►
Description
March 28, 2019
In 2017 the City of Bloomington started using a new system to track budget goals to create greater transparency and accountability with regard to City projects, and the spending they require. Using the collaborative Trello software, department heads track and share goals and activities, and provide real-time updates. This information is then shared to the City website semi-annually. Now that 2018 budget goals may be measured against outcomes, Mayor John Hamilton, Deputy Mayor Mick Renneisen and other City staff shared the updated 2018 budget goal report in a conversation in this Facebook Live Town Hall.
Our budget update documents can be found here:
https://bloomington.in.gov/city/budget/updates
B
A
Cassandra
communications
director
for
the
city
of
Bloomington,
thanks
for
joining
us
for
another
Facebook,
live
discussion
here
from
City
Hall
I'm
joined
today
by
Mayor
John,
Hamilton
and
deputy
mayor
Makran
eyes,
and
also
administrative
coordinator,
Morgan,
Allen
and
new
to
our
Facebook
series.
Today,
it's
Christmas
who
joins
us
as
the
special
projects
manager
from
Public
Works,
and
why
are
we
here
today?
It's
the
second
of
our
discussions
of
our
budget
goal
updates
our
second
budget
goal
update.
A
On
the
city
website
semi-annually,
so
now
that
the
2018
budget
goals
can
against
outcomes,
we
want
to
share
those
results
with
you
and
talk
a
little
bit
about
what
we've
learned
so
we're
here
today
to
discuss
those
results
and
just
a
reminder
that
we
invite
you
to
participate
in
our
conversation
today.
Just
go
to
the
comments
section
and
enter
your
question
at
any
point
during
our
discussion
today
and
we'd
love
to
try
to
answer
your
questions.
B
A
C
Thanks
thanks
everybody
for
listening
to
I
guess
I
would
actually
go
back
to
the
first
day
when
I
was
in
office
and
I
and
I
used
a
phrase
to
talk
about
government
and
I,
stole
that
I
guess:
I
stole
it
from
dr.
Seuss,
I,
think
and
amended
the
notion
that
in
government
we
need
to
say
what
we
will
do
and
then
do
what
we
will,
what
we
say
and
to
say
what
we'll
do
means
to
be
very
transparent
and
clear
about
as
a
government.
C
What
are
we
trying
to
do
and
the
budget
process
is
one
of
the
most
important
central
places
where
you
say
what
we'll
do,
because
you're
saying
it
and
we're
asking
for
investments
of
many
different
times
to
say
what
we
will
do
with
those
investments.
So
that's
the
budget
and
we
wanted
to
be
sure
that
we
got
better
and
kept
better
at
saying
what
we'll
do
and
then
the
do
what
we'll
say
part
comes
in
on.
Well,
how
did
it
go?
C
C
Those
and
that's
what
this
document
does
and
we
are
not
going
to
go
through
500
calls
either
here
or
even
at
the
budget
process.
You
can't
do
that,
but
it's
just
so
there's
a
lot
going
on,
but
it
it's
trying
to
it's
trying
to
make
sure
the
public
can
see.
If
there
is
you
care
about,
and,
of
course,
these
parts
division,
cabinet
leaders
cares
a
lot
about
their
goals
and
they
manage
toward
them
and
and
I
think
it's
really
important
to
to
score
ourselves
and
see
how
we
did
so.
That's
where
this
comes
from
right.
A
E
In
my
38
years
with
the
city,
I
would
say
that
the
city's
always
articulated
its
goals
as
part
of
the
budget
development
process
and
those
can
be
fairly
broad
and
have
been
fairly
broad
over
those
decades
that
I've
observed
our
budget
process
develop
in
in
so,
for
example,
in
parks.
That
I
was
a
part
of
that
department
for
35
years.
