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B
An
awful
lot
of
content,
much
of
which
comports
with
Council
goals
I,
will
ask
you
to
do
something
a
little
differently.
If
you
have
questions,
please
raise
your
hand,
I'll
keep
track
of
the
order.
Questions
are
asked
them
try
to
get
to
everybody
just
so
we
can
be
efficient.
There's
a
lot
to
cover
and
I
do
want
to
be
sensitive
of
average
time
so
work
through
with
that,
you
will
start
with
a
overview
of
the
agenda
and
organization
from
there.
Yeah
first
I
just
want
to
make
sure
that
those
that
are
online
can
hear
us.
B
Great,
we
can
hear
you
just
fine.
Can
you
see
us
okay?
We
should
be
streaming
online
for
those
we'll
have
kind
of
a
mix
hybrid.
If
you
are
it's
what
our
world
is
these
these
days,
so
this
will
be
no
different
I'm.
Just
so
thrilled
to
have
everybody
in
person
two
years
ago
was
Zoom.
Land
is
doing
a
budget
over
Zoom
just
left
a
lot
to
be
desired.
So
I
see
that
everybody
brought
their
book,
it's
tabbed
appropriately
with
questions
and
things.
B
B
And
really
the
entire
city
has
put
into
this.
So
please
ask
away,
because
we
are
wanting
to
make
sure
that
we
leave
here
with
all
the
information
that
you
need
to
make.
That's
that's
our
number
one
goal
so
I'm
going
to
provide
some
opening
comments
and
I'm
going
to
let
Sherry
walk
through
some
high-level
information
about
the
city's
budget
and
it'll
also
give
us
some
Focus
for
how
we're
going
to
run
the
process
over
the
next
two
days
and
really
try
to
wrap
up
with
some
key
decisions
from
this
group.
B
B
What
that
looks
like
a
moment
so
kind
of
my
key
message,
starting
off
is
that
we
are
well
versed
as
an
organization
at
putting
together
Council
goals,
developing
performance
metrics,
to
ensure
accountability
for
those
goals
and
then,
of
course,
developing
resources
and
the
biennial
budget
that
meets
those
goals.
So
this
is
no
different
than
the
previous
cycles
and
I
think
we
think,
with
two
years
with
the
current
body
and
how
we've
managed
resources
so
I'll
just
highlight
just
a
few.
B
We've
got
a
dashboard
on
our
site
that
you
can
go
into
a
lot
of
data
to
look
at
what
we're
tracking,
but
in
terms
of
housing.
It's
been
a
big
Focus
for
this
council
is
the
same
kind
of
focus.
Moving
forward
our
production,
our
housing
production,
has
exceeded
in
the
previous
biennium.
We've
really
shifted.
Our
mix
of
of
housing
from
single
family
to
multi-family,
so
64
of
the
housing
being
built
were
on
track
to
do
over
I
guess
30.
B
over
the
over
this
biennium
64
of
them
have
been
multi-family,
so
you're,
seeing
a
lot
more
again,
affordable
product
that
comes
with
not
just
the
detached
single-family
home,
but
cottage
homes
detached
Town,
Homes,
more
of
that
middle
middle
housing.
So,
on
the
policy
side,
we've
done
a
lot
to
remove
barriers
to
adopted
middle
income.
Housing
policy
we've
also
really
leveraged
our
funds.
B
So
we've
created
an
aggressive
goal
of
1000,
deep,
restricted,
affordable
housing
units
over
the
biennium
or
on
track
to
exceed
that
we
had
a
goal
of
500
shelter
beds,
we're
getting
close
to
that
I'm
hopeful
with
some,
hopefully
some
decisions
from
the
governor's
OEM
money
that
will
get
pretty
close
to
that
over
this
biennium
and
then
We've
also
gone
beyond
just
housing
and
to
try
to
reduce
other
barriers
through
our
covet
funding.
So
the
care
both
the
cares
and
the
arpa
dollars.
American
Rescue
plan
act.
B
We've
distributed
14
million
dollars
in
funding
with
a
majority
of
those
funds
being
targeted
towards
those
that
are
most
vulnerable,
so
of
course,
shelters.
Housing,
units,
middle
income,
housing
units,
as
well
as
child
child
care
week,
had
125
000
grant
that
trained
35
in-home
providers
that
provided
125
slots.
It's
a
community
issue
studies
doing
its
parties
and
partner
we've
also
expanded
our
Urban
growth
boundary
to
add
more
housing
or
Stephen
tract.
B
Parcel
that
we
negotiated
the
last
legislative
session,
We've
approved
three
like
three
labor
contracts,
so
we
have
three
police
fire
in
our
city
event,
General
unit
and
those
contracts
were
approved
last
summer,
so
we've
got
nice
stability
and
I.
Think
it's
really
important
to
emphasize
the
strong
Labor
Management
relations
that
we
have
here
at
the
city
that
provide
some
predictability
for
how
our
resources
are
allocated.
You'll
see
that
reflection
in
the
budget
We've
also
done
our
part
to
improve
efficiency.
B
Within
our
permitting
system,
we've
created
a
dashboard
to
really
be
more
transparent,
with
the
goals
we've
hired
third-party
contracts
to
help
with
some
of
the
additional
service
demands
beyond
what
staff
can
provide,
and
we'll
talk
more
about
that
and
some
of
the
improvements
beyond
that
and
later
on.
In
the
evening,
Public
Safety
we've
established
a
police
chief's
advisory
committee.
We've
created
an
IGA
with
Deschutes
County
for
alternative
response
to
help
us
not
just
keep
doing
more,
but
to
really
think
more
strategically
about
how
we
deploy
our
services.
B
Through
the
firework
ban,
we've
implemented
a
camping
code
on
the
transportation
side.
We
have
we're
continuing
to
ramp
up
our
transportation
projects.
Both
in
terms
of
walking
biking
and
road
safety,
huge
corridors
that
are
almost
complete,
most
important,
we've
got
one
last
phase
of
the
project.
Newport
will
open
up
this
Friday
after
a
two-year
project.
B
So
we
have
modest
Revenue
growth
and
you'll
see
some
of
that
play
out
in
some
of
our
city-wide
overview.
So
we
are
growing
city,
so
growing,
growing
Revenue,
but
that
growth
and
so
we've
got
now.
We've
got
potential
headwinds
with
a
slowing
economy,
our
housing,
those
moving
to
band
it
is,
it
is
slowing
down
a
bit,
although
you
know
I,
think
you
just
heard
from
a
forecast.
B
B
So
we
have
our
chief
Innovation
officer,
chief
operations
officer
and
chief
finance
and
administrative
officer.
I'll
review
those
budgets
to
ensure
that
kind
of
alignment.
We
added
the
council
goals
process
to
that
to
make
sure
that
those
Council
all
priorities
that
are
established
in
January
and
February
were
added
to
the
budget
and
then
I
made
some
changes
and
again
make
making
sure
that
there's
that
alignment
with
where
Council
wants
to
go.
That
was
what
was
presented
and
what
you
have
in
front
of
you.
B
And
so
now
you
have
the
task
of
deliberating
and
making
a
decision
which
then
goes
to
council
or
formal
approval
in
June,
so
those
areas
that
we
talked
about
on
March
1st
as
the
areas
of
focus
that
was
in
a
work
session
and
also
invited
the
budget
committee
to
that
work
session.
So
these
are
the
four
areas:
Transportation
operations,
Community,
Development
and
shelter
operations
and
those
all
have
a
direct
impact
on
the
general
fund.
B
So
we're
going
to
talk
about
some
of
the
challenges
with
our
our
general
fund,
because
that
it
all
kind
of
Cycles
back
to
these
structural
challenges
that
we
have
with
our
Revenue,
the
general
fund,
so
because
the
fire
Levy
is
behind
us
and
a
big.
Thank
you
to
the
voters
that
help
approve
that
I
think
we
want
to
step
back
and
talk
about
the
funding
strategies,
because
there's
a
lot
of
misinformation
that
was
part
of
that
campaign.
In
fact,
something
landed
in
the
voters.
Pamphlet.
That
was
alarming.
B
That
there
was
some
assumptions
made
that
well.
If
this
Levy
passes
council's
going
to
redirect
funds
to
other
areas,
that
is
not
all
the
case.
Our
existing
general
fund
contribution
is
locked
in
with
an
agreement
with
the
rural
Fire
Protection
District
that
our
partners
in
delivering
that
service.
That
is
that's
a
that
that
agreement
as
a
three-year
cancellation
clause
in
it
there's
no
talk
of
reducing
that
whatsoever,
so
I
think
in
just
in
this
day
and
age.
B
So
the
first
is
making
sure
that
we,
you
know,
are
sensitive
to
property
taxes.
That
is
the
underlying
kind
of
health
of
the
city.
This
is
just
some
education,
so
our
permanent
tax
rate
of
2.80,
our
general
obligation
bond
that
we
passed
into
that
voters
passed
in
2011
for
transportation
projects
that
we're
still
paying
debt
on
another
bond
in
2020
and,
of
course,
the
current
fire
Levy
add
up
those
taxes
that
you're
paying
for
the
City
Event
add
up
to
about
20
22
of
the
total
property
tax
bill.
B
So
this
kind
of
we
quickly
flashed
the
previous
slide,
so
our
costs,
our
Revenue,
has
been
going
up
in
our
general
fund
by
about
five
percent
a
year
and
that's
despite
all
this
growth
that
we've
seen
in
our
community
that
five
percent
is
not
keeping
Pace
with
the
cost.
Costs
are
going
up
much
higher
than
that
inflation
alone
last
year
was
or
our
CPI
was.
You
know
upwards
of
nine
percent,
so
we
have
these
structural
problems
and-
and
we
are
capped
at
that
low
permit
tax
rate.
B
So
if
you
go
back
to
that,
I
go
to
the
next
slide.
So
there's
a
big
misconception:
is
our
market
value
and
assessed
value?
So
right
now
our
assessed
value
is
running,
30
or
so
30
to
40
percent
of
what
a
property
is
is
valued
at,
so
that
Texas
tax
assessed
value.
That
purple
line
is
what
our
revenue
is
growing.
B
B
We
are
at
the
I
believe,
fifth
largest
city
now
in
Oregon,
okay
and
we've
shared
this.
If
we
had
Redmond's
tax
rate,
we
would
be
getting
about
12
million
dollars
more
in
Revenue
per
year
into
the
city's
general
fund,
as
we
normalize
the
tax
the
rate
times,
the
population
divided
by
the
population
I'm
sorry,
the
rate
times
the
T8,
the
total
tab
of
that
Community
divided
by
the
population.
B
And
so
this
growth
that
we're
experiencing
I
think
there's
a
misconception
of
the
growth
is
paying
for
all
this
new.
You
know:
it'll
it'll
it'll
meet
the
needs
of
the
community.
It's
not
the
case.
We
have
more
than
40
000
folks
that
are
predicted
to
come
here,
based
on
population
forecasting
from
Portland,
State
University,
and
so
we're
constantly
being
asked
as
a
as
a
community
as
organization
and
as
a
community
really
to
increase
Services
increase
housing
options
increase
how
the
city
is
meeting
needing
these
evolving
needs,
but
we
have
these
limited
resources.
B
So
it's
this
constant
prioritization
and
because
of
those
tax
rates
about
those
property
tax
system
is
baked
into
the
state
constitution.
We
can't
there's
no
Silver
Bullet
that
we
can
just
change
it
and
solve
all
these
problems
all
together,
and
so
we've
been
taking
a
more
strategic
approach
and
so
that
that
goes
to
housing,
transportation
and
public
safety
for
the
next
slide.
So
you
know,
as
as
we've
been
as
we
have
with
the
lab,
we
prioritize
Public
Safety
and
the
thankfully.
B
The
voters
approve
that
Levy
that
the
areas
of
focus
continue
in
the
general
fund.
However,
for
other
areas,
including
Transportation
operations,
so
our
state
federal
gas
tax
that
pay
for
operations
is
it's
really
not
structural
problems
there.
So
we
currently
subsidize
our
operational
needs
with
general
fund
dollars,
which
is
part
of
this
squeeze
that
we're
feeling
and
then
of
course,
housing
so
housing.
We
use
a
tackle
on
to
building
permits
that
pay
for
an
assessment
that
helps
generate
funds
that
we
then
Grant
out.
B
But
in
addition
to
that,
the
city
assesses
sdcs
or
system
involvement
charges
for
growth,
stcs
are
in
the
process
of
updating
that
methodology,
so
you'll
be
hearing
about
that
publicly
sdcs
are
this:
they
pay
for
infrastructure,
but
they
also
add
to
the
cost
of
that
of
that
home.
Similarly,
with
our
permit
fees,
we
are
100
fee
supported
in
our
community
development
department,
so
building
planning
and
Engineering
all
the
staff
processing.
Those
we've
had
increases
in
our
costs
and
we
also
have
had
issues
with
providing
that
service
in
a
timely
manner.
B
B
There's
metrics
for
each
of
the
countable
areas.
The
and
the
budget
really
is
aimed
at
addressing
what
you're
going
to
hear
the
accountable
woven
throughout
each
of
the
staff
presentations
as
we
go
through
the
major
service
areas,
I'm
going
to
turn
it
over
to
Sharon
to
talk
a
little
bit
bigger
picture
and
some
macro
economic,
environmental
issues.
E
Yeah
so
before
we
start
diving
into
details
of
the
city
of
Bend
budget
wanted
to
pull
out
of
government
in
the
state's
office
of
economic
analysis,
forecast
that
came
out
last
week.
Also,
apologies
in
advance
like
this
is
about
as
good
as
my
voice
is
going
to
get
over.
The
next
two
nights
so
bear
with
me
as
I
take
sips
of
water
and
hopefully
don't
lose
my
voice.
E
So
there
was
a
lot
of
press
last
week
and
I
think
some
comments
on
the
state
forecast
that
just
came
out
and
some
improvements
at
the
state
level,
which
is
all
true
a
lot
of
good
things
happening
at
the
state.
Unfortunately,
a
lot
of
those
revenues
coming
in
at
the
state
do
not
flow
through
to
the
city
of
Bend.
E
So,
while
they're,
the
state's
general
fund
forecast,
has
shown
improvements
over
their
March
forecast
and
over
some
improvements
of
when
we
developed
our
budget
back
in
December
using
the
December
forecast,
we
do
not
receive
direct
transfer
of
revenues
directly
from
a
lot
of
those
State
revenues.
Most
of
our
revenues
we're
getting
from
the
state.
Unless
it's
you
know
grants
or
intergovernmental
agreements
or
other
types
of
agreements
like
that
is
the
state
shared
Revenue.
E
We
are
typically
more
volatile
than
the
nation
and
some
other
states,
but
that's
not
been
the
case
in
this
economic
cycle,
where
Oregon's
running
kind
of
in
the
middle
compared
to
other
states
and
our
GDP
growth
stands
out
as
about
11th
in
the
country.
So
again,
good
things
happening
Statewide,
even
if
that
doesn't
mean
a
direct
impact
on
our
impact
on
our
budget.
Those
are
still
kind
of
transferring
through
to
whether
it's
folks
moving
here.
E
You
know
as
we,
our
area
continues
to
grow
and
Eric's
the
next
couple
of
slides
Eric's,
going
to
talk
about
some
of
the
housing
demands
for
thus
being
a
boom
town,
and
then
some
of
the
housing
needs
at
the
Statewide
level.
So
I
wanted
to
kind
of
provide
that
context
as
it
relates
to
Statewide
before
we
start
digging
into
the
details
of
our
budget.
Okay,.
B
This
graph
represents
migration
rates
from
2020
to
2022
and
so
that
the
darker,
the
blue,
the
higher
the
rate,
so
you
can
see
Ben
or
at
Deschutes,
Crook
and
Jefferson
County
all
saw
increases
you'll
see
that
pink
in
the
Portland
metro
area,
so
folks
leaving
those
Metro
areas
coming
to
places
like
Bend
our
high
quality
of
life.
I,
don't
think
that's
going
to
go
away
anytime
soon,
so
we're
just
seeing
that
Amplified
demand
and
that
plays
out
in
terms
of
the
housing,
housing,
supply
issues
and
affordability.
B
So
it's
a
main
driver-
and
you
know
we're
again
as
a
state
as
it's
starting
to
cool
off
a
little
bit
that
immigrate
that
migration
to
over
again
I,
don't
know
we're
not
tracking
that
as
much
here
in
Central
Oregon.
So
you
go
to
the
next
slide
and
let's
talk
specifically
about
housing.
This
was
a
graph
from
the
state's
housing
needs
analysis
of
this
there's
a
previous
iteration,
but
this
what
this
did
is
I
identified
forecasted
housing
units
that
are
needed
from
2020
to
2040..
B
If
you
look
at
Deschutes,
County
I
know
it
might
be
hard
to
read
that,
but
we're
40
of
the
housing
need
that
what's
important
to
put
Focus
your
eye
on.
Is
that
yellow
piece
of
the
pie
chart?
So
we
have
the
the
highest
number
of
housing
units
needed
on
a
proportionate
basis
compared
to
the
rest
of
the
state,
so
this
graph
just
demonstrates
the
need
to
go
Way
Beyond
what
we
have
seen
in
terms
of
housing
production.
B
So,
yes,
we
can
our
sauce
on
the
back
and
we've
gone
above
and
beyond
what
the
state
has
in
terms
of
house
housing,
production
that
3
600
housing
units
or
so
of
the
last
two
years.
It
is
far
out
in
any
other
region
of
the
state,
but
it's
not
good
enough.
We
got
to
keep
going
lower
and
more
and
more
and
we're
about
5
000
housing
units
short
just
today.
B
B
Going
to
talk
more
about
this,
we
have
a
whole
Lynn
McConnell
housing
director
is
going
to
go
into
a
lot
more
detail
on
our
housing
programs
and
we've
really
expanded
as
an
organization
Beyond
just
the
deed,
restrictive,
affordable
housing
units,
but
also
middle
income,
housing
and
then
the
other
end
of
the
spectrum
that
zero
to
thirty
percent,
Ami
or
shelters
and
transitional
housing.
That's.
E
B
A
G
E
E
B
E
E
E
So
when
we
talk
about
resources
that
includes
beginning
working
capital
so
beginning
working
capital,
kind
of
think
of
that
as
the
savings
from
the
prior
year
or
the
prior
biennium,
but
then
kind
of
rolls
into
the
21
I
mean
sorry
the
23
25.
By
getting
so
when
we
talk
total
resources,
that
includes
beginning
working
capital
and
then
everything
else
is
revenues.
E
So
those
main
categories
being
taxes
and
franchise
fees,
intergovernmental
is
like
government
speak
for
money.
We
get
from
other
government
entities
whether
it's
someone
locally
like
coic,
Central,
Oregon,
intergovernmental
Council.
It
could
be
money
from
the
state.
It
could
be
grant
funding
from
the
feds
or
the
agreement
we
have
with
the
role
Fire
Protection
District
here
locally,
that
comes
into
intergovernmental.
So
that's
what
that
is
charges
and
services
and
license
for
permits.
E
That's
kind
of
self-explanatory
that
is,
charges
that
people
are
paying
to
receive
a
specific
service,
Enterprise
transfers.
That
is
also
the
government
accounting
speak
for
money
that
we
transfer
between
each
of
our
funds.
So
we
have
over
50
different
funds
so,
for
example,
and
we'll
get
into
more
detail
like
City
manager's
office,
Finance,
there's
no
fee
that
the
public
pays
to
cover
our
services,
that's
coming
from
those
operating
departments,
so
that
comes
through
inner
fund
transfers,
sdcs
or
system
development
charges.
Those
are
in
some
States
they're
called
impact
fees.
E
Those
are
paid
at
the
time
of
new
development
or
the
impact
on
the
system
skipping
over
other.
First
second,
to
go
up
to
debt
proceeds.
The
debt
proceed
so
again.
That's
when,
if
we're
doing
capital
projects,
facility,
acquisition
or
construction
Etc,
that
is
the
debt
that
we're
issuing
to
get
that
cash.
That
comes
in
to
pay
for
those
projects
and
then
other
is
kind
of
just
kind
of
everything
else.
It's
two
percent
of
the
total
everything
that
kind
of
doesn't
fall
neatly
into
one
of
those
categories,
so
kind
of.
E
With
that
context
of
the
total
resources,
the
total
budget
may
be
1.3
billion,
but
on
the
next
slide,
if
we
drive
into
total
operating
revenues,
this
is
what
you
know
when
we
once
we
adopt
the
budget
and
we
get
into
kind
of
like
our
real
life,
the
operating
the
annual
operating
revenues.
That's
really
what
we
spend
our
time
talking
about.
This
number
is
for
the
biennium
480
million,
but
that's
the
money
coming
in
that
really
is
running
the
day-to-day
operations.
So
the
difference
in
that
1.3
billion
of
total
resources
versus
the
operating
revenues.
E
This
excludes
that
beginning
working
capital,
the
savings
from
the
prior
year.
It
excludes
debt
proceeds,
it
excludes
the
enter
fund
transfers.
So
that's
kind
of
the
difference.
If
you're
trying
to
reconcile
between
the
two
with
the
largest
piece
of
those
operating
revenues
being
utility
revenue,
so
you'll
hear
from
Mike
Bittner,
our
utility
director
he's
the
first
operating
Department
that
will
present
later
on
tonight.
