Comprehensive Plan Committee - Regular Meeting

Right. Hand it over to you for the review edits of public facilities and fiscal capacity whenever you're ready.

Great. All right. So last time we met, we were going to talk about Public facilities, and I think I had mentioned. We're going to try to get Brian to look at it and we are also going to reorganize the whole after a little bit. So we have done both. Brian actually made a lot of good comments, which I reviewed and then basically started over again. So this chapter is not the same as the 1 that is. And the thing before there's a few. elements that are carried over um so just by way of organization we um we did rewrite the paragraph at the beginning a little bit going back to the thing the goal having one goal statement like we've discussed in the past and then um basically the the objectives are organized sort of by theme um so like the first theme Under objective 1 is how do we manage our assets and services? The 2nd, 1 is. We sustain our waterfront and harbors and we should talk about that 1 because that's a carry over from the way that the last and I think this is organized. And the 3rd objective is organized around the theme of how do we deliver municipal services? and then the fourth one is organized around the theme of how do we invest in infrastructure and then the fifth one is how do we support community institutions so similar there's a couple of things that are similar to the the way that the existing plan is and then a little more detail so that being said I know it's a fun time, but I think the best thing to do is really just kind of go through it. Does that work for everybody? I don't know if we really need to, unless anybody's had a chance to read the opening paragraphs and really has any strong thoughts about it, maybe we skip over that and just hit the goals and the objectives and build from there.

Question about the opening paragraph.

Okay.

What is the future land use plan? I mean, where do we find that?

So the future land use plan is actually the next thing we're going to be working on. Everybody, we have a future land use plan currently. And typically, I bring those to the meeting. That's 1 of those maps that sits there and it's the 1 that has the most colors on it. Not the zoning map, but it's like darker colored. And so that would be like, here's where your growth areas are. Here's where you were there.

I said, I just want to make sure we had 1.

We will definitely have 1. Yeah. And the. Point of referencing it here is because technically. uh you know one of the main reasons to have a competent plan is to create a future land use plan which is to identify future growth areas which is where you're actually supposed to direct a majority of your public infrastructure in that sense yeah any other questions okay all right so the first one yeah um do we list anywhere what

Public facilities we're talking about.

Yes, we do in our inventory chapter called public facilities and services. That's where we list all that stuff.

And there's no, it's probably too long to include in these opening paragraph to say we're talking.

Yes. Definitely don't want to do that. I mean, we could say such as and making some examples, but that would not be a. But we kind of do that municipal buildings, roads, harbors, public utilities, schools, libraries and community facilities. So the way the comp plan is going to be organized is there's going to be an intro with the guiding principles, some of the governance stuff that we've talked about. Then there'll be this section and we've thought about pulling out You know, when we went through the inventory section, there's like a key findings piece at the beginning. Sometimes it's nice to have those key findings like in this part as opposed to in the back. So we may end up doing that. Then there'll be these policy sections, and then the back would be like all the data. So you can kind of skip right through it.

One other thing that struck me, the second line, Mount Desert's year-round community. I'm wondering, I mean, I'm always about to hear that stuff, but should we change it to something like either to leave it and just say community or residential community?

Yeah, I'm in favor of anything.

I just want to be as inclusive. Sure.

What does the group think?

I'm in favor of saying year-round.

Yeah, year round people vote on this, so it seems like. It's that's for them, even though I understand your point. You don't want to.

And it's the most beleaguered part of the. Right by many methods.

Yeah, did we add something to that list? That's. Representative of other. people over here paragraph though when you says when it says accommodating seasonal visitors yeah yeah thank you sure yeah i drafted this a while ago so i don't know exactly what i said

You emailed it to us 10 minutes ago.

I don't know. I was working on it all of a sudden. That was helpful.

Yeah.

This one I worked on a while back. So the consensus is no.

I think we catch everybody else at the end there.

Yeah.

And it's prioritizing year-round community and local businesses as it should be.

Okay. Yep. When we're on stuff like this, this document is you folks telling us what to do, so I'm going to keep my mouth shut.

Yeah, I have no, as with everything that we've done, no, I'll happily take any edits. This is just a starting point and you're the ones that have to decide. Okay, how about the goal? High quality public facilities, infrastructure, and municipal services that support Mount Desert's residents, businesses, visitors, and long-term community resilience. So if you remember the last time we talked about this one, the existing plan, which it's typical, I think it's common in the existing plan seems to be a little more, I call it reactionary as a little more reactionary. It's the best way I can think of to describe it reactive or yeah, it's not a, it seems like it's the wording is a little less, um, You know, we're going to be more proactive, I guess. So, in this 1, though, when we talked about public facilities, like, the recognition is that you really have a lot of good. Public facilities and services that you offer the community and part of what we're doing is trying to maintain them and make them even better as we move forward.

And 1 comment, there would just be, that's not really a full sentence as currently written.

I think that goal statements, this is where we always get into semantics, but goal statements tend to be more of that. This is our goal. It's like a state of being.

If they were a colon after goal, then it would make sense.

Get into the meat. All right. So everybody get with the goal? Yes. Awesome. All right, Suzanne, jump in any time. Uh, so just to read the, the objectives, um, or do you want me to read the objectives or should we all to look have we looked at the objectives? We'll be going through the objective and look at the strategy once or do you want to go right to the strategies and the strategies. Get off track with the read them all. Great. All right, so the first objective is improve municipal facilities, infrastructure, and services through proactive planning, lifecycle management, and strategic capital investments. And so as I said at the beginning, rather quickly, this is the how do we manage our assets and services theme. So as we're going through that, try to keep that in mind. I think we captured it. Some of them might be a little similar to one of the other goals, I mean, objectives in there, but I just want to walk through it a little bit. Good objective. Great. So the first one, regularly assess the condition and remaining useful life of municipal buildings, facilities, infrastructure, vehicles, and equipment, and use this information to update and implement the capital improvement plan. Coordinate the capital improvement planning with anticipated facilities needs resulting in changing demographics and municipal operations and future growth.

I'm going to say future growth and future needs, which doesn't imply that it's necessarily growth.

Sure.

I don't think the growth is exponential.

Or should be. We're in a position right now with respect to capital improvement plans. And I mean, do we have that for each building?

Yeah, I'll point to Brian on that. Yes. If you ever see our capital improvement monster spreadsheet slash device thing, it's quite a... Quite a bit. And within that, we tend to divide things out. I guess you'd call it by sections of buildings. So for example, the town hall is sort of its own unique animal with its own section on it. Public works is split out between, say, the garage and then the waste treatment plants in terms of there. So it's not every single building, but by categories of buildings to keep an eye on them. And then really work a lot more of the energy goes in is also the equipment and vehicle, right? So that's where there's the regularly assesses and appropriate. Yeah, it's crazy budget year. Yeah. Do we have a, though, for the school? There's not.