E
What's
the
subsidy
that
the
tax
payers
paid
to
provide
swimming
classes,
just
as
one
example
of
in
that
department,
probably
500
different
service
level,
delivery
points
that
we
touched
the
community
with
so
I,
think
that's
what
I've
noticed
over
my
career
here
is
going
from
a
more
generalized
way
of
describing
articulating
what
the
city's
goals
were
in
all
the
departments,
to
a
more
specific
way
that
Mayor
Hamilton
has
articulated
earlier
about
and
we're
gonna
say
what
we're
going
to
do.
We're
going
to
do
we're
going
to
do
that.
E
And
so
you'll
see
later,
when
we
show
this
we're
not
going
to
get
a
hundred
percent
and
that
should
be
okay
and
I
applaud
the
mayor
for
allowing
with
that,
because
it's
easy
to
set
a
goal
you
can
obtain,
he
readily
and
then
say.
Well,
look,
we
got
it
all
right,
but
you
want
to
have
aspirational
goals.
You
want
to
reach,
and
sometimes
you
aren't
going
to
reach
them
for
reasons
out
of
your
control
and
so.
E
Career
and
thankfully
mayor
Hamilton
took
the
the
way
that
parts
moved
towards
about
25
years
ago,
when
we
became
more
specific
in
the
way
that
we
look
at
our
goals.
Taking
the
swimming-pool
example
and
saying
now,
we're
going
to
have
X
number
of
sessions,
and
our
goal
is
to
have
so
many
children
that
are
that
go
through
and
achieve
certification,
as
well
as
able
to
swim
and
other
things.
As
part
of
that,
we
would
measure
back
what
you're
looking
for,
or
around
looking
for
at
the
time
was
where
trends
would
start
to
change.
E
Are
we
spending
too
many
resources?
Assuming
that
there's
going
to
be
500,
kids
swimming?
It's
going
less.
When
really
there
were
only
250,
you
know,
so
we
should
be
shifting
our
resources
to
something
else.
What
is
the
emerging
trend
in
that
particular
area,
or
any
of
the
areas
that
that
particular
department
serves
so
now
all
of
our
departments
are
looking
at
it.
That
way,
it
happened
starting
to
change
the
way
they
structure
their
goals
in
the
last
three
years
and
getting
more
metric
driven
in
specific,
which
another
guest
will
explain
that
yeah.
A
So
that's
so
getting
more
granular
about
those
goals
and
we'll
talk
about
SMART
goals
and
the
narrative
I
mean
that's
something
that,
if
there's
something
to
enjoy
in
a
document
that
many
people
may
consider
dry,
it
is
those
stories
that
emerge
and
we'll
share
some
of
those,
rather
than
this
being
something.
That's
really
just.
E
E
E
D
E
The
services
the
public
works,
we're
going
to
provide
a
fire
protection
and
police
protection
and
Parks
and
internal
service
departments
controllers
office
and
all
those
things
we're
going
to
do
that.
So
it's
not
exactly
looking
at
it
from
zero,
but
you're
more
discretionary
things
should
be
driven
by
your
goals.
So
if
you
see
a
trend
coming
or
something
emerging
that
you
need
to
address,
we
don't
have
an
infinite
amount
of
money
here
we
have
to.
We
have
to
shift
our
priorities
to
accommodate.
E
What's
that
new
emerging
trend
or
how
much
we
can
talk
about
what
we've
been
spending
those
DUHS
discretionary
dollars,
if
you
will
on
in
recent
years
it's
the
subject,
they
have
a
lot
of
our
attention
here:
affordable
housing,
our
infrastructure
replacement,
repair
program.
So
you
know
we
have
to
make
those
choices
and
that's
why
doing
a
zero
base
model
really
helps
you
look
at.
What
are
we
going
to
give
to
spend
money
where
we
need
it
for
delivery
of
services
to
our
killer,
yeah.
A
F
I
mean
I
think
Mick
did
an
excellent
job,
defining
how
we
approach
our
budget
and
our
goals
of
our
budget,
and
as
we
can,
we
tracked
services
like
number
of
languidly
potholes.
