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From YouTube: January 22, 2018 - City Council Meeting
Description
January 22, 2018 - City Council Meeting
http://www.cityblm.org
View meeting documentation:
http://www.cityblm.org/Home/Components/Calendar/Event/7981/17
Music by www.RoyaltyFreeKings.com
A
C
A
Thank
you
very
much.
We're
gonna
start
out
with
recognitions
and
appointments.
We
start
with
the
proclamation
declaring
the
centennial
of
the
first
world
war.
Now
my
kids
tell
me
I'm
old
as
dirt,
but
I
wasn't
even
around
then,
but
it
was
obviously
a
critical
moment
in
our
planets
history,
and
at
this
point,
do
we
have
someone
who's
with
us
to
come
forward
to
accept
the
proclamation.
Thank
you.
A
A
A
A
Traditional
public
schools,
public
magnet
schools,
private
charter
schools
and
non-public
schools
from
which
parents
can
choose
for
their
children
and
whereas
educational
variety
not
only
helps
to
diversify
our
economy,
but
also
enhances
the
vibrancy
of
our
community
and
whereas
Bloomington
has
many
high
quality
teaching
professionals
in
traditional
public
schools,
public
magnet
schools,
charter
schools
and
non-public
schools
who
are
committed
to
educating
our
children
and
whereas
school
choice.
Week
is
celebrated
across
the
country
by
millions
of
students,
parents,
educators,
schools
and
organizations
to
raise
the
awareness
and
need
for
effective
educational
options.
A
A
E
A
E
These
next
two
awards
are
actually
something
we
would
only
tend
to
give
one
of
in
a
year.
However,
when
we
ended
up
with
two
people
of
such
magnitude
as
these
two
people
have
in
the
preservation
community,
we
couldn't
give
an
award
to
one
person
and
then
not
the
other,
so
they
share
this
they're,
both
our
preservationist
of
the
year
this
year,
the
this
is
basically
a
lifetime-achievement
type
of
an
award.
So
that's
exactly
what
this
is.
We
have
two
people.
E
E
A
And
this
is
just
a
so
that
everyone
knows
if
you
were
not
at
the
Bloomington
Martin
Luther
King
jr.
award
that
was
produced
by
the
Bloomington
Normal
Human
Relations
Commission's
Jordan
Blythe
had
was
one
of
the
I
have
a
dream
award
Youth,
Lorenzo,
Marshall,
Xavier,
Higgins
and
I
have
a
dream:
adult
award
and
Andre
Hersey
I
have
a
dream.
Adult
award
and
I'ma
turn
this
over
to
Nicole.
Thank.
F
You
so
on
behalf
of
the
Bloomington
Human
Relations
Commission
I
would
like
to
recognize
this
year's
dr.
Martin
Luther
King,
Award
recipients.
It
is
a
tradition
that
the
Bloomington
Human
Relations
Commission
identifies
youth
and
adult
citizens
who
will
be
honored
for
their
part
in
furthering
the
dream
of
the
Reverend
dr.
Martin
Luther,
King
jr.,
and
we
do
have
two
of
the
recipients
with
us
this
evening,
and
so
as
I
say,
their
name
I
would
like
to
ask
them
to
come
forward
and
if
they
want
to
say
a
few
minutes,
I
hope.
That's.
F
Okay
with
you
say
a
few
things.
I
will
start
with
Jordan
Blythe.
She
is
unable
to
be
with
us
this
evening,
but
it
is
my
pleasure
to
announce.
Bloomington's
I
have
a
dream:
Award
recipient
Jordan
Blythe.
Unfortunately
she
is
not
able
to
be
here
this
evening.
Ms
Blythe
is
a
senior
at
University,
High
School,
where
she's
proven
herself
to
be
an
upstanding
student
and
leader
in
addition
to
her
academic
success.
She
serves
as
student
body
president
and
participates
in
band
theater
choir
and
the
award-winning
speech
team.
F
One
of
her
proudest
accomplishments
is
helping
to
found
the
Black
Student
Union,
where
she
works
with
others
to
raise
awareness
regarding
social
justice
issues
outside
of
the
classroom.
Jordan
enjoys
working
with
Jack
and
Jill
of
America
volunteering
with
home,
sweet
home
ministries,
home
of
hope
and
surf
plus-1
a
nonprofit.
She
helped
found
her
positive
attitude
and
energy
are
wonderful
attributes
that
helped
her
find
success
in
these
and
many
other
endeavors
Jordan
exemplifies
the
qualities
of
a
young
leader
and
has
a
very
bright
future.
So,
on
behalf
of
Jordan.
F
In
the
adult
award
category
I'm
pleased
to
announce
the
2018
Award
winner
is
not
Elaine,
but
is
her
late
husband,
mr.
Lorenzo
Marshall,
here
to
see
this
recognition
on
his
behalf.
Many
of
you
may
remember
Lorenzo
and
active
volunteer
in
numerous
professional
and
community
organizations.
For
years
he
coordinated
the
annual
Juneteenth
celebration
working
tirelessly
to
bring
the
community
together
in
observance
of
this
special
day
at
State,
Farm
Insurance,
where
he
was
employed
for
40
years.
He
took
pride
in
the
mission
of
the
African
American
forum,
employee
resource
group.
F
His
passion
for
educating,
mentoring
and
helping
everyone
feel
welcomed,
touched
many
lives,
a
dedicated
volunteer.
He
served
as
president
of
the
black
data
processing
associates
where
he
worked
to
develop
learning
opportunities
to
expose
students
to
new
technologies.
His
dedication
to
helping
others
find
their
potential
will
leave
a
lasting
and
positive
impact
on
our
community.
It
is
with
great
honor
that
we
recognize
the
memory
of
mr.
Lorenzo
Marshall.
It's
part
of
our
2018
Martin
Luther
King
jr.,
awards
program.
G
Just
want
to
say
that
Lorenzo
was
born
and
raised
in
Chicago.
He
came
to
the
normal
community
to
attend
Illinois
State
University,
and
he
lived
in
the
Bloomington
community,
which
was
very
inviting
to
him,
and
so
we
stayed
here
where
he
made
a
positive
impact
for
civic
activity
and
mentoring
and
all
the
other
things
that
she
just
said
so.
I
just
wanted
to
let
you
know
he
was
here.
F
It
is
also
my
pleasure
to
announce
that
the
normal
I
have
a
dream
award
winner
for
the
Youth
Award
is
mr.
Xavier
Higgins.
Unfortunately,
Xavier
is
not
able
to
be
here
this
evening
due
to
a
work
conflict,
but
I
do
want
to
recognize.
Mr.
Higgins
is
a
student
at
normal
community
West
High
School,
where
he
is
described
as
a
compassionate,
bright,
optimistic
individual.
Well,
he
has
proven
himself
to
be
a
dedicated
student
athlete.
F
His
commitment
to
serving
others
as
exceptional
Xavier
has
complemented
his
education
with
numerous
volunteer
and
leadership
experiences,
dedicating
time
to
the
best
buddies
program,
the
not
in
our
school
club
and
the
freshman
mentoring
program.
His
commitment
to
service
above
self
is
appreciated
by
his
peers.
His
school
in
our
community.
I
J
F
So
mr.
Hirschi
I
am
pleased
to
announce
that
Andre
has
been
selected
as
the
town
of
normals
2018
Award
winner.
Mr.
Hershey
is
a
consistent
and
positive
influence
in
the
lives
of
many
young
people.
His
passion
and
dedication
to
serving
others
is
truly
remarkable.
Inspired
by
the
efforts
of
his
mother,
Andre
has
taken
it
upon
himself
to
be
a
positive
mentor
and
serve
those
in
need
for
years.
He
has
volunteered
and
assisted
many
organizations,
including
the
wars
and
Boys
and
Girls
Club
in
the
Western
Avenue
community
center.
F
He
is
also
a
familiar
face
at
Bloomington
junior
high
school
and
normal
community
West
High
School,
where
he
regularly
volunteers.
Earlier
this
year
he
established
the
jewel
Foundation,
a
nonprofit
organization
that
is
helping
children
reach
their
potential
in
and
out
of
the
classroom.
And
of
course
he
is
one
of
our
distinguished
solid
waste
employees
down
in
Public
Works
with
mr.
Carson.
So
we
wanted
to
take
a
moment
to
recognize
Andre
in
this
effort.
K
Well
well,
thank
you
again.
I
am
still
looking
pretty
good
tonight,
despite
with
the
mayor's
fit,
but
first
of
all,
I
just
want
to
give
honor
the
guy
who
was
the
head
of
my
life
I'm,
so
thankful,
my
beautiful
wife
and
my
daughter,
who
has
been,
and
actually
my
nephew,
believe
it
or
not.
Creighton
has
been
so
instrumental
in
this
foundation
and
I'm
just
going
to
share
a
quick
highlight.
K
It
was
so
fitting
for
me
to
be
the
recipient
this
year
of
the
MLK
Award
and
and
with
the
foundation
I'm
taking
ten
of
my
youth
dreams
and
seniors
that
that
does
wear
well
in
school
and
Cray's
are
pretty
good
and
their
attendance
at
the
jewelled
ation
is
great.
So,
with
the
help
of
a
Eastview
christian
church,
they
actually
sponsored
this
trip
to
atlanta
georgia,
so
I'm
the
MLK
recipient
and
the
kids
that
get
an
opportunity
to
visit
the
MLK
memorial.
K
My
mother
would
have
a
landscaping,
kids
would
come
over
and
she
would
literally
have
the
kids
help
plant
seeds
and
plant
flowers
and
things
of
that
nature
and
I
would
look
at
her
like
hey
mother,
and
she
would
give
him
money
back.
Then
I
used
to
be
a
Clark
gas
technician
sit
up
on
the
corner.
She
would
give
him
money
I
Blake
mom.
Why
are
we
giving
them
money?
But
lo
and
behold
to
me:
God
set
me
right
there
in
front
her.
K
Why
she
did
this,
and
next
thing
you
know
years
later,
I'm
in
my
calling
just
because
of
God
placed
that
on
her
heart
and
had
her
son
sit
there
while
she
did
for
others
and
I
still
remember,
headshots
of
mothers,
single
mothers
that
were
growing
up
with
kids.
It
takes
a
village
to
raise
child
and
and
at
the
end
of
the
day,
I'm
a
part
of
that
village
and
that's
why
I
continue
to
do
what
I'm
doing
for
the
youth
in
my
foundation
and
others
so
I.
K
Thank
you
all
very
much
I
appreciate
the
opportunity
to
stand
before
the
council
and
everyone
else,
but
yeah
the
jewel
foundation
at
gmail.com.
So
I
am
looking
for
supporters.
Anybody
want
to
help,
but
how
hey,
because
this
is
a
community
deal.
This
is
not.
This
is
not
just
me.
This
is
about
us
and
bloomington-normal.
So
if
anyone
would
like
to
speak
to
me
afterwards,
I'm
I'm,
available
I
would
make
myself
available.
Thank
you
so
much
mayor.
Thank.
A
And
then
we
have
the
I,
don't
know
if
he's
here,
I
believe
he
may
have
had
scheduling
conflicts
with
Matthew
much
in
ski
to
the
board
of
library
trustees
Matthew,
since
he
Matthew
in
the
audience.
Okay.
Now
we
move
on
to
public
comment
and
you
have
up
to
three
minutes:
I'm
gonna
read
the
names
in
groups
of
three:
we
have
up
to
30
minutes.
I
think
we
have
plenty
of
time
this
evening,
so
we
are
starting
at
7:23
we
have
Tyson
more
Gary,
Lambert
and
Glenn
Ludwig
and
Donna
Bolin.
L
It's
important
to
have
a
plan
for
all
those
things
when
you're
looking
at
a
certain
function
and
with
capital
needs,
think
about
what
role
that
the
revenue
can
play
from
the
city
and
what
role
that
private
fundraising
can
bring
to
bear.
So
I've
got
a
few
instances
where
I
think
this
principle
could
be
beneficial.
L
First,
one
will
probably
get
some
eye
rolls
because
we
talked
about
it
a
lot,
but
it
is
trash
pickup.
It
clearly
draws
your
attention
when
you
look
at
the
budget
and
I'm
glad
that
you
guys
are
are
thinking
about
that,
because
the
operation
does
not
support
itself.
In
that
instance,
the
revenue
that
is
coming
in,
for
it
is
less
than
the
expenses
results
in
a
loss
every
year,
so
need
to
either
reduce
the
service
on
that
or
increase
the
revenue
to
support
itself.
L
Another
set
of
functions
support
themselves
operationally
that
we
saw,
but
it's
not
sufficient
to
address
the
foreseeable
capital
needs
and
an
example
that
we
saw
was
golf.
So
we
talked
about
how
Golf
is
self-supporting
operationally,
but
there
really
should
be
some
plan
for
those
predictable
capital
needs
that
I
have
to
go
into
it
now.
I
know
that
there's
a
group,
a
private
group
that
are
thinking
about
fundraising
for
that
and
from
what
I
understand
it's
unclear
whether
they've
really
implemented
that
plan
or
not.
L
So
there
needs
to
be
a
little
bit
more
of
a
push
there
to
actually
get
that
to
be
implemented,
because
that's
the
kind
of
framework
I
think
that
is
the
way
of
the
future
to
have
people
who
are
motivated
and
dedicated
about
a
certain
thing,
be
the
ones
that
go
out
and
try
to
raise
that
extra
funding
to
support
it.
City
revenue
is
flat
and
there's
not
going
to
be
enough
money
to
go
around
for
everything
that
we
would
like
to
do.
L
So
you
have
to
focus
on
the
things
that
have
to
be
done
and,
if
there's
other
services
that
a
segment
of
the
population
wants
to
wants
to
have,
then
they
can
try
to
pitch
in
and
with
their
time
and
money.
If
that's
not
available,
then
maybe
there's
not
a
need
for
that
thing.
With
the
few
seconds
I
have
left,
I
just
wanted
to
really
urge
you
to
hire
Steve
Rasmussen
as
a
city
manager.
L
The
entire
group
was
really
impressed
by
his
professionalism,
his
passion
and
his
knowledge,
and
we
think
that
he's
the
right
person
to
drive
out
the
changes
that
we
need
in
the
discipline
and
we
need-
and
you
have
a
candidate-
that's
ready
and
willing
to
serve.
Saying
it
right
in
front
of
you.
So
I.
Don't
think
that
I'm
doing
a
search
where
the
consultant
is
a
good.
M
M
M
M
M
M
N
Thank
You
mr.
mayor
and
good
evening,
council
members,
as
you
know,
I'm
part
of
that
too,
ad
hoc
group
of
four
I
believe
the
current
budget
development
process
for
fiscal
to
19
or
2019
should
be
viewed
as
a
first
step
of
a
several
year.
Challenge
that
that
needs
to
march
to
a
destination
of
having
every
year
be
a
balanced
budget,
including
the
capital
expenditures
and
so
forth
that
are
required.
