All right.

Welcome everybody to this uh special workshop meeting of the Nevada Commission for the Reconstruction of the VNT Railway.

Uh we'll call this meeting to order.

It is 9 06 a.m.

We run a tight shipwreck.

He said shipwreck, not train wreck.

I know.

Do you have any more agenda?

Yes.

Oh, I couldn't.

Sorry.

And with that, we will move on to our roll call and determination of Corbriana.

You want to take us through that roll call?

Chair Mitchell.

I'm here.

Vice Chair Peterson.

Present.

Treasurer Cruz.

Here.

Secretary.

Thank you kindly.

That if you'd uh like to join me, we'll do the Pledge of Allegiance.

I pledge allegiance to the flag of the United States of America.

And to the Republic for which it stands.

One nation under God, indivisible, with liberty and justice for all.

Thank you very much.

We're moving on to item number four, which is public comment.

The public is invited at this time to comment on and discuss any topic that is relevant to or within the authority of this body.

Do we have any public comment?

Hearing none, we'll move on to item number five, which is our agenda items.

A B, C D D F G H I J K M K.

So Sherry has provided us with a um the most the most up-to-date schedule.

Um and I think we'll we will mostly stick to it.

We'll um certainly make adjustments if we need to just based on people's availability and how we go from there.

But um the first thing on the agenda is a strategic plan to take a look at that, and then uh we'll move on from there.

And so uh let's go ahead and open up that conversation.

Um I have some thoughts about the strategic plan.

I believe there's a c there are copies in the back and uh uh if if you'd like to take a look at it.

We um I think we can tune it up a little bit.

We have a few things on there that are uh legacy left over from past years that we marked as completed, and so I would propose that maybe we look at dropping those off if they're no longer relevant.

I think there are some other items that may be relevant, but we may need to update them and refine them.

And then uh and then one of the other things that I'm looking at is uh if we want to look at getting more specific on the year of implementation on some of the ones that are marked as in progress or ongoing or have discussed, um they're marked down as m for multiple years.

And I feel like that makes it easy to pass it off or kick it down the road to in a later year, and so maybe if we can do a little bit of work on prioritizing and saying what do we want to take on in the coming year and what do we want to push off to future years?

I think that would be um that would be helpful.

So if it's all right, what I thought to do was to go through um point by point and and not discuss first, but just see if there's if it's something we can either get rid of or if it's something we want to discuss further, and we'll just note those and kind of see if we can clean up the whole list and narrow down what to talk about, and then we'll go back and talk about the ones that we have something to talk about on.

Um so number one, the tactic is pursue additional theme trains.

Uh actually, sorry.

A bunch of these um, a bunch of these, there are a couple different ways we could approach them.

A lot of them are very aspirational, it's kind of things to develop and grow in the future.

Um Sherry has a I think a willingness and capacity to maybe do some of them.

Uh, but to take on all of them is probably on the scope of of her the the capacity that she has.

Uh correct me if I'm wrong.

Okay.

And and so as a result, one of the things that I thought of is that potentially all of them may or or getting all of them done if they are things that we want to um we want to prioritize, may need us to look at additional capacity.

And one way that that could look is like I don't know, uh, an event planner or someone that's kind of more in that space specifically to provide backup and support and do some of this growth work.

And I see that applying to a lot of these potentially, numbers one, two, six, seven, eight, and five, and sixteen.

So eight, eight is possible, but the others, you know, it may fall.

So anyway, uh just to keep that in mind.

Um we may want to discuss all of those as a bunch or not.

Let me start with some of the easy ones.

If if you want to look at number three, it's look for local businesses to provide food services, and it says pursue a local food truck services.

We could accomplish that in 22.

Um is that something that's still on our docket, something that we still need to pay attention to or look into, or is that something we can remove from our strategic plan?

I have a question.

You mean at Eastgate Depot?

Is that what you're talking about?

I have no idea.

It doesn't sell it out to it was polar.

Yeah, yeah.

I I we we had a coffee truck, but we were told if we hadn't had food trucks in the past, we couldn't have them now.

So I think that's a non-issue, maybe.

Is that right where we'd have to get health and car city, health and human services involved?

I can't remember what from health's perspective, probably, but it doesn't mean we couldn't have them now.

I don't know if that was uh I don't know if that was a thing from Polar.

It was from relevance, I thought.

Oh yeah, okay.

Yeah, so I mean it is this perceived as a need that we have something that would add something worth worth further work and discussion.

Not if rail events doesn't allow it.

Right, and I don't think I know the coffee truck, well from what I observed at last Polar Express.

There was um there's not a lot of room.

Take we have the our parking is so limited as it is, there just isn't room to put anything else there, and even having the coffee truck um was kind of awkward for the layout.

So I draw mentioning that kind of it did cause issues for the parking.

And so that's that would be the we're limited where we could put a food truck.

It's a great idea, but I don't know what we do with it.

It's probably more trouble than it's worth at the end of the day.

Yeah.

Okay, honestly.

All right.

Um let me touch on number four because I think it's kind of an either-or question.

Um for souvenirs and other merchandise on site and online.

Um is is Tom managing on-site souvenirs?

Yes.

Do we want to look at developing online sales and distribution for merchandise?

Uh I don't know about online merchandise right away, but I think a few little few little things on postcards or magnets or something that actually say BMT Railway.

Um would be a nice takeaway for people.

I don't want to step on Bob's toes by any means, but all of his things there are geared you know, mostly to Virginia Turkey Railway Railway, which's his space.

Yeah.

But if we could have something that says something with our logo on it.

Yeah.

Okay, it doesn't have to be a whole bunch of stuff.

A bunch of funds.

I'm happy to help out.

I know we're not really discussing this right now, but that's all right.

I'm happy to help out on getting these things ordered if needed, because we do at the visitor center, we do very minimal um extra things because we can't step on other merchants' toes, but we do postcard magnets stickers.

So maybe we could what next time we do in order, we could do a small.

So is the is there can is there consensus from the board that that maybe the scope of this initiative is creating a few branded items as opposed to looking at broader distribution.

Do we do we want to break out an online sales thing as something separate for the future, or do we just leave that off our strategic plan for now?

I personally don't think that we have the bandwidth to also add an online element to anything.

We already we just got the website kind of under control.

And that will require a whole new line of thinking and processing and whatever.

So I don't think the online part at that time is a good idea for us.

That's my opinion, obviously.

But I agree with that because I think you know it's desirous when people are there to grab a little heapsteck, and it might not be something that they would really go by and go online at us.

Yeah, if they want an online tube, they can get a custom license plate.

Yeah.

Right.

Yeah.

Right.

That's a good idea.

It's the gift that keeps on giving, because you have to pay extra.

Okay, so so then our thought there is change the scope of this to specifically focus on some uh brand branded branded stuff within the parameters within the system that we've got.

And we probably should I I mean, I don't know, maybe this doesn't matter, but if we were going to sell different a brand, our own brand in the gift shop where Tom sells his brand, then how do you how do you with your books separate and set up?

Right now, is it only set up for his stuff?

Yeah.

If what point is that was used there?

I think he just has a regular, he has one of those um credit card reading machines or it's easy to put in a new line item, you just change it and needed the key.

And then every time it comes in it would go under its own category.

Yeah, that'd work.

Yeah.

All right.

Um could I just follow up though?

If it's one point of sale system, though, Leah, even if you add the additional SKUs at present, I'm assuming that revenue is coming into Tom.

We'd either have to have him send.

Send the check, or EMT has to get their own BNT Railway has to get their own point of sale.

We wouldn't need to.

Or use the one that we use during Polar all year long, which thinks crazy because expensive.

But yeah, I think maybe if we just source it to him.

And have him issue kind of check.

Or a credit.

Credit against this other stuff or something.

Yeah.

Yeah.

Definitely can be.

It can be dialed in pretty easy.

I miss my favorite train.

Yeah.

That's a lot of postcards.

We're still on that seventeen dollar postcard.

Oh, yeah.

Silver inlay.

I'll reach out to Kim who is in charge of the Tom's retail and see how she can work with us on that.

That sounds good.

And if if they say, oh, that seems like a lot, just let us know and we can.

It's not something we're setting in stone right now.

Okay.

Great.

Um item number five uh is is is to provide a common portal for visitor information, coordinated access to information with the VT Railroad.

You know, we have we have this as complete.

Uh my question is, are we satisfied with the state that it's in?

Is it something that we want to refine and develop further?

And we have a new website in the mix now, and I don't know if it's as integrated as we'd like it to be, or if there's further work to be done here.

So it's a leave it or leave it or take it off.

I guess does com what what exactly are we calling a common portal?

Is that just the website?

Is that so it was to be the integration with the DMOs through the site, which is why we have calendar 25 with the new website, because now you can go back and forth between the DMOs and DT uh as well as the film piece, right?

So we have the connections to Leah connections to our film CC as well.

So I well I think uh I and uh if I could, I think the initial, the early was trying to disambiguate between VNT Railroad and VNT Railway.

Um that was kind of phase one was allowing people the the inner interactivity or going back and forth between those, and then I would probably see that as as a second round that we've worked on as the connectivity with the DMOs and the other things.

And technically, Chair, we do have that separation between VNT railroad now, uh candy and and the team, us, him, Nevada State Railroad Museum as well.

So we have the ability to connect to the different people that are involved, the different entities that are that are involved.

So I do feel like we've made pretty good progress.

Like I'm not exactly sure how how else we could expand that.

Well, there is one other aspect of it.

I mean it the website is great.

It does help quite a bit.

That reaches your passenger that's not there yet.

But then when we're thinking about the actual real passenger at Eastgate, there is really literally nothing there that has us, just us on it, not our schedule, nothing.

And so, and I know Sherry's gonna be working on that, but I think that's crucial for us to have our own takeaway so people can is there a rack in there?

There's everything.

I I'm here to tell you since I've got both of you in the room, please bring me everything before we start the season.

And I can set up a whole area that's got Carson City and Virginia City stuff.

Okay.

Because I'm I desperately need it.

Got you.

Okay.

Okay, so if we're so if we're feeling that the online presence is fairly clear and not confusing and allows people to get back and forth or to what they're looking for, then it sounds like potentially a new initiative under the same tactic or goal, which is which is to accompany that with some physical collateral.

Yeah.

For the railway.

Yeah.

And while we're on it, does that does that seem like uh this a this year project?

Yeah.

So we'll drop it.

Drop it into 26 plus I'll call you and see when you're there.

Okay.

Yeah, I'll I can be there any time I only live like five minutes away.

Sweet.

Don't tell me that.

That's great.

And actually backing up to four.

Is that creating some branded stuff?

Is that something we want to we want to prioritize for this year as well?

If you if you keep four simple, I think like a postcard, a magnet, what are the I'm trying to think of.

I did something with our DMOs, like in terms of I think you guys prep the same thing.

Postcard magnets, I'm forgetting what the third one is.

Yeah.

Yeah, for anything to be very easy to do.

The first step, though, I think is her reaching out to make sure that we can't integrate the video.

But yeah, I think that should definitely be looked into more this year.

Okay.

So six is one of these.

Um let me back up.

One, two, six, and seven, I think, are uh are kind of grouped, if you will, in their growth opportunities.

Uh we've done some some work on them.

Um, but I guess the the question is if if we were to prioritize all of these as well as um team possibly, which is commercial sponsorships.

Um it seems like that that's all an additional capacity thing.

And so to me, I think that's probably the broader conversation that is do we have a desire to broaden out capacity to really focus on those things in this year?

If so, then that's something we'll budget for.

And um that doesn't necessarily need to be a full-time person, but maybe there's someone uh contracted on some level that can devote a certain amount of time to developing theme trains, themed event opportunities, cooperative events and attractions, working with lodging properties, kind of all of that connectivity packaging, event type.

It's just like talking about something more along the we're on six, right?

Yeah.

Like something more along the lines of more um like twin trains where that's a coordination between or are you talking more group specifically?

Yeah, it's a good question.

I mean, what it says is packages with other local attractions or in conjunction with other events in the area.

So does a train train is that for sure, and that and that kind of falls under one as well, which is additional theme trains and events.

Um yeah, there's some connectivity.

I don't I I don't see that we've really done much packaging to speak of.

And I to me that's distinct.

Um can we can we could we address seven independent of one, two, and six?

Because seven and eight sort of tie together.

It could be could we take one I could make it just a suggestion because I do have some comments about one, two, and six.

Sure.

That I would like to.

Yeah, we can we can divide it however we'd like to.

Yeah, I just one, sorry.

If if possible.

Okay.

Just on the theme.

Because I I have a couple, if I may, sure.

A couple of thoughts.

So we're in the 250th celebration of the country this year.

I think it's imperative that we do a themed event around 250th, and I'm not uh suggesting that we try to expand the schedule by any stretch of the imagination.

What I would recommend is we take a poorly performing Sunday train and do a theme train since we have the well, we had some statistics about the 100% occupancy uh from our meeting, you know, on the on the thematic trains.

So it's just a thought.

And then I have another uh request.

I'm not sure if this would be appropriate, but when we're talking about uh sort of event opportunities, we're the lead organization on the Dust and Wander Trail, which is an overarching art, history, and culture uh something we're building basically, right?

For Virginia City, Silver City, Gold Hill, Carson City, and Carson Valley.

And I met with the executive director for that particular board earlier this week, and we wound up chatting about the idea of having an event kicking off when we get our app going, we get our railroad spikes in place over the summer months, so it'd have to probably be in June, July, August, September at the latest, because our funding runs out at the beginning of uh October.

I mean, because we have the money within the grant that we could, once I get everything cleared, you know, with the state and feds and all that stuff from a fundraising perspective to have an event and use the train since the spikes are the physical public art, the infrastructure that's tying this whole thing together.

What a cool way to open up, you know, and that could be the Carson City of uh fundraising event, to be honest with you, because we're trying to do one in each community, right?

So just something I want to throw uh throw out there as far as Dave, could we could we save this conversation for the growth opportunities section?

Oh, yeah, because it's a kind of a specific thing.

Okay, I mean it sounds like relating it back to the strategic plan if there are specific event type things we want to do, then then num number one or two, whatever it is, should be prioritized in this year on the strategic plan, right?

Since I would agree, yeah.

And then we can get into some details about that as we get into questions.

Do you want to handle group charter under number well B as well then for growth?

Because I have I want to talk about um groups and charters because we have somebody that's looking to also rent out a train.

So should we do that under B as well?

Um for specifics, yeah.

But I mean, I mean at this point, uh the for me and in my mind the point of the strategic plan is deciding what we're going to focus on and in what year.

And so if these are things we're going to focus on this year, let's put them on the strategic plan as prioritized for this year.

Um then we can discuss them as we get into well, what are we going to do this year to do those things?

Um fair enough.

Because I I think if we if we get down into the specifics, this will be open all day, basically.

Sure, right?

And so um so uh further thoughts on one and two, yes, prioritize them for this year.

For for me it's as I mentioned, it's not super helpful to have it like ongoing.

Uh we can roll it over next year if we if we didn't accomplish it or need to do more on it, but uh if if it is something we'd like to focus on, then I I think we we put it for 26, 26, 27.

Which year are we planning?

Calendar.

Well, this is a calendar year on the strats.

Okay.

It's a little bit different.

But can we put a number behind it?

Could we say that we'd like to add one or we'd like to add two theme trains and maybe we could have better metrics tied to it?

So that way it's I know what you're saying about ongoing, but refine the initiative.

Yeah, but if we try to do oh, I'd love to do the a 250th, that would be really cool.

Um if we could do something around around that, but if we're running 100% and 38% on the diesel, I don't see why we I mean, I know we're not probably there yet because we have the ticketing thing, but when we if we're gonna talk about the pricing or strategy around when when we run the trains, what's the harm in potentially replacing a normal train with a themed train if 100%, 38%?

You know, I don't know where that discussion where you want to have that effort.

But um, you know, I I don't know, I just throw that out there.

So, how does everyone feel about taking taking them number one and and quantifying it into two additional, two additional theme trains, uh, or at least two additional theme trains this year?

As well.

And dropping it here into 26.

Yeah.

And then we can reevaluate for next year and see if we want to incrementally continue.

Yeah.

Does that work?

That works.

Umed events.

Do we want to do something similar there?

I mean, does Twain train count for that?

Is that where is that where it falls?

You know, does it kind of cross over between different things?

Or is this something different?

Was that the fourth of July?

No, this is something different.

Yeah, this is this is something else to do when things are busy.

Yeah.

I think that's when you guys are concerned about or Leah too, but bringing the train up into Virginia City during those really large We want them on those days though, honestly.

Because you want to reduce the number of cars.

Yes, that's we always use it to market.

Yeah, like camels we say, the camels?

Yeah.

We do a big place where we're like, yeah, don't park, don't worry about parking, right?

Yeah, and you can hit the I think this was the first year we actually did that, right?

Because we had to change the timetable a little bit.

Correct.

Did the camel car work okay?

Yeah.

So people could bring their camels for them to that go fly.

I don't remember.

I'm looking at Stephanie because she brought her pet camel gymically.

So do you feel that that did help or not?

On us, we we don't I don't know.

It would be a uh one I remember is um first there was a concern that maybe there wouldn't be tickets for those people, but then it turned out that there was.

I think we just kind of missed the boat a little bit on marketing.

Yeah, we need to start that way earlier.

Um because we did we didn't sell it out.

We had I mean we I know there was a moderate amount of interest in it, right?

