►
Description
August 18, 2014 - Committee of the Whole City Council Meeting
http://www.cityblm.org
View meeting documentation:
http://www.cityblm.org/index.aspx?page=17&recordid=1627
Music by www.RoyaltyFreeKings.com
A
B
B
B
And
we
move
right
along
to
our
discussion
item
the
evening
priority
driven
priority-based
budgeting
and
we
are
certainly
very
happy
to
have
mr
bernie
soraki
and
others
this
evening,
bernie
had
contacted
me
many
months
ago.
We
met
and
he
offered
us
essentially
lots
of
expert
talent
and
the
cost
was
perfect.
B
It
was
free,
and
so
we,
when
we
can
get
expertise
and
outcomes
outside
consultants
to
really
help
sharpen
our
analytical
abilities
and
our
focus
and
improve
our
operations
in
our
city.
We
are
absolutely
thrilled
and
bernie.
I
have
just
been
very,
very
pleased
with
how
you've
worked
with
me
and
alderman
sage
and
alderman
sage.
Thank
you
too,
for
taking
the
lead
on
this
and
making
sure
that
all
this
has
happened.
So
at
this
point,
I'm
going
to
go
ahead
and
turn
this
over
to
mr
hales,
our
city
manager.
A
Mayor,
thank
you
very
much.
You
know
in
addition
to
bernie
saraki,
who
we'll
hear
from
in
just
a
minute.
We
also
have
also
from
the
iit
stewart
school
of
business
david
ehrlich,
phd
visiting
assistant
professor
and
the
person
who's
come.
The
farthest
to
speak
to
us
tonight
is
rick
hoppy,
who
is
assistant
to
the
mayor
in
lincoln
nebraska.
A
A
We
took
advantage
brought
in
all
the
senior
leadership
team
and
others
to
have
kind
of
about
an
hour
discussion,
a
lot
of
questions
just
for
everyone.
You
know
at
the
staff
level
to
get
a
better
understanding
of
priority-based
budgeting
and
the
experience
of
lincoln
nebraska
so
over
the
last
five
years
and
utilizing
this
new
methodology.
A
A
We
certainly
are
very
excited
about
the
possibility
of
trying
something
new
and
different
than
we
have
in
the
past,
and
so
you
know
our
intent
tonight,
as
you
saw
in
the
staff
backup
report,
is
to
help
the
entire
council
get
a
better
higher
level
understanding
of
what
is
priority-based
budgeting.
How
has
it
been
used
successfully,
especially
in
lincoln
nebraska
and
then
also
from
mr
saraki?
A
What
role
would
iit
play
in
helping
the
council,
the
staff,
the
community,
through
this
type
of
process,
all
we're
looking
tonight
at
the
end
of
all
the
discussion
is
just
to
see
if
the
council
wants
to
take
that
next
step
of
having
mr
saraki
and
and
the
university
put
together
something
in
much
more
detail
as
to
what
the
process
timeline
would
be
time,
commitments
things
of
that
nature.
So
again,
this
is
kind
of
a
preview,
an
introduction.
A
You
know
it's
kind
of
for
the
entire
council
to
get
a
better
understanding
with
a
very
specific
and
successful
case
study
out
of
lincoln
nebraska,
where
they've
used
this
for
the
last
five
six
seven
years.
So
with
that
I'd
like
to
turn
to
bernie
saraki
to
come
forward
and
begin
tonight's
discussion,
presentation
and
then
discussion
with
the
council
bernie.
D
D
I
did
to
make
a
long
story
shorter,
even
shorter.
It
was
approved,
funded
and
and
in
march
we
started
something
called
the
stewards
center
for
applied
public
management
and
initially
what
I
would
like
to
do
with
the
st
and
he
said
to
me.
Would
you
be
director-
and
I
said
yes,
the
stewart
school
is
part
of
iit.
It
is
in
chicago
downtown
and
it
is
also
on
35th
street
at
the
iit
main
campus.
D
So
I
went
to
to
peoria
illinois
and
I
went
to
bloomington.
I
I,
by
the
way
live
in
springfield,
still
live
in
springfield.
I
actually
commute
to
chicago
and
stay
there
a
couple
days
a
week
and
I
went
to
bloomington
and
in
peoria,
because
I
was
familiar
with
those
cities
but
they're
also
the
perfect
size
for
what
I
was
looking
for.
To
initially
start
this.
The
center
off
in
in
peoria
we're
doing
a
combined
sewer
overflow
project,
which
everyone,
it
seems
like
every
city
in
illinois,
is
facing,
and.
D
I
met
with
the
mayor
here
at
bloomington
and
we
talked,
and
we
then
brought
in
david
sage
and
karen
and
david
hales,
and
we
decided
that
they
decided
that
they'd
like
me
to
take
a
look
at
priority
or
results
based
or
whatever
you
want
to
call
it
budgeting.
It
is
a
method
of
budgeting
that
differs
and
has
has
been
around
for
about
15
years.
It
differs
from
the
traditional
form
of
budgeting
where
you
say
well,
what
is
what
did
we
spend
last
year?
Let's
raise
it
by
12
and
recover
inflation
and
just
keep
on
going.
D
It
actually
is
a
way
of
measuring.
It
is
a
method
of
measuring
the
the
efficacy
and
the
effectiveness
and
the
inefficiency
rather
of
of
programs
within
the
city
budget.
It's
the
new
reality
and
it
has
been
tried
by
some
cities
and
that's
what
intrigued
me
about
it,
because
some
cities
were
are
have
not
been
successful.
D
D
I
would
what
I
shared
the
information
with
them
and,
I
said
sure
sure,
share
your
methodology
with
with
us,
so
we
can
take
a
look
at
it
and
change
it,
and
so
we
have
a
working
relationship,
I
think,
with
the
university
of
nebraska.
So
if
this
project
goes
forward,
I
think
that
we'll
be
we'll
be
collaborating
on
it
every
step
of
the
way.
D
I
think
the
best
way
to
talk
about
lincoln
is
to
have
someone
from
lincoln
tell
you
what
they
did
and
how
they've
done
it
since
2008,
because
it's
been
sustainable,
it's
been
something
that
they
can
turn
to
every
year.
They've
avoided
the
pitfalls.
They've
got
a
program
in
lincoln.
That
is,
is
the
methodology
is
sound,
but
it's
not
so
heavy.
It's
not
so
esoteric
that
it
falls
apart.
They
have
a
very
fairly
simple
approach
to
things
and
have
done
a
heck
of
a
job,
and
so
I'm
going
to
introduce
rick
hoppy.
D
E
Good
evening,
mayor
alderman,
thank
you
so
much
for
the
invitation
to
be
here
tonight.
If
your
community
is
half
as
good
as
the
drive
from
the
airport
to
here,
you
guys
must
be
doing
okay,
because
I
was
really
impressed
so
far.
I
was
hoping
to
show
you
a
little
bit
of
a
slideshow
that
was
developed
for
something
else,
but
hopefully
this
will
help.
You
understand
a
little
better.
E
What
we
did-
and
please
forgive
me-
I'm
gonna
skip
a
few
slides
in
the
interest
of
time
here
and
I
hope
alderman
sage
will
get
the
big
hook
out.
If
I
go
past
my
15
minutes.
Okay,
let's
see
here,
okay,
that
is
my
boss,
mayor
chris
butler,
and
he
asked
rightfully.
Why
would
somebody
get
us
into
this?
I'm
the
chief
of
staff,
the
mayor
and
have
been
for
seven
years,
he's
been
in
office
and
we
first
started
talking
about
the
notion
of
outcome-based
budgeting
and
public
participation
budgeting.
E
E
Well,
I
need
to
take
you
back
in
just
a
little
bit
of
history
here
and
I'll.
Do
it
real
quickly?
