►
Description
January 21, 2014 - Committee of the Whole City Council Meeting
http://www.cityblm.org
View meeting documentation:
http://www.cityblm.org/index.aspx?page=17&recordid=1619
Music by www.RoyaltyFreeKings.com
A
A
A
A
Okay,
if
that's
the
case,
then
we
will
move
right
along
the
items
we
presented
committee
of
the
whole
minutes
for
october
21st
2013.
any
questions
or
comments,
amendments
to
the
minutes.
I'd
move
for
approval,
move
by
alderman
fazzini
for
approval.
Is
there
a
second
second
second,
by
millennial,
alderman,
scott
black
anyway,
all
in
favor
signify
by
saying
aye
opposed
motion
carries
unanimously.
Thank
you
very
much
and
we
will
move
on
to
the
icma.
A
That's
the
international
city,
county
management
association
center
for
performance
measurement
recap
on
this,
and
we
have
approximately
45
minutes
devoted
to
this,
but
I
guess
that
will
be
presentation,
plus
discussion
questions.
All
of
that
included
that's
one
of
our
major
items
then
for
the
evening,
and
so
I
will
turn
it
over
to
city
manager,
david
hales.
Thank
you.
C
Thank
you
mayor.
We're
going
to
have
alex
mcelroy
come
forward
and
alex
is
our
assistant
to
the
city
manager,
and
one
of
his
key
responsibilities
is
to
help
our
directors,
our
city
staff,
be
more
aggressive
and
to
be
more
proactive
in
this
area
of
performance
measurement
and
maybe
even
more
importantly,
performance
management.
C
How
we
can
begin
to
just
at
a
very
early
stage.
You
know
start
to
gather
some
of
the
data
on
workloads
and
things
like
that.
You
might
recall
that
the
if
I've
said
in
the
past,
the
international
city,
county
management
association,
starting
about
10
15
years
ago,
got
very
involved
in
this
area
of
performance
management,
and
it
wasn't
just
because
they
wanted
to
do
that.
C
We
also
had
some
of
the
accounting
boards
that
were
recommending
that
public
entities,
cities,
counties
even
states-
begin
to
identify
in
their
annual
financial
statements
to
put
more
information
in
there
on
service
levels,
because
they
felt
that
the
public
too
often
weren't
getting
the
complete
picture.
You
can
see
what
the
budget
is
or
what's
being
spent,
but
maybe
not
what's
being
neglected
and
in
the
case
of
light
street
resurfacing,
which
we've
had
a
lot
of
discussion.
C
Lately,
there's
been
this
movement
afoot
from
many
different
quarters
of
the
the
public-private
sector
that
especially
for
public
entities,
there
has
to
be
more
disclosure
of
what
is
being
provided
in
the
way
of
service
level.
How
good
or
bad
it
is.
Do
more.
Benchmarking
start
to
really
demonstrate
to
the
citizenry.
C
C
C
C
What
are
we
measuring?
Why
are
we
measuring
it?
How
are
we
taking
that
data
to
make
a
difference
from
efficiency
effectiveness,
and
how
do
we
then
start
to
report
this
data
to
the
public
at
large?
So
let
me
turn
to
alex.
We
have
provided
a
lot,
this
written
material
to
you,
and
he
and
the
other
presenters
tonight
are
being
asked
to
move
quickly
through
this
information
so
that
we
can
have
some
good
discussion,
question
and
answers
with
you,
the
council.
Thank
you,
alex.
D
Mcelroy,
thank
you
city
manager
and
thank
you
council
for
braving
the
freezing
cold
weather
to
be
with
us
today.
A
little
bit
on
the
history
and
david
has
already
touched
on
this
already
the
icma.
The
acronym
stands
for
international
city
county
management
association,
a
program
that
they
run
is
the
center
for
performance
measurement.
D
D
A
quick
summary-
and
I
I
won't
be
able
to
say
this
enough
in
my
presentation-
that
this
was
a
significant
undertaking
on
the
behalf
of
our
staff
on
top
of
their
already
busy
workloads.
We
asked
them
in
short
order
to
put
together
a
lot
of
information
from
this
survey.
I
brought
with
me
a
folder
I
had.
I
helped
coordinate
it
with
all
the
departments.
D
This
is
all
their
questionings
that
they
had
and
you
can
see
it's
rather
thick,
and
these
are
actually
both
sides
so
of
the
of
the
14
service
areas
we
responded
to.
It
was
a
you
know,
significant
undertaking
on
behalf
of
our
staff,
and
they
they
really
met
the
project
head
on.
They
were
fearless
a
lot
of
times
in
their
responses
and
they
seemed
very
eager
to
be
able
to
share
their
performance
information,
which
I
think
speaks
a
lot
about
our
staff.
D
Quick
summary:
we
reported
fiscal
year,
2013
data.
It
started
in
august,
where
we
received
training
from
an
icma
coordinator
that
actually
came
down
educated
our
staff
on
the
type
of
questions
that
they
would
be
asking.
You
actually
see
a
picture
of
that
training
in
the
bottom
right.
There
we
had
representatives
from
each
department
come
in
and
receive
the
training.
D
It
was
just
an
excel
form
for
our
staff
to
enter
in
all
this
data
and
then,
by
october
1st,
that
information
was
due
to
the
icma
so
again,
very
short,
turnaround
time
very
labor
intensive
and
our
staff
really
just
did
a
phenomenal
job
based
on
everything
else
that
they
have
to
do
and
getting
all
this
information
to
them
in
a
timely
manner,
and
just
this
december
we've
we've
received
the
results.
They
went
through
a
cleaning
process
back
in
november.
They
actually
sent
us
what
they
perceived
as
possible
outliers,
they
thought.
D
Maybe
we
might
have
answered
the
question
incorrectly
or
included
something
that
shouldn't
have
been.
We
were
able
to
clarify
those,
and
then
we
got
our
results
back
in
december.
So
we've
only
had
the
information
for
a
little
bit
of
time,
but
we're
now
being
able
to
start
to
reflect
on
the
all.
The
various
information
that
we
got
process
again
was
highly
involved:
labor
intensive,
a
very
thorough
lining
of
questioning
a
short
time
frame
and,
as
I
showed
with
the
previous
slides,
some
of
the
questions
that
they
asked
were
not
applicable
to
our
service
areas.
D
Other
questions
we
identified
as
it
would
take
us
more
time
and
energy
to
provide
an
answer
without
that
mutual
benefit.
Some
of
the
questions
we
just
didn't
see
much
of
a
benefit
from
answering,
so
we
did
leave
some
blank,
but
it
was
due
to
the
need
to
be
efficient
who
participated
in
this
past
fiscal
year
reporting
there
were
39
jurisdictions
that
participated
in
2012.
The
icma
had
actually
over
100
participants
in
both
the
101
program
and
the
full
blown
program.
Since
we
participated
this
year,
we're
privy
to
the
performance
data
of
last
year
as
well.
D
The
cities
varied
in
population
sizes
from
5
000
to
over
a
million.
They
obviously
varied
in
different
service
levels
and
their
service
types
based
on
those
39
that
did
participate.
We
identified
11
jurisdictions
based
on
their
population,
size,
service
area
and
organizational
composition
to
benchmark
ourselves
against,
and
this
is
more
for
general
purposes.
D
D
D
What
it
is
not
it's,
not
a
data
collection
exercise,
it's
not
something
that
we're
trying
to
keep
staff
busy
doing.
It's
really
something
that
we
need
to
see
the
benefit
and
receiving
this
information
before
we
begin
to
track
it.
It's
not
a
one-size-fits-all
and
it's
not
a
punitive
system.
That's
one
stigma.
That's
associated
with
performance
measurements.
Is
it's
going
to
be
used
as
a
disciplinary
tool?
That's
really
not
the
intent
that
city
management
and
department
heads
have
with
their
performance
measures.
It's
really
a
tool
for
them
to
improve
services.
D
Why
it's
important?
I
could
have
made
this
into
five
different
slides,
but
for
sake
of
brevity,
I
consolidate
down
to
one
I
just
put
the
the
major
major
ones
on
it.
Most
federal
grants
now
require
outcome,
evaluations
or
performance
measurements
in
their
applications.
Bond
sales
require
indicators
of
financial
condition
which
are
well
presented
by
performance
data.
D
Local
government
revenues
are
becoming
insufficient,
making
effective
use
of
resources
imperative
both
the
gatsby
and
the
gfoa
are
promoting
performance
measurements
indicating
it
may
soon
become
a
requirement,
and
finally,
it
provides
a
way
to
quantify
to
citizens
as
well
as
the
local
government,
how
well
the
local
government
is
doing
compared
to
previous
years
and
other
municipalities
I.e
what
bang
you're
getting
for
your
buck
some
examples.
I
three
quick
examples
that
the
icma
shared
with
us
and
I
thought
would
be
pertinent
to
share
with
the
council
today.
D
The
first
example
shared
with
us,
came
from
a
city
in
wyoming,
and
this
was
after
participating
in
the
icma
program.
They
found
that
their
fleet
rate
accidents
were
significantly
higher
than
their
peers
and
they
wanted
to
figure
out
why
so
they
actually
formed
a
committee,
and
they
asked
that
committee
to
get
to
the
root
of
the
problem.
Why
did
they
have
so
many
fleet
accidents
compared
to
their
peers?
And
the
committee
looked
at
performance
data?
First,
they
looked
at
their
average.
Daily
traffic
counts.
D
They
looked
at
their
average
daily
traffic
count
and
they
really
couldn't
find
much,
but
then
they
started
to
dig
deeper
and
they
looked
at
how
far
away
the
accidents
were
from
city
hall,
and
not
only
did
they
find
that
accidents
were
within
five
miles.
They
found
that
they
were
actually
within
one
mile,
a
significant
number
of
them,
and
so
then
they
began
to
look
at
what
type
of
accidents
they
were
and
they
found
that
overwhelming
majority
of
them
were
actually
rear-end
collisions.
