►
Description
City Council Documents:
https://bloomington.in.gov/council/meetings
A
A
Okay,
thank
you.
Welcome
to
night
two
of
four
of
the
city's
2024
budget
hearings.
Tonight
we
will
hear
presentations
from
Bloomington
Transit
with
John
Connell.
That's
25
minutes,
city
of
Bloomington
utilities
with
thick
Calson,
also
25
minutes
fire
department
with
Chief,
Jason,
Moore,
20
minutes
and
finally,
a
police
department
with
Chief
Mike
decoff
20
minutes.
A
D
A
Thank
you
a
few
things
to
note
for
tonight.
So
last
night
a
motion
passed
for
structuring
debate
throughout
the
budget
hearings.
We
will
limit
council
member
questions
to
no
more
than
three
minutes
per
council
member
per
presentation
and
limit
council
member
comments
to
no
more
than
three
minutes
per
presentation.
A
So
this
week
we
are
hearing
proposed
budgets
from
each
department.
All
votes
taken
this
week
on
a
Department's
budget
are
non-binding
recommendations
that
reflect
the
council's
position
on
a
presented
budget.
At
this
time,
the
council's
adoption
of
the
2024
budget
will
not
include
Department
by
Department
votes.
A
A
The
three
salary
ordinances
will
include
salaries
for
officers
of
the
police
and
fire
departments,
salaries
for
appointed
officers
non-union
and
ask
me
employees
for
the
for
all
Departments
of
the
city
and
salaries
for
elected
officials,
Council
discussion
and
a
public
hearing
on
these
on
these
items
of
legislation
is
scheduled
for
September
27th,
beginning
at
6
30
PM.
The
budget
adoption
meeting
is
scheduled
for
October
11th,
beginning
at
6,
30
pm.
A
So
tonight,
as
we
did
last
night,
we
will
entertain
motions
to
recommend,
including
Department
budgets,
into
the
relevant
salary,
ordinance
or
appropriation
ordinance,
and
now
we
will
hear
from
the
Bloomington
Transit
general
manager,
John
Connell.
We
have
25
minutes
allotted
for
this
presentation.
Welcome
director
Connell.
E
Thank
you,
John
Connell,
general
manager
of
Bloomington
Public,
Transportation
Corporation
with
me
tonight
is
Krista
Browning.
She
is
the
controller
for
Bloomington
Transit.
Hopefully
between
the
two
of
us.
We
can
answer
any
questions
you
may
have
on
our
proposed
2024
budget,
so
Bloomington
Public,
Transportation
Corporation
is
a
separate
Municipal
Corporation
with
independent
taxing
Authority.
The
corporation
has
a
five-member
board
of
directors
which
have
authority
to
oversee
Corporation
two
board.
Members
are
appointed
by
the
mayor
and
three
are
appointed
by
this
Council.
E
I'd
like
to
take
a
few
minutes
to
review
some
of
the
2023
Ed
lit
projects
that
were
funded
last
year,
bring
you
up
to
speed
the
East-West
express
route
which
is
hopefully
will
become
a
bus.
Rapid
Transit
project
has
been
now
called
The
Green
Line.
We
have
a
consultant
selected
to
conduct
phase
one
and
phase
two
studies.
E
We
had
450
000
of
Ed
lit
funding
programmed
for
that
project.
Work
should
begin
in
early
September.
There
were
two
new
positions
that
we
programmed
Ed:
let
money
to
support
the
Grant
and
procurement
specialist
position
that
was
filled
in
January
that
position.
That
person
has
filed
three
Federal
grant
applications.
One
was
successful,
1.1
million
dollars,
the
manager
of
marketing
and
development
position
was
filled
in
June
we're
very
fortunate.
We
were
able
to
recruit
a
seasoned,
Transit
professional
who
was
able
to
hit
the
ground
running
with
proficiency
and
certain
Transit
planning
software.
E
E
The
Lion's
Share
of
last
year's
E.D
lit
money
was
used
as
local
match
for
the
bus
electric
bus
purchase
over
a
million
dollars.
We
originally
programmed
350
000
and
474
000
for
two
related
projects
to
CAD
AVL,
which
is
computer,
automated
dispatch,
automated
vehicle,
locating
dispatch
operating
platform.
E
E
One
of
the
big
accounts
accomplishments
this
year
is
the
passage
of
formal
adoption
of
our
strategic
plan,
which
is
called
BT,
transform,
BT,
there's
five
primary
agency
goals,
serving
customers,
Innovation
finance
and
management
employees
and
community
and
Equity.
Let's
kind
of
walk
through
these
quickly.
To
give
you
an
idea
of
what
we've
been
up
to
in
terms
of
serving
our
customers,
we
launched
same-day
scheduling
for
Access
clients,
so
this
is
a
huge
Improvement
for
the
individuals
that
use
that
program.
E
E
E
In
terms
of
innovation,
we
have
several
big
projects
going
to
cat
evl.
That
I
mentioned
we're.
Looking
at
the
an
in-house
microtransit
dispatch
platform,
electronic
Fair
collection
equipment,
we
feel
that
cash
fares
eventually
will
make
a
be
a
very,
very
small
percentage
of
of
the
fares
collected
I
mentioned
the
transit
planning
software
that
we've
already
required
we're
looking
at
bus
operator,
scheduling
software
and
we
recently
upgraded
our
payroll
software.
E
Terms
of
finance
and
management,
we
complete
it
as
a
public
agency.
We
know
how
important
it
is
to
be
good
stewards
of
of
all
our
funding.
We've
recently
completed
a
2023
train
or
review
with
the
Federal
Transit
Administration,
which
resulted
with
zero
findings
or
follow-up
issues.
That's
a
rarity.
We
received
the
achievement
of
Excellence
a
certificate
from
the
FTA.
As
a
result,
we
also
completed
our
2023
Financial
audit
with
zero
findings
or
follow-up
issues.
E
In
terms
of
employees,
we've
conducted
training
sessions
for
all
our
employees
to
cover
topics
that
were
important
to
them,
such
as
customer
de-escalation
strategy,
as
well
as
some
other
topics.
We've
held
employee
input
sessions,
so
employees
could
voice
their
concerns,
offer
ideas
and
ask
questions.
E
E
In
terms
of
community
and
Equity,
we
continue
to
offer
half
fare
discounts
to
all
disabled
and
elderly
customers.
We
have
42
non-profit
agencies
that
are
also
eligible
to
purchase.
Half
fare
media.
The
new
Fair
collection
equipment
that
we're
in
the
process
of
procuring
will
include
Fair
cap
capping
capabilities.
E
E
Talk
a
little
bit
about
ridership
good
news.
Is
it's
slowly
rebounding
to
pre-pandemic
levels?
The
first
week
of
this
fall
semester.
Ridership
was
in
line
with
pre-pandemic
levels,
very
encouraging
our
2023
fixed
route.
Ridership
is
up
30
percent
from
last
year
we're
forecasting
over
2
million
passenger
trips
for
2023..
E
E
We
also
have
6
200
hours
program
for
a
contingency
service,
so
during
the
course
of
2024,
if
opportunities
present
themselves
to
operate
new
service,
whether
it
be
a
new
route,
whatever
that,
whatever
the
case
may
be,
we
had
the
money
budgeted
to
accomplish
that
terms
of
materials
and
supplies.
1.7
million
13.92
percent
decrease.
E
E
E
E
We
want
to
use
two
hundred
thousand
for
the
microtransit
program
that
can
continue
to
support
it.
It's
been
wildly
successful.
I
mentioned
the
six
hundred
thousand
dollars
for
the
a
e
for
the
building
Renovations.
We
want
to
continue
the
Sunday
service
to
300
000
and
continue
the
fair
subsidy
program.
It's
75
000.
E
I'll
walk
you
through
the
budget.
Revenue
highlights.
Bptc
taxes
represent
2.3
million
dollars
of
our
Revenue
fares,
which
include
the
fare
box,
IU
contract
and
our
service
agreements
is
right
over
two
million
dollars.
Of
course,
there's
a
3.8
appropriated
from
the
city
and
lit
funding.
The
public
mass
transportation
fund
administered
through
the
state
has
been
flatlined
for
the
next
two
years:
the
2.6
million
we
hope
to
obtain
12
million
672,
956
thousand
dollars
or
956
dollars
in
federal
funds.
That's
our
goal:
miscellaneous
Revenue.
E
E
We
hope
to
continue
to
see
the
ridership
recovery
there's
been
some
very
positive
indications
that
we're
getting
there.
The
expansion
of
the
Grimes
Lanes
facility
and
property
as
we
take
delivery
of
the
new
buses
and
fourth
quarter
of
2024
we're
going
to
need
space.
So
this
is
a
big
priority
for
us,
and
I
mentioned
quite
a
few
of
the
technology
programs
that
we're
going
to
be
launching
this
year
and
into
next
year.
E
G
E
E
E
So
we
we
plant,
we
are
currently
working
with
City
Link
in
Fort
Wayne,
the
transit
system
there
to
to
work
together
to
request
qualifications
for
a
federal
lobbyists.
Our
intention
is
to
go
after
some
very
significant
amounts
of
federal
funding
for
the
land
acquisition
and
possibly
building
Renovations,
and,
to
put
us
in
the
best
position
to
succeed,
we
felt
as
critical
that
we
have
a
lobbyist
working
with
us.
E
E
H
Thank
you
for
the
report.
Mr
Connor.
The
first
thing
I
do
want
to
say
is
that
in
particular
with
BT
this
Council,
maybe
I
should
just
speak
for
myself.
We've
been
used
to
transparent
forthright
and
open
Communications
and
working
toward
our
community's
goals
so,
and
that
has
been
maintained,
if
not
even
enhanced.
So
I
really
really
appreciate
that.
H
E
There
is
3.9
in
federal
funding
that
is
currently
being
flexed,
which
is
sitting
in
a
an
account
for
additional
bus
purchases,
which
we
really
don't
want
to
do
at
this
point,
because
we
so
if
we
can
Flex
those
funds
for
the
land
acquisition,
we
feel
pretty
confident
about
that
3.9.
The
6
million
for
the
additional
land
acquisition
I'd
say
it's
50
50.,
but
you
know.
Let
me
let
me
retract
that
I'd
say
it's
75.
E
If
we
can
get
everything
done,
we
need
to
do
by
the
time
we
make
the
application,
so
the
land
acquisition
Services
contract.
If
we
have
a
parcel
that
we're
interested
in
and
we
have
the
environmental
work
completed
when
we
make
application-
and
we
have
everything
in
place,
I
would
think
we'd
be
in
a
much
stronger
position.
So
that's
why
we
want
to
have
those
pieces
in
place
before
we
make
that
application.
H
E
Just
rolled
into
the
Personnel
lump
sum,
so
when
we've
we've
budget,
you
know
we
figure
out
how
many
hours
of
service
we're
going
to
operate.
What
the
you
know,
wage
rates
are
going
to
be
things
of
that
nature.
What
we
did
is
I
just
felt.
It
was
important
that
we
included
some
additional
surplus
funds
in
place.
In
the
event,
an
opportunity
presents
itself
for
Vladimir
Square,
the
old
Kmart
site.
E
E
You
know,
as
buses
become
that
capacity,
and
we
have
to
leave
people
standing
at
a
curb.
The
developer
of
that
complex
may
be
willing
to
say
hey,
you
know
what
what
you
need
to
do
take
action,
and
so,
if
those
funds
are
spent,
they
will
also
be
hopefully
a
corresponding
Revenue
Source
coming
in
yeah.
I
E
I
E
E
I
I
Very
good.
The
final
question
has
to
do
with
rural
Transit,
so
the
area
10,
as
as
pointed
out
that
they
can't
provide
service
to
many
areas.
Now
that
they'll
be
part
of
the
urbanized
area,
part
of
starting
next
year.
What
what
is
BT's,
immediate
reaction
to
this?
Will
there
be
any
new
service
that
BT
is
providing
on
January
1st?
E
If,
as
long
as
there's
an
equitable
funding
mechanism
in
place
to
support
it,
and
that's
where
we're
at
in
the
process,
so
you're
negotiating
with
areas
yeah
we've
had
meetings,
the
mayor
has
participated
in
those
as
well
and
I.
Believe
when
I
was
here
during
the
ordinance
for
the
service
expansion.
You
know
we
would
welcome
a
member
of
council
to
participate
in
those
negotiations
if
anyone's
interested.
D
D
E
I
think
we
overestimated
the
level
of
recovery
in
in
20
in
the
2023
budget.
You
know
we
were
hoping
to
see
ridership
rebound
much
more
quickly
to
pre-pandemic
levels,
and
you
know
it's
been
a
we're
getting
there,
but
I
think
we
were
overly
optimistic
in
2023.
That's
simply
what
the
explanation
is.
Hopefully
we'll
you
know
that
number
will
be.
You
know
will
be
on
the
opposite
end
of
that
this
year,
where
we,
you
know
underestimated.
Hopefully,.
E
E
Don't
know
the
answer
to
that,
that
could
I'd
say.
Maybe
there
are
some
advantages
to
the
land
around
the
Grimes
Lane
facility.
There
are
some
disadvantages.
You
know
part
of
that
property
is
in
a
flood
plain,
so
that's
less
than
ideal.
If
you've
been
by
there,
you
can
see.
We
have
an
open
air
storage
facility
which
is
less
than
ideal.
E
K
E
E
It
costs
us
nothing,
it
generates
the
revenue,
so
we
we
solicited
proposals
for
Transit
advertising
services.
So
it's
a
turnkey
solution.
You
know
they
sell
the
advertising,
they
install
the
advertising
and
send
us
the
check
we
make
the
buses
available
for
the
installs.