And people were happy to hear we were gonna do it, but we needed like much better marketing on it.

And now that we have the new website, maybe we could figure that out now soon so we can have a whole thing on the website for cannel races.

And I when we get to marketing, that's gonna be my something I wanted to bring up is that we still seem to kind of fall a little bit short in terms of uh being out in front of things, and that's that's one instance where I think we already know when the camel races are, we know when any event in Virginia City, it's all set in stone.

Yeah, we can really push to make sure that our calendar m makes sense perfectly.

So then let me suggest pushing this off because this sounds like doing something totally different, or in addition to to have activity at the other end of the line, which something like railbikes may do that, but that's you know, that's so let's not prioritize number two.

We can leave it on but not prioritize it for 26.

Does that work?

Yeah, and we'll just stick it in a future year and then you know could I ask a question?

Uh could I just ask a question?

So on number six, when we're talking about the visitor packages, and I agree with you, Leah on the marketing end of things, but is there not a way that we can work with you guys to create a package that allows you to ride the train and you get a ticket to the camel races or the hospital or whatever.

I mean, yeah, we talked about doing that before.

I can't remember what the holdup was, but I don't think it's that big of a deal.

I think it's something that can easily be done with any event or even attractions.

We can easily talk with you guys, and if you bring a train ticket into the visitor center, you get a free act free access to the Pondo or something like we can easily do stuff like that.

So that goes back when we talk about um growth opportunities, we can definitely discuss that more.

Okay.

Um six.

We we've kind of we solved one and two, six.

Is that a focus this year?

I to me better integration is different for something that's already existing is different than developing something new.

And to me, this kind of more applies to developing something new.

And I think we could easily do this.

I don't I don't know why we wouldn't focus on this this year.

Well so to me, this um we already kind of like take taking the camel for an example.

That's that's already existing.

We can make it work better.

I don't think we need that to me is not what six is talking about because it's kind of already there.

To me, this would be more new and developing other packages uh that don't currently exist.

Well, I think we still need there's some refinement that needs to be done on the twain train, and that's still relatively new.

There's some refinement that needs to be done on the camel thing.

I don't think we need to go beyond those right now.

I think we need to focus on getting those working better.

Yeah.

So in my mind, that would be argument for six not being focused on the COVID.

It's like let's deal deal with internal.

Yeah, I agree with the idea there.

Because maybe then if once we get those to where they need to be, that would help us with something new because at least we have some structures tweaking everything and then trying to yeah, something.

Uh seven lodging properties.

My my questions there, when and who so I have a property here.

I don't know cherry or candy, did I connect the Gold Us West with either of you?

Did um last month?

Did I?

Did I?

Okay.

So the new GM is on my board.

He just got appointed to the board.

Who is it?

Uh Matt Todd.

Oh.

Yeah, he specifically I connected him with the uh museum properties.

Um they want to do, or he wants to do specific packaging with the train.

With the railroad uh museums.

I'm not exactly sure how because his question to me was, you know, why can't I just buy 300 tickets and then put my own packages together?

Uh obviously it's it's not even that easy on the museum side of things because they don't have physical tickets, right?

So they're I put them, I connected them.

I haven't connected here knowing we were going to have this retreat.

And I told them until we have the retreat.

I didn't want to.

Put you all on.

You know, put you guys in a weird spot.

But the beauty of that is once if we were able to do something with one property here in Carson City, I can guarantee you a second, a third or fourth or fifth property is going to want to start doing lodging packages with BNT Railway.

I just don't know how to make it work.

So is the revenue share issue.

Why don't I I explore that?

Oh, send me the I'll I'll connect you with Matthew.

Okay.

Yeah, yeah.

So uh what I'm seeing there is potentially make that one more specific as well.

That the goal for this year is to create a our first.

That would be cool if we'd be nice to get one down here, one up in Virginia City if possible.

I don't know that it is for us, honestly.

But it may not, yeah, it may not make as much sense.

I'd have to.

I just don't see the want for that up there.

Well, you mean people lugging their suitcases up from the train depot?

Yeah.

Oh, that's old school.

I like that.

If you can bring one of the wheels and bride it down to the gold hill itself would be cool.

It's a get off, stay there, jump on the level.

And that property is hard to work with.

Really difficult to work with.

Okay, so we'll refine seven as creating one package.

Yeah, just trying to get one lodging property and that'll create a model that then.

And then we'll steal your model and for two minutes.

Okay.

We can't give stuff away, Candy here.

What are the thoughts on tour operators?

Uh, which is number eight.

Is that is that a growth opportunity, something to focus on?

I just went to um NTA this year in um Ottawa.

So that was interesting, seeing as how much loved America is right now.

But I did have a lot of conversations because, and I think I stated that in one of these meetings that I was going, and then I would make sure to bring up the train situation while I was there, and I did.

And it is still a really big deal for those people.

It's just developing itineraries that work for groups.

And we don't have any pre-built itineraries for anything BNT related necessarily.

I have some on the Virginia City side where you know you go and do the short line.

But I think developing some group specific one sheets that we can send out to.

I have so many contacts with group travel.

I'm sure your office does too.

Yes, it was.

I was hanging out with Steve the whole time in Ottawa.

It's on our one sheet, and uh you're right.

These folks are really interested, but they want the lodging piece too, right?

So maybe that goes in conjunction with the lodging property offers.

Like we kind of make something group related to that.

So there was a big interest, but like I said, those people when you go there, if you don't have a laid out, this is what you would do when you get into town with your group, you start here and you end here, they they're like, well, I don't want to do the work to figure out what to do in between.

So if we built something.

So I think that's something we could easily do for this year.

But I think it makes sense to work it into the la a lodging property offer as well.

The one she would also include information on, and here's where you could stay in the audio.

Any of the operators uh mention the limitation because we only do weekends.

Some and most of them can, if they know an uh when I'm talking to these people, they're planning one to two years in advance.

They're not playing there, that's not something we see an instant return on.

So if we just if they're aware, they can schedule that with zero problems.

Okay.

So and then they also have the option of the short line during the week in the summer, so it's not like they're completely, you know, blocked from getting on a train.

So I I and uh I will just remind us as we go through and talk about all the things we really want to do that we have no staff and one executive director.

So just keep in mind that we can say we want to do everything this year, um, but we probably should be realistic.

I think we've done well in limiting the scope on some of these, which I think is absolutely helpful because it's uh it's much more attainable that way.

Um but just kind of keeping that in mind as we go through.

Can we pop to page two?

Uh so nine has to do with provide regular maintenance to the railway infrastructure.

Apparently, uh, Chris, we weren't doing that in 2021 when we put this plan together.

Just kidding.

Um the initiative was to strengthen strengthen the maintenance agreement.

My question is, is it is it done?

Are we strengthened or is there more to do?

Do we feel like we have adequate regular maintenance?

I'm not gonna believe so.

We got a pretty good grip on it this year with uh everything and Thomas Prairie available with the equipment.

Okay.

I feel pretty confident in that.

Okay.

So to me that that's not really a goal for us to have, and so if there's something else in this vein, uh one that I thought of is is potentially to implement uh improvement projects, which to me are beyond your routine maintenance.

Things like culverts where there's water cooling, things like stabilizing the slope, things like uh a rip track for it to store the whatever that Tom says is getting in the way.

What is it?

The regulator.

The regulator.

Uh so there's some projects that we can do, and if they're in Story County, there's funding for a lot of that uh that we can pull from the rail fund.

We'll have to maybe dip into our own coffers if they're elsewhere, but um to just swap that change that out to the state.

Does that work?

So, I think that's good.

Yeah, that's great.

Maintenance projects as opposed to just regular routine maintenance.

Did you say would you say implement improvement project?

Yeah, improvement maintenance improvement projects.

Okay.

All right, 10 has to do with the making sure we're following safe standard safety protocols, develop an operational protocols to include include safety on the rail.

Um safe.

Yeah.

We didn't have any injuries, did we?

I don't think, right?

No jumpers.

Well, we can't help those folks.

Yeah, but that allows us to pick up additional passages.

We've got some package.

I need as friend to the railroad.

Oh yeah.

Have you seen the thing where like they you name a cockroach after you're after they put it to a bay in the zoo?

All right, let's pull it back.

We're getting a little wild here.

Uh strengthen operator agreements to emphasize safety.

Is this done or we do need more?

I think we're okay.

We're okay.

Could we just drop it?

Yeah.

Are we dropping 10 and beginning?

Yeah.

Yeah.

We're done with safety.

Safety 30.

It's overrated.

Yeah.

Legal government.

Okay.

Uh ensure property and equipment is secure.

So concurrent security and all property and equipment develop solutions.

You know, it's it says complete.

Do we need to update?

Do we need to take other steps?

Didn't we add more cameras?

He's really got a handle on all of that.

We feel like logs and everything.

So I think we're good.

So we drop that one too.

Well, there you know that the building, the smaller building and the problems with that.

Yeah, well, that's not security, that's something different.

That would be a capital project.

Yeah, correct.

Okay, okay.

Is it a safety concern though?

I think they are saying that it might become that.

Yeah.

If that shifts off the right down the hill.

It's all going rotted now.

So number 12.

Strengthen all provider agreements complete.

Can we get out and get it out of there?

Yes.

I mean, certainly we'll look at, you know, when we when we need a renew agreements, look at, you know, kind of overall and see if we need to strengthen them in some way.

Um establish uniform after event reporting in order to analyze event and activity success.

Do we use this?

It's Mark is complete.

Do we have a form?

Do we use it?

Can we do some research and see if we have one?

Sure.

Alright.

Is this just related to the people that put on the event or like sending out things to actual participants?

Good question.

Good question.

I think it could cover any of that, and I don't.

Yeah.

Yeah, I don't think.

Do we send a survey outside of Polar to our riders?

Because we should.

We should have that up there.

Do we?

And not that I'm aware of it.

With a promo code for 20% on the code.

Sunday, Sunday training.

Okay, let's leave it on there.

Let's let's open open it back up and put a checkbox in 26.

I don't think that needs to be heavy.

It's just kind of a guess a check and see where we're at.

Develop partnerships and other cultural assets.

Offer offer visitor packages including other cultural assets.

So that is something that behind the scenes.

I'm continuing to work on that as it relates to not only the two museums in Carson City, but also potentially the museums in Reno as well.

Do we want to put that on a sl a slow simmer?

Maybe push it off, push it off to for a focus in a future year.

Yeah.

Does that work?

So we'll put 27 for now and then just let whatever happens, happens.

But develop volunteer training program, volunteer recruiting program.

I think that's future.

Push it off.

And I'm hoping that because I'm working on a volunteer policy for VCTC, and it has taken me over a year to get it all.

Yeah.

Squared away with all the requirements and stuff.

Yeah, I think there's some heavy work involved there.

Commercial sponsorships.

That's a whole other volume.

Right.

So leave it, leave it that way.

Leave it.

Yeah, that's that's what my note says.

Explore a signature fundraising event.

So again, this this to me is where, you know, uh some sort of arrangement with an event coordinator or event type person to head that up.

That putting together some ideas for for corporate stuff into itinerary, that sort of creation, other specialty trains and those kind of things.

I think having someone who working with Sherry can then go and run with those things and do all the legwork on them.

Maybe worth looking at.

So we can just leave it for now, leave it as kind of an in the future thing.

Um I think the first step would be to budget for and then try to go find someone to do these things.

At that point, we can accelerate all of them that we think they can handle.

Yeah.

Um but at this point I don't think we have the capacity to really take those on.

And the 17 has to do with it, examine the possibility of locals' discounts for events and activities.

Um, we did some work on that last year.

We've had some technical limitations, and uh to me I'd really like to keep looking whether it's family pack, locals discount, but like to see if we can take that another step further to really encourage broader participation.

Um maybe that rolls us right into um let's wrap on this real quick.

We're almost on time.

Are there any new tactics or initiatives that we feel we we need to have in our strategic plan?

Or do we feel like this is comprehensive enough to keep us rolling in the right direction?

Um what about maybe some improvement projects to the uh to the depot, which to me I see is a little bit different, different than track maintenance improvements.

Yeah, it's another capital, but yeah, I think that's for sure.

So maybe it fits as a different initiative under nine, which is regular maintenance to the railway infrastructure, but we can just drop it as a s as a separate initiative.

Yeah.

Um depot improvements.

Yeah, we have a whole we did maybe dropped it.

Originally we had a depot upgrades thing, but we'll um oh no, we do have it.

We do have it.

It's in the morning.

So we'll talk specifically about that around 11.15.

All right, you feeling good with this?

Excellent.

Do we need a break or do we push push on into the specifics of the next discussion on growth opportunities?

Okay, sounds good.

I'll leave most of everything so you believe that.

When you see James come in to take her stuff, but she won't.

Thanks, Stephanie.

All right.

So growth opportunities is kind of a broad term, but um I'm sure each of you probably have some ideas, and I'll be happy to entertain those first.

I'll give you some of the ideas, just uh areas of discussion that were on my mind.

Pricing strategy as far as as what our thought is, and and part of that is the balance between margin versus volume, right?

Is do we feel like like slimmer margins will push higher volume through?

Um given that we have fixed costs mainly.

Is do we feel like like slimmer margins will push higher volume through given that we have fixed costs mainly and so maybe we're better pricing a little more aggressively and getting fuller trains as opposed to maintaining a price level but maybe not getting as much participation.

Uh dynamic pricing is something that we may discuss later.

Okay.

Uh but could could be part of this, but um I think that's that's part of the um third party affiliate discussion, is that right?

I think dynamic pricing.

Okay, unless you want to just talk specifically at a product.

Okay.

Well, yeah, let's so let's uh locals discount kind of part of that as well.

Consistency, how often we run the train.

Some of this, this is hard because some of this is split into the general train ops and schedule type stuff.

And so we probably don't want to delve too heavily into that, but maybe high high level uh strategy for what we're thinking to do.

Um one that I have a question about is how we deal with one way trips.

Um because I uh do we want to only do those on the deadheads on the ends, which I know Tom's not in love with, but uh I the question is are we shooting ourselves in the foot by selling one ways that eat up capacity?

So we're basically locking a seat in at two thirds of normal price uh and giving giving up full price inventory.

Uh not on Sundays.

But maybe we need to be a little more discerning about how we market that, or maybe we only offer it to groups where we know someone's coming in and buying a hundred tickets, it's like, okay, that's worth it because it's one transaction and that lets you turn this full.

We go up there and then your bus meets you up there, and then you're done.

Exactly.

That's why I see it being valuable.

Did do we have that many one ways?

It doesn't seem like it's it's it seems like they've fallen.

They used to be more.

Yeah.

There was a there was a week where someone bought 151 ways.

We did, that was towards the end, and that was I was trying really hard to get um Tom to give me another car that weekend, because then I thought, okay, then I can still you know take build the train, but we would have had to pass the cost on to the group of an extra car, and he wasn't willing to pay it.

So my my my feeling is there may be a way to to me there's value in offering it if it's a large group purchase.

And so maybe we just don't we don't offer it as a people who go on the website and buy those one ways, but we have verbiage that says one way some something that we need them to meet our needs and and and not necessarily take up seats, or maybe we release one ways at a certain point after we see what the loads are.

I I don't know.

Could we because I know I I do I don't get a lot, but I do get people who want to go up on Saturday morning, spend the night in Virginia City, and come back on Sunday afternoon and those are sold as two separate one ways.

So I do get some of those.

And then we also have people with with uh limitations that can only handle one way uh and don't want to be in Virginia City that whole time.

So could we put a restriction like we only have five one-way seats available or six on each train?

And then that way they're they could be sold out.

We wouldn't maybe that would be a side.

I think that's great.

Limit capacity.

Yeah, I think we can look at historically what we've done and set up set a level that we think will meet that.

And then that way when the guy comes along and once 150 of them, then we'll have to say we'll make a deal.

Yeah, make the deal.

Great.

Umly on Sunday.

Um just throwing this in just because there are a few people that want to come up Saturday, Sunday.

I mean, wouldn't that be a fairly easy package we could offer to Virginia City Motel?

Or my I will say that our mergers are not easiest to work with.

No way.

Um but yeah, if we can if we can work something out and put it in writing or whatever, and present it to them with how they should do it, that's the only way to do that.

So then just being like, sure, I'm interested, then we never find it.

If we can come up with the thing, recess if we can have that have it written out of how candy sells this ticket, you they reach out to you to stay or whatever, then we can do it.

But yeah, yeah.

It could be we could easily go back and talk about the packages any time.

Great.

Um the other pieces that were on my mind was streamlining the sales process.

I'm talking about on on the website and making sure as few clicks as possible to get through to actually buy a ticket.

And that and that extends out to, for example, just making absolutely sure that when Regina does a push on socials that it's linking right to exactly what we're trying to sell, not to the home page.

Right.

I mean, just making that simple uh dialing that in.

Um no Fair Harbor dead ends, and to me, uh, this is a broad conversation, but uh top level organization to me has to be by date, because if you go into a type and we're not running it that weekend it tells you nothing's available, now you have to go back out and then uh inquire for the other, and to me, I I guarantee we're losing sales.

I don't know how many, but if it looks like there's nothing, and so finding the a more effective way to organize, and then I had a note from the past about the Fair Harbor wait list function.

Are we using that?

Can we implement it?

We did it for Polar.

Okay.

That was great.

I loved it.

So I'm sorry, that was a big laundry list, but that just to give you some of the things that are on my mind, but I'm happy to hear what else is on your mind as far as where our growth opportunities are, and I think specific since we're going to discuss Polar separately, maybe we're specifically talking about regular seasons special event trains that are kind of within the sphere of what we do already, wine trains, that kind of stuff.

