Okay. Um, I'll call to order the Friday, October 3rd meeting of the Milton U budget coordination committee. Um, thanks everybody for coming back uh for our October meeting. We have a pretty
packed agenda today where um we're going to have some good discussion and do um some good table setting and discovery in terms of our budget processes and familiarity with the five-year
financial model. Um so so as a first um looks like we have this is our our first two items but uh we wanted to kick off the discussion uh we had a we had a great robust discussion last month. We wanted to start today uh
with the question of what does success look like? So we have a limited time horizon for our committee. um be sunset. When do we sunset? >> The committee owes a recommendation. >> We have a recommendation, right, >> as to what the next year should look
like at the end of this fiscal year. >> At the end of this fiscal year. So um yeah, so we have until June um and we want to make sure that we are driving um at the right outcome for this window
of time. So, we could do a number of things. Um, you know, one of which might be some type of presentation or some type of
uh report, but um we just wanted to um Vice Chair Walker and I wanted to level set this with everybody before we go forward. Um, and I will I will share the floor and if I left anything out.
>> No, not at all. >> Question. Okay. >> As Nick just said, I think the charge requires us to uh report to town meeting. Um and also to actually says report to the select board, school
committee and warrant committee and make a recommendation committee's charge on whether the committee should continue in fiscal 2027. So I think um as chair heard just said I think we the question for us is uh what
is reasonable to accomplish over the next um 7 months or so this success look like? what what do we hope to have accomplished by then and what might cause us to recommend a
continuation the fiscal 2027 so I thought it might be helpful we've got a lot of horsepower on this committee so I I thought it might be helpful to hear from people as to what you would hope to accomplish
um over this period of time what what would success look or said differently, how would you finish the sentence? Uh, I would feel the uh budget coordination committee was successful here.
So, anyone can take a stand at that or we could call on people. I can jump in. I was part of some of the early conversation with John Cohane just on like what started this, right? And Katie was part of this too. Um I mean a
lot of it from at least the I'll say the my perspective on the school committee role was just around sharing of current year like or I'm sorry budget planning information between the school committee and the
select board and the idea of looping in the warrant committee within that process so they are kind of there as those conversations are happening and there are less surprises as we get to um to a final ized budget. Um, in the past two years, there's been at times
differences between the select board and the school committee on what the financial picture looks like for the schools, what the school's request is versus the town's request and and those are just conversations that need to be had between us. I think two years ago we had more of a formal process for having
those conversations. last year that broke down and so this was a way in which we were trying to kind of bridge those like create a formal process to have that ongoing communication. I think the second part was given the override, is there some type
of long-term planning um just discussion that can be done to make sure that as schools are thinking out the next five years, as town is thinking out next 5 years, we're having those similar conversations, not on just a single fiscal year cycle, but longer term of like what what does this look like? What
does this mean for initiatives a town wants to take, a school uh needs to take? um and have those kind of longer term horizon conversations together as well. >> Let me play that back. So, sharing school committee budget information with
the select board and the learning committee and giving the override some long-term discussion about multi-year initiatives. >> Yeah, just multi-year budget planning. Um I think similar to what we discussed at the last meeting a bit. I'd just say from the budget perspective on the school committee side like it's mostly
around budget planning for the next fiscal year like what what are we looking at you know the town administrator is going to come talk to the school committee um finance committee on on some things but I assume those are some conversations we might want to have collectively in this room.
>> Thanks Maggie. Um, so I would feel successful if the budget coordination with the B budget coordination committee if the average taxpayer
is aware of our financial health of the town ahead of when they did last year. I feel like I represent the average
taxpayer and I do pay attention to a lot of different committees, but I was surprised to hear, you know, that the schools ran out of paper and I was surprised to hear that the police
department needs an IT person to make their jobs successful. Um, so I think just alerting the average taxpayer to what is going on before that
we were notified last year. >> Great. >> Yeah, I would echo Maggie like just I think we've gotten a lot of people saying that we're not transparent or they weren't aware of what was going on.
And so even though we've held public meetings where we've talked about these things, somehow getting that message out um to the public that might not tune in to the meeting. So maybe you know better communication of those messages.
>> Mr. McGuire has his hand up. >> Oh, sorry. I think just having um maybe try to have no surprises and more of an accurate budget and maybe there's some disciplines that we can do to try to like look at it and maybe make more like
realistic picture for people. I think communication I agree with what everybody said but I think communicating that but try to find out if we're off why are we off and what can we do to correct that? Maybe there's something
we're doing some discipline. So Amy, for you transparency, is that is that a good way to sum that up? And better communication. >> I that's Yes, but I was trying to make sure I got >> So I feel like transparency isn't really it. I think it's more the communication
because I think we were more than transparent. I think people just aren't paying attention or listening or they don't want to hear what we're saying. So, how do we get how do we better communicate what's going on so that they are aware
>> and then Brian no surprises that there are shortages by kind of asking the question why more often? >> How can we fix it? >> Yeah. Yeah. What are we doing wrong? What are we missing? Proving >> vice chair
board vice chair. >> I think I'll repeat or echo some of what's been said in terms of communication. Uh I would look at this as being successful as we had a greater level of collaboration as well um from all of the boards represented here. Uh
that meaning that at the end of this coming out of the override and all of the committees and boards and electeds have a better understanding of where we each fit not only in the current budget
but for future budgets. meaning um example. So uh John and I John and I spoke this week. So let's say some of those roles that were not filled uh this year for the schools. If we intend after speaking with our principles or
superintendent that we want to fill some of those roles going forward that all the boards have an understanding of this role needs to be filled in XYZ year. This is what our budgetary needs would be for that. this is the impact we expect and that we all kind of have that
um an expectation and this is the three year or fiveyear plan that I think that we're talking about. So that's what I would I would consider success that coming out of this all of the boards have a better um understanding of where each of us fits in the budget and and our our
expected needs going forward and revenue needs as well. uh communication, greater level of collaboration, better understanding of various board roles and multi-year department budget needs. J.
>> Uh, yeah, I'm really focused on the five-year forecast, including seeing five or more year forecast, having it ongoing, and seeing when an override is coming, multiple years out, two years out, three years out, knowing, okay, we're going to have an override in this
year, prepping people for it. Uh, the more I think about this, the more I think I don't see any way we can do this without plans, specific plans regarding the stabilization funds we have in town and the use of free cash. We set up an operating budget stabilization fund this
year, but we don't really have a plan how to use it. So, I sent slides to our chair and vice chair. I don't have enough copies for our guests. I sent slides to our chair and vice chair. Can I Is this a good time for me to speak to them for a few minutes?