I've
worked
at
other
agencies,
where
we,
where
it
was
an
internal
process
and
there's
a
lot
of
productivity,
cost
that
you
know
you
have
in
mechanics,
prep
buses
and
getting
them
ready
for
vinyl
installs,
and
you
know
this
is
this
is,
in
my
opinion,
the
best
approach.
K
L
Thank
you
thanks
Mr
Kyle,
for
the
presentation
delighted
to
hear
about
the
grant
funding
matches
lit
my
question
in
concerns
the
green
line.
Do
you
have
any
specifics
that
you
can
tell
us
about?
For
instance,
you
have
goals
in
mind
in
terms
of
frequency
of
service
and
hours
of
service
is
going
to
run
seven
days
a
week.
You
know
the
estimated
time
you
know
for
the
for
the
express
to
go
east
to
west
and
that
sort
of
thing.
E
So
our
ultimate
goal
was
to
see
it
materialize
into
a
bus,
wrapper
Transit
line
or
what
is
also
called
bus,
Rapid
Transit
light,
which
may
not
rise
to
the
full
level
of
a
traditional
bus,
Rapid
Transit,
where
you
have
total
dedicated
right
away
through
the
whole
route.
What
we
envisioned
for
this
project
is
a
combination
of
dedicated
areas.
What
I
call,
through
the
pinch,
points
to
get
to
keep
the
bus
you
know
what's
critical,
is
to
keep
the
bus
on
schedule
the
frequency
intervals,
the
buses
spaced
properly
apart.
E
You
know
it
also
would
see
passenger
many
stops.
Would
you
know
obviously
look
a
lot
different
than
a
traditional
bus?
Stop,
you
know
more
modern,
and
so
we
do
have
a
corridor.
You
know
I
shared
with
the
council
last
year,
just
a
map
to
outlining
you
know
and
that's
been
shared
with
the
consultant
and
that's
what
will
be
studied.
E
Typically,
what
you
see
in
other
cities
when
they
start
talking
about
brt,
and
then
they
start
talking
about
DOD
Transit
orientated
development,
because
the
developers
will
usually
put
in
high
density
apartments
condos
along
a
bus,
Rapid
Transit
line.
We
do
things
a
little
opposite
here,
because
the
housing
is
already
in
place.
Now
we're
going
to
put
the
line
in
you
know
we
have
critical
high
density
complexes
that
will
benefit
from
the
brt.
E
So
it's
going
to
it's
going
to
take
time-
and
you
know
we
have
to
this
project-
is
much
bigger
than
Bloomington
Transit.
It's
going
to
involve.
You
know,
input
from
the
city
planning
engineering,
there's
a
lot
of
moving
pieces,
but
the
first
step
is
is
going
to
start
in
a
couple
weeks
with
the
general
feasibility
study.
E
L
A
N
First,
really
appreciate:
Mr,
connell's
presentation,
very
transparent,
no
surprised
that
they're
very
consistent
with
the
original
budget
that
was
delivered
to
the
public
last
week
and
I
think
that
I
can
speak
for
many
of
our
members
that
were
just
very
pleased
and
delighted
with
Mr
connell's
leadership
of
Bloomington
Transit,
and
think
that
we're
in
very
good
hands
with
him
also
I
wanted
to
express
to
the
council
our
appreciation
again
for
the
ordinance
that
you
passed.
That
would
expand
transit
services
into
well
outside
of
the
city
jurisdiction.
N
Going
back
to
some
of
Mr
volan's
questions.
We
know
there's
going
to
be
a
lot
of
City
residents
who
are
going
to
need
affordable,
Transportation
options
out
to
their
places
of
employment
at
Park
48,
as
well
as
institutions
of
Education
out
there,
so
that
they
can
get
training
that
they
need
to
be
successful
in
their
lives,
and
so
I
hope
that
this
budget
can
support
a
swift
solution
for
those
City
residents
who
need
to
get
out
to
park
48.
N
For
those
purposes,
so,
in
addition,
I
think
you
know
this
is
you
know
a
great
and
meaningful
way
that
we
can
address
climate
justice
so
that
we
don't
have
to
have
so
much
dependency
on
fossil
fuels.
So
hopefully
that
budget
will
be
able
to
support
that
in
the
year
ahead
and
again,
just
wanted
to
say
thanks
to
Mr
Connell
to
the
Bloomington
Transit
team,
and
thank
you
all
to
the
city
council.
F
I
just
want
to
express
my
appreciation
to
Mr,
Connell
and
Bloomington
Transit
for
optimizing
the
lit
funds,
fantastic
job
really
great
and
especially
for
being
responsive
to
our
community
and
to
the
things
that
you
know.
Members
City
Council
spoke
with
you
about
and
asked,
and
so
I
just
want
to
really
express
my
appreciation
for
that
and
say
thank
you
and.
D
Yes,
I
wanted
to
also
thank
you
for
your
budget
presentation
and
the
PowerPoint
that
we
got
today
and
that
you
presented
it's
good,
that
we
have
that
to
go
over
the
the
uptick
or
the
the
the
big
increase
in
ridership.
This
past
month
is
really
promising
and
I
hope
we
are
on
track
to
regain
the
numbers
that
we
saw
before
the
pandemic.
D
So
that's
great
news
and
it's
also
great
to
hear
that
one
of
another
apartment
complex
that
used
to
have
shuttle
private
shuttles
is
now
part
of
Bloomington
transit's
service,
because
that'll
help
other
people
along
that
route
as
well.
So
good
news
there
and
just
a
a
little
plug
for
area
10
and
that,
of
course
they
we
want
to
keep
rural
Transit
active
for
the
actual
rural
routes
that
they
they
have.
D
I
Oh
okay,
great
thank
you
well
I.
Just
want
to
remind
the
administration,
keep
setting
aside
Mr
connell's
excellent
presentation
that
this
Council
voted
unanimously
to
endorse
the
idea
of
a
circulator
and
that
it
unanimously
adopted
the
the
ordinance
that
would
allow
service
outside
the
city.
It
was
a
big
deal
and
I'm
glad
that
we
did
it.
I
I
would
like
to
see
not
only
service
outside
the
city.
Sooner
than
the
green
line
itself.
I
mean
I
think
that
the
number
three
bus
can
go
to
Ivy
Tech
Now,
with
with
negotiation
with
the
county,
but
I'd
also
like
to
see
us
talking
to
Ellettsville
I,
think
that
it's
overdue
for
there
to
be
bus
service
to
Ellettsville.
I
I
I
am
very
encouraged
at
BT
and
the
board
are
supportive
of
it.
I
just
want
to
make
sure
that
the
administration
understands
that
this
is
something
that
the
council
is
interested
in.
Seeing
and
it's
a
nominal
amount
of
money,
apparently
according
to
Bloomington
Transit,
so
there
should
be
no
reason
why
that
is
not
included
in
the
in
the
study.
The
the
the
what
was
the
term
I
forget
the
term,
but
the
course
of
work
that
the
consultant
will
make
otherwise
I'm
a
little
confused
at
the
I.
I
Think
Mueller
Park
has
already
served
by
buses,
so
it
must
be
another
high
density
apartment.
But
I'll
ask
that
question
in
in
the
many
questions
that
I'll
send
to
Transit.
All
in
all,
I
just
want
to
say
that
I
have
been
an
enthusiastic
supporter
of
Transit.
This
budget
is
demonstration
of
why
and
I
look
forward
to
writing
some
new
service
in
2024..
Thank
you
very
much.
A
C
O
I
B
I
A
P
Good
evening
Council
I'm
Vic,
Kelson
utilities,
director
I,
have
with
me
our
assistant
director
for
finance,
Matt
Havey,
our
assistant
director
for
engineering,
Philip
Eden,
our
assistant
director
for
environmental
programs,
Kat
Sager
and
our
assistant
director
for
operations
Hector
Ortiz
Sanchez.
We
also
have
with
us
in
spirit
through
Zoom
assistant
director
for
transmission
and
distribution,
James
Hall
I'm,
happy
to
present
the
proposed
budget
for
the
utilities
department
for
2024..
P
The
city
of
Bloomington
utilities
exists
to
provide
safe
and
sustainable
water.
Wastewater
and
storm
water
services
in
an
economical
manner,
provide
promoting
Public,
Health
prosperity
and
quality
of
life
in
our
community.
I've
got
to
get
clicker.
We
have
208
staff
that
includes
our
part-time
staff
and
interns.
We
have
three
separate
utilities:
the
Water
Works,
the
sewer
works
and
the
storm
water
utility.
They
are
all
funded
by
separate
revenue
streams.
Although
financially
the
sewer
works
in
the
stormwater
utility
are
combined
into
one.
P
We
have
six
interconnected
divisions
for
administration,
engineering,
Finance
operations,
transmission
distribution
and
environmental
programs.
All
of
the
revenues
that
support
the
utilities
activities
are
paid
for
by
customers,
water
bills
we
receive.
We
do
not
receive
regular
monies
from
property
taxes
or
income
taxes,
although
this
year
we
did
receive
some
arpa
money
for
for
a
vac
truck
since
I've
been
here
working
with
with
the
council
for
the
last
eight
budget,
Cycles
we've
instituted
a
regular
schedule
for
rate
reviews,
which
has
made
a
huge
difference
for
us.
P
We've
done
the
Water
Works
rates
in
2016
and
2021,
the
sewer
Works
in
2016,
19
and
2022,
and
then
we've
reviewed
the
stormwater
utility
rates
in
2019
and
2022..
We've
also
spent
a
lot
of
the
last
six
or
seven
years,
deploying
technology.
That's
brought
CBU
in
line
with
the
most
modern
Utilities
in
the
state.
We
implemented
an
Advanced
metering
infrastructure
across
our
entire
system,
we've
upgraded
our
supervisory
control
and
data
acquisition
or
scada
systems.
That
comes
up
later.
P
So
that's
what
scada
is
laboratory
information
management
system
that
integrates
all
of
our
laboratory,
analyzes
and
other
data
streams
for
decision
making
in
the
plants.
We
have
replaced
our
GIS
with
arcgis
system,
which
has
been
a
huge
success
for
our
field
Crews,
and
it's
also
fed
into
the
deployment
of
the
City
Works
Asset
Management
program,
which
we're
now
using
throughout
the
utilities
department
I'd
like
to
take
just
a
moment
to
go
through
a
few
of
the
highlights
from
our
2023
budget
goals.
P
We
are
presently
in
the
process
of
completing
a
strategic
plan,
we're
working
with
Jim
ginley,
who
is
a
strategic
planner
who's
done
a
lot
of
work
with
the
American
Water
Works
Association
I'll
refer
to
him.
Again
later,
we
have
been
in
the
process
of
considering
a
possible
future
relocation
to
the
Winston
Thomas
property.
The
financial
plan
was
complete
and
then
last
night
the
utility
Service
Board
authorized
us
to
proceed
with
the
first
steps
in
doing
an
architectural
and
Engineering
site
plan
for
that
project.
P
That
would
be
used
to
inform
a
possible
future
bonding
to
execute
a
project
like
that
in
the
Water
Works
we're
completing
right
now.
The
process
of
replacing
all
the
filter
media
at
the
Monroe
Water
Treatment
Plant,
where,
if
you've
been
out
on
446,
you
may
have
seen
we're
in
the
process
of
rehabilitating
and
recoating
the
East
tank.
We
continue
our
water
main
replacement
program
with
most
of
that
work
being
done
in-house
now,
rather
than
hiring
out
contractors,
we've
completed
an
analysis
for
a
long-term
water
supply.
P
Resiliency
plan
working
with
a
contractor-
and
we
have
just
last
week
completed
the
installation
of
new
bar
screens
at
the
intake
at
Lake
Monroe
in
the
sewer
works.
We
continue
pipe
Rehabilitation
this
year.
We
expect
to
complete
three
miles
of
pipe
30
sewer
laterals
as
an
experiment
to
see
how
well
lining
will
work
for
sewer,
laterals
and
30
of
our
manholes.
P
We
are
conducting
sewer
improvements
near
the
catalent
site
that
is
funded
through
nearly
two
million
dollar
Grant
from
the
ready
grant
program
from
the
state
we
are
in
the
design
phase
for
the
final
stage
of
the
modernization
and
capacity
improvements
at
the
Dillman
plant.
We
will
replace
three
lift
stations,
continue
to
implement
our
Clear
Water
Reduction
Program,
and
our
waste
energy
resource
facility
study
will
begin
its
second
phase
soon
and
we
expect
to
have
something
to
discuss
with
Council
in
the
fourth
quarter.
P
P
The
eum
system
organizes
our
our
department
activities
into
10
activity
areas
ranging
from
product
quality
and
customer
satisfaction
to
infrastructure
strategy
and
performance
and
Community
sustainability.
So
there
are
10
different
categories
in
the
goals.
When
you
look
at
our
budget
memo,
you
will
see
all
10
of
those
there
will
be
goals
assigned
for
each
of
those
10
activity
areas,
but
in
the
interest
of
time,
I'm
only
going
to
cover
five
of
the
largest
ones
tonight.
P
Product
quality
is
our
largest
activity
area.
Our
goals
are
to
produce
fit
for
purpose,
drinking
water,
Wastewater
effluent,
storm
water
discharge
and
the
other
recovered
resources
like
the
sludge
from
the
Wastewater
Plant
that
have
to
meet
or
exceed
all
the
requirements
for
whatever
they're
going
to
be
used
for,
even
if
they're
going
to
be
sent
onto
a
landfill.
P
P
Oh
had
me
worried
for
a
moment
there
and
the
storm
water
utility
we're
implementing
two
of
the
items
that
were
defined
in
our
storm
water
master
plan
that
was
published
last
year.
We
will
complete
the
development
of
a
comprehensive
storm
water
design
manual.
We
will
complete
25
of
an
inventory
and
condition
assessment
for
all
of
our
storm
water
infrastructure
in
the
city
and
we'll
Implement
ms4.
