►
Description
The Committee met for the Albany Police Department budget presentation.
A
A
So
mu
also
be
discussing
the
bonding
audiences.
We
have
been
provided
with
a
list
of
accomplishments
a
separate
sheet
with
solicits
of
accomplishments
and
plans
for
the
future,
which
largely
is
repetitive
of
what
is
in
on
page
35
of
the
budget.
Building.
There's
no
problem
with
it
being
repetitive.
It's
nice
that
were
being
consistent
and
then
also
some
vehicle
procurement
forms
and
other
forms
relating
to
the
bonding
requests.
A
I
have
also
provided
of
some
information,
because
we've
had
some
discussions
in
caucus
with
regard
to
staffing
issues,
and
there
have
been
public
meetings
in
which
this
has
been
discussed,
in
which
mr.
Magee
of
the
police
officers
union
has
provided
some
information.
I
shared
that
with
the
police
and
I'm,
not
sure
whether
or
not
today
we
received
the
prospectus
for
2020
I'm,
not
sure
if
there
is
now
an
intention
to
discuss
that,
we
did
ask
for
information
to
be
provided
in
advance.
A
Missus,
a
50
page
document,
but
I
know
for
the
record
that
we
have
that
and
I've
encouraged
the
police.
If
he
wants
to
discuss
the
contents
of
that
in
detail
that
perhaps
that's
appropriate
for
a
public
safety
committee
meeting,
because
our
purpose
here
is
primarily
budgetary
with
regard
to
the
2020
budget,
certainly
there
may
be
some
initiatives
in
here
that
you
want
to
discuss
that
have
budgetary
impacts
on
it.
A
I
know
that
the
budget
is
also
contained
in
the
last
few
pages
along
without
proceeding
that
so
information
regarding
the
bonding,
which
is
also
duplicate
of
about
the
separate
forms
that
we
have
been
provided
with.
That
said,
I'm
going
to
turn
the
floor
over
to
chief
Hawkins
to
present
what
information
he
believes
is
appropriate
with
regard
to
the
police,
the
proposed
budget
for
2020
all.
B
Right,
thank
you,
madam
chair
and
good
evening
Council
and
so
I
just
want
to
start
off
by
saying
that
you
know
first
of
all
apologize
madam
chair,
for
not
getting
me
up.
Respect
us
to
you
know
time.
You
know
in
most
of
the
information
I'm
going
to
talk
about
won't
directly
pertain
to
the
prospectus
anyway,
but
you
know
I'm
glad
that
you
all
even
you
have
it,
so
you
can
review
it
at
a
later
time
and
I'll.
Take
your
advice
not
get
with
the
Public
Safety
chair
too.
B
We
have
a
number
of
them,
and
so
we
were
constructing
our
our
budget
for
2020
and
we
were
doing
it
with
the
with
the
goal
of
making
sure
that
we
accomplished
a
number
of
different
goals,
including
training,
community
policing,
staffing
goals,
a
training
facility,
traffic
unit
increase
and
other
internal
operations
and
pertaining
to
professional
development,
and
some
of
those
other
things.
But
I
just
want
to
highlight
just
a
couple
of
things
that
are
that
directly
impact
our
budget
and
then
I'll
I'm.
B
Sure
council
has
some
questions
that
directly
relate
to
the
financials
they
will
have,
but
in
terms
of
some
overall
big
picture
things
that
we
were
looking
at,
we
were
constructing
one
of
the
main
things
we
were
looking
at
was:
how
can
we
put
together
a
system
that
will
allow
us
to
get
to
full
staffing
right
now?
The
major
challenge
in
the
police
department
right
now
is
our
staffing
situation
and
I'm.
B
Sure
council
has
heard
that
quite
a
bit
right
now,
we
were
where
our
proposed
budget
is
asking
for
full
staffing
at
342
sworn
officers
and
right
now
we're
running
a
little
bit
under
300
under
300,
and
so
it's
council
know
that's
presenting
a
lot
of
stress
on
our
officers.
