? So we have to have some kind of method to put that forward. We have in the past. We used that method as complicated as it was. We fumbled through that.

The current criteria that we're using in ClearGov, is there a way to get that sent out to the committee so we can see what's already existed and in the prioritization process and then we can come with ideas to say, hey, I didn't see this or I didn't see that and maybe have that ready to go for our next discussion.

Yeah. Figure out how to do that.

Any other discussion we want to do on CIP responsibilities? Great. Seeing none, we can go to the next agenda item, which is to review the current capital plan. Evan, I'm not sure if you're able to walk us through what's on the docket for FY27.

Yeah. All right, so I printed out two different sheets. One is green and one is blue. Green is the capital plan as it was presented to town meeting. Just so you have it. Blue is the capital plan as amended by the finance committee and then rearranged by me to shift the things that were not funded in fiscal 27 over to fiscal 28. They're not extremely different, but I thought you should have both. You want me to Which year do you want me to talk about? 27 first and then do 20? Yeah. We can do that. Makes sense.

Just the GMS roof wasn't quite funded at 2.8, but pretty close.

Yeah. So I did this right before I came in here. Yep. So it can be a placeholder. Yep. I also contemplated taking it out of the capital plan altogether because even though it was part of the capital plan, it makes the data skew because it's not something we have in there. So we can clean that up for sure. But so in fiscal 27, we did $150,000 for MS4 stormwater compliance. That was previously in the operational budget. We shifted it over here when we were trying to close the budget gap. We'll have further discussions on whether that lives in the capital plan moving forward or back, but that's where it is for right now. Station 3 remodeled the second floor for the fire department. That's a $25,000 expense. We have the final lease payment for Engine 1, $200,000. Fire prevention vehicle at $100,000. That's a responder vehicle for the new fire position added. Station 3 roof replacement, that's $140,000. Replace the asphalt shingles section of Station 1, $50,000. And Station 2 electrical service upgrade at $25,000. We then jump down to the police department. We did 127,800 for two cruisers, that's their police vehicle Replacement program, $21,000 for the taser program, $2.8-ish million for the school roof. We left $750,000 in there for the turf field at the high school. And then $50,000 for Follett Street well. So every 10 years is a major environmental review. And then the subsequent years in between are much lower cost, which I carry in. The town administrator's budget normally. This was a bit of an outlier, and again, we were trying to keep the operational budget tight. Any questions on that?

What year are we on our lease for the fire engine?

This is the last one.

The last one?

Yeah. Okay. We're also moving forward. All fire trucks are going to have a different nomenclature. Because it gets super confusing super fast. And everybody... We definitely got ourselves turned around on which engine we were paying for and which one we had already borrowed. It was a whole thing. So we straightened all that out with the chief, but now we're going to actually name the vehicle that we're replacing. Like 1989 Pierce Pumper. Because the other thing that happens is they also... Engine 1 becomes the new Engine 1, but it's a different vehicle than the... It's hard for an accounting purpose and for those of us that aren't super familiar with fire trucks. I know what they are. Yeah, so this is the last year on that. You want to talk about fiscal 28 now?

Yes.

Okay. So fiscal 28, we have an $80,000 purchase of a – Vehicle, it's called Cemetery C1. That's a F350 pickup truck with a plow. Aquatic invasive treatment in Fisherville Pond and Lake Ripple. So we did shift that from 27 over to 28. We do have an earmark, so we are going to be moving forward with that. So we didn't lose any time on that, which is great. We are also trying to start a terrestrial invasives program. Not sure if that will wind up living in here or if it goes into operations or something else, but for the time being, this is where it is. So it's a one-time cost of $15,000 to develop a plan of where the actual terrestrial invasives are and then what methods we should be using to remove them. And then it's about $12,000 a year to treat said invasives. MS4 stormwater, we just discussed that. It, again, is living here for now. Jump down to station two and three, epoxying the apparatus bay floors for the fire department. That seals the floors and helps the concrete last for a longer period of time. That was deferred from this year. That was deferred from this year, yes. We also have replaced the one-ton dump truck. That is deferred. That was also deferred from this year. That's a smaller dump truck with a plow. Next one down is replace the loader. That is a articulated loader with a wing plow. That was supposed to be in fiscal 27. We pushed that over to fiscal 28. Not supposed to be originally. That's where it was. Police vehicles, we have a $130,000 placeholder. You'll see I bumped it just five grand every year. I don't know if it'll stay at five grand, but It's an indicator, I guess we could say. Taser stays in here at $21,000. It stops in fiscal 28 because that is the last year of the lease, I believe. We entered into a taser program instead of buying them outright so that they're replaced when we get... New technology comes out, and all the cartridges and all that stuff is all combined into one. How long does the taser last? So it depends.

