►
Description
November 21, 2022 Bloomington Minnesota Special City Council Meeting
0:00:00 Start
0:02:13 2.1 2023 Budget Discussion: Community Development Dept. Budget and Revenue and Fee Discussion
0:44:18 2.2 2023 Budget Discussion: Community Services Dept. Budget, Parks & Rec Dept. Budget, Finance Dept. Budget, Administration Dept. Budget
3:11:06 2.3 2023 Budget and Tax Levy Discussion
4:26:05 2.4 City Manager / Council Updates
A
A
So
that
is
our
agenda
for
this
evening.
I,
don't
think.
Officially,
we
need
to
adapt
the
agenda.
Do
we
never
a
bad
idea?
Let's
adopt
agenda.
I
will
move
approval
of
the
agenda
unless
there's
anything
to
add
council
second
Motion
in
a
second
to
adopt
tonight's
agenda.
All
those
in
favor,
please
signify
by
saying
aye.
A
Motion
carries
7-0
would
like
to
point
out
that
councilmember
dalessandro
is
participating
electronically
electronically
in
the
lobby
of
the
Holiday
Inn
Express
at
16,
165
Town
run
Lane
in
Stephens,
City
Virginia
and
this
location
is
open
and
accessible
to
the
public.
Thanks
for
making
the
effort
councilmember
glad
you
could
be
part
of
our
discussion
tonight.
A
D
Evening,
mayor
and
Council,
thank
you.
So
there
are
seven
different
presentations
this
evening
and
the
first
one
we're
going
to
start
off
with
is
a
revenues
and
a
fees
discussion,
so
I
will
go
through
that
and
that's
overall
revenues
and
fees,
and
then,
after
that,
we'll
get
into
the
Community
Development
presentation,
with
our
community
development
director
Carla
Henderson
here
and
then
we'll
just
continue
on
to
the
other
department
budget
presentations
that
we
were
not
able
to
finish
earlier.
D
D
So
this
is
a
slide
of
the
preliminary
general
fund
budget,
just
the
revenues,
and
so
just
want
to
point
out
here.
The
different
categories:
property
taxes
are
the
largest
at
69
and
then
the
second
one
lodging
and
emission
taxes
is
the
second
highest,
and
so
you
can
see
on
the
list
there
that
not
all
of
the
general
fund
revenues
are
property
taxes.
We
do
have
other
categories
as
well.
D
D
So
as
you're
aware,
since
the
beginning
of
the
pandemic,
we've
had
a
team
at
the
beginning
of
the
pandemic,
we're
meeting
weekly
from
the
port
authority
and
assessing
and
finance,
and
just
closely
monitoring
and
analyzing
the
lodging
revenues,
especially
and
emissions
and,
as
I
just
said,
they
are
the
second
largest
source
of
Revenue
in
the
city's
general
fund.
So
during
the
Pandemic,
those
really
dropped
off
considerably
and
caused
a
huge
strain
on
City's
finances
in
recent
months.
This
trend
is
looking
considerably
better
for
the
lodging
and
admission
tax
forecast.
D
So
right
now
the
the
occupancy
rates
have
been
going
up
and
I've
got
August
and
September
data
there
on
the
slide
and
for
23
we're
forecasting
that
the
rates
would
be
at
92
percent,
of
where
the
2019
revenues
were
so
not
back
to
100
but
getting
much
closer
and
we're
still
more
conservative
than
the
hvs.
The
hotel
valuation
Services
study
that
kind
of
uses
a
benchmark
along
with
a
lot
of
other
things,
but
higher
than
what
we
forecasted
back
in
September.
D
D
We
also
have
some
good
news
to
report.
We
are
increasing
our
revenue
for
permit
revenue
and
the
2023
forecast
by
836
000,
and
you
can
see
on
the
slide
the
different
categories
that
make
that
up.
So
the
biggest
one
is
the
building
permits,
but
we
also
have
increases
in
electrical
HVAC,
plumbing
and
so
on,
plan
check
so
with
the
updated
Revenue
forecasts
and
the
volume
that
is
coming
and
what's
anticipated
for
2023.
D
D
D
So
the
recreation
fees
fund
budgets
that
we'll
be
going
over
tonight.
Those
are
based
on
the
the
proposed
fee
schedule
for
2023.
That's
going
to
be
at
the
November
28th
city
council
meeting,
and
so
those
fees
were
already
reviewed
by
the
parks,
art
and
Recreation
Commission
back
on
November,
9th
and
so
staff
presented
those
fees
which
I'm
going
to
be
presenting
tonight,
and
they
are
here
as
well
for
questions
and
just
I'm
going
to
provide
a
lot
of
the
same
information
they
provided
into
the
park.
D
So
this
is
Recreation
significant
changes
and
Trends,
so
the
increase
in
the
budgets
and
in
the
fee
schedule
is
the
rate
for
the
general
permit
fee,
increasing
by
five
dollars:
pickleball
court
rates,
75
cents,
adding
a
rate
for
recognized
Bloomington,
Youth
Athletic
organizations
for
outdoor
skating
rinks
at
50
of
the
standard
cost
increase
for
the
summer,
Adventure
playgrounds,
20
13
for
Camp
coda
and
then
modifying
the
season.
Pass
fees
at
the
Bloomington
family,
Aquatic
Center
to
encourage
early
purchasing.
D
So
four
dollar
increase
to
adult
passes
and
eight
dollars
for
young
adults,
and
here
is
a
comparison.
Some
other
programs
around
the
Metro.
So
you
can
see
the
Camp
coda,
coda
kids
summer,
Adventure
playgrounds,
the
2022
rates
and
then
comparing
that
to
some
programs
in
St,
Louis,
Park,
Three,
Rivers
Eagan
and
the
school
district.
D
D
So
some
of
the
some
of
the
other
cities
do
not
offer
rates
based
on
age,
but
instead
offer
discounts
for
additional
passes
so
like
Richfield
and
Edina.
They
have
a
reduced
rates
for
additional
passes
and
then
the
note
at
the
bottom
that
there
are
reduced
cost
passes
are
available
to
those
that
are
eligible
for
free
and
reduced
lunch
programs
through
the
school
district.
D
Significant
changes
and
Trends
in
the
ice
Garden
we
remain
market
rate
competitive
but
are
increasing
ice
rental
rates.
There
are
escalating
expenses
as
throughout
the
budgets,
but
driven
by
inflation.
Utilities
is
a
big
expense
for
the
ice
garden
and
Staffing
and
they're
continuing
to
you
know,
look
for
ways
to
fund
the
the
renovation
for
the
Bloomington,
Ice
Garden.
So
looking
at
local
option
sales
tax
is
an
option
and
then
also
what's
new
and
big.
Is
concessions
are
now
operated
by
the
city?
D
D
D
D
So
the
art
center
fees
are
a
market
rate.
There's
no
facility
rental
fee
increases
for
23
and
the
city
facility
use
fee
is
going
to
remain
at
2.50
cents
per
ticket
and
here's
some
comparable
fees
for
the
Bloomington
Center
for
the
Arts
compared
to
Hopkins
the
Masonic
Heritage
Center
in
Bloomington
and
the
Ames
Center
in
Burnsville.
D
Creekside,
no
rental
fees
and
increase
are
proposed
for
23..
As
you
know,
it's
a
aging
facility,
the
current
rental
fees
are
equal
to
or
slightly
higher
than
other
area.
Senior
centers
and
rentals
were
slow
to
return
in
21
and
the
beginning
of
22,
but
rentals
are
continuing
to
increase
and
also
it's
continuing
to
attract
members
of
the
bipod
Community
to
rent
the
facility
for
family
and
celebrations
and
cultural
events.
D
D
There
are,
however,
significant
Staffing
challenges,
so
an
increase
of
25
in
the
seasonal
wages
in
the
golf
budget
you'll
see,
is
proposed
to
order
to
retain
and
attract
employees
and
then
expense
increases
in
all
the
areas.
Operation
will
cause
an
increase
in
the
fees
and
products
and
services
in
23,
but
guests
are
having
a
very
positive
experience.
D
D
E
F
G
Mayor
council
members
for
The
Aquatic
Center
in
your
fee
schedule,
we
are
increasing
the
standard
rate
So
when
you
buy
it
when
the
pool
opens
buy
four
dollars
and
eight
dollars,
but
the
change
in
encouraging
the
early
purchasing
is
right
now
or
this
past
year.
We
gave
them
two
dollars
off
if
they
purchased
before
April
and
one
dollar
off
if
they
purchased
before
the
beginning
of
the
season.
This
will
instead
be
I,
want
to
say,
eight
dollars
off
if
they
purchase
by
April
and
four
dollars
off.
E
D
So
just
some
potential
new
revenues
that
staff
has
been
discussing
just
with
some
guidance
from
city
council,
so
one
of
the
things
that
have
come
up
is
Corporate
sponsorship
or
naming
rights.
So
just
some
things
to
point
out
with
that.
We
could
not
use
that
for
facilities
that
have
any
kind
of
outstanding
taxes
exempt
bonds,
and
currently
we
don't
have
the
staff
available
to
actively
Market
that
to
corporations
there's
also
it
could
be
limited
to
certain
types
of
Corporations.
D
But
some
of
the
things
with
additional
Grant
revenues
to
keep
in
mind
is
that
we
have
the
staff
capacity
to
take
on
maybe
a
new
program
that
we're
going
to
be
doing
with
the
additional
Grant
funds
that
we
can,
that
we
are
have
the
ability
to
carry
it
out
and
that,
if
we're
receiving
Grant
revenue
for
just
a
few
years
that
it
can
create
a
structural
structural
imbalance
in
the
budget.
In
that,
at
some
point,
those
revenues
will
stop
being
grants
and
they'll
need
to
come
from
another
source.
A
Which
I
appreciate
and
obviously
agree
with
that?
We
don't
want
to
create
the
structural
imbalance
wondering
if
there
are
grant
opportunities,
as
they
relate
to
more
capital
projects,
one-time
expenditures
to
fix
up
a
b
or
c,
as
opposed
to
putting
a
program
in
place
that
eventually,
the
the
funding
runs
held
for.
D
B
Oh
Mary
I
agree
with
you
on
that
the
capital
expenses
make
a
lot
of
sense.
The
other
question
I
had
as
I
looked
at
the
the
corporate
sponsorship
piece
is
sometimes
you
know
either
those
those
corporations
unfortunately
go
out
of
business
or
they
participate
in
some
things
that
may
not
align
with
our
values
that
we
have,
and
so
I'm
just
curious.
B
Has
staff
thought
about
that
in
terms
of
how
do
you
do
you
know
unwind
that
or
get
out
of
that?
If
you're
not
doing
a
capital,
expensing
you're
doing
an
ongoing
kind
of
basis,
and
you
want
to
kind
of
back
out
of
a
situation
where
you've
got
a
corporate
sponsor
and
then
you
know
they're
not
aligning
with
some
of
our.
Maybe
let's
say
our
Equity
stance.
D
Mayor
City,
Council,
Members
city,
council,
member
Lowman,
I
I,
don't
know
if
anyone
else
wants
to
speak
to
this,
but
I
don't
know
that
we've
we've
dug
very
deeply
into
this
I
think
we're
just
looking
into
the
subject,
and
these
are
some
of
the
first
things
that
came
up,
but
that
would
be
another
thing
to
consider
as
well.
If
that
was
something
that
we
wanted
to
look
at
yeah.
B
A
Some
kind
of
way
to
get
ourselves
on
it,
I'm
confident
I
mean
there's,
there's
structures
in
place,
I'm
sure
the
league
of
cities
has
something
on
corporate
sponsorships
or
the
national
league
of
cities.
Somebody
somebody
could
guide
us
in
terms
of
that
and
if
we
ended
up
in
a
in
a
difficult
situation,
I'm
sure
they'd
be
written
in
such
a
way
that
we
can
get
out,
but
I
also
want
to
point
out
councilmember.
We
don't
have
any
of
these
yet
so
it's
no.
B
I
know
that
I
just
I'm,
just
saying
I'd
like
to
just
you
know,
be
proactive
rather
than
wait
until
we
get
into
a
situation
and
then
then
you
say:
wait
a
minute.
We
have
no
way
of
getting
out
of
it.
So
you
know
I,
think
you
know
hindsight's
2020,
but
we've
got
the
opportunity
now
I
want
to
do
this,
I
think
it's
a
good
idea.
B
E
H
Thank
you,
mayor
I,
just
want
to
clarify.
Is
the
corporate
sponsorship
and
the
tax
exempt
bonds
limitation
limited
to
naming
rights,
or
does
it
apply
to
other
advertising
sources
and
I
also
believe
we
already
do
have
this
with
Toro
over
at
Valley
View,
so
I
just
want
to
understand
the
limitations
of
that.
Can
we
put
ads
up
along
the
boards
at
a
hockey
rink
in
the
Outfield
of
a
softball
or
baseball
field,
or
wherever
else
we
might
see.
A
I
J
Sure
May
remembers
the
the
reason
that
the
language
is
in
there
is
that
under
the
law
there
are
limits
on
how
much
income
you
can
take
in
when
you're,
using
tax-exempt,
bonds
and
I
believe
it's
10
percent
yep,
ten
percent.
So
we
have
to
pay
really
close
attention
to
that
and
be
mindful
of
it,
so
that
we
don't
risk
the
taxes
and
status
of
the
bonds.
D
Something
else
to
consider
would
be
additional
cell
towers
on
city
land
selling
City
on
land
at
we
were
just
talking
about
advertising
from
corporations
on
City
facilities,
maybe
even
electronic
signs
and
then
another
one
is
passport
revenues
and
we'll
talk
a
little
bit
about
this
in
the
administration
departments,
budget
presentation,
but
we
could
increase
appointments,
but
we
wouldn't.
We
would
need
additional
staff
but
to
increase
passport
revenues.
D
And
then
I
just
had
one
other
short
thing
was
just
to
point
out
that
there
are
federal
and
state
regulations
with
our
fees,
and
then
just
this
was
from
Minnesota
State
Statute,
that
fees
commiserate
with
service,
so
fees
established
by
the
municipality
must
be
by
legal
means
and
must
be
fair,
reasonable
and
proportionate
to
the
actual
cost
of
the
service
for
which
the
fee
is
imposed.
So
we'll
keep
that
in
mind,
as
well
as
we're
looking
at
fees.
F
Go
to
myself
similar
to
what
councilmember
Lowman
said,
just
wanting
to
make
sure
that
before
we
would
move
forward
with
something
like
that,
we'd
have
criteria
laid
out
for
the
types
of
organizations
that
can
and
cannot
advertise
on
City
facilities,
and
so
just
want
to
put
that
out
there
as
a
consideration
and
then
a
question.
I
guess
for
the
cell
towers
on
city
land
does
that
have
to
be
in
a
specific
zoning.
District
look
at
Mr
Market
guard
back
there.
L
K
D
M
M
This
is
our
department
request.
You
can
see
it's
an
increase
of
about
659
thousand
dollars,
most
of
that
is
in
salaries
and
benefits,
and
I.T
and
internal
Fleet
expenses,
which
we're
always
told
by
our
budget
friends.
We
can't
touch.
It
is
what
it
is.
So
that's
where
the
majority
of
the
increase
that
we're
requesting
comes
from.
M
I
will
start
with
assessing
so
right
now
assessing
fully
staff
is
12,
full-time
employees.
We
are
posting
for
Mike
reichel's
Mark
reckles
position,
hopefully
this
week
and
that
that
they
will
be
fully
staffed
and
we're
very
excited
about
that
with
Tim
Bulger,
our
new
City
Assessor,
as
you
can
see,
here's
just
a
bullet
of
kind
of
their
activities.
Mainly
they
assess
the
city
land
to
be
valued
at
17
billion
dollars.
M
I
think
that's
a
record
for
us
and
they
also
inspect
20
of
the
properties
annually.
So
every
five
years
they
have,
the
assessing
team
has
gone
out
and
physically
looked
at
a
property.
So
you
can
see
that,
and
so
here
they
are.
This
is
what
they
reviewed,
particularly
in
our
Residential
Properties
in
20
22.
M
We've
had
a
lot
of
change
in
assessing
and
with
that
comes
a
lot
of
new
opportunity,
we're
very
fortunate
that
Tim
has
joined
our
team
and
is
actually
looking
at
all
of
the
technology
that
we
have
Acquired
and
how
we
do
things
a
little
bit
differently.
There
he's
brought
up,
perhaps
we're
not
maximizing
the
use
of
our
technology
in
a
way
we
could.
So
it's
always
great
to
have
a
new
set
of
fresh
eyes
on
our
processes,
as
staff
has
retired.
M
Now
we'll
go
to
building
inspections,
so
you
can
see
22
full-time
employees.
We
are
fully
staffed
in
buildings,
as
Kari
mentioned.
Our
Revenue
has
really
really
significantly
increased
and
you'll
see
in
the
development
Pipeline
and
planning
why
that
is
and
continues
to
be,
but
basically
here
the
activities
that
we
perform.
We
have
the
State
Department
of
Labor
and
Industry
delegated
so
plan
review
and
our
permits
Council
last
year
talked
a
lot
about
time
and
sale
inspections.
M
We
have
17
full-time
employees,
I
think
we
have
an
office
support,
specialist
position
vacancy
due
to
Hillary
Benson
getting
promoted,
and
so
once
we
get
that
post
it
is
posted
internally.
So
we
hope
to
have
that
filled,
we'll
be
fully
staffed,
and
so
here
is
the
state,
mdh
and
MDA
delegation.
We
also
do
work
in
Richfield
for
their
food
pool
and
lodging
rental,
housing
inspections
and
then,
of
course,
commercial
residential
code
enforcement,
which
many
members
sitting
up
there
receive
emails
from
our
residents.
Talking
about
that.
M
Next,
we'll
go
to
planning
planning
this
year
had
a
lot
of
turnover
due
to
some
retirement
of
retirement
and
a
resignation.
We
have
the
last.
Hopefully
planner
position
just
closed
for
to
work
on
our
housing
that
that
position
is
split
between
planning
and
the
HRA,
so
we're
hopefully
going
to
have
that
fully
staffed
and
here's
a
list
of
the
activities
that
planning
does
for
the
city
and
also
working
with
our
Planning
Commission.
M
They
negotiate
all
the
wireless
leasing
so
kudos
to
Glenn
and
his
team
for
bringing
in
760
thousand
dollars
and
then
the
last
kind
of
division
in
Community
Development
is
Administration.
We
are
a
team
of
three
myself
Hilary
Benson,
who
just
got
promoted
very
happy
about
that
and
Barb
Wolfe,
who
I
call
our
secret
weapon
and
she
is
our
manager
of
special
projects
and
initiatives,
and
she
has
really
been
leading
a
lot
of
our
work
with
our
small
business
community
and
it's
just
been
wonderful
to
see
that
area
grow
in
Community
Development.
M
A
B
So
the
other
thing
I
wanted
to
just
ask
is
and
I
know,
this
is
kind
of
an
unfair
question,
so
you
can,
you
know,
choose
to
pass
if
you
want,
but
oftentimes
I
get
I
get
asked
when
I'm
going
door-to-door.
You
know
we
look
at
the
number
of
Staff,
you
kind
of
mention
how
many
staff
we
have
I,
don't
necessarily
want
to
go
through
each
one.
But
if
we
compare
that
to
other
cities,
how
is
how
is
that
comparable?
B
You
know.
Is
that
a
bad
thing
to
do
in
the
sense
of
you
know
we
we
have.
You
know
you
mentioned
the
secret
weapon
back
there,
which
I
agree
with
you
on
that
that
we
have
some
talents
and
stuff
that
are
there
that
allow
us
to
provide
additional
Services
for
for
what
we,
what
we
pay
for
so
I
leave
it
to
you
what
you
want
to
respond
to,
or
not
respond
to
with
that.
M
M
Yeah
and
that's
uncommon
for
most
cities,
but
we
have
such
a
robust
commercial
activity
that
it
definitely
pays
for
itself
and
the
value
that
we
place
on
the
relationships
that
we
have
of
property
owners.
So
we
don't
just
go
and
you
know,
assess
the
property,
but
we
have
a
relationship,
and
that
obviously
takes
time
and
that's
why
we
have
a
record
amount
of
17
billion
dollars
being
assessed
because
we
take
our
time
and
do
our
due
diligence
working
with
these
Property
Owners
as
well.
So
does
that
someone
answer
your
question.
