►
Description
October 16, 2017 - Committee of the Whole City Council Meeting
http://www.cityblm.org
View meeting documentation:
http://www.cityblm.org/Home/Components/Calendar/Event/5726/17
Music by www.RoyaltyFreeKings.com
A
C
D
D
A
Thank
you
so
much
we
have,
the
unanimity
does
constitute
a
quorum.
We
next
have
public
comment
and
we
have
Angela
Scott
Angelo.
Would
you
please
come
forward
then?
Do
we
have
a
sign-in
sheet
up
there?
You
know
we
don't
even
I
have
your
address
here.
Thank
You
Angela
and
you
have
up
to
three
minutes.
Thank
you.
E
Back
for
those
of
you
didn't
get
my
open
letter,
I
left
hard
copies
on
the
table
back
there
for
everyone.
One
item
of
note
in
that
letter
is
that
this
is
personal.
I
was
born
here,
I'll
probably
die,
or
the
city
means
a
lot
to
me.
I
feel
like
the
council
might
have
some
individuals
who
think
this
is
a
game.
Perhaps
the
video
game,
where
there
aren't
any
consequences
to
your
decisions,
so
I
want
to
get
up
close
and
personal
and
I'm
going
to
name
some
names,
and
this
is
Burgess.
E
You
noted
last
week
that
paw
patrol
is
a
pretty
big
deal
at
your
house.
I
thought
how
nice
that
you
and
your
child
or
children,
we're
gonna,
go
see
that
show
and
I.
Also
wonder
if
you
were
gonna
feel
good
about
yourself
for
supporting
a
local
venue,
but
I
have
no
question
how
my
friends
Gavin
itch
for
and
nuni
age
five
field.
You
see
they
saw
the
big
sign
on
the
side
of
the
Coliseum.
They
don't
get
to
go.
They
don't
get
to
go
because
their
families
can't
afford
it.
E
Let
me
explain:
the
council
has
final,
say
and
total
responsibility
for
all
the
money
that's
collected
by
the
city
of
Bloomington
and
how
it's
spent
I,
don't
care
what
pile
the
money
falls
in.
If
the
mayor
can
borrow
money
to
take
his
girlfriend
to
Japan,
you
can
all
certainly
figure
out
ways
to
move
money
so
that
individuals
and
families
aren't
paying
for
non-essential
venues
like
Colosseum
sports
complexes
or
creativity
centers
that
they
can't
use
because
they
don't
have
the
money
to
use
it.
E
E
E
If
you
can't
afford
something,
you
can't
have
it,
you
don't
buy
it.
That's
how
things
work.
Mrs.
Burges,
I,
hope
that
you
and
your
children
enjoy
that
show,
and
why
are
there
I
hope
that
you
think
about
Gavin's,
mom
who's
working
her
second
job
and
subsidizing
your
entertainment?
If
any
of
you
approve
another
thing
that
the
city
cannot
afford,
or
that
is
not
essential.
You
are
taking
food
out
of
the
mouths
of
children
like
Gavin
and
nuni.
You
are,
in
my
opinion,
you're
stealing
from
me
from
my
family
and
from
our
neighbors.
Please
stop
thank.
A
D
A
Thank
you
very
much
minutes
will
stand.
We
move
next
to
a
presentation
of
our
budget
and
long-term
financial
sustainability
planning,
and
we
have
a
presentation
by
mr.
Hales
and
patty
Lynn
Silva
and
Melissa
Hahn
for
approximately
15
minutes,
and
we
have
budgeted
to
council
discussion
for
approximately
45
minutes,
and
this
is
our
first
public
presentation
and
discussion
about
fiscal
year.
2008
excuse,
19
and
just
for
the
record,
we
are
currently
in
fiscal
2018.
Our
budget
runs
from
May
1st
through
April
30th,
so
I.
C
C
So,
with
that
I'm
gonna
have
patty
Lynn
Silva
finance
director
come
up,
make
a
brief
presentation,
followed
by
Melissa
Hahn
assistant
to
the
city
managers
on
priority-based
budgeting
and
then
I'll
finish
up
to
talk
about
some
closeout
comments,
but
then
also
to
throw
out
some
questions.
That
I
hope
will
lead
to
an
interactive
45
minute
process,
where
you
help
us
as
we
begin
this
process
of
looking
at
not
just
one
but
the
next
four
to
five
year
budgets.
C
F
Could
you
mean
thank
you
for
the
opportunity
present
and
have
a
pretty
budget
discussion
I'm
very
excited
about
this
before
I
get
started?
I
just
wanted
to
mention
that
we
have
a
new
budget
manager
that
the
finance
department,
not
Rathbun,
is
here
with
us
tonight
and
he's
been
with
us
for
a
couple
months.
The
budget.
F
F
If
our
revenues
have
not
grown
we're
not
going
to
predict
that
they
do
grow,
could
they
rally
they
could,
but
we're
not
predicting
that
at
this
point,
just
to
kind
of
give
you
the
full
flavor
of
where
we
could
be
the
general
fund
deficit
that
you
see
above
you
just
include
our
commitments
that
we've
made
to
both
our
debt
service
we
currently
have
in
our
pensions.
We
have
some
subsidies
to
other
funds,
our
rolling
stock
of
vehicles
and
equipment.
F
We
have
taken
the
liberty
of
adding
just
for
your
information,
a
1.5
million
dollar
facilities
and
maintenance
line,
which
is
a
is
the
recommended
average
annual
spend
from
the
faithful
and
gold
report.
If
you
remember
the
faithful
and
gold
master
inventory
this,
these
productions
also
include
the
street
resurfacing
program.
F
What
we
don't
have
in
here
is
added
staff,
any
program
enhancements,
other
capital
needs
and
we
did
hold
our
commodities
and
contractual
lines
down
to
a
1%
increase
per
year.
Just
to
kind
of
you
know,
it's
kind
of
an
emergency
type
thing
that
you
can
do
and
it's
about
it
represents
about
25
percent
of
the
budget.
So
the
three
million
dollars
includes
a
1.5
million
dollar
ad
and
expenditure
for
facilities,
maintenance.
F
We
have
a
similar
problem
in
18
I,
think
if
you
remember,
but
we
had
some
growth
in
the
eav
and
we
were
able
to
capture
about
a
half
a
million
dollars
for
which
we
earmarked
for
emergency
response
times.
If
you
recall
that
has
not
yet
been
put
into
play.
But
as
we
look
ahead
right
now
is
little
to
no
growth
in
the
eav
for
this
year.
So
the
only
way
to
capture
more
dollars
on
your
tax
levy
would
be
to
actually
raise
the
rate
in
18.
F
We
have
savings
and
debt
service
and
we
also
had
the
benefit
of
the
expired
metro
zone
agreement
so
that
saved
2.2
million
dollars.
The
department's
also
reduced
their
budgets
by
2.7
million
and
to
have
capital
for
facilities,
maintenance
and
wayfinding.
We
did
take
2.2
million
dollars
out
of
the
health
insurance
fund.
Is
a
one-time
act
to
keep
the
facilities
maintenance
going.
F
F
During
last
year
in
17,
the
federal
government
adopted
a
retroactive
change.
I
think
you've
heard
me
mention
in
that
a
couple
of
times
for
companies
if
they
wanted
to
invest
in
large
in
large
investments
in
equipment,
so
that
allowed
their
estimated
tax
payments
during
the
year
to
be
even
less
so
after
we
adopt
our
budget
at
the
local
level,
we're
still
at
the
mercy
and,
of
course,
a
state
budget
for
these
changes
that
become
effective
immediately
or
go
retro
actively.
F
So
we're
not
quite
the
masters
of
our
own
domain
and
that's
something
that
we
always
carry
with
us.
So
again,
that's
the
reason
we
have
the
revenues
at
a
very
conservative
level.
