►
From YouTube: August 22, 2022 Bloomington City Council Special Meeting
Description
August 22, 2022 Bloomington Minnesota City Council Special Meeting
2.1 2023 Preliminary Tax Levy and General Fund Budget Discussion
2.2 City Manager / Council Updates
A
Good
evening,
everyone
and
welcome,
I
would
like
to
call
this
special
meeting
in
the
bloomington
city
council
to
order
monday
august
22nd
2022.
Our
meeting
tonight
is,
as
I
said,
a
special
meeting,
and
it's
basically,
if
you
recall
our
good
old
fashioned
study
sessions.
This
is
an
opportunity
for
us
to
receive
input
from
staff
just
to
gather
information.
It's
the
only
item
we
have
in
the
agenda,
with
the
exception
of
our
city
council
updates.
But
beyond
that
we're
just
here
to
learn
more
about
the
budget
discussion.
A
We're
gonna
have
a
budget
discussion
as
we
head
into
headlong
into
budget
season
here,
so
welcome
to
everybody.
Welcome
to
everybody
who's
watching
at
home.
Thanks
for
being
with
us
our
one
and
only
item
on
the
agenda,
I
will
call
item
2.1
our
2023
preliminary
tax
levy
and
general
fund
budget
discussion.
We've
got
cary
carlson,
our
budget
manager
and
mr
fabrewi
down
in
front
of
us
here
and
I'm
going
to
turn
it
over
to
them.
B
B
B
C
C
Thank
you,
yep
2019
is
when
the
results
came
forward
and
what
became
evident
in
that
study
is
what's
being
addressed
today,
and
that
is
that
a
city
of
the
size
and
complexity
of
bloomington
can
really
no
longer
expect
to
operate
well
with
a
paid
on
call
fire
department,
staffing
model,
and
that
is
not
at
all
an
indication
or
a
criticism
of
the
work
that
our
firefighters
do.
It
is
the
fact
that
we
have
outgrown
the
the
the
part-time
what
used
to
be
referred
to
as
volunteers.
C
They
are
no
longer
volunteers,
we've
been
paying
them
for
many
years,
but
they
are.
They
are
paid
on-call
firefighters,
so
we
pay
them
when
they
respond
to
a
call.
We
also
staff
fire
stations
with
duty
crews,
so
at
least
during
some
hours
of
the
day,
we
have
anticipated
and
regular
staffing,
but
even
with
that,
we're
still
encountering
many
challenges
and
one
of
the
greatest
challenges
that
we
encounter
is
frankly
recruitment
and
retention.
C
We're
a
department
that
has
an
authorized
strength
of
155
is
the
ideal
number
and
in
your
on
the
slide
here,
you
see
that
we're
at
111
and
the
chief
just
updated
me.
We're
actually
at
108,
so
just
in
the
time
since
the
presentation
was
put
together,
we've
lost
three
more
firefighters,
and
so
the
ability
to
recruit
is
is
becoming
a
challenge,
and
there
are
many
reasons
for
that,
many
of
which
have
been
reviewed
with
the
council
in
the
past.
C
But
people's
lifestyles
have
changed,
there's
less
permanence
living
in
community.
There
are
more
demands
on
people's
time,
and
so
trying
to
find
people
who
have
the
lifestyle
and
flexibility
to
serve
as
part-time
firefighters
is
is
challenging,
and
so
we've
talked
about
transitioning
to
a
full-time
staffing
model
and
we
have
10
new
fire
positions
in
the
budget
between
2022
and
2023..
C
We'll
you
know,
we'll
mostly
refer
to
2023
karina
will
refer
to
it
as
the
working
model
as
we
go
through
here,
because
I
don't
want
anybody
to
assume
that
when
I
say
they're
in
the
budget
that
they
are
already
decided
to
be
in
the
budget.
So
just
so
we're
clear
about
that
up
front.
The
council
approved
the
addition
of
four
firefighters
this
year
and
then
six
that
are
included
for
next
year.
C
Actually
this
sort
of
illustrates
the
point
when
we're
looking
at
what
is
the
measurement
of
whether
our
fire
department
is
meeting
yours
and
our
expectation
for
how
we
deliver
service
you'll,
see
here,
as
a
percentage
of
total
calls
the
ones
that
are
meeting
total
response
time.
That's
been
hovering
in
the
63
to
64
range
for
most
of
2022.
But
then,
if
you
look
down
a
little
bit
further,
there's
there
are
two
numbers
that
are
concerning.
C
We
have
command
staff
that
are
always
going
to
get
there,
but
the
ability
to
start
setting
up
the
fire,
ground
and
and
getting
hoses
pulled
and
everything
else
is
complicated
when
we're
only
sending
out
one
or
two
on
a
rig
and
then,
when
you
see
the
all
rookie
crew
56
times
in
the
month
of
june,
we
rolled
an
all
rookie
crew.
Now,
that's
that's
not
a
again
a
bad
thing.
It's
not
a
criticism
of
the
firefighters,
but
I
think
all
of
you
appreciate
that.
C
C
Sorry
I
moved
on
to
the
police,
so
just
summarizing
the
fire,
like,
I
said,
we're
gonna
try
to
move
to
75,
full
time,
60
paid
on
call
and
that's
over
the
next
10
years.
So
2023
is
continuing
what
we
have
been
discussing
in
the
in
the
last
several
years.
So
what
are
residents
going
to
see
in
terms
of
how
this
makes
a
difference
for
them
again?
That
percentage
of
calls
that
are
arriving
within
that
within
that
anticipated
response?
Time
is
a
big
measure
of
our
success.
C
C
C
C
C
I
think
one
of
the
most
significant
differences
that
it
will
make
is
it's
going
to
increase
the
frankly
the
effectiveness
of
our
police
officers.
It's
certainly
going
to
affect
their
their
working
conditions
and
their
morale,
and
I
say
that,
for
this
reason
we
have
what
I
will
call
frictional
vacancy
within
the
department
every
year
that
is
somewhere
in
the
neighborhood
of
8
to
10
to
12
officers.
C
So
we
have
to
make
up
for
those
officers
by
working
a
lot
of
overtime
within
the
last
couple
years.
For
the
first
time
that
anybody
can
remember
around
here,
we
have
had
a
tough
time
getting
our
officers
to
sign
up
for
what
we
call
contract
overtime,
which
is
generally
perceived
by
them
as
being
a
good
thing,
because
they're
working
so
much
regular
over
time
just
to
cover
our
patrol
needs.
C
C
The
indicator
here
is
how
much
our
police
officers
are
having
to
work
above
and
beyond
at
the
patrol
activity
that
is,
frankly,
the
most
stressful
for
them,
and
so
the
more
that
that
pressure
is
put
on
our
police
officers,
the
less
effective
over
time
they
are
becoming,
and
what
we
want
to
make
sure
we
do
is
have
police
officers
who
are
fully
capable
of
doing
the
job,
and
that
means
that
they
got
to
be
working
a
reasonable
number
of
hours.
The
the
demands
of
overtime
on
our
officers
is
frankly
been
for
the
last
several
years.
C
C
So
I
think
that
that
will
lead
to
more
more
engaged,
more
refreshed
and,
frankly,
more
energized
police
officers
doing
more
work
that
we've
seen
recently
that
they're
starting
to
do
more
proactive
work.
These
are
the
things
that
people
expect
in
their
community,
so
paying
attention
to
neighborhoods,
making
sure
that
proactive
traffic
stops
are
being
done.
That's
the
type
of
neighborhood
focused
and
community
focused
work
that
we
want
our
police
officers
to
be
doing,
and
I
think
adding
officers
is
going
to
allow
us
to
do
that.
C
C
With
this
issue
of
vacancies,
putting
a
lot
of
pressure
on
our
dispatch
operations,
we're
getting
closer
to
being
at
a
staffing
level
that
is
functional
and
providing
more
direction
and
opportunity
through
them
through
the
dispatch
supervisor,
and
this
new
dispatch
position
is
going
to
improve
frankly
the
the
work
that
they
do
in
the
dispatch
center
as
well.
So
it's
in
our
mind
a
long
overdue
investment
in
adding
officers
for
the
benefit
to
the
whole
community.
C
So
it's
the
four
firefighters
from
2022
and
the
six
additional
firefighters
for
next
year
we
have
a
new
fire
station
that
is
under
construction
right
now,
so
we
have
the
debt
service
for
that
project
of
about
eight
hundred
eighty
thousand
dollars
a
year
that
will
come
on
the
general
tax
levy,
the
the
fire
stations
as
council
is
aware
again
and
we've
been
sharing
with
the
community
for
the
last
five
six
years.
As
we've
talked
about,
our
capital
project
needs
into
the
future.
C
Our
fire
stations
are
of
a
certain
age
that
they
are
becoming
close
to
functionally
obsolete,
not
because
of
anything
that's
wrong
with
the
buildings
per
se,
but
the
the
industry
of
fighting
fires
has
changed,
and
so
the
apparatus
is
much
bigger.
The
the
apparatus
that
we
use
is
growing,
and
so
the
stations
do
not
have
functional
space
in
them.
C
C
C
C
There
were
three
of
them
that
we
worked
diligently
to
understand
their
process
and
the
and
the
packages
that
they
provided
and
the
functionality
we
chose
axon
in
the
first
several
years
of
that
contract.
Those
services
were
delivered
for
a
hundred
thousand
dollars,
as
we
have
continued
to
look
at
our
needs
and
and
what
the
vendor
provides.
C
The
body,
cameras
and
and
the
supporting
software
are,
are
frankly
an
expectation
of
how
we
do
police
work
that
I
think
most
in
the
community
will
agree,
we're
not
going
backwards
on
the
the
level
of
expectation
around
transparency
in
how
a
police
do
our
work,
but
also
the
level
of
expectation
for
how
we
protect
our
police
officers
and
the
body
cams
provide
that
opportunity
for
the
officers
to
not
be
wrongly
accused
of
of
misbehavior.
Also,
so
it's
a
two-way
street.
C
One
of
the
indicators
I
want
to
provide
here
is
that
the
amount
of
data
that's
being
created
now
is
so
far
beyond
what
what
it
was
five
years
ago
that
it
is
frankly
challenging
our
operations.
So,
four
or
five
years
ago
we
were
processing
about
5
000
pieces
of
digital
data
of
evidence.
Okay
next
year,
we're
expecting
that
number
to
be
over
25
000.,
so
just
in
in
a
five-year
time
frame
about
a
500
percent
increase
in
the
amount
of
evidence,
digital
evidence,
that's
being
managed.
C
So
the
cameras,
the
software
and
the
staffing
that's
necessary
to
do
that.
Work
is
a
significant
investment
and,
and
frankly,
that's
just
an
expectation
for
how
we
do
our
work.
That's
that's
not
changing,
and
then,
finally,
we
have
another
300
000
of
increased
training
and
equipment
expense
within
the
police
department
for
2023..
C
So
when
we
look
at
that,
I
think
what
we're
doing
is,
first
and
foremost,
responding
to
concern
in
the
community,
as
as
there
is
in
the
community
beyond
bloomington
public
safety
is
at
the
top
of
mind
for
many
residents
in
minnesota.
We
want
to
make
sure
that
we
are
being
responsive
to
those
concerns.
C
Secondly,
we
recognize
that
bloomington
is
a
city
of
a
certain
age
that
we've
outgrown
the
staffing
models
that
we've
had
in
the
past
and
have
served
us
well
for
many
years,
but
as
we
think
about
how
we
deliver
those
services
in
the
future
and
need
to
be
strategic
about
how
we
pivot
to
doing
that,
we
are
starting
that
process
here
and
so
it's
a
multi-year
process.
This
isn't
a
one-year
process.
D
Thank
you
mayor,
so
I
was
wondering
if
you
could
speak
a
little
bit
more
about
the
increase
in
the
capabilities.
You
talked
about.
Obviously
the
dramatic
increase
in
data,
but
you
didn't
totally,
you
didn't
explicitly
connect
the
two.
I
guess,
and
so
obviously
this
is
a
huge
increase
in
those
capabilities,
and
so
could
you
just
talk
a
little
bit
more
about
that.
C
C
Frankly,
it's
a
market
driven
vendor
increase
cost
and
we
are
having
to
bear
that
cost,
because
we
we
really
don't
have
anywhere
else
to
go
unless
we
want
to
go
back
out
and
look
at
other
vendors
and
then
completely
unwind
the
systems
that
we
already
have
in
place.
So
that's
the
that's.
The
biggest
challenge
to
us
from
trying
to
find
a
cost
competitive
alternative
at
this
point
in
time
is
much
of
what
we
do
is
already
deeply
connected
with
the
axon
system.
D
D
D
Mayor
members,
so
we
have
built
integrations
into
our
databases
and
into
our
existing
case
management
systems
and
software
that
link
so
link
with
the
existing
systems
that
we
have
as
of
other
jurisdictions.
So,
for
example,
recently
the
state
patrol
shifted
over
to
the
same
kind
of
system
that
we
use
so
we're
able
to
auto
import
their
data
as
opposed
to
entering
it
all
by
hand.
D
D
This
might
know
better
yeah,
mayor
members.
The
chief
could
probably
answer
that.
There's
watchguard,
there's
axon
and
isn't
there
one
other
one?
I
guess
I'm
asking
because
I
think
about
like
the
the
discounts,
the
better
deals
we
get
on
our
fleet
vehicles
and
things
like
that.
I'm
just
wondering
if
there
is
some
kind
of
consortium.
C
A
C
E
C
C
Improvements
and
and
modernizations
that
we
have
to
make
in
our
public
safety
services
and
again
never
a
criticism
of
anybody
in
the
fire
department
of
the
police
department.
