- I will call to order this meeting of the Executive Committee of the Waste Reduction District of Monroe
- County for Monday, no, Tuesday, September 1st, 2026. And we'll just do a roll call, Mr. MacLassan. I'll
- keep it like this. Here. Madeira? Here. Will? Finally.
- All are present with Commissioner Maduro on lock. All right. Thank you. And we have staff members, Joey
- Long and John Arnold here, of course, as well as Tom Glesson. All right. So we have some meeting minutes
- to review the August 4th minutes for the executive committee. Any comments or corrections?
- I made a few type of directions in the Dropbox. Okay. Else we can have motion. Move to approve. With
- corrections. None. Okay, do we have a second on the motion to approve? I said.
- Sorry, did you did you second? So, did you second the motion? Oh, sorry. Yes, I second it. Thank you.
- All right. I'll call vote, please. Madeira. Yes. Yes. Yes. Motion passes unanimously. Thank you.
- Any comments on the board of director meeting minutes from August 13th? We don't need to vote, but just
- have some oversight of that before it goes forward. I made some type of corrections to that too.
- Any comments? All good. We can move on to the host fee review. Do you have some data here?
- provided by the staff. Mr. McClassen, you want to walk us through this? We had a question and a request
- regarding the host fee revenues and why the amounts paid by the two entities vary and so we put some
- information together on page 13 of the packet and there's two primary reasons that
- you know, the amounts are so different between the two entities than that. First off, it is based on
- tonnage on the volume of the figure going through the facility. And the second one is, even though we
- entered into a new host fee agreement when the Brumke facility opened, Republicans continued to pay
- their fee monthly, which is how they had always done it in the past. But the new agreement
- does say payments are due quarterly and so Brumkey pays quarterly. So what you have there is the tonnage
- that was reported for the facilities and the corresponding post fee payments with a note that under
- the host fee agreements that waste received from the district and the city of Bloomington
- Uh, as exempt from the host fee, uh, and, uh, those, those tonnages do not reflect the subtraction,
- uh, of those volumes. Did not have time to crunch those numbers, but, uh, in essence, uh, public services
- receives cities. The waste collected by cities annotation, Cronkite receives, uh, the orange bag and
- bulky item waste collected by the district.
- So there's really no way for us to check that the amounts are accurate, so to speak, because it must
- depend on them to report to us the tonnage and subtract out. Well, yes, but there's also the tonnage
- comes from a quarterly tonnage report that they're required to submit to IDA that the accuracy of which
- the facility reporting does attest to.
- And obviously we had our tonnage. When I started putting this together, just because it hadn't been
- a while since I've looked at it, I did a request from city sanitation, their tonnage figures for the
- previous 12 months. And it said they would get them to me. I haven't received those yet. I don't know
- when someone should receive. We will crunch the numbers a little tighter and make sure that things are
- matching up with the paint received.
- And do you collect data on the tonnage of the orange bags? Yeah. Yeah. The board sees that. That's in
- the report Mr. Long puts in the board packet every month. And so I know you just said this, but I'm
- still processing. The difference between the tonnage under Republic and Runke is
- that Republic has more of the other entities? Yeah, I mean, that's the logical assumption. You know,
- that's the more established facility that's been in place since the 80s. Interestingly enough, was originally
- constructed and opened by Rumpke, purchased by the Republic. And then, and then yeah, Rumpke went to
- Just a couple of years ago, I opened the resource recovery facility. So, you know, that's a newer facility
- that's still growing and generating business. So, do you anticipate that Rocky's tonnage will increase?
- I don't know that I'm in a position to say yes or no to that. Because ideally, from the district's
- perspective, ideally, both facilities tend to just start to decrease because we're diverting material.
- The reality is that that is not a trend that we necessarily have seen over the years. But that is the goal.
- The other side of that too is that those obviously those facilities service an area much larger than
- Monroe County only. The tonnages that you're seeing there, to my knowledge, for the investment that
- they made in that facility, that's not sustainable. They need more volume coming through there to justify
- of the investment that they've made in that facility. But the number here is only the tonnage from Monroe
- County. Correct. So they probably are getting tonnage from that. Yes. But still. Yeah. The first quarter
- or the third quarter of 2025, they received greater than 9,400 tons of material. That was just a portion
- of Monroe County waste.
- So, is it your intention, Tom, that once you get the city sanitation data, you can check the host fee
- payments from your public? Yeah, yeah. And once you have a chance to do so, you can check the host fee
- payments from Romkey based on our orange bag. Yeah.
- Yeah, we have the data that we need. I just didn't have time to crush those numbers, putting this together.
- We have the data we need to confirm the run key post fee payments, but I need the city's data to be
- able to do it for Republicans. I think, yeah, without that information, to me, I'm like, okay.
- I don't know what to say about us, but verify. Yeah. Yeah. I mean, it's great that we're paying less.
- Yeah, I guess the I guess the other question I would have is how does this compare to
- before Rumpke became operational? As far as the money that came into the district. We can look at that
- more closely. Off the top of my head, I believe that our host fee has increased since the host fee received
- has increased since that facility opened. And noting that, although we did,
- budget next year, a decrease in host fee revenue based on the year-to-date data that we had to this
- point. But I think in looking at the numbers here, we're looking at almost $360,000 in host fee revenue
- over the past year, and I think $350,000 is what we budgeted for 2026, and so I think
- I guess I'm hoping that the health care revenue that we budgeted for 2027, you know, winds up showing
- to be a conservative and we'll surpass that in actual revenue to receive. But again, our mission is
- to not increase those. Well, wait, this is
- Yeah, the statement underneath the table says total host fee paid July 2026 through June 2026. I'm sorry,
- that should be 2025. So we are trapped because that somebody 358K. Yes, I mean, it's for a different
- 12 month period, but right? Yeah, we have been putting the 27 budget together and looking at year to
- day revenues. We were looking short and it's possible that when I when I did that,
- you know, one of them may have been behind on getting a payment. That does happen from time to time.
- Budget-wise with regard to the hosting, we're in good shape. Okay, so dumb question. The tonnage isn't
- showing the subtraction.
- of the other entities, but the fee won't go, won't be like pulled back to those other entities,
- will it? I mean. No, so basically how it works is, you know, we'll just, we use round numbers for simplicity
- sake, but you know, the facility says, you know, they determined that they need to charge $50 a ton
- based on their operating costs.