B
B
Where
you
look
at,
you
know
the
amount
of
staff
that
somebody
has
you
know
it's
government
waste
and
that
type
of
thing
but
they're,
you
know
each
of
our
cities
are
unique
and
are
different
and
we
need
to
staff
them
and
we
need
to
support
that
long-term
investment
and
that's
a
record
year.
17
billion.
That's
an
incredible!
You
know,
Testament
to
what
our
staff
has
been
able
to
do
and
just
want
to
caution
residents
as
they
as
they
look
at.
B
A
I
think
the
short
answer
council
members,
that,
as
you
know,
every
city
is
different
and
certainly
we're
different
than
cities
down
in
the
southern
part
of
the
country,
obviously,
but
we're
also
different
than
other
suburbs.
Other
suburbs,
don't
have
them
all
of
America.
On
other
suburbs,
don't
have
90
000
people,
you
know,
so
it's
very
difficult
to
to
go,
whether
it's
per
capita
or
just
total
numbers
or
how
it
all
works
out.
A
A
H
Thank
you
mayor.
Just
a
quick
follow-up
to
that
I
mean
I.
Think
it's
important
for
people
to
recognize
that
it
doesn't
change
our
Revenue
model
as
a
city,
the
valuation,
but
it
shows
that
the
private
sector,
both
residential
commercial
industrial
retail,
whatever
it
is,
is
willing
to
invest
in
Bloomington
and
wanting
to
be
here
in
Bloomington
that
our
value
is
going
up.
But
our
Levy
doesn't
change
because
that
value
goes
up
because
I
think
that's
a
question.
A
lot
of
people
have
oh
you're,
just
assessing
us
more,
so
you
can
get
more
money.
H
H
I
receive
a
number
of
complaints
about
ordinance,
violations
that
fall
into,
or
environmental
health
and
they're,
very,
very
tough
to
resolve
and
I'm
just
wondering
if
we
don't
have
the
right
tools
to
do
those
like
to
just
repeat
things
that
come
up.
You
know
people
running
automotive
repair
in
their
driveway
and
leaving
Parts
out.
H
You
know
running
home-based
businesses
that
may
or
may
not
be
allowed
things
of
that
nature,
and
one
of
my
concerns
is
we're
doing
all
these
inspections
telling
people.
You
can't
do
that
and
we
have.
We
have
some
people
that
just
flat
out
ignore
us
and
they
ignore
the
staff,
and
you
know
it's
irritating
and
it
candidly
it
puts
staff
in
a
bad
light.
It
puts
us
in
a
bad
light
and
you
know
I'm
just
wondering
what
we
can
do
there.
We've
we've
got
a
team
that
you
know
I.
H
Think
the
one
thing
I
most
appreciate
about
environmental
health.
Is
they
work
towards
compliance
they're,
not
heavy-handed
on
the
front
end,
but
at
what
point
do
we
get
heavy-handed
at
what
point
do
we
do
something
about
it?
And
so
I
I
don't
need
an
answer
tonight.
It's
not
budget
related
it
just
it
came
up
so
I
brought
it
up.
H
The
other
concern
I
have
on
this
one
is.
You
know
I
noted
that
the
the
dreary
was
one
of
the
projects
that
was
listed
on
the
spreadsheet
and
it's
it's
not
moving
forward.
They're
they're
looking
to
sell
that
property,
and
so
we
look
at
this
Pipeline
and
I
guess.
My
question,
for
you
is
how
realistic
is
that
pipeline?
M
So
Mr
mayor
council,
members,
council,
member
Nelson,
that's
an
excellent
question.
I
know
when
we
are
looking
at
permit
Revenue.
We
are
extremely
conservative.
Our
CFO
I
mean
we
take
the
number
and
we
probably
cut
it
in
half,
because
we
want
to
make
sure
that
we
are
being
very
cautious
and
realistic
with
what
will
come
up.
What
will
kind
of
Bloom
out
of
this
so
pending
recession.
M
H
We
were
at
92
percent
when
the
charts
showed
that
we're,
maybe
at
98
to
100
percent
of
2019,
we're
being
very
conservative
and
I'm
just
wondering
candidly,
if
we're
being
too
conservative
and
some
of
those
revenues
and
putting
a
levy
increase
in
front
of
people
that
is
going
to
hurt
them
that
we
don't
need
to
do,
and
so
that's
why
I
brought
that
up
and
I
appreciate
that
and
and
personally
I
think
development
will
continue.
Bloomington,
as
I
noted
in
my
first
comment
is
a
place.
H
A
K
K
E
D
E
K
O
Did
bring
many
members
of
my
staff
here
this
evening
and
I
thought
it
might
be
nice
for
each
of
you
to
hear
from
each
of
my
division
managers.
So
first
up
is
going
to
be
Allison
Warren.
We
have
Peter
curvers
from
golf.
We
have
Leah
Hughes
from
the
BCA
and
we
have
Jill
Murphy
from
Creekside,
so
you'll
be
hearing
real
briefly
I
promise,
oh
I'm,
sorry
Lenny's,
hiding
behind
Peter
I
knew
I
was
forgetting
somebody
back
there.
So
all
right,
if
we
go
I've
got
the
remote
here.
O
O
2750
of
those
acres
are
owned
by
the
city
of
Bloomington.
Just
over
2600
of
those
are
owned
by
Three
Rivers,
Park
District
and
just
over
4
000
of
those
are
owned
by
the
National
Wildlife
Refuge
and
36
of
the
land
base
in
Bloomington
is
Parkland.
That
is
really
extraordinary.
Most
communities
are
under
15
percent.
O
Having
said
that,
that's
a
lot
of
land
to
take
care
of
so
I.
Think
you'll
hear
a
couple
of
recurring
themes
here
we
have
a
significant
lack
of
reinvestment
in
the
park
system
in
the
last
30
to
40
years.
That's
one
thing:
I
know
you've
heard
from
us
as
part
of
the
park
system
master
plan
extensively
and
the
other
thing
is
Staffing
Staffing
higher
hiring
retention
and
wages.
Those
are
a
couple
of
our
key
themes
that
you'll
be
seeing
throughout
our
presentation
this
evening.
O
So
as
I
mentioned
Workforce,
we
have
25
full-time
staff
and
over
300
seasonal
and
part-time
staff,
and
honestly,
this
is
a
relatively
small
staff
for
a
department
of
this
size.
Besides
aging
facilities,
one
of
our
key
significant
challenges
is
hiring
and
retention
in
this
really
highly
competitive
Workforce.
Typically,
we
were
competing
against
other
municipalities
when
we
hired
and
possibly
the
school
district
and
now
we're
competing
with
the
private
sector.
G
G
So
Ann
mentioned
one
of
our
biggest
challenges
and
the
most
significant
increase
that
we're
proposing
in
our
budget
is
for
Staffing
in
2022
I'm
sure
many
of
you
are
aware.
We
are
significantly
impacted
by
our
staffing
shortages
for
our
youth
programs
and
our
Aquatic
Center
in
particular
summer
Adventure
playgrounds.
Only
two
of
our
eight
sites
were
open
with
limited
capacity
numbers
and
only
75
Campers
at
Camp
Coda
per
week
were
attended
instead
of
over
200..
G
We
had
over
600
participants
on
wait
lists
for
summer
programming
and
again
this
is
due
to
Staffing
and
not
being
able
to
take
on
those
participants.
We
had
over
90
open
positions
for
our
youth
programs
and
hired
only
36
qualified
applicants
accepted
a
position.
A
number
of
our
applicants
didn't
respond
to
inquiries,
didn't
show
up
for
interviews,
but
for
the
90
positions
we
only
had
60
applications,
not
even
necessarily
any
of
them
being
qualified.
D
So
this
is
the
overall
general
fund
budget,
so
this
is
everything
together
for
Parks
and
Recreation.
So
you
can
see
the
biggest
increase
is
in
salaries
and
benefits,
and
a
big
part
of
that
is
what
Allison
was
just
describing
with
the
the
seasonal
rates
being
increased
significantly
so,
but
overall,
an
increase
of
four
hundred
thousand
dollars
in
the
general
fund
and
I.
Think
then,
okay.
P
First
of
all,
thank
you
for
having
me
I'm
just
going
to
touch
base
quick
on
Creekside,
as
it
is
part
of
the
general
fund.
So
we
are
very
busy
at
Creekside.
We
currently
have
31
different,
ongoing
senior
programs
from
card
groups
to
arts
and
crafts,
Fitness
opportunities,
as
well
as
special
events,
bingo
ice
cream
parties
and
different
educational
programs,
and
then
we
have
our
partner
programs,
for
example,
fair
for
all
we're
at
the
pop-up
discounted,
Grocery
and
other
caregiver
support
groups.
P
D
So
on
this
side
this
is
just
the
general
fund
portion,
that's
foreign
Creekside,
so
on
the
previous
slide,
I
just
talked
about
that
was
the
entire
Parks
and
Recreation
budget
in
the
general
fund.
This
was
included
in
that,
but
we
just
wanted
to
pull
out,
since
it
is
a
separate
facility.
What
just
creekside's
budget
looks
like
by
itself
and
so
the
increase
salaries
and
benefits
there.
What
Jill
was
describing
with
a
part-time,
additional
Staffing
and
then
the
capital
expense
here
as
well,
which
I
think
you
have
the
details
of
the
capital,
the
yeah.
P
E
K
O
Thank
you,
Jill
and
well,
while
Peter
is
coming
up,
I
just
want
to
note.
Jill
mentioned
the
the
cuts
and
the
changes
that
that
we
made
at
Creekside
during
covid
Jill
and
her
team
are
a
small
but
very
Mighty
team.
They
do
an
extraordinary
amount
of
work
with
with
a
very
short
short
staff
there.
So
Jill,
thank
you
for
for
your
efforts.
So
we're
going
to
move
on
to
our
Recreational
facility
and
first
up
is
Peter
curvers
from
golf.
Q
Thank
you,
and
if
you
didn't
hear,
I
am
Peter
kervers.
The
golf
course
manager
I've
been
with
the
city
of
Bloomington,
now
five
complete
seasons
and
as
we
get
into
the
slides,
which
I
guess
I've
got
here,
and
we
talk
about
the
covid
impacts
and
things
obviously
dwan.
Golf
Course
has
been
on
the
positive
end
of
of
this.
So
in
the
last
three
years
in
particular,
it's
exploded.
Golf
at
dwan
has
always
been
popular,
but
we
we
took
it
to
a
whole
new
level
in
20.
Q
We
took
it
to
another
level
and
21,
and
we
found
another
level
in
22.
Somehow
so
that's
been
very
positive,
Juan
In
addition
to
that
we
host
numerous
leagues
for
men,
women
and
juniors,
as
well
as
corporate
leagues.
We
expanded
our
corporate
league
roster
in
this
last
year
and
Juan.
Aside
from
that,
I
think
the
pandemic
just
confirmed
what
I
already
knew
golf
is
very
important
in
everybody's
life,
those
that
participate
in
the
sport
and
it
enhances
their
physical
as
well
as
mental
well-being
and
and
just
as
a
quality
part
of
their
life.
Q
It's
an
activity,
that's
also
a
lifetime
activity
and
I
can't
quantify
this
exactly
because
I
didn't
ask:
ask
everyone
their
age,
but
I
think
we
had
players
there
from
as
young
as
eight
to
as
old
as
93,
and
maybe
somebody
out
there
can
say
well.
Heck
I
played
one
this
summer,
I'm,
98
and
and
I
apologize.
That
I
didn't
didn't
find
that
out.
So
that's
kind
of
the
story
at
Twan
as
we
dig
into
the
revenues
a
little
bit
more
in
the
past
three
years.
Q
Q
Then,
as
we
say
with
the
Staffing
is
one
of
our
big
challenges.
We
have
five
full-time
employees
at
the
golf
course
which
is
actually
down
to
full-time
employees
pre-pandemic,
so
we've
we've
managed
to
increase
rounds
in
Revenue
with
the
less
full-time
staff
staff
retention
has
been
relatively
good
edwan
during
my
tenure
here,
but
we
have
found
as
each
year
goes
by,
it
gets
harder
and
harder
to
attract
new
candidates,
so
we
do
have
attrition
and
we
get.
As
was
was
alluded
to
early.
Q
We
got
fewer
applicants
for
our
positions,
minimum
wage,
we're
proposing
to
increase
our
our
wage
they're
all
a
little
bit
different,
but
our
starting
wage
was
as
low
as
11.50
per
hour,
which
I
think
in
today's
world
is
not
even
remotely
realistic
and
so
we're
we're
proposing.
Fifteen
dollars
is
our
base
level
for
all
our
positions
going
into
2022.
Q
and
again,
as
was
alluded
to
earlier,
the
feedback
that
we
got
from
our
customers
was
extremely
positive.
This
year.
It's
it's
really
interesting
that
our
rounds
can
go
up,
but
due
to
the
the
efforts
of
our
hard-working
ground
staff
and
really
our
full
Department,
we
maintain
impeccable
course
conditions
throughout
the
year
and
and
just
got
positive
comments
that
the
golf
course
was
as
good
as
it's
ever
been
in
the
in
the
history
of
of
Dewan.
D
D
There's
some
Capital
increases
as
well
in
the
23
budget.
If
we
go
to
the
next
slide,
so
here
is
what
the
the
long-term
model
looks
like
for
for
the
golf
fund.
It
does
look
a
lot
better
than
before,
with
we've
had
some
great
revenues
in
the
last
few
years
or
a
couple
years,
so
that's
definitely
helping
the
working
capital
balance
right
now
we
do
still
have.
D
This
is
the
golf
fund,
so
we
no
longer
have
Highland
revenues
or
expenses
as
part
of
this
fund,
but
there
was
still
like
a
deficit
balance
within
there,
and
so
we
do
have
property
tax
coming
in
to
to
help
get
that
deficit,
balance
back
to
zero
and
then
stopping
in
2024
and
just
overall
we've
got
the
revenues
at
a
little
like
1.9
million
one
million,
963
000
and
then
expenses
a
little
under
1.9
million.
So
a
positive
outlook
for
the
gulf
fund.
H
Thank
you
mayor,
and
this
slide
shows
my
concern
which
I've
raised
before
is
you
know
we
have
property
tax
revenue
that
is
going
into
this
to
make
it
look
profitable
and
then,
when
that
goes
away,
we're
showing
a
loss
of
80,
000,
91,
000
moving
forward
and
that's
projecting
continued
increases
in
golf,
which
may
or
may
not
happen.
I
mean
the
last
few
years
have
been
anomalies.
The
average
of
the
last
five
years
was
about
1.5
million
in
revenue
and
we're
projecting
in
2026
a
you
know.
H
33
percent
increase
over
those
really
good
years,
and
so
I
continue
to
be
very
concerned
about
this
fund.
Obviously
I
think
dwan
is
an
important
asset
to
the
community
and
things
like
that.
But
I
think
it
is
important
for
us
to
at
least
consider
alternative
things,
and
you
know
we
did
something
with
Highland
with
three
rivers
that
seems
to
have
worked
out
for
both
organizations
and
and
I-
don't
mean
this
with
any
disrespect
I'm
just
concerned
about
this
budget.
Q
Q
The
values
that
it
promotes
as
I
alluded
to
the
quality
of
life
that
it
provides
for
for
people
of
all
age
ages,
is
almost
unmatched
with
other
things
that
cities
offer.
So
I
don't
disagree
with
you
with
the
financial
challenges
and
maybe
looking
at
it
in
a
crystal
ball
and
seeing
that
it
could
could
require
subsidies,
but
I
also
think
in
the
broader
sense.
The
the
place
it
holds
within
a
community
is
nothing
but
positive.
O
B
You
know
a
national
golf
museum
for
the
Midwest,
if
that's
still
on
or
that's
a
possibility
for
maybe
even
this
particular
location
and
I
particularly
look
at
that
building.
That's
over
there
and
I
know.
That
was
something
we
had
looked
to:
try
to
push
into
trying
to
get
something,
a
replacement
for
that,
and
that's
because
I,
just
think
of
that
building
as
I
drive
by
it
every
day
when
I'm
leaving
leaving
the
district
and
I
think
about
what
could
be
there
in
terms
of
that
building,
there
could
be
a
banquet
facility.
B
O
O
Our
parking
lot
is
full
with
golfers
and
so
to
think
about
bringing
in
a
banquet
venue
there.
That
would
be
especially
busy
on
the
weekends
when
our
Golf
Course
is
absolutely
full
I,
don't
know
where
we
would
park
people,
that's
a
problem.
We
could
potentially
look
at.
You
know
some
sort
of
a
restaurant
facility
there,
something
that
might
be
year-round,
something
that
would
bring
in
some
additional
revenues.
That
is
certainly
an
option
again.
O
C
Member
Nelson
to
just
kind
of
think,
through
the
other
amenities
we
offer
to
the
public
that
don't
in
and
of
themselves,
carry
profit
and
what
I
mean
by
that
is
I.
Guess
the
question
I'm
asking
is:
do
we
expect
Duan
to
be
self-sustaining
when
we
don't,
for
example,
expect
Creekside
2
or
the
ice
Garden
to
well?
C
A
Thank
you
councilmember
and
yes,
that's
the
that's,
been
an
ongoing
discussion
and
and
a
good
good
discussion,
because,
yes,
Valley
View
Park
doesn't
make
money,
but
we
subsidize
it
as
a
city
because
it's
an
asset
to
the
city
and
it's
something
that
we
want
on
I,
don't
think.
Bush
Lake
makes
a
profit
you're
right
with
with
the
Aquatic
Center
and
and
yes
you're
right
with
golf,
and
so
that
then
becomes
the
discussion
that
we
need
to
have
I.
Think
as
a
community.
Do
we
consider
a
golf
course?
A
Do
we
consider
a
an
aquatic
center
another
one
of
our
parks
and,
like
the
other
Parks,
it
does
require
financial
support
from
the
city
now,
unlike
Valley
View,
it
makes
these
do
make
some
money
and
offset
this
in
some
way,
but
for
the
most
part,
obviously
there's
a
deficit.
There
I
think
it's
a
discussion
that
we
need
to
have
moving
forward
just
in
terms
of
how
we
look
at
all
of
our
our
public
amenities,
our
public
parks
in
this
way
and
decide.
If
that
is
something.
A
B
Don't
want
to
be
careful
in
here,
not
disagreeing
with
you,
and
certainly
we
could.
You
know,
shift
that
around
and
so
I'm,
not
not
saying
it.
But
that's
you
know,
I,
think
the
spirit
of
what
councilmember
Nelson
is
kind
of
bringing
forward.
Is
that
kind
of
that
thought
that
that
this
is
a
Enterprise
fund.
A
The
the
point
I
was
making
and
I
think
the
point
that
council
member
dalessandro
made.
Is
it
time
to
rethink
that
in
some
way?
Perhaps
golf
should
not
be
an
Enterprise
fund
should
it
should
be
considered
a
park
like
our
many
parks
across
the
community,
that
they
don't
pay
for
themselves,
but
there's
certainly
a
Community
Asset
that
we
value.
B
R
Mr
Brooke,
thank
you
Mr,
Mayor
and
council
members.
I.
Think
a
helpful
caveat
to
that
discussion
is
that
in
our
Enterprise
funds,
while
we
do
want
them
to
operate
in
the
black,
that's
the
operations,
and
so
it
has
not
been
unusual
for
us
to
have
taxpayer
subsidy
for
Capital.
So
you'll
recall
with
the
with
the
ice
Garden
we
have.
H
Nelson
yep,
thank
you,
mayor
and
I
agree
with
all
that
and
I
appreciate
that
sentiment
and
I
I
don't
have
a
challenge,
particularly
supporting
an
amenity
of
this
nature
and
I
appreciate
Council
or
Mr
varugi's
comments
with
regards
to
Capital.
It
looks
like
there's
120
000
in
that
budget
in
that
area.
So
that
makes
sense
my
my
concerns
about
this
one
is:
there
is
honestly
a
viable
alternative
to
us
running
it
that
may
cost
us
significantly
less
money.
H
There
isn't
a
viable
alternative
to
run
big
or
Valley
View
Park,
or
anything
like
that,
and
we've
seen
that
it's
worked
at
Highland,
and
so
that's
the
reason
I
bring
it
up
is.
Does
that
alternative
make
sense
to
look
at
in
terms
of
that?
The
other
question
I
have
is:
there
is
a
161
thousand
dollars
of
property
tax,
that's
in
our
Levy
this
year
for
that
operation.
