►
Description
August 21, 2017 - Committee of the Whole City Council Meeting
http://www.cityblm.org
View meeting documentation:
http://www.cityblm.org/Home/Components/Calendar/Event/5728/17
Music by www.RoyaltyFreeKings.com
A
D
B
E
B
A
F
Any
of
you
who
haven't
that
were
on
the
council
at
that
time,
I
suggest
you
go
back
and
watch
it
and
see
what
the
public
comments
were
and
the
City
Council
comments
were
also
for
the
new
members.
If
you
didn't
have
the
opportunity
to
do
that
participation,
it
seems
like
here
we
are
two
and
a
half
years
later
and
nothing's
changed.
F
Years
and
years
ago,
when
I
stink,
some
classes
at
ISU
took
classes
on
Lincoln
and
to
do
a
bunch
of
papers
that
I
hated
I
picked
up
on
the
comment
who
are
quote
there
from
me,
don't
like
to
read,
but
it
was.
Nearly
all
men
can't
stand
adversity,
but
if
you
want
to
test
a
man's
character,
give
him
power.
F
F
G
G
A
few
weeks
ago,
I
made
some
carefully
prepared
remarks
during
public
comment,
but
in
the
last
few
seconds
of
those
remarks
and
unintended
tone
of
vehement
crept
into
my
comments
when
I
thought
about
it
later,
I
realized
that
the
tone
had
been
a
flare
up
of
a
long
ago.
Anger
as
I
thought
about
it.
Further
I
realized.
Excuse
me
that
the
words
I
had
chosen
and
prepared
for
that
particular
portion
of
my
remarks
had
also
been
formed
from
the
banked
embers
of
that
long
ago.
G
G
I
believe
it
is
only
natural
for
any
individual
to
be
protective
of
these
persons
and
things
and
I
believe
that
individuals
can
and
should
come
together
to
protect
and
preserve
the
people
and
assets
of
a
community,
but
if,
in
so
doing
you
provoke
or
promote
violence
and
hate,
whether
openly
or
by
subterfuge
and
manipulation.
I
am
against
that.
G
G
Luckily,
most
individuals
have
common
sense
might
be
some
difference
of
opinion
there,
and
a
community
of
individuals
can
rely
on
local
laws
and
constitutional
guidelines.
I
hope
I
have
made
by
thinking
a
little
clearer
and
if
I
offended
anybody
with
ill-chosen
words
I
very
sincerely
apologize
words
and
tone
matter,
but
I
hope
we
don't
jump
to
conclusions
when
the
real
problem
is
bad
communication.
G
On
a
separate
note,
I
attended
the
Bloomington
101
classes
last
spring
and
had
the
opportunity
to
learn
firsthand
about
the
quality
of
work
done
every
day
by
all
city
departments
and
staff.
I
would
like
to
extend
a
collective
thanks
for
all
their
efforts
and
I
owe
them
an
apology
for
being
so
belated
in
my
acknowledgments.
Thank
you,
Thank
You,
mr.
F
A
B
H
B
B
A
I
Thank
You
mayor
pro-tem.
Let
me
first
just
make
a
few
comments
about
not
only
tonight's
discussion
but
also
what's
coming
up
over
the
next
four
months.
It
is
I
think
time
to
hopefully
begin
to
allocate
more
of
our
time
in
these
meetings
work
session,
regular
meetings,
coming
back
to
the
topic
of
everest
infrastructure,
which
I
think,
as
we
all
know,
the
citizens
as
we
went
through
the
comprehensive
plan
continued
to
put
at
the
top
of
the
priority
list
and
and
wanting
to
make
sure
we're
addressing
that.
I
As
you
know,
in
the
area
infrastructure
you
were
provided
with
a
draft
five-year
CIP.
It's
been
many
months
since
we
last
had
discussion,
but
that
doesn't
mean
we
haven't
been
addressing
it.
We
have,
but
there's
been
a
lot
of
other
issues,
kind
of
come
up
tonight,
we're
bringing
and
going
to
be
talking
about
that
in
general
and
some
issues
related
to
that.
I
But
we're
also
going
to
also
tonight
in
the
next
couple
of
months,
continue
a
discussion
tonight
we're
going
to
have
brian
moore
talks
about
fire
strategic
planning,
especially
what
we're
trying
to
do
to
address
the
the
council's
priority
of
reducing
EMS
response
time.
We're
going
to
share
with
you
what
we
think
is
a
real
positive
and
a
success
of
our
deep
dive
into
fire
response
data
analytics.
I
I
We're
going
to
share
with
you
what
we're
doing
to
continue
our
collaboration
and
cooperation
with
the
town
of
normal,
as
we've
talked
in
the
past,
about
automatic
vehicle
locators
talking
about
working
with
the
to
communication
systems
where,
yes,
we
have
mutual
aid,
but
we're
even
trying
to
take
that
a
step
further
to
where
we
can
even
begin
to
blur
the
line
of
the
corporate
boundary
line.
And
how
can
we
maximize
the
response
time
to
our
resonance
irregardless
of
where
they
live
with
the
assets?
I
Melissa,
Hahn
and
others
could
be
a
tool
to
help
us
all
it,
because
we'll
continue
to
remind
you
tonight
and
over
the
next
four
months,
what
we
see
coming
in
the
future
and
the
General
Assembly
the
state
Illinois
did
us
no
good
deed
when
they
again
have
impacted
and
reduced
some
of
the
revenue
we
could
have
otherwise
been
anticipating.
But
it's
going
to
be
cut
out
of
future
budgets.
All
in
all,
we'll
continue.
We've
got
several
master
plans
in
next
week.
I
Hopefully
we
have
you
adopt
this
five,
your
plan,
which
is
going
to
be
a
critical
document,
released
showing
what
we
can
spend,
but
also
what
revenue
and
and
revenue
streams
do
we
have
to
to
fund
that,
whether
a
totally
pay-as-you-go
or
hopefully,
it's
kind
of,
maybe
some
debt
issuance
together
with
some
some
enhanced
revenue
to
help
us
deal
with
kind
of
some
significant
backlog
of
deferred
maintenance.
So
this
is
just
kind
of
an
overview.
I
So
with
that
mayor
and
council,
what
I'd
like
to
do
is
kind
of
turn
to
Brian
Mooar
who's,
going
to
give
the
20
minute
presentation
followed
by
20
minute
discussions
and
keep
in
mind.
This
is
kind
of
a
high-level.
The
other
thing
I
just
wanted
to
mention,
because
this
is
one
of
the
priorities
of
the
council-
also
take
the
comments
tonight.
What
we're
going
to
share
with
you
as
a
status
report?
J
Brian
Thank
You
mayor
pro-tem
city
council
city
manager,
Hales
for
this
opportunity
to
present
the
fire
department's
vision,
the
strategic
plan
to
address
the
emergency
response
times,
an
issue
that
we've
been
we've
been
seeing
in
1995
I
was
a
member
of
the
strategic
planning
committee
that
the
fire
department
set
up
under
the
leadership
of
fire
chief
vallenato.
At
the
time
it
was
a
little
over
a
year,
long
process
that
we
went
through,
and
if
this
is
the
mission
statement
that
was
originally
set
up
back
back
then
I'm
proud.
J
That
I
was
a
part
of
that
at
that
point
in
time.
But
we
use
this
mission
statement
statement
as
we
make
decisions
about
our
deployment
and
how
we
serve
our
citizens.
The
this
presentation
I
know
some
of
you
have
seen
this
before.
This
is
something
that
chief
Kimberling
had
presented
a
few
years
ago
when
we
first
started
talking
about
emergency
response
times
and
the
NFPA
1710
is
a
the
standard
of
organization
and
deployment
of
fire
suppression
operations,
emergency
medical
operations
and
special
operations
to
the
public
by
career
fire
departments.
J
The
six-minute
response
time
is
important
to
know
for
both
an
EMS
call
and
a
fire
call
I'll
provide
a
little
more
information
here,
nanofy
in
a
few
slides,
it'll
kind
of
help
illustrate
why
that's
important,
but
what
the
six-minute
response
time
is
is
comprised
of
is
the
amount
of
time
that
takes
the
dispatcher
to
receive
that
call
process
that
information
into
the
computer,
aided
dispatch
system
and
notify
the
fire
department.
That's
the
dispatch
time.
J
J
Another
portion
of
the
the
NFPA
1710
is
also
the
full
alarm
assignment
or
to
establish
an
effective
response
force
for
a
fire.
It's
15
people,
that's
basically
getting
the
first
three
engine
companies
of
the
ambulance,
the
battalion
chief
and
EMS
shift
supervisor
and
route
and
on
scene
of
the
call
within
10
minutes
in
your
packet.
It
said
nine
minutes
I
made
that
the
correction
I
didn't
catch,
that
the
first
time
I
went
through
there.
It's
10
minute
is
that
response
there's
what
that
overall
response
time
is
for
the
effective
response
force.
J
There
are
a
bunch
of
duties
that
need
to
be
taken
care
of
whether
it
be
in
a
cardiac
arrest,
whether
it
be
a
structure,
fire
cardiac
arrest,
you've
got
the
patient.
You've
got
to
get
an
IV
establish,
you've
got
the
fitter
to
get
on
the
patient,
innovate,
the
patient
deliver
medications.
So
that's
think
more
than
just
two
people
can
perform.
Can
two
people
do
it?
Certainly,
but
they
can't
do
those
tasks
in
a
timely
manner.
So,
to
improve
this
there,
the
recovery
of
a
cardiac
arrest
victim
or
a
respiratory
arrest
victim,
more
people.
J
We
can
get
on
that
scene,
the
higher
the
chances
excuse
me
a
survival
or
the
better,
the
better
service
we
can
provide
to
that
victim.
In
a
structure
fire
we've
got
water
supply,
forcible
entry.
We
got
to
get
a
line
on
the
fire.
We've
got
to
get
the
extinguishing
agent
agent
on
the
fire
got
to
do,
search
and
rescue
once
the
fires
out,
we've
got
to
do
overhaul.
J
J
Here's
the
here's,
the
the
illustration
of
that
at
anywhere
from
10
minutes
roughly,
is
where
that
fire
will
will
go
to
flashover
there's
a
lot
of
evidence
that
shows
that,
because
of
home
furnishings
that
we
have
today
at
that
point
to
flashover
is
much
quicker
than
what
it
was.
Even
with
this
illustration
here,
I've
got
another
illustration:
that's
going
to
show
a
time
lapse,
basically
how
fire
doubles
in
size
every
30
seconds,
but
again
that
effective
response
force
is
associated
with
that
10
minute
response
time.
So
there's
there's
a
method
here.
J
Why
we
try
to
get
our
personnel
on
scene
in
a
timely
manner
so
that
we
can
reduce
that
impact
to
our
citizens,
so
here
this
next
slide
here
back
up
on.
So
this
the
display
is
not
real
good,
but
you
can
see.
This
is
basically
what
the
ignition
of
a
fire
caused
by
such
a
things
like
a
cigarette
at
30
seconds.
Again,
it's
just
getting
getting
developed
at
one
minute.
You
can
see
how
it's
more
than
doubled
in
size.
At
that
point
in
time
it's
grabbing
more
fuel
consuming
more
fuel.
J
It's
got
plenty
of
oxygen
at
a
minute
and
30
seconds.
Again
it's
doubling
again
as
we
increase
you
can
see.
Now
you've
got
a
lot
of
smoke
at
the
ceiling
level.
What
does
the
smoke
is?
Unburned
fuel
as
we
get
to
the
2
minutes
and
30
seconds.
You've
got
fire
consuming
the
room,
but
there's
still
a
lot
of
unburned
fuel
at
the
sea
and
then
in
two
minutes
and
thirty
seconds.
In
this
illustration,
this
room
has
gone
to
flashover
again,
that
depends
on
the
fuel,
the
furnishings
that
are
in
the
room.
J
So
anything
above
that,
of
course,
we're
starting
to
decrease
to
things
that
we've
tried
to
really
stress
and
we're
doing.
Public
education
smoke,
alarms,
early
detection
of
a
fire
notifying
the
part
of
the
fire
department
and
getting
everybody
out
of
the
house.
The
other
thing
is
we
teach
a
lot
of
CPR
bystander
CPR.
Even
if
you
don't
use,
do
two
ventilations.
The
amount
of
oxygen
that's
in
the
blood
being
circulated
will
help
reduce
the
impact
on
that
cardiac
arrest
if
we
can
get
there
and
resuscitate
that
victim.
J
So
this
is
a
new
way
of
reporting
the
pricing
this
and
the
city
managers.
Monthly
report
and
there's
been
a
lot
of
questions
as
to
what
this
actually
means.
It
does
look
a
little
confusing
I
apologize
for
that,
but
I
feel
that
this
is
the
best
way
to
illustrate
what
the
response
times
are.
We
talked
about
the
90th
percentile
we've
just
started
reporting
on
the
90th
percentile.