P
P
For
all
the
utilities,
operational
optimization
will
be
to
complete
or
continue
the
implementation
of
City
Works
Asset
Management.
That's
the
sort
of
thing
that
once
you
get
going
on
it,
you
keep
coming
up
with
more
things
you
want
to
do
with
it,
so
in
2024,
I
will
continue.
The
deployment
of
our
work
order
system
will
also
be
integrating
it
with
new
world
to
handle
things
like
automatically
purchasing
new
inventory
materials
and
and
so
forth.
P
P
Employee
in
leadership
development
is
driven
towards
recruiting
and
retaining
a
Workforce
that
is
competent,
motivated
adaptive
and
safety
focused
as
in
the
past,
CBU
remains
committed
to
Personnel
safety.
The
picture
here
illustrates
why
we
continue
to
do
ongoing
safety
training
for
for
all
of
our
employees,
field,
Crews
office
staff
and
our
plant
staff.
P
We
will
continue,
as
the
Administration
has
asked,
to
invest
one
and
a
half
percent
of
our
Personnel
budget
for
training
and
organizational
development.
We
work
to
make
sure
that
there's
at
least
one
CPR
certified
team
member
on
every
work
site
and
we
will
continue
our
diversity,
Equity
inclusion
training
with
our
managers
next
next
year,.
P
Financial
viability
is
planning
for
the
full
life
cycle,
cost
of
all
of
our
operations
and
measuring
the
values
of
our
resources
and
assets
through
all
the
utilities.
We'll
continue
to
implement
our
City
Works,
driven,
centralized
work
order
and
inventory
systems,
and
also
our
procurement
systems
will
be
integrated
as
well
and
then
finally,
infrastructure
strategy
and
performance.
The
goal
is
to
maintain
and
enhance
the
condition
of
all
of
our
assets
over
the
long
term,
at
the
lowest
possible
life
cycle
cost
and
at
with
acceptable
risk.
P
We
will
complete
the
facilities,
design
and
financial
analysis
of
the
Winston
Thomas
project
contingent
upon
approval
of
the
utility
service
board
and
the
council.
We
would
hope
to
begin
construction
by
the
fourth
quarter
of
2024..
This
building
is
the
the
the
superintendent's
house
at
the
Winston
Thomas
property,
which
we
plan
to
preserve
and
turn
into
a
useful
building.
It's
got
a
lot
of
history
behind
it
and
we
think
it
should
be
maintained
for
the
Water
Works.
P
P
P
We
will
replace
another
mile
or
two
of
water
mains.
It's
one
plus
depends
sometimes
they're
more
expensive
to
replace
than
others.
So
we
expect
it
will
be
at
least
a
mile.
Next
year
we
will
be
replacing
chemical
feed
lines
at
the
Monroe
plant.
This
is
our
first
we'll
be
working
through
a
guaranteed
savings
contract,
we'll
also
install
a
backwash
tank,
make
pump
modifications
and
replace
valve
actuators
in
Monroe.
P
So
it's
a
big
another
second
year
of
Capital
Improvements
at
the
Monroe
plant,
following
the
the
second
phase
of
the
right
case,
going
into
effect
next
year,
we'll
also
refurbish
the
South
Central
and
the
West
booster
pumping
stations
and
continue
to
improve
our
Enterprise
resiliency
and
investigate
long-term
resiliency
projects.
Further
in
the
sewer
utility
will
be
implementing
new
scada
displays
at
blucher
pool
we'll
continue
our
sewer
lining
and
Clear
Water
programs
we're
developing
flow
models.
P
With
a
contractor
for
three
of
our
critical
sewer
sheds,
we
hope
to
proceed
with
the
resource
recovery,
energy
waste
of
energy
facility,
and
that,
of
course,
is
contingent
upon
approval
by
the
board
and
Council.
We
will
begin
and
hope
the
phase
two
Dillman
projects
upgrade
10
more
lift
stations
and
add
a
canine
unit
by
canine
unit
I
actually
mean
a
canine
unit.
We
are
asking
to
add
a
canine
Handler
and
procure
a
dog
and
supporting
equipment.
This
the
dog
can
be
a
more
effective
way
to
identify,
degraded
sewers
or
possibly
damaged
sewer
laterals.
P
P
We
are
hopeful
we
can
move
along
with
this,
we've
been
working
with
the
Bloomington
Police
Department
on
determining
what
exactly
we
would
need
to
proceed
with
this
on
stormwater
side
infrastructure
strategy,
we'll
continue
our
residential
stormwater
grant
program.
We
will
complete
the
inlet
improvements
at
the
sixth
and
Indiana
intersection,
that
is
the
last
phase
of
the
Clear
Creek
infrastructure
replacement
and
we'll
have
our
street
sweeping
maintenance
program
in
operation.
P
Overall,
our
budget
highlights
we
expect
on
the
revenue
side,
we
expect
about
an
8.9
percent
increase
in
Revenue,
that's
for
water.
That
is
based
on
the
fact
that
the
second,
the
second
phase
of
the
2021
rate
case,
will
be
going
into
effect.
January,
1st
sewer
and
storm
water,
we're
assuming
based
on
past
history,
an
increase
in
revenue
of
about
one
and
a
half
percent
for
each
of
those
utilities.
P
Budget
highlights
for
the
Water
Works
just
to
remind
everyone.
We
budget,
every
dollar
of
anticipated
Revenue,
whatever
is
not
included
in
the
100
200
Personnel
Services
supplies,
other
services
and
The
Debt,
Service
or
thinking
fund
whatever's,
not
included
in
those,
is
left
over
as
what
we
call
enr,
which
is
stands
for
extensions
and
Replacements.
That's
the
money
we
use
to
do
other
capital
projects
and
capital
repairs
in
the
plants
and
other
infrastructure.
That
is
also
that
is
defined
across
all
three
utilities
and
over
a
rights
rate
cycle
between
one
rate
case
and
the
next.
P
We
expect
the
enr
to
go
down
every
year.
In
this
case
it's
not
going
down
for
water
because
we're
anticipating
additional
revenue
from
the
second
phase
of
the
rate
case
you'll
see
it
will
be
different
for
the
other
two
utilities
in
sewer
Works
we're
expecting
an
overall
Revenue
increase
of
about
1.5
percent.
That's
reflected
in
the
first
three
categories.
P
The
sinking
fund
will
be
increasing
because
of
new
bonding
and
the
so
that
means
the
enr
will
go
down
accordingly,
but
overall,
we're
anticipating
about
one
and
a
half
percent
additional
revenue
or
a
one
and
a
half
percent
overall
increase
in
the
sewer
Works
budget
and
finally,
in
the
storm
water
utility
we're
expecting
at
about
1.5
percent
change
in
Revenue.
Again,
enr
will
be
going
down
approximately
by
the
amount
that
the
sinking
fund
will
go
up.
P
L
For
instance,
a
large
development
is
about
to
proceed
in
the
Sudbury
region,
with
6
000
units
and
other
there
there'll
be
other
projects
underway
as
well,
perhaps
extension
of
services
into
the
county
depending
upon
annexation.
Etc.
What's
your
what's
your
estimation,
we've
done
work
at
Dillman,
we
did
water,
we
increased
water
capacity
production
at
Lake
Monroe
a
few
years
back.
Where
are
we
placed
in
terms
of
our
infrastructure,
anticipating
this
further
development?
Well,.
P
That's
a
great
question,
as
you
know,
we're
doing
the
capacity
expansion
and
modernization
projects
at
Dillman.
Our
plant
is
presently
rated
for
15
million
gallons
per
day.
In
2016,
we
received
a
letter
from
idem
warning
us
that
we
were
nearing
the
total
capacity
of
that
plant
on
average
and
that
we
should
begin
work
on
expanding
the
plant.
That
is
a
long
project
and
we
are
expecting
to
proceed
in
2024
with
the
last
phase
of
that.
P
At
the
end
of
that
ex
that
project
we
will
have
a
capacity
at
dilman
of
20
million
gallons
per
day,
so
we're
adding
another
one-third
again
on
our
capacity.
So
the
the
big
projects
you've
mentioned
there,
the
Sudbury
area
and
a
lot
of
the
area
that
might
be
included
should
annexation
be
completed.
Those
areas
would
all
be
feeding
to
the
Dillman
plant.
So
we
we
don't
anticipate
issues
with
that.
P
There
will
be
issues
not
with
the
plant,
but
with
the
infrastructure
that
takes
water
to
the
plant,
so
we'll
be
looking
at
improvements
there
for
that
on
the
water
side
we're
doing
very
well.
Water
demand
has
been
roughly
flat
for
the
last
decade,
so
we
don't
anticipate
any
issues
there.
Our
Peak
day
comes
in
around
20
million
gallons
per
day.
Our
capacity
is
30.
and
then
at
the
blucher
pool
plant
we
do
anticipate
making
some
capacity
enhancements
there,
mostly
adding
an
equalization,
Basin
and
possibly
a
third
primary
clarifier.
P
K
Thank
you,
I'll,
follow
up
with
that,
because
I
was
intrigued
in
your
memo
with
the
mention
on
page
129
of
the
water
supply,
resiliency
and
you're,
actually
looking
into
a
secondary
water
source,
there's
been
a
lot
of
conversation
about
Lake
Monroe,
the
quality
of
the
water
in
Lake
Monroe
and
the
capacity
of
lifespan
of
that
our
only
drinking
source.
So
can
you
talk
a
little
bit
about
I
mean
this
is
long
term.
This
is
huge.
K
This
is
like
five
to
fifteen
years,
a
projected
look
into
what
other
source
of
water
could
we
develop
here,
and
my
question
is
probably
pretty
complex.
So
I'll,
let
you
do
the
talking,
but
is
this
something
you
would
work
with
the
Army
Corps
of
Engineers
with
or
where
would
we
begin
with
looking
at
a
secondary
source?
K
P
At
that
time
it
was
considered
a
possibility
that
we
could
build
a
well
field
or
build
an
intake
on
a
different
body
of
water
that
we
would
bring
water
back
to
town
with
that
was
determined
at
the
time
to
be
too
expensive
and
complex
for
us
at
the
time,
and
we
proceeded
with
the
expansion
of
the
Monroe
plant
depending
on
what
you
think
the
future
of
the
lake
might
be
or
what
things
you're
concerned
about.
For
me,
it's
I
worry
about
a
tornado
hitting
the
water
plant.
P
That's
what
I
worry
about,
but
depending
depending
on
what
contingencies
you're
concerned
about,
you
might
look
in
a
lot
of
different
places,
so
we
could
look
at
building
our
own
wealth
field
on
the
White,
River
and
piping
water
back
to
town.
We
could
look
into
collaborating
with
another
Community
like
Columbus
and
bringing
water
back
here
or
maybe
having
exchange
agreement
there.
There
aren't
very
many
communities
to
work
with
on
that,
to
be
honest,
they're
just
not
they're
too
far
away.
We
also
as
part
of
the
study
we
did.
P
This
year
we
looked
at
things
like
reusing,
a
quarry
like
they
are
in
Indianapolis.
That
turns
out
to
be
just
not
enough
water,
and
we
could
also
consider
if,
if
you
assume
that
the
lake
is
going
to
continue
to
be
viable
for
the
long
term,
we
could
just
build
a
second
plant
at
Lake
Monroe
that
could
that
would
protect
us
in
you
know,
the
odds
of
two
water
plants
being
hit
by
the
same
tornado
are
pretty
low.
So
we
could
look
at
that,
so
we
can
look
at
lots
of
different
things
going
forward.
K
P
Is
my
hope
that
there
will
not
be
a
funky
Water
season
this
year,
as
we
mentioned
last
year,
the
the
when
we
get
a
large
algal
bloom
and
the
water's
been
hot
for
a
long
time
with
very
little
rainfall.
It
appears
that
we
can
get
a
higher
concentration
of
the
taste
and
odor
chemicals
than
we
can
actually
manage
the
plant.
We
got
a
nice
rain
over
the
weekend
and
we
noticed
that
the
I
was
looking
at
the
data
today
and
the
algal
counts
are
actually
lower
today
than
they
were
last
Thursday.
So
we
do.
P
D
Yes,
thank
you.
Mr
Kelson,
the
the
budget
sheets
that
came
along
with
your
memo
in
the
budget
book
each
each
of
them
water,
storm
water,
waste
water,
show
a
significant
decrease
from.
If
you
look
at
the
bottom
line,
expenditures
grand
total
a
significant
million,
several
million
dollar
decrease
compared
with
the
2023
budget.
D
D
P
Well,
actually,
Devin
Lane
was
chosen
by
by
coincidence.
Actually
it
was
suggested
by
residents
actually
I,
think
council,
member
Rallo
and
and
Phil
were
and
I
were
all
on
that
tour
of
the
neighborhood.
Looking
at
problems
and
one
of
the
neighbors
asked
appointed
at
the
hill
over
at
the
Deer
Park
and
wondered
if
it
might
be
possible,
we
contacted
the
the
Deer
Park
managers
and
they
said
that
they
would.
They
would
be
happy
to
house
the
Detention
Facility
there,
so
we
built
it
in-house.
P
P
Q
H
H
With
that
okay,
well,
all
I
was
just
going
to
Simply.
Ask
is
that
you
and
your
financial
folks
kind
of
go
through
it
again
and
make
sure
that
if
there's
no
more
of
them,
we
will
as
best
as
you
can.
Okay.
Thank
you
and
I.
Don't
recall
us
getting
the
council
members,
or
at
least
me
a
copy
of
the
job
evaluation
committees,
studies
on
on
your
Staffing
and
I
guess.
My
first
question
is,
after
looking
at
all
the
staff
change
requests.
What
will
be
your
net
staff
increase.
P
P
Yeah
yeah,
most
of
them
are
name
changes
or
changing
temporary
positions
to
regular
positions
in
the
part-time
cases.