And then um, can I ask you a follow-up question?

So when you were mentioning about the e-newsletters, so we did specifically on the website.

Uh I'm trying to think of the gentleman's name with Fair Harbor.

Who is that?

Kevin.

Kevin.

So I know Ryan from KPS3.

He and I were together to identify the individual links for each type of train, right?

Where it where you come off of our site into I know what you're saying about having a back out, but but for the e-newsletters, if the newsletters themselves are helping to drive specific weekends or weekend or a specific day on the on that on a particular weekend, there's no reason that we in the newsletter setup with those links, we should be able to get them right to the specific page on our site, and then they can it's just a one-click, right?

So I'm not sure not sure why that's not been happening because that was half the reason we created this specific links was for any outbound marketing purposes, not just to help us with the website, but it was for for future marketing purposes as well.

So I don't know what's going on.

Well, I can't speak to the e-newsletter.

I I specifically noticed it in in the season on social media posts that may have been corrected towards the end of the season.

We can ask Regina.

I think I all brought it up and then maybe fixed.

Okay, yeah, okay, okay.

I think that's uh why we had such low Sunday count because we didn't realize that that was happening.

I think it did get fixed.

Okay.

But I do know, and I have to talk to Kevin again because it's confusing to me too, because we have to do a separate, I mean, for each type of train, because it's a difference in price, it has to be a separate whatever.

And so that's why if you pick a Sunday that's a Steam, but you want diesel, it's gonna look like you don't you can't go, and we can't.

I know there has to be a better way to do that.

Yeah.

I know there is, I just don't know what it is.

Yeah, I and I'm not an expert on this, but I think it has to do with the way they are sorting, and the top level sort needs to be date, and then the second level sort needs to be type.

And I think we right now have it reversed where it's type first because it's different pricing, and that's why it doesn't show the one or the other.

Whereas if you first search by date, then it shows you all the types that are available on that day, then you go type in and you know, and you drill and then you're in.

Yeah, is that that uh you remember how he showed us that we could actually rebrand that initial calendar, which we didn't even know was available to us?

I'm wondering if that's well, and that is that is the way to go get around it.

Okay.

That calendar.

Because you just click on your date and it will show you what's running that day.

So I almost feel like we're gonna be able to do that.

So it's there, it's just making it more visible, and I can't remember.

Well, and and maybe we can shortcut it on the site itself that says visit visiting coming to visit, yeah, check what's available on your day, and it links right to the calendar.

But you know what I mean?

Just uh because I don't uh certainly not advocating for getting rid of the different train types because some people that will really be that will matter, that'll be what they prefer, but ways to go straight through to if I'm already planning a visit on a certain day, let me see everything that's available on that day.

Yeah, we just gotta figure out how exactly because it we didn't even know about the calendar until it showed us, he's like, oh yeah, you can put your own branding on here.

Well, like, first of all, what is that?

And two.

Wait, we can actually make it look like it's integrated in our site.

Almost not I frame, but akin to an iframe uh solution.

Because I was like, oh, it would have been nice to know.

And I think we did it.

I think that's what we were doing for Polar, too.

I think we just have to figure out what's the same.

What's available?

So I know it's there.

Right, right.

Yeah.

Maybe he he can he work with you and Jerry to try to switch that out for the regular trains.

Not I mean, I know we have the polar piece, but for all other trains.

I know we can do it.

I I I just um yeah, definitely.

I think it's there already.

Yeah.

And I think our links will still work.

I think it's just that for specific types, right?

Like I I think we're okay there with the case.

Well, you know where the little book ticket button is?

Yes.

When you click that, it should take you to that calendar.

Yeah.

That's where you should go.

I think that's a place to see.

Yeah, so you can buy your ticket.

So when I click on it, it gives the different types, and there's a search by date up here.

Yeah, there's a lot of things.

But it's kind of a totally different view.

It's kind of calendar.

And right now, which is like what I've been tearing my hair off trying to make happen, but isn't is you shouldn't be able to click book now at all.

That should not be on the site right now because you can't book right now.

Oh gosh.

And it's just I can't seem to get rid of it.

Well, can so can you Cherry?

Can you just hide that?

Because that's a CTA, so I would just deactivate that because it's a call to action, so I would just simply deactivate the book now button.

That's pretty simple because we haven't set up as a ZDA, so we can turn it on.

Yeah, I mean that should be.

I mean I think I think in an ideal world we would have we would have a a page, like an error message type page that says we're not active, we're not currently selling any tickets.

You know what I mean?

A message that tells people that should be that topic.

And that's it.

It says that that's okay.

It does.

Yep, yep.

No, I mean that looks like we just hide this button.

Yeah.

Well, I mean so that way people aren't frustrated by going into the right.

Yeah, that might do it because we have the messaging front and center.

They're like, buy tickets.

Oh, regular.

Yeah.

I to me I prefer to leave the button all the time and just have it very specifically send them a different message.

Like it just either pops up or takes them to a page.

I think you're gonna get more call phone calls if there's no way to buy tickets to book.

And then you go, hey, I want to buy tickets.

Then it'd be book and nothing's tickets will proactively tell them what the situation is and when they can come back.

So you want a page created in terms of redirect, because right now that directly does integrate with Fair Harbor.

Yeah.

So we'd have you'd need a landing, a new landing page.

Yeah and then take them there with particular narrative.

Yeah.

That's not a bad idea.

No, I like it.

Yeah.

I mean, I deactivating it.

Yeah.

Hopefully they will look around and go, why is this not active?

Right, right.

Why can't I do it?

And it's fine that it says regular season tickets will be on sale.

But um well, uh Sherry, perhaps we have more information about the training excursions.

I mean, is that oh, it's our base page shoot.

Okay.

Yeah, it would really be element.

Yeah, because the problem is once you get in there, now you're back to book now.

So you're right, you need a it have to be a new page with no ability to book off of that page.

Tickets go on sale.

Just to have it say tickets go on sale March 13th or whatever it's gonna be.

Yeah.

Do we so when you talked about or you were asking about the wait list thing.

I guess it doesn't make any sense, no, because people are gonna want to know what this never mind.

Yeah, you know, and and that landing page should also have a subscribe to the newsletter.

Yeah.

Uh a link to that, you know, if if you want us to remind you right?

Yeah.

Yeah.

Click here to subscribe, and now we were building that list and that interaction.

Did you mean a wait list for regular season though?

Is that what you were?

Uh I found I found a note on a past uh something that's that talked about if that Fair Harbor had a wait list function, and and we had made a note that we wanted to explore or implement it.

And that was for polar.

But I think for regular season, because we so seldom sell out, we don't think we need it.

But we really didn't.

Hey, don't say it couldn't happen.

Well, it was like I think it was trying to get people like pro we can't do pre-ticket sales, right?

Obviously, because we don't want the schedule is, but to your point, those that were interested in buying tickets, like that e-newsletter, hey, tickets are on sale, getting them that communication right away, not losing that connectivity with those actually.

But even but I I mean even if even if we're pre well, wait list, yeah.

We probably don't want to we don't want to get into that, it gets messy.

Yeah, because of the dates thing, because we don't know the days.

I mean that's the one thing that sucks because it would be really cool.

Right if we could take reservation, take reservation exact.

I mean, because we could be selling tickets upon conclusion of the regular season all the way leading up into May, but then we would have to that means we would have to get a schedule going in the fall of each year.

Which if we were really wanted to think this through, think this out, right?

That should be a goal, I think, is to have the next season's schedule done sooner.

Because imagine the tickets that we could be selling while people are thinking about stuff over the course of the winter and spring months.

That'd be really cool.

And one of the sooner for sure.

One of the challenges of going too soon is the DMOs have not finalized event schedules and those kind of things.

So when does that usually happen?

We try to have them.

We try to we start with the initial by no end of November, middle of November.

We try to get them done in October, it never works.

So we get them done at the end of November and then they're finalized in December at some point.

So we're really pushing it, but that's because we have a crap ton of events.

Right.

But even if we can just push up, because we we kind of go dark typically around that time, but if we could just build into our cycles that we're uh if we can push up ticket sales even just a couple months a month or two, right?

I agree.

Yeah, yeah.

So when you say pre-sale, not sell just reserve or no, we I think we kind of got rid of that idea because it's it energy to the level of complexity that's so you just that they would have to go on sale earlier, is what you're saying.

Yeah.

This is an alternate idea that we're like, well, if you can't pre-sell them, sell earlier earlier.

Frankly schedule for the beginning of the summer is already built last year.

That's true.

Yeah, it's already there.

So I mean limited availability.

We might not have our inventory something.

We can have to change it.

We'd need yeah, we need to notice that.

We need to tell you know, we as people are going in, they need to know.

See, this is the hard part.

Yeah.

Like most people work on a calendar year and we work uh a fiscal year, and most people wouldn't get that.

And we'd have to set prices and all that early.

Yeah.

Well, we would just have to know that it's car pricing is going to go through 30th and then July 1st.

I I think we have the pot uh potential to really confuse people if we're either only selling through June 30th, right?

Right.

Because that's only half of the season in their mind.

And they're gonna but I but I I I I think I think it's attainable for us to move all of our stuff, just compress it a little bit to get regular season schedule out there.

Doesn't mean we can't make changes after our strategic retreat if we need to, but you know, with with particular promos or whatever, but so we could have the schedule published, just not sell tickets yet.

Is that what you mean?

No, I think we can do both.

I think the idea is we as Sherry says, we already have the beginning of the season planned, which means we just need to lock in the second half of the season earlier.

If we can get that done right after like new year, right?

Some somewhere around the new year, then we have the potential to get tickets on sale mid-January.

This is a conversation we need to have with the marketing team too, though, because they're the ones that will be building all that to make sure that they have the capacity to do that at the beginning of the year.

So when they come out.

I do have some thoughts on on integrating more completely with the DMOs and and our marketing team that I would like to talk about when we get to that.

But this is definitely something.

I love this idea.

Anytime we can have tickets on sale, obviously it's the best.

Anytime you can sell anything.

So less downtime of not selling tickets.

Yeah.

But there's a lot of things that have to come together for that to work.

I believe is our plan would need to be developed in the fall then to kick us off after the holidays.

And that involves more money at that time and more work on our vendors.

But it's not a bad thing.

No, I mean, if we're thinking about growth and opportunities and potential, this definitely falls underneath a way to drive some early or ticket sales.

But then that lead time also allows us to see how we're pacing for those trains by two extra months, and then our marketing can adjust and shift.

That'll when we get to the dynamic pricing strategies.

Now we actually can have our pricing strategies built in around that lead time too.

So we're not reactive all the time.

We're a bit more proactive.

I think we've done better this year than we have in the past because we brought it up at the last retreat.

Sure, sure.

We can still be better at it.

Good.

Well I think I think that that's a uh we we've just had a pretty productive conversation because we've come up with an approach on um potentially boosting ticket sales through making them available earlier.

Of course we have things to work out.

Uh a way to address the one way danger, if you will, that's just offering limited capacity.

Leah, what was it you said you wanted to talk more about?

Um when we get to the marketing part, um I have an idea.

It involves more meetings for some people.

Which sucks.

But um in order basically I want to talk to the mar all of our I want all of our marketing teams mine, but uh our gentleman, yours, and our people, which Melissa is on all both all the teams or whatever.

I need them to get together more often and actually be aligned in what they're sharing and do and putting together and make a quarterly meeting even where they just get together and say, okay, what's coming up on B and T, what's coming up in Carson, what's coming up in Virginia City?

How do we integrate all that into one solid message?

Because right now it's more like Candy will email me something and I'll be like, oh, our team needs to know.

Like they should be talking to each other because they're marketing each other's stuff.

So I nominate Leah to lead that all in favor?

Yeah.

Who doesn't have enough meetings on their plate?

Oh, you do.

This is a volunteer at the junior in.

Very good.

Um thoughts about um pricing strategies.

I don't even know what our prices are.

Yeah, what are we doing?

What are we charging?

What are we charging people?

Um cut Sundays in half.

No, this one.

I guess second pages are okay.

It's this one, this one right here.

Oh, I didn't get that one.

Oh, yeah, that's for you.

Yeah.

Yeah, I agree.

When you're providing a different experience or an elevated experience, people are willing to pay more for that.

If it if there's a perceived sense of value or you know, that's different than I even think Mother's Day is well myself, but I think we need to make Father's Day more money too.

Yeah.

Because we we do special things for dads.

Agreed.

So it should be just as much as a Father's Day.

We have a Father's Day trade.

We do, but it's it's a little low-key.

Treated treated as well.

I don't even know.

Well, you're not father.

We should make it happen.

I don't know and I don't have one of those events.

Our marketing is so targeted.

Yeah.

We don't waste a nickel.

People without that.

Don't get to know about it.

It's a special trade.

Well, so one of the things that's been on my mind is is this, you know, um the diesel people are looking for unique experiences.

And the diesel is much less unique than the steam train.

And what I mean by that is you can ride behind a diesel locomotive on Amtrak.

But ours is a vintage diesel.

Right.

It's all in the marketing.

So different.

I know.

It's an army yard pusher.

So cool.

It's just sad because other than that, it's the exact same experience.

Just every bit is much fun.

Right.

Yeah.

Right.

But uh, you know, so as a society, we've gone to we want something that's unique or exclusive.

And so, you know, I struggle a little bit, but I I don't, and and again, this is you know, a conversation from when Tom's here, but I don't I don't know if we're equipped to run Steam all the time.

I don't think Tom.

With the maintenance and things that need to happen and and all the all the work and things.

Um I've been leaning on him to try to get his rail bus done so that that's another thing that you put in the mix.

But he will he texted me, he'll be here after lunch.

Okay, great.

So looking at kind of the pricing on what we've got, so one recommendation is f Father's Day coming up, maybe matching Mother's Day prices.

Um Father's Day is a regular.

Can you bump that up to at least 75 for mothers and fathers?

Sure.

I mean, I think we would have probably more.

I mean, let's talk overall pricing strategy.

I mean, I guess that's really the question.

The question is that you know, if if if we're running 68% steam occupancy and 31% diesel occupancy, is there is there wisdom in raising prices?

On the regulars?

I don't think so.

I was just talking about the special ones.

The special, yeah.

No.

I mean, I don't even know.

I think we should reduce prices on the diesel.

So we have more people.

Like a $50 ticket?

And the diesel is a 40.

You know, if it would um we get more people.

You think it would and we could market it like we used to market it for like grandparents or families or whatever.

Bring that spring the kids day or that's yeah, uh so there's a question around uh around broad based lower pricing versus purpose specific or getting some certain action out of people, right?

So do we lower it across the board, or do we offer the ways for people to get that much lower price, but has to be in a way that does something for us.

Either more people in your party, uh so we have fewer transactions, the groups that we're dealing with, or whatever it is.

I don't I don't know what it is, but from a strategy perspective.

I think we should lean on Candy here on this point.

Do you think you feel that if we lowered those prices there would be more tickets sold?

Well, I do for the the diesel, especially because it's only five dollars cheaper right now.

And so people are and and the thing though, what you have to keep in mind is locals know this, and so they're only gonna want to go on the steam, because they're local.

But visitors who have planned the trip to the area have no idea what the differences are beforehand, and so they um we have to have trains running that day.

The more trains we run, I think the better visitors we're gonna get.

And so I just think that if we if we could just lower it enough so that it would encourage our local families, because that's what I hear is well if you've got three kids and you're asking us to make you know that's too much money, but if you lowered that diesel um to a s a a more affordable price for groups and families, I think we would I just to me, and I'm not any kind of financial expert, but to me it would be much better to have full diesel trains and one car.

We had we had one car last year, which was is there a reason that we don't offer group rates and not group big group, but like family groups into that.

And the structure on how to actually sell it was challenging, which is why we came up with the 10%.

Yeah, because I we have we've kind of do something similar in the visitor center if you have a if you have a certain number of just a second.

Yeah, sell apartments.

No, no, you're kicking it.

Don't eat.

Yeah.

I mean what if we just discount kids' tickets?

Or you know, up to five is free, and to twelve is I I mean, I don't know, but much bigger discount.

Much bigger, yeah.

I think the discount on the kids don't want the eighteen year olds that want to be a lap baby walking in the sitting on the lap.

I think that's a child.

That could be a way to do it too.

High.

I really do.

I would look at this when I have younger kids, I'd be like, whoa, what is my kid, my eight-year-old kids getting out of it.

High limit on kids is two to kids are two to twelve.

Yeah.

Two to twelve.

Or is it two to sixteen?

I think it should be two is low, I think.

Like they a three, a three-year-old, what are they?

Well, I think the thought is they need their own seat.

Yeah.

And we have a campaign forthcoming about the lap baby situation.

Oh, yeah, that's right.

It's TikTok and all right.

Yeah.

Anyway, I think that the cloud tickets are too high.

Okay.

So what if we do a modest child reduction on steam and a major child reduction on diesel?

Yeah.

Yeah.

So what if it's like I don't I think I'm going to be honest, I don't think the steam is that bad.

I know because it's already a $20 discount.

Right.

So maybe try weaving that.

Because people are paying that.

They are paying it.

But the diesel child is way too high.

So if we come down on adults for diesel some amount and come down more for kids on diesel, what are what do we do in there?

What do you throw out some numbers?

What do you think sounds?

Like 50 for adults, 25 for kids, half off for kids.