E
The
development
revenues
kind
of
going
around
the
pie
that
way,
that
is,
the
community
and
economic
development.
That
also
includes
the
SDC.
So
from
this
in
this
piece
of
the
pie,
we
do
have
sdc's
and
development
revenues,
even
though
those
are
not
funding.
Development
programs
and
you'll
hear
from
Colin
I
think
I
saw
Colin
come
in
somewhere
yeah
Colin
Stevens,
our
community
and
economic
development
director
he's
also
presenting
tonight,
and
then
you
can
see
as
we
just
get
into
more
detail
on
the
intergovernmental,
that
federal
state
other
local.
E
You
can
see
on
room
tax
revenues.
Those
are
the
revenues
that
we're
receiving
from
whether
it's
tourists
and
hotels,
short-term
rentals
for
franchise
fees.
Those
are
the
fees
that
utility
companies
are
paying
to
operate
in
the
city,
right
away,
property
taxes
and
then
again
that
kind
of
other,
and
we
will
go
into
more
detail
on
each
of
those
major
categories
and
the
assumptions
in
the
budget,
so
property
tax
revenue
assumptions
and
the
layout
of
these
next
slides.
E
E
E
He
doesn't
help
project
out
for
the
second
year
of
the
Bay
Area,
but
this
is
kind
of
based
on
his
best
most
available
information
at
the
time.
We're
developing
the
budget,
so
five
percent
per
year
in
taxable
assessed
value,
we're
levying
our
full
permanent
right
of
which
is
2.80
per
thousand
of
assessed
values
so
for
the
community
members
on
the
budget
committee,
when
we
talk
about
property
taxes,
a
lot
of
times
like
we'll
just
say:
oh
it's
two
two
dollars
and
eighty
cents
or
280..
E
E
That's
because
we
issued
the
first
Geo
debt
last.
What
are
we
in
23?
So
we
do
that
in
Spring
to
2022
we're
anticipating
that
second
issuance
in
Spring
of
2024..
So
then
with
go
bonds
since
we're
issuing
the
debt,
the
voters
have
already
approved
that
overall
project
amount.
The
levy
is
the
dollar
amount
of
The
Debt
Service.
So
that
way
like
on
the
back
end,
the
assessor
is
calculating
it
and
levies
it
as
a
rate,
but
that's
kind
of
a
calculation.
E
His
office
does,
on
the
back
end,
we're
levying
a
dollar
amount,
and
we
have
extra
conservatism
built
in
there
to
make
sure
with
delinquencies
Etc
we're
collecting
everything
we
need
to
cover
our
debt
service.
So
the
Geo
bonds
are
a
little
different
in
the
taxologies
in
that
regard,
and
then
we
also
had
a
Geo
bond
that
the
voters
improved
in
2011
was
much
smaller.
E
Is
30
million
we've
refinanced
that
debt
last
year
to
take
advantage
of
debt
savings,
but
we
still
have
that
that
Levy
as
well
and
then
bura
so
the
bend
urban
renewal
agency?
This
committee
is
also
the
budget
committee
for
burra
the
way
the
urban
renewal
poverty
taxes
work
is
it's.
We
Levy
that
as
a
full
division
of
tax.
E
E
Later
on
tomorrow,
night,
but
that's
just
kind
of
how
this
tax
levies
work
on
room
tax,
so
I'm
not
going
to
call
out
the
page
numbers.
That's
on
65
as
we
move
slides,
we'll
kind
of
keep
advancing
through
the
book.
I
kind
of
gave
that
overview
on
kind
of
how
the
room
taxes
are
assessed.
You'll
see,
we
have
zero
increase
in
activity
and
revenues.
E
The
first
year
of
the
viennium
with
a
five
percent
increase
in
the
second
year,
we've
talked
with
kevny
done:
Kevin
Dugan,
the
executive
director
of
visit
beds
that
we
contract
with
for
tourism
promotion,
and
so
we
really
work
closely
with
him
on
developing
those
assumptions.
So
our
budget
assumptions
are
in
line
with
the
budget
that
he's
presenting
and
preparing
and
we'll
come
to
Council
next,
probably
later
this
month,
I
guess
next
month
for
approval
of
his
business
plan
that
tourism
activity
has
just
slowed
down
in
the
current
fiscal
year.
E
We
talked
to
him
just
the
other
day
and
he
did
say
that
you
know.
Bed
has
done
well,
I
mean
I,
think
we
all
kind
of
talked
through
the
pandemic.
We
were
Ben
was
in
this
unique
situation
where
people
weren't
traveling
they
internationally,
they
weren't
getting
on
airplanes,
but
then
it
was
a
great
place
to
come
that
they
could
get
in
their
car
drive
here
and
obviously,
with
all
the
outdoor
activities.
E
Franchise
fees,
so
this
slide
shows
the
allocation
of
how
our
franchise
fees
are
allocated
to
our
various
funds,
so
the
Telecommunications
gas,
electric
and
TDS
and
Broadband
cable.
Those
revenues
are
all
allocated
in
the
general
fund
as
discretionary
revenues,
the
garbage
or
solid
waste
franchise
fees,
those
are
recorded
directly
into
the
streets
and
operations
fund
and
then
Water
and
Sewer
franchise
fee.
So
we
charge
franchise
fees
to
ourself,
as
well
as
on
the
water
side.
E
The
two
private
water
providers,
75
of
those
revenues,
are
allocated
in
the
transportation
construction
fund,
with
the
remaining
25
in
the
accessibility
construction
fund
and
those
allocations
have
been
pretty
consistent
over
the
last
several
bienniums
and
no
significant
changes.
There
see
shared
revenues,
so
I
talked
a
little
bit
about
just
that.
We're
not
seeing
a
lot
of
significant
changes
in
the
state
shared
revenues
forecast
from
the
state
those
are
allocated
with
the
exception.
E
The
gas
tax
is
allocated
directly
into
the
streets
and
operations
fund
for
Street
Maintenance,
those
are
restricted
uses
and
then
the
other
state
shared
cigarette
liquor
and
marijuana
tax
are
allocated
in
the
general
fund.
I
will
point
out
just
to
clarify.
We
have
our
own
three
percent
local
marijuana
tax,
so
there's
the
local
marijuana
tax,
that's
three
percent
of
all
sales
here
locally
and
then
there's
the
states
allocation,
which
is
75
of
their
marijuana
taxes.
E
Yeah,
and
that
is,
we've
seen
a
decrease
so
saved
about
1.5
million
and
that
local
tax
and
our
year
in
projection
for
this
year
is
about
1.1
I
did
that
off
memory?
Let
me
make
sure
it's
right,
yes,
1.1,
and
so
the
reason
for
that
there
is
the
sales
volume
has
been
consistent,
but
there's
been
about
a
54
decrease
in
retail
prices.
So,
even
though
the
sales
volume
has
been
consistent,
we're
seeing
that
decrease
in
that
decrease
in
prices
is
obviously
it's
a
sales
tax
that
was
translating
through
to
lower
revenues
for
us.
E
B
D
H
B
B
E
Seems
like
they
did
work
upgrading
to
5G,
and
maybe
that
had
something
to
do
with
more
work
a
couple
of
years
ago
than
this
happening.
Yeah
yeah!
Well,
we'll
put
it
on
a
list
thanks
and
then
can
I
ask
on
the
marijuana
tax.
Isn't
there
a
portion
specific
to
safety
to
law
enforcement
or
fire?
No,
it
just
goes
straight
to
General,
it's
all
in
the
general
fund,
thanks
and
I.
Oh
so
one
other
thing,
that's
important
that
I
wanted
to
point
out
on
the
state
shared
Revenue
portion.
E
Let's
see
if
I
can
find
it
in
a
it's,
probably
not
the
the
line
out
of
detail,
so
we
saw
about
a
70
73
decrease
in
the
state
shared
Revenue
portion
of
the
marijuana
after
the
passage
of
measure
110,
because
110
redirected
revenues
from
the
cities
to
go
towards
treatment
and
I
think
some
other
uses.
So
we
saw
a
deep,
a
big
decrease
in
those
State
shared
revenues.
A
B
B
So
and
there's
actually
pass
it
over
this
because
there's
a
difference
between
the
just
like
what
you
pay
for
your
internet
service
that
cannot
be
taxed
the
same
or
that
franchise
fee
is
look
at
differently
with
the
like
waste
like
just
strict.
You
know
calling
over
the
phone
to
the
like
and
broadnet
or
TDS.
They
have
offer
a
voice
over
wait.
B
That's
what
it's
called
voiceover
internet
that
you
can
assess
the
free
entity,
but
through
spend
FCC,
has
ruled
that,
like
just
the
internet
here,
there's
there's
been
some
challenges
to
that,
like
on
the
on
the
what
you
can
assess:
franchise
fees
on
cable
or
Internet
providers.
Yes,
regarding
the.
A
B
E
Sdc's,
so
our
sdcs
are
system
development
charges
for
developing
those
revenues.
You
know
we're
looking
at
both
an
assumption
on
development
activity
as
well
as
that
rate
increase.
So
we
have
Council
adopted
resolutions
and
methodologies.
The
state
will
increase.
The
annual
SCC
rate
will
be
increased
by
the
it's
called
the
engineering,
News
Record
or
enr,
it's
kind
of
like
a
construction
version
of
CPI.
E
So
for
the
community
members
once
we
update
the
methodology
once
we
have
that
methodology
in
place,
it
could
be
changes
likely
changes
to
the
sdc's
as
a
result
of
those
methodologies
and
then
each
year
the
annual
increases
are
set
by
that
enr
is
three
percent,
but
actual
inflation
of
construction
is
at
least
six.
No,
so
it'll
be
so
when
we
put
the
budget
together
based
on
and
it
was
based
on
the
February
23
right.
So
the
rate
a
couple
months
ago
was
three
percent
okay.
E
So
we
have
to
kind
of
draw
the
line
of
the
sand
at
some
point
to
put
the
budget
together
and
then,
when
we
come
to
you
with
formal
rate
increases
next
month,
it's
based
on
this
month,
enr,
which
is
a
little
bit
lower.
So
only
two
percent,
but
to
give
you
some
idea
last
year,
I
think
I
have
the
same
results
like
last
year.
It
was
I
can't
remember,
the
actual
increase
was
like
six
or
eight
percent
or
something
the
June
of
2022
was
8.5.
E
And
then
development
revenues
so
development
revenues
we're
looking
at
building
planning,
private
development,
engineering
and
long-range
planning.
So
we
have
a
long-range
planning
surcharge
with
that
act.
Those
are
all
just
based
on
activity
that
each
kind
of
have
their
own
fee
structure,
same
development
activity
assumptions
as
the
sdc's
flat
in
the
first
year
2.3
in
the
second
year
and
then
on
the
proposed
fee
increases.
We
have
that
little
asterisk.
They
are.
The
budget
book
includes
higher
rate
increases
than
these
fees,
so
the
budget
includes,
like
30
percent
30,.
E
E
The
budget
book
assumed
that
that
fee
also
increased
from
four
percent
to
ten
percent
and
we're
proposing
to
keep
that
flat
with
no
change
in
that
fee.
The
other
fee
that
there's
a
proposed
increase
is
the
commercial
industrial
construction
tax.
So
Lynn
McConnell
will
talk
about
that.
It's
one
of
our
Housing
Programs
she'll
talk
about
that
program
later
on
tonight
in
her
presentation
and
right
now
that
fee
is
one
third
of
one
percent
and
it's
proposed
to
increase
to
1.2
percent.
E
E
So
if
you
are
a
utility
rate
customer
event,
you
may
get
one
utility
bill
that
has
water
sewer
and
storm
water
charges,
but
you
know
we're
tracking
each
of
those
separately
they're
each
accounted
for
in
a
separate
fund,
which
means
you
know.
The
water
revenues
have
to
support
water
operations,
sewer
just
support
sewer
Etc.
E
So
that's
why
you
see
some
fluctuations
in
those
rate
increases.
So
you
know,
we've
got
about
a
2.1
percent
increase
in
activity
and
then
fee
and
rate
increases
ranging
from
2.5
to
7
per
year,
but
like
I'll
Point
like
storm
water,
it
looks
like
a
bigger
increase,
but
that
bill
is
like
six
dollars
a
month
or
something
like
that.
So
seven
percent
on
a
much
smaller
amount.
So
when
we
look
at
the
overall
Bill
impacts
for
an
average
customer,
it
works
out
to
like
three
and
a
half
percent.
Overall
increase.
E
And
that's
again
just
for
kind
of
an
average
customer
for
next
year.
Right
now,
the
current
average
bill
is
about
183
dollars
a
month
and
it
would
go
up
to
about
like
an
extra
six
dollars
a
month
to
189
a
month
and
then
final
slide
on
revenues
before
we
jump
into
a
requirement
so
on
the
general
fund,
again
going
back
to
like
that
overall
Citywide
operating
revenues
of
480
million.
If
you
break
that
out
restricted
versus
discretionary,
the
majority
of
that
is
restricted.
So
it's
going
to
be
restricted
for
specific
uses.
E
E
A
E
A
lot
of
that
was
like
they're,
the
Koreans
achieved.
Krantz,
isn't
here
and
he'll
be
here
tomorrow
night,
so
he
could
probably
talk
more
about
this
and
I
think
he's
on.
He
might
be
online
if
he
wants
to
chime
in
there.
The
PD
is
they're
they've
been
understanding
they're,
just
not
writing
as
many
tickets.
So
during
the
pandemic,
that
was
just
that
was
not.
E
That
was
not
their
focus
in
pulling
like
getting
bite
in
people's
faces
like
to
give
me
tickets
was
not
their
priority,
so
that
activity
has
dropped
off
and
just
has
not
picked
back
up
and
they
have
the
traffic
team.
I
think
only
has
might
have
like
one
person
on
it
from
a
high
of
four
and
again
I'm.
B
Kind
of
shooting
off
the
headphones,
so
Koreans
can
talk
about
now,
just
to
fully
staff
to
not
go
so
it's
been
like
basically
two
years
of
and
we'll
talk
about
this
football
enforcement.
We
are
not
fully
staffed,
but
we
were
as
a
lot
of
law
enforcement
agency,
had
a
high
turnover
and
replace
those
positions.
Our
priority
was
not
the
traffic.
It
was
just
getting
the
patrol
unit
just
getting
our
folks
out
there,
providing
you
know
or
responding
to
calls
for
sure.
It
looks
like
cheap
Cranston.
G
Emails
yeah
there
you
are
yeah
I,
didn't
know.
If
you
wanted
me
to
answer
that
or
not
but
I
mean
they
kind
of
covered
it,
but
essentially
that's
what
we
saw
over
the
pandemic.
Time
was
a
reduction
in
Staffing
and
then
up
to
where
we
were
down
20
plus
positions
and
the
heavy
pandemic
years
of
2020
2021
and
then
we're
starting
to
come
out
of
that.
Sorry
is
that
working
yeah.
G
Right
now,
I
mean
we're,
finally,
to
our
point
of
where
we're
only
seven
officers
down
from
our
authorized
Staffing.
However,
a
lot
of
those
officers
are
in
training,
so
they're
still
not
to
the
point
to
where
they're
out
to
do
not
work
and
able
to
fill
the
specialty
positions.
Quite
yet
so
we're
still
coming
out.
Our
self-initiated
activity
is
really
low
compared
to
what
we
were
in
2018
and
19,
but
we're
starting
to
see
that
rise
and
come
back.
Okay,.
E
E
E
It
looks
like
m
s,
oh
wait.
Our
little
percentage
dropped
off,
but
after
personnel,
which
is
salary
and
benefits,
and
it's
inner
fund
transfers,
materials
and
services
which
we'll
call
m
s.
So
if
I
say
m
s,
that's
what
that
means
and
then
Debt
Service.
So
those
are
the
expenditures
and
the
contingency
and
reserves
is
the
savings
we
have
at
the
end
of
the
buying
them.
E
So,
if
you
think
back
to
when
we
were
talking
about
the
resources
and
that
beginning
working
capital,
that
I
said
is
kind
of
the
savings
from
like
how
much
money
are
we
going
to
end
this
year,
June
of
23
and
then
that
rolls
into
the
new
viennium
that
was
about
340
million
and
then
we're
ending
the
biennium
with
273
million
so
dipping
into
some
of
those
contingency
and
reserves.
But
we'll
go
into
more
detail
to
kind
of
talk
about
where
that
is
and
and
why
sure.
E
And
we
will
get
into
that
because
it's
different
for
every
fun
type,
so
we
have
fiscal
policies
that
are
adopted
by
Council.
We
take
those
to
you
all.
Every
so
you'll
see
them
in
June
on
June
21st,
for
any
amendments
that
are
necessary.
So
the
overall
all
kind
of
policy
is
two
months
of
operating
expenditure,
so
holding
in
reserves
two
months
of
operating
expenditures
which
is
16
when
we
get
into
the
slides
on
the
each
individual
area,
it's
different
for
each
area.
E
So
like
utilities,
they
have
a
handful
of
different
types
of
reserves
and
different
targets
for
Capital
reserves
as
well
as
operating
reserves.
Their
operating
Reserve
is
different
than
community
and
economic
development,
which
is
kind
of
driving.
A
lot
of
these
conversations
we're
having
on
development
fee
increases,
the
general
fund
is
16
and
we
have
the
the
general
fund
and
there's
also
kind
of
like
this
rainy
day
fund
called
the
general
fund
step
stabilization
fund.
E
A
E
Can
go
before
you
start
again.
That
is
pretty
much
how
the
we
it
drives,
how
the
budget
is
put
together.
So
on
the
like
for
the
general
fund,
we
have
six-year
models
and
you
know
we're
looking
at
when
we're
talking
about
general
fund
affordability.
What
are
those
Indian
reserves
need
to
be
and
we're
not
just
looking
out
in
the
next
two
years.
It's
really
looking
out.
You
know
six
years
for
utilities,
we
have
30-year
models
so
I'm
kind
of
jumping
ahead.
E
All
because
that'll
also
answer
one
of
the
other
questions
that
I
it
was
either
you
or
Stephen
I
can't
remember,
which
had
on
debt
and
if
we're
looking
out
that
those
full
debt
maturity
schedules.
Yes,
all
of
that
is
built
into
those
30-year
rate
models,
so
water
sewer,
storm
water
have
their
own
30-year,
I,
think
Transportation,
20
or
30.
and
10
okay,
so
then
10-year
model
in
transportation
and
and
they're
all
different,
because
they
have
different
drivers
on
the
utilities.
E
The
30
years
and
for
the
existing
debt,
as
well
as
in
factoring
in
how
much
new
debt
do
we
need
for
each
of
these
projects
to
kind
of
balance
cash
funding
versus
issuing
debt.
What
are
the
impacts
on
the
rate
increases?
So
all
of
that
is
just
organically
part
of
the
budget
development
process
so
like
on
the
utilities.
E
If
we
can
get
our
C,
if
we
can
accomplish
our
cips
and
keep
it
at
an
average
3.5
percent
Bill
impact
we're
comfortable
kind
of
moving
forward
with
that,
if
we
were
going
to
need
say
there
was
significant
fee
increases
needed,
and
we
had
this
years
ago.
On
the
sewer
side,
we
had
a
lot
of
sewer
improvements
needed
and
we
did
like
five
years
of
six
percent
per
year
of
annual
increases
for
sewer.
E
We
were
very
engaged
with
Council
during
that
brought
the
budget
committee
into
those
work
sessions
and
those
meetings,
because
we
were
getting
to
the
point
like
we're
going
to
pull
the
trigger
on
this
project.
We've
got
to
have
some
certainty
that
we're
going
to
be
able
to
implement
these
rate
increases
to
cover
the
debt.
E
So
all
of
that
is
just
part
of
this
budget
development
process.
I
mean
if
you
and
one
thing
I'm
really
proud
of
you-
can
talk
to
any
of
the
Departments
like
nobody
says.
Hey
can
like
I
need
to
do
XYZ
or
these
project
costs
came
in
higher.
No
one
says:
what's
the
impact
on
the
budget,
it's
always
the
model.
Well,
have
you
run
the
model?
What
does
the
model
look
like?
What's
the
impact
on
the
models,
and
so
that's
just
the
that's
just
how
we're
managing
the
the
finances
and
managing
the
budget
does
that?
E
So
contingencies
are
generally
kind
of
the
operating
and
we'll
use
contingency
and
operating
reserves
kind
of
interchangeably.
If
it's
in
Opera,
if
it's
in
contingency,
that
means
generally,
it's
not
really
accounted
for.
If
there's
something
in
reserves,
it's
either
like
when
we
get
into
utilities,
we
have
some
really
specific
reserve
requirements
and
targets
so
like
if
it's
a
Debt,
Service
Reserve
like
I,
legally,
have
to
have
this.
We
have
fiscal
policies
on
the
utilities
of
having
a
repaired
like
5
million
per
year
of
repair
and
replacement
Reserve,
that's
in
reserve
not
operating
contingency.
E
Good
questions
all
right:
well,
now,
I'm
gonna,
we'll
jump
ahead
and
we'll
start.
Oh,
we
first
gotta
have
an
expenditure
comparison,
so
this
is
for
those
major
expenditure
categories
and
just
come
kind
of
going
back
to
the
revenue
side.