H
If
we
take
that
out,
it
brings
our
working
capital
down
to
90
six
percent
of
gold
just
about
97
percent
ago,
so
fairly
close
to
goal
we're
obviously
looking
at
a
significant
Levy
and
you
know,
doesn't
make
sense
for
us
to
consider
not
doing
that.
Subsidy
this
year,
given
the
amount
of
increase
for
residents
and
businesses
within
the
community.
So
just
just
a
thought,
I
know
we'll
talk
about
that
later.
E
F
Q
F
Because
another
thought
too
is
assuming
they
raise
because
they're
experiencing
similar
pressures,
I
almost
wonder
I
mean,
is
40
then
going
to
be
one
of
the.
Are
we
going
to
be
on
the
Lower
Side
still
in
terms
of
our
fee,
and
would
we
want
to
consider
a
slightly
higher
increase
in
the
fee
to
help
with
some
of
the
the
issues
that
we're
talking
about
in
the
golf
fund?
So
just
putting
it
out
there
I
don't
need
an
answer,
but
an
idea.
S
Good
evening
console
my
name
is
Lenny
Schmitz
I'm,
the
ice
guard
manager
to
nice
garden
and
presenting
our
budget
tonight.
Just
a
high
level
overview.
Bloomington
Ice
Garden
serves
residents
of
all
ages,
just
like
golf
from
three
to
83,
I
think
with
our
state
school
programs
and
our
adult
groups
that
skate
at
the
rink
and
the
youth
programs
that
are
there
program.
Participation
varies
significantly
from
our
Skate
School
to
our
high
school
hockey
teams
to
the
youth
association's
camps,
National
tournaments
and
figure
skating
competitions
that
happen
throughout
the
year.
S
12
months
long,
our
most
significant
budget
impacts,
like
others
that
you've
heard,
are
Staffing
wages,
primarily
part-time
related,
but
also
utility
costs.
That
is
when
you're
refrigerating
100
000
square
feet,
plus
of
space
and
heating,
100
000
square
feet,
plus
of
space
and
utility
costs,
go
up.
You
know
10
to
20
percent,
it's
a
significant
increase
in
our
budget.
S
One
of
the
other
additions
that
we've
taken
on
this
year
is
the
concession
operation
which
we
took
over
in
April
of
of
this
year.
We
still
don't
really
know
what
that
means.
We've
projected
some
additional
revenues
there,
but
how
much
is
still
to
be
determined?
We
had
a
very
successful
weekend
last
weekend
and
a
high
school
season
just
started
so
we're
learning
a
lot
every
single
day
related
to
concessions.
S
S
You'll
see
an
increase
in
our
budget,
for,
like
I,
mentioned
part-time
Staffing
wages
and
some
additional
hours
for
a
full,
12-month
operation
of
our
concession
operation.
So
that's
about
35
000
for
the
year
and
then
significant
increases
for
utilities,
Gas
and
Electric
over
a
hundred
thousand
dollars
needed
just
to
make
up
just
to
keep
the
lights
on
and
everything
heated
and
cooled,
and
then
just
inflationary
costs
in
general
toilet
paper
isn't
getting
any
cheaper
paper.
D
So
you
can
see
those
increases
in
salaries
and
benefits
wages
and
then
there's
a
significant
increase,
as
Lenny
said,
with
utilities
costs,
that's
the
their
biggest
increases
in
utilities,
a
slight
decrease
in
capital,
slight
decrease
in
debt
service.
So
overall,
two
hundred
and
eleven
thousand
dollars
increase
to
their
expenses
for
the
ice
Garden
budget
and
the
majority
of
that
is
in
their
utilities.
D
So
this
is
the
long-term
budget
for
the
ice
Garden
fund.
So
you
can
see
we
do
have
some
two
different
property
tax
line
items
that
are
coming
in
so
one
amount
the
top
amount
there
when
we're.
Looking
at
the
overall
tax
levy
that
we
have
proposed
for
2023,
that
two
hundred
thousand
dollars
is
included
in
The
Debt
Service
amount.
D
So
when
you're
looking
when
we
look
at
this
later
for
the
overall
tax
levy
that
is
included
in
debt
service
and
so
the
amount
for
operations
is
125
000
that
we
have
for
the
ice
Garden
and
then
revenues
are
predicted
there,
forecasted
at
1,
769
000,
so
just
a
little
over
2
million
with
all
of
those
together.
And
then
you
can
see
the
expenses
there
at
2.2
million.
So
we
are
projecting
a
a
loss
from
2023.
So
we
have.
We
do
have
a
few
years.
A
Again
to
your
point:
councilmember
Nelson,
it's
and
councilmember
lowman's
the
question
that
the
discussion
that
we
probably
should
should
have
I
mean.
Is
this
an
Enterprise
fund?
Do
we
want
to
treat
it
as
such?
Do
we
expect
it
to
work
in
the
black,
or
is
this
a
a
park
amenity
like
other
parks,
that
just
happens
to
make
a
few
bucks
every
now
and
again
and
offset
some
of
the
cost
of
what
it's,
what
it
costs
to
operate
it
in
the
community.
T
Thank
you,
mayor,
yeah,
I,
guess
the
only
the
only
thing
I
would
Elevate
in
this
conversation
and
I
I'm.
Seeing
these
the
property
tax
support
for
operations
looking
in
years
forward
and
that's
I
mean
that's
a
significant
number
and
that's
I
mean
we
looked
at
2025
and
we're
getting
even
above
the
number
that
we
were
subsidizing
our
licensing
operation,
our
driver's
license
operation,
which
some
of
us
on
this
Council
felt
like
that
was
too
much
to
justify
continuing
it.
T
So
I'm
engaging
in
one
of
my
trademarks
here
and
and
raising
a
problem
without
providing
a
solution,
but
I
think
I
mean
this
is
this
is
something
that
that
I
think
is
going
to
be
concerning
moving
forward
and
I.
Think
we're
going
to
have
to
do
either.
Well,
we're
going
to
have
to
think
about
it
differently
and
or
do
something
differently,
because
that's
I
mean
that's
a
significant
number.
C
C
H
S
Amer
council
members,
council,
member
Nelson,
a
vast
majority
of
our
our
Capital
outlay
has
been
things
are
greater
than
fifty
thousand
dollars
is
what
you
would
see
there
so
there's
a
lot
of
smaller
projects.
Also,
a
vast
majority
of
the
capital
investment
through
the
CIP
items
were
lumped
into
a
major
renovation,
so
things
that
would
have
been
smaller
projects
as
in
like
100
200
300
000
projects
are
all
being
proposed
as
part
of
a
major
renovation,
and
we
also
have
a
gap.
S
H
Good
just
want
to
make
sure
we
weren't
missing
something
so
and
then
the
second
thing
so
to
council
member
Colter's
point
of
it's
going
up
to
three
hundred
thousand
for
the
operations.
You
know
part
of
me
thinks
that's
because
we're
keeping
it
as
low
as
we
can
today-
and
this
is
the
part
where
I
contradict
myself.
So
you
know,
are
we
doing
enough
terms
of
that
property
tax
on
operations?
S
If
I
May
mare
the
one
one
other
item
just
to
mention
just
in
general,
you
know
with
all
of
our
Recreation
facilities,
but
specifically
with
the
Bloomington
Ice
Garden
is
the
economic
impact
that
it
has
that
doesn't
show
up
on
any
of
these
slides.
The
last
time
we
visited
with
the
chamber
and
The
Visitor
Bureau
on
this
is
they've.
They
estimated
the
Bloomington
Ice
Garden
has
about
a
3.65
million
dollar
impact
on
our
community
annually.
You
know
the
hospitality
and
the
hotel
industry
is
extremely
important
in
our
community.
S
If
people
weren't
coming
for
hockey,
tournaments
or
figure
skating
competitions
visiting
our
local
restaurants
and
and
establishments
before
and
after
they
would
all
feel
it,
they
call
they
want
to
know
our
schedule,
because
our
schedule
dictates
their
Staffing
and
their
schedule.
So
that's
one
of
the
things
that
all
of
our
Recreation
facilities
don't
necessarily
show
up
in
a
budget
item,
but
when
it
comes
to
the
revenue
coming
into
the
city,
these
these
facilities
do
have
an
impact
that
that
you
might
not
see
here
but
does
directly
impact
the
community
and
and
our
budgets
overall.
U
All
right
so
Bloomington
Center
for
the
Arts
has
over
113
000
Annual
Arts
related
visits.
This
is
mainly
two
visits
to
the
gallery:
education,
classes
and
ticketed
performances.
The
reason
why
that
number
is
so
high
is
the
farmers
markets,
special
events,
commission
meetings,
rentals.
They
all
bring
people
into
the
building
who
then
happen
upon
a
gallery
or
find
a
performance
they
want
to
attend,
and
so
the
parks
and
rec
activities
and
City
Department
activities
that
happen
near
or
in
this
space
are
really
a
driver
for
those
attendance
numbers.
U
The
annual
ticketed
attendance
for
2022
is
20
000
estimated.
This
is
down
30
000
from
pre-covered
numbers
in
2019,
so
a
significant
decrease,
obviously
covet
impacts
are
still
here,
they're
still
happening
in
addition
to
inflation
impacts.
When
people
are
hurting
in
other
areas,
enrichment
opportunities
tend
to
go
by
the
wayside,
so
we're
still
seeing
impacts
for
some
of
our
events
in
relation
to
Kobe
it
and
inflation.
U
U
Center
for
the
Arts
fees,
we
are
just
keeping
them,
as
is
they
are
at
market
rate.
The
local
competitors
that
were
researched
were
Hopkins
Center
for
the
Arts,
the
AIMS
Center,
Minnesota,
Masonic,
and
actually
even
Bloomington
Public
Schools.
It's
not
really
an
Apples
to
Apples
with
Bloomington
Public
Schools,
but
it's
always
a
good
idea
to
keep
an
eye
on
those
guys
too.
U
There
will
also
be
no
facility
rental
increases
again.
We
are
at
market
rate
in
the
the
facility
wage
slides
that
Curry
showed
earlier
shows
where
some
of
those
competitors
are
and
where
the
Bloomington
Center
for
the
Arts
Falls
within
the
rates
that
they
are
charging
for
similar
amenities,
the
city
facility
user
fee,
which
is
the
per
ticket
fee
that
we
charge
the
resident
arts
groups,
will
also
remain
at
two
dollars
and
fifty
cents
in
2020.
U
There
was
conversation
about
raising
that
eventually,
but
again,
with
the
coveted
impacts
that
we're
seeing
inflation
and
decreases
in
ticket
sales
are
roughly
at
about
40
for
a
lot
of
the
resident
groups
and
guest
groups
we
have
coming,
which
is
pretty
consistent
across
a
lot
of
theaters
in
the
area
just
holding
those
per
ticket
fees.
For
now
we
felt
this
probably
prudent
in
order
to
help
support
some
of
the
groups
we
have
here.
U
That's
where
those
Staffing
increases
are
coming
from
as
I
mentioned,
covid-19
and
and
inflation
are
causing
that
that
impact
and
the
so
the
40
disc,
40
percent
of
household
is
what
we're
seeing
across
all
Resident
arts
groups,
no
matter
what
art
genre
they
are
and
then
obviously
the
the
uncertainty
with
Artistry
has
kind
of
caused
a
pause
for
a
lot
of
things.
Just
waiting
to
see
what
the
business
status
of
that
Resident
group.
They
are
the
largest
resident
group
performing
the
most
on
the
theater
running
the
Galleries
and
the
education
programs.
U
D
So
what
we
have
here
is
with
Artistry
still
remaining.
You
know
in
business
and
with
the
shows
that
they
have
been
doing
so
things
that
might
change
if
that
changes
is
if
we
had
to
have
some
additional
staff
that
could
be
offset
with
what
we've
got
there
for
additional
Artistry
support
or
in
the
cultural
arts
Grant.
So
there's
some
things
that
could
change
in
there,
but
for
now
or
this
is
how
how
we're
showing
it
and
the
working
capital
balance.
G
But
we
are
going
to
talk
about
Aquatics
this
time,
so
the
Bloomington
family,
Aquatic
Center,
opened
in
1971,
as
mentioned
in
our
previous
conversation,
a
number
of
Staffing
challenges
again
here
with
lifeguards
and
other
seasonal
employees
to
keep
this
facility
running
and
Bush
lake
beaches
are
other
facility.
That's
in
the
aquatics
Fund
in
2020.
We
stopped
charging
for
parking
and
no
longer
have
seasonal
lifeguards
concessions
or
parking
fee.
It's
an
all-free
access,
Beach
and
overall.
G
So
Staffing
again,
we
are
having
challenges
here.
We
are
looking
at
the
same
increase
from
our
seasonal
youth
programs,
so
requesting
a
four
dollar
average
for
some
of
our
seasonal
pay,
resulting
in
over
a
hundred
thousand
dollar
increase
in
our
part-time
seasonal
staff
line
item
the
two
located
there
are
our
attendant
and
lifeguard
are
our
highly
High
most
highly
used
positions
here
at
the
Aquatic
Center.
G
As
you
can
see,
our
rate
is
extremely
low
compared
to
some
of
our
competitors
in
the
near
area
like
Ann
mentioned
previously,
we're
not
just
competing
against
other
cities,
but
against
other
for-profit
businesses
like
Great,
Wolf,
Lodge
and
others,
and
as
you'll
notice.
Here
here
is
open
positions.
We
had
20
and
40
for
a
tenant
and
lifeguard
receiving
minimal
applications
and
hiring
not
even
close
to
enough
people
that
we
need.
So
what
we
did
this
year
was
some
strategic
use
of
assistant
coordinators
and
other
higher
level
coordinator
positions
in
the
Aquatic
Center.
D
And
similar
to
other
budgets,
Recreation
facilities,
the
Staffing,
the
big
increases
due
to
that
part-time
seasonal
staff,
increased
wage
increase.
There
is
a
bit
of
an
increase
for
Capital
compared
to
2022
and
the
23
budget,
as
well
so
overall
180
000
in
expenses
and
then
a
long-term
model
similar
to
golf.
The
aquatics
fund
has
had
very
high
sales.
It's
been,
the
weather's
really
cooperated
with
pool
Revenue.
So
that's
been
very
nice
last
couple
years,
so
that's
really
helped
us
fund,
but
we
do.
D
G
I
should
also
know
what
that,
as
far
as
capital
goes,
we
are
in
the
process
of
re-placing
the
pool
filters
at
the
Bloomington
family,
Aquatic
Center,
with
the
Strategic
funds
funding
that
you
provided
to
us
earlier
this
year.
So
there
are
other
Capital
things
happening
within
this.
Just
not
here
in
this
budget.
B
Just
recalling
a
number
of
the
folks
that
I
know
that
had
families
that
became
a
real
problem,
because
that
was
what
they
were
planning
on
doing
to
you
know,
take
some
time
away
from
their
kids
during
the
have
we
done
it
in
the
past,
where
we've
put
any
additional
funds,
so
that
so
that
you
know
either
through
Aquatics
or
that
you
know
through
some
of
these
other
funds,
where
they
could
increase
that
to
try
to
meet
some
of
that.
Those
Market
pressures
is
there?
Have
we
done
that?
B
Is
there
a
way
to
do
that,
to
give
some
flexibility,
because
I
just
wonder
when
we
get
right
around
that
summer
period
of
time
trying
to
create
that
stability
for
families,
I
think
is
really
important.
So
I
don't
know
if
that's
possible
or
if
that's
a,
if
there's
a
way
to
do
that,
but
I
just
I
want
to
ask
the
question.
Please
mayor.
O
Councilmember
Lowman
mayor
members
of
the
council,
I'll,
maybe
give
a
quick
answer
and
let
Allison
chime
in
but
I
think
it's
important
to
note
that
we
offer
a
wide
variety
of
recreational
programs
during
the
summer,
but
we
have
traditionally
not
offered
child
care
or
day
care
type
of
services.
Some
families
certainly
have
attempted
to
use
our
Recreation
programs
as
daycare
really
inexpensive
daycare,
but
that
is
not.
That
has
not
been
our
philosophy
in
the
past.
O
B
Well,
I
didn't
hear
myself:
ask
that
question.
I
guess
maybe
I
maybe
misunderstood
what
I
was
asking
for
I
figured
that
some
families
use
this
as
a
way
of
helping
them
to
provide
child
care
over
the
summer.
I
didn't
realize
that
some
people
were
trying
to
use
it
for
all
of
their
daycare
and
that's
certainly
not
what
I
was
was
asking
for
I.
B
Just
what
from
what
I
heard
is
that
some
some
families
were
utilizing
this
as
a
time
to
kind
of
get
away
and
do
family
type
things,
and
they
were
kind
of
relying
on
that.
So
really
what
my
question
was.
Is
you
know
to
help
those
those
families
that
are
trying
to
find
additional,
multiple
ways
of
being
able
to
to
kind
of
get
out
of
the
house
and
finance
inexpensive
ways
of
doing
that?
B
That
we
look
to
make
sure
that
there
is
Staffing
there
by
trying
to
provide
some
some
amount
of
a
surge
fund?
So
that's
to
to
have
a
different,
you
know
additional
payment,
so
you
can
be
able
to
compete
in
the
marketplace
so
that
that's
certainly
have
interest
in
that
question.
But
that's
not
what
my
question
was
today.
I
do
have
an
interest
in
that,
but
that's
not
what
my
question
was
today
in
terms
of
that,
so
hopefully
that's
a
little
more
clear
what
I'm
asking.
O
Thank
you,
councilmember
Lowman,
with
additional
resources,
we
could
use
some
additional
staff
to
offer
additional
programming.
I
I
think
that
is
the
I
think
that
is
the
short
answer.
I
think
Allison
and
her
team
have
done
a
good
job,
utilizing
the
resources
that
we've
been
given
in
the
past.
But
if
there
are
additional
programs
that
could
be
offered
with
additional
funds,
we'd
be
happy
to
pursue
it.
A
It's
a
shortcoming:
the
fact
that
there
are
no
people
to
to
work
those,
and
so
we
have
to
offer
the
incentive
to
get
them
there
to
work
for
us.
So
I
think
I
mean
to
your
question.
Council
member,
you
know
the
the
idea
of
a
surge
fund
might
make
sense,
I
think
we're
seeing
a
request
for
a
surge
fund.
Basically,
we
need
more
money
to
to
bring
the
people
in.
So
we
can
offer
the
programming
that
we
want
to
offer.
B
And
I,
just
what
I'm
hoping
is.
If
there's
you
know,
if
we
could
tack
a
little
bit
on
there,
you
know
extra
if
they
needed
it,
so
they'd
have
to
come
back
and
make
a
request
by
that
point.
It's
too
late
at
that
point,
you
know,
get
a
little
extra
money
and
you
kind
of
say:
okay,
we'll
we'll
tap
into
that.
You
know
we
kind
of
have
a
capital
fund
down
here,
for
you
know
that
type
of
thing
you
know,
maybe
there's
some
kind
of
other.
J
G
Council,
member
Lowman,
council
members,
we
also
did
start
an
incentive
program
to
get
staff
to
come
to
us
as
a
sign-on
bonus,
a
retention
bonus
and
a
referral
bonus.
So
a
number
of
options
to
also
hopefully
give
us
a
little
more
incentive
for
people
to
come
to
us
first
and
as
mentioned
with
the
ice
rink
position.
Currently
we
are
seeing
a
strong
increase
in
staff
and
so
we're
hoping
to
see
that
continue
into
the
summer.
G
I
also
just
want
to
mention
it's
not
necessarily
budget
related,
but
we
have
had
some
issues
with
registration
in
the
past
filling
up
in
two
minutes
or
so
I'm
sure
many
of
you
have
heard
that
or
experienced
it
yourself.
We
are
in
the
process
of
implementing
a
lottery
system
this
year
to
have
a
more
Equitable
access
for
everyone
to
participate
in
our
programs,
so
nothing
finalized.
G
Don't
call
me
out
on
the
dates,
but
we
would
hold
Lottery
open
for
a
week,
so
you
could
come
in
and
use
paper
you
wouldn't
have
to
go
online.
It
doesn't
have
to
be
at
9am
on
the
dot.
It
gives
you
this
opportunity
to
really
have
people
in
different
working
areas,
working
pieces,
different
children,
that
type
of
thing
to
have
that
opportunity.
