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From YouTube: April 22, 2013 - City Council Meeting
Description
April 22, 2013 - City Council Meeting
Intro music by www.RoyaltyFreeKings.com
A
B
C
D
D
E
D
B
Is
our
state
senator
I,
remember
Dan
when
he
was
a
state
rep
back
in
the
in
the
90s,
but
it's
my
honor
to
introduce
to
you
for
a
few
moments
of
conversation,
and
we
would
like
to
have
him
talk
a
little
bit
about
what
he
wants,
but
also
address
the
impact
of
what's
happening
on
the
state
on
the
city
of
Bloomington.
If
you
can
Dan
state
yeah,
you
tell
us
exactly
what
we're
going
to
get
next
year.
F
Well,
mayor
I'm,
not
sure
you
want
me
to
go
there,
because
this
is
supposed
to
be
a
celebratory
moment
as
your
last
presiding
and
if
I
did
that,
then
Terry
Renner
would
say
why,
in
the
heck
am
I
doing
this
so
I,
just
I.
Actually
I
wanted
to
be
here
tonight,
intentionally
Steve
to
accolade
you
and
Linda
and
to
say
thank
you
so
very,
very
much
for
your
service.
You
know,
and
I
and
I
look
around
at
both
the
room
here
and
the
council.
F
Persons
here,
I
think
back
at
Walt
Bittner
all
right
I
was
a
student
down
the
street
during
that
time
and
then
I
think
back
in
the
days
of
rich
Buchanan,
and
we
worked
very
closely
on
the
Mitsubishi
project
and
then,
of
course,
my
personal
and
very
good
friend,
Jesse,
smart,
continuing
on
the
the
Mitsubishi
project
and
and
so
forth,
and
then
of
course,
our
good
friend
Judy.
You
know
when
Judy
stepped
into
this
role
and
each
of
those
times
Bloomington
had
a
different
phase
and
experience.
There
were
different
concerns.
F
F
You
have
made
an
indelible
mark
on
the
infrastructure,
the
growth
and
the
progress
of
this
wonderful
city,
and
we
are
abundantly
appreciative.
You're,
right,
mayor,
I
served
all
our
parts
of
this
area
for
a
long
time
as
a
state
representative
I
had
the
honor
later
as
a
state.
Senator
I
had
the
honor
and
now
is
a
constitutional
officer
right
here
from
our
own
home.
Central
Illinois
I
have
the
honor
to
represent
Bloomington.
F
What
we
need
to
be
prepared
for
is
our
new
administration
steps
in,
and
you
go
and
look
back
and
hopefully
be
an
ambassador
and
a
counselor
for
those
who
succeed.
You
are
the
challenges
ahead,
where
we
are
in
regards
to
revenue
where
we
are
in
regards
to
government
touching
us,
and
particularly
where
we
are
in
regards
to
economic
growth.
F
Let
me
just
be
real
blunt
today,
I
had
the
opportunity
to
talk
to
a
number
of
our
media
friends
from
Chicago
as
well
as
Bloomington.
All
the
way
down
to
Carbondale
in
regards
to
a
governor
from
Texas
who
was
in
Illinois
today
and
tomorrow,
looking
to
help
perhaps
expand
his
economic
opportunities
in
his
state
at
the
expense
of
bars
and
one
of
the
things
that
I
took
upon,
because
obviously
there's
a
political
dynamic
in
this
state
and
I
wear
a
different
hat
than
the
current
administration,
but
we're
all
united
in
this
cause.
F
This
state
of
Illinois
is
a
fantastic
state.
There's
a
lot
of
things.
We
have
to
do
better,
there's
a
lot
of
things
that
we
can
do
better
to
help
make
it
more
enticing
for
the
small
and
large
businesses
and
for
our
State
Farm
to
expand
the
regional
operations
here,
as
opposed
to
perhaps
other
states
or
our
friend
caterpillar
and
dog,
up
over
Helmand
over
in
Peoria
to
open
here,
as
opposed
to
other
states.
But
the
fact
the
matter
is.
This
is
a
great
state.
F
F
So
as
you
prepare
to
go
off
and
do
the
wonderful
things
that
you
and
Linda
are
going
to
do
in
your
life,
I
just
want
to
say
that
thank
you,
so
very,
very
much
and
as
we
work
together
in
the
new
chapter
of
bloomington-normal
in
McLean,
County
know
that
at
least
for
the
period
of
time
that
I
have
the
chance
to
serve
as
a
constitutional
officer.
State
of
Illinois
you've
got
a
good
teammate
in
Springfield
and
I'm
so
honored
to
have
that
chance
tonight
to
be
before
you
and
the
Honorable
Council.
B
F
You
didn't
know
anything
about
it
here.
Alright,
let
me
just
let
me
just
be
blunt,
as
the
administration
is
looking
to
what's
going
to
happen,
become
in
the
new
fiscal
year,
starting
July
2000
into
July
of
this
year,
natural
revenue,
growth,
meaning
new
money
coming
into
the
state,
without
tax
rates
going
up
natural
revenue,
growth,
meaning
more
sales
tax,
more
gambling
money,
alright,
a
more
video
poker.
Now,
that's
not
where
I
think
we
should
have
a
sustainable
economy
in
our
state.
F
But
that's
the
natural
revenue
growth
coming
fiscal
year
is
six
hundred
million
dollars
the
increased
payment
in
the
state
public
pension
system,
nine
hundred
and
forty
five
million
now
keep
in
mind.
This
is
January
of
2011.
When
the
income
tax
increase
went
into
effect,
the
dollar-for-dollar
of
that
money
basically
went
to
pay
the
state
public
pension
systems.
Now
here
and
I
understand
that
community
I'm
at
and
where
I
come
from.
F
But
the
fact
is,
we
have
to
have
a
fair
resolution
to
that,
because
if
not
it's
going
to
continue
to
take
those
resources
and
go
towards
paying
pensions
the
next
fiscal
year,
the
budget
was
cut
by
several
hundred
million
dollars.
You
ask
al
Bowman
down
to
Illinois
State
University.
You
ask
unified
right
here,
u.s.
district
87,
they
were
cut.
F
You
ask
your
local
community
and
your
local
state
police.
They
were
cut
now
we're
getting
ready
for
the
next
fiscal
year,
starting
July,
six
hundred
million
nine
hundred
and
forty
five.
This
is
the
first
time
that
we've
had
the
expenses
compared
to
revenue.
That's
gonna
have
to
actually
be
draconian
lead
addressed
in
that
amount.
Come
the
new
fiscal
year.
The
options
are
going
to
be
number
one
cut
three
hundred
forty
five
million
dollars
state
budget
of
which
I
understand
through
the
governor's
budget
address.
Mr.
F
mayor,
the
local
government
distributive
fund
was
one
of
those
that
they're
looking
to
take
from
that's
not
good.
The
options
are
then
raising
the
taxes,
not
good,
borrowing,
the
money,
not
good,
cutting
the
budget,
345
million,
all
right.
All
of
you
had
to
deal
with
this
stuff.
I
understand
you,
each
his
council,
persons
have
had
to
deal
with
us
and
my
budget
in
the
state
treasurer's
office
I
appeared
before
the
Senate
Appropriations
Committee
last
week
and
cut
my
budget
for
the
third
year
in
a
row
now
I'm
the
only
constitutional
officer
officer.
F
That's
done
that
and
it's
tight
I
know
what
it's
like,
but
I,
don't
know
how
all
of
Illinois
government
now
in
two
years
in
a
row,
can
come
up
with
another
and
three
hundred
forty
five
million
dollars.
So
the
issue
is
addressing
fairly
and
and
appropriately
to
stay
public
pension
issue.
I.
Think
that
as
you
participate
in
the
Illinois
Municipal
League,
you
participate
in
your
various.
In
fact,
I
know
your
Township
met
her
earlier.
Your
Township
Association
I.
Think
you
need
to
be
abundantly
vigilant
here.
Who
is
Illinois?
I
mean
what
is
Illinois.
F
Illinois
is
nothing
more
than
a
bunch
of
great
communities
such
as
Lake,
Forest
or
Bloomington
or
Pontiac.
What
makes
us
Illinois
the
strong,
vibrant
atmosphere
that
we
are
is
made
up
of
local
communities
and
with
the
local
government
distributive
fund
is
cut
like
it
is
being
discussed
to
be
cut
your
issues
with
regards
to
the
type
of
services
you
provide.
Everything
from
waste
collection
to
road
repairs
and
so
forth
are
gonna
make
it
even
that
much
tougher
on
you
so
mayor,
it's
gonna
be
hard.
F
It's
not
too
dissimilar
by
the
way
that
if
Washington
DC
came
to
state
of
Illinois
and
said,
oh
by
the
way,
those
funds
we
said,
you're
gonna
have
coming
and
you
plan
for,
and
you
prepared
for,
and
you
budgeted
and
you
put
into
infrastructure
and
you
put
into
operations
X
number
of
years
down
the
road
and
say
they're
not
coming.
That's
not
quite
right.
So
I
think
that
you
need
to
be
prepared.
It's
gonna
be
a
hard
year.
B
C
F
Fair
question:
the
issue
is
which
one's
constitutional
I'm,
not
a
lawyer
and
I,
won't
try
to
pretend
to
be.
But
what
I
do
not
want
to
have
happen
is
the
fact
of
someone
saying
this
isn't
constitutional.
While
you
still
have
a
very
strong,
deep
legal
brief
from
another
side
that
says
it
is.
My
point
is
be
fair
but
put
it
out
there
and
don't
let
in
action
occur
for
the
concern
of
litigation.
F
F
Alderman
I
would
say
that
what
we
need
to
do
and
again
I'm
speaking
for
me
personally,
is
the
fact
that
a
pension
ears
pension
is
their
pension
period
should
not,
and-
and
my
belief
is,
cannot
be
diminished,
but
we
also
have
to
look
at
the
reality
to
it.
I'm
not
sure
that
an
automatic
3%,
cost-of-living,
compounded
increase
is
sustainable
and
I
know
that
I've
got
a
number
of
our
reporter
friends.
F
F
There's
not
one
person
in
this
room,
and
particularly
the
good
stewardship
mr.
mayor
that
you
and
the
council
have
done
that.
Don't
understand
when
you
start
to
pay
to
to
dissolve
assets
to
make
payments,
you
aren't
a
death
spiral,
I
go
to
the
little
Baker
shop
in
Pontiac
and
I,
see
my
retired
teacher
there
and
she
looks
at
me
and
I'm
like
this-
has
got
to
be
fair.
Your
pension
is
your
pension
should
not
be
diminished,
but
I'm.
Not
sure
and
I
would
be
real
candid
one
more
time,
because
I've
got
the
forum
here.
F
You
gave
me
mr.
mayor
I'm,
not
sure
that
we
should
have
a
hundred
percent
retiree
health
care
being
provided
for
all
public
pension
airs,
regardless
of
their
pension
I'm,
not
so
sure,
if
we
should
means-test
it.