We started to do it. Yeah. Were you still on when we, I think we had to redo the roof after the initial innovation. But I don't know where it went from there.

I don't think there's a functioning 1. You know, there's been secured to me.

There they've done individual studies. Seelander was not too long ago. That Seelander report had a lot of actionable things that they could do out of their capital, which they did. And it took care of a bunch of things, then got to a point where they could no longer do it through budgeting, and then went on for bonding, . Seelander report was brought in, getting another architect to help with the next phase of that work, which is window replacement. We did the roof recently again. That's typical lifecycle . So while they don't have a CIP, they are planning, they are working through those sorts of things, independent of any particular one person or group of people on board. With a facilities director like they have now at the AOS level, they're in good shape with keeping that sort of stuff going. On the municipal side, That should definitely be in there. One that also happens is we have lots of budget lines that general repairs and maintenance. Lots of stuff. And I don't think that belongs in. But what's not in here that maybe could be addressed is bonding capacity and how we can use it. Because the CIP covers up to some level of repairs. But if we're going to replace a sewer line through a section of road, But it's bonded when it's not. And the CIP actually addresses that specifically for some of the buildings. So the bus garage, it just says, bond when needed. The bait house, bond when needed. This has bond when needed. It's addressed in the CIP, but it might be worth noting it in some way here that the bonding capacity for the larger stuff.

Yes. So that's a really good point. observation and point in that there is a section called there is something in the comp plan that we have to address called fiscal capacity and typically that would be where we would put something like that. I was actually looking at this today after you left Suzanne thinking about whether or not We just add something in this section about fiscal capacity, and rather than make it its own section, that would be where it was. There was something in the old plan that didn't get captured here that was about bonding.

Yeah. I mean, it's good, but I'm really struck by what you'd said where, hopefully, this is a land use document. I have to keep reminding myself of that.

So it doesn't have to be super directive. And this is where I do think these type of sections is where the compliance starts to walk the line between how managers focus and here's how we're managing our community.

And none of these sections are state mandated.

Well, we do need to go back through I, I did this originally and went through and thought that we had kind of captured the stuff at the back that state mandated. So, we want to do that again after we sort of scrub it this time. Okay, I mean, I mentioned, right? Yes, that should be in there and we'll add that in and then maybe just wrap it up in the next.

I mean, I mentioned that just to add to Alex's comment about the scope of our employment here and that if this is accurate, none of this is envisioned in the state.

The state says identify any capital improvements needed to maintain and upgrade public services to accommodate the community's anticipated growth and changing demographics. So that's reflected in many of these. You're also required to efficiently meet identified public facility and service needs. You're required to provide public facilities and services in a manner that promotes and supports growth and development and identifying growth areas. So all of these things at the end on page six need to be in here somehow. Okay. And it doesn't have to be like the specific language. Right.

Okay. So we're okay using needs instead of growth.

Yes, I think we're fine.

I was wondering about the 2nd and 3rd ones. And including public works as well. All right, let's go back.

can we go back to the first strategy is that one fine with everybody with the change in the terminology called needs yes yeah in terms of the who's suggested responsibility select board town manager public works we're good and we have this is an ongoing thing obviously you do it every year um all right so then the next one which is what i think you were starting to jump into kathy what about the strategy everybody okay with that Okay, just going to keep going until somebody jumps in. All right. And then just add Public Works, and this is a short term. Really? I don't know. It kind of feels ongoing to me. Yeah, you guys get to decide. But I will say this. I feel like when you go through this document, we're going to see that there's a gazillion ongoing things, and some of them really should be switched to more prioritized actions. So we can do ongoing and then do another scrub at it?

There would never be a point where we'd be like, no, we're not going to pursue that anymore.

Can you do a short-term and ongoing? The reality is these are all ongoing. It doesn't mean you don't do anything, but there's always going to be.

I understand that part, but I also think and would encourage the town in this committee to think about things that are, if you have everything that's ongoing, then you're not actually planning on doing anything. So what are we planning on doing as a priority? I'm not arguing that this one isn't an ongoing thing, but I just would encourage you to think that there are some things that you want to do and you should prioritize what those things are. And they're not necessarily all ongoing.

But why doesn't that seem, I mean, there's, we should be having ongoing review of whether or not this document is being implemented. And so over time, like annually, it would be not be unreasonable to have some, whether it's a separate committee or there's a select board, um, to distill that, go through this and talk about what it is that they're actually have up front and center and what it is that's a more sort of perennial issue. I mean, I mean.

Can I add something?

Oh, sorry. Go ahead.

I'm done. Oh, so one of, um, I think it's okay to say short-term and ongoing. I think one of the things we've done in the past at the end of all the policy writing, um effort is we put all the strategies into a spreadsheet and essentially sort them based on their time frame and then we ask the committee to really prioritize so you know we've had um instances where committees will come up with hundreds and hundreds of strategies and it's like what what are we really going to do first or what which ones really um are sort of cross um you know um crossing with transportation or housing or economy, and they're really going to like activate things in a bunch of different areas. So that's one way to think about it also. And it's really just like saying an exercise in trying to prioritize. I think we put this one a short term since it appears that housing is a big priority and this is one that's so directly related to housing, but they can certainly be

both ongoing last comments i would say the the first part of this the the strategy is to identify something i think the strategy should be encourage the the strategic extension right we actually want to do something here not just identify policies and partnerships we want to strategically extend the town's wastewater infrastructure and one of the ways we do that may be identify partnerships and financial incentives but it really seems like let's support instead of identify all right so we want to encourage that to happen assuming that we want growth in more areas and they need to be serviced by sewer and water

But I also have to say, we have to have this pass to the town meeting. And if you are going to advocate in this document that we're going to be extending the sewer line, and this has not been a deep discussion with the voters as a whole, I think you may have some issues.

I think it's just recommending that you study where that could be appropriate and not saying like, hey, we're doing it. You know what I mean? That's the difference there.

Also recommending actually having that conversation with the community. So these are the designated growth areas that we just voted on. And now we want to start to explore the policies, partnerships, and financial incentives to do that, to extend that infrastructure in those areas. Vince's suggestion was to re-emphasize encourage.

Because it's got to happen. There's only like two places that have public services. Yeah.

Well, yeah, these things move very slowly. I mean, in the next 10 years, I don't know.

Yep, they do move slowly. I would just, again, put my

Relentless optimism on like you actually have to say we're gonna do something and then you don't do it reading the last comprehensive plan there was a lot of Strategize for but there was not a lot of do action and turns out whatever 12 years later. Nothing got done. Yes, so Yeah, why are we wasting our time making a document that's just because the states exploration exactly Reveal that

I mean, there's that friction there. For me, there's that friction there. It's like, we're doing this because, I mean, it's a good idea, but there's also this like, we're checking some boxes, and I don't know where the boundary is.

