►
Description
Budget discussion
A
A
A
A
A
A
A
Amongst
the
questions,
I
think
that
that
council
members,
the
number
of
people
have
been
raising
with
me
that
we
haven't
gotten
into
very
much-
is
concerns
about
the
raises
that
are
in
the
budget
that
are
not
really
mentioned
in
the
mayor's
budget
message
and
people
asking.
How
is
it
that
it's
decided
that
some
people
get
a
1%
and
other
people
get
a
5
10
15
40
percent
raise
this.
B
Year
as
different
from
previous
years
is,
there
was
a
full
evaluation
process
where
the
department
heads
were
submitting
personal
evaluations
of
their
employees
with
recommended
promotions
raises.
The
mayor
had
even
done
this
herself
for
her
staff.
So
we
with
the
guidance
of
departments
when
it
came
to
who
was
getting,
who
was
getting
across
the
board
and
who
maybe
was
getting
more,
was
all
based
on
performance
evaluations.
C
B
Actually
ransoms
should
be
a
three
percent
raise
and
so
that
we
did
put
that
on
the
on
the
amendments
for
Sue's
other
staff.
Two
of
those
of
those
individuals
didn't
receive
major
races,
so
they
received
a
1%
on
top
of
mid-year
raises
and
the
only
position
that
just
a
1%
was
given
to
was
a
was
a
new
position.
That
was
a
recent
hire
within
the
department.
A
B
Not
necessarily
some
of
them
just
did
general
evaluations
with
with
the
ask
of
five
five
percent
was
most
common
throughout
the
departments.
It
was
really
with
dialogue
with
the
departments
to
break
down.
You
know
to
kind
of
expand
on
really
what
you
know.
Maybe
what
made
other
stand
out
more
than
some,
but
many
just
didn't.
Basically,
a
basic
good
grades,
good
evaluation
standard
to
tender
rates
across
the
board
so
clearly
loud.
We
just
we're
not
in
a
position
to
do
five
percents
forward
throughout
the
city
across
mic.
B
Brian
is
going
to
be
leaving
doing
that
majority,
that
constituency
work
and
focusing
on
really
these
large
projects
that
we
have
going
on.
He
really
is
going
to
be
essentially
CEO
CEO
of
the
city
or
he's
moderating
the
larger,
the
larger
projects,
the
bigger
picture,
driving
home
the
big
initiatives.
It's
gonna
be
much
more
responsibilities
for
him
much
more
much
higher
expectations.
Mayor
was
very
clear
in
her
evaluation
from
Brian
what
was
expected
and
they
are
big
s
and
big
goals.
B
It's
not
I'm,
not
liberty
discuss
personnel
files,
but
just
so
you
know
his
his
role
is
going
to
be
expanding,
as
responsibilities
are
going
to
be
expanding
and
leaving
and
with
him
leaving
that
situation
a
swirl.
It
opens
up
an
opportunity
for
David
to
assume
those
chief
of
staff
duties
and
the
deputy
position
was
eliminated
and
the
other
larger
raises
in
the
mayor's
office
were
due
to
really
an
increase
in
hours.
Worked
from
part
from
one
position
is
going
from
twenty
to
thirty
hours,
and
one
position
is
going
straight
part-time
to
full-time.
E
As
a
released
abilities
certainly
find
shade
to
do
constituent
service
when
I
was
working
at
the
legislature,
I
was
a
Christian
service
at
first
I.
Believe
a
constituent
service
I
think
there
are
several
times
before
certain
formats
and
you
don't
get
an
answer.
So
just
it's.
My
hope
that,
with
this
new
position,
that
line
is
going
to
be
the
buck
has
stopped
somewhere.
E
Sometimes
when
you
call
for
services
or
were
you
calling
for
something
to
be
done
about
an
issue,
we
might
know
some
of
the
transformation
of
the
LED
lights
from
national
with
to
the
city
on
it?
Do
you
know
who
to
contact?
You
have
to
find
Leonard.
That's
right!
That's
right!
There
so
I'm
a
big
supporter
of
this
position.
Now,
where
I'll
be
able
to
contact
the
director
of
operation
and
say
alright,
can
we
get
this
done
so
I?
Don't.
F
H
F
F
B
We're
also
we're
also
looking
to
hire
an
energy
manager
as
well.
That's
gonna
be
in
with
Ann
Marie's
group
in
the
lien
group.
It's
really
more
of
a
project
manager,
but
that
we
really
need
that
person
to
kind
of
do
those
boots
on
the
ground.
Wendell
is
doing
a
fantastic
job,
so
managing
a
program
as
far
as
as
far
as
installation
goes,
but.