It
seems
like
those
kind
of
get
left
out
and
really
you
don't
have
in
my
mind,
a
true
budget,
that's
balanced!
N
Unless
you
can
accommodate
those
types
of
things
we
can't
change
the
past.
Can
we
could
kind
of
learn
from
it,
though
IFIF
we
pay
attention?
I
would
suggest
that
there
were
times
in
the
past
and
I
wasn't
even
here,
probably
when
this
was
really
at
its
its
height,
that
there
was
on
bridled
optimism
and
confidence
across
this
entire
community
in
this
region
about
the
future
and
that
that
has
kind
of
melted
away
a
little
bit
and
we're
coming
back
to
sometimes
some
raw
reality
that
that
it's
not
bad
to
be
optimistic.
N
It's
not
bad
to
be
confidence,
but
we
have
to
deal
with
the
raw
reality
and
I
think
reality
is
arriving.
Our
city
needs
to
get
back
to
the
basics
and
that's
a
theme.
You're
gonna
hear
I
think
from
several
people
being
hematite
focus
on
the
essentials
and
Tyson
mentioned
a
couple
of
those
things.
I
won't
go
over
them
again.
I
do
have
confidence,
though,
that
Jim
Carson
and
his
team
will
do
a
good
job
on
figuring
out
how
to
take
care
of
the
solid
waste
and
so
forth.
N
N
The
other
thing
I'd
like
to
comment
is
is
I
too,
would
urge
you
to
take
action
in
naming
Steve
Rasmussen
you're,
our
city
manager,
I
mean
you've.
Seen
him
work,
we've
seen
him
work.
I
have
a
lot
of
confidence
in
him.
I,
don't
wouldn't
think
there
would
be
any
reason
why
you
folks
couldn't
share
that
that
confidence
and
I'd
like
to
see
you
follow
up
and
and
in
kind
of
strap
on
your
your
despite
decisive
skill
set
and
make
a
decision
to
book
Steve
as
our
city
manager.
Thank
you.
Thank.
E
I'm
Donna
Boleyn
I
live
in
Moore
and
I.
Also
am
a
member
of
the
ad
hoc
committee
that
alderman
howlman
put
together
and
the
group
hopes
that
you
will
consider
our
perspectives.
As
you
begin,
your
discussions
and
we'd
be
happy
to
discuss
our
work
with
you.
If
you
can,
like
I,
brought
along
some
visuals
for
you
to
look
at
the
first
one.
Basically,
it
has
a
solid
waste
driver,
but
it
could
apply
to
any
employee
that
has
a
meeting
income
and
it
was
present.
It
was
stretched
out
by
an
actuarial
to
see
the
difference.
E
E
The
charge
is
the
bell
curve
and
that
basically,
is
an
economic
curve
for
revenue
versus
tax
rate
and
considering
our
revenue
is
splashed.
I'm
interpreting
this
curve
that
we
are
on
to
the
on
the
right
side,
the
diminishing
return
portion
and
in
the
group
I
was
focusing
on
cost
saving
cost
recovery.
E
I
don't
really
want
to
look
at
increases
if
at
all
possible,
and
then
the
last
chart
I
have
here
is
the
pension
funding
which
of
course,
is
mandated
and
taxes
were
increased
on
utilities
in
2014
to
accelerate
the
pet,
the
pension
funding,
but
for
some
reason,
after
2016
it
has
gone
flat
and
there's
two
conclusions
that
I
come
to.
One
is
that
revenue
was
redirected
or
that
there's
the
growth
is
dismal
in
the
city,
because
usage
utilities
indicates
usage,
which
means
nobody's
here
to
use
it.
O
Evening,
everyone
I'm
Mike,
Fitzgerald
I,
live
at
1805,
Dunraven
I'm
part
of
the
group
that
Dianne
put
together
and
just
like
the
emphasizes
we're
not
here
to
do
any
placing
blame
but
to
hopefully
make
some
suggestions
and
different
ways
to
look
at
a
budget
and
follow-through
in
looking
at
the
13
items
proposed
proposed
for
reduction.
A
couple
of
common
themes
surfaced
for
me.
O
Those
dealt
with
overcoming
the
belief
that
more
resources
are
always
required
to
accomplish
tasks
of
the
jobs
per
department
and
the
difficulty
ensuring
the
collection
of
such
things
as
fines,
fees,
taxes,
etc
owed
to
the
city,
which
is
an
essential
response.
Ability
of
many
City
jobs
attending
previous
council
meetings
with
city
manager.
Hales.
O
This
requires
departments
to
establish
measurable
objectives,
including
starting
and
ending
dates.
In
a
couple
of
instances,
speaking
with
city
staff,
the
impression
I
was
left
with
was
one
of
end
dates
in
all
cases
may
not
be
established,
or
here
which
impacted
the
collection
of
the
fees,
the
taxes,
the
fines
etc.
O
This
process
procedures
should
also
be
used
for
department
budgets
forecast
by
month,
a
plus
or
minus
report,
with
the
rationale
as
to
why
the
budget
was
overspent
or
under
spent,
where
the
shortages
will
be
made
up,
and/or
a
plus
amount
and
where
the
expenditures
did
not
meet
forecast
amounts
where
the
plus
dollars
go
and
what
they
will
be
programmed
for.
The
interim
city
manager
is
well
aware
of
budget
processes,
monthly
reports
managing
the
ups
and
downs
of
expenditures
versus
budgeted
dollars
and
available
revenues
and
ensuring
the
job
gets
done.
O
He
is
forward-thinking
in
this
process
and
the
quality
controlling
of
the
process.
He
understands
changing
attitudes
from
what
was
to
what
is
and
impacting
attitudes
in
a
positive
manner
towards
changing
ways
of
doing
business.
That's
getting
more
bang
for
the
buck
in
closing,
I
hope
what
I've
stated
makes
sense
and
could
be
helpful
to
city
budget
and
department
operations
and
I.
Further
recommend
the
council
immediately
remove
the
interim
title
from
interim
city
manager,
Steve
Rasmussen
title
and
install
him
as
the
Bloomington
city
manager.
O
P
Hi,
my
name
is
Nancy
marcenia
and
I
live
in
Bloomington
and
I
want
to
talk
about
the
downtown
catalyst
project.
I
always
try
to
listen
carefully.
On
occasion,
I've
been
known
to
listen
with
rose-colored
ears
and
cheeks
too
sometimes,
but
from
what
I
heard
at
the
special
session
there's
more.
The
positives
on
this
project
far
outweigh
the
no,
the
negatives
I
like
the
cooperative
nature
of
the
project,
because
I
think
it
speaks
well
of
government
entities
in
general.
P
That's
good
public
policy
I
believe
a
well-planned
well-executed
project
has
a
huge
aesthetic
value
for
downtown
and
I
believe
the
lynchpin
for
the
aesthetic
value
is
the
library
I,
don't
have
any
professional
or
text
or
technical
expertise
to
advise
anybody
on
the
kind
of
decisions
that
need
to
be
made
for
a
project
of
this
kind.
I'm,
not
an
investor
I'm,
not
a
business
owner
I'm,
not
a
property
owner.
These
people
are
stay
holder's
in
a
way.
I
am
not.
P
My
only
stake
in
this
project
is
a
stake.
Everybody
has
in
an
attractive,
thriving
community,
and,
with
that
in
mind,
I
would
further
say
that
quality,
public
spaces
and
quality
public
services
are
assets
as
well
as
tools.
They
are
the
fulcrum
that
becomes
the
lever
that
becomes
the
fulcrum
that
becomes
the
lever
that
lifts
the
load
and
I
hope.
That's
not
too
tedious,
because
I
have
a
tendency
to
get
tedious.
P
Sometimes
in
that
sense
the
whole
of
downtown
is
not
only
an
asset
but
also
a
tool,
and
one
of
the
questions
that
occurs
to
me
that
does
occur
to
me
is
that,
should
this
project
go
forward?
Should
people
decide
that
it's
a
good
project
has
there
been
any
preliminary
thought
at
least
given
to
a
use
good
use
for
the
old
building,
because
we
don't
need
another
empty
deteriorating
building?
So
thank
you.
Thank.
A
Thank
You
mr.
mayor
council,
Julian
Ziegler
904
West
Grove
Street
in
Bloomington,
there's
been
a
lot
of
debate
over
the
bulk
waste
and
I'm
just
wondering
as
a
resident
that
generates
six
million
dollars.
Now
now,
if
that's
incorrect,
I'm
sure
staff
will
correct
me,
but
if
you're
generating
that
much
amount
of
money,
how
are
you
going
to
justify
cutting
that
service
and
then
not
giving
the
savings
back
to
the
residents?
A
And
if
you
go
to
privatization,
you
can
look
around
and
know
they're
doing
the
same
thing
we
used
to
do.
They
have
a
rear
loading
Packer
with
the
labor
on
the
back.
They
don't
use
the
trucks
that
we
currently
use.
There
are
too
expensive.
I
stood
here
awhile
back
before
we
went
to
automation
and
told
you
guys
that
nobody
wanted
to
listen.
So
now
we're
back
into
this
that
these
are
too
expensive.
We
got
to
find
another
way
to
do
it.
Let's
cut
the
fleet
in
half,
let's
get
rid
of
more
equipment.
A
A
I,
don't
know.
Maybe
the
carts
will
expound
on
the
three
shifts,
but
I
don't
understand
where
we're
running
three
shifts
at
so
that
might
be
something
we
can
get
figured
out.
I
just
like
to
say
that
you
know
I've
lived
in
this
city.
All
my
life
I've
seen
the
change
over
and
over
again
I
mean
if
the
private
sector
is
doing
rear
loading
packers
with
one
guy
on
the
back
I
see
no
sense
why
the
city
cannot
do
the
same
thing.
Let's
get
rid
of
if
you're
talking
about
making
the
savings.
A
Let's
get
rid
of
a
vehicle,
that's
only
lasting
for
five
years,
maybe
tops
and
you
can
have
a
rear
loading.
Packer
that'll
last
you
at
least
ten
I
know
for
a
fact.
Some
of
them
lasted
thirteen,
that's
a
cost
savings
right
there
and
you
don't
have
to
use
two
guys
on
the
back.
You
can
use
one
guy
on
the
back
and
I
just
have
to
that.
A
Q
Good
evening
my
name
is
Charlotte
Alvarez
I'm
from
the
immigration
project,
good
to
see
everyone
again
I'm
here
to
just
make
a
brief
correction
of
testimony
by
the
immigration
project.
At
the
City
Council
meeting
on
December
18th
2017,
we
presented
information
regarding
a
local
individual
facing
deportation.
We
believed
it
to
be
accurate
at
the
time
based
upon
numerous
conversations
with
family
members.
Q
A
do
diligent,
search
of
publicly
available
records
with
the
executive
office
of
immigration
review
and
McClain
County
courts
at
the
December
meeting
in
chief
Hafner
requested
more
information
about
the
individual
and
upon
further
investigation
we
discovered
the
individual
was
not
initially
arrested
by
the
Bloomington
Police
Department,
but
rather
a
different
law
enforcement
agency
within
Bloomington
Normal
and
is
now
being
detained
and
faces
a
high
probability
of
deportation.
I've
informed
chief
Hefner
of
this
inadvertent
misattribution
to
the
his
department
and
correcting
the
record
in
the
same
forum
here
today.
Q
If
this
case
is
still
an
example
of
individuals
facing
deportation
in
Bloomington
and
the
fear
of
police,
interacting
that
we
see
with
our
clients
and
as
I
discussed
with
the
chief
Hafner,
it
is
still
a
position
of
the
immigration
project
that
a
clear
welcoming
city
ordinance
is
necessary
to
promote
Public
Safety,
and
we
continue
to
remain
committed
to
working
with
the
City
Council
to
come
up
with
a
measure
that
helps
all
of
us
feel
safer
in
our
community.
Thank
you,
Thank.
A
A
R
A
Oh
there
we
go
okay,
why
isn't
it
showing
there
we
go?
The
motion
carries
nine
to
zero.
There
are
no
names
to
announce.
Madam
clerk.
We
move
right
along
to
item
7,
8
a
which
is
a
presentation
and
an
update
on
the
fiscal
year.
2019
big
picture
budget
presented
by
Steve,
Rasmussen
interim
city
manager,
a
45-minute
presentation
and
up
to
a
45-minute
council
discussion.
We
can
certainly.
A
This
is
only
the
beginning.
Well,
it's
really
at
the
beginning
of
the
process,
but
we're
we're
starting
a
little
bit
early
and
mr.
Rathman
is
doing
things
perhaps
a
little
bit
different
than
a
previous
city
manager
and
he's
giving
us
some
possible
or
a
possible
scenario
of
a
balanced
budget
before
he
ultimately
presents
his
budget
he's
going
to
listen
to
what
we
have
to
say
before,
putting
together
the
budget
that
he
would
put
together
and
typically
we
receive
in
February.
A
Ultimately,
we
then
have
a
couple
months
to
discuss
this
and
present
and
finalize
some
budget
in
April
and
obviously
there
are
trade-offs.
We
know
that
we're
going
to
need
to
make
and
the
more
specific
that
we
can
be
and
I
think
that's
part
of
what
the
interim
city
managers
attempt
here
was
is
to
say
here
are
some
pieces
here
are
some
moveable
parts?
If
you
want
to
remove
this
great,
how
do
we
fill
it
in
as
we
move
forward?
Is
that
a
fair
statement
exactly.
S
Thank
you
very
much
ma'am,
okay.
The
first
thing
I'd
like
to
do
is
talk
about
the
the
schedule
here
and
I.
Think
you
have,
if
you
don't
have
a
copy
of
it,
I
think
we
will
get
one
to
you,
but
what
I
wanted
to
do
here
will
show
the
the
end
in
mind,
and
that
is
at
the
very
bottom
of
this
list.
You'll
see
that
the
legal
deadline
for
the
submission
of
the
budget
is
Monday,
April,
30th
2018,
and
that
is
a
that
is
a
day
that
we
have
a
city
council
meeting.
S
The
first
thing
we
did.
We
had
the
fall
retreat
on
November
4th
and
just
to
review
a
little
bit
at
that
time.
We
did
get
some
input
from
the
council
about
some
things.
We
should
look
at
to
perhaps
begin
to
balance
the
budget,
and
we
knew
we
had
about
a
three
million
dollar
deficit
to
look
at
then
then,
on
Wednesday
December
20th.
S
So
first
of
all,
we
have
the
legal
deadline,
which
is
Monday
April
30th,
but
we
don't
want
to
have
to
do
it
that
day,
if
we
can
avoid
it,
because
it
goes
into
effect
the
next
day,
which
would
be
May
first.
So
we
have
proposed
a
budget
adoption
a
month
before
that
Monday
council
meeting
April
9th
as
a
backup.
S
So
what
we've
done
is
we've
moved
the
proposed
budget
hearing
up
to
Monday
March
13th,
and
in
order
to
do
that,
we
have
to
have
the
proposed
budget
to
the
printers
so
that
we
can
print
those
budget
books
by
March
1st.