It's
creating
a
lot
of
other
internal
stress
with
it
within
the
organization,
and
so
our
major
goal
right
now
is
to
present
a
budget
before
a
request,
a
budget
from
Council
that
will
allow
us
to
get
to
full
staffing
and
one
thing
that
will
facilitate.
B
That
is
the
acquisition
of
a
facility
that
will
allow
us
to
train
up
words
to
50
or
60
recruits
at
a
time.
Right
now,
with
we
are
constrained
by
only
being
able
to
train
20
recruits
at
a
time
in
our
internal
academy
and
we're
in
the
final
stages
of
acquiring
a
facility
that
will
allow
us
to
train
enough
officers
to
get
us
up
to
full
staffing,
but
also
as
we
move
forward
in
the
years
coming
anytime.
B
We
have
these
sorts
of
challenges
and
staffing
shortages
and
we'll
be
able
to
quickly
have
a
recruit
class
at
any
time
that
we
choose
to
get
a
spec
up
to
flow
staffing,
and
this
also
will
provide
that
we're
hoping
in
our
plan
if
this
comes
about
is
for
it
to
create
a
revenue
stream
for
the
city
as
well,
because
we're
anticipating
is
that
there
may
be
an
appetite
for
other
agencies
in
this
area
to
train
with
us.
If
we
have
the
capacity
to
train
some
of
these
other
recruits
from
these
other
departments.
B
And
so,
if
we
have
a
facility
that
kick
has
the
capacity
to
do
that,
we
can
charge
these
agencies
to
have
their
trained
by
by
our
staff
and
even
when
we
compensate
for
the
additional
staff
that
may
be
needed
to
do
that
and
still
will
provide
a
positive
revenue
stream
for
the
city.
So
that's
one
of
the
things
that
we're
looking
for
as
well.
B
We
we're
community
policing
as
huge
as
as
the
chair
of
Act
PAC
just
talked
about
it's
one
of
the
things
that
this
police
department
in
this
community
has
been
recognized
nationally
for,
and
one
of
the
things
that
this
budget
that
we're
requesting
will
allow
us
to
do
is
to
really
expand
the
community
policing
concept
that
we
have
in
the
city.
Right
now.
We
have
a
unit
that
is
solely
devoted
to
community
policing,
and
we
have
officers
that
are
working
in
to
patrol
that.
B
A
A
C
C
Be
in
that
line
that
was
just
probably
an
adjustment
to
other
lines.
It's
not
contracted
contract
services
wasn't
consistent
from
you
know.
One
year
to
the
next,
there
could
have
been
some
savings.
You
know
that
the
computer
unit
has
identified
savings
this
year,
so
that
probably
carried
on
through
2020.
C
C
A
D
You
were
anticipating
right
now:
you're
normally
like
I
was
training
fast
about
20,
there's
little
less
than
20
officers,
so
you
will
be
anticipating
training
class
about
40
and
now
I.
Think
I
only
do
like
one
a
year
and
will
you
be
then
anticipating
and
training
for
these
officers
20
years
of
total
of
80
here.
D
B
And
so
so
the
answer
the
first
question
we,
so
we
anticipate
that
we
will
be
able
to
train
as
many
as
50
or
60
at
time
this
this
this
this
facility
has
the
capacity
actually
of
over
70
recruits.
We
just
had
a
recruitment
where
we
had
800,
apply
and
I
think
500
ish,
but
mid
500
actually
took
the
test
and
so
coming
off.
E
C
Coordinator,
so
that
it's
actually
a
goalie
and
she
is
managing
the
programmatic
and
fiscal
side
of
the
grants.
We
took
two
positions
in
the
2019
budget
and
amended
those
and
made
position
for
specifically
grants
and
the
other
position
for
software
and
administrative
support,
but
will
be
basically
to
support
Chronos
and
ERP
for
the
department.
There's
been
enough
need
for
that
due
to
the
amount
of
people
that
yeah
so.
