►
Description
Bloomington Community Budget Advisory Committee Meeting
A
I
start
the
community
budget
advisory
committee
meeting
of
wednesday
october
7th
first
order.
Business
is
called
order.
Just
did
that.
Do
I
hear
a
motion
to
approve
the
agenda,
so
it's
been
moved.
Is
there
a
second
right,
moved
and
seconded
that
the
agenda
be
approved?
All
those
in
favor
say
aye
aye.
B
A
A
Motion
and
did
I
see
a
hand
wave
over
here
of
a
second
yeah
sure
I
did
but
moved
in
seconded
that
the
minutes
be
approved.
All
those
in
favor
say:
aye,
aye,
aye
aye.
All
those
opposed.
The
motion
carries
we'll
go
on
then
to
item
number
four
organizational
business
and
4.1
kari.
C
Good
evening
co-chairs
committee
members
this
evening,
we
I
have
a
memo
in
your
packet
with
the
information
and
updates,
but
then
I
also
have
some
new
information
that
was
not
in
the
packet
that
I
have
presented
here,
and
I
wanted
to
share
with
the
committee
that
now
the
all
of
the
preliminary
tax
numbers
are
in
since
they
were
due
to
the
county
at
the
end
of
september.
I
just
wanted
to
show
you
what
this
looks
like
and
in
this
example.
C
So
if
we
just
keep
those
at
their
preliminary
tax
levies,
this
is
how
it
would
look
for
a
five
percent
tax
levy
for
the
city
of
bloomington,
a
three
percent
tax
levy
or
zero
percent,
so
no
increase,
so
you
can
see
just
that.
The
only
line
that's
changing
here
is
how
the
city
of
bloomington
annual
tax
impact
changes
so
for
five
percent.
C
So
there
are
any
questions
on
this
for
the
committee
or
anything
that
was
in
the
memo.
We'd
be
happy
to
answer
those.
A
A
So
if
there's
no
questions
on
that
that'll
be
the
discussion
on
4.1,
then
we
will
move
on
to
4.2
and
if
you
could
make
me
be
the
presenter
for
just
a
second
here.
I
have
a
couple
slides
that
I
want
to
show.
A
So,
just
to
kind
of
recap
where
we're
at
in
the
in
the
process
here
these
are
the
remaining
activities
that
the
committee
has
so
tonight,
we're
completing
the
three
preliminary
budget
scenarios
to
get
wider
public
feedback
next
monday.
The
co-chairs
will
be
at
the
city
council
meeting
talking
about
the
preliminary
proposals
that
we
have
and
talking
to
the
council
briefing
them
on
that
and
getting
preliminary
feedback
from
them
next
week.
We
also
have
a
couple
different
opportunities
for
the
public
to
be
give
reaction
to
us.
Those
are
available
on
our
website
at
blm.mncbac.
A
You
can
see
where
those
sessions
are
and
how
to
sign
up
for
those
we
do
not
meet
next
week
as
a
group,
but
then
we
have
two
remaining
meetings
that
are
on
the
calendar,
which
are
on
october
21st
and
october
28th.
A
Those
are
the
meetings
we'll
be
taking
the
feedback
from
the
community
and
editing
the
list
that
we
have
and
creating
the
final
set
of
budget
scenarios
to
send
to
the
city
council.
A
A
Okay,
okay,
I
wasn't
sure
because
I
I
looked
at
those
and
it
wasn't
clear
to
me-
I
couldn't
remember
what
we
had
decided
on
that
and
then
just
for
the
information
of
the
committee.
We
do
not
have
any
meetings
scheduled
in
november
or
december,
but
it's
possible
that,
based
on
the
city
council's
conversations,
they
may
want
us
to
react
to
some
questions
that
they
have,
and
so
it's
very
possible
that
we'll
have
a
a
meeting
or
two
in
that
period,
providing
feedback
or
reactions
to
ideas
that
the
city
council
has.
A
So
that's
really
where
we're
at
right
now.
So
we're
you
know
and
really
kind
of
tonight,
wrapping
up
these
preliminary
budget
scenarios.
So
this
picture
talks
a
little
bit
about
just
just
at
a
bigger
picture
where
we're
at
in
kind
of
adopting
kind
of
budget
reductions
and
and
kind
of
changes
to
budget
scenarios,
and
I
wanted
to
frame
this
up
because
there's
a
couple
things
that
we've
already
put
on
our
list
and
said
that
we're
going
to
do.
A
There's
the
valley
view
pool
plan
savings
and
there
is
the
normandy
lake
abatement
both
of
those
have
been
kind
of
adopted
and
those
are
baked
in
the
budget
that
we
got
from
the
staff,
so
those
are
kind
of
already
baked
in
so
we
don't
need
to
account
for
those
in
the
numbers
that
are
on
the
right
up
there
and
so
tonight,
really
what
we're
doing
is
we're
gonna,
create
kind
of
complete
our
work
on
the
preliminary
budget
scenarios
and
just
to
kind
of
recap,
we
have
three
scenarios
that
we're
aiming
for
there's
a
scenario
that
the
the
one
that's
the
first
listed
there,
which
has
a
five
percent
property
tax
levy
increase
that
requires
additional
budget
reductions
beyond
what
you
see
on
the
left
there
of
a
little
bit
under
1.6
million
dollars.
A
If
and
then
we.
The
second
scenario
that
we
agreed
to
create
was
a
three
percent
levy,
increase
that
one
has
a
total
amount
of
budget
reductions
of
a
little
bit
under
2.9
million
dollars.
Okay,
so
just
to
be
clear
that
2.9
million
is
inclusive
of
the
1.5
million.
So
it's
not
additive.
On
top
of
that,
it's
inclusive
of
that
and
then
finally,
the
third
scenario
that
we've
agreed,
that
we're
going
to
create
is
a
zero
percent
property
tax
levy
increase
and
that
one
requires
a
total
set
of
budget
reductions
of
4.8
million
dollars.
A
A
The
other
thing
I
wanted
to
talk
about
is
we
do
have
a
parking
lot
for
ideas
that
we
talked
about,
but
are
not
being
considered
for
the
2021
budget
and
the
primary
reason
that
they're
not
being
considered
for
the
2021
budget
is
because
they,
for
some
reason,
couldn't
be
depended
on
as
part
of
making
our
decision
for
the
2021
budget.
They
might
require
legislation
to
occur.
A
They
might
require
a
deal
to
be
struck
with
someone
else
or
they
might
require
something
that
requires
more
lead
time
than
we
had
in
order
to
get
something
to
certainty.
So
these
are
ideas
that
I
think
the
committee
was
curious
about.
I
wouldn't
these
are
not
ideas
that
the
committee
voted
and
said.
If
we
could
do
it,
we're
going
to
go.
A
Do
these
things,
but
there
were
things
that
the
committee
was
curious
about
and
one
of
the
things
that
as
we,
if
we
add
more
things
to
this,
as
what
is
we'll
transmit
this
list
to
the
council
as
part
of
our
final
deliverable
at
the
beginning
of
november,
with
a
list
of
things
that
we
considered
and
for
various
reasons,
couldn't
be
done
right
now,
but
that
the
council
could
choose
on
a
kind
of
longer
time
frame
to
kind
of
take
up.
A
So
if
you
do
notice
that
there
are
things
that
we've
talked
about
that
aren't
on
this
list,
because
I
think
this
is
the
kind
of
exhaustive
list
of
those
things
right
now,
please
let
me
know
and
I'll
make
another
slide
in
here
I'll.
Take
notes
on
that,
so
that
we
make
sure
that
we
have
that
list.
So
with
that,
any
questions
on
that.
A
That
at
this
point,
so
that's
it
for
me
jamie,
I
think
you
had
a
slide
that
you
wanted
to
show
and
talk
about.
Is
that
right.