- So what the public pays going across the scale is $52.75 a ton. The $2.75 comes back to us. When the
- city goes across the scale or when our boxes go across the scale, it's either at $50 a ton
- or at a pre-negotiated rate. And so, and there's no $2.75 attached to that. Okay. So it's just the money.
- Yeah. He's saying no. No. It's any residential that goes, that's not part of the city. So if I took
- my trash down there, I would still pay the 275. Correct. Right. A private hauling company is the city
- sanitation department does not pay a host fee on the tonnage that's in their trucks that goes across
- the scale. The, you know, the,
- The waste that won't be hauled from our facility does not pay a host fee. When it goes across the scale,
- everything else pays a host fee. I think, Kate, to clarify, the host fee is not going to decrease.
- I mean, these have already been paid to us. When we take
- They're not like, we're going to deduct a number corresponding to the city. No, that's kind of what
- I was getting for the future and the 2 entities. They do that calculation before they send us the post
- to be got it. That makes sense. That's what I was missing that part. And I believe Joey would have.
- But what Republic reported as city tonnage. But we don't have the city standard.
- Confirm that. I see. Okay, yeah, we do check it at the end of the year from time to time to ensure it
- matches up with what's going with the state to report with the State Department. Okay. Have we done
- the kind of matching up with city figures? Previously, or is this the first that were? No, it would
- have it would have been done last year. We do it about every year.
- And that, you know, and I'm not, I'm not going to say it doesn't come out to the penny every year, but
- when you're talking about a quarter million dollars over the course of a year, we're 1020 dollars off.
- We're not going to go chasing it. Okay. Well, I think this is very helpful. Jody, did you have any questions
- or comments on it? No, no, I don't actually.
- and this was I was taking notes. This is very helpful. It helped me understand things that I previously
- had not actually before. Good. Thank you. OK, so maybe at a future at the next executive meeting we
- can. Yeah, we just need to get the sanitation gets that data to us and we can create some numbers.
- Sounds good. All right. Then we have the issue of the group health insurance. Yeah. On this discussion
- we've been looking forward to. So we're being advised by our current insurance carrier as well as our
- the JEE Benefits or Benefit Administrators that come to the next renewal on January 1, we will no longer
- be able to offer coverage to employees working under 30 hours a week through our group health insurance
- plan. Jody, I apologize we're not here.
- I think I can email this stuff. This is a sheet that I provide the employee that we are going to do
- renewal that shows what rate changes are going to occur with the renewal. I'll give them an idea of
- where they are. And then the next two pages are
- showing we have two employees who, well, we have three employees total that will be losing coverage
- under those terms. Two of which are Medicare eligible,
- but carry insurance because their spouse is not Medicare eligible. So the other two sheets that I provided
- to show what J.A. benefits put together, what those people would be paying on the marketplace. Now,
- when you say we only have three employees in this category of under 30 hours, does that mean
- We only have three employees who are using the health insurance benefit that are currently enrolled
- in the plan. We have eight employees that fit that criteria. I don't know, but only three of them are
- enrolled in the plan. So potentially another five, if we switched employees, if there was a change in
- employees.
- and individuals. We have up to eight people in this category. Right, yeah. You know, always, yeah, employee
- turnover can always result in bringing somebody in that wants insurance, that's replacing somebody that
- is not. Sorry, I interrupted you. No, you're fine.
- Let me get this stuff over to Jody anyway. So the market place is always an option. It's not the cheapest
- option that's out there, but it is an option. And J Benefits has other clients in similar positions
- that offer a stipend
- to those employees that fit in a category like this. And so that they can use that to go out on the
- marketplace and find their own coverage. That would say that's something that would be new to us and
- there's criteria and limits and stuff that, you know, in place and you don't, I guess in stipend may
- not be the right word because you don't just give them
- $1,000 a month as they go find it and they find a $500 a month plan. But you know, so you have enrolled
- in their plan and then find out what the premium the monthly premium is and then make arrangements to
- reimburse them for all or a portion of that, depending on what kind of limits you set.
- What's another key? Is there ours? Well, yeah, and that is and I know that. I think then we enjoy and
- I have discussed some potential staff reorganization that would potentially allow for some of these
- employees to.
- uh, increase their hours, you know, to become benefit eligible. Um, but that does, uh, that does generate
- some, you know, additional issues. Um, you know, because how do you pick which employees get the job?
- You know, the positions that are over 30 hours a week, because I don't know that we could
- Well, we haven't gotten into enough detail of it yet, but it is something that we're discussing. Joey,
- I don't know if you want to, but it's specific to South Walnut, but the potential is there to take somebody
- that's working two shifts a week at a rural site, 11 hours a day, and give them a 10 hour shift at South
- Walnut on a weekly basis, which would get them over 30 hours. They would have to agree to it.
- But you know, those are long days, they would have to agree to it. And if they didn't agree to it, and
- that's a change we wanted to make, then are we telling them they don't have a job anymore? You know,
- so there's, you know, there's certainly not anything that we've talked about or worked our way through
- yet. But it is something that we're, we're toying with.
- Um, because, because I've been pretty seasoned in GBN. Yeah. So our GBN customers, current ones, is
- one picked up more often because they're busier and we have other clients that want to come on and do
- recycling. But we currently have our truck drivers working Wednesday through Saturday. I only need a
- side operator on Saturday. I don't need a truck driver because we don't do no pickups.
- So therefore I want to move those to Tuesday through Friday where I can offer more businesses and take
- advantage of my truck drivers. That would open up some shifts on Saturday that I could use a relief
- operator or a site operator to fill the void. And right now I have a material handler position that
- we're not feeling until we decide what we want to do. That way we take advantage of our opportunities.
- The cutoff is exactly 30, so 32 would work. 30 would work. That's crazy count. Okay. Overall, is it
- possible to do something where you do not offer health benefits to people under 30 hours except for
- grandfathering and the three people, not the eight people, but the three people, is that like horrible?
- I'm being told that's not an option. Okay. So we have to offer it to everybody. And that's, that makes
- a lot more sense to me. So you offer it to everybody until you don't. Right. And 30 hours is that cutoff.
- Yeah. I'm just trying to think of an attrition way to kind of make it.
- work. I've asked eight ways from Sunday. What are these sheets for? These two, that is something that
- Dave benefits put together for me that is that takes the two existing spouses covered by our plan.