>> No. >> No, >> I hear you. We'll get to that. >> Okay. Okay. >> So, >> yeah. Well, then >> they're predicting override needs in advance. >> Yes.
>> Stabilization fund. >> But but to get there, I think someone in town, maybe us, maybe the warrant committee, maybe the select board needs policies on how we're going to use our stabilization budgets. Otherwise, it's an exercise in futility. I
>> we agree. >> Yeah. >> Yeah. Okay. >> Am I Am I done? >> No, I I don't know. Are you? >> Oh, okay. >> Yeah. So, that's how I would measure success by the end of the year. We need we need these policies set up.
>> Great. >> Is it Katie? >> We haven't met Ryan Walker. >> Um Katie Blake, >> have you had a chance to think about this? >> Um I have. So, I think um I don't want
to duplicate what everyone else has already said, but I think it's just a good opportunity to be able to share information and for each one of the different committees to ask questions in real time. just some of the experience from last
year was sharing a lot of information um in the school committee had the opportunity to ask questions but other participants didn't necessarily or it didn't seem like they were engaged in the conversations in real time. So I think this is a good opportunity for the
different groups and the different committees to um to do so. Superintendent Fail. >> Um what resonates with me with with folks said is um definitely a greater level of collaboration. Um but my mind
is more focused on that longer range plan of creating um consistent collaboration over time in order to create a fiscal plan for the town related to revenue and expenses and department needs.
um in use of all the different levers that the that the town has through stabilization accounts to to support the town services for um for the community. And um my my mind is at the the higher level
long-term space right now. So greater level of collaboration and using the different levers available to support long-term planning and long-term uh needs. Correct. >> Thank you,
Nick. >> Thanks. I mean, I think it's been said. I think the just kind of the under kind of one of the points underlying a lot of the comments is it's, you know, I I would expect and I would hope there's going to be times where people around
this table don't agree 100%. So I think being able to identify where kind of some points of tension and disagreement are and able to work through those I think you know and get to a place where um we're going into town meeting with an agreed upon consensus on you know not
only the fiscal 27 budget but some of these longer term pieces that we've talked about. So um you know I don't expect us all to agree on everything and that's okay. So just being able to work through those um points of disagreement um and emerge with a consensus is I
think where we've been able to get to the last few years. Um and just keep that moving forward as well. So more discussion and identifying points of tension coming into town meeting with a consensus.
Yes. Yes. Any more? I think that's other than what others have stated. That's that's my piece I wanted to add. Okay. Great. >> Nathan has raised his hand. >> Oh, right. Hi, Nathan. >> Hey, everyone. Sorry to be remote today.
Can you hear me? Okay, >> we can. >> Great. Um, I agree with a lot of what's been said. I I'll add two two just additional thoughts or observations. Uh I mean high level success for me
would be creating a an annual and multi-year planning process that is repeatable and institutionalized. Um it it strikes me that like I was thinking about Jay's comment which is
that we need some policies for our stabilization funds and I think to quote Jay he said I don't know who does that the warrant committee or select board or someone um and it and and I agree with him I don't know who does that and it strikes me that you know in five years
80% of the people around the table may be different because we are a volunteer-led town. And what I've observed over years is that as as new people come into volunteer leadership
positions, we're sort of figuring out how to do it all over again every year. Um, which is um, you know, which is unfortunate because we need to move quickly and we don't, you know, we need we need the shortest learning runway
possible. So the degree to which we can document and institutionalize these practices so that the next cohort of volunteer leaders don't need to start over would be uh really useful. So clarifying roles and responsibilities of committees and and just these uh
planning practices. Um and then I was reflecting on I heard a couple of comments I can't remember who said them about communications with the public and I I agree with that sentiment. Um, I think I think communicating to the
town to to citizens is such a fragmented process. I'm not sure that we're going to invent some new way of doing it that nobody has thought of before. And I think I think part of the communication challenges has been
the fact that this group exists to to to fix our planning processes probably is an indication of what's of what's of a root cause of communication. Like there has been insufficient collaboration between boards
historically. Maybe we don't know who's in charge of what. That creates confusion for the public. And so if we have a a a marginal minute to spend, uh I would encourage us to maybe not worry as much about communication um and focus
on these root cause issues, which I think will will help. Um I'm not saying let's not worry about it at all, but um I I think that I think that our planning practices create confusion. Um and by fixing those, I think we will we will
make good progress towards clarifying things for the public. So, create a multi-year planning process that's repeatable and institutionalized. Um, create a platform that can onboard new volunteers quickly.
uh more collaboration between boards and identify and remedy uh root causes of planning problems or is it broader than that? >> Yeah, that sounds right, Loy. I mean, I
guess just to be clear, the um there there's there's an outcome I would like to avoid, which is in five years there's another group trying to figure this out, right? Like >> that we've we've created a process that
the next group can just use plug and play. >> Okay, great. Can I share a theme I think I'm hearing and that I agree with if I think it's what I'm hearing? You
>> certainly can. So it sounds like so I think first and foremost the um a lot of folks are saying we want to have fewer surprises
better um communication but it seems there's also this sense of having a baseline of and just a baseline understanding of
where we're at at all times and where we're going. We don't and that we don't necessarily have to agree on the tactics or steps to get to that
future state or to fix that future state. But just that we all agree baseline on on what what it is like we all agree baseline on where it seems that we're heading.
So it's kind of like nonpartisan, right? and we can each take things back to our individual groups, but perhaps some of the challenges that we've had in the recent past stem from just the lack of common understanding of
the existing state. >> Does that make sense? Okay. So answering our own question there. So a baseline understanding of where we are and where we're going. >> How do you know when you're there? >> That's the that's the success metric question.