In
the
past
we
were
reporting
on
the
average
even
on
our
average
reporting
last
year,
because
we
didn't
have
a
management
analyst.
J
The
quality
of
that
report
was
just
not
very
good.
There's
a
lot
of
calls
that
need
to
be
cleaned
and
removed
from
that,
because
either
they
weren't
an
emergency.
There
was
either
an
air
with
a
dispatch
time.
So
it's
not
accurate
to
report
that
at
that
time,
but
we
are
seeing
the
average
a
year
ago
running
about
six
minutes.
The
reality
is
now
that
we've
got
Paul
he's
working
hard
to
help
improve
our
reporting.
J
We've
reprove
improve
some
of
our
CAD
ex
courts
that
are
the
the
information
that's
being
done,
dumped
out
of
our
CAD
system
into
our
record
management
system.
So
it's
more
accurate
to
break
up
those
times,
but,
as
you
can
see
from
2016,
we
made
some
significant
deployment
changes
in
our
dispatching
protocols
in
the
1st
of
December
in
2016.
As
you
can
see,
on
average
we've
improved
before.
J
15
seconds
so
in
the
average
time
right,
so
the
50th
percentile.
So
what
that's
saying
is
50%
of
our
calls
were
responding
to
in
lesson
4
minutes
and
52
seconds.
Currently
in
2016
it
was
5
minutes
and
7
seconds.
If
you
look
at
the
90th
percentile
we've
seen
a
great
improvement
from
7
era,
from
8
minutes
and
29
seconds
to
7
minutes
and
53
seconds
again.
These
are
I
attribute
these
to
the
changes
that
were
made
in
those
in
those
dispatching
protocols.
J
There
is
a
negative
impact
impact
to
that,
because
we
are
increasing
how
much
those
other
units
are
now
affected.
So
we've
got
more
units
responding,
but
again,
it's
to
address
this
one
particular
time
to
increase
the
chances
our
survival
on
the
fire
response.
You
can
see
the
same
thing
we
still
who
we
still
are
seeing
some
improvements.
However,
if
you
look
at
that,
90th
percentile
we've
seen
a
slight
increase
in
that
time.
I
attributed
that
to
just
the
fact
that
our
units
are
busy
between
their
day-to-day
maintenance
activities,
training
activities,
hydrant
testing.
J
The
number
of
calls
that
they're
going
on
the
number
of
runs
are
just
have
just
increased.
You
know
every
year,
they're
increasing,
so
does
that.
Hopefully,
that
explains
the
percentile,
because
I
know
it
gets.
It
gets
confusing.
Basically,
the
90th
percentile
is
just
telling
us
that
10%
of
our
calls
or
last
year,
a
thousand
calls
that
took
us
over
nine
minutes
and
37
seconds
to
get
to
their
scuse
me
8
minutes
in
22
seconds
to
get
you
at
the
90th
percentile.
J
This
is
a
scatter
map
that
Paul
put
together.
I
apologize
for
maybe
the
quality
of
the
map,
but
this
is
just
illustrate
and
show
us
show
you
where
we're
able
to
meet
that
performance
benchmark.
So
you
can
see,
even
in
the
Northeast
the
Southwest,
the
West,
the
East
we're
able
to
meet
that
response,
I'm
a
majority
of
the
time.
Our
next
illustration,
this
is
the
sitting
over
six
minute
response
time.
J
I
Here
some
of
the
things
the
last
category,
you
had
a
95
percent,
not
over
nine
minutes,
but
I
just
want
that
to
sink
in,
because
I
think
the
one
thing
we
can
all
do
is
relate
what,
if
that
was
our
house,
what
if
that
was
one
of
our
loved
ones
or
because,
when
you
have
30%
of
the
EMS
responses
past
a
six
minute
response
time
and
it's
not
just
in
one
area,
it's
not
just
in
the
Northeast.
This
is
throughout
the
entire
city.
You're
talking
about
a
lot
of
response
times.
How
many
runs
approximately
would.
I
Please
write
that
down
three
thousand
over
three
thousand
calls
in
a
year's
time
exceed
the
six
minute
response
time
target
and
yes,
that's
a
national
target
things
like
boy
when
you
start
getting
into
eight
minutes
nine
minutes
and
I
betcha
there's
even
some
of
these
calls
that
are
over
ten
minutes.
Luckily,
it's
it's
not
that
many!
You
can
never
and
I!
Think
that's
that's
a
key!
You
can
never
staff
up
to
have
a
hundred
percent
of
all
your
responses.
I
You
know
under
six
minutes
and
that's
why,
as
we
continue
to
talk
here,
we're
also
looking
at
well,
how
can
we
working
with
normal
and
the
two?
You
know
fire
departments,
EMS
responses
together,
continue
to
look
at
ways
jointly
to
bring
that
number
down.
And
yes,
we
each
need
to
do
our
part,
but
III
think
that's
a
critical
and
and
watch
for
the
recommendations
and
how
we
kind
of
what
we
see
some
of
the
next
steps
to
continue
in
collaboration.
You
know
in
in
both
fire
departments
in
both
communities,
I.
J
Do
want
to
make
sure
I
think
that
correct
something
there,
because
I
probably
missed
miss
smoke
so
yeah
we
went
over
10,000
calls
last
year,
but
not
all
of
those
calls
were
actually
the
high
priority
calls
that
we
track
the
response
time.
So
I
just
wanna
make
that
clarification
and
not
to
lessen
the
impact
of
that,
but
to
say
that
it
was
three
thousand
a
high
priority.
Delta
level
calls
that
we
didn't
make
in
that
time
would
not
be
accurate.
J
I
could
I
could
try
to
get
that
information
for
you,
but
I
just
want
to
make
sure.
I
was
accurate
on
that
reporting.
So
just
history
of
the
Bloomington
Fire
Department
ambulance
service,
so
in
1990
the
fire
department
staff
to
be
basic
life,
support
ambulances
and
lifeline
mobile
medics,
which
was
a
cooperation
between
Broman
and
and
st.
Joe's
staff
to
paramedic
ambulances.
At
that
time
we
ran
two
thousand
nine
hundred
sixty-six
calls.
J
J
So
we
could
go
and
give
Annika
Lee
advance
life
support
to
that
patient
and
at
that
point
time,
lifeline
had
actually
gone
out
of
business.
Looking
at
today,
2016
we
respond
for
paramedic
ambulances
from
the
city,
and
we
still
have
that
one
MS
chase
vehicle,
which
is
a
staff
biomass
supervisor.
He
basically
Tranter,
runs
around
two
calls
within
the
city,
but
also
can
go
outside
the
city
and
provide
mutual
aid
to
incoming
ambulances.
Need
that
need
upgrade
to
advanced
life
support.
J
They
also
help
with
our
protocols
and
administration
of
different
policies
and
procedures
to
provoke
for
the
to
provide.
Basically,
the
ambulance
service.
You
can
see
our
call
volume
is
increased
with
the
same
for
ambulances,
ambulances
from
five
thousand
five
hundred
and
two
all
the
way
up
to
eight
thousand
three
hundred
twenty
seven
I
had
wrote
down
some
notes
because
we
had
I
just
checked
the
calls
today
we're
138
calls
ahead
of
where
we
were
at
six
or
seven
o'clock
this
morning,
as
we
were
last
time
last
year.
J
At
this
time,
and
in
2013
we
ran
just
over.
Eight
thousand
calls
some
of
the
studies
that
I'm
going
to
talk
about
from
5:00.
You
go
from
the
Illinois
Fire
Chiefs
Association
we're
done
in
2013.
That's
why
I
thought
it
was
important
just
to
show
that
we've
been
increased
over
three
hundred
calls,
since
that
study
was
done.
J
This
is
just
an
illustration
because,
as
I
was
pointing
out
with
the
scatter
map,
showing
the
different
response
times
in
2016
response,
district
1,
a
and
1
B,
which
is
headquarters
primary
response
district
receive
4315
EMS
calls.
So
that's
almost
almost
half
of
the
medical
calls
within
this
and
within
our
whole
community
were
in
those
two
districts.
So
again,
that's
a
community
risk
profile
that
we
need
to
look
at.
We
need
to
address
of
that
3445
of
those
calls
medic
1
handled.
J
J
I
talked
about
runs
because
they
also
respond
to
fire
calls
so
that,
although
they
handled
three
thousand
four
and
45
medical
calls,
they
ran
three
thousand
seven
or
72
times
out
the
door
so
that
the
the
three
there
are
three
studies
that
were
performed
in
2012
five
bugles
came
in
and
did
a
study
on
station
station
feasibility
study.
We
needed
to
do
that
for
several
reasons.
J
You
know
as
we're
looking
to
improve
station
location
or
our
deployment,
it
was
important
to
have
an
outside
company
come
in
and
look
at
our
our
stations
in
the
proper
location.
Do
they
serve
our
community?
Well,
we
wanted
also
had
we
knew
that
we
had
a
lot
of
renovation
projects
that
needed
to
be
done,
a
lot
of
maintenance
that
need
to
be
performed
on
stations.
So
before
we
put
that
money
into
renovating
those
stations,
we
want
to
make
sure
that
somebody
else
looked
at
our
deployment.
J
Also
with
that
the
airport,
we
were
looking
to
negotiate
that
Airport
contract
as
well.
So
again
before
we,
we
negotiated
something
for
station
3.
We
wanted
to
make
sure
the
station
3
was
in
a
viable
location.
For
us.
The
only
fire
chief's
did
a
study,
then
in
of
2013
on
assessment
of
deployment
and
staffing
and
then
in
late
2013,
December
2013.
They
did
a
functional
consolidation
with
the
town
of
normal
and
Bloomington,
looking
at
ways
that
we
could
consolidate
and
work
together
operationally
to
improve
our
response
to
both
communities
so
accomplishments.
J
We
talked
about
how
we
made
some
improvements
in
response
times.
We
worked
hard
over
the
last
few
years
to
improve
our
traffic
preemption
at
preemption
equipment.
We've
gotten
new,
updated
equipment
that
send
the
information
from
the
vehicle
to
the
signals.
We've
been
improved,
the
infrastructure
on
the
traffic
signals
again
that
was
an
Illinois
fire
chief's
recommendation.
We
upgraded
headquarters
fire
engine
to
an
intermediate
life
support,
so
they're
carrying
the
IV
therapy.
J
We
just
it
was
just
approved
in
Council
last
meeting
and
again
that,
as
we
get
into
that
process,
he's
gonna
be
very
instrumental
and
making
sure
that
we're
reporting
on
the
right
things
and
getting,
though
all
the
areas
set
up
before
we
start
that
transformation
into
the
new
record
management
system.
We
installed
turnout,
timer
headquarters.
This
is
a
beta
test.
J
Everything
that
a
read
says
that
if
you
put
that
turnout
timer
at
the
front
door
as
the
firemen
are
going
out
to
the
call,
it
improves
that
situational
awareness
they
unde
eight,
although
our
average
turnout
time
is
well
under
a
minute
on
the
90th
percentile,
it's
not
so
again.
What's
happening,
sometimes
it
can
that
be
a
station
design.
J
That's
one
of
the
things
that
we
tasked
them
with,
making
sure
that
we
designed
the
station
so
that
the
the
fireman
can
move
from
the
living
quarters
area
to
the
apparatus
in
a
minute
with
manner
we
hired
three
additional
personnel
in
2014
in
readers
and
reduce
overtime,
and
also
to
help
reduce
the
risk.
The
employees
are
working,
the
extra
overtime
trying
to
reduce
injuries.
We
hired
another
three
and
2015
again
right
now
we're
down
eight
personnel.
J
So,
although
we've
managed
to
reduce
the
number
of
injuries
this
past
year,
currently
we're
down,
eight
we've
had
some
some
delays
in
our
testing
process,
but
we
should
be
set
up
so
that
we
can
get
some
people
hired.
This
fall
again
going
into
the
the
winter.
When
we
have
less
people
off
on
on
leave,
we
should
be
able
to
staff
a
second
name
for
an
ambulance
more
frequently,
but
we
utilize
the
Starcom
radio
system
normal
was
using
it
prior
to
us
again.
This
helps
with
interoperability,
but
the
normal
fire
department
improves
our
dispatching
capabilities.
J
We're
using
our
records
management
system
to
look
at
our
community
risk.
Again,
that's
work
that
Paul
is
doing
pulling
that
data
from
the
system
and
we're
using
that
data
to
make
those
changes,
such
as
what
we
did
already
in
in
December
of
last
year.
The
other
thing
we've
tasked
the
apparatus
committee
with
looking
at
the
apparatus
makes
sure
that
we're
not
over
building
these
things,
their
fire
trucks
are
so
big
and
bulky,
though
they
weigh
a
lot.
J
The
truck
three
at
Station
three,
which
is
our
largest
response
district,
weighs
almost
what
a
semi
whatis
in
my
ways
so
to
have
that
respond
in
six
minutes
and
it
travel
four
minutes
just
like
a
car.
Not
really
so
again.