C
F
F
E
F
E
I
F
F
I
D
B
I
will
say
that
myself
and
in
a
creation
of
a
deputy
under
me,
two
were
a
couple
of
the
larger
ones
we
are.
We
are
really
expanding
our
role
we
are
taking
purchasing
directly
under
us.
We're
also
we're
also
heavily
involved,
getting
a
live
well
with
Anne
Murray's
office
and
really
working
on
process
efficiencies
within
the
department.
So
our
scope
and
our
role
is
expanding
as
well,
and
on
top
of
the
fact
that
we
spend
most
of
our
days
problem-solving
with
the
departments.
B
J
So,
to
follow
up
for
that,
Mike
I
think,
because
what
we
hear
is
that
there's
a
perception
that
they
are
only
a
certain
they're,
a
certain
amount
of
heat,
not
amount,
but
there's
a
certain
class
of
people
or
workers
in
the
city
that
are
worthy
of
these
significant
raises,
and
you
know
in
terms
of
morale
and
people
being
disgruntled.
It
is.
J
Just
note
that,
even
when
we
our
new
Clerk
when
she
started,
she
was
hesitant
to
come
before
us
to
propose
a
certain
salary
for
her
staff,
because
in
some
departments
as
a
sentiment
that
they
can't
ask
for
more,
whereas
other
departments
come
in
here
like
police
and
fire
nature's
eggs
for
whatever
they
want
for
whatever
they
want
and
they
get
it.
And
so
how
do
we
create
a
culture
here
in
the
city
where
everyone
feels
that
their
work
is
valued
and
they're
compensated
for
what
they
bring
to
the
table?
B
J
Does
it
make
sense
at
some
point
to
consider
and
a
specific
person
that
may
be
an
HR
who
makes
recommendations
about
raises
because
if
we
leave
it
up
to
the
department
head,
it's
based
on
their
perception?
So,
for
example,
as
I
mentioned
with
our
clerk,
she
was
under
the
impression
that
you
know
I
don't
want
to.
The
city
is
strapped
for
cash.
I
don't
want
to
ask,
and
we
had
to
literally
push
her
to
ask
for
raises.
So
when
you
leave
it
up
to
the
discretion
of
the
department
head,
people
go
without
I.
B
We've
certainly
worked
with
the
departments
to
to
bring
up
some
of
the
lesser
raises
to
through
award
and
promote
those
who
take
much
larger
responsibilities
and
much
larger
roles
within
their
organization.
So
I'm,
you
know
we
are
sweet.
This
is
all
a
work
in
progress
to
get
to
this
point
and
one
of
the
big
things
why
we
felt
the
evaluations
are
so
important
because
there
was,
it
was
a
lot
of
word-of-mouth.
He
said
she
said
and
we
really
needed
to
start
ranking
identifying
and
then
so.
This
is.
B
This
is
the
first
year
of
building
on
something
new.
So
the
goal
is
to
get
the
involve
employees
right,
size
and
evaluated
to
their
to
their
contributions
to
their
skill
sets
to
their
educational
levels,
to
where
they
should
be
within
within
the
context
of
a
larger
organization
and
the
and
starting
with
these
evaluations,
they're
really
pushing
back
and
working
earlier
with
the
departments
is
hopefully
the
one
that's
going
to
lead
us
to
that
goal.
B
So
we
certainly
understand
you
know,
but
I
will
say
and
organization
whether
it's
here,
whether
it's
a
private
sector,
whether
you
know
whether
it's
it's
an
education
whenever
whatever
the
perception
is
that
those
who
are
above
us
are
reaping
the
rewards
of
the
work
and
we're
not
getting
anything
is
kind
of
generally
how
it
goes.
But
you
have
to
understand
these
things
are
evaluated
primarily
based
on
level
of
responsibility
level
of
education.
B
A
B
I
J
A
Be
Gaston
and
it
does
tend
to
be
people
at
the
upper
levels
we
are.
We
are
increasing
the
income
gap
in
our
city,
significantly
from
what
I
am
seeing
and
that's
part
of
the
problem
here.
You
know
one
point:
when
I
work
for
the
state,
they
gave
everybody
like
a
minimum
of
like
a
five
hundred
dollar
increase,
because
they
were
recognizing
that
these
1%
raises
were
just
accentuating
the
income
gap
between
the
the
lowest
end,
because
if
you
are
making
$30,000
a
year,
just
a
little
over,
you
know
minimum
wage.
A
C
B
B
B
Is
it
and
and
really
why
you
want
to
look
at
DGS
supervisors
why
we
had
to
raise
their
salary
so
much
when
we
negotiate
the
last
I'm
going
to
the
last
Union,
because
they
their
subordinates
we're
making
more
than
them?
We
have
to
have
an
organization
where
leadership
rises
to
the
top
talent
rises
to
the
top
and
not
make
it
prohibitive
to
to
jump
those
levels
because
you're
going
to
make
money
to
do
so.
