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From YouTube: July 8, 2020 Community Budget Advisory Committee Meeting
Description
Community Budget Advisory Committee Meeting
A
A
A
A
A
So
the
motion
carries
with
seven
votes.
We'll
then
move
on
to
the
approval
of
the
minutes.
Do
I
hear
a
motion
to
approve
the
minutes,
so
move
move
by
Commissioner,
locs
and
seconded
by
Commissioner
Baylor,
any
other
comments
on
the
agenda
or
exam
down
the
minutes.
If
not
we'll,
then
have
a
boat
co-chair
Peterson
I,
I
from
me
Commissioner.
Oh
sorry,.
D
E
A
A
F
F
So
tonight
for
information
and
updates
I'm
just
going
to
review
a
community
budget,
Advisory,
Committee
timeline
and
deliverables
to
the
City
Council.
A
tentative
calendar
dates
from
July
through
September
that
we've
mapped
out
and
then
also
last.
The
last
meeting,
our
racial
equity
coordinator
of
faith
Jackson
was
here
and
gave
a
presentation
on
advancing
racial
equity
at
the
city
of
Bloomington,
and
she
prepared
a
response.
F
I'll
share
with
you
on
how
the
committee
can
incorporate
racial
equity
engagement
into
their
work
and
then
also
there
was
a
question
at
the
last
meeting
about
how
racial
equity,
as
well
as
poverty,
reduction,
services
and
programs
are
what
kind
of
services
and
programs
are
currently
in
the
general
fund
and
so
I'll
just
give
some
information
about.
Obviously,
the
racial
equity
coordinator
position
that
we
have
and
that
also
some
things
from
our
co-ed
division,
which
is
community
outreach
and
engagement,
and
the
Public
Health
Division.
F
Okay,
so,
first
up
on
this
past
Monday
at
the
City
Council
meeting
chairs,
Steve
Peterson
gave
an
update
to
the
City
Council
about
the
work
you've
been
doing
and
your
planned
deliverables,
and
so
we'll
just
be
at
I.
Think
in
each
meeting,
just
kind
of
bringing
this
up
and
reminding
us
where
we're
at
and
the
timeline
of
the
work
that
you'll
be
doing
so
so
monthly.
The
co-chairs
will
be
giving
our
important
to
the
City
Council,
and
then
we
have
for
August
through
October
time
frame
community
engagement
in
this
process.
F
So
those
are
the
deliverables,
and
that
was
what
was
shared
on
Monday
night
with
me
Council
and
then
what
I
have
next
is
just
from
now
until
except
I'm
middle
of
September,
just
to
share
just
what
we're
thinking
of
and
to
get
your
feedback
as
well
about
the
what
we
have
on
the
calendar
for
dates
and
so
just
to
start
off
just
to
kind
of
review.
What
so
far
we've
already
had.
This
is
the
fourth
meeting.
We've
already
had
three
so
and
that's
been
a
lot
of
kind
of
laying
foundation
of
you
know.
F
F
F
F
We
are
going
to
look
start
getting
into
budget
work
and
it
will
be
all
of
the
internal
service
funds,
except
for
one:
that's
primarily
only
public
safety
and
fire
police
and
fire,
and
that
will
go
when
we
do
the
public
safety
budgets
and
as
we're
talking
through
these
internal
service.
But
funds
we're
gonna
share
with
you.
These
budget
models
that
we
have
and
kind
of
five
years
of
what
the
long
term
models
are
showing
in
a
discussion
of
funding
for
long
term
and
capital
spending
things
like
that
and
then
so.
F
This
is
just
a
tentative,
but
for
potentially
the
August
3rd
meeting
might
be
the
next
council
meeting
where
we
have
another
update
to
the
council.
And
then
we
have
planned
out
for
Wednesday
August
5th
to
be
public
safety,
so
both
police
and
fire,
and
that
would
include
that
internal
service
fund
for
public
safety
technology
and
equipment,
and
also
the
fire
pension
fund
and
along
with
that
kind
of
simultaneously
talking
about
again
kind
of
different
options
for
revenues
and
a
preliminary
tax
levy
proposal.
F
That
would
be
the
remainder
of
the
departmental
budgets,
and
this
is
more
an
internal
ones
like
administration,
legal
and
Finance,
and
then
the
we're
aiming
for
the
September
14th
meeting
City
Council
meeting
would
be
the
meet
the
goal
where
the
the
City
Council
would
have
a
you
know
a
couple
weeks
to
get
the
information
that
the
committee
has
shared
with
them
for
options
for
preliminary
tax.
Let
me
so
before
I
go
on
to
the
next
section
of
this
there
any
is
there
any
questions
or
discussion
or
thoughts
about
this
tentative
schedule?
A.
F
A
B
A
One
thing
I
wanted
to
check
before
I
call
on
anybody
else
here
is
to
get
people's
feedback
on
the
August
calendar
dates
and
if
you
could
kharif
yeah.
Thank
you
for
going
back.
One
page
there
I
think
I
just
want
to
let
folks
know,
as
I
do
personally
have
a
conflict
on
the
26th
which,
just
just
as
a
reminder
for
folks
the
the
last
week
of
summer
is
actually
that
September
2nd
meeting,
because
Labor
Day
is
very
late
this
year.
A
C
F
C
On
the
calendar
that
we
will
be
having
that
special
work
session
with
them
related
to
budget
and
recognizing
that
chair,
Petersen,
chair,
Steve
Peterson
was
going
to
be
absent,
26
you'll,
see
on
the
fifth
and
the
19th.
Those
conversations
about
preliminary
tax
levy
are
that's
one
of
the
deliverables
to
the
council,
so
we
want
to
make
sure
that
we
wrap
that
up
before
one
of
our
co-chairs
is
absent
since
it'll
be
the
co-chairs
having
to
communicate
that
to
the
council
and
we'll
be
really
focused
on
that
in
the
middle
of
August.
C
The
other
thing
I'd
say
is
is
pretty
clear
by
what
curry
has
laid
out
tonight.
This
is
what
I
would
describe
as
the
last
of
our
process
meetings
and
even
later
tonight.
We're
gonna
get
more
into
the
work
conversation,
so
you
can
see
on
the
calendar.
The
easy-going
ends
tonight
and
the
hard
work
starts
next
Wednesday,
so
I
think
one
of
the
expectations
we
can
have
for
the
committee
is
that
our
meetings
are
probably
going
to
happen
to
last
a
little
bit
longer
as
you
look
at
the
agendas
for
each
of
these
weeks.
C
This
is
a
lot
of
both
information
to
receive,
but
it's
also
gonna
require
a
lot
of
discussion.
Just
to
get
your
answer.
Your
questions
answered
to
process
through
ideas
that
you
might
have
and
to
engage
in
discussion,
so
I
think
it's
reasonable
to
forecast
that
these
meetings
would
probably
go
to
more
like
9:30
or
10:00
going
forward.
So
just
don't
want
anybody
to
be
surprised
when
we
get
to
that
point.
The
chairs
have
also
suggested
that
we
will
also
make
sure
that
those
meetings
are
more
interactive.
C
There's
going
to
be
a
lot
less
one-way
communication
from
staff
in
terms
of
just
shooting
from
the
firehose
here,
make
it
interactive
for
the
committee
and
also
that
will
build
some
breaks
in
there
too.
So
if
we're
gonna
be
in
here
for
three
and
a
half
four
hours,
that
will
be
at
least
taking
a
little
bit
of
an
mission
during
those
meetings.
B
G
A
Anybody
else
have
any
feedback
on
the
August
schedule.
I
did
notice
in
the
handout
that
the
September
dates
didn't
make
it
into
the
agenda,
but
there
you
must
have
done
that
since
that's
in
there,
so
maybe
Neal.
That's
the
part
that
you
weren't,
seeing
when
you
looked
at
the
agenda
before
was
the
September
part.
Okay,
mister.
A
H
And
I
see
that
we've
got
the
31st
status.
That's
what
I
didn't
see
that
in
early
early
materials,
it's
like
a
share,
a
reaction
I
had
with
that
schedule
and
not
necessarily
proposing
changing,
but
my
sense
is
that
it
would
be
helpful
if
we
thought
about
that
preliminary
levy
data
is
essentially
a
preliminary
deadline,
as
opposed
to
a
starting
point.
I
mean
I,
appreciate
it's
the
it's
the
most,
that
a
levy
can
be
said,
and
then
it
goes
down,
but
I
would
only
volunteer.
H
This
thought
that
it
strikes
me
most
of
the
substantive
lifting
might
best
be
done
before
we
make
that
recommendation
and
I
noticed
that
you
know
there
was
a
questionnaire
circulated
about
your
availability
on
Wednesdays.
After
you
know,
September
and
October
and
I
am
NOT.
One
who
looks
for
more
meetings,
but
I
would
hope.
H
We'd
really
get
in
a
spirit
of
rolling
up
the
sleeves
here
at
the
front
end
of
this
process,
leading
up
to
that
preliminary
levy
recommendation
as
opposed
to
later,
even
if
it
might
mean
either
lengthening
or
or
a
day
or
or
an
extra
one
or
two
I'm,
not
I'm,
not
proposing
it
right.
Now
but
I
just
want
to
get
off
my
chest,
the
sentiment
that
I
would
I
would
think
we
do
better
work
if
most
of
the
lifting
is
done
here
in
mid-july
to
mid-august,
given
that
deadline
of
the
preliminary
levy,
just
a
flaw.
A
A
At
the
the
thing
that
I'm
thinking
about-
and
this,
is
it
I'm
open
to
changes
to
this?
What
I'm
one
thing?
That's
gonna
happen
as
each
department
is
gonna
come
present
and
they
may
have.
They
may
have
ideas
on
options
that
we
have
to
pick,
but
I
think
we
need
to
be
able
to
ask
questions
and
get
them
to
go
back
and
do
more
work.
A
My
concern
is,
if
you
try
to
do
you
trying
to
get
all
of
this,
the
kind
of
expenditure
side
of
the
decision-making
done
prior
to
doing
the
primary
bloody
it's
gonna
be
really
hard
and
in
in
in
August
to
have
that
feedback
loop
happen.
I,
think
that
if
we,
if
we
knew
that,
we
were
just
gonna,
get
options,
we're
gonna
pick
from
and
it
was
like
going
to
a
restaurant
with
a
fixed
menu.
I
think
there's
some
potential
that
that
would
be
possible.
A
But
personally
I
don't
want
our
work
to
be
constrained
by
what
the
department's
come
forward
with
and
say.
These
are
really
your
options
for
kind
of
budgetary
changes,
because
I
think
we
need
to
want
to
make
sure
that
we
have
the
opportunity
to
ask
questions
and
have
them
go
back
and
do
more
research
repackage
things
in
a
different
way
and
that's
gonna
take
a
little
bit
of
time,
so
I
understand
where
you're
coming
from
and
that
when
Neil
and
I
went
and
talked
to
the
staff
about
that.
A
We
we
expressed
concerns
about
the
preliminary
levy,
decision
and
kind
of
how
we
need
to
really
make
that
decision
outside
of
the
context
and
have
walked
through
and
made
kind
of
final
decisions
about
things,
and
it's
just
purely
a
schedule
and
time
constraint
thing.
If
we
have
started
six
weeks
earlier,
perhaps
I
think
we
could
make
what
you're
talking
about
coming
come
to
fruition.
And
if
you,
if
you
got
ideas
on
how
to
how
to
address
that
particular
dynamics,
what
I'd
be
interested
in
hearing
on.
H
Mr.
chairs,
I
I
do
appreciate
that
the
last
item
on
the
agenda
lays
out
some
committee
options
and
the
like
that
you
haven't
thought
was
well
laid
out
and
that
can
sort
of
help
us
get
in
a
in
a
frame
of
mind.
If
we
have
that
robust
conversation.
Now,
then
will
that
in
some
ways
can
help
dictate
a
work
plan
as
well,
so
I
think
I'm,
certainly
game
for
working
towards
that,
but
I
I
just
wanted
to
register
that
it
does
scream
out
at
me
as
a
bit
of
a
concern.
Yeah.
A
And
I
think
we,
when,
when
Neal
and
I
wouldn't
talk
to
the
staff,
we
had
exactly
the
same
feedback.
So
it's
not
it's
not
a
concern.
That's
I
mean
I.
Think
it's
a
concern,
that's
shared
by
us
just
given
timeframes.
It's
not
it's
not
clear
how
to
solve
that
problem.
Given
our
once-a-week
schedule
and
the
statutory
deadline
for
doing
the
preliminary
levy,
yeah.