Those
are
things
that
we're
looking
at.
We
challenge
the
the
apparatus
committee
to
look
at
that
and
try
to
design
apparatus
around
our
own
community
make
sure
that
we're
putting
apparatus
in
the
right
location
to
improve
our
response
so
recommendations.
J
The
first
thing
that
I
have
back
in
January
when
we
were
talking
about
the
tax
levy.
My
recommendation
was
that
for
that
five
hundred,
forty
thousand
dollars
I'd
like
to
staff
a
second
ambulance
to
help
reduce
the
response
times
and
what
I
was
trying
to
illustrate
is
the
fact
that
I
know
our
northeast
is
a
problem
in
terms
of
travel
distance.
J
But
we
have
246
emergency
calls
in
that
entire
area
compared
to
the
thousand
calls
in
the
downtown
that
we
weren't
able
to
route
to
respond
to
so
is
it
more
effective
to
reduce
their
response
times
by
putting
an
ambulance
in
the
orc
northeast
today,
when
we
have
more
of
a
need
currently
in
our
downtown
area,
what
I?
First?
What
I
would
propose?
Is
that,
because
we're
already
late
in
the
year,
I
would
like
to
hire
the
three
three
personnel
for
this
first
year,
we've
already
last
year
on
one
shift
that
we
were
totally.
J
We
were
fully
staffed.
We
were
able
to
staff
that
second
ambulance
and
start
to
accumulate
some
data.
It's
a
small
data
set,
so
it's
not
really
efficient
for
me
to
show
you
a
accurately
how
it's
going
to
address
those
times.
We
get
a
larger
data
set
this
next
year
by
staffing,
by
increasing
our
staffing
by
three
we'll
be
able
to
put
that
ambulance
on
the
street
more
more
effective
more
effectively
over
this
next
year,
when
we're
at
full
staff.
So
we
can
start
accumulating
more
damage.
J
Data
I
would
also
propose
that
we
used
some
of
that
money
to
roll
into
our
overtime
and
that
we
would
staff
that
during
peak
operational
periods,
we
know
that
we
start
increasing
our
calls
at
six
o'clock
in
the
morning
and
our
calls
start
to
decrease
six
seven
o'clock
at
night.
I
would
propose
that
when
we
don't
have
adequate
staffing
to
staff
that
second
ambulance
for
the
entire
day
that
we
would
use
overtime
to
staff
it
from
7:00
a.m.
to
7:00
p.m.
J
I
Leave
that
for
a
second,
let's
just
talk
about
timing,
because
you
know,
even
can
you
just
comment
on-
is
that
second
ambulance
available
now
in?
If
and
and
and
we've
we've
talked
about
this?
How
can
we,
you
know
in
a
more
immediate
way,
begin
to
staff
that,
during
some
of
these
peak
hours,
so
even
prior
to
increasing
that
personnel?
When
do
you
think
that
second
ambulance
could
be
staffed
during
some
peak
hours,
even
by
using
existing
personnel
yeah?
So
so.
J
One
of
my
headings
to
start
that
immediately,
it's
just
the
fact
that
we've
already
seen
that
our
overtime
has
been
so
high
and
that
we're
down
a
personnel
I
would
like
to
get
our
staffing
increased
by
October
and
then
start
that
on
a
on
October,
1st
or
maybe
November
first
start
that
7:00
a.m.
to
7:00
p.m.
with
overtime.
J
My
fear
is
just
that
there's
so
much
overtime
at
this
point,
I'm
afraid
we'd
drive
up
our
injuries
and
again
cost
us
even
more
money
at
that
point,
so
the
other
thing
is,
and
it
was
commented,
I
think
with
Alderman
prune
at
the
time,
but
we
had
two
ambulances
last
last
budget
year,
those
both
those
ambulances
are
in
currently
and
we
have
them
in
operation.
Today
we
weren't
increasing
the
numbers.
We
have
to
reserve
ambulances
and
one
and
ready
to
reserve
so
to
staffy
a
second
ambulance.
J
J
So
the
the
joint
agency
committee,
with
the
town
of
normal
we
meet
with
chief
humor
frequently
and
so
do
the
deputy
chiefs.
We
meet
and
discuss
our
deployment
and
cooperation
and
mutual
aid,
but
again
I'd
like
to
set
this
up
as
a
more
formal
meeting
and
meet
quarterly
and
discuss
some
of
those
things
such
as
AVL
AVL
quino,
could
have
and
could
improve
some
response
times,
but
for
every
in
what's
is
saying
every
action
there's
an
equal
and
opposite
reaction.
For
instance,
normal
is
getting
ready
to
move
to
their
headquarters
station
on
Main
Street.
J
That
is
going
to
be
a
very
busy
ambulance
when
it
comes
to
ambulance
calls.
We
know
that.
So
if
we
go
to
AVL
today-
and
we
don't
set
some
parameters
on
that
ambulance
out
of
headquarters,
normal
gets
called
away.
We're
going
to
be
the
next
with
our
our
headquarters
ambulance.
We
already
know
that
our
headquarters
ambulance
is
over
utilized,
and
we
couldn't
sustain
that
at
this
point.
J
So
we
got
to
think
through
that
process
and
make
sure
that
we
put
policies
together
before
that
happens,
to
keep
from
running
into
a
something
that
would
cost
us
a
lot
more
than
what
we're
expecting
right
again.
Hire
three
personnel
next
year
after
being
able
to
look
at
the
data
show,
but
David
data-driven
make
this
recommendation
come
back
next
year
and
say:
look
by
staffing
that
second
ambulance,
full-time
I
could
hire
the
other
three
personnel.
J
That
would
give
me
the
six
for
staffing
purposes,
and
then
we
wouldn't
be
driving
it
on
overtime,
but
again,
I
want
to
do
that
with
data
and
come
back
to
you
with
that
data
to
show
what
the
impact
was
with
that
second
ambulance
follow-up
facility
master
plan.
Again,
that
was
a
presentation
has
given
November
of
15
to
follow
through
part
of
that
was
the
Northeast
station
identify
what
that
location
is.
We've
got.
We
want
to
perform
a
study
that
is
going
to
look
at
what
is
the
ideal
location?
J
Is
there
a
location
that
would
be
mutually
beneficial
to
the
town
of
normal
in
the
city
of
Bloomington
or
is
do
both
communities
need
to
work
together
in
terms
of
our
mutual
aid
and
I
talked
about
that
effective
response
force?
That's
where
I
can
really
see
where
we
can
have
an
impact
on
both
communities
is
when
we're
talking
about
that
dividing
line
and
we
get
on
either
side
of
that
line,
assisting
each
other
to
meet
that
effective
response
force.
So
neither
community
is
trying
to
pull
their
farthest
resource
to
meet
that
effective
response
force.
J
So
then
in
FY,
19
would
like
to
purchase
that
property
to
the
Northeast
station
in
FY,
2011,
textural
design,
and
then
that
way
and
of
FY
21
we'd
be
prepared
to
build
that
new
station.
Again,
we
need
to
have
the
recommendations.
We
need
to
know
where
that
that
optimum
location
is
and
need
to
make
sure
that
property
is
available
to
be
able
to
secure
that.
So
it's
again,
it's
that
planning
process
moving
forward
again
continue
to
monitor
our
community
risk
again.
J
I
That
that's
the
end
of
my,
but
he
just
had
a
few
other
comrades
site
I,
do
want
to
stress
that
this
several
of
those
dealt
with
his
ongoing
collaboration
and
cooperation
with
normal,
because,
first
and
foremost
that
joint,
let's
see
agency
committee,
was
recommended
by
the
Illinois
Fire
Chiefs.
Yes,
it
would
probably
have
a
lot
of
technicians,
but
the
one
thing
we
want
to
continue
to
do
is:
how
can
both
entities
work
together
for
the
betterment
of
the
whole,
such
with
automatic
locate,
locators
or
location
technology?
Yeah
that's
been
fully
implemented
in
Bloomington.
I
It
hasn't
quite
of
a
normal,
but
you
know
it's
it's
not
just
the
technology.
It's
then
the
communication
centers
and
that's
one
of
the
things
where,
ultimately,
you
know
we
want
to
have
even
at
the
council
level
of
the
2cities.
How
can
we
really
push
that
along
so
that
that
can
be
utilized
in
both
communities,
both
communication
centers,
because
if
there's
a
Bloomington
or
normal,
you
know
ambulance,
even
if
it's
in
the
other
city
within
two
blocks
of
your
home?
I
Wouldn't
you
rather
have
that
coming
and
be
in
there
instead
of
waiting
six
minutes
or
things
of
that
nature,
there's
other
traffic
preemption.
You
know
that's
another
issue.
We
talked
about
EMS
fire
suppression
and
and
the
engine
companies.
So,
as
I
mentioned
earlier,
we're
trying
to
go
beyond
this
just
mutual
aid
into.
How
can
we
almost
be
functionally?
You
know
integrated
with
one
another:
we've
got
to
work
through
Union
issues,
work
rules,
things
of
this
nature,
which
right
now
is
kind
of
an
impediment.
I
So
we
will
be
getting
these
reports
to
you,
because
I
think
it's
that
functional
consolidation,
I
think
every
council
member
would
benefit
reviewing
this
because
there's
a
lot
of
great
ideas
of
how
we
can.
Even
if
there
are
two
separate
departments,
how
can
we
functionally
on
a
day-to-day
basis,
be
so
integrated
that
it?
You
know
we
we
go
above
and
beyond.
I
You
know
that
the
mutual
aid
and
trying
to
maximize
again
the
lowest
response
time,
the
highest
quality
turnout
of
manpower
for
the
interests
of
the
public
safety
and
last
I
would
just
point
out
is
the
location
study.
We
need
to
kind
of
finish
this
study.
Normal
has
completed
I
think
a
year
or
two
ago,
kind
of
a
similar
study
up
in
the
Northeast.
We're
trying
to
get
ours
underway
get
that
completed,
because
then
we
want
to
kind
of
share
that
between
the
two
and
continue
to
look
at.
I
How
could
we
collaborate
and
cooperate,
but
I
want
to
stress
something:
the
biggest
cost
we
have
in
the
in
the
fire
service
delivery,
whether
it's
EMS
or
suppression
is
in
the
bricks
and
mortar?
It's
the
manpower
when
you
look
at
you
know
it's
just
this
ambulance
by
the
time
we're
done.
Let's
see
when
we
fully
staff
say
that
second
ambulance
headquarters
we're
talking
to
get
about
six
yeah
paramedics,
paramedic
firefighters.
I
So
as
we
continue
to
look
at
we're,
also
trying
to
again
in
this
collaboration
between
the
two
entities,
how
can
we
not
only
reach
economies
of
scale
on
bricks
and
mortar?
But
how
can
we
do
it
with
even
the
much
more
expensive?
And
that
is
the
labor
cost?
And
again
we
don't
want
to
cut
corners
per
se,
but
there's
much
more.
We
can
do
from
functional
consolidation
and
that's
what
Brian
and
I,
together
with
our
counterparts
and
normal,
have
been
having
discussion
on,
and
we
want
to
continue.
I
A
K
I
am
thank
you,
first
of
all
for
your
presentation
and
I
really
like
the
way
you
have
portrayed
the
information
here,
because
it
makes
it
easy
to
understand
the
scope
of
the
issue
and
what
kind
of
challenges
we
have
to
deal
with
and
I.
Think
a
number
of
our
conversations
in
the
past
have
focused
on
the
response
times
in
the
northeast
and
southwest
quadrants
as
being
an
issue.
That's
going
to
require
a
lot
of
time
and
thought
and
perhaps
a
lot
of
investment
to
deal
with.
K
But
what
really
surprised
me
is
because
I
think
those
conversations
created
the
impression
in
my
mind,
and
maybe
others
that
that
was
where
the
major
the
majority
of
the
response
time
issues
were.
But
when
it
comes
to
this
point,
map
I
think
that
really
drives
home,
that
this
is
an
issue
facing
our
entire
city
and
and
it's
an
issue
that
is
very
pertinent
and
important
to
the
central
portion
of
our
city
and
need
solutions.
K
So
I
had
a
question
for
you
when
it
comes
to
the
central
portion
of
the
city
in
those
response
times,
it
looks
like
your
recommendations.
Our
focus
is
on
staffing
and
based
on
the
information
we
have
now.
You
know,
what's
your
level
of
confidence,
that
those
staffing
issues
and
and
and
ramping
up,
our
staffing
could
go,
and
you
know
K
could
be
effective
at
achieving
reduce
response
times
in
the
central
portion
of
our
city.
I'm.
J
Highly
confident
because
we
know
when
we
made
those
dispatched
changes
in
December,
we
saved
20
seconds
off
of
the
time.
We
saw
that,
even
without
having
Paul
there
to
pull
the
data
out
and
really
help
us
to
define
that,
but
the
reality
is
just
that,
even
though
we
actually
have
resources
here
available
right
with
with
the
engines
and
trucks
we're
over
utilizing
those
to
the
point
where
we're
driving
up
some
of
those
some
of
the
other
times
so
again
by
having
the
appropriate
resource.