- but they're not Medicare eligible. And this is what this is comparable plans to what we offer. This
- is what would cost them out on the marketplace to go get their own insurance. Okay. Which the actual
- employees who are eligible for Medicare, two of them,
- Yeah, the actual employees whose spouses these are are Medicare eligible. This Medicare provides the
- same level of health insurance benefit as. What the district currently provides? I I I would have to
- ask you about this to make that comparison. I don't know that I know enough about Medicare, so there's
- a lot that's complicated, especially if they're already eligible, but they didn't take it.
- It seems to me, based on what you said just a few minutes ago, how we have to offer the same thing to
- all eight people that are in this situation. That stuff is kind of irrelevant. Well, that she she put
- that together for me so that if you know if it was determined that we had no way to continue to offer
- health insurance to those employees, but.
- uh, they have, they have some clients that in those situations will give money to help offset this cost.
- So she wanted to show us what these employees would be looking at spending out in the marketplace.
- If we said, we'll, you know, you can look at what, you know, this whole purpose for an employee and
- a spouse. And it's, it's not real cut and dry here, but so under our PPO plan, you know,
- The district's paying over $2,300 a month, or well, no, the $2,300 a month is the monthly premium.
- Of that, the employee's paying $465. So the district is paying about $1,900 a month for the coverage
- for that employee and their spouse. That's the 80% employer portion of that premium.
- What column or table? So on the employee benefit premium rates deductions under the first section, the
- Anthem Balance Funding 909C, which is our current PPO plan, the 2026 renewal section under the employee
- and spouse line, the monthly premiums, $2,320.10 a month.
- Of that, the employee portion is 465.62. So the remainder of that's paid by the district. OK,
- so you know, so then you can look at that and say, well, you know, since we budgeted based on that.
- Without impacting budget, we could offer X dollars a month. To that employee.
- for them to go out on the marketplace and find their own publishers. But you also have an HSA plan.
- Yeah, we do have an HSA plan. And a lot of places now only offer HSA plans because of their... So that's 1862.
- Yeah, and that brings up the offering the two different plans is another issue that this brings to light
- because the general rule and Anthem's rule to offer two different plans, you have to have 10 enrolled
- employees. And each plan? No. We currently have 12. If we lose three, we go to nine.
- We only have 12 employees total that use our health insurance. Well, again, that's, you know,
- like we have, and that part of that is the demographic of our employees, because we have those rural
- sites and most of those, most of the people that work at those rural sites are retired or semi-retired
- and they're Medicare eligible.
- they've chosen to stay with Medicare and not deal with the group health insurance, which is fine. That's
- their prerogative. So we can't offer any group health insurance if we have fewer than 10 participants?
- No, we can't offer two different options. At which point are you forced to pick one type or the other?
- The HSA? I haven't thought that far.
- But, okay, but I mean, do they tell you which one you have to do? Okay. That was what I meant. Is it,
- this is a choice made for you. Okay. Looking at that same spot on the HSA plan, it looks like it's about,
- it's more expensive. Why would that, that's. So. Employee and spouse under the HSA is 1,718 per month.
- versus 2328 per month for the PPO. But the district contributes a thousand dollars. Oh, that's not per
- month. No, that's annually. Got it. Okay. So it is the cheaper. Okay, not much really, but. And then
- these are equivalent to these, but not including dental vision,
- Dental and vision is wholly separate from our health insurance. It's not a combined option. Are people
- eligible, part-timers eligible for these too? At this point, SIHO has not said anything about the dental
- and vision. Fascinating. Well, we're self-funded for dental and vision. Okay. And that's probably why
- they just, SIHO just administers the plan and the claims for it.
- I'm not asking for any decisions or anything today. We don't have, I mean, we need to start thinking
- about it, but we don't really need, well, we're not even gonna be in a position to make any decisions
- probably until November when we start to get the renewal quotes.
- And we can have, you know, as we always do, would have J.A. benefits, you know, we always, obviously,
- always look at the existing carrier. But then we would also say, OK, you know, give us some other options
- to look at, you know, are there better policies or are there cheaper policies? But J.A. benefits is
- telling me that they're seeing this across the board, this sort of being a minimum.
- So a possibility would be a policy that says if you work more than X number of hours, but not more than
- 30 or not more than 29. So 20 because you don't want to give a health insurance statement to someone
- who's working four hours a week necessarily just saying so. So people working 29 and under. We can't
- offer you.
- health coverage, but we can offer to give, to pay the X amount toward whatever coverage you purchase.
- But we can't give it to you. We give it to, but somehow it's administered that they pick what they want,
- but we somehow help pay. Yeah, I don't know all the details of how that works. That's just something
- Jay, this is a benefits has put that out as a possibility. And if there's interest in looking at that,
- then we can certainly
- you know, get into the details of how would that work and who is the district paying money to? I think
- I would like to know more details about that. I mean, because. Reorganizing staff. I mean.
- Like you said, who are you going to? How are you going to decide which employees to keep? Which I mean,
- are they going to be? Are they going to feel forced to take the extra shift?
- Well, that's part of the question too, because if we take, you know, if we take a staffing reorganization
- to the board and the board approves that, well, that just became what the position is. If you're not
- going to work those shifts, we have to find somebody who will. Which, yeah, isn't inappropriate. It's
- not maybe the
- It's not necessarily a position that I want to be put in or put an employee in, but. But it would be
- about the positions and not about the individuals at the positions. How many hours a week do the folks
- that are below 30 that get the benefits work? 23. All eight of them? So that would be. Occasionally. 23.
- Occasionally 25 when we have safety trainings and stuff that they need to come in for. Again, I know
- this is a lot and I get it because I've been dealing with this for a few months. It's not pleasant.
- Regardless of how this comes down,
- You know, it's not a discussion I'm looking forward to having with employees, but it's the position
- that we're in. I mean, the fact of the matter is not very many places pay part-time employees health
- insurance. So it's amazing and I love it.
- And then I think we should look at how we can continue. But at the same time, we have to also recognize
- that it might be something that we have to phase out. Well, and we can maybe think if we're thinking
- long term as these employees retire or leave, we might think about a staff reorganization so that
- We don't, we're not in this position for a long term. Yeah. I mean, if we, if we find, you know, a solution
- with current staffing that works, but then maybe that's the long-term solution. Um, is it once, once
- somebody that's in that position, the rest of your grandfather did and then, and the new hire.
- is under a different set of benefit options. Yeah, we have to do that. We weren't allowed to do that.