It's
it's
simply
that
we're
at
a
juncture
where
the
the
fire
department
model
needs
to
change
and
the
police
department
needs
to
have
investments
made
that
haven't
been
made
in
recent
history.
So.
A
B
B
So
I
thought
that
was
a
success
and
it's,
I
think
people
are
a
lot
more
comfortable
in
that
type
of
situation.
Just
giving
feedback
and
having
more
conversations-
and
we
have
a
lot
of
handouts
about
property
taxes,
property
tax
refund
program.
I
talked
a
lot
of
people
about
that.
We
created
a
little
budget
and
brief
document.
B
We
had
a
qr
code
that
linked
right
to
our
budget
web
page
and
our
let's
talk,
bloomington
specific
survey,
questions
about
the
budget.
We
also
realized.
At
this
event,
the
community
outreach
and
engagement
division,
nancy
brewster.
She
was
there
as
well
and
she
had
leftover
popcorn
from
a
vent.
So
she
let
me
have
that
and
that
I
learned
draws
a
lot
of
people
to
my
table,
so
we
picked
up
on
that
idea
and
so
for
all
of
our
events.
B
We
have
little
bags
of
smart
pop
popcorn
and
we
have
a
label
with
a
qr
code
on
it
to
our
website
and
so
a
lot
of
times.
People
will
first
come
over
and
wonder
about
the
popcorn,
and
then
we
can
engage
them
that
way
because
handouts
don't
always
look
as
fun,
but
we
had
a
big
sign
at
these
events
and
at
the
top
of
it
it
says.
B
Someone
talked
about
cleaning
up.
The
trash
in
the
community
was
important
to
them:
disability
services,
having
easier
access
to
information
about
disability
services,
having
more
opportunities
to
donate
for
things,
equitable
access
for
all
concerns
about
homelessness,
priority
of
inclusion
having
more
kids
activities
and
someone
starred
that
so
I
have
a
plus
one.
Having
a
late
night
police
presence,
mental
illness
was
having
resources
to
help
with
that
recreation
was
important.
Safety
had
a
lot
of
stars
and
then
services
for
people
experiencing
hopelessness.
So
that
was
the
may
event.
B
In
june
I
went
over
to
the
normandale
band
shell
on
a
tuesday
night,
and
it
was
the
continental
ballet
performance
and
I
had
22
people
stop
by
there
and
that's
when
I
had
my
bags
of
popcorn
and
that
definitely
brought
people
over,
and
I
learned
it's
better
to
kind
of
start.
These
events
before
the
music
starts
or
the
performance
starts,
because
that's
when
people
are
mingling
around
so
kind
of
learning,
as
I
go
on
these
things
that
they
wanted
to
share
with
the
council
was
again
talked
about
homelessness,
donating
homelessness.
The
environment
was
important.
B
Someone
said
they'd
like
to
have
more
latino
events,
and
there
was
one
at
normandale
bandshell
concert
that
was
very
popular
people
talked
about
addressing
the
buckthorn
having
more
public
park.
Events,
outdoor
music
performances,
spaces
to
exercise
kids
came
up
to
one
of
the
children
said
they
wanted
to
have
comfortable
seats
in
school.
B
So
I
put
it
on
there
since
they
took
the
time
to
come,
talk
to
me
and
write
that
down
and
someone
was
concerned
about
our
chamber
of
commerce
which
really
isn't
us,
but
how
it
became
part
of
the
regional
minneapolis
chamber.
They
thought
it
was
better
when
it
was
alone,
but
I
explained
that
was
separate
from
us,
but
I
put
it
on
there
anyway
and
then
in
july
it
was
our
we
labeled,
all
these
like
with
different
names,
so
this
is
budget
beats
and
treats
at
this
one.
B
We
debuted
our
new
budget
game
that
to
kind
of
get
people
to
interact
along
with
the
popcorn,
and
so
this
is
something
I
learned
from
the
city
of
duluth.
I
met
the
budget
manager
from
the
city
of
duluth
at
a
conference,
and
we've
been
talking
a
lot
and
we
have
a
lot
of
we've
been
sharing
ideas
for
engaging
the
public.
B
Our
chief
inclusion,
equity
officer
was
there
and
then
brianna
eicheldinger
from
the
finance
department
were
all
there
to
help
me,
and
so
we
set
up
these
different
canisters
with
a
I'll
show
you
what
was
on
top
of
them
in
a
couple
other
slides,
but
we
had
a
different
categories
of
city
spending
and
they
we
gave
them
a
stack
of
10
ships
that
represented
property
taxes
and
they
had
six
categories
and
they
could
put
them
wherever
they
wanted.
They
could
put
them
all
in
one.
B
B
So
that
was
the
first
time
that
we
had
that,
and
so
we
had
45
people
stopped
by
this
was
the
90s
cover
band
flannel
that
played,
and
it
was
a
big
crowd.
We
had
45
people
come
by.
Some
of
the
things
they
highlighted
were
was
having
disability
housing
on
like
apartments.
Someone
just
wrote:
thanks
for
your
service,
which
is
nice,
climate
and
energy
conservation
efforts
were
important
to
them.
B
B
And
then
national
night
out
which
all
of
you
are
at
as
well?
This
is
my
first
time
I've
always
gone
to
my
neighborhood
national
night
out
party,
but
this
is
the
first
time
I
I
went
to
other
parties
with
a
police
officer,
so
that
was
a
fun
experience.
I
went
with
sergeant
aaron
paul.
We
went
to
five
parties
in
the
southeast
corner
of
bloomington
and
saw
lots
of
people
at
the
parties,
but
talked
like
more
individually
with
about
30
people
and
and
then
it's
got
some
pictures
there
of.
B
We
were
at
a
an
apartment
building
where
they
were
in
their
party
room
down
there
and
all
having
root
beer
floats,
and
they
were
a
lot
of
fun.
They
let's
take
pictures,
but
some
feedback
was
that
they
love
the
briefing
newsletter.
I
was
asking
people
at
the
party
is
kind
of.
How
do
you
usually
get
information
about
city
services
in
the
budget
and
overwhelmingly
it
was
the
newsletter
is
where
they
usually
get
it.
B
The
people
I
talked
to
in
that
area
of
town
they
shared
with
me
that
they
would
like
to
have
more
sidewalks
and
walkways
they
wish
they
had.
They
wish
that
their
the
uncontrolled
intersections
that
are
currently
around
there
had
stop
signs,
of
course,
as
I'm
sure
it's
not
surprising,
they
don't
want
a
community
center
to
replace
the
valley
view
park
and
pool
that
had
a
lot
of
people
tell
me
that
people
told
me
they
don't
like
ranked
choice.
B
Voting
in
that
area,
a
few
people
have
lived
in
bloomington
a
long
time
thought
that
bloomington
was
changing
too
fast
and
they
wanted
it
to
be
the
way
it
was,
and
then
someone
shared
that
they
they
liked
when
open
comet
was
was
on
camera
like
in
the
council
chambers.
So
that
was
feedback
from
that
and
then
my
last
one
was
earlier
this
month,
cfo
laurier
economy,
scholar
and
I
went
to
the
on
the
one
music
festival.
So
this
is
the
third
night
of
that
music
festival.
B
B
People
said
they
love
the
live
music.
They
like
that
the
city
is
sponsoring
different
types
of
concerts
for
the
arts
and
parks
series
like
that
concert
was
bringing
in
a
lot
younger,
more
diverse
audience
than
a
lot
of
the
arts
and
the
parks
events.
So
they
wanted
to
see
that
continue
and
they
thought
affordable.
Housing
should
be
city's
number
one
priority,
so
I'm
just
going
to
share
with
you.
This
is
that
budget
game
where
they
put
the
chips,
their
taxes
and
the
different
canisters.
B
We
had
one
for
economic
development,
redevelopment
and
housing,
that's
affordable,
so
ensuring
a
community
where
people
can
live,
work
and
invest
in
their
future,
had
one
for
the
police
department,
with
safety
and
security
for
the
community,
and
then
the
fire
department
for
fire
safety
and
prevention.
And
so
here,
oh
sorry,
and
then
we
also
had
community
belonging
and
engagement,
so
people
and
neighborhood
focus
programs.
B
So
here's
like
the
first
one.
We
did
you
see
a
picture
of
what
the
chips
looked
like,
so
we're
counting
them
just
to
kind
of
get
a
sense
of
where
people
were
at
and
how
they
were
voting.
You
know
with
their
chips,
so
the
the
one
in
july
for
the
90s
cover
band
the
top
one.
There
was
the
parks,
arts,
recreation,
natural
resources,
followed
by
police
and
then
the
one
earlier
this
month,
the
top
one
there
was
the
economic
development
redevelopment
housing
that's
affordable,
followed
closely
by
parks,
arts,
recreation,
natural
resources.
B
F
Mayor
hi,
I
just
I
think
you
said
that
you
gave
out
10
chips
for
each
person,
so
I
was
doing
some
quick
math
and
it
doesn't
land
exactly
divisible
by
10.
So
I'm
kind
of
curious
what
what
what
happened
in
some
cases
like?
How
did
how
did
it?
How
does
it
vary
from
what
we
might
expect
if
we
added
them
all
up
and
divided
by
10,
and
we
would
say:
okay,
that's
this
number
of
people
that
responded
or
whatever.
B
F
F
B
E
B
Sure
so,
mayor,
council
members,
councilmember
lohman,
so
we
put
these
categories
together
with
the
city
manager
and
cfo
and
assistant
city
manager
and
kind
of
based,
like
sort
of
how
the
city
of
duluth
kind
of
put
them
together
too,
so
we're
trying
to
break
it
into
broad
categories.
But
that
is
something
we
can
look
at
if
we
want
to
continue
doing
this
like
next
year,
if
you
want
just
a
another
one
or
change
one
of
them
out
that
says,
you
know,
reduce
property
taxes
or
something
like
that.
We
can
do
that.
F
Yeah,
it's
a
follow-up
to
that
question.
Did
anybody
say
that
as
part
of
feedback
that
you
got
at
the
booth,
at
least
to
say
like
why
isn't
there
a
category
for
not
spending
money
or
anything
like
that?
Did
you
get
any
of
that
feedback?
I
didn't
see
it
in
here,
but
I'm
curious.
If
anybody
made
comments
on
that
front
thanks.
B
Sure,
mayor
council,
members,
councilmember
d'alessandro,
no
really
the
the
experiences
we
had
talking
to
people.
They
were
very
positive
and
I
think
people
that
were
putting
their
chips
in
the
different
categories
were
thinking
of
it
very
seriously
and
thinking
it
was
important.
But
no
one.
No
one
said
that.
B
A
And
I
think
it's
important
to
remember,
I
think,
there's
at
least
one
or
two
booths
that
do
this
similar
kind
of
thing
at
the
state,
fair,
these
kernels
of
corn
or
marbles
or
whatever,
and
I
think
you
you
take
the
results
with
a
grain
of
salt,
because
it's
I
mean
it's
folks
who
it's
not
scientifically
specific
or
authentic.
Here
I
don't
think,
but
it's
just
a
good.
It's
a
good
feedback
mechanism.
It
gives
people
a
chance
to.
It,
starts
the
conversation
and
gets
an
idea
where
folks
might
be
going.
F
B
So
I
just
wanted
to
take
a
moment-
and
we
talked
about
this
earlier
in
the
year-
that
the
approach
for
this
budget
is
really
to
embrace
the
the
new
mission
of
to
cultivate
an
enduring
and
remarkable
community
where
people
and
to
be
so
as
departments
were
looking
through
the
services
that
they
provide
and
what
was
needed
to
execute
them
efficiently
and
do
it,
while
that
they
were
taking
this
new
strategic
plan
into
consideration
and
how
their
budget
requests
lined
up
with
it.
And
so
they
were
focused
on
the
core
values.
B
So
transformation
will
come
through
the
collective
courage
and
the
willingness
to
take
risks.
The
community
thrives
when
its
members
share
responsibility
for
its
wellbeing
being
when
diversity
is
embraced,
the
community
is
strengthened.
Everyone
benefits
when
there
is
equitable
access
to
opportunity
and
safety
and
security
are
critical
components
of
a
healthy
community.
B
Okay,
so
the
working
budget
models
this
slide
you've
seen
previously
and
just
to
kind
of
remind
you
of
what
the
markets
did
to
valuations
and
you
know
and
how
the
valuations
of
property
determines
how
the
overall
property
tax
levy
that
you
set
is
allocated.
And
last
year
we
had
the
situation
where
the
residential
values
were
skyrocketing
and
the
commercial
values
had
plummeted.
B
And
so,
even
though
our
overall
tax
levy
increase
last
year
was
2.75
percent,
a
lot
of
residential
property
tax
owners
were
seeing
their
property
taxes
going
up
a
lot
more
because
the
the
shift
of
their
valuations
going
up
and
shifting
over
from
commercial.
So
that's
not
the
case
for
this
2023
property
taxes
that
were
paid
in
2023
across
the
board.
B
The
different
property
types
did
increase,
and
so
we
don't
have
that
that
dynamic
or
one's
going
up
one's
going
down
and
and
then
just
to
highlight
for
you,
as
you
know-
and
people,
watching
that
these
percentages
does
not
mean
that
this
is
what
the
property
taxes
are
going
up
by.
It's
the
valuation
of
the
properties
is
just
how
the
overall
tax
levy
gets
allocated.
B
And
this
is
just
some
reference
of
what
our
tax
levy
increases
for
the
city
of
bloomington,
but
have
been
since
2016.,
so
you've
got
the
most
recent
one
at
the
top.
You've
got
the
years
on
the
left
and
then
the
preliminary
tax
levy
dollar
amount.