Have
we
done
how
many
live
released
rates
for
animals
and
how
much
tonnage
just
to
name
a
few
of
those
services,
and
so
they
were
tracked
in
general
terms,
we
had
general
gold
use
even
a
management
tool
that
called
Trello.
It
is
effective.
It
is
a
very
effective
management
tool.
F
Anything
and
it
keeps
your
department
accountable.
You.
You
lay
out
these
goals
that
you
want
to
reach
to
maintain
and
you
do
reach,
and
you
know
you
may
not
reach
100%
and
in
Public
Works
Administration.
We
have
bimonthly
meetings,
we
update
the
Trello
or
our
goals,
our
every
quarter.
We
meet
with
division
head
on
their
specific
goals.
We
look
at
the
data.
Are
we
reaching
this
goal?
Is
it
an
attainable?
If
it's
not
attainable?
What
can
we
do
to
be
more
accountable
and
reach
this
goal
that
we
have
established
for
ourselves
and
I?
F
Just
it
I
think
the
biggest
thing
is
it's
a
very
effective
tool
to
use
that
you
could
look
at
some
people.
Look
at
it
every
day.
Some
people
look
at
once
a
month,
but
it
keeps
you
accountable
and
on
track
for
the
goals
that
you
have
set
for
your
department
and
I
think
that's
the
biggest
difference.
It's
fantastic.
D
A
B
A
D
A
D
C
On
the
swimming
lesson,
examples
yeah,
you
know
what
one
one
level
you
can
just
be
super,
they
say
we're
going
to
give
swimming
lessons
at
our
pool
or
you
might
even
be
more
baby
to
we're.
Gonna
have
a
pool,
and
it's
going
to
cost
this
much
and
people
will
enjoy
next
level
is
we're.
Gonna
have
a
pool
and
it
cost
as
much
and
here's
what
we're
going
to
do.
We
offer
swimming
lessons
were
to
be
rented
for
a
facility,
etc.
C
Another
level
would
be
we're,
gonna
have
a
pool,
and
it's
gonna
have
all
these
programs
and
by
the
way
we
want
to
be
sure
we
get
five
hundred
kids
attending
swimming
lessons,
and
we
want
to
be
sure
we
get
twenty
four
community
events
that
use
the
pool,
etc,
etc.
Another
level
you've
developed.
You
know:
why
are
we
giving
swimming
lessons?
Maybe
what
we
really
want
to
do
is
we
say
we
want
every
six-year-old
in
the
city
or
50%
of
the
six-year-olds
in
the
city
to
be
able
to
swim.
Is
that
what
it's
about?
C
C
Because
kids
like
to
swim
in
halls,
so
be
it,
but
if
it's
actually
we
have
a
goal
for
this
community.
We
want
people
to
learn
to
swim,
I,
don't
know
what
the
right
goal
is,
but
that's
that
kind
of
helps
us
raise
this
question
up
and
I
know
we'll
talk
some
about
streets
too,
like
when
we
we
paid
a
certain
amount
of
street
miles.
Well,
it's
not
just
because
we
like
to
pay
street
well,
why?
Why
do
we
do
that?
D
C
E
We
can
do
two
swimming
lesson,
example,
or
how
many
teams
played
in
a
softball
league
or
how
many
kids
played
in
youth
baseball
or
how
many
farmers
market
attendees
were
there
in
vendors.
We
have
examples
of
that.
It's
a
little
bit
more
difficult
to
articulate
at
other
departments
and
that's
where
the
transition
from
where
we
were
in
2016,
to
where
we'll
be
in
2020
is
really
emerging,
and
this
is
the
next
layer
is
how
many
people
are
we
serving
with
these
respective
services
that
the
17
departments
provided
and
then.
E
Service
for
each
one
of
those
individual
interactions,
we
have,
and
it
doesn't
mean
it's
good
or
bad
if
it's
a
high
number
or
just
between
now.
No
here's
what
it
costs
to
do
that
if
it's
crispy
tell
us
how
much
it
cost
to
fill
upon
I
think
we
know
that
number.