So
that
is
a
change
we
are
making
here
moving
forward
and
hoping
that
will
make
the
process
a
bit
more
smooth
for
our
residents.
A
I
Thank
you
very
much
mayor
and
apologies
as
I'm
thinking
about
this.
Some
of
these
questions
are
kind
of
bleeding
back
into
the
feed
conversation.
Just
overall
do
we
have
an
idea,
maybe
just
from
the
last
year
how
many
of
our
pass
holders
are
purchasing
them
at
full
price
versus
the
reduced
price
based
on
the
school
district
criteria
that
was
laid
out
there.
G
It
was
like
40
of
our
passes
were
passed,
were
purchased
by
free
or
reduced
lunch
rates
or
on
halfway,
half
pay,
so
they're
still
looking
for
that
discounted
rate,
but
we
are
still
seeing
a
really
high
number
of
passes
being
purchased
that
increases
every
single
year
and
so
we're
hoping
to
continue
to
see
that
if
we
look
at
the
list
last
one,
maybe
we
are
regularly
over
over
receiving
our
revenues,
but
the
weather
has
really
played
quite
a
part
in
that
it
hasn't
rained
in
a
couple
years.
So
it
it
really
helps
us
out.
G
I
G
Season
passes
will
not
be
on
a
lottery.
We
don't
have
a
maximum
number
of
people
that
could
purchase
a
season
pass,
so
they
would,
everyone
will
still
be
able
to
purchase
a
season
pass
for
the
pool
we
don't
have
a
limit
on
that.
One
thing,
I
will
note
is
that
we
don't
have
a
fund
that
helps
subsidize
that
it's
just
coming
off
the
top
of
our
revenues.
So
the
more
we
see
the
use
of
our
free
and
reduced
lunch
or
what
we
call
our
fee
assistance
program.
I
So
it
wasn't
hugely
substantial,
so
I'm
wondering
if
there's
a
way
that
we
could
across
the
board,
bring
our
past
structure
more
in
line
but
be
able
to
more
in
a
more
targeted
fashion,
ear
Mark
out
of
those
increased
revenues
for
so
it's
not
coming
out
of
the
top
line,
just
kind
of
across
the
board
anyway,
I
just
when
I,
when
I
see
we're
charging
half
the
rates
of
others,
there's
got
to
be
a
way
we
could
be
targeted
about
not
impacting
from
an
equity
standpoint.
So.
C
They
know
the
challenges
of
people
being
able
to
access
those
the
the
services
we
offered
in
the
summertime
and
how
quickly
all
over
the
place,
not
just
that
not
just
within
Bloomington
but
with
with
everyone's
programs.
You
know
their
that
they
sold
out
quickly.
You
know,
I
heard
it
about
the.
Why
I
heard
it
about
the
stuff
at
the
at
the
Children's
Museum
I
mean
everything.
So
there's,
obviously
a
demand-
and
you
know
I
I
wondered
if
I
wondered
if
I
haven't
I'm.
C
Maybe
in
this
is,
is
there
a
connection
to
like
our
strategic
plan
such
that
we
should
be
being
more
purposeful
about
ensuring
that
we
have
enough
funds
set
aside
strategic,
operational
or
otherwise
for
these
kinds
of
programs
given
given
what
we've,
what
we
have
heard
about
our
strategic
plan
and
the
need
for
us
to
support
our
families
in
in
the
in
the
area
we
just
haven't
really
tied
today
this
budget
going
into
2023
to
that
strategic
plan.
I
think
maybe
you
all
have
I
I
haven't
really
talked
about
it.
R
You
Mr
Mayor
and
council
members,
councilmember
dallasandro.
You
will
recall
that
we
did
talk
about
accessibility
to
Recreation
and
park
programming
during
that
conversation,
this
summer
and
staff
during
some
brainstorming
identified
some
areas
where
we
thought
we
could
make
a
substantial
impact
and
the
the
issue
there
simply
is
cost,
and
so
the
the
the
opportunity
I
think
to
bring
that
forward
in
a
in
a
budget
discussion
is
going
to
take
some
preparation
more
than
what
we
had
for
this
year.
R
So
we
will
have
it
on
the
work
plan
when
we
come
forward.
Let's
take
a
look
at,
but
that's
a
pretty
significant
commitment
that
we
discussed
earlier
I.
Think
the
conversation
about
looking
at
you
know
how
we
can
charge
a
fair
rate
and
also
provide
an
equitable
opportunity
for
people
depending
on
income.
Qualification
or
some
other
criteria
is
an
important
part
of
what
we
do.
R
I
think
that
everybody
recognizes
that
what
we
have
been
charging
for
our
programming
historically
is
surprisingly
low,
and
so
the
fact
that
people
have
come
to
depend
on
it
for
summer
programming
is
I.
Understand
that
that
wasn't
what
council
member
Lohman
was
asking
about,
but
in
many
ways
it
is
the
outcome
of
having
a
very
affordable
option
for
what
we
do
with
with
our
summer
programming.
C
F
Thank
you
mayor.
So
whether
it
was
our
intention
or
not,
I
mean
Summer
Camps
summer
programs
are
child
care
in
the
summer
for
families,
especially
those
of
us
with
school-aged
kids
I
mean
those
are
our
options.
We
can't
get
into
daycare
centers
or
things
like
that,
and
so
I'm
I
just
want
to
say,
I
guess
out
loud
that
I'm
very
supportive
of
figuring
out
ways
to
make
this
doable
financially
because
I
mean
I,
know.
O
This
is
it's
a
hard
thing
to
do
and
Allison
and
her
team
actually
pushed
for
the
last
two
years,
our
Recreation
software,
to
change
to
be
able
to
allow
for
a
lottery
system,
so
Allison
and
her
team
were
really
able
to
influence
one
of
the
largest
Recreation
software
program
manufacturers
in
the
country
to
make
this
change,
so
it
was
a.
It
was
a
really
big
deal.
Thank
you.
B
You
know
so
mayor
you
had
talked
about.
You
know
the
you
know
the
Enterprise
fund
component,
that
type
of
thing,
and
so
I
go
back
to
this
idea
too.
With
that
and
with
with
this
there's
a
value
I
think
you
know
as
we're
looking
at
these
things
here,
and
the
idea
is
that
councilmember,
Carter
and
Cassandra
councilman
Alessandro
wants
us
to
look
at
I.
B
Think
there's
something
there
to
be
said
about
looking
at
that
in
the
context
of
that
and
providing
these
Services,
because
I
think
it
just
makes
us
a
more
competitive
City
that
folks
want
to
want
to
be
at
now,
there's
a
cost
associated
with
it,
but
I
think
there's
a
cost
associated
with
maybe
not
doing
those
things
too.
You
know
you
know:
council,
member
Coulter
talks
about
values
in
terms
of
what
we,
when
we
make
decisions
and
so
I
I
think
we
ought
to.
B
T
Well,
thank
you
mayor.
This
actually
ended
up
being
a
much
better
segue
into
something.
I
was
going
to
wait
on
a
little
bit
because
I
I
did
some
quick
math
and
just
just
with
golf
big
BCA
and
Aquatics
I
ended
up
with
those
four
Enterprise
funds.
It
ended
up
being
about
1.75
million
dollars
in
property
tax
support,
which
is
roughly
it's
just
over
two
and
a
half
percent
of
our
2022
Levy,
and
really
that
I
mean
that
I
think
to
me.
It
just
got
me
thinking
about
and
I
I
guess.
T
T
I,
don't
know
that
we've
ever
really
talked
about
it
that
way
before,
but
that
maybe
is
the
way
we
need
to
talk
about
it.
Both.
You
know
in
terms
of
the
the
deliberations
that
the
seven
of
us
have,
but
also
in
terms
of
how
we
talk
about
it
to
the
community,
so
just
wanted
to
to
raise
that
issue
with
something
to
think
about.
A
I
think
that's
a
very
good
point.
Councilmember
I
came
up
with
1.9
million,
but
I
must
my
math
must
have
been
off
somewhere
but
yeah.
It's
it's
a
significant
portion
of
money
and
then
it
goes
into
I.
Think
the
segues
nicely
into
many
of
the
phone
calls
that
a
lot
of
a
lot
of
us
have
received
about
Organics
recycling.
Well,
why
should
I
have
to
pay
for
Organics
recycling?
Well,
because
it's
best
for
the
community.
A
Why
should
I
have
to
pay
for
the
Aquatic
Center,
because
it's
best
for
the
community?
Why
should
I
have
to
pay
for
recreational
programs
that
many
families
use
as
child
care
because
it's
best
for
the
community?
This
is
what
we've
decided,
our
our
values
and
our
priorities
within
our
community,
and
this
is
yes
budget
decisions.
Are
our
value
decisions
priorities
interesting
way
of
thinking
about
it,
councilmember
Nelson
yeah?
Thank
you.
H
Getting
back
to
numbers,
so
I
I
don't
need
this
tonight
or
anytime
soon,
really,
but
I
think
it'd
be
nice
to
look
at
those
programs
that
families
are
struggling,
that
we
sell
out
in
two
minutes
with
you
know,
my
kids
are
a
little
bit
older
now,
but
we
did
a
lot
of
Summer
programming
with
them
at
various
places
and
what
I
just
like
to
know
is
you
know,
look
at
those
take
that
out
of
the
entire
budget.
What
are
the
revenues?
What
are
the
expenses?
H
How
do
we
make
it
affordable
for
those
families
that
need
it?
How
do
we
charge
a
fair
rate
for
those
families
that
are
have
the
ability
to
pay
that
fair
rate
so
that
we
can
meet
the
entire
needs
of
the
community,
like
the
mayor
talked
about
doing
that
as
kind
of,
or
maybe
the
city
manager
about
that
as
part
of
a
work
plan?
H
Broke
it
down
on
Revenue,
but
we
didn't
on
the
expense
side.
Here,
that's
and
so
I
I
mean
I.
I
don't
want
to
make
assumptions,
but
my
assumption
is
like
a
lot
of
the
salaries
and
benefits
are
at
the
Aquatic
Center,
since
we
don't
have
lifeguards
and
and
people
attending
the
parking
and
things
of
that
nature.
H
I'm
assuming
a
lot
of
the
capital
outlay
is
at
the
Aquatic
Center
as
I'm
sure
there
are
some
costs
over
at
the
beach,
but
you
know
the
beach
seems
to
just
kind
of
be
there.
Oh
last
time,
I
checked
so
so
it
would
that's
just
what
just
so.
We
have
a
full
realistic
picture
of
these
and
the
various
portions
of
it
because
we
do
have
significant
taxpayer
investment
into
these
and
they're.
Both
very
these
are
clearly
facilities
that
the
community
has
said
that
they
support
and
value
and
I.
G
K
D
L
Good
evening
Aaron
city
council,
my
name
is
Diane
Kirby
I'm,
director
of
community
services
for
the
city
of
Bloomington,
we're
going
to
take
a
look
at
the
community
services
department
tonight
and
talk
about
the
budget
requests
for
our
divisions
within
the
department,
taking
a
look
at
the
department
overview
for
those
not
familiar
that
are
watching
tonight,
who
are
not
familiar
with
the
community
services
department.
Our
mission
is
to
inform,
engage
and
strive
to
enhance
people's
lives
in
the
community
and
I.
L
Think
this
department
certainly
did
that
over
the
past
two
and
a
half
years
during
the
covid
pandemic,
our
Public
Health
division
provided
vaccine
clinics
to
protect
our
community.
There
was
frequent
communication
via
our
digital
and
print
media,
on
how
the
residents
could
protect
themselves,
led
by
our
Communications
Division
and
our
community
outreach
engagement,
division,
sponsored
drive-through
events
and
meetings
with
Community
Partners
in
residents
and
stakeholders
that
they
facilitated
so
we're
going
to
take
a
closer
look
at
the
community
services
department.
Right
now
and
by
the
way
our
division
managers
are
standing
by
online.
L
So
we're
going
to
start
first
with
Community
Services
Administration,
there
are
two
employees
located
in
the
administration:
division
myself
and
an
administrative
assistant.
Our
2023
budget
request
is
394
thousand
dollars
the
administration
division,
oversees
General
administration
of
the
Department's
divisions
and
staff
development.
We
also
coordinate
the
national
Community
survey,
our
annual
residence
survey.
In
addition,
we're
involved
in
organizational
development
efforts
for
the
city,
including
administering
the
insights,
Discovery
tool
for
individual
and
team
development,
and
this
past
year
we
were
actively
involved
in
coordinating
the
BTT
strategic
planning
process.
L
Moving
on
to
our
community
outreach
and
engagement
division.
There
are
six
employees
in
our
co-ed
division,
including
five
full-time
and
one
part-time
staff.
Member.
The
2023
budget
request
for
this
division
is
approximately
1.1
million
dollars.
Now
the
revisions
motto
is
involving
Community,
influencing
greatness
and
co-ed.
Does
that
by
providing
expertise
and
support
on
best
practices
in
relationship
building,
Community
engagement
and
public
participation
to
every
Department
in
the
city.
L
Co-Ed
also
leads
city-wide
initiatives,
including
the
Bloomington
leadership
program,
and
you
heard
from
several
members
of
our
2022
cohort
last
week.
Our
veterans
appreciation
event,
which
we
also
sponsored
this
past
week
of
volunteer,
appreciation
event
and
a
pride
event,
and
it
also
supports
your
boards
and
commissions
and
our
co-ed
staff
are
more
than
just
event
planners.
They
are
also
responsible
for
building
meaningful
connections
with
Bloomington
community
members
and
engaging
them
in
our
local
government.
L
Next,
moving
on
to
our
largest
division
and
Community
Services
Department,
that's
our
Public
Health
division.
There
are
51
staff
in
public
health
that
equate
to
38
FTE
not
counted
in
the
Staffing
numbers
are
two
full-time
Public
Health
Corps
members
who
are
currently
working
at
no
cost
to
the
city
of
Bloomington.
The
2023
budget
request
for
public
health
is
7.45
million
dollars.
L
L
last
year,
Public
Health
served
more
than
26
000
individuals,
including
10
000,
who
received
covid-19
vaccines,
clients
receiving
other
Direct
Services
are
primarily
young
children,
new
parents
and
older
adults.
They
are
also
disproportionately
people
with
lower
incomes
and
individuals
from
bipod
communities.
Example
of
Public
Health
Services
include
the
maternal
Early
Childhood,
sustained
home,
visiting
program
policy,
work
and
initiatives
to
prevent
tobacco
use
among
youth.
Youth
use
among
youth
are
pure
breastfeeding,
counselor
program,
the
women,
infant
and
children,
supplemental
nutrition
program
and
services
for
older
adults
and
much
much
more.
L
Taking
a
look
at
a
Communications
division.
There
are
10
employees,
including
eight
full-time
and
two
part-time
staff
in
Communications.
The
budget
request
for
this
division
is
approximately
two
million
dollars
next
year.
Communications
is
a
full-service
shop
that
uses
multiple
Communications
Vehicles
dedicated
to
educating
and
informing
our
community.
L
The
communications
division
is
funded
by
franchise
and
Peg
fees
received
from
cable
companies
who
provide
cable
service
in
the
city
and
that
cable
company
is
Comcast
and
then
finally,
our
Support
Services,
which
is
overseen
by
the
communications
division.
There
are
five
part-time
employees
in
this
area.
The
2023
budget
request
for
this
area
is
approximately
525
thousand
dollars
the
city's
print
shop,
mail,
room
and
information
desk
provides
services
to
all
departments
throughout
the
city
of
Bloomington,
and
these
services
are
supported
by
user
fees,
to
departments
based
on
usage.
L
So,
let's
take
a
closer
look
now
at
the
budgets
located
in
the
community
services
department
and
we'll
start
with
those
budgets
that
are
located
in
the
general
fund.
Community
Services,
Administration,
co-ed
and
public
health
are
located
in
the
general
fund.
The
total
budget
request
for
2023
here
for
these
divisions
is
8.96
million
dollars.
Now
that's
an
increase.
You
probably
noticed
of
1.2
million
dollars
from
2022..
L
There
are
several
factors
driving
this
particular
budget
increase.
The
main
driver
is
in
public
health,
where
overall
expenses
are
increasing
by
1.041
million
dollars,
and
overall
revenues
are
also
growing
by
eight
hundred
thousand
dollars.
So
there's
a
one-time
grant
funding
of
seven
hundred
thousand
dollars
from
Edina
Richfield
for
coveted
response
and
Recovery
efforts.
This
expense
is
for
Professional,
Services
and
Staffing,
and
it's
offset
with
matching
revenues.
So
the
net
effect
of
the
city
is
zero,
there's
also
886
or
I'm.
L
L
Salary
and
benefits
increases
for
public
health
staff,
equal,
roughly
200
000
and
internal
charges
for
public
health
increased
by
eighty
one
thousand
dollars
and
I
wanted.
To
give
you
a
more
detailed
look
at
the
funding
sources
for
Public
Health
Public
Health
receives
the
majority
of
its
revenues
from
sources
outside
of
property
taxes.
In
fact,
property
taxes
in
2023
make
up
just
24
percent
of
Public
Health
revenues
and
the
division
will
receive
71
of
its
revenues
from
Grants
and
contracts
next
year.
L
Our
Communications
division
is
located
in
the
special
Revenue
fund
since
the
bulk
of
its
revenues
come
from
the
cable
television
franchise
fees.
We
expect
expenditures
to
increase
by
five
percent
next
year
by
117
thousand
dollars
to
two
million
dollars.
Primary
drivers
in
this
budget
increase
are
legal
fees
for
the
cable,
television
franchise,
renewal
process
and
a
strategic
planning
consultant,
both
of
which
I
will
expand
upon
in
just
a
couple
of
minutes.
L
More
than
two-thirds
of
the
funding
for
communication
comes
from
cable
television,
franchise
and
Peg
fees,
totaling
1.3
million
dollars.
Four
hundred
thousand
dollars
comes
from
property
taxes
that
began
when
the
city
expanded,
The,
Briefing
from
and
every
other
month
to
a
monthly
newsletter.
Other
income
sources
include
fees
from
Services
provided
internally
and
externally,
and
transfers
into
the
budget,
and
here
is
the
we'll
talk
about
the
long-term
model
in
a
minute,
but
I
wanted
to
show
you
and
I
thought
it
would
be
helpful
for
you
to
see
what's
happening
with
the
fees
from
Comcast.
L
This
chart
shows
cable
television,
franchise
Revenue,
since
the
current
contract
with
Comcast
was
approved
back
in
2015..
As
a
reminder,
the
city
receives
franchise
fees
of
five
percent
of
gross
revenues
from
our
cable
company.
That's
noted
in
the
blue
bars
and,
as
you
can
see,
we
hit
a
high
point
in
cable
television,
franchise
fees
in
2017
of
1.16
million
dollars.
By
contrast,
the
franchise
fees
the
city
received
in
2021
totaled,
approximately
1.05
million
dollars
a
decrease
of
approximately
114
000
over
those
intervening
years.
The
city
also
receives
a
peg
fee.
L
L
Compact
cast
collects
a
fee
of
one
dollar
and
forty
cents
per
subscriber
per
month
that
it
remits
the
city
in
support
of
Peg
Capital
expenses,
and
it
is
this
fee
that
really
tells
a
story
about
where
things
have
been
going
with:
cable
television
subscribership
in
Bloomington.
The
revenues
from
that
fee
have
dropped
from
a
high
of
336
thousand
dollars
in
2017
down
to
256
000
in
2021
down
eighty
thousand
dollars.
L
L
L
Looking
at
communications,
the
cable
television
franchise
of
FEMA
agreement
with
Comcast
expires
in
December
of
2025.
starting
next
year.
The
city
will
begin
a
three-year
franchise
renewal
process
that
will
involve
A
needs
assessment,
technical
review
of
Comcast
cable
television
system
in
the
city,
a
survey
audit
and
working
with
outside
legal
counsel
on
our
negotiations
with
the
cable
provider.
Also
Communications
is
in
the
process
of
formulating
a
strategic
plan
to
guide
its
digital
Communications,
including
social
media,
email
marketing
and
the
city's
website.
I've
seen
some
of
the
preliminary
findings
from
this
particular
planning
process.
L
It's
very
interesting,
I
think
you
will
be
intrigued
by
what
the
consultant
has
come
up
with,
and
we
have
selected
a
consultant
for
a
public
relations,
strategic
planning
process.
This
is
something
I
know.