J
One
of
the
things
that
I've
talked
about
is
that
at
some
point
in
time
we're
gonna
have
to
move
some
resources
to
that
northeast.
There
was
discussion
a
couple
years
ago
when
station
five
was
going
to
open
to
move
an
engine
company
out
of
headquarters.
Out
to
that
station,
Steve
came
up.
Emily
made
a
bold
decision
with
the
city
manager
Hales
to
not
make
that
move.
That
would
have
cost
time
tremendously,
because
that
resource
would
be
constantly
responding.
All
the
way
into
the
headquarters
response
district.
We
didn't
have
great
data.
J
We
had
an
intern
that
was
polling
data
at
that
point
in
time
was
very
bit
and
beneficial,
but
again
the
having
that
right.
Resources
for
the
four
thousand
three
hundred
and
some
calls
that
were
EMS-
calls
to
have
two
ambulances
there
that
is
going
to
change
the
unit.
Our
utilization
of
both
the
engine
and
the
truck
at
headquarters
that'll
reduce
that
at
that
point
in
time,
we
need
to
be
able
to
take
a
look
at
the
entire
community,
all
of
our
resources
and
see
what
that
unit.
J
Our
utilization
is
and
then
move
some
of
those
resources
around
to
help
get
our
distribution
of
those
resources
to
address
that
six-minute
response
time.
It's
all
about
concentration
and
distribution
of
those
resources
and
how
we
can
fine
tune
those,
but
having
the
second
ambulance,
will
have
a
significant
impact
on
those
thousand
calls
with
is
10%.
You
know
of
our
call
volume.
So
if.
I
I
can
just
add
to
that
I
as
chief
and
I've
had
many
discussions.
There's
I
I
can
count
on
one
hand
at
the
times.
In
the
last
eight
half
years,
we've
been
at
full
staffing
in
in
the
fire
department
and
the
police
department.
There's
no
doubt
you
know
we
have
high
expectations.
We
have
an
integrated
fire
suppression
and
the
EMS
it
sometimes
can
be
a
challenge
from
hiring
so
I
and
I
think
that's
kind
of
one
of
the
challenges.
I
You
know
that
there's
that
there's
challenges
there's
pros
and
cons
to
what
we
have,
but
there's
also
some
other
models
out
there
that
sometimes
you
can
kind
of
feel
if
you're
just
strictly
looking
at
EMS
and
especially
in
Bend
Oregon,
we
had
8
and
10
our
EMS
shifts
you
know,
and
and
and
that
wasn't
the
same
level
of
expertise,
and
that
was
necessary,
then
from
maybe
suppression.
But
that's
that's
a
good
conversation.
I
wish
Brian
could
go
out
and
hire
those
eight
positions.
I
J
Chief
thanks
for
the
awesome
presentation,
one
of
the
things
that
popped
out
at
me
is.
It
looks
like
that
the
the
rate
of
increase
of
ambulance
calls
is
outpacing,
the
rate
of
increase
in
population.
Can
you
talk
to
that
at
all?
It
is,
and
we
also
know
just
on
Paul's
done.
Some
consist
some
trying
to
pull
some
data
in
terms
of
the
number
of
beds
of
other
familiar
other
other
facilities,
but
we
know
we've
got
three
extended
care
facilities
that
are
going
to
be
open
and
up
here
very
shortly.
J
We
know
that
the
Northeast
has
and
that's
going
to
impact
us
200
calls
in
that
service
area
alone
in
the
next
year,
based
on
the
number
of
beds,
the
type
of
facility.
That
is
so.
We
know
that
those
are
going
to
continue
to
rise.
We
still
try
to
address
the
high
frequency
calls.
We
we
put
resources
towards
trying
to
get
them
the
right
help
that
is
needed
to
try
to
reduce
those.
But
again
it's
we
don't
have
a
lot
of
resources.
J
You
know
installing
handrails
making
sure
that
they're
doing
the
right
things
to
provide
for
their
their
customers
so
that
we
have
it
reduces
the
impact
on
our
service.
But
again
that
is
what
we're
seeing
nationwide
we're
seeing
78
to
80
percent
of
the
calls
being
EMS
for
all
fire
departments,
whether
you're
a
transporting
ambulance
or
not.
You
still
have
to
go
on
those
calls.
You
still
have
to
go
and
initiate
patient
care
and
take
care
of
those
patients.
J
So
so
that's
just
another
I
mean
we
read
all
the
time
about
all
the
effects
of
the
baby
boomer
generation.
This
is
just
another
ancillary
effect
as
we're
going
along
there.
One
of
the
questions
I
got
from
a
resident
a
couple
weeks
ago
and
I,
don't
know
if
this
is
still
relevant
or
not
surrounded
cell
phones
and
9-1-1
that
they
called
and
ended
up
in
the
met.
Comm
system
then
had
to
get
transferred
out
of
there
over
into
our
system.
J
Is
that
still
an
issue
that
that
a
cell
carrier
issue
is
that
an
issue
on
our
side?
Where
is
that
issue
at
I'm,
not
technically
technically,
very
good
at
answering
that
question?
For
you,
however,
I
do
know
that,
of
course,
when
a
911
came
in
the
calls
that
were
Bloomington
addresses
were
getting
directly
sent
into
our
deployment
and
dispatch
center.
There
is
some
I'm
not
sure
if
it's
a
federal
regulation
that
they
have
to
be
able
to
get
the
GPS
coordinate
off
of
that
phone
and
I
might
be
using
the
wrong
term.
J
So
please
bear
with
me.
I'd
wish.
Darren
was
here
to
answer
that,
but
there
is
a
time
frame
when
that
is
supposed
to
be
improved.
Okay
and
then
the
just
for
reference
for
myself,
we
use
of
the
paramedic
firefighter
model
here.
Is
that
the
same
thing
that
is
done
we'll
do
that
as
well
right?
Okay,
so
we
match
there
when
we
talk
about
integration
and
working
together
correctly.
Okay,
thank
you.
Waterman.
A
L
You
and
thank
you
chief
for
the
excellent
report.
I
just
really
wanted
to
focus
on
sorry,
I
heard
you
say
at
least
four
times
and
David
said
a
few
times,
and
every
time
I
heard
a
collaboration
with
normal
I
looked
around
and
I
saw
a
lot
of
nodding,
heads
here
and
I'm,
just
it
made
me
reflect
in
the
last
few
years.
I've
heard
this
conversation
many
times
and
and
the
last
thing
that
I
recall
thing
and
I
could
be
wrong-
was
that
that
normal
had
kind
of
walked
away
from
the
table?
L
I
You
know
I
can
say
that
we've
continued
to
have
conversations,
especially
on
the
administrative
and
the
fire
and
and
I'll
applaud
the
fire
chiefs
and
all
the
fire
as
they
work
excellent
on
a
day
to
day
basis.
There's
no
doubt
about
three
years
ago,
the
normal
council
did
approve
kind
of
a
strategic
plan
of
relocating
and
building
new
fire
stations.
They
had
done
kind
of
a
location
study,
so
they
they
you
know,
are
ahead
of
the
game,
especially
in
our
case
because
they
have
these
locations.
I
We
continue
to
talk
about
the
ABL
and
others,
but
again
it
just
hasn't
moved
as
quickly
as
we'd,
like
there's
going
to
be
other
issues,
traffic,
preemption,
etc.
But
now
we're
trying
to
look
at
and
we're
trying
to
catch
up
with
normal
in
getting
this
northeast
location,
study
done
and
then
talk
about.
Okay,
what's
going
to
be
that
strategy
just
for
the
Northeast
but
I
I
think
that's
where
I
want
to
continue
to
stress.
I
L
Thank
you,
I
would
say,
looking
at
my
crystal
ball
of
this
council,
based
on
what
I
saw
at
the
head
nodding
that
there
is
the
political
support
to
continue
those
those
discussions
and
if
it
requires
us
to
put
something
together
to
then
present
to
normal,
to
get
their
feedback
on
I'm
ready
to
do
that
because
I've
heard
interrupters
talked
about
for
years,
I've
heard
avielle
talked
about
years,
I
mean
these
are
things
that
we
need
to
act.
We
start
doing
because
I
look
at
the.
L
L
We
have
to
get
creative
and
we
have
the
data
that's
available,
and
if
we
need
to
take
a
leadership
role
in
this,
you
know
I'm
willing
to
step
out
there
and
make
that
happen,
and
if
we
need
to
present
to
normal
and
say
this
is
what
we'd
like
to
do.
Perhaps
that's
that's
an
approach,
but
it's
all
different
sages
fond
of
saying
you
know,
will
define
the
what
if
you
guys
work
on
the
how
and
that
self,
because
I
can't
think
of
all
those
things.
L
But
you
know
aldermen
Matthews
point
before
I
leave
doing
the
alderman
stuff
I
want
to
make
it
so
when
I
call
911
one
on
my
cell
phone,
that
I
don't
have
to
automatically
say,
transfer
me
to
Bloomington.
That
is
an
outrageous
thing
that
that
we
have
to
do.
I
know,
there's
a
9-1-1
funding
and
that's
a
complicated
issue,
but
you
know
I
don't
have
a
landline.
Many
people
don't
have
landlines
anymore.
L
That
is,
that
is
a
disservice
to
our
community,
to
spend
those
few
seconds
trying
to
figure
it
out
and
occasionally
met
comm
will
make
me
tell
them
the
story
before
they
even
transfer
me.
So
that's
wasted
time
and
if
somebody
was
to
call
9-1-1
someone
frequently,
that
is
a
problem,
so
you
know
I
know
that's
not
really
part
of
this
conversation.
But
as
we
approach
you
know,
maybe
our
government
partners
I'm
going
to
take
a
step
forward
in
a
political
way
to
support
these
sorts
of
things
and
get
the
feedback
from
our
partners.
L
I
I
can
just
have
insights
to
you
brought
up
again.
We
may
also
have
to
revisit
a
serious
discussion
of
the
communication.
Centers
there's
two
of
them
and,
like
you
say,
there
is
still
a
transfer.
There
is
still
a
time
issue
that
goes
in
Bloomington,
however,
was
the
one
to
pulled
out
a
matcom,
but
you
know
in
in
Harran
in
that
was
some
some
delays.
L
To
someone
who
would
suggest
the
status
quo
is
acceptable,
I
would
say:
are
you
comfortable
letting
Bloomington
residents
have
to
wait
few
precious
more
seconds
while
calls
get
transferred?
You
know
we
need
to
revisit
that
they're
mad
about
something
that
happened
15
20
years
ago.
You
know
get
over
it.
Lives
are
at
stake,
so
I
think
we
have
to
take
a
more
aggressive
approach
on
some
of
these
issues
in.
J
Terms
of
the
AVL
issue
that
we've
been
talking
about
again,
the
part
of
the
delay
was
for
normal
to
actually
get
to
that
same
level
again,
and
they
had
to
work
with
met
comm
to
get
the
equipment
and
get
that
stuff.
So
just
last
year
was
when
they
actually
went
online
and
just
as
we
it
took
us
a
while
to
get
comfortable
and
and
get
some
of
the
bugs
worked
out
with
that
system
and
I
think
they're.
Just
now
to
that
point,
so
we've
been
having
those
conversations,
and
there
there
is.
J
L
I'm
not
to
be
clear,
I'm,
not
saying
it's
our
government
partners
that
are
holding
us
back
or
they're
going
to
have
it
done.
Xy
and
Z
I'm,
just
saying
that
that
I'm
ready
I'm
to
move
some
of
these
balls
down
the
court
and
if
that
means
creating
a
joint
agency,
maybe
we
need
to
spell
it
out
and
approach
them
with
it
and
then
get
their
feedback
and
go
from
there,
because
it's
time
it's
well
past
time
from
where
I
said.
Thank.
E
You
chief
for
your
presentation
and
thank
you
for
your
service
and
service
of
our
firefighters
and
your
support
there
and
emergency
services.
Folks
I
mean
all
of
us
here
in
the
counselor
are
just
so
grateful
and
I
know
that
the
citizens
are
as
well
as
I
campaigned
and
talked
with
folks
that
you
know
they
had
so
many
good
things
to
say
about
our
fire
services
and
emergency
medical
services
and
it's
important
to
people.
E
E
J
J
There
is
a
an
analytic
that
I
can
go
out
and
grab,
but
again
I've
talked
about
other
communities
in
their
population
base
and
how
our
call
volume
and
the
number
of
firefighters
we
have
per
capita
compare,
and
we
are
on
the
high
side
of
the
calls
per
capita
and
we're
on
the
low
side
of
the
of
the
staffing
per
capita.
Just
so
you
know
thank.
E
A
I
Thank
You
mayor
pro-tem
as
patty
comes
forward
and
begins
to
get
ready.
Just
let
me
just
make
a
few
comments.