C
A
C
Year
these
were
changes
in
the
19
budget,
so
these
aren't
new
for
2020.
These
were
these
were
changes
that
were
made
this
year
we
had
a
chief
financial
manager
and
a
fiscal
analyst.
What
the
chief
financial
manager
wasn't
the
appropriate
title
for
what
we
needed.
So
we
made
change
this
year
to
hire
those
people
that
would
have
both.
You
know
focus
on
just
those
areas
in.
A
E
E
E
B
Like
I
said
we
will
have
the
capacity
to
have
as
many
as
70
recruits,
so
we
want
to
get
as
many
as
we
can,
but
but
in
order
to
address
the
other
concern
that
you
have
that's,
why
we're
making
some
minor
adjustments
to
our
organizational
structure,
because,
right
now
we
just
don't
have
the
capacity
because
of
the
way
we've
constructed
to
operate
as
efficiently
as
we
can
with
a
mass
exodus
of
officers.
You
know
these
laughs,
I,
don't
even
know
what
the
number
is.
Some
people
have.
You
know
whatever
that
number
is
that
have
left.
B
It's
created
some
challenges
for
the
officers
who
remain
especially
those
officers
who
are
in
patrol.
So
what
we're
going
to
do
is
we're
going
to
have
some
minor
adjustments
to
our
structure.
So
if
we
have
five
years
from
now
or
10
years
from
now,
a
mass
exodus
of
officers
that
are
leaving
it
won't
create
that
stress
with
the
officers
who
are
left
because
we're
gonna
have
some
officers
who
are
going
to
be.
You
know
you
call
it
a
buffer,
you
can
call
it.
You
know
whatever
you
want
to
call
it.
B
We're
gonna
have
some
extra
officers.
We're
gonna
be
available
in
patrol
to
account
for
that.
If
somebody
gets
hurt
or
injured
or
take
another
job,
someplace
and
those
extra
officers
are
going
to
offer
fully
staffed,
and
we
don't
have
these
staffing
challenges.
Those
extra
officers
are
gonna,
be
working
with
our
neighborhood
engagement
unit
and
our
field
officers
and
they're
gonna
be
learning
community
policing,
so
that
they're
not
just
simply
going
from
call
to
call
it
to
call
and
not
getting
a
chance
to
work
with
people
and
get
to
know
the
community
and
things
like
that.
E
B
B
A
B
We
knew
that,
even
if
we
had
the
maximum
amount
of
recruits
that
we
could
have
into
the
Academy,
with
the
attrition
that
we
were
anticipating,
we
were
not
going
to
get
to
that
full
staffing,
but
we
needed
to
keep
those
numbers
in
there,
because
we
knew
that
at
some
point
in
the
very
near
future
that
we
were
going
to,
because
we
had
a
plan
in
place
to
get
ourselves
back
up
to
full
staffing,
and
so
we
wanted
to
retain
those
positions.
Now
you
know
if
you
want
to
talk
about
the
impact
on
the
budget
and.
D
C
F
C
The
goal
is,
you
know
we
no
matter
what
and
it
seems
to
be
the
way
the
trainings
have
gone
and
the
way
people
leave.
We
can
only
hold
the
trainings
at
least
at
the
maximum
twice
a
year
and
it
seems
to
be
there's
usually
gaps.
We
can
never
be
in
full
strength
with
people
leaving
during
the
year.
We
can't
we
can't
project
and
we
can't
hire
to
over
the
number
we
have.
So
we
always
seem
to
have
that
sort
of
a
buffer,
so
that
was
the
agreed-upon
number
we
could
hold.
A
D
A
F
C
Salary
I
mean,
as
you
you're
hired
when
you
a
kid
start
at
the
academy,
your
as
your
recruit
six
months
in.
If
you
pass,
and
you
pass
the
academy
you
go
to
entry
level
one
year
after
you're
hired
you
go
to
grade
one.