When
I
said
resources,
there's
resources
versus
revenues.
The
resources
includes
that
beginning
working
capital,
it's
kind
of
the
same
thing
on
the
requirement
side
requirements
is
that
kind
of
government
accounting
fee
for
the
money
going
out,
which
is
expenditures
and
the
contingency
and
reserves.
E
So
if
I
might
use
those
interchangeably,
but
if
you
have
questions
about
kind
of
what
I'm
referring
to
please,
let
me
know
so.
This
chart
shows
just
again
the
expenditure
comparison
with
the
green
bar
being
the
proposed
2325
biennium,
and
then
that
blue
bar
is
compared
to
the
current
biennium
2123
estimate.
So
we,
like
I,
said
we
got
a
question
on,
for
example
like
the.
E
If
we've
ever
hit
a
billion
dollars,
I
had
to
run
a
report
and
just
confirm
because
we
once
we
adopt
a
budget
honestly
we're
just
looking
at
it
on
an
annual
basis
to
see
how
are
we
coming
in
compared
to
the
budget
when
we're
building
the
budget,
we're
not
building
it
based
on
the
prior
year
or
the
prior
biennium
budget?
We're
looking
at
that
urine
estimate.
E
E
E
B
Been
we've
been
having
good
discourse
so
far,
I'm
just
gonna
make
the
the
friendly
reminder
that
we
do
raise
hands
for
this
last
burst
of
26
slides.
Let's
try
and
let
Sharon
get
through
it
unless
there's
a
burning
question
and
save
most
for
the
end,
so
take
notes
and
I
know
we'll
get
to
them
and
give
staff
a
chance
to
respond
if
more
information
is
needed,
all.
E
E
E
You
can
have
you
know,
a
part-time
employee.
We
have
some
groups
of
employees
that
work
unique
schedules,
so
it
works
out
to
kind
of
a
funky
number
and
as
the
Departments
are
presenting,
they
will
get
into
more
detail.
But
if
you
wanted
a
summary,
the
very
very,
very
last
page
of
your
book,
page
665,
is
the
FTE
or
Staffing
schedule.
So
that
shows
you
the
number
just
a
summary
of
the
number
of
new
FTE
and
if
there's
transfers
between
departments,
that's
shown
on
that
page
we
received.
E
So
this
is
kind
of
just
a
summary,
the
largest,
which
I
think
is
probably
not
a
surprise
to
folks.
The
largest
kind
of
chunk
of
that
Personnel
pie
is
Public
Safety,
so
police
and
fire
followed
by
infrastructure
and
I
guess.
I
should
also
say
when
we're
talking
about
each
of
these
we're
talking
about
it
by
service
area.
E
Community
and
economic
development
has
about
126
employees,
they're
about
16
of
the
workforce
and
then
admin
and
Central
Services
and
admin
and
Social
Services
is.
Can
you?
If
you
look
on
that?
Last
page,
you
can
see
the
detail
break
out,
it's
everything
from
what
we
call
like
second
floor
City,
Hall
admin,
city,
attorney's
office,
Finance
HR.
It
also
includes
Fleet
Management
facilities,
I'm,
forgetting
some
some
big
ones.
E
Yeah,
there's
slides
later
on,
we
received
a
question
from
someone
in
advance
about
how
so
kind
of
related
to
personnel
and
if
we
Outsource
any
of
our
functions
and
we
out
so
we've
got
a
bunch
of
different
contracts
that
we
Outsource
everything
from
Printing
and
mailing,
our
utility
bills,
ambulance
bills,
CD
community
and
economic
development.
They
have
a
lot
of
notices,
they
Outsource
the
mailing
of
that
our
Courier.
That's
taking
you
know
our
bank
deposit
and
interoffice
mail
like
we.
We
have
couriers
that
do
that
janitorial
services.
E
So
we
don't
hire
our
own
janitorial
staff.
We
contract
that
out.
Community
Development
has
some
third-party
plan
reviews
that
they
Outsource
Insurance
Brokers,
uniform
cleaning,
HVAC
maintenance,
snow
removal,
Landscaping
like
there's
a
long
list
I'm
in
parking,
yeah
and
parking.
Yes,
I
did
not
read
all
the
way
through.
Yes,
so
the
parking
enforcement
so
I
wanted
to
touch
on
that.
Initially
here
on
this
Personnel
slide
and
then
when
we
get
to
kind
of
there's
another
slide,
that
will
show
the
breakout
of
different
materials
and
services.
E
So
new
staff
in
the
budget,
so
we
have
a
total
of
28
positions
proposed
in
the
budget.
You
can
see
that
breakout
between
years,
the
largest
category
is
Public
Safety
and
the
largest
percentage
of
those
or
the
largest
number
are
those
nine
firefighters.
In
the
second
year
of
the
biennium,
which
were
contingent
on
passage
of
the
levy,
police
has
four
new
positions.
E
Chief
Krantz
will
talk
about
that
tomorrow,
night,
this
presentation,
infrastructure,
so
there's
seven
new
positions
in
infrastructure,
four
in
utilities,
spread
across
all
three
water
sewer
storm
water
engineering
has
two
that
are
both
focused
on
the
Geo
Bond
and
then
parking
the
mobility.
So
tomorrow,
night
David
Abbas
will
be
here
to
talk
about
trans,
all
things,
transportation
and
Mobility.
So
there
is
a
Program
Technician
in
that
parking
budget
to
work
closely
with
Toby
marks
community
and
economic
development.
E
They
have
two
new
positions:
one
will
be
in
Community,
Development
admin,
that's
going
to
focus
on
kind
of
short-term
rental
and
home
energy
score
compliance
and
then
in
the
housing
department
we
have
a
new
compliance
coordinator
and
then
an
admin,
Central
Services,
there's
a
total
of
six
one
person
in
what
we
call
our
office
of
Performance
Management.
That's
the
group
that
does
like
all
of
our
data
analytics
and
Reporting.
There's
a
position
in
that
group.
That's
going
to
work
closely
with
utility
billing
to
they
also
do
a
lot
of
process
Improvement.
E
So
there's
a
position
in
that
group
in
City
manager's
office.
We
have
what
we
call
a
limited
term
employee,
so
we've
put
money
in
the
budget
to
hire
a
grant
writer.
So
a
limited
term
employee
grant
writer
to
help
us
go
after
a
lot
of
these
federal
grants
and
federal
funding
that
we're
going
after
right.
Now
we
don't
have
any
it's
kind
of
piecemeal.
We've
got
staff
and
departments
that
apply
for
some
grants.
E
Just
don't
have
that
con
yeah
and
don't
have
that
centralized
right
now
and
HR
and
payroll
there's
also
a
shared
limited
term
employee
for
a
leave
administrator
to
work
on
kind
of
support.
The
new
organ
paid
leave
program
I.T
has
a
new
limited
term
application
analyst
in
the
insurance
and
risk
management
program.
We
have
a
new
safe
kind
of
safety
officer
for
Citywide
safety
and
risk
management,
and
then
in
the
Fleet
Management
we
have
a
program
coordinator
so
out
of
those
28
there's
what
one
two
three.
E
E
The
F,
so
we've
shown
the
ftes
that
says
approved
just
I
mean
the
approved
for
22.23.
It's
not
making
assumptions
that
you're
approving
the
budget.
We've
also
included
our
Cola
or
cost
of
living
adjustment.
So
in
the
current
22-23,
that's
the
Year.
We're
in
right
now
is
our
first
year
of
three-year
contracts.
We
have
with
our
labor
associations,
so
those
contracts
included
a
five
percent
cola
this
year,
four
percent
each
of
the
subsequent
years,
so
that's
all
been
negotiated
through
our
labor
contracts,
our
health
insurance
premium.
E
So
this
we
have
two
different
plans
for
single
versus
family
coverage.
This
is
just
showing
the
portion
for
family.
The
city
pays
90
of
the
premium,
so
you
can
see
the
amounts
we're
currently
paying
and
then
right
now
in
the
budget
it
assumes
a
10
increase
in
premium
per
year,
we're
in
the
process
of
negotiating
those
premiums
right
now,
so
we
may
end
up
with
some
savings.
We
just
don't
have
those
finalized,
yet
hers,
so
we
participate
in
the
state
first
retirement
system.
E
Those
percentages
are
the
combined
percent
of
payroll
and
I.
Think
that
is
the
that's
the
average,
including
the
IEP
right.
Okay,
so
we
have
there's
a
six
percent.
It's
called
IAP
individual
account
program
or
something
like
that.
There's
a
six
percent
for
every
employee
that
the
city
pays
and
then
we
have
the
other
contribution
rates
that
there
are
three
different
employee
groups
with
different
rates
depending
on
how
long
you've
been
here.
E
The
really
great
thing
is
that
you
can
see
that
rate
is
pretty
flat
from
this
year
to
next
year,
I'm
not
going
to
go
into
a
bunch
of
details.
Those
of
you
that
were
on
the
budget
committee,
like
four
years
ago,
we
were
able
to
participate
in
a
one-time,
State
program
that
allowed
us
to
buy
down
our
future
liability
and
take
part
in
some
matching
funds
that
the
state
had.
E
So
we
were
able
to
use
some
of
our
existing
Reserves
buy
down
that
liability,
which
the
state
at
that
time
they
haven't
updated
their
like
methodology,
but
they
estimated
that
that
would
save
us
about
24
million
in
first
contributions
over
the
next
10
years.
So
we've
been
really
really
lucky
to
have
been
able
to
participate
in
that
program
and
see
those
purse
rates
stay
flat
versus
in
the
past.
E
E
Well,
those
percentages,
obviously
the
costs
increase
as
wages
increase
and
then
opap,
which
is
other
post-employment
benefits.
That
is
a
program
that
we
have
negotiated
in
contracts
and
it's
actually
even
kind
of
negotiated
out
of
contracts
where
the
city
will
pay
health
insurance.
It's
a
program
where
the
city
pays
health
insurance
for
retired
employees.
E
We
stopped
providing
that
for
our
non-represented
employees
like
in
2010
and
then
each
of
the
three
it's
kind
of
different
for
each
of
the
other:
employee
associations,
police,
fire
and
the
city
of
Bend,
employee,
Association
or
Cobia.
It
was
phased
out
of
those
contracts
from
2011
to
2013.,
so
it's
on
a
pay
as
you
week.
Right
now
are
funding
that
on
a
pay-as-you-go
basis,
because
we
still
have
a
lot
of
employees
that
are
eligible
for
that
program
that
we're
paying
those
health
insurance
costs.
E
So
we're
funding
that
on
on
a
pay-as-you-go
basis
and
the
reason
that
this
year
is
a
little
lower,
because
we
just
had
quite
a
bit
of
vacancy
savings
this
year
and
we're
calculating
that
on
based
on
active
employees,
which
is
the
way
we're
funding
that
that
liability.
So
that's
personnel,
materials
and
services.
E
This
shows
the
each
slice
of
that
pie
is
everything
that's
more
than
five
percent
of
the
total
in
these
different
types
of
categories,
and
then
about
so
that
bar
chart
off
to
the
side
is
the
detail
of
everything
that
kind
of
makes
up
the
other,
which
was
everything
that's
less
than
has
less
than
five
percent
of
the
total.
So
that
question
on
this,
the
work
that
we're
Contracting
out
most
of
that
is
going
to
be
in
other
contractual
services.
E
So
even
another
big
one
I
didn't
think
about
is
Transit
like
we
don't
we
don't
provide
transit
services,
we're
Contracting
with
coic,
so
lots
of
different
things
in
that
other
contractual
services,
but
that's
22
million
over
the
biennium
of
work
that
we
are
Contracting
out
and
not
providing
on
our
own
next
slide.
Capital.
E
If
you
look
like
there's
the
gray
supplemental
information
tab,
the
first
tab
after
that
is
capital
Improvement
program
and
for
every
single
project
I
mean
there's.
There
is
what
we
call
just
trying
to
find
a
good
one
to
math
like
we'll
call
them
a
cut
sheet.
So
there's
a
one-page
summary
of
every
project
and
then
I
mean
some
things
that
our
studies
don't
have
a
map.
But
if
there's
a
map,
it's
a
location
associated
with
that
project,
there's
a
map
on
the
other
side
of
the
page.
E
E
The
total
project
estimate
and
then
it
will
also
cross
reference
to
the
index
of
what
page
number
you
can
find
the
detail
of
that
project,
so
tons
of
information
on
the
CIP.
If
you're
interested
back
in
that
section,
I
would
say
kind
of
starting
on
page
407.,
so
that's
the
CIP
repair
and
replacement,
so
that
is
capital
work
that
repair
and
replacement.
That
is
capital
in
nature.
E
Just
to
show
you
how
all
of
this
Capital
shows
up
in
the
budget
like
if
you
flip
to
page
140,
it
shows
you
for
the
water
fund
you'll
see
we
have
a
five-year
vehicle
and
Equipment
plan
so
that
being
the
third
category
of
capital,
vehicle
and
equipment
and
software.
So
if
a
department
has
any
of
these
Capital
expenditures
in
the
budget
or
plan
for
the
next
five
years,
they'll
have
a
five-year
schedule.
E
And
then
next
slide
on
debt,
so
the
majority
of
the
debt
we
have
87
million
in
annual
Debt
Service
and
that's
going
to
be
our
annual
principal
and
interest
payments
planned
in
the
budget.
The
majority
of
that
is
infrastructure
and
I
would
say
within
the
infrastructure.
The
major
majority
of
that
is
sewer,
which
we'll
see
on
the
next
two
slides
the
second
kind
of
highest
category.
E
So
the
infrastructure
would
also
include
the
Geo
Bond
so
between
we
don't
have
a
ton
of
water
debt
outstanding,
like
50
million
or
something
a
bunch
of
sewered
at
like
I
shouldn't,
say
it
off
the
top
of
my
head,
because
it's
gonna
be
on
the
next
slide,
but
it's
like
250
million
or
something
and
then
the
Geo
are
kind
of
the
big,
the
big
ones,
admin
and
Central
Services.
Most
of
that
is
facilities.
So
I
mentioned
we
account
for
facilities,
management
and
admin
and
Central
Services.
E
So
that's
going
to
be
debt,
for
we
have
some
debt
for
the
police
station
building,
but
the
majority
of
that
is
going
to
be
the
new
Public
Works
campus
that
we're
building
out
at
Juniper
Ridge.
We
just
like
last
week
closed
on
the
first
debt
issuance
for
that
project,
as
we
do
another
debt
issue
once
we'll
have
annual
Debt
Service
for
that
project,
community
and
economic
development.
Most
of
that
debt
is
that's
not
probably
all
of
it
is
urban
renewal.
E
So
again,
this
is
by
what
we
call
the
service
area
and
the
budget
versus
a
department.
You
know
we
don't
have
debt
for
building
planning
engineering
operations,
all
of
that
debt
is
going
to
be
urban
renewal
and
then
Public
Safety
is
fire
so
debt
that
we
have
for
their
big
equipment,
engines
and
other
apparatus.
E
E
Okay,
so
this
is
broken
out
the
total
infrastructure.
So
you
can
see
right
now
we
have
365
million
of
infrastructure
debt
outstanding,
so
200
is
the
majority,
so
it's
206.
is
sewer
and
then
Transportation
that's
going
to
be
the
mostly
the
transportation
construction
fund,
so
Empire
and
Murphy.
We
also
have
some
debt
for
Street
equipment.
E
E
This
is
also
summarized
on
if
you
flip
to
the
it's
page
76,
but
it's
the
very
last
page
of
the
financial
section
section
so
write
the
page
right
before
that
proposed
grade
proposed
budget
tab
that
shows
kind
of
all
in
one
place,
the
breakout
of
all
the
new
debt.
That's
proposed
in
the
budget
again
with
the
majority
being
the
Geo
bond
in
this
infrastructure
area,
and
then
you
see
the
principal
payments
planned
for
the
biennium.
For
then
the
balance
at
the
end
of
the
biennium.
E
The
next
slide
goes
into
that
same
level
of
detail
for
the
other
kind
of
everything
else.
Since
infrastructure
infrastructure
is
the
bulk
again,
the
new
debt
being
Fire
Equipment
urban
renewal
and
then
that
120
million
is
the
rest
of
the
Public
Works
campus.
So
we
just
issued
the
debt
we
just
closed
on
last
week
had
about
13.6
million,
which
was
designed
for
the
public
works
campus.
E
Oh
gosh
I've
got
12
minutes,
so
inner
fund
transfers.
This
is
as
I
mentioned.
Inner
print
transfers
are
money
transferring
between
funds.
The
majority
of
that
excuse
me
a
city-wide
admin
and
overhead
we'll
go
into
more
detail
on
that
in
the
next
couple
of
slides
the
same
for
the
Citywide
and
the
departmental,
and
then
the
other
big
piece
is
the
general
fund
subsidy.
So
anytime,
general
fund
is
providing
support
to
another
department
that
comes
out
as
a
general
fund
subsidy,
which
is
a
transfer
same
with
SCC
transfer.
E
E
We
also
have
some
houseless
money
that
we
are
in
order
to
capture
all
of
the
cost
of
operating
in
our
shelters
in
one
place
in
the
houseless
fund.
We're
capturing
all
of
those
we
want
to
capture
all
the
costs
there,
but
the
kind
of
the
maintenance
costs
and
the
operations
of,
like
literally
keeping
the
lights
on
all
of
this
facility.
Maintenance
are
accounted
for
in
the
facility
fund,
but
the
houseless
fund
is
transferring
money
out
of
houseless
into
facilities.
E
So
we
have
kind
of
that
easy,
transparent
reporting
of
all
those
costs
in
one
place
and
same
with
arva.
The
remaining
ARCA
money
we
have
a
separate
arpa
is
the
American
Rescue
plan
act,
Federal
program
we
have
all
of
that
in
one
fund
and
as
that
money
is
spent
is
transferred
out
as
well
cost
allocation
and
Central
Services.
So
we've
got
had
a
lot
of
questions
and
conversation
lately
on
this,
like
overhead
and
our
indirect
costs.
E
Why
do
we
have
centralized
service?
You
know
it's
just
it's
more
efficient.
We
can
have
consistent
and
reliable
Services
across
the
city,
so,
for
example,
rather
than
having
like
a
bunch
of
like
random
I.T
people
across
the
city,
we
have
one
it
department
and
they
may
have
liaison
staff,
and
there
may
be
some
I.T
type
staff
in
the
Departments
that
work
closely
with
Juan
and
his
team,
but
same
with
Finance
like
we
have
centralized
budget
centralized,
finance
and
Reporting.
E
So
then
not
going
to
go
into
a
bunch
of
detail
on
the
next
two
slides,
but
again
it
will
be
in
your
materials,
we'll
have
them
on
the
website
for
full
transparency,
so
in
Central
Services.
This
first
slide
is
what
we
call
our
city-wide,
so
these
are
departments
Central
Services
that
everybody
city-wide
is
pain
in
this
pain
transfers
into
these
departments.
Every
department
has
a
different
kind
of
allocation
driver
based
on
what
makes
sense
for
that
department.
So
for
HR,
it's
primarily
based
on
the
number
of
FTE.
E
So
we
go
through
that,
every
we
update
our.
We
call
it
a
cost
allocation
plan.
We
update
that
every
biennium
working
really
closely
with
those
departments
to
those
drivers
still
makes
sense
and
we
have
a
consistent
methodology.
So
everyone
is
paying
not
the
same
amount
because
it
did.
It
varies
obviously,
but
it's
based
on
a
consistent
methodology.
So
there's
not
a
lot
of
subjective
like
oh
well.
Oh
that
person
like
this
department
doesn't
like
it
or
their
funding's
a
little
tight.
Let's
not
charge
it
here.
B
E
These
are
our
so
they're
still
part
of
central
the
kind
of
overhead,
but
these
are
the
departmental
overhead
that
only
the
specific
users
of
these
departments
are
painted.
So,
for
example,
engineering
and
infrastructure
planning,
like
Finance,
doesn't
have
any
capital
projects,
so
Finance
is
not
pain.
Finances
are
paying
to
any
of
these
departments
because
they
don't
have
projects
that
need
to
be
engineered.
They
don't
own
any
Vehicles,
so
they're
not
paying
into
Fleet.
E
The
utility
lab
is
specific
to
just
those
water
sewer
store
water
programs
that
the
lab
is
providing
services
for,
and
then
cedd
is
the
acronym
for
community
and
economic
development
department.
So
again
only
building
planning,
private
development
engineering
code
enforcement,
like
those
are
the
Departments
paying
into
CDD
admin,
so
there's
kind
of
the
city-wide
Central
Services
and
the
departmental
Central
Services.
E
We
also
have,
on
the
next
slide
kind
of
the
percent
of
our
total
ftes
in
each
of
these
main
service
areas.
So
working
from
the
colors
are
kind
of
hard
to
tell
so,
if
you
just
work
from
the
top,
the
top
bar
is
the
admin
essential
services
so
over
the
last
couple
of
years
and
then
the
biennium
relatively
consistent
as
a
percent
of
total
FTE
infrastructure
is
the
next
color
on
the
chart.
Then
you
get
into
community
and
economic
development
and
Public
Safety.
So
over
the
last
four.