So,
as
you
see,
our
timeline
is
pretty
much
taken
up
there.
We
have
a
requirement
by
city
codes
for
the
city
manager
to
present
a
proposed
budget
and
that's
on
February
26,
and
that
will
be
about
a
10
page
detailed
overview
of
the
budget.
S
Now,
in
order
to
get
that
to
you,
then
I
will
need
to
get
as
much
input
from
all
of
you
by
then,
as
I
can.
So
when
we
put
things
in
there,
we're
pretty
sure
that
we've
got
a
consensus
on
those
things
and
we're
not
putting
something
in
there,
that's
going
to
be
dead
on
arrival.
So
what
that
means
is
we've
got
about
a
month
to
do
that?
The
next
council
meeting
on
February,
12th
I,
would
ask
you
to
come
back
and
bring
anything
to
us
that
you
have.
S
S
So
I
can
bring
back
the
presentation
of
the
proposed
budget
on
February
26,
so
that
brings
us
to
tonight
and
what
I've
got
up
there
is
the
proto
budget
discussion
and
by
proto
budget
I
mean
we're
gonna,
give
you
a
prototype
of
a
budget
tonight
which
shows
you
what
a
balanced
budget
might
look
like.
If
you
all
like
that,
you
could
just
vote
for
it
and
say
we'll
accept
it
and
there
you
have
it
I.
Don't
think
that
will
happen,
but
at
least
what
it
does
is
it
gives
you
a
prototype
to
go
from.
S
It
said
you
can
take
things
out
of
that
and
you
can
put
things
back
in,
but
at
least
we've,
given
you
a
model
of
a
balanced
budget
to
start
out
from
I'd
emphasize
that
the
things
we're
going
to
talk
about
here
tonight
aren't
we're
not
we're
not
recommending
them.
Nor
are
we
dismissing
them,
we're
putting
them
all
out
as
items
that
we
might
use,
because
what's
happened
is
when
we
came
back
to
you
before
in
December.
S
We
now
went
back
to
all
of
you
and
we
asked
you
what
different
things
we
could
get
and
what
things
we
could
put
into.
We
got
as
much
input
as
we
could
from
you.
We
got
input
from
from
town
hall
meetings.
We
got
input
from
individual
ad
hoc
budget
groups
from
the
citizens.
We
got
input
back
from
you
and
we
have
some
things
up
that
represent
much
that
the
city
has
been
talking
about
again.
I
tell
you
these
are
not
our
recommendations
and
or
things
that
we
dismiss
they're
just
options
to
balance
the
budget.
S
So
I'm
going
to
start
going
through
those
a
little
bit
here
and
if
you
remember
these
are
the
first
two
slides.
These
are
the
slides
that
you
saw
on
the
left-hand
side
of
the
of
the
presentation
we
gave
at
the
BCP
a
on
the
left-hand
side.
You
have
this.
You
have
a
copy
of
this
in
your
in
your
your
packet
that
was
passed
out
earlier.
S
If
you
look
at
exhibit
1,
it
shows
the
2.9
million
dollar
deficit
that
we
were
looking
at
and
when
the
council
presented
us
with
some
options
to
try
to
change
those
things
and
to
try
to
fix
them
back
in
in
the
retreat
on
in
November
4th.
We
took
that
as
a
as
a
challenge
to
the
staff
to
come
back
and
see
if
we
could
what
we
could
do
to
balance
that
budget
and
a
number
of
them.
S
Some
things
add
some
things
that
we
cut
out
and
some
things
add
some
things
that
are
cost
recovery,
but
the
staff
has
gone
back
and
we
have
dually
achieved
that
goal
of
finding
those
2.9
million
dollars
in
cuts
and
over
on
the
right-hand
side
of
the
of
exhibit
2.
There,
where
it
shows
those
different
items,
we've
got
a
2
a
and
a
2
B
and
a
2
C
and
I'm
going
to
ask
each
one
of
the
department
heads
that
responsible
to
come
up
and
give
each
of
those
4
about
about
5
minutes.
S
S
There
wasn't
anything
to
be
gotten
from
and
I'll
mention
a
couple
of
these
when
we
get
on
that,
don't
show
very
much
revenue
collection,
but
we'll
come
back
and
talk
to
them
all
so
I
want
to
start
out
with
the
first
one,
and
that
is
the
big
one
and
that
is
solid.
Waste
I've
asked
you
him
to
hold
himself
to
about
ten
minutes
that
everybody
else
will
get
about
five
minutes.
We're
going
to
show
you
a
proposal
of
how
we
can
get
that
1.1
million
dollars.
T
Thank
you,
mayor
and
city
council.
A
with
ten
minutes
to
go.
I
will
go
quickly
with
this.
What
we're
talking
about
tonight
is
much
of
the
same
thing
that
we
have
discussed
in
the
past
with
solid
waste,
the
options
are
the
same.
The
the
they
really
come
down
to.
We
can
raise
fees.
We
can
change
our
service
level.
We
can
outsource
all
of
those
are
different
ideas.
Tonight
we
will
spend
the
majority
of
our
time
talking
about
potential
options,
to
change
the
service
level
of
how
to
bridge
that
gap.
T
I'll
start
off
by
saying
we
don't
know
what
we
don't
know
as
we
talk
about
these
changes
tonight.
We're
making.
The
best
guess
is
that
we
can
to
change
service
levels,
and
we
will
do
everything
we
can
to
meet
these,
but
until
changes
approved
are
made,
it'll
be
difficult,
we'll
do
what
we
can.
Let's
first
talk
about
the
quality
that
we
have
for
the
product
you
Reese
we
receive
for
our
citizens.
We
do
an
excellent
job.
I
mean
we
really
do.
The
quality
received
by
our
citizens
with
our
solid
waste
program
is,
is
bar
none.
T
It's
just
excellent
and
we're
really
proud
of
that.
We
have.
We
saw
tonight
one
of
our
solid
waste
workers.
Andre
Hirsi
received
an
award
we've
seen
in
the
past
delve.
Our
dobson
has
stood
up
before
before
you
Mario
as
well.
Mario
Davis
has
also
received
support
and
both
locally,
and
so
this
to
be
proud
of
within
our
community
and
we're
thankful
for
that.
So,
let's
talk
about
the
numbers
so
from
a
numbers
standpoint
we
raise
pretty
consistently
now
with
the
fees
being
what
they
are
about.
T
6.2
million
dollars
we
have
expenses
in
the
range
of
7.4.
That
is
all
it
really
is
just
over.
1.1
million
dollars
is
what
it
comes
out
to
of
a
gap
that
we
would
need
to
bridge
again
the
multiple
ways
to
do
that
tonight:
we're
going
to
focus
on
reductions
in
our
service
to
accomplish
that.
So,
let's
talk,
it
first
focus
on
bulk
waste.
We
have
an
excellent
bulk
bulk
waste
program.
Whenever
you
put
something
at
the
curb,
it
is
one
bucket
or
or
less
we
collect
it
every
other
week.
It
is.
T
T
The
way
we
can
try
to
offset
that
to
provide
still
a
good
customer
service
for
our
citizens
is
at
our
drop-off
facility
throughout
the
year,
provide
expanded
hours
and
be
able
to
provide
it
free
if
you
can
get
it
to
our
drop-off
facility,
we'll
collect
it
for
free
and
take
that
from
you.
So
that's
one
way
to
offset
that.
T
Another
way
that
we
would
try
to
still
provide
a
good
service
level
for
folks
is
even
if
it's
this
time
of
year,
it's
not
spring,
it's
not
fall,
it
is
winter
right
now,
and
so,
if
somebody's
still
at
a
couch,
they
couldn't
bring
it
in.
We
still
could
provide
a
full
cost
recovery
to
going
to
your
site
to
pick
it
up,
we'd
have
to
determine
what
that
cost
is,
but
we
would
have
the
mindset
of
a
full
cost
recovery
at
the
drop-off
facility.
T
Right
now
we
use
our
own
our
own
drivers
to
load
up
the
trucks
we
use
end
loaders
to
load
up
the
trucks
haul
that
off
we
could
use
roll-off.
So
we've
talked
to
some
of
our
vendors
with
that
would
save
on
some
of
our
labor
cost.
In
that
way,
knuckle
booms
are
another
possibility.
Some
communities
used
for
you
know
whenever
you
change
your
service
level.
All
of
these
things,
though
we
don't
want
to
make
you
know,
sweeping
changes
within
one
year
that
would
that
would
have.
It
would
be
difficult
to
do.
T
Let's
talk
about
brush
brush
is
more
difficult.
You
have
trees
that
are
in
the
public,
right-of-way,
those
our
city,
trees.
You
know
the
the
service
level
is,
is
expense
high
from
our
citizens,
and
so
with
that
you
know
we
can
talk
about
brush
once
a
month
once
per
quarter,
one
of
the
things
staff
would
be
proposing.
Is
we
try
to
utilize
the
GPS?
The
AVL
does
automatic
vehicle
location
location
equipment
already
installed
in
our
vehicles
to
produce
more
of
an
on
demand
type
collection?
T
We
are
currently
right
now
because
of
this
conversation
trying
to
look
at
vendors.
Even
such
as
Verizon
net
fleet,
who
provides
our
current
service
or
place
other
places
that
provide
some
of
those
routing,
assualt
type
type
software
that
you
know
like
a
UPS
would
use
many
other
places
use
that
type
of
routing
software.
We
are
still
evaluating
how
well
that
could
be
done,
but
now
that
we
have
that
technology
and
the
trucks,
let's
leverage
it
to
its
fullest
extent.
T
Let's
move
on
one
of
the
facets
that
we've
we've
talked
about
the
mayor
and
city
manager
have
talked
about
is
with
no
layoffs.
That's
that
is
one
way
that
that
China
tries
to
help
minimize
impact
to
our
employees.
We
would
do
reduction
of
staff
through
attrition
and
so
one
one
of
the
ways
we
would
look
to
do.
That
is
to
try
to
say,
let's
shift,
we
have
a
lot
of
need
in
our
streets
area.
I,
think
everybody
can
agree
that
there's
a
lot
of
needs
in
our
streets
and
we've.
T
You
heard
me
talk
about
that
before.
Well,
you
shift
our
employees
over
during
that
time
period,
so
we
would
reorganize
and
allow
and
restructure.
So
we
have
more
of
our
employees
going
towards
streets
and
have
that
needed
work
on
there
in
the
other
facet
that
we
know
will
it
be
impacted,
is
enforcement
and
fines?
We
will
have
to
revisit
that
and
have
to
make
sure
that
we
are
really
doing
the
best
we
can
with
enforcement,
because
we
know
there
will
be
some
people
that
will
need
to
be
encouraged
to
comply
with
bringing
that
in.
T
We
talked
with
the
town
of
normal
about
other
possible
intergovernmental
cooperation
as
well.
My
counterpart
over
there
we've
talked
about.
Can
you
partner
and
have
multiple
different
community
drop-offs
so
that
you
can
share
some
of
that?
There
might
be
some
cost
savings
of
that
as
well.
They
also
are
looking
at
what
type
of
solid
waste
accommodations
they
can
make
to
bridge
budget
gaps,
and
with
all
of
this
it
is
good
for
you
to
know
we
did
reach
out
to
the
employees.
T
T
A
lot
of
us
we're
talking
about
me
on
brush
chipping
or
other
facets
that
maybe
we
can
look
at
doing
things
in
house
we're
going
to
try
to
incorporate
as
well,
but
it
is
important
to
say
that,
from
a
from
a
Union
perspective,
the
Union
has
been
clear
that
none
of
these
are
recommended
from
their
perspective.
They
definitely
like
the
service
level
that
we
are
at,
but
let's
talk
about
one
other
option
that
we
do
is
discuss
publicly
we're
still
working
through
shift
splitting
of
our
garbage
and
recycle
collection.
T
A
unique
idea
that
was
Mill
was
brought
up.
How
do
you
do
that?
You
know
so
when
you
talk
about?
Yes,
maybe
you
know
having
the
number
of
vehicles
sounds
great.
You
can't
you
can't
perfectly
half
the
number
of
vehicles
in
an
ideal
world,
they're
gonna
break
down
more
frequently.
You
do
have
to
have
more
backups,
but
in
essence
the
potential
hope
is
that
maybe
you
can
save
some
some
additional
funding.
You
know
the
each
of
those
pieces
of
equipment,
those
automated
garbage
trucks
or
anywhere
from
three
hundred
and
twenty-five
thousand.
T
To
three
hundred
sixty
thousand
dollars
anytime,
you
can
save
money
on
equipment.
That
is,
that
is
a
wonderful
thing.
We
actually
talked
to
the
Allied
waste
republic,
our
transfer
station,
that
we
bring
the
material
to
and
they
they
would
actually
be
able
to
say
open
longer
to
allow
us
to
do
some
of
this.
That
was
one
of
the
concerns
we
had,
and
so
that
was
one
of
the
disadvantages
we
thought
might
be
an
issue.
Another
issue
still
might
be
concerned
from
citizens
about
late-night
collection.
T
Let's,
let's
be
honest,
people
are
concerned
about
coming
up
to
your
house
and
trying
to
do
some
of
that
collection
wall.
The
majority
of
our
collection
does
not
back
up
using
those
in
the
backup
beepers.
There
will
be
times,
and
even
that
would
happen.
There's
some
dead-end
streets.
We
have
to
service,
and
so
those
types
of
things
we
can
try
to
minimize,
but
the
what
we're
trying
to
do
is
look
to
have
any
savings
that
we
can
with
our
current
operation.
T
So
the
other
option
is
again.
You
know
we
we
just
wanted
to
hit
briefly.
The
fees
can
be
increased
to
accommodate
our
current
service
level
that
we
have.
That
can
be
done
through
a
staggered,
one-size-fits-all
or
it
can
also
be
through
a
staggered.
Tiered
system
like
we
have
currently
the
the
last
thing
that
I'll
say
is
that
anytime
we
deviate
from
some
of
these
different
changes.
You
know
so
I
know,
there's
there's
always
that
desire
hey.
Can
we
can
we
do
bulk
weight
bulk
waste
collection
four
times
a
year?
T
Can
we
can
we
do
on-demand
bulk
waste
every
time?
We'll
do
that?
That's
any
of
those
can
be
done.
Our
governing
body
sets
the
service
level.
If
we're
trying
to
bridge
that
1.1
million
dollar
gap.
That's
where
we're
going
to
continue
to
try
to
struggle
to
make
sure
we
meet
that.
So
all
of
this
is
the
best
information
we
can
come
up
with.
We
tried
to
look
at
the
budget.
Where
do
we
think
we
can
have
some
savings?
For
example,
we
have
one
laborer
in
solid
waste
right
now
that
is
vacant.
You
know
we're.
T
We
are
waiting
on
filling
that
position
until
decisions
are
made
through
the
budget
process.
We
want
to
make
sure
we
don't
fill
that
and
and
and
then
Council
makes
a
decision,
we'll
try
to
capture
any
savings
that
we
can,
but
but
this
is
the
where
we're
looking
at
for
a
solid
waste
program.