- We are allowed to do that. And if we can offer somebody 10 hours, if we can do if we can do if we can
- bring it up to this, we're going to do something like, you know, if we're going to offer a stipend for
- the marketplace, I I'll double check. But I don't know that I think that's
- something that we could do to offset the change taking place now and not have to offer up to new employees
- that didn't lose any benefit to begin with. I see. Okay. I would want to confirm that, but I think because
- we're not, we didn't just, you know, that's, that's the other thing that's like you said that, you know,
- go find somebody else that's offering health insurance to somebody working 23 hours a week, but they've
- got it. And it sucks to have to say, you may not have it anymore. Yeah, I just don't think long-term,
- it's the best way to do things to say, okay, we're going to give you $1,800 to spend on insurance.
- I mean, it's bureaucratically a pain and it's who knows what the market's going to cost. Well, J-Benefits
- has other clients that do do that.
- So let me get more information on that. Let me find out how many of those, if any of those clients are
- public entities. And how does that logistically work? Right. How does an employer set that criteria?
- And who is the money being paid to? The employee, to the carrier for whatever plan they pick? I think
- we can certainly look at more details on that.
- Again, this is just when you budgeted when we budgeted. Did you budget and you didn't? I don't think
- budget per position, assuming the possibility of every single employee taking the Max benefit. No, the
- budget budget is based on.
- current enrollment. Yeah. Okay. That's what I thought. I remember plus, plus a cushion so that if somebody
- gets married, somebody has a child, somebody leaves, it's not on insurance gets replaced by somebody.
- So we have that, that money there to cover that without an additional appropriation. Um, yeah, but if
- we went into this open enrollment period and everybody that's been a bit eligible said, I want insurance,
- we're going to need an additional appropriation. Yeah.
- But again, we have, I mean, again, turnover is hard to predict and what comes of that. But we know our
- current employees, we know those that are Medicare eligible and want to stay on Medicare. We know those
- that are on their spouse's coverage. Of course, spouses could always change jobs or have changes to
- their benefits.
- the likelihood that we get a substantial enrollment increase in an open enrollment period is not very
- good. Okay, so it seems like we do want more information about this option to provide funding towards
- external health insurance. More info on marketplace policies. And again, that's, and that's what this,
- this is the, here's the situation we find this in. Let me know what questions, whatever information
- you have, so I can get that together. It does seem like we should probably know if this is going to
- be impacted, dental vision, other benefits.
- Yeah, that's a different animal because it's a different company and are self-insured. All right. So
- to the three employees who work 23 hours who use our insurance, are they also using dental and vision?
- We know. I don't know. I know one does.
- Maybe two for sure, because they've asked me questions. Yeah, thank you. So we need to know what.
- And patch. If if this is going to be impacted and it might just be that we could still offer. Then yeah,
- I know I'll I'll confirm I've never heard of that, but. We could also.
- look at it as, okay, we recognize this is a change that is being, you know, put onto us. And so we will
- lessen the blow. So we'll offer, you know, 1600 this year, and then next year we'll offer 1300. And
- then after that, it's like a thousand, but you know, to phase it out. So. Yeah, I think that, I mean,
- that would be
- board's decision and that's certainly an option. And, you know, um, once we have renewal rates, it would
- be easy to say, okay, the district is, you know, not putting, you know, because you're off the plan,
- we're saving this much money so we can put this much money toward, you know, you going out
- on the marketplace. But that's where I'm going to talk with you, benefits about ton of this work, how
- the criteria set is paying who, what money,
- Um, yeah, but I mean, you know, we can't, we can't sit there and say, we'll pay the 1800 we've been
- paying. We have, we have to know what the budget impact of all that's going to be. I mean, it should
- be a wash depending on what the increase and stuff is. That's why I didn't say 1500. Right. But right.
- I mean, it's yeah.
- There's a lot to consider. It is. It's not going to be a fun process. But it's not much that we have
- a whole lot of control over being put in. Yeah, right. So I'm sorry, Tom, what was your reaction to
- Kate's idea about phasing out? I think it's a possibility.
- Something like that is obviously the board's decision, but there's certainly an option that gives those
- employees that are put in this position some time to help determine what coverages are out there that
- are best for them and get their finances in order to deal with that.
- And that, you know, then it's. But November will be here before we know it. Yeah. And I guess the other,
- I guess the other, what we have the other side of this that we haven't, you know, somebody, one of you
- asked, you know, how does Medicare compare to what we currently offer? Which is, which is a question
- because, you know, one of the, you know,
- When Megan and J.A. put these sheets together for me, we were only looking at the spouse because we're
- going to tell you, you know, you're Medicare eligible. We can't, you know, we can't offer you insurance.
- You have to go on Medicare. Oh, this is just covering one person. This is covering two people. Yeah.
- Pretty duperty. Only a four spouse.
- So, you know, I apologize because that's something I probably should have put out there sooner.
- You know, part of the whole marketplace plans is that, you know, you're offering that to the employees
- or the family members that don't have other options. If you're medically eligible, you'd have another
- one. Yeah. Yeah. So.
- was comparing what the district pays for employee and spouse now to what was on this sheet for the sample
- employee. And I'm saying, oh, well, that's about the same or could be about the same, but the sample
- employee sheet is only for the spouse. Well, right. Because we're assuming the other employee themselves
- will get the Medicare. Right. From a budget perspective,
- If the employee goes on Medicare, then, you know, what we have budgeted for that employee's insurance
- purposes, you know, that makes a bigger dent on the spouse's marketplace. Say what? Well, I think the
- budgeting isn't a part of it though. If the employee goes on Medicare, you know, but what we have budgeted
- for that employee is the employee and spouse policy.
- We're not putting anything towards that employee because they're on Medicare, right? So as far as budgeting,
- right? You know what? The flip side of that is that Medicare is not wholly free, right? And they're
- their costs are going to get. But a lot. Their personal because they will have Medicare, even though
- you paid into it your whole life, it's still not free when you turn 65. It's not no. Sorry, I'm totally
- naive on that. Yeah, and that's.
- And that's what I was talking about, too, about if you've been eligible and not taking it, there are
- different options open. And I don't know much about it, but it impacts what you cut. Oh, my goodness.
- So many variables. Yeah. All right, good times. What's next? Jodi, any other comments or questions before
- we move on?
- Well, they're not saying it's time to talk about compactors. That's my Mr. Long is here. So I guess
- I said last month that Joey has reached out to service providers and manufacturers and there don't seem
- to be many people that want to do service agreements on a purchased piece of equipment.