If
you
are
the
widow
of
an
individual
who
is
passed
on
as
a
state
employee
and
your
widow's
pension
from
your
husband
is
40.
50
60
come
up
with
a
number
$70,000.
Maybe
we
should
have
a
hundred
percent
of
your
health
care
paid
for
I'm
gonna
be
real
sensitive
because
they're
down
the
street
and
that's
my
alma
mater.
F
But
if
you
happen
to
be
a
professor
from
a
certain
State
University
and
you're,
making
a
hundred
fifty
hundred
sixty
thousand
dollar
pension
I'm,
not
sure
that
the
taxpayers
of
Illinois
should
pay
a
hundred
percent
of
your
pension.
So
with
all
respect
councilman,
my
position
and
I
believe,
but
we
need
to
do
in
the
capital
city
now
is
to
put
some
real
business
acumen
to
it
means
test
it.
Your
pensions,
your
pension,
to
lower
your
pension,
perhaps
you
pay
out
a
percent
the
higher
pension.
F
F
It
needs
to
be
fair
for
the
correctional
officer,
but
it
needs
to
be
also
fair
for
the
taxpayer
of
Illinois
and
with
a
nine
hundred
and
forty
five
million
dollar
increase
this
coming
fiscal
year
with
only
six
hundred
million
dollars
worth
of
natural
revenue.
Growth
coming
in
you
can
see,
ladies
and
gentlemen,
well
you're
gonna
have
to
deal
with
because
it
will
get
down
to
discussion
of
the
local
government.
F
Distributive
fund
it'll
get
down
to
what
type
of
a
tax
structure
we're
going
to
have
the
state
of
Illinois,
and
then
you
go
through
all
the
other
things
that
could
well
be
done
at
the
capital
city,
and
you
know
how
I
know
this
being
the
treasurer
I
see
the
dark
ugly
side
of
this
belly,
the
Beast,
perhaps
better
than
most
and
mr.
mayor.
What
I
decided
to
do
is
call
it
like.
It
is.
B
Well
and
I
again,
we
appreciate
you
being
here
Dan
we
course
have
some
of
the
same
challenges,
but
not
anywhere
as
dire
or
in
the
same
magnitude
that
you're,
seeing
at
the
state
and
as
a
constitutional
officer
I
wish
you
luck
so
because
it
impacts
every
one
of
us
here
in
this
room.
So
thank
you
so
much
for
coming
here.
I
am.
F
Going
I
would
be
more
than
glad
to
continue
to
work
with
you
and
the
council
and
your
incoming
administration,
but
let
me
just
say
upfront
in
closing
and
I
know
this
wasn't
a
part
of
the
agenda,
but
I'm
gonna
take
advantage
of
it.
I've
got
the
microphone
Steve
Stockton.
Thank
you
very
much
for
your
service
to
the
city
of
Bloomington.
You
are
appreciated.
B
B
Okay,
that
now
brings
us
to
our
consent
agenda.
For
the
evening.
The
items
on
the
consent
agenda
are
placed
there
by
our
city
manager
and
his
staff
in
the
belief
that
each
item
is
not,
it
will
not
be
necessary
for
discussion
or
separate
votes.
However,
we
recognize
that
some
council
members
or
members
of
the
public
may
disagree
with
that.
So
we
allow
any
council
member
on
their
own
volition
or
influenced
by
members
of
the
public,
to
remove
unilaterally
any
item
from
the
consent
agenda
for
a
separate
discussion
and
voting
as
part
of
the
regular
agenda.
B
B
B
B
B
D
I
G
B
B
J
Mayr,
what
I'd
like
to
do
is
ask
Todd,
greenberg
or
corporate
counsel
to
come
up
and
just
explain
again
for
the
council
the
statutory
requirement
to
periodically
review
the
executive
session
minutes,
and
maybe,
if
we
could
start
with
that,
Todd
Greenberg.
You
come
and
address
that
particular
matter
and
give
an
explanation
of
the
council's
responsibility
to
review
these
executive
session
minutes
periodically
under.
K
You
know
in
a
way
that
would
not
be
possible
if
those
issues
were
talked
about
in
public.
Quite
often
it
has
to
do
with
issues
such
as
the
acquisition
of
real
estate,
where,
if
you
know,
became
public
of
what
considerations
the
city
was
going
to
use
on
negotiating
a
sale
price
that
could
make
things
awkward.
K
Collective
bargaining
strategies
is
another.
The
review
of
the
performance
of
a
particular
city
employee
is
another.
Those
are
three
of
the
ones
that
are
specifically
used,
one
which
I
don't
think
we've
used,
but
in
some
of
these
rather
timely
is
a
security
concerns
regarding
protection
of
buildings
from
terrorist
threats.
There
are
a
number
of
delineated
reasons
why
a
City
Council
sometimes
should
go
into
closed
session
to
discuss
policy
issues.
The
Open
Meetings
Act
requires
that
semi-annually,
the
City
Council
meet
to
review
minutes
of
closed
sessions,
also,
since
I
think
about
19
or
2006.
K
So
the
status
quo
is
that
the
records
of
closed
sessions
remain
confidential
unless
there
is
an
actual
decision
made
by
a
City
Council
that
it's
in
the
public
interest
disclose
those
minutes
or
that
there's
no
longer
any
protection
of
an
individual's
privacy
that
requires
them
to
remain
confidential.
Now,
among
the
interests
that
have
been
that
are
protected
by
keeping
closed
session
minutes
closed,
is
they
promote
candor
among
the
elected
officials
when
they're
speaking,
there
is
also,
as
pointed
out
earlier,
there
are
privacy
interests.
K
There
are
competitive
interests
when
you're
getting
into
the
marketplace
and
looking
to
purchase
real
estate.
There
are
tactical
reasons
on
collective
bargaining
and
basically,
all
of
the
policy
reasons.
Behind
the
I
think
it's
28
or
29
reasons
why
the
City
Council
can
go
into
closed
session
two
weeks
ago.
We
did
review
this.
We
did
discuss
this
at
that
time,
because
we
were
overdue
on
this
semi-annual
review.
We
decided
that
it
would
be
best
to
go
ahead
and,
at
this
point,
decide
to
keep
all
meeting
minutes
closed
at
this
time.
K
C
C
I
didn't
take
the
time
to
count
them,
but
obviously
that's
a
lot
of
executive
session
meetings
and
my
interpretation
of
the
Act.
Thank
you
for
sending
the
statute,
and
also
thank
you
for
mentioning
that.
You
know
we're
quite
overdue
on
doing
this,
which
was
the
subject
of
an
open
meeting,
Jack
complained,
I
do
believe,
and
what
is
the
status
of
that
complaint?
Has
it
closed
or
we.
K
E
C
And-
and
that's
understood
it's
just
my
interpretation
of
the
spirit
of
the
Act
is
that
in
all
of
these
meetings
there
have
got
to
be
some
that
no
longer
require
confidentiality.
I
mean
I.
Think
it's
almost
a
given
that
many
of
these
meetings
have
to
do
with
matters
that
are
no
longer.
You
know
current,
so
I'm
wondering
at
what
point
are
we
going
to
say
this
meeting
requires
confidentiality
and
this
one
is
no
longer
an
issue
that
affects
anything
current
and
and
release
them.
C
And
this
one
doesn't
and
that
we
release
those
meetings
and
I
think
that
is
the
spirit
of
the
Act.
So
I
understand
that,
because
we
had
such
a
very
long
backlog,
it's
not
practical
to
look
at
each
set
of
minutes,
but
is
that
the
process
we're
going
to
follow
before
another
six
months
goes
by
and
when
we
vote
on
this
next,
should
there
be
some
meetings
that
would
be
released?
Well.
C
Okay
and
I
think
we
will
have
obviously
a
new
council
at
that
point
in
time
and
one
that's
pledged
a
mayor.
Who's
ran
on
the
many
things,
but
certainly
one
of
them
being
opening
opening
city
government
and
making
sure
that
our
citizens
know
what
City
Council
is
doing
and
as
much
as
possible.
I
think
these
meet
these
in
the
minutes
that
do
not
any
longer
require
confidentiality
should
be
released.
So
I
think
we're
going
to
be
the
subject
of
another
complaint.
C
I,
don't
know
what
the
Attorney
General
will
say,
but
my
preference
would
be
that
we
would
look
at
these
and
at
least
say
here's,
maybe
some
from
1990s,
five
or
seven
or
whatever,
the
first
years
that
we
could
release
and
I.
Think
we
could
do
that
and
I
would
suggest
that
it
it
be
done.
That's
just
that's
the
way,
I
see
the
spirit
of
the
Open
Meetings
Act.
Thank
you.
C
I
There
are
80
meetings
according
to
what
I
counted
and
to
go
through.
All
of
them.
I
think
the
spirit
of
our
conversation
was
it
wouldn't
be
practical
to
adhere
to
the
schedule
that
the
Attorney
General
has
given
us
in
this
case,
but
that
we
all
agreed
with
the
alderman
that
in
the
future,
between
now
and
the
next
time
or
sometime
between
now
and
the
next
time,
six
months
from
now
that
we
actually
go
through
and
see
what
we
want
to
release
I,
don't
think
anybody
was
trying
to
not
be
transparent.
I
It's
just
the
time
crunch
that
we're
under
and
I
believe
in
this
case.
We
need
to
approve
this
so
that
we
can
be
in
compliance
and
then,
as
a
new
council,
decide
how
to
go
about
looking
here
and
determining
what
we
can
release,
because
I
do
believe.
That
was
the
spirit
of
our
meeting
that
we
do
want
to
release
what
we
can.
It's
just
that
we
didn't
have
time
this
time.
So
I'd
make
a
motion
that
we
approve
the
recommendation
and
adopt
the
resolution
as
presented.
C
Appreciate
what
alderman
15e
is
saying,
and
obviously
we
are
going
to
do
that
and
obviously
that
is
what
they
said
and
obviously
this
is
the
practical
solution.
However,
it's
significant
it's
very,
very
significant
when
we
have
failed
to
follow
the
law
for
year
after
year
and
I
truly
want
to
see
an
analysis
and
evaluation,
and
several
of
these
executive
sessions
minutes
are
released
because
I
think
that's
what
our
public
expects
of
us.
Thank
you
and.
B
B
B
B
That
brings
us
to
the
original
first
item
on
the
regular
agenda,
and
this
is
something
that
the
City
Council
has
been
discussing
for
many
months
at
this
time.
I
want
to
give
some
accolades
to
Alderman
David
sage,
who
has
helped
us
kind
of
administrative
Lee,
get
through
this
and
has
done
an
admirable
job.
I
think
I've
heard
comments
from
other
people
on
the
council
about
David's
sharing
shepherding
this
through.
B
This
is
the
last
City
Council
meeting
before
the
city.
Manager's
contract
expires
on
April
30th,
so
we
have
to
do
something
tonight.
One
of
the
questions
is:
could
we
let
this
fly
over
to
a
new
council?