So
hopefully
that
will
give
you
some
additional
things
to
talk
about
I,
think
I'm
under
my
ten
minute
mark.
Thank
you.
Thank
you.
S
So,
thank
you
very
much
Jim,
and
what
I
wanted
to
point
out
here
is
the
council
has
the
full
range
of
options
here.
We
could
simply
find
the
1.1
million
dollars
by
taking
out
a
fund
balance
way
off
on
one
extreme
or
we
could
totally
get
out
of
the
solid
waste
business
way
out
on
the
other
extreme.
The
council
has
the
full
range
of
options,
and
we've
talked
about
this
many
times.
F
Thank
you
good
evening.
So,
as
Steve
mentioned,
we
did
list
out
500,000
as
a
potential
savings
target
on
the
reduction
of
potential
vacancies
in
the
future.
I
do
want
to
highlight
for
you
at
on
your
slide.
It
reads:
total
full-time
employees
at
656.
It
needs
to
read
total
full-time
equivalents,
so
scratch
the
employees
from
your
mind
and
put
in
equivalence
and
I'm
going
to
explain
to
you
the
difference
so
I
want
to
make
sure
you
understand
a
full-time.
F
Equivalent
is
really
another
way
of
saying
the
number
of
hours
that
our
employees
work
citywide
over
a
year
as
compared
to
what
a
full-time
employee
would
work
at
40
hours
a
week,
and
so
in
other
words,
we
have
full-time
employees
and
seasonal
employees
working
the
equivalent
of
656
full-time
employees
in
the
city.
If.
A
F
In
my
office,
okay,
so
in
other
words,
when
you
take
into
consideration
the
fact
that
our
average
salary
across
the
city
of
50,000,
our
attrition
rate,
is
5,000.
You
could
experience
potential
savings
of
500,000
if
you
did
not
look
to
fill
approximately
10
positions
and
again
we
do
not
have
a
crystal
ball
to
tell
you
exactly
which
positions
those
would
be.
What
we
would
do
is
to
continue
to
really
take
a
very
critical
look
at
each
and
every
vacancy
that
comes
forward
and
decide
whether
or
not
that
is
something
that
we
need
to
replace.
F
F
These
numbers
are
very
fluid.
So,
for
example,
our
seasonal
employee
headcount
sits
at
approximately
360
employees
currently
again,
headcount,
not
FTE.
That
number
is
going
to
quickly
jump
here
in
the
next
couple
of
weeks
to
two
months
when
we
start
to
staff
for
our
summer
Parks
and
Rec
positions,
and
so
I
want
to
want
you
to
keep
that
in
mind.
These
are
numbers,
but
they
are
fluid.
We
have
employees
hire
in
and
leave
every
week
and
so
they're
they're
very
dynamic.
F
Our
FTE
is
below
what
bench
mark
show
we
should
be
employing
for
a
city
our
size.
So
a
good
rule
of
thumb
to
follow
is
you
should
staff
one
employee
for
every
100
residents
that
you
have
citizens
you
have
in
your
municipality,
we're
just
over
76,000,
so
the
FTEs
760,
as
you
mentioned
back
in
2008
or
in
previous
years,
would
meet
that
benchmark.
We
currently
fix
that
that
sit
at
the
656,
so
assuming
the
benchmark
is
completely
accurate.
You
would
be
following
falling
below
that
that
benchmark.
F
We
are
already
very
lean
and
mean
contrary
to
popular
belief.
Our
employees
work
their
tails
off.
They
hit
the
ground
running
every
day,
so
I
do
want
to
emphasize.
We
have
very
solid
employees,
you
don't
get
into
public
service
for
the
money.
That
is
absolutely
sure
you
get
into
public
service
because
you
have
a
need
to
give
back
to
your
community
and
our
employees
work
extremely
hard
and
I
want
you
to
know
that
they
are
already
working
very,
very
lean
and
mean
it
does
leave
a
little
time
for
planning,
especially
at
the
management
level.
F
We
again
hit
the
ground
running
every
every
morning.
We
come
in
the
door
and
we
usually
don't
stop
until
well
after
quote-unquote
quitting
time.
It
does
leave
little
time
to
sit
back
and
strategize
and
plan
on
how
we
can
continue
to
streamline
and
make
our
services
more
efficient,
and
so
I
would
ask
you
to
keep
that
in
mind.
F
City
services
will
suffer.
That
is,
you
know
an
absolute
truth.
If
we
do
cut
cut
into
our
positions
on
our
vacancies,
there
will
be
things
that
don't
get
accomplished,
and
then
the
last
thing
I
would
ask
you
to
consider
is
be
very
careful
about
pushing
our
employees
too
far
to
burnout.
You
will
start
to
see
workers
comp
costs
go
up.
You
will
start
to
see
our
EAP
costs
go
up.
F
We
we
owe
it
to
our
employees,
the
ones
that
come
in
day
in
and
day
out
and
and
really
meet
the
demands
that
are
put
on
them.
We
we
owe
them
that
work-life
balance.
We
owe
them
the
opportunity
to
not
work
55
hours
in
a
week.
So
I
would
just
ask
you
to
continue
to
consider
those
items,
and
we
will
continue
to
do
what
we
do
and
look
at
each
and
ever
they
can
see
it
with
a
critical
eye.
S
S
One
of
the
things
that
we
had
talked
about
during
the
November
retreat
was
cost
recovery
for
the
services
we
provide
and
one
of
the
problems
is.
We
have
fees
that
we
have
not
increased
in
over
20
years
and
consequently,
the
cost
of
doing
business
and
the
increase
in
goods
and
services
and
the
amount
we
have
to
pay.
The
unions
go
up,
but
many
of
the
services
that
are
providing
the
fees
don't
go
up.
U
Good
evening,
so
as
Steve
mentioned
as
you
guys
well,
no
we've
had
cost
our
rate
studies
done
in
this
city
and
other
things.
What
you're?
Looking
at
here,
the
three
million
dollar
revenue
base
of
fees
that
would
exclude
parking
racks.
That
would
include
all
your
enterprise
funds,
ambulance,
billing
fees
and
I
think
liquor
license
fees.
So,
just
roughly
we
took
that
base
of
three
million
and
said
if
you
went
up
five
percent
and
tried
to
update
them,
the
city
could
have
a
recurring
revenue
of
about
a
hundred
and
fifty
thousand
dollars.
U
One
of
the
other
things
that
we
considered
is
some
of
the
implementation
of
new
fees,
so
that
users
will
pay
for
service
that
we've
kind
of
talked
about
some
of
the
ones
we've
chosen
a
spotlight
here.
Are
the
police
department
false
alarm
fees?
Currently
you
can
have
a
false
alarm
go
off
five
times
before
you
receive
a
charge
from
the
city
of
$50.
That
means
you
know.
Maybe
one
or
two
patrol
car
shows
up
at
your
home
or
business
on
a
regular
basis.
U
In
this
scenario,
which
would
help
recover
about
fifty
thousand
dollars
in
recurring
revenue
a
year
would
be
proposing
that
when
she
hit
the
fifth
call,
we
go
back
and
charge
it
to
full
cost
recovery
of
each
call,
something
think
about
possibly
a
deterrent,
for
some
of
them
were
first,
some
of
the
nuisance
alarms
and
then
we
have.
The
fire
department
doesn't
charge
anything
for
false
alarms
when
they
get
an
alarm
they're
going
out
for
a
structure,
fire,
there's
lots
of
bodies
and
equipment
that
are
going
out
there.
U
Some
of
the
scenarios
they're
considering,
could
result
in
maybe
$25,000
a
year
in
cost
recovery,
and
then,
of
course,
the
the
favorite
special
events
see
I
know.
We've
talked
about
that
a
lot
over
the
years.
An
interesting
note
there
that
period
implementing
$100
fee
per
block
in
our
inner
section
fee.
We
don't
currently
charge
police
or
Public
Works
for
special
events.
S
Thank
you
very
much,
and
the
next
one
we're
going
to
talk
about
is
is
business
registration?
Did
you
pass
already?
Okay
and
we've
talked
about
a
business
registration
program
and
I
wanted
to
tell
you
something
about
that,
though,
as
as
we
talked
about
this,
there
are
many
other
implications.
So,
as
you
begin
to
talk
about
that,
we
have
two
things
that
I
would
like
to
mention.
S
I
wanted
to
M,
plus
I,
emphasize
that
this
is
just
not
an
issue
of
trying
to
to
increase
the
revenue,
but
it
also
has
has
Public
Safety
and
Economic
Development
input
to
it
and
I'll
mention
that
by,
for
example,
in
economic
development
input.
If
someone
asks
us
how
many
car
repair
garages
we
have
in
town-
yes,
you
say:
well,
we
don't
know
because
there's
not
a
registration.
If
you
can
have
that
kind
of
information,
it
helps
very
much
in
terms
of
people
coming
to
town
and
doing
business.
S
So
by
registering
the
business
we
have
data
that
can
be
very
useful
in
other
cases.
What
happens
is
we
have
a
business
that
that
we
don't
know
that
they're
up
to
code?
There
are
fire
problems
there,
and
sometimes
we've
had
to
respond
to
businesses
where
there
was
a
fire
problem,
and
what
we
found
out
was
that
nothing
was
done
to
code
because
they
didn't
know
that
they
were
setting
up
a
business
to
serve
the
public.
So
one
of
the
things
that
business
registration
does,
it
does
have
an
important
public
safety
aspect
to
it.
S
C
Well,
I
wasn't
available
or
on
staff.
During
your
initial
discussion
on
the
big
picture
on
the
20th
of
December,
but
I
think
at
that
time
there
was
consideration
as
a
revenue
source
and
some
other
benefits
associated
with
business,
registration
and
I.
Think
at
that
time
the
City,
Council
and
staff
was
kind
of
looking
at
a
flat
rate
fee
and
I
think
there
was
some
discussion
among
staff
members
that
a
flat
rate
fee
may
may
hurt
some
of
our
mom-and-pop
operations.
C
So
we
had
an
opportunity
at
the
staff
level
to
investigate
how
business
registration
and
business
license
licensing
is
done
in
other
communities
and
what
really
came
out
of
that?
Just
a
cursory
search
of
other
common
ordinances
was
fee
based
on
the
square
footage
of
the
business
and/or
the
premises.
So
you
might
have
a
retail
shop
of
a
thousand
square
feet.
You
might
have
an
accessory
outbuilding
in
the
back.
C
The
biggest
thing
here
is
that
we're
actually
knocking
on
doors
to
schedule,
appointments
as
opposed
to
actually
scheduling
them
out,
so
we're
not
receiving
revenues
for
the
services
that
we
provide
for
these
fire
inspections
and
I
think
what
an
opportunity
for
the
city
could
be
to
implement
some
sort
of
business
registration
program.
So
I'd
like
to
go
over
some
things
that
we
kind
of
looked
at
of
the
top
highest
population
communities
within
the
state.
Excluding
Chicago,
seven
of
the
15
have
general
business
registration
programs.
C
C
So
there
are
some
hybrids
to
this
program
as
well,
but
generally,
the
the
benefits
of
the
program
are
enhanced
city
business
communication
and
what
I'm
talking
about
there
is
that
we
have
the
opportunity
to
send
out
notices,
snow
removal,
notices,
storm
warnings,
doing
outreach
on
on
education
for
training
programs
that
might
be
available
through
our
Economic
Development.
Division,
it
also
gives
us
the
opportunity
when
we
have.
Let's
just
say
there
was
a
break-in
at
the
resident
or
at
the
premises.
C
The
other
one
is
the
revenue
needed
to
support
our
establish
programs.
We
talked
about
our
fire
inspection
programs
and
and
that
we
are
not
charging
inspection
fees
for
those
services
throughout
the
community.
Another
one
is
zoning
compliance,
verification
for
new
businesses.
You
might
also
have
an
entrepreneur
that
might
come
into
the
community
and
say:
oh
I
want
to
open
a
business
and
they
choose
a
location
that
isn't
permitted
for
their
zoning
under
their
zoning
district
regulations.
C
So
especially
we're
going
out
there
to
enforce
them,
to
uproot
them
in
a
business
to
move
them
to
in
a
more
appropriate
zoning
location
and
a
lot
of
the
applications
have
an
upfront
requirement
that
you
have
to
have
their
verification
of
your
zoning
prior
to
moving
into
a
facility.
And
then
you
know
that
you're
not
making
a
mistake
or
signing
a
lease
and
and
yet
having
to
backtrack
that
information.
C
Certainly
building
in
life.
Safety
is
an
important.
We
want
to
have
safe
environment
for
all
the
employees
and
the
customers
of
the
businesses,
and
then
data
element
analysis.
This
is
a
way
for
our
economic
development
division
to
to
potentially
target
our
incentives.
I
mean
do
we
want
attracts
a
certain
type
of
business
or
a
specific
business
to
the
community,
and
also
it
might
be
a
way
for
us
to
offer
specific
training
or
other
incentives
for
these
types
of
business.
C
So
we
did
a
very
quick
analysis
of
based
now
on
the
scaled
approach
to
the
building
registration
fee,
based
on
the
square
footage,
and
what
we've
discovered
through
assistance
from
the
engineering
department,
was
that
our
average
size
business
is
4,700
square
feet.
So
what
that's
coming
down
to,
if
you
look
at
our
graduated
scale,
we're
still
at
that
one
hundred
dollar
threshold
for
fees?
And
so
when
we
talked
before
at
the
big
picture
meeting,
we
were
at
two
thousand
approximate
businesses
times
the
$100
application
fee
and
we're
at
two
hundred
thousand
dollars
of
potential
revenue.
C
Now
this
this
scale
and
these
grades
can
go
up
or
down,
but
it's
an
opportunity
to
consider
this
as
an
additional
revenue
source
with
alternate
benefits
as
well.
The
other
thing
that
I'd
like
to
discuss
this
evening
is
many
of
the
communities
throughout
the
state
have
obviously
allow
for
video
gaming
some
outright
prohibited.
But
Bloomington
is
a
community
that
has
allowed
for
video
gaming
and
many
of
the
communities
are
starting
to
implement
video
registration
fees
and
again
talking
about
our
15
comparable
communities
within
the
state
and
excluding
Chicago
10
of
the
15
allowed.
C
Video
gaming
and
5
of
the
10
had
terminal
registration
fees,
ranging
from
$250
to
$1,000
per
terminal.
The
one
actually
had
an
additional
fee
for
the
an
annual
fee
for
the
operating
business
at
$250,
so
you
would
have
your
all
guaranteed
5
terminals
plus
the
250
and
it's
a
way
to
add
some
additional
revenue
to
it.
So
when
we
look
at
the
approximately
250
terminals
within
the
city
of
Bloomington,
at
the
rate
that
was
applied
to
Peoria,
that
would
generate
approximately
125,000
dollars
per
year.
S
Somewhat
similar
I
would
think
to
normal,
but
we're
still
working
on
that,
but
what
it
really
does.