We
do
not
make
any
assumptions
for
reductions
and
the
word
services
or
the
workforce.
I
know
our
neighbors
are
looking
at
ER.
Is
you
know,
that's
something
that
out
there
and
then
again
we
help
the.
F
Sorry,
early
retirement
incentives
are
being
talked
about,
I
think
at
the
county
and
at
normal
publicly,
and
so
those
are
things
that
we
we
just
you
know
we
kind
of
give
you
the
non
policy
version
of
the
budget,
and
we
do
try
to
give
you
the
worst
case
scenario
so
that
we
kind
of
can
but
but
the
way
that
our
revenue
is
fluctuate,
which
don't
know
so
and
again.
We
held
25%
the
budget
to
that
1%.
G
Good
evening,
so
just
really
quickly,
I
know
you're
getting
a
lot
of
information
from
me
on
a
weekly
basis,
so
I
just
very
quickly
wanted
to
talk
about
the
list
that
you
have
in
your
packet.
So
what
was
included
in
there
was
a
list
of
the
programs
that
was
part
of
the
draft
that
you
received
last
March,
but
I
did
kind
of
reorganize.
The
programs
in
that
list,
so
I
just
wanted
to
point
that
out
in
the
list
that
you
have
in
your
packet.
G
Those
programs
are
sorted
first
by
priority
level,
as
determined
by
the
department,
directors
and
their
staff
and
then
by
mandate
level
to
kind
of
help.
You
look
at
those
two
things
and
then
you've
also
got
in
there.
What
Department
and
the
program
name
is
also
included
in
there
and
then
I
just
wanted
to
give
you
some
numbers
to
start
with,
as
you
kind
of
begin
to
look
through
these
programs
in
preparation
for
the
budget,
so
far,
150
programs
have
been
identified
of
those
160
109
were
determined
to
be
high
priority.
G
Once
again,
this
was
determined
by
each
of
the
departments.
77%
of
those
109
are
mandated.
40
were
identified
to
be
a
medium
priority.
55
of
those
are
mandated
and
of
the
total
160
programs.
45
were
identified
as
having
a
current
service
level
as
fair
or
poor,
so
it
kind
of
begins
to
help
us
to
start
to
look
at
what
are
those
priority
levels.
So
what
do
we
want
to
offer
and
then
how
well
do
we
want
to
do?
G
We
want
to
do
that
at
what
service
level
just
a
couple
reminders
party
based
budgeting
is
about
what
to
keep.
So,
as
you
look
through
those
programs,
what
do
you
feel
best
aligns
with
the
priorities
of
the
community
and
in
what
should
we
keep,
and
what
should
we
continue
to
offer
and
then
also
just
that
a
reduction
in
Labor's
we
start
to
talk
about.
The
upcoming
budget
is
also
a
reduction
of
either
programs
and/or
service
levels.
G
So
we
need
to
continue
to
keep
that
in
mind
as
well,
and
then
I
just
wanted
to
give
you
a
couple
questions
to
consider
as
you
use
this
material
in
preparation
of
the
budget,
the
first
one
should
the
city
continue
to
offer
all
160
programs
and
remember,
as
I
said,
this
is
just
kind
of
the
first
scratch
of
the
surface.
We're
still
working
to
kind
of.
Do
that
deeper
analysis
to
really
start
to
get
in
and
look
at
actual
cost
of
each
program,
so
there
may
actually
be
by
the
time
we're
done.
G
There
could
be
more
programs
as
we're
really
you
know
critiquing
and
defining
that
as
we
go
through
the
process
and
then
should
service
levels
be
adjusted
to
align
with
the
resources
available
its
program.
We
definitely
want
to
keep.
Do
we
make
adjustments
to
that
service
level
to
fit
in
with
the
resources
we
have
available?
G
So
if
you
have
an
alarm
system,
you
get
your
first
four
no
fee
that
the
communication
center,
as
well
as
the
police,
are
responding
to
and
just
and
then
after
the
first
four
you're
assessed
a
$50
fine
for
each
violation.
After
that,
so
in
2014
we
had
329
false
alarms.
We
had
232
false
alarms
in
2015
and
235
false
alarms
in
2016.
G
So
over
the
last
three
years,
we've
potentially
had
about
three
thousand
one
eighty-four:
false
alarms
that
were
not
assessed
to
see
that
we're
responding
to
so
as
we
get
in
and
look
at
these
programs
and
and
start
to
consider
those
cost.
Once
again,
we
want
to
remember
that
party
based
budget
is
about
what
to
keep
and
what
do
we
want
to
do
and
what
level
of
service
do
we
want
to
provide?
So
any
questions
for
me,
questions.
H
Sometimes,
when
I'm
looking
at
your
priority,
budgeting
briefs
I,
look
at
then
I
can't
find
one
right
in
front
of
me
now,
of
course,
but
I'll
see
something.
That's
a
high
priority
and
I
wonder.
Are
there
ways
to
unpack
that
so
that
maybe
we're
not
managing
all
of
it?
I
mean
if
some
of
these
feel
like
they're,
you
know
they're
big
strategic
areas
and
are
there
are
there
parts
of
it
that
maybe
maybe
are
not
as
high
priority
as
another
or
might
be
handled
by
somebody,
not
in
the
city
or
sure.
G
G
Currently,
with
what
we
have
as
I
said,
so
this
was
just
kind
of
our
first
initial.
You
know
scratch
of
the
service,
and
so
we
are
getting
into
you
know
really
starting
to
break
that
down.
You
know
working
with
the
department
to
look
at.
You
know
what
is
a
program,
because
it's
really
going
to
vary
by
department,
so
we
want
to
start
looking
at.
G
You
know
a
program
shouldn't
be
a
division,
but
it
shouldn't
be
as
small
as
a
work
task,
so
it's
kind
of
like
finding
that
that
spot
in
the
middle
of
defining
what
that
program
is,
and
so
in
this
next
round
that
we're
current
the
current
departments
are
currently
working
on
we're
going
to
be
looking
at,
you
know:
have
there
been
getting
a
little
bit
more
objective,
instead
of
being
so
subjective
with
just
selecting
high
medium
and
low
we're
going
to
be
looking
at?
Has
there
been
a
change
in
the
request
of
the
service?
G
You
know:
have
there
been
more
users
wanting
at
fewer
users,
looking
at
the
mandates
and
and
verifying
those
and
in
a
mandate,
that's
federal
or
state?
Or
is
it
a
mandate
that
we
Institute
upon
ourselves
either
through
you
know,
code
or
ordinance,
so
that's
going
to
kind
of
you
know
help
define
that
better
as
well
when
we're
looking
at
kind
of
breaking
those
things
down.
So
we
will
continue
to
do
that
as
we
move
through
the
process.
Mm-Hmm.
I
I
Just
what's
the
preferred
way,
you
want
us
to
ask
questions
so,
for
instance,
you
know
some
of
the
things
that
are
on
the
list
that
we
got
I'm,
not
sure.
What's
all
involved
in
that
particular
line
item
as
a
for
instance,
just
because
it
happens
to
be
up
here
right
now
has
mail
services
from
the
clerk's
office.
You
know
if
I
wanted
to
ask
a
question
say:
what's
all
included
in
this
program,
you
know
to
get
more
details
as
they're
a
preferred
method.
G
I
can
definitely
provide
that
information
and
we
do
have
each
program
is
defined,
and
so
I
can
get
you
all
of
that.
The
entire
packet
that
was
it
was
put
together
back
in
March,
so
I
can
get
that
for
you.
It
will
provide
the
breakdown
for
each
department.
What
each
of
the
programs
are
the
description,
how
they've
been
rated
as
far
as
mandate,
priority
service
level,
okay,.