>> Yep. >> That was a question for you. >> How do we know when we're when we have the baseline understanding? Yeah, I mean to me I I was I sorry >> I think I think we'll know
when we have the baseline understanding when we when we move through this process of discovery and we can reach consensus on where the trends are pointing us, Right. I think that's what
we owe to the public and and I haven't read Jay's presentation yet. There's there's some pieces that that we have floating around like I know that we're
working with um administrator Milano on some policies but I do think we need to I do think we need to to ratify a this is where we this is where we see
things going in five years if no action is taken all conditions staying stable, neutral. This is just where we're headed. >> My opinion, >> great. >> I don't know if anyone else shares that,
but yeah, >> I do. >> Yeah. >> Can I just say something? Yeah. Um, I I think we as residents have possibly a lack of understanding,
but I have complete respect for what Amy has done all these years. >> Yeah. >> And Amy, I would assume, does not have a lack of understanding what's going on. And we're in a I think having Amy having
been on both sides of town side and school side. Um I mean I never talked to E. So that's on me if I want if I personally wanted to understand things before watching the Warren Committee. I
feel like it's me. I should be calling Amy and say where are we? So I I don't know. Maybe I'm wrong. I mean, maybe you don't know. Maybe you don't have a clue what's going on, but I feel like you probably do. I feel like Nick probably has a clue as to what's going on. And I
don't know Katie at all, but from watching her, I feel like she's um got up to speed very quickly and has has a clue. And John's been around a while. So I I think
you know I I feel as again a res just an average resident I'm I feel like we're lucky to have who we have in town hall and at the school department. Um
it comes down to I think policies. That's where it comes down to. Where do we we only have so much money and where is that money going? that comes down to each committee. But but I'm
I'm thankful to have you um at town hall. So >> can I just respond to that? Um, I feel like since going back years,
I feel like the leadership team at town hall and the schools has had public conversations about the financial situation of the town. We have done forecast. We have talked about that publicly.
the last override back in 2017 for 18. At that time, we said this isn't going to last. We're going to be coming back in three years. We've had conversations like that multiple times over the years. I just don't think that message
was loud and clear. Um, so I appreciate your comments, Maggie. I do feel like we have a good handle on the situation and I do feel like we've talked about it a lot. I just don't feel like it's getting out there
to people that and maybe it's an education process too of the public. >> Well, one one question is sort of the roles of town employees versus the roles of elected appointed boards and committees as one example. And I I don't
mean to speak for anyone else, but over the past two three years, my observation was, you know, Mr. Milano would present the finances to the select board, but and it it it seemed to me that Mr. Milano was not comfortable saying, "Yes, we need an override. No,
we don't need an override." I'm sure he had his own thoughts, but it seemed that he didn't consider that his role. So, if I'm interpreting that correctly, that that's not his role, then you know the town employees can know everything, but we've just got to figure out whose role
is what and they can know everything, but then if it's not their role to call for an override, then where are we left? Um, and also on the difference between, you know, boards and committees versus town employees, if we are going to be talking
about policies of of uh stabilization funds, etc., There's the question of it's always the question of how rigid should you be versus how loose you should should you be. Everybody I talk to says you can't be too rigid. You can't say it's got to be this dollar amount and this percentage because you got to be
flexible. That's fine. But having guidelines is good and maybe the maybe the town employees who are going to set the budget want maximum flexibility and maybe the appointed boards and committees want a little bit more structure and guidelines. And so
you know there there might be some some differences and different roles there. >> Okay, one more and then move on. >> Um you can take it. I think as we are as we're talking about
uh goals and objectives that we don't stray too far from what's the problem we're trying to solve. Uh because if we get stuck in our feeling or in about coordination or our own worlds about how much we know about each piece um whether coming in or
what we knew about going up to the override, we may lose focus on what is it we want in terms of this not happening again. I think right now we're thinking in terms of override things folks felt surprised or blindsided particularly not just the override but
the amount or is trying to understand the process and how we got to that amount then if the problem we're trying to solve is that we want to have a better understanding of our budget and our needs moving forward. So then let's talk
about putting those policies in place, right? Like if we need some sort of circuit breaker ad, right? If we're saying that there's a certain level of spending um or needs when that happens that we all the all the boards need to be involved in that then I think maybe
we should be stating like what's the issue if it's I think one's communication that we've all said amongst each other as well as communication with the town right so do we need to say we need to put in some things that change our communication which is this is one with all the boards meeting and if two is an understanding
of our budget and forecasts, then we should be setting goals along the issues and how we're looking to solve them with our goals and objectives. >> Does that make sense? >> Absolutely. >> I think that's what I would like to walk out of here with. Here are the issues we
saw in this runup and here and maybe these are things that we want to leave with and say these are the issues. We need to have some solutions that work on those along the way because I don't think right now at the select board as I'm hearing us discuss I don't think we
have like set meeting dates and times where we go back and look at the forecast. Maybe we have it at the finance committee, but I don't think that's built in. Like, is that something that we need we want to build in and say that the select board every year or annually needs to check in on the
three-year and the 5year and say where are we? And that's something that happens publicly, right? Is it that we need to build in set times for this? So, that's all. So, I I I think it's fortunate that um
we have a charge that is pretty specific. So it says the committee shall meet monthly to review the budget to actual analysis for the current fiscal year. That's one thing that we should be doing every meeting to discuss the
revenue and expenditure outlook for the next fiscal year. Uh one-year planning and to review the town's long range finan long range financial plan multi-year planning. Well, we don't have a financial plan. So u need to build
one. So, so it would seem to me at the very least that uh how we structure our meetings should allow us to address those three things each meeting. I agree with you. Um it I don't think we need to
do a full scale afteraction review but we certainly need to figure out um from a process standpoint um how did it turn
out that we had such a large deficit? How did that happen? And and I think um I know that Nick and and Amy have spent considerable time on this. So I think we I think we have taken already taken some measures that uh will help us to
hopefully avoid that in the future. But um I think uh Nathan said said something really important I think which is how do we how do we create a repeatable uh and institutionalized process um so that one
uh we're not reinventing the uh the wheel every time and more importantly it doesn't depend on who's in the position. So a good process uh helps you to stay on track and to accomplish your goals no matter who's in the position whether they're new, more
experienced, less experienced. And and second, how do we make sure that uh I think the reason that this one of the reasons this committee was created was to uh improve pro the process and improve the the communication. So I
don't think this is a temporary thing. I think what we've been asked to do is to again use Nathan's term institutionalize some improvements here. So Winston I absolutely agree we have some consensus
on what those are but if if at the end of uh in June we haven't we haven't been able to do that then I would say we've failed. So um in that spirit, let's move on to uh the next agenda item.
I think that brings us to the budget calendar. Um I will share in a moment. So I distributed a draft kind of rough take of a budget calendar and I think this is one of the lower sorry one of the items that can help
institutionalize some of our processes if we're in agreement consensus on when certain um events will happen. >> So I know somebody came in and edited I don't know who that was. It's guest
user. Okay, there you go. Um, so I don't believe everybody's had a chance to look at this, but this is just kind of the outline of what we started pulling together. Um, it summarizes some actions already done and and kind of where things stand. So, it describes, you know, when the capital plan templates were sent out,
when they were due back, we've already received those. Our time departmental budgets we expect to have released next week. Um and then in October according to this um and I know Jay's already had have made some assignments on the warrant committee is that those
that work with department heads will commence >> October and November. >> Yeah. Okay. Um >> already two days into October. Yes. >> Make that a little bigger. >> Uh yeah. Sorry.