That's good.

I think that might be an incentive to get more people to ride.

Because the reality is.

And as long as they're marketing then follows that up.

Mm-hmm and says, you know, big families you want to take your kids.

To do it.

Yeah.

Right.

Yeah.

And then 45?

What's that?

Yeah.

Seniors and veterans give them another five dollars off.

Yeah.

Um because in reality, based on this last year's performance, we could triple the number of passengers.

So and maybe we are um maybe we call them something different.

Maybe it's like the family special train or something like that.

And then in the description it says that it's diesel.

Right?

But it's not just diesel train.

It's this is the family special train.

Yeah.

Or family day training.

Oh yeah.

I'm sure you can go over some way better than that.

And then we'll have to get a different conductor for those days.

Yeah, crabby conductor.

So would the child ticket be or fund up to twelve and two to sixteen.

Well, what's the question?

Child two to two to twelve or two to sixteen.

Sixteen.

Why wouldn't you just round that up to seventeen?

Under eighteen?

Under eighteen.

Yeah, I mean, like what are we?

Why would we argue over a seventeen year old versus a sixteen year old?

Because a seventeen year old will argue back.

Well, 14 year olds, the 12-year-old, the 13-year-old, the 14-year-old.

17-year-old can be two.

Well, that's a good point.

17-year-olds can drive out there and ride without diesel.

Well, uh well, hypothetically a 16-year-old if that license is quite a good idea.

I was just trying to understand the logic behind.

Yeah.

Are we trying to deal with the lap children in the same argument?

So you're you're under two is a lap child.

And we're def gonna define that and uh articulate that in our know before you go.

We do say that.

It's not as much of a problem on as like not like polar.

I mean, only on those rare occasions when we do sell out all three cars, and then we have people who have kids they're trying to that they didn't buy a ticket for that they're trying to that's not nearly as mad as sorry, should should it be three to eighteen?

Two-year-olds you need to buy a ticket for, one year olds you don't.

Zero zero to twenty-three months.

Is that how we do it?

Yeah, to twenty-four months.

I feel like eighteen's too old.

I really like 15-year-olds should have to be the juvenile.

Yeah, or they're they're adults.

Yeah.

They can vote.

I I think under yeah, sorry, I was saying under eighteen.

That's keep the two to seventeen, so then if you're up like you said through twenty three point nine months, then you're a lap child.

Yeah.

Unless you're a really big lap child in which we can assess that at the deep.

Or you could say, well, will you?

So did I hear fifty, twenty-five, forty-five?

Is that the structure on the diesel diesel deal?

That sounds good.

Okay.

I would be much more incentivize to to buy if I saw that a kid ticket was half the price of my ticket.

Yeah.

Rather than just 50 bucks off.

Now, um what about one ways?

We had just one price.

It was not very different.

Uh it's it's not a big reduction from fifty.

I don't think it should be reduced because you're still getting the the the train experience and you're going up into town and getting that experience.

I think for I almost think it could be 50.

I was going to keep it the same price if we want to discourage.

Make them pay 50.

They're taking a seat.

Do you point out?

Because they're taking a full seat.

Yeah.

And you can't book.

Correct.

There's really none going the other way.

Oh, so you're sometimes there are, but I make it 52.

Oops.

50 for both steam and diesel.

50 instead of 40 for one way.

So I think what we had kind of decided on was we're going to limit the number that were available.

So it's not going to be a I mean, it's going to be a fairly small pool.

Um maybe 45.

Then it's a little bit of a discount from.

Can I ask a question?

Are we?

Did we know is it the same price for steam or diesel?

It's 40.

We didn't.

It's 45 days.

Regardless of steam or diesel.

Oh I think that should be different myself.

But I didn't realize that.

I I thought.

Okay.

Yeah.

Well, we were talking about.

I don't know what the that limit would be.

I don't want to eliminate one-ways.

Right, right.

Right.

But to avoid the situation that we have selling 125 one-ways last summer.

Right.

Then maybe it could be, I don't know.

20.

That's all we have available for each train.

And then that will never be a problem because we never, I don't think other than that one and all.

Yeah.

I think we can look and see what the biggest number of one ways we've had and then go from there.

Set it somewhere in the so we leave one ways, we raise it a little bit.

I I would, I mean.

To me, since it's a small portion, I'm not sure if the complexity of having two two-tiered pricing for one ways is worse than.

Yeah, we have to do it.

I think it's I think just leave it.

Leave it, but if we need to raise it, raise it a little bit, or just leave it where it's raised.

Or maybe we leave it at 40 for now, see how this new thing goes, and then if we notice anything different this time next year, we can address it.

Yeah, okay.

That's good.

So Toast of the Canyon, what do we want to do there?

It definitely needs to be way more than more, but more than $55 for sure.

Everybody told me that.

I agree.

Yeah.

Because we do a good job on that.

Yeah.

And you're selling it out, and you've got a wait list on that stuff, so there's no reason you can't press 75 or more.

Yeah, do the same as the mother Mother's Day.

Yeah.

$75.

It's just a special train.

So you'd like to.

Was that what we're doing on Mother's Day?

Because we're at $70 right now.

I bought my own.

I would do $75 for that, $75 for Father's Day, $75 for toast.

Yeah.

Try it.

If we see a big, a drastic decrease in want, then we can on the fly for the next one.

You can lower it.

Alright, but no two buck chuck on a $75 train.

Yeah, no, it has to be good.

Three bucks.

Good booze.

Three button babies.

Five bucks.

I think it is five almost.

Two bucks doesn't exist anymore last time and tastes and everybody they we were first class.

Cool.

Sweet.

Water bottles for everybody.

Yes.

Reuse.

You know, we just have them give them back when we refill them.

The only problem we might have is they might want bigger glasses if they have to.

Oh, yeah.

Times are tight.

We're cutting back.

Bigger pores.

That would be cool.

I also that is another I meant to bring that up when we were talking about growth opportunities.

Um we're still talking about good news.

We're still talking about good bags.

Oh, yeah, we are.

Uh we definitely need to consider actual swag.

I know we've talked about it before, but when I go to these um conferences or or we meet with RTT or whatever, we should have things that we can hand out.

Doesn't have to be anything fancy, a water bottle, a post-it note thing, like a train whistle.

A train with no meeting.

So abused.

But it's something that I think, and I know we've talked about this before.

I'm pretty sure maybe last year we talked about it, but every everybody that I meet, yeah, I have a card, but my card says Virginia City.

We don't have any whatever.

Like I need something to be like, and I also represent the train or whatever.

And if it's a post-it note with the phone number and the logo or whatever, it keeps it.

So just something to think about and look into.

And those things are so cheap now.

And once again, I'm happy to order on and with an order for Virginia City, so we can drop the pricing down.

So here's your fridge fridge magnet with our timetable and Dr.

Hatford aware while she's going on that.

Alright, everybody.

And that's on the tourism hat.

And then put on my climate's hat, and then put on my so yeah.

Anyway, so if we can look into that, that would be helpful for all of us.

Alright.

So we're feeling good about the pricing stuff we've got there?

We could we go up on the in-demand stuff.

Yes.

We come down significantly on children for the diesel.

Down a bit on the other diesel stuff.

And we didn't really discuss it, but is $60 good for Steam?

Does that need to change at all?

Go up?

I think we can 65.

Yeah.

Oh, I like that.

I just do you think so, Sherry?

65.

I mean I don't know.

68% capacity.

Yeah.

Do we have to do that?

That's what I'm saying.

I don't know.

We just didn't talk about it.

So 62.

6125.

I I'm I'm for leaving it just because where we're we sit with the sales.

But I don't know that.

I mean, if we just bump it to 62, I think we would see in our growth, we see a bigger jump in somebody saying, oh, I'm going to go to Virginia City and Steam.

Did they really raise 18 value?

But I I don't think it's about if we raise it or not.

I think it's perception of value in the market.

Again, discouragement of groups, you know, that when you start adding it up.

Yep.

Okay.

We can leave it.

Until until we're running mostly full trains.

And then it's $100 a pop.

Got it.

And we're leaving the Steve Child price to say at 40.

Yeah.

Yeah.

Because it's $20 difference.

I think that's a good difference.

Yeah, I agree.

I bet that'll make a big difference for TC.

All right.

What else on growth opportunities?

Did you want to talk about specific events?

Would I?

Yeah, absolutely.

I think it's the deal.

On the group side of things, so this is outside of tour operators or motor coach operators, so we have a family that's coming the Western Medium meeting of Edmund Bright's Association coming in Corsair City.

He was a for uh their ancestor was a person mayor of Carson City.

So they specifically reach out, students working with this group right now, and they've specifically reached out, uh, which is good timing uh as it relates to the mint.

So I think he was the first guy that ran the mint or something.

I don't know, a whole bunch of history with this with this fellow.

Uh they want the railroad museum, and then specifically they asked about the VMT train and trying to work that into the overall time that they're here in Carson City.

So my question specifically on here's a family, it's 20 to 50 people.

I don't know exactly where that would land, right?

But how do you want to handle these types of uh groups of people, I guess, and not a tour operator situation, but uh one off.

Do you come into Sherry, coming to you, and then you would work out pricing?

Um because they were and I don't think they're super concerned about the price, but obviously if there could be a slight discount, that would be super, you know.

Do they want to come on a regular train day or a separate day?

So they are comfortable to come on a regular regular train day, obviously.

The problem is we don't have the schedule.

And so this is this goes back to the timing of schedules because we're also Stu also has other folks on the tour operator side who are looking to potentially do the train this year.

The problem is they already need to know what the schedule was in order to tie their tour group in.

But we don't have it, we we couldn't give it to them, right?

I mean, so uh they seem like they're okay on a regular run.

You know, we just need again between 20 and 50 tickets.

But are we gonna come up with some sort of pricing, or are we gonna take it on a per group per family basis?

I guess that's the question because I stew can't really speak to this, right?

ABA NTA when we get these one offs like this.

I I just would like to have a process in place, right?

If that if that's possible.

So I feel like that's something it would be nice to come away with one of the group.

I I send them straight to you send them to Canteen.

Yeah, I've been handling them in I I don't know where I I thought that the rule that you guys had done before was a 10% discount on groups of 20 or more.

And so that's what I do.

Okay.

So groups of 20 or more.

Right, to get a 10% discount.

And then if it's um if they want to have a car off of themselves, that's 70 people.

Okay.

So if they want to buy a car, it's would be 70 seats with a 10% discount.

Okay.

Okay.

And and I did for I think we forgot to tell you guys at the commission meeting.

We do have a charter on May 2nd.

Is the um the Carson Tahoe Hospital?

They do it every year.

Yeah, well, they didn't do it last year.

Yeah, existed.

But yeah, we've got them again this year, just so that you are aware of that.

And any groups you can send to me, because then I can I can help them figure out what's going to work best for them, and and if they wanted to do like the Rdell May or all that, I can coordinate with Tom and find out how much he's going to charge and and I can't.

Are we a part of that?

Uh how much of how much are we receiving for that charter on May 2nd?

I don't know.

Should we be a part of the discussion?

It's not going through Fair Harbor, so I don't know.

So who chose who determined how much was being charged without our involvement?

I don't I thought that he did talk to you guys.

I know nothing about that.

I I have an issue with that personally.

So they're running out the whole and are they using our 18?

No.

But they're on our tracks.

Or on our tracks.

So it doesn't need to be a good thing.

But you should be involved in that to understand what's because he's going to bill us.

I mean, so yeah, I don't know I'm not sure I didn't know anything about that.

But I don't think he does bill you, but I don't know.

Okay.

No, yeah, as far as I understand, there's no arrangement around the use of the tracks.

It's only the use of the equipment.

Yeah.

It's kind of a sound's collecting the revenue for running a train on our tracks.

I think that's how it works.

I think that needs to be your track.

Yeah, probably that doesn't maybe it just doesn't make sense.

Because that may second is a Saturday.

I can't believe you would.

That seems that's how it would go.

I can't remember.

I'm sure that I haven't heard anything about it either.

So let's put a pen in that one and discuss it.

Yeah.

Okay, so for right now, groups.

I'm gonna let my team just connect them directly to you, Candy.

Okay.

So and everything will go through you, Candy.

Okay.

And then on the and are we fine with the standard 10 per 10% off groups of 20 or more, then that sounds very good.

Yeah, I agree.

Um just to put a little bit more confusion into the mix too.

If a group ever wants to go do a ride, and also never mind, we'll talk about this later.

I don't want to go, I don't want to get into it.

It's gonna take a minute.

Never mind.

Uh so is this so does I just want to make sure that the site that we have experienced?

Oh, for groups.

So we have the group experiences, the corporate events, private charters.

Okay, so that's where that form comes in.

Yeah.

And you're getting those candy?

Okay.

But yeah, rather from a handoff perspective, like I don't want to lose because I feel it's all about relationship, right?

So like if Stu, in this case, I think he should connect you directly, you know, because we're doing the same thing with the museums, right?

Uh, because we don't have the bandwidth either to to be packaging stuff, uh, you know, like this, but we help to connect the dot.

So you know, Stu basically does a handoff with the family, the Rice family.

Candy's gonna be your person as far as you know, booking the train, obviously we don't know the dates yet, but um okay, okay, yeah.

Yeah, because I do think you guys are as I had said at the last meeting.

I pushed the train as far as chartering it, you know, renting up the whole train, you know, renting a whole car or whatever.

That was one of the three things I provided to RCBA to Katie, you know, as far as luxury um upscale, you know, experiences here in the Reno Tahoe territory because I I I think that's just such a cool opportunity, right?

But I but I said it can be more than just renting out a car, renting out the train if they want to have a lunch on it, right?

I mean, it needs to be more than, right?

I just want to make sure that we have the bandwidth.

Yeah, so that would be to accommodate that.

You know, so that's what I think people are truly looking for is as an experience like that.

You know, it's different than just buying a ticket and running the train on a Saturday or Sunday.

You could have a dinner, you could have a lunch, you could have a breakfast.

So I mean I didn't take it super super deep in the weeds on that because I figured that's something that has to be discussed here, right, from a bandwidth perspective.

But Katie, they did move that forward as an option uh through ADA.

We also did one mentioning the train either short or long line.

Um the dark skies has become a huge selling point for Nevada.

And having a an open air, the open car where you go out at a certain point into the canyon or whatever, and it's where it find the darkest spot, have some stargazing stuff.

That was something we kind of pitched too.

But once again, we didn't bring it to the we just said it was an idea of something that happened.

So that could be another option for a cool train if it worked.

It's hard because you have to coordinate everything by that.

Yeah, yeah.

And it so far, I mean, and to my I'm trying to think we've never catered a meal on the train on the regular long line.

Oh, just like a regular.

Oh, right, no, because we would take them into the d uh, the gold hill or the uh freight depot.

So when we did those via or the gold hill depot, you're right.

They had lunch or dinner, yeah.

Yes, it's never been never been on the training.

So it's not like we can do a dinner.

I mean, the Jersey Lil could be a a dinner car, but we don't have any way to keep food warm.

Right, you know, the so that is a destination.

And there's a lot of things we could do with that.

I mean, we could take people to American flat and let them have a picnic or two s'mores or whatever, yeah.

Yeah, yeah.

Okay, hear me out.

High rail taco truck.

Yeah.

Take it onto the back and do you climb out on to set high railway?

No, no, no, no, you gotta stop.

But that is so okay.

So that is something.

Is the depot still is that even a puzzle is an option or not?

So that adds another, that's what I was gonna say earlier.

It adds another layer of complexity to it because if groups come in, say most simple example is weddings.

People want to start on the train, they go through candy, but then they have to come to me to rent out the depot.

Like, and it gets very convoluted sometimes, and so I think we probably should communicate more on like an actual package with pricing.

Right.

Because I always feel that I'm not super available to like drop everything and take them on a tour of the depot.

I and I don't have a lot of staff right now that's dependable.

And so I have like there's this gap on renting it.

But it is definitely available and it's definitely packageable and it's it's amazing when it works.

Yeah, there's also the issue too of people still complain about getting off at Gold Hill Depot.

It's not it's not they don't like it.

Yeah, they don't like getting off there.

Too big of a drop.

Yeah, yeah, I think it is.

I'm pretty sure it is, but yeah, maybe we should uh talk to somebody who knows how we can get that move forward.

I'll let you know if I agree with that.

Aren't there two others?

I mean you're not getting easy.

I do know both of them too, so yeah, but um but the depot is definitely underutilized because I've been it we have to winterize it um usually like end of October through May almost because it does have lots of issues.

It's got no siding and whatever, it's very cold.

But it has fully usable bathrooms, it has a non-warming kitchen, but people can cater out of there.

Um it is nice, and I definitely think in talking about packaging, it should be included in something for groups.

Yeah.

Can I just throw up one other thing just with opportunity?

So uh that uh dust and water train that I was mentioning, doing something as a fundraiser, you know, renting out the train, you know, for a day.

Is that something that you all you know see value in or us?

Um you know, obviously make it worth the commission's while, right, financially to do that.

But I see that as a way to not only help this new nonprofit, help uh obviously it's promoting the rail uh line as uh you know in Virginia City, Carson City will still work in Carson Valley, of course, as you know, as a part of the overall uh concept behind DWT, but is this something that you all are open to?

Is that something that you all are even open to I mean in terms of Dust and Wonder it connects two of the major players in that.

I have two out of three bad.

Yeah.

It's two thirds.