A
As
we're
going
through
a
essentially
patty
Lynn
and
David
and
I
have
kind
of
talked
about
this
being
an
unusual
that
total
unique
budget
process,
probably
for
any
of
us
appear,
and
that
is
we're
going
to
have
one
city
manager
and
finance
director
who
helps
prepare
some
of
the
budget
and
then
an
interim
city
manager
and
the
same
budget
director
who
helps
us
get
through
this
process
to
be
presented
by
early
February
and
so
as
I
get
information.
I'm
happy
to
share
that
with
the
council,
because
I
did
say
that
you
know
in
the
past.
A
I
have
not
used
a
line-item
veto,
but
that
might
be
necessary
this
time.
So
I
want
to
know
if
I
ever
use
line-item
veto.
What
I'm
doing
in
a
and
and
I
want
that
to
be
very
surgical,
so
I'm
happy
to
have
I
will
be
collecting
that
information
as
well.
So
I'm
happy
to
share
that
and
I
may
be
getting
much
of
that
from
Melissa
who
sits
next
door
to
me
had
been
any.
C
Mayor
if
I
could
I,
we
can
certainly
keep
asking
some
questions,
but
maybe
if
I
can
kind
of
wrap
things
up,
because
the
whole
45
minutes
is
going
to
be
for
council
discussion
and
questions.
So
I
didn't
know
if
we
wanted
to
continue
with
maybe
one
more
question
and
then
I'll
wrap
everything
up
in
15
minutes
to
kind
of
set
the
stage
for
your
discussion
of
this
whole
topic,
which
might
be
of
some
help.
J
And
my
question
is
also
processed
question
and
I.
Guess
how
you
you
came
to
define
you
know
the
service
level
right
and
decide.
What's
excellent,
what's
fair
or
good,
so
I
like
to
get
an
insight
into
you
know
who
are
the
people
involved?
Is
it
just
people
within
that
department
or
is
it
you
know?
Is
it
a
combination
of
the
department?
You
know
the
central
administration,
but
also.
G
For
this
first
round
it
was
completely
but
done
by
the
department,
directors
and
their
staff.
So
that's
where
we're
receiving
the
input
from
and
we
asked
them
to
rate
it
either
excellent
that
they
felt
the
program
exceeded
standards.
Now
those
could
be
set
by
the
department
or
they
could
be
national
standards
that
they
have
national
standards.
But
they're
kind
of
benchmarking
against
good
would
be
that
you're
meeting
standards.
G
Fair,
would
be
we're
meeting
some
standards,
but
there's
some
room
for
improvement
and
then
obviously
poor,
we're
not
we're
not
meeting
the
standards
that
we
should
be
so
with
this
first
round
that
we
did.
If
I
said
it's
been,
you
know
somewhat
subjective
and
we're
working
on
putting
together
a
system
where
there's
more
criteria
involved,
they'll
be
looking
at
to
score
each
of
those
programs,
and
then
we
move
down
through
the
process.
A
K
K
That
way-
and
you
know
for
me,
I
think,
although
as
I
look
at
the
next
year's
budget
and
future
budgets
number
one
priority
for
me,
is
how
do
we
combined
and
consolidate
services,
and
that
comes
in
the
form
of
technology?
You
know
how
do
we,
you
know,
maybe
use
our
my
Bloomington
app
to
pay
for
things.
How
does
that
you
know
impact
our
ability
to
did
reduce
postal
cost
to
for
sending
our
bills
elsewhere
to
Kansas
to
come
back
over
here?
You
know
those
are
the
types
of
things
that
I'm
thinking
about.
K
How
do
we
become
flatter?
You
know
the
conversations
that
I
hear
in
the
community
are
that
people
perceive
accurately
or
not
that
it
seems
like
the
city
can
be
quite
top-heavy.
You
know
we
have
a
lot
of
administration,
we
have
a
lot
of
directors
and
it's
the
frontline
stuff
doesn't
get
done
and
if
that's
a
challenge
to
us
having
to
educate
the
public
and
all
of
the
work
that
are
there,
our
staff
does,
which
is
fantastic
or
making
it
leaner
more.
K
In
line
with
what
people
wanted
to
see
and
I
I
don't
know
if,
at
some
point
on
the
road
we
can
see
this
document
where
it's
in
I
can
interact
with
it.
Where
I
can
click
on
it
and
see
more
detail,
you
know
what
ordinance
am
I
referring
to.
You
know
when
it's
done
by
ordinance.
You
know
what
federal
state
mandate
that
might
be.
K
You
know
I'll
continue
to
say
that
my
top
priority
before
I
leave
this
seat
is
that
I
want
to
make
sure
that
when
people
called
911
one
on
their
cell
phones
that
they
don't
have
to
get
transferred
to
a
different
to
Bloomington,
that's,
oh,
that's
ridiculous!
That's
a
safety
issue!
Year
after
year
we
see
more
and
more
people
getting
whether
their
landlines.
This
is
the
stuff
that
I
think
that
we
should
be
focusing
in
on,
because
perhaps
that
may
cost
us
more
money.
It
may
save
us
money.
K
We
may
be
able
to
recruit
coop
some
of
those
9-1-1
fees-
I'm,
not
sure,
but
that's
a
life
safety
issue
top
priority
for
this
council.
That's
a
way
that
we
can
start
to
combine
services
work
with
their
and
our
governmental
partners,
and
that
to
me
is
the
number
one
priority
and
I
see
it
up.
Here.
Is
you
know
at
the
top
of
our
list
here?
So
it's
nice
to
see
that
we
we
can
agree
on
that
piece,
but
that's
more
of
a
how
and
what
that
said.
You
know
looking
kind
of
at
the
future.
K
You
know
it
seems
these
days.
Everything
is
very
uncertain:
I,
don't
see
much
stability
coming
out
of
the
federal
government,
either
in
terms
of
policy.
Specifics
or
really
anything
I,
don't
see
any
zero
faith
in
our
state
leaders
of
producing
anything
that
comes
in
any
semblance
of
direction.
So
you
know
we
look
back
at
our
assumptions.
You
know
I
almost
think
and
they're
gonna
find
ways
to
kind
of
scoop
more
money
out,
so
it
creates
a
abling
picture
and
then
you
know
the
the
projections
for
our
community
of
you
know.
K
Are
we
growing
or
we're
shrinking
I
mean
I
I'm
gonna,
just
like
to
think
flat
lines
as
my
ultimate
goal,
because
I
don't
know
any
other
way
of
looking
at
it.
So
we
got
to
prepare
for
those
sorts
of
things,
and
the
irony
becomes
is
that
there
you
know
when,
when
economic
hard
times
hit,
people
look
to
government
to
help
them
out
with
you
know,
programs
and
whatever
that
might
be.
So
how
do
we
prepare
for
that
and
and
I
guess,
as
I
look
at
budget
models
for
for
this
next
cycle?
K
You
know
I
almost
want
to
break
our
budget.
You
know:
what's
it
going
to
take,
for
what
can
the
state
do
to
us
to
really
sink
our
ships?
What
do
we
get
out
of
the
business
of?
What
is
that?
That
model
look
like
because
I
continue
to
hear
that
you
know
people
are
not
responsive
to
our,
not
appreciative
of
the
city's
saying
we
can't
do
this,
so
we
have
to
wait
a
few
more
years.
I
hear
things
like
you
know.
My
street
hasn't
gotten
addressed
in
years.
K
You
know,
I
see
more
more
development
on
the
east
side
of
our
community
where's
our
economic
development
in
our
historic
core.
You
know
we
we
talked
about.
You
know
multi
sports
complexes,
but
you
know
one'll
pool
hasn't
been
done
in
forever,
I
mean
these
are
types
of
public
service
things
that
we
do,
that
we
need
to
be
addressing
and
at
least
respond
to
the
public
because
those
those
those
things
are
not
going
to
go
away.