D
You
do
mr
chairs
and
committee
members,
the
committee
and
the
co-chairs
had
asked
for
some
additional
input
from
staff
on
the
the
different
bundles
of
reductions
that
had
been
put
together
and
wanted
some
input
from
our
executive
leadership
team
on
on
those
options.
D
So
our
our
team
worked
through
those
and
on
the
staff
he
on
the
on
the
screen.
What
you
see
are
the
requests
that
our
team
would
make
to
the
committee
for
modifying
the
bundle
somewhat.
So
what
we
did
is
looked
at
each
of
the
options
submitted
by
the
departments
and
the
committee,
all
in
all,
I
think,
lined
up
pretty
well
with
where
the
departments
were
in
terms
of
prioritizing
and
understanding
impact
to
community,
and
then
you
know
putting
those
in
in
the
appropriate
order.
D
What
we
have
here
reflects
some
of
the
prioritization
that
each
of
the
departments
would
do,
and
so
the
way
to
read
this
chart
is
for
each
of
these
options.
Where
you
see
the
plus
would
be
moving
that
item
into
that
specific
category
and
the
minus
would
be
moving
out
of
it.
So,
for
example,
that
first
line
staffing
changes
to
our
public
health
family
health
unit
would
move
that
out
of
the
zero
percent
scenario,
which
is
the
the
the
the
lowest
of
the
three
right.
D
If
we
have
to
get
down
to
the
lowest,
this
would
be
among
the
last
reductions.
We
would
make
and
actually
move
it
into
the
five
percent.
So
among
the
first
reductions
we
would
make-
and
that's
that's
a
reflection
of
the
work
that
the
staff
has
been
doing
to
make
sure
that
their
operation
is
getting
right-sized
for
the
next
couple
of
years
and
that
they've
got
the
appropriate
staff
and
the
appropriate
services.
So
you
can
see
there.
D
So
as
we
walk
through,
these
you'll
see
some
places
like
the
traffic
calming
and
the
under
phil
the
traffic
engineer,
moving
that
out
of
the
higher
area
and
then
into
the
lower
amount
of
reductions.
D
The
the
traffic
calming
is
actually
has
a
pretty
high
impact
to
residential
neighborhoods,
especially
and
so
our
ability
to
get
out
there
and
do
speed
reduction
strategies
in
neighborhoods
at
the
request
of
residents
is
one
of
the
more
frequently
requested
services
that
we
have
in
public
works
so
willing
to
make
some
swaps
and
some
trades
there
to
try
and
preserve
that
as
possible.
D
So
in
the
in
the
end,
what
you
see
is
we
have
moved
a
few
things
around
and
wanted
to
present
these
back
to
the
committee
and
have
a
little
bit
of
discussion
and
co-chairs.
It
certainly
take
direction
from
you
and
how
you'd
like
to
facilitate
that
conversation.
A
Hey,
thank
you
jamie,
so
the
the
question
that
we're
going
to
need
to
answer
here
if
we
decide
that
we're
going
to
adopt
any
of
these
suggestions
from
the
staff
is
we're
going
to
have
to
make
a
more
concrete
decision
about
where
we
insert
each
of
these
things
in
the
priority
list,
because
that
necessarily
will
cause
us
cause
some
things
to
be
pushed
down
and
some
things
to
move
up,
and
so
with
that
I
think
I
had
asked.
Do
we
have
a
printout
of
the
of
this
available
to
us.
A
A
That'd
be
great
because
it
would
be
a
little
bit
helpful
to
do
that,
because
what
we're
gonna
need
to
do
is
we're
gonna
need
to
revert
we're
going
to
need
to
refer
to
this
and
then
be
able
to
see
the
kind
of
kind
of
talk
about
where
the
right
place
to
put
these
changes
in.
But
we
can
start
out
by
just
getting
folks
reaction
to
any
of
the
proposals
that
the
staff
leadership
has
brought
forward
or
if
you
have
questions
about
them,
brain
go
ahead.
E
Thank
you,
mr
chair,
and
it
will
be
helpful
to
have
a
printout
so
when
I
am
looking
at
option
so
you've
got
options.
75
and
76
put
together
when
I
look
at
so
when
I
look
at
75
and
76.
Those
are
actually
two
positions
correct
or
it's
the
program
in
a
position
one's
for
77.5
and
the
others
for
24
000..
D
Yeah-
and
I
should
add,
not
want
to
cut
you
off
maureen,
but
all
of
our
directors
are
available
on
the
call
tonight
too
so
they're
there.
If
you
have
specific
questions
about
why
they
felt
it
was
more
appropriate
to
have
these
in
different
categories
too.
A
You'll
notice
that
75
and
76
got
moved
up
and
put
together
in
the
spreadsheet,
and
the
reason
for
that
is.
Is
the
staff
realized
after
the
things
were
presented,
that
those
things
really
need
to
be
treated
as
a
unit?
So
that's
brain.
That's
why
those
two
show
up
as
a
combined
item
on
there
as
the
staff
realized
after
we
went
through
the
ranking
that
those
really
could
not
be
treated
separately
and
needed
to
be
a
single
thing.
F
F
A
F
A
We're
going
to
switch
to
the
spreadsheet
and
then
my
thinking
is
that
we'll
walk
through
this
list
and
we'll
have
a
short
conversation
about
each
one
and
say
it
makes
sense
to
insert
this
at
this
rank
and
go
about
it
that
way.
So
that
was
my
thinking
on
how
to
go
about
dealing
with
that.
I'm
open
to
other
ideas,
but
that
was
my
thought
on
how
to
handle
that
other
questions
or
comments.
D
A
F
A
A
Okay,
so
we're
switching
to
this
view,
so
this
is
this
view
is
a
little
bit
different
than
the
view
that
we
used
last
week.
It
the
items
are
in
the
order
that
we
ended
up
in
last
week,
but
it's
a
simpler,
looking
spreadsheet
so
that
I
can
zoom
in
here
a
little
bit
and
get
a
little
bit
more
showing
up
on
the
screen.
A
First,
I
do
want
to
go
through
and
point
out
a
couple
changes
that
I
made
to
the
order
of
things
since
the
spreadsheet
that
ended
last
week
and
it's
all
things
that
were
either
kind
of
staff
feedback
to
say
these
things
go
together
or
they
are
reflecting
items
that
we
already
discussed
so
the
first
one
I
wanted
one
I
want
to
discuss
and
the
items
that
are
marked
as
ranked
number
one
there
is.
A
We
agreed
that
we
were
going
to
move
all
of
the
travel
related
things
up
at
the
top
of
the
list,
because
it
the
likelihood
that
those
would
get
spent
wasn't
super
high,
and
so
it
just
made
sense
right
off
the
top
to
do
that.
So,
unless
there's
an
objection
to
that,
I'm
gonna
I'm
gonna,
leave
that
as
it
is.
A
The
next
item
is
related
to
public
works
and
basically
what
this
does
is.
This
brings
these
three
items:
79,
80
and
81.
These
three
items
together-
and
this
was
another
example
of
feedback
where
the
public
works
department
said
that
these
ought
to
be
combined
together
into
one
set
of
items.
So
this
is
a
little
bit
bigger
change.
So
at
this
point
I'll
give
people
just
a
second
to
look
at
that
and
either
say
I'm
fine
with
that,
or
by
doing
that
I
want
to
change
the
kind
of
relative
priority
of
these
items.
A
So
it's
the
three
selected
things
in
public
works,
7980
and
81..
G
These
three
items
go
together.
The
park
staff
said.
A
That's
right,
so
the
the
staff
intent
here
was
that
these
three
items
should
be
effectively
treated
as
a
unit
when
we're
making
a
decision
and
be
considered
together.
B
Good
evening,
all
hi
carl,
so
we
had
actually
in
retrospect,
we
should
have
submitted
this
as
one
item
at
the
very
beginning.