A
A
A
A
I
F
F
That
focuses
on
meeting
people
where
they
are
using,
like
the
engagement
vehicle,
specifically
folks,
focusing
and
engaging
renters
and
working
with
community
partners
to
serve
a
broader
by
POC
communities
and
in
any
other
ideas
that
the
committee
has
to
bring
those
forward.
And
then,
when
we
have
a
final
options
for
the
City
Council
for
the
budget.
That
the.
If
you
recall
the
racial
equity
impact
assessment
tool
that
we
didn't
kind
of
a
a
test
or
an
example
of
the
last
meeting.
That
faith
will
return
at
the
end
of
the
project.
F
That's
administering
administered
by
the
by
the
division
and
the
purpose
of
the
program
is
to
increase
access
to
social
services
at
a
local
level
and
organizations
are
funded
which
provide
results-oriented
community-based,
equitable
prevention
focus
and
those
that
are
designed
to
build
on
the
strengths
and
resources
of
families.
And
this.
This
is
the
2020
grant
recipient,
so
beep,
oasis
for
youth,
home
line,
cornerstone
senior
community
services,
bridging
and
Bloomington,
and
Eden
Prairie
Meals
on
Wheels
and
then
also
as
three
of
the
members
of
the
community
budget.
F
Advisory
Committee
are
very
familiar
with
there's
the
Bloomington
Leadership
Program
and
that's
to
promote
civic
engagement
and
develop
leaders
in
the
community
and
break
down
barriers
and
misconceptions
about
local
government.
It's
a
program
that
includes
intentional
marketing
and
outreach
to
buy
pot
community
members
for
the
purpose
of
increasing
civic
engagement
in
the
program
and
other
opportunities,
including
boards
and
commissions
like
this
one,
so
that
annual
cost
is
a
five
thousand
six
thousand
dollars
and
twenty
five
to
thirty
participants
in
that
program
annually.
F
Students
and
governments,
another
program
that
cost
us
five
hundred
dollars
where
they
students
come
to
a
city
council
meeting
and
meet
with
staff
in
Council
and
participate
work
with
a
staff,
mentor
and
target
marketing
is
done
two
by
Pok
students
and
then
pathways
to
local
governments
and
experiential
learning
for
high
school
government
students
that
focuses
on
civic
engagement.
That
annual
cost
is
a
thousand
dollars
and
there's
a
note
here,
we
could
not
do
that
this
year
due
to
Colvin.
F
All
public
health
programs
and
services
work
to
address
the
health
issues
associated
with
poverty
and
structural
racism,
and
most
funding
comes
from
grants
and
contracts.
However,
these
funding
streams
are
often
not
sufficient
to
maintain
the
current
service
levels,
so
the
the
revenues
for
those
grants
are
pretty
flat,
so
they
and
they
are
augmented
by
property
taxes
and
some
program
areas
have
a
larger
proportion
of
tax
support
than
others,
and
the
public
health
budget
for
2020
is
four
million.
F
Four
hundred
seventy
one
thousand
and
about
1
million
two
hundred
fifteen
thousand
of
that
is
from
tax
support
and
public
health
provides
a
mix
of
direct
service
to
individual
clients
and
families
and
policy
development
system
changes
in
public
education.
Efforts
intended
to
address
the
major
health
issues
of
our
time
on
a
community
or
society
level
and
individual
clients
and
families
are
served
there,
primarily
young
children,
new
mothers
and
the
elderly
and
are
disproportionately
low
income
and
people
of
color.
F
C
E
Question
regarding
the
public
health
I
think
you
said,
the
budget
was
4.4
million,
with
tax
support
of
1.2
I'm
curious
as
to
mandates
that
are
handed
down
from
the
state
to
the
county
to
the
local
level.
I
know,
there's
that's
a
great
way
of
getting
things
off
people's
desk
and
keep
on
sending
it
down
lower.
E
So
I'm
curious
as
to
some
of
these
unfunded
mandates
that
are
gonna
be
handed
down
to
the
city
and
what
that
might
look
like,
and
you
don't
have
to
answer
that,
but
I'd
be
curious
to
know
what
is
kind
of
looked
looking
at
ahead.
What
the
city
is
probably
gonna
have
to
undertake.
That
would
require
some
more
tax
support
or
additional
funding.
Sir.
A
H
I
noticed
that
this
public
health
piece,
whether
it's
the
or
whatever
a
million
or
the
1.2
million
big
piece
of
the
poverty
reduction
and
the
rest
of
the
stuff
that
we're
talking
about
here
and
I
I,
just
I'm
sure
it's
here,
I
couldn't
see
it
when
on
which
of
these
meeting
agendas.
Are
we
looking
to
really
dig
into
the
public
health
piece
sure.
A
C
Just
adding
on
to
what
Kerry
indicated
regarding
Public
Health,
several
of
our
services
have
undergone
a
strategic
evaluation
within
the
last
couple
of
years.
One
of
the
things
the
council
asked
staff
to
do
starting
a
couple
years
ago,
was
to
do
the
basically
service
assessments
and
recognizing
that
we've
been
doing
many
things
here
for
many
years
and
wanting
to
make
sure
that
we're
still
providing
relevant
services
that
are
necessary.
Public
health
was
one
of
those
areas
that
was
studied
a
couple
years
ago.
C
So
for
those
services
that
we
have
done
assessments
of
in
the
last
couple
of
years,
when
they
come
forward,
we
will
provide
those
documents,
as
well
with
with
the
other
budget
information
too.
So
you
have
a
chance
to
just
see
that
information,
because
I
think
that's
one
of
the
questions
that
mr.
Gibbs
is
probably
getting
at
is
trying
to
look
at
Public
Health
and
it's
you
know
it's
necessity
for
the
community
recognizing
that
we're
one
of
the
few
cities
that
has
our
own
public
health
operation.
So
we
will
make
sure
that
information
is
provided.
Thank.
A
You
last
call
before
we
move
on
so
did
that
hit
on
the
information
updates.
Was
that
everything
for
them?
Okay,
thanks
Cory,
so
I
had
a
conversation
with
the
city
manager
about
starting
to
estimate
kind
of
agenda
items
so
that
we
can
scope
things
for
the
meeting
and
a
colony.
Now,
if
you
want
to
give
me
an
estimate
on
four
point,
two
through
four
point:
four,
just
to
give
it
an
idea.
Thank
you.
I.
C
Would
say
for
the
remainder
of
the
meeting
that
the
next
item,
communications
tools
is
just
a
very
quick
overview.
That's
a
five
to
ten
minutes.
Conversation
I
do
have
a
couple
questions
for
you,
so
it'll
be
mostly
just
feedback
from
you
and
then
the
engagement
plan,
I
expect,
is
probably
going
to
be
45
minutes
to
an
hour.
We
have
Emily
Larson
with
our
outreach
and
engagement
division
is
going
to
lead
that
conversation
and
I
would
say
probably
30
minutes
for
that
last
discussion
topic,
so
that
would
that
totally
depends
on
committee.
C
A
You
and
I'd
ask
the
staff
to
start
providing
rough
estimates
for
each
of
the
items
just
so
that
the
people
who
are
presenting
have
an
idea
of
the
scope
of
time
that
we're
allocating,
because
it's
very
easy
for
early
things
to
kind
of
eat
the
agenda,
if
we're
not
careful
about
that.
So
with
that,
I
will
call
the
item
4.2,
which
is
the
communication
tools,
discussion,
Thank.
C
C
C
Website
reaches
over
400
views
in
a
typical
400,000
views
in
a
typical
month,
and
all
of
the
materials
here
are
being
placed
on
the
website.
As
the
committee
members
know,
our
subscribe
list
is
the
direct
email
notification.
People
can
opt
into
certain
groups,
so
we
blast
out
information
when
there's
new
agendas
posted
or
new
information.
The
bloomington
briefing
is
frankly
one
of
the
most
popular
things
the
city
does
from
a
service
perspective.
This
always
ranks
among
the
highest
in
terms
of
customer
resident
satisfaction.
C
In
our
annual
survey
to
the
point
where
last
year
the
council
made
a
decision
to
go
to
a
monthly
publication.
You
may
remember
that
previously
it
was
every
other
month.
They
thought
that
was
a
pretty
good
investment
to
make
sure
that
information
was
getting
to
people
in
a
timely
fashion.
However,
turning
around
a
monthly
publication
of
the
size
and
quality
is
not
a
small
undertaking,
so
you
can
see
the
lead
time
on
production
deadlines
for
each
of
the
various
issues
that
are
coming
up
now.
C
Being
a
city
manager
has
its
privileges,
and
one
of
those
things
is
I
can
stake
out
some
territory
in
each
of
the
briefings,
and
this
is
one
of
those
where
we
will
be
claiming
some
territory
and
putting
information
and
probably
at
the
last
minute,
just
because
the
amount
of
information
coming
through
this
committee
and
the
nature
of
the
information
is
not
something
that
we
can
plan
two
months
ahead.
For
so
we
plan
to
have
something
in
each
of
the
upcoming
briefing
issues
and
that
you'll
see
one
in
August
right
away.
C
That
will
be
framing
up
the
work
that
has
been
laid
out.
The
deliverables,
as
well
as
scoping
out
the
engagement
opportunities
that
are
coming
in
September
for
the
community
Bloomington
today
is
our
table,
and
so
that's
our
video
presence
on
cable
and
YouTube
and
same
with
btv.
We
have
this
communication
staff.
As
a
matter
of
fact,
they
just
want
a
whole
slew
of
awards
again
from
the
Minnesota
government,
communicator
organization,
we're
very
proud
of
them,
and
they
do
great
work
and
they're
going
to
be
assisting
us
in
this
process.
C
C
D
Mr.
chair
and
committee
members,
I
am
afraid
that
we
have
some
pretty
impressive
numbers,
but
probably
the
people
that
need
to
get
the
information
the
most
are
least
likely
to
get
it
and
I
think
we
got
to
think
about
this
in
a
way
of
how
do
those
that
are
less
advantaged
there's
number
of
ways
to
put
it,
but
don't
have
all
the
means
and
and
opportunities.
D
I
wish
I
had
an
answer.
They
don't
like
asking
questions
that
I
don't
have
some
sense
of
a
of
at
least
a
direction,
but
I
think
this
has
been
a
stumbling
block
for
us
for
years.
But
I
appreciate
comments
from
anybody
else
around
the
the
room
of
the
ways
that
we
could
enhance
communication
with
those
that
are
least
likely
to
have
Twitter
and
Facebook
and
all
the
rest
of
the
stuff.
B
B
As
an
example,
the
the
communication
in
the
Bloomington
briefing
this
this
last
one,
the
head
article
that
the
chief
wrote
about
law
enforcement
and
how
they're
handling
such
an
I
thought
was
just
excellent,
excellent
report,
and
especially
the
comment.
I
read
to
my
wife,
which
talks
about
the
examination
of
the
staff
and
the
force
from
the
neck
up
about
how
they're
handling
things
just
very,
very
well-written
and
I.
D
A
H
Appreciate
the
question:
John
I
agree
with
you
Neal
with
it
that
stuff's
well
written,
but
I
had
made
a
few
notes,
anticipating
this
next
presentation.
That
I
think
might
resonate
a
little
bit
with
your
question
and
I
was
thinking
that
we
probably
do
a
service
if
we
can
publish
or
make
available
very
clear
ideas
with
simple
background
for
people
to
react
to
in
that
this
is
kind
of
a
eyes
glaze
over
topic.
H
In
some
respects,
I
mean
taxes
are
too
like
how
much
you
pay,
but
the
things
that
go
into
what
ultimately
develops
the
need
to
have
to
pay.
You
know
it
gets
complex,
so
it's
not
a
direct
answer
to
or
reaction
to.
How
do
we
touch
people
that
we
do?
It
naturally
touch,
but
perhaps
if
we
have
the
simple
tool
lay
some
things
out
to
react
to
with
some
simple
straightforward
background
as
to
how
we
get
to
that
point,
maybe
we
can
take
that
to
existing
groups
and
in
fora.
H
A
One
idea
just
because
I
think
that's
a
good
I,
think
that's
a
good
concept
to
think
about.
One
just
kind
of
add
to
that
is
as
we're
formulating
these
three
scenarios
we
might
want
to
think
about.
Having
each
scenario
have
a
easily
described
kind
of
this
is
what
this
scenario
is
about
and
not
not
be
calling
like
small,
medium
and
large,
but
an
example
is
that
there
may
be
people
in
the
community
who
want
the
same
services
that
they've
had
before
and
they're
willing
to
pay
for
them.