E
You
know
last
two
years
of
actuals
the
proposed
budget,
not
a
lot
of
significant
changes
in
our
overall
employees,
kind
of
by
service
area
and
then
final
sign
before
we
get
into
contingencies
kind
of
comparison
to
peer
cities.
So
we've
also
done
a
quick
analysis
of
Central
Services
as
a
percent
of
the
total
FTE
for
the
the
current
fiscal
year,
because
those
were
the
budgets
we
could
find
for
some
of
those
comparable
cities.
I
will
caveat
this.
E
We
put
this
together
pretty
quickly
that
to
dive
into
the
details
to
compare
apples
to
apples
take
what
is
going
to
take
a
lot
of
time
because,
for
example,
you
know
I
mentioned
we
have
Fleet
and
facilities
in
Central
Services
a
lot
of
cities.
That's
part
of
their
public
works
department,
so
it
might
be
part
of
that
infrastructure
service
area.
We
also
don't
know
in
these
cities
and
we've
chosen
like
we
centralize
all
of
these
functions.
E
E
This
first
slide
I'm
not
going
to
spend
a
bunch
of
time
on.
This
is
just
a
summary
of
the
total
and
contingencies
and
reserves
it's
on
page,
like
56
57.,
and
then
we'll
have
a
slide
and
talk
in
more
detail
on
each
of
those
reserved
areas.
So
starting
with
Public
Safety,
the
police
department
is
accounted
for
in
the
general
fund.
So
the
generally
speaking
they
don't
have
their
own
reserves.
E
So
that
was
kind
of
a
conscious
effort
where
we
wanted
to
transfer
that
money
over
to
the
reserve
fund,
but
other
than
that
they're
kind
of
using
the
general
funds
reserves,
and
then
fire
has
their
own
Reserve,
so
they're
their
own
funds.
They
have
their
own
Reserves
that
dropped
from
23
to
24
is
mainly
due
to
Personnel
costs.
They
had
some
vacancies
that
were
in
the
year-end
estimate
and
then
so.
E
That's
kind
of
the
reason
for
that
one-time
drop
in
23
24
and
then
because
we
also
don't
get
the
levy
Revenue
until
24-25.
So
we
knew
we
were
drawing
down
those
reserves
in
anticipation,
you
know
if
the
levy
passed,
then
the
levy
would
backfill
some
of
that
next
slide,
infrastructure
and
utilities.
So
to
the
earlier
question
on
some
of
the
reserves,
so
on
the
Utility
side,
the
fiscal
policies
break
down
the
different
Reserve
categories,
kind
of
in
order
of
importance
as
well,
the
first
being
Debt
Service
reserves.
E
Obviously,
if
we
have
legal
agreements
that
dictate
our
level
of
Debt
Service
reserves,
that's
first
they
have
a
five
million
dollar
repair
and
replacement
Reserve
in
each
fund
than
for
water
and
sewer
they
each
have
a
revenue
stabilize
a
rate,
stabilization
Reserve.
So
if
there's
fluctuate
flux,
if
the
revenues
fluctuate
due
to
volume,
whether
it's
the
Winter
quarter,
average
on
the
sewer
side
or
actual
that
immediate
consumption
on
this
on
the
water
side,
we'd
have
some
protection
there.
E
Their
operating
reserves
are
three
months
or
25
of
annual
expenditures.
So
you
know,
I
said
that
kind
of
blame
get
Target
policy
is
16,
but
it's
25
on
the
Utility
side
and
I
will
say
this
slide
is
not
reflective
of
the
total
reserves
and
the
infrastructure
service
area
just
kind
of
those
main
those
main
programs.
E
This
is
the
building
planning
private
development
engineering.
So
you
can
see
definitely
a
drawdown
of
reserves
and
those
funds.
The
policy
minimum
for
for
the
development
funds
is
six
months
of
reserves.
The
State,
Building
Division,
recommends
12
to
18
months,
and
that's
because
you
know,
if
you
have
a
development
project,
you
walk
in
the
door
today.
Here's
my
plans,
here's
my
money.
We
have
a
year
and
a
half
year
to
year
and
a
half
depending
on
the
project
of
work
to
do.
We
still
have
to
do
reviews.
E
We
have
to
do
inspections,
so
the
policy
minimum
is
six
months,
but
the
state
recommendation
and
their
best
practice
is
12
to
18
months.
So
as
again
as
we
get
to
Colin's
presentation,
one
of
the
things
we're
going
to
be
looking
to
you
all
for
with,
like
your
kind
of
recommendation
on
on
those
Target
level,
Reserve
levels
and
what
we
feel
comfortable
with,
because
that
will
directly
influence
the
rate
and
the
fee
increases
in
the
fee
amount.
E
E
G
E
E
Those
have
remained
relatively
consistent
with
the
exception.
You
see
that
big
jump
in
facilities
I
mentioned
earlier.
That's
us
issuing
the
debt
for
the
Juniper
Ridge
Campus.
We
just
got
the
cash
last
week,
so
we
haven't
done
all
of
that
design
work
so
that
money
just
kind
of
sits
in
our
bank.
We
earn
interest
on
that
until
we
spend
down.
So
that's
the
reason
for
that
big
increase
in
the
facilities,
insurance
and
risk
management,
so
the
policy
on
the
insurance
reserves.
We
always
try
to
keep
about
6
million.
E
If
we've
used
that
in
the
past,
if
there's
been,
we've
had
some
situations
where
the
operating
Department
did
not
have
sufficient
reserves
to
pay
for
something.
So
if
it
was
a
big
pipe
break
or
we
had
if
there's
litigation
and
the
department
doesn't
have
the
money
to
absorb
it
and
their
fund
we'll
take
that
out
of
the
Insurance
Fund
and
then
opab.
That's
that
other
other
post-employment
benefits.
That's
that
program.
E
Okay,
if
you
think
about
the
point
of
the
reserves,
is
unanticipated
expenses
or
reduction
in
Revenue.
Well,
our
revenue
is
coming
from
transfers
like
we
know
where
it's
coming
from
and
most
of
our
budgets
are
just
people,
so
not
a
lot
of
unanticipated
costs
there.
So
we
try
to
keep
those
reserves
low.
E
We
always
end
up
with
savings,
and
so
then
we
kind
of
true
it
up
in
the
next
cost
allocation
plan
to
to
draw
that
down,
because
we
don't
there's,
no,
we
don't
need
to
hold
our
own,
our
own
Reserves
and
then
the
general
fund,
so
we're
really
close
to
the
end.
So
general
fund,
as
I
mentioned
earlier,
we
have
the
general
fund,
as
well
as
the
stabilization
fund
or
that
kind
of
rainy
day
fund.
E
E
So
if
we
were
to,
if
we
said
once
we,
when
we
sell
property
up
there,
that
Revenue
comes
into
the
general
fund
and
then,
if
we're
using
it,
it
gets
transferred
out,
but
the
general
fund
is
still
technically
the
owner
versus
Borough
the
urban
renewal
agency.
So
we've
called
those
out
separately,
we'll
see
tomorrow
night,
so
on
the
agenda
tomorrow,
night,
we'll
kind
of
wrap
up
our
department
presentation
then
get
into
a
general
fund
overview
before
going
into
deliberations.
E
So
we
have
a
little
bit
of
room
in
the
general
fund
that
we,
we
may
have
some
flexibility
to
work
with
so
want
to
spend
some
time
talking
with
you
all
to
kind
of
get
your
prioritization
right.
Oh
sorry
go
ahead
and
we'll,
if
you
want
to
go
to
the
next
the
last
slide
and
get
into
these
budget
the
areas
of
focus
during
deliberation.
E
E
E
B
Kind
of
ties
back
to
the
initial
message
that
I'd
say
you
know
this
kind
of
the
root
of
a
lot
of
this
goes
back
to
that
general
fund
and
those
structural
challenges
that
we
have.
So,
as
Sharon
said,
we've
got
a
little
bit
of
room.
We're
running
reserves
around
24,
so
20
21.
Our
policy
is
16.
So
as
you're
going
through
these
budgets,
you'll
see
at
the
end,
there
might
be
some
desire
to
prioritize
or
just
leave
the
money
in
reserves,
we're
also
going
through
some
economic
uncertain
times.
B
So
this
is
kind
of
a
task
before
you
you're
you're
gonna.
We
are
presenting
a
very
conservative
budget
as
you
go
through
that
there
is
some
room
to
like,
for
example,
on
the
Community
Development
fees
or
on
affordable
housing.
You'll
saw
communication
from
their
horrible
housing
advisory
committee
chair
about
allocation
to
overhead
costs.
B
If
there's
some
desire
to
find
out
some
of
those
costs
which
a
lot
of
cities
do,
a
lot
of
cities
that
have
a
healthier
general
fund
will
balance
those
needs
by
buying
down
some
of
their
internal
Services,
which
general
fund
or
buying
down
fees
Etc.
You
have
some
of
those
options
that
you
can
consider
when
we
get
to
day
two
tomorrow.
B
B
B
C
F
B
E
E
B
H
J
E
E
B
At
a
high
level,
a
lot
of
that
was
just
vacancies
that
we
had
so
for
this
biennium
there
was
a
huge
amount
of
vacancies,
so
what's
assumed
in
the
budget
is
fully
staffed.
So
that's
a
big
part
of
that
increase
is,
is
that
there
were
so.
The
cost
of
living
increases
were
five
four
and
four,
but
there
are
step
increases
that
folks
have
so
they
can
earn
up
to
it's,
not
an
automatic.
If
there's,
if
there
would
be.
B
Within
a
salary
range-
and
so
that's
I-
wouldn't
say
that
that's
that's,
you
know,
there's
definitely
kind
of
a
correction
that
we
had
to
make
as
an
organization
as
a
lot
of
folks
did
within
High
inflation
costs
it's
a
fairly
aggressive
with
our
labor
contracts,
but
you've
accounted
for
what
those
increases.
There's
a
modest
increase
in
Staffing.
It's
like
two
and
a
half
percent
tier
one
and
a
little
over
one
percent
increase
since
that
year
too.
E
D
B
E
Yeah
and
police
is
I.
Think
police
is
the
only
area
where
we
have
a
vacancy
savings
built
in
primarily
because
they
I
mean
the
majority
of
the
general
fund
reserves
or
savings.
Are
the
police
department,
that's
just
the
largest
portion,
but
when
we're
building
out
the
budget,
we
are
just
to
be
conservative,
assuming
everything's
fully
staffed,
knowing
will
have
knowing
we're
going
to
have
we'll
have
vacancy
Savings
in
most,
like
some
departments,
don't
have
as
many
as
many
vacancies
as
others.
E
It
just
kind
of
depends,
but
you'll
see
like
when
we
get
to
not
to
keep
referring
to
community
and
economic
development,
but
but
really
that
is
and
I,
don't
think
I
don't
know
if
they
have
slides
in
here
tonight
that
show
their
vacancy
savings
over
the
years
they've
had
some
that's
been
able
to
hold
their
reserves
High
because
they
had
vacancy
savings,
but
they
are
fully
staffed.
Now
they
might
be
like
one
vacancy
that
just
popped
up,
but
they're
fully
staffed,
so
now
we're
building
that
into
the
budget.
B
F
E
So
I
think
it's
we
can
go
through
and-
and
we
might
have
to
do
that
tonight
and
I
mean
like
tomorrow
and
bring
it
back
tomorrow
to
kind
of
show
Fun
by
I.
Don't
know
if
you
guys
have
something
already
prepared
quickly.
That
shows
kind
of
fun
by
Fun,
where
the
internet
reserves
are
that
we
could
look
Fun
by
Fun
and
see
where
the
majority
of
those
decreases,
but.
E
B
Began
to
speak
with
we're
behind
look
at
this
price
in
terms
of
what
we
have
right
here
and
yet
those
look
like
pretty
big
charges
increases
to
me,
and
so,
as
you
referred
to,
is
it
possible
that
we
might
dive
deeper
in
terms
of
by
himself
down
some
of
those
increases?
I,
don't
know!
What's
that
place
yeah,
so
there's
a
methodology
update,
that's
happening
right
now
that
Sharon
referred
to
for
sdc's
for
transportation
and
water.
B
Needed
but
we
do
yes,
sdc's
for
deed,
restricted,
affordable
housing,
so
we
collect
funds
that
it's
essentially
a
fee
development
fees
with
a
third
of
a
percent
on
a
building
valuation
that
we
collected
generates
about
a
million
dollars
a
year.
That
million
dollars
has
been
granted
out
or
in
some
cases,
loans
for
deep
when
I
say,
deed
restricted.
So
it's
on
the
deed
for
typically
a
period
of
50
years
or
so
to
ensure
that
it's
affordable
based
on
a
yeah.
F
And
infrastructure
is
one
of
the
biggest
I
mean
it's
huge,
huge
costs
for
for
the
community.
We
have
to
pay
for
no
infrastructure
sure
we
have
to
build
it
somehow
if
we're
going
to
provide
the
housing.
So
the
questions
sure
currently
stcs
is
the
only
piece
that
we
have
control
over
the
living
because
I
understand
it
broadly.
Unless
we
start
allocating
and.
B
A
B
E
Those
are
the
ones
that
Peter
was
saying
we're
down
to
about
six
months.
Reserved
and
Industry
standard
is
closer
to
a
year
or
a
year
and
a
half,
and
so
that's
why
there's
such
a
big
gap
between
where
the
fee
has
been
and
where
we
need
it
to
be.
The
increase
has
been
met
by
drawing
down
reserves
until
now.
Now
we're
at
this
point,
where
the
cost
and
the
fees
don't
match
up
and
you're
absolutely
right.
He
increases
our
what
we're
looking
at
it's
a
lot
higher
than
anything
else,
really
yeah.
A
B
On
counselor,
Campbell's,
Point,
sure
and
I
think
something
that
would
probably
be
helpful
for
everyone
to
see
tomorrow,
as
it
can
be
prepared,
is
not
only
the
dollar
reserves
but
translated
into
time.
Yeah,
yeah,
okay,
excellent!
Well,
then
I
just
want
to
say:
reserves
are
currently
the
reserves
are
where
we
want
them.
They
just
get
drawn
down
over
the
buyer
right.
So
it's
more
about
sustaining
the
reserves
that
we
have
right.
It's
a
better
way.
Nice.
E
B
I
F
E
B
B
Committee
members,
good
to
see
you
all
could
be
in
front
of
you
I
think
we're
ready
to
dive
in
I
think
we're
a
few
minutes
behind
so
chair,
I'll,
try
and
make
a
few
up
here
for
you.
Okay,
I
appreciate
that
all
right,
so
who's
got
my
slides
for
real
okay,
perfect
welcome
everybody,
Mike
Bittner
utility
department
director
here
for
the
city
of
Bend.
Our
department
provides
the
operations,
maintenance
and
stewardship
over
the
city's
water.
Wastewater
and
stormwater
utilities.
B
Sharon
stole
a
bunch
of
my
thunder
earlier
when
she
talked
about
the
big
team
approach
and
all
the
central
services
and
all
the
other
core
departments
that
are
really
critical
to
Our
Success
I'm,
going
to
focus
100
on
our
utility
department
here.
But
please
understand,
there's
a
lot
more
to
the
story
here.
We
really
rely
closely
about
Ryan
and
his
engineering
team,
David
Abbas
and
the
transportation
group.
We've
got
all
of
those
core
services
that
really
are
a
part
of
our
team.
B
We
don't
provide
these
services
for
very
long
without
the
legal
folks
without
the
procurement
folks
without
Communications
finance
and
so
on.
So
with
that
we'll
go
ahead
and
Dive
Right
In
First
side,
please
so
I'll
Focus
your
attention
towards
the
left
hand,
side
of
your
screen
on
this
slide
towards
the
top.
We'll
talk
a
little
bit
about
the
utility
department
and
then
I'll
dive
in
I've
got
five
slides
here.
Total
should
be
back
okay,
so
a
little
about
the
utility
department.
First,
we're
124
120
full-time
staff.
B
We
are
a
relatively
flat
organizational
structure,
I
have
seven
direct
reports,
but
across
our
department
we
actually
have
17
different
programs.
Those
are
different
budget
programs,
small
groups
of
people
between
five
and
ten
that
go
off
and
do
different
things
every
single
day,
so
Water
Production
water
conservation,
water,
quality,
Wastewater
collection.
We
go
a
lot
of
different
directions.
We
work
with
a
lot
of
different
groups
over
the
course
about
for
the
over
the
course
of
the
year
working
our
way
downward.
Here,
the
water
fund,
the
Reclamation
fund,
storm
water,
fun.
B
B
B
Well,
at
some
point,
we
are
opening
up
tours
of
our
facilities
more
now
and
those
are
available
online.
So,
as
we
kind
of
get
out
of
the
post
covet
era,
dust
ourselves
off
and
get
out
check
out
some
of
these
facilities,
but
the
yes
counselor
Campbell,
the
laboratory
is
located
out
at
the
Water
Reclamation
facility
and
that's
part
of
our
new
Juniper
Ridge
expansion
or
growth
effort
as
well.
B
B
The
storm
water
fund
will
always
be
a
distant
distant
third
here,
just
because
of
its
level
of
complexity,
it's
also
only
a
couple
decades
old
in
terms
of
utility
age,
but
I
think
watch
for
that
Gap
to
close
a
little
bit
over
the
next
10
to
20
years,
as
we
continue
to
grow
and
densify
as
a
community.
Drainage
and
density
issues
are
going
to
continue
to
be
pretty
challenging
for
us
in
all
Oregon
cities.
B
Quite
frankly,
shifting
your
attention
over
to
the
right
hand,
side
here
at
the
top,
the
356.6
million
dollars
in
this
biennial
budget.
That's
everything!
That's
the
two
years
that
includes
all
of
the
operations
and
maintenance
activities
within
our
department.
It
also
includes
all
of
the
capital
Improvement
plans
that
Ryan's
team
has
planned
for
the
upcoming
biennium
and
let
him
speak
to
those
drop
it
down.
Just
by
percentage
again,
you
can
see
who
brought
your
Wastewater
are
the
Lion's
Share
of
the
budget,
storm
water
and
then
the
laboratory,
as
the
smallest
Liberty.
B
So
this
is
the
daunting
task.
I
get
to
sum
up
this
entire
budget
and
a
couple
of
PowerPoint
slides
and
that's
always
a
little
challenging.
But
what
I,
try
and
look
for
are
a
few
themes
that
stick
out
to
me
and
or
any
big
anomalies
that
may
be
significantly
different
than
previous
budgets
that
you've
all
seen
so
a
few
things
stick
out
here:
I
really
want
to
capture
these
in
sort
of
three
little
mini
conversations
off
of
this
Slide.
B
The
top
top
one
here
is
that
environment
climate
are
continuing
to
become
a
top
priority
for
the
utility
department.
Not
only
is
that
a
a
council
goal
for
our
city
leadership
and
our
city
councilors,
we're
seeing
most
of
our
regulatory
requirements
start
to
Trend
that
direction
either
at
the
state
or
the
federal
level.
So,
environment
climate
initiatives
are
have
a
lot
of
momentum
behind
them.
Three
ways
we're
seeing
that
through
through
this
budget,
are
some
revised
Environmental
Protection
Agency
rules
for
leading
copper
and
water
quality.
B
One
of
the
reasons
I
bring
this
up
here
also
is
because
it
very
well
could
change
over
the
next
two
years
and
I
could
be
in
a
circumstance
where
I
come
back
to
our
city
leadership
and
our
city
council,
and
ask
for
some
additional
funding,
because
something
new
or
created
has
changed
over
the
next
couple
of
years.
There's
a
lot
of
activity
in
this
area
so
more
to
come
on
those
three
bullets
and
some
preset
and
some
subsequent
slides.
B
Let
me
touch
on
these
two
other
conversations
here
and
then
we'll
keep
moving
so
Ripple
effects
from
the
pandemic,
we're
a
big
budget
with
a
big
operation
and
there's
always
some
turbulence
out
there
in
the
economy
this
this
this
year.
It's
really
electricity,
I
think
we're
projecting
I
think
it's
a
13
increase
over
to
my
Super
Smart
Finance
folks,
I.
Think
it's
a
13
increase
in
electricity
for
the
upcoming
buying.
That's
so
we
spend
over
a
million
dollars
a
year
moving
water
around
in
our
water
distribution
system.
B
Chemicals
things
like
compressed
chlorine,
gas,
cleaning
products,
dewatering
chemical
for
our
Water
Reclamation
facility.
There
are
lots
of
volatility
in
that
market.
We
don't
really
have
much
Choice
other
to
to
other
than
to
watch
it
manage
it
optimize
our
systems
to
reduce
the
amount
of
chemicals
that
we
need
in
certain
areas,
but
again
we're
continuing
to
track
that
as
a
big
department,
inflation
and
supply
chain
issues
we're
not
immune
to
either
of
those.
B
It
really
impacts
our
projects,
how
we
have
to
stage
them
to
meet
procurement
deadlines,
to
get
on
a
council
schedule
and
then
actually
have
all
the
parts
here
to
actually
go.
Do
that
project,
even
the
budget
window,
that's
all
becoming
more
challenging
for
us
across
the
board
and
then.
Lastly,
here
Sharon
mentioned
a
little
bit
on
keeping
utility
rates
low,
we're
at
the
three
and
a
half
percent.