K
Let's
feedback
isn't
going
to
go
away
and
in
many
ways
this
next
year's
budget
cycle
for
me
is
looking
to
be
the
most
frightening
because
of
all
the
uncertainty
at
the
federal
and
state
level,
but
also
just
the
fact
that
our
projections
are
flat.
Things
are
not
looking
as
rosy
as
we'd
like
them
to
be,
and
I
want
to
as
this
body
to
encourage
a
different
direction
where
we
can
show
the
stability
where
we
can
encourage
the
growth
and
do
what
we
can
to
to
make
our
community
a
better
place
and
I'm.
K
Looking
forward
to
our
conversation,
I'm
sorry
I
take
so
much
time
looking
forward
to
our
conversation,
because
if
we
think
about
it
in
terms
of
what
we
want
to
keep,
then
that
means
at
the
end
of
the
day,
there
are
some
things
that
we
don't
want
to
keep
and
I'm,
hoping
that
we
can
talk
about
that,
and
you
know
start
some
things
out
here
myself
and
looking
forward
to
hearing
my
colleagues
thoughts.
Thank.
C
And
listen
if
you
were
patty
I
want
to
go
back
to
show
Patty's
five-year
projection.
Let's
leave
that
up
for
the
for
the
rest
of
this
discussion,
because
a
a
couple
of
final
points
I
want
to
make
really
come
back
to
this
first
off.
Let
me
just
remind
everyone:
they,
the
city,
ordinances,
I,
think
for
a
reason,
have
put
a
lot
of
primary
responsibilities:
role
delegation
to
the
city
manager
to
make
sure
that,
once
each
year,
city
manager
brings
to
you
a
balanced
budget
for
your
consideration.
C
C
I
think
we're
seeing
a
very
unusual
dynamic
in
that
changing
economics,
including
internet
sales,
and
many
other
factors
have
really
caused
many
many
cities
throughout
the
state
to
see
the
revenue
flattening
out,
but
our
labor
costs
continue
to
go
up
and
when
you
look
at
this,
if
you
ask
well,
what's
the
single
most
cause
of
this
increase
year
after
year,
it's
labor
costs
salaries
and
benefits
exceeding
revenue
projections.
Now
we
hope
that
maybe
those
revenue
projections
will
moderate
and
maybe
improve,
but,
as
you
look
at
you
know,
examples
like
Peoria
8
million
dollar
deficit.
C
You
know
in
normal
the
county.
Looking
at
early
retirements
incentives.
You
know
most
of
these
governmental
entities
are
saying
you
know
what
we've
got
to
get
a
better
handle
on
the
cost.
The
problem,
with
always
cutting
to
balance
that
budget
is
well
what
impact
does
that
have
on
public
safety
and
health.
On
the
other
hand,
I
think
we'd
all
agreed.
C
You
can't
catch
your
way
year
after
year
after
year
and
just
keep
raising
revenue
without
demonstrating
to
the
public
that
we're
trying
to
be
more
efficient,
we're
trying
to
be
more
effective
and,
to
me
part
of
effective,
is
as
you
look
at
these
programs.
When
was
the
last
time
we
did
a
review,
which
is
part
of
what
priority
based
budgeting
is
what
was
the
original
purpose
of
that
program?
What
were
we
trying
to
achieve?
What
was
the
results
we
hope
to
gain
and
if
we
ever
gone
back
and
say,
did
we
ever
achieve
that?
C
C
What
we're
finding
is
that
the
staff
is
continuing
being
asked
to
manage
an
excess
of
programs
at
a
level
that
their
performance
level
is
less
than
ideal,
because
there's
too
many
there's
no
way
even
existing
staff
right
now
can
perform
and
to
provide
the
level
of
service
an
optimum
level
of
service
for
all
these
programs
that
we
currently
have
and
I
think
that's
a
critical
point.
We
need
to
make
sure
we
understand.
Unfortunately,
that
is
a
terrible
morale
buster,
because
the
expectations
the
citizens
have
of
you
said
have
of
us,
you
know,
is
well.
C
Why
can't
you
provide
the
ultimate
in
service,
Oldman
and
customer
service?
We
want
things
now,
etc,
etc.
But
the
fact
is,
we
don't
have
enough
personnel
to
deliver
excellent
service
for
each
and
every
one
of
these
programs,
which
kind
of
comes
back
to
what
role
does
the
council
want
to
play?
If
anything
is
we
look
at
long
term
financial
planning,
which
is
more
of
a
multi-year
plan
of
action
by
using
priority-based
budgeting
by
looking
at
programs
by
looking
at
what
is
going
to
be
the
core
programs,
we
focus
on?
C
C
Let
me
just
give
you
a
quick
overview
of
what
we
are
going
to
be
doing
then,
and
what
I
hope
that
you
would
support
in
the
way
of
a
few
action
plans
in
a
few
days,
we'll
have
a
budget
kick
off
with
the
directors
the
finance
director
and
Scott,
as
the
budget
manager
is
going
to
be
giving
each
of
the
directors
budget
operating
budget
targets,
we
showed
you
a
picture.
I
think
it
was
back
in
the
fiscal
year
2017
budget
summary
where
there
was
some
very
significant
cost
savings
achieved
in
the
general
fund.
C
They
can't
do
it,
they
cannot
even
spend
you
know
the
money
were
we're
providing
so
one
on
the
operating
side.
You're
gonna
see
much
more
managed
a
much
more
tighter
budget
process,
and
that
doesn't
mean
the
directors.
They'll
have
flexibility.
They
can
justify
and
recommend
an
increase,
but
they're
going
to
have
to
justify
it.
It
can't
just
be
opinions
that
I
think
is
going
to
be
a
significant
help
in
this
next
year's
budget
and
hopefully
beyond.
Secondly,
you
have
in
front
of
you
a
fee
and
service
charge
policy.
C
This
goes
back
to
some
of
you
might
require
the
fiscal
choice.
I
think
it
was
a
consultant
who
came
back
and
showed
that
there
was
a
potential
for
a
million
dollars
plus
in
savings
that
could
be
realized
if
some
of
the
programs
we
currently
have
many
with
existing
fees,
maybe
the
fees
were
increased.
C
Unfortunately,
we
lack
a
policy.
We
we
lack
a
policy
decision
on
whether
or
not
those
programs
should
be
hundred
percent
cost
recovery
or
something
less
than
that
and
but
most
important.
We
lack
the
resources
to
institute
this
program
and
to
have
it
be
something
that
occurs
on
a
year
in
and
year
basis.
I
think
the
big
challenge
we've
had
is:
who
do
we
delegate
this
to
what
no
one
has
additional
capacity
and
time
so
I
think
going
back
to
what
we've
already
did
done
and
institute?
C
That
program
is
critical
because
all
these
hundred
and
sixty
programs,
when
was
the
last
time
either
staff
or
the
council,
looked
at
him
and
decide.
You
know
what,
if
these
are
more
of
a
private
benefit,
why
shouldn't
the
the
beneficiary
be
required
to
pay
a
fee
and
the
council
can
decide
if
it's
hundred
percent
or
less
in
the
way
of
recovery?
We
also
want
to
continue
other
items
now,
as
as
melissa
was
saying,
you
know,
the
directors
have
prioritized
these
programs
right
now.
Ultimately,
I
think
the
council
needs
to
do
that.
C
You
know
we
couldn't
help.
You
can
have
ad
hoc
committees,
things
of
that
nature,
but
ultimately
that's
a
decision
for
the
council
and
I
think.
Hopefully
we
all
realize
the
government
can't
do
everything
it
has
been
for
eight
years
I've
seen
this
government
say
whenever
there's
been
a
proposal
to
reduce
something
in
the
way
of
service
or
program,
it
hasn't
happened
and
I.