However,
the
main
item
for
consideration
has
really
about.
The
only
major
change
is
a
salary
adjustment
which
is
based
upon
merit
of
the
city.
Man's
performance
during
the
term
of
his
current
contract,
from
2009
to
2013
and
I,
tend
to
feel
I.
B
Think
others
feel
that
the
best
group
to
do
that
evaluation
is
in
fact
the
group
that
has
worked
with
David,
therefore
it
it
is
on
the
agenda
for
this
evening
now
that
said,
there
has
been
spirited
discussion
over
the
months
have
been
a
lot
of
closed
sessions,
as
we've
done.
The
evaluation
see
there's
some
more
minutes
that
go
into
that
list
of
executives
sessions.
B
Discussion
about
the
city,
manager's
performance
and
the
council
has
in
fact
reached
majority
consensus.
It's
now
up
to
us
to
publicly
vote
on
that
consensus
and
that
we
have
done
we've
reached
behind
the
scenes
and
the
details
of
the
contract
are
in
fact
now
public.
Now
the
council
has
determined
and
I
won't
go
into
the
detail.
B
First
of
all,
we
most
of
us
remembered
when
David
came
in.
We
were
seeking
a
city
that
had
superior
financial
skills,
because
at
that
time
the
city
was
in
the
middle
of
we
were
in
the
start
of
a
recession.
Our
funds
were
dwindling
and
we
really
needed
some
financial
reform.
So
the
council
agreed
let's
go
out
and
find
somebody
that
has
the
financial
skills
to
help
us
out
now.
B
B
So
there
is
not
a
policy
of
it's
out
there,
so
we
need
to
spend
it.
There
have
been.
Some
positions
have
been
authorized
to
be
filled,
but
staff.
That
said,
you
know
we
don't
need
to
fill
that
that
right
away
and
that
that
frees
up
money
is
always
plenty
of
things
to
do
with
our
money.
That
frees
up
money
to
do
other
things
in
the
city
of
Bloomington.
B
I
think
that
David
and
the
staff
have
saved
millions
and
I
believe
that
the
council,
in
consensus,
agrees
with
that
now.
This
has
not
been
easy.
Our
employees
have
been
asked
to
do
more.
You
know
the
workload
we've
reduced.
The
number
employees
were
over
a
hundred
employees
below
where
we
were
at
the
start
of
the
recession.
Now,
what
does
that
mean?
Does
that
mean
that
a
lot
of
work
doesn't
have
to
be
done?
B
B
B
B
Preserved
a
rating
of
commendable
performance
going
along
with
that
was
a
three
percent
salary
increase.
However,
in
line
with
a
request
that
we
made
of
all
city
employees-
and
it
was
taken
up
by
many
employees,
including
our
management
staff,
that
increase
was
foregone
as
a
salary
freeze
because
of
the
tough
times
city
was
going
through
at
the
time
from
five
1:10
to
a
preferred
again
commendable
performance
with
a
three
percent
salary
increase
from
5
May
1st
11
through
April
30th
of.
B
B
B
B
Now
the
combination
of
the
performance
increases
enumerated
and
the
market
adjustment
that
I
just
mentioned
results
in
a
new
annual
salary
proposal
of
one
hundred
and
seventy
one
thousand
three
hundred
dollars
per
annum,
which
is
an
increase
of
twenty-one
thousand
three
hundred
dollars
over
the
starting
2009
salary,
which
actually
goes
even
a
little
bit
sooner
than
May.
1St
2009
actually
goes
back
to
what
January,
12th
I
believe
of
of
2009.
B
If
you
take
the
fourteen
point
two
and
divided
by
four,
that
comes
out
to
three
point:
five
percent
a
year
average,
which
compares
to
inflation
of
2.5
to
3
percent
per
year.
Now,
if
the
market
adjustment
is
excluded,
that
performance
increase
over
four
years
is
nine
point
six
percent
or
divided
by
four
years,
two
point
four
percent
of
year
average,
and
that's
due
to
the
fact
that
one
of
those
years
is
techn
in
at
a
zero
which,
even
though
your
lowest
evaluation
would
normally
be
three
percent,
that
that
zero
for
the
salaries
pries
decreases.
B
I
B
B
I
In
hindsight,
it
wasn't
a
few
months
that
you
had
been
here
that
the
whole
Remco
Enterprise
started
to
unwind
and
I
saw
you
roll
up
your
sleeves,
get
to
work
on
that
that,
in
and
of
itself
and
I'm
going
to
share
I'm
gonna
highlight
a
few
things
here
in
someone
more
rapidly
a
more
rapid
order
than
others.
I
recognize
that
that
that's
legitimate,
a
million
and
a
half
dollar
savings
each
year
to
the
city
when
we
transition
away
from
Remco
to
to
our
third-party
administrator,
a
program
that
we
have
now
Steve
alluded
to.
I
But
it's
against
specific
to
highlight
I
think
that
even
with
the
added
staff
in
this
year's
approved
budget
we're
still
a
hundred
and
sixteen
employees
down
from
where
we
were
and
again
we
recognize
that
demands
that
are
placed
on
our
employees,
but
but
the
reality
is:
is
that
we're
now
a
more
efficient
government?
These
last
few
years
we
refinanced
I
went
back
on
just
in
2012
alone.
We
we
refinance
general
obligation,
bonds
that
save
the
city,
almost
a
million
dollars
in
interest
savings.
I
We
have
an
investment
policy.
Now
a
debt
policy,
a
reserve
fund
policy.
We
have
real
progress
on
economic
development.
Now,
as
we've
seen
with
some
of
the
the
work,
that's
happened
within
the
last
year,
so
we've
seen
our
in
road
budget
increased
by
millions
of
dollars,
and
let
me
pause
here
and
say
because
David
one
thing
I
always
appreciate
about
you
is
that
you
always
recognize
that
what
goes
on
here
is
a
team
effort.
Okay,
it's
a
team
effort
with
the
council.
I
It's
a
team
effort
with
your
department,
the
directors,
it's
a
team
effort
with
the
employees
and
and
again
I,
always
appreciate
that
you
acknowledge
that
we
reworked
the
budget
process
that
has
been
is
now
it's
been
nationally
recognized
for
the
process
has
been
developed
and
used
here
and
again.
You've
heard
me
say
through
the
years
that
the
budget
process
has
been
created
here
at
the
city
and
the
private
sector
would
rival
in
quality
a
lot
of
private
sector
budget
work.
That's
done
as
well,
let
alone
other
municipalities.
I
B
C
Thank
you,
I
certainly
would
acknowledge
all
the
hard
work
the
aldermen
Sage
has
put
into
this.
No
question
that
you
know
we're
all
we're
all
understanding,
I
think
the
thought
process
that
goes
it
went
behind
all
this
and,
yes,
we
have
discussed
it
on
multiple
occasions
and
I.
Think
I've
made
my
views
pretty
clear,
although
they
constantly
evolve
based
on
the
the
feedback,
I
get
and
the
things
that
I
see
and
how
it
affects
our
city
and
our
citizens,
which
I've
seen
quite
a
lot
over
the
last
couple
of
months
and
I.
C
C
Could
you
know?
Are
we
legally
required
to
put
this
in
effect
now
this
contract
to
go
into
this
contract?
Now,
or
could
we
wait
until
the
new
mayor
and
the
new
council
is
seated,
and
the
answer
I
got
is
that,
yes,
we
could
wait
and
looking
at
waiting
on
a
contract
of
this
magnitude,
but
what
it
won't
change
is
that
this
will
bind
I'm,
understanding,
it's
a
legal
contract
and
it
will
bind
the
new
council
and
the
new
mayor.
So
the
contract
will
be
the
contract.
But
yet
tonight
is
not
the
critical
night.
C
C
C
It
troubles
me
that
we're
doing
this
now
tonight
when
the
citizens
of
Bloomington
voted
in
a
new
mayor,
and
in
fact
we
have
a
new,
you
know
a
changing
council.
So
it
really
troubles
me
that
we're
doing
that.
The
timing
of
this
is
tonight
we're
binding
people
that
are
going
to
serve
the
city.
For
two
years,
some
of
us
for
others-
and
yes,
this
council
should
and
does
know
about
David's
performance.
But
what
about
the
citizens
of
the
city
and
what
about
the
workers
of
the
city?
You
know
do
they
do?
C
They
feel
represented
by
this
later
on
tonight?
We're
going
to
vote
on
another
another
project,
the
management
competition,
which
is
something
that
has
been
hanging
over
the
heads
of
many
of
our
workers,
for
as
I
said
before
three
and
a
half
years,
and
for
morale
and
no
one
can
put
a
price.
No
one
can
put
a
price
upon
the
morale
of
our
city
workers,
but
to
me
it's
valuable,
it's
extremely
extremely
valuable
and,
furthermore,
the
you
know
the
long-term
effects.
C
No
one
knows
we
can
all
speculate,
but
it
strikes
me
a
little
bit
ironic
that
we
have
to
set
this
in
stone
right
now
and
we're
giving
somebody
a
$21,000
raise.
You
know
in
an
era
where
I
checked
through
the
Wall
Street
Journal
tonight
and
I
found
articles,
don't
expect
a
raise
in
2013.
You
know,
I
mean
that's
not
what
our.
C
L
C
People
who
don't
don't
get
taxes
to
increase
their
salaries,
so
I
I
certainly
am
going
to
vote
no
on
this
and
I
will
make
the
motion
when
that
doing
that
opportunity
is
there
that
we
table
this
and
that
we
allow.
You
know
we
give
the
respect
to
the
new
mayor
and
the
new
so
to
allow
them
to
set
the
parameters
for
someone
who
is
tremendously
important
and
affects
many
many
people
who
lied
and
their
family's
life.
C
So
that's
a
motion
that
I
will
make
if
I
get
that
opportunity
after
I
vote
on
this
one,
which
I
think
is
ill-thought-out,
I
think
I
think
that
it
is
a
complete
disconnect
from
where
our
citizens
and
our
workers
are
and
that's
what
I
saw
on
email.
That's
where
I
got
in
phone
calls.
A
race
may
be
appropriate
and
I'm,
not
even
commenting
on
performance
I'm.
C
B
Okay,
obviously
you
attracted
some
accolades
for
for
that.
I
will
mention
that
when
I
first
came
in
as
mayor
in
in
2005
at
that
time
we
had
the
same
policy.
The
III
went
through
the
same
thing.
That
Terry
would
be
looking
at
the
at
the
end
of
April,
the
normal
timing.
The
council
did
approve
a
new
contract,
for
then
city
manager,
Tom,
Hamilton
and
I
was
told
yes,
we
could
we
could
remove
Tom.
The
big
difference
would
be
that
there
would
be
this
golden
parachute
or
the
severance
cause.
It
seems
to
be
standard
in
there.
B
So
the
new
mayor
and
council
are
not
powerless
should
they
find
reason
to
remove
a
city
manager,
but
but
it
would
be
more
expensive
to
do
so
and
again,
I
would
come
back
and
say
I.