That's
it's
not
you're!
Never
going
to
track
of
talent
that
you
need
to
be
successful
and.
J
B
And
but
there
are
you,
there
are
unique
situations
and
unique
circumstances
to
each
department
in
which,
then,
which
is
why
those
those
that
code,
those
those
are
those
answers,
are,
are
different,
because
the
issues
and
problems
are
different.
It's
it's
it's
hard
to
just
do
a
sweeping
equity
move
across
the
board
that
affects
everyone
in
a
way
that
that
makes
it
that
makes
it
equitable.
B
Frankly,
it's
each
department
has
unique
set
of
circumstances
that
require
some
different
techniques
to
getting
them
pushed
to,
where
you
want
them
to
be
professionally
and,
and
that
and
fire
and
police
are
the
biggest
examples
of
that.
It's
because
you
can't
you
cannot
have
true
leadership
and
talent
rise
at
the
top,
when
there's
nothing
Center
for
the
lower
ranks
to
vote
for
those
goals
and.
J
A
B
F
F
F
B
These
these
positions
in
this
organization
and
every
organization
are
designed
as
entry-level
positions
if
the
way
that
that
people
can
succeed
in
the
city
and
any
organization
is
to
move
through
the
levels,
those
those
positions
are
met
for,
where
you
start
with
the
organization-
and
we
have
been
we
have
this
is
this-
is
now
our
third
consecutive
year
of
across-the-board
raises.
We
really
have
picked
some
of
these
very
little
raises
to
give
them
a
little
more
each
year
over
the
last
three
years.
J
J
G
B
J
Keep
certain
people
from
rising,
so
the
same
argument
was
made
when
people
were
fighting
for
$15
for
employees
working
at
McDonald's
and
other
fast-food
restaurants,
that
you
know
these
are
entry-level,
and
what
we
found
is
that
there
were
a
lot
of
adults
with
children
working
at
these
restaurants,
not
just
high
school
students
or
college
students,
and
so
that
is
a
dangerous
and
mindset
to
have.
And
it's
not
taking
into
consideration
the
realistic
aspects
of
our
our
workforce.
There
are
some
people
who
retire
in
these
entry-level
positions
and
they
retire,
making
$37,000.
B
No
one
is
saying
we
don't
want
to
advance
all
of
our
workers,
I'm
just
kind
of
given
a
general
sense
of
of
really
what
the
organist
organizational
structure
and
most
organizational
structures
are
built
for,
and
many
of
these
positions
at
the
bottom
are
designed
as
a
starting
point,
but
I
agree
with
you.
We
have
to
look
at
ways
that
we
can
help
people
advance.
We
have
to
look
at
ways
that
we
can
invest
more
in
them.
We
have
to
look
at
ways
that
maybe
have
life
situations
that
make
it
very
difficult.
B
You
can't
go
back
at
school
that
you
that's
not
the
time
or
the
money
to
really
do
that
we
are.
We
are
looking
at
more
ways
to
look
at
to
look
at
those
who
make
the
least
in
the
city
and
bring
them
along,
but
the
real.
The
real
goal
is
to
get
them
into
these
positions,
invested
them
and
move
them
along
by
succeeding
within
the
organization
and
moving
forth
can.
F
I
think
someone
who's
taking
these
calls
for
dgs
they've
been
there
one
year
over
five
years
deserves
to
be
making
more
than
three
thousand
I
think
the
bottom
line
is.
We
are
actually
people
who
live
in
our
city,
we're
demanding
that
for
them
to
be
employed,
you
can't
rent
an
apartment
anyway
with
family,
oh
three,
better
for
anything
less
than
1200.
That
is
almost
three
quarters
of
their
pay.
When
you're,
making
dirty
2,000
you
take
home
without
healthy
Jones
is
roughly
1600.
I
F
F
C
I,
if
I
can
make
a
comment
to
this,
this
notion
of
of
an
escalating
pyramid
defies
logic,
because
you
have
so
many
more
people
on
the
bottom
that
there
aren't
enough
of
those
equitably
good,
paying
positions
for
more
than
1/10
of
them
to
ever
aspire
to,
and
it
still
doesn't
explain
the
distinction
between
giving
some
guy
at
the
top
10
percent
raise,
while
the
guy
at
the
bottom
still
only
gets
one
percent.
It
just
doesn't
follow
that
oh
we're
giving
them
opportunity
and
training.
Well,
you
really
got
to
get
them
pay
and
to.
I
C
Very
difficult
to
vote
for
a
budget
that
has
some
glaring
examples
of
people
on
the
top
people
close
to
the
leadership
always
getting.