Then
we
can.
We
just
fill
the
thousands
of
them.
Then
you
know
how
your
city
dollars
are
being
used
and
if
it's
an
appropriate
expenditure
of
those
funds
or
not,
when
we
go
to
the
City
Council,
they.
B
A
C
A
C
2018
year,
which
we,
which
we're
reporting
on
really
began,
at
least
in
mid
2017,
to
develop
the
budget
to
present
it
to
City
Council
for
them
to
pass
it
with
all
of
these
goals
in
it
and,
of
course,
during
2018
as
Chris
is
describing,
we
use
it
to
manage
every
meeting
our
goals,
etc,
etc.
2018
ends,
we
look
back
on
the
whole
year.
We're
now
part
way
into
2019,
looking
back
at
2018.
C
C
C
A
B
C
I
never
liked,
but
it
was
real
that
said
in
government
never
put
a
date
and
a
number
in
the
same
sentence
because,
oh,
my
goodness
it's
covered
will
be
held
accountable.
If
you
say
certain
number
and
a
certain
date,
it's
scary,
which
it
is
so
key
to
the
fire
it
doesn't
government's.
You
know
politician
governments,
don't
like
necessarily
to
put
up
this
measuring,
stick
that
then
we
can
be
hoisted
by
I
guess
you
know,
but
I
think
it's
really
important
for
trust
and
accountability.
A
B
A
D
D
This
is
what
we
strike
were
obviously
substantially
accomplished.
Is
that
it's
50%
or
more
of
your
goal?
So
if
you
had
a
goal
to
give
400
swimming
lessons,
if
you
gave
at
least
200
that
substantially
accomplished
and
then
not
met,
is
50%
or
less
well,
forty,
nine
percent
were
less
and
obviously
we
don't
want
a
lot
of
those
Hamilton
encourages
high
polish
per
song.
D
C
C
The
year
priorities
that
are
set
six
months
ahead
can
be
overcome
by
certain
other
demands
in
the
city
that
changes
in
in
activities
or
weather
or
program
or
partners.
Who
can't
do
what
we
hope
they
might
do
so,
let's,
okay,
I,
feel
you
know
we.
This
is
a
in
the
aggregate
of
500-plus.
It's
kind
of
interesting
to
see
that
and
overall
ratios
are
kind
of
feel,
okay
that
we
have
a
wedge.
That's
overdoing
certain,
but,
more
importantly,
it's
kind
of
digging
into
each
one.
A
We
are,
it
brings
up
the
question
when
you're
working
with
departments,
to
establish
these
goals
and
approving
these
goals.
Is
there
ever
a
give-and-take
about
that
about
your
people
or
department,
heads
I
should
say
you
are
overly
ambitious
and
aspirational
and
some
whose
ambition
you
need
to
tamp
down
a
little
bit
to
be
more
realistic.
E
And
some
are
a
little
bit
more
conservative
about
you
know
they
just
don't
want
to
set
themselves
up
or
their
staff
and
it's
understandable
for
what
might
be
viewed
as
oh,
my
gosh.
You
know
if
we
showed
you
each
one
of
these
departments
and
somebody's
didn't
look
like
this
representative
sample,
they
might
feel
like
they
didn't
they
failed
and
that's
not
what
these
are
about.
It's
not
about
pointing
out
failure.
It's
about
that.
We
get
better.
How.
F
B
F
D
B
F
A
F
F
B
F
How
can
we
improve?
What
can
we
do
to
make
that
percentage
to
go
down
and
down
damn?
So
we
try
to
set
like
a
moderate
goal
at
first
when
we
talk
about
it.
While
we
were
developing
our
goals
and
there
were
like
you
know-
let's,
let's
try
to
go
three
or
four
or
five
percentage
points
above
and
and
see
what
we
can
do
to
reach
that
goal.
And
if
we
don't
reach
that
goal,
then
we
we
have
grown
on
on
our
way
of
doing
things
in
public
words.