The
city
of
lincoln
was
facing
a
number
of
challenges
that
all
communities
have
faced
over
the
years,
particularly
in
relation
to
the
recession,
our
property
tax
and
our
sales
tax,
about
70
of
our
revenues
and
at
one
point
in
2008
they
were
both
going
backwards
after
the
national
housing
collapse.
In
fact,
our
sales
tax
wasn't
doing
very
well.
Our
labor
costs
were
going
up.
Nebraska
has
a
unique
way
of
determining
public
sector
salaries.
E
We
do
it
by
comparing
them
to
other
jurisdictions,
even
those
that
are
outside
the
state
of
nebraska.
So
we
don't
have
a
lot
of
control
over
labor
costs,
and
so
you
have
one
trend
going
this
way.
Another
trend
going
this
way
and
a
budget
that
was
never
balanced.
The
way
it
should
have
been
and
the
real
problem
was.
We
didn't,
have
any
community
consensus
on
how
to
deal
with
the
issue.
Nobody
wanted
to
cut
anything
and
nobody
wanted
to
raise
taxes.
E
In
fact,
when
we'd
come
into
office,
it
had
been
14
years
since
the
property
tax
levy
had
been
raised.
So
what
you
had
was
a
lot
of
stop
gap
solutions
and
we
were
guilty
of
this
too.
We
put
in
one-time
monies,
we
stopped
funding
capital
budgets,
we
tried
every
gimmick
we
could
think
of
to
try
to
avoid
the
awful
truth
in
dealing
with
the
problem,
and
this
is
a
just
a
slide.
That
kind
of
gives
you
a
little
detail
on
what
we
were
facing
in
the
three-year
period.
E
E
Unfortunately,
however,
I
don't
sleep
very
often,
and
I
checked
out
a
book
from
our
public
library
off
the
shelf
called
the
price
of
government,
a
couple
of
policy
wonks
named
david
osborne
and
peter
hutchinson,
who
made
their
reputations
in
the
clinton
administration
with
that
effort
to
reinvent
government.
They
reform
bureaucracy,
a
number
of
places
and
they
had
kind
of
an
interesting
conception
of
what
this
all
should
add
up
and
be,
and
they
were
they're
advocates
of
outcome-based
budgeting.
E
Okay-
and
you
heard
a
little
bit
from
bernie
about
what
the
traditional
means
of
doing
a
budget
is.
Okay,
you
take
a
look
at
what
you
did
last
year.
You
add
inflation
to
it.
Then
you
see
the
god
awful
truth
about
your
revenues
and
you
realize
that
you
have
to
come
in
at
95
percent
of
what
you
did
the
previous
year.
Well,
their
their
belief
was.
That
was
the
wrong
way
to
go
about
it,
because
the
budget
was
driving
the
process
and
rather
than
what
you
wanted
to
accomplish.
E
So
there
was,
they
say
the
results
of
of
what
that
system
does.
Is
that
it?
It
still
promotes
programs
that
don't
deliver.
You
have
a
staff,
that's
overworked
and
lacks
in
focus.
You
don't
do
future
planning
and,
most
importantly,
you
really
only
delay
the
inevitable
and
their
whole
point
was
there's
a
better
system
for
dealing
with
this.
That
better
ties,
your
spending
decisions
to
a
framework,
that's
rooted
in
some
research-based
results.
Okay,
so
we
started
down
this
path
by
implementing
outcome-based
budgeting,
we
implemented
performance
standards
and
the
most
important
piece
of
all.
E
E
This
is
kind
of
some
boring
background
stuff,
but
the
the
premise
of
this
whole
thing
is
that
your
budget
choices
need
to
be
grounded
in
what
you
want
to
accomplish,
and
that
seems
self-evident.
But
when
you're
getting
down
to
the
details,
the
budget,
you
sometimes
lose
sight
of
that.
The
other
piece
that's
really
important.
This
whole
process
is
to
make
sure
that
you
have
some
indicator
or
performance
measures
in
place
so
that
you
can
evaluate
how
well
you're,
reaching
your
goals
and
things
that
you
want
to
accomplish.
E
Okay
in
the
city
of
lincoln,
we
now
have
what
we
call
eight
budget
outcomes,
and
you
can
see
them
listed
here.
They're
they're,
pretty
self-evident,
except
for
the
identity
link,
and
those
are
the
things
that
are
special
about
lincoln,
that
that
we
fund
every
community
has
a
veterans
plaza
or
a
really
great
park
that
you
use,
and
that
tends
to
fall
in
that
category.
E
The
point
I
want
to
make
on
this
slide,
however,
is
that
I
got
together
with
our
staff
at
a
favorite
pizza
joint
in
lincoln
nebraska,
and
we
hammered
out
the
eight
things
that
we
think
we
were
doing
as
a
community.
We
put
them
down
then
using
the
public
policy
center's
research
methodology,
we
conducted
a
scientific
poll
with
the
citizens
of
the
community
and
they
rank
ordered
these
budget
outcomes
for
us.
E
Then,
within
each
budget
outcome,
I
got
the
staff
back
together,
but
we
also
this
time
brought
in
people
from
the
private
and
non-profit
sector
to
help
us
develop
the
goals
for
each
outcome
area.
The
idea
was
to
have
them
say:
look:
what
is
it
we
should
be
trying
to
accomplish
to
meet
the
goal
of
being
a
safe
and
secure
community.
E
As
you
can
see
from
the
slide
here,
we
adopted
five
goals
in
that
particular
area
and
almost
every
outcome.
We
had
four
to
six
different
goals.
We
also
prioritized
the
order
of
those
goals
as
well,
so
maintain
a
low
crime
rate
was
our
number
one
goal
in
safety
and
security,
and
you
might
see
some
interesting
things
on
here
that
we'll
talk
about
in
some
more
detail,
but
I'd
call
your
attention
to
youth
activity,
which
sometimes
isn't
regarded
as
necessarily
something
you
would
consider
under
safety
and
security.
E
Now
this
is
just
a
little
diagram
that
shows
a
little
bit
about
how
we
look
at
these
sort
of
things
so
under
safety
and
security.
The
second
goal
is
timely
and
effective
incident
management,
and
these
are
a
handful
of
the
of
the
indica
performance
indicators
that
we
use
to
determine
how
well
we're
doing
on
the
goal
of
timely
and
effective
incident
management.
E
Now
one
thing
to
notice
on
the
slide
right
off
the
bat.
Is
it's
not
limited
to
one
department?
A
couple
of
these
are
about
snow
removal.
They
come
out
of
our
public
works
department.
The
one
on
the
far
left
about
advanced
ambulance
of
advanced
life
support
is
from
our
lincoln
fire
and
rescue
our
fire
department.
So
the
first
thing
to
take
out
of
this
is
one
of
the
great
things
about
outcome-based
budgeting.
E
E
This
should
be
the
easiest
part,
but
we
sat
down
and
we
listed
every
single
program
that
the
city
of
lincoln
engaged
okay,
that
takes
more
effort
than
you
would
ever
imagine,
because
as
budgets
get
cut
over
the
years
and
people
assume
multiple
jobs,
that
formerly
were
done
by
several
people.
Programs
become
amalgamated
and
it
becomes
difficult
to
sort
all
those
things
out.
But
it's
a
hugely
important
step
in
what
we
did.
It
took
us
about
six
weeks
of
people
working
very
hard
to
get
those
programs
divided.
E
Then
what
we
did
with
all
the
programs
is,
we
gave
them
three
things.
We
divided
them
into
outcome
areas,
we
associated
them
each
with
a
goal,
and
then
we
tiered
them
now
the
thinking
behind
the
tiering
was
we
tiered
things
into
tier
one
tier,
two
and
tier
three
with
tier
one
being
meaning
that
the
program
was
most
important
to
achieving
that
outcome
goal
tier
three?