A
Okay,
so
that
would
that
might
be
one
option.
You
could
come
up
with
other
labels
like
that,
but
but
be
able
to
talk
about
these
in
a
at
that
kind
of
level
where
someone
could
listen
to
that
and
say:
okay,
based
on
that
here's,
what
I
think
that
here's
which
one
I
would
prefer
out
of
from?
But
you
know
in
terms
of
kind
of
creating
things
to
be
easy
to
describe
so
I
see
a
Kea.
Oh,
you
took
your
hand
down.
It
looks
like.
I
I
How
we
can
expand
our
word-of-mouth
reach
to
people,
because
when
you
say
why
do
I
have
to
talk
and
I'm
a
pretty
young
person?
I,
don't
always
read
the
briefing
the
every
month
and
I.
Don't
always
go
to
the
website
and
have
a
center
for
all
day.
You
subscribe
like
newsletters,
so
I
feel
like
getting
to
different.
Usually
different.
Demographics
is
really
important
in
social
meetings,
not
gonna,
be
like
the
best
when
you
do
that
for
a
lot
of
people,
because
we'll
follow
the
government's
social
media
concentrate.
C
C
Those
are
it's
almost
like
these
two
conversations
fit
together
right,
so
unless
I
don't
want
to
I,
don't
want
a
short
circuit,
any
other
suggestions
that
folks
have,
but
if
you're
comfortable,
that
is
a
nice
little
stepping
stone
into
the
next
agenda
item.
If,
if
folks
don't
have
anything
else
this
evening,
mister
chair,
you
certainly
can
follow
up
with
Brianna
or
Cara
or
me
to
give
us
some
direct
feedback
as
well
that
we
can
incorporate
into
the
report
back
to
the
committee.
Okay,.
A
G
Mr.
chair,
thank
you
kind
of
following
along
those
lines.
I
wonder
if
we
do
have
a
demographic
breakdown
of
who
is
on
their
social
media
and
our
website
and
re-subscribe
to
give
us
a
kick
off
of
who
do.
We
know
is
coming
already
so
that
when
we
do
start
thinking
about
other
channels,
it'll
be
a
more
focused
conversation.
G
Knowing
that
we
have
covered,
find
a
larger
group
with
our
traditional
channels
and
then
being
able
to
put
our
work
towards
hitting
other
groups
that
need
alternative
channels
to
get
to.
So
that's
something
I
do
wonder
about
and
would
like
to
understand
what
is
their
demographic
breakdown
of
our
current
channels.
A
J
J
My
name
is
Emily
Larson
I
am
a
community
outreach
and
engagement
coordinator
here
at
the
city
of
Bloomington
and
I'm
here
to
talk
with
you
about
engagement,
as
we
can
tell
oftentimes.
When
we're
talking
about
our
communications,
it
overlaps
a
lot
with
what
we
do
in
the
community
engagement
division.
So
we
partner
with
that
team
right
a
bit
so
just
a
minute,
our
timer
here
and
try
to
keep
myself
on
track,
but
here's
an
overview
of
what
I'll
cover
with
you
this
evening.
J
So
this
graphic
is
a
representation
of
the
ia,
p2
spectrum
of
engagement
and
I
ap
two
stands
for
the
International
Association
for
public
participation,
and
so
this
spectrum
was
designed
to
provide
a
definition
around
what
the
public's
role
is
and
public
participation
so
beyond
just
saying
we're
doing
outreach
or
we're
doing
the
engagement.
This
helps
us
to
provide
more
clarity
around
what
that
means,
and
so
you'll
notice
there's
some
small
text
at
the
top.
J
That
mentions
that
this
graphic
is
used
in
big
community
outreach
and
engagement
toolkit,
and
we
do
have
a
toolkit
within
the
city
that
is
available
to
staff
it's
in
the
early
stages
of
being
rolled
out,
but
we
include
this
graphic
so
that
staff
at
the
city
and
our
boards
and
commissioners
have
more
of
a
common
language
around
what
engagement
means.
So
this
is
something
that's
been
shared
with
the
City
Council.
J
In
the
past
it's
been
shared
with
other
staff,
so
we're
really
starting
to
see
it
be
a
driver
of
our
language
around
this
work
and
so
I'll
go
through
step-by-step
of
what
it
is
that
you
can
see
here.
I
first
want
to
point
out
that
you'll
see
how
the
arrow
moves
from
outreach
on
my
left
over
to
engagement
and
it's
important
to
recognize
that
no
area
is
better
than
the
other.
It's
just
simply
different
in
regards
to
the
goal
or
the
promise
to
the
public.
J
So
the
important
piece
here
is
to
just
make
sure
that
that
goal
and
that
promise
is
clear
on
the
front
end
so
that
when
you
say
engagement,
people
know
what
it
is
that
you're
talking
about,
and
so,
if
you're
looking
to
inform,
that
doesn't
mean
it's
better
or
worse
than
if
you're
looking
to
more
under
the
empower
area
of
the
spectrum.
It's
just
different
when
it
comes
to
the
goals
that
you
have
I'm.
J
So
first
inform
you'll
see
here
that
we
have
a
little
green
figure
at
the
bottom
here
and
that
person
can
be
known
as
the
decision-maker
in
this
effort
and
the
pink
up
above
is
the
public,
so
you'll
notice,
the
arrows
are
going
from.
The
decision-maker
out
to
the
public.
I'm
inform
is
pretty
self-explanatory.
The
goal
is
to
provide
the
public
with
balance
and
objective
information.
J
So
in
this
case
a
decision
is
you've
been
made
and
we're
looking
to
inform
the
public
of
that
decision
and
why
the
decision
was
made,
and
so
the
promise
is,
we
will
keep
you
informed,
and
so
this
is
often
where
we
lean
into
our
strong
communications
division
and
a
lot
of
the
tools
that
we
covered
with
earlier.
This
neat
thing:
moving
into
the
consults,
you'll
notice
that
the
arrows
switched
direction,
and
so
the
information
is
coming
from
the
public
and
going
to
the
decision-maker,
and
so
the
goal
of
consulting
is
to
obtain
public
feedback.
J
And
then
you
know
seeing
that
feedback
on
different
drafts
and
proposals
being
in
to
involve
here
in
the
middle
you'll
notice
that
the
arrows
here
go
in
two
different
directions,
and
so
the
purpose
of
the
involve
area
is
to
work
directly
with
the
public
throughout
the
process
and
ensure
that
concerns
and
aspirations
are
consistently
understood
and
considered.
And
so
this
may
be
a
situation
such
as
a
commission
or
an
advisory
board
where
there's
multiple
touch
points
with
a
group
or
an
individual,
and
it's
going
both
ways
and
so
you're,
seeing
a
little
more
involvement
here.
J
So
the
purpose
here
is
to
partner
with
the
public
in
each
aspect
of
the
decision,
including
the
element
of
alternatives
in
the
identification
of
the
preferred
solution,
and
so
we're
hearing
consult.
You
may
be
seeking
input
into
an
alternative
over
here
and
collaborate
you're
actually
developing
those
alternatives
together.
So
an
example
would
be
a
task
force.
J
An
example
of
this
type
of
an
effort
is
also
reflected
by
you
all
on
the
community
budget,
Advisory
Committee,
and
so
the
promise
is
that
we
will
work
together
with
you
to
formulate
solutions
and
incorporate
your
advice
and
recommendations
into
the
decisions
to
the
maximum
extent
possible.
So
the
community
is
asked
to
sit
at
the
table
and
actually
partner
on
crafting
that
decision
and
then
last
here
on,
our
spectrum
is
empower,
and
so
here
you'll
see
there
are
no
arrows.
J
Okay,
so
digital
engagement
tool
being
the
table.
This
is
something
that
we
are
really
excited
to
share
with
you
this
evening.
The
city
is
in
the
process
of
rolling
out
what
we're
calling
a
digital
engagement
tool
and
the
company
that
we
partner
with
here
is
called
bang
the
table,
and
so
this
platform
is
all
you
can
do
it
all
online,
whether
it
be
with
a
computer,
a
tablet
or
a
phone,
and
there
are
eight
different
engagement
tools
that
fall
in
within
the
realm
of
this
tool.
J
I'll
explain
the
tools,
one
by
one,
there's
different
environments
and
things
that
help
group
them
and
then
once
I
go
through
the
tools.
I'll
actually
pull
up
a
bang,
the
table
sight
a
digital
engagement
site
for
the
city
of
Longmont
Colorado.
So
we
can
take
a
look
at
what
it
looks
like
in
practice
and
then
just
pointing
out
in
addition
to
our
ap2
spectrum,
we're
excited
about
this
tool
because
it'll
help
us
build
some
consistency
into
how
we
engage
with
the
public
and
it'll.
J
Allow
us,
with
a
space,
to
have
multiple
projects
and
programs
under
one
roof
to
be
collecting
information
and
things
from
the
public.
One
additional
thing,
I'll
point
out
before
I
move
through
the
tools
is
that,
as
we
prepare
to
launch
this
platform
across
the
city,
we
do
have
the
opportunity
to
build
a
site
in
partnership
with
our
contact
upping
the
table
and
this
particular
project.
The
community
budget,
Advisory
Committee,
has
been
identified
as
a
pilot,
and
so
the
good
news
is
that
we'll
have
some
extra
support
from
a
bang.
J
The
table
expert
a
digital
engagement
expert
as
we
feel
and
craft
this
site,
so
that
it
can
reach
the
full
potential
of
gaining
a
look
input.
So
I'm
really
excited
about
doing
that
work
because
I
actually
have
never
crafted
my
own
bang
the
table
psyched
and
so
that
it's
exciting
to
have
that
extra
support
for
us.
J
So
there's
eight
different
tools,
as
I
mentioned
in
three
different
environments
and
the
environments
are
grouped
along
the
lines
of
how
people
can
interact
with
each
other
and
so
you'll
notice
here
under
our
controlled
environment.
These
are
tools
that
you
are
probably
familiar
with.
Surveys
and
polls
so
I'll
show
you
what
this
looks
like
on
the
platform,
but
this
type
of
space
is
where
participants
can
provide
their
input,
but
they
can't
engage
with
each
other.
J
Data
is
also
stored
on
the
backend
and
you
can
play
around
with
settings
to
determine
what
type
of
information
is
available
to
the
public.
So
I'll
show
you
an
example
of
a
poll
where
the
public
can
see
the
results,
and
there
are
different
settings
and
permissions
that
you
can
customize
for
your
project.
J
There's
also
what
we
call
a
mixed
environment
here
in
the
middle,
and
this
is
where
you
can
see
other
participant
contributions,
but
there's
a
little
peer
to
peer
interaction
and
so
I
might
know
who
is
who
is
submitting
a
certain
comment,
but
I
can't
necessarily
haven't
done
it
myself
or
react
to
it
myself.
So
some
data
is
available
to
the
public
and
others
is
only
available
to
the
administrator
on
that
particular
site.
J
An
example
here
is
a
question-and-answer
tool,
so
people
can
type
a
question
that
they're
wondering
about
and
those
who
are
involved
in
monitoring
the
site
can
respond
to
it.
There's
also
a
guestbook.
So
people
can
sign
their
name,
let
them
know
that
they
were
there
and
what
they
thought
about
their
experience
and
their
stories.
So
you'll
see
a
if
you
kind
of
squint
at
the
little
text
that
for
the
stories
you
can,
you
can
either
allow
people
to
comment
on
it
or
disable
that
function.
I'm.
J
An
example
of
a
story
would
maybe
be
if
we
were
considering
changes
to
a
facility,
and
we
wanted
to
know
share
a
story
about
how
you've
used
this
facility
in
the
past
just
to
get
an
idea
of
what
that
particular
place
means
to
people,
and
so
you
can
type.
You
know
a
paragraph
type
of
a
response
that,
in
contrast
to
just
you,
know,
selecting
a
an
option
on
a
survey
or
a
poll
about
what
you
like,
and
then
we
move
into
this
open
environment,
and
so
that's
where
participants
are
able
to
engage
with
each
other.
J
J
If
you're
thinking
about,
maybe
you
planned
that
in
both
bike
lanes-
and
you
want
to
ask
the
public
where
they'd
like
to
see
a
bike
lane
or
we'll
see
an
example
from
Longmont,
where
they're
working
on
signage
across
the
city
and
they're
curious
to
know
where
it
can
enhance
signage,
and
so
people
can
drop
a
pin
on
a
map
and
add
a
comment.
There's
also,
this
idea
function,
which
I
think
is
my
favorite
based
on
what
I've
observed,
but
it's
kind
of
like
a
virtual
sticky
wall.