Think
most
of
the
people
on
the
council
feel
that
that
we,
that
worked
with
David
need
to
be
the
ones
to
provide
what
the
merit
increase
should
be,
as
opposed
to
some
people
that
haven't
and
that's
where
I
finally
settled
on
when
I
was
the
new
mayor
back
in
2005.
So
that's
the
the
possible
justification
for
that.
I
Just
one
comment:
I
think
it's
unfortunate
that
it
kind
of
boils
down
to
tonight.
I
think
we
all
have
readily
admitted
that
we
should
have
been
doing
this
on
an
annual
basis
over
the
last
three
or
four
years.
So
that's
unfortunate
is
tonight,
but
what's
also
misleading
is
the
percentage,
because
the
percentage
is
a
cumulative
number
over
four
years
and
I
appreciate
the
perspective
that
you
put
on
it
that
if
you
would
break
that
down
on
a
annual
basis,
what
that
number
would
be.
I
So
some
of
these
wages
are
adjusted
on
a
marketplace
analysis,
but
I
just
think
it's
a
little
misleading
to
throw
the
big
number
out
there
when
it's
a
four-year
cumulative
effect
and
I
wholeheartedly
that
the
best
body
to
evaluate
the
managers,
performances
of
people
that
have
worked
with
them
for
the
past
four
years
or
the
ones
that
are
sitting
here
tonight.
So,
thanks
for
the
summary
comments
that
you've
made
with
respect
to
how
we
got
to
this
particular
position
and
that.
B
B
B
B
So
the
Liquor
Commission
went
back
to
the
drawing
board
and
did
look
at
a
new
proposal.
This
has
been
discussed
at
a
special
hearing.
We
sent
notices
out
to
every
liquor,
license
holder
in
the
city
of
Bloomington
and
we
actually
did
not
have
very
good
attendance.
Maybe
12
people
showed
up
that
spoke
both
for
and
against
bassett
training,
the
two
people
that
spoke
against
it.
B
Their
main
point
was
we
needed
to
have
some
type
of
a
delay
in
there
to
allow
them
to
get
the
training
done,
but
the
main
difference
was
that,
instead
of
requiring
every
employee
that
served
liquor
in
a
liquor
establishment,
they
have
vasa
training.
We
decided
to
dip
our
toe
in
the
water
and
experiment
with
this
and
say
we're
going
to
require
that
there
be
at
least
one
person
in
every
establishment
at
all
times.
B
It
has
that
so
a
small
neighborhood
bar
did
we
require
every
server
or
every
bartender
would
require
that
know
now,
sometime
in
the
future
when
it
becomes
more
available
and
so
on.
That
might
be
a
possibility.
But
this
time
we
decided
the
thing
to
do
is
to
experiment
with
this
and
then,
if
it
works
well,
we
can
expand
that
to
more
employees.
B
Now
we
actually
had
some
bar
owners,
so
one
one
bar
owner
that
I
was
I'm,
not
gonna
mention
a
name,
but
he
often
is
in
disagreement
with
electro
commission
came
to
the
hearing
and
he
actually
said
you
know
I've
been
thinking
about
doing
this
anyway,
because
of
my
insurance
rates
go
down.
My
insurance
company
told
me
that
if
I
do
this,
I
can
save
some
money.
B
B
Says
that
the
manager
and
if
the
manager
is
not
going
to
be
present,
somebody
else
in
place,
the
manager
needs
to
have
bacitracin.
That
does
not
mean
that
all
employees
need
to
have
it
and
the
only
one
person
on
the
establishment
need
to
have
basic
training,
with
the
exception
of
larger
taverns,
where
they
have
lots
of
employees,
then
we
can,
we
might
require
if
they
have
I
believe
it's
over
24
employees.
They
would
have
to
have
four
people
trained.
B
So
rather
we
talked
about
doing
that
on
the
basis
of
occupancy,
but
we
we
were
quickly
told
you
know
my
place
hit-
may
have
an
occupancy
of
400,
but
on
a
Monday
night,
if
I'm
open,
there
might
only
be
ten
people
in
here.
So
please
don't
say:
I
have
to
have
four
people
when
I
only
have
20
customers
in
here,
so
we
decided
the
best
way
to
do.
It
would
be
to
base
it
on
the
number
of
employees
which
the
bar
owner
himself
make
the
decision
now
how
many
employees
about
any
year.
B
So
that
is
the
basis
of
the
Liquor
Commission
hearings
on
this
again.
This
was
something
that
the
be
NCCC
the
downtown
task
force.
You
know,
I.
Think
some
members
of
the
City
Council
have
asked
to
to
bring
view,
and
we
do
so
tonight.
So
with
that
I
would
ask.
Is
there
a
motion
and
then
we
can
have
some
discussion
on
this
if
people
so
wish,
Karen
I'll.
B
B
Yeah
that
there
was
a
lot
of
discussion
about
what
is
the
proper
training.
There
are
some
places
out
there
that
offer
internet
training
for
amazingly
low
amounts,
and
we
talked
to
the
state
about
that,
and
they
said
some
of
these
things
are
not
certified
there,
they're,
not
the
type
of
thing
they
don't
contain.
The
content
that
we
feel
is
necessary.
Nonetheless,
I
believe
in
the
ordinance
I.
B
Someone
there
it
says
that
the
Liquor
Commission
can
approve
a
training
course
other
than
ambassador.
Should
we
be
able
to
or
simply
find
something.
The
problem
with
internal
training
courses
is
that
all
of
a
sudden
we
have
every
bar
in
the
community
or
saying.
Well,
we
do
our
own
training,
so
we
should
be
exempt
and
then
we
have
to
go
in
and
evaluate
each
each
bar.
B
I
My
question
is:
is
that
was
there
any
any
comment
or
any
concern
expressed
at
the
Liquor
Commission
for
for
perhaps
this
idea
that
that
this
is
this
sprung
out
of
a
downtown
task,
force,
recommendation
and
study
in
in
dealing
specifically
some
downtown
issues,
but
then
trying
to
generalize
this
across
the
entire
city,
where
we
who
perhaps
weren't
as
concerned
with
with
the
you
know,
maybe
some
of
the
enforcement
issues
that
we
were.
We
were
specifically
looking
at
for
downtown.
B
B
We
don't
have
a
general
manager,
we
have
a
bartender,
and
these
bartenders
come
in
work
a
few
hours,
then
the
next
bartender
comes
in
and
if
we
lose
a
bartender
for
some
reason,
we
scramble
to
get
a
new
bartender
in
so
that
we
don't
have
to
shut
down
from
two
o'clock
to
four
o'clock,
and
they
said
this
is
going
to
make
it
if
we
had
fun
somebody
with
basa
training.
This
is
going
to
make
it
harder
to
find
somebody
on
a
moment's
notice.
B
That's
really,
and
then
we
had
one
citizen
come
in
and
say
that
we
shouldn't
require
any
training
at
all.
This
was
an
intrusion
on
private
business
and
that
they
it
should
be
up
to
them
and
how
they
train
their
their
employees.
So
those
were
the
only
negative
comments
we
have
on
that
and
we
think
we
addressed
two
of
them.
The
third
person
would
undoubtedly
be
opposed
to
us
passing
anything.
I
Problem
I
think
I
appreciate
the
difficulty
of
bars
that
want
to
come
in
and
ask
for
exceptions
and
I
probably
would
be
real
stringent
on
approving
any
of
them.
The
company
that
I
was
talking
about
that
wrote.
The
letter
actually
does
not
serve
liquor.
It
just
sells
it
and
I
think
that
makes
it
a
little
easier
to
consider
an
exception.
B
Well,
we
do
not
have
that
exception
for
internal
training
courses
built-in
into
this
and
again
I'd
be
concerned
that
all
of
a
sudden
we'd
have
lots
of
people
saying
well
I
want
that
too,
and
as
to
selling
for
off
the
premises.
We
know
that
many
of
our
of
our
violations
occur
in
package
liquor,
also,
so
that
that's
not
a
guarantee
that
we
don't
need
Bassitt
training,
because
part
of
that
not
all
of
it
has
to
do
with
checking
IDs
and
recognizing
fraudulent
IDs
other
questions.
B
Okay,
we'll
go
ahead
and
take
a
voice
vote
on
on
this
or
not
a
voice
vote.
A
roll
call
vote
on
this
ordinance.
Yes,
vote
is
in
approval
the
audience
ordinance
but
recognize
that
this
is
dipping
our
toe
in
the
water,
and
that
certainly
would
be
something
that
could
be
changed
after
we
experiment
with
this
a
little
bit,
creating
some
exceptions
if
they're
necessary,
but
also
possibly
making
it
more
stringent,
as
they
training
become
more
Universal.
D
B
B
J
Answer
is
yes,
as
as
indicated
in
the
staff
backup
report,
we
had
two
bidders
start
excavating
row.
Construction
start
excavating
came
in
with
as
the
apparent
low
bidder,
with
1
million
thirty
nine
thousand
eight
hundred
and
forty
two
dollars
and
thirty
five
cents.
However,
our
request
tonight
is
for
the
city
council
to
award
the
construction
contract
to
start
excavating
Inc
in
the
amount
of
not
to
exceed
1
million
dollars.
J
J
That
is
an
agreement
with
the
city
and
again,
as
the
council's
indicated,
we
do
believe
that
John
Kennedy
the
parks
and
rec
cultural
arts
director
and
his
staff
believe
that
there's
additional
items
that
can
be
removed
from
that
contracts
to
bring
it
in
line
at
no
more
than
1
million
dollars
already
city
staff,
Parks
and
Rec
staff
will
be
doing
some
work.
Some
in-kind
and
keep
in
mind
that
there
is
also
some
elements
of
the
project
which
will
not
be
built
till
some
future
point
in
time.
J
So
with
that
I'd
just
like
to
again
indicate
that
the
our
recommendation
tonight
is
that
you
award
the
Eagle
view
park,
construction
to
start
excavating
Inc
in
an
amount
not
to
exceed
1
million
dollars,
and
the
mayor
and
city
clerk
be
authorized
to
execute
the
necessary
documents.
Mr.
Kennedy
is
here
tonight
to
help
answer
any
other
questions
you
might
have
of
the
contract
of
the
project
in
general.
B
B
I
I
B
M
B
Take
it:
okay,
it's
been
moved
and
seconded.
Now
we
can
go
into
full
fledge
discussion
and
debate
if
anybody
wishes
to
do
so.
Of
course,
we've
we've
hashed
through
the
desirability
of
doing
this.
This
is
just
more
matter
now
that
we
decide
we're
going
to
do
it
are
we?
Are
we
comfortable
with
awarding
this
contract.
B
B
B
B
That
we
maintain
the
trust
of
employees
and,
quite
frankly,
I-
don't
think
our
employees
have
trusted
us
on
this.
One
there's
a
feeling
that
what's
the
city
trying
to
do
to
us
I
hear
some
of
that
was
brought
about
by
the
fact
that
the
statement
or
the
policy
that
was
developed
by
the
city
manager
and
his
staff
was
very
complex
and
I.