But isn't it okay to check some boxes and recognize that there's a lot of good things in doing a process?

Yes, we should have, yes, the town should definitely have good forward thinking plans.

Here's the old adage, like, if you don't have a plan, then you really don't know where you're going.

you can't at least think you know where you're going i just think it's about being intentional right so if you're concerned about housing like you could um regardless of the way this is written like you could sit down have a bigger deeper conversation about this idea and it um you know you come up with like one area or um maybe the answer becomes hey it's really not appropriate like we're not growing or whatever it is right but the idea is to plant the seed that this is the type of thing that should be looked into more deeply. And I mean, correct me if you disagree, Noel.

I think that's a good way to put it. Brian, did you have something to add?

So thinking about it as a short-term goal, I think going beyond identify or adding to the word identify, there's already the encourage in there, so policy partnerships, financial incentives that encourage the strategic extension. identify and implement. I mean, the implementation, I don't get what you're saying, Gail, but there's, you don't want to go to the town meetings and pass this thing where you're saying you're going to do something. But that implementation is all going to pass through staff, select board, town meeting. So you're not passing anything with this saying that you should pass policies. If ultimately nothing comes of it, no policy happens, then that's fine. The strategy didn't work for you. But it at least commits you to implementing some sort of policy that does these things that you want to do. Maybe something causes, maybe something doesn't. Some will, some won't. But at least you're committed to doing something. And that feels like a short-term goal. Once you have those policies in place, maybe you're going to review them or whatever. But it's not then. It's not then. We can whatever.

Yeah. Yeah, I think also as we redo these, and some of them are, we're always trying to ask ourselves, like as we're writing first drafts, they do tend to be very like high-level, ongoing-y stuff. But then the next cut at it really is, okay, well, do we like this idea? And how can we make it more action-oriented as opposed to, you know, broad strategy language. So a lot of this stuff is sort of broad strategy language. And so I guess I'm not really articulating very well what I'm asking for. But as we're thinking about them, are there ways to make some of these more action-oriented as opposed to just .. And some of them might be very appropriately high level. We just need to kind of work through that a little bit. So I think, Suzanne, one of the suggestions was, yep, that one. Which one? What are you writing?

Well, so I broke it up just for like, you know, keeping our thoughts straight. And I just said identify areas where, you know, it would support your own housing or other community priorities as a more sort of specific action. But then there's this other piece, which is like, how do you either pay for it or put it into motion? So these could be combined with this here. I don't know what you guys think. And I apologize, I'm having a little trouble hearing Brian. I don't know if he's sitting at the table or not.

No, I'll speak up.

Okay, sorry about that.

All right. Any thoughts on that draft? Can you see that Kathy? Yeah, that was good. Kathy, good.

I think identify areas for

Sorry.

I think it said where it's fine either way. No, I see. Sorry.

Cause of the wood here. That's okay. So it's like identify areas that would support your own housing.

No, I, I think you got it.

So then we're going to add public works and then we're going to go short term slash ongoing. Yes.

Great.

All right. Next one. Work with the town of, work with the Mount Desert Water District to identify policies, partnerships, and financial incentives that encourage the strategic, this is the same thing but with water, recognizing the complexity of the relationship between the water district and the town. Maybe right in the high level.

Same convention?

I think maybe this one wants to be a little more high level, Suzanne.

Yeah.

Just because because there's other things that are at play.

It's not right now. It's the comp comp. Yeah.

Do you want that to be a short term and ongoing also. And do we need to add public works to that?

Probably yes, but do you add water district as well?

Well, it says work with the water district already. This is one thing when we're reading through this also to be, we have to go back through consistency, but at one point, we just have to be consistent about in suggested responsibility. The way that I think we talked about it is we only are listing like town. Although in other places, we might have put something like that. So anyway, we just want to think about that. So we're good with that? Yep. Great. How about the next one?

Straightforward there? Yes.

OK. And the next one? Maybe make that one a higher priority somewhere down the road. That would be great.

You want to make that one a higher priority?

Oh, we can. It's one that Just an important one to get people on board with us doing. There can be sometimes resistance to some of these, but the dollars, particularly when it comes to water plant and stuff, are so big that it's a tough one to pass up on.

I do think that's a really interesting observation and something I feel sometimes They were like, we don't, and even to the degree like, well, we don't qualify for any of those things, but you actually would. Yeah.

Or we don't want them into our business. Right. There are some strings. But they already are.

We're writing this for the state.

All right. And the next one, incorporate accessibility, energy efficiency, operational efficiency, and resilience into municipal facility renovations and replacement projects. We have met with the Climate to Thrive again. They're going to review this. They're sending us a summary of the GMRI report. And so I suspect that there probably are some other specifics that we might sprinkle in here, but this one's going to start. And is this ongoing or short-term or both?

Yes, both. And should we add sustainability, really, in there? Energy efficiency?

Yeah.

I mean, I think the reason I'm pushing for the ongoing, as I look through all of these, these are just things that the math desert government should just follow. There should never be a point where they're not doing all of these things. Yep.

Yeah, I had that thought around, you know, emergency services.

Yeah, and maybe there's a way to, as we look through it again, when we do edits to say, you know, for the short-term slash ongoing things, there's a refinement to the language that adds emergency to the short-term part, and then there's an ongoing element to it that we have to go through and think about.

Is there a way to sort of code them with... different like ABC, like ongoing A would be a higher, you know, like nap has to come first or has to be in the forefront and then ongoing. Yeah, it's always happening. I mean, would that be useful?

I think if we were going to do that, I would then follow up with the question. Well, if we're going to, if we're going to have this as a going a priority, why wouldn't we make that a short term? Or, you know, how important is it?

Because because you'll never be done.

I think, like, we should have a review this annually section.

get this done as soon as possible section you know like just the like this is the short term sure is that three years yeah five years is it like one to three years you could say like initiate this like phrase it in a way where it's like hey we're gonna like make sure if it's not already happening we're gonna make sure we start doing this and then do it annually and then make it a short-term strategy because the point is that you're like you know starting this new thing that then becomes ongoing.

So to build on your comment, just before I lose my train of thought, is what we could and should do at the end of all of this policy exercise is we can categorize all of the strategies by short-term, medium-term, long-term, ongoing. And then once we have that list, we can also think about it as a breakdown. We could break it down at a different time.

I guess I'm just trying to say that for a lot of these things, logically, there's a sequential process you're going to go through. And some things are predicates before you're going to be doing other things. And if there is a way to delineate that, then that helps provide a framework for reviewing what happens on an ongoing basis. Well, have we got this course here before we are working on this part?

Yeah, so with that in mind, let's organize these. Once we finish this whole exercise, we can organize it differently, comprehensively, and just see, like, this is where we think those are. Does that make sense? Mm-hmm. Okay. Objective two. Okay. How do we feel about this? So I will say in the older draft under public facilities, we have a marine resources section where we've talked about the waterfront. We have an economic section where we talk about the waterfront and we have this section that talks about the waterfront infrastructure, really. So this is kind of focused on the town's infrastructure.