At
this
point,
we
don't
have
any
specific
plans
for
additional
Staffing
next
year.
There
may
be
a
couple
of
cases
where
a
couple
of
things
need
to
happen,
but
I
don't
have
any
specific
plans
at
this
time.
H
Okay,
thank
you
and
running
out
of
time.
I'll.
Send
you
questions
about
the
K-9
I'd
like
to
hear
more
information
on
that,
and
hopefully
we'll
get
examples
of
the
training
and
how
effective,
also
I
think
going
with
that
it
would
you
can
assume,
there's
significant
backups
if
we're
going
to
need
a
canine
or
more
than
I'm,
aware
of
so
I
just
I'll.
Send
you
a
question,
and
you
can
just
kind
of
respond
to
that
so
I'm
clear
on
that.
H
H
P
So
the
the
thing
we're
talking
about
for
next
year
is
to
continue
what
we've
been
doing
through
the
city
throughout
all
of
our
managers.
That
has
not
happened
with
all
of
our
managers
as
yet
in
in
terms
of
the
other
things
we're
doing
now.
One
of
the
big
issues
that
we
do
is
the
is
our
Customer
Assistance
Plan
program,
which
helps
people
can't
pay
their
water
bills.
H
Okay,
no
I
don't
have
that
much
time,
I'm
interested
in
hearing
how
all
of
this
is
filtered
down
to
your
entire
staff,
the
Dei
training
and
all
of
that
we've
been
doing
this
for
at
least
a
whole
year.
Now
we're
moving
on
and
it's
not
trickling
down,
not
specifically,
but
I'm,
not
noticing
that
overall,
so
I
want
to
make
sure
that
it's
not
just
us
managers
and
that
stuff
they
get
to
train
it's
the
people
that
do
the
work
and
out
in
the
field.
So
thank
you.
My
time
is
up.
Thank
you.
P
Q
G
P
Yeah,
it's
actually
some
of
a
lot
of
things.
Obviously,
we've
never
done
it
before
and
we're
at
some
level.
It's
somewhat
experimental,
but
we've
seen
good
good
results
from
other
communities
and
I
can
provide.
We've
got
some
brochures
and
things
some
information
we
can
provide
and
some
web
resources
you
can
look
at.
There
are
two
classes
of
problems
on
the
water
side.
There
are
lots
of
small
leaks.
Some
of
them
are
easy
to
find
with
ultrasonic
methods.
P
Other
utilities
are
finding
that
some
of
those
can
be
effectively
located
by
dogs
sniffing
for
the
chlorine.
So,
for
example,
there
may
be
a
service
line
leaking
or
something
like
that
that
we
could
pick
up
in
the
right-of-way
on
the
sewer
side
about
a
quarter
of
the
water
that
makes
it
to
the
Dillman
plant
is
actually
storm
water
that
somehow
made
it
into
our
pipes.
P
Sometimes
that
comes
through
significant
sized
holes
in
our
infrastructure
so
smelling
the
sewer
gas
might
be
an
effective
way
to
find
it.
Given
that
it's
buried
underground,
it's
not
possible
to
dig
up
300
miles
of
pipe,
so
we're
we're
hopeful
that
we'll
be
able
to
find
some
of
those
kinds
of
locations
more
effectively.
P
So
if
the
company
hits
your
Sewer
Lateral
and
damages
it,
it
might
be
a
couple
of
years
before
you
actually
experience
plugging
in
the
house
or
sewage
coming
up
at
the
at
the
ground
surface.
So
one
of
the
things
we
could
con
we
can
look
into
is
the
prospect
for
locating
sewer
line,
strikes
or
Sewer
Lateral
strikes
and
letting
customers
know
that
they
may
have
a
problem
that
that
should
be
looked
into.
P
A
P
Don't
yet
we're
we're
commissioning
a
study
to
create
a
sweet
street
sweeping
plan,
that's
oriented
towards
the
ms4
that
will
be
implemented
in
2024..
So
at
this
point,
I,
don't
know
exactly
where
and
when
and
how
often.
But
we
will
know
when
the
street
sweeping
plan
is
completed
and
we
expect
to
begin
that
actual
activity
in
2024.
this
year
was
the
transition
year
to
plan
for
the
actual
deployment.
Oh.
P
It's
my
understanding
that
ESD
and
the
mayor's
office
have
been
doing
a
lot
of
communications
about
it.
When
we
get
questions
about
it,
we
we
do
answer
the
questions.
Obviously,
we
encourage
people
to
keep
the
leaves
out
of
the
street.
We
always
encourage
people
not
to
mow
their
lawns
into
the
street.
P
Those
kinds
of
things,
and
certainly
we
don't
want
people
to
rake
their
leaves
from
the
backyard
out
to
the
curb
if
they
can,
if
we
can
avoid
it,
because
that
just
ends
up
as
plugging
in
the
inlets,
we
will
be
paying
very
close
attention,
as
the
vacuuming
program
goes
away
to
see
what
effect
it
does
have
on
us.
But
if
the
if
the
public
responds
well,
we
probably
won't
have
too
much
trouble,
but
we
will
be
paying
attention.
A
Sarah
good
to
hear
thank
you
any
other
questions
from
Council
Members,
okay.
Okay,
with
that,
we
can
now
go
to
public
comment.
So
if
you
are
in
council
chambers
and
would
like
to
comment,
please
head
up
to
the
podium
and
if
you
are
on
zoom
and
would
like
to
comment,
please
raise
your
hand
or
message
and
chat
anything
online.
A
C
G
A
R
Good
evening
Council
Jason
Moore
fire
chief,
as
we
always
start.
Why
do
we
exist?
We
do
exist
to
provide
excellent
Public
Safety,
we'll
point
out
that
it's
through
prior
prevention,
public
education,
we
added
the
Integrated
Health
Care.
We
also
have
the
Emergency
Management
mitigation
for
our
background.
We
are
currently
at
115.5
employees.
I
will
point
out
that
earlier
this
year
we
were
talking
about
our
staffing
crisis,
where
we
were
down
21
positions.
We
are
now
currently
four
positions.
R
So
currently
I
would
say
of
those
that
we
are.
We
have
hired.
10
are
still
in
training
and
are
not
going
to
help
the
operational
side
of
our
our
department
yet,
but
we
do
only
have
four
vacancies.
We
do
operate
with
five
divisions
operations,
the
big
red
trucks,
training
and
education
is
how
we
prepare
for
the
calls.
Prevention,
obviously,
is
what
we
go
out
and
do
to
prevent
the
calls
investigation
happens
after
and
then
our
Integrated
Health
Care
Program,
which
is
out
serving
the
community
some
of
the
ones
that
are
most
in
need.
R
So
some
of
our
major
initiatives,
Community
risk
reduction,
that's
really
big
in
our
department.
Now
it
has
been
since
I've
been
here,
but
focusing
on
that
of
how
can
we
help
prevent
because
we
are
starting
to
see
increases
in
calls
that
are
not
sustainable
and
I
will
just
put
in
reference
as
of
July.
This
year
we
ran
as
many
calls
as
we
ran
in
the
entire
year
of
2016..
R
We
have
Innovative
Mercy
response,
Workforce
diversification.
We
are
working
on
the
station
Renovations.
Some
of
you
may
have
seen
it
most
of
the
stations
are
either
underway
with
remodels
have
some
remodels
completed
or
we're
in
the
design
stages
with
the
bonds
that
were
issued
so
that
we
can
go
ahead
and
start
those
projects.
R
We
are
still
working
on
the
capital
replacement
plan.
Just
a
reminder
we're
on
cycle
two
we're
not
completely
out
of
the
woods
yet
until
our
Reserve
Fleet
is
good
as
well,
but
we
are
working
on
that.
We
also
have
the
enhanced
employee,
training
and
education
and,
obviously
last
but
certainly
not
least,
is
firefighter
safety
and
health
Emergency
Operations.
We
have
a
lot
of
things
that
we
are
doing.
You'll
see
that
we've
checked
off
one
of
the
goals,
continuing
Capital
replacement
plan.
We
did
purchase
the
engine
that
was
for
the
2023
year.
R
I
will
say
that
this
has
added
a
new
challenge,
a
replacement
cycle.
We
do
appreciate
the
support
on
that,
but
we're
also
now
finding
out
that
a
new
fire
truck
can
take
900
days
to
be
delivered,
so
that
is
something
that
was
not
planned
when
we
built
our
replacement
plan
that
we're
having
to
deal
with
we're,
also
working
on
the
appropriate
response,
we'll
get
into
that
a
little
bit
more
with
the
2024
goals
and
we're
also
continuing
all
the
renovation
projects
and
obviously
still
working
with
our
Community
Partners
for
fire
prevention.
R
We
have
smoke
detector
installations,
we
meet
that
goal
every
year
that
is
based
on
data
that
we
built
a
study
of
where
they
were
most
needed.
That
study
proved
to
be
very
reliable
and
we're
using
that
we
are
the
furthest,
along
in
our
general
inspection
goal
that
we
have
ever
been.
That
does
come
with
the
support
that
we've
added
a
new
Deputy
Fire
Marshal,
which
we
recently
hired
and
they're
out
getting
these
inspections
done,
we
did
add
a
goal
of
the
business
plan
review
or
the
building
plan
review
to
having
them
out
within
10
days.
R
As
you
can
imagine,
there
are
a
lot
of
developments
in
Bloomington
and
we
want
to
make
sure
we're
doing
our
part
to
not
delay
those
processes
for
training
in
education.
We
ensure
every
one
of
our
employees
receives
their
diversity:
diversity
in
inclusion,
training,
maintaining
our
training
hours.
That
is
an
annual
goal.
That
is
just
to
maintain
our
skill
sets
and
then
we're
also
going
to
be
providing
instruction
for
40
new
certifications
investigations.
We
maintain
the
minimum
continuing
ed.
R
We
also
have
the
professional
memberships
and
I
will
outline
that
that's
kind
of
important
we're
starting
to
see
fires
that
we
have
not
seen
in
the
past
with
things
like
a
lot
of
battery
powered
things
that
are
happening,
you're,
starting
to
see
burn
patterns,
things
that
our
investigators
were
not
used
to.
Seeing
so
having
these
networks
and
having
this
professional
education
is
really
important
for
them.
R
The
community
care
or
Integrated
Health
Care,
as
you
can
see
here,
are
four
we
already
expanded
by
adding
the
two
new
and
we
also
evaluated
the
feasibility
of
establishing
billing
service
through
insurance.
I
know
that
may
or
may
not
be
a
popular
thing,
but
it
is
something
that
we
constantly
do
look
at.
It
is
not
allowable
under
state
law.
So
again,
we'll
just
keep
seeing
if
it
is
something
that
could
be
allowed
so
moving
into
2024.
R
R
We
have
the
turnout
time,
which
is
from
the
time
that
we
received
the
call
until
we're
on
the
truck
we're
trying
to
make
that
80
seconds
or
less
the
travel
time,
which
is
from
the
time
we
get
on
the
truck
until
we
arrive,
is
four
minutes
or
less
and
the
travel
time
for
that
trf
or
total
response
force
is
eight
minutes
or
less
I
would
like
to
point
out
that
that's
what
makes
Municipal
service
successful?
It's
not
just
how
quickly
you
get
there!
It's!
R
How
quickly
you
get
there
with
enough
resources
for
medical,
they
have
less
time
to
get
on
the
truck
because
they
do
not
have
to
put
on
all
the
extra
gear
and
the
travel
time
is
still
within
the
four
minutes.
All
the
emergency,
all
other
Mercy
calls
turnout.
Time
is
80
seconds
again.
This
is
everything
from
car
accidents
to
the
down
power
lines.
R
So
this
looks
at
100
of
a
Call
of
the
calls
that
require
second
alarm
grader
for
the
reference
of
everyone
here.
Second
alarm
or
greater
is
if
the
initial
alarm
assignment.
So
if
we
send
three
engines
in
an
aerial,
if
that's
not
enough
to
handle
it,
we
request
second
alarm.
So
that
means
essentially
it's
a
very
large
incident
in
our
community.
We
also
will
be
doing
that
if
it
involves
a
fatality
or
firefighter
near
miss
again
we're
trying
to
capture
Lessons
Learned,
we're
also
reviewing
10
percent
of
emergency
medical
calls
that
require
an
intervention.
R
So
we
go
on
a
lot
of
calls
that
we
get
there.
Take
vitals,
wait
for
an
ambulance
things
like
that,
but
if
we
do
something
where
we
have
to
administer
a
medication,
do
something
to
help
stabilize
the
situation
again,
just
making
sure
that
we're
following
the
protocols
doing
we're
supposed
to
and
having
good
patient
outcomes
for
the
Emergency
Operations.
We
do
have
a
goal
to
fill
the
assistant
chief
of
operations
in
the
first
quarter
and
obviously
we
want
to
continue
our
efforts
to
work
with
our
Community
Partners.
R
So
for
fire
prevention
and
investigation.
We
have
had
this
goal.
It's
been
a
Unwritten
goal,
I
think
the
fire
service.
We
have
this
everywhere,
but
we've
actually
put
it
in
writing
to
maintain
zero
Fire
cost
fatalities.
We
want
to
continue
with
the
general
inspections
again,
that's
how
we
help
keep
buildings
from
becoming
fire
hazards.
There
is
a
self-inspection
program,
we're
hoping
to
have
online
this
year.
R
We
will
want
to
make
adjustments
to
that
program
and
that
is
really
targeted
at
the
low
Hazard
type
occupancies
that
don't
require
an
inspector
to
view
or
visit
every
single
year.
We
want
to
continue
to
make
this
person
in
person
contacts
with
the
K-12
schools,
it's
the
foundation
of
every
prevention
program.
If
you
teach
the
children
they
grow
up,
and
then
they
have
some
sort
of
sense
of
fire
prevention
and
education
as
they
become
adults
again,
we
want
to
continue
with
our
business
plan
or
I'm.