The
city
council
has
been
very
interested
in
pursuing
this
PR
plan,
will
guide
Communications
and
public
relations
priorities
at
the
city
council
and
provide
direction
for
the
city's
public
relations
activities
to
enhance
our
community
image.
L
The
plan
would
also
support
the
new
Bloomington
tomorrow,
together
strategic
plan
and
work
will
start
on
that
plan.
At
the
beginning
of
next
year,
in
public
health
we've
been
discussing
for
more
than
a
decade
that
Public
Health
Building
is
in
dire
need
of
replacement
for
both
of
the
employees
who
work
there,
as
well
as
the
clients
that
we
serve
out
of
that
building
on
a
regular
basis.
This
is
something
that
was
identified
in
the
racial
Equity
business
plan,
as
well
as
other
assessment
work,
and
now
we
need
a
path
forward.
L
This
next
Point
Healthcare
continues
to
be
in
an
almost
crisis
state
with
little
capacity
impacting
our
routine
care,
so
clients
are
negatively
impacted
by
making
their
health
worse
and
then,
finally,
in
June
of
2019
a
framework
to
transform
how
Minnesota
does
local
public
health
was
produced
by
the
State
Community
Health
Services
advisory
committee.
Councilmember
Carter
is
a
member
of
this
particular
group.
That
framework
includes
a
plan
for
updating
145,
a
the
local
public
health
ACT
written
in
1976.
That
would
reflect
the
realities
of
modern
Public
Health.
L
L
Finally,
in
community
outreach
and
engagement,
the
city
is:
we've
identified
missing
out
on
opportunities
for
residents
to
fully
participate
and
give
back
to
their
Community
by
not
having
a
full-time
volunteer
coordinator.
The
level
of
integration,
support
and
management
needed
necessitates
a
stat
position
that
can
support
departments
with
current
opportunities,
oversee
reporting
requirements
and
engage
more
of
the
public
in
new
and
meaningful
opportunities
to
give
back
to
the
city,
and
we
will
be
exploring
the
possibility
of
integrating
a
volunteer
coordinating
position
into
future
budgets.
H
Thank
you.
Thank
you,
mayor.
Just
a
couple
quick
ones
here.
In
public
health,
you
indicated
there
was
some
Grand
funding
that
covered
a
lot
of
the
cost,
just
wanted
to
make
sure
I
understood
the
information
we
received
before
that.
That's
a
temporary
expense
that
we're
going
to
have
that
it's
not
creating
a
structural
deficit
going
forward.
Is
that.
L
H
L
Of
course,
past
experience
was
back
in
the
2013-14
time
frame
when
we
renewed
that
contract
in
early
January
of
2015.
And
of
course
it's
been,
it's
been
a
while,
since
we've
done
that
my
guess
is,
it
will
be
somewhere
in
the
could
be
30
to
50
000
range
between
our
legal
costs
that
we
do
have
a
telecommunications
legal
advisor.
Who
does
assist
us
with
that
franchise
negotiation?
We
will
be
doing
some
audits.
H
So
the
reason
I
bring
that
up
mayor
is,
as
I've
said
before
and
I
believe
you
have
as
well
I
think
we
needed
further
conversation
about
whether
or
not
we
just
bring
that
back
into
the
general
fund
and
eliminate
the
franchise
fees.
If
it
I
mean
if
having
the
franchise
fees
is
going
to
cost
us
Thirty
to
fifty
thousand
dollars.
You
know
it's
not
a
hundred
or
two
hundred
thousand
dollars,
but
you
know
it's
something:
it's
not
nothing.
L
Mayor
and
city
council,
we
felt
it
was
very
important.
We
knew
that
this
was
a
priority
of
the
city
council.
We
have
heard
from
each
one
of
you,
particularly
during
throughout
the
strategic
planning
process.
This
was
very
important
as
it
related
to
bloomington's
Public
Image,
and
we
felt
it
was
important
to
get
outside
technical
assistance
on
doing
that
strategic
planning
process.
The
person
we
have
hired
has
a
lot
of
experience,
working
with
local
governments
and
strategic
planning
around
public
relations
and
Communications,
and
will
bring
technical
expertise
that
we
don't
necessarily
have
in-house.
I
You
and
just
one
more
question
on
that
process,
so,
on
the
back
end
of
that
is
that
strategic
planning
about
the
way
we
want
to
present
City
initiatives,
the
kind
of
how
what
what
Bo
we're
putting
on
our
package
or
is
that
building
internal
staff
capacity
to
to
go
out
boots
on
the
ground,
knock
on
doors
and
press
releases,
or
is
that
capability
we're
going
to
need
to
develop
after
we
know
what
color
the
bow
is
going
to
be
in
the
package?
If.
L
That
makes
sense
that
does
make
sense,
mayor
and
city
council.
It
will
be
I
think
primarily
around
the.
How
do
we
do
public
relations
and
then,
as
you
mentioned,
the
resourcing
for
it?
Okay,
you
know:
are
we
going
to
need
to
look
at
doing
things
a
little
bit
differently
than
we
are
right
now
in
order
to
really
focus
in
on
PR
and
PR?
You
know
local
region
as
well
as
nationally.
Okay,
thank.
I
T
Thank
you,
and
forgive
me
if
you
don't,
you
know,
I,
don't
know
if
you
have
this
information
on
hand,
but
it
was
not
long
after
I
think
it's
been
about
five
years
and
I
think
it
was
not
long
after
I
got
this
morning,
Council
that
we
moved
to
the
the
breed
we
moved
the
briefing
to
every
month.
Do
you
know
offhand
approximately
how
much
more
that
cost
to
do
it
once
a
month
versus
once,
every
other
month,
Barron.
L
T
You,
oh
yeah,
I,
think
I
think
that
would
be
helpful.
I
think
you
know
to
to
sort
of
both
the
point
that
that
council,
member
Nelson
was
making
and
the
the
discussion
that
we
had
earlier.
You
know
we're
talking
about
four
hundred
thousand
dollars
and
an
increase
increasing
from
there
in
terms
of
property.
Tax
support
for
communications,
I
mean
I.
You
know
again,
I
think
this
is
sort
of
a
bunch
of
decisions
or
policy
decisions.
I
mean
I.
T
We
all
the
time
we
hear
from
folks
about
how
valuable
they
consider
the
briefing
to
be
how
many
folks
get
information
from
it
appreciate
that
I
get
that
they
get
it
every
month
and
so
I
think.
That's
you
know,
that's
just
sort
of
a
piece.
We
need
to
really
consider.
As
you
know,
with
this
discussion
of
franchisees-
and
you
know
they
it
looked
like
they
looked
like
they
went
up
a
tiny
bit
in
2021,
but
now
they're
they're
likely
dropping
down
again
in
2022
and
I
I.
T
Don't
think
that
number
is
going
to
go
up
again
at
least
not
significantly
right
and
so
I
think
in
in
the
not
too
distant
future.
There's
probably
going
to
have
to
be
a
conversation
of
about
the
really
the
future
of
franchise
fees
and
I
think
that's
sort
of
the
kind
of
the
value
proposition
that
I
think
we're
going
to
need
to
be
considering.
L
V
Good
evening,
council,
member
Coulter
and
mayor
and
council
members-
yes,
we
did
because
of
we
used
to
publish
The
Briefing
six
times
a
year
and
we
went
to
12
times
a
year.
So
it
did
in
fact
double
the
cost
for
printing
and
mailing,
and
that
cost
was
I
believe
seventy
thousand
dollars
and
Diane
mentioned
that
we
hired
a
part-time
writer
to
assist.
V
R
You
know
one
of
the
things
that
we
have
to
be
pretty
considerate
of
is
the
connection
between
the
franchise
fees
and
what
those
fees
are
being
allocated
towards,
because
it
is
part
of
the
franchise
agreement
and
so
to
the
same
extent,
that
we
spend
a
fair
amount
of
effort,
monitoring
the
activity
of
our
franchisee
Comcast
to
make
sure
that
they
are
in
compliance
with
the
franchise.
They
do
the
same
thing
with
us
right.
R
So
if,
if
there
starts
to
be
a
lack
of
clarity
about
how
we
are
utilizing,
those
franchise
fees
say
it's
being
allocated
in
other
places,
because
it's
just
being
sort
of
lost
into
the
larger
general
fund,
it
could
open
us
up
to
an
audit
from
Comcast.
So
we
that's
why
we
keep
this
in
a
separate
fund.
I.
I
Right,
thank
you
mayor.
Just
real
briefly,
I'd
be
curious
down
the
line
to
get
some
additional
information
on
media
organizations
that
are
relying
on
franchise
fees
in
the
region,
but
cover
multiple
communities
and,
if
that's
as
simple
of
a
structure
as
what
I
picture,
our
public
health
department
and
kind
of
pulling
those
resources
and
pulling
those
fees
or,
if
because
they're
tied
to
very
specific
work
in
the
oversight.
If
it's
more
complicated
than
that,
but
I
know
there
are
media
local
media
organizations
that
cover
multiple
communities
and
rely
on
franchise
fees
as
well.
I
B
Maybe
more
just
comments
so
from
the
public
health
that
building
we've
got
to
get
that
I
gotta,
get
that
thing
fixed.
It's
really
really
a
problem,
and
so
I
appreciate
that
you've
brought
that
forward
again
and
I.
You
know
we
had
originally
tried
to
put
that
into
the
the
renewed
Community,
Center
and
I'm,
just
hoping
that
we
will
find
a
a
place
to
to
get
that
done.
B
I
just
think
that
it's
kind
of
embarrassing
how
old
that
that
building
is
Mayor
and
if
there's
any
way
that
we
can.
You
know,
move
that
along
I'd
love
to
see
that
moved
as
soon
as
possible
and
then
secondarily
I
also
think
that
you
know
I've
seen
many
at
times
where
we
had
our
our
volunteer
recognition
and
just
how
many
people
in
the
city
are
just
looking
for
a
place
to
to
plug
in
and
and
be
there
and
the
community
and
I
I.
B
Just
do
think
that
you
know
this
idea
of
having
a
volunteer
coordinator
even
with
what
we
dealt
with
with
the
sustainability
commission
there's
so
many
resources
that
are
kind
of
left
on
the
table,
because
there
just
isn't
that
person
to
kind
of
helped
drive
that
so
I.
Just
think
that
that
that
is
also
a
very
good
idea
and
I
hope
to
see
that
kind
of
moving
forward
and
then
and
then
finally,
with
the
franchise
fees.
I
do
hope
that
there
is
some
kind
of
future.
B
You
know
maybe
some
act
of
Congress
or
maybe
something
even
at
the
state
level.
Maybe
somebody's
here
could
help
us
try
to
help.
You
know
identify
additional
Resources
with
respect
to
those
cord
cutting
that's
just
taking
place
because
they
know
people
are
certainly
watching.
Stuff
won't
have
cable
myself,
you
know
the
former
TV
piece
of
it,
but
some
Accord
cutter
as
well
so
I
can
see
the
end
is
near.
So
thank
you
for
your
work
and
thank
you
for
this
presentation.
B
A
D
W
First
up
is
the
finance
department's
preliminary
request
and
in
that
majority
of
our
costs
are
in
the
salary
and
benefits
in
materials
and
supplies.
We're
looking
for
approximately
a
four
thousand
dollar
increase,
of
which
about
2500
is
the
cost
to
pay
for
a
local
option
sales
tax
report
each
year.
So
that
is
the
majority
of
the
increase
in
the
supplies
and
materials
in
our
in
the
chargeback
area,
our
department.
We
have
utility
billing
and
risk
management.
W
Those
full
areas
charge
back
their
cost,
so
like
Risk
Management
would
charge
back
the
entire
cost
of
first
services
that
we
split
with
legal.
But
the
finance
piece
goes
to
the
insurance
fund
and
the
six
people
that
we
have
that
are
in
Utility
Billing.
All
of
their
costs
are
moved
to
the
four
utility
funds.
W
W
So
Finance
main
mission
is
to
protect
cities
assets
to
protect
those
assets.
We
work
collaboratively
with
departments
to
educate
them
on
government,
Accounting,
Standards
audit
requirements,
industry
best
practices
we
offer
training
on
on
finance
policies
and
procedures,
we've
included
in
2022
some
videos
also
on
training
that
have
helped
a
lot
of
departments
work
through
some
of
their
processes.
We
work
closely
with
it
to
maintain
test
and
upgrade
our
finance
IRP
software
and
our
Utility
Billing
software.
W
We
have
received
the
gfoa
certificate
of
achievement
for
excellence
in
financial
reporting
for
50
years,
and
we
celebrated
this
that
this
summer
with
the
city
council,
we
are
only
two
cities
in
the
entire
country
that
have
earned
this
honor.
The
other
is
Oak
Ridge
Tennessee
with
60
in
another
County.
W
W
And
as
one
of
our
earlier
pieces
this
summer
is
that
we
had
a
video,
a
small
video
wearing
crowns,
and
that
was
to
emphasize
the
gfoa's
words
for
excellence.
We
have
received
again
that
financial
report
for
over
50
years,
our
popular
report
for
our
corporate
report,
which
is
with
the
briefing
in
the
June
report
each
year
for
23
years
in
our
budget
report
for
27
years
and
then
for
the
first
time
in
2021.
W
So
in
the
Insurance
Fund,
this
covers,
let's
see
here,
we
go
workers,
compensation,
general
liability,
automobile
and
property
are
the
four
types
in
that
budget
and
for
2023.
Our
current
revenues
that
we
are
budgeting
is
2
million,
251
000
and
what
were
the
expense
for
2023
that
we
are
looking
for,
is
2.5
million,
so
we
would
be
using
fund
balance
or
reserves
or
330
000,
bringing
down
our
fund
balance,
keeping
the
the
fund
balance
and
the
charges
to
departments
on
the
lower
side.
W
Some
of
the
initiatives
in
2020
two
moving
into
2023.
We
focused
a
lot
on
financial
policies.
One
of
the
other
areas
is
Grant
Administration.
We
have
a
new
Grant
policy
coming
to
the
city
council.
On
the
5th
of
December,
there
was
a
micro
business
of
many
Grant
users
in
the
city
that
worked
together
with
our
finance
Grant
accountant
to
prepare
this
policy.
So
it's
the
buy-in
is
city-wide
on
this
policy
next
year.
They
will
create
the
procedures
and
the
training.
W
For
all
of
that,
there
has
been
a
tremendous
amount
of
work
in
that
area
and
a
lot
of
Grants
are
still
being
applied
for
they're,
going
through
more
and
more
each
as
we're
approaching
and
have
received
the
grant
accountant
this
year.
It's
amazing
how
people
now
use
Janet
as
a
resource
as
they're
applying
for
it
so
she's
in
constant
contact
with
them.
There
is
a
lot
of
I
would
say
very
strict
documentation
and
Reporting
requirements
for
the
federal
dollars
we
had
the
safer.
Excuse
me
yeah
off
the
safer.
The
cares
money.
W
W
Also
before
the
council
other
initiatives
that
we'll
do
in
2023
is,
you
have
had
a
number
of
policies
come
before
you
this
last
couple
months
on
travel,
training,
mileage,
updated
procedures
on
that
will
happen
with
and
Jamie
will
review
those
and
then
we'll
make
sure
that
there's
updated
training
on
all
of
those
through
from
the
council
members
on
down
on
how
to
do
all
that
paperwork,
because
we
as
a
finance
department,
protect
the
assets
of
the
city,
I'm
open
to
your
questions.
If
you
have
any
thank.
W
O
C
The
the
grant
position
is
is
now
is
that
a
new
position?
It's
not
a
new
position
that
was
a
new
position
in
2022,
correct
and
that
that
we
we
have
can
we're
going
to
continue
to
fund
that
correct,
correct,
okay,
I'm
I
have
not
heard
anybody
talking
about
what
we
plan
to
go,
after
as
it
relates
to
the
inflation
reduction
act,
but
since
there's
so
much
sustainability
and
and
environmental
infrastructure
benefit
in
that
Grant
I
was
just
kind
of
curious.
C
If,
if
that's
something
that
we
can
bring
forward
at
a
future
meeting
and
I'm,
assuming
that
our
grants
person
is
looking
into
that,
so
if
I'm,
if
I'm,
not
right
about
that,
let
me
know,
but
just
wanted
to
put
that
on
the
radar
for
future
consideration.
I
know
that
they
are
funding
stuff
already
through
that
program.
So.
R
Mr
vibrugi,
thank
you.
Mr
mayor
council,
members,
councilmember
dalessandro,
it's
an
excellent
question
and
let
me
just
go
backwards
a
little
bit
so
when
we
discuss
this
position
during
the
last
budget,
Set
season
and
I
know,
council,
member
dalessandro
you
weren't
on
the
council.
I
know
you
were
paying
attention.
We
talked
about
finding
a
unicorn
and
that's
somebody
who
can
do
the
compliance
and
reporting
of
Grant
Management
and
also
being
somebody
who
can
assist
with
grant
writing
and
identifying,
grant
opportunities
and
I
think
that
we
did
a
good
job
of
finding
a
unicorn.
R
As
Laurie
said,
Janet
is
exceedingly
competent.
It
and
now
it's
a
capacity
issue,
because
her
entire
first
six
months
with
us
have
been
really
focused
on
building
the
the
reporting
and
compliance
structure
here,
and
so
there
hasn't
been
as
much
attention
focused
on
the
going
out
and
pursuing
specific
to
the
inflation
reduction
act.
R
Two
issues
there
one
is
that
there
is
a
lot
of
money
there
and
it
is
not
at
all
clear
yet
how
cities
will
access
those
resources
or
what
the
process
is
going
to
be
for
releasing
those
funds
at
the
federal
or
state
or
local
levels.
And
so
we
continue
to
work
with
the
league
of
Minnesota
cities
and
Municipal
legislative
commission,
as
our
lobbyists
and
intergovernmental
representatives
are
tracking.
W
Just
to
just
to
add
to
that
the
guidance
to
how
to
use
those
funds
and
how
to
report
those
funds-
and
it's
not
yet
available
so
similar
to
cares
money
where
the
guidance
started
in
almost
weekly
or
monthly,
they
were
doing,
updates
I
would
suspect
once
they
put
their
first
guidance
out.
Those
would
be
updated
too,
but
guiding
guidance
of
what
to
do
and
how
to
do
it
with
those
funds
is
not
available.
X
Thank
you
for
that.
Mayor
and
council
members,
Mike
stable
assistant
city
manager,
we're
going
to
talk
today
about
the
administration
department,
which
is
really
four
functional
areas:
one
the
city
manager's
office
and
the
city
council;
the
office
of
racial
Equity
inclusion
and
belonging
human
resources
in
the
city,
clerk's
office
and
I'm,
joined
by
Christina,
scipione
and
Faith
Jackson
on
the
phone.
So
they
will
kind
of
cover
their
sections
and
next
slide.
Please.
X
X
The
other
thing
that
I
would
point
out
is
that
Services
have
gone
up
significantly
from
2023
over
2022
and
I
wanted
to
kind
of
lay
out
some
of
the
some
of
the
differences
for
that
change
is
one
of
them
is
an
administrative
services
around
of
Elections,
so
at
a
placeholder
for
85
000
in
the
ins
in
the
off
chance
that
we
will
have
to
have
a
special
election
in
2023
to
potentially
for
ranked
Choice
voting.
We
don't
know
the
outcome
of
that,
but
we
do
want
to
be
prepared.
X
If
that
is
an
eventuality,
we
also
have
set
aside
sixty
thousand
dollars
for
Professional
Services
to
help
us
develop
a
more
robust,
Performance,
Management
System,
a
dashboard
that
the
community
and
the
city
council
can
look
at
consistent
with
the
city's
Bloomington
tomorrow,
together
plan,
again
cultivating
and
enduring
and
remarkable
Community,
where
people
want
to
be
the
other
component
that
we
have
in.
There
is
forty
thousand
dollars
dedicated
for
racial
equity
and
inclusion,
training
for
staff,
as
we
know
that
you
know
the
as
Faith
we'll
talk
about
later.
X
This
is
a
an
important
investment
as
our
community
changes
and
the
demographics
of
the
city
of
Bloomington
shift
and
having
a
staff
prepared
to
to
meet
that
changing
demographic
is
an
important
piece,
and
then
we
also
have
done
we've
set
aside.
Thirty
thousand
dollars
to
modernize
our
performance
evaluation
system
for
staff.