C
C
Animal
control's
gonna
say:
look
we
made
6%
but
to
get
to
2%
or
3%.
We
think
we're
gonna
have
to
do
this
new
training
or
this
new
piece
of
equipment
or
this
new
program
that
we
need
to
do
and
that's
going
to
cost
us
forty
thousand
dollars
whatever.
Well,
then,
that's
saying
all
right
well,
we'll
put
$40,000
in
but
you're
telling
us
if
we
do
that,
you
can
get
euthanasia
rates
down
from
6
to
3
or
whatever,
and
it
makes
you
really
think
about.
C
Is
the
investment
there
worth
it
for
that
goal
that
we
want
to
get
or
that's
just
kind
of
making
that
example
it's
how
this
helps
us
prioritize
right?
Maybe
that
40,000
would
do
something
else
over
its
streets.
You
say
well.
Is
it
more
important
to
get
euthanasia
down
from
6
to
3
years
it
more
important
to
get
a
you
know
a
better.
A
B
F
A
A
D
D
F
F
We
do
we
do
a
round
table
when
it
gets
close
to
our
quarterly
updates,
and
we
talk
about
the
goals
and
how
we
can
get
achieve
those.
And
what
are
we
doing?
What
do
we
need
to
do
better
and
in
order
together
do
we
need
any
additional
resources
or
more
time
management
resources?
How
can
we
reach
that
goal,
and
then
we.
B
A
A
A
F
Four
point:
five
percent
increase
in
recycling
participation
rate
and
I
and
I
think
that,
basically
for
sanitation,
modernization
program
its
initiative.
We
made
recycling
easier
for
residents.
We
went
from
dual
stream:
dual
stream
recycling
to
single
stream,
which
means
you
didn't
have
to
divide
recyclables
and
hold
them.
For
two
weeks
before
you
were
ready
for
collection,
went.
F
C
A
A
A
F
Work
staff
went
out
and
to
the
public
meetings
neighborhood
meetings
we
had
when
they
from
the
citizen
would
call
in
about
what
cart
size
that
they
would
like
to
choose.
We
had
a
discussion
with
every
citizen
that
called
about
education
and
communication,
and
this
is
going
to
be
easier,
will
take
up
less
space
in
the
garage
and
everyone.
You
know.
Oh
yeah
I
want
to
recycle
I'm
a
bit
I'm
a
big,
recycle
and
I.
B
F
A
C
E
So
that's
a
direct
correlation
first
asking
people
what
they
were
concerned
about
then
responding
to
that
and
then
measuring
did
we
did
we
make
a
dent?
Did
we
make
a
difference
in
it
in
the
answer?
Is
yes,
we're
going
to
find
out
again
from
the
survey
results?
Did
that
metric
move
down
from
two
years
ago
did
people's
sense
of
safety
downtown,
improve
or
not,
if
not
or
if
it's
they
were
marginally?
The
same
we've
got
to
get
work
out.
E
We've
got
to
keep
enhancing
that
till
that
safety
is
I,
feel
completely
safe,
going
downtown
anytime
of
the
day
or
night
right.
That
would
be
to
Chris's
point
two
zero
euthanasia
rate,
or
that
would
be
the
example
of
a
very
unattainable
goal,
of
course,
but
one
that
you'd
like
to
aspire
to.
So
that's
an
example
of
how
we
use
data
from
our
surveys,
incorporated
into
our
budget
goals
and
then
measure
against
it
and.
D
A
D
E
E
A
B
D
F
Map
is
actually
a
company
who
provides
infrastructure,
services
and
assistance
to
city
owned
our
county,
owned
governments,
the
based
out
of
Columbus
Ohio,
so
I'm
sure
many
of
you
and
and
our
audience
has
seen
the
Google
car.
So
it
is
a
similar,
similar
type
of
piece
of
equipment
and
they
have
a
car.