When
we
were
putting
items
together,
we
were
trying
to
kind
of
identify
discretely
what
the
service
impacts
of
each
of
these
would
be,
and
that's
why
we
submitted
them
as
three
separate
ones,
but
really
in
in
the
way
we
looked
at
this
is
that
by
eliminating
a
park
position,
we
have
a
number
of
park
employees
in
that
same
position.
B
B
So
what
this
one
does
is
it
gets
rid
of
one
park
maintenance
position,
but
to
accommodate
that
we're
also
reducing
the
amount
of
ash
trees
that
we
contract
out
on
boulevards,
and
we
would
do
that
work
with
our
staff,
so
there's
a
savings
there
and
then
also
we
would
have
some
some
changes
to
the
amount
of
trails
we
plow
in
the
winter.
This
is
probably
from
a
service
point
of
view.
This
is
probably
the
most
notable
item.
What
we're
proposing
is
that
in
the
winter
we
would
not
plow,
basically
our
neighborhood
sidewalks.
B
These
are
generally
those
trails
in
our
system
that
are
least
used
and
often
times
it
takes
us
many
days
before
we
even
get
to
them.
So
sometimes,
if
we
have
multiple
snowstorms,
you
actually
won't.
We
won't
actually
clear
those
those
trails
for
as
long
as
a
week
or
so
would
note
that.
B
Well,
we
would
still
clear
all
the
main
trails
on
all
the
main
arterials,
all
the
ones
around
schools
and
all
the
ones
in
our
kind
of
commercial
areas
and
there
what
is
in
your
packet,
a
map
that
shows
which
trails
would
be
eliminated.
G
It
did,
but
just
a
quick
are
there
any.
I
know
these
wouldn't
be
main
trails
that
we
wouldn't
be
plowing
this
winter,
but
are
there
any
city
ordinances
about
the
plowing
schedule,
then
we
did.
B
B
If
we
were
to
eliminate,
if
we
were
to
eliminate
this
piece,
we
would
have
to
make
a
decision
whether
we
just
continued
to
not
enforce
that
or
if
we
actually
tried
to
enforce
that.
I
expect
we
would.
We
would
make
a
modification
to
our
ordinance
to
not
enforce
that
to
not
make
that
a
responsibility
of
adjoining
properties,
but
that
is
a
that'll,
be
a
little
item
that
we'll
have
to
resolve.
If
this
goes
forward,.
H
A
A
A
Well,
so
we're
we're
going
to
go
and
have
a
conversation
about
that.
So
we'll
we'll
talk
about
each
of
these
things
as
we
go
through
and
decide
what
we're
going
to
do
with
them,
but
as
it
is
right
now,
this
is
this-
is
in
the
the
committee's
agreed
upon
list.
It's
in
the
5.
H
H
We
leave
it
if
we
leave
it
where
it
gives
me
the
benefit
of
the
doubt.
That's
what
I'm,
assuming
I'm
trying
to
explain
it
if
we
adopt
that
rest,
that's
the
biggest
item
in
this
page
that
the
staff
gave
us
if
we
agreed
to
levy
at
five
percent,
then
the
services
those
services
would
continue
to
go
to
the
presidents
of
bloomington,
okay,
and
I
think
when
we
explain
these,
we
we
need
to
explain
it
that
way,
because
it's
confusing
for
me
I'm
getting
old
and
c
now.
H
A
Okay,
so
the
then
I
think
does
that.
Can
we
does
that
answer
any
questions
that
people
have
for
carl
about
that
item?
A
Okay,
so
then,
I'm
going
to
ask
the
question
now,
since
we're
talking
about
these
particular
items
and
it's
on
the
list
to
potentially
be
moved
into,
the
three
percent
levy
bucket
is
how
do
people
feel
about
moving
it
from
the
five
percent
to
the
three
percent
levy?
What's
the
sense
of
the
committee
around
that
people
generally
in
agreement
with
that.
F
A
Okay,
seeing
nods
on
that,
so
here's
the
question
that
we
need
to
answer,
then,
is
we
need
to
go
look
at
this
three
percent
area
here
and
we
need
to
make
a
decision
about
what
rank
we
would
put
it
in
here.
In
other
words,
where
are
we
moving
it
to
and
the
the
form
of
that
is
you're
going
to
say,
I
think
it
should
go
after
300
and
like
either
after
number
55.
H
There's
chairman,
I
think
we
had
asked
the
staff
to
go
back
and
consolidate
these
and
look
at
them
and
put
them
together
and
group
them
and
give
us
the
benefit
of
how
they
look
at
them.
I
just
think
we
should
take
all
of
these
things
and
incorporate
them
into
the
three
percent
of
the
zeros
and
put
them
at
the
top
of
the
list
of
that
category
and
just
get
it
done
rather
than
trying
to
do
them
one
at
a
time.
Well,.
H
A
Certainly
willing
I'm
certainly
willing
to
do
that
if
everyone
agrees
that
at
this
point
that
that
anything
that
was
put
in
the
three
percent
bucket
by
the
staff
is
more
important
than
every
other
three
percent
thing:
okay,
but
just
realize
that,
as
we
have
a
further
conversation
about
things
that
that
things
will
float
around,
that
will
end
up
moving
so
that
that
there's
there's
no
way
to
make
that
sticky
through
the
remainder
main
part
of
the
conversation
for
tonight.
A
So
if,
if
folks
want
to
do
it
in
a
bulk
way
like
that,
and
do
it
and
just
say
that
these
are
more
important
than
every
other
thing
in
that
category,
we
can
certainly
do
that,
but
I
at
least
based
on
the
conversations
we've
had
as
a
committee.
So
far,
I'm
not
sure
that
people
agree
with
that.
F
Mr
terry,
I
don't
disagree
with
that.
My
thinking
just
to
move
this
along
might
be
that
we
move
any
that
change
to
the
very
next
in
line
reflective
of
the
direction
that
they
changed.
In
other
words,
if
they
went
from
a
zero
to
a
three,
then
they'd
be
at
the
bottom
of
the
three.
If
they
went
from
a
five
to
a
three
they'd
be
at
the
top
of
the
three
okay
because
it
gets
it
as
close
to.
A
E
D
Sure
co-chairs
committee
members
marine,
the
executive
leadership
team
is
each
of
the
department
directors,
as
well
as
the
assistant
city
manager
and
our
racial
equity
coordinator.
G
Can
I
ask
a
question
to
you:
please
request
for
the
city
manager:
could
you
re-explain
what
the
city
staff
did
here?
Sorry
on
the
previous
document.
D
Sure
co-chairs
committee
members
acquia,
we
went
through
the
grouping
that
the
committee
had
performed
at
the
last
meeting
and
looked
at
those
those
priorities
in
scoring
on
those
and
compared
them
to
what
the
departments
had
submitted.
D
So
we
didn't
want
to
influence
that
and
that's
why
I
say
I
I
think
it's
actually
quite
remarkable
that
the
the
way
that
it
it
played
out
there
was
a
lot
of.
There
was
a
lot
of
concurrence
between
where
the
committee
landed
and
where
the,
where
the
staff
had
set
the
priorities.
So
all
we
did
was
we
went
through
and
looked
at
the
ones
where
we
felt
the
the
prioritization
within
the
department
warranted
a
little
bit
of
additional
consideration
for
the
committee.
I
Okay,
thank
you.
Thank
you,
chair
peterson,
and
I
have
a
question
regarding
number
280.
The
perks
and
recreation
cultural
arts
grants
are
are
those
are
given
to
the
highest
schools
the
community
at
all,
or
are
all
all
these
grants
given
to
the
public
or
they
have
to
be
a
how
is
distributed?
I
guess
because
I
had
a
question
from
the
bypass
community
on
the
latino
yesterday
and
I
couldn't
I
wasn't
sure
if
that
was
a
fee,
that
it
was
given
to
them
as
a
reduction.