Is
you
know
what
what
the
city
council
sets
is
that
dollar
amount
and
then
what
the
final
tax
levy
was,
and
in
all
those
years
there,
the
final
tax
levy
was
less
than
the
preliminary
tax
levy
except
for
last
year.
B
B
B
There
was
some
new
positions
proposed
that
were
included
in
there,
but
council
directed
us
to
take
those
out
of
the
2022
budget
and
instead
we
funded
them
from
strategic
priorities
for
like
the
first
year,
they
started
and
they
had
to
do
with.
You
know:
council
initiatives
or
strategic
priorities
in
the
council,
so
there
was
a
new
equity
inclusion
specialist
that
was
added,
there's
two
positions
with
for
compliance
that
are
added.
B
There
was
a
community
health
worker
position
added,
but
that
is
funded
by
american
rescue
plan
funds.
So
that's
not
an
increase
for
property
taxes
and
that
will
be
funded
in
22
and
in
2023
and
public
health
is
going
to
try
to
find
grant
support
to
continue
that
position
or
they'll
evaluate
at
that
time.
If
that's
something
that
they
want
to
keep
and
then
the
four
firefighter
positions
that
have
come
online
now,
so
those
eight
are
more
than
what
were
in
the
2022
budget.
B
Okay,
and
so
this
is
kind
of
the
2023
base
budget
and
what
we
mean
by
that
is
it's
the
positions
that
we've
had
with
projected
salary
benefit
increases,
including
those
that
I
just
went
over
and
and
that's
really
and
then
that's
really
it
as
far
as
any
kind
of
increases
and
then
also,
though,
an
increase
in
the
communications
fund
of
105
000
increase
in
the
ice
garden
fund.
We
have
a
reduction
in
the
strategic
priorities
from
six
hundred
thousand
to
five
hundred
thousand,
so
for
just
like
general
revenues.
B
But
that
is
a
higher.
You
know:
increase
in
debt
service
for
2023,
so
so
just
starting
up,
and
so
this
doesn't
have
any
kind
of
increases.
We
say
when
we're
working
on
these
budgets
internally,
we
say
for
discretionary
spending,
which
means
it's
not
pre-loaded
as
salary
benefits
or
internal
charges.
It's
what
the
departments
put
in
for
their
needs
for
what
they
need
for
services
and
what?
What
the
executive
leadership
team
made
made.
B
G
B
Yes,
mayor
council
members,
councilmember
nelson,
that
the
simple
answer
to
that
one
is
for
the
communications
budget.
Basically,
the
main
driver
of
revenue
is
franchise
fees
from
the
cable
company,
and
that
is
not
increasing
if
anything,
it's
maybe
being
stable
or
decreasing
slightly,
while
other
expenses
are
increasing
as
far
as
staff,
and
you
know
all
the
costs
for
the
monthly
briefing
and
all
the
things
that
the
communications
division
does
so
in
in
order
to
have
enough
money
coming
in
to
to
cover
those
expenses,
we
had
to
increase
the
property
tax
support.
C
I
don't
know,
as
carney
indicated:
that's
that's
an
issue.
That's
going
to
be
compounding
every
year,
just
because
of
all
the
cord,
the
cord
cutting
that's
going
on.
Our
revenue
comes
solely
from
cable
people
who
who
purchase
comcast,
cable
as
more
people
go
to
hulu
or
other
platforms
like
that
and
utilize
comcast
less.
That
means
that
the
the
revenue
is
frankly
maxing
out,
and
so
just
the
euro
or
year
cost
to
maintain
our
communication
staff
starts
to
create
additional
costs
beyond
what
we're
capturing
with
the
revenues.
G
Thank
you
for
the
explanation.
My
second
question
kind
of
dovetailing
on
that
is:
is
it
possible
to
get
an
indication
of
the
change
in
the
levy
based
on
revenue
like
the
following
revenue
from
communications
liquor,
lodging
things
of
that
nature
versus
an
increase
in
expenses
and
costs
just
to
help
us
understand
where
those
things
are
driving
from,
because
I
think
they're
two
different
in
my
mind,
two
different
issues
and
two
different
ways
to
manage
them.
B
Okay,
so
when
the
initial
budget
request
came
in,
there
were
a
number
staffing
requests
that
were
in
this
budget
in
the
initial
budget
and
we
refer
to
them
as
b7
requests.
So
I
think
in
some
of
these
slides
we
have
b7
written
and
it's
a
it's
a
budget
form.
It's
like
budget
form
number
seven,
it's
for
staffing
requests.
So
it's
everything
from
a
new
full-time
position,
we've
kind
of
talked
through
some
of
those
with
the
police
positions,
fire
position
requests
there's
a
number
of
other
positions
as
well.
B
I
think
you've
talked
heard
about
facilities,
needs
for
new
positions
and
some
of
the
other
city
council
meetings.
So
here's
just
a
recap
of
everything
and
we're
also
working
on
a
24
conceptual
budget
as
well.
So
we
have
some
24
requests
as
well,
so
there
were
30
full-time
position,
requests
for
four
part-time,
seven
that
were
existing
part-time
positions,
that
we
have
that
were
requested
to
be
full-time
and
then
12
reclassifications
and
then
15
new
in
in
2024
and
one
part
time.
B
So
I
think
that's
been
a
record
of
requests
since
since
I've
been
here,
but
I
think
it's
kind
of
jamie
was
talking
about
before
just
the
need
of
being
able
to
execute
the
services
and
what
is
needed
in
the
departments
right
now,
and
so
we
can
get
more
more
into
details
of
that.
But
here's
that's
the
summary
and
then
this
is
it
broken
out
by
department.
B
So
is
five:
an
administration,
that's
hr,
city
clerk,
office
of
racial
equity,
inclusion
belonging
city
manager's
office
and
then
nine
in
community
development.
These
are
not
all
full-time,
but
you
can
see
them
broken
out
there,
you've,
the
six
and
fire
that
we've
talked
about
one
in
ninety
there's.
Some
requests
in
legal
in
parks
and
recreation,
police
had
eight
six
officers,
requests
and
then
two
civilian
police
requests,
and
then
public
works
had
10,
13,
total
and
10..
So
it's
kind
of
the
breakout.
D
B
Sure,
mayor
council,
members,
council,
member
carter,
so
this
is
just
a
table
of
when
all
of
these
b7
requests
come
in,
there's
different
categories
of
them
and
then
for
me
entering
into
the
budget.
It's
53
different
things
I
had
to
put
into
the
2023
budget,
but
as
far
as
like
our
full-time
staff
number
that
we
publish
in
the
budget
book,
it
would
be
that
top
one
with
full-time
positions
like
if
all
of
those
were
to
be
included
in
the
2023
budget.
The
full-time
staff
would
go
up
by
30.
C
And
mr
mayor
council
members
council,
member
carter,
the
the
reason
that
we
have
reclassifications
in
here,
along
with
new
staff
ads
or
increase
from
part-time
to
full-time,
is
because
they
also
have
some
level
of
compensation
increase
associated
with
them.
So
for
those
who
are
watching
and
may
not
understand
the
terminology,
reclassification
of
a
position
we
have
a.
H
C
H
C
A
reclass
proposed
for
our
existing
sustainability
coordinator
because
adding
a
person
into
that
unit
that
would
report
to
the
sustainability
coordinator
creates
different
job
expectations
and
responsibilities
than
currently
exist.
So
that's
why
we
would
then
go
back
and
reclassify
that
position
as
a
result.
D
E
E
I
know
request
kind
of
says
the
same
thing
and
then
my
secondary
question
is:
you
know
the
3.1
million,
although
it
seems
obvious
to
me,
we
got
the
4.5
that
came
earlier
kind
of
include
some
of
these
pieces,
so
it's
not
a
4.5
plus
3.1
million.
So
just
in
case
somebody
was
looking
at
this
and
maybe
put
those
two
numbers
together.
We're
not
doing
that
right.
Just
just
so.
I'm
clear
right.
C
Mr
american
council,
members,
council,
member
loan,
that's
correct,
and
I
would
I
would
say
just
for
the
terminology
request
is
what
the
department
submitted
to
the
finance
department
based
on
the
directions
that
were
given
by
the
city
manager
back
in
may,
when
we
started
our
budget
process
and
and
what
those
instructions
included
was
submit.
Requests
for
what
you
think
is
necessary
based
on
expectations
in
the
community,
where
we
are
currently
in
providing
service
level
and
understanding
the
strategic
priorities
of
the
community.
C
What
you
think
is
necessary
for
the
services
going
forward,
so
these
are
the
requests
that
they
submitted.
I
don't
think
that
any
of
the
department
directors
thought
that
all
of
these
requests
would
be
funded
right.
This
essentially
is
framing
the
issue
for
for
the
city
manager
and
the
finance
team
about
what
they
think.
C
So
the
request
is
what
was
submitted
by
the
departments.
What's
proposed
is
coming
up
and
I
want
to
caution
again.
That's
not
even
that's
not
the
final.
I
don't
want
anybody
to
watching
to
assume
that
what
we're
talking
about
here
is
done.
This
is
the
first
conversation
we've
had
with
the
council
and
we
expect
that
there
are
going
to
be
changes
as
a
result.
A
And
thank
you
for
that
clarification
because
I
I
was
assuming
that
we
had
the
second
part
of
this
to
come,
and
I
just
want
to
make
sure
that
everybody
understands
that
as
well
that
these
were
this
was
the
staffing
request.
This
isn't
necessarily
what's
in
the
proposed
budget.
That's
coming
forward
to
us.
B
Yes,
so
to
prepare
you
for
the
next
slide
that
I'm
going
to
show
this.
What
I
put
together
just
to
share
with
the
city
manager
and
the
executive
leadership
team
is,
if
we
were
to
put
all
of
this
in
like
what
that
would
require
for
a
property
tax
levy
increase
as
a
starting
place
to
bring
it
down,
because
it
was
way
too
high,
as
you
can
imagine,
from
what
I've
just
kind
of
gone
through.
B
B
B
So
one
thing
we
did
is
we
reduced
the
property
tax
subsidy
for
the
aquatics
fund
by
fifty
thousand
dollars.
The
the
pool
has
had
two
amazing
years:
they've
had
very
hot
dry
busy
summers
and
we
can't
always
budget
for
them
to
have
hot
dry
summers
like
they've
had
we
do
a
little
more
conservatively,
but
because
of
how
much
revenues
come
in,
we
were.
We
were
comfortable
bringing
down
the
tax
levy,
support
the
property
tax
support
by
50
000.
C
B
Something
similar
for
the
the
fire
pension
fund,
so
we
had.
We
had
one
million
fifty
thousand
dollars
programmed
in
for
tax
support
for
the
fire
pension
fund,
knowing
that
in
some
years
we
do
have
to
make
significant
fire
obligation
fire
pension
obligation
payments.
We
have
had
a
few
years
of
very
good
results
so
that
fund
balance
has
built
up
nicely.
B
There
was
some
requests
in
the
city
manager,
administration
budget
with
the
bloomington
tomorrow,
together
performance
management
software
also
some
employee
evaluation
software.
We
took
that
out
of
the
budget.
We
put
that
into
strategic
priorities
for
the
council
to
consider
we
also
in
the
city
clerk's
budget.
They
had
a
2020
for
2023,
an
election
citywide
mailer
with
a
lot
of
information
voting
information.
C
H
H
B
The
community
outreach
and
engagement
budget
had
some
additional
overtime
and
supplies
just
planning
on
thinking
that
they
would
have
a
need
for
additional
outreach
events
that
the
city
council
would
want
them
to
do
so
we
did
move
that
over
to
strategic
priorities.
So
if
there
are
additional
things
that
you
would
like
community
outreach
and
engagement
division
to
do
that
would
be
above
beyond
their
budget.
It
can
be
funded
out
of
strategic
priorities.
B
B
B
B
We
did
reduce
the
police
over
time
by
quite
a
bit
and
some
of
their
other
expenses
also
included
in
the
public
works
general
fund
budget.
There
were
four
additional
sidewalk
snow
plows
that
were
requested,
so
each
one
was
two
hundred
thousand
dollars
and
we
can
give
some
more
information
about
that,
but
that
was
a
pretty
significant
cost,
and
so
we
did
take
that
out
and
if
you
want
to
get
some
more
information
about
that,
we
can
have
public
works.
Director
carl
kiel
can
share
information
about
that.
B
But
we
were
pretty
comfortable
increasing
our
lodging
admission
tax
revenue
forecast
a
bit
more
than
it
was
so
that
helped
a
little
bit
and
then
also
we
had
that
big
increase
for
debt
service
and
our
cfo
lori
economy,
solar.
She
was
able
to
abate
one
of
the
debt
service
payments
with
our.
We
do
have
some
money
in
our
pi,
our
revolving
debt
service
fund,
that
we
could
abate
a
portion
of
it.
So
we
brought
that
down
by
514
000.,
so
putting
that
all
in.
B
Mayor
and
council
members
councilmember
d'alessandro,
yes,
that
is
correct
there
there
it
is
going
to
be
absorbed
by
those
other
budgets,
but
that
amount
spread
out
over
all
of
those
budgets
won't
make
a
material
impact
on
their
overall
budgets.
It
wouldn't
it
wouldn't
require
a
rate
increase
from
what
they'd
already
planned
on
doing
yeah.
Okay,.
G
Thank
you,
mayor,
quick
question
about
the
the
strategic
priorities
we're
decreasing
that
from
500
000
to
zero.
In
this
model.
Last
year
we
had
a
positive
budget
variance
of
6.3
million,
I
think
approximately
3.5
million,
of
which
we
have
allocated
to
various
programs,
leaving
approximately
2.8
million
left
from
that.