It
gives
us
the
opportunity
to
charge
for
parking
or
not
charge
for
parking
by
automating
the
decks,
and
we
came
back
there
at
that
time.
Russ
Waller
suggested
we
charged
for
24-hour
tarkie
parking.
We
could
get
as
much
as
$400,000
and
I
don't
think
his
a
proposal
for
hundred-percent
parking
charging
all
the
time
met
with
his
warmer
reception,
as
as
he
might
have
hoped,
but
so
what
we
did
is
we
came
back
here.
S
We
said:
well,
you
cut
that
down
in
half,
because
you
have
the
opportunity
of
doing
it
anyway
and
I.
Don't
suggest
that
as
we
do
it,
if
we,
if
we
raise
the
amount
of
parking
revenue
we
get,
we
can
lower
the
amount
we
need
to
get
from
someone
else
like
vacancy
savings.
But
if
we,
if
we
lower
the
amount
that
we
get
from
parking,
then
we
have
to
raise
the
amount
we
get
from
somewhere
else,
and
so
it
just
depends
upon
what
we
have
an
appetite
for.
V
Thank
you
just
the
same
city
manager,
Rasmussen,
her
interim
city
manager,
Iseman,
sorry.
So
as
a
senior
manager
indicated
back
in
November,
I
did
during
our
presentation
about
upgrading
the
access
to
the
parking
garages.
I
did
propose
or
provide
some
information
about
what
turning
that
Dex
into
24/7
operation
would
potentially
provide
an
increased
revenue
I'm
not
advocating
for
that
strongly
I'm
just
providing
information.
Obviously
it's
your
decision
to
make
not
mine
so
as
indicated
that
potential
revenue-
and
these
are
approximations
obviously
was
about
$400,000
if
you
did
turn
it
into
24/7
operation.
V
So
if
we
would
look
at
the
potentially
10
events
at
the
arena,
where
we
could
charge
$5
entry
fee
to
the
gate
or
into
the
parking
deck,
so
I'm,
just
looking
at
Lincoln
and
Market,
and
we
try
to
use
some
moderate
numbers
on
the
other
people,
we
would
see
actually
Park
at
the
facilities
and
then
also
the
$5
rate,
which
I
think
is
a
little
less
than
some
of
the
private
vendors
are
charging
for
their
facilities.
That
would
give
us
about
$200,000
so
about
half
of
the
400,000.
V
I
would
like
to
point
out
that
we
did
not
include
Pepsi
I
Center
garage
Annette,
because
there
was
already
a
fee
attached
to
ticket
sales
that
cover
use
of
that
garage
and
the
butler
a
lot
as
well.
So
so
there's
a
couple
options.
You
could
consider
for
looking
at
the
potential
increased
revenue
from
the
parking
operations.
S
Okay,
now
another
one
of
the
things
that
we
talked
about
is
a
priority
based
budgeting
and
on
priority-based
budgeting.
If
you
remember,
we
had
a
number
of
things
that
rated
very
high
on
the
list.
The
opposite
side
of
that
coin
is
the
things
that
maybe
didn't
rate
as
high
on
the
list
and
might
be
available
for
some
reductions,
and
so
what
I've
done
is
I've
gone
back
and
asked
staff
to
look
at
some
of
those
things
and
look
at
what
might
be
the
things
that
are
lower
on
the
list.
S
Now
we
don't
know
because
we
need
to
impact
back
from
you.
We've
got
a
couple
of
them
and
what
we'll
call
those
is
a
service
level
reductions.
Most
of
them
come
into
the
category
of
a
Public,
Works
and
so
I'm
going
to
ask
Jim
to
come
up
and
talk
about
that,
and
please
refrain
from
throwing
things
at
him
until
he
until
he
gets
done.
I
do
appreciate
that
this.
T
Is
a
very
brief,
the
two
items
just
to
highlight
for
you
is
it
really
focused
on
the
street
lighting
request?
Streetlight
placement?
That's
$80,000
out
of
$100,000,
we
typically
a
lot
on
an
annual
basis.
We
received
that
just
to
describe
for
you
what
this
would
be
is
in
the
city.
We
receive
different
requests
for
dark
blocks
or
issues
to
where
we
would
then
evaluate
as
a
staff
to
go
and
provide
assessment.
Does
this
meet
our
current
standard
for
lighting
and
and
are
there
opportunities
for
us
to
add
some
lighting
here?
T
That
does
cost
the
city
in
funds
and
and
on
an
annual
basis,
a
lot
of
times
we'll
run
out
of
funds
for
that?
For
that
ability
to
do
that.
That
is
one
example
of
a
place
where
we
could
cut
back
on
for
reductions.
Another
one
is
curb
replacement.
There
are
times
whenever
we
as
as
part
of
the
work
that
we
do.
This
isn't
part
of
the
street
resurfacing,
but
other
facets
and
commercial
areas.
T
S
Okay,
great
thank
you.
Jim
I'm
I'm,
not
quite
ready
to
get
to
this
one
yet,
but
leave
leave
that
slide
up
to
the
two
things
that
you
would
have
seen
on
exhibit
two
was
we
had
divestiture
of
facilities
and
revenue
collection,
each
one
of
those
was
for
$25,000
and
that
that's
not
on
this
slide.
I
just
want
to
say
that
I'm
going
to
skip
over
those
I'm
not
doing
a
presentation
on
those
because
we
talked
about
divestiture
of
facilities.
S
We
have
some
land
that
we
could
maybe
get
rid
of,
but
many
cases
it's
like
a
sliver
of
land
or
it's
like
a
triangle
of
land
that
we
we've
gained
because
we
had
a
road
that
go
through
and
we
didn't
need
that
little
piece
of
land.
Well,
we
could
sell
that
to
the
adjoining
landowner
if
they
would
buy
it,
but
but
they
won't
because
they
don't
have
any
need
for
it.
So
we
look
through
there
just
isn't
very
many
pieces
of
land
that
we
get
some
money
off.
S
We
could
get
some
off
I
put
$25,000
on
there,
because
we'll
put
those
pieces
of
property
out
for
sale
and
maybe,
of
course,
we'll
we'll
sell
them
and
we
might
get
something
of
it,
but
it
doesn't
give
us
a
long-term
help
to
the
budget.
There's
some
other
pieces
of
property
that
we've
talked
about.
One
of
the
famous
one
is
a
fire
station
number
five
on
the
south
west
corner
of
town
I've
had
people
say,
oh,
if
you
could
set,
why
don't
you
sell
that
and
I
said?
S
That's
a
great
idea:
would
you
like
to
buy
it
and
they
say
no
fire
stations
are
tough
to
sell
these
days.
So
it's
tough
to
help
our
budget
between
now
and
the
30th
April
by
selling
a
fire
station.
So
it
doesn't
help
us
right
now.
It
hasn't
doesn't
mean
we
haven't
forgotten
about
it,
but
they're.
Just
there's,
there's
no
easy
way
to
to
do
that.
The
other
one
is
revenue
collection.
S
We
have
about
two
hundred
and
fifty
thousand
dollars
worth
of
uncollected
the
parking
tickets,
we've
hired
a
collection
agency
and
we've
gotten
about
$25,000
of
that
back
and
we'll
continue
to
do
that.
It's
not
going
to
solve
our
budget
problem,
but
I
just
wanted
to
let
you
know
that
we
are
continuing
to
do
that.
We
haven't
given
up
on
those
a
bigger
issue
then
to
get
through.
This,
though,
is
how
we
get
to
the
2.9
million
dollars,
because
all
the
things
we've
talked
about
so
far
don't
get
us
there.
S
Yet
so
we've
gone
back
to
all
of
the
apartments
and
talked
about
cutting
some
pieces
out
of
their
operating
budgets.
To
get
to
this,
a
Scott
Griffin,
our
our
budget
officer
has
been
doing
that
in
the
last
couple
of
weeks
and
I'm
gonna
ask
him
to
come
up
and
tell
how
he
got
to
five
hundred
and
twenty
five
thousand.
I
Well,
I'm
not
going
to
read
through
the
list
I
wanted
to
discuss
some
of
the
processes
that
we
went
through.
You
know,
because
how
do
you
start?
How
do
you
go
to
all
these
department?
Heads
and
say
you
know,
come
up
with
2.9
million
well,
the
first
thing
we
did
was:
we
knew
we
needed
to
provide
them
some
historical,
so
from
the
get-go
we
sent
them
all
worksheets
for
their
departments
and
showed
four
years
of
actual
results
for
their
departments
and
it
had
a
calculation
of
their
four-year
average.
I
What
had
been
discovered
previously
by
Patti
Lynne
and
the
previous
city
manager
was
a
lot
of
times
the
the
departments
were
coming
in
under
their
budgets.
So
how
best
to
show
this
but
give
them
the
actuals.
You
know
every
year,
they're
focusing
on
the
budget,
the
budget,
the
budget,
the
budget
and
cutting
the
budget.
Well,
let's
show
what
they've
done
over
the
last
four
years.
What's
the
average
they
can
see
the
blips,
they
can
walk
work
through
those
blips
understand
the
blips.
I
So
we
actually
gave
them
a
directive
that
we
wanted
him
to
hit
their
four
year
average
and
if
they
weren't
going
to
hit
that
they
had
to
give
us
an
explanation
now,
in
many
cases
they
weren't
able
to
hit
that,
but
it
was
a
good
process
for
them
to
go
through
and
understanding
what
was
driving
their
numbers,
and
it
was
a
good
process
for
me
as
a
new
budget
manager
to
see
what
was
behind
those
numbers.
The
second
iteration
that
we
went
through
was
comparing
their
2018
budget
to
their
2019
budget.
I
Steve
was
using
the
term
of
a
status
quo
budget.
You
know
a
flat
revenues,
so
if
we
have
flat
revenues,
obviously
that
that
means
we
need
to
have
flat
expenditures
year
over
year,
so
we
provided
them
the
same
detailed
worksheets,
2018
versus
2019,
and
then
we
met
with
them
one
on
one
and
went
through
line
by
line.
Looking
at
each
difference
and
and
talking
about
any
up
or
any
down,
so
sometimes
you
could
do
something
about
the
up.
I
Sometimes
you
couldn't
and
then
there
were
there
were
times
where
you
know
we
just
had
to
look
and
ask
a
harder
question:
do
you
really
need
to
do
that
next
year?
Okay,
so
the
reductions
are
a
combination
of
hard
questions,
hard
answers
and
delays.
So
I
wanted
to
make
sure
to
point
that
out
that
some
of
these
items
you
know
like
the
clerk's
office,
the
codification
I
mean
we
need
to
do
that
eventually.
I
But
you
know
that's
a
delay,
but
that's
the
savings
that
we
needed
to
get
in
this
budget,
we're
looking
at
two
point:
nine
million.
So
what
can
we
do
until
we
figure
out
all
the
other
things
that
we've
been
discussing
this
evening
in
making
the
longer-term
changes
the
linking
of
revenue
to
programs
that
was
mentioned
earlier?
That
kind
of
thing
so
I
hate
to
use
this
term
but
to
buy
some
time
so
there's
a
combination
of
a
straight-up
review
of.
Maybe
we
don't
need
to
use
the
consultant.
I
Maybe
we
can
use
an
internal
expertise
for
that
project.
Maybe
we
can
delay
and
that's
how
we
came
up
with
a
half-million
when
I
also
wanted
to
make
one.
Other
comment,
too,
is
that
we
do
do
monthly
budget
to
actual
reviews
with
all
the
department
heads
where
we
go
line
by
line,
and
we
read
their
budgets
budgets
to
actual
giving
where
they
should
be
during
the
year.
Thank
you.
S
Thank
you,
I
wanted
to
give
another
example
of
that
too.
One
of
the
things
we
found
in
all
of
these
town
hall
meetings
we
had
and
meetings
with
different
constituent
groups
is
there
is
a
refrain,
refrain
of
just
spend
less
money
and
that's
kind
of
what
this
does.
One
of
the
things
we
had
recently
was
there
was
a
purchase
request
that
came
across
my
desk
for
a
new
video
conferencing
system
for
the
public
works
conference
room
for
$49,000,
and
that
would
be
a
good
thing.
S
S
So
what
I
thought
is:
let's
just
not
buy
that
this
year
and
let's
roll
it
back
into
these
kinds
of
things
and
see
where
we
are
the
next
time
around
and
there
are
savings
to
be
had
by
just
not
spending
things
until
we
get
a
handle
on
the
budget
we've
got
so
I
wanted
to
to.
Let
you
know
that
the
staff
is
doing
that
thing.
Those
kind
of
things
on
a
regular
basis.
S
But
of
course,
if
you
find
that
it
would
be
useful
for
us
to
have
a
Saturday
or
two
to
really
work
on
these
things,
where
maybe
you're
not
constrained
by
time
here,
the
staff
certainly
stands
ready
to
do
that
and
we
serve
at
your
pleasure.
Just
let
us
know
if
it
looks
like
we
can't
get
there
by
that
now
these
were
the
two
slides
that
were
on
the
left-hand
side.
In
the
big
picture
down
at
the
BCP,
a
I'm
going
to
go
now
back
to
the
to
the
right
hand,
side
and
the
right
hand.
S
Side
is
a
little
tougher.
Because
of
this
is
the
other
half
of
this,
which
council
has
been
asking
us
to
do
now
for
a
couple
of
years,
and
that
is
the
the
capital
improvement
plan,
the
five-year
capital
improvement
plan,
and
so
what
you've
got
on
the
left
inside
of
this
chart,
which
was
exhibit
three
and
and
you
this
came
out
in
in
your
packet
as
well-
is
a
number
of
projects
that
we
have.
That
could
be
done
in
the
capital
needs
category.
S
When
we
went
back
and
talked
to
all
of
these
people
that
I've
been
talking
about,
got
public
input
talked
to
members
of
the
council.
Two
of
these
things
came
out
as
as
high
of
high
importance
and
over
on
the
left-hand
side.
You
see
the
Aquatic
Center
at
O'neil
pool
came
up
over
and
over
again
as
a
must-do
project.
That's
a
project
that
is
a
swimming
pool
that
was
made
to
last
twenty
years,
its
last
forty
four
years
now.
S
S
Do
you
have
that
example?
There
you
can
Tessa
yeah,
let's,
let's
do
the
Aquatic
Center
first,
that
would
be
4b
and
I
wanted.
To
give
you
an
example
of
what
that
would
would
look
like,
as
you
know,
we
have
an
increased
property
tax
for
many
years,
and
maybe
that
one'll
pool
over
on
the
the
west
side
of
town
is
a
time
place
where
we
might
to
consider
that.
So
what
I've
got
in
this
piece
of
paper
that's
being
passed
around
now
is
an
example
of
what
that
might
look.
Look
like.
S
So
you
see
what
it
takes
as
I
say:
I'm,
not
the
staff
is
not
recommending
these
no
they're,
not
dismissing
him.
What
we're
trying
to
do
is
just
give
you
some
examples
of
how
those
things
might
be
done.