Is that anybody? We're asking all our departmental budget submissions be so the departments I reports myself be due back by the end of this month um through the course of November and it's not really represented on here. I'll meet with um those department heads as we wrap up and
submit um the first take of the budget by December 1st. So Nick, when you say um this confused me a little you say town department submissions are due by October 31st and is that town and schools?
>> I've I clarified that to be town um because I know the schools work through their calendar items and I didn't plug anything um for schools specifically being differential to work there. So we we the the objective here was to have a master budget schedule that incorporated
the complete budget process. So >> it would be nice to yeah just see yeah for reference, right? I so I tried to make some edits that included the schools, but we need to be clear on uh what those dates are.
And if if you want town budgets back by the end of October, then you can't have, as I as I inserted, warrants committee subcommittee chairs and subcommittee members meeting with department heads for the months of October and November
because the budget's due at the end of October. I think we view that as and Jay and I have been in touch that that's more of like a introductory and then the templates will be available to everybody along that and shortly thereafter that process being complete.
>> Yeah. The the goal of those meetings is to learn about the big picture budget items. Not oh we're asking for another $10,000 in FY27, but here's what's going on with the library budget. Here's what our general concerns are. So then once
we get the actual budget request for the next year, we're ready to go. >> Which is when? December 1st. >> December 1st is when the final submission goes in. >> That's the prelimary. >> The preliminary. Okay. Yeah. Yeah. >> And that's been the deadline that we've
hit the last several years. >> That makes sense. I mean, because you want to have like you want to bring you want to bring the warrant committee along in your in your conversations. >> So, previous years, we've sort of done
nothing for two or three months and then had to start working really really fast. >> Yeah. And then it's a lot for you guys to sprint to catch up with the town with the departments and the town budget staff. >> And we've talked about that, Jay. that that's in part determined by whether you have robust subcommittees that are on on
the job right away or whether the entire warrant committee is trying to do um these budget discussions and budget reviews which makes it a much more tedious and much more lengthy process. You have to have some subject matter experts I think.
But here's here's what I'd like to accomplish because once again, we're we're into the schedule already. So, let's make whatever edits we need to make, including inserting school committee dates, so we can vote a schedule before we leave today.
That way, everyone leaves with a clear understanding what the dates are, what the targets are. And we're not we're not asking anyone to like we're not like ratifying like their schedule. We're just this is a document that just puts everything
it it's just like a this is how this happens >> for general for general understanding and awareness, >> right? >> Yeah. But we are asking since we have everyone here that's involved in this budget
process, we are asking um to create a schedule that shows the town target dates, the school's target dates so that two things. One, everyone leaves with a common understanding of of what the
schedule is because this is October and this begins the budget schedule. Y >> and perhaps as importantly making sure that as we move forward the committee this committee understands what >> right
>> the time frame and what the schedules are. So I think I think we we are because we have we have the superintendent we have school committee members we have u committee so we have the major participants in the process so I I I
think we are asking them to say >> here's the schedule we can we can >> process too. Yeah, I mean I can speak on the finance committee for the school committee. That's right. Um, so we've been talking through our process. We talked about
this on Wednesday at our finance meeting two weeks before. So refining what it looks like this year versus prior years. My question is just like what level of detail do we want for this? as our our calendar includes conversations at the finance committee versus conversations
at the full school committee versus votes versus >> we we just I I think what we need to know here is when you would be bringing um a budget when you the finance the schools finance committee would be bringing a budget to the school
committee for a vote. That's all because that you should do all of your internal discussions that you need to do first. But um when when would you expect that would occur? And I did have a question on the in the January the budget hearing
whether um that could be earlier because again the idea is to try to give Nick and the Warren Committee as much time in the January time frame to get us to the point we've got a
balanced budget and that that final discussion occurs in February. The idea would be to try to make sure you give them as much time with that as possible. So yeah, the two the two major dates are when when would
the school committee vote 27 budget and when might you hold your budget? >> Yeah, we typically vote on the fiscal budget uh at the end of January. Um and so and the budget hearing is kind of right before that. We'll have a
preliminary budget sooner than that uh around kind of when Nick's time frame is um likely kind of beginning of December, something like that. We don't have the we part of our process and we're meeting next Wednesday to finalize this out. It's just calendaring it based on actual school committee meeting dates and
things like that, but that's generally kind of um when those things happen. We don't typically try and vote on the process earlier because we want to share the preliminary budget with the town. get the town have those conversations, get feedback from warrant committee,
from the public before we vote on it. So we don't want to vote on the budget multiple times. >> So So the pre the vote on the preliminary budget would be late November. Is that accurate? >> Yeah, but again around December 1st. It just depends on when our school
committee meeting kind of is and that. But that's generally we'll have had discussions of the finance committee prior to that. Uh and then I've had discussions the full school committee around goals and priorities but uh the initial kind of discussion of the budget preliminary budget will be done around
that December 1st date for >> and again I see you all nodding but please jump in. >> Yeah. Yeah. And so um in in meeting with Jay and having the conversations as well, it is our hope and expectation that the Warren Committee lays on to the
school budget are >> working uh parallel to this with us coming to our Wednesday morning meetings or um attending them remotely and we also record them. So, yeah, we we really hope to have that continued dialogue so
we're not getting to January and just giving something to folks that they have to start to unpack from a cold start. So, >> we welcome that. And we also have to give our families a chance to weigh in on this. >> Absolutely. >> Um, you know, we have a lot of folks out there and I who give who who call and
say they wish we had this. We I told them all you have to come to a school committee meeting. You have to let us know what you want. when we have a budget meeting, you need to be there to say that so we can have your voice in that. So, um I feel like our our school budget needs to be vetted with our
community uh probably a little bit more than the other departments as they do that collectively on the town side. So, I think that's why the the the longer landing period of changing is helpful for us to do that. So, um,
>> oh, okay. Um, the early January select board vote on the FY27 budget. I'm not sure what that is because the town administrator prepares a budget, brings it to the warrant committee, then the warrant committee presents the budget