X
I
will
say
that
it
we
currently
do
many
of
them
on
paper
still
in
PDF
format
and
so
having
a
mechanism.
An
online
training
system
for
developing
our
employees
is
the
surest
way
to
make
sure
that
we're
prepared
to
meet
the
changing
needs
of
the
community
and
actually
having
a
staff.
That's
able
and
ready
to
to
grow
along
with
the
community.
X
The
city
manager's
office
does
have
four
full-time
employees,
one
part-time
employee
and
then
the
seven
elected
members
here
and
the
budget
requests
as
you
find
out,
and
so
this
this
number
does
not
change
significantly
over
time,
except
for
salary
adjustments,
but
it
does
also
include
some
consulting
services
for
strategic
planning
and
those
items
that
the
city
council
may
want
to
have
in
there.
It
also
includes
memberships
in
National,
League
of
cities,
League
of
cities,
other
sort
of
entities
and
things
that
the
city
council
uses,
faith.
X
Y
Awesome
so
here
on,
the
screen
is
some
information
about
the
office
of
racial
Equity
inclusion
belonging.
Traditionally,
in
our
presentation
like
this,
we
will
be
talking
about
the
racial
Equity
coordinator
as
a
single
person,
but
is
cited
this
year
that
we
actually
develop
an
office
that
will
be
able
to
sustain
and
grow
the
equity
and
inclusion,
work
and
so
I
think
that's
something
we
can
be
incredibly
proud
of.
There
are
a
few
bullet
points
on
here
that
talk
about
the
work
that
we
do.
I
won't
read
through
them
all,
but
I.
Y
What
I'll
say
is
that
the
work
that
we
do
is
both
internal
and
external.
Over
the
last
few
years,
we've
focus
a
lot
on
the
internal
work
like
the
race,
Equity
business
plan
and
doing
the
Raceway
Equity
at
action
teams,
and
things
like
that.
But,
as
we've
been
able
to
acquire
additional
capacity,
we've
been
able
to
expand
beyond
the
internal
and
doing
more
external
work,
and
that's
something
that
we
hope
to
do
more
of
in
2023..
Y
The
the
other
thing
that
I
will
highlight
is
just
recognizing
that
investing
in
this
work.
It
really
improves
individual
lives
as
it
generates
this
broad
Community
benefits
and
so
from
a
Workforce
culture
perspective.
We
all
know
when
you've
heard
me
saying:
Time
After
Time
about
housework,
having
a
diverse,
Workforce
and
inclusive
culture,
not
only
attracts
people
to
the
organization
and
help
make
sure
that
they
stay
there
right,
and
so
it's
important
from
that
perspective.
J
X
So,
as
Christina
gets
ready
to
unmute
I
do
want
to
talk
a
little
bit
about
human
resources,
which
is
the
other
largest
one
of
the
larger
pieces
in
it.
Human
resources
does
have
six
full-time
employees
and
one
part-time
employee,
and
they
really
do
coordinate
Staffing,
Recruitment
and
hiring
and
all
of
the
back
end
office
functions
as
you
would
expect
of
a
human
resources
department.
This
is
a
group
that
has
does
really
good
work.
We
really
try
to
be
the
best
employer
in
our
Recruitment
and
Retention
of
employees,
and
there
is
a
slide
later
on.
Z
Hello,
Marion
city
council,
let
you
know
I'm
Christina,
scibioni
I
am
the
city
clerk.
The
city
clerk's
office
has
a
variety
of
different
activities
that
we
provide
elections,
business,
licensing,
a
passport
acceptance,
agent
facility
data
governance
for
all
of
our
city
records
and
general
data
requests.
A
lot
of
what
can
drive
the
city
clerk's
budget
are
how
many
elections
we
are
running
in
any
given
year.
Z
So
our
even
numbered
years,
we
run
the
federal
state
and
County
elections,
and
then
the
city
and
School
District
elections
are
held
in
odd
number
of
years,
and
so
there
are
fluctuations
in
our
budget
just
based
upon
how
much
staff
we're
hiring
to
run
those
that
help
us
run
those
elections.
We
also
maintain
the
records
and
provide
sales
for
the
Bloomington
City
Cemetery,
which
is
accounted
for
in
the
cemetery
special
Revenue
fund.
To
give
you
kind
of
a
scope
of
what
we
do
I
know.
Z
Elections
is
one
of
the
more
high
profile
pieces
of
what
we
do,
but
we
also
serve
at
least
70
passport
appointments
a
week
and
we
typically
see
about
70
walk-in
customers
a
week
for
licensing
for
passports
for
other
aspects
of
our
business.
So
we're
one
of
the
busier
counters
at
City
Hall
and
see
a
lot
of
a
lot
of
members
of
the
public
on
a
fairly
regular
basis.
D
Here's
a
long-term
model-
and
it
is
the
working
capital
balance-
is
in
line
with
the
goal
that
we
have
for
this
fund.
Part
of
the
goal
for
this
fund
is
to
have
reserves
for
at
least
a
month
of
expenses,
but
also
to
have
a
reserve
in
here
for
in
future
years,
where
we
anticipate
a
huge
spike
in
health
insurance
premiums.
D
We've
been
pretty
fortunate
that
we
were
facing
a
really
huge
spike
in
health
insurance
premiums.
A
couple
years
back,
we
ended
up
switching
to
peep
for
a
while,
so
we
were
able
to
avoid
that,
and
we've
been
fortunate
with
the
health
insurance
premiums
that
we've
received
last
couple
years
with
our
contracts
and
switching
back
to
Medica,
but
we
do
have
that
in
there
so
that
we
don't
have
a
huge
spike
in
the
department
budgets,
which
would
then
impact
property
taxes.
But
it's
about
12
million
dollars
in
Revenue.
D
We
do
have
some
Revenue
that
comes
from
employees
that
are
also
contributing
to
their
health,
Life
Insurance
Dental,
where
that's
being
withheld
from
their
paychecks
or
retirees
that
are
paying
in
that
all
comes
as
Revenue.
The
the
biggest
source
of
Revenue
is
Department
charges
and
then
the
biggest
source
of
expenses
is
the
health
insurance
premiums
that
are
shown
on
that
medical
line.
X
D
D
That
would
mean
like
the
city
closed
down
or
all
the
employees
left
we
would
have
to
pay.
This
out
is
very
remote,
so
we're
more
we're
comfortable
kind
of
keeping
this
right
now
like
around
80.
It
is
dipping
a
bit
below
that
during
covid
we
had
the
the
people's
accrued
balances
did
grow
significantly.
D
No
one
went
anywhere,
so
we
really
noticed
that
jump
and
in
2020
as
a
liability,
but
we
do
have
a
plan
that
we
saw
our
Auditors
when
we
sew
this
long
term
out
to
2033
of
it
being
100
funded,
but
but
overall
we're
comfortable
where,
where
this
fund
is
and
it's
funded
by
it's
the
revenues
coming
in
from
departments,
it's
three
and
a
half
percent
of
the
salaries
of
the
employees
for
full-time
employees
and
Regular
part-time
employees.
That
are,
you,
know,
not
seasonal,
but
that
are
here
consistently.
A
D
A
R
N
Z
Thank
you,
so
one
of
Mayor
and
Council,
one
of
the
requests
that
we
had
made
in
the
city
clerk's
office
for
our
2023
budget,
that
was
not
included,
was
increased
Staffing
for
our
our
licensing
and
our
passport
exceptions,
operation
that
we
have
and
So.
Currently
we
have
two
full-time
licensing,
Specialists
and
one
part-time
licensing
specialist
that
provide
the
bulk
of
the
service
for
our
passport
acceptance.
Z
So
we
could
provide
the
opportunity
for
about
35
more
appointments
a
week
and
so
that
offsets
a
lot
of
the
cost
for
these
additional
possessions,
and
so
really
this
would
cost
us
an
additional
twenty
thousand
to
provide
those
additional
that
additional
staff
capacity.
Those
additional
hours
also
build
capacity
for
our
licensing
staff
to
focus
on
more
Community
inclusion
efforts.
Z
It's
very
hard
to
step
away
from
that
counter
to
provide
a
translated
service
in
a
conference
room
or
somewhere.
That's
that's
quiet
and
is
more
conducive
to
providing
that
that
service
for
our
residents
and
so
having
that
additional
capacity
provides
additional
space
at
our
counter,
and
it
provides
additional
staff
time
to
provide
a
higher
level
of
service
that
we
would
like
to
provide.
It
also
provides
for
better
coverage
and
more
flexibility
during
times
when
Staffing
is
limited.
So
you
all.
J
Z
Remembering
email
you
received
a
couple
weeks
ago,
when
we
were
in
the
thick
of
things
with
elections,
we
had
two
members
of
our
licensing
staff
who
are
out
and
we're
out
ill,
and
so
we
had
to
look
at
reducing
our
passport
appointments.
We've
had
to
look
at
reducing
passport
appointments
in
the
past
because
of
decreased
Staffing
levels,
if
someone's
out
ill.
Z
That
takes
away
a
third
of
our
work,
for
course,
for
providing
that
passport
coverage,
and
so
our
staff
do
the
best
that
we
can
to
always
provide
the
same
number
of
appointments
every
week,
but
sometimes
the
reality
is.
We
do
have
to
decrease
that
and
decrease
that
level
of
service
and
level
of
revenues
that
we're
receiving,
because
we
don't
have.
We
just
simply
don't
have
the
people
on
the
capacity
to
provide
as
much
Service
as
we
would
like
to,
especially
when
unexpected
illnesses
and
absences
occur
and
so
providing
those
additional.
F
X
Mr,
mayor
council,
members,
councilmember,
Carter
I
think
the
shorter
answer
is:
there's
a
finite
there's,
a
fixed
pool
of
resources
and
we
try
to
prioritize
them
differently.
But
if,
if
there
are
opportunities
for
additional
Revenue
enhancements
or
any
other
structural
changes,
I
thought
it
was
an
important
piece
to
talk
about
the
need
and
the
benefit
that
could
happen
and
I
think
you
know
the
the
recent
example
of
having
people
get
sick
in
the
midst
of
having
an
election
and
having
a
thousand
people
a
day
coming
to
the
door.
F
So
currently
R
times
are
820
to
220
and
I.
Looked
it
up,
but
I
also
know
this,
because
I
did
recently
get
passports
at
the
counter,
and
it
took
me
forever
to
get
an
appointment
because
there
are
such
limited
appointments
and
then
the
hours
are
not
super
conducive
for
people
who
have
jobs
during
the
day
and
then
also
have
kids
who
need
passports
and
have
to
miss
school
and
all
that
kind
of
stuff.
So
I
guess
I'm
just
curious
in
terms
of
kind
of
increasing
accessibility
for
our
community.
Z
Z
The
plan
would
be
to
increase
the
number
of
appointments
that
we
have
during
the
day
and
also
to
be
able
to
schedule
out
more
than
just
a
week.
Currently,
we
schedule
our
passport
appointments
out
one
week
in
advance,
and
so
it
does
make
it
very
very
hard
to
get
an
appointment
because
you
have
to
be
ready
to
go
Monday
morning
for
the
following
week
and
if
so,
if
you're,
trying
to
plan
in
advance
around
children's
days
off
that
kind
of
a
thing,
it
makes
it
difficult.
Z
But
given
the
the
level
of
staff
that
we
have,
if
we
have
someone
who's
absent
unexpectedly
or
illnesses
unexpectedly,
if
we
we
found
that,
if
we
schedule
out
more
than
a
week
in
advance,
we
end
up
having
to
call
people
potentially
and
say
I'm.
Sorry
we're
not
going
to
be
able
to
fulfill
your
passport
appointment,
because
we
just
have
such
limited
resources.
Well,.
F
Yeah
I
mean
I
I.
Do
think
that,
given
the
benefit
that
we
would
see
as
a
city
and
our
residents
and
people
in
surrounding
communities
would
see
in
accessing
more
opportunities
for
passport
times,
I
mean
it
did
remind
me
of
kind
of
the
summer
camp
lottery
or
not
Lottery
the
summer
camp
registration
system,
where
I
was
like
Monday
morning,
I
was
ready
to
go,
you
know,
and
so
and
given
that
the
revenue
is
around
50
000,
so
then
the
cost
would
really
be
around
20.
I
mean
I.
F
T
Z
Council,
member
Coulter
that
50
000
is
a
projection
based
on
our
current
rate
of
accepted
passport
applications
per
week.
We
typically
always
fill
our
appointments,
but
we
do
have
occasions
where
our
customers
do
not
show
up
or
are
not
prepared,
or
they
schedule
an
appointment
when
it's
really
a
renewal,
and
so
an
appointment
isn't
necessary
and
so
that
that
50
000
is
based
on
our
current
rate
of
a
having
folks,
actually
successfully
complete
their
passport
appointment
and
provide
us
with
the
35
reimbursement
or
fee
that
we
charge
for
accepting
that
passport
application.
Okay,.
T
Thank
you.
That's
that's
helpful
to
know
when
you
actually
already
answered
my
second
question,
which
is
I
mean:
do
you
essentially
do
we
think
we
could
fill
out
these
appointments
if,
if
this
new,
if
these
changes
were
made-
and
it
I
mean
it
sounds
like
appointments-
are
already
filled
up
as
it
currently
stands,
so
it
it
seems,
I
mean,
do
you
do
we
think
that
is
the
case
that
if
we
have
these
35
more
slots
per
week,
that
we're
gonna
we're
gonna
fill
them
up
pretty.
Similarly,.
Z
Mayor
and
council
member
Coulter
I
don't
see
us
having
an
issue
filling
up
those
passport
appointments.
It's
one
of
our
most
frequent
phone
calls
is
how
do
I
get
an
appointment
and
when
can
I,
get
an
appointment
and
did
they
already
fill
up
this
week?
There
also
aren't
very
many
other
passport
acceptance
facilities
near
us
and
so
we're
kind
of
one
of
the
only
shops
in
town.
If
you're
looking
to
apply
for
a
passport.
B
Remember
Lowman,
so
just
one
one
question:
it
was
kind
of
intriguing
that
that
councilmember
Carter
had
asked
about
the
passport
pieces
that
so
I'm
noticing
here
as
I
look
at
the
the
post
office
that's
kind
of
located
next
to
the
airport.
That's
that
closes
down
at
11
PM
is
there?
Is
there
some
reason
why
that
we
can't
send
our
stuff
later
by
getting
it
over
there
or
is
there
something
restriction
in
terms
of
got
to
be
sent
through
Bloomington.
Z
This
proposal
does
not
take
into
account
the
additional
cost
we
would
have
for
either
having
a
staff
member
bring
late
night
passport
mail
to
the
to
the
airport,
either
you
know
having
it
couriered
or
having
it
having
it
delivered
there.
So
that
would
probably
increase
some
of
our
staff
costs
to
try
and
do
that
and
decrease.
Then
the
amount
of
passport
appointments
we
could
do
if
we
were
trying
to
open
it
up
in
the
evenings.
Z
B
Of
course,
no
just
more
so
we
we're
just
trying
to
understand
what
what
that
restriction.
What
was
stopping
it
from
going
later
on
in
in
the
evening
whether
or
not
it
be
so
if,
if
we
could
get
to
the
airport
theoretically,
we
could
expand
those
evening
hours
and
that
just
just
a
curiosity
that
I
had
and
maybe
another
council
member
had
so.
H
H
Z
Mayor
and
a
council
member
I,
don't
have
them
all
memorized
off
the
top
of
my
head.
We
typically
send
folks
down
to
Apple
Valley,
because
there
there's
a
Dakota
County
service
down
there.
That
does
not
require
appointments,
and
so
typically
that's
where
our
customers
that
we
can't
serve.
We
recommend
they
go
because
they've
they've
already
tried
other
passport
acceptance,
facilities,
there's
one
in
Richfield
and
so
and
that
that
also
requires
appointments.
And
so
that's
typically,
where
our
kind
of
overflow,
if
you
will
heads,
is
down
to
Apple
Valley.
H
Z
Oh
mayor
and
council
member
Nelson,
there
are
other
things
that
these
positions
do
in
addition
to
the
passport
acceptance
agents.
So
this
is
also
our
licensing
staff
that
provide
service
to
all
of
our
licensed
applicants
via
the
you
know,
the
mail
or
the
phone,
or
that
come
in
and
stop
to
our
counters.
So
it's
processing
all
of
the
Alcohol
Tobacco
massage
therapy.
Z
We
work
closely
with
environmental
health
to
take
in
all
of
the
applications
for
rental
licensing,
for
our
our
food
and
beverage
upper
licensing.
We
process
the
contractor
licenses
and
work
closely
with
Building
Inspections,
so
there
are
other
pieces
that
the
licensing
Specialists
do
in
addition
to
the
passport
acceptance.
I
don't
have
a
breakdown
of
exactly
how
much
would
be
passport
and
how
much
would
be
licensing.
It's
certainly
something
we
could
estimate.
Z
H
I'll
be
honest:
I,
don't
know
that
I
need
that
I.
Just
I
noted
that
you
know
we
did
close
the
DMV
because
there
were
other
locations
provided
by
the
county.
Nearby
and
obviously,
passports
are
a
federal
item,
not
a
city
item
generally,
but
it
seems
like
the
staff
is
being
utilized
in
other
areas,
and
so
the
cost
is
probably
not
that
significant
cost
not
not
like
we're
looking
at
in
those
other
areas,
so
just
wanted
to
check.
So
thank
you.
Thank
you.
Council.
A
X
X
We
are
currently
at
137
full
and
part-time,
which
is
you
know,
roughly
a
fifth
of
the
workforce,
and
so,
as
we
look
at
year
two
year
three
year,
four
with
nearly
a
50
turnover
in
staff
sort
of
anticipated
in
that
maybe
four
or
five
year,
time
frame,
training
and
development
is
going
to
be
a
significant
item.
Then
you'll
hear
me
talk
about
repeatedly
in
future
years.
E
A
C
C
R
K
R
C
Of
the
137
give
or
take
correct,
okay,
okay,
I
I
am.
This
is
not
related
to
the
budget
explicitly,
although
I
guess
to
some
degree
it
is
if
we
have
to
hire
additional
HR
staff
because
attrition
is
is
bad
or
high.
Maybe
is
a
better
word
than
bad,
then
what
are
we
doing
about
lowering
the
attrition
rate?
It
just
would
be
another.
You
know
normal
question
and
I'm
just
curious.
If
there's
any
thought
on
that
front
from
an
HR
perspective,.
X
Mr,
mayor
council
members,
council
member
a
couple
of
things
so
number
one.
We
are
trying
to
do
integrated
sort
of
State
interviews
with
employees
to
make
sure
that
they're
having
the
tools
and
resources
they
have
to
be
successful.
We're
making
some
pretty
significant
investments
in
training
and
development,
both
not
only
sort
of
on
the
racial
Equity
front,
but
also
just
project
management,
Performance,
Management,
trainings
things
that
can
do
some
enhancements,
so
they
can
grow
professionally.
X
X
The
other
thing
I'll
just
mention
is
that
we
are
going
to
bring
on
18,
full-time
firefighters
and
potentially
six
more
full-time
firefighters
year
over
year
over
year,
until
we
get
to
some
number
North
of
60
or
70,
and
so
those
new
recruitments.
Those
new
Staffing
plans
that
new
fire
department
model
is
going
to
also
require
a
lot
of
attention
and
resources
from
HR
staff.
C
I
agree
with
all
of
that:
I
I
think
it's
important.
You
know
for
people
to
know
that
it.
You
know
this
is
not
maybe
hard
and
fast,
but
from
an
HR
perspective.
Generally
speaking,
it
costs
11
times
more
to
hire
a
new
person
than
it
does
to
retain
an
old
one
or
an
existing
one,
and
so
you
know
making
sure
that
we're
focused
on
retention
strategies.
There
is
actually
a
a
budget,
conscious
item,
and
so
you
know,
I
want
us
to
be
thinking
about
that.
It
sounds
like
you
are.
A
E
A
I
will
point
out
where
to
item
2.3
now,
where
our
budget
discussion,
our
2023
budget
and
tax
levy
discussion,
I,
will
point
out.
It
is
now
10
minutes
after
nine
we're
three
hours
and
10
minutes
in
two
hours
left
before
11
o'clock
deadline,
just
pointing
it
out
to
both
staff
and
to
council,
as
we
as
we
continue
to
move
forward
here.
Let's
keep
an
eye
on
the
clock
and
make
sure
that
we
we
don't
extend
this
longer
than
it
needs
to.