Why do we just have Northeast harbor and we don't have Bartlett's and whatever else?

Well, we should have the harbor. Yeah, yes. We have many harbors.

Wait, so this is a language that was directly from the old. However, do you think that the Northeast Harbor waterfront operates differently than the remaining waterfronts facilities? And if that's true, should there be two separate things, one specific to Northeast Harbor, which probably does have a capital improvement plan and operates differently than Bartlett's, for example? Or I'm just throwing that out there.

These are general questions. you know, resilient and capital improvement plan for blah, blah, that evaluates the impacts of sea level rise, that's everywhere, storm surge everywhere, coastal flooding everywhere, identifies phased improvements need to maintain safe, functional, accessible harbor facilities, that's everywhere, coordinate. I mean, it's gonna look different in Northeast Harbor, but it's the same task that has to be performed, only the results will be different. So I don't think it needs to be rewritten. I just think it needs to be inclusive.

They should all be in there. They're all important, especially to people that live in those towns.

Or use those facilities.

And, of course, Seal Harbor is the second biggest one, then Bartlett's, then Otter Creek.

Oh, no, sorry. They're working on their hardware.

and i don't know if we would ever do anything with uh sibsby park that's a nice waterfront location it is a little underutilized what is it the dump yes it used to be summonsby park okay sorry yeah i think of that more like a public access point and less of like a public access to the block

I love that place, though.

Since this goes to all the voters, we need to make it say all the harbors.

Yeah, I think just all harbors rather than list out. Oh, yeah.

Okay. I do wonder about that last question. It seems a little odd to me. That last sentence.

Well, when you think about the marina, this is what I think is this strategy is focused on the marina. And so if you're going to do all those things, and there's already the Chamber of Commerce and the fishermen and other people have facilities there that may need to be consulted if you're doing another marina plan.

Coordinate the planning process with other stakeholders.

Yeah, we're obviously going to revise it based on this comment. So that was the, I'm assuming the genesis of that language.

I guess my point is the Harbor Committee is designed to be a cross section of all the things, or many of the things that are listed there otherwise.

The Chamber of Commerce just rents space at a building that Northeast Harbor has. Yep. Along with a little fairy.

I can tell you they were an important voice along with the ticket booth operators when we did the marina project to begin with. So that's there. But I think what Gail said is generic. Short term? Yep. Great.

Can we add public works to the subject?

Yep.

It's not short term.

Short term and ongoing.

Yeah.

Yeah.

We have just begun to experience sea level rise. Year round. Is that a word we've kept out?

Yeah.

Is it in here? Are we good with that one?

Yeah. All right. So the next one, I have a strikethrough here just so everybody can do more for conversation purposes. Normally I would have probably just deleted it, but this one was pursuing specifically aquaculture and it was from the old plan. And I don't think that this necessarily belongs in this section. However, if we wanted to do something that was more I like this. The suggestion I have off to the side may be something that we can add. And maybe it's, Suzanne and I were talking about this, and it could be like a very similar, maybe we don't need to add that language because it's already addressed in the last strategy, or we combine the two in the last strategy. But anyway, my question would be, A, should we delete it? Should we add something like work with aquaculture operators, commercial fishermen, and other harbor users to identify municipal waterfront infrastructure improvements needed to support sustainable water-dependent industries while maintaining compatibility with harbor uses and community priorities? So the point here is, if you're doing all these investments in your waterfront, there's things that you need to do to support activities on the waterfront that you have to do on these on these facilities so do you need to add a crane at bartlett's or whatever i don't know don't you capture that in the the above strategy when you say coordinate the planning process with other stakeholders well i think the other one was more is more about resilience and flooding and improvements needed to maintain the functional functionality of that structure versus what things do you need to do to make it more usable for Industries and users that use the space. However, that's just the way I thought about it. It doesn't mean I'm right.

We put aquaculture right after commercial fishermen. In the, the 1st set, coordinate the planning process.

Commercial fishing chain, we have already changed that. We've already taken that according to the process with other states with stakeholders. Yeah, we've denuded that of a list.

I think it's fine to have what you wrote as a strategy if we're trying to have a public waterfront that is functional for the public and the people using it.

It does speak to infrastructure more specifically.

Right. Your best data on what is needed is going to come from the people that use it. So that makes sense.

Sorry, can you, so do you want, are we adding the part that Noel suggested as a separate Um, in lieu of, yeah, I think in Louis.

Okay, yeah, it's.

Okay.

I'm going. Sure, how do you want to. Yeah, it's going to be.

It's going to be short-term. We're going to be making some sort of a change or upgrade or improvement.

So this is another short-term ongoing?

Yeah. I hate to say it, but there's just a lot of these that are exactly that. It's OK. It's fine. It's like a duck quacks like a duck.

And then is the suggested responsibility similar to the one above? Yeah.

Harbor Committee, Harbormaster. Before I stop there.

I meant the first one. Sorry. The Harbor Committee, Harbormaster, you'd stop there?

I mean, I guess what I'm thinking in terms of is very simple things like, yeah, is that winch adequate? Does it need to be replaced? Do we need to want some more someone else? That kind of stuff, just like we were getting at. I don't like the most appropriate groups I would see for that. And if you're going to add anyone, it would probably be Brian and public works to some extent. Um, cause that's what we're thinking of is like, is the peer or is the adequate for what, you know, the, the commercial needs are for the various people here today, as opposed to 10 years from today. Yep. Um, what may change down the road.

Right. Do you, are we adapting to changes in the, marine economy and do we need to add old storage somewhere or whatever those tools are to make that more helpful.

What I would like to make sure is that we delineate that we are talking about the continuation. I mean, if we're talking about setting up a situation in which particular aquaculture enterprise could use xyz harbor that's a whole another kettle of if you put an expression fish and we want to make sure that decision makers at the town level were kind of i mean i'm not sure that we're just talking about whether or not we need a winch if we are that's fine but i'm

I guess here's my crazy, crazy notion, and it would be great if it actually came true. Suddenly green crabs become the most sought after delicacy ever. And a lot of new infrastructure gets set up to try to harvest green crabs, a whole different, right? Like something in the future change like that occurs. Yeah. That's what's taken. That's what's coming after the green crabs now. Yeah. what would we need in place if that occurred yes that becomes it became suddenly dominant um I guess that's where I was going like how do we plan for who can best adapt to those kind of changing rights solid waste disposal right again so it's part of it is what of those things does the town want to invest in to support that local that the changes to the local economy on their facilities because that's where we're talking

All right, are we good with that one? And I think we decided on Harbor Committee, Harbormaster, and Public Works.

That's right, Brian. They'll go to your guys for expertise no matter what happens. So yeah.