town meeting. So, what is the select? And I apologize. I know our two sleptboard members are due, so I'm catching them off guard, but >> that was that was my edit. So I I what I was thinking there is similar to school committee voting on a preliminary
budget at some point Nick's got to bring the select board the budget to say town the town side budget to say I need you to vote this so I can send it to the market. >> Yeah. >> Okay. >> Okay. And that's do you agree >> that's about
>> when last year was we didn't hit that but the year before we had it. So >> that's the existing process that we should be following. >> It's reflecting what we our process. >> So you bring it to the site board ask if they approve >> they're okay what we're submitting. I I also wonder to Mark's point is um
when we're submitting preliminary and we're having these conversations that there is general concepts that go into more detail that go into the final budget. So it is it is a kind of fine-tuning as we go along. But I I think it's important for all of us to stay connected as to what you know at
least as I look at this we want to give preliminary information. This is what we need. this is what we're this is what our philosophy is. This is what our priorities are. This is what we're building towards. You want people to comment on that. You want people to give feedback on that to public. And then then you begin to say, "All right, so
what does that mean for staffing levels? What does that mean for the things that we need to implement that >> and then and also working within the guidelines of how much revenue is available, >> right? We, you know, I mean, we I I I know we haven't said that yet out loud, but we're trying to work, we are, the
school department is trying to work within the monies that are available to the school department as the initial goal. We need to >> No one's voting an override next year, >> right? So, I assume that that was what the the summit, the select board school
committee mark committee summit was where Nick says, "Here are Nick, Amy, and Katie perhaps and say here are our preliminary conclusions on >> revenue expenditures
>> how much um with a rollover budget um what the deficit is >> um and given those general parameters here's how we're proceeding with the budget planning process and here's how
you should be proceeding great >> so I I assume that's what the summit is that is that right? >> Yeah, I think that would be one of the key takeaways from the purpose of that. And you know, Mark has invited me to attend the October 15th school committee finance meeting. So, we'll we'll start
to kind of forecast where that is and preview where what our um restraint constraints are and then try to nail um guidance to everybody by that budget summit. And it's something that I know Jay has talked about before, a lot of communities do. It's not something we've
done. Um it it's a new idea. So if there's consensus and buy in that we should do it, then we can start coordinating a date. Um and we don't want that obviously to >> go too late. >> You you may have covered this, but do we have so like at the state obviously like
the revenue consensus figure that comes out in December, right? Like that's like one of the key drivers of the state budget process, right? in understanding the constraints. Is there like a date by which we typically have our own like understanding of our
revenue number or >> I I think by that November December time frame, we can feel pretty solid as to where we would feel comfortable with forecasting the revenue piece. the the big kind of >> adjustment to that on the revenue side
is really when the governor releases her state budget in >> early mid January. So it's it's usually pretty fine-tuned. We're pretty conservative on state aid. So generally that's you know it's a slight adjustment upwards >> once that state budget comes out. This
year could be different. Um but that's November, December, we should be fine and able to kind of generally forecast revenue with the you know caveat that the state a piece is the one that we leave is a little bit more variable
>> our select board finance committee factor in here. This is before we go before select board final budget and after the school committee budget hearing with this January time frame. I didn't plug any of those dates in, but generally our process has been, you
know, meet roughly monthly prior to any kind of big presentations and reports to preview and discuss at a smaller group before the larger group. >> So, would you want those in there? >> Uh, I think yeah, since it's all since
it's all the review that we add that, >> you know, monthly meetings are happening. It's like we're >> Yeah, committee. Let's just If we just add finance committee subcommittee meetings, we meet we're meeting weekly. Um, and so that's just a
lot of >> I'm just saying this is just for the select board because I think >> for that to be represented as we're heading up to that vote on like in January for FY27, just the select board is represented or it can be uh it can be a bullet point at some point select
board is meeting monthly just so it's there. I'm thinking about this >> because we're talking about institutionalizing things so there's no assumptions made in any calendar that goes forward. >> Uh so folks know what's expected, >> right? >> And let me just do a um
quick history lesson. Um a major change occurred when town went from a what was a weak use that term carefully but a weak town administrator
model to a strong town administrator model. When TA went to a strong town administrator model, the responsibility for submitting a balanced budget shifted from the war committee to
the strong town administrator. That was consistent with a do recommendation that was made probably 15 years ago where they said that they encouraged the war committee to focus on high level long-term planning issues and
the select board as CEO CEOs in the town and the strong town administrator to focus on day-to-day monthtomonth yeartoyear budget uh discussions and approvals. So that's that's what the strong town administrator model is
supposed to deliver. So with that said, I absolutely agree that the deliberations of the select board need to be more prominent. So it's clear that we can fulfill that responsibility which is that the select board and CEOs of the
town are the ones who are driving and approving the discussion about a balanced budget and and previously that was not the case that the select board got involved late but um it was actually the committee that submitted the balance
budget and the select board said oh okay that looks good but um the model has changed so it isn't important uh for the select board's role here to be detailed as to where and when
those initial approvals and final approvals occur. So if we can dates or add add the dates that listen was referring to then uh let's see if we have some consensus and we can move on.
>> I just have a question about your history. Um and I appreciate that. Do you think and this is probably a bigger discussion. Do you think we should go back to the three member board? >> Well, that's well beyond the scope of >> Yeah, I know. But I feel like things
started going off the rail when we changed the model. >> I don't agree with that. No. And and I I should be clear. I was remember the town government study recommended the five me. >> Yeah. >> And I actually think it's working really
well. um recent events notwithstanding. >> Yeah. >> But no, I no to be honest over this committee. Happy to >> talk. No, I appreciate Yeah. No, and I appreciate that. That that's a discussion going on. >> Can you say more what you mean about things going off the rail? >> No, just um
>> Okay. Okay, that's fine. >> Yeah, we got we got to get back on the agenda to our office. >> Okay. >> I thought I thought the comment was about budgeting specifically. >> Yeah. So, we do have some other agenda items. It's getting close to 8:30 and
this is a valuable work product. >> Yeah. So, um I I think we've got enough detail direction. >> Okay. >> I'll follow up with just to kind of iron this out before the next >> um get in front of everybody else.
>> It's a technical question. Can we um can we vote by mail? Email? No, >> I I I really don't want to go another meeting with um without a schedule that that we have some consensus on.