D
D
There
was
a
focus
on
the
new
strategic
priorities
plan,
so
we
wanted
to
align
the
budget
with
the
new
strategic
plan
and
just
as
a
recap
of
what
has
happened
to
this
date,
May
was
the
Citywide
budget
kickoff,
as
I
said,
aligned
with
a
new
strategic
plan.
June
is
when
departments
entered
their
budget
requests
into
our
Eunice
Erp
Financial
software
in
July,
the
Departments
had
individual
budget
meetings
with
the
city
manager,
assistant
city
manager,
CFO
and
me,
and
then
in
May
I'm.
Sorry,.
D
Or
from
May
through
October,
we've
had
monthly
public
engagement
events,
and
so
I've
talked
about
in
the
past,
rather
than
having
just
a
budget
event
here
at
the
city
or
a
virtual
event
that
we
tried
last
year,
which
we
had
very
low
attendance.
Instead,
I
went
out
into
the
community
on
evenings
and
weekends
monthly
and
had
a
budget
table
set
up
and
gave
out
budget
information
and
got
feedback
for
the
residents
had
a
budget
game
that
they
could
use.
D
Coins
that
represented
property
taxes,
so
visually
what
their
priorities
were
and
then,
of
course,
August
22nd.
We
had
a
similar
budget
meeting
like
this
when
we
were
getting
ready
when
you
were
getting
ready
to
approve
the
preliminary
tax
levy,
then
that
2023
preliminary
tax
levian
budget
was
approved
on
September
12th
at
10
and
a
half
percent
increase
from
2022
and
then
the
last
couple
months.
We've
had,
as
we
just
finished
up
here,
these
in-depth
apartment
budget
presentations,
giving
you
more
detail,
taking
a
deeper
dive
into
the
budgets.
D
D
D
This
is
just
a
recap
that
a
10
and
a
half
percent
tax
levy
increase
the
preliminary
budget
that
equated
to
11.49
per
month,
increased
to
the
median
value
home
and
that
7.52
7.52
of
that
amount
is
an
investment
in
police
and
fire
with
the
positions.
Also,
the
increased
costs
with
the
body
cameras,
axon
fees
and
some
other
police
equipment
and
Fire
Equipment.
Also,
the
increase
in
debt
service
for
a
fire
station
number
four:
that's
in
there.
D
So
slide
just
talk
just
to
look
at
what
our
tax
levy
increases.
We've
said
before
10
and
a
half
percent
increase
is
much
higher
than
we've
ever
had
then
I
I'm,
aware
of
as
far
as
an
increase
in
year
to
year
and
since
2016,
it's
more
between
four
and
five
percent.
On
average,
in
the
last
two
years,
we've
been
very
specific,
very
intentional,
about
trying
to
keep
the
tax
levy
as
low
as
possible
at
a
2.75
increase.
D
These
are
the
preliminary
2023
tax
level
increases
to
some
comparable
cities
within
the
Metro.
You
can
see
they
are
all
on
average
higher
than
they
are
and
have
been
in
past
years,
there's
Bloomington
at
10
and
a
half
percent.
There
are
ones
that
are
higher
than
us
and
ones
that
are
lower
as
well,
but
even
the
lowest
one
there
at
4.19
is
a
lot
higher
than
you
know,
but
typically
when
we're
looking
at
tax
levy
increases
from
year
to
year
and
on
average,
all
these
together
are
8.72
percent
increase.
D
It's
slowly
coming
back,
okay,
Minnesota
Department
of
Revenue
released
this
on
Friday
and
so
I
added
the
slide
for
cities
in
Minnesota.
They
took
the
overall
levies
of
all
of
the
cities
for
the
preliminary
Levy
and
compared
that
to
the
2022
Levy
and
in
total
that
was
a
9.1
percent
increase
for
cities.
So
I
just
have
that
highlighted
there
as
a
comparison
for
Bloomington,
and
you
can
see
the
counties
Township
Schools,
not
as
high,
but
those
are
all
there
as
well.
D
And
then
I
just
wanted
to
quickly
talk
about
I
already
talked
about
this
a
little
bit
about
what
we
did
differently
for
public
engagement
around
the
budget
in
the
community.
So
in
all
it
was
367
people
I
have
the
different
events
listed
there
and
the
amount
of
people
so
I've
already
shared
kind
of
details
back
in
August.
D
That's
public
also
included
our
responses
from
the
farmers
market
and
from
the
Fire
Department
open
house,
where
we
had
a
lot
of
people
stop
by
I
also
had
I
think
it
was
five
residents
that
either
emailed
or
called
and
I
have
their
detailed
feedback
as
well.
For
your
information,
that's
there,
but
I
didn't
want
to
read
through
all
that
this
evening
and
then
again
this
was
a
new
thing
that
we
did
this
year.
Was
this
budget
game
where
we
had
different
categories?
D
Just
to
align
with
different
areas
of
spending
and
strategic
priorities-
and
we
got
this
idea
from
the
city
of
Duluth-
they
do
something
very
similar
and
I
learned
this
at
a
conference
so
that
in
July
the
conference
was
in
June
and
so
in
July
I.
We
started
trying
this
out
here
and
just
want
to
make
the
point
I
think
I
think
some
residents
have
you
know
said
this
is
not
a
a
huge
amount
of
people
that
have
stopped
by
and
it's
I
just
want
to
make
a
point.
D
This
is
not
a
statistically
accurate
survey
in
any
way.
It's
more
of
an
engagement,
kind
of
education
on
what
city
property
city,
property
taxes
are
spent
on,
and
just
kind
of
give
them
a
sense
of
different
events.
We're
at
where
we're
seeing
you
know
where
people
are
using
their
coins,
that
represent
property
taxes
and
how
they're
allocating
those
and
I
highlighted
like
in
each
event.
You
can
see
like
the
top
two
and
it
changed
at
different
events
that
we
were
at.
E
C
Yes,
sir,
thank
you
very
much
Mr
Mayor
I
I,
just
before
we
moved
on
to
the
next
part
of
the
conversation
I
just
wanted
to
personally.
Thank
you
Kari
for
doing
what
you
did.
That's
a
above
and
beyond
the
Call
of
Duty,
in
the
sense
that
I
don't
know
that
there's
many
City
buddy
budget
managers
who
are
out
there
on
nights
and
weekends
talking
to
fellow
members
of
their
Community
and
doing
so
much
work
to
try
to
be
available
to
community
members.
You
know
across
the
city,
so
just
personal!
C
C
D
So
what
I
mean
by
the
base
budget
is
that
just
starting
off
it
was
the
existing
positions,
but
then
there
were,
as
we
were
talking
about
a
little
earlier-
some
new
positions
added
during
this
year
that
we
had
talked
about
like
the
additional
equity
and
inclusion
specialist,
the
legal
compliance
manager,
legal
compliance,
paralegal
and
then
the
four
firefighters
fire
inspectors
have
were
added.
So
that
was
included
in
the
base
budget.
But
there
was
no
additional
Staffing
requests
on
top
of
that
or
increases
in
discretionary
spending,
no
increase,
Debt,
Service
and
no
base.
D
D
So
that's
what
was
driving
the
7.76
percent
and
just
a
highlight
of
then
positions
we
added
on
to
that
there
were.
There
were
more
requests
than
this,
but
these
were
the
ones
that
came
in
that
stayed
into
the
2023
budget
request
that
was
approved
for
the
preliminary
there
were
six
new
firefighters,
two
new
police
officers
of
those
six
that
were
requested.
The
dispatch
coordinator
and
trainer
one
human
resources
representative
one
suspended
sustainability
specialist
that
would
work
with
Emma
Strauss
and
then
one
additional
Park
keeper.
D
And
so
this
is
what
was
approved
for
the
2023
preliminary
and
so
adding
those
additional
Staffing
positions.
I
just
went
over
and
then
also
increasing
supplies
of
materials
that
have
increased
due
to
inflation,
increasing
increases
for
those
part-time
seasonal
wages
to
compete
with
the
current
job
market,
initially
that
all
of
that
was
an
increase
of
over
11
percent
and
then
in
order
to
bring
the
tax
levy
down
to
ten
and
a
half
percent.
D
We
increase
the
amount
of
money
which
we
called
tax
stabilization,
that's
transferred
from
the
Strategic
priorities
fund
and
that
was
planned
like
starting
in
during
the
pandemic,
to
kind
of
offset
our
decline
in
lodging
and
emission
taxes.
So
we
had
that
planned
at
1.1
million
dollars
and
we
bumped
that
up
to
1.83
million
dollars
for
the
preliminary
general
fund,
and
that
was,
as
we
said,
is
kind
of
a
like
a
placeholder,
because
we
thought
there
could
be
some
other
things.
D
But
we
didn't
know
where,
like
we
might
have
additional
revenues
or
cost
savings
other
places.
So
that
was
the
this
is
the
preliminary
and
so
on
the
on
left
side,
column.
You've
got
the
2022
tax
levy
in
those
different
categories,
the
biggest
part
being
the
general
fund.
But
we
also,
as
we
kind
of
went
through,
we've
got
some
for
communications.
D
D
And
then
this
just
another
way
to
look
at
this,
the
the
preliminary
2023,
the
proposed
2023
tax
statements
were
just
recently
mailed.
So
probably
everyone
has
received
theirs
and
just
to
highlight
that
when
you
receive
that
property
tax
statement,
it's
not
just
the
city,
that's
on
the
property
tax
statement,
it's
the
city,
county,
school
property
tax
as
well,
and
other
property
tax,
taxing
entities,
and
so
this
would
be
for
a
median
value
home.
D
E
D
Okay,
so
since
the
preliminary
20
to
23
tax
levy
was
set
in
September,
we've
had
some
very
positive
developments
that
have
happened
so
we
received.
We
got
news
that
we
received
the
safer
Grant
this
and
that's
stands
for
the
staffing
for
adequate
fire
and
emergency
response.
So
that's
going
to
pay
for
18
full-time
firefighters
for
three
years,
as
I
said
earlier,
this
evening
seems
like
a
long
time
ago.
We
we
had
our
forecast
for
lodging
in
Mission.
Texas
has
improved
to
308
thousand
dollars.
The
permit.
D
D
So
now
I'm
going
to
get
into
some
different
options,
just
to
show
you
different
things
that
the
council
could
consider
and
how
that
would
affect
the
tax
levy
increase
and
then
I
have
a
chart
at
the
end.
That
kind
of
shows
it
all
together.
So
there's
seven
different
options
here:
I'll
just
kind
of
talk
you
through
each
one
of
these
and
then
have
the
chart
in
total.
D
D
D
There's
still
definitely
a
need
for
those
six,
but
in
this
option
we
would
not
have
them
start
until
July,
so
you
would
have
a
half
year
of
savings
and
then
also
in
this
option
we
would
reduce
the
amount
of
the
money
coming
from
strategic
priorities
into
the
general
fund
back
to
the
originally
planned
1.1
million
dollars.
Instead
of
kind
of
that
1.8
million
dollar
placeholder
option,
one.
D
Option
two:
it's
a
lower
tax
levy
increase
at
eight
point,
five,
four
percent
and
the
first
two
are
the
same
as
what
I
just
said,
with
the
two
having
four
police
officers
and
having
the
six
firefighters
starting
Midway
through
the
year.
But
we
would
keep
the
amount
from
strategic
priorities
fund
at
1.8
million.
So
that's
why
it's
a
not
as
much
of
a
property
tax.
D
D
This
one
is,
we
would
just,
we
would
only
have
18
firefighters,
so
we
wouldn't.
We
wouldn't
bring
those
six
in
at
all
that
are
currently
there
and
we
basically
use
that
savings
to
reduce
down
the
Strategic
priorities
back
down
to
1.1
million
and
doing
that
and
then
it
also
all
of
these
scenarios
are
also
incorporating
in
the
additional
permit
revenues
and
lodging
admission
tax
revenue.
So
that's
how
it's
able
to
bring
that
down.
D
D
D
D
Here's
a
chart
with
all
of
them,
so
I
will
just
kind
of
explain
what
I've
got
in
this
chart.
It
was
the
the
seven
options.
I
just
went
through
the
the
top
one
that
says
prelim
that
is
based
on
the
old
revenues.
As
far
as
the
you
know,
the
lower
lodging
Mission
tax
and
the
lower
permit
Revenue,
so
that's
kind
of
a
not
quite
the
same
when
you're,
comparing
so
that's
just
showing
it
where
we
started,
but
that's
a
has
different
variables
in
there,
but
options
one
through
seven
there.
So
I've
got
X's
checked.
D
If
we're
going
to
take
strategic
priorities,
amount
back
down,
that's
checked
or
if
we're
going
to
have,
firefighters
still
have
the
six
firefighters
but
wait
till
July
to
bring
them
on
board.
If
we're
going
to
have
the
two
additional
police
officers
or
not
or
if
we
want
to
have
an
option
or
if
you
want
to
have
an
option
that
there
wouldn't
be
any
additional
firefighters,
we
just
have
the
18
that
are
coming
with
the
safer.
D
R
Thank
you,
Mr
Mayor
and
Collins
members.
Thank
you,
Corey
for
the
very
comprehensive
walkthrough
and
the
numerous
options
to
choose
from
I
just
want
to
plant
my
flag
in
the
ground
here
on
a
couple
of
items.
As
the
council
starts,
their
conversation
I
feel
relatively
strongly
about
the
Strategic
priorities
and
and
not
continuing
to
have
the
1.8
million
dollar
Levy
stabilization
at
that
amount.
R
I
that
that's
a
number
that
is
getting
uncomfortable
for
us
from
a
staff
position
in
terms
of
the
amount
of
that
structural
imbalance,
especially
combined
with
the
fact
that
the
you
know,
the
revenues
that
we're
forecasting
I
think
are
reasonable
and
we
have
to
receive
those
revenues
to
make
sure
that
we
balance
every
year.
So
I
heard
a
comment
earlier
about
the
conservative,
Revenue
estimates
and
I
think
that
I
don't
think
that
that's
the
word
I
would
use
for
our
current
budget.
R
I
think
that
we
have
reasonable
Revenue
projections,
especially
in
the
area
of
building
permits
in
the
the
issue.
There
is
really
one
about
what's
trying
to
forecast,
what's
going
to
happen
in
the
market
and
I,
think
it's
pretty
evident
that
the
combination
of
interest
rates
and
inflationary
pressures
is
having
a
significant
dampening
effect
on
single
family
residential
construction.
R
R
A
T
T
R
T
R
A
AB
AB
That
list
will
be
good
for
a
year
so
that
that
really
won't
be
much
enough
affect
the
the
difference.
The
it's
a
big
chunk
anyway
at
18
and
I,
think
that's
the
stressor.
The
additional
six
won't
be
any
anything,
much
more
different
from
that,
because
we'll
have
already
done
most
of
the
legwork
to
get
to
the
18.
AB
AB
AB
There's
no
way
to
to
minimize
the
the
the
fact
that
we're
struggling,
Staffing,
wise
and
there's
no
way
to
fix
that
in
a
hurry,
as
as
you
guys
know,
so
any
little
bit
will
help,
but
for
the
fact
that
we
got
the
safer,
Grant
I
would
have
been
grateful
for
sex.
So
I
want
to
be
a
little
cautious
here,
but
you
know:
24
is
better
than
18.
It
builds
efficiencies
quicker
and
I.
AB
Think,
just
to
somebody
I
can't
remember
who
made
the
point
here,
but
when
the
18
come
on
to
the
general
fund
in
26
will
have
already
done
some
of
the
front
work
for
six
a
year
in
between
now
and
then
and
it
will
actually
make
the
impact
lighter,
I,
think
than
trying
to
add
18,
plus
six
etc,
etc.
So
we're
kind
of
spreading
out
our
impact
that
we're
trying
to
build
up
our
staffing
model
and
get
to
that
hybrid
model.
I
hope
that
answered
your
question.
Mr
Mayor
and
Council.
A
D
B
You
know
year
after
year
and
so
I
think
we've
got
to
think
about
that
in
terms
of
those
folks
that
are
are
going
to
be
facing,
you
know
inflation.
You
know,
you've
got
a
lot
of
layoffs
that
are
happening.
There's
a
projected
downturn
going
into
next
year,
so
I
really
do
think
that
what
councilman
Nelson
is
putting
forward
is
something
we
really
need
to
think
about
as
we
as
we
as
we
as
we
walk
forward
into
this
the
next.
B
My
next
question
is
in
terms
of
do
we
have
a
fund
or
someplace
to
place
money
so
that
we
are
building
and
having
ourselves
prepared
for
when
we
get
to
those
years.
When
that
when
the
safer
Grant
ends,
is
there
a
amount
of
money
that
we're
going
to
be
putting
aside
for
that
kind
of
like
what
we
did
with
the
fire
pension
piece,
Mr
brogie.
R
Mr
Marin
council
members,
council
member
Lohman,
the
Strategic
priorities
fund,
has
been
identified
as
carrying
out
tax
levy.
Stabilization
you'll
recall
coming
out
of
coming
out
of
the
covet
budgeting
that
we
had
that
in
there
initially
for
another
two
to
three
years,
but
recognizing
that
we
have
this
transition
with
the
Staffing
with
the
safer
Grant
we've
pulled
that
stabilization
number
out
into
25
so
that
we
can
start
to
make
that
transition.
Okay,.
B
B
So
then,
what
I
would
say
is
that,
just
from
my
perspective,
with
all
being
said,
I
would
like
us
to
kind
of
focus
on
that
that
Public,
Safety
and
police,
so
I'd
like
to
see
that
that
six,
firefighters
and
I'd
also
like
to
see
the
six
police
included
in
in
that
number
I.
Don't
know
what
that
number
looks
like
by
by
trying
to
do
that,
but
I
think
that
you
know
we
talk
about
this
being
a
public
safety.
B
I
think
that
the
both
Chiefs
have
made
compelling
cases
for
what
they're
trying
to
do
and
we're
we're
telling
the
public
that
we
want
to.
You
know,
have
a
public
safety
piece
here.
I
think
we
need
to
try
to
try
to
do
that
if
we
can
and
try
to
provide
that
at
a
as
most
reasonable
rate
as
possible
with
the
most
likable
or
the
most
likely
chances
that
we're
going
to
get
to
those
numbers.
So
that'd
be
that
that's
my
point
of
view.
Mr
fabric.
R
Thank
you,
Mr
Mayor
and
council
members,
councilmember
Lohman,
so
you'd
be
looking
at
option
one
or
two
based
on
what
I
understood
you
to
say
so
option
one
would
be
9.6
percent
and
that
would
be
leaving
the
strategic
priorities.
Levy
stabilization
amount
at
1.8
I'm,
sorry,
the
other
way
around
that
would
be
reducing
it
from
1.8
to
1.1.
If
you
were
to
go
with
option
2
at
8.5
percent,
that
would
be
the
six
firefighters
and
the
two
additional
police
officers,
but
it
would
leave
the
Strategic
priorities.
Stabilization
amount
at
1.8,
I.
B
And
the
other
piece
that
I'd,
like
you
to
work
on,
is
because
I
think
that
council,
member
Nelson
really
has
something
there.
You
know
in
terms
of
the
you
know,
because
each
year
I,
you
know
we
come
back.
We
ask
for
a
you
know
for
a
certain
you
know,
Levy
and
then
there's
this
budget.
You
know
this
budget,
positive
performance
and
I
I.
B
R
We're
required
to
Levy
for
a
contingency
that
is
two
and
a
half
percent
of
our
operating
budget,
and
so
that's
two
million
dollars,
Curry,
yes
right
and
so
the
contingency
fund,
we're
required
to
do
that's
going
to
create
you
know
so
that
two
million
dollars,
if
we
stick
to
our
the
rest
of
our
budget,
you're,
going
to
have
positive
budget
variance
just
because
of
the
contingency
we
also
budget
for
an
estimated
unspent.
So
as
as
much
as
our
directors
appreciate.
R
All
of
that
is
allocated
for
their
operations.
We
also
expect
that
there's
going
to
be
money
that
doesn't
get
spent
and
a
lot
of
that
comes
in
Staffing.
What
we
have
is
frictional
vacancies,
but
we're
already
accounting
for
that
in
our
budget,
because
we
already
calculated
amount
that
we're
expecting
for
estimated
unspent.
So
the
you
know,
in
most
years,
the
positive
budget
variance
is
pretty
close
to
what
the
contingency
amount
is
and
a
little
bit
of
extra,
because
the
revenue
is
coming
a
little
bit
more
than
we
forecast
and
that's.