They
have
a
trailer,
they
also
use
lidar,
which
is
light,
detection
and
ranging
system,
and
that
is
full
behind
the
vehicle
with
the
trailer
and
that
trailer
actually
takes
sonar
pictures
of
the
pavement.
F
And
that
way
we
see
we
get
a
clear
picture
of
the
de-stresses
in
the
pavement
and
they
can
run
that
down
on
the
street
and
they're
very
good
at
it.
And
that
data
comes
back
to
us
and
it's
all
uniformed
and
it's
all
standardized,
and
it's
by
the
latest
criteria,
like
the
federal
government
in
tcd,
which
is
the.
B
F
C
This
I
mean
actually
this
is
this
gets
us
to
the
level
of
not
just
saying
how
many
potholes
to
be
filled,
I'm
industry
miles
to
be
paid,
how
many
sidewalks
didn't
replace,
but
what
is
the
condition
exact
of
every
square
foot
of
our
streets
and
our
sidewalks
and
it
said,
is
because
the
goal,
ultimately
it
scores
it
from
1
to
100.
Yes,
and
the
goal
ultimately
is
to
be
able
to
say
where
our
streets
are
where
we
wanted
to
be.
This
is
right,
absolutely
question
and
well
for
it
a
bunch
of
streets
at
70.
C
If
we
wanted
to
get
them
all
at
90,
we
can
figure
out
how
much
that's
gonna
cost
and
it's
kind
of
a
community
question.
How
much
do
we
want
to
pay
to
get
what
quality?
And
this
really
lets
us
get
good
data
to
evaluate
and
set
goals
for
that
so
I
guess
this
goal
was
really
just
about
getting
the
transmat
done
right.
Yes,.
F
F
C
E
E
E
F
D
B
B
D
F
B
A
F
A
C
This
is,
this
is,
is,
and
has
been
a
big
goal
for
their
community.
You
know,
I've
said
since
I've
been
in
office
as
digital
infrastructure
is
so
important,
like
the
streets
and
electricity
and
water
and
everything
else
that
we've
worked
very
hard
to
find
partners.
This
is
one
that
we
can't
really
do
ourselves.
We'd
have
to
find
the
partners
to
do
this,
but
it's
still
a
bowl
and
we
put
in
there
and
we
report
that
we
have
not
met
that
goal.
C
We've
come
up
to
the
up
to
the
line
a
couple
different
times
with
with
different
partners.
To
do
this.
The
election
in
2016
change
says
anyway,
there's
not
a
long
narrative
been
there,
but
you
know
it.
It
puts
us
out
there
saying
this
is
a
goal.
We
didn't
mean
it
it's
a
goal
in
2019
to,
and
it's
still
sitting
in
our
in
our
in
our
goal
box.
If
you
will
and
we're
gonna
keep
working
on
it,
but
we
didn't
get
it
done
yet.
C
So
it
lets
people
go
through
here
and
you
know:
I
do
encourage
people,
you
may
have
areas
of
city
government
you're
really
in
go
in
and
look
at
these
goals
and
dig
in
and
see
what
you
think
about
them
and
also
share
it
with
your
City
Council
member.
If
you
want
to
what
you
think
about
them-
and
this
is
this-
is
the
one
that's
in
the
pink-
it's
not
matte,
so
we're
gonna
keep
after
and.
D
I
do
want
to
add.
There
is
a
link
for
public
comment
in
the
document.
So
if
you
want
to
click
on
there,
you
can
submit
any
comment
and
can
be
anonymous
if
you'd
like
for
it
to
be
anonymous,
and
we
will
make
sure
that
it
gets
to
the
appropriate
Department
and
we
use
those
comments
when
we
are
working
on
writing
our
goals.
Right.
A
F
D
Fire
department
set
or
their
training
you
can
see
in
most
of
the
months
they
have
met
or
exceeded
this
goal
in
November.
They
just
barely
missed
it,
but
they
did
over
over
achieve
their
goal.
So
now
they
use
this
information
to
then
set
their
2020
goals
and
I
know
what
their
capacity
is
and
they
can
just
reach
a
little
bit
higher.