J
So
you
can
ask
the
public
a
question
I'm,
like
what
service
do
you
value
most
from
the
city
of
Bloomington,
and
people
can
type
their
ideas.
They
can
say
why
they
enjoy
it.
Others
can
react
to
it.
I've
seen
comments
such
as
oh
I,
totally
agree.
This
is
really
important
to
me
as
well.
So
there's
a
little
more
engagement
involved
in
that.
J
J
So
I'm
going
to
move
on
here
to
what's
called,
engage,
Longmont
and
so
in
the
table
is
a
digital
engagement
platform
and
with
that
the
city
will
have
its
own
name,
such
as
engage
Longmont.
We
haven't
quite
landed
on
what
that
will
be
yet,
but
the
way
it
works
and
I'll
just
adjust.
My
screen
here
is
I
took
you
to
the
Longmont
Colorado
web
page,
and
this
is
similar.
You
know
Longmont
Colorado,
gov,
similar
to
what
you
see
at
the
city
of
Bloomington
under
their
community
tab
is
where
you
can
find
their
engagement
page.
J
So
it's
a
digital
engagement
platform,
it's
separate
from
the
webpage,
but
it
would
link
to
it
for
us
we're
still
working
on
the
logo
and
such
this
is
an
over
of
what
it
looks
like
so
I'm,
just
gonna
zoom
out
quickly.
So
you
can
see
there's
a
lot
of
different
boxes
on
the
screen
here,
and
each
area
represents
a
different
project.
That's
being
worked
on
for
the
city
of
Longmont,
so
they
do
have
a
page
here
where
you
can
learn
about
what
this
site
actually
is.
J
You
can
learn
how
to
connect
with
your
city
council,
but
then
different
project
managers
or
different
staff
working
on
projects
can
set
up
a
page
where
they
can
seek
input
from
the
community.
They
can
inform
the
community
about
what
it
is.
That's
going
on
and
so
I'm
going
to
first
start
here
with
our
Longmont
signage
and
wayfinding
plan.
J
I'll,
take
a
look
at
what
what
your
site
may
look
like
and
as
I
mentioned
before,
we'll
have
the
opportunity
to
build
this
with
an
expert,
so
I'm
excited
about
that.
So
I'll
point
out.
First,
this
who's
listening
area
so
for
every
project
that
we'll
have
on
this
site,
we'll
identify
a
staff
contact
and
so
the
who's
listening
could
be.
In
this
case
it
could
be
Kerry,
it
could
be
co-chairs.
It
could
be
all
of
you.
J
We
can
customize
that,
based
on
one
thing,
the
committee
is
interested
in
reflecting,
but
it
does
provide
people
with
a
name
and
a
common
contact
information.
They
have
questions
you'll
notice
here
too,
that
the
city
of
Longmont
for
all
of
their
projects.
They
indicate
the
level
of
engagement
that
the
project
is
touching
on,
so
they
use
something
similar
to
the
IEP
to
spectrum.
They've
altered
it
slightly.
So
there
you
have
four
levels
instead
of
five,
but
they
clarify
with
people
what
it
is.
J
That's
going
on
across
this
site,
so
they're,
giving
information,
they're
obtaining
feedback
and
then
they're
seeking
community
input
and
feedback
to
influence
the
project
and
so
similar
to
what
we
will
do.
There's
a
description
of
the
project
here
and
what
I
like
about
this
page
is
that
it
identifies
key
dates
and
milestones
over
here
on
the
right-hand
side
of
the
screen.
J
So
this
is
a
way
for
people
to
recognize
what
phase
of
the
project
we're
in
and
how
their
input
might
work
through
the
channels
here
so
you'll
see
that
a
lot
of
this
has
already
been
completed,
but
I
know
you
all
have
some
significant
milestones
that
we
could
use
to
craft
a
time
wearing
and
then
here
we'll
get
into
some
of
the
different
tools.
They
use
two
different
ones
on
this
particular
site,
and
the
first
is
my
favorite.
J
The
idea
board-
and
so
the
way
it's
set
up
here
is
there
are
multiple
prompts
for
people
and
then
the
public
has
the
opportunity
to
submit
their
ideas
around
that
particular
prompt.
So,
for
example,
we
have
here
it
says
hidden
community
destinations.
Are
there
amazing
places
in
Longmont
that
are
especially
hard
to
find
so
you'll
see
where
people
left
some
ideas,
Old
Mill
Park,
connecting
to
the
key
locations
from
our
city
to
the
Greenway.
J
J
I'm
also
going
to
show
you
another
site
so
that
we
can
see
a
few
other
ideas
and
practice,
so
we're
gonna
move
on
to
let's
see
here
so
planning
for
active
transportation.
So
this
is
another
project
for
the
city
of
Longmont.
We
have
some
new
contacts
for
people
of
who's,
listening
and
who's
watching
this
page-
and
here
is
a
nice
hole
just
to
set
up
the
page
so
basic
question:
what
would
you
rather
see
city
funding
spent
on
there's
different
options?
J
J
Lowe's
these
maps
can
get
little
data
heavy,
but
you'll
see
here
this
map.
The
purpose
of
this
map
is
more
to
inform,
and
so
you
can
learn
about
upcoming
projects
for
bicycle
and
pedestrian
improvements
in
Longmont
and
see
where
they're
happening.
There
is
also
the
option
to
add
your
comments
and
go
to
discussion
about
it,
but
this
is
not
the
type
of
map
where
like
if
I
were
a
member
of
the
public
I
would
be
dropping
a
pin,
but
they
do
have
that
on
their
site.
So
I
can
show
you
what
it
looks
like.
J
J
There's
also
the
ability
to
add
links
to
different
documents.
So
if
you're
interested
in
putting
your
meeting
notes
and
minutes
your
agendas,
your
your
Charter
different
plans
or
things
that
you'd
like
people
to
react
to
this
is
all
very
customizable.
So
there
are
a
lot
of
options
here.
That
I
think
reflect
some
of
the
ideas
that
we're
starting
to
emerge
when
we
talked
about
communication
just
a
few
short
minutes
ago,
and
so
that's
the
end
of
my
being
the
table
demonstration.
J
That's
not
when
we
refer
to
this
tool.
That's
not
the
name
that
you'll
see
so
don't
get
used
to
it.
We'll
have
our
own
Bloomington
specific
name
for
our
digital
engagement
platform
here
shortly.
This
is
something
that's
being
worked
on
as
we
speak,
so
I
just
received
an
update
right
before
this
meeting
about
our
opportunity
to
connect
and
have
support
in
building
our
site.
So
just
keep
that
in
mind
that
this
will
be
a
pilot
just
exciting.
J
So
first
we
have
the
Bloomington
engagement
vehicle,
so
here
is
a
photo
of
what
that
vehicle
looks
like
and
as
Karen
mentioned
earlier,
this
is,
and
so
I
wanted
to
point
this
out
to
you,
because
it's
an
option
for
getting
into
that
inform
and
consult
area
of
our
public
participation.
Spectrum
Bev
is
stocked
with
games,
whiteboards
tables
and
chairs.
There's
a
lot
of
different
options
for
taking
this
out
into
the
community
meeting.
J
People
where
they're
at
and
doing
some
pop-up
engagement,
and
so
one
thing
we've
used
in
the
past
is
like
having
a
QR
code
having
people
use
their
phones
and
scan
that
code
and
answer
a
survey
or
a
poll,
and
we
use
dot
exercises
or
had
different
poster
boards
and
things
that
we've
had
people
write
on
or
butt
stickers
on
that
sort
of
thing.
So
the
options
are
there
when
it
comes
to
Bev,
we
do
in
our
current
environment,
have
to
make
sure
that
we're
taking
appropriate
safety
precautions
when
it
comes
to
open
19.
J
J
There
just
a
couple
additional
highlights
of
getting
into
that
current
environment.
We
do
have
the
option
for
hosting
virtual
listening
sessions.
This
is
something
that
has
been
done
recently
for
the
Parks
and
Recreation
master
plan.
We
hosted
two
listening
sessions
with
the
public
using
WebEx
and
people
were
able
to
log
on,
and
it
felt
like
a
like
a
virtual
focus
group
where
you
could
answer
some
questions
and
things
to
learn
about
the
values
of
the
community.
In
our
park
system.
We
can
always
dig
into
traditional
surveys
in
the
past.
J
I've
been
involved
in
programs
where
we
will
see
a
survey
on
our
social
media
there's
currently
a
survey
in
the
briefing
about
the
parks
master
plan
that
can
be
returned
physically.
We
have
social
media
options,
there's
currently
a
polling
competition
going
on
in
the
parks
and
recreation
Facebook
page
about
favorite
parks
across
the
city
kind
of
like
a
March
Madness
bracket,
and
then
the
community
outreach
and
engagement
division
does
have
existing
relationships
and
regular
meetings
with
community
leaders,
the
faith,
community,
multi-unit
housing
and
some
other
groups,
and
so
there
is
an
opportunity
as
well.
J
If
you
are
interested
in
targeting
some
of
those
existing
relationships,
ask
some
specific
questions.
We
are
happy
to
partner
with
you
in
that
way
and
then
I
just
wanted
to
allow
the
opportunity
if
this
group
has
any
any
additional
methods
on
your
mind
that
I
haven't
touched
on
or
that
you're
curious
about.
G
J
D
Mr.
chair
and
Emily
the
first
inkling
that
I
had
that
we're
reaching
into
the
community.
Is
this
Bev
it's
just
a
vehicle,
but
it
goes
to
where
the
people
are
goes
to
unconventional
spots
and
I.
Don't
know
if
that's
a
concept
to
build
on
or
just
an
observation
or
whatever,
but
that
is
at
the
heart
of
what
I'm
trying
to
get
at
don't
expect
the
people
to
pick
up
surveys.
D
Don't
expect
the
people
to
do
all
the
things
that
people
around
this
table
would
if
we
really
want
to
get
to
the
unrepresented
we
have
to
go
to
where
they're,
at
and
communicate
in
a
different
way
and
I.
Think
Bev
is
a
is
a
step
in
that
direction
of
hopping
in
a
vehicle
go
to
a
neighborhood,
get
out
of
blackboard
answer
someone
you
know,
put
some
chairs
around
people
sit
down
I'm
kind
of
just
jointed
in
my
comments,
but
hopefully
the
idea
of
doing
something
unconventional
is
what
I'm
trying
to
get
across.
A
H
G
G
Of
a
hearing
where
people
hear
about
that
and
that
feeling
is
one
way
or
another
and
they
want
to
sound
off,
share
their
views.
Probably
many
people
be
opposed
to
some
of
these
ideas,
and
you
want
to
make
sure
that
their
voices
are
heard.
Is
that
something
that
this
committee
would
do?
Is
that
something
the
City
Council
would
do
or
do
we
both
do
it
so.
A
Are
in
the
conversations
that
I
had
with
the
mayor
and
city
council
on
this
topic,
they
are
expecting
us
to
have
a
hearing
on
things
and
get
feedback
from
people
in
the
same
way
that
the
other
Advisory
Commission's
have
hearings
on
contentious
items
that
go
up
to
the
City
Council
because
they
want
the
benefit
of
having
that
conversation
in
our
group
prior
to
coming
to
the
council
meeting,
given
the
time
frame.
So
we're
on
so
I
think.
The
answer
with
respect
to
hearings
is
yes
at
some
point.
A
A
If
we're
cutting
back
on
some
particular
thing
coming
and
supporting
that
particular
thing,
it's
gonna
be
our
job
to
make
the
trade-off
on
all
of
those
things,
but
the
the
tools
seemed
like
it's
something
where,
if
we
structured
right,
we
have
the
ability
to
get
a
little
bit
more
nuance
and
in
the
response
there,
the
other
thing
I
just
you
know
why
I've
got
the
floor
here.
That
I
just
thought
was
interesting
is
looking
at
that
handout.
Then
it's
this
outreach
and
engagement
handout
that
that
we
got
that's
the
same
as
the
slide
and
Emily.
A
Maybe
if
you
can
zoom
back
to
the
beginning,
it's
that
orange
outreach,
engagement,
spectrum
thing,
I
thought
that
was
interesting
to
look
at
because
really
really
are
where
the
collaborate
column,
the
people
in
this
room.
You
know
that's
that's
off
in
this
room.
In
that
column,
and
what
we're
talking
about
here
is
kind
of
the
consult
question
where
we're
gonna
be
out
consulting
with
people
and
gathering
their
feedback
on
the
idea
that
we're
putting
together,
but
we're
really
the
collaborate.