We,
as
you
notice
you've,
only
got
a
few
pages
here
for
this
discussion
tonight.
That
was
deliberate.
We
didn't
ask
you
to
bring
your
thick
volume
of
the
five-year
CIP,
but
I
did
want
to
say
a
couple
of
things.
The
delay
in
coming
back
for
this
discussion
of
the
five-year
CIP
is
not
only
because
of
the
tying
commitment
to
the
operating
budget.
During
this
last
six
months.
I
Some
personnel
vacancies,
the
audit
and
I,
could
go
on
and
on,
but
what
we
have
recently
done
is
we've
updated
our
revenue
numbers,
which
is
such
a
key
part
of
what
can
we
project
and
now
that
we
have
a
good
idea
of
how
the
state
is
beginning
to
take
more
and
more
of
our
revenue
and
who
knows
what's
going
to
happen
here?
Two
and
three
we've
also
continued
to
share
with
you,
but
the
projections
are
on
the
increasing
gap
between
projected
revenue
and
expenditures.
I
There
is
still
more
work
to
do,
but
tonight
what
we
want
to
focus
on
is
these
two
scenarios
and
as
patty
we'll
get
into
in
a
minute,
one
is
kind
of
here's.
What
little
and
I
want
to
stress
what
little
we
can
afford
to
do
from
the
standpoint
of
infrastructure
improvements
or
reinvestment
in
infrastructure
over
the
next
five
years,
without
additional
revenue
versus
what
we
could
do
in
the
next
five
years.
I
If
we
had
more
revenue,
especially
in
two
categories-
sanitary
sewer
and
stormwater,
it
is
almost
in
some
ways
embarrassing
tonight,
to
bring
to
you
the
fact
that
there
is
little
we
can
do
going
forward
in
these
two
areas:
the
underground
utilities,
which
are
such
a
critical
part
to
street
resurfacing,
and
but
we
wanted
to
make
sure
that
we
had
some
good,
accurate
analysis
and
information
to
share
with
you,
one
caveat
and
I'll
come
back
to
this
later
on.
Yes,
there
is
revenue
being
generated
by
the
sanitary
sewer
fees
to
stormwater
fees.
I
Unfortunately,
the
bulk
of
that
revenue
is
going
to
pay
for
maintenance
costs
day
to
day
operating
expenses,
manpower
equipment,
but
going
out
there
yet,
unfortunately,
is
not
going
mainly
towards
capital
expenditures.
The
big
sanitary
sewer
lining
projects,
the
street,
channel
rehabilitation
projects
etc
and
I'll
share
with
you
just
very
honestly
and
frankly,
we
need
to
get
to
the
bottom
of.
I
Is
that
appropriate,
I
think
over
the
years,
there's
probably
been
kind
of
a
slow
encroachment
of
trying
to
use
the
fees
for
operating
expenses
that
maybe
we
need
to
pull
back,
and
there
needs
to
be
kind
of
a
reallocation
of
those
two
fees.
How
much
goes
to
operating?
How
much
goes
to
capital,
but
once
you
do
that,
you
know
you're
gonna
take
money
away
from
the
general
tax
revenue,
and
you
know
what
that
looks
like
over
the
next
five
to
six
years.
I
So
we're
going
to
talk
to
you
for
a
few
minutes
about
a
bonding
proposal
which
can
bias
time
it
can
help
us
make
sure
we
continue
at
a
very
aggressive
and
robust
effort
to
keep
looking
and
investing
in
underground
utilities,
as
well
as
street
resurfacing,
even
if
we
need
a
little
bit
more
time
and
effort
in
looking
at
the
revenue
solutions,
both
in
sanitary
sewer,
stormwater
and
general
taxation.
As
you
will
see
here,
it
is
always
much
easier.
I
Just
look
at
the
state
of
Illinois
and
what
they've
done
for
decades,
you
know
or
the
the
federal
government
and
how
they
keep
going
into
the
Highway
Trust
Fund,
etc
it
it's
nothing,
that's
unique
to
blow
me
to
nor
anything
else.
So
those
are
two
topics
we'll
talk
about
and
then,
as
we
finish,
then
we'll
have
more
discussion
than
next
steps.
How
we
want
to
proceed
so
with
that
patty.
If
you
go
through
the
presentation
and
shedding
further
light
on
the
current
state
of
our
CIP
and
and
what
we've
been
working
on
recently.
Oh.
M
Sure
so
what
you
have
in
your
packet
are
two
graph
looking
at
the
five-year
budget,
CIP
budget
for
both
approximately
300
million
dollars
in
capital
projects
and
about
80
million
funded
as
for
over
the
next
five
years.
So
right
now,
I'm
looking
at
the
five-year
funded
graph-
and
you
can
see
that
53%
of
our
projects
in
the
next
five
years
that
are
funded,
are
streets,
sidewalks
and
eighty-eight.
Ramps
that
includes
motor
fuel
tax
in
that
line
is
the
dedicated
revenue
for
the
street
resurfacing
program,
which
is
about
twenty
five
million
dollars
of
that
number.
M
There's
about
seven
point:
five
in
there
for
Fox
Creek,
there's
traffic
signals
some
Main
Street
corridor
money
and
then
some
others.
As
you
look
around
the
graph,
you
can
see
that
water,
water
has
a
myriad
of
projects
going
they've
been
saving
their
fund
balance
for
quite
some
time
in
year.
Four,
though
that
begins
to
run
out
for
them,
but
that's
a
conversation
for
another
day,
and
then
you
can
see
here
that
we
do
have
some
sewer
funds
here
in.
M
There's
no
additional
projects
that
can
be
afforded
their
stormwater
has
zero
projects
there.
There
is
no
money
for
stormwater.
The
library
has
some
savings
set
aside
for
the
design
of
a
potential
new
library
and
some
furniture,
but
no
construction.
Their
facilities
have
1.7
million
dollars,
budgeted
again
only
for
this
year,
and
a
million
dollars
of
that
is
the
adat
work
at
the
arena.
It's
the
elevator
and
the
sidewalks
and
alike.
M
The
fire
department
really
doesn't
have
much
money
and
if
you
kind
of
follow
along
on
the
table,
but
that
kind
of
gives
you
an
idea
of
you
know
what
items
do
and
don't
have
money
out
of
those
five
years.
So,
theoretically,
we
should
be
putting
capital
maintenance
funds
and
other
funds
together
every
year
and
I
know
I'm
a
broken
record
there.
So
I'll
just
move
on
to
the
unfunded
graph
and
the
unfunded
graph.
These
are
capital
project
requests.
M
These
are
things
that
that
have
been
updated
from
the
draft
capital
plan
that
you've
seen
that
we
gave
to
you
guys
and
so
to
be
debated
or
decided
by
Council,
but
just
to
give
you
an
idea
of
some
of
the
things
that
are
in
there
on
the
unfunded
would
be.
Excuse
me,
some
things
that
are
in
there
are
a
potential
new
library,
the
Operations
Center
under
facilities
and
then
about
20
million
dollars
in
needed
facility
repair
around
the
city,
the
fires
largely
fire
stations.
The
streets
includes
street
2.0
of
about
30
million
dollar.
K
M
Debatable
but
also
looked
in
there
with
Hamilton
bunch
commerce
for
about
15
million
in
the
parks.
There's
ten
million
dollars
a
year
for
a
Lincoln
leisure
center
recreation
center
and
Aquatic
Center
sanitary
sewers
have
a
lot
of
sewer
lining
built
up
in
there.
Stormwater
has
about
four
million
dollars
in
combined
sewers,
five
million
in
store
off
stream,
Bank
and
floodplains,
and
about
three
million
in
rehab
and
water.
M
You
know
some
of
those
remain
to
be
seen,
but
to
David's
point
and-
and
very
timely,
of
course,
is
the
sewer
and
stormwater
which
has
been
ready,
and
some
recommendations
have
made
to
you.
Since
our
neighbors
to
the
north
have
acted
I'm
sure
we
certainly
have
an
exhibit
that
you
have
for
you
in
terms
of
matching
that
rate,
you
know.
David
talked
about
a
bond
proposal.
We
did
put
one
together
for
you
that
you
have
and
there's
some
handouts
in
the
back
for
those
who
don't
have
it
again.
M
These
are
just
ideas
of
what
might
look
like
if
you
want
to
talk
about
that
a
little
bit,
but
in
a
happy
world
to
finally
have
joy
to
forget
both
a
rate
increase
and
a
bond
or
the
other,
but
just
putting
it
out
there
and
just
for
the
record
storm
where
normal
did
not
raise
their
stormwater
fee
because
they
do
not
have
any
projects.
We
have
combined
sewers
and
a
lot
more
streams
than
they
do.
So.
Please
just
keep
that
in
mind.
M
I
If
we
were
to
borrow
some
money
upfront,
how
could
we
immediately
make
sure
that
we
don't
lose
sight
of
some
other
critical
needs?
And
that's
why
you
see
under
sewer
there's
two
million
dollars
allocated
in
this
potential
bond,
two
million
for
storm
and
two
million
for
water.
So
why
is
there
26
million
that's
to
ensure
that
at
least
for
two
construction
season,
at
least
maybe
into
a
third?
I
The
bond
proceeds
would
pay
for
all
underground
utility
work
necessary
for
any
and
all
street
resurfacing
ear,
regardless
of
the
situation
we're
in
you
know
in
the
sanitary
sewer
and
stormwater
fund,
it
could
be
a
way
of
saying
you
know,
at
least
for
a
couple
years.
We're
gonna
make
sure
that
for
the
street
resurfacing
that
continues
unabated
in
a
very
aggressive
way
and
bond
proceeds
will
cover
that
and
and
then
maybe
what
we
could
do
is
under
especially
sanitary
sewer
in
stormwater,
with
what
little
money
is
there,
especially
sanitary
sewer?
I
Hopefully
we
can
continue
with
or
with
an
aggressive
sewer
lining
program,
because
again,
sewer
lining
is
separate
from
what
we
have
to
do
for
all
these
street
resurfacing
projects
and
I've
also
thrown
in
a
few
other
things
here,
I
I,
you
know
I
continue
to
hear
from
Jay
and
others
that
that
O'neill
pool
we're
keeping
our
fingers
crossed.
If
we
could
get
one
more
year
of
use
out
of
that
pool,
I
think
we
all
have
to
realize
we're
facing
the
potential
closure
of
one
of
the
two
summer.
I
You
know
open
swimming
pools
that
we
have
now
again.
Is
it
going
to
be
ten
million
yeah?
It's
just
a
placeholder,
it's
just
an
estimate,
but
with
the
current
master
plan
we
will
be
spending
some
time
trying
to
better
identify
what
are
the
various
price
options
depending
upon
what
you
design
everything
for
maybe
a
much
more
comprehensive
Aquatic
Center
to
everything
from
just
replacing
an
outdoor
pool.
Some
of
these
others.
You
know
economic
development.
I
We
can't
forget
what
sometimes,
as
we've
seen
the
last
few
years,
we're
constantly
looking
for
opportunities
to
to
partner
with
the
private
sector
or
to
move
ahead
on
some
other
projects,
either
downtown
or
elsewhere.
Fire
Station,
three
we're
finishing
up
the
the
plans
for
the
remodeling
of
that
station,
but
we
lack
the
funding
for
the
construction.
That's
what
the
3.5
million
will
do,
as
you
all
know,
we're
very
fortunate
in
that
there's
there's
about
nine
million
dollars
that
have
been
allocated
now
under
I
dot,
at
least
in
the
planning
stages
for
the
hamilton
bund
commerce.
I
We've
also
got
several
other
million
dollars
for
the
Fox
Creek
Road,
and
basically,
we
have
here:
15
million
Fox,
Creek,
Road,
seven
and
a
half
million
to
help
ensure
that
if
there's
money
additional
local
share,
especially
for
Hamilton,
we
would
have
the
money
to
pay
our
local
share
for
that
and
then
last
but
not
least,
I've
thrown
in
here
some
money
for
at
least
land
acquisition,
possibly
some
design
work
for
the
operation
center
to
replace.
Currently
what
we
have
south
of
City
Hall.
I
When
you
take
away
the
revenue
that
is
going
to
be
coming
in
from
the
state
or
from
motor
fuel
tax
or
from
other
local
sources.
What
you
end
up
with
is
a
possible
40
to
41
million
dollar
bond
that
could
address
some
of
these
critical
infrastructure
needs,
at
least
for
the
next
couple
of
years,
and
help
us
especially
continue
on
with
the
street
resurfacing
Patti.
Did
you
have
some
ideas
on
well,
what
could
be
the
debt
service?
Unlike
a
40
million
dollar
I,
knew.
M
I
Let's
just
use
that
free
illustration
horizon,
because
not
not
all
things
look
as
rosy
is
that
make
me
see
well,
you've
got
to
make
sure
is
whatever
the
debt
service
is
going
to
be,
that
has
to
be
funded
and
right
now,
I,
don't
think
your
eye
can
see
in
our
current
revenue
and
expenditure
projections,
two
million
dollars.