Less
so
important,
okay,
the
reason
we
did
that
is
outcome-based
budgeting
does
have
kind
of
a
perverse
ending.
E
If
you
don't
account
for
it,
which
is
you
heard
me
say
that
safety
and
security
is
our
number
one
goal,
as
it
probably
is
in
the
vast
majority
of
communities.
But
the
question
is:
do
you
completely
fund
everything
in
safety
and
security?
Before
you
get
to
the
next
outcome?
We
didn't
see
the
logic
in
completely
funding
safety
and
security,
even
the
low
end
programs.
Before
we
got
to
other
outcome
areas,
the
tiering
allowed
us
to
do
that.
E
Okay,
so,
for
instance,
if
you
have
a
tier
one
program
in
livable,
neighborhoods
or
a
tier
one
program
in
healthy
and
productive
people
that
actually
in
our
prioritization
leads
that
program
to
be
higher
than
even
a
tier
three
program
in
public
safety,
which
is
our
number
one
outcome.
So
if
you
take
a
look
at
this
chart
here,
what
you
can
see
here
is
every
program
ends
up
with
kind
of
a
priority
number,
and
this
is
kind
of
the
low
end
of
our
prioritization.
E
You
can
see
that
we
were
providing
some
financial
support
to
municipal
ban
summer
concerts
at
one
point,
and
that
was
a
tier
three
program
and
the
identity
lincoln
outcome.
That's
why
it's
got
the
eight
beside
it,
although
it
was
in
our
first
goal
about
developing
city
culture.
So
right
now,
that's
at
the
bottom
of
the
list.
E
So
what
happens
around
budget
time,
or
at
least
before
budget
time
is
we
take
out
the
community
this
list
and
I'm
going
to
show
you
the
website
that
we
do
this
here
in
a
minute,
and
then
we
draw
a
great
big
red
line
through
this.
This
prioritization
that
shows,
where
we're
short
and
what
would
go
below
the
line
are
the
things
that
we
would
cut
and
what
we
keep
above.
E
E
E
E
So
obviously
it's
a
little
more
important
than
the
ones
you
move
down
the
list
where
they're
tier
three
programs
or
from
a
lower
outcome,
but
the
idea
here
is
not
only
to
give
a
sense
of
prioritization
but
to
connect
all
these
things
with
performance,
majors,
okay,
so,
for
instance,
I
want
to
make
sure
I
find
a
good
one
here.
That's
a
little
easier
to
digest.
Safety
and
security
is
always
easy.
E
E
We
have
tied
that
to
some
performance
indicators
that
we
review
periodically
to
see
how
well
we're
doing
on
traffic
safety-
and
you
see
right
here
that
our
goal
is
to
maintain
an
injury
traffic
crash
rate
of
no
more
than
850
crashes
per
100
000
residents.
This
red
line
represents
that's
what
our
goal
is,
and
you
can
see
here
how
well
we've
done
towards
that
end.
That's
one
of
the
measurements
that
we
use
to
try
to
determine
is
that
program
working
well.
Should
we
be
doing
something
different?
Should
we
be
looking
at
a
different
department?
E
Okay,
so
let
me
talk
for
a
minute
about
what
this
led
to
in
terms
of
public
engagement.
We
basically
have
three
tools,
actually
four
tools
that
we
use.
We
do
telephone
and
online
surveys
for
the
general
public,
based
on
what
I
just
showed
you,
okay,
when
we
get
towards
the
end
of
a
budget,
those
things
that
might
fall
below
the
line
we
take
out
the
public
through
the
public
policy
center
and
we
ask
for
citizen
input
both
through
a
telephone
survey
and
an
online
survey.
E
These
are
the
items
that
we
have
out,
we're
considering
cutting
or
funding
it's
up
to
you
to
tell
us
and
give
us
some
direction
on.
What
you
want
to
see
here.
Are
you
willing
to
pay
for
money
more
money
for
these
services?
Here
are
the
facts.
Here
are
the
performance
indicators,
here's
what
the
results
will
be
if
this
program
goes
away
or
if
we
put
more
money
into
it.
E
So
we
typically
now
do
what
we
call
forced
choice,
budget
items.
Okay-
and
this
is
from
an
engagement
we
did
in
2009
and
that's
our
public
safety
director
talking
to
a
deliberative
discussion.
We
had
so
we
had
our
online
survey
about
eighteen
hundred
people
participated
and
we
gave
them
a
list
of
the
choices
you
see
right
there.
E
Now,
injury,
traffic
accidents,
snow
removal,
school
resource
officers
and
libraries
and
ask
them
for
their
input
on
whether
we
keep
these
or
what
the
and
and
we
equated
it
with
the
amount
of
money
that
it
would
require
to
save
the
program.
So
we
ask
people
look:
are
you
willing
to
pay
this
much
more
in
taxes
to
do
this,
or
is
this
program
going
away,
and
this
is
a
good
example
of
the
kind
of
things
the
discussion,
the
high
level
discussion,
that
results
from
this
kind
of
thing?
This
is
about
snow
removal.
E
I'm
sure
you
get
some
pretty
good
winners
here,
but
when
you
put
it
in
terms
of
performance
indicators
and
what
the
actual
amounts
that
we
spend
on
things,
citizens
input
tends
to
change
and
just
demonstrated
from
one
of
the
questions
we
had.
People
were
willing
to
let
more
snow
pile
up
when
they
had
all
the
information
put
together
on
performance
indicators
and
what
that
all
meant
so
where
this
has
ultimately
evolved.
E
Is
the
public
policy
center
developed
a
website
for
us
that
allowed
people
to
take
the
10
or
11
things
that
we
were
looking
at
at
the
end
of
a
budget
cycle
that
might
not
make
the
budget?
We
would
give
them
an
amount
of
money
to
expend
on
these
items
and
we'd
give
and,
and
they
would
cost
far
more
than
the
amount
we
would
actually
give
them
to
spend,
and
that's
an
important
thing
to
do
here,
because
that's
how
you
determine
value
and
people
then
had
some
choices.
E
They
could
choose
to
spend
the
750
000
and
cut
the
rest
of
the
programs.
They
could
choose
to
raise
taxes
to
save
programs
or
they
could
choose
to
cut
everything
and
give
themselves
a
tax
reduction,
and
this
this
is
one
of
the
screens
that
comes
up
when
they
did
this,
that
showed
people
the
actual
change
in
their
property
taxes,
not
in
their
levy,
but
actually
what
they'd
pay
in
taxes.
E
You
can
see
this
person
selected
760
000
of
the
programs,
which
would
have
cost
them
another
10
cents
a
year
in
property
taxes,
okay,
mayor
biller
is
an
impatient
man.
He
wants
me
to
get
moving
here
and
hey
what
happened
with
all
this?
Well
I'll
tell
you
what
happened
a
couple
of
things
that
hadn't
happened
in
a
long
time.
We
made
choices.
Okay,
for
the
first
time,
we
were
starting
to
make
choices.
E
A
good
example
is
you'll
see
under
2010
11.
We
have
what
we
call
police
middle
school
resource
officers,
which
I
understand
bloomington
has
as
well.
Well,
we
took
a
long
hard
look
in
the
past.
Those
never
would
have
been
cut
because
they
were
very
political
in
in
outlook,
but
when
we
started
to
do
this
process
and
educate
citizens
about
the
fact
that
really
these
were
not
contributing
to
a
reduction
in
the
crime
rate,
I.e
they
weren't
meeting
anything
in
our
performance
majors.
E
That
really
was
that
a
program
we
wanted
to
continue
vis-a-vis
other
programs
that
were
actually
meeting
and
helping
us
meet
our
performance
measures.