So
it's
just
the
state
of
the
budget
book
was
designed
to
just
put
all
the
levels
kind
of
on
one
line
because
they
vary
they
step
at
various
times
they're
in
the
year,
based
on
when
they're
higher
they
we've
brought
laterals
in
in
August
a
few
years
back.
C
G
G
H
F
H
Mean
there
that's
a
cost,
the
overall
break
out
for
the
salaries
for
the
department.
It's
just
a
result
of
the
number
of
FTEs
times
the
rate
for
each
position
and
when
we're
doing
the
budget
we're
looking
at
how
many
officers
we
have
at
current
grades,
what
we
anticipate
who's
gonna
bump
up,
whether
they're
gonna
bump
up
before
July
with
it
they're
gonna
bump
up.
H
You
know
in
December
so
based
on
their
hire
date
and
stuff
so
and
that
7
is
the
number
that
it's
not
budgeted
for,
but
should
we
anticipate
that
we
can
get
a
full
staffing
up
to
that
level?
That's
you
know
a
budget
change
that
we
would
would
make
at
that
time,
but,
as
Bridget
had
said
traditionally
just
even
hiring
a
class
that
would
bring
you
to
full
staff
and
losing
that
many
people
during
the
process.
It's
something
we've
traditionally
always
had.
This
is
a
vacancy
of
at
least
common
Rock
7.
F
C
G
C
H
H
A
F
I
C
E
F
G
I
understand
what
you
don't
know
lose
those
people,
so
when
you
want
money
for
them
bring
them
up,
because
we
are
fully
excited
to
stack
the
police
department.
I
think
the
common
council
has
said
that
over
and
over
again
we
want
that
so
and
I
believe
the
mayor's
office
want
that
too.
So
we're
all
on
board
it
just
nice
to
have
something
so.
A
I
want
to
know,
I
want
to
note,
too,
that
we
have
a
challenge
line
of
savings
for
two
hundred
fifty
thousand
dollars
in
savings
in
the
past.
That's
been
five
hundred
thousand
dollars,
and
the
challenge
line
or
vacancy
savings
line
might
be
a
more
appropriate
place
with
that,
because
we
actually,
we
actually
anticipate
that
we
have
in
our
in
another
place
of
the
budget
we
have
for
all
other
departments
except
for
I,
think
fire.
A
We
have
a
total
of
anticipated
vacancy
savings
that
helps
balance
the
budget
that
recognizes
that
it's
silly
to
raise
taxes
when
you
recognize
that
some
of
your
positions
are
going
to
be
vacant,
but
you
still
intend
to
fill
all
the
positions
that
are
in
the
total
budget.
So
we
are
treating
the
police
department
differently
than
how
we
treat
vacancies
in
other
departments.
A
E
K
F
F
F
I
D
D
I
I
A
I
C
All
right
that
is
true
and
the
reason
for
that
is
that
they're
replaced
every
five
years
in
that
in
2018,
we've
placed
all
of
the
taxing
units
best
that
are
not
supported
by
grants,
so
they
are
more
expensive
and
we
don't
get
no
funding
for
that.
There
were
25
people
on
that
team,
so
they
all
got
replaced.
Unfortunately,
I
know
we
should
staggered
them,
but
it
just
worked
out
the
way
that
way
five
years
ago,
and
now
it's
just
continuing,
so
they
are
on
a
five-year
basis.
I
C
E
B
F
A
B
Health
and
wellness
is
we
had
officers
who
now
have
much
more
on
their
on
their
duty
belts,
much
more
equipment
than
they
had.
Why
wouldn't
his
work
in
and
Kelly
was
working
and
a
lot
of
other
officers
and
they're
in
these
sedans,
and
so
it
was
creating
some
some
issues
that
we're
gonna
manifest
themselves
into
some
overall
health
issues
for
these
officers
going
down
the
road.
So
we
wanted
to
get
skipped
them
because.
B
Get
back
issues
back
issues,
other
physical
ailments
that
that
can
result
from
being
in
the
confined
space
like
that,
with
with
equipment
and
so,
and
so
we
wanted
to.