How
does
is
that
just
sitting
in
that
working
capital
fund
or
is
it
available
for
other
uses?
C
Mr
mayor
council
members,
we
actually
allocated
much
more
of
that
because
we
had
the
we
had
the
positive
budget
variance
amount,
and
then
we
also
had
an
amount
that
we
were
over.
Our
40
percent
targeted
general
fund
reserve,
so
the
amount
that
we
allocated
looking
over
to
our
cfo
was
closer
to
six
million
dollars
in
total.
So
the
you
know,
I
think.
Inevitably
the
question
is,
and
the
question
was
asked
when
we
talked
about
it
before.
C
We
already
are
carrying
a
little
bit
of
a
structural
imbalance
in
our
budget
to
the
tune
of
about
1.1
million
dollars,
which
we
are
absorbing
with
our
strategic
priorities
fund,
and
that
was
an
intentional
effort
coming
out
of
the
downturn
related
to
the
covet
economy
that
we
we
knew
that
we
did
not
want
to
increase
the
tax
levy
for
residents
any
further
than
what
we
did
at
that
2.75
percent.
And
so
we
created
that
amount
in
there
and
recognized
that
we
would
need
to
carry
that
for
a
couple
years
before
we
could
fully
come
back.
A
C
In
yes,
if
we
have,
if
we
have
additional
reserves,
there,
there's
probably
a
fair
amount
of
equipment
and
supply
in
this
upcoming
budget
that
potentially
we
could
utilize
those
funds
for,
but
again
we'd
have
to
go
back
and
look
because
we've
we've
committed
a
number
of
those
funds
already.
So
if
that's
some
council
would
like
us
to
do,
we
can
go
back
and
revisit.
F
Just
as
a
follow-up
to
that
so
council
member
nelson
mentioned,
I
I
can
remember
the
three
and
a
half
million
against
six
million.
That
means
there's
two
and
a
half
million.
Where,
where
did
that
go?
Can
you
help
because
it
sounds
like
you're
saying
it's
committed?
So
could
you
just
remind
us
where
that
is
thanks.
B
Bring
that
up,
but
mayor
accounts,
members,
councilmember
d'alessandro,
so
the
it
is
sitting
in
the
it's
in
the
strategic
priorities
fund.
Currently,
so
it
isn't
that
fun
and
we
have
a
long-term
model
kind
of
showing
that
balance
being
spent
like
with
a
certain
amount
of
money
that
the
council
could
designate
each
year.
F
F
C
Is
that
correct?
So,
mr
mayor
and
council
members,
the
the
the
reason
that
we
had
included
a
levy
for
the
strategic
priorities
fund
going
back
a
number
of
years
was
just
to
continually
supplement
that
fund.
There
was
an
intentional
strategy
to
try
to
build
it
up,
and
then
we
add
in
the
positive
budget
variants
we
had.
We
had
eliminated
that
levy
during
the
covet
budgets
and
brought
them
down
to
zero.
C
A
G
I'm
sorry,
I'm
a
specialization,
and
you
know
the
going
forward,
number
gets
down
to
about
3.7
million
and
that
doesn't
include
any
potential
hopeful
positive
budget
variants
that
would
go
into
it
in
future
dates
and
which
is
part
of
you
know.
I
think
I
agree
kind
of
with
the
comments
of
of
the
mayor.
A
C
Oh
that's
helpful,
and
actually
I
appreciate
the
clarification
too,
because
I
I
clearly
misunderstood
what
you
were
asking.
Mr
mayors,
that
I
was.
I
was
understanding
that
you
were
thinking
about
reallocating
the
decision
that
we
had
already
made,
rather
than
looking
at
the
balance
of
the
fund
to
take
care
of
some
of
these
priorities
in
the
next.
A
B
So
with
these
reductions
it's
went
from
19
percent
increase
to
11.58
percent,
so
you
can
see
the
general
fund
increase
there.
You
can
see
the
fire
pension
and
the
aquatics
pension
coming
down.
50
000.
You
can
see
the
strategic
priorities
going
down
to
zero
and
you
can
see
in
the
debt
service
that
it's
now
a
million
dollars
so
instead
of
2.5
percent
increase,
it's
1.5
percent
increase.
C
So,
as
I
said
at
the
beginning,
mr
marin
council
members
that
this
is
first
and
foremost
a
public
safety
budget
that
we're
putting
forward.
But
it
is
not
exclusively
public
safety
because
we
do
have
other
needs
in
our
operations,
as
was
evidenced
by
the
requests
that
were
submitted
by
all
the
directors
as
well
as.
B
C
By
the
city
council
to
start
investing
in
some
areas
of
strategic
importance
and
concern,
so
the
the
position
recommendations
for
the
purpose
of
this.
This
discussion
is
that
we
have
14
positions,
the
six
full-time
firefighters
that
we
discussed,
the
three
police
positions,
the
the
park
keeper
for
natural
resources,
which
we
have
previously
discussed
around
our
park
system
master
plan
and
and
how
we're
going
to
start
prioritizing
that
work
and
I'm
sorry,
I'm
jumping
around
I'm
not
going
in
order
here.
C
The
maintenance
worker
and-
and
this
is
related
to
the
facilities
assessment
that
was
brought
to
city
council
within
the
last
couple
months.
You'll
recall
that
that
recommended
that
we
should
add
over
the
course
of
several
years
upwards
of
eight
positions,
we're
asking
for
one
in
the
in
the
budget
moving
forward
and
that's
in
the
facilities
fund.
It's
not
in
the
general
fund.
C
C
So
we
really
need
to
add
a
person
there
just
to
manage
the
number
of
transitions
and
staff
that
we
have,
especially
if
we
are
going
to
be
on
a
several
year
process
here
of
adding
numerous
public
safety
positions,
firefighters
and
police
officers
as
we're
trying
to
forecast-
and
you
know
part
of
this-
I've
had
a
couple
of
you
ask.
Well
what's
what's
going
on
with
the
turnover
rate,
and
I
want
to
be
clear
about
a
couple
things
here.
C
We
look
for
trends
or
indicators
of
issues
that
would
maybe
lead
to
higher
turnover
we've
especially
paid
attention
to
issues
related
to
our
bipoc
employees,
to
make
sure
that
we
have
a
culture.
That
is
a
work
culture
that
is
welcoming
to
all
we're,
not
seeing
any
real
indicators
there
that
we
have
an
issue
above
and
beyond
what
we're,
just
seeing
in
the
general
marketplace
of
people
movement.
C
C
One
would
be
in
the
area
of
solid
ways
to
help
expand
our
organics
recycling
and
just
generally
help
manage
our
solid
waste
and
recycling
programs
working
with
laura
horner
and
then
in
the
general
fund.
That
would
be
working
with
emma
struss,
our
sustainability
coordinator,
and
the
primary
emphasis
of
that
position
would
be
growing
our
energy
savings
programs
and
making
sure
that
residents
who
are
interested
in
pursuing
those
also
have
access
to
incentive
programs
to
help
them.
C
Do
that,
as
council
is
aware,
when
it
comes
to
our
sustainability
efforts,
emissions
and
building
energy
are
the
two
biggest
areas
of
opportunity
for
us
and
the
position,
that's
being
added
is
focused
on
the
effort,
that's
necessary
to
make
sure
that
building
energy
improvements
are
being
made
community
wide.
So
those
are
the
14
positions.
There
are
a
number
of
positions
that
aren't
on
here
that
have
merit.
C
One
of
those
going
back
to
some
of
my
comments
at
the
very
beginning
of
the
meeting
requests
from
the
legal
department
for
staffing
to
help
manage
the
digital
evidence,
and
just
some
of
the
other
pressures
that
they
have
in
the
legal
department
that
you
know
going
from
5
000
bits
of
evidence
to
over
25
000
doesn't
happen
without
having
staff
capacity
to
do
it
right.
So
we
have
to
figure
out
how
we're
going
to
account
for
that.
C
A
C
All
frontline
services
frontline
service
providers-
you
bet
thank
you
for
pointing
that
out,
mr
mayor.
The
other
thing
that
I
would
say
has
to
do
with
our
our
firefighter
staffing
model.
We've
talked
to
the
council
quite
a
bit
over
the
last
couple
years
about
pursuing
federal
grant
opportunities
that
will
help
us
accelerate
the
transition
to
a
full-time
department,
and
we
do
currently
have
pending
with
fema
request
for
18
new
full-time
firefighters.
C
C
I
think
the
likelihood
is
that
we
will
not
receive
it.
If
we
do,
there
will
prov
that
will
present
some
opportunity
and
some
flexibility,
perhaps
I
think
chief
seal
would
love
to
have
24
new
firefighters
right.
That
would
be
like
the
best
case
scenario,
and
so
we
could
continue
with
the
working
model
budget
that
we're
showing
and
then
still
take
on.
The
additional
18.
we'd
probably
have
some
increased
costs
associated
with
supply
and
other
training,
but
for
the
most
part
we
would
be
able
to
onboard
24..
C
You
could
take
a
more
measured
approach
and
just
go
with
the
18
that
were
provided,
and
you
know
reallocate
budget
for
these
six.
That's
going
to
be
a
discussion
that
we
have
only
at
such
time
that
we
know
whether
we're
getting
the
grant
or
not,
but
I
just
want
to
make
sure
that
we
keep
that
in
front
of
you,
because
we've
talked
about
that
safer
grant
numerous
times
in
the
past
and
it
is
still
pending.
We
don't
know
whether
we'll
receive
it
or
not.
H
Coulter,
thank
you
mayor
just
to
clarify
these
positions
listed
here
for
the
fire
and
police
departments.
Those
are
the
the
same
positions
you
were
referring
to
at
the
beginning
of
the
presentation.
Correct
and
those
are
those-
and
I
just
want
to
make
sure
I'm
understanding
this
correctly.
Those
are
entirely
funded
within
the
general
fund.
C
H
C
And
let
me
and
thank
you
for
that
opportunity
to
clarify
council
member
coulter,
the
4.5,
rounded
4.5
million
of
new
public
safety
investment
leaves
about
3.3
million
dollars
of
other
increases
in
the
budget
and
a
good
number
of
those
you
see
a
couple
of
staff
here,
but
the
staff
that
are
here
are
not
driving
that
number.
That
number
is
largely
being
driven
by
just
the
existing
cost
of
having
562
full-time
employees
and
the
annual
costs
associated
with
compensation
increases
and
benefit
increases
and
everything
that
goes
along
with
it.
G
C
Mr
mayor
council
members,
I
know
our
staff
is
always
looking
for
grant
opportunities,
I'm
not
familiar
with
any
that
they
have
applied
for
just
yet.
I
also
know
that
our
new
grants,
administrator
janet
burns,
is
working
closely
with
departments
you
might
remember.
Last
year
when
we
were
talking
about
the
grant
position
was
my
optimism
that
we
would
find
a
unicorn,
because
a
lot
of
the
staff
was
concerned
about
the
the
grant
administration
and
reporting
the
compliance
aspects.
C
Once
we
received
the
grants,
my
hope
was
that
we
would
have
somebody
who
had
the
skill
to
also
go
out
and
start
identifying
grant
opportunities
and
working
with
departments
to
help
write
those
grant
applications.
I'm
looking
over
at
lori,
I
think
we
found
our
unicorn
and
janet
she's
very
good.
She
has
been
focused
this
year
on
the
compliance
and
reporting,
because
that
was
the
priority.
I'm
expecting
that
we're
going
to
start
to
see
more
in
terms
of
grant
pursuit
and-
and
I
think
there
probably
are
a
number
of
opportunities
out
there.
Okay.
G
Great
and
then
second
question
kamigama
had
around
the
human
resource,
one
because
of
the
increase
in
particularly
fire,
but
also
police,
because
what
I'm
seeing
is
the
on
the
fire
side.
We're
moving
from
paid
on
call
which
has
a
person
has
an
administrative
burden
to
it
from
human
resources.
I
would
assume
to
a
employee,
but
ultimately,
if
I'm
understanding
the
numbers
we'll
have
fewer
people,
because
we
have
full
employees.
G
C
Mr
mayor
and
council
members
council,
member
nelson,
I
focused
specifically
on
the
recruitment
and
selection
part
of
that
job,
but
it's
not
the
only
aspect
of
those
jobs,
one
of
the
one
of
the
things
that,
frankly,
we
need
to
be
doing.
More
of
that
we
are
not
doing.
Organizationally
is
employee
training,
whether
it's
mandated
training
or
just
developmental
training.
C
The
transition
for
the
fire
department
is
is
not
necessarily
going
to
be
a
reduced
number
of
firefighters,
whether
they're,
full-time
or
paid
on-call,
just
simply
because
of
the
amount
of
transition
over
the
next
several
years
as
we
have
paid,
on-call
firefighters
continue
to
retire
and
we're
constantly
recruiting
for
those
we're
actually
going
to
be
hiring,
ideally
in
the
neighborhood
of
10
to
15
firefighters
every
year
between
the
full-time
and
the
paid
on
call
over
the
course
of
that
transition.
So
chief
did
I
get
that
mostly
correct.
C
E
Thank
you
mayor
and
I'm
not
looking
for
an
answer
now.
You
kind
of
alluded
to
it
earlier
manager.
Just
in
terms
of
the
the
staffing
piece-
and
I
know
some
of
it
is
a
is
a
judgment
of
you
manager
and
there's
just
no
way
to
kind
of
quantify
it
at
all.
But
I
just
I'm
very
curious
about
experience,
look
good
experience,
turnover,
salary
capacity,
marketing,
marketing,
competitive
you
can
go
on
and
on
with
with
that
list
of
things,
but
I'm
just
curious
about
you
know
you
know
one:
how
do
we?