The
big
raises
whether
they
describe
their
duties
differently
from
year
to
year
to
year.
That
just
sounds
like
an
excuse
really
and
I,
find
it
very
difficult
to
believe
that
the
Rec
Department
you
know
like
like,
let's
say,
let's
say
that
indeed
they
they
didn't
recommend
for
some.
C
You
know
for
something
more
than
1%,
that
sort
of
which
I,
don't
believe
necessarily
is
what
really
happened,
but
even
if
even
if
that's
the
way
it
happened,
somebody
within
this
city
or
organization
should
be
looking
at
rec
and
saying
gosh.
Some
of
your
people
are
doing
a
great,
a
great
job.
Where
are
the
you
know
if
this
whole?
That's
what.
B
B
A
B
Mate
I
think
the
jet
de
janitors
and
dgs
in
the
Union,
maybe
but
I-
think
we've
done
a
pretty
good
job
of
identifying
all
those
that
were
outside
the
minions
crossing
guards.
I
believe
were
right
at
that
$15
mark
1490,
something
in
the
last
contract,
but
we
are
we
negotiating
with
them,
I
think
in
the
next
couple
of
weeks,
so
they
will
be
above
above
that
level
after
the
next.
G
B
We
really
talk
about
that
every
years
and
then
the
question
is
always:
where
do
you
stop?
Because
then
you
have
this
group
that
you've
moved
up
and
they've,
and
now
there's
always
this
little.
This
is
this
pocket
of
people
that
were
just
passed
by
those
who
were
making
less
than
them.
I
think
that's!
What
we
really
need
to
look
at
is
how
we
can
implement
this
in
stages.
There
yeah.
D
H
H
H
An
upper
level
person
if
you're
advocating
or
you
know
your
deputy
to
have
higher
pay
I
think
that's
responsible,
but
if
you're
looking
at
you're,
you
know
you're
making
$30,000
a
year,
you
just
need
more
I
mean
there.
Shouldn't
necessarily
have
to
be
a
piece
of
paper
associated
with
it.
Saying
that
you
know
Ginny's
great.
She
deserves
a
raise,
although
or
is
anybody's
fault.
A
A
A
A
Assistant
who
taking
out
supervirus
and
responsibilities
and
it
was
moved
up
to
confidential
assistant,
but
everybody
else
has
1%
it's
like
really
not.
One
of
those
people
was
worthy
of
more
than
1%.
What
so,
when,
when
you,
when
I
went
through
the
state,
there
was
a
very
detailed
you
create
expectations.
You
mention.
A
G
A
And
I
understand
we
have
budgetary
problems
and
giving
people
you
know
most
people
one
percent
raise.
But
then
there
are
so
many
people
who
are
getting
significant,
significant
thumbs
up,
not
three
percent,
not
five
percent,
but
eight,
ten,
fifteen,
thirty
percent
and
more
and
and
how
do?
How
do
you
not
feel
devalued?
H
H
H
That
they
would
say
no,
no,
no,
we
don't
want
an
increase
in
pay,
I
mean
their
their
contract.
It
would
be
separate
from
their
contract
negotiations
and
I
understand
that
that
might
also
put
the
city
at
a
disadvantage
in
those
contract
negotiations.
But
the
right
thing
is
the
right
thing
and
somebody
making
$30,000
a
year
is
not
the
right.
K
K
K
What's
bugging
me
is
that
somebody
we're
not
even
helping
them
advance
they're,
actually
falling
behind,
because
inflation
is
is
hurting
their
salary.
So
far
on
the
offering
you
know
and
I
like
to
see
that
I
think
the
city
should
give
some
kind
of
cost-of-living
increase
that
would
stay
kind
of
close
to
inflation,
I.
B
Agree
that
we
that
we
we
are
going
to
continue
to
give
raises
I
will
say
that
I'm
prior
to
these
consecutive
years,
many
of
these
people
had
not
seen
raises
in
a
decade,
so
we
have
turned
around.
We
are
working
on
turning
around
what
was
happening
prior
to
us
being
here
so
yeah
I
agree
we
get.
We
will
keep
looking
to
find
ways
to
move
people
forward
through
the
organization
because
it
is
difficult
to
live
in
this
city.
We
certainly
for
$32,000.
So.
K
K
K
You
know
the
president,
you
know,
does
give
people
to
get
the
salaries
up,
we're
doing
a
big
study
right
now
we're
for
inversion
and
what's
the
other
journal,
salary
compression,
because
people
have
been
here
10
15
years,
new
people
come
in
they're
at
a
higher
rate,
so
we're
actually
in
our
latest
contract.
We
have.
This
algorithm
worked
out
where
we're
gonna
give
people
to
try
to
get
them
up.