I
How
that
will
affect
the
especially
the
the
bypass
communities
is
my
my
question.
D
Mr
co-chairs
committee
members
jessica,
the
cultural
arts
grants
are
a
way
for
the
city
to
support
the
arts
community
and
especially
the
arts
community,
utilizing
the
bloomington
center
for
the
arts
each
year.
There
is
an
application
process
for
organizations,
organizations
interested
in
receiving
a
grant
to
submit
to
the
city,
and
we
have
a
selection
panel,
it's
our
center
for
the
arts
manager
and
then,
I
believe,
usually
four
other
people
from
the
community
and
they
score
those
applications.
D
They
are
partner
organizations
in
the
center
for
the
arts,
so
artistry
angelica
contante,
the
symphony
orchestra.
Those
are
the
those
are
the
recipients
that
we're
talking
about.
So
they
aren't,
they
aren't
grants
to
organizations
in
the
community
per
se.
They're
the
performing
arts
groups
in
the
in
the
city.
I
Thank
you
jamie,
a
follow-up
question,
so
this
will
be
on
top
of
an
association
that
gives
some
type
of
grants,
so
we
give
an
extra
help,
or
this
is
just
the
first
kind
of
help
that
we
get
to
those
kids.
D
You
know
each
of
the
organizations
have
revenue
streams
that
are
specific
to
them,
so
they
they
get
their.
They
get
their
operating
dollars
from
different
places.
Some
get
it
from
ticket
revenue
that
they
gain
at
their
events
here,
some
get
it
from
philanthropic
sources
or
through
state
arts
grants.
D
So
this
is
just
another
revenue
opportunity
for
them
that
the
council
many
years
ago
made
a
decision
that
the
it
was
appropriate
for
the
city
to
provide
grant
funding
for
supporting
the
arts
here,
and
so
it's
a
it's
competitive
grant
process.
A
G
G
Oh,
the
fire
fleet
repair
technician,
and
this
is
an
election
to
eliminate
the
position.
So
I
is
the
chief
on
the
line
by.
D
Chance,
the
chief
is
on
the
line
mr
chair
committee,
members,
acquia
and
and,
like
I
said,
our
team
just
worked
through
this
today,
so
we
had
a.
We
had
a
focus
conversation
on
this
specific
item.
So
chief
seal
can
answer
that
question
better
than
I
can.
Okay,
the.
G
Questions
about
one,
how
many
mechanics
we
have
and
two
what
would
the
impact
be
of
having
fewer
mechanics
and
the
cost
benefit
of
having
less
mechanics
in
the
maintenance
schedule
of
the
quite
expensive
vehicles
that
we
have.
J
Sure
I
can
explain
what
we've
done.
This
is
a
new
position.
This
mechanics
position
is
a
new
position
currently
for
most
of
our
our
large
fire
apparatus
repairs.
J
We
outsource
that
and
for
some
of
our
repairs
we
use
city
garage,
so
it
would
not
currently
have
a
real
impact
on
our
ability
to
fix
vehicles.
J
Our
original
intent
was
to
hire
a
full-time
mechanic
to
work
on
fire
vehicles
because
we
were
going
to
realize
the
savings
compared
to
our
outsourcing
contracts,
one
of
the
things
that
we
did
as
part
of
this
process
of
addressing
reduced
revenues
to
the
city
as
we
changed
our
deployment
strategy
for
fire
vehicles.
J
So
we
are
actually
reducing
the
number
of
ladder
trucks
in
the
city
by
two
we'll
end
up
with
four
ladder:
trucks
and
two
rescues
in
the
city:
the
reduction
of
those
two
ladder-
trucks,
in
conjunction
with
some
changes
in
how
we
were
going
to
do
our
preventative
maintenance
in
the
city.
We
feel
that
we're
going
to
be
able
to
make
the
same
savings
that
we
would
have
made
by
hiring
our
own
mechanic
and
and
not
outsourcing
our
repairs
at
this
time.
J
So
we
feel
that,
with
the
changes
we've
made
in
our
fleet,
with
the
changes
we've
made,
we're
going
to
make
in
our
in
our
maintenance
program
that
we're
going
to
realize
that
the
same
savings
that
we
were
going
to
by
hiring
this
mechanic
as
well
as
not
having
to
hire
the
mechanic.
G
J
So
what
we
did
was
to
give
you
a
sense
ladder.
Trucks
are
very
expensive.
Yes,
they
cost,
probably
a
million
million
and
a
half
to
a
million
three
quarters
depending
upon
what
kind
of
apparatus
you
actually
buy
so
currently
or
actually
not
currently
anymore.
J
We've
already
started
this
reduction,
but
we
used
to
have
six
ladder,
trucks
in
the
city
and
they
were
all
part
of
our
replacement
schedule
and
we
had
another
one
slated
to
be
replaced
next
year
for
over
a
million
and
a
half
dollars
and
with
the
realization
that
our
our
revenues
were
dropping
and
the
amount
of
money
that
we
were
going
to
have
to
put
in
with
our
fire
equipment
fund
to
make
these
acquisitions.
J
We
re-evaluated
our
response
model,
and
we
did
that
not
only
internally,
but
we
also
asked
the
same
company
that
did
our
fire
service
assessment
and
got
an
opinion
rendered
from
them
on
our
ability
to
still
provide
quality
service
with
fewer
ladder,
trucks,
and
they
were
right
on
board
because
we're
not
actually
reducing
the
number
of
trucks,
we're
changing
the
kinds
of
trucks.
So
those
two
ladders
that
we're
reducing
are
actually
being
replaced
with
rescues.
J
We'll
still
have
four
aerial
devices
in
the
city
and
the
reduction
of
those
two
is
going
to
have
a
very
positive
impact
on
our
fire
equipment
replacement
fund
for
several
years
several
years
immediately
and
then
ongoing
throughout
the
future.
A
Okay,
so
let's
see
here,
you
don't
want
to
do
the
exciting
sharing
of
my
editing
of
the
spreadsheet
for
five
minutes.
While
we
talk
okay,
so
just
to
kind
of
recap
where
we're
at
kind
of
in
the
neighborhood
of
the
five
percent
levy.
Here
we
have
these
items
here
that
kind
of
ended
up
moving
down
to
the
kind
of
moving
into
the
five
percent
from
the
three
percent.
A
We
did
have
there's
this
one,
ten
thousand
dollar
item
that
doesn't
quite
fit,
but
that's
within
kind
of
the
noise
of
what
we're
doing
right
now.
So
I
didn't
bother
to
try
to
rearrange
things
to
fix
that.
Then
the
maintenance
position
moved
into
this
position
here
and
then,
if
we
kind
of
scroll
down
to
the
bottom
of
the.
A
Bottom
of
these
here
we
may
have
to
do
a
little
bit
of
adjusting
because
12
was
going
to
end
up
in
no,
I
think
we're
in
the
right
spot
here.
So
you
see
a
lot
of
these
551s
end
up
right
on
the
bubble.
555
551s
end
up
in.
A
A
So
I
think
what
we'll
want
to
do
is
we'll
want
to
kind
of
loop
back
at
the
end
after
we've
made
other
adjustments
to
this
and
look
at
these
to
make
sure
that
they
ended
up
in
the
right
spot
that
we're
in
that
they
should
be
in
because
I
didn't
feel
I
didn't
feel
like.
It
was
my
job
to
pick
one
thing:
to
move
out
of
the
way
in
order
to
make
room
in
the
three
percent
bucket
to
do
it.
Okay,
so
these
changes
from
the
staff
are
now
reflected
in
the
spreadsheet.
A
A
Those
could
be
in
the
forms
of
swapping
items
like
the
staff
put
together
or
you
could
just
propose
that
I
want
to
move
something
from
kind
of
rank
number
x
to
rank
number
y
and
let
kind
of
the
chips
fall
where
they
may
on
on
items
below
that.