Think
many
people
said
this
isn't
manage
competition.
This
is
just
a
recipe
for
outsourcing
and
that
concerns
us.
B
On
the
other
hand,
I
don't
think
that's
what
the
council
intended
this
was.
This
is
not
supposed
to
be
automatic
outsourcing
and
if
there
has
been,
if
that
has
been
communicated
to
employees,
that
is
wrong
now,
under
under
the
obligations
of
the
City
Council,
to
spend
taxpayers
dollars
responsibly.
Could
that
ever
result
in
employees
being
let
go
in
accordance
with
their
contracts
or
could
it
result
in
a
contract
moving
the
outside?
B
Absolutely
you
know
that
is
a
possibility,
and
we
have
to
admit
that
now
what
we
really
want
to
do
with
this
is
something
that
we
think
our
taxpayers
and
voters
expect
us
to
do
and
as
spend
their
dollars
responsibly.
How
does
that
mean
it
has
to
be
spent
with
contractors?
No,
does
that
mean
that
we
need
to
work
with
our
employees
to.
B
B
Now
the
one
thing
that
while
we
didn't
call
it
managed
competition
I,
remember
going
back
a
few
years
as
mayor
we
had
an
outside
contractor,
it
was
called
lifeline
ambulance
and
lifeline
was
a
private
company.
It
was
operated
by
the
two
hospitals
in
the
city
of
Bloomington
and
they
were
providing
paramedic
services
and
what
would
happen
if
there
was
a
call
to
ambiences
would
show
up
one
from
the
city
in
case
it
was
a
minor
case
and
one
from
lifeline.
B
One
of
those
ambulances
went
home
empty.
That
was
very
inefficient
and,
not
surprisingly,
lifeline
said,
you
know
we're
losing
a
million
dollars
a
year.
We
just
can't
keep
doing
this,
so
we
looked
at
that
and
said
you
know.
We
think
our
own
employees,
our
own
Fire
Department
people,
can
do
a
better
job
than
an
outside
contractor.
B
We
got
training
for
our
firefighters.
In
fact,
every
every
new
firefighter
now
has
to
have
paramedic
training
and
that
work
that
was
formally
done
by
contractors
is
now
more
efficient.
They
done
by
city
employees.
Now
again,
could
it
work
the
other
way?
Yes,
it
could,
but
I
think
every
one
of
us
has
had
the
expectation
that,
whether
it
be
a
contractor
or
whether
it
be
employees
doing
the
work
that
we
owe
an
obligation.
If
we
find
something's
inefficient
to
sit
down
with
that
contractor
the
employees
and
say.
B
B
We're
never
going
to
get
trust
or
I
have
a
partnership.
If
we
don't
listen
to
each
other
I
think
you
understand
that
the
city
owes
an
obligation
to
the
taxpayers
to
do
things
as
efficiently
as
possible.
At
the
same
time,
I
think
we
understand
that
most.
If
not
all
of
you
take
pride
in
the
work
you
do
these.
B
So
my
conclusion
was
that
we
needed
to
get
away
from
the
complex
statement
that
seemed
to
be,
as
I
said,
some
people
considered
a
recipe
for
outsourcing
and
just
kind
of
move
back
to
something
basic.
That
says,
as
I
told
mayor,
elect,
renner
and
I
think
he
repeated
in
the
paper
today,
more
motherhood
and
apple
pie,
things
that
the
people
would
say
well
of
course,
and
use
that
as
a
foundation
and
kind
of
retrenched
and
hope
that
we
can
trust
each
other
with
with
with
a
new
mayor
coming
in
and
so
on.
B
One
that
I
know
has
enjoyed
widespread
union
support
and
so
on.
I
hope
that
Mayor
elect
Renner
will
use
that
position
to
build
trust
with
our
employees,
something
that
I've
had
apparently
some
difficulty
doing
and
again
I
wish
I
could
see
this
through
I
would
love
to
have
us
show
employees
that
this
can
work,
that
we
can
be
partners,
but
it's
going
to
fall
to
a
new
mayor
who
I
think
you
have
had
some
crusty
end,
because,
maybe
not
all
of
you
but
I
know
a
number
of
you
supported
mayor,
Elektra
Brenner.
B
So
with
that
I'm
going
to
basically
we've
got
two
alternatives
for
you.
One
is
the
original
thing
that's
been
considered
by
the
council
before
it's
been
slightly
modified
because
it
has
to
reflect
collective
bargaining
agreements.
The
other
is
a
much
shorter,
very
simplistic
statement
that
we
need
to
work
together
and
find
ways
to
efficiently
do
our
jobs,
which
could
result
in
outsourcing
again
I,
don't
want
to
say
that
would
but
things
like
the
garbage
collection
services.
B
You
know
we're
talking
about
solid
waste
and
I
guess
I
can
say
to
say
this
since
I'm
not
going
there,
but
I
honestly
would
be
very,
very
surprised
if
we
found
a
private
contractor
to
do
that.
Yes,
we'll
look,
but
I'm
predicting
and
I
may
be
wrong,
I'm
predicting
that
we
will
do
the
same
thing
we
did
with
a
recycling.
B
We
will
find
more
efficient
ways
to
do
this
with
our
existing
employee
force
and
if,
if
we
have
a
policy
in
place
and
employees
see
that
that
is
being
applied
in
that
way,
I
hope
that
will
help
build
some
trust
so
I'm
out
on
the
one
now
so
with
that
I
think
I
would
ask
if
other
councilmen
David.
Do
you
want
to
make
any
additional
statements
on
this
and
then
we'll
ask
council
members
very.
J
Briefly,
I
just
shared
with
you
just
a
two-page
document
that
our
Alex
McElroy,
our
assistant
to
the
city
manager,
brought
back
from
last
Thursday
Northern
Illinois
University,
put
on
a
alternative
service
delivery
workshop
and
I
asked
I
like
to
attend
that,
and
he
brought
back
some
information,
but
I
think
this
kind
of
helps.
It
may
be
correcting
I,
think
statements
that
have
been
made
out
in
the
public
and
and
to
answer
the
first
having
to
do
with
you
know.
Would
this
mean
that
every
job
is
going
to
be
on
the
line
every
year?
J
No,
it
doesn't.
If
you
look
at
Carrollton
Texas,
one
thing
that
they
did
is
is,
and
frankly,
we've
spoken
to
that
city
manager
quite
a
bit,
but
one
thing
we
were
really
impressed
with
their
process,
which
I've
shared
with
many
of
the
employees,
is
that
it
is
a
very
much
a
long-term
process.
In
fact,
very
few
of
the
services
ever
got
outsourced.
This
shows
out
of
15
programs
that
they
evaluated
only
three
actually
were
contracted
down.
J
The
reality
is
also
that
even
staff
can
only
take
on
maybe
three,
you
know
or
four
probably
at
the
most
programs
to
look
at
each
and
every
year,
because
it
is
a
complex
process
to
look
at
the
costs
and
to
really
be
open
and
transparent
with
what
our
in-house
costs,
what
are
outside
costs
and
as
you,
the
City
Council,
is
asked.
You
know,
let's
look
not
just
at
the
public
sector,
but
the
private
sector,
but
that
helps
kind
of
point
out.
J
One
and
and
even
I,
think
in
Carrollton
has
taken
them
10
years
to
kind
of
go
throughout
the
entire
city,
and
one
thing
they
really
stress
coming
from
the
standpoint
of
employee
collaboration
once
the
research
is
done
and
they
have
a
good
handle
on
water,
the
cost
both
in-house
outside.
Then
they
work
with
the
employees
to
see
you
know.
J
Is
there
anything
that
can
be
done
to
help
us
internally
be
competitive
and
many
times
there
has
been
ideas
and
things
done
by
the
employees
by
the
unions
to
make
changes
to
become
competitive
and
when
those
that
result
has
been
achieved
and
that,
maybe,
over
years
time
or
maybe
longer
the
report
goes
to
the
council
and
down
there.
You
know,
except
in
three
cases
the
council
said
you
know
what
we're
comfortable,
that
we've
become
competitive.
J
Let's
keep
the
operation
in-house,
but
it
has
also
I
think
implemented
kind
of
a
cultural
shift
in
that
in
this
day
and
age,
as
we
all
see
throughout
the
nation
and
now
globally.
There's
that
ongoing,
continuous
need.
You
know
from
an
organization
culture
to
look
at.
How
can
we
continue
to
improve?
How
can
we
continue
to
be
more
efficient,
more
effective
to
help
achieve
a
very
high
customer
service
standard
for
our
customers
and
mayor,
like
you
said,
we
have
very
high.
J
J
Second
thing
I
think
it's
important
to
point
out
that
all
positions
would
be
looked
at,
including
my
office,
legal
HR
and
the
information
we
shared
with
the
legal
is:
there
is
no
sacred
cow
with
managed
competition,
and
even
tonight
you
know
you
approved
my
contract.
You
can
disapprove
my
contract,
you
know
I'm
a
contract
employee,
but
it's
I
think
that's
important.
To
restate
to
the
employees.
Is
we've
always
said
that
there
is
no
position,
no
program
that
would
not
be
looked
at,
so
there
is
no,
you
know,
exceptions
to
the
rule.
J
Be
that
as
it
may
it.
You
know,
I
think.
It's
also
interesting.
Look
at
just
this
little
piece
of
information.
It's
one
of
the
major
cities,
biggest
city
San
Diego,
actually
had
two
public
referendums
where
they
were.
You
know
it
took
probably
six
seven
years
before
they
could
even
get
up
and
going,
but
it
again
it
I
think.
Maybe
a
lot
of
the
attention,
maybe
is
fixated
on
the
term
that
mayor,
like
you,
said
in
this
day
and
age
with
what
you
and
I
and
I
think
even
our
employees
have
heard
from
the
taxpayers.
J
J
Don't
raise
my
taxes,
you
know
you
continue
to
to
be
innovative
to
be
creative,
just
like
the
private
sector
is
having
to
do
because
of
the
hyper
competitive
nature
of
what
we're
seeing
and
and
unfortunately,
now
we're
in
a
global
competitive
from
an
economic
standpoint,
we're
competing
for
businesses
on
a
global
scale
to
not
only
stay
in
Illinois
but
hopefully
someday.
You
know
begin
to
come
back
to
Illinois
like
that
used
to
be
mayor.
J
B
And
and
again
David,
what
I'm
trying
to
do
here
is
to
retrench
and
say:
let's
agree
on
some
basic
foundational
principles
that
everybody
says.
Of
course,
we
have
pride
in
our
jobs.
Of
course
we
want
to
be
efficient.
Of
course
we
want
to
provide
the
best
services
of
any
city
in
Illinois,
so
that
people
will
move
here
in
our
city
will
grow
and
prosper.
B
I
It's
probably
important
that
we
note
when
we're
looking
to
hire
new
employees.