We're always a mix anyways, because Seattle Harbor Pier as an example, the little bit of it that actually sticks out for a little bit.

All right. So I think the next one is maybe a little redundant to the first one if we make the first one more broad-based.

It's basically the same words.

Which one?

One of the great sea level rise, storm surge, and coastal flooding considerations to design and maintenance of harbor facilities. That's basically number one now that we've sort of made it more broad. I will say as an example though of a short-term action that I don't know exactly what's happening with the Seal Harbor uh, you know, steamboat landing, but this would be a place where you would put something specific, could put something specific to that property into the plan to sit and make it supported by the comprehensive plan. If you were going to like really try to raise it up or do whatever is going to happen that needs to happen up there. Not that we need to decide that today, but that's the kind of thing I was talking about. All right, next is continue prioritizing and implementing capital improvements that maintain safe, functional, and resilience. That's maybe a little redundant to the first one as well, now that we've done that. And then the next one is, so if I think about the three things, the first one I think was more, the first strategy that we just revised is more toward resilience. The second strategy that we just talked about to me is more toward tools. And then this one is very much toward like parking and circulation and access. And it shouldn't be just Northeast Harbor. Right.

They're all harbors.

Yep. And that's going to draw, that always ends up driving what you can do with a lot of the other things. I mean, cause you're going to, you've only got so much land you've only got, and you're going to have to figure out how much of it you want to be parking. And at what point parking is the factor that says you can't do that here, or only X number of vehicles can do that here.

Harper committee does have a parking committee.

Mm-hmm.

But not just for Northeast harbor, I mean, Bartlett's.

That is sort of set of studies few years back where they did a lot of.

Interesting stuff actually, and that's a problem we're trying to deal with.

We add public works to me too. I just added power master and public works.

I was letting the real, the different track.

Working 20 yes, whatever their parking committee, we could certainly add that.

Yeah.

Yes, they could.

This is a good example of where growth is not always the best objective.

Traffic Committee, Suzanne. All right.

Short term? Short term and ongoing.

Yes.

I guess everything's ongoing, and some of them we do short-term and ongoing.

You think that's one you could just, I mean, you could get away with a short-term stab on it, because it's, you're going to do it, and it'll be a few years before you do it again. Kind of like every single summer we'll completely overhaul parking, I feel.

Well, I see Baja constantly overhauling there.

Yeah, let's get away from there.

Well.

Uh, before we move on, I just maintain the objective, making high quality public waterfront. I noticed that on the 1st page, public facilities, high quality, public facilities. I think about that just rings like a blank check. Let's improve Bartlett's the high quality. Mahogany and really like, it just already have that.

Yeah.

Yeah. Like, do we need to change that to serviceable?

Well, serviceable means anything of like a port-a-potty.

Exactly. So there's, I don't know, it just struck me as, you know, maintain high quality was just an open-ended, we can make it as nice as we want.

Yeah. Well, it's subjective for sure, but there could be a conversation that occurs internally about what reasonable expectations are. Yeah.

I'm thinking more of environmental integrity and that sort of thing.

Well built. Functioning. Functional and well built. I'm just concerned that just high quality is kind of open-ended. And it's through high quality public facilities.

That's one of those. Were you planning to make a donation from the stations?

So what is a better way to describe it? What is a better way to describe it?

Did you just say quality? It's about quality.

It's hard because I think one could make the case that, and let's talk through the different marina facilities that At present, they're all very high quality relative to the level of use they're getting. One may argue that Seal Harbor is one where we got to get caught up relative to its use, maybe. But I don't think anyone would argue and say Northeast Harbor is substandard. Whereas, let's go with Bartlett's. Bartlett's, for the level of use, it's getting good. I don't really know how to put that into words, though.

Yeah. I just didn't want to see where you're going to be an open ended. Yeah. Well, the town has a blank check to improve all the while. That's what we said.

We want to keep going.

We're going to keep paving every year.

I don't know the words. Yeah, I know where you're going.

I would say the premise of this is the starting point, which is you already have very high quality services and infrastructure and facilities. And the whole point here is you want to try to maintain that.

So maybe emphasis on the maintain. what we've got.

That's what it says, maintain high quality public waterfront and harbor infrastructure.

Let's also remember that this comprehensive plan does not appropriate any.

Absolutely. I think that's what Susan was just saying.

We can be aspirational, but the buck is going to stop somewhere.

But if the word high quality is too much, we could make it just quality. Yeah. That would be fine.

I think that is still subjective, but if people are comfortable with that, that's fine.

Just quality. You know, each one of those facilities are different and they do different things. Northeast Harbor has to be what it is to command the price they receive for people who utilize that, where the other places are mainly more so commercial than recreational. And I think we're already doing that for those facilities. But I think just quality public waterfront is fine.

Kathy, Scott, you're good?

I'm just thinking about Sonesville Harbor is different than Sonesville Landing, and you kind of have to realize that we don't maintain the Sonesville Land side of that harbor at all.

That is private. Yes, and that is the purpose of this town is in charge of getting out the morning.

All right. How about objective 3? So, this 1 is the, how do we do how do we deliver municipal services?

I mean, I like digging into this, but this is a section where I can't help, but look at this and go. I'd come back to that land use piece that you were talking about a little bit.

Yes, it is. The section is required by the state and it is meant to kind of talk about these particular items like not. Yeah. Cool.

This is where I figure I'm getting a deputy director. Strengthen the town's organization.

Yes, to provide public facilities and services in a manner that promotes and supports growth and development. You walked into that one. Come on, man. How about the first one? This one, I wrote a note off to the side because I was actually thinking about you, Alex. Does this already exist? And therefore, you don't have to develop one. You just have to Continually, you know, update. Right.

Because you take out development periodically, you just start with update.

Yeah. So the plan's very vastly divided department by department. The, you know, training plan for fire is vastly different than that for finance.

Yeah. Would you say periodically update and improve? Yes. Did you get that Suzanne?

Yep.

Periodically update. Okay. And this is select board and town manager.

I mean, I would actually say town manager or department heads if you wanted to go there or town staff.

Town staff maybe.

This isn't a select board thing.

Who's playing music? All right, next one. Conduct periodic evaluations of municipal operations and services, delivery to identify opportunities to improve efficiency, technology, customer service, and coordination across departments. And this is state required? The state says provide public services in a manner that promotes and supports growth and development.

Okay, I'm sorry, I mean, I read this, I'm like, do your job is sort of what it's actually number 5 with the emergency preparedness. I thought, well, that's short term. Yeah, I mean, yeah.

This 1, we can put a question mark next to and then say, is this really necessary? Which one? The one that we just talked about? Yeah.

It's necessary, but does it belong here?