The
way
I'm
going
to
go
about
doing
this
is
we're
going
to
do
and
around
the
room
where
each
person
has
the
opportunity
to
propose
one
thing
so
that
we'll
kind
of
allocate
the
time
equally.
A
So
what
I'm
going
to
do
is
I'm
just
going
to
call
off
people's
names
and
if
you're
you
have
an
item
that
you
want
to
bring
up
is
something
that
you
want
to
adjust
in
the
spreadsheet.
It
can
be
any
of
the
items
on
here.
It's
not
just
the
stuff,
that's
showing
on
the
screen.
You've
all
got
printed
copies
that
this
bridge
needs
to
work
from.
A
If
you
don't
have
something
that
you
want
to
do,
you
can
feel
free
to
just
say
pass
and
if
you
say
pass,
it's
just
like
playing
a
card
game.
It'll
eventually
come
back
around
to
you
again.
So
everybody
clear
on
kind
of
how
we're
going
to
go
about
doing
that
all
righty
akia
is
first.
G
A
Okay,
what
rank
is
that
on
the
spreadsheet.
G
380,
but
I
think
we
just
changed
it
when
we
moved
a
couple,
so
it
should
be
at
the
top.
A
Yeah,
so
the:
where
would
you
where
would
you
like
to
put
it
between
which
two
items.
A
A
A
So
if
you
wanted
to
be
about
the
website
upgrades,
you
could
say
240
and
put
it
there
yeah.
Okay,
how
do
people
on
the
committee
feel
about
that
proposal?.
K
K
K
Then,
to
make
up
for
that
shortfall
and
the
three
percent
levy
I
do.
I
do
have
two
options
that
I
picked
out
to
move
up.
Okay,
so
to
make
up
for
that,
I
would
propose
to
move
option
number
50,
which
was
at
position
630
the
artistry,
supplemental
cultural
support
and
option
31.
That
was
at
about
670
the
summer
interns
for
ehn,
assessing
move
those
two
up
to
the
three
percent
area
in
about
the
500
range
for
490.
A
500.
so
what's
being
proposed
here
is
that
number
50
and
number
31
be
moved
to
like
4.99,
let's
say
or
4.95
yup,
and
that
the
dispatch
supervisor
here
at
410.
A
K
So
my
my
reasoning
behind
that
you
know
dispatch
supervisor,
as
we
learned
they
haven't
had
one
for
a
couple
years
and
being
in
that
kind
of
position
with
the
stress
and
not
having
the
support
from
someone
to
lead
you
or
in
a
consistent
way.
I
think,
would
really
affect
the
community,
especially
in
the
next
coming
year.
F
I
wouldn't
disagree
with
altering
the
the
dispatch
supervisor,
although
I'd
be
inclined
to
kind
of
follow
the
chiefs
priorities
there,
but
I
think
that
trade-
I
don't-
I
don't
see
them
particularly
related-
and
I
guess
I'd
like
to
make
an
argument
for
the
fifty
thousand
dollar
level
at
artistry.
F
You
recall
this
is
the
replacement
for
what
has
been
over
the
last
five
years.
A
200,
000
level,
support
and
and
the
alternative
would
be
zero
or
50.,
and
it
strikes
me
that
you
know
in
the
era
that
we're
at
there's
a
there's,
a
there's,
a
pretty
big
risk
that
the
infrastructure
crumbles.
F
A
B
B
G
G
Can
we
also
ask
questions
of
the
staff
sure
sure,
okay,
I
do
have
a
quick
question,
then
chair
for
chief
pots,
I
think-
and
you
might
we
might
come
up
with
this
later
as
we're
talking
about
the
police
items,
but
there
has
been
a
trend
upwards
in
petty
crimes
like
bike,
thefts
or
maybe
whatever,
but
my
question
is
about
has
type
one
or
part
one
so
like
serious
crimes
has
that
increased
in
the
community?
G
This
is
the
first
question
two
with
the
dispatch.
Is
it
possible
as
a
solution
if
it
were
to
be
cut
in
the
future
that
a
volunteer
program
could
be
put
into
place
like
they
have
the
volunteer
sheriff
type
programs?
Could
you
have
a
volunteer
dispatcher
who's,
I
don't
know
obviously
qualified,
but
not
paid
at
the
full
rate
of
a
dispatcher
supervisor.
J
Mr
chair
community
members,
I
think
there's
two
questions
there
at
least,
and
if
I
miss
one,
please,
let's
circle
back,
but
the
part
one
crime
question
it.
It
has
overall
part
one
crime
and
just
to
be
clear,
it
includes
homicide,
rape
or
criminal
sexual
conduct.
Cases
burglary,
aggravated
assault,
those
crimes
that
you
would
consider
to
be
serious
or
violent
crime.
J
It
also
includes
theft
and
that's
just
the
way
they
calculate
part
one
crime.
So
nearly
all
categories,
with
the
exception
of
theft,
are
up
and
somewhat
substantially
this
year.
Theft
is
down
partly
because
there's
been
a
limited
number
of
stores
for
many
months
that
were
open
at
the
mall
of
america
and
other
retail
areas
in
town.
So
part
one
crime
is
up
in
many
categories,
with
the
exception
of
theft,
as
far
as
a
volunteer
in
the
dispatch
center,
so
supervising
the
or
just
the
function
of
being
a
police
dispatcher
fire
dispatcher
it
is.
J
It
is
a
a
job
that
requires
about
16
weeks
of
training
to
become
proficient
in
the
use
of
the
technology
in
the
dispatch
center,
and
we
we
have
not
used
volunteers
in
there,
mostly
because
the
training
curve
and
training
requirement
to
become
proficient
is
so
so
steep
that
we
don't
feel
like
we
could
effectively
get
a
volunteer
trained
up
to
and
when
I
say
16
weeks,
that's
40
hours
a
week
for
16
weeks,
and
so
the
system
is
the
technology
in
there
is
complicated.
J
The
management
records
management
cad
system
that
they're
using
is
is
requires
a
lot
of
time
and
expertise
and
ongoing
use
to
stay
proficient,
and
so
that
is
not
an
area
where
we've
been
able
to
utilize
volunteers.
We
have
started
a
volunteer
program
in
some
other
areas,
but
for
the
reasons
stated,
dispatch
is
not
one
of
those.
A
Thanks
so
while
people
are
thinking
about
this,
there's
one
thing
that
I
forgot
to
show
here,
but
this
is
a
picture
that
kind
of
shows
how
the
costs
are
falling
on
different
departments
at
the
different
levels.
A
So
the
way
that
you
can
read
this
particular
sheet
is
that
the
in
the
admin
department,
all
of
the
burden
of
the
cuts,
is
falling
on
them
in
the
five
percent
levy
scenario.
Okay,
here
you
can
see
for
community
development.
They've
got
about
a
hundred
and
a
little
bit
under
150
000
at
the
percent
levy,
an
additional
three
hundred
thousand
dollars
at
the
three
percent
levy
and
then
another
hundred
thousand
dollars
in
the
zero
percent
scenario
that
we
have
the.
A
I
thought
that
that
one
thing
I
thought
was
interesting
about
this-
was
that
that
I
think,
reflects
the
values
of
the
committee,
and
it
should
be
an
obvious
thing,
based
on
the
conversations
that
we
had,
but
in
the
high-level
scenarios
we
we
hold
the
public
safety
agencies
pretty
harmless
in
the
high
revenue
scenarios,
but
in
the
low
revenue
scenarios
the
burden
starts
falling
kind
of
more
heavily
on
those
particular
groups,
as
we
would
expect,
because
we're
prioritizing
kind
of
holding
them
harmless.
A
If
we
have
revenue
to
be
able
to
do
so
so
in
the
current
picture
right
here,
just
to
kind
of
give
you
an
idea.