A
E
You
mister
sure,
Emily
I
think
it's
really
cool
technology
in
regards
to
social
media.
I
know
the
city's
use.
Facebook
live.
That
kind
of
thing.
Is
this
gonna
complement
what
is
already
being
done
on
social
media
by
the
city,
or
is
this
going
to
replace
some
of
the
social
media
strategies?
That's
question
number
one.
J
Sure
I'm
terren
remember
marine.
What
I
can
tell
you
is
that
it
will
complement.
So
this
is
not
a
replacement
for
any
of
the
methods
that
we're
currently
using.
But
the
nice
thing
about
it
is
that
it
allows
us
with
one
roof:
digital
roof
to
house
all
of
these
things,
and
so
people,
if
they're
looking
to
engage,
have
a
go-to
place
that
they
know
they
can
go
and
provide,
as
opposed
to
having
things
being
kind
of
scattered
across
our
webpage
or
posted
different
times
of
year
across
social
media.
J
E
Mr.
chair
Emily
follow-up,
one
of
the
key
things
is
getting
traffic
to
your
website
or
to
this
specific
site
and
I
know
this
is
drilling
down,
but
I
think
a
real,
robust
way
of
communicating
this
out
to
the
community
is
going
to
be
important
because
there's
lots
of
things
out
on
websites,
but
if
people
don't
know
how
to
get
there
or
what
even,
what
they're?
Looking
for
it's
a
missed
opportunity,
so
I
think
there's
got
to
be
some
thought
and
strategy
about
driving
traffic
to
this
particular
application.
H
H
You
know
they
sort
of
self
selected
and
I
feel
like
that
groups
already
probably
providing
feedback,
and
so
I
was
thing
about
at
the
Three
Rivers
Park
Board.
What
have
we
done
lately
that
I
feel
like
has
worked
and
and
as
it
relates
to
some
of
the
playground,
type
things
at
the
parks?
We've
we've
gone
with
pick
an
elementary
school
or
two
and
picked
a
couple
of
classrooms
and
asked
the
students
if
we
were
targeting
7
to
12
years
old.
H
Maybe
we
have
two
different
grades
and
and
we
asked
them
to
invent
a
park
and
then
we
try
to
listen
to
what
what
the
you
know,
what
they
say
and
look
at
what
they
invented
and
when
we're
trying
to
look
at
these
visitor
centers
that
we
have
recognizing
that
our
our
age,
demographic
was
profiling,
a
little
bit
younger
than
classic
seniors,
and
we
we
went
to
seniors
groups
and
asked
him,
you
know
what
would
they
like?
My
gut
is
that
has
worked
reasonably
well
but
has
required
affirmative
outreach
sort
of
like
the
bev
idea.
H
So
in
this
context,
what
would
it
mean
because
aren't
we
looking
for
input
from
normal
residents
and
taxpayers
that
might
not
engage
in
government
but
do
have
opinions?
And
it
strikes
me?
Maybe
we
figure
out
ways
where,
despite
kovat,
we
prefer
how
people
in
this
room
and
others
go
out
to
the
dog
parks,
go
out
to
the
malls
where
people
are
walking.
H
J
Love
to
transition
us
into
discussion
where
we
can
capture
some
of
these
ideas
that
are
starting
to
emerge,
and
so
at
this
time
my
slide
to
change.
This
is
an
opportunity
for
you,
the
committee,
to
provide
some
input
around
engagement
so
that
we
can
develop
a
robust
plan
around
what
it
is
that
we're
going
to
be
doing
earlier.
J
So
during
this
time,
I
encourage
everyone
to
participate.
I
also
leaned.
The
co-chairs
to
help
people
as
I
cannot
see
your
hands
unless
you're
raising
it
virtually
on
the
WebEx
function
so
co-chairs.
If
you're
able
to
help
me
in
that
way,
I
would
appreciate
it,
but
we'll
start
here
just
to
gather
your
initial
reactions
to
what
was
presented
to
you.
So
what
stands
out-
and
this
is
an
option
for
people
to
jump
in
with
your
feedback
and
then
just
keep
in
mind.
It's
really
helpful
for
me,
you
can
speak
directly
into
your
microphone.
D
G
Chair
and
kind
of
going
off
with
John
was
just
talking
about
Emily
I.
Do
wonder
because
you
did
mention
about
using
Bev
and
having
a
QR
code.
If
you
guys
have
information
about
the
level
of
engagement
and
the
reach
you
had
in
previous
campaigns,
you
had
with
Bev
so
that
we
might
understand
you
know
who
are
when
you
go
out.
Who
is
who
are
you
interacting
with?
G
And
then,
if
you
have
like
an
interactive
QR
code,
where
people
can
scan
in
the
car
how
many
people
are
actually
coming
in
and
using
those
so
that
if
we
do
consider
using
Bev
as
a
more
of
a
focused
outreach
tool,
we
can
have
realistic
expectations
of
who
we
might
be
reaching
and
how
many
people
were
might
be.
Reaching.
J
J
So
whenever
we
take
that
out
we're
very
intentional
about
where
we're
going
and
then
we
also
have
staff
or
volunteers
participating
in
a
way
of
pulling
people
in
and
helping
people
learn
how
to
use
that
function
or
whatever
method
that
you're,
using
and
walking
through
with
people
and
really
encouraging
you
know,
such
as
hosting
and
if
you're
hosting
an
information
booth
people
in
to
share
information
with
them
or
seek
their
input.
So
it's
all
about
strategy,
but
the
nice
thing
is
that,
since
as
a
vehicle,
it
can
go
wherever
wherever
a
car
can
are.
A
You
know
I
said
a
little
bit
about
it
before,
but
the
particularly
now,
where
it's
difficult
to
where
there
aren't
gatherings
of
people,
that
we
can
go
kind
of,
hang
out
out
and
engage
with
having
something
where
we're
able
to
connect
with
people
and
then
having
them,
provide
their
feedback
remotely
like
the
tool
that
we
talked
about.
I.
Think
it's
a
particularly
useful
thing.
A
C
A
Tuesday
in
August,
you
know
that
would
have
been
a
good
opportunity
to
go
out
and
talk
to
people.
You
know
and
and
get
feedback
on
things,
but
we're
not
gonna
have
that
opportunity
and
so
I
think
I
think
using
the
kind
of
cities,
social
media
presence
to
kind
of
drive
people
into
pulling
and
other
kinds
of
feedback
mechanism
is
going
to
be
one
of
the
primary
ways
that
we're
gonna
get
nuanced
feedback
from
people.
A
H
Mr.
chair,
that
was
my
takeaway
as
well,
and
I
I
wrote
it
down
as
taxpayers
and
residents
figuring,
the
tax
payers
picked
up
the
businesses
and,
and
then
I
was
left
with
with
it.
What
this
really
means
is
everybody's
a
stakeholder-
and
you
know
that's
the
nature
of
this
particular
challenge
and
opportunity.
It's
there's
nobody
not
on
that
list
and.
A
So
I
think,
if,
if
you
look
at
the
community
as
the
target
audience
for
this,
which
is
this
is,
for
example,
I,
don't
think
of
this
community,
this
communication
mechanism-
that
is
not
intended
to
communicate
with
city
staff,
about
what's
going
on
that
the
city
will
take
care
of
that.
You
know
through
its
internal
communication
mechanisms,
but
if
I
look
at
outsider
outside
of
the
city
organization,
the
residents
it
says,
his
customers
that
also
be
community
partners
would
be
another
set
of
people
to
go
communicate
with,
and
so
it
talks
about
the
school
district.
D
A
Examples
of
other
stakeholders
who
we'd
be
interested
in
hearing
input
from
the
questions
that
we
have
are.
There
are
other
things
that
we'd
want
to
put
on
that
list,
though
you
know
we
talked
about
that
a
little
bit
before,
but
I
want
to
make
sure
if
there's
something
that
comes
to
mind
here,
that
we
didn't
think
of
before
that
it
gets
represented
Neil,
but.
B
Don't
we
need
to
get
to
a
point
where
we
have
and
to
come
to
some
conclusion
about
where
we're
gonna
have
to
raise
revenue
and
where
we're
gonna
have
to
cut
expenses?
Because
if
you
go
to
a
group
and
ask
them,
what
do
you
think
and
then
they're
gonna
say?
What
do
you
think
about
what
and
they're
gonna
skin'
see
themselves
as
having
a
loss
of
some
service,
we're
not
gonna
mow
their
park
or
that
that
their
taxes
are
going
to
go
up
by
x
and
y?
They
react
to
that.
A
A
Think
I'm
I
think
on
some
of
these
groups
there
there's
kind
of
organized
outreach
that
we
can
do
like
if
you
think
about
the
school
district,
there's
the
school
board.
Do
you
think
about
the
chamber?
The
chamber
has
a
board
that
we
could
go
talk
to
him
or
I'm,
not
sure
what
the
chamber
is
doing
about
meeting
right
now.
You
know
they
historically,
there
have
been
kind
of
chamber
get
together.
A
A
E
Mr.
chair
so
I
know
the
schools
have
done
kind
of
these
back-to-school
rallies,
you
know
usually
a
week
or
so
before,
with
Kovan
19
and
the
uncertainty
of
kids
are
gonna,
be
going
back
or
not,
but
you
know
I
think
this
gets
back
to
one
of
John's
comments
earlier.
You
know
we
have
to
find
ways
to
get
to
the
mass,
and
so
where
are
those
and
the
the
back-to-school
would
be
one
potential
opportunity
if
it
is
going
to
happen.
E
G
Kind
of
going
on
that
mr.
chair,
thank
you.
It
kind
of
feels
like
to
me.
We
have
two
too
many
almost
too
many
stakeholders
and
when
you
try
to
kind
of
take
a
all-inclusive
approach,
you
lose
kind
of
the
main
focus
of
it,
and
so
I
almost
wonder
if
this
will
actually
force
us
to
have
to
prioritize
who
we
have
to
go
and
speak
to.
G
Ideally,
yes,
we
want
to
reach
everyone,
but
is
this
a
situation
where
we
we
have
to
take
a
deep
look
and
really
start
listing
priority
orders
to
make
sure
that
we
can
get
the
the
best
understanding
of
how
different
groups
will
be
affected
and
then
use
our
time
and
resources
appropriately
with
the
of
what
we
have.
So
that's
just
a
question
and
comment:
I
have
regarding
this
situation.
Right
now,.
H
I
could
I
could
see,
building
on
Neil's
idea
where
we
have
a
menu
and
some
simple,
pretty
straightforward
ideas
with
some
simple
background
errs
tied
to
it,
go
to
the
conventional
partner
stakeholders.
You
know
the
schools,
the
colleges,
you
know
those
groups
for
sure,
but
then
perhaps
put
a
call
out
I'm,
just
thinking
about
how
different
is
now
with
covin,
and
so
many
groups
aren't
even
meeting.
H
But
if
we
put
a
broader
call
out
to
folks
asking
if
they
would
have
an
interest
in
in
us
making
a
presentation,
we
build
a
presentation
but
making
a
presentation
to
their
virtual
groups.
I
mean
III.
Think
about
you,
know
a
bunch
of
the
churches.
Have
these
virtual
groups
right
now
and
I
know
the
Rotary
Club
meets
virtually
cuz
I.
H
Was
there
a
couple
days
a
couple
weeks
ago
doing
that
and
there
seem
to
be
quite
a
number
of
organizations
that
traditionally
meet
together
that
are
they're,
not
the
necessarily
the
profile,
the
usual
social
media
technology
types,
but
they
are
meeting
just
for
sociability
purposes
virtually
if
we
put
a
tight
thing
together
and
put
a
call
out,
hey
we're
available.
I
can't
imagine
if
I
was
trying
to
you
know,
keep
any
old
group
together.
You
know
what
would
I
do
you
know
people
don't
necessarily
want
to
go
to
zoo
meetings
anyway
and
the
likes.
H
If
we
made
it
easy
to
be
the
featured
something
on
zoom'
we
might.
We
might
be
able
to
get
enough
of
a
smattering
of
that
group
that
aren't
those
traditional
prioritized
stakeholders
to
to
have
the
community
feel
good
that
that
we've
made
the
effort,
and
we
might
frankly
find
that
there
are
groups
there,
that
you
know
really
say:
hey
and
we've
got
these
seven
ideas
too,
and
might
be
some
good
ones.
Mm-Hmm.
G
So
think
about
stakeholders
with
such
a
kind
of
monumental
task
in
front
of
us
I'll
submit
just
an
idea
for
consideration,
so
maybe
on
the
front
end,
it's
an
open-ended
question
of
any
and
all
stakeholders
of
the
city.