Now if I'm doing the math correctly it's gonna be that what is happening Oh my goodness she pulled on that I should sit up I just didn't sit back there.

I'll go in the corner.

I'll sit the ball I brought done captain.

Yes we then put the corner again no behind the topic.

Is it still working?

Okay I think that's really about pulling the I think that it's worthwhile but it also it's gonna take staff time and stuff so we just have to make sure that it's worthwhile in a way where it's not s just serving Virginia City and Carson City it's also serving the commission in a way.

Yeah I want to make sure that exactly that yeah I don't want to cost the commission money by any stretch of imagination.

I was also thinking with the large spike you know it would be a great way kicking some of this stuff off you know so anyway I'm just throwing it out there since we're you know talking about these opportunities the timeline for planning uh for us to do this is basically in the next 54 days so I I have to know before the end of March if this would be an opportunity.

It's and it's called dust and Dust and wonder trail yeah dust and wonder trail.

Give it a very short synopsis of what it is.

Oh well so basically we as physical maybe you should do it.

I'll be down I'll be down so long for a elevator pitch.

This is a trail that is connecting Carson Valley, Carson City, Silver City, Goldhill and Virginia City it's about art, it's about history, it's about culture and moving people, visitors throughout community members throughout but it's also about building artists, artisans, placemakers as well, giving them a a launch pad, a resource uh to show their wares to bring people into their gallery spaces.

So anyway it's it's a way to connect through our art history.

And they're trying to keep it as art focused as possible.

Art and cultural but culturally historically one of the things that has really tied the region together is the railroad.

So we're gonna have 30 plus 53 inch railroad spikes uh at historically significant places throughout all four counties if you include Silver City you know which is in Lyon County and then we also will have largest railroad spike in the world as a part of this here in Carson City as well.

And then other art projects too again in Virginia City obviously working through those a very good thing.

QR codes in legal this is all digital platform so QR code kind of yeah it's very it's again to that exact exactly but with full QR coding based on where you're at mapping on your phone the whole nine yards I mean yeah so it's gonna be yeah and it's basically connected via the railroad the VNT railroad to be specific right terminus spike since we're recording this I'm gonna hold off on that if that's our for right now I was lobbying for the pick a pole but they I will take it the Eastgate depot came up but I I I don't know if line of sight because the planes that was going to be allowed or not but anyway.

Let's just say somewhere in the county of Carson City right in the middle of the Ormsby house.

Dropped from a height where we just terminal velocity that was brought up that might help uh put something else there.

Oh my you know and and so again you know I uh certainly I think we have the ability to uh put together things like this long term for me this is the type of thing that an event planner would do that that as we look at new events and things and put packages together then they're the ones that work with the client and they do the go-between and they paint the picture and like so none of us has to bridge that gap but but we're we're creating the offering we're saying here's here's what you can and can't do with it and then and I believe that we can build in to the packages to an amount to offset at least part of their services we may have to subsidize it as well but I think we get some positive momentum out of it that'll make it worth it in the long run.

But that ex that specific thing you mentioned is well we've got we've got to put together the train and then we've got to put together the depot and then all these different pieces like that's that's what someone would handle is bringing those pieces together for someone coordinating the details and pitching it.

Would you would you okay and let's get it a little bit even more in the weeds so would we hire a crew a group you'd get make do a contract with an event planner right and they would only do XYZ or would they just handle all group requests and all I mean that it depends on what we put in the RP.

Because I because they would only be doing as of right now what two couple events yeah but but the the big reason to have them is to develop more.

Yeah so that's what I'm saying so should we just bring them on to handle any group activity at this point and then they also work on developing a new big like event or something.

Yeah I mean nothing happens right away.

It goes into the budget which doesn't really next that's why I'm kind of bringing it up now so it's like so we know what we're looking for.

Are we looking for just somebody to do a couple one-offs or do we want an actual like hey we have a group of Dave has a family of 50 people coming can you help coordinate them?

That's what I'm envisioning.

I'm envisioning someone that is well versed in what we can and can't do what resources we have available.

They still would be checking them for specific confirmations.

But and to start with I think we can justify the expense to have them take on a couple of standing things or or you know events that we've got and potentially providing support for others and then that creates the base under it to then grow it into something more.

Yeah.

So charters and because I think about you know that was kind of you know Alison and her crew they were a little more in that world and so when it when someone came for a charter they're oh yeah we'll put this to boom boom boom boom it's a 12,000 dollar package the train is maybe eight of that there's a little bit built in for us and they could cover their costs as well and you know and there was there was a way to kind of do that.

So there are different ways we can structure it but um that's what I'm envisioning someone that's not full time but dedicating a certain amount of their capacity to handling those needs that we have and I can interject it's also because we're at the ground level of offering opportunities for weddings and corporate events to kind of drum up that business that would be great.

I'm I'm fine with starting things like that but if it were to get complicated a real faster that's what I worry about.

For sure and that's that's why I think kind of setting it up and and if and if there's a way to structure it where it's some combination of we're guaranteeing you this for kind of a basic minimum we we will come up with the ways that we can build in compensation as a ramps.

And make it where it's beneficial for them to really go out and push out percentage base.

Yeah percentage based on because then they're really going to be like okay yeah who wants to get married on the you know like there's lots of incentive for them to really go out and push groups.

And that takes it all off of all of our plates.

Right.

Which I'm all for if we need some sort of flat fee for help with the existing special events that we currently have.

Yes and then we used to something new or or you know and maybe that goes up with one things that they find and bring in too absolutely but I'd be a little hesitant to have it be like a just an ongoing monthly you get this amount of money just because it would agree hurt our bottom line.

Right but I think I think we could also flat fee a ta a task to create to to stage locations to to create some photo video specific to the type of events we're trying to like you know what I mean so a project basically where it's creating all of the sales material packaging and the packaging stuff that and then I can take that video me and Stu can go out and we can take that video and that packaging and that that branded content out and show people and really get their involvement.

Yeah I love this idea.

Yeah.

Yeah.

So if we build that in the budget and we think this through for the calendar 27, I'm with you because I think we should really measure twice cut once on this.

So we have very specific goals, you know, in mind, and then there's a very clear understanding when we put the RFP out for folks when they're responding so they're understanding, hey, these are pre-existing, then we're looking at you to create X number of or not create, um, maybe develop or bring in X number of charters.

We could have some goals.

I I think it needs to be very goal-oriented, and then I do like the percentage of bringing in new uh because that I think that's the only way you incentivize somebody, you know, your first charter, I'm just making something up, but your first charter, you got three percent, second charter or five percent, you know, of the revenue or whatever.

I think if we do this in such a way that we we really incentivize the person.

It's gonna take a unique person because I would argue they need to be.

They need to understand the tourism world because I have a lot.

I already have a decent number of people in mind that I think I could talk to and make away.

Yeah, yeah.

Because we deal with all those people, but yeah.

Well, and uh and not only that, but I'm I'm thinking as part of kind of the ramp in.

I mean, if we budget for this next year, RFP late this year into the beginning uh fiscal, the late the late this fiscal, um, into the beginning of next fiscal, potentially then have them integrated and helping with things like Twain, things like toast, where they're getting familiar with how events need to operate and what our restrictions are, to adding a little support to the current people that are working on those, just extending capacity and taking on some of the tasks, that would be great preparation for them to then launch 27 with with more offerings.

Yeah, it's a good idea.

Yeah.

So in an ideal world, that's uh that's kind of how I would see it.

Yep.

Right?

I think that's fair.

Rolling.

Because I think with that proper support, then we we could also look at assuming Tom's okay with it more more toast of the canyon type activities, more special things that are already in our wheelhouse, but yeah, again, you know, not not wanting to overload anyone who's involved, and so finding that right way to balance that where we can immediately build in uh more revenue to help offset the expense.

All right, other growth opportunities.

Can I just bring something up that I touched on before?

Is there any reason given how deficient the diesel trains are on Sundays?

Is there any reason that we wouldn't want to look at converting it a de a regular diesel into uh Toast of the Canyon opportunity?

I mean the train's already down there hypothetically from Saturday.

So what's the difference instead of going all the way up to Virginia City and you know back versus just going into the canyon, uh we can make more per person and we sell it out, and then the train just goes, you know, back up after toast of the Sunday instead of Saturday on Sunday.

I'm just thinking Sunday.

Um just trying to.

Oh, I see what you're saying.

Yeah, instead of a regular diesel train at 30 one or whatever we're at, 31%.

I know we're talking about lowering the ticketing, but if we're talking about j all of this, you know, how to drive some different weven.

I'm just suggesting something for consideration is make that a toast of the canyon on Sunday.

If you did that I don't know the the the love for the toast of the canyon is that it's like a good date since date night and it date date night.

When does it start?

It's early.

It's early, so it's like your appetizer.

Yeah, yeah, yeah.

So like it's for the and Sunday is just not a big but I think do a big event like that with drinking and Tom won't he he wants on if you're saying like it would be a regular diesel weekend.

I mean, yeah, diesel weekend.

So Saturday's the round trip, train stays there, Sunday's the round trip, and it deadheads back to VC right away.

Well that's because of his time out limits on crew and he has to pay everybody extras to stay to do that canyon run in.

So I think he drags feed on that.

Okay.

But maybe you could make the Saturday of that diesel weekend of another wine train and I'm just trying to think how to maximize the value for a train.

Right.

Or you know something else.

Well, or Spirits train.

Yeah.

I mean, you have the mend and metal.

Can you have a beer train?

It's a decent train.

Not to go off of the theme stuff, but yeah, I feel like we're leaving a lot on the table.

There's so many local.

Yeah.

Get a get revision beer or number one beer in Nevada.

Maybe the shooter or whatever.

And sell it as a combo, so you do the daily and then you get the beer train at the end.

Yeah, just something.

I'm never leaving this train.

Right or Sunday.

Yeah, I'm just want us to.

I know we're I I think I understand what you're trying to say, Clay is that we need to think a little bit differently.

Uh not just the same old, same old.

And so is there some way that we can by virtue of the train already being down there, you know, coming down either Friday night or Saturday morning or whatever the case may be.

Is there a way to take advantage of the fact that it's there?

I I forget you I wasn't thinking about the time out situation with the crew and everything, but is there something we could do with it already being there?

We're not having to pay deadhead fees, or you know, if there's some way we could use it and use it more efficiently.

Yeah.

So I don't know.

Just a yeah.

Just something for your all consideration as we develop the schedule.

So that's all I gotta say.

Okay.

Other thoughts?

All right.

Do we want to uh I think we can wrap this section then?

Thank you all.

Very productive conversation.

We take a little break, or uh I would like to take uh 10 minutes.

Yes.

Does that work?

Yeah.

Appreciate that.

We can push to 15 if you need if you need to.

You don't make I'm a man of few words.

I'm not a feelings are getting hurt.

Uh yeah, I appreciate that.

I will be totally fine.

All right.

So coffee cake and coffee.

There's button pushing that must go on.

Yes.

All right.

We'll reconvene the meeting.

It's 11.15.

Right on time.

Nicely done, vice chair.

Keeping us wrong.

Yeah.

Pretty much just you, you know, and making it happen.

So thank you.

Don't say that to him.

Oh, so alright.

All right.

Now we'll move on to our next item, which is uh discussion of depot upgrades.

And I certainly can just throw out a few things that either have been mentioned or have been on on my mind and to get the conversation started, I'm happy to hear what other thoughts we have as a group.

Um that was mentioned, I believe it was in the polar debrief was the idea of looking at something like glass doors instead of roll-ups in the loading area to make it feel a little more finished.

Um another one has to do with expanding or reconfiguring the parking lot.

Unfortunately, Tom is the one that has the idea there, so maybe we when he gets here we can ask him what his thoughts are on that, but he thinks we can do it more efficiently and potentially more safely.

Um certainly we've discussed kind of structural integrity and issue with the building and the tunneling rodents, whatever's going on there.

Um and then potentially some uh even further electrical improvements.

Some have been made, but adding adding some additional circuits if needed.

Uh and again, I think Tom can give us an idea of where we are on that.

I think we may be kind of mid-stream with Highlands Electric, where they've done some things, but we have more that could be done.

I think so.

Um then and then the other one that was either suggested or asked is if we would have an interest in like a mural, some artwork painted on the side of the building or something like that as you're driving in.

Yeah.

Yeah.

That would be and then handicap access maybe better.

And signage, meaning new signs on the road up.

Yeah.

Did we get that figured out about I know we can't do something on highway 50, but are we allowed to do something when you turn off 50?

Um Flint.

There is a sign right there, but you can't see it anymore.

Yeah.

So apparently we are.

Yeah, okay, and we can we could make it larger, though.

Yeah, we could have a little bigger.

They made like a little pad there, and my understanding is that there was a temporary sign there, but it blew over.

Right.

And so then it wasn't replaced.

We could certainly do, I would think something more permanent there.

In the middle of the night without any permits.

I did not say that.

We're just we're just replacing a sign to go over.

That's all we're doing.

Smoking like a true election.

Well, you have to understand that NRS stands for not really story, so that's not.

So is that not really story?

Yes.

I uh writing it down.

Remember that.

You guys may have to follow that.

Story?

No.

Yeah.

That's the way it used to be.

We've we've changed things okay.

We've repented, yes.

No, not at all.

Because I would think like the electrical the floor, you know, maybe the handicap access are probably higher in the priorities than the glass doors and the I mean the signs would be great, but still just depending on what the costs there have been.

I will tell you that the having those flags up for polar made a huge difference.

I I did not have to tell anyone over the phone how to get to Eastgate during that whole thing.

Yeah.

So that was wonderful.

I still have a lot of trouble with um regular season because we get a lot more out-of-town visitors and they're looking at Google and it's wrong on Google, and for whatever reason we can't change that.

And so that's why I think if we could even just get those the signs have faded so much you don't see them anymore.

Yeah.

So my way of thinking is that could be it wouldn't be that big of a deal, even if they were the same size that they are now, just bigger, just more than that would really help a lot.

Candy, what specifically uh are the needs around the handicap access.

Well, right now, if you have someone on a wheelchair, they have to go all around the front and down the side to the back to be able to get in to avoid the stairs.

That's the paved way.

If they go the shorter way, which would be by the track side, that's not paved the whole way right there.

So that's the issue.

Yeah, they have to have the bigger tires, right?

Hypothetically to get over the rock.

Right.

Put it in four-wheel drive.

Yeah.

And I don't I have I can't remember.

I know I was there when Millard built that put that building up.

I don't know what they were thinking the way they did it.

I don't I have no idea.

There was an N R S.

Well, I think that that needs to be high priority.

There has been such a huge push lately on everything being accessible.

Yeah.

Like person accessible and also any electronically accessible things.

Like I think we should be examples and not lead on lessons.

That would be great if we didn't have stairs there at all, but I don't know how you get I don't know what you do about that.

Yeah.

Are we able to utilize some of that money that we set aside for capital?

That was the the shuttle.

We have that 75.

Can some of that be utilized in this fiscal year if any work could be done before June 30 or not?

What what um what do we call the the GL entry for the show?

That was a capital expenditure, which this would be too.

I'd have to double check with you.

As long as it's all in the same bucket, yeah.

Yeah.

I feel like we have we know the comp troller really well.

Yeah.

I think it was a capital.

Yeah, I'm pretty sure I'm not sure.

I think it is a capital.

I think we put it in a separate transportation.

Um, but I thought if we wanted to make some improvements prior to the season.

Sure.

I think the shuttle is going to end up coming in a little less than expected, too.

Yeah, but oh, agreed, yeah.

I would just add on the the mural end of things.

Um I mentioned too.

So it wouldn't be a cost to run the mission so long as you all were okay with that.

You know, we would go through and and uh you know get a quote.

But I have a request.

It needs to be uh a mural of you sitting on Clay's lap and talking about lap babies.

You know, it is so you know what it's so funny you say that so it's educational.

It's an educational uh um and Clay actually wanted to do something similar to that.

Uh so we're falling very much in line.

Cool.

All right, with your guidance is so thank you.

Then move forward.

Yeah, I mean um we're trying to see where we're at with our public art funding, um, whatever you all would like, you know, as far as I've got to go through my own process, obviously, from the visit Carson City perspective, but if I was able to bring forward, you know, that uh artist uh and then with uh you know, here's a spec design or something like that, make sure the commission is okay with that.

Uh and and we were thinking on when you're driving into the parking lot, uh that I can't say that's the I'm not sure how to describe that if that's the west uh east facing or west face, yeah.

When you when you're driving in, we're thinking maybe on that on that wall.

It'd be kind of fun to be able to, you know.

I I see it as people just a spot for them to stop and take a picture, you know.

Exactly.

Yeah, and then if we have our uh one of the 12 foot spikes, because we want to do one at the top, right?

Tom's property, one at the depot and one still trying to figure out the minute mill, because that's the term that's down there, right?

But it would tie some things in together and then people I the only thing that I thought of, just something to think about is now you're gonna have more people coming up there too.

Right as well to the depot.

So I don't know if that presents a challenge for us and the folks coming up to look at the spike, looking at the mural and everything, but I would think that the people that were encouraging to come and participate are not a bunch of hooligans or anything like that, right?

Yeah, well, true.

Yeah.

So if you guys are open to a mural on that west side, then I mean I know we don't have this as an action item, but I can certainly have that in our list of public art projects, uh, as some are kind of falling through, bowling off, or coming and less than.

Um I guess you guys would have to tell me too.

You ultimately want uh this is where the challenge is, so we have a Dustin Wonder Trail board.