If,
because
that's
their
work
environment,
you
know
that's
their
office
and
so
we're
putting
these
officers
and
officers
that
are
just
not
conducive
from
a
health
and
wellness
standpoint
to
do
what
they
had
to
do
so
that
that
was
the
first
piece.
These
these
SUVs
gives
them
more
space.
B
They
have
equipment
that
now,
when
they're
wearing
this
stuff,
they
can
click
and
actually
sit
in
these
vehicles
comfortably.
They
can
actually
put
more
equipment
in
the
vehicles
like
ballistic
shields
and
other
equipment
that
they
may
need.
They
can
company
could
comfortably
put
a
film
in
there,
so
that
was
the
first
reason.
Second
they're
just
general
operational
issues.
You
know
we're
sending
officers
out
in
inclement,
weather
and
sedans
to
help
people
who
are
stuck
in
the
snow
and
officers
against.
B
E
B
E
E
A
A
Actually,
I
need
to
correct
myself.
So
last
year
there
was
a
total
of
about
$900,000
I'm
I'm
a
little
bit
confused.
We
have
a
document
here
that
is
talking
about
special
use
vehicles
and
it
seems
to
be
attached
to
this
form
that
is
asking
for
the
vehicles
and
vehicles.
We
have
two.
We
have
two
different
bonds,
one
is
for
vehicles
and
equipment
replacement
for
over
a
million
dollars,
and
then
we
have
specially
used
vehicles
for
$340,000.
K
F
F
A
K
A
K
A
F
A
A
This
is
supposed
to
provide
for
us,
lay
out
where
the
plus
are
I
understand
for
that
that
here's,
the
additional
equipment
there's
no
total
associated
with
that
there's
no
total
associated
with
the
number
of
vehicles
at
thirty,
three
thousand
thirty,
four
thousand
each
and
then
there's
this.
This
other
thing
that
is
attached
here.
It
says
special
use
vehicles
and
talks
about
dodge
Durangos
and
aest
and
a
CPU
and
amounted
and
training.
Those
are
specializations.
C
That
will
they'll
be
the
same
vehicle,
but
they
will
be
not
used
at
the
capacity
of
a
patrol
vehicle,
so
they
will
not
have
the
mileage
as
quickly
so
they
will
last
longer.
So
was
our
understanding
that
we
were
supposed
to
split
them
based
on
their
use,
so
the
ordinance
I
believe
is
going
to
go
out
as
one
so
that
we
can
be
able
to
use
the
funding
as
it's
needed,
so
money
left
over,
want
it
wouldn't
put
them
together.
K
K
C
G
C
A
K
C
A
K
K
K
A
C
C
A
Michelle
is
taking
care
of
coordinating
things
and
and
to
the
extent
that
people,
let
us
know
that
other
people
need
to
be
in
and
then
Lawson.
We
do
that,
but
also
the
budget
office
was
supposed
to
be
communicating
with
with
the
different
departments.
Regarding
the
specifics
of
what
we've
been
looking
at
and
about
the
issues
that
we
constantly
have
with
the
capital
purchases.
In
terms
of
being,
you
know
the
justification,
you
know,
we've
specifically
asked
for
mileage
in
the
past,
and
you
know
at
some
point.
A
A
Before
we
go
on
to
the
other
capital
purchases,
I
just
want
to
cover
a
couple
of
other
items.
I
don't
know
if
anybody
else
had
any
other
questions
regarding
the
budget,
the
pages
36
I
noticed
that
the
total
amount
for
salaries
is
down.
300
K.
Is
that
just
simply
because
we
moved
away
from
we've
been
having
we're
going
to
be
having
more
level
one
officers.
H
A
C
F
A
F
F
C
C
No,
no,
what
we
used
to
get
the
original
agreement
with
them
was
and
then
it
got
raised
to
like
90,000
and
then
we
also
have
another
relationship
with
them
under
a
different
umbrella.
So
we
have
people
that
are
working
on
an
overtime
basis.