Depends on how much use it gets.

Yeah, how many people were tasing? No. Most of it is regulation changes. They just wear out from wear and tear. Because even though they're not being used, they're being bumped around. They're in and out of holsters. Yeah. So we've had some other things happen where we've bought the tasers, and then two years in, the regulation changes, and now that taser can't be used anymore. You've got to buy a new taser. So the nice thing about this $21,000 a year outlay of funds is that they own it. So we break it. They replace it. Oh, that's good. All of those things. Yeah. It's a good program, and it is the way that most municipalities are heading these days.

So what happens after fiscal 28?

We just renew the contract, and I don't know that it's going to be $21,000. It might be more. Or $18,000. Zero metric to gauge that on. Okay.

So it's not like it's going to go away. It's not going to go away.

It's an unknown. Well, let me preface that. There's the potential that the chief could recommend to get away from that because something else has changed or happened, and I don't know what that's going to be yet. But we'll know that before we get there.

Is there a reason we didn't project that out? We projected out things like the police vehicles?

You mean the increases and stuff?

Yeah, just like having it there.

So I did the police vehicles today.

Okay.

And I have a frame of reference for vehicle increases, right? You can look back historically. This is the first time we ever did the TASER program. So I have to get with the chief because the other thing is I don't know. Are we going to get, do we need more tasers? Do we need less? There's a lot of variables that I just don't have the answers to. So I think that's something we need to flesh out. Okay. Yeah, for sure.

Do you think you could write like maybe new lease? So it's like a different type of placeholder instead of a number, but we know something's coming.

Yeah. So what I did with other ones, I switched it today to, instead of having a dollar amount for project total, I put continual, which is only in a couple of places. So I think I'm going to do that. moving forward for the ones that we know are going to extend beyond that, even if we don't have a price. I can also just as easily drag that $21,000 over, and it's at least a placeholder. And if it turns out to be $25,000 or $28,000, we had the bulk of it in there, which is really the way we should be doing it.

I think that's my mindset.

Yep, that makes perfect sense. All right, that's already done. Okay, so that was the $21,000. Now we're at GPS roof repair. So Jay and I have been working together to try to put a placeholder of money to repair all of the failing roofs throughout the community. It's been $250,000. We're going to anticipate we're going to leave it at $250,000 even after we do the middle school roof because you do have a lot of roof space and a lot of roof space that's in bad shape. So I projected that out, and then at Jay's discretion, he'll let me know if that works or doesn't work, and we'll move that out.

Is there still discussion about applying to the grants in January?

The last conversation I had with him, yes. We haven't talked much since town meeting, which I think is a reprieve for the two of us.

Get your graduation and stuff.

Yeah, we got... We both were joking that we've seen enough of each other for fiscal 26. We'll pick this up in fiscal 27.

Just out of curiosity, is the project moving forward either portion or full roof at this point, or is that still you need to get together?

No. So to my knowledge, it's being finalized with the architect for the full replacement. Okay. We are awaiting – I've already – Preface this with the building department. We're awaiting that plan to get delivered to the building department so we can work through the permitting process. It doesn't cost any money, but there's still regulation that has to be followed in here, too. So we've already got that queued up. Tracy just spoke to the architect today. So we're staying on top of that. So as soon as that hits the queue, we can do that while it goes out to bid. And then we can be ready to go. You know, um, I guess, I guess the timeline would be July would be my guess, but maybe it's a little bit towards the tail end, but working on it. Yep. Um, all right. So I was at the roof repair. Now we're down to lighting at fairy street and river view park. That's 180,000. Um, So this is a good point for me to preface something about the capital plan. So the department heads can put things into the capital plan that have not been vetted by the select board, myself, this group, any of the groups that need to have a say in it. So that may or may not come to fruition. However, it's a project that the REC department wants to see move forward or any other department. This just happens to be REC. And we don't want to stifle that because that's where you're going to get a lot of your ideas. And, you know, we can now put out surveys and ask the public if that's what they want to see. We can do all those things, but it has to live somewhere. And this is where it lives.