That
is
there
available
right
now
to
pay
that
kind
of
debt
service.
So
keep
that
in
mind.
So
this
this
looks
great,
but
it
you
know,
we've
also
got
to
work
on
where's.
I
I
N
I
Years
says:
storm
water
and
sanitary
sewer.
We
were
up
to
130
billion
dollars.
You
know
the
fire
stations
alone
by
the
time
we
remodel
three
stations
and
that
could
be
1012
billion.
Now
again,
we're
only
looking
at
this,
but
there's,
but
you
have
to
start
somewhere
and
what
I
continue
to
hear
from
you
is
that
we've
got
to
keep
that
priority
on
street
resurfacing.
The
underground
utility
work
associated
with
that
and
we've
got
to
continue
on
also
keep
in
mind
that
nothing
in
here
includes
recommendations
as
forthcoming
from
the
brick
street
master
plan.
I
Those
aren't
building
next
in
week,
we'll
be
talking
about
the
streets,
master
plan
out
other
big
projects
and
then
ultimately,
the
downtown
streetscape.
Let's
finish
off
coming
back
to
sanitary
sewer
rates
and
stormwater
rates,
patty,
because
I
know
you
have
some
information,
let's
just
kind
of
give.
Some
idea
of.
Where
are
we
on
current
rates
and
and
I
will
say
this
I
think
we
have
changed
our
view
and
opinion
on
what
was
presented.
I
I
think,
maybe
six
months
ago,
on
the
sanitary,
sewer
and
stormwater
rate
study,
I
think
what
was
brought
to
you
at
that
time
was
a
rate
increase
that
was
in
fishin
upon
further
reflection,
further
analysis,
I
think
it
is
not
going
to
be
adequate
to
even
address
some
of
our
critical
deeds
in
storm
water
and
sanitary
and
sanitary
sewer
in
the
next
five
years.
So
I
think.
I
M
C
So,
mayor
city,
council,
the
item
that
you
have
before
you,
the
sheet
that
we
put
together,
was
dealing
with
historically,
where
have
we
been
and
where
would
we
be
if
we
implemented
some
of
the
rate
increases
that
recently,
the
town
or
normally
have
done
what?
If
we
just
matched
exactly
what
they
did
then
in?
So
that's
what
you
see
before
you.
You
can
see
on
the
left
side
for
those
who
have
it
here.
If
we
were
to
implement
that,
may
1st
of
2019
there's
a
couple
things.
C
We
have
a
fix,
there's
two
pieces,
any
sewer
rate,
you
have
a
usage
and
you
have
a
fixed
usage
charge,
a
fixed
monthly
charge,
and
so
ours
is
woefully
low
right
now,
it's
under
half
of
what
we
of
other
communities
are
we're
suggesting
bringing
that
right
in
line
with
where
the
town
would
be
out
and
then,
in
addition,
that
average
usage
rate
would
also
then
increase.
You
can
see
where
that
bill
would
be
for
most
residences.
It
would
be
a
slow,
progressive,
phased
in
process
that
would
help.
That
would
be.
C
That
would
really
be
able
to
help
it
be
something
to
be
a
quick
decision.
As
a
council,
we
could
make
that
would
help
get
us
a
little
bit
further
with
some
of
our
sewer,
televising
I'll
say
it
definitively,
though
it
would
not
get
us
all
the
way
a
city
manager,
Hales
indicated
it
really
wouldn't,
but
it
would
really.
It
would
make
a
very
strong
difference
in
the
upcoming
years
to
position
us
to
at
least
get
a
handle
on
the
entire
problem.
C
What
I'll
say
is
that
you
know
how
strongly
Public
Works
we
feel
about
rating
everything
and
providing
objective
recommendations
to
you.
As
a
council,
we
still
are
only
13
percent,
along
with
our
televising
and
rating
of
our
sanitary
sewers.
That
is,
that
is
the
worst
infrastructure
item
that
we
have,
that
we
really
have
a
good
handle
on
that's
one
of
the
key
and
most
important
things
for
us
to
have
a
handle
on
right.
C
Now,
we're
not
a
chief
more
not
to
put
into
it,
but
we're
playing
fireman
right
now,
with
with
putting
out
being
reactive
instead
of
proactive.
To
give
you
an
example,
if
you
had
one
point
repair
in
the
street,
it's
on
average
about
$12,000
for
$12,000
for
the
one
point:
failure,
when
you
see
a
Cavin,
we
could
line
sanitary
sewer.
We
could
line
that
entire
public
sanitary
sewer,
and
so
it
is
so
much
more
cost
effective
to
be
proactive
rather
than
reactive.
K
Numbers
on
that
cuz
I
think
you're.
When
we
talk
about
doubling
rates,
I
think
that
is
a
very
scary
way.
To
put
it
because
it
sounds
like
a
very
extreme
solution,
but
we're
really
not
talking
about,
because
the
numbers
are
already
relatively
low,
we're
not
talking
about
monumental
changes
so,
for
example,
on
the
chart
that
we
can
see.
But
it's
not
up
there.
The
what
we're
talking
about
is
moving
from
an
average
residential
bill
of
$9.50
to
if
we
follow
this
model
to
a
bill
that
would
be
$15.75
by
2023,
correct.
C
So
initially
what
we'd
be
looking
at
is
going
just
as
alderman
burgers
talked
about,
we
would
go
from
$9.50
for
an
average
user
to
$11.60
May
1st
of
2018,
and
that
would
incrementally
increase
over
time,
but
again
this.
This
isn't
something
that
would
happen
overnight.
We
do
believe
that
a
phased
approach
is
easier
for
residents.
People
understand
your
price
of
things
go
up,
and
we
really
do
believe
that
a
lot
of
our
citizens
have
a
strong
understanding
of
the
need
of
our
infrastructure.
C
When
we
talk
about
streets,
2.0
or
more
investment
in
streets,
you
cannot
neglect
the
water
mains,
the
stormwater,
the
sanitary
sewer
underneath
the
streets,
in
addition
to
the
59
miles
of
our
creeks
and
end
our
73
public
detention
basins
as
well.
That
currently
there's
no
maintenance
happening
on
those.
I
Can
I
get
one
just
follow-up
to
that
is,
and
I
would
disagree
with
you
in
part.
I
I
think
one
residents
do
understand
that
we
have
a
serious
problem
with
infrastructure
and
I.
Think
it's
because
we've
been
very
vocal
in
sharing
that
information
with
all
these
master
plans,
but
I
will
say
this
I
think
the
successful
approach
in
working
with
our
ratepayers
and
those
who
are
going
to
actively
pay
the
bill
is
saying:
if
we
do
nothing,
what
can
we
accomplish
in
the
way
of
utility
improvements
and
be
specific
with
it?
I
If
we
raise
the
rates,
you
know,
maybe
a
modest
amount
or
doubling.
What
more
can
we
do
and
in
my
mind,
in
in
other
cities,
as
you
start
to
share
that
with
resonance,
then
they
can
also
share
back
their
opinions
with
us.
We
can
be
very
aggressive,
but
it
comes
at
a
cost
or
we
can
be
less
aggressive
and
kind
of
a
moderate
approach,
but
we're
very
specific
on
what
we're
going
to
accomplish,
but
also
what
we
are
not
going
to
accomplish
and
I
think
that's
a
key
to
any
rate
increase.
I
We
start
with
probably
task
force
ad
hoc
committees
to
validate
that
we
go
out
to
the
residents,
help
them
because
keep
in
mind
we're
talking
about
two
different
fees
and
when
you
look
at
this,
when
I
came
in
January
2009,
three
dollars
and
40
cents,
that
was
what
the
average
household
who
was
paid
for
sanitary
sewer
but
Dave.
But
since
that
time,
they've
only
been
paying
what
four
dollars
for
stormwater
and
that
hasn't
changed,
but
I
think
we
need
to
keep
making
sure
they
understand.
For
that.
I
What
are
you
going
to
get
and
the
more
we
can
continue
to
relate
that
and
show
them
and
then
over
every
year
you
know
continue
to
update
them
and
what
we're
accomplished
and
how
many
more
miles
of
improvements
and
sanitary
sewer
lining
were
able
to
accomplish,
etc.
That's
got
to
be
a
constant
to
make
sure
they'll
support
us
and
who
knows,
maybe
in
five
six
years
we
find
out
that
revenue
is
just
not
sufficient.
I
K
Thank
you
and
that's
a
really
good
point
David,
because
I
can
share
the
residents
in
my
ward,
who
are
directly
affected
by
some
of
these
issues
that
are
being
caused
by
the
lack
of
funding,
so
people
who
do
have
detention
basins
that
have
received
little
to
no
maintenance
people
who
have
issues
with
sump
pump
drains
and
we've
completely
eliminated.
All
funding
for
that.
Those
people
are
calling
me
and
emailing
me
and
saying:
when
are
you
taking
action
on
this
and
in
advance
of
today's
meeting?
K
I
actually
went
back
and
watch
the
work
session
where
we
last
discussed
this,
which
was
on
December
14th
2015,
which
is
a
little
while
ago
and
I'm
honestly,
as
a
council
member
I'm,
a
little
bit
embarrassed
that
I
have
I,
have
not
continued
to
bring
this
up
and
discuss
this.
So
I
apologize
for
that,
because
we've
got
to
squarely
address
this
issue.
But
one
thing
first
of
all,
I
recommend
all
the
councilmembers
to
wash
that
meeting
and
familiarize
yourself
with
the
scope
of
the
issues,
because
Jim
is
underselling
it
right
now.
But
what.
K
You,
don't
you
don't
have
the
time
and
we
went
into
great
detail
there,
but
one
of
the
things
I
thought
that
was
really
hit
home
for
me
is
that
this
notion
that
it
is,
it
is
better
for
our
residents
to
keep
these
prices
low,
if
perhaps
not
accurate,
because
there
is
a
price
we
pay
as
a
community
by
not
maintaining
our
infrastructure,
and
that
is
that
our
emergency
repairs
are
exponentially
more
expensive
than
our
proactive
action.
Can
you
give
us
some
you
do
you
have
an
example
of
that?
Absolutely.
C
I
think
those
council
members
who've
been
on
a
few
years.
You
might
remember
the
douglas
street
IMF
whole.
You
know
we
had
a
we.
Always
we
dubbed
it
that
internally,
because
the
hole
in
the
sewer
it
was
a
60-inch
sewer,
the
hole
on
the
side
of
the
sewer
was
large
enough.
You
could
fit
one
of
those,
those
electric
small
electric
vehicles.
You
could
shove
it
in
there
and
fit
it
in
there.
C
C
It
is
such
easy,
easy
dollars
to
understand,
anytime,
that
you
have
that
it's
a
and
like
I
said
I
think
I
already
use
the
example
of
about
a
twelve
thousand
dollars
to
do
a
single
point,
repair
on
an
eight
inch
and,
and
that
allows
you
to
line
five
hundred
feet,
which
is
around
an
average
block.
You
know
you
have
a
three
hundred
eighty
feet.
500
foot
block
is
pretty
standard
so,
but
the
point
is
exactly
like
alderman
Burgin
said
it's
not
just
about
the
emergency
response:
economic
development.
C
C
What's
underneath
of
it
I
whenever
I
started,
one
of
the
biggest
things
would
blow
people's
mind
as
you
you,
you
put
new
asphalt
down
and
within
the
next
year
you
come
and
dig
it
up
to
take
care
of
the
sewers
underneath
we
are
getting
to
the
point
in
this
community
because
we've
been
talking
about
this
for
so
many
years
our
staff
is
struggling
to
find
the
streets
we
can
resurface
without
needing
sanitary
sewer
work.
It
is
very
difficult
as
a
staff
that
we
have
it
televised
and
the
sanitary
sewer
work
done.
C
It
is
a
we've
been
talking
about
this
for
years.
Many
of
you
have
heard
me
beat
this
this
drum
very
hard,
and
it's
time
we
really
need
some
ash
or
we're
getting
to
beyond
the
crisis
point
now.
We
have
to
really
be
funding
it
to
catch
up,
and
that's
where
we're
at
I'm
going
to
put
this
on
a
flash
drive.
So
I
can
put
that
one
example
on
the
screen
for
you.
E
C
C
City
manager
is
correct
and
that
you
know
he
had
pointed
out
that
it'd
be
more
aggressive.
We
originally
we
had
looked
at
some
numbers
and
we
were
going
to
be.
We
were
going
to
be
more
aggressive
with
our
sewers
because
we
knew
that
we
were
behind
with
our
with
our
overall
resurfacing.
We
knew
that
streets
are
what
people
cared
about,
but
we
were
needing
a
much
quicker.
As
I
recall,
we
were
looking
at
30%.
C
You
know
right
away
every
year
for
multiple
years
was
one
of
the
one
of
our
last
mechanisms
we
were
looking
at
and
we
had
to,
and
that
would
get
us
to
to
the
point.