Yes. Yeah. All right. And the next one, I was actually thinking about a couple of different things when you wrote this one, but develop workforce improvement and retention strategies that address housing affordability and other barriers to attracting municipal employees. And so the follow-up question was, what does that even mean? So I wrote down a couple of examples off to the side. for key positions. You could think about employer assisted housing programs. You could start to think about municipal compensation benefits that, you know, as you're already, you already do the review of like compensation and do that. So that's like an ongoing thing. You know, things like starting a junior firefighting program or continuing one, if there already is one, like there's a lot of examples of what that means. So we could put the examples underneath this than just by way of example. I don't think we should do that.

I think that's way outside our lane. But there'd be so many possible examples.

So I'm not suggesting we actually put them in here. I'm saying I knew this question was going to happen, so I wanted to write down some examples of what that means, or could mean, or could create. so that we wouldn't be like, that doesn't seem... Anyway, it's just an idea.

Do you really think we can address housing availability, affordability?

Well, what I think is there's a lot of people who are employers who are addressing housing affordability through a variety of different ways. And does the town of Monteserre want to at least have something in their... That process that says, yeah, I mean, we may or may not do something related to that.

Boarding houses.

No, my arrangements with a former town manager.

Yes, we did. Yeah, so that's I mean, that's the reason why that's in here. Good.

Okay, anybody else you want to put on that list? So the suggested responsibility for that 1. Okay, I mean, I guess I'll just chime in as a.

an employee will rate but this one could come with one actual price tag again yeah i think it says develop workforce recruitment and retention strategies yeah not uh thou shalt pay for the town manager's mortgage he's sort of already invested with the extension at the private department and

That was a housing issue. I have people here on site 24 seven writing this.

Oh, yeah, although that's more because they're working a 24-hour shift.

Yeah, that's not where they live.

Yeah, I mean, they're not. There's definitely a bet because keeping a human awake for 24 hours is not a good idea.

Right.

So if people were able to live closer to the fire station or in town anywhere, would the town have had to create 24-hour shifts on the fire department?

Yes, absolutely. That's a standard practice. Okay. doing the 24-hour shift for, yeah, that's not unique to here by any stretch of the imagination.

Yeah, I guess what I meant was part of the reason why the town changed to the type of fire emergency services that's happening is because fewer and fewer people were actually volunteering to do the work that was in the past, than in the past. Correct. Partially. because there's a bunch of, those people were getting older, and there's not a lot of new people moving in that are younger and able to do that.

Right.

All those things are absolutely true. That's what I was, that's all. Yeah. But also not island dependent. Yeah. That would be as true anywhere in the state. Yep. Which is why the shift to the 24-7 model that combined by our EMS has kind of occurred everywhere.

And those job descriptions that we can form are technical.

Yeah. Yeah. I mean, it becoming, re-maintaining as a volunteer too requires so much more training and effort than it ever used to. So that's, that's a huge barrier as well. And that's where the 24 seven shift has just become the most efficient way to provide that service. It's more about that than anything else.

Yeah. All right. How about the next one? This one is required. Yeah, I think we do it anyway. Yeah. Do you want to put like a select board or fire department heads, you know?

I think for a lot of these where it says town manager, I would say town staff might be more appropriate. And I think a good example like that conduct periodic evaluations of municipal operations and service, but that's not, The manager functioning and all that's, that's working with all the department heads on what they're doing with their own departments.

Yep. Good. So this one you'd think would be town staff.

Which one were we on? Sorry. We're on number four. Yeah. Or at the very least town manager and town staff. I mean, at the end of the day, it's me that goes and attends in a Bar Harbor meeting to talk about police consolidation, but.

Okay. Good with that one? Mm-hmm. So the next one, we did break it out by emergency preparedness and emergency response.

I mean, I'm fine with it. It seems to me like it should be there anyway. I mean, it's a part of the every day. Yep.

And put public works in there.

You put what?

Public works. Brian? Wouldn't you suggest on this one with the emergency preparedness, putting public works in there? It all flows to your guys to some extent. If something really big occurs, it starts to get to public works a lot of the time.

So yeah, I think there's sort of integral because we're out there clearing trees at 13th and St. Mary.

When we start getting hurricanes.

Well, we got those two out of the South. Microburst.

That's why I moved up to here.

Yeah, you are, man. We got a lot of stuff that we took down.

Oh, yeah.

So when it happens, we explain to you for 30 minutes.

Yeah, so you're agreeing. Public works. Yeah. All right. How about the next one? Review the current use of communication technology and digital services. This was more like... I think when we were talking about this, sort of a question like, do you want to have a strategy in here where you're looking at technology for the future to help with the whole idea that we're, how we do technology? Do we need to keep continually review technology to make sure that we're delivering the services that we wanted? So I'm not sure this is written well enough for that, but I think that was the point. Is this a required one though?

I'm sorry, this one falls right back into that, just do your job, people. Of course we should be keeping up with what this technology is.

Yeah, I mean, some of the recommendations are like, make sure you have a code enforcement officer. Jeff?

That is an actual state thing. This one here? No, well, make sure you have a code officer. That's something they asked you to do. So the same point, I think.

is yes of course we're going to have a code enforcement officer but yes we have to put it in the plan yeah we can double check this one too but i think it's probably the state requirement to efficiently identify public facility service needs so just you can't require rotary phone calls to keep up with the times

It's an isolated AI thing that's going to hack all the rest of the... Can you make that ongoing?

Yeah, I think... Can you?

I'm going with Suzanne.

Landlines, whether it's a rotary or not. And you don't want to leave them out.

Right. Right. Objective four. This one is the, how do we invest in our infrastructure? um i think the first one was a slightly different take on it so uh first strategy was coordinate uh investment in roads parking sidewalk sewer and other public infrastructure with the future land use plan and identified growth areas but that does go back to what the state's asking us to do anyway but back to the land use Okay, great. Um, we're good with public works. Anybody else need to be in there? Or suggested responsibility.

Give it all Brian police.

Yeah, I'm looking for Brian to ask that.

Yeah. Police and fire.

generally are included that we're talking about yeah yeah we want to make sure that the lap truck down you mean it's funny because i was thinking of one where there was something that came through just recently where somebody was saying like hey is this really a non-parking spot or somebody was saying it's a loading zone and it was interesting watching some interplay with There's currents and defender just. Yep, I drink right there. No, that is a far thing. Yes. So that's yeah, that kind of stuff. Yeah.

Should that code enforcement as well? I'm just thinking of the sidewalk on main street right now. That's so out of proportion with the road, you know, it's 14 inches from the sidewalk to the road and. That's kind of a code enforcement issue. Right.

So if the town is making investments in roads, parking, sidewalks, sewer, and other public infrastructure.

Don't they have to go before planning board to do some of those things? And isn't Kim part of that process? Good question.

I'm not sure. Is somebody using a sidewalk? Is that a question?