>> Would you want to do a short-term schedule just for the next month or two and then >> No, I think he means like making sure we have consensus that this is the schedule like the this document. Yeah. And well
to me it seems like the the buyin needs to come from the select board on the school committee the warrant committee right and less so in terms of the dates but as long as they don't have any issues. So maybe it's more of this committee is now formally requesting school committee and select
board to adopt this budget a budget calendar that tracks closely to this >> right we would be sending them whatever our version of this is. We all we all have our you have your budget calendar that you just need to
plug in here, right? Like you have a budget calendar. >> We we discussed it on Wednesday and we were discuss we have another meeting this coming Wednesday to finalize it. >> Okay. Okay. >> And we were going to be meeting with Nick to organize it. I I guess my question just as I in my role uh on this
committee is where does the the role of this body begin and end and where does the role of the school committee begin and end and where does the select board begin and end in who's voting what >> um that there are already roles established for this work to happen. So I think I think this document is more
just an exercise in cross communication not dictating what you are doing in your in your area. I mean, if if if um you see and if like Winston and I see
and the war committee observes, oh, hey, I didn't realize they did it this way and maybe maybe we can all be better off if we adjust something on this end. Like, I I think that that could be a valuable
thing, but I don't think we're dictating to you guys what your calendar needs to be. Well, >> I'm okay with this calendar. Like, I'm not really problematic with this calendar. >> We certainly aren't dictating. We asked all of you for input. >> Yeah. Right. >> Last meeting. So, all all we're trying
to do and and we asked Nick to put this together. All we're trying to do is take whatever input we got >> and reflect it on a master schedule. with regard to where does school committee's role start and end like I I
think the charge I I think the charge solves that problem but we haven't we're not we're not making any changes in the roles and responsibilities of the various boards and I could I could read it again but the committee shall meet
monthly to review the current fiscal year budget to actual analysis discuss the revenue and expenditure outlook for the next fiscal here and review the town's long range financial plan or I've added or create one if if one doesn't exist. So that's that's why we're here.
We're not not the school committee. We're not the select board. Got everybody represented. I I just I think this is an extraordinary extraordinary opportunity if we don't squander it. We got all the people in the room that could help shape um how we do budgeting
and what the budget process looks like and how we do long range planning. I hear that we need to be successful at that. >> Yeah. Just a little bit to the point of John like I I I have no would have no
authority to kind of lock the school committee into this particular thing. Greg, I would want to take this as a document, as a draft, bring it back to the finance committee and talk about it there. We then as a finance committee are developing a draft budget timeline to bring to the full school committee to
make sure everybody in the school committee is aligned on that. That's going to happen on uh the 8th. So, we will have those conversations. We'll share this. Again, I agree with John that like nothing about this seems out of line with what we've done in the past. I think we like from an initial thought is that there will be agreement
on this, but I just don't I don't know what a vote accomplishes in that. Like if if I vote for my own personal I still the school committee comes back and says like no, we want more time for community engagement and we want to push this thing out into February. Like if that's something the full school committee
wants to do, there's nothing that this body or myself would be able to do to kind of prevent them from going off of that. So, I would just want I guess my suggestion is we take this as a draft. I'm happy to put as much detail within our own financial um steps that we're
following within this as is helpful. I just don't want to make this a super long document. Um and I'll take it back to finance subcommittee and school committee get feedback on it and can share that at our next meeting um in November >> unless we want to meet sooner than that.
It doesn't prevent us from meeting sooner than that. Um, again, I I can say initially I don't I don't see any concerns with this timeline. That's probably the best I can say on behalf of the school committee. >> I think as we're now at 8:32,
>> um, it may make sense for this committee to regroup in two weeks, three weeks just to to dive deeper into the forecast element and then maybe close the loop on this rather than waiting till a full month from now. usually have suggestions for future meeting items at the select board and a
couple things that I'm hearing is one on this calendar I think for us to I don't think there's any issue with having more detail on this if we're thinking this is something that passes along with the idea this is how we we work
through our budget annually because I think as we've been talking about communication that's a big point of it we can change format the look what's there but knowing that anyone in our boards at any time can look at our budget calendar and say what is everyone supposed to be doing right now is really
important I don't think that opportunities that taking this opportunity as Loya said is really important to add as much as possible we can always we can always scale back. But putting detail in here, I think is incredibly important. >> Uh the other point that's coming up for
me is and maybe this is on our future agenda. Um having Amy, Katie, um and Mark here in the school committee and John, I don't think we've said
what went wrong in the last three years. And I think if this group leaves without that understanding of what did not work, we're not going to meet meet our charge. If we're not going to say, "Here's some things that went arry in three years and
we need to leave with two or three or maybe just one change or suggestion," I think that's it's more than worth our time. But we haven't really said that. Um, and this is not with the idea of, you know, disparaging anyone that was in
it along the way. It's done. The override is the override has been passed, but we need to have an understanding of what happened as we're going to put in new policies to move forward. Uh, anything else to me would just seem like, you know, we kind of came and kind of spun our wheels a little bit without having an
understanding of what we're actually trying to solve. So, I think that should be on our future agenda. Um, I really want to get time to dig into what Jay's giving us here. I haven't heard enough from Katie in different in different places. Not to put you on the spot, but someone who was there with her with her
hand and really combing over the books as well as Amy so they can say to us, "Here are some things that went arry and here are a couple things that would prevent that in the future." Um, I would like to have that in the future. >> Great. >> I agree.
>> Afteraction review. >> Yeah. Um, first of all, I totally agree with what Winston said about looking backwards. I think that's great. Uh, back to the schedule thing. I think of this group is being formed to increase communication, not decrease communication. And I like this document.
I think it's going to be very useful. But last year, this, you know, this document might have been Nick calling up me and Winston and Mark and saying, "Hey, let's put together this document. We could get it done." But now if we're
saying we can't complete this document unless we're in this meeting of this group, that's slowing things down. And contrary to the idea of this group, >> we should not be a bottleneck to the formation of this. It's just that we've
asked for this and it we haven't necessar we don't necessarily have it. Okay. Right. >> People can do this without us. >> Okay. I want to clarify. I sent out an email a month ago that
said, "We're trying to build a master schedule. Can all of you please provide input?" Got nothing. So uh we look
I think we the one thing we agree on is that if at the end of the day we haven't improved how we perform these roles and how uh the town does its budgeting
then we're wasting our time. So we we want to be value add value ads not not wasting anyone's time but we're going to need a little cooperation. I mean when when we say can you do this
expect people to respond and and to Mark's point I I I don't think I hope we're not going to take the position that I can't ever that the representatives here can't ever agree to anything because they have to go back to their respective boards and get a vote. I don't think that's the level of things
we're talking about here. What we're asking is as I'd be repeating myself, how do we approve what we what we're doing? How do we make sure it's repeatable and and reinstitutionalize it? And to the extent
there were problems or issues, how do we make sure those don't occur in the future? And I think I I I hope that everyone's here, everyone here who is here, we've got the superintendent. I I hope that you have the authority from your uh
other members to participate in a way that advances that agenda. >> Yeah, I agree. I just think what this group does is create will create and what was discussed is this group will create recommendations like and will need to be looked at by a broader group
to Jay's point like this is and I think a point Maggie's made before I don't think this committee should be the one just deciding everything I think this committee has a lot of smart people who are coming and providing the cross collaboration feedback to create a draft and proposals of things that then are
brought back to larger boards for review, consideration, vote, and and feedback on what what are we missing, right? What we think it's awesome. And then we bring it back and Amanda or Ben or some, you know, somebody else from these committees says like, well, have you thought about this? And that comes
back and further kind of informs and iterates the process. But again, I think we're all on the same page that we are trying to improve it to the point Nathan made. Like we need to make a we need to improve the structures that are in place because I think a lot of the turnover that has occurred within the boards and within the leadership at least at the
schools has greatly inhibited the kind of budget process. And so I'm fully on board with trying to work together to establish these things to to establish processes that are repeatable. To Nathan's point previously, >> well perhaps this calendar is a great test of our collaboration.