D
So
when
they
shared
this
information
with
the
departments,
what
they
found
out
was
a
lot
of
their
first
responders
of
their
emergency
responders
when
they
were
leaving
their
parking.
Decks
were
running
into
these
pillars
that
in
low
light
and
poor
markings
were
difficult
to
see
so
for
the
cost
of
a
can
of
paint,
they
were
able
to
paint
the
pillars,
bright,
yellow
and
greatly
reduce
their
fleet
accidents.
D
Another
example
comes
from
a
suburb
in
atlanta.
It
was
a
council
meeting
night
and
the
public
works
director
knew
he
was
going
to
be
on
the
hot
seat
for
potholes.
The
city
manager
gave
him
a
heads
up.
He
said
the
council
is
going
to
bring
up
potholes
tonight
and
I
want
you
prepared
to
be
able
to
speak
toward
them,
so
the
public
works
director
went
back
and
got
all
the
performance
information
he
could
find.
He
knew
exactly
how
many
potholes
the
city
had
in
their
inventory.
He
knew
how
many
that
they
had
filled
that
year.
D
He
knew
how
many
staff
hours
they've
spent
feeling
it
how
much
material
he
even
knew
how
much
it
cost
them
to
repair
one
pothole
and
after
sharing
all
this
information
with
his
council,
one
of
the
council
members
asked
well
how
much
should
it
cost
to
fill
a
pothole
and
the
the
public
works
director
didn't
have
an
answer
for
him.
He
didn't
have
an
answer
because
they'd
never
compared
their
performance
results
to
any
other
municipality,
so
in
participating
in
this
program,
it
really
gives
us
an
opportunity
to
begin
to
answer
those
questions
of
well.
D
One
final
example:
this
is
a
city
in
seattle,
metro
area.
It
was
a
fire
chief
reflecting
on
his
performance
measures,
and
he
saw
a
community
close
to
his
that
had
excellent,
an
excellent
ability
to
confine
fires
within
the
room
of
origin.
That's
one
measure
that
is
tracked,
and
it
was
perplexing
to
him,
because
his
department
was
much
more
efficient
at
getting
at
the
fires
quickly.
D
The
high
performing
department
that
really
kept
those
fires
within
the
mark
within
the
room
of
origin
had
pretty
low
numbers
as
far
as
response
times
and
getting
the
fire.
So
he
was
wondering
how
their
guys
were
so
good
once
they
got
there
at
keeping
the
fire
in
the
same
room
as
opposed
to
his
guys.
D
We
all
know
how
expensive
fire
departments
can
be
if
you're,
looking
at
funding
new
fire
departments,
new
staff
pensions
over
time,
it's
a
very
expensive
endeavor.
So
we
reached
out
to
this
high
performing
city
and
he
asked
you
know
how.
How
were
you
guys,
handling
these
fires
and
how
are
you
able
to
contain
them
in
the
room
of
origin
so
effectively
and
the
fire
trees
and
the
other
city
shared
that
with
the
fire
chief
that
they
actually
have
residential
sprinkler
ordinances?
D
So,
by
the
time
they
got
to
the
fire,
the
fire
was
pretty
much
already
contained,
so
they
didn't
have
a
need
to
really
hit
that
quick
response
time
for
these
fires
because
they
had
residential
sprinklers
in
the
majority
of
their
homes.
So
these
are
you
know
some
of
the
information
and
types
of
information
that
we
can
get
in
participating
in
the
icma
program.
D
What
did
our
efforts
produce?
This
is.
I
have
four
slides
here
just
brief
examples
of
quick
reflections
on
some
of
the
performance
measures.
How
to
read
this.
The
the
top
four
rows
in
bold
are
the
the
entire
participating
39
organizations,
so
the
average
of
all
39
the
standard
deviation
or
the
variance
between
the
average
and
the
median
for
all
participating
organizations.
And
then
the
cities
listed
below
are
taken
from
those
11.
We
have
identified
as
general
benchmarks
for
the
city
of
bloomington.
A
A
D
So
looking
at
this
example,
code
enforcement
officers,
4.2
ftes
hours,
paid
8
000..
What
we
did
hit
and
see
here
is
under
our
expenditures
per
capita,
we're
very
close
to
the
average
participants.
When
you
look
at
some
of
our
peers,
we
we
appear
to
be
slightly
higher,
so
these
are
some
things
that
we're
going
to
begin
to
look
into
and
then,
when
you
look
at
the
expenditures
per
code
enforcement
case
is
resolved
by
any
means
you
can.
Obviously
we
represent
ourselves
as
an
outlier
there.
D
That's
certainly
something
that
we're
going
to
have
to
look
at
and
see
if
there's
something
skewing
those
numbers.
But
these
are
the
questions
that
we
can
now
begin
to
ask
now
that
we
have
this
information
department.
Heads
can
see
this
and
begin
to
ask
well
why,
and
you
know
what
did
we
include,
that
other
cities
didn't
or
what
are
we
doing?
That's
not
as
effective
as
these
other
cities,
another
example
in
our
parks,
recreation
and
cultural
arts.
D
You
can
see
our
total
developed
park
acreage.
They
were
very
detailed
with
our
land
questionings
for
all
these
service
areas.
We
have
a
good
number
of
park.
Acres
that
have
been
developed
compared
to
our
peers,
our
total
park,
acreage
by
popular
by
1
000
population,
rather
close
to
our
peers.
There.
One
thing
that
you
can
see
here
is:
we
do
invest
a
significant
amount
in
our
parks
and
recreation
department.
D
One
interesting
measure
that
I
saw
net
revenue
per
capita,
excluding
utilities
for
park
and
recreation
activity,
so
how
much
money
you're,
gaining
and
or
losing,
based
on
your
parks
and
recreation
department,
we're
doing
significantly
well
based
on
the
average
and
based
on
what
our
peers
are
doing.
I
believe
the
the
lowest
was
negative,
a
dollar,
so
nobody
was
making
money
off
their
parks
and
recreation
programs,
but
it
was
negative
dollar.
D
D
You
can
see
we're
above
the
average
that
was
taken
there
and
then
our
ucr
part
one
crime
reports
very
close
to
our
peers
in
that
one,
and
then
our
ucr
part,
one
crime
report,
number
reported
property
crimes.
You
can
see
we're
fairly
lower
and
I
do
know
that
rock
hill
is
about
20
miles
south
of
charlotte
north
carolina.
So
that
might
be
why
they're
significantly
higher
there.
D
And
then
this
is
a
efficiency
benchmark
and
really
a
workload
benchmark.
One
thing
that
really
pops
out
there
and
I
actually
had
to
go
back
to
the
fire
chief
and
ask
him
if
that
number
was
right.
You
can
see
based
on
our
population.
Our
ftes
per
1000
is
significantly
lower
than
our
peers,
and
really
it
was
the
lowest
that
was
recorded
in
the
39
jurisdictions.
D
So
that
was
something
I
I
went
back
to
chief
and
we
we
looked
at
it
and
it
actually
was
correct,
but
you
can
see
on
an
efficiency
standpoint
our
time
from
emergency
fire
call.
Entry
to
conclusion
of
dispatch
was
one
minute
or
less.
We
hit
that
mark.
78
percent
of
the
time
average
was
57
the
time
from
emergency
fire
call.
Entry
to
arrival
on
scene
was
five
minutes
or
less
as
a
percentage.
D
D
So
going
forward
with
the
next
steps
again,
we
just
received
this
information
in
december,
we're
just
now
really
beginning
to
reflect
on
the
results,
we're
going
to
go
back
and
analyze
them
refine
our
benchmarks
really
find
those
apples.
Apples
comparisons
continue
to
incorporate
additional
icma
cpm
measures
into
our
monthly
reporting
system.
Some
measures
that
they
were
asking
us
for.
We
didn't
have
answers
to,
but
we
wanted
answers
too.
So
these
these
are
things
that
we
plan
to
do
going
forward
to
begin
the
track.
D
And
all
this
for
the
purpose
of
providing
quality
basic
municipal
services
at
the
best
value
and
I've
included
there.
A
quick
quote
from
a
former
icma
director
performance
measures
are
not
theoretical
concepts,
they're,
practical
tools
that
legislators
and
administrators
can
use
when
choosing
between
alternative
courses
of
action.
D
I
want
to
end
the
presentation
again
just
kind
of
highlighting
our
our
staff
efforts
and
our
staff's
achievements.
You
can
see
we
share
performance
data
monthly
in
the
city,
manager's
monthly
report
and
that's
a
report,
that's
really
authored
by
every
department
within
the
city.
We
also
have
begun
to
share
performance
information
in
our
annual
budget.
D
As
a
result,
in
2012
and
2013,
we
received
the
certificate
of
distinction
per
performance
management
efforts
from
the
icma
cpm
we
received
from
the
association
of
marketing
and
communication
professionals,
a
hermes
gold
award
for
enhancing
communications
between
citizens
and
government
and
in
2011
2012
and
2013.
We've
received
the
gfoa
distinguished
budget
award,
a
criteria
of
which
is
including
performance
measures.
C
It
goes
hand
in
hand
with
the
baldrige
performance
excellent
program,
which
has
been
identified
nationwide
as
a
model
to
follow
both
in
the
public
and
private
sector,
and
one
of
the
key
criterias
is
looking
at
results
and
be
able
to
look
at
your
processes
trying
to
look
for
efficiencies
outcomes.
Customer
service
things
like
that,
so
I
I
think
our
efforts
to
date-
you
know,
although
it's
in
the
early
beginning
is,
is
part
and
parcel
of
everything.
C
We've
been
talking
about,
of
how
we
can
continue
to
raise
the
bar
on
the
performance
of
our
organization
and
provide
not
only
more
efficient
and
effective
service
to
our
citizens,
but
also
to
provide
greater
customer
service.
And,
lastly,
these
directors
have
been
very
much
involved.