E
E
If
that
makes
sense-
and
I
know
you
can't
there's
no
way-
you
give
me
an
answer
today-
but
I'm
just
you
know
as
we're
kind
of
moving
along-
that's
just
something
that
well
as
a
policy
maker,
I'm
curious
about.
You
know
what
those
drivers
are
that
are
for
those
individual
things
against
experience.
You
know
so,
for
example,
folks
who
are
retiring,
that
turnover
piece
we
talked
about
before
we
look
at
salary
in
the
market
of
competitiveness.
You
know
you're
paying
for
your
buck.
E
You
know
if
you
pay
a
higher
salary,
can
you
get
more
employees
to
do
more
work
or
less
and
then
the
capacity
you
talked
about
with
the
police?
Do
we
other
have
other
capacity
issues
across
staffing?
You
know,
for
example,
health,
because
we're
all
constantly
doing
grants
is
that
the
best
way
to
do
it,
you
know
so
those
are
kind
of
the
questions
I
have
from
clarity
and
again
not
looking
for
an
answer
right
now.
C
Thank
you,
mr
mayor
accounts,
members,
council,
member
lowman
and
actually
that's
helpful
because
at
the
end
here
we're
going
to
ask
council
to
provide
us
some
feedback
on
what
information
you
would
like.
More
of
as
we
go
through
the
next
several
months.
The
assistant
city
manager
and
the
hr
team
has
put
together
some
some
good
numbers.
So
I
can
give
you
just
a
you
know
just
going
into
my
folder
here
this
stuff,
I
should
have
had
off
the
top
of
my
head,
but
I
didn't
remember
all
of
the
numbers
tonight.
C
E
I
remember
if
I
could
just
say
one
thing:
I've
had
the
opportunity
to
go
to
a
lot
of
conferences
with
the
mayor
and
that
kind
of
thing
I'm
looking
much
more
for
high
level
things
and
not
not
into
the
detail.
I
think
you
know
I
trust
staff
to
kind
of
get
the
detail
level
right,
because
I
think
it's
almost
almost
impossible
to
try
to
get
details
so
just
kind
of
these
broad
strokes
like
that
was
a
great
example
of
a
broad
stroke.
So
thanks.
A
What's
member
martin,
thank
you
mayor
a
couple
of
quick
things
here.
I
so
the
sustainability
specialist
position
being
funded
through
the
solid
waste
fund.
I
thank
you
for
the
email
earlier
today.
So
the
outreach
on
that
for
organics,
I
guess
what's
the
thinking
of
housing
that
there
as
opposed
to
outreach
and
engagement,
division.
C
Mr
mayor
and
council
members
council
member
martin,
first
of
all,
I
don't
know
that
we
have
capacity
within
coed
to
absorb
that
work.
So
you
know
we'd
be
looking
at
a
new
staff
somewhere,
our
co-ed
division
is
within
the
general
fund,
although
you
could.
Certainly,
if
you
want
to
place
a
position
there,
you
could
utilize
solid
waste
utility
funds.
Do
it.
I
think
the
the
issue
here
is
just
where
the
expertise
is
and
the
the
working
unit.
C
C
Our
hope
is
that
each
of
the
departments
will
have
people
within
those
departments
who
are
as
expert
in
outreach
and
engagement
and
that
it
becomes
part
and
parcel
of
those
jobs.
So,
while
we're
changing
this
organizational
behavior
and
culture,
the
coed
staff
is
essentially
acting
as
the
the
trainers
for
all
of
our
department
staff
and
then
over
time.
C
The
departments
will
ideally
start
to
take
on
more
and
more
of
that
work
themselves
so
that
it
becomes
frankly
an
embedded
behavior
in
our
operations,
rather
than
a
consultant
behavior,
where
we
have
a
division.
That's
providing
that
service,
we're
not
there
yet.
So
I
think
ultimately,
as
we're
looking
at
our
staffing,
complement
and
thinking
about
the
work
that
they're
doing
these
types
of
positions
that
are
directly
resident
facing
in
the
services
they're.
Providing
that
expectation
for
engagement
and
outreach
skills
will
be
a
necessary
component
of
the
job
descriptions
for
them.
Okay,.
A
And
if
I
made
just
a
quick
follow-up,
so
you'd
also
mention
there
would
be
kind
of
a
variety
of
projects
that
that
individual
will
be
working
on
as
well.
So
the
the
second
position
here
for
sustainability
specialist.
In
your
note,
you
had
mentioned
working
on
encouraging
energy
saving
investments.
All
the
various
programs
out
across
the
community
getting
folks
connected
with
those.
C
Yeah,
mr
mayor
council,
members,
council,
member
martin,
I
think
it's
just
the
amount
of
work
right
and
so
there's
a
significant
opportunity
to
enhance
and
expand
our
programs
working
with
residents
to
do
energy
improvement
projects
on
their
homes,
to
some
extent,
with
commercial
properties
too,
but
recognizing
that
residential
properties
are
the
you
know
the
biggest
component
of
our
city.
That's
the
place
that
we
want
to
focus
and
that
work
alone
is
enough
to
probably
utilize
the
vast
majority
of
the
full-time
duties
of
this
one
employee.
C
B
C
So
there's
a
lot
of
there's
a
lot
of
abbreviations
and
acronyms
on
this.
On
this
page
we
have
a
team
in
in
the
city.
That's
been
working
together
since
literally
the
second
week
of
the
pandemic,
recognizing
when,
when
things
started,
to
shut
down
that
there
was
going
to
be
a
dramatic
economic
impact
and
obviously
given
the
the
strength
and
the
strong
presence
of
the
hospitality
industry.
Here,
there
was
a
significant
financial
impact
to
the
city
of
bloomington.
C
Far
beyond
what
most
other
cities
experienced,
we
derive
a
significant
amount
of
our
revenues
from
sources
other
than
property
tax
and
lodging
and
admissions
are
the
are
two
of
those
biggest
areas.
We
have
47
hotels
in
the
city,
the
and
three
percent
of
three
percent
of
the
seven
percent
lodging
tax.
Every
time
one
of
those
rooms
is
sold
comes
to
our
general
fund.
In
addition,
there
are
admissions
taxes,
so
there's
a
three
percent
admissions
tax
on
every
entertainment
activity
within
the
city.
C
So
if
you
buy
a
ticket
on
flyover
america
or
by
a
wristband
at
nickelodeon
universe,
there's
a
three
percent
use
tax
there
that
all
comes
to
the
city
of
bloomington.
We
saw
a
significant
decline
in
2020
and
in
2021
our
team
just
had
their
monthly
analysis
meeting
and
frankly,
things
are
looking
better
for
2023,
based
on
what
we're
seeing
this
year.
C
Hotels
are
reporting,
the
occupancy
is
starting
to
recover,
but
the
the
you
know
even
more
important,
that
is,
the
average
adr
is
coming
up,
and
so
that's
the
that's.
The
average
amount
that
they
charge
for
a
room
on
a
daily
basis.
So
so
that's
looking
a
little
better
than
with
what
we
thought
it
was
going
to
about
three
four
months
ago,
yeah
all
right,
and
then
this
is
just
sort
of
the
graphic
depiction
of
what's
happened
over
the
last
few
years.
C
So
you
can
see
the
lodging
emissions
tax
crate
ring
in
2020,
you
see,
2019
was
really
a
high
water
mark
in
2022
is
the
gold.
You
can
see
it's
tracking
just
below
2019
and
we're
expecting
that
to
continue
as
well.
You
can
even
see
last
year,
2021
was
starting
to
track
really
closely
to
2019
when
we
had
a
little
bit
of
a
step
back
late
in
the
year
because
of
the
emergence
of
the
omicron
variant.
C
So
we,
you
know,
we
ask
our
colleagues
where
they're
sitting-
and
I
will
tell
you
flat
out
that
most
of
the
cities
are
in
a
similar
situation,
that
we
are
you'll
see
a
couple
that
tend
to
be
on.
Excuse
me,
like
eden,
prairie
and
blaine
in
maple
grove
those
those
cities
are
typically
on
the
lower
end.
C
When
we
look
at
this
comparison,
they're
also
younger
cities
than
a
lot
of
these
other
communities
and
even
at
what
they're
talking
about
for
their
preliminary
levees
this
year
is
a
little
higher
than
what
they've
had
in
previous
years,
and
I
I
also
want
to
say
look.
This
is
the
staff
projection
of
what
they
were
gonna
bring
forward
for
preliminary
levy
right.
So
I
don't
want
to
get
crosswise
with
any
of
my
colleagues
that
I'm
putting
them
out
on
a
limb
here.
C
We
have
inflationary
increases
that
affect
our
staff
compensation
and
and
benefits.
We
have
inflationary
increases
that
affect
the
cost
of
goods.
So
what
we,
what
we
buy
to
support
our
operations
and
then
many
of
these
cities
are
making
significant
capital
investments
just
the
way
bloomington
is
right.
Now
too,
a
number
of
these
cities
are
older,
like
us,
where
they're
they're
cities
of
a
certain
age,
where
they're
starting
to
reinvest
as
well,
and
it's
hard
to
do
that
without
affecting
the
levy
to
some
extent.
C
So
you
know
taking
us
back
to
the
beginning
of
the
presentation
we
have
eight
hundred
and
eighty
thousand
dollars
of
new
debt
next
year.
That's
related
to
one
new
fire
station
right.
So
that's
that's!
Over
one
percent
of
levy
increased
about
one
and
a
quarter
percent
of
levy
increase
just
for
the
one
fire
station
project.
So
as
we
look
around
we're
seeing
that
many
cities
are
in
the
same
situation,
we
are
we're
they're
trying
to
take
care
of
capital
reinvestment
in
the
community.
C
We
also
looked
at
the
history
over
the
last
several
years
here
to
see
whether
we
are
an
outlier
or
where
we
stand
compared
to
these
other
cities.
And
what
you
see
is
the
couple
cities
that
I
mentioned
before.
Maple
grove
and
eden
prairie
annually
tend
to
be
quite
lower
than
the
other
cities,
bloomington
you'll
notice,
at
4.57,
right
in
the
middle,
with
minnetonka
and
with
brookham
park.
C
You
know
they're
looking
at,
I
think
somewhere
in
the
neighborhood
of
11
for
their
preliminary.
That
was
publicly
reported
and
then
st
paul
announced
they're
in
the
neighborhood
of
15.
So
a
lot
of
cities
looking
at
a
lot
of
pressures
right
now
to
try
and
make
sure
that
they
can
continue
to
deliver
services.
That
residents
expect
councilmember
lowman.
E
E
Because
when
we
use
those
raw
numbers,
I
think
that's
a
much
better
example
of
the
benefit
you
get
in
bloomington
than
what
you
see
here,
and
I
think
that
some
people,
when
they
see
this
this
scares
me
when
I
see
this,
because
I
think
some
folks,
then
you
know
immediately
go
what
I'm
doing
right
now
is
go
okay,
well,
maple
grove.
I
mean
you
just
you
said
it
just
a
minute
ago,
because
you
know
you
have
different
you're,
not
comparing
apples
and
oranges.
E
We
have
a
different
capacity,
but
I
think
we
want
to
be
real
clear
about
that,
because
I
know
that
this
is
a
public.
You
know
it
is
a
public
meeting
and
when
we're
because
we're
studying
it
we're
looking
at
it
from
many
years
of
experience
and
I'm
just
kind
of
thinking
about
this
is
the
first
time
I
saw
this.
I'm
gonna
go
well.
Obviously
the
folks
that
are
in
maple
grove
are
doing
a
much
better
job
of
managing
their
budget,
and
so
that's
kind
of
the
clarification.
E
C
You,
mr
mayor
and
council
members,
council
member
lohman
back
in
the
early
part
of
the
presentation.
Kari
talked
about
the
process
for
valuation
and
distribution
of
value
for
property
tax
purposes.
Minnesota
has
one
of
the
most
complex
property
tax
classification
systems
and
total
systems
in
the
country.
C
So
it
just
isn't
possible
to
look
at
a
chart
like
this
and
say
that
there
is
similarity
to
these
other
communities
when
it
comes
to
the
monthly
amount
that
somebody
is
paying
for
their
city
taxes,
because
it
has
to
do
with
the
value
of
their
home.
It
has
to
do
with
the
overall
tax
base
of
the
city
in
which
they
live,
and
you
know
the
residential
versus
the
commercial
there's
just
a
lot
of
different
components.
C
So
what
we
do
is
we
try
to
gather
data
about
what
the
median
value
home
is
paying
on
a
monthly
basis
or
an
annual
basis,
and
we've
shown
that
chart
to
the
council
every
year.
We
don't
have
it
in
here.
We
will
certainly
make
sure
that
we
provide
it
and
bloomington
has
been
either
at
or
second
to
last
at
the
bottom
or
second
to
last.
In
that
comparison
chart
for
the
last
decade
or
more,
it's
actually
just
within
the
last
three
or
four
years
that
we
got
out
of
that
vaunted
bottom
position.
C
So
it's
it's
hard
to
tell
an
individual
city
story
in
a
comparison
chart
like
this,
but
the
other
chart
shows
where
we
are
on
a
median
value
home
basis,
we're
very
low
compared
to
the
other
cities.
I
expect
that
we're
going
to
start
moving
up
in
that
comparison,
simply
because
we're
a
city
of
a
certain
age.
C
We
have
a
lot
of
infrastructure,
a
lot
of
facilities,
a
lot
of
parks
that
we
have
planned
reinvestment
in
over
the
next
decade,
and
so
you
know
we're
gonna,
we're
gonna,
see
some
of
that
reflected
in
in
the
levy
itself.