Think
this
shows
you
once
again
that
that
we've
got
to
come
up
and
start
saying
no,
because
that
is
the
word.
C
Where
did
the
money
go?
It
went
to
help
subsidize
new
residential
growth,
we're
not
going
to
get
out
of
for
decades,
but
when
we
look
at
all
these
other
capital
needs.
I
can
come
back
to
you
and
and
and
show
you
well
before
you
spend
on
anything
new.
Have
we
truly
have
we
truly
come
up
with
a
financial
plan
to
maintain
what
we
have
and
I
would
say,
we're
still
not
there,
and
yet
there's
still
discussion
about
building
new,
you
know
and
things
now.
C
Some
things
have
to
be
replaced
like
o
Neill
and
things
like
that.
I
mean
you
know.
How
long
can
you
put
major
band-aids
on
those?
So
with
that
Matt
I'll
start
with
where
I
added
you
know
the
the
city
manager,
the
finance
director
budget
manager
director
is
we
can
we
can
come
back
with
this
plan,
the
budget
plan
that's
going
to
be
balanced
in
mid-february
or
the
council
can
elect
to
come
up
with
some
pre
budget
financial
policy,
some
directives,
you
can
take
a
strong
role,
but
you
know
it's.
C
It's
almost
I
think
the
big
challenge
is:
where
do
you
start
and
up
to
now,
you've
seen
staff
really
carrying
that
heavier
burden,
so
hopefully,
for
what
time's
remaining
hole
to
go
you'll
have
discussion.
What
part
do
you
want
to
play?
I
would
hope
you
keep
your
discussion
at
a
high
level,
because
you've
got
to
start
talking
about
programs
and
major
services
because
of
labor
costs
element.
C
A
You
and
thank
you,
Patty
and
Alyssa
for
all
the
work
that
you've
been
doing,
for
this
is
very
important
for
us.
One
of
the
the
types
of
things
I
think
that
would
be
helpful,
for
example,
would
be
if
we
have
kind
of
a
macro
level
reform
like
an
early
retirement
incentive
program,
an
Eri.
How
would
that
disproportionately
affect
the
different
departments,
because
we
know
that
it's
not
going
to
be
equal
across
all
departments?
A
C
A
Then,
just
to
clarify
for
the
record
and
I
think
the
entire
council.
That's
here
certainly
knows
that
is
that
back
in
early
2009
or
2009,
we
had
an
FTE
of
approximately
850
employees
correct
and
we
are
approximately
750
now,
so
it
doesn't
mean
that
we
can't
cut
more.
It
just
means,
and
then
the
one
of
the
great
things
about
the
budget
task
force
that
several
and
all
of
and
math
he
served
on
before
he
was
all
of
it
is-
is
pointing
out
for
us
that
there
are
no
golden
gooses
out
there.
A
There's
not
whatever
metaphor
you
want
pot
of
gold.
There
are
going
to
be
very
difficult,
chiral
changes
very
difficult
things
that
we
have
to
move
forward
and
many
of
those
things
most
of
the
major
things
we
have.
We
found
out,
we
weren't
going
to
save
anything
or
make
might
even
cost
us
money
for
privatizing
golf
courses,
and
things
like
that.
So
we
certainly
have
tracked
down
many
of
those
those
items,
and
so
anyway,
I
did
was
gonna
start
with
the
alderwoman
Burgas
and
then
Schmidt
and
Helmut.
Thank.
L
You
and
I
was
recently
reading
a
study,
I
think
this
by
the
Paul
Simon
Institute
at
SIU,
which
was
exploring
a
dichotomy
in
the
public
perception
and
I'll,
summon
up
the
best
I
can,
which
was
basically
that
the
public
wants
to
cut
in
order
to
improve
our
government
resources
and
our
government
financials.
But
when
asked
to
identify
an
area
to
cut,
there
is
no
clear
area
to
cut
and
I
think
that
this
is
based
on
this.
L
This
idea,
this
notion,
or
even
this
myth
that
there
is
a
quick
and
easy
way
to
cut
ourselves
to
prosperity
that
there
is
some
pool
of
inefficiency,
that
if
we
just
had
the
willpower,
we
could
easily
eliminate
it
and
all
our
problems
would
be
solved.
What
my
experience
on
council
was
telling
me
and
what
that
study
concluded
too
was
that
that
does
not
exist,
and
that
means
that
we
on
council
will
face
the
very
difficult
task
of
making
decisions.
We
know
will
be
unpopular.
L
L
Most
likely
it
will
be
a
combination
of
those
items
as
well
as
something
we've
talked
about,
as
as
a
council,
which
is
this
notion
of
growing
the
local
economy
that
our
path
to
someday,
having
a
fiscally
sustainable
budget
if
to
grow
the
economy
and
then
to
capture
that
growth
but-
and
maybe
Patty
Lane-
can
give
us
some
updates
on
this
I'm
very
concerned
because
of
the
state
level.
There's
been
repeated
conversations
about
capping
the
property
tax
which
would
potentially
depending
on
how
they
do
it,
prohibit
our
ability
to
capture
growth
and
then
within
the
community.
L
A
Builders
know
would
I
want
to
clarify.
This
is
because
there's
always
a
misunderstanding.
Every
time
we
talk
about
taxes,
we
have
not
increased
property
taxes
in
the
city
of
Bloomington,
since
2008,
so
they've
actually
gone
down
slightly
I
mean
it
would
be
not
accurate
to
say
we
really
cut
taxes,
but
it
might
be
like
four
bucks
one
year
or
three
bucks
another
year,
but
essentially
we've
kept
them
flat.
So
the
the
growth
is
because
we've
had
like
we
had
once
we
had
a
full
year
of
highway,
IV
we're
in
better
shape.
A
L
Thank
you
for
doing
that,
because
it's
very,
very
important
and
I
think
that's.
What
gets
us
into
trouble
sometimes
is
I
believe
that
that,
at
the
state
level,
it's
incredibly
popular
to
talk
about
a
property
tax
freeze
without
understanding
what
that
truly
means.
If
it's
not
done
properly,
we
will
have
less
money
over
time.
We're
not
going
to
maintain
the
status
quo,
we're
actually
going
to
have
less
money
over
time
if
they
freeze
the
lab
they
levy
instead
of
the
rate.
L
So
so
that's
an
overriding
concern
we
have
because
then
all
of
our
our
efforts
to
improve
the
local
economy
grow,
our
tax
base
will
really
not
get
us
any
measurable
benefits,
depending
on
what
the
state
does
so
I
think
if
there's
two
things,
I
hope
that
we
can
keep
in
mind
is
number
one.
It's
not
going
to
be
easy
and
number
two.
We
need
to
continue
to
advocate
for
ourselves
at
the
state
level
and.
H
David
about
a
month
ago,
I
think
when
we
were
talking
about
the
budget,
you
suggested
that
we
might
consider
an
ordinance
looking
at
hiring
I,
don't
know
if
it's
an
ordinance
or
a
policy
so
that
we
would
not
automatically
just
be
filling
any
position
at
any
level.
I'm
assuming
public
safety
would
be
exempted
from
that
and
I
think
that's
a
very
good
idea
and
I
wonder
where
we
are.
Is
that
something
that
we
can
pursue
as
a
strategy
that
down
the
road
helps
our
labor
costs
yeah.
C
C
Just
even
if
a
majority
tonight
were
to
approve
that
you
know
it
will
dress
something
bring
it
back.
I
I
will
say
this.
I
I
would
be
cautious
about
exempting
Public
Safety,
because
when
you
see
this
increase
over
50
percent,
I
can't
remember
the
exact
number,
but
it's
probably
higher
than
that
60
70
percent
of
that
increase
is
probably
tied
to
Public
Safety
so
and
that
doesn't
mean
that
you
just
don't
hire
right
away,
but
even
Public
Safety
would
have
a
check.