Yeah, that >> and we respond to the email >> with information that we can be shared that we can then >> that's the case. Um it's going to be a long hard road. I I
Mark um I I think with regard to recommendations of which we have none yet, I would agree with you those those have to be vetted by your respective boards and voted. I get that. Um in the case where we're saying what date do you
think um you would be asking your board to vote? I don't I don't think that's something that's I don't think that's a very complicated question. >> Well, I think we provided that. >> Okay.
Okay. Right. So, we're almost at 8:45. >> Well, I think so. We have to So, we're going to we have to pick a date in two weeks to finalize this work product and review the five-year plan.
Um, and we also we also want to make space um for Amy and Katie >> John to make some presentations. So, one one thought about um how we how
we get work done. If if we stay on this monthly meeting schedule, we're going to have to get some work done in between the meetings. And so that leads me or that led me to
think about some of the ideas that that Jay put forward about policies and about your forecast. So I I think there are at least four areas where uh we should ask for
volunteers. I I had some thoughts who might I'll keep those to myself for now. But um a special education stabilization
policy, a an operating budget stabilization fund policy, a free cash policy, and a multi-year financial forecast
format. Jay's Jay's done a considerable amount of work on that um which I think jumpst starts that part of the process but um if you're interest if you would be interested in working on any of those things
>> just to um >> please let us know. >> So we have draft of each of those and drafts of each of those have been provided to the finance committee. Um so those policies are >> select board finance committee >> we haven't met we've met to kind of overview them but not to >> of those three policies
>> we've been >> it's a overall reserves policy that covers >> free cash general stabilization capital stabilization operating budget stabilization I didn't open the um sped stabilization fund one yet but that could fit within that umbrella policy
and then we have um a capital planning policy capital um and a debt service debt management policy. There are drafts, they're not, we haven't engaged on them deeply, but there are drafts that adhere to the do
model that the department of revenue has done for um most recently rent them in South Florida. >> The draft I saw again sort of the spectrum of very rigid versus very loose. I'd say it's on the pretty loose side and you know
>> for putting together a forecast something more >> yeah I think there are that's and that's where I didn't kind of lock things in and and defer to the um committee to kind of weigh in on um elements of them have more flexibility some elements like
the general stabilization fund you know must be at X and shall not be used for anything other than free cash shall not be used for other things. So there are there are places where there's greater flexibility and there are other places where it's it's rigid. So I think those are the key kind of policy decisions that we can certainly make
recommendation but ultimately it's for select board um and other boards of committees to to to wrap up on. So in your view, does the select board I should direct to vice chair daily. In
your view, does the select board have to vote those before um we could take a look at them or should we >> review them here before we vote them? I wouldn't want to vote them bring them here, right? >> No, I agree. I think get to a consensus
on all these is what our ultimate goal is. And I've the last line of them is does say that everybody buys into them. So whether we get there or not, but the intention was to have um multiple boards buying into them. >> And I think for I think Jay sent his his
uh thoughts to everyone, but he he's got some I think important questions about at least two of those policies and how how we should think about those. I don't think I sent an email to anyone except the two of you, but I mean most of my
thoughts are pretty much in the slides I handed out. >> Okay. So maybe send the deck that you didn't get a chance to talk about today to everyone. >> Okay. So before we leave other So we're going to get a date for two weeks and and if there's anything that that Katie
and I need to deliver Mark for the next meeting, can we just be clear on what the deliverables are so we can make sure that we're clear so we can go back and work in between meetings to make sure that the next meeting is whatever it needs to be know the >> you know just confirming the confirming
the dates for the budget calendar. Yep. And in the this goes back to the initial charge. It would probably be um probably be able to show us a budget to
actual for the first quarter. >> Yeah, we're working on the Q1 right now. It's October. Yeah. >> So that's Do you want that presented or just have the documents with the narrative? >> Uh presented. Um Nick actually did one
and we didn't get to it today, but I would I would expect that part of our meetings would be um school budget to actual and town budget to actual. >> So can I say something out loud? >> Yeah.
>> At the risk of being um not collegial uh or not not collaborating. So, our goal is to really and I and I haven't had this conversation with Nick, but I don't know how he feels. We really want to as a school department
create our work plan and our workflow that meets the needs of a lot of different stakeholders. So, we're we're presenting our Q1 at another at a finance committee, then we'll present it at school committee, and then we'll present it here. I think we might go down to the Rotary during
the meet raffle and do it at the meat raffle at the Rotary. Um, so I I I would like this group to keep in mind and be let's be thoughtful about how we're trying to organize the work in a very clear way that um
that has the ability for this to be done. And I I want it would be helpful for us to be able to and maybe Nick and his team the same thing. I'm not sure that in my in my thinking and strategic thinking, I'm trying to say how can we get our budget up and rolling with
here's our philosophy, here's our draft budget priorities, here's the work that we're doing, and as we go about communicating that and doing that work, we're doing it with everybody who we're supposed to be doing it in front of, but not doing it nine times. >> You know what I mean? And I think that
that this group is kind of a good spot for that. So there so in terms of at least in my view things that will be beyond the scope of this committee certainly what what your your and the school committee's thoughts are and what
your philosophy should be and the right guidelines and right priorities are for the schools that's beyond the scope of this >> correct >> but um I'm I'm just trying to follow the charge >> agreed and and I'm just trying to figure
out where the best how the we'll organize our work accordingly but we I think that what when what my my thinking goes to where is that and I think that this is the conversation that we had today what is the fluid process for all
bodies to be involved see understand where we are know where we're going throughout a budget year and throughout a fiveyear budget year how do we make sure that we're all on the same page with that um in the aggregate right budget and school budgeting process and
practices etc. But also um trying to avoid pockets like you know being in different places and doing it repeatedly. The consistent messaging would be is would be an important part of this. Everybody has the same thing all the
time. But we we will have the Q1 ready for this group. That was part of the the agreement that we had in mind, >> right? >> Um just saying it out loud. It'd be nice to get this train and have all the cars connected and we just keep moving it around the town so everybody's hearing the same thing all the time.