Do you know, is that replacement or addition?

That's addition. Okay. And then... Where am I at? Okay. Schematic design for a community center. Again, I don't know if that'll happen, but it's in there. It's something the rec commission talked about, presumably, so that's where it lives. And again, as those things get vetted, they either get added or taken off, and they can live in there. Do you want to keep going in depth down the list, or do you want to Leave it at fiscal 28 and I can talk more in generalities. I say, I think greatest hits from after 27 or 28 is fine.

Airport road stands out to me.

Yep. So that there's, we've been replacing playgrounds and making them accessible throughout the community. Airport park is one of them. It's a more expensive project, but again, doesn't mean that that's the actual scope of the project that can be pared down. You could, combine it with something else. Um, there's a lot of different things in there. Um, so again, that, that could, that could change. I think that that is the price for doing a project that far out in that scope. That is airplane themed. I think was part of the conversation because it's at airport park. So they make these big structures that are like airplanes.

Yeah.

So again, whether or not it comes to that in the end, we don't know. It's too far away. Um, But that's one of the things that we're... Riverview Park the year before. Interesting that that's after the lights. Different areas. Okay. So we don't typically light the playground. The lights would be more over like the ball fields. Okay. So that Little League can do night games and everybody else too. But that's generally where that gets targeted. Okay.

Speaking of that, the snack shack that's down at Ferry Street, is that our responsibility? Like is there any damage that needs to be repaired on that or is that literally?

So literally does all of that on their own. Oh, that's not our. I have not been approached by it. Okay. It is, to my knowledge, it's still town property, but they kind of do their own thing. So if someone reaches out to me and needs assistance, I'm more than happy to help them.

From what I saw, it looked fairly minimal, just like facing and stuff.

Yeah. I mean, eventually they'll need an upgrade to that facility. Yes. It's old and band-aided together. Mm-hmm.

Yeah.

I see there's a $360,000 in 29 for ant plow. I'm wondering if that is just some wrapping there.

Yep, there's a wrapping issue. Okay. So that's a... Truck and plow. Okay. Let's see.

I wasn't sure if that was like the plow from the top of it.

I was hoping it wasn't 360,000. That's a six-wheel dump truck with a sander and a plow. Okay.

And then I saw that the... senior center kitchen renovation is on 29, so that's a project we've talked about for a while.

Yeah, and that's just, again, a placeholder of 29 that could be jockeyed around a little bit. What we're trying to do there is renovate the kitchen, so it's still the school kitchen. It's still got the serving center. We don't use a lot of that. We could make much better use of the space. Plus, it honestly just needs a refresh. We do a lot of meals out of there.

Was the freezer replaced?

I believe the freezer was replaced before I got here.

Okay. And the fridge? The walk-in?

So we have the walk-in. Yes. I want to say they're both less than 10 years old.

Okay.

But I think both before I got here.

All right. I remember South Grafton having a fridge, too. That was an issue. That was the South Grafton Community House? No, school.

Oh, I don't know anything about that. I did a fridge in the community house, though. It was like $400. No problem.

That's a great price. This is a regular fridge.

It's like a little college fridge. Took care of that right away.

I think that covers everything. Everything else is continuing.

So we'll talk about the capital plan in general, then, if I can have a minute on that. So this plan after 28 is not great. You see an immediate tail off, right? And so that is something that we've been working on as a group. We've seen the growth that we wanted to see, but we are working on it. So we spent a good deal of fiscal 25 building an asset inventory so that we even know what we have. We know what we have, but we don't know the finite details and the life expectancies, and so we've done a lot of that. The Facilities Assessment Committee is currently still working on the facilities. We have just completed a roof inspection of every municipal roof, including thermal imaging. And that needs to be built into this plan. It is not well captured in the plan. The school department has a capital plan. Their capital plan generally runs separate from our capital plan, and we fund a chunk of money and fit it in.

Yeah.