The
other
the
other
chart
that
we've
shown
often
is
one
that
looks
at
the
total
cost
of
government
within
a
city,
and
so
it's
not
just
the
tax
levy.
But
it's
what
people
pay
for
other
services,
their
utilities,
their
water
utility,
their
solid
waste
in
and
waste
water.
C
You
know
we
account
for
cities
that
don't
have
softening
in
their
water
systems,
because
we
do
right
so
a
city
that
doesn't
have
softening
their
residents
have
to
go
out
and
spend
a
fair
amount
of
money
on
water,
softeners
and
salt
every
year.
So
we
factor
that
and
when
we
look
at
that,
total
cost
of
government
chart
again
we're
we're
way
lower
than
most
of
our
other
pure
cities.
And
I
don't
think
that
that's
going
to
change
too
terribly
over
the
next
few
years.
E
So
I
want
to
thank
you
for
doing
that
and
just
mayor,
you
know
you
talk
about
a
paradigm
shift.
You
know
we
talk
about
the
capacity
and
the
capital
expenses
that
you
know,
as
the
manager
talked
about
how
we
needed
to
do
some
of
these
reinvestments,
and
so
I'm
hoping
that
we're
going
to
find
new
instruments
and
new
tools
to
to
better
compare
ourselves.
You
know
to
your
point:
you
talk
about
that
paradigm,
shift
that
we
need
to.
E
We
need
to
invest
in
so
this
type
of
thing
scares
me
because
I
think
this
this
you
know.
I
know
this
is
again
a
study
session
for
us,
but
as
the
public
looks
in
over
our
shoulders
and
what
we're
trying
to
do,
I
think
they
may
get
the
wrong
impression
when
they
see
something
like
this.
I
think
it's
good
for
us.
I
like
seeing
something
like
this,
but
I'm
also
cognitive,
that
we
are
trying
to
make
a
paradigm
shift
and
we're
trying
to
move
in
different
directions.
E
A
I'm
understood-
and
I
appreciate
that
council
member,
because
yes,
you're
right-
this
is
what
we're
looking
at
the
vast
majority
of
this
is
increases
in
in
public
safety
and
increases
in
our
infrastructure
investments.
That,
frankly,
is
overdue
and
and
needs
to
be
done.
If
we're
going
to
continue
to
move
forward
as
the
community
that
we
want
to
be
so.
C
You
know
right
now
in
in
your
package
is
11.58,
I
think
was
the
number
or
somewhere
in
that
range
11.58.
I
don't
know
why.
I
did
that
without
my
glasses
on
so
could
be
any
number,
I
suppose.
So
what
we're
showing
on
this
slide
here
is
trying
to
figure
out.
You
know
what
amount
we'd
have
to
solve.
For
you
know:
we've
got
to
solve
for
x
if
we're
going
to
come
in
at
a
certain
number
below,
what's
been
presented
tonight.
C
So,
for
example,
if
you
want
to
be
somewhere
between
nine
and
ten
percent,
try
to
get
into
single
digits,
at
least
with
the
levy
increase,
then
we'd
be
looking
at
modifying
the
budget
to
the
tune
of
one
million
to
one
point:
seven
million
dollars
to
accomplish
that
reduction,
and
you
know
I
I
have
no
doubt
that
we'll
be
able
to
do
that.
I
think
we'll
have
some.
C
You
know
some
things
that
we'll
have
to
look
closely
at
and
we
may
have
some
pretty
significant
policy
discussions
with
the
council
I'll
I'll
go
on
a
little
bit
of
a
tangent
here
and
maybe
set
you
up
for
what
we
ask
you
for
in
terms
of
direction.
But
you
know
earlier
on
the
list
you
saw
kari
include
in
the
reductions
eight
hundred
thousand
dollars
for
sidewalk
plows,
okay.
So
this
is
an
example
of
some
things
that
we
may
want
to
talk
about.
C
C
We
we
get
a
fair
amount
of
feedback
from
customers
that
they
want
to
see
our
sidewalk
snowplowed
faster
than
they
are
right.
We
have
a
prioritization
method
for
getting
to
streets
and
critical
areas
and
sidewalks.
We
always
do
sidewalks
in
business
areas,
and
you
know
safe
routes
to
school
and
ada.
Those
are
top
priorities,
but
the
rest
of
the
sidewalks
aren't
always
in
those
top
priorities.
C
Our
sidewalk
plow
operators
spend
a
an
inordinate
amount
of
time
in
the
first
48
to
72
hours.
Clearing,
sidewalks
and
those
machines
are
really
brutal
on
our
operators.
We
actually
can
identify
costs
to
our
operations
for
workers
comp
related
to
operations
within
those
machines.
So
part
of
the
rationale
of
adding
more
machines
was
to
do
two
things.
It
was
to
deliver
on
the
service
level
expectation
that
we
get
the
sidewalks
cleared
sooner
and
it
would
have
our
operators
in
the
plows
less
time,
exposing
them
to
less
poor
working
conditions,
which
leads
to
more
work.
C
Comp
claims.
Okay,
so
we
cut
that
out
of
the
budget,
so
there
I
think
that
we
should
probably
have
a
policy
discussion
about
what
we're
going
to
do
with
sidewalk
clearing
going
forward
or
what
our,
what
our
philosophy
is
about,
sidewalks
in
general.
So
that's
just
sort
of
teeing
up
how
the
budget
decisions
are
going
to
tie
to
some
of
the
policy
decisions
that
we
need
to
think
about.
B
B
B
B
So
with
that,
we
have
our
last
slide
questions
and
discussion,
but
these
are
main
things
that
we're
looking
from
count
for
council
from
from
council
for
tonight
is
where
you're
thinking
or
you
know,
where
you're
comfortable
for
a
range
for
the
preliminary
tax
levy
and
then
areas
that
you'd
like
us
to
dig
in
deeper
to
and
study
and
then
also
about
community
engagement.
If
there's
additional
things,
you
would
like
us
to
do
or
change
or
anything
there
that
you'd
like
us
to
try.
A
Well,
thank
you.
Thanks
for
the
comprehensive
look
and
understanding
full
well
that
this
is
the
first
look
and
the
first
blush
as
we
we
kind
of
go
through
this
and
begin
our
conversation
on
all
of
this
I'll
jump
to
the
bullet.
The
second
bullet-
and
I
think,
we've
covered
a
lot
of
the
possibilities
already
areas
to
study
over
the
next
three
months.
The
possibility
of
buying
down
some
of
these
costs
with
strategic
priorities
funds,
especially
the
one-time
cost,
certainly
not
anything
with
the
with
a
tail
we've
had
that
discussion.
A
A
I
think
the
city
estimates
have
been
below
the
actuals
for
a
number
of
months
now,
and
I
think
we
can
count
on
a
higher
revenue
source
there,
which
I
I'm
encouraged
by
that,
and
I
think
also
to
to
to
look
for
ways
to
reduce
existing
budgets.
You
know
where,
where
will
the
haircuts
be
taken
elsewhere,
or
can
there
be
haircuts
taken
elsewhere
too,
to
try
and
again
to
bring
that
number
down
the
overall
number
within
our
our
final
levy?
A
A
Obviously,
it's
not,
as
I
mentioned
earlier,
not
scientific
in
any
way
shape
or
form,
but
I
think
it's
a
good
conversation
starter
and
a
good
conversation
to
have
with
people
where
they
are
as
opposed
to
inviting
them
to
come
to
us,
and
I
applaud
you
for
that
and
for
the
work
that
you've
done
and
everybody
else.
So
thank
you
for
that
thanks
very
much
thanks,
councilmember
martin
and
then
council
member
coulter.
A
Thank
you
mayor,
just
three
kind
of
quick
areas.
Just
three
three
quick
areas.
I
think
I
I
understand
again
that
the
sustainability
positions
that
were
put
in
there
and
kind
of
the
scope
of
work-
I
guess,
but
coming
back
to
hennepin
county
coming
to
us
and
saying
all
of
you,
cities
need
to
have
some
kind
of
organics
collection
program
in
place.
Go
ahead,
do
it
okay,
so
we
want
to
do
something,
that's
successful
and
not
symbolic
sure.
A
I
appreciate
the
the
work
that
our
grant
specialist
is
doing,
but
just
if
we
throughout
this
budget
process
can
keep
an
ear
to
the
ground
with
the
county,
because
I
can't
believe
they
would
say
everybody
needs
to
do
this.
Go
ahead.
Put
some
symbolic
program
in
place.
We
don't
really
care
because
that's
not
getting
the
trash
out
of
the
incinerator,
one
way
or
the
other,
so
I
got
to
imagine:
there's
there's
some
juice
there
to
squeeze
in
in
more
broadly
speaking-
and
this
is
more
just
something-
I've.
A
I've
noticed
in
a
lot
of
the
facets
that
I
work
in.
I'm
glad
we're
looking
at
a
position
to
connect
folks
with
existing
programs
at
all
levels
for
sustainability.
Obviously,
there's
a
lot
of
those
out
there,
but
I'm
noticing
in
the
nonprofit
sector,
in
the
government
sector,
some
of
the
interest
city
boards
that
I'm
serving
on
every
organization.
I
work
with
right
now
is
hiring
multiple
people
to
serve
as
a
coordinator
to
connect
people
with
programs
and
services
at
other
organizations.
A
So
I
I
would
be
curious
if
this
is
I
I've
got
to
imagine.
This
hasn't
been
a
complete
failure
to
advertise
programs
on
the
part
of
every
organization
out
there
offering
some
kind
of
subsidized
energy
assistance
whatever.
That
may
be,
not
to
say
that
work
isn't
important,
but
I
just
I
I
see
a
version
of
this
popping
up.
I
got
seven
possible
positions
in
budgets
right
now
in
my
head
at
all
these
organizations.
A
So
is
there
some
kind
of
way
to
to
consolidate
that
or
to
do
some
kind
of
pilot
in
that
with
a
subset
of
say,
just
city
programs
or
whatever
it
may
be,
and
then
just
finally
it-
and
this
is
kind
of
longer
term
again
with
mandates
coming
from
other
organizations
at
the
state
level.
Obviously,
where
we
have
to
have
body
camera
programs,
we
have
to
have
all
this
public
safety
equipment
and,
as
those
costs
continue
to
escalate
is,
is
that?
A
H
Coulter,
thank
you,
aaron
councilmember
martin.
I
believe
the
term
you're
looking
for
is
unfunded
mandate.
So
just
a
quick
question,
so
the
the
24
2024
projected
levy,
that's
based
on.
Obviously
it's
a
working
model,
it's
conceptual,
but
that's
based
on
the
assumption
that
we'd,
essentially
we
adopt
the
preliminary
budget
proposal
as
laid
out
at.
H
H
C
C
C
C
C
C
H
Yeah-
and
I
I
guess
I
would
just
add
to
that-
it
seems
to
me
it's
sort
of
a
pain
now
or
paid
later
kind
of,
but
the
costs
don't
end
up
changing
dramatically
as
well.
So
just
wanted
to
get
a
couple,
just
some
clarification
on
that
as
far
as
sort
of
a
preliminary
levy
number
you
know,
obviously,
I'm
not
a
fan
of
sort
of
picking
a
number
and
well,
let's
get
to
that.
I
think
kind
of
based
on
what
I've
seen
and
the
numbers
put
forward.
H
I
think
probably
that
nine
to
ten
percent
range
would
be
a
good
place
to
start,
but
that's
just
sort
of
a
very
nebulous
thing
at
this
point,
and
then,
let's
see
and
then
aries
to
study
over
the
next
few
months,
I
think
the
mayor
kind
of
covered
everything
that
I
would
have
raised
there.
The
only
comment
I
would
make
on
that,
and-
and
this
relates
more
broadly
to
the
discussion
that
we
had
about
funding
things
out
of
strategic
priorities-
is
I'm
I'm
always
a
little
bit
wary
of
sort
of.
H
I
you
know
just
as
a
matter
of
policy.
I
think
we
need
to
be
sort
of
more
upfront
about
the
cost
of
providing
government
services
to
our
residents,
so
I
would
just
be
a
little
bit
wary
of
it
from
that
perspective,
but
absolutely
agree.
You
know
we
have
the
balance
there.
We
certainly
can
explore
and
should
explore
other
options
there.
H
H
I
I
think
you
know
60
of
the
general
fund
budget
increase
is
public
safety
and
most
of
the
rest
of
it
is
just
we
got
to
pay
the
people
we
have
now
to
do
the
things
that
we're
expecting
them
to
do
now.
So
I
I
think
you
know
that
that
is
what
it
is.
That's
you
know
that's
the
cost
of
doing
business,
and
then
a
lot
of
that
is
the
rest
of
it
is
debt
service
again
on
infrastructure,
on
basic
things
that
that
the
community
expects.
H
C
Mr
mayor,
if
I
could
council
member
coulter,
I
do
want
to
just
comment
about
the
strategic
priorities
fund,
because
I
I
recognize
that
we
call
it
that
and
for
the
most
part
we
have
used
it
as
that,
but
it
hasn't
been
singularly
about
strategic
investment.
I
mean
a
number
of
years
ago.
We
were
using
it
to
buy
down
some
fire
pension
costs
right,
and
you
know
that
that
was
a
significant
amount
of
money.
C
We
we
used
it
to
make
a
transition
for
a
fire
fire,
really
a
fire
pension
fund
to
help
manage
some
of
the
volatility
we're
using
it
for
the
transition
from
the
covet
economy
right
with
carrying
a
little
bit
of
tax
stabilization
for
the
levy.
So
you
could
argue
that
that's
strategic
and
I
would
say
it
is
so
that
you're
thinking
long
term
about
the
impact
of
our
tax
levy
on
residents.