I
think
this
is
a
program.
C
You
know
how
can
we
first
learn
from
what
we're
doing,
but
how
can
we
learn
from
others?
So
I
think
it's
a
great
beginning.
It
wouldn't
have
got
to
this
point
without
alex
mcelroy
and
him
taking
the
lead
and
the
effort
of
the
directors
and
their
staff
to
be
committed
to
participating.
So
with
that
mayor
I'll
turn,
the
time
back
to
you.
Thank.
A
A
E
Thank
you.
I'm
curious
going
through
this
presentation
and
seeing
the
different
metrics
and
departments
that
we
looked
at.
Where
is
bloomington
the
leader,
so
we
talk
about
networking
with
high
performing
organizations.
Where
are
we
that
high
performing
organization
that
people
want
to
network
with
us.
D
E
F
First
of
all,
thank
you
very
much
for
all
the
work
that
went
into
this.
I
don't
think
I
will
ever
again
whine
about
doing
my
little
annual
reports
for
my
standards
organizations
in
the
library
world.
When
we
look
at
the
other
communities
that
we
benchmark
ourselves
against,
do
we
have
the
opportunity
when
we
think
about
cost
per
whatever
service
it
is
or,
however,
the
cost
analysis
works
out.
D
We
can
and
that's
something
that
the
icma
really
tries
to
do
a
great
job
as
far
as
getting
those
detailed
questions,
that's
kind
of
why
this
document
is
so
thick
because
they
really
provide
those
demographic
questions.
What
does
your
organization
look
like?
How
is
it
structured
before
they
start
asking?
You
know
more
results
based
questions,
so
we
we
have
a
lot
of
demographic
questions
that
we
can
compare
and
the
11
jurisdictions
that
I
selected
for
benchmark
really
are
for
general
purposes,
a
lot
of
things
like
for
our
fire
department,
for
example.
D
C
C
A
G
Yeah
and
alex
in
attending
two
illinois
municipal
league
annual
conferences
and
visiting
six
other
city
councils.
Something
came
up
at
several
of
the
different
meetings
that
I've
been
to
where
city
council
members,
with
certain
expertise,
were
assigned
to
help
departments
where
their
expertise
might
be
helpful.
And
I
think
that
might
be
one
way
where
we
can
improve
finding
out
more
from
these
other
cities
and
having
the
councilman
councilwoman,
lend
their
expertise
to
the
department
heads
and
it
doesn't
have
to
be
the
whole
council
for
the
whole
set
of
all
the
departments.
G
It
can
be
one
of
us
helping
two
different
departments
or
two
people
helping
one
department
where
the
expertise
is
available.
So
I'd
offer
that
as
a
suggestion
for
where
maybe
we
can
make
some
more
progress,
because
I
think
it's
absolutely
critical
for
a
policy
making
board
to
have
the
data
that
this
presents
and
not
just
in
the
one
year,
but
to
develop
it
over
a
historical
perspective.
G
G
Alderman
sage,
alex
thanks
very
much.
I
I
yeah
I've
done
a
little
bit
of
this
and
I
understand
the
the
scope
of
this
and
this
is
outstanding,
and
and
so
I
really
appreciate
that-
I
think
terry-
you
mentioned
something
that
I
think
is
key,
and
that
is
what
what
you're
creating
is
a
decision
support
system
right.
I
mean
that
that's
just
absolutely
vital.
So
I
I
that's
a
giant
step
forward,
so
I
really
appreciate
that
just
kind
of
three
kind
of
general
questions
just
for
my
understanding
alex.
G
So
if
we
responded
to
14
of
them,
I
think
you
said
earlier
looks
like
we
we've
kind
of
reported
out
four
of
them.
So
do
we
anticipate
like
maybe
this
next
year,
we'll
we'll
maintain
those
four
and
maybe
add
five
more,
I
mean
was
this
like
a
two
or
three
year
kind
of
program
or
do
we
we
anticipate
kind
of
bringing
the
remainder
of
those
reporting
areas
into
the
year
2
effort.
D
Well,
some
of
them
like
the
youth
services
and
housing
services.
They
really
develop
their
lining
of
questioning
based
on
full-blown
departments.
A
great
example
is
facilities
management.
We
have
two
employees
and
department
head
in
charge
of
facilities.
Management
really
didn't
tailor
toward
their
line
of
questioning.
They
were
looking
at.
You
know,
full
staff
departments
with
you,
know
significant
budget,
but
have
to
look
at
the
measures
again,
but
it
really
just
didn't
apply
to
how
we
are,
how
we've
structured
our
facilities
management.
G
And
so
there
is
there's
another
benefit
of
the
enterprise
software
that
we
couldn't
have
done
with
the
legacy
system
and
and
david
certainly
caught
caught.
My
attention
when
you
said
things
like
federal
grants,
require
a
lot
of
this
outcome-based
information
bond
rating
agencies,
those
types
of
things
we
just
couldn't
do
that
without
them,
I
would
think
a
large
part
of
that
without
the
immune
system.
So
you
know,
I
think
it
speaks
to
the
wisdom
of
the
of
the
city
manager
and
and
the
staff
the
I.t
staff,
to
want
to
move
forward
with
that.
H
H
H
When
we
look
at
really
comparing
our
city,
I
mean
I
see
that
we're
kind
of
looking
at
sizes
and
population,
but
when
we
look
at
differences
in
in
culture
and
geography
in
you
know
university
towns
versus
let's
say,
if
I
may,
you
know,
blue
collar
white
collar,
all
kinds
of
major
major
factors.
I
I
really
am
kind
of
I'm
clueless
on
how
we
can
really
come
up
with
a
meaningful
comparison
to
cities
like
cities
in
california.
H
H
I
question
the
validity
of
looking
at
benchmarks,
comparing
when
we've
got
literally
hundreds
of
factors
that
differentiate
bloomington
as
a
very
unique
city
from
all
these
other
cities.
So
I
that
that's,
I
guess
that's
just
a
comment,
but
I
guess
what
concerns
me
is:
is
the
data
really
going
to
be
presented,
as
you
know,
statistically
significant
fact
to
our
citizens,
and,
and
can
we
really
do
that?
I'm
not
sure,
but
that's
a
comment.
I
guess
a
question
would
be
the
cost
of
this.
H
I
don't
know
I
assume,
there's
a
cost
to
belong
to
the
city
managers
association.
I
I'm
sure
you've
spent
hours
many
many
hours
on
this
alex.
I
would
think,
and
I'm
really
interested
in
what
this
is
going
to
cost
the
city
in
staff
time
in
you
know,
membership
to
these
organizations
program
software
et
cetera,
et
cetera.
Is
there
any
way
to
even
begin
to
talk
about
costs
associated
with
doing
this.
C
If
I
could
answer
that-
and
yes,
there
is
some
cost
just
to
be
members,
but
I
would
you
know,
put
forth
what's
the
cost,
if
we
don't
do
any
of
this
comparable,
we
can
talk
about.
You
know
what
what
does
good
value
mean
in
providing
the
service
sooner
or
later,
we're
going
to
have
to
answer
even
for
ourselves?
What
does
it
cost
to
provide
many
of
the
services,
and
so
we're
going
to
have
to
even
gather
that
data
ourselves
just
to
look
inward
for
each
and
every
one
of
our
programs?
C
A
C
My
advice
and
counsel
is:
let's
look
at
those
things
that
really
concern
us
things
that
we
want
to
measure
ourselves
to
collect
the
data
to
even
look
inwardly
and
then
that
we
think
are
maybe
some
of
those
higher
priorities
things
we
really
need
to
look
at.
Unfortunately,
too
often,
even
in
many
of
our
departments,
we
don't
even
have
some
of
the
basic
workload
information.
Some
do
some.
Don't?
How
can
you
measure
progress
unless
you
have
some
baseline?
C
How
can
you
measure
efficiency
if
you
don't
have
at
least
some
of
the
costs
of
what
it's
costing
us
today,
so
that
we
can
measure
going
forward?
So
all
this
is
helping
us
kind
of
forcing
us
really
to
start
at
first
base,
and
you
know
home
plate
really
starting
to
get
that
data
before
we
can
even
be
able
to
come
to
you
and
give
you
opinions
on
how
efficient
effective
we're
providing
this.
So
I
think
that's
even
the
better.
A
A
H
Thank
you
very
much
mayor.
I
think
what
I
can
conclude
from
this
is.
We
have
no
idea
of
the
cost
as
far
as
staff
times,
and
and
such
I
mean
we
can't,
we
can't
there's
no
way
to
do
it
and
then
what's
the
cost
of
not
doing
it,
you
know,
I
I
understand
that
I
understand
the
use
in
in
in
grants.
I
really
don't
need
any
more
explanation
david.
I
do
understand
exactly
what
what
you're
getting
at
here,
but
you
know,
fortunately
in
financial
reporting.
H
We
know
the
benchmarks,
you
know:
debt
per
capita
reserves
et
cetera,
et
cetera.
We
and
we
know
our
bond
rating,
which
is
probably
the
ultimate
way
the
city
is
rated
these
other
benchmarks.
It
is
good
to
know
it
is
good
to
calculate
what
what
our
starting
point
is,
but
for
comparisons
to
cities
in
california
or
around
the
country.
A
G
G
G
This
is
really
becoming
almost
a
compliance
issue.
More
and
more
people
are
asking
for
it,
whether
it's
the
public
or
whether
it's
a
accounting
group
or
whatever.
So
I
think
we're
you
have
to
start
somewhere
and
we're
going
to
see
some
things
that
are
maybe
questionable
we'll
get
there,
and
maybe
it's
good
better
best
or
some
kind
of
a
slogan
like
that
or
one
percent
each
time.
But
I'm
really
appreciative
of
the
work
that
we've
started
and
look
forward
to
improving
it
as
we
go.
I
You
alex
a
great
job,
I
really
enjoyed
it
reading
it
and
it
looks
like
a
pretty
large
undertaking.