B
I
know
she
went
through
the
rationale
behind
that
three
and
a
half
percent,
so
I
won't
go
into
it
anymore,
but
I
just
wanted
to
tip
my
app
to
the
finance
group
and
the
engineering
teams
that
really
work
closely
to
look
closer
to
Capital
Improvement
project,
to
move
projects
and
planning
efforts
around.
So
we
can
get
really
grates
down
to
where
they
can
actually
be
tolerable
for
the
community
depending
on
base
given
what's
happening
across
the
community
and
the
inflationary
pressures.
But
it
also
allows
us
enough
funding
to
keep
moving
forward.
B
Okay,
we
have
a
backlog
of
maintenance
issues
across
water,
Wastewater
storm
water
at
three
and
a
half
percent.
We
can
legitimately
move
forward
and
make
progress
in
all
of
those
areas.
We
can
also
tell
our
Regulators
DEQ
or
the
water
resource
department
and
OHA.
Yes,
look.
We
are
continuing
to
invest
in
these
systems.
We
own
them.
Okay,
all
right
next
slide.
Please
so
I've
got
three
slides
left
here,
folks,
this
one's
just
focusing
on
the
environment,
climate
goal
in
the
last
two
around
water
quality.
B
Specifically,
so
we
have
a
council
goal
for
environment
and
climate,
one
of
the
strategies
there
is
in
bold
here,
Watershed
protection
through
conservation
and
stewardship.
We're
going
to
spend
a
lot
of
time
on
these
three
bullets
here
over
the
next
two
years,
not
a
significant
amount
of
capital,
in
terms
of
when
you
compare
it
to
say
projects
or
hard
infrastructure.
But
this
is
where
the
utility
department
will
be
out
in
the
media
we'll
be
out.
B
Public
will
be
actually
making
a
little
bit
of
noise
here
over
the
next
two
years,
so
implementing
the
water
conservation
bills
that
were
in
the
Water
Management
conservation
plan
again
two
years
ago,
with
the
integrated
water
system,
master
plan.
That
said,
if
you
really
double
down
and
invest
in
conservation,
you
can
beat
the
peak.
You
can
get
your
Peach
seasonal
water
use,
June,
July,
August
down
to
a
level
where
you
won't
have
to
build
that
additional
well
and
those
three
reservoirs
on
the
east
side
of
town.
B
That's
a
real
win
for
us
and
a
real
smart
investment
for
us
over
the
next
20
years.
Continued
participation
in
the
distributes-based
and
water
collaborative.
This
is
a
large
group.
That's
ongoing!
It's
a
40-member
plus
group
that
meets
monthly,
but
their
goal
is
to
create
a
plan
that
outlines
all
of
the
mechanisms
we
have
to
manage
water
effectively
in
the
Deschutes
Basin.
B
B
Mayor,
Keebler,
I
think
you
and
I
are
the
Liaisons
for
the
distribution,
space
and
water
collaborative
so
we'll
keep
track
in
that
one
and
keep
reporting
back
on
it.
Those
top
two
goals
there.
Those
two
bullets
are
assigned
directly
to
me,
so
you'll
see
me
reporting
on
those
on
a
regular
basis
to
Russ
and
Stephanie
into
our
leadership
teams.
B
The
last
one
here
promote
long-term
water
supply,
resilience,
Seafood,
water,
reuse
and
resource
recovery.
There's
a
lot
in
this
bullet
here.
A
lot
of
this
is
going
to
be
done
through
the
engineering
group
and
our
water
recognition
facility
plan.
That's
where
we
hire
all
the
smart
super
smart
Engineers
to
do
a
deep
dive
on
this
facility,
one
of
the
city's
most
complex
assets
and
look
at
when
we're
going
to
need
to
make
that
next
time.
B
That's
the
primary
goal
of
that
facility
to
treat
our
Wastewater,
but
above
and
beyond
that
expansion.
We
know
that
there's
a
lot
of
positives
that
could
come
from
that
facility
and,
as
we
start
to
switch
our
thinking,
sort
of
Wastewater
collection
and
treatment
to
Wastewater
collection,
recovery,
right
resource
recovery,
we'll
start
to
we'll
start
to
understand
what
other
opportunities
we
have
there.
Three
things
that
we
think
we
may
be
able
to
explore
are
greater
water
reuse.
B
We
have
about
six
million
gallons
of
water,
ending
up
there
every
single
day
that
we
can
treat
news
to
a
use
for
a
beneficial
use.
In
addition
to
the
current
use
that
we
have
offsetting
groundwater
use
at
Pronghorn
Golf
course,
but
we
have
other
uses
we
can
use.
Above
and
beyond
that,
we
have
biosolids
out
there
that
we
can
use
on
agricultural
properties,
but
we
can
actually
use
them
in
a
more
beneficial
way
in
the
future.
B
So
that's
something
that
we
want
to
take
take
a
close
look
at
and
then
lastly,
we
produce
plenty
of
methane
gas
at
that
facility,
so
a
better
capture
of
that
gas,
better
reuse
of
it
in
the
future.
Those
are
all
three
things
that
Ryan
and
his
team
are
going
to
be.
Looking
at
over
that
the
Water
recognition
facility
plan
exercise
over
the
next
two
years.
B
The
utility
department
teams
will
be
plugged
into
that
exercise
every
step
of
the
way,
and
we
may
even
may
even
jump
on
something
or
move
ahead
in
some
area
to
further
those
initiatives
or
to
learn
more
in
the
next
two
years
through
a
Consulting
exercise
through.
It
depends
on
what
we
find
through
the
Water
Reclamation
facility
plan,
but
that
exercise
will
be
done
within
the
200
biennium,
and
so
we
would
like
to
have
funding
in
our
budget
to
be
able
to
move
that
conversation
ahead
and
not
wait.
B
A
B
I
am
not
going
to
say
polyfloral
Alpha
substances
a
lot,
but
two,
two
quick
slides
here.
That
I
wanted
to
make
sure
we
included
in
here
in
budget
deliberations,
because
these
are
showing
up
in
our
budget
in
a
small
way,
but
also
could
potentially
have
a
pretty
a
pretty
big
effect
on
us
and,
if,
depending
on
what
we
find
in
the
next
two
years,
so
real
real
quickly.
The
lead
and
copper
rules
are
established
at
the
federal
level.
B
The
EPA
out
of
a
safe
drinking
water
acts
sets
those
rules
they're
distributed
down
to
the
States.
The
states
interpret
those
rules
in
Oregon,
that's
the
Oregon
Health
Authority
that
interprets
those
rules
and
then
sends
them
to
us.
Okay.
So
we
as
a
city
literally
over
the
last
month
or
so
are
just
figuring
out
what
those
rules
are
going
to
be
for
us.
We're
formulating
our
work
plan
and
we're
going
to
put
that
back
in
front
of
OHA
to
make
sure
everybody's
okay
before
we
move
forward.
But
in
a
nutshell,
the
rules
aren't
this.
B
B
Now,
obviously,
we
can't
go
out
there
and
get
eyes
on
every
single
one
of
those.
So
we
have
some
approved
methods
from
OHA
Oregon
health
authority
to
be
able
to
simplify
this
exercise.
The
city
of
Bend
doesn't
have
a
long
history
of
using
lead
in
its
system
and
it
can
in
fact,
we
usually
test
at
zero
parts
per
billion
when
we
test
our
water
there's
15
parts
per
and
allowed,
and
so
we
usually
test
red
is
zero.
So
we
have
ridiculously
high
quality
of
water
here.
B
The
graphic
on
your
screen
here,
I
think,
is
important
because
there's
one
caveat
here:
that's
really
concerning
for
this
regulation
and
it's
really
the
service
line
that
runs
from
the
water
meter
to
either
the
house
or
the
business
property.
Timber.
Excuse
me
the
worst
excuse,
you're,
the
business
Foundation.
Typically
in
a
water
utility,
you
own,
the
city
owns
or
the
water
utility
owns
the
service
line
from
the
water
meter
to
the
water.
Excuse
me
from
the
water
main
to
the
water
meter.
B
Historically,
anything
on
the
other
side
of
that
has
been
the
prop
the
responsibility
of
the
property
owner
or
the
business
owner,
and
that's
still
the
case.
But
with
this
rule
in
terms
of
developing
service
line
inventory,
we
have
to
know
what
type
of
material
was
used
in
that
private
application.
So
you
can
just
imagine
how
daunting
that
might
be.
We
have
virtually
zero
of
that.
None
of
that
information
as
far
as
what
material
was
used,
but
we
have
a
lot
of
statistical
methods
to
eliminate
big
chunks
of
users.
B
Tens
of
thousands
of
homes
will
not
be
a
part
of
this
exercise
because
they
were
constructed
after
lead
was
eliminated
from
Plumbing
from
plumbing
supplies.
So
the
actual
number
of
physical
investigations
that
we're
going
to
have
to
do
in
the
city
of
band
are
roughly
about
four
to
five
hundred
now,
that'll
be
still
to
be
significant,
so
you
do
see,
increases
in
our
budget
and
Consulting,
some
of
our
Landscape
Maintenance,
as
well
as
some
of
our
temporary
help,
or
we
feel
like
we're,
probably
going
to
pull
on
some
temporary
help
to
help
go.
B
Do
some
of
this
field
investigation,
okay,
last
slide
and
then
similar
to
that
we
have
some
other
emerging
water
quality
regulations
at
the
federal
level.
These
are
lagging
behind
the
leading,
copper,
and
so
this
is
still
early,
but
we
do
feel
like
sometime
between
now
and
the
next
two
years.
We
may
want
to
move
ahead
and
actually
act
on
some
of
this
and
maybe
hire
a
consultant
and
learn
a
little
bit
more
about
pfas,
where
it
is
in
our
community
where
it
is
in
our
collection
system
and
maybe
what
we
might
do
in
the
future.
B
But
a
couple
of
things
that
I
would
like
this
group
to
know
what
we
know
today.
Pfos
can
be
highly
toxic.
This
is
bad
stuff.
Cancer
birth
rates,
all
of
the
nasty
stuff.
There
isn't
a
lot
of
great
data
across
this
across
the
U.S
in
terms
of
where
it
is
and
where
it's
most
prevalent.
So
that's
really
what
we'll
be
engaged
in
in
the
next
two
years
as
part
of
the
epa's
unregulated
contaminant
monitoring
rule
every
five
years.
They
do
these
want
to
do
one
of
these,
and
essentially
over
the
next
two
years.
B
The
city
of
Bend
will
be
testing
for
27
different
types
of
prayer
and
polyfloral
Alpha
substances
in
our
water
and
our
Wastewater
supplies.
We
anticipate
finding
it
in
our
collection
system
and
at
our
Water
Reclamation
facility,
really
collection
points
and
Water
Systems
is
where
you're
finding
it
the
Silver
Lining
to
this
is
that
we're
not
alone,
there's
thousands
of
other
water
utilities
across
the
country
that
are
going
through
this
as
well.
B
So
after
we
get
through
the
monitoring
rule
here
over
the
by
2025,
we'll
have
a
bigger,
better
understanding
of
where
pfas
are
in
our
system
and
where
we
need
to
invest
dollars.
But
that
could
be
where
we
really
revamp
our
Capital
Improvement
plan
and
look
at
Major
Capital
Investments
at
our
Water
Reclamation
facility
to
increase
the
level
of
treatment
of
our
Wastewater.
That's
where
this
could
come
back
to
bideness
at
some
point.
B
The
reason
I
put
it
in
here
right
now
today
is
because
at
some
point
in
the
next
two
years
we
may
come
back
as
a
utility
and
say
we'd
really
like
to
do
a
deeper
dive
or
an
investigation
in
our
collection
system
and
get
a
better
understanding
of
where
some
of
these
chemicals
might
be
coming
from
from
our
customers.
There
may
be
more
public
education
and
Outreach
to
do
than
we've
planned
for
as
well.
We
just
don't
know
so.
Water
quality
is
in
here
I'm,
letting
copper
and
pfas
primarily
for
the
level
of
uncertainty.
B
It
really
presents
the
utility
right
now
so
with
that
folks
I
just
summed
up
a
whole
lot
of
effort
and
a
whole
lot
of
money
and
a
whole
lot
of
work
that
our
utility
department
does
and
I'm
happy
to
answer.
Any
questions
that
you
all
have
or
I
can
transition
into
Ryan
to
capture
the
capital,
Improvement
aspects.
B
Peak
seasonal
demand,
where
we
all
turn
on
our
sprinklers
at
6
a.m,
so
not
having
to
build.
That
is,
is
really
the
the
trade-off
here.
What
we
have
to
do
is
make
sure
that
our
water
use
projections
are
actually
tracking
with
that
and
so
every
couple
of
years
every
five
years
will
be
required
to
report
the
SR
water
usage
tracking
with
our
water
use
with
conservation
we're
on
track.
You
don't
have
to
make
any
adjustments
outside
of
policy
bin.
B
The
elected
Council
May
adopt
is
there
any
plan
for
the
Department
to
do
anything
to
incent
additional
conservation
or
change
in
landscape
design
that
reduces
that
Peak
June
July
of
August
yeah?
Absolutely
no
great
question:
that's
primarily
some
of
the
increase
you're
seeing
in
the
budget,
so
in
the
water
on
the
water
fund
and
the
Water
Resources
program,
you
have
some
lines
for
public
education
and
Outreach.
You
are
Consulting.
B
And
that's
also
an
integrative
approach,
so
there's
the
work
that
we
do
for
our
own
infrastructure
projects
and
rights
of
way
and
drought,
tolerant,
Landscaping,
but
there's
another
layer
of
requiring
that
in
our
development
code.
So
there's
things
that
need
to
happen
over
the
next
two
years
to
update
our
development
code.
That's
kind
of
Collins
team
and
yeah,
so
that
is
on
our
Portland
yeah.
Absolutely
and
those
do
include
incentives
and
rebates
can
take
up
too
long
and
put
in
natives.
D
F
Now,
for
at
least
Stewart
and
water
and
assuming
there's
some
sort
of
Reserve
building
Target
in
there,
I
mean
I'm
kind
of
going
back
in
time
for
some
other
things
I've
been
part
of,
but
is
that
happening
now
sort
of
capital
replacement
programs?
And
are
we
going
to
hear
more
about
that
as
part
of
this
discussion
on
reserves.
F
Back
I'm
not
sure
exactly
what
your
question
was
well,
I
guess:
I'm,
just
getting
at
you
know,
thinking
back
to
the
Sewer
discussion.
I
was
part
of
like
a
decade
ago.
Yeah
part
of
the
reason
we
were
written
that
discussion,
because
it's
inadequate
preserves
have
been
built
over
the
years
and
that
was
sort
of
simple
enough
rate
structures.
Councils
in
particular.
Try
to
keep
rates
low,
but
part
of
what
they
were
doing
was
sacrificing
how
much
money
they're
setting
aside
for
future
capital
or
Price
management.
F
E
And
if
you
look
at
the
bottom
of
those
tables,
you
can
see
the
breakout
of
sorry
I'll
wait
for
you
to
get
there
137
and
145..
You
can
see.
We've
got
contingency
reserves
for
future
construction
reserves
for
major
maintenance
reserves
for
rate
stabilization,
and
then
sewer
has
the
researcher
for
that
service,
so
we're
building.
We
build
those
into
the
rate
model,
so
especially
the
ones
that
are
the
targets,
the
5
million
repair
and
replacement
the
rate
stabilization
and
the
operating
contingency.
E
So
it's
factored
in
there
almost
like
a
project,
if
you
will
to
make
sure
hey
we're
gonna,
always
have
this
level
of
reserves
and
so
making
sure
their
rates
are
set
at
a
level
that
ensures
we
can
not
only
cover
the
operating
cost,
do
CIP
projects,
but
also
have
these
required
levels
of
Reserves
so
like
if
you
rewind
like
10
years
ago,
we
didn't
have
so
probably
when
you're
on
sciag.
We
didn't
have
that
5
million
our
repair
and
replacement
in
the
policy.
We
change
those
policies
like
2015-ish.
B
Plan,
okay,
yeah
customer
I
just
add
to
that
I
think
one
of
the
things
you'll
see
in
the
capital
Improvement
plan
is
align
for
repair
replacement,
one
of
those
recognition
that
there's
got
to
be
a
programmatic
approach,
sort
of
investing
resources
in
this
thing
in
these
utilities
all
the
time
your
question
as
well
yeah,
sorry
can
I
cut
you
off
Kevin.
Is
this
a
bill
on
that
question?
I
think
it
was
just
so
that
I'd
raised
my
hand
this
time,
yeah.
B
E
5
million
repair
and
replacement
I'll
be
honest.
That
was
before
Mike
and
Ryan
were
utility
directors
and
I.
Don't
remember
that
that
recommendation
came
from
our
utility
and
Engineering
directors
at
the
time
that
they
just
based
on
the
age
of
the
system
and
the
projects
that
they
felt
comfortable
with,
but
I
will
say
if
you
look
on
so
kind
of
sticking
with
water.
If
you
look
on
page
140,
so
we're
keeping
that
5
million
Reserve,
but
we
all
we're
building
out
and
budgeting
for
specific
repair
and
replacement
projects.
E
E
Don't
know
you
can
speak
to
the
line
item,
not
line
item
but
like
the
project
level
line
replacement
detail
when
you're
building
these
out
but
they're
kind
of
doing
both
they're
saying
okay,
what
are
the
the
quote:
real
deeds
in
the
upcoming
biennium,
but
then
also
keeping
that
5
million.
In
case
there
is
some
type
of
emergency
or
something
comes
up,
and
then
the
design
is
your
question.
Yeah,
okay,.
B
So
it
sounds
like
it's
a
hybrid
model.
You
know
this
useful
life
is
part
of
the
calculation
and
then
there's
just
some
that's
being
held
here.
Yeah
Kevin,
you
picked
my
curiosity
I'll,
look
into
that
a
little
bit,
I
I'm,
pretty
sure
that
the
American
Water
Works
Association
and
some
of
our
trade
associations
that
produce
standards
for
our
water
utilities
produce
some
of
the
recommendations.
So
we
probably
built
off
of
some
of
those
recommendations
or
certainly
didn't
conflict
with
them
or
you
either
Beyond,
something
like
that,
but
we
can
get
some
better
information
there.
B
For
you,
sorry,
this
is
weeds
the
base
of
the
trees
inside
the
forest.
So
if
you've
got
a
question,
tell
me
if
I
shouldn't
ask
this,
but
I'll
ask
it
now
all
right
137!
You
have,
for
instance,
six
more
allocated
than
authorized
full-time
equivalents
and
I
noticed
that
kind
of
this
is
admobil
in
this
section.
E
E
yeah,
so
in
the
utilities
and
Mike
kind
of
talked
about
this
I
mean
he's
worked
really
hard
to
get
staff
cross-trained
as
much
as
possible.
So
we
have
these
authorized
positions
and
that
just
means
kind
of
like
where
they
live
on
a
schedule.
In
our
system
we
got
to
put
them
somewhere,
but
then
the
allocated
is
going
through
person
by
person
and
we
do
this
across
the
organization,
but
it
really
gets
highlighted
in
utilities.
E
If
I'm
a
utility
worker
and
I
have
the
certifications
that
I
can
be
a
utility
worker
and
work
on
water
sewer
and
storm
water
projects,
then
my
position
is
funded
a
third
or
33rd.
So
that's
what
we
call
the
allocated,
and
so
we
don't
have
like
a
utility
department.
Admin,
so
I
mean
how
many
people
do
you
have
in
in
admin.
E
E
That's
where
you
can
see
they
have
to
only
get
authorized
in
one
spot,
but
then
they're
allocated
across
all
of
those
funds.
So
if
you
were
to,
if
you
were
really
bored-
and
you
went
home
tonight
and
took
every
one
of
these
funds
and
added
up
all
the
authorized
added
up
all
the
allocated
it's
going
to
even
out
in
the
end,
but
that's
our
way
of
showing
how
many
people
are
actually
funded
out
of
that
particular
fund.
Yeah.
B
B
D
B
Progression,
the
the
quick
answer-
I
guess
for
the
for
the
the
response
for
the
proposed
budget
is
because
it's
based
on
the
historicals.
So
when
we
look
back,
we
see
pretty
significant
increases
in
overtime
over
the
last
two
year,
biennium
and
so
we're
projecting
those
forward.
I
hope
we
don't
get
there,
we
don't
utilize,
all
those
but
I,
think
it
would
be
responsible
for
us
not
to.
We
went
through
a
lot
of
Transit.
H
B
I
would
say:
Central
Oregon
cities
are
working
together
to
promote
conservation,
Central
Oregon
cities.
We
connect
through
cocoa
as
a
regular
group
that
I
chair
or
excuse
me
a
water
subcommittee
that
I
chair,
where
we
work
closely
with
Public
Works
directors
from
sisters,
Madras
Prineville
from
all
of
our
cities,
to
make
sure
that
that's
what
one
commentator
that
we
have
is
groundwater
right
to
make
sure
that
we're
all
moving
forward
in
some
way
a
conservation,
and
it's
pretty
impressive.
B
When
you
hear
the
different
things
that
are
happening
in
Redmond
horses
that
are
happening
in
Prineville
versus
sisters,
every
utility
is
moving
conservation
forward.