You
know
that's
within
the
contract,
so
this
is
stuff
that
we
should
be
because
I
see
turnover
is
a
big
problem.
K
C
B
Mayor's
office
is
responsible
for
fetching
the
mayor's
the
mayor
with
her
prepare
her
office
I
responsible,
it's
a
very
bad
budget
does
not
write
anyone's
narratives
goals.
We
don't
we
don't
participate
in
that
generally.
The
mayor's
office
with
with
admin
services,
will
review
those
and
edit
and
push
back.
The
budget
team
is
not,
and
we
do
not
involve
ourselves
heavily
and
into
the
the
narratives
of
the.
A
A
B
Just
of
just
showing
in
the
budget,
a
transaction
that
we
have
been
that
we
have
been
implementing
for
decades,
so
you
know
one
of
the
things
that
I
that
it
concerns
me
is.
Every
year
we
have
our
meeting
with
with
SPR
bonding
and
ratings
agencies,
and
one
of
the
questions
they
ask
is:
why
is
your?
Why
is
your
budgeted
revenue
generally
so
much
higher
than
your
actual
revenue,
and
that
does
work
against
your
bond
rating,
but
the
big
issue
for
us?
Well,
you
know,
prior
years.
A
I
B
We
already
have
a
built-in
three
and
a
half
million
dollar
variance
with
the
HUD
requirement
for
putting
in
phased
apartment,
so
my
concern
with
because
we
were
increasing
the
amount
of
debt
reserve.
My
concern
was
that
this
variance
now
is
going
to
increase
another
800,000
on
top
of
what
we've
already
had
to
explain
prior
and
the
reality
is,
is
neither
an
interfund
transfer.
It
hits
the
operating
budget,
nor
does
it
remove
dollars
from
the
budget.
B
The
transaction
works
in
a
way
that
the
debt
reserve
payment
is
made
directly
into
into
our
debt
service
liability
that
reduces
the
liability
needed
in
the
general
fund
to
satisfy
the
full,
the
full
liability.
So
really
none
of
that
transaction
hits
our
operating
our
operating
funds.
So
for
me
it
was
a
matter
of
what
is
the
best
way
for
us
to
show
how
this
transaction
is
occurring
without
it
necessarily
creating
this
ferret.
This
variance
within
the
budget
so
I
certainly
understand
why
changing
changing
way.
B
We
have
been
doing
it
for
a
while,
you
know
was,
you
know,
certainly
eye-catching
I,
don't
necessarily
agree
that
any
that
surely
should
have
went
to
the
level
that
it
did.
I
think
we're
basically
talking
about
two
different
ways
of
doing
the
same
thing.
Just
I
prefer
a
way
that
doesn't
necessary
artificially
inflate
the
overall
size
of
the
budget.
You
know
from
my
perspective,
though,
from
a
budgetary
perspective
and
not
towards
you
know
just
from
the
actual
dollars.
It's
there.
It's
the
same.
D
A
B
A
This
is
our
city
charter
and
it
says
that
the
mayor
needs
to
have
a
message
accompanying
her,
but
the
budget
shall
provide
a
complete
financial
plan
for
the
ensuing
fiscal
year
and
the
message
shall
explain.
The
important
features
of
the
budget
indicate
any
major
changes
from
the
current
year
in
expenditures
and
revenues,
together
with
the
reasons
for
such
change.
A
A
That's
consistent,
essentially
with
what
OSC
is
talking
to
me
about,
which
is
two
hallmarks
of
good
budgeting
is
consistency
and
transparency,
so
especially
if
you're
not
going
to
have
consistency
from
one
year
to
another,
the
new
be
transparent
that
is
embedded
in
our
Charter.
So
you
know
that
you
and
mr.
A
Schine
apart,
think
I
have
been
making
a
mountain
out
of
an
anthill
as
he
says,
but
he
doesn't
mean
to
be
dismissive
of
my
comments,
but
there's
no
mention
of
the
change
in
the
budget
as
it
was
presented
on
October
1st
and
the
first
time
that
there
was
any
mention
of
it
was
when
I
came
to
you
right
after
the
button
airs
budget
presentation.
I
said
what's
going
on
here
and
then
you
came
here
and
you
did
your
presentation
and
I.
D
A
Given
you,
a
series
I
have
followed
up
on
discussions,
I
know
that
SCADA
but
is,
and
the
mayor's
that
I'm
asking
for
too
much
information
when
indeed,
what
I'm
doing
is
I'm
putting
in
writing
as
a
courtesy
following
Finance
Committee
meetings.
The
questions
raised
by
my
fellow
council
members
legitimate
questions
about
this
budget
and
then
we're
not
getting
responses
so
I,
don't
know
why
we
have
you
come
here
and
have
a
dialogue
when
up.