- No. So when I talk to them, basically they're going to charge us some calorie rate no matter what. And
- they wouldn't give it to me because it could change. And there's no long-term service agreement and
- a lot of them doesn't do like routine maintenance after their three-year plan. So it's just, it would
- be parts of labor at our cost.
- And the three-year plan would be the warranty period on the piece of equipment. And I do have that also.
- It changes quite a bit in three years. So during the three-year warranty period, we would get some free
- service? We would get personal area the first year, I believe what it is. Let me find that real fast.
- It was parts of labor then the second year it would drop down to so much a percentage of the park and
- percentage of labor. That was just the third year was we paid all of the labor and percentage of the
- park. And nobody would give me any price because nobody can say what park is going to go down.
- but after three years and this is this is on a purchased yes on purchase okay and then after three years
- you're just like out of luck okay after three years we would be paying them for routine maintenance
- or not routine maintenance they don't offer that any scheduled thing that we would need repaired would
- be at a charge plus parts and so there would be no benefit
- to having some kind of service agreement, because we would pay the same hourly rate in parts. Yeah.
- Now, nobody actually sent me one. Again, it's kind of like we, I looked into what we currently have
- through Evander and asked them what are the costs for this. They gave me the prize. They gave me a three
- year service or three year warranty on that. Nobody would give me like a lease agreement, but some do
- under lease.
- Offer reaching maintenance like raising this idea. Preventative maintenance, but if they got to replace
- a part and it's out of warranty. Yeah. And that's for leasing as well as or that just buying nobody
- that's preventing maintenance. I've got a reason I don't say nobody. There might be somebody from but
- the ones I've reached out to that we've currently dealt with didn't offer that. OK, so with leasing.
- What is the leasing period before you can say, hey, I need a whole new one, please. The one that we
- did talk to told us they don't like to go out seven years because at seven years, that's when stuff
- starts to wear out. So every six to seven years, they want to replace them. So if you buy one, if you
- go on that same thing, we're looking at six to seven years before we start having major repairs.
- Placing it after six or seven years means we would just enter into a new service agreement. If we lease
- it, yeah, we'd have to. Well, based on what that company said, we would enter into a new leasing agreement,
- a new piece of equipment. Yeah, yeah. I mean, the current lease agreement, as far as 30 years old, they
- just keep resigning the same lease. Yeah, but I mean, that's a bad deal. I mean, yeah, I'm not impressed.
- Yeah, we've had one contractor down last week for three or four days before we could get it worked on.
- So do you think that there's any benefit in purchasing these outright? If you're looking at a lifespan
- of under 10 years, no.
- They still build them like they used to. I mean, how realistic is the seven years? Is that just basically
- they have to cover their bases? Well, again, that was a company that leases these things. So they probably
- have set seven years as their point at which their costs to maintain the equipment start to impact the
- cost benefit of leasing that piece of equipment.
- Yeah, I think the fact that they would want to be changing out the container after seven years says
- two things. First of all, yay for us. And second of all, that's probably, like you said, they're breaking
- their switch over point for how it benefits them. So they've done the math. Well, it's probably
- If that's their switching point, their cost-benefit analysis for the vendor who's leasing it, that probably
- matches up to what it would be for us with the pain of having one down and calling them, whatever. I
- can't remember if we've talked about this before, but I think a couple of times on our current equipment,
- we have run into issues where it's old enough they can't find the part. I remember you talking about that.
- We had one down for, I think, like, three months while they sent the part off to be completely rebuilt
- and sent back to us. I would be so upset. This is not cool, man. I mean, we're leasing it, right? It's
- not ours. Are you saying we should have replaced these years ago?
- We're saying no, I'm saying that the company should under the lease by having equipment looking 24 seven
- all the time. That's what that's why you lease, you know, well. So it was my impression that. It's not
- possible to get a service where they take care of everything under the lease payments, right? You're
- always going to pay something for them to come out well, and if you're paying something,
- They should have an extra one in tow as they arrive to switch out while yours is down. That's one of
- the problem is that they don't make parts for these things anymore. They can't. They can't have one
- on the show because you can't go get it. Well, they can bring us a new one. I mean, it's like, yes,
- I understand what you're saying. The car repair place gives you a loaner for the day and it happens
- to be nicer than my car. Like yay for me! You know?
- Sorry. Doing a loaner on one of these is quite an undertaking. Yes, I sure it is. I just have issues
- apparently. No, I get what you're saying. I don't disagree with you, but this is not as simple as saying
- here's the keys, we'll call you in your car. Everything should be that easy. So under the lease agreement,
- we don't get the benefits of the warranty, right?
- We don't get the year one, they pay for parts of labor, year two they pay for. Well, I didn't, again,
- so with, so with leasing, we have a little bit more options on what the machine can do. And I'm sure
- there's, with buying there is too, but with leasing, you know, we would have to sit down and figure
- out what we want the contractor to do. Cause there's so much it will do now that ours has, is not capable
- of that, you know, I'm sure they will put together, you know, based on what we're getting an agreement with,
- you know, what's covered and not covered under the current lease agreement. And it may also depend on,
- you know, are the units that were leasing brand new or are they a year old or, you know, where did,
- you know, where did the, and some of this obviously it can be discussed and negotiated, you know,
- you know, when you do an RFP or whatever. And, but, you know, where, where is the leasing company getting
- the equipment from?
- Is it brand new? Is it was it in service for a year to place the shutdown? I think I think I think these
- things are the ones where people were talking to these things are made here. OK, that's good. I didn't
- make it in the Midwest. That sounds like we need to. Explore these same options. And then you're you're thinking.
- of, I can't remember how many to start, because it can be lovely because it's 15, but. Well, we'll need
- to issue an RFP, because I want them all under one peace agreement, even if they're not in service at
- the same time. The situation that we're in now is that they were not done under a bid RFP.
- We're gonna put two in here and then we're gonna put two in over here and one in over here. So we need
- to go look at the current leasing agreements and those terms and find out when they expire. I think
- we'd have to give six months notice to terminate one of them. And I mean, they're all kind of in annual
- one year renewal period, but once we enter that period, we're subject to that either 90 or
- 180 day termination notice.
- And that's something that would have to be explained and built into the RFP that we want 15 units under
- one lease. And, you know, and we're going to have two installed by this date, three installed by this
- date. That's fun. Yeah, that's going to be complicated. So is that something you can work on the RFP? Yeah.
- And it will be ready tomorrow. Should we vote on that as an executive committee to whether or not we
- want them to go ahead and prepare an RFP for leasing? We talked about this with the full board. I don't know.