Sorry,
our
plan
review
building
plan
review.
R
We
want
to
facilitate
two
fire
safety,
sponsored
events
with
IU.
They
are
one
quarter
of
the
city,
they
are
a
significant
portion
of
our
call
volume
and
we
have
found
that
having
bigger
education
events
with
them
pays
out
in
dividends
and
reduce
calls.
We
want
to
continue
installing
smoke
detectors,
replacing
batteries
so
that
people
do
get
out
and
give
us
a
chance
to
not
only
put
out
the
fire
but
to
ensure
that
they
live.
R
Should
there
be
a
fire
we'll
continue
with
the
continuing
education
and
professional
memberships
and
then
we'll
get
into
training
and
education
again.
This
is
what
we
do
to
prepare
for.
All
of
these
calls
I
want
to
point
out
that
a
lot
of
these
are
very
redundant.
We
have
the
same
goals
every
year.
The
standards
don't
change,
but
I
do
want
to
point
out
that
you'll
see
a
new
one,
16
hours
of
technical
rescue.
R
We
have
had
a
renewed
sense
and
we
have
had
an
actual
rescue
this
year.
In
a
confined
space,
we
have
cranes,
we
have
elevator
shafts.
We
have
a
lot
of
hazards
that
are
becoming
more
and
more
of
where
we
need
to
be
for
calls
and
then
also
with
the
loss
of
some
of
our
senior
Personnel.
We
need
to
redevelop
and
rebuild
these
technical
capabilities,
so
we
continue
to
provide
those
services
that
our
citizens
expect
we'll
continue
with
the
diversity
inclusion,
training,
we'll
host
the
two
classes
taught
by
an
outside
instructor.
R
One
thing
that
I
think
is
important
is
not
only
paying
attention
to
our
community
but
paying
attention
to
the
fire
service
in
general
by
doing
that,
by
having
outside
instructors
come
in,
it's
hopefully
to
help
keep
us
in
touch
with.
What's
going
on
things
like
hybrid
vehicles,
battery-powered
Vehicles,
new
construction,
you
name
it
it's
happening
everywhere,
not
just
Bloomington
and
there's
a
lot
of
great
instructors
out
there
that
can
help
prevent
and
help
us
learn
so
that
we
are
not
putting
ourselves
at
risk.
We
do
want
to
continue
providing
instruction.
R
R
There
is
a
lot
of
training
that
goes
into
becoming
a
driver,
then
an
officer,
a
chief
officer
and
so
on
and
so
forth,
so
that
40
new
was
kind
of
based
on
our
projected
turnover
rates
in
the
past,
knowing
that
we
just
hired
a
class
class
of
20
we're
going
to
have
to
keep
up
and
we're
going
to
have
to
increase
the
number
of
certifications.
A
lot
of
people
don't
realize
I
think
we
have
currently
today
68
payable
certifications.
R
So,
as
you
go
up
in
the
fire
service,
you
have
to
have
the
foundation
of
firefighter
and
work
your
way
up
and
then
there's
the
specialty
certifications.
If
you
want
to
be
able
to
do
trench,
rescue
or
other
things
like
that,
our
Integrated
Health
Care,
that
is
our
mih
or
mobile,
ingraded
Healthcare
program-
we
want
to
hire
and
train
the
three
new
community
EMTs
by
the
first
quarter.
Our
current
program
within
10
months
of
its
Inception,
has
been
credited
with
saving
three
lives
in
our
community.
R
Already,
each
of
our
community
EMTs
are
about
at
Peak
client
capacity,
which
for
us
is
about
10
to
12
active
clients
per
person
per
month.
We
did
get
our
100th
referral
to
the
program
and
to
date
we
have
graduated
a
lot
of
people
out
of
that
program.
It
is
a
mutual
graduation
where
both
the
client
and
or
patient
and
our
our
community
MTS
say
you
have
the
care
you
need.
Now
we
can
disengage
and
to
date
we
have
not
had
any
of
those
turned
back
around
and
turn
into
Mass
users
of
9-1-1.
R
So
a
lot
of
success
program
or
success
in
that
program,
we
will
continue
to
reevaluate
the
feasibility
I
think
what's
important
to
say
about
this.
Is
today
we
are
actually
kind
of
a
pass-through
billing
with
IU
Health.
We
go
on
a
medical
call,
we
use
something
to
help
serve
or
say
somebody.
We
just
get
a
new
one
from
the
ambulance,
and
then
they
end
up
billing
the
patient.
For
it
we
are
not
contacting
an
ambulance
service.
R
R
We
want
to
identify
and
apply
for
at
least
one
alternative
funding
source.
We
really
pay
attention
to
not
only
the
state
but
the
national
Spectrum
on
this.
The
governor
does
have
this
as
one
of
his
priority.
Initiatives
for
the
upcoming
year
is
to
help
support
mobile
and
graded
Health
Care
to
help
with
Hoosiers
that
have
funding
gaps
or
other
gaps
of
service
for
their
health
care
needs,
and
then
we
also
want
to
provide
the
initial
and
continuing
education
for
all
of
our
personnel.
R
So
some
highlights
our
total
budget
request
is
a
little
over
18
million
dollars.
That
is
an
overall
increase
of
11
percent.
Again
year
to
year.
Are
things
fluctuate
quite
a
bit
like?
Last
year
we
bought
an
engine
this
upcoming
year,
we're
going
to
be
looking
at
an
aerial
which
is
quite
a
bit
more
expensive,
we'll
get
into
details
of
each
category
for
category
one,
it's
12.3
million,
that
is
an
increase
of
six
percent
that
does
have
essentially
a
five
percent
raise
for
all
fire
department.
Employees.
R
The
contract
for
the
firefighters,
is
two
percent
there's
a
three
percent
bonus
that
would
bring
them
to
the
five
percent
and
that
is
calculated
on
their
base
rate
plus
the
bonus
they
got
this
year,
the
additional
five
percent.
On
top
of
that,
we
are
looking
to
add
the
four
positions
that
we've
already
discussed
earlier
in
the
year.
The
three
Community
EMTs
are
paramedics
and
the
one
assistant
chief
of
operations
for
category
two.
It
looks
like
a
really
big
increase.
This
is
just
somewhat
of
an
accounting
change.
R
You
would
notice
things
like
the
firefighting
gear,
the
its
replacement
physical
fitness
equipment.
Things
like
that
used
to
be
in
our
category
four.
Each
individual
item
of
gear
is
not
ten
thousand
dollars.
The
controller's
office
asked
us
to
move
all
those
things
into
category
two.
These
are
things
that
were
normally
in
our
10-year
plan
that
are
now
moved
into
that
category.
So
it
does
like
a
look
like
a
very
big
increase,
but
it
is
essentially
where
we
normally
take
it
from
and
just
moving
it
for
category
three.
There
is
2.6
million.
R
It's
an
increase
of
four
percent.
We've
actually
made
a
lot
of
reductions,
but
just
contract
price
increases
on
our
cloud-based
systems,
our
reporting
systems,
just
the
utility
bills.
Anything
like
that.
Those
increases
are
in
there
and
I
will
say.
Probably
the
biggest
increases
you'll
see
in
that
is.
We
have
additional
staff,
maintaining
the
additional
funds
for
training
and
travel
so
that
they
can
get
the
training
they
need
was
important
for
category
4,
which
is
always
our
biggest
line
items
we
do
have
a
replacement
for
truck
one
at
1.75
million.
R
I
will
point
out
two
things
about
this.
When
we
replace
truck
one
previously,
it
was
at
1.5.
The
1.75
is
actually
going
to
downsize
that
truck
So.
Currently,
it's
a
hundred
foot
aerial
platform,
that's
the
one
that
has
the
really
big
bucket
on
the
front.
We
have
had
to
replace
the
undercarriage
on
that
truck
too
many
times
for
it
being
brand
new
because
of
the
hard
turn
out
of
the
station.
R
Suv
for
the
new
assistant
chief
of
operations,
we
do
have
some
facility
maintenance
projects,
the
150
000
for
station,
one
three
and
training
Logistics
again,
the
physical,
brick
and
mortar
facilities
are
funded
by
the
bond,
but
we
do
have
some
what
we
refer
to
as
soft
cost
on
those
projects
we
are
looking
at
and
I'm
just
going
to
be
hopeful.
We
did
get
estimates
from
the
construction
folks
that
station
one
may
be
actually
up
and
running
by
next
year,
not
two
years
like
we
originally
anticipated.
R
So
this
funding
is
necessary
so
that
we
can
get
not
only
a
beautiful
building
built,
but
then
we
can
have
it
furnished
and
start
with
all
the
other
things
that
need
to
happen
for
station
two
and
station
five.
Their
projects
are
really
along
that
diversity.
Inclusion
line,
the
last
portions
of
those
stations
need
to
be
remodeled
are
the
restroom
facilities.
They
are
currently
group
facilities.
R
This
will
allow
us
to
go
in
and
reconfigure
them
so
that
their
unisex
bathrooms,
individualized
bathrooms
and
showers
and
get
away
from
the
group
mentality
so
that
it's
welcoming
for
all
genders
in
the
fire
department,
the
80
000
for
station
four,
if
you've
seen
station
four,
it's
got
an
up
facelift
on
the
outside
the
inside's
gotten
a
lot
more.
The
80
000
is
just
to
replace
the
concrete
on
the
last
side,
so
it
has
new
concrete
on
one
side,
the
old
concrete's
on
the
other.
R
This
is
to
fix
that
so
again,
overall,
it's
an
18
million
dollar
budget.
It
does
come
from
general
fund,
Economic,
Development
and
the
public
safety
lit,
and
that
would
be
again
an
overall
increase
of
11
percent
and
with
that.
That
concludes
my
presentation
and
I'm
happy
to
take
any
questions
you
may
have.
H
Thank
you,
Chief
Moore
I'm,
still
trying
to
wrap
my
head
around
the
community
EMT
and
the
feasibility
that
we
or
that
their
insurance
may
be
billed
and
so
have
we
thought
that
through
and
and
what
about
folks
who
do
not
have
insurance
and
and
what's
the
equity
there
yeah
I
think
you
know
what
I'm
saying
I
mean
that
to
me
is
a
basic
City
service
that
we're
now
is
like
low-hanging
fruit
and
we're
trying
to
pick
it
up
and
and
and
increase
our
Coffer.
So
just
tell
me
what
you
think
about
that.
Please
yeah.
R
I
I
think
it's
a
great
point.
You
know
you
get
into
the
idea
of
Taxation
and
then
billing.
What
this
is
is
just
to
recoup
right.
So
we
provide
this
service
to
everyone.
If
someone
has
Insurance,
there
are
methodologies
in
other
states
that
they
use
this
where
they
try
to
recoup
some
of
those
costs.
This
is
never
going
to
come
out
of
a
citizen's
pocket.
This
is
like
the
Medicare
Medicaid
reimbursements
that
the
hospital
and
others
receive
just
for
when
someone
calls
9-1-1
and
has
no
insurance.
R
H
Okay,
thank
you
and
I
can't
speak
for
my
colleagues,
but
no
that's
something.
I
cannot
support
and
to
recoup
cause
where
we've
already
provided
revenues
for
those
things
that
just
don't
quite
seem
fair.
You
also
talked
about
firefighter
near
misses
that
you
study
that
and
and
hopefully
avoid
some
things
in
the
future.
What
are
examples
of
that
and
and
how?
How
intense
is
that,
if
you
almost
have
an
accident,
then
what
is
the
scrutiny
there,
and
what
are
we
even
talking
about
here?
Well,.
R
I'm
glad
you
asked
that
question.
It
brings
up
a
great
Point.
The
the
best
example
I
can
give
is
actually
this
year
had
an
apartment
complex,
a
very
small
one
by
the
way
in
comparison
to
what's
being
built
in
Bloomington,
had
two
firefighters
put
in
the
hospital,
not
a
death,
not
anything
that
was
you
know,
career
ending,
but
we
definitely
dig
into
those
issues
and
try
to
determine
what
was
the
cause.
What
was
the
issue
and
then
how
can
we
prevent
it
in
the
future?
R
H
Okay
and
I'm
running
out
of
time,
I'm
just
an
example.
If
you
have
a
unit,
that's
turning
on
7th
street,
where
the
the
Seventh
Street
line
is
and
there's
a
near
a
miss
I'll
ask
questions
about
that
later,
because
there
seems
to
be
a
lot
of
those.
Lastly,
100
of
your
staff
will
receive
diversity
and
inclusion.
Training
in
10
seconds
explain
that
to
us,
please,
if
you
can
and
I'm
interested
in
how
it
gets
all
the
way
to
the
top
to
bottom,
not
just
here
right.
R
We
have
several
levels,
there's
the
program
that
you
were
participating
with
with
us
as
department
heads
that's
coming
down
through
the
management
we
also
have
from
the
bottom
up.
We
have
two
online
training
systems
and
we
do
have
a
diversity
educator
that
we
bring
in
every
two
years
to
do
in-person
classes.
R
With
this
current
development,
we
are
in
discussions
with
them,
allocating
the
land
for
the
fire
station
and
even
working
with
parks
where
we
can
have
a
Trailhead
restroom
facilities.
Things
like
that
cohabitated
with
that
station.
This
will
be
a
problem
for
the
next
Administration
to
address
with
the
new
mayor,
knowing
that
the
annexation
is
still
looming.
That
also
opens
questions
that
we
may
need
to
deal
with.
Not
only
that
Southwest,
but
also
the
southeast
side
of
the
city
as
well.
I'm.
L
Concerned
that
it
should
be
done
concurrently,
what
what
do
you
think
with
the
build
out
of
this
area?
In
other
words,
do
we
wait
until
we
have?
You
know
a
need,
that's
going
to
stress
the
system
or
do
we
build
it?