Well, I'm trying to. In general, yes. Planning board for a variety of things. I don't know what Or land stabilization that we didn't still harbor like planning board, I know that we're proposing a couple of generators, where the. waivers from the offset go to planning board for that, so when you try to always kind of go through the same processes that everyone else in this.

Okay. ongoing. Great. How about the next one? I just had a question, Brian. More like the question is really, do you already do that? Have you already done this?

On the stormwater?

Yeah. So would this be an objective? This would be a strategy that would be worth pursuing and make it a short-term strategy. OK. So evaluate stormwater infrastructure and prioritize needed improvements to reduce flooding and accommodate more frequent heavy rainfall. I feel like you and I have talked about this early on in this whole process anyway. Yeah.

And is the more frequent heavy rainfall coming from you? What's that? The more frequent heavy rainfall. Is that something that you're proposing because you're seeing that trend? Oh, oh, oh.

I didn't propose it. He did not propose it. OK. Because the way in which our precipitation patterns have shifted in the last 20 years. intensity has changed.

I actually think this does tie into the vulnerability assessment also, and that that assessment would have at least started to identify areas that you want to prioritize.

Is there any way to because the other side of the frequent more frequent heavy rainfalls is the drought? And is there which is kind of becoming a regular feature? And I'm wondering if there is a responsibility to to try to understand that and figure out how that fits into our ability to plan.

Can we talk about that in the water resources section? I can't remember, but it would be appropriate here for sure. Yeah.

So can we unpack that one a little bit? If we're talking about public facilities, would this be a something like, so even looking at the next one down, which is continue working with the Montessori Water District to protect drinking water resources and coordinate infrastructure planning. Would we add something there to just sort of like highlight?

Including the impacts of drought?

Yeah, drought. Are you referring that adequate water was available for firefighting? Something that affected where you were going?

Well, I wasn't thinking about firefighting specifically, but I think we could add firefighting and drinking water.

Well, I'm always concerned about that as a well owner and about areas where you might have more dense development.

That's an issue. Maybe hold that. When we go back and look at our water resources section, that would be where I would think about that part of it and potentially future land use. But here, we're focusing on the infrastructure of the town, so the water and the sewer infrastructure.

I mean, we had a big conversation when we went down to the golf course and talked about how they were going to build a pond so that they could irrigate on site rather than continuing to siphon out padlock pond. And they had mechanisms for saying, right now, you can't draw down. to one of your golf courses. So we need to make that.

Yep. Yeah, I think that's a really good point, Gail. I'm just trying to figure out, like, there's a few elements to what you're talking about and where you address that is probably in multiple sections of the plan.

And here, in this section, seems like... Yeah, the other place for drought considerations is fire. Yep. Prevention.

So I would add monitor impacts of drought on drinking, water availability, and fire protection.

There you go.

Yep. Okay. Who's supposed to be, who's, is that a select board slash public works? Is that a?

You got to add in time manager on that one.

yeah manager i understand you gotta add fire then if we're talking about yep i think we need to monitor for example at whether or not you need to have an ordinance that allows you to say no irrigation during these periods of time provisions then yeah yeah i would I don't know whether we're at the point where we need those.

No, car washing.

I wouldn't put that here. I would put that in the water resources section. Yeah, OK. Yep. I think Suzanne just put a little note off to the side to make sure we know. Thank you.

I think that's all very relevant. Let's remember how on pins and needles where we were last fall.

Absolutely. No, it's a good flip side of the rain question. We get a lot of rain. We have to deal with it all. Can we get some of that heavy rainfall, please? But not all at the same time. Yep. Okay, how about require new public infrastructure associated with development to be designed and constructed in accordance with town standards and long term maintenance objectives. This was sort of a leftover from the other plan.

They also be state standards or regulation, you know. Is it just our standards that matter?

On slash state.

Okay, pound slash state and federal. Who said that?

Well, you could say statutory or legal standard. I mean, something

About current regulatory standards and long-term maintenance objectives. Yeah. Okay. All right. And that's Public Works Code Enforcement Office. Ongoing.

We are here.

The next one is conduct a parking and circulation study. This was a leftover from the old plan. Do we want to make this... All villages? Or how are you handling this now?

How much was Starter Creek?

Starter Creek? Yeah.

How much is it?

The whole town.

Yeah. I did the one for Northeast. It's full.

I think you could just take out four northeast harbors.

It really feels like pretty much in South Otter Creek.

I was up on the hill today in Seal Harbor and nearly got crashed into twice. In Sioux. What was the zoo up there?

Right on Main Street?

No, no, no, up on the hill. That kind of hoopsie drive rolling road.

Nope.

That mess.

I don't think it's town harbors. I think it's towns, like villages.

Right. Sorry.

Yes. Okay.

Traffic committee, there is no traffic committee at present. We just added traffic committee or parts and part is what we should have been saying. I thought you told me it was a lot of traffic committee.

Yeah, yes, I mean, we do need, we're not going to be able to avoid it.

Eventually, the committee will be the traffic committee. How about parking and traffic?

We started with parking, but I could see it morphing. But I'd still call it parking committee, because that's technically its name, even though Brian's right, it'll probably morph into that.

OK. Short term?

Yep.

Great. Stay almost the same. How about the next one? Incorporate projected climate impacts, including sea level rise, coastal flooding, storm surge, and all that, into planning, design, and replacement of infrastructure.

You want to add the word drought?

Sure. How about extreme weather? Yeah.

Yeah.

Hit both sides?

Yep.

Sure.

Is that precipitation changes?

This could be Simpson.

Yes. Yes, Brian. Yes. So it would be incorporate projected climate impacts, including sea level rise, coastal flooding, storm surge, and extreme weather into planning, design, and replacement of public infrastructure. Great. Select board, public works, harbor committee, anybody else? Sustainability. Parking slash traffic committee. Just kidding. That's an ongoing effort. I suspect the resiliency plan will identify some next steps associated with that. All right. Use the town's hazard mitigation plan, vulnerability assessments, and other resilience planning efforts to guide infrastructure investments and capital improvement priorities. Do you think these two should be integrated?

Yes.

The one above and this one.

Is the hazard, do we have a hazard mitigation plan? And is it, if it is, is it natural hazard we're talking about?

I think we're developing one, right? Well, maybe I was thinking about the vulnerability assessment, but do we have a hazard?

We did a vulnerability assessment. There is a hazard mitigation plan. I think we're .

Yeah, I think there is one.

We do. We're within.

Suzanne, maybe you and I can just take these two and see if there's a way to make them the same.

Okay.

Good with that? How about the next one?

That's got to be folded into something else, too. That's all.

Right. Yeah, we'll take the last three and try to move on.

Can I ask about the fourth thing? The fourth one, required new public infrastructure associated with development to be designed to serve

So if a subdivision was proposed and they were connecting to the town sewer system, then there are sets of requirements that we want to make sure that development

There was a new super system.