This
is
this:
just
gives
you
an
idea
of
how
things
end
up
falling
in
that
and
this.
If
anybody
wants
to
see
this
as
we're
going
along,
this
updates
automatically
off
of
as
we
make
changes
to
the
other
sheet.
So
as
I'm
resorting
at
this,
we
can
come
back
and
look
at
this
at
any
point
that
we
want
to.
H
B
H
And
this
would
be
a
tremendous
way
I
think,
to
offer
to
the
community
yeah.
I
agree.
I
know
the
devil's
any
details,
but
but
this
speaks
volumes
I
think.
G
A
Yeah,
so,
in
order
to
make
the
conversation
be
simpler
here,
there
would
be
another
column
that
would
normally
show
up
here,
but
I
hid
that
in
order
to
because
this
I
just
want
to
be
able
to
show
the
impact
of
the
things
that
we
actually
selected,
but
we
could
certainly,
if
that
made
sense,
and
the
presentation
include
information
like
that-
I'd
the
for
a
lot
of
people,
even
a
chart
like
this
is
kind
of
an
eye
glazer
a
little
bit.
A
So
we
need
to
get
some
smart
people
who
are
good
at
graphics
to
kind
of
boil
this
down
a
little
bit
more.
But
I
think
that
that
I
was.
I
was
curious
about
how
this
laid
out,
and
I
thought
it
would
be
useful
to
kind
of
look
at.
A
F
If
we
could
just
go
back
to
the
and
by
the
way,
I
agree
with
all
that
you
know,
I
said
I'd
be
interested
in
the
chief's
response
and
the
dispatch,
and
I'm
I'm
convinced
by.
It
makes
sense
to
me
and
shaw's
suggestion.
F
But
I
wonder
if
we
could
go
back
then
to
the
discussion
about
where
we
find
that
money
exactly
right
and
I'm
just
perhaps
I'd
be
interested
in
a
staff's
reaction
to
this.
But
it
strikes
me
that
maybe
worthy
of
of
thinking
about
number
70,
which
is
also
50
000.
But
this
is
the
the
contractual
services
related
to
reviewing
the
cip
and
planning,
and
I'm
just
wondering
if,
if
that
might
be
a
less
impactful
to
the
public
and
sort
of
mission,
way
to
find
that
fifty
thousand.
A
So
I
think,
in
order
to
kind
of
move
on
here,
I
think
the
first
first
question
I'm
going
to
ask
is:
how
are
how
are
people
feeling
about
changing
the
dispatch
supervisor
which
is
currently
at
410
here?
So
it's
in
the
three
percent
bucket
and
we
would
be
moving
it
down
to
630,
which
is
down
here
kind
of
in
the
middle
of
the
zero
percent
bucket,
but
interested,
maybe
just
people's
thoughts
on
that
question
first
rather
than
because
then
tying
them
together
makes
it
there's
a
lot
of
dimensions
that
makes
it
complicated.
G
Question
if
we're
going
chair
by
consensus,
then
it's
whatever
the
consensus
consensus
is,
but
personally,
I
think
it's
fine,
where
it
is
especially
if
they've
been
operating
to
date
with
a
deficit
and
staff,
then
continuing
that
fatigue
deficit
might
be
a
way
to
continue
managing.
A
I'm
not
I'm
right
now,
I'm
not
hearing
enough
from
people
to
say
that
there's
a
consensus
to
make
this
change
so
unless
we
get
more
people
speaking
up
in
favor
of
it,
I'm
going
to
say
that
there's
not
a
consensus
around
this
particular
change.
E
I
thought
I
was
smart,
but
I
feel
really
dumb
right
now,
I'm
still
trying
to
figure
out
the
whole
process
here
as
to
you
know
who's.
You
know
we're
up
here,
we're
going
to
move
it
here.
Then
this
one's
going
to
go
here
and
then
this
one's
going
to
drop
down.
Frankly,
I'm
I'm
not
tracking.
I
there's
just
too
many
horse
trading.
E
If
we
continue
to
do
this,
and
I
would
like
to
see
a
better
way,
I
don't
know
if
I'm
being
totally
off
base-
and
I
would
like
to
hear
from
my
colleagues
here-
but
if
we're
going
to
do
this,
we're
going
to
be
here
for
quite
some
time-
and
I
don't
even
know
where
I
want
to
kind
of
shift
by
the
time
we
get
to
me
where's,
you
know,
what's
john
gonna
do
and
then
I
might
want
to
go.
A
So
I'm
open
to
suggestions
on
kind
of
how
go
about
this
differently.
I
think,
in
the
end,
we're
expected
to
create
a
set
of
three
proposals.
We
have
three
proposals
right
now,
so
one
thing
we
could
do
is
we
could
say
we're
just
going
to
go
with
this
and
we're
going
to
go
out
to
the
public
with
this
tonight.
A
We
had
at
previous
meetings,
we
had
had
a
conversation
about
wanting
to
be
able
to
reflect
on
this
and
make
adjustments
to
it,
and
so
I
think
that's
that's.
What
I'm
trying
to
facilitate
tonight
is
is
reflecting
on
that
and
making
adjustments,
and
that
necessarily
means
making
a
decision
about
if
you're
going
to
move
something.
Where
is
it
going
to
go?.
A
E
Where
am
I
going
to
want
to
end
up
and
I'm
I'm
kind
of
at
the
point
where
I'm
going
to
probably
take
a
pass
tonight
on
things
because
it's
getting
ugly,
I
I
want
to
hear
from
the
I
mean
there's
a
lot
here
and
I
I
just
don't
know
how
much
more
we
can
make
these
decisions
without
public
input
on
what
their
thoughts
are
and
I'm
a
little
concerned
too
that
if
they
start
looking
at
every
little
line,
I'm
item
do
we
want
the
public
to
get
into
the
decision
making
to
eliminate.
E
E
E
I
I
I
don't
know
so-
I'm
gonna
for
right
now.
My
big
thing
is
public
safety.
I
want
to
preserve
every
dollar
in
public
safety
under
cops
and
fire.
Those
would
be
my
two
top
priorities
and
my
third
priority
is
the
community
development
director.
But
I
have
an
idea
that
I
think
that
could
cut.
You
know
potentially
go
into
a
different
bucket,
but
I'm
just
going
to
kind
of
stop
there,
because
that's
where
all
my
horse
trading
would
be
would
be.
E
In
the
you
know,
the
police
budget
and
some
of
the
fire
so.
A
Well,
it's
certainly
it's
certainly
within
the
discretionary
each
person
to
say
I'm,
I'm
fine
with
kind
of
how
this
is
laying
out-
and
this
is
the
one
that
we
ought
to
go
out
to
the
public
with
there's.
There's
it's
our
process
as
a
group.
So
there's
really
nothing
that
says
that
we
have
to
change
things
tonight.
If
we
choose
not
to
you
know,
that's
that's
something
that
the
group
has
to
decide.
E
And
and
mr
chair
I'm
wide
open
to
hear
from
my
other
commissioners
as
to
what
their
recommendations,
I'm
not
gonna,
weigh
in
probably
heavily
over
one
over
the
other,
because
I
just
want
you
know
we're
gonna
be
making
major
decisions
in
in
three
to
four
weeks.
A
Okay,
so
I
I'm
going
to
take
that
in
the
context
of
the
question
which
is
you
know,
are
we
going
to
make
that
move
that
that
you're,
not
in
favor
of
adjusting
that
at
this
point,
that
you
want
to
go
with
it
as
it
is?
Unless
anybody
has
anything
further,
they
want
to
bring
up
here,
I'm
going
to
say:
there's
not
consensus
around
that
particular
change.
A
Here
go
ahead,
jessica.
I
Yeah,
I
I
second
when
marine
was
saying,
I
feel
a
little
bit
challenged
to
give
up
something
to
put
in
a
different
bucket.