Do
we
preemptively,
anticipate
it
and
at
least
build
it,
as
the
phases
are
progressing
in
this
development?
I.
R
I
love
the
question
and
I
think
this
comes
down
to
a
term
of
priorities.
I
would
love
to
have
everything
in
place
beforehand,
but
that's
not
always
possible
with
all
the
other
City
priorities.
So
what
I
would
say
is
if
money
was
not
a
limit
and
we
could
do
anything.
We
want
I'd
love
to
start
building
and
figuring
how
we're
going
to
staff
that
station
immediately.
But
that's
that's
just
not
where
we're
at
today.
L
R
That
how
it
works
yeah,
so
our
number
one
refer
to
it-
is
the
firefighters
themselves.
So
it
used
to
be.
We
would
dig
through
the
records
and,
if
we'd
been
to
someone
multiple
times
that
was
generating
a
Client
List
and
now
our
firefighters
are
getting
very
good
at
identifying
the
things
that
we
can
help
with
and
they're
doing,
referrals
which
we've
automated
through
the
reporting
system
that
they
use
to
to
write
out
their
reports.
We
also
get
community
referrals
from
other
entities,
but
it
is
a
growing
and
very
successful
program.
Thank.
L
G
Yes,
I'm
interested
in
hearing
more
about
the
relationship
between
city
of
Bloomington
resources
and
the
university.
You
mentioned
that
a
significant
portion
of
a
proportion
of
our
call
volume
comes
from
IU.
Could
you
be
more
specific?
Could
you
give
us
a
sense
of
what
percentage
of
calls
come
from
IU
buildings,
with
the
understanding
that
a
lot
of
IU
students
live
in
the
community,
so.
R
Right
I'd
look
up
the
percentages
to
give
you
an
exact
number:
it's
not
quite
representative
of
the
25
percent
of
the
city
that
IU
roughly
makes
up,
but
the
vast
majority
of
the
calls
we
go.
There
are
for
false
alarms
and
for
medical
calls.
A
lot
of
people
have
gotten
upset
of
that
in
the
past,
and
I
would
just
say
that
you
have
more
false
alarms
in
buildings
that
have
more
alarm
systems.
Iu.
G
G
R
We've
got
a
couple
great
ones:
we
do
the
Great
Escape,
so
that
is
something
that
we've
targeted
with
the
resident
advisor
group
that
comes
in
where
we
simulate
fire
conditions,
so
we
bring
smoke
in
a
building,
teach
them
why
it's
important
to
teach
new
residents
coming
in
about
counting
doors
to
the
exit
and
other
things
like
that.
We
have
brought
in
IU
paid
for
and
brought
in
some
spokespersons
who
had
survived
a
dormitory
fire
and
the
year.
We
did
that
the
normally
we
see
the
students
come
up
and
our
calls
go
up
that
year.
R
It
actually
dipped
down.
So
programs
like
that
are
things
that
we
would
love
to
get
in
front
of
the
IU
students.
I
would
also
say
that
when
I
got
here,
we
had
no
input
on
the
intake
of
students
and
the
safety
curriculum
they
received,
and
we
were
now
a
part
of
those
conversations
and
they
do
get
safety
information
directly
from
us.
D
R
It
is
a
position
I've
asked
for
for
I
believe
five
going
on
six
years.
Currently,
we
have
three
shifts
they
kind
of
operate
a
little
differently,
as
we
have
become
younger,
with
less
experience
the
necessity
to
go
ahead
and
get
all
three
shifts
on
the
same
page
to
have
additional
oversight.
We
talked
about
things
like
the
quality
assurance
program.
R
Currently
we
are
at
capacity
of
analyzing
those
calls
and
again
we
are
seeing
more
calls
than
we've
ever
seen
in
the
past,
so
this
person
would
be
directly
responsible
for
looking
at
all
of
those
calls
making
sure
reports
are
complete,
making
sure
that
we're
following
the
safety
protocols
they'll
make
recommendations
on
the
operational
standard
operating
guidelines.
We
currently
have
the
administrative
operating
guidelines.
We
have
very
few
of
the
operational
standard
wrapping
guidelines,
basically
the
Playbook
of
how
we
want
to
operate,
knowing
that
we
have
to
get
more
into
the
technical
rescue.
R
This
person
will
be
directly
responsible
for
recreating
that
program
and
engaging
that
and
making
sure
it's
done
safely
and
then
last
but
certainly
not
least,
they
will
function
as
the
health
and
safety
officer
for
our
department.
So
we
have
safety
officers
on
the
squad
for
the
incident,
but
the
health
and
safety
officer
is
a
broader
goal.
It's
the
OSHA
compliance.
It's
you
know
making
sure
that
we're
doing
the
correct
things
for
our
firefighters
and
making
sure
that
it's
as
safe
as
it
can
be.
R
R
R
Absolutely
So.
Currently
the
designs
are
at
100
percent.
We
are
working
on
the
bid
documents
themselves.
We
do
anticipate
those
to
go
out,
probably
around
September.
Current
estimates
put
construction
anywhere
from
8
to
12
months.
So
that's
why
we're
excited
we
may
actually
be
in
the
station
before
the
end
of
next
year
and
I
would
also
say
that,
as
it's
projected
now,
it
is
under
budget.
So
on
time
or
below
time
and
under
budget.
R
F
Thank
you.
Thank
you.
Chief
Moore
appreciate
it
all
you
do
and
and
your
staff
you
said
something
that
all
of
a
sudden
it
took
me
a
minute
to
process.
So
if,
when
you
do
calls
on,
the
campus
are,
are,
is
our?
Are
we
being
compensated
or
I
mean
is?
Are
you
being
compensated
your
department
when
we
go
on
campus
and
do
things?
Is
there
like
any
reimbursement?
That's
done
when
that
happens
to
you
go
out,
and
you
know
a
lot
of
false
calls
or
whatever.
R
Yeah,
so
what
I
would
say
is
there's
not
an
official
interlocal
agreement,
but
there
is
an
agreement
between
the
city
and
IU.
I
would
have
to
look
at
it
to
be
specific,
but
I
believe
if
you'll
see
in
our
Revenue
it's
somewhere
in
the
realm
of
about
1.5
or
1.6
million
dollars
of
what
IU
pays.
It's
about
the
equivalent
of
what
the
staff
cost
for
the
15
Personnel
that
are
at
the
IU
station,
so
that
that's
all
we
receive
from
IU,
no
matter
what
the
call
volume
is.
S
A
T
Jordan
Canada
Union
president
Logan
fire
when
it
comes
to
firefighter
salaries.
Vft
is
the
lowest
paid
in
the
county
and
even
lower
when
compared
to
other
similar
compartments.
With
the
mistake.
As
we
appreciate
the
one-time
bonuses,
we
must
still
acknowledge
the
fact
that,
even
with
the
bonuses
we're
still
the
lowest
paid
in
Monroe
County
and
paid
less
more
than
half
the
departments
in
the
state,
despite
being
the
sixth
largest
city
by
population
yesterday,
non-union
employees
received
304
hours
of
PTO.
T
A
firefighter
would
need
to
work
26
hours
or
26
years
to
receive
304
hours
of
PTO.
The
term
actable
is
used.
Often,
however,
things
don't
seem
Equitable
for
all
city
employees.
It
doesn't
seem
Equitable
to
people
such
as
clerk.
Bolden,
ask
me:
Members
police
officers,
former
Chief
Rochelle,
current
Battalion,
Chief's,
Deputy,
Chief
and
firefighters.
Firefighters
are
highly
trained,
ISO
one
that
have
been
and
currently
are
being
recruited
by
departments
are
paying
market
value
and
benefits
that
match
market
value.
T
Those
two
things
are
lacking
here
within
the
city:
again
we're
the
sixth
largest
city,
second,
most
expensive
city-
to
live
in
where
the
best
train,
as
mentioned
by
John
Hamilton,
often
touting
our
ISO
one
status.
He
said
the
department
has
managed,
lead
and
share
annual
reversions
with
each
department.
Can
this
not
be
turned
into
an
annual
bonus
for
the
firefighters
I
urge
the
city
council,
as
stated
yesterday
evening
by
Stephen
Lucas,
to
utilize
their
authority
to
fix
the
salaries
for
the
fire
department?
This
is
needed
to
make
us
competitive
fire
department
within
the
county.
T
A
D
Yeah
I
think
this
Integrated
Health
Care
initiative
is
excellent
and
I
appreciate
the
update
that
there
have
been
many
so-called
graduations
from
the
program
where
people
who
frequently
had
called
9-1-1
are
now
on
a
more
stable
basis
and
have
ongoing
medical
help
or
other
help
that
they
need
and
therefore
are
not
as
much
of
a
strain
on
our
emergency
services.
So
I
very
much
appreciate
the
initiative
to
create
the
program
and
support
continued
funding
for
it.
D
L
Yes,
I
think
this
is
a
good
budget.
I
appreciate
the
work
Chief
Moore
that
you
and
your
staff
do
I
think
it
might
be
helpful
for
us
to
have
some
data
of
other
second-class
cities
in
terms
of
their
compensation
for
firefighters,
to
make
sure
that
we're
maintaining
parity
with
those.
Perhaps
we
can
reach
out
to
hrn
evaluate
other
other
comparators
so,
but
otherwise
I
appreciate
your
work
and
I
I
am
concerned
about
by
the
way
another
station
in
the
near
future,
hopefully
hopefully
before
the
need
arises.
Thank
you.
A
Honestly,
I
have
almost
the
same
notes
as
council
member
Piedmont
Smith
on
this
I
recently
did
a
ride
along
with
the
fire
department,
although
I
did
not
get
to
ride
along
because
there
were
no
emergencies.
Thank
goodness.
I
did,
though,
get
to
spend
a
good
amount
of
time
with
one
of
the
community
EMTs,
and
it
really
does
sound
like
the
work
they're
doing
in
the
community
they're
getting
to
know
their
patients
and
I
heard
some
stories
where
people's
lives
were
being
saved
because
of
those
relationships
that
were
being
forged.
D
H
L
A
J
Thank
you
good
evening.
My
name
is
Mike
decoff
I'm,
the
police
chief
for
the
city
of
Bloomington.
Why
we
exist
the
mission
of
the
Bloomington
Police
Department
is
a
safeguard
life
and
property
of
our
respecting
diversity,
encouraging
civility
solving
problems
and
maintaining
a
high
standard
of
individual
intake,
integrity
and
professionalism.
This
is
our
mission
statement.
We
have
this
posted
in
the
department.
People
see
it
every
day,
our
authorized
strength,
we're
authorized,
105,
sword
officers
and
78
non-sworn
employees.
J
You
can
see
the
breakdown
of
the
officers
employed,
the
sworn
officers
employed
and
the
number
available
that
is
due
to
the
openings
that
we
have
within
the
sworn
ranks
and
the
difference
between
the
available
and
employed
are
those
who
are
either
in
training
at
the
Academy.
Those
are
in
the
fto
program
or
those
that
are
off
on
long-term
sicker
illness
breakdown
of
each
division
for
the
Patrol
Division
there
are
84
authorized.
We
have
60
available
the
detective
division,
16
authorized
12
available
admin,
five
and
five
and
civilian
are
non-sworn,
which
is
78
and
61
available.
J
23
major
2023,
major
accomplishments.
We
hired
a
joint
police
fire
recruiting
specialist
that
works
both
with
with
both
Public
Safety
departments,
to
find
recruits
that
would
be
interested
in
a
public
safety
job.
We
hired
three
of
the
four
community
service
specialists
that
were
in
the
budget
for
this
year.
Well,
we're
still
working
on
hiring
a
social
worker.
We've
had
a
couple
of
processes
and
have
not
found
one
yet
for
dispatch.
We
continue
to
our
investment
in
best
practice
alternatives
to
lethal
forced
encounters.
We
are
always
looking
at
least
less
lethal
options.
J
There's
recently
been
discussions
about
tasers.
We
are
moving
forward
with
that,
and
hopefully
we'll
have
an
announcement
about
that
in
the
next
next
few
weeks,
I
mean
we're
focused
on
retention
of
current
employees,
with
a
variety
of
incentive
programs
that
we
have
to
kind
of
just
highlight
those
we
have
up
to
a
hundred
thousand
dollars
in
payment
assistance
for
homes
that
are
purchased
within
the
city.
We
have
a
750
a
month,
rental
assistance
for
officers
living
in
the
city.
We
have
individual
issued
Patrol
vehicles
for
officers
who
are
living
in
the
city.
J
Our
goals.
We
have
14
goals
for
2024,
divided
into
six
categories:
six
categories:
these
are
the
categories
that
we'll
be
talking
about,
increasing
the
community's
sense
of
safety.
Our
goal
is
to
reduce
overall
crimes,
including
burglaries,
robberies
and
thefts
by
three
percent
and
24
compared
to
23..
We
continue
to
emphasize
de-escalation
and
less
lethal
Force
options
during
use
of
force
incidents
as
per
icat,
which
is
a
national,
evidence-based
training
program
that
is
put
on
by
The
Police
Executive
Research
Forum.
J
We
have
put.
We
currently
have
two
instructors
and
we
put
all
of
our
officers
through
three-day
training
blocks,
and
we
also
incorporate
this
training
throughout
the
year
and
the
other
various
types
of
trainings
that
we
do
and
we
continue
the
continued
with
de-escalation
training
for
all
sore
employees,
including
the
new
state
mandates.
The
state
of
Indiana
recently
passed
some
new
mandates
on
use
of
force
and
Pursuits
the
use
of
force
policy,
basically
standardizes.
What
departments
are
able
to
do?
Departments
are
not
able
to
alter
that
Statewide
policy?
J
It
is
set
in
statute
which
we
are
required
to
follow
and
then
the
pursuit
policy.
Basically,
we
met
all
of
what
the
state
put
in
the
policy.