What
what
would
be
their
ideas?
You
can
either
give
them
a
menu
of
things
they
can
choose
from
to
help
balance
the
budget
and
then,
once
once,
this
group
makes
a
first
cut
of
recommendations
on
some
options.
G
To
me,
that's
going
to
be
a
natural
organizing
point
for
some
stakeholders,
so,
for
example,
if
there's
a
particular
Parks
and
Rec
program
that
gets
cut,
that's
gonna
probably
upset
a
certain
group
of
people
that
we
would
have
an
obligation,
a
moral
obligation
to
engage,
especially
if
they
don't
have
much
economic
or
political
power
and
tend
to
be
voiceless,
and
these
types
of
things
so
there's
gonna
be
different
phases
different
targeting,
so
that
we
make
sure
we
hear
from
hear
from
as
many
people
as
we
possibly
can
anyway.
I
throw
that
out
there.
Continuation
well.
A
We've
used
that
as
a
way
kind
of
at
the
top
of
the
funnel
to
get
people
involved,
and
then
people's
input
gets
collected.
You
know
once
we're
once
they're
kind
of
engaged
in
that
process,
because
I
think,
if,
if
you
look
at
the
timelines
that
we
have
once
we
have
kind
of
preliminary
versions
of
these
packages,
if
things
put
together,
there's
not
a
whole
lot
of
runway,
they
have
a
really
lengthy.
A
You
know
like
there's,
no
there's
no
two
months
in
the
schedule
to
go
and
talk
to
people
about
it.
You
know
we've
got
to
put
the
packages
together,
then
we've
got
to
go,
have
a
conversation
with
the
community
and
get
feedback
than
that
if
we're
gonna
adjust
them
before
they
go
to
the
council,
that's
probably
a
couple-week
process,
and
so
the
engagement
I
think
it
needs
to
be
up
front
in
terms
of
driving.
That
and
the
objective
is
of,
it
is
primarily
to
drive
awareness.
A
B
They
don't
need
a
lot
of
more
detail
than
that,
so
it's
a
perceived
loss
and
a
perceived
cost
and
somehow,
if
we're
gonna,
have
discussions
with
people,
we
better
lay
that
out,
I
would
say
to
them.
Well,
if
we
want
to
raise
your
taxes
by
X,
are
you
willing
to
pay
for
it
if
we
can
keep
the
city
services
at
an
equilibrium
and
we
can
protect
fire
and
life
safety
and
our
police
departments?
B
Do
it,
but
isn't
that
the
discussion
we
need
to
get
into
I
mean
and
and
if
we're
gonna
do,
that
we
have
to
have
a
list
that
says:
okay,
here's
the
three
options
and
here's
what
the
losses
are
going
to
be
and
here's
where
the
revenue
is
going
to
have
to
come
from,
because
there
isn't
anything
else.
We
can
do
to
fill
the
7
million
dollar
gap
in
next
year
and
it
may
be
another
7
or
14
Laurie.
You
know
the
number
the
following
year
and
that's
a
big
gap.
B
G
J
Yes,
thank
you
cheers
so
what
I'm
hearing
from
your
discussion
is
pointing
us
back
to
the
IEP
spectrum
that
we
discussed
earlier.
So,
as
you
think
about
your
plan
for
engagement,
there's
definitely
a
level
of
inform
that
we'll
be
focusing
on
and
also
consult,
and
so
when
we
think
about
going
out
to
the
public.
What
is
it
that
we
want
to
ask
or
to
learn
from
them?
I.
A
Think
pretty
clearly
one
question
we're
gonna
be
asking
you
is:
what
services
do
you
value
more
than
others
I?
Think
that's
one
question
I
think
Neal
brought
up
another
question
which
is
I,
think
they're
in
there's
a
variety
of
ways
to
frame
it,
but
we're
gonna
have
to
ask
we're
gonna
have
to
ascertain
what
people's
kind
of
tolerance
is
for
tax
increases
in
order
to
pay
for
this
stuff
that
we're
getting
right
now
or
saying
that
we
don't
want
to
have
a
tax
increase
and
and
have
any
have
less
things.
H
H
The
city
did
X
and
made
Y
cuts,
doing
X
and
there's
a
perception
that
this
is
the
consequence.
What's
your
reaction
to
that
and
what
would
your
reaction
to
be
to
that
being
permanent
or
lasting
three
years
or
seven
years,
if
the
consequent
was
consequence,
was
Z
or
something
like
that
to
make
that
tangible,
relatively
early,
not
that
it's
necessarily
a
proposal,
but
it
might
be
a
way
to
maybe
better
get
the
temperature.
You
know
so
at
the
same
time
inform
people
hey
this
is
this
has
been
done?
H
Some
consequences
are
apparent.
Now
some
are
expected
to
be
apparent
in
a
year.
What's
your
reaction
to
that?
If
that
continued
and
when
they
say
oh,
we
can't
be
doing
that.
Well,
what's
your
reaction
to
what
your
share
would
be
if
we,
if
we
restored
that
that
we've
already
got,
you
know
it's
easy
for
me
to
say
that
here.
H
Putting
the
actual
dollars
and
words
in
but
I
feel
like
that's
the
kind
of
thing
that
then
you
know,
if
you
go
down
to
Neal's,
call
the
sack
or
up
the
block
from
me.
You
you,
you
were
gonna,
pick
pick
up
some
tangible
feedback
make
a
lot
of
our
conversation,
though,
is
we
kind
of
know
what
Neal's
call
the
sacks
gonna
say
or
the
folks
that
live
up
the
block
for
me,
but
there's
a
whole
bunch
of
folks
in
Bloomington
that
are
gonna
react
rather
differently
to
those
those
identical
numbers.
H
Well,
there
won't
be
identical
numbers,
but
those
numbers
and
those
things
and
and
I
think
that's
our
big
trick.
So
we
know
the
priority.
Stakeholders
would
probably
think
the
institutional
stakeholders
are
priorities
and
we
know
the
sort
of
self-selecting
in
sort
of,
but
if
we
missed
it,
if
we
missed
the
folks
that
aren't
Niels
called
a
sac
or
my
neighborhood,
you
know
we
could
miss
an
important
point.
It
might
not
be
doing
the
service
that
the
council
might
want
out
of
us.
I.
Don't
have
a
good
sense
of
that.
H
A
One
of
the
neighbors
wanted
the
because
we
have
overhead
powerlines
in
our
neighborhood
and
one
of
the
neighbors
wanted
power
lines
buried
for
aesthetic
reasons
and
the
price
came
back
and
it
was
gonna
be
about
twenty
thousand
dollars
a
home.
Have
the
power
line
would
be
buried,
and
the
person
who
was
in
favor
of
this,
who
lived
on
I,
will
help
in
my
neighborhood
would
be
the
nicer
side
of
the
street.
It
was
like
Oh,
twenty
thousand
dollars.
That's
fine
for
power
line.
A
Very
well,
will
sign
up
for
that,
and
the
reaction
of
the
people
who
lived
the
side
of
the
street
that
was
closer
to
the
median
valued
home
in
the
city
was
like
$20,000
I'm,
not
spending
$20,000
to
go,
I
have
a
very
power
line
so,
and
that
was
you
know
that
was
kind
of
the
end
of
that
conversation.
And
so
you
know
that's
one
of
the
things.
A
I
think
that
we
need
to
make
sure
that
we're
connected
to
is
is
people
from
a
wide
range
of
walks
of
life,
with
different
sorts
of
kind
of
perspectives
on,
because
there's
a
there's,
a
pretty
decently
wide
range
of
financial
impacts
that
this
ends
up
having
both
in
terms
of
kind
of
absolute
dollar
amounts.
I.
Think
the
median
home
monthly
cost
was
eighty
some
dollars
is
that
roughly
the
roughly
the
number
right?
Now?
Yes,.
A
Tax,
so
if
you,
if
you
say,
there's
a
10%
swing
and
property
taxes,
you
know
either
up
or
down.
You
know:
you're
talking
$9
a
month,
you
know
or
85
dollars
a
year,
so
you
know
so
so.
For
some
people,
that's
not
a
lot
of
money
at
all
where
it
would
just
kind
of
disappear
into
the
noise
for
other
people.
You
know
they're
on
a
fixed
income.
Perhaps
you
know
perhaps
somebody
who's,
retired
and
living
on
Social
Security,
and
that
amount
of
money
is
a
meaningful
amount
of
money
to
somebody.
I
Chaired
this
time,
I
really
do
have
a
comment
to
make
I
think
what
is
a
city
or
yeah
Polly's
went
to
see
as
we
might
need
to
adjust
our
budget
in
revenues.
What
do
they
want
us?
Maybe
work
on
implementing
or
restructuring
that
you
already
have
and
just
say,
oh
wait
to
cut
this
particular
activity
or
this
service.
There
may
be
something
that
they
want
see
in
addition
to,
or
instead
of
what
we
currently
have.
G
So
this
is
chair.
One
thing
I
definitely
would
like
to
understand
as
well
from
our
stakeholders
is
what
are
their
expectations
now
and
moving
into
the
the
near
future
in
the
next
couple
years.
As
we
see
Co
vid,
you
know
move
forward
and
we
see
the
the
follow
of
that.
Well,
what
are
their
expectations
and
what
do
they
expect
from
the
city
to
continue
to
provide
and
to
really
then
so
that
we
can
meet
those
expectations
or
have
an
understanding
of
what's
important?
At
that
point,.
A
A
You
look
at
how
the
city
was
able
to
pivot
this
year
with
respect
to
the
impacts
this
year,
and
if
you
like,
if
you
read
that
article
about
Duluth,
that
I
say
you
know
that
people
in
Duluth
are
faced
with
a
much
more
different
and
difficult
set
of
questions
that
we
have
and
a
lot
of
that
is
grounded
in
the
fact
that
Bloomington
finances
you
know
were
in
the
1970s.
We're
not
very
great.
You
know,
and
Neil
remembers.
A
You
know
the
difficult
period
in
the
city
finances
in
the
70s,
where
we
were
emerging
from
the
the
bargain
that
we
had
to
do
in
the
60s
around
the
sewer
system
and
the
city
steadily
worked
to
get
the
its
financial
situation
and
its
financial
house
in
order.
But
the
I
think
one
of
the
one
of
the
things
that
I
think
we
need
to
have
a
conversation
about
and
just
and
decide
as
a
explicit
decision
is
our
is
our
recommendation.
D
A
That
I
would
support
those
sorts
of
things,
but
I
think
it's
important
to
be
intentional
about
saying,
as
a
group
were,
that
we're
picking
a
certain
course
around
kind
of
financial
stability
for
the
city
and
communicating
to
people
that
we
intend
to
have
that.
You
know
whatever
we
pick
as
a
baseline,
for
what
we're
doing
going
forward.
H
H
You
know,
I
know
we're
gonna
be
addressing
this
pretty
soon
at
Three
Rivers.
You
know
what
does
it
look
like
in
terms
of
you
have
had
this
99%
plus,
you
know,
tax
repeat
acts.
Recovery
for
quite
a
long
time
here
in
in
suburban
Hennepin,
County
and
I
presume
in
Bloomington
is.
Is
that
what
this
next
year
looks
like?
And
you
know
we've
got.
Unlike
those
other
suburbs,
we
learned
earlier,
you've
got
half
the
property
tax
basis,
commercial
industrial
here,
as
opposed
to
maybe
up
to
35%
in
the
other
cities.
H
Are
these
folks
in
a
position
to
pay
their
taxes
or
are
we
gonna
confront
a
bigger
challenge
if
that
doesn't
occur,
and
so
it
feels
like
to
me
like
there
are
some
of
those
same
questions
so
I'll
bid
along
the
lines
of
what
you
just
raised.
That
would
be
worth
getting
into
this
mix
and
conversation
pretty
soon.
Yeah.
A
Well,
they're,
you
know
in
the
some
of
the
conversations
we've
had
already,
we've
talked
a
little
bit
about
that.
So
I
think
what
we
heard
is
that,
with
respect
to
collections
on
property
taxes,
there's
probably
there's
probably
a
some
temporary
risks
and
some
permanent
risks.
Okay
and
the
temporary
risk
is
around
like.
When
are
we
going
to
get
the
taxes
that
have
been
letting
you
know?
A
Because
that's
you
know
we
we
pretty
that
that
that's
pretty
likely
that
that's
gonna
come
in
the
other.