I'm
gonna
go
back
again
here
now
and
talk
about
the
other
one
and
if
you
look
at
the
capital
needs,
exhibit
three
down
below
the
Aquatic
Center
I've
also
highlighted
additional
street
resurfacing
in
brick
streets.
S
S
So
you
can
get
that
money
out
there,
one
time
like
eleven
thousand
five
hundred
dollars,
but
but
that
doesn't
help
you
on
the
long
term,
because
you
can't
mobilize
enough
resources
to
do
that
on
a
regular
basis
on
an
annual
basis.
What
you
need
to
do
is
you
need
to
do
that
with
a
steady
increase
year
after
year
to
increase
the
ability
force
to
maintain
the
streets.
So
what
happens
is
the
the
way
the
numbers
on
that
work
out?
S
Then
we
got
the
the
increase
in
the
sales
tax
here
a
couple
of
years
ago,
and
that
gave
us
another
two
points:
three
million
dollars
and
that
brought
the
curve
not
quite
up
to
level
we're
getting
behind,
but
at
a
slower
rate
in
order
to
get
the
roads
and
streets
repaired
to
where
we
can
begin
to
make
progress,
we
need
to
move
it
up
a
little
bit
and
moving
it
up.
A
little
bit
above
level
requires
a
constant
improvement
over
a
long
period
of
time.
S
S
What
that
does
is
that
gives
you
another
2.3
million
dollars,
so
that
makes
us
go
from
two
point
three
to
four
point:
six
and
up
another
two
point
three
to
just
get
us
above
above
break-even
point
and
what
the
city
engineer
and
the
assistant
city
engineer
will
be
able
to
do
then,
is
to
go
out
and
to
continue
to
to
maintain
streets
for
the
long
term.
I
think
Patti,
Lin
used
the
word
sang
crow
sang
when
we
were
talking
about
the
fifteen
million
dollar
fund,
balance
reserve
and
I
would
use
it
the
same
way.
S
S
The
people
who
use
the
streets,
that
is
the
people
who
use
vehicles
on
it,
can
get
that
curve
from
just
below
level
to
just
above
level,
and
that's
what
that
proposes
now
again
I'm,
neither
advocating
that,
nor
am
I
dismissing
it
I'm
just
saying
if
fixing
streets
is
one
of
our
first
priority.
This
is
a
way
to
do
it
and,
of
course,
we
up
to
the
council
decide
what
it
is
you
you
would
like
to
do
on
that
or
what
you
you
would
not
like
to
do,
because
everything
everything
has
to
to
be
paid
for.
S
I've
asked
Jay,
Jay
pet
sloth
to
go
down
to
Miller,
Park
and
plant
a
bunch
of
money,
trees
and
he's
doing
that,
but
it
they
don't.
They
don't
begin
to
bear
fruit
for
many
years
so
until
he
pulls
that
one
off
we're
gonna
have
to
do
something
else.
At
one
of
the
work
sessions
we
had
a
town
hall
meeting,
one
of
the
city.
Councilmen
says
we
have
some
hard
decisions
that
will
have
to
make,
and
that
is
true.
S
However,
you
would
like
to
do
it
and
you
can
look
at
these
and
you
can
look
at
all
the
other
things
that
are
in
the
budget,
but
these
are
the
major
things
that
will
both
help
us
balance
the
budget
with
a
2.9
million
dollar
deficit
and
also
look
at
what
we
can
do
for
some
of
those
major
capital
improvements.
I.
R
Thanks
very
much
Steve
one
of
the
things
you
and
I
talked
about
as
an
additional
targeted
action
item
was
a
full
list
of
all
the
different
donations
we're
giving
to
outside
agencies.
Guessing
from
you
know,
I
don't
want
to
pick
on
anybody,
but
I,
don't
like
the
Museum
of
History,
all
the
way
up
to
economic
development,
connect,
transit,
just
seeing
the
full
array
and
making
sure
that
there's
still
priority
for
us
I
think
that
would
be
an
additional
helpful
review
for
us.
Yes,.
S
A
Essentially,
at
this
point,
what
we
have
is
a
presentation,
and
so
this
is
ten
first
council
discussion.
If
you
want
to
go
through
some
of
them,
one
by
one
you're
certainly
welcome.
So
there
is
no
specific
format.
We've
been
given
a
balanced
budget,
we've
been
given
some
priorities.
This
is
beginning
of
a
conversation.
It's
not
speak
now
or
forever
hold
your
peace,
it's
just
the
beginning
of
the
conversation.
So
if
there
are
some
specific
questions,
you
have
or
specific
comments
that
you
have
that's.
However,
you
would
like
to
handle
them.
We
don't
have
any.
A
D
W
A
A
S
We
don't
expect
you
to
come
up
with
an
answer
on
each
one
of
these
today,
we've
we've
got,
we
got
two
months
really
to
do
it.
We've
got
a
month
to
do
it
and
you
can
come
back
to
us,
but
if
you
have
a
couple
of
them
that
you
would
like
to
address
today
or
had
some
some
comments,
we
would
certainly
certainly
welcome
that
I'm
always
looking
for
a
for
a
show
of
hands.
W
A
W
Start
the
first
topic
that
was
presented
with
solid
waste
and
Mister
carts
and
I'm
just
gonna
say
that
we
provide
a
Lexus
type
service
to
our
residents
and
we
don't
like
change.
Those
are
two
things
that
I
think
are.
Most
of
us
can
can
agree
on
I'm
gonna
I'm,
just
going
to
put
it
out
there
that
I,
don't
I,
don't
see
solid
waste
as
a
core
service,
we're
one
of
only
three
communities,
downstate,
the
other
one
being
normal
that
are
in
the
city.
W
There
are
municipal
trash
business,
so
I
would
personally
like
to
see
us
either
get
out
of
trash
or
increase
the
cost
to
pay
for
itself
and
I.
Think
two
years
ago,
when
we
were
talking
about
this,
the
last
time
it
was
$27
a
month
to
to
cover
the
cost
of
trash
may
have
gone
up
a
little
bit
since
then.
But
if
we
were
to
reduce
service,
it
should
be
in
line
with
normal.
D
D
We
have
some.
We
have
some
projections
here
or
personnel
savings
vehicle
savings,
let's
shift
collection,
savings
and
Jim
help
me
understand
the
elsewhere.
In
your
presentation,
you
talk
about
making
some
service
level
changes,
and
so
are
those
service
level
changes
reflected
are,
though,
are
they
embedded
in
these
three
costs
that
are
reflected
here?
They.
T
Are
what
you're,
seeing
before
you
is
going
through
the
budget
and
trying
to
find
how
what
the
impact
would
be
if
we
change
the
service
level
here,
here's
one
of
the
issues
that
is
important
to
note
it's
hard
to
capture
that
all
the
savings
that
we
need
in
one
year
whenever
we,
whenever
we
do
no
layoffs,
a
lot
of
the
savings
over
time
will
be
through
attrition
and
so
that
first
year
we're
trying
to
find
the
ways
that
we
know
we
can.
We
can
find
that
1.1
million
dollar
gap
the
first
year.
T
That's
that's
one
of
the
challenges
when
you,
when
you
shift
people
over
nobody
can
say
we
don't
need
work
on
the
streets,
but
but
our
employees
is
that
it
still
is
one
of
our
higher
costs.
The
ways
that
we're
looking
to
do.
That
is,
if
we
don't
go
out
to
the
side
as
much
we're
trying
to
capture
that
through
you
know,
less
maintenance,
less
equipment,
that's
gone,
going
out
from
a
solid
waste
perspective
to
service
that
we're
looking
at
less
fuel
to
whenever
we're
driving
or
our
streets
less
in
that
way.
T
Does
that
make
more
sense.
Another
way
to
talk
about
that
from
US
personnel
savings
standpoint
when
we
have
more
full-time
employees,
part
of
that
assumption
was
from
a
seasonal
perspective.
We
would
need
less
seasonals.
We
would
try
to
eliminate
every
seasonal.
We
could
because
we're
gonna
try
to
leverage
our
our
full-time
staff.
Some
things
like
that,
I'm.
D
Sorry
did
yeah
that
was
in
that
was
a
little
bit
more
information
and
I
was
looking
for.
I
just
wanted
to
make
sure
that
the
service
level
adjustments
that
you
were
you
had
had
at
least
offered
as
possible
and
elsewhere
in
a
presentation
where
it
in
fact
embedded
in
those
cost,
so
things
around
brush
and
bulk
waste
and
stuff
are
reflected
in
those
savings.
Yes,
okay,
all
right.
X
Black
thank
you
nice
to
take
a
moment
and
thank
Steve
and
wherever
he
wants
Steve
and
staff
for
all
the
hard
work
they've
done
on
this.
This
is
the
most
in-depth
high-level
budgets
that
I've
seen
in
my
time
on
council.
That's
been
incredibly
helpful
in
not
only
informing
the
council
about
where
we're
at
with
some
of
these
programs,
but
also
helping
educate
the
public
on
these
issues
as
well
and
I.
Think
it's
pretty
clear.
X
So
a
couple
things
when
it
comes
to
solid
waste
I
would
recommend,
suggest
that
we
see
some
sort
of
a
resolution
come
before
the
council
here
to
direct
staff
to
explore
privatization
options.
I
would
be
voting
against
that
resolution,
but,
having
seen
this
conversation
happened
in
my
time
on,
council
I
don't
want
either
our
employees
to
be
constantly
concerned
about
what
we're
going
to
do
and
I
also
don't
want
to
waste
a
bunch
of
staff
time
if
we're
truly
not
interested
in
exploring
that
option.
I
don't
know
where
the
majority
is
on
that.
X
That's
because
that's
one
of
our
biggest
ticket
items
I
think
that's
something
that
I
would
recommend
seeing
come
forward,
and
then
we
can
have
that
discussion
kind
of
separate
from
this,
and
we
can
see
what
our
options
are.
There
you
know
I
can
we
can
nitpick
on
solid
waste
all
day,
ultimately,
to
get
my
support
for
any
types
of
changes,
it
would
need
to
come
along
with
some
code
enforcement
for
dumping
and
landlord
clean-out.
Maybe
we
even
talked
about
even
or
moving
landlords
entirely
from
our
program,
making
them
get
a
dumpster.
S
Could
I
go
back
for
just
a
moment
on
that?
You
you,
you
suggested
that
there
be
a
resolution
to
come
forward
to
talk
about
outsourcing
and
that
way
there
is
a
way
of
laying
it
to
rest.
If
is
the
council
votes
that
they
don't
want
to
do
that,
then
we
know
that
we
can
come
back
with
some
other
option.
Is
there?
Is
there
enthusiasm
on
the
part
of
the
council
force
to
do
that?
If
so,
we
could
come
back
at
the
next
council
meeting
on
the
12th,
with
with
a
resolution
to
explore
privatization.
S
That
would
be
easy
to
do
and
if
it
doesn't
get
the
votes,
then
we
know
we
won't
go
that
direction.
If
it
does,
we
can
at
least
explore
it.
It
doesn't
commit
you
to
do
that
at
least
when
they
explore
it
and
I'll.
Tell
you
frankly,
I
over
in
government
center
a
month
doesn't
go
by
that
I.
Don't
have
a
company
coming
and
asking
if
they
would
would
could
take
over
our
solid
waste
to
privatization,
they're
out
there
and
they're
hungry
for
the
business
and
I.
We
could
get
some
proposals
back
to
you
pretty
easily.
S
A
Y
S
D
Come
please
so
so
Steve.
Would
you
be
able
to
do
the
kind
of
due
diligence
that
would
be
needed
in
order
to
bring
some
some
additional
information
back
to
us
as
part
of
having
that
conversation,
or
are
you
just
suggesting
that
we,
just
you
know,
kind
of
it
it
at
some
pie-in-the-sky
level,
say
yes,
we're
in
favor
of
priorities,
18
that
doesn't
seem
to
me
to
be
a
a
very
completed
staff
approach
to
to
having
that
conversation,
the.
S
Answer
your
question
actually
is
yes
on
both
accounts.
First
of
all,
what
I
would
like
to
do
is
to
know
if
you
would
like
us
to
explore
that
if
you
would
like
us
to
explore
it
we'll
bring
that
back,
but
I
would
I
would
like
something
from
the
count
to
say,
go
out
and
do
it
a
resolution
to
explore
that
the
second
answer,
your
question
is:
can
we
do
the
due
diligence?
Absolutely?
What
have
these
companies
have
been
doing
it
all?
S
The
time
I
probably
got
three
proposals
sitting
over
in
my
office
in
government
center
right
now
to
do
it
we
KITT
that's
not
a
hard
thing
to
do
now.
It
doesn't
mean
that
we
could
do
that
by
next
time,
but
if
what
you
do
is
you
would
want
us
to
explore
it
and
bring
it
back.
I
believe
that
we
could
have
that
back
by
the
time,
you're
ready
to
vote
on
a
budget
and.
D
I
would
just
say,
I
mean
I,
think
there's
value
in
that
approach,
right
Steve,
because
I
was
going
to
save
my
general
comments
to
the
end.
But
since
since
God
decided
to
offer
general
comments
at
the
beginning,
you
know
I'll
go
ahead
and
and
say
that
as
well.
One
thing
I
appreciate
about
what
you've
done
here
is
right
is
is
you're,
saying
staff
is
neither
recommending
these
or
or
dismissing
these
right.
D
So
so,
let
me
say
first
of
all,
I
appreciate
the
the
approach
that
you've
taken
is
to
say
here.
Here
are
a
number
of
different
options
that
you
can
look
at,
and
these
will
all
have
both
financial
impacts.
As
well
as
political
impacts,
we're
trying
to
lay
out
the
financial
impacts,
Council
you're
gonna
have
to
figure
out
what
the
political
impacts
are
and
your
appetite
to
to
to
absorb
or
embrace
the
financial
impacts
of
your
budget
options.
So
thank
you
for
that
sure.
S
A
S
Z
I
had
a
question
about
that,
because
there's
something
in
that
that
I
vaguely,
remember
and
I
want
to
make
sure
I'm
remembering
correctly.
So
when
we
talk
about
solid
waste,
we
have
three
potential
areas
of
operation.
We
have
our
weekly
garbage
pickup,
we
have
bulk
waste
and
we
have
brush
and
I'm
pretty
sure.
Z
S
Not
exactly
because
what
happens
is
they
would
want
to
pick
up
trash
and
they'll
do
that
any
day
of
the
week,
because
they
make
money
on
it,
but
when
we
add
a
bulk
and
brush,
what
would
have
to
be
done
is
that
would
be
part
of
a
contract
and
they
would
have
to
make
a
proposal
in
that
way
so
that
they
could
also
make
money
doing
that
they're
not
going
to
do
it
and
lose
2.1
million
dollars
a
year.
Okay,.
T
Not
having
talked
to
you
know
directly
with
them
about
what
service
they
can
provide.
What
I
will
say
is
that
I
don't
know
of
many
communities
that
are
privatized
that
have
the
service
level.