It's
just
basically
standardizing
a
lot
of
the
stuff
surrounding
Pursuits
talk
a
little
bit
a
little
bit
about
gun
crimes.
So
we
are
part
of
the
get
the
title
right
here.
J
The
new
City
County
gun
violence
prevention
task
force,
which
is
a
group
of
city,
county
and
non-governmental
employees,
all
working
together
to
reduce
gun
violence
in
our
community.
Some
of
the
things
that
we're
doing
is
enhance
forensic
investigations
at
crime
scene.
So
when
we
have
a
shooting
incident,
we
are
collecting
evidence
such
as
bullet
casings
bullets,
and
we
are
sending
those
to
the
federal
government
for
enhanced
forensic
evaluation,
so
that
helps
us
determine
who
might
be
involved
in
those
shootings
and
Link
them
to
other
shootings,
so
that
we
can.
J
J
J
Again
we
have
some
openings
there
and
we're
trying
to
hire
and
train
dispatchers
for
all
those
positions.
We
are
in
the
process
of
working
on
a
national
accreditation
process
through
Kalia
for
our
Dispatch
Center
I
mean
we
are
actually
moving
along
with
that
process.
Quite
well,
where
we've
got
a
lot
of
the
standards
and
the
Sops
already
completed
or
setting
in
place
the
diversion
of
some
calls
for
service
with
the
hiring
of
the
social
worker.
J
When
we
get
that
person
hired,
we
expect
to
see
percentage
of
the
calls
that
normally
might
get
dispatched
will
be
diverted
and
handled
without
actually
having
to
send
an
officer
and
we're
also
evaluate
or
evaluating
the
911
calls
to
determine
best
responding
resources.
You
recently
might
have
been
aware
of
the
911
Review
Committee.
Some
of
those
recommendations
are
calling
for
a
study
to
evaluate
how
dispatch
operates,
and
so
that
that
is
in
the
budget
and
we're
also
looking
at
hiring
a
nurse
to
help.
Divert
calls
for
EMS
and
fire
calls.
J
Continue
the
process
on
the
construction
of
showers
West,
we
are
still
in
the
design
phase
of
that
project,
where
we
are
working
with
the
Architects
literally
weekly,
on
updating
the
drawings
to
make
sure
that
we
get
everything
that
we
need
for
that
and
we're
also
continuing
with
the
annual
replacement
cycle
of
equipment
in
the
department
category.
One
personnel,
19
million
390
633,
requested
it's
about
a
six
percent
increase.
J
J
A
L
K
Let
me,
let
me
just
start
by
I
I,
understand
from
hearing
the
HR
report
that
the
new
recruit
person
that's
been
hired
to
recruit.
Both
police
and
fire
has
really
only
been
on
the
job
and
since
when
April,
but
my
question
is
how
many
has
he
brought
in
lateral
hires
new
recruits?
Do
we
have
any
stats
on?
Is
he
making
any
inroads
and
bringing
in
new
office
sworn
officers,
not
the
non-sworn
Personnel
I.
K
J
Have
not
yet
lost
any
you're
exactly
correct.
There
are
more
than
just
the
state
police.
Other
agencies
across
the
state
continue
to
write
to
raise
their
salaries,
and
it
makes
it
hard
for
us
to
keep
the
employees
that
we
have,
but
we're
we're
still
working
to
try
to
do
that
and
keep
the
incentives
there
and
keep
the
employees
that
we
have
and.
K
We
know
that
salaries
are
not
the
only
reason
why
police
stay
in
a
good
Department
like
this,
this
a
hundred
thousand
dollars
for
homes,
you
know
if
they
will
move
into
the
city
of
Bloomington.
How
is
that
being
funded?
I'm,
not
sure
Council
ever
got
a
clear
answer
as
to
are
there
Banks
underwriting
that
or
you
know
what?
What
is
the
mechanism
to
try
to
use
that
as
a
an
enticement
tool.
J
K
K
J
Kind
of
a
breakdown
of
the
incentives
we
have
right
now
we
have
one
person
that
has
taken
advantage
of
the
housing
incentive
prior
to
the
hundred
thousand
dollar.
When
there
was
one
that
was
eighteen
thousand
dollars
over
two
years.
We
have
one
person
that
has
taken
advantage
of
that.
We
have
14
people
currently
taking
advantage
of
the
rental
assistance
program.
K
H
Thank
you,
madam
chair
Chief,
decoff
and
first
thing.
I
do
want
to
say,
and
this
is
for
Chief
Moore
as
well
I've
neglected
to
say
thank
you
both
for
your
service.
We
work
with
you
over
the
years
and
I'll
be
the
first
to
admit
that
we
don't
always
agree,
but
I
do
appreciate
the
civility
in
which
we
discuss
these
things
through.
So
thank
you
now.
Having
said
that,
let's
get
it.
No,
no
Chief
Moore
stated
that
the
Talent
acquisition
manager
and
what
his
now
this
isn't
about
him.
H
J
Q
H
Okay,
correct
thank
you
and
with
regard
to
dispatch,
and
in
particularly
that
nurse
a
proposed
nurse
position,
one
of
one
of
the
things
is
over
the
years,
we've
added
a
whole
lot
of
different
positions
throughout
the
city,
I
mean
we
we've
just
grown
and
grown.
But
my
specific
question
about
the
nurse
is:
how
is
that
supposed
to
help
with
the
time
to
get
to
emergencies
and
and
I?
Don't
I'm,
not
sure
how
that
works
is
the
nurse
kind
of
quiz
the
person
that's
calling
which
to
me
would
extend
the
time
yeah.
J
J
J
G
R
Great
thanks
for
the
question
again:
Jason
Moore
fire
chief
I
was
on
the
committee
that
reviewed
these
things.
When
you
look
at
the
growing
calls
like
I
mentioned,
ours
doubled
since
2016..
There
are
a
lot
of
medical
calls
that
do
not
require
an
ambulance
that
we
were
sending
an
ambulance
and
a
fire
truck
to.
So
not
only
have
the
entire
total
911
calls
come
in
gone
up,
I
think
we're
what
over
a
hundred
thousand
but
I
think
the
point
is
is
with
the
higher
level
Medical
in
dispatch.
R
If
it's
not
a
life
safety,
critical
someone
is
going
to
die,
then
that
nursing
protocol
exists
within
the
pro-qa
that
we
have
already
purchased
with
fire,
police
and
EMS.
It's
an
add-on.
It
is
something
that
is
already
done
in
other
communities
and
it
is
actually
more
prevalent
in
Europe
than
it
is
in
the
U.S
and
what
it
does
look
to
do
again
is
strip
out
calls
that
do
not
require
that
to
hopefully
divert
so
that
we
are
diverting
them
before
they
even
hit
the
tones
and
sending
a
firefighter
or
an
ambulance
out
on
those
calls.
R
A
lot
of
them
can
be
diverted
to
Primary
Care.
It
can
be
told
you
know
again
I'll
just
an
example
of
this
is
literally
had
one
the
other
day
for
a
splinter.
Our
department
doesn't
go
on
that
some
departments
do,
but
an
ambulance
was
dispatched
for
a
splinter,
and
that
is
a
911
call
was
was
made
and.
T
R
J
G
I,
just
have
a
little
bit
of
time
left
but
I
understand.
I
I
want
to
dive
into
these
incentives.
Just
a
little
bit
more
for
Recruitment
and
Retention
I
understand
that
officers
will
vote
with
their
feet.
You
know
they
will.
They
will
either
go
or
stay
depending
on
these
kinds
of
incentives
and
we'll
choose
the
incentives
that
meet
their
needs.
How
are
we
getting
feedback
from
officers
about
which
what
kinds
of
incentives
will
actually
work.
J
That's
a
good
question:
we've
gone
I've,
attended
myself
different,
recruiting
and
hiring
things
to
look
at
at.
You
know
how
these
things
work
incentives.
Sometimes
you
know,
depending
upon
the
training,
some
some
places
say,
incentives,
work,
some
say
incentives,
don't
it's
a
different.
It's
a
different
generation
that
we're
hiring
today
than
when
I
started,
and
you
know
a
lot
of
people.
A
lot
of
younger
people
that
are
getting
into
this
profession
are
more
interested
in
time
off
and
what
the
community
has
to
offer,
and
things
like
that.
So.
D
Alliance,
so
I
have
just
a
kind
of
a
overreaching
question
in
your
in
your
memo
in
our
budget
packet,
you
say
the
department
is
focused
on
responding
to
the
overall
Public
Safety
needs
of
the
city
of
Bloomington,
using
a
combination
of
officers,
community
service
specialists
and
social
workers,
so
responding
to
the
overall
Public
Safety
needs.
Do
you
feel
that
the
police
is
able
to
and
is
the
appropriate
and
only
body
to
respond
to
the
community's
public
safety
needs.
D
J
No,
we
can't
respond
to
all
of
the
public
safety
needs
in
our
community.
You
know
right
now.
I
think
that
we
are
are
appropriate
to
respond
because
I
think
in
certain
areas
there
aren't
there
aren't
the
right
types
of
response
available,
and
so
you
know
when
the
state
started,
cutting
funding
for
for
mental
health
facilities
and
State
Hospital.
J
You
know
they
that
ended
up
getting
dumped
in
local
government's
lap,
and
so
those
were
things
that
that
you
know
we
weren't
used
to
responding
to
we've
adapted
we've
hired
social
workers
to
help
with
that.
We've
hired
community
service
specialists
to
help
respond
to
not
to
minor
calls
that
free
up
the
officers
to
still
be
able
to
respond
to
more
major
things.
But
you
know
in
combination
with
with
the
fire
department,
with
both
of
our
agencies.
J
Q
J
I
think
we
can
have
conversations
about
that
if
you
are
referring
to
the
Caps
commission,
which
I'm
sure
that's
kind
of
maybe
where
you're
going
with
this
I'm,
not
sure
we
need
another
city
Department
to
do
that.
I
think
that
we
could
probably
use
the
resources
that
we
currently
have
available
to
look
at
those
types
of
calls
and
figure
out
a
strategy.
F
J
A
A
L
So
referring
to
so
let
me
touch
on.
We
can
agree
that
we
have
understaffing
of
police.
Yes,
at
this
point,
and
so
I
assume
that
we
had
a
consultant
report
some
years
back
three
or
four
years
ago,
that
recommended
about
30
of
the
time
of
of
police
should
be
focused
on
community
policing,
interaction
with
community
and
so
forth.
This
is
probably
not
available
to
your
staff.
I
would
assume,
because,
or
or
or
at
least
it's
not
adequate
in
terms
of
the
availability
of
officers
to
do
that
kind
of
work
is.
L
J
J
You
know
we
used
to
do
a
teen
Police
Academy
in
the
summer,
which
was
extremely
popular
with
with
Middle
School
to
high
school
kids,
very
staff
intense.
We
don't
do
that
anymore,
because
we
just
we
don't
have
the
Staffing
to
do
it.
We're
still
able
to
do
our
our
Citizen,
Police
Academy,
but
again
it's
it
stretches
the
staff
pretty
thin
to
try
to
to
get
them
there
to
to
present
at
those
things.
Thank
you.
A
That's
that
is
the
end,
then,
of
our
first
round
of
comments
right.
Okay.
So
let's
go
to
public
comment
now.
If
anyone
in
council
chambers
would
like
to
speak,
please
come
up
to
the
podium
and
if
anyone
online
would
like
to
make
a
comment,
please
raise
your
hand
or
enter
it
into
the
chat
and
our
Council
attorney,
we'll
assist
you.
Do
we
have
any
takers
online.
A
U
U
The
report
documents
extensive
research
on
local
public
safety
needs
and
gas,
emerging
threats
of
to
safety,
leading
best
practices
and
Community
safety
around
the
U.S
and
includes
nearly
80
pages
of
testimony
to
buy
key
stakeholders
and
community
members
in
our
work,
the
Caps
commission
was
impressed
with
the
enormous
levels
of
dedication,
Innovation
and
care
that
bloomington's
police
and
fire
departments
put
into
their
work
to
provide
Public
Safety
in
our
city.
However,
there
are
structural
reasons
why
our
city
feels
less
safe
year
after
year,
despite
their
highly
commendable
effort.
U
U
The
reason
for
this
recommendation
is
that
our
lengthy
Outreach,
with
key
stakeholders
and
all
of
the
big
city
departments
related
to
the
public
safety
sounds
that
the
city
of
Bloomington
is
currently
unable
to
respond
in
a
coordinated
and
strategic
facet
to
address
the
top
three
most
widely
acknowledged
emerging
threats
to
Public
Safety
in
Bloomington,
which
are
arising
or
persistent
rates
of
homelessness,
drug
use
and
mental
illness.
Structurally,
we
found
an
Institutional
Gap
around
the
city-wide
coordination
of
important
safety,
related
resources
and
services.
U
In
other
words,
everyone
from
the
head
to
City
departments
to
the
unhoused
resident
of
our
city
need
to
agree
that
these
three
growing
safety
charts
must
be
addressed
strategically.
Yet
no
existing
departments
will
leave
indivisible
in
their
departmental
purview
to
coordinate
such
a
strategy.
Please
don't
take
our
word
for
it
read
the
included
stakeholder
quotes
in.
S
Your
name,
thank
you.
My
name
is
Jason
McCulloch
I'm.
Also
a
member
of
the
Caps
commission,
the
BPD
budget
increased
by
50
in
the
four
years
between
2019
and
2023,
from
16
million
dollars
to
24
million
dollars.
From
a
cost-effectiveness
perspective,
we
would
expect
crime,
or
at
least
violent
crime,
to
have
gone
down
in
response
to
a
massive
spending
increase.
However,
during
those
same
four
years,
service
calls
stayed
around
the
same
overall
crime
statistics
stayed
nearly
the
same
and
violent
crime
actually
Rose
by
24.