You
have
a
regulatory
requirement
to
do
so.
It's
not
our
job
to
enforce
students
in
the
states,
the
Oregon
water
resource
department,
the
same
group
that
looks
at
what
we're
doing
and
says
thumbs
up
so
I
would
say
that
yes,
we're
working
collectively
together
to
do
that.
We
don't
have
any
regulatory
responsibility
to
tell
those
other
cities
or
other
water
users
what
to
do
so.
B
It
is
more
of
a
collaborative
sort
of
consensus-based
effort.
That's
really
what
the
Deschutes
space
and
water
collaborative
is
designed
to
do.
Bring
irrigators
cities,
environmental
groups,
tribal
Nations,
together,
40
plus
members,
and
trying
to
figure
out
what
the
what
the
long-term
you
know,
mechanisms
are
for
us
to
be
able
to
do
creative
things
like
move
water
around
things
like.
B
Yeah
absolutely
commissioner
Phil
Chang
is
one
of
the
free
tri-chairs
for
the
Deschutes
Basin
water
collaborative
Tony.
Excuse
me
Steve
Johnson
from
our
Irrigation
District
and
then
Bobby
Bruno
from
the
confederated
tribes,
Warm
Springs.
So
those
are
three
tri-chairs,
but
yes,
we're
very
plugged
into
that
group
of
tracking
it
and
and
feel
like
there's
really
great
participation.
H
B
Yeah
yeah
great
question
both
so
it's
really
organized
through
the
the
student
County
Department
of
Public
Hotel
and
wherever
you
go
in
Oregon,
that's
kind
of
the
point
person
to
perform
these
efforts.
We
as
a
utility
sort
of
in
Deschutes
County
we're
active
participants
in
this
Wastewater,
epidemiology
or
Wastewater
surveillance,
sort
of
a
new
emerging
area
of
science,
for
smart
cities
to
look
at
their
Wastewater
streams,
understand
what's
happening
in
them
and
then
try
and
sort
of
predict
the
future.
B
So
we're
staying
a
part
of
that
conversation
with
Oregon,
State,
University
and
Deschutes
County.
But
as
far
as
where
that
effort
goes
next,
that's
a
great
question.
We
are
resourced
and
we
have
the
staff
to
continue
doing
what
we're
doing
and
Performing
those
sort
of
field
samples
and
that
sampling
effort
out
in
the
field
so
we'll
continue
on
with
whatever
County
and
state
level-led
effort
exists.
C
You
know
you'll
have
to
hear
from
me
again
tomorrow
night
a
little
bit
repetitive,
but
David
and
I
will
be
back
here
tomorrow
night,
not
talking
more
on
the
transportation
side,
whereas
today
is
a
little
bit
more
about
utilities.
So
I
only
have
a
handful
of
slides
as
well,
just
like
Mike,
so
we'll
go
ahead
and
Dive
Right
In.
If
we
can
go
to
the
first
slide
there,
we
go
so
a
little
bit
about
eipd,
which
is
the
infrastructure
and
Engineering
planning
department.
We
have
32
full-time
employees
right
now.
C
So
we
get
to
build
it
and
then
Mike
and
his
team
can
maintain
it
over
the
years,
so
we're
structured
in
a
way
that
we're
kind
of
split
up
into
different
teams
as
well
a
lot
like
how
Mike
described
their
team.
We
have
a
team,
that's
kind
of
does
mostly
water,
Capital
work
and
Sewer,
Capital,
work
and
transportation
and
so
forth.
We
also
have
a
group
of
certified
inspectors
that
go
out
every
single
day
and
make
sure
we're
building
everything
to
standard
and
then
a
big
thing
that
we
have
this
year.
C
C
We
also
do
our
work
based
on
Council
goals
and
so
trans
Transportation
infrastructure
is
the
primary
Council
goal
that
defines
how
we
do
our
job
as
well.
A
couple
examples
of
that
that
you'll
see
is
the
evaluating
feasibility
of
incano
hydro,
which
I'm
happy
to
address
that
year,
a
little
bit
as
well
education
and
Outreach
strategies
to
inform
the
community
about
infrastructure
projects,
and
then
we
got
a
lot
of
Master
planning
efforts
coming
up
in
the
next
biennium
as
well.
We
have
a
new
collection
system,
master
plan.
C
Last
one
was
done
in
2014,
so
I
will
be
about
10
years
out
by
the
time
we're
done
with
that.
We
have
a
storm
water
master
plan
that
we
need
to
get
down
in
the
new
biennium,
and
then
we
have
facility
plan
updates.
Mike
described
some
of
those
efforts
out
at
the
Water
Reclamation
facility
and
at
the
water
filtration
facility.
So
both
ends
of
the
system
there
and
our
staff
is
very
aware
and-
and
you
know,
we're
pretty
proud
of
the
work
that
we
do
and
I'm
proud
of
my
staff.
C
There
was
a
mention
that
councilor
Riley
made
earlier
of
you
know
supporting
things
like
the
housing
goals.
Well,
you
need
the
infrastructure
in
place
to
be
able
to
meet
those
demands
as
well.
So
we
feel
like
the
work
that
we
do
is
vital
to
helping
Council
across
an
array
of
goals
that
they
have
and
they
want
to
deliver
on.
So
my
next
slide
is
a
little
bit
repetitive.
Sharon
touched
on
this
as
well
just
referencing
you
to
the
budget
document
starting
on
page
403,
so
I
won't
hit
on
that
too
much.
C
But
tonight
we'll
talk
primarily
about
three
out
of
there's:
12
Capital
Improvement
programs
in
the
budget,
tonight's,
a
focus
on
Water
waste,
water
and
storm
water,
but
there's
nine
other
ones.
I'll
talk
about
Transportation,
accessibility,
geobond
and
some
other
ones,
and
then
there's
some
there's
some
other
tiered
Capital
programs
as
well
in
their
related
to
some
of
our
urban
renewal
areas
and
facilities
and
other
stuff.
C
But
yeah
just
refer
you
if
you
want
any
specifics
about
any
project
in
particular,
we
can
certainly
flip
to
that,
but
there's
a
lot
of
definition
in
there
and
I
share
and
explain
I'm
starting
kind
of
the
last
third
or
so
of
the
budget
book.
It's
it's
basically,
a
project
by
project
breakdown,
on
how
we're
planning
on
delivering
over
the
next
by
any
so
next
slide
trim
lined
up
here
perfect.
C
So
this
is
our
breakdown
of
the
next
biennium.
This
is
basically
where
our
expenses
on
the
capital
side
are
anticipated
to
be
spent.
You'll,
see
that
it's
actually
very
similar
on
a
pie
scale
to
what
Mike
showed
in
terms
of
the
percentage
of
Water
Reclamation
versus
water
versus
Storm
water,
that's
reflective
of
the
size
of
our
system
and
the
needs
of
our
system
and
that
kind
of
worked
out
pretty
nicely
that
that's
what
we're
planning
on
spending
that
percentage
of
the
budget.
So
there's
about
90
million
dollars
in
total.
H
C
90
million
in
the
biennium
and
you'll
see
in
the
five
year
CIP
because
we
actually
build
that
five-year
Capital
plans,
it's
190
million
dollars
over
the
next
five
years.
Of
course,
that's
subject
to
change
based
on
regulatory
requirements
and
a
lot
of
things
that
Mike
already
described
that
I
don't
need
to
get
into
anymore.
C
There's
there's
a
couple
projects
in
particular
just
to
highlight
it.
So
next
year
we've
got
spending
for
what's
known
as
the
West
Side
lift
station.
It's
one
of
only
two
lift
stations
that
actually
convey
Wastewater
across
the
river
and
towards
our
plant.
So
if
one
of
those
two
things
isn't
working,
that's
a
big
problem,
so
we
have
an
investment
to
rehab
and
re
and
redo
our
west
side
station
coming
up
in
the
next
biennium.
Another
example
of
investing
in
our
existing
infrastructure
is
the
Aubry
waterline
project.
C
That's
going
to
start
construction
next
month
and
that's
to
supplement
it's
kind
of
a
hybrid
project.
It
helps
replace
an
existing
age
line
that
was
built
50
60
years
ago,
as
well
as
upsize
it.
So
we
can
accommodate
future
growth
at
the
same
time
and
then
a
third
example
is
the
Newport
project
which
I'm
again
excited
to
say,
is
going
to
be
open
on
Friday,
but
that
was
a
storm
water
replacement
project.
A
lot
of
people
don't
realize
the
primary
driver
behind
that
was
to
replace
the
storm
water
system
that
was
under
Newport.
C
Of
course,
though,
if
we're
going
to
tear
up
the
road
we're
going
to
take
every
opportunity,
we
can
to
rebuild
it
to
current
standards
compared
to
what
it
was
before
so
next
slide,
and
you
only
got
one
more
before
questions.
There
should
just
be
a
nice
map
and
don't
look
too
deeply
into
it.
It's
just
meant
to
represent
kind
of
an
overview
and
a
joke
with
Russ
a
lot
that
we're
probably
just
going
to
get
some
dough
boards
on
Highway,
20
and
97
as
you
come
into
town.
C
That
just
says
expect
delays
yeah,
but
there's
a
lot
of
work
coming
out,
and
this
is
just
on
the
Utility
side
you're
going
to
see
a
similar
map
to
this.
That
has
a
transportation
Focus,
so
you'll
get
to
imagine
both
of
those
overlapped
tomorrow,
but
and
a
lot
of
this
has
to
do
with
Synergy
and
how
I
just
describe
Newport,
where
we
try
to
make
sure
you
know
we
don't
have
to
come
back
and
tear
something
up
that
we
just
got
done
two
three
five
years
ago.
C
So
a
couple
of
the
highlights
that
I
just
want
to
show
here
is
down
in
the
Southeast
area
of
town
we're
going
to
build
a
regional
lift
station.
That's
in
a
master
planned
area
that
city
council
initiated
the
master
planning
effort
a
couple
years
ago,
a
lot
of
good
opportunity
down
there
for
housing
and
growth
as
well,
so
that
project's
getting
kicked
off
here
pretty
soon.
So
we're
going
to
build
a
regional
Pump
Station
to
accommodate
the
sewer
down
there.
Deceptic
to
sewer
program
was
mentioned
as
well.
C
That's
been
a
highly
successful
program
appreciate
the
additional
funding
that
councilor
Campbell
lobbied
for
this
last
year.
We
we've
got
a
waiting
list
of
community
members
who
want
to
be
a
part
of
that
program.
So
it's
a
highly
successful
program
and
all
credit
to
my
predecessor
and
others
who
helped
get
that
program
up
and
running,
and
it's
operating
smoothly.
Now
I
mentioned
the
focus
on
repair
and
replacement
pump
station
programs.
C
We've
got
a
lot
of
pump
stations
in
town
we're
trying
to
get
a
lot
of
those
taken
offline
as
we
build
our
deep
sewer,
intercept
and
other
things.
So
there's
less
operational
and
maintenance
need
on
Mike
and
his
teams,
and
then
the
big
thing
is
going
to
be
the
collection
system
master
plan.
So
that's
a
big
Focus
over
the
next
biennium
and
that's
we've
done
a
great
job,
delivering
on
the
2014
master
plan
and
it's
quite
nice
to
be
able
to
go
through
there
and
check
off
all
the
projects
that
we've
built
since
2014.
C
So
it's
time
to
come
up
with
a
new
list
of
projects.
Some
of
those
just
as
a
precursor
are
going
to
be
things
like
a
central
Interceptor
to
accommodate
growth
in
the
core
area
box.
Factory
downtown
stuff,
like
that,
so
A
sit
deep,
deep
gravity,
sewer
line,
that's
known
as
the
central
interceptors
one
of
the
big
priorities.
That's
going
to
come
out
of
that,
as
well
as
an
East
Interceptor,
so
very
similar
to
what
we've
done
in
the
past,
with
Southeast
Interceptor
in
the
north
Interceptor
to
set
those
up
for
future
growth.
C
There's
going
to
be
some
big
projects
that
are
going
to
help
do
that
on
the
suicide
on
the
water
side,
I
mentioned
the
Aubry
distribution
project
in
conduit
hydro,
which
is
an
exciting
one
to
be
looking
at,
as
well
as
expansion
of,
what's
known
as
our
Outback
facility
or
our
water
filtration
facility,
and
we've
initiated
some
ACT.
So
excuse
me
some
work
with
the
United
States
forest
service
for,
what's
known
as
the
townsite
act
and
trying
to
to
purchase
some
additional
property
out
there.
C
So
we
can
accommodate
future
growth
in
our
water
system
out
there
and
then
on
the
storm
water
side.
Again,
some
r
r
money
set
aside
to
make
sure
that
our
existing
system
stays
good
and
then
the
infamous
Franklin
and
Greenwood
underpasses
should
be
getting
addressed
over
the
next
couple
years
as
well.
We
did
the
Third
Street
underpass
a
while
back
and
ever
since
then
we
haven't
had
any
flooding
issues,
but
as
we
saw,
we
still
get
some
flooding
in
Franklin
and
Greenwood
occasionally
and
then,
as
small
as
the
budget
may
be.
C
B
C
It
look
when
you
look
at
you
know:
history
yeah,
so
newport's
a
good
example.
We
originally
anticipated
that
to
be
a
24
month,
long
project
and
then
covet
hit,
and
fortunately
we're
going
to
be
delivering
it
next
week
and
it'll
have
taken
25
months,
so
I
feel
like
we
do
a
really
good
job
in
kind
of
navigating
and
working
through.
All
that
I
will
say,
though,
that
inflation
has
been
a
big
factor
in
how
we've
had
to
budget,
and
we
built
some
of
those
costs.
C
B
Close
to
being
on
budget-
and
we
do
accountability
reports
on
all
of
our
projects,
so
those
get
reviewed
by
Council.
We
have
school
schedule,
budget
and
kind
of
young
red,
yellow,
green.
You
can
go
online
and
look
at
all
the
history
of
every
single
project.
Those
countries
are
a
summary,
but
we
also
have
Financial.
We
tied
all
together,
I'm
sure
that
with
Council
on
it,
I
think
it's
a
courtroom
basis.
B
E
I
heard
is
but
Aubrey
beauty
is
the
best
opportunity
for
in
conduit
Hydro
we
are
building
some
new
something
and
in
there
will
be
room
four
in
Collegewood
Hydro.
Yes,
we've
got
consultants
and
the
estimate
I
mean
this
is
how
we
pay
money
for
electricity
yeah.
If
we
actually
start
generating
some
of
our
own,
we
could
perhaps
hold
costs.
You
know
be
using
that
fund
for
all
of
these
things,
where
we're
worried
about
costs.
C
C
So
yes,
I
mentioned
the
Aubry
waterline
project.
That's
going
to
start
construction
next
month,
one
of
the
components
that
we've
already
built
into
that
is
the
ability
to
install
a
generator
or
not
generator,
but
a
turbine
in
there
to
help
generate
some
electricity
in
conduit,
so
we're
planning
for
it.
B
Yeah,
so
this
is
an
extension
to
counselor
Campbell's
question,
because
we
heard
from
Mike
earlier
about
electricity
prices
and
poorly
of
100
at
the
waste
treatment
facility
and
at
least
some
degree
of
methane
generation.
Knowing
that
we
also
saw
Energy
Trust
grants
for
inline
Hydro.
Is
there
potential
for
Cogen
at
that
facility
in
boosting
methane
and
obviously
you're
close
to
the
point
of
electrical
usage
as
well?.
C
Yeah
well
for
men,
well
that
yeah
that
so
we're
going
to
be
doing
a
whole.
Another
study
out
at
our
Water
Reclamation
facility.
It's
called
the
facility
Plan
update,
that's
also
a
programmed
in
the
biennium
and
as
Mike
mentioned,
that's
one
of
the
things
we're
going
to
evaluate
with
a
perspective
that.
B
B
E
E
E
E
E
God
I
can't
I,
can't
I
can't
read
the
small
font
and
yes
so
then
you
see
that
health
insurance
premium
I
think
they've.
Also,
so
that's
on
the
wine
413040
on
page
199
and
you
can
see
that
increase
and
I
think
they
must
have
some
other
funding,
other
staff
that
are
getting
funded
there,
because
that
health
insurance
is
there's
just
one
yeah.
B
B
Step
up
here
so
just
as
a
leader
I'm
listening
to
talking
about
public
infrastructure,
Capital,
Improvements
and
now
we're
going
to
shift
and
talk
about
private
development.
Private
improvements
I
like
to
tell
people
if
our
city
isn't
building
it
through
a
capital
project
through
Brian
or
in
like
David
Abbas
ODOT
stopped
building
it.
It
somehow
come
through
my
department.
B
It's
been
planned
for
encouraged,
reviewed
and
inspected
and
permitted
through
through
my
department,
so
quite
a
quite
a
lot
of
activities,
so
we'll
go
into
the
first
slide,
so
this
shows
kind
of
who
we
are
we're.
120,
full-time
employees
and
I've
got
the
major
divisions
or
programs
broken
out
into
this
pie
chart
and
that
would
be
building
safety.
That's
our
largest
one
at
about
34
percent.
B
Both
planning
and
Engineering
are
about
the
same
size
and
they
are
about
15
of
the
called
out
growth
management
as
their
own
fund,
because
we're
going
to
talk
about
them,
one
of
the
further
slides
and
then
the
other
programs
I
just
want
to
run
through
who
those
are.
So.
You
know
what
we're
talking
about:
it'll
be
code
enforcement,
licensing,
development
services,
Economic
Development
and
our
Administration.
B
B
These
are
our
key
budget
drivers
and
we
provide
services.
I,
don't
build
anything
out
of
my
department,
so
it's
it's
Personnel
is
what
we,
what
our
cost
of
providing
Services
is
based
upon,
and
those
have
been
going
up
that
you
saw
at
the
beginning
of
this
book
tonight
and
then
three
out
of
the
last
five
years.
We
have
not
taken
any
any
increases
in
our
permitting
fees
and
the
reason
for
that
and
we'll
talk
about
that
in
some
of
the
upcoming
slides
is
that
reserves
are
covered
for
that
we
ate
into
reserves.
B
B
So
so
this
is
really
to
just
maintain
our
current
service
levels,
we're
not
really
adding
any
programs
or
any
significant
staff.
This
is
just
to
keep
the
staff
that
we
have.
We've
been
working
very
hard
on
our
on
our
permit
turnaround
times
as
those
in
the
new
counselors
you've
seen
a
couple
presentations
on
that,
and
we
really
kind
of
got
that
pointed
in
the
right
direction,
and
so
this
is
just
to
maintain
the
progress
that
we've
made
into
it
and
to
continue
to
do
better
in
that
regard.
B
So
next
slide.
So
here's
where
we're
going
to
get
into
actual
discussions
about
what
the
three
main
funds
look
like
we
have
planning,
building
and
Engineering
are
our
three
main
Revenue
generators
and
for
those
of
you
who
had
the
opportunity
to
see
a
longer
presentation
during
the
month
of
March
and
April,
I
went
around
to
several
commissions
and
committees
and
other
other
groups
within
a
within
the
city
and
gave
a
fairly
long
like
an
hour-long
presentation
that
really
drilled
down
into
this.
This
shows
a
little
bit
of
that
same
information
as
we're.
B
the
line
that
is
it's
mine's
black
and
white.
What
colors,
okay,
the
purple
is,
are
reserved
and,
as
you
can
see,
they're
going
downward
and
the
green
line
is
the
revenue,
and
that
is
going
slightly
up
and
the
reason
that
it's
going
up
is
because
we
are
proposing
as
sure
in
the
beginning,
a
12
increase
in
the
building
permit
fees.
So
that's
that's
lifting
that
line
up
a
little
bit
but,
as
you
can
see,
we're
still
not
above
the
the
expense
line.
B
So
is
every
time
that
our
revenue
is
below
the
top
of
that
bar.
It
means
that
we're
eating
in
the
reserves.
So
what
this
means
is
going
with
that
12
increase
for
this
next
fiscal
year,
we're
still
going
to
eat
under
reserves,
we're
going
to
go
from
13
months
down
to
eight
months
and
then,
in
order
just
to
show
you
the
magnitude
of
the
situation
we're
talking
about.
In
order
to
maintain
that
six-month
Reserve,
we
would
have
to
come
back
for
the
second
year
in
the
biennium,
with
a
20
increase.
B
Sharon
talked
about
already
that
we
are
meeting
with
the
stakeholder
group
of
folks
we
back
in
March
when
we
first
talked
started
talking
about
this.
If
we
tried
to
go
to
a
full
cost
recovery
in
year,
one,
it
would
have
been
like
60
for
building
a
60
percent
for
planning
and
like
30
for
engineering.
B
So
we
we
always
talked
about
kind
of
phasing
that
in
now
it's
more
of
a
discussion
about
how
quickly
do
we
phase
that
in
we're
meeting,
we've
had
our
first
meeting
with
this
group
and
we're
setting
up
Progressive
meetings
as
we
go
so
that
when
we
come
back
here
well,
we
will
be
back
to
this
group,
but
we,
when
we
come
back
to
the
council
for
next
year's
B
resolution,
because
we
only
do
a
one-year
fee
resolution.
Adoption
we'll
we'll
have
more
information
about
how
we
want
to
take
that.