We
were
double
our
current
rates.
We
need
to
revisit
that.
Of
course
we
have
to
make
sure,
as
the
city
manager
pointed
out,
we've
got
to
revisit
some
of
those
numbers,
but
but
there's
you
can
be
phased
in.
You
can
also
be
more
aggressive
as
a
city.
Where
do
we
need
to
go?
C
I
I
couldn't
this
this
also
allows
me
to
kind
of
this
other
is
you
know.
Part
of
tonight's
discussion
is
to
get
some
direction
from
the
council,
because
again
it's
the
easiest
thing
we
can
do
is
bring
you
that
status
quo.
Cip.
Have
you
adopted
next
Monday,
but
I?
Hopefully
no
one's
ready
to
do
that.
I.
I
We've
all
got
to
keep
in
mind.
It
took
not
decades
for
probably
half
century
to
get
to
where
we
are
today,
we're
not
going
to
get
out
of
it
in
five
years,
ten
years
or
even
20
years.
But
that's
what
we're
hoping
either
from
tonight's
discussion
or
or
in
the
next
couple
of
weeks,
is
give
us
some
of
that
high-level
direction
and
then
we'll
come
back
and
put
the
detail
so
that
you
can
say
all
right.
I
either
feel
comfortable
about
those
projects
over
the
next
five
years
or
that's
not
aggressive
as
I.
C
City
manager
is
correct.
What
we
really
need
is
we
need
five
years.
We
just
need
to
know
a
communication
plan
something
out
there,
so
citizens
citizens
can
know
what
we
are
going
to
be
doing
and
staff
that
also
allows
our
own
streets
and
sewers
crews
to
partner
well
moving
forward.
It
allows
everything
to
integrate
right
now.
It's
a
year-to-year
issue
and
that
becomes
crisis
management
as
a
as
opposed
to
proactive
planning.
I
think.
A
Alderman
braids
question
is
a
critical
question.
What
what
does
that
look
like
if
we're
you
know
fully
funded
and
maybe
getting
that
kind
of
information
back,
will
help
us
decide
where
we
settle,
particularly
in
view
of
our
growing
structural
deficit
and
and
how
we
manage
that
autumn
in
one
way,
yeah
thank.
H
C
A
H
C
It
was
a
five-year
with
an
ongoing,
an
ongoing
recommendation.
One
thing
we've
talked
about
is
one
thing
the
city
has
not
done
well.
Is
a
continuation
small
incremental
increases
once
we
get
to
a
fair
level,
we
forget
about
it
and
the
next
elected
body
might
come
in
and
it's
just
fine
until
it
comes
to
another
crisis.
Point
it's
so
much
easier
for
residents
when,
when
the
cost
of
bread
goes
up
or
milk
goes
up,
the
cost
goes
up
3%.
You
know,
we
know
the
costs
are
going
to
continue
to
go
up.
C
It's
if
we
had
done
that
with
our
storm.
Sewer
fund
actually
would
be
an
interesting
number
to
run
back
in
2004
when
it
was
created.
If
we
had
implemented
an
automatic
three
percent
increase,
would
we
be
in
the
same
shape
that
we're
in?
We
would
definitely
not
be
as
critical
as
we
are
now.
So
what
the
last
recommendation
held
was
that
once
we
get
to
the
level
where
we
need
to
be
the
service
level,
there's
an
ongoing
small
increment.
C
H
Thank
you
because
that
that's
one
of
the
things
that
I
was
also
thinking
about,
because
I
know
you
know
many
other.
You
know.
Bodies
and
institutions
and
and
groups,
have
a
a
reserve
fund.
You
know
that
they
degrade
over
time
so
that
they
can
avoid
this
sort
of
crisis
situation.
That
I,
just
you
know,
I,
don't
know
how
we
got
to
this
point,
but
I
think
it
will
be
something
that
we
we
need
to
explore
in
the
future,
because
I
think
it
does
set
the
expectation.
You
know
what
we
want
to
do.
H
I
You
alderman,
if
I
could
say
the
answer
is
simple,
even
before
the
Great
Recession,
while
we
were
doing
this
for
decades,
the
city
was
subpar
s'en.
By
said,
in
his
infamous
report,
we
were
subsidizing
residential
development
and
be
in
the
banker
instead
of
doing
what
we
should
have
done,
and
that
is
paying
attention
to
in
reinvesting
into
our
existing
utilities.
I
That
is
cut
and
dried,
and-
and
it
goes
back
to
the
Carson
report-
and
you
know,
and
and
that's
in
major
y-you
know-
not
only
did
we
spend
what
we
had
in
reserve
when
I
got
here.
The
sanitary
sewer
fund
was
six
million
dollars
in
the
red
storm
water
fund
was
two
million
dollars.
In
the
rest,
we
were
spending
money.
We
didn't
even
have
to
help
new
development
pay
for
utility
extensions.
A
H
So
with
that
said
than
I
I'd
be
really
curious
to
see
what
those
numbers
would
look
like.
You
know
over
a
longer
period
of
time,
but
taken
into
consideration
that
we
want
to
build
up
a
reserve
fund
that
allows
us
to
address
issues
as
they
come
up
rather
than
having
this
crisis
situation
every
so
often
like
you,
like
you've,
talked
about
that's
one
thing.
H
H
C
With
streets,
we
talked
about
that
when
you
start
getting
past
that
eight
million
dollars
a
year
mark,
it
gets
to
be
difficult,
not
impossible,
but
difficult
for
local
contractors
to
be
able
to
to
meet
that,
and
so
that's
one
piece
and
the
sewer
is
actually
from
a
all
of
the
vendors
there's
a
lot
more
vendors
for
lining
and
televising.
If
we
have
to
break
those
kind
of
contracts
up,
that's
actually
fairly
easy
for
us
to
do.
C
The
difficulty
with
streets
is
the
the
limited
source
where
we
can
get
our
hot
asphalt
to
be
able
to,
and
we've
broken
up
contracts
you
see,
so
each
different
piece
of
infrastructure
has
some
other
require.
You
know
some
other
constraints,
but
streets
is
really
what
would
be
our
what
we
have
a
ceiling
on
sewers?
There
is
not
even
if
we
take
the
recommended
three
point:
two
five
million
dollars
of
lining
a
year:
that's
what
the
that's,
what
the
master
plan
and
it
indicates
we
should
do.
C
One
percent
of
our
sewers
four
miles
of
sewers
a
year
is
what
it
recommends
this
year,
we're
doing
less
than
one
mile
of
sewer
lining.
There's
not
a
that's,
not
a
capacity.
There's,
there's
I
think
last
time,
I
recall
six
vendors
that
did
on
sewer
lining,
so
there's
there's
plenty
that
would
come
into
this
community.
So
that's
not
the
issue
for
us,
but
it's
a
great
question.
Good.
H
C
Bobby
ale,
the
water
director
has
also
commented
over
time,
low-flow
fixtures.
Some
of
the
changes
in
usage
has
affected
everybody
in
his
industry
and
thereby
also
affected
the
sanitary
sewer
usage
fees
really
from
the
you
know
the
mid-2000s.
Until
now
you
started
seeing
more
of
this
trend,
and
so
that
does
affect
us,
and
so
that's
why
rates
also
have
to
be
increased,
to
be
able
to
account
for
the
fact
that
you
know
you
change
things
like
the
fixed
monthly
charge.
C
A
J
Just
to
keep
things
in
perspective,
one
of
the
things
I
wanted
to
point
out
as
I
read
an
article
that
said:
Comcast
has
raised
their
rates
for
basic
cable
and
has
outpaced
inflation
on
average
of
60
something
percent
over
the
last
decade.
So
you
know
people
are
willing
to
pay
for
basic
cable,
but
maybe
you
know
have
we
ever
asked
them?
Are
they
willing
to
not
have
their
sewer
back
up
into
their
house?
J
I
mean
you
know
when
we're
looking
at
things
like
that
is
just
keeping
things
in
perspective
and
I
just
want
to
bring
up.
One
of
the
things
that
continues
to
bother
me
is
when
you
do
your
presentations
and
you
talk
about
the
storm
water
overflow
system
and
putting
bad
things
back
into
the
water
system
in
the
United
States
I
mean
I'm
I'm,
always
a
little
bothered
about
that.
J
So
I
definitely
want
to
keep
our
attention
on
fixing
that
problem,
making
that
go
away
right
and
also
you
know
something
I
think
we
have
to
keep
in
mind
too,
is
a
lot
of
parts
of
our
older
neighborhoods.
We
are
actually
causing
depression
of
property
values
because
there's
a
perception
that
if
you
live
in
newer
neighborhoods
those
neighborhoods
don't
have
the
same
issues.
They
don't
have
sewer
issues,
they
don't
have
water
issues,
they
might
have
newer
roads,
they
have
curbs,
they
have
sidewalks.
J
So
every
time
we
ignore
fixing
the
older
neighborhoods
we're
creating
artificial
depression
of
the
property
values
in
those
neighbors
we're
effectively
telling
people
we
don't
value
these
older
neighborhoods.
You
should
move
out
to
the
east
side,
which
then
we
just
heard
chief
Moore
presenting
to
us
that
he's
having
issues
we've
heard
chief
Hoeppner
to
say
he's
having
issues
providing
service
out
there.
J
One
of
my
last
thought
is,
you
know:
I
would
like
us
to
see
us
end
up
with
a
solution
where
these
rates,
when
we're
looking
at
once,
we
once
we
get
caught
up,
we
get
caught
up
with
our
sanitary
sewer
rates.
We
get
caught
up
with
our
water
rates
because
they're
having
water
departments
have
the
exact
same
issue,
you're
looking
at
a
system
where
we're
tying
them
to
the
inflation
rate
of
Illinois
I
mean
we
know
what
the
inflation
rate
is
in
central
Illinois,
it's
published
by
the
state.
You
know.
J
Maybe
we
need
to
look
at
a
long
term
system
where
there's
automatic
increases.
If
inflation
goes
up,
the
the
you
know,
everything
goes
up
because
you
know
I
think
somebody
pointed
out
it's
happening
in
everything
else
that
we
do,
and
you
know
the
cost
of
milk
and
bread
goes
up.
Everything
gets
more
expensive,
so
I
think
we
need
to
put
a
long-term
solution
in
place
so
that
we
stop
having
emergency
situations
thanks.
D
It's
ok
to
ask
our
residents.
You
know
why?
Are
you
not
willing
to
pay
to
not
have
sewers
back
up
in
your
house,
but
residents
then
have
the
right
to
say
City
Council?
What
are
you
doing
to
reduce
expenses
elsewhere
in
order
to
reallocate
money
into
these
core
services
that
that's
just
as
fair
a
question?
There
probably
are
not
more
pertinent
question
to
ask
absolutely
and
and
so
again
and
and
and
I've
had
this
conversation
for
I
think
almost
of
10
years
I've
been
here
right.
D
The
essence
of
priority-based
budgeting
is
for
is
is
to
reflect
the
conversations
that
people
have
around
their
kitchen
tables
all
the
time,
and
that
is
when
I
have
more
month
than
I
have
money.
What
am
I
going
to
quit.
Spending
on
so
that
I
am
able
to.
You
know
pay
for
those
those
those
core
things
I
want
like,
like
mortgage
utilities,
those
types
of
things
that
may
mean
that
I
go
from
two
cars
to
one
car
or
I,
only
eat
out
once
a
week,
those
nice
to
haves
that
we
heard
refer
to
in
public
comment.
D
I
What
I'd
like
to
maybe
just
see
if
there's
general
support,
what
we'd
like
to
do
is
bring
back
a
a
five-year
projection
of
what
we
could
do
if
and
we're
gonna
start
with
sanitary
sewer
in
stormwater
fees.
If
we
were
to
look
at
say
a
hundred
percent
increase
but
phase
it
in
what
exactly
could
we
do
in
five
years?
What
could
we
not
do
so?
I
At
least
you
have
an
illustration
to
see
what
what
could
that
do
in
moving
us
towards
trying
to
work
on
those
deferred,
capital
I
think
that's
at
least
a
start,
you're
not
saying
you're,
gonna
approve
it
or
anything
else,
but
I
think
that'll
begin
to
give
you
in
that
area
now
keep
in
mind
and
well.
Let
me
just
say
is
at
least
if
we
bring
back
that
for
further
discussion
than
the
work
session.
Could
that
be
a
starting
point
and.
C
I
And
the
other
thing
I
do
want
to
indicate
to
you
were
also
going
to
bring
back
some
recommendations:
how
to
address
the
non
Enterprise
Fund
projects,
because
when
we
look
at
general
tax
revenue,
fire
stations
parks,
you
know
some
of
these
facilities.
Things
like
that.
There's
no
dedicated
revenue
source
and-
and
that's
not
going
to
be
too
easy,
but
we'd
like
to
start
bringing
to
you
a
couple
of
options
to
consider,
because,
unfortunately,
it's
usually
the
general
tax
revenue
that
is
going
to
support
operating
expenses
in
the
general
fun.