The
other
question
that
can
be
a
more
permanent
thing
is
all
around
around
kind
of
valuations
and
challenges
to
valuations,
and
so,
when
math,
the
Assessor
came
and
was
talking
about
the
valuation
process,
you
know
one
of
the
the
constant
things
that
they
have
to
do
is
they
want
the
valuations
to
be
high
enough
to
be
realistic,
but
they
want
them.
A
So
I
think
those
are
the
if
you
think
about
the
risk
that
we
have
around
that
I
think
and
that's
something
when
that
I'm,
hoping
that
in
the
in
the
presentation,
that's
coming
up
that
we're
having
this
will
have
a
little
bit
more
nuanced
conversation
around
that
around
what
the
estimates
are,
as
this
staff
has
been
developing
more
information
on
that
coming
back.
Those
are
the
stakeholder
question.
I
want
to
make
sure
we
don't
get
too
far
afield
from
that.
Any
other.
A
B
We
may
have
maybe
a
good
way
to
do
it,
but
I
don't
know
that
we're
gonna,
do
it
in
eight
weeks,
I
mean
that's
our
dilemma.
We've
got
a
very
limited
time
and
if
we're
gonna
try
to
exercise
some
acceleration
on
some
budget
as
John
suggested,
how
much
time
do
we
have
to
ask
questions?
Or
are
we
better
off
putting
together
some
formulas
discussing
the
months
ourselves,
starting
then
to
present
them
to
the
people
and
say
name
time
presenting
to
the
council,
because
then
the
council's
got
to
make
the
decision?
That's
where
the
buck
stops.
B
So
you
know
I,
don't
know
how
much
time
we
have
to
go
to
rotary
groups,
I'm
serious,
we
we
need
to
get
going.
We
need
to
get
into
the
numbers
and
we
need
to
make
some
recommendations
and
some
processes
and
then,
if
there
needs
to
be
more
communication
in
my
idea,
that
is
the
responsibility
of
the
council,
because
that's
where
the
buck
stops,
not
this
committee,
we
can
do
a
lot
to
help
them
to
assist
them
at
the
end
of
the
hour.
We
have
to
make
those
recommendations
and
then
they
all
have
to
decide.
A
A
There
are
other
things
that
people
would
put
up
there
as
as
barriers
that
would
maybe
maybe
that
maybe
are
a
little
bit
unique
to
this
process.
I
mean
I,
I
think
time
up
there
when
I
think
about
that.
There's
two
sides
to
that:
there's
just
people's
time
and
you
know
kind
of
their
focus,
but
we
also
to
Neil's
point.
We
have
a
schedule
that
we're
staying
at
and
and
just
the
timeframe
that
we
need
to
make
decisions
in
is
a
is
a
something
that
there
can
be
a
challenge
for
this
okiya.
A
I
E
Mr.
chair
I
think
the
other
thing
to
consider
is
any
other
major
things
that
take
place.
You
know
that
are
distractions
to
what
we're
working
on
that
are
gonna.
Take
people's
attention
away.
You
know,
I
think
the
pandemic.
Obviously,
and
what's
going
to
be
happening
with
that,
you
know
all
the
public
safety
issues
that
are
being
discussed.
E
C
C
D
A
D
Have
months
to
do
this,
we've
had
weeks
mm-hmm,
so
there's
that
there's
a
lot
of
things
to
I
think
we
got
one
shot
to
get
to
this
community
I,
don't
think
we
have
an
ongoing
month.
Every
week
after
week
after
week,
we
have
to
kind
of
get
it
right.
The
first
time
ask
the
questions
do
the
best
we
can,
but
we
have
to
make
an
effort.
Mm-Hmm.
J
Thank
You
chair
next,
if
we
have
an
opportunity
for
additional
comments
or
questions
and
I'll
just
quick.
Take
the
opportunity
to
respond
to
a
couple
recent
comments
about
finding
those
traditionally
underserved
or
underrepresented
populations
in
Bloomington
and
just
provide
a
response,
and
that
are
community
outreach
and
engagement.
Division
and
our
racial
equity
coordinator
are
here
to
support
you
in
those
efforts.
So
don't
feel
like
you
need
to
have
all
of
those
answers
on
your
own.
A
J
Right,
thank
you
cheers.
So,
with
this
information,
we
will
be
able
to
take
your
feedback
and
start
to
formulate
some
more
formal
methods,
messages
things
around
the
community
budget,
Advisory
Committee,
so
keep
in
mind
that
IEP
to
spectrum
as
we
move
through
this
work
and
thinking
about
what
the
purpose
is
of
our
engagement.
I'll
make
sure
you
reach
out
if
you
have
additional
comments
or
pieces
of
feedback
to
share
with
us
or
the
next
meeting
and
I'll.
J
Just
reiterate
here
that
you
know:
we've
shared
a
lot
of
message:
messages
with
you
this
evening
about
methods
that
you
have
available
to
you,
whether
it's
communications
methods
through
the
briefing
or
social
media
or
some
of
the
other
engagement
tools
that
we've
mentioned,
and
so
with
this
tight
time
frame.
With
this
eight-week
time
frame,
we
will
be
intentional
about
having
a
multi-faceted
approach
to
seeking
feedback.
So
there's
no
one-size-fits-all,
there's
no
one
method,
and
so
just
continue
to
provide
your
feedback
so
that
we
invest,
engage
the
community
during
this
time.
I'm.
J
A
That's
number
four
point
three.
So
next
up
we'll
go
to
number
four
point,
four
approach
to
committee
recommendations,
and
so,
if
you
want
to
turn
to
page
117
and
handout,
the
staff
and
the
co-chairs
kind
of
over
email
worked
on
a
set
of
potential
approaches
to
starting
to
structure
recommendations,
and
the
memo
sets
out
a
couple,
different
approaches
that
we
brainstormed
and
what
I'm
interested
in
getting
feedback
from
the
committee
tonight
on
our
kind
of
folks
kind
of
preferences
around
this.
So
I'll
walk
through
them
quickly
and
we'll
talk
about
the
basic
choices.
A
So
choice,
number
one
is
the
tax
levy
approach
and
this
this
one.
What
we
would
do
is
we
basically
start
by
picking
a
basically
a
revenue
number.
Then
we
were
aiming
for
and
saying
you
know,
and
we've
talked
about
having
three
scenarios.
We
would
pick
three
different
kind
of
kind
of
revenue,
side
numbers
and
we
would
select
them
probably
so
that
they
could
be
described
easily,
so
the
kind
of
Jon's
feedback
from
before
we
you
know
trying
to
try
to
be
able
to
easily
describe
it
like
the
like.
The
taxes
are
the
same.
A
We're
collecting
the
same
amount
of
money
as
last
year
might
be
one
of
them.
It
might
be
the
tax
per
dollar.
On
the
average.
The
median
house
didn't
change.
You
know,
which
is
like
a
more
of
a
percentage
orient
thing,
so
you
could
have
a
couple
different
scenarios
like
that.
That
I
think
we
would
want
to
build
to
have
easy
labels
for
them
to
do.
Then
that
would
be
the
first
approach
and
then
you'd
build
a
expense
model
that
would
be
supported
by
that
revenue
model.
A
The
second
approach
is
something
that
looks
at
like
service
tiers,
and
you
know,
I
I
had
brought
this
one
up
in
the
conversation
a
little
bit
because
it
was
a
model
that
we
used
when
mark
was
the
city
manager
that
had
a
bush
when
I
went
from
when
I
was
on
the
council.
That
had
a
different
functions
of
the
city
allocated
to
different
service
tiers,
and
we
would
look
at
basically
saying
okay,
that
you
know
if
we
need
to
cut
back
we're
gonna
look
at
in
that
that
particular
model.
A
The
third
one
is
this:
revenue
based
modeling
approach
and
basically
this
one
kind
of
starts
from
the
revenue
scenario
side,
and
then
you
go:
ask
the
staff
to
create
expenditure
scenarios
that
kind
of
allow
you
to
pick
and
choose
between
different
choices
in
terms
of
how
much
would
be
expended
in
that
particular
area,
and
so,
if
you
imagine
a
department
that
has
a
million
dollar
budget-
and
we
came
to
the
conclusion
that
the
budget
needed
to
be
closer
to
$800,000.
In
that
scenario,
what
we
might
do
is,
we
might
say
we
want,
we
don't
want.
A
You
come
with
a
$200,000
proposal.
In
other
words,
don't
come
with
a
proposal
that
closes
that
gap
exactly
we
want
more
choices
so
that
we
can
be
picking
what
the
$200,000
is
going
to
be,
so
that
the
staff
is
generating
alternatives
for
us,
but
we're
not
presented
with
a
here's.
The
here's,
the
thing
that's
going
to
be
cut
to
make
the
$200,000
number
it's
more
a
here's,
a
range
of
options
pick
from
this
menu
and
you
need
to
pick
enough
to
get
to
the
$200,000
number.
If
that's
what
we've
decided
to
do
there.
A
You
know
this
this.
The
the
benefit
of
this
approach
is
that,
if
you're
really
wanting
to
kind
of
position
yourself
for
the
long
term,
it's
probably
the
approach
that
you
want
to
take
and
I'll
give
you
a
good
example
at
work.
I
work
at
Microsoft
and
you
recently
read
that
we're
closing
the
retail
stores
that
we
have.
You
know
and
that's
a
that's,
an
expensive
decision,
but
somebody
has
decided
that
that's
the
the
right
long-term
decision
for
the
business,
even
though
it
has
a
big
impact
for
the
business.
A
The
question
we
have
on
this
is
whether
for
this
sort
of
repositioning,
whether
were
the
right
group
to
make
a
proposal
for
that
or
really
whether
that's
a
City
Council
responsibility
to
make
those
sorts
of
changes,
so
we'd
have
to
think
if
we
wanted
to
go
down
that
path.
We'd
have
to
communicate
very
succinctly
about.
A
The
generally
an
approach
that
I'm
not
enthusiastic
about
because
I
don't
think
it
makes
value
judgments.
It
just
kind
of
says
everything
is
gonna,
be
cut
down
by
a
certain
amount
and
I
think.
There's
almost
certainly
things
that
we
think
are
more
important
and
less
important
to
do
at
the
at
the
city
and
that
it's
our
job
to
make
those
more
important
and
less
important
decisions.
A
A
So
with
that,
I
will
open
the
floor
to
kind
of
comments
or
questions
or
discussion
on
that
topic,
and
we
don't
I,
don't
think
we
have
to
make
a
decision
on
this
tonight,
but
I
think
we're
gonna
have
to
soon
make
a
decision
about
kind
of
in
terms
of
the
steps
that
we're
gonna
take.
You
know,
how
are
we
gonna
what
what
approach
we're
gonna
take
to
make
those
decisions
so.
A
B
C
Mr.
mr.
chairs
and
committee
members,
you're
correct,
chair
Peterson
that
I
do
have
some
ideas
and
some
preferences,
and
and
so
I
would
ask
for
your
tolerance
that
my
inclination
is
to
say
that
my
preference
is
to
blend
all
of
these
to
some
extent
right,
but
that's
kind
of
the
lazy
response.
The
fact
is
that
I
think
you're
gonna
see
elements
of
each
of
these
approaches
in
the
product.
C
The
committee
comes
forward
with
I
I.
Think
that
the
suggestion
of
focusing
on
the
revenues
first
is
a
good
approach.
It's
really
understanding
two
things,
one,
it's
understanding
the
non
property
tax
revenues
and
what
the
what
the
varying
scenarios
are
for
those
and
we're
gonna
get
into
that
right
away
next
week.
So
that's
and
I
think
that's
really
important
and
then
the
second
piece
of
the
revenues
is
a
discussion
about
the
the
threshold
or
the
the
willingness,
the
ability
to
pay
for
property
tax
payers.
C
So
it's
a
combination
of
understanding
what
the
non
property
tax
streams
are
going
to
be,
what
anticipated
variability
we're
going
to
have,
and
then
the
second
piece
is
just
the
you
know:
the
the
amount
that
tax
payers
feel
is
a
value
for
the
services
they
get
so
I.
Think
I.
Think
the
revenue
based
modeling
approach
is
a
good
one.
I
think
the
tiered
service
is
informative.
C
Identification
of
the
tiers
doesn't
allow
us
to
really
drill
down
into
the
different
pieces
of
those
I.
I
think
that
we
have
to
have
some
conversation
about
the
strategic
positioning.
I
agree
with
chair
Petersen
that
that
some
of
that
is
probably
too
much
time
needed
to
put
those
ideas
and,
frankly,
too
much
information
gathering
necessary
because
that
that
involves
maybe
a
larger
visioning
process,
but
I
think
the
committee,
the
the
incorporation
of
recommendations
to
the
council
about
places
where
they
should
be
looking
to
go
to
the
ball.