I've got my own board, but I have no problem if you all feel like the commission uh should be the one ultimately responsible for selecting necessarily say the artist, but the design from an artist.

You know, maybe that could be the balancing act here between all these different bodies and entities.

You know, just have to get that onto uh a future agenda.

If you're comfortable with that, you know I mean that's what your that group does is pick fix those people and whatever.

Yeah.

Yeah.

I don't know on cost, you know what we're looking at.

Eric is amazing, knows all of these artists and everything, and so he gets us, you know $50,000 mayoral for five thousand, right?

So he does really good job working with artists and and so he's in charge of our public art on that side of things for so if that's something you yeah, just yeah, if you like it, then I'll I'll pursue.

But I think it'd be pretty cool tie in for DWT and we're gonna have a really nice mural, but um rodents.

We won't talk about rodents in the mural though.

Yeah, yeah, well, it's over in the school.

Totally.

Yeah, I do want to talk about that though, as in terms of the PEX stuff because that is a big deal.

Yeah, like that'd be definitely that's two years in a row we've heard about it, and we haven't done anything, and I I don't want people in there dealing with that.

Yeah, it is pretty cool.

So who do I'm sorry, but who do we reach out to too?

I'm happy to start the link.

I have a very reasonable um pest control person for Gold Hill that handles because it's a we have pest control.

It's a matter of structure.

It's structure.

Yeah.

Okay.

Chris, could you talk to the rod and because it's a it's a fountain it's a foundation.

It's the subfloor.

Everything underneath it.

Okay.

Yeah, we found that out when we pulled this.

Well, someone stepped through the steps or a hole in the steps, and then we looked up and there, it's it's pretty bad.

Right.

So I think it's almost like the building itself has to be shored up or something or uh yeah.

Yeah.

I'm not too sure.

Yeah.

It definitely looks like it needs a good construction task or an engineering.

I think that you have to start there, right?

Is there and there's no other option for a space for them?

Other than that.

That is what it ready.

Unless you t tore it up, took it out, and brought in something else.

Yeah.

It reminds me of that song.

I mean, I guess that's what you could do with it.

That would have to be done in the middle of the night as well.

It could be one of our RTT initiatives where we go clean something up.

We just tear it down.

Build the back up again.

Let's wait till after June 30th.

When Katie then got it.

Well, maybe Tom is is the reason.

I can start with Tom.

Yeah.

It's probably just a contractor, just a regular house contract.

Just to get a look out of it.

Right.

I could probably pick somebody's up Angie's list or something like that.

Sure.

Come in and just give you some kind of personal opinion on it.

Yeah.

A starting point.

Yeah.

Whether it's what we need.

Done or rebuild it, or you can patch it, I don't know.

Yeah.

Yeah, that had to be lifted up and then a new concrete or something pour.

My mom lived in something like that for 25 years.

I think they just rebuilt underneath it while she was still underneath it.

Oh wow.

You know what I mean?

So there's a lot of options for both.

See, it's got a lot of life left.

Yeah, yeah.

Unfortunately, so do the critters.

Yeah, I need to really seriously right.

Think about it.

Yeah.

And for pest control, we use Natura.

It's a company out of Reno.

They're a bunch of local guys that started it.

And they're really good with the rodents.

We use them down at our buildings in those.

Shops right below the skate.

And they've knocked out the rats completely out of that road.

Okay.

Maybe that's a company that we've had for a while is not doing the trick.

Well, can we, yeah, look at this other.

Yeah, Natura did it pretty good.

Because we went through a few because I have a lot of vehicles stored down there and campers and stuff like that, and that it could be a giant music.

So I paid for a couple of them, then I got the word for Natura, and I haven't had a rat in there in a year.

Wow.

Wow.

Okay.

I mean, it's kind of a tough location being right by the landfill, you know.

So much vacant land, but maybe we can make it better.

Yeah.

So it sounds like we've got a good kind of prioritization, right?

Um the um the EVA stuff.

Yeah, ADA stuff, electrical improvements, structural look at the uh at the buildingslash rodent problem, and then mural because it's kind of not a as much of a cost thing, and signage kind of as our capacity allows.

Yeah.

What could I ask you a question on the poll?

What was the what was brought up uh two weeks?

Was it loaded loading?

Yeah, there was something about was that the was that also door related or I think it was more kind of ramps and alignment of when the training.

Oh, yeah, where the the um furthest car, the the first car that gets to the north pole.

Yeah, it's dangerous down there where they road because it's just a cement pad and then step the train steps.

And so when we get handicapped passengers, we have to take them up the ramp and all the way through three cars into the R Del May, and it's difficult to get in between the cars, and so I think what Tom is talking about is a better way to load to load it the R Del May.

So we it could be on the list, but it's perhaps we could budget that into next fiscal year to get it done before polar starts or something like that.

I mean, maybe I I don't know.

And then was there a speaker something about the I wasn't I was listening, but I wasn't fully appreciating or understanding somebody they can't hear when they're inside, but then an upgrade.

Upgrade to the sound system in the loading area.

Yeah, in the loading area.

And then potentially trying to find a way to have it cover.

I think you might be able to do it where uh spilling out into the rest, but if you point the speakers back towards the loading area so it's not broadcasting, you know what I'm saying?

So people who are kind of in the apron are going to get it.

They'll know to get going.

Yeah, okay.

That's what that's that helps you with your load time, loading time.

Yeah, it does.

Okay.

Right now there's a speaker up on top of the hot chocolate room, but when it's turned up, then I can't hear it.

Okay, yeah.

Well, and and we can look at narrow dispersion speakers too, that specifically just only cover like literally a more narrow ad.

Well, you know all about that stuff.

Yeah.

Okay.

So might be something to consider for the fiscal 27 budget, you know, to help with the polar experience for sure.

Carl said that some of the speakers that we had left over or that of the cars could do that.

Like they could weigh them and use them as kind of a PA type thing.

Yeah I think that was that was specific to some announc one of the announcements or the conductors making an announcement or something.

Well the whole the whole purpose for her telling you about that is that people aren't they don't know where to get the load up in the in the loading area no matter how many times we tell them.

So and then now that we have uh signed seats they don't think there's any rush to get in line because they know they've got a C and so it's taking us longer to load the trains and so if we had a way to announce that the five o'clock Polar Express leaves in 15 minutes please be sure you're in line something like that.

Yeah.

Can I ask a question about I unfortunately didn't make it to polar this year.

You said the flags what were those?

They were flags like you know CCM and car lots all that they were polar express.

Can we get those for during the season?

Sure I think I I can check I think they're like a temporary use we have to take them down put them up take them down put them up only Saturday Sunday or a certain number of days they gave or something it was so like effective that I'm just thinking that we left them up the whole time polar yeah taken down but I just something to think about in terms well we wait for signage and whatever I don't know if it's anything that we can be done or not but very restrictive here because we have that's what I understand.

Yeah right you don't want to direct people as in the dumb stand out there with a sign like well yeah can I still talk on the phone though you gotta spin it though all the money oh my what has to happen then mechanically if we were to utilize some of the CIP money do does that have to come to a meeting or can we give direction and then and then it just be uh build against that it's that let that last row I'm thinking on the budget report if it's that CIP whatever CapEx or whatever it says can it just be built well I mean yeah so we we are going to have a conversation about spending authority and and the concept there is is it acceptable to have uh spending decisions up to a certain level for Sherry or for the chair uh either ratified later or just you know authorized so that may or may not cover some of these things some of them may be beyond that but um yeah I mean I don't you know I don't know you know we budgeted the um for the shuttle the line item there is acquisition and construction of capital assets so it's pretty broadly labeled there so I mean I I don't know what you think Lucas if we if we have 7500 in a line item that's entitled acquisition and construction of capital assets we put that aside to acquire a shuttle bus which is likely to happen at some point but is likely not to cost 75,000 dollars and so the question is could we use that for some of these other capital improvement projects it seem seems like it's a broad enough line item that it would be okay and if so we bring it to a meeting for a decision what do we do it sounds broad I I agree with you since it doesn't specifically say to acquire once you should be able to use that portion of funding for anything that would fall under the acquisition of capital assets.

Okay.

Great and I think as we get some clarity around if if there's an attitude to or a uh support for this idea of establishing some spending authority then that will help us know if these projects exceed those amounts then we'll we'll need to agendize them otherwise we'll come with a policy for that that spending authority that that outlines what steps need to be taken if something does fall under that.

So cool so all right so yeah I I still uh if it's all right uh if when Tom gets here we'll take some time just to hear out what he has to say about parking lot I'm I'm sure that's a bigger project and maybe that's a combination with some of the ADA improvements or maybe maybe they're separate because it is such a big project that we have to separate them out.

I don't know.

So they seem to kind of fall in the same vein potentially and and loading potentially loading improvements.

Alright other thoughts on uh other thoughts on uh this stuff sorry I'm looking at the old timeline thing yeah we're using we're using this one right yeah yeah I see it's something different well we can I mean we can roll right into the discussion about authority if you want will we address the North Pole at 345 then in terms of the things that came out of the we just cover that under the polar agenda.

Uh yes they uh frankly they didn't really have any feedback for us and um so we will muddle through the best we can and I told them that it was kind of unhelpful to not have the the response was uh we don't know what to tell you because you have not uh defined uh strategy or budget for what you want to do in the future once you get us those things we can give you it was like they were looking for a to to provide us a quote to do something and I was like I thought you were particularly well positioned to tell us what condition it's in and recommend what might be needed because you probably the last ones to see it.

Um multi-year agreement in place with them that outline the enhancements per year subject to any adjustments by rail events right for the North period.

So I mean we did meet with all of that in their in their building later.

Okay.

Yeah so we may just need to bring up what's outlined in that um in in in that agreement with them see kind of community what we think if it's if it's appropriate or if we need to make changes and then have conversations afterwards with them around what that is.

So all right well hopefully we can crank through the spend authority I uh concept fairly quickly.

So I outlined kind of roughly what it was but one of the things that I'm committed to is is trying to make sure that as an organization we can function more efficiently given given the organizational constraints that we have and um and you know as Sherry and I were talking you know it's it's kind of unique because she's not an employee of the of the the commission um but I imagine that there's still an appropriate way for us to say these are the kind of things or this is the level of activity that you can take on without having to come to us for a specific decision on it.

And so and maybe we need to do a little legal research into our organizational documents and see if there are restrictions along those lines but I don't I don't think so but I'm not sure I'm not super familiar with that.

So um and and thought was potentially the same kind of thing for the chair um because typically you know a body like this provides strategic direction and oversight but not r really day-to-day management and and what I've seen you know is the time that it's taken Dave as chair to to handle those type of decisions and things and then often have to bring them back to us for approvals it's just an inefficient way to do things and so if there's an appetite among the commission to establish some limits so that we can streamline some of that stuff.

And I thought maybe it's a two-tiered thing where there's a there's a lower limit that's that's just an authorization and of course it'll be reported in budget reports and whatever you know you know AP and that kind of stuff.

But um but then maybe there's a second tier that's authorized but with ratification which means bringing it to the board as a specifically agendized item to discuss and approve afterwards.

So anyway open to your thoughts on something like that to to help us with kind of the the smaller stuff to to be able to do those more expeditiously and and maybe cut down on the meeting time we spend on routine things so we can spend more meeting meeting time on strategic things or meet less often or whatever whatever we want to do with that.

I'm okay with both the lower limit and second tier conversation but I think the important part is as long as it's budgeted for like if if we're running low on you know whatever our line item is let's say for maintenance then of course nothing could be authorized that's going to make us exceed what we currently have budgeted unless that comes to the commission.

Like if if we're running low on you know whatever our line item is, let's say for maintenance, then of course nothing could be authorized that's gonna make us exceed what we have currently have budgeted unless that comes to the commission.

That would have to be a change.

Um and then that way we know, okay, we know we put this much money in this line item for the year, so we're fine with whoever authorizes the spending of it as long as we don't exceed that.

Can I ask a follow-up to 70?

So just to clarify, Stephanie, where you where you're going with that.

So for instance, let's say we Chris has 120,000, we built the budget, and we have a contract that goes in 120,000.

So if it was something where we were getting to the end of the year and perhaps, oh gosh, yeah, we gotta put a call over in or something like that, uh if we were to exceed the 120.

Yep.

But we're comfortable with our vendors, you know, if they have X number of dollars in the contract, it was built in the budget.

It's basically if we're gonna potentially go well, the contract situation, it depends on the contract, that's a whole other ball of wax.

You're right.

Right.

But um, yeah, because I I I like okay, yeah, I I I too would support both of these, because you're right.

The ridiculous trying to make decisions come back and again, we don't have an actual state of Nevada employee.

If you had an executive director or managing director, there would be a budget and they would go and they would do, and then they would provide us monthly built like you get and we get on our day jobs.

Whereas this is a little bit, yeah, to say it's odd is yeah, and like if something came up at the depot that was not uh not ordinary maintenance that we're already doing, but it's gonna it's gonna require we bring in somebody to take care of that item and um you know, and it's a low enough amount that we don't have to do the whole contracting or whatever, it's just okay, but the rodents could even be a good idea, right?

Well, I was going to talk about the electrical need that this is an action that we had.

We hadn't have adequate circuitry, it's in the middle of polar.

Yeah, yeah.

And so the way that I chose to deal with that was since we have a contract with Tom, basically saying, Tom, go go fix this, go find someone to fix this.

And if we need to make adjustments to the contract, we can do that down the road.

But uh I didn't check closely to make sure that we had capacity.

I just figured it's a big enough contract, we will have that that buys us some time to then come back, and if we need to, um I would say that was perfectly handled because that was the whole impetus behind why we did that secondary contract with Tom was for that exact situation because you're right.

I was having to bring it come back about a toilet handle of it.

I mean the ridiculousness of the toilet program.

Oh, well, now we'll have to wait, you know, nine sixty days for the next meeting to get the toilet fixed, I think.

So I I think you handled that perfect, perfectly fine.

But you're right, that's a limited in terms of where Tom comes in at with a second contract.

Yeah, yeah.

Well, and and and there will be others I have a feeling that are not easily fixed by a contractor that we already have, right?

And so and so the question then becomes, and I you know, I don't know how I don't really know um much about our guidelines on revenue projections and and what we can put in the budget as far as contingencies or extraordinary expenses, or you know what I mean by building in some flexibility to where we're not robbing Peter to pay Paul.

Um I mean, I know we're we're supposed to have a balanced budget, right?

But some of that is some projection on the revenue side of this is what we think it's gonna be.

Um what are your uh not to put in the spot, but what are you thinking of in terms of that lower limit versus you know a higher level where it comes back for ratification?

What is off that for?

Oh, oh.

So you were thinking Leah would have those answers.

Leah, what are the answers to those two questions then?

42.

$42?

And that's the lower limit what's higher than two.

Just $42, my answer.

Okay.

Well, 42%.

We can probably work with that.

I mean, well, Sherry might have some uh from her perspective.

I was gonna say she's handling more day-to-day type of things.

Yeah, yeah, please.

So 42.

I was going 43, but um I think my perspective is just a little bit, everything is just so ambiguous.

I don't flying by the seat of my pants, so we're going three years, so it I just feel like I I need more parameters or where you want me to go.

I mean, I don't know.

A million work with Sarah's.

The whole budget.

So are you are so Clay, just to clarify, are you thinking of is the lower limit something for Sherry or who's ever in that particular role, that vendor role?

Or is there a l a lower limit for sharing and something for the chair as well?

Where she doesn't have to be bugging you per se.

And we could give authorization.

Okay.

Yeah, that was kind of what I was envisioning.

And so I agree.

And it doesn't have to be two-tiered, but for me, it felt like that gave it potentially gives a little more flexibility, but with still a proper fiscal control, right?

That it's you know, it it gives the flexibility to do it if it's needed, but then to bring it back so that if it's not used properly, it can be corrected right away as opposed to discovering down the road that someone because I feel like when I came on board uh oh uh kind of I just drew a total blink on who is here.

Uh Jesus.

Uh Zach and uh oh my gosh, can't be late.

Elaine.

Yeah, I mean Elaine Spencer, sorry.

Sorry, Elaine.

Um so uh there was some sort of a 5K situation with with her, right?

And then this very conversation was had shortly after I took over for rest of soul stand at the time, and uh my recollection, Lucas, for you to obviously confirm or or or not, there was there was some issue about if we're one of five, even though one person's the chair if the chair was making a decision that had a financial implication, it still had to come back to be ratified.

Uh whereas if a vendor was given the authorization for up to 5,000 or whatever it was at the time, that would that's a different situation because that's a that's a vendor, it's not one of five.

So one of five wasn't making a decision about an expenditure or something.

Uh as is how I kind of recall the conversation with with legal counsel at that time how that kind of went.

So the authority basically lied with Elaine for spending.

Um I do like the idea of having something for the chair.

I mean, I if if legally that's permissible, because I think there are times where the chair needs to be able to have that latitude, maybe it may it just seems weird if everything always has to come back, right, for some sort of ratification that makes our agendas rather peculiar because is every item an agenda item or every expenditure in a general.

No, they could they could go they could go on to the consent.

You know, they and and so then if someone wants to discuss it, it could be pulling off, but you know, we don't necessarily have to like line item out of everything.

Yeah, I'm for bold if if if legally the chair piece is is allowable because of how unique we are.

Again, there's no other commission, there's no other board like us in the state of Nevada.

So uh I would hope that some sort of latitude could be given given the unique circumstances that we find ourselves in.