Well,
we
were
able
to
cut
that
program
and
you
can
see
a
list
of
some
other
things
here,
like
a
senior
center
and
some
other
places
that
I
can
tell
you
in
the
past
would
have
been
never
we
they've
been
sacred
cows
that
we
never
would
have
been
able
to
cut.
E
We
had
about
a
hundred
and
forty
five
million
dollar
140
million
dollar
general
fund
at
that
point,
and
we
were
nine
million
dollars
in
the
hole.
Okay,
I
told
you
that
we
had
committed
some
sins
here
too,
and
we
used
one
time
money
to
as
we
started
to
get
this
started.
Well,
that
was
the
year
we
put
out
the
survey
and
listed
all
the
items.
I
showed
you
earlier
and
said
to
people.
This
is
the
situation.
E
Here
are
the
programs
that
are
going
away
and
here's
the
reason
why
we
put
out
the
performance
indicators
we
put
out
the
data
we
put
out
the
list
and
said
now.
The
ball
is
in
your
court.
We
can
choose
to
save
these
programs
by
raising
taxes
or
we
can
cut
them,
but
we
cannot
continue
the
route
we're
going.
E
The
citizens
that
took
that
survey
there
were
about
2
700
of
them.
84
percent
of
them
said.
Yes,
you
need
to
raise
the
property
tax
levy
to
some
degree
to
save
at
least
some
of
these
programs.
Now
they
were
discriminating.
This
wasn't
a
bunch
of
folks
that
were
so
interested
in
government.
They
didn't
make
choices.
E
Nobody
said
save
everything
they
had
certain
pieces,
they
wanted
to
long
story
short.
We
ended
up
enacting
a
10
increase
in
our
property
tax
levy.
We
implemented
a
surcharge
on
our
lincoln
electric
system
bills
about
6
million
dollars
and
instituted
new
wheel
tax
dollars
about
15
wheel
tax,
the
charge
we
put
on
your
car
to
try
to
deal
with
our
road
situation.
E
That
was
an
extensive
increase
in
taxes,
to
say
the
least.
But
probably
what
was
most
surprising
about
the
whole
thing
is:
what
happened
next?
Not
much.
Yes,
people
don't
like
to
have
their
taxes
raised.
People
also
support
programs
and
they
don't
want
those
to
be
cut,
but
for
the
amount
of
things
that
we
did
here,
the
outcry
was
very
small
and
the
reason
was
we
had
involved
the
public
in
the
decision
making
progress
a
process.
E
We
had
carefully
laid
out
the
decision
making
process
that
we
used
and
asked
them
to
replicate
it
and
tell
us
what
they
wanted
us
to
do
so
kind
of
a
wrap
up
for
all
the
things
that
I've
talked
about.
I
realize
I've
gone
pretty
quickly
here,
but
I
was
I
was
sworn
to
try
to
keep
this
to
15
minutes
a
few
things
we've
learned
along
the
way
we
literally
have
made
cuts
that
people
have
told
us
to
make.
So
if
you
don't
want
to
know
the
answer,
don't
ask
the
question
to
give
you
an
example.
E
It
needs
to
be
real
if
you
give
public
the
actual
choices
on
this
they'll.
Surprise
you
with
the
choices
that
they
do
end
up,
making
it's
important
to
keep
things
simple.
Part
of
the
reason
for
outcome-based
budgeting
was
to
get
a
different
mindset
at
city
hall
in
terms
of
getting
those
performance
indicators
in
place,
making
sure
people
were
making
decisions
that
were
driven
by
what
we
wanted
to
accomplish,
but
on
the
public
piece
of
it.
E
The
reason
that
we
we
chose
such
simple
terms
like
safety
and
security
economic
opportunity,
was
that
we
wanted
to
make
it
as
simple
as
possible
for
the
public
to
be
engaged
in
this.
You
know
they
only
think
about
government
politics
about
five
minutes
a
week,
the
average
citizen
and
we're
probably
competing
for
the
one
minute
the
president
and
congress
aren't
getting
so
we've
got
to
make
it
very
clear,
very
simple
and
and
get
in
and
out
very
quickly.
E
That's
why,
in
our
surveys,
we
typically
don't
ask
them
to
engage
in
more
than
eight
or
nine
items,
so
they
can
keep
track
of
those
things
and
why
we've
tried
to
make
it
as
simple
as
possible
for
them
to
follow
the
process.
Finally,
involving
a
respected,
unbiased
partner
is
important,
you're
very
fortunate.
To
have
the
resources
you
have.
The
university
of
nebraska
has
been
absolutely
a
great
thing
for
us
they've,
given
us
legitimacy.
E
A
lot
of
radio
commentators
would
have
just
written
this
off
as
a
political
stunt.
Had
it
not
been
for
the
involvement
of
the
university
of
nebraska
and
the
legitimacy,
they
brought
the
process
that
we
put
together
and
finally,
the
one
thing
I'd
say
to
you
all:
it's
all
and
how
you
frame
the
question.
We
really
prefer
this
process
because
when
you
have
a
great
big,
open
town
hall,
those
are
great.
It's
good
to
hear
what
people
are
thinking,
but
many
times
they
want
you
to
do
things
that
they
don't
understand.
E
You
can't
do
because
some
other
level
of
government's
in
charge
or
because
there's
something
else,
a
mandate
or
something
that
you
can't
get
around.
So
what
we
really
like
about
this
is
we
ask
realistic
questions
about
what
we're
willing
to
do
and
that's
why
it
works
for
us,
so
I've
ran
through
this
as
fast.
I
can,
I
hope,
alderman
I
haven't.
I
haven't
hit
my
time
mark
too
close
here.
F
E
That's
part
of
the
experience
I
mean
we
started
with
this
with
citizens
and
directors
coming
together
and
just
trying
to
give
some
idea
of
what
to
measure.
So
we
took
a
look
at
past
logs
that
the
public
works
department
had
been
putting
together
and
said
what
is
a
reasonable
target
for
us
to
get
this
done?
100
of
the
time
and
that's
how
we
chose
those
now,
I
will
say
that
our
indicators
have
adjusted
over
the
years
and
this
one's
a
good
example.
This
used
to
be
higher,
but
we
started
beating
it
so
consistently.
E
It
didn't
seem
like
a
good
idea
to
continue
to
leave
the
indicator
at
that
point.
So
that's
that's
one
thing
I
would.
I
would
tell
you
right
up
front
that
your
indicators
will
change
as
you
make
progress
and
as
you
find
out
that
really
this
wasn't
a
great
indicator
and
I
will
tell
you
that
that
did
you
use
the
word
input
which
I'm
guessing
is
kind
of
a
code
word
in
my
world
about
look
there,
there's
measuring
progress
and
there's
measuring
inputs.
Okay,
the
number
of
reports
you
file
in
a
day
is
an
input.
E
F
E
Yes,
that
particular
one
was
but
some
of
the
other
ones,
in
fact,
on
our
website,
if
you're,
if
you're,
all
interested
it
each
one
of
these
talks
about
where
the
data
was
drawn.
So
for
this
this
one,
you
can
see
that
the
oxidation
accident
investigation
reports
by
the
police
department
and
some
of
the
data
taken
from
our
state
department
of
roads,
so
we
get
data
from
a
number
of
different
places.
Okay,.
F
E
E
They
weren't
comfortable
with
it,
because
at
times
it
forced
them
to
make
tough
choices,
that
weren't
really
great
political
choices
and-
and
we
struggled
with
getting
counsel
on
board
for
the
first
few
years
now
in
about
year,
five
and
six,
I
have
a
much
stronger
foothold
in
the
council
and
they're
starting
to
participate
in
this
process.
Much
more
readily
they're,
starting
to
use
the
terminology,
much
more
they're
starting
to
work
within
the
system.