We
have
questions
from
that.
I
sent
you
on
October
10th.
That.
A
So
you
know
that
the
comment,
the
suggestion
that
you
expected
more
dialogue
when
we've
asked
questions-
and
you
said
you
would
get
us
information-
you
will
follow
up
on
that
and
I
do
the
courtesy
of
providing
you
with
this.
Nobody
told
me
that
you
disagreed
with
the
list.
Nobody
told
me
that
you
think
we're
asking
too
many
questions
go
back
to
the
drawing
board
and
picking
and
you
know,
but
so.
A
B
B
B
The
turnaround
was
so
fast
many
of
them.
We
also
did
not
notice
that
we're
corrected
until
until
the
next
day
when
the
book
was
was
finalized
and
sent
out.
We
literally
had
a
few
hours
to
review
the
book
and
and
when
you
really
look
at
in
its
entirety,
the
amount
of
errors
is
less
than
what
have
been
in
previous
years.
So
that's
not
really
something
that.
A
A
I
C
Well,
it's
a
little
bit
different
topic,
but
there
are
a
couple
of
things.
I
would
like
to
see
the
budget
spend
money
on
that
art
being
spent
on
such
as
a
modest
increase
in
senior
services,
and
that
could
be
channeled
through
the
Department
of
Recreation,
which
has
certainly
indicated
an
interest
to
me
anyway.
That's
why
I
find
it
baffling
that
they
don't
come
to
you
if,
indeed
that
is
the
case
and
say
these
are
some
of
the
things
we
want
to
do
and
we
need
financing.
A
That's
in
the
mayor's
budget
message
we
have
allocated
funding
to
further
enhance
our
award-winning
summer
youth
program
extended
in
ours
and
our
community
centers,
and
offer
additional
program
programming
for
our
senior
population.
So
that
is
the
question
I
have
is:
where
is
the
additional
funding.
B
One
of
the
it's
I
really
would
turn
to
wreck
to
that,
because
one
of
the
opportunities
that
they
had
when
we
moved
their
positions
for
parks
to
dgs
was
a
freed
up
about
two
hundred
and
fifty
thousand
dollars
for
them
to
focus
on
those.
So
rec
did
have
the
available
funds
to
put
it
into
programming
where
they,
where
they
wanted.
B
As
far
as
that,
what's
in
the
memo,
I
would
reach
out
to
rec
to
ask
him
where,
where
and
Senior
Services,
some
of
this,
some
of
these
dollars
may
have
may
have
gone
to
what
I
was
really
referring.
To
was
more
of
what
we
were
looking
for
for
the
for
the
pit
for
an
increase
to
what
we're
we
were
giving
for
job
centers,
the
centers
for
the
aging
non
asleep
within
with
the
rec
programs.
G
C
B
We
are
I
think
we
have
to
do
a
larger
evaluation
on,
what's
being
provided
by
the
county,
with
dream
visit
provided
through
rec
already
and
what
the
needs
are.
I'm,
not
necessarily
opposed
to
increasing
that.
We
just
want
to
know
what
you
know
better
idea
of
what
form
that
would
take
and
where
we
go
and
give.
B
One
of
the
things
that
I
thought
was
an
opportunity
potentially
was
I
know
that
we
had
the
opportunity,
through
legislation
to
increase
what
we're
charging
for
birth
and
death
records.
I'd,
be
you
know,
I
to
me.
The
increase
in
that
revenue
may
be
a
good
opportunity
to
do
to
fund
something
like
that
or.
C
Maybe
the
diminishing
some
of
these
16%
salary.
You
know,
let
me
just
give
you
an
example:
the
city
of
llama
nice
pens,
less
than
26
thousand
dollars
a
year
for
senior
services
budgeted.
We
are
giving
a
pay
increase
to
two
people
in
the
mayor's
office
for
$10,000
more
than
what
we
pay
our
senior
services.
J
B
A
pretty
significant
reorge
of
where
there
are
moving
people
I
would
I
would
I
would
refer
back
to
rec
for
a
specifics
necessary
where
they,
where
they
use
these
these
dollars.
Not
only
did
they
get
a
relief
of
two
hundred
two
thousand
dollars,
but
they
also
were
giving
a
slight
increase
in
their
overall
budget.
So
I
think
that
Justin
or
Jonathan
can
probably
give
you
more
of
that.
That
detailed
well.
C
As
commission
tell
you
what
Jonathan
said,
Jonathan
said
that
he
uses
some
of
his
facilities,
youth
facilities
for
seniors
when
the
youth
are
not
are
not
using
them
and
I,
give
him
credit
for
doing
that,
and
he
enlisted
some
free
contributions
from
some
not-for-profits
to
a
system
in
providing
senior
services.