- I don't know, it was the containers we talked about. I don't think that there's any miscellaneous action
- needed by the executive committee. I'll check with legal. I honestly don't know. I think staff could
- take it upon itself to issue a request for bid or request for proposal. If the board's unhappy with
- it, you just reject everything when we bring it to you. I don't know that there's necessarily any requirement
- legally for the board to direct staff to issue a request for bid or request for proposal. Obviously,
- doing so gives the prospective bidders the assurance that, yep, they're serious about moving forward
- with this. Well, wouldn't it be helpful to at least have the executive committee give the green light
- for you to go ahead? And we don't have to do that with a formal bill. We could just do that.
- We can make a second census thing, yeah. If that's the committee's wish. Now you're making it formal.
- That's fine. I move that we authorize and encourage our staff to create an RFP that reflects the terms
- or container flash compactor compactor replacement and maintenance that meets our future needs as they
- see fit. Is there a second? I'll second. As chair, I try not to make much haste. I think I'm on that.
- Any more discussion before we vote? Please call the roll. Yes. Yes. Yes. Motion passes unanimous.
- All right. Could just give us an update at the next meeting whether you're ready with that or not ready
- with it or just keep us in the loop. Please and thank you.
- After I was just told, have fun with that. I was trying. Alright, next we have the Indiana Materials
- Management Plan update. Yeah, so. I want to put it on there, but I had. I had a phone discussion with
- Pamela Guerrero, who is with item.
- is kind of in charge of all this implementing the SWFRA grants, capacity grants from the EPA that Adam
- has. And this program did attend a webinar on the grant application process. We do have somebody from
- IM scheduled to come to the associations conference in October.
- to the grant application period will have expired by then, but to talk about, you know, developing your
- plan and, you know, what the state's materials management plan is kind of directing localities to do
- as they develop their plan, I guess would be a way to put it. But so at any rate, things are moving forward.
- A snag that I have run into, because this is an EPA federal pass-through grant, you need a UEI number,
- a unique entity identifier from the federal government, and a CAGE number, C-H-E-E, both from the federal
- government, which the district has under its old name.
- associated with employee names who I have no idea where they are or how to get a hold of. So I have
- probably spent more time than I should trying to track that down and get them to acknowledge our name
- change documentation. Interestingly enough, the federal government will not accept an acknowledgement
- from the IRS of a name change.
- They want it from the Secretary of State. We're not required to register with the Secretary of State
- because we're a government entity. So that's been a round and round process. It was mentioned at the
- last board meeting, or I guess question, do we need funding assistance? We wrote our last plan update
- on our own. So one thing that didn't come out
- And the grant application process was a timeline where the grant applications are due September the
- 14th. I didn't expect to make an award of the grant. I think December the 15th. And then was looking
- at an 18 month implementation window. Wait a minute. The grants are due on the 14th and item.
- We'll make awards the next day, December 5th, December. OK, maybe I'm sorry. Maybe I left December.
- I was like, well, don't put a whole lot of effort and they're clearly not going to. But you know, but
- given given that we're from where we are today, looking at basically a 20 month window for the district
- to develop.
- the board to approve and to start implementing aspects of the materials management plan, I don't know
- that we need something. Or if we do, it might be for bits and pieces over here as we get into actually
- developing the plan and instead of pursuing $20,000 grant that's gonna require $20,000 of matching funds
- or in-kind contributions,
- you know, we should, we could start working on this on our own and then, you know, oh, we need help
- here. So for $5,000, we can get that done. You know. It's so frustrating that like the presentation
- that item is going to give at the association conference is until October and yet the grant application
- is September. So we don't really know what they want yet, right?
- No, no, they do. That's me. And that's and that's there was a webinar. Even a week and a half ago now
- on the grant application process, kind of that I'm not talking about that, I'm talking about. Do we
- understand what's needed for the new plan? Yeah, there's yeah, there's a very good general idea because
- the state has issued their materials management plan and and your local plan.
- is supposed to incorporate the goals and objectives of the state plan at a local level with more detail
- about what you're going to do locally to actually achieve those. The state doesn't really get into how
- we're going to achieve this stuff. They left that to the local. So incorporate the goals of the state
- plan and explain how we're going to achieve them. Yeah. So they're going to, in October,
- And then I said that, you know, they're what they said at the webinar regarding the application process
- was that it was December 14 or 15. They plan to announce awards. And then at that point, there's an
- 18, they're looking at an 18 month timeline.
- option and implementation exactly for ones that are using grant money or is that like is there an expectation
- of a timeline here not in the grant cycle that wasn't specified but i don't know how they can give put
- a different expectation on somebody just because they did or didn't receive funding yeah so probably
- we're looking i mean if the deadline for implementation is june 1st 2028 but that's what it is it doesn't really
- Well, it could be that the funding cycle is an 18 month. It's an 18 month grant. No, they said they
- said implementation adoption and that's 18 months to adoption and implementation. That was the word
- from December 15th. Yeah, they said grant award. Semper 15. And then 18 months. For adoption
- and implementation. And what does implementation mean?
- Well, if your plan says that, you know, by such and such a date, you know, we're gonna open a public
- composting facility. So, well, you need to at least have the plan in place for what the timeline established
- for here's the steps to get that facility opened and when we expect it to be open. Doesn't mean it needs
- to be open at 18 months. That just means you need to start putting into place or to practice
- what you outlined is gonna take to get that facility open. Am I making sense? Yeah, I mean, it seems
- kind of subjective. I just- Yes, this is how it all is with them. It just drives me crazy that, so they're
- giving $20,000 grants so that we can do a bunch of paperwork for them instead of giving us $20,000 to
- actually reduce waste. Yeah, and there has been some,
- I guess right being heartache over that, that they're, you know, the, the, the Swiffer grant funds and
- what are eligible expenses under those funds. It's basically here's, here's money to hire a consultant
- to do this for you. That's basically what it is. Oh yeah. You can't, you can't take this money to go
- buy, you know, a compactor or, or, or a windrow turner for the compost facility. This is the Swiffer.
- That's the federal.
- I don't know if the Swiffer. I thought it was something to clean floors. Solid waste infrastructure.
- Solid waste infrastructure for recycling. That's what SWIFR stands for.
- And that's something that later opportunities to apply for money. Well, there will. This is
- an EPA pass-through grant that is doing federal funds available. This has, you know, this to my knowledge,
- this isn't going to have any impact or change anything with regard to the annual waste tire grants,
- recycling market development grants and stuff that IDEM is already doing every year.