C
They'd
have
to
justify
that
increase,
because
it's
you
know
the
other
thing
I
look
at
is
is
just
like
this
year
with
all
the
collective
bargaining
agreements
we've
entered
it
in
and
into
this
is
a
year
where
we
didn't
have
extra
money
to
pay
any
of
those,
and
so
what's
the
result,
dipping
the
savings
you
know
looking
for
one-time
money
and
sooner
or
later
you
know,
you've
got
to
say
well
that
that's
can
help
immediately.
But
what
about
the
long-term?
So
but
yes,
I
can
and.
H
I
think
when
one
benefit
of
doing
that,
of
course,
is,
is
that
it,
it
forces
all
of
us
to
really
examine
what
we're
doing
and
it
fits
in
with
Melissa's
work
very
nicely.
I
also
want
to
say
that
I
certainly
hope
we're
not
going
to
be
talking
about
raising
revenue
or
taxes
unless
we
have
a
serious
conversation
first
about
some
cutting,
because
we've
been
pretty
good
at
raising
taxes
and
fees.
So
I'm
not
interested
in
that
all.
M
Thank
you,
I
just
have
a
couple
comes
in
one
to
echo
what
elder
and
Berger
said
about
economic
development
at
IML.
They
were
the
talking
about
economic
development
being
one
way
to
reduce
or
control
taxes,
because
if
you
yeah
I
would
be
cautious,
if
are
talking
about
er
eyes,
because
that's
just
going
to
start
a
rumor
mill,
I
think
that's,
maybe
part
of
our
converse,
but
I
could
just
hear
it
tomorrow
morning.
M
The
employees
think
I
wonder,
have
jobs
from
you
know
so,
I
think
that
needs
to
until
we
have
a
better
handle
on
it
and
mayor
earlier
this
year
we
talked
about
a
committee
with
council
and
residents
to
look
at
I
thought
about
looking
at
the
expenses
that
we
could
get
input,
not
just
from
Council
and
staff,
but
from
some
city
residents
as
well.
Is
that
still
a
possibility?
A
That's
a
possibility.
I
think
there
was
some
suggestion
of.
Do
we
have
another
budget
task
force.
My
thought
initially
was
at
this
point:
I
think
we
have
citizens
representatives
at
this
point
as
a
budget
task
force,
the
City
Council.
That
doesn't
mean
that
I'm
certainly
not
open
to
something
else.
If
you've
got
a
specific
idea,
but
absolutely
you've
got
something
specific.
A
A
M
Because
now
we
have
when,
when
the
budget
task
force
was
meeting,
we
didn't
have
the
priority-based
budgeting
information,
which
I
think
probably
would
have
been
a
big
asset
I'm
just
guessing
the
committee
to
work
on
or
to
work
with
and
and
and
I
understand.
We
had.
You
know
we
had
some
some
heavy
hitters
on
the
budget
task
force
I'd
like
to
see
some
folks
that
are
some
citizens
who
are
truly
interested
in
in
the
budget
and
and
keep
bringing
us
suggestions
and
so,
okay,
you
know,
let's
see
see
where
some
of
these
go
and.
A
K
I,
wouldn't
I
would
not
have
yeah
no
way.
Yeah
I
mean
just
just
some
thoughts
here.
Is
that
what's
really
interesting
to
me?
If
we
have
this
conversation
is
how
we
decide,
and
in
the
past
we've
done
these
March
Saturday
meetings,
where
we
have
all
the
directors
come
up
here
and
kind
of
give
a
five-minute
presentation
about.
You
know
what
they've
cut
and
what
it
looks
like
and
well
that's
that's
that's
nice
and
it
provides
some
information.
K
What
I'm
really
hearing
from
both
this
group
but
the
public,
is
they
want
kind
of
a
higher
level
budget
sooner
than
later,
so
we
can
really
dissect
to
really
talk
about
it
and
it
may
be
it
turns
into.
We
have
a
couple
work
sessions
where
we
just
focus
on
one
department
and
those
interested
parties
and
I
again
keep
thinking
of
the
summer
of
Zumba.
You
know
if
we
start
cutting
specific
programs,
we
hear
from
people.
What
does
that
look
like?
K
You
know
what
constitutes
a
false
alarm.
You
know,
if
you
have
somebody,
you
know
kid
rattle
in
your
window,
checking
to
see
if
this,
if
it's
locked
or
not
mess
this
off
the
alarm,
there's
no
evidence
that
it
truly
was
that's
what
occurred
or
did
not
occur.
Do
we
really
want
to
charge
citizens
for
taking
extra
precautions
in
their
home,
and
you
know
getting
that
deeper
dive.
I
think
is
what
we
talked
about.
K
Those
sorts
of
things
is
important
to
me
and
if
we
break
it
up
over
a
longer
period
of
time-
and
maybe
don't
do
a
Saturday
session
or
we
do
multiple
Saturday
sessions
where
we
invite
people
to
weigh
in
specifically
on
a
topic,
we
could
address
those
in
a
more
meaningful
way.
And
you
know
my
frustration
has
been
in
the
past,
that
you
know
we'll
hear
alderman
say
we
want
to
make
cuts,
but
I
don't
really
hear
specifics
about
those
and
and
what
I
hate?
K
What
I
want
to
hear
is
you
know
we
can
make
a
cut,
or
this
is
how
we
do
it,
and
this
is
what
the
impact
would
be
from
staffs
perspective,
whether
it
be
personnel,
whether
it
be
service
level
or
whatever
it
might
be
and
David.
If
you
very
quickly,
you
know
every
so
often
I
hear
in
the
public,
people
are
get
upset
about
pension
spiking.
Can
you
comment
on
pension
spiking
in
this
current
status
in
the
city
of
Bloomington,
yeah.
C
The
the
the
big
I
would,
you
know,
estimate
the
biggest
impact
on
us
on
that
the
the
area
of
let's
say
what
was
the
other
term
will
use
these.
What
was
the
term
pani
that
IMR
F
used
to
some
of
those
big
payouts?
We
had
to
pay
partner,
accelerated
payment,
I'll
use
that
term
the
the
great
majority
of
people
that
that
impact
has
have
retired.
C
We
do
still
have
some,
but
it's
not
necessarily
in
I,
don't
think
it's
going
to
amount
to
the
kind
of
cost
like
we've
already
got
behind
us,
because
so
many
of
them
have
retired
the
people
who
remain
are
little
younger.
They
don't
have
maybe
as
much
money
attributed
there,
but
but
if
I
can
I
think
one
an
example
is
now
maybe
I
won't
that
you
had.
You
know
some
cities.
In
fact,
I
remember.
C
Listening
to
the
general
counsel
of
AI
MRF,
when
I
MRF
was
faced
with
what
to
do
on
this
potential
for
for
pension
spiking,
they
prohibited
the
executive
director
prohibited
period
that
wasn't
what
we
did,
but
again
in
the
interests
of
equity
fairness.
You
know
people
who
had
come
and
gone,
but
you
know
that
there's
it's
tough
choices
that
have
to
be
made
in
some
of
those
but
I.
I
will
say
this,
though
too,
because
it
ties
back
to
the
other
comment.
C
We
still
have
a
large
portion
of
our
employee
labor
pool
that
our
little
baby
boomers.
So
if
you
get
into
early
retirement
sort
of
programs,
there
is
still
interest
out
there.
But
of
course
some
of
the
interest
is,
can
you
offer
the
same
program
that
city
did
in
2008
and
there's
no
way
I
think
we
should
ever
that
financially
costs
us
what
probably
eight
ten
million
dollars.
You
know
when
you
compare
that
with
what
normal
and
the
county
are
offering
it's
much
much
more
limited.