So
I
have
one
comment
and
a
question.
I
I
do
understand
the
the
concern
about
the
numbers
and
I
I
initially
myself
had
the
same
concern.
You
know
what
does
that
mean?
I
mean
who
are
we
comparing
ourselves
to?
We
could
compare
ourselves
to
somebody
who's,
not,
although
they
are
the
highest,
they
seem
to
be
the
highest
rated,
but
yet
it's
not
that
great.
I
You
know
people
who
experience
the
service
might
feel
differently
about
it,
but
at
the
same
time
I
I
think
it
it
still
provides
a
foundation
from
which
you
work
on
and
eventually
over
the
years.
You
know
as
we
make
improvements,
then
it
provides
a
way
of
comparing
even
ourselves
to
where
we
were
before.
So
I
think
in
that
sense
it
it's
pretty
good.
I
My
my
question
is
is
more
about
the.
How
and
you
know
how
it's
going
to
work
over
the
next
you
know
few
years
and
how
is
the
staff?
You
know
what
seems
like
a
large
undertaking
to
me.
How
is
the
staff
going
to
cope
with
it
and
how
are
we
going
to
organize
it?
You
know
I've
heard
you
talk
about
committees,
you
know
in
other
areas
to
analyze
the
the
the
information
and
and
work
with
it.
So.
J
J
Those
are
the
folks
that
are
going
to
know
how
to
do
it
better
and
I
don't
think
we're
even
asking
okay
in
some
departments,
I'm
sure
we
are,
but
many
of
the
guys
that
I
talk
with
public
works,
don't
feel
like
their
ideas
go
anywhere.
Okay
and
I
think
that's
one
place
if
we
want
to
save
some
money,
we
want
to
look
at
some
real
efficiencies.
We
ought
to
talk
to
the
guys
that
actually
do
the
job
day
in
and
day
out,
thanks
so
much.
A
C
Mayor
and
council,
we
know
that
you
know
we
all
have
a
lot
invested
in
this
10
million
dollar
street
project.
It
has
required
us
to
have
existing
staff
redirect
their
efforts.
You've
also
approved
some
contracts.
We
wanted
to
give
you
a
quick
update
and
also
share
with
you,
our
current
projection
and
timeline
of
when
we
would
be
bringing
back
to
you
a
contract
to
do
the
work,
as
well
as
what
you
can
expect
in
the
months
ahead,
and
then,
following
that,
we
thought
it
appropriately
to
talk
about
curb
and
gutter
so
work.
K
City
manager,
hills,
thank
you
so
much,
I'm
pulling
up
right
now,
as
we
speak,
trying
to
get
the
presentation
going
as
as
you're
well
aware,
this
this
amount
of
resurfacing
is
unprecedented
for
for
the
city
of
bloomington.
The
amount
of
effort
that
this
has
gone
into
for
a
10
million
dollar
bond
is
two
and
a
half
times
what
we've
done
in
the
past.
So
it
is
significant
on
top
of
that.
We're
very
thankful,
but
we've
also
been
looking
at
the
sewers
and
that's
caused
us
some
additional
complexities.
K
So
as
we
go
through
this,
it's
good
for
you
to
keep
that
in
mind.
I
say
all
that
to
let
you
know
that
that
I'm
so
proud
of
our
staff
at
how
hard
they've
been
working.
You
need
to
know
that
they've
really
put
in
a
lot
of
time
and
effort
into
to
going
through
this,
and
we
are
on
schedule.
We
have
been
breaking
a
lot
of
backs
to
keep
on
schedule,
but
but
they
have
really
done
a
tremendous
job
of
of
doing
that.
K
So
with
that
being
said,
I
will
go
through
this
presentation.
So
with
this,
you
know
that
we've
we've
already
started
with
the
ratings.
You
know
about
that.
We've
gone
to
the
master
list
to
which
you've
seen
and
we
had
on
the
internet
for
everybody
to
see
what
we've
done
since
then,
I
thought
it'd
be
beneficial
for
the
council
to
see
an
example
of
what
we
look
at
whenever
we
look
at
the
what
our
staff
looks
at,
we
also
we
actually
go
out
in
the
field.
K
K
The
important
thing
for
you
to
know
is
throughout
the
process
the
from
the
beginning
when
we
suggested
it
till
now.
This
is
subject
to
change.
We
notice
I'm
not
going
to
get
into
too
many
specifics,
because
we
don't
want
to
see
the
streets
yes
just
yet,
because
we
are
still
working
to
finalize
all
of
the
streets.
K
You
know
all
of
our
main
roads
to
which
we're
trying
to
get
to
we're
looking
at
the
arterial
roads,
we're
also
trying
to
get
into
some
of
the
residentials,
but
our
a
lot
of
our
focus
is
on
those
major
roads
in
the
city
and
then
even
we,
we
gave
a
much
larger
list
of
those
streets
where
we're
wanting
to
look
at,
but
the
thing
I
wanted
to
kind
of
hit
a
little
bit
tonight
is
sewers.
You
know
you
talk
about
resurfacing
and
why
do
you
talk
about
sewers?
K
Well,
what's
underneath
the
street,
the
sewers
and
the
with
us
doing
more
televising,
we've
always
talked
about
it's
it's
a
positive
and
a
negative.
The
positive
is
you
know:
what's
there
and
the
negative,
is
you
know
it's
there,
and
so
you
know,
I
thought
the
best
way
to
to
give
you
this
visual.
Is,
I
actually
brought
you
a
video
of
probably
one
of
the
the
ones
we
recently
have
seen
that,
I
think
really
really
is
a
I.
I
call
it
the
the
douglas
street
imef
hole,
and
so
I
think
you'll
all
like
this.
K
K
All
that
smoke
is
not
anything
on
fire
like
we
had
here
with
the
ballast
that
was
actually
the
heat
off
of
the
the
water
in
there
now
on
the
left
that
that
actually
isn't
a
manhole
that
on
the
left
that
has
actually
a
hole
in
the
sewer
there's
a
24
inch
abandoned
parallel
sewer,
the
brick
is
collapsed,
yeah
we
call
it
the
imf
sewer
because
you
could
fit
an
imet
into
it,
and
so
the
you
know
this.
This
is
the
type
of
there
are.
K
There
are
situations
like
this
that
we
run
into
so
I
think
it
was
important
for
you
to
kind
of
see
that
this
is
important
that
we
did
this.
This
is.
This
is
really
important
that
we
we
did
with
my
thanks
to
you
that
in
september,
as
a
council,
you
said
not
only
are
we
going
to
allow
public
works
to
look
at
the
street,
we're
going
to
give
some
additional
funding
and
allow
you
to
look
at
some
of
the
sewers,
and
so
what
did
we
do
from
there?
K
What
we
did
from
that
point
is
we
actually
went
out
to
the
street
to
douglas
and
we
did
repair
so
this
was
actually
in
douglas.
Some
of
you
can
see,
there's
even
if
you
drive
by
that
now,
there's
some
temporary
pavement
put
back,
but
we
used
an
emergency
repair
contract
and
we're
continuing
to
use
even
some
of
this
bond
funding,
as
we
need
to
to
do
some
of
the
fixes
on
the
roads
in
the
street.
The
intention
is
so
that
we
don't
pave
over
any
imev
holes.
We
don't
we
don't.
K
You
know,
do
any
of
that
to
where
it
comes
back
and
and
it
burns
us
a
little
bit.
That's
one
of
the
things
we
try
to
do
great
coordination
with
other
departments.
Looking
at
other
utilities.
Is
that
going
to
make
it
perfect?
One
thing
I
wanted
to
tell
you
tonight
is
it
will
not?
One
of
the
things
we
are
seeing
quite
a
bit
of
is
we're
seeing
a
lot
of
our
sewers.
Our
mainline
sewers
are
clay
which
are
you
know
they
can
be
inert.
They
can
be
good
for
a
long
time.
K
There
can
be
some
cracking
that
that
is,
that
is
along
the
hinge
that
can
cause
some
issues,
but
the
key
for
that,
though,
is
that,
if
you
line
that
pipe,
it
can
actually
be
just
fine
for
quite
a
long
time.
So
one
of
the
things
you're
going
to
find
out
of
this
is
we're
going
to
be
coming
back
and
it's
actually,
coincidentally,
already
part
of
the
sewer
master
plan.
So
this
isn't
this
wasn't
a
shock
to
us.
K
This
is
part
of
best
management
practice
to
have
a
fully
functioning
sewer
lining
program,
but
one
of
the
things
we
saw
out
of
this
was
we
have
a
lot
of
candidates
for
sewer
lining,
but
the
right
now
we're
in
those
final
phases
of
what
can
we?
What
do
we
need
to
pull
out,
and
what
can
we
leave
in
for
this
10
million
dollar
bond
those
decisions
we
have
to
have
that
done
by
february,
20th
we've
been
scrambling.
K
They
have
a
weekly
project
meeting
to
go
through
and
see
what
needs
to
be
done
to
meet
this
schedule,
so
it
is
getting
done,
but
here's
the
key
when
I
was
just
talking
to
the
staff
right
before
I
came
over
here
and
I
was
saying
what
are
you
finding
the
most
of
because
this
was
the
person
that
was
looking
at
video
the
whole
weekend.
So
his
eyes
were
a
little
bloodshot,
but
he
was,
he
had
been
he'd
really
been
pouring
out.
K
So
he
said
you
know
what
I'm
seeing
more
of
he
said,
I'm
seeing
more
sewer,
lateral
issues,
I've
seen
a
lot,
that's
where
the
pipe
leaves
the
main
line
and
goes
to
the
residence,
and
so
you
know
as
a
city
we
we
can
come
through
and
we
can
televise
the
main
line.
But
if
there's
some
some
issues
within
the
right-of-way
on
the
private
street,
I
I
want
to
make
sure
I
say
this
publicly
in
front
of
you
in
the
future.