- You know, but so if you had this plan in place, you know, with a stated goal and the process to achieve
- that goal that requires purchasing equipment or something, then you go pursue one of those annual grants
- that they do every year and say, hey, we want help doing this. It has to be in the plan. It has to be.
- Yeah, because private entities are eligible for some of those grants, too.
- But having the MMP in place with, here's our goal, here's our process, we need to buy this. And it's
- a one-for-one match? Is that what you were talking about? Oh, right, yeah. The recycling market, that
- I have to look at. Oh, the SWIFT program? Yeah, I have to look. I don't know that it was exactly, because
- I think it can be cash or in kind or in combination.
- Does it have to be, you said 20,000, does it have to? That's the maximum. Maximum. So we could do a
- 10,000. We could. Or a 5,000. And just pull in someone to facilitate or. And that's the other, you know,
- the other thing in all of this is, you know, there's 72 solid waste districts. How many counties, 72 counties?
- 92. How many municipalities? A lot. Every one of them is eligible for this grant. If they give out $20,000
- grants, they have enough money for 18. And we have two weeks.
- Yeah, I just don't think it's worth. We had like five weeks from when all this was announced, but I
- got stuck in this loop trying to figure out this UI and cage. So my my my thought is that we don't put
- effort into this grant right now. It seems as though. If we've done this before and our budget is such
- that if we needed something, we can probably find alternatives.
- I agree that I don't I. But I would, of course, I'm tired of banging my head against the wall with the
- federal government. Unfortunately, I would encourage you to continue. I know we need that effort. It
- is something that those numbers in place for future purposes that would make sense to get figured out,
- but not under time. Right? Yeah, I agree with Kate. I don't think it's worse trying to scramble to get
- this grant application in.
- Yeah, I agree. I think that's it's it's too much of a time crunch and too much to. Too much to do in
- a short period of time to ensure it's done right and they're giving us adequate time to develop a plan
- and get things supplemented and we we've done before. I can delegate to Joey again, is it?
- Is it substantially, are there substantially different requirements from the plan that you've done before?
- Yes and no. It's written from a different perspective. And that's not necessarily a bad thing, because
- the Materials Management Plan really places a focus and an emphasis
- on dealing with organics and waste diversion and reuse. I like the MMP better than I like the solid
- waste management plan the state had that we've had before with regard to trying to pursue our mission.
- So in that sense, it's different.
- You know, as far as outlining what you're going to do to help the state achieve this 50% recycling goal,
- you know, to divert organics from the waste stream. That's the same. Okay. Jodi, are you in agreement
- that it's not worth pursuing the grant? Sorry. Yes, I was blowing my nose and I had a bit of a nosebleed.
- Yes, I agree with that.
- Yeah, I think it takes a lot of resources and it's a short turnaround. All right. Unfortunately, I would
- have liked to. I mean, I love the idea. I always love the idea of more money. Yeah. I think the consultant
- lobby, they have had something to do with. Well, I have also spoken with the company that
- develop the state's plan. Wanting to know, we wanted help with our plan. Yeah, I'm sure they're reaching
- out to everybody. Funny how they're thinking. All righty. So next we have all other items deemed appropriate
- for Executive Committee deliberation. Is there anything else? Don did have
- An idea for presenting claims. To the board, it would be a little more similar to go through for the
- board to go through and in essence would be one document that would list all of the claims. In the board
- packet, which would reduce.
- the amount of pages that that is in the packet. Jody, I'm sorry. I don't know if you can. I can photograph
- it. That's good. John put this together as an example, and I think he and I talked and both realized that
- It might not have all the information that you would want in here, but this is a simple spreadsheet.
- We can add rows and columns. It's a starting point. Yeah. If it's something that you think would work
- for the board, then let us know what additional information for a claim. Do you want the description
- that you see? Yeah. Do you want to see invoice numbers?
- Do you know, do you want us? It's just, you know, what type of additional information would you want
- in there? If this is something we want to see if the board wants to use. I think it would be really
- helpful to indicate which ones were approved. Resolution and board by under resolution 22.
- Whatever it is, that could be done. I figured I'll just list everything in the starting point and we
- can talk about it and make it better. Yeah, because that way, like since I approved the weekly emails,
- I can just. Focus on the ones that I have not looked at yet. Or, you know, and maybe we. Color coding
- color coding or or we could we could break it into two. Here's the board approved claims.
- Here's the resolution of route times. That would be very easy to do. That would probably be the best,
- yeah. And you like this nonsense. And maybe, I mean, if there's a category that's already in place rather
- than an explanation, I don't know which is easier. Because I don't need to know exactly what you bought
- at Kleindorfers, but you know. Yeah, I mean, the category that we would have would be the name or description
- of the budget line.
- that it was paid too much. But in some cases, there's going to be other professional services or other
- supplies. You know, gas, water, and electric are pretty cut and dry. But some of the other things get
- a little broad and general in their description.
- If you like the concept, we can see when we process the claims, it can be done at that time. And this
- was done really quickly to get something so you can kind of look at it in the concept. But if you like
- the concept, then the spreadsheet could be done as we go along with each claim like we know.
- Certain things are in certain categories that that's when we that's what I was doing. It wouldn't take
- all that much additional time to make this up as we go along and then it would be in the different categories
- that you would like. So. So I remember what I was going to say. So I think we should add a column. With
- either invoice number or a docket number or something so that if.
- A board member says, I want to know more about this sound management LLC on eight seven. Then you would
- have a number to look up that item and I'll squeeze as many things as I can. Now we can do it in landscape
- rather than in portrait is that way there would be more. There's more things we could get in the column.
- Do you need an invoice number to look this up?
- look up if someone wanted to? Is that like the single point of differentiation? I think the system makes
- us put an invoice number in, because that's how it helps to track. It won't let you pay the same invoice
- number twice. It's not built in safe.
- John and I have talked, and I think if he becomes more settled in and more familiar with everything,
- I don't think that we have so many claims in a given month that if you ask me what it is, somebody should
- be able to tell you. We don't need to go look it up. We don't have thousands of claims a month. $1.74 at wonky?