That's not really the optimal way to be doing that either. And Jay and I have had that conversation. Um, both of us recognize that it's just difficult. Um, because just like our plan, their plan changes as things break the day you weren't expecting a break yet. So you just have to get our heads around that. Um, but it's, it's our goal for this budgeting cycle to get this to be much more of a plateau, you know, then, then that drop off. Um, So, and it's tough. And one of the reasons it's tough is because I'll toot our own horns a little bit. Our department ads are very frugal. They've learned to live lean, especially with capital. And what winds up happening is people are reluctant to put things in there when they don't know if they need to be replaced. So they'll say, I'll say, well, a truck's got a life of 15 years. I don't know. We've been making them last 18 years. Okay, but put it in at 15. And then if we get to 15, we can do another five years. Great. Everybody will be happy with that. It's hard to get people to do that. They don't want to. They want to show that they're making it last. And we've done that with a ton of different equipment.

But that's hard because if you come when it's on end of life now, you might not get it for another two or three years.

Right, and that's the other thing that we're starting to look at because now trucks are taking... two years to get, three years, five years for fire trucks. It's a crazy lead time. So we're kind of working through those growing pains. I think the department heads have come a long way, and they recognize us. They did more of the grading and stuff than we've ever done before. We've done a lot of introspection on those things. Still have the surprises every single time, so we're trying to work that kink out. And then, you know... Yeah, just getting people to recognize that you can put the dump truck in there, just using dump truck as an example, and then kick the can down the road if we get there. We don't have to spend the money. That's not real money yet. That's a projection. This is better than we've ever had it, but still not where we need it to be.

But that's how you get right before a town meeting, people going, they didn't even know they needed an X, right?

Well, another thing, something that's not in here that's going to be in here or maybe gets funded in the fall or something, is we need to upgrade our sidewalk machines. We learned that in this storm, this last winter. The machines were fine. We've been using them. They're old, but they work just fine. But not when you get two feet of snow. And that's when all the problems started to rear their heads. I have full confidence if we had another year of six-inch storms throughout the whole thing, we wouldn't be talking about needing a sidewalk machine. We'd just keep using what we got. You know, but they just, that was a major problem for us this winter. And so, again, it's hard to get the department heads to say, oh, yeah, we'll spend $150,000 on a snowblower for the sidewalks that doesn't get used for the next four years. But in year five, we sure are glad we had it, so. We've got some, I think we've got some good ideas with some machinery that does more than just sidewalks. And so we'll expand ourselves a little bit there, but like, those are things that we weren't, we didn't even have that on a list to be replaced. The one of them is probably as old as I am. It's pretty darn close. This track thing with the Bob RDA is old. Um, And so, you know, they just keep fixing it and using it.

Yeah. Does the new multipurpose machine that we bought a few years ago, I thought that's what it was.

So we use that. That's what saved us this winter. It's really, it's not designed to do miles of roadway. Okay. You know, you would buy that for the sidewalks at a school campus, right? And it does great. It paid for itself this winter for sure. Yeah. But it's a different level of machine. So what we wound up doing this winter is running the oldest machine we have, the Bombardier. It's a big tracked machine. We ran that first with a V-plow on it and broke apart all the banks and then followed that with the Ventrac and blew the snow off. But what we really could have been doing was we have a machine called a trackless. That's the manufacturer. And that has a big snowblower on the front, but that broke. in the first major storm, and it's a $12,000 part to replace it. That's just one thing. So, you know, and we lost it for two months, right, naturally, because everybody broke that gearbox in this winter. So, you know, we're lucky we had that machine, but I think that was a stopgap for us, maybe not. You would deplete that asset a lot faster if we used it for just that. Plus it's slower.

Can I circle back to the roofs real quick?

Yeah.

So you did the thermal imaging on all the roofs or just this one?

Every municipal roof we have.

Do you off the top of your head know how many roofs there are? Okay.

That's a great question.

So where I'm going with this is, Is there a roof management plan we should come up with that's kind of like a sub or separate from the capital plan, kind of like asphalt management, where we are figuring out a dedicated funding source?

Yeah, so that's what prompted this was Jay and I sitting down and talking about, not that this is a unique idea, but the fact that we don't have a roof management plan and we need one. And so we started by doing... a roof inspection schedule, which actually saved us money on our insurance. Then we got the grant work to do the thermal imaging. Literally, I think we just got the thermals last week or the week before. The last six roofs that we did. Now we can take that data and start putting that into a plan and developing when we're going to get Because we don't have any idea what any of these cost either. So that's the next part is building the cost of.