N
C
Thank
you,
Mr
Mayor,
yeah,
I
I,
wanted
to
ask
a
couple
clarifying
questions
here
and
and
I
I
do
think
that
this
year's
positive
budget
variance
or
if,
however,
you
want
to
call
it
Surplus,
whatever
I
mean
I,
know
that
that
had
a
lot
to
do
with
the
specific
pandemic
grants.
We
were
given
to
wasn't
that
true
city
manager,
yep.
R
C
C
Yeah,
okay
and
then
we
can't
count
on
that
going
forward.
Obviously,
okay!
So
a
quick
question
for
you.
What
is
the?
What
is
the
number
of
firefighters
we
when,
when
the
safer
Grant
runs
out?
What
is
the
number
of
firefighters
we
wanted
to
have
added
to
the
budget
at
the
end
of
it?
So
we
have
18
we're
front
loading
18,
because
we
have
this
safer
grants.
We
can
do
18
instead
of
the
666
that
we
talked
about
right.
What's
the
number
at
the
end,
at
in
2026
that
we
were
trying
to
get
to.
E
AB
AB
C
Yes
understood
so
so,
if
that's
a
10-year
plan-
and
let's
say
that
10-year
plan
kicked
off
I,
don't
know
when
you
guys
consider
it
being
kicked
off.
But
let's
say
it
was
a
10-year
plan
to
get
to
135
75
full-time
60
paid
on
call
this.
This
18
that
the
safer
Grant
supports
and
that
we
have
to
come
up
with
the
money
for
come.
C
2026
is
18
of
that
75
correct,
yes,
okay,
there's
a
the!
What
I'm
trying
to
understand
is
if
our
goal
is
to
get
to
75
by
year,
10
assuming
we
start
year,
10
in
I,
don't
know
this
year
next
year
last
year,
I'm
not
sure,
but
assuming
we
start
there,
that's
an
average
higher
of
7.5
firefighters
per
year
for
10
years.
C
If
we
were
doing
18
now
we
are
two
years
ahead
of
schedule
of
seven
and
a
half
a
year
for
ten
years.
Is
that
the
way
we're
thinking
about
it
or
I'm?
Just
trying
to
understand
like
what?
What
our
strategic
plan
is
to
get
to
that
75
number
and
and
and
how
we
can
move
the
move,
the
needle
when
we
need
to
to
continue
the
pace
that
we
want
to
get
to,
but
but
potentially
adjust
accordingly,
based
on
the
the
the
the
the
needs
that
we
have
so
so.
C
In
other
words,
if
I
want
to
put
two
additional
police
officers
in
here
and
I
say:
if
I
do
that
and
I
don't
do
the
six
firefighters
additional
to
the
18
am
I
hurting
our
chances
of
getting
to
that
10-year
plan,
because
I
don't
have
to
hire
the
10.
The
two
firefight,
the
two
police
officers
again
next
year,
but
I
still
have
to
hire
firefighters
next
year.
So
I
know
that
you're
going
to
come
back
and
we're
going
to
add
another
percent
to
the
levy
next
year.
C
AB
AB
AB
So
I
will
tell
you
that
the
plan
is
nothing
more
than
what
I
brought
to
council
and
that
can
be
adjusted
and
it
can
be
adjusted
any
way
that
the
council
would
like
to
including
saying
that.
Okay,
we're
not
going
to
hire
sixth
that
year
we're
going
to
hire
12
the
year
after
that,
or
is
anything
along
that
along
that
measure
10
years
I
think
is
a
long
time
to
look
out
for
anybody
right
now.
AB
C
I
appreciate
that,
thank
you,
so
the
yeah
I
I
feel
like
so
here's,
where
I'm
sitting
at
the
moment,
just
to
kind
of
become
but
give
what
I'm
looking
for
is
a
combination.
Here,
that's
maybe
not
on
this
board.
Maybe
it
is
on
this
board,
but
ideally
I
think
something
under
nine
percent
would
be
great
and
it
it's
good
to
see
that
there
are
five
options
on
the
table
here
that
are
that
are
in
that
four
options.
C
One
two
one,
two
three
four
five
five
options
on
the
table
here
that
are
in
that
range,
so
I
feel
like
I
feel,
like
I,
there's
some
places
to
work
so
now
I'm
in
the
now
I'm
in
the
process
of
things
like
what,
if
we
reduced
the
I'm
making
this
up.
But
what,
if
we
reduce
the
Strategic
priorities
transfer
to
1.1?
C
We
didn't,
we
didn't
add
the
six
firefighters
we
only
added
two
firefighters
and
they
started
in
July
and
we
added
the
police
officers
am
I
still
under
nine,
like
those
are
the
kinds
of
things
I'm
starting
to
think
about,
and
I
don't
know.
If
we
could,
we
could
do
that
math,
and
so
it
would
be
over
the
18.
You
still
get
two
more:
that's
not
the
six
that
we're
looking
at,
but
it's
still
adding
more
plus
we
get
the
police
officers
which
we
know
we
need,
plus
we,
you
know,
get
the
rents.
C
The
stabilization
back
so
I'm
wondering
if
that's
an
option
and
if
that
falls
somewhere
between
it
to
me,
feels
like
that
would
maybe
fall
somewhere
under
that
9.63.
Maybe
it
sits
around
that
8.54
number
I
don't
know,
but
if,
if
we
could
look
at
something
like
that,
I
would
be
interested.
I
do
agree
that
you
know
we
want
to
keep
investing
in
this.
These
Public
Safety
needs,
and
so
I
don't
want
to
be
shy
about
doing
that
investment
but
I.
You
know.
I
also
agree
with
the
stabilization
comments
that
you
know.
C
That's
just
kicking
a
can
down
the
road
that
that
we
can't
commit
to
fixing
in
the
same
way
that
we
can
commit
to
fixing
it
with.
You
know,
commit
to
fixing
or
adding
the
firefighters.
We
know
we
need
in
whatever
configuration
we
can
over
the
next
five
eight
ten
years,
whatever
the
right
number
is
there
so
I
don't
know
if
that's
helpful
or
not
or
but
I.
Maybe
we
can
do
something
like
that.
C
Yes,
sir,
yes,
sir
thanks,
yes,
Mr
Mayor
and
city
manager,
if
we
could
I,
don't
know
if
that's
a
a
fairly
easy
configuration
to
to
offer
up.
So
it's
basically
number
two
but
sorry
it's
number
one
except
it's
two
firefighters
to
start
in
July.
Instead
of
six
and
I,
just
don't
know
what
that
number
is.
A
A
So
what?
If
is
it
possible
for
the
seven
of
us
tonight
to
come
up
with
a
number?
A
levy
amount
that
we're
a
loving
number
that
we're
comfortable
with
and
then
the
priorities
around
it,
whether
it's
reducing
the
the
Strategic
priorities,
transfer,
whether
it's
adding
firefighters?
That
kind
of
thing?
If
we
could
do
that
and
then
turn
it
back
over
to
staff,
to
try
and
figure
out
exactly
how
we
get
there
I
think
we
might
be
in
a
better
position
than
trying
to
do
a
la
carte
all
night,
because
I
think
we
could.
A
I
Yeah.
Thank
you
just
very
briefly.
The
conversations
we've
heard
in
the
community
at
the
events
I've
heard
from
neighbors
community
members
folks
understand.
We
need
to
go
through
a
foundational
shift
in
the
way
we
approach.
Fire
Safety
Services
in
town,
infrastructure-wise,
Staffing,
wise
and
I
appreciate
the
the
comments
about
kind
of
smoothing
cost
burden
for
residents.
I
But
at
some
point
we
gotta
pay
the
piper
on
this,
so
I
I'm
in
favor
of
doing
option
one,
but
my
priorities
is
Staffing
getting
folks
out
there,
both
in
the
fire
department,
the
police
department,
because
if
we
don't
pay
for
it
today
we're
going
to
pay
for
next
year
the
year
after.
That's
why
I
say
just
go
for
now.
A
H
H
H
If
it
is
going
to
be,
you
know,
if
we
think,
if
we
hit
the
numbers,
would
be
that
2.5
I
also
think
there
are
a
few
things
just
within
other
areas,
like
the
golf
course
160
000
that
we
could
defer
paint
essentially
paying
ourselves
back
on
that
with
low
impact
there
and
we'd
still
be
near
our
working
capital
goal.
Maybe
a
little
bit
of
a
look
of
the
lodging
taxes.
There's
some
things.
H
You
know,
I,
don't
know
what
that
number
gets
to
I'm,
not
going
to
suggest
that
we
do
any
type
of
math
on
that,
but
I'm
just
saying
in
general,
the
firefighters,
the
police
officers,
I
support,
I'm,
open-minded
on
strategic
priorities.
I
just
want
to
know
where
that
leaves
us
and
what
that
does
in
the
out
ears
and
then
the
one
other
area-
and
this
is
maybe
my
bad-
because
I
don't
totally
understand
it.
But
admin
went
up
like
13
and
I
think
that
one
deserves
a
little
bit
more
scrutiny
scrutiny.
H
A
T
Thank
you
mayor.
You
all
know:
I
don't
like
to
pick
arbitrary
numbers
when
it
comes
to
to
levies,
because
I
I
think
I
prefer
to
sort
of
talk
about
priorities
first
and
I.
Guess
where,
where
I'm
at
I
mean
you
know,
as
I
said
earlier,
I
I
get
it
from
sort
of
the
the
perspective
of
transitioning
to
the
full-time
model
and
and
better
outcomes
any
fishing
season,
so
on
with
our
with
our
fire
department.
I
get
that
side
of
it
I'm
I'm.
It's
still
not
clear
I
mean
it
sounds
like
the
answer.
T
T
The
I
mean
the
two
additional
police
officers.
I
I
I
mean
I,
don't
feel
very
strongly
about
the
the
firefighter
thing,
but
I
I'm,
just
I'm
I'm,
not
there.
It
doesn't
feel
to
me,
like
that's,
a
significant
enough
difference
to
really
warrant
that
that
change
right
now,
the
two
additional
police
officers-
I
I,
mean
I.
Think
two,
two
council
member
lohman's
point.
T
T
You
know
that
being
said,
I'm
I'm,
nothing,
there's
nothing
that
I'm,
like
you
know,
gonna
bang,
my
shoe
on
the
desk
about
so
I
I
mean
I
I,
honestly,
don't
disagree
really
with
most
of
with
almost
any
of
the
thoughts
I've
been
expressed
tonight.
That's
just
kind
of
where
I
personally
would
like
to
see
things
go
councilmember.
E
J
F
Maybe
we
have
three
or
four
or
even
five,
just
to
be
able
to
get
us
to
reduce
that
number,
and
it
sounds
like
from
Chief
seal
that
there
might
be
some
opportunity
there
to
do
some
modeling
and
kind
of
figure
out
what
a
long-term
plan
is.
I
mean
we
I
know
we
have
a
plan
in
place
a
10-year
plan,
but
you
know
what
are
the
options
there
in
terms
of
Staffing
up?
F
A
Thank
you,
councilmember
I
mean
I
I
would
I
would
agree,
I
think
below
nine
percent.
If
we're
just
throwing
a
dart
and
without
saying
exactly
where
I
think
below
nine
percent
makes
sense,
I
would
say
that
to
some
of
the
comments
about
yes,
this
is
a
public
safety
budget
without
making
any
changes
right
now,
it's
a
public
safety
budget,
adding
two
police
officers,
adding
the
firefighters
making
that
commitment
to
a
full-time
fire
fighting
staff.
It
already
is
a
a
public
safety
budget.
A
It
makes
me
a
little
hinky
as
well
to
carry
that
out
too
far
and
to
look
for
to
look
for
ways
to
make
that
up
in
the
future.
I
think
we
we
had
the
opportunity
to
make
up
a
portion
of
that
now
and
I
think
it
makes
more
sense
to
do
it
now
than
to
to
try
and
plan
for
that
in
the
future.
So
I
I
mean
I
would
I
would
aim
for
that
to
reduce
the
the
Strategic
priorities.
B
I
want
to
throw
another
curveball
here,
so
I
know
that
we've
got
till
the
end
of
the
year,
but
the
markets
haven't
looked
good.
So
when
we
look
at
our
our
fire
pension
piece,
you
know
we're
gonna
probably
take
a
hit
there.
You
know
it
won't
impact
us.
You
know
right
away,
but
that's
going
to
hit
us.
That's
part
of
my
motivation
in
terms
of
wanting
to
kind
of
front
load
some
of
this
stuff.
B
Now,
as
we
get
into
some
of
those
out
years,
we
may
have
to
take
a
step
back
so
I,
don't
know
how
many
years
down
will
be,
but
I
just
you
know,
want
to
make
sure
I
mentioned
that
earlier
in
the
process.
When
we
talked
about
that
I,
don't
want
anybody
to
forget
about
that,
but
there
could
be
impact
so
I'd
understand
it.
We're
trying
to
get
this
in
in
under
a
totally
totally
support
that,
but
that's
just
part
of
what
I'm
thinking.
R
N
R
It's
a
bad
number
and
what
you
mentioned
earlier
about
us,
having
established
a
fire
pension
Reserve
fund
six
years
ago,
is
going
to
neutralize
a
lot
of
that
impact
for
Nick.
So
and
again,
that
is
a
number
that
gets
certified
at
the
end
of
2022
that
we
will
Levy
in
2024.
So
that's
a
that's
a
24
tax
levy
impact,
but
it
looks
like
our
Reserve
fund
should
be
able
to
cover
that
impact
for
24.,
even.
B
With
a
bad
number,
yeah
and
I'm,
not
too
concerned
about
just
that
piece,
we've
got
that
covered,
but
if
it's
multiple
years,
yes-
and
that
is
also
if
we
we
look
at
that-
that's
you
know
one
year
shy
of
when
then
we'd
have
all
these
other
and
seemingly
we
would
look
to
next
year
ad.
You
know
more
and
then
you
know
now
now
you've
got
these
new
folks
coming
in
and
then
you
take
a
an
additional
hit.
B
B
But
if,
if
our
goal
is
to
get
to
that
to
that
that
outnumber
I
I
think
we
ought
to
look
at
trying
to
add
those
additional
those
additional
firefighters
and
if
we
can
get
them
in
this
year,
I
think
it's
a
good
time.
I
just
think
it's
going
to
be
cheaper
to
get
those
six
additional.
You
know,
given
what
we
know
about
the
economy,
given
what
we
know
about
staff
shortages.
You
know
those
dollars
are
going
to
be
cheaper
today
than
what
I
would
think
they're
going
to
be.
E
R
There
was
a
significant
Public
Safety
component
already
in
the
base
and
then
the
addition
of
the
two
police
officers
in
the
dispatch
supervisor.
On
top
of
that
is
additional.
We
had
the
six
firefighters
and
we'll
determine
what's
going
to
happen
with
the
six
firefighters
and
I'm
sure
for
people
who
are
sitting
at
home
and
watching
this
and
trying
to
make
make
sense
of
the
slides
here
just
real
quickly.
We
had
six
in
the
budget.
R
We
received
a
Federal
Grant
after
we
started
our
budgeting
process
that
will
pay
for
18.,
and
so
the
discussion
here
is
whether
we
continue
to
move
forward
with
the
six
that
would
be
covered
by
the
general
tax
levy
that
aren't
covered
by
the
Federal
grant.
So,
yes,
there's
a
significant
amount
of
Public
Safety
investment
already
in
the
budget
and.
H
H
R
Yeah
Mr
mayor
council
members,
councilmember
Nelson,
Chief
seal,
can
probably
speak
to
this
with
more
detail.
Many
other
cities
have
already
made
that
shift
and
their
smaller
departments
than
ours.
So
a
couple
of
them.
You
know
bit
a
good
amount
of
the
Apple
already
so
Eagan
Brooklyn
Park
are
two
that
jump
to
mind
that
in
the
last
couple
years
have
done
that.
So
this
is,
you
know
this
Bloomington
is
not
an
outlier.
R
I'd
say
what
makes
Bloomington
an
outlier
is
that
for
a
community,
this
large
in
a
department
this
large
that
we've
held
on
as
long
as
we
have
to
the
duty
crew
model?
That
makes
us
an
anomaly
and
the
the
difference
here
is
that
we're
providing
a
phase
transition
as
opposed
to
a
pretty
sudden
transition,
and
a
lot
of
that
is
because
we
recognize
the
that
we
have
to
manage
an
impact
to
the
taxpayer.
Yeah
yeah.
H
Okay,
that
and
that's
what
I
was
trying
to
get
I
mean.
It
seems
to
me
and
I,
know:
I've
harped
on
you,
know
different
budgets
and
and
do
think
there's
some
areas
of
savings
in
different
areas,
but
you
know
the
reality
is:
is
I,
think
our
budget
is
actually
not
out
of
line
with
neighboring
communities
and
being
driven
by
some
extraordinary
factors
that
that
we
have
talked
about
for
years
that
we
need
to
face
and
I
think
you
know.
Councilmember
Martin
said
it.
H
You
know
we
need
to
do
this,
you
know
it's,
you
know
we're
just
kicking
the
can
down
the
road,
and
so
we
need
to
do
it
and
you
know
I
I
think
people
from
my
conversations
with
people
they
get,
they
get
it.
They
get
police
fire.
We
need
to
support
that.
We
need
to
make
sure
that
they're
there
when
we
need
them.
So
that's.
A
All
I
got
really
so
I
I
know.
I
said
we
weren't
doing
math
on
the
Fly
and
you
don't
want
me
doing
math
on
the
Fly
better,
but
the
finance
people
did
some
math
on
the
Fly,
and
let
me
just
throw
this
at
you
as
a
possibility,
based
on
the
things
we've
heard,
based
on
what
I've
talked
about
here
so
option.
Four
plus
two
additional
police
officers
would
be
about
9.1
percent.
A
H
A
H
H
H
C
C
There
are
a
number
of
the
number
of
the
budget
Department
budgets
that
we've
looked
at
where
they're,
where
they're
their
Reserve
dollars
are
above
100,
consistently
for
a
period
of
for
a
long
period
of
time,
and
so
the
question
might
be.
Is
there
a
way
to
like
shave
some
of
that
off
right?
Not
that
we
wanted
to
get
everybody
to
drop
to
80
nobody's
trying
to
do
that,
but
is
it?
C
Can
you
go
from
110,
104,
108,
112
down
to
98,
99,
101
or
whatever,
and
does
that
yield
us
places
where
we
have
dollars
then
to
transfer
into
some
of
these
strategic
priorities?
So
that
was
just
as
we
talk
about
sharpening
pencils.
I
wanted
to
make
note
of
the
fact
that
several
of
the
the
spreadsheets
that
we've
seen
going
out
into
you
know
25
26
those
numbers
where
they
are
green
and
they're
staying
green.
Do
we
have
opportunity
there
thanks.
R
R
The
the
next
time
we're
planning
to
have
a
budget
conversation
is
going
to
be
on
December
5th,
when
we
do
the
the
public
hearing
around
the
budget
and
keep
in
mind
that
when
people
are
coming
in
to
testify,
most
of
them
will
have
not
sat
through
this
discussion.
So
they'll
be
reacting
to
the
11.49
or
10.5.
The
10.5
percent
is
what
they
received
in
the
mail,
and
then
we
will
ask
you
later
that
night
to
adopt
a
budget.
R
So
we
will
provide
some
information
to
you
in
advance
about
our
recommendations
for
how
we
can
get
there,
but
keep
in
mind.
You
also
do
have
open
the
possibility
of
deferring
action
until
the
19th
of
December
I'd,
rather
not
do
that,
because
that
gets
to
be
a
pretty
frantic
exercise
for
our
finance
staff
to
get
all
of
the
documentation
ready
and
submitted
to
the
county
to
certify.
So
we're
going
to
try
our
best
to
get
it
done
on
December
5th.
A
I
Thank
you
mayor,
just
real
quick
clarification
for
anybody
watching
or
staff
especially
got
confused
with
my
questions
about
pooling
franchise
fees.
Multiple
communities,
pooling
franchise
fees,
totally
exists.
Southwest
Community
television
is
one
they're
called
cable
commissions.
So
to
quote
one
of
my
favorite
shows
Mad
Men
I
thought
of
that
turned
out.
It
already
existed,
but
I
arrived
at
it
independently
doing
pretty
good.