K
A
N
The
men
stage
thank
you,
Karen
I'll,
just
echo
in
and
and
what
you
said,
the
this
idea
that
that
we're
going
to
look
at
revenue
increases
and,
and
let's
call
that
what
that
is,
tax
increases
before
having
a
very
before
identifying
specific
cuts
to
go
along
with
that.
That's
a
non-starter
for
me
so
so
appreciate
you
saying
that
and
Diana
I
will
echo
what
you
to
my
concern
about.
N
Any
type
of
an
Eri
program
is
first,
what
David
just
mentioned
was
the
cost,
which
is
why
I
was
against
it
back
then,
because
we
weren't
able
to
cost,
justify
it
yeah.
You
know,
but
but
secondly,
I'm
afraid
that
becomes
just
a
technique
to
kind
of
kick
the
can
down
the
road
again
if
we,
if
we
lose
staff
because
of
an
early
retirement
incentive
effort,
but
we
don't
do
the
the
right
thing
about
reducing
the
services
and
the
programs
that
are
in
place.
All
we're
doing
is
we're
not
doing
anything.
N
That's
window
dressing,
it's
it's
a
charade.
We
all
we're
doing
is
just
exacerbating
an
existing
situation
that
we
have
so
appreciate
you,
you
know
bringing
that
up,
because
I
think
it's
a
good
point.
Finally,
what
I
wanted
to
say
was
and
just
I
appreciate
what
staff
has
continued
to
do
over
the
last
few
years
and
the
department
heads
are
here.
You
know
I've,
said
and
watched
staff
do.
N
What
I
think
is
is
a
yeoman's
job
in
terms
of
looking
at
things
like
debt
refinancing
and
and
doing
some
work
addressing
our
healthcare
costs,
and
those
are
just
a
couple
of
things
that
come
to
mind.
I
mean
staff
has
been
telling
us,
and
we
knew
this
starting
back
when
that,
when
the
sales
tax
increase
was
passed,
that
we
had
approximately
you
know
about
a
three
year
window
and
and
we're
here
and,
and
so
staff
has,
in
my
opinion,
done
the
things
to
to
try
to
help
reduce
expenses.
N
N
But
but
the
cost
curve
is
not
is
not
bending
right
to
keep
track
with
that,
so
I
mean
I
would
welcome
the
chance
you
know
to
be
involved
in
not
like
I
was
in
2015
with
the
budget
task
force,
because
I've
kind
of
been
there
and
done
that,
but
I
certainly
would
want
to
be
part
of
a
council
conversation
to
to
do
what
to
help
the
help.
The
council
do
what
we
need
to
be
doing
right
right
at
this
point,
so
thanks
essentially.
A
Think
I'm,
certainly
optimistic
with
our
with
our
current
council
I
think
everybody
seems
to
be
ready
to
roll
up
their
sleeves,
so
to
speak,
to
get
into
this
to
give
positive
feedback
moving
forward,
not
to
dump
an
impossible
task
upon
our
staff
and
I.
Think
that
that's
important
no
one
on
our
current
council
has
gone
on
and
on
and
on
pontificating
as
we've
had
in
previous
councils,
where
there
were,
there
was
no
substance,
there
were
no.
There
were
no
tangible
things
that
we
could
actually
do
now.
A
L
H
L
A
A
We
did
a
fee
study.
There
hadn't
been
an
analysis
of
fees,
I
think
at
that
point
in
like
30
years,
and
we
did
pay
one
hundred
and
some
thousand
dollars,
I
believe
for
a
fee
study
that
people
complained
about,
but
we
wound
up
saving
well
over
a
million
dollars
a
year
in
actual
changes
to
the
cost.
We
were
not
recapturing
costs,
whether
it
was
marriage
licenses
or
whatever
it
was.
We
were
pricing,
those
things
at
a
time
where
Gerald
Ford
was
president,
and
we
were
at
a
time
where
George
Bush.
A
A
A
We
have
a
brief
presentation
by
city
of
the
city
manager,
recruitment
process,
we're
going
to
start
out
by
having
hearing
from
our
current
city
manager,
David,
Hales
and
Nicole
Albertson,
our
human
resources
director
for
ten
minutes
and
then
have
approximately
a
20-minute
council
discussion
and
just
that
the
audience
understands
after
that,
we
will
recess
into
executive
session
for
a
specific
discussion
of
possible
internal
candidates
for
the
interim
city
manager
position.
That's
under
the
item
seven
executive
session.
A
C
Very
briefly,
yeah
I'm
gonna
turn
it
over
to
Nicole
I
I.
Just
thought
that,
with
with
any
process
like
this
and
and
me
and
part
of
you
know,
recruitment
processes
in
the
in
the
past
as
a
candidate,
but
as
well
as
internally
when
we
hired
people
I,
think
what
you
have
tonight
to
look
at
is
probably
that
very
first
critical
step,
and
that
is,
do
you
want
to
hire
someone
to
assist
you
in
that
recruitment
process?
And
what
you'll
find
is
where
a
lot
of
councils
do
start?
Is
they
issue
an
RFP?
C
They
get
a
number
of
proposals
in,
and
then
the
council
interviews,
those
probably
a
shortlist,
and
it's
during
that
time,
when
you
really
develop
kind
of
what
you
want
to
see
in
that
process
and
but
I
think
tonight,
while
we
tried
to
provide
you
and
Nicole
and
Jeff
did
really
the
the
heavy
lifting
here
is
some
information
on
and
their
RFP.
One
particular
consultant
gave
us
a
quick
little
rundown
of
some
of
the
process.
C
O
You
so,
as
David
said,
we
wanted
to
share
with
you
some
thoughts
on
the
external
permanent
recruitment
process
for
the
city
manager.
Obviously,
you
know
that
we
will
be
talking
about
the
interim
process,
so
this
is
just
the
initial
part
of
the
permanent
recruitment
process
in
your
material.
So
I
want
to
highlight,
you
do
have
a
draft
RFP.
O
Some
of
the
material
in
there
has
already
changed
in
terms
of
dates
of
the
timeline
and
that's
what
we're
going
to
talk
about
a
little
bit
and
then
what
next
steps
we
want
to
see
in
the
overall
recruitment
all
right.
So,
as
you
can
see
here
on
the
slide,
we're
going
to
walk
through
what
our
initial
timeline
is
for
the
process.
Assuming
you
are
all
in
agreement
to
go
the
RFP
route,
we
will
start
that
process
immediately
as
soon
as
tomorrow,
Carla
Murillo
is
our
procurement
manager
took
over
for
John
Johnston.
O
She
and
I
and
Jess
have
already
been
meeting
so
we're
ready
to
take
that
on
right
away.
We
think
a
good
deadline,
for
that
would
be
November
10th.
That
gives
vendors
just
a
little
under
three
weeks
to
respond
to
the
RFP.
We
would
take
the
week
of
November
13th
and
and
review
those
proposals
in
our
what
we
would
call
a
subcommittee,
so
representatives
from
HR
finance
IT
will
meet
regularly
to
review
the
responses
those
are
coming
in.
Of
course,
then
we
have
the
Thanksgiving
holiday
in
there,
so
we
want
to
account
for
that.
O
December
fourth
would
be
the
week
that
we
would
invite
the
search
firms
and
that
we
have
narrowed
down
to
our
short
list
to
do
with
demo
and
talk
to
us
about
their
process.
Our
goal
would
be
to
provide
you
a
final
recommendation
on
January
8th.
That
means
our
deadline
is
December
26,
and
so
of
course,
we
want
to
account
for
the
holiday
season,
in
their
vendors
abilities,
to
be
here
in
interview
in
person
and
then,
of
course,
taking
our
time
to
do
our
due
diligence.