K
There
are
some
clear
places
and
times
when
you
have
to
dig
you
know
we
aren't
able
to
televise
all
of
the
sewer
laterals.
So
there
might
be
issues
still
even
with
us,
televising
the
sewer
and
coordinating
with
the
water
department
and
doing
everything
we
can
do.
There
still
might
be
times,
we've
done
due
diligence,
but
there
there
there
definitely
are
some
sewer,
lateral
issues
out
there
for
us.
So
with
that
being
said,
we're
finishing
up
our
documentary.
C
K
Well,
thank
you,
city
manager.
That's
a
great
point,
we'll
I'll
get
you
the
numbers,
I'll
email,
that
out
through
the
city
manager
past
that,
but
this
what
you're?
Seeing,
though,
is
a
change
in
practice
we
do
have
a
camera
truck
in
house
that
normally,
though,
is
utilized
whenever
we're
doing
digging
operations
to
check
on
backups
things
that
we
need
to
do
for
more
point
issues,
and
it
also
is
for
for
us
to
televise
new
new
subdivisions
before
they're
accepted
to
make
sure
that
the
pipe
is
okay.
K
We
aren't
currently
at
a
staffing
level
where
we're
able
to
televise
the
thousands
of
pipe
thousands
of
feet
of
pipe
miles
of
pipe
in
the
city
of
bloomington
that
we
have
to
be
able
to
keep
up
with
that
we're
not
at
a
staffing
level
for
that.
So
we'll
get
that
data
to
you.
But
the
key
thing
for
you
to
know
is
this:
this
large
scale
television
has
been
critical
for
us
and
we
need
to
continue
to
maintain
something
like
this.
K
The
key,
though
another
thing
to
focus
on
the
city
manager,
pointed
out
there's
a
difference
between
the
the
regular
pipes
and
the
brick
sewers.
Brick
sewers
are,
you
know
over
100
years
old,
some
of
them
early
1900s
in
in
many
many
ways,
and
those
sewers
in
particular
we're
seeing
a
lot
of
issues,
maybe
not
an
imf
hole
but
a
basketball
hole,
and
so
it's
a
so.
So
what
we're
trying
to
do
right
now
is
assess.
Can
it
be
point
lined?
Does
it
need
to
be
dug
up
and
repaired?
K
K
We
continue
to
ask
for
flexibility
from
our
council,
because
you
know
what
we've
done
is:
we've
tried
to
mitigate
everything
we
can
to
get
take
care
of
it,
take
care
of
all
contingency
factors,
but,
as
always
throughout
the
course
of
a
year
as
you
mill
mill
down
with
streets
you're
going
to
find
some
other
issues.
Possibly
we've
done
everything
we
can,
but
that
can
happen.
So
we
will
continue
to
work
off
the
best
information
we
have.
K
So
we
are
on
schedule
to
bring
back
to
the
council
on
the
24th
of
march
well,
before
even
the
end
of
the
fiscal
year
before
the
the
asphalt
plants
open
up
a
10
million
bond
for
your
approval
for
the
contract
to
be
approved.
So
at
this
point
then
I
tried
to
get
through
that
in
a
timely
fashion,
to
give
you
time
to
ask
questions.
You'll
also
notice
in
your
packet,
a
handout
with
some
of
the
additional
information.
G
K
Yeah,
it
will
be
broken
down,
but
it's
not
going
to
be
broken
down
to
the
level
that
we
have
in
the
past.
Some
of
what
we've
tried
to
do
it's.
This
has
been
a
difficult
one
for
us.
If
I'm
just
being
honest,
the
size
of
this
contract
has
been
difficult
for
for
us
to
be
able
to
get
our
arms
around
it.
What
we're
trying
to
do
is
we
are
going
to
bid
a
large
enough
scale
that
it
won't
be
able
to
accommodate,
as
sometimes
we
try
to
do
a
lot
of
times.
K
Just
you
know,
we
make
a
lot
of
effort
for
our
regular
annual
program
to
have
some
smaller
dollar
ones,
so
even
some
of
our
local,
even
without
naming
names,
some
of
our
smaller
asphalt
volume
vendors
to
be
able
to
bid
on
with
as
much
work
as
we
had.
We
weren't
able
to
break
it
up
into
that
kind
of
component,
so
we
are
looking
at
larger
scale
operations.
K
Good,
that's
good
great
question
most
likely
it
could
be
multiple
contractors,
though
there
is
a
contractor
from
out
of
town
that
has
the
potential
to
come
in
and
bid
that,
and
so
that
is,
that
is
possible.
So
it's
otherwise
we
would
have
made
the
recommendation
to
you
to
do
a
sole
source
and
staff
did
not
make
that
recommendation,
because
it
is
our
hope
that
it
will
be
a
multiple
contractor
bid,
but
we
can't
guarantee
that
okay.
K
What
our
bond
does
is
the
bond
money
that
we
have
it
is
trying
to
it
takes
into
account
some
of
the
the
ratings.
Some
of
the
concerns
that
people
have
expressed
a
balance
between
arterials
and
residentials
potholes
are
indicative
of
an
overall
pavement
rating.
Once
we
start
seeing
four
and
under
for
our
pavements
they're,
just
indicative
you're
gonna
start
seeing
them
the
way
we're
hitting
our
potholes.
K
K
You
know
the
compaction
equipment
that
we
have
it's
wider,
we're
able
to
get
better
patches
done.
That's
allowing
us
to
deal
with
the
pothole
areas
that
we
can't
do
enough
resurfacing
right
now,
we're
not
to
the
tipping
point
you
a
lot
of
you
have
asked
me
off
sometimes
off
the
side,
sometimes
publicly.
When
are
we
to
the
tipping
point
yet
is
this?
Is
this
the
tipping
point
we're
finally
ahead?
We're
not
there
yet,
but
we're
getting
there.
K
This
this
bond
does
help,
but
we,
the
the
things
that
are
going
to
get
us
over,
that
hump,
are
the
permanent
pothole
patching
the
pavement
preservation
and
your
continued
belief
in
us
moving
forward
with
our
streets
that
will
that
will
be
what
will
eventually
and
hopefully
in
in
a
short
number
of
years,
get
us
to
that
tipping
point.
We
can
finally
get
ahead
of
the
game
and
be
spending
good
money
instead
of
trying
to
always
deal
with
the
worst
first.
C
And
mayor
just
jim's
going
to
go
through
this,
but
I
just
want
to
make
this
comment
is
I
think,
as
we
found
with
the
locus
colton
project,
the
public
works
department,
the
engineers
had
a
program
kind
of
an
internal
policy
on
what
carbon
gutter
was
going
to
be
replaced,
which
was
not,
and
unfortunately
we
continue
to
have
a
lot
of
citizen
concerns
raised.
We
had
aldermen
raising
those
concerns
too
wanting
us
to
do
more
kermit
gutter
replacement,
rather
than
less
or
to
follow
with
kind
of
our
standard
protocol.
C
We
can
do
that,
but
we
would
do
a
lot
less
in
miles
and
tonight
what
we
want
to
make
sure
that
you,
as
policy
makers,
make
sure
that
you're
on
board
and
comfortable
with
what
we're
going
to
do
going
forward.
If
you
feel
otherwise
now
is
a
great
time
to
give
us
that
input,
but
again
we're
speaking
from
experience,
and
many
of
you
have
been
there
done,
that
you've
heard
from
people,
so
jim
kind
of
share,
with
everyone
kind
of
our
current
protocol
and
practice
on
curb
and
gutter
replacement.
When
we
resurface
the
city
street.
K
Our
staff,
in
anticipation
of
this
bond
project,
took
to
the
city
council,
the
the
infra
to
the
excuse
me
not
to
the
city
council,
to
the
infrastructure
committee
kind
of
what
we
were
looking
to
do
with
the
curb
and
gutter,
because
we
knew
there
was
going
to
be
a
lot
coming
up.
We
had
seen
some
of
the
issues
we'd
experienced
with
locus
colton
project
and
we
understand
people
care
about
their
the
curb
appeal.
K
K
So
in
summary,
up
on
the
screen,
you
can
see
some
of
the
same
information
that
is
before
you
in.
In
summary,
it
takes
about
twice
as
much
money
just
over
twice
as
much
money.
If
you
want
to
do
the
mill
and
fill
plus
carbon
gutter
replacement.
So
if,
if
the
council
were
as
opposed
to
just
spot
repair,
what
we
do
now,
it's
not
as
if
we
ignore
curb
and
gutter
not
at
all
that
is,
but
what
we
do
is
we
do
point
repair
and-
and
that's
where
we
look
at
what's
serviceable,
what
isn't
serviceable?
K
How
do
we
try
to
get
this
curb
to
where
it
is
not
perfect?
It
really
isn't,
but
it
will
be
functional
and
that's
where
that
definition
can
be
difficult
as
well.
For
folks,
what
might
be
functional
to
some
means
pretty
and
the
entire
way
across
my
property
and
to
others
it's
working
and
serving
to
as
the
barrier
for
the
parkway.
So
let's
look
at
that
serviceability
for
the
curb
and
gutter
the
the
functions
of
it
is
to
carry
the
storm
water.
K
Now
it's
a
barrier
between
the
street
and
the
parkware
lawn,
something
an
interesting
point
for
you
to
know
as
a
council
that
if
we
have
to
replace
more
than
40
percent
of
the
curb
it's
cheaper
for
us
to
just
replace
all
of
it
because
point
carbon
gutter
repair
does
cost
more
than
when
then,
whenever
you
do
the
full
curb
and
gutter.
So
it's
good
for
you
to
know
that
it's
not
as
if
we
don't
understand
that
concept
as
well.
K
So
we
have
to
look
at
that
why
it
used
to
be
a
practice
from
the
city
of
bloomington.
I
think
I've
told
you
as
a
council
this
before
that
we'd
always
just
overlay.
We
just
come
in
and
we
wouldn't
mill
necessarily
just
put
asphalt
over.