We
have
that's
probably
the
best
way.
I
can
say
that
we
have
a
Lexus
level
service
that
how
it
was
described
and
that's
accurate,
but
but
again
you
know
and
not
having
broached
that
topic.
That
is,
that
is
one
of
the
issues
that
could
be
looked
at.
Z
T
Z
T
T
S
T
T
The
past,
whenever
we
did
our,
if
you
go
on
our
line,
you
could
look
at
our
solid
waste
analysis
and
that's
for
the
entire.
You
know
general
public
and
look
at
as
I
recall.
The
estimate
was
like
65
percent
of
our
overall
budget
that
was
in
2014
that
was
prior
to
the
changes
we
made
from
weekly
to
bi-weekly.
That
would
change
those
numbers.
As
you
recall,
out
of
that
2014
study,
then
the
council
voted
to
make
changes
in
our
bulk
waste
and
we
haven't
gone
through
and
reassessed
it.
S
Here's
about
the
way
that
would
look,
I,
think
if
you,
if
you
took
only
the
collection
of
trash
you
could
make
money
off
of
that
which
would
largely
offset
bulk
pickup.
If
you
went
to
the
kind
of
proposal
that
Jim
just
identified
the
thing
that
is
always
hanging
out,
there
is
the
brush
pickup,
which
is
always
just
going
to
be
a
loser,
and
we
would
have
to
figure
out
a
way
to
have
a
a
a
outside
agency
picked
that
up
and
if
we,
then
they
they'll
they'll,
do
it
some
cities
do
it.
S
D
Of
them
saying
thank
you,
and
so
I'll
just
follow
up
on
what
on
what?
What
I
thought
I
heard
Scott
suggests
net
is
to
me
there's
value
in
having
that
conversation,
because
this
is
the
conversation
that
we
seem
to
perpetually.
Have
you
know
so
why
don't
we?
Why
don't
we
answer
the
question?
You
know
I
mean
because
it
we
heard
about
it,
we
hear
about
it
at
the
town
halls.
D
You
know
I
I
hear
about
it
from
from
you
know
the
neighbors
in
my
ward,
I'm
sure
the
other
aldermen
do,
let's
quit
speculating,
let's
not
be
focused
on
what
we
think.
Let's
focus
on
what
we
can
know
and
to
me
there's
value
in
having
that
that
discovery
process,
because
then
we'll
we'll
answer
the
question
or
we
can
move
on
that.
S
X
Maybe
in
the
terms
of
if
you
receive
a
water
bill
via
mail,
you
can
opt
for
a
paperless
option.
If
you
don't,
you
know
five
bucks
a
month
for
that.
You
know
if
you
pay
online,
with
the
automatic
pay
with
a
credit
card
for
your
water
bill
that
maybe
save
you
some
money
and
then
we
stopped
paying
those
two
percent,
three
percent
fees-
or
we
add
on
that
amount
in
some
way
to
offset
those
costs
I'd
like
to
see
that
instead
of
charging
businesses
for
a
registration
fee.
X
AA
You
just
kind
of
in
the
weeds
a
little
bit
Jim,
but
you
in
your
proposal
you
make
mention
of
a
potential
shift
split
and
talking
about
creating
a
morning
shift
in
an
evening
shift
and
honey.
Changing
some
things
around
town
about
when
trucks
are
rolling
through
I
know
those
solid
waste
trucks
start
off
early
in
the
morning.
But
what
did
you
have
in
mind
with
that?
We.
T
Really
struggled
with
this
one,
to
be
honest,
whenever
we
looked
at
this
idea
originally
because
part
of
it
is,
you
know,
we
were
wondering
how
viable
this
is
as
an
option
I'm.
A
couple
of
the
concerns
that
we
had
was
the
transportation.
You
know
it's
only
open
for
so
many
hours
and
how
do
you,
if
you
start
it
off
early
in
the
morning?
Let's
say
you
start
it
off.
A
lot
of
commercial
entities
do
collections
at
3
a.m.
4
a.m.
5
a.m.
T
If
somebody
were
to
call
in
there's
a
lot
of
overtime
associated
with
that,
there
still
can
be,
and
that's
one
of
the
difficulties
that
that
were
you
know
we
still
would
have
to
work
through,
but
what
we
would,
what
we're
talking
about,
at
least
from
some
discussions
like
I,
said
with
without
laid
waste
for
public
from
our
transfer
station.
If
they're
willing
to
stay
open
later,
then
it
still
becomes
a
possible
savings.
What
we
would
look
at
is
saying
we
regularly
have
our
6:00
to
2:00
or
7
2,
3,
6
a.m.
to
2
p.m.
T
or
7
a.m.
to
3
p.m.
and
then
you'd
have
a
second
shift
from
you
know.
2
p.m.
to
10:00
or
3
p.m.
to
11
p.m.
that
second
shift
is
where
you
would
utilize.
You
know
that
same
piece
of
equipment,
the
concern
being
is
that
you're,
using
that
same
piece
of
equipment
twice
as
much
well,
it's
going
to
break
down
just
about
as
much.
The
hope
is
that
sometimes,
with
the
chassis
it'll
last
a
little
bit
longer,
you
do
more
replacement
on
your
automated
arms,
but
we
have
older
equipment
now,
a
lot
of
our
equipment.
T
We
started
purchasing
in
2012
2014,
so
we've
got
12
pieces
of
automated
equipment.
If
we
were
able
to
lower
that
to
eight,
you
know
and
do
it
instead
of
you
know
six
you
had
more
spares
than
maybe
we
have
currently
we
could
accommodate
some
of
that.
You
know
some
of
those
breakdowns
that
are
going
to
happen.
But
again
you
know
we.
This
is
an
out-of-the-box
idea
that
we
don't
know
a
lot
of
places
that
have
done
this,
so
we're
just
we've,
taken
different
ideas
and
trying
to
find
the
best
thing
we
can
for
efficiencies.
So.
B
T
T
Should
the
council
be
able
to
overcome
those
hurdles
of
nighttime
collection,
or
you
know
the
some
of
the
noise
issues,
then
we
would
probably
spend
a
little
bit
more
time
on
those
issues
of
what
kind
of
effort
do
we
have
to
undergo,
but
but
honestly,
we
really
don't
want
to
go
down
that
path
until
we
know
there's
some
some
interest
from
the
council
on
that
service
change.
All.
AA
T
Each
of
them
costs
around
three
hundred
twenty
five
thousand
to
do.
Alarms
are
about
three
sixty
three
hundred
sixty
thousand
dollars
and
again,
if
you
look
at
you
know
twelve
of
those
and
you
are
getting
into
that
range
still
under
still
under
that,
but
but
it
still
is
a
significant
investment
for
our
community
and.
T
AB
T
AB
Other
question
I
have
is
headcount
when
I
pulled
up
the
old
numbers
in
2011.
There
were
thirty,
seven
point:
thirty
three
full-time
employees
and
well
actually,
no
thirty-nine
point
thirty
three
and
then
it
went
to
forty
and
then
you
got
the
new
trucks
and
headcount
was
supposed
to
be
reduced
and
by
how
many?
By
what
percentage,
a.
T
Lot
of
those
we
reduced
through
seasonal
staff
and
what
we
used
to
do
is
have
a
lot
of
ten
months
of
seasonal
staff
on
the
back
of
those
rear
Packers,
the
other
facet
out
of
that
is
in
the
solid
waste
division.
They
also
perform
the
services
of
street
sweeping,
and
so
there
are
bodies
associated
with
that
as
well
alley
maintenance
and
other
items
we
do,
but.
AB
T
My
guess
is
that
I
didn't
see
that
the
signature
is
on
there,
but
my
guess
is,
you
might
have
had
signature
some
other
members
of
that
ask
me
local
699
that
might
be
in
streets
and
sewers.
That
feel
also
impacted
because
it's
a
joint
group
and
unit,
but
currently
there's
35
employees
and
in
solid
waste,
and
that
was
a
reduction
from
that
2015.
T
A
AB
H
S
H
Exactly
I
think
that
they
can
be
more
productive
for
for
us
to
do
that.
One
of
the
questions
that
I
had
I
was
curious.
Whether
or
not
you
know
in
looking
at
the
budget
from
last
year,
I
saw
that
you
know
we're
expecting
some
fluctuations
in
terms
of
annual
bond
payments
right
so
I.
You
know
what
I
saw
was
that
our
bond
payments
are
supposed
to
decrease
by
something
like
$400,000
for
FY
19,
so
I
just
wanted
to
be
sure
I.
H
U
S
If
I,
if
I
can
go
back,
I
still
have
one
question
to
ask
this
good
conversation
that
mr.
black
and
mr.
sage
were
having
about
about
the
solid
waste
and
outsourcing
and
there's
various
opinions.
But
but
one
of
the
things
that
that
we've
asked
is
to
bring
back
a
resolution.
I
would
like
to
bring
back
a
resolution
to
counsel
the
next
time
to
have.
You
ask
tell
us
to
consider
going
out
and
looking
at
various
outsourcing
options
and
the
reason
I'd
like
to
do.
S
That
is
because
then
you
can
vote
that
up
or
down
and
if
you
vote
it
down,
we'll
forget
about
it
and
we'll
go
to
some
of
these
other
options.
But
if
you
say
you
would
like
us
to
look
at
it,
then
we'll
begin
to
look
at
it
and
it
isn't
going
to
happen
over
and
over
night.
Even
if
you
want
to
outsource
it,
I
can't
put
my
magic
wand
down
I'll
make
it
happen
tomorrow.
We'd
have
to
go
back
and
we
would
have
to
do
send
out.
S
A
A
Z
Z
D
So
so
I
want
to
ask
Steve
what
I
want
to
be
sure
that
that
you're,
clear
on
what
you
think
a
majority
of
yeses
are
asking
you
to
do
because
I
mean
I.
Think
I'm
going
to
say
yes,
but
I
want
to
be
sure
that
that
you
and
staff
are
clear
on
what
it
is.
You
think
the
council
is
asking
you
to
bring
back
at
the
neck
to
the
next
meeting.
Sure.
S
S
And
I
haven't
written
that
ordinance,
yet
so
I'm
writing
as
fast
as
I
can,
but
we'll
get
as
close
as
we
can
to
that.
And
of
course,
if
you
don't
like
it,
you
need
to
change
it
on
the
floor,
vote
it
down,
but
at
least
then
we'll
we'll
have
something
that
will
help
us
move
forward
a
little
bit
in
the
solid
waste
business.
Okay,
thank
you
very
much
and.
A
Then,
as
you're
doing,
that,
I
would
hope
that
we
were
also
talked
about
at
least
a
little
bit
about
some
of
the
qualitative
information
in
control.
Absolutely
because
one
of
the
things,
if
you
talk
to
mayor's
who've
outsourced
to
others,
who've
done
this
scheme
going
back
30
years,
is
that
today,
if
we
missed
a
cul-de-sac,
we
can
call
Jim
karch,
you
lose
control
and
we
can
get
somebody
out
there
most
the
time
the
same
day
to
take
care
of
that.
A
If
we
privatize
about
all
we
can
do
is
call
some
company
from
Peoria
or
Splore
or
Chicago
and
say
we'll
remember
this
in
two
years,
when
your
contract
is
up,
so
you
definitely
lose
control,
so
at
least
articulating
those
qualitative
factors
there,
as
part
of
costs,
would
be
helpful
as
well.
Thank
you.
Thank
you.
Okay,
other,
although
one
brain
and.
AA
Thank
you,
so
Stephen
regards
to
the
capital
needs,
exhibit
three.
We
have
a
couple
items
that
were
that
were
mentioned.
You
talked
about
Aquatic
Center
O'neil,
and
then
we
talked
a
little
bit
about
additional
street
resurfacing
and
brick
streets
that
that
number
together
for
additional
street
resurfacing
and
brick
streets
comes
to
eleven
million
five
hundred
thousand
dollars.
AA
S
AA
A
H
D
All
of
them
cents,
one
other
thing,
and-
and
this
is
I
thought
about
this
as
Nicole-
was
speaking
because
Nicole
I
think
you
you
raised
some
good
points.
Some
some
of
the
good
talking
points
around
some
of
the
openings
and
such
and
one
of
the
concerns
that
I
have
and
and
and
maybe
we're
going
to
do
this
in
it.
D
But
it
seems
to
me
like
that,
we're
still
leaving
one
part
of
the
conversation
out
here
when
we
say
we're
not
going
to
fill
these
positions
without
then
also
saying
these
are
then
some
corresponding
services
that
some
specific
services
I
know.
You
made
a
general
statement
that
city
services
will
suffer.
I
guess
I
want
to
make
sure
that
I
have
some
line
of
sight
in
terms
of
of
when
we
have
when
we
have
openings
that
we
don't
fill,
then
then,
what
services?
What
service
levels
are
either?
Are
we
either
down?
D
You
know
downgrading
you
know
or
we're
gonna
find
another
way,
an
alternate
way
to
deliver.
Those
services
like
we
just
talked
about
with
with
solid
waste,
because
otherwise,
if
we
don't
do
that,
if,
if
the
council
doesn't
own
making
decisions
about
service
changes,
then
what
we
have
is
less
people
still
trying
to
do
the
same
amount
of
work
and
and
that
doesn't
address
any
of
the
issues
that
we're
talking
about
from
from
a
what
I
think
is
a
fair
and
reasonable
work-life
balance.
D
You're
right
so
I
guess
I'd
like
to
I'd
like
to
ask,
or
perhaps
encourage
that
that
that
also
be
part
of
the
conversation
that
the
council
has
to
own
right.
It's
easy
to
sit
up
here
and
say:
don't
fill
positions
right
that
that
there's
no
heavy
lifting
in
that
the
elected
officials
need
to
also
say
here
are
the
service
levels.
You
know
here
are
the
specific
pairings
of
these
openings
not
being
filled
along
with
the
services
that
will
not
be
delivered.
F
What
I
hear
you
saying
is
you
want
to
you
want
to
know
what
the
impact
is
going
to
be
if
we
don't
fill
vacancies,
and
we
can
absolutely
do
that,
that
will
be
part
of
and
as
part
of
our,
what
we
do
now
to
look
at
the
justification
for
replacing
positions.
What's
the
impact,
if
we
don't
replace
these,
and
so
we
can
absolutely
gather
that
yeah.
D
Or
to
say
here,
these
are:
these
are
the
openings.
These
are
the
half
a
million
dollars
in
openings
right
that
we
are
estimating
to
that.
We
would
realize
to
help
fill
the
2.9
million
dollar
deficit,
but
but
what
I
want
to
understand
is
what
does
the
council
need
to
own
in
terms
of
political
decisions
about
service
levels
that
need
to
be
adjusted
or
perhaps
eliminated
in
order
to
simply
not
just
create
a
situation
where
we
have
less
people
still
trying
to
do
the
same
amount
of
work?
Ok,
yeah.
S
Let
me
give
you
a
I'll
give
you
example
of
that.