Yesterday
I
had
a
conversation
with
the
latino
leaders
and
they
were
very
engaged,
but
at
the
same
talking
I
was
saying:
how
would
you
change?
What
would
you
recommend
and
what
is
that?
And
it
was
very
difficult
as
well.
I
I
think
we
need
to
present
these
buckets
and
let
the
public
the
community
just
go
back,
come
forward
and
see
what
they
feel
like
it
will
be
their
priorities
and
where
they
are
willing
to
give
up
and
and
to
gain
some
other.
You
know
resources,
but
I
I
feel
at
least
with
myself
that
at
this
point
we
give
them
up.
I
We
identify
the
fight
tree
and
zero
levy
and
it's
time
to
have
a
feedback
and,
and
people
need
to
have
some
time
to
give
us
that
response
and
at
the
same
time
I
wasn't
sure
how
we
I
can
with
the
information
that
I
have
and
what
marine
is
saying.
We
work
really
hard
to
establish
all
of
this
on
different
scenarios.
I
I
I
have
a
hard
time
without
listening
to
what
people's
priorities
is
to
give
a
vote
and
saying:
okay,
let's
move
you
know
fire
supplies
down
or
or
up
without
having
that
that
input
at
this
time.
So,
yes,
I
will
have
to
pass
as
well
if
we,
if
I
have
to
prioritize
at
this
point,.
A
Okay
thanks
so
with
that,
I'm
going
to
with
that
feedback,
I'm
going
to
ask
if
there's
anyone
else
that
has
proposals
on
things
they
want
to
move
around,
because
if
the,
if
it's
a
sense
of
the
committee
that
we've
got
a
list
here
and
we
want
to
go-
get
the
feedback
of
the
public
on
this
list
as
it
stands
today,
I'm
I'm
certainly
willing
to
go
ahead
with
that
and
I
think
that's
a
reasonable
thing.
A
The
question
I
wanted
to
answer
is:
have
people
have
a
chance
to
look
at
this
and
see
if
there
was
any
adjustments
that
they
wanted
to
make,
and
we've
heard
from
at
least
a
couple
people
that
the
answer
is
no.
I
actually
want
to
go
with
this
to
the
public,
with
the
changes
that
the
staff
made.
So
I
guess
I'll
I'll
open
that
up
for
questions.
L
Yeah
hi,
am
I
a
little
disadvantaged
because
I'm
at
a
distance
here,
can
you
just
scroll
through
the
spreadsheet,
so
I
can
see
kind
of
where
everything
landed
up.
I've
got
a
hard
copy
here,
that's
in
the
agenda
packet,
but
can
you
just
kind
of
slowly
go
from
top
to
bottom,
so
I
can
get
another
look
at
it.
Real,
quick,
yeah.
A
A
A
Okay,
so
with
that,
the
you
know
I
I
will
put
out
one
last
call
then
to
see
if
we're
going
to
get
any
more
proposals
for
swapping
things
here
or
if
people
want
to
go
and
again
we're.
What
we're
doing
tonight
is
we're
setting
a
preliminary
kind
of
set
of
things
that
we're
going
to
go
to
the
public
with.
I
think
it's
going
to
be
presented
as
this
is
kind
of
a
draft,
and
that
we're
you
know
we
we
haven't.
A
We
certainly
haven't
over
invested
in
tweaking
it
to
with
an
inch
of
its
life.
So
there's
lots
of
room
in
here
for
having
conversations
about
what
what
might
be
different
and
that
we
reserved
that
kind
of
tweaky
conversation
for
kind
of
the
last
two
meetings
of
the
of
the
of
the
month.
A
E
H
I
I
I
think
that
we
should
just
get
on
because
eventually
this
is
gonna
go
to
the
city
council.
If
the
city
council
decides
they're
going
to
do
a
zero
levy,
everything
on
this
list
goes
into
the
fire.
It's
there
to
blow
it
all
out.
Will
they
have
enough
utzpa
to
go
to
five
percent?
Probably
not
so
where
they
are
going
to
go
three
percent?
So
I
my
brain
just
says:
okay,
look
at
the
three
percent
list.
That's
what's
going
and
besides,
I
really
do
want
to
watch
the
debate.
H
A
Me,
that's
we're
not
going
to
get
a
consensus
around
that
okay.
So
what
I'm?
What
I'm
sensing
is
that,
in
terms
of
the
discussion
with
the
community
that
where
we're
at
now
is
good
enough,
not
perfect,
but
good
enough,
and
it
reflects
enough
of
what
we
think
the
priorities
ought
to
be
set
to
that
we're
gonna
go
ahead
with
that!
Maureen!
You
raised
your
hand
down
there.
A
E
A
A
A
So
josh,
just
to
just
to
be
clear
on
where
this
ends
up
going
here,
just
to
kind
of
put
a
fine
point
on
that
is
this
is
the
the
homeland
security
position
was
moving
down.
These
were
all
moving
down
into
the
zero
percent
bucket.
So
I
just
adjusted
that
to
reflect
that,
with
the
other
changes
that
we
made.
A
Okay,
so
are
we
is
a
group?
Are
we
ready
to
go,
take
this
to
the
public
and
hear
their
feedback
and
do
what
they
got
to
say?
Yes,.
K
A
There
I
think
there
will
be
a
there's,
a
kind
of
high
level
document
that
the
staff
is
providing,
but
for
people
who
are
interested
in
detail,
we
would
provide
this
level
of
detail
to
people
to
to
for
people
who
want
to
kind
of
dive
in
at
that
level,
because
there'll
be
people
who
want
to
do
that
and
likely
on
the
handout
that
we
have.
The
handout's
gonna
contain
some
form
of
this
information
in
it.
A
I
think
it's,
it's
boiled
down
a
little
bit
more
than
what
this
is
and
and
then
if
people
are
saying
well,
what
does
that
mean?
More
precisely,
you
know
we
can
break
it
down
by
department
and
say
this
department
has
these
impacts.
This
department
has
these
impacts
at
each
of
these
levels.
I
I
F
Mr,
could
I
just
ask
a
question
on
that:
don't
disagree
with
that,
but
yeah
I'm
not
sure
I
was
tracking
fully
is,
is
the
thought
that
we
would
have
a
percentage
reflected
about
how
much
of
the
whole
administration
is,
or
communications
or
legal
or
parks
and
rec
in
the
left-hand
column,
because
we
we
do
have
the
percentage
of
the
change.
I.
A
Guess
it's
not
reflected
on
here
and
I
think
what
what
jessica
is
suggesting
is
that
we
should
in
some
form
we
should
show
the
department's
budget
number
and
we
should
show
the
percentage
that
this
reduction
represents
of
their
total
budget.
So
that's
not
represented
on
here
right
now
I
see
okay.
So
that's
the
information
that
she's
suggesting
is
missing
and
would
be
useful.
G
A
Well,
I
I
haven't
gone
and
run
the
numbers
on
this
to
see
how
it
tallies
out
to
the
department
budget
so
we'll
this.
This
is
letting
it
fall
where
it
falls
kind
of
thing.
So,
but
that's,
I
think
what
what
jessica
is
suggesting
there
right
so.
F
I
thought
on
that.
I
I
would
just
suggest
someone
give
some
thought
to
whether
to
put
that
in
context.
It
makes
any
sense
to
show
what
those
various
departments
percentage
of
the
whole
budget
is
yep
as
well,
and
maybe
that's
a
bad
idea.
There
could
be
reasons
I
haven't
thought
that
through
that
that
would
be
not
helpful,
but
yeah.