There's
still
a
couple
that
really
don't
believe
in
it
and
that's
fine.
G
E
That's
a
difficult
question:
we're
about
seven
million
dollars
a
year
short
on
roads,
our
pensions,
about
72
percent.
We
just
do
police
fire,
we
don't
have
a
defined
benefit
on
the
rest
of
them,
so
no,
it
wasn't
approaching
400
million
dollars.
But
if
you
take
everything
into
consideration,
we
were
probably
in
the
neighborhood
of
100
million
dollars
and
I
I
don't
want
to
mislead
you
alderman.
We
haven't
figured
all
this
out
yet.
G
E
Great
question
because
bernie
said
we
didn't
have
any
pitfalls.
Well,
this
was
a
gigantic
one,
but
eventually
we
figured
it
out.
Let's
see
if
I
can
bring
this
back
up
here
just
one
moment,
I
told
you
about
the
tiering
that
we
had
earlier
one
two
and
three
well,
a
lot
of
the
mandated
stuff
wasn't
really
all
that
important
to
us.
I
mean
the
reason
we
did
it
wasn't,
because
we
were
accomplishing
something.
It
was
because
someone
told
us
we
had
to
do
it,
I'm
having
trouble
making
this
come
up
so
a
lot
of
times.
E
Citizens
would
take
a
look
at
our
prioritization
and
they'd,
see
tier
three
programs
and
say
well,
I'm
having
trouble
getting
this
back
up,
but
I
can
think
I
can
explain
it
well.
I
want
to
cut
this.
Why
can't
you
cut
this?
Well
because
it's
mandated
well
that
was
very
frustrating
to
citizens
to
to
put
an
order
like
that
and
say
just
kidding,
can't
really
cut
it.
E
So
we
developed
what
we
call
a
tier
zero,
the
third
year,
and
so
now
all
the
programs
are
mandated
by
the
state
and
the
feds
have
a
zero
as
their
tier.
So
they're
at
the
very
top
of
this,
and
we've
ended
the
confusion
about
what
can
be
cut
and
what
can't
be
cut,
because,
if
you're
tier
zero,
we
can't
cut
any
of
it.
The
state
and
feds
have
mandated
that
we
have
to
provide
that
service.
G
Sage,
yeah
and
I'll
just
follow
up
on
what
kevin
asked,
because
I
know
a
lot
of
the
conversations
I
have
with
our
our
residents
are
are
at
the
root
of
them.
Are
the
unfunded
mandates
and,
and
so
there's
value
in
being
able
to
to
communicate
and,
for
instance,
our
water
bill
has
we
have
all
kinds
of
federal
and
state
epa
mandates
around?
You
know,
runoff
and
and
and
those
types
of
things
to
to
folks
who
don't
don't
look
at
those
all
the
time
they
just
they
just
see
an
increasing
charge
from
the
city
of
bloomington.
G
E
It
really
helped,
I
mean
I
I
think
most
people
are
reasonable
and
and
we're
all
fortunate
to
be
from
the
midwest,
where
I
think
people
are
very
practical
in
nature
and
they
were
they
were.
I
would
say
they.
They
appreciated
the
fact
they
were
being
educated
instead
of
just
being
told.
No,
we
can't
do
this,
and
now
I'm
finally
going
to
be
able
to
show
this
to
you.
I
hope
here
so
they
received
it
very
well
and
it
really
did
help
here's
an
example:
okay
of
the
tier
zero
stuff.
E
E
G
How
did
you,
how
did
you,
I
guess,
approach
or
manage
because
because
to
some
folks,
the
methodology-
and
I
know
I
know
bernie-
will
talk
about
this
at
some
other
point
in
the
future.
But
but
how
were
you
able
to
to
account?
How
did
you
emphasize,
how
did
you
communicate
so
that
the
process
was
was
crystal
clear
and
transparent?
G
So
let
me
give
you
an
example
for
when
it
was
time
to
choose
who
who
the
the
folks
were,
that
were
going
to
be
called
as
part
of
your
phone
survey
and
I
don't
think
we're
looking
at
a
phone
survey
necessarily
but
but
did
you
did
you
just
have
something
as
simple
as
here's
a
list
and
we
chose
every
seventh
person
or
something
like
that.
I
mean
how.
How
were
you
able
to
explain
or
account
for
the
transparency
around
the
process.
E
E
We
let
the
public
policy
center
have
that,
but
they
they
did
random
sampling
surveys,
so
they
we
would
gather
a
list
from
the
election
commissioner,
for
instance,
that
had
phone
numbers
and
they'd
randomly
have
use
a
computer
program
to
pull
x
number
of
people
out
of
it
and
develop
a
pool
to
get
their
600
surveys.
I
should
say
to
you
that
we've
gotten
a
little
bit
away
from
the
random
sampling
survey
for
two
reasons:
that
first
year
we
interviewed
600
citizens,
and
the
next
thing
you
can
probably
guess
is
everyone
said
well.
E
Why
didn't
you
ask
me,
you
know?
Why
did
you
just
ask
600
people
and
they
didn't
really
understand
that,
so
what
we've
done
in
future
years
is
either
we've
just
done.
The
online
survey
that
anybody
can
take,
or
we've
done,
the
random
sample
survey,
either
by
phone
or
mail
and
the
online
survey,
and
I
can't
emphasize
that
enough.
The
online
survey
is
an
outlet
for
everyone
to
be
able
to
participate.
The
answers
tend
to
be
pretty
close.
E
E
B
E
They
could
accept
that
the
public
policy
center
is
able
to
account
for
that
they
now
are
your
I.t
guy
could
explain
this
better
than
I
do,
but
every
computer
has
a
signature,
okay
and
you're
nodding
alderman.
I
hope
you
understand
this
so
jump
in
here.
If
you
need
to
it
has
a
signature,
and
if
we
saw
a
great
number
of
of
of
responses
coming
from
the
same
signature,
we
knew
that
was
a
problem.
For
instance,
one
year
we
got
like
50
from
it
from
a
certain
source.
Well,
we
investigated
what
we
found
out
was.
E
G
G
G
I
think,
as
you
suggested
in
lincoln,
where,
where,
when,
when
the
pool
hours
were
cut,
you
you
maybe
saw
a
spike
in
in
youth
crime
and
some
other
things,
and
so
that's
how
some
of
those
those
relationships
come
into
play
across
departmental
lines
and
budgetary
lines
as
well.
Right
I
mean
there
is,
there
is
a
cause
and
effect.
Yes,
so
maybe
if
you
just
talk
a
little
bit
about
that.
E
I
will
do
that
and
thank
you
for
asking
that
question.
This
kind
of
originated
out
of
our
police
chief
who,
during
the
time
when
people
were
making
their
budget
decisions
a
little
more
politically
than
necessarily
fact
based
finally
got
fed
up
because
he
wasn't
getting
cut
and
the
rest
of
the
city
government
was
being
decimated
and
said,
look
there's
more
to
it
than
having
officers
on
the
street
guys.
You
know
my
crime
rate
spikes
from
three
to
seven
on
summer
days,
when
you
aren't
open
at
the
pools.
E
E
We
have
community
learning
centers
at
a
number
of
our
schools,
particularly
those
that
are
in
low
income
areas.
Now
what
I
want
you
to
pay
attention
to
is
the
outcome
number
it's
in
the
safety
and
security
outcome?
Okay,
so
that
got
a
much
higher
prioritization
as
a
result
of
being
the
safety
and
security
outcome
than
it
would
be
if
it
were
just
associated
with
another
outcome
that
traditionally
does
parks
like
healthy
and
productive
people.
The
point
is:
that's
how
these
silos
break
down
a
little
bit.
E
B
E
E
H
H
E
This
makes
it
harder
to
cut
positions.