O
Looking
at
then
assuming
a
an
approval
on
the
January
8th
recommendation
that
we
would
move
forward
right
away,
January
9th
and
we
think
we
are
being
conservative
with
the
June
1st
stage.
It
sounds
crazy
that
you
would
take
six
months,
but
obviously
very
important
position.
We
want
to
make
sure
we
make
the
right
selection
and,
and
you
our
complete
phases
of
the
search
process.
O
So
we
would
be
looking
at
June
1st
as
our
final
selection,
and
you
have
to
take
into
consideration
the
possibility
that
you
would
do
an
external
candidate
that
would
need
to
give
30
60-day
notice
as
well.
So
again,
a
very
conservative
timeline,
any
questions
on
that
or
you
want
me
to
go
ahead
and
wrap
it
up
here.
Ok,
yes,.
O
C
Let
me
if
I
could
just
add
I
I've
seen
some
councils
take
total
control
over
this
process
and
you
don't
necessarily
see
some
staff
members
kind
of
doing
that.
However,
other
councils
have
done
this
all
right
to
me.
It's
just
kind
of
a
point
of
where
this
council
is
gonna
have
to
decide.
Are
you
involved
in
every
step
of
the
way
or
only
certain
steps?
But
again
that's
a
council
decision.
You'll
only
want
to
make
and.
O
O
And
lastly,
just
to
summarize
very
briefly
for
you
what
our
next
steps
are
again,
we
will
finalize
that
RFP
to
go
out
with
procurement,
we're
already
doing
that.
It's
ready
to
go
as
a
matter
of
fact,
Carla
sent
me
an
email
about
5:30
with
a
draft
based
on
what
we
had
talked
about
earlier.
So
it
is
literally
ready
to
go,
and
then
we
would
HR
would
leave
the
coordination
of
the
efforts
to
select
the
the
firm
for
the
recruitment
and
then,
of
course,
you
would
be
involved
every
step
of
the
way.
After
that,
all.
H
A
couple
of
questions,
I
I
wondered
looking
at
the
draft
RFP.
It
seems
like.
Maybe
we
would
want
to
include
in
here
that
were
a
city
manager
form
of
government,
okay,
making
sure
that
we
are
recruiting
firms
that
work
with
that
form
of
government.
I,
think
I'm,
not
alone,
and
having
people
ask.
Why
do
you
have
to
hire
a
search
firm
to
find
a
city,
manager
and
I?
Think
I
know
the
answers
to
that.
But
maybe
you
could
help
us
highlight
the
couple
things
where
that
puts
us
at
an
advanced
elute.
O
Lee
well,
I
will
say
right
off
the
bat
we
we
do
have
an
HR
exemption.
You
do
not
have
to
do
an
RFP.
First
of
all,
you
do
not
have
to
do
an
RFP
to
find
a
vendor.
We
could
literally
go
on
our
list
point
to
the
one
that
we
think
would
work
best
and
go
with
them.
However,
we
don't
think
that's
a
fair
approach.
We
want
to
make
sure
we
are
giving
different
firms
the
opportunity
to
submit
their
hour
these.
Secondly,
I
will
be
100%
frank.
It's
about
resources.
O
We've
got
several
other
other
high-level
positions
becoming
vacant
that
you
know
about
the
Community
Development
Director.
We
will
be
recruiting
for
that.
So
that
would
be
one
area
plus
it
is
widening
our
pool
of
applicants,
so
we
believe
going
with
an
executive
search,
firm
they're,
going
to
get
at
the
passive,
potentially
passive
applicant.
That
may
not
be
out
actively
looking
and
so
I
think
it's
going
to
help
number
one
widen
our
pool,
but
number
two,
maybe
get
it
a
better
quality.
Then
then
we
could
do
with
the
resources
we
have
announce.
Thank.
A
O
A
O
A
There
still
is,
although
it's
much
more
attractive
than
it,
was
in
1986
1988
that
that
crappy
ICMA
newsletter,
where
you
have
jobs,
listed
right,
almost
nobody
gets
their
job
from
there.
You
know,
and
if
we
were
a
small
town
of
2,500
people
or
3,500
people,
nothing
wrong
with
small
towns
of
25
or
3,500
people
we
might
even
hire
from
within
or
locally.
We
might
even
put
an
ad
in
the
pantograph
depending
on
what
it
was
we
wanted.
A
But
when
we've
got
a
215
million
dollar
a
year
operation,
you
don't
find
those
people
off
the
streets
right
and
so
I
just
wanted
to
make.
That
comment
for
the
for
the
record.
Feeding
on
I
mean
that's,
obviously,
my
much
less
delicate
way
of
putting
things
and
all
the
woman
Schmidt.
All
the
woman,
a
helmet
just.
M
O
We
have
discussed
that
it's
got
HR,
JoEllen
and
Heidi,
no
I
just
wanted
to
clarify
for
the
record
and
JoEllen
and
Heidi.
Are
that
the
two
that
we
would
work
with
it
before
you
know
we
we
they
are
on
our
list
to
reach
out
to
as
one
dust
net
potential
that
we
want
to
respond
to
the
RFP
and
I
would
be
happy
to
reach
out
to
them
and
ask
them
if
they
think
there's
an
advantage.
My
only
concern
with
that
being
their
process
has
already
started.
O
We
would
potentially
very
potentially,
you
know,
be
competing
right
in
line
with
them.
You
know
we
may
end
up
with
number
one.
We
may
end
up
with
number
two,
so
I
think
it's
worth
worth
the
time
and
the
effort
to
see
what
other
search
firms
are
out
there
that
that
can
you
know
we
would
be
their
number
one
for
this
area
and.
A
M
J
Didn't
have
a
thought
on
that,
but
I
have
a
question.
I
am
very
interested
in
us
being
able
to
at
least
see
a
very
diverse
pool
of
candidates.
You
know
from
just
Lee
just
from
not
not
just
from
a
visual
standpoint,
but
all
aspects,
so
I
I
was
kind
of
curious.
I
I
mean
I
read,
you
know
the
the
proposal,
but
I
I'm,
not
quite
sure.
At
what
point
do
you
screen
the
search
firms
for
that
you
know,
or
do
you
once
you
select
somebody?
He
selects
a
search
firm.
O
Say
both
that's
an
excellent
question
and
an
excellent
idea.
We
can
definitely
include
that
as
one
of
our
criteria
in
the
RFP
and
then
when
you're
building
that
once
we
selected
the
vendor
when
we're
building
our
profile
and
working
through
our
initial
phases
of
the
recruitment,
we
want
to
say
that
that
is
a
priority
for
us,
but
we
need
to
be
able
to
define
that
for
them
as
well
right.
So
when
we
get
to
that
point,
we
want
to
be
able
to
say:
okay
counsel,
what
does
diversity
mean
for
you,
so
yep.
M
M
No,
we
just
talked
about
the
qualities
of
a
city
man
of
potential.
If
we
were,
if
we
were
looking
for
a
new
city
manager,
what
the
qualities
we
were
looking
for.
You
know
experience
in
economic
development
and
ability
to
interact
with
the
community
at
large
me.
It
was
not
specific,
probably
not
as
specific
as
the
you
know,
a
job
description
but
more
the
high-level.
A
A
Right
just
so
that
everybody
understands
we
are
moving
to
the
fishbowl
and
we
will
come
out
of
executive
session
and
the
moment
that
we
come
out
of
executive
session.
We
will
have
a
motion
to
adjourn
so
if
you
want
to
sit
around
and
listen
and
wait
till
we
actually
adjourn.
You
are
certainly
welcome
and
I'm
staring
at
Murray.
If
you'll
remember
the
media
who's
still
here
and
she
probably
could
care
less,
but
I
make
that
the
fact
the
music
is
actually
fabulous.
If
you
listen
to
that
so,
but
I
do
need
a
motion.