You
know
they're
assigned
to
us,
but
they
work
on
an
overtime
basis
to
support
some
of
those
task
force.
So
we've
been
they've
entered
into
new
agreements,
so
there's
one:
it's
called
safe
streets.
A
C
H
F
F
A
A
This
is
updating
our
camera
system.
In
the
line
of
the
software
there
is,
there
was
some
grant
funding
associated
with
that,
and-
and
we
do
have
you
guys
talking
to
Chris
Spencer
about
using
the
smart
nodes
on
the
new
city
lights
and
it
was
determined
that
that
would
not
be
a
nice
mesh
at
that
point.
A
G
A
Okay,
so,
additionally,
we
have
the
police
department
asking
for
$300,000
for
building
improvements.
While
this
is
currently
a
separate
bond.
I
do
want
to
note
that
our
policy
has
been
the
last
couple
of
years
to
blend
the
different
department,
their
city
building,
improvements
into
one
bond.
If
you
do
have
another
request
from
engineering
for
500,000,
and
that
would
be
my
preferences,
then
if
this
total
amount
were
approved
to
have
that
bond
then
be
$800,000.
A
Unless
there
are,
your
experiences
led
you
to
make
a
counter-argument
to
that
in
terms
of,
and
I
think
that
Marissa
just
didn't
pick
up
on
the
fact
that
we
can
now
expose
the
the
other
buildings
at
this
point,
as
we
have
been
doing
in
the
past
and
part
of
the
goal
of
that
is
we
make
our
best
reasonable
estimates
for
what
we
need
in
the
way
of
improvements
to
city
buildings
and
for
specific
projects.
But
then
we
don't
want
to
have
it
characterized
in
such
an
isolated
fashion.
A
So
we
wind
up
with
little
pockets
of
money
that
can't
be
used
for
other
purposes
and
certainly
in
the
case
of
city
buildings,
there's
always
to
use
that
money
elsewhere
fairly
quickly
in
subsequent
years.
You
know
whether
it's
for
you
know
a
generator
or
you
know
on
another
building.
He
doesn't
have
to
be
police,
etc.
A
C
To
be
the
understanding
that
we
would
really
perceive
I
mean,
the
concern
is
that
we
are
gonna
lose
power
over
what
you're
gonna
spend
that
money's
gonna
be
spent
on.
So
if
that
falls
under
some
other
department,
we
have
to
wait
for
them
to
make
that
a
priority
for
us,
and
so
some
of
the
buildings
have
fallen
by
the
wayside,
and
so
it
becomes
a
concern,
health
and
wellness,
and
you
know
we're
in
a
bind
right
now.
C
A
Normally,
capital,
normally
building
improvements
are
part
of
the
engineering
department
within
D
GS,
and
one
of
the
things
I
found
out
over
the
years
is
that
sometimes,
even
when
it's
allocated
to
a
particular
department,
because
it
requires
engineering
to
be
involved
in
the
RFP
etc,
it
still
ends
up
being
delayed,
potentially
because
we
need
engineering
being,
but
dealing
with
it.
I
want
to
say
also
in
at
least
one
or
two
instances.
What
I
have
found
is
that
engineering
said
we
weren't
even
aware
of
that
project
and
are
needing
to
play
a
role
which
is
so.
A
My
my
general
sense
from
a
legislative
financial
standpoint
is
having
the
bonding
be
one
bonding
is
the
appropriate
way
to
go,
and
then,
with
regard
to
issues
within
the
administration,
regarding
whether
or
not
the
funding
is
then
ultimately
being
used
for
what
it
was
intended
be
used
for
is
something
the
administration
needs
to
deal
with
internally.
So.
J
A
So
great
point
we
have
in
our
budget
intent
memo
for
the
last
couple
years,
been
very
specific
about
some
of
the
recommendations,
some
of
what
is
contained
in
our
city
charter
with
regard
to
projects,
you
know
being
specific
being
in
the
budget
that
the
pfm
report
talking
about
our
when
they
talk
about
our
capital
plans.