So
we
have
a
better
train
department
right.
C
So
this,
the
fire
department
has
been
very
committed
to
increasing
and
improving
training
they
improve
their
their
national
ratings
of
the
readiness
and
quality
of
the
fire
department
and
a
big
part
of
that
was
substantial.
Training.
I
think
the
graph
on
the
right
are
the
different
kinds
of
training,
and
these
are
hours
of
training,
of
our
approximate
hundred
professional
firefighters
and
right
every
month
they
total
up
the
hours,
see
where
they
are
on
the
benchmark
and
they
exceeded
their
goal
in
2018.
In
fact
it
you
know.
C
Part
of
that
may
be
reflected
in
the
fact
that
the
fires
have
gone
down
thirty
five
percent
over
a
three-year
period-
and
you
know
we
continue.
That's
that's
a
big
goal
right
having
fewer
fires.
This
is
a
kind
of
a
component
structure
component
goal
of
how
we
try
to
get
good
results
for
everybody.
Yeah
I,
like
that
yeah.
A
A
C
E
D
B
E
Should
take
this
one,
so
our
beloved
farmers
market
by
the
way
opens
April
6
for
the
season.
So
that's
coming
up
shortly,
wherever
you
might
be
hearing
this.
It's
April
6th.
It's
not
April
6
today,
but
it's
coming
up
soon
and
so
every
year
the
parks
department
sets
goals
of
how
many
farm
vendors
we'd
like
to
have
out
at
the
Farmers
Market
location,
and
in
this
particular
year
the
goal
was
to
contract
with
a
minimum
of
120
and
actually
in
2018.
E
So
a
lot
of
demand
for
that,
so
they'll
I'm
sure
set
their
goals
a
little
higher
to
have
more
of
those
in
here
and
then
the
second
part
of
this
well.
This
is
one
of
the
more
unusual
ones.
I
think
because
there's
revenue
generation
capacity
in
the
parks
department
and
not
every
department,
has
that
ability
this.
This
goal
was
to
beat
Park
Board,
which
is
the
appointed
board
by
the
mayor
that
oversees
the
policy
side
of
the
parks
department.
E
The
park
board
sets
a
goal
of
how
much
the
cost,
recovery
or
subsidy
for
program
should
be
for
each
program
service
and
the
parks
board
established
a
five
percent.
95
percent
cost
recovery
well,
in
other
words,
only
a
five
percent
of
the
cost
that
the
sir
is
paid
for
by
the
taxpayer,
and
not
only
did
they
mean
it,
they
100%
recovered
the
entire
cost
of
operating
the
farmers
market
from
fees
generated
by
the
vendors
who.
E
E
E
Level
service
that
should
not
be
something
that
should
be
limited
by
the
affordability
of
that
service,
and
so
those
are
your
parts
which
are
free
right.
It
doesn't
cost
you
any
money
to
trails
and
another
services
walk
into
manicured
community
center
has
a
five
percent
cost
recovery
goal
for
everything
they
do
there
for
a
reason,
because
most
of
the
people
that
are
served
by
that
location
are
don't
have
the
resources
to
go
to
the
YMCA
or
other
places,
but
they
still
need
those
basic
level
services.
Well,.
E
Something
for
it,
but
not
the
total
cost
for
what
it
really
costed
to
provide
a
pool
and
here's
what
I
always
say
about
pools
and
ice
arenas.
If
they
make
money,
they
there'd
be
a
lot
more
in
the
private
sector,
but
they
don't.
So
that's
why
the
public
entities
subsidize
them
with
taxpayer
dollars
they're
important.
You
want
children
to
learn
this
with,
because
obviously,
there's
repercussions.
E
E
E
E
C
D
A
D
C
I,
don't
know
if
everybody
can
see
the
numbers,
but
the
graph
starts
in
2015
and
then
each
line
is
a
year,
16,
17,
18
and
then
19.