Several
councilmen
have
asked
that
we
look
at
contract,
employees
and
I.
Think
that's
a
good
idea.
We
will
do
that
right.
City
manager,
yeah
I,
thought
so
that
effectively
is
managed
competition.
Let's
do
this
in
the
most
efficient
way
possible.
I
Also
mayor,
you
mentioned
that
we
need
to
make
sure
that
our
employees
who
we
value
are
being
given
an
opportunity
to
be
competitive
and
I.
Think
we
did
that
in
in
the
recycling
where
we
spent
over
a
million
$100,000
on
new
vehicles
so
that
our
people
could
be
more
efficient
and
if
we
made
a
comparison
to
our
staff
versus
an
outside
source,
we're
comparing
the
most
efficient
possible
inside
versus
outside
and
we're
looking
at
doing
something
with
garbage
trucks.
J
Mayor
I
just
had
one
thing:
I
I
just
wanted
for
the
record
I
think
it's
important
to
point
out.
The
city
will
be
spending
upwards
between
five
and
six
million
dollars
on
solid
mate
waste
automation,
new
equipment,
new
carts
and
one
of
the
results
we
hope
to
get
is
not
only
having
a
safer
operation
for
our
employees,
but
even
a
more
cost
efficient.
J
B
N
Well,
I
think
you
heard
Dan
Rutherford
speak
a
little
bit
to
my
tonight
about
the
state
of
Illinois
financial
situation.
There
97
billion
media
mentioned
this
number
97
billion
dollars
in
unfunded
pensions.
City
Bloomington
is
about
120
million
dollars
in
unfunded
pensions.
So
anytime
that
you
look
at
how
to
make
a
government
more
efficient.
You
have
to
look
at
all
the
aspects
in
2009.
I
did
look
at
all
my
institute
policy.
They
sent
me
a
email.
E
N
Looked
really
good
as
far
as
what
Glenview
had
accomplished
up
in
the
Chicago
suburb
area,
so
I
called
Todd,
Hale
and
I
made
appointment
to
go
visit
him.
He
gave
me
a
half
hour
on
the
phone
when
I
got
there,
we
spent
about
three
and
a
half
hours
talking
about
managed
competition,
what
it
was,
what
it
wasn't
and
how
actually
it
worked
and
what
was
important
about
doing
it.
N
They
were
five
million
dollars
in
debt
facing
a
big
problem
of
layoffs
and
other
things
that
we
faced
that
same
problem
back
in
about
2008
were
we
were
five
million
dollars
in
the
hole
and
we
decided
to
do
the
early
retirement
incentive,
which
cost
us
about
ten
million
dollars
upfront,
but
really
overall
cost
about
five
million
dollars
and
the
reason
we
did
that
is.
We
didn't
want
to
layoff
70
young
workers.
N
We
would
rather
entice
the
older
workers
to
leave
rather
than
layoff
70
young
employees
younger
employees,
so
that
was
the
the
process
we
looked
at
there
what's
gonna
happen
when
Illinois,
in
my
opinion,
just
my
opinion
that
they're
gonna
try
to
take
as
much
money
as
they
can't
away
from.
It's
about
two
million
dollars.
N
The
the
pension
plan
should
be
funded
about
four
and
a
half
million
dollars
more
next
year,
so
if
he
had
the
five
million
we're
putting
in
for
the
police
and
fire
along
with
the
four
and
a
half
million
or
five
million,
let's
see
just
round
it
off
to
an
easy
ten.
You
got
to
come
up
with
ten
million
dollars
next
year
that
you
don't
have
right
now.
Okay,
so
that's
why
you
look
at
things
like
this
in
nature
to
say
how
can
we
minimize
the
amount
of
outlay
of
money
to
supply
the
services?
N
What
is
it
we're
going
to
do
to
either
make
them
work
easier
on
the
budget
or
that
we?
We
look
at
other
sources
to
try
to
figure
out
how
to
provide
those
services
without
weighing
out
the
money
and
also
the
pension
plans.
Pension
plans
are
our
120
million.
You
would
like
to
get
your
pension
when
you
retire.
The
question
is:
will
that
money
be
there
and
how
do
you
put
the
money
there
in
order?
N
You
have
a
pension
when
you
want
it,
whether
it's
police
fire
public
service,
okay,
so
I
did
call
Todd
today
and
Todd
Holloman
I
called
him
on
phone
and
Glenview.
He
answered
man
to
the
you
know,
secretary
answered
and
and
I
asked
I
want
to
talk
with
him
and
tell
him
who
I
was
and
what
I
want
to
talk
about,
and
so
a
few
minutes
later
he
I
got
on
the
phone
with
him
and
he
said
that
the
plan
up
there,
the
managed
competition
is
working
well
and
in
one
view
they
have
a
sustainable
budget.
N
They
have
a
CIP
project
between
15
and
20
million
dollars
each
year
and
they
pay
cash.
They
don't
have
a
bond
debt,
they
just
pay
for
their
road
work,
they
just
pay
for
it.
They
have
a
communication
center.
They
they
put
in
a
few
years
ago.
They
have
four
cities,
they
now
take
calls
for
and
it
is
running
profitable
their
communication
center.
N
Here's
how
much
it
provides
if
somebody
else
provides
it
outside
the
city,
okay,
and
then
you
can
make
adjustments
and
you
make
decisions
based
on
what
you
know
to
be
fact
and
truth
of
what
it
cost
for
you
to
provide
it,
what
it
cost
for
somebody
else
to
provided.
Okay,
but
I
will
make
a
compromise
tonight
and
vote
for
B
because
it
does
lay
the
groundwork
to
look
at
managed
competition.
Look
at
the
way
that
we
can
economize
our
way.
We
deliver
services
in
all
levels.
N
All
departments,
not
just
public
service,
not
just
snow
shoveling,
not
just
sweeping
streets
but
also
in
finance
Glenview,
has
just
recently
have
their
inspection
department
in
their
finance
department.
It's
totally.
It's
totally
has
somebody
else
handle
it
and
it
is
more
efficient
for
their
budget
to
have
somebody
else,
do
their
finances
and
their
inspections.
Okay.
So
there
is
other
cities
that
we
had
this
handout
from
David
today
on
there
then
there's
another
city
that
he
talked
about.
Also
on
the
phone
gray,
Lake
gray,
Lake
a
great
lake
doesn't
even
have
a
bond
debt
at
all.
N
They
totally
are
debt
free
and
when
they
want
to
do
something
on
a
project,
they
just
have
the
money
in
the
general
fund
and
pay
for
it.
They
don't
even
have
a
bond
debt
once
so
they're
totally
desperate
Grayslake,
and
they
also
have
their
phone
calls
taken
by
Glenview
for
their
emergency
services.
So
that's,
basically
what
I
wanted
to
say
tonight
was
that
manage
competition,
I
believe
from
o.9
and
I'm,
the
one
that
went
up
the
Glenview
and
talked
to
their
city
manager
and
assistant
city
manager
brought
the
information
back
to
the
council.
N
We
have
been
discussing
it
for
three
years.
Obviously
they
took
four
years
to
implement
it
in
Glenview
and
they're
still
implementing
some
managed
competition.
Okay,
they
look
at
all
departments,
they're
continually
monitoring
what
they
do,
what
they
supply
to
their
city,
the
people
that
are
on
the
council.
Therefore,
trustees
say
we
want
to
run
this
city
like
a
business
just
like
our
own
businesses.
N
We
have
we
run
in
the
city
like
a
business
to
where
the
citizens
know
what
they're
getting
for
their
money
and
they
they
want
to
make
sure
their
taxes
know
continually
going
up.
All
the
time
they
want
to
make
sure
that,
indeed,
you
get
a
very
good
bang
for
their
buck
and
what
they're
being
taxed
on
their
houses.
For
so
that's
it
Thank
You.
H
O
Mayor
the
last
couple
months,
I've
I've
talked
to
you
a
lot
of
the
residents
of
the
city
of
Bloomington,
including
a
lot
of
city
workers
and
I.
Think
that
one
thing
that
we
need
to
recognize.
That
is
that
never
once
in
those
conversations
that
I
talked
to
anybody
who
is
unhappy
with
our
city
services
and
our
city
workers,
and
we
need
to
be
very
clear
that
the
high
quality
that
we
deliver
to
the
residents.
Yes,
we've
got
a
responsibility.
O
Our
residents
to
spend
our
money
wisely
and
I
think
that
one
of
the
reasons
why,
while
I
couldn't
have
supported
an
alternative,
a
I
can't
support
alternative
B
is
because
the
line
in
there
we
will,
in
partnership
with
employees
and
contractors,
and
the
partnership
being
the
key
word
there.
You
hinted
on
that.
O
L
B
L
P
When
I
came
in,
I
took
a
look
at
both
alternatives
and
I.
Think
initially,
I
looked
at
the
C
council
statement
on
improved
delivery
of
city
services
and
as
I
listened
to
the
conversation
tonight,
it
reminded
me
of
why
this
got
derailed
in
the
first
place,
because
of
sometimes
the
use
of
terminology.
P
P
But
I
have
to
say
in
listening
to
the
conversation.
I
think
there's
a
need
for
clarification
in
addition
to
the
issue
of
terminology
that
I
mentioned,
because
it
seems
like
both
are
being
used
back
and
forth
and
and
and
that
lends
itself
to
to
confusion
so
I'm
gonna
hang
on
to
the
idea
of
partnership
and
that
we're
working,
we
would
be
working
as
a
partnership
with
city
employees
to
achieve
what
we
we
want
to
do
and
I
do
think
that
the
you
know
just
like
may
start
to
say
that
our
employees
eventually
will
prevail.
Q
The
alternative
B
which
has
been
presented
to
us
you
know
there's
a
lot
of
language
in
there.
That
I
think
is.
Actually
you
know
it's
in
some
of
the
documents
that
we've
worked
on
and
similar
to
some
strategic
plan.
Language
I
think
we
talk
a
lot
about
being
committed
to
effective,
efficient
government
being
a
good
steward
to
the
taxpayer
dollar
and
so
on
and
I
agree
completely
that
we
do
need
to
explore
solutions
for
financially
healthy
City.
Q
But
I,
don't
think
you
get
there
in
a
paragraph
and
when
you
sit
down
at
the
table,
I
don't
want
us
to
be
bound
by
this
language.
That's
here,
I,
don't
think
that
that
is
what's
going
to
propel
us
into
innovation.
I,
don't
think
that
that's
what's
going
to
propel
us
into
a
new,
financially
healthy,
Bloomington
I,
think
we've
got
a
lot
of
people
that
want
to
get
there
and
know
that
we
need
to
get
there,
but
I.
Q
Don't
necessarily
want
to
see
a
sit
down
found
to
this
this
paragraph,
which
I'm
sure
we
would
all
wordsmith
a
different
way.
We
would
all
read
different
things
into
it
or
out
of
it,
but
the
bottom
line
is
it's
not
going
to
create
trust?