Yep. Or we said we wanted to connect to the sidewalks or. Again, if we want the town to adopt the road. We already have those things in place. I think this part is more making sure that continues. Fire hydrants, street light standards, whatever it is. Particularly if the town's going to adopt those things. but it's not a private sewer system. Any other questions? I don't mean to like go through all this stuff. Stop me if you want. All right, number five. This one is more about the how do we support community institutions? So there was a bunch of, there was stuff in the old plan It talked about like, you know, important community assets, like the library, the neighborhood house, things like that, the school. And so it's trying to figure out in this section, like, how do you support them? You know, we don't control the school budget necessarily. So there's a, you know, how do we work together, those kinds of things? Well, we try to recognize pound us, but does the town?

Or I wondered why we didn't actually have school board on suggested responsibilities for some of this. But again, I'm going to ask just generally speaking, if I look at the state recommended required policies, is this whole section a land use section? Public facilities and services and man of the process plus growth and development.

So the extension here is that these places provide services that the town office doesn't do. But those are also services that the town appreciates or so falls within that to provide public facilities and services in a manner that promotes and supports growth. That's the extension. How about the first one?

So what you're saying to me is that you don't think that the comprehensive plan reaches to the town school board in terms of suggesting any responsibilities.

I have a question about that. We think that it does. I'm not suggesting that it does or doesn't. I guess I really don't understand it then because I thought the school board was like a separate thing from the town, from the municipal.

Well, it is in terms of governance and budget, but ultimately it goes to the town meeting for a vote just as the municipal budget does.

Yes, that's true.

So do we, yeah, but it's also a separate body. This select board chose to go to ethics. They had no ability to compel us into that.

Right. Fantastic.

We're a completely separate, collected body.

And we have our own policies.

We have our own policies.

Right. I mean, I don't care if we put it in there. I don't think it's going to make any difference.

I think in this case, what I was thinking about was the school itself provides access. We've had town meetings there. We've had It's been lots of different. It's like a community. There's a community facilities element to it. And so the purpose of the 1st strategy is to continue to work with the school district to make sure that those things are still available for. Community activities, not necessarily support them. Maintain them. Yeah.

Yeah.

Or, yeah, let's coordinate. All right, that's fine.

I think on the suggested responsibility, that's 1 that you had previously, whereas you. Mentioned that in the strategy that .

Correct. Yeah. Because you want it to be more .. The flip side, I would say, is work with the school board and districts, or whatever, however you want to report it.

That's better the way it is, I think.

Are we good with that? Yeah. How about the next one? Continue to support community education programs available at the library, through Acadia Senior College, Neighborhood House, and other organizations.

The schools adult education? Yep.

One.

Just the second and the third.

Probably. We're going to combine the next two Suzanne's strategy to is education.

Also, education. Radiation. Yep.

Everybody good with that. All right. How about the. How about the next one?

This is more specific to the neighborhood house and other community facilities, but... Yeah, previously we had talked about not naming specific organizations, and I don't fear that the neighborhood house is going away anytime soon, but just to stay with this policy of not naming the organization, does that make sense here?

Yes, but it's a pretty specific and central entity in the town.

Yeah. Yeah, I thought we had made some distinction between the neighborhood house and like listing every... I mean, there are other village improvement societies.

Yeah, that's what I was gonna say. I thought it was more non-profit.

There are other village improvement societies that might also... I don't know if they're still in the hoedowns pretty much.

Yep. That's why I think we put... Other organizations.

Yeah, the community.

Good with that.

Yep. So we're leaving neighborhood.

That's up to you guys. I'm just explaining what why we kept it.

I think it's 6 1 after the other.

Good great. How about the last 1?

Yes. and six probably could be combined as well no i didn't hear you said except that six could probably be combined as well okay here is emergencies versus everything else yeah it's a pretty specific need and the other community facilities also includes like the trip and stones hill and Just trying to get it self-organized as a warming and cooling zone.

So I would say this one, if you wanted to be more specific to the structures themselves, like how are we supporting these places as they become more supporting more resilient needs. So if we needed to help the neighborhood house write a grant so that they could be a cooling station in a drought or whatever. um that's the part that would be or if there were a facility that needed to be raised uh because it's in a flood zone and it's subject to you know sea level rise those are important community assets that aren't necessarily controlled by the town the the sort of i'd say two three and four strategies might be better combined with this the last one being it's a separate thing oh i see your sign okay

Okay, that's my thought.

I'm fine with that. We'll take another work at that.

Great. We all know after we decided to. If the neighborhood does, they're going to sell their naming rights and become T shirts.

all right so uh we're done with that um i think the next step is we do have to add some sort of fiscal uh capacity section you need or maybe we integrate it into a revised version of this but suzanne and i are going to be working on that next um august technically we should be still having two meetings in august and that those meetings will be primarily focused on future land use. And we're also working on going to share a bunch of this stuff with the Climate to Thrive and get some comments back from them. And we're going to be working over the next couple of weeks or so to start to strategize about the public outreach and tighten up the schedule for trying to finish this thing up by before the end of the year.

So, what are the dates of the August meetings? August meetings, have we set dates yet? I know.

First is Thursday, but then I don't know.

Is it 6 and 20? Next meeting is August 6th. And then we can all mosey off to the neighborhood house to celebrate the window gilding museum.

i have a note of august 26th also is that a thing um that's a wednesday so it could be an error or a past conversation that i don't have that one on my calendar but i could have missed something for sure we've had a second one do you want to do the 27th well what about the 20th

620, I won't be here on the 27th. I won't be here on the. Would be a better.

What would be the 20th. How about the 27th?

I can do the 27.

Does that work for everybody?

Are we doing 5 or 530 start?

No, didn't you say you're not around then? That's when I give my talk at the desktop.

On the 27th? Yep.

You told me you weren't around. Are you trying to get out of my talk?

I'm not trying to get out of your talk.

You're supposed to be there.

I have to take a daughter to Florida for college at the end of August. I don't have specific dates yet, so I've blocked a bunch of stuff.

So maybe we should not do that day.

Maybe, would you mind if we go back to our calendar tomorrow and send out a couple of August dates that work.

That's fine.

But let's make sure that the sixth is in everybody's calendar.

Okay.

At five.

Eight, six at five.

Yep.

Sorry, Suzanne. I have that in my calendar already, I think. So hopefully that's to other people as well. Yes. Okay.

I have a potential work conflict I'm trying to avoid, so we'll see.

You want us to write a note?

Yeah. We need her.

I think that's it. I'll take a motion to adjourn.

I'd like to make a motion to adjourn.

Second.

Second.

All right. Those in favor, say aye. Aye.

Have a good evening. Thank you.

Good meeting.

Thank you.

Now the summertime requires 20 additional minutes to get out of our harbor.

Oh, oh. No, you had something else going on.

Hummer traffic is rough.

No, you're not.