So
this
actually
goes
through
the
last
bar
on
the
right
is
the
year
2018
and
when
I
came
into
office
in
January
of
2016,
which
is
you
can
point
to
that
work
right
there
we
were.
C
We
were
bumping
up
against
that
federal
limit,
Clean
Water
Act
limit
at
the
Lake
Monroe
water
quality,
which
got
a
lot
of
attention
from
me
and
other
people,
and
we
immediately
took
steps
and
you
can
see
that
that
average
King
was
coming
down
regularly
had
been
coming
down
regularly
and
again.
We
set
this
goal
in
the
middle
of
2017,
for
what
we
wanted
in
2018
was
to
get
below
half
of
that
limit.
C
C
C
We
set
a
very
ambitious
goal
for
this
to
be
below
half
of
the
federal
safety
limit,
which
itself
builds
safety
cushions
in
it,
but
and
we
didn't
meet
that
in
2018,
which
I
know
our
Utilities
Department
cares
a
lot
about
they're
working
hard
and
they
want
to
see
that
curve
come
back
down.
It
is
also.
C
You'll
see
it
move
up
and
down
the
seasons,
but
you
know
look,
this
is
transparent,
we're
wet,
we
have
very
safe
water
and
there's
a
hundred
other
measures
besides
the
disinfected
byproducts,
but
this
is
something
we
track
very
carefully.
We
set
a
very
ambitious
goal
and
while
we
met
it
for
a
period
in
there
over
the
two
years,
1718
we're
gonna
keep
working
at
keep,
bringing
that
down.
Yeah.
A
C
A
C
A
C
But
for
every
department,
it's
really
important:
it's
articulating
your
goals,
saying
what
you
will
do,
do
what
you
say:
hold
ourselves
accountable.
This
is
all
about
transparency
and
accountability,
and
ultimately,
is
it's
being
able
to
say
that
we
have
a
good
year
piece
by
piece
and
what
defines
a
good
year
and
work
with
the
council
and
the
public
to
say
what
what
do
we
want
from
our
city,
government
and
I'm
so
proud
of
all
the
departments
who
work
hard
on
this?
There's
a
you
know:
five
hundred
goals,
it's
a
lot
of
work
Chris.
C
B
C
To
get
there
don't
be
surprised
by
it
at
the
end
here,
so
you
know
I'm
kind
of
a
government
I'm
kind
of
a
government
geek
on
this,
sometimes
because
I
really
do
believe
in
being
transparent
and
accountable.
It's
it's.
You
know
it's
not
easy,
sometimes
to
say
we
didn't
accomplish
this,
but
I'm
really
proud
over.
All
of
what
we've
done.
I'm
really
proud
that
we
we.
C
E
Let's
start
I've
been
pretty
public,
the
2020
goals
are
in
the
process
of
being
written
by
the
department
heads,
and
this
is
a
kind
of
a
piecemeal
process.
They
start
with
that.
They
report
out
already.
They
have
to
that's
the
fact
that
marijuana
dimension
to
our
audience.
We
use
this
as
part
of
the
performance
review
process
with
our
department.
Yes,.
E
At
this
table
min,
we
have
over
a
very
similarly
to
what
we
just
did
with
with
all
of
the
public
as
well.
So
we
do
use
this
as
part
of
our
County
Building
tool,
with
our
departments
to
show
that
they're
accomplishing
or
trying
to
accomplish
what
they're,
what
they're
set
out
to
do
for
our
residents
and.
C
A
Really
appreciative
that
our
in
there
with
us-
and
we
we
appreciate
this
time
to
share
a
little
bit
more
about
how
the
government
works.
So
thanks
for
joining
us
today,
I
would
like
to
thank
also
Christmas
from
public
work.
You
and
Morgan
Allen
an
office
of
Maryland
with
deputy
mayor
Makran,
iesson
and
Mayor
John
Hamilton
I'm
Yael
Cassandra.
Thank
you
so
much
for
joining
us
today.