S
Our
report
details
why
traditional
law,
enforcement-led
approaches
alone
to
safety,
are
ineffective
at
preventing
crime
and
violence,
both
in
Bloomington
and
around
the
United
States.
The
evidence-based
root
cause
of
crime
and
violence,
including
our
greatest
local,
emerging
threats
to
Public
Safety,
are
squarely
outside
the
reach
of
law
enforcement
departments
alone.
In
also
code
enforcement
departments
or
even
crisis.
Responders
cannot
address
these,
in
contrast,
taking
a
city-wide,
strategic,
non-coercive
and
community-led
approach
to
providing
the
basic
needs
of
the
most
marginalized
members
of
the
city
has
led
to
reduced
crime.
S
Violent
crime
calls
for
service
and
cost
saving
in
other
cities
that
we
study.
We
are
not
asking
you
to
choose
between
supporting
the
existing
Public
Safety
departments
and
funding
our
recommendations.
Our
commission
is
confident
that
the
recommendations
in
our
report
will
improve
safety,
Justice
and
economic
Prosperity
outcomes
by
putting
human
needs
first.
S
However,
we
are
also
confident
that
the
workplace,
morale
and
staff
retention
of
both
the
police
and
fire
departments
will
benefit
from
having
a
city
entity
dedicated
to
coordinating
a
strategic
response
to
the
root
causes
that
drive
the
crises
to
which
they
are
called
to
respond
to
better
support.
Our
operational
stakeholders
that
presented
tonight
I
hereby
ask
the
council
to
include
the
full
cost
of
the
Caps
report,
recommendations
into
the
safety
budget
or
another
part
of
the
city
budget,
as
a
small
step
towards
creating
a
safer,
more
resilient,
a
more
socially
just
Bloomington.
N
Hello
again
Eric
Smith
Moore
Chamber
of
Commerce.
We
really
appreciate
the
presentation
by
Chief
decoff
and
we,
along
with
with
with
many
others
in
the
community,
are
still
concerned
about
the
Recruitment
and
Retention
issues
with
BPD
for
the
chamber.
That's
the
number
one
priority
Public
Safety,
especially
with
the
use
of
tax
dollars.
N
N
You
know,
in
particular,
it'd
be
great
to
know
the
numbers
of
applicants,
interviews,
hires,
departures,
Etc.
Basically,
any
data
related
to
Recruitment
and
Retention
would
be
extraordinarily
helpful
and
take
the
guesswork
out
of
what's
being
done
to
address
the
problems.
The
council
could
even
require
a
regular
report
on
the
recruitment
data.
N
I
think
this
would
be
a
great
way
to
signal
to
the
community
that
our
elected
officials
really
want
to
see
results
right
now
we
don't
know
what
the
recruitment
plan
is
or
what
actions
are
being
taken
to
address
the
Staffing
crisis
on
a
day-to-day
basis.
What
is
the
goal?
Is
there
a
goal?
If
the
goal
is
the
105
sworn
officers,
as
indicated
in
the
budget,
let's
publicly
acknowledge
it
and
rally
the
community
behind
that
goal.
I
mean
look
at
all.
N
Massive
new
neighborhood
at
Hopewell,
we
have
aggressive
plans
to
expand
the
trades
position,
we're
constructing
a
new
Public
Safety
headquarters
and
Convention
Center
we're
installing
Fiverr
infrastructure
to
every
home
in
the
city.
If
we
can
do
all
of
that
simultaneously,
certainly
we
can
hire
enough
police.
N
A
K
You,
of
course,
earlier
I
submitted
10
questions
with
respect
to
this
budget
regarding
the
showers
West
project
and
how
that's
coming
and
I
got
answers.
Many
of
them
are
not
particularly
helpful,
so
I
will
certainly
have
more
related
to
that
and
that
it
pertains
to
this
budget.
I
understand
we'll
be
having
a
work
session
on
what
September
the
12th,
where
we
can
talk
about
that,
and
hopefully
we
can
get
some
additional
questions
answered
about
that,
one
in
particular
that
concerns
me
that
I
hope,
Chief
decoff.
You
can
maybe
answer
at
a
future
time.
K
I
can
certainly
submit
it
in
writing
to
be
more
specific,
are
about.
The
current
design
includes
several
connections
between
showers,
East
and
West,
including
an
access
point
from
the
back
of
the
mayor's
office
to
connect
with
the
new
Public.
Safety
offices
allows
for
some
potential
expansion
of
the
mayor's
office
details
still
to
be
developed,
some
expansion
of
council
clerk
space
and
then
with
the
potential
hallway,
can
connecting
the
Atria
I.
K
My
understanding
is
that
there
already
is
a
fitness
facility
in
the
training
facility
on
the
South
Side,
so
I'd
like
to
know
a
little
bit
more
specific
about
that,
and
many
other
are
my
questions
that
were
not
adequately
answered
in
the
answers
to
my
10
questions
and
then
lastly,
I'd
like
to
know:
are
there
any
data
about
officers
who
are
injured
when
they're
conducting
welfare
checks
or
noise
complaints?
So
again,
not
the
time
to
answer
questions
now?
K
But
these
are
things
that
I
want
to
address,
and
so
because
is
certainly
No
Lack
of
confidence
in
you,
Chief
decoff,
and
your
your
leadership
of
this
department
and
my
pride
in
Public
Safety
in
this
community
and
how
we
do
strive
to
be
the
best
at
that.
I
will
be
voting
no
on
this
budget,
because
I
have
too
many
unanswered
questions
regarding
this
particular
budget
and
the
emphasis
on
non-sworn
officers
when
our
need
is
for
sworn
officers.
Thank
you.
L
I
appreciate
the
retention
incentives
that
have
been
offered
by
the
administration.
I
also
appreciate
that
the
administration
and
the
police
Union
have
achieved
a
mutually
agreed
contract,
but
the
employed
and
available
police
number
continues
to
be
I.
Think
very
alarmingly,
deficient
I
understand
that
we're
in
competition
with
other
locales
other
police
forces,
but
we
must
recognize
this
reality
and
make
certain
that
our
compensation
makes
us
competitive.
L
According
to
the
2023
state
of
Public
Safety
report,
there
was
an
increase
in
crimes
involving
weapons,
increased
64
percent
between
2020
and
2023
from
765
incidents
to
1258
incidents.
So
this
is
a
very
distressing.
Considering
that
we
haven't
overworked
staff
working
overtime,
they're
understaffed
we
have
Reliance
on
certainly
new
recruits.
L
We
have
increasing
increasing
gun
violence
and
of
community
policing,
which
is
I,
think
absolutely
essential
is
not
currently
possible
or
it's
or
it's
diminished,
but
is
very
important
and-
and
here
I
appreciate
the
Caps
commission
report.
Clearly,
a
lot
of
work
and
attention
went
into
the
report.
I
do
differ
with
transferring
those
particular
duties
of
the
police
officers
that
involve
non-violence,
interaction
and
the
various
service
calls
welfare
calls
and
so
forth.
I
think
that
those
are
very
important
for
police
officers
to
be
engaged
in
in
order
to
interact
with
the
community.
L
L
C
O
For
the
presentation,
first
just
wanted
to
voice
appreciation
for
officers
who
serve
the
city
every
day
and
also
for
cheap
decoff,
and
also
for
the
cops
Commission
in
following
the
directions
of
the
city
council,
as
approved
in
2020,
to
think
outside
the
box
and
look
at
evidence-based
Solutions
about
how
to
offload
some
of
the
overburden
plate
of
police
officers.
That
was
the
goal
we
actually
heard.
O
Chief
D
Goff
earlier
tonight
talk
about
how
the
police
and
fire
cannot
solely
respond
to
all
public
safety
needs,
and
that's
because
it's
conceptualizing
public
safety
and
thinking
about
Public
Safety
holistically
looking
Upstream
at
causes.
Evidence-Based
causes
of
Crime
Of
Violence
of
increase
in
gun
violence,
for
instance.
O
Just
philosophically
disagree
with
that,
that's
not
to
say
that
we
shouldn't
pay
our
police
well
treat
them
well,
compensate
them
well
and
Endeavor
to
fully
fund
and
and
fulfill
sorry,
the
the
budgeted
positions,
I
I,
support
that
and
I
think
efforts
are
underway
to
do
that.
But
I
don't
want
to
lose
the
thread
on
the
continued
evolution
of
of
thinking
around
Public
Safety
and
the
idea
that
there
are
structural
reasons,
as
noted
by
the
Caps
Commission
in
comments
tonight,
but
also
in
their
in
their
report.
Why?
O
Why
to
look
away
from
policing
for
some
of
these
needs
and
and
how
to
address
these
things?
And
that's
the
idea
of
a
a
department
to
coordinate
Public,
Safety
and
resilience
is
about
it's
about
coordinating
appropriately
across
police
fire
and
other
services
that
can
work
on
on
the
Upstream
causes
of
of
criminality
and
and
a
lack
of
Safety
and
Security.
O
Just
a
few
additional
notes.
I,
you
know
Mr
Smith.
He
said
something
like
what's
the
goal:
the
goal
is
105
new
officers
and
we
should
go
after
that.
It's
like
no!
No.
The
goal
is
Public,
Safety
and
Security
for
all.
That's
what
we're?
After
105
officers
might
be
helpful
in
getting
there,
but
so
too
might
be
a
lot
of
dedicated
resources
to
housing
and
mental
health.
O
Like
it's
a
little
concerning
to
me
that
we
had
a
similar
email
from
Jen
Pearl
with
the
bedc
highlighting
Public
Safety
is
the
thing
to
focus
on,
by
which
you're
the
amount,
policing
and
sort
of
the
form
of
the
email
and
as
a
key
Hallmark
of
Economic
Development
quality
of
place.
But
it's
telling
that
she
didn't
advocate
for
those
other
important
elements
of
quality
of
place,
so
I
want
us
to
I.
O
D
Yes,
I
also
want
to
thank
Chief,
decoff
and
all
of
the
police
officers
who
are
stretched
very
thin
and
I.
Think
that
is
unfortunate
and
I.
I
hope
that
our
recruitment
goes
better
in
the
coming
year.
At
the
same
time,
I
agree
with
councilmember
Flaherty
that
the
police
are
not
and
I
believe
that
Chief
decoff
said
as
much
as
well.
The
police
are
not
the
only
answer
to
Public
Safety
and
cannot
be
the
only
answer,
as
I
mentioned
yesterday
during
the
the
mayor's
office
budget
report.
D
D
As
to
this
particular
budget.
I
I
have
too
many
questions
to
vote
Yes
on
it.
Chief
decaf
mentioned
moving
ahead
with
tasers
I
didn't
know
anything
about
this
I'd
like
to
know.
If
we're
approving
funds
for
tasers
or
not,
there
are
some
lease
payments
also
that
I
I
need
to
get
some
clarity
on.
So
there
are
some
technical
reasons.
D
Why
I
am
not
going
to
vote
Yes
tonight
and
then
also
just
kind
of
the
the
overall
Concepts
that
I
want
to
underline
that
we
need
a
broader
approach
to
Public
Safety,
so
nothing
against
Chief
decoff
or
our
police
officers
who
put
their
lives
on
the
line
every
day,
but
I'm
voting
no
tonight.
Thank
you.
H
I
have
a
real
issue
me
personally,
with
encumbering
not
only
the
next
Council
but
the
next
Administration,
with
more
than
that
information.
Let's
get
I'm,
okay
with
the
information
and
we
can
decide
you
know
with
others.
Many
of
us
up
here
won't
be
here
so
I
want
to
be
real,
careful
that
I
don't
encumber
the
wrong
things,
but
at
the
same
time
acknowledge
certain
things
that
have
been
discussed
within
the
community.
H
I
mean
I
support,
BPD
I
support,
many
of
the
things
we're
doing
support
Chief,
but
I
still
got
to
talk
to
director
kid
to
find
out
about
some
of
this
nursing
strategy.
And
it's
hard
for
me
to
recognize
that
you
call
dispatch.
Then
you
talk
to
a
nurse
and
how
that
responds
to
expanded.
Call
times
to
respond
to
that
emergency,
yeah
it'll
save
a
few
things,
a
splinter
yeah,
that's
one
thing:
I
mean
I,
got
fire
trucks
up
and
down
my
neighborhood,
and
these
are
elderly
people
and
trust
me.
H
They
got
more
in
a
darn
Splinter,
not
to
disregard
anything
that
was
said
so
I
think
it
just
needs
to
be
looked
more
into
or
get
more
answers,
for
example,
from
deaf
to
so
as
much
as
I
I
do
have
a
lot
of
support
for
what
we're
talking
about
this
evening
in
the
budget
like
much
like
BPD
I
will
abstain
and
then
submit
other
questions
and
looking
forward
to
support
our
budget
for
these
departments
moving
forward.
So
thank
you.
A
For
up
a
few
comments,
I
very
much
support
the
comments
of
council
members,
Piedmont,
Smith
and
Flaherty.
So
I,
don't
want
to
repeat
those
I
I
just
want
to
emphasize
I
would
say
that
Public
Safety
in
general
is
so
much
more
than
the
police
department
and
I
know.
Most
folks
aren't
going
to
argue
with
that.
But
I
think
there
is
so
much
that
we're
missing
when
we
don't
opt
for
just
a
feasibility
study
of
what
a
Department
of
Public
Safety
might
look
at.
Just
like
we
created
a
department
of
innovation
right.
A
We
need
a
feasibility
study
for
Public
Safety
I.
Don't
necessarily
think
that
needs
to
be
part
of
the
police
department
budget
I
think
it
should
be
potentially
Office
of
the
mayor
tonight.
I
have
a
few
more
questions
and
just
haven't
dug
through
this
particular
budget
enough.
So
I
will
be
abstaining
with
that
anyone
else.
Okay,.