What's
there
and
overlay
the
gutter
pan
and
keep
overlaying
and
overlaying,
we
actually
had
some
streets
to
look
like
a
parabola.
You
know
they
just
had
a
nice
big
hump
in
the
middle
and
you'd.
You
know
you
drive
down
the
road
just
in
an
angle.
K
It
almost
felt
like
that
you
could
use.
That
was
just
what
was
done.
That
was
the
way
that
it
had
been
done
for
a
long
time.
The
reason
why
that
didn't
work
now
that
we're
finding
is-
and
I
understand
the
point
of
why
they
did
that-
was
to
save
money.
They
they
did
that
knowing
so
it's
in
defense
of
them.
K
They
did
that,
knowing
that
it
would
save
money,
it's
much
cheaper
to
do
that
than
to
mill
and
fill,
and
you
can
do
that
a
few
times
before
you
have
to
be
worried
about
the
current
gutter,
but
now
staff
and
the
city
we're
dealing
with
some
of
the
the
outcome.
You
can
see
this
nice
picture
up
on
the
screen.
What
kerbin
gutter
it
looks
like
a
piece
of
concrete.
That's
six
inches
wide
right
beside
the
road
that
used
to
be
a
curve
and
gutter.
It's
just
been
overlaid
so
much.
K
We
can
see
that
in
many
parts
of
the
community
the
standard
curve
is
six
inches
high.
What
we
try
to
deem
as
serviceable
as
two
inches-
it's
not
as
if
two
inches
is
perfect,
but
two
inches
still
allows
for
some
water
to
be
carried.
It
still
allows
for
it
to
get
to
the
the
curb
and
gutter.
It
still
provides
that
balance
between
the
parkway
you
have
to
find
a
there
has
to
be
some
sort
of
level.
So
that's
where
we
still
deem
that
it's
it
carries
enough.
It's
not
perfect,
but
it's
good
enough.
K
So
this
is
just
an
example
of
what
needs
to
be
addressed,
but
some
of
the
other
things
we
have
to
balance
our
character
in
the
neighborhood.
It's
important
for
you
to
realize
that
if
we
had
to
tear
out
all
the
curve,
this
is
chrysler
by
the
way.
If
you
had
to
tear
out
all
the
curb
and
along
kreitzer,
whenever
you
tear
it
out,
it's
not
as
if
there's
nothing
behind
it.
K
You
have
to
also
tear
out
some
of
the
the
parkway
behind
that
to
be
able
to
come
in
and
do
a
full
curb
and
gutter
replacement.
One
of
the
things
that
hits
is
trees.
You
know,
there's
always
a
balance
with
trees.
I
I
I
love
a
good
tree,
just
not
necessarily
sometimes
where
they're
put,
but
that's
a
different,
that's
a
different
issue,
but
the
for
this
with
you
know.
If
we
were
to
come
in
and
tear
out
all
that
curb
and
gutter.
What's
behind
there,
you
would
impact
a
lot
of
those
trees.
K
So
that's
another
thing
we
have
to
consider.
Sandstone
bloomington
has
a
great
excuse
me.
One
second
hit
the
wrong
button.
There
sandstone
bloomington
has
a
great
history.
We've
got
a
lot
of
beautiful
streets.
That
used
to
be
brick
that
you
can
see
are
overlaid.
That's
something
that's
not
uncommon
to
see
right
right
at
the
intersection.
Sometimes
that
asphalt
will
peel
away.
The
edging
here
is
sandstone.
Sandstone
is
unique
for
us.
K
I
think
it's
just
good
because
we'll
get
this
question
every
year,
so
it's
good
for
you
to
hear
sandstone
is
extra
difficult
because
with
sandstone
you,
you
don't
want
to
remove
the
sandstone
and
put
back
new,
curb
and
gutter
that'd
be
the
worst
thing
that
could
happen
because
as
soon
as
you
take
that
sandstone
away,
it's
like
the
bookends
on
a
shelf
that
all
those
books
which
are
the
brick
would
all
fall
out
and
the
sandstone
are
what
holds
it
together.
Bricks
can
be
a
great
base
and
they
can
be
a
great
street.
K
But
if
you
take
the
ends
off
of
it,
they
just
fall
apart
like
a
deck
of
cards,
and
so
the
sandstone
is
really
important.
We
would
actually
even
look
at
if
we
were
to
ever
and
when
we
do,
because
it's
difficult
when
we
do
we'd
almost
look
at
grinding
down
the
surface
and
putting
an
adjacent
curb
and
gutter
beside
it
rather
than
taking
out
the
sandstone
that'd,
probably
be
better
from
just
an
overall
constructability
standpoint,
but
we
usually
opt
to
leave
it
as
it
is
that's
important
for
you
to
know.
C
Mayor,
if
I
might
in
alderwoman
stearns,
you
might
want
to
comment
because
I
I
think
you
were
the
first
one
in
locust
colton.
We
really
got
into
some
streets
like
east
jefferson,
which
I
know
as
you
brought
those
concerns
to
me
and
jim.
When
I
went
out
there
boy,
they
did
look
bad
and
I
think
in
hindsight
again,
we've
had
a
lot
of
discussion
of
trying
to
make
sure
up
front.
Let's
try
and
avoid
you
know
some
of
these.
C
H
Right
well,
one
of
the
one
of
the
things
that
happens
when
the
city
does
re,
repave
or
resurface.
The
street
is
citizen
expectations
and
that's
not
always
understood,
particularly
on
that
1200
block
of
east
jefferson,
I'll
just
use
that
one
kreitzer
is
another
one,
but
they
their
street
was
torn
up.
They
underwent
a
lot
of
you,
know,
hardship
and
inconvenience,
so
they
assumed
we're
getting
a
brand
new
street,
and
this
was
one
where
overlay
had
been
put
on
and
certainly
we're
not
going
to
have
drainage
problems.
H
H
H
But
yes,
the
citizen
expectation,
is
extremely
important
and
needs
to
be
dealt
with.
You
know
I'm
a
fan
of
doing
the
curbs
the
new
curbs
because
of
the
drainage
issues,
just
because
you
know
when
the
city
goes
in
and
endeavors
to
do
that.
People
want
to
see
a
really
nice
professional
finished,
thorough
job
like
frankly,
they
did
get
on
country
club
and
and
it's
an
example
of
a
beautiful
job
really
and
they
appreciate
it,
but
their
entire
street
was
torn
up.
I
mean
it
was
just
you
know
there
and
they
had
no
curbs.
G
Yeah,
jim,
the
fact
that
it
costs
more
than
twice
as
much
to
do
the
curves
is
information.
We
need
to
be
able
to
talk
to
citizens
and
say
you
know
we're
going
to
spend
10
million
dollars
and
we're
going
to
get
this
many
streets,
and
if
we
do
all
the
curbs
we're
only
going
to
have
to
many
streets,
we'd
rather
do
more
streets.
So
I
we're
going
to
have
to
be
the
ones
sort
of
stand
up
and
say
guys.
G
And
we
have
about
and
we
have
private
roads
all
throughout
the
city-
correct,
that's
over
43
miles
so
about
five
percent
of
more
that
we
don't
take
care
of
at
this
point:
okay,
yeah!
I
I
just
think
it's
important
to
know
that
it's
going
to
be
up
to
us
sort
of
stand
up
and
say:
yeah
we'd
like
perfect,
curbs
too,
but
that's
not
in
the
cards.
Folks.
K
What
I
will
ask
is:
if
council
does
like
you
know
what
again,
if
council
agrees
with
what
we're
doing
all
this
information
we're
going
to
be
putting
out
on
the
internet,
so
anybody
who
goes
out
to
see
what
we're
doing
we
want
to
educate.
We
want
them
to
understand,
because
I
think
all
the
concerns
are
exactly
right.
Expectations
are
very
important,
and
that
happens
through
education
and
communication,
and
that's
how
you
know.
We
really
want
to
be
very
forthright
and
here's
we're
not
to
that
tipping
point.
K
It's
very
easy
to
communicate
we're
not
to
that
tipping
point
with
our
streets,
so
we
want
to
get
as
many
streets
as
we
can
done,
and
this
is
a
way
to
balance
that
so
maybe
some
point
we'll
be
to
that
level
where
we
can
deal
with
every
street
in
that
way,
but
we're
not
there
to
that
point.
Yet
at
least
that's
what
staff
would
recommend
only
yeah.
G
And
jim,
if
if
we
were
to
take
and
say
let's,
let's
do
another
map
that
says
we're
going
to
do
all
the
gutters
we'd
have
a
map
with
half
as
many
streets
being
done.
Maybe
we
should
have
that
map
just
so
that
we
could
say
here
are
the
people
who
won't
get
a
streak
done
if
we
do
all
the
gutters
out
and
that
might
help.
C
K
What
with
that,
the
reason
why
macarthur
and
then
also
linden
those
two
streets
we're
looking
at
because
they
look
like
the
linden,
for
example,
is
you
know
the
street's
been
patched
it's
a
patchwork
of
the
street.
There's
no
curb
left
it's
shot.
It
is
a
is
a
collector
road
as
well.
You
know
it's
really
a
feeder
road
for
a
lot
of
areas.
K
Some
of
the
the
concerns
for
linden,
though,
is
that
we
actually
want
to
look
at
widening
in
a
little
bit,
because
it's
only
26
feet
wide
and
it's
not
even
a
30-foot
residential
and,
with
you
know,
carrying
as
much
traffic
as
it
does.
We,
we
really
want
to
look
at
doing
a
kind
of
a
joint
effort
to
widen
it
and
the
same
thing
with
macarthur
macarthur
in
a
specific
area
needs
to
be
widened
a
little
bit
because
the
the
curb
has
failed,
but
we've
reached
out
to
citizens
wanted
to
get
some
input
from
them.