I
But
there
is
some
ways
many
cities
have
done
just
like
with
the
Enterprise
Fund
to
have
a
dedicated
revenue
source
to
help
fund
those
we
could
do
the
same
in
the
general
fund
and
but
we
at
least
like
to
start
that
discussion
with
you,
because
yeah
a
bond
is
great,
but
how
you
gonna
pay
for
it
and
things
like
that.
So
if
there's
no
opposition
at
least
I,
think
that's
a
starting
point.
So
unless
the
council
says
no
we'd
like
to
come
back
to
you
with
that.
A
L
You
in
my
time
here
I've
noticed
that
when
we
have
these
types
of
challenges
we
often
creep
up
on
these
sorts
of
solutions.
It'd
be
nice
to
see
and
I.
Think
we
were
kind
of
talking
about
a
little
bit
ago
is
what
is
a
fully
funded.
One
of
those
fees
actually
look
like
and
then,
if
we
scale
it
back,
then
it's
on
us
right,
so
so
I'm
thinking
more
of
let's
see
what
would
cost
and
then
we
can
talk
about.
Is
that
tenable
and
then,
where
do
we
have
those
other
cuts?
L
A
I
A
I
I
As
we
see
what
other
cities
are
doing,
they
are
also
trying
to
come
up
with
that
long
term
financial
sustainability
plan,
because
they
know
they
can
never
raise
enough
revenue
to
pay
for
everything
they'd
like
to
and
time
and
time
again,
there's
this
constant
desire
to
go
back.
Well,
maybe
we
need
to
refocus
on
our
core
mission.
Maybe
we
need
to
really
focus
on
the
highest
priorities
and
a
modified
version.
The
priority
based
budgeting
as
I
think
a
key,
but
I
think
it's
also
the
toughest
for
elected
officials
ultimately
to
commit
to.
So.
I
Last
but
not
least,
what
we
see
is
a
tool
to
help
in
making
incremental
decisions.
You
know
on
an
ongoing
basis,
isn't
just
one
time
it's
every
year
and
it's
every
year
for
many
years
to
come
so
Melissa.
If
you
just
kind
of
go
through
this
brief
presentation
on
where
we
stand
on
priority-based
budgeting
and
what's
coming
forward
in
the
months
ahead.
I
N
With
the
limited
resources
available
and
the
city
of
Bloomington
began
to
look
at
this
initiative
back
in
2014
and
I'm,
really
hoping
that
now
we
can
kind
of
get
some
momentum
with
it
moving
forward
and
really
start
to
reinvigorate
that
initiatives,
because
priority-based
budgeting
is
really
becoming
increasingly
a
best
practice
within
local
government
sectors
and
the
Illinois
County
Managers
Association
has
declared
it
a
leading
practice
among
amongst
government
management.
So
we
want
to
be
on
that
that
cutting
edge.
N
So
why
is
priority-based
budgeting
so
important
and
as
you've
kind
of
heard
over
and
over
tonight,
we
may
be
looking
at
addressing
this
projected
structural
deficit
in
the
general
fund
that
could
reach
to
over
6
million
by
the
year
2022,
and
these
projections
were
done
prior
to
the
approval
of
the
state
budget.
So
this
is
not
even
including
that
additional
fee
that
they
will
be
costing
us
so
with
the
flat
revenue
growth
and
just
the
increasing
cost
to
provide
city
services.
Priority-Based
budgeting
will
help
provide
kind
of
that
common
sense.
N
N
If
you
know
that's
a
factor
without
really
looking
and
addressing
whether
or
not
those
programs
and
initiatives
are
helping
to
achieve
the
desired
priority
results
of
the
community,
so
that's
really
what
we
want
to
start
to
focus
on
and
by
using
the
apriority
approach
with
that
approach,
you're
first,
starting
with
what
or
are
your
desired
results
for
the
next
year?
What
are
those
priorities
that
you
want
to
achieve?
N
So
you
begin
there
and
then
from
there
start
to
allocate
the
resources-
and
this
is
really
no
different,
as
alderman
sage
mentioned,
how
a
lot
of
people
you
know
kind
of
budget
in
your
home.
If
your
priority
is
to
purchase
a
new
home
and
you
need
to
save
for
a
down
payment,
you
might
start
to
allocate
more
to
your
savings
to
save
for
that
and
less
to
say,
maybe
transportation.
Maybe
that
means
utilizing
public
transportation.
Maybe
that
means
writing
your
bike.
Maybe
that
means
carpooling
so
just
kind
of
looking
at
allocating
a
fewer
resources.
N
Maybe
to
that
portion
of
your
budget,
so
an
establishing
this
prioritization
is
just
one
of
the
many
benefits
of
priority-based
budgeting
and
I've.
Just
listed
a
few
here,
but
kind
of
setting
out
that
desired
priority
result
will
really
set
the
stage
for
the
course
of
the
year
and
kind
of
be
the
overarching
objective
of
the
organization
and
what
you're
trying
to
achieve
and
also
will
provide
the
alignment
of
resources
and
providing
that
alignment
of
resources
will
also
provide
an
opportunity
to
have
those
meaningful
discussions
about
what
programs
are
mandated.
N
What
are
we
required
to
provide
what
programs,
possibly
you
could
look
at
for
increase
in
user
fee,
as
we
just
discussed,
what
programs
would
be
appropriate
to
possibly
provide
through
a
partnership?
What
other
service
providers
are
maybe
be
providing
those
services?
Are
there
duplications
of
programs
within
the
organization?
Looking
at
that
as
well
and
then
initially
do
we
have
the
resources
to
add
new
initiatives,
so
that
comes
into
play
as
well.
N
It
will
help
to
provide
increased
transparency
and
citizen
engagement
as
we
go
through
that
prioritization
and
and
talking
about
what
are
the
priorities
of
the
community
as
well
as
providing
additional
accountability,
because
a
component
of
the
priority
based
budgeting
is
to
have
those
performance
metrics
with
each
of
those
programs.
So
as
we
move
forward
we'll
be
able
to
share,
you
know
the
resources
that
were
allocated
that
program
and
then
providing
that
accountability
of
performance
measures
and
our
we
were
achieving
the
results
that
we
want
to
achieve.
N
So
this
is
kind
of
just
a
standard
party
based
budgeting
process.
It's
very
flexible
and
customizable
process,
and
this
is
just
the
standard
kind
of
side
steps
that
most
organizations
utilize
as
they're
moving
into
a
priority
based
budgeting.
So
the
first
one
as
I
said,
is
to
really
determine
those
priorities.
What
are
those
desired?
Results
we're
trying
to
achieve
and
then
once
the
priorities
have
been
identified,
we
have
to
start
to
begin
to
define
what
those
priority
results.
Look
like
and
I,
think
kind
of
the
easiest
way
to
explain.
N
That
is
when
the
city
does
blank,
then
that
desired
result
is
achieved,
and
so
we
kind
of
already
do
that
in
a
strategic
plan
where
we
outline
what
the
priority
is
and
then
list
those
objectives,
and
the
next
step
is
to
really
identify
the
programs
and
by
differentiating
between
programs
instead
of
just
viewing
it
in
comparing
department
to
Department.
We
really
provide
more
of
a
holistic
approach
and
I
think
it
really
helps
create
more
of
a
better
understanding
of
what
the
city
is
really
providing
and
what
those
programs
are.
N
Once
the
programs
have
been
identified,
values
are
placed
upon
those
based
on
the
priority
results
you
hope
to
achieve,
and
then
finally,
resources
are
allocated
to
each
of
those
individual
programs,
and
so
I
just
wanted
to
provide
an
example
of
why
this
process
is
so
important
and
we
currently
have
a
lot
of
priorities
to
consider.
We've
got
the
strategic
plan,
a
comprehensive
plan,
the
council
size
priorities,
so
we
have
a
lot
of
different
priorities
that
we're
currently
looking
at
and
I.
Think
one
priority
that's
seen
through
all
of
those
is
Public
Safety
and
I.
N
So
it
kind
of
brings
us
back
to
that
question
of
in
our
list
of
priorities.
How
important
is
public
safety
and
do
we
want
to
allocate
more
resources
to
that
program,
or
do
we
want
to
recruit
allocate
resources
to
other
programs?
In
addition
to
just
those
2100
inspections,
they
also
have
additional
inspections
they
have
to
complete.
They
have
complaint
driven
inspections
as
well
as
inspections
for
special
event.
So,
if
there's
any
event,
that's
going
to
be
using
fireworks,
whether
it
be
at
the
arena
or
some
other
facility,
they
do
have
to
be
involved.
N
In
those
as
well
so
then
those
add
additional
to
those
3300
that
they
have
to
do
and
I
know
that
they
are
prioritizing.
You
know
those
facilities
that
have
the
most
Public
Safety.
They
are
prioritizing
those
to
make
sure
that
those
inspections
are
completed,
but
once
again,
they
just
don't
have
the
resources
to
complete
all
of
those
on
an
annual
basis.
I
I
Is
it
funded
by
general
tax
revenue,
which
this
is
so
currently
general
tax
revenue
fully
funds,
these
two
FTE
positions,
but
what
we're
going
to
be
looking
at
too
is
is
this
a
service
that
is
deriving,
maybe
a
private
benefit
or
benefiting
only
a
select
few
or
or
should
a
fee
maybe
be
considered.
We
have
rental
inspection
fees,
they
cover
I,
think
about
a
hundred
percent
of
the
FTE
positions.
I
N
So
far,
we've
just
done
estimates,
but
we
will
be
going
back
to
look
at
the
actual
true
cost
of
each
of
those
programs
talking
about
direct
cost,
indirect
cost
for
each
of
those
programs
as
well
and
including
the
amount
of
dental
fund
subsidy
that
each
department
receives.
Last
year
we
had
each
of
the
directors
go
through
and
provide
some
proposed
improvement
plans,
including
resources,
and
what
impact
that
would
have
on
service
levels
so
we'll
be
going
back
to
revise
some
of
those
as
we
look
at
did
they
receive
those
resources?
N
Are
there
new
resources
for
new
initiatives
or
new
items
that
they
need
moving
forward
and
also
performance
metrics?
We
did
start
last
year
at
okay,
net
performance
metrics,
but
once
again,
with
moving
forward
with
our
next
steps,
that's
one
of
the
things
as
well
that
we'll
be
looking
to
really
go
through
and
define
what
are
the
performance
metrics
for
each
of
those
programs?
How
are
we
measuring
that
and
providing
more
of
a
cascading
performance
management
system
throughout
the
city?
N
So
as
we're
moving
forward
as
I
said
we're
going
to
be
kind
of
reviewing
and
revising
that
program
inventory,
we
want
to
make
sure
that
we're
going
through
and
providing
documentation
for
all
of
those
mandates.
So
if
it's
a
state
or
federal
mandate
or
is
it
a
city
mandate?
Is
it
something
we're
mandating
upon
ourselves?
Is
it
something
we
want
to
continue
to
mandate?
Is
it
maybe
a
best
practice,
maybe
there's
a
national
standard
that
we
want
to
achieve?
N
We
want
to
be
at
that
level,
so
we'll
be
looking
at
that
as
well
and
then,
as
I
said,
determining
actual
cost
and
moving
forward
with
the
increased
citizen
engagement.
My
hope
is
that
down
the
road
I
mean
this
is
going
to
be
quite
a
lengthy
process
and
it's
going
to
take
staff
some
time
to
really
work
through
to
get
it
completed
and
up
and
running.
N
But
my
hope
is
that
down
the
road
we'll
be
able
to
have
some
sort
of
online
tool
that
we
can
increase,
that
citizen
engagement,
so
citizens
will
be
able
to
go
on
every
year
when
we
start
talking
about
priorities
for
the
upcoming
budget
year
and
really
provide
that
citizen
input
and
feedback
to
the
city
as
well.
So
so
that's
my
hope.
N
As
we
move
forward
and
with
the
next
round
of
party
based
budgeting,
that's
going
out
to
staff
here
in
the
next
few
weeks,
we'll
be
looking
at
some
additional
factors,
as
city
manager
mentioned
we'll
be
looking
at.
How
are
those
programs
funded?
Are
they
generating
any
revenue?
Is
it
completely
covering
the
entire
cost
of
the
program?
We're
also
going
to
be
looking
at
the
percentage
of
the
community
that
receives
that
service,
so
I
think
that's
another
thing
that
will
factor
into
that
user
fee
when
we're
looking
at
the
percentage
of
community
being
served.
N
A
N
Been
helpful,
yeah
I'm
trying
to
keep
it
brief,
but,
as
I
said,
I
know
some
of
it's
just
kind
of
I.
Just
keep
you
know,
but
I
think.
If
you,
you
kind
of
hear
those
concepts
and
terms
and
I
I
think
is
that
to
kind
of
have
that
repetitive
nature
of
it
as
we
get
more
into
more
of
a
practical
application
as
helpful
so
yeah.