B
B
20
percent
there's
two
years
in
the
biennium
yeah.
What
we're
proposing
is
just
the
12
we're
saying
if
we
wanted
to
keep
that
six
month,
Target
that
second
year
of
the
biennium
there's
a
lot
of
assumptions
very
Dynamic
model,
if
it's
somewhere
in
that
neighborhood
the
second
year
to
get
to
six
months,
but
not
back
to
about
13
hours,
I.
B
The
chief
operations
officer
for
the
Brazil
nut.
It's
really
important
to
understand
the
revenue
on
the
assumptions.
There
is
a
lot
of
assumptions
that
go
into
this,
the
colonists
and
knowing
control
of
what
what
through
the
front
door.
So
that's
one
of
the
reasons
we're
looking
at
this
kind
of
stepped
approach
is:
if
anybody
has
a
great
crystal
ball
in
the
economy.
They'd
love
to
they
love
to
know
which
crystal
ball
is
saying,
because
we're
very
conservative
on
our
revenue
forecast
here
and
year.
B
But
if
we
get
a
couple
big
projects
that
come
in
this,
this,
the
revenue
projections
turn
pretty
fast.
So
that's
what
the
stakeholder
group
engagement
is
going
to
be
is
just
watching
all
these
different
factors.
So
we
kind
of
have
real-time
data
on
one
additional
theme.
Cruises
are
going
to
be
needed
great,
more
questions
on
the
building
fund,
so
I'm
going
to
go
into
planning
next
and
that
one
is
a
little
it's
the
the
one
that's
in
the
worst
shape
so
for
planning,
I'm.
Sorry,
it
started.
It
started
out.
B
Worship
I'll,
just
give
you
a
little
bit
of
History
so
four
years
ago.
Prior
to
that,
for
a
period
of
time,
planning,
I'd
gotten
some
general
fund
support
and
helped
pay
for
the
front
counter.
Some
code
amendments
that
Pauline
Hardy
works
on
is
some
of
you
work
with
and
then
I
think
it
was
also
some
pre
pre-application
conferences.
D
B
Of
this
biennium
at
eight
months
of
Reserves
and
then
even
with
the
20
fee,
increase
that
we're
proposing
for
this
coming
biennium
will
be
down
to
three
by
the
end
of
2024,
and
then
this
is
a
fairly
significant
increase
in
order
to
keep
that
six-month
minimum
Reserve
by
the
end
of
the
biennium.
It
would
require
a
70
increase
in
planning
fees
a
year
from
now,
so
that
would
be
that
would
go
into
effect.
July,
1,
2024.
B
B
B
A
A
B
Over
the
past
couple
years,
we
had
a
significant
savings.
Unfortunately,
in
Personnel
we
had
20
to
30
turnover
in
the
last
five
years
of
cdb
Staff,
which,
which
is
why
the
revenue
like
our
our
actual
revenue
and
our
actual
expenditures,
were
lower
than
what
the
budget
was.
We
didn't
have
these.
These
structural
problems
are
showing
up
now,
because
kind
of
all
the
lines
are
crossing
up
we're
finally,
fully
staffed.
We've
had
big
fee
increases
flat
Revenue,
but
we
know
that
the
Staffing
numbers
are
correct
for
the
volumes
that
we're
projecting.
B
So
we
got
out
of
balance
of
coven
and
his
Colin
alluded
to.
We
did
not
want
to
increase
fees
during
covet
because
we're
trying
to
keep
everything
moving,
plus
your
skin
on
very
high
reserves,
so
unfortunately
it
got
upside
down
over
the
past
couple
of
years
when
everything
came
back
and
decided
to
kind
of
Roost.
B
But
but
this
is
a
good
point,
because
only
now
our
service
levels
really
where
everybody
wants
them
to
go
as
it's
fully
staffed
and
likewise,
while
pursuing
Council
goals
of
affordable
housing,
there's
affordable
housing
to
be
brought
to
market
for
the
below
median
income.
Family
groups,
but
there's
also
the
median
income.
D
B
I
E
H
A
B
Things
get
yeah
and
to
always
point
there.
What
might
be
helpful
is
just
a
simple
grid:
yeah
that
outlines
Reserve
versus
funding
from
the
general
fund
at
different
levels,
so
that
we
have
a
couple
areas
to
to
talk
to
that
are
Quantified
if
they
bring
it
out
to
different
people.
Show
you
the
real
speed,
that'd
be
fantastic,
I
mean
that's.
What
I
would
see
as
two
axes:
P
increase
with
a
potential
rerouting
of
funds
from
general
fund
that
allows
200
grades.
B
The
impact
would
be
helpful
as
we
get
further
deliberations,
because
no
doubt
this
will
be
a
topic
sure
all
right.
Let
me
move
on
to
the
the
engineering
fund,
so
this
one
is
in
the
bed
sheet
and
I.
Think
a
lot
of
the
reason
is
it's:
our
youngest
of
the
larger
fee,
supported
departments,
and
so
it
had
a
pretty
good
foresight
going
into
it
and
then
also
it
was
the
ability
for
them
to
build
up.
B
Reserves
was
based
on
the
fact
that
they
were
very
understandable
example
we're
here
for
overworked,
but
we've
got
them
staff
where
we
want
and
in
order
to
maintain
Where,
We,
Are
or
actually
well
to
not
not
lose
significantly.
We
are
proposing
a
10
increase
for
fiscal
year
2024
and
then
to
maintain
an
eight-month
reserve.
It
would
be
a
four
percent
increase
which
would
be
really
commensurate
with
with
just
kind
of
what
our
employee
contracts
are
going
up.
B
Questions
on
engineering,
okay,
so
I'm
going
to
move
off
the
actual
funds
and
move
more
into
Council
goals
and
what
our
program
is
is
supporting
regarding
Council
goals.
So
we
talked
about
permit
review.
We've
been
working
on
streamlining
the
permitting
process,
those
four
initiatives,
pre-screens
review
tracks
based
on
complexity,
pre-imposed,
permit
meetings
and
residential
Master
reissue
programs.
Those
are
just
some
of
a
larger
list
of
initiatives
that
we've
launched
this
calendar
year.
B
Most
of
these
are
in
place
now
we're
in
in
quarter
two
of
the
calendar
year
and
by
quarter
three
we
we'll
have
all
of
those
in
place
and
they've
been
really
helpful
in
reducing
our
turnaround
times
and
then
we're
going
to
continue
to
have
accountability
for
turnaround
time.
So
we've
got
public
reporting.
B
The
city's
office
of
Performance
Management
has
been
really
helpful
in
putting
together
an
accountable
dashboard.
That
is
an
outward
facing
tool
that
people
can
look
and
see
what
our
turnaround
times
are,
and
we
are
working
with
my
staff
and
with
the
OPM
or
office
of
Performance
Management,
on
continuous
improvements
of
the
permitting
process
to
meet
or
exceed
our
Council
goals
for
timeline
expectations
next
slide.
So
this
is
growth
management,
which
is
really
like.
B
We
just
talked
about
long
long
range
planning,
so
they
are
funded
through
the
four
percent
surcharge
that
goes
on
all
planning
and
Engineering
fee,
so
that
the
final
fee
on
one
of
those
permits
is
calculated.
You
got
four
percent
to
it
and
that
goes
over
to
the
worth
management
division.
They
also
get
general
fund
support
and
some
support
from
the
Transportation
construction
fund
for
the
work
that
they
do
in
planning
out
the
the
transportation
infrastructure
for
the
city.
B
So
their
goals
for
this
upcoming
biennium
are
to
finish
off
the
Stevens
Road
Track
Urban
growth,
boundary
expansion,
that's
off
27,
the
street,
just
south
of
Coulee
and
in
fact,
I
think
we
got
scheduled
to
be
completed
by
the
end
of
this
calendar
year
so
fairly
early
in
the
biennium
longer
term.
Projects
during
biennium
are
to
continue
with
the
climate-friendly
and
Equitable
Community
rules.
B
Those
are
continuing
to
evolve,
but
we
have
got
a
work
program
and
plan.
That's
approved
on
stake
that
we'll
move
it
forward
on
that
also
an
economic
economic
opportunities
analysis
that
we'll
take
a
look
at
our
employment
lands
and
then
a
housing
Capacity
Analysis
to
see
how
much
land
we're
going
to
need
for
our
housing
needs.
Moving
forward
next
slide.
B
Your
Consulting
fees
are
doubling
in
the
first
year
right.
There
is
that
kind
of
that
housing,
Capacity
Analysis
is
that
kind
of
what
we're
getting
done
well
for
in
which
just
in
the
growth
fund
yeah
that
would
be
for
yeah
the
for
this
capacity,
but
they've
got
a
significant
amount
of
work
to
do
for
both
of
these
and
then
also
for
our
climate,
friendly
and
Equitable
communities.
B
There's
three
big
inputs:
there's
the
housing
needs
analysis
as
well,
so
and
then
the
kind
of
the
overlaying
all
of
that
is
the
climate
friendly
and
Equitable
communities
rule
making,
which
is
designating
kind
of
climate
from
the
areas
and
a
lot
of
requirements
from
the
state
to
identify
their
marriages.
It's
also
wrapped
into
the
discussion
whether
or
not
we
expanding
how
big
an
expansion
would
be
to
be
overgrowth
now,
because.
B
B
Right
so
last
slide
next
slide,
which
is
the
last
slide,
so
tax
increment
financing
districts.
So
this
this
sort
of
goal
is
shared
between
cedd
and
then
the
housing
department
as
well,
because
I'm
going
to
be
administering
the
actual
funding,
but
the
the
three
tip
districts
that
we
have
are
the
core
area
and
the
Strategic
Investments.
There
are
for
business
assistance.
B
We
have
a
business
Advocate
who's
assigned
to
that
area
to
help
businesses
through
that
there's
also
development
assistance
and
then
hard
money
for
infrastructure
development
in
the
Murphy,
Crossing
refinement
plan
or
I'm
sorry
to
their
tax
increment
Finance
District,
the
prioritization.
There
is
infrastructure,
primarily
us
97,
as
well
as
any
infrastructure
needed
for
housing
development
in
that
area
and
then,
finally,
the
at
Juniper
Ridge,
where
we
were
trying.
H
The
question
question
so
going
back
to
one
of
the
earlier
slides.
You
know
you
have
the
three
different
funds
with
the
different
accounts.
Do
most
projects
have
expenses
in
all
three
of
those
and
is
there
anything
that
shows
the
cumulative
of?
If
anybody
comes
in
for
a
project,
what
the
total
increase
would
be
on
their
fees.
B
That's
that's
a
really
good
question.
A
lot
of
projects
go
through
all
three
like
and
like
your
typical
subdivision,
would
would
hit
planning
first
to
get
a
subdivision
approval
and
then
they
would
go
to
engineering
to
get
all
the
streets
and
utilities
approved
and
once
that's
all
built
and
and
it's
planted,
then
they
would
go
through
our
building
division
to
get
building
permits
and
inspections
for
all
the
buildings
that
are
going
to
get
built
in
that
area.
B
Same
thing
for
a
large
commercial
building,
probably
a
little
bit
less
with
our
engineering
just
because
the
the
public
infrastructure
is
not
as
extensive
with
just
saying
commercial
building,
but
they're
still
going
to
be
involved
with
them
so
but
and
so
it'd
be
difficult,
I
think
to
do
like
a
real
cost
comparison,
because
projects
are
so
different
and
and
then
also
they
could
also
be
like
years
apart
could
take.
You
know,
two
to
three
years.
B
The
time
you
submit
the
Planning
by
the
time
you
close
out
that
last
building
permit
in
the
more
in-depth
presentations
that
Helen
has
given,
though
we
have
given
some
case
studies
of
like
there
is
one
project
and
here's
what
this
would
mean
for
that
one
project:
it's
really
not
one
project,
it's
the
same
as
Colin
saying
so
it
it.
But
it's
yeah
we
broke
out
I,
think
I
have
one
for
single
family
dwelling.
A
commercial
building
and
I'd
have
to
look
at
my
presentation
again,
but
but
you'd
be
like.
So
what?
B
B
Important
because,
from
a
customer
perspective,
their
permit
fees
are
a
piece
of
it,
but
the
much
larger
costs
are
the
impact,
fees
or
assisted
development
charges
right,
and
so
we've
done.
Our
best
to
say
here
is
what
the
permit
fees
are
in
context
to
the
stcs
that
you
pay.
On
average,
it's
five
to
six.
D
B
About
around
six
to
ten
percent
for
six
percent
around
residential,
it's
getting
up
to
ten
percent
of
commercial
dispensing
the
size
of
skills
around
here,
that's
for
sdc's
sdcs
are
probably
like
60
to
70
of
that
at
least
Jared.
To
ask
a
question:
we're
going
to
be
contemplating
padding
any
of
these
costs
with
general
fund
or
reserves.
I
mean
essentially
we're
asking
taxpayers
to
fund
more
of
the
development
process.
If
we
do
that,
I
think
I
want
to
know.
If
we're
having
that
conversation
tomorrow,
whether.
B
If
we
did
that
with
our,
would
our
fees
be
out
of
whack
we're
competing
cities
because
I
don't
see
I
mean
we've
had
record
quarters
permits
for
as
long
as
I've
been
on
the
council.
I,
don't
see
our
fees
yeah
there's
a
long
wait.
We
hear
a
lot
of
complaints
about
it.
It's
certainly
an
issue
for
a
Housing
Development,
but
I.
My
sense
is
that
it's
not
slowing
down
the
appetite
for
developers
to
develop
projects.
B
J
E
B
B
F
B
The
way
that
we
said
yeah,
the
way
that
we
set
up
the
creating
Economic
Development
Department
is
to
be
self-sustaining.
So
I
don't
think
we
would
need
Council
Direction
on
potentially
looking
at
General
funds
dollars
right.
Water
just
went
down
the
road,
but
normally
as
a
course
of
operations,
we
wouldn't
backstop.
The
general
fund
with
morphe
supported,
Services
I.
Think
I
mean
that
helps
me,
because
if
the
goal
is
to
try
to
keep
the
reserve
funds
at
a
particular
level,.
B
So
low
and
we're
talking
about
using
general
funds
anyway,
then
just
let
it
come
to
that
point
and
then
we
can
cross
that
bridge.
I
think
you're,
all
kind
of
making
the
case
for
why
we
have
this
small
stakeholder
group,
because
it's
very
Dynamic
we've
agreed
to
kind
of
this
initial
12
10
20
kind
of
the
increase
for
this
first
year,
but
there's
still
a
lot
of
questions
that
we
want
to
walk
through
I.
B
Think
some
of
the
like
comparable
cities,
Council
broadman,
asked
we
are
I,
think
we
have
the
same
questions
that
we
are
meeting
again
in
July.
We
don't
have
it
like
at
the
drop
of
a
hat.
So
it's
something
we're
working
on
for
that
small
group
it'll
take
some
time
because
it's
not
an
apples
to
Apple
Apple's
kind
of
it's
each
city
is
very
unique
and
how
it
both
you
know
where
the
funding
come,
are
the
cost,
recovery
or
and
then
also
how
they
charge?
Some
are
more
on
a
timely
cost
basis.
E
E
E
B
Lot
of
it's
theoretical
and
I
think
you
can
also
make
the
argument
the
other
side
to
say
we're
100
be
supportive,
we're
not
seeing
growth,
but
if
there's
not
like
that,
Nexus
I
was
talking
to
Madras,
for
example,
Madras
heavily
subsidized
they're,
almost
100
percent
they're,
seeing
a
fraction.
So
there's
not
this
correlation
of
you
subsidize
and
have
very
little
fees,
and
you
get
all
this
growth
and
you
get
this
return
on
investment
in
terms
of
attack
I'm
not
seeing
evidence
of
that.
B
One
just
point
of
clarification
on
the
on
the
figures
here,
so
the
estimated
total
project
cost
for
residential
is
approximately
six
percent,
both
sdcs
and
permitting
so
on
a
normal
on
a
normal
house.
It's
around
six
to
ten
percent
cost
and
70
is
sdc's
and
thirty
percent
of
that.
Yes,
okay,
so
I
think
it
costs
around
27
to
30
000
for
a
single
family
houses
right.
B
About
1.8
percent
of
the
project
costs
and
about
three
percent
of
the
project
cost
on
the
commercial
of
all
ends
10
with
stcs
I'm.
Just
doing
that
to
help
me
get
there
to
understand
the
relativity
between
sdc's
permit,
what
the
actual
economics
are
and
and
what
we're
talking
about
in
terms
of
moving
the
needle
on
projects.
That's
very
helpful.
D
B
C
B
Has
to
be
done
and
a
couple
things
to
remember
too.
The
other
reasons
that
we
have
reserves
is
to
weather
small
economic
Cycles
as
well
to
make
sure
that
we
have
a
full
staff
there
when
when
and
if
like
picture
right
now,
we
have
a
lot
of
projects
that
are
kind
of
in
a
holding
pattern,
because
they're
watching
interest
rates
and
making
sure
that
a
project
consult,
they
could
turn
like
that
and
go
and
coming
out
of
the
last
recession,
which
is
a
much
deeper
recession.
B
We
were
significantly
understaffed
and
we
are
not
ready
for
that
and
it
took
us
about
five
years
to
read
about.
So
those
are
the
other
reasons
that
we'd
like
to
kind
of.
Besides,
just
we
got
to
do
the
work
that's
already
been
paid
for
is
we
want
to
make
and
there's
other
things
we
can
do
with
our
staff
over
a
month
or
so,
if
we
need
to
to
redirect
yeah
I'm,
very
highly
specialized
staff
with
with
certifications
along
to
do
their
job,
and
they
also
I
compete
with
the
private
sector.
B
F
B
A
A
F
Too
so
the
scenario
today
that
I
heard
was
the
current
plan
is
20
in
year,
one
for
planning
for
playing
and
if
we
were
to
hit
the
target
of
six
months
at
the
end
of
the
biennium
using
70
per
year
too
yeah.
So
why
why
that
huge,
Delta
in
that
particular
Department
relative
to
the
others?
It
seems
a
little
odd
to
me.
B
And
sort
of
off
I
think,
as
Colin
said,
that
was
the
one
Department
that
we've
historically
provided
some
general
fund
for
kind
of
front
customer,
a
customer
customer
service
for
a
code
how
to
clean
up
stuff
to
make
the
make
it
more
efficient.
We've
been,
we
had
the
last
couple
years.
We
had
a
reserves
because
you're
running
a
lot
of
vacancies,
we
had
Personnel
savings,
so
we
were
able
to
dip
it
in
those
reserves
instead
of
raise
increases.
But
that's
another.
B
F
B
B
D
F
B
So
a
July
1,
a
quick
increase
could
potentially
make
or
break
some
of
the
those
projects
on
the
market.
So
we
were
sensitive
sensitive
to
that
to
say.
Could
we
face
this
in
so
instead
of
waiting
a
full
year,
I
think
we
might
come
back
and
say
we
need
a
mid,
mid
adjustment
being
like
January
so
in
six
months,
so
maybe
not
wait
till
a
huge
increase
for
the
next
fiscal
year,
but
maybe
raise
fees
in
six
months.
E
Agree
on
having
been
part
of
very
much
part
of
this
successful
that
stopped
subsidizing
for
permit
fees.
You
know,
from
my
perspective,
it's
not
two
things.
If
it's
the
desire
to
keep
fees
from
escalating
or
just
plain
being
so
high
that
it's
affecting
housing
prices,
there
is
the
need
to
keep
our
Reserves
at
a
good
level
and
there's
that
desire
to
have
growth,
pay
for
itself
and
growth
pay
for
itself.
Is
you
know
that
what
I
just
want
to
say
out
like
we're,
not
seeing
you
today.
B
B
Right
the
same
same
question
back
and
forth,
so
nice
will
give
us
an
opportunity
to
have
that
dialogue.
Of
course,
just
so
that
this
group
understands
when
the
there
was
General
funds
support
going
into
the
planning
it
the
the
justification
was
there
are
some
services
that
are
not
directly
fee
related.
There
are
things
like
just
providing
service
at
the
front
counter,
not
everybody
who
comes
to
the
front
counter
and
you
know,
picks
up
ever
pays
for
a
fee.
B
The
work
that
that
Pauline,
our
code
planner,
does
is
usually
initiated
by
me
or
by
Council,
it's
not
being
asked
for
by
a
developer.
If
a
developer
did
ask
for
that,
we
do
have
a
fee
for
that.
So
there
are
things
that
are
could
be
considered
to
be.
If
you
look
at
a
certain
a
general
service,
rather
than
a
permit
like
the
tree,
where,
for
example,
the
tree
preservation,
that's
been
more
Council
Community
initiated,
so
you
can
make
an
argument.
B
B
A
B
C
J
Great,
thank
you
so
much
for
your
patience
with
me
as
I
needed
to
work
towards
just
don't
care.
Okay,
so
we
can
go
ahead
to
the
next
slide.
I
am
Lynn
McConnell.
The
housing
director
I
wanted
to
start
first
start
with
sort
of
a
a
little
bit
of
a
level
setting
around
what
the
housing
department
does
for
the
city
and
for
our
community,
and
our
goal
is
to
create
affordability
throughout
the
housing
Continuum.
