The commission engaged in a discussion about traffic calming measures within the village. The urgency of conducting a current traffic study was stressed, as the latest one dates back to 2008, and the commission recognized the need for an updated analysis to inform mitigation efforts effectively. The installation of various traffic calming devices was considered, including tactics like tax strips and street murals. However, concerns were raised about the village’s roads not meeting the required standards for certain devices due to their non-standard nature, potentially limiting the implementation of proposed measures.

Debate ensued about whether a traffic study was necessary before the installation of traffic mitigation measures. The Public Works Director noted that any calming devices approved through an interlocal agreement with the county would only apply to standard roads, a criterion not met by many of the village’s roads. This revelation sparked questions regarding the feasibility of implementing specific measures and highlighted the need for clear communication with residents to manage expectations.

Further, the commission explored options to tackle the village’s traffic issues. The police chief underlined the need for a holistic approach to traffic enforcement, emphasizing the importance of technological solutions alongside the traditional ticketing system. There was a consensus on the need for additional officers to address traffic safety, with the Chief and Deputy Chief providing cost estimates for two additional traffic officers at approximately $79,040 per year. However, funding sources for these positions were a subject of debate, with limitations on the use of seizure funds for salaries and discussions on potential budget reallocations or the auctioning of surplus items to generate revenue.

During the meeting, financial discussions also took center stage, particularly around the outsourcing versus internal hiring for the village’s building department. The commission grappled with the decision of whether to outsource the building official role or hire a village employee, a issue that drew parallels with a previous outsourcing situation involving Waste Pro. The financial implications of either decision were debated at length, with concerns about the potential loss of institutional knowledge and the impact on the village’s budget.

The potential privatization of the building department was a concern for residents and the commission. One resident voiced apprehension about the loss of institutional knowledge if the building department were outsourced, while the commission debated the financial feasibility of bringing the building department position in-house. The commission deliberated a resolution approving an amendment to the agreement with Cap Government, which would involve outsourcing the building department services. A discussion was had about the costs associated with such a move and whether the village could afford an in-house employee based on the revenue generated from building fees.

The commission also discussed the manager’s report, which included a significant announcement of incoming funds for the Police Department from a federal task force assignment, totaling approximately $655,000 designated for non-labor police-related expenses. In addition, the manager reported the donation of 20 vehicles and two speed sign trailers from the Mikasuki Tribal Police Department to upgrade the village fleet, with plans to auction any surplus vehicles.

Concerns were raised regarding the village manager’s availability during work hours, with particular unease about the manager being absent when there are pressing tasks, such as the extensive Capital Improvement Plan (CIP). Contrasting perspectives on the manager’s time management and work-life balance were voiced, with one commissioner advocating for the manager’s judgment in balancing their hours.

Residents’ appreciation for the commission’s efforts to address traffic issues was noted, with specific thanks for finding a local agreement to alleviate traffic concerns. Additionally, support was demonstrated for the request to have additional police officers, as residents commended the recent heightened police presence.

The meeting also addressed concerns over the manager’s authority to obtain goods and services, with residents questioning the implications of a proposed ordinance that would increase this authority. The commission debated the long-term consequences of these revisions, highlighting the potential impact on governance and accountability.

The importance of timely and accurate posting of information for residents was discussed, with the commission acknowledging the necessity of updating meeting procedures to ensure transparency and accessibility for the community.

Lastly, the commission discussed the adoption of a donation policy, which would allow the manager to accept donations without prior approval from the commission. The policy outlined criteria for evaluating potential donations and raised discussions about the manager’s authority, transparency, and the involvement of the planning board in the approval process.