But
in
terms
of
increasing
that
$26,000
a
year,
it's
same
flat
for
ten
years
Chuck
despite
I.
B
Mean
Jonathan
does
not
administer
to
that
to
that
program,
so
I
think
we
just
need
a
better
understanding
of
of
what
exactly
where
that's,
where
that's
going,
what
we're
getting
out
of
it
and
what
the
needs
are
so
so
I
I,
don't
know,
disagree
with
you,
but
I
think
we
have
to
take
a
deeper
dive
into
into
to
what
that
program
is
and
what
the
needs
really
are.
So.
B
We
could
know
that's
something
that
we
could
do
that,
what
we
would
do
in
the
ministry
and
in
my
straight
event,
and
just
and
just
take
a
deeper
dive
into
it
and
see
what
opportunities
might
be
there.
I,
don't
necessarily
I,
don't
oppose
increasing
that
if
it's,
if
it's,
if
it's
going
to
or
something
that
was
real
value,
sure.
A
A
I
had
some
richard
has
had
some
suggestions
and
there
is
an
issue
with
regard
to
some
people
wanting
to
sunset
view
of
it
in
a
few
years,
but
with
the
amendment
since
it's
a
local
law,
it
cannot
be.
It
can
be
amended
at
the
next
meeting
10
nights
ago.
We
cannot
be
voted
on
until
the
meeting
after
that
I'm.
Looking
at
the.
A
A
My
general
thought
is
that
actual
decisions
on
all
of
the
bonding
I
would
like
to
keep
that
moving
forward,
but
I.
Don't
think
that
we
need
that's
not
part
of
the
budget
process
or
say
well.
That
was
the
goal.
I
I
think
that
we
have
so
much
on
our
plate
between
now
and
you
need
to
make
a
decision
about
what
we're
going
to
be
doing
on
the
budget
ordinance
itself
a
budget
in
ten
generally
and
I.
A
Think
the
the
we
should
be
making
sure
that
we
do
something
about
a
curbside
waste
collection
fee
and
if
that's
not
going
to
be
a
pass
with
the
votes,
then
there's
you
know
that
opens
up
another
whole
issue,
but
I
generally
feel
like
we
probably
do
have
one
way
or
another
38
votes
forth.
That
has
a
$90.
A
I'd
mentioned
to
Mike
I
think
to
everybody
about
the
homestead
non
homestead
resolution
that
we're
going
to
have
to
pass
as
it
turns
out
last
year.
We
did
that
by
the
second
meeting
in
December,
so
I
don't
mean
so
what
are
people's
thoughts
tomorrow?
I
want
to
focus
on
the
trash
fee
and
what
we're
doing
about
the
budget
and
potentially
budget
intent
memo,
and
do
we
want
to
act
on
that
on
Monday.
C
A
C
A
Every
not
every
I,
don't
know
how
we
want
to
do
it,
but
at
least
you
know,
myself
is
I,
really
don't
like
having
to
have
the
conversation
with
finding
the
eight
boats
every
year
for
and
especially
what
he'd
be
it.
If
legislation
is,
then
we
make
a
decision
at
some
point
in
the
future.
If
we
want
to
change
it,
you
know
you
know
some
members
support
pay
as
you
throw
or
do
we
you
know
or
increase
it.
Potentially.
H
Agree
with
pushing
out
the
Sun
side,
but
I
think
it
is
important
to
have
a
sunset,
but
I.
Don't
know
that
is
I.
Don't
know
that
it's
necessarily
helpful
to
have
a
conversation
every
year,
because
then
we
don't
actually
there's
not
the
same
incentive.
It's
almost
like
we're
having
the
exact
same
thing
with
all.
H
Potential
ideas
that
could
happen
instead
of
a
real
direction
of
something
happening
which
ultimately
I
think
that
that's
that's
one
of
the
good
things
of
having
a
slightly
spaced
out
sunset,
where
we
can
say
we'll
have
a
better
idea
of
what's
happening
with
Ellen.
It
might
be
something
where
we
have
to
start
saying
like
no
we're
not
doing
this.
Unless
composting
is
involved
or
whatever
I
mean,
are.
I
I
C
H
J
A
I
think
we
need
to
come
back
tomorrow
and
I.
Think
I
mean
what
a
you
know.
What
I'm
basically
saying
to
you
guys:
what
do
you?
What
do
you?
What
do
you
want
to
do
is
next
steps,
because
I
personally
I
would
like
to
hash
out
what
we're
doing
about
the
budget
budget,
intent
memo
and
the
trash
feed
tomorrow.
So,
while
we
have
my.
J
B
There
was
there
were
some
things
like
the
three
to
five
year:
plan
that
I
that
I
had
initially
thought
I'd
be
able
to
release
out,
but
when
I
went
back
and
started
updating
it,
even
some
of
the
stuff
with
with
the
landfill
closure,
had
changed
its
the
last
time.