It
forces
you
to
cut
programs
and
programs
being
cut
are
not
necessarily
politically
popular.
It's
a
lot
easier
for
all
of
us
to
say.
Okay,
I
don't
think
you
need
that
half
fte
in
parks-
that's
that's.
Trimming
rose
bushes,
for
instance,
okay,
when
we
want
to
try
to
get
them
to
talk
about
programs.
H
E
H
And
what
do
you
do
with
a
citizen
who
comes
up
with
something
that
isn't
on
the
list?
You
know
something
completely
different.
Well,
I
really
don't
want
to
cut
any
of
this,
but
I
gee,
I
really
sure,
would
like
to
cut
administrative
costs,
or
I
really
sure
would
like
to
cut
this
or
that
what
how
do
you
handle
that
well,.
E
You,
first
of
all,
you
don't
allow
them
to
do
it
on
that
part
of
the
survey,
but
we
at
every
page
in
the
survey
there's
a
comments
box
and
actually
that's
been
really
illustrative
to
us
and
very
helpful
over
the
years
when
they
fill
those
kind
of
ideas.
In
we've
seen
a
couple
of
things
have
actually
worked
from
that.
E
H
I
Block
thank
you,
mr
mayor,
and
thank
you
for
that
wonderful
presentation
that
may
be
one
of
the
the
best
powerpoint
presentations
I've
seen
mostly
because
you
moved
along
very
quickly.
It
didn't
highlight
things
you
already
were
in
the
report.
So
I
like
that.
What
I
want
to
talk
about
are
two
things
number
one
would
be
we've
kind
of
touched
on,
some
of
the
participation
from
the
public
and
and
how
that
is
derived.
I
What
have
you
found
to
be
more
successful
kind
of
the
the
random
sample
mixed
with
public
feedback
for
participatory
reasons
or
kind
of
those
is
what
we
call
them
assistance,
but
it
says
alderman
sage
alluded
to
where
you
target
people
you
ask
and
participate
to
try
to
get
that
that
random
sample.
What
what
have
you
found
to
be
more
effective.
E
First
of
all,
I'm
a
big
fan
of
the
online
surveys
to
allow
people
to
participate.
What
we
usually
do,
then,
is
try
to
reach
out
to
various
constituent
groups
across
the
city,
particularly
those
groups
aren't
always
necessarily
represented,
so
I
don't
think
that
the
product
you're
getting
is
that
much
different
and
it's
more
inclusive.
E
Then
from
that
group
we
ask
all
those
folks.
Would
you
like
to
participate
in
a
saturday
session,
the
deliberative
discussion,
where
we
look
at
these
issues
more
fully
and
those
things
are
incredibly
valuable
to
staff,
because
you
learn
that
you
learn
details
that
aren't
available
to
you
in
a
survey
and
the
survey
is
kind
of
a
blunt
instrument
frankly,
but
but
the
deliberative
discussions
allow
a
lot
more
color
and
a
lot
more
detail
on
what
citizens
are
actually
thinking,
so
they
kind
of
go
hand
in
hand.
E
I
Right
that'd,
be
my
concern
is
that
when
we
ask
all
that
that
time
for
people
you
tend
to
target
folks
that
that
have
that
kind
of
availability,
you
know
those
that
are
working
or
those
that
have
to
worry
about
taking
care
of
kids.
You
know
that
becomes
kind
of
a
challenge,
and
those
are
folks
that
we
certainly
do
want
to
be
engaging,
and
you
know
if
you
talk
about
that.
I
It
reminds
me
of
when
I
went
to
alderman
stearns
and
lauer's
forum
for
the
during
the
budget
cycle
and
then
alderman
said
and
schmidt.
We
did
one
together
and
we
saw
a
lot
of
faces
that
we
normally
don't
see,
and
I
think,
if
we're
going
to
go
down
this
path,
it
would
be
good
to
get
a
lot
of
new
faces
and
fresh
perspectives.
It's
more
of
a
kind
of
a
council
commentary.
My
second
question
that
I
wanted
to
ask
was
about
flexibility.
I
You
know
this
is
this
process
is
very
methodical
and
I
like
that,
but
you
know
we
can't
always
predict
a
a
big
blizzard
that
would
come
through
or
a
parking
garage
that
has
some
challenges
and,
and
you
know
how,
how
does
that
fit
into
if
we
promise
to
deliver
on
a
service,
and
we
have
to
be
I'd,
make
the
tough
choice
to
you
know.
We
can't
have
this,
so
we
gotta
take
care
of
this
emergency.
What
what
is
that
you
had
that
experience
or
what
do
you?
What
do
you
suggest.
E
We've
been
fortunate,
we've
actually
kept
some
money
in
contingency.
We
have
a
kind
of
a
healthy
cash
reserve,
but
it,
but
it
goes
back
to
the
notion
of
saying
to
folks
look.
This
is
the
direction
we're
going.
Okay,
if
we
don't
have
enough
money,
this
is
what's
going
away
first,
this
is
what's
going
away.
Second,
so
they
aren't
surprised.
E
I
think
one
of
the
big
benefits
this
is
giving
some
people
some
idea
of
what
they
can
expect
when
the
budget
actually
is
released,
because
we
typically
do
this
well
in
advance
of
the
actual
release
of
the
mayor's
budget
and
then
use
what
they've
told
us
then,
to
make
the
final
decisions
about
what
we
put
forward.
Sure
and.
I
C
G
G
G
I
think
it's
very
helpful
in
reaching
those
decisions,
and
I
say
that
because
we
do
change
city
managers,
we
change
mayors,
we
change
council
members
and
I
think
sometimes
we
lose
our
connectivity
because
I
think
our
experience
would
tell
us
that
sometimes
council
seats
don't
transfer
information
when
elections
happen.
So
I
really
see
a
lack
of
connectivity
sometimes
and
how
information
is
transferred.
I
think
modeling
can
bring
that.
G
G
Sometimes
we're
spending
time
reacting
to
some
of
the
cuts
or
the
sacred
cows,
and
then
the
the
voice
comes
out
of
the
community
and
we
put
it
back
into
the
budget.
We
have
a
program
called
soar.
It's
for
handicapped
individuals,
recreation,
oriented,
we've
got
a
history
museum
downtown,
so
those
are
just
a
couple
examples
that
if
we
try
to
cut
25,
000
or
50
000,
you
know
that's
where
we
spend
our
time
on
the
smaller
cost
items.
So
I
think
a
lot
of
this
to
me
is
going
to
be
as
a
council.
G
B
G
G
And-
and
I'm
glad
I'd
like
to
mention
this-
and
it's
really
not
to
you
but
to
ourselves-
I
think
one
of
the
challenges.
We
have
also
our
election
cycles
and
we
saw
that
more
than
ever
before
in
our
election
last
election
cycle,
sometimes
we're
not
as
effective
with
our
decision
making
when
it's
an
election
cycle,
and
so
I
think
the
business
modeling
can
help
that
it's
more
of
a
continuous
process
as
opposed
to
an
annual
process.
So
I
see
that
as
a
real
potential.
G
G
The
only
other
comment
I'll
make
is,
I
I
guess
sometimes
we're
challenged
by
the
misinformation
or
the
lack
of
information.
The
public
has
when
they're
making
decisions,
and
so
sometimes
I
think
we
have
to
really
find
ways
that
we
can
re-educate
or
reconnect
or
re-educate,
and
I
think
that's
maybe
maybe
becoming
easier
now,
if
we
put
it
if
we're
putting
more
and
more
things
on
the
website
become
more
transparent.
If
the
public
has
that
information
give
as
much
as
they
can
to
make
their
decision,
then
we'll
be
better
off.
G
G
E
Well,
it
it's
a
time
commitment.
What
I
did
is
I
got
the
directors
together
and
we
tried
to
aim
for
this
every
time
a
holiday
come
up.