>> Yeah, absolutely. So, um, given that we're almost 10 minutes away from the top of the hour, um,
should we say October 17th at 7:30 a.m.? >> I'm I'm looking at that. I know there was 7:30. >> I can't make the 7:30. >> Yeah, I know there were concerns about time last we didn't have that totally agreed to. I can do 7:30, but other people might find it hard to get here at
7:30. If there's ever a need, you think that we need to go longer than an hour, an hour and a half. I mean, would we ever contemplate a nighttime meeting or um
we could >> Yeah, that's >> I just want to be again I I know we are all volunteers and live in this town. I want to be mindful of the employees that we're asking to be here um and you know asking them to get here at 7:15 or
asking them to stay until 7:30 at night and they're already doing that for many many board meetings and other things and to add another one I I think I worry about how much we are continuing to put on town employees >> or maybe they don't have to come not that we don't want you but maybe you
don't have to for me. I think >> so. We have consensus on that time. >> 17th at 7:30. >> Yep. >> Yes. >> I can do it. >> I cannot be here, but >> it's hard to find time for everybody.
>> Do we want to Is Nathan able to he had he left >> 9:00 or 8:30? I think what he has said the last meeting he could do an hour at this time but he would have to log off by the 8:30. >> Yeah. 8:30 is drop off time
people for school. >> Can you make it? I can make it. Yeah. Okay. Question for Amy, John, and Katie. Uh what would be a good format for you all to present
kind of the look back and look forward? I wouldn't want to rush you in terms of us doing it next meeting, but if there's a better time or place or way that works so we can do that look back. Do you have any thoughts on that? >> Can I jump in because obviously John wasn't here. I guess the question I have
is like what what are we trying to look back at? Is it the override itself? Is it the school budget overage? I think there are some of those things that we >> uh missteps and recommendations for fixes. Just an understanding of what's happening. >> Yeah. But I I think again and within
which which of those contexts and I think from the school side I think we've talked a lot about and we'd happy to present it again to this group about what the issues were in last year's budget cycle right what the fixes that um Katie started to implement last year and we are caring for this year and we
talked a lot about that stuff um as it relates to the school overage from two years ago and last year happy to talk about that again here. I think the other piece is the like override
process itself which to me feels a little bit separate from I mean there there's obviously somewhat connected because it's around revenue stuff and expenses for the schools but the >> when you say override process what do you mean >> just the determination of when an override was needed the delay of the
override two years ago when we thought there was the then you know work around what is the number for the override last year just like that whole process that we went through and again I don't know if That's where we want the conversation to be. But again, I think those are the two >> different parts of >> Yes,
>> that's what I thought you meant. >> No, I I'm not as interested in the number that we came up with for the override. I'm interested in the process of us um getting to the override, like what happened in either in spending or in communication or anything along the
lines that led to our deficit. That's what I'm most interested. I think if that is the request, I think that's more a just an an a presentation showing how budgets changed from really from like
fiscal 2021 to 20 through 24 25, what revenue sources were used in addition to kind of the recurring revenue sources um where budget departments increased well above what is affordable. So we can work on kind of and just a
high level summary of what those revenue sources were that were injected into the budget as well as how departmental budgets shifted over time as well which led to the growing deficit each year that happened. If that's kind of like
the big picture of how did we get how did the how did we come to a place where the ask was where it was what decisions were made in prior year budgets that um helped kind of move in that direction and that's something we can pull together >> that is a piece and I don't mean to uh
keep be hanging on the drum as we're all trying to get out of here not only um decisions changes in costs expenses that changed the what we need to do but the communication along the way my understanding just be quickly is along the way the select board the previous select board thought they were
patching a hole right and so and they did not so there is something there in that communication that went arry so finding out what that was how do we not let that happen going forward because we've talked a lot about collaboration
communication here so I if if I'm wrong and that wasn't missing then I'd at least like to know you know what what I'm missing here in that story But I think not just the expenses on what was what was spent, what went out versus our revenue, but it
did not seem that we had full knowledge and buyin from every board along the way for our last override in terms of what exactly was needed. Is that am I off? Yeah, the numbers changed al that was a big issue like the
numbers what we thought there'd be an override a year ago changed throughout the year. There was a lack of um it grew obviously >> but it grew for very for two very specific reasons. one of which is a
school budget ask closer to 89% than you know a four insurance going up 14% which is 1 8 million adding to that so it's like I we can summarize that we can talk through some of the kind of high pieces but I
don't I I I am going to push back on that point because we were very clear every time we made a budget update throughout the fiscal year that there. Something changed. What changed? These two pieces changed and it and it and it
bumped that up. We were So I I just want to be it's clear as to kind of what some factors were for last year and we can do a little distillation of what um decisions were made. We can talk about some of the kind of strategy that the select board had discussed during those
discussions in the prior fiscal years. the budgets that went to town meeting had the support of the school committee and select board each of those years and the warrant committee each of those years. So I I just it wasn't a decision made um without everybody's buy in. So I I think it'll be helpful to kind of
we'll work on preparing something to show that and then if there are further questions that come out of that or we don't directly addressing that question then we can um discuss that in kind of greater detail. And I think it's healthy when there's not complete consensus on boards because
then to me it means that it's actually been discussed and however it falls it falls. >> I'm say at the end of the day we got to consensus. I'm not saying it was everybody on July 1st is like fiscal 26 is going to look like this and we're great. But over the course of working
together we were able to, >> you know, push and pull to get to a place where each of those budgets had consensus going into push and pull. I'm sorry. >> Well, you can go. Um, the forecast, can you email it to us? Whatever you
>> I sent it out in that folder. I sent a folder to everybody with the link. I believe everybody was on it. I will resend it today. So, it's in a shared folder I sent maybe Wednesday night. >> Yeah. >> Um, >> okay. >> I will resend it. >> No, you don't need to resend it. I,
>> as you can imagine, my my email was quite busy the past few days. >> This week was big. Yeah. >> And again, no pressure, but um getting info on a Wednesday for Friday, it's not um I couldn't read anything. So, as
>> why my expectation was we would be able to describe it and then that would make sense. What you got that won't necessarily make sense just diving right into it. So, it's an introduction. >> So, look look at it. If you have any questions before the next meeting, let me know. the revenue the forecast
summary has more notes about what the assumptions are which might be a better place. >> I quickly read it but I just felt unprepared to discuss it today. >> Um I will take a motion to adjourn. Do we Okay.
>> Do we have to take a vote to adjourn? Okay. >> All right. All in favor of adjourning. >> I opposed. Okay. Thank you. [Music]