It's
not
going
to
create
empowerment,
it's
not
going
to
lead
us
down
the
path
to
innovation.
Q
Those
are
big
ideas
and
those
are
things
that
that
I
think
a
lot
of
us
want
to
do,
but
to
me
they
they're
done
in
a
different
way,
and
so,
while
I'm
not
sure
what
the
future
holds.
I
think
that
this
concept
is
past,
its
prime,
that
the
new
city
manager
and
the
City
Council
need
to
carefully
examine
this
issue
and
a
lot
of
other
issues
which
are
going
to
take
us
down
the
road
to
a
financially
healthy
Bloomington,
but
I
will
be
voting
against
both
option,
A
or
B
tonight.
H
I
We
I'll
be
supportive
of
option.
B,
alternative,
B
I
think
it's
a
good
compromise
to
the
efforts
that
we've
been
working
with
and
I.
Think
it's
a
good
compromise
to
be
fair
to
our
employees
in
our
residents,
but
whatever
you
want
to
call
it,
how
to
I,
don't
know
if
alternative
B
will
pass
or
not,
but
regardless
of
what
we
might
adopt.
I
think
it
has
to
be
studied
through
the
joint
effort
of
city
administration,
our
valued
employees
in
our
residents.
It's
a
it's!
I
A
team
project
and
I
really
believe
it
can
be
a
win-win
situation,
win-win
opportunity
for
employees
and
residents
alike,
and
somehow
we
need
to
turn
the
corner
on
this,
that
it
does
not
have
to
be
a
contentious
or
an
adversarial
situation.
We
need
to
turn
the
corner
on
that
I
think
working
together
to
do
that.
I
do
think
that
not
addressing
the
situation
would
be
a
great
disservice
to
our
current
employees,
our
future
employees
and
our
residents.
So
we
need
to
move
forward
in
some
fashion.
I
Change
is
happening
in
the
private
sector.
It's
happening
in
the
public
sector
faster
than
any
of
us
have
ever
seen
in
our
lifetimes
and
I
agree
with
Jennifer
in
a
lot
of
respects
that
we're
gonna
look
differently
a
year
from
now
and
five
years
from
now,
but
I
think
be,
is
a
good
compromise
and
I
hope
that
we
can
turn
the
corner
on
working
together,
working
smart
and
making
progress.
C
I'll
be
brief,
because
this
is
really
been
prolonged
and
I.
Just
I
cannot
imagine
the
years
that
we
spent
on
this
and
we're
and
what
it's
really
what
it's
really
done.
The
truth
is
this
is
about
alternative.
B
is
about
quality
at
a
good
cost,
I
mean
it's.
It's
a
no-brainer,
it's
very
simple:
there's
not
a
person
here
in
the
room
tonight
who
doesn't
want
quality
at
a
low
cost.
They
want.
They
want
to
provide
that
in
the
city.
They
want
it
for
themselves
as
citizens
as
homeowners
as
taxpayers.
C
We
all
want
it's
already
happening.
In
fact,
I
learned
today
about
some
of
our
new
recycling
carts
and
how
many
more
tons
did
I
hear
a
million
a
month,
something
like
that
of
recycling
that
we
are
now
getting
in
the
city
of
limited.
We
have
increased
our
the
amount
of
recycle
dramatically,
which,
as
anyone
you
know,
who's
been
around
much
know,
is
something
that
I
haven't
talked
about
for
a
very
long
time.
It
you
know,
pay
as
you
throw
it.
This
isn't
paying
as
you
throw,
but
it's
moving
in
that
direction.
C
We
are
now
getting
money,
we're
making
money,
even
if
it
is
only
$16
a
ton
for
recycle
for
material
that
we
would
have
paid
to
dispose
of
it's
a
no-brainer.
It's
a
lot
more
value.
This
is
coming
from
our
city
workers.
It's
coming
from
a
good
plan,
a
way
to
move
forward
and
I
applaud.
You
know
our
city
manager,
all
of
all
of
our
public
works
people.
C
Everyone
who's
worked
to
make
this
happen,
it's
already
happening
and
we
can
go
and
and
by
the
way,
I
completely
agree
with
alderman
Massey
on
citizens
are
happy
with
this
service
and
one
of
the
key
components
I
mean
we
can
look
at
studies
all
day.
I've
looked
at
a
lot
of
cities.
I've
looked
at
a
lot
of
studies.
I've
read
a
lot
of
the
literature
on
this.
One
of
the
key
components
is:
how
happy
are
how
good
is
the
service
we're
getting
the
service
we're
getting
and,
in
my
view,
is
excellent.
C
It's
one
of
the
things
I
constantly
hear
people
are
happy
with
they
might
you
know
they
might
want
it
rearranged
or
want
more
of
it
or
want
something
a
little
different,
but
they're
happy
with
what
the
Public
Works
Department
is
delivering
and
I
I
also
want
to
say
that
we
can
look
at
cities
all
day.
Glenview
is
a
very
wealthy
North,
Shore
suburb,
surrounded
by
other
communities.
C
We're
not
blendy
we're
not
phoenix.
We're
not.
You
know,
I
think
we
can
look
at
cities
all
day,
but
what
does
it
mean
here
in
Bloomington?
We're
a
very
different
community
in
Glenview
they've
got
call
centers
all
around
them.
You
know
they
get.
They've
got
dozens
of
community
we're
kind
of
a
standalone.
We
have
normal,
but
we're
camel
anemic
and.
C
It'd,
you
all
get
a
chance
to
read
it.
The
term
shouldn't
even
come
anywhere
near
this.
This
is
quality
for
at
a
cost.
It's
it's
a
no-brainer,
but
still
in
all
I
think
I
agree
with
Jennifer.
This
doesn't
mean
anything.
It
doesn't
move
us
forward.
It
says
it's
just
a
way
to
say:
gosh
we
passed
something
whether
you
know
it
had
any
real
meaning
and
I.
Don't
think
this
is
going
to
move
us
anywhere.
It's
just
a
paragraph
about
you
know
it's
kind
of
like
motherhood
and
apple
pie.
C
Are
you
for
it
yeah
I
guess,
but
the
process
I
think
is
has
been
in
my
view,
mismanaged
it
has.
It
has
hurt
city
morale
upon
which
you
can
put
no
price,
no
price,
so
I'm
gonna
vote
no
on
this
as
well,
but
I
want
to
assure
everyone
here
tonight,
who's
looking
at
their
lives,
their
families,
their
futures
that,
as
I've
said
before
the
next
City
Council,
the
next
mayor
and
so
on.
Will
you
know
we'll
be
dealing
with
this
whole
issues,
and
this
is
kind
of,
in
my
view,
meaningless.
So
thank
you.
B
Seeing
none
we'll
go
ahead
and
again
take
a
roll
call
vote
on
this.
A
yes
vote.
The
motion
is
to
adopt
alternative
B,
City
Council
statement
on
improved
delivery
of
city
services
that
some
people
have
said.
Motherhood
in
apple-pie
I've
used
that
term
myself,
but
as
a
foundation
for
moving
forth
to
make
our
city
a
better
place
and
help
improve
trust
between
the
city,
employees.
B
I
just
hope
that
we
can
rebuild
that
trust
and
I
hope
that
you
will
try
to
trust
us
and
we
will
try
to
have
more
trust
for
you
in
the
future
and
that
we
will
make
this
city
a
great
place
for
our
taxpayers
and
make
prosperity
for
all
of
us
that
that's
really
it
sounds
like
motherhood
and
apple
pie,
but
that's
really
what
we
want
to
do.
So.
Thank
you
all
for
attending.
B
J
Very
briefly,
the
swearing-in
ceremony
for
the
newly
elected
and
those
who
were
elected
to
a
new
term
will
take
place
on
May,
1st
and
5
p.m.
here
in
the
council
chambers,
and
we
just
sent
out
an
email.
Today
we
are
looking
at
the
City
Council's
first
work
session
on
that
Oh
help
me
now
that
first
Monday
I
think
that's
yeah
at
6
o'clock,
yeah
starting
at
4:30,
so
that
seemed
to
be
the
best
night.
You
know
for
all
the
newly
elected
City
Council
members
for
that
first
workshop.
So,
but
we
didn't
send
that
out.
J
B
B
N
N
I've
learned
a
lot
sitting
up
here
learned
a
lot
about
the
city
council
members
and
what
their
great
abilities
are,
and
you
had
a
chance
to
learn
a
lot
of
things
up
here
in
eight
years
and
learned
a
lot
about
the
city
that
I
never
really
had
any,
really
understanding
until
you
got
in
office.
You
think
you
do,
but
when,
when
you
really
in
office-
and
you
really
see
right
along
with
the
policemen
or
as
though
the
fire
stations
or
non-public
service
or
whatever
it
may
be,
you
just
learn
a
lot
about.
N
B
I,
say
that
because
you
need
to
understand
that
being
mayor
or
serving
on
the
council
even
to
a
great
extent,
runs
your
life
I
fortunate
I'm,
very,
very
fortunate
to
have
been
mayor
here
in
Bloomington
I
can
think
of
in
talking
with
mayor's
around
the
country
and
so
on.
I
realize
how
lucky
I
am
to
be
here
and
not
in
some
places
not
to
take
on
anybody,
but
he
st.
Louis
or
or
something
like
that.
Now,
the
timing
of
my
term,
maybe
wasn't
so
great.
You
know
the
growth
had
had
slowed
down.
B
B
B
I
hope
our
citizens
I
hope.
Everybody
in
here
understands
that
we
must,
by
necessity,
compromise
and
balance
or
we're
not
going
to
get
anyplace.
We
can't
do
it
all,
but
we
can't
sit
still
either
we
the
future
of
our
city
and
our
quality
of
life
in
this
city,
all
of
our
even
our
employees,
livelihoods
are
entrusted
to
us
and
what
we
do
up
here
and
how
that
impacts
the
future,
and
we
have
accomplished
much
I'm
not
going
to
spend
a
lot
of
time.
B
B
We've
increased
some
fees,
but
more
recently,
we've
increased
the
property
tax
levy,
which
I
think
I've
heard
from
homeowners.
They
do
appreciate
that
our
road
resurfacing
budget,
which
when
I
came
in,
was
one
half
of
a
million
dollars
per
year.
That
was
not
nearly
adequate.
We
have
increased
that
to
four
million
dollars
a
year
and
beyond
that,
we've
done
major
constructions
of
streets.
I.
B
Think
last
year
we
spent
like
over
six
million
in
total,
so
four
million
of
that
being
resurfacing
and
another
two
million
we've
done
streets
like
Towanda
Avenue,
Arlen,
Grove,
Road,
Morris,
Avenue,
Lincoln
Lafayette
streets
over
the
years,
we've
improved,
pothole
patching
techniques,
as
performed
by
city
employees.
We
went
out
and
bought
new
equipment
and
our
pothole
patching
some
of
the
advanced
techniques
are
much
better
than
they
would
have
been
and
avoided
having
to
go
out
to
a
contractor.