C
You
know,
that's
that's
the
aphorism
that
we
use
there
is
going
to
where
the
ball
is
going
to
be
them
and
Ori
to
put
its
missus
Minnesota.
So
it's
going
to
where
the
puck
is
going
to
be
that's
what
made
Wayne
Gretzky
the
greatest
player
of
all
time.
Is
he
didn't
go
where
the
puck
was
was
at?
He
went
to
where
the
puck
was
going
to
be
so
it's
trying
to
figure
out
where
the
future
of
this
community
is
going
to
be
and
then
heading
in
that
direction.
C
In
that
some
of
our
departments
are
I
would
say
minimally
resourced
to
provide
the
very
specific
work
that
they
do
and
then
a
number
of
our
departments
have
budgets
that
do
many
other
things
that
I
would
say
are
in
the
discretionary
category,
so
using
maybe
the
finance
department.
Each
of
the
people
in
the
finance
department
has
a
specific
role
related
to
accounts.
Receivable
accounts
payable
auditing.
C
Those
types
of
things,
and
so
a
a
percentage
reduction
for
finance,
is
going
to
have
a
much
more
significant
effect
on
the
work
that
they
do
as
opposed
to
a
percentage
cut
for
somewhere,
like
maybe
like
Public
Works,
or
you
know
where
you
see
a
lot
of
service
work.
That's
done!
That's
not
that's
discretionary!
You
know
we
have
different
levels
of
service
that
we
provide.
C
I
I
appreciate
that
observation
and
it's
because
I'm
I'm
absolutely
committed
to
the
idea
that
I
want
this
to
be
the
product
of
the
committee
and
I.
Don't
want
this
to
be
a
a
city
manager
directed
outcome
that
you
know
it
becomes
something
that
it
just
appears
that
the
committee
is
signing
off
on
I.
Don't
think
that
any
of
you
signed
up
for
that
and
I.
Don't
think
that
any
of
the
staff
want
that
to
be
the
case,
I
mean
we
really
want
this
to
be
an
an
interactive
and
shared
product.
C
B
B
A
C
B
There's
probably
sources
we
have
not
used
before
and
they're
available
to
us
and
they
may
only
be
stopgap.
It
may
be
two
years
or
three
years,
but
we
need
to
look
at
some
of
those,
because
one
of
the
things
we
have
to
be
able
to
say
to
these
citizens
is
look
we're
going
we're
going
to
keep
the
services
in
place.
We
are
going
to
beg,
borrow
or
steal
enough
revenue
to
keep
the
ship
floating
until
we
get
into
22
or
23,
and
we
what's
gonna
happen
at
the
mall.
B
A
C
Of
departments
with
the
internal
budget
review
process,
that's
underway
and
as
a
quick
update
on
that,
we
just
this
week
start
the
sit-down,
with
the
departments
and
in
the
various
divisions
to
go
through
the
budgets
they've
submitted
based
on
the
parameters
we
gave
them
and
it's
one
of
the
conversations
that
that
we
had
today
is
okay.
So
where
is
their
revenue
that
maybe
we
haven't
pursued
before
so
you
know,
one
of
the
groups
that
we
met
with
you
saw
Emily
tonight
was
the
he'll
reach
and
engagement
division.
C
I
think
that
the
current
circumstance
that
we
are
experiencing,
not
just
in
Twin
Cities
here
but
around
the
country,
is
going
to
the
environment.
The
demands
for
change
in
police
reform
issues
related
to
racial
equity.
This
moment
is
going
to
drive
I,
think
a
lot
of
foundation,
investment
in
community-based
initiatives.
So
what
are
we
doing
as
an
organization
to
go
out
and
pursue
those
funds
for
the
betterment
of
our
community,
especially
in
a
division
like
I'll
reach,
an
engagement?
Those
are
the
questions
that
we
need
to
be
asking
our
staff
is:
where
do
they?
C
H
Area
I
appreciate
the
colloquy
I,
think
I
think
it's
helpful
a
lot
I'm
struck
by
what
Rahm
Emanuel
famously
taught
us
all
about
public
policy
in
a
time
of
crisis
which
is
don't
let
it
go
to
waste
and
so
I
I
very
much
agree
that
the
notion
of
across-the-board
cuts
is
not
a
good
one
and
what
resonated
most
about
what
what
you
just
said,
Jamie
was.
Was
your
your
caution
about
the
revenue
based
approach
that
I
think
you
were
suggesting?
H
There
is
a
risk
that
it
does
limit
creativity
and
that
you
know,
if
you're,
just
gonna
direct
in
departments
to
make
some
cuts,
and
so
I'm
just
left
with
I
will
say
that
without
hearing
that
colloquy,
what
appealed
to
me
was
the
idea
of
that
first
I
thought
the
memo
was
good
by
the
way,
but
the
the
tax
levy
approached
with
a
heavy
dose
of
of
what
I
appreciate
was
the
hardest.
One
was
the
strategic
positioning
for
the
future
and
I
know
he
can't
do
it
in
two
months:
I'm,
not
suggesting
I.
H
If
you
kind
of
know
where
we
might
might
be
targeted
as
a
levy
but
in
the
context
of
strategically
positioning
for
the
future,
and
maybe
lay
into
that-
and
this
is
not
inconsistent
with
what
you
just
said-
Jamie-
but
a
real
examination-
I
think
I
mentioned
us
before
of
the
impact
or
the
likely
impact
of
the
cuts
that
were
already
done
in
the
short
term
and
if
they
were
perpetuated,
all
this
to
lay
a
foundation
for
for
what
is
the
future?
What
is
on
the
expense
side?
H
H
What
is
alignment
of
shared
services?
You
know
whether
it's
in
health
department
or
some
of
the
other
services
do
I'm,
not
talking
about
being
it
over
to
someone
else
or
whatever,
but
does
alignment
maybe
based
on
the
catalyst
of
these
developments,
give
give
the
opportunity
to
make
some
savings
and
then
I
think
this
was
the
other
people's
money
all
right,
but
is
this
that
moment
of
public-private
partnerships?
That's
more
than
just
a
slogan,
but
one
that
can
actually
get
these
same
to
live.
You
know
the
services
and
maybe
some
more
delivered.
H
A
A
That
would
require
more
community
input
than
what
we
think
we
have
time
for
in
this
process
we
could
choose
to.
We
could
choose
to
spend
some
time
on
that
if
we
were
doing
well
on
the
kind
of
key
things
that
our
deliverables
here
and
provide
that
to
the
council,
to
which
might
be
input
for
a
process
that
they
run
next
year,
leading
up
to
the
up
to
the
2022
budget.
A
A
What
is
the
kind
of
composition
of
services
look
like
under
each
of
those
scenarios,
because
I
think
in
terms
of
being
able
to
have
something
if
we're
listening
to
people's
feedback
tonight,
if
we're,
if
we're
really
prioritizing
something,
that's
easily
explained
to
people
in
terms
of
what
we're
doing
that
has
more
nuance
than
just
the
you
know,
we
everybody
gets
a
10%
haircut
and
doing
that.
I
think
that's
what
it's
that's!
E
Laurene
yeah,
thank
you.
I
agree
with
the
revenue
based
modeling
I.
Think
that's
a
good
approach.
I,
don't
believe
you
know
cuts
across
the
board
really
in
this
particular
situation
doesn't
serve
a
good
purpose,
but
chair
Peterson,
you
mentioned
short-term
versus
long-term
and
I.
Think
the
decisions
and
recommendations
that
this
group
will
make
and
be
brought
forward
are
gonna,
have
lasting
impacts
on
the
future.
So
I
would
suggest
the
short-term
approach
and
bring
forth
recommendations,
but
we
should
also
understand
that
these
could
be
continued
on
into
the
future.
And
what
does
that?
Look?
Like
other.
C
C
That's
been
doing
forecasting
over
the
last
four
months
about
economic
impact
both
to
the
organization
in
the
community
and
they're
gonna
share
with
you
the
the
basis
for
the
assumptions
and
the
forecasting
scenarios,
so
I
think
that
will
give
you
a
good
sense
of
what
we
think.
The
range
of
possibilities
are
at
least
on
with
with
the
number
of
the
revenues
and
and
then
then
we'll
come
back
with
the
property
tax
side
of
it.
But
you
know
the
the
non
property
tax
revenues
are
about
12
and
a
half
15
percent
of
our
total
budget.
C
A
That's
necessarily
going
to
drive
our
decision
on
where
we
make
the
recommendation
on
the
preliminary,
because
it
doesn't
make
sense
for
us
to
have
a
recommendation
that
sits
above
the
preliminary
levy,
because
that's
it's
not
a
once
once
the
council
sets
the
preliminary
level
that
sets
a
cap
and
so
we're
it's
just
not
feasible
to
for
us
to
come
back
with
the
proposal.
It's
not
useful
to
come
back
with
the
proposal.
That's
high
higher
than
that.
A
So
I
think
this
conversation
that
we're
gonna
have
here
coming
up
around
revenues
and
where
we
want
to
do
that,
how
we
want
to
create
the
different
scenarios,
how
we
want
to
describe
them
and
stuff
like
that?
It's
necessarily
once
that's
done!
It
will
be
obvious
what
the
the
maximum
levy
number
will
be
because
we're
not
proposing
something,
that's
any
higher
than
the
highest
proposal
that
we
have
and
that
all
I
think
lead
pretty
straightforwardly
to
that.
A
So
I
think
I'm
gonna
put
a
checkbox
next
to
the
4.4
committee
recommendations.
One
and
you
know
the
manager
had
suggested
that
we
have
a
little
bit
of
reflection
at
the
end
of
each
meeting
and
get
feedback
and
so
I'll
just
kind
of
open
the
floor
to
you,
know
kind
of
concerns
or
suggestions,
kind
of
feelings
of
where
we're
at
in
the
process.
At
this
point.
C
Well,
if
I
might
mr.
chair
and
committee
members,
let
me
see
if
I
can
summarize,
because
I
think
one
of
the
strong
agreements
that
we
had
amongst
the
group
a
couple
weeks
ago
is
that
we
want
to
be
building
as
we
go
and
so
making
sure.
We
agree
on
the
things
that
the
decisions
were
making
at
every
meeting
to
start
building
towards
the
next
meeting.
So
let
me
just
summarize
what
I
think
I
heard
and
if
I
missed
something
either
akari
or
committee
members
can
supplement.
C
We
got
to
find
methods
and
vehicles
to
reach
the
people
who
aren't
choosing
to
being
involved
and
engaged,
and
so
when
we're
looking
at
the
communications,
both
the
messaging
and
the
the
means
of
doing
it
that
there's
a
strong
desire
by
the
committee
to
be
finding
where
people
are
and
making
sure
that
we're
reaching
those
who
aren't
normally
aware
of
what's
going
on
is
that
a
thumbs-up
that
I
heard
that
correctly.
Okay
on
the.
C
I'll
reach
an
engagement
piece,
I
think
that
I
heard
that
the
committee's
comfort
level
on
the
spectrum
is
the
inform
and
consult
in
the
various
stages
and
that
the
expectation
again
is
that
we
are
utilizing
multiple
methods
for
engagement
and
again
that
we
are
focused
on
going
to
where
people
are,
as
opposed
to
forcing
people
to
come
to
us
anything
there.
That
folks
want
to
add
that,
in
my
summary,
I
either
have
glossed
over
or
have
missed
her
understood.
C
All
right
and
then
chair,
Steve
Peterson,
summarized
it
in
terms
of
the
the
approach,
the
philosophy
on
how
we're
going
to
do.
This
is
to
take
a
revenue
based
modeling
approach
and
direct
the
departments
to
start
forming
some
decisions
to
meet
different
alternatives
within
that
modelling,
and
that
we
will
also
be
incorporating
some
elements
of
the
of
the
other
approaches
that
were
outlined,
especially
multi-year
thinking,
some
strategic
recommendations
and
also
looking
at
some
of
the
tearing
of
the
services.
I
I
C
Mr.
chair
members
and
Acquia
I
think
the
answer
is
yes,
that
after
I
think
the
revenue
discussion
next
week
would
be
a
good
time
to
check
in
with
the
committee
and
see
how
you're
still
feeling
about
the
the
approach
and
if
you
have
additional
thoughts
into
term
and
in
terms
of
how
we
give
direction
to
departments
preparing
them
to
come
in
and
make
their
presentations
I
think
it
would
be
helpful
to
hear
from
you
again
next
week.