I
put
it
together,
so
there
was
so
much
had
that
has
to
be
updated
to
change.
B
B
A
A
J
B
Yeah
and
and
that's
what
we
were
looking
for
and
what
we
had
gotten
was
was
a
pretty
cumbersome
report
that
we
were
having
a
difficult
time
really
filing
when
they're
coming
off
what
the
impact
would
be.
So
we
kind
of
referred
that
back
to
Darius
and
he
said
he
gave
you
an
updated.
An
updated
report
was
it.
Maybe
it
wasn't
you
but
I
know.
A
J
C
H
G
A
G
B
All
along
that
you
had
that
you
knew
that,
and
that
way
would
you
you
know
you
guys,
because
it
is
isn't
really
and
nothing
with
the
account
within
the
budget.
Changes
where
it
rolls
up
into.
That
summary
is
the
only
thing
that
changes
I'm,
sorry
I
thought
you
had
that
information
that
and
that
you
know
who
decided
where
you
thought
would
be
most
appropriate
to
roll
it
up
into
I.
Don't
really
have
a
Vanessa
cell,
yet
it's
where
the
system
is
rolling
it
up
to
I,
don't
actually
agree
that
it
belongs
in
there
either.
B
A
And
then
there's
also
the
issue
that
you
know
we
keep
coming
back
to
that
I
think
is
maybe
a
little
more
Aksum
this
year.
With
regard
to
the
number
of
vacancies
that
we
have
in
the
APD,
the
listing
of
seven
recruits
with
absolutely
no
funding
next
to
it.
When
we
sat
here
and
we
talked
to
Bridget
about
it
and
she
says
well,
absolutely
we
would
have
to
amend
the
budget.
We
wanted
to
actually
hire
so
that.
B
Was
that
was
something
that
she
and
I
had
worked
on
a
couple
years
ago.
It's
really
a
number
that,
even
when
they're
fully
fully
operating
at
they
don't
fill
since
we
don't
assign
a
vacancy
savings
to
that
to
that
department.
We
really
use
it
as
a
way
to
not
only
with
the
challenge
line,
but
to
add
an
additional
specific
vacancy
savings
to
that
to
really
control
the
overall
size
of
the
budget.
To
add
those
seven
positions
back
in
which
we
I
mean
honestly.
B
If
we
were
going
to
do
that,
I
probably
have
to
just
move,
determine
a
real
vacancy.
They
savings
number
and
move
that
into
our
overall
vacancy
savings,
so
either
it
doesn't
really
if
whether
it's
there
within
within
that
budget
or
where
whether
it
gets
rolled
into
overall
vacancy
savings
on
that
line,
that's
really
the
only
the
only
real
change,
but
it
was
it
was.
It
was
kind
of
a
point
of
a
negotiation
with
chief
that
we
felt
that
it
was
a
realistic
number.
No,
she
was
chief
seers
and
I
explained
the
round.
B
Why
we
did
this
with
the
current
chief
and
he
basically
and
he
said
well
what,
if
we
were
to
to
to
move
up
to
that
and
get
to
that
number,
then
clearly
we
would
have
to
refund
whatever
positions
were
needed
to
do
that.
But
historically,
even
when
we're
fully
fully
functioning,
we
there's
always
a
minimum
of
that
and
more
in
vacancies
because
of
their
breaks
if
they
retire.
I.
A
G
D
D
G
A
A
B
I
also
and
I
Juliet
actually
do
you
think
you
make
a
PowerPoint
with
deaf.
We
definitely
should
have
clearly
expressed
the
change
in
debt
service
in
the
proposed
book.
So
with
with
that
in
mind
I,
you
know
if
the
council
was
more
comfortable
moving
it
back
and
to
and
showing
it
energy
in
the
way
that
it
had
been
shown
previously.
That's
not
that's
not
going
to
be
anything
that
I
would
then
I
would
that
I'd
fight
against,
like
I,
said
budgetarily.
It's
the
same.
It's
just
a
matter
of
increasing
the
variance
so.
H
B
Her
in
her
defense,
I
did
I
did
give
her
a
strong
argument
as
to
why
I
didn't
like
the
variance
within
the
budget
so
and
she
was
like
I,
said
I'd.
You
know
she
was
like
that's
something
that
that
I,
you
know
what
I
put
in
and
because
she
thought
that
the
council
would
it's
a
it's
a
way
that
they
thought
that
the
council
council
would
see
this
more
effectively.
But
since
I've
been
here,
I
feel
that
question
of
what
this
variances
every
year.
It
was
just
a
way
to
eliminate
that
variance,
but
I
agree.