K
Lyndon,
I
will
say,
is
a
concern
for
us
right
now:
we're
going
to
be
preparing
a
letter
for
them,
so
if
they're
listening
they
can
get
a
little
preview,
but
where
there
might
be
some
potential
concerns
with
some
of
the
sewers
and
some
of
the
utilities
and
the
water
mains.
So
so
again,
we
always
have
to
look
at
that.
We
we
want
to
get
some
feedback,
but
part
of
that
process
is
what
we're
going
through.
Okay,.
H
H
K
I
K
John
kennedy,
our
director
of
parks
and
recreation
and
cultural
arts,
we
we
always
have
the
we
always
have
the
good
enjoyable
conversation
that
you
try
to
balance
that
that
beauty
and
aesthetics
with
the
fact
that
a
lot
of
times
the
trees
get
into
your
sanitary
sewer.
They
break
up
your
curb
because
they're
pushing
against
them
they're
lifting
up
your
sidewall,
causing
concerns
with
that.
K
So
there's
a
balance
and,
and
so
out
of
complete
respect
for
we
love
the
trees
in
the
parkway,
because
they're,
beautiful
and
people
want
to
live
there,
but
then
there's
the
other
side
of
it
too.
So
there's
that's
one
of
the
issues.
Actually
we
look
at
our
sidewalks
and
what
causes
some
of
our
sidewalk
low
rating
a
lot
of
times
it's
trees.
A
Great
well,
thank
you
very
much.
I
appreciate
that
and
we
will
move
right
along
to
our
next
two
items
here
and,
of
course,
they're
related.
The
first
is
the
fy
2014
action
plan,
update
we've
got
about
10
minutes,
budgeted
for
that,
and
then
we
have
a
draft
of
the
fy
2015
action
plan.
So,
let's
start
with
2014
and
I'll
turn
over
briefly
to
city
manager,
hales,
and
then
we'll
see
what
comments
questions
we
have
from
the
city
council.
C
Very
briefly,
we
tried
to
give
you
an
update
of
where
we
stand
on
these
projects.
I
think
there
was
24
of
them
keep
in
mind.
Let
me
even
go
back
to
the
title
because,
often
times
the
question's
been
asked.
Well,
what's
this
list
for
we've
entitled
it
city
manager
action
plan
because,
as
far
as
my
performance
evaluation
goes,
why
I've
prepared
this
list
for
next
year
is
that
these
are
priorities
which
you
have
given
me
as
the
city
manager
to
address
during
this
upcoming
year.
C
There's
no
doubt
that
I
think
the
24
was
overly
aggressive
and
we
did
run
into
some
funding,
sometimes
some
resource
issues
in
many
of
these
to
where
we're
we're,
really
just
physically
and
financially
just
haven't
been
able
to
complete,
but
I'm
not
going
to
go
through
the
list.
I
will
just
say
we
wanted
to
give
you
that,
as
background
to
get
into
the
fiscal
year
2015
action
plan,
because
that's,
I
think,
the
more
important
one
I've
so
before
going
to
fiscal
year,
2015
I'll
just
see.
C
G
C
C
To
me,
I
think
something
like
that
would
show
up
in
our
five-year
capital
improvement
program,
because,
ultimately
you
know
what
we're
looking
at.
There
is
the
city
being
a
financial
contributor
to
a
facility.
That's
going
to
be
in
a
county
owned.
You
know
facility
things
of
that
nature,
so
that
would
be
an
individual
project
within
the
five
year,
but
and
we're
taking
that
into
account
too,
as
we
put
together
the
fiscal
year,
2015
annual
budget
as
well.
A
Well,
we're
continuing
to
do
that
and
probably
will
have
a
transparency
ordinance
to
bring
to
legal
shortly,
but
is
that
really
one
of
the
top
things
that
the
city
manager
is
actually
pursuing,
and
especially
if
it's
something
that
we
think
we
may
make
some
substantial
progress
in
the
next
60
days
or
so
even
before
2015
begins.
So
if
there
were
things
like
that,
it
doesn't
mean
we're
not
committed
to
them,
doesn't
mean
we're
not
going
to
keep
moving
forward
it.
A
Just
they
may
not
be
one
of
our,
as
you
have
here,
roughly
10
top
priorities.
Obviously
the
route
66
visitors
center
to
get
our
share
route
66
money
that
we
don't
get
in
downtown,
et
cetera
renovation,
economic
development,
that's
obviously
important,
but
again
it
doesn't
have
to
be
necessarily
on
the
city
manager's
list
that
he
would
then
be
evaluated
for
right
like
right
now.
A
Obviously,
we're
we're
still
waiting
to
hear
from
the
state
because
we're
hoping
to
get
the
quarter
of
a
million
dollars
to
help
take
care
of
as
much
of
the
funding
gap.
So
anyway,
I
don't
mean
that
that's
the
city
manager
and
I
were
talking
about
it.
I
don't
know
that
I
actually
took
a
look
at
or
he
said
you
know.
Are
you
okay
with
this
group
of
ten,
but
I
think
we
talked
about
a
lot
of
these
items
and
said
you
know
as
we're
pairing
these
down
to
make
it
a
little
more
manageable.
A
A
E
You,
mr
mayor,
so
on
a
high
level
having
seen
a
couple
different
variety
versions
of
this.
I'm
not
never
really
been
a
fan
of
the
format
of
this,
in
the
sense
that
I,
when
I
see
something
in
progress,
you
know
that
could
be
five
percent
towards
progress
95
towards
progress.
There's
also
a
lot
of
subtasks
that
go
into
this,
and
so
you
might
have
you
know
all
your
ducks
in
a
row,
but
one
thing's
missing
and
you
can't
say
it's
complete.
E
So
when
I,
when
I
see
this
I'd,
be
interested
to
see
that
the
2014
one
come
back
with,
maybe
some
percent
of
how
close
we
are
to
reaching
that
goal
and
then,
as
we
talk
about
2015,
set
clear
guidelines
as
to
where
we
are
along
each
one
of
the
ones
that
we
decide
are
on
the
action
plan.
My
suggestion.
C
Let
me
first
give
the
why
this
is
so
heavy
on
capital
improvement,
programming,
there's
kind
of
a
rhyme
and
reason
to
that.
First,
you
know
we
we
brought
to
you
a
nice
executive
summary
on
stormwater
and
sanitary
sewer.
What
we
haven't
brought
to
you
is
a
document
that
would
say:
here's
our
20-year
stormwater
and
sanitary
sewer
master
plan
that
financially
is
feasible
for
the
city
to
move
ahead
with
you
know,
with
priorities,
giving
current
or
possibly
enhanced,
funding
sources
revenue.
C
As
you
know,
in
those
two
we
have
storm
water
fees.
We
have
sanitary
sewer
fees.
What
staff
is
still
going
through
literally
900
pages
of
backup
material?
That
is
part
of
that
master
plan.
I
think
all
of
you
got
a
disc
with
maybe
the
first
installment
of
some
of
that
backup
material,
a
true
and
why
I've
got
five-year
capital
improvement
plan.
A
true
five-year
capital
improvement
plan
is
something
we
want
you
to
approve.
Ultimately,
as
a
council,
it
will
have
priorities
and
it
will
be
something
financially
that
we
have.
C
You
know
in
our
analysis
and
financially
vetted
said.
Yes,
that's
doable
given
current
revenue
sources,
whether
they're
from
these
fees,
whether
it's
from
grants,
whether
it's
from
loans,
etc,
etc.
We
still
have
a
ways
to
go
with
stormwater
and
sanitary
sewer.
It
is
my
hope
that
eventually,
we
have
a
20-year
capital
improvement
program
for
you
to
adopt,
but,
frankly,
right
now,
I
think
one
of
the
big
goals
for
this
upcoming
year
is
before
the
end
of
fiscal
year.
C
2015
have
you
approved
this
five
year
because
I
think
there's
going
to
be
a
major
political
financial
challenge
to
even
getting
that
five
years.
You
know
cip
together.
Just
because
of
these
needs
are
so
massive.
Keep
in
mind.
I
think
we've
talked
about
this
20-year
master
plan.
When
everything
comes
together,
it's
probably
going
to
be
a
little
under
400
million
dollars
in
deferred
maintenance,
deferred
capital
needs
things
that
have
to
be
done
for
future
growth,
building
capacity,
etc,
etc.
C
So
what
I've
tried
to
do
here
is
kind
of
bring
back
in
some
of
the
key
elements.
Some
of
it's
like
facilities.
We
gave
you
a
report,
we
haven't
brought
you
that
prioritized
list
and
the
struggle
we're
really
having
is,
especially
in
these
general
revenue,
general
tax
revenue
funded
projects
which
sidewalks
facilities
downtown
streetscape,
streetmaster
plan.
C
Many
of
these
pertain
to
it's
a
little
easier
to
take
in
our
water
sewer,
storm
water
and
say
you
know:
here's
the
fees,
here's
we
have,
at
least
in
the
last
five
years,
taken
those
sanitary
sewer
and
storm
water
and
brought
them
back
into
the
black,
with
possibly
the
exception
of
storm
water.
Five
years
ago,
sanitary
sewer
was
six
million
in
the
red
part
of
what
we
had
to
do
is
just
get
that
back
into
black.
C
You
know,
and
part
of
that
was
under
budgeting,
our
expenditures
so
that
we
could
create
some
surpluses
to
eliminate
that.
So
that's
why
you're
seeing
a
very
heavy
emphasis
on
infrastructure,
which
I
think
everyone
would
agree,
that's
where
we
have
to
set
the
priority
and
frankly,
to
get
to
long-term
financial
planning
which
brings
back
in
operations.
C
You
know
existing
programs
personnel
things
of
that
nature.
It's
critical
that
we,
ultimately
hopefully
by
the
end
of
the
year,
have
that
five-year
cip
we're
realistic
and
we
can
truly
set
priorities
that
the
community
and
the
residents
and
the
businesses
can
say.
Okay,
if
you're
adopting
this
plan
in
three
years
out,
you're
saying
you
will
do
this
for
water
street
so
on
and
so
forth.