So I I know that for this in particular it brings up the lack of the distinction of what exactly is this commission right?

Is it isn't more operated on a state level or a local level.

Yeah.

And so any kind of and each of those have independent purchasing requirements which would dictate this.

So I before I answer anything to that, I would like to have some more time to reopen in that can of worms since that distinction was kind of shot down by the legislature.

Yeah.

Um and just know which one would probably want to be operating under.

Because that'll be that answer.

Okay.

Yeah, fair enough.

And we could always be whatever one's the more restrictive, so we're we just cover ourselves neither way.

Sure.

I I I know either way, I would be comfortable with the board adopting something to say to say how sharing listed on it.

Yes, it's not one of the members.

Right.

Um that that would be more of a position that I I would be comfortable with having that kind of purchase authority out of the way, but again, I wouldn't even know the rules that were apply to this commission until we decide okay, which one which rules are we operating under?

Um but I I I think overall it's going to be a thing that's doable.

Um I'm not sure if it's something that can necessarily be ironed out without a formal action that I added to separate meeting.

Um but I if we could nail down exactly which questions, then I'd just like to have more time to look into that.

I'm already starting the process over here.

Um but the the first step really is deciding which standards we're comfortable operating under.

Great.

And and just so that you know, Lucas, I I mentioned I was discussing a different assignment.

I was discussing some of the peculiarities, and the DAG on that assignment is actually looking into.

She said, can you send me some info on this commission to kind of hopefully get some idea of how they look at it?

So at least, you know, there's hopefully we can get some sort of clarity from out of that office that even though they're not assigned to this, you know.

Would you be able to send me a we're talking about connected, yeah.

I mean, I mean, honestly, we might be able to get a formal agent out there.

Right.

Which would be super helpful.

So yeah, I'm happy to connect you.

And that's and that's what I I told her.

I said, I'm happy to have you look into it.

Obviously, we need to consult our legal representation here to figure out kind of where we think we stand if that's an issue.

But yeah, I think together maybe maybe we can reach some sort of clarity.

Clarity.

We can make up our own rules.

I mean, at the end of the day.

Oh, yeah.

And our NRS.

NRS maybe.

What are we going to call it?

RS.

So does that mean we will hold, I guess, then to allow it.

Yeah, I don't think I don't think the goal was to make a decision today.

I think it was to kind of take a temperature on if there's an openness, and then we can bring something to the board, uh, a policy of some kind that aligns once we've had the chance to do some research into it and figure out what's appropriate.

I personally like it.

So I'll start that research and then I'll co-work with Clay and whatever the DAG is that is already kind of looking into it to see where they're at, see if we can get a formal indue.

Maybe that could be helpful.

Yep.

Um at least we have something to fall back on.

Yes.

Yeah.

All right.

I know.

Overachiever.

Well, push it a little bit.

I because it's easy for us to get off track.

Well, and Leah?

Uh yeah, you're right.

All right.

Now we're going to get a lot done.

Yeah.

So yeah, and I and just to kind of wrap on this, a perfectly fine if if we can get clarity, for example, uh, for Sherry, that's a step in the right direction.

Absolutely.

If the chair thinks a totally different question, I mean, if we can we can stage it or do one without the other, that's perfectly fine.

I just, in everything that I'm doing, I'm trying, I'm trying to leave it less burdensome than I started.

Yeah.

Um, and so hopefully it allows some efficiencies.

Because that's that's that's my dream for this organization is not having to have monthly meetings.

Oh, really?

Wow.

Well, because if orderly read maybe to the Bahamas.

If we're making our own rules, then because I feel like if we do the strategic planning, right?

We have good contracts with the vendors, we have a certain amount of spend and decision spend authority and decision making in place for key people.

Do we really have as much and we're planning further out, which helps us in lots of ways, you know, then we start, because you know, uh to be quite honest, the Sherry and I have been putting together the agendas, we've been like, well, what did we do last year at this time?

But that's not improving our proactivity, right?

That's just keeping pace, and it's like once we've done a cycle of that, then I'm gonna go, okay, let me look and see what we did that one and see if we can move it up a month so that we're not tight on time, so we're we're really planning and moving ahead, as opposed to operating it, which is really the way that we're we're we're functioning right now.

So statutorily right now uh are we required to have at a minimum corporally commission meeting, similar to other commissions within the state of Nevada?

Is that our minimum threshold, I guess, sorry?

So meetings are covered under section five of the statute that created the commission.

And the only thing just says is it shall we on the call of the share of majority of the commissioners?

Oh so if you just want to meet once a year.

Yeah.

That's Edward, here we come.

Edward, here we come.

Oh you read my mind.

Oh my gosh, I'll be there for the whole week.

That's another question.

I could look at you to solidify that I want might be.

But that that's at least what we actually think of the status.

Okay.

But there may be additional requirements elsewhere.

So again, that might come down to whether or not we're operating under stable.

Yeah, well, uh yeah, I mean uh on the other orphan state commission that I'm on, which actually does have some state support, so it's a little different, but um we set meeting requirements in NAC.

So actually we just redid our regs, so we internally we had to go through a process and get it signed off by the legislative commission, but but it was broad enough that we then defined it down further there.

I don't I don't think I don't know if we have any of those.

Is it is there in the company NAC section that goes with the legislation that created us?

Uh really a lot more strength of the argument that it's uh should operate under stables if it was wild okay.

We're all looking at you, yeah.

Yeah.

How did you set us up, Candy?

Remind us.

I had your job that it's not our fault.

No, I hear what you're saying.

I have to go now.

I just did what they told me to.

Yeah.

Well done no more.

All right, very good.

Well, let's uh I think that wraps us up on that item unless anyone has anything else on it.

All right.

We shall move on.

Let's move on to um current and future tracks track maintenance projects.

Chris, you want to just give us kind of an overview of what's what's been going on, and then maybe we can dive into um wish list future things, things that we should be looking at, and then from there we can maybe prioritize and look at funding sources and whatever else.

So beginning of the year, the last year we started off with a lot of the signage, the cold or stitches, stuff like that that were really an issue.

Um got to kind of handle on that until the flood came through, and then we scrambled uh ensure track safety and stabilities, getting all that taken care of.

Right now we're currently uh replacing a bunch of ties that are rotted out in the first phase.

I don't think any ties have been replaced on this track since we started.

So Tom brought it up and then I started looking and I found a great price on ties.

So we grabbed up quite a few bundles and stuck them in the ground.

Uh next big things are uh two crossings in the American flats with all the runoff and all the off-road activity.

They just decimated the crossings this year.

So that's our next big step after we uh get back on it.

It's just uh pull a bunch of the dirt away, make sure there's out of the drainage, put a bunch of new rocks, new crossing ties, and it's a start with uh year maintenance.

Start back over with that same cycle, doing the ditches, the weeds, the signage, all that over.

Awesome.

Does anyone have specific questions?

Uh yes, what did you just say?

He talked about all the maintenance that called us the dishes, the railroad ties.

I'm just kidding.

Yeah.

To summarize it, starting the year, storms happened, things are crazy, state they stabilized all that.

Now it's to the time we're gonna have to start all over again.

Yeah.

Yeah.

May I ask a question?

Yeah, Chris.

Are we following the same process on the pre-emergent where we bulk the chemical thing cherry?

So we don't have to pay the tax or okay, okay.

So you got it all.

Yeah, they bill us.

Okay, so we're okay.

Okay with the cook.

I did change it because there's a few trouble areas that I don't think that it was that pre-emergent was working at all.

Oh so we went to something that was a little bit more stronger for a trial period in that section.

Okay.

Between like models 10 and 12.

Uh yeah.

Okay.

So we adjusted a little bit, try to put something a little bit more strong.

If it works, we'll use that in the more higher traffic areas.

It's mainly just the certain kind of brush.

Interesting.

Okay.

Yeah, okay.

It's a learning curve for sure.

Yeah.

I just has one more quick question.

So so far we've had a what I think is a pretty mild winter, all things uh considered at 60 something degrees in January and February.

If we wind up getting some heavy snow, you know, I was having fingers crossed as a skier, February, March, you know, do you do you feel like we're in a good position to be able to absorb that moisture?

Uh or you know, I just wondering the timing for May and starting the trains up.

Do you is everything look pretty decent right now?

Or more?

Other than those two crossings.

Okay.

Yes.

Yeah.

Okay.

Yeah.

Okay, good.

Good, good.

I think it'll leaps and bounds where I started off with.

You know what I mean?

Like, because we did a lot of work with Tom's equipment.

We got a lot of the beaches cleared up.

Sure, there are some that need more attention, but if they haven't filled up in the last year, I usually just scrape through them, bare minimum.

The ones that are coming up onto the tracks, we try to clear over excavate.

Okay.

So I just think you guys have I think you've done a superb job.

So really well done.

Other questions?

Comments?

Well, um, so I know on the signal inspection we had some things come up.

Where where do we stand on the line of hand stuff?

The line of hand stuff, we didn't have any of the safety things done to for the operations if it went down.

So we wrote up a couple things, me and Gabe went through it and all my guys are trained now to operate the signal if there was ever something to happen.

That was one of the big things for the FRA guy.

The next was the inspections, the 10-year inspections.

Kind of a tricky thing to get done with a credible contractor, so we're gonna use the Union Pacific.

And uh we got a couple of those guys that are gonna come down and help us as soon as they get clear.

And make sure that their job, the UP will allow it.

Um hopefully that comes through in the next week or so, and then it's just a matter of just going down there, tearing everything apart and letting them do their testing.

And then from line hands of other than that, everything looks pretty good.

Okay.

Are there um are there things hanging that we're supposed to get when when we address them that we get back to the FRA guy?

They usually, if you wrote us up for anything, which I don't think he did, it's usually 30 days.

Anything else, the industry standard is they like to see it fixed within 90.

Okay.

We've gotten a lot of his little pet peeves already knocked out.

Okay.

There was a little signal thing on there that's never worked because it's not applicable for our track.

Uh huh.

But if it's there, it's supposed to be operational.

Uh we didn't know that, so we had to fix it.

Yeah, so let's see.

I'm just looking at the something about a line of hand, the crossing control is operating only in standby mode and switch to normal, it transfers back to standby immediately.

Well, the crossing is fuller fully operational on the standby side repairs must be made.

That's due to a lightning arrester.

We have those parts ordered.

It's just super hard to track them down.

It's all on the East Coast, is when they use these crossings last.

So I have a guy in Carson City here that middleman in it trying to get me that those parts plus some extra ones.

But as of for now, there's it's working, it's operating, but if it gets hit by lightning again, then somebody's gonna be flagging the crossing every time we train goes until we get our parts.

Got it.

Um see what else did he know?

Record of the 10-year insulation resistance test record cannot be located.

Uh two quarterly inspections, not showing what tested once every three months, quarterly inspections were not, records were not there.

Yeah.

Older records do show the test being performed.

Yeah, some of the records we have to keep in the signal house, which we've always just taken a copy, they shoot me a copy on the cell phone, and I just never put them back in the house.

Got it.

Now I know that if he's to stop there, he needs to see every inspection for the month, all the yearlings and the tenure all have to be posted in the house.

Got it.

And then the it just seemed like a it didn't seem like a functional thing, but the gate arm contacting the wind guards.

Yeah, but we did that that day.

That's just a timing adjustment.

It's just a C left I did it.

Okay, great.

Great, great.

Power off indicator lights.

Battery chargers for both banks have an error on the LED, but they appear to be operating normally.

That's the same as the lightning strike.

The arrest goes to this one main computer through the boards.

So it's operated on protect mode.

And then once we replace those two boards for the original mode, it'll go back to the original mode, so we'll have standby.

Awesome.

Great.

Cool.

Um I was noticing a few lights out on the crossing.

The bridge and potentially some on the bridge and potentially some paint whatever, you know, normal normal wear stuff.

That's a fairly involved.

I think that was us that did that.

I'm not too sure, but I do know that the lights that they have.

You cannot get light bulbs for them.

That's why they're out.

You have to replace the actual ballast and the actual lights.

Because we and Ken, way back when we went through a thing to try to find these lights, and we found them.

They are super expensive, and we bought the last ones, and we were gave replaced the last one a few years ago.

So we've done a research to see if there's an update or anything.

Nothing.

Stephanie, was there not something on the bridge with don't we coordinate with NDOT and you guys or something, and they close the lane and we try to do it all at the same time.

You do have to close the you have to coordinate with end dot because you have to close lane, but I don't think public works is involved with it anymore.

Oh so you guys I remember changing those lights.

Oh, yeah.

We did have end dot underneath us.

We'll close the lane before lane we're above, they closed down.

Okay.

And it turned the minute job into five days.

Yeah.

I just wondered well, that will those things get flagged in the bridge inspection.

Well, obviously they're gonna that'll come up again.

So I don't know.

Should we put should we need to be pro active and coordinate and get the stuff fixed before they get there and they're like, hey, this is the second time we told you.

There's paint problems, there's I need light bulbs in the paint minute.

Something else on the right hand side of as you're going to I don't remember what.

I I don't know if that's those uh rivets or something.

Was it clearance or yeah, rivets or something on the right hand sorry going to Virginia City, right?

But I don't know that we ever fixed it because of the coordination to close the road or something down.

So I I apologize because I don't remember I don't even know how that happens, to be honest with you.

I feel like maybe Ken did pre coordinate as a part of the engineering contract with him in the past.

Maybe he called them and then gate came out, and then every you know, you guys were all I don't know.

But maybe we can ask Jason when you come in.

Oh yeah.

Okay.

Maybe he will know what to possibly things are out.

Yep.

Yeah, in in my email, I have an old bridge inspection from 2021 from Ken.

That's the last.

I I don't know.

I haven't gone into my files to see if I have any wrong.

Um is that every well, two or four for the bridge.

I'm not sure.

I thought we just had that.

And dot performs a structural inspection of the bridge every two years.

Okay.

The report from the last inspection performed on June 10th, 2019.

By end is attached for reference, report identifies items in need of maintenance and includes recommendations for the maintenance of each identified item identified.

Still remaining are minor hairline cracks on both abutments and the center uh pier.

The noted cracks are likely due to concrete shrinkage and not believed to compromise the structural integrity of the structure, continued freeze thaw cycles will increase the weathering of each crack, and future maintenance will be required to prevent or minimalize spalling.

As reported in previous annual reports, all surfaces of bridge abutments, wing walls, and center piers are showing signs of weathering.

The original stained sealant applied to the concrete services, continues to wear on all structures, causing increased weathering of the surface and ultimately more significant protection needs and greater maintenance costs.

Sealing should be reapplied to protect the concrete surface before the cont concrete crashing continues before the spalling continues and patch repairs are then needed.

The reapplication of senior ceiling is the most significant recommended maintenance item.

Deterioration of the concrete due to absence of the ceiling is the most rapid of all harmful activities to the entire structure, as with all the items experiencing deterioration the longer the period between maintenance, the greater more expensive.

The entire top surface of the main structure is recoded in the summer of 2019.

All surfaces were scraped clean with the wire brush before the primer and paint were reapplied.

The painters applied several coats of paint that are clearly visible to any observer.

The top surface should remain in exit condition for many years to come.

The entire top of the bridge deck is accessible from above.

The paint used was the same as the bridge was originally covered with before construction of the highway fifty overpass.

There's some areas where the paint is peeling on the sides of the bridge, so the excess paint is being put into spray cans.

For the city of Carson City to make repairs as they access the other maintenance items in the upcoming summer of 2020.

So that's literally what it says.

But it never happened because of that whole shutdown thing.

Oh, yeah.

But I do think I want to say N dot is working on either they're in the planning process.

I don't they're supposed to like reconstruct that corridor, right?

So I mean I would depending on the timing of that, that might be an opportunity if they have a closed down pressure.

Maybe we should ask Campo what's going on there?

That might be yeah.

Okay.

I'll do that.

I'll reach out and just kind of see what we can find out about timing on major project in the area to see if we can coordinate some more significant maintenance with other activities.

So did we we miss the bridge inspection in 25?

That one was 19?

Is it every two?

It's very possible.

I think they're one of the things.

Oh, that's what they presented last summer.

Ah, we didn't.

Okay, you're right.

Yeah.

So 27 next year.

That's what I'm saying.

We did last.

Okay.

Yeah.

I fear okay, because there's the like the annual track inspection.

And Jim Bridge.

Wood Rogers inspection report.

Okay.

Okay.

Oh, yeah, I found that summer uh June of last year.

Yeah.

Okay.

Well then we're okay.

At least we're up to date then on our end.

Okay.

Cool.

Found to be a good condition.

This is required to address a few conditions.

Findings are presented during the annual inspection.

Use the higher.

Oh, well, just give it to us.

Come on.

Corrective action.

They may need additional maintenance or can you do it?

Continuing monitoring include rock debris near the rail, removal of large boulders and monitor slope for loose rocks.

Add ballast rock to approximately 20 feet of rail.

Oh, this is the whole thing.

Oh, overhand pit embankment, they were doing all they were doing a big culvert outlet.

Major debris rock near the rail slope failure.

Do we have extra ballast right now?

Stored still up top or no?

No, we usually pretty regularly as soon as we get it.

We usually shove it right off there.

Okay.

Okay.

If not, somebody else will.

Okay.

Do we need to organi more for this season?

No, with uh Danny's VNT rocks right there on the track, so they're pretty on the spot.

As soon as we order it, they're on the they take pretty good care of us.

Awesome.