C
But
it
isn't
always
just
about
projects
that
are
advancing,
maybe
the
strategic
goals
of
the
city.
There
are
other
things
that
work
their
way
in
there
and
and
then
the
the
other
comment.
The
point
that
you
made
right
after
that
one
was
really
good,
and
I
wanted
to
mention
something
about
that
too.
Oh
the
perception
of
in
reality,
so
we're
gonna,
we're
gonna
come
to
the
council
in
the
in
the
next
month,
or
so
we
have
our
community
survey
results.
C
We
also
had
a
survey
in
the
field
specific
to
the
bloomington
sales
tax
situation
and
so
we're
we're
studying
both
of
those
right
now
and
frankly,
we
have
some
contraindications
in
those
surveys
right.
So
this
this
discussion
about
perception
and
reality.
I
think
the
bottom
line
is
for
most
of
your
constituents.
C
Their
perception
is
their
reality
right.
So
I
think
part
of
what
we
have
to
do
is
figure
out
how
we
can
effectively
message.
You
know
things
that
are
happening
in
the
community
and
and
how
that
affects
them
or
how
they
experience
it.
You
know
it's
been
very
helpful
over
the
last
couple
months
when
chief
hodges
comes
up
here
and
is
able
to
point
to
continuing
trends.
Showing
safety
is
improving
and
crimes
are
declining
right.
That's
that's
a
reality.
So
how
do
we
get
out
and
tell
the
story
so
that
it's?
C
G
With
regards
to
sustainability,
a
couple
of
the
questions
I
had
there
with
those
positions
is:
would
we
be
better
off
and
more
efficient
with
one
person
focusing
on
residential
and
doing
energy
and
organics?
So
if
somebody
had
a
question
about
energy,
they
brought
up
organics
with
them.
If
someone
had
a
question
about
organics,
they
brought
up
energy
with
them.
Instead
of
having
two
people
go,
try
to
talk
to
the
same
household.
G
Would
there
be
some
some
things
there?
You
know
I'm
still
a
little
bit
trying
to
understand
what
the
goals
the
measurable
results.
How
would
we
know
if
they
were
being
successful
if
we're
making
movement
on
those
things
and
then
the
last
question?
I
had
is,
is
frankly
to
consume
martin's
point
that
there's
a
lot
of
people
promoting
energy,
efficient
programs,
including
excel
energy,
the
center
for
energy
environment
organizations
like
that,
and
maybe
the
county
should
be
doing
more
on
organics-
are
those
our
highest
priorities
as
a
city
in
terms
of
sustainability.
G
You
know
we
look
at
water,
we
look
at
you
know.
Minnesota
is
fortunate
to
have
a
lot
of
water,
but
we,
you
know
we
we
worry
about
our
aquifer.
We've
talked
about
this
before
before
you
know.
We
see
droughts
in
other
parts
of
the
country,
and
things
like
that
is
water,
something
we
should
be
working
more
on
than
energy
and
that
given
where
the
other
resources
are
going,
you
know
we
obviously
hear
from
a
number
of
very
passionate
constituents
about
natural
resources.
G
Should
we
be
doing
more
in
that
area
those
higher
priorities?
So
you
know
when
I
look
at
those
sustainability
positions.
Those
are
kind
of
the
questions
I
have
is
that's
the
best
bang
for
our
buck.
Is
that
the
highest
use
of
it
and
is
there
a
different
way
of
of
combining
them?
And
then
I'm
just
going
to
bring
up
my
my
annual
list
of
things
like
what
about
new
revenues?
G
You
know
why
aren't
we
getting
more?
You
know
advertising
sponsorship,
things
like
that.
I'll
still
say
that
you
know
I've
said
it
every
year
and
I've
never
yet
been
asked
to
donate
to
a
third
of
july
event.
Summerfest,
you
know,
and
yet
I
would
you
know-
and
I've
said
this
publicly
a
number
of
times
and
no
one's
ever
asked
me
for
money.
G
G
G
G
You
know
I'd
call
three
rivers
and
see
if
they
want
another
golf
course.
If
you
want
my
opinion
because
I'd
love
to
make,
we
had
to
maintain
the
golf
course,
but
they
seem
to
be
doing
a
great
job
at
highland,
see
the
maintenance
worker.
We've
had
deferred
maintenance
for
a
lot
of
years.
I
understand
where
we
went,
but
I
think
one
of
the
questions
that
I
had
when
we
had
that
conversation
about
the
maintenance
workers.
G
Can
we
quantify
the
financial
impact
that
I
still
haven't
seen
that
we
can
quantify
that
and
given
that
we've
had
you
know,
decades
of
under
investment,
potentially
in
those
or
under
maintenance
of
those
properties,
does
waiting
another
year
make
that
big
of
an
impact
on
it
and
the
reason
I
bring
that
all
of
that
up
is,
I
mean.
Obviously
the
number
is
significant
at
you
know
over
10
percent,
and
we
might
whittle
it
down
to
nine
or
something
like
that.
G
These
are
all
great
things
I
just
you
know:
what's
our
focus,
what
what
are
our
priorities?
I'm
just
really
worried
about
it.
I
mean
the
economy,
rising
interest
rates,
inflation,
potential
recession
and
we're
talking
about
this
big
of
an
increase.
It's
it's
unsettling
to
me
to
be
honest
with
you
and
100
agree
with
supporting
fire
and
police,
and
so
that's
why
I'm
asking
on
these
other
things.
You
know
there
are
things
maybe
we've
already
approved.
G
Should
we
be
really
looking
at
that?
Are
those
really
things
that
we
absolutely
have
to
do?
We
absolutely
have
to
make
sure
there's
firefighters
on
a
truck
when
they
roll.
We
have
to
make
sure
the
police
are
there
to
take
care
of
our
safety.
We
have
to
make
sure
the
water
is
safe.
The
streets
are
plowed
beyond
that
they're
discretionary
they're
things
that
we
should
do
and
and
they're
important.
I
don't
disagree
with
that,
but
I
guess
that's
my
commentary
on
the
preliminary
levy
range
without
any
specifics,.
E
That's
why
I
thought
you
might
kind
of
respond
with
and
say
that,
and
so,
because
that's
sort
of
as
I
as
I
look
at
this
that's
kind
of
the
lens
that
I've
been
kind
of
kind
of
looking
at
this.
You
know.
Okay,
we
have
a
strategic
plan,
you
know
2022
2027,
and
so,
if
I
look
at
that-
and
I
try
to
compare
in
terms
of
you
know
kind
of
where
we're
going
with
relationship
to
that.
E
My
question
for
the
you
know:
city
manager
is
as
you're.
You
know
as
you're.
Looking
at
this-
and
I
have
a
you
know-
I
have
an
answer-
you
know
for
that,
but
you
know,
as
you
look
at
in
terms
of
where
we're
trying
to
go
with
that
strategic
plan
that
all
those
folks
that
gathered
here,
you
know
many
many
months
ago
at
the
end
of
end
of
covid
right
in
the
middle
of
cove.
If
you
want
to
say
really,
how
do
you
see
this?
E
Addressing
that
that
viewpoint,
and
how
does
this
get
us
closer
to
that
that
vision?
You
know
we
talked
about
you
know
in
that
vision
in
terms
of
making
it,
you
know
a
remarkable
cultivating
and
enduring
and
remarkable
community
where
people
want
to
be
and
I'll
just
I'll
stop
there
except
I've
got
some
other
things,
but
I
want
to
just
start
there
to
kind
of
try
to
refocus
the.
How
we
look
at
this
at
this
budget
as
we're
marching
into
next
year,
yeah.
C
C
C
You
don't
see
it
necessarily
in
this
budget
per
se,
but
we
have
that
work
is
in
process
right
now,
you're
going
to
see
it
come
forward
in
the
plans
for
the
park,
investments
that'll
be
part
of
charter
bonds
that
we
issue
in
the
future.
You
know
the
frankly
the
discussion
about
sustainability
and
how
we
move
forward.
There
is
a
big
piece
about
where
we're
going
in
the
future.
I
appreciate
the
the
comments
from
the
council
and
trying
to
find
the
best
way
to
do
that
and
still
accomplish
the
goals.
C
So
I
I
can't
really
point
to
this
budget
and
say:
here's
where
it's
matching
up
with
the
strategic
plan,
because
a
lot
of
the
work
that
we're
doing
at
the
department
level
is
is
almost
always
focused
on
making
the
community
better,
to
some
extent
we're
just
trying
to
be
more
intentional
and
thoughtful
about
it
and
what
we're
presenting
here
in
the
last
year
and
then
the
next
couple
years.
What
you
will
see
when
you,
when
you
try
to
figure
out?
C
What
are
we
going
to
do
as
a
work
plan,
is
again
using
that
strategic
priorities
fund
as
the
way
to
do
one
or
two
year,
projects
that
are
going
to
start
advancing
it
and
that's
how
my
intent
to
use
the
strategic
priorities
fund
and
make
those
recommendations
to
you.
It's
moving
things
forward.
So
there
is,
as
was
indicated
before,
like
about
an
800
000
amount,
that's
a
placeholder
in
there
for
projects
or
special
activities
or
events
or
whatever
it
is
that
we
think
are
going
to
help
move
the
ball
on
those
things.
E
You
have
two
cities
within
one
you're
trying
to
fund
two
cities
and
at
some
point
we
have
to
kind
of
look
and
go
okay.
Well,
what
you
know,
when
does
some
of
these
things
get
wound
down?
Or
you
know
or
where
are
the
tails?
And
you
know
we're
already
gonna
study
that,
and
so
those
are
just
things
I
just
wanna
as
we're
looking
at
the
bigger
bigger,
broader
pieces
of
it.
E
And
as
I
look
at
this,
you
know
I
look
at
our
our
core
values
in
terms
of
safety
and
security,
our
critical
components
of
resilient
and
healthy
community.
You
know,
I
absolutely
see
the
fire,
you
know
component
the
police
component
and
then
I
also
see
the
health
component,
because
those
things
you
know
kind
of
shake
hands.
E
E
We
know
we
just
had
the
burnsville
piece
basically
approved,
and
so
there
are
future
risks
that
are
associated
with
that
and
and
things
that
you
know
should
set
priorities
for
us
around
solid
waste
in
terms
of
how
we
move
forward,
and
so
I
do
appreciate
staff
allocating
folks
to
help
out
with
the
organics
piece.
That's
a
big
component
of
how
we
as
a
community
can
step
forward
to
try
to
get
to
that
goal.
E
That
hennepin
county
has
set
forward
by
2030
of
75
percent
reduction
when
it
comes
to
solid
waste
as
an
ongoing
basis,
and
so
I
just
have
a
kind
of
a
different
take
on
that.
I
I,
while
I
think
it
would
be
great
to
have
the
county
contribute.
I
think
they
should.
I
agree
with
you
on
that,
but
I
think
that
we
need
to
hit
the
ground
running
with
that
because
we
need
to
you
know.
Certainly
we
got
25,
but
we
need
to
move
that
move
that
further.
E
D
Thank
you
mayor.
I
will
try
not
to
be
repetitive,
so
I
also
just
want
to
thank
you
for
the
great
presentation.
I
really
appreciate
the
level
of
detail.
I
appreciate
all
of
the
community
engagement
that
you've
done.
I
think
about
when
I
first
started
on
council
and
the
level
of
community
engagement
there
used
to
be
or
very
little
community
engagement
to
now.
D
It's
just
really
awesome
to
see
the
effort
that
you've
put
into
it
and
then
the
number
of
people
engaging
with
the
budget
discussions
increase-
and
I
do
think
part
of
our
goal
obviously
is
to
get
feedback,
but
it
is
also
to
get
people
to
engage
in
these
companies
like,
in
general,
understanding
the
city's
budget
and
where
their
property
tax
dollars
go
and
kind
of.
Just
like
this
bigger
picture
right,
and
so
I
think,
you've
done
a
really
great
job
and
related
to
that.
D
I
really
love,
and
I
think
that
the
city
videos
are
very
popular,
and
I
think
I
know.
Last
year
we
had
a
pretty
robust
city
budget
page
and
there's
a
couple
of
things
up
there
for
this
year
as
well,
but
I
think
that
even
after
this
conversation
or
as
we
get
closer
to
that
preliminary
budget
conversation
or
preliminary
levy
discussion
at
a
council
meeting
just
to
have
a
couple
more
video
pieces
on,
you
know
what
it
is
that
is
being
proposed.
D
Why
is
our
levy
increasing
and
giving
just
more
opportunities
for
people
to
engage
in
those
ways,
and
then
I
do
agree
that
we
should
look
at
our
strategic
priorities
fund,
I'm
supportive
of
that
for
just
those
one-time
costs.
My
impression
is
that
that's
a
pretty
small
number
in
the
grand
scheme
of
what
we're
talking
about,
but
I
am
supportive
of
that
and
also
looking
for
other
revenue
opportunities
and
one
of
the
things
I
did
think
about
was
the
budget
advisory
committee.
D
There
were
still
a
couple
of
things
on
their
list
at
that
time
to
consider
in
terms
of
cuts,
and
so
maybe
that
was
a
couple
years
ago
now.
Maybe
that
list
would
be
outdated
enough,
that
we,
it
wouldn't
be
as
helpful,
but
it
may
be
worth
returning
to,
and
then
I
think
one
thing
I
would
appreciate
seeing
is
in
that
general
fund,
like
I
really
love
the
in
the
working
model,
where
you
have
the
tax
levy
percent
change,
I
think
it
would
be
super
helpful.
D
D
I
know
it's
going
to
be
very
challenging,
but
I
think
that
you
know
I
agree
with
council,
member
nelson
and
his
concerns
about
the
economy
and
a
potential
recession,
and
I
mean
I
think
we
all
probably
are,
and
but
at
the
same
time
we
just
have
really
necessary
expenses
that
we
have
to
fund,
especially
in
public
safety.