They
say
it's
not
a
capital
plan,
it's
a
spending
plan
and-
and
we
need
to
understand
what
the
difference
is
and
a
capital
plan
is
identifying
specific
projects
and
saying
here's
the
timeline.
A
A
Essentially-
and
in
you
know
so,
in
what
fiscal
year
are
you
or
what
timeframe
are
you
actually
going
to
spend
those
monies?
Because
if
something
is
going
to
have
a
year's
leave
in
time,
we
don't
want
to
borrow
it
necessarily
now,
but
we
may
want
to
authorize
it
now
so
that
they
can
feel
comfortable
moving
forward.
A
You
have
a
spending
plan,
so
all
they're
putting
in
the
budget
is
what
we're
spending
money
they're,
not
putting
in
the
budget
what
all
of
our
capital
improvements
are
and
where
the
different
pockets.
You
know
the
money
comes
from
in
the
different
pockets
so
that
we
can
see
the
big
picture
of
all
the
improvements
being
made
in
the
city
and
maybe
have
some
input
into
prioritizing
that
etc.
So
I
think
we
have
been
working
hard
in
mr.
A
blaze
was
here
a
couple
months
ago,
and
we
were
talking
about
the
budget
I,
provided
him
a
little
copy
of
the
budget.
Intent
memo
and
I
said:
please,
please,
please
take
a
look
at
the
capital
plan
comments
that
we
had,
because
this
is
a
great
frustration
and
and
and
it
is
contrary
to
what
the
OS,
what
we
are
doing
is
contrary
to
what
the
OSC
recommends
but
give
them
recommends
and
what's
in
our
city
charter,
so
we
can
try
it
again
but
and
I.
J
And
I
just
think
from
a
systems
change
perspective.
The
information
that
we're
talking
about
in
terms
of
the
concern
about
the
cool.
Did
you
talk
about
the
what
in
the
wind
in
terms
of
spending
but
even
the
who,
who
is
responsible
for
prioritizing
the
various
pockets
of
money
that
need
to
be
disseminated
to
the
various
departments?
F
D
A
We
have
been
again
doing
the
broader
city
buildings
and
one
of
the
things
that
we
have
requested
repeatedly
now
is
a
listing
of
all
existing
bonding
accounts
and
the
balances
that
are
in
them
and
and
we
received
that
itemized
by
the
fire
department.
We
have
not
received
that
itemized
for
anybody
else
at
this
point,
that.
D
A
A
A
Where
the
funding
is
coming
from
is
crucial
to
our
fiscal
situation,
which
is
part
of
budget
revision
I,
we
will
continue
that
conversation
as
we
consider
what
we
are
doing.
I
just
wanted
to
give
them
an
opportunity
to
say
something
at
this
point:
we're
not
voting
on
these
bonding
issues,
I'm,
just
making
sure
that
we
have
all
the
information
that
we
want,
and
then
we
have
some
of
that
dialogue
before
we
just
automatically
assume
that
we're
going
to
roll
this
into
the
city.
A
Building
bond
so
I've
wanted
that
to
have
a
little
bit
of
that
dialogue
so
that
when
we
go
to
make
those
decisions,
we
can
take
that
their
perspective
into
consideration.
With
that
said,
the
only
other
this
is
the
only
other
bond
that
is
actually
several
projects
together
for
APD
buildings
and
again
I
have
not
tallied
up
all
of
these.
The
largest
amount
of
this
$300,000
is
for
abatement
and
removal
of
paint
from
the
floor
of
the
men's
holding
cell.
A
That's
two
hundred
thousand
dollars
up
to
three
hundred
thousand
dollars
you're
requesting
so
III
will
say
that
some
of
this
I'm
looking
at
and
I
go.
You
know
why:
why
isn't
this?
You
know
operational
repairs
as
opposed
to
you
know
two
hundred
dollars
purchase
so
but
an
instance.
This
is
the
largest
one.
I
would
think
that
there
would
be
the
greatest
justification
for
it
that
what.