Right. Any surprises?

I was surprised. GCTV is the worst municipal roof we have.

Really?

Yeah. I haven't talked to them about it yet, so don't tell them.

They were up there doing that during one of our meetings, too. I was like, oh, that's okay.

So that one probably will be a. a priority on the list. Um, I did find there's one humorous part that they said that the drain was clogged, uh, on the roof and that we should be maintaining that. And then I looked at the picture of it and it's just tennis balls. It's like six tennis balls that I, you know, there's kids that are just like, cause that's what I would be doing. It's like, that was, that's great. Um, so they, they've got some, some tears. So we'll probably gonna, I think our, our plan is to take this list, do some immediate stopgap repairs, right? So they found some tears, some sealant that has failed, right? So we'll go and do that spot work while we develop this long-term plan. But, yeah, I was not anticipating GCTV to be the one that needed it.

Do you envision this?

It hasn't been done in – No, it's more than 20 years old.

It hasn't been done since before they built the new one. Right, right.

Do you envision the roofs, though, like, I guess how I'm viewing it is almost like a third plan, right? We'll have our one-year plan, our five-year plan, and then our roof plan.

Right. I think that, yes, I agree. Okay. I think that it would be hard to... inculcate that into here. Because it's going to make the data really hard to look at. It's going to make it wonky. And we're going to be talking about different levels of funding than we're talking about with everything else. And that's one of the reasons why actually it's hard to bring the school into this plan is because so much of what the school has is facility driven and it's very expensive. And again, it makes the plan look or makes it hard to follow the plan.

Yeah.

So there are communities I've seen that do separate capital plans for everything. So they have like vehicles and then they have facilities. I think that gets a little bit too hard to weigh against each other. So I think that what we'll probably come to in the end is a capital plan that is facilities, other improvements, vehicles, things like that. And then kind of the major capital expense plan that has roofs and, I don't know, pick anything else that's crazy money that probably can't live in this document in any real way. Think of it as like debt-excluded projects or separate funding source projects or whatever we wind up thinking about that as. Yeah, that needs to be... And we can do that in ClearGov still. We just will create a separate plan for that.

Yeah, I like that.

Yeah, I don't know. Even just the roof that we just did made everything look screwy. I did this in an Excel sheet because I was showing you the graphics on ClearGov. They're like, it's out of frame and then it's back. It doesn't make any sense. So we have to draw that in.

Perfect.

Thank you. Just back to the snow for one second. How are we doing on our sidewalk inventory of what we actually clean and what we don't? Oh, yeah.

I haven't done anything with that, Greg.

Okay.

I know you said it was in progress.

We'll use this as Evan makes himself a note. Because I know we talked about it and then I... Let's stop snowing.

And he got busy with other priorities.

Thank you for the reminder. I will send that off right now.

Any other questions on the capital plan that currently exists? I think actually one thing for me and for ClearGov, I know we made a note on it for Finance Committee, but if there's some comments in there right now on the capital plan as working with department heads, if we can add comments about what more descriptive about what we're buying, getting, and notes in there so it's a little more clear.

Yeah, I have some departments that do a – like Highway, I'll give them all the kudos. They do a great job. They've got – PDF sheets in there. They've got pictures of what they're going to do. They've done a fantastic job. Other departments we've got to bring up a little bit. But yes, I agree. Who knows what you're looking at. And that's actually one of the reasons we went up in fire truck problems is that the numbers on the truck in the picture didn't match the number that we had listed on this thing. So again, we're going to do something different. But yes, we can make sure we're doing a better job of that.

Speaking of fire trucks, any estimates on how far out we are on either of the ones?

Not that I have top of mind.

We can circle back with the chief on that. Yeah. I don't know.

Anything else?

No. Okay.

All right, we will move on to meeting minutes approval for 331.25. Move we approve the meeting minutes as presented. Second. All right, all in favor? Aye. All opposed? All right, that carries. Our last thing is adjournment today. Do you motion to adjourn?

Or you can just declare it adjourned. Okay, then we will go ahead and declare the meeting adjourned. Thank you, everyone, for attending today, and we'll see you in September.