- That's for illegal dumping. And I don't quite understand this, but they've told me, the staff have told
- me that when there's a legal dumping, somebody has to go pick it up. And then Romkey, I don't mean the
- staff has to go pick it up, Romkey has to go pick it up. And then they charge us for that. That's what
- our compliance department does. And then Romkey, you know,
- Again, $50 a ton is their rate, and we take 100 pounds against the scale. They prorate it all the way
- down to 100 pounds. That's awesome. I love it. I know that... Don't try again. I know that a lot can
- be a bit difficult to interpret and read, so that's why I thought of something like this, because I
- use this type of approach in my other
- So I know being able to see information at a glance and interpret it in a way that is very double and
- you can't really do that without too many things you have to look through. The other part of that too,
- even if we needed an invoice number, we're not going to be able to look that up for you at the board
- meeting because I can't remotely access the accounting software. Okay. Pack right rentals.
- This is what you like to see and that's for. Well, and I'll write it down and we'll get this going for
- you. Okay. And what's number? Well, actually, Tom has dissuaded us from. Yeah, I guess when I asked
- you about what should be on here, don't think about it from.
- Staff, what's going to help the board? It's the questions like this. Like, what are you spending? It's
- curious. I don't know if I need to know this, but for one thing, what does that date mean? We need to
- put headings on there. Yeah. Does that mean the date was paid? But that's one thing. And we do,
- you know, and what you're used to seeing and we can
- We need to add on here, you know, are those brief notes or descriptions about, you know, here I'll help
- you out, curing environmental and smoke detectors. You said $700 on smoke detectors? Yeah, that's for
- about $600 of them. So you like all the cons that are there? I think we bought six containers. We average
- $100 per container. And that's the container and the recycling fees and shipping.
- for all six. So we can we can add those and those are on those little types of descriptions are on the
- current dockets. Yes. Yeah. Yeah. Great. I think adding a description of exactly what it was description
- of what it is. Yeah. Yeah, but it's not limited liability. I don't know.
- The work syntax limited liability. So that's for sharks container. That's kind of get rid of our bar.
- Sure. And just showing some leverage. We're just into a squeeze package about we've sent talks. See,
- this is going to be such a great learning experience. I love it because I would ask about every single
- one except that
- I try not to be myself. Most most if not all of this stuff is already there. It's just it's just this
- is much easier to go through and ask questions than all the individual docket sheets that are, you know,
- they have much smaller print. And well, and that's another thing. So the German American line that's
- going to have any credit card payments, right?
- How much is that one for? $108.06. Yeah, that's the credit card fees that German-American charges for
- us having credit cards. Yeah, that's the processing fees. The processing fees. For how, for a month?
- For a month, yes. Why? We pay $198 a month for using a credit card? See, that's why at our Home Office
- Association we don't offer credit cards, because I was
- I know there's going to be all these feet and I said, no, we'll just say credit card. That was all we
- don't take credit cards. I'll look at that. Yeah, check that out. The business has no choice really
- but to take credit cards. That seems like a lot. Well, I thought they wouldn't have to, but then there
- wouldn't get as much business either. And then if we're going to move to this, then you know,
- The question that John said, that he can do this every time. We can do this weekly, right? Yeah, we
- can do it every time. We place the docket sheets that you're currently seeing, if that's what you want
- to do. Is this in an Excel spreadsheet? No, but does this require you to retype everything? Well, let
- me put it this way. That is what I did for this,
- August, and to do another one for September, we would have to retype all these every month, because
- the spreadsheet isn't going to be just a generic one that we use and re-change as we go through it.
- But maybe we could do it that way, but I think it would be easier to just do it every month as a separate
- spreadsheet, and then we would save it. Well, you could do sheets with an Excel. I can also show John, too.
- you can take the bundles that you're used to seeing and you can export those into a spreadsheet and
- then you can just start copying and pasting and deleting headings that are in there that you don't need
- because it will be multiple headings that confused you. I tried to understand. So yeah, I'm just concerned
- of human error and you know with the numbers. So if there's a way to
- import from or export from there's ways to. Yeah, I know, John. And we can also nature that we can also
- set the spreadsheets to automatic, you know, to automatically some whatever's put in and then you just
- match. Does this match well okay then.
- So you don't have to help anybody. I don't claim to be an expert at Microsoft Excel. I know the basic
- Excel when I did that on Excel and I added it up on Excel and put it in the cell, but I don't plan to
- be in the advanced level, so some of that stuff I just don't know how to do. I don't think we need pivot
- tables. No, John, we can. We can talk about, you know, all of this,
- What sounds complicated now is once you set the spreadsheet up once, you're done. Then you just delete
- the data and put the new data in. Oh, okay. Well, I would save it for months to come. You make your
- copy and then you delete everything out and then put it on the newspaper. But I'm delighted that you
- even considered letting me do that because I felt that you could, just like right now, you didn't know
- before the German-American charges, almost $200.
- The credit card, and now you can read it on your hands. I understand things. I appreciate it. Something
- else you're in American Charges for that you'll see on the record is a $40 processing fee, and I'm not
- really sure what that is. It's a treasury management fee. Never really understood exactly what it is,
- because the previous bank didn't do it, but the previous bank wasn't giving us thousands of dollars
- in interest every month.
- So it's 40 bucks to gain 10,000. That's fine with me. OK, yeah. Alright, I would like to wrap up this
- meeting as we all have other things to get to you. But thank you John and we will go forward with this.
- Yeah, thank you. We'll play with it and get the extra information set up and we'll try to just put together
- a template that you can just put the information in.
- I mean, I don't claim to be an expert on that, so I don't have to. So we'll get all that. Any other
- items from directors or board meeting? I don't have any. So I don't think we need to have a September
- board meeting or regular meeting time conflicts with county budget hearings. Is there anything urgent
- coming up, Tom?
- No, I mean, I mean, there's nothing on this agenda other than the board minutes that would be forwarded
- to the board. In a normal circumstance, I will. As you all know that today. I got the documents we need
- for that utilities resolution. Oh, by the way, they can wait a little bit. We sure waited. Yeah. Yeah.
- And I told I go ahead and told them, thanks. And the board, I will have this on the agenda for the October
- board meeting. Cool.
- All right, so maybe we should take an official action to cancel. I move that we cancel the September
- board meeting. Second. All right, Jodi, if you could come off camera to vote. One moment. Oh, that was
- a little bleeding. Sorry. Sorry. You're fine. There we go.
- All right, can you call the roll please, Tom? Yes. Yes. Well, yep. Motion passes unanimously. Okay,
- thank you. Cancelation notice. It'll probably be Thursday, but I'm out of the office tomorrow. So we'll
- get a cancellation notice. All right. Well, thank you. Thank you. I don't think.
- You say, that's my thing. We are jerk.