We
worked
very
hard
in
Community
Development
to
reduce
the
plan
review
time
and
it
we
reduced
it
from
about
29
days
down
to
about
11.
Well,
the
problem
is:
if
we
don't
fill
some
plan
review
spaces,
then
what
happened
that
review
time
will
go
back
up
again
and
we'll
have
builders
and
developers
who
will
begin
to
object
to
that.
So
that
is
the
cost
of
maybe
not
filling
a
position,
and
we
have
to
balance
that
out.
D
F
Thing
I
do
want
to
highlight
too
and
I'm
just
I.
Think
of
the
public
safety
positions
are
sworn
positions,
especially
in
terms
of
fire.
So
what
we've
seen
this
year
with
local
49
with
the
vacancies,
is
offset
by
an
increase
in
overtime
offset
by
an
increase
in
workers
comp.
So
you
are
definitely
smart
to
take
a
look
at
what's
the
overall
impact,
if
we
don't
fill
those
vacancies
good.
AC
You
just
want
to
hang
out
there
for
a
second,
so
I
had
two
questions
on
that
section
to
point
B
as
well
or
to
be.
We
talked
about
there's
656
FTEs.
How
does
the
overtime
that
we're
currently
paying
play
into
that
number
at
all,
because
you
know
if
we
have,
we
say
we
have
fewer
people,
but
if
we're
paying
even
more
money
out
and
overtime
that
doesn't
do
any
good
right.
Well,.
F
I
think
you
saw
in
the
last
slide.
There
was
the
overtime
amount
that
we
are
all
looking
at
cutting
from
our
budget
for
fiscal
year.
Nineteen,
so
reducing
the
overall
FTE
is
obviously
going.
You
know
we're
going
to
have
to
balance
that
so,
if
you
are
still
requiring
the
same
level
of
service,
you've
got
to
have
people
to
do
that
service.
Therefore,
you're
going
to
have
overtime,
you
know,
so
it's
a
direct
impact.
My.
AC
F
AC
Just
met
like
an
average
like
we
have
656
employees
that
are
going
to
get
an
average
of
one
point,
nine
seven
across
all
them,
and
that
means
that
our
salaries
are
going
to
go
up
2.4
million
dollars
every
year.
You
know
something
like
that
that
big
number.
What's
then,
a
core
number
look
like
because
one
of
the
questions
I
get
all
the
time
is
well.
AC
Why
do
we
keep
having
a
deficit
over
and
over
again,
if
you're,
making
cuts
and
doing
stuff
I
said
well,
the
cost
of
doing
business
keeps
going
up
at
the
same
rate,
as
everything
else
is.
So
you
know
I
think
that
sometimes
people
lose
focus
on
the
fact
that
you
know
people
everything
is
getting
more
expensive
as
we
go
along
and
we
can't
undo
all
the
things
we
can
keep
cutting
stuff
out,
but
things
just
keep
getting
more
expensive
and
there's
nothing.
We
can
really
do
about
that
part
of
it.
AC
AC
F
The
other
thing
I
do
want
to
mention
too
and
you're,
making
me
think
of
these
things
as
you're
asking
questions.
You
know
we
are
80%
unionized
right,
so
it's
not
as
easy
to
say
you
can
cut
this
position.
You
know,
there's
a
definite
process
that
we
have
to
go
through
for
that.
So
just
ask
you
to
keep
that
in
mind
as
well.
Thank
you.
Thank
you.
F
W
W
Oh
I'm
I'm,
not
keen
on
that
idea,
I'd
like
to
perhaps
look
at
the
one-time
registration
fee,
so
the
or
registration
and
maybe
a
fee
with
that,
so
that
we
have
a
better
handle
on
the
businesses
and,
as
was
brought
out
that,
if
there's
you
know,
if
there's
a
call
for
service
fire
or
police
whatever
we
know
how
to
get
a
hold
of
the
person
that
would
be
responsible
for
that.
Yes,.
S
W
Video
gaming
is
a
form
of
recreation
if
we
did
impose
a
terminal
registration
fee,
an
annual
fee
that
would
offset
Parks
and
Rec
number
almost
exactly
J
I'm.
Looking
at
J
good
people
consider
video
gaming,
a
form
of
recreation.
So
if
we
wanted
to
impose
I.
W
W
W
R
S
S
W
Other
comment
I
wanted
to
throw
out
was
we
have
a
number
of
vacant
buildings
in
our
downtown's
and
I?
Don't
know
if
this
is
even
legal
or
not,
but
some
type
of
a
if
a
building
is
vacant
for
more
than
six
months
and
there's
there's
no
for
sale
sign
or
for
rent
sign
in
it
that
there
be
some
type
of
a
fee
and
every
six
months.
That
fee
goes
up
to
encourage
people
to
perhaps
take
care
of
that
building
or
get
rid
of
it
for
a
better
use.
Well,.
X
We
got
people
that
are
could
be
driving
down
to
our
beautiful
historic
neighborhoods.
I
continue
to
Yammer
on
about
a
wave
pool.
I
know
that
that
has
met
with
some
interest
from
the
residents
out
there
and
I
know
J.
We
were
out
there
doing
that
focus
group.
A
couple
months
back,
a
lot
of
residents
came
out
in
full
support
of
a
new
Aquatic
Center,
whatever
that
might
look
like,
and
that
may
cost
us
some
money,
but
it
may
also
generate
us
and
we'll
it
will
generate
us
revenue
on
the
back
end.
X
S
A
A
So
as
specific
as
your
questions
may
be,
the
more
specific
that
your
cuts
can
be
or
new
revenue
sources
could
be
the
better
for
our.
As
alderman
sage
said,
we've
got
real
tough
choices
here
and
he's
absolutely
right,
and
so
we
need
to
own
up
on
these
and
I.
Think
the
more
specific
we
can
be.
The
more
helpful
to
our
staff.
Who's
obviously
worked
very,
very
hard
on
all
of
us.
Thank
you
all
petty
linz,
Steve,
all
of
our
staff,
Jeff,
Jergens
and
others
I
know
have
an
Nicole.
A
J
Thank
You
mayor
very
quickly.
This
is,
as
last
November
we
brought
four
day
for
party
agreement
to
fund
the
SBDC
and
we
were
the
first
out
of
the
gate.
With
that
agreement,
the
other
parties
included
Westland,
B
and
E
DC,
the
town
in
the
city.
The
town
subsequently
opted
to
fund
the
program
by
a
separate
resolution,
so
they're
not
a
party
to
the
agreement,
so
we
have
gone
back
and
revised
the
agreement.
J
So
now
it's
just
a
three
party
agreement
with
b
and
e
DC
iwu
and
the
city,
and
it's
at
the
same
funding
level
that
the
city
committed
to
in
the
previous
back
in
November,
the
town
opted
for
a
different
funding
level,
but
that
hasn't
impacted
the
program.
So
we
needed
a
new
mechanism
to
authorize
that
funding,
because
the
previous
agreement
authorized
us
only
to
make
our
payment.
After
all,
the
parties
executed
the
agreement.
A
A
A
S
S
The
second
thing
is
at
the
last
about
two
meetings
ago.
We
had
the
MOU
for
the
Friends
of
the
BC
PA.
It
was
pulled
off
the
agenda
and
for
further
discussion,
and
the
council
have
asked
me
to
come
back
by
the
1st
of
March,
with
the
the
full
discussion
of
that
MOU
I've
been
asked
by
the
president
of
the
Friends
of
BC
PA.
S
If
we
could
extend
that
until
the
1st
of
April,
because
she
will
be
out
of
the
country
all
during
the
month
of
March,
who
would
like
to
be
able
to
be
here-
I'm
sorry
all
the
month
of
February
and
she
would
like
to
be
here
to
participate
in
that.
And
since
I
promised
you
I'd
get
back
to
you
by
the
1st
of
March.
I
wanted
to
ask
for
an
extension.
Just.
R
L
S
Thank
you
very
much
and
the
the
third
thing
I
did
want
to
talk
about
was
one
of
the
things
we
have
a
possibility
of
a
of
a
grant
for
the
fire
department
and
one
of
the
things
we've
done
in
the
past.
Just
as
a
rule
of
thumb
is
always
let
the
council
know
when
we're
going
to
apply
for
these
grants
so
that
it
does
not
come
as
a
surprise
to
you
and
if
I
could
ask
chief
more
to
give
us
a
one-minute
rundown
on
what
that
would
be.
So
you
won't
be
surprised
by
it.
Just.
Y
Real
quickly,
the
assistance
firefighter
grants
open
up
and
they're
they're
due
to
be
submitted
by
February,
2nd
we're
looking
at
writing
a
grant
for
station
generator.
We
have
two
stations
station
three
and
headquarters
both
have
generators
that
are
almost
45
years
old
and,
of
course,
getting
hard
to
get
parts
for
those
so
about
a
hundred
fifty
thousand
dollars
apiece
for
these.
Y
A
A
We
did
have
only
one
person
tonight
in
public
comment,
but
in
the
past
we've
had
hundreds
dealing
with
the
welcoming
city
ordinance.
The
December
18th
meeting
at
the
BC
PA
did
have
a
majority
of
the
council,
asked
us
or
direct
the
staff
to
write
up
a
compromise
resolution
and
bring
it
back.
The
staff
I
have
to
say
also
on
this
has
done
their
due
diligence.
We
could
have
voted
on
it
tonight,
but
there
was
some
concern.
A
Amongst
a
few,
my
colleagues
out
of
deference,
we
have
postponed
it
until
February
12th
itself,
every
child
at
the
be
GPA
that
hopefully,
will
be
of
the
time
where
whether
it's
voted
up
or
down
its
voted
on,
and
that
will
be
three
weeks
from
this
evening.
So
certainly
stay
tuned
and
I
do
apologize
that,
for
some
of
you
it's
been
a
seven
to
nine
month
process
and
some
of
you
did
either
on
the
council
or
on
you
know,
in
the
community
expected
to
be
voted
on
tonight.
A
We
can't
always
do
that
for
a
variety
of
reasons.
So
that's
the
only
thing
that
I
have
so
stay
tuned,
I
can't
guarantee
the
council
would
have
to
make
that
determination.
If
we
want
to
extend
public
comment,
I
think
we've
had
quite
a
bit
of
public
comment
on
it,
but
that's
just
my
opinion
at
this
point,
but
the
meeting
will
be
at
the
bc
PA
and
that
presumably
will
be
the
final
action,
regardless
of
the
outcome
on
February,
12th
and
I
turn
it
over
to
alderman
and
I'm.
W
I
want
to
echo
what
Scott
and
I
think
one
or
two
other
Alderman
Chatham,
and
that
is
that
for
me,
looking
at
the
numbers
the
way
they've
been
presented,
although
it's
a
lot
of
paper
makes
so
much
more
sense
than
two
three-ring
binders
in
one
Saturday
morning.
So
thank
you
very
much
for
the
work
that's
been
done
and
for
trying
to
make
this
as
easy
and
comprehensible
as
possible,
so
Steven
your
staff.
Thank
you.
She.
X
You
and
I
just
want
to
give
my
colleagues
in
the
public
and
update
the
beginning
of
November
I,
submitted
Alderman's
request
form
signed
by
a
number
of
my
colleagues
regarding
stopping.
When
you
call
9-1-1
on
your
cell
phone
in
bloomington,
then
it
doesn't
have
to
get
transferred
to
bloomington
dispatch
and
I
met
with
Steve.
X
We've
had
a
couple
conversations
and
we're
going
to
be
holding
on
that
for
the
time
being
because
there
may
be
a
next
generation
system,
and
that
comes
out
that
would
solve
that
problem
and
it
wouldn't
be
wise
to
adjust
everything
before
making
another
system
update
in
a
year
or
so
all
the
way.
My
conversations
with
Steve.
X
This
is
a
great
topic
for
a
joint
meeting
with
normal
and
the
county,
because
all
these
partners
are
impacted
by
this
and
I
consider
this
to
be
a
very
high
public
safety
issue,
because
this
is
seconds
and
minutes
and
time
that's
wasted
having
to
transfer
phone
calls
and
fewer
and
fewer
people
have
landlines.
So
this
needs
to
be
addressed
at
some
point
in
the
very
near
future,
but
just
want
to
give
that
up
in
to
my
colleagues
who
signed
off
on
that
Alderman
his
request
for
minutes
in
the
pipeline.
So
thank
you.
Steve.
Z
Quick
things
number
one:
thank
you,
alderman
howlman
for
working
with
the
citizens
on
the
ad-hoc
committee,
I,
really
appreciate
all
the
time
and
effort
that
clearly
has
gone
into
this
I'm
sure
you
have
many
spirited
conversations
and
have
enjoyed
looking
at
your
proposals
for
how
we
can
improve
things
in
the
budget.
So
thank
you
very
much
for
your
effort.
Z
This
is
not
a
new
thing,
but
I
hadn't
mentioned
how
much
I
appreciate
that
inclusion
in
our
agendas
and
number
three
and-
and
this
I
think
is
a
really
new
novel
idea
and
I
think
this
is
what
our
community
really
needs
and
that's
a
shame
that
no
one
else
has
come
up
with
it
before,
but
we're
really
the
way
of
Paul
I
mean
I
would
have
thought.
Scott
would've
been
all
over
that,
but
you
know
missed
opportunity.
I
guess
all
right.
Thanks
all.
A
AC
A
D
Yeah
and
I've
euro,
a
downloader
I'm
sure
it's
spinning
a
lot
faster
than
others,
your
age
God,
so
it
is
probably
appropriate.
The
other
thing
I
wanted
to
ask
about
was
just
an
update
on
where
we're
at
with
the
the
RFP
process
for
the
city
manager
search.
We
had
laid
out
a
process
back
in
October
at
the
Committee
of
the
Whole
meeting,
where
I
think
that
staff
had
suggested
that
we'd
probably
be
working
with
that
in
January,
and
so
oh
my
it's
a
variety.
A
A
AC
Want
to
echo
everybody
thank
you
to
staff
for
putting
all
this
information
together
and
for
any
of
you
in
the
public
who
have
not
had
enough
fun.
Yet
talking
about
budget
alderman,
Holloman
and
I
are
hosting
a
town
hall
meeting
tomorrow
night
at
the
Breckinridge
homeowners
association
Clubhouse,
which
is
at
the
corner
of
White
Eagle
and
Street
growed,
there's
not
like
Google
Maps
does
not
take
you
Street
I'm.
Sorry
right,
right,
right,
right,.
AC
Google
Maps
doesn't
want
to
take
you
to
the
right
place.
You
can
search
for
the
Good,
Shepherd
Lutheran
Church
and
it's
right
across
the
street
to
the
south,
so
they're
right
across
the
street
from
each
other
and
actually
there's
going
to
be
more
parking
at
the
church.
The
church
has
said
it's
okay
to
park
there.
So
if
you
want
to
ask
questions
of
us
publicly,
we
will
answer
everything
that
we
can
and
then
get
staff
help
for
everything
we
can.
So
thanks.