Someone
knew
I
was
gonna
call
and
set
a
meeting
right
before
that
happened
because
that's
when
their
work
was
slowest,
okay,
right
before
christmas,
thanksgiving
fourth
of
july,
there
are
a
couple
of
days
in
there
that
aren't
as
busy
as
others.
So
we
tried
to
schedule
meetings
when
people
weren't,
quite
in
the
middle
of
something
really
important.
E
As
I
was
trying
to
tell
the
staff,
I
had
my
directors
working
guys,
a
good
10
to
20
hours
a
month
on
this
for
a
while,
and
now
it's
more
in
in
kind
of
management
mode
and
once
the
system's
in
place,
it
doesn't
take
nearly
as
much
maintenance.
For
instance,
we
locate
our
data
in
our
health
department.
Do
you
all?
Do
you
all
manage
your
health
department
or
is
the
county?
Okay,
okay,
but
we
manage
ours
but
long
story
short.
E
They
had
an
evaluation
unit
and
they
were
really
good
with
data,
so
we
parked
it
there
and
that
took
a
lot
of
the
staff
time
out
of
it.
As
for
the
chemistry
of
the
staff,
it
really
does
take
a
leader
to
step
forward
and
get
people
to
come
together
and
understand
that
this
is
a
better
way
of
doing
business.
I
mean
one
of
the
great
things
that
was
said
to
me
is
our
director
of
urban
development.
E
After
he,
he
was
kind
of
a
skeptic
and
took
me
a
science.
You
know
the
great
thing
about
this
is
someone's
finally
made
it
okay
for
us
to
let
go
of
something
we
can
actually
cut
stuff
now
and
have
rationale
for
doing
it
and
or
we
can
have
rationale
for
asking
for
more
money,
and
he
never
really
felt
like
that
in
his
time
in
government
that
he
had
that
kind
of
support,
so
that
that
chemistry
can
be
there
with
with
right
leadership.
I
believe.
D
B
You
actually
just
one
as
long
as
I
have
both
of
you
up
there
just
to
declare
before
I
move
on
to
the
last
few
council
members
in
terms
of
the
methodology.
So
you
you
started
out
with
a
survey
of
of
about
600,
and
that
was
the
random,
probably
stratified
survey
by
voting
precincts
or
whatever
throughout
your
city,
and
was
that
the
constant,
roughly
600
I
mean
other
than
I
don't
mean.
Apart
from
the
focus
groups
apart
from
the
online
when
you.
E
B
E
B
And
then
so
you
combine
that
with
larger
numbers
that
are
online.
Of
course,
the
online
information
tells
you
something
different.
You
don't
have
as
accurate
a
point
estimate
as
you
with
the
four
to
six
hundred,
so
your
2700
2800
isn't
going
to
be
as
accurate
as
your
four
to
six
hundred
in
terms
of
point
estimate,
but
you're
getting
more
ideas
and
more
thoughts
and
more
opportunities
for
people
to
comment.
B
Then
you
also
have
the
focus
groups
to
provide
you
with
even
more
clarification,
correct,
right
and
just
to
clarify
we're
talking
about
you
know,
numbers
and
the
the
number
of
people
in
the
population
is
really
irrelevant.
I
mean
a
four
to
six
hundred
survey
is
going
to
give
you
the
same
level
of
accuracy
in
bloomington,
the
entire
state
of
illinois,
the
entire
country
or
the
entire
planet.
If
it's
done
right
right,
you
know
you,
it
doesn't
really
the
size
of
the
population
is
minimal
compared
to
that.
Well,.
B
D
D
Let
me
back
up
just
a
bit
30
years
ago,
when
I
first
studied
survey
research
as
a
graduate
student
phone
surveys
were
the
were
the
gold
standard
they
were,
they
were
simply
the
best
with
cell
phones
and
what's
happened.
Lately
cell
phones
are
phone
servers,
they're,
not
the
best.
The
the
gold
standard
today
are
mail
out
surveys,
and
I've
talked
about
this
with
our
survey
research
people
and
I
think
that
properly
done.
D
Heard
of
that,
I
think
I
think
it
is
possible
if
it's
in
it,
if
it's,
if
it's
advertised
in
the
correct
way,
if
it's
in
the
paper,
if
it's,
if
it's
on
the
on
the
television,
if
it's
on
radio
and
people
are
anticipating
this
and
they
their
face
or
they're
they're
told
that
they
can
participate.
This
is
I
think
you
can
do
that.
I
think
you're.
You
know
you
get
a
30.
D
If
I
send
that
that
I
say
9
000.,
I
said,
send
ten
thousands
and
twelve
thousand,
but
if
I
get
three
thousand
back,
that's
a
good,
that's
a
good
survey
and
that's
a
good
base
to
use
those
that
survey
to
start
to
start
the
start.
The
discussion
going
then
go
on
to
the
the
group
sessions
and
then
then
do
an
online
survey.
Do
the
website
and
compare.
J
J
J
We've
had
different
events
here
in
bloomington
that
I
think,
in
my
opinion,
such
as
the
coliseum,
that
seems
to
be
coming
up
every
year
every
single
year,
and
that
affects
the
trust
that
people
have
in
in
city
government,
and
I
don't
know
if
the
city
of
lincoln
has
experienced
something
similar
or
as
traumatic,
where
you
know,
people
would
not
be
inclined
to
trust
them.
Initially
at
least
the
way
you've
described
the
process
it
seemed
like
you,
you
know
some
of
your
ideas
were
not
necessarily
accepted,
but
did
not
encounter
as
much
resistance.
D
I
think
the
the
trust
will
come
from
the
methodology
and
the
transparency
of
of
the
process.
I
mean
this,
this
is
it,
and
this
is
how
the
surveys
are
conducted.
This
is
how
the
decisions
were
made.
This
is
how
the
algorithm
for
scoring
programs
came
about.
We
don't
make
it
so
esoteric
that
no
one
understands
it.
J
D
That
is
phenomenal.
He
has
a
very
diverse
ward,
so
the
makeup
is
is
a
little
bit
of
everything
in
joe's
board
and
he'll,
and
I
said,
do
you
want
to
work
on
this
project?
He
said
yeah
yeah,
so
he
would
have
been
here
he's
in
wisconsin
so,
but
I
just
wanted
to
tell
you
that
it
and
he
stresses
that
transparency
and
that's
what
we
have
to
do.
We
have
to
be
precise
in
what
we
do.
Our
methodology
has
got
to
be
beyond
reproach
and
we
have
to
open
it
up
to
everybody.
D
K
Well,
thank
you.
That
was
a
great
presentation.
If
we
try
and
implement
this,
I
would
like
it
to
succeed
rather
than
fail,
and
you
have
mentioned
that
there
were
several
municipalities
that
attempted
this
and
they
failed.
Could
you
expound
on
that
a
bit
and
tell
me
why
you
were
different
other
than
strong
leadership?
What
led
to
your
success
and
what
led
to
their
failure.
D
I
can
tell
you
my
experience
in
the
last
three
weeks
and
that's
about
how
long
it's
been.
I
looked
at
something
called
priority,
budgeting
which
the
financial
officers
association
in
chicago
has
developed
a
article
on
it
on
almost
a
booklet.
I
think
you
have
that
and
I
think
rick
were
you
part
part
of
you
weren't
part
of
developing
that
but
it
but
I
and-
and
I
and
I
so.
D
I
called
up
some
of
the
cities
and
I
said
you're
in
the
you're
in
the
article
you
know,
how
did
you
do
and
they
didn't
want
to
talk
about
it?
They
they
did
it
for
one
year
and
and
they
changed
mayors
and
they
changed
alderman
and
they
threw
it
out
and
it
cost
them
200
dollars.