A
I
think
the-
and
this
is
always
the
problem
that
I've
run
into
in
this-
is
that
in
the
is,
is
if
you,
if,
if
you,
if
you
show
every
step
of
the
math
exactly,
then
there
gets
to
be
so
much
information
that
people's
eyes
glaze
over
and
so
how
to
how
to
communicate
the
essentials
of
what
we're
trying
to
communicate
here
without
overloading
people
with
information,
I
think,
is
the
trick,
and
what
I
would
suggest
is
that
the
staff
is
listening
to
what
we're
talking
about
here
and
they
think
they
understand
the
goal
that
we're
that
we're
talking
about
and
to
get
them
to
kind
of
noodle
on
how
to
best
present
that
in
a
way
that
quickly
and
efficiently
communicates
it
to
the
person
on
the
street.
A
B
A
Future
exactly
right,
so
that's
this
is
the
tricky
communication
right
kind
of
problem
to
do
so
and
and
so
we'll.
I
think
we'll
have
to
have
a
conversation
offline
at
this.
This
meeting
is
not
the
right
venue
to
design
a
handout
like
that,
but
I
think
you
know
trying
to
figure
out
how
to
communicate.
That
effectively
is
key
to
having
this
conversation.
A
Okay,
so
with
that,
unless
there
is
any
further
input,
I'm
going
to
say
that
we're
done
creating
the
three
kind
of
sets
of
options
in
the
preliminary
way
to
go
out
and
have
the
conversation
with
the
public.
No
one
is
standing
and
waving
their
hands
and
lying
down
on
the
train
track,
which
is
a
good
sign.
Okay,
let's
see
here
so
that
completes
item
number
4.2.
D
Mr
co-chairs
committee
members,
we
did
just
want
to
show
you
the
the
start
of
what
we're
doing
to
try
and
frame
this
up
for
the
community
as
part
of
that
engagement
go
ahead.
So
kari
has
that
ready
to
show
you.
This
is
working
with
emily
larson.
Our
community
engagement,
an
outreach
person.
C
So
what
I
have
pulled
up
here-
and
you
have
a
handout
of-
is
just
something:
it's
a
draft
of
a
flyer
that
we're
putting
together
that
we
could
hand
out,
for
example,
like
at
the
farmer's
market.
We
could
also
use
this
to
put
on
our
on
the
committee's
website
and
the
let's
talk
bloomington
page,
to
try
to
explain
what
these
different
scenarios
have
in
them
and
then
also
to
use
this
information
for
the
listing
sessions
that
will
be
coming
up
later
this
month.
C
Scroll
down
here
so
we'll
have
this
explanation
of
the
the
the
budget
issue
that
we're
facing
due
to
our
reduced
lodging
and
emission
tax
revenues,
and
then
these
three
different
scenarios,
with
a
different
percentages
of
tax
levy,
increase
for
2021
and
then
highlighting
how
much
budget
spending
needs
to
be
reduced
in
those
three
different
scenarios
right
at
the
top.
C
And
then
we
have
the
section
of.
How
does
this
impact
you
and
we
will
be
putting
high
level
information
of
you
know
top
things
that
this.
These
different
budget
scenarios
include,
as
well
as
information
about
different
values
of
homes
like
the
median
value
home,
but
also
some
other
examples
as
well,
and
also
for
rental
properties,
of
how
those
different
tax
levy
increases
would
would
affect
the
property
tax
for
the
year
and
information
on
how
they
can
share
feedback
either.
On
the
let's
talk,
bloomington
website
or
at
the
listing
sessions.
C
So
far,
I
think
we
have
over
close
to
50
people
registered
for
the
thursday
night
session
and
I
think,
maybe
nine
for
the
saturday
session,
but
some
people
could
register
right
before
it
starts
as
well.
But
those
are,
I
think,
pre-registrations
to
date,
and
then
we
also
have
a
back
page
as
well
and
just
some
more
information
about.
Why
there's
an
issue
with
the
budget
for
this
year?
C
Why
why
there's
a
why
the
committee
community
budget
advisory
committee
was
formed
and
what
we
have
been
doing
to
control
costs
and
just
kind
of
the
process
of
what
we've
been
going
through?
So
I
just
wanted
to
share
kind
of
what
we're
gonna
be
putting
together
after
tonight
to
get
out
pretty
quickly
to
the
public.
B
H
Oh,
thank
you,
I
think
see.
I
think
this
is
where,
when
it
says
in
the
second
column,
how
does
this
impact
you?
The
second
block
see
that's
where
I
think
it'd
be
great
to
do
the
departmental
thing
where
you
do
the
columns
of
of
administration
and-
and
it
shows
in
that
scenario,
that
the
police
and
fire
won't
get
cut,
if,
if
they
do
the
five
percent,
if
they.
H
A
So
the
one-
the
one
point
I
think
that's
important
to
make,
though,
is
that
there
are
certain
things
here
that
fall
on
certain
groups
that
they
need
to
be
aware
of.
So,
for
example,
there's
kind
of
fee
increases
on
golfing,
there's
impacts
on
arts
organizations,
and
so
I
think
we
need
to
be
transparent
for
people
who
are
interested
in
providing
that
level.
A
Have
the
backup
for
it,
but
I
agree
that
at
this
at
this
level
you
know
you
can't
if
we
put
the
list
of
90
things
on
here,
it
would
be
so
small.
A
We
would
need
a
magnifying
glass
in
order
to
read
it.
So
so
here's
what
I'll
here's,
what
I'll
suggest
on
this
we
got
this
tonight
for
the
first
time.
I
would
like
people
to
take
it
home
and
have
a
look
at
it,
and
if
you
have
feedback
on
this,
you
should
send
it
into
kari
and
then
she'll
relay
that
onto
the
staff.
L
L
Keep
taxes
at
zero
increases
and
not
cut,
so
I
think
the
average
person
is
looking
don't
raise
my
taxes
and
don't
care,
don't
cut
what
I
care
about,
and
I
think
we
find
ourselves
in
a
situation
that
that's
just
impossible
and
I
think
we've
got
to
we've
got
to
lead
with
that.
People
need
to
realize
this
is
actually
different
than
years
past.
L
So
that
would
be
one
of
my
pieces
of
feedback
on
the
communication
front
and
I
do
have
just
a
question
about
how
we
are
engaging
some
of
the
groups
that
might
be
impacted,
namely
those
who
are
going
to
be
asked
to
pay
an
increased
user
fee,
whether
it's
for
the
wilmington
ice
garden,
golf,
etc.
How
they
are
being
reached
out
to
and
engaged
and
invited
to
participate
in
one
of
these
two
sessions.
And
maybe
if
our
parks
and
rec
director
ann
is
on
the
phone.
She
could
speak
to
that.
A
Okay,
thank
you
any
other
things
that
we
should
be
discussing
today.
H
Mr
chairman,
yes,
I'm
just
going
to
make
a
comment
we
received.
The
letter
was
on
the
table
tonight
and
this
was
from
linda
lang
and
it
was
one
of
the
most
articulate,
well-written
communications.
I
have
seen
in
a
long
time
and
she
gets
it,
and
I
just
want
her
to
know
if
she's
paying
attention
she
may
not
be.
I
was
very
impressed.
Okay.
A
Well,
thanks
for
calling
that
out
and
we
we
have
been
getting
a
steady
set
of
feedback
from
folks,
so
I
think
the
people
are
noticing
what
we're
up
to
and
I'd
encourage
people,
whether
it's
a
email
to
the
staff
or
going
to
the
let's
talk,
bloomington
side
and
offering
you
feedback
here
coming
to
one
of
the
calls
that
we're
going
to
have
next
week.
A
You
know
folks
we're
we're
at
this
point
all
about
getting
input
on
what
we're
proposing
and
so
that
we
can,
as
marine
put
it,
do
the
horse
trading
over
the
next
couple
weeks
at
the
meeting
the
meetings
we'll
be
having
before
we
send
the
kind
of
final
items
off
to
the
city
council,
okay,
so
one
final
call
anything
else
for
the
meeting
tonight.
A
Okay,
hearing
nothing!
The
meeting
stands
adjourned.