J
J
Depending
on
preferences
throughout
their
life
cycle,
so
that's
really
our
goal
all
the
way
throughout
as
I
go
through
this
presentation,
you
will
see
the
same
graph.
Okay
represented
on
each
of
my
slides
to
indicate
the
level
of
affordability
that
each
of
the
funds
will
talk
about
is
intended
to
to
direct
towards.
J
J
Do
we
now
have
eight
funded,
ftes
or
approved
ftes,
seven
of
which
are
in
place
super
exciting?
The
eighth
yeah,
as
mentioned
by
Sharon
earlier,
is
a
compliance
position.
We
are
holding
off
on
actually
filling
that
seat
until
we
Define
the
account
the
scope
of
council
goals
and
what
the
two
needs
are,
as
well
as
just
budgeting
exercise
we're
trying
to
be
very
cautious
about
Revenue
predictions
and
ensuring
that
that
we
are
whole
again
at
the
end
of
this
biennium.
J
So
with
that,
the
largest
Fund
in
the
housing
department
is
the
houseless
fund
that
is,
as
I'll
go
into
in
a
little
more
detail
in
a
second
a
bit
of
a
holding
tank
for
other
resources
that
pass
through
with
the
goal
of
providing
transparency
to
the
community
of
exactly
how
much
the
city
is,
is
resourced
to
deal
with
houselessness
in
various
different
levels.
Okay,.
J
I
guess
I
should
have
sorry
I'm
still
reviewing.
My
note
should
have
said
that
we
are
finally
feeling
like
we're
getting
scaled
to
the
appropriate
level
of
Staffing
for
both
Community
expectations.
I'm,
not
sure,
if
we're
ever
going
to
be
quite
there,
Community
expectations
separate
Council
goals
to
really
help
provide
the
framework
and
basis
to
our
Council
goals.
J
It's
really
exciting.
Do
the
key
budget
drivers
with
housing?
Many
of
you
understand,
innately,
what's
happening
out
there
in
the
market,
as
interest
rates
climb,
as
demand
still
exists
for
folks
wanting
to
move
to
bend
for
various
reasons
that
were
true
in
the
biennium
and
or
in
true
and
covet,
and
even
prior
to
that
books
are
still
coming
to
bed
and
wanting
to
live
here,
and
that
puts
additional
pressure
on
our
housing
market
and
the
need
for
additional
capacity.
J
J
You
were
able
to
really
take
advantage
of
that
and
do
some
great
work
over
the
last
biennium,
but
we
do
not
have
a
sustainable
and
dedicated
revenue
for
all
of
our
services
right
now,
and
that
is
going
to
be
a
theme
for
my
budget,
particularly
in
the
houseless
fund
and
again
just
the
exceptional
need
by
the
community.
All
of
our
Council
meetings
seem
to
have
at
least
some
testimony
on
housing
and
houselessness.
J
A
J
From
a
percentage
of
building
permit
evaluation,
this
is
the
bread
and
butter
of
the
housing
program.
It
was
created
in
2006
and
provides
significant
resources
towards
housing
up
to
our
median
income
100
of
median
income
level,
which
is
why
you're
seeing
Market
rental
and
Market
home
ownership
on
our
Continuum
down
at
the
bottom
of
this
slide.
J
The
average
over
history
is
that
we
contribute
approximately
fifteen
thousand
dollars
per
affordable
housing
unit
that
we
help
create.
So
that
is
an
incredible
amount
of
Leverage
over
history,
additional
resources
to
the
community
by
providing
a
little
bit
of
baseline
from
this
fund,
we
do
expect
stable,
stable
Revenue
based
on
permit
activity,
because
this
fee
is
collected
on
a
portion
of
building
permit
valuation.
What
Colleen
just
talked
to
you
about
stable,
permitting
is
very
true
here
and
that's
unfortunate.
That's
how
you
get
our
revenue
from
this
fund.
J
We
also
have
about
16
million
in
Assets
in
the
community,
in
addition
to
the
revenue
you're,
seeing
here
that
doesn't
necessarily
show
up
on
this
budget
report,
because
it
is
static
somewhat,
but
those
are
the
deeds
and
the
homes
that
we
have
helped
contribute
to
throughout
the
community.
So
roughly
16
million
in
assets
oftentimes
as
I
mentioned
in
those
fifty
thousand
dollar
chunks
or
larger
throughout
the
community
funded
by
both
this
and
the
cdbg
programmer.
J
Community
Development
block
grant
that
I'll
talk
to
you
about
I,
believe
next,
and
this
is
our
most
flexible
fund.
So
the
staff
time
that
is
charged
here
helps
support
the
work.
The
rest
of
the
organization
is
doing.
Colin
talks
about
that
housing,
Capacity
Analysis
used
to
be
called
the
housing
needs
analysis.
Our
staff
contributes
to
that
work
as
well.
J
In
addition,
the
revenue
we've
received
in
the
past
biennium
largely
as
a
result
of
covid
recovery
funding
and
other
mechanisms
has
directly
correlated
to
our
ambitious
goals
and
production.
So
many
of
you
know
that
we
set
a
very
ambitious
Council
goal
in
this
last
biennium
to
create
fund
or
complete
1
000
units
of
Feud
restricted,
affordable
housing,
our
average
prior
to
that
or
our
goal
had
been
about
a
hundred
units
a
year.
J
You
will
see
the
significant
increase
in
administrative
costs,
and
if
there
are
questions
I
can
talk
through
there's
a
little
detail
there
and
have
a
great
team
in
the
room
as
well.
That
will
be
presented
to
council
as
a
an
increase
to
support
the
city-wide
administrative
need.
So
while
this
does
reduce
the
amount
available
for
affordable
housing
and
shelter,
construction
and
development,
it's
necessary
to
support
the
loss
of
potential
general
fund.
If
that's
what
this
group
decides
to
do,
that
is
proposed
because
of
the
tightness
of
this
biennium's
budget.
J
So,
historically
the
affordable
housing
fee
overhead
costs
to
the
rest
of
the
organization
to
support
this
program
have
been
paid
for
or
subsidized
by
general
fund.
That's
proposed
to
change
this
year,
which
is
why
Council
will
see
a
first
reading
of
the
affordable
housing
fee
admin
rate,
not
the
rate
we
charge
to
development,
but
the
admin
rate.
How
much
can
be
used
for
overhead
coming
to
Council
in
early
June.
E
Sorry,
Mr
Sharon,
if
I
can
interrupt
for
one
second
Council
received
a
copy
of
the
letter
from
a
hack,
an
email
today
and
I
just
passed
around
a
hard
copy
to
the
community
members
of
the
committee.
So
I
I
should
have
done
that
during
the
public
comment
period
but
passed
that
along
and
if
the
counselors
haven't
seen
that
in
your
email.
I
can
give
that
to
you
as
well,
so
Lynn
just
wanted
to
let
you
know
they
have
the
the
testimony
that
we
received
today.
Thank.
J
J
The
need
to
keep
every
dollar
possible
flowing
out
to
our
community
development
programs,
our
community
developers,
I,
should
say
to
get
this
affordable
housing,
Construction
I
have
a
few
more
tons
to
go
through,
am
I
okay
to
keep
going
or
okay.
Please
do
thank
you,
so
I'm
going
to
provide
it
yet
another
apology
here,
the
name
of
this
Fund
in
the
budget
is
the
commercial
and
Industrial
construction
tax
I
find
that
to
be
quite
a
mouthful
and
so
I
call
it
by
the
state
statutory
name,
which
is
the
construction
excise
tax.
J
J
So
this
was
created.
This
fund
was
created
in
2020
and
it
is
significantly
underperforming
where
we
had
expected
it
to
perform
in
terms
of
Revenue
raised
about
a
fourth
of
the
money
is
actually
coming
in
the
door.
This
is
restricted
to
30
percent
area,
median
income
for
both
units
and
services.
So,
in
a
perspective,
that
is
a
household
of
four
where
one
worker
is
making
minimum
wage
full-time.
That's
roughly
what
30
percent
Ami
is
as
a
ceiling
to
what
this
fund
can
do.
J
Finance
is
recommending
an
increase.
You
need
the
need
for
additional
overhead
from
point
three
three
percent
to
1.2
percent
of
permit
value
valuation,
so
we
intend
to
lead
this
change
through
the
housing
department
through
some
sort
of
stakeholder
process,
I
believe,
probably
tomorrow,
Eric.
If
I've
got
that
right,
we'll
talk
a
little
bit
about
timing
and
get
a
sense
from
you
all
on
the
appetite
for
that
change
to
bring
forward
to
the
community.
J
Is
that
just
to
get
more
money
in
the
fund
to
go
out,
or
is
that
solely
to
cover
overhead?
So
great
question,
mayor
I
think
there
was
actually
two
reasons
for
that
without
a
doubt.
So,
I'll
start
by
saying
this
fund
is
bringing
in
roughly
a
little
bit
over
a
hundred
thousand
dollars
annually.
When
we
put
out
our
most
recent
RFP
request
for
proposals
for
funding,
the
services
component
that
was
requested
was
about
2.6
million
dollars.
J
So
there
is
a
massive
mismatch
in
terms
of
the
interest
and
need
from
the
Community
Partners
who
do
services
for
this
population
and
what
we're
able
to
bring
in
Revenue.
However,
this
proposal
for
the
entries
was
brought
by
the
finance
department
in
relation
to
increased
overhead
costs.
I
think
the
question
that
I
will
hope
to
answer
with
the
community
through
a
stakeholder
process
is
what
is
the.
J
J
This
yeah,
not
necessarily
I
I,
think
we
could
really
look
at
those
two
independently
and
potentially
have
a
different
process
for
the
construction
excise
tax.
That
one
applies
to
fewer
properties
does
not
get
paid
by
affordable
housing
developments,
for
instance,
and
certain
other
exceptions
as
governed
by
state
law,
and
it's
a
newer
fund
and
so
I
think
we're
still
trying
to
calibrate
what
is
the
right
need
in
the
community
compared
to
resources
and
and
that
one
makes
a
little
more
sense,
at
least
from
my
perspective,
to
dive
back
in
a
little
deeper.
E
E
E
Personnel
is
like
ten
thousand
dollars
in
the
CET
I
think
the
cap
that
cap
is
set
at
four
percent
and
that's
state
law
correct.
So
what
we
were
looking
for
there.
The
recommendation
was
to
increase
that
fee
to
the
1.2
percent,
which
would
allow
us
to
fully
charge
the
full
cost,
both
personnel
and
overhead
to
this
fund,
and
that
would
not
have
additional
General
funding
that
doesn't
have
any
general
fund
support.
That's
just
covering
the
costs
but
they're
small
amounts.
J
B
Really
is,
if
you
that
was
the
original
Target,
which
we're
not
seeing
that
Revenue
right
through.
If
you
want
to
reach
that
Revenue
Target
and
as
Lynn
pointed
out
in
terms
of
the
need
in
terms
of
the
last
request,
this
gets
you
closer
to
that.
But
it's
a
pretty
significant
increase
because
that's
fun
that
is
assessed
against
the
valuation
of
a
commercial
project.
B
B
B
B
E
A
E
No
I
was
just
gonna
say
if
you
look
on
page
281
and
you
can
see
the
in
that
materials
and
services
which
in
this
fund
is
where
that
money
is
going
out.
The
22
23
fiscal
year,
22
23
estimate,
which
is
this
year,
is
186
000,
and
then
you
can
see
that
increasing
to
about
568
000
each
year
of
the
bi
idiom,
so
I
think
it's
very
important
because
the
budget
they
understand
is
one
point
out.
This
department
has
grown
for.
B
The
obvious
reasons
of
all
the
housing
issues
that
we're
having
you've
got
to
pay
for
those
people
and
all
those
programs
in
a
way
and
when
the
original,
affordable
housing
fee
was
set
up,
it
was
the
different
things
that
the
housing
department
is
being
asked
to
do
so
they're
trying
to
reconcile.
How
do
we?
J
Thank
you
all
so
much
I
wanted
to
point
out
that
over
the
past
year,
this
spring
is
the
first
time
we
were
able
to
make
funding
Awards
out
of
this
fund,
because
the
Revenue
had
been
slow
and
we
had
just
implemented.
So
we
added
Council
chose
to
add
a
little
bit
of
additional
funding
to
supplement
the
budget
from
this
fee.
J
We
had
about
a
hundred
thousand
in
Revenue
collected
a
little
over
that
and
we
added
about
400
000
in
additional
arpa
funds
that
had
been
remaining
and
with
that
we
were
able
to
generate
the
incredible
number.
Your
speed
on
the
screen,
which
is
that
500
000,
will
benefit
nearly
18
000,
low-income
Community
residents
this
year,
which
is
pretty
extraordinary.
So
we
do
try
to
utilize
this
funding.
J
And
well
as
we
can
any
other
questions
before
we
move
on,
okay,
I
think
we're
ready,
whoever's,
whoever's,
driving,
thank
you,
so
Community
Development
block
grant
or
cdb
not
the
same
as
the
record
store
in
New
York.
This
was
the
program
that
started
our
affordable
housing
effort
in
Bend
back
in
the
early
2000s.
This
is
federal
funding
that
is
passed.
What
what
it's
called
through
entitlement
directly
to
the
city
event.
J
Each
year
we
have
a
lot
of
requirements
that
we
have
to
uphold
in
order
to
continue
to
retain
this
funding,
but
it
is
a
great
resource
and
until
we
created
that
construction,
excise,
tax
or
cict,
this
was
the
only
form
of
services
money
we
had
in
the
community
of
been
for
low
and
moderate
income.
Folks,
this
fund
also
is
not
limited
to
housing.
It
Is
by
a
federal
statute
allowed
for
social
services,
which
they
call
public
services,
and
so
some
folks
in
the
room
know
we
can
fund
certain
health
care
expenses
as
appropriate.
J
We
can
also
fund
services
at
bethlehemian,
homeownership,
counseling
services
and
neighbor
impact
and
all
sorts
of
things.
In
addition
to
that,
it
has
to
show
a
better
benefit
to
a
low
or
moderate
income
resident,
and
that's
how
we
receive
the
production
numbers
that
we
do
let's
see.
Historically.
This
has
also
been
one
of
the
main
mechanisms
that
the
federal
government
has
used
to
provide
disaster
relief
and
so
you'll
see
a
pretty
significant
budget
over
the
last
couple.
J
J
I
H
E
J
So
this
is
our
newest
fund.
It
was
created
this
year
and
it
focuses
primarily
on
the
operations
and
maintenance
of
our
three
shelter
facilities.
Good
news
in
that
we
open
our
third
shelter
facilities.
Today,
the
Rainbow
Motel
is
now
occupied,
we're
very
thrilled
to
have
open
this
facility
on
a
temporary
basis
until
it's
needed
for
some
future
Redevelopment.
J
J
Funds
for
other
houselessness
related
purposes
we'll
pass
through
this
fund
before
going
to
their
other
departments.
For
instance,
Transportation
has
somebody
who
helps
interface
deals
with
requests
for
service,
says
Etc,
some
of
that
funding
may
pass
through
our
budget
before
landing
and
transportation
facilities
costs.
We
don't
want
to
have
to
approve
those
costs
necessarily
on
an
individual
basis,
but
they
will
pass
through
so
that
the
community
and
you
can
see
the
total
cost
of
providing
these
Services
before
they
land
in
the
facilities
budget.
Does
that
element
make
sense
to
folks?
J
J
J
That
is
because
this
is
a
vital
community
service
and
program
that
benefits
really
community
members
as
a
whole,
not
just
those
living
on
the
street,
but
also
those
who
are
trying
to
operate
businesses
and
doing
other
things
that
are
impacted
by
the
houselessness
situation
in
Bend.
So
this
is
a
vital
program.
We
will
continue
to
leverage
as
many
resources
as
possible
and
we
are
keeping
our
eyes
on
that
shortfall
and
will
continue
to
come
back
to
you
throughout
the
biennium
to
discuss
options
and
challenges
that
we
may
have
with
that.
B
I
J
E
C
J
J
B
Just
because,
knowing
that
this
is
a
vital
Community,
would
be
we're
going
to
talk
more
about
it
in
deliberations
that
there's
some
discretion
to
be
had
on
general
fund.
It
would
very
much
help
me
if
we
had
some
recountment
of
both
the
investment
that
we've
made
on
a
capital
basis,
as
well
as
the
aggregate
ongoing
expense
for
services
across
the
different
tiers,
whether
they're
affordable,
whether
it's
dealing
with
houseless.
All
of
that
whole
thing
that
you
shared
all
the
way
from
the
left
all
the
way
to
the
right.
B
J
E
B
J
To
recall
that
of
these
funds,
the
houseless
fund
and
the
houseless
program,
as
it
exists
in
the
city,
is
pretty
new
that
did
not
exist.
We
did
not
own
these
three
building
just
a
couple
years
ago,
so
the
affordable
housing
program
and
what
has
existed
in
the
affordable
housing
fund
and
in
cdbg
has
sort
of
expanded
and
contracted
based
on
the
resources
we've
had
with
very,
very
limited
Staffing
and
what
it
meant
is.
J
Sometimes
we
could
get
all
the
work
done,
and
sometimes
we
couldn't
and
we
were
needing
to
scale
in
order
to
accomplish
the
goals
that
Council
had
set
up.
Shelters
have
a
lot
less
fluidity,
I'll,
say
in
terms
of
the
capital
expenditure
that
we've
made
in
the
buildings
and
the
need
to
operate
those
buildings
over
the
long
term.
J
B
That
does
make
sense
and
just
as
we
prioritize
I
think
it's
just
getting
a
holistic
scope
of
both
sides
operating
in
capital
investment,
especially
looking
at
so
much
of
it
coming
from
arba,
which
was
Mana
from
the
federal
government
in
in
covet
times.
But
my
rough
math
is
in
some
total
has
that
at
somewhere,
around
6.5
to
7
million
being
dedicated
to
either
affordable
housing
or
infrastructure
for
shelters,
Etc.
J
E
J
J
J
J
I
think,
what's
important
to
note
about
the
pit
count
point
in
time
and
Sheltering
and
and
it's
a
big
question
for
all
of
us
at
West
Coast
is:
why
does
homelessness
look
so
bad
California,
Oregon
Washington,
certain
key
states
on
the
west
coast
when
you
travel
to
New
York
City?
What
you
are
seeing
is
a
homeless
population
that
is
approximately
90
percent,
sheltered.
So.
G
J
Doesn't
seem
like
quite
the
magnitude
as
here
where
in
Bend,
our
homeless
population
is
approximately
80
percent
unsheltered
we
have
almost,
and
so
that
has
presented
all
sorts
of
challenges
a
day
across
the
city.
I
mean
there's
a
big
Baseline
for
why
we
are
doing
the
work
we're
doing
in
houselessness
is
because
of
the
we
have
developed
so
quickly
as
a
community
that
we
have
been
unable
to
keep
up
with
the
need
or
sort
of
certain
services
like
this
and
that's
true
across
the
world.
B
It's
also
really
important.
We
don't
get
in
all
the
legal
cases,
but
we
need
to
increase
the
shelter
capacity
to
manage
camping
in
in
a
certain
way
if
we
don't
have
shelter
capacity,
we're
very
limited
with
the
tools
that
we
can
use.
Imagine
the
right
away
in
the
campus
that
you're
seeing
on
these
trees.
There's
these
direct
correlations.
That's
why
there's
been
such
a
family
investment.
A
B
Seen
throughout
I've
asked
for
a
few
additional
exhibits
kind
of
light
lifts
the
things
that
aggregate
some
of
this
information
that
might
make
deliberations
of
decision
making
a
little
bit
easier
on
us
tomorrow,
give
us
a
simple
holistic
view,
but
if
there
are
other
things
that
many
or
counsel
would
like
to
see
from
staff,
we
won't
bring
sharing
you
and
the
team
too
much
we'll
keep
these
requests
reasonable.
But
if
there
are
other
things,
this
would
be
a
good
time
to
put
them
out
there,
because,
obviously,
we've
got
a
reserves
issue
that
we're
facing.
B
B
Will
help
fund
much
needed
services,
but
again
that's
one
other
one
other
addition
as
it
as
it
pertains
to
new
construction,
and
then
we
still
have
the
very
real
need
of
houses.
Members
of
the
community,
an
affordable
housing
needing
connected
with
funding,
that's
been
heavily
reliant
on
arpa,
federal
government
or
other
sources
that
are
not
in
the
planet
present,
at
least
in
some
cases.
E
H
B
B
B
E
B
Think
on
the
homelessness
fund,
the
characterization
of
the
source
of
the
funds
is
important,
because
I
think
council's
been
operating
generally
on
the
understanding
that
the
exception
of
the
rainbow,
which
is
not
really
a
I,
mean
it
is
being
used
right
now
versus
a
long-term
BCT
investment.
These
are
not
like.
These
are
not
City
dollars
that
we're
spending.
These
are
largely
federal
state,
correct.
I
B
We
have
a
goal
of
500
shelter
beds,
but
the
idea
is
to
make
sure
they're
being
optimally
used,
and
so
you
know
somebody
might
be
at
a
shelter
but
they're
working
right
so
get
them
into
and
free
up
that
space.
So
it's
not
a
it's,
not
a
direct
one
for
one.
We
want
to
make
sure
we
have
people
moving
so.