And
you
know,
I
think
that
as
a
council,
we
have
been
very
conservative.
D
The
last
couple
years
with
our
2.75
levy,
increases
acknowledging
that
people
were
financially
potentially
struggling
because
of
the
pandemic,
and-
and
I
don't
want
to
dismiss
the
fact
that
we
may
have
some
harder
times
ahead
of
us,
but
at
the
same
time,
how
long
will
those
harder
times
last
right
like
at
this
point?
It
kind
of
feels
like
there's
always
something
that
we're
we're
dealing
with,
and
so
we
can't
continue
to
put
things
off
and
we
have
to
deal
with
these
issues.
D
F
F
And
I,
and
I'm
wondering
I
want
to
commend
you
for
your
community
engagement
as
well.
I
know
a
lot
of
folks
have
said
that
I
I
appreciate
you
know.
We
talked
a
lot
about
early
on
about
like
getting
out
and
asking
people
and
meeting
people
where
they're
at
and
you've
obviously
shown
a
model
for
how
to
do
that.
So
kudos
to
you
and
the
folks
that
have
helped
you
along
the
way
there
kari
really
great.
F
You
know
to
be
honest
with
you
this,
and
this
is
related
to
that.
I
think
I'm
I'm
looking
at
two
two
things
that
have
we
have
seen
as
a
as
a
council
over
the
last
couple
of
months,
especially
as
it
relates
to
like
the
assessment
process
that
we've
been
working
through.
I
I'm
looking
at
the
contrast
between
so
so.
F
If
you
I
apologize
for
putting
ms
coleman
on
the
spot
here,
but
if
you
look
at
the
hra
work
right
and
how
they
they
honed
in
on
their
priorities
and
what
they
said
they
wanted
to
do
and
they
came
to
us
and
I
asked
twice
and
they
said
no,
we
don't
need
more
people.
What
we're
going
to
do
is
refocus
those
people
on
the
things
that
we
said
were
important.
F
I
contrast
that
with
one
of
the
comments
made
here
around,
you
know:
public
utilities,
for
example,
or
our
public
works
department
to
say
you
know
we
have
these.
We
have
very
similar
programs
and
we're
not
seeing
that
innovation
from
that
department
and
and
again
we
didn't-
maybe
didn't
ask
for
it.
So
I
don't
want
to
be
I'm
not
being
you
know,
I'm
I'm
just
trying
to
draw
that
contrast
to
say
is
it?
F
Is
it
possible
for
us
to
because
what
I'm
missing
in
some
of
these
cases
is
that
we've
thought
we've
talked
about
what
is
strategically
important
to
us,
whether
we
like
it
or
not,
folks,
we
called
a
climate
emergency
and
we
know
that
emissions
and
buildings
are
our
two
biggest
things,
and
so
we
probably
should
do
some
work
on
that
front.
So,
whether
you
like
it
or
not,
we
said
that
we
should
probably
follow
it
up
with
the
clear
action.
F
Then
some
clear
progress
right
or
we
should
rescind
our
climate
emergency
declaration
and
say
we're
not
going
to
do
it.
I'm
I'm
just
saying
that
bluntly,
but
if
so,
but
but
how
they
do
that
and
say
yep.
We
heard
that
the
number
one
priority
for
public
you
know
public
works
on
on
in
terms
of
consumer
energy
programming.
Is
these
things?
F
F
So
as
you
think
about
what
to
study
over
the
next
three
months,
looking
at
that
hra
model,
not
because
again,
not
putting
on
the
spot,
but
then
the
the
ethos
of
that,
I
think,
would
be
really
great
to
try
to
bring
to
the
table
in
some
of
these
cases,
because
I
think
there's
opportunity
there.
I
would
say
the
same
thing
from
our
community
outreach
and
engagement
group
like
as
far
as
I'm
concerned,
we've
defined
what
we
think.
F
Those
folks
should
be
working
on
in
terms
of
saying
that
we've
created
strategic
priorities
here
for
those
things.
So
where
are
they
in
terms
of
of
re-honing?
In
you
know,
do
they
have
to
do
everything
that
they're
doing
and
that
or
can
they
stop
doing
some
stuff
to
focus
in
on
this
stuff?
That's
kind
of
I
guess
what
I
would
say
is
the
one
thing
that
I
think
is
missing
from
this
presentation
and
that's
not
a
that's,
not
a
that's,
not
an
you
know,
that's
not
a
critique,
that's
that's
more.
Just
like
I.
F
C
A
A
I
will
say,
as
our
two
people
wearing
badges
as
they
left
the
the
council
chambers
quickly
here
there
were
a
report
of
shots
fired
over
at
the
shields
in
eden,
prairie
at
about
7
25
and
both
our
bloomington
police
and
bloomington
emts
and
fire
responded.
And
apparently
there
was
one
man
found
deceased
from
a
looks
like
a
self-inflicted
gunshot
wound,
but
showing
again
the
volatile
nature
of
everything
we're
doing
and
and
the
expectations
of
the
people
that
that
serve
us
and
and
the
work
that
they
do.
A
E
Well,
you
know,
since
we
are,
we
are.
We
are
talking
about
the
crime
piece.
I
got
one
other
thing
I
just
I
wanted
to
thank
you
mayor
for
your
work
that
you
have
done
around
crime,
coordinating
and
working
with
folks
to
try
to
to
continue
to
keep
that
as
a
priority,
so
just
want
to
again
just
appreciate
your
willingness
to
look
into
that.
Take
that
very
soberly,
as
we
know
that
the
climate
has
has
changed
around
that.
So
thank
you
for
that.
E
One
item
that
had
been
brought
up
in
the
in
the
one
weekly
is
the
garbage
recycling
and
organics
rates,
and
I
just
wanted
to
make
sure
that
that
folks
read
that
in
there
I'm
definitely
interested
in
that.
I'm
not
sure
if
other
folks
have
had
a
chance
to
to
say
their
interest,
but
I
want
to
make
sure
that
you
can
see
publicly
I'm
interested
in
that
and
I'm
sure
there's
other
councilmembers
they're
interested
in
having
that
conversation.
A
Thank
you,
and
thanks
for
your
words,
councilmember
I'll
pass,
all
of
the
credit
on
to
our
bloomington
police
and
our
police
chief
and
everybody
else
who
works
and
and
and
then
actually
the
mayors
in
the
southwest
metro,
who
have
come
together
on
a
number
of
things
as
well
on
this
one.
So
councilmember
d'alessandro.
C
G
So
it's
my
understanding,
unfortunately,
that
burnsville
did
approve
that.
I
just
was
wondering
I
think
a
lot
of
people
are
interested
in
that
if
we
can
get
an
update
and
then
if
there's
any
updated
information
on
the
additional
amount
of
waste
that
they're
looking
to
put
into
the
freeway
dump,
which
was
honestly
a
complete
shock
to
me
and
and
very
disturbing
so
yeah.
But
if
we
get
an
update,
if
we
can
get
an.
C
Mr
mayor
and
council
members,
actually
I
we
may
even
have
mpca
staff
here
next
week
presenting
at
the
meeting
I
got
to
check
with
our
senior
planner
or
city
planner
glenn
markingard
who's
been
in
contact
with
them,
they've
offered
to
come
out
and
present,
and
I
can't
think
of
a
more
timely
point
to
do
that.
We
actually
had
staff
at
the
rotary
meeting
today
I
had
to
step
out
of
the
meeting.
C
F
This
was
yes,
I
it's
timely
and
relevant.
I
promise
you
council,
member
nelson's
comment
made
me
think
about
something
I
I
know
when
I
first
had
meetings
with
you
city
manager,
one
of
the
questions
that
I
asked
on
the
as
it
relates
to
the
south
loop
and
the
development
that
was
being
done
there
as
to
whether
or
not
we
could
implement
an
incinerator
there.
F
If
the
south
metro
incinerator
option
as
a
is
viable
against
this
landfill
concept,
we
know
it
doesn't
necessarily
step
us
down
on
the
sustainability
curve
as
much
as
we'd
like
it
to
be
reduce
is
the
one
way
that
we
get
there
more
than
anything
right,
but
it
is
better
than
a
landfill
in
terms
of
econo,
both
economic
and
ecological
impact,
and
so
is
there.
Has
there
been
any
discussion?
Maybe
maybe
you,
mr
mayor,
would
know
about
that
at
the
southwest.
A
I
have
not
heard
a
discussion
regarding
the
mayors,
especially
in
hennepin
county,
because
our
trash
at
this
point
goes
to
the
herc
and
I
haven't
had
the
discussion
of
with
any
of
the
mayors
south
of
the
river,
where
the
which
are
the
primary
contributors
to
the
to
the
burnsville
landfill,
no
discussion
among
them
as
to
options
or
possibilities,
no
discussion.
I
don't
think
the
mpca
has
even
broached
the
subject
to
be
honest,
but
it's
it's.
Certainly
it
would
be
a
more
viable
option.
I
would
think
than
simply
creating
the
mountain
but
worth
the
discussion.
C
We
have
not
updated
that
study
since
you
know,
and
that
looked
at
things
like
wind
and
other
solar
right
and
trying
to
figure
out
if,
if
there
are
the
ways
that
we
could
serve,
the
energy
needs
out
there.
I
can
certainly
talk
to
some
folks
and
see
if,
if
there
would
be
anything-
and
I
think
the
mayor
through
the
regional
council
of
mayors
may
be
doing
the
same,
we
can
we
can
do
a
little
outreach
and
see
if
the
time
is
right,
maybe
to
look
at
other
options.
C
Brookie
anything
yeah
a
couple
things,
mr
mayor
council
members.
First
of
all,
we
had
our
reboot
on
the
town
halls
last
week.
The
mayor
did
an
excellent
job
for
an
hour
and
a
half
about
20
minutes
of
presentation
and
then
the
remainder
of
the
time
answering
some
questions
that
were
submitted
either
through.
Let's
talk
or
were
provided
by
attendees
that
night,
that
wrote
them
out
on
index
cards
and
our
our
celebrity
question.
Drawer,
chief
seal
sat
next
to
the
mirror
and
pulled
them
out
of
the
glass
bowl.
C
So
there
couldn't
be
any
question
about
whether
we
were
trying
to
game
the
system
or
not,
and
what
the
questions
right.
So
every
question
that
was
submitted
got
in
the
bowl
and
then
they
all
made
their
way
out
or
most
of
them
made
their
way
out
to
the
mayor.
So
we'll
do
a
couple
things
for
the
rest
of
the
council,
we'll
provide
you
a
copy
of
the
questions
that
were
asked
and
then
we'll
also
share
the
presentation
and
we'll
start
preparing
for
the
town
halls
that
we'll
do
in
each
of
the
respective
districts.
C
I
know
that
mr
billhart
has
reached
out
to
the
council
district
representatives
to
get
your
town
halls
on
the
calendar,
so
we'll
try
to
get
those
lined
up
and
do
so
so
that
we
can
start
marketing
through
communications
and
even
try
to
get
them
in
the
briefing.
If
we've
got
a
couple
of
months
notice,
so
I
saw
september
26
potentially
for
council
member
martin
to
be
the
next
one
up.
So
I
think
we're
taking
advantage
of
a
monday
where
you
all
don't
work
to
still
do
a
little
bit
of
constituent
engagement.
C
I
also
wanted
to
follow
up
council
member
nelson
there'll
be
an
opportunity
for
you
to
be
generous
in
your
water
bill
coming
up,
as
we
send
out
information
about
summer
fed
inviting
people
to
donate.
So
please
make
sure
that
you
open
your
mail
in
a
timely
fashion
in
the
next
couple
of
months,
mine's
on.
C
So
the
city
submitted
its
response
today,
there's
an
emergency
hearing
tomorrow
morning,
depending
on
the
outcome
of
that,
we
may
need
to
schedule
a
special
emergency
meeting
of
the
council.
That
would
happen
probably
late
on
friday
afternoon,
depending
on
what
comes
out
of
the
court.
Is
there
anything
more?
You
want
to
say
about
that
city
attorney,
okay,
so.
C
A
F
Are
things
that
are
coming
up
as
a
result
of
the
commentary,
so
I
I
couldn't
have
predicted
them
in
advance.
Your
city
manager's
reminder
regarding
the
town
halls
made
me
think
of
the
fact
that
the
current
town
hall
dates
that
mr
brillhart
gave
me
potentially
conflict
with
the
visit
from
the
bie,
and
so
I
don't
know
anything
about
whether
they're
coming
or
not,
and
I
was
hoping
that
maybe
somebody
could
give
us
an
update
so
that
we
can
be
more
specific
as
we're.
C
Still
the
first
or
second
week
of
october
is
the
expected
visit,
and
I
know
that
they
are
planning
to
spend
two
days
in
minnesota
and
two
days
in
washington,
so
we're
hoping
to
have
that
really
specified
here
soon,
so
that
we
can
start
to
do
our
planning.
So
we'll
we'll
share
more
when
we
have
that
information
yeah.
G
A
Anything
else
I
will
say
with
the
town
halls,
I
think
we
had
just
short
of
50
people.
I
think
we're
like
47
or
49,
which
wasn't
bad
for
a
wednesday
night.
Considering
we
were
competing
with
the
the
market,
music
up
here
and
good
questions
and
good
response.
It
was
actually
it
was
fun
to
do.
It
really
was
so
so
you
got
something
to
look
forward
to
councilmember
martin,
no
further,
nothing
further
with
the
council.
Look
for
a
motion
to
adjourn
so
moved
motion
in
a
second
to
adjourn.