Sorry, I got to hear the specifics about the bridge.

Paint painting touch up and lighting replacement will be among other maintenance items to be recommended for completion.

As noted by previous inspections, the top surface of the main structure contains surface rust where the exterior coating has deteriorated and exposed the steel and primer to weather.

The rust should be removed and the exposed steel and primer be recoded to avoid further accumulation of rust and degradation of the surfaces surfaces.

Although the rest is not pose an immediate threat, the condition is progressing.

Additional items may be added once NDOT bridge inspection is present presented and available for review by the commission.

Bridge inspection report identif identifies items in need of maintenance, including recommendations for the maintenance of each item identified.

Visually they should have various paint chips showing on the side.

Minor rust staining due to weathering of the hand railing, south abut abutment, east wing wall facing west.

Weather rust due to weathering of the handrail.

Minor paint chip.

Yeah, just rust running down from the guardrail, basically.

The handrail.

Minimal rust formula fasteners.

Yep.

But they ran they ranked it all on a zero to nine, they ranked it as nines on the kind of the structural stuff.

Chris.

Can I ask Chris a question?

Yeah, of course.

Would you be the one then that could short of closing the lanes, but can you do the work on the top side of the bridge?

Yeah, okay.

Yeah.

And that's usually uh what we do as a contractor.

So anything on the top, we're supposed to make sure that there's adequate paint on all the bolts because they don't want surface rust on anything above.

I think most of that was cleared.

Okay, everything from our end on the top side looked pretty good.

Especially with the little bit of touch-ups we did this year.

Okay.

From underneath of it, I probably haven't seen underneath that bridge in ten years.

So clay will drive very slowly.

Okay.

And they'll take both lengths so they can cover the whole width.

The eastbound lines.

So yeah.

Thank you, Chair Treasure.

When I was a formula with Gabe, it was usually Ken and Gabe that were in there and doing all that with the DOT.

All right.

And there was uh and there was nothing of concern in tunnel two.

That was all the last thing.

Awesome.

All right.

Uh switching over to projects real quick on main kind of maintenance maintenance related projects.

Um so I I did reach out to Wood Rogers on the s on the slope analysis.

Okay.

They there was a changeover in personnel there, but um the guy the old guy told me this is the guy to contact.

He said this is the guy that's been assigned.

So I know who to talk to now.

Okay.

Um so the hang up there was um meaning to get some access from BLM to get a permit to access some of the area they were gonna take a look at, and so that's we should be able to get that done.

They I they had submitted an application and shutdown happened, and I think it's just pending still, so we just probably just need to step on it.

Um but I don't think as far as we can tell, nothing's moved since 2017 when we think that it happened, so it's not an imminent imminent danger or anything, it's just something to look at for long term.

Okay, we over-escavated that area too, just to see if there's any movement this year, and all our flags are measured the same.

Oh cool.

Cool.

Uh we uh we appropriated some money in our budget for some broader kind of maintenance improvement things.

Um specifically, I think uh Chris, you had called out some places where the drainage wasn't great to see if we could do some sort of uh culture work or something to help out with those.

We haven't really moved that forward at all.

We can certainly roll the funding over.

It's um it's sitting in the rail fund accounting Story County, and so and we haven't really moved the overnight stuff forward either.

We can uh talk about both of those with Wood Rogers if we need to, but um anyway.

I don't have a really have a conception.

Maybe I need to go out with you and and see what you know what kind of improvements beyond the more routine maintenance would be helpful, and then we can start with a game plan to bring something, uh a project to do that.

Um I I thought we set aside a pretty significant amount, I don't know where that's quarter million dollars or something to do some improvement stuff.

Um the story county.

In story county.

In story county, yeah.

Yeah, we so we do we the the old estimate on the overman stabilization was I think 450.

We bumped that up to maybe 650 or something like that, and then we said, you know what, let's make it a cool 900,000 for all our stuff or something in that range.

So trust me, there's plenty in the account.

So in that case.

Yeah.

Well, we what we did was they wanted to use some of it for re-roofing the freight depot in Virginia City, which also hasn't moved forward, but that was the the quid pro quo was hey, we'll sign off on that use of the funds if you put this this for our use of the funds.

Yeah.

And um, and so we'll see about moving those forward.

Uh again, I don't think anything's urgent, but money's there, we should use it.

So it's only gonna make the track last longer.

Yeah.

Yeah.

I agree.

Yeah.

So when we hand it back to the state, shape.

Or questions ourselves.

Yeah.

Or we don't really know what happens.

Yeah, cool.

Well, let's schedule a time.

Uh schedule time to go out there and so I can get a better idea and then we can we can maybe formulate a plan for what to do.

Yeah, sounds good.

Alright.

Anything else?

Very nice work.

Yes.

Appreciate it.

We try to keep the permission first to try to get you guys to make sure everybody does up here.

Thank you.

Thank you, thank you.

Alright.

Should be here in the moment.

Okay.

Unless anyone wants to discuss something totally off the agenda, just throw the meeting under the under the wheels.

Are we allowed to do that?

Do alternative dialogue?

Alright, cool.

Well then let's uh let's just uh recess, shall we?

So uh thank you.

Um Dave left!

Oh you haven't finished your lunch, Dave.

Yeah.

That was a big sandwich.

JB.

That's the only fresh stuff you got.

Thanks a lot.

Yeah, I know, but they'll purposefully eat them all.

I know it.

They're before the salads.

I think I've always said this ever since I was a kid.

I think you should start with dessert and then end with your salad if there's room and you're done.

Right?

Never got that through to my grandparents and parents.

This is the big one here.

The slope mitigation.

Oh boy, this is why there's a full house.

I'll do more exciting than slope mitigation, I'm just saying.

Well, after I saw a train derailment, you know, hey.

Not here.

Maybe it is someplace else.

Alright.

You ready?

Anyone ready to roll?

Alright, we'll call the meeting back to order.

Time is one o'clock.

And we are going to move on.

Which is engineering.

And with that, we'll turn it over to uh Jason Dale from Wood Rogers.

Cool.

Thanks for having me, everyone.

Everyone's so excited about slow mitigation.

No, he's bragging.

I mean, come on.

We might form a fan club.

We already did.

Well, yeah, again, thanks for having us.

Um if you all haven't heard of Wood Rogers, you know, we've been in uh Reno for many years.

It's kind of a Sacramento-based company, but we provide full service on band planning if you want to take off a project, full engineering design, and we do inspections all the way through.

So we're pretty full service further.

Today I'm here to talk about some of our projects that we have ongoing.

Really one project, which is the slope mitigation along the tracks.

But I understand there's some other topics we might want to discuss as well.

Or any of those other items.

So we can certainly talk about that.

Um so today, just for this conversation, for the beginning of this, I'm gonna share these slides.

What we're gonna do is we're just gonna kind of take a look at where the site is along your alignment.

We're gonna shortly talk about what our altervations are and kind of what causes these landslides just at a shallow level, so we all have a little bit of understanding.

And then we'll kind of talk about ways that we can approach mitigating this and kind of what that schedule is gonna look like for our services.

So I think I'll do this if you have any questions, please feel free to speak up and for this um project specifically, you know, um the alignment launder through here.

We have Virginia City at the north side of it.

We have Mount House here at the south side.

Over here on the right side of the screen is I'm showing more specifically to where this lobe is that we're looking at.

This is kind of a fun photo.

Sorry with the glare, it might be hard to see.

But this is this slope in question.

We're looking here at July 2016, really before there was any indications of failure.

And then as we step over to this side, understand it's hard to see where it all are, but you can see these cracks along the right here.

So that's what we would call a crown in the talk.

It kind of slums down and the top portion of it.

So this kind of helps us see kind of where those limits are right.

This is obviously standing on the east side of the rail.

Up here, you can kind of just see where this crown is.

Other things that you know, as when we're looking at landslides, things that we're thinking about when we look at these to understand the mechanisms are one, you see water coming out of it.

We didn't see water, but oftentimes water can drive landslides.

We're also looking down near the toe, as we would call it the slope.

Sometimes these landslides, and I'll show another slide, but they can kind of bulge out at the toe, and that gives you an indication of how deep seated these landslides are.

So obviously, when you have a rail running along the bottom of it, there's always a question of is this landslide going to destabilize our rail.

Here's some other photos.

Some things to point out is when we were on the site visit, we saw some of this fill or soil material that was placed on the other side of the rail.

You know, our assumption is that that was probably cleared out from the bottom of the slope.

So meaning there's probably a little bit of maintenance that's going to occur just to clean that up.

Another thing that we look at is the alignment of the rail.

I don't know the history if this area has been realigned, but when there's a big deep seated movement, you're going to see all sorts of the aspects moving around, but we didn't see that out there.

It looks to me like the rail is nice and straight, we're not seeing any elevation or horizontal changes.

So that's a good sign.

So those were kind of like what we saw on the field at this point.

And I want to talk about a few of these types of landslides that are landslides that can occur, and how we're narrowing it down to what we think is going on here.

So you know, there's typically six types of landslides, and we've ruled out lateral spread, topple, and rock wall.

The geology, the terrain doesn't suggest that's what's happening.

So stepping in from that, there'd be three other scenarios that we can consider.

So you have a rotational landslide, as I was talking earlier, kind of looks like this.

You almost think of a big spoon, it makes like a nice circle.

When you have those types of landslides, you would have that toe bowl, which I'm talking about earlier, where we would anticipate the track would get shoved out of the way.

We didn't see that.

Another type of scenario could be what's called a creep landslide.

That's typically where you have a slope terrain, it's really heavy soils that could be really saturated, and over years are just slowly moving down.

Um could be a potential out here.

I don't think that's what it is, but it's something that we're going to explore.

Then we have this last one down here, what's called a translational landslide.

And um, as we kind of describe right here, say you have a table you turn sideways with a block, it's just that top part that's sliding down.

So in the situation we have out here on the VMT for this uh landslide.

What it looks like is we have nice hard rock under, and then as you see around this area residual soil that probably got heavy and kind of slid down.

So the reason I want to point this out is because the way that you approach mitigating these really depends on the type of landslide you have.

If it's a deep seated landslide, that that's a big deal.

But since we're generally narrowing it down to one of these two, probably translational, that's a much easier approach to how we can step forward with that.

So mitigations.

Um there's A to Z and what you can do out there.

Kind of this figure, you can build big walls, you can do some grading, you can install the soft soil nails.

This picture here kind of shows what it just you know, regrading the slope might look like.

That picture to the right shows what soil nails would look like.

This is much cheaper.

Much, much cheaper.

Um we talked to some contractors for the site, you know, for a soil nail wall that could be on the order of over a million dollars for the site.

Well, however, that's not the direction we're looking to go.

We understand that you know y'all have to be custodians of the funds of the rail, and we're trying to find an appropriate solution.

So some considerations as we look at mitigations.

One is what's contributing and driving this landslide.

After that, space constraints.

We have a rail we're at the toe of this, so we have to be kind of considerate of how much space we have so the rail can operate safely as it's supposed to regulatory constraints.

Sometimes that comes down to money, right?

There's different funding mechanisms that you all receive.

Understand there's probably a money threshold where you go above that, there's more hurdles or barriers in the way.

We also have down here, you know, long-term maintenance and performance.

There's different approaches on how much money you want to spend.

You go with soil nail wall.

There's no maintenance, but you're spending a lot of money up front.

We do some of these gradient approaches, and it's really going to help reduce the risk of that.

But maybe occasionally there's some rocks or soil that fall at the toe.

It's not a big deal.

You go scoop it up and move on with your day.

We also have two additional things to consider is the risk tolerance.

Um say there's a daycare at the bottom of your slope.

We don't want a bunch of rocks falling down there.

Um a train, you don't want the train to be derailed or rocks to fall onto your train.

So that's something to consider.

And as we mentioned earlier, cost of constructibility.

So, what is effective for the budget that the VNT has to put towards this?

So stepping forward, you know, as a commission, I imagine half the time you all are thinking budgets and money.

Those are the big things you have to think about with a subcontractor like us who's providing these services.

Um we got kicked off in September.

Starting from there, we were looking at investigation sites.

I think we had a meeting with the commissioner and we talked a little bit and we were looking to talk with the BLM to get access.

Government shutdown government shutdown happened if we all remember that.

That was fun.

And that kind of all fell apart there as we went into the holidays.

Unfortunately, as well, our lead engineer on this one decided to step to a different company.

So there was a little bit of a shakeup.

But we've got this back on the rails, I guess that'll have but um we have a schedule and a path forward.

First thing I want to say is you know, we're on budget, we weren't taking vacations with the budget on this, so we're not looking for more money.

We're gonna what we have.

So, this is what our current schedule is looking forward.

We're gonna do what we call site exploration.

So we did this review on Google Earth and all that stuff, and now we're gonna go out there to get data to say this is the type of landslide that we think is happening out there.

So that includes flying a drone around to get good topographic surveys.

We're gonna have a little excavator out there to dig test bits.

Hopefully, what we're gonna see is there's nice hard rock with a residual soil, and it's just sliding off.

We're also gonna do what's called a geophysical survey.

Um it's black science with how they work, but what you can do is you can measure the ground using geophysics.

You pretty much hit a hammer on the ground and you see how the speed travels.

But that gives us an idea of what's happening underground without going to these really expensive drilling methods.

And it's also going to help us verify our hunch that this isn't deep-seated.

This is just a slump on the top.

So we gather this information, we run stability analysis.

It's a mathematical approach to understanding how this landslide's occurring.

So then with that, we can come up with our mitigated measures.

Right now, our current approach that we want to confirm is really let's do a little bit of grading out there.

Let's get the water off the slide so when it comes down the hill, it's not making the soil heavier.

But ultimately, it's going to be what we're currently thinking is an approach that's fairly minimally evasive, not too much work in the field with any specialty contractors that can bring this down to a risk level that's appropriate for the rail.

It might include, you know, maybe when your crew maintenance goes out there, they see a little slump or a little bit of soil that collects at the bottom of some rocks, but clean it up and move on with your day.

We don't think this is a thing where it's going to destabilize the rail, causing issues there.

So, you know, stepping forward into this, um, I'm going to need a little bit just support with y'all just to get out on the site.

We'll talk with the commissioner about that who we have in the past, just we want to put an excavator out there.

We want to make sure we're following all your rules and not saying, hey, we did this work.

Surprise.

So we can talk about that offline or whenever that's appropriate.

This is kind of my summary of this presentation on this questions that I can answer.

Yeah, please go ahead.

So what will happen then?

Will Chris and his team be doing the main or the movement of rock, or what's how does are you guys doing it, or what's the plan of attack?

Because I feel like the contract we did was initially just to go through all this analysis, right?

And then and then are are you guys going to be doing whatever type of work it is that's necessary to stabilize, or is this fall back underneath our maintenance contract with Chris and team, or how how what how does that all look moving forward, I guess?

Good question.

Typically what happens with our type of product, like what we do is we give a report that says this is what happened, this is what we recommend you all do.

Okay.

And then as a commission as our client, um you can use that report to send it out to bid to several different contractors, or if you feel like you have an in-house staff that's appropriate to take care of that, that's another approach you can you can take.

Okay.

But our big, you know, with our current mindset of this is we don't want this to be a specialty contractor kind of thing.

We want it so you have a lot of options to find the best, easier money for that.

Okay.

So it could be, Chris, if you feel comfortable, we might have to amend Chris's contract, but you know, if you feel like you can take it on.

I can move dirt.

I just wanted a professional opinion, because I can go underneath the railroad tracks, and I didn't want to align that.

Okay.

Yeah.

Maybe I'll have a question.

Have you been working on this area for a while?

Yeah.

Okay.

Um with what I was saying, does that generally align with what you're seeing?

Um are you seeing much material come off that slope of the years?

We just started monitoring it recently, like when we contacted you, and uh we over escavated as you saw in the picture just to kind of pull back to see if that footing came back towards the tracks.

And we haven't recorded any kind of movement this year, so you never see water shooting out of the slope.

You don't really see the rail keeping side.

I had standing water when I first took over the contract there, but then we removed some of that uh dirt and culverted it, so all that water rushed out.

But other than that, I haven't seen no water.

Okay.

Great.

Yeah, that's what we were expecting, so good to confirm that.

When you're up there with an excavator, can you make some of the drainage that that's obvious that meets up there?

Just in time rather than coming, you know, coming back kind of deeper to the problem.

It's a good question.

Um, typically how we do these with our budgets, we kind of anticipate like a day in the field.

So we generally fill up that day with just getting out there to do that type of work.

So it's it's kind of outside of that budget that we currently have.

But I understand your point of just being effective in a site.

Um at this point, that's not our plan.

But um certainly something we could not without.

There's there's another piece to it, and that is that our our right-of-way covers part of this site.

Um, but beyond that limit is the LM land.

And so the permit that we're seeking at this point is specific to the evaluation, not necessarily the mitigation piece.

We could change that.

That was something I think they asked when we met with them.

Was do you want the big dance, whatever?

And we were like, well, let's just focus on this for now.

So I mean, when he's already there with the machine that would do the work, you know, the most.

And then uh I don't know.

It seemed like if there was any more storms, especially March, April, which we're gonna have some storms, you know, kind of it would be mitigated a little bit, it wouldn't be fixed, and it would better be a small little add-on to uh keep it from getting one or the thought.

Yeah, yeah.

Well, the problem is when you get the federal government involved, if if we have to do that work up onto their area, right?

Then nothing happens quickly or easily.

So cool.

Other questions or comments?