So
there's
another
example:
we've
done
some
air
serve
major
sewer
projects
downtown
and
then
are
almost
completed.
B
Ten
million
dollar
East
Side
sewer
project,
which
has
been
sitting
there
for
years
and
years
waiting
to
get
done.
Our
sewer
fund
does
still
have
a
negative
balance,
but
it
will
be
in
the
black
by
2014.
It
is
recovering
we've
constructed
or
conducted
groundwater
exploration
projects
to
the
north
and
west,
and
that's
resulted
in
the
selection
of
a
well-filled
in
the
southwest
part
of
the
city
that
we
are
testing
to
make
sure
that
we
can
draw
water
from
it
over
a
long
term
and
don't
make
people's
Wells
go
right.
B
We
should
assuming
the
tests
come
out
as
we
expect
them
to.
We
should
be
ready
to
add
wells
fairly
soon
and
in
fact
our
water
fund
is
in
the
black
and
has
a
healthy
balance
to
help
finance
that
so
we
don't
have
to
borrow.
We've
been
saving
our
dollars.
In
anticipation
of
that
last
year
we
survived
a
major
drought,
we
asked
we
did
say
if
people
can
serve
water
voluntarily,
that's
fine,
but
we
did
not
impose
any
water
restrictions
on
use
and-
and
we
survived
now,
of
course
it
rained.
B
Over
the
years
I've
been
mayor,
we've
opened
the
grow
up,
our
Bittner
Park
Tipton
Park
galyic
Park,
and
have
now
funded
Eagle
View
Park.
We
also
added
a
skatepark.
Remember
that
some
of
you
yeah
on
the
west
side,
we've
been
we've
improved,
many
parks,
the
major
one
being
a
million
or
$2
at
Miller
Park
in
the
zoo.
We've
done
a
lot
of
work
there
and
Holiday
Park
Pool.
We
completely
redid
that
we've
entered
into
partnerships
for
the
improvement
of
neighborhoods.
B
We've
now
gone
to
work
with
Habitat
for
Humanity,
and
we
still
have
grants
for
home
rehabilitation
to
help
preserve
our
older
neighborhoods
we've
invested
in
an
improved
downtown
environment.
Yet
we
preserved
our
history
there.
The
farmers
market
has
thrived
and
new
festivals
have
come
down
downtown.
The
Bruegel
is
a
great
example
of
something
new
and
we're
talking
about
the
possibility
of
a
bike
race
downtown.
We
finally
converted
to
new
digital
radio
system
police
have
built
a
model
Cyber
Crimes
Unit
that
other
cities
come
to
visit,
to
see
what
we
have
done
here.
B
They
say
even
the
FBI's,
and
we
have
a
great
program
here,
go
to
Bloomington
and
see
what
they've
done.
We've
adopted
new
ideas
for
policing
in
the
central
parts
of
the
city
for
use
and
we
have
reduced
crime
rates,
we
funded
new
technology,
advanced
systems,
remote
cameras
and
we've
added
more
police
officer
positions.
Our
fire
department
has
assumed
operation
of
the
paramedic
system,
which
is
now
more
responsive
and
efficient
than
it
was
under
a
private
contractor.
We
talked
about
that
earlier.
B
We
have
a
fire-training
Tower,
which
is
used
not
just
by
Bloomington
by
numerous
local
fire
departments,
we're
working
with
normal
and
discussions
over
cooperative
fire
protection,
especially
in
the
northeast
part
of
Bloomington
in
the
east
side
of
normal
there's,
a
lot
of
work
work
going
on
there
in
accordance
with
the
growth
projections.
In
the
comprehensive
plan
we
built
two
new
fire
stations,
although
I
have
to
say
I
wish
that
one
of
them
which
is
currently
vacant
had
been
built
on
the
northeast
rather
than
to
the
west.
B
But
it's
going
to
make
us
more
efficient
and
there's
a
big
investment
we're
having
to
make
in
that
we've
completely
replaced
and
modernized
our
city
website
and
we've
authorized
funds
for
the
additional
development
of
that
and
other
communications
methods.
Many
more
documents
are
now
on
the
website,
including
all
council
documents,
our
entire
thick
budget,
that
is,
that
high
in
case
somebody
wants
to
go
out
there.
You'd
have
to
be
crazy
to
want
to
spend
much
time
with
that,
but
it
is
there
and
we've
won
two
national
awards
for
our
financial
reporting.
B
We've
experimented
with
council
committees
and
currently
have
three
operator
to
try
to
make
our
meetings
more
efficient.
We've
developed
and
published
a
basic
strategy
that
was
referred
to
earlier
in
departments
now
have
mastered.
The
council
is
more
unified
and
we're
seeking
similar
goals.
There's
more
agreement
and
few
of
the
closer
votes
that
seem
to
be
all
too
common.
B
We're
handling
a
huge
increase
in
foi,
a
Freedom
of
Information
Act
request
almost
enough
to
occupy
a
complete
additional
employee,
there's
a
huge
increase
in,
and
that
takes
a
lot
of
time
from
our
clerk's
office.
But
we
can't
be
opposed
to
that
because
that's
one
way
that
people
find
out
what
is
happening
in
city
government
we've
eliminated
a
backlog
of
meeting
minutes
reporting,
even
though
we
report
much
more
detail
than
required.
B
Just
a
few
more
we've
implemented
citizen
voice
meetings,
CIMMYT
citizen
summit
meetings,
budget
sessions
retreats
more
retreats
which
one
of
what
you
just
talked
about
council
comment
sessions
here,
police
neighborhood
meetings
and
a
lot
of
things
that
allow
for
more
public
input.
I
think
there
can
be
more
done
there.
We've
collected
Sue's
opinion
through
surveys
and
communicated
through
our
water
bills.
B
Now
all
this
is
meant
that
our
city
of
Bloomington
has
continued
to
win
national
recognition
as
a
great
place
to
live,
work,
start
businesses
and
raise
families
we've
hit
awards
for
all
those
saying
that
we're
one
of
the
top
places
to
do
all
those
things
our
our
housing
values
have
remained
relatively
steady
and
foreclosure
rates
are
lower
than
most.
Our
unemployment
and
crime
rates
are
among
the
lowest
in
Illinois.
B
Our
family
incomes
are
better
than
most
similar
cities,
even
as
our
cost
of
living
is
almost
20%
lower
than
in
the
Chicago
area,
and
our
economy
has
rebounded
well.
Just
a
week
ago,
it
was
reported
that
Bloomington
right
here
at
this
town
alone,
our
retail,
is
increased
by
22
percent
in
2012
over
2011.
B
That's
not
something
the
mayor
and
city
manager
and
council
can
take
credit
for
completely
a
lot
of
that
has
to
do
with
all
of
our
citizens
and
I'm
glad
that
we're
seeing
that
prosperity
that
makes
a
difference
in
all
of
our
lives.
Now
we
do
have
more
to
do.
I
had
proposed
a
vision,
visioning
process.
B
B
B
Secondly,
and
I
hope
we'll
go
ahead
with
that
I
know
we
have
some
things
out
for
bid
and
I
regret.
The
fact
that
that
was
not
done
while
I
was
here,
because
that's
one
thing
I
did
say
and
during
my
campaign
last
time
that
I
wanted
to
do
and
it
hopefully
it
will
get
done,
but
not
under
my
watch
downtown
plan.
How
do
we
protect
a
vital
asset
of
our
community?
B
We
need
to
make
that
an
area
that
people
say
downtown
is
known
for
something
it's
a
destination
and
we
everybody
in
the
community
says
I'd
like
to
go
downtown
and
that
takes
some
planning.
We
have
challenges
in
our
infrastructure,
there's
a
lot
of
money
that
needs
to
be
spent,
but
we
have
certainly
gone
out
and
done
a
lot
of
cataloging
surveying
we're
sending
cameras
through
sewers.
B
So
we
understand
what
those
challenges
are
and
by
the
time
we
take
all
this
information
for
water
facilities,
parks,
sewer
and
we're
going
to
know
what
our
priorities
are
and
how
much
capital
is
going
to
be
required.
So
you,
as
a
city
council,
can
plan
for
those
a
big
part
of
that
would
be
the
water
supply
implementing
the
wells,
pensions.
We
have
city
employees
that
are
very
concerned,
and
we
heard
Dan
Rutherford
earlier
in
the
evening
talked
about
the
challenges
faced
in
the
state
of
Illinois.
B
We
have
to
have
a
plan
to
do
that,
and
many
of
you
on
the
council
said
that
repeatedly
yeah
I,
don't
think
anybody
in
here
disagrees
with
that.
However,
that
plan
has
to
have
some
basic
principles
attached
to
it.
We
must
keep
our
promises
to
employees.
The
entire
all
of
our
credibility
rests
on
that.
B
H
B
Finally,
I
want
to
mention
the
need
for
economic
development.
You
know
our
entire
prosperity
as
a
city,
our
quality
of
life,
that
we
all
enjoy
the
jobs
that
we
enjoy
all
rest
upon,
bringing
the
world's
dollars
in
here
as
part
of
our
economy.
Every
time
State
Farm
sells
a
policy
some
place,
some
of
that
money,
a
few
dollars
coming
back
here
to
Bloomington
and
that's
spent
in
our
community
and
creates
jobs
in
the
city
and
elsewhere.
Every
time
Mitsubishi
cells
not
lander,
support.
Some
of
that
comes
back
here.
B
B
B
There's
some
other
things
but
I'm
not
going
to
go
into
into
all
the
details
now,
as
for
me,
I'm
very
glad
I
did
this
I
wanted
to
leave
the
city
in
a
better
shape
than
I
found
it
and
I
hope
by
listing
some
of
these
things
that
convinced
that
we
working
as
a
team,
have
done
that
we've
done
a
lot.
We
just
haven't,
sat
down
and
looked
at
all
the
things
that
we
have
accomplished
in
ver
in
a
very
difficult
environment.
I
would
do
this
again,
but
I'll
tell
you.
B
It's
time,
in
addition,
it's
time
to
give
give
others
an
opportunity
and
get
some
new
energy
and
some
new
ideas
here
into
the
mayor's
office
and
in
the
City
Council
I
do
want
to
recognize
that
Kevin
Lauer
is
in
the
back
Kevin
Scott
black
and
Keary
Renner.
Three
new
members
of
the
City
Council
I
wish
each
and
every
one
of
you
and
the
council
members
that
are
remaining
the
very,
very
best
I
hope
you
continue.
The
tradition,
I
hope
you
you
really
take
off
and
make
this
city
look
good.
B
The
staff
and
employees
of
the
city
of
Lauren,
10
city
manager,
deputy
city
manager,
our
city,
clerk,
Tracy
and
all
the
directors
and
so
on
that
work,
but,
more
importantly,
the
employees
of
the
city
of
Bloomington.
We
make
all
the
promises
as
management
you
as
employees,
have
to
do
the
work
and
fulfillment
of
that,
and
that's
that
partnership.
That
I
was
talking
about
earlier.