They
paid
for
it,
and
I
talked
to
savannah
georgia
and
they
was
the.
C
D
Of
it
now,
but
they
don't,
and
I
looked
it
and
I
looked
at
lincoln
nebraska
and
I
compared
the
two
and
and
one
of
the
things
that
jumped
out
at
me
at
the
lincoln
m
at
the
lincoln
model.
If
I
can
call
it
that,
is
that
it's
it's
not
as
as
complex
and
as
heavy
as
priority
budgeting,
and
it
doesn't
allow
for
as
much
political
bickering
if
you
will
as
the
priority
budgeting,
and
that
made
me
very
much
aware
that
there
are.
There
is
a
system
here
that
can
be
worked
out.
D
We're
going
to
call
it
the
bloomington
model
when
we're
done,
because
it
won't
be
exactly
like
lincoln's
it'll,
be
pretty
much
geared
towards
what
your
needs
are.
And
that's
that's.
So
I
think
a
lot
of
lessons
can
be
learned
from
cincinnati
and
from
savannah
georgia
and
some
of
the
others
and
the
people
that
promoted
this
are
in
business,
they're,
two
entrepreneurs
in
colorado
and
they're
still
municipalities
that
say,
they'll
they'll
sell
this
to.
But
I
wanted
something
that
worked
so
I
so.
D
K
D
Right,
it's
it's,
it
won't
fly,
so
we
need
something
that
will
fly
and
that's
that's.
So
that's
that's
what
I
think
I
that's
those
my
experience
in
the
last.
Not
not
exhaustive.
I
didn't
do
any
studies
of
each
one,
but
my
instincts
tell
me
that's
that's
the
problem.
It
was
just
too
much
of
all
these.
I
mean
I
couldn't
understand
it
frankly.
You
know
so.
G
Alderman
mayor
city
manager,
whoever
and-
and
so
you
know.
I
appreciate
that-
I
guess
the
echoing
of
that
jim,
because
you're
right
I
mean
this
needs
to
be
something
that
is
independent
of
the
personalities
on
the
console
right
now
and
and
if
we
don't.
If
that's
not
a
key
performance
indicator
for
us
on
this
on
this
project,
hopefully
then,
then
it
probably
needs
to
be
the.
The
other
thing
is:
is
this
idea
of
I
kind
of
like
this
at
times
as
much
as
possible
start
with
the
end
in
mind?
G
I
mean,
and-
and
I
looked
at
so
much
of
what
rick
shared
with
us
in
terms
of
of
priorities,
measurable
results
seen
by
of
value
by
the
citizens
and
and
perceived
widely
agreed
to
there's
just
there's
nothing
we're
ever
going
to
do
here.
That's
going
to
be
unanimous,
whether
it's
on
the
city,
council
or
or
even
across
the
city
right.
G
But,
but
I
do
like
this
idea
that
are
widely
agreed
to
be
legitimate
by
elected
official
staff
and
the
public,
and
so
that
that's
where
I
feel
like,
I
hope
we
can
get
to
it
at
the
end
of
this
is
a
repeatable
process
that
is
independent
of
that
will
work,
regardless
of
who's
sitting
around
the
platform
up
here.
So
again,
gentlemen,
thanks
for
being
here.
F
F
How
do
you,
how
do
you
assure
that
the
staff
ideas
that
are
put
out
there
include
all
of
your
sacred
cows?
I
mean
who,
how
do
you
kind
of
police
yourself
and
make
sure
you're
constantly
asking
yourself
you
know?
Am
I
putting
everything
out
in
the
table
or
am
I
kind
of
you
know,
preferencing
something
I'm
going
to
make
that
a
tier
one
by
god.
E
This
probably
should,
if
we
had
followed
this
strictly
probably
would
have
went
away
some
time
ago,
but
it
is
a
program
that
matters
a
great
deal
to
the
mayor
and
he's
said,
I
understand
it's
a
low
priority,
but
here's
what
I
think
it
does.
Here's
how
I
think
it
meets
our
performance
indicators,
I'd
like
it
to
remain
to
continue
to
support
it.
So
there
is
going
to
be
an
element
of
that
and
there's
just
no
getting
around
that
you're,
not
always
going
to
slavishly
devote
yourself
to
this.
It's
a
guideline
and
a
framework.
F
And
I
just
would
want
to
offer
an
observation.
I
think
this
is
a
really
interesting
process.
I
would
be
uncomfortable
with
one
that
completely
emulates.
What
lincoln
does
because
I
think,
if
the
council's
not
involved,
then
it
is
an
abdication
of
our
responsibilities
as
well,
but
it
looks
like
three
legs
on
a
stool,
we've
got
the
citizens,
the
staff
and
the
council
together
in
a
in
a
different
configuration
and-
and
I
like
that,.
H
H
You
know
things
that
could
happen,
and
I,
my
question
was
similar
in
that
you
said
you
know
we
don't
ask,
or
we
don't
ask
for
input
on
something
that
we're
not
willing
to
do,
and
that
makes
sense,
but
my
question
is
kind
of
well
who
decides
what
we're
willing
to
do
or
we're
not
willing
to
do,
and
that
has
got
to
be
kind
of
a
political
process.
I
mean
similar
to
what
okay.
Thank
you.
Thank
you
very
much.
H
B
B
You
know
for
coming
and
certainly
given
us
a
lot
to
think
about
and
the
staff
a
lot
to
think
about
as
we
move
forward,
and
we
certainly
appreciate
your
time
and
tireless
energy
and
certainly
coming
the
longest
distance
from
lincoln,
and
the
lincoln
has
a
little
over
200
000
people
now
is
that
right
about
270
270,
oh
wow,
you've
grown
considerably
then
grown
considerably
last
few
years,
yeah.
Okay,
all
right
good!
Well!
B
Thank
you
very
much,
and
I
do
just
want
to
remind
everyone
that
this
evening
or
notify
everyone
that
there
is
the
not
in
our
town.
People
in
bloomington
are
holding
an
event
at
seven
o'clock
right
by
the
old
courthouse
in
remembrance
of
the
basically
participation
reminder
of
the
the
ferguson
missouri
situation,
but
that
we
know
that
in
bloomington
it's
not
going
to
happen
in
our
town,
and
so
I
just
remind
you
of
that.
G
With
a
return
to
school,
I
think
there
was
a
couple
promise
council
activities
in
the
morning
at
different
schools.
I
think
bloomberg
junior
high
school
and
evans
and
maybe
some
others
so
sheridan.
So
I
just
want
more
of
those
community
activities.
They're
always
looking
for
our
our
representation
there
and
we
all
have
schedules
and
busy
things.
But
just
a
reminder.
That's
in
the
morning.
B
Right
well,
thank
you.
Actually,
this
morning,
I
I
gave
the
kind
of
a
welcome
as
mayor
and
talked
about
some
of
the
things
that
we're
doing
here
in
bloomington
with
downtown
development
and
how
that
might
just
affect
87
to
the
returning
and
new
district
87
teachers.
It
was
the
first
time
I
did
it
because
last
year
I
was
doing
freshman
advising-
and
I
was
obligated
first
thing
in
the
morning
at
illinois
wesley,
and
so
I
realized
that
this
was
a
new.
B
You
know
event,
but
it
was
actually
a
very
interesting
talk
with
obviously
school
board
president
mike
harrison
and
barry
riley
got
kind
of
an
idea
of
what's
going
on
in
some
of
the
nearly
40
new
teachers
that
are
going
through,
and
so
anyway.
Thank
you
all
do
I
have
a
motion
to
adjourn
move
by
all
the
women's
turns
and
someone
else
that
was
drawing
on
the
spot.
All
the
second
by
oliver
miller
won
boy
all
in
favor
signify,
saying
aye
again
we're
adjourned.
Thank
you.