They
want
to
know
that
we'll
keep
our
work.
C
They'll
want
to
know
that
we
fully,
you
know
in
best
assessed
the
overall
condition
and
the
inventory
of
all
our
infrastructure
assets,
and
we
know
what
we're
talking
about
when
we
say
these
are
the
priorities.
This
is
what
we
can
financially
do,
and
here's
going
to
be
the
funding
source
not
only
from
the
general
fund,
but
from
each
of
these
other
special
fees
that
are
levied
for
some
of
these
improvements.
C
Procurement
and
purchasing
policy
is
going
to
be
key
too
we're
trying
to
make
sure
that
we
take
a
30
40
year
old
ordinance
dealing
with
procurement,
bring
that
up
to
date.
So
much
of
that
is
going
to
be
part
and
parcel
of
many
of
these
capital
projects
and
the
funding
and
the
contracting
of
those
and
the
last
one.
This
general
fund
major
revenue
audit.
C
We
we're
nearing
the
completion
on
our
first
one
having
to
do
with
gas
and
gas
franchise
and
utility
fees
paid
to
the
city,
but
we
think
it's
important
that
our
major
revenue
is
something
that
we
feel
we're
getting
hundred
percent
of
what
is
owed
to
us
and
when
it's
not
out
to
us,
what
are
we
going
to
do
about
it?
How
do
we
go
after
that?
So
I
I
think
this
is
a
much
more
doable.
C
I
think
it
places
the
priority
on
infrastructure
and
trying
to
start
to
pull
together
all
these
separate
studies
and
things
of
that
nature
and
with
the
help
of
finance
and
all
the
departments
really
putting
together
a
realistic
financial
implementation
plan
for
the
infrastructure
needs
of
the
city
which,
in
my
understanding,
I
don't
think
we've
ever
had
in
the
city
of
bloomington
and
these
size
cities.
Typically,
I
in
day
one
I
would
have
come
and
seen
what
is
your
cip
plan,
5
10
15
years
out?
What's
your
financing
plan
to
do
that?
C
What's
your
long-term
financial
plan
for
operating
in
capital,
so
this
to
me
is
kind
of
one
of
the
highest
priorities.
Now
again,
I
I
I've
deliberately
tried
to
keep
it
small
in
number.
So
tonight
I
think
what
I'd
like
to
see
is
there
other
things
that
maybe
should
be
added
as
an
example,
I
I
didn't
throw
on
here,
revitalizing
city
government,
you
know
what
we
talked
about
in
the
retreat,
maybe
other
things
so
now.
I
certainly
would
like
your
input
and
where
does
the
majority
feel
changes
should
be
made
in
this
list
mayor
thank.
A
A
You
know
our
fiscal
year,
2015
in
may,
or
at
least
they're
all
seem
to
be
within
striking
distance,
and
so
are
these
the
top
priorities
that
we're
giving
marching
orders
to
the
city
manager
and,
of
course,
that's
the
council's
pleasure
on
this.
I'm
going
to
start
with
alderman
fizzini,
we're
theoretically
budgeted
for
10
minutes
and
we've
exceeded
that,
but
we
will
I'm.
This
is
important,
so
we're.
I
don't
want
to
silence
anybody,
of
course.
Ultimately,
thank
you.
G
We
have
43.6
miles
of
private
roads
in
the
city
and
in
the
last
five
years
I
think
we've
added
none,
which
is
probably
appropriate,
and
it
would
have
been
appropriate
if
we
never
had
any,
but
we
have
them
and
we
have
problems
with
having
people
wanting
to
have
the
city
take
these
over.
I
I
believe
we
need
to
not
address
each
one
individually,
because
I
have
two
in
my
award
and
I've
been
talking
to
these
people
for
two
to
two
and
a
half
years.
G
I
think
a
private
road
master
plan
would
address
how
we
go
about
bringing
these
into
the
city
or
not,
bringing
and
then
to
the
city
rather
than
addressing
each
one
individually
and
making
decisions
separately
so
either
as
part
of
the
downtown
streetscape.
No,
it
doesn't
belong
there.
Street
master
plan,
either
with
the
street
master
plan,
put
something
in
about
private
roads
or
have
a
separate
topic.
G
G
A
A
G
That
that's
something
that
that
is
a
legacy
issue
that
we
certainly
wouldn't
try
to
you
know
take
forward
nowadays,
but
but
again
it
I
don't
know
you
know
rob
it
may
be
part
of
the
plan.
Maybe
it's
just
a
policy
statement
too.
I
mean
something
that
that
offers
some
insight
or
guidance
in
terms
of
of
a
direction
for
for
private
streets.
Maybe
maybe
that's
an
intermediate
step,
this
side
of
the
street
master
plan.
That
would
sure,
if
one
page
policy
plan
and
that
then
we
look
at
each
one
based
on
the
policy.
E
Thank
you,
mr
mayor.
I
think
I
I'm
fine
on
the
whole
for
this,
but
it
has
a
lot
of
plans
and
a
lot
of
programs.
I'd
like
to
see
at
least
one
or
two
executions
of
here's,
where
we
were
at
in
14
and
here's
what
we
have
to
do
in
50.
That
kind
of
thing-
and
you
mentioned
the
revitalizing,
the
city
organization.
I
think
that's
something
that
is
measurable
definable.
We
can
see
progress
on
that
that
actually
requires
execution.
So
that's
my
suggestion.
A
Okay,
let's
go
back
to
that's
another
suggestion,
but
let
me
let's
see
if
we
have
a
council
agreement,
we
had
a
suggestion
by
alderman
fazzini
and
this
was
seconded
in
effect
by
not
as
a
motion
but
alderman
sage
agreed.
If
I
could
just
ask
very
quickly
if
there
is
other
cinnamon,
I'm
going
to
start
with
you,
I'm
sorry
alderman
fruit,
you're
on
my
left
and
I'm
going
to
go
and
ask
everyone
just
very
quickly
a
couple
seconds:
if
you
can
chime
in
mayor.
G
I
wish
I
could
give
you
the
answer
that
you
want
a
yes
or
no,
but
here
we
are
we're
reacting
to
something
that's
coming
up
tonight
right
and
is
this
the
night
we
want
to
add
some
more
things,
because
I've
got
a
couple
things
on
that
and
everybody
else
does
too,
and
we
just
talked
a
few
minutes
ago
about
why
we're
trying
to
condense
this
list.
Okay
and
sure
I
support
further
study
of
it.
A
G
A
Of
course,
to
some
degree
what
we
might
be
wanting
to
avoid,
but
I
understand
what
you're
saying
at
this
point:
if
you
want
to
yes
or
no,
I
support
the
interest.
Okay,
but
maybe
you
raise
a
good
point
here
if
and
maybe
mr
hales-
perhaps
what
we
can
do
since,
essentially,
you
were
looking
for
sort
of
just
quick
reactions
if
you,
if
this
was
down
for
10
minutes,
maybe
this
isn't
the
time
to
do
that.
A
If
there
are
many
other
things
that
we
we
might
want
to
address,
so
perhaps
we
can
bring
this
up
at
a
subsequent
work
session
and
then
we
we
can
all
you
know
think
about
what
we
really
think
is
something
that
ought
to
be
put
on
here
as
a
very,
very
top
priority,
and
I
think
alderman
black
raises
something
that
is
probably
should
be
on
there
as
well.
We
might
have
broader
council
support
for
that.
A
C
That'd
be
fine,
in
fact,
I
think
if,
if
each
and
every
one
of
you
want
to
email
me,
because
there
is
other
goals,
project
lists
dealing
with
a
lot
of
other
smaller
issues,
so
it
it's
helpful,
but
you
know-
and
I
would
say
if
we
were
to
add
anything-
I
would
wholeheartedly
support
adding
revitalizing
city
government.
You
know
that's
a
big
generic
catch
on.
I
think
we
had
a
lot
of
discussion.
C
I
think
in
hindsight
you
know
I
should
have
added
that,
so
I
I
certainly
see
some
value,
but
I
I
keep
in
mind
what
we're
one
of
the
things
we're
trying
to
achieve
here
or
with
anything
separate
is
what
does
not
just
one
or
two
members
want
to
see
the
city
manager
and
staff
do
this
next
year.
But,
more
importantly,
what
does
the
majority
support
the
city,
manager
and
staff
do?
Because
one
thing
where
we
look
to
your
support
is,
and
that's
why
we've
had
we
have.
C
The
committee
at
the
whole
is
just
often
time
as
we
start
off
with
a
good
idea
on
something
it.
You
know
I'll
just
use,
open
and
transparent
government.
Sooner
or
later
we
have
to
kind
of
put
some
meat
on
that
topic
and
see.
What
are
we
talking
about
specifically?
Is
it
an
ordinance
or
is
it
raising?
You
know
our
score
or
just
what
does
it
mean?
C
If
something
new
comes
up,
what
we
want
to
make
sure
is
that
this
myself
and
staff
can
say:
if
we
add
something
new,
can
we
still
accomplish
these
other
priorities,
you've
given
to
us
or
does
something
that
need
to
come
off
the
list,
but
that's
kind
of
a
you
know
an
ongoing
exercise
that
we
want
to
use
the
committee
of
the
whole
for
so
any
thoughts.
You
can
give
me
email
those
to
me
and
keep
in
mind
too,
that
all
these
are
contingent
upon
the
necessary
financial
resources
being
added
to
the
upcoming
budget.
C
So
there
may
be
some
some
some
thought
to.
Maybe
we
give
tentative
approval
to
this
pending
the
budget
review
and
if
certain
financial
resources
aren't
in
there
for
some
of
these
projects,
then
when
we
adopt
the
budget,
we
can
come
back
and
modify
this
list
to
make
sure
those
things
that
aren't
funded
come
out
of
the
list,
especially
if
they're
financially
tied
to
resources
that
are
needed.
So
thank
you.